outh ocus Ch¥lty No. Company No. 1148687 08114745 YOUTH FOCUS WEST MIDLANDS TRUSTEE'S REPORT AND UNAUDITED STATEMENTS FOR THE PERIOD I JULY 2023 TO 31 MARCH 2024
Trustees Annual Report p 3-11 Annual Accounts p 12-22
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Trustees Annual Report July 1[st] 2023 – March 31[st] 2024
Foreword – Chair of the Board of Trustees
I write my contribution to this year’s report with mixed of feelings.
On the one hand, there is positivity and optimism about the strong development and effective positioning of Youth Focus West Midlands (YFWM) – both regionally and nationally - as a key contributor to supporting and reshaping of Youth Work in an ever-changing environment. On the other hand, disappointment and sadness about the continued decimation of local authority youth services and the consequent pressure to do more for less inflicted on the voluntary and community sector.
Having experienced the decommissioning of a whole Youth Service in 2010, it was painful to learn this year of the plight of colleagues in Birmingham, where my Youth Service career began in the mid-‘80s. Our thoughts have been with colleagues there, and others across the region, who have had to deal with the impact of this on their communities, organisations and themselves.
Nationally, there have also been significant changes, not least a new Government after 14 years. This could and should give rise to new opportunities to raise the profile of Youth Work: it’s unique place in the landscape of services crucial in supporting the personal development and wellbeing of young people. Unfortunately, the state of the economy means it is unlikely, at least in the short term, that the significant & badly needed reinvestment in our sector will be realised.
However, there is cause for optimism. YFWM has continued to develop & invest in building our organisational capacity to improve our service offering for the Youth Work sector. We have transformed our business practices and processes and have increased staff capacity in response to demand for our services - much to the relief of existing staff, I’m sure! I thank George Stroud and Emma Keenan for the invaluable contributions they have made to this.
We have a Board of Trustees, small in number, but strong in range of experience, knowledge and skills that they bring to the governance of the organisation. We have welcomed Amanda Grove as a new Board member this year and she has already contributed significantly, particularly around safeguarding. My thanks to all our Board members who give generously of their time and expertise.
As you will read in the detailed reports that follow, YFWM is playing a crucial role in improving the range of training opportunities for new Youth Workers and in ensuring that Young People are enabled to have their voices heard locally, regionally and nationally. Our Training Centre is thriving, exceeding our funders’ targets. Our expertise in delivering, enabling and assessing quality course content, as well as outcomes for participants, is in great demand across our region and beyond. This is even more important as some traditional higher education routes to qualifications have been suspended.
Since the demise of the British Youth Council our coordination and support of Youth Voice work has become even more vital and is being ably led by Aimee Sharp. Media coverage of the situation in Birmingham showed Young People were enabled to clearly express the power and essential importance of Youth Work in helping them address issues that face.
I would like to thank all those who contribute in so many ways to the work of YFWM: our CEO Ruth, our core staff and Board members, our Associates who deliver training. Thanks also to our colleagues and partners across the region and nationally: the other regional youth work units, the West Midlands Combined Authority, West Midlands Police and Crime Commissioner, the NYA and government
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departments such as the DCMS. Your support, which comes in many forms, is greatly valued and appreciated.
Whilst there will undoubtedly be difficult times ahead, I do believe that Youth Work will adapt, survive and is here to stay. I believe this because I know the incredible commitment of its vocational workforce and the massive impact that they make on young people’s lives. Together, we will adapt and find new ways of working with and for Young People in the future. Youth Focus West Midlands exists to support that and to be a crucial bridge between the local, the regional and the national – we can be the eyes and ears and “boots on the ground” for those who need them to progress new initiatives.
I commend this report to you and wish everyone in the Youth Work sector the very best for the year ahead.
Paul Finnemore Chair of Board of Trustees
Annual Overview - Chief Executive Officers Report
2023 - 2024 has been a significant year for YFWM both in terms of contract delivery and organisational development.
Amongst other substantial changes, we changed registered office and are now formally located with Young Solutions in Worcestershire. This decision was taken as a long-term result of the Birmingham City Council decision that The Factory was no longer available to serve this purpose.
In October 2023 we were awarded funding from DCMS for two years under their Regional Youth Infrastructure Support Fund. As the grant decision occurred late in the funding cycle, the first year’s money needed to be spent by March 2024; 12 months funding in just 6 months. The intention was to invest in core business infrastructure, such that the organisation was sufficiently robust to take on significant programmes of work: this included moving core staff onto payroll with new contracts & developing systems and processes to allow sustainable delivery of core organisational functions with effective contract management. Huge thanks go to George Stroud, our Business Development Manager, who has led implementation of this work & delivered within tight timescales. In January we also welcomed Emma Keenan who joins us as Training and Finance Administrator – bringing our core team to a total of three.
The organisation is now in a strong place, but we recognise the fragile nature of funding and policy environments. We now need to build on these solid foundations such that that YFWM sustains its capacity to provide key infrastructure support for the Youth Work sector across the region. I would like to thank our Trustees for their invaluable voluntary work strategically steering the organisation and for underpinning the work of our staff.
The squeeze on Local Authority budgets has had a major impact with several Local Authorities across the region reporting significant concerns over their financial position and prospects, not least Birmingham City Council. The VCS is not immune either, seeing short-term funding streams, reduced contract values for demanding targets and the management of multiple funding streams with poorly aligned purposes.
As part of devolved powers to deliver change for local communities through local plans, this year saw the development of the West Midlands Combined Authority with a Violence Reduction Partnership covering the new authority area. As a result, the region now has a complex operational dynamic and funding environment as only 7 of the 14 regional authorities are included in the new Combined Authority area.
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This combination of administrative changes and budget pressures places Youth Work in a volatile environment, with a real funding mix and range of delivery models. I am particularly saddened to see the loss of Birmingham Youth Service as we know it: a long-standing tradition of delivering quality youth work opportunities for Young People across the city ends. The coming year will also see the closure of the Youth Work related degree course at Newman University, with roots firmly embedded in Youth Work training, and a Birmingham-based history that goes back a long way.
What remains important is our primary focus: the needs of Young People, who continue to tell us they want safe spaces, with trusted adults, in local communities. I think it goes beyond just specific safe spaces for young people; I believe it’s about safe communities for Young People to grow up in.
Youth Work and Youth Workers are not the only answer but - as a profession that moulds services around Young People’s needs and other provision - they are a significant part of the picture that is currently ‘missing’ or at best patchy. As always, we face these challenges with commitment: as facilitators, negotiators and above all passionate advocates for the Young People who are our future. I look forward to continuing to work with our national partners and the Youth Work sector across the region to ensure that Youth Work is recognised, understood, and effectively & sustainably financed.
Our Workstreams
1. BUSINESS TRANSFORMATION
Over the past year, YFWM has undergone significant changes aimed at enhancing sustainability, streamlining operations, and better aligning our work with our strategic goals. Carried out at a furious pace due to the sudden injection of DCMS infrastructure funding in October, these changes have involved restructuring the staffing framework, revising business systems, and laying the groundwork for ongoing development.
This year we have focused on consolidating the existing staff structure, improving business systems, and increasing team capacity by hiring our Training & Finance Administrator. Aligning our accounting year with the DCMS funding cycle, recruiting new staff and revising freelance & bursary rates to reflect increased responsibilities & cost-of-living hikes, have been key steps in this consolidation process. We have also made essential investments in IT infrastructure and staff devices to enhance data security and compliance with regulations like GDPR.
To further professionalise our financial management, we have engaged an accountant and with their support have implemented Xero as our accounting software package. This shift will allow for quarterly financial monitoring, support payroll processes, and improve our overall financial transparency. Additionally, formal contracts and terms of employment were established with existing staff by December 2023, ensuring compliance with HMRC rules and supporting long-term organisational stability.
Another key shift was our first formal annual budget which was approved for the start of the new financial year. This will guide our planning and expenditure, providing a clear benchmark to measure financial performance and manage risks. With the necessary systems in place and responsibilities clearly defined, we are well-positioned to build on these foundations and scale our impact over the next three years. We believe these changes will allow us to better serve our community and achieve our long-term objectives.
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2. WORKFORCE DEVELOPMENT
YFWM continues to advocate clear pathways for Youth Work as a career.
We were saddened to hear of the closure of the Newman University degree course, leaving just one HEI provider for the Youth Work degree course in the West Midlands. Additionally, there are currently no regional for Level 3 or 6 Apprenticeships, although courses are available nationally. This creates challenges for individuals wishing to progress to qualification at Level 6. With NYA, we are working through the Education and Training Standards Committee to look at how this situation can be improved.
YFWM has now been a Skills Education Group (SEG) Approved Training Centre, delivering both Level 2 and 3 accredited qualifications in Youth Work, for six years. We have built a strong reputation and are recognised by the awarding body to be delivering a quality service. This was confirmed by feedback from our External Quality Assessor at Skills Education Group:
‘The standard of learners’ work seen today is very high. It is evident that learners have had a positive learning journey, & this is also reflected in the learner evaluation records seen today. Overall, a very positive EQA process of a strong centre providing learners with an excellent learning experience to enhance their Youth Work skills, knowledge and behaviours.’
Training Centre
The capacity building programme, started last year, has borne fruit allowing us to deliver the following courses in-house to a total of 45 individuals:
| Intake | Course | Location | Delivered by | Trainer | Registrations |
|---|---|---|---|---|---|
| Apr-23 | Level 2 Award | Worcester | Cal Williams | Associate | 14 |
| Apr-23 | Level 2 Award | Birmingham | Ed Wright | BAYC | 12 |
| Nov-23 | Level 2 Award | Wolverhampton | Ed Wright | BAYC | 10 |
| Feb-24 | Level 2 Award | Birmingham | Ed Wright | BAYC | 9 |
| TOTAL | 45 |
In addition, a total of six additional courses were registered through YFWM as Training Centre during the period, delivered by four external organisations. We now also provide IQA support to five other centres nationally, helping them embed strong standards for delivery and achievement outcomes for learners. This also provides additional earned income for the organisation, improving our financial stability.
Bursary Management
The organisation has successfully managed the regional training bursaries programme for the last four years. We look forward to a further 12 months of managing this programme in partnership with the NYA.
During the fourth round of the scheme (BR4) we strengthened our partnership arrangements and finetuned the financial & administrative aspects of the bursary awards scheme. This allowed us this year to once again exceed our contract target of 59 awards - by 88%. Across the partnership we delivered slightly more accredited places in BR4 than in BR3, to a total of 111 individuals.
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| Qualification | Awarded |
|---|---|
| Level 2 Award | 79 |
| Level 3 Certificate Top-up | 27 |
| Level 3 Certificate | 5 |
| TOTAL | 111 |
| Partner | Delivered |
| YFWM | 41 |
| Aptitude | 39 |
| SYA | 31 |
| TOTAL | 111 |
In particular, the higher proportion of Level 3 courses (29% in BR4, 12% BR3) undertaken during this cycle represents a maturing of the workforce, consolidating & building on earlier years’ progress.
We are proud to report that - to date & with many learners’ work towards qualifications ongoing - the West Midlands workforce has an additional 27 L2 Certifications &
12 L3 Certifications because of work carried out under Bursary Round 4.
Capacity Building
We are pleased with the progress of our capacity building programme, working both in Birmingham with BAYC and Worcestershire with Young Solutions. These organisations are now able to deliver and assess Level 2 youth work programmes which we will extend to encompass Level 3 in the future. YFWM remains as the Accredited Centre - providing registration, administration, cloud systems and quality assurance - for the courses they deliver.
"The partnership between Birmingham Association of Youth Clubs (BAYC) and YFWM has resulted in an incredible 12 months. At the start of this period, BAYC was keen to deliver Youth Work training but lacked the means to make it a reality. YFWM supported us through their bursary scheme, helping BAYC get trained in assessment. They allowed us to shadow an existing Level 2 Youth Work course, which eventually enabled us to deliver three successful Level 2 courses independently. Throughout this time, YFWM provided regular supervision and external quality assurance, which helped us reach as many youth workers as possible across the Birmingham and Wolverhampton areas.
We are now actively recruiting for the next year of Level 2 Youth Work courses. Alongside this, YFWM continues to offer guidance and assistance, supporting us in assessing the learners who have completed the course, returning their assignments, and helping us to secure their Level 2 certificates."
Ed Wright, Birmingham Association of Youth Clubs (BAYC)
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“I have been a Youth Work practitioner in Worcester for 9 years now. As one of the last to graduate from the Degree level youth and communities JNC studies in 2014 at Worcester University, it has been extremely worrying times for the future of traditional Youth Work and the gateway to Youth Work as a career in general . I have been able to witness many brilliant practices and organisations - all of which have brilliant training opportunities - but none based on Youth Work principles.
I am so relieved YFWM have been able to offer this in Worcestershire over the last few years, which is now the only pathway to Youth Work studies in the locality. Many of my team throughout the years have faced barriers to local degree level courses (such as travel, money and family commitments!) so being able to offer this accessible course has been a real lifeline.
In early 2024 I had the privilege to join as a trainer and to complete my TAQA Assessor course with YWFM.
I must be honest, despite it being my career , I have been overwhelmed and overjoyed by the number of trainees signing up and participating. Particularly sharing all the passion, commitment and learning for Young People in various ways. I think it is a special element that the training room can come together to share such sensitive, caring and selfless reflections.
So- thank you to YFWM for enabling this to continue to not only benefit its learners, but the thousands of Young People no-doubt reflecting on in Worcestershire too!”
Bradley Edmunds, Pershore Riverside Centre
We are also really pleased to have been able to work with Phil Pusey at SCVYS on the roll out of an Introduction to Youth Work course that signed up members of the Strategic Youth Leads Network are now able to deliver at a local level. Great piece of cross regional collaboration. Huge thanks to Phil for his generosity and commitment to cross regional working.
Associate Trainers & Continual Professional Development (CPD)
The organisation has also begun to extend our CPD offer through Associate Trainers, such as Mike Collyer. Feedback from learners has been extremely positive and we are now looking to extend both the range of training sessions and our pool of trainers.
Feedback from Mike’s CPD delivery:
‘The session was varied relevant and widened my understanding of youth work role and the condition of society
and community.’
‘I enjoyed the web activity which showed how everything is linked and the relationships within these communities with Young People.’
‘Mike was very informative and taught us some valuable information around Youth Work and Safeguarding’
‘It was an enjoyable session - I loved the way it was delivered. Able to listen to everyone’s ideas, stories, and practices.’
‘Mike’s delivery is always ten out of ten.’
‘Able to hear real life situations and discussion on oppression and group discussions. I will be using the session plan we created.’
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3. LOCAL YOUTH PARTNERSHIPS/YOUTH OFFER
YFWM has been pleased to work in partnership with the Young People’s Foundation Trust (YPFT). This relationship has enabled us to broker support from YPFT to local areas that are looking to build their local youth partnership including: Staffordshire, Solihull, Birmingham, Shropshire and Dudley.
A few words from YPFT CEO Justin:
“We are passionate about people, partnership and place – and enabling local areas to support children and young people to thrive. This needs passionate expertise at a regional level, bridging gaps (locally, and from local to national), and helping to create the right conditions at a local level. It is hard work, takes time and commitment – and in the West Midlands this has been driven by the commitment and passion of Youth Focus West Midlands. There is growing appetite for local and regional connections across the region, and we are delighted to be working closely with our colleagues at YFWM to ensure that children and young people have the very best opportunities through collaboration”
These partnerships are also developing the Local Youth Offer across their areas. This has been strengthened through the long-awaited Statutory Guidance which was finally published in September 2023.
4. STRATEGIC YOUTH LEADS
Our Strategic Youth Leads Network brings together key individuals from across the region to discuss topics such as:
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putting policy into practice
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horizon scanning
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local developments
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sharing management and practice perspectives
Feedback from members of the network has been extremely positive with colleagues welcoming the opportunity to come together and share information, intelligence and learning. The network covers 12 of the 14 authority areas across the region.
5. YOUTH VOICE
YFWM is pleased to support Youth Voice across the region by bringing together key regional Youth Voice leads to share information and practice from across the range of Youth Voice programmes currently in delivery. This is in large part thanks to the efforts of our associate Aimee Sharpe.
UK Youth Parliament
Youth Focus West Midlands has supported the UK Youth Parliament (UKYP) program through a series of initiatives, events, and collaborations. The program focused on increasing youth engagement and participation
across the region while building partnerships to expand its reach.
Key activities included the UKYP Annual Conference in July 2023, which brought together young people and workers for workshops that strengthened debating skills and boosted participation in the UKYP manifesto. An online youth conference in November further developed public speaking skills in preparation for a House of Commons debate, providing a platform for young people to advocate on important issues.
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Strategic Groups
Youth Focus West Midlands played an instrumental role in facilitating monthly online catchups and Regional Youth Voice Network meetings. These engagements fostered collaboration among regional workers and young people, while the monthly steering group meetings allowed youth voice leads to take on leadership roles in shaping the program, reinforcing the youth-led approach.
The strategic program has made considerable progress, particularly through the Violence Reduction Partnership (VRP) and the re-establishment of partnerships with Worcestershire, Northamptonshire, and the Derby Youth Alliance. These collaborations have strengthened regional networks and enhanced opportunities for youth participation, laying the groundwork for future growth and empowerment.
Demise of the British Youth Council
Towards the end of the year, this 75-year-old charity announced insolvency, with their Chair admitting that: “Despite our best efforts, we have been unable to provide a sustainable future for the charity.” BYC was responsible for channelling DCMS funds for Youth Voice activity to regional units including YFWM – leaving us with an inherited funding gap. Thanks to a prompt agreement to repurpose funds awarded by the National Lottery Community Fund, we were able to successfully pivot and maintain activity levels until NYA took over the BYC role early in the next financial year.
West Midlands Combined Authority (WMCA)
The WMCA area has operated three strategic Youth Voice groups over the past few years: West Midlands Office of the Police and Crime Commissioner, the Violence Reduction Partnership and the WMCA itself.
YFWM is now working with these key stakeholders to develop a joined-up approach to Youth Voice across the WMCA area.
We are also representing the WMCA on a large international project on participatory democracy, led by an associate professor from the University of Birmingham. It aims to work with Young People to create a legislative theatre process, supported by other creative methods, including a participatory digital platform. This provides an opportunity to embed participatory culture in policymaking and to strengthen inclusive participation of Young People from diverse backgrounds.
#MyTomorrow campaign
We are working with the VRP who, with the Youth Assembly, have developed a West Midlands Violence Reduction Strategy (2023-2026) which helps professionals and communities understand the needs of Young People and the contribution they can make to ensure communities are safer.
MyTomorrow sheds light on the realities of being young today, aiming to challenge stereotypes and showcase the diversity, strengths, and contributions of young people in the West Midlands. The campaign highlights opportunities and challenges, often unseen, in Young People’s lives, sparking conversations between young people and communities to build understanding that leads to collaborative, positive action.
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DATA/IMPACT
The Regional Impact Network, delivered in partnership with George Williams College/Centre for Youth Impact, continues to meet quarterly & has grown from 21 to 32 members during the period. The network brings together managers and practitioners from across the region to share insights into data, outcomes, evaluation, quality and impact.
Healthy Data Ecosystems
This project has faced challenges throughout. There have been several changes in key personnel at George Williams College which have slowed progress on the programme of work. The project aims to support organisations in using some of the tools and measures produced by GWC that look at both Quality and ESL outcomes for young people. We hope that this project will, in time, feed into a regional intelligence hub that YFWM aspires to create to enhance understanding of the work in the Youth Sector across the West Midlands.
“Sandwell Youth Service embarked on a journey with the Data Ecosystems Project as part of our overall review of data systems and how we capture outcomes for young people. After a delayed start to the project, we were able to commit to trialling the Youth Engagement Survey (YES) and the Quality Practice Tool (QPT). The YES survey was completed with young people within our open access and targeted youth provisions. We are yet to complete the second survey, which will enable us to draw any conclusions regarding whether we have seen any significant improvement in young people’s social and emotional learning and development. Once we have been able to assess the full impact of this pilot, we will be able to decide whether this is a tool that we want to embed across the wider Youth Service.
The QPT, an observational tool to assess the relationship between practitioners and young people, and the environment created by practitioners, was completed in an open access setting at our Coneygre Arts Centre. Whilst we felt this tool may be useful in some settings, it didn’t work in this context as it only responds to what is observed during the timeframe of the observation and doesn’t take into consideration work that may have been undertaken prior. There were also limitations to the observations, as the session was busy, and having just one observer meant there were many missed opportunities to capture everything happening. In conclusion, we felt that our existing self-assessment and observation tool serves us better to quality assure our youth offer.” Tariq Karim, Sandwell Youth Service
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YOUTH FOCUS WEST MIDLANDS INDEPENDENT EXAMINERS REPORT
FOR THE PERIOD 1 JULY 2023 TO 31 MARCH 2024
I report to the charity trustees on my examination of the financial statements of Youth Focus West Midlands for the period ended 31 March 2024.
Responsibilities and basis of report
As the charity's trustees of the company (and also its directors for the purposes of company law) you are responsible for the preparation of the financial statements in accordance with the requirements of the Companies Act 2006 ('the 2006 Act).
Having satisfied myself that the financial statements of the Charity are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity's financial statements as carried out under section 145 of the Charities Act 2011 ('the 2011 Act'). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5) (b) of the 2011 Act.
Independent examiner's statement
I have completed my examination. I can confirm that no material matters have come to my attention in connection with the examination giving me cause to believe:
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accounting records were not kept in accordance with section 386 of the 2006 Act ; or
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the financial statements do not accord with those records; or
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the financial statements do not comply with the accounting requirements under section 396 of the 2006 Act other than any requirement that the financial statements give a 'true and fair' view which is not a matter considered as part of an independent examination; or
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the financial statements have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
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 financial statements to be reached.
Kim Cleminson-Jones FMAAT KC Accountancy Services Room A027 Youth & Community Centre High Street Llanfyllin SY22 5DB 30 September 2024
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YOUTH FOCUS WEST MIDLANDS STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT
FOR THE PERIOD 1 JULY 2023 TO 31 MARCH 2024
| Notes Income and endowments from: Charitable activities 4 Investments 5 Total Expenditure on: Charitable activities 6 Other 7 Total Net gains on investments Net income 8 Transfers between funds Net income before other gains/(losses) Other gains and losses Net movement in funds Reconciliation of funds: Total funds brought forward Total funds carried forward |
Unrestricted funds 2024 £ 50,778 1,743 |
Restricted funds 2024 £ 66,577 - |
Total funds 2024 £ 117,355 1,743 |
Total funds 2023 £ 129,206 195 |
|---|---|---|---|---|
| 52,521 20,053 347 |
66,577 68,377 - |
119,098 88,430 347 |
129,401 95,294 - |
|
| 20,400 - |
68,377 - |
88,777 - |
95,294 - |
|
| 32,121 - |
(1,800) - |
30,321 - |
34,107 - |
|
| 32,121 | (1,800) | 30,321 | 34,107 | |
| 32,121 90,325 |
(1,800) 86,037 |
30,321 176,362 |
34,107 142,255 |
|
| 122,446 | 84,237 | 206,683 | 176,362 |
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YOUTH FOCUS WEST MIDLANDS BALANCE SHEET
FOR THE PERIOD 1 JULY 2023 TO 31 MARCH 2024
| Company No. 08114745 Notes 2024 £ Fixed assets Tangible assets 10 3,128 3,128 Current assets Debtors 11 76,781 Cash at bank and in hand 127,748 204,529 Creditors:Amount falling due within one year 12 (974) Net current assets 203,555 Total assets less current liabilities 206,683 Net assets excluding pension asset or liability 206,683 Total net assets 206,683 The funds of the charity Restricted funds 13 Restricted income funds 84,237 84,237 Unrestricted funds 13 General funds 122,446 122,446 Reserves 13 Total funds 206,683 |
2023 £ - |
|---|---|
| - - 176,362 |
|
| 176,362 - |
|
| 176,362 176,362 |
|
| 176,362 | |
| 176,362 | |
| 86,037 | |
| 86,037 90,325 |
|
| 90,325 | |
| 176,362 |
These accounts have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.
For the period ended 31 March 2024 the company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies.
The members have not required the company to obtain an audit in accordance with section 476 of the Companies Act 2006.
The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of accounts.
Approved by the board on 30 September 2024
And signed on its behalf by:
P. Finnemore Trustee
30 September 2024
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YOUTH FOCUS WEST MIDLANDS NOTES TO THE ACCOUNTS
FOR THE PERIOD 1 JULY 2023 TO 31 MARCH 2024
- 1 Accounting policies
Basis of preparation
The financial statements have been prepared in accordance with Accounting and Reporting by Charities: 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 (FRS 102) (effective 1 January 2015) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
Change in basis of accounting or to previous accounts
There has been no change to the accounting policies (valuation rules and method of accounting) since last year and no changes have been made to accounts for previous years.
Fund accounting
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Unrestricted funds These are available for use at the discretion of the trustees in furtherance of the general objects of the charity.
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Designated funds These are unrestricted funds earmarked by the trustees for particular purposes. Revaluation funds These are unrestricted funds which include a revaluation reserve representing the restatement of investment assets at their market values.
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Restricted funds These are available for use subject to restrictions imposed by the donor or through terms of an appeal.
Income
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Recognition of Income is included in the Statement of Financial Activities (SoFA) when the income charity becomes entitled to, and virtually certain to receive, the income and the amount of the income can be measured with sufficient reliability.
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Income with related Where income has related expenditure the income and related expenditure is expenditure reported gross in the SoFA.
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Donations and Voluntary income received by way of grants, donations and gifts is included in legacies the the SoFA when receivable and only when the Charity has unconditional entitlement to the income.
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Tax reclaims on Income from tax reclaims is included in the SoFA at the same time as the donations and gifts gift/donation to which it relates. Donated services These are only included in income (with an equivalent amount in expenditure) and facilities where the benefit to the Charity is reasonably quantifiable, measurable and material.
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Volunteer help The value of any volunteer help received is not included in the accounts. Investment income This is included in the accounts when receivable. Gains/(losses) on This includes any gain or loss resulting from revaluing investments to market revaluation of fixed value at the end of the year. assets Gains/(losses) on This includes any gain or loss on the sale of investments. investment assets
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Expenditure
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Recognition of Expenditure is recognised on an accruals basis. Expenditure includes any VAT expenditure which cannot be fully recovered, and is reported as part of the expenditure to which it relates.
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Expenditure on These comprise the costs associated with attracting voluntary income, raising funds fundraising trading costs and investment management costs. Expenditure on These comprise the costs incurred by the Charity in the delivery of its activities charitable activities and services in the furtherance of its objects, including the making of grants and governance costs.
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Grants payable All grant expenditure is accounted for on an actual paid basis plus an accrual for grants that have been approved by the trustees at the end of the year but not yet paid.
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Governance costs These include those costs associated with meeting the constitutional and statutory requirements of the Charity, including any audit/independent examination fees, costs linked to the strategic management of the Charity, together with a share of other administration costs.
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Other expenditure These are support costs not allocated to a particular activity.
Taxation
The charity is exempt from corporation tax on its charitable activities.
Freehold investment property
Investment properties are measured initially at cost and subsequently at fair value at each balance sheet date and are not depreciated. All gains or losses are taken to the Statement of Financial Activities as they arise.
Stocks
Stock is included at the lower of cost or net realisable value. Donated items of stock are recognised at fair value which is the amount the charity would have been willing to pay for the items on the open market.
Trade and other debtors
Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.
Cash and cash equivalents
Cash and cash equivalents comprise cash at bank and on hand, demand deposits with banks and other short-term highly liquid investments with original maturities of three months or less and bank overdrafts. In the statement of financial position, bank overdrafts are shown within borrowings or current liabilities. In the Statement of Cash Flows, cash and cash equivalents are shown net of bank overdrafts that are repayable on demand and form an integral part of the company's cash management.
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Trade and other creditors
Short term creditors are measured at the transaction price. Other creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.
Research and development
Expenditure on research and development is written off in the year in which it is incurred.
Foreign currencies
Monetary assets and liabilities denominated in currencies other than the functional currency of the charity are translated at the rates of exchange prevailing at the end of the reporting period. Transactions in currencies other than the functional currency of the charity are recorded at the rate of exchange on the date that the transaction occurred.
All exchange differences are are taken into account in arriving at net income/expenditure.
Leased assets
Where the charity enters into a lease which entails taking substantially all the risks and rewards of ownership of an asset, the lease is treated as a finance lease.
Leases which do not transfer substantially all the risks and rewards of ownership to charity are classified as operating leases.
Assets held under finance leases are initially recognised as assets of the charity at their fair value at the inception of the lease or, if lower, at the present value of the minimum lease payments. The corresponding liability to the lessor is included in the balance sheet date as a finance lease obligation. Lease payments are apportioned between finance expenses and reduction of the lease obligation so as to achieve a constant rate of interest on the remaining balance of the liability. Finance expenses are recognised immediately, unless they are directly attributable to qualifying assets, in which case they are capitalised in accordance with the charity's policy on borrowing costs. Assets held under finance leases are depreciated in the same way as owned assets.
Operating lease payments are recognised as an expense on a straight-line basis over the lease term. In the event that lease incentives are received to enter into operating leases, such incentives are recognised as a liability. The aggregate benefit of incentives is recognised as a reduction of rental expense on a straight-line basis.
Pension costs
The charity operates a defined contribution plan for its employees. A defined contribution plan is a pension plan under which the company pays fixed contributions into a separate entity. Once the contributions have been paid the company has no further payments obligations. The contributions are recognised as expenses when they fall due. Amounts not paid are shown in accruals in the balance sheet. The assets of the plan are held separately from the company in independently administered funds.
Receipt of donated goods, facilities and services
All donated goods, facilities and services received are recognised within incoming resources and expenditure at an estimate of the value to the charity.
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2 Company status
The company is a private company limited by guarantee and consequently does not have share capital.
3 Statement of Financial Activities - prior year
| Income and endowments from: Charitable activities Investments Total Expenditure on: Charitable activities Total Net income Net income before other gains/(losses) Other gains and losses: Net movement in funds Reconciliation of funds: Total funds brought forward Total funds carried forward 4 Income from charitable activities Charitable income Membership Subscriptions 5 Income from investments Interest income |
Unrestricted £ 48,548 2,230 50,778 |
Unrestricted funds 2023 £ 77,674 195 77,869 95,294 95,294 (17,425) (17,425) (17,425) 142,255 124,830 Restricted £ 66,577 - 66,577 Unrestricted £ 1,743 1,743 |
Restricted funds 2023 £ 51,532 - 51,532 - - 51,532 51,532 51,532 - 51,532 Total 2024 £ 115,125 2,230 117,355 Total 2024 £ 1,743 1,743 |
Total funds 2023 £ 129,206 195 |
|---|---|---|---|---|
| 129,401 95,294 |
||||
| 95,294 | ||||
| 34,107 | ||||
| 34,107 | ||||
| 34,107 142,255 |
||||
| 176,362 | ||||
| Total 2023 £ 129,206 - |
||||
| 129,206 | ||||
| Total 2023 £ 195 |
||||
| 195 |
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| 6 | Expenditure on charitable activities | Expenditure on charitable activities | |||
|---|---|---|---|---|---|
| Unrestricted | Restricted | Total | Total | ||
| 2024 | 2023 | ||||
| £ | £ | £ | £ | ||
| Expenditure on charitable | |||||
| activities | |||||
| Staff Costs | 17,954 | - | 17,954 | 95,294 | |
| Project Costs | 555 | 68,377 | 68,932 | - | |
| Charitable Support Costs | 1,544 | - | 1,544 | - | |
| Governance costs | |||||
| 20,053 | 68,377 | 88,430 | 95,294 | ||
| 7 | Other expenditure | ||||
| Unrestricted | Total | Total | |||
| 2024 | 2023 | ||||
| £ | £ | £ | |||
| Amortisation, depreciation, | |||||
| impairment, profit/loss on | 347 | 347 | - | ||
| disposal of fixed assets | |||||
| 347 | 347 | - | |||
| 8 | Net income before transfers | ||||
| 2024 | 2023 | ||||
| This is stated after charging: | £ | £ | |||
| Depreciation of owned fixed assets | 347 | - | |||
| Independent Examiner's fee | 1,260 | - | |||
| 9 | Staff costs | ||||
| No employee received emoluments in excess of £60,000. | |||||
| The average monthly number | of full time equivalent employees during the year was as follows: | ||||
| 2024 | 2023 | ||||
| Number | Number | ||||
| Administration & Support | 1 | - | |||
| CEO | 1 | - | |||
| 2 | - | ||||
| People's Pension |
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10 Tangible fixed assets
| Cost or revaluation Additions At 31 March 2024 Depreciation and impairment Depreciation charge for the year At 31 March 2024 Net book values At 31 March 2024 11 Debtors Trade debtors Prepayments and accrued income 12 Creditors: amounts falling due within one year Other taxes and social security Accruals |
2024 £ 76,377 404 76,781 2024 £ 574 400 974 |
£ 3,475 3,475 347 347 3,128 |
£ 3,475 |
|---|---|---|---|
| 3,475 | |||
| 347 | |||
| 347 | |||
| 3,128 | |||
| 2023 £ - - |
|||
| - | |||
| 2023 £ - - |
|||
| - |
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13 Movement in funds
| Restricted funds: Restricted income funds: Awards for All Bursary Round 4 Bursary Round 5 Total Unrestricted funds: General funds Total funds |
At 1 July 2023 9,220 76,817 - 86,037 90,325 176,362 |
Incoming resources (including other gains/losses) £ - - 66,577 66,577 52,521 119,098 |
Resources expended £ (3,041) (65,336) - (68,377) (20,400) (88,777) |
At 31 March 2024 £ 6,179 11,481 66,577 |
|---|---|---|---|---|
| 84,237 | ||||
| 122,446 | ||||
| 206,683 |
Purposes and restrictions in relation to the funds:
Restricted funds: Awards for All
National Lottery Community Fund grant supporting our Youth Voice work
Bursary Round 4 NYA grant allows YFWM to deliver funded places for Level 2 and 3 Youth Work qualifications in conjunction with our partners Bursary Round 5 NYA grant allows YFWM to deliver funded places for Level 2 and 3 Youth Work qualifications in conjunction with our partners
14 Analysis of net assets between funds
| Fixed assets Net current assets Reconciliation of net debt Cash and cash equivalents Net debt |
Unrestricted funds £ 3,128 204,126 207,254 At 1 July 2023 £ |
Restricted funds £ - (570) (570) Cash flows £ |
Total £ 3,128 203,556 |
|---|---|---|---|
| 206,684 | |||
| At 31 March 2024 £ |
|||
| 176,362 | (48,614) | 127,748 | |
| 176,362 176,362 |
(48,614) (48,614) |
127,748 | |
| 127,748 |
15 Reconciliation of net debt
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16 Related party disclosures
| Related party disclosures | ||
|---|---|---|
| 2024 | ||
| Transactions with related | parties | £ |
| Name of related party | Cal Williams | |
| Description of relationship between the parties |
Spouse of Ruth Rickman-Williams | |
| Description of transaction and general amounts involved |
Payment to Cal for services provided to charity |
|
| Amount due from/(to) the | related party | (2,300) |
| Controlling party |
The company is limited by guarantee and has no share capital; thus no single party controls the company.
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