REPORT OF THE BOARD OF DIRECTORS/TRUSTEES |
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The board of Directors/Trustees presents their report and financial statements for the period ended 31 March 2024 |
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REFERENCE AND ADMINISTRATIVE INFORMATION |
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Company name |
CLAPTON COMMONS COMMUNITY ORGANISATION LIMITED |
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Company registration number |
9104046 |
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Charity Registration number |
1187211 |
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Directors/Trustees |
Pauline Campbell (resigned 15 May 2024) |
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Rev William Campbell-Taylor (Chair) |
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Holly-Gale Millette |
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Jacquline Benjamin (resigned 2 July 2024) |
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Ben Hayhow Gilchrist |
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Rev Toby Lewis Thomas |
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Chief Executive Officer |
Joe Walker (left September 2024) |
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Registered office |
1 Clapton Terrace |
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London |
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E5 9BW |
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Accountants |
Lewis Curtis Ltd |
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Chartered Accountants |
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10 Durham Avenue |
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Romford |
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RM2 6JS |
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Independent examiner |
Knight Goodhead Ltd |
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Chartered Accountants |
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7 Bournemouth Road |
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Chandler's Ford |
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Eastleigh, Hampshire |
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SO53 3DA |
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Bankers |
Barclays Bank UK plc |
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1 Churchill Place |
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London |
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E14 5HP |
REPORT OF THE BOARD OF DIRECTORS/TRUSTEES (continued) |
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OBJECTIVES AND ACTIVITIES |
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The objects of the charity are to further or benefit the residents of that area of the London Borough of Hackney which is covered by Clapton Commons, without distinction of sex, sexual orientation, race or of political, religious or other opinions, by associating together the said residents and the local authorities, voluntary and other organisations in a common effort to advance education and to provide facilities in the interests of social welfare for recreation and leisure time occupation with the objective of improving the conditions of life for the residents. In furtherance of these objects but not otherwise, the trustees shall have power— to establish or secure the establishment of a community centre and to maintain or manage or co-operate with any statutory authority in the maintenance and management of such a centre for activities promoted by the charity in furtherance of the above objects. |
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ACHIEVEMENTS AND PERFORMANCE |
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“I get to see all different types of people and talk to them here. Where we are you hardly see anybody except your carer, and they’re always rushing away. When you come here you see all sorts. I go home feeling different and that is important.” |
Feedback from one of our Clapton Commons members |
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The second half of 2023 was a time of development for Clapton Commons. Having previously secured a capital grant from the Hackney Councils ‘Hackney Community Fund’ and the GLA earlier in the year, we were pleased to receive funding from the Clothworkers’ Foundation, which enabled us secure the amount needed to begin the building work on re-developing the under-croft of St Thomas’ church. Through our leadership working with St Thomas’ and ArteFact, our architects as well as with local partners, including the council, and funders enabled us to make our vision a reality and create a constellation of spaces in the undercroft and renew a vibrant home for the local community. |
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In November 2023 we launched the newly refurbished space with a civic and community event led by the Mayor of Hackney and included a broad representation of guests, including leaders from the Jewish Orthodox community, community partners, funders and representatives of the Diocese of Stepney and local neighbours. As we opened the building, our Community Builder played a lead role in engaging groups and individuals in the new space, developing a programme of activities that reflected need in the neighbourhood. |
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To ensure that The Common Rooms reflected local need and was embedded in the lived experiences of those who are involved, we established a steering group called the ‘Commons Collective’. People were invited to attend from a range of backgrounds and experiences to ensure the project remained relevant and continued to reflect local realities and that any ongoing developments were co-produced. We also ran an open evening to bring a wider variety of guests, volunteers, partners and wider stakeholders together into our Common Rooms space to ensure that there is local ownership of the project. |
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Community building |
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“I enjoy the creativity and meeting people who enjoy the same activities as me. I think this is especially important for the elderly. It’s good that people notice when you are missing, you feel important and needed.” |
Feedback from one of our Clapton Commons members |
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We are grateful to the Mercers’ Company for continuing to fund our community programme. Over the past year we have further developed our model of community building proactively maximising reach and participation of residents; encouraging access through well-developed referral pathways, engaging with and using partnerships to facilitate focused community engagement, particularly for those who do not routinely engage with our projects and community spaces. Our approach has been to maximise our reach through 1:1 group work and a community building outreach plan that takes advantage of existing relationships and develops new where needed. Working closely with our partners, we have called on our combined experience of building visibility to engage groups or communities who may not find traditional methods of promotion accessible. |
REPORT OF THE BOARD OF DIRECTORS/TRUSTEES (continued) |
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Creating a “Warm Welcome” |
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“The lunch is important. I enjoy the homemade soup. Like anything, it’s the company that makes it.” |
Feedback from one of our Clapton Commons members |
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The “Warm Welcome” hub was set up at the beginning of 2023 as a response to the cost-of-living crisis. The project was originally conceived out of a meeting convened to discuss how we should be supporting our most vulnerable neighbours through the cost-of-living crisis. We brought together a wide range of stakeholders including local residents, community leaders, partners and staff. As a result, local people got involved to volunteer, raise support and awareness of our programme and to build relationships with the guests who accessed the service. |
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In the second half of 2023 we decided to continue to sustain and develop the project longer-term, building local community cohesion and addressing the support needs of those who were disproportionately impacted by the cost-of-living crisis, who were socially isolated and needed a space to belong. |
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The project, funded by the Broadgate Community Fund and Hackney Parochial Charities, build and created a safe and inclusive, accessible and trusted space for relationships and engagement to prosper, as well as supporting local people to set up a programme of mutual support, extending and enhancing services to reflect community need. This included a weekly intergenerational community meals, craft classes, clothes alterations and wellbeing programmes and support and intervention around housing, benefits and access to other key services working with council services such as housing and resident participation. The aim was to encourage social connection, alleviate loneliness and isolation and enhance the guests overall mental health and wellbeing. |
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Some facts and stats about our Warm Welcome |
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· 120 local people directly benefit from 42 Warm Welcome’s sessions this year |
· 21 people attend on average each week |
· £60 is the average cost to feed people each week |
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We considered pausing over the summer holidays but guests wanted somewhere to be. Our amazing volunteers agreed that for our vulnerable guests, especially those with dementia and memory issues, that consistency was important. So, during this time we paused the craft gathering but provided other activities like film club, bingo etc. which were enjoyed by all. |
Member’s Story: Pete becomes a volunteer with our ‘Warm Welcome’ Pete (not his real name) came to the Warm Welcome as a guest about a year ago. He has learning disabilities and lives in 'sheltered housing' which is provided by a housing association but wasn't effectively responding to his needs. He was socially isolated, clearly not able to look after himself very well and unable to advocate for himself on the issues that he was facing with his housing. Pete worked with both our team of volunteers and our community builder to identify how we could properly support him. At the same time he became a regular attendee at the Warm Welcome, enjoying the weekly community meal as well as the various activities and programmes that were provided. Over the weeks we began to see an improvement in his confidence and his mental health. While he continued to struggle during the week and remained very isolated, the Warm Welcome became a safe space for him where he could meet other people, build relationships and begin to engage in find ways to address some of the issues that he was facing. After about six months, Pete was a regular attendee to the Warm Welcome and he expressed an interest in helping out with some of the food preparation and washing up. He began getting involved in supporting a few tasks alongside a couple of volunteers that he trusted. Following a few weeks, he decided that he would like to join the volunteer team, get some training so that he could learn new skills and further build up his confidence. While Pete is still a guest, he also spends an hour volunteering at the Warm Welcome and has become a trusted member of the team. |
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Building partnerships |
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“I enjoy being able to mingle with people. The diversity of people is great.” |
Feedback from one of our Clapton Commons members |
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The partnerships that we have developed are built on mutual support, delivering joint-projects, cross-referring and sharing best practice and resources. The partnership model that we adopt is about shifting away from top-down structures of intervention and service delivery and instead encouraging better and more meaningful collaboration that can build energy, innovation, confidence and shaping a new connection with our neighbours. |
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In second half of the year through our community programme we supported the delivery of a new co-operative care initiative called ‘Care Commons’, creating neighbourhood teams that assess and meet elders’ and family carers’ needs in locally sensitive ways. |
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We worked in partnership with Equal Care to launch a home care co-operative, piloting a new service model and digital platform for a community-owned and governed care service which will integrate home care, community networks, digital tools and health and social care services at a hyper-local level into a ‘Care Commons’ so that people giving and receiving formal and informal care can have more power and control over the resources they rely upon and a better quality of life, thus preventing “down the line” care issues. |
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In 2023/24 there were steps made to engage community partners from the Orthodox Jewish community, including Yad Voezer, a day-centre for men and women with a range of learning difficulties who ran a weekly gardening group at our community hub Liberty Hall. We also collaborated with the Interlink Foundation to deliver a full day’s immersive intercultural training in Jewish customs and cultural practices. This was attended by 25 participants from Stamford Hill’s voluntary and community sector with more to follow. |
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Community Organising and the Tenants Club |
“It’s a good reason to get out the house and meet people. I don’t go to anything else in the week because jobseekers takes so much of my time and energy. This is a nice break.” |
Feedback from one of our Clapton Commons members |
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As we moved into the next phase of our project at the beginning of 2024, one of the key areas of focus that guided our work was using the new Common Rooms in the setting up a of a “Tenants Club”, supported by Trust for London. This club has been co-produced and designed with the local community, including residents of housing associations, council residents, private renters, and advocates. The Tenants Club is envisioned as a form of community organisation that can educate and organise tenants and renters to become a power in their own right. The club will provide a platform for tenants to share their experiences, voice their concerns, and work together to advocate for their rights and interests. |
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Member’s Stories for the Tenants Club |
The Tenants’ Club is built on the real-life experiences of its members, each bringing unique insights and challenges. Below are a few stories that highlight the variety of housing issues and the potential for leadership within the group (names have been changed to ensure anonymity): |
• Emma’s Story: Living in temporary accommodation, Emma is raising her daughter amidst the noise and dust of a building site as her estate is being demolished. Her daughter's health is affected, and she is uncertain about their future housing. Despite these struggles, Emma has eagerly joined the Tenant’s Club. She took a lead on the self-advocacy workshops and is enrolled in further leadership training. |
• Batya’s Story: After transitioning from temporary accommodation to private rental, Batya faces severe damp and mould in her flat but fears reporting it due to the risk of eviction. Although hesitant to campaign publicly, she has been instrumental in organising workshops. |
• Muna’s Story: Muna, a social housing tenant, deals with antisocial behaviour and overcrowding in her home. Though unable to attend workshops due to timing, she remains in close contact with the Tenants’ Club and is eager to participate in future initiatives. |
These stories, among others, reflect the varied and often complex housing situations tenants face. The Tenants’ Club provides them with a space to learn, organise and advocate for better housing conditions. |
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FUTURE PLANS AND DEVELOPMENTS FOR 2025/26 |
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“Having the young people makes a difference, it really adds something.” (For context - a local SEND school comes in at lunch to serve guests and help wash up as work experience.) |
Feedback from one of our Clapton Commons members |
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With the departure of our CEO, Joe Walker, in September 2024, the trustee brought in an interim Consultant Director to provide support. The Trustees would like to thank Joe for all his hard work in leading and building Clapton Commons over the last 2.5 years. The trustees will start recruitment for our next CEO in spring 2025. |
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The Trustees, staff and volunteers met in November 2024 to take stock and explore next steps for the charity. It was discussed that Clapton Commons return to its ‘roots’ - getting out into the community, listening and working alongside local residents and its partners to address local issues together. The team agreed that this community organising approach will enable Clapton Commons to develop a responsive programme of work for the year ahead. We are planning for a new listening campaign with local residents in early 2025. |
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We will continue to run the Warm Welcome project, and are looking forward to working with mental health charity Rethink to co-deliver a new advocacy and support programme with local residents. |
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Clapton Commons agreed to return responsibility for managing the day to day operations of the Undercroft to St Thomas’s Church in the autumn 2024. This coming year will be spent on redefining and strengthening our working relationship with the Church and our local community. |
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HOW OUR ACTIVITIES DELIVER PUBLIC BENEFIT |
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In its work to advance the social welfare of the local communities the charity has sought to unite ‘resource’ with ‘need’. It has worked in a rhizomatic way, recognising that groups and individuals are, more often than not, looking for a container for co-design and a mutual flourishing, rather than a series of top-down service-delivery programmes. |
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In its regeneration of the toilet block on the Common, the charity has been able to reach out to all communities and ensure that the Common Land requirement for the space (necessary for the planning permission) continues to be met. |
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GOING CONCERN |
The Trustees have reviewed the financial position of the charitable company as of January 2025 together with the budget, income and expenditure, cash flow and investments, for the period April 2025 to March 2026 inclusively. The Trustees consider that the budgets are reasonable, and that the charity has sufficient reserves and cash resources in order to continue as a going concern. |
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FINANCIAL REVIEW |
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Income for the year was £179,178including restricted funds of £89,501 (2023 £153,303 including restricted funds of £135,518). Expenditure for the year was £271,316 including restricted activity costs of £217,386 (2023 £81,456 including restricted costs £63,251). |
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The unrestricted surplus for the year of £5,814 is carried forward for future activities. |
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RESERVES POLICY |
The charity was registered in 2019 and is in a phase of building resources and reserves. The charity operates mainly through voluntary services and closely manages operating costs so that income can be directed towards the charities’ aims as effectively as possible. As the charity grows and takes on additional employees, it’s aim is to build and retain a minimum of 6 months operating costs within unrestricted reserves. |
REPORT OF THE BOARD OF DIRECTORS/TRUSTEES (continued) |
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STRUCTURE, GOVERNANCE AND MANAGEMENT |
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GOVERNING DOCUMENT |
The organisation was incorporated as a Company Limited by Guarantee on 26 June 2014 and registered as a charity on 6 January 2020. The charitable company was established under a Memorandum of Association, which established the objects and powers of the charitable company and is governed under its Articles of Association. In the event of the company being wound up members are required to contribute an amount not exceeding £1. |
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RECRUITMENT AND APPOINTMENT OF TRUSTEES |
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Any member of the Charity may stand for election as a trustee provided that they are nominated and seconded by another member. All members of the charity are entitled to participate in the election of trustees. One third of the trustees are required to retire at each AGM; the trustees to retire are those longest in office since they were last elected. A retiring trustee is eligible for re-election provided that no Trustee may serve for a continuous period of more than six years. The trustees may appoint a member as a trustee to fill a casual position. |
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STATEMENT OF DIRECTORS' RESPONSIBILITIES |
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Company laws require the directors to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company as at the balance sheet date and of its incoming resources and application of resources, including income and expenditure, for the financial year. In preparing those financial statements the Board of Directors should follow best practice and: |
- Select suitable accounting policies and then apply them consistently; |
- Make judgements and estimates that are reasonable and prudent; |
- State whether the policies adopted are in accordance with applicable accounting standards, subject to any material departures disclosed and explained in the financial statements; and |
- Prepare the financial statements on the going concern basis unless it is inappropriate to assume that the company will continue in operation. |
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The Board of Directors are responsible for keeping proper accounting records, which disclose with reasonable accuracy at any time, the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. |
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The Board of Directors are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud or other irregularities. |
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MEMBERS OF THE BOARD OF DIRECTORS |
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Members of the Board of Directors, who are directors for the purpose of company law, who served during the year and up to the date of this report are set out on page 2. |
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ACCOUNTANTS |
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Lewis Curtis Ltd has signified their willingness to continue in office. |
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Approved by the Directors on 30 January 2025 and signed on its behalf by |
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Rev William Campbell-Taylor |
(Director/Trustee) |
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1 |
Accounting policies |
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Basis of preparation and accounting convention |
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The accounts (financial statements) have been prepared on the accruals basis, under the historical cost convention and in accordance with the 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)) (issued in October 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006. |
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Change of year end date |
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The charity has changed its financial year end from 30 June to 31 March. Current year figures are reported for the 9 months ended 31 March 2024 and comparative figures are reported for the 12 months ended 30 June 2023. |
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Preparation of the accounts on a going concern basis |
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The trustee considers that there are no material uncertainties about the Charities’ ability to continue as a going concern. |
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Fund structure |
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The company's general funds consists of funds which the company may use for it purposes at its discretion. Grants received for specific costs which have already been incurred by the charity are included as unrestricted income. |
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The company's restricted funds are those where the donor has imposed restrictions on the use of the funds, which are legally binding. |
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Rental Income |
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Rental income is recognised in the accounts according to the period for which the rent is receivable. |
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Voluntary income |
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All voluntary income is included on receipt. Grants receivable is credited to income immediately on receipt. |
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Liberty Hall Redevelopment |
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Income for the Liberty Hall Redevelopment is included in the accounts when a sales invoice has been issued and expenses are recognised when a purchase invoice is received. Prior to the company achieving charitable status on 6 January 2020 income received for the redevelopment in advance of expenditure was recognised on the balance sheet as deferred income. |
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Governance costs |
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Governance costs comprises costs incurred in running the charity which are neither direct charitable expenses nor restricted fund expenses. |
2 |
Grants receivable - restricted |
2024 |
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2023 |
£ |
£ |
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Mercers |
Mercers |
20,000 |
|
20,000 |
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LB Hackney |
Community infrastructure |
- |
|
15,000 |
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Hackney Parochial |
Warm Welcome |
5,000 |
|
5,000 |
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London Community Fund |
Common rooms (spacehive) |
19,700 |
|
- |
|
St Thomas' Church |
Commons Chorus Choir |
1,295 |
|
435 |
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St Thomas' Church |
Warm Welcome |
- |
|
1,000 |
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Trust for London |
Community Organisation |
19,343 |
|
19,343 |
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Central Fund |
Community Organisation |
19,348 |
|
- |
|
LB Hackney |
Community Organisation |
1,605 |
|
- |
|
LB Hackney |
Common rooms (spacehive) |
- |
|
3,000 |
|
Hackney Community Fund |
Common rooms (spacehive) |
- |
|
71,740 |
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LB Hackney |
Youth Development |
3,210 |
|
- |
|
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|
|
|
89,501 |
|
135,518 |
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3 |
Wages and salaries |
2024 |
|
2023 |
£ |
£ |
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Wages and salaries |
29,914 |
|
39,887 |
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Contributions to defined contribution pension scheme |
617 |
|
822 |
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30,531 |
|
40,709 |
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Average monthly number of employees |
2 |
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2 |
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No employee received emoluments in excess of £60,000 |
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4 |
Remuneration of directors |
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No directors have received remuneration as directors of the charitable company during the year. No trustees have received payment of expenses during the year. |
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5 |
Fixed assets |
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Unrestricted |
Community Spacehive |
Total |
£ |
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Cost |
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As at 1 July 2023 |
949 |
746 |
1,695 |
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Additions |
- |
- |
- |
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As at 30 March 2024 |
949 |
746 |
1,695 |
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|
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Depreciation |
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As at 1 July 2023 |
632 |
746 |
1,378 |
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Provided during year |
237 |
- |
237 |
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As at 31 March 2024 |
869 |
746 |
1,615 |
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|
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Net book value at 31 March 2024 |
80 |
- |
80 |
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|
|
|
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|
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Net book value at 30 June 2023 |
317 |
- |
317 |
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|
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|
|
|
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|
|
|
|
|
|
2024 |
|
2023 |
£ |
£ |
6 |
Debtors - unrestricted funds |
|
Trade Debtors |
15,536 |
|
7,989 |
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Prepayments |
- |
|
- |
|
Accrued income |
2,541 |
|
7,703 |
|
|
|
|
|
|
18,077 |
|
15,692 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2024 |
|
2023 |
£ |
£ |
7 |
Debtors - restricted funds |
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Other debtors -Community Spacehive |
- |
|
2,387 |
|
|
|
|
|
|
- |
|
2,387 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2024 |
|
2023 |
8 |
Cash at bank - restricted funds |
£ |
£ |
|
Community Spacehive |
- |
|
107,927 |
|
Mercers |
1,531 |
|
- |
|
Groundwork |
- |
|
969 |
|
Community choir |
195 |
|
- |
|
Community Organisation |
45,071 |
|
11,400 |
|
Warn Welcome |
- |
|
3,682 |
|
|
|
|
|
|
46,797 |
|
123,978 |
|
|
|
|
|
|
|
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9 |
Liabilities: amounts falling due within one year - unrestricted funds |
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|
|
|
|
|
2024 |
|
2023 |
£ |
£ |
|
|
Social Security and Other taxes |
1,754 |
|
2,496 |
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Trade creditors |
3,370 |
|
1,903 |
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Accruals |
8,250 |
|
3,822 |
|
Other creditors |
220 |
|
220 |
|
|
|
|
|
|
13,594 |
|
8,441 |
|
|
|
|
|
|
|
|
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10 |
Restricted funds |
|
|
|
01/07/2022 |
Income |
Expenditure |
Transfer |
30/06/2023 |
|
Common Rooms (spacehive) |
48,706 |
|
74,740 |
(13,132) |
- |
110,314 |
|
Commons Chorus Choir |
- |
|
435 |
(995) |
560 |
- |
|
Broadgate foundation |
3,165 |
|
- |
(3,165) |
- |
- |
|
Mercers |
20,000 |
(20,000) |
- |
- |
|
Groundwork |
1,667 |
|
- |
(698) |
- |
969 |
|
Community infrastructure |
- |
|
15,000 |
(15,000) |
- |
- |
|
Community Organisation |
- |
|
19,343 |
(7,943) |
- |
11,400 |
|
Warm Welcome |
- |
|
6,000 |
(2,318) |
- |
3,682 |
|
|
|
53,538 |
|
135,518 |
(63,251) |
560 |
126,365 |
|
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|
|
|
|
|
|
|
|
01/07/2023 |
Income |
Expenditure |
Transfer |
31/03/2024 |
|
Common Rooms (spacehive) |
110,314 |
|
19,700 |
(169,967) |
39,953 |
- |
|
Commons Chorus Choir |
- |
|
1,295 |
(540) |
(560) |
195 |
|
Mercers |
- |
|
20,000 |
(18,469) |
- |
1,531 |
|
Groundwork |
969 |
|
- |
(969) |
- |
- |
|
Community Organisation |
11,400 |
|
40,296 |
(6,624) |
- |
45,072 |
|
Warm Welcome |
3,682 |
|
5,000 |
(13,702) |
5,020 |
- |
|
Youth development |
- |
|
3,210 |
(7,115) |
3,905 |
- |
|
|
|
126,365 |
|
89,501 |
(217,386) |
48,318 |
46,798 |
|
|
|
|
|
|
|
|
|
|
11 |
Share capital |
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Clapton Commons Community Organisation is a company limited by guarantee and does not have share capital. The liability of each member in the event of winding-up is limited to £1. |
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12 |
Other financial commitments |
|
|
Total future minimum lease payments under non -cancellable operating leases |
|
|
|
|
|
|
|
Land & Buildings |
|
Land & Buildings |
|
|
|
|
|
|
2024 |
|
2023 |
|
Falling due: |
|
|
within one year |
12,000 |
|
12,000 |
|
within two to five years |
28,500 |
|
40,500 |
|
|
13 |
Related Party Transactions |
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There were no related party transactions that require disclosure in the reporting period other than transactions with Saint Thomas Clapton where Father William Campbell-Taylor is the Vicar. |
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During the period ended 31 March 2024 the charity made grants of £169,846 (2023: £12,883) to Saint Thomas Clapton for the Undercroft refurbishment to cover the agreed improvements. |