St. Paul's Community Development Trust - St. Paul's Community Trust

St. Paul’s Community
Development Trust
Annual Report
2008-2009

Chair’s Report
Once again we celebrate another year of progress and achievements - as well as recording some of the setbacks and
obstacles we’ve encountered along the way.
I would especially like to record my thanks to our staff, who have shown their capacity for hard work, creativity, flexibility, and
commitment to the Trust’s values. Staff continue to develop their knowledge and skills, gaining recognised qualifications and
joining in-house training - undertakings that almost always require commitment of time and resources beyond that of the
“normal working day”.
We undertook a major re-organisation of our management structure during 2008-09, which we hope has improved our
capacity for both specialised and interdisciplinary working. We have put a lot of effort into systems to improve communications,
internally and externally, for example, by relaunching our website, holding another successful staff conference, and
continuing to publish The Balsall Heathan community newspaper.
During the year the Children’s Centre and our School achieved excellent Ofsted reports, and Way Ahead staff were praised
for their “outstanding work” by the Big Lottery Fund, even though they were faced with not knowing whether there would be
money for their work to continue. We continued to promote the value of play and recreation for children and young people
of all ages, at the Children’s Centre and Nursery, through our wide range of services for primary-aged children, and in our
School and Youth Services. I am proud of this continuity which for me dates back to my first encounter with what was then
Malvern Street Adventure Playground in 1976!
As well as our staff, I would like to thank all the volunteers who help the Trust, not just those who do the hands-on work, but
those who give their time to the Board of Trustees, Committees, School Governing Body, and various working groups. Without
you, we could not keep the Trust going.
We are grateful to all those who have helped to fund our work during the year - Birmingham City Council, the Birmingham
and Solihull Chamber of Commerce, Heart of Birmingham Primary Care Trust, Connexions, BVSC, the Children’s Workforce
Development Council, Millichope Foundation, 1961 Trust, Douglas Turner Trust, Axa Insurance, West Bromwich Building Society,
the Learning and Skills Council, central Government departments and agencies, the Big Lottery, the National Probation
Service, the European Union, BBC Children in Need, and many other supporters and individual donors.
Gill Coffin
Chair of Trustees
St. Paul’s Community Development Trust
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Introduction
We hope this Annual Report gives a sense of what our Trust
is for, what it does, and how it does it, as well as setting
out achievements in 2008-9. This asks a lot from so few
pages, but since St. Paul’s began many years ago and is
now relatively big and complex, the framework is important
to understanding the snapshot of the past year.
By now, St. Paul’s has reached a position where it is
commissioned to manage some public services for the
whole neighbourhood. This is done, often, by funding or
supporting other agencies to undertake work at their own
bases throughout the area. At the same time, we still run
many services directly, on our own or other premises.
Forty years ago Balsall Heath was not only one of England’s
most deprived and derelict areas, it was also one which had
very few support services for children and families. There
were no nurseries or crèches; no play centres or youth clubs;
little by way of community events or amenities. Refusing
to accept this, some residents and volunteers founded a
number of small projects: a play group which later became
St. Paul’s Nursery; an adventure playground which has
turned into the multi-faceted Venture, and a ‘happy house’
which was the start of St. Paul’s School. In 1979 these small
projects were united in what is now St. Paul’s Community
Development Trust.
Over the years, our underlying aim has been to make Balsall
Heath a flourishing community and provide its families with
a fine range of services. St. Paul’s has set up and run many
activities itself – continuing as it did from the first, to offer
nursery and play care, youth and secondary school services.
The Trust has too, from the earliest days, organised whole
community projects such as ‘The Heathan’ community
newspaper and Balsall Heath Carnival, which still bring
joy to thousands of people. It is a source of pride, that St.
Paul’s has also given a first home to new projects that have
matured, and become independent agencies in their own
right. It is part of our ethos to work with others to bring about
regeneration – through joint plans and by supporting each
other’s work and development. Thus we support Balsall
Heath Forum and its partners, in creating and implementing
plans for the neighbourhood.
Increasing volumes and types of work, and therefore
more staff, could have led to fragmentation. The Trust
recognises the danger and has actively sought integration.
Considerable re-structuring has been done, and we now
have just three main sections: Children’s Services; School
and Youth Services and Central and Community Services.
We aim for close communication between these sections
and interlinked working. The goal is to provide high quality
services through greater specialisation, and by sharing
resources and expertise more effectively.
We intend our focus on integration to produce consistency
and reliability in services to families. It will help us to avoid
artificial boundaries - between term time and holidays,
between one professional and another, between one need
a client has and a second which could also be met. We want
to be an organisation, for example, which enables young
people to continue to learn, and to be looked after, when
the schools are closed, which understands that parents may
need a training scheme, and child care nearby as well, and
whose staff communicate quickly and effectively with each
other about how to get work done well for the community.
St. Paul’s continues its mission to close the gap between
Balsall Heath and less disadvantaged areas. The report
for 2008-9 shows that the Trust has made further progress
in extending and improving its own services, and has also
developed its work in support of other agencies, across the
neighbourhood.
Anita Halliday, Chief Executive.
2 St. Paul’s Community Development Trust

Children’s Services
Our Children’s Services Section illustrates both the Trust’s
work across the whole neighbourhood – and wider still –
and its own service delivery.
The Balsall Heath
Children’s Centre
Originally a government Sure Start programme, Balsall
Heath Children’s Centre has grown to include a much
larger area and nearly three times as many families as
it did seven years ago. It also now relates to all children
under five years, where at first the age limit was four years.
A demanding set of targets requires the Centre to improve
At the end of the year 2008-9 the Centre prepared for its first
‘Annual Conversation’, which is the equivalent to an OFSTED
inspection. Evidence in relation to all the required targets
had to be collated so that the achievements of the Centre
could be measured and evaluated. In addition, some of the
work – in the early years settings and other groups - was to
be observed by assessors. Parents receiving services from
the Centre contributed views in meetings. The report which
resulted from this inspection is excellent, confirming that the
outcomes of the work have quality across the board.
Space does not permit an account of all the services and
their achievements, but some can be mentioned to show the
range of the Centre’s activities. For example, our health and
family support team have organised healthy eating sessions,
supported The Phoenix Group for sufferers from post-natal
depression, and ‘Women Together’ classes as well as
‘Pregnancy Matters’ for promoting health before and after
childbirth. A Service Agreement with Heart of Birmingham
Primary Care Trust has funded Family Support work – with
a programme of home visits for new parents at the core of
this. The Centre has also continued its pioneering work in
using, and training others to use, the Common Assessment
Framework. This is part of the process of identifying and
the health of neighbourhood children and provide family
support services, to develop early years child care, and in
general to promote the Every Child Matters objectives under
Government and Local Authority plans. To carry out this work
the Centre collaborates with all the statutory, voluntary and
private agencies relating to children and families in Balsall
Heath.
St. Paul’s Community Development Trust
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locating support for children and families with complex or
serious needs. The Centre has now begun to help train
Social Work students.
A second important theme in the work of the Children’s
Centre is early years care and education. Again, the task
calls for help for nurseries and child care settings across
the neighbourhood, to develop their services. There are
statutory, voluntary and private nurseries in Balsall Heath,
and the Children’s Centre teacher supports all of these,
especially in curriculum matters. The Centre helps to
fund places for children with emergency or priority needs
and seeks to bring the practitioners together from time
to time to discuss joint concerns and interests within the
Sparkbrook Early Years and Family Support Network. The
Toy Library service is valued by all settings and tours the
neighbourhood. A new programme is supporting early
years staff in promoting Personal, Social and Emotional
Development of children. This supplements other work on
behaviour management and speech development. Finally,
an important part of the Centre’s work is providing crèches
and ‘stay and play’ for parents who do not have ongoing
child care, but want occasional care while they are attending
classes or meetings.
Towards the end of the year the Trust took on responsibility
for children who had attended Al Hira Nursery when it closed
at short notice. The Children’s Centre base at St. Barnabas
was turned into a 24 place Nursery, to the relief of parents. A
successful and smooth transition was made by staff, despite
the unexpected nature of the change.
St. Paul’s Nursery occupies the ground floor of the Centre’s
building and is a 56 place, year round, eight till six service.
In fact, it caters for far more children than is suggested by its
full-time capacity. Many attend only part-time, which means
that there are usually over 80 children and families served
during the 50 week working year. Our Nursery has built
considerable strength since gaining its present premises
and has achieved high occupancy rates throughout the
year. It has done so despite the difficulties of meeting needs
of parents for different kinds of part-time provision, and
the challenge of making child care affordable while also
ensuring that ends meet. St. Paul’s Nursery was very much
to the fore in helping Al Hira to survive – by finding ways of
cooking meals for their children, for example, as they have
no kitchen.
The Nursery staff have been researching ways of helping
children to accomplish easy transition to school – helped
by Park Hill School - and have been complimented on the
attainment of their leavers.
Also managed directly is the Chatterbox Playgroup, which
is based in Moseley, using premises which are shared with
one of the Trust’s playcare settings. This is a very popular
playgroup which again has high take up.
Government and Local Authority have emphasised and
supported staff development for the children’s workforce.
The Centre staff have been enthusiastic to benefit from this
– and the Trust is eager to share in this, so as to ensure high
quality services. This year several staff have been working
4 St. Paul’s Community Development Trust

to achieve degrees, others are seeking to qualify at NVQ 4
and NVQ 3 levels. In-house training has been increased
and extended at the same time, to enable incoming staff
to receive good calibre induction and achieve essential
qualifications.
overlap between the aims and objectives of this programme
and those of the Children’s Centre. This makes it both
possible and desirable for Children’s Centre and Extended
provision to be managed and administered together. Both
programmes, for example, require early years services and
support for parents and families. Both call for Every Child
Matters targets to be pursued. Both depend on multi-agency
working and close co-operation.
Schools at all levels from nursery to secondary and sixth form
have worked jointly on this programme. Activities have been
legion, including: safety (through cycling proficiency, for
example); health (through gardening and sport); achieving
(Forest Schools, Girls in Action and drama); citizenship
(Youth Council) and enterprise education (Young Apprentice
Competition). There have been holiday programmes, after
school clubs, breakfast sessions and weekend events.
Parents and families have been included, with activities
ranging from English courses to trips and family fun days.
The volunteers programme which began under Sure Start,
now includes any and all parents, and offers a wide range
of opportunities to experience work in a variety of community
placements. A volunteer training programme supports this.
Primary Services and
Extended Provision
‘Extended provision’ is again a neighbourhood-wide
programme, involving all schools in the area working as a
cluster, to offer services and activities before and after school,
at weekends and in holiday periods. There is considerable
The Venture is the principal base for St. Paul’s own services
for children of primary school age and their families. A major
change took place here in the course of the year when, as an
aspect of the restructure, Val Hart relinquished her post as
Head of Venture. Over her twenty year tenure, the Venture
has grown to be the unique, kaleidoscopic, Aladdin’s Cave of
activities and facilities it is today. A party with many friends,
volunteers and colleagues - past and present – marked Val’s
move to Central and Community Services where she is still
pursuing her other St. Paul’s job as Deputy Chief Executive
for the whole Trust. The Venture’s integration into Children’s
Services is assured through new management posts with
responsibility for provision for children over five years old
and their families.
St. Paul’s Community Development Trust
5

holidays. Venture runs play care at three settings in Moseley
as well as at its own base in Malvern St. Staff and managers
have shown much commitment and flexibility in moving
where and when they are needed. The services are much
appreciated by children and parents, but the struggle with
budgets is evident.
Play is, as it has always been, a keystone of Venture work.
In school holidays, as much as possible is offered to local
children. We were fortunate to receive funding from BBC
Children in Need to extend play sessions to more children,
and to be able to provide special trips, dance workshops
and sports activities. Funds were also contributed by
the City’s Inclusion Team, and these paid for extra staff to
support children with disabilities or learning difficulties. The
Extended Schools Cluster offered further additional activities,
creating a busy programme for the year.
The Venture maintains its programme for schools, especially
through environmental education at the Urban Farm where
refurbishment has continued throughout the year, including
new duck ponds and bird houses. The Soil Association
helped promote the Farm as a venue for schools to learn
about growing and eating vegetables and fruit. We have
a new and improved recycling collection point, and various
meteorological and other features! At the Calvary base in
Moseley there were also improvements – to the gardens
and outdoor play area – this time thanks to a Community
Chest grant. Many visitors have admired the remodelled
Play care is a large and onerous dimension of the Venture’s
work. It is support for parents who need children cared for
and given stimulating activities when they are working or
studying – after school as well as in holiday periods. Play
care is paid for by parents, and often they receive subsidy
from Working Families Tax Credit. However, making the
provision affordable and yet avoiding losses for the Trust
is a major problem. Staff management is very difficult,
because jobs are part-time during the term, and full-time in
Farm, and several weekend Open Days brought a host of
people in to do so, and to enjoy the varied activities provided
by Children’s Services’ staff.
Alison Moore (Head of Children’s Services).
6 St. Paul’s Community Development Trust

School and Youth Services
St. Paul’s School is probably the only one of its kind in the
UK. Set up to provide for young people who did not fit into
mainstream secondary schools, it has done a fine job of
supporting them towards success ever since. This is not
just the Trust’s view, but that of OFSTED inspectors; the Local
Authority which provides much of the funding; parents and
pupils. It is an independent school, but caters for pupils from
disadvantaged families who could not possibly pay fees.
Whatever the difficulties pupils have, the aim is to help them
succeed. The Trust’s restructuring has brought additional
texture and colour to this by weaving together the youth
service provision (both out of school activities and the Way
Ahead post-16 programme) and the School programme.
young people. Over the last couple of years additional
qualifications in subjects such as sports, media, food and ICT
have all been introduced – in fact we recently had notification
from the external assessors that, collectively, these subjects
will have amassed over 40 equivalent GCSE’s (grades A-C).
I would like to acknowledge the determined work of those
staff who have supported students in achieving these
wonderful results and I believe that it clearly demonstrates
the effectiveness of closer working relationships between
School and Youth Services. On a similar line, our work with
the Al Hira School is also progressing extremely well; the
The School has continued to be very popular; applications
outnumber places available by two to one! Working with a
year on year grant is inherently precarious, and negotiations
with the Local Authority have continued as our current
3-year grant comes to an end in 2010. Discussions have
progressed well, however, and the School has been offered
funding beyond this date, which will help us to secure
existing provision and continue to support the young people
we have so well catered for over many years.
No matter how uncertain the future has been, the staff have
always worked incredibly hard to develop the provision
offered and to increase accreditation opportunities for our
Way Ahead and Youth teams are providing programmes for
their pupils in PE and Arts & Media - it is hoped that next year
their Year 11s will achieve similarly excellent results in Btec
Sports as well as gaining numerous NOCN qualifications in
Arts & Media Studies.
It has been yet another exciting and challenging year in the
School and Youth Services department, with record numbers
of Year 11 pupils calling for innovation in timetabling as well
as in programmes of study! The ongoing development of
the curriculum in the School as described above, and of the
programmes offered by the Youth Services, has meant that
there has been a need for even greater sharing of resources
St. Paul’s Community Development Trust
7

(especially staff) than ever before. The continuing success
and long term future of these departments will depend
upon an even closer partnership internally as well as with
external providers – only in this way can the 11-19 curriculum
be effectively implemented, with a wide range of vocational
and enterprise subjects available alongside the foundation
subjects such as English and Maths.
The school year concluded once again with our annual field
trip in the rain to Wales. However, as we are now used
to these conditions it doesn’t seem to dampen our spirits!
Activities this year included mountain biking, fishing and
quad biking, which were all enthusiastically enjoyed by both
the young people and the staff. The last day of term also
saw our second successive annual celebration assembly
and it was wonderful to see so many people supporting
their children and the School. Our guest of honour this year
was Councillor M. Ishtiaq who helped present the prizes and
went away telling us what a good impression he had of the
School.
(NEET). The work has been developed over a long period
and is still very much needed. Currently, several grants
have been applied for and it is hoped that very soon we will
have good news. Supporting these young people as they
reintegrate into education and employment is a government
priority, and the final report from the Lottery described
Way Ahead’s work as ‘outstanding’. We have confidence
that we will be successful, and look forward to continuing
to develop the close partnership between the School
and Youth departments. We intend that all staff will have
ongoing contact with pre and post 16 young people. An
exciting aspect of this is that it will enable our young people
to continue to access much needed support while following
work related courses.
In April the Big Lottery Grant which funded Way Ahead’s
project for the past two years, came to an end. Way Ahead
is an important initiative working with young people who
have ‘dropped out’ of education, employment and training
Turning to our youth activities provision which offers evening,
holiday and weekend programmes for young people from
all parts of the community clubs and holiday work have
flourished this year with substantially increased numbers and
an improved range of activities. There are now established
girls’ groups that meet twice a week, and which include
young parents as well as school age young people. This club
is attracting between 30 to 40 participants per week, and
among other events, a successful fashion show has recently
taken place, as well as a residential trip for young parents
8 St. Paul’s Community Development Trust

and their children Both activities were partially funded by the
girls winning £150 in a young enterprise competition where
they had to design and sell T-shirts supporting campaigns
against gun and knife crimes.
The boys’ group has also had similar success with 40 plus
young people attending both Tuesday and Wednesday
youth clubs. The intention in September is to enter several
football leagues and currently football training is taking
place on Tuesday and Thursday evenings. Funding from the
Grantham Yorke Trust and from the Extended Schools cluster
has helped this to happen and we thank them for their
donations. Thank you , too, to everyone involved in helping
to make so many good things happen this year - particularly
the football volunteers who have been doing some excellent
work with local young people.
John Colwell (Head of School & Youth Services).
St. Paul’s Community Development Trust
9

Central and Community Services
The new structure of Central and Community Services has
benefited from the Trust’s overall re-organisation, separating
the role of Chief Executive from that of Head of Central
Services for the first time. The aim is to increase the potential
for specialist expertise while maintaining co-ordination and
projects with partners.
year. The 18-month programme, which earned in excess of
£1,000,000, saw the Trust supporting twenty organisations
in their own development as social enterprises. This work
kept the members of the finance team suitably busy for the
Central and Community Services illustrates clearly the
neighbourhood-wide work of St. Paul’s. Some services have
been developed over many years, some are still developing.
Work is sometimes for the whole area, sometimes for
particular agencies. At the same time a good deal of work
is mainly for departments of the Trust, which pay for it as part
of the cost of their own work.
life of the project. Our participation in this European Regional
Development Fund programme (managed overall by
Birmingham Chamber of Commerce and Industry) enabled
the Trust to develop its own capacity to provide other
organisations with services.
The areas of work covered by Central and Community
Services include: finance, personnel, payroll, administration
and reception, premises management and maintenance,
ICT, marketing and publishing, organisation of events,
training and volunteer provision, managing the Community
Punishment contract with the Probation Service, the Urban
Farm and recycling, as well as various kinds of co-ordination
and development.
The successful completion of the REALISE Social Enterprise
Microcluster project was something of a highlight in the
The 2008 annual staff conference was one of the most
successful events we have held. This was reflected in
feedback from participants. The event supported the
preparation of the Business and Development Plan.
The teamwork displayed by departmental and interdepartmental
groups was a testament to the effectiveness
of the Trust’s restructuring programme. The conference was
held at the Saffron Centre, a local venue which is run as a
social enterprise.
We have now completed the work of coordinating the
production of the 2009-14 Business and Development Plan.
It sets out a wide range of challenging and exciting targets
for development of individual departments and the Trust as
10 St. Paul’s Community Development Trust

a whole. The targets build upon the achievements of the
2003-8 Plan and they are underpinned by the Trust’s core
values. The Plan can be seen on the Trust’s website at www.
stpaulstrust.org.uk.
During the middle of the year we redeveloped and launched
an improved version of the Trust’s website. The new design
is a vast improvement on the previous version. It is easier for
users to upload their own content and there are a number of
features, such as a what’s on guide, latest news and image
galleries that keep the site looking attractive and stimulating
for those looking at the site. The number of visitors to the
site grew continuously. During January we received 576
hits. As new content was developed for inclusion on the
site, the number of visitors increased each month, reaching
3,751 in April. The website is a crucial tool for the Trust in
marketing its services and in providing key information to
those who want to find out more about us.
Central and Community Services took on the lion’s share of
organising and running the Balsall Heath Carnival, the area’s
biggest and longest running community event. The carnival
had an environmental theme that was used by participants
in the procession to show off the creativity of their groups. The
5,000 or so visitors to the site enjoyed a positive day with a
good atmosphere and great entertainment. Our other longrunning
whole community project, The Heathan, entered its
36th successful year of delivering community news.
We have developed an in-house training programme
for our staff and other organisations. We are now able to
offer accredited training in Health and Safety, Equality and
Diversity, Safeguarding, Food Hygiene and other areas. This
work has been supported by a grant from the Children’s
Workforce Development Council.
An ambitious IT development was the linking of St. Barnabas,
our outreach base on Clifton Road, to our IT systems via a
wireless connection. This has enabled staff using the base
to access the files and information that they need access
to when planning and delivering services. Additionally, we
have made improvements both to our IT systems, such as
upgrading our email servers and to our use of the systems
by introducing electronic diaries to enable the sharing of
information.
We have made physical improvements to the Farm. It now
has solar powered hand washing facilities, and thanks to
improved paving, it is more easily accessible to those with
mobility difficulties. The range of livestock on the farm has
also increased, with the pygmy goats proving to be a great
attraction. Sites staff have also been busy with keeping our
many other buildings and sites in good order. They have
worked with young people to improve the Youth Base and
created a new IT suite in the School, for example.
St. Paul’s Community Development Trust
11

Much of the progress described above forms the basis of
support already offered to partner agencies, or which we
intend to extend to them in the future. ‘Back office services’,
for example, have been provided to others for many years
(advice and/or supply of services for accounts, payroll,
personnel, site development and management, publishing
and ICT). More recently, the training we have created
and delivered through our own staff has been valued by
increasing numbers of other organisations from the statutory
as well as the Third Sector. General support in producing
policies, procedures, and the formation of new agencies
has taken place through our Development Agency work. We
now look forward to extending some of our website facilities
to others through a new joint website, and thus to improving
collaborative work still more. An important aspect of this,
we believe, will be devising a new quality assurance model
to enable small agencies to benefit from continuous support
in implementing their policies effectively and updating them
regularly.
on the success of our partnership work in the neighbourhood
and City-wide, and on the sound integrated working within
the Trust itself. Central and Community Services will do its
utmost to create the good communications, information
systems and support for good governance which fosters
success.
Ian Edwards (Head of Central & Community Services.)
We hope very much to gain a viable lease on the former
Clifton Junior building to help us achieve the ambitions set
out in our Business and Development Plan. This will depend
12 St. Paul’s Community Development Trust

LEGAL AND ADMINISTRATIVE INFORMATION FOR THE YEAR ENDED 31ST MARCH 2008
Trustees Gill Coffin Chair
Shashi Bhana Vice Chair
Manny Jaspal Treasurer
(Appointed 12th November 2008)
Rizvan Sadikot Vice Chair
Jacqui Ure
Judith Millington
Ron Vannelli
S Constance Perris
Keith Tatton
Alene Stone (Resigned 25th November 2008)
Mark Riley
Steve Ball
Sue Skillett
Pat Wing (Appointed 11th February 2009)
Chief Executive
Secretary
Registered
Office
Auditors
Dr Anita Halliday
Marion Ridsdill
St Paul’s Centre
Hertford Street
Balsall Heath
Birmingham, B12 8NJ
Burman & Co.
Bankers
Solicitors
Brunswick House
Birmingham Road
Redditch, Worcestershire,
B97 6DY
Lloyds TSB Bank plc
140 Alcester Road
Moseley
Birmingham, B13 8HT
Alliance & Leicester
Commercial Bank Plc
Bootle
Merseyside, G1R 0AA
United Trust Bank Limited
80 Haymarket
London, SW1Y 4TE
Shakespeares
Somerset House
Temple Street
Birmingham, B2 5DJ
Young & Lee
The Wharf
16 Bridge Street
Birmingham, B1 2JS
REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2009
The Trustees, who are also Directors of the Charity for the
purposes of the Companies Act, submit their Annual Report
and Audited Financial Statements for the year ended 31st
March 2009. The Trustees have adopted the provisions of
the Statement of Recommended Practice (SORP) “Accounting
and Reporting by Charities” issued in 2005 in preparing the
Annual Report and Financial Statements of the Charity.
Structure, Governance and Management
Governing Document
The organisation is a charitable Company limited by
guarantee, incorporated on 14th June 1979 and registered as
a Charity on the same date. The Company was established
under a Memorandum of Association which established
the objects and powers of the charitable Company and is
governed under its Articles of Association. In the event of
the Company being wound up members are required to
contribute an amount of £5.
Appointment of Trustees
The Directors of the Company are also Charity Trustees
for the purposes of charity law and under the Company’s
Articles are known as members of the Board of Trustees.
Under the requirements of the Memorandum and Articles
of Association the Trustees are elected to serve for a period
of three years after which they stand down and may stand
for re-election at the next Annual General Meeting. The
Trustees give their time freely and receive no remuneration
or other financial benefit.
St. Paul’s Community Development Trust
13

Trustee Induction and Training
New Trustees are given an induction pack which includes
Trustee responsibilities together with a copy of the
Memorandum and Articles of Association, structure of the
Trust and departments, staff hand book, latest business plan
and copies of previous annual reports.
Organisation
The Board of Trustees, which can have up to 20 members,
administers the Charity. The Board meets at least 4 times
a year and is responsible for the strategic direction and
policy of the Charity. A Chief Executive is appointed by the
Trustees to manage the day to day operations of the Charity
and also attends the Board meetings. To facilitate effective
operations, the Chief Executive has delegated authority,
within terms of delegation approved by the Trustees, for
operational matters.
Related Parties
The Charity has no significant related parties.
Purpose and Aims
Our Charity’s purpose as set out in the objects contained in
the Company’s memorandum of association are to benefit
the public by providing educational and leisure activities
to all those in Balsall Heath and surrounding areas but
especially for children and young adults.
The aims of our Charity are to improve the quality of life for all
those in Balsall Heath and surrounding areas by promoting
physical, mental and spiritual well being.
The Trustees confirm that they have referred to the guidance
contained in the Charity Commission’s general guidance on
public benefit when reviewing the Trust’s aims and objectives
and in planning future activities.
Ensuring We Achieve our Aims
Each year we monitor our aims and objectives for each
area of the Trust by evaluating the outcomes of our services
provided to see if we are benefiting those who use them or
have access to them.
Achievements and Performance
The Trust had major successes during the financial year as
follows:
· the REALISE Social Enterprise cluster led by St.
Paul’s earned over £1,000,000. This supported
twenty agencies working on a European Regional
Development Fund programme managed overall
by Birmingham and Solihull Chamber of Commerce.
It enabled the Trust to develop its own capacity to
provide other organisations with services, as well as
bringing funding to them over the eighteen-month life
of the project, for their own development
· the Children’s Centre and Extended Provision have
been combined under the leadership of our Head
of Children’s Services. This has been acknowledged
as a positive step towards integrated services both
locally and City-wide. The Integrated Quality Award
resulted from this, for the extended schools’ cluster
· following an Ofsted inspection in which the School
was graded ‘outstanding’ in several respects, further
advances have been made – introducing new
subjects and qualifications for pupils to aim at.
Continuous improvement is fundamental to sustaining
and growing our services. This means that a host of
achievements contribute to the good performance of the
organisation. Among these, our Early Years crèche and our
Nursery won Quality Awards. The Early Years Foundation
stage was introduced throughout our own settings, and our
Teacher supported the work on this new curriculum in other
neighbourhood nurseries. A new partnership with Al Hira
School has been forged by our School and Youth Service, who
have helped them to develop their curriculum. New youth
clubs have been initiated and holiday schemes for young
people increased. Youth Staff have made new opportunities
for accreditation available to many young people who were
not in education, employment or training.
A grant from the Children’s Workforce Development Council
provided additional resources to bring into being a formal
and ongoing training programme for our own staff, and
some from other agencies. This is OCN (Open College
Network) accredited and offers essential basic knowledge
across areas such as Health and Safety, Equality and Diversity,
Safeguarding, and so on. Linked with this, our annual staff
conference – held at a new local venue – updated all staff
on the latest government and Local Authority policies and
14 St. Paul’s Community Development Trust

practice. The Trust’s website was re-developed and relaunched
in the spring, as an aspect of a general upgrade
in communications through ICT and other means.
Some physical refurbishment took place. The principal
change was the remodelling of the Farm site, thanks to a
City grant. Youth staff helped by young people transformed
the Youth Base, and an ICT suite was created in the School.
The increased range and even higher quality of activities
throughout the Trust has resulted in high demand for and
growth of services – sometimes unexpectedly. The Children’s
Centre proved adaptable and efficient, for example, in
taking on support for Al Hira Nursery for a period when
its own premises and management became unavailable.
School, Nursery, and various settings have operated at, or
near to, full capacity, with more requests for places than can
be accommodated. Way Ahead Youth Service completed
its two year ‘contract’ (funded by the National Lottery) with a
good final evaluation from the funder, and then redesigned
its provision, for new groups. Demand is very high for
subsidised holiday play provision, but parents struggle to
afford after school and holiday play care. The Venture has
had great success in raising funds from charities – including
this year, Children in Need – but it is not possible to support
vulnerable children properly on this basis alone.
The Volunteer Co-ordinator has recruited and placed many
volunteers in a variety of agencies, supporting them in obtaining
access to training and jobs. Services require committed and
highly qualified staff if they are to be maintained and improved
to reach the best standards. The Trust is proud of its Investors
in People record, and the determination of its staff to pursue
personal development, despite the limited resources to help
with this. A number are studying for degrees (the government’s
objectives within Children’s Workforce development support
this). Many others have moved up various levels and across a
range of NVQ’s. One of the achievements of the year has been
the completion of the restructuring programme within our
organisation. This has reduced our six previous departments
to three, so that joint working and effective management is
enhanced. This process has taken over a year, but has been
accomplished relatively smoothly – a further testimony to the
professionalism and resilience of staff.
Plans for the Future
The Trust’s most important ambition for the coming years is
to restore the School to state maintained and recognised
status. Linked with this is the aspiration to gain a viable
lease or title to the former Clifton Junior School building,
so that provision for 14-18 year olds can be given fitting
accommodation, along with Social Enterprise support and
development, and co-located services for children, young
people and their families.
Work with and for other agencies is increasingly important.
Among other areas, St. Paul’s plans to amplify its basic
vocational training for employed staff, volunteers and
trainees. It will also continue to develop specialist training
for those working with children and young people, as with its
work in piloting the Common Assessment Framework. All this
can be offered to other agencies. In a parallel development
to the Trust’s own website, a new site for social enterprises
and third sector agencies will promote collaborative
initiatives, shared information and open opportunities. The
Trust also aims to extend its support other agencies with
quality assurance help, through specialist staff experienced
in, for example, human resources, finance, health and
safety, organisational development and safeguarding.
As far as operational improvements are concerned, the
strategic aim is to make further progress with partnership
working. This entails better collaboration with local and
City-wide partners from all sectors, over a wider range of
activities. It must be based in very sound integrated working
within St. Paul’s itself. This inter-departmental and interagency
co-operation will be the foundation for service
growth and development. It will yield specific benefits in
terms of curriculum, programme content, information and
communication systems, activities for all age groups, events,
staff knowledge and skills, and governance. The Trust’s
detailed Development Plan (2009-13) is available on the
website at www.stpaulstrust.org.uk.
Financial Review
The principal funding sources are detailed in note 3 to the
Financial Statements. The current year has seen a deficit of
£276,669 which includes a deficit on the school of £119,118
and Central and Community Services of £231,902. The deficit
on the school is due to continued reduced funding from the
Local Education Authority to run the school. The deficit on
Central and Community Services is due to continued spending
on developing the Trust and other Social Enterprises. The
funding for this development has been carried forward from
the previous two years. The remainder of the Trust ended
the year with a surplus of £74,351 which will be added to
St. Paul’s Community Development Trust
15

funds carried forward. The total funds carried forward stand
at £2,495,257 of which £1,310,619 is reserved to cover
depreciation and £181,000 is for other funds detailed in note
8. The remaining £1,003,638 will be enough to cover at least
two months running costs, any current deficits from inability
to achieve full cost recovery and continued development
work by the Trust.
Investment Policy
There are no restrictions on the powers of the Trustees to
invest the funds of the Charity. The current policy of the
Trustees is to have regard to income requirements and any
risks which have been identified and to retain any such funds
as are required in the short term bank deposit accounts.
When there are funds that are not immediately required
then they will be invested in suitable high interest accounts.
Reserves
Trustees have some restricted funds which are reserved
for specific contingencies (for example, the pension fund)
or specific project not yet completed. They have some
unrestricted reserves which they would aim to keep at a
level to cover two months running costs for the Charity to
ensure stability. The present level of funding is adequate to
support the continuation of the Trust for the medium term
and the Trustees consider the financial position of the Charity
to be satisfactory.
Funds Held as Custodian Trustee on Behalf of Others
The Charity manages and operates a bank account where
the funds held do not belong to St Paul’s Community
Development Trust. The balance on this account as at 31st
March 2009 amounted to £19,129. The fund is used solely
for payroll administration on behalf of organisations in the
local community.
Trustees’ Responsibilities in Relation to the Financial
Statements
The Trustees are required by company law to prepare
Financial Statements for each financial year which give a
true and fair view of the financial activities of the Charity, and
of its financial position at the end of that year. In preparing
those Financial Statements the Trustees are required to:
b. make judgements and estimates that are reasonable
and prudent;
c. state whether the policies adopted are in
accordance with the Companies Act 1985 and with
applicable accounting standards and statements
of recommended practice, subject to any material
departures disclosed and explained in the Financial
Statements;
d. prepare the Financial Statements on a going concern
basis unless it is inappropriate to assume that the
Charity will continue in operation.
The Trustees are responsible for keeping proper accounting
records which disclose with reasonable accuracy at any
time the financial position of the Charity and enable them to
ensure the Financial Statements comply with the Companies
Act 1985. They are also responsible for safeguarding the
assets of the Charity and hence for taking reasonable
steps for the prevention and detection of fraud and other
irregularities.
Statement as to Disclosure of Information to Auditors
So far as the Trustees are aware, there is no relevant audit
information (as defined by Section 234ZA of the Companies
Act 1985) of which the Charity’s auditors are unaware, and
they have taken all the steps that they ought to have taken as
Trustees in order to make themselves aware of any relevant
audit information and to establish that the Charity’s auditors
are aware of that information.
Auditors
A resolution proposing Burman & Co to be re-appointed
as auditors of the Charity will be put to the annual General
Meeting.
Approval
This report was approved by the Board of Directors and
Trustees on 8th July 2009 and signed on its behalf.
Gill Coffin Shashi Bhana Dr A J Halliday
Trustee Trustee Chief Executive
a. select suitable accounting policies and apply them
consistently;
16 St. Paul’s Community Development Trust

REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS
We have audited the Financial Statements on pages 7 to
16 for the year ended 31st March 2009 which have been
prepared on the basis of the accounting policies set out
therein.
This report is made solely to the charitable company’s
members, as a body, in accordance with S235 of the
Companies Act 1985. Our audit work has been undertaken
so that we might state to the charitable company’s members
those matters we are required to state to them in an auditor’s
report and for no other purpose. In the fullest extent
permitted by law we do not accept or assume responsibility
to anyone other than the charitable company and the
charitable company’s members as a body, for our work, for
this report, or for the opinions we have formed.
Respective Responsibilities of Trustees and Auditors
As described on page 5, the Trustees, who are also the
directors of St Paul’s Community Development Trust for
the purposes of company law, are responsible for the
preparation of the Financial Statements in accordance with
applicable law and United Kingdom Auditing Standards.
Our responsibility is to audit the Financial Statements in
accordance with relevant legal and regulatory requirements
and International Standards on Auditing (UK and Ireland).
We report to you our opinion as to whether the Financial
Statements give a true and fair view and are properly
prepared in accordance with the Companies Act 1985.
We also report to you if, in our opinion, the report of the
Trustees is not consistent with the Financial Statements, if the
charitable company has not kept proper accounting records,
if we have not received all the information and explanations
we require for our audit, or if information specified by law
regarding Trustees remuneration and transactions with the
company is not disclosed.
Practices Board. An audit includes examination, on a test
basis, of evidence relevant to the amounts and disclosures
in the Financial Statements. It also included as assessment
of the significant estimates and judgements made by the
Trustees in the preparation of the Financial Statements, and
of whether the accounting policies are appropriate to the
charitable company’s circumstances consistently applied
and adequately disclosed.
We planned and preformed our audit so as to obtain all
the information and explanations which we considered
necessary in order to provide us with sufficient evidence to
give reasonable assurance that the Financial Statements
are free from material misstatement, whether caused by
fraud or other irregularity or error. In forming our opinion we
also evaluated the overall adequacy of the presentation of
information in the Financial Statements.
Opinion
In our opinion the Financial Statements give a true and fair
view of the state of affairs of the charitable company as at
31st March 2009 and of its incoming resources, including its
income and expenditure, in the year ended and have been
properly prepared in accordance with the Companies Act
1985.
BURMAN & CO
CHARTERED ACCOUNTANTS
AND REGISTERED AUDITORS
REDDITCH
8th July 2009
We read the Report of the Trustees and consider the
implications for our report if we become aware of any
apparent misstatements within it.
Basis of Audit Opinion
We conducted our audit in accordance with International
Standards on Auditing (UK and Ireland) issued by the Auditing
St. Paul’s Community Development Trust
17

STATEMENT OF FINANCIAL ACTIVITIES
(INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT)
FOR THE YEAR ENDED 31st MARCH 2009
Incoming resources
Incoming resources from generated funds:
Note Unrestricted Restricted Total Total
Funds Funds 2009 2008
£ £ £ £
Voluntary income 2 14,471 12,650 27,121 11,630
Activities for generating funds: 465 465 238
Investment Income 4 60,144 60,144 48,007
75,080 12,650 87,730 59,875
Incoming resources from charitable activities:
Operation of Trust 3 513,414 2,669,497 3,182,911 3,143,261
Total incoming resources 588,494 2,682,147 3,270,641 3,203,136
Resources expended
Cost of generating funds 179 179 157
Charitable activities 454,378 2,972,951 3,427,329 3,110,624
Governance costs 59,901 59,901 119,802 134,737
Total resources expended 5 514,458 3,032,852 3,547,310 3,245,518
Net income /(expenditure) for the year 74,036 (350,705) (276,669) (42,382)
Net movement of funds 74,036 (350,705) (276,669) (42,382)
Fund balances brought forward at 1st April 2008 537,553 2,234,373 2,771,926 2,814,308
Fund balances carried forward at 31st March 2009 8 611,589 1,883,668 2,495,257 2,771,926
The statement of financial activities includes all gains and losses recognised in the year.
All incoming resources and resources expended derived from continuing activities.
18 St. Paul’s Community Development Trust

BALANCE SHEET
AS AT 31st MARCH 2009
2009 2008
Note
£ £ £ £
Fixed assets
Tangible assets 7 1,310,619 1,404,673
Current assets
Debtors 10 338,164 437,279
Cash at bank & in hand 1,119,599 1,204,774
1,457,763 1,642,053
Creditors (amounts falling
due within one year) 11 273,125 274,800
Net current assets 1,184,638 1,367,253
Total net assets 2,495,257 2,771,926
Funds
Restricted funds 1,883,668 2,234,373
Accumulated fund 611,589 537,553
Total funds 9 2,495,257 2,771,926
Approved by the Trustees on 8th July 2009 and signed on their behalf by:-
Dr A J Halliday Gill Coffin Rizvan Sadikot
Chief Executive Trustee Trustee
St. Paul’s Community Development Trust
19

CASH FLOW STATEMENT
FOR THE YEAR ENDED 31ST MARCH 2009
Note 2009 2008
£ £
Net cash (outflow)/inflow from
operating activities 1 (145,319) (45,590)
Returns on investments and
servicing of finance
Interest received 60,144 48,007
Capital expenditure
and financial investment
Payments to acquire tangible
fixed assets - (33,880)
(Decrease)/Increase in cash
in the year 2 (85,175) (31,463)
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31st MARCH 2009
2009 2008
£ £
1. Reconciliation of changes in resources to
net inflow from operating activities
Net incoming resources (276,669) (42,382)
Investment income (60,144) (48,007)
Depreciation charges 91,730 97,861
Loss on disposal 2,324 -
Decrease/(Increase) in debtors 99,115 (76,111)
(Decrease)/Increase in creditors (1,675) 23,049
(145,319) (45,590)
2. Analysis of net cash resources 1st April 31st March
2008 Cashflow 2009
£ £ £
Cash at bank & in hand 1,204,774 (85,175) 1,119,599
20 St. Paul’s Community Development Trust

NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31st MARCH 2009
(a) Basis of preparation
The Financial Statements have been prepared under the
historical cost convention and in accordance with the Statement
of Recommended Practices (SORP) ‘Accounting and Reporting by
Charities’, applicable Accounting Standards and the Companies
Act 1993.
(b) Company status
The Charity is a company limited by guarantee. The members of
the company are the Trustees named on page 1. In the event of the
Charity being wound up, the liability in respect of the guarantee is
limited to £5 per member of the Charity.
(c) Fund accounting
General funds are unrestricted funds which are available for
use at the discretion of the Trustees in furtherance of the general
objectives of the Charity and which have been designated for
other purposes.
Restricted funds are funds which are to be used in accordance
with the specific restrictions imposed by donors or which have
been raised by the Charity for particular purposes.
(d) Incoming resources
All incoming resources are included in the SOFA when the Charity
is legally entitled to the income and the amount can be quantified
with reasonable accuracy.
(e) Resources expended
All expenditure is accounted for on an accruals basis and is
recognised when there is a legal or constructive obligation to pay
for expenditure. All costs have been directly attributable to one
of the functional categories of resources expended in the SOFA.
Governance costs include those costs associated with meeting the
constitutional and statutory requirements.
(f) Grants
The Charity issues small grants to local institutions within the
Balsall Heath community to fund activities for children under 5.
Total small grants for the year amount to £13,250.
(g) Tangible fixed assets and depreciation
Until 31st March 1999 improvements to leasehold properties were
not capitalised because the cost of additions and improvements
were fully funded and those items were reflected in the income
and expenditure account. This policy complied with that requested
by previous funders.
Although the original cost of buildings is shown in the accounts,
the cost of additions before 1st April 2000 is not available. The
users of the accounts are principally the Trustees, parents of
children attending the school, local residents and various funders.
The Trustees consider the cost of carrying out a professional
valuation to include those assets at a value in the accounts to be
considerable compared to the limited additional benefits derived
by the users of the accounts.
Since 1st April 2000 all additions and improvements to leasehold
buildings are capitalised and depreciated.
Other tangible fixed assets are stated at cost. Depreciation is
calculated to write-off the tangible assets over their estimated
useful lives. The principal rates in use are:
Leasehold property
Motor vehicles
Furniture and equipment
Video and computer equipment
4% of cost
20% reducing balance
20% reducing balance
33.3% reducing balance
(h) Pension costs
The Charity operates a defined contribution scheme for the benefit
of its employees. Contributions payable for the year are charged
in the Income and Expenditure Account.
2. DONATIONS Unrestricted
£
Restricted
£
Total
2009
£
Total
2008
£
Millichope Foundation 2,500 2,500 2,500
29th May 1961 Charitable Trust 5,000 5,000 5,000
Douglas Turner Trust 3,000 3,000 3,000
West Bromwich Building Scoiety 250 250 3,000
AXA Insurance 585 585 3,000
Donations 3,136 3,136 1,130
Children in Need 12,650 12,650 -
14,471 12,650 27,121 17,630
St. Paul’s Community Development Trust
21

3. INCOMING RESOURCES FROM ACTIVITIES TO FURTHER THE CHARITY’S OBJECTS
Unrestricted
£
Restricted
Directorate of Children, Young People and Families
Education 695,667 695,667 500,000
Early Years and Childcare 99,302 99,302 97,355
Early Years and Childcare-3/4 years 45,835 45,835 45,171
Early Years and Childcare-Resources 1,627 1,627 2,192
Birmingham Youth Service 127,606 127,606 35,877
Community and Play - 90,107
Early Years and Service Integration-Children’s Centre 104,000 104,000 115,750
Early Years and Service Integration-Surestart 725,862 725,862 731,645
Other small grants 18,056 18,056 48,754
Early Years and Childcare-Capital - - 40,703
Birmingham Chamber of Commerce ERDF 448,205 448,205 482,830
National Probation Service 46,810 46,810 45,892
Core Skills Development 2,825 2,825 -
Birmingham Children’s Fund 24,957 24,957 32,482
Connexions 7,837 7,837 1,970
Pupil connect 4,000 4,000 5,594
Peers Early Education Partnership 400 400 -
Birmingham Voluntary Service Council 4,960 4,960 36,234
Extended Schools Cluster 3,000 53,317 56,317 57,688
Eve Brook Scholarship Fund - 1,500
Heart of Birmingham Primary Care Trust 101,280 101,280 63,183
Local Network Fund - 6,829
Arts Council 500 500 -
Media Box 2,159 2,159 6,000
Neighbourhood Learning in Deprived Communities Fund 11,012 11,012 9,100
Children’s Workforce Development Council 20,975 20,975 5,772
Big Lottery Fund 74,567 74,567 94,450
The Digbeth Trust - 1,600
Muath Trust Development Agency - 565
Sale of services 509,989 46,809 556,798 580,669
Other Income 25 1,329 1,354 3,349
£
Total
2009
£
Total
2008
£
513,414 2,669,497 3,182,911 3,143,261
4. INVESTMENT INCOME 2009
£
2008
£
Interest receivable on UK cash deposits 60,144 48,007
22 St. Paul’s Community Development Trust

5. TOTAL RESOURCES EXPENDED
Basis of
Allocation
Youth and
Adult
Services
£
Central and
Community
Services
£
Children
and Family
Services
£
Total
2009
£
Total
2008
£
Costs of generating funds
Costs of generating voluntary income
Postage & stationery Direct - - 62 62 57
Event costs Direct - - 117 117 100
Charitable Activities
Costs directly allocated to activities
- - 179 179 157
Staff costs Direct 560,608 156,118 1,171,567 1,888,293 1,867,814
Furniture, renewals and
refurbishment Direct 4,724 15,321 5,282 25,327 21,696
Books, equipment &
education materials Direct 46,121 - 39,138 85,259 72,697
Depreciation Direct 25,429 - 64,107 89,536 94,844
Loss on disposal Direct 1,200 - 884 2,084 -
Other costs Direct 146,791 513,072 305,038 964,901 699,419
Support costs allocated to activities
Staff costs Income Rec. 101,729 30,351 158,503 290,583 279,916
Books, equipment &
education materials Direct - 1,834 - 1,834 492
Premises Income Rec. 12,177 2,736 18,289 33,202 24,752
Bank and professional IR/Direct 1,240 68 3,325 4,633 4,742
Depreciation Direct - 2,194 - 2,194 3,017
Loss on disposal Direct - 239 - 239 -
Other costs IR/Direct 11,642 3,901 23,701 39,244 41,235
911,661 725,834 1,789,834 3,427,329 3,110,624
Governance
Staff costs Actual 35,588 - 71,742 107,330 122,024
Premises Costs Income Rec. 1,976 - 5,439 7,415 7,416
Audit Actual 1,547 940 2,570 5,057 5,297
39,111 940 79,751 119,802 134,737
950,772 726,774 1,869,764 3,547,310 3,245,518
Central and Community Services provides maintenance, financial support and other services to all other departments . The costs of these
services are recharged based on the initial budget set out at the beginning of the year.
During the year to 31st March 2009 Central and Community Services also includes costs attributed directly to the Micro Cluster Project.
St. Paul’s Community Development Trust
23

NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31st MARCH 2009
6. STAFF COSTS
2009 2008
£ £
Salaries & wages 1,982,297 2,047,450
Social security costs 157,490 155,233
Pension costs 70,350 67,071
2,210,137 2,269,754
No employees received remuneration of more than £60,000.
The average number of employees during the year, calculated on the basis of full time equivalents
was as follows: 2009
No.
2008
No.
Direct charitable work 101 113
Management & administration 10 10
111 123
No members of the Board of Trustees received any remuneration during the year.
24 St. Paul’s Community Development Trust

7. TANGIBLE FIXED ASSETS
Leasehold
properties
£
Motor
vehicles
£
Furniture &
equipment
£
Video &
computer
equipment
£
Cost
At 1st April 2008 1,939,236 56,826 262,057 102,988 2,361,107
Disposals (14,810) (99,967) (33,440) (148,217)
Additions -
Total
£
At 31st March 2009 1,939,236 42,016 162,090 69,548 2,212,890
Depreciation
At 1st April 2008 625,925 41,912 193,289 95,308 956,434
Loss on Disposal (14,649) (99,365) (31,879) (145,893)
Charge for the year 73,108 2,951 13,634 2,037 91,730
At 31st March 2009 699,033 30,214 107,558 65,466 902,271
Net Book Value
At 31st March 2009 1,240,203 11,802 54,532 4,082 1,310,619
At 31st March 2008 1,313,311 14,914 68,768 7,680 1,404,673
The leasehold property is leased from Birmingham City Council. The school buildings are on a site leased for 99 years from 1 January
1997. The Venture, SureStart and Farm buildings are on a site leased for 25 years from 23rd June 2000.
The buildings are insured for £4,007,474
8. STATEMENT OF FUNDS
Unrestricted
funds
£
Sickness,
maternity &
redundancy
(Restricted)
£
Pension
fund
(Restricted)
£
Job
Evaluation
fund
(Restricted)
£
Restricted
funds
£
Balance at 1st April 2008 537,553 26,000 55,000 100,000 2,053,373 2,771,926
Total
funds
£
Net incoming resources 74,036 - - - (350,705) (276,669)
Balance at 31st March 2009 611,589 26,000 55,000 100,000 1,702,668 2,495,257
St. Paul’s Community Development Trust
25

9. ANALYSIS OF NET ASSETS BETWEEN FUNDS Unrestricted
funds
£
Restricted
funds
£
Fund balances at 31st March 2008 are
represented by:
Tangible fixed assets 1,310,619 1,310,619
Current assets 611,589 846,174 1,457,763
Current liabilities (273,125) (273,125)
Total
£
Total net assets 611,589 1,883,668 2,495,257
10. DEBTORS 2009
£
2008
£
Trade debtors 235,868 139,266
Other debtors 6,780 2,746
Prepayments 24,455 17,685
Accrued income 71,061 277,582
338,164 437,279
11. CREDITORS (AMOUNTS FALLING DUE WITHIN ONE YEAR) 2009
£
2008
£
Trade creditors 25,422 65,371
Social security & taxes 45,953 46,236
Accruals 75,043 43,817
Other creditors 93,032 91,156
Deferred income 33,675 28,220
273,125 274,800
12. DEFERRED INCOME 2009
£
2008
£
Balance as at 1st April 2008 28,220 31,767
Transfer from Income and expenditure account 33,675 28,220
Released to Income & Expenditure (28,220) (31,767)
Balance as at 31st March 2009 33,675 28,220
Deferred income relates to funds received in advance for 2009/2010
26 St. Paul’s Community Development Trust

Thanks To All Who Helped Us
Many agencies, Trusts and individuals have helped us with finance donations, gifts in kind and voluntary work or
advice during the year. We thank all of them for the contracts, funds and other resources which have made the Trust’s
work possible: 29th May 1961 Charitable Trust, Arts Council, AXA Insurance, Big Lottery Fund, Birmingham Chamber
of Commerce, ERDF, Birmingham Children’s Fund, Birmingham International Airport, Birmingham Voluntary Service
Council, Black Country Museum, Cadbury World, Children in Need, Children’s Workforce Development Council,
Connexions, Core Skills Development, Directorate of Children, Young People and Families, Douglas Turner Trust,
Eve Brook Scholarship Fund, Extended Schools Cluster, Fare Share Community Food Network, Hasbro Toys, Heart
of Birmingham Primary Care Trust, Jarman Charitable Trust, Kicha Bi, Local Network Fund, Marks and Spencer,
Media Box, Mercian Trust, Millichope Foundation, Morrisons, Muath Trust Development Agency, National Probation
Service, Neighbourhood Learning in Deprived Communities Fund, Peers Early Education Partnership
Pupil connect, The Digbeth Trust, Think Tank, West Bromwich Building Society
Our Board of Trustees and its committees (Sure Start Children’s Centre Board, Venture Management Committee,
School Governors and Nest Committee) are made up of volunteers giving up their time, thoughts and labour. They
accept great responsibility for governance planning and care. Without them there could not be the Trust. Many
other volunteers – listed here – have our grateful thanks for their many practical contributions to our work. We hope
they will realise how valuable this is and be able to continue their generous help.
St. Paul’s Community Development Trust
27

Staff & Volunteers
Senior Staff
Alison Moore
Anita Baldwin
Anita Halliday
Clive Phillips
Elaine Hanrahan
Fuazia Azad
Ian Edwards
Jan Burley
John Colwell
Julie Eaton
Kathryn Day
Marcia Vizor
Marion Ridsdill
Noreen Khan
Paula Paton
Sarah Gallagher
Suzanne Downer
Tracey Newton
Valerie Hart
Central & Community
Services
Attila Szabo
Aumar Rashid
Daniel Teckle
Hywel Williams
Jabeen Malik
John Bealt
Laura Szendy
Mark Houldcroft
Martyn Yates
Michael McIntosh
Neil Munro
Pamela Homer
Patsy Stewart
Paula Lascelles
Peter Cole
Peter Owusu
Ruksana Parveen
Selina Brown
Shabina Bi
Steve Gardner
Children’s Services
Abeda Muktadir
Adelle Blackstock
Alison Cullen
Alyson McCusker
Amrita Bhattacharjee
Angela McNicholas
Angela Paul
Angela Smith
Asima Bi
Aysha Khanum
Charmaine Leach
Cherylann Miah
Cordelia Smith
Dalal Olewa
Daniel Sharpe
Debra Style
Diane Young
Emily Roden
Errol Thomas
Farah Naz
Fazia Bensiali
Felicity Gannon
Fiona Gallagher
Gareth Burt
Gemma Hamill
Haleema Idris
Hannah Ursell
Hayley Roberts
Hazha Salih
Helen Russell
Henna Rahman
Iffat Karamat
Iggmal Ebraham
Ihtifadh Saeed
Iram Rashid
Iram Saeed
Jabina Akhtar
Jackie Innis
James Brookes
Jane Avery
Jasmine Burley
Jennie Williams
Jo Hill
John Brown
Julie Trombley
Kara Harris
Karen Jeffrey
Katalya Moxham
Kathleen Smith
Lewis Vizor
Lisa Poole
Marie Humphriss
Meacarla Lindsay
Mehreen Ayaz
Melanie Tovey
Merfat Hashem Sulaiman
Nabila Bi
Nadia Sharif
Nargis Osman-Ghani
Nasim Jan
Nasra Abdi
Nazia Bi
Nazma Ayub
Nisha Sharma
Patricia Lewis
Rebecca Baldwin
Rehana Bibi
Rehana Rasool
Rhonda Packwood
Rizwan JanMohammed
Rosie Day
Saaleh Mahmood
Sabreena Ali
Saima Shazady
Saira Hussain
Saleh Yafai
Sally Williams
Sam Hines
Samantha Bennett
Sarah Trombley
Sayma Bibi
Shabana Akhtar
Shabnam Gulzar
Shabnam Kauser
Shanaz Bibi
Sharon Healey
Sobia Razaq
Sundip Lall
Taira Parveen
Tom Smyth
Val Hulme
Wahida Kauser
Yvonne Francis
Zainab Ibrahim
Zainab Jan Bi
Zainab Khan
Zakra Bibi
School & Youth Services
Abigail Delaney
Andrew Gilbert
Angus Holliday
Becky Williams
Carol Booth
Charlotte Thorpe-Mathias
Clara McFadden
Dawn Kerr
Debra Sutton
Dennis Hammond
Emdadur Choudhury
Francis Cooper
Helmi Bayoomi
Jasbir Kaur
Jodie Green
John Khan
Julliette McIntosh
Mark Wilkinson
Mical Humes
Paul Woolcock
Rachel Jones
Selina Assaggaff
Sonia Gilbert
Steve Miles
Thieba Bibi
Volunteers
Aisha Garwood
Alexander Bradley
Ann Malik
Asma Mothanna
Aziza Ansari
Betty Thornicroft
Bhupinder Singh
Cardia Henry
Christina Russell
Dikrayat Al-Abduli
Farah Malik
Fatima Malik
Genevieve Jordan
Jenny Hurst
Jillian Wakelam
Kim Doherty
Margaret Mbugoniwia
Mirfat Abraham
Mohammed Chowdhury
Nasreen Akhtar
Parveen Nahar
Pat Johnson
Polly Hackett
Portia Stinchcombe
Prapin Holmes
Redeate Belete
Rehana Shah
Rizvan Ismail
Ron Ford
Rupiben Khunti
Sahlia Dawood
Sana Abdo
Sandra Stevenson
Shamim Akhtar
Shella Fasal
Subeya Shaikh
Syeda Hakim
Thabassam Raza
Tina Thomas
Uzmah Naz
William McCabe
Yasmin Ahmed
Note: Staff and Volunteers who worked for the Trust between April 08 - March 09
28 St. Paul’s Community Development Trust

Staff Team
St. Paul’s Community Development Trust Annual Report 2008-2009
Hertford Street Balsall Heath Birmingham B12 8NJ Telephone 0121 464 4376
Registered in England & Wales No: 1 4 2 9 7 0 7 Charity Registration No. 5 0 8 9 4 3
www.stpaulstrust.org.uk E-Mail: administration@stpaulstrust.org.uk