Charlty rtyistration number 1163589 YOUNG HARROW FOUNDATION ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022 YOUNG HARROW FOUNDATION LEGALAND ADMINISTRATIVE INFORMATION Trustees Steven Willl8m3 (Wice Chair) Cong {Johnl Wang Clare Harrington {HR- Chaifl Sanjay Chandarana Shumailla Dar Joanna Mouranl (Appolnled 14 June 2022) (Appointed 25 October 20211 (Appointed 25 October 2021) S8my Benaferi Charity number 1163589 Registered office 27 High Street Hairow Kqiddle3ex HA13HT Auditor Critchley8Audil LLP Beaver House 23-38 Hyihe Bridge Street Oxford OX12EP Bankers Metro Bank 1- 2 stAnn's Shopping Centre Harrow HA1 1AS YOUNG HARROW FOUNDATION CONTENTS Pa Twstees, rep Statement of Trustees. responslbllllles 13 Independent auditovs report 14-16 Statement of financi81 act[￿1[￿$ 17 Balance sheet IB Statement of cash flows 19 Notes to the financial $l81gmgr 20-31 YOUNG HARROW FOUNDATION TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Legal Structure Young Harrow Foundation I"The Foundation") is a reglstered charlty, number 1163589. It was registered with the Charities Commission in September 2015, constituted as a Charitable Incorporated Organisation ICIOI. Trustees A 8oard of Trustees govern the Foundation. The followlng are the trustee5 who have served throughout the financial period under review.. Rowena IChairl- stepped down in December 2021 Clare Harrington IHRI CHAIR- Became Chalr in December 2021 Steven Wllllams (Vice Chairl Con8 (Johnl Wang IT￿aSUrer) Sanjay Chandarana Sami Benefari- Became a trustee in October 2021 Jo Mourant- Became a trustee in October 2021 Vanessa Thomas- Stepped down as trustee in September 2021 Hamid Va8hefian- Stepped down as trustee in September 2021 Advlsers Paul Hewitt has advised the Board. Staff We had eleven staff in thls perlod,. a CEO, COO, Partnerships Manager, Fundralslng Manager, Team Administrator, Grants Administrator, HAF Programme Grants Lead, Youth Voice co-ordinator, Digital Communications Co-ordinator and two Interns. Held contract5 Wlth 3 indwidua15 to deliver on Fundraisin& Help Harrow and Video Production. Public Benefit The trustee5 have complied with their duty to have due regard to the Charity Commission's Public Benefit Guidance IPBI the Public Benefit Requirement, PB2 Public Benefit Running a Charity and PB3 Publlc Benefit Reporting) when exercising powers or dutie5 to which the guidance is relevant. Our Vision Happier, healthier, safer children and young people with more opportunitles to reach their full potential. Our Mission Better, sustainable, high quality support Services for children and young people in Harrow. YOUNG HARROW FOUNDATION TRUSTEES, REPORT (CONTINUED FOR THE YEAR ENDED 31 MARCH 2022 Our three key aims and main areas of work. PARTNERSHIP Develop mare effective ¢r05s sector partnershlps to dellver better sernices: l. Proactivety initiate and create new thematie mode15 in finding solutions. 2. Developing the YHF website to be a one stop shop partneiship and networking enabling tool for members, young people, families and professionals. 3. Actively address what Young People have told us in the YHF led Needs analysis 'HAY Harrow., 4. Championing and empowering the voice of young people throughout the proces5. 5. Committing to brokering new relationships between member organisaiions. FUNORAISING Increase funding for servl¢es to Improve outcomes for children and young people through: l. Securing commitments from funders to develop new funding opportunities and alternative ways of working with us. 2. Brokering and developing funder relationships. 3. Co-designing effect¢ve partnershlp models for small/medium charities and funders. 4. Providing one to one 5UPPOrt for members to Secure funds and increase confidence In bld writing. Diversify and developing income stream5 for our members. 5. Brokering and developing business relationships for the benefit of our members. DEVELOPMENT Support and develop stronger, more fesilient and sustainable membership seNlces through: l. Regular interaction with members to identrfy their needs. 2. Building cap3Clty in the areas of finance, quality marks, monltorlng and evaluatlon. 3. Sharing resources through the development of a venue bank and other means. 4. Developing tsrgeted training opportunities. 5. Bringing members together to share idea5, offer peer networking and leadership support. Chalr's Overvlew The children and young people we all support In Harrow are amazing. During this setond year of covid our mission at Young Harrow Foundation has been vitsl to ensure continued access to a range of high-quality support seNices, so that together we help young people to be happy, healthy, and safe with more opportunities to reach their potential. The past year has been very challenging, we have thankfully moved beyond the initial crisis and uncertainty of the pandemic. We have reached a new phase with covid where the darnage of the last few years becomes MO￿ evident in both social and economic terms. YOUNG HARROW FOUNDATION TRUSTEES. REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022 YHF'S members and the YHF team have been incredibly resilient and flexible to meet these challenges, due only to the dedication and care of the Individuals involved. Member organisations are typically small teams, stepplng in to 5UPPOrt an enormous challenge and I would like to acknowledge the huge impact made. l also recognise that this new phase p￿sentS diffe￿nt thallenges for YHF and our member5. and we should all be mindful to ensure 5UStainability of the sector and the risk of burnout. The YHF team continues to deliver great work to 5UPPOrt and enable membership. Continuing the trend of the prior year, grant giving has been an increasing area. The team ha5 a150 continued the strong partnership work of 3 successful HAF cycles. Additionally, YHF conducted its second dlrect survey of young people through the HAY (How Are You) Harrow. The results IdÉscussed latèr in the reportl further highlight the needs of young people locallv. Many of these athievements would not have been possible WTthout the committed work of our kev partners In the Harrow Councll, Public Health. Education, the voluntary and local business sector. We are grateful for the ongoing support and partnership with Harrow School, who have generated fvnds to directly help children and young people locally and are contlnuing to contribute to our sustainability through the provision of new office space. Considering this and the ongolng support of John Lyon's Charlty and many others creates excitement to be part of an organisation that create5 the space and momentum to bring the wider community logether to make things happen. The challenges going forward will be to build upon and enhance services and programmes for our children and young people in a climate of uncertainty and scarcer capacity and resources. We have a ￿solute and talented staff team to support our members and new initiatives, led with brillian￿ by CEO Dan Burke, who have responded throughout this crisis while undoubtedly bearing their own personal Challenges. Our committed ond efficient Trustee Board have stepped up to the needed expanded governante including closer work with the stsff team. and my thanks go to the staff, my colleagues, partners, volunteew5, Change Champions for all their contributions over the year. Govemance We have established a hybrid model offering face to fa￿ and digitsl attendance. The Board meets formally every quarter, with both the CEO and the Operations Manager in attendance. All meetings are serviced and recorded by the Team Administrator. We have established a hybrid model offering faee to face and digital attendance. The Board meets formally every quarter. with both CEO and the Operations manager in attendance. The Chair and CEO meet regularly to enable support and resilience. The Board has remained dedicated and supportive of our work and embraced the continued challenges of the covid recovery. They are to be thanked. as volunteers for theirtime and commttment. Trustee Recruitment, Appointment and Training A bi-annual skills audit Is conducted by the Board alongside a yearly I:1 with the chair to identify any missing skills or a￿85 that a new trustee would add benefit to. Recruitment is carried out with Job YOUNG HARROW FOUNDATION TRUSTEES. REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022 Descriptions and advertlsed on a number of sites and on soclal media, alongslde exlstlng Trustees and the Senior Staff Team havlng responsibilities foi promoting. Once a potential Trustee has been identified they are invited for an interview with Chair and CEO and then to attend a Board Meeting as an observer, in the first instance. If all goes well lincluding references and DBS checks), they are then proposed, seconded and voted in at the following meeting. Once appointed new trustees have an inductlon process to make sure they are fully aware of their responsibilities as a Charity Trustee. All trustees are encouraged to complete Governance and Finance training and then also offered other training programs if their role has specific priority areas. Trustee engagement has focused on the opportunlty for enhanced leaming through the sub-groups nd resulted in greater understanding and Scrutiny. We have also developed and adopted a new induction program for our Trustees to ensure they build on the skills they bring to YHF and truty understand the YHF m¢ssion and operations. Our 4 monthty sub groups are as follows: Grants I￿Viewing proce55 and policie5 on our grant making and also when needed join grant panelsl HR/People (reviewing the staff and volunteer issues and opportunities). Business Continuity IReviewing and updating our Risk Register), and Finance (reviewing our Management accounts and cash flow). All sub groups have a lead from the board who Is responsible for the actions but all trustees are invited to take part in all subgroups for awarene55, development and increased accountability. We also have task5 and finish sub groups as needed. Board development is an ongolng process. Training opportunities are shared with Trustees whenever they arise, and Trustees are encouraged to attend any staff wide training that occurs. Board Away Day's occur annually which allow the Board to be fully involved in strategy and foNard planning forthe year ahead. The new induction program includes an inductiork sheet, YHFS strntegy, a session with a member of staff to go throijgh the YHF Eoogle drive and shared folder5 they have acce5S to and find all the papers fortrustee meetings and sub groups on and an invitation to a team meetinE to meet the team and Sha￿ more about themselves. Register of Interests The Register of Trustee5' interest is updated annually and remains a standing item at the beginning of each board meetingi where trustees must declare any conflicts of interest. Measuring success; developing key Performan￿ indicator5. In this our seventh year of operation, it's vitally important that we are able to measure our success and map the progress we've made. The high level of attivity is recognltlon of how much there is to do to achieve our strategic and operational outcomes. However, we must ensure that we are performing as effectively and efficiently as we ¢an to ensure maximum impact with limited resources and capacity. Numbers alone do not give a clear picture of impact or success. The Board discussed and agreed the indicators proposed as a way of reviewin& rneasuring and monitoring our success. They were included into the scorecard template/CEO update at each Board meeting. We also agreed that the scorecard would be annotated to highlight key achievements, risks and challenges facing our rdnEe of activity. The Board also discussed the use of case studies and storytelling as a visual method of evidencing and communicating our progress and impact internally and externally. This is also stlll work in progress. The Board has the following 5ub-8roup5.' YOUNG HARROW FOUNDATION TRUSTEES. REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022 Grant Giving Two trustees who were most experienced in grnnt 8ivillB left during this period, leaving a skllls gap on the Board, to which we are currently recruiting. This support and expertlse are more vital than ever, given our grant making has increased signrficantly. We have recently updated our Grant Making Policy with our updated protesses and procedures. Finance- this group meets monthly to review our management accoun15 & cash flow. They then work directly with the CEO to clarify any concems and note of 3¢tions to be completed. People- thls group meets bimonthly and Is our HR oversight and accountability group, designed to review all recruitment and staffin8 processes. Business Continulty-this group meets bimonthly and 15 responsible for ensuring our Risk Register is accurate and a working docLtment document that help5 the organisation, across all areas of oui work remalns updated and in line with best prartice. From time to time, we Smplement time limited Task and Finish groups that Trustee5 can ch005e to be part of as appropriate. P¢licie5' Review We have an ongoing process for reviewing and updating our policies and we schedule in policies, review at specific Board meetinBS on our rolling calendar. Organisational Changes Our irrterim lone year time limited) Chair, Rowena Jaber, stood down in October 2021. Rowena brought a muth-needed change in how the Trustee Board operated and worked independentty to support the team and strategic direction of the organisation. Rowena was replaced by existing Trustee, Clare Harrington with less experience in the sector but well experienced in HR, strategy and governance with a Strong passion to continue to take YHF fornard. During this period, we also saw the departu￿ of two valued trustees, Hamid Vaghefian and Vane55a Thoma5, both experienced in Grant GlvSng working for national organisations. We have recently recruited Shumailla Dar in March 2022 who is local to Harrow and leads on Equality and Diversity wlthin Harrow Council. A former YHF Change Champion is our first'younger, Board member, Sami Benaferi, joined u5 and we look forward to his in-put and perspective. Jo Mourant, who wo￿5 within the Sustainability sedor also joined the board team. YHF TEAM The team slowly returned to pre-pandemic capacity folk)win8 a challenEing period of furlough and shielding. We are seeing the impact of the last 2 years on energy levels as so many organisations have who worked through the pandemic, seeing the impact of the Covid crisis on their beneficiaries. YOUNG HARROW FOUNDATION TRUSTEES, REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022 During this period, we had member5 of staff leave the organisation, including our Youth Voice Co- ordinator and Intern. One of our interns became a full-time member of the team as YHF Projects Asslstant. We suffered a significant10s5 in our Fundraiser post (offering support to members) and despite several attempts at recruiting to the post we were unsuccessful. This left a significant gap in services and supwrt and stretched the time and input for the rest of the team, especially the CEO. Future funding We continue to rely heaviW on John Lyon Charity, Paul Hamlyn Foundation and City Brid8e Trust for the lion's share of ourfunding whilst actively seeking othef relevant funding. YHF has however, Increased its Grant Giving role and been commissioned to deliver a range of funding programmes, and secured an administration cost as a management fee to help cover staff time. Our job remains to ensure we deliver high quallty and measurable outcomes for the long term and sustainable benefit of our members. Our Activities in 202112022 Membership YHF currently has two strands of membership= Members and Associate member5. Our members take priority in terms of fundraislng and one to one support. Members are a range of small to medium not for proflt organisations, delivering regular services directly to children and young people in Harrow with a turnover of less than £1 million. The majority have a much smaller turrbover and like all small to medium char￿leS face challenges around capacity and funding. Although Associate members are not afforded the same level of support, we work very closely with them. Associates vary from organisations with a larger tumover to those who sUPPOrt parents or only work on an ad-hoc basis with children and young people. In this ￿portIng period we had 130 members and iii AssocSate members. YHF is increasing its membership from schools with 28 involved and continue5 to work closely and effettively with a wlde range of 48 Strategic Partners, 28 Trusts and Foundations, 19 local businesses and other YPF'S. YHF is determined to have an active and engaged membership. We continue to monitor this through our CRM system, informal conversation, network engagement opportunities and through our annual review visits. YHF Annual Members Survev We conducted our annual survey in March 2022 with 50 responses from YHF members lour main target) and 14 from associate members. An external consultant compiled the data and responses and carried out eleven follow up interviews. The headline feedback to come out of thls yearfs survey is that people like what Young Harrow Foundation Is doing, and yet generally members are not feeling as 5UPPOrted as they were two year5 ago. There are a number of contextual factors that need to be considered in order to understand this. YOUNG HARROW FOUNDATION TRUSTEES. REPORT {CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022 The principal factor Ss the impact of prolonged and greater strain on voluntary organisations as a result of the long-drawn out Covid epidemic. In 2020's survey many organisations indicated that they expected coming years to be more diffitult because of experted tightening of the funding'market, and many oiganisations have been operating at close to Covid "emergency" leve15 now for two years. The impact on the health and wellbeing of manager5 and frontline worker is increasingly being felt. It 15 usual in sector surveys that answers are conditioned by these kind of background factors. Young Harrow Foundation inevitably 15 on the receiving end of some of the prevalent frustration and difficulty. When people's needs are not met people need to know why and Young Harrow will seek to address this and to help manage future expectations. Welghed agalnst the more critical comments might be awareness of the numerous responses reftectlng appreciation such as this.. "I think itsfoir to soy thot we probably wouldn't be here if it wfjsn'tfvr YHF und the progromme grunts they generote/focilitote... Without YHFit would be hard tofind enough funding to puystaff, ond imposslble to keep ourclubs accessible and affordoblefor the locol Children and Young People who need it most." Summary of key areas lor YHF consideration and arti¢)n moving forward include: l. Race & Equalities. 2. Review of post-covid offer/ Prioritisation of engagement with YHF members and clarity of expectations around offer. 3. Support for smaller organisations. 4. Cooperation acr055 the YPF Network. YHF have continued to deliver our work across our key three key Strategic areas: I. PARTNERSHIP.. Developing incentlves for working together, creating solutions to key issues, addressing the needs analysis, and developing both the scope and use of the YHF website. Hay Harrow- one of the main key achievements over this past year has been the follow up to our original Need5 Analysis sutwey'This is Harrow, through conducting the 'How Are You IHAYI Harro survey in collaboration between Harrow Coundl, Publlc Health. Young Ha￿OW Foundation and schoolslcolleges. There was an ovenuhelming response from 6,052 young people from 25 schools and 2 FE Colleges. We held a webinar event mid-year with 131 delegates from schools, heatth, council and voluntary sector, all coming together to look at the initial results and to set the scene for a range of more in-depth workshops to look at the data and plan the course ahead. htt oun harrowfoundation.o HAYHarrow The findings, directly from young people, have identified 7 key areas on which to focus our sUPPOrt and fvndraising as follows- Mental and Emotional Well-being, Physical Activity, Safety lincluding exploitation, risky behaviour, harassment, bullying & gangs), Inequalities (with a particular focu5 on poverty) Young People's Futures (including employment and aspirations), Empowering Youth voice and Covid recovery. Alongside every funding programme rolled out we will support programmes that address at least one or more of these KEY areas. We have also been working with Harrow Council and Clinical Commissioning Group ICCGI to align all local commlssioning funding opportunitie5 and to be Influenced by the resuhs of HAY Harrow. YOUNG HARROW FOUNDATION TRUSTEES, REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022 Change Champions- as a group have been growing and changing. Our recruitment drive has brought in some of fresh faces who are keen to get involved and build on the wider work already achieved. We have also seen the older cohort move on a5 they delve into higher education and careers. We believe this has changed the structure of the Change Champions forthe better, with younger members being closer to what's affecting their peers and opportunities for mentoring and with guidance from a peer as they begin projects and learn new skills for the first time. Over the past year, Change Champions have been getting involved in grant panels, visitinE projecis and planning the way fon￿ard, followlng the HAY Harrow Report. WEBsrrE- developing our website and supporting all members to have a free, active portal has been an ongoing focu5 throughout the year. At any time of searching there is a range of offers online, face to face and support resources of between 250 and 350 live programmes operatlng locally. One of our key aims, and clear rnember request is to enable them to better connect with sehools and to highlight their service5 amongst both teachers and young people. We are distributing 15,000 promotional card5 across all secondary schools in the borough and at the same time working intensively to support our members to update portals and make them more appealing to those searching for opportunities and 5UPPOrt. We are also now using and further developlng the systern to become a key referral system for Harrow Council and other key statutory services, including GP surgeries and School5. Social Media- as a result of being cornmi55ioned to deliver the HAF Programme we have been able to increase our communication5 and to develop not just our social media presence but more rmportantly that of our member5 as much of what we post is their work, interviews with them and children and young people, showcasing the magnificent work and range of opportunities for children and young people in Harrow. We have also acquired the services of a freelance film maker which has made everything look and feel more professional with a keen sense of 'branding' coming through using his expertise in editing and the use of short Posts and film sessions. 2. DEVELOPMENT.. improving Systems, policies and process, impact models, communlcatlon, connections and training. We continue to Identify specialist training support and to work closely wrf(h Voluntary Action Harrow IVAHI, referring our members who require a range of sUPPOrt from infrastructure/organisational issues to charitable status, policy development and safeguarding training. This year has seen decrease in our capacity to focu5 011 thi5 area of work. which had been massively expanded during the crSsls perlod wlth a series of regular webinars and support. This was, in part, due to our increase in grant giving and to not having filled our Fundraising post, meaning we had to divert time to offering one to one funding support. 3. FUNDRAISING We have been developing our Grant giving and see this increasing significantly this coming year, this Specifically allows us to understsnd the Impact and benefits to thildren and young people. A kev element of this is based on a new legal agreement with Harrow Council. meaning that YHF is now a legal co-commissioning partner. This Eive5 US the opportunity to choose to deliver key commissioning YOUNG HARROW FOUNDATION TRUSTEES. REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022 funds- as long as we feel our member5 would significantly benefit from us being involved In the commlssioning. Holiday Activity and Food IHAF) PROGRAMME- a total of 7,170 children and young people were supported across the 3 programmes in 2021 in Harrow. The￿ was a split in age rdnges of 6337 frorn primary and 833 from secondary Schools lin part due to DfE age restrictions) including 579 with additional SEND support needs. This was achieved through 80 grants to 24 organisation5 Imembers and associate members) across all 3 programmes. We have developed effective partnership5 Wlth new organisations who are keen to find ways to deliver as much a5 possible to local children and young people rnoving forward, finding new and creative ways to work together. We have been both amaied and challenged at the scope and scale of this work but the outcomes and response from children and young people have made it completely worthwhlle. WhSlst hos programme is number led by the DfE, in terms of reaching as many children and young people as Possible in receipt of Free School Meals we have been able to match fund through Harrow school and DVS Foundation, to include those children not eligible but equally disadvantaged. We have funded several private providers, well established in schools and reaching high numbers but equalw have included a high number of our member organisations who have benefitted from this funding. If this had not been the case, we would have had to re-consider our role in being commissioned to deliver this on behalf of Harrow Councll, as everythlng we do has to benefit our members. Central North-west London ICNWLI NHS Foundation Trust In early 2022, we were commissioned to lead on the Communlty Asset Programme, addressing Mental Health support for 16- to 25-ye3r-olds, using a collective model of local support and referrals. We succe55fulty funded 5 member organisations to a total of £69,000. Following this success, we are currently rolling out a Mental Health and Wellbeing Programme designed to support children and young people aged 5-15 years old on the waiting lists for CAMHS. Harrow Council Young Carers Community Campaign Programme- srnall 8rants for community-based organisations to help improve and wlden the understanding of what a young carer 15 Within specific communities, to identify young ¢3￿r$ and signp05t them to 5UPPOrt a5 part of a wider programme. We funded 5 organisation5 a total of £10,000 for campaign work with BME, Somali, Romanian and Arabic communitles. John Lyon's Charity Small Grants Programm#-this grant enabled us to Ileliver a Small Grant Programme to member organisations, with priority given to those who have notpreviously ￿Ce￿ed funding through JLC. All applicants were requlred to have an annual turnover of less than £250.Tr)0 per annum and the majority awarded had an annual turnover of £100,0￿ and In several cases, much less. We awarded 12 organisations a total of £47,683. Church of England 6 Crown Street Endovfflient Fund. In early 2022 we developed a new funding collaboration with 6 Crown st￿et to SUPPOrt a wider roll out of their founding to local organisations. Their endowEnent fund focuses on temperance but they YOUNG HARROW FOUNDATION TRUSTEES, REPORT {CONTINUED) FOR THE YEAR ENDED 31 MARGH 2022 are now seeking to offer support for drug and alcohol addictions and with our sUPPOrt, earty preventlon around engaging in 'life-limitin8' activities and related negative impacts. Headlines YHF has unlocked a total of £1,241,705 Thi5 funding ha5 benefitted both our members and associate members and was made possible through 22 funding programmes to 65 different organisation5. Grants distributed In total was £1,143,095 with l..1 Fundraising support securing £98.610. Unfortunately. there were no partnership funding opportunities during this period. We would Ilke to extend a special thanks to our funders. John Lyon's Charitv City Bridge Trust Paul Hamlyn Foundation Harrow School Harrow Council Department for Education DV5 Foundation Working with Harrow Council We continue to develop a Strong working relationship with Harrow Council, and Public Health Harrow, working strategically to develop new ways of pulllng and sharinE re50urce5 forthe benefit of all children and young people in Harrow. Working with Harrow S¢hool The relationship with Harrow School has slowly developed over time and increased since YHF was set p in April 2016. It has become a vital partnership over the past year, with the school raising additional funds to support children and young people thmugh the pandemic and working together to create opportunitie5 for recovery and to build back better. Our members can Clear￿ see how their fundraising efforts benefit them directly and in particular the young people they work wiih, as Harrow School is made more aware of the variety and range of organisations working with children and young people. Representlng the sector on strategic boards and networks A key part of our role has been to influence decision making and bringing the sector's voice to both existing key networks locally and to London wide and Council committees. Our CEO was included on interview panel for both CEO and Corporate Director of Harrow Council and our partnership with the NHS has increased significantly. We are currently working with 28 schools and over 200 members and finding ways to develop connections between both. 10 YOUNG HARROW FOUNDATION TRUSTEES, REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022 This has involved our CEO sitting on boards including,. Child Poverty, Health, Youth Offendingi Safer Harrow. We a150 work alongside Partnership for Young Londoners and London Funders to influence where p055ible the benefit of supporting local charities. Working with other Young People Foundation5 and John Lyon's Charity We work closely as part of the growinB movement of Young People Foundations. to Share ideas and best prattite and to learn from each other. Looklng Ahead Having reviewed the results of this year'5 members evaluatlon we are going to increase both our one- to-one engagement and 5UPPOrt offer with our members in 2022-23. We have mostly been focusing on raising funding for our members to access, wf(h remarkable success, but may find it necessary to slightly reduce our work in this area to free time and resource to deliver a more member focused approach. This work will include more face-to-face events, tralning and development sessions and courses and l-l sessions with senior members of the YHF team. We are also developing our relationshrp with both schools and NHS partnershlps to be able to neEotiate and create bridge5 for our members who have requested support in developing these opportunities. We are also planning to develop our Change Champion model of working and to develop a more formal partnership approach with members delivering youth voice proErammes and services that we can tap into and find funding to support. This will give a more diverse overview, right across the borough and ensure youth voice is centric to the work and programmes we deliver. Financial Review Result5 for the period During the period ended 31 March 2022 the charity had total income of £1,139.401 and totsl expenditure of £1,208,928, resulting in a net deficit for the year of £69,527. Ourfinances a￿ robust and Balance Sheet Is clean, 202V22 was another record yearfor both income and expenditure. See Statement of Flnancial Activities on page 17. Despite the unprecedented challenge our settor faced durlng the COVID-19 pandemic, our income SoUr￿S remained robust and stable which enabled us to grow ourfinancial 5UPPOrt to our members. 11 YOUNG HARROW FOUNDATION TRUSTEES. REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022 Reserve5 The Board of Trustees approved a Reserves Policy to hold a desired general reserve level of between 3 and 6 months core operating costs in its General Reserve Fund. This is largely to support the operations of the charity during any temptsrary reduction in grant income and also to enable controlled rundown of provision if it became no longer feasible to continue the operations of the charity. The Charity's policy is to review its income streams and eXpend￿ture commitments on an annual basis, a prudent budget wa5 approved for 2022123 financial year. Total funds held in General Reserve5 Fund at 31 March 2022 were £190,945. of which E22,853 were restricted. Th15 exceeds the target level of 3 months tore operating costs by approximately £90.945. Plans are now In place to ￿duce this e)rcess reserve over the next 2 years. Approved by the Board of Trustees on 20" September 2022 and signed on their behaw bv Clare Harringt Chair 12 YOUNG HARROW FOUNDATION STATEMENT OF TRUSTEES, RESPONSIBILITIES FOR THE YEAR ENDED 31 MARCH 2022 The Trustees arè responsible for preparing the Trustees, Report and the financlal statements In a¢cord8n¢e wth applicable law and United KingdomAccounting Standards (United Kingdom GenerallyAcceptedAccounting PraclKel. The law applicable lo charities in England and Wales requires the Trustees to prepare financial slalernernls lor each ffinancial year which gNe a true and fair view of the slate of affairs of the Foundation and of the incoming ￿$oUrCeS and applicatlon of resources of the Foundation for that year. In preparing these financial ststements. the Trustees are iequired to.. - select suitable accounting policies and then apply therll wn$i¥lently', observe the methods and principles In the Ch8rilie5 SORP; make judgements and estlmates th* 8re reasonable and prudent.. slate whether applicable accounting standards have been followed. subject to any material departures disdosed and exp18ingd ¢n th8 financial slatemenls.. and prepare the ffinancial statements on the going concem basis unless it is inappropriate to presume that the charity will continue in operation. The Trustees are responsible for keeping sufficient accounting rectsrds that diselose with reasonable accuracy at any lime the financial position of the Foundation and enablè tham lo ènsure that the financial 5talemenls ¢ompty with the Charities Act 2011, the Charity (Accounts and Report51 Regulations 2008 8nd the provisions of the trust deed. They are also responsible for safeguarding th¢ 055ets of the Fwndalion and hence for taking reasonable steps for the prevenlion and detection of fraud and othèr irregularities. 13 YOUNG HARROW FOUNDATION INDEPENDENT AUDITOR'S REPORT TO THE TRUSTEES OF YOUNG HARROW FOUNDATION Opinion We have audited the financial statements of Young Harrow Foundation Ilhe'FoundatSon') for the year ended 31 March 2022 which comprise the ststèrnenl of financial actsvilies, Ihe balance sheet. the statement of cash flows and notes to the financial statements, including significant aeeounling policies. The financial reporting framework that has been applied in their preparation is applicable law and Urbiled KingdomAccounting Standards, including Financial Reporting Standard 102 The FAn8lRCI81 Reporting St8nd8Td applicable in rhe UK &nd Republ￿ of Ireland (United Kingdom Generally Accepted A¢wunling Practice}. In our opinion, the financial statements.. givg 8 Irue and fair view of thè stste of the charity's aff8trs as al 31 March 2022 and of ts incomrng resources and application of resources. for the year then ended,. have been properly prepared in accordance with United lfjngdom Generally AC￿pIed Accounting Pract¢e,' and have been prepaied in accordance with the requtrements ofthe Charitiès Ad 2011. Basis for opinion We conducted our audit in accordance wth Intem8tional Standards on Auditing IVKI {ISA5 IUKII and applicable law. Our responsibilities under Ih05e standards are further described in the Auditorfs TrsPOn￿-b{1$tIes for the athjil of the financial statements section of our report. We are independent of the Foundation in accordance with the ethical requirements that are relevant to our audit of the financial siatements In the UK. including the FRC'S Ethical Slsndard, and we have fulfflled our other ethical responsibilities in accordance with these requirements. We believe that the audit avidenGe we have obtained is suffiThent and appropriate to provide 8 basis for our opinion. Conclusions relating to going concern In 8uditin9 the financial ststements. we have concluded IhattheTrustees' u¥eofthegoin9 concem basls of acwunling Sn thè preparation of the financial statements is appropriate. Bastrd on the work we have performed, we have not identified any material uncertainties rela1tng to events or eondilions Ihal, individually or collectively, may castsignificanl doubl on Ihe Foundation's ability to continue as a goFng concern for a period of at least ￿e1ve rnonlhs from when the financial statements are authorised for issue. Our responsibilities and the iesponsibilities of ihe Trustees wth rtr$p￿ to going concem are described in the relevant sections of this report. Other Snfomlatlon The other information comprises the inforrnation included in th8 annual report other than the financial statements and ouraudilof s report thereon. The Trustees are responsible for the other information cotttained within the annual report. Our opinion on the financial stslements does not cover the other informalion and we do not express any form of assurance condusion thereon. Our responsibility 1$ to read the other information and. in doin9 50, consider whether the other information Is materially inconsistent with the financial statements or our knowledge obtsined in Ihe course of the audit, or otherwise appears to be materially rnisstsled. If we identify such material in(x)nsiStenries or apparènt material misstatemènts, we are required to determine whelherlhis gives rise to a material rnisststemenl in thefinanctal statements thems8lves. If, based on the work we have perforrned, we conctudfr that thefe is 8 material misstatement of this other Infomiation, we are required to report that facl. We have nothing lo report in this regard. Matters on whlch we are requlred to report by exception We have nothing lo report in rèspect of the following matters In relation lo which the Charifies (Accounts and Reports) Regulations 2008 require us to report lo you if. in our opinlon.. th* inforrnolion given in the financial statements is inconsistent in any m816ri81 re3pect wlh the Trustees, report.. or sufficient accountlng records have not béen kept,. or the financial statements are not in agreement w5th the accounting records.. or we have not received all the information and explanations we require for our audit. 14 YOUNG HARROW FOUNDATION INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE TRUSTEES OF YOUNG HARROW FOUNDATION Re$pon¥ibilities of Trustees As explained more fully in Ihe slalement of TnAslees' responsibilities. the Trustees are responslble for the preparalion of the financial Statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees delemiine is necessary to enable the preparation of financial statemerbls that are free frorn material misstalement. whether due to fraud or error. In preparing the financlal statements, the Trustees are responsible for assessing the Foundation's abllity to continue as a going corbcern, disclosing, as applicable, rnatters related lo going concern and using the going wncern basis of aceounling unless the Trustees either inlend to cease operations. or have no realistic alternalwe but to do so. Auditorfs responsibllltles for th• audit of the finan¢lal statements We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance wlh IheAcl and relevant regulations made or having effect Ihereunder. Our objectives are to obtain reasonable 8ssurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high18vel of assurance but is not a guarantee that an audit conducted in accordan￿ with ISAS {UKI will ahvay5 detect 8 material misstatement when it exists. Misslalemenls can arise from fraud or error and are considered materlal If. individually or in the aggregate. they could reasonably be expected to influence the economic decistons of users taken on the basis of Ihe$e Iln8n¢lal s18lemonts. The extent to which our procedures are capable of detecting irregularities, induding fraud. is detailed below. OUT approach lo identfying and assessing the risks of material misstatement in respect of irregulariti&s. including fraud and non-compllance with laws and regulations. was as follows.. the engagement partnet ensured that the engagement team collectively had th6 appropriatè eompeience, capabilities and skllls to identify or recognise non-complian￿ with applicable laws and regulations,. we identified Ihe laws and ragulations applicable to the company throLtgh discussions with directors and other management, and from our knowledge and experien￿., we focused on specific law5 and iegulations whith we considered may have a direct material effecl on the nancial statement5 or the operation¥ of the company. we assessed the extent of compliancè with the laws and regulations idents'fied above through making enquiries of management and in5P8Cting legal correspondence where applicable- and identified laws and regulatlons were ¢ornmunicaled wthin the audit team regularfy and the team remained alert to instances of non-compli8n¢g throughout the audit. We assessed the suscèptibility of the company's financial statements to material mlsstatemenl. Induding obtsinin9 an understanding of how fraud might occur, by.. making enquirie3 of management as to where they considered there was susceptibilty to fraud, their knowledge of actual, suspected and alleged fraud., considering the internal controls in place to mitigate risks of fraud and non￿￿￿O Ujw U) Q) fn crJI o o o a) ot5¥ Q£7JiJK5 Qlt5 q) E 51111 YOUNG HARROW FOUNDATION NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2022 15 Analy¥is of net assets between funds Unrèstricted Restricted funds funds 2022 2022 Totsl Unrestricted Restricted funds funds 2021 2021 Total 2022 2021 Fund balances at 31 March 2022 are represented by.. Currenl assetsllliabilities) 168.092 22.853 190.945 230,472 30.(X)O 260,472 168,092 22,853 190.945 230.472 30,000 260,472 16 Related party transactions There were no disclosable related party transactions during the year {2021- none). 17 Ca$h generated from operations 2022 2021 DefI￿l forthe year {69.5271 (9.778) Adjustments for.. Investment in¢ome recognised in statement of financial 8Ctivilies 1331 I2￿) Movernents in working capital.. {Increaselldecrease in debtors Increaselldecreasel in creditors Increase in deferred income 1600) 629 3.350 4.238 113,6331 Cash absorbed by op¢rations 166,1811 {19,3791 18 Analysls of changès In net ftjnds The Foundation had no debt during the year. 31