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It's all about YOUth e
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Annual Report and Accounts 2022-2023
It's all about YOUth e
Taking a youth-led approach to improving girls and young women’s wellbeing.
Annual Report and Accounts 2023-2024
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Chair’s Statement Z
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- YOUTH /ju:0/ - noun the period between childhood and adult age.
Whilst this may be the dictionary definition of youth, at Sunbeams, youth takes on new meanings. We define youth as energy, creativity and passion. We see youth as opportunity, enthusiasm, hope, hearts full of dreams and young minds brimming with ideas.
This past year, we harnessed the power of youth to work with 228 young people, 128 parents and 22 schools to trailblaze change. This took on the form of 1:1 and group mentoring, keyworker sessions, training and development support for schools and collaboration with statutory services to address emerging need.
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Our services have impacted hundreds of individuals, families and the entire community, with better understanding of youth mental health issues, improved skills and confidence in promoting good mental health, and an increase in the uptake of wellbeing services as those issues are being destigmatised. We have seen how
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early support goes a long way in ensuring that those facing adversity, however harsh, are equipped with the confidence, skills, and resilience to cope and thrive.
As a youth charity, we remain committed to putting these young people at the heart of our work, supporting them in their role as passionate advocates seeking to shape and influence the world that they live in. And we are extremely grateful to our staff, volunteers and funders who support us in our mission.
Together, we can tackle the youth mental health crisis whilst not losing focus on each young person’s journey to change.
Because ultimately, it’s all about YOUth!
Mina Davidovits Chair
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TOC
Chair's Statement 4
Our Mission 12
2024 in Numbers 14
Resilient Children and Young People 18
Resilient Parents and Families 28
Resilient Schools and Community 30
Resilient Organisation 42
Financial Review 46
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Sunbeams is G-d's gift to
Stamford Hill; a cocoon of warmth, laughter g and joy, that gives our girls a chance to forget the difficulties they face and to thrive in an z environment where they feel accepted, loved and R cared for!
eae ‘4
Esti Rozner, SEND Coordinator, Beis Malka Primary School
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Structure
governance and management Z
Sunbeams London Ltd (Sunbeams) is a registered charity and a company limited by guarantee. Its objects are set out in its Memorandum and Articles of Association and are:
To advance in life and relieve the needs of young people through:
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Providing support and activities, in particular mentoring support and mentoring training to those with low self-esteem and low self-confidence, which develop their skills, capacities and capabilities to enable them to participate in society as mature and responsible individuals.
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Providing recreational and leisure time activities provided in the interest of social welfare, designed to improve their conditions of life.
The Trustees are responsible for governance of the organisation. Induction and training are provided for new trustees. None of the trustees have any beneficial interest in the charity. It is not currently the intention of the charity to appoint new trustees.
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Our mission K
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To empower girls to develop their character, grow in confidence and resilience and overcome challenges.
Our Principles T
Early intervention – working equally on promotion and prevention of good mental health and wellbeing as on solutions.
holistic and Whole systems approach – cross-sector approach that recognises and works collaboratively with all who work for and with children and young people.
Our vision V
Vulnerable and disadvantaged girls in the community are supported through tough times and empowered with the skills and emotional resilience to confidently face whatever life throws at them and succeed.
Responsive support – systems that are person-centred, promote choice and are codesigned with stakeholders.
to mental Evidence-based approaches health and wellbeing policy development, service planning, resourcing and delivery.
Forward thinking - creatively looking at ways to adapt and grow our programmes, whilst continuing to deliver best practice.
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2024 in numbers 2024 in numbers V w
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We delivered Over pupils
8,284 6,000
mentoring sessions. benefitted from our Improving
We delivered
8,284
Over Wellbeing at School service.6,000 pupils
mentoring sessions
benefitted from our Improving
Wellbeing at School service.
73 girls accessed
We supported 228 girls.
73specialist support through girls accessed
specialist support through onward referrals.
We supported 228 girls
onward referrals
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We trained and upskilled We supported primary 14 180 young volunteers schools and 11 secondary through 37 professional schools to improve their development workshops and mental health provisions. supervision sessions. 469 Our group mentoring program created 225 opportunities for peer support.
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volunteering 12,152 hours provided a saving of . £78,988
Our memorable days project enabled 391 trips to mentees. 167
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I am so grateful that we have
such a valuable, g culturally appropriate service to refer clients to.
Malka Gluck
Child and Adolescent Psychotherapist, First Steps Early Intervention & Community Psychology
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Resilient Children and Young People w
Early support to help children and young people develop coping strategies and thrive despite adversity
Over the years, we have seen the transformative power of support. We have seen how therapeutic activities and a dedicated mentor can bring about results that no one would have expected. Real and lasting change like newfound happiness, hope and healing. Confidence, positive relationships and reengagement with education.
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1:1 mentoring
Our mentoring service supports girls struggling with problems such as low self-esteem, social isolation, anxiety, low mood, school refusal or majorly strained relationships. Many also have complex family situations such as parental ill mental health, poverty and family breakdown.
This past year, we witnessed a rapid upscale of mentoring, thanks to generous funding from The Mayor of London as part The Propel 97% said they 94% said they Initiative. We supported 210 girls age 8 to 16 by giving them weekly sessions with a dedicated volunteer mentor, inherently therapeutic feel more confident feel happier since activities that boost confidence and self-esteem and a safe space to explore their feelings and get help. Our “memorable days” package gives since joining Sunbeams. joining Sunbeams. mentees the (often rare!) opportunity to enjoy great days out at local museums, parks and restaurants on a quarterly basis. 89% of parents reported calmer w w Mentees are highly involved in We completed The Mentoring home environments. shaping the service - choosing Quality Framework which — Oo | the sort of activity, day and means our practices and timing of sessions, planning policies are in line with besttrips and providing ongoing practice guidance. feedback on the mentoring relationship. “My mentor remembered my birthday when no else did!” Sari, age 11 w w Volunteer mentors receive We work holistically - in “Talking to my mentor and baking fun professional trainings, ongoing supervision and support from partnership with parents, schools, statutory stuff is the best part of my week. And she our Volunteer Coordinators and Clinical Lead. services to ensure that progress is carried over across really gives me good advice like breathing the board and to onward-refer issues identified. and hand squeezes to help me calm down”. =. Henny, age 15 20 2121
Group mentoring
It doesn’t take long for girls to become isolated due to their personal or family crises. And then it doesn’t take much longer for mental health issues to develop.
Our group mentoring sessions provide a supportive environment for girls to speak out, share their experiences and get help while building social skills, emotional resilience and healthy relationships. In group sessions, users feel empowered to express and make sense of feelings, learn that that others have similar experiences and reactions whilst developing strategies to manage difficult emotions (e.g. anger, distress) in a socially acceptable manner. Young people learn how to effectively engage with one another and work as a team – often for the first time – developing vital social and communication skills. Users form lasting friendships and the ability to make new friends in future.
Sessions are led by skilled and trained young women who are experts in their field such as art, drama and music. In 2024 we introduced watersport sessions: action-filled and endorphin-releasing experiences, which we know directly boost body and mild wellness. Our group facilitators have a strong passion and natural flare for supporting socially isolated girls to connect with one another and to thrive as part of a team.
“In the art groups you can just be you” User 2024
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24 girls said they 97% of girls reported created lasting friendships that group sessions gave in the group sessions, them a safe space to talk. keeping in touch long after they left the program.
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89% of users surveyed reported reduction in stress / anxiety.
Our 2024 group offer included: Art Drama Music Watersports 2323
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Key Worker Program
We identified an acute emerging need to bridge a gap for 11–16-yearolds presenting with multiple, complex issues that can’t be addressed through volunteer mentoring alone. Our Key Worker Service augments mentoring by targeting more skilled intervention at critical points so girls have support, knowhow and resilience to cope, get back on track and thrive, despite crises they face.
“I was very alone and angry most of the day. My mother didn’t get me and I needed someone to help me.” User 2023
Key worker support is holistic, intensive and fully responsive to individual needs. Trained and supervised by a Consultant Clinical Child Psychologist and managed by the Project Manager and Trustees, key workers work within the systems surrounding users (social care/CAMHS/ school/GP/ parents) and provide practical support to generate positive, substantial and sustainable change.
Goals this past year included :
to have ways to deal with my stress to feel less lonely
to identify things that help when I feel really rotten
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to make me feel positive to be doing better at school
The interventions are guided by each users’ goal and therefore look different for each user. Overall, some interventions include skill-building worksheets, coming up with ideas, signposting or finding other activities and support available, mobilising systems around young people and supporting the user’s network in doing things differently.
“Miri* is walking around happier. Just looking calmer and more sure about herself. Huge noticeable change. Keep up the work” Parent 2024
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“I hope to carry the insights and techniques from our sessions forward in my journey”. User 2024
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Eli's Storyg Eli's story
Eli’s parents went through a messy divorce when she was two years old and her mother struggled to stay afloat and look after herself whilst caring for her. She did the best she can and Eli said “I had everything I needed but I didn’t get much love and only little attention. I dreaded the visits with my father”.
After being the only one at home for many years, her mother remarried and she had to now share her space and attention with 4 more kids. This was hard and Eli found herself fighting with her ‘siblings’, which she says “got my mother nervous and angry.” She started looking for ways to get attention, was playing up at school and lost interest in her studies (even though she was smart and doing well until then). “I felt sad and lost and very misunderstood. I didn’t want to speak to my teachers or to my headteacher. They just wanted me to behave and be studious.”
Her form teacher suggested Sunbeams and Eli says “at first I wasn’t sure but when I saw their center, I was sold”. Eli chose to do baking and hairstyling. Her mentor was patient and caring and they found themselves chatting and laughing whilst they baked. Eli also learnt to do cool hairstyles but what she liked most was that “everything in that hour was all about me.” At a supervision session, Eli shared “I feel spoilt and cared for like a newborn”. Eli’s mother reported a shift - Eli seemed calmer and happier now that she had something fun to look forward to each week. Together with her mentor, Eli explored her feelings and developed some important skills to help her thrive.
At her 9-month check-in, Eli said “I can’t explain what exactly happened, but suddenly I want to do be good and do the right things. School is better and I’m also calmer at home. It sounds like magic When asked what she but things have really changed.” liked best about her sessions, Eli wrote “Everything. Chatting to my mentor and learning new stuff. I’m so happy to be able to bake these fancy stuff for my ‘siblings’ birthday and for our school fair”. Her teachers saw great improvements in her cooperation and behaviour at school and her mother reported that “Eli’s a changed child”.
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Resilient Parents and Families t
Some of our mentees shared that often they return from the ‘magical place called Sunbeams’ and the chaos and stress of their home environment hits them even stronger. So many parents told us that they wished they had better skills and knowledge on how to support their children. Clearly, there is a need to provide parents with guidance, knowledge and skills and help them play their crucial part in their child’s journey to success.
As part of our mentoring program, we offer holistic support that provides parents with guidance and improved confidence to navigate crises and adversity. Whether it is a one-off meeting with our consultant clinical child psychologist or frequent check-ins by the Programmes Manager – we’ll do whatever it takes to make the mentoring experience and outcomes achievable and sustainable.
“The meeting with Dr Shostak was so helpful. I didn’t realise that I was reinforcing Malka’s* anxiety but now I understand it better. I’ve already ordered the book she recommended and I’m very hopeful”. Parent 2024
We use our extensive networks and established partnerships to guide parents with onward referrals to welfare advice, CYPMHS and local welfare organisations. As a trusted community organisation, we use our position to build parents’ trust and confidence in mainstream early help services such as Hackney CASC, First Steps and SCAMHS.
Holistic support that provides parents with guidance and improved confidence to navigate crises and adversity.
93% of parents who took up our
recommendations to access First Steps Early Help Services said they would not have gone on their own.
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Resilient Schools and Community h
The girls and young women we support are part of a community and we need to work in a holistic manner to ensure that they get targeted, professional and consistent support across the board – from their parents, teachers, peers and local community. Using our established partnerships with local schools, welfare organisations and mainstream services, we continue to facilitate multi-disciplinary working around vulnerable and disadvantaged girls and young women.
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Mental Health and Wellbeing at School j Improving Wellbeing At School - IWAS
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In a holistic approach and with a focus on prevention and promotion of young people’s mental health and wellbeing, Sunbeams provides school leads with professional support to develop and improve their ‘whole school approach’ to wellbeing. By equipping schools with stronger policies and practices, we’ve created system-wide changes in how schools promote positive wellbeing and address mental health needs, positively impacting the lives of thousands of girls in the community.
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Wellbeing And Mental Health at School (WAMHS) Coordination
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In the past year, we co-delivered Year 4 of the OJ WAMHS Initiative, coordinating and supporting City & Hackneys Wellbeing and Mental Health Initiative in 6 schools. Following an initial audit, schools received ongoing support through monthly visits from a CAMHS clinician. Adopting a whole-school approach to wellbeing, they used the time to develop and implement new policies and provisions around mental health. Some examples of work undertaken include more training for staff, parent newsletter around supporting children’s wellbeing and student wellbeing surveys.
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A key part of this work has been supporting and directing school staff to relevant mainstream services including CAMHS and Hackney’s Social Communication Assessment Clinic (SCAS). By increasing schools' understanding of how to navigate these services, we are helping make mental health support more accessible.
Mental Health Network
While tailored support is at the heart of our work, we also expand our impact across schools via our Mental Health Network. These forums bring together key staff from 26 school departments to share and learn best practices around mental health.
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We held biannual three-series trainings which addressed issues highlighted by users, parents and teachers. The trainings provided senior leadership with improved knowledge, skills, confidence for the early identification, prevention and promotion of pupils’ mental health.
The workshops were led by Dr Lisa Shostak, Associate Lecturer and Senior Clinical Tutor for CYP – MH Program at Kings College, and codeveloped and co-delivered by educators and parents with lived experience. In every series there was a strong element of teaching, knowledge and skill development as well as time spent in a workshop style to ensure that schools feel confident in how to use and apply this new learning to create the best outcomes for young people. At the end of each series senior leadership teams left with clear action plans for next steps - based on the overarching goal of creating mentally healthy schools.
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.
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In 2024, staff reported:
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31 new whole-school 179 girls received early
policies and practices mental health support.
implemented.
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"WAHMS professional input has supported us on so many levels. Our clinicians' expertise in children's development helps us and parents understand and assist our students" Malky Schweitzer, SEND Coordinator, TTL
“The mental health network is a vital resource for the local SENCOs. It is the first thing I recommend to New SENCOs; and a training that even experienced SENCOs make time for despite their overwhelming schedules!”. Esther R, SEND Coordinator
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girls received timely 29 pupils referred to
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diagnosis of Learning Children and Young Peoples
Disabilities/Autism Spectrum Mental Health Services.
Condition.
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The Mental Health Network schools consistently demonstrate a very special combination- a relentless desire for learning and growth, alongside a real willingness to genuinely pause and evaluate current practice. In my experience this is an unusual combination g and one that I credit Sunbeams for having created.
Dr Lisa Shostak, Associate Lecturer / Senior Clinical Tutor, CYP-MH Programmes, Kings College London.
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Investing in Volunteers
Our volunteers are girls and young women age 18- 25 who give selflessly each week to support girls in the community. Some act as 1:1 mentors, some are receptionists as our sessions all take place out of office hours and others assist with managing the centre and restocking our activity supplies. Whatever the role, we are committed to providing professional volunteering experiences that not only enable our young women to give, but also to get.
“Volunteering at Sunbeams is a winwin. You give but you get so much more”. Esther, Volunteer 2024
All Sunbeams volunteers receive high level training and supervision so they benefit from enhanced knowledge, skills and volunteering opportunities. Besides for basic and mandatory trainings such as safeguarding, induction to Sunbeams etc, our volunteers enjoy indepths trainings delivered by professionals. These include “Why and how mentoring makes a difference”, “building young people’s confidence and self-esteem”, or “supporting my mentee’s mental health”. Volunteers are also given the opportunity to complete unlimited unit awards, short courses and e-learning related to young people’s health and wellbeing and their own personal development with providers such as Prospero Teaching, MindEd and AQA.
Ongoing clinical and non-clinical supervision gives volunteers the opportunity to develop, reflect and improve on transferable life and work skills such as commitment, communication, compassion, work ethic, confidentiality and time management.
In 2023-2024
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of volunteers advanced in 25% employment,
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of 82%
volunteers “greatly
improved” in time management, commitment and responsibility.
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53 girls took on similar paid roles in the community as a result of their positive mentoring experience at Sunbeams.
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of volunteers have 42% considered pursuing further
education in related areas of childcare, counselling, psychology and have indeed taken further 36% education courses.
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of 99%
volunteers who applied for a job used Sunbeams as a reference.
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Miriam's Storyg Eli's story
When I started my second year in seminary, I started to worry about jobs. I’m great with kids, very patient and caring and I was dreaming of teaching. But I struggled with commitment and time management and was not very confident.
When Sunbeams said they are looking for volunteers I was so excited to join. I wanted to give of myself and help girls in the community and I was also looking forward to their offer of “personal and professional development” and the “volunteering experience”.
It’s now 11 months later and I cannot believe how much I’ve grown. The Volunteer Coordinator was so supportive and she helped me improve the skills I was lacking. She would send me reminder texts and gave me good tips to help me stay on top of my weekly mentoring commitment and the ongoing trainings (which are incredible and deserve a whole chapter of their own!).
Giving of myself to my mentee each week and supporting her to be happier and more socially appropriate made me feel valued. I saw the impact I had and it really boosted my confidence. Participating in Sunbeams’ trainings, professional supervision sessions and their annual volunteer’s event were all amazing parts of this experience.
It really prepares you for the workforce. I can say that I’m confident about applying for a job now and that I’ll do well. That anxiety I had - it just went.”
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Resilient Resil i ent Organ sation M Organisation x
We know that our charity must continue to be there for girls and young women and for the parents, teachers and community who rely on our services to build young people’s resilience. Whilst we continue to We know that our charity must continue to be there for girls and young expand our operations, increase impact and improve service delivery, women and for the parents, teachers and community who- rely on we recognise that strong foundations will result in a strong offer our services to build young people’s resilience. Whilst we continue to and even stronger results. Covid-19, followed by the Cost-of-Living expand our operations, increase impact and improve service delivery, Crisis has highlighted how crucial it is to invest in our people, systems, we recognise that strong foundations will result in a strong offer and data, technology, funding and resources to ensure we are adaptable, even stronger results. Covid-19, followed by the Cost-of-Living Crisis sustainable and crisis-prepared. has highlighted how crucial it is to invest in our people, systems, data,
technology, funding and resources to ensure we are adaptable, sustainable We are delighted to report that as a result of the grant funding from and crisis-prepared. The Berkeley Foundation, Sunbeams has become a more resilient charity with greater financial sustainability and operations that are fit We are delighted to report that as a result of the grant funding from The for purpose. In the past year, we dedicated staff time and resources Berkeley Foundation , Sunbeams has become a more resilient charity with to develop a solid business plan and organisational strategy, a robust greater financial sustainability and operations that are fit for purpose. In fundraising strategy and the launch of our website.We saw an increase the past year, we dedicated staff time and resources to develop a solid in the hours of our Fundraising Officer and Strategic Development business plan and organisational strategy, a robust fundraising strategy Officer as well as increased training and development to improve the and the launch of our website. confidence and skills of these staff members, which enabled them to We saw an increase in the hours of our Fundraising Officer and Strategic carry out our fundraising strategy. Development Officer as well as increased training and development to
improve the confidence and skills of these staff members, which enabled them to carry out our fundraising strategy.
“With increased orgnaisational resilience, I feel more secure and confident in the charity’s ability to continue providing its unique services to the community, especially in light of the cost-of-living crisis and the rise in young people’s mental health issues. With strong foundations, we can continue to focus on the needs of our users and the quality of our services, which is ultimately our utmost priority.” Ruchi Ostreicher, CEO
It is the first time that Sunbeams has received funding dedicated to building its resilience and across the team, we have seen that investing in organsiational resilience has far-reaching and long-lasting effects and is instrumental in ensuring that the charity can grow and expand its services and reach. The work we have undertaken has resulted in better and clearer systems, improved skills and hugely increased confidence in managing the charity’s financial position. Building charity resilience called for input from the trustees and collaboration from staff at all levels and has resulted in greater team work, improved commitment and increased productivity across the board.
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We will continue to allocate staff time to embed a culture and practice of resilience into our work. Looking ahead, we will
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Analyse our board’s skills and leadership and its relationships with executive staff to ensure robust governance with clear roles and responsibilities, strategic management and sustained involvement.
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Invest in monitoring and evaluation of our services and how we present our data so that we can drive performance, highlight impact and articulate our value.
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Use a distributed approach to leadership with opportunities for
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=> succession, empowering staff and teams to do their best for the charity and for the girls and young women it serves.
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Safeguard the charity’s future by significantly increasing and diversifying our income streams.
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Put data and technology at the heart of how we operate.
We saw a increase 34% in our organisation’s turnover from 2023 to 2024.
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Financial Independent Review Examiner’s Report r to the Trustees of The Trustees are happy to report organisation incoming resources of l
The Trustees are happy to report organisation incoming resources of £360,523. The year ended with a surplus of £40,874.
Securing funding in the current difficult financial climate has continued to be challenging and The Trustees gratefully acknowledge that the outstanding impact and achievement of the organisation are largely due to the generous support of the following charitable trusts and foundations: BBC Children in Need, Delapage, Henry Smith CT, Makers of Playing Cards Charity, People’s Health Trust, The Berkeley Foundation, The Mayor of London- London Propel, The Kirsh Foundation, The National Lottery Community Fund, The J E Joseph CT, and other anonymous supporters and community donors.
PUBLIC POLICY
The trustees confirm their compliance with the duty to have due regard to the public benefit guidance published by the Charity Commission as well as the Equalities Act 2010 when reviewing the Charity’s aims and objectives and in planning future activities.
RISK MANAGEMENT
The Trustees have identified and reviewed the major risks to which the charity is exposed. Both manual and automated checks are regularly invoked, particularly those relating to the operations and finance of the charity. The trustees are satisfied that these systems and procedures mitigate any perceived risks.
INDEPENDENT EXAMINER
JDA Cowan, BA FCA of Albeck Limited, 49 Mowbray Road, Edgware, Middlesex, HA8 8JL
SMALL COMPANY PROVISIONS
This report has been prepared in accordance with the provisions applicable to companies entitled to the small companies’ exemption.
APPROVAL
This report was approved by the trustees on 5th March 2025 and signed on their behalf by:
RESERVES POLICY
The trustees aim to hold free reserves of at least 3 months (and no more than 12 months) operating costs in order to protect services and to ensure adequate cashflow for the organisation’s need. As of 30 June 2024, the organisation held free reserves of £85,368 which is the equivalent of just over 3 months’ operating costs.
Mrs M Davidovits Chair
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Independent Independent Examiner's report Examiner’s Report to the trustees of to the Trustees of Sunbeams London Limited l
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(company number 08580129, charity number 1158753) for the year ended 30 June 2024
I report to the charity trustees on my examination of the accounts of the Company for the year ended 30 June 2024 which are set out on pages 16 to 25.
Responsibilities and basis of report
As the charity’s trustees (who are also the directors of the company for the purposes of company law), you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (“the 2006 Act”).
Having satisfied myself that the accounts of the Company are not required to be audited for this year under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity’s accounts as carried out under section 145 of the Charities Act 2011 (“the 2011 Act”). In carrying out my examination, I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
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Independent examiner's statement
I have completed my examination. I confirm that no material matters have come to my attention which gives me cause to believe that:
- Accounting records were not kept in accordance with section 386 of the Companies Act 2006; or
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•
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- The accounts do not accord with such records; or
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The accounts do not comply with relevant accounting requirements under section 396 of the Companies Act 2006 other than any requirement that the accounts give a ‘true and fair’ view which is not a matter considered as part of an independent examination; or
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The accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities (FRS102).
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
Justin Cowan, BA FCA
Albeck Limited Chartered Accountants 49 Mowbray Road Edgware HA8 8JL
Date: 05 March 2025
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Statement of financial activities
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of financial
activities
2024 2023
The statement
INCOME FROM Notes Unrestricted Funds Restricted Funds Total Funds Unrestricted Funds Restricted Funds Total Funds
of financial
activites includes
Donations & Legacies 5,745 5,745 7,860 7,860 all gains and
Charitable activities 2 losses recognised
Mentoring & Parent Engagement 22,750 293,228 315,978 19,400 186,965 206,365 in the year. All
Mental Health & Wellbeing at School 38,800 38,800 44,800 44,800 income and
Total income 28,495 332,028 360,523 27,260 231,765 259,025 expendiutre derive
from continuing
EXPENDITURE ON 3 activities.
Raising funds 7,193 10,560 17,753 12,508 2,580 15,088
Mentoring & Parent Engagement 258,630 258,630 192,610 192,610
Mental Health & Wellbeing at School 4,466 38,800 43,266 1,617 44,800 46,417
Total expenditure 11,659 307,990 319,649 14,125 239,990 254,115
Net income for the year 4 16,836 24,038 40,874 13,135 -8,225 4,910
Reconciliation of funds
Total funds brought forward 82,154 10,674 92,828 69,019 18,899 87,918
Total funds carried forward 10 98,990 34,712 133,702 82,154 10,674 92,828
50 51
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Balance Sheet as at 30 June 2024
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||||||
|---|---|---|---|---|
|Notes|2024|2024|2023|2023|
|FIXED ASSETS|
|Tangible Assets|7|13,622|18,222|
|OTHER ASSETS|
|Other Fixed Assets|8|15,546|15,546|
|CURRENT ASSETS|
|Debtors/Accrued Revenue|9|31,077|18,677|
|Cash at bank in hand|102,618|95,656|
|133,695|114,333|
|LIABILITIES|
|Creditors: amount falling due in one year|10|29,161|55,273|
|Net current assets/(liabilities)|104,534|59,060|
|Total Net Assets|133,702|92,828|
|FUNDS|
|Restricted income funds|11|34,712|10,674|
|Unrestricted income funds|98,990|82,154|
|Total Charity Funds|133,702|92,828|
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For the year ending 30 June 2024 the charity was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies.
Trustees' responsibilities:
-
The members have not required the charity to obtain an audit of its financial statements for the year in question in accordance with section 476;
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The trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of financial statements.
These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies' regime. These financial statements were approved by the board of trustees and authorised for issue on 5th March 2025 and are signed on behalf of the board by:
Mina Davidovits Trustee
5252
5353
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1. Accounting Policies
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STATUTORY INFORMATION
Sunbeams London Ltd a charitable company limited by guarantee.
BASIS OF PREPARATION
The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) - (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (September 2015) and the Companies Act 2006 and with the Charities Act 2011.
Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.
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PUBLIC BENEFIT ENTITY
The charitable company meets the definition of a public benefit entity under FRS 102.
GOING CONCERN
The trustees consider that there are no material uncertainties about the charity’s ability to continue as a going concern.
JUDGEMENT AND KEY SOURCES OF ESTIMATION UNCERTAINTY
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The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.
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INCOME
Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.
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Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.
Income received in advance of the provision of a specified service is deferred until the criteria for income recognition are met.
FUND ACCOUNTING
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. Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.
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EXPENDITURE
Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably.
Expenditure is classified under the following activity headings:
• Costs of raising funds relate to the costs incurred by the charity in inducing third parties to make voluntary contributions to it, as well as the cost of any activities with a fundraising purpose
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• Expenditure on charitable activities includes the costs of undertaken to further the purposes of the charity and their associated support costs
• Other expenditure represents those items not falling into any other heading
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ALLOCATION OF SUPPORT COSTS
Resources expended are allocated to the particular activity where the cost relates directly to that activity. However, the cost of overall direction and administration of each activity, comprising the salary and overhead costs of the central function, is apportioned on the following basis which are an estimate, based on staff time, of the amount attributable to each activity.
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Where information about the aims, objectives and projects of the charity is provided to potential beneficiaries, the costs associated with this publicity are allocated to charitable expenditure.
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• Mentoring & Parent Engagement 70%
• Mental Health & Wellbeing at School 20%
• Support costs 8%
• Fundraising costs 2%
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Support and governance costs are re-allocated to each of the activities on the following basis which is an estimate, based on staff, of the amount attributable to each activity.
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Mentoring & Parent Engagement 80%
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• Mental Health & Wellbeing at School 20%
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Governance costs are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities.
A detailed breakdown of support costs and their allocation to each activity is provided in note 3.
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TANGIBLE FIXED ASSETS
Tangible assets are initially recorded at cost, and subsequently stated at cost less and accumulated depreciation and impairment losses. Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:
Equipment 33% straight line
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.
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FINANCIAL INSTRUMENTS
With the exception of the listed investments described above only use here if have investments, otherwise delete start to sentence the charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.
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2. Income from
Charitable Activities
Unrestricted Funds Restricted Funds Total 2024 Total 2023
£ £ £ £
Mentoring & Parent Engagement
BBC CIN 28,651 28,651 36,855
British Humane Association 4,000
Comic Relief 10,803 10,803 4,640
Compass Wellbeing / NCEL CYPMHS 21,175 21,175 24,987
Delapage Ltd 19,000 19,000
Henry Smith CT 47,600 47,600
J E Joseph CT 3,500 3,500 3,500
Maurice Wohl Foundation 5,000 5,000
Peoples Health Trust 22,394 22,394 11,197
Postcode Society Trust 20,184
Schroder CT 4,000
Souter CT 2,000 2,000
The Berkeley Foundation 6,395 6,395 16,544
The Mayor of London - London Propel 91,084 91,084 26,895
The National Lottery Community Fund 30,208 30,208 19,613
Their World 10,500 10,500
The Pilgrim Trust 10,000
Other Smaller Grants 12,250 5,420 17,670 23,950
22,750 293,228 315,978 206,365
Mental Health & Wellbeing at School
Delapage Ltd 20,000
LB Hackney 38,800 38,800 24,800
38,800 38,800 44,800
Total income from charitable activities 22,750 332,028 354,778 251,165
5858
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5959
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3. Analysis of
Expenditure
Mentoring & Parent Mental Health &
Raising Funds Engagement Wellbeing at School Governance Support Costs 2024 2023
£ £ £ £ £ £ £
Direct Expenditure
Staff Costs 14,560 91,892 14,280 250 5,842 126,824 90,917
Premises Costs 765 35,698 6,623 3,062 46,148 35,479
Office Running Costs 234 8,206 2,344 938 11,722 18,431
Training & Development 7 22,636 15,413 28 38,084 32,244
Publicity 210 7,581 1,045 444 9,280 8,575
Accountancy Fees 1,080 1,080 1,080
Legal & Professional Fees 1,506 2,307 659 53 264 4,788 7,240
Weekly Mentoring Sessions 68,228 68,228 45,378
Volunteer Events & Gifts 6,785 6,785 5,796
Depreciation 470 5,569 470 201 6,709 8,975
Total Expenditure (by cost centre) 17,753 248,900 40,834 1,383 10,779 319,649 254,115
6060 6161
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3. Analysis of
Expenditure II
Mentoring & Parent Mental Health &
Raising Funds Engagement Wellbeing at School Governance Support Costs 2024 2023
£ £ £ £ £ £ £
Staff Costs 4,674 1,168
Premises Costs 2,449 612
Office Running Costs 750 188
Training & Development 22 6
Publicity 356 89
Legal & Professional Fees 211 53
Depreciation 161 40
Governance Costs 1,106 277 1,383
Total Support Costs 8,623 2,156 10,779
Total Resources Expended (including support costs) 17,753 258,630 43,266 319,649 254,115
6262 6363
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4. Net Income for 6. Staff Costs and The Year Emoluments
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Total staff costs were as follows: 2024 2023
Wages and salaries: 95,601 72,820
Sessional Staff 31,223 18,097
126,824 90,917
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This is stated after charging: 2024 2023 Depreciation 6,709 8,975 5. Independent Examination Fees
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No employee received more than £60,000 during the year (2023:Nil)
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The average number of employees during the year was 6 (2023:6)
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Fees payable to the independent examiner for: 2024 2023
Costs of external scrutiny 1,080 1,080
Provision of other financial services 990 941
Total 2,070 2,021
6464
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There was no remuneration paid to the trustees. The charity did not meet any individual expenses incurred by the trustees for services provided to the charity.
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6565
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7. Tangible Fixed 9. Debtors Assets
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2024 2023
Prepaid Expenses 7,277 7,277
Accrued Income 23,800 11,400
Total 31,077 18,677
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Cost Equipment Refurbishments Furniture & Fittings Total
At 1 July 2023 6,368 27,785 17,232 51,385
Additions 2,109 2,109
At 30 June 2024 8,477 27,785 17,232 53,494
Depreciation
At 1 July 2023 5,719 18,990 8,454 33,163
Charge for the year 910 2,902 2,897 6,709
At 30 June 2023 6,629 21,892 11,351 39,872
Net Book Value
At 30 June 2024 1,848 5,892 5,881 13,621
At 30 June 2023 649 8,795 8,778 18,222
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10. CreditorsAmount Falling Due Within One Year
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2024 2023
Trade Creditors 8,390 10,275
Other Creditors 20,770 44,998
Total 29,160 55,273
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8. Other Fixed Assets
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2024 2023 Security and Damages Deposit 15,546 15,546
6666
6767
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11. Analysis of 13. Company Limited Charitable Funds By Guarentee
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At 1 July 2023 Income Expenditure At 30 June 2024
Unrestricted Funds
General Funds 82,154 28,495 -11,659 98,990
Restricted Funds
Restricted Funds 10,674 332,028 -307,990 34,712
Total Funds 92,828 360,523 -319,649 133,702
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- Every member of the Charity has undertaken to pay such an amount as may be required not exceeding £1 towards the Charity’s assets if the Charity should be wound up.
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14. Related Party Transactions
12. Commitments Under Operating Leases
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No transactions with related parties were undertaken such as required to be disclosed under FRS102.
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• At 30 June, the charity was committed to total future
minimum lease payments under non-cancellable opearting
leases for each of the following periods:
2024 2023
Land & Buildings Land & Buildings
Not later than one year 28,080 28,080
Later than one year and not later than five years 28,080
Later than five years
Total 28,080 56,160
6868
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6969
Reference and Administrative Details M
Registered charity name Sunbeams London Ltd Charity registration number 1158753 Company registration number 08580129 Principal office and registered 97 Stamford Hill Office London N16 5DN The Trustees Mrs M Davidovits Mrs R Reich Mrs J Zwiebel Mrs C Moskovitz Accountants JDA Cowan, BA FCA Albeck Limited 49 Mowbray Road Edgware Middlesex HA8 8JL
7070
71
Sunbeams