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Company registration number: 06648312 Charity registration number: 1125578
## THE JUNCTION FOUNDATION
(A company limited by guarantee)
Annual Report and Financial Statements
for the Year Ended 31 March 2022
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## **The Junction Foundation**
## **Contents**
|Reference and Administrative Details|1|
|---|---|
|Trustees' Report|2 to 32|
|Independent Auditors' Report|33 to 36|
|Statement of Financial Activities|37|
|Statement of Financial Activities|38|
|Balance Sheet|39|
|Statement of Cash Flows|40|
|Notes to the Financial Statements|41 to 58|
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## **The Junction Foundation**
## **Reference and Administrative Details**
## **Trustees**
M Adams, Chairperson Dr H B Oatway, Vice Chairperson (resigned 27 July 2022) S A Hogg M E Rogers (resigned 12 July 2021) E Cunningham (resigned 12 July 2021) S J Booth (resigned 8 August 2022) M Knibbs (appointed 17 May 2021) C P McEwan (appointed 17 December 2021) J M Harwood (appointed 22 February 2022) R A Davis (appointed 7 December 2022) A J K Hierons (appointed 7 December 2022) D Rooney (appointed 7 December 2022)
**Secretary** B Major **Key Management Personnel** Bethany Major, Chief Executive and Company Secretary Jamie Noble, Deputy Chief Executive **Registered Office** 19 Station Road Redcar Cleveland TS10 1AN The charity is incorporated in Wales. **Company Registration Number** 06648312 **Charity Registration Number** 1125578 **Bankers** CAF Bank Limited Head Office Kings Hill West Malling Kent ME19 4TA **Auditor** Azets Audit Services Bulman House Regent Centre Gosforth Newcastle upon Tyne NE3 3LS
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## **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 2022.
## **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 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 due to the challenges in the economy.
## **Members of the Senior Leadership Team**
- Beth Major (Chief Executive and Company Secretary)
- Jamie Noble (Deputy Chief Executive)
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.
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## **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 was no related party transaction in the period.
## **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,
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- 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 with the longer-term risks and impacts starting to be realized. The 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.
The cost of living crisis and the significant increase in costs of products and services due to rising inflation, create further challenge for the charity, its workers and beneficiaries that the trustees are actively managing.
## **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.
## **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.
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## **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.
**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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## **Annual Report**
1[st] April 2021 – 31[st] March 2022
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## **Message from The Chair and Chief Executive.**
The Junction Foundation has an excellent reputation for meeting the needs of children, young people and families in Tees Valley. We do this through our five streams of work –Children and Young People’s Mental Health and Emotional Wellbeing, Youth Employment, Young Carers’, Youth Services, and Specialist Children and Young People’s Transport. We have built this reputation through our approach to working with local people that focuses
on outcomes that make a real difference to their lives and providing ‘extraordinary support for extraordinary people’.
Towards the end of 2021 we refreshed our Strategic Plan, setting our vision for the next five years. We plan to build on our outstanding reputation to grow our services and have a wider impact for local people.
Most children and young people face challenges at some point on their journey to adulthood. The challenges faced by children, young people and families in Tees Valley are wide ranging and complex. This includes health inequalities, a challenging economic situation with unemployment, low wages and insecure work prevalent, high numbers of children and young people living in poverty and disadvantaged communities, a lack of educational attainment and access to social and vocational opportunities. All within the context of high rates of social care involvement with children, young people and families and fewer community resources accessible to mitigate poor outcomes. We are still unsure of how the post COVID world will challenge our children, young people and families in the years to come.
Although we have continued to grow this year, there is still a lot of work to be done in helping children and young people face these challenges effectively and overcome them, and we want The Junction Foundation to make a larger impact within this work. Knowing the local context, we believe we must use our expertise and resources to help more local people access the right information, opportunities, support and guidance to enable them to fulfil their potential and support families in a timely way to prevent situations worsening and facilitate long-lasting change.
Our plan is ambitious, but focuses on meeting local need and continuing to provide excellent
outcomes for local children, young people and families.
We cannot do this alone. To deliver on these plans, we will continue to rely on the generosity of our supporters, for which we are truly grateful. We will also continue to build and maintain partnerships in the area, sharing knowledge and resources, and improving access to services for those most in need.
## **Extraordinary Support for Extraordinary People**
**Mark Adams – Chair Beth Major – Chief Executive**
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## **Our Junction**
**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.
**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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## **Our Year in Numbers**
(All figures relate to 1[st] April 2021 to 31[st] March 2022)
## **Children and Young People**
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6,994 individual
children, young
people and family
members supported
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40,536 attendences
at Junction supported
services
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8,866 one to one and
group work sessions
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. In 2020/2021 of **531** children and young people who had paired Goal Based Outcome Scores **78%** reported positive change.
## **Workforce**
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44 FTE staff
employed at The
Junction
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243 training and
development
oportunities
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Staff reported high levels of support (8.7 out of 10), job satisfaction (8.29 out of ten) and 97% reported their work to meaningful and engaging.
## **What the data tells us:**
- Our reach in 2021- 2022 more than doubled from 1857 in 2020 -2021
- The number of times CYP attend has dropped, however this is to be expected with more reactionary services.
- We continue to make a significant difference in self-reported positive outcomes
- We have increased our workforce, training opportunities and job satisfaction rates better supporting the workforce.
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## **Our Year in Pictures:**
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Celebration Evening
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Celebration Evening
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Celebration Evening
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United Tracks
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United Tracks
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Junction Heart
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Junction Heart
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Youth Employment
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Young Carers
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Young Carers
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Young Carers
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Young Carers
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Targeted Youth Support
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Short Breaks
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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 decisionmaking group) conducted our user survey and children and young people’s vision day, 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. They also organised our first Junction Awards night for children and young people. Young Carers took part in focus groups and IWill projects, which produced passports, the co-production of the transitions service, a Christmas campaign benefitting families struggling, and awareness raising.
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**Development of the Children and Young People Mental Health Service –** we reshaped our getting help offer and added capacity to our early intervention and prevention services to respond to demand and improve waiting times in a period of unprecedented need. We also mobilised the Inside Out (Mental Health Support Team) as part of a VCSE collaborative including The Link CIC, Middlesbrough and Stockton MIND, Changing Future North East and range of other partners, becoming one of the first successful VCSE partnerships to deliver on this national agenda.
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**Expanded Services to Vulnerable and Disadvantaged Children and Young People -** we successfully mobilised the Targeted Youth Support as part of Middlesbrough’s Youth Service to deliver street-based youth work in areas of highest need in the town, one to one and structured group work support to better respond to the needs of youth at risk in the town, benefiting thousands more young people in the town. We secured work from the PCC to further develop work around young people at riskWe also assisted in the coordination of the Holiday Activity Programme (known locally as Explore) to ensure thousands of children and young people on free schools meals were not affected by food poverty across South Tees.
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**- Secured South Tees Young Carers Service** we secured South Tees Young Carers service (to mobilise post April 2022), retaining Redcar and Cleveland and Middlesbrough delivery areas for another 3 years. We also expanded provision to families of young carers the Mercers Fun
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**Succeeded in retaining ISO27001 –** we successfully retained our accreditation at audit.
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**We ensured strong Governance –** through successful recruitment of new trustees, with diverse expertise, skills and knowledge and involved all stakeholders in the development of our new strategic plan for 2022 - 2027
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**Invested in our infrastructure –** through the investment in a Head of Development to secure resources for vulnerable children, young people and families and a Youth and Participation Lead to support our growing Youth Service Offer.
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**Short Breaks Service –** we expanded our services to children and young people with disabilities and additional needs through adding to our short breaks offer.
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## **We have also received some excellent feedback on services from stakeholders, commissioners, children and young people and their families, these include:**
**----- Start of picture text -----**
“ Thank you for all the support
“ Thank you to everyone who made offered, The Junction is a
the music sessions possible. It was fantastic place that supports
such a great experience and meant the family and not just the
so much to me and gave me such Young Carers ” - Parent -
a big boost in confidence.” Young Young Carers
Person - United Tracks
“ The work you did with me was amazing, I
feel so so much better now and I worry so "
The 1:1 support sessions have
so much less. I think the things that
helped me to learn about my
helped me the most was the thought
emotions and behaviours/ anger
diary, grounding techniques and
and ways in which I can control
alternative thoughts. I think everything we this/ calm down"- Young person
did was really helpful and has made me a at risk of exclusion TYSS
more calm and happy person. " Young
peron accessing MHEWB
“Thank you so much – you have done so "The staff are what makes the
much this year in the most difficult of
Junction a family. Without them, I
times. As ever the Junction Heart filled
wouldn't be where I am now. The
my heart with joy! I love that they have led
staff are all just so amazing, empathetic
and co-produced on so much and also and clearly want to see young people have
that they have had time for some fun too.I better lives. You can tell it's more than just a
am sure all of the children and young job for them, they always go above and
people are very thankful for having you beyond when we have reached out for help,
and I am so grateful for their continuous
there to support – as are we for all the support. The Junction have been a wider
work you all do at The Junction.” Tudor family that me, my mum and little sister have
Trust (funder) never had from ours. I cannot put into words -
how The Junction has helped me”
quote from a young carer
" What we went though is the most challenging
and I don't know how we would have managed thing as a family that we have encountered “ I enjoyed seeing the kids happy and making
without your support. I look back at the last friends, I learnt that these activities have more
couple of months and often wonder how we of an impact than you think as the parents
have managed to get through it. As for xxxxxx needed this opportunity. I spoke to parents
he just cracked on with things and went to who said how important it was and that they
school every day and i am so proud of him as i would never be able to do something like that
know it was very difficult for him at times. I themselves.” - young person - young
know having the opportunity to have chats with observers HAF
yourself and knowing that you believed him
really helped him." - Parent TYSS
" Without the mind the gap project I would have
never had the confidence to lead an activity. I've
developed my confidence and leadership skills,
which is important to me. Mind the Gap has
helped me gain a group of friends and improved
my mental health. As if I didn't join in I think my
mental health would have been negatively
affected as before I felt quite isolated and alone ” -
Young adult Carers
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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, Sirius Minerals 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 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.
**Getting Help Team (CYP IAPT)** program which works across the Tees Valley and is delivered in 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.
**Inside Out (Mental Health Support Team)-** Predominantly LI/HI CYP IAPT evidencebased intervention on the most common mental health presentations (Anxiety/ Low mood etc) utilising CBT based approaches. Delivered through education and including a wider whole schools’ approach to improve understanding, response and recognition of mental health difficulties within education.
**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 **.**
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|**Category**|**The Junction’s Service Delivery**|
|---|---|
|**Getting Advice**
**and**
**signposting**|Awareness and campaigning led by young people’s participation group
Triage/ assessment and signposting to appropriate services
Psycho education and normalisation work|
|**Getting Help**|South Tees School and Community Based Emotional Wellbeing Support
Pathways to Wellness
Getting Help Team – LI/HI CYP IAPT interventions
Hartlepool Emotional Wellbeing Service
Inside Out (MHST)|
|**Specialised**
**Intervention**
**Services/ Get**
**More Help**|Getting help Team – some HI CYP IAPT interventions – risk co managed with
NHS CAMHS
Hartlepool Emotional Wellbeing Service ( Trauma Focused Interventions)|
## **Headlines**
This year the service, children and young people have been involved in:
- Feedback and co-production around delivery models
- Successfully gaining additional funding to deliver early Intervention and prevention and getting help
- Group delivery on five ways to wellbeing
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783 Children, Young
7,679 attendances
People and Families
at interventions
accessed support
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5,568 1 to 1 sessions and group work held
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## **Case Study Getting Help –**
Jodie was referred into the service due to anxiety. Due to age and anxiety being around being away from parents Parent Led CBT was identified as the most appropriate way forward.
Goals set were around feeling less anxious away from mum it was rated as a **1** at the beginning of support.
We offered six sessions of Parent Led Cognitive Behavioural Therapy for symptoms of anxiety, this child was referred in for this due to reliance and reassurance seeking from mum. We offered 6 sessions delivered over 10 weeks exploring what anxiety is, how it is developed and maintained, the importance of normalising emotions, removing reassurance whilst still being empathetic, and encouraging problem solving with the use of open and socratic questioning. A fear ladder specific to this child was developed which they could work through systemically allowing them to investigate their fears at each stage, reflect on what they learnt from these experiences, using rewards to encourage repetition. Mum reported fantastic changes from Jodie, reduction in how tearful they became and increase in confidence when they were not with mum or if they had a problem at the end of support. The child rated their progress in their goal of feeling less anxious as a **9** at the end of support.
_“Communication between Jodie and ourselves has improved immensely. We are now better able to recognise her thinking and feelings and have the skills to discuss this with Jodie making her more comfortable discussing things with us and she is more confident to come to us and ask for/ tell us what she wants. Jodie is happier to come to us and talk about how she is feeling” –_ _**Parent – Getting Help**_
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## **Case Study Emotional Wellbeing –**
Leslie lived with her foster carers, and shared at the beginning of work they did not talk to her carers about feelings and only tells them when she is struggling if they ask. Leslie shared disconnection from the family, and also worried soon as she was 18 she would have to leave the home.
EWB practitioner fed this back to the social worker and foster carers to help make changes and this worked, foster carers arranged for more 1:2:1 time with Leslie and gave lots of reassurance that they will stay with them after Leslie leaves care.
To help Leslie reach her GBO I used a personcentred approach to help build our relationship and build confidence. We used work sheets, weekly journals this helped Leslie to understand thoughts and feelings, and understand emotions. We reviewed the journal weekly in sessions. Leslie had difficulties with friendships and this has affected behaviours in school. C had an issue with bullying in school, EWB practitioner arranged a restorative meeting in school to resolve a bullying issue Leslie was involved in, this meeting was successful the bullying ended and was resolved.
Leslie shared it was hard to manage anger and sadness when her parents did not turn up for contact, Leslie completed the tool How to Manage Strong Emotions. The tool is designed to help children understand and manage their emotions and feelings, and stay calm and in control. Leslie worked hard and completed the tool learning anger rules, relaxation techniques, I statement, body clues, coping strategies, thinking tool, choices and consequences. Leslie learnt a thinking tool that helps in school to manage anger and to make the right choices.
Leslie has grown and learnt to manage emotions better, Leslie has learnt how to problem solve and can communicate feelings and thoughts better with foster carers, friendships and teachers in school. These changes resolved school issues, have helped bring the family closer and Leslie says she now feels a part of the family.
Leslies goal at the beginning of support was to feel more confident and be able to talk about feelings Leslie scored this a 4 at the beginning of support and a 9 at the end.
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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**|
|---|---|
|**Assessment**|All young people receive a bespoke package of support focused on
their individual needs. We deliver focused and flexible support starting
with a detailed Assessments of Need to identify any additional barriers
to progression and identify an Individual Learning Plan (ILP).|
|**Specialist One-**
**to-One Support**|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,
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.|
|**Non-Regulated**
**training**|Group training aimed at increasing skills and confidence, and linking to
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.|
## **Headlines**
This year young people from the service have been involved in:
- Supported a highest number of progressions into employment within year despite team reductions
- 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
24 Young People gained education or employment
95 Young 716 People were attendances at 18 supported interventions
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## **Case Study – Billie**
Billie was referred into the YEI service by a parent, and was unsure about the type of employment they wanted. Billie lacked confidence, and was anxious about meeting new people and the prospect of doing job interviews. We referred Billie into the Junction’s Emotional Wellbeing service for support with issues around confidence.
We discussed the types of job Billie would like to do and hobbies/interests, and decided to look for an apprenticeship related to customer service, baking and catering as Billie would eventually like their own bakery shop. We supported Billie to create a new CV with a personal statement relevant to customer service roles.
We did some sessions around preparing for interview and typical job interview questions and answers as a way of improving confidence and making the interview process less daunting. Billie submitted a CV and covering email to a local community organisation café and was invited to an informal meeting at the café. Following the meeting the manager of the café said they were very impressed with the way Billie presented and offered Billie a customer service apprenticeship which started in January 2022.
Billies goals were to improve employability (first rating 4 last rating 8) and improve confidence (first rating 2 last rating 7).
**Young person** _**-** “‘The Junction has helped me by improving my confidence and looking at options for employment and training.”_
**Parent -** “ _Thank you for helping us, I know that this will be the right organisation for my daughter to work with.”_
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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 with a caring responsibility. 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, The Mercers Company, Durham Community Foundation, Tees Valley Community Foundation and Cleveland Rotary.
A variety of support is offered to young carers and their families:
|**Intervention**|**Description**|
|---|---|
|**Respite Groups**|We offer young carers the opportunity to form friendships, talk to other
young carers, take a break from their caring role and take part in a host
of social and leisure activities, including residentials, giving young
carers a chance to de-stress and have childhood experiences.|
|**One to one**
**support**|Person-centred support focusing on the individual needs of young
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.|
|**Family Work**|Supporting young carers’ families with the aim of reducing the negative
impact of caring on the young carer. Once the family needs have been
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, the service, children and young people from this area of work have been involved in:
- Secured the South Tees Young Carers Contract for the next three years
- Designing and delivering a Christmas Campaign to benefit other Young Carers struggling to buy gifts and food over the Christmas through IWill.
- Influencing the redesign of specifications for the service through NHS Commitment to Carers Mind the Gap project with our partners Carers Together.
**----- Start of picture text -----**
819 Children,
Young People
and Families
accessed support
**----- End of picture text -----**
**----- Start of picture text -----**
3,431
attendances at
interventions
**----- End of picture text -----**
**----- Start of picture text -----**
1,634 one to one
and group work
opportunities
were offered
**----- End of picture text -----**
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## Case Study - Ashley:
A Young Adult Carer, Ashley, was referred into The Junction due to a caring role impacting on education. The young person was caring for their sister that suffered severe Mental Health Issues and parent who also suffered with Mental Health and Physical Health issues. Ashley was struggling with emotional-wellbeing due to the stress of her caring role and her family constantly arguing with each other.
## **Support**
A transition assessment was completed and this identified that the young person was socially isolated therefore she was invited to the Young Adult Carer sessions and added onto social sessions where they attended the social activities was able to formed positive friendships and became less isolated, Ashley also attended a Friends programme that focused on Improving Emotional well-being and Increasing Confidence. Welfare calls were made weekly to offload her worries.
_I need to achieve my potential I was able to become more understanding of my limits and was able to get the right services involved for family member. if I didn't join in I think my_
Ashley has attended various sessions including First Aid, Drug and alcohol misuse, Team building sessions and is currently involved with The IWILL project and The Junction Heart.
Ashley enrolled into College in September 2021 with support from staff at The Junction and is currently completing a volunteering course, this will enable Ashley to work with the younger Young Carers in sessions.
A Safer referral was submitted due to concerns raised by Ashley regarding family life. A Children’s Social Worker was allocated and is currently working with Ashley to improve home life and manage emotions.
Ashley’s goals for support to reduce negativity (at beginning of support **1** at end **10** ), improve confidence (at beginning of support **2** at end **7** ), and improve friendships (at beginning of support **1** at end **7** ).
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## **Youth Services**
Our Youth Service has undergone a year of expansion and change, with a revised and enhanced offer for children and young people. We have created infrastructure to support this Development through the Youth and Participation Lead (Part funded by The Paul Hamlyn Foundation), new delivery in Targeted Youth Support in Middlesbrough and expansion of Short Breaks. Internally we have extended our provision in participation through The Junction Heart, I will project and Focus groups and introduced musical inclusion as part of opportunities for young people through the Youth Music Funded United Tracks Project.
## **Short Breaks**
|**Intervention**|**Description**|
|---|---|
|**Children and**
**young people’s**
**Short Breaks**
**(holiday provision)**|Personal and social development for children and young people with
additional needs and disabilities aged 5 to 11 years (Engage) and 12 to 18
years (Connect), including respite opportunities for parents and carers. This
runs during school holidays.|
|**Children and**
**young people’s**
**Short Breaks**
**(evenings)**|Personal and social development for children and young people with
additional needs and disabilities aged 5 to 11 years (Engage) and 12 to 18
years (Connect), including respite opportunities for parents and carers. This
runs during term time.|
|**Children and**
**Young People’s**
**Short Breaks (East**
**Cleveland)**|Personal and social development for children and young people with
additional needs and disabilities aged 5 to 11 years (Engage) and 12 to 18
years (Connect), including respite opportunities for parents and carers. This
runs 52 weeks per year|
## **Headlines**
This year the service, children and young people have been involved in:
- Extended the provision to include evenings and holidays
- Delivered sibling sessions
- Coproduction work with children and young people on sessions and a youth music programme
**----- Start of picture text -----**
49 individual
children and young
people supported
**----- End of picture text -----**
**----- Start of picture text -----**
1,286 attendances
at groups and one
to ones
**----- End of picture text -----**
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## **Case Study – Short Breaks – Dale**
An assessment was made following Dales referral to short breaks, this included feedback from parents and Dale. Dale has Global Development Delay and receiving support through speech and Language. Dales parents felt it was a service they were looking for and hoping for their son to be a part of. Dales parents explained that it can be difficult taking the family out as a whole due to his needs and due to him not understanding road safety. Dale was also isolated within his community and had no friends outside of school.
Dale was encouraged to come and was introduced to staff and the other service users. Dale was welcomed by all and soon made friendships. During the time coming to Short Breaks Dale has made some good friendships and participates in all the activities. Specific work with Dale has focussed around improving feelings, build friendships, reducing isolation and building confidence and activities to build these skills have been focussed on within the group. Dale now often helps others within the group if he feels they are struggling mirroring the support he received himself when he first started.
Dales goals for support were to feel happier (was a **6** now a **10** ), improve friendships (was a **7** now a **10** ) and feel confident (was an **8** now a **10** )
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## **Targeted Youth Support**
On the 1[st] April we started to deliver on Targeted Youth Support funded by Middlesbrough Council as part of Middlesbrough’s Youth Service working in partnership with The Linx Project and Middlesbrough Football Foundation. It has been a year of mobilisation and learning for the organisation and project and we were successful late in the year of attracting further funding for street-based youth work from the Police and Crime Commissioner. Our current offer includes:
|**Intervention**|**Description**|
|---|---|
|**Detached Youth**
**Work in Area of**
**highest need**|Engagement with young people aged 11 plus in communities with
identified need, with a minimum six month stay to develop trusting
adult relationships with young people in communities. Taking a
developmental youth work approach, workers seek to engage with
young people to identify needs and issues they would like to see
improve in themselves and their communities with a view to developing
project work and identifying individual need.|
|**One to one**
**support**|Individual support for young people identified as ‘at risk’, assessment
of need and goal-based action planning takes place to create a
structured plan for support that meets identified goals. Where relevant
‘My Family plans’ are generated to identify further support needs of the
family in order to support young people’s progress.|
|**Structured**
**Group work**|Structured group work on issues identified by other professionals
within education and training or from issues identified on the street to
provide information, advice and guidance to more vulnerable groups
to prevent risk from taking place. Issues covered this year have
included Anti-social behaviour, relationships with the Police, risk taking
behaviours, substance misuse, weapons / knife crime, county lines
(CCE), abusive relationships, mental health, gang crime, alcohol
abuse, hate / online crime, sexual assault / rape / consent, sexting,
relationship abuse|
|**Hand over to**
**wider provision**|Once young people have met their goals for support and are in better
place to engage with universal services and community group young
people are supported into activities to continue their progress.|
## **Headlines**
The service and young people have:
- Mobilised a new service successfully and gained further resource
- Developed project ideas to delivery within communities – Easterside drop in etc
- Started to work with partners to develop a Youth Strategy for Middlesbrough and the Youth Offer
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**----- Start of picture text -----**
1,069 Children, 718 one to one and
Young People and 3,328 attendances group work
Families accessed at interventions opportunities were
support offered
**----- End of picture text -----**
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Bobby was referred for one to one support with the Targeted Youth Support Service (TYSS) after education providers identified that Bobby’s behaviour was changing in and out of school, being increasingly mentioned around involvement within a negative peer group who were well known to the community, multi-agency services and police for anti-social behaviour (ASB) and risk taking behaviours. Following an initial assessment, it was identified that Bobby has been using Cannabis weekly with peers and has attended parties across the local area and associating with peers involved in risk taking behaviours and ASB which included him drinking alcohol.
During work, Bobby was named as an alleged perpetrator of abuse and harassment within school. Police completed their investigations and interviewed Bobby. Bobby experienced great distress during this time and felt victimised by others despite not being proved guilty of these allegations. Subsequently, Bobby’s mental health deteriorated and Bobby became reluctant to speak with school to gain support. Through implementing additional sessions and signposting to the internal welfare officer in school, Bobby felt supported and confident to share honest evidence to the police when being interviewed with his father as appropriate adult. Bobby’s relationship with his family, developed with support from his TYSS caseworker and he now feels comfortable and confident to have more difficult conversations with them without feeling judged. He understood the need to implement additional boundaries to prevent further risk of harm or allegations to be made. Bobby participated and engaged in sessions with his TYSS caseworker around ASB, relationships with the police, substance misuse, crime, county lines, gangs, anger, coping strategies, exam stress, school issues, sexual health screening, safe sex and supported his wellbeing through the police investigation.
Bobby continues to socialise with the same peers but feels empowered to act against peer pressures and makes informed choices. Bobby has proved a positive influence to peers. Bobby has recently participated in attending a local Police and Crime Commissioner Youth Conference sharing thoughts, feelings and experiences amongst a room full of multi-agency professionals and young people of a similar age. Bobby is now due to be closed to the service following vast improvements in wellbeing and has the knowledge and education around risk taking behaviours. Bobby understands rights, and how to make informed choices and decisions and the consequences that are attached when following a negative choice/risk. Bobby also feels more empowered to voice thoughts and feelings with multiagency services, family and peers. Bobbly has also identified career aspirations for the future.
**Personal Outcome scores –** Understanding my rights – Initial score **2** , closure score **8** , Harm minimisation (Cannabis) – Initial score **4** , closure score **9** , Safe in the community – Initial score **6** , closure score **9**
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## **United Tracks**
United Tracks, funded by Youth Music provides musical interventions for vulnerable young people that support personal, social and emotional development through musical activities delivered by a team of highly skilled community musicians, youth workers and other professionals. These specialist teams trialled activities over the summer and have delivered three twelve-week programmes with The Junction’s Young Carers, Short Breaks and Targeted Youth Support Teams.
**----- Start of picture text -----**
96% of those who
46 Young People
821 attendances at attended improved
accessed the
interventions musical ability and
programme
improved confidence
**----- End of picture text -----**
Since attending music sessions at Short Breaks, Child D has improved on his confidence drastically. Upon arrival at his first session Child D was very anxious and didn’t actively engage at first, now he helps other young people to feel more comfortable and engage within the music sessions pushing young people to try new musical instruments.
## **Holiday Activities Fund**
The national Holiday Activities and Food (HAF) Programme is being coordinated across the country by the Department for Education and The Junction was contracted to deliver branding and marketing the bookings system and other support over this year Children and young people are eligible for benefits related free school meals are able to attend the clubs free of charge. The objective of the programme is to provide healthy meals and enrichment activities. This was a step change from delivery in The Junction service offer as direct delivery centred around queries from parents and liaison with service providers however the programme enabled:
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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 short breaks 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.
2021 was another challenging year challenging year for the Transport service, with COVID guidance, changes in contracts and the recruitment of staff. 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 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 a minimum of 4680 journeys per year and we look to expand this as easing increases to meet the needs of local children **Plans for Future Periods**
The Charity has entered into a new 5-year Strategic Plan which focusses on:
**Objective 1: Access** We will ensure we can meet the challenges of increased demand in specialist areas with sensitivity, knowledge and expertise. We will develop partnerships and routes into communities where we identify underrepresentation within our beneficiaries, workforce or decision-making processes.
**Objective 2: Capacity to Deliver** Ensure we deliver the best possible service to children, young people and families. We must invest in people and resources, to enable us to evidence outcomes and impact, and work efficiently so we can spend
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more time supporting people and building our capacity. This includes improving our IT and automated systems, data systems and investing in our workforce.
**Objective 3: Evidencing Impact** Ensuring quality services are delivered to children and young people is of the upmost importance. All children, young people and their families receive quality, outcome-focused and tailored support. Clearly demonstrate the impact we make on our local communities through a focus on outcomes data while never losing sight of the individual difference made. We will better be able to articulate the difference made to stakeholders and children, young people and families.
**Objective 4: Partnerships** Build partnerships that enable us to enhance the packages of support available from ourselves and partners, meet complex need, deliver holistic support and ensure that children, young people and families can access support in a timely manner. We will also focus on key strategic partnerships to help us better influence local services, and systems for vulnerable families and broker appropriate support and develop our understanding of new markets where we would add value as part of our approach to growth
**Objective 5: Public facing and responsive to local need** Celebrate the success of the children, young people and families at the heart of our communities and raise awareness of the issues they overcome. We will involve children, young people and families at all stages of decision making. Engagement with local businesses and general public. We will promote positive perceptions of children and young people whilst creating a better understanding of The Junction Foundation, what we do and how we benefit the local area.
**Objective 6: Thought Leaders and Cocreators** We will be confident in our place in leading work within the children, young people and families sector as part of our growth and development. By utilising our areas of specialism and technical expertise we will seek to influence the system that supports vulnerable people for good. This may include offering packages of support or training in our specialist areas, influencing and engaging with local and national decision makers to create change or advocating on behalf of the people we support based on our co production and research with our beneficiaries.
**Objective 7: Sustainable and Future Proof** Be creative in our approach to securing alternative funding, and in particular unrestricted funding, whether by creating enterprising solutions to local issues, investing existing resource in a sustainable way, engaging our communities and local businesses to support our causes or securing additional charitable grants. Diversifying the sources of our income through growth, to help us make strategic choices and for our services to be innovative and flexible in order to respond to those who need us most
**Objective 8- Workforce and value base** We must continue to develop our workforce, at all levels, to be able to meet the needs of children, young people and families including ‘growing our own’ through volunteering, apprenticeships, management pathways and placements. We will develop a workforce strategy that responds to the challenges in the sector while retaining and developing talent from within. We will ensure that our culture, ethos and values are embedded throughout our workforce and that we:
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- Understand the issues facing children and young people,
- Have the skills to effectively support them,
- Understand and can deliver evidence-based interventions.
Over the next 12 months trustees will also focus on their response to the climate crisis and how the charity can support children, young people and families in a changing world. This will require a whole organisation review of how we support children and young people including sustainability strategies, digital transformation strategies as well as how we support our workforce to have the least impact whilst carrying out the charities duties.
## **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.
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.
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.
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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 2022 amounted to £415,132 (2020: £397,692).
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 company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
## **Reappointment of auditor**
Azets Audit Services Limited, trading as Azets Audit Services, were appointed auditor to the charitable company following the acquisition of the trade of Tait Walker LLP trading as MHA Tait Walker on 1 May 2022. In accordance with section 485 of the Companies Act 2006, a resolution for the re-appointment of Azets Audit Services as auditors of the charity is to be proposed at the forthcoming Annual General Meeting.
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## **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 ............................... 20/12/2022 and signed on its behalf by:
Mark Adams 20 Dec 2022 13:57:17 GMT (UTC +0) ...................................................
**M Adams Chairperson**
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## **The Junction Foundation**
## **Independent Auditor's Report to the Members of The Junction Foundation**
## **Opinion**
We have audited the financial statements of The Junction Foundation (the 'charity') for the year ended 31 March 2022, which comprise the Statement of Financial Activities, Balance Sheet, Statement of Cash Flows, and Notes to the Financial Statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is United Kingdom Accounting Standards, comprising Charities SORP - FRS 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and applicable law (United Kingdom Generally Accepted Accounting Practice).
In our opinion the financial statements:
- give a true and fair view of the state of the charity's affairs as at 31 March 2022 and of its incoming resources and application of resources, including its income and expenditure for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Companies Act 2006.
## **Basis for opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and the provisions available for small entities, in the circumstances set out in note to the financial statements, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
## **Conclusions relating to going concern**
In auditing the financial statements, we have concluded that the trustees use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity's ability to continue as a going concern for a period of at least twelve months from when the financial statements were authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
## **Other information**
The trustees are responsible for the other information. The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.
In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
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## **The Junction Foundation**
## **Independent Auditor's Report to the Members of The Junction Foundation**
We have nothing to report in this regard.
## **Opinion on other matters prescribed by the Companies Act 2006**
In our opinion, based on the work undertaken in the course of the audit:
- the information given in the Trustees' Report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- the Trustees' Report has been prepared in accordance with applicable legal requirements.
## **Matters on which we are required to report by exception**
In the light of our knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees' Report.
We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:
- adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
- the financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of trustees remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit.
## **Responsibilities of trustees**
As explained more fully in the (set out on page ), the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the trustees are responsible for assessing the charity's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.
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## **The Junction Foundation**
## **Independent Auditor's Report to the Members of The Junction Foundation**
## **Auditor’s responsibilities for the audit of the financial statements**
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:
- Enquiries with management about any known or suspected instances of non-compliance with laws
- and regulations and fraud;
- Reviewing board minutes;
- Challenging assumptions and judgements made by management in their significant accounting
- estimates;
- Review financial statement disclosures and testing to supporting documentation to assess
- compliance with applicable laws and regulations; and
• Auditing the risk of management override of controls, including through testing journal entries and other adjustments for appropriateness.
Because of the field in which the client operates, we identified the following areas as those most likely to have a material impact on the financial statements: Health and Safety; employment law (including the Working Time Directive); and compliance with the UK Companies Act and Charities Act.
Owing to the inherent limitations of an audit, there is an unavoidable risk that some material misstatements in the financial statements may not be detected, even though the audit is properly planned and performed in accordance with the ISAs (UK). For instance, the further removed non-compliance is from the events and transactions reflected in the financial statements, the less likely the auditor is to become aware of it or to recognise the non-compliance.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.
35
VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:47 GMT (UTC +0) D 4/4 P 38/60
## **The Junction Foundation**
## **Independent Auditor's Report to the Members of The Junction Foundation**
## **Use of our report**
This report is made solely to the charitable company's trustees, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charity's trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and its trustees as a body, for our audit work, for this report, or for the opinions we have formed.
...................................... Simon Brown BA ACA DChA (Senior Statutory Auditor) For and on behalf of Azets Audit Services Chartered Accountants Statutory Auditor
Bulman House Regent Centre Gosforth Newcastle upon Tyne NE3 3LS Date:.............................
Azets Audit Services is a trading name of Azets Audit Services Limited
36
VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:47 GMT (UTC +0) D 4/4 P 39/60
## **The Junction Foundation**
## **Statement of Financial Activities for the Year Ended 31 March 2022 (Including Income and Expenditure Account and Statement of Total Recognised Gains and Losses)**
|**Note**
**Income and Endowments from:**
Donations and legacies
3
Charitable activities
4
Other trading activities
5
Total Income
**Expenditure on:**
Charitable activities
6
Total Expenditure
Net income
Transfers between funds
Net movement in funds
**Reconciliation of funds**
Total funds brought forward
Total funds carried forward
20|**Unrestricted**
**£**
9,655
693,020
153
702,828
(575,434)
(575,434)
127,394
(19,373)
108,021
610,103
718,124|**Restricted**
**£**
1,150
791,760
-
792,910
(720,020)
(720,020)
72,890
19,373
92,263
281,643
373,906|**Total**
**2022**
**£**
10,805
1,484,780
153
1,495,738
(1,295,454)
(1,295,454)
200,284
-
200,284
891,746
1,092,030|**Total**
**2021**
**£**
44,285
1,232,804
60,038|
|---|---|---|---|---|
|||||1,337,127|
|||||(1,099,964)|
|||||(1,099,964)|
|||||237,163
-|
|||||237,163
654,583|
|||||891,746|
All of the charity's activities derive from continuing operations during the above two periods.
The funds breakdown for 2021 is shown in note 20.
37
VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:48 GMT (UTC +0) D 4/4 P 40/60
## **The Junction Foundation**
## **Comparative Statement of Financial Activities for the Year Ended 31 March 2021 (Including Income and Expenditure Account and Statement of Total Recognised Gains and Losses)**
|**Recognised Gains and Losses)**||||
|---|---|---|---|
|**Note**
**Income and Endowments from:**
Donations and legacies
3
Charitable activities
4
Other trading activities
5
Total income
**Expenditure on:**
Charitable activities
6
Total expenditure
Net income
Transfers between funds
Net movement in funds
**Reconciliation of funds**
Total funds brought forward
Total funds carried forward
20|**Unrestricted**
**£**
28,561
525,052
60,038
613,651
(414,722)
(414,722)
198,929
266
199,195
410,908
610,103|**Restricted**
**£**
15,724
707,752
-
723,476
(685,242)
(685,242)
38,234
(266)
37,968
243,675
281,643|**Total**
**2021**
**£**
44,285
1,232,804
60,038|
||||1,337,127|
||||(1,099,964)|
||||(1,099,964)|
||||237,163
-|
||||237,163
654,583|
||||891,746|
38
VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:48 GMT (UTC +0) D 4/4 P 41/60
## **The Junction Foundation**
## **(Registration number: 06648312) Balance Sheet as at 31 March 2022**
|**Note**
**Fixed assets**
Tangible assets
13
**Current assets**
Debtors
14
Cash at bank and in hand
15
**Creditors: Amounts falling due within one year**
16
**Net current assets**
**Total assets less current liabilities**
**Creditors: Amounts falling due after more than one year**
17
**Net assets**
**Funds of the charity:**
**Restricted**
**Unrestricted income funds**
Designated funds
Unrestricted funds
Total unrestricted funds
**Total funds**
20|**2022**
**£**
268,849
361,865
678,479
1,040,344
(78,868)
961,476
1,230,325
(138,295)
1,092,030
373,906
100,000
618,124
718,124
1,092,030|**2021**
**£**
266,798
301,307
562,446|
|---|---|---|
|||863,753
(91,583)|
|||772,170|
|||1,038,968
(147,222)|
|||891,746|
|||281,643|
|||92,834
517,269|
|||610,103|
|||891,746|
The financial statements on pages 37 to 58 were approved by the trustees, and authorised for issue on .................... 20/12/2022 and signed on their behalf by:
Mark Adams 20 Dec 2022 13:57:17 GMT (UTC +0)
......................................... M Adams Chairperson
39
VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:48 GMT (UTC +0) D 4/4 P 42/60
## **The Junction Foundation**
## **Statement of Cash Flows for the Year Ended 31 March 2022**
|**Note**
**Cash flows from operating activities**
Net cash income
**Adjustments to cash flows from non-cash items**
Depreciation
**Working capital adjustments**
Increase in debtors
14
Increase/(decrease) in creditors
16
Decrease in deferred income
17
Net cash flows from operating activities
**Cash flows from investing activities**
Purchase of tangible fixed assets
13
**Cash flows from financing activities**
Repayment of capital element of finance leases and loans
18
Net increase in cash and cash equivalents
Cash and cash equivalents at 1 April
Cash and cash equivalents at 31 March|**2022**
**£**
200,284
5,291
205,575
(60,558)
3,675
(11,846)
136,846
(7,342)
(13,471)
116,033
562,446
678,479|**2021**
**£**
237,163
14,756|
|---|---|---|
|||251,919
(98,887)
(14,747)
(8,154)|
|||130,131
(77,560)
(15,355)|
|||37,216
525,230|
|||562,446|
All of the cash flows are derived from continuing operations during the above two periods.
40
VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:49 GMT (UTC +0) D 4/4 P 43/60
## **The Junction Foundation**
## **Notes to the Financial Statements for the Year Ended 31 March 2022**
## **1 Charity status**
The charity is a charity limited by guarantee, registered in England and Wales. The address of the registered office is 19 Station Road, Redcar, TS10 1AN.
## **2 Accounting policies**
## **Summary of significant accounting policies and key accounting estimates**
The principal accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.
## **Statement of compliance**
The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102). They also comply with the Companies Act 2006 and Charities Act 2011.
## **Basis of preparation**
The financial statements have been prepared on the historical cost basis and are presented in sterling, which is the functional currency of the entity.
## **Going concern**
The charity’s forecasts and projections for the next twelve months show that the charity should be able to continue in operational existence for that period, taking into account reasonable possible changes in trading performance and the potential impact on the charity of possible future scenarios arising from the impact of COVID-19. This also considers the effectiveness of available measures to assist in mitigating the impact. The charity has strong positive cash balances and is forecasting for this to continue to be the case. The trustees have stress tested their forecasts, taking into account various scenarios, and remain confident that the uncertainties do not cast significant doubt on the company’s ability to continue as a going concern.
## **Estimation uncertainty and judgements**
The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the amounts reported. These estimates and judgements are continually reviewed and are based on experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.
41
VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:49 GMT (UTC +0) D 4/4 P 44/60
## **The Junction Foundation**
## **Notes to the Financial Statements for the Year Ended 31 March 2022**
## **Income and endowments**
All income is included in the statement of financial activities when entitlement has passed to the charity, it is probable that the economic benefits associated with the transaction will flow to the charity and the amount can be reliably measured. The following specific policies are applied to particular categories of income:
## _**Donations and legacies**_
Income from donations or grants is recognised when there is evidence of entitlement to the gift, receipt is probable and its amount can be measured reliably.
Legacy income is recognised when receipt is probable and entitlement is established.
## _**Grants receivable**_
Grants are recognised when the charity has an entitlement to the funds and any conditions linked to the grants have been met. Where performance conditions are attached to the grant and are yet to be met, the income is recognised as a liability and included on the balance sheet as deferred income to be released.
## _**Deferred income**_
Deferred income represents amounts received for future periods and is released to incoming resources in the period for which, it has been received. Such income is only deferred when:
- The donor specifies that the grant or donation must only be used in future accounting periods; or - The donor has imposed conditions which must be met before the charity has unconditional entitlement.
## _**Donated services and facilities**_
Income from donated goods is measured at the fair value of the goods unless this is impractical to measure reliably, in which case the value is derived from the cost to the donor or the estimated resale value. Donated facilities and services are recognised in the accounts when received if the value can be reliably measured. No amounts are included for the contribution of general volunteers.
Income from contracts for the supply of services is recognised with the delivery of the contracted service. This is classified as unrestricted funds unless there is a contractual requirement for it to be spent on a particular purpose and returned if unspent, in which case it may be regarded as restricted.
## _**Other trading activities**_
Income from other trading activities is income that is neither related to raising funds for the charity no part of its income on charitable activities.
42
VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:50 GMT (UTC +0) D 4/4 P 45/60
## **The Junction Foundation**
## **Notes to the Financial Statements for the Year Ended 31 March 2022**
## **Expenditure**
Expenditure is recognised on an accruals basis as a liability is incurred, and is classified under headings of the statement of financial activities to which it relates.
All costs are allocated to expenditure categories reflecting the use of the resource. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs are apportioned between the activities they contribute to on a reasonable, justifiable and consistent basis.
## _**Raising funds**_
Expenditure on raising funds includes the costs of all fundraising activities, events, non-charitable trading activities, and the sale of donated goods.
## _**Charitable activities**_
Expenditure on charitable activities includes all costs incurred by a charity in undertaking activities that further its charitable aims for the benefit of its beneficiaries, including those support costs and costs relating to the governance of the charity apportioned to charitable activities.
## **Support costs**
Support costs include central functions and have been allocated to activity cost categories on a basis consistent with the use of resources, for example, allocating property costs by floor areas, or per capita, staff costs by the time spent and other costs by their usage.
## **Governance costs**
These include the costs attributable to the charity’s compliance with constitutional and statutory requirements, including audit, strategic management and Trustees’s meetings and reimbursed expenses.
## **Government grants**
Government grants are recognised based on the accrual model and are measured at the fair value of the asset received or receivable. Grants are classified as relating either to revenue or to assets. Grants relating to revenue are recognised in income over the period in which the related costs are recognised. Grants relating to assets are recognised over the expected useful life of the asset. Where part of a grant relating to an asset is deferred, it is recognised as deferred income.
## **Tangible fixed assets**
Tangible assets are initially recorded at cost, and subsequently stated at cost less any accumulated depreciation and impairment losses.
## **Depreciation and amortisation**
Depreciation is provided on tangible fixed assets so as to write off the cost or valuation, less any estimated residual value, over their expected useful economic life as follows:
**Asset class Depreciation method and rate** Furniture and Equipment 20% reducing balance Motor vehicles 25% straight line Computer equipment 33% reducing balance Freehold Property 50 years straight line
43
VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:50 GMT (UTC +0) D 4/4 P 46/60
## **The Junction Foundation**
## **Notes to the Financial Statements for the Year Ended 31 March 2022**
## **Impairment of fixed assets**
A review for indicators of impairment is carried out at each reporting date, with the recoverable amount being estimated where such indicators exist. Where the carrying value exceeds the recoverable amount, the asset is impaired accordingly. Prior impairments are also reviewed for possible reversal at each reporting date.
## **Trade debtors**
Trade debtors are amounts due from customers for merchandise sold or services performed in the ordinary course of business.
Trade debtors are recognised initially at the transaction price. They are subsequently measured at amortised cost using the effective interest method, less provision for impairment. A provision for the impairment of trade debtors is established when there is objective evidence that the charity will not be able to collect all amounts due according to the original terms of the receivables.
## **Cash and cash equivalents**
Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value.
## **Trade creditors**
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Accounts payable are classified as current liabilities if the charity does not have an unconditional right, at the end of the reporting period, to defer settlement of the creditor for at least twelve months after the reporting date. If there is an unconditional right to defer settlement for at least twelve months after the reporting date, they are presented as non-current liabilities.
Trade creditors are recognised initially at the transaction price and subsequently measured at amortised cost using the effective interest method.
## **Borrowings**
Interest-bearing borrowings are initially recorded at fair value, net of transaction costs. Interest-bearing borrowings are subsequently carried at amortised cost, with the difference between the proceeds, net of transaction costs, and the amount due on redemption being recognised as a charge to the Statement of Financial Activities over the period of the relevant borrowing. Interest expense is recognised on the basis of the effective interest method and is included in interest payable and similar charges.
Borrowings are classified as current liabilities unless the charity has an unconditional right to defer settlement of the liability for at least twelve months after the reporting date.
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VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:51 GMT (UTC +0) D 4/4 P 47/60
## **The Junction Foundation**
## **Notes to the Financial Statements for the Year Ended 31 March 2022**
## **Fund structure**
Unrestricted income funds are available for use at the Trustees's discretion in furtherance of the general activities of the charity.
Designated funds are unrestricted funds earmarked by the trustees for particular purposes.
Restricted funds are subject to restrictions on their expenditure imposed by the donor or through the terms of an appeal.
## **Pensions and other post retirement obligations**
A defined contribution plan is a pension plan under which fixed contributions are paid into a pension fund and the company has no legal or constructive obligation to pay further contributions even if the fund does not hold sufficient assets to pay all employees the benefits relating to employee service in the current and prior periods.
Contributions to defined contribution plans are recognised as employee benefit expense when they are due. If contribution payments exceed the contribution due for service, the excess is recognised as a prepayment.
## **3 Income from donations and legacies**
|Donations and legacies;
Donations from individuals
Grants, including capital grants;
Government grants
Total for 2022
Total for 2021|**Unrestricted**
**funds**
**General**
**£**
6,824
2,831
9,655
28,561|**Restricted**
**funds**
**£**
1,150
-
1,150
15,724|**Total**
**2022**
**£**
7,974
2,831
10,805
44,285|**Total**
**2021**
**£**
18,955
25,330|
|---|---|---|---|---|
|||||44,285|
||||||
45
VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:51 GMT (UTC +0) D 4/4 P 48/60
## **The Junction Foundation**
## **Notes to the Financial Statements for the Year Ended 31 March 2022**
## **4 Income from charitable activities**
|Redcar & Cleveland Borough Council
Transport
Redcar and Cleveland Emotional Wellbeing
framework
South Tees CCG
Middlesbrough Voluntary Development Agency
Children in Need
Health Education England
Virgin #iwill
Middlesbrough Young Carers Service
Middesbourgh Council
ESP/DWP - Youth Employment Initiative
Capital Projects
The National Lottery Community Fund
Redcar & Cleveland Short Breaks
Rye Hilll School
Acklam Whin School EWB
Hartlepool Emotional Wellbeing
Nunthorpe Academy EWB
Grants
Youth Music Grant
Middlesbrough TYS
HAF
Mercers Young Carers
MHST Mental Health Support Team
Paul Hamlyn Foundation|**Unrestricted**
**funds**
**General**
**£**
112,432
75,022
224
-
-
-
-
-
100,637
2,475
-
-
-
9,120
5,180
5,196
80,096
30,812
45,176
-
104,214
122,436
-
-
-
693,020|**Restricted**
**funds**
**£**
-
-
-
142,314
21,150
34,650
96,692
46,639
-
-
84,542
5,000
132,012
-
-
-
-
-
57,577
26,856
-
-
30,000
84,328
30,000
791,760|**Total**
**2022**
**£**
112,432
75,022
224
142,314
21,150
34,650
96,692
46,639
100,637
2,475
84,542
5,000
132,012
9,120
5,180
5,196
80,096
30,812
102,753
26,856
104,214
122,436
30,000
84,328
30,000|
|---|---|---|---|
||||1,484,780|
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VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:52 GMT (UTC +0) D 4/4 P 49/60
## **The Junction Foundation**
## **Notes to the Financial Statements for the Year Ended 31 March 2022**
|Redcar & Cleveland Borough Council
South Tees CCG
Children in Need
Health Education England
Middesbourgh Council
ESP/DWP - Youth Employment Initiative
The National Lottery Community Fund
Redcar & Cleveland Short Breaks
The National Lottery - COVID Response
Youth Endowment Fund
Rye Hilll School
Acklam Whin School EWB
Hartlepool Emotional Wellbeing
TNLCF - Coronavirus Community Support Fund
Parent Support Pilot
Mind the Gap
Nunthorpe Academy EWB
Tudor Trust
Grants
National Lottery - Transport|**Unrestricted**
**funds**
**General**
**£**
99,000
-
-
115,188
77,194
-
-
24,240
-
-
9,104
4,640
80,255
-
12,833
3,500
3,098
62,000
11,500
22,500
525,052|**Restricted**
**funds**
**£**
-
189,752
31,356
-
-
116,446
128,278
-
35,653
10,685
-
-
-
60,140
-
-
-
-
135,442
-
707,752|**Total**
**2021**
**£**
99,000
189,752
31,356
115,188
77,194
116,446
128,278
24,240
35,653
10,685
9,104
4,640
80,255
60,140
12,833
3,500
3,098
62,000
146,942
22,500|
|---|---|---|---|
||||1,232,804|
## **5 Income from other trading activities**
|Other income from other trading
activities
Total for 2022
Total for 2021|**Unrestricted**
**funds**
**General**
**£**
153
153
60,038|**Restricted**
**funds**
**£**
-
-
-|**Total**
**funds**
**£**
153
153
60,038|**Total**
**2021**
**£**
60,038|
|---|---|---|---|---|
|||||60,038|
||||||
Other income in 2021 related to the provision of transport services.
47
VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:52 GMT (UTC +0) D 4/4 P 50/60
## **The Junction Foundation**
## **Notes to the Financial Statements for the Year Ended 31 March 2022**
## **6 Expenditure on charitable activities**
|Support of Children, Young
People and Families
Support Costs
Total for 2022
Total for 2021|**Unrestricted**
**General**
**£**
446,431
129,003
575,434
414,722|**Restricted**
**£**
607,707
112,313
720,020
685,242|**Total**
**2022**
**£**
1,054,138
241,316
1,295,454
1,099,964|**Total**
**2021**
**£**
882,793
217,171|
|---|---|---|---|---|
|||||1,099,964|
||||||
In addition to the expenditure analysed above, there are also governance costs of £6,732 (2021 - £6,300) which relate directly to charitable activities. See note 7 for further details.
## **7 Analysis of governance and support costs**
## **Support costs allocated to charitable activities**
|Staff costs
Other expenses
Depreciation|**Staff costs**
**£**
162,547
-
-
162,547|**Other**
**support**
**costs**
**£**
-
73,478
5,291
78,769|**Total**
**2022**
**£**
162,547
73,478
5,291
241,316|**Total**
**2021**
**£**
101,419
100,996
14,756
217,171|
|---|---|---|---|---|
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VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:53 GMT (UTC +0) D 4/4 P 51/60
## **The Junction Foundation**
## **Notes to the Financial Statements for the Year Ended 31 March 2022**
## **8 Net incoming/outgoing resources**
Net incoming resources for the year include:
|Operating leases
Audit fees
Depreciation of fixed assets|**2022**
**£**
3,782
6,900
5,291|**2021**
**£**
9,692
6,480
14,756|
|---|---|---|
## **9 Trustees remuneration and expenses**
No trustees, nor any persons connected with them, have received any remuneration from the charity during the year.
No trustees have received any reimbursed expenses or any other benefits from the charity during the year.
## **10 Staff costs**
The aggregate payroll costs were as follows:
|**Staff costs during the year were:**
Wages and salaries
Social security costs
Pension costs|**2022**
**£**
905,386
62,301
39,563
1,007,250|**2021**
**£**
735,386
42,119
31,645|
|---|---|---|
|||809,150|
The average head count of employees (including senior management team) employed by the charity during the year was as follows:
## Employees
|**2022**||**2021**||
|---|---|---|---|
|**No**||**No**||
||48||44|
No employee received emoluments of more than £60,000 during the year.
The total employee benefits of the key management personnel of the charity were £97,360 (2021 - £96,731).
## **11 Auditors' remuneration**
|Audit of the financial statements|**2022**
**£**
6,900|**2021**
**£**
6,480|
|---|---|---|
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## **The Junction Foundation**
## **Notes to the Financial Statements for the Year Ended 31 March 2022**
## **12 Taxation**
The charity is exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.
## **13 Tangible fixed assets**
|**Cost**
At 1 April 2021
Additions
At 31 March 2022
**Depreciation**
At 1 April 2021
Charge for the
year
At 31 March 2022
**Net book value**
At 31 March 2022
At 31 March 2021|**Freehold**
**Property**
**£**
259,592
-
259,592
14,231
2,163
16,394
243,198
245,361|**Furniture and**
**equipment**
**£**
4,421
-
4,421
2,374
171
2,545
1,876
2,047|**Motor**
**vehicles**
**£**
32,933
-
32,933
25,247
1,348
26,595
6,338
7,686|**Computer**
**equipment**
**£**
25,107
7,342
32,449
13,403
1,609
15,012
17,437
11,704|**Total**
**£**
322,053
7,342|
|---|---|---|---|---|---|
||||||329,395|
||||||55,255
5,291|
||||||60,546|
||||||268,849|
||||||266,798|
## **Assets held under finance leases and hire purchase contracts**
The net carrying amount of tangible assets includes the following amounts in respect of assets held under finance leases and hire purchase contracts:
Motor Vehicles
**2022 2021 £ £** - 7,686
50
VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:54 GMT (UTC +0) D 4/4 P 53/60
## **The Junction Foundation**
## **Notes to the Financial Statements for the Year Ended 31 March 2022**
## **14 Debtors**
|Trade debtors
Prepayments and accrued income
Accrued income
**15 Cash and cash equivalents**
Cash at bank
**16 Creditors: amounts falling due within one year**
Loans
Trade creditors
Hire purchase and finance leases
Other taxation and social security
VAT repayable
Other creditors
Accruals
Deferred income
Deferred income at 1 April 2021
Resources deferred in the period
Amounts released from previous periods
Deferred income at year end|**2022**
**£**
272,936
1,967
86,962
361,865
**2022**
**£**
678,479
**2022**
**£**
10,125
9,065
-
20,024
15,279
7,935
16,440
-
78,868
**2022**
**£**
11,846
-
(11,846)
-|**2021**
**£**
215,264
35
86,008|
|---|---|---|
|||301,307|
|||**2021**
**£**
562,446|
|||**2021**
**£**
10,839
15,865
3,830
10,566
3,414
5,062
30,161
11,846|
|||91,583|
|||**2021**
**£**
20,000
11,846
(20,000)|
|||11,846|
51
VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:54 GMT (UTC +0) D 4/4 P 54/60
## **The Junction Foundation**
## **Notes to the Financial Statements for the Year Ended 31 March 2022**
Creditors due within one year includes the following liabilities, on which security has been given by the charity:
|charity:|||
|---|---|---|
|Hire purchase and finance leases
Loans|**2022**
**£**
-
10,125
10,125|**2021**
**£**
3,830
10,839|
|||14,669|
The hire purchase and finance lease liability was secured against the assets to which they're related to.
The bank loan is secured over the freehold property known as 19 Station Road, Redcar.
## **17 Creditors: amounts falling due after one year**
|**17 Creditors: amounts falling due after one year**|||
|---|---|---|
||**2022**|**2021**|
||**£**|**£**|
|Loans|138,295|147,222|
|Creditors amounts falling due after more than one year includes the following liabilities,||on which|
|security has been given by the charity:|||
||**2022**|**2021**|
||**£**|**£**|
|Loans|138,295|147,222|
The Northstar Ventures Loan is secured over the freehold property known as 19 Station Road, Redcar, and is being repaid over 15 years at an interest rate of 6%.
Included in the creditors are the following amounts due after more than five years:
|After more than five years by instalments|**2022**
**£**
77,329|**2021**
**£**
102,569|
|---|---|---|
52
VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:55 GMT (UTC +0) D 4/4 P 55/60
## **The Junction Foundation**
## **Notes to the Financial Statements for the Year Ended 31 March 2022**
## **18 Obligations under leases and hire purchase contracts**
**HIre Purchase Commitments:**
|Within one year|**2022**
**£**
-|**2021**
**£**
3,830|
|---|---|---|
## **Operating lease commitments**
Total future minimum lease payments under non-cancellable operating leases are as follows:
|**Other**
Within one year
Between one and five years|**2022**
**£**
448
-
448|**2021**
**£**
888
448|
|---|---|---|
|||1,336|
## **19 Pension and other schemes**
## **Defined contribution pension scheme**
The charity operates a defined contribution pension scheme. The pension cost charge for the year represents contributions payable by the charity to the scheme and amounted to £39,563 (2021 -£24,855).
Contributions totalling £7,595 (2021 - £4,819) were payable to the scheme at the end of the year and are included in creditors.
53
VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:56 GMT (UTC +0) D 4/4 P 56/60
## **The Junction Foundation**
## **Notes to the Financial Statements for the Year Ended 31 March 2022**
## **20 Funds**
|**Unrestricted funds**
**_General_**
Unrestricted Funds
HMRC Furlough Grant
**_Designated_**
Building Fund
Covid Response Fund
Designated Youth
Employment, Education
and Skills Fund
Infrastructure
Improvement Fund
**Total unrestricted funds**
**Restricted funds**
Health Education -
England CYPIAPT
Virgin #Iwill
Children in Need
Greggs Trust
The National Lottery-
Pathway to Wellness
Tees Valley Community
Foundation
South Tees CCG
Middlesbrough Voluntary
Development Agency -
MVDA
Capital Projects Funding
Community Foundation -
Tyne and Wear
Tees Valley Combined
Authority - Apprentice
Grant
NE Youth - Happy and
Heathly Fund
Sinius Minerals
Foundation|**Balance at**
**1 April**
**2021**
**£**
517,269
-
517,269
4,360
25,499
62,975
-
92,834
610,103
-
-
13,321
100
33,874
1,000
173,734
3,434
-
-
1,023
1,956
14,724|**Incoming**
**resources**
**£**
700,557
2,271
702,828
-
-
-
-
-
702,828
96,692
46,639
34,650
150
132,012
-
142,314
21,150
5,000
3,000
-
-
-|**Resources**
**expended**
**£**
(573,163)
(2,271)
(575,434)
-
-
-
-
-
(575,434)
(82,437)
(13,076)
(27,963)
(150)
(122,452)
-
(157,597)
(24,584)
-
-
-
(1,956)
(14,724)|**Transfers**
**£**
(98,977)
-
(98,977)
-
-
(20,396)
100,000
79,604
(19,373)
-
-
-
-
-
-
-
-
-
-
(1,023)
-
-|**Balance at**
**31 March**
**2022**
**£**
545,686
-|
|---|---|---|---|---|---|
||||||545,686|
||||||4,360
25,499
42,579
100,000|
||||||172,438|
||||||718,124|
||||||14,255
33,563
20,008
100
43,434
1,000
158,451
-
5,000
3,000
-
-
-|
54
VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:56 GMT (UTC +0) D 4/4 P 57/60
## **The Junction Foundation**
## **Notes to the Financial Statements for the Year Ended 31 March 2022**
|COVID Sustainability
Capacity Grant - MBC
RCBC Covid 19
Application
Community Grant Fund -
Carers Fund
ESF/DWP - Youth
Employment Initiative
Youth Music Grant
Mercers- Young Carers
Family Project Worker
Post
Cash for Kids - Bauer
Radio
MHST Mental Health
Support Team - HEE
IPCP Funding RCBC
MHST Mental Health
Support Team - The Link
County Durham
Community Foundation -
iWill Fund
Paul Hamlyn Foundation
Grant
The National Lottery
Foundation - Together for
Our Planet Programme
Tees Valley CCG -
Pathways to Wellness
Grant
Bin it For Good Project
EMR - All Our Futures
**Total restricted funds**
**Total funds**|**Balance at**
**1 April**
**2021**
**£**
19,000
19,477
-
-
-
-
-
-
-
-
-
-
-
-
-
-
281,643
891,746|**Incoming**
**resources**
**£**
-
-
3,484
84,542
26,856
30,000
2,851
51,156
5,817
33,172
9,910
30,000
10,000
21,065
1,450
1,000
792,910
1,495,738|**Resources**
**expended**
**£**
(19,000)
(19,477)
(3,484)
(101,652)
(17,458)
(8,639)
(2,851)
(51,156)
(5,817)
(29,140)
(6,832)
-
-
(9,575)
-
-
(720,020)
(1,295,454)|**Transfers**
**£**
-
-
-
20,396
-
-
-
-
-
-
-
-
-
-
-
-
19,373
-|**Balance at**
**31 March**
**2022**
**£**
-
-
-
3,286
9,398
21,361
-
-
-
4,032
3,078
30,000
10,000
11,490
1,450
1,000|
|---|---|---|---|---|---|
||||||373,906|
||||||1,092,030|
55
VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:57 GMT (UTC +0) D 4/4 P 58/60
## **The Junction Foundation**
## **Notes to the Financial Statements for the Year Ended 31 March 2022**
The specific purposes for which the funds are to be applied are as follows:
## **South Tees Clinical Commissioning Group**
Funding continue to employ trained therapist to support Children and Young People’s Improving Access to Psychological Services across the South Tees.
## **BBC Children in Need**
Funding to employ therapeutic support workers to support young carers across the South Tees.
## **ESF/DWP - Youth Employment Initiative As part of the Tees Valley Pathways Programme**
Funding to support young people aged 16-25 years old who are unemployed or inactive with the aim of progressing them into education, employment, training or self-employment.
## **The National Lottery Community Fund - Pathways to Wellness Project**
A partnership between The Junction and The Link C.I.C. to provide early intervention and prevention emotional wellbeing support to children and young people aged 5-25 years old across the South Tees.
## **Health Education England**
Funding to support workforce development within the children and young people’s mental health workforce.
## **Middlesbrough Council**
Funding to support schools in Middlesbrough to be able to identify and support young carers and to raise awareness of the impact of caring on children and young people.
## **Tees Valley Community Foundation**
Provides group activities for children and young people accessing The Junction’s Young Carers’ Projects.
## **Virgin #iwill Fund**
To support young people's campaigning and social action across the organisation.
56
VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:57 GMT (UTC +0) D 4/4 P 59/60
## **The Junction Foundation**
## **Notes to the Financial Statements for the Year Ended 31 March 2022**
## **Tees Valley Combined Authority - Apprenticeship Grant**
Funding to support the employment of a Finance Apprenticeship.
## **Happy and Healthy Fund**
Funding for activities for The Junction Heart
## **Sirius Minerals Foundation**
Funding to employ a Technical Support Officer to support staff working remotely and to support children and young people to access digital support sessions.
## **Middlesbrough Council - Covid Sustainability Fund**
Funding to support the charity with additional costs of Covid secure measures.
## **Redcar Council - Covid Sustainability Fund**
Funding to support the charity with additional costs of Covid secure measures.
## **Youth Music Fund**
Funding to enable the delivery of music groups to children and young people.
## **The Mercers Foundation**
Funding to employ a Young Carers’ Family Worker.
## **County Durham Community Foundation - Iwill Fund**
Funding to provide social action opportunities to children and young people.
## **Paul Hamlyn Foundation**
Funding to employ Youth Participation Lead and add capacity to the leadership of the charity.
## **The National Lottery Community Fund - Together for Our Planet Fund**
Funding to support young people to raise awareness of the climate crisis and to bring people together to share best practices.
## **Cleveland Fire Brigade - Bin it for good Project**
Funding to support the community of Hemlington.
## **Greggs Trust**
Provides support for young carers' families who are struggling financially.
57
VirtualSignature Transaction Ref. 54QG-BKGH-M78Q 20 Dec 2022 13:57:58 GMT (UTC +0) D 4/4 P 60/60
## **The Junction Foundation**
## **Notes to the Financial Statements for the Year Ended 31 March 2022**
## **21 Analysis of net assets between funds**
|Tangible fixed assets
Net current assets/(liabilities)
Creditors over 1 year
Total net assets
Tangible fixed assets
Net current assets/(liabilities)
Creditors over 1 year
Total net assets
**22 Analysis of net funds**
Cash at bank and in hand
Bank loans
Finance leases and hire
purchase contracts
Net funds
Cash at bank and in hand
Bank loans
Finance leases and hire
purchase contracts
Net funds||**Unrestricted**
**General**
**£**
**Designated**
**£**
268,849
-
415,132
172,438
(138,295)
-
545,686
172,438
**Unrestricted**
**General**
**£**
**Designated**
**£**
266,799
-
397,692
92,834
(147,222)
-
517,269
92,834
**At 1 April**
**2021**
**£**
**Repayments**
**£**
562,446
-
(158,061)
9,641
(3,830)
3,830
400,555
13,471
**At 1 April**
**2020**
**£**
**Repayments**
**£**
525,230
-
(167,253)
9,192
(9,993)
6,163
347,984
15,355|**Restricted**
**£**
-
373,906
-
373,906
**Restricted**
**£**
-
281,643
-
281,643
**Cashflow**
**£**
116,033
-
-
116,033
**Cashflow**
**£**
37,216
-
-
37,216|**Total funds**
**£**
268,849
961,476
(138,295)|
|---|---|---|---|---|
|||||1,092,030|
|||||**Total funds**
**at 31 March**
**2021**
**£**
266,799
772,169
(147,222)|
|||||891,746|
|||||**At 31 March**
**2022**
**£**
678,479
(148,420)
-
530,059
**At 31 March**
**2021**
**£**
562,446
(158,061)
(3,830)
400,555|
## **23 Related party transactions**
There were no related party transactions in the year.
58