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2023-03-31-accounts

UpRising Leadership

Report and Accounts

Year ended 31 March 2023

Registered Charity Number: 1149905 Registered Company Number: 08252639

UPRISING LEADERSHIP REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023 CONTENTS

Page
Reference and Administrative Details 1
Trustees' report 2 – 16
Independent auditor's report 17 – 19
Statement of financial activities 20
Balance sheet 21
Statement of cash flows 22
Notes to the financial statements 23 – 30

UPRISING LEADERSHIP REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023 REFERENCE AND ADMINISTRATIVE DETAILS

Charity number 1149905
Company number 08252639
Registered Office and Principal 2nd Floor Central, 2.C.05,
Address 35-47 Bethnal Green Road
London
E1 6LA
Trustees Rushanara Ali MP (Chair)
Lisa Aziz
Afiya Begum
Stephen Colegrave
Jane Earl
Amira Ismail (appointed July 2022)
James Knight
Madeleine Lewis
Lena Patel
Richard Sharp
Grace Smith
Nazrin Ysmailova (appointed July 2022)
Chief Executive Marc Whitmore
Bank The Co-operative
80 Cornhill
London
EC3V 3NU
Auditor Knox Cropper LLP
65 Leadenhall Street
London
EC3A 2AD

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UPRISING LEADERSHIP TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2023

OBJECTIVES AND ACTIVITIES

The Organisation

UpRising is a UK-wide youth leadership development organisation. Our mission is to open pathways to power and opportunities for a diverse range of talented young people. We equip them with the knowledge, networks, skills, and confidence to reach their potential and transform their communities for the better. The Board is responsible for setting the strategic direction of the organisation, policy development, staff recruitment and financial management.

Objectives

The objectives of the Charity are to act as a resource for young people aged up to 25 by providing advice and assistance and organising educational and employability programmes and other activities as a means of:

  1. advancing in life and helping young people by developing their leadership skills, capacities, and capabilities to enable them to participate in society as independent, mature, and responsible individuals.

  2. advancing education; and

  3. relieving unemployment and under-employment.

Public Benefit

The Trustees have complied with the duty in Section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission when reviewing the charity's objects, activities and plans for the future.

ACHIEVEMENTS AND PERFORMANCE

UpRising exists because our leaders don’t reflect the communities they serve. In pursuit of our mission, our programmes improve the confidence, skills, networks and knowledge of young people from underserved and under-represented communities. In doing so, participants go on to make a difference to leadership in the UK - in their communities, through their employers and in wider civil society.

As a result of ongoing challenges in the funding landscape, we had to further scale back. Nonetheless, we were still able to support young people nationally on our Environmental Leadership Programme, mentoring platform and and other activities, using the time to invest in solid foundations for the next few years ultimately leading a successful joint bid to The National Lottery Foundation’s Climate Action Fund for five years' funding.

In FY2022/23 we supported 88 participants intensively , over 700 young people through our mentoring platform, and engaged 251 young people and alumni to better understand how the world is shifting for them:

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UPRISING LEADERSHIP TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2023

the wider context of our participants: why they choose UpRising, what they think of online learning and their perspective and behaviours around engagement.

“My experience of this programme got better and better each time we were able to listen to the speakers that took time out of their day to educate us on what they do and what they’ve learnt.”

We also undertook further development in two specific areas:

Our work with BlackRock was also a key partnership during the year and from August to December 2022, we partnered with 42 volunteers for a second time, focusing on five strategic areas:

The volunteers and our team members collaborated on these projects, with their outcomes presented at a BlackRock showcase in January. The insights and ideas generated have been integrated into our programme resources, social media approach, and commissioned work packages, providing a robust foundation for 2023.

“My coach asked me lots of questions which I haven't thought about previously and it's given me a lot of time to reflect which has uncovered a lot! So it's generally been very eye opening in understanding myself and my interests/passions!One of the most valuable takeaways is when we discussed my mission statement or my elevator pitch - how I can describe to people what I'm passionate about and want to achieve at work and sell myself and my experience to someone, all quickly, concisely and using keywords.”

- Programme participant

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UPRISING LEADERSHIP TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2023

In addition, we made excellent progress against the strategic goals we set for ourselves last year:

1. We secured funding for our first post-pandemic multi-year programme

For three years of the pandemic we have been almost entirely dependent on short-term, in-year grants. This has restricted the extent and type of support we were able to provide young people and held back plans with partners. We were therefore thrilled in January to receive a three-year pledge towards our core costs and then to build on that in March 2023 by successful leading a £1.5M joint bid to The National Lottery Climate Action Fund (£896k to UpRising over five years). In partnership with the Shropshire Wildlife Trust, we will support 400 emerging young leaders from diverse backgrounds across the West Midlands region to develop and lead their own nature connection campaigns.

Securing these first post-pandemic multi-year commitments brings welcome stability. We will build on this to:

“With the friendly and welcoming atmosphere during every session, it really feels like a safe space to explore ideas about the environment and environmental protection without being judged.”

2. We will now be able to trial hybrid delivery in 2023-24

Through the pandemic we offered our programmes online, winning support from CAST/Catalyst and a Social Mobility Commission programme to develop our programmes to go beyond emergency remote provision. We therefore emerged from the pandemic with considerable learning about what works for the young people with whom we work – both the benefits that increased reach can provide to those who live outside of urban centres, and the challenges of engaging participants online.

With COVID-19 behind us, we have now taken the decision to commit to hybrid delivery in the future – and combine the best of both worlds. On the one hand, this will enable us to involve participants and speakers who might otherwise not be able to do so; on the other, it means right from the outset of each programme we will be able to leverage our fifteen years’ experience building the sense of cohort and camaraderie that our young people value so much on our programmes.

The Environmental Leadership Programme 2 will be our first opportunity to put this into practice. Across the West Midlands, participants will meet one other for intensive days in The Cut in Shrewsbury (Shropshire Wildlife Trust’s base) and in person in Birmingham (UpRising’s traditional base in the region). In addition, fortnightly sessions online sessions and our online learning environment will provide a “home” for participants when they’re not meeting in person.

Our experience has also shown us the importance of offering programmes where access isn’t determined by transport links or work shifts. As such, we remain committed to seeking funding to support those young people who apply to the Environmental Leadership Programme but who – either through distance or other barriers – cannot attend. We are specifically seeking 18-24 months of developmental funding to support delivery of a national online cohort of the Environmental Leadership Programme 2. This will enable us to work with young people to tackle important questions such as how – when online participants are far further afield – we can support participants from different locations to work together on local issues which matter to them and their communities.

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UPRISING LEADERSHIP TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2023

“I really enjoy the diversity of speakers, it's always good to hear new and engaging ideas even if they come from perspectives I don't fully agree with!”

3. We diversified our income

Revenue from contract work showed a marked rise this year, increasing from £69k in FY2021/22 to £158k in FY2022/23. Significant projects included our work for The Office of the Future Generations Commissioner (Wales) and the Our Bright Futures consortium:

We value income from contract work not only because it helps us further our mission but also because of the flexibility it affords us. As such, we will continue to seek further opportunities to deliver it. In support of this, we worked with BlackRock to invest in materials which outline how commissioning partners can best engage UpRising in the future (see https://uprising.org.uk/what-we-do/bespoke-projects/commission-us) and how we will approach this work. Importantly, we have committed to evaluating each piece of contract work we do to understand where and how alumni and participants can meaningfully contribute on a paid-for basis.

Developing this income further now requires investment. We will therefore seek 2-year funding to allow us to dedicate staff resource to this task.

4. We renewed regional partnerships – and laid foundations for new ones

During the year, we worked hard to strengthen our partnership working:

“Through this programme I have found incredible people such as Kimberle Crenshaw and Leah Thomas who have completely changed how I view a lot of prevalent issues in the world”

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UPRISING LEADERSHIP TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2023

5. We investigated our longer-term impact and refined our measurement framework

Since our foundation, we’ve placed a premium on monitoring, evaluation and measuring our impact (ME&I). We do so for a very clear reason: the more we can gather and share the stories of the young people who participate in our programmes, the more we can advocate with them and the more we underline the critical importance of ensuring leadership development opportunities and programmes exist. In this endeavour, we’ve been fortunate to work with organisations such as Demos, the #iwill fund, the Cabinet Office who’ve helped us to refine and strengthen our “theory of change” and the ways in which we can collect evidence of impact.

Over the past 24 months, we have doubled-down on our monitoring, evaluation and impact work:

Looking ahead, our Climate Action Fund grant will support us to lead the monitoring, evaluation and impact assessment across the lifetime of the programme. In addition, the Youth Futures Foundation offered a 12month grant to be accessed within a year of their support for Stand Out ending (June 2022). This support will enable us to continue our data and insight journey. We will build on our 2020 report into recruiting and retaining - diverse young talent (funded by Comic Relief and The Queen’s Young Leaders – see https://uprising.org.uk/our research/recruiting-and-retaining-diverse-young-talent ) and will fund to look specifically at the barriers to young people from underrepresented and underserved communities in green jobs.

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UPRISING LEADERSHIP TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2023

“It's been great to meet so many other people with varying interests in this field and to hear from those with experience in different roles. It's made what has felt like an abstract idea feel like there are achievable things to be done and that there are lots of different routes to making a difference.”

6. We continued to support and engage our alumni

In addition to showcasing participant stories over the past fifteen years, as part of our work for the #iWill movement (funded by the Paul Hamlyn Foundation and Esmée Fairbairn Foundation ) and work with The Harpur Trust , over Summer 2022 we delivered a range of activities for our alumni network, including:

“It's been great to meet so many other people with varying interests in this field and to hear from those with experience in different roles. It's made what has felt like an abstract idea feel like there are achievable things to be done and that there are lots of different routes to making a difference.”

7. We continued our work to raise the concerns of our participants and UpRising’s profile

Throughout the year, across both our programmes and One Million Mentors, we engaged with hundreds of corporates and businesses, charities, public sector organisations, local and regional authorities, and with devolved and national government.

We also continue to share the experiences, views and concerns of our young people through our communities: on LinkedIn (3,408 followers), on Twitter (10,200 followers) and on Instagram (2,051 followers).

THANK YOU!

We are extremely grateful to the following organisations for supporting our work in this financial year:

Blackrock , the Chesterhill Charitable Trust Limited , the European Social Fund , the Millennium Point Trust , the National Citizens Service Trust (NCS Trust) , the Office of the Future Generations Commissioner (Wales) , the National Lottery Fund , The Harpur Trust , The Royal Wildlife Trusts , the University of Sheffield , the Valesco Foundation , and the Youth Futures Foundation .

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UPRISING LEADERSHIP TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2023

OUTLOOK AND PLANS

At a time described by some as a “permacrisis” we know that – again – young people will bear the brunt. In our work throughout the year, we’ve heard repeatedly from participants that it’s during such times that it’s essential that we continue to provide practical, tangible ways for young people to develop their leadership skills, their networks, their confidence and their knowledge. If we want the Britain of 2033 to better reflect our diverse communities, then this is particularly critical and our focus on supporting young people from underrepresented and underserved communities to maximise their potential remains as relevant now as it did in 2008 at our foundation.

With this in mind, our plans for 2023-24 are to:

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UPRISING LEADERSHIP TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2023

One Million Mentors (1MM)

One Million Mentors (1MM) is an exciting community-based mentoring programme, quickly growing roots around the UK. Our aim is to recruit, train and deploy a million mentors in order to transform a million young lives.

This year we celebrated our 5th Anniversary and have continued to deepen our engagement across West Midlands, Greater Manchester, East London, and the Cardiff City Region.

In FY2022/2023 we secured an exciting partnership with the National Citizens Service (NCS) to support 400 young people aged 16- and 17-year-olds in order to explore engaging in local volunteering/social action opportunities through mentoring support. This pilot has recently been extended to an additional 200 additional young people with the aim of assessing the benefits of virtual, face to face and hybrid mentoring in encouraging young people to take up wider opportunities.

This year 1MM has re- established its presence back in the West Midlands. We are currently supporting 100 young people to be mentored by a trained mentor. In addition, we have been working closely with the Birmingham Chambers of Commerce to pilot an internal mentoring scheme to support employees in the workplace. We intend to build on this work in the coming year.

We continue to deepen our work in East London through New Deal for Young People STEAM (STEM plus Arts) funding. We are engaging with over 30 local employers to hundreds of young Londoners and are partnering with large youth partners such New City College to provide mentoring across multiple sites.

1MM secured match funding from Manchester City Council to deepen its engagement across the city and support 400 young people including those not in education, employment, or training (NEET). Manchester City Council have been an early adopter of 1MM and through the 5-year partnership have enabled over one thousand young people to access 1MM mentoring support. The senior management team at the Council are now looking to become the first employer in the UK to have all of their senior leadership mentoring with 1MM and setting the standard for other employers in terms of senior buy in and commitment to investing in young people.

Based on the success of our work in Cardiff over the past 5 years, 1MM were able to secure funding for an exciting pilot with Newport City Council to extend mentoring to 120 young people across all of the secondary schools in Newport.

In this financial year (April 2022/ March 2023) 1MM reached over 700 young people. Of all their pre-mentoring evaluation submissions we can report the following breakdown: 64% identified as Black, Asian or minority ethnic backgrounds, 59% are U18, 56% reported some level of disadvantage, and mentees split 61%/39% female:male.

When young people start their mentoring journey with us, only 39% report feeling satisfied with life, 56% are feeling positive about their future, and 57% feel they can achieve what they want to; 55% want help building confidence and 64%want help with career options. Over the course of their mentoring year, we work with young people to tackle these issues: to build their confidence, build their connections to world of work, and help them to achieve more positive outcomes.

Donors 2022/2023

National Citizenship Service (NCS), Manchester City Council, Newport Council, Mayor of London New Deal for Young People, Mayer Brown, Bloomberg, Shearman and Sterling and our private donors who are members of 1MM’s Funding Circle.

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UPRISING LEADERSHIP TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2023

FINANCIAL REVIEW

Total income received in the year ended 31 March 2023 amounted to £924k, of which £367k was restricted income. Total expenditure amounted to £846k, leaving accumulated funds of £272k, of which £138k is unrestricted.

The organisation’s focus is to be stable and sustainable. The Board and Executive team have worked closely together to attract additional funds into the organisation. We are actively fundraising from new and former donors and have a significant fundraising effort under way. We have a Finance Committee of the Board and stronger internal financial management and oversight. There is a long-term financial plan to generate surpluses over the current and future financial years to build up free reserves to meet our reserves policy.

Costing model

The COVID 19 pandemic led to us moving our programme delivery online, in order to best serve the young people we work with. Through this, we’ve seen how online can support young people who would not otherwise be able to access our programmes (for geographical, work, care or educational reasons). We’ve also seen how the camaraderie and sense of cohort that are built through face-to-face work take far longer to achieve online. As a result, we will move to a hybrid model of delivery next year and will continue to explore the right balance between in-person and online sessions. The impact of this on our costing model will be an increase in direct delivery costs compared to purely online.

In continuing to offer a digital learning environment to support young people’s varied and complex lives, our investment and development decisions are guided by two firm principles:

Going concern

The trustees have assessed whether the use of the going concern basis is appropriate and have considered possible events or conditions that might cast significant doubt on the ability of the Charity to continue as a going concern. The Trustees have made this assessment for a period of at least one year from the date of approval of the financial statements.

The trustees have taken an active role through the past year on monitoring finances and actively ensuring that the charity is able to continue to deliver. Significant multi-year grant funding has been raised and relationships formed with new funders.

A thorough approach to scenario planning has also been taken to ensure that as a board we are aware of what decisions need to be taken and when in the year were any of our larger funding assumptions for the future not achieved. We have created a plan about what we would do under the circumstances and therefore Trustees have concluded that there is a reasonable expectation that – even in the worst-case scenario – the Charity has adequate resources to continue in operational existence for the foreseeable future.

Reserves policy

The reserves policy is to build reserves to a level of free unrestricted reserves equivalent to between one and three months of operating expenditure. The Board regularly reviews the reserve policy and is committed to a cost management and income generation plan to ensure sufficient reserves are in place. The reserves policy will be kept under review and developed as the circumstances facing the organisation change.

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UPRISING LEADERSHIP TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2023

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

UpRising is a company limited by guarantee and is a registered charity governed by its memorandum and articles of association. It was incorporated on 15 October 2012, under company registration number 08252639 and was registered with the Charity Commission on 26 November 2012, under charity number 1149905. In the event of the company being wound up, members are required to contribute an amount not exceeding £1.

Recruitment and appointment of Trustees

The Trustees of UpRising, who are listed on page 1, also serve as company directors for the purposes of charity law. Under the requirements of the Memorandum and Articles of Association, the Trustees are elected annually at the annual general meeting to serve for a period of three years and may put themselves forward for re-election. Unless otherwise determined by a general meeting, the number of the members of the Board of Trustees shall be nine, and meetings will be quorate when one-third of members or three members (whichever is the greater) are present.

The UpRising Board of Trustees has met regularly across the year. In addition, the Finance Committee meets prior to each full Trustee meeting, to give further scrutiny and support as regards financial management, planning, and risk.

The Trustees carry out a robust and open process to appoint new members to the Board and aim to recruit trustees based on the skills required to fill gaps on the Board. Every effort is made to recruit a diverse group of Trustees and – as part of our commitment to opening up opportunities for power to our alumni – we have a regular programme of recruitment from our alumni body onto the Board, following a process of open recruitment against our usual skillsbased criteria.

All new Trustees will receive ongoing support to help them contribute fully to their new roles. The process will be kept under review and developed, as necessary.

The Trustees have delegated day to day running of the charity to the Chief Executive.

Senior Management Team and Remuneration

The senior management team during FY2022/23 consisted of the following staff: Chief Executive (Marc Whitmore) Head of Programmes (Rukaiya Jeraj), Head of Finance & Operations (Chanade Bandaranayake to June 2022; Laura Ryder as Interim from July 2022) and Alveena Malik (Director of One Million Mentors)

UpRising has a remuneration policy for all staff which includes senior management. The policy considers both internal and external factors and is reflected in the following Statement of Policy:

The salaries and benefits paid by UpRising will be fair and reasonable and in keeping with its position as a charitable organisation; salary decisions will be influenced by the funding constraints placed upon UpRising as a charity. Salary levels are reviewed regularly and set based on decisions which reflect the overall movement in ‘cost of living’, pay trends in the marketplace (with reference to reference to charitable, voluntary, and other public sector comparisons) and the charity’s ability to pay. UpRising Leadership sets its own pay structure and considers arrangements in other sectors. Staff will understand how pay is determined and will be able to raise a grievance on pay and benefit decisions which directly affect them.

Starting salaries for new posts are approved by the CEO and, at a senior leadership level, will be approved by the Trustees. The Trustee Board is responsible for setting (or increasing) the salary of the Chief Executive. All workers employed on a casual worker contract will be paid at least the minimum Living Wage hourly rate, as set out by the Living Wage Foundation, for the region in which they will be working.

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UPRISING LEADERSHIP TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2023

As part of the restructure process in late Summer 2020 and in line with a review conducted in January 2020, salary brackets were amended (increasing junior staff members starting salaries) and set annual increases implemented for non SLT staff.

Employee information

UpRising employs 16.6FTE members of staff as at 31[st] March 2023, as well as additional sessional workers during the year. Regular all-staff meetings are held, in addition to project and programmes-based meetings. The format of meetings allows for information to be communicated to staff and for employee ideas and suggestions to be listened to.

Each employee is responsible for their own personal development and is provided with support from their manager and the senior management team. To aid this, we have introduced optional coaching for all staff through our pool of nearly 50 trained coaches and almost all staff have taken advantage of this opportunity during the year. Annual appraisals are held between employee and manager, as well as regular one-to-one meetings to discuss performance.

The trustees would like to thank every staff member for their dedicated service and hard work over the last 12 months.

.

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UPRISING LEADERSHIP TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2023

Risk Management Process and Procedures

UpRising seeks to review and assess the risks it faces in all areas of its work and plans for the management of those risks. The implementation of an effective risk management policy ensures trustees and staff are able to make informed decisions, take timely action and operate effectively.

The responsibility for the governance of UpRising, and therefore its risk management, rests with the trustees. Their involvement in reviewing the risk management process and its associated outcomes is essential and is taken into consideration in all business planning processes.

UpRising defines risk as the uncertainty surrounding events and their outcomes that may have a significant effect, either enhancing or inhibiting any area of UpRising operations.

The purpose of this policy is to ensure that the major risks to which UpRising is exposed to are identified and constantly reviewed, and that the correct systems have been established to manage those risks.

The process involves careful consideration of:

●UpRising’s objectives

●Past mistakes and problems.

In the year, Trustees began a review of the organisation's policies and processes in order to ensure compliance with emerging best practice post-pandemic. This included (in April 2023) reviewing the organisation's risk framework to further update it in line with Charity Commission Guidance Note CC28 as follows:

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UPRISING LEADERSHIP TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2023

Organisational risk register

Risk Comment Action
Delivery & Impact
(quality, not meeting
targets)
Ensuring hybrid delivery (face-to-
face and online) combines the best
of our experience of delivery before
and during the pandemic.

Partnership working with a new
partner

Historic recruitment partners are still
dealing with the impact of the
pandemic

Ongoing refinement of our
engagement measures across
different aspects of the programme;

Increased investment in direct
support for participants

'Taster sessions' with local
community partners, to generate
interest

Programme planning will begin
early, involving local partners and
alumni from the beginning.
Fundraising
(partnerships and
priorities)
We have a clear fundraising plan
and a comprehensive
understanding of the fundraising
landscape.
Ongoing fundraising and securing
commissioned work.

Keeping in regular contact with new
and old funders as well as
employing necessary resource to
secure future funding.
Staffing (service
quality; employment
issues)
Recruitment market continues to be
competitive, in part driven by
inflationary pressure. This is
especially true for staff outside of
programme delivery
We will continue to use our 'agile'
approach which enables us to be
more flexible in our recruitment

We will continue to use our HR
advisor to ensure we tackle any
performance issues early
Reputation (public
perception; adverse
publicity; government
policy)
We have rehearsed our response to
any communications issues

We will regularly review our comms
response
Financial (adequacy of
reserves; cashflow;
use of funds;
insufficient funds)
We continue to use our reserves to
manage cashflow and to invest in
fundraising/core costs

Accurate cashflow forecasting
remains critical for us as an
organisation
Regularly forecasting budget in light
of new information

Identify cash flow needs.
Governance
(inappropriate
organisational
structure, health and
safety issues)
Like most charities, we had to adapt
our policy framework (e.g. working-
from-home, health-and-safety at
work etc.) flexibly during the
pandemic.

We have begun a measured
process to refresh our policy
framework in light of post-COVID
working realities

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UPRISING LEADERSHIP TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2023

External Threats
(Cyber security)
We use common cloud-based
solutions for day-to-day activity
and maintain two CRM system to
support our work with young
people.
Ensure regular back-ups are taken
and staff are trained on secure
online working behaviours.
Operational (business
operations)
During the pandemic we ended our
fixed lease on our London HQ and
took flexible working options at
Rich Mix.
We have once more signed a
lease on our London HQ for a
smaller, more flexible space and
share it now with another
organisation who similarly benefits
from the security of multi-year
funding.

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UPRISING LEADERSHIP TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2023

STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The Trustees (who are also the directors of Uprising Leadership for the purposes of Company law) are responsible for preparing the Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice), including Financial Reporting Standard 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland".

Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing those financial statements, the trustees are required to:

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Trustees are responsible for the maintenance and integrity of the financial information included on the charity's website. Legislation in the United Kingdom governing the preparation and dissemination of the financial statements and other information included in annual reports may differ from legislation in other jurisdictions.

In so far as the trustees are aware:

On behalf of the board of Trustees

Rushanara Ali MP

Date: 08/08/23

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UPRISING LEADERSHIP TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2023

Independent auditor’s report to the members of Uprising Leadership

Opinion

We have audited the financial statements of Uprising Leadership (the ‘charitable company’) for the year ended 31 March 2023 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the Financial Reporting Council’s (FRC) Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the Trustees’ report, other than the financial statements and our auditor’s report thereon.The trustees are responsible for the other information. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

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UPRISING LEADERSHIP TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2023

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report included within the trustees’ report.

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

18

UPRISING LEADERSHIP TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2023

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken, so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report or for the opinions we have formed.

Simon Goodridge (Senior Statutory Auditor) 24/08/22 For and on behalf of Knox Cropper LLP, Statutory Auditor 65 Leadenhall Street London EC3A 2AD

19

UPRISING LEADERSHIP STATEMENT OF FINANCIAL ACTIVITIES STATEMENT OF FINANCIAL ACTIVITIES (Incorporating the Income and Expenditure Account) FOR THE YEAR ENDED 31 MARCH 2023

Note
Income
Grants and donations
Charitable activities
Total income
2
Expenditure
Charitable activities - Programmes
Raising funds
Total expenditure
3
Net income / (expenditure)
Net movement in funds
Reconciliation of funds
Fund balances brought forward
Funds balances carried forward		 Unrestricted
£
86,791
470,252
557,043
542,720
7,177
549,897
7,146
130,445
137,591		 Restricted
£
367,207
-
367,207
293,197
2,435
295,632
71,575
62,957
134,532		 2023
Total
£
453,998
470,252		 2022
Total
£
1,040,667
86,252
924,250 1,126,919
835,917
9,612		 1,165,003
11,193
845,529 1,176,196
78,721
193,402		 (49,277)
242,679
272,123 193,402

The statement of financial activities includes all gains and losses recognised in the year.

All income and expenditure derive from continuing activities

20

UPRISING LEADERSHIP (Registered Company number 08252639)

BALANCE SHEET AS AT 31 MARCH 2023

Note
Current assets
Debtors
7
Cash at bank and in hand
Creditors: amounts due
8
Net current assts
Total assets less current liabilities
Restricted funds
10
Unrestricted funds
10
Total funds		 2023
£
225,202
180,906
406,108
(133,985)
272,123		 2023
2022
£
£
77,882
263,181
341,063
(147,661)
193,402
272,123
134,532
137,591
272,123		 2022
£
193,402
62,957
130,445
193,402

The financial statements have been prepared in accordance with section 415A of the Companies Act 2006 relating to small companies. They were approved, and authorised for issue, by the Trustees on 27 July 2023 and signed on their behalf by:-

Rushanara Ali MP

Chair of the Board of Trustees

21

UPRISING LEADERSHIP STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2023

Cash flows from operating activities:
Net income for the year
Adjustments for:
Decrease / (increase) in debtors
(Decrease) in creditors
equivalents in the year
beginning of the year
end of the year
Net cash provided by / (used in)		 2023
£
78,721
(147,320)
(13,676)		 2023
2022
£
£
(49,277)
16,339
(11,998)
(82,275)
(82,275)
263,181
180,906		 2022
£
(44,936)
(44,936)
308,117
263,181

22

UPRISING LEADERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

1. Accounting policies

Basis of Preparation

These financial statements have been prepared under the historical cost convention and in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102). The charity is a public benefit entity for the purposes of FRS 102 and therefore has also prepared the financial statements in accordance with the 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 (The FRS 102 Charities SORP Second edition - October 2019) and the Charities Act 2011.

Going Concern

The trustees have assessed whether the use of the going concern basis is appropriate and have considered possible events or conditions that might cast significant doubt on the ability of the Charity to continue as a going concern. The Trustees have made this assessment for a period of at least one year from the date of approval of the financial statements.

The trustees have taken an active role through the past year on monitoring finances and actively ensuring that the charity is able to continue to deliver. Significant grant funding has been raised and relationships formed with new funders.

A thorough approach to scenario planning has also been taken to ensure that as a board we are aware of what decisions need to be taken and when in the year were any of our larger funding assumptions for the future not achieved. We have created a plan about what we would do under the circumstances and therefore Trustees have concluded that there is a reasonable expectation that – even in the worst-case scenario – the Charity has adequate resources to continue in operational existence for the foreseeable future.

Functional Currency

The functional currency is considered to be in pounds sterling because that is the currency of the primary economic environment in which the charity operates. The financial statements are also presented in pounds sterling, rounded to the nearest £1.

Income

Income received by way of donations is included when the charity is legally entitled to the income, it is probable that the income will be received and the amount can be quantified with reasonable accuracy.

Gifts in kind represent assets donated for use by the charity, predominantly premises. Gifts in kind are not assigned a value in these accounts and no income is included in the financial statements to represent the time donated by volunteers.

Revenue grants are credited to the Statement of Financial Activities when received or receipt is probable, whichever is earlier. Where unconditional entitlement to grants receivable is dependent upon fulfilment of conditions within the charity's control, income is recognised when there is sufficient evidence that conditions will be met. Where there is uncertainty as to whether the charity can meet such conditions the income is deferred.

Contract income is recognised in the Statement of Financial Activities as it is earned.

23

UPRISING LEADERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

1. Accounting policies (continued)

Expenditure

Charitable expenditure includes costs associated with particular projects in furtherance of the charity's objects.

Direct costs comprise costs that are wholly attributable to that activity. Staff costs are apportioned on a time weighted basis. Support costs (including governance costs) are central functions allocated on a time weighted basis.

Governance costs include items such as audit fees and statutory costs.

Expenditure includes attributable VAT which cannot be recovered.

Funds

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund together with a fair allocation of support costs.

Unrestricted funds are donations and other income received or generated for the charitable purposes.

Pensions

The charity provides a defined contribution pension scheme, the assets of which are held separately from those of the company in an independently administered fund with the pension trust. Contributions are charged to expenditure as they fall due.

Operating leases

Rentals applicable to the operating lease are charged to the income and expenditure account over the period in which the cost is incurred.

Financial instruments

The charitable company has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments. Financial instruments are recognised in the Charity's balance sheet when the Charity becomes party to the contractual provisions of the instrument. Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously. With the exceptions of prepayments and deferred income all other debtor and creditor balances are considered to be basic financial instruments under FRS 102.

Debtors

Short term debtors are measured at transaction price, less any impairment. Loans receivable are measured initially at fair value, net of transaction costs, and are measured subsequently at amortised cost using the effective interest method, less any impairment.

24

UPRISING LEADERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

Bank and cash

Cash and cash equivalents in the balance sheet comprise cash at banks and in hand and short term deposits with an original maturity date of three months or less. For the purpose of the statement of cash flows, cash and cash equivalents consist of cash and cash equivalents as defined above.

Creditors

Short term trade creditors are measured at the transaction price. Other financial liabilities, including bank loans, are measured initially at fair value, net of transaction costs, and are measured subsequently at amortised cost using the effective interest method. Deferred income represents contract funding and training fees relating to future periods.

25

UPRISING LEADERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

2.
Total Income
Analysis of Income
Grant Income
Donations and Gift Aid
Grants & Donations Subtotal
Other Income Inc. Service Contracts
Government Furlough Scheme
Total Income		 2023
£
254,475
199,523
453,998
470,252
924,250		 2022
£
955,808
84,859
1,040,667
72,090
14,161
1,126,918

Income in year to 31 March 2023 includes zero from Government furlough scheme (2022: £14,161).

3. Total expenditure a) Analysis of total expenditure

Staff costs (Note 5)
Direct programme costs
Support costs
Charitable activities - Programmes
Raising funds
Total expenditure
b) Analysis of support costs
Other Staff Costs
ICT
Finance & Legal
HR
Office Costs
Governance
Net expenditure for the period
This is stated after charging:
Operating lease rentals - premises
Auditors' remuneration
Trustees' expenses		 2023
£
590,240
204,692
40,986
835,917
9,612
845,529
2023
£
6,056
13,174
2,602
3,709
10,518
4,927
40,986
2023
£
3,576
4,593
334		 2022
£
847,701
242,111
75,191
1,165,003
11,193
1,176,196
2022
£
3,409
10,902
27,471
3,024
25,602
4,783
75,191
2022
£
20,091
4,765
18

4. Net expenditure for the period

In the year to 31 March 2023, there were £334 in trustees expenses for the attendance of events. In the year to 31 March 2022, there was £18 Trustee reimbursements.

26

UPRISING LEADERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

5. Staff costs and numbers

Staff costs were as follows:

Salaries and wages
Social security costs
Pension contributions
Redundancy		 2023
£
521,193
49,684
18,517
846
590,240		 2022
£
756,406
67,119
24,176
-
847,701

Two employees earned between £60,000 and £70,000 during the year, exclusive of employer pensions and employer National Insurance contributions (year to March 2022: two employees). Employer pension contributions for these employees were £4,415 (2022: £4,225)

5. Staff costs and numbers (continued)

The key management personnel of the charity comprise the trustees, the Chief Executive and the Senior Management Team, including the Director of One Million Mentors.

The charity trustees do not receive remuneration. The total remuneration of the non-trustee key management personnel of the Charity, inclusive of employer pensions and employer National Insurance contributions, was £219,745 (2022: £270,161).

The average number of employees on a headcount basis during the year (including sessional workers) was as

2023 2022
No. No.
17.3 28.7

6. Taxation

The charitable company is exempt from corporation tax as all its income is charitable and is applied for

7. Debtors

Trade debtors
Other debtors
Prepayments
Accrued income		 2023
£
175,598
-
44,138
5,466
225,202		 2022
£
30,000
168
7,018
40,696
77,882

27

UPRISING LEADERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

8. Creditors: amounts due within one year

Creditors: amounts due within one year
Trade creditors
Taxation and social security
Pension
Other creditors and accruals
Deferred income
Deferred income
Balance at 1 April
Amount released from previous years
Amount deferred in the year: grant income
Balance at 31 March		 2023
£
102,200
12,829
3,094
15,862
-
133,985
2023
£
57,910
(57,910)
-
-		 2022
£
45,880
16,199
9,842
17,830
57,910
147,661
2022
£
76,871
(76,871)
57,910
57,910

9. Analysis of net assets between funds

Current year
Net current assets
Net assets at 31 March 2023
Prior year
Net current assets
Net assets at 31 March 2022		 Unrestricted
£
137,591
137,591
£
130,445
130,445		 Restricted
£
134,532
134,532
£
62,957
62,957		 Total funds
£
272,123
272,123
£
193,402
193,402

10. Movements in funds

Restricted funds:
1. Stand Out
2. Bedfordshire & Luton Leadership
3. One Million Mentors
Total restricted funds
Total unrestricted funds
Total funds		 As at 1 April
2022
£
-

10,800
52,157
62,957
130,445		 Income
£
14,252
10,000
342,955
367,207
557,043		 Expenditure
£
9,253
20,800
265,579
295,632
549,897		 Transfers
£
-
-
-
-
-		 At 31 March
2023
£
4,999
-
129,533
134,532
137,591
193,402
-		 924,250
-		 845,529
-		 - 272,123

28

UPRISING LEADERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

Purposes of restricted funds

  1. Stand Out - to support a national, digital employability and mentoring programme for young people. Both our leadership programmes and 1MM are implementing specific aspects of the grant.

  2. Bedford programme - towards the UpRising leadership programme in Bedfordshire and Luton.

  3. One Million Mentors - the aim of this programme is to recruit, train and connect mentors to young people in Britain to help them maximise their talents and get into the world of work. Our ambition is to build a movement of a million mentors in the next ten years. We are doing this through our online platform which connects mentors to mentoring opportunities.

Prior year movements in funds

Prior year movements in funds
Restricted funds:
1. Act for Change
2. Stand Out
3. Manchester Fastlaners
4. Bedfordshire & Luton Leadership
5. Environmental leadership
6. One Million Mentors
Total restricted funds
Total unrestricted funds
Total funds		 As at 1 April
2021
£
-
-
-

-
-
73,438
73,438
169,241
242,679		 Income
£
62,913
599,567
2,422
44,418
67,058
250,423
1,026,801
100,118
1,126,919		 Expenditure
£
62,913
599,567
2,422
33,618
67,058
271,704
1,037,282
138,914
1,176,196		 Transfers
£
-
-
-
-
-
-
-
-
-		 At 31 March
2022
£
-
-
-
10,800
-
52,157
62,957
130,445
193,402

10. Related party transactions

There were no transactions with related parties during the year ended 31 March 2023 (year ended 31 March 2022: none).

29

UPRISING LEADERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

11. Prior year Statement of Financial Activities

Prior year Statement of Financial Activities
Income
Grants and donations
Charitable activities
Total income
Expenditure
Charitable activities - Programmes
Raising funds
Total expenditure
Net income / (expenditure)
Net movement in funds
Reconciliation of funds
Fund balances brought forward
Funds balances carried forward		 Unrestricted
£
26,387
73,731
100,118
132,938
5,976
138,914
(38,796)
169,241
130,445		 Restricted
£
1,014,280
12,521
1,026,801
1,032,065
5,217
1,037,282
(10,481)
73,438
62,957		 2022 Total
£
1,040,667
86,252
1,126,919
1,165,003
11,193
1,176,196
(49,277)
242,679
193,402

30