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2022-03-31-accounts

St Anne’s Vicarage Ashworth Road Rossendale BB4 9JE

ANNUAL REPORT

Year Ending 31[st] March 2022

challenging young lives . . . promising new futures

T: 01706 221889 | E: info@thewhitehorseproject.co.uk | W: thewhitehorseproject.co.uk

The White Horse Project Registered Charity no. 1131750

Registered in England & Wales No. 6941257

Contents

Legal and Administrative Information

Chairs Comments

Activities, Achievements & Performance 2021-22

Objectives for the coming year 2022-23

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

4

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

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.

Managing our programmes through the ongoing coronavirus restrictions proved challenging, but we were still able to achieve our goals. The good news was that, as restrictions were lifted, we were able to meet with more of our young people face-to face. We believe this made a tangible difference to their wellbeing, which took a hard knock during the worst periods of the pandemic.

There were a couple of notable and exciting developments during 2021. First, we recruited a new member of staff, Cath Eddisford. Cath has brought additional skills and energy to the work of the charity and fulfils the critical role of Youth Worker and Wellbeing Leader. Second, after more than ten years of hard work and happy memories, we finally said farewell to the Boilerhouse, our first premises, and relocated a few hundred metres to Newchurch Methodist Church, which is no longer used as a place of worship. These developments reflect our constant desire to find new and better resources, to provide the very best outcomes for our young people.

A quick review of the many programmes and activities we have been able to run during our 2021-22 period reveals just how vibrant and busy the charity continued to be: weekly theatre and arts workshops, taster course in dance, regular music sessions, young volunteering scheme leading to AQA qualifications, home-schooled young people’s workshops, social nights, regular outreach work with young people in Edgeside Park and Waterfoot town centre, social media outreach and engagement, programme of games, sports and workshops in Edgeside Park during the summer holidays. Our regular outreach work in three local high schools (The Valley Leadership Academy, All Saints and Alder Grange) focussed on wellbeing. Our thanks go especially to Siana Farrow, Cath Eddisford and Lindsay Bevan for their hard work and efforts.

Looking forwards, we believe there are new and exciting opportunities awaiting The White Horse Project, as we continue to recover from the negative consequences of the coronavirus pandemic. In particular, the new premises, located as it is mid-way between the Edgeside and Staghills communities, will enable us to reach more young people. Additionally, its size means there are opportunities to put on more and different types of activities, including in conjunction with other local community groups.

Perhaps our greatest challenge as we look forward is the need to boost our volunteer base, which has declined somewhat as a consequence of the pandemic. Great thanks to our current volunteers for their invaluable work. We encourage readers to please get in touch with us if they feel they might like to become involved in our very worthwhile and rewarding work. We need you!

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 2021-22

Staffing

We were very pleased to meet our target of recruiting a Youth Worker and Wellbeing Leader, funded by BBC Children in Need. Cath Eddisford joined us in June 2021, to work alongside Siana Farrow, our Young Volunteering Leader. Cath was already known to many through her work with the local charity Cotton Shed, an inclusive theatre company where she gained extensive experience working with children and young people. With her training in musical theatre, she brought a raft of new skills to our charity, in particular using performing arts to engage with young people about wellbeing.

New premises

It was with very mixed emotions that we finally moved out of The Boilerhouse in August 2021. These leased premises had been our base for over ten years and had become a safe place to meet for many local young people. However, the poor state of the building and its unsuitability for working with young people in a world with covid – no windows, very poor ventilation – made our decision easier.

It was brought to our notice that Newchurch Methodist Church on Turnpike – a stone’s throw away from the Boilerhouse – was closing as a place of worship. Their building comprises several rooms on two floors, which was used by many community groups, and would make an ideal venue for working with young people. We entered into discussions with Rossendale Methodist Circuit who agreed in principle to a plan whereby we would take on a long-term lease of the building for a peppercorn rent in exchange for managing the building and retaining it for community use, and fundraising to improve the premises. We recognise this building has tremendous potential, but it will need a lot of finance and effort to restore and improve. The young people are already excited about the opportunity, and we will seek to involve as many volunteers as possible from the local community. The Central Methodist Church is in the process of drawing up a formal lease and we await the outcome of this.

In the meantime, we are grateful to be able to store all our equipment from The Boilerhouse in one of the rooms, and we rent space in the building for our workshops with young people.

Engagement with young people

We continue to explore new ways of engaging with young people, so we offer as varied a programme as possible. Wellbeing remains the major issue as many young people continue to suffer from the effects of the pandemic, particularly the periods of isolation. We have continued to run a weekly programme of workshops, largely funded by the Igen Trust for which we remain very grateful. We have been pleased to add the new Theatre Workshop, led by Cath. Recognising the value of the performing arts we were also able to offer a taster course in dance which was well received, and we are currently fundraising to repeat this.

Our longest running workshop is Art, led by community artist Ruth Evans assisted by her son Felix, and this continues to be our most popular. Ruth is working with the young people on a commission from Civic Pride to produce a mosaic for the local Trickett’s Memorial Ground in Waterfoot, and we anticipate this will soon be ready for unveiling!

We continue to operate a dual economy and our music workshop, led by local musician Dave Jackson, still operates via zoom and has done so very successfully. Currently Dave is providing weekly tuition in guitar, drums, keyboard, bass, voice and music theory. We are working towards bringing our musicians together very soon to form their own band, and we are all very excited about this.

Siana has worked hard to improve our Young Volunteering Scheme, to help young people take responsibility in workshops, and training in this has enabled the young people to achieve AQA Awards.

Our workshop for those young people who are home-schooled has continued on a monthly basis. Young people are involved in choosing the focus for each session, and again they have achieved AQA awards for their efforts. Detached Outreach Work twice weekly in the local park and town centre remains important for us in meeting with many young people who choose not to engage in other ways. Under Siana’s leadership we have been able to supplement the outreach sessions with various games, and during the summer holidays ran a programme of games, workshops, and sport in the local park.

Social media is an important means of engaging with young people and their carers. Lindsay Bevan continues as our Social Media Manager and our Facebook page ended the year with nearly 900 followers, up from 747 reported last time – evidence of a job well done.

Schools Outreach

Great progress has been made through the year in our Schools Outreach due to Cath’s work. Currently she is working in three local High Schools each week – Valley Leadership Academy, All Saints and Alder Grange. She has engaged with many young people with the aim of improving wellbeing, using the medium of drama-based games and activities. This has been very well received, with staff at school referring young people to the groups. We are also able to offer immediate access to our Project Counsellor, and we are pleased that some young people have joined our workshops as a result of contact in school.

In the final term of the school year we contacted several local primary schools, offering support for students in year 6 facing the transition to High School. We provided information about the services we offer and ran a 5-week transition course via zoom.

Partner Outreach

Partnership working is of prime importance to us. We are pleased to continue our partnership with Rossendale Borough Council, attending their monthly Rossendale Connected Meetings via zoom. We are currently exploring working with Rossendale Leisure Trust who deliver the government’s Holiday Activity and Food Programme in Rossendale. Our partnership with local schools, primary and High School, has greatly improved over the year and we continue to explore working with local voluntary agencies in order to improve our offer for young people.

Governance & Management

We are proud to say that the seven members of our Management Committee (which includes the six trustees) have all been in place since our charity started in 2009. Whilst this provides a very stable and committed base we are conscious of the need to recruit new members with new skills. We have though, made good progress giving young people a voice in governance. Siana has set up a young people’s council, which they have named Limitless, who meet monthly to discuss the way we operate and to plan for the future. They are able to report directly to the Management Committee, and we look forward to developing this further in the year ahead. Cath has come to us with much experience in fundraising, and we are currently working with her on a bid to the National Lottery Communities Fund which would enable us to employ a Project Director, to take our charity to the next level. We are pleased to report we remain on a firm financial footing and will continue to work constantly to identify new sources of funding.

Coronavirus Crisis Management

We have continued to work hard to maintain the highest standards of hygiene and working practice to do our best to stay safe in a world with covid. We are pleased to say that our programme has not been interrupted due to covid since the start of 2022, and we have been able to relax some of our ‘rules’; we have been able to reintroduce socials to our timetable, which include serving a hot supper. Siana and Cath provided a varied programme including Talent Night and Quiz Night, and we look forward to increasing the socials we provide as young people tell us this is what they most want.

We will continue to work on zoom, so we have the flexibility to adapt the way we work if covid or any other issues make this necessary. The work need not stop!

Objectives for the coming year 2022-23

New premises: we will develop plans for the new premises (Newchurch Methodist Church building), taking due account of the needs of other groups of users. We will negotiate a longterm lease in order justify the significant financial investment required to repair and improve the building for our needs.

Staffing: the increasing complexity of our operations, including maintaining our own large premises, justifies a new post of Projects Director. We will attempt to secure funding for such a post.

Engagement with young people: we will continue to engage positively with young people by enhancing the effectiveness of well-being programmes including music, art, healthy-eating, sports, mentoring, counselling, drama, young volunteering et al. Following the coronavirus pandemic, a key aim is to increase the overall number of young people involved in our programmes and activities.

Volunteers: as the effects of the coronavirus pandemic subside, we will make robust efforts to re-build our volunteer base through personal invitations, newsletters, outreach events and the like.

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 continue to review governance aspects e.g. membership and working practices of the senior management committee. Recruitment of new trustees and management committee members is a key aim.

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 2022 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 28[th] November 2022

The White Horse Project Statement of Financial Activities for the year ended 31st March 2022 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
£
£
£
£
£
11,872
60,353
-
72,225
83,238
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
11,872
60,353
-
72,225
83,238
-
-
-
624
45,032
-
45,656
56,106
1,290
626
-
1,916
2,186
1,914
45,658
-
47,572
58,293
9,958
14,695
-
24,653
24,946
-
-
-
-
-
9,958
14,695
-
24,653
24,946
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
9,958
14,695
-
24,653
24,946
33,940
32,770
-
66,710
41,764
43,898
47,465
-
91,363
66,710

The White Horse Project Balance sheet as at 31st March 2022

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
£
£
£
£
£
2,562
1,270
-
3,832
5,748
2,562
1,270
-
3,832
5,748
-
-
-
-
-
2,595
-
-
2,595
1,303
-
-
-
-
-
43,742
46,195
-
89,936
64,658
46,335
46,195
-
92,531
65,961
0
0
-
0
0
46,336
46,195
-
92,531
65,961
48,898
47,465
-
96,363
71,709
-
-
-
-
-
-5,000
-
-
-5,000
-5,000
43,898
47,465
-
91,363
66,709
-
-
-
47,465
47,465
32,769
43,898
-
43,898
33,940
-
-
43,898
47,465
-
91,363
66,709

For the year ending 31st March 2022, 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 30[th] November 2022 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 2022

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 2021
Cash at 31st March 2022		 2022
£
25,279
(0)
25,279
64,658
89,936		 2021
£
32,011
(1,375)
30,637
34,021
64,658

The White Horse Project

Notes to the Financial Statements for the year ended 31st March 2022

1. Statement of Accounting Policies

1.1 Basis of Preparation

The financial statements of 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 grants goods or services or met the performance related conditions. Tax reclaims on donations Gift Aid receivable is included in income when there is a valid declaration from and gifts 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 33.3% reducing balance basis Office Equipment

The White Horse Project Notes to the Financial Statements for the year ended 31st March 2022

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
£
£
£
£
£
10,582
-
-
10,582
7,651
1,290
-
-
1,290
1,367
-
60,353
-
60,353
74,220
11,872
60,353
72,225
83,238
3 Expenditure
Charitable Activities
Youth Activities
Youth Mentoring CIN
Youth Counselling CCG
Youth Music
Total		 Unrestricted
funds
Restricted
income
funds
Endowment
funds
Total
funds
Total
funds
£
£
£
£
£
624
24,313
-
24,937
35,952
-
20,719
-
20,719
20,154
-
-
-
-
-
-
-
-
-
-
624
45,032
-
45,656
56,106

4 Staff Costs

Salaries and wages
Social security costs
Pension costs
Other employee benefits
Total staff costs		 This year
Last year
£
£
16,917
17,119
-
-
1,475
1,545
-
-
18,392
18,664

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 2022

5 Fixed Assets

Cost
At 1st April 2021
Additions
Disposals
At 31st March 2022
Depreciation
At 1st April 2021
Charge in year
Disposals
At 31st March 2022
Net book values
At 31st March 2022
At 31st March 2021
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
Interest received
Purchase of fixed assets
Net cash in investing activities		 Fixtures &
Fittings
Equipment
£
£
1,700
35,316		 Total
£
37,016
- -
-
-		 -
1,700
35,316		 37,016
1,680
29,588		 31,268
7
1,909		 1,916
-
-		 -
1,687
31,497		 33,184
13
3,819
20
5,728
This year
£
5,000
This year
£
24,653
(1,290)
0
1,916
25,279
0
0
0		 3,832
5,748
Last
year
£
5000
Last
year
£
24,946
0
0
2,186
27,132
0
1,374
1,374

8 Related Party

Transactions

During the accounting period the charity purchased telecommunications services to the value of £1,152 (2021 £939) 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 £1,646 (2021 £1,523) for programmes she delivered.