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2022-03-31-accounts

ASTON-MANSFIELD (A company limited by guarantee) REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022

Charity Registration Number: 220085 Company Number: 48350

ASTON MANSFIELD

REPORT AND FINANCIAL STATEMENTS

YEAR ENDED 31 MARCH 2022

Contents Page
Reference and administrative information 1
Trustees’ report 2 - 22
Auditors’ report 23 - 25
Statement of financial activities 26
Balance sheet 27
Cashflow statement 28
Notes to the financial statements 29 - 44

ASTON-MANSFIELD

REFERENCE & ADMINISTRATIVE INFORMATION

YEAR ENDED 31 MARCH 2022

Trustees Christopher C Keen (Chairman)
Rev Paul Regan
Noor Choudary
Alex Minford (Deputy Chairman/Acting 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 2022

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 2022 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.

The Newham Context

The immediate impact of the pandemic on Newham’s residents was amongst the worst in the country, with the highest death rate due to COVID-19. In the living with Covid era, we are seeing the worsening mental health of children, young people and families, and the effects of the pandemic on people’s resilience. Coupled with the Cost of Living crisis, in a borough already experiencing high rates of poverty, life for the people we work with, and for many of our staff and volunteers, is becoming increasingly difficult.

In response to this, we have increased our emotional and practical support for families, expanded our food distribution service, and grown our work with vulnerable children and families, and with young people.

The year in numbers

During the year we have directly delivered services to around 540 children and young people, 61 families and 108 adults with mental health issues, and 26 community organisations. In addition, an estimated 2,400 people have used our centres for sessional activities, and 26 organisations rented office space.

Some 140 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.

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

We have worked with around 400 young people, who developed skills, confidence, self-esteem, social networks, leadership abilities and resilience through participating in our youth leadership, social action, and employability programmes. Others participated in activities/workshops focused on providing a safe space for young people to be creative and innovative in finding solutions to health inequalities.

Around 47 community groups/organisations and some 2,400 people have learned, connected, and improved their wellbeing through participating in activities at our community centres, the Aston-Mansfield Community Centre and Durning Hall. In addition, 26 organisations rented office space.

We worked with around 90 community groups/organisations, supporting them with fundraising, key systems and procedures including financial policies, safeguarding, project plans and Monitoring & Evaluation reporting systems.

ACHIEVEMENTS AND PERFORMANCE

Strategy

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

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TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2022

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

MAJOR CHANGES

WAYS OF WORKING

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TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2022

During 2021/2022, our progress in relation to the strategy included:

Children and Family Work

Children’s programme

“ I love this programme, I drop my child off for breakfast, pick her up around 5.45, get to hear all the great stuff she’s done, make her dinner and then she’s so tired she wants to go to bed. Quality time for me and my partner! Thank you.”

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 140 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.

During the year, we connected with 140 children:

Family Support

“ Thank you for all your support to me and my children. You see, when lockdown was at its peak, I was unable to queue up at the grocery stores to buy food for my family because I am extremely medically vulnerable. So, the food that you have been giving us enabled me not only to feed my children without stress but also to save money. In addition, my husband passed away during lockdown. So, I had to adjust to a life of a single parent. Some days when I did not feel like cooking at all, I will heat the cooked meals and feed my children. You gave me access to Wi-Fi in your centre and helped me deal with some of my husband’s affairs, putting me in contact with the Embassy and bereavement services. THANK YOU to you and to ALL the people who are contributing to this food and support service. You are saving life without knowing it.”

Little Manor Supermarket is our free weekly food distribution service where families are given a personal time slot during which they can collect various food products. During these slots, staff talk to families about their personal circumstances and if a need for additional support is identified, staff arrange a time for a longer appointment. 61 families used the supermarket during the year, and we offered support and signposting on issues including housing, debt, benefit applications, mental health and wellbeing, family conflict, difficult behaviour, domestic violence, bullying, online sexual exploitation etc

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TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2022

“ Thanks for our chat about the personal issue I faced recently. I am very grateful that you put me in touch with your Fitter Finance team, they were very understanding and helpful.”

Staff participated in a range of training, increasing their knowledge of issues such as housing and homelessness, lack of digital technologies, employment rights and asylum entitlements. This enabled us to provide a broader range of on the spot advice and support prior to signposting to additional services.

Holiday Programmes

This year, we expanded our holiday programmes to include many more vulnerable children and their families, supported by funding from the London Borough of Newham/National Government Holiday Activities and Food Programme (HAF). Our approach was to ensure that HAF children had the same opportunities and experience as families who pay for the service. We provided an exceptional variety of physical, healthy diet and lifestyle, and enrichment activities.

Physical activities offered children opportunities to undertake new challenges, many of which developed self -esteem and built confidence. They included traditional sports such as badminton, football, cricket, basketball, hockey, and rounders, as well as group games and parachute games, specifically aimed at developing teamwork. Other on-site activities included roller skating and go-kart building and racing, and an inflatable activity run at our inhouse fairground session. Off-site sessions included bowling, clip ‘n’ climb, a sport’s day at Little Ilford Park, visits to several parks and playgrounds, a soft play session at Gambado and climbing, archery, high ropes & orienteering at Fairplay House.

Children found the physical activities fun and exciting.

“I really like the bouncy castle slide. It was very high and very fun.”

“We did roller skating. It was hard at first. I fell over 100 times and then I got good at it.”

“Fairplay house was epic.”

“My favourite game was Fire, Water, Plane. You had to run to the fire wall, the water wall or plane in the middle when they shouted it out. If you made a mistake or came last, you were out. I got through to the final one time, it made me so tired.”

“I really liked the group games they were fun. We played games that I’ve never done before.”

Children also experienced a wide range of food-based activities designed to educate them on the benefits of maintaining a healthy diet and lifestyle. Food preparation, quizzes and tastings gave them the opportunity to try new things, focusing on recipes that contribute to a healthy balanced meal or snack. Children said that they liked doing the activities that involved using equipment that was new to them.

“I liked making the pasty, I got to choose what I put in it. I put chicken, baked beans, peppers, and cheese. My mum put it in the oven at home and it was yum.”

“I know that my children are really enjoying themselves. Whenever they make any food at Little Manor, they can’t wait to show me and it’s always so tasty, I don’t even have to put on a brave face when I try it!”

“Getting the recipe cards are helpful as my son never remembers how he makes anything”

Many enriching activities were off-site and involved travelling by bus, overground train or coach, an enriching experience in itself for children who do not move far beyond their local area. Off-site activities included white water rafting and a water wipe out obstacle course at Lee Valley Watersports Centre, and trips to Botany Bay Beach, Barking Splash Park, Diggerland, Adventure Island, the cinema, and the theatre. On-site activities included an African drumming and dancing workshop, den building, go-kart building and soft play.

“We went to the beach. It was really good; I dug a big hole in the sand with my friend and buried him in it up to his arms. When we went into the sea the waves were big and nearly knocked me down, the sea was cold at first but then I got used to it. The only bit I didn’t like was the seagulls who kept trying to steal our food. They are really big, and the staff had to keep chasing them away. I was a little bit scared.”

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TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2022

“I like Diggerland, I got to go on so many things. I worked a digger and drove a car. There was one ride with seats in great big digger, the seats were in the bit that digs the hole and it lifted you up and spinned you round really fast.”

“We built Go Karts it was such fun. After we built them, we went outside and got to play with them, then we had races. I won two of my races.”

“We went to see Cinderella at the theatre. We had to walk all the way it was very far, but when we got there, it was so good. The theatre was really good and funny. Then we had to walk all the way back, I still think it was good.”

“When I picked up my daughter all she could do was tell me all about the pantomime she had seen, it really made her day.”

“I think it was great that the kids walked from the centre to the cinema and then back again, that’s quite a distance. Normally my child doesn’t want to walk anywhere, he actually said it was fun. I’m going to remind him of that in the future.”

Some of the activities were created to build self-esteem and form positive relationships, an important factor in building resilience. Games such as human pyramids, team challenges and team wide games needed the children to plan and work together, encouraging them to make new friends. Success at completing each challenge improves self-worth, while games promote good sportsmanship and coping with winning and losing. Calm sessions with fidget toys, foot spas, music, colouring, oobleck, Zorbies, playdough, wordsearches and puzzles were designed for the children to explore ways in which to manage stress and recognise the calming effect of playing with tactile objects. Another session involved the children being in small groups and talking about how different situations made them feel and why a certain situation can evoke different emotions in different people.

“I liked all of it today. We got to play with lots of stuff and wash our feet in the feet bath. I love Zorbies they feel all squishy and cool, I wanted to take some home but couldn’t. I played with my friends at the play dough table, and we made cakes and cookies.”

“When we did the calm stuff, I thought it was going to be boring, but it was really good. I played with the fidget toys for quite a long time and the foot spa was nice and bubbly and I suppose I did feel a bit calm.”

As part of our Christmas Holiday Playscheme, we provided families with food hampers and with play activities to do at home. These were greatly appreciated.

“A big thank you to Little Manor for providing a wonderful hamper. It was a totally unexpected surprise and very helpful. The cheesecake activity you supplied for my son was a bit of a mystery until I received the video of what to do on Christmas Eve. What a great idea, he was very excited and couldn’t wait to get started. He found the instructions easy to follow with little help needed from me and the end result was delicious.”

“I got to take home a bag. I did not know what it was for. Then we got a video about it. All the pieces made a wiggle bot which was really good. I had to make an engine on a cup with batteries, wires and an eraser which made the cup dance and wriggle about.”

“When we opened the bag from Little Manor, I thought what are we supposed to do with this. It looked very complicated. My child was very excited as inside were batteries, battery holders, a motor, rubber, plastic cup, tape all sorts of stuff. Then the instructions came on my phone, and we had to make a wiggle bot whatever that is. It turned to be brilliant activity for my child and his Dad to do together, such a good idea.”

The Manor (Transitional Youth Project)

The Manor is a project for young people in the early years of secondary education aged 12-14, aimed at building confidence, resilience, 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 off-site trips. Participants also volunteer at Little Manor Supermarket.

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TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2022

During the summer holidays, 23 young people participated in The Manor, all of whom were from ethnic minorities. The programme included 67 sports, exercise, and leisure activities, including volunteering.

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

When registering the young people for this programme, we asked parents and the young people to disclose anything that might be helpful for us to know for our staff to give the best possible support to the young people. We became aware that the group had diverse needs and included:

The young people who have participated in this programme have developed skills, confidence, and networks. They have built a peer network and explored issues to which young people at this impressionable age are particularly vulnerable. We saw 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 2022

“As a parent I feel that the transitional youth programme was very beneficial. It gave my son the opportunity to experience new adventures but also learn to build further relationships. As he is at the awkward age entering teenage years, it’s hard finding activities that would keep him motivated. My son really enjoyed the transitional youth programme and the various activities he got to experience. He also enjoyed the independence of coming home by himself. There were a few team building programmes and activities such as the one that was held around consent which were informative but also age appropriate.

I believe the program has had a positive impact on my son as it gave him the opportunity to engage with his peers, it also building on his independence.

I don’t think there are any improvements that can be made as the programme has been set up very well. There is a balance between the children having their independence and experiences with their peers, but also, they have the right level of supervision and support.” (S, Parent)

“Having older children, who have been to various playschemes when they were my daughter’s age, I can honestly say I’ve been impressed with the quality of this programme. The trips are engaging like cinema, ice-skating, football, ropes course etc however, adding activities like holding live snakes, communication tasks and workshops like grooming, self-defence and voluntary work raised the programme to high level. My daughter learned about cohesive working with different ages and ethnicities. She learned practical skills such as building a go-kart and what materials/tool required. Volunteering made her understand that jobs can be done without payment – helping out for a valid reason. It would be impactful (in a non-covid time) if she could have done something in a full on foodbank so she could see exactly why people volunteer.

I would like to see debating workshops added to the programme. This would help with her shyness with public speaking.

It would be great to see the Transitional youth do something like a visit abroad to develop a better understanding of independence as a young person.

Overall, I am impressed with the activities offered and I am extremely grateful and feel privileged that my daughter was able to be a part of this.”

(F, Parent)

“When the young people volunteered at the Supermarket, I noticed they gradually grew more confident as the day progressed. The dialogue between the young people and parents collecting the food visibly improved as they settled into the role. They were able to become empathetic to problems families have around food poverty and gained a valuable insight into the working environment.” (Stuart, Little Manor Supermarket Supervisor)

“The programme has helped my boy in so many ways. His social skills have improved, and he has also really matured since attending transitional youth. Every time he attends, he comes home having learnt something new which I think is really great. It is very nice to see children learning whilst also having fun.

The staff team are caring, and they helped my family, not just my son. I always felt like he was safe when he was there which is a relief because we do not live in a great area.

I cannot think of any improvements at the moment, but I will agree with my son in that he wants the programme to be available to children until they leave secondary school. I think they could really benefit from the programme (especially the workshops) during their early teens.”

(K, Parent)

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TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2022

The Journey of a Young Person – Mason

(Kemora, Playworker)

Mason, aged 12, attended every session of The Manor during the summer holidays. We had spoken to Mason’s mum prior to the programme commencing. Mason had been diagnosed with autism in Year 6. His Mum had made him aware of the diagnosis towards the end of Year 6 in preparation for secondary school. Mason had spent the last year struggling with his autism diagnosis, often commenting that he does not “fit in.”

Mason’s parents had also separated while he was in Year 6. The separation had not been amicable, and Mason had only seen his dad twice in the last year. This had led to Mason feeling rejected by his father because of his condition. Mason does not participate in any extra-curricular activity.

Mason was enthusiastic about the programme from the first day. He contributed to the ground rules and the planning; however, he would sometimes feel overwhelmed in certain group situations. He would be heard to say, “No-one is listening to me!” When this happened, he would leave the room and find somewhere quiet to sit. Staff would then talk to Mason offering advice on how to deal with situations when he felt like he was not being heard. After chatting to a member of staff, he would re-enter the session, often appearing surprised at how welcome the group made him feel.

Instances of Mason removing himself from the group became less frequent as the summer progressed. It was evident that he was becoming much more comfortable with staff, opening up more about his emotions whenever he felt overwhelmed. Mason would often talk about people hurting his feelings. This usually came about when other young people were joking around. For example, on one occasion while playing pool, a young person removed a ball from the table as a joke. It was a while before anyone realised and while most of the group found this funny, Mason became upset, stating that rules were being broken and that it was not nice to trick people.

The group became aware that Mason’s sense of humour was unlike theirs and recognising that he was sensitive to certain behaviours became more mindful of their actions when he was around.

Mason integrated with others more as the summer progressed. His participation in activities increased and he very much enjoyed the volunteering aspects of the programme.

When I asked Mason to list five things that he had learnt this summer he said:

The Thoughts of a Young Person – Mason

“I enjoyed meeting new people in the project.

I learnt about grooming and growing hormones and emotions which helped me. I feel more confident in my abilities especially after Thorpe Park.

I built better relationships with friends and found it easier to get along with them. The programme kept me busy during the summer as I was planning on spending most of the summer playing online with my friends but didn’t really as I was attending the transitional youth.

I really enjoyed the supermarket volunteering task. Whilst handing out food I created a plan that started with the cans, as I figured out the tins will support the bottom of the bag. It also gave me the opportunity to help out in other ways. I would take part in the programme again as I really enjoyed it.”

(Mason, Participant)

Youth Work

Approximately 400 young people participated in our youth programmes during the year, across 6 programmes and our Young Facilitators model.

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TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2022

We received over 40 responses to our annual youth survey and like previous years young people highlighted that:

Young Facilitators (YFs)

Our youth work model includes employing young people (18 to 25) to work as paid young facilitators, in developmental roles, usually lasting around 12 to 18 months. With support and training from more experienced youth workers, the young facilitators play a key role in engaging and supporting young people across all our youth programmes whilst co-producing and delivering activities, workshops and learning days.

“ The YF role really helped me develop myself. I wasn't very good at admin before I got the job but Yokeu and Shanaz and the processes we had to follow means that I had no choice but to do admin every week.

It hasn't always been easy because I had other jobs and family commitments, but the flexibility of the role allowed me to do everything I needed to do.

I learnt how to work with groups, my confidence talking to people and in public increased and I think it was a steppingstone to getting into the field that I am in now, supporting young people to get into employment. The support that I received made me feel like I could make mistakes and it was always available, offline, out of hours, over dinner etc. One of the key things I have learnt is how to better listen and plan my time better and that has helped at work but also in my personal life.”

Young People and Racial Injustice

65 young people benefited from the delivery of 4 activities addressing the topic of racial injustice – all of which were researched, planned, and delivered by 9 young people with support from our Young Facilitators

56 young people attended the activities which included a workshop with a speaker from the US embassy to speak about Malcom X, an intense discussion about the Sewell report and its implications for people of ethnic minority backgrounds in the UK, an East Asian and South Asian fusion cooking activity as well as a Book Club activity where the young people chose to read the Black Panther Comic and explore how black cultures, particularly from African countries were portrayed in movies and media.

Youth4Youth

Youth4Youth (Y4Y) is a leadership development scheme for young people from around Newham. A diverse group of young people from across Newham 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.

Y4Y is co-produced with young people, and we are committed to the ethos that those who are affected by a service are best placed to design it. We continuously worked alongside young people through focus groups and consultations to determine what our Learning Days should look like and what skills/additional training the young participants required. Young Facilitators played a key role in engaging and supporting each cohort of young people whilst also designing and implementing the best way to co-produce with the young participants on the project.

We recruited a diverse and motivated core group of Changemakers from across Newham, with representation from young males and females from Asian backgrounds (Bangladesh, Philippines, India, Pakistani, Sri Lanka) as well as representation from Black, White and Mixed Heritage (Jamaican, Nigerian, Ghanaian, St Lucian, English, Gambian) We also had one Lithuanian male and one female from Germany.

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TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2022

182 young people benefited from the programme. 35 young changemakers received training on social action, teamwork, communication skills, decision making, goal setting, budgeting, and project management to equip them with the skills to deliver their own social action projects.

As part of their training the young people delivered mini social action projects to implement some of their learning and have an opportunity to deliver on a smaller scale to identify barriers and obstacles that may affect them when delivering their main social action projects. 30 external young people benefited from the mini social programmes.

Of the 31 young people responding to the end of programme evaluation survey, 87% reported that they had significantly developed their leadership qualities and 11% had indicated they had somewhat developed their leadership qualities. 78% said they were very confident to develop and run their own projects with the remaining indicating they were confident and somewhat confident. 80% of young people reporting improved social networks.

Every participant reported an increased sense of leadership, and increased understanding of how they can make change in their own lives and those of others. Confidence for every participant increased significantly in particular with their presenting skills and public speaking.

117 children and young people benefited from the main social action projects which were 2 family fun days raising awareness around mental health and environmental issues through the delivery of a range of themed activities and discussions.

Mental Health and Well Being Family Fun Day: The mental health group wanted 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 family fun day was highly successful with a total of 83 members of the community attending of which 29 were adults, 21 were young people and 33 were children. The Changemakers selected a variety of wellness activities which they thought would be accessible to people of all ages ranging from arts and crafts, board games, cake decorating, henna tattooing, yoga and meditation, art therapy, food, face painting, bouncy castle as well as fun races and indoor/outdoor games to encourage families and communities to discover more well-being activities and do more together as families. Each activity station had information sheets and a quiz on mental health to help stimulate conversations around mental health and how to support each other as families and communities. They Changemakers prepared selfcare packs to be handed out on the day, they ensured there were items in the packs that were relevant to both adults and young people. The self-care packs were popular, and many adults said that they had not thought about providing self-care items for their children in the past but would now consider doing so. The Changemakers commissioned professionals to deliver the Yoga and meditation activities whilst they led on all the other activities. 100% of the participants we spoke to 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. 98% stated they would attend more mental health and well-being events, 98% stated they felt there was a need for events like this especially because of the Pandemic and 84% said they had a better idea of activities they could do with their families to tackle mental health and promote wellbeing.

The Environment Family Fun Day: The Changemakers in this group were passionate about the environment and wanted to raise awareness around some of the pressing environmental issues currently affecting the planet, in particular climate change and pollution. They decided on a variety of activities that would encourage children, young people, and adults to become more sustainable and reduce their carbon footprints. Activities ranged from planting your own herbs and vegetables to eating more healthily and reducing plastic packaging in supermarkets, designing your own tote bags to reduce use of plastic bags, making body scrubs from natural ingredients to reduce use of chemicals and plastic containers, food mileage quiz to educate people on how far some of their food travels to get to them hence encouraging them not to waste food and source more locally, info sheets on how to reduce carbon footprint and live a more sustainable lifestyle. These activities were combined with other fun activities like face painting, cake decorating, bouncy castle, henna tattoos and team games incorporating recycled materials to encourage different age groups to attend the event. The changemakers educated themselves on how to plant seeds and how to make body scrubs with natural ingredients so they could facilitate the activities themselves.

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TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2022

“I didn’t realise just how easy it is to reduce your carbon footprint, you just have to do little things on a day-to-day basis which will have a big impact on the environment in the long run”

“Planting your own veg and herbs was really fun and a huge eye opener for me. I thought I needed to have a garden to do this, but I realised that you can grow some produce at home or even on a balcony and it won’t be covered in pesticides. I find when I buy veg from the supermarket, I end up wasting a lot because I never use all the veg that comes in the packets”

“I really enjoyed designing my own tote bag- I will be using it as my shopping bag as of today. I always end up buying plastic bags at the supermarket, I will make sure I keep this tote bag in my pocket all the time”

97 members of the community attended the event of which 34 were adults, 25 were young people and 38 were children. 100% of the participants we spoke to stated they enjoyed the event and felt encouraged to make more changes towards a more sustainable lifestyle. 89% stated they would attend more events concerning environmental issues, 96% stated they felt there was a need for events like this due to the ongoing issues of climate change and pollution. 98% said they had a better idea of how they could make changes towards a more sustainable lifestyle.

S.K.Y – Skills, Knowledge in Youth

87 young people participated in our youth employability programme, learning transferable skills through engaging in learning days covering personal branding, interviews, and assessment centres, exploring careers and interests, confidence at work as well as developing their professional and social networks through networking events.

From the 87 youth participants, 10 young people completed a 3 month part time paid internship, 40 completed 2 weeks work experience and 20 received 1-2-1 coaching from a volunteer positive coaching specialist to help them boost their confidence and identify barriers preventing them from accessing employment opportunities.

Some 91% of the young people experienced significant progress through their participation on the SKY programme, and 100% stated that overall the SKY programme has helped them improve their skills and knowledge for employment.

We emphasised to young people that being on the SKY programme is indicative of their increased motivation and wanting to learn behaviours that will enable them to build resilience, have a positive attitude and ultimately succeed.

61 young people felt that they had significantly improved their motivation, attitude, and behaviours.

At the beginning of the programme, many of the young people felt demotivated when it came to applying for work opportunities as they did not know what career paths they wanted to pursue, many were applying for work opportunities but were not passing their interviews and others felt they did not have enough work experience to get them short listed for an interview. We used this information to ensure that our employability skills Development Days were varied so that they could benefit young people who were in various stages of their employment/career journey, ranging from understanding and exploring sectors to CV development, networking and branding, interviews/assessment centres and professionalism in the workplace.

Feedback demonstrates that the Development Days really helped the young people improve their understanding of what skills employers look for. Young people developed skills that would help them stand out in interviews/assessment centres, feel confident at work when it comes to telephone/email and general office etiquette, professionally brand themselves on social platforms like LinkedIn and Twitter and develop their CVs by exploring their own key skills and showcasing them through their everyday life/work experiences and hobbies in a concise and professional manner.

Over 80% of the young people felt that they had significantly improved their communication, self-management, job search, networking and interview skills.

100% of the young people who took part in the two-week work experience and 3 month part time paid internship opportunities stated that they had significantly developed their employability skills and were now in a position where they could list new skills and experiences on their CV’s and use work based examples to highlight their skills in interviews.

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TRUSTEES’ REPORT (continued)

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“I was grateful that I was able to work with different departments during my internship placement, as I was able to pick up lots of new skills and also had an insight into different roles ranging from finance, to I.T to Comms, I feel a lot more confident about my CV now, as I can put down more skills”.

A few young people had been on other employability programmes, but all have said that they appreciated the continued support that SKY staff were able to provide, and all participants indicated increased understanding of key competencies and skills that employers are looking for and more importantly, how to find examples from their lives.

The programme evaluation highlighted how impactful every component of the programme was in helping young people discover roles/sectors they had never come across before which complimented their interests and skills. Some young people found themselves wanting to pursue a completely different sector after feeling stuck and unsure of their current roles/direction. This played a significant role in helping the young people feel motivated and positive about their future.

95% of the young people who had received coaching with a positive psychology coach felt there was a significant change in their motivation, behaviour and attitude towards their career aspirations after they received 1 to 1 support to overcome some of the barriers they were currently facing when it came to accessing employment opportunities. Many of these young people were struggling to get shortlisted for interviews or pass interviews. Having received support from a coach and learning from the Development Days these young people have managed to get shortlisted for interviews and some have gone on to receive paid work.

“The coaching sessions have helped me build my self-esteem and learn how to positively respond to rejection. When I first joined the programme, I was convinced I would not be able to get a job outside of the retail sector as I kept getting rejected, with every rejection it took me longer to apply for the roles I really wanted because I would dwell over the rejection. My coach taught me about resilience and how to ask for feedback after interviews so that I would have a better understanding of the areas I needed to work on. The coaching combined with the Interview Skills Development Day really helped me overcome this fear. I feel like I understand interview criteria so much better and have the confidence to talk about my skills and experiences.”

82% of the young people indicated that they have significantly increased their networks and support from the SKY programme and have attributed it to increased social and professional networks as well as the ongoing support from the staff.

A substantial number of young people expressed social isolation concerns due to Covid-19 lockdowns, in addition to lack of opportunities to build professional relationships due to in person networking events they had previously signed up to being cancelled. Online networking events with just their peers at the beginning of the programme enabled young people with similar experiences and/or circumstances to come together as equals, share their struggles and create a safe space to offer informal support and share opportunities with their like-minded peers.

In addition to peer networking events, the programme also delivered networking events with professionals across different sectors providing young people with an opportunity to listen to their career journeys, hear about different roles and sectors they may not have come across before and it also provided them with an opportunity to leverage relationships with other professionals.

“It was really interesting to listen to the career journeys of the professionals, I realised that quite a few people did not pursue a career in what they studied at university and some people have jumped from sector to sector until they found something that they really enjoyed. I collected quite a few business cards and I will be contacting these professionals for apprenticeship opportunities and adding them to my connections on LinkedIn”

A combination of peer and professional networking events helped to reduce feelings of isolation, it provided support and a safe space for the young people to become more confident, capable, and informed. The young people were provided with a platform to meet new people, discover relevant opportunities, and establish connections and friendships.

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Benefits of Development Days

In her application to sign up to the S.K.Y programme, SE stated that after finishing college she desperately wanted to get a job as she wanted to build up her finances before attending university. She had made the decision to wait 1 - 2 years before going to university as she was not 100% sure what course to study due to not knowing what career path she wanted to pursue. Given how expensive university is she wanted to start a course once she was sure that it would help her work towards a career path, she is happy with.

SE mentioned she had never held a job previously despite making multiple applications for retail, receptionist, and administration roles. She would struggle to get shortlisted and when she did progress onto the interview stage she would fail. After being rejected 7 times she lost confidence in herself and the motivation to continue applying for work. Her friend’s mum convinced her to join the SKY programme to build her employability skills.

SE attended all 4 Development Days and 2 networking events. She particularly benefited from the CV clinic and Interview Skills/Assessment Centre Development Days where she learned about interview criteria’s, scoring sheets and how to successfully answer skills-based questions using the STARE method with plenty of opportunities to practice with peers and assessors.

“ The STARE method is amazing; it really helps you score high points and give well rounded answers showing what you have learnt from your experiences – I feel so much more confident about going into interviews now.”

Benefits of Coaching

FA had four 45-60 minute bi-weekly sessions with a positive psychology coach. They wanted to build their confidence, reduce stress, and improve their time management. They had labelled themselves as lazy, disorganised and suffered from low self-esteem. Whilst there were many positive outcomes, the most significant breakthrough that FA made was the realisation that they unknowingly and regularly participated in sleep revenge procrastination. In addition, they experienced much guilt about not having quality time with friends and family. They felt overwhelmed by their life and responsibilities.

Through coaching exercises during our sessions, FA came to realise that there were choices in their situation. They were able to identify and implement time-saving strategies tested between sessions. Coaching helped them realise their sleep revenge procrastination was a form of self-sabotage due to their chaotic schedule. By getting more organised FA was able to plan their rest and relaxation time, reducing stress and anxiety. Achieving smaller goals each week increased their confidence and momentum to create and achieve bigger goals. Being more organised, not feeling tired and sluggish throughout the day, and achieving their goals improved their self-esteem. Within two months, FA found their productivity had improved and did not think the label ‘lazy’ was a true reflection of themselves.

Benefits of S.K.Y

During her application to the programme, KT, a young black African woman, stated she was looking for employment as she had finished her degree almost 11 months ago and was really struggling to find work. She had made multiple applications to a number of job opportunities and would either not get shortlisted or rejected after the interview process, she mentioned that her confidence had taken a hit and she was anxious about her prospects.

Although her degree was in Law, she no longer wants to pursue a career in that sector as she found it difficult and did not enjoy studying for it. KT admitted that she had only studied Law as she had no idea what career path to pursue but knew that Law was a reputable degree hence could help her find a well-paid job.

KT signed up to the programme so she could build on her employability skills, feel confident about interviews, and learn more about what it is that employers look for.

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How has this programme helped her? KT received a lot of hands on support from the programme. She initially went through her skills set to identify what kind of skills she had and what kind of things she liked to do. She also took part in Learning Days that helped her explore different sectors, learn about networking and personal branding as well as how to be successful at Assessment Centres and implement good Interview Techniques. She took part in a two week work experience with Aston-Mansfield as she was intrigued about the Youth Sector – during her placement she supported our Youth4Youth programme where she helped facilitate sessions around team building, communications, project management and leadership. Helping to facilitate these sessions also helped her develop her own skills in these areas.

KT also received 1 to 1 Coaching from a positive psychology coach to help her identify some of the barriers preventing her from accessing employment opportunities, she fed back that the sessions were helpful and enabled her to set SMART goals and build resilience to help her cope with rejection.

During the final stage of the programme KT successfully applied for a paid part time internship opportunity with a community and youth organisation. She was thrilled to apply for a post she found interesting and felt confident that she would do well in the tasks allocated to her due to all the employability skills learning days/opportunities she had accessed during the programme. She mentioned that the programme had helped her identify a sector that she felt excited about and feel more confident when it came to completing applications and attending interviews.

In her application to sign up to the S.K.Y programme, SE a young Asian Indian woman, stated that she had graduated in 2019 and was really struggling to find full time work. Although her degree was in History, she had decided that she did not want to pursue a career in that field and had been taking on part time retail work and zero hour contracts so that she could support her family financially. Unfortunately, during the first lockdown SE was made redundant from her part time job and has since been struggling with her mental health and confidence in her ability to find a secure full-time job in a field which she is interested in and has potential to grow. SE was eager and willing to develop her employability skills, build on her professional networks and work on the necessary qualities to bring out her latent potential which she believed could be done through the S.K.Y programme.

SE attended all three Development Days (DD) and Networking Events. She particularly benefited from the Exploring Sectors Day as this was an area with which she was really struggling. She was encouraged to think about her current skills set and what things she enjoyed and felt passionate about, this enabled her to discover and explore new sectors and job roles that she had never seen before that suited her interests and skills better.

“ I have really enjoyed all of the Development Days so far- I feel I now have a better understanding of what kind of job roles I would like to apply for and feel a lot more confident when it comes to completing application forms and attending interviews - It feels like I almost have a “Cheat Sheet” in regards to how I can score maximum points in interviews and assessment centres. I have been sharing some of these tips with my friends and family so they too can feel better about the process”

“Not only have a built on my professional networks I have also built on my social network by making new friends with likeminded people from the programme, some of whom have encouraged me to join another project delivered by Aston Mansfield called Youth4Youth, as a result I am now in the process of putting in an application to become a Young Facilitator with Aston Mansfield”

Aston Mansfield Youth Collective

Eight young people were recruited onto the Youth Collective Panel to: -Support fundraising bids and identify key themes -Shape services and programmes -Raise the profile of Aston Mansfield

Activate

Eighteen young people participated in activities/workshops focused on providing a safe space for young people to be creative and innovative in finding solutions to health inequalities, busting myths, feeling confident in using and contributing towards the development of new approaches to health services and discussing barriers to keeping safe and having vaccinations as well as exploring how to overcome difficult conversations with peers and family.

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Just Connect

Thirty-six young participants attended a combination of virtual/face to face activities which fall under 3 main outcomes: Learning and training, emotional support (1 -2-1 and group) and social activities. The activities increase resilience and wellbeing, increase skills and knowledge, help young people feel heard, valued, and recognised as well as increase growth in self-belief and confidence.

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, welfare benefits, financial advice, food banks 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 self-esteem, which has a positive impact on their overall wellbeing.

We have provided support for 108 service users and in certain cases we have extended our support to their close relatives.

Case study of support

A family of 5 (mother, father & three children) were evicted from their property in Newham in January after receiving an eviction letter from the London Borough of Newham (LBN). They became homeless and had to share one room in a nearby hostel. Additionally, the father was facing deportation after being released from Prison and could be deported at any time. They declined an offer from LBN to move them to Birmingham because the family life has always been in London. LBN revoked their tenancy contract, closed their case, treating them as intentionally making themselves homeless. The family was referred to us to support with their housing situation. Through our intervention, LBN agreed to review the case and were able to rehouse the family to more suitable accommodation in a neighbouring borough. We followed up with the mother to ensure that the family were able to access their local community support/resources. We also noted that, during our intervention the mother’s depressive symptoms deteriorated and psychological support was declined due to her being homeless. However, the mother was successfully referred to Connect Newham for emotional support. By supporting her accessing local services along with regular motivational sessions, the mother received the appropriate wraparound support which enabled her to overcome barriers in her daily live and achieve independence.

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. The programme expanded during the pandemic, as it became clear that organisations needed practical to apply for funding, particularly from Trusts and Foundations.

We continued to deliver virtual one-to-one sessions for community groups, CICs and charities within the borough. We delivered 36 of these sessions to over 20 groups. These sessions focused on developing funding applications or related fundraising support. Due to the nature of the pandemic and changing guidelines, we did not host any of the planned larger scale community focused events or workshops. Instead, utilising the material already created for the programme we produced bite-sized digital training sessions on fundraising, financial systems, reporting and recording, gift aid, and five others. These videos are now available on our website and YouTube channel.

We continued to deliver the partnership work that started in mid-2020, with approximately 50 phone calls made to smaller organisations in Newham, and continued to provide signposting, templates, advice, and helpful tips. Due to our telephone support, the call for urgent fundraising support was greater than expected, and volunteers could no longer keep up with the demand. Plus, the pandemic world was changing, and these volunteer fundraisers were slowly returning to work. The direct funding support tested in late 2020 and funded by the council continued into 2021. The test programme to provide direct fundraising support through consultants was later expanded to

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YEAR ENDED 31 MARCH 2022

offer a second programme of more in-depth fundraising and development support for organisations with no structures or systems in place. The second programme was designed to support just eight organisations split between Aston-Mansfield and Compost London. Through both programmes we were able to help secure over £120K for 12 groups and develop key systems and procedures for a further four organisations. These included financial policies, safeguarding, project plans and M&E reporting systems.

During this year, the main difference in our work has been the continued enabling of small groups to deliver their work differently. We continued to inform small groups of the Newham Food Alliance that supported organisations offering food packages and the corporate support they could get during this period. We helped to connect groups supporting those with no legal access to funds (International students) to ensure a more coordinated approach. We offered funding insight and expertise around transforming services to provide digital and online activities. Much of the difference we made was engaging with local groups to offer help through direct fundraising and organisational development.

Aston-Mansfield Charitable Trust (AMCT) Seed Grants Scheme

We administered the AMCT Seed Grants Scheme, awarding £8.5K to 10 organisations. The seed grants are for small ethnic minority community groups and charities that have an annual income of £10,000 or less. Groups must be based in Newham, with a focus on supporting and promoting health and wellbeing for Newham residents. Organisations receiving a Seed Grant also make use of the support available from the Aston-Mansfield Fitter Finance team to help their organisation to grow and become more sustainable.

Volunteering

“I haven’t worked in a long time and lost my confidence. What I like about volunteering at Aston-Mansfield is that I’m treated as part of the team.”

“When I started volunteering, I had anxiety problems. I needed a lot of reassurance and doubted myself a lot. Keeping a work diary has shown me how much I have grown. I have been given more responsibility, and I now help to train new volunteers when they start.”

“Volunteering at Aston-Mansfield allows me to practically apply the theory I am learning at university. Volunteering remotely allows me to give back even with a hectic workload.”

“During my interview, I was told that I am more than my diagnosis, that I could go to my line manager or the volunteer officer if I need help. I feel accepted here.”

We continue to provide a range of bespoke volunteering opportunities, with around 45 people volunteering with us during the year. Our volunteering opportunities included:

According to national statistics, the average volunteer who consistently volunteers with an organisation for a sustained period tends to be older and educated. This is not the case with Aston-Mansfield. Our volunteers come from diverse backgrounds, including neurodiverse, long-term unemployed, undergraduates, and postgraduates to those volunteers with few to no qualifications.

Since the pandemic, we have seen a greater need for volunteers to be supported in building their skills, confidence, and resilience as they serve the community by volunteering with us. Volunteers are asked to keep work journals to track their goals, challenges, and accomplishments. This reflective log boosts confidence and becomes a valuable document to refer to when the volunteers edit their CVs, complete application forms etc.

As an organisation, we work in partnership with work coaches, occupational therapists, and community connectors to provide additional support for our vulnerable volunteers, particularly those who are neurodiverse or have mental health issues.

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FINANCIAL REVIEW

The statement of financial activities shows a net income for the year of £5,918 (2021: Net expenditure of £106,684). Income increased by 4.37% in the year to £1,619,019. This increase is mainly attributable to funding from grants and donations. As the charity reopens following the lockdown, total expenditure increased by 11.70% 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 below. 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 19 to the Accounts):

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 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 Aston-Mansfield Community Centre or consequent to the re-development of the Forest Gate site.

The charity’s reserve position as at 31 March 2022 is disclosed in Note 18 to the Accounts. At 31 March 2022 the charity held total funds of £1,798,747 (2021 - £1,792,829) of which £1,447,416 (2021 - £1,474,125) represents the Endowment Fund, Restricted Fund £210,314 (2021- £153,103) and Unrestricted Fund £141,017 (2021 - £165,301).

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TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2022

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

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:

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YEAR ENDED 31 MARCH 2022

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 13 and note 19 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. Aston-Mansfield staff and volunteers undertake all fundraising activity, and here have been no complaints received by Aston-Mansfield about its fundraising activities in the current or previous year.

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TRUSTEES’ REPORT (continued)

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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.

21

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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 2022 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:

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:

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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:

Responsibilities of trustees for the financial statements

As explained more fully in the trustees’ responsibilities statement set out on page 22, 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 charities and companies in England and Wales, 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:

24

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF ASTON-MANSFIELD

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

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

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

10 Queen Street Place London EC4R 1AG

Date: 24 October 2022

25

ASTON-MANSFIELD

STATEMENT OF FINANCIAL ACTIVITIES

YEAR ENDED 31 MARCH 2022

Endowment Restricted Unrestricted
2022		 2021
Funds Funds Funds Total Total
£ £ £ £ £
Income Notes
Income from donations and legacies
Donations - - 20,128 20,128 146
Income from charitable activities
Grants 3 - 352,412 703,178 1,055,590 1,188,225
Project income - - 5,368 5,368 1,050
Rents and facility hire 4 - - 374,692 374,692 182,664
Income from other trading activities
Shop sales - - 39,070 39,070 6,700
Other income 5 - - 124,171 124,171 172,206
Total income - 352,412 1,266,607 1,619,019 1,550,991
Expenditure
Expenditure on raising funds
Fundraising - - (79,511) (79,511) (76,702)
Shop operating costs - - (39,046) (39,046) (43,526)
Expenditure on charitable activities
Lifelong learning - (130,759) (353,585) (484,344) (403,089)
Healthy living - (76,258) (25,010) (101,268) (64,825)
Community development - (88,184) (23,699) (111,883) (115,232)
Community buildings (27,009) - (770,040) (797,049) (740,753)
Total expenditure 6 (27,009) (295,201) (1,290,891) (1,613,101) (1,444,127)
Net income/(expenditure) (27,009) 57,211 (24,284) 5,918 106,864
Transfers between funds - - - - -
Net movement in funds (27,009) 57,211 (24,284) 5,918 106,864
Fund balances as at 1 April 2021 1,474,425 153,103 165,301 1,792,829 1,685,965
------------------------- --------------------- --------------------- ------------------------- -------------------------
FUND BALANCES AT 31 MARCH 2022 £1,447,416 £210,314 £141,017 £1,798,747 £1,792,829
=========== ========= ========= =========== ============

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 £32,927 (2021: net surplus £133,873).

A full comparative Statement of Financial Activities is included at note 22.

The notes on pages 29 to 44 form part of these financial statements.

26

ASTOMIAN5FIELD Cofflpany Ilvmtr. 4839] BALANCE SHEET AT3f W¢H1022 20T2 2021 FIXED ASSETS 1.643.372 CURRENT Sirtks and wryress 407 Y7 56415 265.732 10 Cath * bwka¥J iii 125. 204 518 CREDrroRS." talling 330.713 due lthin on y••r 1175.3381 I213,4￿} NET WRREXT ASSErs IS5,375 ASSETS t1.n8.747 Futy15 Fu Res'urbi Fu 1.447.416 16,X) TOTAL NEf ASSETSAT 31 MARCH Th2Z 18 £1.758.747 srabnrt aUthOrf￿ fOr￿ue by 8rs¥d ol foe5(M 13 its kwby. h),, 51_1-1 h￿s￿￿erc Ctsimin AFex l1inloi¢ Troa5urnr The r￿$)1 p•Jp$ 29bU fm p1 $laternenL

ASTON-MANSFIELD

CASHFLOW STATEMENT

FOR THE YEAR ENDED 31 MARCH 2022

2022 2021
Notes £ £
CASH USED/GENERATED IN OPERATING ACTIVITIES 12 (61,384) 168,058
CASH FLOWS FROM INVESTING ACTIVITIES
Purchase of tangible fixed assets 9 - (730)
-------------------- --------------------
(DECREASE)/INCREASE IN CASH AND CASH EQUIVALENTS IN THE (61,384) 167,328
YEAR
Change in cash and cash equivalents in the reporting period
Cash balances at 1 April 2021 265,732 98,404
--------------------- ---------------------
CASH BALANCES AT 31 MARCH 2022 £204,348 £265,732
========= =========

The notes on pages 29 to 44 form part of these financial statements.

28

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

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.

29

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

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

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

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.

30

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

• ACCOUNTING POLICIES (Continued)

• 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.

• 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.

INCOME FROM GRANTS 2022 2021
£ £
Grant income classified within income from charitable activities
Aston Mansfield Charitable Trust 586,927 719,097
Local government 46,455 133,557
Other statutory bodies 156,572 162,689
Corporate bodies 127,223 170,632
Trusts and Livery companies 138,413 2,250
----------------------- -----------------------
£1,055,590 £1,188,225
========= =========

Income attributable to fundraising efforts is £444,721 (2021: £383,770).

4.

RENTS AND SIMILAR INCOME 2022 2021
£ £
Property rental income 336,694 144,312
Wayleave income 37,982 37,982
Facility hire 16 370
------------------------- -------------------------
£374,692 £182,664
========== ==========

31

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2022

5. OTHER INCOME 2022 2021
£ £
Cost recoveries 15,568 16,591
HMRC Coronavirus JRS 28,895 113,869
Insurance claim 77,663 29,000
Historical credit write back 31 12,386
Sundries 2,014 360
- --------------------- - ---------------------
£124,171 £172,206
========== ==========
6. EXPENDITURE Staff Support Other direct Total
Costs Costs Costs 2022
£ £ £ £
a) Analysis of total expenditure
Cost of raising funds
Fundraising 69,542 9,969 - 79,511
Shop operating costs 33,500 5,546 - 39,046
------------------ ------------------ ----------------- ------------------
103,042 15,515 - 118,557
------------------ ------------------ ------------------ ------------------
Charitable activities
Unrestricted funds
Lifelong learning 266,806 68,014 18,765 353,585
Healthy Living 18,066 6,944 - 25,010
Community development 12,154 5,615 5,930 23,699
Community buildings 428,543 341,497 - 770,040
--------------------- ---------------------- ---------------------- ---------------------------
725,569 422,070 24,695 1,172,334
---------------------- ---------------------- ---------------------- --------------------------
Restricted funds
Lifelong learning 65,926 27,885 36,948 130,759
Healthy Living 59,331 16,927 - 76,258
Community development 32,053 36,833 19,298 88,184
Community buildings - - - -
---------------------- ---------------------- ----------------- ----------------------
157,310 81,645 56,246 295,201
---------------------- ---------------------- ------------------ ----------------------
Endowment Funds
Community buildings - 27,009 - 27,009
------------------ ------------------ ------------------- ------------------
Total expenditure 2022 985,921 546,239 80,941 1,613,101
========= ========= ========= ===========

32

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2022

6. EXPENDITURE (continued) Direct Head Total
Costs Office 2022
b) Analysis of staff costs £ £ £
Cost of raising funds
Fundraising 69,542 - 69,542
Shop operating costs 33,500 - 33,500
Charitable activities
Unrestricted funds
Lifelong learning 160,561 106,245 266,806
Healthy living - 18,066 18,066
Community development - 12,154 12,154
Community buildings 322,130 106,413 428,543
Central services 242,878 (242,878) -
Restricted funds
Lifelong learning 65,926 - 65,926
Healthy living 59,331 - 59,331
Community development 32,053 - 32,053
Endowment fund
Community buildings - - -
------------------- ---------------- -------------------
Total staff costs 2022 £985,921 £- 985,921
======== ======= =========
Total staff costs 2021 £872,234 £- £872,234
========= ====== =========
c) Analysis of support costs Admin Property Travel Finance Depreciation Governance Head Total
Costs Costs Costs Costs Office 2022
£ £ £ £ £ £ £ £
Cost of raising funds
Fundraising 8,606 - - 1,363 - - - 9,969
Shop operating costs 1,029 4,230 - - - 287 - 5,546
Charitable activities
Unrestricted funds
Lifelong learning 10,216 3,080 - 14,540 - 2,682 37,496 68,014
Healthy living - - - 566 - - 6,378 6,944
Community development - - - 1,326 - - 4,289 5,615
Community buildings 19,613 227,357 3,909 45,517 457 7,089 37,555 341,497
Central services 13,720 - - 12,328 2,932 56,738 (85,718) -
Restricted funds
Lifelong learning 17,162 83 - - - 10,640 27,885
Healthy living 16,761 - - - - 166 - 16,927
Community development 11,635 25,198 - - - - - 36,833
Community buildings
Endowment fund
Community buildings - - - - 27,009 - - 27,009
------------------ -------------------- ----------------- ------------------- ---------------------- -------------------- ---------------- ---------------------
Total support costs 2022 £98,742 £259,948 £3,909 £75,640 £30,398 £77,602 £- £546,239
======== ========= ======== ======== ======== ======= ======= =========

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

33

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2022

6. EXPENDITURE (continued) 2022 2021
£ £
d) Analysis of governance costs
Legal, consultancy and professional fees 54,999 53,438
Audit fees 17,874 16,026
Health and safety 4,716 20,943
Companies House 13 13
-------------------- --------------------
£77,602 £90,420
======== ========
Staff Support Other direct Total
Costs Costs Costs 2021
£ £ £ £
e) Analysis of total expenditure – prior year
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
========= ========= ========= ===========

34

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2022

6. EXPENDITURE (continued) Direct Head Total
Costs Office 2021
f) Analysis of staff costs – prior year £ £ £
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
========= ====== =========
g) Analysis of support costs Admin Property Travel Finance Depreciation Governance Head Total
- prior year 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
======== ========= ======== ======== ======== ======= ======= =========

35

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2022

7. NET INCOME 2022 2021
£ £
Net income is stated after charging:
Professional advice insurance including trustee indemnity cover 605 598
Depreciation 30,398 32,425
Audit fees 17,874 16,026
=======
 =========
8. STAFF EMPLOYMENT 2022 2021
£ £
Salaries and wages 832,529 751,317
Social security costs 67,797 57,410
Pension costs 54,618 49,742
Other staff costs 30,621 13,765
Redundancy payments 356 -
---------------------- ----------------------
Total Staff Costs £985,921 £872,234
========= ===========

Two employees received remuneration for the year in the band £60,000 to £70,000 (2021– 2) and pension cost of £26,846 (2021 – £26,299), were paid in relation to these employees.

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

2022 2021
Part Time Full Time Part Time Full Time
Community work 29 8 28 7
Central Administration 0 5 - 5
Fundraising 0 2 - 2
------- ------- ------- -------
29 15 28 14
=== === === ===
Full time equivalents 2022 2021
The number of full time equivalent posts is 31.50 29.63
========= =======

The total employee benefits of the key management personnel of the charity were £88,777 (2021: £86,809).

36

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2022

9. TANGIBLE FIXED ASSETS Land and Furniture and Motor
Buildings Equipment Vehicles Total
£ £ £ £
Cost or valuation
At 1 April 2021 2,155,448 999,344 51,453 3,206,245
Additions - - - -
Disposals - - - -
------------------------- --------------------- ---------------------- -------------------------
At 31 March 2022 2,155,448 999,344 51,453 3,206,245
------------------------- --------------------- ---------------------- -------------------------
Depreciation
At 1 April 2021 485,450 995,574 51,451 1,532,475
Charge for year 27,009 3,389 - 30,398
Disposals - - - -
------------------------- --------------------- ---------------------- -------------------------
At 31 March 2022 512,459 998,963 51,451 1,562,873
------------------------- --------------------- --------------------- -------------------------
Net Book Value
At 31 March 2022 £1,642,989 £381 £2 £1,643,372
========== ========= ========== =============
At 31 March 2021 £1,669,998 £3,770 £2 £1,673,770
=========== ========= ========== =============
All assets are used for charitable purposes.
10. DEBTORS 2022 2021
£ £
Aston Mansfield Charitable Trust 11,919 16,659
Rent Receivable 79,133 23,705
Other debtors and prepayments 34,906 26,052
----------------------- -----------------------
£125,958 £66,416
========= ==========
11. CREDITORS: due within one year 2022 2021
£ £
Deferred income 47,332 141,613
Taxation and social security 21,948 -
VAT payable 670 610
Other creditors and accruals 105,388 71,213
-------------------------- --------------------------
£175,338 £213,436
========== ==========

37

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2022

12. RECONCILIATION OF NET MOVEMENT IN FUNDS TO NET 2022 2021
CASH (OUTFLOW)/INFLOW FROM OPERATING £ £
ACTIVITIES
Net movement in funds 5,918 106,864
Depreciation and amortisation 30,398 32,425
(Increase)/decrease in stocks (60) 261
(Decrease)/increase in creditors (38,098) 28,764
(Increase)/decrease in debtors (59,542) (256)
------------------------- ------------------------------
Net cash (outflow)/inflow from operations (£61,384) £168,058
=========== ============

13. DIRECTORS/TRUSTEES’ REMUNERATION

No director has received any remuneration or reimbursement of expenses (2021: Nil).

14. 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.

15. ENDOWMENT FUNDS

ENDOWMENT FUNDS Movement in funds
Balance at Balance at
1 April 2021 Income Expenditure Transfers 31 March 2022
£ £ £ £ £
Land
Burges Road East Ham E6 180,000 - - - 180,000
Lambourne End 1,294,425 - (27,009) - 1,267,416
------------------------ ------------ ------------------ ---------------- ------------------------
£1,474,425 £ (£27,009) £ £1,447,416
=========== ===== ======== ======= ===========
Balance at Balance at
1 April 2020 Income Expenditure Transfers 31 March 2021
£ £ £ £ £
Land 180,000 - - - 180,000
Burges Road East Ham E6 1,321,434 - (27,009) - 1,294,425
Lambourne End ------------------------ ------------ ------------------ ---------------- ------------------------
£1,501,434 £- (£27,009) £- £1,474,425
=========== ===== ======== ======= ===========

Expenditure reflects depreciation of the Lambourne End Property.

38

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2022

16. RESTRICTED FUNDS Movement in funds
Balance at Balance at
1 April Income Expenditure Transfers 31 March 2022
2021
£ £ £ £ £
Lambourne End – Lake 2,979 - - - 2,979
East End Community 9,941 8,000 (16,919) - 1,022
Foundation
London City Airport 3,000 - (3,000) - -
Community Connectors 17,467 71,423 (88,890) - -
Big Lottery Fund Grant 47,722 68,496 (88,328) - 27,890
City Bridge Trust 7,693 47,800 (48,539) - 6,954
Legacy Income 14,365 - - - 14,365
London Cycling Grant 3,055 - - - 3,055
London Community
-Response Fund		 28,195 (28,195) -
-		 -
-
LB Newham 18,686 18,780 (20,586) - 16,880
CAF-ELEVATE - 132,913 (744) - 132,169
Jack Petchey - 5,000 - - 5,000
--------------------- -------------------- ---------------------- --------------- ---------------------
£153,103 £352,412 (£295,201) - £210,314
========= ========= ========= ======== =========
Balance at Balance at
April 2020 Income Expenditure Transfers 31 March 2021
£ £ £ £ £
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
- 29,000 (10,314) - 18,686
--------------------- -------------------- ---------------------- ---------------- ---------------------
£77,225 £252,321 (£176,443) - £153,103
=========== =========== =========== =========== ===========

A full description of each fund is shown at note 20.

17. UNRESTRICTED FUNDS

UNRESTRICTED FUNDS Movement in funds
Balance at Balance at
1 April Income Expenditure Transfers 31 March 2022
2021
£ £ £ £ £
------------------------ ----------------------- ---------------------- ----------------------------- ------------------------
General Fund £165,301 £1,266,607 (£1,290,891) £- £141,017
=========== =========== ============= ============= ===========

39

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2022

17. UNRESTRICTED FUNDS (continued)

Balance at Balance at
1 April Income Expenditure Transfers 31 March
2020 2021
£ £ £ £ £
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
=========== =========== =========== =========== ===========

During the year ended 31[st] March 2021 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 prior year to support the work of the charity through the Covid-19 Pandemic.

18. NET ASSETS BETWEEN FUNDS Current year

Current year
Endowment Restricted Unrestricted Total
Fund Fund Fund 2022
£ £ £ £
Fixed Assets 1,642,990 - 382 1,643,372
Current Assets - 210,314 120,399 330,713
Current Liabilities (144,672) - (30,666) (175,338)
Inter-fund Loan (50,902) - 50,902 -
------------------------ -------------------- ------------------- ------------------------
Net Funds £1,447,416 £210,314 £141,017 £1,798,747
=========== ========= ========= ==========
Previous year Endowment Restricted Unrestricted Total
Fund Fund Fund 2021
£ £ £ £
3
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
=========== ========= ========= ==========

19. RELATED PARTY TRANSACTIONS

There were no related party transactions with individuals or trustees during the year (2021- 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.

40

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2022

19. RELATED PARTY TRANSACTIONS (continued)

During the year the company received a grant of £586,927 (2021- £815,097) from Aston-Mansfield Charitable Trust and provided services costing £15,254 (2021 £14,882) to that charity. At the year-end Aston-Mansfield Charitable Trust owed Aston Mansfield £11,919 (2021 - £16,659) 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 (2021 - £ Nil) and no amount was owed to or due from Aston-Mansfield (2021 - £Nil).

20. 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.

The winter crisis response fund administered by East End Community Foundation 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 2021 Income Expenditure 31 March 2022
£ £ £ £

Positive activities for youth		 2,441 8,000 (10,441) -
Crisis response 7,500 - (6,478) 1,022
--------------------- -------------------- ------------------- ---------------------
Total £9,941 £8,000
 (£16,919) £1,022
=========== ============ =========== ============

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.

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ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2022

20. 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 extended to enable the team 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 £15,000 in the prior year 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.

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

This year, LBN provided £10K towards weight management. Every 6-8 weeks young people referrals receive fresh food boxes and recipe cards for cooking with families at home playworkers will also give fun active support to introduce Healthy eating and cooking habits that influence families’ behaviours. Young people are then asked to give feedback and send in videos photos of achievements examples of where they have shopped and cooked a healthy meal on a budget.

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ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2022

20. RESTRICTED FUNDS (continued)

LBN also funded the Holiday Activities and Food Programme (HAF) for children who are eligible for benefits related Free School Meals, vulnerable children and children with SEND. Giving them access to heathy food and activities during the long school holiday periods. This fund enabled us to deliver 4 days (2 remote and 2 face-to-face) of activity and food during the Christmas period, purchase kitchen equipment to enable us to deliver better quality meals onsite and to enhance cooking activities and to purchase sports equipment to enable us to enhance our physical activity offer.

We are Food Secure is a program designed to research the reason behind the food choices of young people in Newham, it was funded specifically to conduct interviews with young people aged 11 – 14.

Movement in funds Movement in funds
Balance at Balance at
1 April 2021 Income Expenditure 31 March 2022
£ £ £ £
Covid Response (part 1)
6,750		 - (2,550) 4,200
Covid Response (part 2) 9,000 - (9,000) -
Covid-19 Community grant 2,936 - (2,936) -
Weight Management - 10,000 (470) 9,530
HAF Primary - 5,365 (4,785) 580
HAF Secondary - 3,015 (645) 2,370
We are Food Secure - 400 (200) 200
--------------------- -------------------- ------------------- ---------------------
Total £18,686 £18,780 (£20,586) £16,880
=========== ============ =========== ============

CAF-ELEVATE

This was funded by Charities Aid Foundation

Elevate is an employability programme taking young people aged 17 - 25 on a journey of skills development, 1:1 coaching, work experience and paid internships.

The 15-month programme runs until end of March 2023 and funds a full time coordinator, 2 Young Facilitators and contributes to the youth manager role.

Jack Petchey

We have been awarded £10k from Jack Petchey Foundation to deliver workshops, activities and events for young people aged 14+ to support their learning, increase their networks, help build resilience and reduce isolation post pandemic. The one year programme runs until December 2022.

21. 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.

43

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2022

22. COMPARATIVE STATEMENT OF FINANCIAL ACTIVITIES (YEAR ENDED 31 MARCH 2021)

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

44