## DRAFT Director Report and Accounts 1[st] September 2020 to 31[st] August 2021 1 ## Contents Page Directors Report 3-24 Accounts Report 25 Accounts Statement 26-31 2 ## **Directors report for 1[st] September 2020 to 31[st] August 2021** ## **Streets of Growth** The Director’s present their report and the financial statement for the period ended 31[st] August 2021 **Registered Office:** Streets of Growth 1 Rushmead London E2 6NE (Please note that Streets of Growth moved from 125 The Highway London E1W 2BP in February 2021 and the current registered address is as above. The registration of the new address falls within 2020/2021) ## **Purpose of space use at 1 Rushmead London E2 6NE** Using the space, Streets of Growth aims to provide a range of services and programmes that aim to work with young communities and their families to motivate and equip individuals with the skills to change themselves to drive the social, physical, and economic regeneration of their communities. Additionally, the Space at Rushmead has been refurbished with capital funding raised via crowd funding to develop and launch a new Creative Industries Hub, _The Manor. The Manor_ was officially launched in April 2021 with the aim of providing taster creative industry programmes for young people. _The Manor_ is delivered in partnership with the British Bangladeshi Fashion Council and supported by Tower Hamlets Homes. **Company Number: 04863196 Charity Number: 1143126 Directors: Rakesh Sund – Chair Brian Manu-Gymfi – Treasurer Anthony Donatelli Sohail Raja Raffaella Copper** **Bank Details** The Cooperative Bank PO Box 250 Delf House Skelmersdale WN8 6WT **Independent Examiner of Accounts:** Mark King BSc (Hons) F.C.C.A 3 ## **Background:** Streets of Growth was founded in 2001 following a remarkable Sir Winston Churchill Travelling Fellowship backing East-End council estate resident, Darren Way. Darren witnessed and experienced the challenges and negative choices that young people from poorer backgrounds can get caught up in when struggling to transition between youth-hood, the street, school, employment, and into adulthood. On his return to the UK from his fellowship in the United States, Darren came back with the drive and ambition to found Streets of Growth. Launched from a small shop front, Streets of Growth was initiated in one of the UK’s most socially deprived wards in the Borough of Tower Hamlets in east London. The shop sat right in the heart of a local neighbourhood shopping precinct that was experiencing high levels of youth hang-out, adult drop-out, drugs, alcoholism, group/gang violence, and a central anti-social/crime hot spot in Bow, east London. It was in this initial space that the small group of co-founders intensively outreached and built relationships with young people, their parents and key professionals and began to establish Streets of Growth's organisational capacity to tackle and reverse the cycle of youth disengagement and diminishing neighbourhood responsibility. Today, Streets of Growth have scaled into a multi-award-winning social intervention enterprise. **Our Vision: ‘ For no young adult to be left behind ’** ## **Our Mission: Reducing Harm and Transforming Lifestyles** **We use interventions that equip and empower young adults with solutions that positively transform their lifestyle, education, career, and environment** ## **Our Values:** **Our organisational culture promotes the values of** - **Belonging,** - **Generosity,** - **Competence,** - **Interdependence, and Independence** ## **to create an environment that brings out the best in our staff and our young clients** ## **The Streets of Growth Charity Objects are:** i. To help and support young people living within, but not exclusively within, the London Borough of Tower Hamlets (LBTH) and the surrounding areas: a. To develop the knowledge, skills, and competencies they require to identify and meet the needs and to move out of poverty and harm's way. b. To develop the knowledge, skills, competencies, and capacities they require to fully participate in their communities, to lead in the development of their communities and to become positively engaged members of the local and global society. 4 c. By promoting the social inclusion of such young people, including by identifying and addressing the causes and effects of social exclusion and supporting participation and reintegration of those experiencing social exclusion. d. By promoting and developing the capacity of institutions and communities to meet the needs of such young people. ii. To further such other charitable purposes for the benefit of the community as the trustees shall determine from time to time. ## **Streets of Growth – Mission and Programme Delivery** Streets of Growth is an outcome driven, community-based organisation working across the borough of Tower Hamlets where our name is our aim. We are leading edge interventionists where the difference is in our detail. We work intensively, and tirelessly re-engaging young-adults aged 15-25 who are stuck, often struggling in poverty, harm, and violence; disconnected to regeneration opportunities. Our uniqueness and impacts are due to the way we design and seamlessly interweave outcome driven life skills coaching with ‘tailor made’ project programming of entrepreneurial and employability skills, along-side relentless outreach and targeted street work intervention, thus, disrupting the cycle of gangs, violence, criminality, and hopelessness amongst young communities and equipping young adults with the skills and resilience to thrive socially and economically. To achieve this, we have developed the **Appropriate Intervention Bridging programme embedded within our Starting with No – phases of change framework,** which works on the social evidenced theory when young people are re-engaged through positive and intensive coaching relationships, they can break the cycle of violence, harm, and poverty to gain competencies in life skills, education, and employment. It is made up of the following core elements; namely, - ➢ Relentless Outreach to build a constructive relationship between the young person and Youth Coach. - ➢ A consistent Coaching relationship using CBT and Motivational Interviewing techniques. - ➢ Stage based programme addressing life-skills development, education and career/work skills needed for positive progression. - ➢ _The Manor:_ Creative Industry Hub (launched April 2021) aims to increase young people access to London’s thriving creative economy, 5 ## **Streets of Growth – Executive Summary of Strategy development plan January 2018 - December 2022** The ambition of the strategy plan is to ensure that more young people are benefiting from our work. To achieve this several key goals have been defined: - **To become a sustainable and growing organisation** - Ensure Streets of Growth has a more appropriate premises leased premises and improved fundraising capacity to secure its continued and sustainable growth. - **To be a leader in research and experience in social intervention work** - To grow recognition of Streets of Growth as an organisation that provides consulting services and research in social intervention - **To have robust governance throughout the organization** - Grow the Trustee Board and improve communications from senior management to both internal and external stakeholders to increase the success of initiatives and underpin the organisation and its sustainability - **To increase number of people accessing Streets of Growth** - To increase referrals of individuals that could be helped by Streets of Growth interventions - to raise profile ## **Structure, Governance and Management** ## **Governing Document** Streets of Growth is a Company Limited by Guarantee and registered as a charity with the Charity Commission. Streets of Growth is governed by its Memorandum and Articles of Association last revised on 12[th] July 2011. Each trustee has agreed within the Memorandum and Articles of Association to contribute an amount of not exceeding £1 in the event of the charity closing. Members of the Board are elected on a nomination basis and are directors for the purpose of company and charity law. The board is made up of a mixture of local people, business, central government, and other and regeneration partners. The Board is now in the process of being strengthened with new directors. ## **Appointment of Trustees:** Trustees are appointed based on their expressed interest and motivation to assist Streets of Growth and its youth communities to achieve its vision, aims, objectives and intended impact, along with individual skills, experience, professional expertise that is needed for the development, strategic priorities, and effective governance of Streets of Growth. 6 ## **Trustee Induction and Training:** Newly appointed trustees are briefed on the company’s Memorandum and Articles of Association, the current Strategic Business Plan, and given an overview of the company’s recent financial performance. The functions of the Board and its decision-making processes are explained, along with the individual roles, responsibilities and legal obligations under both charity and company law. Each trustee is given a clear role (dependent on need of organisation) as well as taking on full responsibility for the overall trustee role. All Trustees are volunteers and are not remunerated. ## **Organisation of the Trustee Board** The Board meets on a quarterly basis with special or cluster meetings around pertinent issues such as fundraising taking place at other dates/times. The trustees administer the charity, and these functions are outlined below: 1. Have the ultimate responsibility for directing affairs of Streets of Growth and ensure that the organisation is solvent, is organisationally well run and is delivering the outcomes and practices defined in the governing documents. 2. Ensure that the charity complies with charity law and ensure that all annual returns and reports are maintained. 3. Ensure that Streets of Growth does not breach any rules, requirements set out in its governing document. 4. Ensure that all funds and assets acquired by Streets of Growth are used legally and within the governing documents. Certain individuals have areas of expertise and therefore take lead responsibilities in Legal, Finance and HR. All trustees are expected to attend all quarterly meetings and the Annual General Meeting. Where appropriate Trustees are encouraged and supported to attend appropriate training events, information seminars etc. ## **Management of the day-to-day operations of Streets of Growth** The trustees appoint the employed CEO of Streets of Growth to manage the day-to-day operation of the charity and has an agreed level of delegated authority for operational matters including vision, direction, finance, employment, and performance related activity. The CEO is responsible for ensuring that the charity delivers the services specified and that key performance indicators are met. The CEO and Founder of Streets of Growth also meet for one-to-one meeting with the chair of the Board every 2 months. Operational reports are sent monthly by the CEO to all trustees as part of the trustee meetings. All minutes and records of all Board meetings are stored at Streets of Growth. ## **Audit and Risk Management** Streets of Growth senior leadership management team, with the Board, continue assess, review, monitor and plan for all risks which the organisation may face, now or in the future. Our risk management strategy which is within our Strategy Plan comprises of a risk register, SWOT analysis of 7 the organisation and its core activities outlining possible risks which may occur and procedures/action plans to mitigate the risk identified. There is a regular re-assessment at each Board Meeting of the risks outlined and any potential new risks that have been identified. Quarterly operational reports are compiled by the CEO of Streets of Growth. These reports include a review on risk management and will report on any risk issues that may have arisen. This report is sent to all trustees and Streets of Growth senior management team as and when required. If there is a significant risk issue highlighted in the review and this occurs in between scheduled Trustee Board meetings, then a meeting will initially be arranged between the Chair and CEO and if further action is required then an extraordinary meeting will be set up to include all the other board members. The Trustees consider that the major risks to the Charity from 1[st] September 2020 to 31[st] Aug 2021 include: 1. Temporary accommodation situation **:** Since its founding security of space for the charity has been a constant risk factor and while the senior management team have worked tireless to ensure that the charity has been able to secure premises through a range of meanwhile spaces, it has placed considerable burden on the charity, most particularly the two senior managers, namely, the Founder and CEO. It has of course also bought significant advantages and outcomes for the charity and our current space in partnership with Tower Hamlets Homes is a collaborative initiative. 2. Continued funding - The CEO and board has taken steps to implement fundraising strategies to secure more sustainable funding revenues through development of service contracts and income generation strategies. ## **Effect of** _**coronavirus:**_ During the year 2020/21 to the date that the Financial Statements were approved, the coronavirus disease 2019 (COVID-19) outbreak continued to have significant global caused extensive disruptions to businesses as well as economic activities globally with no exception for the UK. As reported in Directors Report 2019/2020 throughout the pandemic Streets of Growth continued supporting high risk young people, paying salaries (no furloughed staff) and additional IT/remote working costs. Despite this, we remain in a stable financial position, having secured emergency funds (from LCRF, Children in Need and Lloyds Foundation) to help meet increased demand during Covid. We worked to Government regulations ensuring staff could work safely remotely and when regulations have changed from throughout 2020 and 2021 (following Government regulations and National Youth Association guidance) the team have delivered a blended service of online and face to face interventions, with full effective risk assessments, PHE equipment, social distancing etc in place to ensure staff and users health and safety. During 2020/21 we continually monitor government/NYA guidance and any changes to planned activities were carried out after a comprehensive activity risk/health and safety assessment. Having fully assessed the COVID impact on the Charity, the Trustee board do not foresee this having an impact on the entity’s ability to continue as a going concern. The Charity has sufficient financial resources to commit to provide additional funding in the event that it is required to fund the Charity’s continuing operations. 8 ## **Public Benefit Statement** With reference to the Charities Act 2011 all our charitable activities and acts are directed towards a lifelong impact and sustainable legacy on the local areas of east London and these activities are undertaken to further our charitable purposes for the public benefit. The summary information provided in the section below reflects our commitment to the public benefit requirement. ## **Review of Organisational Activity** The period between 2020/2021 has again been a challenging but exciting period for Streets of Growth, most notably - i. a continued contract partnership with Tower Hamlets Homes delivering a targeted intervention initiative with young adults (16-25 years) who are at risk and involved in antisocial activity. - **ii.** Continuation of Young Carers contract secured in August 2020 with London Borough of Tower Hamlets - iii. Continued Funding partnership with East London Business Alliance and Mayor of London, Violence Reduction Unit as part of the Everyone’s Business initiative tackling serious youth violence across east London. This will be a key programme and strategy action point for Streets of Growth. - iv. A two-year programme funded by GLA/MOPAC as part of initiative run by MOL Violence reduction unit. MY ends programme focused in reducing youth harm and youth violence of Isle of Dogs is working in partnership with Osmani Trust (lead [partner) and Spotlight. Programme runs from April 2021 to March 2023 - v. LIF (local Infrastructure Funds) Youth Outreach programme a two-year contract with Tower Hamlets secured in July 2021 and runs for two years. Contract review will make pace in May 2022. The programme works across three targeted estates (Shadwell, Stepney, and Whitechapel) - vi. Launched of _The Manor_ (April 2021) the new venture will expand and increase Streets of Growth capacity to provide enhanced progression pathways for young people most notably into the Creative Industry and Tech Sectors. ## **Organisational Achievement, Outputs and Outcomes from 1[st] Sept 2020 to 31[st] August 2021** Between 1[st] September 2020 and 31[st] August 2021, a total of 300 young people engaged in one or more of Streets of Growth services and activities. Breakdown of this - 111 young people participating in the Creative project, employability programmes, young leaders project and community events. - Within the **Inspire young women programme** we have engaged 35 high risk young women who are all make significant positive progress. - **Young Influencers/leaders programme** has gone from strength to strength, and we have now a core of 15 young leaders who have led a range of social action initiatives. - **Young Carers programme** working with high-risk young people has expanded with over 48 at risk young carers involved in the programme. One highlight is that one of the young people stood for Young Mayor in the Tower Hamlets elections and while not elected as the Young mayor is part of the Youth Cabinet leading on key youth issues for young people in the borough. - Of the 300 young people who were registered/engaged with Streets of Growth 189 young people were assessed as high risk with at least one identified/evidence risk factors; namely - ❖ Evidence of criminal and or sexual exploitation grooming - ❖ Arrested/cautioned by police - ❖ Awaiting court proceedings for criminal offence - ❖ Weapon carrying - ❖ Victims of serious youth violence/knife crime - ❖ Perpetrators of serious violence/knife crime - ❖ Drug dealing/holding drugs - ❖ Bonded labour – CE/county lines - ❖ Gang affiliation - ❖ Threat of serious harm to young person/family due ‘debts’ ( drug debts etc) - ❖ Repeat offending - ❖ On injunctions/community orders etc Other areas of risk - ❖ Mental health - ❖ Siblings/parents involved in criminal activity - ❖ Mental health/drug misuse by parent/guardian - ❖ Domestic abuse in the family setting In relation to 189 young people – all had more than one risk factor Below is a summary of the work that our dedicated team have delivered throughout the pandemic to ensure that the most vulnerable and at-risk young people and their families receive the support that they need. ## **Between Sept 2020 to March 2021 (inclusive of lockdowns)** The frontline team delivered the following - 420 targeted street work hours (15 hours per week for 28 weeks) across 6 identified hot post areas and estates. - 560 hours of one-to-one intervention work with young people delivered each week by youth coach (over a 28-week period) - 336 employability/career coaching sessions delivered - 112 small group workshops delivered on community safety and harm reduction 10 ## **From April to August 2021** The Manor was launched and activities and face to face work increased. Key highlights included - July Young Achievement Awards Ceremony for 15 young people attended by 50 people from local community - July to August – Streets of Growth summer programme which engaged 111 young people inclusive of a young person led community event. - Please refer to appendix one for summary and photos of events in 2021. Of 189 high risk young people engaged over a 12-month period: initial baseline assessments showed - 62% stated that they felt they had no future in being able to secure a career they wanted. - 71% stated that they felt they lacked the confidence and skills to get a career they wanted. - 57% stated that it was easier to earn money ‘other ways’ - 43% stated that they ‘needed’ to carry a weapon, to protect themselves - 32% stated that you ‘sometimes needed to use violence to sort out issues’ Of the 189 young people at 12 months (dependent on their risk factors and individual needs and challenges) had engaged within Streets of Growth bridging programme and stages of change framework. (Please refer to illustrative timeline). A follow up assessment was taken at 12 months and below is response from 151 of young people - 74% stated that they felt more positive regards career and future - 80% had no reported cautions or arrested in the previous 6 months - 72% reported that they felt they had made substantial positive changes in their lifestyles (reported reduced mixing with negative peers, moving away from selling drugs, not carrying weapons) - 79% had completed 25 hrs. plus of the staged based programming of the employability and life skills workshops Below are 2 case studies of two young people who we have worked with and supported over 2020/21 ## **Case Study one:** ## **Young male High-risk criteria Age: 18 years** **Number of Interactions:** 80+ Number **of specialised coaching hours:** 50+ ## **Initial information upon referral:** - Suffers with poor mental health – anxiety, depression, and suicidal thoughts - Arrested and awaiting court case at point of engagement (later found not guilty and all charges dropped) - Cannabis user - Previously open to social care in February 2020 - Was being exploited – parents had to pay off a £6,000 debt – (bonded debt) - Concerns X was being sexually exploited 11 ## **Further information gathered after relationship building:** - X mental health deteriorated and was hospitalised due to his chronic depression - X had the goal of going to University in September 2021 ## **Initial Referral:** X was referred to us in March 2021 by social services, who were closing his case due to no serious threat for X or his younger brother. The main cause of concern from social services was his mental health, as well as his recent arrests. Additionally, there were concerns that was X being sexually exploited, as he was often found in expensive hotel rooms with older women. Upon building a relationship with X, we also discovered more about the challenging relationship he has with his father. ## **Relationship Building:** A key part of our work with any young person is building a relationship with them and their family based upon trust and respect. A female intervention coach was assigned to X as it was hoped we could challenge the current relationships he has with women and build a mutual relationship of trust and respect. Over several months, X and his intervention coach have built a trusted coaching relationship. She has now been able to take a step back due to the resultant progress X has shown. Although initially, X was very reserved and found it difficult to discuss the identified areas of concern, through consistency and commitment from both parties, this changed. After 2 months X started to confide in his intervention coach, ask for advice, and ask for support/help when he thought necessary. This was a big step in our relationship, as it showed X was starting to know right from wrong, and noticeably wanted better for himself, which was what we had been working on together in our sessions. ## **Mental Health:** As previously discussed, X’s chronic anxiety, depression and suicidal thoughts was a main point of concern, and the area which needed the most intervention and coaching. During X’s involvement with Streets of Growth, he was admitted to hospital because of his anxiety and panic attacks. When discussing the root cause of his panic attacks, X said he is only now thinking about the consequences of his actions over the last year and how severe the situations were that he got himself caught up in. X and his intervention coach had 1-1 workshops which focused on his past. Discussions were had upon what he would tell younger boys who were in similar positions to himself as a way of providing vicarious guidance. He found great support in talking about what he had been through, and he found Streets of Growth an outlet in which he was able to not only offload his thoughts and emotions, but talk about reasons, triggers, and moving forward. X is extremely driven so talking about the future really helped. His intervention coach communicated weekly with X’s CAMHS worker and was kept informed on the work they were doing with X. This meant that when they closed his case when he turned 18, his intervention coach was able to support X’s use of the tools and check in regularly with his progress. X managed to get his mental health in the best place it had been in years, so much so that he pursued his dream of going to University in September 2021. ## **Criminal activity/Exploitation:** When X was initially referred to Streets of Growth, there were concerns that he may have previously been sexually exploited. Although X at the beginning was very adamant that the words X and 12 exploitation shouldn’t go together, after exploring a bit more with X, he found it easier to discuss the topic. X and his intervention coach had a 1-1 where they explored what exploitation was, what it meant to X, what the warning signs are, and how to identify if it is happening to an individual. This was done in a third-party context, without relating the discussion to X as he would usually get defensive. The conclusions from this workshop were then used to inform our future discussions and interventions. Even though X was involved in criminal activity at the time of referral, throughout his time with Streets of Growth he has stayed away from trouble and was not involved with either the police or criminal activity. ## **Sustaining in Education/Employment:** X and his intervention coach focused a lot on educational and career intervention. Over summer, X and his coach created a CV, rehearsed mock interviews, and worked on X’s confidence when in situations he isn’t used to. X managed to secure a job as a van delivery driver, as well as securing an interview for an NHS admin role. X’s goal was to attend University in September 2021, so working towards a deadline meant that X stayed motivated and driven. X is just about to finish his first semester at the University and is really enjoying his time. Being out of London, living in a new city, and being given the opportunity to have a fresh start has really supported the progress of X’s development, and he thanks Streets of Growth regularly for supporting him and pushing him with his decision to go to university. ## **Moving Forward:** Due to X’s mental health concerns, he is still receiving support from Streets of Growth. Fortnightly phone contact is made and when X is back from university holidays, face to face contact will be made. We are working on X getting referred to an over 18s mental health support service where he goes to university. ## **Case Study Two:** ## **Young female High Risk: CSE Age: 16 years** ## **Number of Interactions:** 100+ **Number of specialised coaching hours:** 80+ ## **Initial referral:** X was referred to us in March 2021. Social Services referred her to Streets of Growth because they had concerns about her being sexually exploited and groomed by older men. The case in question is still being investigated now, and it is visibly having an impact on X mental health. M has previously experienced a lot of domestic violence between her parents which has caused feelings of animosity and resentment towards them both; it is believed that this was the beginning of the breakdown of their relationship. Shortly before our work with X, there were several accounts of her being bullied at school, which resulted in the police being called and X having to move schools. Upon building a relationship with X, it is clear that this bullying has negatively affected her self-confidence, self-worth and has heightened her depression. ## **Relationship building:** The issues discussed above were uncovered by consistent relationship building with both X and her parents. Upon initial referral X was open about her experiences and the situations she often finds herself in. Our Intervention Coaches were able to work with X comfortably on a 1-1 basis, where she disclosed in brief about her experiences of sexual violence and exploitation. Over next 6 months of 13 intensive trust building and specialised targeted coaching , X began to see our Intervention Coaches as a person to rely on, someone external from her home life, and someone she can trust, which is why we are able to have honest and frank conversations. Due to X’s past, she has asked if Streets of Growth can run a session on teenage and unplanned pregnancy, as well as sexual awareness workshops. This is a huge step for X as it shows she wants to not only educate herself, but she wants to raise awareness for other young women and men, so they don’t have to go through what she did. ## **Exploitation:** X is a victim of criminal sexual exploitation CSE. As alluded to previously, X has been sexually assaulted several times by older men and she has been kidnapped as part of these incidents. As X comes from a home where there are damaged, broken, and negative relationships, she says she goes and looks for acceptance and affection elsewhere. Therefore, we are working closely with X and her parents to support them with their relationship, so X to support and safeguard her personal safety and to ensure that she does not experience any further exploitation and harm. ## **Emotional Wellbeing/Mental Health:** X mental health has derived from the trauma she has gone through and is still going through today. Her depression often gets too much for her to handle, that she feels her only outlet is to self-harm to relieve herself from the pain. With time, it is a goal for Streets of Growth to support X to access a a counselling service, whether that be through school or an external agency such a CAMHS, so she can seek professional help for the trauma she has experienced. Unfortunately, we are not at that stage yet with X as she shuts down when we try to talk to her about her mental health, but it is a future goal we are aiming towards together. ## **Education/Moving Forward:** All services have ended their support with X, so Streets of Growth are the only organisation helping her at this current point. X is clearly an extremely vulnerable individual, so it is key that our intervention and coaching is appropriate and catered to her individual needs. With X we have developed a 3-month plan to build a better relationship between her and her parents. As well as the 1-1 support we offer X , she also attends our fortnightly Young Leaders workshops. This workshop allows X and our other young people to discuss their experiences in a safe environment, build relationships and learn/discuss relevant topics of today. Our work takes time, dedication, and consistency and with X we will continue to work with her on both a 1-1 basis as well as in a group setting to achieve her aims and goals and create a more positive lifestyle for her. ## **Impact of Covid on the Young Communities of Tower Hamlets** As reported in the Directors report 2018/2020 the COVID crisis has deepened longstanding difficulties for local young people and the issues have only deepened over the last 12 months including Poverty - previous high rates of unemployment have further increased, leaving young people more vulnerable to offending/exploitation as a means of survival. Violence – the above is linked with an increase in serious local youth violence and conflict in recent months, which is expected to rise as restrictions are eased. Alongside this we have seen a dramatic increase in mental health/trauma needs in young people. Educational disengagement: many young people who were struggling in school/college before the crisis have now become long-term NEET, with significantly increased risk of poorer life outcomes 14 Unemployment – many key sectors for young people – retail, hospitality, catering, tourism/leisure, beauty etc. have been decimated by the crisis. A recent survey by the Sutton Trust also found that over 60% of employers have cancelled some or all of their work experience/internships Streets of Growth have duly increased our focus on supporting youth self-employment/enterprise. Our Creative Hub will offer vocational training in enterprise skills, fashion/textiles, digital media, and more – giving young people essential skills and viable opportunities for freelance/portfolio careers. 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Music and Media Workshops We rnn a s#riÈs of lextilè workshops in which young pwie had th• chance to l•am how to lie tabrK and prinl d•signs using vinyL Ruh•la from Juta Sho•9 h•ip•d to lurn lh• prinl•d and o¥•d f•bric into iot• bags to b• giv•n oul al aft •v•nl org•nis•d by Found•lion for Futur• London. with on• of th• b•g5 b•inq pr•s•nt•d lo th• charili•s patron. PrirK•5s Ann•. Textile Workshops 17 Street Doctors. a national charity s•1 up lo equip young people with the emèrgency first aid skills thoy nèèd to savè livès. joined us at The Manor lo sharg Iheir knowledgg and •xp•rtis• with a group of young p•opl• al high risk ol •xploilation and involv•m•nl in knife crim•. The workshop aded as a chance for them lo shar• Iheir though15 On th• rnasons Ih•y had b••n involv•d in knif• crim• and gangs in the past. This ev•nl h•lped lo educale th•m on thè ripple •Meets ol ihè violenee on ihèir families. frteftds and lifestyle and lead lo l-to-1 in-d•plh intervention s•ssions. Th•y r•c•N•d a c•rlificat• in First Aid and l*, the young pooplt who parlicipaled leli mor• ttsnfident irE knowing the right adions to take if Ihey were in a situation wher• 50meon• had b￿n slabb•d in th• futur•. Street Doctors Event oungl•a •rs group work•d •ronm prothcls lo ￿11 ai a i(￿1 markèt alcommunity arts oroanisalion. Oxford Houso. al th• start of I)￿Mber. Th•y spray paini•d fabric to b• mad¥ into tot• bag5. d Nrynyi printing on cushiims and rnad• m•ktrup b•gs Irom rncLaimod labrics. One of th• young p•opl• w• Work with. Rtyadh. has his own fashion etolhing lyt3nd in whith he &signs and rnake5 embrvidwpd cap5. Th•s• producls w•r• sold alongsid• b•spok• sho• m•d• by Juia Sho•s. On th• *. a gr¢)up oly4￿n9 paopL• h•lped to th• Stall gaining gxperiencg in enlerprts•. m•rthandi5ing and cu51omgr Servi￿ skills. Makers Fair at Oxford House 18 I￿•r two w••ks in summ•r, w• invil•d our Young L••ders and some of th• other young p•opl• w• work with io organise th•ir own community evenl in Shathvell Gardens. They worked togeiher to come up with Pl activilies lor the event and prgpare fabric bann•rs to promot• it. On th• day, Ih•y sl•ward•d th• •v•nl, giwng Ih•m th• opportunity to l••rn how lo work in • l•am and l•k• r•sponsibility lor th•ir own lasks s•t on th• day. The ￿eftt was an opportunily lor the local community lo sèe who Sirèèls of Growth were and build rèiatiortships with young pèoplt and families. On Ihe day. there was the opportunity lo spray painl t-5hirt5. practic• flow•r arranging and s•w hair 5crunchi•s. OMG Education join•d us lo l•ad a group 5ing-4-Long and local community •rts organis•lion, Trapped in Zon• On•. organised a coliaboralive and interacliv• projecl on mental w•lLb•ing. Community Event in Shadwell Gardens .Ort colh¢tiv•, Th• P•opl• Sp•aK in•d us at Th• M•norwith th•ir pwup ' Ik5how t•bL• lo giv• ouryoung p•opi• chanc• to talk aboul a rang• ol topics al ar• importanl to them. ey ¢overed whal m4ke5 a healthy and nhealthy Tvlalionship. how Iheycan find dwli•iwing to sp•ak with th•ir par•nts lh• Bangiad•shi cornmunity4nd •ir m•nt•l hmith. •yatso thutss•d what ble is like ng up 4s a young person in Tow•r amlets. in¢itsding the risks from rooming. expLoilation and drug and Icohol abuse. The ￿nVerSatIon wa l•d and twn•d into a po¢kast lor lo k••p. he People Speak 19 Four yothh s•rvic•s from diff•r•nt London boroughs joined us at Th• Manor for a chance lo present their expertence of working wilh young p•opl• lo th• Hom• OffK•. Alongsid• ours•lv•s, R•in. Spark2Lif• and ELBA talked about the challenges we all erKounler in the day-lo-day running of Ihe or9•nisalions and th• positiv• outcom•s w• v• seen from ihe work. Some of the oun9 pwple we work with also presented. Jahfuz talked aboul his experience of gmwing up in Tower Haml•ts and discussed how streets of Gr0￿h has given him and his lamily a path away from n•gativ• influence Home Office Event In DK•mb•r. w• h•ld th• launch •¥•nt lor th British Banglad*shi Crnatr¥• N•fviork It Tbvas a gr••t opwlunity to sh¢)w th faciliti•s availabl• al The Manor whi151 brin9ing th• creatr¥• comrnunity log•th•r to h•ar about Ih inspiring businesses and prnjec15 Ih •r• working on. W• h•ard frorn $peak•rs working in thè crèative induth•s inclulfing YouTub• corn•than. Smash B•ng•li. and enjoyed homemade fr¥5h thutn•ys from local Ixwin•ss, by Sammy. W• ar• planning more of Ihese meh￿rking ev¢nls k¥ happen rngul throughout th• y•v to cr•al• mor• opportunities and strenglh•n •)ur coM•cIwn5 to th• crvalN• ￿thstry. British Bangladesh Creative Network Event 20 ## **Funders for 2020/2021** - ➢ BBC Children in Need - ➢ London Borough of Tower Hamlets - ➢ Macquarie Bank - ➢ National Lottery Community Fund – COVID Response - ➢ East London Business Alliance - ➢ Garfield Weston Foundation - ➢ East End Community Foundation - ➢ Tower Hamlets Homes - ➢ Lord Barnaby’s Foundation - ➢ Canary Wharf Contractor's Fund - ➢ St. James's Place Charitable Foundation - ➢ Greater London Authority - Mayor of London - ➢ School for Social Enterprise - ➢ London Community Foundation - COVID Response - ➢ Charles Hayward Foundation - ➢ Lloyds Bank Foundation - ➢ Ocean Regeneration - ➢ Donations and other unrestricted income - ➢ The Leathersellers' Company - ➢ Primark Stores - ➢ Goldsmith's College - ➢ Groundwork UK ## **Financial Overview:** There was an end of year surplus of £ **148,967** at the end of 31[st] August 2021. Which is broken down as total of £ **22,618 (unrestricted) and £125,349 (restricted).** All restricted funding in the surplus is allocated for spend in 2021/22 and has been agreed with appropriate funders. We will have a dramatic increase in our expenditure in 2021/22 as the Manor programme and delivery expands and the high increase of referrals of at-risk young people via police, social services etc. In the later end July to – August we have seen a 50% increase in our referral intakes, and this is set to increase. Alongside this our engagement of at-risk young people via our targeted street work also saw a 40% increase rate Based on this we need to increase staff capacity to meet the increasing case loading of high-risk young people and expand service and programme delivery. ## **Reserves:** Streets of Growth current unrestricted reserve is £40,598. The trustees have established a general reserves policy to ensure that Streets of Growth can continue its’ work and manage the impact of any unplanned fluctuations in the value of its net income. Reserves provide protection to the charity and its activities and could provide ‘breathing space’ to adjust to changing financial circumstances. Streets of Growth reserve policy 2022/23 will have a a focus on increasing our unrestricted funding and strengthening our reserves with a six-month buffer. This will be raised via an implemented financial and fundraising plan 21 ## **Directors Overview:** No directors held an interest in the Company as the Company is limited by guarantee and does not have a share capital. ## **Directors Insurance:** The Charity’s insurance includes cover for trustee’s indemnity insurance, but a separate premium cannot be attributed to it. ## **Organisational Targets for 1[st] September 2021 to 31[st] August 2022** Again, the dedication of staff, volunteers and trustees have ensured that the Charity continues to reach out and engage with the most vulnerable and high-risk young people in our communities of Tower Hamlets. To ensure that the Charity continues to develop and grow we have set the following targets 1. To ensure that the financial year end of 31[st] August 2022 ends in surplus, with a secured income over the next two years of £450,000 with a focus on increasing our unrestricted funding and strengthening our reserves with a six-month buffer. This will be raised via an implemented financial and fundraising plan. 2. To raise the profile and brand of Streets of Growth as an intervention specialist in the field of youth development. 3. On-going implementation of robust evaluation and impact measurement framework. ## **Assessment of going concern** Streets of Growth activities, together with factors likely to affect its future development, performance, and positions are set out in this report. The financial position of Streets of Growth is reflected on the balance sheet of the 2020/2021 accounts report. The Trustees have assessed whether the use of the going concern assumption is appropriate in preparing these financial statements. This included an assessment of the possible effects of the continuing COVID-19 pandemic on the charity’s activities. The Trustees have made this assessment in respect to a period of one year from the date of approval of these financial statements. The Trustees of Streets of Growth have concluded that there are no material uncertainties related to events or conditions that cast significant doubt on the ability of the Charity, to continue as a going concern. The Trustees are of the opinion that the Charity, will have sufficient resources to meet its liabilities as they fall due. 22 ## **Strategic Report Exemption** Streets of Growth qualifies as a small charitable company under section 419(2) of the Companies Act 2006 and has taken advantage of the exemption in preparing a Strategic Report. Provision of Information to Independent Examiner: The trustees have prepared this report in accordance with the special provision of the Companies Act 2006 relating to small companies and the statement of recommended practices – Accounting and Reporting Charities (SORP 2005 SORP FRS 102) 23 24 STFIEET5 OF GFIOWTH Conn8ctlng Youth InterventSon with Regeneratlon 146 2011 kt Star￿d •pplr* VKwd 011￿1￿￿1 IFRS 10111 25 311111 014 19131 *ll1* laY,nl ￿.•?9 5Ji lJ7.721 1401 am• 17.0 IN4a4 26 ¢Ni 110IA 12Qll 17WI i>-tsS- 27 IIwDFbry ffRS 1021 l•ffyth* 1 W 2010Y. 28 10XK•J 74,W Iw) *1?0 iO,fts) le.l>) ie 3MIg 29 31 W21121 troy4w￿￿) 31 W 2V 142,8TS 27.460 lQ1.681 24,2>) 9.116 7,483 El>).733 12 Twg*lbfa•d •••• .033 28.S74 7,2Y ij O**¥• •ll*j*Ww￿ IZIW. E17nii. 30 •*F•wI12070 £13.1iOI. •¥X•lit£ 91.247 •lts E iei.opn. 17. IS32SJl t>**tl• i￿424 J1131 (116.71kl 7W.7rJ Fw F￿nd 28,871 J41.791 1101.1109> (IM m 327J71 31