Mayor's Fund for London Annual Report 2009

Annual Report 2009

Content

A message from our Patron, the Mayor of London 2

A message from our CEO – early beginnings 3

Our mission and objectives 4

Our main principles 5

What we did in 2009 6

a. Ourinitialarea–Shoreditch 6

b. Ourapproach 6

c. Ourlaunch 7

d. OurInitialProgramme 7

• UnlockingPotential 8

• ThePlace2BeShoreditchHub 9

• It’sYourlife 10

• MissDorothyandWatchOverMe 13

• CommunityEngagement 13

e. Fundraising 14

f. Evaluation 15

2010 and beyond 15

a. OurMainProgramme 15

• Children’sCentresPlus 16

• PlayingtoWin 18

• TheShoreditchBrokerage 20

• CityYearUK 20

b AreaTwoandbeyond 22

Facts and figures 22

a. Summaryfinancialstatementsfor2009 22

b. Activityduring2009–partnershipsandprogress 23

c. StatementbyTrustees 23

d. Independentauditor’sstatement 24

The story so far... thanks to our donors 25

Page

A message from our Patron, the Mayor of London:

Londonisoneofthegreatestcitiesintheworld,butitsbenefitsareinnowayshared

equallyamongstitscitizens.Thereare630,000youngpeoplelivinginpovertyinLondon.

TheMayor’sFundforLondonisworkingattheveryheartofthisissue.Itwassetup

specificallytosupportthesechildrenandtheirfamilies,toraisetheirprospectsand

aspirationsandultimatelygetthemintobetterjobs.

WeneedtoinvestinLondon’syoungstersnowbecausetheyarethefuturewealth,health

andenergyofourcity.TheywillbetheoneswhowillbeworkingtoensurethatLondon

continuestobeoneofthegreatestcitiesintheworldin30–40yearstime.TheFundoffers

anopportunityforthewealthcreatingsectorandforanyonewhofeelsadutyofcare

towidersocietytohelpnurtureandlookaftertheinterestsofdisadvantagedchildren.

Therecanbenobetterinvestmentforusthaninthesechildren.

SirTrevorChinn,theChairman,andChrisRobinson,theCEO,haveputtogetherasmall

butfocusedteamwhoareabsolutelycommittedtomakingarealimpact.Theirtask

requiresdiligenceandpersistenceandIwillcontinuetosupportthemwhole-heartedly

intheirefforts.AsPatron,Iwanttothankthemboth,theFund’sverystrongteamand

boardofTrusteesfortheirtirelesseffortsinmakingtheFundasuccess.

TheFundhasrightlybeenwellreceived,notjustbythevoluntary,charity,socialenterprise

andpublicsectorsbutbyLondon’sbusinessandcorporateworld.Iamimmenselyproud

ofitsestablishmentandprogressduringitsfirstyearofoperation.

Boris Johnson

MayorofLondon

2

A message from our CEO – early beginnings:

VirtuallyhalfofthechildrenlivingininnerLondonboroughsliveinpoverty.Thatisnot

acceptableandweneedtoputitright.SinceourinceptionandpubliclaunchinApril2009

wehavespentaconsiderableamountoftimelisteningtopeople,lookingattheevidence

anddevelopingourstrategy.During2009,welaunchedour‘InitialProgramme’inorder

todemonstratethetypesofactivityinwhichwewereinterestedandtostartmaking

arealimpact.

RatherthanscatteringprojectsthroughoutLondon,wehavedeterminedtoprove

themodelfirstinasquaremilearound‘Shoreditch’.Sincethen,andfollowingongoing

consultationwithourkeystakeholders,wehavedesignedour‘MainProgramme’.

Theroleofourteamistocollectandanalysethedata,developandmaintainthe

partnerships,identifytheprogrammecontent,contracttheservicedeliveryandthen

monitorandevaluatethatdeliveryaswellasraisethefundstomakeitpossible.

Wearenowdeliveringexactlywhatwesetouttodeliver–fightingchildpoverty

inLondonbytakingastrategicapproach.

Chris Robinson

CEO

3

Our mission and objectives

Our mission is to improve the life chances and aspirations of disadvantaged children,

young people and their families in London.

Ourobjectiveistodeliver4outcomesforchildrenandyoungpeopleinLondon:

A better start in life

A better educational experience

Better things to do

A better job

OurgoalistohelpLondon’syoungpeopleultimatelyintobetterjobsandcareers.Thisis

notonlyaboutfocusingonyoungpeopleofschoolleavingagebutalsoaboutaddressing

preventionandearlyinterventionmeasuresrightacrosstheageranges.Inparticular,

wewanttoconcentrateondevelopingthekeycompetenciesthatemployerstellusconstitute

thebasisofemployability–literacy,numeracy,IT,communicationandpresentationskills.

4

Underpinningourapproachare4keyprinciples:

Partnership:ourapproachisbasedoncreatingpartnershipswithcommunities,local

authorities,serviceproviders,employers,publicservices,centralgovernmentandotherfunders.

Connectivity:ourresearchidentifiesalackofjoinedupservicesavailabletohelpfamilies

dealwiththemanyaspectsofpoverty.Ourprojectsmustbeconnectedatfamilylevelin

ordertoprovideabetterexperienceforthechildrenandtheirfamilieswithwhomwework.

Evidence-based:wearecommittedtouseevidenceratherthanopiniontodetermine

whatneedstobedoneandhowitshouldbedone.

Implementation:thereareplentyofgoodprogrammesandinterventionsouttherewhich

struggletofulfiltheirimpactduetopoorimplementation.Nomatterhowgoodaplanor

interventionmaybe,ifitisnotimplementedthoroughly,itisoftenuseless.Wewillencourage

goodpracticeandhighqualitydeliverybyensuringthatgoodideasarefollowedthrough

toexcellentdelivery.

Our main principles

5

a. Our initial area – Shoreditch*

DespiteLondonbeingoneoftherichestcitiesintheworld,childpovertyremainsanissue

ofgreatconcern.WhiletherearepocketsofseriousdeprivationthroughoutGreaterLondon,

ourevidenceidentifiesspecificareaswherepovertyismostconcentrated.Inourfirsttarget

areaofShoreditchthereare30,000children,75%ofwhomarefromlowincomefamilies.

Evidenceshowsthatpoorhousing,unemployment,loweducationalattainment,crime

andthedisruptionoffamilylifehaveahighassociationwithpovertyinShoreditch,

whichisseenasamicrocosmofLondon.Thisareaisaviableandrealistictest-bed

fordevelopingthemodelthatweproposetotakeforward.

b. Our approach

Ourmethodofdeliverycreates4themedstrandsdevelopedtobenefitfamilieswith

childrenfromconceptionto25years.Eachstrandlinkshighqualityprojectsintoa

coherentprogramme,measuringimpactsystematicallytobuildasoundevidencebase

asweprogress.Our4strandsare:

What we did in 2009

6

* Hackney:DeBeauvoir,Haggerston,HoxtonandQueensbridge.Tower Hamlets:BethnalGreenNorth,BethnalGreenSouth,Weavers,Spitalfields

andBanglatown.Islington:Bunhill,ClerkenwellandStPeters.

London Growing (-9 months to 4 years):ourEarlyYearsstrandfocusesonparenting

support,childhealthandchildcare.

London Learning (5-16 years):buildingtheeducationalcapitalofpoorerchildren

especiallyintermsofthecoreemployabilityskills.

London Safe (all ages):keepingchildrensafefromabuse,accident,crimeand

involvementincrime.

London Working (16 to 25 years):developingemployableskills

androutestoworkwithanemphasisontrainingforspecificjobsandworkingback

fromtheneedsoftheemployer.

Ouremphasisisonour4principlesintheselectionofpartnerswithastrongtrack

recordandtheadoptionofrobustsystemsforeffectivemonitoringandevaluation.

Ourengagementwithstakeholdershashelpedustoidentifykeyorganisationsthathave

boththeexpertisetodeliveronourobjectivesandalsounderstandourapproachand

model.Webuildonthedeliveryrecordandknowledgeofexistingmajorpartners,whoin

turnworkwithqualitylocalproviders.Toensureaproperprojectreviewandtransparent

process,wehavedevelopedacompetitiveprocurementprocess.Ourrigorousselection

criteriaarebasednotjustonastrongtrackrecordbutalsoonthoroughlocalknowledge.

c. Our launch

TheMayor’sFundforLondonwasofficiallylaunchedasacharityinApril2009atShoreditch

TownHall.Over300stakeholdersattended.TheMayorofHackney,JulesPipe,welcomed

ustoHackneyandourPatron,theMayorofLondon,BorisJohnsonmadethekeynote

speech.AtthelaunchweannouncedtheprojectsthatmakeupourInitialProgramme,

allofwhicharenowunderway.

d. Our Initial Programme

London Safe (all ages)

• Watch Over Me • Miss Dorothy

Community Engagement

London Learning (5 to 16 years)

• Unlocking Potential • It’s Your Life • The Place2Be Shoreditch Hub

7

‘Unlocking Potential’

“School is there for children to attend, to learn and be taught. However, we don’t

believe that a child can learn properly until their social needs are dealt with.”

Laura,School-HomeSupportPractitioneratHughMyddeltonPrimarySchool

Bytheageof6alessablechildfromawell-offfamilywillhaveovertakenamoreable

butpoorerchildintheirschoolattainment.Bytheageof10thegapwillbewiderstill.

Bytheageof11itisusuallytoolatetotackletheseyoungpeople’sdifficulties.Research

shows,however,thatwiththerightearlyinterventioneverychildcanhavethechance

ofagoodeducation.Everyonecanlearnifearlyactionistakentounlockthepotential

ofthosewiththegreatestproblems.

UnlockingPotentialisdeliveredbyEveryChildaChanceTrustinpartnershipwith

School-HomeSupport.Itisanintensiveprojectfocusingonasmallgroupofchildren–

thelowestachieving5%of5to7yearolds.Itbringstogetherthebestofliteracy,

numeracyandbehaviourprogrammes,combiningthemwitheffectivefamilysupport

projects.Thiscombinationiskey.Thesearelifechanginginterventionsthatoffer

thechancefordisadvantagedchildrenwhohavefallenbehindtogetbackonalevel

playingfieldwiththeirpeersandstaythere.

Theprojectiscurrentlyunderwayin6schoolsinShoreditch.Overthenext3years

ouraimistoextendto18primaryschoolswhichwillallow:

•216childrentoreceiveadditionalone-to-onespecialistteachinginreadingormaths

•486childrentoreceiveadditionalspecialistlanguagedevelopmentsupport

•900familiestoengagewithparentingandfamilylearningprogrammesoffered

inschools

8

Case study

Wehadsomanyproblemslastyearwhenourflatfloodedandeverythingwasruined–

thefurniture,theChristmaspresents,everything!Thisforcedustomoveoutofourflat

tosomewheremilesawayfromschool.Ididn’twantmysontomisshislessons,butdidn’t

havethemoneyforthebusfare.TheSchool-HomeSupportworkercametoourrescue.

Shewasgreat!Shemanagedtogetsomebooksfrommyson’sreadinglessonsandalso

somegamestohelphimlearnathomeattheweekend.Somehowshemanagedtoget

usagrantsoIhadsomemoneytogetmysontoschoolandbacktoo.Withouther,

Iwouldhavebeenlostandmysonwouldhavefallenbehindinhislearning.Shereally

wenttheextramiletohelp.

AmotherfromIslington.Project:UnlockingPotential

‘The Place2Be Shoreditch Hub’

A staggering 80% of children showing behavioural problems at the age of 5 go

on to develop more serious forms of anti-social behaviour and over 90% of young

offenders have had a mental health problem as a child.(ONSsurvey,2000)

Childrenandyoungpeopletodayhaveallsortsofworriesandconcernsfromfriendships

tobereavement,domesticviolenceandgangculturetocrime.Bysupportingchildrenearly

wegivethemthechancetogrowupwithprospectsratherthanproblems.

WeareworkinginpartnershipwithThePlace2BetoestablishanewprojectinShoreditch,

providingschool-basedcounsellingservicestochildren(aged4to13years)andtheir

families.Initiallyworkingwith6schools,theservicesaimtoenhancechildren’swellbeing

andprospectsbygivingthemaccesstotherapeuticandemotionalsupportinschools.

Weareusingaprovenmodelbackedupbyresearchandtraininganddeliveredby

trainedPlace2Becounsellors.

9

Aspartoftheproject,ThePlace2Beisrollingoutaseriesofworkshopsandaccredited

trainingtoenablestaffinourShoreditchschoolstoimprovethesupportofchildren’s

emotionalwellbeing.Over200schoolstaffwillreceivetrainingin2010.

‘It’s Your Life’

“There isn’t one student on the project that comes from a stable family, but if you

could take them out of their environment, they would all do so well and achieve

such great things.” Carly,AcademicMentor

Evidenceshowsthateducationisakeywayoutofpoverty.Webelievethatforthemost

disadvantagedyoungpeopletoachieveweneedtobuildtheireducationalcapital.

Thismeanssurroundingthoseyoungpeoplewithaconnectedprogrammeofsupport,

buildingontheirowndeterminationtoachieve.

It’sYourLifedevelopsthiseducationalcapitalthroughqualityexperienceswithacademic

andpersonalmentoring,socialandvocationalnetworkingandfamilysupport,providing

amoreeffectivewayofeducatingthemostdisadvantagedyoungpeople.Thesupport

providedalsoincludesindividuallifecoaching,universityvisitsandresidentialtrips,group

work,businessmentoringandworkexperience.

TheprojectisdelieveredbyGlobetownLearningCommunity,inpartnershipwithMorpeth

Schoolandsupportsupto45youngpeopleagedbetween14and16yearsoldatany

onetime.Theyareidentifiedaslikelytounder-achieveacademically,beinginvolved

inanti-socialbehaviourorcrime,showingpersistentabsenteeismoratriskofbeing

excludedfromschool,orhavingpoorfamilysupportandpooraspirations.

Wehaveagreedtofundthecontinuationofthissuccessfulprogrammeonthe

basisthatMorpethSchoolworkswithustoidentifyclearlytheelementsthatcan

bereplicatedelsewhere.

10

Mumtravelledfar,justtohugmeinthevisits

Smiling,butinside,Ifeelugly

MyeyeswanttocrybutIamstrongandstaybubbly.

DearDad,howcomesIain’tseeyoufordays,

IfeellikeIamlostinamaze

nowmybestfriendFesta’slyinginagrave

Dad,Ithinkyou’retakingliberties,

IgrewupangrybutI’mcalmnow.Icalmeddown

I’mjustproudhere,writing,

Gotnotimeforfighting,

Ididsomethingimpossible–gotoutofthatgangthing

IprayeverynightthatI’llbeleaving

IthanktheLordthatI’mstillbreathing,

I’mgladIcamefromthebottomtothetop,

backthenIdidn’twanna

nowatleastIcansayitonmyown.

Case study

BeforeTylerjoinedtheIt’syourLifeprojecthehadbeenheavilyinvolvedingangsand

crime.Hewasfrequentlyrunningintotroublewiththepoliceandwasonbailwhilstfacing

schoolexclusion.Theprojecthashelpedhimputhislifebackontrackbyencouraginghim

tofocusonhisstudiesandtorealisetheimportanceofeducation.Duringaresidential

universitytrip,Tylerwonawritingcompetitionwithhispoem‘ForeverTears’.Asaresult

oftheIt’syourLifeprogramme,asTylersaysit:“Iamalothappierandsoismymum.

SheissohappythatIamoutofthegangsandamnolongerinvolvedincrime.Iattend

allofmyclassesnowandamworkingveryhardtogetatleast5GCSEs”.

Tyler–aged15.Project:It’sYourLife

Forever Tears by Tyler

Ihaveanewsaying,‘ForeverTears’

Thesearetearsthatdon’tfall,theystayinsideyouforyears.

ThisisrealpainthatI’mlettingout

Iwon’tbesilenced,yousitdownandshutyourmouth

ArealBritishboy–ifyou’rerealthenloveislove

Forsomethere’sloyalty,thenbloodisblood

I’mseeingbrothersstabbingbrothersoverminorbeef

Iwakeupcryingthenstayprayingonmyhandsandknees.

Mumsaresostressedthattheywalkwith...Tears

Wehateourdads‘causethey’vebeengoneforsomanyyears

Somescaredoflifesoagunhelpsreleasethefear

We’rejustoutcasts,sowhenwewalkthepublicstares.

We’recryingoutforhelp,butnoonehearsus

Thisisourfinalwarning:ForeverTears

DearDad,it’syourson

Lookwhatyou’vedonetome

WhenIwascryingforyourhelpwhyyounevercomeforme?

WherewereyouwhenHaggerstontriedtoputaknifeinme?

Mylifeain’tlovely,Inearlywenttoprison,

12

‘Miss Dorothy’ and ‘Watch Over Me’

“There is currently no national standard for the information delivered to children

on safety. However, we believe that children have the right to know how they can

keep themselves safe and who in the community can help them.” SharonDoughty,

KidsTaskforce

Themissdorothy.comlearningprogrammeandWatchOverMesoapoperahelpchildren

andyoungpeoplelearnhowtomanagerisk.Theprogrammetacklesallissuesofrisk

fromfireandarsontoknives,drugsanddomesticviolenceandbringstogetherallthe

agenciesthatchildrenneedtomeet.

WeareworkingwithKidsTaskforceinpartnershipandfundedbytheMetropolitanPolice

toensureeverychildaged7to16yearsoldintheShoreditchareahasaccesstothe

learningresourcesofmissdorothy.comandWatchOverMe.

Wearecurrentlyworkingwith15schoolsinthearea,helpingthemtoimplement

theprogrammesinlinewiththeirlearninganddevelopmentplans.

‘Community Engagement’

CommunitiesinthepoorerareasofLondonhave‘hadthingsdonetothem’foralong

time.Sustainablepositivechangecomesaboutmoreoftenwhencommunitiestake

responsibilityfortheirownfuture.

Wehavethereforeresolvedtoworkinpartnershipwithlocalcommunitiestoensure

thatlocalprioritiesarereflectedinthedevelopmentandimplementationofourstrategy.

ThisisourCommunityEngagementProjectledbytheexcellentgrassrootsorganisation

LondonCitizens.

Underthisproject,Shoreditchcommunitiesareencouragedtotakeresponsibility

fortheirownfuture,todeterminetheirownagendasandtodevelopthecapacitytomake

adifferencetotheirownlives.Wewillachievethatobjectivebytrainingpeopleofallages,

faithsandbackgroundstotakeactiontogetherforchange.

Overthenext3years,300localcommunityleaderswillbetrainedandsupported

intheprinciplesoforganisingthecommunityandcollectiveleadership.

13

e. Fundraising

Weseektoraisenewfundingfromcorporatesandmajordonorsandtopartnerwithother

majorfunds.Wehavealreadyhadconsiderablesuccess.OurTrusteeshaveledtheway

bypersonallycoveringthecentralcostsofthecharity.Thismeansallthefundingweraise

externallycangostraightintoourprogrammes.

In2009weraisedaround£750,000.Thisallowedustogetestablishedandtogetour

initialprogrammeunderway.

Anumberofmajorindividualdonorsandmajorcorporatedonorshavemademulti-year

commitmentstotheFund.

OtherfundssuchasthePrivateEquityFoundationandtheBigLotteryFund,forexample,

havecommittedfundingtoourProgramme.Wewillworkwiththesefundersin

partnership,bothtotakeadvantageoftheirexpertiseandtobringmorefinancialresource

toourProgramme.Ourapproachcombiningour4principlesisseenasinnovativeand

relevantanditisveryencouragingthatotherfundersalsoseektoparticipate.Insome

casesfunderswillprefertofundourdeliverypartnersdirectly.Thismeansthattheextent

offundingsecuredforourProgrammewillbeconsiderablymorethanwillberecorded

inourformalaccounts.Wewillreflecttherealpictureoffundingbroughttobearonour

Programmeinthenarrativeaccompanyingthoseaccounts.

Intheperiod2010to2013,weexpecttospendaround£16monachievingtheobjectives

wehavesetoutforourProgrammeinShoreditch.Wearedelightedtoannouncethatwe

alreadyhave£7mofthatcommittedtous.WewouldparticularlyliketothankBarclays

Capital,thePrivateEquityFoundation,theBigLotteryFund,theManGroupplcCharitable

Trust,theMetropolitanPolice,HarveyMcGrath,RichardDesmondandourTrusteesfor

theirsupport.

InDecember2009welaunchedtheMayor’sFundBusinessClubbothasapracticalway

toengageemployersinourworkandasafundraisingmechanism.

14

London Growing:(-9 months to 4 years)

• Children’s Centres Plus

London Working:(16 to 25 years)

• Shoreditch Brokerage • City Year UK

London Safe:(all ages)


London Learning:(5 to 16 years)

• Unlocking Potential • The Place2Be Shoreditch Hub • It’s Your Life • Playing to Win

London Safe (all ages)


Community Engagement

London Learning (5 to 16 years)

• Unlocking Potential • It’s Your Life • The Place2Be Shoreditch Hub

15

f. Evaluation

Webelieveourmodelofconnectingupservicesandworkingcloselywithexistingand

newpartnerswithineachareaisunique.Wewanttolearnlessonsfromourapproach

inourfirstareaofShoreditchandmakeourmodelstrongerfortheareasbeyond.Tohelp

usdothiswehavecommissionedNewPhilanthropyCapital(NPC)toperformareal-time

evaluationofourworkoveraperiodof18months.Wewillreportontheirinterimfindings

inournextannualreportandtheirfinalreportwillbepublishedintheautumnof2011.

OurmodelwillbecarefullymonitoredandevaluatedonitsmeritsbyNPC.

Inaddition,ourkeyprojectswillbevalidatedbyindependentevaluators.Wewillfeed

thelessonswehavelearnedfromtheevaluationsintoourProgrammegoingforward.

2010 and beyond

a. Our Main Programme

InadditiontoourInitialProgrammewhichwillcontinueduring2010andbeyond,

wehaveidentifiedour3flagshipprojectswithinourMainProgramme.

Children’s Centres Plus – London Growing:TheGovernmenthasinvestedheavily

inchildren’scentresthroughvariousinitiativeswithover£3bninvestedinSureStartalone.

Thisisavaluableandnecessaryprogramme.Initiallytherewascriticismthattheservices

werenotreachingthemostneedyfamilies.Morerecentevaluationsindicateimprovement

inthisregardbutthereisstillalottodo.Asoneexample,theincreasedprovision

ofserviceshasnotinpracticealwaysbeenaccompaniedbythenecessaryguidelines

ofqualityprogrammesorstafftraining.

Theevidencesuggeststhatboththereachandqualityofthesecentresvary.Assuch

theyremain,toadegree,anunrealisedasset.Thistremendousinvestmentaimedat

improvingtheprospectsofchildrenandfamiliesisnotactuallybeingdeliveredinpractice

toacommonhighstandard,withconsiderablelocalvariationinsuccess.InShoreditch

thereare18children’scentresofwhich15arerundirectlybythelocalauthoritiesand

3byvoluntarysectoragencies.Fourareoperatingonschoolsitesand11arenot.These

appeartobeofvaryingquality.

Thisprojectwillworkthroughaleadpartnerengaginglocalauthoritiesandthechildren’s

centrestobringtogethergoodpracticetoincreasetheproportionofthemostdisadvantaged

familiesandchildrentakingadvantageofthesefacilities.Itwillseektoimproveworking

linkswithotherlocalservices,specificallyhealthservicesanddevelopthecapacityand

standardofcentremanagement.Itwillalsodemonstratethecostbenefitsofadopting

anevidence-basedapproachtocommissioningservicesanduseasanexamplethe

‘IncredibleYears’conductdisorderprogramme.Wewillstartwith6centresandthenbuild

uptoworkwithall18children’scentres.

16

Playing to Win – London Learning:Thereismorewecandotohelpbuildthecoreskills

bothinschoolsandinthecommunityandalongthewaygivemorechildrenbetterthings

todoandhelpkeepthemengagedwithlearning.Thiscanbeachievedthroughour

PlayingtoWinproject.

Sportisnotonlyasuperbengagerofchildrenandahealthyactivity,itisalsopotentially

aterrificvehicleforlearning.

Thisisnotaboutpromotingsportforitsownsake.Itisaboutusingsportasavehicle

forbehaviourchangeanddevelopment.Theproposalistobringtogetherthose

programmesthatactuallyteachthroughsport(usingavarietyofsports)andidentify

12primaryschools,2secondaryschoolsand10youthclubsorcommunityprojects

initiallywherethisapproachcanbetriedandproved.Teachers,youthleadersand

otherswillbetrainedtousethenecessaryresourcesandthensupportedintheiruse.

Theprinciplehereistofindwaystoaddtoandstrengthentheexistingcoreeducation

workbeingdonethroughtheseadditionalskillsandtolinkthelearningopportunities

thatexistinandoutofschool.

Wewillseektoexpandthisyearbyyearuntil(over4years)48primaryschools,

8secondaryschoolsand40youthclubs/communityprojectswillbeengaged.Thiswill

directlyimpact2,000childrenperyearacrosstheagerangesfrom5to16yearsold.

Whenitcomestoactualdelivery,wewanttoworkwithagencieswhohaveastrongtrack

recordofsuccessontheground.ThesehavebeenidentifiedasGreenhouse,Street

LeagueandLondonYouth.Wewillalsoconnectthisworkwiththatbeingundertaken

bytheFootballFoundationandtheGLASportsUnitviatheMayor’sSportStrategy.

18

The Shoreditch Brokerage – London Working:Adecentjoboffersthewayout

ofpoverty.Werecognisethroughourevidenceandresearchthatweneedtodeliver

onthekeycompetenciesthatemployerstellusarethebasisofemployabilitynamely

literacy,numeracy,IT,communicationskillsandpresentationskills.

OurLondonWorkingstrandfocusesontheroutestoworkwithanemphasisonconnecting

upqualityprovidersintrainingforspecificjobs,whilstfullyrecognisingemployers’needs

indevelopingemployableskills.Weseektobuildonexistinginvestmentbyadding

value,improvingconnectionsandraisingperformancestandards.Inourinitialareaof

Shoreditch,acleargaphasbeenidentifiedbetweenemployers’vacanciesandtheskills

andabilitiesofyoungpeople.Ourinitialresearchanddiscussionsshowthatthereisa

hugerangeoftrainingsupportandotherschemescurrentlyavailablefromengagement,

workexperienceandbusinessmentoringthroughtovocationaltrainingand

apprenticeships.However,thequalityismixed.Manyofthese,includingsomethatare

valuable,sufferfrombeingshorttermanddonotleadsmoothlytothenextstepalong

thepathtowardsemployment.

ItisthiscontextthathasledustodeveloptheShoreditchBrokerage.Thisisanew

enablingagencywhichwillmapandidentifyqualityprovisionandconnectupgood

qualityemploymentprojectsacrossthespectrumofemployability.

Theaimistodeveloprealisticpathwaysforyoungpeopleintodecentjobs.Akey

componentofthisco-ordinatingandconnectingagencywillbelinkswithemployers,

notjustintermsofjobsbutalsointermsofprovidingopportunitiesformockinterviews

andworkexperienceandaccesstomentorsandadvice.Thiscentralbrokerageisneeded

tomatchupemployers’needswithyoungpeoplerightbackalongthelinefromthemost

employabletothosewhohavethelongestdistancetotraveltobecomeemployable.

City Year UK – London Working:Wearejoiningwithourstrategicpartner,thePrivate

EquityFoundation,insupportingCityYearUK–anexcitingprojectfeaturing12-monthlong

volunteeringopportunitiesforyoungpeoplewithininner-cityschools.ThePrivateEquity

Foundationisthemajorsponsorofthisinitiativewhichisbasedontheverysuccessful

CityYearprogrammeintheUSA.CityYearwillbelaunchingintheUKinSeptember2010

bysettingupvolunteeringteamsin6primaryschoolsinourShoreditchArea.

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“London lacks the mentors and role models that I wish I had when I was younger.

It is very easy for kids to become labelled and become trapped in a downward

spiral without support such as a mentor. It is for this reason it is so important that

we are present.”Christian,CityYearVolunteer

b. Area Two and beyond

WeunderstandthatLondonisdiverseintermsofitseconomicandphysicalcharacteristics

anditscommunities.Aonesizefitsallapproachtodealingwithchildpovertyacross

Londonisthereforenotnecessarilytherightanswerorthesolutiontobeadopted.

Laterthisyear,wewillstarttheprocessofexaminingtheevidenceand,throughdialogue

withstakeholders,wewillselectandgetareatwounderwayin2011.Weproposetoroll

outourProgramme,whichwillbecustomisedfortheparticularlocalneedsofthearea,

onaphasedbasis,learningfromonthegroundexperience.

TherearetoomanychildrenlivinginpovertyinLondon.Wehavetakenourfirststeps

ontheroadtotacklingthisproblem.Wearetakingalongtermstrategicviewandlook

forwardtoextendingourmodelacrossLondonin2011andbeyond.

Facts and figures

a. Summary financial statements for year ended 31 December 2009

Financial Activity 2009 2008 £ £ IncomeDonations received 629,824 102,140Donations in kind 125,000 694,025Investment income 117 213Total Income 754,941 796,378

ExpenditureProgramme development 374,388 771,198Programme costs 10,551 -Costs of generating funds 89,563 -Governance costs 2,468 1,035Total Expenditure 476,970476,970 772,233

Surplus/Deficit for the year 277,971 24,145

Balance Sheet 2009 2008

Fixed Assets 4,384 -

Current Assets Debtors 1,000 5,500Cash at bank 332,870 21,401Total Current Assets 333,870 26,901

Creditors 36,138 2,756Net Assets 302,116 24,145

Charity FundsRestricted funds 289,496 -Unrestricted funds 12,620 24,145Total Charity Funds 302,116 24,145

102,140 694,025 213 796,378

629,824125,000

117754,941

771,198 - - 1,035 772,233

374,38810,551

89,5632,468

476,970

4,384 -

5,500 21,401 26,901

1,000332,870333,870

(2,756) 24,145

(36,138)302,116

- 24,145 24,145

289,49612,620

302,116

24,145277,971









102,140 694,025 213 796,378

629,824125,000

117754,941

771,198 - - 1,035 772,233

374,38810,551

89,5632,468

476,970

4,384 -

5,500 21,401 26,901

1,000332,870333,870

(2,756) 24,145

(36,138)302,116

- 24,145 24,145

289,49612,620

302,116

24,145277,971









102,140 694,025 213 796,378

629,824125,000

117754,941

771,198 - - 1,035 772,233

374,38810,551

89,5632,468

476,970

4,384 -

5,500 21,401 26,901

1,000332,870333,870

(2,756) 24,145

(36,138)302,116

- 24,145 24,145

289,49612,620

302,116

24,145277,971

22

b. Activity during 2009 – partnerships and progress

TheFundreceived£629,824indonationsduringtheyearofwhichthemajoritywerefrom

grantgivingcharitiesandindividualTrustees.

Inaddition,during2009wehavebeenfortunateinobtainingsupportforthedevelopment

ofourprogrammeintheformofconsultancyserviceswithanestimatedvalueof£125,000.

Donatedservicestotalling£694,025werealsoreceivedinrespectofsettinguptheFund,

includingthedefinitionofitsfocusandobjectives,itsworkingapproachandits

organisation,drawingonexperienceofothercharitiesworldwideduring2008.

Wespentalargepartofourtimeduring2009developingourFundstrategyaswell

asourprogrammestrategywithinourfirstareaofShoreditch.Thisisreflectedwithin

ourprogrammedevelopmentspendof£374,388.

During2009,weidentifiedourinitialprojectswithinShoreditchandcommencedspending

restrictedmoniesof£10,551onourLondonSafestrand.

Wehad£302,116offundsat31December2009ofwhich£12,620represented

unrestrictedreserves.

Goingforward,wearelookingtobuilduptoa£5millionperannumProgrammewithin

Shoreditchwithsimilarprogrammesinareatwoandthreeby2014.

Apartofthefundingwillbethroughpartnershiparrangementswithfunderswhoare

committedtotheMayor’sFund’sprogrammeoverallandwhocontributetooneormore

oftheMayor’sFund’sspecificprojectsbutchoosetoprovidesomeoralloftheiractual

fundingdirecttotheprojects.

c. Statement by Trustees

ThesummaryfinancialstatementsaretakenfromthefullaccountsoftheMayor’sFund

forLondonandmaynotcontainsufficientinformationtoallowforafullunderstanding

ofthefinancialaffairsofthecharitablecompany.

23

Thefullaccountshavebeenauditedandtheopinionwasunqualified.Thefullaccounts

havebeenfiledwithCompaniesHouseandtheCharitiesCommission.Acopyofthefull

accountscanbeobtainedfromtheChiefFinanceOfficer.

d. Independent auditor’s statement to the Trustees of the Mayor’s Fund for London

WehaveexaminedthesummarisedfinancialstatementsoftheMayor’sFundforLondon

onpages22to23.

Respective responsibilities of Trustees and auditors

TheTrusteesareresponsibleforpreparingthesummarisedfinancialstatement

incompliancewiththerelevantrequirementsofsection426to429oftheCompaniesAct

2006andtheregulationsmadethereunder.Ourresponsibilityistoreporttoyouour

opinionontheconsistencyofthesummarisedfinancialstatementsandthefullfinancial

statementsandTrustee’sReport.Wealsoreadtheotherinformationcontainedinthe

summarisedannualreportandconsidertheimplicationsforourreportifwebecome

awareofanyapparentmisstatementsormaterialinconsistencieswiththesummarised

financialstatements.

Basis of Opinion

WeconductedourworkinaccordancewithBulletin2008/03‘Theauditor’sstatementon

thesummaryfinancialstatement’issuedbytheAuditingPracticesBoardforuseintheUK.

Opinion

Inouropinion,thesummarisedfinancialstatementsareconsistentwiththefullfinancial

statementsandtheTrustee’sReportfortheyearended31December2009andwiththe

relevantrequirementsofsection426to429oftheCompaniesAct2006andthe

regulationsmadethereunder.

haysmacintyre,CharteredAccountants,RegisteredAuditors

FairfaxHouse,15FulwoodPlace,LondonWC1V6AY

Date:12March,2010

24

Wewouldliketothankoursupporters.

Our strategic partners include: BarclaysCapitalandPrivateEquityFoundation

Those supporters who have donated £25,000 or more to us (up to the end of 2009) include:

AbsoluteReturnforKids,Barbara&StanleyFinkFoundation,GarfieldWestonFoundation,

GoPlayFoundation(supportingGlobetownLearningCommunity),JLBeckwithCharitableTrust,

ManGroupplcCharitableTrust,MichaelSherwood,NexenPetroleumUKLimited,SharpFoundation,

SirTrevorChinn,CVO

…and from 2010 onwards:

Our major funding partners (in excess of £250,000) include:

BigLotteryFund,RichardDesmond,HarveyMcGrath,ManGroupplcCharitableTrust

Our Trustees who have committed to personally cover the central costs of the charity include:

Barbara&StanleyFinkFoundation,MichaelSherwood,TheDiamondFamilyFoundation,

SirTrevorChinn,CVO

The story so far... thanks to our donors

The Mayor’s Fund for London would like to express gratitude to everyone who has supported us in our work to date, including:

AprilDesign,SirAlAynsley-Green,SirMichaelBarber,BarclaysCapital,NyeBrennanPhotographer,

BusinessintheCommunity,KevanCollins(CEO,TowerHamlets),CalabashFilms,CityYearUK,Elizabeth

GarrattAndersonSchool,MugeDindjer,JohnFenner,OBE,IvorFrank,GreaterLondonAuthority(GLA),

VagnHansen,IainHerbertson,HughMyddletonPrimarySchool,IslingtonBoroughCouncil,JeffJacobs,

JohnMcAslan+Partners,JohnSturrockPhotography,LondonCouncils,LondonYouth,NataliePhillips,

JulesPipe(MayorofHackney),RichardSharp,HansStaal,SimonThorpeImages,StewartHeadlam

PrimarySchool,AlanWood(TheLearningTrust)

We would particularly like to thank Barclays Capital and Ogilvy & Mather for their

pro bono advice on the design and production of this annual report.

25

TheMayor’sFundforLondon,c/oCityHall,TheQueen’sWalk,MoreLondon,LondonSE12AA

T+44(0)2079834051,www.mayorsfundforlondon.org.uk

CompanyNumber6621189RegisteredCharityNumber1124833

Chairman:SirTrevorChinn,CVO

Trustees:

RobertEDiamond,Jr. June2009

StanleyFink June2008

WasfiKani June2008

LesleyKing-Lewis June2008

HarveyMcGrath May2010

BaronessSallyMorgan January2009

StephenO’Brien January2009

TimRoberts December2008

PauletteRowe December2008

MichaelSherwood January2009

ClareThomas,MBE December2008

IqbalWahhab,OBE November2009

Chief Executive:ChrisRobinson

FrontcoverimagedesignedbyPaulFallon,aged18,

TheGreswellCentreSaturdayClub,LondonSW6.

PaulwontheMayor’sFundforLondon’sdesigncompetition.

PhotographybySimonThorpeImagesandNyeBrennan.

Mayor's Fund for London Annual Report 2009

Documents

Transcript of Mayor's Fund for London Annual Report 2009