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2021-03-31-accounts

St Anne’s Vicarage Ashworth Road Rossendale BB4 9JE

ANNUAL REPORT

Year Ending 31[st] March 2021

challenging young lives . . . promising new futures

The White Horse Project Registered Charity no. 1131750

Registered in England & Wales No. 6941257

Contents

Legal and Administrative Information

Chairs Comments

Activities, Achievements & Performance

Objectives for the coming year 2021-22 Financial Review

2

Legal and Administrative Information

Name of Charity: The White Horse Project

Registered Number: 1131750

Company Number: Registered in England & Wales No. 6941257

Governing Document: Memorandum & Articles of Association incorporated 23[rd] June 2009

Official Address: St Anne’s Vicarage, Ashworth Road, Rossendale, BB4 9JE

Charitable Objects

The charities objects, as laid out in the memorandum and articles of association, are;

TO ACT AS A RESOURCE FOR CHILDREN AND YOUNG PEOPLE LIVING IN THE AREA OF ROSSENDALE PRIMARILY WHITEWELL WARD AND INSPIRED BY CHRISTIAN FAITH BY PROVIDING ADVICE AND ASSISTANCE AND ORGANISING PROGRAMMES OF PHYSICAL, EDUCATIONAL AND OTHER ACTIVITIES AS A MEANS OF:

A) ADVANCING IN LIFE AND HELPING YOUNG PEOPLE BY DEVELOPING THEIR SKILLS, CAPACITIES AND CAPABILITIES TO ENABLE THEM TO PARTICIPATE IN SOCIETY AS INDEPENDENT, MATURE AND RESPONSIBLE INDIVIDUALS;

B) ADVANCING EDUCATION;

C) RELIEVING UNEMPLOYMENT;

D) PROVIDING RECREATIONAL AND LEISURE TIME ACTIVITY IN THE INTERESTS OF SOCIAL WELFARE FOR PEOPLE LIVING IN THE AREA OF BENEFIT WHO HAVE NEED BY REASON OF THEIR YOUTH, AGE, INFIRMITY OR DISABILITY, POVERTY OR SOCIAL AND ECONOMIC CIRCUMSTANCES WITH A VIEW TO IMPROVING THE CONDITIONS OF LIFE OF SUCH PERSONS;

E) PROMOTE A HEALTHY LIFESTYLE.

F) PROMOTE CHRISTIAN SPIRITUAL WELLBEING.

Names of Trustees

Rodney Bevan David Charles Bevan Amanda Robertson Christopher John Eacott (Chair) Jill Loraine Bevan Andrew John Roberts

Basis for appointing Trustees

New or replacement Trustees are appointed by the existing Trustees. There must be a minimum of three (3) Trustees but not subject to any maximum.

Reporting serious incidents (RSI)

The trustees confirm that during the period covered in this annual report the charity did not experience any serious incidents or other matters that should have been brought to the attention of the Charity Commission.

3

Management Committee of the Charity

In addition to the Directors the following have served on the Management Committee:

Lindsay Bevan

Policies

The Charity works to policy statements that deal with: -

Arrival & Departure First Aid Building security Flood evacuation Communication Health & Safety Complaints GDPR Computer use Knives & Weapons Confidentiality Lettings Conduct Lone Worker Conflict of interest Reserves Copyright Safeguarding Disciplinary Security Disclosure Sexual health Environment Smoking & Alcohol Extremism Staff & Volunteers Equipment Training Equal Opportunities Travel Equality Trustees Finance Visits Fire safety Vulnerable adults

The trustees believe they have complied with their duty to ensure that the charity has worked for the public benefit. Unless reported in Related Party Transactions at the end of this report all officers and management team members give their time and services for free.

Jill Bevan and Andrew Roberts are responsible for maintaining the accounts, which are not audited.

Bankers

Our bankers are: Barclays Bank Bank St Rawtenstall

Independent Examiner

Our Independent Examiner is Mr Peter Terry

4

Reserves Policy

The charity confirms that all funds are to be used for the on-going work. It is our policy to keep 6 months running costs, building improvement costs and funds towards a large event held every 3 years in reserves when possible.

Public Benefit

The Trustees have considered the Charity Commission’s guidance on Public Benefit. The key public benefit delivered by The White Horse Project is the provision of high-quality activities and services for Young People which enable them to enjoy better life chances. Through the wide range of programs individuals develop new skills, improve their academic performance, take on additional responsibilities and therefore improve their whole individual wellbeing.

Chair’s Comments

On behalf of The White Horse Project Trustees and Management Team members, I am pleased to present this latest Annual Report of the charity.

Like many organisations during 2020 and early 2021, we had to adapt quickly to the challenges and uncertainties arising from multiple COVID-19 lockdowns, and the need to keep our staff, volunteers and young people safe from the virus. We were especially concerned about the well-being of our young people, who were isolated and unable to attend school, or generally socialise face-to-face with their peers.

We quickly organised programmes of activities via Zoom, and were able to attract young people to art, music, quiz sessions etc. Siana Farrow was in regular contact with as many young people as possible, especially via the popular social media platforms used by them. During periods of opening-up, we engaged appropriately in socially distanced outdoor meetings with our young people, especially in Edgeside Park and Waterfoot. Our qualified counsellor was able to support many young people during these difficult times, including in school settings, when this was possible.

Even though we were unable to use our leased premises, The Boilerhouse, throughout this time, we were still required to pay rent and some running costs. We were grateful for community grants made by Rossendale Borough Council which covered these costs. Additionally, our main programmes and staff costs were covered by ongoing funding by our major supporters including BBC Children in Need and Igen. This meant that the charity was able to remain both financially viable and maintain effective programmes that engaged with, and supported, our young people through these very challenging times.

Looking forwards, we hope soon to emerge from the worst effects of the pandemic and are already preparing for exciting new developments including the possibility of a new and better premises, and a new staff post.

I commend this latest Annual Report to you and thank you for your continuing support for the charity.

Yours sincerely,

Dr Chris Eacott

Director and Chair of Trustees & Management Committee - The White Horse Project

Activities, Achievements & Performance during current year 2020-21

Engagement with young people

Our first objective for this year was to ‘continue to develop new ways to engage positively with young people’. This we achieved – but not by any of the ways we envisaged! The Boilerhouse closed to young people in March 2020, when the government lockdown due to the pandemic came into effect. Very quickly we moved our work with young people to the videoconferencing platform Zoom, social media and telephone.

Our staff members, Siana Farrow & Megan Cartridge, and volunteers proved very adaptable, and we soon replaced our Boilerhouse sessions with a weekly programme of Zoom workshops. Again, our workshop leaders rose to the challenge, particularly our community artist Ruth Evans and Dave Jackson our music tutor, and with the support of our workers, were able to offer young people some excellent online sessions.

We were able to maintain a weekly pattern of at least five sessions on Zoom from April – December 2020 without a break. The ‘old’ termly pattern meant very little to young people when schools were so often closed, or they were at home isolating whilst schools remained open – so we were able to provide some constant and basic routine in their increasingly chaotic lives. To our weekly programme of art and music Zooms we were able to add a weekly quiz, usually lead by young volunteer Thomas Wise, a monthly Home School Zoom, a weekly maths tuition Zoom, led by Young Volunteer Nathaniel Hughes, and Reckless - a group, discussing faith-based topics. We are extremely grateful to our volunteers who joined these sessions faithfully throughout the pandemic, to make this programme possible.

We learnt so much during the year and despite the very real problems caused by the pandemic for young people there were positive outcomes too. To comply with online safeguarding, we had much greater contact with the parents and carers of young people and these relationships we wish to continue as we move back to face to face work. Zoom was far more successful than we had envisaged in enabling young people to ‘socialise’ and make friends and reduce the sense of isolation and loneliness young people reported.

Our workers also devoted many hours each week to contacting young people by phone and some young people took up their offer of regular phone support. We also developed our social media presence – Facebook & Instagram. During lockdown we had a programme of at least three regular posts each week. Again, this is something we are continuing to develop, and Lindsay Bevan has continued in her post as Social Media Manager. Our Facebook page currently has 747 followers, and this number continues to rise – evidence of a job well done.

Tribute must also go to Siana Farrow who is employed as our Young Volunteering Leader. Our second worker, Megan Cartridge, our Well-being Leader left us in the summer 2020 so for several months Siana has shown considerable resilience in working as a lone employee – and has continued to supervise Young Volunteers who were active throughout lockdown, and to offer AQA Unit Awards.

We were very conscious during the year that we had not maintained our relationship with a number of young people who came regularly to the Boilerhouse but were not interested in using Zoom. We were able to resume face to face Outreach Work once lockdown was lifted. Siana, along with Felix Evans and others, met many young people twice weekly in Edgeside Park and Waterfoot town centre. Many old relationships were restored, and we met many young people for the first time.

The Boilerhouse has not reopened to young people during this year. Very poor ventilation and extreme damp meant we felt unable to resume safely, but we look forward to exciting opportunities ahead to resume face to face working.

Schools Outreach

Our planned increase in our work in schools did not progress as planned, but again we were able to develop this work. Our Well-being Leader produced a weekly Well-being Wednesday post on social media to support young people, and this was shared by many High Schools on their own sites. Particularly well received was the Well-being Handbook she produced which schools circulated to their students.

In the summer term we were used to welcoming Year 6 students in primary school to the Boilerhouse, to support them in their transition to High School. This could not happen but we were able to offer a Transition Course on Zoom, and were able to spend time in one primary school. We visited six local primary schools to deliver Well-being packs for all year 6 students, and we plan to build on these links in the future.

When lockdown was lifted, Dena Lord, our Project Counsellor, was able to work in a local High School with young people on a Well-being Course held outdoors for a group of students in particular need of support. Again, we plan to build on these links in the future.

Partner Outreach

Partnership also took on a new meaning in the pandemic and we continued to build relationships with local organisations, statutory and voluntary. We attended weekly Zoom Covid Response Meetings chaired by Rossendale Borough Council, which has enabled us to strengthen relationships. In particular, we were able to highlight the problems faced by young people, and have been invited to present, via video, at an upcoming Video Conference. Young people have been able to input into the plans to develop our local Edgeside Park, mainly through our Outreach Work, and young people will soon see these plans begin to be put in to practice and know their voice has been heard. The Covid Response Meetings opened up further opportunities to share experiences with other local charities, and join with the first time with some, such as The Waterwell Foundation, and we look forward to developing these relationships as covid restrictions are eased.

Governance & Management

Our aim remains to fundraise to recruit a ‘Project Manager to manage and enhance day-to day aspects of running The Boilerhouse venues and programmes’, and considerable progress towards this was made in the final months of our last financial year through working with the fundraising consultant, Stephen Hobson. When we are clear what ‘normality’ will look like in a world with covid we will proceed with these plans. A long-term aim of our charity has been to ensure the voice of young people is heard at Management Committee level. Despite lockdown restrictions Siana has continued to work to this end and a Boilerhouse Council met via Zoom and reported to The Management Committee. We continue to work to ensure the views presented to the Management Committee truly represent the views of all young people. We learn that sometimes no meeting, whatever form it takes, will do this – it relies on informal consultation and feedback by outreach workers.

Coronavirus crisis management

The Management Committee met more frequently than usual in order to navigate our way through the very uncertain times of the pandemic. Particular challenges were to access safeguarding training for online working, as we recognised the particular risks of working on videoconferencing platforms with young people. We are pleased to be able to report no incidents. We are also pleased to report that our charity has not suffered financially as a result of the pandemic. We are very grateful to our major funders, BBC Children in Need and Igen, for their flexibility in continuing to fund despite very different ways of working, and both providing opportunities to access additional funding to offset the costs of working differently. We were able to invest in equipment and resources for successful online working, and also deliver resources to young people to enable them to fully participate in Zoom workshops. We were also able to access new sources of funding, e.g. government support through Rossendale Borough Council, to enable us to continue to pay our bills, and make up for loss of funding in other ways.

We look forward with optimism to a future that will look different to what we have known, but where exciting new opportunities are opening up.

Objectives for the coming year 2021-22

Staffing: we will increase and enhance our capabilities by employing a new member of staff under the overall title Youth Worker and Well-being Leader. The new staff member will assist with the provision of positive mental health support and services, help develop partnerships with schools and relevant agencies, and be involved in running the project’s programmes and activities.

New premises: given the significant deterioration in the fabric of The Boilerhouse that occurred throughout 2020, due to lack of occupancy and the consequent effects of damp and water ingress, we will intensify our efforts to find an alternative and better premises from which to operate.

Engagement with young people: we will continue to develop new ways to engage positively with young people by regularly reviewing and enhancing the effectiveness of activities-led and well-being programmes including music, art, healthy-eating, sports, mentoring, counselling, drama.

Schools Outreach: to ensure that as many young people in our area get the opportunity to access our services, we will continue to enhance our outreach work in local primary and secondary schools.

Partner Outreach: we will seek new opportunities to partner with relevant statutory agencies and other organisations in order to improve our own capabilities and effectiveness, and to find new ways to support our young people.

Governance and Management: We will take opportunities to review governance aspects e.g. membership and working practices of the senior management committee.

Coronavirus crisis management: we will extend this 2020 special objective into 2021 given that the effects of the pandemic continue to reverberate. We will continue to make full and effective use of social media, socially distanced outdoor contact, counselling support etc to help our young people continue to cope with, and recover from, the adverse effects of the pandemic. We will also continue to ensure our financial base is sound.

The White Horse Project

Independent Examiners Report

I set out my report on the accounts of the charity for the year ended 31[st] March 2021 which are set out on the following pages.

Respective responsibilities of trustees and examiner

The charity’s trustees (who are also directors of the company for the purpose of company law) are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (“the 2006 Act”).

The charity’s trustees consider that an audit is not required for this year under Part 16 of the 2006 Act and that an independent examination is needed. It is my responsibility to:

• to follow the procedures laid down in the general Directions given by the Charity Commission (under section 145(5)(b) of the Charities Act, and

Basis of independent examiner’s statement

My examination was carried out in accordance with general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts and seeking explanations from the trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit, and consequently no opinion is given as to whether the accounts present a ‘true and fair’ view and the report is limited to those matters set out in the statement below.

Independent examiner’s statement

In connection with my examination, no material matter has come to my attention which gives me cause to believe that, in any material respect:

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

Peter Terry Independent Examiner 14[th] December 2021

The White Horse Project Statement of Financial Activities for the year ended 31st March 2021 including Income and Expenditure Account

Note
Incoming resources
Income and endowments
from:
Donations and legacies
2
Charitable activities
Other trading activities
Investments
Separate material item of
income
Other
Total
Resources expended
Expenditure on:
Raising funds
Charitable activities
3
Separate material item of
expense
Other
Total
Net income/(expenditure) before
investment gains/(losses)
Net gains/(losses) on
investments
Net income/(expenditure)
Extraordinary items
Transfers between funds
9
Other recognised gains/(losses):
Gains and losses on revaluation of
fixed assets for the charity’s own use
Other gains/(losses)
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward		 Unrestricted
funds
Restricted
income
funds
Endowment
funds
Total
funds
Prior
year
funds
£
£
£
£
£
9,018
74,220
-
83,238
59,399
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
9,018
74,220
-
83,238
59,399
-
-
-
3,502
52,604
-
56,106
81,510
1,929
257
-
2,186
7,348
5,431
52,861
-
58,293
88,858
3,587
21,359
-
24,946
(29,459)
-
-
-
-
-
3,587
21,359
-
24,946
(29,459)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3,587
21,359
-
24,946
(29,459)
30,353
11,411
-
41,764
71,223
33,940
32,770
-
66,710
41,764

The White Horse Project Balance sheet as at 31st March 2021

Company Number 6941257

Note
Fixed assets
Tangible assets
5
Total fixed assets
Current assets
Stocks
Debtors
Investments
Cash at bank and in hand
Total current assets
Creditors: amounts falling
due within one year
Net current assets
Total assets less
current liabilities
Creditors: amounts falling
due after one year
Provisions for liabilities
6
Total net assets
Funds of the Charity
Endowment funds
Restricted income funds
Unrestricted funds
Revaluation reserve
Total funds		 Unrestricted
funds
Restricted
income
funds
Endowment
funds
Total
this
year
Total
last year
£
£
£
£
£
3,852
1,896
-
5,748
6,560
3,852
1,896
-
5,748
6,560
-
-
-
-
-
1,303
-
-
1,303
6,183
-
-
-
-
-
33,785
30,873
-
64,658
34,021
35,088
30,873
-
65,961
40,204
0
0
-
0
0
35,088
30,873
-
65,961
40,204
38,940
32,769
-
71,709
46,764
-
-
-
-
-
-5,000
-
-
-5,000
-5,000
33,940
32,769
-
66,709
41,764
-
-
-
32,769
32,769
11,411
33,940
-
33,940
30,353
-
-
33,940
32,769
-
66,709
41,764

For the year ending 31st March 2021, the company was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies.

The members have not required the company to obtain an audit of its accounts for the year in question in accordance with section 476.

The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.

These accounts have been prepared in accordance with the provisions applicable to small companies subject to the small companies’ regime and in accordance with FRS 102 SORP. Approved by the Board on 14th December 2021 and signed on its behalf by:

CJ Eacott - Director

AJ Roberts - Director

The White Horse Project

Statement of Cash Flows for the year ended 31st March 2021

Note
Cash flows from operating activities
Net cash provided by operating activities
7
Cash flows from investing activities
7
Cash flows from financing activities
Change in cash in reporting period
Cash at 1st April 2019
Cash at 31st March 2020		 2021
£
32,011
(1,375)
30,637
34,021
64,658		 2020
£
(23,182)
(1,863)
(25,045)
59,066
34,021

The White Horse Project Notes to the Financial Statements for the year ended 31st March 2021

1. Statement of Accounting Policies

1.1 Basis of Preparation

The financial statements of the the company, which is a public benefit entity under FRS 102, have been prepared under the historical cost convention in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), with the Charities Act 2011 and the Companies Act 2006. A summary of the principal accounting policies, which have been applied consistently, except where noted, is set out below.

The White Horse Project meets the definition of a public benefit entity under FRS 102.

1.2 Income

Recognition of income These are included in the Statement of Financial Activities (SoFA) when:  the charity becomes entitled to the resources; · it is more likely than not that the trustees will receive the resources; and  the monetary value can be measured with sufficient reliability. Grants and donations Grants and donations are only included in the SoFA when the general income recognition criteria are met. Contractual income and This is only included in the SoFA once the charity has provided the related performance related goods or services or met the performance related conditions. grants Tax reclaims on Gift Aid receivable is included in income when there is a valid declaration donations and gifts from the donor. Any Gift Aid amount recovered on a donation is considered to be part of that gift and is treated as an addition to the same fund as the initial donation unless the donor or the terms of the appeal have specified otherwise. Support costs The charity has incurred expenditure on support costs. Volunteer help The value of any voluntary help received is not included in the accounts but is described in the trustees’ annual report. Income from interest, This is included in the accounts when receipt is probable and the amount royalties and dividends receivable can be measured reliably.

1.3 Expenditure and Liabilities

Liability recognition Liabilities are recognised where it is more likely than not that there is a legal or constructive obligation committing the charity to pay out resources and the amount of the obligation can be measured with reasonable certainty.

1.4 Assets

Tangible fixed assets for These are capitalised if they can be used for more than one year. use by charity They are valued at cost.

Depreciation is provided on tangible fixed assets so as to write off the cost or valuation, less any estimated residual value, over their expected useful economic lives as follows|: Fixtures and fittings 33.3% reducing balance basis Office Equipment 33.3% reducing balance basis

The White Horse Project

Notes to the Financial Statements for the year ended 31st March 2021

2. Income

2. Income
Donations and Legacies
Donations and gifts
Gift Aid
General grants provided by
government/other charities
Total		 Unrestricted
funds
Restricted
income
funds
Endowment
funds
Total
funds
Prior
year
funds
£
£
£
£
£
7,651
-
-
7,651
9,470
1,367
-
-
1,367
1,071
-
74,220
-
74,220
48,858
9,018
74,220
83,238
59,399

3 Expenditure

3 Expenditure
Charitable Activities
Youth Activities
Youth Mentoring CIN
Youth Counselling CCG
Youth Music
Total		 Unrestricted
funds
Restricted
income
funds
Endowment
funds
Total
funds
Prior
year
funds
£
£
£
£
£
3,502
32,450
-
35,952
56,196
-
20,154
-
20,154
25,314
-
-
-
-
-
-
-
-
-
-
3,502
52,604
-
56,106
81,510

4 Staff Costs

Salaries and wages
Social security costs
Pension costs
Other employee benefits
Total staff costs		 This year
Last year
£
£
18,664
19,337
-
-
- 1,545
2,190
-
-
17,119
21,527

During the year the charity employed 3 part time staff equivalent to less than 1 fulltime member

The White Horse Project Notes to the Financial Statements for the year ended 31st March 2021

5 Fixed Assets

5 Fixed Assets
Cost
At 1st April 2020
Additions
Disposals
At 31st March 2021
Depreciation
At 1st April 2020
Charge in year
Disposals
At 31st March 2021
Net book values
At 31st March 2021
At 31st March 2020
6 Provision for liabilities
Provision for dilapidations
7 Cash flows
Net Income/(expenditure) for the year
Decrease/(Increase) in
debtors
(Decrease)/Increase in
creditors
Depreciation
Net cash provided by operating activities		 Fixtures &
Fittings
Equipment
£
£
1,700
33,942		 Total
£
35,642
-
1,374		 1,374
-
-		 -
1,700
35,316		 37,016
1,670
27,411		 29,082
10
2,177		 2,186
-
-		 -
1,680
29,588		 31,268
20
5,728
30
6,531
This year
£
5,000
This year
£
24,946
4,879
0
2,186
32,011		 5,748
6,560
Last
year
£
5000
Last
year
£
(29,459)
(1,071)
5,000
2,348
(23,182)
Interest received
Purchase of fixed assets
Net cash in investing activities		 0
1,374
1,374		 0
1,863
1,863

8 Related Party Transactions

During the accounting period the charity purchased telecommunications services to the value of £939 (2020 £739) from Avoira Ltd where Andrew Roberts is a Director. There was no outstanding balance at the year end. The directors are happy that the services provided were at a price much lower than comparable services and therefore good value for money.

The charity also paid Lindsay Bevan £1,523 (2020 £878) for programmes she delivered.