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2021-12-31-accounts

Company number: 06632229

Charity number: 1126680

LIFEBEAT

(A COMPANY LIMITED BY GUARANTEE)

LEGAL AND ADMINISTRATIVE INFORMATION

Directors Ms J Smith Ceased 10 June 2021
Mr B Shah
Mr P Wozny
Mr H Eddis
Ms R Allanah
Ms L Wilson Appointed 10 February 2021
Mr C Skinner Appointed 11 October 2021
Registered office Stanford Hall
Stanford on Avon
Lutterworth
Leicestershire
LE17 6DH
Accountants Wright & Co
2 Longrood Road
Rugby
Warwickshire
CV22 7RG
Independent examiner Michael Forrest FCA
70 Upper Cranbrook Road
Bristol
BS6 7UP

Page 1

LIFEBEAT TRUSTEES REPORT FOR THE YEAR ENDED 31ST DECEMBER 2021

The Trustees present their report along with the accounts of the Charity for the year ended 31st December 2021.

The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association of the company and Accounting ad Reporting for Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Report Standard applicable in the UK and Republic of Ireland (FRS 102).

Structure, governance and management

LIFEBeat is a charitable company, limited by guarantee, incorporated on 27th June 2008. The company was established under a Memorandum of Association wich estalished the objects and powers of the charitable company and is governed by its Articles of Association. The objects were updated by resolution of the members on 19th February 2009.

The Trustees, who are also the directors for the purpose of company law, who served during the year were:

Ms J Smith Ceased 10 June 2021 Ms R Allanah
Mr B Shah Ms L Wilson Appointed 10 February 2021
Mr P Wozny Mr C Skinner Appointed 11 October 2021
Mr H Eddis Ceased xx July 2022

None of the Trustees has any beneficial interest in the company. All of the Trustees are members of the company and guarantee to contribure £10 in the event of a winding up of the company. All new Trustees are given an induction meeting explaining their role as Trustees. All Trustees are encouraged to attend relevant update and training courses.

Overall responsibility and control rest with the Board of Trustees of the charitable company. The Board meets quarterly and ad hoc to determine policies.

Page 2

LIFEBEAT TRUSTEES REPORT (CONTINUED) FOR THE YEAR ENDED 31ST DECEMBER 2021

Objects of the company

The Charity's objects are:

Public benefit

The Trustees have considered the guidance provided by the Charity Commission, and are satisfied that the activities of the company satisfy the requirements for them to be considered in the public benefit.

Financial review

Total incoming resources for the year under review amounted to £340,030 (2020 - £232,171) After deducting trading and charitable expenditure of £321,101 (2020 - £138,917) and charitable expenditure of £2,419 (2020 £18,385) the charity reported a surplus of £18,929 (2020 - £80,138).

Role of Volunteers

Over the course of a year, approximately 40 unpaid volunteers give their time to us, including one volunteer on the core team. We rely on our highly talented and committed community of adult freelance staff and volunteers, who bring their skills, creativity, compassion and connection to the LIFEbeat community and commit their time year after year. Volunteers are also positive role models, setting an example to young people of how they can contribute their time and energy to their wider community. Volunteers report that participating in our unique arts-based creative community approach can also be a catalyst for personal and professional change.

We provide full training and mentoring to those wishing to volunteer in our youth programmes. On average 62% of camp staff are volunteers - they attend the pre-camp staff training weekends and are mentored throughout the programmes. Most volunteers hear about LIFEbeat as part of a youth referral organisation or via the Creative Practice training programme.

Whilst the number of face to face volunteering opportunities in 2021 was limited due to changing Covid restrictions, our existing community of volunteers remained strong and committed with regular attendance at all events such as open mics, check-ins and youth programmes in 2021.

Page 3

LIFEBEAT TRUSTEES REPORT (CONTINUED) FOR THE YEAR ENDED 31ST DECEMBER 2021

Achievement and performance

Funding and monies raised were used as follows:

Plans for the future

In 2022 we are focussing on relaunching our full calendar of activities in-person after two years of disruption. In-person delivery will be supported with additional online programme delivery.

We will deliver our core programme of the following activities:

TRUSTEES REPORT (CONTINUED) FOR THE YEAR ENDED 31ST DECEMBER 2021 Reserves Polky The Trustees reseT¥es poll¢y Is to alm to malntaln a level of free reserves equal to three to slx months operating expenses. The current level of free reserves is sliÈhtly above three months expenses and the Trustees alm to Increase reserves in the next 12 Months, aly) as a planned reswnse to planned Increase in operatlonal costs as the charity grows. The Trustees will review the level of reserve5 on a quarterly ba51s in 2022. Trustees. ve5ponslbllltles The Trustee51who are also director5 of LIFEbeat for the purposes of company law) are responsible for p￿parIng a Trustees, Report and the accounts in accordance with applicable law and UK Accountlng Standard5 IU Generally Accepted Accounting Practice). Charity law requires the Trustees to prepare financial statements for each financial year, which give a true and fair view of the State of affairs of the charitable company and of the incoming resource5 and application of resources, Includin8 the income and expenditure. of the charitable company for the year. In preparing these accounts. the Trustees are required to.. select suitable accounting policies and then apply them consistently- observe the methods and principles in the Charities SORP,. make judgements and estimates thèt are reasonable and prudent: state whether applicable UK actounting standards have been followed. subject to anv material departures disclosed and explained in the accounts; prepare the accounts on the going concem basis unless it is inappropriate to presume th* the charitable company will continue in operation. The T￿￿tee5 are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the accounts cornply with the Charities Act 2011. They are also resFM)nsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detettion of fraud and other irregularities. Insofar as the Trustees were aware at the time of approvin8 ourTrustees annual report: there is no relevant information. being information needed by the independent examiner in connection wrth preparing his report. of which the examiner is unaware. and the Trustees. having made enquiries of fellow trustees and the examiner that they ought to have individually made. have each taken all steps that helshe is obliged to take as a Trustee in order to make themselves aware of any relevant information and to establish that the examiner is aware of that information. Jproved by order of the Board and signed on its behalf by: //1 /. C Skinner Date: 26th September 2022

Page 5

Charity number: 1126680

INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF LIFEBEAT

I report to the charity Trustees on my examination of the accounts of the Company for the year ended 31 December 2021.

Responsibities and basis of report

As the charity's Trustees (who are also the directors of thr company for the purposes of company law), you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ("the 2006 Act").

Having satisfied myself that the accounts of the Company are not required to be audited for this year under part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of youe charity's accounts as carried out under setction 145 of the Charities Act 2011 ("the 2011 Act"). In carrying out my examination , I have followed the directoions given by the Charity Commissionn (under section 145(5)(b) of the 2011 Act).

Independent examiner's statement

The charity's gross income exceeded £250,000 and I am qualified to undertake the examination by being a member of the Institute of Chartered Accountants in England & Wales.

I have completed my examination. I confirm that no material matters have come to my attention which gives me cause to believe that:

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

Date: 26th September 2022

Signed: Michael Forrest Fellow of the Institute of Chartered Accountants in England and Wales

70 Upper Cranbrook Road Bristol BS6 7UP

Page 6

LIFEBEAT

STATEMENT OF FINANCIAL ACTIVITIES (INCLUDING SUMMARY INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31ST DECEMBER 2021

Notes
INCOMING RESOURCES
Incoming resources from
generated funds:
Activities for generating funds
2
TOTAL INCOMING RESOURCES
RESOURCES EXPENDED
Cost of charitable activities:
Direct charitable costs
3
NET INCOMING RESOURCES
BEFORE TRANSFERS
Funds brought forward at 1 January 2021
FUNDS CARRIED FORWARD AT
31 DECEMBER 2021
8		 Unrestricted
Restricted
Total
Total
Funds
Funds
2021
2020
142,283
197,747
340,030
232,171
142,283
197,747
340,030
232,171
190,927
130,174
321,101
138,917
190,927
130,174
321,101
138,917
(48,644)
67,573
18,929
80,138
173,392
-
173,392
93,254
124,748
67,573
192,321
173,392

The statement of financial activities includes all gains and losses for the year. All incoming resources and resources expended derive from continuing activities.

LIFEBEAT Rtrfn number 06632229 BALANCE SHEET AT 31ST DECEMBER 2021 Notes 2021 2020 CURRENT ASSETS Cash at bank and in hand General Account Reserve Account 152.402 45.136 197,538 174.056 174,056 CREDITORS amounts due wrthin one year (5.2171 16641 CURRE1￿ ASSEf5 192.321 173.392 NET ASSETS 192,32 1 173,392 FUNDS Unrestricted Funds 124.748 67.573 173,392 Restrictecl funds 192.321 173,392 For the financial year ended 31 December 2021 the company was entrtled to exemption from audit under section 477 of the Companies Act 21KJ6. The members have not required the company to obtain an audit of tts accounts for the financial year in question in accordance with section 476 of the Companies Act 2CK16. The directors acknowledge their responsibilties for complying with the requirements of the Act with respect to accounting records and the preparation of accounts. The financial ststements have been prepared in accordance with the special provisions of Part Vll of the Companies Act 2(J)6 relating to small companies and with the Financial Reporting Standard for Smaller Entities leffertive April 2C()81. The financial statements were approved by the Board and signed on its behalf by Date: 25th Septmber 2022

Page 8

LIFEBEAT

Notes to the accounts for the year ended 31 December 2021

a Principal accounting policies

The following policies have been applied consistently in dealing with items which are considered material in relation to the company's financial statements.

b Basis of accounting

The financial statements are prepared on the historical cost basis of accounting and have been prepared in accordance with the Financial Reporting Standard for Smaller Entities (effective April 2008). The financial statements are prepared in accordance with the Statement of Recommended Practice, "Accounting and Reporting by Charities" (SORP 2005) issued in March 2005.

c Incoming resources

All incoming resources are included in the Statement of Financial Activities (SOFA) when the charity is legally entitled to the income and the amount can be quantified with reasonable accuracy.

d Cash flow statement

The company has taken advantage of the exemption provided by Financial Reporting Standard No.1 from not producing a cash flow statement on the grounds that it is a small company.

e Resources expended

Resources expended are recognised in the period in which they are incurred. The costs include attributable VAT where not recoverable. Costs relating directly to an activity are allocated to that activity. However, administrative costs and other overheads are apportioned in accordance with fund requirements.

f Charitable expenditure

Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that relate directly to an activity and those of an indirect nature necessary to support them.

g Unrestricted funds

These funds are incoming resources receivable or generated for the objectives of the charitable company without further specified purposes and are available as general funds.

h Restricted funds

These are used for a specific purpose as laid down by the donor. Expenditure which meet this criteria is charged to the fund, together with a fair allocation of management and support costs.

Page 9

LIFEBEAT

Notes to the accounts continued for the year ended 31 December 2021

2 Activities for generating funds

Somerset County Council
Trusts & Foundations
Corporate Funders
The Big Give Christmas Campaign
Regional Hubs
LIFEBeat Communtity Fund Sponsors
HNW Individuals/Sponsors
Gifts in kind
Gift aid
Fundraising (Inviduals/Amazon/Qmee
Interest earned
Training & Programmes - earned income		 Unrestricted
Restricted
Total
Total
funds
funds
2021
2020
-
69,782
69,782
-
74,000
45,000
119,000
48,320
-
10,661
10,661
2,025
-
39,974
39,974
50,105
-
-
-
108,477
-
7,330
7,330
11,400
25,000
25,000
50,000
-
21,500
-
21,500
-
18,676
-
18,676
5,541
335
-
335
1,944
2
-
2
104
2,770
-
2,770
4,255
142,283
197,747
340,030
232,171

3 Costs of charitable activities

Direct charitable costs
Somerset
Core Staff
Programme & Training Costs
Staff Overheads
Administration Costs
'In Kind' Expenses		 Unrestricted
Restricted
Total
Total
funds
funds
2021
2020
12,556
111,590
124,146
-
77,597
-
77,597
29,500
5,383
18,584
23,967
58,851
59,553
-
59,553
46,898
14,338
-
14,338
3,668
21,500
-
21,500
-
190,927
130,174
321,101
138,917

Page 10

LIFEBEAT

Notes to the accounts continued for the year ended 31 December 2021

4 Staff costs

Salaries and Social Security costs
Employer national insurance costs
Employer pension costs		 2021
2020
69,550
24,230
2,829
-
2,337
1,444
74,716
25,674

No employee earned more than £60,000 per annum during the year.

No Trustee or director received remuneration or reimbursement of expenses during the year nor are accruing retirement benefits via the company defined contribution pension scheme.

The average number of employees during the year, calculated on the basis of full time equivalents analysed by function was as follows:

Core activities
Support
Management and administration		 2021
2020
No.
No.
2.0
2.0
0.2
0.0
1.0
0.0
3.2
2.0

5 Taxation

As a charity, LIFEBeat is exempt from Corporation Tax on income and gains falling within section 505 of the Taxation and Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects.

6 Creditors

Trade creditors
Control
The charity is under the control of the directors.		 2021
2020
5,217
664

7 Control

Page 11

LIFEBEAT

Notes to the accounts continued for the year ended 31 December 2021

8 Restricted funds

Restricted funds
Somerset VRU fund
Programme Manager fund
CHK Foundation
London education programmes funding
Big Give Christmas fund
Young people's camp fund
Total funds		 Incoming
Outgoing
At 31 Dec
resources
resources
2021
£
£
£
69,782
(57,782)
12,000
20,000
(1,000)
19,000
25,000
(25,000)
-
10,662
(1,419)
9,243
39,974
(39,974)
-
32,330
(5,000)
27,330
197,748
(130,175)
67,573

Somerset County Council provided funded for the support of young people they refer to LIFEBeat for support in accordance with LifeBeat's work

The Rayne Foundation funded a Programme Manager's post. Use of this funding has been extended into 2022 as a result of the Pandemic.

CHK Foundation provided funding to support young people post Covid, funding LIFEbeat programmes (including residentials and Youth Leadership Programmes).

Brown Rudnick provided funding to support London educational programmes in 2021/2022.

Big Give Christmas fund successfully raised significant funds to support LIFEbeat disadvantaged London youth beneficiaries with activities and programmes.

The Young people's camp fund received a significant donation, together with funds from a number of smaller sums from our regular supporters to provide funding towards the costs of our residential activities.

9 Analysis of net assets between funds

Current assets
Current liabilities
Net assets at 31 December 2021		 General
Restricted
Total
fund
fund
funds
£
£
£
129,965
67,573
197,538
(5,217)
-
(5,217)
124,748
67,573
192,321

Docusign Envekjpe ID. 44AOC25F-BD3149EE-AA31-81E18E62AOtM) Trustee selection methods includin8 detalls of any constitutional provisions Para All members of the Charitsble Board are in a voluntary position and receive no benefits. Our Trustee Board are Directors of LIFEbeat la Company Ltd by Guarantee). No external body or person is entitled to appoint a Trustee or Trustees. S Stated in LIFEbeat's Memorandum of Association, the Charity may by ordinary resolution: lil appoint a person who is willing to act to be a Director- and lill determine the rotstion in which any additional Direttors are to retire. AII LIFEbeat Trustees are committed to making a positive contribution to the live5 of young people in the UK, have attended LIFEbeat camp and have an active interest in the young people who are our main beneficiaries. 1.25 Reference and administrative details Charity name LIFEbeat Reglstered charlty number 1128680 Charity's principal address Stanford Hall. Lutterworth. Leicestershire LE17 6DH Names of the charity trustees who manage the charity Dates arted rf not for whole year Trustee name Office Ilf any) Name of person lor body) entttled to apFK>int Trustee (If any) Hugo Eddis Chair Peter Wozny Deputy Chair Jemma Smith ceased 10 June 2021 ReginaAllanah Binit Shah Louise Wilson appointed 10 February 2021 Charles Skinner Treasurer appointed 11 October 2021 Type of advlser Name General AdvSsor Mark Cheng General Advisor Charles Vyvyan Name of chief executive or names of senior staff members Lucy 51cks, CEO and Founder Lucy is a qualified psychotherapist, trained and experienced in integrative, systemic and family therapy. She was previously senior in the field of arts fundraising and marketing and was a former Director of The London Art Fair. Declarations: The company has taken athiantsge of the small companleg exemption In preparlng the report above. The trustees declare that they have approved the trustee< report {includin8 directors, report) above. Signed on behalf of the charlty's trustees/dlrectors Slgnaturelsl Full name(sl Peter Wozny Position Acting Chalr, Board of Trustees Date 24-Oct-2022

Trustees’ annual report (including Directors’ report)

Charity name: LIFEbeat Period start date: 31 December 2020 Charity registraon number: 1128680 Period end date: 31 December 2021 Company number: 6632229

ves and acvies Objec

SORP
reference
Summary of the
purposes of the
charity as set out in its
governing document		 Para 1.17 1. To advance in life and relieve the needs of young people through:
●The provision of recreaonal and leisureme acvies provided in the
interest of social welfare, designed to improve their condions of life.
●Providing support and acvies which develop their skills, capacies and
capabilies to enable them to parcipate in society as mature and responsible
individuals.
2. To advance the educaon and training of adults in skills using art-based pracces
that can be used in parcular but not exclusively in-group facilitaon of young
people to enliven learning, inspire full parcipaon, build group cohesion and
develop safe environments, which enable authenc communicaon.
Summary of the main
acvies in relaon to
those purposes for
the public benet, in
parcular, the
acvies, projects or
services idened in
the accounts.		 Para 1.17
and 1.19		 LIFEbeat’s mission is to build creave communies to improve the wellbeing of
young people - giving them the skills and inspiraon to overcome the
challenges they face, navigate the divisions in society and lead condent,
healthy and purposeful lives. Creavity is at the heart of LIFEbeat’s values. Our
unique approach embeds the arts and creavity at the heart of all our
programmes and training delivery.
Our programmes focus on four themac areas, which are the basic resources for a
resilient life. The young people on our programmes explore these areas, building a
greater understanding of themselves and others:
●
Self-esteem
●
Emoonal intelligence
●
Social skills
●
Resilience
We also seek to contribute to a society where adults are fully empowered and
supported in using their own creavity and experience in order to mentor young
people in posive and facilitave ways.
LIFEbeat Community
LIFEbeat is a community of youth, sta, volunteers, organisaonal partners and
funders who believe in the posive potenal of young people. All our programmes
and iniaves are delivered within the context of this vibrant and lively community
network which is culvated via regular gatherings and reunions. These acvies
currently take place in London, Somerset and Devon and Leicestershire.

Youth Programmes:

LIFEbeat Residenal Programmes:

Our main youth programme residenals are intensive 8-day programmes for 50 young beneciaries, aged between 14-18, supported by 25 sta and volunteers. 95% of the young people who aend our camps come from disadvantaged backgrounds, referred to us by a range of partner organisaons. We work with young carers, looked aer children, refugees, and at-risk youth, and our youth communies are as diverse as possible. Supported by a team of facilitators, the young people become part of a community where they reect on their lives, relaonships and aspiraons in an enjoyable and fullling way. The programmes use creave, arts-based acvies such as music, art, dance, games and storytelling, with a constant emphasis on inclusion, interacon and experienal learning.

Peer Mentoring:

Young people are selected by applicaon to join our peer mentor programmes to develop leadership skills and personal and professional condence. Parcipants are supported and mentored to learn LIFEbeat facilitaon techniques, creave pracces to use in professional contexts, and interpersonal work to gain self-reecon tools and techniques. The programme was launched in 2015.

Youth Leadership Programmes:

LIFEbeat aims to empower the voices of young people. Youth leadership programmes aim to facilitate them to take acon on the issues they care about to contribute to social change.

Creave Projects and Films:

LIFEbeat oen produces lms to empower the voices of young people on issues they care about. Their voices and perspecves are always at the heart of our work.

Trainings:

LIFEbeat Creave Pracce Trainings:

We oer adult trainings naonally for youth workers, arsts, counsellors and volunteers which provides a toolbox of skills to engage young people in creave and eecve ways. The trainings are open to our partners and adults of all ages and professional backgrounds. The LIFEbeat Creave Pracce is also a central element of our adult volunteering experience.

LIFEbeat Schools Programmes and Trainings:

LIFEbeat has developed school programmes centred around creavity and social and emoonal learning for pupils in primary and secondary schools which we oer on a bespoke basis. We also deliver teacher training modules designed to bring Creave Pracce and facilitaon skills into the classroom.

LIFEbeat Creave Mental Health and Wellbeing trainings:

LIFEbeat delivers Creave trainings to upskill teachers to enhance the mental health and wellbeing of both sta and pupils. These are oered for Heads, SLT, Governors, teachers; school nurses and mental health leads. Our approach focuses on building schools as places of “belonging” and using creave group processes to build self-esteem, social skills, emoonal literacy and resilience.

Our trainings provide an overview of a whole-school approach which places sta wellbeing and resilience at the heart of the school culture. These trainings provide a LIFEbeat model which brings together dierent strands of the curriculum, including mental and physical health, relaonships and sex educaon and wellbeing. Our trainings provide schools with the skills and strategic vision to become inclusive, compassionate communies where diversity is embraced and celebrated.

Statement conrming
whether the trustees
have had regard to the
guidance issued by the
Charity Commission on
public benet		 Para 1.18 The Trustees have considered and reviewed LIFEbeat’s Mission and Objecves with
regard to their public benet. All our charitable acvies focus on relieving the
needs of young people and improving their condions in life, to enable them to
parcipate in society as mature and responsible individuals.

Addional informaon

Contribuon
made by
volunteers		 Para
1.38		 We provide full training and mentoring to those wishing to volunteer for our programmes.
On average 57% of camp staare volunteers - they aend the pre-camp statraining
weekend and are mentored throughout the programme. Most volunteers hear about
LIFEbeat as part of a youth referral organisaon or via our Creave Pracce training.
We have provided 63,840 volunteering hours at camps since 2008, and up to 98,047
volunteering hours across all our youth provisions. We wish to thank everyone who has
volunteered for their invaluable support and the energy and ideas that they bring to the
organisaon.
Other LIFEbeat has a comprehensive Child Protecon Policy. All sta, adult volunteers and Trustees
are Enhanced DBS checked.

Achievements and performance

Summary of the main
achievements of the
charity, idenfying the
dierence the charity’s
work has made to the
circumstances of its
beneciaries and any
wider benets to
society as a whole.		 Para
1.20		 2021 Summary of Achievements and Impact
Evaluaon
We use our general LIFEbeat evaluaon survey at the end of each programme. Our
evaluaon approach includes gathering both qualitave and quantave data, and links
to our four key indicators of Self-esteem, Social skills, Emoonal literacy and Resilience.
For all our residenal and long-term programmes, we also assess parcipants’ wellbeing
levels using the Warwick-Edinburgh Mental Wellbeing Scale (WEMWBS) at the beginning
and end of each programme. The WEMWBS assessment tool gives a total score across
fourteen dierent areas of emoonal wellbeing. The guidance for WEMWBS analysis
indicates that a score of 40 and below in the wider populaon corresponds to probable
depression, with 44 and below corresponding to possible depression. The guidance for
WEMWBS analysis suggests that a change in score of 3 or greater for an individual
should be considered ‘signicant’.
A) Face-to-Face Youth Residenal Programmes
In 2021 our usual programme of Summer Camps was interrupted by Covid risk and sta
illness and it was decided that the safety of young people, staand volunteers must be
priorised. However, we resumed our face-to-face programmes in the Autumn of 2021
with two successful programmes.
Kilve Court Camp, October 2021
We were delighted to host afull LIFEbeat camp for 40 local Somerset young peopleat
Kilve Court during the October half-term break. It was a joyful and energec camp with
profound growth and learning. We explored three main topics: diversity and community;
mental health and wellbeing, and connecon to nature. The young people led discussion
workshops to empower the voices and perspecves of their peers and we produced a
LIFEbeat Youth Leaderslm to be used in schools throughout the county. You can watch
thelm on the following link - Youth Leadership Film
Young people enjoyed a chance to try new creave acvies, including drumming,
Kazimba, lyric wring, lantern making and woodland walks. They took part in outdoor
acvies such as archery and high ropes, and most importantly, met new people and

experienced building a safe, supporve community in which they felt able to support others and express themselves.

The youth aending the LIFEbeat Kilve Court Camp rated it on average with a 4.7 out of 5 . Our evaluaon data also shows posive results in our key indicators at the end of the programmes, with 70% of young people reporng high perceived levels of Self-esteem, 86% in Social skills, 92% in Emoonal literacy, and 92% in Resilience. The mean scores on the WEMWBS increased by 7 points on average across parcipants, from an average of 47 at the beginning of camp to an average of 54 on the nal day. A short Camp Film was made during the week, you can watch it on the following link - 2021

Somerset Camp

“My son really can't wait for the next opportunity to join you. He was moved beyond anything I've seen. He's previously aended residenals, but LIFEbeat emoonally touched him and he felt much closer to the whole group than I've seen previously. Well done all of you for creang and holding such an incredible space for our teenagers.” Parent

Youth Leaders Programme at Stanford Hall, November 2021

In November 2021, as Covid rates were decreasing, we successfully planned, designed and delivered a Youth Leaders Programme for a select group of 13 LIFEbeat alumni from London, Devon and the Midlands aged 16-20 and 11 long-term sta. The programme was designed to deepen the LIFEbeat community and peer connecons, to empower the voices of potenal LIFEbeat Youth Leaders and to vision ways that LIFEbeat can contribute to social change and create more equitable and loving communies in wider society. Parcipants rated the weekend with a 4.9 out of 5 on average. The mean scores on the WEMWBS increased by 9 points on average across parcipants.

“Something important I am taking away from the programme is that your voice is heard, that the youth get a chance to express their thoughts without it being dampened or mocked.” Weekend parcipant

B) Online Youth Programmes

Online Wellbeing Youth Leadership Programme, Spring 2021.

During the Spring of 2021, we designed, planned and delivered a new Wellbeing Youth Leadership Programme for 19 young people from London, Somerset and the Midlands, designed to resource and upskill youth parcipants in resilience skills for this me and beyond. Our Youth beneciaries explored in depth the dierent aspects of our Wellbeing Model, namely: Community & Belonging, Physical Wellbeing, Mental & Emoonal Wellbeing, Relaonships, Nature & Environment and Creavity & Purpose.

Parcipants hugely beneted from parcipaon in this programme which came at a me of great uncertainty and transion where addional stresses were experienced as restricons eased and they returned to in-person school. The programme was successful and parcipants rated the programme with a 4.7 out of 5 . Youth parcipants reported an increase in wellbeing levels on all indicators on the WEMWBS before and aer survey as well as on our own Wellbeing Themes evaluaon. A full report can be accessed on this link, and case studies on this link.

Community Gatherings

The LIFEbeat Youth Council met twice formally in 2021 bringing together youth beneciaries to hear their insights and suggesons for future programmes. To celebrate the end of a busy and formave year at LIFEbeat, we invited all of our community members to join us for our end-of-year Open Mic evening in December. The evening was aended by 24 members of the LIFEbeat community, and it was an opportunity to celebrate all the people who had contributed to LIFEbeat in the past year and recognise the incredible creave talent that exists within the community. Sta and young people were invited to perform during the Open Mic segment, or simply come along to support others.

Outside of these more formal gatherings, we held regular online meet-ups, and communicaons via newsleer to youth and families, and the young people connected in smaller groups online throughout to support each other as members of the LIFEbeat community.

C) Youth Work in Somerset with the Violence Reducon Unit (VRU), January - June 2021

LIFEbeat was contracted by the Violence Reducon Unit in Somerset to provide wellbeing work to meet the needs of some of the most vulnerable young people at risk of County Lines and criminal and sexual exploitaon. The units provide a mul-agency public health approach – bringing dierent organisaons together – including police, local government, health, educaon, community leaders and other key partners to understand the root causes of serious violence and provide a coordinated strategic response to reduce its incidence.

One-to-One Intervenons for Young People at High Risk

With Covid lockdowns restricng our plan to deliver face-to-face schools’ programmes, we rechannelled the focus of our work into 2:1 youth intervenons, in partnership with local police, schools and YMCA youth workers. We worked with 15 young people who were at risk of exploitaon, county lines, drug and alcohol use and crime over the six-month period. We created personalised and targeted intervenons to suit each individual, providing mentoring and support sessions including dog handling, spoken word and music as part of the programme. LIFEbeat was able to provide eecve support at a me of great uncertainty and change for these young people. Feedback from youth workers demonstrated posive changes in the young people's choices and outlooks. Some of the main outcomes of these intervenons were:

● 11 out of 12 have beneed from building a relaonship with a YMCA youth worker and having someone independent to talk to

LIFEbeat School Wellbeing Programmes

In the summer, the rst week out of lockdown, we delivered three-day, bespoke, LIFEbeat wellbeing school programmes for 40 underprivileged and vulnerable young people . Working with two Somerset secondary schools, we built a stronger sense of community and healthy bonds between the students.

"I will express my emoons and try new things. I realise I do not need to worry about everything." Wellbeing Programme Parcipant, 2021 Parcipants rated the programme with a 4.3 out of 5 on average, and 86% said they made new friendships or learnt something new about their peers that they didn’t know before. Parcipants also reported an increase in wellbeing levels of 31% on average on the WEMWBS and 33% on average on our own Wellbeing Themes scale . A full project report on both the 2:1 intervenons and School Programme can be found on this link.

D) Trainings:

Schools’ Trainings:

Somerset County Council connued to commission LIFEbeat during 2021 with a new three-year contract (through to 2024) to deliver both online support for sta and pupils and skills-based training for schools, teachers and leaders across the county. The aim of this delivery in this period has been to connue to upskill teachers to use creave pracces to culvate wellbeing in their pupils and to build school communies during this connued period in and out of lockdowns. We have also been the main training provider across the county to empower teachers to use creavity and experienal learning to foster a whole-school approach to Relaonships and Health Educaon and Mental Health. Courses included:

There were a total of 172 training parcipants from 97 schools, and the overall pupil reach as a result of these trainings is circa 9,025 young people across Somerset. During February and March, we addionally trained SCC sta to deliver weekly Somerset School Stress Reducon sessions, aended by a total of 28 teachers, building a network of support during a complex and demanding me in the sector. We also held a Facilitaon Workshop for Arsts in the South West with a view to upskilling arsts in the region. This was aended by 12 local arsts that have since then become part of our training network.

“Just a quick note to say how much I personally enjoyed and felt professionally inspired by the online LIFEbeat training this morning. I feel full and opmisc that schools can move into being much more alive and whole places if we all are able to weave these approaches into our sengs.” Catherine Falconer, Acng Consultant in Public Health

Creave Pracce Adult Trainings

We adapted our signature Creave Pracce Training weekends to be delivered online as a 6 module course during the 2020 lockdowns, combined with an ongoing closed WhatsApp group facilitated to deepen the group process and learning during the courses. This online approach resulted in a more eecve way of expanding our naonal reach into many dierent counes to build capacity for future regional youth programmes as well as disseminang our approach to parcipants. In 2021, we delivered three 6-week online Creave Pracce trainings (across January - February, April - May & November - December), training and upskilling 49 adults who work in youth projects, schools and organisaons across the UK. Parcipants rated these trainings with a 4.6 out of 5 on average , with 97% of them reporng the training exceeded their expectaons and 96% reporng the training taught them new skills that they will use in their work. 76% of parcipants saw the training leading to new professional opportunies. Data received indicates that the scale of posive impact on young people as a result of these trainings is in the region of 2,854 young people .

“ The course went far beyond what I expected - the experienal learning methods meant that there was less sing than I ancipated! It also went beyond what I expected in terms of helping and asking me to explore and develop my own relaonship with creavity ,” Parcipant, January - February 2021.

LIFEbeat Learning Network

Since January 2021, we have established an online LIFEbeat Learning Network for training alumni across the UK. In total, there are 1,160 people who have signed up to the network and members are kept up to date via a monthly newsleer, and invited to check in and to network via a monthly “CreaviTea” meetup, in which LIFEbeat hosts a Zoom session for networking between arsts, creave facilitators, teachers and youth workers to talk about their work and share experience and best pracce ps. LIFEbeat also oers a free monthly 90-minute CPD workshop to all Learning Network members facilitated by a creave facilitator using dierent arts-based pracces to explore dierent topics. These have included online theatre games, nature connecon, using online facilitaon to connect and movement and dance in facilitaon. In total, 64 facilitators parcipated in these online workshops. “I love all of these acvies that connect us as facilitators and make the LIFEbeat group stronger”, Parcipant, June 2021.

Sta Training & Volunteering

Following our an-racism review in 2020, LIFEbeat oered two sessions of diversity and inclusion training for sta with Bilal Harry Khan. LIFEbeat sta were required to aend this training as a condion of joining a future LIFEbeat programme in 2021. In total, 58 sta took part in the trainings. Each training session provided a solid foundaon in thinking about unconscious bias and ensuring that we are posive role models in our youth work and are equipped to tackle racism in our programmes. “ A brilliant training in all aspects ”, Jake Yearsley, LIFEbeat Facilitator We also enhanced our pre programme trainings online in relaon to safeguarding and general safety and the role of sta. In 2021, a total of 2,989 volunteer hours were donated from our adult community towards holding youth programmes.

Addional informaon

Achievements
against
objecves set		 Para
1.41		 Achievements against Objecves of the period 1 January – 31 December 2021
Organisaonal Objecves 2021
The following Strategic Objecves for 2021 were agreed by the Trustees and CEO with input from
the execuve team:
1. To become an acve an-racist organisaon promong equitable, inclusive communies
and posive social change.
In 2021 we made steps to evaluate our own approaches and posion as an an-racism
organisaon, looking at unconscious bias, policy and protocols. We contracted an external
trainer to build awareness and upskill our Trustees, execuve team, staand volunteers. We
rewrote our policies and claried our programme agreements with an an-racist set of
guidelines and principles.
2. To empower the voices of young people on issues such as identy, diversity and inclusion
through our youth leadership programmes.
In 2021, building on the organisaonal work outlined above, we created a strong focus within
our youth programmes and leadership iniaves on these themes. We designed new plenary
sessions for our programmes to educate our youth beneciaries and to explore the implicaons
of racism and how young people can take acon to become an-racism allies. Whilst our
face-to-face work was interrupted due to covid restricons, we were able to undertake our
programmes by adapng to online delivery. We resumed residenal face-to-face programmes in
the Autumn of 2021. We made a number oflms to bring young people’s voices and
perspecves to the fore.
3. To widely disseminate LIFEbeat’s unique approach combining creavity and community to
nurture health and wellbeing for maximum social impact.
Whilst covid posed restricons on our face-to-face work, we connued to deliver our work
online. Scaling our creave community trainings online and working to support our youth
beneciaries to support their wellbeing. Our Learning Network supported and inspired our
partner organisaons, increasing social impact via trainings and network meengs. In June 2021
we were able to deliver two non-residenal face-to-face youth programmes and in Autumn
2021, we resumed our face-to-face with a full residenal programme for 40 young people. We
also adapted our work for the Violence Reducon Unit to bring mentoring and creavity into
face-to-face acvies for the most at-risk youth in Somerset. Our widespread creave
community trainings to upskill teachers, youth workers, SCC professionals were prolic in
culvang a cross-county creave community.
4. To build a robust and scalable model for LIFEbeat’s signature Camp programmes to relaunch
safely and securely for young people in a post-pandemic world.
In 2021, we designed a slightly shorter camp, which oers us theexibility to deliver in dierent
parts of the year e.g. half terms, and allows it to be more scalable. We enhanced our pre-camp
staand volunteer trainings with a hybrid online and face-to-face delivery model. We also
rewrote our camp leadership stamanuals with a view to training further camp leaders in the
roles of Camp Director, Camp Manager and Programme Leaders. Given the likelihood of being
able to deliver a full summer of camps in 2022 post covid, this objecve will remain central in
2022.
5. To create a sustainable future for LIFEbeat’s youth and creave community in Somerset
building on the close delivery partnership with Somerset CC over the last three years.
In 2021 we connued to deepen pracce, securing training and youth programme contracts both
working with young people across schools and communies in Somerset and training teachers
and school leaders. However, due to covid restricons, our face-to-face delivery was limited and
therefore we plan to connue to focus on building the Somerset creave community in 2022.
6. Develop a wellbeing toolkit and programme that promotes a whole school approach to
benet more schools, their teachers and young people.
In 2021 we connued to work closely with Somerset County Council, Public Health to deliver
online trainings for schools and school leaders to provide them with the tools and resources to

Strategic Growth Objecves:

●To connue to build a sustainable future for LIFEbeat’s youth and creave community in
Somerset.
●To idenfy new regions and seed community by delivering addional Creave Pracce
trainings.
Performance Para In 2021, our overall income achieved was £340,030.56 + £45,137.56 in reserves. Our fundraising
of fundraising 1.41 objecves were largely met during this challenging pandemicnancial climate.
acvies Total Income Breakdown 2021:
against
objecves set Fundraising:
£227,300.88
Earned Income:
£ 72,552.00
Other:
£ 40,177.68
Total Income:
£340,030.56

Financial review

Financial review
Review of the charity’s nancial posion
at the end of the period		 Para
1.21		 The Trustees are sased that the £45,137.56 reserves in place
together with a surplus of £147,786.80 are sucient year-end.
Statement explaining the policy for
holding reserves stang why they are held		 Para
1.22		 The Trustees hold a reserve of £45,137 to ensure sucient funds
to cover Overheads.
Amount of reserves held 2021 Para
1.22		 £45,137

Addional informaon

The charity’s principal
sources of funds (including
any fundraising)		 Para
1.47		 Alongside our earned income via contracts and programme fees, LIFEbeat is in
receipt of funding from Patrons and individual donors, Trusts and Foundaons
and Corporate funders.
2021 Breakdown:
Trusts and Foundaons:
£119,000.00
Patrons:
£50,000.00
Individual Donors:
£47,639.36
Corporate:
£10,661.52
GiAid:
£18,675.54
Interest:
£2.14
Earned Income:
£72,552.00
In-Kind:
£21,500.00
Total:
£340,030.56
A descripon of the principal
risks facing the charity		 Para
1.46		 LIFEbeat is looking to undertake a leadership transion process with the
CEO/Founder looking to hand over the reins in the next 12 months.
Pricing Policy LIFEbeat will always aim to ensure that our beneciaries aend our programmes,
whatever their means. Ourered price guide is as follows:
Residenal Camps:
At our residenal camps we have a sliding scale for camp donaons, although the
majority of our aendees aend at no charge.We suggest a donaon of a
minimum of £50 where possible, parcularly for young people returning to our
programmes
Trainings: Online Creave Pracce Fees:
●
£120 (company or individual)
●
£90 (charity or youth worker)
●
£60 (student/unemployed concession)
●
Full bursaries on applicaon

Structure, governance and management

Type of governing
document:		 Para
1.25		 LIFEbeat was established under a Memorandum and Arcles of Associaon on 20 June 2008.
How is the charity
constuted?		 Para
1.25		 LIFEbeat is a Charitable Company limited by Guarantee, incorporated 27 June 2008.
Charity Commission Registraon: 19 March 2009.