2021-03-31-accounts

ASTON-MANSFIELD (A company limited by guarantee)

REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

Charity Registration Number: 220085 Company Number: 48350

ASTON MANSFIELD

REPORT AND FINANCIAL STATEMENTS

YEAR ENDED 31 MARCH 2021

Contents	Page
Reference and administrative information	1
Trustees’ report	2 - 20
Auditors’ report	21 - 23
Statement of financial activities	24
Balance sheet	25
Cashflow statement	26
Notes to the financial statements	27 - 42

ASTON-MANSFIELD

REFERENCE & ADMINISTRATIVE INFORMATION

YEAR ENDED 31 MARCH 2021

Trustees	Christopher C Keen (Chairman)
	Rev Paul Regan
	Noor Choudary
	Alex Minford (Treasurer)
	Mahendra Savjani
	Rehan Akhtar
	Diana Hofler (Resigned 11 June 2021)
	Emily Miles
	Dr Joanne Beckmann
	Rev Jeremy Fraser
	Mr Mohammad Khan
	Mr Asif Mangera
Chief Executive Officer	Claire Helman
Secretary	Eileen Da-Silva
Bankers	National Westminster Bank Plc	Co-operative Bank Plc
	Ground Floor, Gredley House	80 Cornhill
	1-11 Broadway	London
	Stratford	EC3V 3NJ
	London
	E15 4WG
Auditors	Haysmacintyre LLP
	10 Queen Street Place
	London
	EC4R 1AG
Solicitors	Russell-Cooke
	2 Putney Hill
	Putney
	London
	SW15 6AB
Registered Office	Durning Hall
	Earlham Grove
	Forest Gate
	London
	E7 9AB

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ASTON-MANSFIELD

TRUSTEES’ REPORT

YEAR ENDED 31 MARCH 2021

The trustees, who are also directors for the purposes of company law, present the annual report and the audited financial statements of the organisation for the year ended 31 March 2021 which have been prepared in accordance with the Statement of Recommended Practice - Accounting and Reporting by Charities (revised 2019) and the Companies Act 2006.

OBJECTIVES AND ACTIVITIES

The objects of the charity are to develop the community wealth of East London and promote a diverse and inclusive society in which all are free to participate. These are achieved through several structured programmes and a range of activities supporting people of all ages, creeds, cultures, and abilities, principally within the London Borough of Newham.

One Year On

It is late August 2021. This annual report covers the period from the beginning of April 2020 to the end of March 2021, which means it includes both the shock period when COVID-19 struck, our rapid and effective response to reinventing our services, and ourselves, and our adaptation over the months as the needs of the people we worked with changed, and the restrictions required us to open and close our community buildings several times. Our staff and volunteers have showed immense flexibility, creativity, adaptability, and commitment, and continue to do so, particularly given the environment in which we work in Newham.

The impact of the pandemic on Newham’s residents is amongst the worst in the country, with the highest death rate due to COVID-19. More than 27,000 extra people have had to claim benefits; while almost 17,000 have been placed on furlough – which is the highest in London. In a borough where 73 percent of residents are from minority ethnic communities, Newham has again been disproportionately harmed.

Half of all children in Newham live in poverty, making it the second poorest borough in England after Tower Hamlets. Hunger is a growing problem in the borough during the pandemic, and already just under a quarter of Newham’s children are food insecure, meaning they regularly miss meals or go hungry. The number of residents requiring support (claimant rates) have increased by over 240% between February 2020 and May 2021, the largest increase in London.

In response to COVID-19 and lockdown, we rapidly changed our existing services and developed new ones, offering a combination of virtual and physically based services to provide

• Food and vital supplies

• Social, learning and development, play and fitness activities and emotional support to children and young people

• Childcare for children of key workers and vulnerable children

• Emotional, social, and practical support to parents and carers

• Fundraising support to small community groups and voluntary sector organisations

This was in a context where we, like everyone around us, were learning how to operate in very different circumstances, with staff and volunteers experiencing the trauma and shock of the pandemic, and the challenges of home-schooling and caring for relatives and friends.

We increased our focus on working in partnership with the London Borough of Newham, the Clinical Commissioning Group (CCG), East London Foundation Trust (ELFT) and other voluntary and community sector organisations, and we collaborated with many others to be part of the Help Newham COVID-19 response, including emergency food distribution, befriending support, and emotional and practical support.

Whilst Durning Hall, our Community Building, has had to close during lockdowns, it was used as a Rapid Testing Centre by the local authority, as part of their COVID-19 testing services. We have continued to keep the Froud Centre open for our children and family work, throughout the pandemic.

All our services have remained opened, some entirely online, and others face to face, depending on restrictions. We

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TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2021

• Recently re-opened Durning Hall, our community centre in Forest Gate, welcoming back some of our community and small business tenants

• Are currently in the midst of our busy ‘in person’ summer schemes for children, transitional youth and young people with Special Educational Needs and Disabilities

• Are continuing to run our Youth4Youth leadership and social action programme, and Skills for Youth (SKY) employability programme for young people

• Have employed 2 Community Connectors, as part of our work with health partners and the London Borough of Newham, to transform the mental health system in Newham

We know that the restrictions caused by the pandemic change rapidly, and this snapshot of our situation in late August 2021 will constantly evolve. We have taken a cautious approach to the government’s removal of many restrictions, with most of our COVID-19 safety procedures remaining in place. In the coming months, we will continue to base our response to the pandemic on the principles that we should

• provide as much support to the local community and people we work with as we can, making sure that it is safe for staff and volunteers to do so

• draw on our existing expertise, resources, and networks, and not jump into areas where we really don’t know what we are doing

• work collaboratively with others, and support collaborative efforts across Newham

The year in numbers

During the year we have directly delivered services to around 600 children and young people, 50 families and about 72 organisations; an estimated additional 820 people have used our centres for sessional activities, and an additional 27 organisations rented office space.

Some 108 children have developed socially, physically, and creatively through a range of play experiences at our After School Club, Holiday Playschemes, and Breakfast Club. The children benefit from improved life-skills, confidence, and self-awareness, whilst the programme offers parents affordable wrap around care allowing them to participate in work, study, or training.

51 families used our Little Manor Supermarket, which provides free food and emotional and practical support to families

We have worked with around 473 young people. Over 160 young people have developed their ability to become successful and active citizens, contributing to their communities, through participating in our Young Achievers Group (YAG) for young people with special needs and disabilities, and the Youth4Youth leadership programme. Over 200 young people enjoyed our Wireless online programme, developing skills, and receiving support with practical and emotional issues arising through lockdowns. Some 74 young people have participated in our youth employability programme, SKY, learning practical skills and developing their social networks. We ran focus groups on a range of issues with 27 young people and have benefited from having 9 young volunteers as part of our youth team.

Around 20 community groups/organisations and some 820 people have learned, connected, and improved their wellbeing through participating in activities at our community centres, the Froud Centre and Durning Hall. In addition, 27 organisations rented office space.

We have been in contact with around 72 community groups/organisations, throughout the year, providing 51 with advice and guidance or direct fundraising support. This has resulted in raising £131,830 for community groups/organisations. Other support has included business planning, project design, monitoring and evaluation, website development, partnership and collaboration and financial management.

ACHIEVEMENTS AND PERFORMANCE

Strategy

This was the fourth year of implementation of our strategy, Creating the Future, a summary of which is below.

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TRUSTEES’ REPORT (continued)

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Creating the Future – In summary

VISION

We want to see more children, young people and families in Newham and east London leading happy healthy lives, realising their potential and unlocking their ambition.

MISSION

Using an integrated and community focused approach we will make long lasting change, offering opportunity, community and inspiration to children, families and young people in Newham and east London.

WE WILL

• Offer a continuum of support, through both direct delivery and signposting, from cradle to career. We will nurture relationships, offer opportunity, community and inspiration throughout our provision.

• Build on our current children and youth programmes, collaborating with inspirational and successful individuals and organisations to offer the best opportunities and experiences.

• Continue to develop and seek out partnerships with the community, voluntary, public and business sectors to ensure that our work is relevant, complementary to other service provisions, sustainable and embedded in best practice.

• Give children, young people and families greater opportunities to thrive and flourish, we will share our expertise and methodologies with other organisations to help inform best practice in the sector.

MAJOR CHANGES

• A move away from our focus on community buildings. Instead we will focus on people-oriented service provision and effective signposting.

• Shifting our voluntary sector capacity building work to focus on organisations working with children, young people and families and development of social enterprises.

• Growing our current children and families programme to include a wider age range and to be present in more geographical areas.

• Growing our youth programme. To cater to the wide and varied needs of young people in Newham and east London.

• Introducing a social enterprise aspect to our ecosystem to create more employment and training opportunities, particularly for young people, and to improve the financial sustainability of our work.

WAYS OF WORKING

• Ecosystems: we work with the ecosystem of organisations effecting children, young people and families, and we create a strong organisational ecosystem.

• ‘Giving something back’: building opportunities for people who have benefitted from our work to become part of the next generation of Aston-Mansfield, for example as volunteers, staff, supporters and ambassadors.

• An integrated approach: understanding that we are one element of people’s lives, and that by working with others within their networks we can improve our impact.

• Successful, ambitious and enterprising: continuing to learn, innovating, and staying relevant.

• Impact led: understanding and measuring the difference that we make and changing and adapting our work to improve our impact.

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TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2021

During 2020/21, our progress in relation to the strategy included:

• Developing and implementing new youth programmes, including SKY, our youth employability programme, Wireless, our online offer, and working with partners to support development of the young health champions scheme, and youth led research on adolescent mental health in Newham

• Growing our children’s programme by expanding our work with families to include food distribution, creation and delivery of activity play packs, and more extensive family support

• Making substantial progress with the refurbishment of our community space at the Froud Centre, in preparation for creating a new GP/Primary Care Centre at the Froud Centre

• Working on our planning application for redeveloping the Durning Hall site in Forest Gate

• Building stronger relationships with health and wellbeing partners in Newham

• Developing plans for a new governance model, so that our governance is more connected to local communities, more diverse and strongly influenced by diverse and local voices, and particularly by young people

Children and Family Work

Children’s programme

The Little Manor Play Project provides high quality, affordable wraparound care for children in Newham aged five to 12 and comprises breakfast, after school and holiday provision. It also offers emotional and practical support and free food to families. During the year, some 108 children have developed socially, physically, and creatively through a range of play experiences. The children benefit from improved life-skills, confidence, and self-awareness, whilst the programme offers parents affordable wrap around care allowing them to participate in work, study, or training.

As part of our COVID-19 response, we

• Provided breakfast and after school provision for children of keyworkers, and vulnerable children, during lockdowns

• Delivered weekly activity packs to Little Manor children during lockdowns. These are fun, tactile, and creative activities ensuring children continue to learn through play. At the end of the activity the children have created something they can keep and then share images of their creations with their Little Manor friends, via our on-line platform. Where possible, packs are delivered by hand (while observing social distancing rules) enabling the team the opportunity to have valuable face time talking to parents and children. Staff also film a demonstration video which is shared with the children.

• Distributed food to the families that we work with, with support from the Newham Food Alliance, City Harvest, and the Worshipful Company of Fishmongers, providing food to around 120 people from 30 families each week. For many families this has been very much appreciated, particularly when there were delays in the distribution of food vouchers from schools. We also had parents who felt anxious about going into supermarkets, and many who were isolating for health reasons. We created a safe environment where parents can “shop” one family at a time by booking slots to collect food. We also delivered food to families where necessary.

• Supported families experiencing very difficult issues, including bereavement, mental health, financial issues, housing problems, separation leading to parental conflict. We spent an increased amount of time supporting these families with one-to-one sessions that lead to appropriate signposting.

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YEAR ENDED 31 MARCH 2021

• Offered holiday playschemes during the Summer, and October and February half-terms. With government restrictions around space and bubble sizes, we were unable to work with the numbers we would usually cater for, but we did have 30 children attend during the Summer. We ran the scheme 4 days per week with a minimum of 2 off-site activities every week.

• We also ran the Transitional Youth project during the summer holidays and October half-term, for 2 days per week. During the summer, 16 young people attended the programme which consisted of 1 day per week participating in workshop-based activities and 1 day per week taking part in outdoor pursuits at Lambourne End.

During the year, we connected with 108 children from 78 families:

• 51 families used the supermarket

• 101 children received activity packs

• 82 children participated in our face to face sessions

• 26 children used Breakfast Club

• 50 children used Playscheme/ Transitional Youth

• 41 children used After School Club

Little Manor’s Big Family Cycling Adventure

Little Manor’s Big Family Cycling Adventure builds on the learning of our previous programme which worked with children from the Little Manor Play Project, teaching and developing cycling skills with primary school aged children. Based on feedback from families, we developed this programme to deliver similar training to parents of these children which will continue to improve and enhance the cycling experiences of children who initially took part.

Sessions target non-cyclists and novice cyclists (parents are grouped by ability based on a pre-project assessment). Sessions take place in our community centre and then move onto roads in the surrounding area as skills and confidences improve. At the end of each term a staff-led 'adventure' ride is planned together with staff and participants of the two previous courses. The adventure covers on and off-road cycling and celebrates the end of the learning sessions, and the improvement in skills which will have occurred. Each adventure is appropriate to the ability level of the group.

Each course of training that takes place includes simple bike maintenance workshops, advice on bike storage (vital for those who live in high-rise / overcrowded housing) and advice on purchasing affordable bikes through the 2nd hand market or Cycling for All scheme. This training provides invaluable sessions for families to spend quality time learning together. Those children that have previously been through the course are supported to take on a 'support and guidance' role for their parent. The project enables families in East London to cycle together and be confident in doing so.

Coronavirus restrictions meant that we had to put our project on hold for some months. We were keen to restart the programme in the summer, but we were unsure how families would feel about participating. Consultation with parents indicated that they would welcome the return of the programme, but with smaller group sizes. We reduced our groups to include only two families at a time.

Achievements include

• 18 children and 25 parents/older siblings have taken part in training and improved their cycling skills.

• 100% of participants who could not cycle can now cycle unaided.

• 51 participants have taken part in a Cycle Adventure.

• 100% of participants said they enjoyed the sessions.

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TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2021

• 49 participants reported having learnt something new.

• 100% of parents/older siblings surveyed said they felt more confident cycling because of the project.

• 100% of children surveyed think that they will now cycle more because of the project.

• Volunteers have improved their skills in supporting families to cycle.

• Several children took the lead role in the family, supporting their parents to learn new skills.

• Families reported huge enjoyment of learning together and with other families.

"This year has thrown way more challenges than I can remember but the importance of the project still rings through loud and clear. One of the biggest positive impacts I have enjoyed is the participants shared experience of all being learners together between the children and the relatives and subsequently learning at times from each other is very special to witness." (Damien, Cycling Instructor)

"I was excited when we finally got to do our cycle adventure, I got to show my mum how to check her bicycle safely which made me feel really helpful as It is usually my Mum explaining things to me." (Samina, Child participant)

"Having always taken my bicycle to someone else to repair it and make sure it is safe to ride. I feel confident enough now to do the basic checks needed to check for myself and even change the inner tube on a wheel. This is important for my family and I as we can save money doing something practical together that we already love to do." (Sheila, Participant, and parent to one participating child)

“I thought I was going to miss out on doing cycling because of the lockdown. I loved being on the bike and showing my mum how to stop safely. Our cycle adventure was the best." (Saul, Child participant)

"I cannot put into words how special it was that I got to see my child cycle on their own for the first time. It is something I thought I would not get to experience as I am not a confident cyclist and was not sure if I would be able to provide the opportunity on my own. Thankyou Little manor." (Evelyn, Participant, and parent to one participating child)

The Manor (Transitional Youth Project)

The Manor is a project for young people aged 12-14, aimed at building citizenship, independence, and diverse young leaders. Young people have a direct input in creating the rules and parameters required to ensure the smooth running of the programme; they are creators, not just consumers, which helps them to build ownership of the programme. Activities include developmental workshops, volunteer tasks, self-led activities, and outdoor pursuits. Participants also volunteer at Little Manor Supermarket.

During the summer holidays, 16 young people participated in The Manor, all of whom were from ethnic minorities. The programme included 45 sports, exercise, and leisure activities, including volunteering. Around 60% of these activities were new to all of the young people.

From evidence provided by registers, an online survey, the Feedback Dinner discussion and observations by staff and volunteers we know that:

• 14 young people gained new friends

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TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2021

• 16 young people volunteered and supported their local community by distributing food to local families

• 11 young people volunteered to repair and organise equipment that is used by children and young people in other programmes that we deliver (sorting skates and bike maintenance)

• 14 young people expressed a desire to volunteer in the future

• 4 young people had their first experience of cycling on the road

• 16 young people took part in activities that they did not know existed therefore broadening their life-experiences

• 14 young people reported that the de-escalating situations workshop had given them more confidence in diffusing and dealing with confrontation

• 11 young people gained strategies in how to manage their time and recognised how good time management can improve mental well-being

• 16 young people were engaged in several activities which helped improve skills in teamwork, co-operation, communication, and tolerance

• 11 young people gained strategies to help improve their listening and communication skills

• 14 young people became more knowledgeable about recognising prejudicial language and behaviours

• 14 young people gained a better understanding of how to manage their money, identifying the difference between needs and wants, the importance of saving and pensions

The group had diverse needs and included:

• 1 young person who had been bullied at school for two years and was being bullied online during the summer (this information was brought to our attention during the summer programme)

• 1 young person who had not left their home since the lockdown started in March due to anxiety

• 1 young person who had been newly diagnosed with autism

• 1 young person with ADHD

• 1 young person with suspected ADHD (parent seeking diagnosis)

• 1 young person who had recovered from leukaemia but had recently experienced undiagnosed seizures which were affecting their self-esteem

• 1 young person living with an older sibling involved in gang crime and drug trafficking

• 1 young person who had lost a family member to Covid-19

• 2 young people whose social engagement outside of school is solely through social media

The young people who have participated in this project have developed skills, confidences, and networks as a result of the activities. They have developed a peer network and explored issues to which young people at this impressionable age are particularly vulnerable. We have seen the young people meet new friends, become more confident and engage in positive, and impactful behaviours, and develop a sense of responsible citizenship.

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TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2021

“I’ve always tried to find Playschemes for my son to attend but as he started secondary school there wasn’t really anything suitable. They were either for a couple of hours a day which wasn’t suitable as I work, or the setting seemed too childish. We live in Stratford and I’m not comfortable with him just hanging out with his friends nor do I want him sitting at home on his PlayStation all day. Since finding The Manor no other setting can compare. There was a great programme in the summer and despite what’s been going on they managed to create a fun packed programme which my son thoroughly enjoyed! Not only did they have fun activities they also did some volunteering i.e. helping distribute food at the setting for people in the local community, volunteering to help with the younger children’s activities. They also learnt life skills like cooking and money management. This summer was even better for me as they also provided a healthy lunch which was fantastic. He always looked forward to attending The Manor and when it was the last week, he was sad. We can’t wait to do it again.” (BT, Parent) ***

“The Manor was a lifeline for myself and my daughter. In the last few years my daughter had had some serious health issues which have had an effect on her confidence and caused me to become very protective where I allow her to go without me. In particular this year she had an unexpected seizure which she now is required to take medication for. Seizure is usually unexpected yet despite being newly diagnosed the Manor Team were very keen for my daughter to still attend. They ensured all the necessary medical forms were updated and the instructions and procedure to administer emergency medication fully understood should my daughter require it. I can’t begin to tell you how much this meant to me. It allowed my daughter to attend the holiday club like any other child at the same time giving me piece of mind!

The staff are amazing and my daughter on most days came home full of conversation about the day. This year because of the Covid 19 situation like most patents I had concerns how the children would be kept safe. The Manor communication was excellent and very transparent. We were asked not to send the children with any items from home to reduce risk, which meant the children had to prepare their own lunches, which I personally thought was a great idea in teaching children to become slightly more independent and learn about what is a balance diet for lunch.

My daughter is now 13 and in the transitional group I think the budgeting exercise the children had was excellent, because often at this age children have no sense of budgeting as unfortunately it is not normally taught in the schools. Also I like the fact the children were volunteering at the food bank this was a new experience for my daughter but one I know she would like to do again.

My one suggestion would be if it was possible that the transitional group was able to run for more than two days a week. I would just like to take this opportunity to say a big “THANK YOU” to all the amazing staff at The Manor.” (TD, Parent) ***

“I enjoyed the mountain biking since I’ve never done it before, it was challenging but, in the end, it was pretty simple and fun. I also enjoyed volunteering even though at the end I was really tired because I was there for the whole day. I quite liked preparing my own lunch because I felt like I was being independent for myself and doing things for myself. If I wasn’t at the Manor, I probably would’ve sat in the house doing nothing. I would like to attend the programme again as it boosted my confidence and tried new things, I never thought I would do. I liked learning new games and the prejudice workshop made me think a lot. I also enjoyed the money management workshop. I liked when we went to Lambourne End and did activities some were fun, and some were scary but all in all I enjoyed it.”

(LM, Participant)

“I really liked going to The Manor as we get to do lots of fun things. Plus I get to see my non-school friends and I got to do some volunteer which was different but good. It taught me that giving back is good and that in real life when I’m an adult working can be fun.

I’ve learnt how to repair my bike which is a good skill to have and also have to cook from scratch and now I can make food for my mum and sisters.

If I wasn’t at The Manor, I’d just be at home on my PlayStation playing Fortnight with my friends.

Stratford isn’t that safe, and my mum doesn’t want me just hanging around the street or the park. So being able to go to The Manor was good as I learn how to be part of a team, made lots of friends, the staff are really nice, learnt life skills and also have lots of fun.”

(KF, Participant)

***

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TRUSTEES’ REPORT (continued)

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“Before and midway through my time at the Manor during the summer holidays I was going through a tough experience of bullying from boys at my school. The way I felt before the project started in the summer was very bad and I would end up getting upset most of the time, but my experience at the Manor had helped me get through it as I enjoyed everything we did. When I finally decided to speak up to my mum, we went in and talked to Loyda and Damien, who advised me on different stuff to do. Loyda helped me out a lot, as she arranged a meeting with my school. I was afraid of talking to the school but when she did that, we went on to resolve the problem. Loyda also helped me with applying for a new school that my other friends at the Manor attend and because of that I feel a lot more happier and comfortable with my education. The Manor made me feel much more motivated especially when it came to scenarios which might occur in school. I developed better friendships and the social skill of how to de-escalate situations.

I felt content when I made lunch and the ingredients, we were allowed to use to create our lunches and enjoyed the process of creating it and also adapting on my lunches from the creations of others.

What I found challenging was the active listening at the start but when the activity finished, I grew into it and learnt how to do it.

I enjoyed when we would go to Lambourne End every Wednesday and helping to serve the families at the supermarket on Thursdays. Volunteering for the families was my standout activity. I never expected that to happen. I enjoyed knowing that I was helping out other people.”

(ST, Participant)

Youth Work

Annual Youth Survey

• We received 37 responses for our annual youth survey of young people engaging with Aston-Mansfield. Key findings include:

• If allowed, young people would like to see more physical activities such as dance and being outdoors

• Education was the overwhelming issue that concerned young people, followed by employment and lack of training

• • The pandemic caused financial and health concerns, boredom, and anxiety about accessing learning

• 90% of respondents indicated that their confidence increased having engaged in Aston-Mansfield activities - 100% of respondents were very satisfied with the staff and the workshop/activity content

• 100% of young people would recommend Aston-Mansfield to their friends and family

Youth4Youth leadership programme

Youth4Youth (Y4Y) is a leadership development scheme for young people from around Newham. Diverse youth from across the borough who may not ordinarily meet or befriend one another come together for a series of team building and skills development sessions. As part of their journey toward becoming a change agent in their community, young people plan and deliver events and campaigns at different scales growing their confidence, experience, and networks.

We have recruited a diverse and motivated core group of Changemakers from across Newham. With representation from young males and females from Asian backgrounds (Bangladesh/Indonesia/Pakistan/Sri Lanka/Guyana) as well as representation from Black, White and Mixed Heritage (Jamaican, Nigerian, English, French, Congolese) We have one Filipino male, and one male and female from Colombia.

Unfortunately, as soon as the young people came back from a training residential, the country went into lockdown. There was a period where both staff and a couple of young people were sick from the virus and needed ample time to recover. As an organisation we had to take a responsive attitude towards the pandemic, the needs of the young people had to come first during these unprecedented times. We were determined to do everything we could to support the changemakers and keep them connected, engaged, and mobilised whilst ensuring their voices and the causes they were passionate about did not get forgotten during the crisis.

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TRUSTEES’ REPORT (continued)

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By readjusting our budgets, purchasing more equipment and software to move our programme online we were able to utilise new platforms that enabled us to be creative, accessible, interactive, and ultimately engaging. Nevertheless, the journey from planning to the actual delivery of social action projects was a challenging one.

Virtual Wellness Day Event

One group decided to deliver a virtual ‘Wellness Day’ event to promote mental health and wellbeing for children, young people, families, and the wider community to combat the challenges of the Covid Pandemic. The Changemakers thought this cause was of immense importance given the current circumstances and they wanted to utilise this opportunity to really make an impact.

The event was a success with a total of 54 Newham residents attending: - 21 Adults, 10 Children and 23 young people. Participants were asked for feedback at the end of each activity. 96% of the participants stated they enjoyed the event and felt encouraged to make more of a concerted effort to take care of their mental/physical health and well-being. 92% stated they would attend more virtual wellness events, 96% stated they felt there was a need for events like this especially during the Pandemic and 81% said they learned something new from the event.

Embracing Our Roots Campaign

In light of the Black Lives Matter movement and the worldwide protests that took place during lockdown against incidents of police brutality and racially motivated violence against black people, many young people noticed a build-up of resentment and racial intolerance amongst people who did not understand or support the movement. This inspired them to work towards a tolerance and acceptance campaign through the celebration of culture and identity.

They titled the campaign Embracing Our Roots and began by using Instagram to create a page where people of all ages and backgrounds were asked to submit content about their roots/culture/heritage. People from all walks of life were encouraged to share random facts, traditional music, clothing, landmarks, or food from their own backgrounds. It was also a platform to learn about the cultures and traditions of others and have conversations around shared similarities and differences. The Changemakers created a competition to generate interest and boost submissions in the form of a prize draw.

5 Changemakers managed the Instagram Campaign where they would also utilise features such as Instagram stories, polls, lives, and TV to create content addressing issues such as racism, prejudices, cultural appropriation, and discrimination. They also used the “Ask me a question” feature to open themselves up to community where people had the opportunity to ask them questions about their own backgrounds. Due to the diverse members of the group, we had questions ranging from: ‘What does a normal school day look like in Indonesia?’ ‘What food is served at a typical Jamaican wedding?’ ’A lot of my Filipino friends have tribal tattoo’s what is the meaning behind the shapes’? Over 100 people followed and engaged with the Instagram campaign @embrace_our_roots

In addition to the Instagram campaign the Changemakers in this group wanted to create an opportunity where they encouraged themselves to get to know their own roots and identities. They decided to create a Heritage E-book filled with cultural information from each of their backgrounds. The content included intergenerational conversations via interviews with their parents/grand parents and their migration stories, facts about their countries, recipes for traditional dishes, poems, art, traditions and much more. They also hosted a virtual cultural dinner party where the young people spoke about their traditional cuisines and ordered food from a different culture they had not experienced before.

The final two elements to the social action project were an Embracing Our Roots heritage pack tool kit and a Culture Clash virtual event. The Changemakers thoroughly enjoyed working towards a collective heritage E-book, they learned so much more about their own identities and cultures and were able to involve their families in the process. They wanted to encourage other young people and members of the community to create one of their own too, hence they decided to put together a Heritage Pack Tool Kit which they endeavour to send out to young people, schools, youth groups and community organisations.

The Culture Clash virtual event was an opportunity for the Changemakers to meet, celebrate and showcase the work they have been doing so far with the people that have been following and participating in their online campaign. They wanted to offer a safe space to continue the difficult conversations on issues such as prejudices, cultural appropriation, stereotypes, discrimination, and colourism. It was also an opportunity for them to disseminate their Heritage Pack Tool Kit and encourage the attendees to not only embrace their own roots and identities but to celebrate the differences and similarities of other cultures by being more tolerant and accepting. A total of 42 people attended the event- 13 adults and 29 young people, some took part in the discussions and others took part in the culture themed team challenges to see how well they know other cultures. Attendees were asked for feedback at the end of the event, 100%

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stated they enjoyed the event and felt encouraged to learn more about their own roots and culture and that of others. 74% said they learned something new from the campaign, 76% said there is a need to make people more aware of issues around discrimination, prejudices, cultural appropriation, colourism etc and 62% said they would continue to remain engaged with the Instagram campaign if it continued to run.

Wireless 2gether

Wireless 2Gether was designed to provide positive online activities to support young people aged 13 – 19 years living in the borough of Newham. The primary focus was to reduce isolation and improve the wellbeing of young people through an online series of sessions under 3 main themes:

• Learning and training

• • Emotional Support • Social activities

A total of 84 young people signed up to the project. 53 of whom were Male and 30 of whom were Female and 1 young person who did not wish to specify.

We recruited a diverse group of young people from across Newham, with representation from young males and females from Asian backgrounds (Bangladesh/Indonesia/Pakistan/Sri Lanka/Guyana) as well as representation from Black, White and Mixed Heritage (Jamaican, Nigerian, English, French, Congolese) We had one Chinese male, and one male and female from Colombia. With such a rich mix of races, cultures, abilities, and faith this cohort of young people highly reflects the diversity of the borough.

• Learning and Training – A series of online learning and training sessions took place via Zoom, including Time management and goal setting, Public Speaking, How to prepare for College/University, Nutritious food on a budget, Personal Branding and Networking, CV Writing, Resilience and Self Care, Preparing for Assessment Centres, Fitness Classes

• Action Learning Set – These structured sessions enabled the young participants to address challenging and complex issues,

• by virtually meeting fortnightly and working together to explore and resolve issues through reflection.

• Young Person Support - An opportunity for young people to receive one to one support, advice and guidance on any issues

• or concerns they may have whether it be regarding their mental health, educational concerns, family and life at home issues, financial difficulties, or employment concerns. This included:

• -Regular Whatsapp 1-2-1 session with a youth worker

• -Dedicated sessions to check in with a youth worker (open forum)

• -Signposting support services

• -Signposting opportunities

-Request telephone conversations with youth workers

• -Jabber with Jahed (a safe and open space for young people to discuss topical issues and current affairs)

• Social Activities- The aim of these sessions was to reduce loneliness and feelings of isolation amongst young people and to alleviate boredom. Sessions included: Induction Event, Games Nights, Quiz nights, Team Challenges, Online gaming sessions, Online Escape rooms, Netflix Party, Discussion sessions, Dinner and Hangout night

We asked a few of the participants to share their thoughts and experiences of the Wireless 2Gether project. Here are some of their responses:

“ I really enjoyed the wireless 2Gether Project, it kept me social and helped me throughout lockdown. It helped a lot when I was bored and was fed up with being at home all the time, being able to see people I already knew and meeting new people was really nice too. I benefited a lot from the project, mainly with the Fitness sessions we had as I became lazy and did not exercise at all during lockdown, I learned how to manage my time properly and how to be more resilient during this pandemic. Also the Jabber with Jahed sessions we did helped to broaden my horizons with the different opinions people had with different topics. The game sessions were especially entertaining, I like getting competitive with others almost like an incentive. The Netflix party we had was really good because we were blessed to have been able to order food from vouchers which we received, and it was nice watching a movie together with everyone. The virtual dinner party we had was delightful because we essentially had a jabber with Jahed, which I already enjoy, and we were able to order food to eat again during the call.”

S, 18

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“I want to say that I had an amazing time with the Wireless 2Gether Project because in my current situation and the pandemic I got to feel relief by socialising with other people, I learnt how to manage my time better, how to network and build a brand and I even managed to do a fitness class, I was allowed to take part with my camera off as I did not want to wear my headscarf while I exercised, it was nice that I was allowed to do that. The Wireless 2gether Project made me feel less lonely and still be able to make new friends, whilst socialising, taking action, having fun discussions, and learning, it was a good opportunity for everyone. I love the group; everyone is very nice, and I used the 1 to 1 support whenever I needed it. My favourite part of the project was the games nights, we should do more of the games night and I think we should do more competitions as everyone loved them. I would definitely take part again. Thank you all”

R, 16

“ The Wireless 2Gether Project is great, I think it was very helpful for us who may have felt bored or disconnected from people during lockdown. I personally benefited because we discussed a lot of issues and things happening in our lives that I wouldn’t have had the chance to otherwise, I’m grateful. I got some great advice to help me develop further into my career and I had a lot of fun through the games and competitions, I personally think the dinner party could have been themed or something, just to add to the atmosphere. Like Chinese day or order a different cultures food day ” N, 17

“Jabber with Jahed was very beneficial and it was nice to discuss various topics such as black lives matter, lockdown life, careers and aspirations etc. During lockdown there wasn’t much to do which is why I found the games sessions very fun and kept me entertained, especially the escape room challenge which we won. The fitness classes were also a good way to stay active as well as good advice from nutrition on a budget. I also received on to one support to help me look for apprenticeship schemes in engineering. The best part for me personally was the movie night as it was a good way to see everyone again and I enjoyed the free food”

A, 18

“ I thoroughly enjoyed the project; I attended a lot of sessions and was impressed with the variety of activities on offer. It was really nice being able to see my peers and I enjoyed learning with them and socialising with everyone too. I particularly enjoyed the resilience and self-care session, the time management and goal setting and group coaching. I took part in nearly all of the fitness classes and loved the quiz nights and games nights even though my team never won. I had a few technical difficulties accessing the project in the beginning as people could not see me and my camera kept freezing or nobody could hear me properly. I got sent a web cam and was able to access everything with no disruptions. I am very grateful; I hope we get to do this project again.” C, 19

Young Achievers Group

Throughout the pandemic we have supported young people and their families who are part of the long established Young Achievers Group (YAG), for young people with Special Educational Needs and Disabilities through weekly phone check in and activity packs that the young people can do with their families. When restrictions permitted, we hosted biweekly small group face to face sessions and delivered online sessions once a month. We also produced a newsletter that will use to raise the profile of the project.

Community Connectors

Community Connectors support service users within Newham Primary Care Network (PCN) who are experiencing mental health difficulties. We do this by assisting people to access sources of support, which are provided by a range of organisations, including the Voluntary and Community Sector. This includes advice and support around housing, immigration, debt, welfare benefits, employment, as well as help to overcome loneliness, or learn new skills, and attend support groups and social activities. Our holistic interventions focus on supporting service users to address their social needs and increase their independence, resilience, confidence, and selfesteem, which has a positive impact on their overall wellbeing.

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The clinical lead nurses, social workers, psychologists, and members of the multi-disciplinary Primary Care Network team referred 34 people to our North team for support between September 2020 and March 2021 (the frequency of referrals steadily increased, with the April-July 2021 figure currently standing at 38). The referrals have been varied; the top five reasons patients engaged with Community Connectors were:

• Social isolation/loneliness (13 people).

• Housing issues (7 people).

• Financial difficulties/debts (6 people).

• Low mood/needing emotional support (5 people).

• Anxiety about circumstances/struggling to cope (5 people) (Sept. 2020-March 2021)

The length of time we support service users is determined by each person’s needs and the outcomes of the interventions. There have been predominantly positive outcomes, each patient was provided with signposting or referred to community resources and given motivational and confidence-building support. The top six intervention outcomes (September 2020 to March 2021) were:

• Befriending, including telephone service or peer groups (10 people).

• Exercise, including walking groups, cycling (9 people).

• Financial advice/advocacy (8 people).

• Rights Advice/Legal Centres (7 people).

• Outreach services/centres (6 people).

• Foodbanks (6 people) (Sept. 2020-March 2021)

The longest period of support was eight months and a fifth of patients (n=6) were re-referred to the team for reasons ranging from completing therapy to new practical issues arising. This indicates the important role Community Connectors play within the PCN, as a source of assistance to patients even after we have finished an initial period of contact. In fact, we regularly advise colleagues about maximising the value of community resources in their own work. Community Connectors are active members of best practice networks, including sitting on the Social Prescribing Community of Practice Steering Group to develop the agenda for PCNwide forum and training. We represent the team at the Newham Black and Asian Minority Ethnic

(“BAME”) Health and Well-being Reference Group monthly group. These network relationships linked into our involvement with the Newham African Caribbean

Asian (NACA) Focus Group which is implementing recommendations on improving the experience of mental health services for “BAME” patients.

We have jointly run groups with assistant psychologists for young people to build confidence, provide techniques to reduce anxiety about return to education, and develop strategies to get into volunteering.

Whilst working remotely, we keep relationships at the centre of our service. Most requests and outcomes are linked to promoting overall (psychological, emotional, physical, social, and material) well-being which are exacerbated during lockdown. Our interventions build up

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people’s confidence in their ability to cope and be resilient. We provide a listening ear and enable each person to access community resources or make connections whilst engaging with their mental health interventions.

Voluntary Sector Capacity Building - Fitter Finance

Funded by City Bridge and London Borough of Newham, the Fitter Finance programme aims to improve the financial management of micro and small community and voluntary sector organisations in Newham. Our work has expanded during the pandemic, as it became clear that organisations needed practical to apply for funding, particularly from Trusts and Foundations.

Engagement, Review and Signposting

72 groups were contacted between April 2020 and 31st March 2021. The vast majority coming through the Newham survey being conducted weekly and then fortnightly as the year went on.

Funding support through Newham Council

26 organisations were contacted and reviewed through the council funding support programme. 60% of these have received advice, guidance, or direct funding support. This resulted in securing a total of £75K in funding with the largest grant to date being £50k.

City Bridge Trust Funding programme

34 organisations were supported with £56,830 secured to date 90% also received non-fundraising support, including:

• Website development

• Prospect listing research

• Application reviews

• Business planning support

• Project design

• monitoring and evaluation support

• Partnership and collaboration

• and finance-focused support.

Volunteering

The impacts of COVID-19 on Volunteering at Aston-Mansfield include

• Closure of our charity shop for much of the year, which meant that our dedicated team of charity shop volunteers spent several

• months not knowing if or when they would be able to return

• Less than a month into their 12 month placement our international volunteers from Colombia and India found themselves in

• lock down in a new country

• Adapting some volunteering roles to work remotely, and creating some new remote roles

Being able to volunteer not only provides practical work experience, contributing to the community also provides a sense of wellbeing. For many of our volunteers volunteering is their only chance to socialise and have meaningful interactions with others including members of staff, other volunteers, and the community. For these reasons It was critical that we adapted. Throughout the pandemic, the Volunteer Development Officer offered pastoral care to the volunteers that needed it. Where possible volunteers were given the opportunity of volunteering remotely in different departments.

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“As the pandemic hit, I could no longer continue my role in Fitter Finance and joined the Finance Department as a Finance Assistant working remotely. It was an experience I immensely enjoyed which got me back into paid work.”

“I found myself in a new country, in a new role, working remotely – something I have never done before. Although everything was online including all our team meetings, I learned so much. This wasn’t just new for me; it was new for everyone. I was supported and I learned so many things. Although I was away from home in a pandemic, I never thought about quitting volunteering”

“I live alone, and I have not been able to see any family, friends or come in and volunteer. Having these little chats helps and makes me feel like part of Aston-Mansfield I can’t wait to come back.”

With the introduction of volunteering from home the Volunteer Department has partnered with the University of East London’s Positive Psychology and Coaching Psychology masters programme to provide students with the opportunity to remotely coach young people on the S.K.Y programme.

We have managed to create new flexible opportunities for volunteering within the community and are excited by the work we are doing.

FINANCIAL REVIEW

The statement of financial activities shows a net income for the year of £106,684 (2020: Net expenditure of £259,458). Income increased by 20.89% in the year to £1,550,991. This increase is mainly attributable to funding from grants and other government support received during the period. The pandemic resulted in a sharp decline in the charity’s normal operations. Total expenditure decreased by 6.8% compared with prior year.

Other than bank deposits the charity does not hold investments.

Reserves Policy

The Trustees review on a quarterly basis the charity’s development and operational plans, future funding needs and its overall resilience and financial stability in light of its ability to meet its charitable objectives for the foreseeable future (usually a period upto 3 years).

The Trustees’ consideration takes into account the major risks to the organisation – see Risk Management above. Additionally, the Trustees consider the need to ensure viability of the charity beyond the immediate future, absorb setbacks and be able to take advantage of opportunities and new initiatives.

As discussed in the Trustees Report, Aston Mansfield Charitable Trust (“AMCT”)’ a connected charity (see Note 20 to the Accounts):

• is working with Newham Clinical Commissioning Group and a local GP practice to develop plans to create a GP / Primary Care Centre at the Froud Centre, Manor Park; and

• has commissioned an initial plan for the redevelopment of the Forest Gate Site

It is anticipated these impending capital and development works may have some short to medium term operational impact reducing revenues from existing property assets and requiring incremental staff and other costs to continue service provision without use of the Froud Centre or Durning Hall.

As this is likely to absorb brought forward reserves the Trustees have determined to adopt, during this transitional phase of investment in the future, a “zero level” reserves policy.

AMCT has historically provided the charity with an annual grant with a non-binding preference from the donor for this to be spent on special projects, capacity building or future projects as determined by the trustees. In view of operational impact of AMCT’s impending capital and development works AMCT has indicated that it will additionally support the charity in meeting its charitable objectives to the extent revenues are reduced or costs increased as a result of development at the Froud Centre or consequent to the redevelopment of the Forest Gate site.

The charity’s reserve position as at 31 March 2021 is disclosed in Note 19 to the Accounts. At 31 March 2021 the charity held total funds of £1,792,829 (2020 - £1,685,965) of which £1,474,125 (2020 - £1,501,434) represents the Endowment Fund, Restricted Fund £153,103 (2020- £77,225) and Unrestricted Fund £165,301 (2020 - £107,306).

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TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2021

For the reasons explained above, and having considered the charity’s income, expenditure and risks including Covid-19, the trustees are satisfied that the charity would remain viable for the foreseeable future even if no free reserves are held.

PLANS FOR FUTURE PERIODS

Our plans for implementing ‘Creating the Future’, our strategy which is outlined earlier in this report, include

• Focusing all our work on children, young people, and families – both direct delivery and signposting

• Continuing to grow our work with children and young people

• Developing a GP/Primary Care Centre at the Froud Centre in Manor Park. We hope to use this as an opportunity to create new community-based health programmes in partnership with a local GP practice, and to secure a long-term tenant for the building. We will also be changing the name of the Froud Centre to Aston-Mansfield Community Centre

• Working with the Aston-Mansfield Charitable Trust on the redevelopment of the Forest Gate site

• Improving the financial sustainability of the organisation, by improving the profitability of the property assets, and the ways in which the Aston-Mansfield Charitable Trust property assets are managed

STRUCTURE GOVERNANCE AND MANAGEMENT

Aston-Mansfield is a registered charity (number 220085) and a company limited by guarantee (number 48350). The charity is governed by its Articles of Association. These were revised in the light of current legislation and adopted by the members on 14 April 2010.

We have between 7 and 15 trustees at any one time, two of whom are appointed by Aston-Mansfield Charitable Trust. We aim to have a Board whose skills and diversity mix fit with Aston-Mansfield’s strategic direction, core activities and regulatory requirements. Trustees are appointed through an open recruitment process, which includes an interview with the Chair, and at least one other Trustee, followed by confirmation by the Board.

There is an induction process for new trustees which includes an induction pack, introductory sessions with the Chief Executive and management team, and project visits. New trustees are supported by more experienced trustees through a ‘buddying’ system.

The trustees meet at least six times a year. Trustees are updated on significant regulatory and sector developments, and participate in training on core issues, for example safeguarding.

The day to day management of the charity is delegated to the Chief Executive Officer who consults regularly with the Chairman and reports to the trustees at each of their meetings.

RISK MANAGEMENT

The trustees have a risk management strategy which comprises:

• An annual review of the principal risks and uncertainties that the charity faces. This includes assessing the key success factors, critical dependencies, constraint factors and key milestones and performance indicators for the major changes encompassed in our strategy, Creating the Future, and an analysis of the highest impact risks to which Aston-Mansfield is exposed

• The establishment of policies, systems, and procedures to mitigate risks

• Strategic and operational plans and an annual budget, and progress reporting against plans and budget

• The implementation of procedures designed to minimise or manage any potential impact on the charity should those risks materialise

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TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2021

The trustees have identified that the major risks are related principally to delays/blockages to redevelopment of the Durning Hall site, reputation risk due to redevelopment of Durning Hall site, the COVID-19 pandemic, failure to get sufficient returns on the development of a GP/Primary Care Centre at the Froud Community Centre in Manor Park , the risk of a major fire/flood/building related incident, exposure to a major safeguarding or data privacy incident, and long term financial sustainability. The Trustees have sought to mitigate risk where possible, particularly relating to ensuring that the organisation has access to appropriate governance, professional expertise, and management capability, and that there are plans for and investment in achieving financial sustainability.

On this basis the Trustees are satisfied that all material risks are managed effectively, and that the charity will be funded adequately for the foreseeable future.

PAY POLICY FOR SENIOR STAFF

The directors consider that the Board of Directors, who are the charity’s trustees, and the Chief Executive Officer comprise the key management personnel of the charity, in charge of directing and controlling, running, and operating the charity on a day to day basis. All trustees give of their time freely, and no trustee received remuneration in the year. Details of trustees’ expenses and related party transactions are disclosed in note 14 and note 20 of the accounts.

The pay of the Chief Executive is reviewed by the trustees annually, and a Remuneration Committee, whose role includes setting the remuneration of the Chief Executive, was established in July 2018. Any increase is based on benchmarking against pay levels in other comparator charities, and performance against agreed objectives.

PUBLIC BENEFIT STATEMENT

The trustees confirm that they have complied with the duty in Section 17 of The Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission in determining the activities undertaken by the charity.

The charity’s charitable purpose is detailed in its objects, which are to develop, for the public benefit, the community wealth of East London and promote a diverse and inclusive society in which all are free to participate.

Delivery of public benefit is achieved through direct provision of services through the charity’s work with children, young people, and families and through the use of its community buildings. The charity is actively engaged in working in partnership with other voluntary sector organisations, and the local authority to ensure an enhanced quality of life to members of the community.

FUNDRAISING PRACTICE AND PERFORMANCE

Aston-Mansfield's fundraising is largely focused on raising funds from Trusts and Foundations and earning income from the public through charity shop sales. The main source of income raised from the public is trading activity through the charity shop. Hence the charity is not signed up to any voluntary fundraising regulation. All fundraising activity is undertaken by Aston-Mansfield staff and volunteers, and there have been no complaints received by Aston-Mansfield about its fundraising activities.

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TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2021

SISTER CHARITY

Aston-Mansfield has a sister charity, Aston-Mansfield Charitable Trust (AMCT) to which Aston-Mansfield is connected. The two charities have similar objects, which encompass supporting and developing disadvantaged communities in East London.

Aston-Mansfield achieves its impact through the direct provision of services to children and young people and families, and through renting space in the community buildings to other groups and organisations in the not for profit sector. Additionally, it provides resources, expertise and training to other groups and organisations in the not for profit sector, thus enabling those organisations to deliver their services to their clients and communities. The Aston-Mansfield Charitable Trust is also a Registered Social Landlord, with AstonMansfield acting as the managing agent for its social housing

The two charities are separate organisations, each with their own Charity Commission registration numbers, governance arrangements and financial management processes and procedures. The Aston-Mansfield Board currently has 11 Trustees, 4 of whom are Trustees of AMCT. The AMCT Board currently has 7 Trustees, 3 of whom are not a Trustee of Aston-Mansfield. We believe this balance of shared knowledge and independence is beneficial for both organisations. Board meetings are held and minuted separately. It should be noted that Aston-Mansfield prepares and reports on completely separate Accounts with its own reserves and a clear Reserves Policy.

As Aston-Mansfield’s work meets AMCT’s funding criteria, the charity applies to AMCT for a grant on an annual basis. The size of the grant awarded depends on several factors including the level of disposable income available to AMCT, the performance of AstonMansfield in the previous year, and the areas of work for which the grant is sought. Aston-Mansfield reports regularly on its performance to AMCT. AMCT also awards grants to other charities, through an open application process, based on defined priorities and funding criteria.

The charity remains grateful to AMCT for its generosity in this matter, but recognises this arrangement is dependent on several factors, not least the current economic climate and property markets, and current support is no guarantee of future support. Aston-Mansfield acts as the managing agent for several AMCT’s properties, and this enables Aston-Mansfield to spend more of its voluntary income on direct work with its beneficiary groups.

Whilst Aston-Mansfield is extremely grateful to AMCT for the continued support of its work, the Trustees recognise this support is agreed on an annual basis and can never be guaranteed. Aston-Mansfield is therefore continually seeking new sources of voluntary income to guarantee the future of its services.

19

AsT0￿mANsFlELD TRUSTEEV REPORT (continued) YEAR ENDED 31 MARCH 2021 ai STATEMENT OF TRUSTEES RESPONSIBILMES The INstees {who are also the of Ihe M￿S￿e$l ts the rAHFKEes of o)mpany L8wl are responsit4e for preparEng the Trustees, Report and Ihe fin2noa sfatements ￿ arjxrdm vitlh unt￿ thgdom Am)unting Standards Iunrted gdom GenwdlyAwted Ao>JJnting Praji￿). Company law requires the trustees to prwe finan¢iaJ statenEnts fDreach fin￿(jaj Y￿ gisp a true and tar vtewol the State of affirs ofthe charytable t￿MPanY and ofthe ￿tY)￿￿￿g ￿urCeS and appla￿tion of resour￿. ￿ldudl￿g the in(xxne expeRditure. of the tharitable L￿mpanY for thatrkricmy. In prepap,ng these￿n￿ll￿ stakments the trustees Bre reqiJjred to.. Select ￿tiable 8(xx)unting pofKaes and then ap￿ consislenty. (knrve the melhcKls and prin•8 in the Claritses SOFF". Makejudgernents and estr"mates thate reasonable and prudw) &ate whether appb"(3ble UK A&￿￿nting stthards have Leri fL410￿, suw tr) any material depaMres disdosed and explpined in the ffnanlxal stalernents., Prep￿ the finanual stsleft￿ts cffl Ihe grffig ￿1$ Étis inapproprithto presume that Ihe tharitable ￿mPartY 711 contsnue in bmness The trustees are r&8ponsib￿ for keeping proper a(zountng r￿ that disdose vith reason2ble accuracy at any rjf the finanoal position ofthe tharttable tzmpanyand enab￿ them tr) ensjre thaithefin8n(xal stalements ryJtnplywilh the Companie5 Act 2008. They are also resFK)nsible for safeguarding the awts of the charita)le ctsnpany and her￿ for taking reasonsble steps for the prevention and detection offraud and ottv irwUl￿￿es. In so far as we are awwe". There is no rdev3nl au(fftinbrrtiation Of whith the ch￿Ilable(X)n￿￿y..s Jjthrtor ts a￿d The trustees have taken dl Ste￿￿ that they (JJ￿1 to have laken kn mae Ihemsth aware ofany relevant au(rrt information and to eslabltsh thel the auditrm. is aware of that informab"on. In preparing the Trustees Rem the Tn[St￿ tth ad￿t¥ of the exenwft availabk to smdl £x)mpanips and have not prepared a stralegc report Apwoved bythe Bowd on 21 SeptemLv2021 and spJned cffl LEhalfty. CCKeen Chainnan

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF ASTON-MANSFIELD

Opinion

We have audited the financial statements of Aston-Mansfield for the year ended 31 March 2021 which comprise the Statement of Financial Activities, the Balance Sheets, 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, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

• In our opinion, the financial statements:

• give a true and fair view of the state of the charitable company’s affairs as at 31 March 2021 and of the charitable company’s net movement in funds, including the income and expenditure, for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006.

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 Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity 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.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Trustees’ Report. 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.

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 there is a material misstatement in the financial statements or a material misstatement of the other information. 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:

• the information given in the Trustees’ Report (which includes the directors’ report prepared for the purposes of company law) for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the directors’ report included within the Trustees’ Report has been prepared in accordance with applicable legal requirements.

21

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF ASTON-MANSFIELD

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 Trustees’ Report (which incorporates the directors’ report).

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

• adequate accounting records have not been kept by the charitable company; or

• the charitable company financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of trustees’ remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit; or

• the trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies’ exemptions in preparing the trustees’ report and from the requirement to prepare a strategic report.

Responsibilities of trustees for the financial statements

As explained more fully in the trustees’ responsibilities statement set out on page 20, 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.

Auditor’s 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 an auditor’s report 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.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Based on our understanding of the charitable company and the environment in which it operates, we identified that the principal risks of non-compliance with laws and regulations related to regulatory requirements for Charities, Companies, GDPR, Employment law, Ofsted reporting and Health and Safety, and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006, the Charities Act 2011, income tax and payroll tax.

We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls), and determined that the principal risks were related to posting inappropriate journal entries to revenue and management bias in accounting estimate and application of controls around authorisation of expenditure and payments. Audit procedures performed by the engagement team included:

• Inspecting correspondence with regulators and tax authorities;

• Discussions with management including consideration of known or suspected instances of non-compliance with laws and regulation and fraud;

• Evaluating management’s controls designed to prevent and detect irregularities;

• Identifying and testing journals, in particular journal entries postings by unusual users or with unusual descriptions; and

• Challenging assumptions and judgements made by management in their critical accounting estimates.

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 auditor’s report.

22

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF ASTON-MANSFIELD

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 Auditor's 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.

Steven Harper Senior Statutory Auditor for and on behalf of Haysmacintyre LLP Chartered Accountants and Statutory Auditors 2021 27 September

10 Queen Street Place London EC4R 1AG

23

ASTON-MANSFIELD

STATEMENT OF FINANCIAL ACTIVITIES

YEAR ENDED 31 MARCH 2021

		Endowment	Restricted	Unrestricted	2021	2020
		Funds	Funds	Funds	Total	Total
		£	£	£	£	£
Income	Notes
Income from donations and legacies
Donations		-	-	146	146	3,316
Income from charitable activities
Grants	3	-	252,321	935,904	1,188,225	506,528
Project income		-	-	1,050	1,050	44,385
Rents and facility hire	4	-	-	182,664	182,664	623,413
Management and consultancy fees	5	-	-	-	-	21,935
Income from other trading activities
Shop sales		-	-	6,700	6,700	65,110
Other income	6	-	-	172,206	172,206	18,286
Total income		-	252,321	1,298,670	1,550,991	1,282,973
Expenditure
Expenditure on raising funds
Fundraising		-	-	(76,702)	(76,702)	(75,287)
Shop operating costs		-	-	(43,526)	(43,526)	(50,009)
Expenditure on charitable activities
Lifelong learning		-	(74,960)	(328,129)	(403,089)	(416,372)
Healthy living		-	(35,089)	(29,736)	(64,825)	-
Community development		-	(66,394)	(48,838)	(115,232)	(102,101)
Community buildings		(27,009)	-	(713,744)	(740,753)	(898,662)
Total expenditure	7	(27,009)	(176,443)	(1,240,675)	(1,444,127)	(1,542,431)
Net income/(expenditure)		(27,009)	75,878	57,995	106,864	(259,458)
Transfers between funds		-	-	-	-	-
Fund balances as at 1 April 2020		1,501,434	77,225	107,306	1,685,965	1,945,423
		--------------------------	---------------------	---------------------	-------------------------	-------------------------
FUND BALANCES AT 31 MARCH 2021		£1,474,425	£153,103	£165,301	£1,792,829	£1,685,965
		===========	=========	=========	===========	============

There were no recognised gains and losses other than those stated above.

No separate Summary Income and Expenditure Account has been produced as this statement incorporates all Income and Expenditure. Net income for the purposes of Companies Act 2006 excludes income and expenditure in respect of endowment funds.

Excluding movements on endowment funds, net surplus for the year was £133,873 (2020: net expenditure £232,449).

A full comparative Statement of Financial Activities is included at note 23.

The notes on pages 27 to 42 form part of these financial statements.

24

AsTO￿lIANSF1ELD Company Number. 48350 BALAt4CE SHEET AT 31 MARCH 21121 2021 2020 FIXED ASSErs Tangible assets 10 i.£fJ.770 1.705.465 CURRE￿￿ ASSET5 S￿¢￿5 and Wofk Iri Drog 347 6D3 66.IE9 sh a bank ard in 16>.172 CREDITORS: arnounts falling dve within (the year 3.4th? "; 1184.$721 CURRENT ASSETS 119.OS9 119.5001 NEf ASSETS Ll.7412,82Q £1,6kn,965 Eidowmeni Fund ReSt￿￿.ett FURG Llires'.pcled Fuid 16 1.474 42) 501.434 77,?25 1D7.306 18 165.301 TOTAL ASSETS AT 31 MARCH 2021 L1702.829 £1.685,965 The fjnanaal stA'.ements appro¥&l ￿ abthortsed lor Issje by Board of fhe I w.ees on 22 September 2021 ar￿ were signed beiuw op. os behalfty. Cnistop Chaimian lex Mfftiord The notes on paues 27 to 42 rorm par of Lhe finanp31 statwts.

ASTON-MANSFIELD

CASHFLOW STATEMENT

FOR THE YEAR ENDED 31 MARCH 2021

		2021	2020
	Notes	£	£
CASH GENERATED/USED IN OPERATING ACTIVITIES	13	168,058	(143,205)
CASH FLOWS FROM INVESTING ACTIVITIES
Purchase of tangible fixed assets	10	(730)	-
		--------------------	--------------------
(DECREASE)/INCREASE IN CASH AND CASH EQUIVALENTS IN THE		167,328	(143,205)
YEAR
Change in cash and cash equivalents in the reporting period
Cash balances at 1 April 2020		98,404	241,609
		---------------------	---------------------
CASH BALANCES AT 31 MARCH 2021		£265,732	£98,404
		=========	=========

The notes on pages 27 to 42 form part of these financial statements.

26

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

1. ACCOUNTING POLICIES

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

Accounting Basis

The financial statements have been prepared in accordance with 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) (second edition, effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Aston-Mansfield meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s). These financial statements have been drawn up in the historical accounting basis, except that certain freehold properties are carried at valuation.

The financial statements incorporate the assets and liabilities of The Lady Trower Trust (Registered Charity number 303172) under a charity commission scheme dated 1994.

The accounts are prepared in pounds sterling, rounded to the nearest pound.

Preparation of accounts on a going concern basis

The trustees consider there are no material uncertainties about the Charity’s ability to continue as a going concern. The review of our financial position, reserves levels and future plans gives Trustees confidence the charity remains a going concern for the foreseeable future.

In reaching this conclusion, the trustees have considered the impact of Covid-19 on the Charity and have reviewed cash flow forecasts covering a period of more than one year from the date of approval of these accounts

Critical accounting judgements and estimates

In preparing these financial statements, management has made judgements, estimates and assumptions that affect the application of the charities accounting policies and the reported assets, liabilities, income and expenditure and the disclosures made in the financial statements. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. No significant estimates, judgements or assumptions have been applied in the preparation of these financial statements.

Income recognition

Income from shop sales, rents and facility hire and management consultancy fees are accounted for when receivable. Grants are accounted for when the charity becomes entitled to the funding and donations are accounted for when received.

Expenditure

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to that 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.

Direct costs, including directly attributable salaries, are allocated on an actual basis to the relevant areas of programme activity. Overheads and other salaries are allocated between expense headings on the basis of time spent.

Support costs which include central office administration are allocated across the categories of cost of raising funds’, charitable activities and governance costs. The basis of allocation is set out in note 7 c). Governance costs are the costs associated with the governance arrangements relating to the general running of the charity, including costs of strategic planning for the longer term development of the charity.

Irrecoverable VAT is charged as a cost in the statement of financial activity.

27

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

Fixed Assets

Buildings are depreciated at a rate of 2% per annum.

Other assets are depreciated, in equal annual instalments, over their economic lives at the following rates:

Electronic equipment 25% Furniture and other equipment 15% Motor vehicles 25% Froud Centre Adventure Playground 10%

Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments, including trade and other debtors and creditors are initially recognised at transaction value and subsequently measured at their settlement value.

Stocks

Stocks are valued at the lower of cost, on a first-in-first-out basis, and net realisable value.

Operating leases

Rentals payable are charged on a time basis over the term of the lease.

Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

Debtors

Trade and other debtors are recognised at the settlement amount. Prepayments are valued at the amount prepaid net of any trade discounts due.

Creditors and provisions

Creditors and provisions 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.

Foreign currency translation

The charities functional and presentation currency is pound sterling. Monetary assets and liabilities denominated in foreign currencies are translated into sterling at the rates of exchange ruling at the balance sheet date. Transactions in foreign currencies are recorded at the rate ruling at the date of the transaction. All differences are recognised in the Statement of Financial Activities.

Employee benefits

These are funds subject to specific trusts generally declared by the donor or funds raised for a specific purpose.

• Short term benefits

• Short term benefits including holiday pay are recognised as an expense in the period in which the service is received.

• Employee termination benefits

• Termination benefits are accounted for on an accrual basis and in line with FRS 102.

• Pension scheme

Aston-Mansfield operates a defined contribution pension scheme for the benefit of its employees. The assets of the scheme are held independently from those of Aston-Mansfield in an independently administered fund. The pensions costs charged in the financial statements represent the contributions payable during the year.

Fund accounting

Funds held by the charity are:

• Unrestricted funds

These are general funds which can be used in accordance with the charitable objects at the discretion of the trustees.

28

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

1. ACCOUNTING POLICIES (Continued)

• Restricted funds

• These are funds subject to specific trusts generally declared by the donor or funds raised for a specific purpose.

• Endowment funds

These are permanent funds and must be held indefinitely consisting of two sites of land and property. They are not expendable. However, one of the endowed assets may be changed, for instance the proceeds arising from the sale of the property might be invested in other suitable forms of endowed investment or in the other endowed property. These funds arise from the amalgamation of The Lady Trower Trust with those of the charity in 1994.

Taxation

The charity’s activities are exempt from income tax and corporation tax. The charity is registered for Value Added Tax. Certain of the charity’s activities are exempt or non-business activities for Value Added Tax purposes and consequently the charity is unable to reclaim all the Value Added Tax it incurs on its purchases. Expenditure in these financial statements is therefore shown inclusive of Value Added Tax suffered.

2. LEGAL STATUS

The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of a winding up is limited to £0.50.

3.

4.

5.

up is limited to £0.50.
INCOME FROM GRANTS	2021	2020
	£	£
Grant income classified within income from charitable activities
Aston Mansfield Charitable Trust	719,097	379,000
Local government	133,557	-
Other statutory bodies	162,689	62,043
Corporate bodies	170,632	63,985
Trusts and Livery companies	2,250	1,500
	-----------------------	-----------------------
	£1,188,225	£506,528
	=========	=========
Income attributable to fundraising efforts is £383,770 (2020: £127,675).
RENTS AND SIMILAR INCOME	2021	2020
	£	£
Property rental income	144,312	584,072
Wayleave income	37,982	37,982
Facility hire	370	1,359
	-------------------------	-------------------------
	£182,664	£623,413
	==========	==========
CONSULTANCY	2021	2020
	£	£
Management and consultancy fees	-	21,857
Training	-	78
	------------------	------------------
	£-	£21,935
	========	========

29

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2021

6.	OTHER INCOME				2021	2020
					£	£
	Cost recoveries				16,591	17,283
	HMRC Coronavirus JRS				113,869	-
	Insurance claim				29,000	-
	Historical credit write back				12,386	-
	Sundries				360	1,003
					- ---------------------	- ---------------------
					£172,206	£18,286
					==========	==========
7.	EXPENDITURE	Staff	Support	Other direct	Total
		Costs	Costs	Costs	2021
		£	£	£	£
a)	Analysis of total expenditure
	Cost of raising funds
	Fundraising	67,287	9,415	-	76,702
	Shop operating costs	35,379	8,147	-	43,526
		------------------	------------------	------------------	------------------
		102,666	17,562	-	120,228
		------------------	------------------	------------------	------------------
	Charitable activities
	Unrestricted funds
	Lifelong learning	262,092	37,759	28,278	328,129
	Healthy Living	21,253	8,483	-	29,736
	Community development	35,089	13,749	-	48,838
	Community buildings	349,349	364,395	-	713,744
		----------------------	----------------------	----------------------	---------------------------
		667,783	424,386	28,278	1,120,447
		----------------------	----------------------	----------------------	--------------------------
	Restricted funds
	Lifelong learning	34,203	23,208	17,549	74,960
	Healthy Living	34,883	206	-	35,089
	Community development	32,699	20,143	13,552	66,394
	Community buildings	-	-	-	-
		----------------------	----------------------	------------------	----------------------
		101,785	43,557	31,101	176,443
		----------------------	----------------------	------------------	----------------------
	Endowment Funds
	Community buildings	-	27,009	-	27,009
		------------------	------------------	-------------------	------------------
	Total expenditure 2021	£872,234	£512,514	£59,379	£1,444,127
		=========	=========	=========	===========

30

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2021

7.	EXPENDITURE (continued)						Direct	Head	Total
							Costs	Office	2021
b)	Analysis of staff costs						£	£	£
	Cost of raising funds
	Fundraising						67,287	-	67,287
	Shop operating costs						35,379	-	35,379
	Charitable activities
	Unrestricted funds
	Lifelong learning						167,793	94,299	262,092
	Healthy living						40	21,213	21,253
	Community development						19	35,070	35,089
	Community buildings						272,624	76,725	349,349
	Central services						227,307	(227,307)	-
	Restricted funds
	Lifelong learning						34,203	-	34,203
	Healthy living						34,883	-	34,883
	Community development						32,699	-	32,699
	Endowment fund
	Community buildings
							-------------------	----------------	-------------------
	Total staff costs 2021						£872,234	£-	£872,234
							=========	=======	=========
	Total staff costs 2020						£870,801	£-	£870,801
							=========	======	=========
c)	Analysis of support costs	Admin	Property	Travel	Finance	Depreciat’n	Governance	Head	Total
		Costs	Costs	Costs	Costs			Office	2021
		£	£	£	£	£	£	£	£
	Cost of raising funds
	Fundraising	7,706	-	-	1,709	-	-	-	9,415
	Shop operating costs	872	6,263	-	-	-	1,012	-	8,147
	Charitable activities
	Unrestricted funds
	Lifelong learning	-	-	-	-	-	790	36,969	37,759
	Healthy living	-	-	-	-	-	166	8,317	8,483
	Community development	-	-	-	-	-	-	13,749	13,749
	Community buildings	37,449	253,271	2,989	20,358	499	19,752	30,077	364,395
	Central services	6,381	-	-	19,050	4,916	58,765	(89,112)	-
	Restricted funds
	Lifelong learning	13,956	180	-	-	-	9,072	-	23,208
	Healthy living	-	-	-	-	-	206	-	206
	Community development	20,143	-	-	-	-	-	-	20,143
	Community buildings	-	-	-	-	-	-	-	-
	Endowment fund
	Community buildings	-	-	-	-	27,009	-	-	27,009
		------------------	--------------------	-----------------	--------------------	----------------------	--------------------	----------------	---------------------
	Total support costs 2021	86,507	259,714	2,989	41,117	32,424	89,763	-	512,514
		========	=========	========	========	========	=======	=======	=========

Central services staff costs and support costs are allocated to each of the programmes dependent on the volume of activity.

31

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2021

7.	EXPENDITURE (continued)				2021	2020
					£	£
d)	Analysis of governance costs
	Legal, consultancy and professional fees				53,438	77,137
	Audit fees				16,026	17,300
	Health and safety				20,943	8,279
	Companies House				13	13
					--------------------	--------------------
					£90,420	£102,729
					========	========
		Staff	Support	Other direct	Total
		Costs	Costs	Costs	2020
		£	£	£	£
e)	Analysis of total expenditure – prior	year
	Cost of raising funds
	Fundraising	67,470	7,817	-	75,287
	Shop operating costs	39,856	9,945	208	50,009
		------------------	------------------	------------------	------------------
		107,326	17,762	208	125,296
		------------------	------------------	------------------	------------------
	Charitable activities
	Unrestricted funds
	Lifelong learning	210,900	78,694	10,722	300,316
	Community development	37,160	6,568	541	44,269
	Community buildings	436,970	433,359	-	870,329
		----------------------	----------------------	----------------------	---------------------------
		685,030	518,621	11,263	1,214,914
		----------------------	----------------------	----------------------	--------------------------
	Restricted funds
	Lifelong learning	48,640	46,750	20,666	116,056
	Community development	29,805	13,753	14,274	57,832
	Community buildings	-	1,324	-	1,324
		----------------------	----------------------	------------------	----------------------
		78,445	61,827	34,940	175,212
		----------------------	----------------------	------------------	----------------------
	Endowment Funds
	Community buildings	-	27,009	-	27,009
		------------------	------------------	-------------------	------------------
	Total expenditure 2020	£870,801	£625,219	£46,411	£1,542,431
		=========	=========	=========	===========

32

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2021

7.	EXPENDITURE (continued)						Direct	Head	Total
							Costs	Office	2020
f)	Analysis of staff costs – prior year						£	£	£
	Cost of raising funds
	Fundraising						67,470	-	67,470
	Shop operating costs						39,856	-	39,856
	Charitable activities
	Unrestricted funds
	Lifelong learning						142,654	68,246	210,900
	Healthy living						-	-	-
	Community development						24,943	12,217	37,160
	Community buildings						295,400	141,570	436,970
	Central services						222,033	(222,033)	-
	Restricted funds
	Lifelong learning						48,640	-	48,640
	Healthy living						-	-	-
	Community development						29,805	-	29,805
	Endowment fund
	Community buildings						-	-	-
							-------------------	----------------	-------------------
	Total staff costs 2020						£870,801	£-	£870,801
							=========	=======	=========
	Total staff costs 2019						£918,847	£-	£918,847
							=========	======	=========
g)	Analysis of support costs	Admin	Property	Travel	Finance	Depreciat’n	Governance	Head	Total
	- prior year	Costs	Costs	Costs	Costs			Office	2020
		£	£	£	£	£	£	£	£
	Cost of raising funds
	Fundraising	5,960	-	54	1,135	-	668	-	7,817
	Shop operating costs	677	9,242	26	-	-		-	9,945
	Charitable activities
	Unrestricted funds
	Lifelong learning	10,908	3,418	-	14,554	-	18,515	31,299	78,694
	Healthy living	-	-		-	-	-	-	-
	Community development	270	210	30	455	-	-	5,603	6,568
	Community buildings	54,424	226,390	4,157	59,899	1,201	22,360	64,928	433,359
	Central services	54,332	62	10	7,017	4,747	35,662	(101,830)	-
	Restricted funds
	Lifelong learning	14,361	5,453	-	2,628	-	24,308	-	46,750
	Healthy living	-	-	-	-	-	-	-	-
	Community development	8,000	2,483	407	1,647	-	1,216	-	13,753
	Community buildings	-	1,324	-	-		-	-	1,324
	Endowment fund
	Community buildings	-	-	-	-	27,009	-	-	27,009
		------------------	--------------------	-----------------	--------------------	----------------------	--------------------	----------------	---------------------
	Total support costs 2020	£148,932	£248,582	£4,684	£87,335	£32,957	£102,729	-	£625,219
		========	=========	========	========	========	=======	=======	=========

33

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2021

8.	NET INCOME	2021	2020
		£	£
	Net income is stated after charging:
	Professional advice insurance including trustee indemnity cover	598	598
	Depreciation	32,425	32,957
	Audit fees	16,026	17,300
		=======	=========
9.	STAFF EMPLOYMENT	2021	2020
		£	£
	Salaries and wages	751,317	727,678
	Social security costs	57,410	57,719
	Pension costs	49,742	45,199
	Other staff costs	13,765	21,670
	Redundancy payments	-	18,535
		----------------------	----------------------
	Total Staff Costs (Note 7)	£872,234	£870,801
		=========	===========

Two employees received remuneration for the year in the band £60,000 to £70,000 (2020 – 2) and pension cost of £26,299 (2020 – £23,690), werer paid in relation to these employees.

The average monthly number of employees during the year was made up as follows:

		2021		2020
	Part Time		Full Time	Part Time	Full Time
Community work	28		7	26	6
Central Administration	-		5	-	5
Fundraising	-		2	-	2
	-------		-------	-------	-------
	28		14	26	13
	===		===	===	===
Full time equivalents				2021	2020
The number of full time equivalent posts is				29.63	28.00
				=========	=======

The total employee benefits of the key management personnel of the charity were £86,809 (2020: £84,158).

34

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2021

10.	TANGIBLE FIXED ASSETS	Land and	Furniture and	Motor
		Buildings	Equipment	Vehicles	Total
		£	£	£	£
	Cost or valuation
	At 1 April 2020	2,155,448	998,614	51,453	3,205,515
	Additions	-	730	-	730
	Disposals	-	-	-	-
		-------------------------	---------------------	----------------------	-------------------------
	At 31 March 2021	2,155,448	999,344	51,453	3,206,245
		-------------------------	---------------------	----------------------	-------------------------
	Depreciation
	At 1 April 2020	458,441	990,158	51,451	1,500,050
	Charge for year	27,009	5,416	-	32,425
	Disposals	-	-	-	-
		-------------------------	---------------------	----------------------	-------------------------
	At 31 March 2021	485,450	995,574	51,451	1,532,475
		-------------------------	---------------------	----------------------	-------------------------
	Net Book Value
	At 31 March 2021	1,669,998	3,770	2	1,673,770
		===========	=========	==========	=============
	At 31 March 2020	1,697,007	8,456	2	1,705,465
		===========	=========	==========	=============
	All assets are used for charitable purposes.
11.	DEBTORS			2021	2020
				£	£
	Aston Mansfield Charitable Trust			16,659	12,571
	Rent Receivable			23,705	41,295
	Other debtors and prepayments			26,052	12,294
				-----------------------	-----------------------
				£66,416	£66,160
				=========	==========
12.	CREDITORS: due within one year			2021	2020
				£	£
	Deferred income			141,613	45,528
	Taxation and social security			-	15,643
	VAT payable			610	938
	Other creditors and accruals			71,213	122,563
				--------------------------	--------------------------
				£213,436	£184,672
				==========	==========

35

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2021

13.	RECONCILIATION OF NET MOVEMENT IN FUNDS TO NET	2021	2020
	CASH INFLOW FROM OPERATING ACTIVITIES	£	£
	Net movement in funds	106,864	(259,458)
	Depreciation and amortisation	32,425	32,957
	Decrease/(increase) in stocks	261	(154)
	Increase/(decrease) in creditors	28,764	15,201
	Decrease/(increase) in debtors	(256)	68,249
		-------------------------	------------------------------
	Net cash inflow/(outflow) from operations	£168,058	(£143,205)
		===========	============

14. DIRECTORS/TRUSTEES’ REMUNERATION

No director has received any remuneration or reimbursement of expenses (2020: Nil).

15. CHARITY COMMISSION SCHEME

Under a scheme approved by the Charity Commissioners in 1994, the Golden Jubilee Trust merged with Aston-Mansfield and Aston-Mansfield also became the corporate trustee of the Lady Trower Trust, which is the proprietor of the land at Lambourne End and Burges Road, East Ham. Their accounts are merged with those of this charity with effect from 1 October 1993.

16.

ENDOWMENT FUNDS			Movement in funds
	Balance at				Balance at
	1 April 2020	Income	Expenditure	Transfers	31 March 2021
	£	£	£	£	£
Land
Burges Road East Ham E6	180,000	-	-	-	180,000
Lambourne End	1,321,434	-	(27,009)	-	1,294,425
	------------------------	------------	------------------	----------------	------------------------
	£1,501,434	£-	(£27,009)	£-	£1,474,425
	===========	=====	========	=======	===========
	Balance at				Balance at
	1 April 2019	Income	Expenditure	Transfers	31 March 2020
	£	£	£	£	£
Land
Burges Road East Ham E6	180,000	-	-	-	180,000
Lambourne End	1,348,443	-	(27,009)	-	1,321,434
	------------------------	------------	------------------	----------------	------------------------
	£1,528,443	£-	(£27,009)	£-	£1,501,434
	===========	=====	========	=======	===========

Expenditure reflects depreciation of the Lambourne End Property.

36

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2021

17.	RESTRICTED FUNDS			Movement in funds
		Balance at				Balance at
		1 April	Income	Expenditure	Transfers	31 March 2021
		2020
		£	£	£	£	£
	Lambourne End – Lake	2,979	-	-	-	2,979
	East End Community	-	21,531	(11,590)	-	9,941
	Foundation
	London City Airport	3,000	-	-	-	3,000
	Community Connectors	-	63,007	(45,540)	-	17,467
	Big Lottery Fund Grant	28,101	62,689	(43,068)	-	47,722
	City Bridge Trust	21,223	24,500	(38,030)	-	7,693
	Legacy Income	17,860	-	(3,495)	-	14,365
	London Cycling Grant	4,062	1,994	(3,001)	-	3,055
	London Community
	-Response Fund	-	49,600	(21,405)	-	28,195
	LB Newham	-	29,000	(10,314)	-	18,686
		---------------------	--------------------	----------------------	----------------	---------------------
		£77,225	£252,321	(176,443)	-	£153,103
		=========	=========	=========	========	=========
		Balance at				Balance at
		1 April	Income	Expenditure	Transfers	31 March 2020
		2019
		£	£	£	£	£
	Lambourne End - Lake	2,979	-	-	-	2,979
	BLF Capital	1,324	-	(1,324)	-	-
	East End Community	-	10,000	(10,000)	-	-
	Foundation
	London City Airport Community	-	3,000	-	-	3,000
	Grant
	Youth Provider’s Partnership	-	41,358	(41,358)	-	-
	Big Lottery Fund Grant	28,468	62,043	(62,410)	-	28,101
	City Bridge Trust	31,055	48,000	(57,832)	-	21,223
	Legacy Income	19,000		(1,140)	-	17,860
	London Cycling Grant	2,225	2,985	(1,148)	-	4,062
		---------------------	--------------------	----------------------	----------------	---------------------
		£85,051	£167,386	(£175,212)	£-	£77,225
		=========	=========	=========	========	=========
	A full description of each fund is	shown at note 21.
18.	UNRESTRICTED FUNDS			Movement in funds
		Balance at				Balance at
		1 April	Income	Expenditure	Transfers	31 March 2021
		2020
		£	£	£	£	£
	General Fund	21,716	1,298,670	(1,240,675)	85,590	165,301
	Designated Fund	85,590	-	-	(85,590)	-
		------------------------	-----------------------	-----------------------	-----------------------------	------------------------
		£107,306	£1,298,670	(£1,240,675)	£-	£165,301
		===========	===========	=============	=============	===========

37

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2021

18. UNRESTRICTED FUNDS (continued)

	Balance at				Balance at
	1 April	Income	Expenditure	Transfers	31 March
	2019				2020
	£	£	£	£	£
General Fund	125,754	1,115,587	(1,340,210)	120,585	21,716
Designated Fund	206,175	-	-	(120,585)	85,590
	------------------------	-----------------------	-----------------------	-----------------------------	------------------------
	£331,929	£1,115,587	(£1,340,210)	£-	£107,306
	===========	===========	===========	=============	===========

During the year the designated funds was utilised on security and other cost associated with decanting of Durning Hall Flats as well as other one-off expenditure as agreed by the board. The designated funds have all been used in the year to support the work of the charity through the Covid-19 Pandemic.

19. NET ASSETS BETWEEN FUNDS Current year

Current year
	Endowment	Restricted	Unrestricted	Total
	Fund	Fund	Fund	2021
	£	£	£	£
Fixed Assets	1,669,999	-	3,771	1,673,770
Current Assets	-	153,103	179,392	332,495
Current Liabilities	(144,672)	-	(68,764)	(213,436)
Inter-fund Loan	(50,902)	-	50,902	-
	------------------------	--------------------	-------------------	------------------------
Net Funds	£1,474,425	£153,103	£165,301	£1,792,829
	===========	=========	=========	==========
Previous year	Endowment	Restricted	Unrestricted	Total
	Fund	Fund	Fund	2020
	£	£	£	£
			3
Fixed Assets	1,697,008	-	8,457	1,705,465
Current Assets	-	77,225	87,947	165,172
Current Liabilities	(144,672)	-	(40,000)	(184,672)
Inter-fund Loan	(50,902)	-	50,902	-
	------------------------	--------------------	-------------------	------------------------
Net Funds	£1,501,434	£77,225	£107,306	£1,685,965
	===========	=========	=========	==========

20. RELATED PARTY TRANSACTIONS

There were no related party transactions with individuals or trustees during the year (2020- nil).

Aston-Mansfield Charitable Trust, a charitable company limited by guarantee, although under the control of a different trustee board, is a connected charity with identical objects and having a common administration.

38

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2021

20. RELATED PARTY TRANSACTIONS (continued)

During the year the company received a grant of £815,097 (2020- £379,000) from Aston-Mansfield Charitable Trust and provided services costing £14,882 (2020 -£14,519) to that charity. At the year-end Aston-Mansfield Charitable Trust owed Aston Mansfield £16,659 (2020 - £12,571) as disclosed in note 11.

The company is a member of Lambourne End Limited, a charitable company limited by guarantee. During the year the company did not provide any services to the charity (2020 - £ Nil) and no amount was owed to or due from Aston-Mansfield (2020 - £Nil).

21. RESTRICTED FUNDS

Lambourne End Lake

In 2007 the Environment Agency provided a grant towards the capital cost of providing a lake at Lambourne End. These funds would be utilised once the planning permission is granted and construction work commences on the lake.

East End Community Foundation

A six-week programme of positive activities for young people during the summer holidays including targeted sessions for transitional youth and youth at risk of anti-social behaviour. The funding was provided by East End Community Foundation.

A further grant of £3,000 was given for PPE and digital sign-in devices.

London community response fund winter crisis response fund administered by East End Community Foundation of £10,000 was a grant for the emotional and practical support for the specific issue's families were facing during the pandemic. This includes managing children’s development and presenting behaviours which indicate mental health issues.

			Movement in funds	Movement in funds
	Balance at				Balance at
	1 April	2020	Income	Expenditure	31 March 2021
	£		£	£	£
PPE		-	3,000	(3,000)	-
Positive activities for youth		-	8,531	(6,090)	2,441
Crisis response		-	10,000	(2,500)	7,500
	--------------------		--------------------	-------------------	---------------------
Total		£-	£21,531	(£11,590)	£9,941
	===========		============	===========	============

London City Airport Community Fund

This grant is funded by London City Airport to deliver 10 days of activity for young people in Newham moving between primary and secondary education-to develop resilience, life-skills, and confidences in those young people

Community Connectors

Aston-Mansfield Community Connectors are funded through a partnership bid with East London Foundation Trust and Community links. This fund two community connectors roles based in the North of the borough covering Forest Gate and Manor Park neighbourhoods.

Working directly within the NHS, Clinical Commissioning Group and with GP practices, the community connectors work with registered patients with Mental Health Diagnosis. Their role is to engage with the patients and connect them to local activities, initiatives and VCS, Self-help groups and volunteers and support them with addressing issues such as debt management, family disputes and legal matters around housing and access.

Big Lottery Fund Grant

The Youth4Youth project is funded by the Big Lottery for the development of young leaders and supporting them to campaign/engage in social action relating to local issues which concern them. The project is based on a model of co-production and co-design, which enables young people to develop their leadership skills.

39

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2021

21. RESTRICTED FUNDS (continued)

City Bridge Trust

The grant is to support voluntary and community groups to understand and implement sound finance procedures and practices. By helping groups establish good systems that will grow with their group, trustees, donors and funders can have confidence that money is being used and recorded correctly. Annually the programme involves 6 training or workshop sessions, mentoring by staff and experienced volunteers, the development of factsheets and a toolkit to guide groups through the finances. The extension funding is for 2 years, and funds 2-part time staff posts previously funded for three years so this has been a five-year programme.

Legacy

An amount of £19k was received in the prior year with a request for it to be contributed towards a farm project. This income has been restricted to Aston-Mansfield’s activities and expenditures at Lambourne End and other Healthy eating/living initiatives.

London Cycling Grant

This is a grant funded by Transport for London and managed by the environmental regeneration charity, Groundwork. It promotes cycling as not only a means of transport, but also a route to greater personal freedom, better health and well-being and stronger, more social communities. Through this grant, children and parents at Little Manor receive cycling tuition for two hours on a weekly basis for four weeks and then go on a cycle adventure.

London Community Response

This was funded by London Community Response Fund and administered by the City Bridge Trust. The purpose of the grant was for supporting small local organization, delivered through our existing fitter finance team. The outcomes are for small local groups to become more financially sustainable through fundraising support.

The grant also provides funding towards our community centres core cost during the pandemic. Initially the funding was (up to) six months, but an extension of this work has been granted to August 21, which will enable the team to reach more groups in need of capacity support.

London Borough of Newham (LBN)

The Fitter Finance team worked closely with the London Borough of Newham as part of the COVID RESPONSE Strategy.

LBN Community Neighbourhood team worked with Aston-Mansfield Fitter finance to develop a capacity building service for the Voluntary Community Sector (VCS) to help them increase and respond to their immediate communities. The first part of the fund provided bespoke packages of support to groups referred in by the Neighbourhood teams.

LBN provided a further £15,000 for a partnership bid with Compost London CIC to continue with extremely focused groups who needed specific support to make them funding ready.

Many of the small VCS groups are from BAME communities such as the Somali association, ASHOK vision and Trinity Centre all based in Newham providing local services. In total over £100,000 extra income has been brought into the borough via the fundraising support given to the groups.

40

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2021

21. RESTRICTED FUNDS (continued)

An additional grant of £4K was given for the children's project to purchase IT equipment and play packs.

			Movement in funds	Movement in funds
	Balance at				Balance at
	1 April	2020	Income	Expenditure	31 March 2021
	£		£	£	£
Covid Response (part 1)		-	15,000	(8,250)	6,750
Covid Response (part 2)		-	10,000	(1,000)	9,000
Covid-19 Community grant		-	4,000	(1,064)	2,936
	--------------------		--------------------	-------------------	---------------------
Total		£-	£29,000	(£10,314)	£18,686
	===========		============	===========	============

22. CONTINGENT LIABILITIES

Lambourne End Limited

Aston-Mansfield is a member of Lambourne End Limited and in the event of winding-up it has undertaken to contribute an amount not exceeding £25,000.

41

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2021

23. COMPARATIVE STATEMENT OF FINANCIAL ACTIVITIES (YEAR ENDED 31 MARCH 2020)

		Endowment	Restricted	Unrestricted	2020
		Funds	Funds	Funds	Total
		£	£	£	£
Income	Notes
Income from donations and legacies
Donations		-	-	3,316	3,316
Income from charitable activities
Grants	3	-	126,028	380,500	506,528
Project income		-	41,358	3,027	44,385
Rents and facility hire	4	-	-	623,413	623,413
Management and consultancy fees	5	-	-	21,935	21,935
Income from other trading activities
Shop sales		-	-	65,110	65,110
Other income	6	-	-	18,286	18,286
Total income		-	167,386	1,115,587	1,282,973
Expenditure
Expenditure on raising funds
Fundraising		-	-	(75,287)	(75,287)
Shop operating costs		-	-	(50,009)	(50,009)
Expenditure on charitable activities
Lifelong learning		-	(116,056)	(300,316)	(416,372)
Healthy living		-	-	-	-
Community development		-	(57,832)	(44,269)	(102,101)
Community buildings		(27,009)	(1,324)	(870,329)	(898,662)
Total expenditure	7	(27,009)	(175,212)	(1,340,210)	(1,542,431)
Net income/(expenditure)		(27,009)	(7,826)	(224,623)	(259,458)
Transfers between funds		-	-	-	-
Fund balances as at 1 April 2019		1,528,443	85,051	331,929	1,945,423
		--------------------------	---------------------	---------------------	-------------------------
FUND BALANCES AT 31 MARCH 2020		£1,501,434	£77,225	£107,306	£1,685,965
		===========	=========	=========	===========

42