2021-03-31-accounts

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Communty Youth Project ol 31. 2021 TOTAL Tyt4è aaa &7n 7n Pwrc41 Lbl 4,948.84 Lb••1481 HllC o. VAT o.fy) £494664 NET CiAENT ASSETS IUAeiLfTIESI TOT￿ ASSETS LE&8 CLf¢AENT UAAUT £4￿29 TOTAL fvSSEfsiuABirtlESI £1,0￿2• Chwty Jrth o. &31052 .1￿23 £4,IM129 1Fty￿￿?

Community Youth Project Finan￿al Activib"e¥ April 2020- March 2021 TOTAL IncoTr Qknaborts aTrJ GrfIA 93.398.48 12.￿￿.59 £105.4Q8.01 Irw TOT £105.4C¢.01 Expbnditurns Grant ,488.27 544.19 Payr(Al Exp8nsg5 3.113.29 19.372.50 24485.79 139.99 Wages Tranir £11A658.24 £.1250.23 £-1,250.23 NEf OPEPATING INCOME NE[ INCOMEIIEXPENDITUREI

Trustees’ Annual Report for the period

From 1[st] April 2020 To: 31[st] March 2021

Charity name: The Manchester Community and Youth Project

Charity registration number: 1170800

Objectives and Activities

	SORP reference
Summary of the purposes of the charity as set out in its governing document	Para 1.17	To help and educate young people, especially, but not exclusively through their leisure time activities so to develop their physical, mental, social, emotional, and spiritual capacities that they may grow to full maturity as individuals and members of society
Summary of the main activities in relation to those purposes for the public benefit, in particular, the activities, projects or services identified in the accounts.	Para 1.17 and 1.19	Our events and activities use social action as an experiential learning device to help young people and community members develop confidence, leadership, communication and other interpersonal, and social skills. We provide opportunities for young people and community members to become volunteers themselves, regardless of their personal background, or circumstances, and often for causes chosen by them. The main activities and services of the charity were: 1. Providing social support, grants and other community services to those of the community affected by the coronavirus. 2. Limited youth club and other social events and activities hosted at local community buildings in and around the Greater Manchester conurbation, but largely hampered by lockdown

Statement confirming whether the trustees have had regard to the guidance issued by the Charity Commission on public benefit	Para 1.18	In compiling the charity’s annual business plan and activities for the year we have kept in mind the Charity Commission’s guidance on public benefit in our planning workshops and meetings.

Additional information (optional) You may choose to include further statements where relevant about:

SORP reference

	SORP reference
Policy on grant making	Para 1.38	The organisation issues Grants in cash and in-kind on specific health and/or social case needs, such as but exclusive to education, travel, sports, and any other developmental activity. Grants in kind include help for young people and youths from impoverished backgrounds with basic household items, utensils, and clothes such as winter wear. When COVID-19 began at the end of previous financial year, we made special considerations for GRANTS for those young people and their families affected by COVID, those were impacted by travel restrictions. As well as special considerations for social action and appeal run by our youth to help those affected by COVID-19
Policy on social investment including program related investment	Para 1.38	NA
Contribution made by volunteers	Para 1.38	Trustees and management team gave their time voluntarily and received no remuneration. Many volunteers donated in-kind, such as food and snacks at the youth club. The local church hall and a couple of local mosques allowed us to use their community spaces, equipment, stationery and printing facilities. We thank them all.
Other

Achievements and Performance

	SORP reference
Summary of the main achievements of the charity, identifying the difference the charity’s work has made to the circumstances of its beneficiaries and any wider benefits to society as a whole.	Para 1.20	In 2020/21 the organisation continued to provide youth activities to the local community. It allowed local youth to develop their leadership capacities by participation in its social action and development challenges, as well camps and trips. The main focus was the development and consolidation of the ManCom Leadership programme for the local youth and energising the community in responding to the Covid-19 pandemic. The Leadership Programme saw over 25 people participate in the social action challenges over a period of 2 weeks. This was less than last year, but still provided much need development for the community. COVID-19 and lockdowns had a profound impact on youth activities. This was mitigated through online activities using ZOOM for peer support and peer networking. The organisation continued to operate through online workshops, seminars and check-ins. There was great deal of focus on Youth and Mental Health, to consider the impact of social isolation and distancing. Youth were provided coaching and mentoring opportunities. Management Tools such as MBTI, Conflict Management Frameworks, workshops on Emotional Intelligence, Communication Skills were used to help the participants reflect and develop. Much of this happened in the online space through webinars The main benefit was that many participants used their skills to help at the youth club, to assist the charity and other local organisations in a voluntary capacity. During peak lockdown this meant providing and coordinating food drives for those in the wider community who lost their jobs, providing coordination of grocery deliveries to the elderly and those shielding away as a result of Covid.

The charity continued to issue grants, of both cash and in-kind, to help youth in poverty, or with health and social care needs, such as that for medical equipment’s or specialist therapies not funded through the NHS. The Boardman Appeal to help children in need in honour of an elderly local community member was again highly successful in helping and in acting as a general welfare fund to help children in need and those families at risk of breakdown with grants of £300 to £500, in purchase of equipment, lessons, therapies, as well as movie/takeaway night as special respite elements for troubled young people and their families. Nearly £12,000 of help was given out to the community through this appeal. The charity also supported a number of able and talented youth with financial support to gain access to training courses. Young people looking for jobs and training opportunities were also assisted in meaningful travel through grants – such as funding travel to job interviews. Grants also support youth and families affected due to bereavement from Covid19. We tried to arrange emotional and psychological support, drop in sessions for youth as well as bereavement counselling input. The Food Drive initiative to help homeless and families financially affected by COVID19 was a much more extensive and expanded affair with literally thousands of individual meals and food rations being provided over the course of the year. Over £26,000 was donated to support our youth run Covid-19 appeal, of which £22k was spent within this financial year. We retained regular donations and built good relationships with the donors. Future plans include strengthening these relationships.

Additional information (optional) You may choose to include further statements where relevant about:

Achievements against objectives set	Para 1.41	The charity had an objective to be self- sufficient to cover its rents and bills, to provide a regular service to the local youth community and to expand and grow its leadership network. These objectives were achieved largely. The organisation had to rely on using funds in the reserves from previous years to cover the deficit. However, there were sufficient reserves there for this purpose.
Performance of fundraising activities against objectives set	Para 1.41	Fundraising targets to be self-sufficient and generate enough to cover regular events and activities were all met, but in future targets need to be revised to build in in contingency costs in the event there is overspend due to emergencies. Gift Aid donations were especially helpful in helping cover the administrative costs and wage related cost. There are a number of unclaimed gift aid-ed donations. In the coming year the charity needs to put in greater admin support in this area to recoup much needed and unclaimed income
Investment performance against objectives	Para 1.41	Not applicable
Other		Not applicable

Financial Review

Financial Review
Review of the charity’s financial position at the end of the period	Para 1.21	The charity had a deficit of nearly £1,250. This was much improved from the previous year. It was primarily because the main income generating camps were cancelled and Covid-19 placed extra administrative burden. The charity stayed away from claiming furlough and any such government assistance, as the aim was to be as self- reliant as much as possible. There were sufficient funds available in from previous years’ fundraising to cover the deficit. However, this identified for us some lessons in cost management, contingency planning, factoring emergency funding in our fundraising efforts. Administration costs included rent of office spaces, bills, cost of fundraising platforms, banking fees, as well as fees for using the online accounting software. To sustain the organisation will continue to require full time office support and there is a possibility that administration costs may increase in the year to come. Around £25,000/year needs to be factored into this. The balance sheet and income/expense statement are attached. The bank account transactions were reconciled using manually as well as through QuickBooks, and the accounts were prepared using the accounting software QuickBooks.
Statement explaining the policy for holding reserves stating why they are held	Para 1.22	The charity shall maintain a minimum of 1000 GBP in reserves part of its Administration Budget.
Amount of reserves held	Para 1.22	5,000 GBP held in Admin Budget
Reasons for holding zero reserves	Para 1.22	Not applicable
Details of fund materially in deficit	Para 1.24	Not applicable
Explanation of any uncertainties about the charity continuing as a going concern	Para 1.23	NA

Additional information (optional) You may choose to include further statements where relevant about:

The charity’s principal sources of funds (including any fundraising)	Para 1.47	The charity is run on the generous donations from the local community and members of the public. We use social media platforms to raised awareness of our appeals. The expenditure of the charity is focused on youth related activities, social action campaigns, as well as grants and awards, as well as other overheads. Switching fundraising platforms after the closure of BT MY Donate to Virgin Donate meant there was a small gap where the organisation was not using fundraising platforms. This required engagement and communication with our regular donors or those who had set-up monthly standing orders.
Investment policy and objectives including any social investment policy adopted	Para 1.46	Not applicable
A description of the principal risks facing the charity	Para 1.46	Our financial risk is tied to our fundraising efforts. As well as escalation of cost impact on our budgets. This is mitigated through holding enough reserves, as well as contingency planning.
Other

Structure, Governance and Management

Description of charity’s trusts:
Type of governing document (trust deed, royal charter)	Para 1.25	The Charity is governed through a constitution.
How is the charity constituted? (e.g unincorporated association, CIO)	Para 1.25	Charitable Incorporated Organisation (Foundation Structure)
Trustee selection methods including details of any constitutional provisions e.g. election to post or name of any person or body entitled to appoint one or more trustees	Para 1.25	Minimum of three trustees, appointed by Board of Trustees, Chairman voted in.

Additional information (optional) You may choose to include further statements where relevant about:

Policies and procedures adopted for the induction and training of trustees	Para 1.51	Previous year to this one had seen the adoption of several new policies on induction, safeguarding, conduct, whistleblowing. The policies were fully embedded and are due for review next year.
The charity’s organisational structure and any wider network with which the charity works	Para 1.51	The charity’s main activities are run by a management teams with volunteers and youth workers with oversight by the Board of Trustees. This however is in the process of being reviewed with a consideration for formal appointment to paid roles
Relationship with any related parties	Para 1.51	NA
Other		NA

Reference and Administrative details

Charity name	The Manchester Community and Youth Project
Other name the charity uses	CYP, MANCOM, Community Youth Project
Registered charity number	1170800
Charity’s principal address	4 Davenport Street Bolton, BL1 2LT

Names of the charity trustees who manage the charity

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20	Trustee name	Office (if any)	Dates acted if not for whole **year **	Name of person (or body) entitled to appoint trustee (ifany)
	Mr Mohammed Al- Tayar	Chairman		Board of Trustees
	Mr Qasim Naqvi	Secretary		Board of Trustees
	Mrs Shazia Hussain	Treasurer		Board of Trustees

– Corporate trustees names of the directors at the date the report was approved

Director name

Name of trustees holding title to property belonging to the charity

Trustee name Dates acted if not for whole year

Funds held as custodian trustees on behalf of others

Description of the assets held in this capacity	Not applicable
Name and objects of the charity on whose behalf the assets are held and how this falls within the custodian charity’s objects	Not applicable
Details of arrangements for safe custody and segregation of such assets from the charity’s own assets	Not applicable

Additional information (optional)

Names and addresses of advisers (Optional information)

Type of adviser Name Address	Type of adviser Name Address	Type of adviser Name Address
NA

Name of chief executive or names of senior staff members (Optional information)

Syed Naqvi is a senior staff member who looks after management affairs

Exemptions from disclosure

Reason for non-disclosure of key personnel details

NA

Other optional information

NA

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