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CITY YEAR UK TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
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## WHO WE ARE
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WE ARE 5-13
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About City Year UK :
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Chair and Chief Executive's introduction
Mariyah and X's City Year story
The widening attainment gap in school and beyond
A year of social action with City Year UK: an overview A summary of our impact 2022-2023
## WHAT WE'VE ACHIEVED
## 14-31
Developingthe workforce of the future
Our holistic impact in schools
Our organisation
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Partnerships with purpose Awards
Financial review
## PLANS FOR 2023-2024
## STRUCTURE, GOVERNANCE AND MANAGEMENT
52-33
34-37
INDEPENDENT AUDITOR'S REPORT , 38-58
## AND FINANCIAL STATEMENTS
- ~ Statement of financial activities Balance sheet
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Statement of cash flows S.
Notes forming part of the financial statements
## ADDITIONAL INFORMATION
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59-62
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Reference and administrative details
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Trustees. Report
WHO WE ARE
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## CITY YEAR UK
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TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
## ABOUT CITY YEAR UK
## Our vision
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
- To give every pupil the chance to succeed, by partnering with schools to coach those furthest from opportunity to achieve the social, emotional and academic results they need to progress at every stage of their education; and
- — To tap into the talent, energy and idealism of diverse young adults to drive social change in education and develop the standout experience, leadership skills and networks to launch any career.
## 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.
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Often volunteering in their own communities, our young adults gain real world experience and over 170 hours of dedicated leadership and development training. They leave with the skills and networks that set them up for life.
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CITY YEAR UK TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
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CHAIR AND CHIEF EXECUTIVE’S INTRODUCTION In its 2023 manifesto, the Fair Education Alliance stated: “Our current “ul system isn't giving young people from all backgrounds the skills employers need and it's not giving them a positive experience of As | reflect on this schoolresponse.either."By harnessingYouth socialthe talentaction andoffersenergya of diverseblueprintid youngfor a holisticadults experience,. | am reminded: as mentors, Coaches and tutors, City Year UK empowers them to of the tremendous impact. tackleservingeducationalas a launchinequalitypadira for theirandiciclesbringcareers.enjoymentIt's a win-winatinto learning,ni **e** c that whilebuildschia that one person can have - extra capacity into our stretched schools and gives 18 to 25-year-olds on another's life... it is the real-world experience, underpinnedCen byciestraining and networking.Za immeasurable. growth that . In this report, we will look at the difference City Year makes to pupils occurs when someone feels furthest from opportunityplaice and to young eld adults about to start work. ” lich We'll share our progress codifying ‘student success coaching’iat as an seen, heard and valued. integrated: in-school domcevanesprogramme and how deliveringnbathat coachinidl —Mariyah,: City Year mentor, 2021-2022 provides a skills boost, with implications for improved social mobility, y ; : . ; ; mde . and school service leader, 2022-2023 earnings and job and life satisfaction. Last but not least, we will show ‘ how our donors, supporters and partners amplify our impact and without whom our programme would not be possible.
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Having pioneered youth citizen service in the UK since 2010, our two year pilot with UK Year of Service, offering paid work that pays back, is a perfect example. In the words of its Executive Director, Clara Goldsmith, it demonstrated “the effectiveness of the scheme through a deep understanding of what it means to empower young people to find jobs with purpose.” Thanks to the partnership we've been able to employ 31 school service leaders in pivotal roles; creating life changing opportunities vital in the context of the cost of living crisis.
With many young adults worried about the affordability of giving a year, volunteer recruitment has been challenging. In response, we've continued to focus on enabling participation and ensuring that the capabilities mentors gain open up new possibilities and transform prospects. This year, we've enhanced both our careers pathway and wellbeing programmes, as well as trialled wrap-around support to mentors previously not in education, employment or training (NEET). We were truly * honoured to be oneofjust 20 recipients of the Queen Elizabeth II Platinum Jubilee Volunteering Award for our work. Aged 5 or 25, youth social action builds positive relationships, encourages a growth mindset, gives a sense of belonging, reveals strengths and breaks down barriers to opportunity. Mariyah reflects on “the immeasurable growth that occurs when someone feels seen, heard and valued.” That relationship is reciprocal at City Year UK. It is because our mentors ‘see’ the pupils they support and pupils ‘see’ their mentors that both can achieve their potential.
## Yours in service,
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Jonathan Beebe, Chair of the Board of Trustees Kevin Munday, Chief Executive
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1 www faireducation.org.uk/ fair-education-manifesto
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a MARIYAH AND X’S CITY YEAR STORY , -— % Mariyah explains how she mentored, coached and tutored a Year 10 student, X, to believe © that he can succeed at school. ‘In the process, she has become a leader. & “When| first met X, he was getting ‘Initially, we did a lot of work 1:1 and in small behaviour.detentions Heand hadoften givensuspendedup on his educationfor persistentand didn’tdisruptive have any groupsand to catchto helpup onwithall theclassroommissed work,expectationsas well , aspirations. His attendance was dropping, leading to frustration as helping with self-reflection and managing his in lessons as he didn’t understand what was being taught. reaction to stressful situations. Fidget toys have His behaviour was causing issues for the rest of the'class and worked really well and he attended voluntary afterfrustration and anger led to difficulties at home, as well as school. school sessions with me. "X is much more engaged in his learning now. He comes to me with questions and advice on what he needs to do to develop. further. He is finally proud of what he is achieving, recognises his growth and looks forward to sharing his report with teachers or telling mum about the work he is doing in school. He is a lot more positive. In the past, our Monday morning conversations were around something stressful or frustrating over the weekend but he is able to recognise and share positive experiences much more now.” ; What X’s teachers said: : "X has gone from a student I felt was, to be ‘I've seen a huge improvement in his engagement in lessons honest, ‘unteachable'to someone who we have and general behaviour as a result of Mariyah’s hard work. a fighting chance with. He has tried so, so hard = Constant communication with home, having high expectations and with his BTEC controlled assessments and this is giving him strategies to manage his behaviours when he is being entirely down to the hard work and determination distracted have all really helped and we have started to see a huge of Mariyah.” improvement in howX is tackling school work.”
## Mariyah adds:
## City Year UK’s double benefit
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“| started my journey: with no work The support and connection that pupils need - the positive experience, lacking employability skills, no — relationships, growth mindset and sense of belonging - correspond university degree and an overwhelming _ to those that help mentors to be and feel successful. As Mariyah’s feeling of imposter syndrome. At first, my experience shows, by establishing a rapport with pupils and intention was simply to give back to the discovering their strengths, mentors often reveal their own. community and support the students with their education. Little did | know that this’ In September 2023, Mariyah started as a pastoral assistant at the opportunity would become a catalyst for my same school. own growth as a leader. ; “lam grateful for the opportunity City Year has ee “| really like that Miss Mariyah has moved provided me to make a meaningful impact on from being with City Year to now being young lives, to be a beacon of hope and to TS staff. She listens to me.” show them that they are not alone.” —Year 9 pupil
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CITY YEAR UK TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
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## THE WIDENING ATTAINMENT GAP IN SCHOOL AND BEYOND
## The Social Mobility Commission, State of the Nation, 2023
‘Socio-economic disparities start early in life, before a child starts compulsory schooling and continue during those years. This is also the case fora person's career in the labour market.’
Evidence shows that disadvantaged children may have been more severely impacted by disruptions in learning due to the pandemic than their better off peers:
## At age 11
- ° In 2021-2022, more than half (57%) of disadvantaged pupils didn’t achieve the expected standard in reading, writing and maths, compared to around a third of non-disadvantaged pupils (34%)
- ° This gap has widened since before the pandemic from 20% in 2018-19 to 23%
## At age 16
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- ° In 2021-2022, 70% of disadvantaged pupils didn't achieve a 5 or above in maths and English, compared to 43% of all other pupils :
e — Since 2018-2019, the gap has widened from 25% to 27%4
## Post 16
- e There is a 30% gap in Higher Education participation between those from the higher professional (51%) and the lower working classes (21%). This is one of the largest class inequalities that the Social Mobility Commission reports
- e Among young people with similar educational levels, there are significant socio-economic background pay gaps. Those from higher-professional backgrounds earn 18% more than those from a lower working-class background who have the same level of education®
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2 Social Mobility Commission, 2023, State of the Nation 2023: People and places
3 Social Mobility Commission, 2023, State of the Nation 2023: People and places 4 Social Mobility Commission, 2023, State of the Nation 2023: People and places 5 Social Mobility Commission, 2023, State of the Nation 2023: People and places .
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CITY YEAR UK TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
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## A YEAR OF SOCIAL ACTION WITH CITY YEAR UK
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_ Anoverview
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In 2021-2022, we reported how City Year UK is empowering young adult mentors to tackle educational inequality; connecting social, emotional and academic learning in schools; developing the talent pool of the future; and partnering with donors, schools and universities to enhance our impact. That vital work continues, so this year we've retained those themes but have shifted the emphasis to highlight the interconnections that are at the heart of our programme and the synergy they create. In the words of a former mentor, “When you work to change the life ofanother, it inevitably changes you.”
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| did not expect myjourney and growth to be as rewarding
and profound. | joined City Year with minimal confidence and .
| am now leaving feeling more empowered. The leadership
development programme has given me multiple opportunities.”
-Simran, City Year mentor ,
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## CITY YEAR UK
TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
# CITY YEAR UK 2022-2023 A SUMMARY OF OUR IMPACT
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## THE NEED
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"Before City Year, | was at a critical juncture in my life where { was extremely unsure about the future. City Year presented the opportunity to be part of something so special and purposeful.” ; = ~Mutsa Ashley, City Year mentor .
“| would like more support with my anger, social
anxiety and emotions.”
~Year 9 pupil
ns . I'm nervous for‘ exams and not confident to pass. —Year i1 pupil
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OQ EMPOWERING
| al! City Year UK gave 16,216 young people, aged 5 to 25, the opportunity to help each other achieve their
== potential through youth social action.
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YOUNG ADULTS o
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PUPILS : From 24 schools across London, the West Midlands and Greater Manchester
103 diverse 18-25 year olds signed up to tackle educational inequality and gain skills for their future careers:
. 96 volunteered as mentors. :
868 focus list pupils aged 5-16 chosen by schools to receive regular 1:1 support
. 7 school service leaders on placements with UK Year of Service
' 16,113 pupils benefited from mentors’ wider contribution to a positive learning environment _ i
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ABOUT CITY YEAR MENTORS: ia 19%10% had were beennot eligiblepreviously for freein education, school meals employment or training
ABOUT FOCUS LIST PUPILS: 65%58% eligibleeligible forfor freepupil school meals premium
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37.5% special educational needs i
Education Ethnicity 24% English as a sevone language
75% university ao | 39.5% Asian < «6, Sees ored anenchiaren
placement 23 38% White (ft ( | ; .
15% graduates 48% Black jac struggled bai Bagieh
10% school / college 3% Dual pei had a sais emotional or mental peal need
eawers 4.5% Other _ 87% struggled with maths
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## CITY YEAR UK TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
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pe CONNECTING { By serving full time for a year in classrooms, corridors, clubs and playgrounds, mentors built a q(Aaer trusting,and providedprofessionalthe foundation rapport withfor their pupils. own Thatpersonal relationshipand professional was the secretgrowth. to their success in school M : Each mentor typically gave 1,365 hours of service in My mentor mentor is a very good and nice good and nice and nice nice person. school over the 2022-2023 He helps me helps me me with my work and to behave a my work and to behave a work and to behave a and to behave a to behave a behave a a lot. He takes me me out of academic year. lessons when when I'm struggling and comes and comes comes into my lessons when my lessons when lessons when when
M : My mentor mentor is a very good and nice good and nice and nice nice person. He helps me helps me me with my work and to behave a my work and to behave a work and to behave a and to behave a to behave a behave a a lot. He takes me me out of lessons when when I'm struggling and comes and comes comes into my lessons when my lessons when lessons when when | need help with my work and behaviour.” —Year 8 pupil
“My role as a mentor has allowed me to play an instrumental role in the lives of my students. | have challenged them to be the best version of themselves, imbued them with self-belief, been there to make a safe space and encouraged them to fulfil their potential. While it has sometimes been an uphill battle, seeing my mentees succeed has been a fantastic reward. | have notjust changed my students but this experience has changed me for the better.” —Mutsa Ashley, City Year mentor
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< DEVELOPING
f Pupils were tutored, coached and mentored to develop and integrate social, emotional and academic
cs
ae” skills while mentors gained the transferable skills for any career.
MENTORS: PUPILS:
Each mentor received: Together, City Year mentors ran 347 different school-based
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MENTORS: PUPILS: Each mentor received: Together, City Year mentors ran 347 different school-based clubs - 11 days of training to get them started or initiatives encompassing: - year-long support and development - curriculum support: 47% , from City Year staff in school - extra curricular activities: 30% - 170 hours dedicated to their - school community support: 16% personal and professional development: - 1:1 coaching: 7% * ° apersonal development plan. Mentors were integral to the school day from * owncareermentor - breakfast clubs to breaktime duty; coding to catch - “8 cross-sector career exploration ok j up; multi-sports to maths; school trips to study club; * access to new networks 0 et and parent engagement to pastoral support: e CMI Level 3 opportunities in ome Leadership and Management and Coaching and Mentoring :
Coaching and Mentoring : M “| had no idea how much | could change in a single year. | have gained numerous talents and matured as a Students enjoy the trust and the input from person. Ifyou asked me if|would recommend anyone City Years. There have been strong relationships formed * to do a placement, | would say yes, GO FOR IT!” which have helped students both academically and pastorally.” —Nazia, City Year mentor -Year 10 teacher
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## CITY YEAR UK
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## TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
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## OUR IMPACT
End of year outcomes
## MENTORS
## FOCUS LIST PUPILS
Transferable skills: Progress by key indicator self-motivated: 98% ‘can set their own goals’ Of focus list pupils categorised as at risk of not realising their teamwork: 95% ‘work well with others’ deni pet eee recognise strengths: 95% ‘can choose a career that fits Tere a : i pi oo i with what they're good at’ behaviour: 66% reduction in negative incidents reflective: 90% ‘can learn from mistakes’ curriculum attainment: 75% improved or maintained in : maths and English CAREER READY: : PUPILS’ PERSPECTIVE ON CITY YEAR:
97% believe they ‘will be successful at interviews’
92% ‘can write a strong CV’
_ 89% ‘can give a formal presentation’ 95% of mentors in further education, employment or training within 3 months of completing City Year UK
94% ‘mentors help me understand school work’
92% ‘mentors help me build good relationships with teachers’ 90% ‘mentors help me build good relationships with other students’ 90% ‘mentors help me enjoy school’
*Studies have highlighted how the rate of absence in schools has increased significantly since the pandemic.®
GA ‘ PARTNERING Oy Our partners make City Year UK possible. Thank you 2i schools across London, the West 68 placement students from 32 7 school service leaders on Midlands and Greater Manchester universities served as mentors placements with UK Year of Service
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“UK Year of Service unlocks the power of the next generation to help solve some of our toughest challenges, putting them into paid positions of work and helping communities where the needs are greatest. The school service leaders who completed their UK Year of Service with City Year UK provided invaluable coaching and support to students within the schools where they were placed. City Year UK has been a vital partner for UK Year of Service during this pilot phase, demonstrating the effectiveness of the scheme through a deep understanding of what it means to empower young people to findjobs with purpose.” ~Clara Goldsmith, Executive Director, UK Year of Service
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53 corporates, trusts, foundations, individual and family donors provided financial support and engagement
critical to our impact : ;
1,619 pro bono hours 299 pro bono hours to provide pupils with outstanding
in support of mentors opportunities
industry exploration days interview and CV skills mini marathon running art with the National
workshops Gallery i
learning from leaders a mentor for each of our digital skills and app design employability skills
: mentors workshops
“The City Year mentors truly are an inspiration, the work they do has a real impact on young people and it's a privilege to
watch them makea difference.” ° ;
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—Ana Carolina Santos, Vertex Foundation Board Member
6 House of Commons Education Committee, 2023, Persistent absence and support for disadvantaged pupils
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WHAT
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ACHIEVED
CITY YEAR UK TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
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## DEVELOPING THE WORKFORCE OF THE FUTURE
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onDespite the jobtheladdertight labouris still market,a challengesecuringfor manya positive youngfirstpeople.step _ [J —— i i.
Earlier this year, the Institute for Employment Studies found | ‘bh ‘Bit \ Aers
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Just over a quarter hired younger workers because it's more a ae
affordable, with interviews recording that it was often into ~ ay ~~ o ' =
low-skilled and low-paid jobs. Obstacles were identified as \ : a. % \, ™ .
a lack of skills (42%), lack of experience (36%) and a lack of 1s -. “
fid 4%)? f (i ri) i
confidence (34%) % cy . i )
Too many young people continue to face the catch 22: no — F ‘ J f
skills, no job; no job, no skills but for others, the danger has “a a. |
become: no skills, dead-end job; dead-end job, no skills. ben —— “A “
According to the Skills Builder Partnership, once in work, 46% 9 a ws LY W
of young people felt able to regularly build their essential |<- TMF = wT
skills but nearly the same proportion (45%) did not d e ;
Making the case for youth social action b,
ry \
“Challenges with recruitment were one of the key issues ae \
facing employers in 2022... investing in the young workforce E
is an intrinsic part of the solution.”
—Institute for Employment Studies?
The urgent need for programmes like City Year UK, which which help diverse young adults bypass the ‘skills trap’.of lowof low low pay and
low prospects and lead to ‘good jobs’, is clear. However in 2022-2023, the cost of living crisis hit our mentor recruitment.
We dipped from 105 full-time volunteers in 2021-2022 to 96 and of those not completing the programme, nearly 1 in 5 gave
finances as the reason.
“The cost-of-living cost-of-living crisis was the biggest concern concern for students, students, with 7 in 10 students in 10 students 10 students students (69%) worrying about money either daily about money either daily money either daily either daily daily
or weekly.” weekly.”
-Cibyl, September, 2023
In response, we've: .
introduced new widened our range of university incorporated feedback from
j approaches partnerships; working with 32 mentors to inform our leadership
and increased; financialtoparticipationbroaden support studenthigherinstitutionseducation placements to offer 4Ka andcareersprogrammedevelopment pathway and Ee>9,
available, including hardship grants
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The urgent need for programmes like City Year UK, which which help diverse young adults bypass the ‘skills trap’.of lowof low low pay and low prospects and lead to ‘good jobs’, is clear. However in 2022-2023, the cost of living crisis hit our mentor recruitment. We dipped from 105 full-time volunteers in 2021-2022 to 96 and of those not completing the programme, nearly 1 in 5 gave finances as the reason.
“The cost-of-living cost-of-living crisis was the biggest concern concern for students, students, with 7 in 10 students in 10 students 10 students students (69%) worrying about money either daily about money either daily money either daily either daily daily or weekly.” weekly.”
7 Institute for Employment Studies, 2023, Bridging the Gap: Making young people a vital part of every workforce 8 Skills Builder Partnership, 2021, Better Prepared, Essential skills and employment outcomes for young people 9 Institute for Employment Studies, 2023, Bridging the Gap: Making young peoplea vital part of every workforce 10_https://www.cibyl.com/cibyl-insights/how-is-the-cost-of-living-crisis-impacting-student-and-graduate-=choices
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## CITY YEAR UK
TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
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## Developing our Careers Pathway programme
“City Year gave me the chance to grow both personally and professionally and it was clear from my first interview that they were willing to invest in my development as a leader. This was exactly what | wanted: to develop more well-rounded skills and build my confidence.”
—Hope, City Year mentor, 2021-2022 and school service leader, 2022-2023
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Our aim is to ensure that City Year is accessible to diverse young people and that giving a year is worth their investment. Our mentors need to have the confidence that they'll gain the right skills and opportunities for their journey into worthwhile employment.
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Steps to improve take up of - deepened our understanding of the target market the mentor role - re-stated our case for City Year as a stand out option post-18, post-university or for a student placement
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- piloted targeted, holistic support for NEET young people
Value added to accelerate career progression
- goal not just to get a job but to get a better job
- additional CMI Level 3 qualification
Improved access to business - focused post-pandemic on providing in-workplace visits and employer engagement - partnered with a broader range of industries
= introduced paid internship opportunities post City Year
Future plans
In 2023-2024, in response to the cost of living crisis:
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- increasing mentor expenses by 25%
- piloting part-time service model
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## Longer term:
- aspire to provide end of programme grants to support mentors’ progression
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- continue to campaign for better recognition of UK Year of Service and provision of minimum wage
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## TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
; FOR THE YEAR ENDED 31 JULY 2023 . Member of Measuring our impact with the Skills Builder Partnership O Skills"AR INERSHBuilder “The mission of the Skills Builder Partnership is to ensure everyone builds the essential skills to succeed. Higher levels of essential skills means. people are less likely to be unemployed and they have higher levels of wellbeing. But we also know that opportunities to build these skills : effectively are limited, particularly for individuals starting from a position of disadvantage and from underserved groups. , “Skills Builder are delighted to be working with City Year UK to provide mentors with opportunities to effectively build essential skills. These young people are supported brilliantly to identify their strengths and areas for development, to reflect on the essential skills they are building throughout the programme, and to track and celebrate the progression they are making. The leadership and development programme has achieveda Skills Builder Impact Level 4, the highest level that can be achieved, because it supports the mentors in setting goals for the skills they want to develop and, after the programme, to track and quantify the progress they have made.” ~Tom Varley, Impact Organisations Manager, Skills Builder Partnership _
In 2022-2023, our mentors made significant gains across all 8 essential skills defined by the Skills Builder Partnership as the highly transferable skills that you need to do almost any job. ‘Listening’ showed the highest overall rating and ‘speaking’ registered the greatest improvement. The measurement tool is based on self-assessment but every mentor cross references their scores with their school’s City Year staff member to ensure a robust rating.
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Linking skills to prospects : . :
Research by the Skills Builder Partnership has correlated those with higher skills with improved social mobility, employment;
earnings, job and life satisfaction. Using their calculator’, we can estimate potential life outcomes for specific age groups, ~
linked to the skills they gained during their City Year. i
ON AVERAGE, CITY YEAR MENTORS
PROGRESSED REHA Gicu 1a NO PROAPECTS — 5.)
FROM: (9)
i ‘advanced’ (the third second quartile) n AS? es
quartile) in: in: : Sy re aces Gate
SPEAKING © o CRADERSI WT Higher earnings
& TEAMWORKLISTENING (»)) oO STAYINGAIMING POSITIVEHIGH 4) 11% wage premium
?) CREATIVITY PROBLEM SOLVING Reduced unemployment
Py) 18% less likely
improved life and job satisfaction
17% better
TAKING AN AGGREGATE SCORE average of
ACROSS ALL 8 SKILLS AT cs AO in aneitional Grose earnings te —
THE END OF THE YEAR:
54% of mentors 43% of mentors Laity cea by eka ne education level, heaith,
69% of mentors “One of the biggest things i've learned was ;
move d ip at lea ne sk a tile that | can make a change and impact many
ne sae! se 2 a wo ; ie chi people. | have developed teamwork, creativity,
started’ to ‘advanced’. positivity and most importantly had work
; experience and adjusted to getting up early!”
; , —City Year mentor
. 11 Skills Builder Partnership, 2023, Essential Skills Tracker 17 ‘ ,
12 Skills Builder Partnership, 2023, Essential Skills Tracker
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## (, Leadership and development programme highlights 2022-2023
## Activity
## What mentors said:
Career ready day 84% enjoyed it ‘a lot’
"A really well organised and enjoyable day with plenty of opportunities to network, learn, set goals and reflect.” “Insightful and gave me a greater awareness of the best : approaches to interviews.” "| have learnt a lot about the theories of leadership and management. | used to think that | wouldn't be able to lead because of my shyness but| think that | could use these going forward.” and initiative, creativity, persistence and and all strengths now thanks strengths now thanks now thanks thanks to City Year.” ‘
## interview with a corporate partner
&8% found it very useful for personal and professional. development
CMI Level 3 in Leadership and Management 94% passed 74% agreed it had enhanced their skills :
“Communication skills, leadership and management, independence and initiative, creativity, persistence and and dedication, time management, attendance and punctuality are all strengths now thanks strengths now thanks now thanks thanks to City Year.” —City Year mentor
## lew additions for () 'N dditions for 2022-2023
CMi Level 3 in Coaching and Mentoring : 91% agreed that the qualification would help them in their role
80% felt it was relevant to their future career aspirations
New networks and internships
70% learnt ‘a lot’ at their industry visit. 66% said it ‘exceeded’ expectations
‘I've gained new ways of dealing with situations with focus list pupils, how feedback works both ways, how to set goals and different coaching and mentoring ; techniques that | otherwise wouldn't have known about.” “| enjoyed the fact that we got to talk to the people working in the field, that we got to explore the industry through discussion." :
3 mentors benefitted from summer internships
?
‘The internship went super well. | really enjoyed it and will definitely take a lot away from it.”
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CITY YEAR UK TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
;
## OUR HOLISTIC IMPACT IN SCHOOLS
;
,
The case for coaching more than catch up “The Fair Education Alliance is clear that our education system is not working for every child and needs longer-term systemic changes. If the core purpose of education is to prepare every young person, no matter their background, for work and life, we believe we must value their wellbeing, skills and inclusion alongside academic attainment.” —The Fair Education Alliance®
The Fair Education Alliance highlights how education should be fostering “a sense of belonging and opportunities to develop... passions.” Instead, we are seeing worsening wellbeing and disengagement as social and emotional needs go unmet. In the autumn term of 2022, persistent absence rose to 24%5 and focus groups conducted by the Centre for Social Justice (CSJ) found that anxiety is the biggest driver’.
Over 1 in 6 children aged 7-16 had a probable mental health disorder in 2022, up from 1 in 9 in 2017. They are less likely to feel safe at school, report enjoyment of learning or having a friend for support.” The CSJ heard the need for a greater focus on mental health and wellbeing and the value of a whole-school approach, which puts the child at the centre. Focus group participants added: “Young people need an adult to confide in who they can trust.” They highlighted the benefits of a third party, separate from school and home. :
. City Year UK’s role in school has always been to provide just such holistic support and our programme is evolving to ensure that we provide an intentional counter to the attainment gap in the context of these broad and magnified challenges. : Based on feedback and experiences of practitioners and partners in the UK and US, we have developed a student success coaching framework so that our mentors continue to be embedded in schools and remain central to creating welcoming, safe and engaging learning environments where all pupils can thrive. :
## Student success coaching
: :
“| have seen clearly that children aren't absent from school because they don’t want to learn. On the contrary they are desperate to learn but every day thousands of children find themselves without the support that they need to engage in education and attend school.”
—Dame Rachel de Souza, Children's Commissioner for England’®
Key to student success coaching is the connection between mentor and pupil. All other drivers contribute directly or indirectly to this developmental relationship, underpinned by trust, genuine care and belonging. Mentors challenge pupils to take accountability for their own growth, involve them in decision making and expand their sense of what is possible, while providing support and understanding. Crucially, a mentor is someone to talk to who isn't a teacher and can elevate pupil voice to school staff. “[Pupil] speaks openly with her mentor about her worries and struggles. They are working on her aspirations and giving her purpose behind what she is doing. [Pupil] trusts her mentor and this support helps her to engage more positively in her lessons.” —Teacher
13 Fair Education Alliance, 2023, Fair Education Manifesto: achieving a fair education in England
14 Fair Education Alliance, 2023, Fair Education Manifesto: achieving a fair education in England
15 House of Commons Education Committee, 2023, Persistent absence and support for disadvantaged pupils
:
16 Centre for Social Justice, 2023, Lost and Not Found; How severe absence became endemic in England's schools
17 Centre for Social Justice, 2023, Lost and Not Found; How severe absence became endemic in England’s schools
18 House of Commons Education Committee, 2023, Persistent absence and support for disadvantaged pupils
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## CITY YEAR UK
TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
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Student success coaching with City Year UK
THE 6 COMPONENTS
QALA Authentic mentor / | : Data informed of i. Diverse group of
2 pupil relationship i rey andprogr qu a litative)mming (quantitative ena» skilled mentors
Holistic support, Bhi Ongoing learning and As Supportive
i Integral«SGhool day to the gti-| development = programme structure
THE 3 FUNDAMENTALS
Acommitment toeducational Delivery of services fully integrated Normalised to benefit everyone and
equity and social justice into the school community ensure pupils aren't stigmatised
Additional key programme developments in 2022-2023
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Tailoring our model to best meet need
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Timely data to inform provision
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Updated menu of support for schools to ensure we offer Improved reporting; termly sharing of data on the the right interventions for their pupils and fill gaps in difference we make to pupils, to inform planning for provision subsequent terms
## School snapshot: Bolton St Catherine's Academy
Our partnership highlights how mentors combine support for the whole school community and individual pupils.
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WHOLE SCHOOL SUPPORT |
“| would just. wt like to say thank you to the City Alongside| supportingid 2 focus list allpupils, City Year mentors:
a ;
Year team for getting involved in the whole ° helped with breakfastos club:
: =
academy ° were a presence in corridors between classes :
, life, arather than only completing. e ran study groups :
_ their own activities. It makes a difference
every day. It builds: the profile; of CityFj Year . supported the pastoral teamia to EC
and ensures the students} see the City; Year team as meet the needs of specific year f (rNi.
members of staff. Their input is invaluable, and we eySint aL ( es) h
; -
love having them around! e - engaged‘ with parents through, 4 ——
—Samantha Cass, Headteacher's PA phone calls and parents’ evenings
=~] The City Year team organised an event in collaboration with the Collective Futures
Po I Project’, giving all Year 10 pupils the chance to attend talks and workshops on topics.
—2 ranging from gender equality to diversity and representation. :
“‘[City Year mentor] has consistently reinforced classroom 100% of teachers agreed or strongly
expectations. He will often encourage and support positive behaviour —_ agreed that the Year 7 focus list pupils
whilst | continue to teach. He makes a huge difference to the lesson.” had shown improved behaviour in
—Teacher lessons with their mentor’s support.
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## CITY YEAR UK
TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
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INDIVIDUAL PUPILS co a Aiding attendance 2 : iti a Awas shy and reserved. She had been persistently A's City Year mentor: absent due to issues last year and refused to committo « initiated 1:1 check-ins every morning coming back full time despite a lot of school support. © * supported her in, and between, all lessons “The support A has received has encouraged her to attend school more : mathsfrequently4 ntlyprogress.”= aand she, —Teacherisnowis now back to full time. . ThisThis isis huicicihugely helpingi her termSe and end, eeof the 2nd,aA'sAAS attendance improved by ©" “e. Encouraging engagement . B took part in activities through City Year's partnerships: “When| first met B, he was shy, spoke quietly * attended an employability skills workshop delivered by and had little to say in class or 1:1. He wouldn't DHL. Spoke to visitors and in front of the group ask for help. He doubted his abilities.” e — was invited to join an app design project. Did extra —City Year mentor "work at home, liaised with other pupils and presented B’s mentor paired him with other Q ; ae to judges . 3 ; . ; pupils for mentoring sessions, ‘A big thank: youoe for all the support. you have; given B.iadWe . : ; really appreciate it and can see his confidence growing. workingon relationship sits ; and social awareness —B's parent
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Measuring social and emotional skills |
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Student success coaching integrates social and emotional skills building from the beginning. Mentors offer broad provision during lessons, clubs and at break time and are trained to observe pupils across 8 competencies using the Devereux Student Strengths Assessment (DESSA). The appropriate support is then tailored to each child depending on whether they are rated as showing ‘strength’, are ‘typical’ or in ‘need.’
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CITY YEAR UK TRUSTEES’ REPORT AND FINANCIAL STATEMENTS ; : FOR THE YEAR ENDED 31 JULY 2023 ;
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ray(mi | 446 focus tist pupils observed during 2022-2023, with strongest progress made in:
self awareness optimistic personal relationship skills
thinking responsibility
‘typical’ - 71% 70% 66% 70%
(up from 47%) (up from 44%) (up from 46%) (up from 52%)
‘strength’ 9% WH Th 12%
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Research in the US also points to the importance of the composite measure to pupil outcomes”?
‘
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‘ (y \) Focus list pupils’ composite outcomes by band, 2022-2023:
‘need’ ‘typical’ ‘strength’
fell from 233 to 94 pupils up from 179 to 327 pupils up from 4 to 25 pupils
(21% of focus list) (73% of focus list) (6% of focus list)
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20 https://www.cityyear.org/wp-content/uploads/2020/05/EGC_ CityYearReport_BalfanzByrnes.pdf
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CITY YEAR UK ; REPORT AND AND FINANCIAL STATEMENTS STATEMENTS FOR THE YEAR ENDED 31 JULY 2023 .
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TRUSTEES’ REPORT AND AND FINANCIAL STATEMENTS STATEMENTS
## OUR ORGANISATION
## G Key achievements in 2022-2023
## Investment in staff Investment in systems
20 staff engaged in apprenticeships and other Ongoing investment in improved data systems, including the training to achieve work-based qualifications appointment of an additional performance analyst. Initiated ranging from Level 3 in finance to postgraduate implementation of new fundraising and finance systems. degrees in business administration.
“Between April and June 2023 | had the opportunity to complete a very insightful Mini MBA in Marketing course that not ’_ only validated my strategic thinking but also provided me with new tools and knowledge applicable in my day to day work. !am thankful to City Year for creating the space for me to take this online course, ensuring that | have the flexibility needed for a healthy work-study-life balance.” 4
—Ruxandra Connolly, Head of Marketing and Communications
## ae Focus on mental health and wellbeing
a
City Year has been described as ‘a challenge like no other’ and we recognise that it's often the hardest thing our mentors have ever done.. Equally, our staff work extremely hard, in and out of school, to support them.
Since 2021, we've made significant progress against our objective to have a responsive and diverse wellbeing programme where specific factors such as inclusion, team dynamics and manager support have an impact:
Monitoring wellbeing Wellbeing training and support Annual staff and mentor surveys have delivered robust Adapted according to needs identified by survey. data showing strengths and signposting gaps requiring Initiated a variety of interventions including workshops provision. on wellbeing and resilience.
“It was great to hear about new strategies to use for myself, like refocusing your mind, but also for my focus list pupils in ‘check ins’.” -City Year mentor
Self-care days Connection 2 self-care days a year for staff and mentors. Additional staff ‘get togethers’ and monthly ‘drop in’ sessions.
4 out of 5 mentors said their self-care day recharged their energy
:
## Work / life balance balance
Work / life balance balance Access to Plumm for mentors and staff Supported working practices that encourage better Introduced a digital mental health support platform with boundaries. ~ a global network of accredited therapists.
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## CITY YEAR UK TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
,
: We believe that by genuinely promoting wellbeing, we are more likely to create an organisation where everyone is able to give their best, to be committed to our vision, to feel':valued and supported and to have a positive sense of their own wellbeing. ~
## Staff and mentor satisfaction with City Year UK in 2023:
.
.
Mentors: School based staff 90% satisfied with their City Year 89% satisfied with their job (up from (up from 82%) 73%) “[City Year staff] are always “My line manager is always reminding us that they are there for. supportive of my work and regularly us and... will happily help us with thanks me for what | put in. ” any issues we have.”
Non-school based staff 75% job satisfaction had improved or stayed the same (up from 59%)
“The well-being sessions have been brilliant... the techniques, plus the monthly check-ins, have enabled me to keep on top of my mental health. I'm very grateful.”
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CITY YEARUK ~—
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## TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
## PARTNERSHIPS WITH PURPOSE
City Year UK is built on partnerships. Alongside financial support, shared connections and skills lead to collaborations that can be transformative for our young adult mentors and the pupils they support.
## Raising our profile and partnering for change in 2022-2023:
The Rt Hon.,Lord Blunkett hosted a reception at the House of Commons on behalf of City Year UK. The theme, ‘Investing in Young People’, shone a spotlight on sector partnerships and our collective impact with UK Year of Service.
53 corporates, trusts, foundations, individual and family donors provided financial support and engagement critical to our impact. Thank you.
## Building bridges between business and young people
A key part of City Year UK’s role is to bring businesses together with young adults to open doors to opportunity. One way we do that is by pairing each mentor with their own mentor (known as a Bridge Builder) from a professional background, who offers a sounding board throughout the year on everything from career options and goals to CV development and interview skills. Bridge Builders (>) Companies represented Ce] Total hours volunteered Ev"
## Kev and James’ Bridge Builder story
## Kev O'Shea, Senior QRA Manager at DHL and City Year Bridge Builder:
## James, City Year mentor:
“Visiting James at his school and seeing him in action “Kev has been a key part of my City Year. From the first, was a real eye opener. He is full of empathy and the - he has gone above and beyond to guide and support kids he works with really listen to him, plus he has the me through challenges, as well as preparing me for my patience of a saint. We also visited a DHL site where career. The site visit grew my network and opened my James got to see first hand how we operate. He was _ eyes to different opportunities. given so much time by the site leaders and impressed them with his professionalism and values: “Not only has has Kev cared about me cared about me about me me but he has he has has also
“Not only has has Kev cared about me cared about me about me me but he has he has has also supported the pupils | work with. He delivered an excellent employability skills workshop at school and signed up for two more. We meet regularly, covering help with CMI or my university assignment, discussing careers and building my skills in the workplace. Thanks to him, | have built my confidence, have a clearer idea of my career path and am better prepared with my CV and interview skills. His support has been invaluable.”
“The real highlight of the year was being invited to attend and be part of the UK DHL conference with James, to promote the amazing work City Year UK and DHL do. He came across exactly how he is. He really madea lasting impression... It was a very proud day for me to be part of it with him.”
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## CITY YEAR UK
TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
## Ml
> Introducingeaeinternshipsvee It's' been really good, very This year, we were delighted to introduce paid summer internship insightful and the people are all opportunitiesae for our mentors post City Year. The first three were : sie thanks to our partnership withss M7leRealhed Estate and ran for eight very friendly! It has been ai great weeks within the company’s legal, finance and IT departments. The experience and I've enjoyed learning process,invaluablefromexperienceeosubmittinggavetheirmentors CV toana face-insighttha **t** cho-faceinto theinterview,jobsom applicationie as well about property investment,: | even as the world of work. got to visit a few of the retail parks , that they own which was great." es 7" Ta —City Year mentor and intern with M7 Real Estate
## , es 7" Ta Delivering on wider participation
City Year UK is committed to recruiting mentors drawn from all backgrounds and we have been collaborating with DHL UK Foundation on a project offering a more personalised experience to a small group who were previously NEET (not in education, employment or training). The young adults were given access to additional one-to-one support from a dedicated City Year member of staff, ranging from learning and wellbeing to career advice to help them progress post City Year. Learnings have helped us shape provision in 2023-2024, including a bespoke induction and onboarding process before they join the full cohort, extra support during the year from our most experienced Bridge Builders and a supplemented professional development offer. Partnering to provide paid works that pays back yearserviceof ;
. Since we started in 2010, City Year UK has been committed to demonstrating the power of youth social action to change lives through ‘a year of service’ and in 2021, we[joined][a][ two][ year][pilot][ with][NCS][ and][13 other][ charities][ to][ develop][the][ concept] through ‘UK Year of Service’.
Our partnership has enabled us to create school service leader placements across London, the West Midlands and Greater Manchester, offering ‘paid work that pays back’. 24 young adults were employed in 2021-2022 and a further 7 in 2022-2023. Each supported a team of mentors and their own small focus list, as well as taking part in, and helping with, weekly leadership and development days. :
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|Q Our partnership in numbers
31 school service 87% completed the year 10% have gone on to in- 1 employed as a pastoral
leaders school roles with City Year assistant by their school
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City Year UK also attended the Labour and Conservative Party Conferences in autumn 2022 in association with UK Year of Service. School service leader, Cory Tomlinson, joined a panel alongside MPs at the Labour Party Conference on how ‘levelling up’ can help to build a more socially connected Britain, while AnnMaura Connolly from City Year Inc. in the US, spoke on the importance of a year of service at the Conservative Party Conference.
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CITY YEAR UK TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023 .
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## Making change happen with UK Year of Service: Riya’s story
School service leader, Riya, felt there was something missing in her school. Despite the cultural diversity and staff's hard work, festivals and celebrations were going unacknowledged. Having had the same experience at school, she realised her role meant she could influence change. Riya planned and led two major projects and the result was phenomenal. Through food tasting and sharing, games and competitions, dance exhibitions and music, she encouraged and enabled young people and staff to celebrate and share their heritage and culture.
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“| experienced the feeling of “| have learnt that we are all “| got to see teachers who looked
inclusion and that | wasn’t alone... special, even though we are from like and dressed like me and | loved
being encouraged to celebrate your —_ other countries." how the academy came together to
culture is very validating.” —Year 7 pupil celebrate how diverse our school is. “
-Year 10 pupil -Year 9’pupil
Riya’s achievements were recognised at the NCS UK Year of Service Future Makers Awards, 2022, where she was
runner up in the Inspiring Change category and awarded ‘highly commended for inclusivity aimed to promote and
* enhance DEI in every part of the workplace’. ;
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## AWARDS
In 2022-2023, we were delighted that our mentors were celebrated for their contribution to tackling educational inequality and that City Year Year UK was was recognised for its supporting role. ;
that City Year Year UK was was recognised for its supporting role. ; Student Social Mobility Awards 2023 ' ; Shortlisted for Volunteer of the Year Shortlisted for Highest Impact Widening : Thomas Other ; Participation Organisation City Year mentor . For City Year UK’s support of disadvantaged students
“My shining moment was being selected to represent City Year UK at a Royal Garden Party at Buckingham Palace. We were invited after winning the Queen Elizabeth II Platinum Jubilee Volunteering Award. | will savour it for the rest of my life.
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“All ofmy work, success and progress have been made possible by City Year's commitment to establishing a safe environment
where | felt confident to be my authentic bubbly self and share my mental health journey and my perspective as. a woman
of colour.”
—Mutsa Ashley, City Year mentor ;
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CITY YEAR UK
TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
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## FINANCIAL REVIEW
This year, we have delivered City Year UK’s programme in 21 schools across three sites and, although the fundraising context remains challenging, we were successful in continuing to grow our reserves.
The Statement of Financial Activities on page 43 of these financial statements show the impact of our careful financial management, with a surplus for the year ended 31 July 2023 of £22,691. This is the result of total incoming resources of £2,617,220 net of total resources expended of £2,594,529. Unrestricted funds at the year end were £449,983 and restricted funds were nil.
## Reserves
Trustees’ policy is to retain a prudent level of reserves from unrestricted income to;
:
- . Ensure that the charity can continue to provide a stable and high quality service to our beneficiaries ° Provide sufficient working capital for the planned activities for the following year
- ° Meet unexpected costs such as loss of key personnel, staff cover for illness, maternity or paternity leave, or the legal costs defending the charity's interest
- e Invest in organisational development to support long-term stability and sustainability
- ° Meet all contractual liabilities, and in the event of the closure have provision set aside for redundancy costs, liabilities to creditors and any existing lease commitments
- ° Replace equipment as it wears out and which is not funded by restricted funds
## Amount of reserves
The reserves at 31 July 2023 stand at £449,983 compared to £427,292 in FY22. The unrestricted reserves after adjusting for those reserves that can only be realised by disposal of tangible fixed assets (free reserves) amount to £449,983 compared to . £427,292, an increase of £22,691.
' The trustees estimate that a prudent level of unrestricted reserves required for the charity to comply with its reserves policy is eight to twelve weeks of total expenditure. Based on budgeted expenditure for the current year, a prudent level of reserves would be between £421,637 and £632,455.
As in previous years, the trustees have set a surplus budget and fundraising ptan to continue building the reserves.
## 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 likelinood 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.
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## CITY YEAR UK
TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
## Principal funding sources
We thank all our supporters during the year, to whom we are deeply grateful: Alan Edward Higgs Charity : Allan & Nesta Ferguson Charitable Trust Akin Bain Capital EU Children’s Foundation’ Bank of America
Credit Suisse EMEA Foundation
CVC Capital Partners Limited Danaher Foundation DHL UK Foundation EBM Charitable Trust The Eveson Charitable Trust Goldman Sachs Gives Henry Oldfield Trust M7 Real Estate Ltd St James's Place Charitable Foundation Swire Charitable Trust
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The Roger & Douglas Turner Charitable Trust The Rosemarie Nathanson Charitable Trust The Shears Foundation The Vertex Foundation i
WPP
## 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:
e Loss of funding or inability to secure sufficient funding « — Safeguarding failure for volunteers and children
- . Inability to recruit sufficient schools or young people ¢ — Reputational damage ° Breach of data security or compliance e Loss of key personnel
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- Fraud or financial mismanagement
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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. In a review of the safeguarding policy, the NSPCC noted that it was ‘fit for purpose’ and made recommendations for further improvement which have been implemented. Volunteers and 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.
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PLANS FOR
2023-2024
CITY YEAR UK . ;
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## TRUSTEES’ REPORT AND FINANCIAL STATEMENTS : FOR THE YEAR ENDED 31 JULY 2023
We expect our operating environment to continue to be challenging in 2023-2024. For City Year UK to be successful, we require sufficient young people to volunteer as mentors, enough schools able to make a financial contribution to the costs of the service and a community of funders who are able to to meet the remainder of the costs. All are under some pressure, with the buoyant job market and cost of living challenges making it harder to attract young adult volunteers, schools still operating under budgets that are falling in real terms and donors inundated with requests for support. :
;
City Year UK is therefore finding ways of improving its proposition to volunteers in the year ahead, including by increasing expenses by up to 25%.. We have made the decision to place the volunteers in larger teams in a smaller number of schools to ensure that we are able to consistently serve more pupils that need our support the most. We will continue to trial some different approaches, such as a tailored pathway for volunteers who were previously not in education, employment and training and a part-time volunteering option that can be combined with higher education or work. We will also carry out feasibility studies into whether we should expand into new locations where there are additional volunteers and schools that ~ we have not yet reached.
This work will be underpinned by best in class evidence on what works. We will carry out a behavioural insight study into the attitudes and beliefs of ourprospective volunteers to ensure that we are effectively targeting and positioning our programme. We will launch a mentor forum so that our volunteers have a strong voice in organisational decision making. We will also continue to develop our impact measurement so as to prove and improve the difference that we make to young people.
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;
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None of this is possible without the support of our amazing community of donors and supporters. We will maintain a strong programme of employability activities so that both pupils and mentors can get exposure to the world of work. We will continue to diversify our funding sources so that we can help more young people. We will also work with the UK Year of Service campaign to secure more government support for full-time national community service opportunities.
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33
Qtyyw Vfi MIMI
l TO tap th•td
••••
STRUCTURE.
GOVERNANCE
AND MANAGEMENT
## CITY YEAR UK
,
## : TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
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;
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: Governing document
;
City Year UK is a registered company limited by guarantee, incorporated on 17 July 2009 and registered as a charity (number 1131350) 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. The board of trustees together with the senior management team, are set out at the end of this document.
## 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, three new trustees were elected for the first time and one existing trustee was re-elected for a new 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 méet with the chair and chief executive to discuss the work ofthe charity and in particular to be informed of:
- The obligations of trustees;
- — The main documents which set out the operational framework for the charity including the Memorandum and Articles;
- . Resourcing and the current financial position; and . :
;
- . Future plans and objectives.
Trustees’ needs are assessed on an individual basis, and training is provided if required. During the year, all trustees engaged in development sessions covering educational policy changes, trends in volunteer engagement and building a culture of equity, diversity and inclusion.
## 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
35
;
‘
}
i
## CITY YEAR UK
## TRUSTEES’ REPORT AND FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 JULY 2023
and external benchmarking. This process is conducted by the trustees for the remuneration of the chief executive.
## Relationship with related parties
City Year UK operates under an international affiliation agreement with City Year Inc., a not for profit registered in the US. The technical assistance and affiliation agreement gives City Year UK the rights to use the proven City Year Inc. programme design. The affiliation agreement came up for renewal in December 2019 and has since gone through two successful biannual recertification processes.
## Statement of trustees’ responsibilities
The trustees (who are also the directors of City Year UK for the purposes of company law) are responsible for preparing ‘the Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice), including Financial Reporting Standard 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland”.
Company 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 that period. In preparing those financial statements, the trustees are required to:
- e Select suitable accounting policies and then apply them consistently
- ¢« Observe the methods and principles in the Charity SORP ° Make judgements and estimates that are reasonable and prudent
- e Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.
The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the trustees are aware:
- ° There is no relevant audit information of which the charitable company's auditors are unaware; and
- ° The trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.
The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in otherjurisdictions.
## Public benefit
:
In developing the objectives for the year and in planning our activities, the trustees have considered the Charity Commission's guidance on public benefit.
:
36
:
:
## CITY YEAR UK
‘
## TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
;
__ Cityof youngYear UK'speoplepurposeunder(asthesetageoutofin 25theyearsObjectsin theof theUK Charityand to inadvancethe Articlescitizenshipof Association)by the developmentis to promoteofthevolunteeringeducation : opportunities. The work we do in pursuit of our mission is illustrated throughout this report. City Year contributes to public benefit though both coaching students furthest from opportunity in school and supporting young adults to develop skills for life and work. : :
## Fundraising
City Year UK is registered with the Fundraising Regulator and is committed to fundraising in line with the Code of Fundraising Practice in a way that is open, honest and respectful. 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.
= , This report was approved by the Trustees on 5] Mc signed by order of the Board
J | athan Beebe (Chair of Trustees) DD/MM/YY —
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. 37
11
INDEPENDENT
AUDITOR'S
REPORT
TO THE MEMBERS OF CITY YEAR UK
:
## INDEPENDENT AUDITOR'S REPORT
:
## Opinion
We have audited the financial statements of City Year UK (the ‘charitable company’) for the year ended 31 July 2023 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:
* give a true and fair view of the state of the charitable company’s affairs as at 31 July 2023 and of its income and expenditure for the year then ended; e have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and * have been prepared in accordance with the requirements of the CompaniesAct 2006.
## Basis for opinion
.
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor'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 auditor's 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
39
INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF
.
## CITY YEAR UK
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.
## Opinions on other matters prescribed by the Companies Act 2006
In our opinion, based on the work undertaken in the course of the audit:
- e the information given in the Trustees’ report, which includes the directors’ report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- « the directors’ report included within the Trustees’ report has been prepared in accordance with applicable legal requirements.
## Matters on which we are required to report by exception
:
In the light of 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: :
- adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
- * - the financial statements are not in agreement with the accounting records and returns; or e — certain disclosures of Trustees’ remuneration specified by law are not made; or « we have not received all the information and explanations we require for our audit; or . the Trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies’ exemptions from the requirement to prepare a Strategic Report or in preparing the Report of the Directors. ,
## Responsibilities of Trustees
:
As explained more fully in the Trustees’ responsibilities statement set out on page 36, 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.
;
40
;
## INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF CITY YEAR UK
## 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: :
- . The Charitable Company is required to comply with both company law and charity law and, based on our knowledge of its activities, we identified that the legal requirement to accurately account for restricted funds was of key significance.
- ° We gained an understanding of how the charitable company complied with its legal and regulatory framework, including the requirement to properly account for restricted funds, through discussions with management and a review of the documented policies, procedures and controls. :
- e The audit team, which is experienced in the audit of charities, considered the charitable company’s susceptibility to material misstatement and how fraud may occur. Our considerations included the risk of management override. .
- ° Our approach was to check that all restricted income was properly identified and separately accounted for and to ensure that only valid and appropriate expenditure was charged to restricted funds. This included reviewing journal adjustments and unusual transactions. i
:
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.
## Use of the audit report
This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken, so that we might state to the charitable company's members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report or for the opinions we have formed.
Simon Goodridge (Senior Statutory Auditor)
For and on behalf of Knox Cropper LLP, Statutory Auditor 65 Leadenhall Street
London EC3A 2AD ;
41
Statement
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Balance
Sheet
;
CITY YEAR UK
BALANCE SHEET
AS AT 31 JULY 2023
.
:
**----- Start of picture text -----**
2023 2022
Notes £ £
Fixed Assets :
Tangible Assets 10 _- -
Investments 44 1 1
1 4
Current Assets
Debtors 12 ; 132,742 294,236
Cash at Bank and in Hand 455,419 330,497
588,161 624,733
Liabilities
Creditors: amounts falling due
Within One Year 13 138,179 197,442
Net Current Assets 449,982 427,291
Total Net Assets 15 449,983 427,292
The Funds of the Charity: .
Unrestricted Funds
General Funds 14 449,983 427,292
Restricted Funds 14 a i
Total Funds 449,983 427,292
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:
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' Approved by the Board of Trustees on for [24 and signed on its behalf by:
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**----- Start of picture text -----**
Jonathan Beebe
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;
Chair of Trustees
Registered Company Number: 06965846
Registered Charity Number: 1131350
.
45
Statement of
Cashflows
CITY YEAR UK STATEMENT OF CASHFLOWS
:
**----- Start of picture text -----**
|||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
|2023|2022|
|£|£|
|CASH|FLOWS|FROM|OPERATING ACTIVITIES|
|Net cash|flows|provided|by|(used|in)|operating|activities|124,922|(236,394)|
|‘NET CHANGE|IN CASH AND CASH|EQUIVALENTS|124,922|(236,394)|
|‘Cash|and|cash|equivalents|at|the|start|of|the|year|330,497|566.891|
|Cash and cash equivalents at the end of the year|455,419|330,497|
|RECONCILIATION OF OPERATING SURPLUS TO NET CASH INFLOW FROM OPERATING ACTIVITIES|
|2023|2022|
|£|£|
|Net Income / (expenditure) for the financial year|22,691|33,446|
|Adjustments for:|
|(Increase)/decrease|in|debtors|161,494|(179,756)|
|Increase/(decrease)|in|creditors|(59,263)|.|(90,084)|
|Net cash provided by (used|in)|investing activities|124,922|(236,394)|
**----- End of picture text -----**
47
Notes Forming Part
of the Financial
Statements
CITY YEAR UK TRUSTEES’ REPORT AND FINANCIAL STATEMENTS — FOR THE YEAR ENDED 31 JULY 2023
:
5
## i 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 Iretand’ 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) ‘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. :
(d) Donations in Kind Donations in kind are recognised both as income and expenditure where their value can be ascertained with reasonable certainty. :
~ (e) 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.
## (f 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.
(g) 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.
49
.
## CITY YEAR UK TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
.
## (h) 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.
## (i) 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.
.
_
50
:
## CITY YEAR UK
## NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
## 2. GRANTS AND DONATIONS
;
||||2023|2022|
|---|---|---|---|---|
||Unrestricted|Restricted|Total|Total|
||&|£|£|£|
|Grants|||||
|London|-|24,338|24,338|291,516|
|West Midlands|-|60,280|60,280|238,619|
|Greater Manchester|:
i|70,394|70,394|54,886|
|Central costs|-|275,000|275,000|67,079|
|Othergrantsanddonations|-|430,012|430,012|652,100|
|Gala Dinner|500|-|500|55,288|
|Government Kickstarter Scheme||11,182|11,182|62,688|
|Unrestricted|1,136,036|-|1,136,036|1,091,692|
||1,136,536|441,194|1,577,730|1,861,768|
|Donations in Kind|||||
|Stafftraining funded through
transfer of Apprenticeship Levy|25,098|a|25,098|28,291|
||25,098|S|25,098|28,291|
||1,161,634|441,194|1,602,828|1,890,059|
There were £25,098 in value donations in kind during FY23 (FY22: 28,291). In addition to this Akin provided space to run our : Leadership Development Programme for our London based volunteer mentors on Fridays, generously giving us conference room space and breakout rooms. :
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.
SL
;
:
## CITY YEAR UK NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
## 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. The company has been dormant since September 2019. The only transaction during the year were for bank charges and interest received. In July 2023 the bank account was closed and the balance transferred to the charity in settlement of the intercompany balance.
;
:
## Asummary of the trading results is shown below:-
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|||||||||
|---|---|---|---|---|---|---|---|
|2023|2022|
|Total|Total|
|Summary|Profit and Loss Account|£|£|
|Turnover|:|
|Administration|expenses|57|96|
|i|(57)|(96)|
|Management|fee|paid|to|parent|charity|
|Profit|before|taxation|(57)|(96)|
|Tax|i.|Z|
|Retained|earnings|(57)|(96)|
|Retained|earnings|brought forward|56|163|
|Gift|Aid|Donation|to|Parent|Charity|i:|iF|
|Retained|earnings|carried|forward|1|56|
|As|at|Asat|
|31|July|31July|
|2023|2022|
|Summary Balance Sheet|£|£|
|Current Assets|-|°|1|1,432|
|Creditors:|Amounts|falling|due within one year|i|1,365|
|Total|Net|Assets|1|67|
|Aggregate Share|Capital|and|Reserves|il|:|67|
**----- End of picture text -----**
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## CITY YEAR UK
## NOTES TO THE FINANCIAL STATEMENTS
:
## FOR THE YEAR ENDED 31 JULY 2023
:
## 5. NETINCOMING RESOURCES FOR THE YEAR
,
|||||Year||||Year||
|---|---|---|---|---|---|---|---|---|---|
|||||Ended||||Ended||
|||||31July||||31July||
||||i|2023||||2022||
|||||£||||€£||
|||This is stated after charging/(crediting):||||||||
|||Auditors Remuneration||11,700||||10,620||
|6.||STAFFCOSTS||||||||
|||SalariesandWages||1,489,495||.||1,737,489||
|||Social Security Costs||;
141,508||||132,034||
|||Pension Costs|;|50,774|||:|51,967||
|||Redundancycosts|||*|||10,750||
|||||1,681,777||||1,932,240||
|||Employeeswhoreceived benefits,.excluding pension contributions||inexcessof£60,000during thecurrent||current||||
|||period:||||||||
|||||No.||||No.||
|||£60,000
to £70,000|||-|||;|7|
|||£70,001to £80,000|||1||||1|
||_|£89,001to£100,000|||2||||2|
|||The average numberof|of employees during the year was as follows:-||||||;|
|||Programme Staff||No.|24|||No.|28|
|||UK Year of Service: School Service Leaders|||9||||22|
|||Fundraising, Administration and Support|||15||||19|
||||||48||||69|
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 42 employees (2022:52). ‘As at the year end, £9,278 was outstanding (2022: £8,105).
54
:
CITY YEAR UK
:
.
;
s
## NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 JULY 2023
## 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 £310,228 (2022: £301,411). :
## 8. TRUSTEE REMUNERATION AND RELATED PARTY TRANSACTIONS
None of the Trustees received any remuneration or were reimbursed expenses during the period (2022: none).
The following Trustees also have senior roles with some of the charity's key funders:
**----- Start of picture text -----**
Patrick Flaherty Managing Director of Credit Suisse, Global Markets
Division
Matthew Davies . aoe : : ,
Managing Director, Treasury Services, Global Banking
Sachin Jogia Markets, Bank of America :
Merary Soto-Saunders AmazonGeneral Manager, Alexa Smart Home International,
;
James Global Head of Diversity @ CVC Capital Partners | HR &
David Terry Talent Expertise
**----- End of picture text -----**
Partner at Akin
We received £179,532 (2022: £321,148) from Credit Suisse, £65,107.26 (2022: £79,011) from Bank of America‘and £30,000 from Akin (FY22: £34,800) and £160,245 from CVC Capital Partners (FY22: £0).There were no amounts: due to or from these funders at the year end.
Six trustees also made personal donations to the charity during the year which amounted to £72,650 in total (2022: Nine Trustees totalling £61,798).
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 ASSETS
TANGIBLE FIXED ASSETS ASSETS : At the end of July 2023, 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.
55
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:
‘
## CITY YEAR UK
## NOTES TO THE FINANCIAL STATEMENTS
## FOR THE YEAR ENDED 31 JULY 2023
## 11, INVESTMENTS
As at As at ‘ 31 July 2023 31 July £ 2022 . £
Investment in unquoted subsidiary undertaking At cost
£1
£1
See note 3 for further information.
|||:|||||
|---|---|---|---|---|---|---|
||DEBTORS||||||
|5|||As at||As at||
||||31 July|2023|. 31July2022|2022|
||||£|-|£||
||Due from Group|Undertaking||i||1375|
||Trade Debtors|||98,315|190,943||
||AccruedIncome|||6,671||71,500|
||Other Debtors|||1,275||2,579|
||Prepayments|||26,481||27,839|
||||132,742||294,236||
## 12. DEBTORS
.
## 13. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
||||As at|As at|As at|
|---|---|---|---|---|---|
|;||31July|July2023|2023|31July 2022|
||||£||£|
||Trade Creditors|||48,729|32,012|
||Taxesand Social Security|||35,689|37,089|
||OtherCreditors|||9,278|9,105|
||Accrualsand Deferred Income|||44,483|119,236|
|||_|138,179||197,442|
56
.
.
## CITY YEAR UK
## NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 JULY 2023
;
**----- Start of picture text -----**
14. MOVEMENTS IN FUNDS ;
' At
1 August 2022 Incoming Outgoing At 31 July
Resources Resources Transfers 2023
£ £ £ £ £
Restricted Funds: :
London ; - 24,338 (24,338) ; = =
West Midlands . 60,280 (60,280) . -
Greater - 70,394 (70,394) G =
Manchester
Central Costs - 286,182 (286,182) = :
= 441,194 (441,194) = S
Unrestricted
funds: ;
General Funds 427,292 2,176,026 (2,153,335) - 449,983
: 427,292 2,617,220 (2,594,529) = 449,983
At
1 August 2021 Incoming Outgoing At 31 July
Resources Resources Transfers 2022
£ £ £ £ £
Restricted Funds: ,
London = 291,516 (291,516) fz =
West Midlands aa 238,619 (238,619) = oil
Greater - 54,886 (54,886) = =
Manchester
Central Costs - 129,767 (129,767) - 7
- 714,788 (714,788) 2 =
Unrestricted
funds:
- . General Funds 393,847 2,389,069 (2,355,623) 427,292
393,847 3,103,856 (3,070,411) 427,292
**----- End of picture text -----**
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.
57
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:
;
.
.
## CITY YEAR UK
## NOTES TO THE FINANCIAL STATEMENTS
## FOR THE YEAR ENDED 31 JULY 2023
|15.|ANALYSISOFNETASSETSBETWEEN FUNDS|ANALYSISOFNETASSETSBETWEEN FUNDS|ANALYSISOFNETASSETSBETWEEN FUNDS|||||;|
|---|---|---|---|---|---|---|---|---|
||||||||;||
|||;|General||Restricted||TotalFunds||
||||Funds||Funds||||
|||.|£|‘|£||£||
||Fixed Assets||1|||5|1||
||Net CurrentAssets|Assets|449,982|||-|449,982||
||NetAssets at31July2023||449,983|||E-|449,983||
|||||||;|||
||For comparative period:||||;||||
||||General||Restricted||Total Funds||
||||Funds||Funds||||
||||£||£||£||
||Fixed Assets||1|||i|1||
||Net Current|Assets|427,291|||-|427,291||
||NetAssetsat31July2022||427,292||-|£-|427,292||
58
Ir.
ADDITIONAL
INFORMATION
CITY YEAR UK
TRUSTEES’ REPORT AND FINANCIAL STATEMENTS _ FOR THE YEAR ENDED 31 JULY 2023
## - REFERENCE & ADMINISTRATIVE DETAILS
## Board of Trustees
Jonathan Beebe Aliza Blachman-O'Keeffe (tenure ended December 2022) AnnMaura Connolly - Matthew Davies Patrick Flaherty Charles Geffen (tenure ended December 2022) Kasey Hooper Sachin Jogia Joseph Knoll (tenure ended December 2022) Michael Lynas (joined in March 2023) Bethia McNeil Merary Soto-Saunders (joined in June 2023) James Terry (joined in December 2022) Rodney Williams Stephanie Wu
Chair of the Board
'
,
:
Senior management team Kevin Munday Craig Burgess Debra Burke (left in July 2023)
Chief Executive Chief Operating Officer Director of Development and External Relations
Auditors ;
## Bankers
Knox Cropper LLP Chartered Accountants 65 Leadenhall St London - EC3A 2AD
CAF-Bank 25 Kings Hill Avenue Kings Hill West Malling Kent ME19 4TA
Solicitors Ashurst LLP Broadwalk House 5 Appold Street London EC2A 2HA
,
Akin : Eighth Floor Ten Bishops Square . London E1 6EG
60.
F
: :
## CITY YEAR UK
TRUSTEES’ REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2023
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## GET INVOLVED
## Join us to tackle educational inequality
More than 1,500 young people have already given around 2.5 million hours in nearly 100 schools through City Year UK but there is still so much more we could achieve. See how you could get involved with fundraising and volunteering at cityyear.org.uk/get-involved.
## Make a donation
We are grateful for any donation you'd like to make. Visit cityyear.org.uk/get-involved/make-a-donation to ~ find out more.
## Partner with us
Could your school — primary or secondary — benefit from an integrated team of dynamic, young City Year mentors? Email schools@cityyear.org.uk or call O20 7014 2680.
:
## Support us
Are you interested in funding children to succeed at school and developing a future talent pool of diverse young people? Email development@cityyear.org.uk or call 020 7014 2680.
## Have a question or feedback?
;
:
Get in touch at cityyear.org.uk/contact-us :
## CITY YEAR UK
. ACOMPANY LIMITED BY GUARANTEE CHARITY NUMBER: 1131350 COMPANY NUMBER: 06965846
‘
:
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61
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- City Year UK is a registered charity (1131350) and company registered in England and Wales (06965846)