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← Whitefield Youth Association

2024-03-31-accounts

Whitefield Youth Association

Charity Number 1136520

Annual Report and Financial Statements

Year ended 31[ST] March 2024

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Whitefield Youth Association

Year ended 31[st] March 2024

Reference and administrative details

Trustees Samina Kausar Zulfikar Ali Khan Ghazanfar Akram 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

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Whitefield Youth Association

Year ended 31[st] March 2024

TRUSTEES ANNUAL REPORT

The trustees present their report with the financial statements of the charity for the year ended 31 March 2024.

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.

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Whitefield Youth Association

Year ended 31[st] March 2024

TRUSTEES ANNUAL REPORT (continued)

ACHIEVEMENTS & PERFORMANCE

Whitefield Youth Association (WYA), established in 2002, is a fully registered UK youth charity that has been serving children and young people in the Burnley and Pendle district for over 22 years. Founded in the wake of the Burnley disturbances, WYA has played a vital role in addressing community challenges and continues to promote positive engagement among young people and partner organisations.

As a youth-focused charity, WYA is dedicated to empowering young people through initiatives designed to help them progress in life. These include education and skills development programs, recreational activities, community outreach, and projects addressing social challenges faced by disadvantaged children, young people, and the broader community.

Since its origins as a voluntary community group, WYA has achieved significant milestones, becoming a fully registered charity in 2010. Throughout this journey, the organisation has remained steadfast in its core mission: to provide a voice for those who are often unheard.

Plans for a fundraising campaign to commemorate WYA’s 20th anniversary remain on hold. The Trustees have chosen a strategic path focused on consolidation and rebuilding, ensuring the charity's long-term sustainability and steady growth. This approach allows WYA to navigate potential challenges while safeguarding its immediate future.

Participation numbers across WYA’s initiatives have remained consistent and in some instances grown with the previous year, reflecting the effectiveness of measures implemented to stabilise operations. This consistency underscores the charity’s resilience and its ability to adapt to ongoing challenges.

Despite delivering another successful year of programmes, WYA continues to operate in an environment of uncertainty, mirroring the broader challenges faced by many charities. However, WYA proactively addresses these uncertainties, prioritising stability and sustainability.

The Trustees’ decision to consolidate WYA’s delivery model and focus on strengthening its foundations reflects a strategic understanding of the charity’s role in the community. By ensuring stability, WYA aims to maintain and grow its positive impact in the long term.

Looking ahead, WYA is committed to carrying forward these efforts into 2023/24. This includes refining existing programs, exploring new opportunities for engagement and support, and seeking additional partnerships and funding to enhance its capacity and reach.

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Whitefield Youth Association

Year ended 31[st] March 2024

TRUSTEES ANNUAL REPORT (continued)

AREAS OF GOOD PRACTICE

Whitefield Youth Association (WYA) has successfully operated under a social enterprise model since 2010, with further enhancements introduced in 2014, 2016, 2021 and 2023. This model has been instrumental in securing the charity's long-term sustainability. The key aspects of WYA’s delivery model include:

Social Enterprise Model: Adopted in 2010, WYA’s social enterprise approach integrates business strategies to achieve its social and environmental objectives. This model enables WYA to generate income through entrepreneurial activities, ensuring financial stability while pursuing its mission – this is what has kept the charity going since 2018 when programme delivery funding came to an end.

Success and Continuity: The ongoing success of this model demonstrates WYA's ability to achieve its goals and adapt to various challenges, including those not directly linked to the COVID-19 pandemic.

Trustee Involvement: WYA Trustees play a pivotal role in strengthening and implementing the social enterprise model. This reflects the charity's commitment at the governance level to ensure long-term sustainability.

Efficiency And Value for Money: WYA emphasises efficient operations to maximise value for money, minimising management and operational costs. This approach optimises the impact of contributions from both the local community and businesses.

Community And Business Support: WYA benefits from the support of both the local community and businesses. This diversified funding base enhances its capacity to effectively engage multiple sectors.

Adaptation To Challenges: WYA continues to proactively address economic challenges by keeping management and operational costs to a minimum, demonstrating a resilient and adaptive approach to financial management.

STRATEGIC USE OF SOCIAL MEDIA

WYA recognises the importance of leveraging social media platforms to raise awareness about its initiatives and impact and it has now been implementing this for a number of years. Key strategies include:

Communication Strategy: A focused approach to social media enhancing WYA's outreach, this helps to create greater awareness of the charity’s activities and engaging a broader audience.

Consistency With Brand Profiling: Aligned with its updated branding strategy, WYA ensures consistency across digital platforms, reinforcing its identity and establishing a recognisable presence.

Community Engagement: Through regular updates, posts, and interactions, WYA builds a strong online community, fostering support and keeping stakeholders informed about its work.

Visual Storytelling: By using multimedia content, including images and videos, WYA effectively showcases its programmes, successes, and impact on the communities it serves, creating emotional connections and support.

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Whitefield Youth Association

Year ended 31[st] March 2024

TRUSTEES ANNUAL REPORT (continued)

Real Time Updates: Social media allows WYA to provide timely updates on campaigns, events, and urgent needs, ensuring relevance and responsiveness to current issues.

Amplifying Reach: With a global reach, social media helps WYA expand beyond its local community, attracting potential donors, partners, and supporters. This element will come into play when large fundraising campaigns are started to help boost the charity’s financial position or for particular capital projects on behalf of the charity.

Analytics and Feedback: Using social media analytics, WYA monitors engagement and feedback, refining its communication strategies to enhance their effectiveness.

RESPONSIBLE FINANCIAL MANAGEMENT

WYA maintains a strong commitment to prudent financial management, particularly regarding the projektswya health & fitness initiative :

Post-COVID-19 Financial Prudence: The charity remains cautious about managing finances, ensuring initiatives like health and fitness are self-sustaining and do not strain reserves.

Awareness And Vigilance: Despite successfully navigating pandemic challenges, WYA remains vigilant, proactively identifying and mitigating potential risks.

Impact Of Energy Prices: Recognising the financial strain caused by rising energy costs, WYA adapts strategies to manage its operating budgets effectively .

Focus On Operating Costs: Trustees continually seek cost-saving measures to optimize resources and ensure financial stability.

Criteria For Activity Approval: WYA uses a criteria-driven approach for approving activities based on demand, alignment with core objectives, and self-sustainability within a specified timeframe or receive grant support. This strategic approach ensures that the charity's resources are directed toward impactful and sustainable initiatives.

Commitment To Self-Sustainability: Since 2014, WYA has prioritised self-reliance through social enterprise initiatives and enhanced fundraising efforts, ensuring long-term viability.

Social Enterprise Initiatives: These initiatives support both financial sustainability and the charity's mission, blending entrepreneurial activities with social impact.

In summary, WYA’s strategic focus on efficiency, adaptability, and sustainable practices has been vital to its success in 2023/24. By consistently applying its social enterprise model, maintaining financial prudence, and leveraging modern communication tools, WYA continues to demonstrate resilience and a forward-thinking approach, ensuring it continues to thrive in a challenging environment where many other organisations have struggled to survive.

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Whitefield Youth Association

Year ended 31[st] March 2024

TRUSTEES ANNUAL REPORT (continued)

PARTNERS

Accrington & District Junior Football League Asda Foundation British Wrestling Burnley Leisure Trust Lancashire Football Association

FURTHER DEVELOPMENTS

WYA recognises its fortunate position in successfully navigating the challenges posed by the Covid-19 pandemic. The focus for the 2023/24 financial year has been on consolidating the progress achieved in previous years. The charity has once again demonstrated resilience, adapting to changes as necessary to ensure its survival. Expansion of services has been temporarily paused to avoid overburdening the charity’s reserves. However, the Trustees remain optimistic about exploring growth opportunities once a more stable financial foundation is established.

As highlighted in the prior Trustee Report, the projektswya Wrestling Academy has now been integrated into the charity’s programme offerings following successful pilot sessions. The Trustees are pleased to report that this initiative continues to self-sustain, generating sufficient income to cover its operational costs without imposing any additional strain on the charity’s reserves.

The projektswya Social Enterprise Initiatives, including the Football Academy, continue to thrive. Increased demand for these initiatives has resulted in a steady flow of new enquiries. To meet this demand, WYA has recruited additional volunteers, ensuring that the quality of its provision remains high while keeping operational expenses minimal. This strategic focus on volunteer engagement not only addresses growing participation but also aligns with WYA’s commitment to maintaining cost-effective operations.

As in the previous year, completion of PHASE 2 of the capital programme remains a lower priority. The Trustees are prioritising consolidation to strengthen the charity's position and build greater financial security. The decision regarding this next phase will be reassessed in the upcoming financial year, ensuring that any future steps align with the charity's long-term sustainability goals.

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 £12,658 (2023: £12,893).

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

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Whitefield Youth Association

Year ended 31[st] March 2024

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.

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.

The charity has safeguarding of young people at its heart with regular reviews of its procedures.

Approved by order of the board of trustees on 28th January 2025 and signed on its behalf by:

M. Javed Khan – Trustee

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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 2024.

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

28th January 2025

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WHITEFIELD YOUTH ASSOCIATION

Year ended 31[st] March 2024

RECEIPTS AND PAYMENTS ACCOUNT

Receipts
General donations and small grants
Bank interest
School for Social Entrepreneurs
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
£
£
49,875
37
-
-
49,912
-
17,520
31,427
1,200
50,147
(235)
12,893
12,658
Unrestricted
funds
Total
31.3.24
£
£
12,658
12,658		 Total
funds
£
49,875
37
-
49,912
17,520
31,427
1,200
50,147
(235)
12,893
12,658
As at
31.03.23
£
12,893		 Year to
31.03.23
£
30,631
17
1,500
32,148
17,520
28,505
1,200
47,225
(15,077)
27,970
12,893

Approved by the trustees and signed by:

M. Javed Khan - Trustee 25th January 2025

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WHITEFIELD YOUTH ASSOCIATION

Year ended 31[st] March 2024

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.

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