ANNUAI REPORT GCOMMoo ¢QDlr QNTS 2022-23 ## CONTENTS > Page 3 MISSION, VISION, VALUES > Page 4 CHAIRS REPORT Page 5 APPOINTED DIRECTORS & TRUSTEES > Page 6 FINANCIAL ACCOUNTS SUMMARY > Page 7 REPORT FROM SUSAN SADLER > Page 12 25 YEARS OF REDDITCH NIGHTSTOP Page 13 OUR WORK IN ACTION > Page 17 GROUP MEAL Page 18 LEARNING > Page 19 EXTENDING OUR HOLISTIC SUPPORT ## OUR MISSION, VISION, VALUES ## **Our mission** To work collaboratively with young people for as long as needed to increase social capital, by the provision of support, hosted accommodation, and learning, to bring about lasting change and break the cycle of homelessness. ## **Our Vision** A society in which every young adult has a safe place to call home and can thrive within their community. ## **Our Values** ## Respect. We respect the experiences, values, and ambitions of people at risk of homelessness. ## Trust and Dignity. We believe that when given support in a relationship of trust individuals at risk of homelessness can be enabled to find solutions to the difficulties that they face. ## Safety and Security. We recognise that everyone needs safety and security, including our staff, our volunteers and those at risk of homelessness. ## Diversity and Equality. We value diversity within our charity and the wider society, and we strive for equality of opportunity. 03 ## CHAIRS REPORT Redditch Nightstop was established in 1997 to prevent youth homelessness, now in our **25th year** , we have celebrated our commitment to our purpose and how we have **evolved** to deliver a comprehensive homelessness prevention support service for 16- to 35-year-olds. Our projects: - **Safe Accommodation and Support (SAS) project** (Emergency Accommodation, Supported Lodgings, Support, Learning and Mediation) for **16 - 25 year olds** , since 2016. **Floating Support** - Homelessness Prevention and Support **18-21** (up to 25yrs for care leavers), since 2013 - **Floating Support** - Homelessness Prevention and Support **21 - 35 year olds** , since 2018 We have worked collaboratively with young people, families, local agencies, schools, and other youth organisations for **as long as is needed** to bring about **lasting change** and break the cycle of homelessness. Delivering our work using a **holistic** , and **person-centered approach** , to enable young people to confidently navigate the uneven and unpredictable journey to **successful independence** across five key areas: - **Accommodation** : Support to access safe accommodation, including our volunteer-hosted emergency accommodation and longer term supported lodgings. - **Wellbeing** : Improving physical and mental health, building confidence and self-esteem. **Independent Living** : Ensuring young people have the skills and resources to live independently. - **Relationships:** Building trusted relationships with support services, peers, family members. - **Work, Training and Education:** Empowering young people to engage in learning, personal development, providing practical and emotional support to gain and sustain employment. Quote from a young person: “I didn’t even think I’d get to Uni and now I’m doing my second degree. I’ve even started thinking about possibly carrying it on to do my Masters… and I’m doing my driving lessons now, so hopefully I’ll be driving by the start of next year. I never would’ve even imagined being able to afford to do anything like that before. It’s all opened up a lot more opportunities for me.” (Independent Impact Evaluation, Tiller Research 2021) The charity has successfully raised additional funds to support its operations. The financial position is **secure** , although additional funds are required in future years to maintain the same level of activity. The work of our charity is **valued** within the **community** , and we are grateful to individuals, companies and foundations that have provided funding. An independent review of our work undertaken in July 2022 found local providers viewed our staff team as **dedicated** , **passionate** , **highly skilled** , and **effective** in reducing youth homelessness. The Charity ensures as part of its governance that an up-to-date risk management register is maintained and that the financial position is reviewed at each meeting, we also review the skills base of our trustees to ensure effective experience and knowledge exist within our trustee body. The charity looks forward to continuing to serve its community and to working with partners to prevent homelessness and enable young people to thrive. 04 ## DIRECTORS AND TRUSTEES The directors of the charitable company (the charity) are its trustees for the purpose of charity law. The trustees and officers serving during the year and since the year end were as follows: Michael Hill Chair BA Hons ACMA ACIS Charlotte Shepard Vice Chair Gary Battersby Secretary Andrew Hopkins Treasurer Glyn Johnson Ben Costello Matthew Wood 05 ## FINANCIAL ACCOUNTS 2022 - 2023 SUMMARY ## INCOME 2021-22 2022-23 £ 1 8 6 , 7 0 7 £ 1 7 4 , 7 3 6 GRANT FUNDING £ 1 7 , 5 2 7 £ 1 5 , 2 2 2 DONATIONS OTHER INCOME £ 2 8 7 £ 2 , 2 0 4 **TOTAL INCOME £ 2 0 4 , 5 2 1 £ 1 9 2 , 1 6 2** ## EXPENDITURE £ 1 2 8 , 8 7 6 £ 1 4 0 , 8 4 2 STAFF SALARIES £ 7 7 9 £ 7 5 CLIENT ACCOMMODATION £ 1 4 , 9 0 2 £ 3 0 , 4 3 5 CLIENT EXPENSES £ 1 4 , 4 0 0 £ 1 4 , 4 0 0 PREMISES RENT INSURANCE £ 6 , 5 9 3 £ 6 , 3 9 8 GENERAL RUNNING COSTS £ 2 1 , 1 6 2 £ 2 2 , 9 1 4 **TOTAL EXPENDITURE £ 1 8 6 , 7 1 2 £ 2 1 5 , 0 6 4** **0 6** 06 ## REPORT FROM OUR CHARITY MANAGER This year we have supported a wide range of needs, initially dealing with the imminent threat of homelessness and acute needs, and then the long-term needs, to ensure a sustainable outcome. We have supported **161 young people,** across our four outcome priorities: - **Outcome 1** – Homeless young people will be safely accommodated and have improved Health and Wellbeing. - **Outcome 2** independent living. – Homeless young people will have improved life skills to sustain - **Outcome 3** – Homeless young people will have increased resilience through improved support networks. - **Outcome 4** – Homeless young people will have reduced barriers to accessing education, training, and employment, countering social isolation. The way that our services have been needed by our clients over the past year is clearly reflective of the economic and social climate; specifically, the increased **cost-of-living** , **high rents** , **housing shortage** , and **limited face to face** contact with services because of remote working and structural changes following the COVID pandemic. **Additional barriers** that have further **exacerbated** the lives of young people at risk of or experiencing homelessness. The recent pandemic and changes to the benefits system together with the impact of the cost-of-living crisis and the number of people in low paid work has seen a rise in the number of young people at risk of homelessness. (Homelessness and Rough Sleeping Strategy 22-25) In response we have **increased** the **time** we spend with young people during one-to-one support sessions, and introduced other **face to face** activities; a weekly lunch, a volunteerled therapy craft session and day trips. All have been well attended, evidence that our young people **need** to **connect** with staff, volunteers, and peers, and to have regular access to a warm comfortable space, healthy food, use of our facilities, and resources. To reduce the impact of the increased costs of living for our young people we have accessed new funding initiatives and grants, and through **community fundraising** we have our own hardship fund to provide funds and services that **cannot be accessed anywhere else** , a **much-needed lifeline** for our clients to continue with their lives, for instance fixing a car window screen to maintain employment. Funding removals for clients to access donated items or to move home. We have also maintained our Awards for All funding for our young people to access free specialist mental health services. **0 6** 07 ## **Social Capital and Emotional Poverty** Individual social capital is built on **strong relationships, networks** , and **trus** t. It provides assets and resources that an individual can use for protection and support when facing challenges, and access to opportunities for enhancing economic security and emotional wellbeing. Our clients are unlikely to have a strong family or personal support network, with many having experienced one or more of **family breakdown (33%)** , **bereavement (12%)** , or **domestic abuse (37%)** . Most first make contact having suddenly left homes and relationships on which they were economically and socially dependent, often with **debts (35%).** Our young people need the opportunity to learn the skills, gain experience and the ‘know how’ to access the resources to successfully manage independent living, they have limited finances, technology and understanding about their rights or knowledge of support available. **Additional challenge** s or **barriers** include **substance misuse (35%)** , **pregnancy/children (15%** ), or a **history of offending (10%)** . Trust in services is typically low, often because of negative personal or family experiences. Faced with complex, hard to navigate systems and a lack of youth informed supported pathways and housing options (Homeless Link 2023), our clients typically start their journey with us **devoid** of a sense of agency in their circumstances. Emotional poverty is a deficit of the emotional resources needed to cope with life’s challenges. It typically results from an environment that makes an individual feel **‘less than’** or **‘separate’** from’ others, resulting in **low self-efficacy** and **self-esteem** . It can lead to responses such as **anger, anxiety** , **isolation** and substance misuse, negatively impacting on wellbeing, relationships, tenancy management, education and employment. Our clients, on first contact, typically display emotional poverty.This might be because of difficult or abusive family or home circumstances, **trauma (48%)** , or may be linked to (sometimes undiagnosed) physical or **mental health conditions (75%)** , **neurodiversity** or developmental needs **(30%)** . (Statistics relate to total client numbers 2022-23). The tables below demonstrate how our work increases social capital and reduces emotional poverty. “Normally it would’ve been my mum [supporting me]. But because she’s no longer here and that, you ain’t got that person you can just report back to, who’d tell you what you need to do and how to do it.” “[A client’s experience of another provider]: Like, they keep asking you, ‘oh, can you just go to your brother’s? Your mom’s?’ And you can’t. You just really can't!” “I literally had nothing… And I didn’t even know what was going on.” **0 6** 08 ## STRONG RELATIONSHIPS UNDERPIN THE REDDITCH NIGHTSTOP THEORY OF CHANGE. **0 6** 09 STRUCTURED PATHWAY that is FORWARD-LOOKING, offers a CLEAR ROUTE, and EMPOWERS TRANSITIO STRONG ORGANISATIONAL CORE Provides a stable base from which Young People can move forward Stable and available physical space (office, supported lodgings Provision for 5ubsi5tence needs Support to access education, work, funding Stable relationships Timely and reliable response a i i ivr¥anira Internal between Staff - with hosts, young people, volunteers Hosts- with staff and young people Young People- hosts and staff External Nightstop- with community Ibusiness. publicl Nighstop- with other agencies, charity sector, sponsors and funders Relationships at Nighstop are characterised by Respect - Trust- Safety STRUCTURED WORKING PROCESSES STRONG CORE STRUCTURED WORKING PROCESSES Reasonable, well-communicated rules and processes Structured, pathway that remains 'forward'moving' Focus on positive activities Staff provides a professional supportive relationship Processes ensure safety for all, at all times STRONG GOVERNANCE Business planning approach Reflective and Responsive, using monitoring, review and insight Active board, who are clear I th8ir.ioies and purpose . Mental Health - managing mental health conditions. support to access ounsellinglsupporvaddictions services, increasing resilience, reducing stress, developing self- esteemlself worth, increasing confidence. Physlcal Health accessing health care, managing health conditions, living in a safe encironment. encouraging decreased substance misuse, healthier lifestyle and self care. Dlgnlty and Respect- being able to have basic needs met, being treated with respectldignity. having personal space and privacy respected. treati ng other people and their property with respect. enablesd to trust others and being trusted. Provlslon of Hollstlc and PersonalSsed Support for Young People REACTIVE support- alleviating immediate risk of homelessness PROACTIVE support- breaking cycle of crisi5 by enabling successful transition throLJgh information, education and expanded support network. Facilitating Access to Educatlon, Employment and Life Skil Increasing Soclal Capltal Successful TRANSMON (Prevention and Alleviation of Youth Homelessness, Breaking cycles of crisis) Maintaining hollstlc wellbelng Building andlor Stabilising Supportlve Reiatlonshlps Securing and maintaining suitable Housing Solutions for medium- longer term. Empowered to take control of own future through developing skills, education, confidence and awareness of opportunitie& Developing and strengthening sense of future direction - 10 Theory of change for Redditch Nightstop based on evaluation data collected and analysed by filler Research Ltd Our **staff** team have **extensive professional knowledge** gained from their length of service in this area of work, their role further enhanced by training and relevant lived experiences which brings **unique empathy** , and a range of strategies to the role. With this experience staff act as role models and rapidly build trust with beneficiaries. Our **committed board of trustees** share their skills and knowledge to maintain and develop our work. Our **hosts are invaluable** and integral to our work, they have a **genuine** interest in keeping young people safe, sharing their home, providing a place of safety, company, and support, an **unspoken message** to the young people that stay with them that they are **valued** and important. One of our strategic aims in 2023-24 is to increase our host capacity. We have maintained **positive relationships** with funders, statutory organisations, membership organisations such as Depaul UK, Centrepoint and BARN, local business, and the public. We would like to **extend our thanks** for their **interest** in our work, **investment** , and **funding** . ## **Fairway Training, Redditch - have supported our work since 2018.** We have been connected with Redditch Nightstop for a number of years now and we decided to support the charity because it provides a vital and practical service to young people in the Redditch area. We continue to be impressed by the dedication, enthusiasm and professionalism of the staff in the delivery of the service, and the values of Redditch Nightstop very much align with our own company values. Our **Strategic Business and Financial plan 22 -25** , directs our future work and income needs to achieve our vision. Our main priorities in 2023: - Secure funding for the SAS project beyond September 2023. Secure funding for Floating Support 21-35 project beyond April 2024 Secure funding for Floating Support 18 - 21 project beyond January 2024 Increase support staff hours Increase hosting capacity - Analyse and improve our data, monitoring, and communication processes ## **We couldn’t do our work alone, we work together with our clients, our volunteers, and the local community for the benefit of all.** ## Susan **0 6** 11 ## 25 YEARS OF REDDITCH NIGHTSTOP We celebrated our 25th Anniversary in December 2022 with an afternoon tea, we were joined by our volunteers and beneficiaries, including Lisa Waring who set up the Nightstop service in 1997, Gill Groom, the Charity Manager until 2015, and Tony Pitt our longest serving host, since 1997. We were pleased that the Mayor of Redditch, Ann Isherwood came to support our event. ‘As the Mayor of Redditch, I felt extremely honored to be part of the 25th Anniversary Celebration of Nightstop. I have met several service users over the years and their stories have been extremely sad ones. But when Nightstop got involved, there was a light in the darkness for those young people. Nightstop not only physically supported with a roof over their heads but have given much needed mental and emotional support too. I am also honored to have friends that have opened their homes to young people in need of a safe place to stay. They have said the support and guidance of Nightstop was invaluable in preparing them to be confident volunteers thank you to all at Nightstop - Staff and Volunteers for being that port in a storm and a light in the darkness’. (Ann Isherwood 22-23) **0 6** 12 ## OUR WORK IN ACTION ## SUPPORT WORK Toby was referred to Redditch Nightstop as he was not coping in his tenancy. Homeless at the age of 16, he was accommodated by the local authority after 2 years of sofa surfing. The flat was poor quality and the environment was dangerous and intimidating. Toby was the victim of harassment and bullying and constantly felt under threat. The impact on his mental health was severe; he was isolated and unable to work which resulted in debt. We supported Toby to keep safe, to gather evidence to support a move to a suitable property, and to access services to improve his mental health. Nightstop facilitated meetings with CAP to resolve debt. Toby was supported to learn to shop, cook and budget. Toby was matched to a suitable property and accessed grants via our partnerships to fund carpets and white goods. He is proud of his home and manages it well, cooking regularly and eating nutritious meals. He can keep himself safe, has cleared all debt and is managing his income well. Toby has gained weight and his sleep has improved. His mental health is improving, and his loneliness is decreasing through attending our activities. He is thriving in his new home, and said **“I feel calmer, happier and safer”.** ## MEDIATION WORK Our mediation provision has been a crucial provision when **parents** and **young people** have **reached out** to us to help them to resolve the conflict in their home. We have provided a safe and neutral space to facilitate face to face mediation sessions for everyone involved to reach a resolution. Jack’s parents self-referred to Redditch Nightstop as the relationship between them and Jack, 17 was at breaking point and there was a real risk of homelessness. Jack was NEET and displaying difficult behaviour at home and in the local community. Jack and his parents attended regular mediation sessions to explore how the conflict was impacting on everyone at home, to understand housing options should things break down completely and to reach a resolution to improve the situation. Jack was supported to explain to his parents how he felt, and to listen to his parents about the impact his behaviour was having on the house and to recognise his own emotions and responses. The family were supported to help Jack to access suitable education provision, which he has maintained. The **family report** that although not perfect, **things are much improved and Jack remains at home.** **0 6** 13 ## EMERGENCY ACCOMMODATION After an argument with parents Sadie (they) left home. Without anywhere safe to go, Sadie presented to Redditch Nightstop seeking help. We supported them to discuss their situation and to make a homeless application with Housing Options. Sadie refused to return home. Emergency accommodation was arranged in a host home where they were provided with an evening meal and a private bedroom and an opportunity to talk with the hosts. The following morning Sadie missed their family and wanted to return home but was not sure how to approach them to resolve things. Staff supported Sadie to contact his parents and a return home was arranged. The family were offered follow on support and Redditch Nightstop tenancy training in the future to prepare for a planned move. The **Family** were grateful for the emergency accommodation and support from Redditch Nightstop staff. ## FLOATING SUPPORT 21-35 Sam was referred to Nightstop, aged 31 years, after being made homeless due to family breakdown caused by extremely poor parental mental health. He lived temporarily with the family of his friend who had known him since childhood. We supported Sam through the application and interview process to access housing; this included gathering evidence of his priority need. We supported Sam to access Adult Social Care due to his needs and vulnerabilities and to register with his GP and seek subsequent medical and mental health support. This included a referral for an autism assessment, as no diagnosis of his needs had been made, despite attending a specialist school. Sam was supported via our hardship fund to buy clothing which he could not access from his home address. He has accessed our learning programme, employment programme, lunches, and craft therapy to develop tenancy and health and wellbeing related life skills and to reduce his social isolation. Sam was allocated a 1 bed flat. We provided funding for some essential household items and pay for removals to collect a furniture donation to set up his home. **Sam reports that his personal situation and wellbeing** has **greatly improved** . He has built trust with his support workers, made connections with his peers, which has increased his confidence and self-esteem. **He has secured employment and is proud of all he is achieving.** An external evaluation stated that we provided “a useful, helpful service which gives sound guidance in a caring, safe, supportive, and friendly environment……. Where clients…… feel safe and receive effective support that is tailored to their needs”. (Tiller Nov 2021) Redditch Nightstop is the link for clients to access the wider community provisions and opportunities, a steppingstone to managing life and thriving. **0 6** 14 ## “If I didn’t have Nightstop, I’d probably be in a really risky situation. I’d still be in debt. “I feel [Nightstop] has taught me some things in life. My trust in services has improved.” “Drop in helps with meeting new people and socialising with new people, it has helped boost my self-confidence.” “It’s that I know you’re always there. And in my head that’s kind of a safety net, and I know if something goes off I can call you guys and say, now what do I do? How do I go about doing this?” “How many times do I call you, to this day, when something’s gone wrong? I called you not long ago because there was a debt that wasn’t mine but was technically mine and you talked me through it… you’re very good at listening too… I can’t call anyone else, I’ve got no-one else, so I just call you.” **0 6** 15 ## FUNDRAISING EVENTS The community comes together and surprises us every year with their fantastic fund raising ideas, here are but a few:- **0 6** 16 ## GROUP MEAL Our group meals are provided **every week** for our clients, we provide a nutritious homecooked meal and pudding, the table is laid, and we all **sit together** , to eat and chat. We are providing the environment for clients to develop a **peer support** network, and a touchpoint opportunity to seek support if needed, from each other and staff. Staff have observed the clients becoming increasingly comfortable in group a group situation, **developing conversational skills** , **checking out norms and values** , **building tolerance** . They provide each other with advice and guidance, showing concern and celebrating each other’s achievements. We often use a buddy system for welcoming new young people. ## **680** **meals have been enjoyed in a group setting at Nightstop this year!** **0 6** 17 ## OUR LEARNING At Redditch Nightstop, learning happens in a **variety of ways** , during support sessions, individual or group planned formal sessions based around specific topics, day trips, and via informal impromptu conversations between staff and other young people. This **approach** to learning is **effective** for our client group, providing a variety of opportunities and different ways for our young people to learn, from each other, staff and volunteers. The learning is delivered in our environment, which is familiar to the clients and delivered by our staff and volunteers who they feel **comfortable** with. Often a **stepping stone** for young people to build up enough confidence to access learning, voluntary work or employment outside of our service. This year we **widened the scope** of our learning programme to include the ‘Work It Out’ project, a referral partnership between Redditch Nightstop, The Basement Project, InUnity and Oakland International. Designed to help those looking for a way into the workplace, delivered by experienced trainers from Centrepoint UK with the object of helping participants **improve their chances of securing employment** . Oakland International provided the training facilities, attendee lunches and additional work-skills involvement and training. This included work shadowing, work experience opportunities, to supplement participants in-class learning, adding the additional benefits of perspective, environment and a ‘real world’ employee experience. ## **Over half of the young people that attended the ‘Work it Out’ programme have taken up voluntary roles, started work, and enrolled in learning.** ## **Our programme of learning also included** . making, using hand tools, design. sessions. **ART** therapy. k > Client led **CHRISTMAS** crafts and baking. Make do and mend machine skills. **Sexual** health and Wellbeing Workshop. TENANCY Training. **0 6** 18 ## EXTENDING OUR HOLISTIC SUPPORT FOR SUSTAINALBE OUTCOMES ## **National Grid - ‘A Warm Place to Call Home’** The purpose of this project is the provision of advice and guidance on efficient energy use through available resources, **it has helped 25 young people,** personalised to their individual circumstances. We have provided warm packs, economical cooking equipment such as slow cookers, microwaves and air fryers, and items to reduce energy use at home such as blankets, draft excluders, carpets and curtains. ## **B&Q - ‘A Place to Call Home’** The purpose of this project is to provide household items including furniture, flooring and decorating equipment to reduce the financial barriers associated with setting up a home. **18 young people that were homeless or at risk of being homeless have created homes that they are proud of.** By removing furniture ‘destitution’ and the possibility of furniture ‘insecurity’* the chance of tenancy sustainment is increased. The young people supported through these project have had the opportunity to put their own expression on their homes making them feel comfortable and secure, they have successfully sustained their homes. The young people who have been supported range from single people to couples with children and single parent families. They did not have any funds to purchase the items needed and were unable to access the funds in the near future, even when they were in employment. (*EndFurniturePoverty) ## **Awards for All** Free access to mental health and wellbeing practitioners, to learn techniques and strategies for maintaining good mental health and resilience, specifically helping with relationships with family members & friends, education, self-esteem, confidence, physical health, addictions, depression, self-harming, risk taking behaviour, school, college or work attendance, anxiety and stress. This project has provided a **total of 83 1 to 1 specialist mental health sessions for 16 young people, and 11 young people with specific items to improve mental wellbeing.** **Tardebigge in Sickness and Relief Fund** - funding a range of household items and needs such as rent arrears to prevent poverty and ill health. **5 young people have been supported by this fund.** **Centrepoint Bursary scheme** - provides financial support for enabling young people to access training, education and employment. **2 young people have been supported through this fund** . **Vodafone** - SIM cards for those experiencing financial hardship and struggling to connect with other services. This year **20 SIM cards have been provided.** **Redditch Nightstop Hardship fund** - removing financial barriers to prevent poverty, hunger and decline and to enable people to maintain employment. We have funded, fresh food, gas/electric, travel, and debt. **0 6** 19 TOGETHER, WITH THE SUPPORT OF OUR HOSTS, VOLUNTEERS, FUNDERS, AND SUPPORTERS WE HAVE SERVED AS A VITAL ‘SAFETY NET’ FOR YOUNG ADULTS WHO IDENTIFIED THE SUPPORT THEY HAVE RECIEVED FROM REDDITCH NIGHTSTOP AS ANALOGOUS TO SUPPORT THEY ASSUME OTHER PEOPLE RECIEVE FROM FAMILY OR PERSONAL SUPPORT NETWORKS. Unit 4-5 Britten House Britten Street Redditch B97 6HD Tel: 01527 66036 Charity No. 1138158 Companies No. 7302871 info@redditchnightstop.co.uk www.redditchnightstop.co.uk Redditch Nightstop (A company limited by guarantee) Report and financial statements Year ending 31st March 2023 Company No: 07302871 Charity No: 1138158 Redditch Nightstop Report of the Trustees for the year end 31st March 2023. The trustee5 are pleased to present their annual directors, report together with the financial statements of the charity for t he year endlng 31 March 2023. These are prepared to meet the requlrements for a directors, report and accounts for Companie5 Act purposes. The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Assoclatlon, and Accounting and Reporting by Charities.. Statement of Recommended Practic e applicable to charities preparing their account5 in accordance with thè Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021 leffective l January 20161- Our purpose and activltie5: Redditch Nightstop was established in 1997 to prevent youth homelessness and has evolved to now deliver a comprehenslve homelessness prevention and support service for 16- to 35-ye3r-olds. We work co113boratively with young people, families, local agencies, schools, and other youth organisations for as long as is needed to bring about lasting change and break the cycle of hornele5snesS. A ho115tic, and person-centred approach, to enable young people to confidently navlgate the uneven and unpredictable journey to successful independence across flve key are3S'. Accommodation.. Support to acce5S safe accommodation, including our volunteer-h05ted emergency 3ccommodatlon and longer term sUPPOrted IDdgings. Wellbeing.. Improving physical and mental health, building confidence and self-esteem. Independent Livin8', Ensuring young people have the skills and resources to live independently. Relationships.. Building trusted relationships with support services, peers, family members. Work, Training and Education: Empowering young people to engè8e in learningi personal development, providing prdctical and emotion31 support to gain and 5U5tain employment. Our activities-. Individually tailored or)e-tO-one support offered lace-to-face, or by telephone, includin8.' Responsive support and advoc3cy addressing acute or urgent accommodation, food, health, and wellbeing needs. o Proactive support to engage p051tivety with servlces, build social and emotional capital and access Erants and resources, e.g. to secure essential white goods, furniture, clothing, toiletries and sanitary products. Opportunities for young people to conr>ect and build positive peer support networks via facilitated social activities within our large, homely, purpose designed open-plan kitchen dlner. Resource5 for young people to @ngage with services, including computers, internet access and telephones, independently or with staff support. Individual 3nd group learning to improve confidence, self-esteem, and w¢Jrk readiness. Independent living skllls to sustain a tenancy, including improving wellbeing, cookingi and budgeting. Training, support, and supervision for volunteer5 who help deliver our services, including hosts, drivers and office support. The work of Redditch Nightstop will make the following difference to young people at risk of or experiencing homelessness, they will, Be safely a¢¢ommodated and have improved health and wellbeing. Have improved life skills to sustain independent living. Have increased resilience through improved support networks. Have reduced barriers to accessing education,. training,. and employment,. Countering social isolation. The year 22123 has been a successful year for the charity, with the hard work of the staff, volunteers, and trustees. The charity has successfully ralsed additional funds to support its operations. The financial position is secure, althou8h additional funds are required in future years to maintain the same level of activity. The work of our charity is valued within the community, 3nd we are grateful to indlviduals, companies and foundation5 that have provided funding. An independent review of our work undertaken in July 2022 found local provlders viewed our staff team as dedicated, passionate, highly skilled, and effective in redLJcin8 youth homelessness. The Charity ensures as part of its governance that an up-to-date risk management re8lSter is maintained and that the financial position is roviewed at each meeting, we a150 review the skills base of our trustees to ensure @ffective experience and knowledge exist within our trustee bodv. The charity looks fOn￿ard to continuing to serve its community and to work with partners to prevent homelessness and en3ble people to thrive. The financial p051tion of the charity is secure, although additional funds are required in flrture years to maintain the same level of support activity. Dirertors and Trustees- The directors of the charitable company (the charityl are its trustees for the purpose of charity law. The trustees and officers seivlng during the year were as follows.. Michael Hill Chair Charlotte Shepard Vlce Chair Gary Batter5by Secretary Andrew Hopkins Treasurer Glyn Johnson Ben Costello Matthew Wood Members Guarantee.. The liability of each member is fixed at an amount not to exceed £1. The company 15 incorporated as a company limited by guarantee and does not have a share valve. Mike Hill IBA hons) ACMA ACIS Chalr Unit 4 & 5, Britten House, Brltten Street, Redditch Worcs 897 SHD Reddltch Nlghtstop Statement of Financlal Adlvltles For the year end 31st March 2023 Notes 2023 2022 Income Unrestricted Restricted Total Lottery grant WCC funding Tudor trust grant Tudor trust Covid 19 wellbeing grant Donatlons Fundraising RBC funding Gift aid recovered Microgrants Bank interest 41,833 12,581 18,000 41,833 12,581 18,000 59,284 12,581 36,500 2,(X)O 17,527 35 59,125 220 17,217 32 15.222 15,222 77,075 77,075 1,041 25,247 1,163 1,041 25,247 1,163 17,426 174.736 192.162 204,521 ExpendSture Salaries Computer expenses Rent & rates General Offi￿ expenses Consultancy Marketing Meeting expenses Office maintenance Phone/internet Printingi Post and stationery Staff travel & training staff other expenses Insurance Hospitality Emergency accommodation- hotels Emorgcncy ac¢ommodation- host payments Supported lodgings host payment5 Client expenses Cliènt hardship fund Fuiidraising costs Bank charges Host expenses Affiliation & registration fees DBS Checks Depreciation Loss on disposal of asset Client activities Accountancy c05t5 Trustee gifts 10,523 130,319 2,649 14,400 2,579 4,675 112 190 140,842 2,649 14,400 2,579 4,675 112 197 128,876 1,867 14,400 2,002 1,790 90 14 1,952 550 2,255 1,952 550 2,255 320 6,398 173 75 3,197 826 4,235 320 6,398 19 75 6,593 14 303 154 302 174 11.313 3,282 24,642 24,642 5,058 5,058 62 io 78 1,412 205 72 78 1,425 217 5,370 96 150 353 13 li 5,370 6,077 735 292 735 292 307 302 150 186,712 21,518 193,546 ZlS,064 Net movement In funds.. 14,0921 18,8101 122.9021 17,809 Redditch Nighistop Annual accounts to 31st March 2023 Balance sheet 2023 2022 Non-turrent assets Fixed assets 3,309 7,880 Current assets Cash at bank Debtors 160,681 306 194,929 13,085 Current liabllitles Creditors Oeferred Income 6,180 3,878 31,000 Net current assets 158.115 181,017 Reserves: Re5trlcted Unrestricted 26,812 131,303 45,622 135.394 158,115 181,017 The Company is entitled to exemption from audlt under Section 477 of the Companles Act 2006 for the year ended 31sf March 2023. The membÈrs have not required the company to obtaln an audit of its financial statements for the yea¥ ended 315t March 2023 in accordance with Sectlon 476 OF the Campanles Act 2006. ThÈ directors a¢knowledge thelr re5ponsibillties for.. ensuring that thÈcompany keeps accounting records which complywith Sections 386 Ind 387 of the Companles Act 2006 2nd preparin8 h'nanci315t3tements which 85ve a true and falr view of the state of affairs of the company 3s 3t the er¥d of È8ch financi31 year and of it5 PToflt or loss for each financlal year ia accordance with the requirements of Sectlons 394 and 395 and which tstherw15e comply wlth the requirements ol the Comp2nies Act 20a6 relating to flnancial 5t8tements, 50 far as appllcable to the company. These atcountg h8ve been prepared in atcordancÈ with th2 special provislon5 of Parl 15 01 thÈ Companie5 Act 2006 relating to small tomwnie5. The flnancial statement5 were appioved by the Baard of Dlrectors on 11 Decetnber 2023 2nd were 51gned on its behalf by: Mike Hill Dirertor Redditch Nightstop Annual accounts to 31st March 2023 Notes to the accounts l. AccountlnB polltles The principal accountlng policies adoptedi judgements and key sources of estimation uncertainty in the preparation of the fln3nci81 statement5 are as follows.. 1.1 Bosis 0 re araÈion The financial statements have been prepared in accordance with Accountlng and Reporting by Charitie5-. Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021 leffective l January 20151 Icharitles SORP IFRS 10211, the Financial Reporting Standard 2pplicat)le in the LIK and Repuljllc ol Ireland IFRS 1021 and the Cornpanie5 Act 2006. Redditch Niohtstop meets the definition of a public benefit entity undèr FRS 102. Assets and Ilabilitie5 are initially recognised at historical cost ortransaction value unless trtherw(se stated in the relevant ac£ounting poliry notel51. The Charity has adopted SORP FRS 102 Update Bulletin l and t8ken the exemption from preparlng 2 Statement of Cash Flow5 Oll the grounds of its size. In MakSng this ass&ssment the Company has consldÉred 2 period 0112 months from the signing of these financial statements and the cot)¢lusion is the exemptlon criteria will still apply. 1.2 Pre orutlon o the oc¢ounts on o oin concern bosis The charity's financlal statement5 have been prepared on a 8oinE concern basis on the grounds that current and future source5 of funding or support wlll be more than adequate for the Charity's needs. In a55ess going concern, the trustee5 have a reasonable expectation that the charity wlll continue 3s a going concern and is able to meet 311 of its obligations a5 they fall due for a minlmum of 12 months From the date of approval of these Ilnancial statements. 1.3 Income Income 15 reco8nised when the charity has entitlernÈnt to the funds. any performance conditions attathed to the itemlsl of income have been met, it Is probable that the income will bÈ rÈceived and the amount be measured re118bly. Imcome from government other grants, whether'capltal. grants or'reve#ue' grants. is recognlsed when the charity has entitlement to the funds, any performance eonditlQnS 3ttached to the grznts have been met, it is probable th3t the Income will bè received and ihe amount can b& measured reliably and is not def&rred. 1.4 Fund atcouniln Unrestylcted funds are available to spend on acrivitles that fuTther any of the purposes Of charity. Restricted funds are donations which Ihe donor has specified are to he solely used for particular areas of the charity's work or lor specitic projects being undertaken by the charity. Appropriate expenditure is allocated aBain5t such funds. 1.5 Tan ible ixedassets The cost of fixed assets is thei¥ purchase cost, to£ether with any incidental expenses o* acquisition. Depreciation 15 calculated $0 as to wrlte Dll the c05t of tsnglble fixed assets less their estimated residual values, over the expected useful economit lives of the assets concerned. The principal annual rates and bases used for this purpose are.. Equiprnent.. Str?Ight line over S years Offlce Improvements.. Straight line over 5 ye3rs Computer Equiprnent.. Straight line over 3 years 1.6 Debtors Trade and other debtors ire recognised at the settlement amount due after any trade dlscount offeied. Prepayments are valued at the amount piepaid net of any trade di5counls due 1.7 Cosh at bonk hond Cash at bank and cash in hand includes cash within the ¢ur¥ent account as well as c3sh within the deposit account and petty cash retained lor immaterial expenditure. 1.8 Creditors rjnd rovision5 Credltors and provisions are reccgnised wherÈ the charity h£s a present obligation resulting from a p3St event that will proljably result in the transfer of fund5 to a third PBrty and the amount due to settle the obligation can be measured or estim3t&d reliably. Creditors and provisions are normally recognised at their Settlement amount after allowing foi any trade discounts due. 1.9 Pensions Employees of the charity are entitled io joln a defined contribution scheme. The chaTlty contribution is restricted to the contrlbutlons dlsclosed in note 3. There were no outstanding contributlons at the year end. The costs 01 the dÈfinÈd contribution scheme are included within salary costs and charEed1n proportion to the funds wilh they relate to. 2. Flxed Assets Offlce Improvements Computer Eoulpment Equlpment Total Cost at 0110412022 4.431 11,622 8,360 24,414 Addition5 571 227 798 Cost at 3110312023 5,(K12 11,623 8,587 25,212 Depreciation at 0110412022 2,583 9,499 4,451 16,533 Charge for year 698 2,124 2,548 5,370 Depreciation at 3110312023 3,281 11,623 6,999 21,903 Netbook value at 0110412022 1,848 2,124 3,910 7,881 Netbook value at 3110312023 1,721 1,588 3,309 3. Staff tosts and trustees. Èmoluments Total staff costs were as follows.. 2023 129,295 7.668 3.879 140,842 2022 118,936 6,208 3,673 128,816 Salaries and wages Social securitv Costs Pension £05ts No employees received remuneration of more than £60,000 during the year. Trustees, who are also directors, recewed no remuneration or expenses and act On 3 voluntary bas1512022.. £nill. The monthly number of employees during the year.. 4. Operatlng lease commitments As at 31 March 2023 the ¢h3rity hzd future minimum lease payments under non-cancellable operating leases as follows,. 2023 2022 15,048 14,400 25,440 14,400 Withln one year Between one and fiv@ years 40,488 28,800 5. Funds re¢on£lllatlon Unrestricted Restricted Brought forward funds 13S,394 45,622 Movement in funds: 14,0921 118,8101 Funds to carry forward 131,302 26,812 6. Microgrnnts Below are detalls of the microgrants awarded in the year and a brief description of the service5 provided.. 4,094 Tardebigge Relief Fund- is a local charityfundin8 mainly household whlte ooods for clients in need 9,280 National Grid Grant- project 'A Warm Pla¢0 to call Home" funding items to reduce e￿ergY costs eg carpets & curtalns 9,813 Nationèl Comrnunity Lottery Awards for All grant- funding our Mental Health project which provides counselling & Health & wellbeing item5 for cllents 2,060 Inunity Grant- Project'work it Out. in collaboration w(th lotsl business Oaklands International, provided training towards employment for NEET clients 25,247 ## **Independent examiner's report on the accounts** |**Section A Independent Examiner’s Report**|**Section A Independent Examiner’s Report**| |---|---| |**Report to the trustees**
**On accounts for the year**
**ended**
**Set out on pages**|Redditch Nightstop
31 March 2023
**Charity no**
**(if any)**1138158
1 to 9| ||1 to 9| I report to the trustees on my examination of the accounts of the above charity (“the Trust”) for the year ended 31 March 2023. **Responsibilities and** As the charity's trustees, you are responsible for the preparation of the **basis of report** accounts in accordance with the requirements of the Charities Act 2011 (“the Act”). I report in respect of my examination of the Trust’s accounts carried out under section 145 of the 2011 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** I have completed my examination. I confirm that no material matters have **examiner's statement** come to my attention in connection with the examination which gives me cause to believe that in, any material respect: - the accounting records were not kept in accordance with section 130 of the Charities Act; or - the accounts did not accord with the accounting records; or - the accounts did not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair’ view which is not a matter considered as part of an independent examination. 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. **Date:** 25/09/23 **Signed: Name:** Arthur John Bibbey **Relevant professional** ACA/ICAEW **qualification(s) or body (if any): Address:** The Old Rectory, 407 Stourbridge Road, Catshill Bromsgrove, Worcestershire, B61 9LG **Oct 2018** 1 **IER** ## **Section B Disclosure** Only complete if the examiner needs to highlight material matters of concern (see CC32, Independent examination of charity accounts: directions and guidance for examiners). **Give here brief details of any items that the examiner wishes to disclose** . **Oct 2018** 2 **IER**