2024-12-31-accounts

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Company number: 06632229 Charity number: 1126680

LIFEbeat

(A COMPANY LIMITED BY GUARANTEE)

TRUSTEES REPORT AND FINANCIAL STATEMENTS year ended 31 December 2024

Registered office

Stanford Hall Stanford on Avon Lutterworth Leicestershire LE17 6DH

	page
Trustees' report	1 - 6
Accountant's report	7
Statement of Financial Activities	8
Balance Sheet	9
Notes to the accounts	10 - 14

Trustees	Tonie Scott
	Marie Cuffaro
	Louise Wilson
	Peter Wozny
	Dr Mma Yeebo

Senior management Ms Lucy Sicks Founder/CEO

Page 1

LIFEbeat TRUSTEES REPORT FOR THE YEAR ENDED 31ST DECEMBER 2024

The Trustees present their report along with the accounts of the Charity for the year ended 31st December 2024.

The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association of the company and Accounting and 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 which established 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, all served throughout the year:

Ms M Cuffaro Ms T Scott (chair from 29th January 2025) Ms L Wilson Mr P Wozny (chair until 29th January 2025) Dr M Yeebo

None of the Trustees has any beneficial interest in the company. All of the Trustees are members of the company and guarantee to contribute £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 2024

Objects of the company

The Charity's objects are:

A) to advance in life and relieve the needs of young people through:
social welfare, designed to improve their conditions of life
providing support and activities which develop their skills, capacities and capabilities to enable them to participate in society as mature and responsible individuals.
B) to advance the education and training of adults in skills using arts-based practices that can be used in particular but not exclusively in group facilitation to enliven learning, inspire full participation, build group cohesion and develop safe environments which enable authentic communication.

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 £166,411 (2023 - £226,460). After deducting charitable expenditure of £198,728 (2023 - £262,907), the charity reported a deficit of £32,317 (2023 - deficit of £36,447).

Role of Volunteers

Over the course of a year, 42 unpaid volunteers gave their time to LIFEbeat. 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 69% 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.

Page 3

LIFEbeat TRUSTEES REPORT (CONTINUED) FOR THE YEAR ENDED 31ST DECEMBER 2024

Achievements against objectives

LIFEbeat set itself the following objectives for 2024.

Objective

Progress

----- Start of picture text -----
Priority 1. Programmes and Practice:
To strengthen our Creative Community 2024 saw considerable progress in relation to development of Creative
trainings with a strong cohort of Practice trainings, with strong cohorts of new volunteers and seasoned
facilitators; develop and refine facilitators. We delivered shorter residentials and succeeded in
shorter half term residential delivering our schools trainings and programmes with London youth
programme offers and introduce our organisations an schools.
Schools’ training and programmes to
London schools.
Priority 2 Evaluation:
Evidence the impact and outcomes of We have consistently gathered impact data in 2024 to evidence
all programmes and activities. We will outcomes with young people and have developed this to capture
also strive to initiate academic links in impact overtime. We have also captured case studies to provide a more
order to prepare to share knowledge indepth picture into outcomes and impact regarding Youth lead
and practice in other sectors. leadership overtime with LIFEbeat. We have begun discussions with
universities and we plan that evaluation will be a key priority with CAF
in 2025.
Priority 3 Regional:
Develop and nurture a London In 2024 strong partnership links were developed with London
Creative community with programme organisations to refer into our youth programmes and to our Creative
activities; continue programme Practice trainings. The London youth and staff community was
activity in Somerset with strong links strengthened with lively programming and Council representation.
into Creative Community networks in Programmes were successfully delivered in Somerset, with seeds sown
Dorset and Devon. via Creative practices, youth referrals from Dorset and Devon and a new
volunteer cohort from Bristol and the Southwest.
Priority 4 Organisational Structure: The overall leadership succession plan is still in train. However new
Plan for a succession plan to effect a core executive appointments were strengthened particularly in relation
leadership transition supported by a to our new Project Manager, who is a youth alumni and brings strong
strong executive team. skills and commitment to LIFEbeat. New Youth and Community Councils
were established to feed into strategic planning, with a view to
clarifying the leadership transition pathway over time.
----- End of picture text -----

Page 4

LIFEbeat TRUSTEES REPORT (CONTINUED) FOR THE YEAR ENDED 31ST DECEMBER 2024

Achievements against objectives, contd.

Priority 5 Governance:

Track progress on policy and practice in relation to Safeguarding and DEI and to ensure that The Board of Trustees develops skills in line with strategic plan and is actively engaging and consulting LIFEbeat stakeholders in strategic thinking and development.

Safeguarding was strongly enhanced with Trustee responsibility and expertise. A skills audit was begun with a plan to recruit and develop both a development advisory board and Trustee Board aligned to strategy over the next 3 years.

Priority 6 Fundraising:

Continue to establish and nurture a strong and sustainable fundraising operation with diverse revenue streams, multiple year funding commitments to resource future strategic growth and development.

LIFEbeat continues to build diverse revenue streams and multiple year funding commitments in a difficult funding landscape. An important new funder (application made in late 2024) is a resilience grant with The Arley Youth Programme and Charities Aid Foundation, which is a resilience building grant with Charities Aid Foundation advisors. This will help LIFEbeat to develop the fundraising strategy and plan more fully in 2025 and beyond.

Priority 7 Communications and Marketing:

Continue to build community via We have regularly communicated with our main stakeholders with excellent comms with stakeholders lively and informative newsletters and on social media. We are now and sustainable with a strong and looking to enhance our social media in 2025 and beyond with more active social media presence via all youth-led content and by securing some voluntary expertise. platforms.

Page 5

LIFEbeat TRUSTEES REPORT (CONTINUED) FOR THE YEAR ENDED 31ST DECEMBER 2024

Plans for the future

We have set the following strategic objectives for 2025.

Priority 1: Youth Programmes and Practice

Continue to strengthen our core offer and programme arc for camp beneficiaries. Diversify and expand our portfolio of programmes with a particular focus on Youth Leadership embedding programme objectives of enhancing relationships with self/others/natural wider world.

Priority 2: Training Programmes

Continue to strengthen our Creative Practice offer. Develop further level training programmes and look to strengthen evaluation of impact to share LIFEbeat’s model and approach more widely.

Priority 3: Partnerships:

Build a model for formal organisational partnerships with referring organisations to enhance and strengthen our offer for young people and the impact of our training and community building.

Priority 4: Regional

Continue to consolidate the London LIFEbeat community with events, trainings and social meet ups. Strengthen a Bristol base for the Southwest community with trainings, youth recruitment and programmes. Seed Creative Practice trainings in the Midlands.

Priority 5: Evaluation

Build on and develop academic links with universities. Enhance evaluation frameworks to consider all our programmes articulating outcomes and impact in relation to our Theory of Change and model.

Priority 6: Organisational Structure

Empower and strengthen both the Adult and Youth Community Councils to inform programmes and direction of LIFEbeat. Build organisational structure aligned with 5 year strategy.

Priority 7: Governance

Ensure that The Board of Trustees monitors all policies and practice and is actively engaging and consulting LIFEbeat stakeholders in strategic thinking and development. Recruit and build a Board of Trustees with appropriate skills, roles and responsibilities which operates to enhance LIFEbeat’s Mission, Values and Objectives and Goals.

Priority 8: Fundraising

Continue to establish and nurture a strong and sustainable fundraising operation with diverse revenue streams, multiple year funding commitments to resource future strategic growth and development.

Priority 9: Communications and Marketing

Enhance the profile and reputation of LIFEbeat via strong social media outputs, communications and partnerships.

Page 6

LIFEbeat TRUSTEES REPORT (CONTINUED) FOR THE YEAR ENDED 31ST DECEMBER 2024

Reserves Policy

The Trustees' reserves policy is to maintain a level of free reserves equal to three to six months' operating expenses. The level of free reserves was £83,018 at 31st December 2024. Based on the charity's current level of operating expenses this indicates that it is operating within the requirements of this reserves policy. The Trustees review the charity's level of reserves on a quarterly basis.

Trustees' responsibilities

The Trustees (who are also directors of LIFEbeat for the purposes of company law) are responsible for preparing a Trustees' Report and the accounts in accordance with applicable law and UK Accounting Standards (U 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 resources and application of resources, including 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 that are reasonable and prudent;
state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the accounts;
prepare the accounts on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.

The Trustees 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 comply with the Charities Act 2011. 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.

Insofar as the Trustees were aware at the time of approving our Trustees annual report:

there is no relevant information, being information needed by the independent examiner in connection with 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 he/she 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.

Approved by order of the Board and signed on its behalf by Tonie Scott:

Date: 23rd September 2025

Page 7

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 2024.

Responsibilities and basis of report

As the charity's Trustees (who are also the directors of the 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 your charity's accounts as carried out under section 145 of the Charities Act 2011 ("the 2011 Act"). In carrying out my examination , I have followed the directions given by the Charity Commission (under section 145(5)(b) of the 2011 Act).

Independent examiner's statement

Although the charity's gross income did not exceed £250,000, I was instructed to carry out an examination which I am qualified to do as 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:

accounting records were not kept in accordance with section 386 of the 2006 Act; or
the accounts do not accord with such records; or
the accounts do not comply with relevant accounting requirements under section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or
the accounts have not been prepared in accordance with the Charities SORP (FRS102)

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 accounts to be reached.

Date: 23 September 2025

Signed:

Michael Forrest

Fellow of the Institute of Chartered Accountants in England and Wales 70 Upper Cranbrook Road Bristol BS6 7UP

Page 8

LIFEBEAT

STATEMENT OF FINANCIAL ACTIVITIES (INCLUDING SUMMARY INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31ST DECEMBER 2024

Notes
INCOMING RESOURCES
Incoming resources from
generated funds:
Voluntary income
2
Investment income - interest
Activities in the furtherance of the
charity's objects
TOTAL INCOMING RESOURCES
RESOURCES EXPENDED
Cost of charitable activities:
Direct charitable costs
3
NET INCOMING RESOURCES
BEFORE TRANSFERS
Funds brought forward at 1 January 2024
FUNDS CARRIED FORWARD AT
31 DECEMBER 2024
8

Unrestricted
Restricted
Total
Total
Funds
Funds
2024
2023
60,996
100,789
161,785
222,304
811
-
811
668
61,807
100,789
162,596
222,972
3,815
-
3,815
3,488
65,622
100,789
166,411
226,460
71,288
127,440
198,728
262,907
71,288
127,440
198,728
262,907
(5,666)
(26,651)
(32,317)
(36,447)
88,684
55,068
143,752
180,199
83,018
28,417
111,435
143,752

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

Page 9

Company number: 06632229

LIFEbeat

BALANCE SHEET AT 31ST DECEMBER 2024

	Notes	2024		2023
		£	£	£	£
CURRENT ASSETS
Cash at bank and in hand
General Account		57,767		87,861
Reserve Account		56,716		55,905
Debtors		114,483 -		143,766 3,920
Total current assets		114,483		147,686
CREDITORS
amounts due within one year	6	(1,322)		(3,934)
NET CURRENT ASSETS			113,161		143,752
NET ASSETS		£	113,161	£	143,752
FUNDS
Unrestricted funds	8		85,902		88,684
Restricted funds	8		27,259		55,068
		£	113,161	£	143,752

For the financial year ended 31 December 2024 the company was entitled to exemption from audit under section 477 of the Companies Act 2006. The members have not required the company to obtain an audit of its accounts for the financial year in question in accordance with section 476 of the Companies Act 2006. 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 statements have been prepared in accordance with the special provisions of Part VII of the Companies Act 2006 relating to small companies and with the Financial Reporting Standard for Smaller Entities (effective April 2008).

The financial statements were approved by the Board and signed on its behalf by Tonie Scott

........................................................................... - Director

Date: 23rd September 2025

Page 10

LIFEbeat

Notes to the accounts for the year ended 31 December 2024

1 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.

a 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.

b 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.

c 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.

d 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.

e 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.

f 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.

g 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 11

LIFEbeat

Notes to the accounts for the year ended 31 December 2024 (contd.)

2 Voluntary income

Somerset Council, Public Health Trusts and foundations Corporate funders The Big Give Summer Campaign LIFEBeat Community Fund Sponsors HNW Individuals/sponsors Gift aid Fundraising (individuals etc.)	Unrestricted Restricted Total Total funds funds 2024 2023 - 4,800 4,800 32,000 47,500 28,000 75,500 89,500 10,000 11,116 21,116 20,068 - 40,420 40,420 40,300 - 5,295 5,295 4,785 - 10,000 10,000 10,000 - 1,158 1,158 3,920 3,496 - 3,496 21,731 60,996 100,789 161,785 222,304

3 Costs of charitable activities

Direct charitable costs Somerset Core programmes staff Programmes and training costs Staff overheads Administration costs	Unrestricted Restricted Total Total funds funds 2024 2023 - 9,800 9,800 83,825 25,298 21,096 46,394 59,303 5,541 96,544 102,085 56,327 34,836 - 34,836 44,840 5,613 - 5,613 18,612 71,288 127,440 198,728 262,907

4 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.

5 Control

The charity is under the control of the directors.

Page 12

LIFEbeat

Notes to the accounts for the year ended 31 December 2024 (contd.)

6 Staff costs

Salaries Employer national insurance costs Employer pension costs	2024 2023 £ £ 81,230 117,407 2,217 5,442 3,782 6,423 87,229 129,272

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	2024 2023 No. No. 1.3 2.1 0.3 0.2 0.9 0.7 2.5 3.0

The charity operates a defined contribution pension scheme, as required under autoenrolment regulations, with employees paying 5% of their salary and the company paying 6% of salaries into the scheme.

7 Debtors

Prepayments 8 Creditors Trade creditors Pension contributions	2024 2023 £ £ - 3,920 2024 2023 £ £ 1,322 3,934 - - 1,322 3,934

Page 13

LIFEbeat

Notes to the accounts for the year ended 31 December 2024 (contd.)

9 Restricted funds

Somerset Council, Public Health Somerset Community Foundation Linbury Trust London education programmes fund Big Give Community fund and camp donations John Coates Charitable Trust Individual donor Gift Aid Total funds	At 1 Jan Incoming Outgoing At 31 Dec 2024 resources resources 2024 £ £ £ - 4,800 (4,800) - 5,000 - (5,000) - 30,000 - (30,000) - 10,068 11,116 (12,720) 8,464 - 40,420 (36,920) 3,500 - 5,295 - 5,295 - 28,000 (28,000) - 10,000 10,000 (10,000) 10,000 - 1,158 - 1,158 55,068 100,789 (127,440) 27,259

Somerset Council, Public Health has continued to provide funding for a range of schools' trainings and youth-led empowerment work. They also commissioned a public Health Schools Guide, which was delivered in 2024.

The Somerset Community Foundation's funding was used to impement youth led community projects.

CHK Foundation continued to support LIFEbeat's youth programmes in 2024.

Brown Rudnick continue to support the development and delivery LIFEbeat's London London educational programmes.

Big Give Summer fund successfully raised significant funds to support LIFEbeat's London Summer Camp, which was also supported by The Childhood Trust.

In 2024, the Linbury Trust funded a number of organisational and programme objectives including the development of new regional programmes and codifying LIFEbeat's overall practices.

John Coates Charitable Trust funded a mental health training initiative in London and made a generous donation towards the delivery of a new Southwest summer camp programme.

Page 14

LIFEbeat

Notes to the accounts for the year ended 31 December 2024 (contd.)

9 Restricted funds (continued)

A LIFEbeat Patron's donation into the Community Camp Fund supported year round youth outreach and organisational partnership work.

The Community Fund supports year round youth community support.

10 Analysis of net assets between funds

Current assets Current liabilities Net assets at 31 December 2024	UnrestrictedRestricted Total fund funds funds £ £ £ 87,224 27,259 114,483 (1,322) - (1,322) 85,902 27,259 113,161

Trustees’ Annual Report 2024 (including Directors’ report)

LIFEbeat is a registered charity No. 1128680. Company No. 6632229. Registered address: Stanford Hall, Lutterworth, Leics, LE17 6DH www.lifebeat.co.uk | T: 07557 349 005 | info@lifebeat.co.uk Page 1 of 39

Annual Report 2024

LIFEbeat Annual Report 2024

LIFEbeat Charitable Purposes and Activities.................................................................3 Achievements and Performance 2024............................................................................. 6 LIFEbeat’s Work With Young People...........................................................................................................6 LIFEbeat Summer Residentials.............................................................................................................................................6 Youth Leadership at LIFEbeat............................................................................................................................................ 12 LIFEbeat Youth Councils......................................................................................................................................................13 LIFEbeat Day Programmes..................................................................................................................................................14 LIFEbeat Weekend Residentials.........................................................................................................................................16 LIFEbeat Community Projects............................................................................................................................................17 LIFEbeat Training and Volunteering..........................................................................................................20 Creative Practice Training to Promote Mental Health and Wellbeing.................................................................... 20 LIFEbeat Staff and Volunteer Training.............................................................................................................................27 LIFEbeat’s Work With Schools....................................................................................................................29 LIFEbeat Somerset Schools Trainings...............................................................................................................................29 Youth-Led Wellbeing Guide for Schools...........................................................................................................................32 LIFEbeat’s Work With North London Schools................................................................................................................33 Achievements Against Objectives...................................................................................35 Objectives For 2025............................................................................................................. 37 Financial Review....................................................................................................................38

LIFEbeat is a registered charity No. 1128680. Company No. 6632229. Registered address: Stanford Hall, Lutterworth, Leics LE17 6DH www.lifebeat.co.uk | T: 07557 349 005 | info@lifebeat.co.uk Page 2 of 39

Page 2 of 39

Annual Report 2024

LIFEbeat Charitable Purposes and Activities

Summary of the purposes of the charity as set out in its governing document. Summary of the main activities in relation to those purposes for the public benefit, in particular, the activities, projects or services identified in the accounts.

LIFEbeat’s mission is to transform the lives of young people, nurturing safe, creative, intergenerational, diverse communities. Since it began operating in 2008, LIFEbeat has served thousands of young people from disadvantaged backgrounds in London and the South West of England. Our youth communities are diverse, transforming the lives of young people who face a wide range of disadvantages. This includes young carers, looked-after children, asylum seekers, and refugees. Many of the young people experience challenges within their family systems. They have often endured significant human rights violations, living in poverty, and facing systemic and structural disadvantages, including, but not limited to, discrimination and violence based on race, ethnicity, religion, sexuality, and gender. Many have also been victims of exploitation, such as childhood sexual abuse, neglect, and criminal exploitation, including knife crime and 'county lines' drug trafficking. Some of these young people no longer attend mainstream education and now attend alternative provisions such as pupil referral units (PRUs). Their experiences sometimes include interactions with the criminal justice system, including Young Offenders Institutions. Additionally, many report struggles with social inclusion, alongside mental health challenges, with several having diagnosed mental health conditions or neurodevelopmental difficulties, such as Autism Spectrum Disorder (ASD) and Attention Deficit Hyperactivity Disorder (ADHD).

Our unique approach embeds the arts and creativity at the heart of all our programmes and trainings. We improve the wellbeing of young people by creating a strong sense of belonging within a safe community - providing them with the environment, skills, and inspiration to navigate the divisions in society and lead confident, healthy and purposeful lives. Creativity is at the heart of LIFEbeat’s values:

Page 3 of 39

Annual Report 2024

LIFEbeat has two main stated purposes:

1. To advance in life and relieve the needs of young people through:

The provision of recreational and leisure activities provided in the interest of social welfare, designed to improve their conditions of life.
Providing support and activities which develop their skills, capacities, and capabilities to enable them to participate in society as mature and responsible individuals.

2. To advance the education and training of adults in skills using art-based practices that can be used in particular but not exclusively in-group facilitation of young people to enliven learning, inspire full participation, build group cohesion and develop safe environments, which enable authentic communication.

Our personal programmes focus on four thematic 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
Emotional literacy
Social skills
Resilience

We also seek to contribute to a society where adults are fully empowered and supported in using their own creativity and experience in order to mentor young people in positive, effective and impactful ways.

LIFEbeat Community

LIFEbeat is a community “ecosystem” of youth, staff, volunteers, organisational partners and funders who adopt a shared vision and belief in the positive potential of young people. All our programmes and initiatives are delivered within the context of this vibrant and lively community network which is cultivated via regular gatherings and community events. These activities currently take place in London, Bristol, Somerset, Devon, and Leicestershire.

London, LIFEbeat Community Gathering, May 2024

LIFEbeat’s Work With Young People

Residentials

Our signature youth programmes are intensive residentials for 50 youth beneficiaries (aged between 14-18) and peer mentors (aged 19-21). They last for 8-days and are supported by 25-30 staff and volunteers. 95% of the young people who attend our camps come from disadvantaged backgrounds, and are referred to us by a range of partner organisations. Our youth communities are as diverse as possible, to promote empathic understanding across lines of difference. Supported by a team of mentor facilitators, the young people become part of a diverse, intergenerational community where they explore their creativity and reflect on their lives, relationships, and aspirations. The programmes are centred around the

Page 4 of 39

Annual Report 2024

transformational power of creativity and arts-based activities such as music, art, dance, theatre, poetry, and storytelling, with a constant emphasis on inclusion, emotional literacy, and experiential learning. We also deliver shorter bespoke residentials with particular youth groups to foster deeper personal development and learning.

Peer Mentoring

Young people are selected by application to join our peer mentor programmes to develop leadership skills and personal and professional confidence. Participants are supported and mentored to learn LIFEbeat facilitation techniques including creative practices to use in personal and professional contexts, and interpersonal work to gain self-reflection tools and techniques. They attend our residential programmes and fulfil the role of a mentoring, supportive bridge between youth and staff.

Youth Leadership

LIFEbeat aims to illuminate the voices of young people. Our youth leadership programmes empower them to take action and to positively contribute to social change within communities. LIFEbeat often produces films to empower the voices of young people on issues they care about and their perspectives, ideas and purpose are always at the heart of our work. Young people always lead aspects of our programmes, design and deliver workshops and facilitate peer-to-peer discussions..

Community Arts Programmes

LIFEbeat trains and works with artists and creatives to deliver intergenerational Community Arts Programmes using the arts and creativity to promote wellbeing and social change with young people at the centre of shared vision and purpose. LIFEbeat artist trainees and creative programme staff learn to facilitate groups using their arts practices as tools for personal development in groups and communities.

Schools’ Pupil Voice Projects

LIFEbeat delivers projects within schools designed to empower pupil voice at the centre of a whole school approach to school community wellbeing. Facilitated using arts-based practices, these projects complement staff training strands of work.

Evaluation of Outcomes and Impact

We use our own bespoke LIFEbeat evaluation survey at the end of each programme, gathering both qualitative and quantitative data linking to our four key indicators of Self-esteem, Social skills, Emotional literacy and Resilience. For all our residential and long-term programmes, we also assess participants’ wellbeing levels using the Warwick-Edinburgh Mental Wellbeing Scale (WEMWBS) at the beginning and end of each programme.

LIFEbeat Training and Volunteering

Creative Practice Trainings

We offer adult training for youth workers, artists, counsellors, and facilitators. This training provides a toolbox of skills to engage young people in creative and effective ways. The trainings are open to our partners and adults of all ages and professional backgrounds. The LIFEbeat Creative Practice is also a central element of our adult volunteering experiences.

Professional Schools Trainings

LIFEbeat delivers training in schools that is centred around embedding the arts and creativity to promote mental health and wellbeing for pupils and staff in primary and secondary schools.

LIFEbeat delivers these creative trainings to upskill teachers to enhance social and emotional learning within the curriculum and as part of a whole school approach. These are offered for Heads, SLT, Governors, teachers, school nurses and mental health leads. Our approach focuses on building schools as communities of “belonging” and using creative group processes to build self-esteem, social skills, emotional literacy, and resilience. Our training provides schools with the skills and strategic vision to become inclusive, compassionate communities where diversity is embraced and celebrated. Additionally, the trainings provide a LIFEbeat model bringing together different strands of the curriculum, namely mental and physical health, relationships education and wellbeing.

Annual Report 2024

Volunteering at LIFEbeat

We provide full training and support to those wishing to volunteer for our programmes. On average 63% of camp staff are volunteers - they follow the pre-camp staff training pathway which includes both online and in-person sessions and are mentored throughout the programme. Most volunteers hear about LIFEbeat through a youth referral organisation or via our Creative Practice training. In 2024, 42 volunteers contributed 4608 hours of service. Since 2008 volunteers have provided up to 104,933 hours towards LIFEbeat’s programmes across all our youth provisions.

We wish to thank everyone who has volunteered for their invaluable support and the energy, ideas, and commitment that they bring to the organisation. Increasingly we are seeing youth alumni joining our volunteer staff teams, bringing energy, expertise and commitment to our programmes and community.

Achievements and Performance 2024

Summary of the main achievements of the charity, identifying outcomes and impact in the lives of its beneficiaries and wider public benefit to society as a whole.

LIFEbeat’s Work With Young People

LIFEbeat Summer Residentials

In the summer of 2024, LIFEbeat served over 100 young people from London and across the South West at two vibrant, inspiring camps. The following report provides a summary of demographics of young people served and an overview of individual wellbeing outcomes from both programmes.

Stanford Hall Camp (July 2024)

In July 2024, the LIFEbeat Stanford Hall camp benefitted 55 young people (48 of whom were from London). We welcomed 23 new volunteers to our growing team of dedicated staff, and overall our 2024 teams gave 5354 hours of volunteering and over 8,702 hours of youth work.

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Our unique approach embeds the arts and creativity at the heart of all of our programmes. We train and work with artists to deliver community art workshops daily at camps, with the aim to promote wellbeing and social change with young people. We use the arts to create a strong sense of belonging within a safe creative community - providing them with the environment, skills and inspiration to navigate the divisions in society.

Youth Demographics (Stanford Hall Camp 2024)

LIFEbeat works with a select group of youth organisations and schools across London to refer young people. Below is a summary of the demographics of youth served in our Stanford Hall 2024 camp.

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Gender Sexuality Religion / Faith
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Ethnicity

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The young people we work with face a wide range of disadvantages in their daily lives. Many who we support experience: social exclusion, challenges within their family systems, living in poverty, discrimination, and Adverse Childhood Experiences* (ACEs).

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At the 2024 Stanford Hall camp, we worked with young people who:

West Buckland Camp (August 2024)

In August 2024, the West Buckland camp benefitted 52 young people (63% from Somerset, 27% from Dorset, 10% from elsewhere in the South West/UK). This camp welcomed young people from new organisations and schools from across Devon and Dorset.

Also, at this camp, one of our volunteers representing the Transition town movement, worked to consult with young people about Climate Change in youth-led discussion workshops. You can read a blog post with more information here: “Young People and Transition: Making Space at the Table” - Georgina Umney

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Youth Demographics (West Buckland Camp 2024)

Below we include a summary of the demographics of youth served in our West Buckland 2024 camp.

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Gender
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Sexuality Religion / Faith
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Ethnicity

We worked with disadvantaged young people who face a range of challenges arising from: poverty, discrimination, Special Educational needs, Adverse Childhood Experiences* (ACEs), and social issues. At the 2024 West Buckland camp, we worked with young people who....

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Outcomes and Impact (Camps 2024)

LIFEbeat uses a tailored evaluation process for all young people before and after the programme. In the final surveys of both the Stanford Hall and West Buckland 2024 camps, participants rated their experience at LIFEbeat with a strong 4.7 out of 5 on average.

Our evaluation process asks all young people to describe their experience in three words. The most frequently used word was ‘fun’, followed by ‘friendship’, ‘joy’, ‘amazing’ and ‘supportive’. The word cloud below features all recorded words, sizes are proportional to their frequency in participants’ responses.

Warwick-Edinburgh Mental Wellbeing Scale

Participants completed the Warwick-Edinburgh Mental Wellbeing Scale (WEMWBS) pre-programme to assess their baseline levels of wellbeing. On programme completion, participants undertook this survey again to measure distance travelled. The WEMWBS assessment tool gives a total score across fourteen different areas of emotional wellbeing.

According to the University of Warwick, a change of 3 or more points from a baseline to endline survey can be considered as a significant impact on an individual's wellbeing.

Across both camps, the mean scores on the WEMWBS increased 10 points from an average of 49 at the beginning of camp to an average of 59 on the final day.

With no exceptions, we have seen an increase in participants agreeing with these wellbeing statements ‘all of the time’ and ‘often’, as well as a decrease in the values at the lower end of the scale (‘rarely’ and ‘none of the time’).

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LIFEbeat End of Programme Survey

Alongside the base and endline WEMWBS surveys, we also asked participants to complete an ‘LIFEbeat end of programme survey’. The results of these allow us to evaluate impact further and to develop our programmes for the future. Below is a summary of the Stanford Hall Camp’s evaluation data:

“LIFEbeat was an amazing experience and the communal aspect was one of the best parts. Every day is full of activities that everyone can enjoy and I feel like I’ve learnt and grown so much as a person because of this camp.” - Young Person, F, 16

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Youth Leadership at LIFEbeat

Young people are at the heart of our LIFEbeat community and their voices and perspectives matter. Our youth community contributes to our governance, strategic direction and programme delivery via our LIFEbeat Youth Councils (see below). Many of our young people return as youth leaders becoming mentors for other young people joining the programmes. Our 2024 core team includes two LIFEbeat alumni with Phoebe Presneill as our Project Manager, and Chrystal Vidal leading on London Outreach and Partnerships.

‘Youth Led Day’ on LIFEbeat Residentials

During our residential programs, the final day is a much-loved community favourite: Youth Led Day. This is one of the most essential ways that we give young people the opportunity to step into leadership, handing over camp management and facilitation to members of the youth community (supported by our staff teams where needed). Responsibilities include whole community facilitation, camp management, design and delivery of workshops and facilitating youth-led discussions.

Youth Led Discussion Workshops

LIFEbeat aims to illuminate the voices of young people. Our camps act as personal development programmes which empower them to take action on issues they care about. In 2024 there were daily youth-led discussion workshops,on selected topics which were identified as directly impacting young people such as: gang violence, school expulsion, Pupil Referral Units (PRUs) and racism.

Outcomes and Impact

In 2024, 64% of young people said that they had “taken on a leadership role” at LIFEbeat, with 81% saying that they “feel confident talking in a group” and “participate actively in group activities”. An incredible 95% of young people said that they had “tried something new” following the programmes.

“I have been able to bring my voice and other young people's voices to help to create an environment at LIFEbeat where everyone feels heard. I think being a part of something like that is really powerful.” - Young Person, 2024

“It's given me a voice in a wider community and I've enjoyed shaping the programmes. I really appreciate LIFEbeat's ability to help its participants feel seen and heard. I feel it helped me to develop communication skills too.” -Young Person, 2024

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LIFEbeat Youth Councils ee

2023/24 LIFEbeat Youth Council

2024/25 LIFEbeat Youth Council

Young people who have attended a minimum of two LIFEbeat camps are invited to apply to join our Youth Council. Youth Council meetings are held online on a quarterly basis and are attended by youth council members, LIFEbeat core team and representation from LIFEbeat’s trustees. The Youth Council plays an essential role in helping to build the confidence and leadership skills of the young people involved, and ensures our youth programmes and organisational culture are informed by input from our young people, and that the voices of young people are fully represented to our Core Team and Board of Trustees.

Youth Council Contributions

Our Youth Council members met 5 times in 2024 to discuss all aspects of our work, to feed into and influence the overall running and operations of LIFEbeat. Recent contributions included consultation with the wider LIFEbeat youth community, informing policy and protocols around LGBTQ+ and neurodiversity needs and representation, developing more inclusive practice and training and increasing our organisational awareness around racism and unconscious bias. Our youth members have also been advocates for LIFEbeat, speaking at many of our events and sharing their stories.

Youth Council Members’ Feedback

Upon completion of their ‘term’ in the LIFEbeat Youth Council, the 2023/24 cohort of young people completed a survey. When asked whether they felt they had successfully met the goals of the council, the results were:

100% of young people agreed that the council “provides the opportunity to influence the development of the LIFEbeat programme, organisation, and activities”
88% of the young people agreed that the council “gives young people a voice on issues that they face today and ensures that these are incorporated into LIFEbeat’s central mission and programmes”
75% of the young people agreed that the council “ensures the views of the LIFEbeat youth community are strongly represented to the Core Team and Board of Trustees”
75% of the young people agreed that the council “provides the opportunity to gain new skills and experience to access opportunities to take action on the things young people care about”

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LIFEbeat Day Programmes

LIFEbeat held day programmes for LIFEbeat communities in the South West and London to further develop personal qualities and community leadership skills. These programmes were opportunities for young people to express themselves creatively, to celebrate progress and gain support and mentoring around personal goals. The Youth Councils led sessions on the importance of youth voice, and being able to share their reflections within an organisation. They encouraged their peers to approach them as representatives of the community, and led the whole group in a series of games and songs.

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Outcomes and Impact (Day Programmes)

When asked to describe their LIFEbeat journey (6 months post-residential), young people named “ a strong sense of community and belonging” , a “nurturing of their inner lives with purpose and meaning” and an “experience of connectedness across lines of difference”. For many they described the benefits of being able to “fill up their tanks” with the strong, hopeful and loving culture of LIFEbeat to sustain them in their lives.

Following the Day Programmes, Youth Council members were invited to reflect on what they had learned from the experience of facilitating:

“It really helped to have an outline of the session, but we would have benefitted from meeting one more time in advance to run through” - Nathan
“It worked well to make sure everyone had a chance to speak and say something” - Mercedes
“From this experience, I now think it would be good to have more of a leadership role on camps for the council. We could run sessions more.” - Nathan
“It feels really good to have had things go really well” - Joan
“I learnt that youth in LIFEbeat have the capacity to do good things. I found it really empowering for myself and hope it was for the others” - Richard
“[Leading the session] created a sense of giving back to the community. It was a great reminder that you are a part of something bigger , which you can forget in the months since camp” -Youth Council Member

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LIFEbeat Weekend Residentials

In March 2024 we held a weekend residential programme at Kilve Court in Somerset for young people (aged 13-19) from across Somerset, who were able to take part in a range of exciting outdoor activities delivered by the experienced Kilve Court team including abseiling, high ropes, archery, maze madness, and a low rope obstacle course. LIFEbeat staff delivered participatory workshops where young people were able to reflect on their lives, relationships and aspirations through team building games, helping to develop trust, collaboration and understanding across lines of difference. The weekend also kickstarted the Somerset Community Project, funded by the Somerset Community Foundation with young people brainstorming small community action projects that LIFEbeat is supporting them to deliver in their communities.

Outcomes and Impact (Weekend Residential)

Case Study: As a young carer from a challenging background, Jane was incredibly timid; they had never stayed overnight away from home, yet they gained confidence at summer camp 2024 and jumped at the opportunity to sign up to the March residential weekend. Despite struggling with their confidence, they tried all the activities Kilve Court had to offer. During the Jacob’s Ladder exercise, the rest of their group encouraged them and helped them to climb; all cheering them on. They said that they felt really proud of themselves for even giving it a go, let alone getting halfway up. Afterwards, they had a huge smile on their face and were then encouraged to do the abseil as well! It has been amazing to watch this young person grow in confidence with each activity they embraced, but also wonderful to observe how encouraging and inclusive their peers were towards them, supporting and enabling them to have a go. Everyone celebrated each other’s achievements. _Please note that this young person’s name has been changed for anonymity_

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LIFEbeat Community Projects

A key aspect of our programmes is empowering youth voices on themes they are passionate about, giving them the skills and confidence to articulate their opinions and encouraging them to listen to, and respect the opinions of others, with empathy and interest across lines of difference. Our Youth-Led Community Projects in 2024 supported by the Somerset Community Foundation, provided practical support and guidance to enable groups of young people to move beyond discussion, into action. In 2024, LIFEbeat worked with a group of ‘Youth Leaders’ to support them to plan and implement intergenerational grass roots projects to a difference in their communities, with a focus on projects that generate a sense of belonging and inclusion, considering groups who may not feel valued or engaged. The Somerset Community Project aimed to provide young people across the county with an opportunity to gain new skills, connect with their communities in creative ways, and gain an insight into youth work and project delivery.

Each of the young people involved in this project identified a personal goal and aspiration related to their participation in this process and programme (i.e., working with young people, community engagement, leadership and public speaking).

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Super Saturday in Yeovil

In July, the LIFEbeat Yeovil Youth Leaders held their creative workshops as part of the Super Saturday event held with a group of young artists aged 8-13. With mentoring from LIFEbeat staff, the LIFEbeat youth leaders were able to establish goals and agreements for the session, facilitating the participants in engagement. They then collaborated on a “Smiles are the same in every language” banner, which was displayed at the ‘Yeovil Together’ day (a festival celebrating diversity and community in Yeovil).

The afternoon session was open to the public, with the intention of inviting members of the Yeovil community to take part in several of the creative activities on offer: Yeovil Scavenger Hunt, 3D House Making, and a ‘Public Voice’ questionnaire. This community event was a great success.

Frome Children’s Festival

LIFEbeat alumni and The Old Stores Studio offered a youth-led consultation space as part of Frome Children’s Festival for young people to share their voices and ideas of what they want to see in Frome. Approximately 90 young people from Frome and their families participated and shared their opinions, reflections and ideas on a piece of paper and posted their thoughts in our ‘Share Your Voice’ box. Young people could then further express their thoughts through print-making on t-shirts or paper posters. By the afternoon, the LIFEbeat Youth Leaders had facilitated their local community to create a “Youth Voice Wall” to represent the local youth voice. The aim of this consultation was to hear the voices of young people in Frome. Participants had the opportunity to write on a piece of paper and post their thoughts in our ‘Share Your Voice’ box.

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Please find an insight into some of the responses we received from the young people of Frome:

What activities would you like to see What do you think are issues that i What would you like to say to those going on in Frome? ‘ need to be talked about? ii that make decisions about Frome? ~~woo~~ ee esses ~~eee inns~~ ii ~~Sia we~~ ee eee ee eee ~~sees ewes esses eeapes~~ ir ~~we~~ ee eee ee eee _oo ~~ee~~ - Open mic nights - We need to look after nature - The arts are just as important as i - Opportunities to sing - People need to pick up dog waste ii maths and science i - Schools need more music - There’s too much litter ii - Stop cutting the trees - More climbing/adventure - Our recycling system doesn’t ii - Let everyone speak i activities for young people work ii - It should be illegal to smoke and i - More sports clubs for girls - There’s nothing to do in this ii vape - More affordable shops in town town! ii - Everytime a tree is cut down i - We need more outdoor spaces ii another one should be planted. i i with shelter i

Outcomes and Impact (Somerset Community Projects)

We had particularly positive feedback from the parent of a neurodivergent young person who was finding the festival overwhelming. The calm and mindful crafting of the T-shirts allowed her to re-engage with her surroundings, and she created a beautiful and powerful t-shirt that she was very proud of. She was glad to be able to ‘share her voice’ with her community. The final displays of the T-shirts and fly posted graffiti wall looked really bright, fresh and engaging and achieved an appropriate aesthetic of ‘peaceful protest’ and culminated in the young people involved being seen and heard.

Quotes from LIFEbeat Youth Leaders at the completion of their projects:

“By the end of the event I felt quite “I learnt how much thought and passionately about topics I hadn’t communication goes into “I learnt that LIFEbeat is trying to previously been aware of and I [delivering projects]. I think I only make a better community no found it really interesting to learn saw a small part of the planning matter where we are. We try to that collaboration between and even then I had to confirm build a good sense of a lovely organisations can have a significant things multiple times. Good things warming community where we live impact on youth within a take time and thought. Which I and overall just making everyone community. I think this will be think represents what Yeovil Art happy in our small community” important for LIFEbeat moving Space believes about Yeovil's - Yeovil Youth Leader forward later on.” progress for the future.” - Yeovil Youth Leader - Yeovil Youth Leader “ I experienced community “I learnt that my ideas and actions outreach and engagement in a way “I learnt how confident I could be. are valid. I discovered the value of I haven't before and learned more Even when nervous, by just getting working with a passionate and about people's feelings about how involved I had such a great time, skilled team” we can develop further in the better than I thought I would. ” - Frome Youth Leader future.” - Yeovil Youth Leader - Frome Youth Leader

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LIFEbeat Training and Volunteering

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Creative Practice Training to Promote Mental Health and
Wellbeing
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Creative Practice Training Methodology

Creative Practice trainings are powerful community builders that model how to embed the arts and creativity in order to promote empathy, collaboration, connection and solution focused thinking. Group participants experience themselves and each other in surprising and empowering ways, meeting their limits and edges and walking away with a tool kit of practices to use in their professional lives. These trainings always nurture a desire for next steps collaborations between professionals and inspire deep inquiry around learning via reflective practice and group discussions.

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Creativity and Mental Health/Wellbeing

LIFEbeat’s training approach is built around the assumption that the arts and creativity, combined within safe group learning experiences, provide the transformational context within which young people can thrive. This training programme is designed to model how to build group trust, to enliven engagement, participation and self expression in order to build self esteem, social skills, emotional literacy and resilience for improved mental health.

Safety and Mental Health/Wellbeing

LIFEbeat prioritises different kinds of safety for young people as a foundation for mental health. Clear boundaries, expectations and group norms are understood and agreed, where via reflective practice, young people have opportunities to become custodians of community norms. This training programme looks at the different kinds of safety[1] which create the bedrock of personal development, namely: physical, emotional, social and cognitive and how to prioritise these strands in organisational culture.

1 “The Four Domains of Safety” - Dr Pooky Knightsmith (2023)

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Group Process and a Sense of Belonging

LIFEbeat’s approach is trauma informed and recognises the essential truth, that the arts can be “a doorway to the inner life”. In LIFEbeat’s terms, mental health includes our thoughts, our feelings, our sensations and our hopes and fears. This is who we are on the inside. Our approach recognises that young people’s psychological, emotional and spiritual wellbeing is centred around inner balance, psychological and emotional self awareness, and regulation. Mental health is nurtured within group safety and opportunities to share vulnerability and personal stories in supportive and creative ways. In our approach, we recognise that individual mental health is enhanced within communities where every stakeholder and member is celebrated for their unique contribution, wellbeing and personal growth. This training is a powerful model of ways to create a sense of belonging and personal value for young people within organisational communities.

2024 Creative Practice Trainings

In 2024, at five inspiring training programmes, LIFEbeat served 112 training participants across London and the South West. The following report provides a summary of demographics of attendees and an overview of the outcomes. In 2024, we trained youth workers and volunteers from 32 youth organisations, and professionals from over 30 additional organisational settings:

32 Youth Organisations:

30 Additional Settings:

Abianda The Hummingbird All City Arts College Slenky Basecamp Adventure Refugee Project Artgym Tradewind Recruitment Trust Unicorn Youth Village Artists Way Twyla Dipped In Creativity Camps Bishop Grosseteste Creative Kernow Engagement (DICE) Urban Pursuit University The Poly Fight For Peace Urban Soul Creative Flourishing Falmouth Town Council Free to be Kids Young Roots Doubletake Theatre NHS Cornwall (Neo Hackney Quest Young Urban Arts Edge Hill University Natal Unit) HopeReaching United Foundation (YUAF) Fine Feather Wellness Eden Project CIC OSCP (Our Safeguarding Grayce Cornwall Wildlife Trust Intermission Youth Children Partnership) - Home Instead (Care Shallal Jelly Arts Cornwall and Isles of Group) Bay + Beyond Studio Jaminaround Scilly Kent Refugee Action Falmouth University KORI Brandon Trust Network Seasalt MEAD Trust Let’s Make Art Little Angel Theatre ART International NQ Legacy CIC Boot Up Outdoor Mobs Ventures Ltd Denise Jones Floral Our Second Home Learning Newcastle University Designs Philosophy Education Carefree Cornwall NHS (CAMHS) Embercombe Praxis, for Migrants and Gwealan Aventure Sacred Heart Language Moor Imagination Refugees Playground College Collective Refugee Education UK Big Sis CIC Sponsors for Educational On The Hill CIC Opportunity (SEO)

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The programme brought together training groups representing a range of professional youth serving roles, to share learning and ideas for embedding practice:

Annual Report 2024

Outcomes and Impact (LIFEbeat Creative Practice Trainings 2024)

LIFEbeat uses a tailored evaluation process for all participants before and after the training. In the final survey of the London Creative Practices, participants rated their experience with LIFEbeat with an incredible 4.9 out of 5 on average.

Our evaluation process asks all participants to describe their experience in three words. The most frequently used word was ‘inspiring’, followed by ‘creative’, ‘challenging’, ‘inclusive’ and ‘fun’. The word cloud below features all recorded words, sizes are proportional to their frequency in participants’ responses.

In this evaluation process, we saw a huge increase in participants stating that they feel more confident and that they have more skills following the LIFEbeat Creative Practice Training. Below, you can see the results of all 2024 participants baseline and endline forms when asked “To what extent do you agree with the following statements:”

1. I have the skills to work with groups

2. I feel confident working with groups

3. I have the skills to work with young people

4. I feel confident working with young people

5. I am confident in facilitation techniques and approaches

6. I have the leadership skills to support others

7. I know how to build a safe learning environment

8. I have a toolkit of arts-based activities that will enliven learning and build group trust

9. I have a clear idea of the next steps I want to take in my professional life

10. I am familiar with LIFEbeat methodology

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Some of the most significant changes were:

Working With Young People

The Creative Practice model provides participants with a toolkit of various art-forms to weave into their work. In 2024, training participants said they work with circa 12,270 young people per annum and applied LIFEbeat’s model of group facilitation, community building and personal development in young people in their work settings.

“I have known for a while that I have plenty to offer and share with young people, but I have now doubled my ability to deliver it. I have, over the course of this training, been filled with confidence and inspiration. I’m so grateful to LIFEbeat!” - Participant, Feb 2024

Alongside the evaluation surveys, we also asked those who work with young people to complete a further questionnaire. The results of these allow us to track our outreach and evaluate impact, developing our programmes for the future. Below is a summary of this year’s evaluation data:

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“What skills have you developed that will support your work with young people?”

“The way in which activities can “Understanding of how to handle “Creating a safe, inclusive space move between introspective and more difficult situations/ where young people feel individual work and group work” sensitive feelings and reactions” welcome” “How to incorporate more “How to teach one task but in “How to better model and inclusive physical activities” several creative formats” scaffold activities” “Extremely useful icebreakers “Building a collective image and mood setters, as well as calls “I have developed my own through running a visualisation to attention without being leadership skills. I feel much activity and implementing intrusive or with constant more confident leading groups.” metaphors to evoke empathy shushing” and aid collaboration ” “The value of playfulness when a “Making sure every voice in the “Tone and communication” group is working together” group is heard and feels equal”

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LIFEbeat Staff and Volunteer Training

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In 2024, we had 60 adults volunteering on our programmes, many using LIFEbeat’s camps as a training pathway for their careers in youth work, facilitation and creative industries. An incredible 5,354 hours were volunteered during our summer residentials this year. This year, our training pathway has been enhanced to take our cohort of 60 summer staff and volunteers on a learning journey to enhance their practice. In June we held an in person training, and our 2024 Training Handbook is attached here.

Staff Team, Leicestershire 2024

Staff Team, Devon 2024

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LIFEbeat’s Work With Schools

LIFEbeat Somerset Schools Trainings

2024 saw the completion of a longstanding programme of activities in Somerset. As reported previously, between 2018 and 2024 LIFEbeat was contracted by Somerset Council to enrich the lives of children and young people across the county via trainings, residentials and youth leadership projects. From 2019 to 2021 we worked in West Somerset (one of 12 identified Opportunity areas of disadvantage in England, forming a part of the government’s efforts to unlock the true potential of England’s young people) offering training, residentials and building a local youth-led creative community. In 2021 we were contracted by the Violence Reduction Unit to deliver a programme for more disadvantaged, vulnerable young people facing a range of challenges in South Somerset and Mendip and were commissioned to produce a film on School Exclusions prioritising the voices of young people whilst also representing the challenges of mainstream and alternative education settings. Throughout the delivery period, we collaborated with Public Health to train and upskill 250 schools to enhance their Personal development curriculum (PSHE/RSHE), to promote the mental health and wellbeing and resilience of children and young people and to empower Somerset youth voices and agency on a local level.

In 2018, LIFEbeat actively contributed to the development of the Somerset Wellbeing Framework based on three pillars: Belonging, Relationships, and Healthy Lifestyles. Since then, LIFEbeat has designed and delivered trainings across Somerset to support schools to embed the framework in their organisational cultures. In 2024, LIFEbeats work has focused on continuing to deliver professional training for PSHE leads, Pastoral Support, Teachers, and professionals from 33 educational settings.

Primary Schools:
Ashlands CofE Primary School
Beckington First School
Berrow Primary Church Academy
Birchfield Primary School
Bishop Henderson Primary School
Ditcheat School
Herne View CofE Primary School
Keinton Mandeville Primary School
Milford Junior School
Moorland Federation
Oak partnership Ruishton
St James Church School
St Margaret's CEVA Primary School
St Paul's CofE (VC) Junior School
Trull Primary School
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Secondary Schools:
Brymore Academy
Court Fields School
Crispin School
Frome College
Taunton School
Wadham School
Wellington School ( All years)
Other Schools: (including PRUs)
Critchill School
Fairmead School
The Levels School
The Mendip School
Taunton Deane Partnership College
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West Monkton CoFE school Other Provisions: Children's Social Care Public Health (Somerset County Council) Yeovil4Family Youth Connect South West

3-Day Training: Mental Health and Wellbeing

This 3-day training course is designed to support schools to embed the Somerset Wellbeing Framework pillars in a whole school approach. Each day focuses on one of the three pillars: Community, Relationships, and Healthy Lifestyles.

Training Goals:

To explore the curriculum of mental health and wellbeing in RSHE and PSHE and how it links to a whole school approach.
To gain a toolbox of practices and strategies to help pupils nurture positive mental health, self-esteem, resilience and promote a healthy lifestyle.
To learn creative ways of delivering curriculum to enliven learning and an experience of belonging, connection and wellbeing.
To share practices and dialogue with colleagues across Somerset.
To have fun

Participants rated this 3-day course 4.9 out of 5 on average. One participant shared: "I learned how to start the conversation with school staff and children and valued the learning module about lesson planning and sequencing."

A Whole School Approach to Grief, Loss and Change

This training explores themes of grief, loss, and change within school communities, and was attended by Mental Health and PSHE/RSHE leads, Pastoral Care, Teachers and School Leaders from across Somerset.

Training Goals:

Learn about the grief process and understand how to create a culture of support around loss
Explore ways to create honouring and healing process & practice as part of a whole school culture
Consider how to address themes of loss, change and endings in RSHE and personal development curriculum
Connect as a supportive community of colleagues and share best practice and experience.

“This is probably the best online training I've been on. Thank you for the way you have facilitated it. I really like the exercises and can’t wait to try them with my groups.” - Training Participant

We asked participants, what the three most important learnings were from this training for them; their responses included: the importance of creating space to talk openly about grief, loss, and change, and recognised how vital it is for individuals to feel heard and supported. Many highlighted that having a charter in place can help less confident staff feel empowered to contribute and support others.

The value of having resources to share with colleagues was also noted, alongside the need for ongoing conversations—particularly around developing a whole-school approach and policy. Participants appreciated the opportunity to deepen their knowledge and ideas, and reflected on the metaphor that grief is like the tide—constantly shifting. The importance of regular whole-community check-ins was emphasised, as well as the recommendation that bereavement and loss education should be delivered annually at age-appropriate stages.

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Relationships and Sex Education: Secondaries, Middles and Primaries

In 2024, LIFEbeat delivered several tailored RSE trainings for Secondary & Middle schools, and Primaries. The focus of these sessions is to equip schools with ways to develop their curriculum whilst learning how to create a safe learning environment for RSE teaching and learning.

Participants were given the opportunity to say if there are any specific topics they needed more help with and 75% named LGBTQ+. Another suggestion was becoming more up-to-date on the C-Cards scheme.

Following the trainings, some participants key takeaways were:

“Updated knowledge and linguistic tricks”
“A need to be more hands on and less discussion based”
“Support for creating, finding and making resources with lots of interactive and engaging activities to use in the classroom.”
“This training was useful to audit curriculum. Especially around topics which may not be relevant for local area.”

Following the training, participants were asked:

Annual Report 2024

Youth-Led Wellbeing Guide for Schools

In 2024, young people were consulted on their reflections on the 3 Somerset Wellbeing Framework pillars: Community and Belonging, Positive Relationships, and Healthy Lifestyles. They were tasked with suggesting practical changes for secondary schools to better embed these pillars in their school environments. The ideas from the day programme were captured by a live illustrator, and informed the basis of a Wellbeing Guide for Secondary Schools across Somerset, which LIFEbeat was commissioned to develop by Somerset Council.

Live illustrations from January 2024 Day Programme, capturing the Group’s Reflections

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This guide embraces the principle of Pupil Participation and represents secondary school pupils from across Somerset, empowering them to actively participate in giving feedback and in co-creating school culture to inform the health, wellbeing, and happiness of school community stakeholders. It is divided into two sections: Firstly, LIFEbeat young people identified the challenges and recommendations for schools on how to better embed the three pillars of wellbeing from Public Health’s Somerset Wellbeing Framework for schools. Secondly, young people gave their top tips and practical recommendations regarding LIFEbeat activities and practices, which could be embedded within school settings to enhance the wellbeing of all school stakeholders.

Click here or on the image above to read LIFEbeat’s Wellbeing Guide for Schools.

LIFEbeat’s Work With North London Schools

Supported by The Brown Rudnick Charitable Foundation, in 2024, LIFEbeat continued to work with a cohort of young people who were referred from their schools in North London. They were supported to attend LIFEbeat camps, and then LIFEbeat staff continued to work closely with them and their peers, through mentoring sessions to consolidate their learning, to continue to empower their voices and to build their resilience.

Of the young people from Camden Schools:

100% said that they had “listened to and supported others” whilst at camp
100% had “tried something new”
100% said they now take a positive attitude towards themselves
100% “intend to make positive changes when [they] go home” from camp
100% “want to make a difference in [their] community”

At the beginning and end of LIFEbeat programmes, young people are asked to complete a ‘Warwick Edinburgh Mental Wellbeing Scale Survey’. In this cohort of young people:

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Annual Report 2024

Only 57% of the Camden School referrals said they have been “feeling close to other people” when they arrived, compared to 100% at the end.

Without exception, all young people referred from Camden schools demonstrated an increase in their wellbeing indicators, with an average increase of 8.3 points (Warwick University describes an increase of 3 or more points as having a “meaningful change” on an individual’s wellbeing).[2]

During September 2024, LIFEbeat’s Outreach and Partnerships Officer connected with every young person from London who attended our Summer Camps, and their families and carers, and provided them with follow up and welfare support, with referrals to external agencies made as needed.

Case Study

One of the most powerful transformations we witnessed this year was Josh’s. Initially shy and withdrawn, Josh arrived at camp still carrying the weight of a painful experience - being laughed off stage during a school play where he’d played the lead. _“He seemed to want to be as small as possible,” a staff member recalled. But as the days unfolded, Josh began to open up - first during a kitchen workshop, then gradually in family group sessions. His confidence grew, and so did his connections. “He LOVED it!” his mother shared. “He came home with loads of stories and enjoyed the talent show. He wasn’t socialising before camp, and now he is himself again.”*_ By the final day, Josh was not just participating - he was performing in front of the entire camp, radiating confidence in the ‘unplugged challenge’ segment (championing young people to disconnect from their technology for the week). From silence to song, his journey reflects the heart of LIFEbeat’s mission: creating spaces where young people can rediscover their voice, their courage, and their joy.

*Please note that this young person’s name has been changed for anonymity

2 https://warwick.ac.uk/fac/sci/med/research/platform/wemwbs/about/wemwbsvsswemwbs/

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Annual Report 2024

Achievements Against Objectives

We summarise below LIFEbeat’s achievements against objectives for the period between January 1st - December 31st 2024.

Priority 1: Programmes and Practice

2024 saw considerable progress in relation to development of Practice Creative Practice trainings, with strong cohorts of new volunteers To strengthen our Creative Community trainings with a and seasoned facilitators. We delivered shorter residentials and strong cohort of facilitators ; develop and refine shorter succeeded in delivering our schools trainings and programmes half term residential programme offer and introduce our with London youth organisations and schools. Schools’ training and programmes to London schools. We have consistently gathered impact data in 2024 to evidence Priority 2: Evaluation outcomes with young people and have developed this to capture Evidence of the impact and outcomes of all programmes impact overtime. We have also captured case studies to provide a and activities. We will also strive to initiate academic more indepth picture into outcomes and impact regarding Youth links in order to prepare to share knowledge and leadership overtime with LIFEbeat. We have begun discussions practice in other sectors. with universities and we hope that evaluation will be a key priority with CAF in 2025. ~~—~~ In 2024 strong partnership links were developed with London Priority 3: Regional organisations to refer into our youth programmes and to our Creative Practice trainings. The London youth and staff Develop and nurture a London Creative community community was strengthened with lively programming and with programme activities; continue programme activity Council representation. Programmes were successfully delivered in Somerset with strong links into Creative Community networks in Dorset and Devon. in Somerset, with seeds sown via Creative practices, youth referrals from Dorset and Devon and a new volunteer cohort from Bristol and the Southwest. ~~—~~ The overall leadership succession plan is still in train. However new core executive appointments were strengthened particularly Priority 4: Organisational Structure in relation to our new Project Manager, who is a youth alumni and Plan for a succession plan to effect a leadership transition brings strong skills and commitment to LIFEbeat. New Youth and supported by a strong executive team. Community Councils were established to feed into strategic planning, with a view to clarifying the leadership transition pathway over time. ~~—~~ Priority 5: Governance Track progress on policy and practice in relation to Safeguarding was strongly enhanced with Trustee responsibility Safeguarding and DEI and to ensure that The Board of and expertise. A skills audit was begun with a plan to recruit and Trustees develops skills in line with strategic plan and is develop both a development advisory board and Trustee Board actively engaging and consulting LIFEbeat stakeholders in aligned to strategy over the next 3 years. strategic thinking and development. ~~—~~ Priority 6: Fundraising LIFEbeat continues to build diverse revenue streams and multiple Continue to establish and nurture a strong and sustainable year funding commitments in a difficult funding landscape. An fundraising operation with diverse revenue streams, important new funder (application made in late 2024) is a multiple year funding commitments to resource future resilience grant with The Arley Youth Programme and Charities strategic growth and development. Aid Foundation, which is a resilience building grant with Charities ~~=~~ LIFEbeat is a registered charity No. 1128680. Company No. 6632229. Registered address: Stanford Hall, Lutterworth, Leics LE17 6DH www.lifebeat.co.uk | T: 07557 349 005 | info@lifebeat.co.uk Page 35 of 39

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Annual Report 2024 Aid Foundation advisors. This will help LIFEbeat to develop the fundraising strategy and plan more fully in 2025 and beyond. ~~a~~ Priority 7: Communications and We have regularly communicated with our main stakeholders with Marketing lively and informative newsletters and on social media. We are Continue to build community via excellent comms with now looking to enhance our social media in 2025 and beyond with stakeholders and with a strong and active social media more youth-led content and by securing some voluntary expertise. presence via all platforms. ~~—=—ete~~ Funding in 2024 We would like to thank the following Trusts and Foundations for supporting LIFEbeat’s work in 2024

Brown Rudnick Charitable Foundation
John Coates Charitable Trust
The Childhood Trust and The Big Give
CHK Foundation
Nichols Charitable Trust
Taylor Wimpey
The Watson Foundation
The Rayne Foundation
Sloane Robinson Foundation
The Somerset Community Foundation
Troy Asset Management

We would also like to thank our individual supporters who have given so generously with particular appreciation to Mark Cheng, our Advisor, who continues to support LIFEbeat in numerous ways and Liz and Mike Peacock who generously supported The Big Give Campaign as pledge funders.

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Annual Report 2024

Objectives For 2025

We summarise below LIFEbeat’s objectives for the period January 1st 2025 - December 31st 2025. Priority 1: Youth Continue to strengthen our core offer and programme arc for camp beneficiaries. Diversify and expand our portfolio of programmes with a particular focus on Youth Programmes and Leadership embedding programme objectives of enhancing relationships with Practice self/others/natural wider world. Priority 2: Training Continue to strengthen our Creative Practice offer. Develop further level training programmes and look to strengthen evaluation of impact to share LIFEbeat’s model and Programmes approach more widely. ~~=~~ Priority 3: Build a model for formal organisational partnerships with referring organisations to enhance and strengthen our offer for young people and the impact of our training and Partnerships: community building. ~~—~~ Continue to consolidate the London LIFEbeat community with events, trainings and Priority 4: Regional social meet ups. Strengthen a Bristol base for the Southwest community with trainings, youth recruitment and programmes. Seed Creative Practice trainings in the Midlands. ~~a~~ Priority 5: Build on and develop academic links with universities. Enhance evaluation frameworks to consider all our programmes articulating outcomes and impact in relation to our Evaluation Theory of Change and model. ~~a~~ Priority 6: Empower and strengthen both the Adult and Youth Community Councils to inform Organisational programmes and direction of LIFEbeat. Build organisational structure aligned with a 5 Structure year strategy. ~~a~~ Ensure that The Board of Trustees monitors all policies and practice and is actively Priority 7: engaging and consulting LIFEbeat stakeholders in strategic thinking and development. Recruit and build a Board of Trustees with appropriate skills, roles and responsibilities Governance which operates to enhance LIFEbeat’s Mission, Values and Objectives and Goals. ~~=~~ Continue to establish and nurture a strong and sustainable fundraising operation with Priority 8: diverse revenue streams, multiple year funding commitments to resource future Fundraising strategic growth and development. ~~mii~~ Priority 9:[Enhance the profile and reputation of LIFEbeat via strong social media outputs, ] Communications communications and partnerships. and Marketing ~~=~~

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Annual Report 2024

Financial Review

Here is a review of the charity’s financial position at the end of the period including a statement explaining the policy for holding reserves and the amount of reserves held. The charity’s principal sources of funds are also presented together with performance of fundraising activities against objectives set.

At the end of 2024 a total reserve of £56,715.57 was held to ensure sufficient funds to cover circa 4 months running costs. The Trustees are satisfied that the £56,715.57 reserves together with an end of year surplus of £55,978.29 are sufficient year-end results to move confidently into 2025. In 2024, our overall income achieved was £166,410. LIFEbeat is in receipt of funding from Patrons and individual donors, Trusts and Foundations and Corporate funders.

2024 Breakdown:

Trusts and Foundations:	96,616
Patrons:	10,000
Individual Donors:	39,211
Corporate:	10,000
Gift Aid:	1,158
Interest:	811
Earned Income:	3,815
Statutory Income:	4,800
Total:	166,410

Total Income Breakdown 2024:

Fundraising:	155,826
Other:	5,783
Statutory Income:	4,800
Total Income:	166,410

Pricing Policy: LIFEbeat strives to provide opportunities for young people from disadvantaged backgrounds to attend our programmes and their places are fully funded. We offer a sliding scale of fees for our trainings as outlined below and also full bursaries where needed.

Residential Camps: Our youth programmes are fully bursaried, providing priority access to young people from disadvantaged backgrounds. We do however suggest a possible donation of £50 for young people returning to our programmes as youth leaders.

Community Activities: These are offered free of charge to all participating youth.

Trainings: Creative Practice Fees:

£120 (company or individual)
£90 (charity or youth worker)
£60 (student/unemployed concession)
Full bursaries on application

Structure, Governance and Management

LIFEbeat was established under a Memorandum and Articles of Association on 20 June 2008. LIFEbeat is a Charitable Company limited by Guarantee, incorporated 27 June 2008. Charity Commission Registration: 19 March 2009.

Charity name:	LIFEbeat
Charity registration number:	1128680
Company number:	6632229
Charity’s principal address:	Stanford Hall, Lutterworth, Leicestershire LE17 6DH

All members of the Charitable Board are in a voluntary position and receive no benefits. Our Trustee Board are Directors of LIFEbeat (a Company Ltd by Guarantee). No external body or person is entitled to appoint a Trustee or Trustees. As stated in LIFEbeat’s Memorandum of Association, the Charity may by ordinary resolution:

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(i) appoint a person who is willing to act to be a Director; and
(ii) determine the rotation in which any additional Directors are to retire.

All LIFEbeat Trustees are committed to making a positive contribution to the lives of young people in the UK, have attended LIFEbeat trainings/programmes and have an active interest in the young people who are our main beneficiaries.

Safeguarding

LIFEbeat annually reviews its safeguarding policies. All staff, adult volunteers and Trustees are Enhanced DBS checked and receive annual safeguarding training. We operate according to a Safer Recruitment policy which is annually reviewed.

Names of the Charity Trustees Who Manage the Charity

	Trustee name	Office (if any)	Name of person (or body) entitled to appoint Trustee (if any)
1	Peter Wozny	Chair	Trustees
2	Louise Wilson		Trustees
3	Tonie Scott		Trustees
4	Mma Yeebo		Trustees
5	Marie Cuffaro		Trustees

Name of Chief Executive Officer

Lucy Sicks, CEO and Founder. Lucy is a qualified psychotherapist, trained and experienced in integrative, systemic and family therapy. Previously, she held previous senior positions in the field of arts, fundraising and marketing.

Declarations: The Trustees have considered and reviewed LIFEbeat’s Mission and Objectives with regard to their public benefit. All our charitable activities focus on relieving the needs of young people and improving their conditions in life, to enable them to participate in society as mature and responsible individuals. The company has taken advantage of the small companies’ exemption in preparing this report. The trustees declare that they have approved the trustees’ report (including directors’ report). Signed on behalf of the charity’s trustees/directors

Signature(s) Full name(s) Tonie Scott ~~ee~~ Position Chair, Board of Trustees ~~ee~~ Date 17.09.2025 ~~[|~~

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LIFEbeat

(A COMPANY LIMITED BY GUARANTEE)

TRUSTEES REPORT AND FINANCIAL STATEMENTS year ended 31 December 2024

Registered office

Contents

LIFEbeat TRUSTEES REPORT FOR THE YEAR ENDED 31ST DECEMBER 2024

Structure, governance and management

LIFEbeat TRUSTEES REPORT (CONTINUED) FOR THE YEAR ENDED 31ST DECEMBER 2024

Objects of the company

Public benefit

Financial review

Role of Volunteers

LIFEbeat TRUSTEES REPORT (CONTINUED) FOR THE YEAR ENDED 31ST DECEMBER 2024

Achievements against objectives

Objective

Progress

LIFEbeat TRUSTEES REPORT (CONTINUED) FOR THE YEAR ENDED 31ST DECEMBER 2024

Achievements against objectives, contd.

Priority 5 Governance:

Priority 6 Fundraising:

Priority 7 Communications and Marketing:

LIFEbeat TRUSTEES REPORT (CONTINUED) FOR THE YEAR ENDED 31ST DECEMBER 2024

Plans for the future

Priority 1: Youth Programmes and Practice

Priority 2: Training Programmes

Priority 3: Partnerships:

Priority 4: Regional

Priority 5: Evaluation

Priority 6: Organisational Structure

Priority 7: Governance

Priority 8: Fundraising

Priority 9: Communications and Marketing

LIFEbeat TRUSTEES REPORT (CONTINUED) FOR THE YEAR ENDED 31ST DECEMBER 2024

Reserves Policy

Trustees' responsibilities

INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF LIFEbeat

Responsibilities and basis of report

Independent examiner's statement

LIFEBEAT

STATEMENT OF FINANCIAL ACTIVITIES (INCLUDING SUMMARY INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31ST DECEMBER 2024

LIFEbeat

BALANCE SHEET AT 31ST DECEMBER 2024

LIFEbeat

Notes to the accounts for the year ended 31 December 2024

1 Principal accounting policies

a Basis of accounting

b Incoming resources

c Cash flow statement

d Resources expended

e Charitable expenditure

f Unrestricted funds

g Restricted funds

LIFEbeat

Notes to the accounts for the year ended 31 December 2024 (contd.)

2 Voluntary income

3 Costs of charitable activities

4 Taxation

5 Control

LIFEbeat

Notes to the accounts for the year ended 31 December 2024 (contd.)

6 Staff costs

7 Debtors

LIFEbeat

Notes to the accounts for the year ended 31 December 2024 (contd.)

9 Restricted funds

LIFEbeat

Notes to the accounts for the year ended 31 December 2024 (contd.)

9 Restricted funds (continued)

10 Analysis of net assets between funds

Trustees’ Annual Report 2024 (including Directors’ report)

LIFEbeat Annual Report 2024

Contents

LIFEbeat Charitable Purposes and Activities

LIFEbeat Community

LIFEbeat’s Work With Young People

Residentials

Peer Mentoring

Youth Leadership

Community Arts Programmes