2026 elevAte Raising Skills, Lifring Aspirarions, Improving Community
TRUSTEES ANNUAL REPORT & FINANCIAL STATEMENTS
YE 31 MARCH 2026
Chairman Summary
This year, Elevate has continued to change lives by supporting young people at risk of disengaging from education. Through our one-to-one coaching programme, young people were given the chance to build resilience, self-confidence, and optimism for their future. The majority told us they felt more positive, better able to regulate their emotions, and more equipped to overcome barriers in their lives.
Our Near Peer Coaching programme trained 116 secondary school pupils, we have empowered young people to support one another.
A key change has been access to grant funding, and considering this, we have scaled back. The funding climate in Wales remains increasingly challenging.
Financially, we ended the year with healthy reserves, providing us with a strong platform for future work. Looking ahead, we are committed to building sustainability through fundraising, service charging, and deepening our existing partnerships despite a scale-back in operations.
As always, none of this would be possible without the dedication of our volunteers, staff, freelancers, and, most importantly, the generosity of our supporters. Your belief in our mission enables us to continue this vital work and inspire hope in the next generation.
Lyndon Watkins Chairman of the Board of Trustees
Charity Name:
ELEVATE
Charity Number: 1163004 Charity Address: The Business Centre
Cardiff House Cardiff Rd Barry CF63 2AW
SECTION 1
TRUSTEES:
Lyndon Watkins CHAIR/CFO Mark Nickerson Trustee Dave Williams Trustee HSBC Bank Community Banking SENIOR STAFF Kantz Misra Project Director
SECTION 2
GOVERNING DOCUMENT STATUS TRUSTEE SELECTION
The charity is governed by constitution adopted in Aug 2015 The Charity is a CIO Appointed / reappointed by a trustee board annually
ADDITIONAL GOVERNANCE
The charity has the following policies in place:
Safeguarding Policy Annually Reviewed Health & Safety Policy Annually Reviewed Flexible Working Policy Annually Reviewed Bullying & Harassment Policy Annually Reviewed Lone Workers Policy Annually Reviewed Home Working Policy Annually Reviewed Performance and Appraisal Policy Annually Reviewed Social Media Policy Annually Reviewed Adverse Weather Policy Annually Reviewed Staff Expenses Policy Annually Reviewed Substance Abuse Policy Annually Reviewed Volunteer Policy Annually Reviewed Volunteer Expenses Policy Annually Reviewed Environmental Statement Annually Reviewed Financial Controls Policy Annually Reviewed Time off For Dependents Guidance Staff Handbook
All policies are reviewed. DBS checks are carried out on all staff and volunteers who will work with young people.
The Charity is a member of the Glamorgan Voluntary Services organisation.
The Charity works collaboratively with local statutory services.
The charity is an organisational member of the Association for Coaching.
All the Charity Trustees operate in a voluntary capacity.
SECTION 3
Summary of the objects of the charity set out in its governing document:
To act as a resource for young people up to the age of 21 in particular but not exclusively living in the Vale of Glamorgan by providing advice and assistance and organising programmes of physical, educational, and other activities.
Summary of the Main Activities Undertaken for the public benefit in relation to the objects:
In planning and delivering our activities for the reporting period outlined above, the trustees kept in mind the Charity Commissions guidance on public benefit at our trustee meetings.
The focus of our activities is on the well-being and engagement of young people at risk of disengaging with the education. We provided one-to-one coaching interventions to referred young people. These programmes benefit the young person in developing their self-agency in dealing with the barriers they face in engagement. In addition, it develops their self-confidence, resilience, optimism, and social skills. The interventions provide young people with a safe space to discuss their life goals, personal issues, and their perceived barriers, encouraging them to be solutions focussed and future orientated. They are enriched by the experience and develop coping strategies and solutions to self-regulate.
Programmes are delivered by staff, freelancers and by trained volunteers from the community, near peer volunteers (these are young people closer to the age of the young people they will be coaching) and undergraduates.
The charity receives and welcomes referrals regardless of gender, ethnicity, faith, personal background, and sexuality.
A great contribution is made by trained volunteers, who give up their time to deliver hours of oneto-one coaching. In this space they actively listen, ask challenging questions, and create rapport that allows open and honest discussion and solutions to be found to the barriers the beneficiary faces. We are extremely grateful to our volunteers and staff. They approach the support provided with enthusiasm, and genuine interest in supporting the young person they are matched with.
The charity relies on grant funding to carry out its activities and is consistently seeking funding streams to support and expand its work.
SECTION 4
PROJECT BACKGROUND, ACHIEVEMENTS AND PERFORMANCE
The following is a summary of the report submitted by the project director:
A) Background Outline
The project focus for this reporting year is on its coaching provision for young people. The project worked with 12 schools in the Vale of Glamorgan and Cardiff between April 2025 and March 2026.
Staff carried out in-school one-to-one work from April 2025 to March 2026. External volunteers carried out in-school work from September 25.
The data presented here were collected from those who provided feedback and were able to do so, via electronic form submission or in-school submission. Elevate collected pre-test and posttest data with one-to-one beneficiaries. We use pre-test and post-test measures, including the Muris Self-Efficacy assessment and the Rosenberg Self-Esteem assessment. Both are internationally recognised psychometric measures, with the former specifically for young people. The project director is qualified as a British Psychological Society educational tester.
B) One to One Coaching
Elevate continued to offer its one-to-one coaching service.
All beneficiaries referred to the coaching programme were identified by the school as requiring a more focussed approach. To meet demand, Elevate continued its contract with a freelance coach. All beneficiaries were given an opportunity to identify what they wanted to see change positively in their lives as a result of the coaching relationship.
In the reporting year, the coaching service served 108 young people referred. Attendance among beneficiaries ranged from 89% to 100% on the coaching programme. We received data from 94.
The coaching helped clients to increase their sense of positivity, emotional self-regulation, and thinking skills for managing their own mental health and associated behaviours. Clients stated that coaching helped them build resilience, with the majority self-reporting increases in selfconfidence, and that the coach played a significant role in bringing about these changes. An assessment was carried out to determine which coaching behaviours (behaviour of the coach) were most helpful. 90% found that the coach offering a non-judgemental space was useful. 89% found the coach helped them move forward, and 87%-90% stated that having someone help clarify the issues, motivate, listen, and act in an encouraging manner to allow them to come up with their own solutions was important too.
Chart Showing Pupil Change in MURIS SELF-EFFICACY Categories Post One-To-One Coaching Programme
----- Start of picture text -----
50
45
40
35
30
25
20
15
10
5
0
The data above suggest that most beneficiaries improve in emotional self-efficacy.
Qualitative data showed that most clients found the intervention improved their positivity, thinking,
and ability to manage anxiety and other emotions.
Additional qualitative data collected showed that the young people coached found that their coach
helped a quite a bit to a lot in making those changes, particularly beneficiaries reported being
more resilient and self-confident.
Chart Title: How much did the coach Chart Title: How much did your coach help
40 help you to make the change? your resilience?
40
30
30
20
20
10
10
0
Not At All A Little Some Quite a A lot 0
bit Not At All A Little Some Quite a bit A lot
Stuck on schoolworkExpress opnionsCheering myself upStudy even if distractionsBecoming calm when scaredBecome friends with peersChat with an unfamilar personStudy a chapter for testPrevent NervesWork in harmony with peersFinishing homeworkControl my feelingsPay attention every classTell peers if I disagreeUnderstanding all subjectsPositive self-talkTell a funny event to peersSatisfying parents with school workTell a peer don't feel wellSuppressing unpleasant thoughtsStaying friends with peersSucceed in preventin quarrels with…Succeed in passing testsSucceed in not worrying
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The data above suggest that most beneficiaries improve in emotional self-efficacy. Qualitative data showed that most clients found the intervention improved their positivity, thinking, and ability to manage anxiety and other emotions.
Additional qualitative data collected showed that the young people coached found that their coach helped a quite a bit to a lot in making those changes, particularly beneficiaries reported being more resilient and self-confident.
----- Start of picture text -----
Chart Title: How much did your coach help you
build your self-confidence?
30
25
20
15
10
5
0
Not At All A Little Some Quite a bit A lot
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This surface radar and bar chart below suggests that the coaching relationship was helpful, motivating and most beneficiaries found it helped manage thinking and grow optimism. The majority of beneficiaries found the service good to excellent.
----- Start of picture text -----
Coaching: Pupil response to: how did you Chart Title: As a result of coaching what
feel about being coached? has improved?
positivity
Challenging
60
60
Waste of Time Motivating thinking 40 emotions
40
Difficult 20 Helpful 20
0 behaviour 0 persistence
Pointless Nervous
schoolwork empathy
Enjoyable Interesting
Practical coping-skills
Pupil Response: What did you think about the
coaching relationship?
Excellent
Very Good
Good
Fair
Poor
Very Poor
0 5 10 15 20 25 30 35
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The project also measured self-esteem using the Rosenberg Self-Esteem Scale. Most reported an improvement in their self-perception and greater satisfaction with life postintervention. Of those for whom Elevate collected data, the majority reported an increase in their self-esteem.
----- Start of picture text -----
Chart Showing Pupil Change In Rosenberg
Self-esteem Categories Post One to One Coaching
At Times I Think I'm No Good At All
I Certainly Feel Useless At Times
I Wish I Could have More Respect for Myself
On The Whole I am Satisfied With My Life
I Take A Positive Attitude Toward Myself
I Feel I Do Not Have Much To Be Proud Of
I Am Able To Do Things As Well As Most Other People
I'm Inclined To Feel That I Am A Failure Most of The Time
I Feel That I have A Number of Good Qualities
I Feel I Am A Person Of Value At Least On The Same Level…
0 10 20 30 40 50
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C) Near Peer Coaching
The Near Peer Coaching project builds the capacity of schools to provide well-being coaching for young people identified as having mild to moderate well-being needs. It trains older pupils who apply through their school systems to become Near Peer Coaches. The project was initially piloted as a result of ideas from schools, including staff and our beneficiaries. Young people fed back that pupils in schools feel more comfortable talking to their peers and would value a listening peer who is skilled in supporting them. The aim for the charity is to put a Near Peer Coach in every secondary school in Wales. From April 2025 to March 2026, we trained 110 Near Peer Coaches across secondary schools in the Vale and Cardiff, and 2 adult volunteer coaches, whom we matched with beneficiaries in schools in Cardiff.
D) FINAL COMMENTS
This report covers activity with beneficiaries from April 2025 to March 2026 in its report. The charity continues to work with partner schools, whilst looking to expand. Due to funding cuts, the charity has scaled back its operations.
SECTION 5
FUTURE PLANS
The charity will continue to deliver its current activities, and is seeking further grant or benefactor funding in a difficult funding landscape.
The trustees champion the further development of the Near Peer Coaching programme and continue to believe this will enable the charity to widen its reach cost-effectively. The charity will continue to provide one-to-one coaching for young people. Currently these strands generate income for the charity.
The charity is in dialogue with the funders for a Near Peer Coaching programme for funding potential projects serving primary schools.
FINANCIAL REVIEW & RESERVES POLICY Financial Year from April 2025 – March 2026
In the year ended 31 March 2026, the charity’s activities saw a decrease in demand for its work, due to a pay-for-model. The charity received £20,970 in income from our paid programs and donations.
For a full operational year, the annual costs of 2026: £79,856 gave a year-end fund of £57,479
Although the grants have provided restricted working capital in the past, the charity’s year-end reserves, unallocated, unrestricted funds of £57,479, are adequate to fund working capital for near-term future work-streams. The charity’s aim is to continue building reserves through fundraising and primary-purpose trading to provide general working capital.
Depreciation of fixed assets has been accounted for in this accounting period. Most furniture assets were donated to a charity with similar aims after our premises contract was ended.
This trustees’ annual report was approved by the trustees on 12[th] of August 2026 and signed on their behalf by:
Lyndon Watkins, Chair
Elevate Receipts and Payments Accounts: Year ending 31 March 2026
| Unrestricted | Restricted | Total for Year | Total for Year | ||
|---|---|---|---|---|---|
| Funds | Funds | 2025/26 | 2024/25 | ||
| Receipts | £ | £ | £ | £ | |
| Donations | - | - | - | 4,310 |
|
| National Lottery Community Fund | - | - |
- | 78,880 |
|
| - | - |
- | - |
||
| Training | 19,618 | - |
19,618 | 18,380 |
|
| Other income | - | 9 | 9 | 46 |
|
| Bank interest |
1,352 | - |
1,352 | - |
|
| 20,970 | 9 | 20,979 | 101,616 |
||
| Asset and investment sales | |||||
| Loans/Deposit Accounts | - | - | - | 5,049 |
|
| Loans received from WCVA | - | - | - |
- |
|
| Sale of assets | - | - | - |
1,400 |
|
Total receipts |
- | 9 | 20.979 | 108,065 |
|
| Payments | |||||
| Staff | 9,499 | 54,222 | 63,721 | 76,268 |
|
| Service delivery | 6,879 | 3,525 | 10,404 | 13,295 | |
| Promotion/Marketing & Advertising | 90 | 687 | 778 | 714 |
|
| Administration |
3,062 | 1,891 | 4,953 | 10,025 |
|
| Total payments |
19,531 | 60,325 | 79,856 | 100,302 |
|
| Net of receipts/(payments) | 1,439 | (60,317) | 58,877 | 7,762 |
|
| Cash funds last year end | 60,398 | 55,958 | 116,357 | 108,595 |
|
| Cash funds this year end | 61,837 | (4,359) | 57,479 | 116,357 |
Statement of Assets and Liabilities as at 31 March 2025
| Cash Funds | ||||
|---|---|---|---|---|
| Bank accounts | 61,837 | (4,359) | 116,357 | 116,357 |
| Total cash funds | 61,837 | (4,359) | 57,479 | 116,357 |
| Assets retained for Charity's own use(at | ||||
| cost) | ||||
| Laptops/printer | 500 | - | 500 |
7,512 |
| Other equipment | 204 | - | 204 |
1,526 |
| Furniture | - | - | - |
1,670 |
| Total own use assets |
704 | - | 704 |
10,708 |
| Liabilities | ||||
| Independent examination creditor | - | - | - | 1,783 |
| WCVA Loan | 6441 | - | 6,441 | 7,289 |
| Other creditors | - | - | - |
- |
| Total liabilities | 6,441 | - | 6,441 | 9,072 |
The trustees confirm, in accordance with the Charitable Incorporated Organisations (General) Regulations 2012, that at the year end the CIO did not have any outstanding guarantees to third parties nor any debts secured on assets of the CIO.
Approved by the trustees on the 12[th] of August 2026 and signed on their behalf by:
Lyndon Watkins, Chair