## **NOV 19 - OCT 20**
# Annual Report
## **Chapter2**
# **Writing hope into the fatherless story**
Prepared by Claire Brown, Office Manager Approved by Trustees
## Our Mission
At Chapter2, we believe passionately that every boy should have a good man to guide him into adulthood.
Working with local community organisations, we aim to provide a male mentor and a community of men for boys growing up without a father.
## About Chapter2
## **1:1 Mentoring**
The offer of a dedicated adult male mentor is at the heart of Chapter2. All mentors are fully trained, assessed and supervised but no previous experience is required.
The absence of a relationship with a father requires a relational response because the unspoken message to a child with an absent father is “you do not matter”. Through a 1-2-1 mentoring approach it is believed that this message can be slowly but steadily reversed by the constant and unconditional presence of an adult male mentor.
The consistent and engaged presence of a man in a boy’s life can be an effective antidote to feelings of worthlessness and low self-esteem commonly associated with children with absent fathers. Whether the words are spoken or not, a boy will come to experience that “he matters”, simply because a mentor is prepared to be consistently available over the long term.
**ANNUAL REPORT / PAGE 2**
‘ - - 1 2 1 mentoring is the most effective way to reach a fatherless child’ John Sowers, author of Fatherless Generation
**ANNUAL REPORT / PAGE 3**
## About Chapter2
## **Community**
Organised group activities are provided to support the development of the relationship between mentor and mentee in a practical and fun environment. The activities are designed to challenge, develop trust and model community spirit. In particular, we encourage activities which develop new practical skills and overcome challenges through the careful encouragement from the male mentors.
At Chapter2, we believe that masculine behaviours need to be demonstrated rather than taught or commanded. Boys need a path to follow and we believe that path is most powerfully shown through practical and challenging activities. Learning new practical skills can also be of tremendous value for a boy struggling with low self-esteem.
**ANNUAL REPORT / PAGE 4**
‘Community is vital to ’ mentoring. John Sowers, author of Fatherless Generation
**ANNUAL REPORT / PAGE 5**
## Reference & Administration Details
**Charity Name** : Chapter2 **Registered Charity Number** : 1177011
**Charity’s Principal Address** : c/o Reading Family Church Offices, 448a Basingstoke Road, Reading, Berkshire, RG2 0RX
## **Trustees:**
Dr. Richard Daniel Kay (Chair) Mr. John Philip Greville Neate
Dr. Claire Adebolanle Bankole
The UK, along with Ireland, has the worst statistics in family breakdown in the entire EU. Family breakdown is the route by which many boys loose all meaningful contact with their fathers and it is now estimated that approximately 2 million children in the UK have no meaningful contact with their father.
- - 65% of children aged 12 16, in low income households, do not live with both parents. The majority of these households (circa 92%) are headed by a single mother. (SOURCE: Centre for Social Justice and Department for Work and Pensions).
The trend of absent fathers has increased rapidly over recent decades and fatherless homes have now become common place in the UK
**ANNUAL REPORT / PAGE 6**
## Structure, Governance & Management
## **Governing Document**
Constitution: Foundation Structure (whose only voting members are its Trustees)
How the Charity is Constituted: Charitable Incorporated Organisation Date of Constitution - 6th February 2018
## **Trustee Selection Methods**
Apart from the first charity trustees, every trustee must be appointed for a term of three years by a resolution passed at a properly convened meeting of the charity trustees. In selecting individuals for appointment as charity trustees, the charity trustees must have regard to the skills, knowledge and experience needed for the effective administration of the CIO.
The current (founding) trustees were appointed in accordance with these arrangements and were selected on the basis of their charity and business leadership skills and experience.
## **Management of Charity**
The trustees for Chapter2 are responsible for its management. Chapter2 recruited one part-time member of staff during this reporting period to support the day to day Operations of the charity. The trustees meet quarterly and therefore met on four occasions during the period under review.
**ANNUAL REPORT / PAGE 7**
## Structure, Governance & Management
## **Partnerships**
Chapter2 operates through a partnership model in which the provision of trained and assessed mentors for young persons is achieved in partnership with a “Host Organisation” which is active within a given community. Chapter2 supports Host Organisations to; (i) connect with young persons within their community through a network of referral agencies managed by Chapter2 (e.g. Schools & Council Children's Services within the community local to the Host Organisation); (ii) establish and maintain a team of trained and assessed mentors; and (iii) access leisure time activities provided / facilitated / funded by Chapter2 for Mentors and Mentees on the Chapter2 programme.
**ANNUAL REPORT / PAGE 8**
## Objects & Activities
## **Objects of Chapter2**
To advance in life and relieve needs of young people, in particular, but not exclusively through:
a) the provision of recreational and leisure time activities provided in the interest of social welfare, designed to improve their conditions of life and to develop their capabilities that they may grow to full maturity as individuals and members of society; and
b) the provision of education and training for persons that mentor and support such young persons.
## **Summary of Activities**
Raising Awareness:
Chapter2 seeks to raise the profile of the need for and the benefits of youth mentoring services within the communities in which it operates. The near-term focus is on the specific needs of young persons with absent fathers but it is the intent to expand beyond this demographic in future years. More specifically, Chapter2 is focused upon community organisations to encourage them to establish a mentoring programme within their community and seeking to highlight the benefits of mentoring to referral agencies for young persons (e.g. schools).
**ANNUAL REPORT / PAGE 9**
## Objects & Activities
## Training, Education and Advisory Service:
Chapter2 provides Host Organisations with a training and advisory service to enable them to establish a mentoring service within their community. In addition, Chapter2 provides training and education in life skills for mentors and potential mentors. This adult education and training programme is provided under the name of “Alive and Dangerous” and takes the form of weekend retreats and online resources.
Leisure Time Activities:
Chapter2 also facilitates leisure time activities for the mentor and mentee with the approval of the guardian of the young person. Such activities are intended, firstly, to provide a fun and natural environment for relationship between mentor and mentee to develop; and secondly, to provide an environment for mentees to be mentored within a broader community of mentors.
Given the pandemic, our programme of activities had to be adapted. However, despite the obvious challenges, we are pleased that during 2020 we were still able to provide: GoApe Outward Bound Activities, Go-Karting, Kayaking & Bushcraft.
In the near-term, Chapter2 is focused on establishing a significant presence in Reading and the surrounding area. However, the vision is to replicate the Reading programme in other geographies.
**ANNUAL REPORT / PAGE 10**
## Achievements & Performance
During this second year of the Charity's existence considerable focus was directed towards:
- 1.Fully establishing the first partnership programme, which involved supporting mentoring pairs and providing group activities.
2. Establishing the second partnership programme with Reading Family Church. This consisted of gathering and training volunteer mentors as well as agreeing the partnership arrangements and
3. Further developing our practices as a growing organisation (ie training, monitoring etc).
In the year 1st Nov 2019 - 31st Oct 2020:
Number of Referrals Received = 19 Number of Mentors Qualified = 10
**ANNUAL REPORT / PAGE 11**
## Financial Review
## **Accounts for Year Ending 31st October 2020**
A summary of the financial accounts for the 2020 financial year can be found below*
Chapter2 employed one part-time member of staff during this reporting period and was reliant entirely on a volunteer workforce for the mentoring activity.
*Please note that the financial overview above is not reflective of current operations. The training arm of Chapter2, Alive & Dangerous (A&D), is entirely - self funded and covers its own costs. Due to the period of accounting in question, it may appear that A&D made a loss, however the annual event that generates a substantial level of income actually occurred in the previous financial year and this therefore impacts the overview of the charity's financial position.
**ANNUAL REPORT / PAGE 12**
## Financial Review
## **Funding Sources**
At this early stage of the charity, funding sources are limited to infrequent donations. Such donations will be used largely to cover administrative costs such as the production of brochures, flyers and website hosting fees. Once administrative costs are covered, additional funds will be used to support the provision of leisure time activities.
Once the operations of the charity are more established, a fund-raising strategy is intended to be developed and support from a Fundraising Consultant will also be sourced.
**ANNUAL REPORT / PAGE 13**
## Declaration
The trustees declare that they have approved the trustees’ report above.
Signed: Full Name: Richard Daniel Kay
Position: Chair Date: 18th August 2021
**ANNUAL REPORT / PAGE 14**
||**Chapter2**|**Chapter2**|**Chapter2**|**No (if any)**|**No (if any)**|**No (if any)**|**CC16a**|
|---|---|---|---|---|---|---|---|
||**For the period**
**from**|1st November 2019|**To**|31st October 2020||||
|||||||||
|**Section A Receipts and payments**||||||||
|**A1 Receipts**|**Unrestricted**
**funds**
**to the nearest £**
**6,750**
**3,151**
**-**
**-**
**-**
**-**
**-**
**-**
**9,901**
**-**
**-**
**-**
**9,901**
**9,795**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**9,795**
**-**
**-**
**-**
**9,795**
**106**
**-**
**8,005**
**8,111**|**Restricted**
**funds**
**to the nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**|**Endowment**
**funds**
**to the nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**||**Total funds**
**to the nearest £**
**6,750**
**3,151**
**-**
**-**
**-**
**-**
**-**
**-**
**9,901**
**-**
**-**
**-**
**9,901**
**9,795**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**9,795**
**-**
**-**
**-**
**9,795**
**106**||**Last year**
**to the nearest £**|
|VoluntaryReceipts|**6,750**||||||**-**|
|Receipts from Charitable Activities|**3,151**||||||**-**|
||**-**||||||**-**|
||**-**||||||**-**|
||**-**||||||**-**|
||**-**||||||**-**|
||**-**||||||**-**|
||**-**||||||**-**|
|**_Sub total_**_(Gross income for_
_AR)_|**9,901**||||||**-**|
|||||||||
|**A2 Asset and investment sales,**
**(see table).**||||||||
||**-**|||||||
||**-**||||||**-**|
|**_Sub total_**|**-**||||||**-**|
|**_Total receipts_**
**A3 Payments**||||||||
||||||||**-**|
|||||||||
|Costs of Charitable Activities|**9,795**||||||**-**|
||**-**||||||**-**|
||**-**||||||**-**|
||**-**||||||**-**|
||**-**||||||**-**|
||**-**||||||**-**|
||**-**||||||**-**|
||**-**||||||**-**|
||**-**||||||**-**|
|**_Sub total_ **|**9,795**||||||**-**|
|||||||||
|**A4 Asset and investment**
**purchases, (see table)**||||||||
||**-**|||||||
||**-**|||||||
|**_Sub total_ **|**-**||||||**-**|
|**_Total payments_**
**_Net of receipts/(payments)_**
**A5 Transfers between funds**
**A6 Cash funds last year end**
**_Cash funds this year end_**||||||||
||||||||**-**|
|||||||||
||**106**|**-**|**-**||**106**||**-**|
||**-**|**-**|**-**||**-**||**-**|
||**8,005**|**-**|**-**||**8,005**||**-**|
||**8,111**|**-**|**-**||**8,111**||**-**|
CCXX R1 accounts (SS)
25/08/2021
1
## **Section B Statement of assets and liabilities at the end of the period**
|**Categories**
Signed by one or two trustees on
behalf of all the trustees
**B1 Cash funds**
**B2 Other monetary assets**
**B3 Investment assets**
**B4 Assets retained for the**
**charity’s own use**
**B5 Liabilities**|(agree balances with receipts and payments
account(s))
**Details**
Current Account
**_Total cash funds_**
**Details**
**Details**
**Details**
**Details**
Signature|**Unrestricted**
**funds**
**Restricted**
**funds**
**to nearest £**
**to nearest £**
**8,111**
**-**
**-**
**-**
**-**
**-**
**8,111**
**-**
OK
OK
**Unrestricted**
**funds**
**Restricted**
**funds**
**to nearest £**
**to nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Fund to which**
**asset belongs**
**Cost (optional)**
**-**
**-**
**-**
**-**
**-**
**Fund to which**
**asset belongs**
**Cost (optional)**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Fund to which**
**liability relates**
**Amount due**
**(optional)**
**-**
**-**
**-**
**-**
**-**
Print Name
Richard D Kay|**Endowment**
**funds**
**to nearest £**|
|---|---|---|---|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||OK|
||||**Endowment**
**funds**
**to nearest £**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**Current value**
**(optional)**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**Current value**
**(optional)**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**When due**
**(optional)**|
|||||
|||||
|||||
|||||
|||||
|||||
||||Date of
approval|
|||Richard D Kay|28th June 2021|
|||||
CCXX R2 accounts (SS)
25/08/2021
2