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2022-03-31-accounts

Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Company number: 1050006 Charity number: 265103

Cambridge House

Fighting poverty, social inequity and injustice for 133 years

Annual Report and Accounts for the year ended 31 March 2022

Cambridge House and Talbot - Annual Report and Accounts 2021-2022 - Page 1 of 42

Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Contents

Strategic Report Page
Welcome 3
The year at a glance 4
Our aims, objectives and activities 5
Achievements and performance
Overview 6
Research, influencing and thought leadership 9
Calculating our reach 10
Independent Advocacy services 11
Law Centre 12
Safer Renting services 13
Disabled People’s Empowerment services 14
Youth Empowerment services 15
Empowerment and Inclusion Crisis Mitigation
15
services
Events after the year end 16
Operational aims and objectives 17
Achieving our priorities in 2021-22 17
Our priorities for 2022-23 17
Financial review
Overview 18
Trustees’ responsibilities 20
Going concern statement 21
Reserves policy 21
Budgeting and financial decision-making 21
Governance and management
Trustees 22
Equality, diversity and inclusion 24
Quality and impact 26
Fundraising 27
Serious incident reporting 28
Safeguarding 28
Networks and partnerships 29
Public benefit 30
Staffing and remuneration 30
Volunteering and employability 32
Risk management 33
Auditors 35
Acknowledgments 36
Charity reference and administrative information 38
Independent Auditor’s Report Page
Opinion 39
Basis for opinion 39
Conclusions relating to going concern 39
Other information 40
Opinions on other matters prescribed by the
Companies Act 2006		 40

Matters on which we are required to report by
40
exception
Responsibilities of trustees 40
Auditor’s responsibilities for the audit of the

financial statements		 41
Capability of the audit in detecting irregularities 41
Use of our report 42
Financial Statements Page
Statement of financial activities 43
Balance sheet 44
Statement of cash flows 45
Notes to the financial statements 46

Cambridge House and Talbot - Annual Report and Accounts 2021-2022 - Page 2 of 42

Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Strategic Report Welcome

The combined effects of recovering from the Covid-19 pandemic, a growing cost of living crisis, insecure and low quality housing provision, and food and energy poverty risks are having a devastating impact on the communities in which we work.

We are witnessing increasing numbers of service users facing multiple crises driven by:

It is testament to the dedication and agility of our staff and volunteers that we mobilised new crossservice and multi-agency support and crisis mitigation activities to address these additional needs.

Some of the year’s highlights included:

tackle the demise in statutory advocacy referrals during the pandemic.

In August 2022, we completed the sale of our building at 1 Addington Square which enabled us to fully settle our SIB administered Communitybuilders and Futurebuilders loans. This puts us on a much more sustainable financial footing and will free us up to focus on our core work of supporting people in crisis and challenging the systems that led them there.

We give special thanks to:

We are extremely fortunate to have many passionate and committed supporters, staff, volunteers and trustees. Our success is a consequence of their dedication and hard work - we thank them all wholeheartedly.

Simon Latham, Chair

Karin Woodley CBE, Chief Executive

Cambridge House and Talbot - Annual Report and Accounts 2021-2022 - Page 3 of 42

Cambridge House and Talbot - Annual Report and Accounts 2021-2022

The year at a glance

----- Start of picture text -----
£192,784
2,403 frontline
secured as
service users
legal
compensation
or redress for
service users
11 community
hub residents Services
reaching over delivered in 18
90K service local authorities
users
Influencing
Continued and training
work on 2 activities
research reaching over
projects 250 people
nationally
Briefings
delivered to
central,
regional and
local
government
----- End of picture text -----

£20K operating deficit and £1.53M overall surplus

----- Start of picture text -----
Operating Income Operating Expenditure
Operating Deficit
(i.e., less loan reduction) (i.e., less depreciation)
(£20K)
£1.8m £1.82m
----- End of picture text -----

82p in every £1 spent on service delivery (79p in 2021)

Delivering services 82p

----- Start of picture text -----
Fundraising 3p
Overheads and governance 15p
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Cambridge House and Talbot - Annual Report and Accounts 2021-2022 - Page 4 of 42

Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Our aims, objectives and activities

Vision

We have a vision of a society without poverty where all people are valued, treated equally and lead fulfilling and productive lives.

Values

We are pioneering, inclusive, collaborative and reflective.

Aims and objectives

Transforming lives

Frontline and personalised empowerment, access to justice and resilience-building services in London for families and people living in areas of high deprivation who are:

Transforming society

Our theory of change

----- Start of picture text -----
Personalised frontline services tackling poverty, social inequity and injustice
Local level and lived experience evidence collection and research into 'what
works'
Evidenced-based policy development, thought leadership and influencing
----- End of picture text -----

----- Start of picture text -----
A society without poverty where
all people are valued, treated
equally and lead fulfilling and
productive lives
----- End of picture text -----

History

We were founded in 1889 to support people living in London’s ‘slum’ neighbourhoods. As one of the earliest members of the university settlement movement, our innovative work led the Victorian antipoverty movement, paved the way for the modern welfare state and responded to problems of inequality and social injustice.

Cambridge House and Talbot - Annual Report and Accounts 2021-2022 - Page 5 of 42

Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Achievements and performance

Overview

2,403 people accessed our frontline services (2,263 in 2021)

The number of people who accessed each of our frontline services

----- Start of picture text -----
Safer Renting Independent Advocacy Law Centre Education and Inclusion
2022 625 1,153 431 194
2021 414 1,447 192 210
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We delivered these services in 18 local authorities (15 in 2021)

----- Start of picture text -----
North Hertfordshire 0.3% 7
Westminster 0.4% 8
Enfield 0.6% 13
Newham 0.8% 19
Haringey 2.7% 60
Richmond Upon Thames 6% 137
Lambeth 6.2% 139
Spot purchasing in 7 additional local authorities 7.3% 164
Kingston Upon Thames 13.9% 313
Southwark 19.7% 446
Waltham Forest 21% 474
Barking & Dagenham 21% 475
Local authority as a % of total service users
----- End of picture text -----

Number of services users per local authority

Cambridge House and Talbot - Annual Report and Accounts 2021-2022 - Page 6 of 42

Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Each service delivered in the following local authorities during the year

Independent
Advocacy		 Education and
Inclusion		 Safer Renting Law Centre
Barking & Dagenham √
Enfield √ √
Haringey √
Hertfordshire √
Hounslow √
Kingston Upon Thames √
Lambeth √ √
Newham √ √
North Hertfordshire √
Nottinghamshire √
Richmond Upon Thames √
Southwark √ √
Suffolk √
Tower Hamlets √
Waltham Forest √
Wandsworth √
Westminster √ √
West Sussex √

45% of our service users were from minoritised communities (62% in 2021)

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

83% of our service users were disabled, live with a mental, behavioural or physical health condition or learn differently (72% in 2021)

The ages of our service users (remained consistent with 2021)

The genders and sexuality of our service users (remained consistent with 2021)

----- Start of picture text -----
4%
Heterosexual/Straight
LGBTQIA+
51% 47% 2%
96%
Female Male Transgender
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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Research, influencing and thought leadership

Safer Renting – Protecting tenants from criminal landlords

Radical Listening – Involving excluded citizens in conversations about social reform

We advocated nationally for Radical Listening to be used to reconnect with communities, address complex challenges, tackle unconscious bias, and transform systems through conversational leadership and practice including speaking at roundtables of up to 75 people and leading a current series of thematic debates for 10 to 30 leaders at a time – attended by 91 charity and local authority leaders across the UK.

Protecting statutory rights to independent advocacy during pandemic recovery

The workload and resource impact of Covid-19 on local government, the NHS and care services resulted in less referrals of eligible people to statutory advocacy services across the UK. Our Advocacy Services team responded by convening meetings with local authority commissioners to analyse the reasons for, and address deteriorating support for, residents living with mental health and mental capacity conditions. In addition, the team presented to and/or provided training to a variety of multisector partnerships including:

Over 90K people reached by organisations based in our community hub

The majority of our 11 resident organisations (14 in 2021) maintained services throughout the year combining homeworking with digital and face-to-face service delivery as social distancing restrictions allowed.

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Our resident organisations

Change Grow Live Lambeth and Southwark Mind (until November 2021) Brook Young People Community Southwark (until April 2022) 1st Place Children and Parent’s Centre SCCD Training (until June 2022) Improving Health Ltd United Voices of the World (until June 2022) Maintaining Health Partners Britain Has Class (until July 2022) Southwark Disablement Association

Calculating our reach

The number of service users during the year has been calculated by collating the following data:

The impact of the pandemic on our service user numbers was varied with legal, advocacy and our community hub services seeing numbers fall significantly due to social distancing restrictions and/or changes to court and local authority statutory processes. During 2022, Safer Renting continued to increase its reach, the Law Centre began to rebuild its numbers and Education and Inclusion saw a slight decrease in service users.

The impact of the pandemic on our service users numbers (2019 to 2022)

----- Start of picture text -----
2022 2021 2020 2019
Education and
Inclusion
Law Centre
Independent
Advocacy
Safer Renting
- 500 1,000 1,500 2,000 2,500
Number of Service Users
----- End of picture text -----

Cambridge House and Talbot - Annual Report and Accounts 2021-2022 - Page 10 of 42

Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Independent advocacy services

Protecting the voices, choices and rights of vulnerable adults and children

In line with the requirements of the Mental Health Act 1983, Mental Capacity Act 2005, Care Act 2014 and Deprivation of Liberty Safeguards and Community Treatment Orders, we:

The impact of the pandemic on our service users led to a significant increase in the complexity, and therefore length, of each case. As a result, though our contracts in Waltham Forest and Richmond ended in November and May 2021 respectively, our overall service user numbers did not fall commensurately and our delivery hours significantly increased.

B’s story

B is a 22-year-old who for the past two years has been in a Richmond upon Thames funded residential college in Wales. B has pronounced autism and a significant obsessive compulsive disorder. The pandemic closure of clubs and classes resulted in behavioural changes and B’s GP prescribed sedatives that caused severe constipation and a subsequent rectal prolapse and incontinence.

The Welsh NHS refused to operate without providing a reason. We made an IMCA Serious Medical Treatment referral and convened a ‘best interest’ meeting that secured an operation in Kingston and B’s relocation to supported living in Richmond.

The operation was successful, B has begun attending a new college in Richmond and his behavioural changes have settled.

We successfully resolved 98% of issues through the following eight advocacy specialisms:

“I wish all advocates could be like you! You clearly have a wealth of knowledge and experience of working in mental health, including of legal matters, as well as being an open and engaging person who puts the patient at the centre of everything, in a really collaborative way.

You have worked with some of our most challenging and complex patients, and I have always welcomed your insights. Thank you again for your support.”

Dr Debbie Stephenson, Consultant Psychiatrist & Associate Clinical Director Acute & Urgent Care Service Line

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Law Centre

Enabling people living with complex needs to save their homes, keep their jobs and protect their families

As a Legal Aid Agency accredited provider, we delivered free, independent and expert legal and crisis navigation services in housing, employment, discrimination and welfare benefit law to 357 clients (157 in 2021) supporting 74 dependents (35 in 2021) and secured £74,795 in legal compensation or out of court settlements for our clients (£60,588 in 2021). Financial redress settlements were secured as follows:

----- Start of picture text -----
£28,200
£25,224
£21,371
Housing Crisis Navigation Welfare Benefits
----- End of picture text -----

Housing insecurity and poor conditions remained a significant issue throughout the pandemic, however once the Court moratorium on possession and eviction matters was lifted, the number of new cases we received increased by 175%.

Q’s story

Q is single, in their early sixties and living with diabetes and poor eyesight. Loss of employment during the pandemic forced them to claim Universal Credit and they were evicted because of rent arrears. Our team prevented homelessness by securing alternative accommodation and secured additional welfare benefits to cover housing costs.

Our case work in Southwark, Lambeth and neighbouring boroughs was distributed as follows:

----- Start of picture text -----
Employment cases 26 7%
Crisis Navigation cases 85 24%
Welfare Benefits cases 101 28%
Housing and homelessness cases 145 41%
----- End of picture text -----

“Through the regular clinics that your Crisis Navigator has been delivering at the Baytree Centre, they have been instrumental in ensuring that the women are aware of their rights, access the support and benefits to which they are entitled and see their issues properly addressed. In addition to these ‘hard’ benefits, this also contributes to ‘softer’ outcomes including improvements in the women’s self-confidence, agency and well-being.”

Anna Iacuzzi, Service Director, The Baytree Centre

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Safer Renting services

Making private renting safe for all

We provided advice and support to 225 vulnerable households (208 in 2021) caring for 401 dependents (206 in 2021) in 11 London Boroughs (5 in 2021) and secured £118K in legal compensation or out of court settlements for our clients (£136K in 2021).

Service user feedback:

In addition to sustaining tenancies in 51% of cases (31% in 2021), our activities expanded to:

J’s story

J, a single adult had been subject to attempted illegal eviction, harassment, in an unlicenced house in multiple occupation where multiple landlord identities were designed to evade liability on any one of them. There had been no written tenancy agreement, rent demanded in cash with no receipts provided.

J’s landlord accused her of being an unlawful sub-tenant, served her multiple informal notices to leave. Her life had already been pushed to its limit because of the pandemic but local authority had no duty to rehouse her as she was not considered ‘priority need’. To make this vulnerable situation even more intense, J had lost her job in retail at the start of the pandemic. In March 2020, for the first time in her life she found herself applying for Universal Credit (UC) to meet her rent.

We attempted to negotiate with J’s landlord. His failure to licence the property meant that J and her housemates were entitled to apply to the court for all their rent back. This would have been a fairly normal case for us, except for the fact that the Department for Work and Pensions (DWP) then retrospectively checked J’s Universal Credit claim and asked her for a tenancy agreement — or else face a fine of thousands of pounds for all the rent she had claimed; the landlord refused to provide one in his effort to conceal his failure to correctly licence the property, putting J in jeopardy of paying back a debt for years to come. A debt which she did not owe.

We arranged for the matter of the UC ‘overpayment’/alleged fraud to be appealed at the DWP, which succeeded. Following negotiations, the landlord also agreed to pay her a sum of £3,500. When we last spoke to J, she and her cat had just moved into a new property and she had a job interview the next day.

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Disabled People’s Empowerment services

Enabling disabled children and adults to take control of their lives and futures

We built the skills and resilience of 45 children and adults living with profound learning disabilities and complex needs through a varied portfolio of services (35 in 2021). We also provided essential respite for 45 parents and carers during the year (35 in 2021).

“It’s changed my life. I have always done my own painting and collages but now I’m learning how to do it with a group so I can get more help with ideas.”

Hangout Hub Service User

The distribution of service users was as follows:

----- Start of picture text -----
Camberwell Incredibles and Super Fridays Arts Clubs 44%
Hangout Hub 22%
SuperTeens Art Club 20%
SENsational Sports 13%
----- End of picture text -----

P’s story

P has Down’s Syndrome and is quite limited verbally. He joined our online sessions during the Covid-19 pandemic under recommendation of one of his best friends, a long-standing member of the SuperTeens.

P, his friend in the group and another friend formed a trio named by their families ‘The three Musketeers’. In his trio P feels secure and in a comfort zone. P’s carer also attends our sessions with P. Her attitude is both caring and freeing, leaving P all the space he needs to express himself. Some sessions P’s best friend was absent giving P an opportunity to interact with other young people and he found their presence and their artwork very inspiring. He showed this by calling their names out loud and demonstrating excitement through his body language, smiling, dancing making different joyful sounds.

P has demonstrated a distinct artistic personal style, both in content and aesthetic. He often draws activities that he has taken part in, such as cooking, gardening, visiting parks, or members of his family and his pets. His drawings made in marker pens are colourful and unique. His carer regularly reports how much P enjoys taking part in the SuperTeens sessions. His artwork has developed and has provided him with a non-verbal language to express himself, while also expanding his friendship circle.

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Youth Empowerment services

Investing in young people so they thrive as adults

34 young people aged 16 to 24 years (40 in 2021) participated in our ‘RISE’ programme including group activities and one-to-one mentoring sessions. We delivered activities online until September 2021 when it was deemed safe to return to in-person activities. In response to the devastating impact of the pandemic on our young people, we extended the delivery programme by 3-months.

“You have helped me more than anyone, I’ve become more confident and know who I am now.”

RISE Service User

K’s story

K was referred via her therapist. She self-harmed and had previously attempted an overdose. Her mental ill health had been caused by historic abuse and volatile family relationships. Over time, with the support of the Youth Empowerment Lead, K has gained a greater understanding of her behaviour patterns, allowing her to have more autonomy over her actions, to develop healthy relationships, and to be more in tune with her emotions.

K engages in her weekly 1:1 mentoring sessions without fail, rises to challenges, and is an active, much-loved participant in group workshops. She no longer engages in risky, self-harming behaviour, is thriving academically and has received offers from multiple universities.

Crisis Mitigation in the Empowerment Services

Access to justice for disabled and young children and adults

To support disabled and RISE service users and their carers to access statutory support and benefits and challenge reductions in personal budgets, we introduced a Crisis Mitigator to the Education and Inclusion team who worked on 24 cases supporting 36 people.

X’s story

X a 21-year-old was facing homelessness, relying on food banks, caring for his mother who lives with a mental health condition, and experiencing chronic isolation.

Our Crisis Navigator supported X by:

X is now:

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Events after the year end

Building sale

August 2022

Safer Renting

April 2022

Publication of ‘Illegal Eviction Count’ Research Report

August 2022

October 2022

£800K five-year grant secured from the Oak Foundation

Cambridge House and Talbot - Annual Report and Accounts 2021-2022 - Page 16 of 42

Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Operational aims and objectives

We continued to implement our 2017 - 2022 Strategic Plan objectives which are to:

Achieving our priorities in 2021-22
Delivering positive impact for individuals, families and communities facing severe and complex
needs by:
Delivering services in response to Covid-19 restrictions and the recovery needs of
Successful
service users.
Participating in Covid-19 response and recovery networks and activities. Successful
Agreeing a 5-year corporate strategy for the period 2022-23 to 2026-27. Successful
Enhancing organisational capacity, resilience and sustainability by:
Marketing our building at 1 Addington Square for sale. Successful
Agreeing financial forecasts for 2022-23 to 2024-25. Successful
Agreeing interim office and service delivery accommodation for 2022-23. Successful
Completing a review of the organisation’s policy frameworks. Successful
Agreeing a risk appetite statement to complement our risk register. Successful
Reviewing our Governance Manual to reflect the updated Charity Governance Code. Successful

Our priorities for 2022-23

Transforming Lives

Develop our crisis mitigation and resilience building activities in response to recession impacts on our service users.

Review the delivery infrastructure of Safer Renting and the Law Centre to increase the reach and impact of services in response to new funding.

Transforming Society

Extend our research, influencing and knowledge exchange activities.

Governance

Complete sale of 1 Addington Square and establish new office and delivery spaces.

Publish and begin to implement our corporate strategy for 2022 to 2027.

Recruit and diversify our trustees in compliance with our equality, diversity and inclusion targets.

Establish designated reserves for ‘Continuity Planning’ and future building purchase.

Benchmark the Chief Executive’s pay.

Cambridge House and Talbot - Annual Report and Accounts 2021-2022 - Page 17 of 42

Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Financial review

Overview

Our financial position improved significantly during the year as a result of a £1,625,267 reduction in our SIB loan liability. Operating income (i.e., excluding the loan reduction) reduced significantly to £1,823,640 (£2,141,243 in 2021) primarily as a result of reductions totalling £325,583 in pandemicrelated one-off grants and the Job Retention Scheme. Operating expenditure (i.e., excluding depreciation) reduced to £1,825,896 (£1,892,589 in 2021) in response to lower income levels.

Total Operating Income £1.8m (£2.14m in 2021)

Earned income £1,229,773 Charitable income £440,206

Public sector grants £94,198

Corporate gift in kind £59,464

----- Start of picture text -----
3%
5%
24%
68%
----- End of picture text -----

Total Operating Expenditure £1.83m (£1.89m in 2021)

----- Start of picture text -----
11% 14%
13%
62%
----- End of picture text -----

Direct cost of services £253,035

Direct delivery staffing costs £1,133,861

Core staffing costs £237,559

Overheads £201,441

Cambridge House and Talbot - Annual Report and Accounts 2021-2022 - Page 18 of 42

Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Income

During the year, our total income increased to £3,448,907 (£2,141,243 in 2021) following SIB’s £1.6M reduction in our loan liability. Reductions in operating income were as follows:

Earned income distribution

----- Start of picture text -----
2022 2021
Statutory
Community hub
contracts and Legal fees Education fees
fees
spot purchasing
2022 £547,905 £324,298 £274,836 £79,060
2021 £683,238 £356,970 £163,268 £75,714
----- End of picture text -----

Expenditure

Our total expenditure for the year was £1,920,076 (£2,048,562 in 2021) with reductions across all areas except Safer Renting and Education and Inclusion Services where additional costs were financed by restricted grants. Our operating expenditure was £1,825,896 (£1,892,589 in 2021), and nonoperating expenditure (i.e., depreciation) was £94,180 (£155,975 in 2021).

Staffing remained our largest cost at £1,371,420 (£1,433,048 in 2021) i.e., 75% of operating expenditure (76% in 2021). £1,133,861 (£1,185,893 in 2021) of staffing costs related to the direct delivery of services and reflects the people intensive nature of our frontline services and their reliance on high service user to staff ratios.

All services increased expenditure on frontline services in response to increased income from grants and fees except the Law Centre where the Covid-19 impact on the civil justice system, particularly the stay on possession hearings, reduced earned income and therefore expenditure.

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Direct service expenditure

Advocacy
Education and
Inclusion
Community
Hub
Law Centre
Safer Renting
£341,458
£211,775
£347,380
£207,772
£278,510
£425,988
£170,933
£434,144
£217,056
£238,235		 Advocacy
Education and
Inclusion
Community
Hub
Law Centre
Safer Renting
£341,458
£211,775
£347,380
£207,772
£278,510
£425,988
£170,933
£434,144
£217,056
£238,235		 Advocacy
Education and
Inclusion
Community
Hub
Law Centre
Safer Renting
£341,458
£211,775
£347,380
£207,772
£278,510
£425,988
£170,933
£434,144
£217,056
£238,235		 Advocacy
Education and
Inclusion
Community
Hub
Law Centre
Safer Renting
£341,458
£211,775
£347,380
£207,772
£278,510
£425,988
£170,933
£434,144
£217,056
£238,235		 Advocacy
Education and
Inclusion
Community
Hub
Law Centre
Safer Renting
£341,458
£211,775
£347,380
£207,772
£278,510
£425,988
£170,933
£434,144
£217,056
£238,235
Advocacy Education and
Inclusion		 Community
Hub		 Law Centre Safer Renting
2022 £341,458 £211,775 £347,380 £207,772 £278,510
2021 £425,988 £170,933 £434,144 £217,056 £238,235

Trustees’ responsibilities

As trustees, we are also the directors of Cambridge House for company law purposes. We are responsible for preparing this Annual Report and the Financial Statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires us to prepare annual financial statements which give a true and fair view of the state of Cambridge House’s affairs, including our incoming resources and their application, and net income or expenditure. In preparing our financial statements, we are required to:

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

In so far as we are aware:

Trustees are also responsible for the maintenance and integrity of the corporate and financial information included on our website.

We note that, legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from the legislations in other jurisdictions.

Cambridge House and Talbot - Annual Report and Accounts 2021-2022 - Page 20 of 42

Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Going concern statement

Trustees are of the view that Cambridge House remains a going concern and that we will have adequate resources available to meet our obligations for at least twelve months from the date of approving these accounts.

In reaching this view, our Council have considered the following:

Reserves policy

With the continued improvement in our financial position, trustees have reviewed our reserves policy to ensure that we establish:

- Designated reserves to a level that supports Continuity Planning £900K,

representing circa 6-months turnover by March 2023

Designated reserves to a level that support the Future Purchase of Premises - £1.6M

by March 2023

We review the target level of reserves on an annual basis alongside the operating budget. The assessment takes account of income and expenditure risk within the budget and the need for sufficient liquidity to manage the day-to-day fluctuations in our receipts and payments.

Budgeting and financial decision-making

We prepare annual budgets for all activities and carefully monitor performance against these to ensure that any activity operating at a deficit and/or behind budget is carefully supervised, and opportunities are taken to mitigate risks and increase unrestricted funds. We use a cloud-based accountancy package that connects to our bank accounts and facilitates real-time scrutiny by trustee bank signatories and staff with profit and loss accountabilities.

Trustees have a Business Continuity and Disaster Recovery Plan and a Financial Emergency Response Plan to protect the interests of our service users, employees, trustees, creditors and stakeholders by outlining the steps that can be taken to avoid and/or manage crises.

A meeting schedule detailing priorities and regulatory deadlines for the Council of Management is published at least 12-months in advance and ensures trustees consider, monitor and approve our: ▪ 3 or 5-year corporate strategy and business plan.

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

The Council’s Finance Subcommittee considers financial reports each month to ensure:

Governance and management

Cambridge House and Talbot Limited is a registered charity (registration number 265103) and is constituted as a company registered in England and Wales and limited by guarantee (registration number 1050006). The company does not have share capital and is limited by the guarantee of the members to a maximum of £1 each. In line with the requirements of GDPR, we reviewed our company membership and the total number of such guarantees (i.e., our company members) at the year-end was 21 (2021– 21). The organisation’s objects and powers are set out in the Articles of Association.

Cambridge House owns the whole of the issued ordinary share capital of Enterprise at Cambridge House Limited, a company registered in England and Wales. The subsidiary was used for non-primary purpose trading activities and ceased to trade during 2013-2014.

Trustees

Cambridge House is governed by the charity’s trustees, who are also the company's directors and are collectively called the Council of Management (the Council). The members of the Council are elected at the company's annual general meeting.

Our Council meets a minimum of six times per year to manage the business of the organisation. It has appointed subcommittees to operate with delegated responsibilities:

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

David Coleman (Vice-Chair), Simon Latham (Chair), Clarissa Lyons (Company Secretary), David Goode (Treasurer), Stephanie Tidball (trustee) and Mandy Samrai (co-opted adviser).

Our Council's governance structure is set out in our Governance Manual, which includes our code of governance and enshrines a clear distinction between the role of trustees, the Council, and the Chief Executive. Trustees concentrate on strategic matters, setting overall direction, ensuring clear organisational objectives and holding the Chief Executive to account. This is effected through reporting, both on performance and strategic matters, and formal appraisal of the Chief Executive’s performance. The delegated responsibilities and accountabilities of the Chief Executive are set out in our Governance Manual and in their job description.

Trustees have reserved certain powers, which only they can exercise. These include those statutory powers that cannot be delegated, such as policies on risk and reserves, and decisions linked to major policy or programme initiatives, strategic planning, and changes to organisational structure.

Trustee recruitment, induction and training

Our Council completes skills audits to assess the skills of the existing trustees, identify ‘skills gaps’ and assess any skills being lost by the retirement of a trustee. New trustees are recruited through external advertising, volunteer bureaux, and direct approaches to professional bodies and other voluntary organisations.

The induction process for new trustees is detailed in the Governance Manual and is designed to acquaint them with our purposes, financial position, work programmes, structure, staff and current issues. To ensure continued development, trustees are offered the opportunity to attend training on key areas, such as financial reporting and strategic planning.

Trustee performance review

We reviewed our Governance Manual in June 22 to:

Trustee terms of appointment

Each year the nearest in number to one third of the elected members of the Council stand down at the annual general meeting and are eligible for re-election. At 31 March 2022 the trustees had served for the following terms:

Role Name Length of service in current role
Chair Simon Latham 3 years, 3 months
Vice Chair David Coleman 3 years, 3 months
Company Secretary Clarissa Lyons 4 years
Treasurer David Goode 3 years, 6 months
Trustee Amy Fraser 2 years
Trustee Anu Mensah 2 years
Trustee Fiona Shaw 2 years, 1 month – retired April 2022
Trustee Shveta Shah 15 years – retired April 2022
Trustee Stephanie Tidball 4 years

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

The appointment terms of trustees are as follows:

As at March 2022, no trustee terms had been extended.

Equality, diversity and inclusion

Equality, diversity and inclusion are core values of Cambridge House and we believe that:

To this end, we establish credibility and legitimacy, and build our experiential knowledge by working to ensure our service users ‘see themselves’ reflected throughout our organisation.

Our Equality, Diversity and Inclusion (EDI) Policy includes an action plan with specific inclusion targets that are monitored annually by the Council. The plan also sets out:

The % of our team who share lived experiences with our service users Inclusion target 33%

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Trustees 33%
Leadership 100%
Heads of Service 100%
Staff 86%
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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

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The % of women on our team
Inclusion target 50%
Trustees 44%
Leadership 67%
Heads of Service 80%
Staff 54%
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The % of our team who live with a mental or physical health condition, learn differently, or are disabled Inclusion target 14%

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Trustees 11%
Leadership 100%
Heads of Service 80%
Staff 48%
% of our team from LGBTQIA+ communities
Inclusion target 6%
Trustees 0%
Leadership 0%
Heads of Service 20%
Staff 18%
The % of our team from minoritised communities
Inclusion target 43%
Trustees 11%
Leadership 100%
Heads of Service 40%
Staff 40%
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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Compared to our previous year’s results:

Quality and impact

We strive to find solutions to identifiable problems in the communities with which we work. Actual and potential service user needs, as well as gaps in service provision, are identified through:

In addition to confirming that all activities contribute to the delivery of our vision, we secure impact by ensuring that we have:

Evidencing quality and impact

Our theory of change identifies the causal links between what we do and what we are trying to achieve. It also provides the theoretical framework to help us assess whether what we do is working as planned and how it can be improved. Quantitative and qualitative methods of collecting outcomes and outputs, including feedback from and consultation with service users and stakeholders, enable us to evidence impact. Accredited quality assurance and impact measurement schemes covering all areas of our work, ensure our impact is externally audited and verified.

Legal services

Our Law Centre has been awarded Centre of Excellence status by the London Legal Support Trust and is accredited by Lexcel, the Law Society's annually audited legal practice quality mark for excellence in legal practice management and excellence in client care.

Advocacy services

Our independent advocacy services are accredited by the Advocacy Quality Performance Mark (QPM) which works in conjunction with the Advocacy Code of Practice to enable providers to demonstrate how they are meeting the different standards set out in the code.

Safer Renting services

Our work supporting the private tenants of ‘criminal landlords’ is accredited by the Advice Quality Standard by the Advice Service Alliance.

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Youth Empowerment and Disabled People’s Empowerment services

The evaluation systems and impact measures for our empowerment activities have Project Oracle accreditation. We also use accredited Outcomes Stars to monitor service users’ progress towards their personal development goals.

Governance

We are organisational members of the Chartered Institute of Fundraising and have Positive about Disability, Mindful Employer, London Living Wage Employer and Cyber Essentials quality marks.

Fundraising

We rely on fundraising to support all our work and it is important to us that everyone who engages with us has a positive experience. We work diligently to comply with the Fundraising Regulator’s Fundraising Code of Practice, and to ensure that we fundraise in a respectful and compelling way that is consistent with our values.

Fundraising activity is carried out in accordance with our Ethical Fundraising and Data Protection Policies to ensure legal and regulatory compliance. They are reviewed regularly to ensure they also reflect best practice.

We are an organisational member of the Chartered Institute of Fundraising and have a published fundraising pledge to donors. Our Ethical Fundraising Policy governs our interactions with third parties, including, but not limited to, corporate and individual donors, local and national governments, other charities and public-sector agencies.

Our fundraising activities and compliance with regulations and best practice are scrutinised by our Council of Management and its Finance Subcommittee. No fundraising complaints have been received.

The Chief Executive and our Fundraising and Development Officers are our primary fundraisers. They are required to demonstrate an understanding of the Fundraising Regulator’s Fundraising Code of Practice and make a commitment to uphold its values when they join Cambridge House. We do not engage any third-party fundraisers.

Our relationship with supporters

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Serious incident reporting

We have procedures for the reporting of serious incidents to the Charity Commission in accordance with the statutory requirement under section 169 of the Charities Act 2011. Trustees confirm that there were no serious incidents or other matters relating to Cambridge House and Talbot Limited during the year that should have been brought to the attention of the Charity Commission.

Safeguarding

Trustees recognise that being safe and free of abuse is central to ensuring the continued promotion of a person’s wellbeing. In this spirit, as outlined in the ‘making safeguarding personal’ initiative and the Care Act 2014, we have policies and procedures in place to enable us to respond to all concerns of abuse appropriately, operating in line with the Pan London Multi-Agency Safeguarding Policy.

Our own policies and procedures for children and vulnerable adults were reviewed and updated during the year. Our trustee safeguarding lead to April 2022 was Shveta Shah with Amy Fraser being appointed subsequently, and our executive leads are the Chief Executive and the Heads of Service for Independent Advocacy and Education and Inclusion.

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Changes to their Care Plan 42%
Referral to the NHS 11%
Implementation of a statutory
safeguarding process or a Lasting 47%
Power of Attorney review
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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Networks and partnerships

We are firmly ‘outward looking’ and work collaboratively with a diversity of voluntary, community, private and public-sector partners to deliver services and exchange knowledge and information.

During the year, we remained members of:

Community Southwark, the umbrella body for the voluntary and community sector, volunteers and social action in Southwark. Our Chief Executive was Vice Chair of their Board of Trustees until December 2021.

The Global Social Economy Forum (GSEF), an international association that brings together local governments and civil society stakeholders committed to supporting the development of the social economy. Our Chief Executive was a member of their founding advisory committee.

Healthwatch Southwark, a consumer network established because of the health and social care reforms of 2012 to champion the views of local people who use health and social care services in Southwark. Our Chief Executive was a member of its Advisory Group until August 2020.

The Chartered Institute of Fundraising, the professional membership body for UK fundraising.

The International Federation of Settlements and Neighbourhood Centres, an association of organisations working to strengthen communities around the world.

London Youth, a network of diverse community youth organisations serving young people across London.

Locality, whose stated objective is to develop a network of ambitious and enterprising community-led organisations with a strong, collective voice and to inspire community action so that every neighbourhood thrives. Our Chief Executive was Vice Chair of their Board of Trustees until November 2019.

The National Council for Voluntary Organisations (NCVO), who champion the voluntary sector by connecting, representing and supporting voluntary organisations.

Southwark Legal Advice Network (SLAN), which aims to improve access to quality assured advice services and self-help information in Southwark for people in greatest need.

The Better Way Network, a national network of leaders who want to improve services and build strong communities. Our Chief Executive is a ‘Core Group’ member and the network’s thought leader on radical listening.

Our Chief Executive, Karin Woodley, holds roles as:

Our Chair, Simon Latham, was appointed Chief Operating of Bridge House Estates in February 2022. Cambridge House is currently in receipt of a grant from Bridge House Estate’s grant-giving body, City Bridge Trust (CBT). Simon holds no executive decision-making responsibilities in respect of CBT grant-giving, though will recuse himself if matters are raised in respect of Cambridge House’s grant at any relevant management board. Simon has notified his employer of my trusteeship of Cambridge House.

We are also very grateful for the support we receive from Macfarlanes LLP, a London-based law firm, who has been our corporate partner for over 30 years. In addition to providing us with legal services on a pro bono basis:

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Public benefit

Trustees have considered the Charity Commission’s general guidance on public benefit, and taken it into account when reviewing our aims and objectives, and planning future activities.

Cambridge House provides public benefit by:

We are satisfied that the aims of Cambridge House are carried out wholly in pursuit of the public benefit.

Staffing and remuneration

Cambridge House is accredited by Mindful Employer, Two Ticks Positive about Disabled People and the London Living Wage Foundation. These standards help to ensure our human resources policies:

Performance management

Staff remuneration

We recognise the importance of being transparent and accountable in all aspects of our work, including how we reward and recognise our staff and this is set out in a Staff Remuneration Policy. We are an accredited Living Wage Employer and this means that every employee and intern in our organisation earns at least the London Living Wage as set independently by the Living Wage Foundation.

Trustees are committed to ensuring that we pay our staff fairly and in a way which ensures we achieve the greatest impact in delivering our charitable objectives. In deciding on levels of pay the following factors are considered:

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Salaries

We had a staff team of 32 full-time (41 in 2021) and 22 part-time (13 in 2021) staff representing a fulltime equivalent of 47 (49 in 2021) at the end of March 2022. For Cambridge House to run successfully, a range of specialist skills and disciplines are required, and we need to pay appropriately to ensure that we recruit people with the right experience. It is also important that we develop and retain our staff so that our services benefit from the team’s growing knowledge. Many of our team develop expertise that is unique to them in the organisation and could not be quickly replaced and our staff pay scales are set with this in mind.

The salary of the Chief Executive is approved by our Council based on recommendations from our Finance Subcommittee. The Chief Executive requires a breadth and depth of expertise which requires drawing from the best senior level talent in a competitive market. They need to be able to command the respect of their peers, our stakeholders and our service users locally, nationally and internationally, through their experience and their credibility.

The Chief Executive’s salary is reviewed to benchmark it against other charities in London relative to size, budgets, responsibilities and the competitiveness of the employment market. At the same time, we seek to keep salary costs under control. The Chief Executive’s salary was last benchmarked in 2013-14 and will be reviewed in 2022-23.

Chief Executive’s pay
Name Title 2021-22 2020-21
Karin Woodley Chief Executive £78,023 £78,023

All other staff salaries are set by our Chief Executive and the management team using comparisons with charities of our size in London, and considering factors including inflation, Cambridge House’s financial position and the other factors mentioned above. Salaries are openly stated in job adverts and we don’t offer performance-related pay or a bonus scheme.

Pay awards

The annual pay increase for the Chief Executive, management team and staff was 0% in the year (1% in 2021), except for staff being paid the London Living Wage who received a cost-of-living increase of 0.9% (0.9% in 2021).

Pay ratio

The remuneration ratio for Cambridge House is considered alongside external market conditions for the specific roles and we aspire to a pay ratio that is less than 3:5. The ratio of our highest salary (£78,023) to our median salary £29,246 remained the same as in 2021 at was 2:67:1, which compares very favourably to the charity sector average of 5:1.

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Volunteering and employability

Volunteers make a vital contribution to our work by bringing their time, energy and enthusiasm to a range of our activities. We strive to provide them with opportunities to acquire skills and experiences that will help them improve their quality of life, develop their professional knowledge or progress into further education, employment and training.

Most of our volunteers find out about us through online recruitment, personal recommendation and business ‘Corporate Social Responsibility’ schemes. Our volunteers are not paid for their time, but they are reimbursed for out-of-pocket expenses such as travel. All our volunteers are provided with volunteer agreements which define their goals, our needs, and the level of support or training they will receive.

“Having volunteered since September 2021, I can safely say the team at Cambridge House are welcoming, insightful, efficient and dedicated to getting the best results for their clients. The experience has been incredibly informative and I have learnt so much- I would certainly recommend Cambridge House.”

Lily Granger, Law Centre Volunteer

The number of volunteers was 17 during the year (17 in 2021) and the number of voluntary hours contributed increased to 3,196 (2,926 in 2021). The financial value of the hours contributed by volunteers, based on the London Living Wage, was £34,767 (£31,747 in 2021). The percentage of volunteer time contributed to specific activities during the year is shown in the table below.

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Governance
Law Centre
Education and Inclusion
Business Transformation
Safer Renting
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Internships

We have a 12-month paid internship programme that has been running since 2013 and offers opportunities for people to develop the skills and experience they need to develop a career. Our interns are externally recruited and receive the London Living Wage.

We had 2 internships during the year (6 in 2021), all were trainee caseworkers in our Safer Renting team and all progressed into permanent team roles during the year.

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Risk management

Trustees regularly review and assess the risks faced by Cambridge House in all areas of our work and plan for the management of those risks. Our Risk Register and Risk Appetite Statement is reviewed annually by the Council to ensure that the material risks to which we are exposed are properly evaluated and managed. The Governance, Risk and Inclusion Subcommittee is responsible for:

Financial risks are supervised and monitored monthly by the Council’s Finance Subcommittee and reported on quarterly at Council meetings.

Our leadership and management teams ensure that all plans and decisions consider the possibility of negative outcomes, and appropriate mitigating actions are implemented to address residual risks to a level trustees consider acceptable.

We recognise that, to achieve our objectives, the nature of some of our work requires acceptance of some risks which are outside of our control. These are risks which cannot be eliminated, so we ensure they are proactively and clearly monitored.

Trustees consider there to be appropriate systems and controls in place to monitor, manage and mitigate Cambridge House’s exposure to risks. These include, among other control mechanisms, maintaining staff awareness of risks by embedding suitable approaches in the budgeting process, a strategy to rebuild free reserves, and reviews of key systems and processes by our Finance Subcommittee.

Our risk assessment and mitigation approach is proactive and:

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Principal Risks and Uncertainties

Our highest risk areas, ranked for likelihood and impact, have been identified as:

Risk Mitigation Actions
Failure to generate sufficient income
and to manage budget and liquidity
effectively.		 ▪
Monthly Finance Subcommittee and quarterly Council of Management
scrutiny of financial performance and real-time cash position.
▪
Sale of 1 Addington Square premises.
▪
Increase fundraising staff from 2 to 3 in 2022-23
▪
Business Continuity and Disaster Recovery Plan and Finance Emergency
Response Plan in place.
▪
Ensure ‘full cost recovery’ contract pricing and grant applications.
▪
Maintain diversified income base and high levels of unrestricted
income to prevent reliance on single sources.
Major unforeseen costs, which create a
significant overspend or necessitate
significant and unplanned increases in
expenditure.		 ▪
Monthly Finance Subcommittee and quarterly Council of Management
scrutiny of financial performance and real-time cash position.
▪
Robust cloud-based accounting system in place.
▪
Prepare ‘keep, divest and/or novate’ plans as appropriate to reduce
impact of loss making and/or unfunded services.
▪
Ongoing monitoring, assessment and evaluation of any emergent
factors which have the potential to risk business activities at project and
operational levels.
▪
Establish a designated ‘Continuity Reserve’ in 2022-23.
Partial or total loss of resources such
as staff, equipment, management
systems, information or premises,
which could reduce service quality and
impact, or disrupt our continuity of
service.		 ▪
Business Continuity and Disaster Recovery Plan and Finance
Emergency Response Plan in place.
▪
Complete a review of centralised and service support and knowledge
management systems and devise improvement plan in 2022-23.
▪
Career objectives and development objectives discussed as part of
the performance management process with a view to supporting
succession planning and maintaining a corporate focus on learning
and training.
▪
Regularly review Staff Remuneration (including benefits) Policy.
Competition from other providers
resulting in the organisation being
unable to sustain its current services.		 ▪
Regularly update pricing reviews, market comparisons and
competitor analyses.
▪
Build strong relationships with commissioners and funders and
build cross sector partnerships.
▪
Maintain participation in policy forums and think tanks to support
future planning and proofing of services.
▪
Continue to focus on opportunities to innovate and respond to new
and emerging needs in our communities.
▪
Continue to monitor and publish social impacts and maintain
externally accredited quality assurance processes.

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Auditors

Sayer Vincent LLP have indicated their willingness to continue in office and, in accordance with the provisions of the Companies Act 2006, it is proposed that they be re-appointed auditors for 202223. A resolution proposing their re-appointment will be submitted to the Annual General Meeting.

This Trustees’ Annual Report is approved by trustees and the Strategic Report, which forms part of the Annual Report, is approved by trustees in their capacity as company directors.

Signed on behalf of the trustees/directors

Simon Latham, Chair 8 December 2022

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Acknowledgements

Cambridge House fundraises for all its work. We rely on relationships with many partners throughout the country and internationally.

Our trustees sincerely thank all our supporters and donors who make our work possible:

BBC Children in Need

Charterhouse-in-Southwark

City Bridge Trust

City of London Community Response Fund

Comic Relief Darlington Borough Council Elizabeth and Prince Zaiger Trust Emmanuel College Cambridge George Bairstow Charitable Trust Greener City Fund (Mayor of London) Groundwork London Hertfordshire County Council

Ironmongers’ Foundation Jack Petchey Foundation Julia and Hans Rausing Trust Kusuma Trust Legal Aid Agency Legal Education Foundation London Borough of Barking and Dagenham London Borough of Bexley London Borough of Croydon London Borough of Enfield London Borough of Greenwich London Borough of Hackney London Borough of Haringey London Borough of Havering London Borough of Hounslow London Borough of Islington London Borough of Kingston upon Thames London Borough of Lambeth London Borough of Lewisham

London Borough of Newham

London Borough of Richmond upon Thames London Borough of Southwark London Borough of Tower Hamlets London Borough of Waltham Forest London Borough of Wandsworth London Housing Foundation Ltd London Legal Support Trust London Youth Merchant Taylors Company Mrs Maud van Norden's Charitable Foundation National Lottery Covid-19 Response Fund Newcomen Collett Foundation Nottinghamshire County Council Portal Trust

Postcode Community Trust Rix-Thompson-Rothenberg Foundation Robert Holman Memorial Trust Shanly Foundation Sir Jules Thorn Charitable Trust Social Investment Business St Olave's and St Saviour's Schools Foundation The Access to Justice Foundation The Arnold Clark Community Fund The Austin and Hope Pilkington Trust The Boshier Hinton Foundation The Charterhouse Foundation The Community Justice Fund The Helen Isabella Mcmorran Charitable Foundation The Law Centres Network The Matrix Causes Fund (Matrix Chambers) The Mayor's Fund for London The Mayor's Young Londoners Fund The Percy Bilton Charity The Postcode Community Trust The Swimathon Foundation The Young Foundation

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Our trustees also wish to thank the many organisations who have worked in partnership with Cambridge House – our success relies on collaboration

Ann Bernadt Children’s Centre

Ark Walworth Academy Barca Leeds Barton Hill Settlement Birmingham Settlement Blackfriars Settlement Blue Elephant Theatre

Britain Has Class British Red Cross

Cambridge City Council Landlord’s Forum

Caspian Street Allotment

Centre for London Chartered Institute for Housing

Chartered Institute of Legal Executives

Childnet

City Law School City University

Corali

Crawford Children’s centre

Creation Trust

Crisis

Department for Levelling Up, Housing and Communities

Dr Anne Wilson Dr Jill Stewart Dr Julie Rugg Dulwich Wood Children’s Centre Esprima Generation Rent Get Outta The Gang Global Social Economy Forum

Hackney Law Centre Hart Club Health Watch Southwark Herne Hill Velodrome Housing Law Practitioners Association HYP Southwark

InSpire International Federation of Settlements James Murray MP Karen Buck MP Kathryn Oliver & Iain Carroll Landlord Law Conference Leap Confronting Conflict Legal Aid Practitioners Group

Lives Not Knives

London Borough of Waltham Forest Landlord Forum

London Legal Support Trust

London Live London School of Economics and Political Science

London Youth Love Disfigure LSE Housing and Communities Macfarlanes LLP McCarthy's Costs Mencap Metropolitan Police Service MyBnk National Landlord’s Association National Practitioners Support Service Nell Gwynn Children’s centre NHS Talking Therapies Peckham Pulse Power to Change Professor Matt Egan Sheila McKechnie Foundation

Shelter

Southwark Foodbank Southwark Law Centre

Southwark News

Spa School

St Giles Trust

The Baytree Centre

The Better Way Network

The Centre for Housing Policy, University of York

The Chartered Institute of Environmental Health

The Greater London Authority

The Grove Children’s Centre

The Mayor's Private Rented Sector Team

The Metropolitan Police Service

The National Residential Landlords Association

The Old Vic

The Renters' Reform Coalition

The Salmon Youth Centre

The School for Social Entrepreneurs The Social Innovation Exchange The Young Foundation The Young Vic The Law Centres Network

Thick and Tight

TMC Legal Services Ltd

Tom Copley, Deputy Mayor for Housing

UK Onward

UKIM Masjid Ibrahim & Islamic Centre, Newham

University College London Victim Support Southwark Warnes Costs Consultants Wheels for Wellbeing Z2K

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Cambridge House and Talbot - Annual Report and Accounts 2021-2022

Charity reference and administrative information

President HRH The Duke of Gloucester Patrons Dr Rowan Williams Charles Arthur Robert Park (Retired August 2022) Trustees and directors Simon Latham– Chair David Coleman - Vice-Chair David Goode - Treasurer Clarissa Lyons - Company Secretary Amy Fraser Anu Mensah Shveta Shah (Retired April 2022) Fiona Shaw (Retired April 2022) Stephanie Tidball Co-opted adviser Mandy Samrai (appointed to the Transformation Subcommittee May 2021) Executive team Leadership Karin Woodley CBE – Chief Executive Eusebio Barata – Corporate Director Karen Bayne – Finance Director Heads of Services Gurminder Birdi –Law Centre Jo Hrabi (Maternity Cover from December 2021) - Education and Inclusion Max Puzey –Independent Advocacy Roz Spencer – Safer Renting Rachel Zipfel (Maternity Leave from December 2021) – Education and Inclusion

Financial adviser Neal Howard Ltd Auditors Sayer Vincent, Invicta House, 108-114 Golden Lane, London EC1Y 0TL

Bankers

Royal Bank of Scotland, London City Office 63 Threadneedle Street, London EC2R 8LA

Registered office

To 11 12 2022 Cambridge House, 1 Addington Square, London SE5 0HF
From 12 12 2022
Cambridge House, Unit F, Ground Floor, The Printworks, 22 Amelia Street,
London SE17 3PY

Reference and administrative details Charity number, England and Wales: 265103 Company number: 1050006 VAT Registration Number: 802 6719 39

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Cambridge House and Talbot - Independent auditor’s report 2021-2022

Independent auditor’s report to the members of Cambridge House and Talbot

Opinion

We have audited the financial statements of Cambridge House and Talbot (the ‘charitable company’) for the year ended 31 March 2022 which comprise the statement of financial activities, balance sheet, statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 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 charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

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

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on Cambridge House and Talbot Ltd'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.

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Cambridge House and Talbot - Independent auditor’s report 2021-2022

Other Information

The other information comprises the information included in the trustees’ annual report other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual 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. 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 course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ annual 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

As explained more fully in the statement of trustees’ responsibilities set out in the trustees’ annual report, 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

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Cambridge House and Talbot - Independent auditor’s report 2021-2022

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 are set out below.

Capability of the audit in detecting irregularities

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:

Cambridge House and Talbot - Annual Report and Accounts 2021-2022 - Page 41 of 42

Cambridge House and Talbot - Independent auditor’s report 2021-2022

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 is available 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.

Noelia Serrano (Senior statutory auditor) 15 December 2022

for and on behalf of Sayer Vincent LLP, Statutory Auditor Invicta House, 108-114 Golden Lane, LONDON, EC1Y 0TL

Cambridge House and Talbot - Annual Report and Accounts 2021-2022 - Page 42 of 42

Cambridge House and Talbot

Statement of financial activities (incorporating an income and expenditure account)

For the year ended 31 March 2022

For theyear ended 31 March 2022
Note
Income from:
2
2
2
3
3
3
3
4
4
4
4
4
4
Reconciliation of funds:
16
Investments
Other
Total income
Expenditure on:
Rental and venue hire income
Donations
Charitable activities
Reduction to loans
Gifts in Kind - Pro bono services
Donations and grants
Law Centre
Advocacy
Education and Inclusion Services
Raising funds
Total expenditure
Charitable activities
Law Centre
Safer Renting
Community Hub Services
Safer Renting
Advocacy
Education and Inclusion Services
Total funds brought forward
Total funds carried forward
Net income before other recognised gains
and losses
Gain / (loss) on revaluation of fixed assets
Net movement in funds		 Unrestricted
£
36,909
59,464
1,625,267
352,405
79,060
274,836
195,500
324,298
5
200		 Restricted
£
60,167
-
-
-
230,499
93,599
116,698
-
-
-		 2022
Total
£
97,076
59,464
1,625,267
352,405
309,559
368,435
312,198
324,298
5
200
3,448,907
69,888
426,046
265,604
261,601
347,719
549,218
1,920,076
1,528,831
290,000
1,818,831
1,118,513
2,937,344		 Unrestricted
£
226,378
-
-
440,532
73,464
291,219
114,755
356,967
3
2,250		 Restricted
£
212,701
-
-
-
199,952
59,000
164,022
-
-
-		 2021
Total
£
439,079
-
-
440,532
273,416
350,219
278,777
356,967
3
2,250
2,947,944 500,963 1,505,568 635,675 2,141,243
69,888
365,879
41,097
168,002
231,021
549,218		 -
60,167
224,507
93,599
116,698
-		 60,162
306,086
27,948
222,301
120,612
675,780		 -
212,701
199,952
59,000
164,022
-		 60,162
518,787
227,900
281,301
284,634
675,780
1,425,105 494,971 1,412,889 635,675 2,048,564
1,522,839
290,000		 5,992
-		 92,679
(2,295,000)		 -
-		 92,679
(2,295,000)
1,812,839
1,118,513		 5,992
-		 (2,202,321)
3,320,834		 -
-		 (2,202,321)
3,320,834
2,931,352 5,992 1,118,513 - 1,118,513

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 17a to the financial statements.

43

Cambridge House and Talbot

Company no. 1050006

Balance sheet

As at 31 March 2022

As at 31 March 2022
Balance sheet		 Company no. 1050006
2022 2021
Note £ £ £ £
Fixed assets:
Tangible assets 10 4,705,345 4,509,525
4,705,345 4,509,525
Current assets:
Debtors 11 311,100 294,004
Cash at bank and in hand 96,482 147,117
407,582 441,121
Liabilities:
Creditors: amounts falling due within one year 12 (2,175,583) (206,867)
Net current (liabilities) / assets (1,768,001) 234,254
Total assets less current liabilities 2,937,344 4,743,779
Creditors: amounts falling due after one year 14 - (3,625,266)
Total net assets 2,937,344 1,118,513
The funds of the charity: 17a
Restricted income funds 5,992 -
Unrestricted income funds:
Designated funds 2,500,000 -
General funds 431,352 1,118,513
Total unrestricted funds 2,931,352 1,118,513
Total charity funds 2,937,344 1,118,513

Approved by the trustees on 8 December 2022 and signed on their behalf by

Simon Latham Chair

44

Cambridge House and Talbot

Statement of cash flows

For the year ended 31 March 2022

Cash flows from operating activities
Net income for the reporting period
(as per the statement of financial activities)
Depreciation charges
Dividends, interest and rent from investments
(Increase) in debtors
(Decrease)/increase in creditors
Net cash provided by / (used in) operating activities
Analysis of cash and cash equivalents and of net debt
Cash at bank and in hand
Total cash and cash equivalents
Loans falling due after more than one year
Total
Cash and cash equivalents at the beginning of the
year
Net cash provided by investing activities
Cash flows from investing activities:
Dividends, interest and rents from investments
Cash and cash equivalents at the end of the year
Change in cash and cash equivalents in the year		 £
£
1,528,831
94,180
(5)
(17,096)
(1,656,550)
(50,640)
5
5
(50,635)
147,117
96,482
At 1 April
2021
Cash flows
£
£
147,117
(50,635)
147,117
(50,635)
(3,625,266)
-
(3,478,149)
(50,635)
2022		 £
£
1,528,831
94,180
(5)
(17,096)
(1,656,550)
(50,640)
5
5
(50,635)
147,117
96,482
At 1 April
2021
Cash flows
£
£
147,117
(50,635)
147,117
(50,635)
(3,625,266)
-
(3,478,149)
(50,635)
2022		 £
£
92,679
155,975
(3)
(145,298)
41,602
144,955
3
3
144,958
2,159
147,117
Other non-
cash
changes
At 31 March
2022
£
£
-
96,482
-
96,482
1,625,266
(2,000,000)
1,625,266
(1,903,518)
2021		 £
£
92,679
155,975
(3)
(145,298)
41,602
144,955
3
3
144,958
2,159
147,117
Other non-
cash
changes
At 31 March
2022
£
£
-
96,482
-
96,482
1,625,266
(2,000,000)
1,625,266
(1,903,518)
2021
(50,640)
5		 144,955
3
At 1 April
2021
£
147,117		 Other non-
cash
changes
£
-
(50,635)
147,117		 144,958
2,159
96,482 147,117
Cash flows
£
(50,635)		 At 31 March
2022
£
96,482
147,117 (50,635) - 96,482
(3,625,266) - 1,625,266 (2,000,000)
(3,478,149) (50,635) 1,625,266 (1,903,518)

45

Cambridge House and Talbot

Notes to the financial statements

For the year ended 31 March 2022

1 Accounting policies

a) Statutory information

Cambridge House and Talbot is a charitable company limited by guarantee and is incorporated in England and Wales. The registered office address and principle place of business is Cambridge House, 1 Addington Square, London, SE5 0HF.

b) Basis of preparation

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) - (Charities SORP FRS 102), The Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.

The Charity has a subsidiary, Enterprise at Cambridge House Limited. The subsidiary is currently dormant and therefore consolidated financial statements have not been prepared.

In applying the financial reporting framework, the trustees have made a number of subjective judgements, for example in respect of significant accounting estimates. 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. The nature of the estimation means the actual outcomes could differ from those estimates. Any significant estimates and judgements affecting these financial statements are detailed within the relevant accounting policy below.

c) Public benefit entity

The charity meets the definition of a public benefit entity under FRS 102.

The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.

d) Going concern

The trustees consider that there are no material uncertainties about the charity's ability to continue as a going concern. With the sale of 1 Addington Square, the related SIB loans have been recognised within current liabilities. The repayment of the loans is contingent on the sale and so is not considered to be an issue in considering the charitable company as a going concern.

e) Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

Income received in advance of the provision of a specified service is deferred until the criteria for income recognition are met.

46

Cambridge House and Talbot

Notes to the financial statements

For the year ended 31 March 2022

1 Accounting policies (continued)

f) Donations of gifts, services and facilities

Donated professional services and donated facilities are recognised as income when the charity has control over the item or received the service, any conditions associated with the donation have been met, the receipt of economic benefit from the use by the charity of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), volunteer time is not recognised so refer to the trustees’ annual report for more information about their contribution.

On receipt, donated gifts, professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

g) Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

h) Fund accounting

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund.

Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.

i) Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

j) Allocation of support costs

Resources expended are allocated to the particular activity where the cost relates directly to that activity. However, the cost of overall direction and administration of each activity, comprising the salary and overhead costs of the central function, is apportioned on the following basis which are an estimate, based on staff time, of the amount attributable to each activity.

Where information about the aims, objectives and projects of the charity is provided to potential beneficiaries, the costs associated with this publicity are allocated to charitable expenditure.

Where such information about the aims, objectives and projects of the charity is also provided to potential donors, activity costs are apportioned between fundraising and charitable activities on the basis of area occupied by each activity.

Raising Funds 4%
Advocacy 22%
Education and Inclusion Services 14%
Law Centre 14%
Safer Renting 18%
Community Hub Services 28%

Governance costs are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities.

47

Cambridge House and Talbot

Notes to the financial statements

For the year ended 31 March 2022

1 Accounting policies (continued)

k) Tangible fixed assets

Items of equipment are capitalised where the purchase price exceeds £500. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use. Major components are treated as a separate asset where they have significantly different patterns of consumption of economic benefits and are depreciated separately over its useful life.

Where fixed assets have been revalued, any excess between the revalued amount and the historic cost of the asset will be shown as a revaluation reserve in the balance sheet.

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:

The freehold property was revalued to the sale during the year and the property was sold after year end. The revaluation reserve has been fully utilised as part of the recognition of the decrease in value of the property in the previous year.

l) Investments in subsidiaries

Investments in subsidiaries are at cost.

m) Debtors

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

n) 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. Cash balances exclude any funds held on behalf of service users.

o) 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. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

p) Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value [with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method].

q) Pensions

The charity participates in two sections of The Pensions Trust, a multi-employer pension scheme. One section effectively provides benefits based on final pensionable pay, “The Growth Plan”. The assets of this section are held separately from those of the charity. It is not possible to separately identify the assets and liabilities of participating employers on a consistent and reasonable basis and therefore the charity accounts for the scheme as if it were a defined contribution scheme. As a result, the amount charged to the profit and loss account represents the contributions payable to the scheme in respect of the accounting period.

The other section, The Unitised Ethical Plan, is a segregated defined contribution pension scheme. The assets of this section are also held separately from those of the charity. The amount charged to the profit and loss account represents the contributions payable to the scheme in respect of the accounting period.

48

Cambridge House and Talbot

Notes to the financial statements

For the year ended 31 March 2022

Donations and grants:
Gifts
Grants
CJRS Income
Reduction to loans
Gifts in Kind - Pro bono
services		 Unrestricted
£
3,469
22,000
11,440		 £
-
60,167
-
Restricted		 2022
Total
£
3,469
82,167
11,440		 Unrestricted
£
3,819
107,061
115,498		 £
-
212,701
-
Restricted		 2021
Total
£
3,819
319,762
115,498
36,909
59,464
1,625,267		 60,167
-
-		 97,076
59,464
1,625,267		 226,378
-
-		 212,701
-
-		 439,079
-
-
1,721,640 60,167 1,781,807 226,378 212,701 439,079

The reduction to the loan is fully disclosed in note 14. Gifts in kind in 2021 totalled £21,897 as noted in note 8 but have not been recognised due to the material nature in that period.

3 Income from charitable activities

Other services
National Lottery
The Henry Smith Charity
Sub-total for Advocacy
Sub-total for Education
and Inclusion Services
London Borough of
Southwark
London Borough of
Kingston upon Thames
Greater London
Authority - Young
Children in Need
Grant making trusts
Other Services
London Borough of
Barking & Dagenham
London Borough of
Richmond upon Thames
London Borough of
Waltham Forest		 Unrestricted
£
37,382
100,098
19,933
133,960
61,032		 £
-
-
-
-
-
Restricted		 2022
Total
£
37,382
100,098
19,933
133,960
61,032		 Unrestricted
£
48,256
98,172
122,378
133,960
37,766		 £
-
-
-
-
-
Restricted		 2021
Total
£
48,256
98,172
122,378
133,960
37,766
352,405
-
-
-
-
-
-
79,060		 -
21,147
43,610
23,968
33,751
66,473
41,550
-		 352,405
21,147
43,610
23,968
33,751
66,473
41,550
79,060		 440,532
-
-
-
-
-
-
73,464		 -
18,347
44,926
23,968
18,037
73,624
21,050
-		 440,532
18,347
44,926
23,968
18,037
73,624
21,050
73,464
79,060 230,499 309,559 73,464 199,952 273,416

49

Cambridge House and Talbot

Notes to the financial statements

For the year ended 31 March 2022

Sub-total for Law Centre
City Bridge Trust
Access to Justice
Foundation
Other services
Total income from
charitable activities
Grant making trusts
Sub-total for Safer
Renting
The Tudor Trust
Other services
Grant making trusts
London Borough of
Southwark
Legal Aid Agency
London Borough of
Waltham Forest
London Borough of
Haringey
London Borough of
Lambeth
Comic Relief
Trust for London		 Unrestricted
£
-
-
126,778
86,277
61,781
-		 £
40,000
41,167
-
-
-
12,432
Restricted		 2022
Total
£
40,000
41,167
126,778
86,277
61,781
12,432		 Unrestricted
£
-
-
127,951
58,272
104,996
-		 £
-
-
-
-
-
59,000
Restricted		 2021
Total
£
-
-
127,951
58,272
104,996
59,000
274,836
55,429
51,000
44,000
-
-
-
45,071
-		 93,599
-
-
-
45,698
-
46,000
-
25,000		 368,435
55,429
51,000
44,000
45,698
-
46,000
45,071
25,000		 291,219
43,429
-
33,800
-
-
-
37,526
-		 59,000
-
-
-
50,022
59,000
40,000
-
15,000		 350,219
43,429
-
33,800
50,022
59,000
40,000
37,526
15,000
195,500 116,698 312,198 114,755 164,022 278,777
901,801 440,796 1,342,597 919,970 422,974 1,342,944

50

Cambridge House and Talbot

Notes to the financial statements

For the year ended 31 March 2022

4a Analysis of expenditure (current year)

Staff costs (note 6)
Other staff costs (note 6)
Activity cost
Premises cost
Office cost
Depreciation
Audit & accountancy
Legal & professional
Irrecoverable VAT
Bad debts written off
Support costs
Governance costs
Total expenditure 2022
Total expenditure 2021		 Raising
funds
£
54,508
-
-
-
-
-
-
-
-
-		 Charitable activities Charitable activities Charitable activities Governance
costs
£
-
-
-
-
1,895
-
13,175
-
-
-		 Support
costs
£
178,718
4,333
1,311
25,210
52,965
-
2,979
61,677
32,402
9,826		 2022
Total
£
1,333,924
37,496
251,336
27,841
55,240
94,180
16,154
61,677
32,402
9,826		 2021
Total
£
1,394,311
38,737
299,066
56,965
27,881
155,975
15,647
200
53,983
5,799
Advocacy
£
311,629
24,465
5,364
-
-
-
-
-
-
-		 Education
and
Inclusion
Services
£
197,168
1,218
13,389
-
-
-
-
-
-
-		 Law Centre
£
193,169
3,250
11,353
-
-
-
-
-
-
-		 Safer
Renting
£
252,582
2,962
22,556
-
410
-
-
-
-
-		 Community
Hub
Services
£
146,151
1,268
197,361
2,631
(31)
94,180
-
-
-
-
54,508
14,777
603		 341,458
81,273
3,315		 211,775
51,719
2,110		 207,772
51,719
2,110		 278,510
66,496
2,713		 441,560
103,438
4,220		 15,070
-
(15,070)		 369,422
(369,422)
-		 1,920,076
-
-		 2,048,564
-
-
69,888 426,046 265,604 261,601 347,719 549,218 - - 1,920,076 2,048,564
60,162 518,787 227,900 281,301 284,634 675,780 - -

51

Cambridge House and Talbot

Notes to the financial statements

For the year ended 31 March 2022

Staff costs (note 6)
Other staff costs (note 6)
Activity cost
Premises cost
Office cost
Depreciation
Audit & accountancy
Legal & professional
Irrecoverable VAT
Bad debts written off
Support costs
Governance costs
Total expenditure 2021		 Raising
funds
£
49,454
-
-
-
-
-
-
-
-
-
49,454
10,273
435
60,162		 Charitable activities Charitable activities Charitable activities Community
Hub
Services
£
180,130
9,623
243,134
1,257
-
155,975
-
-
-
-
590,119
82,183
3,477
675,780		 Governance
costs
£
-
-
-
-
1,839
-
12,650
-
-
-
14,489
-
(14,489)
-		 Support
costs
£
189,626
8,075
-
55,708
26,042
-
2,997
200
53,983
5,799
342,430
(342,430)
-
-		 2021 Total
£
1,394,311
38,737
299,066
56,965
27,881
155,975
15,647
200
53,983
5,799
Advocacy
£
396,388
16,308
13,292
-
-
-
-
-
-
-
425,988
89,032
3,767
518,787		 Education
and
Inclusion
Services
£
156,412
2,111
12,270
-
-
-
-
-
-
-
170,793
54,789
2,318
227,900		 Law Centre
£
203,191
2,620
11,245
-
-
-
-
-
-
-
217,056
61,637
2,608
281,301		 Safer
Renting
£
219,110
-
19,125
-
-
-
-
-
-
-
238,235
44,516
1,884
284,634
2,048,564
-
-
2,048,564

52

Cambridge House and Talbot

Notes to the financial statements

For the year ended 31 March 2022

This is stated after charging / (crediting):

This is stated after charging / (crediting):
2022 2021
£ £
Depreciation 94,180 155,975
(Gain)/Loss on revaluation of fixed asset (290,000) 2,295,000
Interest payable - 359
Auditor's remuneration (excluding VAT):
Audit 9,975 9,500
Other services 3,350 3,200

Staff costs were as follows:

Staff costs were as follows:
Salaries and wages
Redundancy and termination costs
Social security costs
Employer’s contribution to defined contribution pension schemes
Agency staff costs
Training, expenses and recruitment		 2022
£
1,191,770
891
108,059
33,204		 2021
£
1,247,367
-
112,747
34,197
1,333,924
18,000
19,496		 1,394,311
18,883
19,854
1,371,420 1,433,048

The redundancy and termination costs were settled and paid by the balance sheet date.

The following number of employees received employee benefits (excluding employer pension costs and employer's national insurance) during the year between:

2022 2021
No. No.
£70,000 - £79,999 1 1

The total employee benefits (including pension contributions and employer's national insurance) of the key management personnel were £196,148 (2021: £187,638).

The charity trustees were neither paid nor received any other benefits from employment with the charity in the year (2021: £nil). No charity trustee received payment for professional or other services supplied to the charity (2021: £nil).

No trustees were reimbursed expenses in the year (2021: £nil)

53

Cambridge House and Talbot

Notes to the financial statements

For the year ended 31 March 2022

7 Staff numbers

The average number of employees (head count based on number of staff employed) during the year was:

Support
Advocacy
Law Centre
Safer Renting
Education & Inclusion Services
Community Hub Services		 2022
No.
11
15
5
5
10
6		 2021
No.
13
12
5
7
9
6
52 52

8 Related party transactions

S Tidball (trustee) is an employee of Macfarlanes LLP. During the year Cambridge House and Talbot received pro bono advice and legal services from Macfarlanes LLP worth an estimated £59,464 (£21,897 in 2021). This has been included in the statement of financial activities under donations.

K Woodley (Chief Executive) is a trustee of:

Simon Latham, Chair of trustees, is an employee of the City of London Corporation and Chief Operating Officer of Bridge House Estates. Cambridge House is currently in receipt of a grant from The City Bridge Trust which is Bridge House Estate’s grant-giving body. Simon Latham has notified City of London Corporation of his trusteeship of Cambridge House, holds no decision-making responsibilities in respect of City Bridge Trust grant-giving, and will recuse himself if matters are raised in respect of Cambridge House’s grant at any relevant management board.

There are no donations from related parties which are outside the normal course of business and no restricted donations from related parties.

9 Taxation

The charity is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.

54

Cambridge House and Talbot

Notes to the financial statements

For the year ended 31 March 2022

For the year ended 31 March 2022
10
At the end of the year
At the start of the year
Charge for the year
At the start of the year
Gain on revaluation
Depreciation
At the end of the year
Cost or valuation
At the start of the year
Eliminated on revaluation
At the end of the year
Net book value
Tangible fixed assets		 Freehold
property
£
4,500,000
200,000		 Computer
equipment
£
359,588
-		 Total
£
4,859,588
200,000
4,700,000 359,588 5,059,588
-
90,000
(90,000)		 350,063
4,180
-		 350,063
94,180
(90,000)
- 354,243 354,243
4,700,000 5,345 4,705,345
4,500,000 9,525 4,509,525

The property was sold following the year end as disclosed in note 19. The revaluation in the year then brings the property in-line with the market value.

All of the above assets are used for charitable purposes.

11 Debtors

Debtors
Taxation and social security
Trade creditors
Accruals
Deferred income (note 13)
Trade debtors
Other debtors
Prepayments
Accrued income
Bank loans
Creditors: amounts falling due within one year
Other creditors		 2022
£
206,042
3,557
101,501
-		 2021
£
210,147
4,488
75,812
3,557
311,100 294,004
2022
£
2,000,000
62,858
14,104
37,858
14,865
45,898		 2021
£
-
60,351
19,535
37,122
19,493
70,366
2,175,583 206,867

Further details on the banks loans is included on note 14.

55

Cambridge House and Talbot

Notes to the financial statements

For the year ended 31 March 2022

13 Deferred income

Deferred income comprises of grant income received in the year for projects to take place in the next financial year.

year.
Balance at the beginning of the year
Amount released to income in the year
Amount deferred in the year
Balance at the end of the year
Bank loans
Creditors: amounts falling due after one year		 2022
£
70,366
(70,366)
45,898		 2021
£
17,367
(17,367)
70,366
45,898 70,366
2022
£
-		 2021
£
3,625,266
- 3,625,266

14 Creditors: amounts falling due after one year

The bank loans have fallen due within the next year due to the sale of 1 Addington Square. As such, the full amount remaining, after a negociated reduction, has been recognised with current liabilites at the year end.

The loans are secured on a Pari Passu legal charge basis between the Futurebuilders Fund and Communitybuilders Fund over the freehold property.

15 Pension scheme

The company participates in the scheme, a multi-employer scheme which provides benefits to some 638 nonassociated participating employers. The scheme is a defined benefit scheme in the UK. It is not possible for the company to obtain sufficient information to enable it to account for the scheme as a defined benefit scheme. Therefore it accounts for the scheme as a defined contribution scheme.

The scheme is subject to the funding legislation outlined in the Pensions Act 2004 which came into force on 30 December 2005. This, together with documents issued by the Pensions Regulator and Technical Actuarial Standards issued by the Financial Reporting Council, set out the framework for funding defined benefit occupational pension schemes in the UK.

The scheme is classified as a 'last-man standing arrangement'. Therefore the company is potentially liable for other participating employers' obligations if those employers are unable to meet their share of the scheme deficit following withdrawal from the scheme. Participating employers are legally required to meet their share of the scheme deficit on an annuity purchase basis on withdrawal from the scheme.

A full actuarial valuation for the scheme was carried out at 30 September 2020. This valuation showed assets of £800.3m, liabilities of £831.9m and a deficit of £31.6m. To eliminate this funding shortfall, the Trustee has asked the participating employers to pay additional contributions to the scheme as follows:

Deficit contributions - total from all participating employers

From 1 April 2022 to 31 January 2025: £3,312,000 per annum (payable monthly)

Unless a concession has been agreed with the Trustee the term to 31 January 2025 applies.

56

Cambridge House and Talbot

Notes to the financial statements

For the year ended 31 March 2022

15 Pension scheme (continued)

Note that the scheme’s previous valuation was carried out with an effective date of 30 September 2017. This valuation showed assets of £794.9m, liabilities of £926.4m and a deficit of £131.5m. To eliminate this funding shortfall, the Trustee asked the participating employers to pay additional contributions to the scheme as follows:

Deficit contributions - total from all participating employers

From 1 April 2019 to 31 January 2025: £11,243,000 per annum (payable monthly and increasing by 3% each on 1st April)

The recovery plan contributions are allocated to each participating employer in line with their estimated share of the Series 1 and Series 2 scheme liabilities.

Where the scheme is in deficit and where the company has agreed to a deficit funding arrangement the company recognises a liability for this obligation. The amount recognised is the net present value of the deficit reduction contributions payable under the agreement that relates to the deficit. The present value is calculated using the discount rate detailed in these disclosures. The unwinding of the discount rate is recognised as a finance cost.

2022
£
2,483
Remeasurements – impact of any change in
Remeasurements – amendments to the
Contributions paid in respect of future service*
Costs recognised in income and expenditure
Provision at end of period
Income and expenditure impact
Interest expense
Provision at start of period
Unwinding of the discount factor (interest expense)
Deficit contribution paid
Remeasurements - impact of any change in
Reconciliation of opening and closing provisions
Present value of provision
Remeasurements - amendments to the
contribution schedule		 2021
£
12,451
2022
£
12,451
72
(3,151)
(57)
(6,832)
2,483		 2020
£
14,753
2021
£
14,753
331
(3,059)
426
-
12,451
2022
£
72
(57)
(6,832)

 2021
£
331
426
-

*includes defined contribution schemes and future service contributions (i.e. excluding any deficit reduction payments) to defined benefit schemes which are treated as defined contribution schemes. To be completed by the company.

Assumptions

Rate of discount

2022 2021 2020
% % %
2.35 .66 2.53

The discount rates shown above are the equivalent single discount rates which, when used to discount the future recovery plan contributions due, would give the same results as using a full AA corporate bond yield curve to discount the same recovery plan contributions.

57

Cambridge House and Talbot

Notes to the financial statements

For the year ended 31 March 2022

16a Analysis of net assets between funds (current year)

Net assets at 31 March 2022
Tangible fixed assets
Net current assets
Tangible fixed assets
Loans included in current liabilities
Net current assets exluding loans
Analysis of net assets between funds (prior year)
Long term liabilities - loans
Net assets at 31 March 2021		 General
unrestricted
£
2,205,345
226,007
(2,000,000)		 Designated
£
2,500,000
-
-		 Restricted
£
-
5,992
-		 Total funds
£
4,705,345
231,999
(2,000,000)
431,352 2,500,000 5,992 2,937,344
General
unrestricted
£
4,509,525
234,254
(3,625,266)		 Designated
£
-
-
-		 Restricted
£
-
-
-		 Total funds
£
4,509,525
234,254
(3,625,266)
1,118,513 - - 1,118,513

16b Analysis of net assets between funds (prior year)

58

Cambridge House and Talbot

Notes to the financial statements

For the year ended 31 March 2022

Restricted donations:
The Clothworkers' Foundation
School for Social Entrepreneurs
Social Investment Business
Trust for London
Education and Inclusion Services
Van Norden Charitable Trust
National Lottery
The Henry Smith Charity
Law Centre
City Bridge Trust
Safer Renting
Tudor Trust
London Housing Foundation
Comic Relief
Total restricted funds
Total designated funds
General funds
The Mayor's Young Londoners Fund
Charterhouse-in-Southwark
Arnold Clark
Ironmongers' Foundation
BBC Children in Need
Kusuma Trust
Sports England
The Edward Gostling Foundation
London Youth CVC Summer Grant
Jack Petchey Foundation
London Youth Getting Active
London Borough of Southwark
Access to Justice Fund
London Legal Support Trust
Law Centre Network
The Austin & Hope Pilkington Trust
Total funds
Total unrestricted funds
Future Purchase of Premises fund
Restricted funds:
Designated funds:
Continuity Planning fund
Unrestricted funds:		 At 1 April
2021
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 Income &
gains
£
3,500
1,667
5,000
50,000
10,000
2,000
1,000
3,188
23,968
66,473
7,911
1,090
3,085
3,977
500
1,000
43,610
41,550
21,147
40,000
10,000
41,167
2,432
5,000
46,000
20,000
45,698		 Expenditure
& losses
£
(3,500)
(1,667)
(5,000)
(50,000)
(10,000)
(2,000)
(1,000)
(3,188)
(17,976)
(66,473)
(7,911)
(1,090)
(3,085)
(3,977)
(500)
(1,000)
(43,610)
(41,550)
(21,147)
(40,000)
(10,000)
(41,167)
(2,432)
(5,000)
(46,000)
(20,000)
(45,698)		 Transfers
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 At 31 March
2022
£
-
-
-
-
-
-
-
-
5,992
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
- 500,963 (494,971) - 5,992
-
-		 -
-		 -
-		 900,000
1,600,000		 900,000
1,600,000
- - - 2,500,000 2,500,000
1,118,513 3,237,944 (1,425,105) (2,500,000) 431,352
1,118,513 3,237,944 (1,425,105) - 2,931,352
1,118,513 3,738,907 (1,920,076) - 2,937,344

The narrative to explain the purpose of each fund is given at the foot of the note below.

59

Cambridge House and Talbot

Notes to the financial statements

For the year ended 31 March 2022

17b Movements in funds (prior year)

Restricted donations:
School for Social Entrepeneurs
Groundwork London
Law Centres Network
London Community Response Fund
The Tudor Trust
Access to Justice Fund
Education and Inclusion Services
National lottery
Percy Bilton
Schroder Charity Trust
The Henry Smith Charity
Law Centre
City Bridge Trust
Safer Renting
Tudor Trust
London Housing Foundation
Comic Relief
Total restricted funds
Revaluation reserve
General funds
Restricted funds:
London Legal Support Trust
Trust for London
National Lottery Community Fund
London Borough of Southwark
Total funds
Unrestricted funds:
Jack Petchey Foundation
London Borough of Southwark
Total unrestricted funds
London Youth CVC Summer Grant
Newcomen Collet Foundation
BBC Children in Need
The Mayor's Young Londoners Fund		 At 1 April
2020
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 Income &
gains
£
8,333
2,129
5,147
34,098
2,000
70,854
72,140
18,000
23,968
73,624
44,926
1,000
6,250
5,000
4,787
1,000
21,050
18,347
10,000
49,000
59,000
40,000
15,000
50,022		 Expenditure
& losses
£
(8,333)
(2,129)
(5,147)
(34,098)
(2,000)
(70,854)
(72,140)
(18,000)
(23,968)
(73,624)
(44,926)
(1,000)
(6,250)
(5,000)
(4,787)
(1,000)
(21,050)
(18,347)
(10,000)
(49,000)
(59,000)
(40,000)
(15,000)
(50,022)		 Transfers
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 At 31 March
2021
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
- 635,675 (635,675) - -
2,163,786
1,157,048		 -
1,505,568		 (2,163,786)
(1,544,103)		 -
-		 -
1,118,513
3,320,834 1,505,568 (3,707,889) - 1,118,513
3,320,834 2,141,243 (4,343,564) - 1,118,513

Purposes of restricted funds

Education and Inclusion Services

These funds are to deliver specific youth and disabled people's empowerment services in accordance with restrictions agreed with the funder.

Law Centre

These funds are to deliver specific legal services in accordance with restrictions agreed with the funder.

Safer Renting

These funds are to deliver specific private rented sector tenants services in accordance with restrictions agreed with the funder.

60

Cambridge House and Talbot

Notes to the financial statements

For the year ended 31 March 2022

17b Purposes of restricted funds (continued)

Core Services

These funds were to develop long term business strategy, subject to restrictions agreed with the funder.

Purposes of designated funds

Continuity Planning fund

These funds have be designated to protect the continuity of the organisation’s services for service users in the event of a large variation of income, to bridge cashflow problems, provide a buffer to allow contingency actions to be effected and address spending commitments and potential liabilities in the event of a windingup.

Future Purchase of Premises fund

These funds have be designated to provide the funds needed to purchase new office premises capital assets and to provide funds for asset management and risks associated with emergency building repairs.

Purposes of revaluation reserve

The revaluation reserve represents the difference in value between fixed assets held at valuation compared to their net book value had they been held at cost. Due to the revaluation in 2021, the reserve has been utilised in recognising the resulting loss on revaluation.

18 Trading subsidiary

Enterprise at Cambridge House Limited, the charitable company's trading subsidiary (Company Number: 06740813) was incorporated on the 4 November 2008.

The company ceased to trade in September 2013. The results of the undertaking have not been consolidated as they were immaterial.

The charity holds all the share capital of Enterprise at Cambridge House Limited.

Relevant financial information regarding Enterprise at Cambridge House Limited is as follows:

Assets
Liabilities
Total funds		 2022
£
243
(2,306)		 2021
£
243
(2,306)
(2,063) (2,063)

19 Post balance sheet events

The sale of 1 Addington Square completed in August 2022 and the related SIB administered loans were then subsequently paid off.

20 Legal status of the charity

The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £1.

61