Westway Trust Annual Report

2015/2016

ANNUAL REPORT AND ACCOUNTS

Ladbroke Grove

Ladbroke Grove

Bram

ley

Rd

Portobello Road

Portobello Road

A40

Cambridge Gardens

Oxford Gardens

Cambridge Gardens

Oxford Gardens

Thorpe Close

Malton Road

St Marks Road

St Marks Road

Bartle Road

Tavistock Road

Tavistock Close

Acklam Road

Blagrove Road

Bram

ley

Rd

Crowthorne Rd

Latimer R

d

Darfield Way

St Marks Road Industrial Estate

Stable Way

21 charities & non-profit organisations

7 organisations promoting the arts

3.5 acres of green spaces

p18p13

p37

p41

32 shops

p36

2 sport and leisure facilities

34 office spaces

48 light industrial units

4 organisations promoting learningp34

p21

p32

p33p32

p17

p43

p38

Westway Trust is a charity committed to enhancing the 23 acres of space under the Westway flyover in Kensington & Chelsea, in order to benefit local people, making it a great environment to live, work, play and visit.

Celebrate our culture and

heritage, supporting local diversity

and talent

Promote a cleaner, greener

Westway

Champion education skills and

employment

Encourage a healthy, more active,

community

Manage the Westway estate to ensure long-term

delivery for the community

We strive to harness the creativity, heritage and diversity of the area to maintain and improve the places and spaces we look after. Through good stewardship and collaboration with all parts of the community we work to support this vibrant part of London as it continues to thrive.

We already receive more than one million visitors each year to the estate, and we want to expand the

community, cultural, retail, sporting and enterprise opportunities here together with improvements to public spaces so that it continues to be a place the community is proud of.

There are five key pillars of our work which support our ambitions for the area. Those pillars are:

CONTENTS4 Letter from the Chair

8 Chief Executive’s Welcome

13 Arts, Culture and Heritage

17 Westway Stories – Shirine Osserian, Artist

19 Environment

23 Westway Stories – Colin Ellis, Gardener

24 Year in Review

27 Enterprise and Economic Wellbeing

31 Westway Stories – Ella Marak-Freeman, Apprentice

33 Health, Sports and Fitness

37 Westway Stories – Roderick McDougall, Gym user

39 Stewardship

43 Westway Stories – Charlotte Cox, Tenant

45 Member organisations of the Trust

46 Our Partners

49 Strategic Report Incorporating Financial Review

59 Structure, Governance and Management

69 Auditors’ Report

73 Financial Statements

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Families enjoying Portobello Green during the Summer Festival.

Letter from the ChairAlan reflects on the legacy of one of

Westway Trust’s foundersThis, my first full year as Chair of Westway Trust, has taught me a lot about the incredible passion that exists for this special part of London and about the challenges that face us.

Before I speak about those challenges I want to pay tribute to Anthony Perry, the Trust's first Director who sadly passed away this year. Anthony was an important figure in the local community, not least for his work during the early days of the Trust after its establishment in response to the blight and destruction brought about by the construction of the A40 flyover. In his role at the Trust he also played an important part in helping the modern carnival find its feet, providing office space and land to the first carnival committee.

Anthony’s legacy is keenly felt in the Trust and his death was a source of great sadness. In response we must redouble our efforts to build on his work supporting the dynamism of the area.

However, as we witnessed at the Annual General Meeting, some groups within the community feel excluded from our work and not listened to. The strength of feeling from those present about past grievances brought home to our Board the importance of open, continuing dialogue with all groups in the community. We shall continue to

review, and where necessary, adjust the balance of our activity so that when we make commercial decisions, to ensure funding for our charitable work, they are not divorced from their social and cultural impacts. We have given great consideration to those groups who feel let down, listening to grievances and responding as appropriate. I believe we have made good progress and I hope we will continue the positive dialogue into the year ahead. While some of what we learn is challenging or uncomfortable I firmly believe that it improves what we do and pushes us to be more inventive and responsive.

Mutual trust is important if Westway Trust is to support communities in the best way we can. We strive to be open in our decision making and we will continue to hold our annual meetings in public as long as we can be sure that we are able to fulfil the obligations contained within our constitution.

Embracing dynamism means that we have to adapt to the shifting population patterns of our new and existing communities and be constantly aware of the reality that the make-up of our neighbourhood is not the same as when we formed in the 1970s.

The Supplementary Schools Partnership we support provides an excellent example of how we as a Trust have adapted. The newer migrant groups putting down their roots near the Westway are part of its rich welcoming heritage. Unlike many of those that arrived in previous decades English is often not their mother tongue. Supplementary schools offer targeted groups extra-curricular help with maths, English and science. Lessons are also taught in the pupils’ mother tongue removing barriers to learning and helping them keep in touch with their cultural origins.

Alan Brown talking to an adult education learner.

While some of what we learn is challenging, I firmly believe that it improves what we do and pushes us to be more inventive.

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A lack of flexible childcare has been one of the barriers for local women wanting to move into work so Westway Pop-Up Crèche, which we helped to establish, has addressed that challenge by taking childcare to the work places, training venues and other locations where it is needed rather than making parents go to it. One of the first events I attended was a celebration of the crèche and I am proud of the work it has done to support local people to get on in life and make the most of these opportunities.

In the way we are governed we need to respond to the changing make-up of the North Kensington local community. We have made progress in reflecting local diversity and connection to our local community on our Board of Trustees, and this work continues. We have had some great additions to our Board and I would like to welcome Fiona Ramsay, Sheraine

Williams, Angela Spence and Cllr Monica Press as trustees. My sincere thanks also goes to Joanna Farquharson, James Caplin and Cllr Pat Mason who stepped down this year. Their hard work and guidance made a lasting impact on the Trust.

Increased scrutiny of charity operations and new regulations as a result of issues elsewhere in the charity sector makes it more important than ever that trustees are fully trained and supported to fulfil their responsibilities and duties to the charity, and we are making sure we provide our trustees with lots of opportunities for training and development, so we can be as strong a governance group as possible.

I am always impressed by the richness and diversity of life in and around the Westway and this year has provided a reminder that to support it needs passion,

imagination and resilience. Cultivating these qualities is a challenge that we are determined to continue to rise to in the year ahead.

Alan Brown Chair

I am always impressed by the richness and diversity of life in and around the Westway and this year has provided a reminder that to

support it needs passion, imagination and resilience.

The Science Professor delighted local children at the Festival of Light.

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Chief Executive’s WelcomeAngela introduces a year of major progress

and close collaboration at Westway TrustThis year is the Trust’s 45th anniversary and the ambitions we have for this distinctive place are as unwavering as those of our forbearers of the early 70’s. Looking back on the achievements of the past year we have taken some significant strides forward - making tangible progress on major projects, significantly improving our operational affairs and expanding the services we offer. Westway Trust is an industrious organisation that constantly seeks improvement and innovation. I am incredibly proud of what we have achieved this year as a charity working ever more collaboratively with the local community.

This document aims to highlight the Trust’s achievements over the last year – both in our stewardship of the Westway estate and in our partnerships with local people and local groups. It is also a celebration of all the people who make up the Westway community; it is a summary of our work and plans for the future; it is an opportunity for us to give an account of our work to all of our beneficiaries and stakeholders; and it is a statement of our financial position in the year and how we allocated our charitable funds.

There is a real sense of optimism within the Trust that has driven three important

projects this year - the strengthening of our approach to community engagement and consultation, transforming how we deliver our sports and fitness provision, and enhancing and improving the Trust’s estate in and around Portobello.

Our first priority has been strengthening and diversifying our engagement with the people who live and work here. We have set up a Community Engagement team and have recruited new staff dedicated to listening to and understanding concerns, sharing information, and building relationships with groups and individuals.

We expanded and improved the way we make sure that those who want to can contribute to all our major projects. I personally found the series of coffee mornings and one-to-one meetings I held in the year with the leaders of our member organisations hugely valuable. Their challenges and feedback, as well as their support, reinforced my view that the Trust must be a progressive and open organisation as we seek to support the many valuable causes and important work members are committed to. Our engagement work is still developing, and will continue to do so in the years ahead.

We are building relationships with experts in this area, such as the Consultation Institute, so we can learn from others and develop excellent practice. This is all so we can serve the local community successfully and build what I hope will be deep, trusting and long-lasting relationships.

Our second priority has been transforming how we deliver sports and fitness services. We have undertaken an extensive process to set out precisely the impact we want to make on improved health and wellbeing within the local community and to find

Our first priority has been strengthening and diversifying our engagement with the

people who live and work here. Angela McConville listens to apprentice Lillie King and intern Chloe McFarlane.

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lessons for Westway Trust in how we bring flexibility and spirit to the Westway estate as we create new kiosks, stalls and larger work spaces so entrepreneurs can find the right space at the right cost depending on where they are in the business cycle. We are committed to making the spaces on the Westway estate work efficiently and to recycling the opportunity these spaces create as much as we can.

I would like to close with a number of thank yous. Firstly the Trust’s ever-creative, resourceful and professional staff team and volunteers who work hard every day to make a difference. Thank you to Transport for London and the Royal Borough of Kensington & Chelsea who have responded so supportively to the Trust’s future plans for the estate. And finally to the many local people, groups and organisations who have demonstrated

ardently across the year their passion for, and commitment to the Westway estate and the work of the Trust. It is our privilege to serve the community and I look forward to future collaboration and partnership.

Angela McConville Chief Executive

a delivery partner to work alongside us in realising this impact. Helping many more people find ways to get active and participate in sport, encouraging healthy behaviours and creating more jobs and training opportunities for local people in sport and fitness have been the guiding parameters in our search.

The benefits of working with a delivery partner include upgrading our aging leisure facilities, creating exciting new facilities, and increasing investment in staff training and career development for our sports and fitness workforce.

Our third priority is the area around Portobello Green and we have spent much of this year listening to, and collaborating with local people to help us crystallise what the scheme can deliver. Once complete, it will make the whole area more attractive, productive and inviting. We want to build new infrastructure to support the market with new storage and amenity facilities, as well as create a double height market hall providing flexible new space for trading and enterprise. There will also be more artisan retail units and affordable

workspaces so there are more reasons for visitors to come, in turn creating opportunities for enterprising local people. At the heart of the scheme we are proposing a significant new space for arts and culture. There is much-needed housing planned and we recognise that the affordability of housing is a pressing concern for local people. From consultation we have clarified what makes Portobello distinctive and our watchwords are: markets, arts, heritage, community and entrepreneurialism.

We are hoping to be in a position to secure planning permission for the scheme later this year, with work starting on site in 2017. In anticipation of that, we will see the launch of a pop-up high street initiative on Thorpe Close, reinvigorating the link between Ladbroke Grove and Portobello Road, as well as extending the trading environment to the days of the week when the street market is not trading. I joined a number of co-design workshops earlier this year with local people and partners for this project and was struck by the passion, ideas and talent that can be shared within this experiment on Thorpe Close.

The relaunch of our Community Grants Programme was another dimension of our renewed commitment to local grassroots activity. We awarded £100,000 to 47 organisations this year and the activities planned for the events, programmes, projects and celebrations we were able to support was inspiring. I look forward to the continued success and growth of the grants programme this year, and in the years ahead.

I have taken some time throughout the year to visit other exemplar social enterprises in London and beyond. What I’ve seen across the sector is agility, a need to change and respond to a tough economic climate and a determined commitment to safeguard the future flow of unrestricted income to support social goals. It is imperative that Westway Trust continues to achieve sound and sustainable returns from its property portfolio so we can continue to support the many programmes and local priorities we are deeply committed to.

I have particularly valued learning about how other organisations support new and growing local businesses. I think there are

We have set out precisely the impact we want to make on improved health and wellbeing within the local community.

We awarded £100,000 to 47 organisations this year and the activities planned for the events, programmes, projects and

celebrations we were able to support was inspiring.

Two local children playing tennis during the annual tennis festival at Westway Sports and Fitness Centre.

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ARTS, CULTURE AND HERITAGE

“Portobello Film Festival has been a free festival for 21 years. We have proved that, even in this day and age, providing free art can be done. The festival is a people's one and a London festival and it has been a development ground for the best in the British film industry for the last two decades.”

Jonathan Barnett is festival director

at the Portobello Film Festival

which showcases new and emerging

filmmaking talent. The festival

receives partnership funding from

Westway Trust and uses venues on

the Westway estate.

Founder of the Portobello Film Festival Jonathan Barnett.

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Local children enjoying the Festival of Light.

There is rich creativity within the Westway community and we increasingly see our role as an enabler for creative people and organisations in the area. This year we have adjusted the focus of our flagship events to promote local talent and provide opportunities for local curators, producers and artists to be part of the process of developing events and performances.

Increasingly we are creating partnerships with existing organisations, or figures in the local arts scene to make sure our resources support a broad-range of artistry and genres and help them be the best events that they can. To that end, as well as organising our own Summer and Christmas Festivals and a Festival of Light, we have partnered with a series of renowned arts and cultural festivals including Carnival Pioneers Community Day, Golborne Festival, InTransit (Urban Beach and Akala

Presents: Ruins of Empires), Notting Hill Nurseries Carnival, and Portobello Film Festival. Events that we have supported were attended by over 13,000 people in the year.

As well as supporting arts organisations we provide opportunities for individuals. Our team’s successful bid for £140,000 from the Arts Council allowed us to develop #CultureMakers, a programme that funds young people to run creative projects that benefit their communities. Since its launch this year #CultureMakers has welcomed its first group of 12 young people. Ideas have ranged from the development of a creative girls group, a fashion show to showcase Somalian culture and a film exploring stereotypes.

Celebratingthe culture and heritage of the area and making

the most of local diversity and talent

Consulting with local communities

on the design and development of future

physical spaces for arts and cultural practice

Supporting a vibrant local creative economy that benefits

local people

Showcasing talent through

commissioning and collaborating on

creative events and festivals

Building partnerships that give local young people a range of high quality, creative opportunities

We will celebrate the area’s culture and heritage,

making the most of local diversity and talent by

Over 13,000 people attended local

events supported by Westway Trust6,500 people taking part Community

Grants Programme funded projects Partnered with 44 organisations

on creative projects

Support to 6 flagship

local events and festivals

47 grants for local arts,

culture and community projects

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WESTWAY STORIESArtist Shirine Osseiran, who lives in Kensington, is making the best possible use of her new workplace in the converted Maxilla Nursery building under the Westway.

She said: “It’s very difficult to have an artist space here because it is an expensive area so the fact Westway Trust is working with ACAVA and have provided the studio at a subsidised rate is a great opportunity. I’m excited about the space because I’m not limited to the studio. I can use the inner courtyard to do workshops outside in the summer. Very few buildings allow this.

“We accommodated eight children from Fox Primary School, a local school my daughter

attends. In the future I want to incorporate fitness and martial arts – an innovative way to mix physical action with art.”

The space is operated by ACAVA, a charity with roots in North Kensington that establishes affordable studios for artists and gets them working in the community.

Duncan Smith, ACAVA’s long-standing Artistic Director, said: “We are an educational charity which sets up studios and develops a whole variety of projects engaging those artists with the communities around them.”

“The shape of the city has changed from a point when there were industrial buildings everywhere to the present day when the

charity has depended on a whole variety of failing, ailing or obsolete buildings. We have artists in the Westway getting on with a whole variety of practises which would have been extremely difficult in the current environment in West London where artists are being excluded from the more affluent areas.”

Shirine added: “I come from the Middle East and grew up in war. Across the world you see lot of tension between religious groups and people from different backgrounds. I use art as an opportunity to show that not all people are antagonistic, the majority are peaceful and love diversity.”

Artist Shirine Osseiran.

Our Community Grants programme has enabled 47 cultural and wellbeing projects to be delivered by local voluntary organisations for the benefit of the community. Projects include a celebration of the artistic contribution of older people, alternative sports and a community lunch. All together these events reached nearly 6,500 local people.

We have spent much of the year listening to the views of the local community about our plans for the Portobello and Acklam areas of the estate. What is clear is that in addition to space for small independent shops and businesses there is a need for new flexible space for arts and culture and that has become a central part of the proposal, with the addition of at least 5,000 square feet of space for this use.

Plans for the future

The first cohort of

#CultureMakers will present their work and a

second cohort will be recruited

We will create a new digital and

print platform to promote the arts, culture

and community activity

happening throughout the area,

not just on the Westway estate

We will continue to develop partnerships with local

curators, producers, artists and performers to put on

high quality events and festivals that animate the area

We will bring forward plans for new

pop-up cultural and enterprise units on Thorpe Close

We will establish a new arts and cultural space

on Acklam Road

1716

I use art as an opportunity to show that not all people are antagonistic, the majority are peaceful and love diversity.

We will develop a plan with local

arts groups for artists and makers to occupy

spaces under the Westway

ENVIRONMENT“I spent two days a week helping in the garden and glasshouses. I get a real sense of achievement from volunteering. I enjoy meeting new people and being involved with the local community is great.”

Maria Brown has volunteered

throughout the year helping

maintain green spaces on the

Westway estate.

Gardening volunteer Maria Brown. 1918

We will promote a cleaner, greener Westway by

Establishing the Trust’s first

sustainability team and developing an estate-wide environmental sustainability plan

Ensuring inefficient buildings

are upgraded or gradually replaced with

new, environmentally efficient buildings

Building partnerships with other leading London estates to tackle the challenges

of air quality

Empowering local people to get involved in tackling

environmental issues

Protecting and enhancing the

green and open spaces on the Westway estate

While some in the area have affection for the design and engineering of the Westway, it continues to cast a literal and figurative shadow over us. It is one of the most polluting roads in the country and contributes to the Royal Borough of Kensington and Chelsea having some of the worst air in London.

In the last 12 months we have started to build the expertise in our team to do what we can to tackle local environmental concerns, in addition to scaling up our plans to make the estate greener and more environmentally sustainable.

This year we have submitted a series of funding bids for programmes that, if successful, will help us better understand the scale of the environmental challenge and what can be done to mitigate it.

Working with Transport for London and the Royal Borough we have seen the installation of an 80-metre section of pollution filtering ivy along one of the most affected parts of the estate.

We gathered evidence from local individuals and organisations to submit a response to Transport for London’s Cycle Superhighway consultation and the Royal Borough’s consultation on cycle quiet ways. We broadly support both proposals but have argued for a more joined-up approach to cycling infrastructure.

3.5 acres

of green space maintained by our team1,000 hours of support from

gardening volunteers

A local resident at a charity sale of surplus plants grown by the Westway gardening team.

276 Trees nurtured and protected

60 varieties of tree

across the estate

2120

80 metres of pollution

filtering green wall

Colin Ellis discussing ideas for Portobello Green. WESTWAY STORIES


Colin Ellis was appointed as Grounds and Gardens Manager for Westway Trust in 2016 – a very different challenge from his previous role managing vast private estates.

He leads a team of five gardeners supported by 1,000 hours of volunteer support looking after Westway’s 3.5 acres of green space, which includes Portobello Green and Maxilla Gardens, as well as children’s play areas and a wildlife garden.

Colin has loved gardening from childhood and devoted his career to it, gaining a qualification in horticulture before training at Windsor Great Park.

He said: “The challenges at Westway are that all the parks are open to the public 24 hours a day, whereas with a private estate you know who and what you are dealing with. There are a lot of people walking through and I like the energy and vibrancy that creates. When you put a tree, shrub or flowerbed in to the garden you have to consider how resilient it will be over the years, and whether it's feasible and cost-effective.”

“Local people are going to the gardens at lunchtime or children coming in to play. Some local people haven't got gardens or balconies so their nearest green space is on the estate.”

Colin has ambitious plans for these green spaces, which involve planting to give year-round colour to the gardens and looking to the long-term.

He said: “I think about what can I put in that will flower in early autumn, winter or early spring. As well as evergreens, you want a variety of flowers and shrubs. You are always looking up to five years into the future when plants mature and how to maintain, reduce or replace them as the years go by.”

Colin has begun visiting local schools to show pupils how to plant their own school gardens and teach them about green sustainability, sowing the seeds of environmental awareness in the community.

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We will develop green

opportunities on

Thorpe Close as part of the

animation project

Our new sports and fitness operating

partner will strengthen the

standards of environmental practice throughout the delivery

of sport as part of their contract

Where possible we will add greenery

throughout the Westway estateWe will conclude community

consultation on the use of

Portobello Green and

will bring forward a plan for

improvements

We are committed to ensuring that new developments will replace inefficient properties with more advanced and environmentally friendly ones. For the non-residential part of the Portobello Scheme our intention is to achieve a BREEAM “very good” standard, and for the residential development we will aim to surpass the fuel and powers building regulations. We have also recently commissioned a study that will help us draw up a sustainability strategy for our let buildings, and are collaborating with the local community to make Portobello Green a more inviting place for everyone.

There are a lot of people walking through and I like the energy and vibrancy that creates.

We plan to bring forward a more extensive strategy

that sets out our long term vision and plans for our

environmental work

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25

May June August SeptemberApril

Four athletes receive Tim Davis scholarships

Adult Learners’ Week including taster sessions

Westway Trust launches a sports and horse riding survey

70 Westway Trust volunteers attend celebration of their support

Schools’ Tennis Festival sees 900 children visit

the sports centre

InTRANSIT Festival Akala presents, part sponsored by Westway Trust

attended by 50 people

More than 1000 people visit Westway Trust and National Trust created beach at

Acklam Village for InTRANSIT Festival

Golborne Festival takes place with help from Westway Trust grant

Community Festival featuring local performers takes place and is attended

by 1,200 people

July

Notting Hill Nurseries Carnival 2015 takes place with support from Westway Trust

£100,000 Community Grants Programme is launched

Carnival Pioneers Community Day take place with support from Westway Trust

First stage of independent horse riding

review is completed

34 organisations receive a share of £58,000 in the first round of

Community Grant awards

Portobello Film Festival takes place with support from Westway Trust

Westway Trust is awarded Investors in People Gold Award

Westway Sports and Fitness achieves Quest award

30 Lloyds Banking Group staff spend a day as gardening volunteers

Esah Hayat, a deaf tennis player who trains at

Westway, wins world Deaf Tennis Championships

October November December January February March

Supplementary School awards attended by 276

people

Tim Davis Scholar and squash player Adam DeSouza

wins local competition

Inclusive Sport Festival for people with disabilities

takes place

Westway Barbell Club have great success at World Weightlifting Championships

YEAR IN REVIEW

24

Festival of Light takes place Late Night Shopping at Portobello Green Designers arcade

10 organisations and five councillors attend Pop Up Crèche first anniversary

celebration

More than 70 learners commended at adult learners celebration event

Second round of consultation on the revised Portobello scheme proposals launched

Around 50 people attend co-design workshops for Thorpe Close take

place with Studio TILT

Sheraine Williams appointed to the

Board of Trustees

Westway Trust responds to TfL Cycle Superhighway consultation

Be Online sessions at local libraries help 122 older

people to get online

Around 50 people attend boxing fitness sessions under the

market canopy

11 apprentices complete year one of the Creative Employment Programme

Second round of Community Grants supports 13 more local organisations

Westway Trust responds to consultation on RBKC’s Silchester Estate plans

Studio TILT appointed to work with community on Thorpe Close

improvements

Fiona Ramsay elected to the Board

of Trustees

80-metre green screen installed between sports

pitches and Westway

Qualification for supplementary school volunteers launched

£140,000 funding received for #CultureMakers programme

Creative Apprentices visit Shazam, the Roundhouse

and Sony Music

Christmas Festival sees music and celebration under the Westway

ACAVA opens studios in former Maxilla Nursery building

The Grove Trust awards £40,000 towards the Supplementary Schools Partnership.

29 Westway Trust staff given Mental Health First Aid training

£44,000 funding received for the second year of the Creative

Employment Programme

Announcement of plan to find a partner organisation

for Sports and Fitness

Westway Trust becomes the first employer in RBKC to achieve

Healthy Workplace status

Pimento Supplementary School and V&A summer project supported by

Westway Trust is performed Westway Trust Annual General

Meeting takes place

Alan Brown appointed as Chair of Westway Trust

Forest School launches in the former Maxilla Nursery Gardens

“We have visited seven supplementary schools in Kensington to check the standards of governance and delivery and we are delighted that all seven have achieved Quality Framework Awards. The work of Westway Trust’s Learning team has been a beacon of best practice that we have been able to promote to other local authorities and partnerships around the country.”

Pascale Vassie is Executive

Director at the National Resource

Centre for Supplementary

Education which has worked with

Westway Trust for nearly 20 years.

ENTERPRISE AND ECONOMIC WELLBEING

27

Children take part in a performance project with Pimento Supplementary School and V&A.

26

We will support education, skills and employment by

Our supplementary school programme continues to thrive. It supports 14 groups throughout the Royal Borough of Kensington and Chelsea to provide extra tuition for pupils aged between 15 and 19. Often these pupils cannot afford to pay for extra help. The schools also cater for particular cultural or language needs.

To enhance our supplementary school support this year we began to offer a ‘Working as a Teaching Assistant’ Open College Network qualification for those working in supplementary schools in addition to the one we have offered since 2014 for those working in adult learning. During the year 46 people completed one of the two courses which enable volunteers to better help the pupils they teach. In total teaching volunteers contribute more than 1,000 hours of support in the adult learning classes alone. Volunteering has benefits for the individual too. It can provide a pathway to paid work and 8 of our volunteers progressed into employment this year.

Our adult education programme continues to go from strength-to-strength. 642 learners completed more than 25,000 hours of English language learning in the year with an 77% course success rate. We have developed the programme this year by offering a series of digital education sessions at local libraries. 122 older people completed 862 online learning packages through this course, giving them greater confidence to get online.

Away from adult education in 2015 we worked with a group of local partners to launch a Creative Employment Programme of apprenticeships for young people. In the first year we placed 15 apprentices with 11 local creative employers, including three at Westway Trust itself. For the second year of the programme we are extending the programme to include flexible creative internships.

Creating an innovative childcare

programme for organisations who need

affordable crèches to ensure inclusive access

to their programmes

Developing routes to employment

and career development opportunities for the

local community

Providing a first step for learners for whom more formal

teaching is not suitable

Leading a partnership of

supplementary schools that provide extra

learning opportunities to children and young

people who face cultural and language challenges

Increasing the uptake of

employment and apprenticeship

opportunities for young people in the creative

industries

Exploring and offering innovative workspace solutions for

creative businesses

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122 older people completed 862 digital education packages11 creative apprentices in the

second year of the project

675 students attended supplementary schools

77% adult education course overall

success rate in 2014/15 academic year

2,118 hours of training accessed by

parents because of mobile crèche

642 adult learners accessed 25,000

hours of English language learning

8 volunteers progressed into employment

1,000 hours of teaching volunteer support

28

Children designing a poster for their dance performance as part of a supplementary school.


We will introduce new courses

for those wanting to start businesses

or social enterprises

31

This year, Ella Marak-Freeman completed an apprenticeship on the Creative Employment Programme which helps young people into jobs in the arts.

Ella said that thanks to her year at the Carnival Village Trust - which helps prepare for the Notting Hill Carnival and runs two local venues, The Yaa Centre and The Tabernacle - she feels better prepared to take the next step in her career.

She gained a wealth of experience, and cites among the highlights, taking charge of the marketing and promotion of an open day at The Yaa Centre showcasing Carnival Arts, which resulted in its biggest ever turnout.

Ella, who lives near the Westway, attended the BRIT school for performing arts in Croydon before deciding she would rather work behind the scenes.

After an unhappy stint working in retail, she took up the creative apprenticeship in arts administration.

She said: “The apprenticeship opened so many doors to me. I’m more confident in my own skills and I realise what I’m capable of, aside from performing arts, because there was so much scope in where I wanted to take the apprenticeship. I’m more employable and can do administration, organisation and management.”

“When I started at the BRIT school I wanted to be on stage in the West End but after two years I realised it was very intense and I realised I wasn’t competitive enough because of the constant knockbacks.”

On the benefits of her apprenticeship she added: “I’ve learnt a lot and developed skills, such as the power of networking in a tight community. In Carnival everything can depend on who you know so it is important to foster relationships and make sure they are kept alive. I’ve also learnt the value of marketing and social media.”

Since completing her apprenticeship with the Carnival Village Trust, Ella has set up her own online TV station.

Ella (far right) with some of the other creative apprentices.

“The apprenticeship opened so many doors to me. I’m more confident

in my own skills and I realise what I’m capable of...”

WESTWAY STORIES

In its second year of operation Westway Popup Crèche, which provides mobile crèche facilities in and around the Royal Borough of Kensington and Chelsea, exceeded all of its targets, providing more than 750 hours of care to support 190 parents and carers.

The development plans we have been working on include exciting opportunities to create new spaces for creative entrepreneurs to flourish. The area is already home to many artists, makers and creatives and where they want to turn their creativity into employment we want to support them. Our property portfolio already accommodates an impressive range of creative entrepreneurs and organisations with a vested interest in the cultural success of the area. In addition we are proposing new pop-up cultural and enterprise spaces on Thorpe Close and new arts and cultural spaces, as well as more shops and workshops as part of the Portobello Scheme.

30

We will offer part-time nursery places for two-year-olds

We will extend the Creative Employment

Programme to offer

We will join a scheme that trains people to be reporters

telling their community’s story

We will support creative entrepreneurs through new

spaces and programmes that help grow

their businesses

HEALTH, SPORTS AND FITNESS“We give opportunities to young

people some of whom didn’t make the grade at college or who left school early. There are opportunities within football but also to become an apprentice with us.”

Kevin Lema works for Let Me Play, a

youth training provider that uses the

sports pitches at Westway Sports and

Fitness Centre.

33

Kevin Lema (left) coaching under the Westway.

32

Providing excellent and accessible

sports and fitness facilities in the heart of

the community

Developing a vibrant sports

engagement programme that encourages more

people to get active and promotes healthy

behaviours

Focusing on priority groups who experience the greatest

health challenges

Building partnerships that

promote good health and wellbeing in our

community beyond our estate-based facilities

Making sure our sports

enterprise offers jobs and training pathways

for local people

We will promote a healthy, more active, community by

This year our sports and fitness centres received nearly 600,000 visits. That includes nearly 250 people who were referred to our award-winning GP exercise referral scheme for people with a variety of physical and mental health conditions. Referred patients get a 12-week programme of analysis and support and most achieve their health goals and tell us it has increased their wellbeing.

Our plans to widen access to under-represented groups saw nearly 1,500 visits to the fitness centres by 13-17 year olds, over 5,000 visits by carers and over 5,500 visits to women-only classes and sessions.

We have improved our facilities wherever possible, including adding 60 new climbing routes to over 200m2 of refurbished climbing walls, refreshing what we offer for one of our core sports.

This year we concluded a feasibility study which demonstrated that it would be possible to create new horse riding facilities on the estate. We hope that an improved and more sustainable riding centre will bring the benefits of riding under the Westway to many more people. We are exploring a number of options for how to bring this about, including supporting a local group to build the capability to run such a facility sustainably.

34 35

600,000 visits

to the sports and

fitness facilities

90% of people on GP exercise

referral built exercise into their

daily lives

2,000 members

of the fitness centre

1,500 fitness visits

by 13-17-year-olds

5,500 visits to

women only classes

60 new climbing routes

Westway Sports and Fitness staff member Koroush Nikpour-Valiseh speaking to customers.

5,000 visits by carers


We will continue the feasibility

and development work on a new

community stables and riding school

We will complete the process of appointing an

operating partner and

hand over the day to day running of

the services to them.

36 37

In January 2015 local resident Roderick McDougall had a heart attack and had to have a double heart bypass. He was also diagnosed with high blood pressure and type 2 diabetes.

“After a bypass you lose a lot of weight and it’s all muscle. They have to open you right up and you lose upper body strength so it’s not just about getting fit and being healthier but rebuilding all that muscle.”

Three months later, as his rehabilitation began it was recommended he get a referral to the Westway Sports & Fitness Club on Thorpe Close.

“Getting to the rehabilitation classes I was first set up with was a nightmare but the gym is just round the corner from me and takes less than ten minutes to walk to.”

Roderick, now 73, had never visited a gym before but he was taken through a comprehensive assessment by Westway Trust Community Sports Engagement Manager and trained exercise specialist Warren Albrecht who set up an exercise plan for him and gives him regular advice and assistance.

Warren and Roderick have formed a great partnership over a year of twice weekly gym visits. “You can’t underestimate the impact Warren has had. You need an expert to make sure you’re making progress without pushing too hard. He makes sure I’m working within my limits and doing things like ensuring I take a good rest between sets of exercises or that I slow down if I’m feeling tired.”

“My motivation to keep up the work came from two places. I’ve got two young

grandchildren I want to see grow up and I want to be able to play a full-round of golf on my own. The girls are changing every day which I love to see and this summer I went on a four-day golf holiday.”

“I feel a real responsibility to keep it up because of all the money the NHS invested in putting me back together and all the time people, not least Warren, have put in to helping me get better.”

Roderick is now in the second phase of his rehabilitation and building up the strength he lost after the operation and is delighted with the progress he’s making.

“Nothing will ever be quite the same but I’m now able to do things again that I’d previously taken for granted and as Warren says, I’m probably fitter now than I’ve ever been.”

You can’t underestimate the impact Warren has had. You need an expert to make sure you’re making progress without pushing too hard.

Resident Roderick McDougall with Community Sports Engagement Manager Warren Albrecht.WESTWAY STORIES

For the past two years we have offered a scholarship fund of £5,000 to support young athletes of outstanding potential to help with costs such as coaching, competition expenses and training fees. The scholarships are made in memory of Tim Davis, a former Westway Trust trustee who sadly passed away in 2014. This year’s athletes have come on in leaps and bounds and one, weightlifter Adrian Cañaveral, is training with a regional development squad and aiming for the 2020 Olympics.

Looking to the future and the sustainability of the sports operation, this year we made the decision to appoint a partner organisation to help us achieve our ambitions for sports and fitness. This decision was the culmination of nearly two years’ work to identify a way of operating our sports facilities that best serves the community. The result is one of the most significant and exciting changes at the Trust in some years. Sports and other active pursuits have always been a big part of life under the Westway and our new delivery partner will bring scale and experience that will help even more people to be active and will lead to millions of pounds of much-needed investment in the facilities themselves.

We will increase the numbers of local people

taking part in sports and

physical activity

We will start to build a vision of

enhanced urban sports provision in partnership

with the community

We will begin the process of

planning significant new investment in the

facilities with our partner organisation

“I love the local area, having worked here for over 30 years. In addition to providing employment locally, we offer a local professional service to a diverse mix of customers, mostly local residents.”

Declan McBride runs Kensington

Autocare, an independent garage

who lease a bay under the Westway

on Malton Road. They carry out

MOT testing, repairs and servicing

and employ five people.

STEWARDSHIP

3938Hassan El Hourani an apprentice

with Kensington Autocare.

The Westway estate has a dual purpose in enabling us to support the local community – it provides space for activity and generates income that we can invest back into the estate and into the range of programmes we support.

Through careful and considered management we have been able to maintain an occupancy level of 98% across the estate throughout the year as well as providing 25 units for charity use and space for pop-up events. Over 100 businesses, ranging from music promoters and designers to luxury lingerie and bike repairs have established their practice here. In addition, charity tenants, who provide support for people with mental health challenges, older people, migrant and refugee communities, artistic organisations and organisations supporting people through bereavement to name a few, all reside under the Westway.

Undoubtedly, there are parts of the estate that are in need of investment. We have embarked on a programme of engagement around three development projects – the Portobello scheme, animating Thorpe Close and reimagining the Maxilla site. Using door-knocking,

surveys, workshops and a presence at community meetings we are making sure we understand local needs and desires for the Westway estate.

Through engagement during February and April, coupled with the consultation in 2015, we have re-thought parts of the Portobello scheme and made some important changes.

The principles of the scheme (more support and improved facilities for market traders and retailers, more open and accessible public spaces, space for arts and community activities and much needed housing), the footprint and plan for next stage of engagement has been agreed by the Board and a set of drawings and computer-generated images are being developed for the public to consider in the Autumn 2016. Plans are being developed to understand the financial viability of the whole development, which will be undertaken in phases. Included in the drawings in the Autumn will be a vision for the public realm and Portobello Green, informed by feedback from the community from drop in sessions held on the Green in June and July 2016.

Undertaking an annual programme of

planned investment in the estate and facilities

Managing the property portfolio in a responsible and

responsive way

Seeking to maximise the

community return from the Trust’s land

and spaces

Actively planning and managing the future development

of the estate

Safeguardingand promoting the area as a great place to live,

work, play and visit

We will actively and responsibly manage the Westway estate

to ensure it can deliver in the long term for the local community by

40

13 charity tenants in 25 units

98% occupancy across the estate

30 sole traders or small businesses 15 additional new shops and

workspaces

More than 2,000 square

feet of market storage space6 visitor toilets

At least 5,000 square feet of

flexible arts and culture space

Knocked on the doors of over 700 local residents

Had conversations with over 160 people on the door step

41

150 jobs created

Re-thinking the Portobello scheme:

Studio TILT leading workshops attended by 50 local residents to develop plans for Thorpe Close.

Some 1,100 veterans have got their lives back on track thanks to the work of the Warrior Programme, which rents office space on Thorpe Close at a reduced rent.

The charity was set up by former chartered accountant Charlotte Cox and has been a lifeline to those who have struggled to re-adjust to civilian life.

Many of those it has helped have served in Afghanistan or Iraq but they have also come to the aid of veterans of conflicts in the Falkland Islands, Northern Ireland and Bosnia.

Charlotte said: “The charity is basically for individuals who are not able to cope. They may have a mental health problem,

alcohol issues, be unemployed or a relationship has broken down. A lot of it stems from what they went through in the services or, not being able to cope when they left the services.”

Trainers at Warrior teach visualization techniques – known as ‘timeline therapy’ – to help veterans come to terms with their past and plan for the future.

Charlotte said: “It teaches people to deal with what happens in the future and ensures they are focused, motivated and have the resilience and confidence to go and build the life they want.”

The NHS refers patients to Warrior and the charity also has links to the Royal

British Legion and military charities Combat Stress and SSAFA.

A small staff team is based under the Westway, and Warrior also runs residential courses in the southwest as many veterans prefer rural areas.

Funding comes from the National Lottery, the Royal British Legion and Warrior had a £1m windfall out of the fines imposed on banks for the Libor scandal.

Veterans typically stay on the course for up to nine months, Charlotte said, “After 12 months we make sure they have flown the nest but they will always be Warriors so they can come back whenever they need to.”

Charlotte Cox Co-Founder of the Warrior Programme.

42 43


Maintain at least 95% occupancy across the estate

Last year we secured £125,000 from the Mayor of London’s High Street Fund with the Royal Borough of Kensington and Chelsea as our partners to bring life to Thorpe Close with a series of pop-up units, providing more opportunities for start-ups, entrepreneurs and small businesses. We held a series of co-design workshops with fifty people who live and work locally about what they would like to see in the space and how that would look. All feedback has been collected by the architect, Studio TILT, to develop a vision for animating the street.

In May 2016 we started the process of reimagining the Maxilla site. Nearly 300 people provided us with views. There was widespread support for facilities and spaces that support young people, the community at large, artists and the creative industries. People want improved public realm with safer, greener, cleaner more connected spaces all of which will be built into the vision and principles for any proposal that is brought forward.

This year we have been negotiating with the Royal Borough and Transport for London to achieve greater security of our lease agreement by increasing our remaining lease term to 150 years. This would be an extension of 65 years and would guarantee that the land will stay in community hands until at least 2167. This negotiation is a priority as it will not only protect a valuable community asset, but also give confidence to potential partners wishing to invest with us.

WESTWAY STORIES

“We teach people to deal with what happens in the future so they have the resilience and confidence

to build the life they want.”

Using community feedback we will

share a draft vision for Thorpe Close and seek

planning permission later in the year

Conclude negotiations

with the Royal Borough and Transport

for London on our head lease

Findings from the Maxilla survey will be used to develop a

vision for the site that we can discuss

with the community

We will finalise plans for the

Portobello scheme, showing the plans publicly, with the

aim of securing planning permission

and beginning work next year

Abundance ArtsAge UK Kensington and ChelseaAssociation for Cultural Advancement of Visual ArtAzza Supplementary School*Catalyst Housing LimitedCatholic Children’s Society (Westminster)Chelsea TheatreChelsea & Westminster Swimming ClubChildren’s & Parents Carnival AssociationCommunity Accountancy Self HelpCorner Nine Arts ProjectDadihiye Somali Development OrganisationDalgarno Neighbourhood TrustDalgarno Supplementary School*Earl’s Court Community TrustEbony Steelband TrustEchoes of Spain 1936-39 ProjectEPIC ELM CIC*Eritrean Cultural Support Group & African Refugee ProjectEritrean Gheez-Rite Community AssociationEthiopian Women’s Empowerment GroupGate Theatre*Gloucester Court Reminiscence GroupThe Golborne ForumHammersmith & Fulham Mind Hand In Hand GroupHarrow Club W10HELP Counselling & Support

The Hip-hop Shakespeare Foundation Ltd Kensal Community AssociationThe Kensington & Chelsea FoundationKensington & Chelsea Mental Health AssociationKensington & Chelsea Social CouncilLancaster West Children’s Community Network*Latymer Christian CentreMaking Communities Work and Grow*Notting Hill Housing TrustNOVA New OpportunitiesNucleus Earl’s Court Community ActionOctavia Housing and CareOpen AgePepper Pot Day CentreRegeneration TrustResponse Community ProjectsShahrzad OrganisationSilchester Residents’ Association*Sion Manning RC Girls SchoolSt Helen’s ChurchSt Helen’s Residents’ AssociationSwinbrook Estate Residents’ AssociationTavistock Crescent Residents’ AssociationVenture Community AssociationVolunteer Centre Kensington & Chelsea*West 11 Housing Co-operative*West London Bowling ClubWest London CitizensWestway Community Transport

Member Organisations of the Trust The Trust would like to acknowledge and thank the following organisations for their support throughout the year:

4544

A stallholder and their stall at the Portobello Vintage Market.

* Indicates member organisations who have joined the Trust in2015-16.

44

Our PartnersDadihiye Somali Development OrganisationDalgarno Supplementary SchoolDance WestDandADDeloitteDesign MuseumDisability Arts OnlineDisability Sports CoachDogs TrustEngland Squash and RacketballEnglish Federation of Disability SportEPIC ELM CICEqual People MencapEritrean Parents’ and Children’s AssociationEton Fives AssociationFerArtsThe First Georgian Supplementary School in the UKThe Football AssociationFreesport Fund LGAFuture of LondonGate Theatre Gheez-Rite Supplementary SchoolGolborne FestivalGolborne Youth Community CentreGoldfinger FactoryGood Stock ShopGreater London AuthorityGriffin Gallery/Windsor & NewtonThe Grove TrustGumball 3000 FoundationGypsies and Traveller’s Group (RBKC)Hip Hop Honours UKThe Hip-hop Shakespeare CompanyI Love MarketsImperial CollegeIntermission Theatre

Institute of EducationJohn Lyon’s CharityK.W.A.M.E projectKensington & Chelsea CollegeThe Kensington and Chelsea FoundationKensington and Chelsea Social Council Kensington & Chelsea TMOKindred StudiosLancaster Road Youth CentreLawn Tennis AssociationLet Me PlayLloyds Banking GroupLondon Basketball AssociationLondon Youth GamesLord’s TavernersLyric HammersmithMaking Communities Work and Grow - Al-Amaana Supplementary SchoolMeanwhile Gardens Community AssociationMetro BlindMichael SpeechleyMidaye Somali Development NetworkMINDMoroccan Supplementary SchoolMuse GalleryMuseum of BrandsNational GalleryNational Resource Centre for Supplementary EducationNICOLA (New International Company of Live Arts)Nottii Hill SalonNotting Hill Visual Arts FestivalOpen AgePanthea LeadershipPimento Community ProjectPortobello DancePortobello Film Festival

Portobello Photography GalleryQuestInTransit FestivalNOUR FestivalResponse Community ProjectsRhythm StudioRoyal Borough of Kensington & ChelseaSerious MusicShaftesbury PLCShane Connolly & CompanyShape ArtsSkills ActiveSkylark ConsultancySomali Women’s AssociationSport EnglandSteve Mepsted PhotographyStreet LeagueTennis FoundationTinder Foundation UK OnlineThird Sector Potential / Equal People MencapTransport for LondonTrapstarTriborough ASC Commission TeamTriborough Public Health ServiceUK ActiveUK WallballV&A MuseumVenture Community AssociationvInspiredVital RegenerationVolunteer Centre Kensington and ChelseaWest London Bowling ClubWest London Moroccan WidadiaWest London Turkish SchoolWestbank GalleryWorld’s End Under Fives CentreZnaniye

46 47

Westway Trust could not have achieved what we did in 2015-16 without the collaboration and support of these organisations.

A New DirectionAcklam VillageActivateAfropolisAge UK Kensington & ChelseaAlbanian School “KOSOVA”All Star Youth Tennis ScholarshipAl-Noor Youth AssociationAn-Nisa Women’s EmpowermentArt MovementArts CouncilAssociation of British Climbing WallsAzza Supplementary SchoolBaraka Community AssociationBattersea Arts CentreBountsBritish Equestrian FederationBritish Mountaineering CouncilBritish WeightliftingCampden CharitiesChildren & Parents Carnival AssociationCapel ManorCarnival PioneersCarnival Village TrustCatalyst HousingChange4LifeChelsea TheatreCity Bridge TrustThe Clement James CentreCommunity Sport and Physical Activity NetworkCorner 9 ArtsCountrywide MarketsCreative and Cultural Skills

A local group helping children with sewing skills.

46

48 49

STRATEGIC REPORTINCORPORATING FINANCIAL REVIEW

48The plant room at Westway Sports & Fitness Centre.

Financial reviewIncome and expenditure summary

2016 2015 £’000 £’000

Total income 8,078 8,162

Expenditure on charitable activities (6,966) (7,012)

Property costs (910) (835)

Operating result 202 315

Property revaluations - 6,868

Pension gains and losses 302 (228)

Net movement in funds 504 6,955

IncomeWestway Sports & Fitness generates the largest part of our income: at £4,425,000 it is 55% of total income and showed growth of 2% over the previous year. Football and tennis maintained their strong performances. Climbing showed some pressure from increased competition and we have responded by refurbishing a substantial part of the climbing walls and income has already picked up in the current year. Memberships at the Fitness Club are also under pressure and there is a need to invest in the facilities to meet the expectations of users. All this reinforces our view that we need to work with a sports operation delivery partner to lead on investment in our facilities to grow and maintain participation in sports and fitness.

Income from rentals has not changed significantly. We are now offering short leases or short lease extensions on properties that comprise the redevelopment zone around the Portobello Road and Acklam Road junction. While we recognise that short-term tenancies could have provided a disincentive to some potential tenants, we have maintained an occupancy rate of 98%.

The Royal Borough of Kensington and Chelsea’s decision to close the Maxilla Nursery in the Summer of 2015 was not only disappointing for us because of the loss of a valued local facility but had the additional impact of a loss of income for us. The process of consultation with local

residents about the future uses for the Maxilla area is underway. Given the scale of the challenge we expect that the Trust will need to identify suitable partners if it is to develop the site in the future. ACAVA, a local organisation has taken up temporary tenancy which is providing a small income to Westway Trust in addition to studio space for local artists.

With the transfer of the Health Trainers project last year there is a reduction in grant income from the project’s funder, contributing to an overall decrease in the Trust’s income of £84,000 (1%).

50 51

Charitable expenditureExpenditure on Sports & Fitness grew by £71,000 (1.5%). We fund a number of targeted sports and fitness initiatives and ensure our fitness provision remains well- priced for the local community. The amount we spent on providing those facilities and services was £433,000 higher than our income from Sports & Fitness, very similar to last year’s net cost. Spending on Learning, Futures and Presents…. all grew (by £55,000 in total), but the significant shift was the reintroduction of the Trust’s community grants programme for local charities and community groups, with a £100,000 grant pool and that programme will be continued in 2016/17.

Property costsThe costs of running and maintaining our estate rose by £75,000 during the year (15%). The increasing number of short-term lets has put added pressure on our Property team and we hired some interim help to deal with the workload. We have also been seeking to resolve a number of complex tenancy issues where we have identified that we need to update or amend the formal basis on which our land is occupied; this has involved a great deal of management time with some technical and legal advice that has led to an increase in costs during the year. Part of that work has involved two studies for equestrianism (a review of the provision and a feasibility study) and we are continuing to examine a wide-range of options in this area, which include continuing discussions with a newly-established community interest company.

Children playing on one of the Westway sports pitches.

Balance sheetFollowing the introduction of Financial Reporting Standard 102 (see Accounting Policy 1.1), the trustees have looked again at how they value the property portfolio each year, and will generally only seek an external valuation every five years, unless they believe that there has been a material movement in the underlying value of the investment portfolio, or if there is a good reason to seek external appraisal more regularly. Whereas the trustees do not consider there was a material change in the value of the portfolio over the year, there is now considerable uncertainty in the property market following the UK Referendum result to leave the European Union. Neither our professional advisors nor the trustees are yet able to state what impact this has had on the balance sheet. However, it is not the intention of the trustees to dispose of the Trust’s Estate and any fluctuation in value will be a book entry.

The deficit recorded on the Trust’s final salary pension scheme fell to £156,000 at the end of the year, against a deficit last year of £443,000. That represents an actuarial gain of £302,000 against a loss last year of £228,000, These movements are actuarial estimates that do not affect the cash flow of the Trust.

Ahead of significant development works, the Trust continues to hold healthy cash reserves. Those funds will almost certainly be reduced over the coming two to three years as we start work to provide new opportunities for arts and small businesses around Portobello Green and hopefully to improve our Sports & Fitness facilities and provisions.

Business planningWe have created a 15-year plan to improve the Westway estate, drive significant social, economic and environmental benefits and to refocus our charitable delivery into areas of greatest need, where we believe we can make significant impact.

Leading up to the development of that plan, we worked closely with the local planning authority to influence the planning framework that covers the estate. We undertook public consultation on the implications of that framework and, in parallel, we worked with our legal advisers to resolve many of the highly complex land title issues that may affect future development and maintenance. We have prioritised five broad development areas on the estate and have taken concept designs for the first of these at the junction of Portobello Road, Acklam Road and Thorpe Close out to consultation with local residents and businesses. We have revised the plans for the Portobello scheme following that consultation and will complete our assessment of the financial viability of the options before presenting the updated plans for final consultation and then for planning permission.

All potential developments will be assessed in light of the planning framework, the economic viability of the schemes and their inherent risk. We have established the Trust’s capacity to fund development from commercial borrowing and will progress work if we consider the funding is affordable. Scheme

by scheme we also consider opportunities to generate income to ensure the Trust’s risk exposure is contained. As part of our overall approach to business planning, we also consider the ongoing need to fund a number of projects at the same time and, as such, we will not want to exhaust our capacity to borrow solely on one part of the estate.

We have established an ambition to ring-fence a minimum of 10% of our net rental property income for grant giving to the local community and charity sector. However, we also need to make adequate allowance within our property budgets to maintain the estate. We recognise that there is a significant amount of work for us to do to improve parts of the estate in terms of public realm, safety, environmental impact and vibrancy, in turn safeguarding the economic wellbeing of the area. This is a priority for us over the next 15 years, and is at the fore of our stewardship commitment.

We have worked with Deloitte over the last two years to assess the efficiency and effectiveness of both our property management and sports operations. We have used the learning from that consultancy and have now made the decision to a partner to work with us to deliver high-quality, high-impact services in our sports facilities. We have established a suite of charitable programmes aligned to our strategy which span health, wellbeing, environment, culture, economic prosperity and community which are covered in detail throughout this report. We completed the restructure of the Trust team to be focused on those new programme models during the next year.

We set annual revenue budgets, centred on our strategic programmes, to ensure we continue to manage the Trust in a sustainable way. We will complete detailed asset management plans in line with our development ambitions, to safeguard the potential of the estate to deliver value for the community.

Achievements and performanceOur strategy and performance against charitable objectives is discussed in detail on pages 13 to 43 of this Annual Report.

52 53

Local residents enjoying the Christmas Festival.

Our approach to sustainabilityUnderpinning our work are three pillars of sustainability – economic, environmental and social sustainability. Economic sustainability is demonstrated in two ways: in ensuring the estate generates enough income to be able to provide for significant charitable activity as well as reinvest in the development of the estate; and by creating vibrant employment and enterprise opportunities for local people. Environmental sustainability is not just about how we respond to the impact of the motorway (although our response to the impact of the motorway is important and central to our environmental strategy), it is much broader than that. Environmental sustainability supports initiatives across the estate and in our own organisation for example lowering our energy consumption and being energy efficient, tree planting and greening, reducing our carbon footprint, recycling and better waste management. Finally, playing a role in building social sustainability locally is at the heart of our charitable objectives. Our charitable objects set out clearly our focus on improving people’s life chances and tackling social inequality by supporting those in need in our area of benefit through education, employment, skills and through celebrating culture and heritage.

Risk and controlWestway Trust has long-standing financial controls that are authorised by the trustees and periodically reviewed and updated. We have a comprehensive organisational risk assessment and have identified the principal risks, both financial and operational, to which we consider the Trust is exposed. The trustees have put in place the controls they consider to be realistic and practical to mitigate the risks identified. The main risks include: the Trust’s exposure to the property rental market, as the Trust’s rental income underpins the costs of its targeted, charitable activities; the condition of the Trust’s property estate; the potential disruption that may be caused by maintenance works to the elevated highway; and the delivery of safe, high-quality services to the public, including young people and vulnerable adults.

Reserves policyThe trustees set aside available funds for foreseeable needs and for planned refurbishment and environmental improvements. The trustees also set aside a small amount each year, when rental income is strong, to allow for some flexibility in periods of economic downturn. Although grant funding for projects is less than 10% of the Trust’s income, our strategy is placing greater emphasis on non-trading projects that will make those activities more vulnerable to changes in the external funding environment. In order to protect such projects from the loss of short-term funding, a target for a minimum level of free reserves has been set at three months’ grants receipts for project delivery, together with three months’ expenditure on the Trust’s infrastructure. That currently equates to £533,000. Free, undesignated reserves now stand at £479,000 as at 31 March 2016. The difference between target and actual free reserves is not considered significant and the Trust holds a number of additional designated funds that are available to draw upon should the need arise. Note 18 to the financial statements gives greater detail on the purposes of the designated funds of the Trust and the reasons for holding those funds.

Investment policyThe trustees have set aside 15% of Trust land for commercial development to provide shops, offices, light industrial units and other suitable buildings that fit within the Trust’s property strategy. As the Trust is looking to invest significant funds in improvements to its estate, the trustees do not consider any other form of long-term investment to be relevant and surplus cash is placed on bank deposit, so that it is then available to draw down in the short term as the need arises. In parallel to those improvement works, the trustees are now looking to create a longer-term investment policy as part of the Trust’s financial sustainability strategy.

Treasury policyThe Trust deposits its cash funds in UK-based financial institutions authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority. The Trust only deposits funds in institutions with acceptable credit ratings. A variety of instant access, short-term and medium-term deposits will be made to allow funds to be drawn down according to the needs of the Trust’s forecast cash flow.

Whilst the Trust plans and undertakes multi-million-pound development opportunities, it will seek to hold treasury reserves in the order of £500,000 to protect the ordinary activities of the Trust from unforeseen events during those developments.

Accounting policyThe Trust adopts suitable accounting policies to ensure its published financial accounts show a true and fair view of the income, expenditure, unrealised gains and losses and state of affairs of the Trust. This includes complying with the requirements of FRS102: the Financial Reporting Standard applicable in the UK and the Republic of Ireland and the Charities SORP (Accounting and Reporting by Charities: Statement of Recommended Practice), modified as necessary to provide a true and fair view of the Trust’s financial results and financial position.

Going concernThe trustees have reviewed the financial position and financial forecasts, taking into account the levels of reserves and cash, and the systems of financial control and risk management. As a result of this review, the trustees believe that we are well placed to manage operational and financial risks successfully. Accordingly, the trustees consider that the Trust has adequate resources to continue in operation for the foreseeable future. They continue to believe it is appropriate to adopt the going concern basis of accounting in preparing the annual accounts.

54 55

Grant distribution

5756

Westway Trust runs a number of different grant making programmes that support organisations and individuals within the Royal Borough of Kensington & Chelsea. These include:

Rent subsidiesWe provide 25 separate offices within our property portfolio that are available for rent by local charities at one-third of market rent.

Apprenticeship schemesWe currently run a scheme that promotes apprenticeships within the creative industries and we provide employer grants through funds that are contributed by the Creative and Cultural Skills Council and private funders.

Small grants to local charitiesOur current schemes provide a total of £100,000 to local organisations through bi-annual grant schemes.

Partnership grantsWe also make partnership grants to local organisations as part of our cultural events programme.

Grants to Supplementary SchoolsWe provide allocations to Supplementary Schools and other education providers from funds provided by both statutory and private funders.

Sports grantsA small number of grants are given to individuals to help them develop their sporting potential, including the Tim Davis Scholarships, which provide funding for local individuals to progress to excellence in their chosen sports.

Total grants made£401k

Adult and Community learning

Local charities

Supplementary schools

Sports bursariesEvent sponsorship

Creative Apprenticeships

Charity rent subsidies

72 organisations supported

More than 15,000 people reached through grant supported work.

22% increase in grant funding from 2014/15

Where we giveEach dot represents the location of one or more organisations who received funding

RBKC

£58k

£9k£27k

£180k£88k

£21k

£18k

58 59

STRUCTURE, GOVERNANCE AND MANAGEMENT

58

An adaptive yoga class at Westway Sports and Fitness Club.

Kensington & Chelsea, and of the intention when the Trust was established to make a local impact. In response to conversations with trustees, Member Organisations, local people and other interested parties, this year we have created and published a policy on our area of benefit which clarifies our areas of work and renews our commitment to a local focus.

The policy stipulates that when managing the Westway Estate, we shall develop and maintain the land for the benefit and enjoyment of everyone who lives and works in the Royal Borough of Kensington & Chelsea. The greatest impact of the Trust’s work will be felt within the five northern wards of the Royal Borough of Kensington & Chelsea (North Kensington) and the area within about a quarter of a mile of the Westway Estate.

People with significant control of the charityThe Royal Borough of Kensington & Chelsea has a right within the Trust’s constitution to appoint up to three trustees to the Board, which comprises up to 25% of the voting rights on the Board if the maximum number of trustees have been appointed, or a higher proportion if not all the Board positions are filled. The Board itself appoints up to six members of the Board. No other single person has the right to appoint Board members or exercise more than 25% of the voting rights in meetings of the Trust.

Our charitable objectivesThe objects of the Trust are to promote for the benefit of those living or working in the Royal Borough of Kensington and Chelsea and adjoining London boroughs by such exclusively charitable means as the trustees think fit including:

(a) the advancement of education including: training or retraining, work experience; the provision of financial assistance; and support of the performing and visual arts;

(b) the provision, or assistance in the provision of, facilities for recreation, sporting or other leisure-time occupation;

(c) the maintenance, improvement or provision of public amenities and public art;

(d) the advancement of health;

(e) the development of the capacity and skills of members of socially disadvantaged communities;

(f) the advancement of the arts, culture and heritage;

(g) the advancement of amateur sports;

(h) the promotion of civic responsibility;

(i) the relief of those in need;

(j) the advancement of environmental protection or improvement provided that such activity is delivered by progammes designed to benefit the public; and

(k) any other purposes that are exclusively charitable under the law of England and Wales.

The Trust’s constitution sets out these objects in greater detail with particular restrictions applicable to the Trust.

Public benefitThe trustees confirm that they have complied with the duty under section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit including the publication 'Public benefit: running a charity (PB2)' and seek to meet our charitable purposes in following our core goals. Details of our public benefit can be found elsewhere throughout this annual report.

VolunteersWestway Trust’s work is dependent on a huge contribution from volunteers across supplementary schools, adult learning, gardening, events and childcare. Nearly 1,000 hours of volunteering time was provided by gardening volunteers in the last year, 60 volunteers supported our adult learning programmes, and more than 50 helped at our events. In addition to the support they provided us, eight people who volunteered in adult learning were able to use that experience to progress into paid employment.

6160 Birdhouses made by gardening volunteers.

GovernanceThe Trust is governed by its Memorandum & Articles of Association, adopted on 12 December 2007, most recently amended on 24 November 2014. We have a Board of up to 12 trustees; three are elected for three-year terms by our 57 member organisations (active local charities and organisations); three are nominated by the Royal Borough of Kensington & Chelsea; and six are openly-recruited against a skills-needs audit. One of the openly-recruited trustees is appointed Chair of the Trust by the other trustees. Trustees can serve up to two, three-year terms of office, although the Board my authorise a third term of office where it is felt that serving trustees offer skills that are of particular relevance to the Trust. New trustees are introduced to the Trust with a formal induction programme.

The organisationThe charity is known as Westway Trust; it is a registered charity number 1123127 and is a company limited by guarantee number 6475436. The first trust was set up in 1971. From 2008 the activities have been operated through a charitable company now known as Westway Trust.

Area of benefitAlthough the Trust’s area of benefit is now widely defined as the Royal Borough of Kensington & Chelsea and adjoining London boroughs, we are still keenly aware of the physical environment in which we operate, under and alongside the elevated A40 highway as it passes through

Board of Trustees and committees

Nominations and Governance Committee

Leads the process of appointments and elections to the Board of Trustees

Considers succession planning for the Board of Trustees and its committees

Reviews and makes recommendations to the Board relating to the Trust’s

overall corporate governance arrangements.

Remuneration Committee

Provides assurance to the Board that the charity has effective People and Remuneration strategies in place to support the delivery of the Trust’s

strategic plans, promoting an effective, high performing and diverse workforce.

Makes recommendations to the Board regarding the Trust’s Remuneration

Policy and the Executive Management Team’s remuneration.

Audit Committee

Ensures the Board of Trustees meets its responsibilities by providing

oversight of the charity’s systems of internal control, risk management

and financial reporting.

Supervises the quality, independence and effectiveness

of the external auditors.

Property and Regeneration CommitteeGuides the long-term strategic use and

development of the Westway estate.

Scrutinises the Trust’s estate

management practices and provides

assurance to the Board that the Trust’s

land and property assets are being

managed effectively.

Members(Member Organisations and Trustees)

Board of Trustees

Community Engagement Advisory Group

Provides guidance on connections with the

community and feeds back on messaging

and communications strategy.

Grant Making Working Group

Makes recommendations for the development of grant making policies and

funding strands. Oversees the appraisal of grant

applications and advises on grant awards.

Sports Operator Working Group

Scrutinises the process of identifying a sports operating partner. Will conclude

in summer 2016.

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A stallholder at the Portobello Green Summer Festival.

Working Groups

ManagementChief Executive: Angela McConville

The trustees delegate the day-to-day management of the Trust’s operations to a full-time management team, headed by the Chief Executive and supported by the Executive Directors.

AuditorsOur auditors, Kingston Smith LLP, have indicated their willingness to continue in office and it is proposed that they be re-appointed as auditors for the ensuing year.

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Trustees and committee membershipBoard and sub-committee membership and changes during the year were as follows. Numbers indicate actual attendance at meetings, with possible attandances in brackets.

Board NGC AC RC PRC CEAG GMWG SOP

Chair

Alan Brown (from 21 Sept 2015) • • • • (Chair)

Joanna Farquharson • • • (Acting chair until 21 Sept 2015) (Chair until 21 Sept 2015)

Elected by Member Organisations

James Caplin (until 25 Jan 2016) • • (Chair until 25 Jan 2016)

Cynthia Dize • • • • •

Naami Padi (from 13 July 2015 until 10 Nov 2015) •

Fiona Ramsay (from 18 Jan 2016) • • •

Angela Spence (from 26 May 2016) •

Council Nominees

Cllr Anne Cyron • • • (Chair)

Cllr Pat Mason (until 25 May 2016) • •

Cllr Monica Press (from 25 May 2016) •

Cllr Malcolm Spalding •

Openly Recruited Trustees

Karen Bendell • • • (Chair)

Joanna Farquharson (Until 19 Dec 2015) As above

Mike Jones (Vice Chair) • • • • (Chair)

Chris Ward • •

Sheraine Williams (from 25 May 2016) • •

Chris Williamson • •

Co-opted members of sub-committees

Terence Buxton •

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The Dead Pretties perform at the Portobello Green Summer Festival.

In addition to the Main Board, the Trust has the following sub-committees:• Nominations and Governance Committee (NGC)• Audit Committee (AC)• Remuneration Committee (RC)• Property & Regeneration Committee (PRC)

The following are additional groups that provide guidance and oversight of Westway Trust work:• Community Engagement Advisory Group (CEAG)• Grant Making Working Group (GMWG)• Sports Operator Procurement Working Group (SOP)

The trustees (who are also directors of Westway Trust for the purposes of company law) are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires trustees to prepare financial statements for each financial year that give a true and fair view of the state of the affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:

• select suitable accounting policies and then apply them consistently;

• observe the methods and principles in the Charities SORP;

• make judgements and estimates that are reasonable and prudent;

• state whether applicable UK Accounting Standards have been followed, 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 presume that the charitable company will continue in business.

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006 and the Charities Act 2011 and regulations made thereunder. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of the financial statements may differ from legislation in other jurisdictions.

In so far as the trustees are aware:

• there is no relevant audit information of which the charitable company’s auditor is unaware; and

• the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

Signed on behalf of the Trustees

Alan Brown, Chair, 1 September 2016

Statement of Trustees’ responsibilities

66 67

Westway Trust Senior Maintenance Technician Brahim Alorchi working behind the scenes.

68 69

AUDITORS’ REPORT

Children enjoying the Westway Trust Christmas Festival.

Independent auditors’ report to the members of Westway Trust

and the overall presentation of the financial statements. In addition we read all the financial and non-financial information in the trustees’ annual report to identify material inconsistencies with the audited financial statements. If we become aware of any apparent material misstatements or inconsistencies we consider the implications for our report.

Opinion on financial statementsIn our opinion the financial statements:

• give a true and fair view of the state of the charitable company’s affairs as at 31 March 2016 and of the income and expenditure, for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006 and the Charities Act 2011.

Opinion on other matter prescribed by the Companies Act 2006In our opinion the information given in the trustees’ Annual Report for the financial year for which the financial statements are prepared is consistent with the financial statements.

70 71

Matters on which we are required to report by exceptionWe have nothing to report in respect of the following matters where the Companies Act 2006 and the Charities Act 2011 require us to report to you if, in our opinion:

• the charitable company has not kept adequate and sufficient accounting records, or returns adequate for our audit have not been received from branches not visited by us; or

• the charitable company’s financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of trustees’ remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit.

Shivani Kothari (Senior Statutory Auditor)

for and on behalf of Kingston Smith LLP, Statutory Auditor

Devonshire House, 60 Goswell Road, London EC1M 7AD

Kingston Smith LLP is eligible to act as auditor under of Section 1212 of the Companies Act 2006.

Date: 5 September 2016

Respective responsibilities of trustees and auditorAs explained more fully in the Statement of Trustees’ Responsibilities the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view.

We have been appointed as auditor under the Companies Act 2006 and section 144 of the Charities Act 2011 and report in accordance with those Acts. Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with the Auditing Practices Board’s (APB’s) Ethical Standards for Auditors.

Scope of the audit of the financial statementsAn audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error. This includes an assessment of: whether the accounting policies are appropriate to the charitable company’s circumstances and have been consistently applied and adequately disclosed; the reasonableness of significant accounting estimates made by the trustees;

We have audited the financial statements of Westway Trust for the year ended 31 March 2016 which comprise the Statement of Financial Activities (incorporating the Summary Income and Expenditure Account), the Balance Sheet, the Cash Flow Statement and the related notes. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) including FRS102 ‘The Financial Reporting Standard Applicable in the UK and Ireland’.

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and,

in respect of the financial statements, to the charity’s trustees, as a body, in accordance with regulations made under section 144 of the Charities Act 2011. Our audit work has been undertaken so that we might state to the charitable company’s members and trustees those matters which we are required to state to them in an auditors’ report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to any party other than the charitable company, the charitable company’s members, as a body, and the charity’s trustees, as a body, for our audit work, for this report, or for the opinion we have formed.

72 7373

FINANCIAL STATEMENTS

Local residents taking part in the Portobello Green consultation.

Note 2016 2015 £’000 £’000 £’000 £’000

Fixed assets

Charitable buildings 10 11,199 11,574 Investment property 11 31,037 31,037 Other tangible fixed assets 12 127 153 Intangible assets 13 2 32

42,365 42,796

Current assets

Debtors 14 389 190 Short term deposits 5,391 4,481 Cash at bank and in hand 215 204

5,995 4,875

Liabilities: amounts falling due within one year 15 (1,589) (1,098)

Net current assets 4,406 3,777

Total assets less current liabilities 46,771 46,573

Liabilities: amounts falling due after more than one year 16 (212) (231)

Net assets excluding pension deficit 46,559 46,342

Pension liability 21 (156) (443)

Net assets 46,403 45,899

Funds 18 Unrestricted funds Accumulated fund 479 587

Revaluation reserve 24,797 24,797 Other designated funds 10,552 9,724

35,828 35,108

Restricted funds 10,575 10,791

46,403 45,899

Approved by the trustees on 1 September 2016 and signed on their behalf

Alan Brown, Chair Karen Bendell, Chair of Audit Committee

The accompanying notes form part of these financial statements.

Note General Designated Restricted Total Total funds funds funds 2016 2015 (note 25) £’000 £’000 £’000 £’000 £’000

Income

Income from charitable activities Sports and recreational facilities 2 4,309 - 116 4,425 4,353

Learning activities 2 - - 460 460 449 Health & wellbeing contracts 2 - - - - 187 Other grants and donations 2 - - 14 14 19

Income from investments Land and property rentals 2,687 - - 2,687 2,697

Interest receivable 38 - 1 39 26

Other income Property service charges 42 - 377 419 399

Miscellaneous income 18 - 16 34 32

Total income 7,094 - 984 8,078 8,162

Expenditure

Expenditure on charitable activities 3 5,713 390 863 6,966 7,012

Investment management costs Property management 6 556 17 337 910 835

Total expenditure 6,269 407 1,200 7,876 7,847

Net gains(losses) on investments 11 - - - - 6,868

Net income(expenditure) before transfers 825 (407) (216) 202 7,183

Transfers between funds 7 (933) 933 - - -

Net income(expenditure) after transfers (108) 526 (216) 202 7,183

Actuarial gains(losses) on defined benefit pension scheme 21 - 302 - 302 (228)

Net movement in funds (108) 828 (216) 504 6,955

Reconciliation of funds Balances brought forward at 1 April 2015 587 34,521 10,791 45,899 38,944

Balances carried forward at 31 March 2016 18 479 35,349 10,575 46,403 45,899

All activities derive from continuing operations. All gains and losses recognised in the year are included on the Statement of Financial Activities. The accompanying notes form part of these financial statements.

BALANCE SHEET AS AT 31 MARCH 2016 COMPANY NUMBER: 06475436

74 75

STATEMENT OF FINANCIAL ACTIVITIES (INCLUDING INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2016

Note 2016 2015 £’000 £’000 £’000 £’000

Net cash inflow from operating activities 23 1,000 957

Interest and servicing of loans Bank interest received 36 23 Other interest received 3 3

Net interest 39 26

Capital expenditure

Payments to improve charitable buildings 10 (77) (43) Payments to develop investment property 11 - (175) Payments to acquire other charity fixed assets 12 (41) (87)

Capital expenditure (118) (305)

Increase in cash and bank deposits 24 921 678

Represented by:

Increase in short-term deposits 910 700 Increase in cash 11 (22)

24 921 678

The accompanying notes form part of these financial statements.

1. Accounting policies

1.1 Form and content of accounts The accounts are prepared in accordance with the requirements of the Trust’s constitution, the Companies Act 2006, the Charities Act 2011, Statement of Recommended Practice “Accounting and Reporting by Charities”(SORP) revised by the Charity Commission in 2015 and FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland”. FRS102 has been adopted for the first time in these accounts and certain exemptions relating to the presentation of comparative information have been applied. The charity is a company limited by guarantee incorporated in England & Wales and registered with the Charity Commission. The charity is a public benefit entity for the purposes of FRS102. The order of certain items in the Statement of Financial Activities and their headings have been adapted, as required by SORP, in order to present a true and fair view of the nature and scale of the activities of the Trust. The financial statements are stated in Pounds Sterling, which is the transactional currency of the Trust.

The principal changes required to the layout and content of accounts of the Trust from those published last year are: the designation of software costs as intangible fixed assets rather than tangible fixed assets; the allocation of governance costs to the various operating activities of the Trust; the disclosure of a number of additional accounting policies, in particular those relating to financial instruments and estimates and judgements; additional analysis of the comparative figures for 2014/15 broken down by fund category; and an accrual for the value of staff holiday entitlement accrued and carried forward into 2016/17. The Trust has not made a prior year adjustment in relation to the staff holiday accrual on the basis of immateriality.

1.2 Cost convention The accounts have been prepared under the historical cost convention, as modified by the revaluation of investment property and the measurement of financial assets and liabilities at fair value.

1.3 Going concern These financial statements are prepared on the going concern basis. The trustees have a reasonable expectation that the Trust will continue in operational existence for the foreseeable future.

1.4 Critical estimates and judgements The Trust’s significant accounting policies are stated in this note. Not all of these significant accounting policies require the trustees to make difficult, subjective or complex judgements or estimates. The assets and liabilities of the Trust that are subject to a significant degree of estimation or judgement are: the fair value of the Trust’s investment properties; the impairment of tangible fixed assets; and the recoverability of trade debt; and the valuation of the funding level of the final salary pension scheme. The trustees consider the valuation of investment properties to be critical because of the level of complexity, judgement or estimation involved and its impact on the financial statements. These judge-ments involve assumptions or estimates in respect of future events. Actual results may differ from these estimates. The valuation of the Trust’s property portfolio is inherently subjective due to, among other factors, the individual nature of each property, its location and the expected future rental income. As a result, the valuation the trustees place on the property portfolio is subject to a degree of uncertainty and is made on the basis of assumptions which may not prove to be accurate, particularly in periods of volatility or low transaction flow in the commercial property market. Other estimates that affect the Statement of Financial Activities comprise the allocation of support costs as detailed in policy 1.9.

1.5 Turnover Turnover is recognised at the fair value of the consideration received or receivable for goods and services provided. Fair value takes into account settlement discounts allowed on sales.

1.6 Grants received Where grants are given for specific purposes they are credited to the restricted funds of the Trust. Grants that are awarded for a specific period are recognised in the accounts in that period. Capital grants are recognised to the extent that the Trust has met the conditions for draw-down of those grants. Otherwise grants are shown as income in the period in which they are received.

1.7 Grants payable Grants are accounted for in the period in which they are approved. Certain properties are set aside for letting to local charitable groups at one-third of market rent. The full commercial rent is shown as investment income and the corresponding two-thirds reduction is shown as grants payable. The trustees consider this provides a more useful presentation of the deployment of the Trust’s resources than a simple statement of the discounted rent. Grants awarded to Member Organisations of the Trust, including grants by way of discounted rent, are identified within note 4 to the accounts.

1.8 Property service charges Income and expenditure arising from the service charge accounts of tenanted buildings are included within these accounts at their gross values. The Trust is accountable to its tenants for the expenditure incurred on maintaining these properties and, under the terms of the leases, the accounting records and vouchers are available for their inspection on demand.

1.9 Basis of allocation of support costs Staff and other support costs are allocated to the various activities of the Trust based upon the direct staff costs involved in delivering direct charitable activities and on the estimated time devoted to the governance of the Trust.

1.10 Pension costs The Trust participates in a defined benefits pension scheme under a local government scheme, the assets of which are held wholly independently from those of the Trust. Pension costs in respect of employees who are members of this scheme are charged to the statement of financial activities so as to spread the cost of pensions over the service lives of employees. The current service cost and net return on pension assets are charged to resources expended; actuarial gains and losses are shown separately on the SOFA. The deficit of scheme liabilities over scheme assets is recognised on the balance sheet and a deficit reserve carried in the designated funds of the Trust as explained within the reserves policy.

1.11 Value Added Tax The Trust is partially exempt for VAT purposes. Where input VAT is not recoverable it is included in the accounts as part of the expenditure on which it was incurred.

1.12 Volunteers The Trust provides volunteering opportunites in a number of its activities and are currently concentrated in the Grounds & Gardens team. The work performed by the volunteers is well-appreciated and is explained in the trustees’ Report. No financial appraisal of the value of volunteering is included within these accounts.

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2016CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2016

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1. Accounting policies (continued)

1.13 Land and buildings 1.13.1 Land: the Trust has a 130 year lease with a total cost of £280,000. The land is included in the property valued as an investment asset. 1.13.2 Investment property: the Trust has developed some of its land with commercial building so as to provide a source of income. These buildings and land are carried at the trustees’ own valuation as set out in note 11. This reflects the investment nature of such buildings. The trustees commission a desk top valuation by external property valuers upon which they base their own valuation; that external exercise is commissioned not less than every five years or at such time as the trustees consider there may have been a material movement in the underlying value of the investment. Investment properties are not depreciated, nor is any separate reduction made for impairment, because any changes in their worth is dealt with within the trustees’ valuation. Movements on unrealised revaluation surpluses are shown separately on the face of the Statement of Financial Activities and the cumulative unrealised surplus is shown as a designated fund in the balance sheet. 1.13.3 Charitable buildings: buildings occupied by the Trust for its own charitable purposes (“charitable buildings”) are shown at cost less depreciation. This has the effect of setting the cost of these buildings against the income of the Trust over the expected useful lives of the buildings. Buildings are maintained in a constant state of sound repair; the amount at which the buildings are carried in the balance sheet is reviewed annually and reduced to the extent that it is considered that there has been an impairment of value.

1.14 Intangible assets Intangible assets comprise the acquistion and configuration costs of software, less amortisation. Software that is no longer in use is written off.

1.15 Capitalisation 1.15.1 Property developments: The costs of speculative developments are written-off in the year in which they are incurred until the point that planning consent is obtained and the project has a realistic likelihood of being built. Where projects are abandoned, all previously capitalised costs are written-off. 1.15.2 Threshold: Goods acquired are capitalised where they represent an asset of continuing value to the Trust and the cost exceeds £1,000 per item or group of items.

1.16 Depreciation and amortisation 1.16.1 Charitable buildings: (a) Buildings are depreciated at a rate of 2% per annum on cost. (b) Major refurbishments: depreciation is charged annually at the rate of 10% on cost. (c) Partitioning to increase short-term office space: depreciation is charged annually at the rate of 20% on cost. 1.16.2 Landscaping and environmental improvements: expenditure is written-off in the year in which it is incurred. 1.16.3 Office furniture and fixtures: depreciation is charged at the rate of 20% p.a. on cost. 1.16.4 Sports equipment: depreciation is charged at the rate of 20% p.a. on cost. 1.16.5 Computers and software: depreciation is charged at the rate of 33.3% p.a. on cost. 1.16.6 Intangible assets: amortisation is charged at the rate of 33.3% p.a. on cost.

1.17 Bad debts (see note 14) Provisions are made against monies due to the Trust where the debt is overdue and recovery is in doubt. Debts are written-off according to procedures agreed by the trustees.

1.18 Other financial instruments Basic financial instruments are recognised as the amount payable or receivable when the instrument is first recognised together with any subsequent transaction costs, but modified in respect of trade debtors for an assessment of potential bad debt, as set out in policy 1.17.

1.19 Restricted funds (see note 18) 1.19.1 Capital grants: Grants that are received for capital projects are credited to a restricted fund. Subsequent charges for depreciation of those capital assets are charged directly to the fund in the statement of financial activities. The balance of such grants are released to general funds when they are considered to be no longer repayable. 1.19.2 Service charge funds: Provisions are made in the service charge accounts for tenanted buildings towards the expected costs of building repairs that may be required in the future in accordance with the terms of the relevant leases. Interest on the unexpended balances is credited to those balances. These funds may only be spent on the specific tenanted buildings to which they relate. 1.19.3 Other project grants: Grants that are received for specified purposes are credited to a restricted fund. Expenditure that is attributable to such grants is charged directly to the fund in the statement of financial activities.

1.20 Designated funds 1.20.1 Buildings funds: The balances on the funds represent investment and charity land and buildings. The capital costs of buildings that are met from the Trust’s own resources are represented by designated buildings funds. Where developments have been funded by loans, an appropriate transfer is made from operating income to cover the capital repayments of the loans. Depreciation is charged directly against the fund in the statement of financial activities. 1.20.2 Revaluation reserve: The unrealised surplus arising upon valuation of the Trust’s commercial property is credited directly to a designated fund to indicate that this surplus is also represented by buildings rather than cash. 1.20.3 Refurbishment funds: Transfers are made into these funds to meet the anticipated costs of renovating depreciating assets at the end of their anticipated lives, such as the playing surfaces of sports facilities and the current commercial rental portfolio. In addition, funds are transferred for capital developments to provide reserves to meet, or contribute, so far as reserves permit, towards the cost of capital expenditure that is not funded by loans or grants. 1.20.4 Development funds: Transfers are made into these funds to provide reserves to meet, or contribute, so far as reserves permit, towards the cost of capital expenditure that is not funded by loans or grants. 1.20.5 Project funds: It is the Trust’s policy to set aside a small amount of its surplus in years when rental income is strong in order to allow for some flexibility during periods of economic downturn. 1.20.6 Pension reserve: The reserve represents the surplus or deficit on the Trust’s defined benefits pension scheme. Contributions are paid into the scheme in accordance with the recommendations of the scheme actuary and may be made over a number of years to spread the cost of funding the deficit over the future service lives of active scheme members.

2. Income from charitable activities - grants and donations received Total Total 2016 2015 £’000 £’000Royal Borough of Kensington & Chelsea Adult Learning 180 118

Supplementary Schools 84 96 Parenting 28 30 Early Years 16 8 Arts / Community Development - 1 Sports development 18 4 Crèche 5 22 Apprenticeships 1 -

Triborough Public Health Service Health Trainers - 221Triborough ASC Commission Team Get Fit Get Healthy / Stroke 30 30

Portobello Green Fitness Club, Carers’ Project 47 47Lawn Tennis Association Wheelchair Tennis 7 6

Fixed programme 12 9John Lyon’s Charity Supplementary Schools 40 -Greater London Authority Women’s Project - 1

High Street Fund 3 -Catalyst Housing - 29The Kensington & Chelsea Foundation Early Years / Supplementary Schools 3 9Creative and Cultural Skills, Apprenticeship Scheme 43 31A New Direction 35 -The Grove Trust 20 -EPIC - 2City Bridge 2 -All Star Youth Tennis Scholarship 2 -Arts Council - 8Other grants Deloitte Social Innovation Pioneers 11 19

Institute of Education 1 - Tinder Foundation UK Online 1 - Freesport Fund LGA 1 -

Gumball 3000 Foundation - 50Goldmann Sachs Group, Inc. - 10Private donations - 25 590 776

Arising from: £’000 £’000 Culture, Learning & Enterprise 460 449

Sports & Fitness 116 121 Health and wellbeing - 187 Other 14 19

590 776

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2016 NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2016

The figures above include £11,000 (2015: £19,000) received from Deloitte. Westway Trust was awarded Deloitte Social Innovation Pioneers support of up to £30,000 worth of in-kind consultancy to support the Trust’s social enterprises. The consultancy was used to evaluate the effectiveness of the Trust’s operating models for property and sports & fitness and will be used in the next phase of the Trust’s strategic planning. The work was concluded in 2015/16.

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3. Expenditure on charitable activities

Sports & Learning Futures Presents… Voluntary & Environmental Regeneration Total Total Fitness community improvement & development 2016 2015 sector & management (note 26)

£’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000

Staff costs 2,356 419 55 181 78 183 89 3,361 3,393

Self-employed sessional workers 451 9 24 10 5 11 130 640 597

Repairs and maintenance 218 - - - - - 36 254 209

Utilities 168 - - - - - - 168 208

Fixtures and fittings 56 - - - - 6 - 62 97

IT, communications and digital platforms 158 15 8 13 7 14 10 225 277

Marketing 113 25 5 7 4 8 6 168 350

Cleaning 240 - - - - - - 240 223

Insurance and other establishment costs 438 12 9 13 25 15 14 526 345

Grants awarded (note 4) 18 80 27 9 82 - 185 401 328

Education activities and events - 64 - - - - - 64 73

Cultural and community activities - - 4 54 - 2 - 60 145

Strategic consultancy 6 - - - - - - 6 10

Environmental improvement, development and management 32 - - - - 28 92 152 90

Retail stock 23 1 1 2 1 2 1 31 33

Depreciation 512 2 2 2 1 2 2 523 564

Bank and security collection charges 54 1 - 1 - - - 56 41

Governance 15 2 2 2 1 5 2 29 29

2016 4,858 630 137 294 204 276 567 6,966 7,012

General funds 4,142 260 103 291 204 276 437 5,713 5,670

Designated funds 263 - - - - - 127 390 283

Restricted funds 453 370 34 3 - - 3 863 1,059

2016 4,858 630 137 294 204 276 567 6,966 7,012

These costs include support costs allocated to the various operations of the Trust, as set out in note 8.

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2016

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An exhibition at the Westbank Gallery on Thorpe Close.

4. Grants awarded

Adult & Small grants community Small Supplementary & event Apprenticeship Rent Sports learning grants schools sponsorship scheme subsidies grants Total £ £ £ £ £ £ £ £Grants to institutions:*Abundance Arts - 495 - - - - - 495Action Disability Kensington & Chelsea - 400 - - - - - 400*Age UK Kensington & Chelsea - 2,500 - - 2,252 25,620 - 30,372Al Noor Youth Association 986 - - - - - - 986Albanian Community Faik Konica in the UK 1,267 - - - - - - 1,267An Nisa Empowerment Response 4,677 - 1,458 - - - - 6,135Anti-Tribalism Movement - 2,500 - - - - 2,500Azza Supplementary School 4,497 2,000 1,458 - - - - 7,955Baraka Youth Association 4,675 2,500 5,858 - - - - 13,033The Cara Trust - 2,483 - - - - - 2,483The Cardinal Vaughan Memorial School - 500 - - - - - 500Carnival Village Trust - 2,500 2,440 2,252 - - 7,192*CASH - - - - - 11,640 - 11,640*Children & Parents Carnival As - - - 1,000 - - - 1,000*Corner Nine Arts Project - 1,500 - - - - - 1,500Cruse Bereavement Care - 2,500 - - - 8,840 - 11,340*Dadihiye Somali Organisation 556 - 729 - - 3,800 - 5,085Dalgarno Supplementary School 4,378 - 1,458 - - - - 5,836Dar Al-Arqam / MCWG 3,867 - - - - - - 3,867Epic Achievements Team - 2,500 - - - - - 2,500Equal People Mencap - 2,500 - - - - - 2,500*Eritrean Parents & Children Association 5,026 - 1,458 - - 2,817 - 9,301*Ethiopian Womens Empowerment Group - 2,480 - - - - - 2,480The First Georgian Supp School - - 1,458 - - - - 1,458The Flying Gorillas - 2,500 - - - - - 2,500The Gheez Rite Community Assoc 2,784 2,500 1,458 - - - - 6,742*Golborne Forum - - - 1,500 - - - 1,500Goldfinger Factory - 2,500 - - 1,689 - - 4,189Gumball 3000 Entertainment Ltd - - - - 2,252 - - 2,252*Harrow Club - 4,990 - - - - - 4,990Healthier Life 4 You, Family & Community - 925 - - - - - 925*The Hip-Hop Shakespeare Foundation Ltd - - - - 7,630 12,650 - 20,280Intermission Theatre - 2,500 - - 4,252 - - 6,752*K & C Mental Health Association - - - - - 16,860 - 16,860K&C College (Chelsea Centre) 9,000 - - - - - - 9,000*Lancaster West Childrens Community Network - 500 - - - - - 500*Latymer Christian Fellowship Trust - 1,100 - - - - - 1,100London Kurdish Film Festival - - - - - 1,493 - 1,493Making Communities Work & Grow - 2,500 - - - 8,509 - 11,009

Carried forward 41,713 47,373 15,335 4,940 20,327 92,229 - 221,917

4. Grants awarded (continued)

Adult & Small grants Community Small Supplementary & event Apprenticeship Rent Sports Learning grants Schools sponsorship scheme subsidies grants Total £ £ £ £ £ £ £ £

Brought forward 41,713 47,373 15,335 4,940 20,327 92,229 - 221,917

Mark Elie Dance Foundation - 500 - - - - - 500Marlborough Primary School - 500 - - - - - 500Meanwhile Gardens - 3,000 - - - - - 3,000Midaye Somali Development Network 4,973 - 1,458 - - 10,424 - 16,855Migrants Organise - - - - - 24,000 - 24,000Muslim Cultural Heritage Centre - 2,487 - - - - - 2,487Notting Hill Churches Homeless Concern - 2,500 - - - - - 2,500*Nova New Opportunities - - - - - 24,000 - 24,000Octavia Foundation - 2,500 - - - - - 2,500O’Neill Ross - InTransit Festival - - - 4,000 - - - 4,000*Open Age - 2,232 - - 2,252 - - 4,484*The Pepper Pot Centre - 2,500 - - - - - 2,500Persian Care Centre - 500 - - - - - 500Pimento 6,245 2,500 1,458 - - - - 10,203Principles In Finance - 2,500 - - - - - 2,500Prospects Kensington - 2,500 - - - - - 2,500Real Action (QPCT) Ltd - 2,500 - - - - - 2,500*Response Community Projects 455 - - - - - - 455SMART St Mary Abbots Rehabilitation Trust - 500 - - - - - 500Somali Women’s Association 2,486 - 1,458 - - - - 3,944St Clement and St James - 2,000 - - - - - 2,000St Giles Trust - - - - - 11,560 - 11,560Sudanese Community & Information Centre - 500 - - - - - 500The Tabernacle (Carnival Village Trust) - - - - 751 - - 751Tavistock Garden Club - 500 - - - - - 500Third Sector Potential / Equal People Me - - - - 1,126 - - 1,126*Venture Community Association - 5,000 - - 2,252 - - 7,252Volunteer Police Cadets - 2,500 - - - - - 2,500The Warrior Programme - - - - - 5,880 - 5,880*West London Bowling Club - 500 - - - - - 500West London Moroccan Widadia 2,486 - 1,458 - - - - 3,944Westway Trust - Adult Learning - - - - - 11,800 - 11,800Your Credit Union (K&C Credit Union Ltd) - 2,500 - - - - - 2,500Grants to individuals - - - - - - 18,288 18,288Subtotal 58,358 88,092 21,167 8,940 26,708 179,893 18,288 401,446

Support costs 13,767 41,555 9,178 4,633 25,070 5,635 10,325 110,163

Total 2016 72,125 129,647 30,345 13,573 51,778 185,528 28,613 511,609

Total 2015 (excluding support costs) 82,155 22,500 1,057 12,500 20,000 173,212 16,292 327,716

* These grant recipients are Member Organisations of Westway Trust. The Trust does not disclose the names of individuals who receive grants, in these accounts.


82 83


5. Audit services

Total Total 2016 2015 £’000 £’000

Statutory audit 14 13 Tax advisory services 1 -

15 13

6. Property management

General Designated Restricted Total Total funds funds funds 2016 2015 (note 27) £’000 £’000 £’000 £’000 £’000

Staff costs 291 - 97 388 334 Professional fees and costs 196 - - 196 84 Improvements, repairs and maintenance 21 - 81 102 148 Utilities 1 - 50 51 62 Communications and marketing costs 24 - 16 40 65 Cleaning (1) - 50 49 62 Strategic consultancy - - 6 6 9 Insurance and other establishment costs 16 - 37 53 46 Depreciation 8 17 - 25 24 Bank charges - - - - 1

556 17 337 910 835

7. Transfers between funds

General Designated Restricted funds funds funds to(from) to(from) to(from) £’000 £’000 £’000

Transfers to reflect activities during the year Transfer to cover capitalised costs (77) 77 - Improvement works from designated funds 88 (88) -

Transfers to provide for future activities Provisions for reinstatement of sports playing surfaces and facilities (317) 317 - Funds allocated for development projects in future years (250) 250 Provisions for the maintenance of the estate (120) 120 - Funds allocated for development projects in future years (257) 257 -

(933) 933 -

8. Allocation of support costs

The basis of the allocation of support costs is set out in accounting policy 1.9.

Total Total 2016 2015 £’000 £’000

Staff costs - strategy, governance and resources 829 795 IT, engagement and communication costs 379 314 Insurance and other establishment costs 146 102 Marketing 87 111 Repairs and maintenance 3 3 Fixtures and fittings 1 6 Cleaning - 1 Depreciation 29 34 Bank charges 5 5 Professional fees 36 27 Governance 29 28

1,544 1,426

Sports and recreational facilities 795 699 Voluntary & Community sector 61 56 Futures 85 79 Presents… 124 114 Learning 118 108 Health - 36 Environmental improvements and management 134 124 Placemaking 100 104 Property management 127 106

1,544 1,426


84 85


These costs are included within the total costs analysed by activity reported in the Statement of Financial Activities.

9. Staff costs

Total Total 2016 2015 £’000 £’000

Salaries and wages 3,100 3,166 Social security costs 262 273 Pension costs Current service costs Defined benefit 34 43 Defined cost 68 58 Other finance costs 15 8

3,479 3,548

Average number of employees Monthly paid 164 161

Full-time equivalent 113 118

The full-time equivalent number of employees analysed by function was: Sports and fitness 66 67 Health and wellbeing - 6 Culture, Learning & Enterprise 16 15 Property management 4 4 Environmental improvement, management and development 12 11 Communications and Engagement 4 4 Strategy, governance and resources 11 11

113 118

Number of employees whose emoluments during the year fell between: £70,000 and £79,999 2 3 £100,000 and £109,999 - 1 £110,000 and £120,000 1 -

One of the members of staff in the £70,000 to £79,999 band included in the table above belongs to the Trust’s final salary pension scheme (note 21).

Total employer’s pension contributions paid (three employees) amounted to £13,000 (2015: four employees £18,000).

Total Total

2016 2015 £’000 £’000

Total staff benefits paid to key management personnel 487 529

10. Charitable buildings

Buildings occupied for the charity’s own purposes £’000

Cost

At 1 April 2015 17,996 Additions 77

Accumulated cost at 31 March 2016 18,073

Depreciation

At 1 April 2015 6,422 Charge for the year 452

Accumulated depreciation at 31 March 2016 6,874

Net book value

At 31 March 2016 11,199

At 31 March 2015

11,574

Buildings occupied by the Trust to deliver its charitable activities (for example the Westway Fitness Club and the Westway Sports Centre) are stated at cost after depreciation amounting to £11,199,000. The cost of rebuilding was professionally calculated for insurance purposes as at 1 April 2007. The valuation has been uplifted for the effects of inflation and the buildings are insured for£26,881,000.


Key personnel are the Chief Executive and five Executive Directors of the Trust (2015: six Directors), including one Director who was engaged through a consultancy agreement. Estelle Burns, Director of Change was engaged through a personal service company, Juniper (HRM) Consulting Limited. The fees paid to that company in the year were £44,000 (2015: £78,000).

Related party transactions Other than payments to personal service companies shown above, there were no related party transactions during either year.

Payments to trustees No trustee received any remuneration from the Trust during the year or the previous year. No expenses were reimbursed to trustees (2015: payments made to two trustees totalling £3,589).

Remuneration policy Westway Trust is committed to ensuring that we pay our staff fairly and in a way which ensures we attract and retain the right skills in order to have the greatest impact in delivering our charitable objectives. Delivery of our charitable vision and purpose is primarily dependent on the performance and efforts of our staff which is the largest single element of charitable expenditure. We aim to recruit, subject to experience, at the lower to medium point within a band, providing scope to be rewarded for excellence. We do not employ interns without pay. We pay at least the London Living Wage for all our staff other than trainees and are committed to ensuring our suppliers do the same. Westway Trust evaluates each post against other posts in the Trust and market comparators to arrive at salary rates based on a consistent and transparent process, designed to offer a fair pay framework for all salary assessments and decisions. The pay structure is reassessed on an annual basis. All staff confirmed in post are subject to a performance review and an annual performance rating (an assessment of performance and contribution, based on behaviours and delivery of tasks/ objectives), in accordance with our procedures in place at the time.

86 87


11. Investment property

Land and buildings £’000

Cost or valuation At 1 April 2015 and 31 March 2016 31,037

Net book value At 31 March 2016 31,037

At 31 March 2015 31,037

12. Tangible fixed assets

Equipment Fixtures Sports Computer Motor Total on the and equipment equipment vehicles estate fittings £’000 £’000 £’000 £’000 £’000 £’000

Cost As at 1 April 2015 57 531 330 108 19 1,045 Additions - 41 - - - 41 Disposals - (22) (4) (10) - (36)

Accumulated cost at 31 March 2016 57 550 326 98 19 1,050

Depreciation As at 1 April 2015 45 488 234 106 19 892 Charge for the year 6 18 41 1 - 66 Disposals - (22) (3) (10) - (35)

Accumulated depreciation at 31 March 2016 51 484 272 97 19 923

Net book value At 31 March 2016 6 66 54 1 - 127

At 31 March 2015 12 43 96 2 - 153

13. Intangible fixed assets Software £’000

Cost

As at 1 April 2015 100 Additions - Disposals -

Accumulated cost at 31 March 2016 100

Amortisation

As at 1 April 2015 68 Charge for the year 30 Disposals -

Accumulated amortisation at 31 March 2016 98

Net book value

At 31 March 2016 2

At 31 March 2015 32

Land The Trust holds the land under the elevated A40(M) trunk road under leases commencing 1 May 1972 for 130 years from the Royal Borough of Kensington & Chelsea, who in turn lease the land from the freeholders - Transport for London.

Basis of valuation of investment property The trustees commissioned an indicative valuation of the Trust’s commercial property portfolio as at 31 March 2015 from Cushman & Wakefield LLP. The purpose of that valuation was to inform the trustees of the existing value within the estate. Cushman & Wakefield LLP’s valuation was prepared on a restricted basis and was subject to certain agreed assumptions and considerations. The valuation does not, therefore, comply fully with the requirements of the RICS Valuation – Professional Standards (the Red Book). The trustees prepared their own internal valuation of the investment portfolio based on Cushman & Wakefield LLP’s indicative valuation. The trustees do not consider there was a material change in the value of the investment properties in the year ended 31 March 2016.

The valuation of £31,037,000 gives rise to a cumulative unrealised surplus as at 31 March 2016 of £24,797,000.

Valuation uncertainty following the EU Referendum Following the Referendum held on 23 June 2016 concerning the UK’s membership of the European Union, a decision was taken to exit the European Union. We are now in a period of uncertainty in relation to many factors that impact the property investment and letting markets. Since the Referendum it has not yet been possible to gauge the effect of this decision by reference to transactional evidence in the market place. This uncertainty increases the risk that the critical estimates and assumptions made by the trustees in forming their opinion on the value of the Trust’s investment properties may prove not to be accurate.

Insurance The historic cost of the Trust’s investment property amounts to £6,328,000 (2015: £6,240,000). The cost of rebuilding was professionally calculated for insurance purposes as at 1 April 2007. The valuation has been uplifted for the effects of inflation and the commercial buildings are insured for £40,420,000.


88 89


14. Debtors

2016 2015 £’000 £’000

Trade debtors 163 150 Bad debt provision (87) (92) Grants receivable 56 37 Prepayments and accrued income 251 91 Other debtors 6 4

389 190

Bad debt provision Opening provision at Provisions Closing 1 April 2015 Additional Debts no longer provision (see note 29) provisions written off required at March 2016 £’000 £’000 £’000 £’000 £’000

Rental debt 46 22 - (6) 62 Miscellaneous debt 12 - (4) (4) 4 Sports and fitness debt 34 16 - (29) 21

Total 92 38 (4) (39) 87

Bad debt provisions are based upon the debtor balances on individual accounts. There has been no change in the basis of calculation during the year.

15. Liabilities: amounts falling due within one year

2016 2015 £’000 £’000

Trade creditors 480 281 Accruals 436 333 Grants awarded 3 - Deferred income 304 156 Tenants’ deposits 243 211 Taxes and social security costs 106 96 Other creditors 17 21

1,589 1,098

Deferred income

Opening Income balance at recognised Closing 1 April 2015 during balance at (see note 29) the year New deferral 31 March 2016 £’000 £’000 £’000 £’000

Sports and fitness advance bookings 123 (123) 265 265 Sports and fitness memberships 33 (33) 39 39

Total 156 (156) 304 304


16. Liabilities: amounts falling due after one year

2016 2015 £’000 £’000

Tenants’ deposits 212 231

17. Financial instruments

2016 2015 £’000 £’000

Financial assets that are debt instruments measured at amortised cost 138 99

Financial liabilities that are measured at amortised cost 955 744

90 91

Participants in the Westway Community Festival.

18. Analysis of funds

At 1 April Incoming Resources Transfers, At 31 March 2015 resources expended revaluations and 2016 (note 30) unrealised gains (notes 7, 11 and 21) £’000 £’000 £’000 £’000 £’000

Restricted funds Investment property 493 - - - 493

Charitable buildings 9,922 - (296) - 9,626 Service charges 212 381 (335) - 258 Project grants 164 603 (569) - 198

10,791 984 (1,200) - 10,575

Unrestricted funds Other designated funds Investment property 5,747 - - - 5,747

Charitable buildings 1,653 - (156) 77 1,574 Refurbishment funds 1,644 - (67) 349 1,926 Project funds 421 - (5) 250 666 Development funds 702 - (164) 257 795 Pension reserve (443) - (15) 302 (156)

9,724 - (407) 1,235 10,552

Revaluation reserve 24,797 - - - 24,797 Accumulated fund 587 7,094 (6,269) (933) 479

35,108 7,094 (6,676) 302 35,828

45,899 8,078 (7,876) 302 46,403

2016 2015 £’000 £’000

Project grants Sports development 23 42 Futures 128 83 Supplementary Schools 47 39

198 164

Restricted funds - investment properties: These funds represent grants given to the Trust to construct buildings that are let commercially to generate income for the Trust. Commonly these grants have been awarded from local and central government and European initiatives for regeneration. Funds continue to be treated as restricted for such time as the trustees consider there to be an explicit or constructive obligation to keep the underlying asset in use for specified, grant-funded purposes.

Restricted funds - charitable buildings: These funds represent grants given to the Trust to construct buildings that it occupies for the direct delivery of charitable activities. These grants may have been awarded from a variety of initiatives for regeneration or charitable purposes. Funds continue to be treated as restricted for such time as the trustees consider there to be an explicit or constructive obligation to keep the underlying asset in use for specified, grant-funded purposes, and are reduced to the extent that those assets have been depreciated or reduced due to impairment of value.

Restricted funds - service charges: These funds, commonly referred to as sinking funds, represent monies collected from tenants through the service charges for the maintenance of the investment properties. There are several ringfenced funds, each for a specified property. The Trust is accountable to its tenants for the income collected, expenditure incurred and refurbishment funds held for each property.

Restricted funds - project funding: These funds represent grants received by the Trust for specified projects and which can only be spent on those projects. Income is recognised when the Trust is entitled to receive the grant and where there is no reasonable expectation that the grant could become repayable. Any unspent funds held at the end of the year are held separately to be spent on the specified project in future years. The analysis of the funds on hand at 31 March 2016 is shown in the table on the left.

Designated funds - investment properties: These funds represent the money that the Trust has invested from its earnings into buildings that are let commercially to generate further income for the Trust in the future. The original cash asset has already been spent on the buildings.

Designated funds - charitable buildings: These funds represent the money that the Trust has invested from its earnings into buildings that it occupies for the direct delivery of charitable activities. These funds are reduced to the extent that those assets have been depreciated or reduced due to impairment of value. The original cash asset has already been spent on the buildings.

Designated funds - refurbishment funds: These funds represent money set aside to meet the anticipated costs of renovating depreciating assets at the end of their anticipated lives, such as the playing surfaces of sports facilities. In addition, funds are transferred for capital developments to provide reserves to meet, or contribute, so far as reserves permit, towards the cost of capital expenditure that is not funded by loans or grants. Reinstatement funds will be expended according to a 15-year life cycle plan.

Designated funds - project funds: This money is set aside in order to ensure targeted charitable projects can be supported where future funding is in doubt. The funds also include amounts set aside to provide flexibility during periods of economic downturn and disruptions that may be encountered on the Estate due to major maintenance works. The long-term nature of property cycles and highway maintenance means that these funds may be build-up and expensed over a 15-year-period.

Designated funds - development funds: These funds represent money set aside to meet the anticipated costs of progressing identified capital development opportunities to planning stage, at which point grant or loan funding would become available or development partnerships are established. They also include monies set-aside for identified enhancements to the Trust’s sports and fitness facilities. Development funds are anticipated to be spent over the next five years as the Trust’s property development agenda is progressed.

Designated funds - pension reserve: The reserve represents the deficit on the Trust’s defined benefits pension scheme and allows for payments that may need be paid into the scheme due to the funding shortfall on past service accrual (see note 21). Contributions towards the pension deficit are paid according to a schedule advised by the Scheme Actuary.

Designated funds - revaluation reserve: This is the surplus arising upon valuation of the Trust’s investment property and is represented by buildings rather than cash.

19. Analysis of net assets between funds

Investment Tangible Intangible Net Liabilities due Total property fixed fixed current after 1 year 2016 assets assets assets and provisions £’000 £’000 £’000 £’000 £’000 £’000

Unrestricted funds Accumulated fund - 127 2 562 (212) 479

Designated funds 30,544 1,573 - 3,388 (156) 35,349

30,544 1,700 2 3,950 (368) 35,828

Restricted funds 493 9,626 - 456 - 10,575

31,037 11,326 2 4,406 (368) 46,403

See note 31 for an analysis of net assets between funds as at 31 March 2015.


92 93

20. Capital commitments and contingent liabilities

At 31 March 2016 the Trust had authorised capital expenditure amounting to £240,000 (2015: £300,000) of which £186,000 had been committed (2015: £221,000).

At 31 March 2016 the Trust had no annual leasing commitments.

21. Retirement benefits

The Trust operated two pensions schemes: a group personal pension scheme operated on behalf of the Trust by Legal & General Pensions Limited; and a final salary pension scheme operated by the Royal Borough of Kensington & Chelsea.

Money purchase scheme The Trust operates a group personal pension scheme that is compliant with Auto Enrolment legislation. The personal pension scheme requires a minimum level of contribution by the employee of 2%, with no maximum level of contribution outside the legislative thresholds. The Trust contributes between 2% and 8% of salary dependent upon the date of joining and the employee’s own contribution level for those members who opt to pay higher contributions.

Final salary pension scheme This scheme, the detailed results of which are given below, was closed to new members from the Trust with effect from 31 March 2006.

The employer’s pension contributions paid in the year were: 2016 2015 £’000 £’000

Final salary scheme 44 43 Money purchase scheme 58 58

102 101

The total pension contributions due from the Trust to the pension trustees at the end of the year are included within current liabilities (note 15), represent the last month’s contributions and amounted to:

2016 2015 £’000 £’000

Final salary scheme 3 4 Money purchase scheme 12 12

15 16

Final salary pension scheme

One member of the Trust’s staff belongs to the Royal Borough of Kensington & Chelsea Pension Scheme. The assets of this final salary pension scheme are held separately from those of the Trust. Pension costs in respect of employees who are members of this scheme are charged to the statement of financial activities so as to spread the cost of pensions over the service lives of employees.

The contributions are determined by a qualified actuary on the basis of triennial valuations using the projected unit method. The most recent valuation available, at 31 March 2013, was issued in March 2014 and indicated that, on the basis of service to date and current salaries, the funding level of the whole Borough scheme was 95%. The key assumptions were that the smoothed equity return is 6.9% per annum, that salary increases would average 4.5% per annum and that present and future pensions would increase at the rate of 2.7% per annum.

The actuarial valuation as at 31 March 2013 recommended an employer’s contribution rate of 12.0% plus a lump sum payment towards the scheme deficit of £21,000 per annum. Those funding rates were applied with effect from 1 April 2014.

21. Retirement benefits (continued)

International Accounting Standard 19 ‘Employee Benefits’ (IAS 19)

SORP 2015 does not permit adoption of IAS19 and mandates that defined benefit pension scheme assets and liabilities are stated in accordance with FRS102. However, the trustees do not believe that the assets and liabilities shown under IAS19 would be materially different from those that would be reported under FRS102.

An actuarial valuation of the defined benefit scheme was carried out as at 31 March 2016 by a qualified independent actuary on an IAS 19 basis. The rates applied at the year end under IAS19 may not coincide with the rates adopted by the Scheme actuary during the triennial valuation. The major assumptions at 31 March 2016 used by the actuary were:

2016 2015 2014

Price increases (RPI) 3.3% 3.3% 3.6% Price increases (CPI) 2.4% 2.5% 2.8% Salary increases 4.2% 4.3% 4.6% Pension increases 2.4% 2.5% 2.8% Discount rate 3.7% 3.4% 4.5%

The assets relating to the Trust’s participation in the scheme and the expected rate of return at 31 March 2016 were:

Fund value

2016 2016 2015 2015 £’000 % £’000 %

UK equities 110 3 166 4 Overseas equities 858 22 789 20 Global equities 1,876 47 1,851 47 Private equity 225 6 207 5 Property 205 5 146 4 Absolute return portfolio 445 11 459 12 Cash 236 6 307 8

Total 3,955 100 3,925 100

Balance sheet analysis 2016 2015 2014 £’000 £’000 £’000

Present value of defined benefit obligation (4,111) (4,368) (3,654) Fair value of scheme assets (bid value) 3,955 3,925 3,446

Net liability in balance sheet (156) (443) (208)


94 95

21. Retirement benefits (continued)

Reconciliation of opening and closing balances of the present value of the defined benefit obligation

2016 2015 £’000 £’000

Opening defined benefit obligation (4,368) (3,654) Current service cost (38) (40) Interest cost (147) (162) Change in financial assumptions 348 (611) Estimated benefits paid 104 112 Contributions by scheme participants (10) (13)

Closing defined benefit obligation (4,111) (4,368)

Reconciliation of opening and closing balances of the fair value of fund assets

2016 2015 £’000 £’000

Opening fair value of fund assets 3,925 3,446 Interest on assets 132 154 Return on assets less interest (40) 382 Administration expenses (3) (2) Employer contributions 35 44 Contributions by scheme participants 10 13 Estimated benefits paid (104) (112)

Closing fair value of fund assets 3,955 3,925

Revenue account costs 2016 2015 £’000 £’000

Current service cost 38 40 Net interest on defined liability 15 8 Administrative costs 3 2

Total service costs 56 50

23. Reconciliation of net movement in funds to net cash inflow from operating activities

2016 2015 £’000 £’000

Net movement in funds 504 6,955 Interest receivable (39) (26) Pension service costs net of finance costs 59 41 Contributions to defined benefits pension scheme (44) (34) Pension (gains) and losses (302) 228 Losses on disposal of fixed assets 1 - Depreciation 547 588 Valuation (surplus) - (6,868) (Increase)decrease in debtors (198) 2 Increase(decrease) in creditors due within one year 491 (116) (Decrease)increase in creditors due after one year (19) 187

1,000 957

24. Analysis of changes in net debt

At 1 April Cash Other At 31 March 2015 flows changes 2016 £’000 £’000 £’000 £’000

Cash at bank and in hand 204 911 (900) 215 Short-term deposits 4,481 10 900 5,391

Total 4,685 921 - 5,606

22. Post balance sheet events

Valuation uncertainty following the EU Referendum As noted in Note 11, following the Referendum held on 23 June 2016 concerning the UK’s membership of the European Union, a decision was taken to exit the European Union. We are now in a period of uncertainty in relation to many factors that impact the property investment and letting markets. Since the Referendum it has not yet been possible to gauge the effect of this decision by reference to transactional evidence in the market place. This uncertainty increases the risk that the critical estimates and assumptions made by the trustees in forming their opinion on the value of the Trust’s investment properties may prove not to be accurate.

Sports & Fitness activities The Trust is currently involved in an exercise to identify a preferred operating partner to manage its Sports & Fitness operations. It is anticipated that an operator will take over the trading activities towards the end of 2016.


96 97

25. Comparative figures: Statement of Financial Activities 2015

Statement of Financial Activities (including Income and Expenditure Account) for the year ended 31 March 2015

Note General Designated Restricted Total funds funds funds 2015 £’000 £’000 £’000 £’000

Income

Income from charitable activities Sports and recreational facilities 3 4,232 - 121 4,353 Learning activities 3 - - 449 449 Health & wellbeing contracts - - 187 187 Other grants and donations 3 - - 19 19

Income from investments Land and property rentals 2,697 - 2,697

Interest receivable 25 - 1 26

Other income

Property service charges 43 - 356 399 Miscellaneous income 32 - - 32

Total income 7,029 - 1,133 8,162

Expenditure Expenditure on charitable activities 26 5,670 283 1,059 7,012

Investment management costs Property overheads 27 460 16 359 835

Total expenditure 6,130 299 1,418 7,847

Net gains(losses) on investments 12 - 6,868 - 6,868

Net income(expenditure) before transfers 899 6,569 (285) 7,183

Transfers between funds 28 (684) 708 (24) -

Net income(expenditure) after transfers 215 7,277 (309) 7,183

Actuarial gains(losses) on defined benefit pension scheme 21 - (228) - (228)

Net movement in funds 215 7,049 (309) 6,955

Reconciliation of funds Balances brought forward at 1 April 2014 372 27,472 11,100 38,944

Balances carried forward at 31 March 2015 18 587 34,521 10,791 45,899


9899

Children's activities as part of the Portobello Green consultation.

26. Comparative figures: expenditure on charitable activities 2014/15

Sport and Health & Learning Futures Presents… Voluntary & Environmental Placemaking Total Fitness wellbeing* community & improvement & regeneration 2015 Sector Management Development £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000

Staff costs 2,292 187 364 80 86 73 233 78 3,393

Self-employed sessional workers 480 2 6 5 8 3 8 85 597

Repairs and maintenance 209 - - - - - - - 209

Utilities 208 - - - - - - - 208

Fixtures and fittings 68 1 1 - 10 - 17 - 97

IT, communications and digital platforms 183 4 16 9 13 15 15 22 277

Marketing 179 8 25 7 9 4 10 108 350

Cleaning 223 - - - - - - - 223

Insurance and other establishment costs 291 (6) 8 13 9 5 13 12 345

Grants awarded 16 - 86 20 - 33 - 173 328

Education activities and events - - 73 - - - - - 73

Cultural and community activities - - - 6 135 - 4 - 145

Strategic consultancy 10 - - - - - - - 10

Environmental improvement, development and management - - - - - - 81 9 90

Retail stock 27 1 - 1 1 1 1 1 33

Depreciation 547 1 3 2 3 2 4 2 564

Bank and security collection charges 40 - 1 - - - - - 41

Governance 14 1 2 2 2 1 5 2 29

2015 4,787 199 585 145 276 137 391 492 7,012

General funds 4,151 4 194 145 267 137 391 381 5,670

Designated funds 172 - - - - - - 111 283

Restricted funds 464 195 391 - 9 - - - 1,059

2015 4,787 199 585 145 276 137 391 492 7,012

* The Trust’s Health Trainers Service contract concluded during 2014/15.


100 101

27. Comparative figures: property management overheads 2014/15 General Designated Restricted Total funds funds funds 2015 £’000 £’000 £’000 £’000

Staff costs 230 - 104 334 Overheads and fees 84 - - 84 Improvements, repairs and maintenance 49 - 99 148 Utilities 2 - 60 62 Communications and marketing costs 62 - 3 65 Cleaning 17 - 45 62 Strategic consultancy - - 9 9 Insurance and other establishment costs 7 - 39 46 Depreciation 8 16 - 24 Bank charges 1 - - 1

460 16 359 835

28. Comparative figures: transfers between funds 2014/15 General Designated Restricted funds funds funds to (from) to (from) to (from) £’000 £’000 £’000

Transfers to reflect activities during the year Transfer to cover capitalised costs - 24 (24) Improvement works from designated fund 80 (80) -

Transfers to provide for future activities Provisions for reinstatement of sports playing surfaces and facilities (317) 317 - Provision for future grants (120) 120 Provision for office refurbishment (50) 50 Provisions for the maintenance of the estate (120) 120 - Funds allocated for development projects in future years (157) 157 -

(684) 708 (24)


29. Comparative figures: movement in provisions 2014/15

‘Bad debt provision Opening Provisions no Closing provision Additional Debts longer provision April 2014 provisions written off required March 2015 £’000 £’000 £’000 £’000 £’000

Rental debt 78 44 (8) (68) 46 Miscellaneous debt 9 8 (2) (3) 12 Sport debt 9 30 - (5) 34

Total 96 82 (10) (76) 92

Deferred income Opening Income balance at recognised Closing 1 April 2015 during the balance at (see note 30 year New deferral 31 March 2016 £’000 £’000 £’000 £’000

Sports and fitness advance bookings 116 (116) 123 123 Sports and fitness memberships 12 (12) 33 33

Total 128 (128) 156 156

102 103

30. Comparative figures: analysis of funds 2015

At 1 April Incoming Resources Transfers, At 31 March 2014 resources expended revaluations and 2015 unrealised gains (notes 28, 11 and 20) £’000 £’000 £’000 £’000 £’000

Restricted funds Investment property 493 - - - 493

Charitable buildings 10,217 - (295) - 9,922 Service charges 205 357 (350) - 212 Project funds 185 776 (773) (24) 164

11,100 1,133 (1,418) (24) 10,791

Unrestricted funds Other designated funds Investment buildings 5,572 - - 175 5,747

Charitable buildings 1,766 - (113) - 1,653 Refurbishment funds 1,630 - (145) 159 1,644 Project funds 27 - - 394 421 Development funds 756 - (34) (20) 702 Pension reserve (208) - (7) (228) (443)

9,543 - (299) 480 9,724

Revaluation reserve 17,929 - - 6,868 24,797 Accumulated fund 372 7,029 (6,130) (684) 587

27,844 7,029 (6,429) 6,664 35,108

38,944 8,162 (7,847) 6,640 45,899


31. Comparative figures: analysis of net assets between funds 2015

Investment Tangible Intangible Net Liabilities Total property fixed fixed current after 1 year 2015 assets assets assets and provisions £’000 £’000 £’000 £’000 £’000 £’000

Unrestricted funds Accumulated fund - 152 32 634 (231) 587 Designated funds 30,544 1,653 - 2,767 (443) 34,521

30,544 1,805 32 3,401 (674) 35,108 Restricted funds 493 9,922 - 376 - 10,791

31,037 11,727 32 3,777 (674) 45,899

Acklam Village during the Portobello Green Summer Festival.

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Addresses and advisorsMain addressesHead office 1 Thorpe Close, London W10 5XL Tel. 020 8962 5720

Westway Sports & Fitness Fitness Club, 3–5 Thorpe Close, London W10 5XL Tel. 020 8960 2221

Westway Sports & Fitness Sports Centre, 1 Crowthorne Road, London W10 6RP Tel. 020 8969 0992

Email/Website [email protected] www.westway.org

AdvisorsSolicitors Bates Wells & Braithwaite London LLP, 2–6 Cannon Street, London EC4M 6YH

Auditors Kingston Smith LLP, Devonshire House, 60 Goswell Road, London EC1M 7AD

Bankers Barclays Bank PLC, Corporate Banking Centre, Level 28, 1 Churchill Place, London E14 5HP

020 8962 5720

[email protected]

/WestwayTrust

@WestwayTrust

westway.org

Westway Trust

Registered Office: 1 Thorpe Close, London, W10 5XL

Registered charity number: 1123127

A company limited by guarantee number: 6475436

Westway Trust Annual Report

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Transcript of Westway Trust Annual Report