This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

stormbreak CIO Annual Report 1st April 2022 - 31st March 2023

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Legal and administrative information 3
Trustees’ Report (including Directors’ Report) 4
Setting the Scene 8
Stormbreak Shine 12
Stormbreak Surge 17
Stormbreak Together. Tackling disadvantage and inequality 22
Amplifying meaningful voices 25
Improved content access and availability 27
The stormbreak conceptual model 29
Workforce growth in Initial Teacher Education 31
Developed some exciting new partnerships 32
BBC Education mental health campaign 32
Our vision 33
Our priorities 34
Our Supporters 35
Independent Examiner’s Report 36
Statement of Financial Activities 37
Balance Sheet 38
Statement of Cash Flows 39
40
Notes to the finanical statements
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Stormbreak® CIO. A Charitable Incorporated Organisation registered in England and Wales. Charity registration number 1182771

Annual Report and Unaudited Financial Statements For The Year Ended 31 March 2023. Stormbreak CIO, Evolve, 8a Parr Street, Ashley Cross, Poole, Dorset, BH14 0JY

Legal and Administrative Information

Trustees:

Mr N Cluley (Chair)

Mr D Mellor

Mr V Alexander

Mr P Sinton-Hewitt

Dr S Price

Dr K Healy

Mr A Morton (Appointed 31 January 2023)

Mr K Walker (Appointed 31 January 2023)

Mrs K Mellor (resigned 24 January 2023)

Charity Number: 1182771

Company Number: CE017040

Principal Address: Evolve, 8a Parr Street, Ashley Cross, Poole, Dorset, BH14 0JY Registered Office: Evolve, 8a Parr Street, Ashley Cross, Poole, Dorset, BH14 0JY Independent Examiner: TC Group, 10 Bridge Street, Christchurch, Dorset, BH23 1EF

Bankers: Virgin Money, 154 - 158 Kensington High Street, London, W8 7RL Bankers: Barclays Bank Plc, 100 High Street, Poole, Dorset, BH15 1BL

Trustees’ Report (Including Directors’ Report)

The trustees present their report and financial statements for the year ended 31 March 2023.

The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charity’s (governing document), the Companies Act 2006 and “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” (as amended for accounting periods commencing from 1 January 2016)

Objectives and activities

The objects of stormbreak CIO are;

i) To advance education by the provision of programmes and services for the physical and mental health of children and young people.

ii) To advance education in the provision of programmes and services for the physical and mental health of children and young people by the undertaking of research and publication of the useful results thereof.

Activities undertaken in relation to objects:

Stormbreak has undertaken activities in relation to the objects including:

Continued and increased delivery of stormbreak programmes in education, health and
1. social care
Enhanced existing mental and physical health education and learning programmes for
1. trusted adults
Developed new resources and materials to support children and the trusted adults that
1. surround them to improve their mental and physical wellbeing
Worked with local and national partners , including BBC Children In Need and BBC
1. Education to promote emotional, mental and physical health
Conducted research, gathered evidence and generated insight into the impact of
1. stormbreak programmes on professional practise and children’s wellbeing.

The trustees have paid due regard to guidance issued on Public Benefit by the Charity Commission in deciding what activities the charity should undertake.

Achievements and performance

Financial review

As shown in more detail in the financial statements, total income has increased from £414,940 to £530,973 (and from £135,034 in 20/21).

Income increased across all main sources:

Grants increased from £297,000 to £333,658
Donations (including gifts in kind) increased from £43,130 to £77,115
Contract income increased from £74,810 to £120,200

Total expenditure has increased by £256,722, from £230,161 to £486,883. The increase is primarily attributable to staff costs, which increased from £116,512 to £203,172, and programme-related digital/ web investment, which increased from £33,145 to £161,861 which supported a significant upgrade to our digital delivery platform.

This resulted in a surplus for the year of £44,090 (21/22: £184,779), increasing total reserves from £212,771 to £256,861. Unrestricted reserves at 31 March 23 were £176,324. Free reserves were £169,860 after removing restricted funds and fixed assets (21/22: £73,913), within the range set out in the reserves policy outlined below.

Reserves Policy

It is the policy of the charity that free reserves should be maintained at a level equivalent to between three and six month’s expenditure (equivalent to £100,000 - £200,000 based on the 23/24 budget).

The trustees consider that reserves at this level will ensure that, in the event of potential gaps in funding or a significant drop in funding, they will be able to continue the charity’s current activities while consideration is given to ways in which additional funds may be raised.

The trustees have assessed the major risks to which the charity is exposed, and are satisfied that systems are in place to mitigate exposure to the major risks.

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5
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Structure, governance and management

Stormbreak CIO is a Charitable Incorporated Organisation, registered with the UK Charity Commission with charity number 1182771 on 3 April 2019. Stormbreak is a Foundation CIO, meaning that its members are the same as its trustees. Stormbreak’s governing document is based on the Foundation model constitution published by the Charity Commission. It was last amended on 14 April 2020. There must be a minimum number of 3 Trustees and a maximum of 12 at any one time. New trustees are appointed for a term of 3 years by resolution at a meeting of the Trustees, and can re-appointed for a maximum of 2 further terms. In appointing Trustees, regard must be had to the skills, knowledge and experience needed for the effective administration of stormbreak. New Trustees are provided with an induction process including the provision of a copy of stormbreak’s governing document and its latest Annual Report and Accounts.

The trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:

Mr D Mellor Dr S Price Mr V Alexander Mr A Morton (Appointed 31 January 2023) Mr N Cluley Mr K Walker (Appointed 31 January 2023) Dr K Healy Ms K Mellor (Resigned 24 January 2023) Mr P Sinton-Hewitt

Stormbreak recognises that a diverse, skilled and committed Board of Trustees is essential for the effective governance and management of the Charity. As the Charity’s operations develop and expand, the trustees will monitor the skills represented on the Board and consider recruiting additional expertise as required. All members of the Board of Trustees give their time voluntarily and receive no benefits from the charity. Any expenses claimed from the Charity are set out in the notes to these financial statements. None of the trustees has any beneficial interest in the charity. All of the trustees are members of the charity.

Trustee Recruitment

We delivered our second open Trustee Recruitment Process for a Treasurer position. The quality of applicants enabled us to appoint two new Trustees. stormbreak.org.uk/media/czypcoh0/trusteerecruitment-stormbreak.pdf

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We are looking for an individual to join our Board who has some or all of the following
and is able to take on the role of Board Trustee with Treasurer responsibilities:
When the storm rages we
teach children to find shelter
and create light, calm and
change through movement.
Board Trustee (Treasurer) An invitation
Recruitment October 2022
What if we could inspire mentally healthy
movement to help children become happier,
healthier humans, forever?
We believe we can.
Unit 10 Branksome Park House, Branksome Business Park, Bourne Valley Road, Poole BH12 1EDstormbreak® CIO is a Registered Charity in England & Wales (1182771)
Are you passionate about children’s mental and physical health? Do you want to positively shape and impact children’s lives and create healthy, happy humans? Do you believe it matters and it matters now?Stormbreak supports children’s mental health through working with trusted adults and children to embed mentally healthy movement every day for every child. An exciting opportunity has arisen for a new Board Trustee (Treasurer) with stormbreak CIO, a registered charity in England and Wales (No 1182771) that aims to improve children’s mental health through movement, equipping them with sustainable, transferable skills and coping strategies to thrive during the complex demands of growth into adult life.
• Financial qualifications and experience • Some experience of charity finance and accounting • The skills to analyse proposals and examine their financial consequences • Being prepared to make unpopular recommendations to the board • A willingness to be available to staff for advice and enquiries on an ad hoc basis• Well networked with reach and voice across relevant contacts, and capable and willing to use • Experience of strategic and business review and planninginfluence to benefit stormbreak
Unit 10 Branksome Park House, Branksome Business Park, Bourne Valley Road, Poole BH12 1EDstormbreak® CIO is a Registered Charity in England & Wales (1182771)
be brave hopefulbe kindbe tryingkeep and othersyourself value
know youmatter
Take a step to better mental & physical health
And we need help. improve children’s lives. movement every day, for every child and in doing so the children in their care to embed mentally healthy support organisations, communities, trusted adults and preventative, accessible programmes and services that At stormbreak, we work together to provide from people of all backgrounds and communities.and able to give their best. We encourage applications stakeholders, and for everyone to feel respected, valued truly representative of all sections of society and our our workforce, including our board of trustees, to be and inclusive charity accessible for all. The aim is for Stormbreak is committed to being an equal, diverse Board Trustee Information Pack. www.stormbreak.org.uk/trustee For more details of the role, please visit to view our
to interest and motivation in applying and what you believe you can contribute to stormbreak Please send your CV and an accompanying statement (max 2 sides of A4) explaining your hello@stormbreak.org.uk with the subject header “Be a trustee”.
available on request via this email address. An informal conversation with Dr Martin Yelling, CEO, or one of the Trustees is also
Closing Date for all applications: Monday 5th December 2022 5pm
Virtual Interview dates: Week beginning - 12th December 2022
stormbreak.org.uk
How to apply
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The trustees’ report was approved by the Board of Trustees.

Mr N Cluley Chair of Trustees Dated: December 12th 2023

Core Operations Team

Martin Yelling - Chief Executive Officer

Darryl Walsh - Director of School Operations Kate Bone - Director of Coaching and Development Victoria Stamp - Director of Emotional and Mental Wellbeing Anji Andrews - Coach and Community Manager Judy Willits - Co-founder and Strategic Operations Dr Victoria Randall - Teaching and Learning Director Mark Norris - Website Administrator Claire Hannah Russell - Insight and Impact Officer Beth Bradbury - Programme Support Officer Ian Campbell - CTO and Digital Consultant

Trustees’ responsibilities statement

The trustees are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

The law applicable to charities in England & Wales requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources of the charity for that period.

In preparing these financial statements, the trustees are required to:

select suitable accounting policies and then apply them consistently;
observe the methods and principles in the Charities SORP 2019 (FRS 102);
make judgements and estimates that are reasonable and prudent;
state whether applicable accounting standards have been followed, subject to any material departures
disclosed and explained in the financial statements;
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charities (Accounts and Reports) Regulations 2008 and the provisions of the trust deed. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The trustees are responsible for the maintenance and integrity of the charity and financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Setting the scene

The mental health and wellbeing of children has never been a more urgent priority. One in six children in England is now likely to have a mental health condition. There is a growing need to support the mental, emotional and physical wellbeing of children in order to reduce the potential onset of long term mental ill health, mitigate escalation and prevent crisis point.

Children are facing many and more pressures within the complexities of a support system that is struggling to keep up with the rise in demand. Between July and Sept 2021 there was an 81% increase in referrals for children’s mental health support services and one in 5 young people waited more than 12 weeks for a follow up appointment (BMJ 2022). The problem has escalated since the pandemic with 432,000 referrals for people aged 18 and under to children and young people’s mental health services in the six months up to February 2022 – more than doubling the number of referrals compared to the same period in 2019/20. (Nuffield Trust 2023).

More children than ever are struggling with anxiety and worry, unhappiness, uncertainty, low self worth, poor relationships, neuro-diverse challenges, shaky resilience and are lacking in hope for the future. A recent BBC Children in Need (2022) survey of 776 UK wide charity organisations revealed that 91% believe that mental health is the biggest challenge facing young people today and 93% believe the situation is only going to get worse.

This ongoing rise in need demands a greater rise in response

In April 2019, the charity stormbreak was established to support children’s mental health through movement. Our goal is to work within education, healthcare and social settings to help trusted adults that work with, care for, live with and support primary aged children to engage in mentally healthy movement to support their emotional wellbeing.

“The problem is stark. The issues of emotional, mental and physical health for children and the trusted adults surrounding them are rising. Stormbreak exists to help and make a difference to the lives of children now and in the future. Universally supporting children before needs arise, and for some who may need more help, when issues begin to emerge is vital to stem the tide and respond to the challenges children, parents, schools, communities and families face. We know this isn’t easy and that so often children’s lives can be complex and complicated, yet they need and deserve our help. Despite widespread recognition of the importance of prevention and early intervention, meaningful ways to deliver and sustain this on the ground and in real life for those that need it more, and those that need it most, remain inconsistent. We’re striving to work better together with partners, systems, and communities in health, education and social care to be there before we’re needed and act when we’re needed more”. Dr Martin Yelling, CEO

Mentally healthy movement every day for every child

The stormbreak approach is to raise awareness of how movement can be used to support and shape mental health, to give trusted adults the support they need to give children the tools and strategies to recognise, validate, change and regulate emotion and help them to make meaningful, impactful and sustainable change through creating a climate in which they can flourish.

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movement improves children’s wellbeing
and provides vital opportunities for them to
develop emotional and physical life skills
children are
happier and children and their trusted adults
healthier when are happier and healthier when
they move more they interact together through
movement
stormbreak
believes
that:
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A ‘stormbreak’ is a short movement-based activity that focuses on the mental health concepts of resilience, self-worth, self-care, hope and optimism, and relationships. Stormbreaks are usually about 10-15 minutes in duration and utilise movement as an important vehicle to engage children in positive social and communicative experiences.

It is anticipated that children will use their learning from repeated engagement in stormbreak activities to develop strategies over time that shape positive mental health and wellbeing. This includes learning how and when to recognise strengths and vulnerabilities, and how and when to elicit support. As children grow in confidence to take part in stormbreak, and talk about what they feel, notice and understand, movement will hopefully become a positive tool that supports their mental health. Stormbreak programmes are developed and informed by evidence based practise and research.

Throughout the last year stormbreak has gained further organisational maturity, strengthening and building capacity. This has enabled us to continue to develop and scale our programmes with a greater focus on effective and efficient implementation.

Importantly we have identified our key priorities and are working to continually address these.

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Our priorities
Scale: through Target: health Empower:
innovation and inequalities and support and
integration inclusivity enable change
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At a time when charities and organisations that support children’s mental and physical health need to step into the space of giving more help when it matters stormbreak have worked together with existing and new partners to strive to embed movement for mental health in more schools, communities and families. Stormbreak digital development has increased reach into different settings in new and engaging ways, including trailblazing real integrated working across the new health and social care environment where we have seen the rise in opportunity and need to support trusted adults and children.

**All time stormbreak reach[*]**

Total number of stormbreaks completed: 555,584

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Total number of
children supported:
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37,870
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Happy, healthy humans

When the storm rages we teach children to create light, calm and change through movement.

Mentally healthy movement Embedding mentally healthy movement for every child, everyday.

Lifelong healthy habits Equipping children with sustainable skills and coping strategies to thrive throughout life.

*As at April 1st 2023

Our Year Highlights

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2.
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Further increased universal engagement by 245% in our preventative mentally healthy movement programme in primary schools through stormbreak Surge.

Developed and scaled our digital referral early intervention programme ‘stormbreak Shine’ and commenced service

implementation in education, health and social care as a Voluntary, Community and Social Enterprise (VCSE) organisation across and within an Integrated Care System.

Tackled disadvantage 3. through our stormbreak Together programme working with children in care, foster and adoption families and social workers.

4.

Developed stronger user lead and collaborative compelling content through stormbreak Champion (our peer to peer programme) and our work with young carers.

7.

Grown our workforce/volunteers . 369 new trainee teachers learned about mentally health movement and to deliver stormbreaks through our new stormbreak Connect programme.

In the last 12 months we have worked hard to continually build on, develop and grow all of our stormbreak programmes and services. Most notably throughout the last year we have;

Improved content access and availability by continuing to develop and enhance the accessible stormbreak digital resource library stormbreak Cloud and built stormbreak Plus, our membership area.

Supported national campaigns. We wrote and supported the production of BBC Education mental health campaign “ BBC Moodboosters ”.

Focussed on and 10. strengthened our people , our governance , our strategy and sustainability .

Developed a conceptual model

8.

to describe the psycho-social and educational theoretical underpinning of the approaches used by stormbreak.

Developed some exciting new partnerships , including with regional NHS commissioners, Integrated Care Boards (ICBs) and other national partner charities, for example, ADHD Foundation, Arts Mark and Coram Life, and shared our work at multiple regional and national conferences.

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stormbreak®
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1. stormbreak Shine: Digital referral early intervention. Stemming the tide

As a fundamental part of the stormbreak scale and prevention strategy the development of stormbreak Shine commenced 2 years ago. Digital health transformation and appropriate provision for children and young people is an important part of meeting the needs of children and the trusted adults that support them. Stormbreak Shine has been developed as a response to children’s, trusted adults’ and professionals’ needs around supporting emotional wellbeing and mental health, especially meeting a prevention at scale agenda and early intervention response whilst children are awaiting support or before issues escalate. With stormbreak Shine we provide a tool that can help professionals, practitioners and trusted adults that support children’s mental health with a management and referral platform to help them quickly, easily and appropriately support children when they are starting to struggle and show early emerging difficulties.

Much of the early part of the period Jan - July 2022 was spent undertaking a comprehensive digital and technical requirements and specification exercise whilst the period July 2022 - December 2022 was spent designing and developing the digital platform itself. In January 2023 the stormbreak Shine digital referral platform went live and subsequently we worked with partners in education (primary schools, mental health school teams (MHSTs), school nursing teams, pastoral care workers), health care (Primary Care Networks (PCNs), GP’s, social prescribers, digital care navigators, family link workers, children’s mental health practitioners, Child and Adolescent Mental Health Services (CAMHS) and social care (foster families, social workers) implementing and delivering support through Shine.

Stormbreak Shine is a digital referral tool that enables trusted adults to support children when emotional wellbeing difficulties are emerging. They can complete a stormbreak pathway (for example, for early emerging anxiety) with a child, or group of children. They can also share an appropriate pathway with another trusted adult to complete with a child while still monitoring their progress, therefore increasing their capacity to support more children and respond in an appropriate and timely way.

Watch the stormbreak Shine animation >

Who can benefit from stormbreak Shine?

Children, young people and families

Schools and MHST

Primary Care Networks and Family Hubs

ICSs and wider system stakeholders

Voluntary, community, faith-based and social enterprise organisations

Social prescribers

CAMHS

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How stormbreak
Shine works
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Pathway Development

We continue to develop partnerships with clinical and practitioner specialists and experts in the CYP MH to co-produce our targeted pathways - these include input for the 2 neurodevelopment target pathways. This ensures the quality, suitability, specialism and validity of the content that we are producing.

To date we have released support pathways for:

Be Calm; early emerging anxiety
Be Resilient; building resilience
Be Connected; positive relationships
Be Enough; improving self-worth

Due for release summer 2023 are pathways for:

Be Ready; (waiting Autistic Spectrum (AS) diagnosis)
Be Focussed; ADHD focus and attention
Be Strengthened; using self-care to to develop helpful rather than harmful coping strategies
Be Hopeful; developing hope and optimism
Be Present; promoting self-care

Stormbreak has developed specific needs focussed Shine Pathways to help children and their trusted adults to engage in mentally healthy movement and to help focus on ways to support children with low level, early emerging mental and emotional health challenges. A Shine Pathway is made up of a series of stages (up to 6) containing a number of steps (up to 8) to complete along a stormbreak journey. These are completed by the child together with their trusted adult. These steps comprise video activities to watch, explainers from clinical psychologists and CAMHS nurses, activities to read, reflect on and discuss, and coached stormbreak video activities to take part in. A Pathway can be prescribed by any professional working in education, health or social care when they recognise and are supporting a child with mental health or emotional needs.

The stormbreak Shine platform is a digital infrastructure designed to facilitate efficiency, scale and impact. This can be achieved through an increase in the number of registered organisations, professional / practitioner members and number of children supported but also we have created the system to allow us to continually update and add further pathways as needs and priorities emerge.

We have developed a strong internal and collaborative endto-end production workflow to enable this to happen from issue discovery and prioritisation, through to relationship building, co-creation content development, pre-production scripting, proofing, video production, editing, content uploading, management and dissemination.

View the stormbreak Shine Be Calm pathway here >

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Example
pathway
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To date this project has trained and enabled stormbreak Shine with:

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136 20
professionals in health organisations
education (E.g. GP surgeries, PCN’s) and social
care organisations (E.g. Children’s
Services, Social Services)
98 40
professionals in health Primary schools with a stormbreak
and social care Shine activated account
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Implementation workshop demographic

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School Health
21.1% 52.6%
Unknown
2.6%
Attendee
Organisation
Social Care
23.7%
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Note: The intention of the stormbreak Shine workshops was to focus on professionals / practitioners within health and social care. We have delivered a series of additional stormbreak Shine virtual sessions targeting primary schools, education professionals and families.

“The resources and tools were great and accessible”

Shine Practitioner Feedback

ALL respondents agreed that the session was well organised and enabled participants to understand stormbreak and what the Shine pathways were

“The explanation of how things work and the theory behind it and how it could help professionals in practice is really valuable to know”

ALL respondents were able to professionally network during the training
ALL respondents felt the training illustrated how they could support children/patients to engage with the stormbreak Shine resources

“I will be able to support so many other young people with this tool.”

“Brilliant training, I feel this is a

Ongoing support to embed the digital tool in practice continues. This support includes onboarding with digital literacy, as well as maximising professional benefits in practice. As a follow up, our intention is to offer follow-up consultations to support the practitioners as they navigate the journey with the children they support.

One CYP Mental Health Lead has identified how Shine can be used in her PCN, to save time and positively impact waiting lists. This includes her team identifying children on their current caseload for access to the Be Calm pathway, with planned monitoring and support from her team. Children on their waiting list, who are identified as appropriate for Shine pathways, will be opened to their service for planned monitoring and support. This could improve efficiency through reducing their waiting list, enabling capacity planning and saving direct contact time.

We have also delivered a series of family/community workshops to:

Introduce families to stormbreak
Demonstrate access to our resources and activities to explore with children in the home setting
Strengthen stormbreak being embedded in schools with the families of the school
Answer any questions families might have about access to stormbreak Shine.

We have had over 100 parents/trusted adults register for these sessions.

Embedded in the Trusted Adult Toolkit is information on helping to prevent mental health difficulties and to develop emotional coaching skills. The psychoeducation that is offered for the trusted adult is intended to be empowerment materials to help them learn the skills they need to continue helping in preventative ways.

In the session families reflected on their child’s mental health status. Families expressed that their child(ren) were ‘emotional’, showing varying emotions and behaviours, but these were predominantly presenting to them as frustration, anxiousness and challenging. Fun, tired, excited, good and busy were secondary emotions and behaviour.

Feedback from the sessions has been positive, with families saying….

100%

agreed or strongly agreed that ‘the workshop was good at helping them ‘to think things through’
would recommend the workshop to other families

69%

agreed or strongly agreed that they know more about wellbeing and mental health than they did before the session

agreed or strongly agreed that the resource links would be useful for their families 92%

85%

agreed or strongly agreed that the workshop was relevant and helpful to them as a parent, carer or family member.

2. stormbreak Surge: Universal, prevention at scale. Help before it’s needed.

Stormbreak Surge is a primary school mental health and wellbeing programme. Surge is a staff advocate training programme making movement simple, inclusive and accessible that equips and upskills school staff with the delivery confidence to incorporate mentally healthy movement strategies into the daily life of the whole school. It removes barriers to participation and enhances perceptions of the value of movement in schools for teachers, staff and children, through the delivery of purposeful and intentional movement that is focussed on mental health. It establishes an effective whole school empowering environment, improves children’s readiness for learning, reduces the stigma of mental health conversation, and improves the emotional literacy of trusted adults and children.

Our 2022 stormbreak Surge insight report can be read here >

Watch a stormbreak school here >

**Our all time reach[*]**

Surge reach in primary schools across England:

156 618 Schools School staff

34,320 Children

Stormbreak surge growth

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80
38
24
14
Number of New Surge Schools
April 19- April 20- April 21- April 22-
March 20 March 21 March 22 March 23
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274
189
102
53
Number of New Surge School Staff
April 19- April 20- April 21- April 22-
March 20 March 21 March 22 March 23
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*As at April 2023

Our UK stormbreak schools

stormbreak Surge school

Registered stormbreak school

The stormbreaks schools delivered to meet the needs of children were:

15% 23% 20% Hope & Resilience Self-worth optimism 21% 21% Relationships Self-care

Insight

30 Primary Schools took part in an detailed evaluation delivered by the insight and evaluation team based at Bournemouth University. The evaluation is ongoing and the findings presented here are emerging, confident observations of progress so far. The people who participated in the evaluation to date include school staff (class teachers, pastoral care workers, senior leaders) who engaged with the stormbreak Surge programme training and those staff who have delivered stormbreak in their classes and across the school.

Children’s outcomes have been captured through teacher observations, experiences during stormbreak and across the school day. The staff within the research cohort played a significant role in supporting the evaluation.

93% 78% of children said they enjoyed of children said that feelings of happiness they wanted to do when they took part in the more stormbreaks. stormbreak activities.

What professionals say:

Total number of Surge participants from the 30 schools;

99 Primary School Advocates completed stormbreak Surge. (class teachers, pastoral care workers, teaching assistants)

52 Primary School Leaders completed stormbreak Surge.

All surge programme training participants completed an outcomes evaluation at the end of each session they attended. The research team analysed this data and identified some key findings and themes from the feedback received:

86%

of school staff who participated in the Surge programme training strongly agreed that the sessions were understandable.

83%

of school staff who participated in the Surge programme strongly agreed that the resources that accompanied the training sessions were useful.

86%

of school staff who participated in the Surge programme strongly agreed that they felt confident about embedding stormbreak into their schools, based on their learning from the training and access to the available resources.

What stormbreak advocates and staff say:

“Stormbreak is inspiring for us. It is easy to understand, enjoyable and motivating. It’s already possible in a short time to see how relationships with children can be strengthened and how children find talking about their emotions easier.”

“Stormbreak helps children to feel good and to feel positive about themselves.”

“Through stormbreak, children are learning useful vocabulary very quickly. This helps with children’s understanding and acceptance of how they are feeling. Children also then know to use the ideas and coping strategies that they have been taught - trusting that these will help them.”

“When we complete stormbreaks, we notice how different children are throughout the day. The children ask to do stormbreaks frequently. They are engaged and focused on learning afterwards. They seem really happy in the school days whenever they do stormbreaks.”

“One class teacher I spoke to said she could see the changes in wellbeing with children who have done stormbreaks. She referred to stormbreak as having a “magical effect” on children.”

“Stormbreak enables us

to reach out to all children, including those who would not usually take part in any interactive activities. We see happy faces when the children do take part in stormbreaks.”

“We have found that conversations about mental health have increased. Our staff team is more aware of children’s mental health and wellbeing needs. Importantly, children are also more aware of their emotional needs since we have embedded stormbreak into our school.”

“Children have increased their understanding of the words to describe their feelings and this has enabled them to develop different ways to cope and manage their feelings.”

The participants completed Surge programme training and school impact measures and the following results were found:

of participants said:
• they were confident to lead the process of showing colleagues how to use stormbreak
100%

The Surge training participants said they were more confident to plan, deliver and embed the stormbreak approach across the school.

that stormbreak supports the connection between children and the staff who lead stormbreak sessions

95%

of participants said they were more confident to embed stormbreak into their school day 86%

of participants said they were confident to use the stormbreak dashboard to monitor deliveries and evidence the outcomes for pupils

of participants said:

87%

that having conversations about feelings and wellbeing was easier since doing stormbreaks
they felt confident that their whole school approach to mental health and wellbeing was enhanced through stormbreak
that when children do stormbreaks, they engage in team work most of this time, amongst each other, as peers

of participants said that when children do stormbreaks, their engagement helps them to create a positive learning environment (readiness for learning)

96%

Teachers told us about their observations so far:

“I have benefited from an

“I have gained much more of an understanding about children’s mental health. I have learnt how movement can help children to feel better about themselves. I now implement stormbreaks as part of the school day.”

understanding of what stormbreak is. As well as the classes, it has given us a chance to explore its impact with a small group of children. We now have the chance to share ideas with other staff about how to use it.”

“Stormbreak is so powerful in supporting children’s mental health and wellbeing. The children always ask to do more!”

“Children are building relationships with each other through stormbreaks.”

“It is positive to be able to reinforce mental health and wellbeing through movement with the children in our school.”

“Using the resources and the website are easy processes to deliver different stormbreaks, based on the children’s interests and needs.”

“Children are able to identify different emotions which helps them to understand their feelings.”

“We have dedicated time to deliver stormbreaks in our schools. It provides us with different ways to support children with mental health issues and with well being generally.”

“I have been using stormbreaks as a ‘brain break’ between lessons. It really helps children to return to learning and their readiness for learning can be seen.”

One of the limitations to stormbreak growth and ability to reach the number of beneficiaries needing our services is capacity. We are currently limited, without growing our employed delivery team, to deliver stormbreak Surge to circa 120150 schools a year. To improve our capacity to respond to schools in need and support them earlier to embed mentally healthy movement we have developed an online learning platform and programme.

In the Autumn of 2023 we are launching Surge Light which will offer schools the chance to engage with stormbreak through a self-led online training programme. This programme explains to school staff what stormbreak is, how to deliver video-based stormbreak activities into the day to day life of the school, and how to embed stormbreak across a whole school culture to support teacher and school staff learning and children’s mental wellbeing and emotional health.

Surge Light will reduce barriers to engagement, particularly geography; cost; and, human resources and in doing so further boost the capacity of stormbreak to reach more schools, more trusted adults and children.

3. Stormbreak Together. Tackling disadvantage and inequality;

Working with children in care, foster and adoption families and social workers

At stormbreak we are committed to working with and for children and families who experience challenge, disadvantage and inequality. A lot of this work has seen us focus on building purposeful partnerships with foster carers, social workers and children’s services to help them support children in their care.

Stormbreak Together is our programme for families, parents/carers, trusted adults and organisations that provide support for children in the community. It aims to provide parents and carers with support and strategies to help them and their children, develop their confidence to use movement to support their children’s physical and mental wellbeing and cultivate happy, safe, valued environments for children to thrive.

Read about the Together programme here >

Many of the children that come into foster care present with very complex needs, have experienced trauma, childhood adversity and multiple losses. Support and intervention for this can be limited or significantly delayed due to placement stability and limited resources available. Children and foster care families need support and strategies to help them and the children they care for articulate and regulate their feelings.

stormbreak Together delivery model

Working with supervising social workers to identify families needing support
Taking a case-work specific approach, tailoring support to meet individual needs

Identifying Foster Carers (3 groups of 10)

6 sessions with families

Face to face delivery over 12 weeks

2 in-person mentor sessions
2 sessions with supervising social workers
2 in-person sessions including children and young people to introduce stormbreaks
Development and provision of online resources, videos etc
Online stormbreak Together journal engagement for families
Stormbreak facilitated open dialogue around key mental health experiences, issues and problem solving
Helping foster carers think and plan when to do stormbreaks to have the greatest impact

Sustainable Digital Engagement

• Embedding the Shine Pathway for Foster Families

Guided Journaling

Placement stability
Reports from carers about their developing relationship with their children
Young people’s views around the effectiveness of stormbreaks

Evaluation

The programme offers a series of pathways that focus on each of the mental health concepts and parent carers are guided through them and guided reflection tasks through the stormbreak Together journal and then encouraged to try them with their children.

Through stormbreak Together this year we have supported:

22 families 27 children in care 21 social workers

Although a smaller programme this is one we invest significant energy into. It’s really important to us. The programme runs in small, localised groups of families where we work together in a sustained way with families across 5 months for the programme duration. We have new programmes starting in September 2022 working with 20 different families across two localities in the UK (Dorset and Berkshire). This programme has considerable potential to increase in scale, reach and impact.

What foster parents & social workers say

----- Start of picture text -----
of families have said: 91%
97%
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that the stormbreak sessions are understandable.
they have found that the mental health and wellbeing resources that stormbreak has linked them with are useful.

of families have said: that the training will help them to embed stormbreak into family life.

Family perception about the impact of the sessions and stormbreak

Family descriptions:

There is potential to positively impact on children’s mental health and wellbeing through stormbreak

The stormbreak sessions were understandable The sessions were useful to practice stormbreak The stormbreak resources were useful

----- Start of picture text -----
100%
----- End of picture text -----

Families described themselves when they engaged in stormbreak as ‘ adaptable ’, ‘ challenging ’, ‘ close ’, ‘ happy ’ and

‘ supporting ’.

When asked about stormbreak, families said ‘ It is useful because there are lots of resources and strategies to learn ’, ‘ It is an excellent concept ’ and it is ‘ Very helpful ’.

Families could identify the positive impact of stormbreak on the children’s mental health and wellbeing and on their overall family dynamic.

Through our existing children in care programmes and other projects with children and families we have identified:

Children in care are more at risk from mental health challenges and struggles
Families who foster need more help and support to enable the children they look after to develop their emotional literacy because of their adverse childhood experiences
Creating content collaboratively with young people with lived experience of care has the potential to reach other children and young people on their terms in their spaces

We want to develop this programme further, to capture the voices of the children in care and speak directly to the children and their families. This is vital to reach these children, their parents and also the birth children within the families.

4. Amplifying meaningful voices; Co-design, co-delivery. Peer-to-peer programmes

Collaboration and connection. Building powerful partnerships. Working with Young Carers.

Young carers face a unique set of challenges from their caring roles in comparison to their peers. Together with the charity My Time we worked collaboratively with a small group of young carers to listen to their voices, understand their lives and spaces and produce and share 25 stormbreaks for young carers. Specifically, we worked with these young carers to write, produce and film stormbreak content designed to raise the profile of the young carer voice and challenges young carers face in their own emotional wellbeing. Younger primary aged young carers can access these and hear from someone like them who has experienced challenges similar to their own.

The MyTime 2 stormbreak ‘Premier Night’ in February 2023 was attended by around 70 people - funders, local dignitaries, and family and friends. The content is now being hosted on our website along with specific pathways for each mental health concept to be followed by the Young Carers.

View the content online here >

Young Carers need to be celebrated, and this is just one way of supporting and celebrating the roles that these guys have. Kierney, Young Carer

Building generations through a stormbreak Champion programme

Stormbreak Champion is a peer-to-peer programme developing and supporting children and young people to become stormbreak coaches to enable and empower them to deliver stormbreak as champions in community, voluntary, health, education and social settings.

We hold the view that children’s voices matter and so over the past 12 months to bring this to life further we have developed a learning programme resource for stormbreak primary schools to support and encourage children in their school to represent and advocate mental, physical and emotional wellbeing by becoming a stormbreak Champion.

Stormbreak Champion provides school staff with a resource based learning programme giving them the knowledge, tools and resources to help train older children (10-12) in their schools to be able to deliver stormbreak in their setting. In doing so, the school then has a peer to peer mental health advocacy network.

Example Champion resource:

----- Start of picture text -----
NATURE MOVES
Follow
My Lead
Resilience
Recognising that there are things that
cannot be controlled. Developing an
inner strength and courage.
How to deliver the stormbreak:
Child A is lead by child B, Child A describes the surroundings
Introduce resilience using who will have their eyes out loud i.e. we are walking over
the definition above. closed (or blindfolded). leaves, turn around slowly etc.
1
2 4
The stormbreak Champion Child A can hold child B’s
arranges the children into shoulder, hands, or whatever
pairs (as A and B). feels comfortable, or child B
can walk behind child A holding
their shoulders.
8 7 6
Once they have explored all Repeat this in two more areas Child A leads their partner to
three, Child B opens their with two different things something safe and natural
eyes and guesses which in nature to explore - find to touch e.g. a tree, grass
objects they were touching. something up high, at waist etc and asks them to touch
height and something near it and describe it, but not
the floor. guess yet.
3 5
!
NATURE MOVES
!
Ask Remind them
Ask
Encourage them
Tell them
Encourage them
Tell them
Tell them
Follow My Lead
Champion reminders
Talk together
Safety reminder
• Communication is very important!
• Listen carefully!
“How did it feel not to be in control?” “To relax and trust the person leading; if you are the leader, walk slowly and gently”
“How did it feel
to be led/be the
leader?” “To move safely”
“It’s OK to take
a chance” “To communicate
clearly”
“It’s OK to not have
control over everything “It’s OK if you don’t
and everyone” want to be touched on
the shoulder, you can be
led in a way that feels
comfortable”
• Ensure that the children move around the
space in a safe way.
• Ensure that children are led only to objects
that are safe to touch.
with a natural
environment
where possible
required)
4 Outside space
4 Blindfold (if
Resources and
space required:
----- End of picture text -----

5. Improved content access and availability; By enhancing the accessible stormbreak digital resource library stormbreak Cloud and building the new stormbreak Plus

During the last 12 months we have worked hard to extensively develop our library of stormbreak activities and resources to extend their range and relevance whilst also developing an increased focus on areas of priority needs for children that have emerged over the year. We have definitely seen how children need more help with early emerging anxiety, understanding worry, learning to be calm, how to play, how to be creative and inspired, how to develop focus and attention and how to understand sensory skills.

We now have a suite of available resources to be used by trusted adults and the children they support.

Our library includes 177 videos;

5 20 152 child-friendly explainer stormbreak animations videos activity videos (1 per mental health (4 per mental health concept) concept)

Please see some example new stormbreaks

Breath Moves

Written in collaboration with a Master Instructor and Breathworks Coach, these activities are designed to help children to pay attention to their breath, to connect to their breathing rhythm and use the breath as a powerful tool to help calm the mind, lower heart rate and feel more in control.

Sensory Moves

Written with a specialist Occupational therapist and Advanced Sensory Integration Practitioner, these activities are designed to support children who are awaiting assessment for neurodevelopmental conditions, such as autism. Common difficulties associated with autism were identified and addressed through these specific movement activities. These movement activities may also support those with attachment difficulties or other sensory challenges, due to the commonality of difficulties experienced and the sensory integration approach.

Focus Moves

These activities are designed to support children diagnosed with or awaiting assessment for ADHD, written with specialists in, and with lived experience of ADHD these activities acknowledge difficulties with focus and attention, distraction and organisation, talking openly about these challenges and using the activities to provide supporting mechanisms such as list-making and self-stimulating behaviour.

Musical Moves

A partnership with Tom Redmond (Director of Music and Joint Principal) and pupils of Chetham’s School of Music, Manchester.

In line with our strategic focus on developing content together with children and young people, in their places and on their terms, and a need be more inclusive through the use of music and sound we developed a set of stormbreak Musical Moves with children writing and performing the music that represented to them mental health concepts of resilience, self-care, relationships, self-worth and hope and optimism. Each child chose a mental health concept they were particularly drawn to, then composed an original score capturing the essence of what this concept meant to them. One child, Callum, created the ‘Optimistic Waltz’, using musical features such as ‘scherzando’ (being performed in a playful manner), saying the piece was ‘joyful, playful and skippy’. Each child described how they use music to support their mental health. Six new pieces were created in total with Tom presenting movement activities alongside the live music, bringing movement and music together in a fun and meaningful way.

View the stormbreak schuplattler here >

stormbreak Plus

A new membership model, stormbreak Plus has been developed to provide access to extended and premium mentally healthy movement resources. Stormbreak Plus is a digital membership service that will be available from September 2023 and provides access to additional premium content, ongoing continuing professional development, Shine pathways and also new materials as they are released.

Ensures stormbreak continues to be engaging and embedded into schools
Exclusive access to stormbreak Shine, our early intervention pathway programme for supporting children with specific specific early emerging mental health challenges and struggles...and includes the ability to monitor engagement and progress on an individual and group basis
Provides access to our schools peer to peer training programme, stormbreak Champion
Offers access to new and premium stormbreak content, events and professional development opportunities

6. The stormbreak conceptual model; The psycho-social and educational theoretical underpinning of the approaches used by stormbreak

We developed the strength of the stormbreak approach by establishing a conceptual model supporting delivery.

Our approach

See our Theoretical Model here >

----- Start of picture text -----
stormbreak®
Theoretical
Model
Evidence based
psychological techniques
elation
Attachment, positive
relationships & self esteem
r s
Biopsychosocial Neuroscience
tive hip
Developmental
Learning Pedagogy
osi wit
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Social Learning
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Systemic
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Our approach removes barriers to participation and draws upon the simplicity of movement to support a child’s mental health. Stormbreak adopts essential psychological approaches when supporting children, including biopsychosocial, systemic, developmental and multidisciplinary approaches.

Evidence-Based Psychological Techniques

The importance of stormbreak’s core emotional wellbeing concepts of Relationships, Self-Worth, Self-Care, Hope and Optimism and Resilience can be seen in the delivery of much evidence-based psychological therapies.

These therapies are concerned with increasing a child’s emotional literacy to help identify, communicate, understand and manage emotions. We coach our children to notice (self-awareness), name their feelings, recognise the impact this can have on their physicality and learn how to manage unrest. In doing so we help to lay the foundations of a child’s emotional development.

When the storm rages we help children to create light, calm and change through purposeful participation in movement to shape and support resilience and positive mental health.

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pe and O
Ho ptim
R
is
el
m
ati
e o
ienc nshi
p
il
s s
e
R
h
r
t
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-
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This is achieved by:

using clinically proven techniques that support self-regulation
drawing upon age-appropriate therapeutic metaphors that harness the evidence-based power of positive visual imagery that is used in many clinically proven treatment approaches
building valuable tools of hope and optimism, often seen in reaching goals and helpful alternatives in talking therapies (e.g. Cognitive Behaviour Therapy and Compassion Focused Therapy)

7. Workforce growth in Initial Teacher Education; stormbreak Connect

connect

An integral feature of stormbreak is prevention, education and awareness and with this in mind we are actively establishing new ways of working with new and different people, especially those identified trusted adults who can reach numbers of children across education, health and social care.

As a part of the development of stormbreak Connect we worked with four different Universities in London, the South, the North West and North East of England. We introduced 369 pre-service teachers to stormbreak and how to deliver and facilitate stormbreak in their placement primary school. This approach gives stormbreak an opportunity to enter into the mindset and teaching and learning skills of teachers early in their training. These trainee teachers then put stormbreak into action across a variety of different schools, with children of different backgrounds and needs.

“I didn’t realise the amount of children with mental health issues. I am now able to recognise the impact movement can have.”

“Stormbreak is a great way to help address children’s mental health in a fun and creative way”

of trainee teachers agreed or strongly agreed that: 100%

stormbreak will be useful for any professional working with children in an education or other setting.

“Stormbreak has been a fantastic resource for the children to access when necessary. It has allowed them to focus on their own mental health and be aware of how to support themselves.”

98.3%

agreed or strongly agreed that:

the resources will be useful to them as a professional.

“I think stormbreak is a really positive approach and something I will use in my practice”

8. Developed some exciting new partnerships including with regional commissioners and other national partner charities

At stormbreak we recognise that we cannot do all things on our own and that the power of collective action and collaboration has the potential to reach more trusted adults and children on their terms, in their ways, when they need help. This is why we look to build meaningful relationships and partnerships that help everyone. With an increase in the numbers of young children requiring preventative support and help with early emerging mental health difficulties, coupled with an increase in stormbreak visibility and awareness and need for stormbreak services we have sought to establish networks and opportunities to promote stormbreak but also support partners work with us to co-design and deliver specific local, or issue focussed needs based programmes, resources and content. We have started to establish strong links with other charity partners including the ADHD Foundation (with whom we are cocreating a programme to support children’s focus and attention), Coram Life, My Time Young Carers, Get Berkshire Active, Be Active Beds. We are also building new networks with regional NHS commissioners (ICB’s) who have children and young people’s mental health and emotional well-being high on their strategic needs and priorities. We continue to raise awareness for children’s mental health and emotional well-being at local, regional and national conferences, including being invited to the South West NHS Children and Young people mental health transformation conference.

9. BBC Education mental health campaign BBC Moodboosters

A positive and successful partnership in 2022 was with BBC Education. Stormbreak created the BBC Moodboosters concept along with the BBC education team and scripted each Moodbooster activity. We also supported the production and preparation of talent to film the Moodboosters and prepared the online teacher resources.

40 videos and the teacher guide are now live on the BBC Teach website . BBC Teach launched their Family Moodbooster programme for the week commencing 6th February to coincide with Children’s Mental Health Awareness week.

Our Vision

In the last 4 years stormbreak has grown but so has the need for the work that we do. To respond to this we have grown our operational team and increased our programme outputs. We now have 7 salaried members of staff supported by regular contractors and volunteers.

Happier, healthier children through mentally healthy movement.

----- Start of picture text -----
We know that
children’s mental
health, particularly
in disadvantaged
and underserved
communities, is in
need of help.
We understand the
issues that children and
young people face.
----- End of picture text -----

We understand that movement and collaboration can make meaningful change and a positive contribution to the mental and physical well-being of children now and in the future.

1. Scale: through innovation and integration - with a focus on prevention and early intervention

How we will do this...

we will grow our digital and delivered preventative and early intervention programmes
we will work as part of an integrated system with partners in education, health and social care
we will continue to innovate to meet the existing and emerging mental and physical wellbeing needs of children
we will collect and analyse data, measure and report outcomes, provide insight and demonstrate impact
we will continue to focus on stable and sustainable organisational growth

Our Priorities

2. Target: health inequalities and inclusivity - develop and extend our programmes with, by, and for underserved communities

3. Empower: support and enable change - through those who live with, work with, care for and support children

We will focus on children, professionals and parents who are more in need of help when they need it
We will enable and equip parents, carers, and practitioners working in education, health and social care, improving their knowledge, confidence and skills to support children’s mental and physical wellbeing
We will reach more underserved communities and children who experience barriers and challenges to accessing support through mentally healthy movement
We will prioritise children in care, children that care, those living in poverty and deprivation, children facing racial and other inequalities, children with special educational needs and disabilities, and children and families with emerging emotional, mental and physical health needs and those who are at increased risk of poor mental and physical wellbeing
We will prioritise supporting trusted adults in marginalised, disadvantaged and underserved communities where there is greatest need
We will collaborate, co-design, cocreate, and co-deliver. We will learn from those who know
We will ensure that children and young people have meaningful involvement
We will enhance and increase availability, representation, relevance, and reach
We will work together in partnership being authentic, inclusive, transparent, and trustworthy
We will listen to and amplify the voice of children and the importance of positive mental health and movement

Our Supporters

During the year 22/23 we received the following support for stormbreak:

Gift in kind

Volunteer workforce - estimated time 158 days

Financial

We would like to thank all those who have supported stormbreak throughout 22/23 including:-

BBC Children in Need A Million and Me 3 year funding for strategic growth in social care and health sectors
Dorset Public Health £32,000 for a joint project with MyTime
Corporate donation for core funding £10,000
Valentine Charitable Trust for core funding £10,000 and Alice Ellen Cooper Dean Foundation for core funding £5,000
Individual giving raised online through London Marathon and other sporting events
The Funding Network £13,000 for fundraising activities

Independent Examiner’s Report to the trustees of stormbreak CIO

I report to the trustees on my examination of the financial statements of Stormbreak CIO (the charity) for the year ended 31 March 2023.

Responsibilities and basis of report

As the trustees of the charity you are responsible for the preparation of the financial statements in accordance with the requirements of the Charities Act 2011 (‘the Act’).

I report in respect of my examination of the charity’s financial statements carried out under section 145 of the Act and 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 charity’s gross income exceeded £250,000 your examiner must be a member 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 member of the Association of Chartered Certified Accountants, which is one of the listed bodies.

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

accounting records were not kept in respect of the charity as required by section 130 of the Act; or 2. the financial statements do not accord with those records; or
the financial statements 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 financial statements 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.

Dean Pullen FCCA TC Group

10 Bridge Street, Christchurch Dorset BH23 1EF

Dated: December 21st 2023

Statement of Financial Activities

Including income and expenditure account For the year ended 31 March 2023

----- Start of picture text -----
Unrestricted Restricted Unrestricted Restricted
Income from Funds 2023 Funds 2023 Total 2023 Funds 2022 Funds 2022 Total 2022
£ £ £ £ £ £
Donations and legacies 3 179,115 231,658 410,773 48,130 292,000 340,130
Charitable activities 4 116,450 3,750 120,200 74,810 - 74,810
Total Income 295,565 235,408 530,973 122,940 292,000 414,940
Unrestricted Restricted Unrestricted Restricted
Expenditure on Funds 2023 Funds 2023 Total 2023 Funds 2022 Funds 2022 Total 2022
£ £ £ £ £ £
Raising funds 5 7,829 4,540 12,369 4,624 22,988 27,612
Charitable activities 6 188,813 285,701 474,514 68,907 133,642 202,549
Total resources
196,642 290,241 486,883 73,531 156,630 230,161
expended
Gross transfers between
- - - -
1,500 (1,500)
funds
Net income/(expenditure)
for the year/ Net 98,923 (54,833) 44,090 50,909 133,870 184,779
movement in funds
Fund balances at 1 April
77,401 135,370 212,771 26,492 1,500 27,992
2022
Fund balances at 31
176,324 80,537 256,861 77,401 135,370 212,771
March 2023
Notes
Notes
----- End of picture text -----

The statement of financial activities includes all gains and losses recognised in the year.

All income and expenditure derive from continuing activities.

The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.

Balance Sheet

As at 31 March 2023

----- Start of picture text -----
2023 2022
Notes £ £ £ £
Fixed assets
Tangible assets 11 6,464 3,488
Current assets
Debtors 12 5,754 210,796
Cash at bank and in hand 337,256 214,736
Total 343,010 425,532
Creditors: amounts falling due
13 (92,613) (216,249)
within one year
Net current assets 250,397 209,283
Total assets less
256,861 212,771
current liabilities
Income funds
Restricted funds 15 80,537 135,370
Unrestricted funds 176,324 77,401
Total 256,861 212,771
----- End of picture text -----

The trustees acknowledge their responsibilities for ensuring that the charity keeps accounting records which comply with section 386 of the Act and for preparing financial statements which give a true and fair view of the state of affairs of the company as at the end of the financial year and of its incoming resources and application of resources, including its income and expenditure, for the financial year in accordance with the requirements of sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the company.

The members have not required the company to obtain an audit of its financial statements for the year in question in accordance with section 476.

These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.

The financial statements were approved by the trustees on December 12th 2023.

Mr N Cluley Chair of Trustees

Statement of Cash Flows

As at 31 March 2023

As at 31 March 2023
		2023		2022
	Notes	£	£	£	£
Cash fows from operating activities
Cash generated from operations	18		127,666		170,772
Investing activities
Purchase of tangible fxed assets	12	(5,146)		(917)

Net cash used in investing activities			(5,146)		(917)

Net cash used in fnancing activities			-		-

Net increase in cash and cash equivalents			122,520		169,855

Cash and cash equivalents at beginning of year			214,736		44,881

Cash and cash equivalents at end of year			337,256		214,736

Notes to the finanical statements

For the year ended 31 March 2023

1. Accounting policies

Charity information

Stormbreak is a Charitable Incorporated Organisation (CIO) incorporated in England and Wales. The registered office is Evolve, 8a Parr Street, Poole, BH14 0JY.

1.1 Accounting convention

The financial statements have been prepared in accordance with the charity’s [governing document], the Companies Act 2006 and “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” (as amended for accounting periods commencing from 1 January 2016). The charity is a Public Benefit Entity as defined by FRS 102.

The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest pound.

The financial statements have been prepared under the historical cost convention, modified to include the revaluation of freehold properties and to include investment properties and certain financial instruments at fair value. The principal accounting policies adopted are set out below.

1.2 Going concern

At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.

1.3 Charitable funds

Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives unless the funds have been designated for other purposes.

Designated funds are unrestricted funds which have been earmarked for a particular purpose, within the objects of the charitable company by the trustees.

Restricted funds are subject to specific conditions by donors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.

Notes to the finanical statements (continued)

For the year ended 31 March 2023

1.4 Incoming resources

Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.

Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

Legacies are recognised on receipt or otherwise if the charity has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset.

Income from grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

1.5 Resources expended

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Governance costs are those support costs incurred to meet the statutory and constitutional requirements of the charitable company.

1.6 Tangible fixed assets

Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.

Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:

Computers - 25% Straight line

The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in net income/(expenditure) for the year.

1.7 Impairment of fixed assets

At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).

Notes to the finanical statements (continued)

For the year ended 31 March 2023

1.8 Cash and cash equivalents

Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.

1.9 Financial instruments

The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.

1.10 Employee benefits

The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.

Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

1.11 Retirement benefits

Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.

1.12 Donated office costs

Office space donated is measured at fair value, it is recognised as income with a corresponding cost.

2. Critical accounting estimates and judgements

In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.

The annual depreciation charge is considered with reference to the estimated useful economic lives and residual value of the assets. The useful economic lives and residual values are re-assessed annually.

Income recognition is considered with reference to the service level agreement, grant agreement or other supporting documentation, to ensure cut off is correctly stated at the point of entitlement.

There were no other key sources of estimation uncertainty or judgements.

Notes to the finanical statements (continued)

For the year ended 31 March 2023

3. Donations and legacies

----- Start of picture text -----
Unrestricted Restricted
Funds 2023 Funds 2023 Total 2023 Total 2022
£ £ £ £
Donations and gifts 58,615 15,000 73,615 37,130
Grants received 117,000 216,658 333,658 297,000
-
Donated goods and services 3,500 3,500 6,000
Total 179,115 231,658 410,773 340,130
For the year ended 31 March 2022 48,130 292,000 340,130
----- End of picture text -----

4. Charitable activities

----- Start of picture text -----
Charitable Charitable
income 2023 income 2022
£ £
Services provided under contract 120,200 74,810
Analysis by fund
Unrestricted funds 116,450 74,810
Restricted funds 3,750 -
Total 120,200 74,810
For the year ended 31 March 2022
Unrestricted funds 74,810 -
----- End of picture text -----

Notes to the finanical statements (continued)

For the year ended 31 March 2023

5. Raising funds

----- Start of picture text -----
Unrestricted Restricted
Fundraising and publicity Funds 2023 Funds 2023 Total 2023 Total 2022
£ £ £ £
Staging fundraising events 4,450 625 5,075 12,875
Advertising and promotion 1,221 3,915 5,136 14,113
Other fundraising costs 2,158 - 2,158 624
Fundraising and publicity total 7,829 4,540 12,369 27,612
For the year ended 31 March 2022
-
Fundraising and publicity total 4,624 22,988 27,612
----- End of picture text -----

Notes to the finanical statements (continued)

For the year ended 31 March 2023

6. Charitable activities

----- Start of picture text -----
Charitable Charitable
expenditure 2023 expenditure 2022
£ £
Staff costs 203,172 116,512
Surge materials 16,841 7,512
Education & social care programmes 1,135 4,007
Other costs 23,157 2,826
Consultant facilitator 22,876 -
-
Freelance support 9,013
Digital development 161,861 33,145
Research & evaluation lead 12,114 11,000
Rent 2,500 -
Total 443,656 184,015
Share of support costs (see note 7) 14,082 11,519
Share of governance costs (see note 7) 16,776 7,015
Total 474,514 202,549
Analysis by fund
Unrestricted funds 188,813 68,907
Restricted funds 285,701 133,642
Total 474,514 202,549
For the year ended 31 March 2022
Unrestricted funds 68,907
Restricted funds 133,642
Total 202,549
----- End of picture text -----

Notes to the finanical statements (continued)

For the year ended 31 March 2023

7. Support costs

----- Start of picture text -----
Support costs Governance costs 2023 2022
£ £ £ £
-
Depreciation 2,170 2,170 1,314
Computer costs 1,437 - 1,437 2,059
Insurance 1,407 - 1,407 1,302
Subscriptions 422 - 422 40
-
Donated office space 3,500 3,500 6,000
Sundry 5,117 - 5,117 789
Bank fees 29 - 29 15
-
Independent examiners fees 3,500 3,500 2,500
-
Legal and professional 13,276 13,276 4,515
Total 14,082 16,776 30,858 18,534
----- End of picture text -----

8. Net movement in funds

----- Start of picture text -----
Net movement in funds is stated 2023 2022
after charging/(crediting) £ £
----- End of picture text -----

Net movement in funds is stated after charging/(crediting)	2023 £	2022 £

Fees payable to the independent examiner for the independent examination of the fnancial statements	2,500	2,500
Fees payable to the independent examiner for other services	1,000	-
Depreciation of owned tangible fxed assets	2,170	1,314

9. Trustees

None of the trustees (or any persons connected with them) received any remuneration or benefits from the charity during the year.

Notes to the finanical statements (continued)

For the year ended 31 March 2023

10. Employees

----- Start of picture text -----
Number of employees 2023 2022
The average monthly number of employees during the year was: Number Number
6 4
2023 2022
Employment costs
£ £
Wages and salaries 185,583 108,000
Social security costs 13,837 6,434
Other pension costs 3,752 2,078
Total 203,172 116,512
----- End of picture text -----

All wages relate to remuneration of key management personnel.

There were no employees whose annual remuneration was £60,000 or more.

11. Tangible fixed assets

----- Start of picture text -----
Computers
Cost
£
----- End of picture text -----

Cost	Computers £

At 1 April 2022	6,097
Additions	5,146
At 31 March 2023	11,243

Depriciation and impairment
At 1 April 2022	2,609
Depreciation charged in the year	2,170
At 31 March 2023	4,779

Carrying amount
At 31 March 2023	6,464
At 31 March 2022	3,488

Notes to the finanical statements (continued)

For the year ended 31 March 2023

12. Debtors

----- Start of picture text -----
Debtors 2023 2022
Amounts falling due within one year £ £
Trade debtors 5,469 209,250
Payments and accrued income 285 1,546
Total 5,754 210,796
----- End of picture text -----

In 2022 a balance of £195,000 was owed from a single provider.

13. Creditors

----- Start of picture text -----
Creditors 2023 2022
Notes
Amounts falling due within one year £ £
Deferred income 83,000 195,000
Trade creditors 3,444 13,781
Other creditors 884 1,008
Accrurals and deferred income 5,285 6,460
Total 92,613 216,249
----- End of picture text -----

Deferred income relates to contracted services to be undertaken after the financial year end.

14. Retirement benefit schemes

Defined contribution schemes

The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity in an independently administered fund.

The charge to profit or loss in respect of defined contribution schemes was £3,752 (2022 - £2,078).

Notes to the finanical statements (continued)

For the year ended 31 March 2023

15. Restricted funds

The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes:

----- Start of picture text -----
Balance at Balance at
Balance Incoming Resources Incoming Resources
31 March 31 March
at 1 April resources expended Transfers resources expended
2022 2023
2021 £ £ £ £ £
£ £
BBC Children in
- -
250,000 (138,059) 111,941 200,000 (263,238) 48,703
Need
- - - -
BCP Together 1,500 (1,500) 3,185 (3,185)
Active Berkshire - - - - - 3,750 (389) 3,361
Valentine - 10,000 (9,375) - 625 15,000 (625) 15,000
- - - -
My Time Project 32,000 (9,196) 22,804 (22,804)
The Funding - - - - - -
13,473 13,473
Network
1,500 292,000 (156,630) (1,500) 135,370 235,408 (290,241) 80,537
----- End of picture text -----

BBC Children in Need

£200,000 was received as part of a 3 year funding agreement, A Million and Me initiative. This funding was awarded so that the charity could:- extend and enhance the digital and delivered programmes and services; improving scalability and reach across new settings such as health, social care and education to impact more children and trusted adults; contribute towards achieving long-term organisational strategic growth, stability and sustainability; and, shape, support and improve the immediate and long term term mental, physical and emotional health of Stormbreak beneficiaries. The digital development was completed during this year requiring a spend of approximately £150,000 in line with our planned budget. The rest of this year’s expenditure has been used to contribute to staffing costs for the core operational team and for external support required to develop, deliver and evaluate new Stormbreak resources. The balance carried forward £48,703 is being used to support the maintenance of the digital platform and contribute towards core operational team costs.

BCP Together

BCP provided a grant to support stormbeak Together, a programme for looked after children in Dorset. Further grants will be received in 2023-24 to support ongoing delivery of this project.

Notes to the finanical statements (continued)

For the year ended 31 March 2023

Active Berkshire

Active Berkshire provided a grant to support stormbeak Together, a programme for looked after children in Berkshire. This project commenced but delivery is taking place in Autumn 2023 hence the fund has been carried forward.

Valentine

Valentine had previously provided a grant towards fundraising costs and the final £625 was spent in this year. A further grant was awarded in February 2023 to support the operational running of the charity and this will be used throughout 2023/24 hence was carried forward.

My Time Project

Dorset Public Health funded Stormbreak to work in partnership with another local charity MYTIME to create a range of Stormbreak resources specifically for young carers. A small team of young adult carers (aged 16-25) who have previously graduated from MYTIME’s Employability Programme co-produced the materials and undertook training to build their confidence and skills so they can deliver Stormbreaks for young carers, aged 5-11. The project commenced the previous year but was completed this year and the budget spent on developing the materials for the project, initial training sessions and a residential training course for the Young Carers, content and material development, video production, and digital integration, as well as £13,106 of the funds being paid to MYTIME for their part of this project.

The Funding Network

Stormbreak was successful in bidding for funds from TFN to contribute towards a fundraiser role. Due to market forces it was decided to employ an experienced fundraising consultant on a part-time basis rather than recruit a substantive role. The fundraiser commenced work in June 2023.

16. Analysis of net assets between funds

----- Start of picture text -----
Unrestricted Restricted
Fund balances at 31 March 2023 Total 2023 Total 2022
2023 2023
are represented by: £ £
£ £
Tangible assets 3,629 2,835 6,464 3,488
Current assets / (liabilities) 172,695 77,702 250,397 209,283
Total 176,324 80,537 256,861 212,771
----- End of picture text -----

17. Related party transactions

There were no disclosable related party transactions during the year (2022 - none).

Notes to the finanical statements (continued)

For the year ended 31 March 2023

18. Cash generated from operations

----- Start of picture text -----
2023 2022
£ £
Surplus for the year 44,090 184,779
Adjustments for
Depreciation and impairment of tangible fixed assets 2,170 1,314
Movements in working capital
Decrease/(increase) in debtors 205,042 (210,796)
Decrease/(increase) in creditors (11,636) 475
(Decrease)/increase in deferred income (112,000) 195,000
Total 127,666 170,772
----- End of picture text -----

19. Analysis of changes in net funds

The charity had no debt during the year.

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stormbreak® © All Rights Reserved 2023 stormbreak CIO: Annual Report ended 31 March 2023 stormbreak[®] CIO is a Registered Charity in England & Wales (1182771) Stormbreak CIO, Evolve, 8a Parr Street, Ashley Cross, Poole, Dorset, BH14 0JY

2023-03-31-accounts

stormbreak CIO Annual Report 1st April 2022 - 31st March 2023

Contents

Legal and Administrative Information

Trustees:

Charity Number: 1182771

Company Number: CE017040

Trustees’ Report (Including Directors’ Report)

Objectives and activities

Activities undertaken in relation to objects:

Achievements and performance

Financial review

Reserves Policy

Structure, governance and management

Trustee Recruitment

Core Operations Team

Trustees’ responsibilities statement

Setting the scene

This ongoing rise in need demands a greater rise in response

Mentally healthy movement every day for every child

All time stormbreak reach[*]

Our Year Highlights

4.

7.

Developed a conceptual model

8.

1. stormbreak Shine: Digital referral early intervention. Stemming the tide

Watch the stormbreak Shine animation >

Who can benefit from stormbreak Shine?

Schools and MHST

Pathway Development

To date we have released support pathways for:

Due for release summer 2023 are pathways for:

View the stormbreak Shine Be Calm pathway here >

To date this project has trained and enabled stormbreak Shine with:

Implementation workshop demographic

Shine Practitioner Feedback

We have also delivered a series of family/community workshops to:

Feedback from the sessions has been positive, with families saying….

100%

69%

2. stormbreak Surge: Universal, prevention at scale. Help before it’s needed.

Our all time reach[*]

Surge reach in primary schools across England:

Stormbreak surge growth

Our UK stormbreak schools

The stormbreaks schools delivered to meet the needs of children were:

Insight

What professionals say:

86%

83%

86%

What stormbreak advocates and staff say:

95%

Teachers told us about their observations so far:

3. Stormbreak Together. Tackling disadvantage and inequality;

Working with children in care, foster and adoption families and social workers

Read about the Together programme here >

stormbreak Together delivery model

Through stormbreak Together this year we have supported:

22 families 27 children in care 21 social workers

What foster parents & social workers say

Family perception about the impact of the sessions and stormbreak

Family descriptions:

4. Amplifying meaningful voices; Co-design, co-delivery. Peer-to-peer programmes

View the content online here >

Building generations through a stormbreak Champion programme

Example Champion resource:

5. Improved content access and availability; By enhancing the accessible stormbreak digital resource library stormbreak Cloud and building the new stormbreak Plus

Our library includes 177 videos;

Please see some example new stormbreaks

Breath Moves

Sensory Moves

Focus Moves

Musical Moves

A partnership with Tom Redmond (Director of Music and Joint Principal) and pupils of Chetham’s School of Music, Manchester.

stormbreak Plus

Our approach

Evidence-Based Psychological Techniques

This is achieved by:

**All time stormbreak reach[*]**

**Our all time reach[*]**