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2024-12-31-accounts

Docusign Envelope ID: 16CA6B41-2B5D-4C80-B65E-A375F205E6DF

REGISTERED COMPANY NUMBER: 13635441 (England and Wales) REGISTERED CHARITY NUMBER: 1203784

REPORT OF THE TRUSTEES AND

FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2024

FOR

CIVIC POWER FUND

DSC Accountants Ltd Chartered Accountants Statutory Auditors Tattersall House East Parade Harrogate North Yorkshire HG1 5LT

Docusign Envelope ID: 16CA6B41-2B5D-4C80-B65E-A375F205E6DF

Civic Power Fund Trustee Report and Financial Statements 01 January 2024 - 31 December 2024

Table of Contents

Page
Foreword from Staff and Trustees 1 to 2
Civic Power Fund in Numbers 3
Statement of Charitable Objects 4
Mission, Vision and Values 5
Our Vision 5
Our Mission 5
Our Values 5
Activities and Impact 5
Our Goals 5
Goal 1: Building Organising Infrastructure 5
Activities and Impact 6
Supporting Community Organising Infrastructure 6 to 8
Example Community Organising Infrastructure Grants 9
Alliance for Youth Organising 10
Migrant Power Project 11
Example Migrant Power Project Grants 11 to 12
Governance Hub 12
Goal 2: Building Civic Power in Place 12
Activities and Impact 13
Building Power in Greater Manchester and North East Wales 13 to 14
Example Place-Based Grants 15
Emergency Action Fund 16
Goal 3: Raising our voice to better resource organising 16
Activities and Impact 17
Funding Justice 3 17 to 18
Partnership work 19 to 20
Our Approach to Learning and Impact 20
Structure, Governance and Management 21
Governing Document 21
Structure of the Organisation 21
Board of Trustees 21
Members of the Board of Trustees 21 to 22
Selection and appointment of Trustees 22
Induction and training of Trustees 22
Team 22 to 23
Our Approach to Grantmaking 23 to 24
Risk Review 24 to 27
Finance Review 28 to 29
Looking Ahead 30
Insights from the work 30
What next for the Civic Power Fund? 31 to 32
Administrative Details 33
Statement of Trustees’ Responsibilities 33 to 34
Auditors 34
Independent Auditors Report 35 to 37
Financial Statements 38 to 41
Notes to the Financial Statements 42 to 57

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Foreword from Staff and Trustees

This year has been uniquely challenging for the communities we work with.

Many people are struggling to make ends meet.

Racism - and anti-migrant, Islamophobic and antisemitic hatred are all rising, with shocking acts of violence punctuating the last twelve months. In a short space of time we - and many others - have moved from openly celebrating the groups we work with, to shielding them and their work from aggression.

Meanwhile, climate change is accelerating - and our domestic and global political systems feel increasingly ill-equipped to respond.

Against this backdrop, it is hard to feel hopeful. Yet we are going to try - because the communities we work with are leading the way.

From the food kitchen that organised people in poverty to win compensation for poor housing conditions. To the coalition of low-paid workers who organised across the UK to win safe sick pay. Or the group of parents who built a grassroots movement to tackle local air pollution whilst demanding global action on climate justice.

Throughout this report, you will hear time and time again about the incredible impact of community organising.

At this moment of profound challenge, local communities are cultivating leaders; forging relationships; and building civic power. They are winning real change - and centering joy and community in the process.

It is through this deep, solidaristic work that we can build a better present and transform our future.

Yet we are concerned that the funding sector is not ready to respond.

In the latest edition of Funding Justice, Jon Cracknell and Eliza Baring found that just 4.5% of grants from the UK’s largest funders are going towards social justice. And a mere 0.2% towards community organising.

If we are to have any hope of resisting hate and oppression, this has to change. Which is why we continue to organise funders alongside our investments in organising groups.

It has also been a year of transition for the Civic Power Fund.

After two years of rapid expansion and experimentation, 2024 saw us established as a significant grantmaking force. We awarded £1.7 million in multi-year grants and stood-up two new funder collaboratives around community organising.

We also set up a fast and effective emergency action fund in response to the racist riots over the summer. We distributed over 104 grants, with the vast majority in just two weeks.

And we began to see the impact of many of our initial investments, with local groups building the foundations of power and winning change that matters to them.

We did all of this with a staff team of just 4FTE and a committed and passionate Board of Trustees. Although we are eternally grateful to the community of thousands who, by generously sharing their time, energy and wisdom, made this possible.

Looking ahead, our priority is to keep moving money at scale to groups and organisations centring community organising and building civic power.

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But to do this, we also need to invest more in our own operational footprint - ensuring we are delivering sustainably and better able to support our partners. And we want to be more deliberate about bringing people together and supporting groups on their organising journey.

We hope you will see these intentions clearly reflected across this report and take hope from the many stories of organising impact you read.

The six Charity Trustees of the civic power fund are also Company Directors.

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Civic Power Fund in Numbers

1 The total new grant contracts awarded were c. £1.7 million. This includes £420,000 awarded in aligned funding by the Paul Hamlyn Foundation. We distributed £922,650 (£798,750 excluding the Paul Hamlyn aligned funding) in this accounting period. To date (December 2024) Civic Power Fund has awarded grant contracts worth a total of £2.4 million including the Paul Hamlyn Foundation aligned grants.

2 Jon Cracknell and Eliza Baring, Funding Justice 3, February 2025. Page 3

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Statement of Charitable Objects

The Civic Power Fund is a charity that focuses on developing the capacity and skills of the members of socially and economically disadvantaged communities in the United Kingdom through funding community organising.

Our objects are:

“ To develop the capacity and skills of the members of socially and economically disadvantaged communities in the United Kingdom by providing project grant funding and support so that they are better able to identify, and help meet, their needs and to participate more fully in society. ”

We aim to ensure that those facing disadvantage have the power to shape their quality of life, community and future.

Our mission is to build this power through community organising.

This means bringing people who share common challenges due to age, location, sexual orientation, gender, religion, class, and race together to fully participate in democracy and win lasting change.

Community organising is a practice that builds relationships within communities. It helps individuals participate fully in democracy, through understanding who and what has the power to deliver change - and both engaging with and challenging these structures.

Through this participation, it helps communities secure lasting change that improves their lives. It also makes our democratic institutions more responsive to the rights and needs of those left behind because of economic or social disadvantage.

When targeted at these communities, community organising is a vital charitable practice that can both achieve change and deliver wider public benefit through strengthened civic bonds, diversity, and inclusion.

However, despite the enormous potential impact of community organising, it is underfunded. This is especially true of organising led by communities already disadvantaged because of their age, location, sexual orientation, gender, religion, class, and race.

The Civic Power Fund aims to change this by increasing charitable resources for organising within these communities and providing wrap-around support to boost their capacity.

In setting the Civic Power Fund’s strategy each year, we have regard to the Charity Commission’s general guidance on public benefit. The Trustees review the strategy to ensure that it falls within the Charity’s charitable objectives and aims.

Throughout this report, we may use terms that are better understood by our partners to describe our work.

This includes:

We also use “partners” to describe both the groups we fund and our core funder partners.

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Mission, Vision and Values

Our Vision

A world where every person has the power to shape their quality of life, community and future.

Our Mission

To build lasting civic power through community organising.

By investing in grassroots organising, we can unleash the power of people to improve their lives and their communities and create common cause in pursuit of the social, environmental, and economic justice vital to a flourishing democracy.

Our Values

Because we meet the world as it is, not as we wish it to be, the values that guide our work are as important as the ends we seek.

Activities and Impact

Our Goals

Goal 1: Building Organising Infrastructure

By 2030, we aim to have built a well-resourced ecosystem of diverse and impactful community organising infrastructure groups. These groups are training and supporting grassroots community organisers across the UK and collaborating nationally and globally to win change.

Why?

Community organising infrastructure provides two vital functions:

  1. training the next generation of organisers and leaders

  2. curating places and spaces for communities to come together and amplify their impact.

Yet infrastructure work is significantly underfunded, especially when led by minoritised and marginalised communities. This means organisations are unable to build and grow, limiting the potential of groups to win the change they seek.

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Our central thesis

Innovative community organising is taking place across the country. This is often led by women, people of colour, immigrant and LGBTQ+ communities, and wider minoritised and marginalised communities. Yet this work is significantly underfunded, meaning these organisers and their organisations are unable to build and grow.

We know that organisers are best placed to build the infrastructure they need. By investing in them for the long-term, we can nurture the next generation of leaders, who in turn will help build the winning coalitions vital to lasting change.

So we…

Activities and Impact

Supporting Community Organising Infrastructure

Central to our work under Goal 1 is funding emergent community organising infrastructure .

In 2024, we added 10 partners to our community organising infrastructure funding strand. Each of these partners had already been funded by the Civic Power Fund through the Community Action Fund: an open funding round launched in 2022 to find and fund emergent organising work happening across the UK.

We pooled available resources to continue funding partners who were planting the seeds of civic power amongst underserved communities. Groups that were demonstrably developing leaders; building relationships; and pursuing clear and strategic opportunities to win change.

Just three examples of this work are included below.

In 2024, the South Norwood Community Kitchen helped to reduce the impact of poverty on 2,000 local people, providing hot, nutritious meals; clothes and other essential items; and a warm space for 25 hours per week. They also provided 80 hardship grants to people in urgent need; emergency accommodation for 20 people; housing, debt and benefits advice and advocacy for 50 people; and referrals for additional support for 90 people. They were the only organisation in Croydon delivering community-centred poverty reduction work at this level. However Civic Power Fund funding helped them go beyond service delivery. They were able to run workshops with local young people on police overreach and disciplinary procedures in schools; supported local activists organising against the racist riots during the summer months and organised two community assemblies, holding space for 50 local people to speak up on the issues that affect them, their families and their neighbours. They organised their community on housing rights and continued important local advocacy work that is changing how the local council interacts with the community.

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South Norwood Community Kitchen gathers some of their members in the back garden. Credit: South Norwood Community Kitchen, 2024.

With backing from the Civic Power Fund, the Common Good Foundation in Grimsby built a flourishing community organising coalition. In October, this coalition launched a new community group: Local Organising in Grimsby, Immington and Cleethorpes (LOGIC), who held their first assembly that same month. Made up of people and institutions from across the local area and rooted in the football club, they have been campaigning for good local jobs and improved housing conditions. They’ve built relationships with the local council and the new Mayor. Their focus now is on strengthening the organisation as a key pillar of civic power across the local area.

Parents For Future Scotland built a diverse network of parents from underserved communities in Glasgow who were worried about the impact of climate change on their children’s health. They partnered with schools to engage children and parents directly - giving talks at over 40 schools. A third of parents who joined these talks also joined the network - an extraordinary conversion rate. The campaign culminated in an assembly at Glasgow City Chambers in April 2024, where children, parents, and representatives of local climate groups came together to petition officials and councillors on the key changes they wanted to see. Parents and children voted on the changes and picked three top priorities - including the appointment of an active travel coordinator funded by the Low Emissions Zone (LEZ). Glasgow City Council agreed to pursue this and are now working with the network on implementation. Funding from the Civic Power Fund allowed Parents for Future Scotland to move beyond education towards action. They are now expanding their organising work into Edinburgh and Aberdeen.

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In a recent independent report commissioned by the Joseph Rowntree Foundation , the Civic Power Fund’s contribution to community organising infrastructure was acknowledged.

“ CPF is an exciting, innovative and much needed addition to the social justice sector. It is strongly values-led and has set out to build long-term capacity, understanding and infrastructure for organising and movement building, so community power is adequately resourced and can thrive. It is committed to shift power from traditional power holders towards the grassroots and is doing this in a thoughtful, participatory and trust-based manner .”[3]

Parents for Future Scotland Glasgow City Chambers Event 2024. Credit: Parents for Future Scotland, 2024

3 Lena Baumgartner and Alice Sachrajda, Shifting Power: Exploring the value of pooled funds in the UK funding landscape, commissioned by the Joseph Rowntree Foundation, February 2024.

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Example Community Organising Infrastructure Grants

Grant Total Grant New or
Organisation Issues Location Summary Duration Amount Existing 2024
Community
Organising		 UK wide Act Build Change
exists to make
community organising
accessible to all and
build a network of
leaders committed to
justice. They teach
people how to build
relationships and win
change.		 Existing £30,000.00
Act Build 3 years
Change (2022-2025) £90,000.00
Fighting
Poverty,
Community
Organising		 Stoke on
Trent,
Midlands		 All The Small Things
CIC is a social
enterprise based in St
Mark’s Church, Stoke
on Trent. They bring
together
disadvantaged
individuals in Shelton
to build community
and win change.		 New £15,000.00
All the Small 1 year
Things CIC (2024-2025) £15,000.00
Community
Organising,
Fighting
Poverty		 Grimsby,
Yorkshire		 The Common Good
Foundation is building
collective, democratic
power in Grimsby.
The local community
has so much to offer,
but rapid
de-industrialisation
has left too many
people behind. The
town is fighting back.
New £20,000.00
Common
Good 1 year
Foundation (2024-2025) £20,000.00
Climate
Action,
Parents		 Glasgow,
Scotland		 Parents For Future
Scotland is a
parent-led group
encouraging
intergenerational
engagement in the
climate crisis. Based
in Glasgow, they are
working with parents
and schools from
non-typical
backgrounds to help
children find their
voice on climate
issues.		 New £17,000.00
Parents For
Future 1 year
Scotland (2024-2025) £17,000.00

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Alliance for Youth Organising

Towards the end of last year, we worked with three funders to pool resources behind a new Alliance for Youth Organising . The goal of this Alliance is to build an intergenerational collective who will invest to strengthen youth organising infrastructure.

In 2024 the nine members of the Alliance came together to design their strategy, understand the needs of the Youth Organising field, and build a collective capable of resourcing it. They hail from all across the UK and have deep roots in the different traditions of community organising and youth activism.

The intention behind the Alliance for Youth Organising is to shift power and decision-making to the people who know what youth organising needs to thrive. By pooling and targeting resources, it is key to attracting new investments and having impact at scale. And it is an opportunity to nurture the networks that youth organisers have told us they need to do their best work.

The Alliance is therefore taking their time to build trust and fund intentionally, so they can upend traditional power structures in philanthropy and build something that is responsive to and sustained by the wider community. They plan to start awarding grants in 2025.

We are in awe of the skills, talent and passion of the collective and the vision they are starting to develop. Their approach to the work is generative and joyful, and we know they are going to have an enormous impact on both youth organising and how we collectively fund this work.

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Migrant Power Project

In 2024, the Civic Power Fund launched the Migrant Power Project. In partnership with six funders, we designed a new long-term project to build the civic power of organisations led by refugees, migrants, asylum seekers and diaspora communities.

The aims of this project were to ensure that these communities:

The project provided multi-year funding, organisational capacity and community organising support to 14 groups operating in this space across the UK. These groups have both deep roots in their community but also the capacity to lift up smaller groups around them, ultimately building a broad tent of collective, community power.

It is also providing wrap-around support to boost community organising capacity, support organisational development and help the organisations come together around shared issues and opportunities. This year was focussed on setting up the project, with joint work beginning in 2025.

Example Migrant Power Project Grants

Grant Total Grant New or
Organisation Issues Location Summary Duration Amount Existing 2024

Immigration
Rights,
Young
People,
Racial
Justice,
Community
Organising		 Kent, South
East England		 KRAN works with
separated young
refugees and asylum
seekers, also known
as UASC
(Unaccompanied
Asylum-Seeking
Children). These are
young people aged 16
to 24 who have
arrived in Kent alone
and are claiming
asylum. We provide
them with a safe,
positive space and
support them to
succeed.		 New £30,000.00
Kent Refugee
Action
Network 3 years
(KRAN) (2024-2027) £95,976.75
Immigration
Rights,
Diaspora
Organising,
Social
Cohesion		 Leeds, North
West
England		 Migrant Action
supports migrants
with advice, guidance
and practical
assistance for
effective integration.
They advocate
against hostile
policies and provide
leadership
opportunities.		 New £30,000.00
Migrant 3 years
Action (2024-2027) £95,976.75

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Immigration
Rights		 Tyne and
Wear, North
East England		 Triangular CIO is a
network of
volunteers and
professionals who
support migrant
communities in Tyne
and Wear. They are
building a network of
Refugee Community
Organisations -
bringing together
these vital
lived-experience-led
support services to
build collective
power and influence
local
decision-making.		 New £30,000.00
Triangular 3 years
CIO (2024-2027) £95,976.75

Governance Hub

The Civic Power Fund’s Governance Hub (the Hub) is one way that we strengthen community organising groups. Through free governance advice, specialist support and training, we help organisations grow their capacity to anticipate and manage governance, compliance and regulatory risks.

In 2024 we expanded the partnership, working with Disrupt Foundation, Unbound Philanthropy and Barrow Cadbury Trust to offer support to their grant partners. We also offered more shared opportunities to gain support, supplementing 1-2-1 advice with workshops and training events.

In 2024, we offered assistance to over 30 organisations, providing practical support and guidance to our partners and allies.

Led by Matt Howgate - an experienced public lawyer who has over 15 years of experience advising and supporting grassroots groups on their governance needs - the Hub draws in specialist support from a range of consultants and experts.

The Hub has also become an essential part of our due diligence. We continue to identify governance or compliance issues with our grant partners and offer clear and robust solutions to resolve issues they are facing.

As initiatives such as the Alliance for Youth Organising seek to direct more resources towards grassroots organising, we have found that the Hub’s services are an increasingly integral part of how we ensure funding strengthens rather than undermines nascent groups. The Hub allows us to boost the capacity of emergent organisations, ensuring that they can access a much wider pool of charitable resources in the longer term.

Goal 2: Building Civic Power in Place

By 2030, we aim to have built a strong and diverse network of local groups who are accountable to their community and building power through organising. These groups are working together to win change and holding local and national decision makers to account.

Why?

Communities across the UK are disconnected from their democracy. This means our politics consistently works against them. Minoritised and marginalised communities are uniquely let down by our systems.

Evidence shows that local groups trusted by and rooted in their community are uniquely well placed to build and hold the power of these communities, winning change that matters to them and contributing to long-term systemic shifts in policy and our politics.

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Our central thesis

Organising builds the power of people to take action on the issues that matter to them. It transforms individual and community outcomes and builds the foundations from which successful movements can grow.

All across the UK, groups are trying to organise their communities. But these groups are starved of cash and without the support to deepen and grow their impact. By combining long-term, flexible funding with collaboration, capacity building, and cohort building, we can build thriving nodes of civic power and show others what is possible.

So we…

Activities and Impact

Building Power in Greater Manchester and North East Wales

The Civic Power Fund concentrates our grantmaking in North East Wales and Greater Manchester.

Our aim is to build deep nodes of civic power in place that can thrive for decades to come. We also hope to learn lessons from this place-based organising that we can help take to scale across the UK.

At the end of 2023 we awarded multi-year grants to six different partners working across the Greater Manchester city region. These groups are deeply connected to their community and planting the seeds of community organising by developing leaders and building relationships. We funded them to deepen their work and started to provide opportunities to learn and network with each other.

In 2024 we also awarded our first grants in North East Wales. Here, we are working with three partners - including the vital community organising Infrastructure group Together Creating Communities - to gradually build a network of local groups who are working together to win change. We have provided 1-2-1 training and coaching to these groups.

Some examples of their impact include:

Together Creating Communities in North Wales held a Cost of Living Summit with key local decision-makers. They secured pledges of action from those with formal power in the room. Relationships built in advance of the event and lived-experience testimonials on the day fostered accountability. They also secured major victories in their campaign to improve the accessibility of coastal paths.

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Matt Hildreth of Rural Organizing visits Wrexham Town with Together Creating Communities and Civic Power Fund. Credit: Civic Power Fund, 2025

We Belong continued building the power of young people in Greater Manchester and London. In October, they convened young people and stakeholders from across their network. This was a key moment to build relationships and secure promises from City Council members around social cohesion and youth engagement. They also launched their Out of the Loop campaign to secure a fee waiver for children and young people now eligible for settlement. Despite the hostile political environment they secured the backing of cross-party MPs.

Several of our other partners in Greater Manchester used community organising to secure high-level access and influence:

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Example Place-Based Grants

Grant Total Grant New or
Organisation Issues Location Summary Duration Amount Existing 2024
Housing Manchester,
North West
England		 GMTU is a
democratic,
member-led union,
working across the
10 boroughs of
Greater Manchester.
They organise and
represent members
in the private and
social rented sector,
fighting for safe,
secure and
affordable housing
for everyone.		 Existing £20,000.00
Greater
Manchester
Tenants 3 years
Union (2023-2026) £60,000.00
Gender
Based
Violence		 Manchester,
North West
England		 Collaborative Women
unites women
experiencing
gender-based harm
across Greater
Manchester. They
work with women
made homeless,
women in the
criminal justice
system, and refugee
women seeking
protection.		 New £20,000.00
Collaborative 3 years
Women (2024-2027) £60,000.00
Community
Ownership;
Community
Benefit		 Across North
East Wales		 Cymunedoli is a
Welsh term which
means the coming
together of a
community.
Cymunedoli Cyf is an
innovative and
exciting network that
supports community
initiatives to manage
resources and labour
for common benefit.		 New £22,500.00
Cymunedoli 3 years
Cyf (2024-2027) £67,500.00
Community
Organising		 North Wales Together Creating
Communities is the
primary organising
alliance in North
Wales. They tackle
social injustice by
supporting diverse
communities to gain
the power they need
to enact change.		 New £40,000.00
Together
Creating 3 years
Communities (2024-2027) £120,000.00

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Emergency Action Fund

In response to the racist and Islamophobic far-right violence that took place across the UK in August 2024, Civic Power Fund opened an Emergency Action Fund to quickly move money to the groups on the frontline.

The aim was to move money to groups working with refugees, migrants, asylum seekers, racialized communities, and other communities facing hate and/ or organising against far right violence.

Thanks to support from four funders, we granted £1000 to 104 separate groups - the vast majority within two days of a referral.

Needs ranged from providing wellbeing support to traumatised staff and communities; venue safety - e.g. installing CCTV; personal safety - e.g. a pram for a family seeking asylum who were too scared to leave their hotel without one; emergency training around community organising and protest rights; convening young people to work together on joint solutions; and keeping venues open longer so people have somewhere to go.

Following the lead of Funders for Race Equality Alliance (FRAE), we also worked with our intermediary partners Justice Together Initiative and Migration Exchange to urge that this moment did not lead to fast money without the long-term, structural change required.

The groups accessing Emergency Action Fund grants have been raising the alarm about systemic racism, injustice and violence for many years. And the fear, anger and division they face has not gone away. We were grateful for FRAE’s leadership and all who are working to ensure the gravity and severity of this moment is reflected in future funding practice.

While much more work is needed, we know that this funding was a life-line for the 104 groups who benefitted. But it also showed that fast, responsive grant giving is possible and the immense value of working in partnership to maximise speed and impact.

Goal 3: Raising our voice to better resource organising

By 2030, we aim to have shifted a greater proportion (minimum 12% of social justice grantmaking) of UK philanthropic resources towards community organising. This is reaching grassroots groups rooted in and accountable to diverse communities.

Why?

Currently only 0.2% of grantmaking from the UK’s largest funders goes towards community organising. While it is vital that community groups have independent income streams, philanthropy offers a uniquely flexible source of capital that could and should be resourcing these groups.[4]

Organising is also a proven route to impact. Philanthropic funders have an outsized impact on the tactics social justice actors pursue and should be allocating resources to what works.

Our central thesis

Funding organising well requires shifting power and control to communities. This is a massive cultural shift for most existing sources of charitable giving.

An intermediary can both show what is possible and move resources at scale, in turn shifting funding practices for the long-haul.

Short-term, competitive and project-based funding is also inhibiting long-term people power. That is why we are making a collective case for more and better funding for this work.

4

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So we…

Activities and Impact

Funding Justice 3

The Civic Power Fund released Funding Justice 3; the third iteration of the flagship research into social justice grantmaking, developed in partnership with The Hour is Late.

Researchers analyzed over 20,000 grants made in the 2022/23 financial year (together worth more than £935 million) to map how much UK foundation giving is going to work addressing injustice, and how this social justice funding is allocated.

With this edition, we began to build comparable, year-on-year data. The scope of the research expanded from 60 to 84 funders, and added qualitative insights based on a survey completed by 33 leading social justice funders.

Grants directed to social justice work account for 4.5% of funding from the UK’s largest grant makers, with just 0.2% being directed to community organising work. The majority of grants are still directed to ‘service delivery’ and ‘inside game’ work.

There is a big gap between the importance accorded to ‘structure organising’ by leading funders and the resources currently being directed to this work: only 8.4% of social justice funding was directed to ‘structure organising’ work, down from 9.4% in 2021/22. This is despite ‘structure organising’ being ranked by funders completing our survey as one of the three most important theories of change.

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Image taken from Funding Justice 3 showing the breakdown of social justice funding described in the paragraph above.

The research also dived into thematic areas, finding, for example, that women’s organising is particularly underserved: with service delivery grants making up more than 80% of overall social justice grants, and only 3.1% going towards structure organising.

More than 400 people joined two webinars to launch the research, with 600 people expressing an interest to attend. We received extremely positive feedback from the launches from funders, organisers and others. The research has been mentioned in numerous briefings, presentations and reports shared by social justice funders, and CPF was invited to present the report and findings to funders and funder collaboratives including a group of over 100 European funders at the 2025 Philea conference in Lisbon.

We have also seen a number of social justice funders and large public bodies announce new strategies and programmes which centre either community power building or social justice work: these include National Lottery Community Fund’s Community Power programmes, and City Bridge Foundation’s new strategy Standing with Londoners.

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Partnership work

We are clear that success does not just mean the growth of the Civic Power Fund.

As captured in Goal 3, our aim is to shift resources at scale so that far more groups receive sustainable funding for community organising. To this end, we worked closely with other funders and partners to ensure our partners could access a wider pool of charitable resources.

In 2024, we went beyond traditional grantmaking to serve as a vital networking and convening partner, directly helping six grantee partners secure over £1,000,000 in additional funding from eight other aligned funders.

We also championed the work of our grantee partners across the sector, which led to many of them winning awards and fellowships.

Building on our 2023 work, we strengthened relationships with key movement partners, securing residential opportunities for grantees with the Youth Hostel Alliance and holding unique events in high-profile locations like a LUSH store in Birmingham's Bullring and London’s Liverpool Street. We secured grantee partners free office space and support from consultants, and we platformed them in partnerships with YouTube and TED.

Our movement-building approach also led to powerful, unexpected collaborations, such as introducing Small Axe and the Migrant Democracy Project, who went on to build a voter registration website, canivote.org.uk, which successfully registered 10,000 people in time for the national Elections.

Convening

Civic Power Fund Chair of the Board Dan Paskins chats to grantee partners at a recent get together in London. Credit: Civic Power Fund, 2025.

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When the Civic Power Fund launched, we identified that traditional funding models often create a gap between funders and the grassroots organisations they support.

Part of our mission is to bridge this gap by actively engaging in movement building. We've found that convening is a powerful, low-cost, high-impact tool for fostering collaboration, redistributing power, and generating momentum within the civil society sector.

Over the past three years, CPF has developed a unique convening model centred on generosity, connection, and care. Our approach involves:

  1. Active Networking: We facilitate connections through curated "target lists" and intimate, purposeful events.

  2. Sharing the Spotlight: We operate in the background, elevating our partners by listing them as hosts and giving them keynote opportunities.

  3. Prioritising the Excluded: We intentionally platform women, people of colour, and smaller, under-resourced groups.

Our efforts have yielded overwhelmingly positive results, with an average satisfaction rating of 4.8 out of 5 across nine events.

Following a recent convening in Manchester, we heard that:

“ It’s really reassuring to have someone like CPF in the organising ecosystem. Knowing that someone gets what you do, sees the value of your work, and is able to be a bridge between grassroots organising and the funding world is invaluable. It’s been a real blessing to work with Civic Power Fund in the North West. The hard work they put into building relationships, getting to know us and our work, and importantly getting stuff done is wonderful. ”

A food bank organiser in Trafford said: " I attended your event a few days after starting my job. It allowed me to connect with NEF and the GM Living Income campaign. We've met several times since, and they have essentially been coaching me. I was previously a teacher, so having that expertise has been invaluable. "

More importantly, these gatherings have led to tangible outcomes, including new partnerships, significant donations, and critical project collaborations.

Our Approach to Learning and Impact

Learning and development are key to everything we do.

We have made a strategic commitment to “learn in public” and iterate our strategy around the lessons we gather. We regularly carry out snap project evaluations and share this learning online and with key partners.

We track impact in three core ways:

  1. Working directly with our grantee partners to understand the impact of our funding. This is gathered through annual reporting, which tells us whether the money has helped them reach their goals and any wider lessons for them, the Civic Power Fund, and the sector. We also carry out end of grant calls with all our partners to build a deeper understanding of their experiences.

  2. Working with Hidden Depths Research and community organisers, we developed a learning framework that helps us track whether civic power is being built and deployed in place. We are rolling this out over a three year period in Manchester and North Wales. This includes tracking key metrics such as health of the group; diversity and regularity of attendees at meetings and key events; access to and relationships with those in power; overall campaign success; and local and national alliances built.

  3. In partnership with the Hour is Late, the Civic Power Fund releases an annual map of where social justice funding goes. This tells us the proportion of social justice grantmaking that goes towards organising. We are tracking this over time.

We have learnt many lessons from community organisers, who are forensic about learning and impact. The best community organisers will carry out evaluations after each action to determine what went well and why, and to understand how they could improve both the action and the strategy. This ensures a real-time approach to learning and impact. Rather than presupposing hyper-specific outputs and outcomes, the strategy adapts in pursuit of a clear end goal. This is vital to building and shifting power, and achieving lasting change.

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Structure, Governance and Management

The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the period 1 Jan to 31 Dec 2024. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

Governing Document

The Civic Power Fund is a charitable company limited by guarantee (13635441). It was set up by a Memorandum of Association on 21 September 2021. The Civic Power Fund was registered as a charity on 26 June 2023 (1203784). We are registered with the Charity Commission for England and Wales, but operate in all four nations.

Structure of the Organisation

The Civic Power Fund is governed by a Board of Trustees.

The members of the Board of the Civic Power Fund (CPF) are both the Trustees of CPF and (in company law) its Directors. The Board has overall responsibility for stewarding CPF and ensuring its activities are in the public benefit. To do so, the Board is responsible for working in partnership with the Executive Director and other members of the Strategic Leadership Team to deliver the following functions:

  1. Strategic Direction and Performance

  2. Financial and Grantmaking Oversight

  3. Safeguarding

  4. Risk Management and Regulatory Compliance

  5. Board Management and Performance

Trustees share collective responsibility for all decisions made and actions taken with their authority.

Civic Power Fund is an intermediary grantmaking organisation. We fundraise from large trusts and foundations and regrant to smaller grassroots groups with an aim of growing the quality and quantity of funding for grassroots organising.

We are supported in our decision-making by participatory panels, made up of people with lived experience of disadvantage or expertise in community organising. However, final grantmaking decisions are approved by the Board of Trustees.

There are no related parties or relationships with charities and organisations with which Civic Power Fund co-operates in the pursuit of its charitable objectives

Board of Trustees

The Board may have five to nine members. Terms will be for three years, renewable twice. This means Board members can serve for a maximum of nine years.

Members of the Board of Trustees

During the reporting period, eight individuals served as Trustees, with two resignations during the year.

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Due to the small size of the Board, we do not currently have any standing subcommittees.

Selection and appointment of Trustees

Nominations and recommendations are first made from open recruitment. Their CVs are then circulated to the Board, which arranges for potential candidates to be interviewed for their suitability. A Nominations Committee then takes part in interviews alongside key staff members. Together, they recommend them to the Trustees. The Trustees will then vote to appoint a new Trustee. New Trustees are confirmed through special resolution.

Induction and training of Trustees

Newly appointed Trustees meet with the Chair, the Executive Director, and staff members as part of a documented and structured induction programme; and they receive key Civic Power Fund organisational and programmatic documents. They are asked to sign a Code of Conduct and standing register of interests.

Team

Civic Power Fund has five permanent staff on payroll. The majority of these staff members work part-time, meaning our Full Time Equivalent headcount is 3.6. We have a Senior Leadership Team of 2, Martha Mackenzie as Executive Director and Mohammed Afridi as Director of Organising.

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Salaries for key management are set by the Board of Trustees. These are determined based on internal pay scales, benchmarked against the charitable funding sector. Annual increases for all staff are approved by the Board of Trustees. These increases are determined by benchmarking, inflation, and affordability for the Fund.

We appointed a Finance Lead in July 2024, and prior to this worked closely with both our accountants and with charity financial advisers at Moore Kingston Smith to support the development of and implementation of robust financial management practices.

Our Approach to Grantmaking

Civic Power Fund takes a principled and pragmatic approach to grantmaking.

In order to realise the potential of organising for minoritised and marginalised communities, the Civic Power Fund must change the way organising is funded in the UK. A major barrier facing communities is the lack of accessible money to build power. This means communities marginalised because of their age, location, sexual orientation, gender, religion, class, and race are continually prevented from changing the systems and structures that hold them back.

Through learning and working with our grantee and funder partners, we aim to change this.

To enable this, the following principles govern our grantmaking:

And we prioritise organisations that are:

  1. Rooted in and accountable to minoritised and marginalised communities

  2. Hoping to achieve long-term change on issues affecting the lives of their community

  3. Working towards this long-term change by building the capacity and power of their community

  4. Lacking the resources to take their vision to the next level

  5. Seeking to build a larger us and resisting the politics of division

In deciding who to grant to, staff, trustees, and on some occasions appointed experts such as community organisers, work together to identify potential grantees, in line with our charitable objects and aims.

We either work with identified partners to co-produce a funding application, or we run open grant-rounds to attract as wide a range of candidates as possible. This depends on the strategic purpose of the grant.

With all our partners, we aim to break down barriers to funding and share the application load with them. This involves co-producing Grant Memos that capture their work and their plans.

The Board of Trustees authorises grants during quarterly meetings.

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Because we recognise the critical importance of trust and partnership between staff and grantees, and the time that grantees will have invested in developing the relationship by this point, the board is expected to authorise grants unless a clear case is made that an organisation does not fall within the Civic Power Fund’s strategy or otherwise presents a serious strategic, reputational, or operational risk.

In addition to the core criteria above and ensuring alignment with our vision and values, we undertake detailed and holistic due diligence checks. The majority of this work is done by the Fund’s staff in alignment with existing policies and, wherever possible, avoids unnecessary and burdensome form filling for grantees.

For the purpose of grantmaking, the fund remains ‘politely sceptical’ of applicants, ensuring that processes outlined in our financial controls and anti-fraud policies are followed, even when the grant recipient is trusted or we’ve worked with them previously. We also prioritise site visits and regular phone calls to build a relationship with our partners and ensure that we understand the work and are offering them adequate support.

Core to our charitable aims is ensuring funding for community organising reaches minoritised and marginalised communities. This means that some of the groups we work with are likely to be small, local groups who are not registered as a charity. Where this is the case, we are guided by the Charity Commission guidance on grant funding to non-charities. Robust checks and monitoring are carried out to ensure that the work is in line with our charitable purpose, for public benefit, and with a strictly non-partisan and non-political purpose.

All of this is set out in more detail in our ‘Approach to Grantmaking’ which we are happy to share on request.

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Risk Review

The Board of Trustees maintains an active risk register which is reviewed at Board Meetings.

The Board of Trustees applies a proactive risk statement across all our work. This allows us to apply different risk categories to different risk areas - noting that in some instances it serves our objects to take a higher degree of risk. We have been informed by the Information Commissioner's Office categorisation and share our current risk statement below.

Hungry
Eager to be innovative
and to choose options
that suspend
previously held
assumptions and
accept greater
uncertainty		 Grantmaking.

Where we are confident work is rooted in the Mission, Vision and
Values of the Civic Power Fund, we will fund bold, innovative and
often overlooked groups that other funders deem as too risky to
resource (e.g. non-charities, campaign groups, small groups). This
means having a deep, personal relationship with these groups so we
understand the nature of their work.

This is vital to achieve our objects, which centre disadvantaged
communities. These communities are often excluded from formal
structures so we intentionally look beyond them.

Where we have a high degree of trust in the groups and
organisations we support, we will apply minimal funding barriers.
This means moving money quickly with maximum flexibility. It also
means providing vital wellbeing and strategy micro grants to support
their work in real time.

To enable this, we thoroughly document all our decision-making. As
we talk about in more detail below, we also have a hands-on
approach to due diligence. We get to know our partners thoroughly
and we provide partners with legal and compliance support through
our Governance Hub.

Where we have flexibility in our income, we will sign multi-year grant
agreements with our partners, holding funds on our books so we can
resource the work in the way we know achieves maximum impact.
By doing this, we will challenge others to take the same approach
and break the cycle of short-termism in funding.

We will deliberately and publicly test and challenge boundaries with
this work, making a case that campaigning and organising towards
social justice is charitable. We will consistently show our workings to
make this possible.
Speaking our mind.Where it is key to the performance of our grants and
the success of our partners, we will speak up to support their work and
make a case for funding community organising.
Open
Willing to consider all
options and choose
one that is most likely
to result in successful
delivery		 Recruitment. We want the Civic Power Fund to centre organising in our
recruitment. It should be staffed and run by people who get grassroots
organising and movement building. As a result, we will prioritise potential
and commitment over specific grantmaking and funding skills (except for
our Finance Lead role and other areas where the overall performance of the
Fund requires specific expertise).
Fundraising.We will explore a wide range of funders. Although we will do
robust funder due diligence, where the funding modality is aligned with our
values (e.g. unrestricted), we will err towards taking the money and putting
it towards the service of the movement, even if the source of funds is less
aligned. We are transparent about this, so our grantee partners always know
where the money is coming from.

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Due Diligence. We have robust, hands-on due diligence processes, but we
also ensure these are designed to support potential grantee partners to
perform to the best of their ability, not penalise them on the basis of
knowledge or policy gaps. For example, if an organisation is lacking
something key to their governance, we will work with the Hub to get this in
place in a way that works for them. We have a zero-tolerance approach to
fraud and make that clear in our grant agreements. We use hands-on
relationships with our partners to monitor this.
Cautious
Preference for safe
options that have a
low degree of residual
risk		 Financial Planning.We do not grant money we do not have. We will
occasionally spend money on core costs on the basis of presumed income
when there is a clear business case that the expense will boost
sustainability. This means keeping the staff team small and only making
grant commitments we can stand up. This is vital to our sustainability.
Legal.We will seek robust legal and compliance advice whenever we are
unsure. However, we will err towards likeminded experts who understand
our Vision, Mission and Values and our deliberate intention to challenge
assumptions about charitable work.
Compliance.We will ensure full compliance across our finance, governance
and HR systems against the standards we are held to. But we will also
prioritise agility, ensuring our small team remains focused on our grantee
partners and on bringing in external resources into the organisation.
Minimalist
Preference for safe
options that have a
low degree of inherent
risk		 Staff Wellbeing.We want to ensure a safe environment and will take
minimal risks in this pursuit.
Recordkeeping and Compliance.We will not take conscious risks in our
financial, HR and governance record taking. For example, we will thoroughly
document trustee decision-making where a hungry risk appetite is applied,
and our bookkeeping and accounting will be thorough, robust, compliant
and subject to external scrutiny.
Behaviour.Relationships are our number one assets. We will not tolerate
poor behaviour and we will hold ourselves to the highest standards in both
our internal and external conduct.
Averse
Avoidance of risk and
uncertainty		 Safeguarding.We will take minimal risks when it comes to the safeguarding
of our people and the people we support. We prioritise protecting the
people we serve above ourselves. This means taking safeguarding
approaches that centre survivors. This in turn means creating a culture of
mutual accountability and collective care - and zero-tolerance for breaches
of this.

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Additionally, some of the specific risks to our work that we are monitoring include:

  1. The Civic Power Fund’s financial and operational footprint. The Civic Power Fund has grown quickly over the past few years. This makes keeping pace with our financial and operational requirements a constant challenge. As a result, we need to constantly review our financial controls and invest in more staff and trustees with a clear finance and operations mandate.

  2. Day to day attacks on organisations. Our partners are facing huge challenges. This includes the rise of community tensions and direct attacks on their work and their premises by the far right. We are on hand to support them - providing emergency funding and support. But we are also doubling down on our community organising strategy as a way to build stronger communities over the long-term.

  3. Perceived risk and shrinking civil society space. Many of the groups we work with are operating within a constrained civic environment. They are taking strategic and thoughtful risks in order to build power and win change, but they face hostile politics and policies. We stand by these groups as they stand up for their communities. And we have robust systems in place to ensure the charitability of our grants and the independence and challenging nature of the organisations we fund.

  4. Lack of quality funding for community organising . The lack of available funding for organising makes it difficult for communities facing the harshest injustices to move beyond service delivery and focus on the systemic drivers of the challenges they face. Where funding does exist, it is short-term, small, and often project focused. This is forcing organisations to shift strategy depending on what funding is available. The sheer scarcity of resources for this work is also creating competition between groups when collaboration is key to impact. This is why we focus on influencing the wider funding sector to invest more and better resources into community organising.

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Finance Review

The financial results for the accounting period ended 31 December 2024 are set out in the Statement of Financial Activities. The Civic Power Fund has grown significantly since our micro accounts filed in 2022. This is a reflection of our change in status - moving from a start-up company limited by guarantee to a stable grantmaking charity.

We continue to make a clear and compelling case for funding grassroots organising and we have shown that we can reach and support this work effectively.

From 01 January 2024 to 31 December 2024 we raised £1.612 million - from a range of trusts and foundations - and we spent £1.249 million.

We do not raise funds from the public.

The full income is set out on the Statement of Financial Activities and disclosures and descriptions are included below.

Our overall restricted income is £1.172 million. Our overall unrestricted income is £440,200. We should note that the vast majority of our restricted income is extremely flexible - it is restricted to a specific area of our work, but beyond that spending is at our discretion. We are grateful to our funders who understand the vital importance of this flexibility.

Our overall spending was £1.249 million. The majority of our spending went towards grantmaking (£797,200 at 64%) with an additional spend on specific projects outlined in the Trustee’s Annual Report including the Alliance for Youth Organising, Governance Hub, the Funding Justice research, the US Learning Exchange, and the Grassroots Organising conference (£127,277 at 10%) and the remaining spend being on internal infrastructure to ensure a tightly managed and robustly governed fund.

Disclosures and descriptions are included below and these projects are covered in detail throughout the report. As we grow and stabilise, we plan to increase the proportion of our spending on grantmaking.

Reserves policy

The reserves policy is designed to protect the organisation against areas mentioned in our risk review along with unexpected falls in income, unplanned increases in expenditure, security risks and unexpected fluctuations in exchange rates.

Unrestricted funds

Our reserves comprise unrestricted funds that are freely available in line with Charity Commission guidance set out in CC19 Reserves and Resilience. The Board of Trustees has considered the risks facing the charity and set a target reserves policy equivalent to three to six months of general running costs to allow for fluctuations in income, one off-investments in the Fund’s infrastructure and unexpected events. This is currently £150,000-300,000. As at 31 December 2024, reserves were £208,165 and comfortably within range.

Overall, our income and projected income puts us in a strong financial position. We are a clear going concern and looking forward to stabilising our incoming and outgoing resources as we transition from a small start-up to a more established fund.

Restricted funds

Our restricted funds carried forward to 2025 are £568,226. Per charity SORP income is accounted for when it satisfies the three SORP tests of entitlement, measurement and probability, Our current restricted fund balance represents that income received during the year for activity to be delivered in the coming year. Full disclosures and descriptions are included below and with the Financial Statements.

Designated funds

As at 31 December 2024, we had two designated funds; £16,500 for our activity in Wales and £47,893 for

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our activity in Manchester. We hold these designated funds, so that we can allocate unrestricted income to multi-year activity - knowing this is the type of long-term support our partners need, whilst also being committed to only awarding grant income we already have.

Disclosures and descriptions

Alliance for Youth Organising. This is an intergenerational collective making strategic funding decisions to support youth organising infrastructure. The initial investment from Blagrave Trust, Esmee Fairbairn Foundation and Paul Hamlyn Foundation is for 2024-2026, but our collective aim is to seed a long-term initiative that will help transform the sector.

Community Action Fund . Specific income restricted to a) our Community Action Fund - the Civic Power Fund's first open and democratic participatory fund for grassroots organising - and b) our first five Infrastructure grants. The bulk of this funding came from the closure of

Campaign Bootcamp. It was stewarded by the Barrow Cadbury Trust before the Civic Power Fund became a registered charity. The money went towards five key infrastructure partners and 18 grassroots partners (all listed in the report) as well as the running costs of the programme (17% of the Campaign Bootcamp resources). Income remaining in these accounts is designated to the final multi-year grant payments in 2024.

Core Costs . Specific income restricted to our core costs from Unbound Philanthropy and John Ellerman Foundation. These funders do not permit regranting, but want to invest in the running and operational costs of the Civic Power Fund as they support the underlying mission.

Emergency Action Fund. Funding from Esmee Fairbairn Foundation, Legal Education Foundation, Joseph Rowntree Foundation, and Paul Hamlyn Foundation to provide emergency funding to groups impacted by the riots in summer 2024.

General Charitable. The Civic Power Fund received several grants before we were a registered charity. The terms of these grants specify that the funding is unrestricted, but must be held separately within our accounts to ensure charitable spending. Of course, all our spending is charitable. However, we wanted to honour the grant terms in this 15 month set of accounts. In future accounts, this will not be necessary. Income remaining in these accounts is designated to our grantmaking and core costs (10% of the total grant amounts) in 2024.

Grassroots Organising . Funding from the Joseph Rowntree Foundation for a project to explore and map funding for grassroots organising in the UK. Income remaining in these accounts is designated to grantee support and wellbeing.

Funding Justice. Specific income towards the Civic Power Fund's annual research mapping where UK social justice funding goes.

Manchester. Income from the Oglesby Charitable Trust restricted to our work in Manchester. This includes grantmaking and core costs (10% of total grant amount). We supplement the work in Manchester through our unrestricted grants.

Migration Power Project . Multiyear income from several funders to support a specific project to resource and provide wrap-around support to grassroots groups organising to improve the mental, physical and material wellbeing of diaspora communities and build social cohesion.

The Hub . Specific income for the Civic Power Fund's Governance Hub. The funding forms part of the multi-year budget to support this vital work. It primarily goes towards consultancy support from the Hub's primary legal advisor.

US Learning Exchange. Specific income towards the Civic Power Fund's US Learning Exchange in November 2023. A small number of key costs carried across to 2024.

Warm Welcome Campaign . Income from the Joseph Rowntree Foundation, Trust for London, and JRSST-CT towards a community organising pilot in Warm Welcome spaces. The project spans 2023 and 2024 and funding is primarily being regranted towards partners and their core costs.

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Looking Ahead

Insights from the work

  1. The stakes could not be higher. We are living through a moment of profound crisis. For the first time in 25 years, global poverty rates have increased. Across the world, societies are more fractured than ever and democracy is in trouble. The far right is increasing in power and influence, with Global Majority communities facing daily violence. These are global trends, but they are ricocheting through our communities at home.

  2. People power is our urgent response. The only way we rise to the scale of this challenge is through community organising. Organising builds the power of communities marginalised because of who they are or where they are from. Through organising, these communities build countervailing power - that which influences decision-makers and holds formal power to account. To build this power, organising binds communities together in solidarity. It transforms individual agency and it builds the foundations for a more just society. Social change cannot rely on organising alone. But given the transformational nature of people power, it is concerning that so little grantmaking is going towards this work. The latest Funding Justice report found that just 0.2% of UK grantmaking went towards community organising last year.

  3. Funding that builds people power requires a significant strategic shift. The end goal of community organising is to build power, rather than to serve predetermined objectives. This is a significant shift for most funders. It requires a fundamental rethink of time, risk, and impact.

  4. a. Time, because this is long-term, messy, non-linear work.

  5. b. Risk, because doing this well means ceding control to communities. Our current compliance and governance landscape makes this feel scary. But the big picture risks of not transforming society are far scarier.

  6. c. Impact, because success is not captured through policy outcomes and measurable metrics alone. Although it is possible to get forensic about people power! This is a practice that organisers have thought honed across generations. Rather than imposing their own metrics downwards, funders have to start from a place of understanding the craft of organising.

  7. But, we stand at the edge of a moment of great opportunity - if we can work together. While this feels scary, we are optimistic. Our funders are serious about redistributing power. And we have seen first-hand the incredible work taking place across the country. If we significantly shift resources over the long-term and provide strategic, wrap-around support, we have the potential to grow the field of community organising and materially improve life for communities across the UK. But we can’t do this alone. The scale of the shift required cannot be met by one funder or one group. We must collectively invest capital in people power and stay the course.

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What next for the Civic Power Fund?

Below is a snapshot of our operational plan, designed to achieve this aim and continue working towards our three core goals.

Building Organising Infrastructure
across the UK		 Building Civic Power in Place Raising our Collective Voice to
better resource organising
Long term funding for 12 new
partners through our Community
Organising Infrastructure Strand.
Three new funding rounds for the
Alliance for Youth Organising,
including:

10 awards to grassroots
groups to better
understand their
infrastructure needs.

An open funding round to
provide ‘core’ funding to
groups with an existing
track record in youth
organising.

An open funding round to
‘explore’ new
opportunities and
collaborations that could
strengthen the field.
Phase 2 of the Migrant Power
Project, continuing to provide
long-term funding and support to
selected organisations working to
improve the lives of refugees,
migrants, asylum seekers and
diaspora communities across the
UK.
A new partnership with the
Chanel Foundation to strengthen
feminist community organising
across the UK. We will make
infrastructure and seed
investments and work with Act
Build Change to provide wrap
around coaching and support.		 Continuing to fund and support
groups building civic power across
the Greater Manchester city
region. This will be supplemented
by a series of in-person
convenings to help strengthen
networks and the roll-out of a
new learning framework informed
by our partners.
Continuing to fund and support
groups building civic power across
North Wales. This will include
hands-on coaching and support
to help organisations boost their
capacity and a three-day
community organising residential
for groups across the region.
Hosting a learning exchange with
Matt Hildreth who is the
Executive Director of Rural
Organising, an organisation that
supports rural organising across
the USA. Matt will share lessons
from his experience with the
groups we support in rural areas.
A new partnership with the
National Lottery Community
Foundation to strengthen the
support provided to grassroots
organising groups across the UK.		 Publish Funding Justice 3, our
annual survey of where social
justice funding goes. This will
deepen collective understanding
of the field and catalyse action
towards more and better funding
for community organising.
A new funder action network in
partnership with Act Build Change
and Impatience Earth. This will
include in-person events with
community organiser and scholar
Marshall Ganz and hands on
training for interested funders.
New events to build momentum
around:

Funding for democratic
renewal and reform,
lowering the barriers to
civic participation.

Collaborations to meet the
scale of our current
challenges including
responding to the far right
and building community
power and resilience.
A new partnership with the UCL
Policy Lab and John Ellerman
Foundation to explore the
evidence around why campaigning
and organising should be core
strategies for funders interested
in social justice.
Supporting our Grantee Partners
Confirmed

Strengthening the Governance Hub by building new partnerships and offering regular events
alongside bespoke, 1-2-1 advice

Strategy and wellbeing grants for all grantee partners

Work with partners in Manchester and North Wales to develop a learning framework

Hire specialist support around learning and convening for our infrastructure partners

Continued active support and cohort building around our grantee partners

A new partnership with the National Lottery Community Foundation to strengthen the support
provided to grassroots organising groups across the UK.

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CIVIC POWER FUND

Strengthening the Civic Power Fund
A new website and a new CRM system that supports our grantee-first application process
A new programme with Act Build Change to embed a culture of care within the Civic Power Fund
team.
Anti Money Laundering and Counter Terrorist Financing training for staff and Trustees
Updated HR, Governance, Safeguarding and Financial policies and processes
Recruiting a Chief Finance and Operations Officer
Focus on tightening and updating our strategy and structure so we are better able to respond to
external shifts and support our growing grantmaking budget.

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CIVIC POWER FUND

Administrative Details

For the year ended 31 December 2024

Company Number : 13635441

Charity Number : 1203784

Registered Office and Operational Address : 5-7 Tanner Street, London, SE1 3LE

Trustees:

Principle Staff:

Bankers:

ANNA Unity Trust Bank

Auditors:

DSC Accountants and Auditors, Tattersall House, E Parade, Harrogate, HG1 5LT

Statement of Trustees’ Responsibilities

For the year ended 31 December 2024

The Trustees (who are also directors of Civic Power Fund for the purposes of company law) are responsible for preparing the report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the Trustees are required to:

The Trustees are responsible for keeping adequate accounting records that disclose, with reasonable accuracy at any time, the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the detection and prevention of fraud and other irregularities.

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CIVIC POWER FUND

The Trustees of the company who held office at the date of the approval of the Financial Statements as set out above confirm, so far as they are aware, that:

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

The report of the Trustees has been prepared in accordance with the special provisions of Part VII of the Companies Act 2006 relating to small companies.

Auditors

For the year ended 31 December 2024

DSC Accountants and Auditors was appointed as the charitable company’s auditors during the year.

We would like to thank everyone, and all organisations, who support our work – donors, staff and Trustees.

Our work would not be possible without you.

This report and the financial statements were approved by the Board on 17th October 2025 and are signed on their behalf by:

Dan Paskins , Chair

17-10-2025

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CIVIC POWER FUND REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF CIVIC POWER FUND

Opinion

We have audited the financial statements of Civic Power Fund (the 'charitable company') for the year ended 31 December 2024 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

An overview of the scope of our audit

An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error. This includes an assessment of: whether the accounting policies are appropriate to the company’s circumstances and have been consistently applied and adequately disclosed; the reasonableness of significant accounting estimates made by the directors; and the overall presentation of the financial statements.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors thereon.

Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

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CIVIC POWER FUND REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF CIVIC POWER FUND

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Report of the Trustees.

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the Statement of Trustees' Responsibilities, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Our responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue a Report of the Independent Auditors that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

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CIVIC POWER FUND REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF CIVIC POWER FUND

We gained an understanding of the legal and regulatory framework applicable to the company and the industry in which it operates and considered the risk of acts by the company that were contrary to applicable laws and regulations, including fraud. We focused on laws and regulations which could give rise to a material misstatement in the financial statements, including, but not limited to, the Companies Act 2006 and UK tax legislation. Our tests included agreeing the financial statement disclosures to underlying supporting documentation, a review of correspondence with the Charity Commission, enquiries with management and the inspection of other regulatory and legal correspondence.

We addressed the risk of management override of internal controls, including testing journals and estimates and evaluating whether there was evidence of bias by the directors that represented a risk of material misstatement due to fraud and the completeness of income recognition by testing to supporting documentation and correspondence. We did not identify any key audit matters relating to irregularities, including fraud.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation.? This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors.

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditors' report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Graham French (Senior Statutory Auditor) for and on behalf of DSC Accountants Ltd Chartered Accountants Statutory Auditors Tattersall House East Parade Harrogate North Yorkshire HG1 5LT

Date: 17[th] October 2025

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CIVIC POWER FUND

STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 DECEMBER 2024

Notes
INCOME AND ENDOWMENTS FROM
Donations and legacies
2
EXPENDITURE ON
Charitable activities
3
Finance and governance
Grants to institutions
Charitable spending
Raising funds
Total
NET INCOME
Transfers between funds
14
Net movement in funds
RECONCILIATION OF FUNDS
Total funds brought forward
TOTAL FUNDS CARRIED FORWARD		 Unrestricted
funds
£
440,200
140,648
129,330
900
-
270,878
169,322
(160,107)
9,215
263,342
272,557		 YEAR ENDED
31.12.24
Restricted
Total
funds
funds
£
£
1,172,215
1,612,415
139,848
280,496
667,870
797,200
127,277
128,177
43,161
43,161
978,156
1,249,034
194,059
363,381
160,107
-
354,166
363,381
232,060
495,402
586,226
858,783		 PERIOD
1.10.22
TO
31.12.23
Total
funds
£
1,608,623
13,009
686,276
368,757
45,577
1,113,619
495,004
-
495,004
398
495,402

The notes form part of these financial statements

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CIVIC POWER FUND

BALANCE SHEET 31 DECEMBER 2024

Notes
FIXED ASSETS
Tangible assets
11
CURRENT ASSETS
Debtors
12
Prepayments and accrued income
Cash at bank
CREDITORS
Amounts falling due within one year
13
NET CURRENT ASSETS
TOTAL ASSETS LESS CURRENT
LIABILITIES
NET ASSETS
FUNDS
14
Unrestricted funds
Restricted funds
TOTAL FUNDS		 Unrestricted
funds
£
804
-
-
271,755
271,755
(1)
271,754
272,558
272,558		 Restricted
funds
£
1,323
500
-
729,942
730,442
(145,540)
584,902
586,225
586,225		 2024
Total
funds
£
2,127
500
-
1,001,697
1,002,197
(145,541)
856,656
858,783
858,783
272,558
586,225
858,783		 2023
Total
funds
£
1,659
-
30,000
1,121,326
1,151,326
(657,583)
493,743
495,402
495,402
263,342
232,060
495,402

The financial statements were approved by the Board of Trustees and authorised for issue on 17th October 2025 and were signed on its behalf by:

............................................. Dan Paskins , Chair 17-10-2025

The notes form part of these financial statements

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Docusign Envelope ID: 16CA6B41-2B5D-4C80-B65E-A375F205E6DF

CIVIC POWER FUND

CASH FLOW STATEMENT FOR THE YEAR ENDED 31 DECEMBER 2024

YEAR ENDED
31.12.24
Notes
£
Cash flows from operating activities
Cash generated from operations
1
(118,306)
Tax paid
-
Net cash (used in)/provided by operating activities
(118,306)
Cash flows from investing activities
Purchase of tangible fixed assets
(1,323)
Net cash used in investing activities
(1,323)
Change in cash and cash
equivalents in the reporting period
(119,629)
Cash and cash equivalents at the
beginning of the reporting period
1,121,326
Cash and cash equivalents at the
end of the reporting period
1,001,697		 PERIOD
1.10.22
TO
31.12.23
£
987,958
(93)
987,865
(2,098)
(2,098)
985,767
135,559
1,121,326

The notes form part of these financial statements

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CIVIC POWER FUND

NOTES TO THE CASH FLOW STATEMENT FOR THE YEAR ENDED 31 DECEMBER 2024

1. RECONCILIATION OF NET INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES

YEAR ENDED
31.12.24
£
Net income for the reporting period (as per the Statement
of Financial Activities)
363,381
Adjustments for:
Depreciation charges
855
Decrease/(increase) in debtors
29,500
(Decrease)/increase in creditors
(512,042)
Net cash (used in)/provided by operations
(118,306)		 PERIOD
1.10.22
TO
31.12.23
£
495,004
439
(30,000)
522,515
987,958

2. ANALYSIS OF CHANGES IN NET FUNDS

Net cash
Cash at bank
Total		 At 1.1.24
£
1,121,326
1,121,326
1,121,326		 Cash flow
£
(119,629)
(119,629)
(119,629)		 At 31.12.24
£
1,001,697
1,001,697
1,001,697

The notes form part of these financial statements

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CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

1. ACCOUNTING POLICIES

Basis of preparing the financial statements

Civic Power Fund is a charitable company, limited by guarantee, registered in England and Wales. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity.

The company's registered number and registered office address can be found on page 1 of the financial statements.

The financial statements of the charitable company, which meets the definition of a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared on a going concern basis (see below) under the historical cost convention.

The financial statements and corresponding notes are prepared in the functional currency of the entity (GBP), and all monetary values are rounded to the nearest whole £1.

Critical accounting judgements and key sources of estimation uncertainty

In the application of the company's accounting policies, the directors are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

Any estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.

The significant estimates made in the preparation of the financial statements are: Fixed assets - The charge in respect of periodic depreciation is derived after determining an estimate of an asset’s expected useful life. The useful economic life of an asset is determined at the time the asset is acquired or brought into use and reviewed annually for appropriateness. The lives are based on historical experience together with anticipation of future events. Depreciation policy is detailed in the accounting policy for tangible fixed assets.

The critical accounting judgements made in the preparation of the financial statements are:

Income recognition - The charity recognises income on a receivable basis where the amount is reliably measurable and there is adequate probability of receipt. Income recognition policies are detailed in the accounting policy for income. When it is considered that the key criteria of entitlement, probability and measurement for income recognition are not fulfilled for a transaction, income recognition is delayed until these have been judged to have been met.

Useful life of fixed assets - The charity has used judgement when deciding on the depreciation rates used. These are reviewed on a regular basis.

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CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2024

1. ACCOUNTING POLICIES - continued

Income

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and the amount can be measured reliably.

Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Expenditure is classified under the following activity headings:

Finance and governance - includes the costs of administering the charity and compliance with statutory requirements

Grants to institutions - Grants made in furthering the aims of the charity are recognised as an expense in the year of award and when communicated to the recipient in line with the SORP. Grants offered subject to conditions which have not been met at the year end date are noted as a commitment but not accrued as expenditure

Charitable Spending - comprises direct and support costs including staff costs, human resources and other costs incurred towards achieving Civic Power Fund's charitable objectives

Raising funds - comprise costs incurred in generating donation income

Direct costs, including directly attributable salaries, are allocated on an actual basis to each expenditure heading.

Support costs are costs incurred which are not directly attributable to our charitable or fundraising activities, including for example finance, human resources and legal costs.

Governance and support costs have been allocated to expenditure headings on a basis relevant to the nature of the underlying cost, including headcount, time spent or in proportion to resources used.

Tangible fixed assets

Tangible fixed assets are measured at cost less accumulated depreciation and any accumulative impairment losses. Initial cost includes the original purchase price of the asset and the costs attributable to bringing the asset to its working condition for its intended use. Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.

Fixtures and fittings 25% Straight line Computer equipment 25% Straight line

Taxation

The charity is exempt from corporation tax on its charitable activities.

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CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2024

1. ACCOUNTING POLICIES - continued

Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose.

Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.

Foreign currencies

Foreign currency transactions are recorded at the exchange rate at the time of the transaction. Foreign currency balances are translated into sterling at the exchange rate at the balance sheet date. Resulting gains or losses are included in the statement of financial activities.

Pension costs and other post-retirement benefits

The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

Financial instruments

The trust only has financial assets and financial liabilities of a kind that qualify as basic financial instruments.

Basic financial assets held by the charity are cash at bank and trade debtors.

Basic financial liabilities held by the charity include trade and other creditors (excluding deferred income).

Debtors

Trade debtors are recognised at the amount receivable and are carried at amortised cost less provisions for impairment.

Prepayments are valued at the amount prepaid net of any discounts due.

Grant monies awarded to institutions in advance of the grant funding agreements are shown in debtors under prepayments and accrued income.

Creditors

Creditors (excluding deferred income) are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably.

Trade and other creditors are recognised at the amount payable, and are carried at amortised cost.

Deferred Income

Grant funding that has been received in the period, which is due to be spent in a future accounting period has been deferred in accordance with the grant funding agreements.

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CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2024

1. ACCOUNTING POLICIES - continued

Going concern

In determining the appropriate basis of preparation of the financial statements for the year ended 31 December 2024, the Trustees are required to consider whether Civic Power Fund can continue in operational existence for the foreseeable future.

The Trustees have reviewed the financial position and financial forecasts, taking into account the levels of assets and liabilities, predicted funding and income streams, predicted expenditure and grant making activity, predicted cash flows, the systems of financial and risk management, and external factors such as the economic and regulatory landscape.

As a result of this review, the Trustees have a reasonable expectation that the Charity has adequate resources to continue in operational existence for the foreseeable future, being a period of at least 12 months from the approval of the financial statements.

The Trustees believe that there are no material uncertainties that could cast significant doubt over the ability to continue as a going concern and continue to support the going concern basis of accounting in preparing the annual accounts.

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CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2024

2. DONATIONS AND LEGACIES

DONATIONS AND LEGACIES
PERIOD
1.10.22
YEAR ENDED TO
31.12.24 31.12.23
£ £
Grants 1,612,415 1,608,623

3. CHARITABLE ACTIVITIES COSTS

Direct
Costs (see
note 4)
£
Finance and governance
226,539
Grants to institutions
-
Charitable spending
38,873
Raising funds
43,161
308,573
DIRECT COSTS OF CHARITABLE ACTIVITIES
Staff costs
Consultancy
Stipends and general expenses
Depreciation
GRANTS PAYABLE
Grants to institutions		 Grant
funding of
activities
Support
(see note
costs (see
5)
note 6)
£
£
-
53,957
797,200
-
-
89,304
-
-
797,200
143,261
YEAR ENDED
31.12.24
£
225,485
81,569
664
855
308,573
YEAR ENDED
31.12.24
£
797,200		 Totals
£
280,496
797,200
128,177
43,161
1,249,034
PERIOD
1.10.22
TO
31.12.23
£
207,655
53,637
15,307
439
277,038
PERIOD
1.10.22
TO
31.12.23
£
686,276

4. DIRECT COSTS OF CHARITABLE ACTIVITIES

5. GRANTS PAYABLE

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CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2024

5. GRANTS PAYABLE - continued

The total grants paid to institutions during the year was as follows:

GRANTS PAYABLE - continued
The total grants paid to institutions during the year was		 as follows:
PERIOD
1.10.22
YEAR ENDED TO
31.12.24 31.12.23
£ £
Act Build Change Ltd 61,350 70,600
All The Small Things CIC 15,500 20,000
Brighton and Hove Community Land Trust 20,000 20,000
Centre for Progressive Change 20,000 20,000
Centre for Theology and Community 38,620 25,842
Citizens UK 15,000 10,000
Coffee Afrik CIC 36,530 20,000
Collaborative Women 20,000 18,500
Common Good Foundation 20,000 20,000
Common Knowledge 1,000 16,875
E16 Community Land Trust - 18,500
Greater Manchester Poverty Action 20,000 20,000
Greater Manchester Tenants Union - 20,000
Good Faith Foundation 11,000 25,000
Housing Action Teeside - 20,000
Southeast and East Asian Women’s Association - 18,500
Love and Power 26,000 50,000
Greater Manchester Immigration Aid Unit 11,000 10,000
Nanny Solidarity Network CIC - 20,000
Nurses United 13,500 30,000
Parents for Future Scotland 18,500 15,000
Growing Rights Instead of Poverty Partnership 20,000 20,500
Saathi House 22,300 17,000
South Norwood Community Kitchen 21,000 16,500
The Social Change Agency 600 22,084
The Rights Collective - 20,000
Thrive Together Birmingham - 10,000
Together Creating Communities 40,000 10,000
Triangular CIO 1,500 20,000
UK Youth Climate Coalition 15,500 12,000
Wards Corner Community Benefit Society - 10,000
Workers Co-op - 20,000
We Belong 12,000 10,000
Miscellaneous (2,000) 9,375
The Social Change Nest 15,000 -
Revoke CIC 6,500 -
Kinfolk Network CIC 6,000 -
Kids of Colour CIC 11,000 -
Reclaim Project 21,000 -
African Institute for Social Development 1,000 -
African Rainbow Family 1,000 -
Anti-Trafficking and labour Exploitation Unit 1,000 -
Assist Sheffield 1,000 -
Asylum Link Merseyside 1,000 -
Asylum and Refugee Community Blackburn 1,000 -
Babbasa Youth Empowerments Project CIC 1,000 -
Bambuuu CIC 1,000 -
Baxsan 1,000 -
Black Liberation Movement UK 1,000 -
Bristol Law Centre 1,000 -
Centre for Military Justice 1,000 -

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Docusign Envelope ID: 16CA6B41-2B5D-4C80-B65E-A375F205E6DF

CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2024

5. GRANTS PAYABLE - continued
Childrens Law Centre (NI) Ltd
Citizens Advice Liverpool 1,000 -
Committee on the Administration of Justice 1,000 -
Community Law Service 1,000 -
Conversation Over Borders CIC 1,000 -
Coram Child Ltd 1,000 -
Council of Somali Organisations 1,000 -
Coventry Asylum and Refugee Action 1,000 -
Culture Bridge MCR 1,000 -
Da'aro Youth Project 1,000 -
Derbyshire Law Centre 1,000 -
Devon and Cornwall Refugee Support 1,000 -
F H Society 1,000 -
Father 2 Father Ltd 1,000 -
Gabriela Safehaven for Women 22,300 -
Halkevi - The Kurdish and Turkish Community Centre 1,000 -
Heaton Norris Pavillion Community Centre 1,000 -
Himmah 1,000 -
Hope Not Hate Charitable Trust 1,000 -
Hope Projects 1,000 -
Hull & East Yorkshire CU Ltd 1,000 -
Independent Workers Union of Great Britain 1,000 -
Intisaar 1,000 -
JCWI 2,000 -
Justright Scotland 1,000 -
Karima Institute 1,000 -
Land In Our Names CIC 1,000 -
Law Centres Federation 1,000 -
Make A Difference 1,000 -
Manchester Refugee Support Network 1,000 -
Migrant Centre NI 1,000 -
Migrants At Work 2,000 -
Migrant Helpline 1,000 -
Migrants Rights Network 1,000 -
Migrants Action 31,000 -
Migrants Organise 1,000 -
Muslim Youth Helpline 1,000 -
North East Law Centre 1,000 -
Network for Police Monitoring 1,000 -
Open Democracy Limited 1,000 -
Open Door North East 1,000 -
Open Collective 1,000 -
Public Law Project 1,000 -
Polish Migrants Organise For Change 3,000 -
Project Mama 1,000 -
Refugee Biriyani & Bananas 1,000 -
Revive 1,000 -
Refugees Welcome 1,000 -
Refugee Action 2,000 -
Refugee Women Connect 1,000 -
Racial Justice Network 1,000 -
Rapar 1,000 -
Spark and Co Bame Hub 1,000 -
Speakeasy Law Centre 1,000 -
Southwark Law Centre 1,000 -
Show Racism the Red Card 1,000 -
St Augustines Centre Halifax 1,000 -

Page 48

Docusign Envelope ID: 16CA6B41-2B5D-4C80-B65E-A375F205E6DF

CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2024

5. GRANTS PAYABLE - continued
Support for Wigan Arrivals Project
Stockport Race Equality Partnership
Southwark Day Centre for Asylum Seekers 1,000 -
Sarah Sawar 1,000 -
Waltham Forest Migrant Action 1,000 -
Women Asylum Seekers Together 1,000 -
West End Refugee Service 1,000 -
Welcome House 1,000 -
Yaseen Youth Development Ltd 1,000 -
Ubuntu Women Shelter 1,000 -
Unjust CIC 1,000 -
Wilson Solicitors LLP 1,000 -
The Black Wellbeing Collective CIC 1,000 -
Vauxhall Community Law Centre 1,000 -
Tenants Union UK 21,000 -
Yaran North West 1,000 -
Kent Refugee Action Network 30,000 -
Muslim Womens Council 21,300 -
JMB Consulting 1,200 -
Cymunedoli CYF 22,500 -
CAIA Park Partnership Ltd 22,500 -
797,200 686,276

The information above is summarised below in terms of the funds that the grants have been paid from. See note 14 for descriptions of funds.

Community Action Fund
Manchester Fund
Warm Welcome
Emergency Action Fund
Migrant Power Project
General
Infrastructure
Wales
Total		 2024
£
152,000
130,000
62,620
103,000
220,250
5,830
38,500
85,000
797,200		 2023
£
488,684
30,000
90,842
-
-
76,750
686,276

6. SUPPORT COSTS

SUPPORT COSTS
Finance and
governance
Charitable spending		 Finance

£
332
-
332		 Human
resources
£
2,244
74,805
77,049		 Governance
Other
costs
£
£
31,527
19,854
14,499
-
46,026
19,854		 Totals
£
53,957
89,304
143,261

Page 49

Docusign Envelope ID: 16CA6B41-2B5D-4C80-B65E-A375F205E6DF

CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2024

7. NET INCOME/(EXPENDITURE)

Net income/(expenditure) is stated after charging/(crediting):

PERIOD
1.10.22
YEAR ENDED TO
31.12.24 31.12.23
£ £
Auditors' remuneration 8,400 9,000
Auditors' remuneration for non audit work 11,454 3,774
Depreciation - owned assets 855 439

8. TRUSTEES' REMUNERATION AND BENEFITS

There were no trustees' remuneration or other benefits for the period ended 31 December 2024.

Trustees' expenses

Trustee expenses totalled £91 for 1 trustee for travel for the year ended 31 December 2024.

9. STAFF COSTS

STAFF COSTS
PERIOD
1.10.22
YEAR ENDED TO
31.12.24 31.12.23
£ £
Wages and salaries 203,764 188,409
Social security costs 18,079 15,747
Other pension costs 3,642 3,499
225,485 207,655
The average monthly number of employees during the year was as follows:
PERIOD
1.10.22
YEAR ENDED TO
31.12.24 31.12.23
Support staff 5 4

The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 was:

PERIOD
1.10.22
YEAR ENDED TO
31.12.24 31.12.23
£60,001 - £70,000 1 1
£70,001 - £80,000 1 -
£80,001 - £90,000 - 1
2 2

The key management personnel of the charity comprise all staff.

Page 50

Docusign Envelope ID: 16CA6B41-2B5D-4C80-B65E-A375F205E6DF

CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2024

9. STAFF COSTS - continued

Pension expenses relating to the defined contribution plan form part of Core Costs and are allocated to Staff Costs within Direct Costs of Charitable Activities (see Note 5), and are charged to Restricted Fund - Core Costs.

10. REPORTING PERIOD AND COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES

The financial statements for the period ending December 2023 cover a period of 15 months. The change in year end was made in order to bring the end of the reporting period in line with internal reporting for consistency. This means that comparative amounts presented in the financial statements (including the related notes) are not entirely comparable. Permission was obtained from Companies House to make this change.

11. TANGIBLE FIXED ASSETS

Fixtures
and Computer
fittings
equipment		 Totals
£ £ £
COST
At 1 January 2024 456 1,642 2,098
Additions - 1,323 1,323
At 31 December 2024 456 2,965 3,421
DEPRECIATION
At 1 January 2024 123 316 439
Charge for year 114 741 855
At 31 December 2024 237 1,057 1,294
NET BOOK VALUE
At 31 December 2024 219 1,908 2,127
At 31 December 2023 333 1,326 1,659
12. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
2024 2023
£ £
Trade debtors 500 -

Page 51

Docusign Envelope ID: 16CA6B41-2B5D-4C80-B65E-A375F205E6DF

CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2024

13. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

Social security and other taxes
Other creditors
Accruals and deferred income
Accruals
Deferred income due within one year
Total		 2024
2023
£
£
3,053
-
764
606
141,724
656,977
145,541
657,583
2024
2023
£
£
30,724
16,976
111,000
640,000
141,724
656,976

Deferred income comprises grant income that was received in the year but the terms of the grant agreement state that the funds are to be spent during a period commencing after the balance sheet date.

Deferred income balance as at 1 January 2024
Amount released to grant income in the year
Amount deferred in year
Balance as at 31 December 2024		 £
640,000
(640,00
0)
111,000
111,000

Page 52

Docusign Envelope ID: 16CA6B41-2B5D-4C80-B65E-A375F205E6DF

CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2024

14. MOVEMENT IN FUNDS

MOVEMENT IN FUNDS
Net Transfers
movement between At
At 1.1.24
in funds		 funds 31.12.24
£ £ £ £
Unrestricted funds
General 96,585 293,515 (181,935) 208,165
Designated - Grantmaking 45,000 - (45,000) -
Designated - General Charitable 121,757 - (121,757) -
Designated - Infrastructure - (38,500) 55,000 16,500
Designated - Wales - (85,692) 85,692 -
Designated - Manchester - - 47,893 47,893
263,342 169,323 (160,107) 272,558
Restricted funds
The Hub 14,515 38,635 - 53,150
Community Action Fund 115,389 (172,389) 57,000 -
Core Costs 2,519 125,179 - 127,698
Grassroots Organising 21,186 - - 21,186
Warm Welcome 6,344 (6,344) - -
Manchester Fund 4,000 (106,107) 102,107 -
Alliance for Youth Organising 57,908 200,899 - 258,807
Funding Justice 6,508 25,919 - 32,427
US Learning Exchange 3,691 998 - 4,689
Emergency Action Fund - 10,000 1,000 11,000
Migration Power Project - 77,268 - 77,268
232,060 194,058 160,107 586,225
TOTAL FUNDS 495,402 363,381 - 858,783

Page 53

Docusign Envelope ID: 16CA6B41-2B5D-4C80-B65E-A375F205E6DF

CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2024

14. MOVEMENT IN FUNDS - continued

Net movement in funds, included in the above are as follows:

Unrestricted funds
General
Designated - Infrastructure
Designated - Wales
Restricted funds
The Hub
Community Action Fund
Core Costs
Warm Welcome
Manchester Fund
Alliance for Youth Organising
Funding Justice
US Learning Exchange
Emergency Action Fund
Migration Power Project
TOTAL FUNDS		 Incoming
Resources
resources
expended
£
£
440,200
(146,685)
-
(38,500)
-
(85,692)
440,200
(270,877)
72,530
(33,895)
10,001
(182,390)
150,000
(24,821)
65,001
(71,345)
33,000
(139,107)
304,651
(103,752)
62,000
(36,081)
5,000
(4,002)
123,000
(113,000)
347,032
(269,764)
1,172,215
(978,157)
1,612,415
(1,249,034)		 Movement
in funds
£
293,515
(38,500)
(85,692)
169,323
38,635
(172,389)
125,179
(6,344)
(106,107)
200,899
25,919
998
10,000
77,268
194,058
363,381

Page 54

Docusign Envelope ID: 16CA6B41-2B5D-4C80-B65E-A375F205E6DF

CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2024

14. MOVEMENT IN FUNDS - continued

Comparatives for movement in funds

Net
At
movement
1.10.22
in funds
£
£
Unrestricted funds
General
398
141,187
Designated - Grantmaking
-
-
Designated - General Charitable
-
161,757
398
302,944
Restricted funds
The Hub
-
14,515
Community Action Fund
-
75,389
Core Costs
-
2,519
Grassroots Organising
-
21,186
Warm Welcome
-
6,344
Manchester Fund
-
4,000
Alliance for Youth Organising
-
57,908
Funding Justice
-
6,508
US Learning Exchange
-
3,691
-
192,060
TOTAL FUNDS
398
495,004
Comparative net movement in funds, included in the above are as
Incoming
resources
£
Unrestricted funds
General
231,456
Designated - General Charitable
216,686
448,142
Restricted funds
The Hub
23,500
Community Action Fund
623,615
Core Costs
166,668
Grassroots Organising
33,357
Warm Welcome
107,500
Manchester Fund
34,000
Alliance for Youth Organising
60,000
Funding Justice
53,342
US Learning Exchange
58,499
1,160,481
TOTAL FUNDS
1,608,623		 Transfers
between
funds
£
(45,000)
45,000
(40,000)
(40,000)
-
40,000
-
-
-
-
-
-
-
40,000
-
follows:
Resources
expended
£
(90,269)
(54,929)
(145,198)
(8,985)
(548,226)
(164,149)
(12,171)
(101,156)
(30,000)
(2,092)
(46,834)
(54,808)
(968,421)
(1,113,619)		 At
31.12.23
£
96,585
45,000
121,757
263,342
14,515
115,389
2,519
21,186
6,344
4,000
57,908
6,508
3,691
232,060
495,402
Movement
in funds
£
141,187
161,757
302,944
14,515
75,389
2,519
21,186
6,344
4,000
57,908
6,508
3,691
192,060
495,004

Page 55

Docusign Envelope ID: 16CA6B41-2B5D-4C80-B65E-A375F205E6DF

CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2024

14. MOVEMENT IN FUNDS - continued

Unrestricted Funds

Grantmaking - Trustees had designated £45,000 from our free reserves towards grantmaking in 2024. This includes multi-year payments due to Nurses United and We Belong and a one off payment to reclaim.

General Charitable - The Civic Power Fund received several grants before it became a registered charity. The terms of these grants specify that the funding is unrestricted, but must be held separately within our accounts to ensure charitable spending. Of course, all our spending is charitable. However, we wanted to honour the grant terms in this 15 month set of accounts. In future accounts, this will not be necessary. Income remaining in these accounts is designated to our grantmaking and core costs (10% of the total grant amounts) in 2024.

Manchester - Trustees had designated £150,000 from our free reserves towards grantmaking in 2025. With the restricted funds being used, the remainder of this balance is to be designated instead of restricted.

Restricted Funds

Page 56

Docusign Envelope ID: 16CA6B41-2B5D-4C80-B65E-A375F205E6DF

CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2024

14. MOVEMENT IN FUNDS - continued

Transfers between funds

Various interfund transfers were made in the financial year from unrestricted funds to restricted funds to cover the full cost of activity. Where restricted funds make a contribution to core costs these have been recognised as expenditure within the fund inline with funder agreements.

15. RELATED PARTY DISCLOSURES

Other than as disclosed in Note 9, there are no related party transactions.

Page 57

Docusign Envelope ID: 16CA6B41-2B5D-4C80-B65E-A375F205E6DF

CIVIC POWER FUND

DETAILED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 DECEMBER 2024

YEAR ENDED
31.12.24
£
INCOME AND ENDOWMENTS
Donations and legacies
Grants
1,612,415
Total incoming resources
1,612,415
EXPENDITURE
Charitable activities
Wages
203,764
Social security
18,079
Pensions
3,642
Consultancy
81,569
Stipends and general expenses
664
Fixtures and fittings
114
Computer equipment
741
Grants to institutions
797,200
1,105,773
Support costs
Finance
Bank charges
332
Human resources
Consultancy
77,049
Other
Telephone
1,592
Postage and stationery
57
Stipends and general expenses
352
Rent
8,791
Travel and subsistence
16,439
Staff training
4,453
Subscriptions
4,125
Entertaining
815
Sundry
8,177
Website design
1,225
46,026
Governance costs
Auditors' remuneration
8,400
Auditors' remuneration for non audit work
11,454
19,854		 PERIOD
1.10.22
TO
31.12.23
£
1,608,623
1,608,623
188,409
15,747
3,499
53,637
15,307
123
316
686,276
963,314
235
68,402
-
-
14,407
3,328
29,755
2,966
5,470
12,258
710
-
68,894
9,000
3,774
12,774

Page 58

Docusign Envelope ID: 16CA6B41-2B5D-4C80-B65E-A375F205E6DF

CIVIC POWER FUND

DETAILED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 DECEMBER 2024

DETAILED STATEMENT OF FINANCIAL ACTIVITIES
FOR THE YEAR ENDED 31 DECEMBER 2024
YEAR ENDED
31.12.24
£
Total resources expended
1,249,034
Net income
363,381		 PERIOD
1.10.22
TO
31.12.23
£
1,113,619
495,004

Page 59