Young Lives Consortium
Charity number 1170269
Annual Report and Financial Statements
for the year ended 31 March 2024
Young Lives Consortium
Annual Report and Financial Statements for the year ended 31 March 2024
| Contents | Page |
|---|---|
| Trustees' report | 2 to 8 |
| Examiner's report | 9 |
| Statement of financial activities | 10 |
| Balance sheet | 11 |
| Statement of cash flows | 12 |
| Notes to the accounts | 13 to 21 |
Prepared by West Yorkshire Community Accountancy Service CIO
1
Young Lives Consortium
Trustees' report for the year ended 31 March 2024
Reference and administrative details of the charity, its trustees and advisors
The trustees during the financial year and up to and including the date the report was approved were: Name Position
Mohammed Ayub Co-chair Bernadette O'Brien Co-chair Jacqueline Craven Ann Tosta Hazel Bell Stan Foster
Charity number
Registered and principal address
1170269
Bankers
Registered in England and Wales
Lightwaves Leisure Centre Unity Trust Bank plc Lower York Street Nine Brindley place Marsh Way Birmingham Wakefield WF1 3LJ B1 2HB
Independent examiner
Alan Dodd FCCA
West Yorkshire Community Accountancy Service CIO
Stringer House 34 Lupton Street Leeds LS10 2QW
Structure, governance and management
The charity is a Charitable Incorporated Organisation (CIO) association formed on 18 November 2016 and is governed by a constitution.
Method of recruitment and appointment of trustees
The trustees of the charity are appointed by the members at the AGM.
Objectives and activities
The charity's objects
The advancement in life of children and young people, and the support of families in need, in particularly but not exclusively, by promoting the effectiveness and efficiency of charities and charitable activities of voluntary organisations and supporting and assisting voluntary organisations working with young people and families in order to achieve these purposes.
2
Young Lives Consortium
Trustees' report (continued) for the year ended 31 March 2024
Objectives and activities - continued
The charity's main activities
Young Lives Consortium exists to assist the advancement in life of children and young people, and support of families in need, in particularly but not exclusively, by promoting the effectiveness and efficiency of charities and charitable activities of voluntary organisations and supporting and assisting voluntary organisations working with children, young people and families in order to achieve these purposes.
YLC facilitates networks, training, and partnerships among Voluntary Community Social Enterprise (VCSE) organisations, also working alongside partners including NOVA, NHS, Education, and Wakefield Council.
This year we have participated in the development of our network offer, promoting the Third Sector Framework assisting organisations to access investment to improve outcomes for children, young people families and the wider community. We also continue to promote the Risk and Resilience Framework, improving outcomes through evidence-based approach and practices, assisting organisations to delivery effective services.
The Young Lives networks are both online and face to face, they support the exchange of information and expertise between all agencies on relevant issues to assist organisations grow and improve outcomes for children, young people and families in the Wakefield District.
Public benefit statement
In setting our objectives and planning our activities our trustees have given serious consideration to the Charity Commission’s general guidance on public benefit and in particular advancement of in life of children and young people, and the support of families in need, in particularly but not exclusively, by promoting the effectiveness and efficiency of charities and charitable activities of voluntary organisations and supporting and assisting voluntary organisations working with young people and families in order to achieve these purposes. We review our activities against our purpose and objectives.
YLC use Risk and Resilience Framework to support our activities to demonstrate impact, the evidence-based skills and competencies promote skills to manage changes and life experiences and are evidence-based competencies that reduce health inequalities and improve outcomes as identified by Public Health.
Achievements and performance
YLC have two main strands to our offer support for children, young people and family VCSE organisations this includes an offer to assist organisations grow and develop and partnership programmes offer delivered alongside Children and Young People’s VCSE Organisations around shared priorities.
Our Support offer
YLC provides networking and learning opportunities for VCSE and partners to develop joint learning and partnerships. Our learning, development and communications offer promotes both best practice in the district, and where we can promote the work of our members and local organisations, we this regionally and nationally.
3
Young Lives Consortium
Trustees' report (continued) for the year ended 31 March 2024
Achievements and performance (continued)
Network meetings focused on sharing skills and opportunities increasingly to develop organisations in the post covid context, over 60 organisations engaged with YLC via networking and training opportunities. This year saw 346 participants take up a range of learning opportunities this included increasing awareness of safeguarding children and adults living in vulnerable circumstances, suicide prevention, domestic abuse through the eyes of the child, equality and diversity and trauma and adversity. Opportunities to network promoted engagement in the Teenage Pregnancy Strategy and Moving from Harm to Hope Strategy. The Ebulletin continues to connect 400 contacts (often cascaded) to activities and opportunities and best practice across the workforce including LA and NHS colleagues. YLC continued to be part of the developments and changes via Wakefield Families together a partnership of all agencies promoting positive outcomes for children, young people, and families.
Young Lives Consortium continues to work alongside NOVA to develop and improve the services of children and young people’s organisations in terms of efficiency, effectiveness and quality through the New Framework developed alongside NHS, LA and VCSE partners.
Working in Partnerships
YLC achievements are strengthened by our partnerships with VCSE organisations and colleagues, young people and wider partners in responding to the strengthens within communities and the significant demands’ children, young people, and communities are experiencing.
We have continued to identify and build on strengths in the voluntary sector and established ideas for change that have been realised via www.wf-i-can.co.uk an emotional wellbeing resources for children and young people via a range of activities delivered through our VCSE Partners. The online offer compliments wider VCSE activities that support young people to develop key skills while having fun.
Our programmes and activities continue to be responsive and flexible to the changing needs and aspirations of children, young people and communities while taking on board best practice such as the importance of being trauma informed and responsive.
Young Healthwatch and the Community Builder Programme amplify the voice of children and young people. This year, children and young people continue to share with us how important it is they have places and people that they can trust that listen to them where they feel safe. They also tell us that that the voluntary sector plays an important role in providing these places and people. Young Healthwatch and our Community Builder both engage young people to promote transformation of services, young people have shared their stories to support changes to services across Wakefield and to promote trauma informed and responsive services.
YLC worked strategically and operationally within the district as part of Wakefield Families Together, Young Lives and members continued to engage with ‘Wakefield Families Together.’ YLC alongside Public Health lead on www.wf-i-can.co.uk as the sister site to the Resilience Framework, it is promoted via our partners via a range of apps such as ‘Wakey Wellness’ ‘Growing Healthy’ 0-19 app this assists consistent messages to be shared with children, young people and families supported by the VCSE and partners. This year WF-I-Can saw people use the site on 5,443 sessions, on average people viewed 4.7 pages, and on average, each session lasted 1 minute and 29 seconds.
4
Young Lives Consortium
Trustees' report (continued) for the year ended 31 March 2024
Achievements and performance (continued)
We continue to listen to children and young people to improve and change the site. We have secured funding for a relaunch to ensure the site remains relevant to children and young people. Children and young people learn about the site and activities through the WF-I-Can Van, in schools and communities through partnerships with organisations and they play a significant role in contributing to the development of the site and developing the van. Most recently young people met with the Children’s Commissioner’s office. Here they shared their work on developing the mobile youth van and shared their lived experiences. Where possible young people take over the site and develop challenges which the wider community engage with. The site and activities continue to develop with the support of the YLC team, VCSE partners and colleagues, for example our VCSE partners have developed the WF-I-Can mobile youth van engaging with young people in communities, delivering outreach taking services out to children, young people, and communities to respond to young people and community needs
YLC have continued to facilitate the partnership that delivers the Postvention Offer, providing trauma informed responses to young people aged 14- 25 that have experienced a sudden death, the project provides a breadth of support providing support to communities and person centred support to individuals. YLC have also participate in facilitating Programmes responding to young people’s requests for example Trauma Informed Mentoring – here we have participated in co-producing a programme Changing Our Direction building on young people’s requests for one-to-one work this programme specifically aims to support young people that self-harm.
Young Lives Consortium works to extend the participation in the voluntary sector of sections of underrepresented communities. This year we have continued to work with our diverse communities in Wakefield via training and exploring trauma informed practices. Our work with Healthwatch supports Young Lives to actively seek and represent the views of children, young people and families to policy makers and service providers. The work of Young Healthwatch has also supported young people to continue to take the lead in developing activities for their peers to reduce the stigma of mental health. We share learning and research with the wider voluntary and community sector and partners and embed this into our future actions.
Strategic Review and Organisational Development Report - Plans for future periods
Overview
Over the past two years, Young Lives Consortium (YLC) has undertaken a comprehensive Strategic Review to enhance governance, refine its strategic direction, and restructure its operational model. This initiative, launched by the Trustees in October 2022, aimed to ensure long-term sustainability, improve capacity-building, and strengthen the organisation’s ability to deliver its mission effectively.
Achievements
1. Completion of Strategic and Business Plan Development
-
A clear, forward-looking Strategic and Business Plan has been finalised and implemented, guiding our organisational priorities and decision-making.
-
This plan ensures alignment with the needs of our stakeholders and enhances the impact of our services.
2. Governance Review and Strengthening
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Governance structures have been assessed and improved, ensuring compliance with best practices and regulatory requirements.
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Policies and procedures have been revised to reflect a more transparent and accountable framework. - Recruitment of new Trustees is underway to bring in diverse skills and perspectives, further strengthening governance and leadership.
3. Restructuring of Operational and HR Functions
-
A new operational structure has been successfully implemented, designed to improve efficiency, collaboration, and service delivery.
-
HR functions have been enhanced, including clearer role definitions, capacity-building initiatives, and support mechanisms for staff and volunteers.
5
Young Lives Consortium
Trustees' report (continued) for the year ended 31 March 2024
Strategic Review and Organisational Development Report - Plans for future periods (continued)
Future Plans
While the major restructuring phase has been completed, YLC remains committed to continuous improvement. Our focus moving forward includes:
-
1 Strengthening Governance Practices
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Ongoing assessment and refinement of governance structures to ensure they remain fit for purpose.
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Recruitment of new Trustees to enhance board capacity and diversity.
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Continued training and development opportunities for Trustees and staff to uphold high governance standards.
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2 Implementing and Reflecting on Strategic Direction
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Regular reviews of the Strategic Plan to ensure it remains relevant and responsive to emerging challenges and opportunities.
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Engagement with stakeholders, including young people, partners, and funders, to ensure our direction reflects their needs.
Embedding the New Operational Structure
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Monitoring and evaluating the effectiveness of the new structure to ensure it enhances our operational capabilities.
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Strengthening internal processes to promote sustainability, collaboration, and innovation.
Conclusion
The successful completion of this review and the recruitment of the new team marks a significant milestone for Young Lives Consortium. With stronger governance, a clearer strategic direction, and an enhanced operational model, we are well-positioned to continue delivering meaningful impact. The recruitment of new Trustees will further bolster our leadership, ensuring we remain a resilient and effective organisation serving VCSE groups that work alonsgide children, young people, families and communities.
Financial review
The net income for the year was £97,117, including net income of £95,053 on unrestricted funds and net income of £2,064 on restricted funds.
Reserves policy
The charity's free reserves, excluding fixed assets, at the year end were £252,875.
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1.0 Young Lives is committed to developing its reserves to:
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1.1 Meet contractual liabilities should the organisations have to close. This includes redundancy pay, amounts due to creditors and commitments under leases.
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1.2 To meet unexpected costs like break down of essential office machinery, staff cover re illness, maternity leave, parental leave, and legal costs defending the organisations interests
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1.3 To replace equipment as it wears out.
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1.4 Ensure that the organization can continue to provide a stable and quality service to those who need them. Within this context to minimize recruitment, staff training, staff induction and marketing costs by avoiding the need for redundancies caused by financial crisis.
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1.5 To provide working capital when funding is paid in arrears and place the charity in a position where it could bid for ESF funding which can be paid up to 12 months in arrears.
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1.6 From time to time funding has certain restrictions which mean that by law it must be held in a restricted reserves until it is spent in line with the funding agreement.
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2.0 Young Lives funding.
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2.1 Young Lives is currently funded by different funding streams. Young Lives has commitment from two funders in the new financial year, there are a two additional funding stream that are currently being negotiated.
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Young Lives Consortium
Trustees' report (continued) for the year ended 31 March 2024
Reserves policy (continued)
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2.2 Whilst this range of funding creates a high level of administration it does provide some security in so far as at any point in time some funders are likely to be in place.
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2.3 Young Lives aims to plan its fund raising in advance having an eighteen month view of the cash flow. Typically, it takes 12 months to secure a new funder from initial research through the application process to receiving the first cheque.
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2.4 Young Lives has established relationships of repeat funding with the NOVA and with the Mental Health Alliance. We make assessments of the risk that a funder will not renew on an annual basis.
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3.0 A prudent level of reserves
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3.1 Young Lives aims to develop reserves in the band 16% to 28% of current expenditure.
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3.2 Were Young Lives to close the organisation would incur a number of winding up costs. Which are budgeted for.
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3.3 Costs of closure Redundancy costs are understood and forecast each year and payable by Young Lives Costs associated with closure e.g. auditing of accounts are also incorporated into the forecast.
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4.0 Assuming an ongoing organisation There are a number of events that could occur during a year that are generally not budgeted for and would be typically funded from reserves.
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4.1 Other areas to develop the policy to include :
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4.2 The probability of all staff being sick for their maximum entitlement in one year is very low £3,330
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4.3 Other types of leave requiring cover: maternity leave; parental leave; adoption leave etc. £2,000
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4.4 Unexpected replacement of machinery £1,000
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4.5 Provision to cover unexpected loss of a regular funder. £10,000
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4.6 Young Lives is ensuring reserves are built to this capacity to manage these risks in future
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4.7 It is assumed that most capital purchases will be funded from specific grants for capital purchases.
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5.0 Potential for short time working.
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5.1 If reserves could be developed to ensure redundancy can be paid. In the event of a financial crisis the organisation does have a good relationship with its staff and the options of part-time working and short term lay-offs would also be considered. It should though be noted that increasingly funding is related to out puts and a move to part-time working could jeopardise some funding.
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6.0 Restricted Funds
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6.1 Cash is funded by trusts and grants. For this reason, most funding is restricted in some way. Liabilities such as redundancy payments are incurred whilst this funding is spent. An item is included for contingent liabilities like redundancy costs in all funding applications.
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7.0 Establishing and maintaining a prudent level of reserves.
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7.1 Young Lives is a relatively new organisation and is committed to developing reserves and aims to develop reserves to at least 16% of expenditure over the next four years. This could be achieved by increased fund raising, increasing earned income or reducing expenditure.
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7.2 If reserves exceed 28% of expenditure Young Lives will consider the likely expenditure over the next two years and aim for reserves to be less than 28% of turnover by the end of two years. This could be achieved by reducing fund raising, allocating less time staff time to earned income activities, reducing prices, or increasing "free" activities and so increasing expenditure. Increasing "free" activities could be one off in areas like courses and fact sheets or expanding the organisation generally. In the latter case due attention will be paid to identifying funding that would sustain the expansion after the reserves had been brought below 28% of expenditure. If Young Lives turnover is growing year on year this might mean that there is no need to reduce reserves for the target to be met within two years.
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8.0 Bringing actual reserves into line with the policy.
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8.1 Reserves are developed for Young Lives with its current staff team.
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Young Lives Consortium
Trustees' report (continued) for the year ended 31 March 2024
Reserves policy (continued)
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9.0 Monitoring and reviewing of reserves policy.
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9.1 The trustees will consider current costs of closure and examine the level of reserves each year when setting the following years budget.
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9.2 This reserves policy will be reviewed every two years.
Approved by the board of trustees on 31/1/2025
Mohammed Ayub (Trustee)
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Young Lives Consortium
Independent examiner's report to the trustees of Young Lives Consortium
I report to the charity trustees on my examination of the accounts of the CIO for the year ended 31 March 2024, which are set out on pages 10 to 21.
Responsibilities and basis of report
As the charity trustees of the CIO you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 ('the Act').
I report in respect of my examination of the CIO's accounts as carried out under section 145 of the 2011 Act. In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.
Independent examiner's statement
Since the CIO's gross income exceeded £250,000 your examiner must be a fellow of a body listed in section 145 of the 2011 Act.
I confirm that I am qualified to undertake the examination because I am a fellow of ACCA which is one of the listed bodies.
I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
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1 accounting records were not kept in respect of the charity as required by section 130 of the Charities Act; or
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2 the accounts do not accord with those records; or
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3 the accounts do 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 no concerns and 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.
Alan Dodd FCCA
31/1/2025
West Yorkshire Community Accountancy Service CIO
Stringer House 34 Lupton Street Leeds LS10 2QW
9
Young Lives Consortium Statement of Financial Activities
(including summary income and expenditure account) for the year ended 31 March 2024
| Notes 2024 Unrestricted funds £ Income from: Donations and legacies (2) 5,000 Charitable activities (3) 167,121 Bank Interest 157 Total income 172,278 Expenditure on: Charitable activities (4) 128,998 Total expenditure 128,998 Net income / (expenditure) 43,280 Transfers between funds 51,773 Net movement in funds 95,053 Fund balances brought forward 157,822 Fund balances carried forward (5) 252,875 |
2024 Restricted funds £ 160,131 - - 160,131 106,294 106,294 53,837 (51,773) 2,064 450,235 452,299 |
2024 Total funds £ 165,131 167,121 157 332,409 235,292 235,292 97,117 - 97,117 608,057 705,174 |
2023 Total funds £ 246,697 309,891 61 |
|---|---|---|---|
| 556,649 | |||
| 450,512 | |||
| 450,512 | |||
| 106,137 - |
|||
| 106,137 501,920 |
|||
| 608,057 |
All incoming resources and resources expended derive from continuing activities.
10
Young Lives Consortium
Balance sheet
| as at 31 March 2024 2024 Unrestricted £ Fixed assets Tangible assets (6) - Total fixed assets - Current assets Debtors and prepayments (7) 43,886 Cash at bank and in hand (8) 232,201 Total current assets 276,087 Current liabilities: amounts falling due within one year Creditors and accruals (9) 23,212 Total current liabilities 23,212 Net current assets / (liabilities) 252,875 Net assets 252,875 Funds Unrestricted funds 252,875 Restricted funds (5) - Total funds 252,875 |
2024 Restricted £ - - 44,823 438,045 482,868 30,569 30,569 452,299 452,299 - 452,299 452,299 |
2024 Total £ - - 88,709 670,246 758,955 53,781 53,781 705,174 705,174 252,875 452,299 705,174 |
2023 Total £ 738 |
|---|---|---|---|
| 738 | |||
| 127,965 587,821 |
|||
| 715,786 | |||
| 107,729 | |||
| 107,729 | |||
| 608,057 | |||
| 608,795 | |||
| 157,822 450,235 |
|||
| 608,057 |
The financial statements were approved by the board of trustees on 31/1/2025
Mohammed Ayub (Trustee)
11
Young Lives Consortium
Statement of cash flows
for the year ended 31 March 2024
| Cash flows from operating activities: Net cash provided by (used in) operating activities Cash flows from investing activities: Bank interest Purchase of tangible fixed assets (excluding donated assets) Net cash provided by (used in) investing activities Cash flows from financing activities: Repayments on borrowing Cash inflows from new borrowing Net cash provided by (used in) financing activities Change in cash and cash equivalents in the reporting period Cash and cash equivalents at the beginning of the reporting period Cash and cash equivalents at the end of the reporting period Adjustments for: Depreciation charges Bank interest (Increase) / decrease in debtors Increase / (decrease) in creditors Net cash provided by (used in) operating activities Analysis of cash and cash equivalents Notice deposits (less than 30 days) Total cash and cash equivalents Reconciliation of net movement in funds to net cash flow from operating activities Net movement in funds for the reporting period (as per the statement of financial activities) Cash in hand |
2024 £ 82,268 157 - 157 - - - 82,425 587,821 670,246 2024 £ 97,117 - (157) 39,256 (53,948) 82,268 2024 £ 24 670,222 670,246 |
2023 £ |
|---|---|---|
| 366,023 | ||
| 61 - |
||
| 61 | ||
| - - |
||
| - | ||
| 366,084 221,737 |
||
| 587,821 | ||
| 2023 £ 106,137 738 (61) 202,883 56,326 |
||
| 366,023 | ||
| 2023 £ 24 587,797 |
||
| 587,821 |
12
Young Lives Consortium
Notes to the accounts
for the year ended 31 March 2024
1 Accounting policies
Basis of accounting
These accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note(s) to these accounts. The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) and with the Charities Act 2011.
The charity constitutes a public benefit entity as defined by FRS 102. There has been no change to the accounting policies since last year. No changes have been made to the accounts for previous years.
Going concern
The trustees are satisfied that there are no material uncertainties about the charity's ability to continue.
Incoming resources
All incoming resources are included in the Statement of Financial Activities (SOFA) when the charity becomes entitled to the resources, if it is more likely than not that the trustees will receive the resources and the monetary value can be measured with sufficient reliability.
Grants and donations
Grants and donations are only included in the SOFA when the charity has unconditional entitlement to the resources.
Where grants are related to performance and specific deliverables, they are accounted for as the charity earns the right to consideration by its performance.
Expenditure and liabilities
Expenditure is recognised on an accrual basis as a liability is incurred. Liabilities are recognised where it is more likely than not that there is a legal or constructive obligation committing the charity to pay out the resources and the amount of the obligation can be measured with reasonable certainty.
Grants payable with performance conditions
Where the charity gives a grant with conditions for its payment being a specific level of service or output to be provided, such grants are only recognised in the SoFA once the recipient of the grant has provided the specified service or output.
Grants payable without performance conditions
Where there are no conditions attaching to the grant that enables the donor charity to realistically avoid the commitment, a liability for the full funding obligation must be recognised.
Taxation
As a charity the organisation benefits from rates relief and is generally exempt from income tax and capital gains tax but not from VAT. Irrecoverable VAT is included in the cost of those items to which it relates.
Tangible fixed assets
Tangible fixed assets costing more than £1000 are capitalised and included at cost including any incidental expenses of acquisition. Gifted assets are shown at the value to the charity on receipt. Depreciation is provided on all tangible fixed assets at rates calculated to write off the cost on a straight line basis over their expected useful economic lives as follows: Computer equipment: over 3 years
13
Young Lives Consortium
Notes to the accounts
for the year ended 31 March 2024
1 Accounting policies continued
Pensions
The charity operates a defined contribution scheme for the benefit of its employees. The costs of contributions are recognised in the year they are payable.
Fund accounting
Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity.
Restricted funds are subjected to restrictions on their expenditure imposed by the donor or through the terms of an appeal.
Further explanation of the nature and purpose of each fund is included in the notes to the accounts.
Leases
Rents under operating leases are charged on a straight line basis over the lease term or to an earlier date if the lease can be determined without financial penalty.
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Young Lives Consortium
Notes to the accounts continued
for the year ended 31 March 2024
| 2 Donations and legacies NOVA WY Police and Crime Commissioner (WYPCC) Wakefield Clinical Commissioning Group (CCG) Wakefield Metropolitan District Council (WMDC) Wakefield and District Health and Community Support (WDHCS) Kids Yorkshire and Lincolnshire (Kids) SWY Mental Health Tust (SWYMHT) WY Health and Care Partnership 3 Charitable activities income Service contracts Training Other service income 4 Charitable activities expenditure Activities undertaken directly £ 131,675 131,675 4a Support costs Fundraising activity Support cost type £ Management and admin salaries - Development worker salaries - Financial management support - Human resources - Payroll fees - Independent examination - Memberships and subscriptions - - Advancement in life of children and young people |
2024 Unrestricted funds £ - - - - - - - 5,000 - 5,000 2024 Unrestricted funds £ 157,750 8,280 1,091 167,121 Grant funding of activities £ 66,011 66,011 Charitable activity £ 26,829 - 2,859 4,875 661 - 223 35,446 |
2024 Restricted funds £ 29,696 - 39,823 43,112 - 42,500 5,000 - - 160,131 2024 Restricted funds £ - - - - Support costs £ 37,606 37,606 Governance activity £ - - - - - 2,160 - 2,160 |
2024 Total funds £ 29,696 39,823 43,112 - 42,500 5,000 5,000 - 165,131 2024 Total funds £ 157,750 8,280 1,091 167,121 2024 Total cost £ 235,292 235,292 2024 Total cost £ 26,829 - 2,859 4,875 661 2,160 223 37,606 |
2023 Total funds £ 28,000 6,543 98,154 4,000 25,000 85,000 - - - |
|---|---|---|---|---|
| 246,697 | ||||
| 2023 Total funds £ 275,572 1,380 32,939 |
||||
| 309,891 | ||||
| 2023 Total cost £ 450,512 |
||||
| 450,512 | ||||
| 2023 Total cost £ 10,683 - 2,727 7,710 835 2,160 198 |
||||
| 24,313 |
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Young Lives Consortium
Notes to the accounts continued
for the year ended 31 March 2024
| 4b Charitable activities expenditure detail Salaries, NICs and pensions (Note 4c) Staffing: payroll expenses Staffing: professional fees Staffing: administrative support Other staffing: travel and training Grants paid to others (Note 4d) Premises Insurance Materials and resources Stationery and postage Computer and internet Printing and reproduction Telephone Publicity Bank charges Independent examination Miscellaneous expense Subscriptions HR support Professional fees Depreciation Grant repayment 4c Staff costs and numbers Gross salaries Social security costs Employment allowance Pensions |
2024 Unrestricted funds £ 56,669 661 11,860 - 1,337 142 9,246 1,857 1,223 707 4,332 147 2,588 555 154 2,160 18 223 4,875 30,244 - - 128,998 |
2024 Restricted funds £ 22,703 - 13,273 - 605 65,869 1,198 - 415 251 1,933 - - - - - 7 - - 40 - - 106,294 |
2024 Total cost £ 79,372 661 25,133 - 1,942 66,011 10,444 1,857 1,638 958 6,265 147 2,588 555 154 2,160 25 223 4,875 30,284 - - 235,292 2024 £ 74,667 6,404 (5,000) 3,301 79,372 |
2023 Total cost £ 143,020 835 17,928 500 719 217,561 7,571 1,466 4,211 1,566 2,052 - 2,725 - 72 2,160 250 198 7,710 4,417 738 34,813 |
|---|---|---|---|---|
| 450,512 | ||||
| 2023 £ 131,437 11,532 (5,000) 5,051 |
||||
| 143,020 |
The average number of employees during the year was 3.4, being an average of 2.7 full time equivalent (2023: 6.1, 4.7 FTE). There were no employees with emoluments above £60,000.
| Defined contribution pension scheme | 2024 | 2023 |
|---|---|---|
| £ | £ | |
| Costs of the scheme to the charity for the year | 3,301 | 5,051 |
| Amount of any contributions outstanding at the year end | - | 92 |
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Young Lives Consortium
Notes to the accounts continued
for the year ended 31 March 2024
4d Grant making
| Project or activity Community Navigator: Futures in Mind CYP Emotional Well-being Domestic Abuse Project Nova Covid Recovery Emotional wellbeing Suicide Post Vention The Art House Violence Reduction Coop Safe Spaces Changing our direction Mobile Youth club Total |
2024 2023 Grants to Grants to institutions institutions £ £ - 116,380 23,750 31,667 2,200 200 - 7,605 26,213 24,245 101 - - 5,789 720 834 12,885 2,050 142 28,791 66,011 217,561 |
|---|---|
| 5 Restricted funds Balance b/f £ Big Lottery Safeguarding 1,813 Kids - Changing Our Direction 73,933 CCG - Futures in Mind 85,511 CCG - Domestic Abuse Project 28,749 Coop Safe Spaces 20,118 Covid Recovery Emotional Welbeing 40,371 Framework 4,886 NOVA - HPOC 26,143 WMDC - Learning Café 15,125 NOVA 38,124 CCG - Suicide Postvention worke 49,915 WYPCC - Violence Reduction 9,797 Prosper 25,000 Public Health WF I-CAN - CCG- Recovery Collage 16,215 SWYPFT - The Art House 2,382 WMDC - GLO 4,522 Learning Disability 3,771 WMDC - Agbrigg community project 3,860 450,235 |
Incoming £ - 42,500 - - - - - - - 29,696 39,823 21,227 - 21,885 - 5,000 - - - - 160,131 |
Outgoing £ 500 20,295 - 23,750 3,650 - - - 960 23,091 30,913 2,734 - - - 300 101 - - - 106,294 |
Transfers Balance c/f £ £ - 1,313 (12,748) 83,390 - 85,511 (4,999) - (2,300) 14,168 (3,900) 36,471 (4,886) - (2,600) 23,543 (1,300) 12,865 (4,125) 40,604 (7,965) 50,860 (1,000) 27,290 (5,000) 20,000 - 21,885 (950) 15,265 - 4,700 - 2,281 - 4,522 - 3,771 - 3,860 (51,773) 452,299 |
|---|---|---|---|
17
Young Lives Consortium
Notes to the accounts continued
for the year ended 31 March 2024
5 Restricted funds (continued)
Fund name Purpose of restriction Big Lottery Safeguarding To deliver safeguarding support to the sector. Kids - Changing Our Direction To co-produce a trauma-informed mentoring model to cascade among VCSE organisations to promote positive wellbeing and promote positive coping strategies for young people to manage life experiences, changes, and difficulties. CCG - Futures in Mind Funding to co-produce a community integrated response to improve children and young people’s emotional wellbeing and mental health, developing resilience of children and young people. CCG - Domestic Abuse Project To deliver specialist domestic abuse support to victims and their children who are residing in safe accommodation as set out in the domestic Abuse Act 2021. Coop Safe Spaces To work with groups and a drop in service for Young People to come and feel safe. Covid Recovery Emotional Series of interventions with young people during and post Covid to improve emotional wellbeing as part of Wakefield Families Together programme. Framework Funding for developing the framework for Wakefield District held grant for NOVA and paid for Consultant. NOVA - HPOC Harnessing the Power of Community - for community organisations to innovate on delivering health and care outcomes. WMDC - Learning Café For the development of a community learning space and creative learning activities at the Ridings Centre, Wakefield. NOVA Funding to provide infrastructure support to the children and young people’s sector including using NOVA Assist and Safeguarding Audit Tools, provide workforce development opportunities and facilitate co-producing opportunities to share best practice, network and shape services.
CCG - Suicide Postvention workeTo employ a Postvention Support Worker to support YP aged 16 – 25 years old, who have been affected by suicide around the Wakefield District. WYPCC - Violence Reduction Funding to deliver detached at Upton, arts acts activities with school and develop. Education package and film to cascade the film and education resources across the District. Prosper To employ a Under 5's Development Lived Experience Worker work to amplify the voice of the under 5's VCSE and engage with the community using the Risk and Resilience strengths based approach to develop a an offer to meet the needs and aspirations of the children and families under 5's. Public Health WF I-CAN To develop the WF-I- Can website and provide face to face and social media content to promote engagement of children and young people. CCG- Recovery Collage To develop and promote activities that can be promoted through the 'Discovery College' for 16-25 year olds. SWYPFT To work with young people to develop an event to promote young people's engagement in the Trust The Art House Towards utility costs at The Ridings
18
Young Lives Consortium
Notes to the accounts continued
for the year ended 31 March 2024
5 Restricted funds (continued)
Fund name Purpose of restriction WMDC - GLO To roll out 5 projects across the district to support young women build self esteem and confidence and reduce risks associated with child exploitation. Learning Disability To set up a self advocacy group for young adults with learning disabilities in Wakefield. WMDC - Agbrigg community Engaging in the community building relationships with local young project Meeting and engaging with young people in the streets and park.
All transfers are for a contribution to office and premises costs, governance and other staffing costs.
| 6 7 **8 ** |
Tangible assets Cost At 1 April 2023 Additions At 31 March 2024 Depreciation At 1 April 2023 Charge for year At 31 March 2024 Net book value At 31 March 2024 At 31 March 2023 Debtors and prepayments Debtors Prepayments Accrued income Other debtors Cash at bank and in hand Cash at bank Cash in hand |
£ 4,520 - 4,520 4,520 - 4,520 - - 2024 £ 86,949 1,746 - 14 88,709 2024 £ 670,222 24 670,246 Office equipmen t |
Total £ 4,520 - |
|---|---|---|---|
| 4,520 | |||
| 4,520 - |
|||
| 4,520 | |||
| - | |||
| - | |||
| 2023 £ 90,501 1,263 36,201 - |
|||
| 127,965 | |||
| 2023 £ 587,797 24 |
|||
| 587,821 |
19
Young Lives Consortium
Notes to the accounts continued
for the year ended 31 March 2024
| 9 Creditors and accruals Creditors Accruals Deferred income (see note below for analysis) Taxation and social security Other creditors Deferred income Safetalk training (training not yet delivered) Community builder Mobile youth club Nova grant |
2024 £ 26,941 11,669 15,000 171 - 53,781 Deferred to next year £ 171 - - - 171 |
2023 £ 7,296 24,060 76,281 - 92 |
|---|---|---|
| 107,729 | ||
| Released from last year £ 20,014 20,304 21,463 14,500 |
||
| 76,281 |
10 Related party transactions
Trustee expenses
No trustee received any expenses during this year or the previous year.
Trustee remuneration and benefits
No trustee received any remuneration or benefit during this or the previous year.
Remuneration and benefits received by key management personnel
The total employee benefits received by key management personnel were £37,989 (previous year: £38,285).
20
Young Lives Consortium
Statement of Financial Activities including comparatives for all funds (including summary income and expenditure account) for the year ended 31 March 2024
| 2024 2023 Unrestricted Unrestricted funds funds £ £ Income Donations and legacies 5,000 - Charitable activities 167,121 304,327 Bank Interest 157 61 Total income 172,278 304,388 Expenditure Charitable activities 128,998 274,220 Total expenditure 128,998 274,220 Net income / (expenditure) 43,280 30,168 Transfers between funds 51,773 (23,905) Net movement in funds 95,053 6,263 Fund balances brought forward 157,822 151,559 Fund balances carried forward 252,875 157,822 |
2024 Restricted funds £ 160,131 - - 160,131 106,294 106,294 53,837 (51,773) 2,064 450,235 452,299 |
2023 Restricted funds £ 246,697 5,564 - 252,261 176,292 176,292 75,969 23,905 99,874 350,361 450,235 |
2024 Total funds £ 165,131 167,121 157 332,409 235,292 235,292 97,117 - 97,117 608,057 705,174 |
2023 Total funds £ 246,697 309,891 61 |
|---|---|---|---|---|
| 556,649 | ||||
| 450,512 | ||||
| 450,512 | ||||
| 106,137 - |
||||
| 106,137 501,920 |
||||
| 608,057 |
21