Trustees, Annual Report: August 2023 - July 2024 Cora's story is one that has played out many times across Surrey, Kent and Berkshire as Emerge's dedicated staff and volunteers help young people find a 'new lease of life,. as she put it. In October, we gathered our whole team together for training and an opportunity to connect. My enduring memory of this event was the sight of team members based in different parts of the country spotting one another across the room and rushing to embrace as they came together in person, many for the first time. This meant so much to them because they had supported one another in tough situations via late-night phone debriefs and WhatsApp conversations. I believe that one of the key reasons our team is able to provide such excellent support to young people is the close-knit, supportive culture of our team. This allows us to hear heart-breaking things from young people, hold onto hope for them, and keep doing this day in, day out until things change until the weight is lifted. In this way, Emerge has supported a total of 698 young people through 972 hospital sessions and 1477 follow up sessions. Our key aims in all we do in Emerge are... Emerge helped me understand my worth and built up my confidence. You helped me come outta my shell and feel worth it. have a new lease of life. Thank you for what you guys do x Cora, age 17 Helping people to understand self-harm as a negative coping strategy and equipping them to help young people find healthier ones Bringing hope and encouragement, celebrating even small wins Empowering young people to develop and maintain supportive relationships with healthy dynamics avoiding dependency and promoting collaboration. We are incredibly grateful for the support of our stakeholders in all that has been achieved - the funding and relationships between us are what make it possible for a 'voice of hope, to be heard when it's needed most. ERGE•J.--- Youth Workers and Volunteers bringing a 'voice of hope, to 10-25's in A&E and beyond because of self-harm, a suicide attempt or emotional crisis Joy Wright Founder & CEO ## Trustees’ Annual Report: August 2023 - July 2024 Chairperson’s Remarks ## Scan me for a video insight into Emerge’s work EMERGE A V O I C E O F H O P E •Our work becomes established and we form as a charity •Our team grows •Emerge begins in the Royal Surrey. Guildford e open a project St Peter's spital, Chertsey e win funding to plicate our work .We open a roject in edway, Kent •ln Covid we are busier than ever 2016- 2017 2017- 2018 2018 - 2019 2019- 2020 .We open projects in Frimley, Epsom, Dartford and Tunbridge Wells .We receive the Queen's Award for Voluntary Service, the MBE for charities .We secure funding to explore national replication .We continue to build our teams and youth work provision, working with the NHS to meet growing needs .We open projects in East Surrey Hospital, and Wexham Park Hospital .We grow our inf rastructure and leadership team e secure funding open projects in hford and Margate e share our model d speak at national nferences and velop our training offer 2020- 2021 2021- 2022 2022 - 2023 2023 - 2024 "Five stars! Michael was amazing and a lifesaver to us on Wednesday evening. We are so grateful to him and to Emerge. it's a fantastic charity! Thank you for all you do." Sanna's mum EMERGE A V O I C E O F H O P E Emerge enables trained volunteers to support young people attending A&E at hospital because of self-harm, overdose, suicide attempt or eating disorder, operating from 7pm to 11pm on selected evenings. The team also offers follow up support to young people for up to three months, post- discharge, encouraging them to engage effectively with statutory and community-based support. ie¢St*r *i$hO Colchestl Herttord Witpm c￿lm5f0 Ough ca We are motivated by our Christian faith. bringing care and compassion indiscriminately and supporting young people of all faiths and none. We take a person-centred approach, always empowering young people to set the agenda for conversations. '•Dlb 4t killq B•55 C4ntvbury rd We have continued with our vision to make our support available much more widely. knowing that young people across our country are experiencing similar issues to those we are seeing, and that statutory services are under increasing pressure nationwide. In response to this, in 2024 we secured funding to begin a three-year project to scope, pilot and roll out a national replication initiative to move toward our vison that any young person in crisis can have an Emerge team member to support them. We have built on our Kent expansion and are preparing to open the planned projects in East Kent at William Harvey Hospital in Ashford and QEQM in Margate, Kent. •dg1 02.. Our endeavours to make support more widely available to young people can be seen in this heat map, as our work has spread out to the north and east of Surrey, into Berkshire and Kent reaching young people in more urban and rural areas and, in particular, places with high levels of deprivation, shown through darker colours on the map. While we know that great levels of need exist everywhere, our expansion into East Kent will go further in taking our support to the most vulnerable. We are passionate about connecting with local churches, to equip and empower local people and groups to be part of the solution to the issues young people in their communities are facing. As we enter this next phase of our story, building on our work with Cinnamon Network and Heaven in Healthcare, we are working to weave our story with the stories of people and churches across our country to enable them to be a 'voice of hope, for young people everywhere it is needed. I won't ever forget how Emerge basically saved my life... sometimes a simple chat can make the biggest difference to someone's life and it definitely did to mine. Jesse, age 16 EMERGE A V O I C E O F H O P E Emerge teams exist to bring a 'voice of hope, to young people in hospital in crisis. We are incredibly proud of our dedicated staff and volunteers who do this night by night, week by week,. in stifling heat at times and having braved snow and rain at other times in order to be there for young people they've never met before because of our unshakeable belief that Hope is real and that these young people are worth it. Over the course of the last year, through our work in hospital and afterwards in follow up support in the community after leaving hospital, our teams across Surrey, Kent and Berkshire had a total of 2,449 interactions with young people which is a 4% increase from last year. We have seen the amount of work steadily grow as new projects have launched and become established. We grow our projects through recruiting volunteers from local churches and the community, we start off opening three evenings a week and build to six evenings as the team grows. Projects supporting higher numbers of young people are those open five or six evenings a week, with newer projects in the process of increasing their presence in hospitals. Typically, our teams spend one to two hours with a young person in crisis, helping them through their time in hospital by playing games, talking over a hot drink, taking their minds off things that cause anxiety and helping them reconnect with a sense of hope for their future. 150 ' ERFE 100 MfrR(iPIAlf~Y r Mtst trn6t Emsr96, 1 wbdld have probal414 Jttevnpt6d lif6 whils+ i spitthl. It wths ex*r6vnel4 h61pfMI to hthve with 4gwd for the first *itrM6 1 did￿,+ f661 al)M6. Liam, age 16 50 Dutr I*.-¥-, ll&SP-,¥.I. EMERGE A V O I C E O F H O P E Being in hospital can be stressful at the best of times, but when young people are there because of their emotional or mental health it can be especially difficult. Our teams work according to Trauma- Informed Principles to reduce young people's levels of distress, meaning they are more able to engage with clinical processes such as having a blood test. Through spending time with young people in a relaxed and informal manner, coming alongside them rather than being in a position of authority or having an agenda, and by discovering what each individual person needs in that moment, our teams help young people come out of an emotionally dysregulated state and back into a space where they feel calmer and are in a place to be able to engage positively with clinical professionals, improving their outcomes and saving time for our NHS colleagues. We measure this impact using the 'emotional thermometer, tool where young people rate their distress out of ten at the beginning and end of our time with them in hospital. Recent analysis of over 800 responses shows that. on average, young people move from 6.2/10 to 4.I/IO over the course of the hour or two our teams spend with them, showing a marked reduction in their levels of distress. An important part of this is a concept called co-regulation. Co-regulation is the act of helping a person who is distressed to come back into a space where their emotions feel manageable and they are able to cope, otherwise known as being 'emotionally regulated,. The following graphic shows the three steps of co-regulation along with young people's voices describing how they experienced this through Emerge's support. "We made a play list on my phone that I could listen to when I feel anxious and she gave me the idea to make a picture board of things I hope to do one day." "Very kind, understanding and empathetic lady who shared her own experiences and made me feel at ease which is not easy." Coach self- regulation skills Build warm, responsive relationship This tool was initially developed to measure hospital-based distress in young people undergoing cancer treatment and more recently adapted by Draper and Marcellino for use with unaccompanied asylum seekers living in the UK. It has, therefore, been recognised as a helpful impact measure with young people facing both medical and social issues. Enabling young people to see the change in their emotions in this way has been found to empower them towards further recovery from traumatic experiences. HELP, Structure the environment Thlng5 are c¢)ol "Emerge explained what was happening, who I would see and what to expect, this really helped me feel calmer and helped when CAMHS came to see me." f.11.. Up 3*p.d EMERGE A V O I C E O F H O P E Following a crisis visit to hospital, young people often feel particularly unsettled and need extra support, as do their families. Emerge's follow up support acts as a 'bridge out of crisis,, being there for young people immediately with no waiting lists, offering weekly, in-person sessions with one of our youth support workers. This year, Emerge provided 1477 sessions of follow up support which is an 14% increase since last year. Working in a person-centred way, we spend time with young people,. rf Building trusting, supportive relationships rf Identifying additional sources of support and helping young people overcome barriers to engagement rf Helping young people identify and utilise healthier coping strategies Follow up normally lasts around 3 months but we continue longer if needed. Our teams use a variety of approaches to help young people, from going for walks together to doing craft as they talk. We have also trained our teams to deliver the Alumina material which is a seven-session course helping young people understand the role of self-harm in their lives and gain insight into positive changes they can make in their thoughts and actions. 1541 Follow-up sessions Emerge has supported 238 young people through follow up this year. Not all the young people we see in hospital need follow up support and, where there are already a larger number of professionals or complex social care needs, it won't always be the right thing for them. Thanks to funding from NHS Charities Together in Kent, Emerge has been able to provide specific support to young people based in Sidcup who have attended Queen Mary's Urgent Treatment Centre. 250 200 150 100 Thank you for everything you have made such a difference in my life and I wouldn't be where l am today if it weren't for your team. Sam, age 19 50 8"y <4.,. T*AJ EMERGE A V O I C E O F H O P E Vulnerability by Age We have noticed a trend over the last few years with the ages of young people most in need of support. In 21-22 there was a clear spike in need at age 14, and in 22-23 this had moved to age 15. This seemed to track with the young people who would have been due to start secondary school during the Covid19 lockdowns. This year's data shows a change in this trend, with the key age for vulnerability remaining at age 15 but a higher number of14 and16 year olds also struggling. 25.0 This data is shown on the graph by percentage to adjust for the increase in numbers of young people supported by Emerge over the last three years. 15.0 The fact that the peak has not progressed to 16 year olds this year, but has flattened out with age 14 - 17 being the key time for vulnerability, could suggest that the immediate effects of the pandemic have been replaced with a more general period of need during middle teenage years. During this time, young people must navigate pressures in school and key transitional times following GCSE'S. This is also the time in which there tends to be increased tension in relationship within families and is a turbulent time in romantic relationships. This age is also the time during which young people are navigating questions around their sexuality and gender identity. All of these factors create vulnerability and volatility in young people's wellbeing. o 10.0 Within Emerge, we encounter many safeguarding issues and log these according to type. During this reporting period, the primary concern has been 'risk to self, and the age group with most concerns recorded was fifteen, by a large margin. Age 21-22 22-23 23/24 EMERGE A V O I C E O F H O P E •Asian • Black • Mixed / Multiple ethnicity •White •Female •Male •Trans Male •Non Binary • Not Known •Tr3ns Female Other (not listed) •ASC •ADHD •Other Physical Disability • Additional Needs r5% 5% Ethnicity Gender Other needs 84% -1 Emerge's support is open to all young people and we ensure that everyone who might need our support hears about it through banners and posters displayed in Emergency Departments and available for nurses to give to patients. Across our projects, the young people who we most commonly support are white females, which is representative of the demographic of young people most commonly presenting to hospital in crisis. Young people from all walks of life find themselves in crisis, and our teams support all, from the most to the least affluent and young people of a variety of nationalities. Those who tend to be more vulnerable are those where there are social care issues or neurodiversity and those from cultural backgrounds where mental health issues are less understood and accepted. We have noticed an increase in the numbers of young people who have, or are seeking, a diagnosis for a form of neuro-diversity, particularly ASC (Autistic Spectrum Condition) or ADHD (Attention Deficit Hyperactivity Disorder). These young people make up 420/0 of those we see in hospital in crisis, which is disproportionately more than the average population, where it is estimated that 150/0 200/0 of people are neuro-diverse. Therefore, it appears that this is a contributing factor to crisis in young people. •*4f/'J CLII EMERGE A V O I C E O F H O P E tsu As we spend time with young people, they often tell us about what is worrying them. Our teams record these issues, to help us gain more insight into the reasons young people find themselves in crisis. Social Media/lnternet Use High Achieving Parents Transition We note that 'problems at school, is the leading concern, but issues in relationships would surpass this if 'conflict within key relationships, and 'loss of key relationships, were added together. Problems with the law This underlines the importance of healthy relationships in young people's mental and emotional wellbeing, and could suggest why young people who are neuro-diverse struggle more than their peers, as social interactions can hold more challenges for these young people. New Medication Problems with Service Provision 13 Nourodevelopmental Condition Bullying Egaged with Services Homelessness 13 Interestingly. neuro-developmental conditions come lower down this list. suggesting that the consequences of living with neuro-diversity in a neuro- typical world are more challenging than the condition in and of itself. 15 17 19 We also note that 'drug or alcohol misuse, features highly as a key challenge for young people. Many of those we speak with use substances to 'self-medicate', or as a coping strategy when they are assailed by difficult thoughts or feelings, or to help them cope socially. Sexual Orientation/identity Household Fuctioning Abuse & Reglect Medical Condition 22 23 23 26 Risk Taking Behaviours Looked After Child 33 Average Feedback Score 35 Loss of Key Relationships Conflict within Key Relationships Drug/Alcohol Misuse Problems at School ***** 37 39 41 50 10 20 30 40 50 10. ## Key Achievements This Year **----- Start of picture text -----**
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Ll4.J43L- EMERGE A V O I C E O F H O P E This financial year has seen Emerge increase in terms of staff team, volunteers and finance. We came into the year in a good position thanks to careful stewardship of these resources and, following ongoing support from funders, donors and commissioners, we have ended the year in a strong position, with funding allocated to key areas of development and need. Our board of trustees has received excellent leadership from our Chairperson, Kevin Mccormac OBE, MA (Oxon) and Emerge's board boasts much experience and expertise including safeguarding, legal, grant-making and philanthropy, hospital management, youth work project management, franchise, and volunteering experience within Emerge. Our trustee training requirements are reviewed annually and new trustees undergo a comprehensive induction as they begin their role. Our Trustees during this reporting period have been,. Kevin continues to stand as acting treasurer and we are exploring the role with an individual at the time of writing. Name Role Dates Kevin Mccormac Trustee / Chairperson 3rd Dec 2021- present In the leadership of Emerge and the direction of its resources and energies, the charity trustees have at all times worked to the best interests of the public benefit, striving to give all we can for the young Peter Watts Trustee / Vice Chair 27th June 2018- present Joy Wright Founder & CEO / Trustee 4th July 2016 / 12th June 2019- present David Welch Trustee 4th Dec 2019 - present Sarah Kendall Trustee 4th Dec 2019 - present o•••••••••••o••••••••••••••••••••• Nicola Broadhurst Trustee 25th Nov 2020- present Hugh Stafford-smith Trustee 25th Nov 2020- present Tim Gosden Trustee 23rd Sept 2022 - present 14. We met with Ava for follow up across 9 months and over this time we heard that she was opening up more to family about what was going on for her, she communicated better with parents when life was rough and she also opened up more to school teachers about how she was doing which meant by the end she was often in school for the whole day! After finishing follow up, we received this feedback from her mum: "Emerge has had the biggest impact on our daughter (and wider family relationship) in the most positive way. I would go so far as to say Emerge saved our daughter's life. The follow up sessions after being discharged from hospital have been invaluable and filled a gaping hole from CAMHS who have provided nothing at all in way of support for her. The sessions have provided her with safe coping mechanisms for her mental health and she is now interacting with the family and opening up about when she is struggling, which means we can intervene quicker." When we met Ava in hospital, she was in for a overdose and wasn't in school much and had very difficult relationships with her family. Ava was happy to interact with us, chat and play games and it was clear that her time in school was making her low and relationships with family made it difficult for her to process what was going on. ## Independent Examiner’s Report on the Accounts 08/05/2025 |(Incorporating Income & Expenditure Account)|(Incorporating Income & Expenditure Account)|**Unrestricted Funds**|**Restricted Funds**|**Total 2023/24**|**Total 2022/23**| |---|---|---|---|---|---| ||Notes|£|£|£|£| |**INCOMING RESOURCES**|||||| |Incoming Resources from Generated Funds|||||| |Donations, Legacies and Similar Income|3a|22,144|125,516|147,660|145,320| |Charitable Activities|3b|70,729|469,968|540,697|297,757| |Other Trading Activities|3c|0|0|0|3,341| |Investment Income|3d|2,413|0|2,413|853| |Total||**95,286**|**595,483**|**690,769**|**447,270**| |**RESOURCES EXPENDED**|||||| |Cost of Generating Funds|||||| |Raising Funds|4a|0|0|0|0| |Charitable Activities|4b|68,949|534,034|602,983|430,687| |Other|4c|1,740|0|1,740|2,040| |Total||**70,689**|**70,689**
**534,034**|**604,723**|**432,727**| ||||||| |**NET INCOMING (OUTGOING) RESOURCES**||**24,596**|**61,450**|**86,046**|**14,543**| ||||||| |Total Funds Brought Forward||150,672|14,739|165,411|150,868| |Transfer between Funds||0|0|0|0| |**TOTAL FUNDS CARRIED FORWARD**||**175,269**|**76,188**|**251,457**|**165,411**| |~~es~~|~~es~~
~~Re ie~~|**Unrestricted Funds**
~~es~~
~~ie~~|**Restricted Funds**
~~es~~
~~QQ~~|**31/07/24 Total**
~~es~~
~~QQ~~|**31/07/23 Total**
~~es~~| |---|---|---|---|---|---| ||Note
~~Re ie~~|£
~~ie~~|£
~~QQ~~|£
~~QQ~~|£| |Fixed Assets
~~|~~|~~|~~|~~|~~|~~|~~|~~|~~|~~|~~| |Tangible assets|2
~~Mae Re~~|0
~~Re~~|0
~~Qe~~|0
~~QO~~|0| |~~a~~|~~a~~
~~Mae Re~~|~~a~~
~~Re~~|~~a~~
~~Qe~~|~~a~~
~~QO~~|~~a~~| |Current Assets|~~Mae Re~~|~~Re~~|~~Qe~~|~~QO~~|| |Debtors & Prepayments
~~|~~|7
~~|~~|23,932
~~|~~|63,427
~~|~~|87,359
~~|~~|51,905
~~|~~| |Cash at Bank and in hand|6
~~Me~~|208,608
~~ee~~|144,828
~~Qe~~|353,436
~~QO~~|252,799| |~~es~~|~~es~~
~~Me~~|~~es~~
~~ee~~|~~es~~
~~Qe~~|~~es~~
~~QO~~|~~es~~| |Total Current Assets|~~Me ~~|**232,541**
~~ee~~|**208,255**
~~Qe~~|**440,796**
~~QO~~|**304,705**| |~~|~~|~~|~~|~~|~~|~~|~~|~~|~~|~~|~~| |Creditors: due within one year|8|57,272|132,067|189,339|139,293| |~~|~~|~~|~~|~~|~~|~~|~~|~~|~~|~~|~~| |Net Current Assets|~~Ree ee~~|**175,269**
~~ee~~|**76,188**
~~QQ~~|**251,457**
~~QQ~~|**165,411**| |~~a~~|~~a~~
~~Ree ee~~|~~a~~
~~ee~~|~~a~~
~~QQ~~|~~a~~
~~QQ~~|~~a~~| |Total Assets less current liabilities|~~Ree ee~~|**175,269**
~~ee~~|**76,188**
~~QQ~~|**251,457**
~~QQ~~|**165,411**| |~~|~~|~~|~~|~~|~~|~~|~~|~~|~~|~~|~~| |Net Assets|~~Re QQ~~|**175,269**
~~QQ~~|**76,188**
~~QQ~~|**251,457**
~~QQ~~|**165,411**
~~QQ~~| |~~a~~|~~a~~
~~Re QQ~~|~~a~~
~~QQ~~|~~a~~
~~QQ~~|~~a~~
~~QQ~~|~~a~~
~~QQ~~| |**Funds of the Charity**|5
~~Re QQ~~|~~QQ~~|~~QQ~~|~~QQ~~|~~QQ~~| |General Funds
~~|~~|~~|~~|5,269
~~|~~|0
~~|~~|5,269
~~|~~|1,672
~~|~~| |Designated Funds|~~Re~~|170,000
~~QQ~~|0
~~QQ~~|170,000
~~QQ~~|149,000| |Restricted Funds
~~es~~|~~es~~
~~Re~~|0
~~es~~
~~QQ~~|76,188
~~es~~
~~QQ~~|76,188
~~es~~
~~QQ~~|14,739
~~es~~| |Total Funds|~~Re~~|**175,269**
~~QQ~~|**76,188**
~~QQ~~|**251,457**
~~QQ~~|**165,411**| Balance Sheet As at 31st JULY 2024 Trustees, Responsibilities For the period ended 31st July 2024, in accordance with section 145 of the Charities Act 2011, the trustees have elected for the accounts to be examined by an Independent Examiner whose report appears on page 16. The trustees acknowledge their responsibility for ensuring that the charity keeps proper accounting records which comply with the Charities Commission's guidance and give a true and fair view of the state of affairs of the charity as at the end of the financial year and of its profit and loss for the financial year. Approved by the Trustees on the.. 07/05/2025 Signed on their behalf by Trustee,. Print Name.. Kevin Mccormac 19. Notes to the Financial Statements For the Year Ended 31st July 2024 I. ACCOUNTING POLICIES Incomin Resources Recognition of Incoming Resources These are included in the Statement of Financial Activities (SOFA) when., the charity becomes entitled to the resources,, the trustees are virtually certain they will receive the resources,, and the monetary value can be measured with sufficient reliability Incoming Resources with Related Expenditure Where incoming resources have related expenditure (as with fundraising or contract income) the incoming resource and related expenditure are reported gross in the SOFA. Grants and Donations Basis of Pre aration & Assessment of Goin Concer Basis of Preparation The financial statements have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant notes. 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 (FRS102) (effective l January 2015) - (Charities SORP FRS102) and the Charities Act 2011. The Charity meets the definition of a public benefit entity under FRSIO2. Assets and liabilities are initially recognised at historical cost unless otherwise stated in the relevant accounting policy notes. Assessment of Going Concern Preparation of the accounts is on a going concern basis. The trustees consider that there are no material uncertainties about the Charity's ability to continue as a going concern. Grants and Donations are only included in the SOFA when the charity has unconditional entitlement to the resources. Tax Reclaims on Donations and Gifts Incoming resources from tax reclaims are included in the SOFA at the same time as the gift to which they relate. Contractual Income and Performance Related Grants This is only included in the SOFA once the related goods or services has been delivered. Gifts in Kind Gifts in kind are accounted for at a reasonable estimate of their value to the charity or the amount actually realised. Gifts in kind for sale or distribution are included in the accounts as gifts only when sold or distributed by the charity. Gifts in kind for use by the charity are included in the SOFA as incoming resources when receivable. 20. ## **Donated Services and Facilities** These are only included in incoming resources (with an equivalent amount in resources expended) where the benefit to the charity is reasonably quantifiable, measurable and material. The value placed on these resources is the estimated value to the charity of the service or facility received. ## **Volunteer Help** The value of any voluntary help received is not included in the accounts but is described in the trustees' annual report. ## **Investment Income** This is included in the accounts when receivable. ## **Investment Gains and Losses** This included any gain or loss on the sale of investments and any gain or loss resulting from revaluing investments to market value at the end of the year. ## **Expenditure and Liabilities** ## **Liability Recognition** Liabilities are recognised as soon as there is a legal or constructive obligation committing the charity to pay out resources. ## **Governance Costs** Include costs of the preparation and examination of statutory accounts, the costs of the trustees' meetings and cost of any legal advice to trustees on governance or constitutional matters. ## **Grants 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** These are only recognised in the accounts when a commitment has been made and there are no conditions to be met relating to a grant which remain in control of the charity. ## **Support Costs** Support costs include central functions and have been allocated to activity cost categories on a basis consistent with the use of the resources, eg allocating property costs by floor areas, or per capital, staff costs by the time spent and other costs by their usage. ## **Fixed Assets** Tangible fixed assets for use by the charity, are capitalised if they can be used for more than one year, and cost at least £1,000. They are valued at cost or, if gifted, at the value to the charity on receipt. ## **Investments** Investments quoted on a recognised stock exchange are valued at market value at the year end. Other investment assets are included at trustees' best estimate of market value. There has been no change to the accounting policies (Valuation rules and methods of accounting) since last year. |2. TANGIBLE FIXED ASSETS
~~QQ~~|~~QQ~~|~~QQ~~|~~QQ~~|Total
~~QQ~~| |---|---|---|---|---| ||~~DQ~~|Unrestricted
Equipment
~~DQ~~|Restricted
Equipment
~~QO~~|2023/24| |~~a~~|~~a~~
~~DQ~~|£
~~a~~
~~DQ~~|£
~~a~~
~~QO~~|£
~~a~~| |Cost|01-Aug-23
~~DQ~~
~~DQ~~|0
~~DQ~~
~~DQ~~|0
~~QO~~
~~Qe~~|0| |Additions
~~a~~|~~a~~
~~DQ~~|0
~~a~~
~~DQ~~|0
~~a~~
~~Qe~~|0
~~a~~| |Cost at|31-Jul-24
~~DQ~~|0
~~DQ~~|0
~~Qe~~|0| |~~QQ~~|~~QQ~~|~~QQ~~|~~QQ~~|~~QQ~~| |Depreciation|01-Aug-23|0
~~QO~~|0
~~QO~~|0| |Charge
~~QO~~|~~QO~~|0
~~QO~~
~~QO~~|0
~~QO~~
~~QO~~|0
~~QO~~| |Depreciation at|31-Jul-24
~~QQ~~|0
~~QO~~
~~QQ~~|0
~~QO~~
~~QQ~~|0| |~~a~~|~~a~~
~~QQ~~|~~a~~
~~QQ~~|~~a~~
~~QQ~~|~~a~~| |Net Book Value|31-Jul-23
~~QQ~~
~~QQ~~|0
~~QQ~~
~~QQ~~|0
~~QQ~~
~~QQ~~|0| |Net Book Value
~~a~~|31-Jul-24
~~a~~
~~QQ~~|0
~~a~~
~~QQ~~|0
~~a~~
~~QQ~~|0
~~a~~| ||~~QQ~~|~~QQ~~|~~QQ~~|| |The annual commitments under non-cancelling operating leases, capital commitments, and
contingent liabilities are as follows:||||| ||~~QQ~~|31st July2023:
~~QQ~~|None
~~QQ~~|| |~~a~~|~~a~~
~~QQ~~|31st July2024:
~~a~~
~~QQ~~|None
~~a~~
~~QQ~~|~~a~~| ||3. INCOMING RESOURCES|Note|Un-
restricted
Funds|Restricted
Funds|TOTAL
2023/24|TOTAL
2022/23||4. RESOURCES EXPENDED
Un-restricted
Restricted
TOTAL
TOTAL
Funds
Funds
2023/24
2022/23
£
£
£
£
~~es~~
~~Rs (eer Gs~~|4. RESOURCES EXPENDED
Un-restricted
Restricted
TOTAL
TOTAL
Funds
Funds
2023/24
2022/23
£
£
£
£
~~es~~
~~Rs (eer Gs~~|4. RESOURCES EXPENDED
Un-restricted
Restricted
TOTAL
TOTAL
Funds
Funds
2023/24
2022/23
£
£
£
£
~~es~~
~~Rs (eer Gs~~| |---|---|---|---|---|---|---|---|---|---|---| ||||£|£|£|£||||| ||a) Donations, Legacies and Similar|||||||a) Expenditure on Raising Funds||| |Income
~~ee~~||||~~© (CQ~~|||~~(CQ~~|Fundraising Activities
0
0
0
0
0
0
0
0
~~(CQ~~||| ||Churches & Organisations||5,082|7452|12,534|25,399||||| ||Gift Aid Refunds||1,517|0|1,517|1,517||b) Cost of Charitable Activities||| |Gifts from Individuals
Grants received
~~el~~|||10,164
5,382
22,144|1,693
116,371
125,516|11,857
121,753
147,660|9,701
108,703
145,320||Communications
Equipment
Hospitality
~~re es~~|757
5,365
6,122
667
1,113
1,780
4,094
15,519
19,614
~~es~~|5,974
2,324
2,093| ||b) Charitable Activities|||||||Insurance|1,562
0
1,562|849| |Training
255
0
255
0
~~es~~
~~ES~~
~~Ces nnn~~||||||||Office/General Administrative
Expenses
18,366
884
19,250
15,080
~~nnn~~
~~(Os~~
~~OS~~||| ||Service Contracts||70,504|469,968|540,472|297,742||Salaries, NI & Pension|68,555
460,923
529,478|371,726| ||||70,729|469,968|540,697|297,742||Project Promotion/Publicity
Project Support|542
3,116
3,658
-26,353
26,353
0|4,617
0| ||c) Other Trading|||||||Recruitment|0
0
0|1,727| |||||||||Resources for young people|20
17,566
17,586|11,449| ||Fundraising||0|0|0|3,341||Team training|470
2,875
3,345|13,253| ||||0|0|0|3,341||Travel|269
319
589|1,596| |d) Investment Income
Interest
2,413
0
2,413
853
~~Ee TT~~|||||||~~TT~~|Depreciation
0
0
0
0
68,949
534,034
602,983
430,687
c) Governance Costs
~~rs~~
~~er en Gn~~
~~TT~~||| |2,413
0
2,413
853
~~ee~~
~~es es es~~||||||||Legal & Professional Fees
1,740
0
1,740
2,040
1,740
0
1,740
2,040
~~es~~
~~Re~~
~~GsGn~~||| |5. Funds ofthe Charity|Balance|||||||Balance| |---|---|---|---|---|---|---|---|---| ||01/08/2023|Income||Expenditure||Transfers||31/07/2024| |||||||||| |||||||||| |||||||||| ||£|£||£||||£| |**General Funds**|1,672|95,286||70,689||-21,000||5,268| |||||||||| |**Designated Funds**||||||||| |DesignatedProjectFund|28,000|0||0||-28,000||| |DesignatedReserveFund|121,000|0||0||49,000||170,000| |||||||||| ||**150,672**|**95,286**||**70,689**||**0**||**175,269**| |||||||||| |**Restricted Funds**||||||||| |||||||||| |Medway|0|69,523||49,874||0||19,649| |DarentValley|0|74,414||56,769||0||17,644| |TunbridgeWells|4,000|40,721||40,721||0||4,000| |Maidstone|8,000|50,633||50,633||0||8,000| |KentManagement|0|69,084||69,084||0||0| |QEQM|0|6469||6469||0||0| |William Harvey|0|16,980||16,980||0||0| |Wexham|0|30,013||30,013||0||0| |RSCH|0|55,693||55,393||0||0| |East Surrey|0|59,314||49,311||0||10,003| |Epsom|0|54,728||51,953||0||2,776| |StHeliersEpsom|0|883||883||0||0| |Frimley|2,739|67,027||55,650||0||14,116| |||||||||| ||**14,739**|**595,483**||**534,034**||**0**||**76,188**| |||||||||| ||**165,411**|**690,769**||**604,723**||**0**||**251,457**| - - - - |6. CASH AT BANK
AND IN HAND|Unrestricted
Fund|Restricted
Fund|Total
31/07/2024|Total
31/07/2023| |---|---|---|---|---| ||£|£|£|£| |TSB|30,670|85,729|116,399|139,227| |Equals Cards||954|954|910| |Savings|170,000|58,145|228,145|105,738| |Metro|7,623||7,623|5,403| |PayPal|316||316|1,521| ||**208,608**|**144,828**|**353,436**|**252,799**| |7. DEBTORS|Unrestricted
Fund|Restricted
Fund|Total
31/07/2024|Total
31/07/2022| |---|---|---|---|---| ||£|£|£|£| |Gift Aid due|1,517|0|0
1,517|1,492| |Sundry Debtors|21,999|63,427|85,426|50,130| |Prepayments|417||417|283| ||**23,932**|**63,427**|**87,359**|**51,905**| |9.STAFFCOSTSAND NUMBERS|2023/24|2022/23| |---|---|---| ||£|£| |Gross Wages and Salaries|477,372|347,870| |Employer'sNICosts|28,896|15,580| |PensionContributions|23,210|8,277| ||**529,478**|**371,726**| |||| |Employees who were engaged in each of the followingactivities:||| ||2023/24|2022/23| ||Total|Total| |Activitiesin furtherance oforganisation's objects:||| |Total number of full-time and part-time employees|35|31| |Equivalent number of full-time employees|16.8|14.1| ## 10. RECONCILLIATION OF MOVEMENT IN CAPITAL AND RESERVES The Charity is a Charitable Incorporated Organisation, registered with the Charity Commission, number 1171851. The Charity does not have a Share capital and has no income subject to Corporation Tax. |||2023/24||2022/23| |---|---|---|---|---| |||£||£| |Surplus/Deficit for the financialyear||86,046||14,543| |||||| |Balance brought forward||165,411||150,868| |Transfer of Restricted funds||0||0| |||||| |ClosingFunds at 31st July||**251,457**||**165,411**| Notes to the Financial Statements For the Year Ended 31st July 2024 12. RISK ASSESSMENT The Trustees actively review the major risks which the charity faces on a regular basis, and believe that maintaining the discretionary reserve to ensure an orderly run off, combined with the annual review of the controls over key financial systems will provide sufficient resources in adverse conditions. The Trustees have also examined other operational and business risks which they face, and confirm that they have established systems to mitigate the significant risks. 13. RESERVES POLICY The charity recognises the propriety of not building up funds for which there are no clear expenditure plans. The charities, policy is to target a level of discretionary reserves that would permit any project(s) that become unfunded to be run off in an orderly manner. Refer to note 5 for more on the obligations taken into account in forecasting this level. Reserves may only exceed this policy level in order to be able to respond to specific new opportunities. This situation is actively monitored to ensure that reserves do not build up unnecessarily. 14. PUBLIC BENEFIT The charity acknowledges its requirement to demonstrate clearly that it must have charitable purposes or 'aims' that are for the public benefit. Details of how the charity has achieved this are provided in the Trustees, report. The Trustees confirm that they have paid due regard to the Charity Commission guidance on public benefit before deciding which activities the charity should undertake. 27.