OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

2023-03-31-accounts

Whitefield Youth Association

Charity Number 1136520

Annual Report and Financial Statements

Year ended 31[ST] March 2023

1

Whitefield Youth Association

Year ended 31[st] March 2023

Reference and administrative details

Trustees Samina Kausar Zulfikar Ali Khan Ghazanfar Akram M. Javed Khan Irfan Zia Khan Saqab Hussain Project Manager Hamid Khan Principal address 203 Every Street Nelson Lancashire BB9 7BS

Bankers

HSBC 12 Manchester Road Burnley Lancashire BB11 1JH

Registered Charity Number 1136520

Independent Examiner M R Heaton FCCA FCIE DChA KM Chartered Accountants 1[st] Floor, Block C The Wharf Manchester Road Burnley BB11 1JG

2

Whitefield Youth Association

Year ended 31[st] March 2023

TRUSTEES ANNUAL REPORT

The trustees present their report with the financial statements of the charity for the year ended 31 March 2023.

OBJECTIVES AND ACTIVITIES

The objects of the charity are:

The relief of sickness and the preservation of health among people residing permanently or temporarily in Lancashire and the North West of England.

  1. To develop the capacity and skills of the members of the BME community and other disadvantaged communities of the North West of England in such a way that they are better able to identify and help their needs and to participate more fully in society.

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

(a) the provision of recreational and leisure time activities provided in the interest of social welfare, designed to improve their conditions of life.

(b) providing support and activities which develop their skills, capacities and capabilities to enable them to participate in society as mature and responsible individuals.

Objectives and aims

Whitefield Youth Association’s aims are:

  1. To work with disaffected young people and the wider community, with specific emphasis on those on the fringes of marginalisation and deprivation.

  2. To create more effective mechanisms of engagement between these young people and the wider community.

  3. To develop the social value of each individual and their respective skill sets.

  4. To promote Community Cohesion & Integration from a wider community perspective.

  5. To develop more understanding and culturally aware locally communities that contribute to the wider cohesion issues.

Public benefit

The trustees confirm that we have paid due regard to the Charity Commission guidance on public benefit reporting in deciding what activities the charity should undertake.

The remainder of this Annual Report explains the charity's work during the year and how it has been carried out for the public benefit.

3

Whitefield Youth Association

Year ended 31[st] March 2023

TRUSTEES ANNUAL REPORT (continued)

ACHIEVEMENTS & PERFORMANCE

Whitefield Youth Association (WYA), established in 2002, a fully registered UK youth charity that has been serving children and young people from the Burnley & Pendle district for 21 years. Founded just after the Burnley disturbances it played a major role and continues to do so in addressing community issues and promoting positive engagement among the youth and agency providers.

As a youth charity, WYA focuses on programme initiatives to support and empower young people to help them move “forward” with their lives. This includes activities such as education and skill development, recreational programmes, community outreach, and initiatives to address social issues affecting disadvantaged children, young people and the wider community.

WYA’s journey from its origins as a community voluntary group to becoming a fully-fledged registered charity in 2010 is a very commendable one, the continuity remains of its core objectives and commitment to provide a voice for the voiceless.

The fundraising drive which the charity was planning to celebrate its 20-year anniversary continues to be put on hold to ensure that the steps put in place to consolidate and rebuild to ensure selfsustainability and steady growth remains – this is the strategic approach that has been taken by the Trustees to navigate the potential challenges that the charity may come across.

Numbers attending the provision remain the same as the previous year demonstrating that the steps that were put in place to consolidate the charity’s position are working securing the immediate future of the charity.

The charity has always had to face and adapt to challenges to ensure its long-term future demonstrating resilience for over two decades, it has had to demonstrate this yet again for this financial period.

Despite another successful year of delivery WYA is still operating in an environment of uncertainty. Many charities are facing ongoing challenges and unpredictability in various forms but WYA are proactively addressing these challenges.

The decision to continue consolidating the delivery model and building on strong foundations is a strategic approach. This demonstrates that WYA recognizes the importance of stability and sustainability, aiming to ensure that our programs and initiatives can continue to make a positive impact on the community in the long term.

By carrying these efforts forward into the next 12 months, WYA is prioritizing the continuity and growth of its service provision. This may involve further refinement of existing programs, exploring new opportunities for engagement or support, and potentially seeking additional partnerships or funding to enhance its capacity.

4

Whitefield Youth Association

Year ended 31[st] March 2023

TRUSTEES ANNUAL REPORT (continued)

AREAS OF GOOD PRACTICE

WYA have been successfully following a social enterprise model since 2010, with further enhancements in 2014. This model has played a crucial role in ensuring the long-term sustainability of the charity's operations. The key points about the delivery model are:

Social Enterprise Model: WYA adopted a social enterprise model in 2010, which indicates that the charity incorporates business strategies to achieve its social and environmental goals. This model allows WYA to generate income through entrepreneurial activities, contributing to its financial stability.

Success and Continuity: The fact that WYA has continued to follow this delivery model for several years means that it has been successful in achieving its objectives. This success has contributed to the organization's ability to weather challenges, including those unrelated to COVID-19.

Trustee Involvement: The Trustees of the charity play a role in implementing and intensifying the social enterprise model. This highlights the strategic decision-making at governance level, indicating a commitment to the charity’s long-term sustainability.

Efficiency and Value for Money: WYA emphasizes working in an efficient manner to ensure its longterm future. The charity aims to provide value for money by minimizing management and operational costs. This approach is crucial for optimizing the impact of donations received from the local community and business.

Community and Business Support: WYA receives support not only from the local community but also from businesses. This dual support has enabled the charity to effectively engage both sectors, showcasing a diversified funding base.

Adaptation to Challenges: The reference to "trying to keep management and operational costs to a minimum" indicates a proactive approach to financial management. This adaptability is likely a response to economic challenges and is crucial for the charity's continued success.

WYA recognise the importance of leveraging its social media platforms to enhance awareness of the work that it delivers in the communities that it serves. It has the following in place:

Communication Strategy: WYA has identified social media platforms as an effective means of communication to create greater awareness. This means it has a strategic approach in place to using digital channels to reach a broader audience and share information about the charity's activities.

Consistency With Brand Profiling: The use of social media is aligned with a new brand profiling strategy that was implemented last year. This indicates that WYA is not only using social media for communication but also leveraging it to reinforce and communicate its brand identity. Consistency in branding across social media will contribute to a cohesive and recognisable image for the charity.

Community Engagement: Social media platforms provide an opportunity for WYA to engage with its audience directly. Through regular updates, posts, and interactions, the charity is building a community around its cause, fostering support, and keeping stakeholders informed about its ongoing initiatives.

Visual Storytelling: Social media is a powerful tool for visual storytelling. WYA uses images, videos, and other multimedia content to vividly showcase its work, impact, and the communities it serves. This is a compelling way to enable the charity to connect with the local community emotionally and convey the positive outcomes of the charity's efforts.

Real-Time Updates: Social media is enabling the charity to provide real-time updates, providing WAY the opportunity to share timely information about events, campaigns, or urgent needs. This immediacy can help the charity stay relevant and responsive to current issues.

5

Whitefield Youth Association

Year ended 31[st] March 2023

TRUSTEES ANNUAL REPORT (continued)

Amplifying Reach: Social media platforms have a global reach, allowing WYA to extend its reach beyond local communities. By leveraging these platforms effectively, the charity can attract a wider audience, including potential donors, partners, and supporters.

Analytics and Feedback: WYA can use social media analytics to measure the impact of its online activities. Monitoring engagement metrics, feedback, and sentiment can provide valuable insights into the effectiveness of communication strategies and help adjust approaches accordingly.

WYA have an ongoing commitment to have responsible financial management in place, particularly where it concerns the projektswya health & fitness initiative.

Financial Prudence Post-Covid-19: WYA is being cautious in managing its finances post the Covid19 pandemic, ensuring that the health and fitness initiative does not place a significant burden on the charity's reserves. This demonstrates a commitment to financial stability even after overcoming challenging periods.

Awareness And Vigilance: Despite successfully navigating the challenges posed by the pandemic, those responsible for the charity's operations remain vigilant and aware of potential risks. This proactive stance is essential for anticipating and mitigating unexpected scenarios that could impact the charity financially.

Impact of Energy Prices: The charity acknowledges the increased energy prices as a factor affecting its operating budgets, especially for initiatives delivered from its building. This recognition highlights the importance of adapting strategies in response to external economic factors.

Focus on Operating Costs: The Trustees always are actively seeking ways to reduce operating costs as part of their commitment to the long-term sustainability of the charity. This efficiency-driven approach which has been utilised in previous years is crucial for optimising resources and ensuring that financial resources are used effectively.

Criteria For Activity Approval: WYA has established three key criteria for an activity to be approved and implemented: demand, alignment with core objectives, and self-sustainability within an agreed timeframe or receiving grant support. This strategic approach ensures that the charity's resources are directed toward impactful and sustainable initiatives.

Commitment to Self-Sustainability: Since 2014, the Trustees have committed to the goal of WYA becoming self-sustaining and self-reliant through the delivery of social enterprise initiatives and strengthened fundraising activities.

Social Enterprise Initiatives: The emphasis on social enterprise initiatives aligns with the broader trend of integrating business strategies to achieve social goals. This approach not only contributes to financial sustainability but also supports the charity's mission through entrepreneurial activities.

In summary, WYA's strategic focus on financial prudence, adaptability to external factors, criteria-driven decision-making, and commitment to self-sustainability through social enterprise initiatives demonstrate a thoughtful and resilient approach to ensuring the long-term success of the charity – this is why it is still here and many others who have received substantial funding have been and gone.

6

Whitefield Youth Association

Year ended 31[st] March 2023

TRUSTEES ANNUAL REPORT (continued)

PARTNERS

Accrington & District Junior Football League Asda Foundation British Wrestling Burnley Leisure Trust Lancashire Football Association School Of Social Entrepreneurs Sported The Rank Foundation

FURTHER DEVELOPMENTS

WYA acknowledge that it was fortunate to navigate the challenges that the Covid-19 pandemic posed to the charity. The focus for this year was to continue to consolidate upon what was built upon in the previous year. It has yet again had to demonstrate resilience to ensure its survival and adapt to change as and when required. Expansion of provision has been put on hold for the time being to ensure that there is not an over-burden on resources of the charity’s reserves but once it is on a more stable financial footing it will look to expand for the next financial year.

As mentioned in the previous year’s Trustee Report the projektswya wrestling academy has now become part of the programme offer after successful pilot sessions were conducted to assess feasibility and the Trustees are happy to report that it is holding its own in terms of generating sufficient income to pay for itself without placing an additional burden on the charity’s reserves.

The projektswya Social Enterprise Initiatives, including the football academy, are performing well. Increased demand for these initiatives has led to new enquiries every week. WYA has responded to this demand by recruiting additional volunteers to maintain the quality of provision while keeping operational costs to a minimum. The charity’s decision to recruit additional volunteers not only addresses the increased demand for its programmes but also emphasises the importance of maintaining quality. Building capacity through volunteer recruitment aligns with the organisation's strategy to generate income while keeping operational costs low.

The position remains as in the previous year that completion of PHASE 2 of the capital programme is not an immediate priority as the charity will continue to consolidate its position so that it can gain further security for itself. The Trustees will reassess this position in the next 12 months of what the charity would like to do in regard to this aspect.

FINANCIAL REVIEW

Financial position

The Receipts and Payments Account and Statement of Assets and Liabilities are on pages 10 and 11.

Balances at the year-end amounted to £12,893 (2022: £27,970).

The charity aims to hold 3 months expenditure in unrestricted funds – at present the amount is lower than the target.

7

Whitefield Youth Association

Year ended 31[st] March 2023

TRUSTEES ANNUAL REPORT (continued)

STRUCTURE, GOVERNANCE AND MANAGEMENT

Trustees

The trustees as listed on page 2 served throughout the year and are in office as of the date of this report.

Governing document

Governed by the Constitution adopted on the 19th day of January 2007, amended on 15th June 2010. The majority of the Committee Members are residents of Nelson and specifically the Whitefield ward, and hence the name.

Structure

The Management Committee form a cohesive group who meet regularly to discuss matters relating to governance and management, also to steer the direction of Whitefield Youth Association

The Management Committee is made up of professionals from the legal profession, public sector, and private sector. There is considerable diversity in the Management Committee, especially gender, race and faith.

Charitable status

The Association obtained charitable status on 15th June 2010, reg no. 1136520. The charity continues to work towards becoming a Charitable Incorporated Organisation.

Risk management

The Trustees have introduced a risk management process to assess business risks and are implementing systems to mitigate these risks. Internal risks are minimised by the implementation of procedures or authorisation of all transactions and projects and to ensure consistent quality of delivery for all operational aspects of the Charity. Procedures are in place to ensure compliance with health and safety of staff, volunteers, clients and visitors to the premises. These procedures are periodically reviewed to ensure that they still met the needs of the Charity.

Approved by order of the board of trustees on 24th January 2024 and signed on its behalf by:

M. Javed Khan – Trustee

8

INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF WHITEFIELD YOUTH ASSOCIATION

I report to the charity trustees on my examination of the accounts of the charity for the year ended 31[st] March 2023.

Responsibilities and basis of report

As the charity's trustees you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (‘the Act’).

I report in respect of my examination of the charity’s accounts carried out under section 145 of the Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.

Independent examiner's statement

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:

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.

M R Heaton FCCA FCIE DChA KM 1[st] Floor, Block C, The Wharf Burnley Lancashire BB11 1JG

24th January 2024

9

WHITEFIELD YOUTH ASSOCIATION

Year ended 31[st] March 2023

RECEIPTS AND PAYMENTS ACCOUNT

Receipts
General donations and small grants
Bank interest
British Wrestling Association
School for Social Entrepreneurs
Pendle Borough Council
Payments
Consultancy
Projects delivery
Accountancy fees
Total payments
Net receipts/(payments)
Cash funds last year end
Cash funds this year end
CASH FUNDS
Bank current accounts		 Unrestricted
Restricted
funds
funds
£
£
30,631
17
-
1,500
-
-
32,148
-
17,520
28,505
1,200
47,225
(15,077)
27,970
12,893
Unrestricted
funds
Total
31.3.23
£
£
12,893
12,893		 Total
funds
£
30,631
17
-
1,500
-
32,148
17,520
28,505
1,200
47,225
(15,077)
27,970
12,893
As at
31.03.22
£
27,970		 Year to
31.03.22
£
37,381
2
2,000
8,500
8,850
56,733
17,520
34,165
1,200
52,885
3,848
24,122
27,970

Approved by the trustees and signed by:

M. Javed Khan - Trustee 24th January 2024

10

WHITEFIELD YOUTH ASSOCIATION

Year ended 31[st] March 2023

NOTES TO THE FINANCIAL STATEMENTS

The charity is not liable to tax on its charitable activities.

The charity is not registered for VAT. Irrecoverable VAT is included in the expense to which it relates.

No remuneration nor expenses were paid to trustees, or any persons connected with them during the year or previous year.

The purpose of this restricted funds is explained in the Trustees Annual Report.

11