||**Trustees' Annual Report for the**|**Trustees' Annual Report for the**|**Trustees' Annual Report for the**|**Trustees' Annual Report for the**|**Trustees' Annual Report for the**|**Trustees' Annual Report for the**|**period**||| |---|---|---|---|---|---|---|---|---|---| ||**From**
Period start||date||**T**|Period end date|||| ||01|April||2021|**o**|31|March|2022|| ||||||||||| |Section|A Reference and administration details||||||||| ||||||||||| ||**Charity name**||**The RISE Collective**||||||| ||||||||||| |**Other names charity is known by**|||RISE||||||| |||**Trustees' Annual Report**|**Trustees' Annual Report**|**Trustees' Annual Report**|**Trustees' Annual Report**|**Trustees' Annual Report**|**Trustees' Annual Report**|**Trustees' Annual Report**|**Trustees' Annual Report**|**Trustees' Annual Report**|**Trustees' Annual Report**|**for theperiod**|**for theperiod**|**for theperiod**|**for theperiod**|**for theperiod**|**for theperiod**|| |---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---| |||**From**||Period start date|||||||**T**
**o**||Period end date|||||| |||||01|April|||||2021|||31|March|||2022|| |||||||||||||||||||| |Section A|||Reference and administration details|||||||||||||||| |||||||||||||||||||| |**Charity name**|||||||**The RISE Collective**|||||||||||| |||||||||||||||||||| |**Other names charity is known by**|||||||RISE|||||||||||| |||||||||||||||||||| |**Registered charity number(if any)**||||||||1168856||||||||||| |||||||||||||||||||| |**Charity's principal address**|||||||||2 Armada Place|||||||||| ||||||||||Bristol|||||||||| |||||||||||||||||||| ||||||||||**BS1 3SF**|||||||||| |||||||||||||||||||| ## **Names of the charity trustees who manage the charity** |1
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20|**Trustee name**|**Office (if any)**|**Dates acted if not**
**for whole year**
**Name of person (or body) entitled**
**to appoint trustee (if any)**| |---|---|---|---| ||Saira O’Mallie|Chair from 1st June 2021|| ||Olubusayo Abidakun||| ||James Cantley||| ||Tia Spencer||| ||Noah Ball||| ||||| ||||| ||||| ||||| ||||| ||||| ||||| ||||| ||||| ||||| ||||| ||||| ||||| ||||| ||||| 1 March **2012** **TAR** **Names of the trustees for the charity, if any, (for example, any custodian trustees)** **Name Dates acted if not for whole year** ## **Names and addresses of advisers (Optional information)** |**Names and addresses of advisers (Optional information)**|**Names and addresses of advisers (Optional information)**|**Names and addresses of advisers (Optional information)**| |---|---|---| |**Type of adviser**
**Name**
**Address**||| |**Finance/Operations/HR**|Helen Beesly|Windrush House, Whiteway, Cirencester GL7 7BA| |||| |||| |||| ## **Name of chief executive or names of senior staff members (Optional information)** Helen Wadge and Mahla Axon - Co-founders/Directors ## **Section B Structure, governance and management** ## **Description of the charity’s trusts** Governing Document Type of governing document (eg. trust deed, constitution) Charitable Incorporated Organisation How the charity is constituted (eg. trust, association, company) The RISE Collective has a considered and youth-centred approach to the Trustee selection methods recruitment of trustees; informed by a skills audit and consideration of (eg. appointed by, elected by) whether the board is representative of the community we are serving. The Board and senior RISE team use the organisational strategy as a basis to decide which skills, experience and background are needed on the Board to achieve our outcomes and aims. The recruitment process is carefully prepared, working within the terms outlined in RISE’s governing documents and adhering to specific legislative requirements. The Board and senior team members also work with young people to define the role description and recruitment process – including questions asked. Prospective trustees are interviewed by both a youth panel and a panel of trustees alongside the co-founders. Successful trustees are then elected by vote. We are looking to enhance our Board this coming year with the recruitment of three trustees with specific roles. March **2012** **TAR** 2 ## **Additional governance issues (Optional information)** You **may choose** to include additional information, where relevant, about: ● policies and procedures adopted for the induction and training of trustees; ● the charity’s organisational structure and any wider network with which the charity works; ● relationship with any related parties; ● trustees’ consideration of major risks and the system and procedures to manage them. ## **Trustee Induction and Training** The RISE Collective recognises the importance of a strong induction and appropriate training for trustees. On the appointment of new trustees existing trustees will be identified to lead the induction of each new trustee; this will include a comprehensive information pack, a more in-depth discussion around roles and responsibilities, a visit to the projects and a review. They will also spend time with key members of RISE in order to get a full picture of the organisation. All trustees sign key documents pertaining to sitting on a registered charities Board; e.g. conflict of interest, confidentiality etc. Trustees also undertake safeguarding training for trustees. Periodic training sessions are provided to the Board of Trustees as a whole and opportunities for specific training sessions based on roles within the board are promoted. ## **Organisational Structure** The trustees have overall authority for RISE, with overall determination of its strategic direction and ensuring the charity complies both with company and charity laws - the Board of Trustees and all associated responsibilities are shared amongst its members. Our organisation is currently managed by the co-founders/directors Helen Wadge and Mahla Axon. They attend all trustee meetings and work closely with the Board, however each trustee meeting has a closed session, in which trustees can discuss matters pertaining to the co-founder/directors if needed. ## **Risk Management** The trustees regularly review the risks that RISE may face – and policies and procedures are a standing agenda item at trustee meetings. Once our Board has recruited its new members a sub-committee will be formed with specific oversight of policies and procedures. Where appropriate, systems and procedures have been established to mitigate the operational and business risks the charity faces. Three core safeguarding policies sit within our framework; Safeguarding Children and Young People, Safeguarding Adults and Digital Safeguarding. These are all presented on our website. The core staff team have annual safeguarding refresher courses, trustees - have all recently undertaken Safeguarding Training for Trustees, regular contractors, freelancers and volunteers who have direct contact with young people are all safeguarding trained or we obtain evidence of an up-to-date safeguarding certificate. We check whether other freelancers have had safeguarding training, but a trained RISE team member or partnership staff member is always present in activities. All team members, freelancers and contractors receive copies of our safeguarding policies. We have a training matrix that records dates and levels of training. We keep electronic copies of training certificates. During interviews, interviewees knowledge of safeguarding is assessed and directors have undertaken Safer Recruitment training. We send out safeguarding March **2012** **TAR** 3 policies to all members of staff, freelancers and partners, alongside a complaints procedure, and we ensure partners have safeguarding policies in place and we have read them. We are in the process of developing a young person friendly version of our policies, and our safeguarding policies can be accessed via our website. Internal control risks are minimised by the implementation of procedures for authorisation of all transactions and projects, which are regularly reviewed. Financial results are regularly reviewed by the Board of Trustees and we seek regular advice from a Finance Consultant. ## **Section C Objectives and activities** **The two objects of the RISE Collective, as set out in our governing document, are:** **Social Inclusion** To promote social inclusion for the public benefit by preventing people from becoming socially excluded, relieving the needs of those people who are socially excluded and assisting them to integrate into society. For the purpose of this clause ‘socially excluded’ means being excluded from society, or parts of society, as a result of one of more of the following factors: unemployment; financial hardship; youth or old age; ill health (physical or mental); substance abuse or dependency including alcohol and drugs; discrimination on the grounds of sex, race, disability, ethnic origin, religion, belief, creed, sexual orientation or gender re-assignment; **Summary of the objects of the** poor educational or skills attainment; relationship and family breakdown; **charity set out in its** poor housing (that is housing that does not meet basic habitable **governing document** standards; crime (either as a victim of crime or as an offender rehabilitating into society). **Young People** To advance in life and help young people through: (a) The provision of recreational and leisure time activities provided in the interest of social welfare, designed to improve their conditions of life; (b) Providing support and activities, which develop their skills, capacities and capabilities to enable them to participate in society as mature and responsible individuals. 4 March **2012** **TAR** Since 2016 RISE has grown a diverse collective of young participants and young early-career artists, leaders and audiences who co-produce, participate in, deliver and experience RISE’s ecology of creative arts and media activities. However with the onset of the pandemic in 2020 RISE was faced with a choice of either furloughing or navigating our small charity through the unchartered territory of a pandemic. We chose to deliver and actually found ourselves to be innovative and agile; trialling and evolving new activities and methods of serving young people and strengthening the core and reach of RISE. And these are outlined below. Leading into 2021 we faced growing demand for our projects, forming new networks, cohorts and ways of working, but delivering over-capacity without time to seek additional core funding. Following this intense year of delivery we paused at the end of 2021 to re-examine the purpose and function of RISE and with the input of almost 40 of young members we have co-produced a sustainable, comprehensive three-year strategy, budgeted delivery plan, evaluation framework and funding plan. Our strategy sets out the four ways we achieve our mission, and under each section is **Summary of the main activities undertaken for the public benefit in relation to these objects (include within this section the statutory declaration that trustees have had regard to the guidance issued by the Charity Commission on public benefit)** - the overarching outcome - - a summary of the activities undertaken in the year 2021 - 2022 - - the mechanisms of change that we use within the activities - - the outcomes that we have achieved **THROUGH OUR GOALS AND PROJECTS FOR YOUNG PEOPLE** - We have delivered the following projects that use creativity to achieve three goals - Self-empowerment, Amplified Voices and Social Change. ACTIVATE: 3hr taster sessions in a range of arts, performance and physical activities- in-person/online - delivered in Westminster AcKNOWLEDGE: A 25hr curriculum assessed, spoken word, poetry, creative writing and performance project - in-person for school/college/alternative education students - delivered in Westminster AMPLIFY: a 10 month project providing young people with the skills to home-produce podcasts and events through the production of a series of RISE's Amplify Podcast; exploring current themes through youth-led discussion and the showcasing of young artists - online/in-person - delivered online LIVE PERFORMANCE EVENTS - co-produced by young people; exploring important topics and showcasing marginalised artists - in-person - delivered in Cambridgeshire RISE Produces / Creative Youth Facilitator Training: Professional development training supporting young people to thrive in the creative industries. Online workshops in music production, songwriting, recording, podcast production, business, designing and leading creative workshops - online/in-person - delivered online RISE’s Instagram community and youth-led digital content creation and activism resources - delivered online Networking, mentoring, training, work experience, governance and freelance opportunities - delivered throughout March **2012** **TAR** 5 **THROUGH RISE'S DELIVERY/PARTICIPATION MODELS -** supporting pathways through RISE, considered delivery approaches and building the collective. - We have recruited skilled role-models and facilitators with lived experience to support our young people to recognise and build on their strengths through facilitating our projects and delivering mentoring sessions. - - We are working to formalise a participation framework that helps young people to forge their own pathways through RISE. **THROUGH RISE'S ORGANISATIONAL MODEL** - co-creating an organisational model that truly promotes diversity, equity, inclusion and liberation. - We are co-creating an organisational structure that embodies RISE's values and what we want for society through regular well-being checks with facilitators, support networks, we are a London-living wage employer and wherever possible pay above this in order to reflect the talents of the young people we use as freelancers, as well as reflecting the actual cost of living. ## **IGNITING WIDER SOCIETAL CHANGE** Harnessing our approaches to support young people to influence wider society, whilst campaigning for the amplification and political and social influence of young people. - We have created over 40 productions, from digital content to live events that raise awareness about a range of topics, reaching diverse audiences online and across London. ## **Additional details of objectives and activities (Optional information)** You **may choose** to include N/A further statements, where relevant, about: ● policy on grantmaking; ● policy programme related investment; ● contribution made by volunteers. ## Section D Achievements and performance **Summary of the main achievements of the charity during the year** One of our core beliefs is that young people are experts and as such they not only design, lead and participate in RISE activities but shape our whole organisation. We are exceptionally proud of our theory of change, outcomes framework and strategy, which were developed with 45 young contributors. Over this year some of these participants have been at the heart of recruiting a nurturing collective of trustees, facilitators, producers and leaders with lived-experience who hold up a positive mirror to young people through their own stories reflecting participants' individual strengths, personal journeys and ambitions. This team has consciously evolved spaces in which young people can turn up as their whole selves and feel welcomed. “It was lovely to feel celebrated, and supported to create” Amplify Podcast participant. One of our core achievements has been to develop our outcomes framework and we would like to use this in order to outline what we have delivered under each of our core three overarching goals (the March **2012** **TAR** 6 mechanisms of change) and the outcomes these have led to and the number of young people involved. ## **SELF-EMPOWERMENT** _Young people have more agency by having created and engaged in opportunities that enrich relationships with self, education, training and employment._ **Mechanisms of Change** Sessions/workshops: - 193 creative development sessions (212yp) - 92 employability skills sessions(103yp) - 123 sessions promoting mental health (194yp) - 52 mentoring sessions (34yp) Production of 5 toolkits ( 19yp) 7 career development IGLives (1164yp) Equipment/software (36yp) Co-production roles (42yp) Freelance roles (30yp) Governance, strategy, operations (92yp) Networking (45yp) ## **Outcomes** Improved emotional wellbeing (194yp) Increased ability to create independently (92yp) Stronger social skills (234yp) Improved skills in - employment/training/education (212yp) - creative mediums (165yp) - production (85yp) - - facilitation (25yp) - - design (25yp) - - leadership (65yp) - performance (110yp) ## **AMPLIFIED VOICES** _Young people’s voices are amplified and acknowledged throughout society._ ## **Mechanisms of Change** 64 creative sessions (115yp) 56 youth-led productions (135yp) reaching diverse audiences (1000s) 62 sessions - connection to voice Networking (45yp) Showcasing artists (84yp) Documentation - photography and 19 films Strategy, operations, M&E (92yp) **Outcomes** : Improved - performance skills (110yp) - positive visibility (142yp) - communication skills (212yp) Increased participation in - performances (135yp) - creative activities (212yp) Stronger - portfolios (45yp) - connection to self/voice (156yp) March **2012** **TAR** 7 ## **SOCIAL CHANGE** Young people recognise and are recognised in their individual and collective power to make change within their own futures and for the betterment of society. ## **Mechanisms of Change:** 48 productions raising awareness (135yp) Involvement in youth-chosen campaigns (25yp) Activism networking (45yp) Access to 18 change-makers and leaders (98yp) ## **Outcomes:** Increased - understanding of activism (98yp) - community cohesion - motivation for change (75yp) Stronger youth collectives (45yp) ## **Section E Financial review** **Brief statement of the charity’s policy on reserves** The charity will endeavour to have 3 months of running costs as reserves and will endeavour to have a more formal reserve policy for next year. **Details of any funds materially in deficit** N/A ## **Further financial review details (Optional information)** You **may choose** to include additional information, where relevant about: N/A ● the charity’s principal sources of funds (including any fundraising); ● how expenditure has supported the key objectives of the charity; ● investment policy and objectives including any ethical investment policy adopted. ## **Section F Other optional information** March **2012** **TAR** 8 N/A ## **Section G Declaration** **The trustees declare that they have approved the trustees’ report above. Signed on behalf of the charity’s trustees** |**Signature(s)**
**Full name(s)**
**Position (eg Secretary, Chair,**
**etc)**
**Date**|||| |---|---|---|---| ||||| |||Saira O’Mallie|| ||||| |||Chair of Trustees|| ||||| |||12 August 2022|| March **2012** **TAR** 9 **----- Start of picture text -----**
Charity Name No (if any)
The RISE Collective 1168856
Receipts and payments accounts CC16a
For the period Period start date Period end date
To
from 01/04/2020 31/03/2021
Section A Receipts and payments
Unrestricted Restricted Endowment
Total funds Last year
funds funds funds
to the nearest £ to the nearest £ to the nearest £ to the nearest £ to the nearest £
A1 Receipts
Gifts and Donations - - - 542
Events - - - 1,500
Grants 9,938 44,091 - 54,029 55,926
Ticket Sales 6,674 - - 6,674 248
- - - - -
- - - - -
- - - - -
- - - - -
Sub total (Gross income for
AR) [ 16,612 ] 44,091 - 60,704 58,215
A2 Asset and investment sales,
(see table).
- - - -
- - - - -
Sub total - - - - -
Total receipts 16,612 44,091 - 60,704 58,215
A3 Payments
Staffing 51,089 - 51,089 39,040
Small Equipment - - - - -
Project Running Costs - 15,759 - 15,759 10,504
Office and Admin Costs 1,808 - 1,808 2,225
Overheads 2,670 - 2,670 2,131
Governance - - - -
Merketing - - - -
- - - - -
- - - - -
Sub total [ 4,478 ] 66,848 - 71,326 53,901
A4 Asset and investment
purchases, (see table)
- - - -
- - - -
Sub total [ - ] - - - -
Total payments 4,478 66,848 - 71,326 53,901
Net of receipts/(payments) 12,134 - 22,757 - - 10,623 4,315
A5 Transfers between funds - 3,512 3,512 - - -
A6 Cash funds last year end 14,653 19,245 - 33,898 29,583
Cash funds this year end 23,275 - 0 - 23,275 33,898
**----- End of picture text -----**
CCXX R1 accounts (SS) 03/11/2022 1 ## **Section B Statement of assets and liabilities at the end of the period** |**Categories**
Signed by one or two trustees on
behalf of all the trustees
**B5 Liabilities**
**B3 Investment assets**
**B2 Other monetary assets**
**B4 Assets retained for the**
**charity’s own use**
**B1 Cash funds**|Payroll liabilities
**Details**
**Details**
**_Total cash funds_**
(agree balances with receipts and payments
account(s))
Current Account
Creditors
**Details**
Accrued expenses
**Details**
Creditors
**Details**
Payroll Liabilities
Accruals
Signature|**Unrestricted**
**funds**
**Restricted**
**funds**
**to nearest £**
**to nearest £**
**24,793**
**-**
**- 216**
**-**
**- 500**
**- 803**
**-**
**23,275**
**-**
OK
OK
**Unrestricted**
**funds**
**Restricted**
**funds**
**to nearest £**
**to nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Fund to which**
**asset belongs**
**Cost (optional)**
**-**
**-**
**-**
**-**
**-**
**Fund to which**
**asset belongs**
**Cost (optional)**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Fund to which**
**liability relates**
**Amount due**
**(optional)**
**583**
**500**
**904**
**-**
**-**
Print Name
Noah Ball|**Endowment funds**
**to nearest £**
**-**
**-**
**-**| |---|---|---|---| ||||**-**| ||||OK| ||||**Endowment funds**
**to nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**Current value (optional)**
**-**
**-**
**-**
**-**
**-**
**Current value (optional)**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**When due (optional)**
**01 April 2021**
**30 September 2021**
**01 April 2021**
Date of approval
12/08/2022| CCXX R2 accounts (SS) 03/11/2022 2 ## **Independent examiner’s report to the trustees of The RISE COLLECTIVE (Charity No. 1168856)** I report on the accounts of the charity for the period ended 31 March 2022 which are set out on pages 1 to 9 of the Trustees Annual Report. ## **Respective responsibilities of trustees and examiner** The charity’s trustees are responsible for the preparation of the accounts. The charity’s trustees consider that an audit is not required for this year under section 144(2) of the Charities Act 2011 (the Charities Act) and that an independent examination is needed. It is my responsibility to: **.** examine the accounts under section 145 of the Charities Act; **.** to follow the procedures laid down in the general Directions given by the Charity Commission under section 145(5)(b) of the Charities Act; and **.** to state whether particular matters have come to my attention. ## **Basis of independent examiner’s report** My examination was carried out in accordance with the general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts and seeking explanations from the trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given as to whether the accounts present a ‘true and fair view’ and the report is limited to those matters set out in the next statement. ## **Independent examiner’s statement** In connection with my examination, no material matters have come to my attention: which gives me cause to believe that in, any material respect: **.** the accounting records were not kept in accordance with section 130 of the Charities Act; or **.** the accounts did not accord with the accounting records; or the accounts did not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair’ view which is not a matter considered as part of an independent examination . I have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. Ily Maisanda ACMA, CGMA Date: 01 September 2022 (Chartered Management Accountant)