IIVF vouR 2023 2024 ENCE Arnrn TOOAYO Ivi Y:IU{S ANNUAL" REPORT trust" *y uth trust" 2024 2 **Message from CEO** 4 **Trustees Report** 5 **Message from the taskforce** 6 **Who we are** 8 **Charitable objectives** 9 **Making a difference/Insights/Feedback** 10 **Accumulative referrals by primary reason** 12 **Bringing our strategy to life** 14 **Ambition one - Progress 2023/4** 18 **Ambition two - progress 2023/4** 22 **Ambition three - progress 2023/4** **Goals for the next 12 months** 26 34 **[Structure, Governance & Management]** 40 **[Monitoring & Evaluation]** 42 **[Public Benefit ]** 43 **[Sustainability Update]** 44 **[EDI Statement ]** 46 **[Financial Review]** 48 **[Reserves & Investments]** 49 **Pension Statement, Principle Risk & Uncertainties/Going Concern** 50 **Statement of Trustee Responsibilities** - 51 **Disclosure of Information to Auditors** - 52 **Independent Auditors Report** 56 **Financial Reports** 28 **Getting the infrastructure right to deliver our strategy** The trustees present their report and accounts for the year ended March 2024. This report also meets the criteria for a Director’s Report under company law. The charity is registered in England and Wales as a company under number 0414036, and as a charity with the Charity Commission in England and Wales under number 1087163. The accounts have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the Youth Trust’s Memorandum and Articles, the Companies Act 2006 and the Statement of Recommended Practice (SORP) ‘Accounting and Reporting by Charities’ (FRS102) applicable from January 2019. **1.** ## MESSAGE FROM THE CEO By listening to children, young people and their families we understand how increasing challenges, such as cost of living, anxiety, bullying and social media affect mental health. This year, in the face of unprecedented demand, IW Youth Trust has taken a different approach to increase the support we provide by introducing innovative new services that build on existing youth mental health provision for children and young people aged 5-25. Mental health cannot be looked at in isolation. ‘One size does not fit all’. Our aim to deliver services capable of responding to each person’s individual needs and circumstances. As a result, we have now developed and embedded a Youth Information, Advice and Counselling (YIACS) model, expanding support for young people aged 11-25. YIACS retains a core youth mental health offer and increases opportunities for early help, particularly at times of transition; if a young person is experiencing homelessness or insecure housing, or is not in employment, education or training, their mental health may be challenged too. For all ages, alongside our one-to-one therapeutic offer we have expanded to now deliver small group therapy activities. EMDR and art therapy are new skills we can utilise to find the right approach for each person. ‘The Hub’, nextdoor to our main HQ, is now a one-stop shop offering a mix of appointments and drop-in opportunities. This addresses a range of practical challenges, through housing, employment, and general advice and empowers young people to focus on their future. Its success is down to collaborative, creative partnerships with other agencies; including DWP (Department for Work and Pensions), IW Council and the Careers Service. Like other charities and voluntary organisations, we are also seeing an increasing demand for services from children, young people and families who are diagnosed with, or awaiting diagnosis, of autism. In this report, you will see our response. Our Youth Mental Health Taskforce and service evaluation comments increase young people’s influence within the charity; engaging more young people in conversations about mental health services and creating opportunities for them to have a say in other things that impact their mental health. We are proud of our collaboration with the IW Youth Council to host a youth conference in March 2024, that resulted in a 6 point plan of change priorities to take to policy makers, funders and commissioners. To further increase our impact and reach, this year we started to work more within local communities, in collaboration with other services. Working together, we can build young people’s resilience to better manage future challenges. Our funders have endorsed and supported this transformation. However, increased demand costs money and whilst we have sought to broaden our income base, we will need the ongoing commitment of our current and potential funders over a period of years to maintain and grow further what we do. I also want to recognise the vital contribution made by our skilled, experienced and talented staff and volunteers, who have so much commitment to the children and young people we serve to build resilience and hope for the future. Collectively, we have achieved so much during 2023-2024 and I am proud of the impact it is having so far. We need to ensure that we continue our transformation in order to change the odds for as many children and young people as possible. We cannot deliver transformation alone. Jo Dare BEM Isle of Wight Youth Trust CEO **2.** ## TRUSTEES REPORT I was appointed as the Chair of the Isle of Wight Youth Trust in July 2023 and was privileged to join the charity at a time of positive development and growth. As with many Island and national youth and mental health organisations, there are many challenges; reduced budgets, increasing demand, and the main focus this year has been to actively find new ways of working whilst retaining the core aim of the Youth Trust which is to support and empower children and young people on the Island. To support this process, a recruitment campaign was launched to help broaden Board Trustee experience for maximum impact and influence and to ensure that the key skills and knowledge required for oversight were in place. We now have in place a Board that has experience in a range of areas including clinical services, HR, finance, communications and marketing, and strategy. the main focus this year has been to actively find new ways of working whilst retaining the core aim of the Youth Trust I am looking forward to supporting the continued growth of the Youth Trust and embedding the existing work along with new services to ensure that we continue be there when our young people need us most. The staff and volunteers at the Youth Trust have worked incredibly hard to design and implement new and creative ways of delivering services and we are already seeing the impact this is having on children & young people and their families. Kay Boycott Chair of Trustees ## MESSAGE FROM THE TASKFORCE The Youth Trust Taskforce has a positive impact on the lives of so many in such a wide variety of ways Having been the newly appointed chair of the Youth Trust Taskforce for the past three months, it has been great to see the enthusiasm from all individuals within the Taskforce, both those with many years commitment as well as those we have welcomed more recently. The Taskforce is currently looking for young people to join our team! Anyone aged between 11 – 24 years old is welcome to join the Taskforce, so if this interests you, please do get in touch!” Charlotte Andrews Chair of the Youth Taskforce The Youth Trust Taskforce has positive impact on the lives of so many in such a wide variety of ways, through the common objective of individuals using their voices to help other young people living on the island and beyond. Not only this but being a member of the Taskforce builds on skills on a personal level for all those involved, and this is the reason why many taskforce members (including myself) are extremely grateful for the opportunity to be part of this collaborative group. **5.** **4.** ## WHO WE ARE For 40 years the Isle of Wight Youth Trust has delivered free, professional, and confidential counselling, and psychotherapy services to children and young people aged 5-25, on the Isle of Wight. At the heart of our charity is our commitment to listen to the voices of the children and young people we serve to ensure their needs are met, improvements are made and gaps in services highlighted, and filled. In a post-Covid reality of rising demand, in 2022, a new, ambitious strategy was co-produced, developed and launched. Called ‘Changing the Odds’ it aspired to create a paradigm shift that builds on the strengths of children and young people through early-help wellbeing activity, to develop resilience and reduce the need for more intensive, complex interventions. However, it retained the commitment to the charity’s foundations of being there to offer therapeutic support for children and young people, when they need it. This report reflects our progress to meet our strategy ambitions throughout 2023-24. **7.** **6.** **----- Start of picture text -----**
OBJECTIVES MAKING A DIFFERENCE
In setting the charity’s objectives and planning activities, the trustees have considered the Charity Commission’s guidance
on public benefit. The objectives of the charity are to advance the education and training of young people on the Isle of Sessions Individuals
Referrals
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**9.** **8.** The overarching outcome that the Youth Trust seeks to achieve, is to ee improve the mental health and 2 wellbeing of children and young | i people. In 2023/24, 79% of young people made significant progress in their outcomes and Youth Trust achieved client satisfaction rating of Ing 87% (counselling) scoring 8 or more ACCUMULATIVE NUMBER OF REFFERALS BY PRIMARY REASON > Oe ‘ae, wecn $e ,tSK ee aerh WE gt py ligt.owe 2 "A, VXAs T AEA KY _ 7 oy . - 700 ’ > - WN 600 : f ~~f : ( oc See7 ’— ,aes8 Pe anae’~~ ‘ ue = -) - re » 500 « ~~ay~~ : ~~/ oeoNvi~~ ’ as 400 ‘ ; ’ 300 ’ 20 a? “ 200 s aoa 100 nA .- ’ “= aN oo. 0 ~~:~~ \- ~~an ,~~ t Y ; : _ +) **11.** **10.** ## BRINGING OUR STRATEGY TO LIFE ACTIVITIES IN 2023-2024 The IW has the third highest mental health hospital admissions for under 18’s in England. IW Youth Trust is playing a leading role in service transformation to meet the needs of children & young people and reduce admissions, particularly those most vulnerable to crisis including children & young people who are LGBTQAI+, neurodivergent, those on the edge of crime, those with care experience/care leavers, etc. Our proposals for transformation have come about through our commitment to ensuring young people can influence how services are designed and delivered. In the 2023 youth mental health census,. 30% stated they had deliberately hurt themselves, 1:3 have considered suicide and 1:10 have tried to take their own lives – all evidence of crisis which needs to be prevented, or addressed sooner. 2023/24 has therefore focused on embedding a YIACS (Youth Information, Advice and Counselling Service) approach to provide holistic, person-centred and trauma informed therapeutic and practical support through crisis, and beyond, to recovery - whether the support required is therapeutic, or practical. **13.** **12.** ## - AMBITION ONE Our goal: More children and young people have a say in the things that matter to them, and help shape the services they need The focus during this has been to develop plans to extend our youth voice further and enable increased participation, supported by a Youth Engagement Officer. ## **Feedback** **The Taskforce has given me the opportunity to engage in events I would never have done otherwise. Most importantly it has enabled me to have a voice surrounding youth mental health on the island and interact with other services as well as the youth trust to help shape the experience of other young people, and I can't wait to lead these important conversations going forward.** -By Charlotte **Youth Trust has shaped my life for the better and I thoroughly encourage anyone who has a strong interest in helping the community to get involved; it truly is worth it.** **15.** ## “ al pP i AIMS & PROGRESS (AMBITION ONE) ~ = “a ; a x TT = ## **PROGRESS** ~~~~~ ## **PROGRESS** “<- have a say in other a things that impact \ The bi-annual youth mental health census was completed by 1,223 young people, aged 11 to 25, in 2023. This year, due to funding, it became a digital survey model which reduced numbers, but it was still a good, representative sample of the Island’s youth population. al 4 aS Youth Conference. k The Youth Conference held in March 2024, was attended by 35+ young people. A co-produced collaboration between the IW Youth Council and Youth Trust, it aimed to get youth voice heard on the Te topics that mattered most to them, with the ~ opportunity at the end of the day to pose their Chair of the Board has also attended. . * - ## **CASE STUDY** ## AMBITION TWO Our goal: Getting the right information and help earlier, when it’s needed With little funding through the Integrated Care Board (ICB) for prevention and early help activity, it has been vital to secure additional grant funding and establish local collaborations with other agencies to make this happen. This vision commenced with support from The National Lottery to enable this new, local approach to be realised, and was boosted, in February 2024, from Department of Health and Social Care (DHSC) funding for Early Intervention Hubs. IW Youth Trust was one of only 24 successful awards across England to develop pilots to evidence the positive outcomes that could be achieved. However, this is only for 12 months, at this stage. **A 17 year old was referred for Housing Support. Home life was emotionally abusive, and Mum was struggling with alcoholism. The client was struggling with living in a loud and chaotic environment. They enjoyed education and had aspirations to go to university.** **The Youth Trust Housing Support Worker worked with the University in order to secure year round and safe accommodation for the future and attendance at University. The client felt that things were in place and was feeling positive about starting University in September ready for a new start.** This funding has allowed work to reduce the length of time children and young people must wait for direct contact with the Youth Trust. All children and young people are first screened through the triage process and, where appropriate, are contacted first by the Wellbeing team. These guided conversations have led to clients no longer needing to wait for a full therapeutic assessment, and resources shared to families have led to children going to school when they had previously been refusing to go, calmer communication at home and trying out recommended local groups to follow up interests and hobbies or support needed. **18.** ## AIMS & PROGRESS (AMBITION TWO) Development of information and advice workshops on a range of wellbeing and mental health topics Development of resources which can be accessed through our website Launch a parent advice line Develop training for and network of parent peer supporters poor mental health. They also refer into services those who may need more proactive support. The workforce has increased, including 6 trainees, now all qualified, and retained as full-time employees. ## **CASE STUDY** ## AMBITION THREE Our goal: Getting the right help quickly when things get more difficult 13-year-old male referred to the Youth Trust for counselling by CAMHS for persistent low mood, suicidal ideation and anger management difficulties. The young person had also struggled with bullying and was beginning to engage in some antisocial behaviours. He attended six sessions of counselling with a baseline score at first session of 32/40. Intervention was trauma informed, and person-centred with some systemic and creative interventions. After positive engagement with his counsellor each week, his final session showed a significant improved outcome score of 9/40. Young person and parent reported a positive experience from having counselling sessions and alongside having social worker support there were signs of improved family relationships. too There are times when moving straight into therapy is delivering the right support, first time. For some children and young people, something happens in their lives, adverse childhood experiences, and early help wellbeing activity is not enough. Once therapy has been completed, sometimes there are concerns from the therapist, or young person, that they are not quite ready to be independent of the support we can offer or perhaps their mental health has improved but their life chances have not, and practical support is still needed. The ability to benefit from a ‘step up and step down’ model may make the difference between needing more therapy at a future date, or not. Client also reported improved peer relationships with his friends at school. On his final session he said it had been helpful to talk things through, especially about his feelings, as this was something he found difficult to do. He shared that he had a good experience of counselling and had noticed an improvement in how he now felt. On feeling more positive he joined a local youth group and was excited about attending some planned activities and events there. Onward support was offered by the Youth Trust Wellbeing Team to drop in for the weekly ‘Snack & Chat’ group. **23.** **22.** ## AIMS & PROGRESS (AMBITION THREE) ## **PROGRESS** Ay **----- Start of picture text -----**
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KEY AIMS PROGRESS
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clinical risk assessment and we have grown the ## GOALS FOR THE NEXT 12 MONTHS: 2024-2025 ## Ambition One Further review of participation good practice to continue to increase co-production in service design, development and delivery. Children and Young People have a say in the things that matter to them and help shape the services they need Extend how young people are involved in the monitoring and evaluation of their services to influence change where needed, % f ensuring clearer links between evaluation ; + and service development with feedback to children and young people as a continuous improvement loop. Ambition Two Getting the right information and help earlier if needed Extend the reach of the Youth Trust, including through ‘hub and spoke’ delivery, extend counselling into 2 more schools, the development of community mental health ambassadors and peer support workers, talks to community groups and increased local media presence. Develop parent peer supporters. Further develop the website to promote easier access to information. Secure funding to continue early help support. Increase campaigning activity to raise awareness of the concerns of young people and promote IW Youth Trust services. Use the 6 point plan as a foundation for future activity. Continue to expand social media engagement, and opportunities for young people to attend events that increase the presence, and influence, of young people including the Travelling Safe Space project and supporting fundraising activities. Achieve BACP Accreditation for IW Youth Trust counselling services. ## Ambition Three Expand longer-term support to our most vulnerable young Islanders through trauma informed interventions that address Adverse Getting the right help quickly when things get more difficult Childhood Experiences. # aes Ze Create easy access back into support, if required. . ae \ | On7 Increase use of Peer Support Workers \ \\ aligned to therapeutic delivery. **27.** **26.** ## GETTING THE INFRASTRUCTURE RIGHT TO DELIVER OUR STRATEGY ## People **2023-2024 staffing has grown from 30 to 35, reflecting the changing model to manage demand and meet the needs of children and young people. We have also continued to support trainee counsellors and recruit another apprentice, in line with our ‘grow your own’ approach to training and developing staff where there are workforce shortages. In the last year we supported 6 practitioners to gain Postgraduate qualifications, and subsequently employed them full-time. Further to this, we supported our existing Counsellor and Service Team Lead to gain a PG Diploma in Clinical Supervision Skills, enabling us to provide in-house Clinical Supervision.** **Similarly, recognising the importance of dedicated time to fully support the development and wellbeing of our people, the Operations & People Lead was enabled to start a CIPD qualification which is already showing benefits from the learning process. This has been supported by investment in increased hours for Operations administration.** ## A ‘Good Employer’ **IW Youth Trust achieved Real Living Wage Employer accreditation through the Real Living Wage Foundation in 2023 and were accepted as signatories to the Mindful Employer Charter. Work has started on accreditation via Inclusive Island, and we continue to progress through the Disability Confident accreditation process.** **Terms and conditions were reviewed in line with legislative change, and a wider pay review was performed. In March 2024, staff received a 4% cost of living increase to salaries aligned to affordability and the need to keep close to NHS Agenda for Change rates, if we are to recruit and retain outstanding staff.** **We have continued to invest in the training and development of our staff, with improved access to CPD and a renewed approach to identifying training needs via a Training Needs Analysis.** **Staffology HR system was introduced in April 2023 and continues to be developed so that all staff can manage their own records, and better management and reporting has been achieved.** **29.** **28.** ## Wellbeing **Sickness rates remain below national average (average 2.64 days per employee per year compared to national average of 4.6 days per employee) (ONS data). Staff turnover is 12%, compared to the national figure of between 26%-35% (ONS data).** **To monitor wellbeing, and increase engagement, in April 2023 a new annual staff survey was launched. This was analysed, with Trustees and senior management informed of the outcome, and has been repeated in April 2024. Key themes emerging were:** **·Internal Communication: Development of an internal communications plan, and plan to introduce a staff intranet platform** **·Collaborative working: Development of a staff forum to improve collaboration (and communication)** **·Career progression: Review of learning and development options and availability.** **A staff forum has been created, launching in May 2024, to further share leadership opportunities, concerns, and ideas for change to improve staff wellbeing and service effectiveness. Lunchtime social sessions are being introduced to encourage wider staff interaction and opportunity for time away from screens.** **Focusing on teamwork and communications, all staff took part in the Insights Discovery profiles as part of our staff away day to learn more about our individual strengths and how we interact with each other.** ## Estates **During 2023/24, significant work was undertaken to understand our current estates position and future needs, culminating in an Estates Strategy and Plan to ensure that IW Youth Trust continues to develop a ‘Hub and Spoke’ model of estates, to enable accessible services for children and young people that also aligns with developments in Education and Health.** **Elements of the Hub are to:** **Maintain, and improve, an HQ Hub at 114 Pyle Street, Newport, for Operations staff, reception/services administration, some therapeutic activity** **Continue to rent (or in due course, purchase) retail space next door as a wellbeing ‘Hub’ from which to develop future activity in collaboration with DWP and other organisations.** **The Spokes will evolve in two phases:** **Initially utilizing free, school or family hub locations in Ryde, Cowes and Sandown, once a week, before moving to phase two, in several years, with at least one ‘branded’, dedicated space once ideas for earned income are finalized, and earned income/therapeutic activity can be co-located where possible.** **During these developments, community outreach through wellbeing activity will be maintained across the Island.** **31.** **30.** a os ## **PEOPLE** ## I.T In 2023-2024, IW Youth Trust invested in 10 new machines to support the IT renewal of a growing team of staff and volunteers. Penetration Testing was performed and successfully completed. We achieved the Cyber Essentials qualification, and renewed registration with the NHS Data Toolkit. Staffology HR was launched in April 2023 as a replacement HR system, affording better reporting, and records management. Salesforce was refreshed and data cleansed to better support supporter networks and income generation. Work began to embed a staff intranet platform to aid internal communications. A lone-working app was relaunched, to ensure the safety of our team. ## Communications IW Youth Trust continues to develop website structure and content supported by continued feedback from young people, staff and the wider public. We are proud of our Marketing and Communications Apprentice who completed her apprenticeship during 2023/24 and secured a new opportunity to work in the marketing industry focusing on digital media. The recruitment of a new Marketing and Communications Coordinator has allowed us to review the charity’s current needs and direction in terms of communications and marketing. 2023-2024 has seen an increase in awareness raising of the IW Youth Trust with regular press releases about the work we are doing, and income generation activities. Embed the staff survey into an increasingly meaningful tool to improve culture and become an ‘employer of choice’ to increase retention. a" Develop a workforce plan to manage skills shortages; encourage and enable young people into the workforce. ## **ESTATES** Continue to develop a ‘Hub and Spoke’ model of estates to complement more accessible service delivery. ## **I.T** Continue to refresh IT hardware to ensure efficiency and data security. Develop use of AI where appropriate to support improved communications. ## **COMMUNICATIONS** oe Increase awareness and reputation of the Youth Trust in local communities and to key stakeholders. Further website development will be completed, social media platforms will be expanded and increased information, advice and self-help resources will be available. ## **FINANCE** —_—_S=S=S==—_ Stabilise and evolve the finance function in line with changing organisation requirements. ## **INCOME GENERATION** Diversify income generation activity to increase unrestricted income, and manage risk. **33.** **32.** ## STRUCTURE, GOVERNANCE & MANAGEMENT The charity is controlled by its governing document, the Memorandum and Articles. The charity is a company limited by guarantee, as defined by the Companies Act 2006 and has no share capital. In the event of a winding up the members (trustees) must contribute a sum up to £10. Trustees/Directors, Key Administrative Details: Malcolm Marshall Retired 12 July 2023 Kay Boycott Appointed 12th July 2023 Pete Elliott Appointed 12th July 2023 Appointed 24th January 2024 Appointed 13th July 2022 Appointed 13th July 2022 Appointed 24th January 2024 Retired 18th July 2024 Retired 31st March 2024 Retired 12th July 2023 Appointed 24th January 2024 Appointed 18th July 2024 Michael Shepherd Alison Plezsak Helen Farrant Mark Dix Jonathan Read Ed Webb Michael Lilley Sarah Redrup Tom Flower Chief Executive Officer: Jo Dare, BEM Company Secretary: Natascha Nelson Resigned 1st August 2024 Joanne Dare Appointed 1st August 2024 Youth Trust Patrons: Lord Michael Grade, Rob & Josie da Bank Charity Number: Company Number: 1087163 04149036 Bankers: Barclays, 8 High Street, Ryde, IW. PO33 4PE Accountants: Moore South, 9 St John’s Place, Newport, Isle of Wight PO30 1LH Independent Auditors: Morris Crocker, North Street, Havant. PO9 1QU Principle Address & Registered Office: The Isle of Wight Youth Trust 114 Pyle Street Newport Isle of Wight PO30 1XA Contact Details: Tel: 01983 529 569 Email: info@iowyouthtrust.co.uk Website: www.iowyouthtrust.co.uk ## **Follow Us:** **@IOWYouthTrust isleofwightyouthtrust** **isleofwightyouthtrust** **IOWYouthTrust** **35.** **34.** ## GOVERNANCE After a robust, open recruitment process for a new Chair, in July 2023, Malcolm Marshall retired after 6 years of service and was succeeded by Kay Boycott. Staff and the Youth Taskforce were part of the selection and interview process. Subsequent recruitment for new trustees took place in November 2023 and April 2024, after some trustees retired, and to ensure that the range of skills and experience were broad and include areas needed by IW Youth Trust. Trustees have relevant experience with skills and experience in clinical practice, commerce, local government, HR, charities and business. Candidate trustees attend a formal interview with the Chair of Trustees, trustee and CEO, before being recommended to the Board of Trustees. Trustees are subject to a Disclosure and Barring Services (DBS) check, references, and confirmation of compliance with the Trustee Code of Conduct. Trustees receive a formal induction and training is provided. Members of the Youth Mental Health Taskforce are invited to Board meetings at least twice a year, and take part in Strategy sessions, to share their concerns about gaps in Island mental health services, and co-produce opportunities for improvements and developments.. **Key areas of work for the board in 24/25** Engaging the Board and senior leadership team to confirm a sense of purpose around the vision for the ‘Changing the Odds’ strategy. To start the development of the Youth Trust strategy from 2025. Extending further the youth participation in governance. Focus on People and Estates Strategies and Plans. ## GOVERNANCE STRUCTURE |Meeting|Regularity|Remit| |---|---|---| |Full Board
Meeting|**Quarterly**|Risk register review to ensure effective internal controls
and risk management systems are in place
Financial management review, and budget sign off
Annual report and accounts sign off
Trustee appointments
Youth voice update
Policy review, and approval
Strategy development and progress monitoring
Annual reports - health & safety, environmental plans, EDI.| |Finance, HR and
Operations
Subcommittee|**Quarterly**|Monitor the financial position of the charity to ensure long
and short-term viability. Ensure financial management
information has integrity, is balanced and transparent.
Monitor budget setting and recommend budget to the
Board
Review financial strategy and risk
Oversee an annual external audit, implement
recommendations from the external auditor’s report and
make recommendations to the Board on the
appointment/removal of auditors
Oversight, and support, to develop approach for income
strategies and plans, and monitor income generated to
ensure sufficient and sustainable income, now and in the
future
People related oversight, including culture, conflict of
interest, remuneration, EDI, workforce wellbeing and
development
Communications oversight.| |Clinical and
Services
Subcommittee|**Quarterly**|Monitor that IW Youth Trust safeguards and meets the
needs of children, young people, their parents/carers by
delivering services which achieve the best impact and
outcomes
Review clinical risk.| |Strategy
Meetings|At least once
a year|Oversight, and support for, strategy development and
progress towards implementation.| |AGM|**Annually**
**(October)**|Publish statutory annual report and accounts
Trustee rotation and reappointment
Appointment of auditors| **36.** ## MANAGEMENT Trustees delegate the management functions of the charity to the CEO which empowers the CEO to delegate further to the Senior Leadership Team and other staff through a Scheme of Delegated Authority. The CEO is supported by a Head of Services, managers and team leaders. Four whole team meetings take place in the year, part strategic and part information sharing. Each work area maintains regular team meetings to progress their activities. During 2024/25, further work will be undertaken to achieve more distributive leadership throughout the Charity. The charity has policies and procedures in place covering all aspects of operational and strategic functions of the organisation. ## RISK MANAGEMENT & QUALITY ASSURANCE To address risk management and ensure Quality Assurance for governance and to enable Trustee oversight, staff evidence the following: Are we safe? Are we effective? Are we caring? Are we responsive? Are we well led? ## **During 2023/24, risk management and quality assurance activities were as follows:** ## SAFE - Continued, regular monitoring of an action plan developed because of an internal clinical audit undertaken in 2022 (CQC standard) to quality assure service delivery. - ·Retention of qualified, experienced external Clinical Supervisors to provide regular, consistent clinical supervision for all clinical, counselling and wellbeing staff. - ·Safeguarding training is undertaken on induction and then regularly by all clinical team members and Designated Safeguarding Lead (DSL) and Deputy Safeguarding Lead (DDSL). - Maintenance and review of risk registers (staff and trustees) for both clinical services and organisation wide. - In year, policies, procedures, and staff handbook are revised to an established cycle, or due to legislative change. As a result, a health and safety audit was carried out, the Business Continuity Plan reviewed and updated, the Critical Incident Policy & Emergency Alert protocol was reviewed, and loneworking safety app introduced. GDPR training is undertaken on induction and refreshed annually. This is supported by an Information Governance framework including policies and procedures, training and monitoring. We are Cyber Essentials accredited and use Nhs.net secure email for information transfer and are compliant with the requirements of NHS Information Governance Regulations and adhere to the NHS Record Management Code of Practice 2021. ## EFFECTIVE - ·Clinical outcome questionnaires, including YP CORE, RCADS, CORS, Health and Wellbeing Wheel and the Outcomes Star have been used to evidence distance travelled on first and last session. - ·Post evaluation satisfaction surveys have been completed by all children & young people to score and give feedback of the service they have received on final session. There is also a suggestion box in reception which is monitored. - ·Audits have been carried out on case files and sampling for quality control of admin and case recording processes. A safeguarding tracker was kept for all MASH referrals sent in and follow up any actions. - ·Staff had regular monthly supervision to ensure systems and processes are being followed. - ·The newly established staff forum fed back ideas and suggestions to improve staff experience. ## CARING - Feedback gained from children & young people in customer satisfaction rating scores recognised the caring nature of interactions with staff. - Activities were maintained to support staff wellbeing, including allocated wellbeing days, access to a free online counselling and advice for personal support, medical and life insurance cover, generous annual leave entitlement, and sickness/compassion leave. ## RESPONSIVE - Complaints, or concerns, were actioned and followed up in accordance with our complaints policy. - Self-help resources and support calls were increased to all those waiting for support. For those attending in person, plans were developed to extend opening hours to Saturdays. The trial will start in August. Outside of office hours, the website increased self-help resources and opportunities to signpost to other services, as needed, including crisis support. ## WELL LED - Experienced senior leadership met weekly to steer organisational development and monitor risk. - A new Chair was recruited after the retirement of the previous incumbent. Governance continued to be kept under review with senior leaders held to account, with financial monitoring maintained. During 2023/24, the Charity’s income increased to over £1m triggering an external audit for the first time. Strategy sessions were held to monitor progress towards achieving our strategic goals and start preparation for a new strategy in 2025. - The staff survey, and staff forum, were used to engage with staff, understand and address, concerns. The leadership team attended many strategic meetings and represented the Youth Trust to influence strategy, advance youth voice, and highlight gaps in service delivery to partners. **39..** **38.** ## MONITORING & EVALUATION We continue to increase the use of data to monitor and evaluate services and this will be further developed in 2024-25 through dedicated staff resource. We use a variety of systems and tools to capture data, enabling us to provide quantitative and qualitative reports detailing outputs, outcomes and ultimately impact: - ·Groupwork/workshop feedback (service user led) – first and last week of course. Psycho-education/skills sharing informing best practice and use of ROM where possible, to evidence distance travelled. - ·IAPTUS data/case management system - records all data from tools outlined below. Reports and tracks outcomes of all children & young people sessions including individual progress/future needs. - ·Mood scale rating (user involved) – completed at assessment stage for risk management/prioritisation/additional support needs. - ·Engagement Data – recorded weekly across the service. Impressions, clicks, and interactions across our digital platform including website and social media channels. - ·Risk assessment (practitioner led) – completed at assessment stage to identify level of risk (harm to self/others) and complexity e.g. if requiring T3 intervention. - ·Satisfaction survey (service user led) – on completion of service. Youth Trust service experience rating questions plus feedback. - ·Routine Outcome Measures (ROMS) questionnaires (user involved) – completed at session one, then every 6 sessions until closure. ROMS include CORS (Child Outcome Rating Score) YP CORE (Clinical Outcome Routine Evaluation) for counselling. - ·Case studies – on completion of service. Summary of service user presenting issue, intervention provided, evidence of outcomes achieved. - ·A comment box in reception for anyone to add any feedback or ideas for improvement. - ·Outcome Star – completed at baseline, mid-pint and on completion of service - different stars for different challenges but focus includes feelings/emotions, lifestyle, relationships, school, training and work, using time, addictive behavior, trust. ## REMUNERATION POLICY Trustees do not receive payment, just reimbursement of out-of-pocket expenses in line with Charity Commission guidelines. IW Youth Trust is committed to ensuring that it pays people fairly and in a way which ensures it can attract and retain the right skills to have the greatest impact in delivering its charitable objectives. Responsibility for monitoring IW Youth Trust’s remuneration policy and procedure rests with the Finance, HR and Operations Subcommittee, which meets 4 times per year, advised by the CEO/Operation and People Lead. The Committee comprises at least three Youth Trust Trustees. The CEO attends all meetings and Senior Leadership Team members as required. The CEO and Senior Leadership Team will leave the meeting when their remuneration packages are discussed. Decisions by the Finance, HR and Operations Subcommittee require ratification by the full Board. Meetings are minuted, taking account of data protection law. As a charity which is limited by its resources, it is important that any money it wishes to make available for remuneration is utilised appropriately and effectively. Youth Trust aspires, as a minimum, to pay the living wage to all its employees, subject to affordability and where possible, the charity will reference Voluntary Sector salary reports and NHS Agenda for Change. The charity strives to be an equal opportunity employer. This means it aims to treat all staff equitably with regards to the terms and conditions of employment offered, including pay. The Finance, HR and Operations subcommittee recommends to the Board the pay, benefits and reward strategy for the charity and the remuneration packages of the CEO and the Senior Leadership Team. Senior Leadership Team pay reviews are completed by the CEO. It will review pay levels at least annually and normally as part of budget setting for the coming year. This ensures that remuneration is decided in the context of wider financial performance. Youth Trust follows the five principles advocated by the Association of Chief Executives of Voluntary Organisations (ACEVO) in its Good Pay Guide publication for all its employees. These are: - 1.Transparency - being open about how pay is set - 2.Proportionality - being fair and consistent - 3.Performance - ensuring salaries reflect the size and available resources of Youth Trust, take account of comparable, local pay and individual performance achievement - 4.Recruitment and Retention - keeping valued staff within the organisation - 5.Process - ensuring that the principles of Good Pay are supported by appropriate procedures. **41.** **40.** ## PUBLIC BENEFIT In setting plans and priorities for areas of work, our Trustees have followed guidance from the Charity Commission on the provision of public benefit, in accordance with Section 17 of the Charities Act 2011 and are satisfied that the services provided by IW Youth Trust fully meet the principles of public benefit as set out in the Charity Commission Guidance. IW Youth Trust’s objectives and activities fully reflect the purposes that the Charity was set up to advance, focusing priorities for service development and delivery on supporting children and young people most vulnerable in their mental health. With 50% of potential lifelong mental health problems emerging by the age of 14, rising to 75% by the age of 24, IW Youth Trust service delivery has not only considered the need for an accessible, person-centred therapeutic response to treat poor mental health, but also how we can intervene early in a non-stigmatising way, to address the causes of poor mental health, whether that be because of trauma caused by Adverse Childhood Experiences (ACEs) or practical challenges arising from the transition between child and adulthood. Our role is to ensure that children and young people can access the right support, at the right time, first time. In delivering these services, we clearly identify the benefits to children, young people and their parents/carers. We then monitor progress to make sure our services are having a positive impact on children and young people, as planned, and to learn any lessons that can be used to improve the services. IW Youth Trust’s charitable purpose is to advance the education and training of young people on the Isle of Wight through the relief of poverty, distress, and sickness. Our vision is for an Island where children and young people’s mental health needs are well recognised and supported. We have demonstrated through this annual report that we are working within our charitable purpose, to public benefit, by progressing our Strategy ‘Changing the Odds’ so that fewer children and young people have poor mental health throughout their lifetime that sometimes result in profound and tragic consequences. By meeting their needs now, we are making a vital contribution to individuals having more resilience to manage life’s challenges both as children and as adults. ## SUSTAINABILITY UPDATE IW Youth Trust recognises its responsibility to reduce its impact on the environment and climate change within its broader scope of supporting young people on the Isle of Wight. IW Youth Trust is working towards effective stewardship of the environment, tackling environmental impact, climate change and working towards Carbon Net Zero. Progress towards our goals for 2023-2024 were as follows: ·An increase in recycling and reducing waste ·Increased use of environmentally friendly products and local suppliers We recognise that more work needs to be done towards achieving our environmental stewardship targets and a review was carried is due to be carried out in April 2024. The appointment of new Operations staff will help support the work that the review identifies. **43.** **42.** ## EDI STATEMENT Equality, diversity, and inclusion (EDI) are three values that the Youth Trust recognises and strives to achieve to help meet the needs of all people who encounter the charity whether as staff member, trustee, young person, parent, professionals, funding bodies, etc. During 2023/24, a review was completed and as a result, future priorities were resolved as below. **45.** **44.** ## Funders & Supporters ## FINANCIAL REVIEW During 2023-24, the Trust increased income from all sources by 56% to £1,259,290 (2023 - £803,774). Whilst expenditure also increased by 29% to £1,218,080 (2023 - £946,573), the Trust produced an overall surplus of £41,210 (2023 – deficit of £142,799). The restricted funds grew by £135,718 to £156,405 (2023 - £20,687) due to the timing of projects. There are significant challenges to income generation for the Charity. The fundraising landscape continues to change, increasing the imperative to diversify income generation to manage risk. Inflation during the year has affected the true value of contracts and grants for core services. We continue to work hard to generate income to support children and young people’s mental health and wellbeing and change young lives for the better. The Trust’s unrestricted funds position decreased from £549,600 to £455,092, but this was because of a decision by Trustees to invest in the infrastructure of the Charity to diversify income and provide a broader capacity to enable quality service delivery underpinned by good risk management. At the end of the year, the investment to “pump-prime” changes made have been followed through into future year’s budgets. Bids to Trusts and Foundations continued at pace to fund gaps in funding and implement new projects. The time taken to draft and submit funding bids is not insignificant at a time where there is greater competition than ever. Donations including a legacy of £5,000 were £25,319 (2023 - £16,981). Our most significant area of expenditure is in staff costs, which increased from £764,366 to £955,377 as staffing numbers increased to reflect the broader service offering and a 4% cost of living pay award. We are very grateful to everyone who supports our work by contributing funds for our charity (alphabetical): BBC Children in Need Cherry Godfrey Daisie Rich Department of Health and Social Care (DHSC) Department of Work and Pensions (DWP) Glanville’s Damant Solicitors Hampshire and Isle of Wight Charitable Foundation Integrated Care Board (ICB) IW NHS Trust Isle of Wight Tomatoes Love Running Neighbourly Newport and Carisbrooke Community Council (NCCC) Pertemps SNG (Formerly Sovereign Housing) The Big Give The National Lottery Transpetrel Foundation And to all the individuals, businesses and organisations who have donated and organised events and fundraisers for us. During the year, much work was done with Trustees and the CEO to review income generation and fundraising strategies to ensure a clear sense of direction for 2024/25, to increase sustainability. As a result, during 2024/25, we will increase segmentation of income generation activity and seek external support to build the right frameworks for income generation into the future. We will also ensure much clearer management information is available to identify what is working and what needs improvement. **47.** **46.** ## RESERVES & INVESTMENTS The Trust aims to hold between 4 and 6 months’ worth of operating costs in free reserves plus designated reserves for specific purposes such as premises renovation and maintenance. At the time of publication, the Youth Trust is working to free reserves of 4 months operating costs. IW Youth Trust’s (Youth Trust) objective for holding unrestricted reserves is to: As in previous years, Trustees hold reserves in cash using a mix of notice and fixed term accounts to maintain flexibility of access. With the increasing demand for our services, trustees consider that we need to be able to draw upon reserves as needed. - give confidence to funders by demonstrating good stewardship and active financial management demonstrate the charity’s resilience and capacity to manage unforeseen financial difficulties to beneficiaries, funders and the public Overall, the aim is to maintain, and if possible, enhance the value of the invested funds whilst they are retained, but primarily to ensure that reserves do not erode over time because of the effect of inflation. Policy has been developed using document CC14 from the Charities Commission. - give funders, such as grant-makers, an understanding of why funding is needed to undertake a particular project or activity - give assurance to lenders and creditors that the charity can meet its financial commitments manage the risk to a charity’s reputation from holding substantial unspent funds at the year-end without explanation The Charity’s investment objectives are to invest 1)securely and flexibly; 2)to ensure working capital requirements are met; and 3)to seek to protect capital value. Reserves have been calculated and estimated based on identified risks of income volatility and are set to mitigate the effects of potential volatility affecting beneficiary services. Trustees will ensure that the charity takes its reserves position into account in future financial planning decisions. IW Youth Trust will aim to keep on instant access sufficient cash to cover not less than 3 months’ operational expenditure and manage the level of risk inherent with achieving the objectives set out above, by holding an investment portfolio with an overall low risk. Isle of Wight Youth Trust’s (Youth Trust) Reserves Policy is reviewed annually unless there are in year changes to funding and risk management that will require a revised approach. It is drafted having specific reference to the financial structure of the Charity and is included in the annual report and accounts. There is an annual review by the Finance Committee of non-cash/savings investments to assess performance of the investment, quality of service and alignment with charitable objectives. Finance Committee will report back to the Board accordingly. ## PENSION STATEMENT All employees are auto-enrolled in a Stakeholder pension scheme with The People’s Pension. The minimum employee contribution is 5% of salary, with a 3% contribution from the Youth Trust, as employer. ## PRINCIPLE RISKS & UNCERTAINTIES The Trustees consider the principle risks facing the charity to be funding security. Whilst funding for Under 18’s counselling has now been secured for 4+2 years, and Lottery funding is secured until 2026, demand is such that these sources do not cover activity, nor does this funding support the development of a Youth Information, Advice and Counselling Service model. In 2023/24, IW Youth Trust secured significant increase in funding to undertake it’s work but grants and contracts were increased for 12 months duration without commitment to renew.w. Risks arising from funding insecurity is being mitigated through: ·A renewed, strategic, segmented approach to fundraising to increase public donations and Trusts and Foundations income, as well as commence social enterprise. ·Influencing funders to consider additional funding and extended contract terms. ·Improving financial efficiency. - ·Reviewing supplier costs. ## GOING CONCERN IW Youth Trust remains a going concern **49.** **48.** ## STATEMENT OF TRUSTEE STATEMENT AS TO DISCLOSURE RESPONSIBILITIES OF INFORMATION TO AUDITORS The Trustees (who are also the Directors for The Trustees are responsible for keeping the purpose of company law) are responsible adequate accounting records that disclose for preparing the Trustees’ Annual Report with reasonable accuracy at any time the The following statements have been affirmed by each of the Trustees of the charitable and the financial statement in accordance financial position of the charitable company company: The Trustees (who are also the Directors for The Trustees are responsible for keeping the purpose of company law) are responsible adequate accounting records that disclose for preparing the Trustees’ Annual Report with reasonable accuracy at any time the The following statements have been affirmed by each of the Trustees of the charitable and the financial statement in accordance financial position of the charitable company company: with applicable law and United Kingdom and enable them to ensure that the financial Accounting Standards (United Kingdom statements comply with the Companies Act Generally Accepted Accounting Practice). 2006. They are also responsible for so far as each Trustee is aware, there is no relevant audit information, (that is safeguarding the assets of the charitable information needed by the company's auditors in connection with preparing their Company law requires the Trustees to company and hence for taking reasonable report), of which the company's auditors are unaware; and prepare financial statements for each financial steps for the prevention and detection of year, which give a true and fair view of the fraud and other irregularities. each Trustee has taken all the steps that he / she ought to have taken as a Trustee state of affairs of the charitable company and in order to make himself/ herself aware of any relevant audit information and to of the incoming resources and application of This report was prepared taking advantage establish that the company's auditors are aware of that information. resources, including the income and of the exemptions available to small expenditure, of the charitable company for companies within the Companies Act 2006 that period. In preparing these financial and was approved by the Board of Trustees statements, the Trustees are required to: and signed on its behalf. ·Select suitable accounting policies and then Morris Crocker, having been appointed as auditor following the last annual general apply them consistently meeting, indicated its willingness to be reappointed as statutory auditor and a ·Observe the methods and principles in the resolution to re-appoint them as auditors will be proposed at the next Annual General Charities SORP 2019 Meeting. ·Make judgements and estimates that are reasonable and prudent ·State whether applicable UK Accounting This report has been prepared in accordance with the Statement of Recommended Standards have been followed, subject to any Practice: Accounting and Reporting by Charities (SORP). material departures disclosed and explained in the financial statements Approved by order of the board of trustees on and signed on its behalf by: ·Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will Kay Boycott continue in operation Chair of Trustees Dated: 31/10/24 **51. 50.** gf Wighi Youth Company Llmhèd by Guaranie• R•port of the Ind•pondent Auditors for th• y•ar endod 31 M•rch 2024 REPORT OF THE INDEPEIIDEMT AUOITORS TO THE MEMBERS OF THE 15LE OF ￿HT YOUTH TRIIST Ownion We ha¥e ¥wlrted thg firwhci* 51oiwrnnts rA l* y￿1h Tn￿ (￿￿'¢h￿Ie c(Thp¥rrfl k>r tlw •ndwl 31 March 2024 *filch comytse the Statemenl ol Flnancw Aclmtles. the 8aLanc¢ Sheet Ihe Cash Flyw StateM￿t mtes tothe fin￿CIal slatements. ncludvlg 4 sufflmary ol ¥nificant acC￿￿tir￿ The rerAirbng (L￿e¢ Kiwth)11 Geftw¥#y Actetrted Acc￿n9 FYa¢itei In ¢w r¢4nkn th• siaknThnls.' 4 true ar•J falr¥itht0ftr￿ slai• ollh•chxltabl•comwYsallana8 al 31 2024 arrfbol Nslncthn* re5ryJrce5 and aOic41knn ol ￿s￿ces. inc*Jth.r￿ aTrJ ex￿rt￿e, IGYthe It￿ eTrJed. INDEPENDENT AUDITORS REPORT BMIS for Wnlon We CMJUd￿ our au(*l in accryd¥Ke Irrfem*w4 Stand¥OJ on IUKI IISAs IUKlland aFvIKal* law. Ow responsixltt*s undef Ilme sl*¥Jards descrtsd In Audrtors, reSp￿￿b￿S Ic¥ audrt ￿ th f￿￿¥1 5tatgrrwnts $ectkJn ol our rspM Wg are Inderwthit ol tha￿1* c¢wy In %•rth Iho ethtal r•othmenls that are re1w￿t lo cdx olthe fina￿al stat•m8nts in th• UK, ￿¢￿d￿j the FRC'S Elhkal st￿ard. have t￿lif¢0 w Oth¢f elhi￿1 resw$tAll￿s th I¢¢ty￿nCe th thest rwemfrnts. W• beloVO Ihal tho audrt ev*Jence we hav• ¢Y)laThd N sulficwnt ￿ apw(y4t• to a basts fcrf oui op￿￿. Conclth• r•lallno to Wng concw In Ihe finanua15tal8ments. we havt contbjdèd th#1lh•trwt•￿￿01thlwfi9 ctywn b•*cl4¢ithrtng t￿ pieparatk)Tr ol Inan¢LIl ststementsls approp1￿e. ¢(*#Jiim that. Indmdualty w cc41èciwety. may cast ￿9n￿e3Tht ¢S)ubl on the Chafflab￿ companys to asa gor¥J concem a pwKbY ol al *asth¥the mcffjlhs Im when the nnanaal slalemfrThts are a￿l￿sed Issue. Owr9Sp￿s￿.￿.0sanOt￿ r•1&KwNrt￿ olth• trust••swlh r•gPgCtto TrJw¥J ￿¢•M￿d•S(￿￿dkn Ih•rd•vaTrt Oth•r inlomwllon TM twstees art re$r0￿￿e fty the Olhw TM othef the fft¢*Jded lh8 Annual R•r*yt, 0thwlJ￿ the lknancw *at•Mar￿ aThJ our Rewt crf th• ITrdeF4n￿t Audrtor8 th8f80n. Ow on Ihe fmanda slalemonts does Thjt cover Ihe olhof excwl to th• •xlonl olh•n •ywC￿Y ilxlod rKK¥t. we ￿ mt anyform olaJauwKo C1￿￿Ul￿)n ther¥pJn. In ConnecJ￿ ￿ our audrt c4 the flnancial statements. w resr4Msbt4"1ty b to rea¢J the other In1￿m￿Tr and. In ¢JthJ 50, consthr the otlw k8 malenal¥ in¢cffigstent wlh Ihe financial statemenls, or ojr OL￿*t)ed In thè alth ￿ otheTh¥tsè be m*wklty mbsiaièj 11 We k1enty yjch ma￿￿1 Srstenc￿ CY apparont matwl mL5slalofflents. ￿ ar• reqw8d lod018￿￿￿￿1h0r thB gNesns•to a nHtenal missiat•meni m thè f#unc4al stat•méNs thèmsefvtt. 11. based on th• wc¥k hav• wrf0M￿0. condude Ihal a rTWtwal msstatement ol fvs other ￿fI￿rna￿, we are requred ty reF#Yt ljwt fact. We haw rYAlung to r•wt kn Ihii rng¥O. 52. 53. Is￿ of Wighi Youth Trusi Company by Guaranio• R•port of th• Indepondent Auditors lor y••r •ndad 31 March 2024 181• of Wight yO￿h Trusi Company Llmlled by Gu•r•ntso R￿ort of th• Ind•pgndeni Audi¢or• for th• y••r •nd•d 31 M•rch 2024 REPORT OF THE WDEPENDEIIT AUDITORS TO THE MEMBERS OF THE 15LE OF TMGHT YOUTH TRUST REPORT OF THE WDEPENDENT AUDITORS TO THE MEIABERS OF THE ISLE OF WIGHT YOUTH TRUST Otlnlon• on Olh•r mattorn pr•Krfb•d ty tho cOm￿nI￿ Aci 2006 In Wr*yb. based ¢fi tho Wcrt Ihe crfir*wJi." SJWanfft au¢*l t￿$ were ¢jeW￿ after as￿ perfcmry walthrough lests Tl* W4￿hr(wh lestkng c(ffifirmod t*)u￿1•￿ syst•ms twn deygrnd to act as a rxwgnlalNe measwfr agair6t IrauLI and wh￿h to ￿ opernbr4J as ¢*cumenied subS￿l￿e tests)g lesied a sample ol the [H)p￿at￿)Th, iepresentalNe the p)pu&l￿n. 10 ¥jent￿ orr(¥s. The dkj ￿t any maierw MISS￿￿tS m areas iesied. Ihè lnk>rMat￿￿ ghyn ￿ lh8 R8F#Xt ot Ihe TnMleo3 the finan0* thè ar• Wed Ls ¢￿￿tent ¥Ath Ihe fmckl 5talen*nls. . Repjt cdlhg TnMt¢es hag W pretAred in accwdanro *g¥ r•qunw*•. Matl•rn on ¥¥hkh wg ar• roquiT•d to rewt by ?xc•pb"on In the IbJNc4th8 aTrJ undwst*JknJ olthe ch¥MaN•c(¥npwyand ms emi*cffiwrtol*ath•d In Ihoc(¥no (rf the *JdK, we have ncl thnofied matetha mrAtatemntS ln Ihe Rep￿ olthe TNsleeJ. Tho a￿)rt con5thts ¢he rKI eKtosea b) matww rtsk rf as a r¢xll of ass•￿￿0 g*ts)ns th* ar• apyopr41? to Iho w90nry￿. We tthv• ncthwKJ b) mpxt kn re9Pttt Itknkng mthrs*hfia(• Cal￿b&S Act Xl)8f•oAMs to r•ptsl10 rf, in our opN#)". act(￿ts and th• r8vkn¥ fA bo￿ and to sam• as manty8ment. . •*oL4tfr a¢uwntyi fe¢wts ha¥* i>¢wI kwi thjuaio f¢{ w awjl ly8￿ fe¢ol%*d Irryn branches nc4 v￿rted by us." or flnanual slalemenls ale the records arKJ relum5', certan thsc105wes of Iruslees. remurwalkm speci1￿ by law are not made". haw ieceNed all Ihe Infom)abw aTh1 expLqnatw we r•wtre a￿111, or Ir￿￿ee$ were not enimled lo l*e *fvant￿e ol Ihe small compan*s' exeftwtknn frcffi r•wtr•monl lo tY•paf• a Strai09¢ R•wt ol m (¥•pamo th• R•wt ￿ lh• Truth•s. A fwtl*r dèsthpkn ol ￿ r•wxth'htkns kn Ih• audbt Lrf thè ￿OnI8 li k)cat4d on tho Flnartdal the IrKlppeTrJenl A U•• ol our fwort Thr4 rowl rl mad• >)*tyto lh• cbwttab* ccmpan*s rtwmb•rn. as a txvty. th acc￿￿￿ *llh Ch•er 3 01 P¥t 16 ol the C(vYwan*s Act 2006. Our audl work ha5 boen uTrJerfaken sothai nlghl stsle ioth& chai￿￿)* ¢cthpan￿s meml)WS marterswe are r8wNd lo siaie10 thèm m an audiicrfs. r8pJt Icrf noother To the fvllèsi •xl8nl pemill8d by law. w* &J IK)l actept L¥ as8ums res￿￿￿rtY lo anwn8 othor Ihanihg ch3nlaLq& CLNnpany and R•spon•lbllrtlo$ ol Ini8i••8 As extdaw*d fulty In the St#tèffl•nt olTDJJt•ts' th&In￿o•s Iwh) arn a￿0 tho d*•cic¥#ollh• thanlats￿ ttthp*y for ol ccthwy I￿) arè fest>Jfisb* forlht ¢mParn1*4101 mè Tr)anc￿l Siaiem aTrJ for L*irwJ satsfied Ihat th8y I trvp and lay Vkw, and for such mlemal conlrc4 a5 the tsusleey doterM8 11 rii-p In We￿ng knckl staton*nts, Ihfr lrnsl•e5 are ￿$[￿￿ble Ic( 3sse5s*vJ Iho ¢harttab* ¢cmpanYs abwty £{￿.￿Je as a conc•m, dwdo*ng, as mattws rgkted tog0k￿ ccffjcern aThJ Iho c(fficom ol a¢¢￿TrU￿ unloss tho Imstees e#h•f knt•rrtl lo I￿u￿jaI¢ the clw#at4e comp¥¢y crf lo ceas• or4ratkM, ave Th) rèa*bc aKematsb* 10 doso. str￿ Mack* Isfrth 8tatutrJy A￿￿￿)￿1 frjf and ￿ boham crf c(￿k￿ Lrnrt•J cnartwtd A¢CtyJn￿S aiutory AuthtrY¥ slatK￿ Hw5e Styeel Hav￿¢ Hamwh*• P09 IQU Ow r•spon*lb1lll￿J for Ihé audi of th• flnantlol siitements Owobi8Ct've5 ite lo obtain reasoThablp assurance ai¥yJl Whe1h￿ Ihg fi￿n£14 a¥ a ¥tholp aF* trge fffjm matenl M￿s131e￿￿t. whether due to fraud ￿ errrK. a￿1 lo issue a Rerth ollhe Inoependent AtKlllrM5 thai lThd Cyin￿ ReaY￿3b￿ ¥Mufance o a h￿h ¢1 0$Suran￿ twt Ls Tr)t a waraniee ghat •*Yt Cmducted In aCcor￿ce w¢h ISAS IUKI ¥MI delect a mate1￿ mi59tatemenl when rt exK815 MBslalqmpnt5 arrtg fvom fraud •Tor a￿ ccwk1ered m*eA* I. ndr4fflualty (* In aggregate. Ihey c(**l reasW be expected 10 ftuenc• Ihg o¢cvKffjic ol uw5 takon on the c4 b￿$• fin￿¢1* $taleTrwrts. D*•. . 1511112024 The oxt•nt io our ￿pIty￿ oldeled*ffj fraud15 detslknd tduw." F￿rn dtscussion ￿ manaomnl aTrJ tfthe Ch￿ed 7*llh 4￿M￿Ce aL￿J1 the enilty b dcn. con* b tts Ixus *fvch Is vthy was used to dele￿kne ffte I￿1 (rf matertahw. ¢yrnN gW2mgnl ofn5k was used k• detwme porf(man¢e m#4nlty at an aprycwo th1. 54. 55. 1•10 ol ￿ght Youth Tn Company Liniled by Guawanle• TwuJteo• Report ond Audited AccouTht• lor th• ye•r •ndgd 31 March 2024 STATE￿NT Cf FWANCIAL ACTIVITIES IIICLU011+3 WCOME AND EXPENDMJRE ACCCWNn Unie•trtcl•d R•slrfcle41 Tolal Fur Fwid• 14 Tolal IMCOIAE: FINANCIAL REPORTS 4&546 322.885 309.431 158241 879215 4.012 883227 639.725 TOTAL INCOME 932.393 326.897 1,2S9,XO •)3.774 EXPÉNDMIRE 35.978 35,978 55A38 TOTAL EXPEMOITURE 1.020.789 191.291 I.218.￿0 WI.573 r3=c3• NET IEXPENDITUREVIIKOIAE BEFORE TRAMSFERS 135.fAI 41210 1142.79DI NET IIOVEIIEIIT *1 FUNDS 135.718 41210 1142.79DI FUND REC￿leILL17 al 1 +4wl 2023 $4B,eD) 20,687 $70287 713.0 F￿￿1*<¢5 1131 2024 455.iv 156.405 fj11.497 570287 St•*ftwrtdFin¥wi•l In¢bJd•$41 plr4 ¥*J k)1gM kn tr* pwlod, 56. 57. The financial statements were approved by the Board of Trustees on ......................and 31/10/2024 signed on its behalf by: ## Kay Boycott, Chair of Trustees **59.** **58.** l$h of Wighi Yolrth Trust Company Lknlied by Guwantee Tru$tws R•port •nd Audit•d A¢¢ount• for lh• y••r •nd•d 31 M•rch 2024 Ish of Wighi Yolrth Tru$1 Company Lknlied by Guor•ntee Trn$tws R•port and Audit•d A¢¢ownt• lor lh• y••r •nd•d 31 M•rch 2024 NOTES TO THE FlIANC￿L STATEMENT$ )TES TO THE FWIPICiAL STATEIIENTS ACCOUNTW> POLICES ACCLXIMnNG POUCIES IcurtknuDd...) knntle4 Two*lB Fixed A••el• 4nd DBprKiAtK Tax￿ C••h atb•nk•Thl 60. 61. Isle of Wight Youth T￿￿1 Company Llmlted by Guaranlee Tru8ts08 R•pon and Audlt•d Accounts lor th• y￿r •ndod 31 March 2024 IS￿ of Wight Youth T￿￿1 Company Llmlted by Guarantee Tru8ts08 R•port and Audlt•d Accounts lor tho y￿r •ndod 31 March 2024 NOTES TO THE FIIIANCIAL STATEMEIITS NOTES TO THE FIIIANCIAL STATEMEIITS COMPARATIVE STATEMENT OF FINANCIAL AcTivifES EXPENDITURE Tot•1 2024 Tot¥ 2023 Ag wwwyed iry 8ORP FRS102, the c4xnparah* SOFA 15 wTrJuce¢l l)ehy*. Fund• F￿d9 Unmtrlci•d R08trtciod Total Fund• Funds 202J draLql Cwsunancy Wag• ¢￿ts n(* 61 Supt#yt Costs 11.6eA 31.862 31.862 INCOME- Donaii)ns ￿ *gic*s 17.981 575.079 140,280 158241 64,846 639,725 Inv85lmwts 35,978 35,978 $5.538 TOTAL INCOME S98,868 214,IY13 803.774 CwnseliThJ s0￿c¢s.. W•p ccfjts (see nole 61 784.820 EXPENOITURE fuThas 138,695 923,$15 725.782 55.538 55.538 5,363 8.197 103,996 ,827 110,823 49.853 TOTAL EXPENDrruRE 881.819 264,754 946.573 7,521 191291 1,158,812 882.895 NET IEXPENDITUREWINCOME 8EFORE TRANSFERS 182.9511 159,848} 1142.7991 ,811 191291 1,182,102 891.035 NET MOVEMENT 11 FUNDS 182,9511 159,8181 (142.7991 22** FUND REC(*4CILIATKIN F￿0 Imlances at 1 Wl 21J22 TOTAL 1.026,789 191291 1218,080 946.573 F￿d balancK at 31 Mach 2023 549.eixi 20.687 570,287 zwrz 2024 2023 Support cost• Payrdl th*gei pmiirrfj F¢)slag8 arwj *Jrndnlslralkn co INCOME ilnre*tdcl•d Re91wlcted Total Fund• Fund• 2024 Tot41 23 5,697 7,424 S.440 7.573 8.518 8.437 V14ths Cl•3￿n9 Coh*>19 ¢0 Iryawance S￿)scr￿t￿$ Oonalty￿s Oonal*Jn5 Inch￿￿ gffl a•J Legac￿5 8,105 5,786 4,7SS 12,183 8,435 20.319 20,319 16.981 3.443 T￿ep￿e 8cthkwpiw SUPF*Xt 4Tr1 $0fr*¥9 colb￿lants and ierJuthwnl Rent and *aseJ Mainlgnance sw￿rY Oewouat 46.516 322.885 X9.431 158241 16,643 14,OL>J 7.792 8,418 5.207 14.OC4J 8.817 5.587 se￿iCe18￿￿ agr48mgnts 879.215 4,012 883,227 839.725 k interèst 6.832 S. 123,227 104.3S3 TOTAL 932.393 326.897 1259.290 803.714 To FuTrJrabmg costs 4.116 5.270 T(l¥l 123.227 104.353 62. 63. Ish ol Wight Youth Trusi Company Llmhed by Guafthniee Tru8ts•8 R•port •nd Audlt•d Account• lor th• Yo￿ •nd•d 31 mar￿ 2024 IS￿ ol Wight Youth Tru$t Company Llmhed by Guarthniee Tru8tO•8 R•port •nd Audlt•d Account• for th• y•af •nd•d 31 mar￿ 2024 IIOTES TO THE FINANCIAL STATEMENTS NOTES TO THE FINANCIAL STATEMENTS ADMINISTRATIVE EXPENSES 2024 2023 TANGIBLE FLXEO ASSETS Fr••hold Pr4)wrty Equ￿Ont wlWdeficlll ￿•d allor ch¥g￿.. IThJer￿￿enI ewinaty)n Totsl 2.695 14.271 11,432 9.201 12.816 Cosiat 1 2023 bj￿$ In Ihe 96,621 3￿.643 Al 31 M¥¢h 2024 294222 96.621 39J.643 & STAFF COSTS AND RELATED PARTY TRANSACTKXIS 2024 2023 Dw8daikni at I WI 2023 29,423 6.333 68.774 689.199 Scwl Secunty c& Al 31 M¥¢h ￿24 74.433 10B.740 955.3TT 764.386 8c<* V*xat 31 March 2024 258,915 21188 261.103 ated lo cc•ty 31,862 NW gor* Vok* •t 31 Mwth 3)23 27.n6 292.535 55.377 764.366 Ir¢thobJ ll ¥ nvJrtgffj• chwg• ty lh• 9. DE8TOR$ Th• n￿bIl d •mF4yfft• th• pth*)J 24 2023 3024 2023 Prci•ct •TrJ Lfft• 41knkn15tr4l*n 27 QAnts Tecelv 41.048 3.375 21.277 CTh r•C•l￿d ￿M￿ara1￿ kn •xc•s•c4 £00.orAI I￿23. £00.0001. .489 1024 2023 £￿•,001 b) £70,( 10. CREDITORS OUE MTHIN OIIE YEAR Nopofft￿nLlWffem¥Jeto*nyTl￿1•eetherlj￿nm￿ratknn,(ff th•r•l)*wg•nMrt(ltra￿I￿¢)lhN•Xp1ng•& Tnts*es' Indethty ingjrance ¥ pabj by Ihe Ch• 2024 2023 Thètoia1tt61saiir4Mrt*ètoson*rf managèm￿1 *Th>th1odto £170.312 ftrf IM ytai b) 31 Marth 2024 12023". £177.4911. sen￿ mwemeni pern(*MNI ¢￿V￿a Ihè Chwf E¥ecutre Ofl¢4r. He*J of Finance, aTrJ th• H•ad ofcows•liw & We*JeinsyMHST L•>a. 8*M Ic4n 5.164 29.411 17.1C 5.778 24.486 17.262 4.956 Taxa1¥￿ indudTh) x¢lal *uJrlty A¢cruab PENSK)NS 73.214 60.477 Tt*£h¥tyowr*•$a¢J•fiMd cthf*JJkn gfh•m-th• asaelsol*fftKh are s•para1•to1h•Tr￿1'5 a55ets. at theyear eTrY £3.08412023- £3.2221. ¢¢)rthfw¢￿s for the y are 6. 64. 65. le of Tmght Yoth Trusi Comp•ny Llmlte¢l by Gu•r•ntee Trustees Report and Audiled Account8 fow th• year ended 31 March 2024 of Tmght yO￿h Trusi Comp•ny Llrnlted by Gu•r•ntee Ttu#lee8 Rewt and Audited Accovnts forthe year ended 31 March 2024 NOIES TO THE FINANCIAL STATEMEMTS NOTES TO THE FMNCIAL STATEIIENTS 2024 202) 11 RE$TRICYEO FUND$ Al FuThJ At 1 Awll 2fj￿ ExperKlltyr• Tr•n•l•r 31 Mw¢h 2024 11. CIIEofTORS DiIE AFfER ONE YEAR b3n 137,730 143.033 12.085 44.456 130.6B21 12.500) I3.(￿) 15691 1.7351 12,7931 14.4391 I3$,￿0) 1101,065 12.0831 1551 14.QJOI 12,7201 25089 Skal8ts)¥th Sp8ua1151 Ar￿JnIS wepwle by Ir*taknBnts kn 11th0 I￿n 5ye*¥.' 110,530 118.178 3.102 3,033 10.616 6,959 15.561 35.oc 46.517 2,917 4,857 OPCC A￿,1￿ Safe Space 12.351 9.752 In Néld Natywal LoNery- Re•chhvJ C(ffirrnJnAM . HIWCF- 8TrJow Ihe HIWCF- em[*￿￿al rn**Bnc• RAISE 8chc<4 Jtlw F￿Trya 70.0 147.582 12. UNRESTRICTED FUNDS At Fund Incom• Expfrndltuv• G•ln%l TrnMl•r 31 11g•••Jl At 4.912 202J 24 Unmtri¢t•d 4I4.eiJi 827,393 1,7891 11121 4(Kl.092 20.087 328.897 1191,291 112 1M.405 IC8 a¢l¥ty Incrna 105,t¥xi 150.0001 55,OL¥) Cofflp•rdlw knlom)•ti Al l Awll 3022 Fund At Éxp•rKIIIw• Trqnsler )1 March 20 T(tsl De•*Nt•d T(tsl unmIrkt￿ fund 549.ei)J 932.393 11,1)26.7891 1121 455.092 I4*r￿ He4th Schx* T￿rn CtyJnswhYJ Semc ty of Fthends wocacy- YeaT Chld Skalotk)¥thThJ Sp8ual*t Cr￿￿811¥j W•lare Ywth Volce 48.887 27.49) 148.8B71 1142,3891 120.4801 124,1711 117,4211 114.939 1fj.282 36.256 19.921 Tnjst has d#*nat•l the ThJ)dS i¢ffrnds me 9￿nn•d Afvj rNDagirwJ the NHS Nocweftwnl yoc•8St part ol RAI￿ 300.0$1 598.966 1634,3191 120,L¥JO 464.fjLX) ¥rYJ rnpah 55.LJJl 150.C 47.5 155.rmi 150.0￿) 8eThfKe trans Wor*luce de¥eb)trynl 147,5001 T(thl Desiinlll•d Wellare. to help wlh 3er¥Ke wers. tmgc well¥e need5 Youlh V(i¢e. rekY850ntalbJn olvcic8d of young pwop* on Ihe1s1•(4WvJM OPCC Ace'hw rt- Offko c4 Poke & Crkne cthi1mbs￿￿r IOPCCI. ¢a11od A¢e'Y4J l. Trdvd Saf• Spat&- N F￿￿lalbJn. pw talEd Travelty saf• spac•. Surwl ts) buy*hJAO & tra￿1￿j ptr¥*. Sovw8on HLxJslng- To supwrtrn Fw4&lnlo In N*J. Funthng rec￿￿1 to yjrwl cwe costs.. %knsktyto part Hwj •MI Ser¥Kes *vJ CEO. Platth4 Lottery Reachffto C(munths- LL*iery'Rea¢hirrtJ Commwthg, I￿j.. *KFea9 the we*)ery offer Inlo the CunW￿r￿to wnkwve CYP ￿lat￿J￿ 8 ￿ntaI heath. Tcial Unmlrktod fund 632.551 598,868 (681,8191 549.6CX+ 66. 67. Ish of Wighi Yolrth Tru$1 Company Lknlied by Guor•ntee Trn$tws R•port and Audit•d A¢¢ownt• lor lh• y••r •nd•d 31 M•rch 2024 Ish of Wighi Yolrth Tru$1 Company Lknlied by Guor•ntee Tru$tws R•port and Audit•d Acco￿nI* lor lh• y••r •nd•d 31 M•rch 2024 IIOTES TO THE FWAmc￿L STATEMENTS NOTES TO THE FIIANCIAL STATEMENTS 13. RESTRICTED FUNDS Iconiinwll HMICF Bn"ngry Ihg Gap. HaftyshTr ￿j IW Ch¥WM• FrA¥thIkn Ih•Gap.. Tod•hwr 18- 25 sessw HMCF 8uldrvJ r•11￿0. H*Wirn and IW Ch¥itab* FOU￿al￿. Bu"b*"rKJ r•￿￿￿&.- To d&1￿￿ EMOTIONAL cty>mg Ski115 groups to build re￿￿Ctr and ath*ess ror CYP IWSE . gJppxbrvJ Pa￿nts ol aub51K chl¢tren coffee rrThThng grow l ￿lMIng W￿￿$ 1fj. FWCIAL II$TRUMENT$ 2024 2023 Fknanclal 832ets nxasured atla* ¥¥Je 472.050 s¢￿ w•￿Tr]. B#] lschc(4**M)•ryl. Al rrfknw schxts worn cdl•rgd trm) ¢)PF¢YI￿trlo ￿•1￿¥ wdbeknj I￿e$, fve to wdbthj rn90urco fxixes del*ered lo 28 acros8 lh8 wNh re50wce$ & Jessw plang SkylN F￿dI1￿)n- this i8 tfmfards 8ank wcthcls- 8pecMlst aquynents in￿deS EMDR m%Mnè thèrapy. Ihè yoar a ttiiir*Athn was mado trom wiisstrw to ¢ovw th• 321.522 268,541 17. RELATED PARTY TRANSACT￿)￿$ ¥M• rnlatad r•tytrarthactknM+•i I￿>*r (2023- NII I& AIIALY51$ OF NET ASSET5 BY FUNDS Unr••tricled l 0￿1￿[￿#d RMiflct•d F￿dI 2024 2023 281.103 384.933 10 281.103 541.338 292,535 481.262 156,405 Cr•drttYS 4￿,092 156.405 611.497 570.287 COMPARATf4E ANALYSIS OF NET ASSETS BY FUNOS Unr•slricted & Delior￿•d RMirtci•d F￿￿¥ 2023 2022 292.$35 481,262 289.027 712,329 4eii,575 20.087 Y9.1fy) 20.687 570.287 713.086 15. LEASING COMMITMENTS 2024 20 Th0￿Ye￿ Btheon aThJ yws 14,OCAJ 54.375 68. 69. WITH THANKS TO OUR SUPPORTERS.- CHILDREN IN NEED COMMUNrrY NHS England POLICE & CRIME ¢OMMISIIOMIA NHS Isle of Wight ¢) NHS Anna Fr•ud NatloMI C•ntr• lor Chll*•n •nd F•ffdll•• ABlgGlve , > IWCF HIWCF SOVEReiGI4 loundaiknn,, CYCLEISLA NI Dalsle Rlch Trust l%lJnd Roads Cherry Godfrey Blagrave Tr nxi TAPNÉLL FARM GLANYILLES DAMANT 70.