2023-09-23-accounts

KMJ Foundation Charity Number: 1188368

Report and financial statements for the year ended 23 September 2024

KMJ Foundation - Charity No: 1188368 - Trustees Report year ended 31 March 2023

CONTENTS

Reference and administrative information KMJ Foundation CIO 1188368Trustees Report year ended 23 September 2024

KMJ Foundation CIO Charity NO:1188368

REFERENCE AND ADMINISTRATIVE INFORMATION

Charity number 1188368

Registered office and operational address 4 Central Close, Fartown. Huddersfield HD2 1DB

For the reporting year Country of registration England and Wales Country of incorporation (United Kingdom)

Trustees

Trustees who served during the year and up to the date of this report were as follows:

Phil James Chair Trustee Vacant Trustee Vacant Bankers Lloyds Bank Sort Code: 30-96-26 Account No: 80804560

Independent N/A Examiner

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KMJ Foundation CIO Charity NO:1188368

STRUCTURE, GOVERNANCE & MANAGEMENT

KMJ Foundation CIO is registered as a Charity in March 2020. All Trustees give their time and receive no benefits from the Charity.

The Trustees review the aims, objectives, and activities of the Charity each year. The report looks at what the Charity has achieved and the outcomes of its work for the year ending 23 September 2024

The Trustees report the success of each key activity and the benefits the Charity has brought to young people that it is set up to help. The report also helps the Trustees ensure the Charity aims, objectives and activities remain focuses on its stated purposes.

Trustees will serve for a term of three years.

OBJECTIVES AND ACTIVITIES

Our Purposes and aims

KMJ foundation exists to provide support young people and individuals to develop a better sense of belonging and social purpose. Our objectives will achieve this by planned activities for changing lives; by reducing social isolation; by improving self-esteem; by improving wellbeing, by improving increasing young people’s access to their communities and broadening young people's life chances and opportunities. We will specialize in providing local services and direct support to those young people in need via befriending, counselling, social, art and creative activities in safe supportive environments.

Over the last year we had aimed to do this by collaborating with partner agencies to develop a local service offer.

Our plan was to undertake local Health and well-being activities targeting isolated and vulnerable young people. Once assessed/completed we would have developed our local services including eventually a community café drop in space, a peer led counselling service, helpline, low-cost training and events, information, and mentoring. Activities to help the young people through practical and emotional challenges. We also would participate in community engagement activities to give young people a say in the matters that affect them.

The Trustees have acknowledged the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the Charity's aims and objectives and in planning its future activities. In particular, the Trustees have considered how planned activities will contribute to the aims and objectives that have been set. The Trustees are satisfied that KMJ Foundation will ensure its work fits within the definition public benefit.

ACHIEVEMENTS AND PERFORMANCE

Our plans during the year 2023/2024 were initially included

1. Recruiting more Trustees

2. Develop a Strategic Development Plan. (Via the Trustees)

3. Develop a young person project “It takes more than a village”. (via a key stakeholder event)

4. Undertaking a feasibility study for service development for KamLine.

5. Recruitment of volunteer staff team (via Third Sector Leaders Kirklees)

6. Development of a fundraising strategy (Via FSI online and Offline).

7. Recruitment and Training of Trustees volunteers

8. Memorial walks Annually September

9. Created number of Legacy projects “ Take A Seat” and “Name that Tunne - Windrush 75[th] Anniversary”

The Charity started its new strategy. “It takes a Village” which initially saw us begin talking to local/national agencies, the private sector, NHS and Kirklees Council.

It takes a Village Draft Strategy 2025

We identified the importance of reaching young people in terms of their mental health and wellbeing as early as possible:

• Teenage years are a time when young people experience a lot of change and new pressures. It’s not just the pandemic that’s had an impact on youth mental health; there’s also a rise in social media use and school pressures. Young people also face body image issues, and increasingly more are worrying about their family finances.

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KMJ Foundation CIO Charity NO:1188368

• We began Talking to young people about mental health helps remove the stigma. And it helps them develop healthy coping skills early. Seventy-five percent of adults with lifelong mental health issues first experience symptoms by the age of 18. It takes a Village Programme; we can help young people be aware and take control of their mental health.

Starting conversations

• It takes a Village Programme aimed was to get young people talking about mental health and emotional wellbeing issues.

• • Mental health worries can be lonely and isolating, especially as a young person where you may not feel confident in sharing your feelings. This is why the young people will take part in weekly group sessions. It provides a safe and supportive space where they can open up and talk. They can then continue these conversations outside of the classrooms and with their families too.

• It takes a Village Programme will give young people that forum to be able to… open up as a group with other young people who are going through some of the same things that they have gone through.

Providing coping strategies

• It takes a Village Programme aims to build mental health resilience in young people.

• It takes a Village Programme approaches this through its blend of cognitive behavioural therapy, coping strategies and physical activity. With this, young people will learn skills that they can apply in their daily life.

• To give them that resilience and the skills to process the world around them is a vital part of what we should be doing in schools.

It takes a Village Programme

• It takes a Village Programme gives young people the tools to look after their emotional wellbeing

• It takes a Village Programme is a wellbeing programme for young people aged 11-16. Over six weeks, it teaches emotional resilience and reduces low mood and anxious thoughts. Crucially, it gets teenagers talking.

• On average, every classroom in Britain has three children with a diagnosable mental health illness.

• We aim to deliver It Village Programme in Kirklees, to more than 500 young people over the next few years.

Proposed Outcome

1. young people aged 11-16 will feel their wellbeing has improved.

2. young people aged 11-16 will feel comfortable talking about their mental health.

3. young people aged 11-16 will recommend It takes a Village to one of their friends.

How it works

• It takes a Village Programme includes a one-hour group session and home tasks.

• Young people aged 11-16 will learn how to challenge negative thoughts and talk about different coping strategies.

• Regular group work builds rapport and confidence. The home tasks are a chance to practice new coping skills. It is simple, and it works.

• Supporting youth mental health and wellbeing is a big part of what we do.

• We help young people talk about how they are feeling, and make sure they do not feel alone.

• It takes a Village Programme sessions will be run by trained individuals and young people – we call them the "Kamites".

GOING FORWARD - SUMMARY OF KEY PLANS FOR 2023/2024:

1. The completion of a feasibility study on the development of a service called It takes a Village in Huddersfield and surrounding areas 2025

2. The Development of a costed Business Plan 2026.

3. The Development of an Advisory group 2025

4. The Recruitment of New Trustees 2025

5. The recruitment of a volunteer team coordinator 2025

6. The review of our strategic plan September 2023 – March 2026.

7. The Development/Updating of Policies and Procedures.

8. The Development of a 3 - 5-year Funding Strategy. September 2024 – March 2026.

9. The Development of a drop in advice and information services

10. The Development of a Coaching and mentoring programme targeting young people.

11. The Establishment of strategic relationships with key organizations in the statutory, private, and non-profit sector (Kirklees Council, Local services 2 you, NHS, Locala, Third Sector).

12. The Development of a new website and social media presence.

13. The Recruitment of qualified Volunteer Counsellors/Coach’s.

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KMJ Foundation CIO Charity NO:1188368

LEARNING

Without a doubt KMJ foundation has been through a tremendous series of challenges and setbacks and has faced obstacles to potential service delivery.

To prevent such events in the future, the organization has learnt not to become overly reliant on goodwill based on individual relationships and instead will use formal agreements with Trustees/ volunteering roles to ensure accountability and allow for better management and stewardship of KMJ Foundation CIO projects.

FINANCIAL REVIEW

£800

PRINCIPAL RISKS AND UNCERTAINTIES

The Charity’s future financial model remains a key risk, given its future dependency on donations, trust and foundation income.

RESERVES POLICY AND GOING CONCERN

Trustees are committed to generating sufficient funds to support future organizational activities to meet the following requirements:

1. Safeguarding the Charity’s future service commitment in the event of delays in receipt of grants or other incomes.

2. Providing a financial cushion against risk and future uncertainties.

3. Resourcing the research and development of future services and initiatives.

The Trustees will establish a reserves policy to ensure that any reserves are able to fund the Charities proposed activities without unnecessary disruption because of peaks and troughs in potential income.

STATEMENT OF RESPONSIBILITIES OF THE TRUSTEES

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 Trustees are responsible for keeping proper accounting records that disclose with reasonable accurately at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Charity Act. We are also responsible for 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. Members of the Charity guarantee to contribute an amount not exceeding £1 to the assets of the Charity in the event of winding up.

The Trustees are members of the Charity, but this entitles them only to voting rights.

The Trustees have no beneficial interest in the Charity.

Phil James Chair June 2025

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