##
|Contents|Contents|||
|---|---|---|---|
|Trustees'
report incorporating||the strategic report. ..|.3-29|
|Independent
auditors'|report.|..|..30-33|
|Statement offinancial|activities.||..34-35|
|Balance sheet|||36|
|Cash flow statement. .|||37|
|Notes to the financial statements. .....|||..38-52|
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
|tructure|, governa|nce
and management|nce
and management||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
|Status||Child Poverty Action Group ("the||CPAG")||is a charitable||company||limited||by|
|||guarantee.|||||||||||
|Governing|document|The charitable
company|was established|||under a Memorandum||||ofAssociation|||
|||which established
the objects and||powers||ofthe charitable|||company||and|is|
|||governed
under its Articles ofAssociation.|||||||||||
|Company|number|1993854|||||||||||
|Charity number||Registered
with the Charity Commission|||for England||and Wales|||registration|||
|||number 294841, and with the Office ofthe Scottish|||||Charity||Regulator||||
|||registration
number SC039339|||||||||||
|Registered|office and|30Micawber Street|||||||||||
|operational|address|London
N1 7TB|||||||||||
|Email||officeCrcpag. org.uk|||||||||||
|Website||cpag.org.uk|||||||||||
|Honorary|officers|Jane Millar||Chair|||||||||
|||Mark Cooke||Vice|Chair||||||||
|||Mark Cooke||Treasurer|||||||||
|Chief Executive||Alison Garnham|||||||||||
|Company|Secretary|Chineze
Okonkwo-Onyilo|||||||||||
|Bankers||NatWest
Bank pic|||||||||||
|||Islington
Angel Branch|||||||||||
|||2/3 Upper Street|||||||||||
|||London N10PH|||||||||||
|Solicitors||Russell-Cooke|||||||||||
|||2 Putney
Hill|||||||||||
|||London SW15 6AB|||||||||||
|Auditors||Haysmacintyre
LLP|||||||||||
|||10Queen Street Place|||||||||||
|||London
EC4R 1AG|||||||||||
##
##
##
##
##
##
##
##
##
##
##
|~|~||||
|---|---|---|---|---|
|Failure to sustain||Our reliance on funders
and|Sales and income reports generated
and regularly||
|income or sudden||business
income, and pressures|reviewed to enable agility and timely corrective action.||
|unforeseen|loss of|facing supporters
and customers,|Close monitoring
ofgrant-funded
projects to ensure that||
|income||creates risk.|funding
conditions
are met within timescales
given.||
|Large or sudden
increase
in
expenditure
against approved||Any reduction
in sales or
cancellation
ofgrants
may lead to
inability to sustain our vital policy
and advocacy work. We aim to
build unrestricted
income which|Improve our CRM (database)
and website to enable us to
develop fundraising
in areas other than trusts and
foundations
including
legacies programme,
individual
donations
and corporates.
Continue to develop
new creative offerings to our||
|budgetlevels||enables us to post a surplus
and
build reserves to the required|publications,
training
and membership
customers.
Continue to use more effective debt-chasing
procedures.||
|||levels.|The reserves increased
substantially
in the previous year||
||||and this year. We have sufficient funds
in the bank for||
||||deferred
income.||
|Loss of reputation||Given greater media interest
in|We comment
and focus only where we are expert and||
|or market share||charities
and increased
exposure to|have evidence.||
|over time as||public comment through
social|We have clear lines of accountability
for sign-off of all||
|leading experts on||media activity ofour advocacy and|external documents
and designated
media spokespeople||
|social security and||policy work, there
is a risk that our|in place.||
|child poverty|for|reputation,
credibility or market|We have prioritised
funding to employ more expert||
|government,||share as the leading independent|analysts than before.||
|media, users|and|experts on social security and child|Regular horizon-scanning
ofsector issues and||
|stakeholders|or|poverty
may be challenged.|competition.||
|sudden
reputational|risk|Other organisations
have moved
into the poverty and social secunty|Policy Committee
regularly
review positioning.
CPAG has received
pro bono advice on the implications|of|
|||fields. They are often better|the Lobbying Act and, during
regulated
periods, ensures|a|
|||resourced
than we are.|review
is undertaken
on whether
registration
is needed,||
|||Nevertheless
we continue to use|relevant
activities are signed off and a log kept of relevant||
|||our limited resources
in a targeted|spending.||
|||and strategic way to maintain
our|CPAG continues to maintain
a leadership
role on child||
|||leadership
role.|poverty and social security,
including
hosting
End Child||
||||Poverty which strengthens
this work through
regular||
||||sector meetings.||
||||We pursue joint working with partners
where possible and||
||||appropriate.||
|Failure
in||Law and guidance
are constantly|Board aware ofits governance
role, receiving
regular||
|organisational||developing
and we operate
in a|updates
on charity law. We have an induction
pack for||
|governance|or|complex and fast-changing|new Trustees.||
|regulatory
failure||environment.|Elected Board means we can fill skills gaps.||
||||Public accountability
via annual
report.||
||||Regular review of skills set and performance
against||
||||Charity Commission
guidelines.||
||||Regular review of all policies including
safeguarding
and||
||||GDPR.||
##
|Recruitment|and|Recruitment|Recruitment|Recruitment|and|retention|ofstaff—|ofstaff—|Hire the best staff CPAG can attract.||
|---|---|---|---|---|---|---|---|---|---|---|
|retention of|staff|particularly|||senior and specialist||||System ofdevelopment
and appraisals
means reward|can|
|—particularly||staff due|to||better-off competitors.||||be reviewed
and support offered.||
|senior and|||||||||Opportunities
for development
prioritised
by managers.||
|specialist staff|||||||||Procedure for proper handover
on exits in place.||
|due to better-off|||||||||Continue to conduct regular supervisions
and reviews.||
|competitors|||||||||Training offered wherever
possible.||
|Failure to manage||Growth|in|organisation
has|||||Constant
monitoring
ofactivities
and resources
within||
|shrinkage
in||stimulated||growth
in income|||||large projects.||
|organisation|size|generating|||and servicing teams.||||Including the projects as part ofour risk assessment||
|when
large|||||||||process which involves Trustees and the senior||
|projects end||Given our||ambitions to grow||||our|management
team working together.||
|||impact there
is a||||risk that, as we|||Staff leave as contracts end unless additional
funding|has|
|||expand,|we||fail to successfully||||been found.||
|||downsize|after delivery of large||||||||
|||rejects.|||||||||
|Major ICTsystems||Our objective to||||move towards|||Our new ICT company,
Taran, run our support contract||
|failure due to||digital provision||||and service|||and ICT issues are now dealt with much faster than before.||
|hardware
or||continues||with investment|||from||Most ICT issues are now resolved
within four hours of||
|software systems||funding|and||core where||||being raised.||
|crash, viral attack||appropriate.|||||||All staff now equipped for home working,
with laptops,||
|orfailure to
business
requirements|meet|We are increasingly
reliant on IT
systems
and need to keep up, and
also to keep our data and users'
data safe.|||||||cloud-hosted
VPN and Office 365.Risks ofaccess to VPN
and server problems
now gone. There is no more use of
personal
laptops.
Mobile device management
(MDM) added to all mobiles||
|Failure to stay|||||||||and laptops, protecting from data breaches when used at||
|ahead of IT|||||||||home or out ofoffice.||
|developments|||||||||Getting Cyber Essentials
Plus certification
(CE+) —the most||
|which optimise|||||||||advanced
level, suitable for organisations
with remote||
|use ofCRM,|||||||||workers.||
|website and|||||||||We have moved to offsite backup facilities and we now||
|online shop|||||||||have internal
ICTsupport.||
||||||||||We know how to implement
a plan to ensure
minimal||
||||||||||disruption
to business as usual with staff all capable of||
||||||||||working
remotely.||
||||||||||We have implemented
Share Point in 2023 which reduces||
||||||||||risk of hardware
failure and VPN no longer needed.||
||||||||||Continual
improvements
to all platforms,
including
CMS.||
||||||||||Cpag.org.uk rebuild
underway
now that Dru pal 7obsolete.||
||||||||||Our Board Digital Committee
monitors
digital||
||||||||||develo
ments.||
|Loss of reputation||The sector has experienced||||||more|Good working practices and procedures
and disciplinary||
|due to industrial||pay disputes|||and|HR issues|due to||policies in place||
|action and/or||lockdown||and the cost of living|||||Comprehensive
Staff I-landbook
in place.||
|expensive||crisis|||||||Regular one-to-ones, team and staff meetings
and positive||
|involvement|in||||||||working relationship
with staff members.||
|employment|||||||||Focussing more attention
on staff health
and wellbeing||
|tribunal|||||||||and support since Covid.||
||||||||||Continue to review policies and procedures.||
||||||||||SMT receives help on policy development
from our||
||||||||||employment
lawyer and
HR consultants.||
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
|Income from:|||||||
|---|---|---|---|---|---|---|
|Donations||||1,265,844||1,265,844|
|Legacies||||24,359||24,359|
|Activities for generating||funds|||||
|Rent and room hire||||830||830|
|Charitable
activities:|||||||
|Publications||||1,033,061|73,212|1,106,273|
|Welfare rights and test||cases||109,977|1,040,809|1,150,786|
|Training||||444,207|274,680|718,887|
|Membership||||68,325||68,325|
|Information,
research|and||campaigning|7,161|1,377,426|1,384,587|
|Investments||||37,833||37,833|
|Other|||||||
|Total||||2,991,597|2,766,127|5,757,724|
|Expenditure
on:|||||||
|Raising funds||||323,277||323,277|
|Charitable
activities:|||||||
|Publications||||968,573|73,212|1,041,785|
|Welfare rights and test||cases||232,572|1,040,809|1,273,381|
|Training||||373,653|276,682|650,335|
|Membership||||37,926||37,926|
|Information,
research|and||campaigning|677,738|1,377,426|2,055,164|
|Total||||2,613,739|2,768,129|5,381,868|
|Net income/(expenditure)
investment
gains|||before|377,858|(2,002)|375,856|
|Gross transfers
between||funds|||||
|Net income/(expenditure)||||377,858|(2,002)|375,856|
|Unrealised
investment|gains|||178||178|
|Net movement
in funds||||378,036|(2,002)|376,034|
|Totalfunds
brought forward||||4,554,454|2,002|4,556,456|
|Total funds carried forward||||4,932,490||4,932,490|
|Income from:||||||||
|---|---|---|---|---|---|---|---|
|Donations|||||1,212,357||1,212,357|
|Legacies|||||42,033||42,033|
|Activities for generating|||funds|||||
|Rent and room hire||||||||
|Charitable
activities:||||||||
|Publications|||||1,092,552|51,975|1,144,527|
|Welfare rights and test||cases|||187,618|979,983|1,167,601|
|Training|||||464,488|232,675|697,163|
|Membership|||||61,593||61,593|
|Information,
research|and|||campaigning|250|1,484,154|1,484,404|
|Investments|||||9,706||9,706|
|Other|||||15,846||15,846|
|Total|||||3,086,443|2,748,787|5,835,230|
|Expenditure
on:||||||||
|Raising funds|||||259,642||259,642|
|Charitable
actiwties:||||||||
|Publications|||||768,121|51,975|820,096|
|Welfare rights and test|||cases||279,858|985,843|1,265,701|
|Training|||||257,085|232,675|489,760|
|Membership|||||39,217||39,217|
|Information,
research|and|||campaigning|482,015|1,490,908|1,972,923|
|Total|||||2,085,938|2,761,401|4,847,339|
|Net income/(expenditure)
investment
gains||||before|1,000,505|(12,614)|987,891|
|Gross transfers
between|||funds|||||
|Net income/(expenditure)|||||1,000,505|(12,614)|987,891|
|Unrealised
investment||gains|||69||69|
|Net movement
in funds|||||1,000,574|(12,614)|987,960|
|Total funds brought forward|||||3,553,880|14,616|3,568,496|
|Total funds canied forward|||||4,554,454|2,002|4,556,456|
##
|FIXEDASSETS|||||||
|---|---|---|---|---|---|---|
|Tangible fixed assets||||1,571,400||1,653,916|
|Investments||||1,555,740||1,528,211|
|||||3,127,140||3,182,127|
|CURRENT ASSETS|||||||
|Stock||10|84,277||91,684||
|Debtors||11|1,024,127||1,081,585||
|Cash and short-term|deposits||2,563,644||2,276,789||
||||3,672,048||3,450,058||
|CREDITORS: amounts|falling due||||||
|within one year||12|(1,866,698)||(2,075,729)||
|NET CURRENT ASSETS||||1,805,350||1,374,329|
|TOTAL ASSETS LESSCURRENT|||||||
|LIABILmES||||4,932,490||4,556,456|
|||13||4,932,490||4,556,456|
|FUNDS|||||||
|Restricted funds||||||2,002|
|Unrestricted
funds:|||||||
|Designated
funds||||3,308,275||3,582,229|
|General funds||||1,624,215||972,225|
|TOTAL CHARITY FUNDS||14||4,932,490||4,556,456|
##
|Cashfiowa from operating
activities||||||
|---|---|---|---|---|---|
|Net cash provided
by operating
activities|(see note below)|||281,403|1,253,570|
|Cash flows from investing
activities||||||
|Investment
income received||||37,833|9,706|
|Purchase of property,
plant and equipment||||(5,030)|(6,196)|
|Purchase of investments||||(27,351)|(409,698)|
|Net cash (used in)/provided
by investing|activities|||5,452|(406,188)|
|Change
in cash and cash eqtnvalents
in the||year||286,855|847,382|
|Cash and cash equivalents
at the start of|the year|||2,276,789|1,429,407|
|Cash and cash equivalents at the end|ofthe year|||2,563,644|2,276,789|
|Note: reconciliation ofnet expenditure||tonet cash used by operating|activities|||
|Net income/(expenditure)
for the year||||376,034|987,960|
|Adjustments
for:||||||
|Depreciation||||87,545|96,290|
|Investment
(gains)/losses||||(178)|(69)|
|Investment
income||||(37,833)|(9,706)|
|Decrease/(increase)
in stock||||7,407|(16,740)|
|Decrease/(increase)
in debtors||||57,458|491,533|
|(Decrease)/increase
in creditors||||(209,030)|(295,698)|
|Net provided
by operating
activities||||281,403|1,253,570|
##
##
##
##
##
##
##
##
##
##
##
|||2023|2022|
|---|---|---|---|
|Publications||10%|89o|
|Welfare rights and test cases||29%|29%|
|Training||18%|1290|
|Membership||09o|1%|
|Information,|research and campaigning|37o/o|44%o|
|Fundraising|and publicity|5%o|5%o|
|Governance||1%o|1%|
##
##
##
##
##
##
##
|This is stated after charging:|This is stated after charging:|||
|---|---|---|---|
|Depreciation||87,545|96,290|
|Operating
lease rentals:||||
|Property||7,618|41,685|
|Equipment||16,716|4,199|
|Auditors'
remuneration:||||
|Audit Current Year provision||18,000|15,000|
|Audit relating to previous year||1,000||
|Trustees'
remuneration:||||
|Costs paid for Trustees||||
|Trustees'
reimbursed|expenses|121||
||||~|~||
|---|---|---|---|---|---|
|Costs ofgenerating|funds|||||
|Raising funds||69,456||253,821|323.277|
|Charitable
activities||||||
|Publications||127,615||914,170|1,041,785|
|Welfare rights||323,316||950,065|1,273,381|
|Training||165,156||485,179|650,335|
|Membership||4,439||33,487|37,926|
|Information,
research and campaigning||457,830||1,597,334|2,055,164|
|Total expenditure||1,147,812||4,234,056|5,381,868|
##
|Costs ofgenerating|funds|funds||||
|---|---|---|---|---|---|
|Raising funds|||51,987|207,655|259,642|
|Charitable
activities||||||
|Publications|||85,074|735,022|820,096|
|Welfare rights|||301,562|964,139|1,265,701|
|Training|||122,159|367,601|489,760|
|Membership|||6,380|32,837|39,217|
|Information,
research||and campaigning|453,108|1,519,815|1,972,923|
|Total expenditure|||1,020,270|3,827,069|4,847,339|
|Salaries and wages|2,967,170|2,740,720|
|---|---|---|
|Social security costs|309,763|271,577|
|Pension contributions|164,273|154,062|
|Redundancy
costs|16,897||
||3,458,103|3,166,359|
|Agency staff costs|2,968|45,683|
|Total staff costs|3,461,071|3,212,042|
|Welfare rights and test cases|Welfare rights and test cases|18|17|
|---|---|---|---|
|Information,|research and campaigning|23|27|
|Fundraising|and publicity|3|3|
|Training||8|6|
|Membership||1|1|
|Publications||4|5|
|Governance||1|1|
|Support activities||10|9|
|||68|69|
|At 01/04/2022|1,766,146|107,225|381,555|2,254,926|
|---|---|---|---|---|
|Additions
in year||3,664|1,366|5,030|
|At 31March 2023|1,766,146|110,889|382,921|2,259,956|
|Depreciation|||||
|At 01/04/2022|251,261|76,296|273,453|601,010|
|Charge for 2022/23|35,537|9,211|42,798|87,546|
|At 31March 2023|286,798|85,507|316,251|688,556|
|Net BookValue|||||
|At 31March 2023|1,479,348|25,382|66,670|1,571,400|
|At 31March 2022|1,514,885|30,929|108,102|1,653,916|
|Market value at the start ofthe year|1,528,211|1,118,444|
|---|---|---|
|Amount
deposited
in the year|27,351|409,698|
|Unrealised
gain|178|69|
|Market value at the end ofthe year|1,555,740|1,528,211|
|Historic cost at year end|1,557,243|1,529,537|
|Investments
comprise:|||
|Close Brothers Group Pic|1,554,237|1,526,886|
|Shares listed on the LSE|1,501|1,323|
|Investment
in trading
subsidiary|2|2|
||1,555,740|1,528,211|
##
|Work in progress|Work in progress|79,701|79,072|
|---|---|---|---|
|Publications|for resale|4,576|12,612|
|||84,277|91,684|
##
|Trade debtors|662,950|882,517|
|---|---|---|
|Other debtors|59,259|14,240|
|Prepayments|109,290|71,537|
|Accrued income|192,628|113,291|
||1,024,127|1,081,585|
|Trade creditors||207,275|6,499|
|---|---|---|---|
|Taxation and social security||80,982|103,877|
|Other creditors||254,803|229,530|
|Accruals and deferred|income|1,323,638|1,735,823|
|||1,866,698|2,075,729|
|||~ - .|. - ~|||
|---|---|---|---|---|---|
|||~
..|~|||
|Tangible fixed assets|1,571,400||||1,571,400|
|Fixed asset investments|||1,555,740||1,555,740|
|Net current assets||901,129|(719,994)|1,624,215|1,805,350|
|Net assets at the end ofthe
year 2023|1,571,400|901,129|835,746|1,624,215|4,932,490|
||||~ -|. - ~|||
|---|---|---|---|---|---|---|
||||~|~|||
|Tangible fixed assets||1,653,916||||1,653,916|
|Fixed asset investments||||1,528,211||1,528,211|
|Net current assets|2,002||1,166,770|(766,668)|972,225|1,374,329|
|Net assets atthe end ofthe
year 2022|2,002|1,653,916|1,166,770|761,543|972,225|4,556,456|
##
|Restricted funds|||
|---|---|---|
|Scottish Government
—second tier welfare
rights service|732,000|(732,000)|
|National
Lottery Community
Fund —UK Cost
ofthe School Day project|439,026|(439,026)|
|Barclays —Your Work Your Way|400,247|(400,247)|
|The Legal Education
Foundation —Access to
Justice in Social Security|230,687|(230,687)|
|Scottish Government
through
a CYPFEIF and
ALEC Fund grant|139,650|(139,650)|
|Scottish Government
—Cost ofthe School
Day Project|123,421|(123,421)|
|Trussell Trust —Food Bank Income
Maximisation
Service|107,950|(107,950)|
|Grant for the Welfare Rights Advice Service
and Universal
Credit Advice project|95,217|(95,217)|
|City Bridge Trust —Universal
Credit London
advice project continuation|78,328|(78,328)|
|Trust for London —London Calling|46,407|(46,407)|
|Comic Relief —Universal
Credit Project|37,447|(37,447)|
|Pears Foundation
for UK Cost ofthe School
Day Project|37,375|(37,375)|
|TUUTChantable
Trust|37,286|(37,286)|
|Donations to 8BCRadio 4 appeal
and other|||
|donations for UK Cost ofthe School Day|36,281|(36,281)|
|project|||
|Grants and donations for the Advice Line and
other work in Scotland|36,225|(36,225)|
|Fusion 21 Foundation,
No rthwick
Trust, and|||
|Riverside for Mental
Health and Benefits|29,998|(29,998)|
|Handbook|||
|abrdn
Financial
Fairness Trust for the project|||
|on identifying
difficulties
claimants face|20,274|(20,274)|
|when migrated
onto Universal
Credit|||
|Grant and donations for removing the|||
|financial
barriers to children's
education|18,334|(18,334)|
|after Covid-19|||
|Barclays
—Survivors Welfare Advice Project|17,997|(17,997)|
|Digital Freedom
Fund —Access tojustice in|||
|the face of digitalisation
of means tested|13,842|(13,842)|
|welfare benefits
in the UK|||
|Royal Borough of Greenwich
contribution
to
the UK Cost ofSchool Day project in London|13,333|(13333)|
|Deborah and Laurence
Harris to support
legaltest case work|12,500|(12,500)|
|University ofYork —Changing
project|Realities|Realities|Realities|Realities|||10,032|(10,032)|||
|---|---|---|---|---|---|---|---|---|---|---|
|abrdn
Financial
Fairness Trust
need for foodbanks
project|—ending the||||||8,688|(8,688)|||
|University ofYork-Covid
Realities|||project||||7,872|(7,872)|||
|Therium
Access Limited —continuation
fundmg towards solicitor|||||||7,383|(7,383)|||
|Coventry
City Council contribution
to UK Cost
ofthe School Day project in Coventry|||||||4,500|(4,500)|||
|Charities Advisory Trust Good
Catalogue - catch up education|Gifts||||||4,500|(4,500)|||
|University ofYork —benefit changes
larger families||||and|||4,376|(4,376)|||
|Orbit Group contribution
to UK Cost
School Day project in Coventry||||ofthe|||4,375|(4,375)|||
|Strategic LegalFund|||||||3,276|(3,276)|||
|Newcastle
University
—childhood
the North East||poverty|||in||2,225|(2,225)|||
|Trussell Trust —ending the need for|||||||||||
|foodbanks:
income maximisation||and cash|||||2,075|(2,075)|||
|first project in Scotland|||||||||||
|Other grants||||||2,002|3,000|(5,002)|||
|Total restricted funds||||||2,002|2,766,127|(2,768,129)|||
|~Di
td
d|||||||||||
|Tangible fixed assets||||||1,653,916||(87,546)|5,030|1,571,400|
|Capital and infrastructure
reserve||||||100,000|||(100,000)||
|Operational
Working
Capital||||||1,166,770|||(265,641)|901,129|
|Development
fund||||||100,000|||400,000|500,000|
|Redundancy/leave||||||85,000|||(85,000)||
|Investment
fund||||||259,543||(119,763)|(84,034)|55,746|
|Campaign
fund||||||50,000||(50,000)|||
|Cost of living reserve||||||67,000|||(67,000)||
|Fundra ising investment||||||100,000|||10,000|110,000|
|Impact Fund|||||||||170,000|170,000|
|Total designated
funds||||||3,582,229||(257,309)|(16,645)|3,308,275|
|General funds||||||972,225|2,991,597|(2,356,252)|16,645|1,624,215|
|Tota I unrestricted
funds||||||4,554,454|2,991,597|(2,613,561)||4,932,490|
|Tote)funds||||||4856,456|5,757,724|(5,381,690)||4,932,490|
##
|Restricted funds|||||
|---|---|---|---|---|
|Scottish Government —second tier welfare
rights service|||695,000|(695,000)|
|National
Lottery Community
Fund|||650,743|(650,743)|
|Barclays —Your Work Your Way|||316,808|(316,808)|
|Scottish Government
through
a
ALEC Fund grant|CYPFEIF and||133,000|(133,000)|
|The Legal Education
Foundation
Improving
public law education|(TLEF)—
and capacity||96,321|(96,321)|
|Scottish Government
-Cost ofthe School
Day Project|||92,780|(92,780)|
|TLEF —'Computer
Says No!' Access tojustice
in universal
credit||12,614|83,519|(96,133)|
|Barclays —Survivors
Welfare Advice Project|||79,811|(79,811)|
|Comic Relief|||76,441|(76,441)|
|City Bridge Trust|||75,071|(75,071)|
|abrdn
Financial Fairness Trust (formerly
Standard
Life)|||69,262|(69,262)|
|TLEF —Access tojustice in social|security||60,471|(60,471)|
|Fusion21 Foundation|||49,513|(49,513)|
|Therium
Access Limited|||43,637|(43,637)|
|Trust for London|||42,835|(42,835)|
|Mitchell Charitable
Trust|||30,000|(30,000)|
|Glasgow
Health and Social Care|Partnership||23,614|(23,614)|
|TUUT Charitable
Trust|||22,514|(22,514)|
|Grants for Advice Line Glasgow|||22,250|(22,250)|
|Donations to appeal for UK Cost ofSchool
Day project|||17,265|(17,265)|
|Deborah
and Laurence
Harris|||12,500|(12,500)|
|Baring Foundation|||9,657|(9,657)|
|University
ofYork —benefit changes and
larger families|||8,637|(8,637)|
|London Borough ofGreenwich|||6,667|(6,667)|
|Scottish Government
—Scottish
up Fund|Benefit Take-||6,600|(6,600)|
|Oxfam|||4,458|(4,458)|
|Newcastle
University
and NEPC|||3,166|(3,166)|
|Orbit Group|||3,125|(3,125)|
|Coventry
City Council|||3,000|(3,000)|
|Pears Foundation|||2,625|(2,625)|
|Digital Freedom
Fund|||2,103|(2,103)|||
|---|---|---|---|---|---|---|
|Strategic Legal Fund|||1,848|(1,848)|||
|University
ofYork —'Covid|Realities'||499|(499)|||
|Other grants||2,002|3,047|(3,047)||2,002|
|Total restdicted funds||14,616|2,748,787|(2,761,401)||2,002|
|~Di
td
d|||||||
|Tangible fixed assets||1,744,010||(96,290)|6,196|1,653,916|
|Capital and infrastructure|reserve|40,000|||60,000|100,000|
|Operational
Working Capital|||||1,166,770|1,166,770|
|Development
fund||100,000||||100,000|
|Redundancy/leave||85,000||||85,000|
|Investment
fund||259,543||||259,543|
|Campaign
fund||50,000||||50,000|
|Cost of living reserve|||||67,000|67,000|
|Fundra ising investment|||||100,000|100,000|
|Total designated
funds||2,278,553||(96,290)|1,399,966|3,582,229|
|General funds||1,275,327|3,086,512|(1,989,648)|(1,399,966)|972,225|
|Total unrestricted
funds||3,553,880|3,086,512|(2,085,938)||4,554,454|
|Totalfunds||3,568,496|5,835,299|(4,847,339)||4,556,456|
|Purposes of Restricted|Purposes of Restricted|Purposes of Restricted|Funds|Funds|||
|---|---|---|---|---|---|---|
|Scottish Government||—second|||tier|The aim ofthis project is to tackle poverty
by improving
the quality of advice|
|welfare rights service||||||made available to low-income
households.
The project achieves its aim through|
|||||||increasing the capacity and capability offrontline
agencies to provide accurate,|
|||||||high quality and effective advice and information
on benefits to eligible|
|||||||claimants,
both in and out ofwork.|
|National
Lottery Community||||Fund-||Final year of a 39-month
long project that breaks down financial
barriers to|
|UK Cost ofthe School||Day project||||education
in England, Scotland and Wales. The project helps children
and young|
|||||||people totake part and be happy at school.|
|Barclays —Your Work||Your Way||||Fourth ofafour-year grant for an innovative
work support
programme
for|
|||||||potential second earners from low-income
families,
helping them overcome|
|||||||barriers to get into work and progress.|
|The Legal Education|Foundation|||||Second year ofa 28-month
project that increases access tojustice for families|
|||||||on a low income accessing welfare benefits.|
|Scottish Government||through|||a|The Early Warning
System
in Scotland collects and analyses
evidence about the|
|CYPFEIF and ALEC Fund|||grant|||impact ofchanges
in social security on children, their families and the|
|||||||communities
that support them.|
|Scottish Government||—Cost||ofthe||Continued
support forthe Cost ofthe School Day project in Scotland as a|
|School Day Project||||||national
programme
within the Scottish Attainment
Challenge.
First ofa four-|
|||||||year grant towards
salary and support costs ofa part-time
project manager,|
|||||||information
officer and participation
worker, and project costs. The project aims|
|||||||to provide more strategic leadership
and support to more schools and local|
|||||||authorities
on tackhng cost barriers and maximising
incomes. The project|
|||||||focuses on further
national
project development,
awareness
raising,|
|||||||professional
learning,
research and resource development,
as well as a new lived|
|||||||experience
strand
working
with children
and young people.|
|Trussell Trust —Food||Bank Income||||First ofa two-year grant to support Trussell Trust's income maximisation
service|
|Maximisation
Service||||||at food banks through
a second-tier welfare rights advice service to benefits|
|||||||advisers funded
by the Trussell Trust, helping to ensure
individuals
can access|
|||||||their full benefit entitlement.|
|Grant for the Welfare|||Rights|Advice||Grant to CPAG's UK-wide benefits advice and specialist
universal
credit advice|
|Service and Universal||Credit||Advice||services, free to any frontline
worker, volunteer or adviser helping people on a|
|project||||||low income.|
|City Bridge Trust||||||Second year ofa three-year
continuation
grant for a London
Universal
Credit|
|||||||Welfare Rights Worker and associated project costs.|
|Trust for London||||||London Calling project, supporting
local authorities
and the Greater London|
|||||||Authority
(GLA) in tackling child poverty
in the capital and CPAG's London family|
|||||||panel.|
|Comic Relief||||||Final six months of a three-year
universal
credit advice project.|
|Pears Foundation
for||UK Cost|||ofthe|Towards project extension (see above for project description).|
|School Day project|||||||
|TUUT Charitable
Trust||||||Funding
a parliamentary
assistant.|
|Donations to BBCRadio 4appeal|Contributions
towards
extending
our UK Cost ofSchool Day project in|Contributions
towards
extending
our UK Cost ofSchool Day project in|Contributions
towards
extending
our UK Cost ofSchool Day project in|Contributions
towards
extending
our UK Cost ofSchool Day project in|schools|schools|
|---|---|---|---|---|---|---|
|and other donations for UK Cost of|and legacy work.||||||
|the School Day project|||||||
|Grants and donations
for the Advice|Co funding
for our free service for anyone
in Scotland who||advises people|||living|
|Line and other work in Scotland|in poverty on social security and benefits.||||||
|Fusion21 Foundation,
Northwick|Grants for a new, free to access digital Mental Health and|Benefits Handbook|||||
|Trust, and Riverside|||||||
|abrdn
Financial
Fairness Trust-|An 18-month project started
in December 2022 to identify||difficulties||claimants||
|'managed
migration'
project|face when migrated
onto universal
credit from legacy benefits and how they||||||
||adjust after the move, and to share this with policy makers.||||||
|Grant and donations
for removmg|Contribution
tothe legacy work ofour UK Cost ofthe School Day|||project after|||
|the financial
barriers to children' s|Lottery and other funding
ended
in December 2022.||||||
|education after Covid-19|||||||
|Barclays —Survivors
Welfare Advice|The final part of a one-year project advising
professionals|working||with domestic|||
|project|abuse survivors
on issues relating to their benefit claims and entitlement.||||||
|Digital Freedom
Fund|Project on access tojustice in the face ofdigitalisation
ofmeans-tested||||welfare||
||benefits
in the UK.||||||
|London Borough ofGreenwich|UK Cost ofthe School Day project extension
in London.||||||
|Deborah and Laurence
Harris|Towards our legal test case work.||||||
|University ofYork —Changing|A collaborative
project between
parents
and carers, researchers|||at the|||
|Realities|University
ofYork, and CPAG, to document
life on a low income and push for||||||
||change.||||||
|abrdn
Financial Fairness Trust—|Final part ofa two-year grant towards
research
and advocacy work to||||reform||
|ending the need for foodbanks|emergency
support to reduce demand forfood banks.||||||
|project|||||||
|Therium
Access Limited|Final part ofcontinuation
funding for the employment
of|a|solimtor,||||
|Coventry
City Council|UK Cost ofthe School Day project extension
in Coventry.||||||
|Charities Advisory Trust Good Gifts|Donation
directly helping school children across Dundee and at Surrey Square||||||
|Catalogue|Primary School in southeast
London||||||
|University ofYork —benefit changes|Project on how benefit changes affect larger families.||||||
|and larger famihes|||||||
|Orbit Group|UK Cost ofthe School Day project extension
in Coventry.||||||
|Strategic Legal Fund|Pre-litigation
research
into EU citizens with pre-settled
status and|||no other right|||
||to reside being excluded from social security benefits.||||||
|Newcastle
University|Proiect on childhood
poverty
in the North East.||||||
|University
ofYork —Covid Realities|Research project documenting
the experiences of parents||and carers||on a|low|
||income during the pandemic.||||||
|Other grants|Grants towards our advice service and policy work.||||||
|Tangible|fixed assets reserves|fixed assets reserves|Reserve relates to the net book value|Reserve relates to the net book value|Reserve relates to the net book value|of|tangible|fixed assets at the end|ofthe|
|---|---|---|---|---|---|---|---|---|---|
||||financial year.|||||||
|Operational||Working Capital|Reserve relates to net value oftrade|||debtors, stock, and trade creditors|||at the|
|reserve|||end ofthe|financialyear.||||||
|Development||fund reserve|Reserve to|fund further
identified|strategic projects to increase the income of|||||
||||CPAG over|the next three years.||||||
|Investment||fund|Reserve to|continue development|of|our|leading|digital products, website, e-||
||||commerce|and shop over the next|year.|||||
|Fundraising||investment|Reserve to|cover fundraising
consultancy|||support|to increase individual|donors|
||||in the next|financial year.||||||
|Impact|fund||Reserve designated
to fund additional|||campaign||projects over the next|three|
||||years.|||||||
##
|Within 1year|21,206|2,852|7,200|11,976|
|---|---|---|---|---|
|1—5years|169,646||28,800|8,593|
||190,852|2,852|36,000|20,569|
##