## ANNUAL REPORT FOR THE YEAR ENDED 31 JULY 2022 |**Contents**|**Page**| |---|---| |Reference & Administrative Information|1| |Report of the Trustees:|| |Background, Objectives and Activities|2| |Achievements and Performance|3| |Plans and Partnerships|6| |Financial Review|7| |Structure, Governance and Management|9| |Independent Examiner's ReportFinancial|10| |Statements:|| |Statement of Financial Activities Balance|11| |Sheet|12| |Notes to the Financial Statements|13| |Declarations|22| ## **REFERENCE & ADMINISTRATIVE DETAILS** |Charity Registration Number|1185452| |---|---| |Date of Registration|23/09/2019| |Start of Financial Year|01/08/2021| |End of Financial Year|31/07/2022| |Trustees who served during the year|Jennifer Whitehill (appointed 10/02/2020)| ||Zoe Wallis (appointed 17/07/2019)| ||Cheryl Hawkins (appointed 17/07/2019)| |Registered Address|1711 High Street, Knowle,| ||Solihull, Midlands, B93 0LN.| |Governing Document|Charitable Incorporated Organisation| ||‘Foundation Model’| |Bankers|Natwest, 12 Broad Street, Hereford, HR4 9AH| |Independent Examiner|Ian English| 1 **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 JULY 2022** The Trustees present their report and the financial statements of the Charity for the year ending 31 July 2022. The Trustees have adopted the provisions of 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, effective 1 January 2015). The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and Accounting and Reporting by Charities: Statements of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015). ## **1. Background, Objectives and Activities** ## Background SHINE YOUTH was founded after the charity This Way Up Youth Project (Registered charity number 1114775) announced at the end of June 2019 that it was going to close. At that time, the Founder was the Director of the Pastoral Mentoring work delivered by This Way Up Youth Project and was asked by all 6 of the schools where they were delivering mentoring services to continue that service delivery. The schools said there was no other provision able to meet the needs of their vulnerable students in the same timely and effective way. When the staff and existing volunteers of This Way Up Youth Project committed to continue the work with the Founder, the Founder set up SHINE YOUTH immediately so that young people receiving the mentoring support had no break in the mentoring provision. Shine Youth was registered as a Charitable Incorporated Organisation (CIO) by the Charity Commission on 23 September 2019. ## Objectives The purpose of the Charity is to promote and protect the positive mental health and emotional wellbeing of young people aged 11-18 years who are experiencing emotional and behavioural difficulties related to experiences of grief and loss; low mood, low self-esteem; anger; stress and anxiety; childhood trauma; domestic violence and self-harm. The activities of the Charity are focused on providing: - (1) Psychological information about how these issues affect young people to these individuals and their parents/ carers, teachers, youth workers and others. We increase their knowledge and capacity to respond in ways that are mental health- and trauma-informed. - (2) 1:1 Pastoral Mentoring and Wellbeing Group courses for young people which relieves their distress; advances their self-care, social and emotional skills; and facilitates the growth of their positive mental health, selfidentity, resilience and self-esteem. In so doing, the Charity’s work aims to support young people to fulfil their potential to flourish in their family, friendships, education, and community; achieve more and avoid school exclusion. ## Public Benefit The Trustees have regard to the guidance from the Charity Commission on reporting on Public Benefit and are committed to ensuring the Charity delivers public benefit as it fulfils its objectives. The Charity offers its activities to all people of any faith or none and does so in accordance with Christian principles and unconditional positive regard, respect and empathy. Activities SHINE YOUTH fulfils its objectives by recruiting, training and supervising volunteer pastoral mentors and group leaders to provide: - weekly 1:1 in-school Pastoral Mentoring support to young people aged 11-18 years; - - courses and support groups for young people aged 11-18 years; and - the MADE course – a course for year 9 school students (aged 14 years) who are low confidence learners or struggling to engage with education for other reasons. ## Our volunteers: - ensure that young people experience the personal investment of a caring, trained and supportive adult who enables them to feel seen, heard and safe during times of difficulty or distress; - use creative activities to facilitate young people’s self-expression and reflection and provide them with evidence-based strategies and tools to build their resilience to cope and begin to thrive in their relationships and schoolwork; and - are trained in Person-Centred Counselling skills, Cognitive Behavioural Therapy (CBT), Solution-Focused Therapy (SFT) approaches and recommended coping strategies for a range of emotional wellbeing issues and safeguarding. ## **2. Achievements and Performance** ## Review of the significant activities, events and achievements ## Beneficiaries We have provided 81 young people with 12 – 36 hours of 1:1 Pastoral Mentoring each this year. Since more young people have presented with a higher level of need and required more than our core 12 sessions of support, this is a lower number than the 100+ we worked with before the Covid-19 pandemic. Frequent absences also extended the duration of mentoring delivery during the first half of the year as many young people/school staff/volunteers had Covid-19 or were required to isolate due to contact with someone who had this virus. Young people have continued to express the continued legacy of the pandemic through not having been able to see loved ones before they died; of some who died having had diagnosis or treatment delayed; of increased loneliness / disconnect from social support and of continued uncertainty, heightening anxiety and low mood. Just as in 2020-21, those experiencing bereavement and anxiety were a high proportion of those we have supported this year: 70% were referred for 70% were experiencing bereavement support anxiety 43% were identified as having low self-esteem 41% were experiencing low mood 30% were engaging in self-harm 8% were referred to CAMHS before or whilst being mentored 3 It is striking that 43% of those referred were identified as having low self-esteem. In our July 2021 survey of schools, the top need they identified was support for students’ low self-esteem. When self-esteem is low, the individual sees themself and the world around them in a more negative light and generally have lower happiness, wellbeing and personal resilience to overcome challenges. Much of our work this year has been in helping young people identify positives in themselves and their situation, however small, to restore hope and belief that things can change for the better. We therefore began to write an 8 session course to be delivered in 2022-2023 called CREATE which aims to build young people’s self-esteem, confidence and positive sense of self (see Plans & Partnerships below). It is also notable that compared to 43% last year, only 8% of the young people we mentored this year were referred to the Child & Adolescent Mental Health Service (CAMHS) before or during the course of our work with them. In response to our queries about this, school staff told us that they had referred more students straight to Shine Youth alone rather than also to CAMHS because their perception was that they could access our service more quickly and Shine Youth works with the students until positive change is achieved rather than ceasing the intervention after 6 or 12 sessions. As a result we have constantly held waiting lists for all of the schools we have been delivering to. We are pleased that 69% of those referred were able to begin receiving support within 1 month. However, we are highly motivated to recruit more volunteers to particularly lower the number who had to wait 6 – 7 months: 42% are seen within 2 weeks of being referred; A further 27% are seen within 1 month; A further 21% begin mentoring within 2 - 4 months; - 10% have had to wait 5 -7 months this year. In order to reduce the waiting time for the 31% of those referred who waited more than 1 month to access our support, the trustees decided to expand the Charity’s delivery to offer group work (see Staff and Plans & Partnerships below). ## Outcomes We use 'The Young Person’s Clinical Outcomes in Routine Evaluation (YP-CORE)' which is a robust measure of psychological distress in young people aged 11-16 years old which has inbuilt measures of ‘reliable’ and ‘clinical’ change. Very positively, our mentoring work this year achieved an average decrease of Several Case Studies can be read on the Impact page of the Charity’s website at www.shineyouth.org.uk In the questionnaires that young people completed following their episode of mentoring: 4 Teachers’ reported that: ## Feedback given by young people: - _“You’ve taught me how to react differently. I’ve learnt lots of strategies I can use to control my thoughts and feelings so they don’t get on top of me, and I can use a routine to cope with change.”_ - _“Thank you so much for how you have helped me over the last few months. You have helped me through some of the worst times in my life and for that I will always be grateful.”_ - _“I really appreciate how you have helped me to have a positive view of things and myself. Going forward I am different now.”_ - _“I make sure I swap my negative thoughts for positive ones now. I feel more confident since having mentoring and I know that things in my life can change;”_ - _“I feel better now I know it is normal with grief for my emotions to come and go;”_ - _“I’ve learnt how to cope with anxiety and stress. I’m doing breathing techniques and tensing/relaxing my muscles. I’ve also got more confident.”_ ## Feedback given by teachers: - _“SHINE YOUTH is excellent and their mentors are compassionate, student-centred and professional. We have seen visible benefit to the students who have accessed the Shine Youth mentoring service this year and I would strongly recommend this service to colleagues in other schools”_ (Head Teacher); - _“The weekly mentoring sessions are hugely valuable here. There have been disclosures about self-harm and suicidal thoughts made by students to their mentors which could mean that their mentoring has possibly saved their lives. I am not certain these pupils would have disclosed to anyone else, due to the level of trust built through weekly mentoring which doesn’t ordinarily occur with school staff and they have said they had no-one else they felt they could tell”_ (School Pastoral Manager) **.** ## Volunteers 14 volunteers from the Solihull community supported our work: 9 delivered 1:1 mentoring sessions, 4 to lead the MADE Course (including 2 local church youth workers) and 1 to lead our team prayer meetings. We’d like to thank all of our volunteers for the time and commitment they give each week of the year and also for their regular feedback that shapes the development of our resources and communicates the mentoring impact. Particularly, we are immensely thankful for the 3 volunteers who ceased to volunteer after 5 years each of volunteering with us. You have been amazing and made a hugely positive impact upon the many young people you have worked with. ## Staff One of our very experienced volunteer mentors successfully applied for the new position of Wellbeing Lead that we advertised in June 2022. This role will begin in September 2022 and aims to grow our reach and impact by launching: - Wellbeing Group interventions to reach more young people (12 at a time) and widen the access to our support. We surveyed all of the local secondary schools in July 2022 to identify the highest areas of need for this group work to target. They were reported as support for low self-esteem, managing anxiety and for bereavement; - Youth Forums - termly groups drawn from our cohort of 1-2-1 Pastoral Mentoring which will enable young people with lived experience to have a voice and purpose in using their strengths and experiences to shape our services. 5 ## Training This year, the Training and Development Manager who joined the Charity at the beginning of the year (Sept 2021) has: - re-written the Volunteers’ Induction Training and a Core Curriculum and gained Ofqual accredition as a Level 3 Award in Mentoring Practice by the Open College Network West Midlands; - presented monthly CPD training to our volunteer Pastoral Mentors that has upskilled their ability to deliver high quality mentoring using theories and approaches which are evidenced-based and have efficacy; and - Developed the Mentoring resources through the creation of a series of Workbooks for building the resilience of young people coping with anxiety, with bereavement and to build self-esteem. The training of the Charity’s volunteers is critical to ensuring that the quality of work completed with beneficiaries remains high and its outcomes continue to be strong. The supportive learning and equipping environment we provide ensures we are delivering a high duty of care to our volunteers for work which is emotionally and cognitively demanding. Becoming registered as a training centre with the Open College Network West Midlands also means that the external training which the Training Manager is now engaged in writing will be able to be accredited. This will be attractive to some audiences and potentially aid the sale of these products. It also provides general quality assurance of the quality of our materials to our marketplace. We completed a survey of the secondary schools in Solihull in July 2022 to pinpoint the training which senior school staff identified as desired by them for their staff; their students and for their students’ parents / carers. ## The MADE Course The CEO secured 10 business partners and trained a team of volunteers and local youth worker leaders to run the MADE Course. This 10-day course is designed to re-engage disadvantaged 14 year olds with Education and prevent permanent exclusion from school at the key stage of making their GCSE and BTEC course choices. The course has been delivered in Essex since 2016 and has proven outcomes of raising students’ motivation and aspirations; equipping them with a positive vision of themselves and their future employment possibilities; and achieving renewed Educational participation. Two secondary schools signed up for our pilot course but unfortunately the late withdrawal of 2 of the 4 volunteer leaders required to run the course meant it has been re-scheduled for the 202223 academic year. During the collaboration for this project, we assisted Jaguar Land Rover with the development of an orientation day designed specifically for this cohort of disadvantaged teenagers. ## Systems Following successful application to the DotProject ‘Tech Foundations Programme’ funded by the National Lottery, the CEO was able to utilise this digital expertise and capability building support to complete the data journey mapping required to build a case management system able to automate the communication for referral receipts, allocations and waiting list management. This Case Management system is now in its final testing stage and will be usable by staff, volunteers and school partners by December 2022. This digital infrastructure is crucial to enabling the Charity to scale up the number of beneficiaries and data it is able to work with and manage. ## Plans & Partnerships: We want to: 1. Widen young people’s access our wellbeing support and support more young people; 2. Shorten our waiting list time so that all can get support within 2 – 8 weeks; 3. Enable our work to be more preventative by being easily accessible to young people in location(s) where they feel comfortable and which are not ‘clinical’ or stigmatising; 4. Gain the views of young people with lived experience of difficult wellbeing issues to input into what we are doing and offer in the future; 6 5. Offer a Christian faith-based perspective that for some young people will aid their ‘Sense of Mattering’ and ‘Sense of Purpose’ which were identified by The Wellcome Trust as part of their Spiritual & Religious Beliefs ‘Active Ingredient’ of effective interventions in the field of adolescent mental health; 6. Equip others able to support young people’s positive mental and emotional health to do so. We therefore plan to: 1. Write and deliver Wellbeing Group interventions for groups of 12 young people. These will first meet the needs identified in our July 2021 and 2022 surveys: an 8 week course called CREATE to raise young people’s self-esteem and a 6 week course called BREATHE to explain and equip young people to better manage anxiety and stress; 2. Include an optional Mindful, Reflective, Prayerful space as part of these interventions which also assist schools to deliver the Spiritual, Moral, Social, Cultural (SMSC) strand of the curriculum; 3. Recruit more volunteers and a second staff Wellbeing Lead to deliver the group courses, the MADE Course, additional 1:1 Mentoring and other wellbeing activities; 4. Open a Youth Wellbeing Hub in Solihull where beneficiaries feel comfortable in the café, and can book in and drop-in to access the range of courses and support activities on offer; 5. Begin Youth Forum groups of young people who have been supported by SHINE YOUTH mentoring (or Wellbeing groups next year) to shape the services, resources and training we deliver; 6. Deliver training for teachers and organisations working with young people; and information evenings and support groups for parents/carers. ## Partnerships: The Charity’s Chair of trustees and CEO have been engaged in developing a financial partnership and programme to deliver joint projects for 16 – 21 year old beneficiaries for the 2022-23 financial year with the CEO of a large West Midlands charity. The Wellbeing Hub project is a part of this partnership. We are also a member of the Solihull Cultural Education Partnership (Arts Council England) and intend to form partnerships with other members to run a range of artistic activities as part of the Wellbeing activities programme that we wish to offer. We are also a part of the discussions as to the provision which will be offered as a part of the Family Hubs initiative. ## Financial Review SHINE YOUTH completed its 2021-22 financial year on 31st July 2021 with a net loss of £21,708 where the total income for the year was £41,759 and total expenditure was £63,467. The Charity ended the year with £6,296 of unrestricted money and £4,704 in restricted funds. 7 For several reasons, the income was considerably lower than the income of £70,989 in 2020-21. The Charity was less successful with its grant applications than previously. The continuing impact of Covid-19 limited our ability to run fundraising events and the Charity was also not able to seek additional donors from Church congregations easily as many churches continued to have restrictions on their in-person services for a considerable part of the year. One church did select SHINE YOUTH to be their charity to support for 3 years and have pledged £4,000 each year. The trustees would like to express their thanks to the following who gave grants to fund our work: The Heart of England Community Foundation / Solihull Metropolitan Borough Council, The Society of the Holy Child Jesus and The Trusted Executive Charitable Trust. The latter is a 3 year funding commitment which begins to provide the stability which the Charity’s strategy of applying for multi-year grants aims for. The trustees would also like to thank St Philips Church Dorridge, Birmingham Vineyard Church and Solihull Christian Fellowship for their donations to our work this year, as well as The Café at Bentley Heath and all of the regular and one-off donors who have invested in our work financially this year. We really couldn’t do it without you! Going forward, the trustees’ strategy is to grow all of its income streams and the following have been scheduled / are in place: - a calendar of 4 fundraising events throughout the next financial year; - speaking / publicity slots in local churches for 2023 as part of a campaign to gain additional regular donors; - working with a consultant to assist with grant applications on a pro bono basis; - target multi-year grants and large grants like Children in Need and HS2 locally to provide greater stability and longer term planning; and - initiating group work with young people and external training for teachers, organisations and parents/carers as additional revenue streams. The Chair of Trustees and the CEO have also been engaged in developing a financial partnership with the a large West Midlands charity for the 2022-23 financial year. ## Reserves Policy The Trustees have set a reserves policy to maintain free reserves in unrestricted funds at a level which equates to 3 months of fixed overheads (£16,581). The Trustees consider that this level will provide sufficient funds to allow time 8 for responses to applications for grants to be received and to ensure that support and governance costs are covered. Three months of reserve funds also provides for the service delivery to be concluded over a timescale which constitutes therapeutic rather than abrupt endings of the direct work with young people. This year the £4,704 restricted fund surplus is restricted for the salary of the Charity’s Training & Development Manager. Therefore, the £11,001 sum of the restricted and unrestricted surplus can all be used for fixed-cost expenditure. This is equivalent to 2 rather than 3 months of fixed-cost expenditure and so it is planned to increase the Charity’s reserves to 3 months of fixed overheads by the end of 2022-23. ## Assessment of Principal Risks and Mitigating Factors The Trustees manage the risk environment regularly using a risk register which assesses risks in accordance with the size and potential impact and likelihood of occurrence. This scoring methodology is used to prioritise which risks are actively managed by the Charity at both executive and Trustee level. The major risks managed monthly include young people’s safeguarding; levels of grant and fundraising income; risk of key employee loss; service delivery demand and response/ waiting times; and cash flow management. The Trustees are satisfied that all material risks have been clearly highlighted and are appropriately managed. ## Going Concern Having reviewed the level of available funds alongside the projected cash-flow, the Trustees have reasonable expectation that the Charity has adequate resources to continue its activities for the future. Accordingly, they continue to adopt the going concern basis in preparing the financial statements. ## Structure, Governance and Management The organisation is led by the Board of Trustees which oversees and monitors the work of SHINE YOUTH and makes decisions on over-arching issues such as vision, strategy and both the agreement and monitoring of the budget and risk register. The Board of Trustees met 7 times during this year. The post of CEO is also a Trustee in order to provide the Charity with a direct, effective and efficient link between its governance and operational functions. The CEO’s equal responsibility and decision-making power at the highest level of the running of the charity provides direct accountability, strengthens governance and guards against the potential for disconnect between the Charity’s management team and the Board. The day-to-day running of SHINE YOUTH is delegated to the CEO. Members of the Board supervise the CEO and the CEO provides supervision to the rest of the staff and volunteer team. ## Recruitment, Appointment, Induction and Training of the Board of Trustees The Board of Trustees ensures that it takes into account potential contributions to the skills mix and the balance of the Board as a whole when making new appointments. Trustees are recruited by word of mouth and by direct approach to people who possess relevant skills and support the values of the Charity. New Trustees are provided with a Trustee Handbook and inducted to the Charity and the context within which it operates, including: - The obligations of Trustee board members; - The main documents which set out the operational framework for the Charity including its Governing Document; Policy Handbook; Risk Register and Archived Minutes of Trustees’ Meetings; - - Resourcing and the current financial position as set out in the latest published accounts. As part of an ongoing recognition of the need to maintain quality standards throughout the Charity, training is sourced each year to develop the understanding and abilities of the Trustees, including Safeguarding training. 9 ## CHARITY COMMISSION ## FOR ENGLAND AND WALES ## Independent examiner's report on the accounts ## Section A ## Independent Examiner's Report **Report to the trustees** ## I Shine Youth On **accounts for the year** 31s[t ] July 2022 **ended** **Charity no** 1185452 **(if any)** **Set out on pages** I report to the trustees on my examination of the accounts of the above charity ("the Trust") for the year ended 31/07/2022. **Responsibilities and** As the charity's trustees, you are responsible for the preparation of the **basis of report** accounts in accordance with the requirements of the Charities Act 2011 ("the Act"). I report in respect of my examination of the Trust's accounts carried out under section 145 of the 2011 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** I have completed my examination. I confirm that no material matters have **examiner's statement** come to my attention in connection with the examination (other than that disclosed below *) which gives me cause to believe that in, any material respect: - the accounting records were not kept in accordance with section 130 of the Charities Act; or - • the accounts did not accord with the accounting records; or - the accounts did not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a 'true and fair' view which is not a matter considered as part of an independent examination. I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. **Signed:** Im* _Please delete the words in the brackets if they do not apply._ , I **Date: Name:** j Ian English I **Date:** 126/04/2023 **Relevant professional** I Finance Manager (retired) **qualification(s) or body (if any):** � ' **Address:** ~~138~~ Sambourn Close, Solihull, 891 2SA **Oct 2018** 1 **IER** CHARITY COhlAIIS51014 FOR ANO WAIES Shine Youth Annual accounts for the 11812021 To Chanty No Irf 1185452 eriod eTclinq SeFawe maTrn31 fternvf heT Toral Resources expended INoie 6 36414 5.345 41759 70.989 Exp￿di￿rP M" 331 40 785 331 63136 4.569 42 405 Chjntyble xtN 22.351 SeF6we m*enal ornofexperse OihÈT STO Toral 41 116 63 467 46.974 Net incomellexpenditurel before investment cainslllossesl S13 17.0 21708 24,015 '4et 4an5"05w cfj Irve5trrf 5T4 Net incomellexpendrture) Extraordinary items Transfers between funds Other recognised oainslllossesl: ST5 4.701 17.oc 21.708 24.015 ste 517 Gains and tsso5 w maluatw otfukd a55Qts forth*tharty5 C*AM use OihÈi gainAibs￿%1 S18 stg Nei movemeni in lunds 4.701 17006 21.708 24.015 Reconciliaiion orrunds.. Tots fvnJs brou3ht Fcty4r. Toial funds cariied fonYaTd 10 998 6296 21.711 4.704 32 708 11.001 8694 32.708 ## **Section B** ## **Balance sheet** |**Fixed assets**
**Intangible assets**
**(Note 15)**
**Tangible assets**
**(Note 14)**
**Heritage assets**
**(Note 16)**
**Investments**
**(Note 17)**
**_Total fixed assets_**
**Current assets**
**Stocks**
**(Note 18)**
**Debtors**
**(Note 19)**
**Investments**
**(Note 17.4)**
**Cash at bank and in hand (Note 24)**
**_Total current assets_**
**Creditors:amounts falling due within**
**one year**
**(Note 20)**
**_Net current assets/(liabilities)_**
**_Total assets less current liabilities_**
**Creditors:amounts falling due after one**
**year**
**(Note 20)**
**Provisions for liabilities**
**_Total net assets or liabilities_**
**Funds of the Charity**
**Endowment funds (Note 27)**
**Restricted income funds(Note 27)**
**Unrestricted funds**
**Revaluation reserve**
**_Total funds_**
Signed by one or two trustees on behalf of all the
trustees|Guidan
B01
B02
B03
B04

B05
B06
B07
B08
B09

B10

B11
B12
B13
B14
B15
B16
B17
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B21
ce Notes|**Unrestricted**
**funds**
**£**
F01|**Restricted**
**income funds**
**£**
F02|**Endowment**
**funds**
**£**
F03|**Total this**
**year**
**£**
F04|**Total last**
**year**
**£**
F05| |---|---|---|---|---|---|---| |||-|-|-|-|-| |||-|-|-|-|-| |||-|-|-|-|-| |||-|-|-|-|-| |||-|-|-|-|-| |||||||| |||-|-|-|-|-| |||661|-|-|661|-| |||-|-|-|-|-| |||16,596|6,009|-|22,605|-| |||17,257|6,009|-|23,266|-| |||||||| |||10,961|1,304|-||-| ||||||12,265|| |||||||| |||6,296|4,704|-|11,001|-| |||||||| |||6,296|4,704|**-**|11,001|-| |||||||| |||-|-|-||-| ||||||-|| |||||-||-| |||||||| |||6,296|4,704|-|11,001|-| |||||||| |||-|||-|-| ||||4,704||4,704|-| |||6,296||-|6,296|-| ||||||-|| |||6,296|4,704|-|11,001|-| |||||||| |||Signature||Print|Name|Date of
approval
dd/mm/yyyy| |||||Zoe Wallis||18/10/2022| |||||Jennifer Whitehill||18/10/2022| **Notes to the accounts** ## **Note 1 Basis of preparation** ## **1.1 Basis of accounting** These accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note(s) to these accounts. The accounts have been prepared in accordance with: - the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued on 16 July 2014 - the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) - and with the Charities Act 2011. The Charity constitutes a public benefit entity as defined by FRS 102. ## **1.2 Going Concern** Having reviewed the level of funds available, together with the future projected cashflows, the trustees have reasonable expectation that the charity has adequate resources to continue its activities for the foreseeable future. Accordingly, they continue to adopt the going concern basis in preparing the financial statements. ## **Note 2 Accounting Policies** The following accounting policies have been applied by the Charity: ## **2.1 Income** |Recognition of Income|These are included in the Statement of Financial Activities (SoFA) when:
• the charity becomes entitled to the resources;
• it is more likely than not that the trustees will receive the resources;
• the monetaryvalue can be measured with sufficient reliability.| |---|---| |Offsetting|There has been no offsetting of assets and liabilities, or income and expenses, unless
required orpermitted bythe FRS 102 SORP or FRS 102.| |Grants and donations|Grants and donations are only included in the SOFA when the general income
recognition criteria are met (5.10 to 5.12 FRS102 SORP).
In the case of performance related grants, income must only be recognised to the
extent that the charity has provided the specified goods or services
as entitlement to the grant only occurs when the performance related conditions are
met(5.16 FRS 102 SORP).| |Legacies|Legacies are included in the SOFA when receipt is probable, that is, when there has
been grant of probate, the executors have established that there are sufficient assets in
the estate and any conditions attached to the legacy
are either within the control of the charityor have been met.| |Governmentgrants|The charityhas receivedgovernmentgrants in the reporting period| |Tax reclaims on donations
and gifts|Gift Aid receivable is included in income when there is a valid declaration from the
donor. Any Gift Aid amount recovered on a donation is considered to be part of that
gift and is treated as an addition to the same
fund as the initial donation unless the donor or the terms of the appeal have specified| 13 ||otherwise.| |---|---| |Contractual income and
performance related
grants|This is only included in the SOFA once the charity has provided the related goods or
services or met the performance related conditions.| |Donated goods|Gifts in kind for use by the charity are included in the SOFA as income from donations
when receivable.| |Donated services and
facilities|Donated services and facilities are included in the SOFA when received at the value of
the gift to the charity provided the value of the gift can be measured reliably.
Donated services and facilities that are consumed immediately are
recognised as income with an equivalent amount recognised as an expense under the
appropriate headingin the SOFA.| |Support costs|The charityhas incurred expenditure on support costs.| |Volunteer help|The value of any voluntary help received is not included in the accounts
but is described in the trustees’ annual report.| |Income from interest,
royalties and dividends|This is included in the accounts when receipt is probable and the amount receivable can
be measured reliably.| ## **2.1 Expenditure and Liabilities** |Liability recognition|Liabilities are recognised where it is more likely than not that there is a legal or
constructive obligation committing the charity to pay out resources and the amount of
the obligation can be measured with reasonable certainty.| |---|---| |Governance and support
costs|Support costs have been allocated between governance costs and other support.
Governance costs comprise all costs involving public accountability of the charity and
its compliance with regulation and good practice.
Support costs include central functions and have been allocated to activity cost
categories on a basis consistent with the use of resources, eg allocating property costs by
floor areas, or per capita, staff costs by the time spent and other costs by their usage.| |Redundancycost|The charitymade no redundancy payments duringthe reporting period.| |Deferred income|No material item of deferred income has been included in the accounts.| |Creditors|The charity has creditors which are measured at settlement amounts less any trade
discounts| |Provisions for liabilities|A liability is measured on recognition at its historical cost and then subsequently
measured at the best estimate of the amount required to settle the obligation at the
reportingdate| |Basic financial instruments|The charity accounts for basic financial instruments on initial recognition as per
paragraph 10.7 FRS102 SORP. Subsequent measurement is as per paragraphs 11.17 to
11.19,FRS102 SORP.| ## **2.2 Assets** |Tangible fixed assets
for use by charity|Expenditure on acquisitions of fixed assets over £1000 are capitalised at cost. Tangible
fixed assets are stated at cost less depreciation. Fixed assets are depreciated at rates
appropriate to their useful academic life. There are currently no fixed assets.| |---|---| |Debtors|Debtors (including trade debtors and loans receivable) are measured on initial
recognition at settlement amount after any trade discounts or amount advanced by
the charity. Subsequently, they are measured at the cash or other consideration
expected to be received.| 14 ## **Note 3 Analysis of Income** |||**Unrestricted**|**Restricted**|**Total**|**Prior Year**| |---|---|---|---|---|---| |||**Funds**|**Funds**|**Funds**|| |**Donations &**
**Legacies**|Grants|20,000|5,345|25,345|41,930| ||HMRC
Coronavirus Job
Retention
Scheme|883||883|6,677| ||Church
Supporters|4,600||4,600|6,279| ||Individual
Supporters|3,185||3,185|3,793| ||Gift Aid on
Individual
Supporters|618||618|480| ||Business
Supporters|1,600||1,600|800| ||Miscellaneous|14||14|14| ||**Total**|**30,899**|**5,345**|**36,244**|**43,805**| ||||||| |**Charitable**
**Activities**|Service Level
Agreements|5,515||5,515|
9,435| ||**Total**|**5,515**||**5,515**|
**9,435**| ||||||| ||||||| |**Other trading**
**activities**|Fundraising
Events||||1,515| ||**Total**||||**1,515**| ||||||| |**TOTAL INCOME**
**36,414**
All income in theprioryear was unrestricted except for:|||||| |||**36,414**|**5,345**|**41,759**|**70,989**| ||||||| |£19,000|SHCJ TrainingManagergrant||||| |£5,000|Solihull Winter Wellbeing grant||||| |£3,930|Localgiving grant||||| ## **Note 4 Analysis of expenditure** |**Expenditure on Raising Funds:**|**Thisyear**|**Thisyear**|**Thisyear**|**Lastyear**|**Lastyear**|| |---|---|---|---|---|---|---| ||**Unrestricted**|**Restricted**|**Total**|**Unrestricted**|**Restricted**|**Total**| ||**funds**|**income**|**funds**|**funds**|**income**|**funds**| |||**funds**|**£**||**Funds**|**£**| |Incurred seeking donations||||||| 15 |Incurred seeking legacies||||||| |---|---|---|---|---|---|---| |Incurred seeking grants||||||| |Staging fundraising events||||72||72| |Advertising, marketing, direct mail and
publicity||||||| |Allocated support costs (see Note 9)||||||| |Staffing|1,444||1,444|3,130||3,130| |Website|96||96|98||98| |Publicity||||||| |Office Utilities||||||| |Computer Equipment||||||| |Computer Software & Licenses||||||| |Stationery, Printing & Postage||||44||44| |Accounts Preparation||||||| |**Total expenditure on Raising Funds:**|**1,540**||**1,540**|**3,271**||**3,271**| |||||||| ## **Expenditure On charitable activities:** ||**Unrestricted**|**Restricted**|**Total**|**Unrestricted**|**Restricted**|**Total funds**| |---|---|---|---|---|---|---| ||**funds**|**income**
|**funds**
|**funds**|**income**
|**£**| |||**funds**|**£**||**Funds**|| |Staff & Volunteer training& Development|7,756|517|2,272|562|623|1,185| |Resources|297|100|397|476||476| |Subscriptions||||96||96| |Insurance|271|
135|406|112|406|294| |Allocated support costs (see Note 9)||||||| |Staffing|26,406|21,100|47,506|27,767|7,005|
34,772| |Website|235||235|195||195| |Publicity||||||| |Office Utilities|9,299||9,299|2,476||2,476| |Computer Equipment||||768|495|1,263| |Computer Software & Licences|382|500|882|1,842||1,842| |Other Equipment|83||83|404||404| |Stationery, Printing& Postage|748||748|600||600| |Accounts Preparation|100||100|100||100| |**Total expenditure on charitable**
**activities:**|**39,576**|**22,351**|**61,928**|**35,175**|**8,528**|
**43,703**| |||||||| |**TOTAL EXPENDITURE**||||||| ||**41,116**|
**22,351**|
**63,467**|
**38,446**|
**8,528**|
**46,974**| ## **Other information:** ## **Analysis of expenditure on charitable activities** |||**Thisyear**|||**Lastyear**|| |---|---|---|---|---|---|---| |**Activity or Programme**|**Direct**|**Grant funding**|**Ttl thi**|**Direct**|
**Grant funding**
|**Total last year**| ||**Activities**|**of activities**|**oa s year**|**Activities**|**of activities**|| |||||||| |||||||| |Activity1|61,928||61,928|43,703||43,703| |Activity2||||||| |Other||||||| |**Total**|61,928||61,928|43,703||43,703| 16 **Note 5 Support Costs** ## **This year:** |**Support cost**|**Raising funds**
**£**|**Charitable**
**Activities £**||**Basis of allocation**
**(Describe method)**| |---|---|---|---|---| ||||**Grand total £**|| |||||| |Salaries & Pension|1,444|47,506||| ||||48,949|| |||||| |Website||235||100% Charitable activities| ||||235|| |||||| |Publicity|96|||| ||||96|| |||||| |Office Rent & Utilities||9,299||100% Charitable activities| ||||9,299|| |||||| |Computer Equipment||||| |||||| |||||| |Computer Software & Licences||882||100% Charitable activities| ||||882|| |||||| |Other equipment||83||100% Charitable activities| ||||83|| |||||| |Stationery, Printing & Postage||748||by function of each item| ||||748|| |||||| |Miscellaneous expenses||||| |||||| |||||| |Accounts Preparation||100||100% Charitable activities| ||||100|| |||||| |**Total**|**1,540**|
**58,852**|
**60,392**|| ## **Last year:** |**Lastyear:**||||| |---|---|---|---|---| |**Support cost**|**Raising**
**funds**|**Activities**|
**Grand**
**total**|**Basis of allocation**| ||**£**|**£**|**£**|**(Describe method)**| |Salaries & Pension|3,130|34,772|37,902|estimation of hours spent byrole| |Website|98|195|293|1/3, 2/3| |Publicity||||n/a| |Office Rent & Utilities||2,476|2,476|100% charitable activities| |Computer Equipment||1,263|1,263|100% charitable activities| |Computer Software & Licences||1,842|1,842|100% charitable activities| |Other equipment||404|404|100% charitable activities| |Stationery, Printing& Postage|44|600|644|byfunction of each item| |Miscellaneous expenses||90|90|byfunction of each item| |Accounts Preparation||100|100|| |**Total**|**3,271**|**41,743**|**45,014**|| ## **Please provide details of the accounting policy adopted for the apportionment of costs between activities and any estimation techniques used to calculate their apportionment:** The apportionment of salaries is an estimation based on hours/time spent. The estimation techniques used to calculate the apportionment of other costs is the percentage of function performed by that expense for each category. ## **Note 6 Certain items of expenditure** ## **Fees for examination of the accounts:** |**Fees for examination of the accounts:**|| |---|---| ||**This year**| ||**£**| |Independent examiner’s fees|100| |Assurance services other than independent examination|| 17 Tax advisory fees Other fees paid to the independent examiner ## **Note 7 Paid Employees** ## **7.1 Staff costs** |Salaries and wages
Social securitycosts|**This year**
**£**|**Last year**
**£**| |---|---|---| ||47,825|36,852| |||| |||| |Pension costs(defined contribution scheme)|1,124|1,050| |Other employee benefits||| |**Total staff costs**|**48,949**|**37,902**| |||| ||**Thisyear**|**Lastyear**| |Please provide details of expenditure on staff working for the charity
whose contracts are with and arepaid bya relatedparty|0|0| |||| |No employees received employee benefits (excluding employer
pension costs)for the reporting period of more than £60,000|TRUE|| |||| ||**Thisyear**|**Lastyear**| ||**£**|**£**| |Total amount paid to key management personnel for their services to
the charity|27,333|25,414| ## **7.2 Average Head Count in the year** |||**This year**|**Last year**| |---|---|---|---| |The parts of the charity in which the
employees work|Fundraising||| ||Charitable Activities|1|1| ||Governance||| ||Other||| ||**Total**|**1**|**1**| This is formatted to whole numbers. Total staff is FTE 1.43. Last year it was 1.23 ## **Note 8 Defined contribution pension scheme** ||**This year**|**Last year**| |---|---|---| ||**£**|**£**| |Amount of contributions recognised in the SOFA as an expense|1,124|1,050| **The pension costs are in the individual staff costs, so the rationale is the same as that of apportioning staff time.** 18 **Note 9 Debtors and prepayments** ## **9.1 Analysis of Debtors** ||**Thisyear**|**Lastyear**| |---|---|---| ||**£**|**£**| |Trade debtors||| |Prepayments and accrued income||| |Other debtors|661|403| |**Total**|**661**|**403**| |**Note 10**
**Creditors and Accruals**||||| |---|---|---|---|---| |**Analysis of Creditors**|**Amounts falling due within**||**Amounts falling due after**
|| |||**one year**|
**more than one year**|| |||||| ||**This year**|**Last year**|**This year**|**Last year**| ||**£**|**£**|**£**|**£**| |||||| |Accruals for grants payable||||| |Bank loans and overdrafts||||| |Trade creditors|6,660|||| |Payments received on account for
contracts or
performance-related grants||||| |Accruals and deferred income|3,439|2,278||| |Taxation and social security|1,508|410||| |Other creditors|658|67||| |**Total**|**12,265**|**2,754**||| ## **Note 11 Cash at bank and in hand** ||**This year**
**£**|**Last year**
**£**| |---|---|---| |Short term cash investments(less than 3 months maturitydate)||| |Short term deposits||| |Cash at bank and on hand|22,605|35,060| |Other||| |**Total**|**22,605**|**35,060**| ## **Note 12 Charity funds** ## **12.1 Details of material funds held and movements during the CURRENT reporting period** |**Fund Name**|**Type **|**Purpose and Restrictions**| |---|---|---| |Training & Development Manager
Fund|R - Restricted|The salary and expenditure for the post of Training &
Development Manager| |Solihull Winter Wellbeing Grant|R - Restricted|Towards the Pastoral Mentoring Service from 19/04/21
– 09/04/22| |IT Fund|R - Restricted|For spending on IT hardware & software| |Solihull Wellbeing Grant|R - Restricted|Towards the 1:1 Pastoral Mentoring Service from 01/04/22 –
31/07/22| 19 ||Fund balances||||Gains and|| |---|---|---|---|---|---|---| |Fund Name|brought
|Income|Expenditure|Transfers|
losses|Fund balances
carried forward| ||
forward|||||| |||||||| |||||||| |Training &
Development
Manager Fund|18,505||14,301|||4,204| |Solihull Winter
Wellbeing Grant|3,205||3,205|||| |IT Fund||1,000|500|||500| |Solihull Wellbeing
Grant||4,345|4,345|||| |**Total Funds as per**|**21711**|**5345**|**22351**|||**4,704**| |**balance sheet**|**,**|**,**|**,**|||| |||||||| ## **12.2 Details of material funds held and movements during the PREVIOUS reporting period** |Fund Name|Type|Purpose and Restrictions| |---|---|---| |Heart of England Coronavirus
Resilience Fund|R - Restricted|Set up training costs for providing online mentoring
whilst unable to visit schools inperson| |LocalGiving Match Challenge Fund|R – Restricted|Towards 1:1 Pastoral Mentoring core costs| |Training & Development Manager
Fund|R – Restricted|To pay for the salary and expenditure for the post of
Training& Development Manager| |Solihull Winter Wellbeing Grant|R - Restricted|Towards the 1:1 Pastoral Mentoring Service from
19/04/21 to 09/04/22| |Fund Name|Fund
||||Gi|Fund
| |---|---|---|---|---|---|---| ||balances
brought||||ans
and
|balances
carried| ||
forward
**£**|Income
**£**|Expenditure
**£**|Transfers
**£**|losses
**£**|forward
**£**| |Heart of England
Coronavirus Resilience Fund|2,309||2,309|||| |LocalGiving Match Challenge
Fund||3,930|3,930|||| |Training & Development
Manager Fund||19,000|495|||18,505| |Solihull Winter Wellbeing
Grant||5,000|1,795|||3,205| |**Total Funds as per balance**||||||**21,711**| |**sheet**|**2,309**|**27,930**|**8,528**|||| |||||||| ## **Note 13 Transactions with trustees and related parties** ## **13.1 Trustee remuneration and benefits** **This year:** ||||**Amountspaid or benefit value**|**Amountspaid or benefit value**|**Amountspaid or benefit value**|| |---|---|---|---|---|---|---| |**Name of**|**Legal**|**Remuneration**|**Pension**|**Redundancy**|**Pension**|**TOTAL**| |**trustee**|**authority**|||||| ||||**contribution**||**Setup Fee**|| |||||||| |Cheryl
Hawkins|Governing
Document|27,333|820|||**28,152**| Cheryl Hawkins received remuneration from employment with the Charity. 20 ## **Last year:** ||||**Amountspaid or benefit value**|**Amountspaid or benefit value**|**Amountspaid or benefit value**|| |---|---|---|---|---|---|---| |**Name of**|**Legal**|**Remuneration**|**Pension**|**Redundancy**|**Pension**|**TOTAL**| |**trustee**|**authority**|||||| ||||**contribution**||**Setup Fee**|| |||||||| |Cheryl
Hawkins|Governing
Document|27,333|829|||**28,162**| Cheryl Hawkins received remuneration from employment with the Charity. ## **13.2 Trustee Expenses** No trustee expenses have been incurred. ## **13.3 Transaction(s) with related parties** No transaction(s) with related parties have occurred. ## **Declarations** The Trustees declare that they have approved the Trustees’ Annual Report for 2021-2022 above. |Signatures|||| |---|---|---|---| |Full Names|Jennifer Whitehill|Zoe Wallis|Cheryl Hawkins| |Position|Chairperson|Treasurer|Trustee & CEO| |Date|18/10/22|18/10/22|18/10/22| 21