2022-08-31-accounts

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RIGHT TO SUCCEED ANNUAL REPORT & ACCOUNTS 2021/22

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Contents
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Our role in place-based change programmes 6
How we’re closing the disadvantage gap 8
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Our impact in 2021/22 11
Thank you to our supporters 12
Where we worked in 2021/22 1�
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Progress towards our 3-year strategy 2021-2024 34
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2 Right to Succeed �� 3
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OBJECTIVES AND ACTIVITIES

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We call this way of working “place-based change”. ��

We do this because we believe every child �� they live. We bring together residents, professionals and decision-makers to co-design a programme that is bespoke to the needs of the local community.

Together with local residents, professionals and leaders, we:

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4 Right to Succeed
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It’s important to fully understand the community, and then build trust and consensus upon �� way forward.

The approach to change should be underpinned by

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We believe placebased change should be researchinformed, locally led and sustainably designed.

We apply a

�� method to work towards the shared measures of success, and

�� approach.

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Place-based change

For place-based change to be sustainable, the community and young people need

�� partnerships across the public, private and community sectors.

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�� them.

We work with local �� partners to secure long-term

partners to secure We support local long-term people to achieve commitments, the change they develop need and establish �� governance �� structures that capacity locally. increase community �� decision making.

Right to Succeed

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�� a decade, even before the COVID-19 pandemic had ��

�� can support children and young people to succeed. All our programmes include a strong focus on �� open to children and young people remain limited.

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Risk of being excluded
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school achieve English and maths GCSEs.
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Low literacy

Literacy is a core skill that underpins pupils’ successful progression through school, and �� the curriculum.

�� person's mental health.

Our research has found a high �� from school.

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Limited access to Risk of becoming
opportunity NEET
Young people from disadvantaged ��
�� not in
to be NEET or underemployed than their peers. ��
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individual life chances that endures, imposing a ��
high cost on them, society and our economy. of those who go on to be long-term NEET.
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Young people from disadvantaged �� to be NEET or underemployed than their peers.

�� individual life chances that endures, imposing a high cost on them, society and our economy. ��

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Using robust assessments to understand the needs of children and young people
Developing young people's agency through one-on-one work with engagement coaches
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�� improve the quality of literacy teaching across the curriculum for all children
Improving town-wide structures to encourage ��

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Improving access to and engagement with services
�� whole-school approaches
�� decision-making
�� children to learn and thrive
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Right to Succeed

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ACHIEVEMENTS AND PERFORMANCE

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Right to Succeed
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Systems Community around Children and ��
and structures the child young people ��
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90 2,784 20,812 ��
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We work �� Children and — ��
�� We engage parents, young people ��
partners to carers or ��
improve the �� inclusive schools, ��
systems and �� improved literacy ��
structures that training or and support to ��
impact children and community of ��
young people. �� prospects when ��
�� they leave school. ��
support children
and young people. .
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Allan and Gill Gray Philanthropy, Allen and Overy, �� Charitable Trust, The Linbury Trust, Montpelier �� Community Fund, Treebeard Trust and Youth ��

Blackpool Opportunity Area, Blackpool Council, Belfast City Council, Great Yarmouth Borough Council, Halton Borough Council, Knowsley Borough Council, Lancashire County Council, Liverpool City Region Combined Authority, Manchester City Council, Norfolk County Council and Wirral Council.

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Baker McKenzie, Credit Suisse, Darkhorse Design and Jayne Moore Media

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— Cradle to Career Programme ��
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Right to Succeed

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Year of delivery Year 4 Funders Blackpool Opportunity Area, �� Charitable Trust Schools 9 including the pupil referral unit Partner 1 - GL Assessment ��

6,202

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12 month

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27%

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77

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Right to Succeed

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Literacy and Evidence Leads appointed within a �� Needs Coordinator, work with Right to Succeed to �� evidence, deliver in a carefully monitored way and ��

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We worked with schools and the pupil referral unit ��

— �� — Accelerated Reader — Literary Canon — Bedrock Learning

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�� of assessments and decision trees to match ��

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�� secondary schools to develop their disciplinary literacy. Disciplinary literacy refers to the reading, ��

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-27%

-14%

-57%

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“The Literacy Project has focused on the �� between high rates of exclusion and low literacy rates within schools. By crossreferencing data [from reading and pupil �� our pastoral teams, we have been able to �� school and ensure pupils feel included and recognised within the school environment, which has been a game changer.”

Early research conducted by the programme found low literacy was correlated with high risk of ��

�� secondary schools dropped at a greater rate than ��

The focus on literacy has been part of a town-wide approach to inclusion and improving children’s �� direct causal link between improved literacy and �� Blackpool believe it is fundamental to the approach.

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“The Literacy Project had a vital role in reducing exclusions. During a September behaviour review, students were listed �� their classes (no longer at risk of exclusion) - every child on the list had �� said that this was the direct cause, the work of the literacy project is undoubtedly a factor."

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Since 2018/2019, the percentage of pupils �� in 2021/2022[1] .

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“Thank you for all the support over the past 3 years. I truly believe the KS3 �� programme I have been involved in, and over the many years of being in �� priority for us and will remain so." ��

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6/7

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100%

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“We have been able to communicate more �� This in turn has led to us being able to improve and develop a range of strategies ��

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�� reading programmes; a shared 'decision tree' for screening low-ability readers; a 'disciplinary literacy' audit for schools to assess how well they ��

�� embedding whole-school approaches to Key Stage 3 literacy.

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�� out across the town.

�� Informing the development of Blackpool’s 10�� programme.

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1 Source: Key stage 4 performance, KS4 local authority data

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Year of delivery	Year 3
Funders	Blackpool Opportunity Area,
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	Charitable Trust
Schools	8
Partner	8
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361

�� streams:

— Developing agency: Engagement Coaches working directly with young people; and

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— Improving structures: a town-wide approach to ��

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79%

3,727

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The Risk of NEET Indicator assessment allows �� becoming NEET when they leave school. We now �� aged 14-18 across Blackpool and it is being used to see which indicators most correlate with young people becoming NEET at post-16. In turn, this ��

91%

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65%

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�� up from 60% last year.

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�� develop a shared measurement framework to measure the progress of their 10-year Employment and Skills strategy. This will include tracking NEET across the town and using the Risk of NEET ��

91% of the Pathways cohort from mainstream �� selected because they were most at risk of NEET so ��

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Right to Succeed

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“Pathways for All provides vital support to young people who �� at risk of becoming NEET, the engagement coaches can work ��

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Year of delivery	Year 3
Funders Schools Partner ��	Shine, Four Acre Trust and Manchester CityCouncil 16primaryand secondary 23

40%

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45%

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Every Child aimed to:

�� inclusion
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Achieve long-term sustainable change through whole-school approaches

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Over the three years of the programme, we delivered training that supported robust whole��

60

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500+

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Investment in CPD and training has enabled �� respond to and manage the needs of all their learners, based on evidence- informed approaches.

“Professional development that builds �� best bet at ensuring that teachers are equipped to deliver the best outcomes for young people.”

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-25%

The schools have combined the reading ability and �� datasets held within school.

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“Through the use of the PASS data and �� feedback from teachers we are able to ��

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+6.5

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This programme ended in 2021/22 but the learning from it has informed Manchester City Council’s city-wide Inclusion Strategy moving forward.

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Family & Services: Improve the engagement and support of the most vulnerable families, and give �� and happy. Services completely re-designed in partnership with the local community, driving ��

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Community: The community owning the ��

Year of delivery Year 2

Funders �� SHINE Wirral Council Schools 8 Partner �� contracted delivery partners

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Cradle to Career has facilitated a number of ��

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65%

�� ending journey of learning and �� what’s working, seeking advice and then ��

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1.8x

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83%

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�� amongst children around literacy and reading for pleasure."

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�� areas:

�� Schools becoming world class in �� learners.

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Right to Succeed
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The Community Support Team is improving support for vulnerable families.

£110,000

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Children are being moved to lower levels of social care support at a rate 1.8 greater than across the whole borough of Wirral.

�� ��	�� Career	��
Social care step-down rate	43 per 10,000	24 per 10,000

�� across the local area, meaning that more families and professionals are aware of what is available and how to access support.

It means team members can get to know local families and provide the right support at the right time.

“I think C2C is the start of the changes for Wirral. I think they recognise that we need hubs in areas and for me, one of the key factors is that we’re accessible for families.”

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�� local provision

£110,000

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�� young people in North Birkenhead

17

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195

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The Community Seed Fund has helped to kick-start ��

£23,000

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Cradle to Career is focused on strengthening and �� Career is having within the community.

We will:

�� �� in Year 2
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�� �� between partners
�� �� and individuals

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Right to Succeed

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“Children that were struggling volunteered or were asked to read out loud in their History lesson yesterday and �� which has clearly done wonders for their ��

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“Some of my students struggled with �� so proud of how far they have come in the last few months – you can really ��

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28 Right to Succeed
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REACH was a three-year learning programme plus �� strategies and disseminate learning to wider audiences. It aimed to:

Deepen understanding of the needs of those ��
�� to address these needs
�� with a range of stakeholders

Year of delivery Funders Schools Partner ��	Year 4 - LegacyYear �� CommunityFund 29 13

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�� to support some of the most vulnerable pupils in the REACH cohort.

The pilot included funding a trauma-informed �� Blackpool REACH schools, and School Centred �� fast-tracking the roll-out of trauma-informed ��

Workstreams 1, 2 and 3 of the pilot were delivered during the REACH legacy year and workstreams 4 �� ongoing work and long-term sustainability of REACH in Blackpool.

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Training:�� look like in each school, what they are doing already and what can be improved.
Working group: Parents, young people and �� change.
School policy review: �� school improvement plans based on the traumainformed training they have received.

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In Doncaster’s REACH legacy year we worked to �� techniques via Paul Carlisle’s ‘Enable’ programme.

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In the legacy year, we worked closely with school �� impact video.

Key stakeholders from Holy Family Primary School travelled to our learning event in Rochdale to �� programme.

The overall aims of the REACH programme’s fourth, legacy, year were to:

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We have produced three videos during the legacy year to demonstrate the achievements of REACH ��

The videos have been published and shared with �� their schools.

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In September 2022, we started a year-long �� to improve inclusion across the borough, working with Rochdale Council and all local secondary ��

Attendees from Rochdale have been inspired to start an inclusion programme since learning about the impact REACH and other work has had within Blackpool.

“Seeing the impact of the literacy and inclusion progress in Blackpool has been the compelling evidence base to move forward with the inclusion programme in Rochdale, where there is real purpose and a �� outcomes for children and young people.”

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During the legacy year, we hosted two learning events to share learning from REACH.

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The biggest challenges facing the PRU and ��
How primary and secondary schools worked together to tackle these challenges
�� whole-school approaches
Blackpool’s future plans on inclusion
How lessons learned in Blackpool can be applied to other places facing similar challenges

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Right to Succeed

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"Through REACH, we’ve developed much stronger partnerships with other schools on the programme and also other schools in the town. We were able to look at �� and this learning has enabled us to widen ��

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We hosted a range of sessions delivered by key stakeholders involved in REACH including headteachers from Blackpool and Belfast and Jane Leigh who is leading on embedding trauma��

The aims of the event were to:

Draw together key learning around inclusion across the work of REACH over the last three years.

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�� audiences

This programme ended in 2021/22 but the ��

�� involved in our work
Ask those who’d been involved in REACH to deliver keynote speeches to bring to life the ��

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�� �� �� ��	�� �� ��
�� Schools are more inclusive, and able to meet the needs of all pupils including those �� �� developed and there are �� children and young people. Families have easier access �� mental health support they need. Schools will provide consistent support at key �� years to primary and �� Reduce NEET levels and �� from becoming NEET. �� developed and there are �� children and young people. Families have easier access �� mental health support they need. Reduce youth violence and crime among children and young people by focusing �� including: — �� employment and training — Literacy — Inclusion — Family support — �� �� �� community, ahead of commencing delivery.
�� �� March 2023	March 2023 March 2023

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Schools are more inclusive,
and able to meet the needs
of all pupils including those
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developed and there are
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children and young people.
Families have easier access
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mental health support they
need.
Schools will provide
consistent support at key
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years to primary and
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Reduce NEET levels and
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from becoming NEET.
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developed and there are
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children and young people.
Families have easier access
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mental health support they
need.
Reduce youth violence and
crime among children and
young people by focusing
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including:
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employment and training
— Literacy
— Inclusion
— Family support
— ��
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community, ahead of
commencing delivery.

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March 2023

March 2023
March 2023

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We have supported Blackpool to turn its �� order to improve children and young people’s outcomes across the town.

�� numbers had doubled during COVID, addressing the huge issues that care leavers face and tackling the problems caused by poor mental health.

�� stakeholders to consider what the challenges �� and young people. For the three themes of Literacy, Employment and Skills and Inclusion, �� developed. A shared measurement framework was established to enable progress to be measured across the whole strategy.

Throughout this process our team worked carefully to ensure that youth voice was heard and Blackpool's Youth Advisors played an important role in helping to shape and develop these plans.

Right to Succeed

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As we scale, we must ensure that we maintain quality in everything we do: in our delivery to �� our internal processes and structures, and in how �� work towards our long-term vision.

To achieve our vision and mission, in 2021 we set �� period.

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�� : We have blueprinted our approach �� increased youth and community voice within our work and developed a more robust approach to �� individual, community and system level.

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�� There is now high quality, documented guidance across all of our �� we work in.

�� The uncertain funding environment �� partners has been harder to implement.

�� The scope of our work has increased, �� issues that need to be addressed during this post-pandemic phase. The increased level of �� with an uncertain funding landscape has meant internal resources have been stretched to ensure ��

Right to Succeed

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�� : We established our EDI working group and delivered digital accessibility training to ��

�� Kickstarter scheme ongoing contracts with us at the end of their placements.

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We implemented a new HR system that will enable us to ensure the improvements we are making in performance management, development and recruitment can be managed consistently across ��

�� We had challenges in fully resourcing all our programmes at the start of the year, partly due to late funding decisions and partly due to challenges in recruitment. We therefore have ��

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�� :Alongside maintaining a level of free reserves within our target range, we established a full cost recovery approach to �� direct and indirect cost of delivering our programmes.

We started recruitment of two Young Trustees to ��

�� established and we have increased the number of Designated Safeguarding Leads within the ��

�� �� achieving what we set out to do in this area of our strategy in the past 12 months.

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�� : We have produced a suite of �� departmental work streams to improve how we measure and communicate our impact.

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We are trialling a new way of organising our �� approach with a focus on local, regional and �� a further two new fundraising streams, and the resource required to implement them.

�� Our main challenge is to meet the increasing demand for place-based programmes to ��

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Ensuring historic programmes map to our new Impact Measurement Framework.
Establishing processes to make sure regular ��
�� demonstrate the impact we have and the value �� programme delivery methods, and form a solid basis for training others in our delivery methods.

�� and report on our programme data and will be working with a partner to design, implement and ��

As we grow, we have some important work to ensure our people remain engaged and feel connected to the decisions we make.

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— KS3 Literacy

— Pathways for All

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— Cradle to Career Programme

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Right to Succeed

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STRUCTURE, GOVERNANCE AND MANAGEMENT

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Ms Debi Bailey
Mrs Alita Benson
Ms Sarah Dembitz	20 January 2022
Ms Julia Grant
Ms Catherine Hodges
Ms Suzanne McCarthy
��		20 September 2021
Mr John Rowlands		��
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Mr Michael Wells

�� and Bates Wells LLP. Trustees are regularly ��

Each trustee aims to visit the work in schools or �� once a year.

On becoming a trustee, each trustee goes through �� documents detailing our work and future plans.

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The trustees consider that they comprise the key management personnel of the charity along with ��

Graeme Duncan �� Beth Matheson �� Catherine Murray Chief Development �� Paul O’Neill Chief Programmes ��

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The trustees are responsible for preparing the trustees’ report and account in accordance with ��

�� Wales requires the trustees to prepare accounts �� year.

Right to Succeed

In preparing these accounts, the trustees are required to:

�� apply them consistently;
Observe the methods and principles in �� Standard applicable to the United Kingdom and ��
�� reasonable and prudent;
State whether applicable United Kingdom ��
Prepare the accounts on the going concern basis unless it is inappropriate to presume that the ��

The trustees are responsible for keeping proper �� charity and enable them to ensure that the �� safeguarding the assets of the charity and hence ��

The trustees are responsible for the maintenance ��

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�� measures in place and establish policies, systems and procedures to minimise or manage any �� materialise. The principal risks and their main ��

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As our programmes grow in number and size we need to maintain the quality of what we deliver and build a sustainable future. We have a robust �� ensure we understand and can manage the risks around funds, capability, capacity and stakeholders. We are codifying our approach to programme delivery to ensure that we will achieve consistent quality, and to ensure learnings are built into �� community could look like as part of our 3-year strategy.

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�� number of variables. We need to be able to demonstrate our impact to secure funding and to �� data driven Impact Measurement Framework and �� programmes and working with funders to ensure ��

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�� years is challenging. Our methodology includes �� ensure programmes are scoped properly, roles and �� registers are reviewed regularly.

Our team, whilst growing, is small and does not �� Historically, we have not been able to recruit for �� engagement, and learning and development to ��

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�� would prevent RTS from delivering its strategy. We aim to secure full funding in advance for each phase of our programmes and obtain co�� ensure local commitment. We regularly engage with commissioners and funders. The Finance and �� funding pipeline status and this is reported to the Board. Trustees are prepared to allocate a reasonable amount of unrestricted reserves when �� programmes or funded phases.

�� recession will have on both our own costs and the impact that this could have on our funders and their funding to us. We will be monitoring short term spend and modelling where increased prices �� months and building these into our funding ��

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�� programmes; a failure by one or more partners �� Partnership agreements are in place for all key �� coordinates across all programme partnerships.

�� but consider currently less likely to arise given the ��

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�� concern

�� presence of regular monitoring of both Programme �� around the risks.

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The charity’s fundraising is largely focused on �� made any fundraising appeals to the general public to date. The charity is registered with the Fundraising Regulator and undertakes regular reviews of the Regulator’s Code of Fundraising �� in fundraising. The charity received no complaints from donors or members of the public about its ��

Right to Succeed

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Ms Debi Bailey
Mrs Alita Benson
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Mrs Julia Grant
Ms Catherine Hodges
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Mr Michael Wells
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Colony

�� Manchester M1 3BR

�� 1160886

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�� 130 Wood Street London EC2V 6DL

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CAF Bank �� West Malling Kent

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Baker McKenzie LLP 100 New Bridge Street London

EC4V 6JA

Bates Wells LLP

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London

EC4R 1BE

Objects

�� young people; and providing support to individuals �� people.

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LEGAL AND ADMINISTRATIVE INFORMATION

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FINANCIAL REVIEW

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A summary of the year’s results can be found on ��

�� income.

The amount of voluntary income raised for the �� towards place based change.

�� raised was unrestricted and was spent on �� well as on design and planning of the programmes for future periods, fundraising and our core costs ��

Although Covid-19 has not put a stop to our programme delivery, it has slowed down some of �� to a number of our programmes has been carried �� development has also been carried forward.

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The charity maintains an unrestricted reserve from �� line with the approved annual plan and budget.As at 31 August 2022 the charity had free reserves of ��

The current reserves policy requires the charity to �� target range that is calculated on the basis of 3 - 6 �� derail the charity’s plans and any other commitments made. The range is currently �� 2022/23 approved budget and plan. The current level of free reserves falls within this range which trustees are comfortable with. While the �� outlook remains uncertain, the target free reserves �� as we take on new programmes.

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Chair of Trustees Approved by the trustees on 26 January 2023

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Income and expenditure	Notes	Unrestricted funds £	Restricted funds £	2022 Total funds £	Unrestricted funds £	Restricted funds £	2021 Total funds £
Income from: Donations Charitable activities Other income	1	818,620 31,088 1,577	1,031,566 565,156 33,580	1,850,186 596,244 35,157	774,939 — 1,231	1,807,951 49,121 —	2,582,890 49,121 1,231
Total income		851,285	1,630,302	2,481,587	776,170	1,857,072	2,633,242
Expenditure on: Raising funds Charitable activities	2	304,625 422,897	- 1,860,596	304,625 2,283,493	215,544 343,052	— 1,443,805	215,544 1,786,857
Total expenditure		727,522	1,860,596	2,588,118	558,596	1,443,805	2,002,401
Net income/(expenditure) for the year		123,763	(230,294)	(106,531)	217,574	413,267	630,841
Net movement in funds Reconciliation of funds Fund balances brought forward at 1 September 2021		123,763 1,253,310	(230,294) 688,881	(106,531) 1,942,191	217,574 1,035,736	413,267 275,614	630,841
							1,311,350
Fund balances carried forward at 31 August 2022							1,942,191
		1,377,073	458,587	1,835,660	1,253,310	688,881

All of the charity’s activities derived from continuing operations during the above financial periods.

The charity has no recognised gains and losses other than those shown above.

FINANCIAL STATEMENTS

Right to Succeed

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��year ended 31 August 2022

	Notes	2022 £	2022 £	2021 £	2021 £

Fixed assets	7		998		5,356


Current assets
Cash at bank		1,957,357		2,197,152
Debtors	8	245,267		56,093
		2,202,624		2,253,245

Creditors:amounts falling due within one year	9	(367,962)		(266,410)

Net current assets			1,834,662		1,986,835
Total assets less current liabilities			1,835,660		1,992,191

Creditors: amounts falling due after more than oneyear	10		-		(50,000)
Total net assets			1,835,660		1,942,191

The funds of the charity
Funds and reserves
Unrestricted funds			1,377,073		1,253,310
Restricted funds	11		458,587		688,881
Total funds			1,835,660		1,942,191

��year ended 31 August 2022

gust 2022
	Notes	2022 £	2021 £

Cash flows from operating activities:
Net cash(used in)/provided byoperatingactivities	A	(239,795)	276,443

Change in cash and cash equivalents in theyear		(239,795)	276,443

Cash and cash equivalents at 1 September 2021	B	2,197,152	1,920,709

Cash and cash equivalents at 31 August 2022	B	1,957,357	2,197,152

Notes to the statement of cash flows for the year to 31 August 2022.

A Reconciliation of net movement in funds to net cash provided by operating activities

	2022 £	2021 £

Net movement in funds(asper the statement of financial activities)	(106,531)	630,841
Adjustments for:
Depreciation charge	4,358	4,086
Increase in debtors	(189,174)	(11,484)
Increase/(decrease)in creditors	51,552	(347,000)
Net cash(used in)/provided by operating activities	(239,795)	276,443

B Analysis of cash and cash equivalents

��

Analysis of cash and cash equivalents
	2022 £	2021 £

Cash at bank and in hand	1,957,357	2,197,152
Total cash and cash equivalents	1,957,357	2,197,152

No separate statement of changes in net debt has been prepared as there is no difference between the movements in cash and cash equivalents and movement in net cash (debt).

Chair of Trustees Approved by the trustees on 26 January 2023

Right to Succeed

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�� statements are laid out below.

The trustees have assessed whether the use of the �� have made this assessment in respect to a period of one year from the date of approval of these ��

��

�� prepared for the year ended 31 August 2022.

The trustees of the charity have concluded that �� concern. The trustees are of the opinion that the �� statements are detailed above. With regard to the �� carrying value of the assets held by the charity is ��

��

�� statements in accordance with the Financial �� Standard applicable in the UK and Republic of ��

��

�� and are rounded to the nearest pound.

��

Income is recognised in the period in which the �� of income can be measured reliably and it is probable that the income will be received.

��

�� received, the amount is accrued for where the receipt is considered probable. In the event that a �� to the funds, the income is deferred and not �� within the control of the charity and it is probable ��

��

This includes income charged to deliver our charitable services. This consists of income from Blackpool Opportunity Area for delivery of Pathways for All in Blackpool.

��

Services donated include provision of legal advice and specialist consultancy. This is recognised as income in the period in which the advice or service was provided based on the value to the charity, which for the most part is the comparable market value. An equivalent amount is recognised in the ��

��

��
��
��
Support costs relate to the costs of governance, ��
��
��
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54 Right to Succeed

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04 ��

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�� less any provision for non-recoverability. They have been discounted to the present value of the future �� Prepayments are valued at the amount prepaid.

��

Cash at bank and in hand represents such accounts and instruments that are available on demand or have a maturity of less than three months from the ��

��

Creditors and provisions are recognised when there �� result of a past event, it is probable that a transfer �� reliably. Creditors and provisions are recognised at �� present value of the future cash payment where ��

��

�� on the balance sheet and depreciated on a straight ��

Class of asset UEL IT equipment 3 years

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Right to Succeed CIO has one wholly owned �� dormant.

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�� year end. The charity has no liability beyond making ��

��year ended 31 August 2022

1 Donations

Donations
	Unrestricted funds £	Restricted funds £	2022 £

Donations	235,639	-	235,639
Grants	559,732	1,031,566	1,591,298
Donated services	23,249	-	23,249
2022 Total funds	818,620	1,031,566	1,850,186

	Unrestricted funds £	Restricted funds £	2021 £

Donations	10,639	—	10,639
Grants	736,452	1,807,951	2,544,403
Donated services	27,848	—	27,848
021 Totalfunds	774,939	1,807,951	2,582,890

Donated services in 2022 comprise legal advice provided by Baker McKenzie and Communications advice from Jayne Moore (2021: legal advice by Baker McKenzie and Communications advice from Dark Horse and Jayne Moore PR).

2 Expenditure on charitable activities

Expenditure on charitable activities
Programmes: - KS3 Literacy - PreventingExclusions(Reach) - Youth Employment(Pathways) - Cradle to Career - EveryChild Manchester - Halton & KnowsleyDiscovery - Norfolk Discovery - Blackpool Discovery Advocacyand Communicatingour work Place Matters CapacityBuildng/ Data Projects Total	Activities undertaken directly £	Support costs £	2022 £


	105,923	14,363	120,286
	79,000	3,990	82,990
	220,118	14,363	234,481
	737,729	76,604	814,333
	119,934	23,141	143,075
	220,308	51,868	272,176
	129,600	27,929	157,529
	97,725	19,151	116,876
	92,064	23,939	116,003
	48,484	-	48,484
	145,342	31,918	177,260
	1,996,227	287,266	2,283,493

56 Right to Succeed

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��year ended 31 August 2022

2 �� haritable activities (continued)

��haritable activities(continued)
	Activities undertaken directly £	Support costs £	2021 £

Programmes:
- KS3 Literacy	121,067	13,740	134,807
- Preventing Exclusions(Reach)	406,869	71,614	478,483
- Youth Employment(Pathways)	72,693	12,545	85,238
- Cradle to Career	509,609	83,623	593,232
- Every Child Manchester	164,165	32,211	196,376
- Halton & Knowsley Discovery	10,320	4,969	15,289
Advocacy and Communicating our work	134,211	30,249	164,460
Data Projects	111,296	7,676	118,972
Total	1,530,230	256,627	1,786,857

4 Governance costs

	2022 £	2021 £

Audit fee	10,050	8,906
Legal fees	21,708	22,660
Trustee meetings and travel	2,223	-
Other Professional Fees	-	17,165
Insurance	4,282	5,478
Staff costs	38,188	24,666
	76,451	78,875

Pro Bono Legal fees in Governance Costs in 2022 were £21,708 and 2021 were £22,660.

5 Employee and key management remuneration

3 Support costs

Support costs
	Raising funds £	Programmes £	£ Advocacy and communica ting our work	Capacity Building Projects £	2022 £

IT and communications	8,328	27,443	2,839	3,785	42,395
Financial administration	15,965	52,610	5,442	7,257	81,274
Governance(note 4)	15,017	49,489	5,120	6,825	76,451
Other	30,911	101,867	10,538	14,051	157,367
	70,221	231,409	23,939	31,918	357,487

	Raising funds £	Programmes £	Capacity Building Projects £	Advocacy and communicat ing our work £	2021 £

IT and communications	7,638	33,146	1,163	4,585	46,532
Financial administration	5,374	23,325	819	3,226	32,744
Governance(note 4)	12,946	56,186	1,972	7,771	78,875
Other	24,434	106,045	3,722	14,667	148,868
	50,392	218,702	7,676	30,249	307,019

��

Staff costs during the year were as follows:

	2022 £	2021 £

Wages and salaries	1,179,636	829,743
Social securitycosts	127,359	86,791
Pension contributions	104,548	69,051
	1,411,543	985,585

��

The average number of staff employed during the year on a headcount basis was 31.8 (2021 – 23.2). The average number of employees during the year, calculated on a fulltime equivalent basis (FTE), analysed by function, was as follows:

	2022 £	2021 £

Raisingfunds	3	3
Charitable activities	19	14
Core management and support	8	4
	30	21

Right to Succeed All support costs are allocated based on estimates of staff time spent on each activity.

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��year ended 31 August 2022

8 Debtors

5 Employee and key management remuneration (continued)

��

1 employee earned between £90,000 and £100,000 during the year (2021 – 1 employee) and 2 employees earned between £60,000 and £70,000 (2021 – 2 employees).

The key management personnel of the charity are the trustees along with the Senior Executive Team. The trustees do not receive remuneration. The total employee benefits including National Insurance contributions of the key management personnel of the charity were £329,229 (2021 - £372,149). The reduction in 2022 is due to there being 2 fewer members of the Senior Executive Team for the full year than in 2021.

No trustee received any remuneration for the period in which they served as a trustee. Trustees claimed expenses for the period in which they served as a trustee totalling £1,905 (2021 - £nil).

The charity purchased Trustees’ indemnity insurance at a cost of £942 (2021 - £1,398) for the year. The policy provides indemnity for the Trustees and professional liability to a limit of £2,000,000.

6 Taxation

Right to Succeed CIO is a registered charity and therefore is not liable to income tax or corporation tax on income derived from its charitable activities, as it falls within the various exemptions available to registered charities.

	2022 Total funds £	2021 Total funds £

Accounts receivable	18,065	20,260
Prepayments and accrued income	217,929	29,294
Other debtors	9,274	6,539
	245,267	56,093

9 Creditors: amounts falling due within one year

Creditors: amounts falling due within one year
	2022 Total funds £	2021 Total funds £

Accountspayable	51,710	24,254
Taxation and Social Security	48,044	31,484
Accruals and deferred income	252,332	197,376
Other creditors	15,876	13,296
	367,962	266,410

Movement in deferred income

7 Fixed assets

Fixed assets
		IT Equipment £

Total cost at 1 September 2021		14,783
Disposal		(9,332)
Total cost at 31 August 2022		5,541

Accumulated depreciation at 1 September 2021		(9,517)
Disposal		9,332
Depreciation charge		(4,358)
Accumulated depreciation at 31 August 2022		(4,543)

Net book value at 31 August 2021		5,356
Net book value at 31 August 2022		998

	£

Deferred income at 1 September 2021	125,000
Income released duringtheyear	(125,000)
Income received and deferred	131,667
Deferred income at 31 August 2022	131,667

10 Creditors: amounts falling due after one year

	2022 Total funds £	2021 Total funds £

Deferred income	-	50,000
	-	50,000

��

Right to Succeed

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��year ended 31 August 2022

11 Restricted funds

The income funds of the charity include restricted funds comprising the following unexpended balances of donations held to be applied for specific purposes:

	At 1 September 2021 £	Income £	Expenditure £	At 31 August 2022 £
Preventing exclusions (Reach, Big Lottery Fund Grant) - Legacy	105,695	-	(79,000)	26,695
Every Child (Manchester)	7,135	75,000	(82,135)	-
KS3 Literacy (Blackpool)	27,818	81,454	(109,272)	-
Pathways for all (Blackpool)	31,935	203,846	(223,281)	12,500
Cradle to Career (North Birkenhead)	364,339	699,929	(757,408)	306,860
Wirral Weekenders Blackpool Literacy Strategy (Discovery) Liverpool City Region (Discovery) Norfolk (Discovery) Capacity Building – other grants Data Platform Project Place Matters	- - - - 117,349 34,610 -	10,000 110,000 172,721 119,856 63,916 - 93,580	(9,430) (110,000) (172,721) (102,760) (131,496) (34,610) (48,483)	570 - - 17,096 49,769 - 45,097
	688,881	1,630,302	(1,860,596)	458,587

	At 1 September 2020 £	Income £	Expenditure £	Transfer from un- restricted funds £	At 31 August 2021 £
Preventing exclusions (Reach, Big Lottery Fund Grant) Reach (additional funders)	160,572 —	317,128 24,375	(372,005) (24,375)	— —	105,695 —
Every Child (Manchester)	45,911	110,000	(148,776)	—	7,135
KS3 Literacy (Blackpool)	10,091	132,246	(114,519)	—	27,818
Pathways for all (Blackpool)	23,999	83,000	(75,064)	—	31,935
Cradle to Career (North Birkenhead)	4,515	854,783	(494,959)	—	364,339
Project Place Data insights project Capacity Building – Youth Endowment Fund grant Capacity Building – other grants Data Platform Project	17,733 12,793 — — —	51,927 — 17,672 132,827 133,114	(69,660) (12,793) (17,672) (15,478) (98,504)	— — — — —	— — — 117,349 34,610
	275,614	1,857,072	(1,443,805)	—	688,881

62 Right to Succeed

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��year ended 31 August 2022

11 Restricted funds (continued)

The Big Lottery Fund (now the National Lottery Community Fund) has provided the charity with two grants for the Reach programme focussing on preventing exclusions in Blackpool, North Belfast and Doncaster. The programme came to an end in August 2021 but the Lottery agreed for the charity to apply the remaining funds at 31 August 2021 to a legacy project to ensure sustainability of some of the work in each area and to draw learning from the three areas. The remaining funds held at year end will be spent in early 2022/23 on a final learning event and communications around the legacy of the programme.

The Every Child programme, based in Manchester and focussing on reducing exclusions in KS3, was funded partly by SHINE Trust and one other donor.

Cradle to Career in Birkenhead is funded by the Steve Morgan Foundation and SHINE Trust. Funds held at year end will be applied to delivery of Year 3 of the programme in 2022/23.

Restricted funds for Capacity Building is a grant from Fidelity Foundation for development of the charity’s programmes, data analysis and evaluation in readiness for expansion to new areas.

Norfolk Discovery is funded by a grant from the Youth Endowment Fund. The grant covers the co-design phase which spans into 2022/23.

Place Matters is a new venture resulting from Project Place, a project managed by Right to Succeed in 2020/21 to develop the idea of a centre for place-based change in the UK. Place Matters is delivered by a team of consultants and will be incubated by Right to Succeed until it has its own legal entity (expected in the next 18-24 months). It is treated as a Programme for which the trustees are accountable and all income and expenditure relating to it is recorded as restricted. Any balance of restricted funds will be transferred to the Place Matters entity once it is established.

Wirral Weekenders is a grant from the Wirral Council LA for a programme of activities delivered by local community organisations administered by our North Birkenhead team to complement the C2C programme.

Blackpool Literacy Strategy (Discovery) relates to funding received from Blackpool Council and other funders to support our work in supporting the plan for Blackpool’s 10 year Literacy Strategy.

Liverpool City Region (Discovery) relates to our Discovery phase in the boroughs of Halton and Knowsley as described in our annual report

Analysis of net assets between funds
	Unrestricte d funds £	Restricted funds £	At 31 August 2022 £

Fund balances at 31 August 2022 are represented by:
Tangible fixed assets	502	496	998
Current assets	1,474,330	728,294	2,202,624
Creditors: amounts fallingdue within oneyear	(97,759)	(270,203)	(367,962)
Total net assets	1,377,073	458,587	1,835,660

	Unrestricte d funds £	Restricted funds £	At 31 August 2021 £

Fund balances at 31 August 2021 are _represented by: _
Tangiblefixed assets	3,737	1,619	5,356
Current assets	1,270,983	982,262	2,253,245
Creditors: amountsfalling due within oneyear	(21,410)	(245,000)	(266,410)
Creditors: amounts falling due after one year	—	(50,000)	(50,000)
Total net assets	1,253,310	688,881	1,942,191

13 Operating lease commitments

At 31 August 2022, the charity’s future minimum lease payments under non-cancellable operating leases were as follows:

	2022 £	2021 £

Amounts due:
Within oneyear	68,200	21,785
Between one and twoyears	2,220	210
	70,420	21,995

64 Right to Succeed

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��year ended 31 August 2022

14 Related party transactions

The aggregate amount of donations received in the year from related parties was £nil (2021 - £nil).

There were no related party transactions during the year.

John Rowlands, trustee until 25 July 2022, is executive principal of Greater Manchester Academies Trust (GMAT). He chaired the steering group on the charity's Every Child project in Manchester since the start of the project in 2018 until it ended in July 2022. Manchester City Council (MCC), as co-commissioners of the Every Child Project, pay GMAT £15,000 per annum for John's time leading the project. There is no contractual agreement between the charity and MCC to make this payment.

15 Liability of members

The charity is constituted as a charitable incorporated organisation. In the event of the charity being wound up members have no liability to contribute to its assets and no personal responsibility for settling its debts and liabilities.

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66 Right to Succeed �� 67
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INDEPENDENT AUDITORS REPORT

�� CIO

��

We have audited the accounts of Right To Succeed ��

In our opinion, the accounts:

Give a true and fair view of the state of the �� ended;
Have been properly prepared in accordance with ��
Have been prepared in accordance with the ��

��

We conducted our audit in accordance with �� those standards are further described in the �� independent of the charity in accordance with the ethical requirements that are relevant to our audit of the accounts in the UK, including the FRC’s �� requirements.

We believe that the audit evidence we have �� basis for our opinion.

��

�� the trustees’ use of the going concern basis of �� appropriate.

Based on the work we have performed, we have �� a period of at least twelve months from when the accounts are authorised for issue.

�� trustees with respect to going concern are ��

��

The trustees are responsible for the other �� accounts, other than the accounts and our auditor’s report thereon. Our opinion on the �� conclusion thereon.

�� in doing so, consider whether the other �� accounts or our knowledge obtained in the audit or otherwise appears to be materially misstated. If �� apparent material misstatements, we are required to determine whether there is a material misstatement in the accounts or a material �� the work we have performed, we conclude that there is a material misstatement of this other �� We have nothing to report in this regard.

��

Right to Succeed

��

01 ��

02 ��

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04 ��

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We have nothing to report in respect of the �� Act 2011 requires us to report to you if, in our opinion:

�� report is inconsistent in any material respect with the accounts; or
�� kept; or
The accounts are not in agreement with the ��
��

��

�� fair view, and for such internal control as the trustees determine is necessary to enable the �� misstatement, whether due to fraud or error.

In preparing the accounts, the trustees are responsible for assessing the charity’s ability to �� the trustees either intend to liquidate the charity ��

��

�� about whether the accounts as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that �� will always detect a material misstatement when it ��

Misstatements can arise from fraud or error and are considered material if, individually or in the �� the basis of these accounts.

�� outlined above, to detect material misstatements �� below:

�� of material misstatement in respect of

��

The engagement partner ensured that the ��
�� applicable to the charity through discussions with management, and from our knowledge and ��

— �� which we considered may have a direct material �� preparing their accounts in accordance with the ��

— �� legal correspondence; and

�� communicated within the audit team regularly and the team remained alert to instances of non-compliance throughout the audit.
�� including obtaining an understanding of how fraud might occur, by:
Making enquiries of management as to where �� fraud, their knowledge of actual, suspected and alleged fraud; and
Considering the internal controls in place to ��

To address the risk of fraud through management bias and override of controls, we:

��
��
��

�� procedures which included, but were not limited to:

��
��
Enquiring of management as to actual and ��
Reviewing any available correspondence with the Charity Commission and other regulators.

�� procedures described above. The more removed �� become aware of non-compliance.

�� legal correspondence, if any.

Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

�� audit of the accounts is located on the Financial �� of our auditor’s report.

��

This report is made solely to the charity’s trustees, �� been undertaken so that we might state to the �� state to them in an auditor’s report and for no �� law, we do not accept or assume responsibility to anyone other than the charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

��

Statutory Auditor 130 Wood Street London EC2V 6DL

Date: 10 February 2023

��

70 Right to Succeed

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RIGHT TO SUCCEED

OBJECTIVES AND ACTIVITIES

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