## Annual Report Brent Food Bank 2024-2025 


## Reference and Administrative Details for fiscal year 2024/25. 

|CharityName|Brent Foodbank|
|---|---|
|Registered CharityNumber|<br>1206072|
|Registered Office|Vestry Hall|
||21 Neasden Lane|
||London|
||NW10 2TS|
|Charity Trustees|Matthew Linden (Chair)|
||Anoo Kapil|
||Louise Gotch|
||Lawrence Hanna|
||Janice Knight (resigned)1|
||Janet Fletcher (resigned)1|
||Amber Hernaman (Secretary)|
||Shagana Ravikanthan(Treasurer)|
|Independent Examiner|City Heights|
||Suite 4, Unimix House|
||Abbey Road|
||Park Royal|
||NW10 7TR|
|Bank|Royal Bank of Scotland|
||36 St Andrew Square|
||Edinburgh|
||EH2 2YB|




> 1 Janice Knight and Janet Fletcher were recruited specifically due to their specialist knowledge and with the goal of helping establish the new Charity. 

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## Annual Report Brent Food Bank 2024-2025 


## Introduction 

This first Trustee Report marks a significant milestone in Brent Food Bank’s journey, as we successfully transitioned from being an operation managed by the Trussell Trust to becoming an independent charity. Our inaugural year has been one of achievement and impact: we continued to support those people in Brent trapped in the cycle of poverty and hunger, while laying strong foundations for the future. 

This has enabled us to meet our targets for providing emergency food parcels, and to strengthen our role as a gateway to wider support—signposting visitors to partners such as Citizens Advice, Brent Health Matters, POhWER, and the Fuel Bank. 

None of our achievements would have been possible without substantial support, and the trustees extend their sincere gratitude to everyone who has contributed during our initial period of operation. While there are too many individuals to mention by name, we particularly thank: 

- Our dedicated and committed staff, 

- Our exceptionally generous and hardworking volunteers, 

- The individuals, organisations, and businesses who have provided donations, whether in kind or financially, 

- Trussell, for leaving the food bank in such a strong position and assisting with its independent setup and ongoing operations. 

Your collective efforts have been invaluable to our success. 


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## Annual Report Brent Food Bank 2024-2025 


## Governance Structure Operations and Risk Management 

In establishing the new charity, the trustees have successfully strengthened the frameworks that ensure accountability, transparency, and strategic alignment across technology and business functions. 

- **Governance Structure** : Clear decision-making processes and reporting lines have been created, enabling the management to drive consistency and compliance while fostering a culture of collaboration. 

- **Operations** : Streamlined systems and enhanced service delivery have improved efficiency, resilience, and responsiveness to stakeholder needs. 

- **Risk Management** : A proactive approach to identifying, assessing, and mitigating risks has been embedded into daily practice. This includes stronger controls, improved monitoring. 

Together, these developments reflect a commitment to building a robust, future-ready organisation where governance, operations, and risk management are not just safeguards, but enablers of long-term success. 

## Governance 

Food bank trustees are legally responsible for ensuring the charity is well-governed, financially sound, and aligned with its charitable objectives. They set strategy, oversee compliance, and safeguard the organisation’s integrity and impact. The following is a list of the core governance responsibilities 

- Strategic Direction 

- Legal and Regulatory Compliance 

- Financial Oversight 

- Risk Management 

- Board Effectiveness 

- Staff and Volunteer Relationships 

- Accountability and Transparency 

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## Annual Report Brent Food Bank 2024-2025 


## Structure 

Brent Food Bank is comprised of three groups as defined in the schematic below 

- Group one Trustees with the three positions and five roles. 

- Group two the Operational staff with four roles 

- Group three the volunteers 


## Brent Food Bank Constitution 

Brent Food Bank’s initial cohort of Trustees, appointed by Trussell, were tasked with approving the constitution, based on the Charity Commission’s template for CIOs whose voting members are the charity trustees. Completing this process was a prerequisite for the foodbank to achieve independent charitable status and established the following framework. 

- Defines the charity’s purpose (Objectives): 

- Establishes governance structure: 

- Details membership, voting rights, and procedures for appointing or removing trustees. 

- Ensures compliance: 

- Supports transparency and trust: 

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## Annual Report Brent Food Bank 2024-2025 


## Appointment of Trustees 

Trustees are appointed following controls described in the constitution and safer recruitment policy, including the following key measures. 

- Apart from the first trustees first term, every trustee must be appointed for a term of three years. 

- In selecting individuals for appointment as charity trustees, the charity trustees must have regard to the skills, knowledge and experience needed for the effective administration of the CIO. 

- All Trustees must have a current (no older than 3 years) DBS check to standard level. 

- The composition of the trustee board should, wherever feasible, mirror the diversity of ethnicity, age, and gender present among the foodbank's visitors. 

## Trustee Induction and Training 

Since Brent Food Bank has just transitioned to being an **independent charity with a new board of trustees** , a series of structured training was available through links with Trussell and Thirtyone Eight[2] focusing on. 

- Ensure trustees understand their legal and financial duties. 

- Strengthen board governance and risk management. 

- Build confidence in strategic planning and partnerships. 

- Support compliance with Charity Commission expectations. 

## Decision-Making and Risk Management 

The Trustees of Brent Food Bank recognise their collective responsibility to ensure the charity operates with integrity, transparency, and resilience. Their governance framework is designed to balance strategic oversight with practical accountability, safeguarding both the organisation’s mission and the wellbeing of those it serves. 

## Decision-Making Framework 

- **Collective Responsibility** : All major decisions are taken by the Board of Trustees, ensuring diverse perspectives and shared accountability. 

- **Strategic Alignment** : Trustees set priorities that align food bank operations with community needs and the wider Trussell Trust network. 

- **Delegated Authority** : Day-to-day management is delegated to the employed staff (The Operations Team led by the Food Bank manager), with trustees providing oversight through clear policies and reporting structures. 

- **Compliance & Transparency** : Decisions are documented, reviewed against Charity Commission guidance, and communicated to stakeholders to maintain trust. 

## Risk Management Approach 

- **Governance Risks** : Trustees monitor compliance with charity law, safeguarding, and data protection, embedding best practice into policy. 

- **Financial Risks** : Regular budget reviews, reserve planning, and funding diversification protect sustainability. 

> 2 Thirty-one Eight is Brent Food Bank’s Safeguarding partner and provides a DBS process. 

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## Annual Report Brent Food Bank 2024-2025 


- **Operational Risks** : Health and safety, food supply chains, and volunteer welfare are actively managed through risk registers and periodic reviews. 

- **Reputational Risks** : Clear safeguarding, equality, and communications policies protect the charity’s standing in the community. 

- **Crisis Preparedness** : Trustees plan for contingencies such as demand surges, supply shortages, or external shocks, ensuring continuity of service. 

Through structured decision-making and proactive risk management, Brent Food Bank’s trustees provide a strong foundation for the charity’s work. Their leadership ensures the organisation remains compliant, resilient, and responsive—able to meet immediate needs while planning for long-term sustainability. 

## Operations 

Brent Food Bank operates through a carefully managed system that ensures sufficient food is available to meet local needs. Supplies come from donations or are purchased and collected by 


the Van Driving team, who transport them to the warehouse in Willesden where all items are weighed, sorted, and—with the support of corporate partners—packed into emergency food parcels. These parcels are then delivered to our two distribution centres: St Mary’s Church in Neasden and Lindsay Park Baptist Church in Kenton. We run three weekly distribution sessions—two at St Mary’s and one at Kenton—each designed to be a safe and welcoming environment where visitors not only receive food but also benefit from signposting to 

additional services and the chance to share conversation over a cup of tea. Day-to-day management is carried out by our full-time operational team, who oversee food collection and distribution, coordinate our dedicated volunteers, build partnerships with local organisations, and manage finances including budgetary control and fundraising, ensuring the food bank remains resilient and responsive to community needs. 

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## Annual Report Brent Food Bank 2024-2025 


## Related Organisations 

The success we have enjoyed during the first year of operation has been possible in part due to the strong relationships we have with other organisations including the following: 

## Trussell 

Brent Food Bank operates as an independent charity while remaining affiliated with the Trussell Trust network, which enables us to access a broad array of centralised support services. 

- **Practical Resources & Training** : Food banks receive training, operational guidance, and access to a bespoke data collection system that helps track demand and improve services. 

- **Regional Management & Grants** : Each food bank has access to a dedicated regional manager, alongside funding opportunities and grants to strengthen governance and resilience. 

- **Holistic Support Services** : Trussell funds and runs the _Help through Hardship_ helpline with Citizens Advice, providing vouchers for emergency food parcels and also connecting people to welfare advice and financial support. 

- **Campaigning & Advocacy** : Trussell campaigns nationally for systemic change, such as its call for an _Essentials Guarantee_ to ensure Universal Credit covers basic living costs. 

- **Community Partnerships** : It works with churches, schools, local charities, and corporate partners to build strong community networks that sustain food banks and amplify their impact. 


**Trussell** is one of the UK’s leading anti-poverty charities, coordinating a network of over **1,400 food bank locations** supported by more than **36,000 volunteers** . Its mission is not only to provide emergency food parcels to people in crisis but also to work towards a future where no one needs a food bank to survive. 

## St Marys Church 

We are pleased to collaborate with St Mary’s Church, which generously permits us to use its facilities on Tuesdays and Thursdays for our Distribution service. We sincerely appreciate the support and encouragement provided by the St Mary’s Churchwardens and their vicar, Father Jim. St Mary’s Church in Neasden serves as both a historic place of worship and a vital centre for social support in the local community, blending longstanding spiritual tradition with practical outreach to address the needs of residents today. 


## Lindsay Park Baptist Church 

Our collaboration with Lindsay Park Baptist Church has enabled us to integrate our emergency food bank service into their well-established community support programme, which includes the provision of lunches, clothing, and fresh produce such as fruit, vegetables, and bread, to 

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## Annual Report Brent Food Bank 2024-2025 



individuals in need throughout Kenton and its surrounding areas. In addition to granting us access to their facilities, the church has offered valuable assistance in areas including spiritual support, counselling, and safeguarding. Key contributors to these efforts include Pastor Roger, Life Skills Manager Sarah, and Safeguarding Lead Sue. 

## Citizens Advice Brent 

The collaboration with Citizens Advice Brent forms an integral component of the financial inclusion programme (see detailed description below). This initiative has played a critical role in supporting food bank visitors to break the cycle of poverty and hunger by offering expert financial guidance. Citizens Advice Brent has been a trusted pillar of the local community since 1939, offering vital support to residents facing challenges that can often feel overwhelming. They combine local expertise with the strength of one of the UK’s largest voluntary organisations. Like Brent Food Bank, Citizens Advice Brent is a champion of equality, diversity, and 

inclusion, committed to challenging discrimination and shaping a stronger, fairer community. 

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## Annual Report Brent Food Bank 2024-2025 


## Objectives, Aims and Activities 

## Charitable Objectives 

Brent Food Bank's objectives are to provide support to people in Brent who are trapped in a cycle of poverty and hunger. To achieve this the objectives of Brent Food Bank are as follows 

- The relief of financial hardship amongst people in the London Borough of Brent and the surrounding area or in other parts of the United Kingdom in such ways as the trustees **from time-to-time think fit** , in particular, but not exclusively by: 

- providing **emergency food, essential toiletries, and household items** to individuals and families in need and/or for distribution by charities or other organisations working to prevent or relieve poverty 

- such other means, including (but not limited to) the provision of support or signposting to relevant information and other advisory services 

## Aims 

Our overarching aim is to eliminate the need for a food bank in Brent by providing comprehensive signposting services to our visitors. Through these services, we direct individuals to relevant support organisations that can help them address or mitigate the underlying issues contributing to their experience of poverty and food insecurity. Brent Food Bank is committed to supporting every person living in Brent who has been referred to us, regardless of their background or the circumstances that have led them to seek assistance. We strive to ensure that all individuals visiting Brent Food Bank experience a welcoming and safe environment in which they can access appropriate help and support. 

## Objective for the year 

The objectives for the fiscal year 2024-25, marking our first year as an independent charity, were focused on maintaining the foodbank’s operations to the same standard as previously under Trussell management, while ensuring continuity in service. 

A central element was the recruitment of a Food Bank Manager entrusted with direct, day-to-day operational responsibility. 

Additional priorities included the development of essential policies such as Safeguarding, Health and Safety, and data protection. 

From an operational perspective, it was imperative to secure adequate funding to support ongoing costs, including rent, salaries, and stock for food parcels. Furthermore, increasing public awareness of the food bank through effective communication remained a key objective. 

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## Annual Report Brent Food Bank 2024-2025 


## Strategies for achieving the objectives 

At the beginning of 2024, the trustees of Brent Food Bank focused on establishing a comprehensive strategy for the food bank. The board determined that this strategy needed to broadly align with the values and objectives of our umbrella organisation, Trussell, while also ensuring that our services were tailored to address the specific needs of the Brent community and remained consistent with the aims outlined in the Food Bank’s Constitution. 


To ensure that the strategy was reflective of the entire organisation, the trustees actively involved both the employed staff, and the food bank volunteers in its development. This collaborative approach was facilitated through a series of consultation events, which provided opportunities for staff and volunteers to contribute their perspectives and insights. 

Following these consultations, three core components were agreed upon as the foundation for Brent Food Bank’s first three-year strategy. These components are designed to guide our operations and priorities, ensuring that our services remain relevant, effective, and in line with our founding goals. 

- Robust and Resilient 

Food bank services are aligned with our values and vision and able to flex to external changes (Changing Minds) 

- Build Community 

Increase financial and emotional resilience for people visiting food banks and develop pathways out of poverty (Changing Community) 

- Social Justice Advocates 

Actively campaign to end the need for emergency food in the local area (Changing Policy) 

## Key activities conducted over this year 

As outlined, the Brent Food Bank strategy is intended to guide our organisation during the first three years of operation. In the first year, it was agreed that our strategic development would prioritise the first of our three strategic goals: ensuring a robust and resilient operation capable of maintaining the same level of service previously provided when the food bank was managed solely by Trussell. 

Several desired outcomes to achieve this strategic goal were agreed and over the course of the first year of operation Brent Food Bank was successful in achieving many of these including the following key deliverables, 

- The Food bank is run in a resilient and efficient way with the client at the forefront of our services and is seen as a beacon site for Food bank operations and governance. 

- The Food bank is run in an efficient and financially secure way 

- Increased retention, recruitment, skills and engagement of our volunteers 

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Annual Report Brent Food Bank 2024-2025 


- A robust and supportive local community that works with us to provide a consistent stream of funding, support and potential volunteers 

- Our distribution sessions are run in a resilient and efficient way with the client at the forefront of our services, enabling us to flex and change to improve where necessary 

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## Annual Report Brent Food Bank 2024-2025 


## Brent Food Bank and the Charity Commission Public Benefit 

Brent Food Bank operates in full alignment with the Charity Commission’s guidelines on public benefit, ensuring that our services are accessible, transparent, and directed towards meeting genuine need in the community. Our core mission is to provide emergency food parcels to people living in Brent who have been issued a voucher by one of our referral partners, including **Brent Hubs** and the **Help through Hardship** helpline. 

## Safe, Welcoming, and Value-Free Service 

- **Dignity and Respect** : Every visitor is treated with dignity, compassion, and without judgment. We provide a safe and welcoming environment where people feel supported rather than stigmatised. 

- **Equality of Access** : Services are offered on a value-free basis, ensuring that no one is excluded or discriminated against. 

## Signposting and Safeguarding 

- **Breaking the Cycle** : Alongside food provision, we offer signposting to additional services such as welfare advice, debt support, and housing guidance. These interventions are designed to help individuals and families move beyond crisis and begin to break the cycle of poverty and hunger. 

- **Safeguarding Commitment** : Brent Foodbank upholds robust safeguarding policies to protect vulnerable adults, children, and families. This ensures that our food bank is not only a place of emergency relief but also a safe space for those at risk. 


## Public Benefit in Practice 

By combining emergency food parcels with signposting, safeguarding, and partnership working, Brent Food Bank delivers tangible public benefit. We meet immediate needs while also addressing the root causes of poverty, fulfilling our charitable purpose in a way that is consistent with the Charity Commission’s expectations and responsive to the realities of life in Brent. 

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## Annual Report Brent Food Bank 2024-2025 


## Achievements and performance 

## Summary of the years’ activities 

During our inaugural year, our most notable accomplishment was smoothly transitioning from a fully managed organisation to an independent charity, ensuring uninterrupted delivery of emergency food services throughout the process. 

Our Key Achievements 

- Ensure the ongoing provision of Emergency Food parcels. 

- Develop and maintain the necessary infrastructure to support continued food bank operations. 

- Appoint a new Food Bank Manager. 

- Sustain the current volunteer base while actively recruiting additional volunteers to reflect the diverse ethnic backgrounds of food bank clients. 

The following section provides distribution details with the significant achievement of providing help to 7992 individuals and distributing 5427 emergency food parcels. 

## Emergency Food Parcels distributed 

|Distribution<br>Center|Vouchers|Adults|Children|Total|
|---|---|---|---|---|
|Neasden|4523|6350|2906|9256|
|LindsayPark|904|1642|1161|2803|
|Totals|5427|7992|4067|12059|



Ethnic breakdown of the primary client 

|**Ethnic Group**|**Vouchers**|
|---|---|
|English, Welsh, Scottish or Northern Irish|404|
|Irish|71|
|Roma|26|
|Other European|1268|
|White and Black Caribbean|56|
|White and Black African|27|
|White and Asian|16|
|Any other mixed/multiple ethnic background|234|
|Indian|377|
|Pakistani|55|
|Bangladeshi|40|
|Chinese|37|
|Any other Asian background|329|
|African|497|
|Caribbean|537|
|Other Black background|131|
|Arab|274|



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## Annual Report Brent Food Bank 2024-2025 


|Prefer not to say|568|
|---|---|
|Not asked|255|
|_Totals_|_5427_|



## Brent Food Bank visitors - Income Sources 

This chart outlines the income sources of individuals requesting an e-voucher, noting that for most visitors, state benefits—primarily Universal Credit—constitute their sole source of income. 


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## Annual Report Brent Food Bank 2024-2025 


## Vouchers issued by reason 

The chart below presents the reasons our clients have provided for seeking assistance from the food bank. It should be noted that individuals may report issues in multiple primary categories. 


**----- Start of picture text -----**<br>
Change in existing physical or mental health condition<br>Ongoing impact of physical or mental health condition<br>Change in dependents<br>Change in relationship status<br>No access to financial support due to immigration…<br>Other unexpected expense<br>Cost of dependents has increased<br>Priority debt<br>Awaiting first benefit payment for less than a month<br>Benefit reduction due to change in eligibility<br>Benefit delay<br>Unemployment following temporary work<br>Change in work hours<br>0 500 1000 1500 2000 2500 3000<br>**----- End of picture text -----**<br>


## Issue Categories 

- Financial - benefits related 

- Financial - debts, costs and expenses 

- Personal circumstances 

- Health 

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## Annual Report Brent Food Bank 2024-2025 


## Voucher Partners 

Brent Food Bank works in collaboration with partner agencies that evaluate clients' eligibility for emergency food assistance and issue E-Vouchers via the Trussell DCS system. While most of these agencies are located within Brent, some are affiliated with the Trussell Network and others provide support to individuals from outside the borough. 

Referral agencies determine client eligibility based on criteria such as debt, homelessness, chronic health issues, limited financial means, and insufficient benefits. Qualified individuals are issued an E-Voucher to receive an emergency food parcel from Brent Food Bank. 

During the fiscal year 2024/25, referrals were made by 265 agencies. The five principal referral agencies are identified below. 

|**Referral Agency**|**Neasden**|**Lindsay**|**Total**|**%**|
|---|---|---|---|---|
|||**Park**|||
|Brent Hubs|1169|164|1333|24%|
|Help through Hardship|994|110|1104|18%|
|Citizens Advice Brent|282|117|399|7%|
|The Romanian and Eastern|61|177|238|4%|
|European Hub|||||
|Brent Food Bank|202|14|216|4%|



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## Annual Report Brent Food Bank 2024-2025 


## Food Donated and Purchased 

At Brent Food Bank, we recognise the importance of providing food that is acceptable to all our visitors, who come from a wide variety of ethnic backgrounds. Our aim is to ensure that the food we supply enables visitors to prepare healthy meals that are relatively inexpensive to produce, while still being culturally appropriate and nourishing. Over the past year, our food management operation has developed significantly, allowing us to maintain stocks of essential staples alongside more costly items such as coffee, oil, and spices, as well as fresh fruit, vegetables, and bread. In addition to food, we also provide toiletries and vanity items, which are usually purchased, ensuring that visitors receive comprehensive support that meets both dietary and personal care needs. 

During the fiscal year 2024/25, Brent Foodbank received a total of 83.046 kg of food. Of this, 54,746.90 kg was donated, and 28,299.10 kg was purchased, with the remainder coming from . Donated food came from multiple sources, as detailed in the table below, with supermarket donations comprising the largest share by a significant margin. 

## Donated food Sources 

|**Donner Groups **|**Kg Donated**|**% Donated**|
|---|---|---|
|Charities|687.50|1.3%|
|Churches|6914.60|12.6%|
|Community groups|1797.00|3.3%|
|Corporates|5399.40|9.9%|
|Education organisations|5696.55|10.4%|
|Individual(s)|3015.33|5.5%|
|Other bulk distributors|4981.35|9.1%|
|Supermarkets|26255.20|48.0%|
|Total|54746.90|100.00%|



## Supermarket Donations 

The table below shows the amount of donated food we received from the various supermarkets in Brent. 

|**Supermarket**|**Stock in(kg)**|**Stock in(%)**|
|---|---|---|
|Sainsbury's Kenton|10112.00|38.51%|
|Tesco Wembley Extra|5976.50|22.76%|
|Asda Wembley|4718.80|17.97%|
|Waitrose Temple Fortune|2185.70|8.32%|
|Sainsbury's Willesden Green|1399.60|5.33%|
|Tesco Harlesden Metro|1021.30|3.89%|
|Sainsbury's Wembley  Local|495.50|1.89%|
|Morrisons Queensbury|345.80|1.32%|
|Total|26255.20|100%|



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## Annual Report Brent Food Bank 2024-2025 


## Purchased Food 

During this period, we purchased 28,229.10 Kg of food, accounting for 34% of the total distributed to food bank visitors. The table below details the sources from which the purchased food was obtained. 

|**Supermarket**|**Stock in (kg) **|**Stock in (%)**|
|---|---|---|
|**Asda Wembley**|529.20|2%|
|**Bankuet**|2412.50|9%|
|**Booker Acton**|495.10|2%|
|**Morrisons - online store**|4203.50|15%|
|**Morrisons Wholesale**|20096.60|71%|
|**Sainsbury's Willesden Green**|492.20|2%|
|**Total**|28229.10|100%|



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## Annual Report Brent Food Bank 2024-2025 


## Communication and promotion. 

Brent Foodbank employs a multi-channel communication strategy to raise awareness, engage supporters, and promote our mission of holistic support for individuals in crisis. Our approach combines digital outreach, direct engagement, and community presence. 

## Social Media Engagement 

We actively use Facebook, LinkedIn, and Instagram to: 

- Share updates on our work and impact 

- Highlight **service user stories** that reflect the breadth of our support—not just food provision, but help with housing, benefits, and wellbeing 

- Promote **video content** that brings our mission to life, showcasing real voices 

- Communicate **future plans** , including new initiatives and strategic goals 

- Make **calls for financial and food donations** , especially during peak demand periods 

This digital presence helps us reach a broad audience, build trust, and foster ongoing dialogue with the community. 

## Direct Supporter Communication 

We maintain regular contact with **past supporters** , both **corporate and individual** , through: 

- Targeted emails and newsletters 

- Personalised updates on impact and funding needs 

- Invitations to events and opportunities to re-engage 

This helps sustain long-term relationships and encourages repeat giving and advocacy. 

## Community Outreach 

We actively engage with schools, faith groups, and local businesses through: 

- **School visits** to educate young people about food poverty and community action 

- Talks and presentations at **faith-based gatherings** 

- Collaboration with **local businesses** on donation drives and volunteering 

- Hosting open days and special events, where we invite MPs, councillors, and community leaders to witness our work firsthand 


## Local Promotion 

To reach people offline, we distribute **leaflets and posters** in high-footfall community spaces, including: 

- Libraries 

- Gyms 

- Shops 

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## Annual Report Brent Food Bank 2024-2025 


- Community centres and other local establishments 

This ensures visibility among residents who may not engage digitally and helps signpost those in need. 

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## Annual Report Brent Food Bank 2024-2025 


## Fundraising in Our First Year as an Independent Charity 

In our first year as an independent charity, Brent Food Bank was fortunate to benefit from the generosity of the **Trussell Trust** , whose start-up grants provided sufficient funds to cover our initial operations. This support gave us the stability to focus on understanding what fundraising was needed to sustain our work in the longer term. 

With the guidance of Trussell specialists, we developed a **fundraising strategy** that identified key first steps. These included launching a _JustGiving_ page, using social media posts, and updating our website to provide individuals with an easy way to make donations. The strategy also highlighted the importance of forging **corporate partnerships** with firms able to provide donations in kind— such as food and services—as well as financial contributions. 

We explored the types of grants available and achieved early success in securing funding to purchase essential vanity items, ensuring our parcels met both dietary and personal care needs. While we recognise that corporate fundraising and significant grant funding are longer-term objectives requiring sustained effort, our first year demonstrated strong progress. 

Thanks to the combined generosity of **grants, corporate giving, and individual donations** , we successfully raised **over £100,000** in our first year. This achievement reflects the commitment of our supporters and provides a solid foundation for building a mature and robust fundraising programme that will sustain Brent Food Bank into the future. 

## Compliance with Fundraising Standards: 

Brent Food Bank is committed to maintaining the highest standards of integrity, transparency, and accountability in all fundraising activities. As part of this commitment, we adhere to the **Code of Fundraising Practice** issued by the **Fundraising Regulator** , which sets out the legal and ethical standards expected of charitable fundraising in the UK. 

## Key Compliance Measures 

- Adherence to the Code of Fundraising Practice: 

   - All fundraising communications are clear, honest, and respectful. 

   - Donor data is handled securely and in accordance with GDPR. 

   - We avoid undue pressure and ensure donors are free to make informed choices. 

   - `o` We provide clear opt-out options for future contact. 

- Internal Oversight: 

   - Fundraising activities are overseen by the board and reviewed regularly to ensure compliance. 

   - Any third-party fundraising partners are vetted and monitored to ensure alignment with our values and standards. 

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## Annual Report Brent Food Bank 2024-2025 


## Complaints and Issues 

- We maintain a **Fundraising Complaints standard** that allows donors and stakeholders to raise concerns. 

- As of the end of financial year 2024-25, **no formal complaints** have been received regarding fundraising practices. If any arise, they are logged, investigated, and reported to the board with appropriate follow-up. 

- Any serious incidents would be reported to the Charity Commission in line with regulatory guidance. 

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## Annual Report Brent Food Bank 2024-2025 


## Volunteers 

Volunteers are an essential part of the food bank and without their dedication and hard work the food bank would not be able to operate. In Fiscal year 2024-25, we had 107 active volunteers who collectively gave up over 6000 hours of their time to support the various food bank operations. 

Their contributions span every aspect of our operations. From **van driving** , collecting donations and purchased supplies, to **working in the warehouse** , where food is carefully weighed, sorted, and packed into emergency parcels, volunteers ensure that our systems run smoothly and efficiently. At our **distribution sessions** , they welcome visitors with warmth and respect, providing food parcels tailored to individual requirements and treating every person with dignity. 

Beyond food provision, volunteers play a vital role in **signposting visitors to partner organisations** that can provide specialist help with housing issues, debt management, health concerns, and challenges faced by families with young children. This holistic support helps people not only through immediate crisis but also towards breaking free from the cycle of poverty and hunger. 

Our volunteers come from a wide mix of ages and backgrounds, reflecting the diversity of Brent itself. Their dedicated service is the reason the food bank can continue to operate, and their commitment makes an incredible difference to the lives of those who need help most. Brent Food Bank’s success is, above all, a testament to the compassion, resilience, and generosity of its volunteers. 



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## Annual Report Brent Food Bank 2024-2025 


## Financial Inclusion 

Brent Food Bank’s financial inclusion programmes with Citizens Advice (CA) are partnerships that provide people using food banks with expert advice on debt, benefits, **housing, and income support, helping them move beyond crisis and reduce reliance on emergency food.** 

## What Financial Inclusion Means 

- Beyond food parcels: Tackling the underlying causes of food poverty, such as debt, benefit gaps, or insecure housing. 

- Empowerment: Giving people the tools to stabilise their finances and regain independence. 

- Integration: Embedding advice services directly into food bank sessions so support is immediate and accessible. 

## Citizens Advice Partnership 

**Citizens Advice** have a representative at every Brent Food Bank distribution session to deliver financial inclusion projects: 

- **On-site advisers** : Citizens Advice staff attend food bank sessions, offering confidential one-to-one support. 

- **Benefit checks** : Ensuring clients receive all entitlements (Universal Credit, PIP, child benefit, housing support). 

- **Debt and budgeting advice** : Helping people manage arrears, negotiate with creditors, and plan sustainable budgets. 

## Financial Inclusion Data 

The Financial Inclusion service, delivered in collaboration with Brent Citizens Advice, constitutes an essential component of Brent Foodbank's signposting initiatives. The two tables below provide detailed information regarding the assistance offered by Citizens Advice during our distribution sessions and outline the financial benefits secured for our service users. 

|Number of sessions|184|
|---|---|
|Number of unique clients seen|502|
|Number of issues|1908|



|Form of Assistance||
|---|---|
|Income Gains Achieved|£249,072|
|Debt Managed(IncludingFollow-on Support)|£101,647|
|Debt Written Off/Reduced|£61,293|
|Follow-on financial outcomes achieved|£31,995|
|Average income gain|£4,238|



Page 24 of 33 



## Annual Report Brent Food Bank 2024-2025 


## Challenges and Lessons Learned 

Brent Food Bank exists to relieve poverty and hunger by providing emergency food parcels to people in Brent who are referred by partner agencies. Alongside food provision, we aim to offer signposting and safeguarding support to help individuals break the cycle of poverty and hunger. 

During the year, we have strengthened our operational systems, improved food supply management, and expanded our volunteer base. We have also embedded safeguarding practices more deeply into our distribution sessions, ensuring visitors are treated with dignity and respect. 

## Challenges 

- **Food Supply Management** : Understanding the volume of food required was a significant challenge. We learned important lessons about consumption patterns and the types of food most favoured by our visitors, enabling us to refine our stock planning. 

- **Volunteer Recruitment** : Sustaining a strong volunteer base required a recruitment process that was both flexible and robust. We faced the challenge of ensuring volunteers were appropriately placed in roles that matched their skills while safeguarding service users. 

- **Distribution Process** : Delivering a dignified, non-judgmental service was essential. Tailoring food parcels to individual needs while signposting visitors to partner organisations demanded careful coordination and training. 

- **Safeguarding** : We recognised the need for more and better-trained staff and volunteers who fully understood safeguarding processes, ensuring the safety and wellbeing of all visitors. 

- **Community Recognition and Fundraising** : A continuing challenge is ensuring Brent Food Bank is recognised across the borough as a vital service. Developing mature and robust fundraising processes remains a priority to secure sufficient finances and food supplies. 

## Lessons Learned 

- Listening to visitors and adapting food provision to their cultural and nutritional needs is critical. 

- Volunteer recruitment must balance flexibility with safeguarding, ensuring the right people are in the right roles. 

- Safeguarding training is essential for both staff and volunteers to maintain a safe environment. 

- Fundraising strategies must be strengthened to ensure long-term sustainability. 

- Building awareness of Brent Food Bank’s role in tackling poverty and hunger is key to community support. 

## Planned improvements 

Looking ahead, trustees will continue to: 

- Develop robust food supply forecasting and stock management. 

- Expand volunteer training, particularly in safeguarding and visitor support. 

- Strengthen fundraising processes to ensure financial resilience. 

- Enhance community engagement so Brent Food Bank is recognised as a cornerstone of support for those at risk of poverty and hunger. 

Page 25 of 33 



## Annual Report Brent Food Bank 2024-2025 


## Financial Review 

## Summary of Financial Position 

This table below shows the income and expenditure of Brent Food Bank first accounting period as an independent Charity (13 months from 1[st] March 2024 to 31sy March 2025). 

We ended the year in a strong position due to the generosity      of Trussell      and prudent financial management by the Trustees, with a closing balance of £189.746, which included provision for a cash reserve as detailed below. 

|Type|Unrestricted|Restricted|Total|
|---|---|---|---|
|Total Income|468,764|187,383|656,147|
|Total Expenditure|338,288|128,113|466,401|



It is important to acknowledge that both figures encompass the receipt and allocation of "in-kind contributions," which primarily consist of food and other items donated to the food bank by corporations, groups, and individuals. 

## Sources of Income 

The following table shows the grant funding provided by Trussell      to enable us to start the charity and operate in the first year. The Financial Inclusion, Strategic Facilities and Strategic Resources grants were all restricted to specific uses, including having Brent Citizens Advice, the first years rent for the Warehouse and paying the Development Lead. 

|Description|Amount|
|---|---|
|Emergency Grant3|10,000.00|
|Strategic Facilities|18,000.00|
|Strategic Resources|35,420.00|
|Financial Inclusion|47,763.00|
|Sustainability|51,676.00|
|Start Up Grant|126,818.90|
|Total|289,678.00|



> 3 To allow payment of expenses required prior to the formal start in operations, insurances etc. 

Page 26 of 33 



## Annual Report Brent Food Bank 2024-2025 


## Breakdown of Income Types 

This table shows the types of income we received during Fiscal Year 2024-25. This includes the grants received from Trussel, as detailed above as well as other donations received. The “In-Kind Contributions” shows the value of the food donated by the public, community and faith groups, 

|Source|Unrestricted|Restricted|Total|
|---|---|---|---|
|Corporate Contributions|76,243.00||76,243.00|
|Individual Contributions|35,434.00||35,434.00|
|In-Kind Contributions|225,071.00||225,071.00|
|Foundation Grants4|126,819.00|177,353.00|304,172.00|
|Government Grants||2,500.00|2,500.00|
|Other Grants|1,000.00|7,530.00|8,530.00|
|Interest Income|4,172.00||4,172.00|
|Other Income|25.00||25.00|
|Total Income|468,764.00|187,383.00|656,147.00|



## Expenditure 

Expenditures incurred by Brent Food Bank have been essential for its ongoing operations, with the primary costs allocated to staffing, including wages, Citizens Advice services, and the procurement of stock such as food, dignity items, and toiletries. The table below provides a detailed breakdown of expenditures by category for the fiscal year 2024-25, indicating amounts funded from both restricted and unrestricted sources. 

## **Brent Food Bank – Expenditure (First Year as Independent Charity)** 

|**Expenditure on**|**Unrestricted(£)**|**Restricted(£)**|**Total(£)**|
|---|---|---|---|
|Food Distribution Items|221,103|–|221,103|
|Food Packing,Toiletries,Gift Cards|9,965|4,339|14,303|
|Rent/Lease Expenses|630|22,500|23,130|
|Rates|5,518|–|5,518|
|Utilities(Gas,Electric,Water,etc.)|9,454|–|9,454|
|Wages and associated costs|77,948|39,639|117,587|
|Recruitment costs|263|549|812|
|Travel and Accommodation|34|–|34|
|Training|24|2,616|2,640|
|Phone,Printing,Office Expenses|6,628|–|6,628|
|Subscriptions|216|–|216|
|Software expenses|1,268|152|1,420|
|Professional Services(Legal,Accountancy,Data fees)|735|2,730|3,465|
|Financial Inclusion|53,487|–|53,487|
|Insurance|64|1,736|1,800|
|Bank Charges|340|–|340|
|Motor expenses|755|365|1,120|
|Repairs and Maintenance|3,266|–|3,266|
|Depreciation|78|–|78|
|Total Expenditure|338,288|128,113|466,401|



4 Includes startup grants from Trussell 

Page 27 of 33 



## Annual Report Brent Food Bank 2024-2025 


## Reserve policy 

The Cash Reserve is a designated fund established by the Board of Trustees. The minimum cash reserve requirement is determined to adequately support ongoing operations and programs for a specified period, measured in months. 

Cash Reserves serve an adaptive purpose and are subject to periodic review and adjustment in response to both internal factors and external circumstances. 

The minimum (floor) level of the Cash Reserve Fund is set at the equivalent of three (3) months’ average essential operating expenses, while the target minimum reserve is established at six (6) months’ average essential operating costs. 

Average monthly operating costs are calculated to include all recurring and foreseeable essential expenditures, such as salaries and benefits, occupancy, travel, program expenses, and ongoing professional services. 

Page 28 of 33 



## Annual Report Brent Food Bank 2024-2025 


## Principal Risks and Uncertainties 

Brent Food Bank operates in an increasingly complex and pressured environment. As demand for our services grows, so too do the risks that could impact our ability to deliver vital support to those in crisis. The following outlines our key strategic and operational risks: 

## Income Generation Risk 

Our principal source of income— **grants from charitable foundations and public bodies** —is increasingly competitive and uncertain. Many funders are experiencing reduced budgets or shifting priorities, making multi-year funding harder to secure. In addition: 

- **Individual donations** fluctuate seasonally and are sensitive to cost-of-living pressures. 

- **Corporate giving** , while valuable, is often short-term and project-based, lacking the consistency needed for core operational costs. 

Without sustained income growth, we risk being unable to meet rising demand or maintain essential services. 

## Rising Demand for Services 

We continue to see a **year-on-year increase in the number of service users** , driven by 

economic hardship, benefit delays, housing insecurity, and other systemic issues. This places strain on: 

- Food supply and logistics 

- Volunteer capacity 

- Signposting and support services 

If demand continues to outpace resources, we risk longer waiting times, reduced quality of support, and volunteer burnout. 

## Volunteer Capacity and Skills 

Our service delivery depends on a committed volunteer base. However, we face challenges in: 

- Recruiting enough volunteers to meet operational needs 

- Ensuring volunteers have the **skills required for critical roles** , including: 

   - Signposting to external services 

   - Safeguarding awareness 

   - Van driving and logistics 

- A shortage of skilled volunteers could compromise service quality and safety. 

## Decline in Food Donations 

We are seeing signs of reduced food donations from supermarkets, community partners, and other sources, due to: 

- Changes in retail surplus policies 

- Economic pressures on donors 

- Increased competition from other charities 

Page 29 of 33 



## Annual Report Brent Food Bank 2024-2025 


This forces us to **purchase more food** , increasing financial pressure and diverting funds from other areas of need. 

## Strategic Implications 

These risks are interconnected. For example, reduced food donations increase costs, which heightens income risk. Rising demand amplifies pressure on volunteers and food supply. To mitigate these risks, we are: 

- Diversifying income streams and strengthening grant applications 

- Enhancing volunteer recruitment and training 

- Building stronger partnerships with food suppliers and local networks 

- Monitoring demand trends and adapting service models accordingly 

Page 30 of 33 



## Annual Report Brent Food Bank 2024-2025 


## Future Development 

## Brent Food Bank: Future Communications Strategy 

Our future communications strategy is rooted in a clear ambition: to ensure that stakeholders and the wider Brent community understand who we are, what we do, and how we are breaking the cycle of poverty and hunger—not just by providing food, but by supporting the whole person. 

## Raising Awareness Across Brent 

We aim to build a deeper connection with the community by: 

- **Telling the full story** of our work—highlighting how we support service users with housing, benefits, mental health, and more 

- Ensuring that every resident, business, and local leader knows how to engage with and support Brent Food Bank 

## Expanding Our Digital Presence 

We will strengthen our online voice by: 

- Increasing activity on **Facebook, Instagram, and LinkedIn** to share updates, impact stories, and calls to action 

- Exploring **TikTok** as a new platform to engage **younger audiences** with short, powerful videos 

- Producing more **video content** that brings our mission to life—featuring service users (with consent), volunteers, and frontline stories 

We are also seeking to **partner with local media outlets like Brent TV** to co-create content that reaches diverse audiences across the borough. 

## Deepening Community Engagement 

We will increase direct communication and in-person engagement through: 

- **Open days and behind-the-scenes tours** of the foodbank, helping the public understand our operations and impact 

- Targeted invitations to local businesses, councillors, MPs, and mainstream political groups to foster shared ownership and advocacy 

- Strengthening our relationships with **faith groups, schools, and community organisations** to amplify our message and build trust 

## Strategic Goals 

This communications strategy supports our broader mission by: 

- **Mobilising support** —financial, food, and volunteer 

- **Reducing stigma** around food insecurity 

- Positioning Brent Food Bank as a trusted, proactive, and compassionate community anchor 

Page 31 of 33 



## Annual Report Brent Food Bank 2024-2025 


## Acknowledgements 

As we reflect on our first year as an independent charity, this report marks a significant achievement in Brent Food Bank’s journey. Our success over the past year would not have been possible without the enduring commitment and generosity of our supporters. The trustees extend heartfelt thanks to everyone who has stood with us, and we warmly encourage your continued involvement and support as we look ahead to the coming years. Together, we can build on this strong foundation and ensure our vital work continues to make a real difference in the Brent community. 

- Our dedicated and hardworking volunteers, 

- The loyal and dedicated employees 

- Our partner organisations, including 

   - Trussell, 

   - St Marys, 

   - Lindsay Park Baptist Church, 

   - City Harvest 

   - The Felix Project 

- Individual and corporate donors including, 

   - Deliveroo 

   - NewRiverREIT, 

   - Wembley Park 

   - McVitie’s 

   - Santander 

   - Plandis Global 

   - Ingeus UK 

   - Old Oak and Park Royal Development Corporation 

- Faith groups in Brent including 

   - St George's RC Church SVP Group, 

   - Neasden BAPS Swaminarayan Temple 

   - St Andrews Church NW9 

   - Cornerstone Worship Church 

- Community Groups, including 

   - Park Royal Fire brigade 

   - Willesden Community Court 

- Education Establishments including 

   - Michaela Community School 

   - St Robert Southwell Primary School 

   - Roe Green Infant School 

- The local community, 

These contributions were instrumental in Brent Food Bank’s progress. Their efforts enabled the provision of essential food parcels to individuals in need, and the charity remains committed to sustaining this vital work in future years. 

Page 32 of 33 



Annual Report Brent Food Bank 2024-2025 


## Statement of Trustees’ Responsibilities 

We confirm that trustees are responsible for preparing the annual report and accounts in accordance with charity law and acknowledge our responsibility to ensure the charity keeps adequate accounting records and prepares financial statements that give a true and fair view of the charity’s finances. 

This report was approved by the charity’s trustee on 02/12/2025 and signed on their behalf by: 

|Trustee Full Name|Position|
|---|---|
|Matthew Linden|Chair|
|Signature|Date|
||02/12/2025|



Page 33 of 33 



## **Brent Foodbank** 

**Charity Registration Number: 1206072** 

# **Trustees’ Annual Report and Unaudited Financial Statements For the Period Ended 31 March 2025** 

## **Prepared in accordance with:** 

- The Charities SORP (FRS 102) 

- Financial Reporting Standard applicable in the UK and Republic of Ireland 

- Charities Act 2011 

## **Registered Office:** 

Vestry Hall, 21 Neasden Lane London, NW10 2TS England 

## **Contact Information:** 

**Website:** brent.foodbank.org.uk **Email:** info@brent.foodbank.org.uk **Phone:** 02037455972 




## **Brent Foodbank Statement of Financial Activities** 

## **For the period ended 31st March 2025** 

|**Income and endowments from:**|**Note**|**Unrestricted**|**Restricted**|**Total**|
|---|---|---|---|---|
|**Donations and Legacies**|2|336,748|-|336,748|
|**Grants**|2|127,819|187,383|315,202|
|**Investments**|2|4,172|-|4,172|
|**Other Income**|2|25|-|25|
|**Total Income**||**468,764**|**187,383**|**656,147**|
|**Expenditure on:**||**Unrestricted**|**Restricted**|**Total**|
|**Raising Funds / Cost of Generating Funds**||-|-|-|
|**Charitable Activities**|3|338,288|128,113|466,401|
|**Total Expenditure**||**338,288**|**128,113**|**466,401**|
|**Net Income/(Expenditure)**||130,476|59,270|189,746|
|**Transfers Between Funds**||-|-|-|
|**Net Movement in Funds**||130,476|59,270|189,746|
|**Reconciliation of Funds**|||||
|Total Funds Brought Forward||-|-|-|
|Total Funds Carried Forward||130,476|59,270|189,746|





## **Brent Foodbank Detailed Statement of Financial Activities** 

## **For the period ended 31st March 2025** 

|**Income and endowments from:**|**Unrestricted**|**Restricted**|**Total**|
|---|---|---|---|
|**Donations and Legacies**||||
|Corporate Contributions|76,243|-|76,243|
|Individual Contributions|35,434|-|35,434|
|In-Kind Contributions|225,071|-|225,071|
|**Grants**||||
|Foundation Grants|126,819|177,353|304,172|
|Government Grants|-|2,500|2,500|
|Other Grants|1,000|7,530|8,530|
|**Investments**||||
|Interest Income|4,172||4,172|
|**Other Income**||||
|Other income|25|-|25|
|**Total Income**|**468,764**|**187,383**|**656,147**|
|**Expenditure on:**|**Unrestricted**|**Restricted**|**Total**|
|**Charitable Activities**||||
|Food Distribution Items|221,103||221,103|
|Food Packing, Toiletries, Gift Cards|9,965|4,339|14,303|
|Rent/Lease Expenses|630|22,500|23,130|
|Rates|5,518||5,518|
|Utilities (Gas, Electric, Water, etc.)|9,454||9,454|
|Wages and associated costs|77,948|39,639|117,587|
|Recruitment costs|263|549|812|
|Travel and Accommodation|34||34|
|Training|24|2,616|2,640|
|Phone, Printing, Office Expenses|6,628||6,628|
|Subscriptions|216||216|
|Software expenses|1,268|152|1,420|
|Professional Services (Legal, Accountancy, Data protection fee)|735|2,730|3,465|
|Financial Inclusion||53,487|53,487|
|Insurance|64|1,736|1,800|
|Bank Charges|340||340|
|Motor expenses|755|365|1,120|
|Repairs and Maintenance|3,266||3,266|
|Depreciation|78||78|
|**Total Expenditure**|**338,288**|**128,113**|**466,401**|
|**Net Income/(Expenditure)**|**130,476**|**59,270**|**189,746**|
|**Transfers Between Funds**|||-|
|**Net Movement in Funds**|130,476|59,270|189,746|
|**Reconciliation of Funds**||||
|Total Funds Brought Forward|-|-|-|
|Total Funds Carried Forward|130,476|59,270|189,746|





## **Brent Foodbank Balance Sheet As at 31st March 2025** 

|**Note**<br>**Fixed assets:**<br>Tangible assets<br>6<br>**Total Fixed Assets**<br>**Current assets:**<br>Debtors<br>7<br>Stocks<br>8<br>Prepaid expenses<br>8<br>Cash and cash equivalents<br>8<br>**Total Current Assets**<br>Liabilities:<br>Creditors falling due within one year<br>9<br>**Total Creditors: amounts falling due within one year**<br>**Net current assets (liabilities)**<br>**Total assets less current liabilities**<br>**Total net assets (liabilities)**<br>**The funds of the charity**<br>Brought forward<br>Retained earnings<br>Surplus / (Deficit)<br>**Total charity funds**|**Unrestricted**<br>**Restricted**<br>**Total**<br>1,864<br>-<br>1,864|
|---|---|
||**1,864**<br>**-**<br>**1,864**<br>10,000<br>10,000<br>3,561<br>35,294<br>38,855<br>3,773<br>1,313<br>5,086<br>158,095<br>-<br>158,095|
||**175,429**<br>**36,606**<br>**212,036**<br>24,154<br>-<br>24,154|
||**24,154**<br>**-**<br>**24,154**<br>151,275<br>36,606<br>187,882<br>**153,139**<br>**36,606**<br>**189,746**<br>**153,139**<br>**36,606**<br>**189,746**<br>-<br>-<br>-<br>-<br>-<br>-<br>130,476<br>59,270<br>189,746|
||**130,476**<br>**59,270**<br>**189,746**|





## **Brent Foodbank Statement of Cash Flows** 

## **5 December, 2023 - 31 March, 2025** 

|**Cash flows from operating activities:**<br>**Net cash provided by operating activities**<br>**Cash flows from investing activities:**<br>**Office Equipment Cost**<br>**Net cash provided by investing activities**<br>**Cash flows from financing activities:**<br>**Opening Balance Equity**<br>**Net cash provided by financing activities**<br>**Net cash increase for period**<br>**Cash at end of period**|**Total**<br>**160,037**<br>-     1,942|
|---|---|
||**-     1,978**<br>-|
||**-**|
||**158,095**<br>|
||~~**158,095**~~|





## **Notes to Financial Statements** 

## **1. Accounting Policies** 

## a) Basis of preparation 

These accounts have been prepared on a going concern basis under the historical cost convention. The trustees have reviewed the charity’s financial position and cash-flow forecasts, and they expect the charity to be able to settle its outstanding invoices, bills, and other commitments as they fall due. The trustees therefore believe that the charity has adequate resources to continue in operational existence for the foreseeable future. 

The accounts have been prepared in accordance with: 

- The Charities SORP (FRS 102) 

- FRS 102 

- The Charities Act 2011. 

## b) Fund accounting 

- Unrestricted funds may be used for any of the charity’s purposes. 

- Restricted funds are used in accordance with specific donor/funder terms. 

## c) Income recognition 

Income is recognised when: 

- The charity is entitled to the income. 

- It is probable that the income will be received. 

- The amount can be measured reliably. 

## In-kind contributions 

In-kind contributions consist of non-cash contributions such as food items, toiletry products, and other consumable goods provided to the charity for use in its charitable activities. 

Income is recognised when: 

- They are received. 

- The value can be measured reliably. 

These contributions are measured at their fair value at the date of donation and valued on a per-kilogram basis using comparable market prices. 

Fair value per kg is determined using one or more of the following methods: 

- Estimated retail value per kg based on comparable items in local supermarkets or suppliers; 

- Wholesale price per kg where goods are donated in bulk; or 

- A reasonable and supportable per-kg value provided by the donor, where appropriate. 



A corresponding expense is recognised when the donated goods are distributed or used in the charity’s operations. Any stocks of donated goods held at the year end are recognised as inventories at the lower of cost (fair value at donation) and net realisable value. 

d) Expenditure recognition 

Expenditure is accounted for on an accruals basis. Support and governance costs are allocated to charitable activities on an appropriate and consistent basis. 

e) Tangible fixed assets 

Tangible fixed assets costing £100 or more are capitalised and depreciated on a straight-line basis over their estimated useful lives, which are normally five (5) years. 

f) Functional and Presentation Currency 

All amounts in these financial statements are presented in UK Pounds Sterling (£), which is the functional and presentation currency of the charity. 



## **2. Income** 

|**2. Income**||
|---|---|
|Source<br>Corporate Contributions<br>Individual Contributions<br>In-Kind Contributions<br>Foundation Grants<br>Government Grants<br>Other Grants<br>Interest Income<br>Other Income<br>Total Income|Unrestricted<br>Restricted<br>Total<br>76,243<br>–<br>76,243<br>35,434<br>–<br>35,434<br>225,071<br>–<br>225,071<br>126,819<br>177,353<br>304,172<br>–<br>2,500<br>2,500<br>1,000<br>7,530<br>8,530<br>4,172<br>–<br>4,172<br>25<br>–<br>25|
||468,764<br>187,383<br>656,147|



|**3. Analysis of Expenditure on Charitable**|**3. Analysis of Expenditure on Charitable**|**Activities**||||
|---|---|---|---|---|---|
|Description|Activities|Grant funded||Support|Total|
||undertaken directly|activity||costs||
|Food Distribution Items|221,103||–|–|221,103|
|Food Packing, Gift Cards,|14,303||–|–|14,303|
|Toiletries||||||
|Rent/Lease Expenses|–||–|23,130|23,130|
|Rates|–||–|5,518|5,518|
|Utilities|–||–|9,454|9,454|
|Wages and associated costs|–||–|117,587|117,587|
|Recruitment|–||–|812|812|
|Travel & Accommodation|–||–|34|34|
|Training|–||–|2,640|2,640|
|Phone, Printing, Office|–||–|6,628|6,628|
|Subscriptions|–||–|216|216|
|Software|–||–|1,420|1,420|
|Professional Services|–||–|3,465|3,465|





|Financial Inclusion<br>Insurance<br>Bank Charges<br>Motor Expenses<br>Repairs & Maintenance<br>Depreciation<br>Total Expenditure|–<br>53,487<br>–<br>53,487<br>–<br>–<br>1,800<br>1,800<br>–<br>–<br>340<br>340<br>–<br>–<br>1,120<br>1,120<br>–<br>–<br>3,266<br>3,266<br>–<br>–<br>78<br>78|
|---|---|
||235,406<br>53,487<br>177,508<br>466,401|



## **4. Net Income/(Expenditure)** 

|Fund Type<br>Unrestricted<br>Restricted<br>Total|Amount<br>130,476<br>59,270|
|---|---|
||189,746|



## **5. Transfers Between Funds** 

There were no transfers between unrestricted and restricted funds during the year. 

## **6. Fixed Assets** 

|Description<br>Office Equipment<br>Laptop<br>Mobile Phone<br>Total Fixed Assets|Cost<br>Depreciation<br>Net Book Value<br>490<br>51<br>439<br>1,252<br>22<br>1,230<br>200<br>5<br>195|
|---|---|
||1,942<br>78<br>1,864|



## **7. Debtors** 

Description 2025 Debtors 10,000 



## **8. Current Assets** 

|Description<br>Stocks<br>Prepaid Expenses<br>Cash in Bank<br>Total|Unrestricted<br>Restricted<br>Total<br>3,561<br>35,294<br>38,855<br>3,773<br>1,313<br>5,086<br>158,095<br>–<br>158,095|
|---|---|
||175,429<br>36,606<br>212,036|



## **9. Creditors** 

|**9. Creditors**||
|---|---|
|Description|2025|
|Creditors falling due within one year|24,154|



## **10. Funds Reconciliation** 

|Fund<br>Unrestricted<br>Restricted<br>Total|Brought Forward<br>Movement<br>Carried Forward<br>–<br>130,476<br>130,476<br>–<br>59,270<br>59,270|
|---|---|
||–<br>189,746<br>189,746|



## **11. Staff Costs** 

Wages and associated costs: 117,587 

Average Number of employees: 3.02 FTE 

The average number of employees during the period, on a full-time equivalent (FTE) basis, was 3.02. A total of 6 individuals were employed at various times during the reporting period. 

No employee earned over 60,000. 

## **12. Trustees and Related Party Transactions** 

No trustee received remuneration or was reimbursed for expenses during the period. There were no related party transactions during the period and no balances outstanding with related parties at the period end. 



**Independent Examiner’s Report** 

## **Independent Examiner’s Report to the Trustees of Brent Foodbank For the period ended 31 March 2025** 

## **Respective responsibilities of trustees and examiner** 

The charity’s trustees are responsible for the preparation of the accounts in accordance with the Charities Act 2011 and the Charities (Accounts and Reports) Regulations 2008 (as amended). 

As the charity’s gross income for the year was £656,147, the trustees consider that the charity is eligible for independent examination and is not required to have an audit under section 144(2) of the Charities Act 2011. 

It is my responsibility to: 

- examine the accounts under section 145 of the Charities Act 2011; 

- follow the procedures laid down in the general Directions of the Charity Commission; and 

- state whether any matters have come to my attention that give me cause to believe that material changes are required to the accounts for them to comply with charity law. 

## **Basis of independent examiner’s report** 

My examination was carried out in accordance with the general Directions given by the Charity Commission under section 145(5)(b) of the Charities Act 2011. 

An independent examination includes: 

- reviewing the accounting records kept by the charity, 

- comparing the accounts with the records, 

- making limited enquiries of the trustees, and 

- considering whether the accounts comply with the Charities SORP (FRS 102). 

As the income exceeded £250,000, I have carried out an enhanced examination, which includes additional procedures required for charities with income above this threshold. 

The procedures undertaken do not provide all the evidence that would be required in an audit, and consequently no audit opinion is given. 

## **Independence and ethical considerations** 

In accordance with the Charity Commission’s guidance _Independent examination of charity accounts: Directions and guidance for examiners (CC32)_ , I confirm that I am independent of the charity. 

The firm of which I am a director also provides bookkeeping services to the charity. I was not involved in the preparation or maintenance of the charity’s accounting records and I do not report to, nor am I subordinate to, the individual responsible for providing those bookkeeping services. 

The trustees have retained responsibility for the accounting records, accounting policies, judgments, and the presentation and disclosure of the accounts and have demonstrated that they act as informed management through active review and approval of the bookkeeping and accounts preparation. 



I am a member of the Association of Chartered Certified Accountants (ACCA) and, in carrying out this independent examination, I have complied with the FRC Revised Ethical Standard, applying appropriate safeguards to address potential threats to independence arising from the provision of bookkeeping services by the firm. 

## **Independent Examiner’s Statement** 

In the course of my examination, no matter has come to my attention: 

1. which gives me reasonable cause to believe that in any material respect: 

   - the accounting records were not kept in accordance with section 130 of the Charities Act 2011; 

   - the accounts do not accord with the accounting records; or 

   - the accounts do not comply with the relevant requirements of the Charities SORP (FRS 102) and the Charities (Accounts and Reports) Regulations. 

2. or to which, in my opinion, attention should be drawn to enable a proper understanding of the accounts. 

## **Conclusion** 

In my opinion, based on the work undertaken, no matter has come to my attention to suggest that, in any material respect, the accounts do not comply with the Charities Act 2011 and the applicable accounting requirements. 

## **Independent Examiner Details** 

Name: Shahzad Khan Professional Qualification: ACCA Firm: City Heights Accounting Services Ltd Address: Suite 4, Unimix House, Park Royal, London, NW10 7TR 


Signature: Date: 13 January 2026