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2021-12-31-accounts

YOUNG URBAN ARTS FOUNDATION 2021 TRUSTEE ANNUAL REPORT UbJG LJF•N rs FOUNJDATIO, . MA io*

CONTENTS

TITLE PAGE
Introduction – CEO 3
Trustee Foreword 4
Mission & Strategies 5
Our Funders and Partners 6
Beneficiary Outputs 8
Measuring Impact 9
Our Activities 10
Youth Advisory Board 23
Support & Recognition 27
Press & Media 29
Strategy 2022 and Impact of Covid-19 30
Appendix – Financial Statements 2021 32

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INTRODUCTION - CEO

Following a year of unprecedented change in 2020, I am extremely proud of how we not only adapted with agility but transformed the chaos into opportunities to remodel, launch and pilot new programs. With the pandemic still at the forefront for the first half of 2021, our objectives were to maintain safe engagement with young people via our online and face-to-face programs, and to increase engagement through one-to-one support services on our Pathways service.

As part of our long-term strategic objectives, to gain further support and partnerships with more brands who want to be involved in YUAF, we are proud to have been supported by creative industry partners delivering ground breaking impactful projects which have significantly changed the lives of many young creatives, edging us even closer to our vision of improving the wellbeing of young people by increasing access through opportunities into the creative industries.

2021 held a strong focus on evaluation and improvement of existing delivery models, with a focus on our Pathways service and YUAF Futures, which helped implement and shape stronger processes and develop even more partnerships adding value to both young people and organisational development.

The past two years have seen a significant growth in income, staff, programs, partnerships and youth engagement, which required the organisation to review and conduct an organisational change audit which was carried out in Q4 of 2021. As a result, throughout 2022, we will be consolidating and implementing a sustainable organisational change strategy enabling the organisation to scale over the coming two-years, including staff restructuring, developing a new board of trustees, and a new 5-year business plan.

In addition to our existing aims and objectives, we are excited to place a focus on youth voice and become more guided by young people, strategically developing deeper networks and partnerships in specific boroughs across London, enabling us to provide more opportunities and support whilst increasing the quality of engagement with young people.

YUAF has been 13 years in the making, year-on-year getting stronger, more sustainable, and more impactful. As always, none of it would be possible without my incredible team, our trustees, our funders, and our powerful partnerships; aligned to one mission to improve the lives of young people. Together, ensuring more young people are seen, heard and celebrated.

I will remain eternally grateful to you all.

Thank you.

Kerry O’Brien, Founder & CEO

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TRUSTEE FOREWORD

As we conclude another year of successes and achievements, we wish to extend thanks and gratitude to all involved in the ongoing journey of the Young Urban Arts Foundation.

Moving into the post pandemic world, the organisation has taken time to reflect on what is still a hugely challenging period for us all. The culmination of this reflection initiated one of the most challenging tasks YUAF has ever undertaken. A full internal review was commissioned with the aim of preparing the organisation for the future.

Embracing a focus on key values, we have been able to identify and develop one of the most robust and pioneering strategies, enabling us to deliver more impact and value for our beneficiaries and stakeholders. The review sets out a clear blue print for the delivery of our core program, whilst providing enhanced structure and stability to the entire team.

As we formulate this document, we are pleased to announce that our new Outreach Media bus is in the workshop being fitted out. The new bus will give us the opportunity to offer even more quality engagement whilst addressing issues of sustainability and environmental impact.

On a personal level, I am delighted to continue my tenure as a board member with the new and exciting challenge as Chair. Working with Kerry and the team provides an extremely rewarding experience. I hope that I can continue to emulate their energy, spirit, and commitment to providing young people a safe and nurturing environment for development.

The continued support of our funding partners and stakeholders is hugely appreciated; this support enables us to deliver our core vision of being able to create a world where every young person is seen, heard, and celebrated.

Sam Nankivell, Chairman of the Board

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OUR MISSION AND STRATEGIES

Young Urban Arts Foundation’s mission is to empower the lives of young people by strengthening well-being and providing access to opportunities that celebrate creativity, culture, and belonging, ensuring they are seen, heard & celebrated.

Throughout our 13 years, we have helped over 21,000 young people and are known for delivering both empowering and creative outreach workshops in hard-to-reach areas where young people are at high-risk of child exploitation, being a victim of crime or do not have access to opportunities.

YUAF’s programs are designed around prevention and built to drive creativity within our three pillars of engagement. Outreach programs include face-to-face work through community youth work and our multimedia bus workshops, which we take into communities to provide a safe and exciting space to inspire and build young people’s confidence. Amplified provides engagement through online creative workshops, masterclasses, and YUAF Perform s. Empowerment programs include Mind over Matter, delivered in schools, and Awesome Coaching. Across all three pillars we offer Pathways support which focuses on one-to-one guidance, offering young people a way to feel connected and express their feelings and emotions in artistic and creative ways. Working with partners, we provide young people with opportunities to gain further training or work experience, allowing them to build a long-term rapport and support system.

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OUR FUNDERS

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Ashley Family Citybridge Peabody Garfield
AXA XL
Foundation Trust Housing Weston
Shaftesbury
Portal Trust BBC Children John Lyons Young People’s Big Lottery
in Need Charity Trust
JP Jacobs Shanly
Charitable Foundation Burberry L&Q Foundation Sony Music UK
Trust
Charlton
The Allan
Athletic Paul Hamlyn
Buzzacott Mercers Charity Charitable
Community Foundation
Trust
Trust
Chesterhill Peabody Westfield East
The The National
Charitable Community Bank Creative
Fore Trust Lottery
Trust Fund Futures Fund
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OUR PARTNERS

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International Charlton London
Avenues The Harrow
Academy Triangle & Quadrant
Youth Club Club W10
Greenwich Homes Housing
Young Carers Community Young Ditto
London Youth
Lambeth at Tollers Greenwich Management
Pembury
Peabody Young Hackney Doctored Pirate Studios Community
Housing Sound Centre
Eltham Hill The Halley Sutton Young Young Harrow
School Carers Foundation
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BENEFICIARY OUTPUTS 2021

Our 2021 annual fundraising target was £376,667. We raised a total of £426,110. Despite the continued limitations imposed by COVID-19 restrictions, our adaptations in program delivery allowed us to engage with 1,073 young people through online courses, bus workshops and one-to-one support. We also created two new programs. YUAF Futures provides young people with greater access to opportunities and upskilling and Awesome Coaching offers a solution-based approach to wellbeing.

YUAF Programs Total Male Female Prefer not to say
Online Creative Workshops 664 156 500 8
Outreach Media Bus 181 110 71 0
Pathways 37 21 16 0
Mind Over Matter 51 0 51 0
Centre-Based Workshops 82 47 35 0
Masterclass 58 22 35 1
Total 1,073 356 708 9

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MEASURING IMPACT

We use quantitative measures to assess positive changes made by our participants. We recently invested in a new evaluation CRM, Upshot, enabling us to have all data safe, and on one platform. This includes surveys, registrations, attendance records, notes from 121’s with young people, images, quotes and feedback from young people. This has helped us to streamline this process and be paper-light; in line with our environmental objectives. It also strengthens our GDPR data by reducing the risk of handling physical forms containing personal data. Our qualitative data, in the form of feedback from our participants and other stakeholders, and case studies, ‘tells the story’ and illustrates the journeys of change that young people have undertaken.

Our comprehensive digital YUAF registration form enables us to collect much more baseline information than previously possible, including what obstacles each participant was currently facing and their hopes for their involvement in YUAF. It also provided us with rich demographic data which we analysed to identify gaps in service or in outreach. The registration information forms the initial basis of referrals into our Pathways Service using a RAG system.

Our courses are monitored with a feedback survey, collecting qualitative and quantitative data on beneficiaries’ experience, against our hoped-for outcomes. We also monitor the impact of the online courses via tutor observations, which provide indicators for progression against confidence, wellbeing, relationships, empowerment and any other funder-specific outcomes. Check-ins and Check-outs, where participants rate or describe their mood at the start and end of a session, provide immediate feedback on a young person’s wellbeing and the impact of each session.

Our Outreach programs are monitored using baseline surveys, informed by HACT’s social value calculator. Effective monitoring is also achieved through our commitment to youth-centred impact measurement in the form of a Journey Webgraph. This means that young people measure

themselves against their own goals and reflections, rather than any external criteria. These surveys take place 2-6 times per program, depending on program length, providing ongoing feedback on the impact of the project.

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OUR ACTIVITIES

Outreach Media Bus

The Outreach Media Bus is a single decker bus converted into a multi‐media studio containing 8 Apple Macs with the latest software and hardware, including vocal recording facilities. We take the bus to the hardest to reach areas across Greater London where there are high levels of deprivation, yet no services for young people to access. In our programs, we are not only keeping young people safe while they are having fun, we are also creating a space for them to learn new skills and most importantly, we are giving them an opportunity to process their feelings and emotions through creativity. For us, that means music production, positive lyrical writing, spoken word poetry, vocal recording and singing. During warm weather months, we also have art workshops outside of the bus. Our ability to build relationships with young people and give them a sense of community has proven to be a very powerful element of the Outreach Media Bus program.

Due to the ongoing impact from COVID-19, we undertook just 5 projects with the bus across four London boroughs: Greenwich, Hammersmith and Fulham, Croydon and Hackney. In the summer, our Level Up program took place in three locations, providing professional creative development as well as open community workshops. This was supported by Sony Music UK, whose artists (Joy Crookes, Fanatix, Lyco x Wxyne, Amun, V.I.C and Shadey) visited the project to offer advice and inspiration. The artist development program was a highlight of the year and its model will be further developed in 2022.

Across the five projects, with both drop-in community sessions and the Sony UK Level Up program, we engaged with 181 participants.

DROP IN SUMMER PROGRAM

100% 80% 100% 100% rated it rated the learned would 5/5 overall activities we something new come again offered 5/5

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LEVEL UP PROGRAM

78%

developed their marketing skills

92% 64% 92% said taking said they know said they part made more about developed them feel good black history their creative as a result production skills

78%

said they got to express their authentic voice during this course

92% 100% 100% enjoyed the said they learned felt inspired course something useful and ready about the industry to take their next steps

“I want to be involved in more youth projects and sing, make content and grow as an artist” - Participant, Level Up, Summer 2021

“I would like to be a performing artist. I think this course has helped me to understand what I stand for as an artist and it’s let me know that I don’t have to hide parts of my identity. It’s inspired me to make moves and put - some music out there!” Participant, Level Up, Summer 2021

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CENTRE-BASED PROGRAMS

In 2021, we continued to feel the impact Covid-19 had on the number of faceto-face programs we were able to deliver. As a result, we partnered with two community organisations to deliver centre-based projects.

Pembury Creatives

YUAF was funded by the Peabody Community Fund to deliver a two year project at the flagship Pembury Community Center in Hackney. The objetives of the project were: improving confidence, wellbeing, and community relationships, building creative skills, and developing youth leadership. YUAF aimed to establish a group of young people in Year 1 who would then lead the project into Year 2. We began delivery in April 2021, at the end of the third lockdown, when the centre re-opened after over a year of closure due to Covid. This closure had a significant impact on the local communities’ engagement with the centre and we tried various methods throughout the year to re-establish that engagement. This included: local outreach, flyering, social media advertising, taster sessions, weekly open workshops, summer drop-ins, and a half-term intensive project. Based on consultation with our partner at Pembury, Anselm, and with the young people themselves, we offered a variety of creative workshops such as music production, lyric writing, arts and drama.

Over the course of the project we engaged 42 young people in creative activities and achieved the following outcomes:

The team faced challenges in getting young people engaged which was necessary to develop a cohort of leaders for Year 2. This was due to the Covid hiatus, local gang related violence and resulting tensions, and lack of capacity within the partner organisation to support the outreach and marketing. As a result of our learnings, the next phase of the project will build on the foundations we established. We will have a greater focus on youth leadership and supporting local young people to develop, launch, and run their own creative community initiatives in Pembury Community Centre.

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Charlton Triangle T-Art

Over the summer, YUAF was invited to contribute to long standing partner Charlton Triangle Homes’ youth program with interactive outdoor workshops. Based on local young people’s feedback gained in previous programs by the partner, T-Art was the chosen workshop. Over three 3-hour workshops, led by an LIC and an artist facilitator, YUAF engaged 53 young peo ple (32 males and 21 females). It was a very successful project that engaged young people aged 5 - 16 years and saw 12 young people returning twice or more.

“I really enjoyed it, I feel like an artist!” - Participant

“All the young people took pride in their designs and left with a sense of achievement” - Darren Burke, youth worker

“Some of the returning young people showed confidence, getting involved. Everyone was able to get creative choosing their own designs and colours”, - Leyla Leonard, youth worker

“It was a very popular part of this years program with great feedback from the young people and their parents.”

- Annette Dalrymple, Service manager, Chartlon Triangle

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AMPLIFIED

Amplified was designed by and for young people as a youth-led, multi-media digital platform. Young people were involved in the pre-project consultation and expressed the need for a safe online space where they could actively determine content (including accessible mental health support), express opinions and perspectives, create a collaborative community with other young people, upload their own creative output, and access digital workshops and information.

Throughout each of our online programs with young people, including Thrive & Connect, Masterclasses and YUAF Performs, we delivered over 36 creative workshops and 156 online sessions were accessed by 390 of our beneficiaries.

Amplified: Thrive & Connect

Thrive & Connect online workshops, first developed during the early stages of COVID-19, continued through 2021, providing young people with access to in-person training in transferable multimedia career skills including music production, podcasting, rap, drama, poetry and songwriting.

We continued to use pre- and post- workshop surveys to gain feedback from participants about how we could better tailor the workshops to their needs and interests. For example, when we recognised we had fewer young men attending courses, we asked for feedback about what they would like to see in workshops and out of that, created a male-only rap workshop. Working with our facilitators to design the program, we also took care to ensure the platform was easily accessible to all young people (e.g. those with English as an additional language or neurodiversity).

Participants were reached via the YUAF database, our social media (Instagram and Facebook), youth services and community partners.

73%

of participants agreed the course reached its goal

92% of participants had an overall positive experience

96%

of participants gained increased skills

100%

88%

92%

of participants would recommend the workshops to a friend

of participants said they feel more connected to others

of participants said they felt better about themselves

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97%

91%

99%

of participants said they felt they could speak up and their voice would be heard

of participants said they gained increased confidence

of participants believed that they could accomplish their goals

‘To be honest, I was very shy since this was my first time. I loved how friendly the leaders are and I will keep going with my writing. It probably helped a lot with my motivation.’

- (Rap participant, April 2021)

‘I’m quite socially awkward but everyone was very welcoming and had a lot of energy.’ - (Rap participant, March 2021)

‘Some of the exercises have been really fun and I can do them in my own time. I also enjoyed meeting new people, it was nice to have conversations about our similar interests.’ - (Poetry participant, May 2021)

‘I always come into the session feeling tired and lethargic but leave feeling energised and inspired to do more.’ - (Poetry participant, May 2021)

‘The session has left a positive impact on me and helped with my writing block that I have been experiencing during lockdown. I feel satisfied like everything is in place and I have a good direction and path going forward.’ - (Rap participant, June 2021)

‘I have loved this course so much, everyone is equalised in a world of inequality. Thank you so much guys, this has been amazing.’

- (Drama participant, July 2021)

‘When I’m in the sessions I feel respected and seen, the experience has been deep and a blessing because we all get a chance to express ourselves and not be rushed or judged. My favourite part is the “quote of the day” activity.’ - (Poetry participant, September 2021)

‘Before I came to YUAF I could write a song that makes sense but now after doing the YUAF projects my confidence is up and I can write a song that makes sense now.’ - (Singing/Songwriting participant, June 2021)

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Online Masterclasses

We partnered with Ditto Music & Sony Music UK to deliver our Online Masterclass Series with reputable artists and behind-the-scenes industry professionals. In total, 46 young people, aged 13 - 19 years, participated in 6 Masterclasses that provided in-depth knowledge, invaluable insights, and pathways for the young creatives.

“It probably helped a lot with my motivation, I might become a writer for rappers at some point and this helps greatly” - Participant

“I learnt a lot. I made notes for days. A&R is about having an eye for talent but also a eye for metrics and data which I didn’t know before this session” - Participant

YUAF Performs

YUAF Performs’ second event took place on 8th December 2021, building on the success of last year’s showcase which provided a valuable opportunity for young people to show their talent. In 2021, YUAF were invited to partner with StopWatch to produce a recorded showcase which streamed as part of an online event. 8 young people performed original work and covers, in styles ranging from spoken word, rap and hip hop to R&B. The showcase also provided the opportunity to develop the presentation and professional skills of one of our ex beneficiaries, Atlanta, who hosted the event. The showcase was streamed twice, both as part of Stopwatch’s showcase in September, and on YUAF’s own YouTube channel in December.

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EMPOWERMENT

YUAF’s empowerment programs are school-based, delivered in partnership with school administrators and pastoral staff. Each program is designed to improve mental wellbeing and help young people become more resilient.

Mind Over Matter

Mind Over Matter, designed and owned by YUAF Facilitator, Peaches Cadogan, delivers dynamic, fun and engaging group activities to help young people strengthen their mental wellbeing and

make positive strides forward in their personal development. Each young person has the opportunity to share their thoughts with the group and gain a deeper understanding of the vulnerabilities in themselves and others. Goals are set and aspirations raised by creating shared visions, values and role models for young people to focus on, as well as challenging language abuse and exploring current affairs. Issues raised through group sessions form the basis for one‐ to‐one mentoring for targeted individuals, where a bespoke plan for support is developed in conjunction with parents, the school and external agencies.

In 2021, Mind Over Matter ran in two schools with a total of 51 female participants. In the Spring term we partnered with a new school, International Academy Greenwich. Two further programs in Summer and Autumn took place at ongoing partner school, Eltham Hill. Due to the Spring Covid lockdown, the first program took place partially over Zoom, with students at school and the tutors at home. As the Covid risk decreased, we were able to return to face-to-face delivery to a smaller group in Summer, and to normal delivery to a large group in Autumn. 2021 gave YUAF the opportunity to experience the resilience and adaptability of the program to changing conditions.

In the final program of the year at Eltham Hill, the delivery team experienced an incredibly high level of need among the students, with 24 out of 28 participants being referred into further support for mental health, risk and exploitation, substance abuse, and sexuality. In 2022, we will continue to use the Mind Over Matter program as an initial intervention and strengthen our referral system and network, with the hope to expand the support we can offer ourselves in future. Additionally, we aim to offer a similar program to young men, as they are often left behind when addressing emotional needs.

The group reported the following key take-aways:

Developing a support network and knowing where to find help

Improving confidence and self esteem

Raising aspirations and setting positive and attainable goals

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76%

[rated the tutors at 5/5]

“The tutors were open and respected us. They were able to help me understand I am not alone.” - P, 13

were already applying learnings from the course in their everyday lives

80%

“I learnt I have a voice and I should use it. I am now able to speak out to people without feeling like I’m being judged.” - D, 13

81% felt the course had met their needs and hopes

“Everything is possible.” - S, 13

80%

had more belief in themselves as a result of the course

“Becoming who I am meant to be.” - H, 13

Pathways

YUAF Pathways is now a key area of YUAF’s work empowering young people to take a lead on shaping their lives and realise opportunities that can further their own personal development and improve their wellbeing. First established in 2020, the unique program works with young people aged 14-19 in London.

Tailored to the specific needs of each young person, Pathways aims to provide progression and exit routes for them to explore education and training opportunities, creativity and creative careers, as well as access support for their physical and mental health. The program helps young people explore their needs and challenges to help them into opportunities within YUAF’s own projects as well as through external partners. These include brands and companies in the creative industries and other organisations in the different communities that YUAF works.

Key objectives include helping young people strengthen their mental well-being, develop confidence, build new skills, raise aspirations, increase self-worth, and build resilience and positive relationships to help them into opportunities. A RAG system (Red-Amber-Green) was designed to accommodate the different levels of need amongst the caseload, and tailoring intensity of support in response. This specific formula of support produced significant benefits for young people who were able to engage fully with the service.

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Pathways delivered at least 300 one-to-one calls/zooms or WhatsApp check-ins, to support YP with goal-setting, sharing opportunities and wellbeing resources, as well as celebrating ongoing achievements.

Of the young people who participated in Pathways:

68% 68% Improved wellbeing Increased confidence

86% Increased access to opportunities

As a result of Pathways support:

100% 88% Know what Have direction opportunities and next steps available 96% 75% Developed Feel positivity creative skills about the future 83% 86% Developed Feel part of a communication creative community and work skills

88% Feel confidence in themselves 83% Have increased levels

“Pathways would check-in regularly, and encouraged me to perform. I wouldn’t of done so otherwise.” - YP with huge confidence gain during Pathways support period, 2021

“Your words sat with me today and really helped me get through today.” - One-to-one chat, Bus, August 2021

Approximately 200 YP had access to the Pathways Business Whatsapp and 294 unique opportunities were shared via status. Opportunities were varied, ranging from YUAF’s Futures and Level Up programs, to BBC Tech mentoring, partner organisation training courses, workshops and Masterclasses, open mics, casting calls, festivals, the Halle’s Launchpad, music workshops, free tickets to concerts and industry academies (e.g. Sony Music’s A&R Academy etc).

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“I found that these opportunities and being able to get back into music has been the most useful for my mental health. It keeps me occupied and I enjoy making music.” - MMN case study feedback, 2021

“Confidence has improved because I’m around more people who have the same interests, and now I feel more certain that it will turn out alright. Other people who understand my creativity.”

- RR, exit chat with web graph, November 2021

“I wasn’t very educated on where to find out where opportunities were available - but Pathways has been eye-opening and helped me see what’s out there.” - S, exit chat with web graph, November 2021

[The Girl Rising opportunity] was the best thing to ever happen to me, and what’s now happening as a result of this, has definitely increased my happiness. Because of YUAF, I have been presented with opportunities I never thought existed.” - JA journey feedback, 2021

“Prepared me for the call by having someone mentor me and teach me how to network and ask important questions. That was really helpful because it meant I got the most out of the call. Daniella helped me set up a zoom account, and gmail account so I could be more professional.” - YP, exit chat, 2021

Awesome Coaching

We piloted a new wellbeing program, You Are Awesome, with an aim to provide more focused one-to-one mentoring to particularly vulnerable young people. Each participant selected is matched with an Awesome Coach who mentors them over 6 structured sessions that respond to their specific needs. Within each session the mentors ensure a confidential safe space is maintained for the young people to feel comfortable about expressing themselves. The mentors encourage participants to open up about difficulties, take a lead on what they want from the sessions, and have agency over their experience in the program. Including both hands-on creative activity and discussion, the solution-based learning program will focus on the participant’s current strengths rather than looking at their past.

In our pilot year, we saw positive outcomes from young people who participated in the program. Of the young people who received Awesome Coaching.

accessed further opportunities 72% gained confidence 80% experienced improved wellbeing 75%

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“[I] learnt to be confident; the Plan B task was helpful because we came up with a solution to not get embarrassed on stage which I am eager to try.” - Participant

“I am very proud of myself for completing this.” - Participant

“Awesome Coaching was really great, it helped with a lot of stuff and helped build my confidence up.” - RK

“She’s more confident in doing things, she’s not so negative anymore and expresses more positivity towards things.” - RK’s mother

YUAF Futures

YUAF Futures was specifically created for young people aged 16-19 years from communities challenged by inequality (Global Majority, LGBTQI, disabled youth) to provide them with opportunities to progress into desirable workplaces/employment and/or help them gain a qualification, skill, or training that leads to improved possibilities and increases diversity and inclusion in workplaces. This program enables young people to explore their chosen career choices, and through the experience and training, they discover more about the reality of those fields, which enables them to make more informed choices about their future based on experiential learning.

We identify suitable participants through our outreach engagement programs, in schools and community/youth centres and our online workshops. Through the registration and assessment processes we are able to identify those ready for upskilling and employability opportunities. Their first point of contact is with our Pathways Coordination team who engage with young people and then refer them into YUAF Futures, support them through their application process, and ensure they are ready for the program and set up for success.

Most recently, an effective evaluation framework was designed and developed by an external evaluator. Young people are also consulted throughout their time in Futures, starting on the enrollment day, to make sure they are all working as a team during their journey from peer support to celebration. On the first day, young people complete an assessment and set goals, expectations, and working agreements to ensure we meet their needs, enabling us to fulfil them. These assessments are also conducted mid-way and on completion.

Participants in the program are challenged by inequality in the following ways:

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76%
GLOBAL
MAJORITY
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6% SEN

4% LGBTQ

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Of the young people who participated in YUAF Futures:

were put into work experience placements 88% Got into paid employment through the 30% Futures program Gained new opportunities in creative and 100% professional skills training

Gained new opportunities in creative and professional skills training

“YUAF Futures’ is a special program that is full of amazing young individuals. I’ve been fortunate enough to meet a lot of these young men and women and I honestly can say I’m blown away by all of their commitment and willingness to learn.” - Matt Dodds, Ditto Management

“It has been a pleasure working with YUAF and Laurie on their Future’s program. We have loved seeing their cohort of young people develop as artists in our studios via the program, and they have been a joy to host in the space as they always bring good vibes!” - Ellie, The Halley

“Inspiring to meet such an enthusiastic and motivated group of young people.” - Lou, Hospital Records

“I think YUAF futures is literally one of the best things I have ever signed up to, the team is amazing and supportive which kinda makes you want to work hard for them also.” - IG, Participant

“YUAF Futures is like bootcamp, but in a really good way! It’s boosted my confidence so much, without YUAF Futures, I don’t know what I’d be doing right now.” - DP, Participant

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YOUTH ADVISORY BOARD

Broader Youth Voice in 2021

In 2021, YUAF continued to respond to young people’s feedback in the design and implementation of both existing and new programs.

This was accomplished through:

Pre-project consultations

Sessional and post-project debriefs

The impact on YUAF programs included:

YUAF’s Newsletter has 822 subscribers who are aged between 13 - 21.

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EMPLOYMENT OPPORTUNITIES

In 2021, YUAF offered paid opportunities to three ex-beneficiaries, developing their skills towards further employment in the youth and creative industries. Two were employed as project assistants on our Pembury Creatives project at Pembury Community Centre, Hackney, between May and December 2021. An additional young person was in a similar role supporting our Summer 2021 Level Up in August.

Each young person received on-the-job mentorship from the Leaders in Charge and facilitators and took part in the full project process including pre- and post- project briefing. Beginning to end participation allowed them to fully incorporate their voices into our program development and evaluation, and it offered a well-rounded learning experience for them.

The role supporting Pembury Creatives was offered in line with the project’s primary aim: to develop the culture of youth leadership in the area by delivering opportunities to learn leadership and transferable and creative skills to local young people. One of the two assistants showed considerable development in her leadership skills, knowledge of the sector, and ability to connect with young people which puts her in fantastic stead for future work. She has since applied and secured an internship as a youth projects’ worker at Pembury Community Centre. As a result, she will be supporting the second stage of our project in 2022 in this new capacity. Similarly, the project assistant on Level Up demonstrated excellent enthusiasm, initiative, and youth work skills. The facilitation team noted the importance of having a young person on the delivery team for future projects, ensuring youth relevance and contributing to the equality and diversity of voices across YUAF.

“‘A’” led the session today, and the young people left the session feeling energised and motivated.” - Staff debrief notes, Pembury Creatives

Unfortunately, one Pembury Creatives young assistant dropped out mid-way through their project due to competing priorities. Future initiatives will incorporate a more rigorous application process to ensure these opportunities go to those most able and best placed to make full use of the experience. In 2022, we will incorporate a more comprehensive supervision around the sessions in order to solidify the learning taking place and highlight areas where more support is needed. For 2022 a more robust youth engagement model will help to make this more achievable.

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CASE STUDY - MMN

MMN is a London-based 18-year-old black male. He discovered YUAF’s Instagram and joined Open Mic Nights on Friday evenings. In the OMN sign-up, he expressed he was keen to explore new opportunities and wanted mental health support. A Pathways Coordinator conducted a mini-assessment and using the RAG system, flagged him as Amber (needing support, not high-risk).

MMN expressed a desire to learn more about YUAF opportunities to help further his music career and shared his mental health was quite low. He added he was feeling overwhelmed, Covid prevented access to opportunities, and he needed someone to talk to about ideas for progression.

These were addressed by encouraging MMN to share his music during OMN. The positive feedback from peers began to improve his confidence. He was also signposted to additional support services better able to assist him in understanding and exploring what he was currently going through and how to manage more.

Pathways encouraged MMN to participate in Amplified: Thrive & Connect workshops to further develop his skills. He attended singing/songwriting, lyric writing, rap and production online workshops. These provided an artistic outlet, helping him explore his creativity and hone his craft in new ways, adding to his skills and confidence.

As a result of his growth in online courses, Pathways presented him with an opportunity to participate in Ditto Masterclasses (YUAF partner- Music Management). Receiving advice and support from industry professionals changed his mindset, showing him what was possible with clear, practical advice on how to progress with his career.

25

8

His Pathways Coordinator suggested applying for YUAF Futures (YUAF’s work experience program aimed at YP from socially discriminated backgrounds), supporting him during the application process. In Futures, he received music production lessons and gained free studio access. As a result, he was able to work on his releases, further helping raise his aspirations and progress forward in his career. MMN is now a YUAF Ambassador.

MMN said:

The online courses and Pathways support has been great because I’ve been offered a wide range of opportunities and it’s been tailored to support my interests. I also appreciate that I get freedom to choose what’s right for me.

I wouldn’t have found out about Ditto if it wasn’t for YUAF and the Masterclass gave the most useful information I have received in my whole year of doing music. It made me realise my mindset needed to change and it let me know what I needed to do to improve. It’s helped me understand how best to communicate my needs and the interactions I have; I’ve been able to deal with negative situations more maturely.

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9

BRAND SUPPORT AND RECOGNITION

As part of Amplified : Thrive & Connect online series, YUAF received support from Ditto Management by hosting online masterclasses in Q1. Hosts were secured included; Big Zuu & Capo Lee and the management team Matt Dodds; Head of Ditto Management & Aidan Glennon; Ditto Manager.

These masterclasses provided an extra level to the Open Mic Nights held on @yuafofficial IG Live hosted by Angel MC. Not only could aspiring artists \ perform, but they got the chance to ask questions to the Ditto team and gain knowledge, insight and contacts.

Moving forward into Q2 & Q3, Amplified Thrive & Connect encouraged the YUAF audience to grow skills within Drama, Poetry, Singing/ Songwriting and Rap. With the partnership of Sony Music UK, artists such as ShayBo and Awa guest hosted on Rap & Singing workshops as well as Sony HR, A&R and Synch teams hosting panel sessions to educate on roles & skills needed to get jobs within those fields.

YUAF Summer program; Level Up was supported by whynow Radio and funded by Sony Social Justice Fund. The partnership with agency BellaTheBrave encouraged a YUAF first of marketing of the program with a OOH Bus & Kiosk campaign running for 3-4 weeks in Hackey, White City & Lewisham including whynow radio secured 3 billboards within these areas for YUAF to promote the Summer program.

whynow Radio continued their support of YUAF’s work in these communities by creating a 4 part radio series hosted by Big Zuu and included guests; Ellie Prohan (presenter), Kerry O’Brien (CEO) & Shorcher (rapper).

Sony Publishing Music UK provided co-hosts to attend the Bus Summer program including artists; The Fanatix, Joy Crookes, Amun, Lyco x Wxyne & V.I.C giving attendees insight and inspiration on their artist development journey.

The partnership with Sony Music Justice Fund opened up a fundraising opportunity with the festival; Strawberries & Creem. The S&C festival created football jerseys for purchase where part of the sales were donated to YUAF.

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9

In September, YUAF ran a Synth workshop in conjunction with Resident Advisor and Chicago based youth audio arts foundation; Afrorack. This workshop opened up the creativity of young producers and what is possible in making music.

Universal Production Music funded the YUAF: Fresh From London EP in October. The program offered 10 music producers to learn about making a living from Synch and selecting 6 tracks to feature on the EP to earn royalties within the world of Synch. YUAF ambassador; Koder partnered by mentoring and nurturing each music producer in the music making process, at his Undeniable studios as well as creating a 3 part documentary on the process.

As a result 4 young artists had their music selected and placed in Songs of Praise, Home of the Olympics - Hall of Fame Tokyo 2020 - Eurosport, Noon News - China - VIU TV, Plateau sport, Guild Sport and Saints Row the Third for now.

Community youth partners who supported and promoted the Fresh from WLondon program included; Midi Music, Tileyard Impact, UK Youth, The Avenues, Youth Music & Girls of Grime.

Pirate Studios enrolled YUAF onto their Social Justice initiative. Offering YUAF music producers & DJ’s free studio space from November 2021.

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PRESS & MEDIA

December 2021 - DJ Mag Best of British Awards 2021

DJ Mag Innovation & Excellence winner;

CLICK HERE

November 2021 - YUCK magazine

Big Zuu feature (YUAF charity & whynow radio series) CLICK HERE

September 2021 - Resident Advisor & Afrorack

Synth workshop at the Halley, Haggerston

CLICK HERE

CLICK HERE

August 2021 - DJ Mag

YUAF : Fresh from London EP campaign

CLICK HERE

August 2021 - Strawberries & Creem Pro:Direct Tee fundraiser

S&C Jersey fundraiser

CLICK HERE

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STRATEGY 2022

Following a challenging two-year period through the pandemic having adapted by introducing new programs and employing new staff, a year of review, consolidation and restructuring in order for the charity to build capacity, sustainably is a key priority for the charity.

Key objectives for Q1 & Q2:

Create a new 3-5 year business plan, review and refresh on mission, vision and values, objectives short-medium and long-term.

Key objectives for Q3 & Q4:

Implement business plan to include:

Partnership Development

We recognised that community partnerships are key to both supporting the young people we serve, developing partnership projects to compliment, fill gaps, and add more value to the engagement of young people to progress further. With the many changes in the sector due to financial constraints and the pandemic, we revisited our existing partnerships, some of which were no longer in the same position, due to resources and capacity to be able to be viable partners for our model. We started developing new key community partnerships, who are already integrated into the local boroughs where we work. Our aim for 2022 is to focus more on strategically supporting and working with the ‘hub’ organisations within boroughs.

Corporate Engagement

YUAF Futures and Pathways enabled us to be more visible to more companies who want to offer services, time, and resources to developing young people and as a result, opened further opportunities for the charity to explore more partnerships. Leading into 2022, we envision this to continue to grow and we will evaluate our current corporate engagement strategy to give companies the opportunity to contribute more via employee engagement, work opportunities for young people, and enable us to build relationships for potential income generation.

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Marketing & Youth Outreach

Developing brand awareness to a 13–22-year-old audience will be accomplished by:

Running monthly paid campaigns to encourage sign-ups to workshops

Outreach Media Bus Replacement

The Outreach Media Bus is over 15 years-old and with the new legislation approaching for ULEZ, it is crucial for the 2022- 2025 plan to identify a replacement solution and generate the necessary funding within this timeframe. In addition, it is necessary to have a vehicle which is more environmentally friendly and more inclusive for young people with a lack of mobility access. We aim to raise £180,000 of funding for capital expenditure to acquire, convert, and build a double decker bus to complete by December 2022. Funding applications to Arts Council, Clothworkers and other capital grant givers were submitted in 2021 and awaiting responses for Q1 and Q2 of 2022.

Annual Fundraising Target

In order to achieve our plan for 2021, we will require funding of £601,667, the majority of the increase is due to fundraising for the new Outreach Media Bus.

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12

FINANCIAL STATEMENT 2021

The trustees, who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the unaudited financial statements of the charity for the year ended 31 December 2021.

REFERENCE AND ADMINISTRATIVE DETAILS

Company No. 06658860

Charity No. 1159604

Registered Office

Railway Arch 420 Burdett Road London E3 4AA

Directors and Trustees

The Directors of the charitable company are its Trustees for the purposes of charity law.

The following Directors and Trustees served during the year:

G. Boore (Resigned 31 December 2021) L. Emanuel (Appointed 2 June 2021) A.K. Gill (Resigned 2 June 2021) L. Howells A.M. McLaren (Resigned 2 June 2021) S.P. Nankivell R. Sharma R. Sheppard (Resigned 1 September 2021)

Accountants 1 Accounts Online Ltd 70 High St Haverhill Suffolk CB9 8AR

OBJECTIVES AND ACTIVITIES

The Young Urban Arts Foundation Limited (the “Charity”) is a company limited by guarantee, incorporated on 29 July 2008 and registered as a charity on 12 December 2014. It has the objects and powers of the charitable company and is governed under its articles of association.

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12

Trustees Annual Report

The directors of the company (the “Board”) are also charity trustees for the purposes of charity law. Prospective Board members are nominated by the Board and elected by members of the organisation at the Annual General Meeting. All members of the Board give their time voluntarily and receive no benefits from the Charity.

The Board meets five times a year under the supervision of its Chair, and is responsible for the strategic direction of the Charity and sound corporate management. The Board ensures compliance with relevant legislation and regulation, as well as the continuing financial health of the organisation. The Chief Executive is responsible for the day to day management of the Charity. However, the Board holds the Chief Executive to account for the efficient and effective running of the organisation.

Achievements & Performance

The Charity generated incoming resources for the year ending 31st December 2021 of £426,110 (2020: £429,943). This growth enabled the Charity to expand its team of support professionals and the services it

provides, notably its Pathways Service. Income is derived from a mixture of sources including youth service contracts, grants, trusts and donations.

£274,197 was spent on charitable activities during 2021, the majority of which went towards staff salaries, which enabled the Charity to continue delivering programs to some of the hardest to reach young people.The Charity had a surplus of £61,662 (2020: £70,645) during the year.

Overall the Charity closed the year with funds carried forward of £236,923 (2020: £175,261), of which £126,434 is unrestricted and the remaining £110,489 restricted.

The Charity’s underlying resilience, agility and ability to engage hard to reach beneficiaries during the year has enabled it to maintain a robust funding position, expand the range of services it provides and continue to increase the impact it has on young people.

Financial Review

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements

comply with the Companies Act 2006. The Trustees are also responsible for safeguarding the assets of the charity and hence taking reasonable steps for the prevention and detection of fraud and other irregularities.

The above report has been prepared in accordance with the provisions applicable to companies subject to the small companies regime as set out in Part 15 of the Companies Act 2006 and in accordance with the Charities SORP (FRS 102).

Signed on behalf of the board

S.P. Nankivell - Trustee 12 September 2022

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12

Independent Examiner’s Report to the trustees of THE YOUNG URBAN ARTS FOUNDATION LIMITED

I report to the charity trustees on my examination of the financial statements of THE YOUNG URBAN ARTS FOUNDATION LIMITED for the year ended 31 December 2021 which comprise the Statement of Financial Activities, the Summary Income and Expenditure Account, the Balance Sheet, the Statement of Cash Flows and the related notes.

Responsibilities and basis of report

As the trustees of the charity (and also its directors for the purposes of company law) you are responsible for the preparation of the financial statements in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).

Having satisfied myself that the financial statements of the charity are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity’s financial statements as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’).

In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

Independent examiner’s statement

As the charity’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of Association of Accounting Technicians.

I have completed my examination. I can confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that:

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached.

Paul Donno

Association of Accounting Technicians 1 Accounts Online Ltd

70 High St, Haverhill, Suffolk CB9 8AR 12 September 2022

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12

Statement of Financial Activities for the year ended 31 December 2021

Unrestricted Restricted
funds funds Total funds Total funds
2021 2021 2021 2020
Notes £ £ £ £
Income and endowments
from:
Donations and legacies 4 45,066 321,702 366,768 374,184
Charitable activities 5 18,715 30,000 48,715 35,160
Investments 6 306 - 306 8
Other 7 10,321 - 10,321 20,591
74,408 351,702 426,110 429,943
Total
Expenditure on:
Raising funds 8 15,168 15,168 10,317
Charitable activities 9 55,214 218,983 274,197 296,728
Other 10 18.995 56,088 75,083 52,253
89,376 275,072 364,448 359,298
Total
Net gains on investments
Net income 11 (14,968) 76,630 61,662 70,645
Transfers between funds
Net income before other
gains/(losses) (14,968) 76,630 61,662 70,645
Other gains and losses
Net movement in funds (14,968) 76,630 61,662 70,645
Reconciliation of funds:
Total funds brought forward 141,402 33,859 175,261 104,616
Total funds carried forward 126,434 110,489 236,923 175,261

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12

Summary Income and Expenditure Account for the year ended 31 December 2021

Income
Intrest and investment income
Gross income for the year
Expenditure
Depreciation and charges for
impairment of ficed assets
Total expensiture for the year
Net income before tax for the year
Net income for the year		 2021
£
45,066
8
429,4
355,717
729
2,852
359,298
70,645
70,645		 2019
£
281,051
-
281,051
233,476
-
1,114
234,590
46,461
46,461

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12

Balanced Sheet

for the year ended 31 December 2021

Balanced Sheet
for the year ended 31 December 2021
Company No. 06658860
Fixed assets
Tangible assets
Currents assets
Debtors
Cash at bank and in hand
Creditors: Amount falling due within one year
Net current assets
Tootal assets less current liabilities
Creditors: Amounts falling due after
more than one year
Net assets exclusing pension assets or liability
Total net assets
The funds of the charity:
Restricted funds
Restricted income funds
Unrestructed funds
General funds
Reserves
Total funds
13
14
15
16
17
17
17		 2021
£
2,973
2,973
15,970
271,027
286,997
(10,182)
276,815
279,788
(42,865)
236,923
236,923
110,489
110,489
126,434
126,434
236,923		 2020
£
4,172
4,172
16,069
212,948
229,017
(15,027)
213,990
218,162
(42,901)
175,261
175,261
33,859
33,859
141,402
141,402
175,261

These accounts have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies. For the year ended 31 December 2021 the company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies. The members have not required the company to obtain an audit in accordance with section 476 of the Companies Act 2006.

The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of accounts.

Approved by the board on 12 September 2022

And signed on its behalf by:

S.P. Nankivell - Trustee 12 September 2022

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Statement of Cash flows for the year ended 31 December 2021

Cash flows from operating activities
Net income per Statement of Financial Activities
Adjustments for:
Depreciation of property, plant and equipment
Dividends, interest and rents from investments
Other gains/losses
Decrease in trade and other receivables
Increase/(Decrease) in trade and other payables
Net cash provided by operating activities
Cash flows from investing activities
Payments for property, plant and equipment
Dividends, interest and rents from investments
Net cash from investing activities
Cash flows from financing activities
Repayment of borrowings
Net cash (used in)/from financing activities
Net increase in cash and cash equivalents
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
Components of cash and cash equivalents
Cash and bank balances		 2021
£
61,662
2,517
(10,627)
-
99
43
53,694
(1,318)
10,627
9,309
(4,924)
(4,924)
58,079
212,948
271,027
271,027
271,027		 2020
£
70,645
2,852
(20,599)
-
5,024
(2,078)
55,844
(5,213)
20,599
15,386
45,000
45,000
116,230
96,719
212,949
212,949
212,949

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Notes to the Accounts for the year ended 31 December 2021

1. Accounting policies

Basis of preparation

The financial statements have been prepared in accordance with Accounting and Reporting by Charities:

Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Change in basis of accounting or to previous accounts.

There has been no change to the accounting policies (valuation rules and method of accounting) since last year and no changes have been made to accounts for previous years.

Fund accounting

Unrestricted funds These are available for use at the discretion of the
trustees in furtherance of thegeneral objects of the charity.
Designated funds These are unrestricted funds earmarked by the
trustees for particular purposes.
Revaluation funds These are unrestricted funds which include a
revaluation reserve representing the restatement of
investment assets at their market values.
Restricted funds These are available for use subject to restrictions
imposed by the donor or through terms of an appeal.
Income Income is included in the Statement of Financial
Recognition of Activities (SoFA) when the charitybecomes entitled to, and
income virtually certain to receive, the income and the amount of the
income can be measured with sufficient reliability.
Income with related Where income has related expenditure the income and related
expenditure expenditure is reported gross in the SoFA.
Donations and Voluntary income received by way of grants, donations and
legacies gifts is included in the the SoFA when receivable and only
when the Charity has unconditional
entitlement to the income.
Tax reclaims on Income from tax reclaims is included in the SoFA at the same
donations and gifts time as the gift/donation to which it relates.
Donated services These are only included in income (with an
and facilities equivalent amount in expenditure) where the benefit to the
Charity is reasonably quantifiable, measurable and material.
Volunteer help The value of any volunteer help received is not included in the
accounts
Investment income This is included in the accounts when receivable.
Gains/(losses) on This includes any gain or loss resulting from revaluing
revaluation of fixed investments to market valueat the end of the year.
assets
Gains/(losses) on This includes any gain or loss on the sale of
investment assets investments.

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12

Notes to the Accounts

1. Accounting policies

Expenditure Recognition of expenditure

Expenditure on raising funds

Expenditure on charitable activities

Expenditure is recognised on an accruals basis. Expenditure includes any VAT which cannot be fully recovered, and is reported as part of the expenditure to which it relates.

These comprise the costs associated with attracting voluntary income, fundraising trading costs and investment management costs.

These comprise the costs incurred by the Charity in the delivery of its activities and services in the furtherance of its objects, including the making of grants and governance costs.

Grants payable All grant expenditure is accounted for on an actual paid basis plus an accrual for grants that have been approved by the trustees at the end of the year but not yet paid.

Governance costs

These include those costs associated with meeting the constitutional and statutory requirements of the Charity, including any audit/independent examination fees, costs linked to the strategic management of the Charity, together with a share of other administration costs.

Other expenditure These are support costs not allocated to a particular activity.

Taxation

The charity is exempt from corporation tax on its charitable activities.

Tangible fixed assets and depreciation

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

Office Equipment 33% Straight line

Motor vehicles 10% Straight line

Freehold investment property

Investment properties are measured initially at cost and subsequently at fair value at each balance sheet date and are not depreciated. All gains or losses are taken to the Statement of Financial Activities as they arise.

Stocks

Stock is included at the lower of cost or net realisable value. Donated items of stock are recognised at fair value which is the amount the charity would have been willing to pay for the items on the open market.

Trade and other debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

Cash and cash equivalents

Cash and cash equivalents comprise cash at bank and on hand, demand deposits with banks and other short-term highly liquid investments with original maturities of three months or less and bank overdrafts. In the statement of financial position, bank overdrafts are shown within borrowings or current liabilities. In the Statement of Cash Flows, cash and cash equivalents are shown net of bank overdrafts that are repayable on demand and form an integral part of the company’s cash management.

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Notes to the Accounts

Trade and other creditors

Short term creditors are measured at the transaction price. Other creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

Research and development

Expenditure on research and development is written off in the year in which it is incurred.

Foreign currencies

Monetary assets and liabilities denominated in currencies other than the functional currency of the charity are translated at the rates of exchange prevailing at the end of the reporting period. Transactions in currencies other than the functional currency of the charity are recorded at the rate of exchange on the date that the transaction occurred. All exchange differences are are taken into account in arriving at net income/expenditure.

Leased assets

Where the charity enters into a lease which entails taking substantially all the risks and rewards of ownership of an asset, the lease is treated as a finance lease. Leases which do not transfer substantially all the risks and rewards of ownership to charity are classified as operating leases.

Assets held under finance leases are initially recognised as assets of the charity at their fair value at the inception of the lease or, if lower, at the present value of the minimum lease payments. The corresponding liability to the lessor is included in the balance sheet date as a finance lease obligation.

Lease payments are apportioned between finance expenses and reduction of the lease obligation so as to achieve a constant rate of interest on the remaining balance of the liability. Finance expenses are recognised immediately, unless they are directly attributable to qualifying assets, in which case they are capitalised in accordance with the charity’s policy on borrowing costs.

Assets held under finance leases are depreciated in the same way as owned assets.

Operating lease payments are recognised as an expense on a straight-line basis over the lease term. In the event that lease incentives are received to enter into operating leases, such incentives are recognised as a liability. The aggregate benefit of incentives is recognised as a reduction of rental expense on a straight-line basis.

Pension costs

The charity operates a defined contribution plan for its employees. A defined contribution plan is a pension plan under which the company pays fixed contributions into a separate entity. Once the contributions have been paid the company has no further payments obligations. The contributions are recognised as expenses when they fall due. Amounts not paid are shown in accruals in the balance sheet. The assets of the plan are held separately from the company in independently administered funds.

Receipt of donated goods, facilities and services

All donated goods, facilities and services received are recognised within incoming resources and expenditure at an estimate of the value to the charity.

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12

Notes to the Accounts

2. Company status

The company is a private company limited by guarantee and consequently does not have share capital.

Income and endowments from:
Donations and legacies
Charitable activities
Investments
Other
Total
Expenditure on:
Raising funds
Charitable activities
Other
Total
Net income
Net income before other
gains/(losses)
Other gains and losses
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward
4. Income from donations
and legacies
Gifts and Donations
Grants
Unrestricted
funds
2020
£
Restricted
funds
2020
£
133,052
35,160
8
20,591
188,811
241,132
-
-
-
241,132
10,317
66,018
14,277
90,612
98,199
98,199
-
230,710
37,976
268,686
(27,554)
(27,554)
98,199
(27,554)
43,203
61,413
141,402
33,859
Unrestricted
£
Restricted
£
Total
2020
£
3. Statement of Financial Activities
- prior year
28,977
16,089
-
321,702
28,977
337,791
45,066
321,702
366,768		 Total
funds
2020
£
374,184
35,160
8
20,591
429,943
10,317
296,728
52,253
359,298
70,645
70,645
70,645
104,616
175,261
Total
2019
£
43,574
330,610
374,184

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Notes to the Accounts

Unrestricted
£
Restricted
£
5 Income from charitable
activities
Charitable activities carried out
6 Income from investments
Interest income
7 Other income
Rental Income
Coronavirus Job Retention
Grant
Corporate Partnerships
income
8 Expenditure on raising funds
Fundraising trading costs
8 Expenditure on raising funds
Expenditure on charitable
activities
Charitable activities carried out
Governance costs
Unrestricted
£
306
306
18,715
30,000
18,715
30,000
Unrestricted
£
9,800
10,321
-
521
Unrestricted
£
15,168
15,168
Unrestricted
£
Restricted
£
6,915
2,951
55,214
218,983
48,299
216,032		 Total
2021
£
Total
2020
£
Total
2021
£
Total
2020
£
306
306
8
8
48,715
48,715
35,160
35,160
Total
2021
£
Total
2020
£
9,800
10,321
18,000
20,591
-
521
1,862
729
Total
2021
£
Total
2020
£
15,168
15,168
10,317
10,317
Total
2021
£
Total
2020
£
9,866
274,197
16,865
296,728
264,331
279,863

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Notes to the Accounts

10. Other expenditure

Unrestricted
£
Restricted
£
Charitable activities carried out
Bank loan and overdraft
intrest payable
Employee costs
Amortisation, depreciation,
impairment, profit/loss on
disposal of fixed assets
11. Net income before transfers
This is stated after charging:
Depreciation of owned fixed assets
12. Staf costs
Social security costs
Pension costs
No employee received emoluments in
excess of £60,000.
13. Tangible fxed assets
2021
£
2,157
9,669
2021
7,847
1,822
14,829
1,244
404
2,517
18,995
46,824
-
9,265
-
56,088		 Total
2021
£
Total
2020
£
2020
£
2,852
11,476
2020
9,950
1,526
61,653
1,244
9,669
2,517
75,083
37,196
729
11,476
2,852
52,253
Cost or revaluation
At 1 January 2021
Additions
At 31 December 2021
Depreciation and
impairment
At 1 January 2021
Depreciation charge for the
year
At 31 December 2021
Net book values
At 31 December 2021
At 31 December 2020
Office
Equipment
£
Motor
vehicles
£
5,555
1,318
6,873
1,966
1,934
3,900
2,973
3,589
10,000
-
10,000
9,417
583
10,000
-
583		 Total
£
15,555
1,318
16,873
11,383
2,517
13,900
2,973
4,172

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Notes to the Accounts

14. Debtors

14. Debtors
2021 2020
£ £
Trade debtors 6,800 4,150
Other debtors 9,170 11,919
15,970 16,069
15. Creditors:
amounts falling due within one year
2021 2020
£ £
Bank loans and overdrafts 5,211 7,099
Other loans - 3,000
Trade creditors 807 3,116
Other taxes and social security 3,823 -
Other creditors 341 389
Accruals - 1,423
10,182 15,027
16. Creditors:
amounts falling due after more than one year
2021 2020
£ £
Bank loans and overdrafts 42,865 42,901
42,865 42,901
17. Movement in funds
Incoming
resources
At 1 January (including Resources At 31
2021 other
gains/losses		 expended December
2021
)
£ £ £
Restricted funds:
Restricted income funds: 33,859 351,702 (275,072) 110,489
Total 33,859 351,702 (275,072) 110,489
Unrestricted funds:
General funds 141,402 74,408 (89,376) 126,434
Total funds 175,261 426,110 (364,448) 236,923

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12

Notes to the Accounts

18. Analysis of net assets between funds

Unrestricted Restricted Total
funds funds
£ £ £
Fixed assets 2,973 - 2,973
Net current assets 286,190 (9,375) 276,815
Creditors due in more than one year and
provisions (42,865) - (42,865)
18,995 56,088 236,923
19. Reconciliation of net debt At 31
At 1 January December
2021 Cash flows 2021
£ £ £
Cash and cash equivalents 212,948 58,079 271,027
212,948 58,079 271,027
Borrowings (3,000) 3,000
Bank loans (50,000) 1,924 (48,076)
(53,000) 4,924 (48,076)
Net debt 159,948 63,003 222,951

20. Commitments

Operating lease commitments

Annual commitments under non-cancellable operating leases are as follows:

Operating leases with expiry date:
Pension commitments
The pension cost charge to the company
amounted to:
Unpaid contributions due to the fund are
included in other creditors and amounted to:
2021
Land and
buildings
£		 2021
Other
£
2020
Land and
buildings
£
2021
£
1,822
341		 2020
Other
£
2020
£
1,526
389

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12

Notes to the Accounts

21. Related party disclosures

Controlling party

During the year ended 31 July 2013, the Charity was provided with a loan by Thomas Plimmer to finance the purchase of a multi-media bus. The loan was interest free with no fixed terms of repayment and it has been repaid in full within the year ended 31 December 2022. During the year, the charity received bookkeeping and accountancy services from Back Office Support Solutions Ltd. An individual from another accounting firm who was not involved with providing these services has carried out the independent examination.

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12

Detailed Statement of Financial Activities for the year ended 31 December 2021

Unrestricted Restricted
funds funds Total funds Total funds
2021 2021 2021 2020
Notes £ £ £ £
Income and endowments
from:
Donations and legacies
Gifts and Donations 28,977 - 28,977 43,574
Grants 16,089 321,702 337,791 330,610
45,066 321,702 366,768 374,184
Charitable activities
Charitable activities carried out 18,715 30,000 48,715 35,160
18,715 30,000 48,715 35,160
Investments
Interest income 18,715 30,000 48,715 35,160
18,715 30,000 48,715 35,160
Other
Rental Income - - - 1,862
Coronavirus Job Retention Grant 521 - 521 729
9,800 - 9,800 18,000
10,321 - 10,321 20,591
Total income and endowments 74,408 351,702 426,110 429,943
Expenditure on:
Costs of other trading activities
15,168 - 15,168 10,317
15,168 - 15,168 10,317
Total of expenditure on raising 15,168 - 15,168 10,317
funds
Charitable activities
Charitable activities carried out 48,299 216,032 264,331 279,86
48,299 216,032 264,331 279,863
Governance costs
6,915 2,951 9,866 16,865
6,915 2,951 9,866 16,865
Total of expenditure on charitable
activities 55,214 218,983 274,197 296,728
Other expenditure
Support Costs 14,829 46,824 61,653 37,196
Bank loan and overdraft interest
payable		 1,244 - 1,244 729
16,073 46,824 62,897 37,925
Employee costs
Employer’s NIC 141,402 33,859 175,261 104,616

48

12

Detailed Statement of Financial Activities for the year ended 31 December 2021

Pension costs
General administrative costs,
including depreciation and
amortisation
Depreciation of Office Equipment
Depreciation of Motor vehicles
Depreciation of
Total of expenditure of other costs
Total expenditure
Net gains on investments
Net Income
Net income before other
gains/(losses)
Other Gains
Net movement in funds
Reconciliation of funds:
Total funds carried forward		 404
404
-
-
2,517
2,517
(14,968)
18,995
89,376
-
(14,968)
-
(14,968)
141,402
(14,968)		 1,418
9,265
-
-
-
-
76,630
56,088
275,072
-
76,630
-
76,630
33,859
76,630		 1,822
9,669
-
-
2,517
2,517
61,662
75,083
364,448
-
61,662
-
61,662
175,261
61,662		 1,526
11,476
1,000
-
1,852
2,852
52,253
359,298
-
70,645
70,645
-
70,645
104,616
70,645

49