2023-08-31-accounts

RISE:61

(A Charitable Incorporated Organisation)

REPORT OF THE TRUSTEES AND UNAUDITED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 AUGUST 2023

Charity Number: 1158086

RISE:61

CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

	Page
Charity Information	1
Report of the Trustees	2
Independent Examiner's Report	7
Statement of Financial Activities	8
Balance Sheet	9
Statement of Cash Flows	10
Notes to the Financial Statements	11

RISE:61

CHARITY INFORMATION

FOR THE YEAR ENDED 31 AUGUST 2023

BOARD OF TRUSTEES:	Andy Malcolm	(Chair of Trustees)
	Elizabeth Pollard
	Dr Laura Buckley	- appointed 25 May 2023
	Lisa Kerley	- resigned 12 January 2023
	Rowan Kikke	- appointed 1 October 2022
	Shannon Mears	- appointed 1 October 2022
	Sophie Stokes	- appointed 1 October 2022
SENIOR MANAGEMENT:	Robin Imeson	(Director)
	Mike Partridge	(Head of Operations)
PRINCIPAL ADDRESS:	St Michael's Community Centre
	St Michael's Road
	Salisbury
	SP2 9LE
CHARITY NUMBER:	1158086
INDEPENDENT EXAMINER:	N D JonesFCCA
	Fawcetts LLP
	Chartered Accountants
	Windover House
	St Ann Street
	Salisbury
	SP1 2DR
BANKERS:	The Co-operative Bank
	61 Above Bar Street
	Southampton
	SO14 7DZ
	Barclays Bank plc
	2 - 6 High Street
	Salisbury
	SP1 2NP

1

Objectives & Activities

Trustee's Annual rePort

----- Start of picture text -----
www.rise61.org
----- End of picture text -----

Rise:61 is a youth charity serving the estate of Bemerton Heath, Salisbury which is in the top 20% of most deprived wards in England and has the highest child poverty rate across Swindon & Wiltshire, with more than 40% of children living in poverty once housing costs are taken into consideration (Wiltshire Community Foundation, 2023). Our vision is to see Bemerton Heath known for it’s creativity, community spirit and they way its young people are leaders of positive change. We do this by coming alongside young people in their spaces and getting to know their interests and challenges. We provide positive activities and support based on these needs and work with them to transform community spaces for all. Our youth workers and Director live and work on the estate building long term relationships with young people and families, as research shows that just one trusted adult can have a profound effect on a child’s life (Raney,2019). This rootedness in the community is key to our approach and touches all levels of the organisation, including our trustees, 50% of whom either live on the estate or grew up there. Our impact towards our charitable objectives are reviewed below:

Objective 1. To advance the Christian faith.

We support young people of any backgrounds and faiths, providing practical support and opportunities that will seem them develop and grow. The majority of young people we work with have little or no faith or exposure to it. We provide safe places where young people that are interested can explore the Christian faith, opening up opportunities that would otherwise be completely closed off to them. This is complemented by the fact that staff are living alongside the young people, acting as an authentic Christian witness in those every day moments of life. We do this work as we know encountering Jesus can have a profound effect on a young person’s life. Practically we advanced the Christian faith in four ways :

Life Group - This is the only weekly group we run that proactively creates a space to explore the Christian faith. On average 17 young people a week attended, aged between 10-13 years old. A typical session involves a communal meal around a table with fun and creative activities, with an optional 15 minutes at the end for those who want to stay and explore Christianity. In the words of a young person who attends “It's helped me get through hard times in life”. To develop this group further we have plans to run a residential trip in 2024. Alongside staff, this group is supported by a team of volunteers, including 4 young leaders who give an equivalent of 7.5 hours a week.

Trips - We took seven of our young leaders (aged 16-21) to two Christian Festivals this summer - Wildfires and Big Church Festival. For some of them it was their first time camping and their first experience of a festival. It was a great opportunity for everyone to get away, have fun and encounter God’s presence in a new way. "It really opened my eyes to religion and the community that goes with it and how open it can be to everyone".

Exploring church - We’ve strengthened links with local churches this year, which has meant that staff and volunteers attending a local church on the estate have been able to support young people who are interested in checking it out for themselves. This year some of our young leaders have done this by attending an Alpha course and joining the church youth group on trips.

Events - At Easter and Christmas we partnered with local churches to run fun, free activities that families from across the estate enjoyed. Around 200 local residents attended the Easter event, with face painting, food and a very popular Easter Egg Hunt. The Christmas event was a smaller event, and at both we shared a short message exploring the Christmas and Easter stories. These events are manned by a team of volunteers and young leaders.

----- Start of picture text -----
Life Group enjoying a camp fire
----- End of picture text -----

----- Start of picture text -----
Camping at a festival
----- End of picture text -----

----- Start of picture text -----
Easter Egg
Hunt
----- End of picture text -----

Objective 2a. To advance in life young people through the provision of recreational and leisure time activities provided in the interest of social welfare, designed to improve their conditions of life.

Everything we do dovetails together to achieve objectives 2a and b as all our activities are free for young people and located in or start from the estate, making them as accessible and inclusive as possible. This year, we’ve practically provided recreational and leisure time activities in 4 ways:

Events - Partnering with local organisations we’ve run the Big Bash where young leaders showcased the support on offer to young people and their families in the community. Over 200 local people attended this event.

Detached Youth Work - we met 10-20 young people on the streets weekly, building relationships and signposting them to activities and support.

After school clubs - We ran our free weekly Bike, Creative and Active clubs where 57 different young people learnt new skills, made friends, had fun and got more active. Alongside this we worked alongside Salisbury City Council, the Residents Association, Wilts Council and District Sports to assist in the delivery of two more clubs - a weekly ‘Doorsteps Sports’ club and a youth group that engaged a further 30 young people a week. In the words of young people who attend these clubs “ I had a crazy day at school but this has made me feel better ”, and " I love this place because this is where I can talk about my things. "

Trips - We’ve taken 87 young people on 13 trips this year, expanding horizons and building great memories. " Thank you for the trip today, it was amazing. I've never been to the new forest before it was definitely a beautiful experience. Also, I really loved the talking side of it as someone who doesn't really like to talk it was refreshing knowing I can actually talk to you and Joe. " Community Garden - We manage a community garden at the heart of the estate. We have developed this from scratch, with input from a group of young people whose friend had tragically taken their life at 19, in the place where the garden now stands (having previously been overgrown and used for fly-tipping). We use this space to run regular activities as well as being a community asset to families all year round “ I remember this place before the garden was here, it’s changed so much. It is a really peaceful place to be and my friend and I like to play games under the gazebo .”

We’ve noticed this year, that whilst a number of young people attend our clubs to take part in the activities there’s a large number who simply just want a safe place of their own where they can hang out. Two strategies we are taking towards this are, firstly using current facilities to create more drop-in spaces where young people can hang out. Secondly we are exploring the potential of building a purpose built youth facility on the estate that will create a home from home for young people through regular drop-ins and activities. The facility would also provide essential toilet facilities that are lacking from some of the key venues we use. We secured funding this year to assess the feasibility of this.

----- Start of picture text -----
Pad work at Active Club Detached youth work Mountain biking trip
----- End of picture text -----

Objective 2b. To advance in life young people through providing support and activities which develop their skills, capacities and capabilities to enable them to participate in society as mature and responsible individuals.

Alongside the weekly groups and trips which also support young people to develop their skills and capabilities, we run four additional activities that particularly focus on this:

Alternative Education Provision - This year we became an approved provider on Wiltshire Council’s alternative provision network, providing 227 alternative education sessions to 34 young people struggling in mainstream education. Young people learnt to fix bikes, developed creative design skills, got more active and learnt DIY skills whilst enhancing the community garden. Through this 14 young people achieved a total of 39 AQA awards. “ He loves coming here, he always comes home beaming. He’s a lot more positive. We’ve managed to get him to do homework.” Mum of Student

Mentoring - This year we’ve developed a mentoring strategy after reflecting on our current practice, speaking to other organisations and reviewing the latest evidence-based research. Fundamentally it’s about building trusted relationships and seeing holistic growth in the young person. We mentored 13 young people this year, typically fortnightly, providing 1:1 support to young people facing a range of challenges.

Young Leaders - We’ve met with our young leaders group termly, during which they’ve been shaping the plans to create a dedicated youth facility on the estate. As part of this three of the young leaders completed an obstacle race in June to raise funds for the youth facility. We want to develop this area of our work further, creating an organisational wide strategy around young leaders that’s really transparent to the young people we work with, so they can see what self development opportunities, training and support is available to them at different stages of their teenage years, and early adulthood.

Family Support - In light of the cost of living crisis young people’s families are struggling more than ever. To support them through this we’ve given out £1,374 of hardship funding to meet urgent practical needs, alongside signposting them to further support. All the families we’ve supported are known to us, so any small amounts of funding given is from the context of relationship. Where we know other agencies are also working with a family we seek to liaise with them to see how a small gift might fit best into the wider support they are being given. Through this work, we are strengthening families as a whole and the critical role they play in developing young people into mature and responsible individuals. "Rise:61 is an amazing charity who helped us when we had nothing for a child who was placed in our care” local parent.

Achievements & Performance

2022/23 was a critical year in the development of Rise:61 as the team grew to a level that enables us to have an even greater transformational impact on young people and the community. A big part of this was the 5 year grant secured last year from the National Lottery Community Fund for our Youth Hub Projects. As a result 2 part time operational staff and 2 part time youth workers started work in September 2022. This has made our work more consistent as previously we’ve had to cancel activities at the last minute due to the unavailability of volunteers.

Alongside this growth we also greatly strengthened our rootedness to the estate by purchasing a property in the community for staff to live in, so they have a safe, secure and affordable place in which to live and invest long term. This was enabled by two major donors. They invested this way because they share our belief that it’s vital delivery staff live and work on the estate. This enables them to build a strong network of relationships with young people and their families, and understand the communities challenges and strengths first hand. 2022/2023 also marked the end of our 5 year strategy, our performance towards our 6 key objectives over this period is highlighted below:

----- Start of picture text -----
Partnering with Doorsteps Alternative provision in the
Sport garden Bike Hub
----- End of picture text -----

To develop 3 social enterprises that are located on Bemerton Heath providing alternative educational activities and job opportunities.

Our Bike, Active, Creative Hub all in existence providing alternative provision, AQA awards and skill development opportunities. Whilst the staff team has grown, we haven’t been able to create job opportunities within these social enterprises for local young people which we’d like to do in the future.

Work with partners to improve community facilities and see 5 regular clubs that provide engaging and creative afterschool activities in multiple locations every night of the week.

9 different clubs are happening a week, one every weekday night. We could improve this by holding some later night activities for older young people. We’ve worked alongside young people to set a community garden on a site where a young person took their own life and continue to improve the facilities. We’ve painted street art and worked with partners to have the multi-use games area redeveloped.

To provide targeted support that meets practical needs and develops young people into future leaders

Mentoring 13 young people a year currently, with plans to increase this next year. We have a young leaders group who help shape our work and a team of young volunteers who help run our weekly clubs and events. We are looking to develop a more intentional organisation wide approach to the development of young leaders in our new strategy.

To help develop pathways for all young people from Bemerton Heath to explore the Christian faith and, if interested, learn to how to follow Jesus.

We run our weekly Life group where young people can explore faith, host two community events annually where share the Christian message. We’ve taken interested young people to Christian summer festivals and supported them to explore the local church youth group. We want to improve this by continuing to build links with the local church and running a life group residential.

To shout about success and see 15 positive news stories celebrating young people from Bemerton heath in local and national media

There has been at least 17 positive local news stories about our work in Bemerton Heath in the media. Four of these particularly focused on celebrating young people’s achievements. This is below our target, and shows the need for us to capture and share more stories that demonstrate the achievements of young people from this community.

To create a committed and fulfilled staff and volunteer team, a third of whom live within or are from the community

We have a strong, committed staff team in place of 10 (5.3FTE as at 31st August 2023), over half of whom live within the community. We have 20 volunteers, many of whom are from the local community and 6 young leaders who help weekly but we want to increase this further. 50% of trustees are either from or live within the community. We’ve purchased a residential property on the estate for youth workers to live in and have secured pledges to purchase one more, as we want to ensure staff can live here sustainably in the long term.

Reflecting on this progress towards these objective we are proud of what we’ve achieved together and are excited to refresh our strategy for the years ahead and further increase our impact. In total we supported over 140 individual young people this year and engaged over 300 local residents. We’ve worked with over 20 volunteers, many of whom are local residents.

Thanks to the grant from the lottery we’ve been able to invest in our impact measurement this year and are working with external consultants AKOU to develop a bespoke impact measurement framework that reflects the work we do. The heart of this is to strengthen our understanding of the impact we are having and to learn as an organisation so that we can continue to improve the support we give young people. Initial results from this from a survey developed in this year, but completed in October 2023 are highlighted to the right. It’s worth noting however that these are the views of one third of the weekly young people we reach. We have plans in place to gather even more representative data in the future.

Our fundraising performance was strong this year, and excluding the funds for the house, which skew the figures, we raised over £30,000 more than budgeted. This is a result of an increase in grants, regular donors and one off gifts and referral payments. Money raised from people completing fundraising challenges for Rise:61 was low this year and something we want to improve for future years. We continue to focus on growing our base of regular donors, our referral income and multi-year grants to continue building a strong financial footing.

86% said someone in Rise:61 was a positive adult role model who they could reach out to for support

All young people had made a friend at Rise:61 - 62.5% had made 4+ friends

75% felt Rise:61 was like a family to them - somewhere they were appreciated and could belong

93.8% of young people reported Rise:61 had helped them become more physically active

Financial Review

At the end of this financial year we are in a good financial position, with the purchase of a property on the estate for staff to live in having a significant impact on the fixed assets on our balance sheet. Excluding the housing fund which will be used to purchase a second property in 2023/24 and our fixed assets we have £43,749 in restricted funds allocated towards our work next year. Free reserves have increased to £52,330. This is in line with our target of £50,000 as stated in our reserves policy which explains that an optimum level of reserve for Rise:61 is equivalent to 3-6 months of operating costs (overheads, staffing, essential project costs). This fund is a contingency in the event of a sudden reduction in income, in order to protect the future operation of the organisation from the effects of any unforeseen variations in its income and expenditure. It also provides a cash flow for grants and contracts that are paid in arrears. The principal financial risks to the charity are our reliance on large multi-year grants, like the lottery which will end in 2027 and also ensuring we raise enough unrestricted funding to cover core costs. We are managing these risks by working to increase our regular givers, unrestricted gifts and referral income, alongside securing alternative multi-year funding. We’ve invested in our forecasting and budgeting processes this year, which are now embedded in our accounts package so we have real time updates on progress against budget. This gives us greater clarity as we seek to develop a balanced fundraising portfolio to further strengthen the sustainability of Rise:61.

----- Start of picture text -----
Donations & gift aid Governance
17.2%
0.8%
Management & admin
Referrals 36.3%
5.3%
Income Expenditure
£632,862 £227,709
Direct charitable expenditure
Grants 62.9%
75.9%
----- End of picture text -----

N.B. The residential property purchased for £330,000 for staff to live in on the estate doesn’t show up in these expenditure figures but as a fixed asset on our balance sheet.

Structure, Governance & Management

Rise:61 is a Charitable Incorporated Organisation guided by it’s constitution whose only voting members are it’s charity trustees. The trustees when making decisions about our activities have always had due regard to the commission's public benefit guidance when exercising any powers or duties to which the guidance is relevant. The trustees confirm that we are

of public benefit and were faithful to our charitable objectives. The activities we run continue to be based around the wishes of the young people we serve in the community and we have plans to strengthen the way youth voice is embedded in Rise:61 in future years. New charity trustees are recruited through our existing networks alongside promotion online to access a wider pool of applicants. A role description is written and an informal interview is carried out to assess suitability. Training of trustees depends on their role and experience but always includes safeguarding training. We are looking to invest further in trustee training in the year ahead to further develop the skills and expertise we have on the board.

Operational decisions are delegated to the senior management team, with key strategic decisions being done by trustees in consultation with senior management. To provide greater clarity on this for future years we have been working on a scheme of delegation that practically sets out the different roles trustees and staff play. We had a one trustee step back this year and appointed four more, three of whom grew up on the estate or live there now. One of these new trustees was one of the first young people we met, who reached out to a Christian single mum on the estate many years ago and became a catalyst for the charity's formation.

We’ve always prioritised safeguarding as an organisation and this year, we’ve brought in more safeguarding experience into the team and as a result refreshed our internal safeguarding systems and processes to maximise their effectiveness both for the families and young people we work with and the staff at Rise:61. We continue to partner with safeguarding charity 31:8 which enables us to gain both up-to-date, expert understanding from a national level and to provide the same level of support and guidance to our local projects.

Our staff are our greatest asset, and this year, alongside updating contracts and key HR policies we’ve created a payscale and performance management system to create greater transparency and consistency across the organisation. A key part of the payscale is that as an organisation we want to remain fairly flat, so we’ve ensured there isn’t a gap of more than £10,000 between the highest and lowest annual FTE salaries. Pay is reviewed annually in early summer as part of our budgeting process, and in making decision on this we consult with similar organisations salary structures, the JNC salary scales, our Rise values, our budgetary constraints and the local community in which we work.

Thank you...

Thank you to everyone who we’ve worked alongside this year. Thank you to the funders and supporters who back us all the way. Without your generosity we couldn’t do any of this. Thank you to all our staff, volunteers and trustees who give their time and energy week after week so that young people have access to amazing opportunities and support. Thank you to all the partners we work alongside who believe in this community and what we can achieve together. It’s thanks to you that we we’ve been able to support young people like Shaun who we’ve been working with for over 9 years, being a consistent presence throughout his teenage years.

“I think the trips and organisations Rise:61 let us young people experience is a way of experiencing new journey in life. There are so many opportunities I have been able to experience thanks to Rise:61. They never make anyone feel left out or uninvited. They make everyone feel welcome and it’s something I feel privileged to be a part of, so thank you.”

Shaun has taken on a leadership role at Rise:61 and regularly helps at our weekly life group. He has a mentor at Rise:61 and has been contributing to helping shape the plans for the youth facility.

Future Plans

In 2023/24 we are embarking on a process to refresh our vision and strategy now that our current strategy is coming to an end. This is an exciting time to reflect on all that has been achieved and dream again with young people about what is possible for the years ahead.

We are proud of what we’ve achieved together and excited for 2023/24 as we seek to invest further in our young leaders programme and the development opportunities it offers, strengthen the drop-in opportunities for young people on the estate, run more trips including overnight stays and work towards building a purpose built youth facility to serve the community even better. We’ve secured pledges to purchase another residential property on the estate to house staff to further improve our rootedness and long term commitment to this community.

Andy Malcolm Chair of Trustees, Feb 2024

Rise:61 is a Charitable Incorporated Organisation. Registered charity in England and Wales (1158086) St Michael's Community Centre, St Michael's Road, Salisbury, SP2 9LE

INDEPENDENT EXAMINER'S REPORTTO THE TRUSTEES OF RISE:61 FOR THE YEAR ENDED 31 AUGUST 2023 I repoii io the charity trustees on my exèmination of the accounts of the charity for the year ended 31 August 2023 which are Set out on pages 8 to 21. Re5ponslbllltles and basls of report As the tharily's Irustees, you are responsible for the preparation of the accounts in accordance wSth the requirements of the Charitie5 Acl 20111.the Act'l. I report in respect of my examinatSon of the tharity's accounts carried out under section 145 of the 2011 Act and. Sn carrying out my examination, I have followed all the applicable Directions Biven by tho Chority Cornrni55ion under sertlon 14515llbl of the Act. Independent examlner's ststement The charlty'5 gross income exceeded £250.000 and l am qualified io undertake the examlnation by bein8 a qualified member of the A550Cl3tion of Chartered Certified Accountants. I have cutnpleted my exarninatlon. I conflrm that no fflaterial matters have come to my attention in ci)nnECtioTr with the eKaminatlon which gives me cause to belleve that In any material respect.. l. the accountln8 record5 were not kept In accordance with section 130 of the Charities Act,. or 2. the accounts did not accord with the accounting records.. or 3. the accounts do not comply with the applicable rEquirements concerning the form and content of accounts Set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement Ihat the account5 give a 'true and fair, view which is not 3 matter considered as part of an independent examination. I have no Concern5 and have come across no other rnatters in connection with the examination to which attention should be drawn in thi5 report in order to enable a proper understanding of the accounts to be reached. NDJ es FCCA Mem r ol the A550ciation of Chartered Certified Atcounlants Fawcetts LLP Chartered Acco¢Jntants Windover House St Ann Street Salisbury SPI 2DR Date.. fl kphl kni*

RISE:61

STATEMENT OF FINANCIAL ACTIVITIES

FOR THE YEAR ENDED 31 AUGUST 2023

Unrestricted Note £ INCOME FROM: 3 38,631 2 73,883 4 165 4,620 117,299 9 91,510 91,510 25,789 - 25,789 at 1 September 2022 26,541 52,330 Fund raising activities Investments Donations, grants and legacies Charitable activities Donations and legacies Other Rental income TOTAL FUNDS CARRIED FORWARD TOTAL EXPENDITURE RECONCILIATION OF FUNDS: NET MOVEMENT IN FUNDS NET INCOME Transfers between funds Total funds brought forward TOTAL INCOME Charitable activities EXPENDITURE ON:	Restricted £ - 515,563 - - 515,563 136,199 136,199 379,364 - 379,364 105,072 484,436	Total 2023 £ 38,631 589,446 165 4,620	Total 2022 £ 33,248 164,954 7 -
		632,862	198,209
		227,709	126,351
		227,709	126,351
		405,153 -	71,858 -
		405,153 131,613	71,858 59,755
		536,766	131,613

Total recognised gains and losses

The charity has no recognised gains or losses other than the surplus or deficit for the current or previous year.

Continuing operations

None of the charity's activities were acquired or discontinued during the current or previous year.

The notes form part of these financial statements.

8

RISE:61

BALANCE SHEET

31 AUGUST 2023

Note FIXED ASSETS: Tangible fixed assets 10 CURRENT ASSETS: Debtors 11 Cash at bank and in hand TOTAL CURRENT ASSETS LIABILITIES Creditors: Amounts due within one year 12 NET CURRENT ASSETS TOTAL ASSETS LESS CURRENT LIABILITIES 14 FUNDS Unrestricted funds: general 13 Restricted funds 13 TOTAL CHARITY FUNDS	2023 £ 364,383 5,905 169,280 175,185 (2,802) 172,383 536,766 52,330 484,436 536,766	2022 £ 46,611 2,253 83,182
		85,435 (433)
		85,002
		131,613
		26,541 105,072
		131,613

The trustees confirm, in accordance with the Charitable Incorporated Organisations (General) Regulations 2012, that at the year end the CIO did not have any outstanding guarantees to third parties nor any debts secured on the assets of the CIO.

The financial statements were approved and authorised for issue by the Board of Trustees on 14 March 2024 and were signed on its behalf by:

Andy Malcolm Chair of Trustees

The notes form part of these financial statements.

9

RISE:61

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 AUGUST 2023

2023 Notes £ Net cash flow from operating activities (a) 416,977 Cash flows from investing activities Payments to acquire tangible fixed assets (330,879) Net cash flow from investing activities (330,879) Net increase in cash and cash equivalents 86,098 Cash and cash equivalents at 1 September 2022 83,182 Cash and cash equivalents at 31 August 2023 (b) 169,280 a) Reconciliation of net income to net cash flow from operating activities 2023 £ Net income for the year as per the Statement of Financial Activities 405,153 Depreciation of tangible fixed assets 13,107 Increase in debtors (3,652) Increase in creditors 2,369 Net cash flow from operating activities 416,977 b) Cash and cash equivalents consists of: Cash at bank and in hand 169,280 Cash and cash equivalents at 31 August 2023 169,280	2022 £ 79,573 (47,932)
	(47,932) 31,641 51,541
	83,182
	2022 £ 71,858 7,334 (51) 432
	79,573
	83,182
	83,182

The charity has no borrowings or obligations under finance leases therefore a reconciliation of net debt has not been provided.

The notes form part of these financial statements

10

RISE:61

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 AUGUST 2023

1. ACCOUNTING POLICIES

Accounting convention

RISE:61 is constituted as a Charitable Incorporated Organisation (CIO) and is registered with the Charity Commission for England and Wales (registration number 1158086). The charity constitutes a public benefit entity as defined by FRS 102. 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 United Kingdom and Republic of Ireland (FRS 102) (effective 1 January 2019) - (Charities SORP 2019 (FRS 102)), and the Charities Act 2011.

The trustees have considered the financial position of the charity and confirm that it remains a going concern. The financial statements are prepared on a going concern basis and are presented in Sterling (£) which is the functional currency of the charity. This is the first year that the accounts have been prepared using the accruals accounting method. The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.

Fund accounting

Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes. Designated funds comprise unrestricted funds that have been set aside by the trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The cost of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

Income recognition

All incoming resources are included in the Statement of Financial Activities (SOFA) when the charity is legally entitled to the income after any performance conditions have been met, the amount can be measured reliably and it is probable that the income will be received.

For donations to be recognised the charity will have been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation and this requires a level of performance before entitlement can be obtained then income is deferred until those conditions are fully met or the fulfilment of those conditions is within the control of the charity and it is probable that they will be fulfilled.

No amount is included in the financial statements for volunteer time in line with the SORP (FRS 102).

Fixed asset gifts in kind are recognised when receivable and are included at fair value. They are not deferred over the life of the asset.

Expenditure recognition

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Expenditure is recognised where there is a legal or constructive obligation to make payments to third parties, it is probable that the settlement will be required and the amount of the obligation can be measured reliably. The irrecoverable element of VAT is included within the item of expense to which it relates.

11

RISE:61

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 AUGUST 2023

1. ACCOUNTING POLICIES (continued)

Tangible fixed assets

Expenditure on fixed assets is capitalised except for expenditure incurred on the replacement of assets of low value with a short life. Repair, renovation, and replacement expenditure is written off as expenditure in the Statement of Financial Activities. The cost of fixed assets is their purchase cost, together with any incidental costs of acquisition.

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life as follows:

Freehold property - 1% on cost (see below) Bike hub - 10% on cost Fixtures, fittings and equipment - 25% to 33% on cost Motor vehicles - 25% on reducing balance

Depreciation is charged on 25% of freehold property due to the high residual value of this asset which is ensured by a regular programme of repair and refurbishment (the cost of which is charged to the Statement of Financial Activities).

Debtors

Debtors are measured at their recoverable amounts.

Creditors and provisions

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.

Pension costs

The charity contributes to the individual defined contribution pension schemes of employees. Contributions are charged to the Statement of Financial Activities in the period to which they relate.

2. DONATIONS AND LEGACIES

Donations, grants and legacies Donations 41,290 Gift Aid(including HMRC interest receivable) 4,471 Grants 28,000 Community groups 122 Total 73,883 £ 2023 funds Unrestricted	Restricted funds 2023 £ 50,879 12,500 452,184 - 515,563	Total Total funds funds 2023 2022 £ £ 92,169 27,829 16,971 3,551 480,184 133,069 122 505 589,446 164,954

12

RISE:61

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 AUGUST 2023

2. DONATIONS AND LEGACIES (continued)

Grants received are as follows:

1485 Charitable Trust Arnold Clark Foundation Barclays Community Football fund BBC Children in Need Bemerton Heath Inter-Agency Group Benefact Trust Children's Chance Co-Op LCF George Bairstow Charitable Trust Magic Little Grant Pennies Foundation Salisbury City Council SCORE Selwood Charitable Trust - Housing fund Sherlock Charitable Trust Souter Charitable Trust Sport England: Together fund Sported Foundation Stewardship - Housing fund Tesco The Jerusalem Trust TNL Community Fund - Impact grant TNL Community Fund - Youth hub The Prism Charitable Trust Wessex Water Wiltshire Community Fdn - Youth facility Wiltshire Council - Youth facility Wiltshire Council - Creative hub	2023 Unrestricted £ - - - - - 1,000 - - - - - - - - 1,000 - - - - - - - - 25,000 - 1,000 - - 28,000	2023 Restricted £ 500 - 500 - 3,500 - - - 5,000 - - - 2,000 5,000 - 3,000 8,500 - 330,000 - 2,000 4,000 65,224 - - 7,960 10,000 5,000 452,184	2023 Total £ 500 - 500 - 3,500 1,000 - - 5,000 - - - 2,000 5,000 1,000 3,000 8,500 - 330,000 - 2,000 4,000 65,224 25,000 - 8,960 10,000 5,000 480,184	2022 Total £ 500 2,000 - 47,674 333 - 480 1,641 - 500 1,000 3,000 1,000 15,000 - 3,000 - 200 15,000 500 - 4,000 28,241 - 1,500 5,000 - 2,500
				133,069

13

RISE:61

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 AUGUST 2023

3. FUND RAISING ACTIVITIES

Fund raising Referrals Sales Total	Unrestricted funds 2023 £ 993 33,724 3,914 38,631	Restricted funds 2023 £ - - - -	Total Total funds funds 2023 2022 £ £ 993 5,440 33,724 24,118 3,914 3,690 38,631 33,248

4. INCOME FROM INVESTMENTS

All of the charity’s income from investments arises from interest bearing deposit accounts.

5. TAXATION

The charity is an exempt charity within the meaning of Schedule 3 of the Charities Act 2011 and is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes.

6. TRUSTEES' AND KEY MANAGEMENT PERSONNEL REMUNERATION AND EXPENSES

The trustees neither received nor waived any remuneration during the year (2022: £Nil).

The charity considers its key management personnel comprise the trustees and senior management. Key management personnel received total remuneration of £47,458 (2022: £28,900) for two employees (2022: One).

The trustees did not have any expenses reimbursed during the year (2022: £Nil).

7. STAFF COSTS

The average monthly number of employees during the year was as follows:

Management Finance and Operations Youth workers Salaries Social security Defined contribution pension costs	2023 No. 2 3 6 11 2023 £ 141,705 2,724 4,103 148,532	2022 No. 1 1 4
		6
		2022 £ 84,449 1,242 2,477
		88,168

No employees received total employee benefits of more than £60,000 (2022: None).

14

RISE:61

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 AUGUST 2023

8. NET INCOMING / (OUTGOING) RESOURCES

Net incoming / (outgoing) resources are stated after charging:

Depreciation - owned assets Independent examiner's fees	2023 £ 13,107 1,800	2022 £ 7,334 720

9. CHARITABLE ACTIVITIES COSTS

Direct Project costs: consumables Project costs: IT equipment Project costs: tools and equipment Venue hire Bike hub: Purchase of bike parts BH: Purchase of bike tools and equipment Bike hub: Clothing and accessories Depreciation Hardship grants awarded Public events and AGM Clothing (RISE:61) Motor running expenses Travel and subsistence Sundry expenses Delivery salaries and National Insurance Management and administration Salaries Pension contributions Payroll charges Other staff costs Hygiene and Health & Safety Telephone and utilities Insurance Printing, postage, and stationery Marketing, publicity, and website Bank charges Rent and storage Repairs and maintenance Computer expenses Consultancy, legal and professional fees Depreciation Subscriptions Sundry expenses Governance Accountancy - Independent examiner's fee Total Charitable Activities costs	2023 Unrestricted £ 989 - 3,044 591 1,935 - - - 674 2,430 1,592 - 373 748 51,005 63,381 6,184 4,103 700 1,104 67 1,116 3,535 633 617 56 2,882 4,204 397 - - 535 196 26,329 1,800 91,510	2023 Restricted £ 2,297 - 3,115 904 - - - 12,865 700 1,782 616 1,630 110 916 54,973 79,908 32,267 - - 1,123 - - 441 67 - - - 917 - 20,918 242 44 272 56,291 - 136,199	2023 Total £ 3,286 - 6,159 1,495 1,935 - - 12,865 1,374 4,212 2,208 1,630 483 1,664 105,978 143,289 38,451 4,103 700 2,227 67 1,116 3,976 700 617 56 2,882 5,121 397 20,918 242 579 468 82,620 1,800 227,709	2022 Total £ 1,894 1,438 8,621 830 1,452 - - 7,334 300 827 1,430 1,058 203 1,803 70,406
				97,596
				15,285 2,477 565 1,110 55 735 2,033 185 272 39 1,734 1,749 359 761 - 963 13
				28,335
				420
				126,351

15

RISE:61

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 AUGUST 2023

10. TANGIBLE FIXED ASSETS Freehold property Bike Hub COST: At 1 September 2022 - 8,000 Additions 330,000 - Disposals - - At 31 August 2023 330,000 8,000 DEPRECIATION: At 1 September 2022 - 4,000 Charge for the year 825 800 Eliminated on disposals - - At 31 August 2023 825 4,800 NET BOOK VALUE: At 31 August 2023 329,175 3,200 At 31 August 2022 - 4,000 11. DEBTORS Trade debtors Gift Aid claim Prepayments and accrued income 12. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR Trade creditors Other creditors Social security and other taxes Accruals - Independent examiner's fee Deferred income	£ 9,420 879 - 10,299 5,678 1,765 - 7,443 2,856 3,742 Fixtures, fittings & equipment	£ 44,422 - - 44,422 5,553 9,717 - 15,270 29,152 38,869 2023 £ 5,905 - - 5,905 2023 £ 202 800 - 1,800 - 2,802 Motor vehicles	Total £ 61,842 330,879 -
			392,721
			15,231 13,107 -
			28,338
			364,383
			46,611
			2022 £ 2,253 - -
			2,253
			2022 £ 433 - - - -
			433

16

RISE:61

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

13. MOVEMENT OF FUNDS

Balance at 01/09/2022 £ Unrestricted funds General free reserves 26,541 Unrestricted fixed assets - 26,541 Restricted funds Fixed assets: Freehold property - Bike Hub 4,000 Fixtures, fittings and equipment 3,741 Motor vehicles 38,869 Other funds: #iwillfund 2023 - 1485 Hardship fund 200 Arnold Clark Foundation 1,670 Barclays Community Football fund - Bemerton Heath Inter-Agency Group - George Bairstow Charitable Trust - Housing fund 15,000 Magic Little grants 181 Minibus fund 3,442 Pennies Foundation 228 SCORE grant 496 Souter Charitable Trust 2,118 South West Community Matters 124 Sport England: Together fund - The Jerusalem Trust Grant - TNL Community fund 22,003 TNL Community fund - Impact grants 4,000 Wessex Water Environment fund 1,500 Wilts Community Fdn - Youth Facility 5,000 Wilts Council - Area Board: C/Hub 2,500 Wilts Council - Youth Facility - 105,072 Total funds 131,613	Incoming resources £ 117,299 - 117,299 330,000 - 879 - 3,000 500 - 500 3,500 5,000 67,500 - - - 2,000 3,000 - 8,500 2,000 65,224 4,000 - 4,960 5,000 10,000 515,563 632,862	Outgoing resources £ (91,510) - (91,510) (825) (800) (1,764) (9,717) (989) (700) (1,670) (500) (3,500) - (6,196) (181) (1,630) (228) (1,093) (5,118) (124) (8,500) (153) (72,568) (7,839) (1,500) (7,998) (2,606) - (136,199) (227,709)	Transfers £ - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -	Balance at 31/08/2023 £ 52,330 -
				52,330
				329,175 3,200 2,856 29,152 2,011 - - - - 5,000 76,304 - 1,812 - 1,403 - - - 1,847 14,659 161 - 1,962 4,894 10,000
				484,436
				536,766

17

RISE:61

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 AUGUST 2023

13. MOVEMENT OF FUNDS (continued)

Comparative balances for the year ended 31 August 2022:

£ Unrestricted funds General free reserves 19,806 Unrestricted fixed assets - 19,806 Restricted funds Fixed assets: Bike Hub 4,800 Fixtures, fittings and equipment 1,212 Motor vehicles - 1485 Hardship fund - AllChurches Trust 8,922 Anchor Foundation 4,118 Arnold Clark Foundation 782 Children's Chance trips - Co-op Community fund 1,002 George Bairstow Charitable Trust 1,225 Housing fund - Magic Little grants - Minibus fund - Movement for Good Award 1,000 Pennies Foundation - SCORE grant - Souter Charitable Trust - South West Community Matters 1,000 TNL Community fund - TNL Community fund - Impact grants - Wessex Water Environment fund - Wilts Community Fdn - Youth Facility - Wilts Council - Area Board: C/Hub 5,000 Wilts Council - Youth Board: Bike Hub 6,667 Wilts Council - Youth Facility 4,221 39,949 Total funds 59,755 Balance at 01/09/2021	£ 79,415 - Incoming resources	£ (73,415) - Outgoing resources	£ 735 - Transfers	£ 26,541 - Balance at 31/08/2022
	79,415	(73,415)	735	26,541
	- 3,510 44,422 500 - - 2,000 480 1,641 - 15,000 500 4,500 - 1,000 1,000 3,000 - 28,241 4,000 1,500 5,000 2,500 - -	(800) (981) (5,553) (300) (8,922) (4,118) (1,112) (480) (2,643) (1,225) - (319) (1,058) (265) (772) (504) (882) (876) (6,238) - - - (5,000) (6,667) (4,221)	- - - - - - - - - - - - - (735) - - - - - - - - - - -	4,000 3,741 38,869 200 - - 1,670 - - - 15,000 181 3,442 - 228 496 2,118 124 22,003 4,000 1,500 5,000 2,500 - -
	118,794	(52,936)	(735)	105,072
	198,209	(126,351)	-	131,613

18

RISE:61

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 AUGUST 2023

13. MOVEMENT OF FUNDS (continued)

Below is a description of each fund of the charity:

UNRESTRICTED FUNDS:

General

This represents funds which have been accumulated for the general purposes of the charity.

RESTRICTED FUNDS:

Restricted fixed assets

This represents restricted funds held as fixed assets and are not readily available.

#iwillfund 2023 To engage young people in social action through fundraising challenges.

1485 Hardship fund To support families struggling through small hardship gifts.

Arnold Clark Foundation To support young people to take part in social action.

Barclays Community Football fund To support girls to take part in football and sport.

Bemerton Heath Inter-Agency Group

To deliver improvements to the community garden and run three community events.

George Bairstow Charitable Trust To upgrade the gazebo at the community garden.

Housing fund

To purchase two residential properties to house staff in furtherance of the charity's objectives.

Magic Little grants To purchase equipment for the Active Hub.

Minibus fund To pay towards the ongoing running and servicing costs of the minibus.

Pennies Foundation To support our development of young leaders.

SCORE grant To fund young people to go on camping trips to festivals.

Souter Charitable Trust To provide opportunities for young people to explore the Christian faith.

South West Community Matters

To set up our AQA Awards scheme for the Alternative Education Provision.

Sport England: Together fund To fund our Active and Bike Clubs.

The Jerusalem Trust Grant To fund our Life Group.

The National Lottery [TNL] Community fund To fund our Youth Hubs and associated overhead costs.

TNL Community fund - Impact grants

To work with an external consultant to develop our impact measurement.

Wessex Water Environment fund To develop a sensory garden at the community garden.

Wiltshire Community Foundation - Youth Facility

To fund the feasibility study for our proposed site for building a youth facility.

Wiltshire Council - Area Board Grant CH To fund our Creative Hub.

Wiltshire Council - Youth Facility To further the development of the youth facility.

19

RISE:61

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 AUGUST 2023

14. ALLOCATION OF THE CHARITY NET ASSETS

The net assets are held for the various funds as follows:

Unrestricted funds: general Restricted funds Total	Fixed Assets £ - 364,383 364,383	Net Current Assets £ 52,330 120,053 172,383	Long-term Liabilities £ - - -	Total £ 52,330 484,436
				536,766

Prior year net assets held for the various funds were as follows:

Unrestricted funds: general Restricted funds Total	Fixed Assets £ - 46,611 46,611	Net Current Assets £ 26,541 58,461 85,002	Long-term Liabilities £ - - -	Total £ 26,541 105,072
				131,613

15. RELATED PARTY TRANSACTIONS

There were no related party transactions during the year (2022: None).

16. POST BALANCE SHEET EVENTS

In January 2024, the charity took ownership of a residential property to be used in furtherance of its charitable objectives. The cost of the building was £240,000 which was funded by way of a grant.

20

RISE:61

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 AUGUST 2023

17. PRIOR YEAR COMPARATIVE STATEMENT OF FINANCIAL ACTIVITIES

Note INCOME FROM: 3 2 4 9 Fundraising activities Charitable activities Donations and legacies Donations and grants Investments Other TOTAL INCOME EXPENDITURE ON: Charitable activities Total funds brought forward TOTAL FUNDS CARRIED FORWARD at 31 August 2022 TOTAL EXPENDITURE NET INCOME Transfers between funds NET MOVEMENT IN FUNDS RECONCILIATION OF FUNDS: at 1 September 2021	Unrestricted £ 33,248 46,160 7 - 79,415 73,415 73,415 6,000 735 6,735 19,806 26,541	Restricted £ - 118,794 - -	Total 2022 £ 33,248 164,954 7 -
		118,794	198,209
		52,936	126,351
		52,936	126,351
		65,858 (735)	71,858 -
		65,123 39,949	71,858 59,755
		105,072	131,613

21

RISE:61

INCOME AND EXPENDITURE ACCOUNT

FOR THE YEAR ENDED 31 AUGUST 2023

Income: Donations Gift Aid Grants Community groups Total Donations & Grants Fund raising Referrals Sales Rental income Project costs: consumables Bike hub: Purchase of bike tools and equipment Hardship grants awarded Public events and AGM Clothing (RISE:61) Motor running expenses Travel and subsistence Sundry expenses Carried forward Other income: Expenditure (Direct Costs): Deposit account interest Bike hub: Purchase of bike parts Delivery salaries and National Insurance Total Fund Raising Activities Project costs: IT equipment Venue hire Bike hub: Clothing and accessories Project costs: tools and equipment

£ £ £ £ 92,169 27,829 16,971 3,551 480,184 133,069 122 505 589,446 164,954 993 5,440 33,724 24,118 3,914 3,690 38,631 33,248 4,620 - 165 7 632,862 198,209 3,286 1,894 - 1,438 6,159 8,621 1,495 830 1,935 1,452 - - - - 1,374 300 4,212 827 2,208 1,430 1,630 1,058 483 203 1,664 1,803 105,978 70,406 130,424 90,262 502,438 107,947 2022 2023

£ 92,169 16,971 480,184 122 993 33,724 3,914 3,286 - 6,159 1,495 1,935 - - 1,374 4,212 2,208 1,630 483 1,664 105,978

This page does not form part of the statutory financial statements.

22

RISE:61

INCOME AND EXPENDITURE ACCOUNT

FOR THE YEAR ENDED 31 AUGUST 2023

Brought forward Other staff costs Hygiene and Health & Safety Telephone and utilities Insurance Printing, postage, and stationery Marketing, publicity, and website Bank charges Rent and storage Subscriptions Sundry expenses Bike hub premises Bike hub bicycles Office equipment Furniture & fittings NET INCOME Payroll charges Expenditure (Overheads): Pension contributions Depreciation: Computer expenses Freehold property Motor vehicles Salaries Consultancy, legal and professional fees Accountancy - Independent examiner's fee Repairs and maintenance	£ £ £ £ 502,438 107,947 38,451 15,285 4,103 2,477 700 565 2,227 1,110 67 55 1,116 735 3,976 2,033 700 185 617 272 56 39 2,882 1,734 5,121 1,749 397 359 20,918 761 1,800 420 579 963 468 13 84,178 28,755 418,260 79,192 825 - 800 800 733 366 1,032 615 - - 9,717 5,553 13,107 7,334 405,153 71,858 2023 2022	£ £ £ £ 502,438 107,947 38,451 15,285 4,103 2,477 700 565 2,227 1,110 67 55 1,116 735 3,976 2,033 700 185 617 272 56 39 2,882 1,734 5,121 1,749 397 359 20,918 761 1,800 420 579 963 468 13 84,178 28,755 418,260 79,192 825 - 800 800 733 366 1,032 615 - - 9,717 5,553 13,107 7,334 405,153 71,858 2023 2022
	£ 38,451 4,103 700 2,227 67 1,116 3,976 700 617 56 2,882 5,121 397 20,918 1,800 579 468 825 800 733 1,032 - 9,717	£ 107,947 28,755
		79,192 7,334
		71,858

This page does not form part of the statutory financial statements.

23