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2021-03-31-accounts

The FOYER Federation A N N U A L R E P O R T 2 0 2 0 - 2 1

I N T R O D U C T I O N

C O N T E N T S

The Trustees (also referred to as Directors per the Companies Act 2006) are pleased to present their annual Trustees’ report together with the financial statements of the charity for the year ending 31st March 2021, which are also prepared to meet the requirements for a directors’ report and accounts for Companies Act purposes.

The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and Accounting and Reporting by Charities, Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102).

The structure, governance and management section include a reference to related party transactions in note 5 and all Trustees give of their time freely and no Trustee remuneration was paid in the year. Details of Trustee expenses and related party transactions are disclosed in note 4 to the accounts. Trustees are required to disclose all relevant interests and register them with the Company Secretary and in accordance with the Foyer Federation Charity policy, and to withdraw from decisions where a conflict of interest arises. The Treasurer of the Foyer Federation, Sabira Kanji is also the Director of Finance for SEUK and has complied with the governance of related party transactions.

C O N T E N T S
CHAIRS REPORT 2-3
OUR IMPACT 4-7
OUR VISION, MISSION, VALUES AND OBJECTIVES 8-9
THE IMPACT OF COVID-19 10
JOEL LEWIS APPOINTED CHIEF EXECUTIVE 11
OUR ACTIVITIES 12-13
OUR ACHIEVEMENTS AND PERFORMANCE 14-18
OUR FINANCIAL REVIEW 19
OUR FUTURE PLANS 20-24
OUR FINANCIAL STATEMENT 25-34
LEGAL AND ADMINISTRATIVE INFORMATION 35
OUR MEMBERS 36
THANK YOU 37

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WE HAVE EMERGED STRONGER WITH A CLEAR MISSION AND VISION

C H A I R S R E P O R T

“What a year” – a phrase so often said but perhaps never before with the same emphasis. In the last 12-18 months we have lived through the greatest health crisis of a generation. A plague which has affected everyone; their lives, their families, their friends and global society as a whole. A plague that discriminates. That affects those who are experiencing homelessness, those already suffering underlying health conditions and those of different ethnicities disproportionately.

At the Foyer Federation, we look at things through a different lens. Our lens is Advantaged Thinking – an approach that seeks to optimise peoples assets rather than dwell on any perceived deficits. An approach that lifts the individual to achieve more rather than be labelled by challenges. When viewing the last year through an Advantaged Thinking lens, what do we learn? We learn that communities can solve some of their own problems and can work together for the benefit of all; that they care about one another; and that where there exists an environment that nurtures, provides dignity and opportunity, then young people experiencing homeless can flourish and thrive. Perhaps we can see initiatives now to perpetuate this approach beyond the pandemic and truly level up societal opportunity.

For myself, this is a poignant report. It is my final one as Chair and as I write we are recruiting my successor. I have spent my two terms getting to know the Foyer ethos and methodologies, understanding the value they bring to society and the Foyer Federation’s place in convening, pushing and helping to support this invaluable work. It has been a mixed period. Like so many organisations we went through a period of financial instability, and without a supportive and committed Board we would not have come through. Above all, we found in Joel Lewis an excellent Chief Executive who has been running the Federation for the last two years and who has recruited such an able and determined team. Under Joel’s guidance we have delivered on the goals of the seven-year strategy I inherited six years ago and have constructed a new three-year strategy to take us forward.

We retrenched during this time to a minimum viable offering for our members which enabled us to weather the storm, and we have emerged stronger with a clear mission and vision that Foyers and funders alike have embraced. Joel uses the metaphor of building the Home for Advantaged Thinking and the team have moved from clearing the site to laying the new foundations, and they have already completed the first floor, ensuring the budget will allow completion.

From a Board perspective we have shifted the gender bias to female, and recruited some excellent members representing our network, the funding community and those with detailed knowledge of youth and youth homelessness. I hope that by the time I leave we will have recruited successfully our first young Trustees with support to help them make the transition to governance of their organisation. We will continue to ensure that these members are representative of the individuals we serve and the diversity of our communities.

The achievements of the team are clearly reflected in this report but also in the new funding and relationships they’ve secured to implement the strategy going forward. They are impressive for any team, but for one so small an achievement of great significance. I leave the organisation in a growth and impact cycle and know that it will continue to thrive through the team’s efforts and under the guidance of a new Chair capable of working to optimise its potential. May their impact with young people continue to grow.

Andrew Croft Chair of the Board

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O U R I M P A C T
OUR IMPACT
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THE FOYER COMMUNITY

S TA F F
AT T R I T I O N
16%
5% decrease
AGED 18-20
46%
5% decrease
AGED 21-25
21%
(same)
18.5%
from an ethnic
minority
S TA F F T R A I N E D
I N A S S E T- B A S E D
W O R K I N G
80%
8% increase
S TA F F T R A I N E D
I N C O A C H I N G
63%
56% increase
L E N G T H
O F S TA Y
70
WEEKS
16 week increase
AGED 16-17
33%
(5% increase)
22%
(same)
Justice system:
6%
(5% decrease)
Refugee/
unaccompanied minor:
51%
(5% increase)
Diagnosed mental
health problem:
28%
(same)
Care leaver:
46%
(4% increase)
Issues with substances
or alcohol misuse:
8%
(5% decrease)
ESOL:

YOUNG PEOPLE’S PROGRESS

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(4% increase)
(6% increase)
(1% increase)
(2% increase) (3% increase)
94%
91%
86% (15% increase)
83% 83%
69%
(3% increase)
50%
Personal Finance Social Skills Health Housing Employment Education
development
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Eviction rate Started Started
(same) part-time work full-time work
(6% increase) (same)
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Started an In employment on exit
apprenticeship/traineeship (6% increase)
(4% increase)
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*The 2020-21 data is based on figures from 16 services supporting around 900 young people, compared to 17 services supported around 1000 young people in 2019-10.

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WHAT ARE YOUR HOPES FOR YOUNG PEOPLE IN 2021?

OUR MEMBERS SAY...

FOR Youth is extremely useful as Staff that attend leadership it allows us to discuss our service training or innovation day with an impartial service which sessions feel re-energised supports us to embrace progress and motivated. This can and structure this. act as a kick start for some really good work. Staff need to spend this time away from the Foyer Advantaged Thinking is embedding to realise why they do what a better, inclusive way of working they do and how they play with young people as communities such an important role in often focus on the disadvantaged making sure each resident elements of a young person’s succeeds.

Interacting and building relationships with staff across the network is invaluable and helps staff develop their practice which in turn provides a better service to young people. For young people, the opportunity to recognise achievements and be involved in activities and change is vital to build their confidence and resilience as well as changing society’s view of young people.

Advantaged Thinking is embedding a better, inclusive way of working with young people as communities often focus on the disadvantaged elements of a young person’s journey.

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mental health
80%
employment
46% housing
44%
89.5% of young people 81% of young people want
feel confident to share their to contribute to leadership in
thoughts with their Foyer the Foyer
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YOUNG PEOPLE SAY...
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The three biggest challenges facing young people today are:
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89.5% of young people feel confident to share their thoughts with their Foyer

48% want to get involved in decision making

85% see things change as a result

Better mental health services. For job opportunities to open up, seek help for mental health and for covid to end. To be brave and I hope they do your best. understand that Given more opportunities things will get rather pressure from society. difficult but they won’t always be For adults to that way. If they have ambitions then take young people to stop at nothing to achieve them. seriously! My wish would be for young people to open up and talk more about mental health.

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Independence and pride.
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OUR VISION

At the Foyer Federation, our vision is a truly equitable society in which young people have an equal chance to realise their power and purpose. We believe that a person’s strengths, not their circumstances, should shape their future.

We look forward to a future in which all young people take complete ownership and leadership of their futures, and develop the strengths and talents needed for a fulfilling life.

OUR MISSION

We want young people to thrive – not just survive. All young people should have the chance to realise their potential, harness their power and achieve a fulfilling, loving, sustainable adulthood.

OUR VALUES

We have five core values that every member of our team upholds in all aspects of our work:

Authentic

Loving

Brave

Love is at the heart of all we do. It means genuinely looking out for the world around us, and knowing when to be tough and when to be kind.

Authentic leadership is about sticking to your values, being comfortable in your own skin and not trying to be someone you’re not.

Courage is about having the quiet inner confidence to stand up for what really matters to you.

We work with young people experiencing or at risk of homelessness through a UK-wide network of Foyers, which provide safe accommodation and a nurturing environment in which residents can live, learn and work.

Our mission is to offer innovation, programme delivery and capacity-building support to ensure the Foyer network continues to secure the best outcomes for 16-25-year-olds who can’t live at home. Through our quality development framework, engaging programmes and targeted training, we model a whole-person approach to empowering young people.

Advantaged Thinking is our asset-based philosophy and it guides everything we do, encouraging young people to aim high, dream big and fulfil their ambitions. It focuses on young people’s strengths and talents and asks them to view their futures through that lens rather than using deficit-based labels and perceptions.

Maverick

Mavericks are born to be original, quirky and maybe even a bit unpopular to shake things up and make them better.

Savvy

Savviness isn’t a science; it’s a mindset. It’s about being smart and creative, while keeping one eye on the now and one at the end of the game.

OUR OBJECTIVES 2014-2021

Our strategic seven-year plan centered around the following four objectives:

The Charity Commission’s guidance on public benefit, in accordance with section 17 of the Charities’ Act 2011, sets out two key principles:

Trustees have reviewed the vision and mission of the charity in the light of this guidance and have been mindful of it when setting the aims and objectives for the coming year. They believe the activities of the Charity and the achievements detailed in this report clearly demonstrate that the Charity meets both these requirements.

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THE IMPACT OF COVID-19

The year 2020-21 was defined by the Coronavirus pandemic and the lockdowns and restrictions put in place to handle the crisis. For the Foyer Federation and its members, there were both positives and negatives that stemmed from this most unusual year.

The pandemic prompted us to deepen our listening practices with young people to ensure our response – both short and longer term – was the right one. We ran our first Big Questions survey to take the temperature of young people experiencing homelessness and to understand better the unique challenges they were facing. This survey is now held every six months and informs our priorities as a charity.

Social distancing and travel restrictions meant that training, FOR Youth visits and network meetings could not take place face to face, so we adapted and moved online instead. This necessity has been a fantastic opportunity for staff and young people to learn new digital skills and has opened up fresh possibilities in how we work with our members longer term.

The lack of in-person contact with our network also served as a catalyst for rethinking our community offer, opening up conversations about how we might more effectively provide opportunities that benefit the different audiences in our membership. This includes increasing accessibility and value of travel for those services in farther-flung locations, involving the wider sector regularly to share inspiration and influence, and holding separate events specifically targeted at delivery staff and managers to cater to their differing priorities.

Although the annual Room for Young People conference and awards couldn’t take place in person, we celebrated the achievements and tenacity of young people during the pandemic through an online ceremony – complete with big sparkly envelopes, live DJs and dancing!

Finally, the response of the sector, and our network in particular, to the pandemic highlighted the power of Advantaged Thinking practices during difficult times. We see this in several ways – not least in the creativity Foyer staff showed by thinking outside the box to engage young people during lockdowns, social distancing and rules of six. It’s in the data too: an increased amount of young people made progress in their personal development, social skills, health and housing outcomes, and there was a 6% increase in the number of young people who found employment by the time they left the Foyer. All during one of the most uncertain social and economic periods in modern history.

THINKING OUTSIDE THE BOX TO ENGAGE YOUNG PEOPLE DURING LOCKDOWNS

JOEL LEWIS APPOINTED CHIEF EXECUTIVE

The Foyer Federation finished the year on a high by confirming Joel Lewis as the Chief Executive of the organisation, following his 18 months in an interim role.

Joel joined the Foyer Federation as the Director of Network in 2018 after 14 years working in a local Foyer. In July 2019 he took on leadership responsibility when the charity entered a difficult phase in its history. Under Joel’s leadership, the team spent time listening to young people and staff in the network, reflecting on its core values, developing a leaner delivery model and defining the strategic direction. As a result, the charity has rebuilt and redesigned its offer, laid a stable foundation, brought new funders on board for the next few years, and secured a high-quality network of committed members.

Joel said, “An Advantaged Thinking approach was invaluable during this time, drawing on strengths of friends of the Foyer Federation, as well as key supporters in the network. Staying focused on our strengths and viewing the organisation through an Advantaged Thinking lens enabled us to reprioritise and regroup around our positive belief in young people.”

Now, with the charity in a stable and positive place, the vision for the future of the Foyer Federation is clear. “I am excited and enthusiastic about the future of Foyers and Advantaged Thinking services working with young people to realise their power and purpose. This year, I have been consistently taken aback by the resilience and tenacity of young people affected by the pandemic. I’ve felt invigorated by their inherent energy and drive to spark change, motivate and support others, and speak up for what matters.

“Conversations with young people, our members and our friends in the youth sector have made it clear to me that there is a strong need to unite as a movement for Advantaged Thinking – a steadfast community that builds a brighter future, with young people leading the way. Our ambitious new strategy, the Home for Advantaged Thinking, describes our vision for that future and how we’re going to take action. I hope you’ll be part of the journey with us.”

YOUNG PEOPLE LEADING THE WAY

The tenacity and resilience of both young people and Foyer staff teams has been nothing short of inspirational during this challenging year.

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OUR ACTIVITIES

A movement for Advantaged Thinking

Pass It On was a funded programme centered around a digital community space built for and with young people. The online platform – a type of ‘Foyer social media’ – was designed to be a place for young people to share their skills, talents and experiences, learn from experts in corporate and charitable organisations, and make connections with peers from Foyers around the country.

To ensure Foyer staff had time and space for inspiration during the pandemic, we moved our quarterly meetings online. This had the additional benefit of enabling staff members from different regions to meet each other and learn from others they may not have met before. It also enabled our most geographically remote services to engage more regularly, including Cork and Aberdeen.

Create the conditions for a new youth offer

Our membership is the core of our purpose as a charity. We have three tiers of membership, each with a distinct offer: Community Member, FOR Youth Partner, and Investor. We currently have 53 members, including 44 on the FOR Youth journey and 17 Investors.

FOR Youth ran for its fourth year, giving services support and guidance to embed Advantaged Thinking practices to secure the best outcomes for young people. This in-depth consultancy offer is complemented by robust data benchmarking and regular reviews to ensure best practice quality development is maintained in the services working towards and sustaining accreditation.

With a working group of staff and young people from FOR Youth Foyers, we co-created the first module of our Advantaged Thinking Practice Handbook. This practical guide facilitates a service-level exploration of Advantaged Thinking in practice, starting from the moment a young person first hears about the Foyer and ending after they leave. It is informed by the experiences of young people and reflections of Advantaged Thinking staff.

We also formed a working group of our Investor members to begin co-producing our Advantaged Thinking People Handbook, focused on recruiting, training and retaining Advantaged Thinking staff. The first module takes an asset-based approach to designing the role, creating the application and recruitment process, and selecting candidates, all with inclusivity and equity of hiring at its heart.

In response to the pandemic, we adapted our training offer to be effective online. We delivered our Being Advantaged Thinking and Coaching training in this new format. We also developed a new workshop – Building Resilience – to give staff teams an opportunity to reflect on and prioritise their own mental health during this challenging time.

Tell young people’s stories in an authentic way

Our talent bond scheme awarded grants of up to £250 to young people to pursue a dream or ambition, grow a skill or develop a talent. This programme believes in young people as the authors of their story, and puts decision-making power in the hands of a panel of Foyer residents which chooses how to allocate funding.

Power Up Youth was a group of young people from services across our network who came together to share ideas and experiences, and to act as a national voice on behalf of young people living in Foyers. We began a leadership training programme with them, and they shared their perspectives on youth involvement in several areas of our organisation.

The Room for Young People Awards, a collaboration between the Foyer Federation, Clarion Housing, LiveWest and Inspire Chilli, recognises the achievements of young people and staff members from the previous 12 months. This year, the event was online and served as a much-needed celebration of the inspiring talent, resilience and energy young people have – even during such a difficult year.

Our Big Questions surveys gave young people a new way to directly communicate with the Foyer Federation and express their thoughts and feelings about the world in their own words. We published the anonymised results on our website and social media and shared the feedback directly with services, including unaltered quotes from young people to ensure their direct voices were heard. We also created a response directly aimed at young people to close the feedback loop.

Our Investor programme focused on youth power and activism, offering a creative space for services and their residents to learn more about youthled change and how it can work in a foyer context. Workshops were facilitated by an external youth activism consultant to inform and inspire, and to begin growing a movement for youth leadership in supported housing.

CELEBRATION OF THE INSPIRING TALENT, RESILIENCE AND ENERGY YOUNG PEOPLE HAVE

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OUR ACHIEVEMENTS AND PERFORMANCE

This was a stabilising year for the Foyer Federation in which foundations were laid for sustainable growth of the organisation. The team was bolstered by Joel Lewis’ official appointment as Chief Executive, and by welcoming a new Executive Assistant and Company Secretary to the team towards the end of the year. We also added a Youth Voice Trustee to our Board to ensure the views, interests and involvement of young people are always centred at the highest level of the charity’s governance.

As the financial year drew to a close we had confirmation from Garfield Weston, The Listening Fund and John Ellerman foundation of multi-year funding to implement our new strategy. We had also reached the final stages of a Paul Hamlyn Foundation application and were awaiting the results of a funding request from Tudor Trust.

As well as delivering our offer to our members and young people via digital means, we researched, consulted, designed and wrote the new Home for Advantaged Thinking strategy and a Youth Involvement and Influence sister strategy.

FOUNDATIONS WERE LAID FOR SUSTAINABLE GROWTH

A movement for Advantaged Thinking

Following a year of work on the Corporate Connections programme, we approached the Berkeley Foundation to request a substantial change to the programme’s activities. With their agreement, we launched Pass It On – a digital community created with and for young people in Foyers. The goal was to shift away from the traditional ‘professional teach young person’ model towards an empowering learning space where young people can share their skills and talents, and learn from each other’s abilities and experiences.

There was appetite in the network for a digital communication platform of this kind, but the pandemic led to services running with skeleton staff, a need to cancel group sessions, socially distanced one-to-ones, and an increase in immediate needs. This made it much more difficult for Foyer staff to devote time to supporting young people to sign up, make content and get involved. In the face of this new reality, we focused instead on supporting staff and residents to set up local Foyer groups, or ‘hubs’, to give them a way to share updates, communicate as a group or as staff-resident pairs, and to signpost resources or hold workshops online. We also engaged organisations like the Mitie Foundation, the British Red Cross and the BBC to deliver online workshops to enable young people to continue making valuable connections and developing skills during lockdown.

During the project’s funded year, 184 young people attended online workshops, interacted with or made posts, or accessed funding for work and education. One young person successfully secured paid work with a project partner. We intend to maintain the platform to enable Foyers to keep their local groups, and to renew the youth-led side of the project.

Our regular quarterly meetings couldn’t take place in person, so we replaced them with Digital Gatherings to ensure staff members still had space to reflect, learn from each other and get inspired. Staff members who face greater barriers when travel is required, like Aberdeen, Cork and Torbay, were able to attend these sessions more easily. It was also an opportunity for staff to meet people outside of their usual regions, and therefore access a greater variety of new ideas. This experience gave the Foyer Federation an opportunity to reflect on its offer to members, and we will use these learnings – as well as feedback from our member survey – to develop a new calendar in 2021-22.

AN EMPOWERING LEARNING SPACE WHERE YOUNG PEOPLE CAN SHARE THEIR SKILLS AND TALENTS

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DIGITAL
DEVICES
ENABLING
YOUNG
PEOPLE
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Creating the conditions for a new youth offer

Throughout the pandemic, we saw evidence of how an Advantaged Thinking approach can create robustness in a service, ensuring that staff continue to deliver the offer and young people can still make progress during such challenging times. Savvy approaches included online quizzes and yoga classes, arts and crafts packs delivered to every door, embracing the outdoors with walk-and-talk sessions, and even a socially distanced choir. Many services took the opportunity to strengthen their WiFi provision for young people, and many accessed funding or donations of digital devices to enable young people to attend classes, look for work and stay in touch with family.

We ended the year with 53 members – a small reduction of 4%. However, the members we have within our membership are increasingly committed, with a higher number taking part in FOR Youth (from 30 in 2019-20 to 44 services this year – 83% of the network) and a consistent five Investor members accounting for 17 services in total.

Our Advantaged Thinking Practice Handbook is designed to support services to further embed Advantaged Thinking in every stage of the young person’s journey. This co-produced guide is shaped by the experiences of young people and staff from FOR Youth-accredited Foyers. The first section, published this year, explores the referral, interview and induction process and recommends ways for services to deepen their Advantaged Thinking work.

Its sister publication, the Advantaged Thinking People Handbook , offers service managers and HR teams guidance on how to attract,

recruit and retain Advantaged Thinking staff. In consultation with our Investors, we created, tested and published a set of Advantaged Thinking core skills, job description, job advert and application form to increase the chances of creative, inspiring, person-centred people applying for the roles.

Telling young people’s stories in an authentic way

Using the learnings from our work with the Listening Fund, including our participation in its 2020 report Strength in Solidarity, we committed to deepening our listening, involvement and power sharing practice with young people. In our new Youth Influence and Involvement Strategy, we laid out our three-tiered approach and the five guiding principles, or touchstones, we will use to ensure we’re working towards meaningful, sustainable change.

The Power Pyramid demonstrates how we intend to tailor opportunities to the differing levels of commitment young people may be in a position to sign up for.

Level 1 aims to reach 10% of young Level 2 is for young people people in Foyers and includes lowinterested in leading at a local commitment options like signing level and making change up to the digital community and happen in their service by responding to our survey. being a Foyer representative or joining a national network of local leaders.

Level 3 is for young people keen to affect how things work nationally by getting more deeply involved with the Foyer Federation, such as by taking a Trustee position, sitting on our accreditation panel, or delivering our training.

Power Level 3

Power Level 2

Power Level 1

To meet our members’ needs for skill development, we adapted our training offer so that our one-day Being Advantaged Thinking and Coaching workshops could be effectively delivered online. In response to a request from our Investor members, we developed a new workshop to support staff members to build their personal resilience, supporting their mental wellbeing during this challenging time. We trained 135 people from 22 services in total.

To help us hear from as many young people as possible in line with Power Level 1 , we launched a network-wide survey for young people called the Big Questions . The first survey in June 2020 attracted 86 responses from 18 Foyers and highlighted the impact of the pandemic on young people’s mental health – for example, 68% of young people said their mental health had worsened since the start of the crisis. We surveyed young people again in February 2021 to take the temperature again. Towards the end of the last lockdown, attention was shifting more towards the future. Young people’s priorities were mental health, employment and youth leadership – all of which are addressed in our plan for 2021-22. The Big Questions report for spring 2021 can be found on our website, and the young people-facing version via our Trust Youth page.

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Through our Talent Bond fund , we directly invested in the skills and talents of 12 young people from across our network. This year, we invited young people who had been awarded grants previously to decide which projects to fund, putting more power into the hands of our beneficiaries. The projects they chose to fund included:

Our first efforts to establish a national influence group as part of Power Level 3 was called Power Up Youth . 11 young people from nine Foyers made up this group, and we held sessions over Zoom to understand the challenges they were facing and create space for discussion. We also began developing and running a leadership training course to help them build the skills needed to make change happen at a national level. Over around three months, we saw numbers decline to three regular attendees, which made it difficult to run successful sessions. We elected to disband the group and consolidate what we had learned:

  1. Young people have strong views about the way Foyers are run.

  2. Young people in Foyers want more decision-making power.

  3. Before they can lead on a national scale, young people need experience of leading and making change happen locally.

From this, we developed a new programme to strengthen youth leadership practice within services, called Power Pioneers . This targets Power Level 2 and will be funded by the Listening Fund in 2021-22.

• A young person from Heather Court Foyer who organised a Black Lives Matter protest under covid restrictions and continues to advocate for positive change.

• A young person from Newhaven Foyer (SAHA) who showed resilience and made positive changes during the pandemic, including facing up to dyslexia, building physical health and overcoming social anxiety to offer support to others.

Young people’s talents and achievements during the • pandemic were celebrated at the Room for Young People Awards , which took place online in November 2020. Eight young people from seven Foyers made the shortlist for awards, including:

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OUR
FUTURE
PLANS
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After six months of internal and external analysis as well as consultation with members, young people, Trustees and friends of the Foyer Federation, in the Autumn of 2020 we shared our draft strategic plan ‘The Home for Advantaged Thinking ’, with key stakeholders. The feedback was overwhelmingly positive with a real backing for the Advantaged Thinking vision and movement that enables all young people to realise their power and purpose.

The Home for Advantaged Thinking strategy includes four main rooms that form the new aims for the next three years:

Youth Leadership Quality and Impact Influence Community

The strategy document provides the context and insights from our recent work, the challenges facing Foyers and young people and lays out a methodology for building the home for Advantaged Thinking. It describes the changes we are seeking to make and the reasons why this change is needed, and details what actions we are looking to take over the next three years.

In order to achieve the ambitious strategy, we wrote three plans to accompany it – like extra rockets boosting a shuttle into space. The communications plan, youth influence and involvement plan and business plan add more structure, detail and power to the strategy.

Next year we look forward to launching the strategy and, having spent a year carefully planning and gaining support, we are confident that we can reach new horizons.

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OUR FINANCIAL REVIEW

The Foyer Federation showed a strong financial performance this year, out-performing its budget through a combination of strong earned income performance, particularly membership related income, stable fundraising performance, and careful cost control.

Despite the challenges, the end of year achieved a surplus of circa £61k (FY 19-20- £29k) and has undergone various cost cutting measures. The Charity’s success is a good reflection of the Trustees and the Executive Director’s contributions and achieved a successful year with a very limited resource in generating alternative funds.

The Foyer Federation’s income for 2020-21 reflected three income streams. 46% of income came from restricted and unrestricted grant income and 54% via membership related fees, consultancy and quality assurance work.

At 31 March 2021, total unrestricted reserves stand at circa £96k compared to circa £36k in 2020 with a healthy cash in bank position of circa £212k (FY 1920 - £159k).

Grant making trusts have been supportive during this period and sources of restricted and unrestricted income streams have been highlighted in the financial statements. The charity had to function without a CEO and full-time fundraising capacity for the second year running with the only senior staff member straddling delivery and development workstreams. This has led to the Trustee Board deciding to prioritise earned income and core funding opportunities over time consuming project-based grant applications.

Going concern

The Board of Trustees has reviewed the financial position and consequently believes there are sufficient resources to manage any foreseeable operational or financial risks. The board therefore considers there is a reasonable expectation that Foyer Federation has adequate resources to continue in operational existence for at least a year from the date of signing this Trustees’ Report and Accounts and for the foreseeable future. For this reason the board of Trustees continues to adopt the going concern basis of accounting in preparing the accounts.

We carefully manage our finances by means of thorough business planning and ongoing monitoring and forecasting of key financial indicators to assess our generation of income, solvency and liquidity.

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Fundraising statement

The Foyer Federation recognises that, in accepting funding from statutory bodies, it must consider the policy implications and obligations that might be tied to it and ensure that these do not contravene the aims of the Foyer Federation. The Foyer Federation can seek to raise funds from a series of charitable Trusts and Foundations, but recognises that, simply because these have been registered with the Charity Commission does not mean that they are ethical givers. The Foyer Federation therefore does not accept money from any charitable Trust if it is a requirement of grant receipt to advertise any company or organisation whose activities run contrary to the Foyer Federation’s aims.

The Foyer Federation will maintain accountability and open and honest relationships with all its partners, by regularly monitoring and evaluating its work. This statement of policy is meant as a working guide for the Foyer Federation. Any final decisions will be governed by the Board of Trustees. It is the duty of the Board to advise of any potential conflicts of interest with regards to funding or partnerships, and for the Board to act in the best interests of the Foyer Federation at all times.

Pay policy for senior staff

The salaries of the Chief Executive and other members of the Executive are reviewed, along with those of all staff employed by the Charity, on an annual basis as the charity sets its budget for the coming year. Salaries are benchmarked against equivalent roles in the sector, and Trustees agree the salaries of senior staff. Trustees also take an annual view as to whether to instigate a cost of living increase for all staff.

Reserves policy

As part of financial management and forward planning, we do not wish to hold levels of reserves which may tie up money unnecessarily, and limit the amount spent on the potential benefits we provide. We wish to strike a balance to protect our solvency and future activities.

We have an established agreement amongst Trustees to hold up to three months’ operating costs in reserve. In addition the Trustees may choose to set aside designated funds for a specific project or purpose for the next financial year.

We have a risk management policy and process which enables Trustees to monitor financial risk to the organisation in relation to achieving our strategic plan and operating our core offer to members and young people. Bi-monthly finance committee meetings and at least four board meetings a year provide opportunity to scrutinise risk.

The strategic plan contains activities that cannot be met from a single year’s funding, and we are developing an income generation strategy to ensure funds are there to deliver the plan. We are also alert to the possibility of unexpected risks to the charity which are monitored through the risk register.

It is the intention of Trustees to build reserves from unrestricted income. Trustees believe this to be prudent and necessary for a number of purposes:

  1. To enable the organisation to continue to operate while finalising future income streams;

  2. To support innovative projects which need a period of testing and development and whose outcome may support future funding bids;

  3. To support the strategic direction of the charity and, where necessary, to underwrite the costs of strategic change;

  4. To cover support costs and unplanned expenditure in periods when these are not covered by generated income.

  5. To give Trustees time to take appropriate action if income falls below expectations;

  6. To fund short-term deficits in a cash budget ie before a funding grant is received.

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Risk management

The Foyer Federation has a formal risk management process through which the major risks to which the organisation may be exposed and ranked by likelihood and impact, culminating in a risk control document which is updated on a regular basis. The Trustees review all significant risks together with current mitigation actions regularly throughout the year. The Trustees are satisfied that systems have been developed and are in place to mitigate identified risks to an acceptable level.

The principal risk facing the charity is the ability to secure a stable and diverse funding base; increasing generated income is central to the charity’s future success.

Risk identified

Action taken to mitigate the risk

  1. Failure to secure sufficient income to deliver core offer

  2. Funding applications and sales pipeline in place to secure income. The new strategy has attracted support from key Trusts and Foundations who have encouraged us to apply for core funding. Initial funds have been secured from Garfield Weston and the Listening Fund for next year.

Membership income and services have remained stable with a new product offer being developed to widen our membership base. Sales of training and consultancy have remained steady.

Plans to recruit a new Director of Development are in place.

Regular scrutiny of income generation activity and strategy by the Finance Committee and Board.

After two years of prudence and maintaining a lean approach to operations, the charity has increased the strength of its cash position and built up reserves to a suitable level.

  1. Lack of cash funds / liquidity to sustain and grow the service offer

  2. During a difficult pandemic year the charity has maintained a focus on wellbeing and self-care within the team.

  3. Failure to recruit/retain right/key staff

A new staffing structure has been agreed with the Board to support the new strategy which will take pressure off the current staff and build resource for growth and better interaction with members and young people.

Effective use of a number of trusted and skilled consultants has helped to maintain a high level of quality delivery without having to commit to longterm salaries.

The Covid-19 crisis has changed the delivery style and methodology for some of our offers. However, this has allowed us to expand and innovate digitally with our network. We have reprioritised and refocused our programmes to ensure we reach young people directly.

  1. Failure to deliver quality service offer to members and to young people

Governing document

The Foyer Federation is a company limited by guarantee governed by its Memorandum and Articles of Association, adopted 29th January 1992 and amended by special resolutions passed 17th August 1994, 14th July 1998, and 19th January 2015. It is registered as a charity with the Charity Commission. Members of the Company are the Trustees of the organisation, each of whom agrees to contribute £1 towards the costs of dissolution in the event of the Charity winding up.

Trustees

The Chair is appointed by unanimous agreement of the Board of Trustees. Trustees have the power to appoint other Trustees, three of whom are elected from the membership of the UK Foyer network (as distinct from membership of the Company). Trustees also have the power to co-opt additional members to fill specialist roles.

Our Trustee Kathy Gilmore came to the end of her six years on the Board of Trustees and stepped down in October 2020. Kathy brought great experience as a network Trustee and her input was invaluable over the years.

The charity has recruited one new Trustee: Joanne Rich in September 2020. Joanne is the Head of Youth Voice for the National Lottery and her appointment reflects a renewed focus on youth voice in line with our strategy for 2021-24. The organisation is prioritising the recruitment of a new Chair as Andrew Croft’s term is coming to an end, young Trustees with lived experience, young Trustees with expertise in campaigning and activism, and network Trustees who can represent the views of direct delivery staff.

All new Trustees undergo an induction process which includes briefings on their legal obligations under charity law, the Charity Commission guidance on public benefit, and informs them of the content of the Memorandum and Articles of Association,

the committee and decision making processes, the business plan and recent financial performance of the charity. During the induction they meet key employees and other Trustees. Trustees are encouraged to attend appropriate training events where these will facilitate the undertaking of their role.

The Board of Trustees administers the charity. The number of Trustees shall not be less than three individuals or bodies corporate, all of whom must be members. The first Trustees shall be the subscribers to the Memorandum. The Board normally meets quarterly and there are sub-committees covering finance and nominations. A Chief Executive or Executive Director is appointed by the Trustees to manage the day-to-day operations of the Charity. The Chief Executive or Executive Director has delegated authority, within terms of delegation approved by Trustees, for operational matters including finance, employment, and the delivery of services to members and partners.

No Trustee receives remuneration or other benefit from their work with the charity, aside from the reimbursement of out-of-pocket expenses. Any connection between a Trustee or senior manager of the charity and any supplier of services to the charity must be disclosed to the full Board of Trustees, as with any other contractual relationship with a related party. The Board of Trustees has an agreed process whereby supply contracts over a certain value must be tendered openly. In the current year related party transactions have been disclosed in note 4.

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Trustees’ responsibilities in relation to the financial statements

The charity Trustees (who are also the directors of the Foyer Federation for the purposes of company law) are responsible for preparing a Trustees’ annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

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

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with the Companies Act 2006.

They are also responsible for safeguarding the assets of the charity and hence 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 financial statements may differ from legislation in other jurisdictions.

Statement as to disclosure to our Independent Examiner

In so far as the Trustees are aware at the time of approving our Trustees’ annual report:

By order of the Board of Trustees:

ANDREW CROFT Chair Date: 1st November 2021

OUR FINANCIAL STATEMENT

I report to the Charity trustees (Directors for the purpose of Company law) on my examination of the financial statements of the Foyer Federation for the year ended 31 March 2021.

1 accounting records were not kept in respect of the charity as required by section 386 of the 2006 Act; or

Responsibilities and basis of report

As the trustees of the charity (and also its directors for the purposes of company law) you are responsible for the preparation of the financial statements in accordance with the requirements of the Companies Act 2006 (the 2006 Act).

Having satisfied myself that the financial statements of the charity are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of the charity’s financial statements carried out under section 145 of the Charities Act 2011 (the 2011 Act). In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached.

Independent examiner’s statement

Since the charity’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the institute of Chartered Accountants of England and Wales (ICAEW), which is one of the listed bodies.

Use of my report

This report is made solely to the Board, in accordance with section 145 of the Charities Act 2011. My independent examination has been undertaken so that I might state to the Board those matters I am required to state to them in an Independent Examiner’s report and for no other purpose. To the fullest extent permitted by law, I do not accept or assume responsibility to anyone other than the Board, for my independent examination or for this report.

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

James Foskett BSc (Hons), FCA, DChA Cansdales Business Advisers Limited Bourbon Court Nightingales Corner Little Chalfont Bucks HP7 9QS Dated: 11th November 2021 2 5

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STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED ON 31 MARCH 2021

BALANCE SHEET AS AT 31 MARCH 2021
Income and endowments from:
Donations and Grants
Charitable activities
Furlough Income
Total income
Expenditure on:
Raising funds
Charitable activities
Total expenditure
Net expenditure for the year/
Net movement in funds
Fund balances at 1 April 2020
Fund balances at 31 March 2021		 Unrestricted
Restricted
2021
2020
Funds
Funds
Notes
£
£
£
£
66,310
-
6,310
6,170
7169,295
100,000
269,295
282,464
7,573
-
7,573
-
183,178 100,000
283,178
288,634
-
-
-
3,314
8122,556
100,000
222,556
256,403
122,556 100,000
222,556
259,717
1660,622
-
60,622
28,917
35,823
-
35,823
6,906
96,445
-
96,445 35,823
Notes
Fixed assets
Tangible assets
11
Current assets
Debtors
12
Cash at bank and in hand
Creditors: amounts falling due within one year
13
Net current assets
Total assets less current liabilities
Creditors: amounts falling due after more than one year
13a
Net assets
Income funds
16
Unrestricted funds
Restricted Funds
General unrestricted funds		 2021
2020
£
£
1,715
-
1,715
-
8,734
3,245
211,633
158,941
220,367
162,186
(93,418)
(87,334)
126,949
74,852
128,664
74,852
(32,219)
(39,029)
96,445
35,823
-
-
96,445
35,823
96,445
35,823

The statement of financial activities includes all gains and losses recognised in the year.

All income and expenditure derive from continuing activities. All transactions are unrestricted.

For the year ending 31 March 2021 the company was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies. These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.

The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.

Directors’ responsibilities:

The financial statements were approved by the Directors on 1st November.

Andrew Croft (Chair) Trustee

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1. Accounting policies

The principal accounting policies adopted, judgements and key sources of estimation, uncertainty in the preparation of the financial statements are as follow:

The Foyer Federation meets the definition of a public benefit entity under FRS 102

Basis of preparation

The financial statements have been prepared in accordance with the charitable company’s governing document, the Companies Act 2006 and “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” (as amended for accounting periods commencing from 1 January 2019 ). The charitable company is a Public Benefit Entity as defined by FRS 102.

The financial statements are prepared in sterling, which is the functional currency of the charitable company. Monetary amounts in these financial statements are rounded to the nearest £.

The financial statements have been prepared under the historical cost convention, modified to include the revaluation of freehold properties and to include investment properties and certain financial instruments at fair value. The principal accounting policies adopted are set out below.

Legal Status

The Charity is a company limited by guarantee registered in England and Wales. At 31 March 2021 there were 6 members (2019: 9), all of who have undertaken to contribute £1 to the company’ s assets in the event of the company being wound up.

Preparation of the accounts on a going concern basis

In order to comply with the principle of going concern, the trustees have considered at length the Charity’s current and future planned business activities including uncertainty around current and future income, the current level of reserves and the principal risks as set out in the Report of Board of Trustees. The Trustees regularly reviews the Foyer’s financial forecast, adjusting it as appropriate and amending related costs as appropriate. The trustees are satisfied that the Charity will be able to operate within the level of its existing and forecast funds and reserves for the foreseeable future. As such, the accounts are prepared on a going concern basis.

Income

Income is recognised when the charity has entitlement

to the funds, any performance conditions attached to the item(s) of income have been met; it is probable that the income will be received and the amount can be measured reliably. Recognition of income is deferred where condition specify that such income relates to future accounting periods. Where donors specify that funds are for specific purposes such income is included in incoming resources of restricted funds.

Donations and gifts are included in full in the Statement of Financial Activities when there is entitlement, probability of receipt and the amount of income receivable can be measured reliably.

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

Investment is recognised on a receivable basis once the amounts can be measured reliably.

Expenditure

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that the settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings.

Cost of raising funds comprise the percentage costs of a designated member of staff whose role contains funding development as well as any direct costs relating to fundraising and their associated support costs.

Expenditure on charitable activities includes the costs of all activities undertaken to further the purposes of the charity relating to the strategic vision and their associated support costs.

Allocation of support costs

Support costs are those functions that assist the work of the charity but do not undertake charitable activities. Support costs include back office costs, finance, personnel, payroll and governance costs which support the Charity’s activities. These costs have been allocated between cost of raising funds and expenditure on charitable activities. The bases on which support cost have been allocated are set out in note 7b.

Irrecoverable VAT is charged against the category of resources expended for which it was incurred.

Employee benefits

Short term benefits

Short-term benefits including holiday pay are recognised as an expense in the period in which the service is received.

Employee termination benefits Termination benefits are accounted for on an accrual basis and in line with FRS 102.

Pension scheme

The Foyer Federation operates a defined contribution pension scheme for the benefit of its employees. The assets of the scheme are held independently from those of the Foyer Federation in an independently administered fund. The pension costs charged in the financial statements represent the contributions payable during the year.

Operating Leases

Rentals payable under operating leases are charged in the Statement of Financial Activities on a straight-line basis over the life of the lease.

Fund Accounting

Unrestricted funds are available to spend on activities that further any of the purpose of the charity. Designated funds are unrestricted funds of the charity, which the trustees have decided at their discretion to set aside to use for a specific purpose. Restricted funds are donations that the donor has specified are to be solely used for particular areas of the Charity’s work or for a specific projects undertaken by the Charity.

Fixed Assets and depreciation

Fixed assets are capitalised at cost. All assets with a life of more than 12 months over £500 are capitalised. Depreciation is calculated on a straight line basis to write down the value of the assets over their expected useful lives at the following rates:

over the lifetime of the lease 20.0% per annum 20.0% per annum 33.3% per annum

Leasehold improvements Office fixtures Office equipment Computer equipment

Financial Instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments, including trade and other debtors and creditors are initially recognised at transaction value and subsequently measured at their settlement value.

Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

Cash at the bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

Creditors and provisions

Creditors and provisions are recognised where the charity and group has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discount due.

2. Judgement in applying accounting policies and key resources of estimation uncertainty

Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. Although these estimates are based on management’s best knowledge of the amount, events or actions, actual results may ultimately differ from those estimates. The trustees consider the following items to be areas subject to estimation and judgement.

3. Depreciation

The usual economic lives of tangible fixed assets are based on management’s judgement and experience. When management identifies that actual useful lives differ materially from the estimates used to calculate depreciation, that charge is adjusted retrospectively. As tangible fixed assets are not significant variances between actual and and estimated useful economic lives will not a material impact on the operating results. Historically no changes have been required.

4. Trustee’s Emoluments and Reimbursed Expenses

No emoluments were paid to any of the Charity’s Trustees during the financial year (2020:£Nil). Travel expenses amounting to £ were paid for Trustees (2020: 9 Trustees, £2,439) attending Board meetings throughout the year.

5. Related Party Transactions

The Foyer Federation began using accountancy services provided by Social Enterprise Coalition (SEUK) in July 2019. Total charges for the same during the year amounted to £30,000 (2020: £21,431)

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 (Continued)

7. Income from Charitable activities

7. Income from Charitable activities
Income from Charitable activities Unrestricted Restricted Total 2021 Total 2020
Berkeley Foundation - 35,000 35,000 29,167
Bringing assets to life (YHG) - 15,000 15,000 1,465
Investor membership fees 50,000 - 50,000 68,000
John Ellerman Foundation - Fellowship for leaders -
Network membership fees
74,970
Training Income
11,575		 2,500
-
-		 2,500
74,970
11,575		 27,500
80,800
-
Garfeld Weston Foundation 25,000 - 25,000 -
Tudor Trust Wellbeing and FOR Youth grants 2,000 30,000 32,000 20,000
Access Foundation Enterprise Programme - 17,500 17,500 -
FOR Youth Accreditation programme 5,750 - 5,750 9,675
SSE - - - 8,000
Paul Hamlyn Foundation - Strategic Grant
Esmee Fairbairn Foundation		 -
-		 -
-		 -
-		 10,000
5,200
The Listening fund phase 1 - - - 18,286
Subtotal 169,295 100,000 269,295 278,093
Total 2020 167,941 110,152 278,093

8. Expenditure on Charitable activities

8a. Expenditure
Raising Funds
Charitable activities
Total 2020		 Direct
Activities
Support
Staff
Undertaken
Costs
Costs
Directly
Total 2021
Total 2020
-
-
-
-
3,314
121,498
76,587
24,471
222,556
256,403
121,498
76,587
24,471
222,556
259,717
95,046
75,453
85,904
256,403

8b. Support Costs

Staff Costs
Governance Costs
Ofce Costs		 Total 2021
Total 2020
-
55,838
1,435
14,368
23,036
15,699
24,471
85,905

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 (Continued)

9. Staff Costs

Employment costs
Wages and salaries
Social security costs
Other pension costs
Total Staff Cost		 2021
2020
£
£
107,533
141,579
7,504
5,915
6,462
3,389
121,499
150,883

The Charity operates a defined contribution pension scheme, whose assets are held separately from those of the Charity in an independently administered group personal pension plan.

Pension contributions payable by the Charity in the twelve months amounted to £6,462 (2020: £3,389); Contributions totaling £1,387 (2020: £1,588) were payable to the scheme at the year-end and are included in creditors.

The key management personnel of the charity as agreed by the trustees are the trustees and Senior Management Team, comprising the Executive Director and Non Executive Directors. The total employee benefits of the key management personnel were £55,059 (2020 - £74,600). No trustee received any remuneration in respect to their services as a trustee during the year (2020: £nil).

10. Net Expenditure

Net expenditure for the year is calculated after charging Net expenditure for the year is calculated after charging 2021 2020
£ £
Independent Examiner fees1,235 1,200
Depreciation 858 3,938
11. Fixed Assets Computer Leasehold Ofce Total
£ £ £ £
Cost
At 1 April 2020 88,899 37,623 34,499 161,021
Additions 2,573 - - 2,573
Disposals (88,899) (37,623) (34,499) (161,021)
At 31 March 2021 2,573 - - 2,573
Depreciation
At 1 April 2020 88,899 37,623 34,499 161,021
Charge for the year 858 - 858
Disposals (88,899) (37,623) (34,499) (161,021)
At 31 March 2021 858 - - 858
Net book value -
At 31 March 2021 1,715 - - 1,715
At 31 March 2020 - - - -

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 (Continued)

12. Debtors

Amounts falling due within one year:
Other debtors
Prepayments and accrued income
13. Creditors: amounts falling due within one year
Deferred Income
Trade creditors
Other creditors
Accruals
Total Creditors falling due within one year
13a. Creditors: amounts falling due after more than one year
Long Term Loans		 2021
2020
£
£
5,395
-
3,339
3,245
8,734
3,245
2021
2020
£
£
74,290
79,200
3,636
1,386
9,692
5,248
5,800
1,500
93,418
87,334
2021
2020
£
£
32,219
39,029

14. Deferred Income

Deferred income comprises grants received in the current year, which the donor has specified must be used in future years

Balance deferred at 1 April 2020
Amount released to incoming resources in
the current year
Amount Deferred during the year
Balance deferred at 31 March 2021
15a. Statement of Funds - Current Year (2020-21)
Restricted Funds
Balance at
1 April 2020
£
Berkeley Foundation
-
Bringing assets to life (YHG)
-
John Ellerman Foundation - Income
-
Tudor Trust FOR Youth grants
-
Access Foundation -
Enterprise Development Programme
-
-
Unrestricted Funds
35,823
Total Funds
35,823		 Balance deferred at 1 April 2020
Amount released to incoming resources in
the current year
Amount Deferred during the year
Balance deferred at 31 March 2021
15a. Statement of Funds - Current Year (2020-21)
Restricted Funds
Balance at
1 April 2020
£
Berkeley Foundation
-
Bringing assets to life (YHG)
-
John Ellerman Foundation - Income
-
Tudor Trust FOR Youth grants
-
Access Foundation -
Enterprise Development Programme
-
-
Unrestricted Funds
35,823
Total Funds
35,823		 2021
2020
2019
£
£
£
79,200
63,687
49,218
(79,200)
(63,687)
(49,218)
74,290
79,200
63,687
74,290
79,200
63,687
Incoming
Resources
Balance at
resources
expended
31 March 2021
£
£
£
35,000
(35,000)
-
15,000
(15,000)
-
2,500
(2,500)
-
30,000
(30,000)
-
17,500
(17,500)
-
- 100,000
(100,000)
-
35,823 183,178
(122,556)
96,445
35,823 283,178
(222,556)
96,445

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 (Continued)

15b. Statement of Funds – Previous Year (2019-20)

Restricted Funds Balance
at 1 April 2019
£		 Incoming
resources
£		 Resources
expended
£		 Balance at
31March 2020
£
Berkeley Foundation - 29,167 (29,167) -
John Ellerman Foundation
– Fellowship for leaders
-		 27,500 (27,500) -
Tudor Trust Strategic grant - 20,000 (20,000) -
Paul Hamlyn Foundation
- Strategic Grant		 - 10,000 (10,000) -
Esmee Fairbairn Foundation - 5,200 (5,200) -
The Listening Fund phase 1 - 18,286 (18,286) -
- 110,153 (110,153) -
Unrestricted Funds 6,906 178,481 (149,564) 35,823
Total Funds 6,906 288,634 (259,717) 35,823

Notes on funding:

Esmee Fairbairn Foundation – Grants Plus – top up funding to support consultancy for core charity activities.

Paul Hamlyn Foundation – core grant to support new strategy development.

Tudor Trust – Three seperate grants. One for Strategy development, one for Staff Wellbeing during the pandemic and one for bursaries for subsidizing FOR youth accreditation.

John Ellerman Foundation - This funding is for a project called Fellowship for Leaders. This includes action learning sets, coaching, residential weekends, guest speakers/external facilitators, a fellowship blog and a recognition event.

The Listening Fund – This funding is for a project called Power Up. The project includes trips, programmes and training for residents within our network.

Berkeley Foundation - Corporate Connections Fund - This funding supports a project in the southeast region that links corporations to young people in Foyers providing work experience, mentoring and coaching opportunities as well as employment skills development.

Bringing assets to life is a research project funded by Your Housing Group that captures the learning over the last 10 years of the work of the Foyer Federation, Your Housing Group and other key stakeholders who have brought the Advantaged Thinking approach to life. The end result of the project is a 9 chapter publication that can be shared with interested parties and used to influence future service provision for young people.

Enterprise Development Program funded by Access Foundation and administered via Homeless Link is capacity building funding to help the charity develop it’s earned income streams and develop more robust products for trading. The funding was accompanied by a learning and development stream including workshops and one to one support.

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 (Continued)

LEGAL AND ADMINISTRATIVE INFORMATION

16. Analysis of net assets between funds - Current Year

Current Year Unrestricted
Funds
£		 Restricted
Funds
£		 Total Funds
2021
£		 Total Funds
2020
£
Fund balances at 31 March 2021 are represented by:
Fixed Assets 1,715 - 1,715 -
Current Assets 169,917 50,450 220,367 162,186
Current Liabilities (42,968) (50,450) (93,418) (87,334)
Long term liabilities (32,219) - (32,219) (39,029)
96,445 - 96,445 35,823
Previous Year Unrestricted Restricted Total Funds Total Funds
Funds Funds 2020 2019
£ £ £ £
Fund balances at 31 March 2020 are represented by:
Fixed Assets
-		 - - 6,291
Current Assets 162,186 - 162,186 138,806
Current Liabilities (87,334) - (87,334) (85,030)
Long term liabilities (39,029) - (39,029) (46,870)
35,823 - 35,823 13,197

Charity number 1040482

Company number 2699839

Principal address

The Foyer Federation Work.Life Core Building 30 Brown Street Manchester M2 1DH

Directors and/or Trustees Chair Andrew Croft

Elected Trustees

Andrew Ward (from January 2020) Kate Gillespie (from October 2019) Kathy Gilmore (resigned in October 2020)

Non-elected Trustees

Bernice Williams (from October 2018) Sabira Kanji (from January 2019) Joanne Rich (from September 2020)

Company Secretary

Rachel Middleton (from December 2020)

Key management personnel

Bankers Unity Trust Bank Nine Bridley place Birmingham B1 2HB

Independent examiner

James Foskett FCA DChA Unity Trust Bank Cansdales Business Advisers Limited Nine Bridley place Chartered Accountants and Statutory Birmingham Auditors B1 2HB Bourbon Court Nightin gales Corner Bank of Scotland Little Chalfont 38 St Andrew’s Square Bucks Edinburgh HP7 9QS EH2 2YR

Accountants

Social Enterprise Coalition CIC Suite G1 Hartsbourne House Delta Gain Carpenders Park Watford WD19 5EF

Chief Executive Joel Lewis

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A BIG THANK YOU TO OUR MEMBERS... for standing united with us as we grow an Advantaged Thinking vision and movement for young people. Our members are part of the following partner organisations:

Crewe

London City and North

THANK YOU FOR READING OUR REPORT

WE WOULD ALSO LIKE TO THANK...

Paul Hamlyn Foundation, John Ellerman Foundation, Esmee Fairbairn, Berkerley Foundation and the Tudor Trust for sticking with us during a challenging year and enabling us to rethink, refresh and redesign our offer.

Blagrave Trust and The Listening Fund for challenging us to listen to young people, give them a voice and take action with them.

Social Enterprise UK for your operational and strategic support over the last year.

Colin at Inspirechilli for your insight, hard work and dedication to young people and the Foyer Federation.

INVESTOR MEMBERS Thanks to our Investor members for your ideas, support and engagement in our mission and vision.

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Downslink Group
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Derbyshire
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The FOYER Federation

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The Foyer Federation
Work.Life, Core Building
30 Brown Street
Manchester
M2 1DH
inbox@foyer.net
www.foyer.net
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Registered Charity no. 1040482 / Registered in England and Wales no. 2699839 Photography Kindly supplied by Corneli Fleur Photography and LaurelVisions Report designed by Social Enterprise www.foyergraphics.com