## Young Lives Consortium
Charity number 1170269
Annual Report and Financial Statements
for the year ended 31 March 2025
Young Lives Consortium
## Annual Report and Financial Statements for the year ended 31 March 2025
|**Contents**|**Page**|
|---|---|
|Trustees' report|2 to 7|
|Examiner's report|8|
|Statement of financial activities|9|
|Balance sheet|10|
|Notes to the accounts|11 to 19|
**Prepared by West Yorkshire Community Accountancy Service CIO**
1
## Young Lives Consortium
## Trustees' report for the year ended 31 March 2025
## **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 Dates**
**Position Dates** Mohammed Ayub Co-chair Bernadette O'Brien Co-chair Ann Tosta Treasurer Hazel Bell Stan Foster Eleanor Bradbury Jacqueline Craven
Appointed 29 January 2025 Resigned December 2024
**Charity number** 1170269
Registered in England and Wales
## **Registered and principal address**
**Registered and principal address Bankers** 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.
2
## Young Lives Consortium
## Trustees' report (continued) for the year ended 31 March 2025
## **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.
## **The charity's main activities**
Young Lives Consortium (YLC) facilitates networks, training and partnerships among Voluntary, Community and 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.
This year has seen an increase in activity, alongside the Mental Health Alliance and the Community Builder role, the under 5’s VCSE Sector.
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 the lives of children and young people. We review our activities against our purpose and objectives.
Young Lives Consortium uses the Risk and Resilience Framework to support our activities to demonstrate impact. 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 of 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 undertake this regionally and nationally.
3
## Young Lives Consortium
## Trustees' report (continued) for the year ended 31 March 2025
## **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 over 300 participants take up a range of learning opportunities which included increasing awareness of safeguarding children and adults living in vulnerable circumstances, suicide prevention, risk and resilience. Opportunities to network and co-produce Wakefield District’s Children’s Plan amplifying the voice of young people engaged in voluntary and community organisations.
The Ebulletin continues to connect 400 contacts (often cascaded) to activities and opportunities and best practice across the workforce including LA and NHS colleagues and opportunities. Promoting Safeguarding messages from the Safeguarding Children Partnership.
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, participating in the leadership course for children and young people.
Young Lives Consortium partnership with NOVA is key to developing and improving the services of children and young people’s organisations in terms of efficiency, effectiveness and quality through the Third Sector Framework and the development of VCSE Voices.
## _Working in Partnerships_
YLC achievements are strengthened by having greater capacity in the team to develop our partnerships with VCSE organisations and colleagues, young people and wider partners in responding to the strengths within communities and the significant demands which children, young people, and communities are experiencing. The consistency of the offer provided by our members ensure trust and consistency for young people.
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, the WF-I- Can Van provides an opportunity for young people to access trusted adults in the community.
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. Young People continue to share how 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. 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. We have supported work with Young Carers, Care experience young people and the Build Our Futures Events. Working alongside the Princes Trust 11 young people led on developing running and evaluating an event to promote Mental Health and demonstrate the difference of young person led activities can make in supporting positive change for young people.
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.
We continue to listen to children and young people to improve and change the site. We have relaunched the site and expanded the post 16 section co-developing and creating the site with young people.
4
## Young Lives Consortium
## Trustees' report (continued) for the year ended 31 March 2025
## **Achievements and performance (continued)**
Children and young people learn about the site and engage in emotional wellbeing activities through the WF-ICan 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. Where possible young people continue to take over the site and develop challenges which the wider community engage with, as part of this young people have developed activities and ideas for 5 ways to wellbeing. Working in partnership facilitated by the YLC team, young people, VCSE partners and colleagues, continue to develop 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 16- 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 this year evaluated the Changing Our Direction Trauma Informed Mentoring programme and the recommendation to develop a toolkit for universal VCSE services was made to assist and promote protective factors to prevent self-harm.
Young Lives Consortium works to extend the participation in the voluntary sector of sections of underrepresented communities. This year we continue to engage with our diverse communities in Wakefield via training and exploring trauma informed practices. Our safeguarding training and engagement and Healthwatch support 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.
## **Financial review**
The net income for the year was £36,170, including net income of £40,516 on unrestricted funds and net expenditure of £4,346 on restricted funds, after transfers.
## **Reserves policy**
The charity's free reserves, excluding fixed assets, at the year end were £286,431.
- 1.0 Young Lives is committed to developing its reserves to:
- 1.1 Meet contractual liabilities should the organisation have to close. This includes redundancy pay, amounts due to creditors and commitments under leases.
- 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 organisation's interests
- 1.3 To replace equipment as it wears out.
- 1.4 Ensure that the organisation 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.
- 1.5 To provide working capital when funding is paid in arrears and place the charity in a position where it could bid for funding which can be paid up to 12 months in arrears.
- 1.6 From time to time funding has certain restrictions which mean that by law it must be held in a restricted reserve until it is spent in line with the funding agreement.
5
## Young Lives Consortium
## Trustees' report (continued) for the year ended 31 March 2025
## **Reserves policy (continued)**
- 2.0 Young Lives funding.
- 2.1 Young Lives is currently funded by different funding streams. Young Lives has commitment from five funders in the new financial year, there are two additional funding streams that are currently being negotiated.
- 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.
- 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.
- 2.4 Young Lives has established relationships of repeat funding with NOVA, Healthwatch and with the Mental Health Alliance. We make assessments of the risk that a funder will not renew on an annual basis.
- 3.0 A prudent level of reserves
- 3.1 Young Lives aims to develop reserves in the band 16% to 28% of current expenditure.
- 3.2 Were Young Lives to close the organisation would incur a number of winding up costs, which are budgeted for.
- 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.
- 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.
- 4.1 Other areas to develop the policy to include:
- 4.2 The probability of all staff being sick for their maximum entitlement in one year is very low £3,330
- 4.3 Other types of leave requiring cover: maternity leave; parental leave; adoption leave etc. £2,000
- 4.4 Unexpected replacement of machinery £1,000
- 4.5 Provision to cover unexpected loss of a regular funder. £10,000
- 4.6 Young Lives is ensuring reserves are built to this capacity to manage these risks in future
- 4.7 It is assumed that most capital purchases will be funded from specific grants for capital purchases.
- 5.0 Potential for short time working.
- 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 outputs and a move to part-time working could jeopardise some funding.
- 6.0 Restricted Funds
- 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.
6
## Young Lives Consortium
## Trustees' report (continued) for the year ended 31 March 2025
## **Reserves policy (continued)**
- 7.0 Establishing and maintaining a prudent level of reserves.
- 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.
- 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.
- 8.0 Bringing actual reserves into line with the policy.
- 8.1 Reserves are developed for Young Lives with its current staff team.
- 9.0 Monitoring and reviewing of reserves policy.
- 9.1 The trustees will consider current costs of closure and examine the level of reserves each year when setting the following years budget.
- 9.2 This reserves policy will be reviewed every two years.
Approved by the board of trustees on 12/3/2026
Mohammed Ayub (Trustee)
7
## 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 2025, which are set out on pages 9 to 19.
## **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:
1 accounting records were not kept in respect of the charity as required by section 130 of the Charities Act; 2 the accounts do not accord with those records; or
- 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
12/3/2026
## **West Yorkshire Community Accountancy Service CIO**
Stringer House 34 Lupton Street Leeds LS10 2QW
8
## Young Lives Consortium
## Statement of Financial Activities
## (including summary income and expenditure account) for the year ended 31 March 2025
|Notes
2025
Unrestricted
funds
£
**Income from:**
Donations and legacies
(2)
-
Charitable activities
(3)
150,015
Bank interest
165
**Total income**
150,180
**Expenditure on:**
Charitable activities
(4)
163,076
**Total expenditure**
163,076
**Net income / (expenditure)**
(12,896)
**Transfers between funds**
53,412
**Net movement in funds**
40,516
**Fund balances brought forward**
252,875
**Fund balances carried forward**
(5)
293,391|2025
Restricted
funds
£
151,341
-
-
151,341
102,275
102,275
49,066
(53,412)
(4,346)
452,299
447,953|2025
Total
funds
£
151,341
150,015
165
301,521
265,351
265,351
36,170
-
36,170
705,174
741,344|2024
Total
funds
£
165,131
167,121
157
332,409
235,292
235,292
97,117
-
97,117
608,057
705,174|
|---|---|---|---|
All incoming resources and resources expended derive from continuing activities.
9
## Young Lives Consortium
## Balance sheet
|as at 31 March 2025
2025
Unrestricted
£
**Fixed assets**
Tangible assets
(6)
6,960
**Total fixed assets**
6,960
**Current assets**
Debtors and prepayments
(7)
11,079
Cash at bank and in hand
(8)
283,631
**Total current assets**
294,710
**Current liabilities:**
**amounts falling due within one year**
Creditors and accruals
(9)
8,279
**Total current liabilities**
8,279
**Net current assets / (liabilities)**
286,431
**Net assets**
293,391
**Funds**
Unrestricted funds
293,391
Restricted funds
-
**Total funds**
293,391|2025
Restricted
£
-
-
-
449,829
449,829
1,876
1,876
447,953
447,953
-
447,953
447,953|2025
Total
£
6,960
6,960
11,079
733,460
744,539
10,155
10,155
734,384
741,344
293,391
447,953
741,344|2024
Total
£
-
-
88,709
670,246
758,955
53,781
53,781
705,174
705,174
252,875
452,299
705,174|
|---|---|---|---|
The financial statements were approved by the board of trustees on 12/3/2026
Mohammed Ayub (Trustee)
10
## Young Lives Consortium
## Notes to the accounts
## for the year ended 31 March 2025
## **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 £1,000 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 Website: over 3 years
11
## Young Lives Consortium
## Notes to the accounts
for the year ended 31 March 2025
## **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.
12
## Young Lives Consortium
## Notes to the accounts continued
## for the year ended 31 March 2025
|**2 Donations and legacies**
2025
2025
Unrestricted
Restricted
funds
funds
£
£
Kids Yorkshire and Lincolnshire (Kids)
-
42,500
NOVA
-
29,928
Prosper
-
25,000
SWY Mental Health Trust (SWYMHT)
-
-
Wakefield Clinical Commissioning Group (CCG)
-
40,062
Wakefield Metropolitan District Council (WMDC)
-
13,851
WY Health and Care Partnership
-
-
-
151,341
**3 Charitable activities income**
2025
2025
Unrestricted
Restricted
funds
funds
£
£
Service contracts
145,634
-
Training
630
-
Other service income
3,751
-
150,015
-
**4 Charitable activities expenditure**
Activities
Grant
undertaken
funding of
Support
directly
activities
costs
£
£
£
139,754
96,821
28,776
139,754
96,821
28,776
**4a Support costs**
Fundraising
Charitable
Governance
activity
activity
activity
**Support cost type**
£
£
£
Management and admin salaries
-
18,081
-
Financial management support
-
2,527
-
Human resources
-
5,900
-
Payroll fees
-
74
-
Independent examination
-
-
2,160
Memberships and subscriptions
-
35
-
-
26,616
2,160
Advancement in life of children and
young people|2025
Total
funds
£
42,500
29,928
25,000
-
40,062
13,851
-
151,341
2025
Total
funds
£
145,634
630
3,751
150,015
2025
Total
cost
£
265,351
265,351
2025
Total
cost
£
18,081
2,527
5,900
74
2,160
35
28,776|2024
Total
funds
£
42,500
29,696
-
5,000
39,823
43,112
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|
|---|---|---|
13
## Young Lives Consortium
## Notes to the accounts continued
## for the year ended 31 March 2025
|**4b Charitable activities expenditure detail**
2025
Unrestricted
funds
£
Salaries, NICs and pensions (Note 4c)
56,862
Staffing: payroll expenses
74
Staffing: professional fees
9,619
Staffing: redundancy
3,234
Other staffing: recruitment, travel and training
5,165
Grants paid to others (Note 4d)
46,304
Premises
10,643
Insurance
2,222
Materials and resources
3,837
Stationery and postage
663
Computer and internet
2,571
Printing and reproduction
1,065
Telephone
2,549
Publicity
1,201
Bank charges
74
Independent examination
2,160
Miscellaneous expense
202
Subscriptions
35
HR support
-
Professional fees
11,116
Depreciation
3,480
163,076
**4c Staff costs and numbers**
Gross salaries
Social security costs
Employment allowance
Pensions|2025
Restricted
funds
£
41,404
-
150
-
857
50,517
80
-
2,208
-
6,330
36
-
93
-
-
-
-
-
600
-
102,275|2025
Total
cost
£
98,266
74
9,769
3,234
6,022
96,821
10,723
2,222
6,045
663
8,901
1,101
2,549
1,294
74
2,160
202
35
-
11,716
3,480
265,351
2025
£
91,850
7,564
(5,000)
3,852
98,266|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|
|---|---|---|---|
The average number of employees during the year was 3.9, being an average of 3.2 full time equivalent (2024: 3.4, 2.7 FTE). There were no employees with emoluments above £60,000.
|**Defined contribution pension scheme**|2025|2024|
|---|---|---|
||£|£|
|Costs of the scheme to the charity for the year|3,852|3,301|
14
## Young Lives Consortium
## Notes to the accounts continued
## for the year ended 31 March 2025
## **4d Grant making**
|**Project or activity**
Changing our Direction
Girls' Learning Opportunities
Mobile Youth Club
Nova
Suicide Postvention
CYP Emotional Well-being Domestic Abuse Project
The Art House
Coop Safe Spaces
**5 Restricted funds**
Balance b/f
Incoming
£
£
Kids - Changing our Direction
83,390
42,500
Coop Safe Spaces
14,168
-
Covid Recovery Emotional
36,471
-
Wellbeing Fund
Girls' Learning Opportunities
4,522
-
NOVA - HPOC
23,543
-
WMDC - Learning Café
12,865
-
NOVA
40,604
29,928
CCG - Suicide Postvention
50,860
40,062
WYPCC - Violence Reduction
27,290
-
Prosper
20,000
25,000
Public Health WF I-CAN
21,885
13,851
CCG - Recovery College
15,265
-
SWYPFT
4,700
-
Big Lottery Safeguarding
1,313
-
CCG - Futures in Mind
85,511
-
The Art House
2,281
-
Learning Disability
3,771
-
WMDC - Agbrigg Community
3,860
-
452,299
151,341|Outgoing
£
21,691
2,088
120
3,022
3,754
-
22,620
29,800
103
13,091
5,386
-
600
-
-
-
-
-
102,275|2025
Grants to
institutions
£
17,345
3,022
46,304
500
29,650
-
-
-
96,821
Transfers
£
(4,200)
(2,300)
(3,900)
-
(2,396)
(1,300)
(5,963)
(10,000)
(1,000)
(7,500)
(13,590)
(950)
(313)
-
-
-
-
-
(53,412)|2024
Grants to
institutions
£
12,885
-
142
2,200
26,213
23,750
101
720
66,011
Balance c/f
£
99,999
9,780
32,451
1,500
17,393
11,565
41,949
51,122
26,187
24,409
16,760
14,315
3,787
1,313
85,511
2,281
3,771
3,860
447,953|
|---|---|---|---|
15
## Young Lives Consortium
## Notes to the accounts continued
## for the year ended 31 March 2025
## **5 Restricted funds (continued)**
|**Restricted funds (continued)**||
|---|---|
|**Fund name**|**Purpose of restriction**|
|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.|
|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.|
|Girls' Learning Opportunities|To roll out 5 projects across the district to support young women build self|
||esteem and confidence and reduce risks associated with child exploitation.|
|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|To employ aPostventionSupport 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 an Under 5's Development Lived Experience Worker 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 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 College|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|
|Big Lottery Safeguarding|To deliver safeguarding support to the sector.|
|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.|
|The Art House|Towards utility costs at The Ridings|
|Learning Disability|To set up a self advocacy group for young adults with learning disabilities in|
|WMDC - Agbrigg Community|Engaging in the community building relationships with local young people.|
All transfers are for a contribution to office and premises costs, governance and other staffing costs.
16
## Young Lives Consortium
## Notes to the accounts continued
## for the year ended 31 March 2025
|**6 **
**7 **
**8 **
**9 **|**Tangible assets**
**Cost**
At 1 April 2024
Additions
At 31 March 2025
**Depreciation**
At 1 April 2024
Charge for year
At 31 March 2025
**Net book value**
At 31 March 2025
At 31 March 2024
**Debtors and prepayments**
Debtors
Prepayments
Other debtors
**Cash at bank and in hand**
Cash at bank
Cash in hand
**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)|£
-
10,440
10,440
-
3,480
3,480
6,960
-
Website|£
4,520
-
4,520
4,520
-
4,520
-
-
2025
£
9,631
1,448
-
11,079
2025
£
733,436
24
733,460
2025
£
80
5,960
-
3,678
437
10,155
Deferred to
next year
£
-
-
Office
equipment|Total
£
4,520
10,440
14,960
4,520
3,480
8,000
6,960
-
2024
£
86,949
1,746
14
88,709
2024
£
670,222
24
670,246
2024
£
26,941
11,669
15,000
171
-
53,781
Released
from last
year
£
15,000
15,000|
|---|---|---|---|---|
17
## Young Lives Consortium
## Notes to the accounts continued
for the year ended 31 March 2025
## **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 £38,000 (previous year: £37,989).
18
## Young Lives Consortium
## Statement of Financial Activities including comparatives for all funds (including summary income and expenditure account) for the year ended 31 March 2025
|2025
2024
Unrestricted Unrestricted
funds
funds
£
£
**Income**
Donations and legacies
-
5,000
Charitable activities
150,015
167,121
Bank interest
165
157
**Total income**
150,180
172,278
**Expenditure**
Charitable activities
163,076
128,998
**Total expenditure**
163,076
128,998
**Net income / (expenditure)**
(12,896)
43,280
**Transfers between funds**
53,412
51,773
**Net movement in funds**
40,516
95,053
**Fund balances brought forward**
252,875
157,822
**Fund balances carried forward**
293,391
252,875|2025
Restricted
funds
£
151,341
-
-
151,341
102,275
102,275
49,066
(53,412)
(4,346)
452,299
447,953|2024
Restricted
funds
£
160,131
-
-
160,131
106,294
106,294
53,837
(51,773)
2,064
450,235
452,299|2025
Total
funds
£
151,341
150,015
165
301,521
265,351
265,351
36,170
-
36,170
705,174
741,344|2024
Total
funds
£
165,131
167,121
157
332,409
235,292
235,292
97,117
-
97,117
608,057
705,174|
|---|---|---|---|---|
19