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2021-07-31-accounts

City Year UK A COMPANY LIMITED BY GUARANTEE

REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2021

CHARITY NUMBER: 1131350 COMPANY NUMBER: 06965846

CITY YEAR UK

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2021

CONTENTS

TRUSTEES’ REPORT 1-20
INDEPENDENT AUDITORS’ REPORT 22-24
STATEMENT OF FINANCIAL ACTIVITIES 26
BALANCE SHEET 28
STATEMENT OF CASH FLOWS 30
NOTES FORMING PART OF THE
FINANCIAL STATEMENTS 32-41

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CITY YEAR UK

TRUSTEES’ REPORT

FOR THE YEAR ENDED 31 JULY 2021

Trustees’ Report

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CITY YEAR UK

TRUSTEES’ REPORT FOR THE YEAR ENDED 31 JULY 2021

Reference & administrative details

Charity Name Charity registration number Company registration number: Registered Office

City Year UK 1131350 06965846 200A Pentonville Road London, N1 9JP

Trustees

Jonathan Beebe Aliza Blachman-O’Keefe AnnMaura Connolly Matthew Davies Charles Geffen Joseph Knoll Jim Balfanz Patrick Flaherty Pauline Maddison Rodney Williams Kasey Hooper Sachin Jogia

Chair of the Board

Appointed 20th April 21 Appointed 20th April 21

Senior management team

Kevin Munday Craig Burgess Debra Burke

Chief Executive Chief Operating Officer Director of Development and External Relations

Auditors

Knox Cropper LLP Chartered Accountants 65 Leadenhall St London EC3A 2AD

Bankers

CAF Bank 25 Kings Hill Avenue Kings Hill West Malling Kent ME19 4TA

Solicitors

Ashurst LLP Broadwalk House 5 Appold Street London EC2A 2HA

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TRUSTEES’ REPORT

FOR THE YEAR ENDED 31 JULY 2021

CITY YEAR UK

Our objectives and activities

Public beneft

In developing the objectives for the year and in planning our activities, the Trustees have considered the Charity Commission’s guidance on public benefit.

About City Year UK

City Year UK’s vision is of a society where the transformative power of full-time social action in schools is an integral part of growing up in the UK; supporting every child and young person to achieve their full potential.

Our mission is twofold:

Our Approach

We enable diverse young adults to volunteer full-time, for a year in schools with a high proportion of pupils eligible for free school meals. They are trained and supported to inspire, mentor and tutor children of all ages to overcome social, emotional and academic barriers to learning and, by realising pupils’ potential, realise their own.

Often volunteering in their own communities, our young adults gain real world experience and over 120 hours of dedicated leadership and development training. They leave with standout skills and new networks that set them up for any career.

Why they volunteer a year

Our volunteer mentors come from all backgrounds, but they share a common purpose; to tackle educational inequality in this country.

Around nine pupils in a class of 30 are growing up in poverty in the UK - some 4.3 million children. These pupils, living in the most deprived areas, already faced worse education and life outcomes before the pandemic and have now experienced consistently more learning loss than their peers: 3 months in maths and 1.2 months in reading at primary and 2.7 months in reading at secondary by the summer term 2021.

Their more affluent classmates have also been adversely affected. Better off pupils living in high areas of deprivation saw a similar degree of learning loss to disadvantaged pupils in areas with low levels of deprivation and pupils in parts of the north of England and the Midlands saw greater learning losses than other regions.[1]

In 2020, 49% of disadvantaged young people didn’t achieve a Level 2 qualification (GCSE equivalent) in English and maths compared with 22% of their peers. Research[2] highlights the stark consequences. 18-year-olds without Level 2 qualifications are almost twice as likely (29%) to be NEET (not in education, employment or training) as those with Level 2 qualifications (15%).

1 www.epi.org.uk/publications-and-research/epi-research-for-the-department-for-education-on-pupil-learning-loss/

2 www.impetus.org.uk/policy/youth-jobs-gap

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TRUSTEES’ REPORT FOR THE YEAR ENDED 31 JULY 2021

CITY YEAR UK

Who volunteered?

In 2020-21, 166 young adults, aged 18-25, answered our call to give a year to support pupils furthest from opportunity: an increase of nearly a third on 2019-20 and the largest number in our history. Despite the ongoing pandemic and a further school shutdown, 133 completed a full academic year, one of our highest completion rates for more than three years.

They served in 25 partner schools (up from 21 schools in 2019-20) across London, the West Midlands and Greater Manchester, all with a high proportion of pupils eligible for free school meals.

Our volunteer mentors 2020-21:

Background Education Ethnicity
31% were eligible for free school
meals
16% described themselves as
NEET when they applied for the
programme		 20% Graduates
2.5% Other
11% School / College leaver
66.5% University placement		 32% Asian
23% Black
6% Dual / Other
39% White

A volunteer mentor explains why she applied: “The world started to go downhill with COVID and the sectors that needed help more than ever were the voluntary sector and education. I got in touch with City Year, had my interview and the rest is history. I’ve learnt how powerful and important a school is in a child’s life and the amazing difference that a small group of volunteers are capable of making. I would massively recommend it. There’s so much to gain.”

Our unique impact in schools

Tackling interrupted learning and improving well-being

The pandemic has shone a spotlight on the urgent need for programmes like City Year UK within our education system. With each volunteer mentor giving 1,640 hours over a year, and typically serving alongside four others, a City Year UK team offers a considerable extra resource to already stretched schools supporting pupils who’ve suffered most.

As both inspirational role models and academic coaches, they are also a distinct type of resource, uniquely positioned to help schools tackle the broad sweep of challenges they’re facing, from curriculum catch up for individual pupils to improved well-being as a whole.

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TRUSTEES’ REPORT FOR THE YEAR ENDED 31 JULY 2021

Integral to school life, volunteer mentors start their day with breakfast club or morning welcome, provide in-class support, as well as one-to-one tuition, are extra eyes and ears at break times and go on to run after-school activities. That holistic role is key, giving them time to focus on social and emotional learning and academic support. They are there as much for pupils as they struggle with friendships as fractions, to help them master frustration and phonics and to build confidence alongside comprehension.

In 2020-21 we were determined to build on lessons learnt over the previous year and doubled down on the effects of interrupted learning, loss and anxiety. Our first step was to add an extra volunteer to each school team to increase our capacity to support more pupils and to introduce new creative well-being activities, alongside an increased focus on social and emotional learning.

Even as pupils returned to school in September 2020, we ensured we were able to deliver the programme virtually as required; not just for a future lockdown, which was sadly to come, but as ongoing support for isolating pupils. For many of our volunteers, in-person mentoring for pupils in school, alongside online sessions for those at home, became the ‘new normal’.

As a result of our work in 2020-21:

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TRUSTEES’ REPORT

FOR THE YEAR ENDED 31 JULY 2021

CITY YEAR UK

Progress of focus list pupils identified as having a particular risk factor* in 2020-21:

*Data provided by our school partners for focus list pupils

**Targeting attendance has been particularly challenging for volunteer mentors during the pandemic due to the ongoing disruption of school lockdowns, self-isolation of pupils and other COVID-19 related reasons. A study by think tank, Social Finance, found that disadvantaged pupils were least likely to return to school after lockdown.[3]

A volunteer mentor shares their experience: “One of my students had been out of school for 18 months, he hated it and suffered from anxiety. Initially I focused on bonding and creating a good relationship with him and set goals, one of which was to be in school for a whole day by the end of the year. He began doing English and maths and started to see that school isn’t as scary as he thought. Each lesson I’d slowly distance myself until I was no longer sitting next to him but would just check in. It is now the end of the year and he is in school for whole days and asking for extra sessions with me. He has come such a long way.”

Our emphasis on social and emotional learning

Mental illness increased from one in nine to one in six children during the pandemic and in an NAHT survey, 63% of school leaders stated that addressing the social and emotional burdens of the pandemic is a priority.[4]

Helping schools to create a positive environment goes to the very heart of what we do. Research shows that it leads to better pupil outcomes[5] and that caring, professional relationships are key. Pupils learn better when they feel physically and emotionally safe and supported by an adult.[6]

Our volunteer mentors have the time and training to be that adult. They build trust with individual pupils furthest from opportunity and once they’ve formed that bond, they can help foster a child’s social and emotional skills; strengthening and weaving them together with cognitive skills to underpin academic learning.

Through regular one-to-one check-in sessions, they introduce their focus list pupils to goal setting and personal responsibility, and they are a consistent presence, coaching them in the classroom, corridors and playground to manage their emotions, respect others, form friendships, show kindness, work in teams and solve problems.

3 www.socialfinance.org.uk/resources/news/disadvantaged-pupils-least-likely-return-school-after-lockdown

4 www.epi.org.uk/publications-and-research/social-and-emotional-learning

5 www.nationathope.org/wp-content/uploads/aspen_practice_final_web_optimized.pdf

6 www.urbanhealth.jhu.edu/_PDFs/media/best_practices/effective_schools.pdf

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CITY YEAR UK

Although it has been central to our approach since we launched, in 2020-21 we piloted and are now rolling out two new ways of measuring pupils’ social and emotional learning. The Devereux Student Strengths Assessment (DESSA) is an observation completed by our volunteers, while the Strengths and Difficulties Questionnaire[7] (SDQ) is a selfassessment completed by pupils and teachers. By bringing together these two measures we aim to gain a 360° understanding of our impact.

DESSA allows our volunteer mentors to measure the social and emotional competencies of their focus list pupils across eight different areas, ranging from self-awareness to relationship skills and self management to personal responsibility. It helps them identify where pupils are strong and where they might need some extra help or opportunities to grow. Each term, City Year UK calculates a social-emotional composite rating which categorises pupils as either showing ‘need’ for more support, being classified as ‘typical’, or showing ‘strength’. Between Term 1 and Term 3, across the whole of City Year UK, the percentage of focus list pupils showing ‘need’ fell from 27% to 14%, while the number showing overall ‘strength’, increased from 8% to 14%.

What teachers said about the impact our volunteer mentors had on focus list pupils (based on 275 responses to an end of year survey):

7 www.mentallyhealthyschools.org.uk/resources/the-strengths-and-difficulties-questionnaire-sdq/

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CITY YEAR UK

Two pupils sum up the volunteer mentor role:

“My City Year helps me with my work and she listens to my feelings.”

Delivering our programme during the continued pandemic

All of this has not been without its challenges and would not have been possible without this year’s cohort of volunteer mentors who have had to be more flexible, resilient and resourceful than ever before.

To continue to serve in school, volunteer mentors had to overcome their own anxieties relating to COVID-19. They had to keep motivated and try even harder to build relationships with some of the toughest to reach pupils, often through a computer screen or in the context of long absences. When schools reopened in spring 2021, those who hadn’t been in school, had to get used to being back in a classroom all over again and had the added responsibility of following new, and often changing, rules and safety procedures. They frequently had to show flexibility and leadership as some schools juggled significant staff absences due to sickness or isolation.

Volunteer mentors had to come to terms with the fact that it wasn’t going to be a ‘normal’ City Year experience. Much of their leadership development training had to be delivered online, there were fewer opportunities to socialise with their wider cohort and some of the activities they’d planned and looked forward to were delayed or had to be shelved. In that context, over 80% saw the entire year through - a testament to their commitment.

One of our volunteer mentors sums up their year: “It changed my perspective on how important it is to support kids in all environments. It taught me to fight through adversity and challenges. It allowed me to be braver, more decisive and willing to give everything from myself for a greater cause.”

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TRUSTEES’ REPORT FOR THE YEAR ENDED 31 JULY 2021

CITY YEAR UK

Social action as a career pathway in a pandemic

By dedicating a year to helping pupils learn, our volunteers learn too - through their real-world experience in school and our structured training programme which takes place one day a week. Typically, more than 90% of volunteer mentors are in further education, employment or training within three months of completing their City Year.

Overview of our leadership and development programme

Corporate mentoring

Employability skills

A 10 month programme matching each Sessions ranging from CV volunteer mentor with their own career writing and public speaking and mentor to give practical advice and presenting to interview skills, time introductions to networks. management and teamwork.

Aspirational experiences

Cross-sector career exploration through workshops, guest speakers, fairs and our corporate mentoring programme.

Aspirational experiences

Project management

Stakeholder management

Cross-sector career exploration through Responsibility for organising Experience of communicating with a workshops, guest speakers, fairs and in-school initiatives and the range of stakeholders from teachers our corporate mentoring programme. opportunity to run their own social and school leaders to employees of Specialist training for role in school action projects on other causes corporate partners. Encompassing everything from behaviour they care about. management to running extra-curricular clubs and pupil target setting.

In 2020-21, despite the ongoing disruption caused by the pandemic, we not only continued to support our volunteer mentors to develop their employability skills virtually and face-to-face but successfully implemented the planned update of our leadership and development programme to improve their experience.

We are proud to be one of the Skills Builder Partnership’s ‘trailblazer’ organisations and this year have systematically integrated the Skills Builder Framework into our training, alongside its associated measurement tool, the Future Skills Questionnaire. Both have been specifically created for young people and, as part of the City Year journey, have been chosen to help each of our volunteers gain the competencies that employers are looking for. The benefit to City Year UK has been threefold. It has enabled us to refine our impact, better demonstrate that impact and to help our volunteer mentors build self-awareness of the skills they need as they plan their future career.

Snapshot of end of year findings for volunteer mentors 2020-21:

Employability skills

Personal effectiveness

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CITY YEAR UK TRUSTEES’ REPORT

FOR THE YEAR ENDED 31 JULY 2021

Career readiness

• 77% agreed or strongly agreed that they can choose a career that fits with what they’re good at

Career choice

Historically, City Year UK has offered a strong staff pipeline for partner schools, and the education sector in general and despite the extra pressures involved in volunteering in schools this year, this cohort looks no different. When we asked what industry their career ambition is in, 51% of volunteer mentors said education, 40% charities and 25% social care, with some expressing interest in more than one sector.

A volunteer mentor explains how their City Year has helped them: “City Year UK has developed and instilled in me so many different lifelong skills both through my service in school and the weekly leadership and development days. It has pushed me out of my comfort zone and has made me realise I am capable of so much more than I thought. I would never have experienced such a growth in my personal development without City Year.

“The fact that I enjoyed going to school every day, despite the early morning starts which are no joke, has confirmed that working with kids is what I want to do. By taking advantage of numerous opportunities available through City Year for free, including working with a corporate mentor and completing level 2 and level 3 courses, I’ve been able to proactively work towards and pursue my chosen career as an Educational Psychologist.”

Well-being

We recognise that it’s important that we look after the well-being of our volunteer mentors, just as they look after the well-being of the pupils they support. In 2020-21, we made sure that well-being was fully integrated into our leadership development programme. Sessions were run by external experts on mindfulness and mental health, as well as in-house on resilience and personal well-being. Our Volunteer Appreciation Month in February incorporated a day off for every volunteer mentor, dedicated to self-care, and we initiated a series of ‘Well-being Wednesdays’ during lockdown. These optional drop-ins aimed to be fun and social, ranging from a talent show and baking to yoga and origami.

In a one-off well-being survey of 95 volunteers carried out at the end of January 2021, during lockdown:

Here’s some feedback we got from one volunteer mentor during the lockdown: “I love what City Year does and they always find a way to make you feel valued and appreciated. The Well-being Wednesday sessions have been a chance to connect with the rest of the team and have given me that urge to take more control of my health. Thanks to City Year I'm feeling the best I could be right now."

Achievements and performance

We are now at the end of the second year of our business plan and coming towards the end of the phase focused on growing our impact, so that we have a robust and proven programme ready for scale.

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TRUSTEES’ REPORT FOR THE YEAR ENDED 31 JULY 2021

CITY YEAR UK

We have made good progress in:

As a result, over the last 12 months, we have worked with more partner schools, engaged a higher number of volunteers and therefore supported more pupils than ever before.

Fundraising

During the year, City Year UK did not make use of any external consultants to undertake its fundraising activities. No data was shared with, or sold to, any external agencies. We did not undertake direct mail shots, send any unsolicited newsletters or approach any vulnerable individuals to support our work. A complaints policy is in place but we received no complaints during the year about any of our fundraising activities.

Financial review

Results

This year we have delivered the programme into 25 schools across four sites.

In anticipation of fundraising remaining constrained for the next 12 months, we made a series of organisational changes to reduce our costs. We left our Manchester and London properties, moving to smaller and cheaper shared office spaces and have used hired training venues for delivery of the leadership development programme.

In the context of such change the Statement of Financial Activities on page 26 of these financial statements shows net incoming resources for the year ended 31 July 2021 of £82,219.

This is the result of total incoming resources of £2,768,608 net of total resources expended of £2,686,389. This has resulted in unrestricted funds of £393,847 and restricted funds of nil at the year end.

Reserves

Trustees’ policy is to retain a prudent level of reserves from unrestricted income to;

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FOR THE YEAR ENDED 31 JULY 2021

CITY YEAR UK

TRUSTEES’ REPORT

Amount of reserves

The reserves at 31 July 2021 stand at £393,847 compared to £311,628 in FY20. The unrestricted reserves after adjusting for those reserves that can only be realized by disposal of tangible fixed assets (free reserves) amount to £393,846 compared to £311,167, an increase of £82,679.

The Trustees estimate that a prudent level of unrestricted reserves required for the charity to comply with its reserves policy is two to three months of total expenditure which at the year-end indicates free reserves between £447,731 and £671,597

Even with the charity increasing its reserves for the second year running, it is still below the target range set by Trustees to take account of the operating risks and future growth plans. The Trustees have therefore set another surplus budget and fundraising plan to rebuild reserves to the target level, with the expectation of achieving this over the next two years. In the meantime, they have put in place additional measures to monitor income and expenditure more tightly and have agreed contingency plans in case of any unexpected falls in income.

Assessment of going concern

In considering the likely going concern of the charity, trustees have assessed both the prospect of there being sufficient cash flow over the next twelve months to support operations, and the likelihood of being able to complete the next academic year with sufficient reserves based on current fundraising prospects. After assessing these risks, the trustees feel confident that our current fundraising strategy will result in sufficient income to remain a going concern. The trustees have also set clear budgets and goals to make operating surpluses and grow the reserves over the next two years.

Principal funding sources

We thank all our supporters to whom we are deeply grateful. Our major organisational sources of funding in 2020-21 (in alphabetical order) were:

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CITY YEAR UK

TRUSTEES’ REPORT FOR THE YEAR ENDED 31 JULY 2021

Principal risks and risk management

City Year UK’s Trustees have considered the major risks to which the charity is exposed and have reviewed those risks and established policies, systems and procedures to manage them. A risk register is updated at least annually and this is regularly reviewed to mitigate the risks the charity faces.

The principal risks are:

City Year UK has a safeguarding policy that covers all our interactions with pupils and all volunteers undertake child protection training before being permitted to volunteer in schools or work with children. Volunteers, staff undergo a DBS check before they can take up a paid or voluntary role with City Year UK. Policies and procedures are in place to ensure compliance with the health and safety of our staff, volunteers and visitors. There are internal policies and procedures covering HR, IT, GDPR/data protection, privacy and security as well as internal financial controls for the authorisation of all financial transactions and projects.

Plans for 2021-22

In the coming year, we have set ourselves three main objectives and 10 goals:

A. Continue to strengthen the City Year programme, to ensure that it is impactful in the post- COVID world

1. Extend our volunteer base to engage those who are often less likely to participate in social action, including more young men, young people who are not in education, employment or training and young people with disabilities

2. Strengthen our volunteer support so that it best prepares young people for the tougher job market and ensures their transition into employment at the end of their service year.

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TRUSTEES’ REPORT FOR THE YEAR ENDED 31 JULY 2021

CITY YEAR UK

3. Build additional school partnerships , particularly in primary schools and areas like Greater Manchester and the West Midlands, where our support is needed the most.

4. Adjust our programme to provide more impactful support to pupils recovering from COVID-related learning loss, including through more 1:1 social and emotional coaching, small group tuition and after-school enrichment.

5. Pilot the UK Year of Service and demonstrate the effectiveness of an employed ‘Youth Service Corps’ in tackling the aftermath of the pandemic.

B. Develop robust central services that enable City Year to achieve and grow its impact

6. Develop our people and better performance-manage them to outcomes.

7. Improve our data systems and impact management to better demonstrate the difference we are making.

8. Overhaul our finance systems and processes to maintain strong financial controls.

9. Clarify our marketing strategy and communicate it clearly through all of our work.

10. Increase our fundraising income , by diversifying our donor base.

By the end of 2021/22 we expect to have completed the impact improvements that we set out to achieve in the first phase of our business plan and will move on to the second phase of the plan to begin increasing the number of volunteers, schools and pupils that we can support.

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TRUSTEES’ REPORT

FOR THE YEAR ENDED 31 JULY 2021

CITY YEAR UK

Structure, governance and management

Governing document

City Year UK is a registered company limited by guarantee, incorporated on 17 July 2009 and registered as a charity on 25 August 2009. It was established under a Memorandum of Association which defines its objects and powers and is governed under its Articles of Association. In the event of the company being wound up, members (who are currently solely the Trustees of the charity) are required to contribute an amount not exceeding £10.

Recruitment and appointment of Trustees

The directors of the company are also charity Trustees for the purposes of charity law. Under the requirements of the Memorandum and Articles of Association, Trustees serve a three-year term. They can be re-elected and generally serve a maximum of three terms. The articles make provision for Trustees to serve additional terms in exceptional circumstances and with the unanimous agreement of all other Trustees.

During the year, two new trustees were elected and one existing trustee was re-elected for a shortened term. All Trustees gave their time voluntarily and receive no benefits from the charity.

Trustee induction and training

An induction pack for Trustees is in place, and all new Trustees are invited to meet with the Chair and Chief Executive to discuss the work of the charity and in particular to be informed of:

Trustees’ needs are assessed on an individual basis, and training is provided if required. During the year, all trustees received training on their safeguarding duties.

Organisational structure

City Year UK has a Board of Trustees who meet quarterly, as well as delegating specialist matters to committees where appropriate. Collectively they are responsible for the strategic direction, policy and financial sustainability of the charity. At present, the Board has twelve Trustees from a variety of professional backgrounds relevant to City Year UK’s work.

Recommendations on strategic direction, financial progress and day to day management of the charity’s activities are delivered by the senior leadership and wider staff team.

Arrangements for setting pay and remuneration of key management personnel

Pay and remuneration of the senior leadership team are set by the Chief Executive by reference to both internal pay scales and external benchmarking. This process is conducted by the Trustees for the remuneration of the Chief Executive.

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CITY YEAR UK

TRUSTEES’ REPORT

FOR THE YEAR ENDED 31 JULY 2021

Independent Auditors’ Report

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INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF CITY YEAR UK

Opinion

We have audited the financial statements of City Year UK (the ‘charitable company’) for the year ended 31 July 2021 which comprise the statement of financial activities, the balance sheet, statement of cash flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the annual report, other than the financial statements and our auditors’ report thereon. The trustees are responsible for the other information.

Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

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INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF CITY YEAR UK

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report included within the trustees’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 20, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

23

INDEPENDENT AUDITORS. REPORT TO THE MEMBERS OF YEARUK The Chartiable Cornpany is required tts complywlth both company law and challty law and. based on our knowledge of it$ actiwties. we identified that the legal tequirernent to accurately attount for restricted funds was of key significance. We gained an understanding of how the charitable company CoMp￿ed with its legal3nd regulatory frarnewor Including the requirement to property account for restricted fund5. through discussions with rnan4gernent and a Teviewof the documente¢ policies. procedure5 and controls. The audlt tearn. which isexper￿r￿ed in the audit of charities. Cons￿ered the charitable company'5 5uscepiibilty to iefial misstatement and how fraud Tnay occur. Our considerations IrKluded the rEk ol management override Our appioach was to check that all restricted income was properly identified and 5eparatÈty atcounied for and to ensure thal onlyvalid aNJ approprlate expendfture was charged to restricted funds. This included revlewingjournal adjustment5 and unusual transactk)ns. A luither description of our rtsponsibilitses for the audit of the financial stateTnents is located on the Finonciol Reptsrting Councll's website at". vhvw.frc.org.uklauditorsresponsibilities. This descrIpt￿n forms part of oui auditor's report. IT••￿ Ih••udltTrp•rt This reporr is maLle solely to the charitable company's members. as a body. in accordance with Chapter 3 of Parl 16 ofthe COmpan￿S Act 2006. Our audit work hès been undertaken. so that we might state to the chariiable comp3nI5 members those rnattets we are required to state to them in an auditor'5 reFX>rt and for no other purpose. To the hJlle5t extent permitted by law, we do not accept or assurne responsibility to anyone Other than Ihe charitable cornpany and the charitable cornpany's membets as a body. for ouraudit worl for this rÈw>rt or for the opinions we have formed. &mon Goodridge (Senior 51atutory Auditor) For 8nd on behalf of Knox Cropper LLP. Ststutory Auditor 65 LeadenPAU st￿et 08112121 London EC3A 2AD 24

INDEPENDENT AUDITORS’ REPORT

TO THE MEMBERS OF

CITY YEAR UK

Statement of Financial Activities

25

CITY YEAR UK

STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 JULY 2021

Income and endowments from
Donations and legacies
Grants and Donations
Other trading activities
Gala Dinner
Gift Aid Donation from Trading
Company
Investment Income
Charitable activities
School Fees
Total Income
Expenditure on
Raising funds
Costs of Generating Voluntary
Income
Charitable Activities
Programme Expenses
Total Expenditure
Net income/(expenditure)
Net Movement in funds
Reconciliation of funds
Total Funds Brought Forward
Prior year adjustment
Funds Brought Forward restated
Total Funds Carried Forward
Notes
2
4
Unrestricted

Funds

937,767
12,000
-
575
1,225,696
2,176,038
252,293
1,841,526
2,093,819
82,219
82,219
311,628
-
393,847		 Restricted
Funds
2021
592,570
-
-
-
-
592,570
-
592,570
592,570
-
-
-
-
-		 Total

Funds
1,530,337
12,000
-
575
1,225,696
2,768,608
252,293
2,434,096
2,686,389
82,219
82,219
311,628
-
393,847		 Unrestricted
Funds

839,179
111,455
5,446
1,037
958,806
1,915,923
291,303
1,598,024
1,889,327
26,596
26,596
279,470
5,562
285,032
311,628		 Restricted
Funds
2020
764,296
-
-
-
-
764,296
-
764,296
764,296
-
-
-
-		 Total
Funds
1,603,475
111,455
5,446
1,037
958,806
2,680,219
291,303
2,362,320
2,653,623
26,596
26,596
279,470
5,562
285,032
311,628

All incoming resources and resources expended derive from continuing activities. Funds brought forward in August 2019 have been adjusted for Gift Aid donation and management fees from City Year Trading

26

CITY YEAR UK

STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 JULY 2021

Balance Sheet

27

CITYYEAR UK BALANCE SHEET AS AT 31JULY 2021 21 2020 Not Flx•dlss•ts TangibLe A55ets Investrnent5 io 460 461 C¥rv•ntAM•t• Debtors Cash at Bank and In Hand 114.480 566.891 681371 199.968 585.043 785011 U•bllll Credilor5.' arnovnts falting due Within Ore Year 13 287.525 473.844 Il•t Curr•ntA•s•ts 393.846 31L167 16 395.847 31L628 Th•Fund¥ ofth• Ch•rlty: Unv•rtrf¢t•d Funrfi General Funds 393.847 31L628 Xvblct•d Funds Tot•lFunds 393.847 311.628 Approved by the Board ofTTUStees on.......... and soned on Its behalf by'.- Jonatha 8eebe Chair of Trustees Reglstered Company Number.. 06965846 Re9lSfered Charity Number.. 1131550 The note5 form part of these financial statements

CITY YEAR UK

BALANCE SHEET AS AT 31 JULY 2021

Statement of Cashflows

29

STATEMENT OF CASHFLOWS

CITY YEAR UK

CASH FLOWS FROM OPERATING ACTIVITIES
Net cash fows provided by (used in) operating
activities
CASH FLOWS FROM INVESTING ACTIVITIES
Dividends, interest and rents from investments
Purchase of Property Plant and equipment
Net cash provided by (used in) investing activities
NET CHANGE IN CASH AND CASH EQUIVALENTS
Cash and cash equivalents at the start of the year
Cash and cash equivalents at the end of the year		 (18,152)
-
-
-
(18,152)
585,043
566,891
£
2021		 252,096
5,562
461
5,101
257,197
327,846
585,043
£
2020

RECONCILIATION OF OPERATING SURPLUS TO NET CASH INFLOW FROM OPERATING ACTIVITIES

Net income/(expenditure) for the fnancial year
Adjustments for:
Depreciation charge
(Increase)/decrease in debtors
Increase/(decrease) in creditors
Net cash provided by (used in) operating activities		 82,219
461
85,488
(186,320)
(18,152)
£
2021		 26,596
20,625
(141,551)
346,426
252,096
£
2020

30

CITY YEAR UK

BALANCE SHEET

AS AT 31 JULY 2021

Notes Forming Part of the Financial Statements

31

CITY YEAR UK NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2021

1. ACCOUNTING POLICIES

(a) Basis of Accounting

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102 second edition) (effective 1 January 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention.

(b) Going concern

The trustees have assessed whether the use of the going concern assumption is appropriate in preparing these financial statements. The trustees have made this assessment in respect to a period of one year from the date of approval of these financial statements.

In particular, the Trustees regularly review detailed cashflow projections including all expenses, expected school income and the weighted pipeline for grants and donations prepared on a bottom-up basis. They also consider the risks of schools dropping out, the pipeline not coming through and the timing of receipts from schools and donors. The Trustees, having considered the projections and risks described above have a reasonable expectation that adequate financial resource will continue to be available for the foreseeable future. Based on this the trustees have concluded that the charity remains a going concern.

(c) Consolidation

The charitable company and its wholly owned subsidiary are a small group. The results and balance sheet of the wholly owned subsidiary are highly immaterial to the financial statements of the charity and so consolidated financial statements have not been prepared. See note 3 for the results of the wholly owned subsidiary.

(d) Income

Income consists of grants and donations and bank interest receivable. These are dealt with on a receivable basis, i.e., income is recognised when it becomes legally receivable. Where income has been used specifically for funding fixed assets, the income is recognised in the Statement of Financial Activities and depreciation on the fixed assets is charged against the relevant fund as it arises.

(e) Donations in Kind

Donations in kind are recognised both as income and expenditure where their value can be ascertained with reasonable certainty.

(f) Depreciation

Depreciation is calculated to write down the cost of fixed assets to their residual values over their anticipated useful lives on a straight-line basis. Fixed assets are capitalised where the acquisition value of each individual asset or class of asset is equal to or exceeds £1,000. The principal rates adopted are:-

IT hardware and software 33% pa Furniture and fittings 10% pa Leasehold Improvements 10% or 20% pa

32

CITY YEAR UK NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2021

(g) Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is recognised on an accruals basis. Whenever possible, expenditure is allocated direct to the activity to which it relates on an actual basis. Where actual allocation is not possible the costs are apportioned on the basis of staff costs.

(h) Restricted Funds

Where income is given for a specific purpose or project, the funds are treated as restricted and any surplus or deficit will be carried forward as a restricted fund until it is fully applied for the specified purposes.

(i) Value Added Tax

The Charitable Company is not registered for value added tax (VAT) and input tax is not recoverable. Expenditure is therefore recorded inclusive of VAT.

(j) Pension costs

The charity has a defined contribution pension scheme. Employer contributions are charged to the statement of financial activities in the period to which they relate.

(k) Financial instruments

The charity only has financial assets and liabilities of a kind that qualify as basic financial instruments. These are initially recognised at transaction value and subsequently valued at their settlement value.

33

CITY YEAR UK

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2021

2. GRANTS AND DONATIONS

Grants
London
West Midlands
Greater Manchester
Central costs
Other grants and donations
Gala Dinner
Government Furlough grants
Government Kickstarter
Scheme
Unrestricted
Donations in Kind
Computer equipment -laptops /
iPads
Staf training funded through
transfer of Apprenticeship Levy
-
-
-
-
12,000
-
-
906,462
918,462
-
31,305
31,305
949,767
Unrestricted

£
 -
-
-
592,571
75,000
209,995
17,000
147,800
449,795
-
118,232
24,544
-
592,571
Restricted


£
 -
31,305
31,305
1,542,338
75,000
209,995
17,000
147,800
449,795
12,000
118,232
25,544
906,462
1,511,033
Total
2021


£
 128,190
283,644
48,590
303,872
2020
Total
£
764,296
111,455
87,858
-
742,901
1,706,510
1,700
6,720
8,420
1,714,930

There were £31,305 in value donations in kind during FY21 (FY20 £8,420).

Several of our funders restrict their giving either to a region or to a specific team of volunteers. We have grouped these together by region for reporting purposes and have separately shown any other restricted funds not refined by region, but by other purpose.

34

CITY YEAR UK NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2021

3. COMMERCIAL TRADING OPERATIONS AND INVESTMENT IN TRADING SUBSIDIARY

The wholly-owned trading subsidiary, City Year London Trading Limited, which was incorporated in the United Kingdom on 3 November 2010, operates all commercial trading operations carried out by the Charity. The Charity owns the entire issued share capital of 1 share with a nominal value of £1. A summary of the trading results is shown below:-

Summary Proft and Loss Account
Turnover
Administration expenses
Management fee paid to parent charity
Proft before taxation
Tax
Retained earnings
Retained earnings brought forward
Gift Aid Donation to Parent Charity
Retained earnings carried forward
Summary Balance Sheet
Current Assets
Creditors: Amounts falling due within one year
Total Net Assets
Aggregate Share Capital and Reserves		 -
109
(109)
(109)
-
(109)
272
-
163
1,528
1,365
163
163
2021
Total
As at
31 July
2021
£

£		 1,460
1,188
272
272
1,400
1,060
340
340
68
272
5,446
5,446
272
As at
31 July
2020
2020
Total
£
£

35

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2021

CITY YEAR UK

4. TOTAL RESOURCES EXPENDED

Direct Programme Staf
Non Programme Staf
Volunteer Expenses
Volunteer Recruitment- Salaries
Volunteer Recruitment- Other
Programme Costs
Training
PPE & additional equipment to
support home working due to
Covid-19
Property & Maintenance
Staf Recruitment
IT & Telecoms
Staf Travel & Accommodation
Communications
Legal & Professional
Other Overheads
Fundraising Events
Depreciation
Afliation Fee
Reallocation of support
Costs

 -
245,378
-
-
-
-
-
-
-
-
-
-
-
-
-
6,915
-
-
835,451
-
718,328
104,673
48,749
50,434
73,010
43,742
-
-
-
8,283
13,113
9,840
-
-
-
25,018
-
309,395
-
-
-
-
-
-
78,211
6,322
91,428
1,016
-
10,178
6,905
-
-
-
835,451
554,773
718,328
104,673
48,749
50,434
73,010
43,742
78,211
6,322
91,428
9,299
13,113
20,018
6,905
6,915
25,018
852,754
554,310
486,495
91,508
46,301
45,418
49,698
-
308,420
32,262
67,757
17,039
16,530
18,960
14,357
3,726
20,625
27,463
Cost of
Charitable Support
2021
2020
Generating Funds Expenditure
Costs
Total
Total
£
£
£
£
£
252,293
-
1,930,641
503,455
503,455
(503,455)
2,686,389
2,653,623
252,293
2,434,096
-
2,686,389
2,653,623

36

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2021

CITY YEAR UK

5. NET INCOMING RESOURCES FOR THE YEAR

6.

This is stated after charging/(crediting):
Depreciation
Operating lease charges – land & buildings
Auditors Remuneration
Salaries and Wages
Social Security Costs
Pension Costs
Redundancy costs
STAFF COSTS		 -
-
9,840
1,320,410
125,951
47,442
-
1,493,803
Year Ended
31 July
2021
£
 20,625
155,903
9,340
1,327,769
120,368
45,914
3,699
1,497,750
Year Ended
31 July
2020
£

Employees who received benefits, excluding pension contributions in excess of £60,000 during the current period:

No. No.
Salaries and Wages - -
Social Security Costs 1 1
Pension Costs 2 2

The average number of employees during the year was as follows:-

Programme Staf
Fundraising, Administration and Support		 No.
29
16
45		 No.
30
12
42

The charity has a defined contribution pension scheme for its employees. Since 1 April 2017 the charity has operated this on an auto enrolment basis. In the current year contributions were paid on behalf of 34 employees (2020:40). As at the year end, £8,056 was outstanding (2020: £8,545).

7. KEY MANAGEMENT PERSONNEL

The key management personnel of the Charity are those persons having authority and responsibility for planning, directing and controlling the activities of the entity, directly or indirectly, including any trustee of the entity. For City Year UK they comprise the Trustees and senior management team. The total employee benefits, including employer pension contributions, payable to key management personnel during the year amounted to £278,465 (2020: £323,147).

37

CITY YEAR UK NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2021

8. TRUSTEE REMUNERATION AND RELATED PARTY TRANSACTIONS

None of the Trustees received any remuneration or were reimbursed expenses during the period (2020: none).

The following Trustees also have senior roles with some of the charity’s key funders:

Joseph Knoll - Managing Director, Towerbrook Patrick Flaherty - Managing Director of Credit Suisse, Global Markets Division Matthew Davies - Managing Director, Treasury Services, Global Banking Markets, Bank of America

We received £200,000 (2020: £280,000) from Credit Suisse, £65,709 (2020:£173,822) from Bank of America. In 2020 we received £25,000 from Towerbrook. There were no amounts due to or from these funders at the year end.

Five trustees also made personal donations to the charity during the year which amounted to £37,500 in total (2020: Six Trustees totalling £66,778).

Trustees, James Balfanz and AnnMaura Connolly are also the President of City Year Inc and Chief Strategy Officer, respectively. City Year UK has an affiliation agreement with City Year Inc. under the terms of which the schools programme operates.

9. TAXATION

As a charity City Year UK is exempt from tax on income and gains to the extent that these are applied to its charitable objects. No tax charges have arisen in the charity in the current period.

10. TANGIBLE FIXED ASSETS

At the end of July 2021, all leasehold improvements, IT equipment and software and furniture and fittings were fully depreciated and disposed of. The Charity did not capitalise any IT purchases or furniture and fittings during the year. The bicycle, £460, held on our books under the Cycle to Work scheme was transferred to the employee.

11. INVESTMENTS

INVESTMENTS
As at As at
31 July 31 July
2021 2020
£
 £
Investment in unquoted subsidiary undertaking
At cost £1 £1

See note 3 for further information.

38

CITY YEAR UK

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2021

12. DEBTORS

Due from Group Undertaking
Trade Debtors
Accrued Income
Other Debtors
Prepayments		 1,375
21,098
29,583
26,606
35,818
114,480
As at
31 July
2021
£
 425
49,413
107,306
17,203
25,621
199,968
As at
31 July
2020
£

13. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

Trade Creditors
Taxes and Social Security
Other Creditors
Accruals and Deferred Income		 56,300
34,198
24,507
172,520
287,525
As at
31 July
2021
£
 26,704
37,415
8,657
401,068
473,844
As at
31 July
2020
£

14. LEASE COMMITMENTS

At 31 July 2021 the charitable company had the following total commitments under non-cancellable operating leases:-

As at 31 July As at 31 July As at 31 July
2021 2020
Land &
Equipment		 Land & Equipment
Buildings Buildings
£ £
 £ £
Operating leases expiring,
Within one year - 18,345 -

39

CITY YEAR UK

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2021

15. MOVEMENTS IN FUNDS

Restricted Funds:
London
West Midlands
Greater
Manchester
Central Costs
Unrestricted
funds:
General Funds
Restricted Funds:
London
West Midlands
Greater Manchester
Central Costs
Unrestricted funds:
General Funds
Parent		 -
-
-
-
75,000
209,995
17,000
290,575
(75,000)
(209,995)
(17,000)
(290,575)
-
-
-
-
As at
1 August
2020
Incoming
Resources
Outgoing
Resources
Transfers
At 31 July
2021
£
£ £
£ £
-
592,570
(592,570)
-
-
311,628
2,176,038
(2,093,819)
393,847
311,628
2,768,608
(2,686,389)
393,847
-
-
-
-
128,190
283,644
48,590
303,872
(128,190)
(283,644)
(48,590)
(303,872)
-
-
-
As at
1 August
2019
Incoming
Resources
Outgoing
Resources
Transfers
At 31 July
2020
£
£ £
£ £
-
764,296
(764,296)
-
-
285,032
1,915,923
(1,889,327)
-
311,628
285,032
2,680,219
(2,653,623)
-
311,628

Restricted funds:

The application of these funds is subject to restrictions imposed by the funders with the grants available being allocated to certain categories of payroll and administration costs or to specific activities or events as specified in the grant agreements.

40

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2021

CITY YEAR UK

16. ANALYSIS OF NET ASSETS BETWEEN FUNDS

Fixed Assets
Net Current Assets
Net Assets at 31 July 2021
For a comparative period
Fixed Assets
Net Current Assets
Net Assets at 31 July 2020		 1
393,846
393,847
461
311,167
311,628
-
-
-
-
-
£-
1
393,846
393,847
461
311,167
311,628
General
Funds
General
Funds
Restricted
Funds
Restricted
Funds
Total
Funds
Total
Funds
£ £
£
£ £
£

41

Contact us

London (Headquarters) City Year UK 200a Pentonville Road London N1 9JP 020 7014 2680

/cityyearuk

Other Offices: Greater Manchester, West Midlands

cityyear.org.uk info@cityyear.org.uk

City Year UK is a registered charity (1131350) and company registered in England and Wales (06965846)