2021-03-31-accounts

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

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The Junction Foundation

Trustees' Report

TRUSTEES’ REPORT

The Trustees, who are also directors for the purposes of company law, have pleasure in presenting their report and the financial statements of the charity for the year ended 31st of March 2021.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing Document

The Junction Foundation was established as a Company Limited by Guarantee on 16th July 2008, and as a registered charity on 21st of August 2008, commencing operational activities on September the 1st 2008. The Junction was originally established under a constitution in 2000, amended in 2001 and 2004. The memorandum and Articles of Association establish the objects and powers of the organisation.

Organisational Structure

The Junction’s board of trustees meets on a six-weekly cycle and has the power to establish sub-committees as and when required.

Day-to-day running of the organisation is delegated to members of the Senior Leadership Team.

The Finance and Risk Subcommittee, has responsibility for funding and development, focus on maintaining a healthy cash position in light of changes to the funding mix as well as monitoring the progress made towards the Business Plan and managing risks associated with the company’s growth strategy.

The Evaluation and Learning Subcommittee, has an advisory role to the board of trustees and is responsible for reviewing the charities Evaluation and Learning Framework and ensuring insights and learning are consider for all project design and delivery.

The Trustees empowered a temporary Emergency Group to lead the organisations risk management and transition support for the Senior Leadership Team due to the effect and impact of the Covid-19 pandemic.

The Junction Heart is the young person’s participation and strategic decision making group who provide information and insight to the board of trustees as well as contribute towards the development and direction of the organisation.

In November 2019, the trustees create a wholly owned trading subsidiary which remains dormant at this time.

Members of the Senior Leadership Team

Beth Major (Chief Executive and Company Secretary) Jamie Noble (Deputy Chief Executive)

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The Junction’s policies and procedures determine which matters need to be raised through relevant sub-committees, directly to the board or through the management team.

Arrangements for setting key management personnel

The board, who are trustees who give their time freely received no remuneration in the year. The board have considered who the Key Management Personnel (KMP) of the charitable company are and conclude that that the below are considered to be Key Management Personnel:

Beth Major - Chief Executive Jamie Noble - Deputy Chief Executive

Trustee Recruitment, Induction and Training

The board regularly review the skills, knowledge and experiences of its members to identify any current and future areas of expertise that are required to deliver high quality strategic leadership to the organisation. Interested parties complete a Trustee Application Form which is reviewed by the Chief Executive to appraise their experiences, skills and knowledge. If the prospective trustee has the desired skill set and experiences a formal interview is carried out with the Chief Executive and nominated members of the board. If successful at interview the prospective trustee is then invited to observe a Board Meeting where the full board can make an appraisal on their suitability before taking a vote on whether to appoint them to join the organisation.

Once appointed the Trustees are inducted into the working environment of The Junction.

Each year one third of the Trustees are required to step down under the conditions of the Memorandum and Articles of Association. Each member can stand for re-election if they wish with the board deciding via votes. All resignations and appointments are recorded in the minutes of the Trustees Meetings.

Related Parties

There were no related party transaction in the period.

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Trustees' Report

Assessment of Risk

The Trustees have assessed the major risks to which the charity is exposed. They have developed a Strategic Risk Management Register and Action Plan which is reviewed at every Finance & Risk Sub Committee meeting and they are satisfied that systems are in place to mitigate The Junctions exposure to major risks.

The risk areas have been identified as:

Governance,
Growth and Development,
Failure to secure future finance,
Operations risk,
Financial mismanagement,
Safeguarding,
Finance,
Changes to the funding mix,
Information security

The effects of the Covid-19 pandemic created unique and significant challenges and risks for the charity. The charity has transitioned from its initial emergency response to a longer-term risk management approach as trustees are conscious of the longer lasting impacts of the pandemic on the charity, it’s partners and funders and the children, young people and families it supports.

Fundraising Disclosure

The charity is required to report how it deals with fundraising from the public. The charity does not use a professional fundraiser or commercial participator to raise funds. Any monies raised direct from the public follows all guidelines set out by the Charity Commission and UK law in every respect. We respect the privacy and contact preferences of all public donors.

Public Benefit

The Trustees have complied with the duty under Section 4 of the Charitable Act 2006 to have due regard to the public benefit guidance published by the Charities Commission and the Trustees have paid due regard to this guidance in deciding what activities the charity should undertake.

The trustees have referred to the guidance in the Charity Commission general guidance on public benefits when reviewing the aims and objectives in planning and future activities. The charitable objectives are also set out in order to provide a clear and demonstrable public benefit, which the trustees believe are continually achieved.

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The legal objects for which the charity is established are:

Such charitable purposes for the benefit of young people aged under 25 years in the Tees Valley region and in particular the relief of those in need by the provision of facilities in the interest of social welfare for their recreation and leisure time occupation so to enhance their personal development as individuals and members of society and improve their conditions of life.

All of The Junction’s services focus on making a difference to the lives of children, young people and their families and are undertaken to further our charitable purposes for public benefit, the charity’s aims and achievements are set out within this report. The impacts we help create for our beneficiaries are only limited by resources and geographical boundaries of the Tees Valley.

Vision, Mission and Values

Our Vision: A world where no child, young person or family is left to struggle. We want a world where there is always someone to talk to.

Our Mission : To empower children, young people and families to embrace life with confidence, facing life’s challenges in a positive way.

Our place in Society: We are a force for good in a world that can be tough.

Our Values:

We listen: We’ll never tell children and young people what we think they need. We let them shape their own support which empowers them towards healthier, happier lives.

We genuinely care: Our team is passionate about changing children and young people’s lives. Our expertise is second to none, showing empathy towards each individual situation.

We don’t judge: We never judge anybody. Children and young people are free to express themselves as they wish.

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We empower : We go on adventures, push young people out of their comfort zones and tackle issues head on. We show them their potential and believe they can accomplish anything they want to.

We support children, young people and families across the Tees Valley. We have a number of areas of work drawn together with shared goals and all focusing on making a difference to the lives of children, young people and their families, including:

Children and Young People’s Mental Health and Emotional Wellbeing Support
Youth Employment
Young Carers’ Support
Youth Work
Children and Young People’s Specialist Transport

Information, advice and guidance still features heavily in our delivery models and we employ multi-disciplinary teams of professionals with backgrounds in psychology, social work, counselling, youth work and youth unemployment as well as other qualified and experienced practitioners who:

Understand the issues facing children and young people,
Have the skills to effectively support them,
Can deliver evidence-based interventions to improve the mental health and emotional wellbeing of children and young people.

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The Junction Foundation Annual Review

Message from The Chair and Chief Executive

2020 has been the most challenging year for charities, the public sector and the most vulnerable in our society in decades. In an unprecedented time, challenges which have included response, changing funding and needs, flexible working and meeting the welfare needs of staff who have been supporting some of the most vulnerable in society. The Junction had already started to increase the capacity of the organisation to respond to the needs of children, young people and families through holistic services, in this and organisational flexibility, we were well placed to respond to a radically changing environment.

As an initial response to the pandemic the workforce set about delivering online, remote working through keeping in touch calls, online therapeutic and group work interventions, and offering advice, information and practical support to families who needed to shelter due to health vulnerabilities or who were at higher levels of need. We are confident our role in working with partners to ensure families were kept safe and supported over this period.

The flexibility and willingness of commissioners and funders to meet identified needs was unprecedented and enabled us to continue and increase our work. We have not ceased delivery at any point during COVID 19. Over time work focused on digital inclusion for families not able to fund access, ensuring families had access to resources to take part in support, and reinstating services where face to face services where this was identified as needed for effective working.

Supporting the emotional wellbeing and mental health of children and young people, through partnership work and COVID recovery work in schools, regular emotional wellbeing newsletters and direct services. The efforts of the whole workforce to ensure support for children and young people over this period, have been nothing short of heroic, demonstrating dedication to our mission. Despite the pandemic there were also several key successes for the organisation including achieving ISO27001 accreditation and delivery of the Targeted Youth Support element of Youth Service, furthering our aims of increasing quality and impact.

On reflection -the children, young people and families we support amaze us, with their resilience and capacity for growth and this year has been no different. Despite the challenges, that we have faced, we have learned a lot about our ability to adapt and respond and the resilience and commitment of our teams.

We feel that as an organisation we have emerged stronger…

Mark Adams – Chair Beth Major – Chief Executive

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Our Year in Numbers

Children & Young People

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1,789 39,281 13,728
children, young attendances at one to one and
people interventions group
and family members work sessions
directly supported provided
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As an organisation, some of our services use Goal Based Outcomes. Goal Based Outcomes are where young people will take control of their own priorities for support and areas they would like to develop through measuring and reviewing where they are in relation to progression on their goals. Young people rate where they are in a score out of ten, with the things they would like to progress on initially and then rate where they are as they progress. This will give a young person's view on where they feel they have made progress, development of this is a priority for this year to ensure every child or young person who receives one to one support has a paired outcome to measure progress. In 2020/2021 of 488 children and young people who had paired Goal Based Outcome Scores 75.24% reported positive change.

28 149 Training and development FTE staff employed at The Junction opportunities

Staff reported high levels of support (8.18 out of 10), job satisfaction (7.83 out of ten) and flexibility (9.04 out of 10) in relation to personal circumstances during the pandemic through an anonymous survey conducted in August 2020.

	Digital Inclusion	Safety & Risk	��
• Secured 19 Laptops,		• Triaged risk and need for	�Resources to join in sessions
46 tablets, 9 phones and		all service users	including 457
data through grants to ensure all		• Ensured all young carers	activity packs, 150 summer
children and		had an emergency	packs and 180
young people could access		plan and gained consent to	emotional wellbeing packs
• Ensured continuity of support		share information	• 30 emotional wellbeing
during lockdown		for schools vulnerabilities	newsletters to support
through online support		lists	practitioners and families and
		• Brought back needed	104 Family
		services as soon as able	activity packs
		in COVID secure
		environments
	Basic Needs	Advice & Guidance
	�Access to food parcels to young	• Ensured Keeping in touch
	people and	calls for all service
	families and grants for furniture	users on waiting lists or
	for young	waiting for face to face
	people receiving access to	to resume
	accommodation
	• Hampers at Christmas	�

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Our Year in Pictures

On-Line Sessions

Employment Outcomes

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CREATE & Activities

EWB Newsletter and Lockdown Activity Packs

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Face to face Short Breaks Sessions

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Highlights of the Year

Further development of children and young people’s participation in decision-making and social action – The Junction Heart (children and young people’s strategic decision-making group) continued to meet and launched our first user survey, they also fed into various regional networks and developed plans (and gained funding for) social action and awareness raising as well as running a positive messages campaign. The Young Carers Focus group worked on awareness raising campaigns.

Development of the Children and Young People Mental Health Service – provided additional capacity and support through winter resilience and COVID response – ensuring we had the capacity to respond to increased demand, promoted digital inclusion and met the additional emotional wellbeing needs presented over the period.

Expanded Services to Vulnerable and Disadvantaged Young People – we successfully gained funding to enable additional digital sessions in Young Carers and CREATE to ensure more young people could access support and were not socially isolated during restrictions and lockdown.

Improved access for children, young people and families – We completed our refurbishment on our main building to ensure the building is fully accessible and added therapeutic space, we also ensured COVID secure measures were in place to enable face to face support to return as soon as possible.

Developed our services by securing additional contracts and widened

our geographical reach – we received notice we were successful in securing a three-year contract within Middlesbrough to deliver Targeted Youth Support to young people aged 11 to 18 years, through street-based work, one to one support and structured group work as part of Middlesbrough’s newly commissioned Youth Service.

Succeeded in the journey to achieving ISO27001 – after several delays we successfully achieved certification in October 2020.

Ensured continuity of Services through our COVID RESPONSE - Continued to expand our evidence base and identify needs through participation in the NHS Improvements Mind the Gap scheme looking at coproduction into the needs of Young Adult Carers and completion of Capacity Building Work on Responding to Youth Violence through Youth Endowment Fund Capacity building work.

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Feedback

We have also received some excellent feedback on services from stakeholders, commissioners, children and young people and their families, these include:

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Mental Health and Emotional Wellbeing Support

Mental Health and Emotional Wellbeing supports children and young people aged 5-25 years old across the Tees Valley, funded through a variety grants including The National Lottery Community Fund, County Durham Community Foundation, contracts with local authorities, including Redcar and Cleveland, Middlesbrough and Hartlepool and schools and Tees Valley Clinical Commissioning Group. Our services range from prevention and early intervention through to specialist intervention services, including:

Pathways to Wellness Project The Junction is lead partner working alongside The Link CiC, Pathways to Wellness an early intervention and prevention project for children and young people delivering emotional wellbeing support and connections to the community through social prescribing, to make a positive difference to children and young people’s emotional wellbeing at the earliest possible stage across South Tees.

School and Community Based Emotional Wellbeing Support Service which provides prevention and early intervention support to young people affected by a number of issues such as low mood, anxiety, self-esteem and confidence.

Children and Young People’s Improving Access to Psychological Therapies (CYP IAPT) programme which works across the Tees Valley and is delivered within existing services to deliver mental health care for children and young people across the system, partners include NHS, local authority, voluntary sector and private sector.

Hartlepool Emotional Wellbeing Service – delivering Trauma Focussed interventions from emotional wellbeing, to CBT skills set and Psychological support for children and young people who are looked after or care experienced adults from 5 to 25 years on behalf and in partnership with Hartlepool Borough Council.

Specialist Children and Young People’s Counselling Service provides specialist intervention by trained and qualified children and young people’s counsellors.

Trauma Focused Specialist Interventions to work on addressing the difficulties presented through trauma and complexity experienced by some of our children and young people through specialist therapeutic interventions.

Category	The Junction’s Service Delivery
	Awareness and campaigning led by young people’s participation group
Prevention/	South Tees School and Community Based Emotional Wellbeing Support
Get Help	Pathways to Wellness

	South Tees School and Community Based Emotional Wellbeing Support
Early Intervention/ Get	Tees Valley CYP IAPT
Help	Hartlepool Emotional Wellbeing Service
	South Tees Specialist Children and Young People’s Counselling Service

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Tees Valley CYP IAPT Specialised Intervention Hartlepool emotional Wellbeing Service Services/ Get More Tees Valley Specialist Children and Young People’s Counselling Service Help

Headlines

This year the service, children and young people have been involved in:

Alternate delivery during lockdowns, digital inclusion and the delivery of resources to support interventions
Increasing the resources available to support children, young people and families through keeping in touch calls, duty lines for advice and information, weekly EWB newsletters and additional support through Groups (Winter Resilience and NLCF COVID Response)
A whole Tees COVID response to support return to schools in partnership with CAMHS, Tees Valley CCG and voluntary sector partners

Case Study - Jodie

Jodie was referred as presenting with flash backs, disturbed sleep, emotional dysregulation and low moods. Jodie found it difficult to talk about past trauma due to the violence historically witnessed. Secondly Jodie felt it was too distressing for anybody to hear what they had witnessed and couldn't trust anyone to share this with as there was an element of self-blame.

Time was spent building a trusting relationship, where they felt safe to share past experiences in a non-judgmental environment. This opened up space for the Jodie to feel safe enough to talk about their self-blame and explore past experiences in a more logical manner. Imagery helped Jodie feel more relaxed and safer when going to bed and as a result is able to sleep better. The past trauma has been processed using EMDR and CBT techniques, with compassion focused approaches. As a result, Jodie has seen a drastic improvement their ability to talk and share past traumatic experiences and feels that the horrific journey endured is coming to an end and the flash backs are no longer intrusive.

Cognitive restructuring techniques have also been implemented, this has had a positive effect on the young person's current relationships, at home and whilst at school. They feel able to tolerate situations in a more adaptive manner and share certain difficulties with people which they could not do before. Resulting in feeling better in themselves, feeling they has more control over situations. Which in turn makes Jodie feel more positive about

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and less judgemental about past trauma. Goal Based Outcomes identified three priorities for support – the ability to speak about past experiences (at the start of support 3/10 at the end 10/10), to feel more relaxed and at ease when going to bed ( at the start of support 3/10 at the end 9/10) and to develop trust to share past experiences (at the start of support 3/10 and at the end 6/10).

Case Study – Leslie

Leslie was referred into The Junction by a nurse practitioner. Leslie was 16 years old at the time of referral. Leslie had been subject to a traumatic incident in they had been witness to a suicide attempt of a family member. From this incident Leslie started to worry constantly and it became out of control. Along with all this, a long-term relationship ended and Leslie had dropped significantly in mood. Leslie struggled to get out of bed some days and had stopped going out and doing things that they had once enjoyed.

Agreed Intervention/ Action Plan

We agreed that the low mood was needing intervention more than worry as it was presenting significant risks to wellbeing. With LICBT I was able to offer Leslie Behavioural Activation which is an evidence-based intervention used to treat low mood and depression. After the Behavioural Activation Leslie then wanted support with anxiety, so we completed more LICBT but focusing on Generalised Anxiety and helping build a skill set in managing the process of worries.

Brief Overview of support

Behavioural Activation – Leslie was socialised to the model of Behavioural Activation. We explored activities which gave Leslie a high sense of enjoyment, closeness to others and achievement by looking at their values in life. We then used activity dairies to monitor and add in these activities into routine until we reached the right dose of activity. Leslie was able to understand that by doing more enjoyable things, with more purpose and meaning which made Leslie happier.

Anxiety - We looked at the use of the worry tree and worry time and the process of worry rather than trying to cognitively reconstruct. Through LICBT we know this approach to be successful with Generalised Anxiety.

Outcome

Leslie completely turned life around. The more motivated for change developed, the more positive change was seen. Leslie reached the identified outcomes and now, over a year since referral to The Junction, Leslie is still using the techniques developed from LICBT and has never relapsed.

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test. She is so happy in herself and I

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Youth Education, Employment and Skills Service

The Youth Education, Employment and Skills Service supports young people aged 16-25 years old who are at risk of or are not in education, employment or training (NEET) across the South Tees, Redcar & Cleveland and Middlesbrough. It is funded the European Social Fund via the Youth Employment Initiative.

The Service works to remove barriers to education, employment and training and unlock the potential of young people in our community. We support young people by providing personcentred flexible support in a number of ways:

Intervention		Description
		All young people receive a bespoke package of support focused on their
		individual needs. We deliver focused and flexible support starting with a
Assessment		detailed Assessments of Need to identify any additional barriers to
		progression and identify an Individual Learning Plan (ILP).
		Young people receive a specialist one-to-one support package
		delivered in the community to help build trust and engagement,
		delivered in a confidential, non-judgmental way. One-to-One support
		focuses on addressing key issues such as confidence, motivation,
Specialist One-to- One Support		anxiety and depression as well as addressing practical barriers on housing, benefit issues and substance misuse that hinder progression to employment, training or education with the aim of progressing young
		people or moving them into mainstream provision. Support or access
		is also given around travel costs, training opportunities and interview
		clothes.

		Group training aimed at increasing skills and confidence, and linking to
Non-Regulated training		One-to-One support where appropriate. Groups are focused on building motivation, confidence, raising resilience, developing skills, initiative, learning and helping young people become ready to access
		education and work.

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Headlines

This year, children and young people from this area of work have been involved in:

The highest number of progressions into employment of any year despite the pandemic,
including access to PPE
Supporting individuals into self-employment
Supporting young people with digital inclusion to progress and access support and training,

meeting basic needs including food poverty, homelessness and furniture

Brokering support for mental health and emotional wellbeing for young people

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Case Study – Billie

Billie entered the service as they wanted to start their own business. We have been able to support Billie to set up a mobile catering business. This has involved organising for him to receive training for Food Hygiene, First Aid and for him to take his Vehicle Trailer test, as well as funding fire extinguishers and food temperature probes that are legal requirements for his business as well as practical advice and sign posting. Despite difficulties with national restrictions due to the pandemic, the YP was able to start trading with his business, The Buttered Bun in January 2021.

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Young Carers’ Service

Our Young Carers’ service supports children and young people aged 5-18 and their families across the South Tees, Redcar & Cleveland and Middlesbrough. It is funded through a variety of contracts, grants and donations. This year, funders have included Middlesbrough Council, Redcar and Cleveland Council, Children in Need, Durham Community Foundation, Tees Valley Community Foundation, Tesco and Cleveland Rotary.

The services utilise evidence-based assessment tools to gauge the positive and negative aspects of caring as well as tools to determine the level of caring activity with the aim of reducing, where possible, inappropriate caring. Support is delivered in the local community, in young carers’ homes and within schools. A variety of support is offered to young carers and their families:

Intervention	Description	Description
		We offer young carers the opportunity to form friendships, talk to
		other young carers, take a break from their caring role and take
Respite Groups		part in a host of social and leisure activities, including residentials, giving young carers a chance to de-stress and have childhood
		experiences.

		Support for young carers to better cope with their feelings of fear,
Therapeutic Groups		worry, and anxiety around their caring role we teach cognitive, behavioural, and emotional skills in a simple, well-structured format based on Cognitive Behaviour Therapy (CBT)
		Person-centred support focusing on the individual needs of young
One to one support		carers who struggle to attend group support due to stress, anxiety, behaviour, etc. The support is outcome-focused and takes place in settings where young carers feel comfortable and safe.
Young Adult Carers’ one to one support		Support for older young carers, aged 15-18, to not only cope with their caring role, but to remove barriers to further education, progression and employment opportunities.

		Supporting young carers’ families with the aim of reducing the negative
		impact of caring on the young carer. Once the family needs have been
Family Work		assessed, our Family Workers support the family to access specialist services such as Social Care and Occupation Health as well as working
		alongside adult carer organisations.

Headlines

This year, children and young people from this area of work have been involved in:

COVID response to families including access to food during first lockdown, triaging families in need, keeping in touch calls and family activity packs and hampers

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Adapting to online provision in one to one support and group work including digital inclusion, activity packs to take part in groups and support packs
Extending group support to minimise social exclusion for families shielding due to health conditions
Responding to vulnerability - Meeting additional government guidelines around assessment, emergency planning and pupil vulnerability reporting. Ensured continuity of safe accessible services to meet needs.

Case Study - Ashleigh

Young Adult Carer with whole Junction Support - A Transition assessment was completed for 16-year-old Ashley. Initially after assessment Ashley started to regularly attend the online group sessions and became part of the Young Carers Focus Group. Ashley told us of problems around emotional wellbeing, so we referred into The Junction’s Emotional Wellbeing Service where Ashley is due to start receiving 1-1 support. As trust developed Ashley disclosed struggling with caring roles and caring for Nanna as her physical health had drastically deteriorated, Nanna is also struggling with her memory and mobility. Ashley had dropped out of college due to caring responsibilities and circumstances and wished to go back to college as previous experiences had been good. To help with this we referred into The Junction’s YEI project for support around College. We submitted referrals to Children’s Social Care and Adult Social Care to request support and an assessment of need. Adult Social care visited home and offered paid carer support to go into the house four times a day to offer her Nanna support in dressing, undressing and preparing meals. Children’s Social

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care also contacted her and told her they will be offering her support around her caring role. This will enable Ashley to start college again without worry.

Youth Service

CREATE Youth Service underwent a radical change within 2020. Originally supporting young people aged 13–18 from across Redcar and Cleveland to remove barriers to participation by providing small group activities that help to improve confidence, reduce isolation, build and maintain friendships, and challenge them to try new activities. It was funded through the Youth Investment Fund (National Lottery Community Fund). Originally scheduled to end in April 2020 the project swiftly moved online in February and extended its services to young people in Middlesbrough at the beginning of the pandemic to support young people and reduce social isolation and the project was extended until September through NLCF COVID emergency funding and then through Redcar and Cleveland and Middlesbrough sustainability fund. We also managed to extend our offer to children and young people by offering Short Breaks for Children and Young People aged 5 to 25 with additional needs and disabilities from April 2020 funded through Redcar and Cleveland Borough Council.

Intervention Description	Intervention Description
	A 13-week programme delivered in evenings, weekends and school
CREATE + online(Redcar and Middlesbrough)	holidays. Activities include work around reducing isolation, making new friends, building confidence and improving wellbeing and culminate with a residential visit to consolidate the areas developed in group work sessions.
	The coordination of children and young people’s voice and
	involvement in decision making within The Junction including the
The Junction Heart	recruitment of staff, focus groups on specific service issues to
- Young people’s	strategic decision making, direct campaigns and social action.
participation	Participation work seeks to ensure children and young people direct
	the work of The Junction and influence positive change.

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Children and Young Personal and social development for children and young people with People’s Short additional needs and disabilities aged 5 to 18 years, including respite Breaks (East opportunities for parents and carers. Cleveland)

Headlines

This year the service has been involved in:

Reducing social isolation and promoting emotional wellbeing through group activities
Supporting inclusion through access to digital and resource packs to join in online sessions
Recruitment of staff, the first organisational user survey and feedback to the Board of Trustees
Face to face respite opportunities.

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Case Study CREATE+ – Charlie

Charlie age 13, enjoys attending school and is academically bright. Charlie doesn’t have many friends at school but prefers to have a few close friends rather than lots of friends. Charlie was referred to The Junction by school due to feeling of low self-esteem and friendships. Goals at the start of joining the CREATE+ session were, to attend the create sessions to improve on arts skills, reduce isolation, improve confidence, improve on friendships and possibly make new friends, feel happier and more positive. Charlie has achieved some of these goals just by attending the sessions. Charlie doesn’t always have the camera on during online sessions, although does most days, but always has the mic on. Charlie engages well with staff and other young people and is not afraid to share views, opinions and speak up. Charlie’s confidence is growing and is very keen to join in all the activities especially educational ones. Always happy to help the other young people out on session, if they are stuck on anything or need help. Charlie enjoys quizzes and riddles and is very good at them and confidence is growing more each week. Since joining CREATE+ Charlie has gained more confidence, made new friends, has more fun and structure to life.

Case Study – Short Breaks – Dale

Dale, age 7 was referred by their teacher. Prior to attending the Short Breaks project at The Junction, Dale struggled to find a suitable group that could tailor to individual needs, which isolated them from other young people of a similar age. Since attending Short Breaks Dale’s Mum has reported a major change in behaviour and attitude. Dale will get up and ready every weekend to attend the Short Breaks group and has built confidence to engage in different activities.

Since attending Short Breaks, Dale has improved in confidence drastically. Upon arrival at the first session Dale was very anxious and didn’t actively

engage at first, Dale now helps other young people to feel more comfortable and engage in sessions.

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Specialist Children and Young People’s Transport Service

Our transport social enterprise was design to meet the needs of young people in Redcar & Cleveland where isolation and public transport can be problematic. The service is commissioned by the local authority and schools to transport vulnerable young people to school or college, contact appointments, support sessions, job interviews and youth work sessions. The service runs Monday to Friday usually between 7am and 7pm and provided up to 255 pickups per week pre COVID, 52 weeks of the year. We directly created five jobs and the service supports The Junction to pay towards its overheads, including our core team of admin and finance staff. We have four vehicles that have been purchased through hire purchase agreements with all costs being fully met by the contracts we have in place. We also utilised the transport service for our own group and support sessions as we were paying around £30,000 per year for taxis and minibuses to enable children, young people and families to access The Junction’s support services. We have also invested in workforce development for our drivers, which means they are able to work alongside our safeguarding processes and support young people with complex needs, enabling The Junction to provide well-defined wrap-around services. 2020 was the most challenging year to date for the Transport service, with the year starting with no transport due to lockdown. The service worked hard to retain staff, ensure COVID secure environments and resume transport to meet the needs of children, young people and families, initially accessing respite opportunities and then back to access education. The number of active weeks and journeys have varied throughout the financial year 2020/ 2021 due to school closures/lockdowns, driver/student isolation periods and the service has been able to fulfil its commitments and continue to support access to services for vulnerable groups. The service is back up to 100 runs per week and we look to expand.

Feedback on Services

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The Junction Foundation

Trustees' Report

Plans for Future Periods

The Charity has entered the final year of its current Strategic Plan and continues to work towards the objectives set out in it, which focus on the following Objectives:

Objective 1: We will regularly listen to the voices of children, young people and families in our communities and ensure they are involved in service improvements, creation of new services and in improving their community.

To achieve this:

We will empower The Junction Heart to have a real say in day-to-day operations and developments of the organisation and implement mechanisms for The Heart to engage with trustees as well as trustees reporting to The Heart.
We will regularly consult and engage with children and young people who are not accessing our services.
We will work with partners to research wider need in our area to identify gaps in provision.
We will empower children and young people have a say in their communities on issues that are important to them.
We will involve children, young people and families in our annual Vision Days.

Objective 2: We will be able to evidence that all children, young people and families accessing our services receive quality, outcome focused, tailored support. We will be able to evidence the impact we have in our communities and promote The Junction as a well ran and accountable organisation.

To achieve this:

We will focus on evidencing the quality work that occurs and build confidence with stakeholders that we are a well-run, transparent organisation.
We will continue to develop our outcome reporting tools and systems to be able meet the changing needs of the people we support.
We will work with external consultants/organisations to evidence the impact of The Junction.
We will ensure we are affiliated to organisations that can support us to grow and develop.
We will continue to work in partnerships that make a real difference to people’s lives.

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The Junction Foundation

Trustees' Report

Objective 3: We will ensure workers have the skills and understanding to effectively support the changing needs of children, young people and families. Our culture, ethos and values will be embedded throughout the organisation and be evident in the work we do.

To achieve this:

We will invest time and resources in our staff teams to ensure ongoing professional development.
We will ensure our HR systems and processes mirror our culture, ethos and values
We will ensure all workers have input into service delivery, can raise ideas for improvements and feel confident in identifying gaps in delivery.
We will ensure all interventions are supported by evidence based outcomes.
We will implement a clear communication strategy that updates workers on developments, celebrates successes and highlights areas of best practice.
We will develop our governance arrangements and ensure trustees have the skills, support and training to effectively lead strategic decision making.

Objective 4: We will invest in our infrastructure to ensure quality services continue to be delivered to children, young people and families.

To achieve this:

We will ensure we have appropriate data collection systems that fully meet the needs of both our stakeholder and ourselves.
We will invest in data security initiatives and training.
We will ensure our HR systems are efficient, promote best practices and support our values.
We will review the use and appropriateness of our delivery bases to ensure they enable inclusive and appropriate usage.
We will ensure our Core Services team are fit for purpose and support delivery teams, positive outcomes for service users and enable us to develop.

Objective 5: We will diversify our income streams to create a more balanced and sustainably funded organisation

To achieve this:

We will create a Trading Company for our social enterprise(s) to maximise income for the charity.

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The Junction Foundation

Trustees' Report

We will develop and increase our Fundraising and campaigning activities to boost donations to the charity.
We will develop our capacity and technical ability to compete for government contracts and grants and charitable grants.

Over the next 12 months The Junction will be reviewing the achievement and effectiveness of it’s current Strategy whilst completing a thorough needs assessment and demand scoping exercises to be able to create an impactful Strategic Plan that meets the needs of the children, young people and families we support. This will include development of a number of strategies to enable the organisation to evolve to meet these challenges, including:

Environmental and Sustainable Strategy
IT and Digital Transformation Strategy
Resourcing Strategy

The Charity will continue to respond to the effects of the COVID-19 pandemic on both our beneficiaries and the organisation.

Financial review

The trustees are satisfied with the financial position of The Junction at year end and continue to be mindful and conscious of the effort to raise general unrestricted reserves in light of future predicted growth and due to the pressures arising from the COVID-19 pandemic.

Trustees have managed cashflow effectively and are satisfied with the current cash position. The Junction continue to be slightly unbalanced its funding mix as trustees work towards long term plans to achieve a more balanced mix of income which includes income from a recently established trading company, development of a Community Fundraising Strategy and exploration of providing housing.

The board are satisfied with the performance of The Junction including a) the efforts made to secure funding whilst ensuring services are efficiently and effectively delivered b) that the values and ethos of the organisation have not been lost in the pursuit of funding and c) the use of reserves to ensure the organisation continues to meet its charitable objectives.

Reserves Policy

The trustees have considered the level of risk associated with the continued financial viability of the organisation and are satisfied with the progress made towards mitigating financial risks. Trustees are conscious that as growth continues the reserves policy will require regular attention to ensure it is fit for purpose and utilised to the fullest. Trustees strive to maintain a minimum of at least 10% of The Junction’s annual income being utilised to increase general unrestricted reserves whilst aiming to sustain a reserve level of up to 33% of planned future turnover.

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The Junction Foundation

Trustees' Report

This level of reserves is reviewed annually by the Finance and Risk Sub-Committee to ensure they are within these thresholds.

Conscious efforts over a sustained period of time have resulted in unrestricted reserves growing, however, reserves will be impacted over future periods due to COVID-19 and trustees are taking reasonable steps to address these issues whilst also focusing on sustainability of the organisation in the long term.

The trustees are conscious of the need to invest unrestricted reserves into the dayto-day running of the organisation and where needed will commit reserves to meet the needs of the organisation.

The actual free reserves currently held at 31st March 2021 amounted to £397,692 (2020: £298,866).

The free reserves are those held within current assets/liabilities which are not restricted or designated.

Statement of Trustees' Responsibilities

The trustees (who are also the directors of The Junction Foundation for the purposes of company law) are responsible for preparing the trustees' report and the financial statements in accordance with the United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) and applicable law and regulations.

Company law requires the trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of its incoming resources and application of resources, including its income and expenditure, for that period. In preparing these financial statements, the trustees are required to:

select suitable accounting policies and apply them consistently;
observe the methods and principles in the Charities SORP;
make judgements and estimates that are reasonable and prudent;
state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company's transactions and disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable

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The Junction Foundation

Trustees' Report

company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Reappointment of auditor

In accordance with section 485 of the Companies Act 2006, a resolution for the reappointment of MHA Tait Walker as auditors of the charity is to be proposed at the forthcoming Annual General Meeting.

Disclosure of information to auditor

Each trustee has taken steps that they ought to have taken as a trustee in order to make themselves aware of any relevant audit information and to establish that the charity's auditor is aware of that information. The trustees confirm that there is no relevant information that they know of and of which they know the auditor is unaware. The annual report was approved by the trustees of the charity on ………………. and signed on its behalf by:

......................................... M Adams Chairperson

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Trustees' Report

TRUSTEES’ REPORT

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing Document

Organisational Structure

Members of the Senior Leadership Team

Trustees' Report

Arrangements for setting key management personnel

Trustee Recruitment, Induction and Training

Related Parties

Trustees' Report

Assessment of Risk

Fundraising Disclosure

Public Benefit

Trustees' Report

The legal objects for which the charity is established are:

Vision, Mission and Values

Our Values:

Trustees' Report

Trustees' Report

The Junction Foundation Annual Review

Message from The Chair and Chief Executive

Mark Adams – Chair Beth Major – Chief Executive

Trustees' Report

Our Year in Numbers

Children & Young People

Trustees' Report

Our Year in Pictures

On-Line Sessions

Employment Outcomes

Trustees' Report

CREATE & Activities

EWB Newsletter and Lockdown Activity Packs

Trustees' Report

Face to face Short Breaks Sessions

Trustees' Report

Highlights of the Year

Developed our services by securing additional contracts and widened

Trustees' Report

Feedback

Trustees' Report

Mental Health and Emotional Wellbeing Support

Trustees' Report

Headlines

Case Study - Jodie

Trustees' Report

Case Study – Leslie

Agreed Intervention/ Action Plan

Brief Overview of support

Outcome

Trustees' Report

Youth Education, Employment and Skills Service

Trustees' Report

Headlines

Trustees' Report

Case Study – Billie

Trustees' Report

Young Carers’ Service

Headlines

Trustees' Report

Case Study - Ashleigh

Trustees' Report

Youth Service

Trustees' Report

Headlines

Trustees' Report

Case Study CREATE+ – Charlie

Case Study – Short Breaks – Dale

Trustees' Report

Specialist Children and Young People’s Transport Service

Feedback on Services

Trustees' Report

Plans for Future Periods

To achieve this:

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