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~|| |---|---|---|---|---| |Summary
ofthe main
achievements
ofthe charity
during the year|||SatH has experienced
another year of growth
in income as well as
capacity to deliver. This is accredited
in part to the excellent reputation
SatH has in the local area with service-users,
partners,
schools and other
community
groups,
and also to the 'grow-your-own'
approach
we take to|| ||||developing
young people's
skills and giving them access to training|and| ||||qualifications
equipping
them to give back to the projects their time and|| ||||skills. We have a full time (core) staff team of7;director, project|| ||||coordinator,
2 youth and community
workers, 3 community
sports|| ||||coach's and a business
development
fundraiser.
The core staff team are|| ||||supported
by 22 sessional
and specialist staff, and a cohort of|| ||||approximately
30volunteers.|| ||||This year we delivered
over 3000 hours of community
activities|| ||||benefitting
over 1100young people and their families.|| ||||Weekly sessions supporting
physical
health Lwellbeing|| ||||Our weekl
ro ramme ofo en activities at Roundwood
Communit|| ## ||~
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e| |---|---|---|---|---| |||||walking
group.| |||||We also deliver a Youth Skills & Wellbeing
project, delivering
12-week| |||||blocks ofyouth-led
activity sessions —called 'Teen Space'. Young people| |||||build the programme
in partnership
with SatH and the FWC staff (co-| |||||creation) with the aim ofsustaining
the activity delivered
by youth leaders| |||||who achieve a Leadership
accreditation.| |||||Since May 2022 we have delivered
youth clubs in 4 FWC, engaging
over| |||||70 young people. Outcomes
measured
have been:| |||||~
85% reported an increase
in confidence to try new things| |||||~
89%ofYP engaged
in activities that they feel meet their needs| |||||and priorities| |||||~
8YP from the FWC participated
in a Level
1 Sports Leadership| |||||Qualification| |||||The level of free reserves (excluding
restricted funds) is reviewed| |Brief statement
charity's
policy||ofthe
on reserves||annually
by the trustees.
In the current economic climate, the trustees
consider that the most appropriate
level offree reserves
is between 3-6| |||||months
budgeted
future operating
expenditure;
to be able to withstand
a| |||||prolonged
drop in funding
over the coming year but also to help fund| |||||operations
where funding
is paid
in arrears, rather than up front.| |Details ofany funds
in deficit|||materially|Not applicable| |Further financial||review details||(Optional
information)| |You may choose to include
additional
information,
where||||SatH's main source offunding
this year has been from a variety of
grants.| |relevant
about:
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the charity's
principal
sources offunds (including||||We also took a small amount ofmoney from session fees, and expanded
our paid-for school services.| ||any fundraising);|||Our income is spent on front line services; core staff team, venue hire,| |~|how expenditure
has
supported
the key objectives|||sessional staff costs, volunteer
expenses,
delivery resources,
training
and education courses.| |~|ofthe charity;
investment
policy and
objectives
including
any|||Any unspent
unrestricted
funds go into the bank account to accumulate
an appropriate
level of free reserves.| ||ethical investment||policy|| ||adopted.|||| |||||-| |||||~
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