Report & Financial Statements For the year ended 31 December 2022
Registered Charity Number 1196733
Contents
Page Legal & Administra�ve Informa�on 3 Report of the Trustees 4 Independent Examiners Report 18 Income & Expenditure Report 19
2
Legal & Administra�ve Informa�on
Charity Name: Newcastle West End Sport Community Association CIO
Registered Charity Number: 1196733
Operational address: 2 McKendrick Villas Newcastle upon Tyne NE5 3AB
Trustees and Directors
The Trustees who served during the period are noted below.
John W Patterson Sean Morrissey Alana Ruddick
Independent Examiner
Accounting for Good CIC 2 Geordie Ridley Place
Upper Precinct Wesley Court Blaydon on Tyne NE21 5BT
3
Trustees Annual Report 2022
We work with children and young people across the West End of Newcastle to inspire, engage, guide, support and improve mental health and wellbeing in a severely deprived area of Newcastle.
We engage and work with older people experiencing social isola�on, loneliness, poor health and wellbeing whoa re struggling with the cost of living crisis.
Working within the community to address social poverty, depriva�on, child poverty, an all inclusive community venue that is safe and secure for all within the local community, to provide community based ac�vi�es to engage children, address anto social behaviour, provide a posi�ve influence and to create a posi�ve pathway journey through life.
4
It is impossible to overstate the importance of our trustees and volunteers in the success of our charity. Their tireless dedication has been nothing short of inspiring, and we owe them a debt of gratitude for all that they have done.
Our trustees work tirelessly behind the scenes, providing invaluable guidance and support to ensure that our charity remains on track and continues to grow. They bring a wealth of experience and knowledge to the table, helping us to navigate the challenges that come with running a small charity.
Our volunteers are equally important. Without their hard work and commitment, we simply could not achieve as much as we have. They give their time freely, often sacrificing evenings and weekends to help out at events or provide support to local families.
Together, our trustees and volunteers form the backbone of our organisation. We are incredibly fortunate to have such a dedicated team working with us, and their contributions are what make it possible for us to continue making a difference in our community.
We are extremely grateful for the support that our local community has shown us over the past 12-18 months. From attending our fundraising events to donating goods and services, their contributions have been invaluable in helping us achieve our goals.
The outpouring of support we have received has been truly heartwarming. It is a testament to the generosity and kindness of the people who live in our community. We have been overwhelmed by the willingness of local businesses and individuals to lend a hand whenever we need it.
Thanks to their support, we have been able to expand our programs and offer more services to local families, children and young adults. We have also been able to raise awareness about the issues facing our community and work together with others to find solutions.
We are committed to continuing to build strong relationships with members of our community. We believe that by working together, we can make a real difference in the lives of those who need it most.
Looking ahead, we have some ambitious goals for our charity. We want to continue to expand our programs and services to meet the growing demand from our community. We are committed to identifying new ways that we can support local families, children and young adults.
One of our key priorities is to increase the capacity of our charity. This will involve recruiting more volunteers, securing additional funding, and expanding our network of supporters. We believe that by doing so, we can ensure that we are able to meet the needs of those who require our services.
Another goal is to identify new opportunities for collaboration within the community. We recognise that there are many individuals and organisations doing important work in our area, and we want to work together with them wherever possible. By pooling resources and sharing expertise, we believe that we can achieve even greater impact.
5
To achieve these goals, we will be launching a number of initiatives over the coming months. These will include fundraising events, outreach campaigns, and volunteer drives. We will also be exploring new partnerships with local businesses and organisations.
We are excited about what the future holds for our charity, and we look forward to working together with our trustees, volunteers and community partners to achieve even greater success in the years ahead.
6
Objec�ves and Ac�vi�es
We are a dedicated charity committed to making a positive impact on the lives of children and young individuals residing in the West End of Newcastle.
Our Main Objectives and Activities are:
-
Enhancing the physical well-being of children and young individuals.
-
Improving the mental well-being of children and young individuals.
-
Facilitating access to physical activities that foster interaction with peers within the community.
-
Organising engaging activities that discourage anti-social behaviour.
-
Alleviating poverty within the community by providing essential meals and snacks when necessary.
-
Offering recreational opportunities through sports to encourage community involvement.
-
Establishing a secure and nurturing community centre that prioritizes the safety of children.
-
Promoting a healthy lifestyle among children and young individuals.
-
Advocating for diversity within the community, embracing all groups, genders, religions, and sexual orientations.
7
Vision, Mission and Values
Vision : Our vision is to continue working within our local community to improve the lives of those most in need. We strive to create a positive and inclusive environment where everyone has equal access to community-based recreational facilities and support.
Mission : Our mission is to remove the barriers within the community that children, young people, and families face when trying to access community-based recreational facilities. We aim to provide a safe space where children and young people can engage in activities that promote personal growth, social interaction, and community involvement. We also aim to grow and develop as a charity to meet the increasing demand for our services within the community. Additionally, we are committed to addressing the cost of living crisis and working collaboratively with our community to reduce food poverty.
Values : Our organisation is guided by the following values:
-
Community : We believe in the power of community and strive to foster a sense of belonging, collaboration, and support among all individuals.
-
Equality : We are dedicated to promoting equal opportunities for all, ensuring that every individual has access to the same resources and opportunities regardless of their background or circumstances.
-
Empowerment : We aim to empower children, young people, and families by providing them with the tools, skills, and support they need to overcome challenges and lead fulfilling lives.
-
Integrity : We conduct ourselves with the utmost integrity, honesty, and transparency in all our actions and interactions.
-
Compassion : We approach our work with empathy, compassion, and understanding, recognising and responding to the diverse needs and experiences of those we serve.
-
Growth : We are committed to continuous learning, innovation, and improvement, adapting to the evolving needs of our community and seeking new ways to make a positive impact.
By adhering to these values, we work towards achieving our vision and mission, making a lasting difference in the lives of individuals and the community as a whole.
8
Achievements
As a recently established charity deeply embedded in the community, our remarkable accomplishments so far have provided invaluable opportunities for children and young people living within our community. This is a testament to the unwavering dedication exhibited by our esteemed board of trustees and selfless volunteers.
In the last year we have successfully organised over 30 community sports camps throughout the school holidays, catering to the needs of children and young individuals. These sessions are offered free of charge during the schools holidays, alleviating the financial burden borne by parents residing in the severely deprived area of Newcastle upon Tyne.
In addition to providing enjoyable recreational activities, we place great emphasis on ensuring that no child goes without a meal during the holidays. Providing hot meals and healthy snacks to all children.
Over the past year, we have painstakingly developed an extensive range of activities aimed at removing barriers faced by children and young people living in poverty within our community.
Through our concerted efforts, we have had the privilege of positively impacting the lives of over 2000 children and young individuals, while also distributing more than 4000 nourishing meals and snacks to those in need.
Furthermore, we have fostered valuable partnerships with various local organisations, forging strong alliances that enable us to effectively reach and assist children and young individuals referred to us by these esteemed community collaborators.
Recognising the pressing issue of affordability, particularly amidst the escalating cost of living, we have encountered numerous children and young individuals who lack the means to acquire suitable footwear for their participation in sports and recreational activities. Thus, we have established the "boot room," a commendable initiative that collects and donates trainers and boots to these deserving individuals.
Collaborating with Shotz Fitness, we have joined forces to provide invigorating physical wellbeing boot camps specifically tailored to the needs of children and young individuals.
Moreover, we have thoughtfully devised Saturday morning multi-sports camps, fully funded by our charity, to ensure that every child and young individual in our community can enjoy the benefits of these inclusive activities.
9
Projects in 2022
In May 2022, our organisation established a partnership with Shotz Fitness to offer childfriendly fitness boot camps.
In June 2022, we successfully organised our first-ever multi-sports camp, providing free spaces and hot meals to all attending the camps.
In July 2022, we introduced the Best Summer Ever holiday camps, an exciting four-week program filled with recreational activities, complete with meals and snacks.
To address the needs of children and families in our community who struggle with finding appropriate clothing for sports clubs, including football boots and shin pads, we established our Community Boot Room.
In September 2022, we initiated the Over 55's Afternoon Tea Club, aiming to combat social isolation and loneliness among elderly members of our community.
Also in September 2022, our charity launched the fully-funded Mini Dribblers sessions, designed to reduce the financial burden on parents.
During the same month, we unveiled our Community Parent and Child Cooking Programme, offering education on healthy eating and budget-friendly nutritious meal preparation.
10
Future Projects, Plans and Developments
We are thrilled to announce our extensive plans for our beloved local community, which we are eager to implement and develop. It is truly remarkable that every community event we organize receives an overwhelming response, with demand exceeding our available spaces.
Currently, we are facing a shortage of staff members, hindering our ability to meet the increasing demand for our services, this is a something we are actively addressing and will focus on in the near future.
Our primary objective is to ensure that the community clubhouse remains open seven days a week, providing uninterrupted access to the local residents. Furthermore, we are committed to collaborating with local schools, allowing us to organise sports camps on their premises during both holidays and weekends.
We will also be expanding our holiday camps throughout the year, employing additional coaches to accommodate more participants. Lastly, we are dedicated to fostering a stronger connection with our elderly community members by organising activities that bring them together, encourage engagement, and alleviate the social isolation and loneliness they may experience on a daily basis.
Research funding opportunities, continuing to apply and source funding that fits with our charity allowing us to continue to grow.
Build relationships with funders and supporters: Reach out to potential funders and supporters to establish connections and cultivate relationships. Attend networking events, community meetings, and conferences to meet like-minded individuals and organizations. Engage with funders on social media, share updates about your work, and express gratitude for their support.
Diversifying our funding sources: Relying on a single funding source can be risky. This could include grants, sponsorships, individual donations, crowdfunding campaigns, corporate partnerships, and fundraising events.
Create a strong fundraising strategy: Developing a comprehensive strategy that outlines our fundraising goals, target audiences, and specific tactics to secure funding.
Showcase your impact: Collect and share success stories, testimonials, and data that demonstrate the value and effectiveness of your programs.
11
Collaborate with other organisations: Explore partnerships and collaborations with other community organizations that share similar goals and values.
Engage volunteers and supporters: Recruitment of volunteers to help us to expand your capacity. Engage who are volunteers passionate about what we do and who can help contribute their time, skills, or resources. Foster a strong sense of community and appreciation among your supporters.
Continuously evaluate and improve: Regularly assess the impact we have within the community, collect data, monitor and evaluate the individual needs of the community and work hard to address those needs.
12
Reserves Policy
and very small charity with limited funds we do not yet have a big enough income to set a reserves policy and will be working towards having 3 months reserves.
13
Trustee Selec�on
The trustees are drawn from a wide range of backgrounds and must have an interest in mental health issues and/or relevant skills/experience.
Poten�al new trustees must be proposed and seconded by current trustees and must complete an applica�on form and provide one writen reference. If a reference is difficult to obtain, trustees can be co-opted by the trustees on a six-month trial period to enable inclusion.
themselves for re-elec�on at the Annual General Mee�ng for up to a maximum of seven years. A�er standing down, members are ineligible to stand for re-elec�on for a minimum of one year. Officers of the Charity may serve for up to five years as officers, a�er which they may con�nue to serve on the commitee un�l the seven years’ service is completed.
All trustees must re�re by rota�on once every three years and are eligible for re-elec�on. Induc�on and training of new trustees
-
Our process is intended to ensure inclusion, provide the right skills mix and provide a balanced func�onal Board. Our recruitment process forms part of induc�on to our organisa�on.
-
Applica�on pack, including the Charity Commission publica�on "The Essen�al Trustee", is provided.
-
Applica�on form and reference(s) received. For people unable to provide a reference, a sixmonth proba�onary period is used (to enable service users equal opportunity).
-
Trustee co-opted onto Board at a Board mee�ng or voted on at the Annual General Mee�ng.
-
Chief Execu�ve and Chair provide regular support and learning opportuni�es to new trustees.
-
Trustee training is incorporated into the Board mee�ngs.
-
Trustees undertake a self-appraisal with the Chair on an annual basis
14
The Future
dedicated volunteers remain an integral part of our charity's success. We are commited to ensuring that they con�nue to feel valued and engaged in the work we do, even as we expand and develop.
One way we plan to achieve this is by establishing clear communication channels between paid staff and volunteers. This will include regular meetings, updates on project developments, and opportunities for volunteer feedback and input.
We also plan to offer ongoing training and development opportunities for our volunteers. By investing in their skills and knowledge, we can ensure that they continue to play a vital role in the success of our projects.
We are exploring ways to recognize the contributions of our volunteers. This may include public acknowledgement through social media or other platforms, as well as opportunities for volunteering awards or recognition events.
In short, while the addition of paid staff will enable us to expand and develop our projects, we remain committed to ensuring that our dedicated volunteers continue to feel valued and engaged in the work we do.
Having paid staff within our charity would have a significant impact on our ability to serve our mission. Currently, all of our work is carried out by dedicated volunteers who give their time and expertise for free. While we are incredibly grateful for their contributions, relying solely on volunteers limits our capacity to expand and develop.
By having paid staff in key roles such as Centre Manager, Support Workers, Sports Coaches, and Multi-Skilled Sports Coaches, we will be able to provide more consistent and reliable support to those we serve. This will enable us to increase the frequency and scope of our projects, reaching more people in need within our community.
Moreover, having paid staff will also allow us to develop new projects that require specialized skills or knowledge. For example, with the help of a dedicated fundraising manager, we can secure funding from a wider range of sources and invest in more ambitious projects that will have an even greater impact on the lives of those we serve.
15
In short, having paid staff will enable us to take our charity's mission to the next level by expanding our reach, developing new projects, and providing consistent support to those in need within our community.
Strategies for Securing Funding
In order to secure funding for paid staff positions, our charity is implementing several strategies. Firstly, we are working on diversifying our funding sources by seeking out grants from a wider range of charitable foundations and exploring opportunities for government funding.
Additionally, we are developing relationships with local businesses and corporations in order to secure corporate sponsorships. We have found that these partnerships not only provide us with much-needed financial support but also help raise awareness about the work we do within the community.
Another strategy we are implementing is increasing our trading income through the sale of merchandise and services related to our projects. This will enable us to generate additional revenue streams that can be used to fund specific roles within the charity.
Finally, we are also exploring the possibility of launching a crowdfunding campaign that will allow members of our community to directly contribute towards paying for staff roles within the charity.
We believe that these strategies, in combination with continued efforts to seek out new funding opportunities, will enable us to achieve our goal of securing funding for paid staff positions and ultimately expand the scope and impact of our projects.
Potential Paid Roles
As we continue to grow and expand our programs, we have identified several key roles that we need to fill with paid staff members. These roles include:
Centre Manager The Centre Manager will oversee the day-to-day operations of our facility and ensure that all programs run smoothly. They will be responsible for managing staff, coordinating events and activities, and working closely with volunteers.
Support Workers Our support workers will work directly with individuals and families in need, providing emotional support, advocacy, and practical assistance. They will work closely with other members of our team to ensure that all clients receive the help they need.
Sports Coaches We are looking for both multi-skilled sports coaches and specialised coaches who can lead programs in specific sports such as basketball or soccer. Our coaches will work with youth in the community to promote physical fitness, teamwork, and leadership skills.
16
By filling these key positions with paid staff members, we believe that we can better serve our community and make a greater impact on the lives of those in need. We are excited about the future of our charity and look forward to welcoming new team members who share our passion for making a difference.
Approved by the Trustees and signed on its behalf:
John William Patterson :
Date:
_____________
17
Independent examiner's report on the accounts
Section A
Independent Examiner’s Report
Report to the trustees/ Charity Name members of Newcastle West End Sport Community Association CIO On accounts for the year 31 December 2022 Charity no 1196733 ended (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 December 2022.
- Responsibilities and As the charity trustees of the Trust, you are responsible for the preparation basis of report of the 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 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 which gives me cause to believe that in, any material respect:
-
accounting records were not kept in accordance with section 130 of the Act or
-
the accounts do not accord with the accounting records
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in order to enable a proper understanding of the accounts to be reached.
Date: 09/10/23 Signed: Name: Kay Wightman Relevant professional qualification(s) or body (if any): Address: Accounting for Good CIC 2 Geordie Ridley Place, Upper Precinct, Wesley Court, Blaydon on Tyne, Tyne and Wear NE21 5BT
18
Charity Name No (if any) Newcastle West End Sport Community Association CIO 1196733 CC16a Receipts and payments accounts For the period Period start date Period end date To from 23/11/2021 31/12/2022
| Section A Receipts and payments | Section A Receipts and payments | ||||
|---|---|---|---|---|---|
| A1 Receipts | Unrestricted funds to the nearest £ - 8,353 900 - - 9,253 - - - 9,253 620 412 65 6,930 1,000 - - - - 9,027 - - - 9,027 226 - - 226 |
Restricted funds to the nearest £ 1,900 10,000 - - - - - 11,900 - - - 11,900 1,889 - - 2,610 - - - - - 4,499 - - - 4,499 7,401 - - 7,401 |
Endowment funds to the nearest £ - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - |
Total funds to the nearest £ 1,900 10,000 8,353 900 - - - - 21,153 - - - 21,153 2,509 412 65 9,540 1,000 - - - - 13,526 - - - 13,526 7,627 |
Last year to the nearest £ |
| Newcastle Westend CommunityGrant | - | ||||
| National Lottery | - | - | |||
| Summer CampFunding | 8,353 | - | |||
| Donation | 900 | - | |||
| - | - | ||||
| - | |||||
| - | |||||
| - | - | ||||
| Sub total(Gross income for AR) |
9,253 | - | |||
| A2 Asset and investment sales, (see table). |
|||||
| - | |||||
| - | - | ||||
| Sub total | - | - | |||
| Total receipts A3 Payments |
|||||
| - | |||||
| Cost of Charitable activities | 620 | - | |||
| Repair and Maintenance | 412 | - | |||
| Printing,Postage Stationary | 65 | - | |||
| Staff Costs | 6,930 | - | |||
| Cost Of Fundrasing | 1,000 | - | |||
| - | - | ||||
| - | - | ||||
| - | - | ||||
| - | - | ||||
| Sub total | 9,027 | - | |||
| A4 Asset and investment purchases, (see table) |
|||||
| - | |||||
| - | |||||
| Sub total | - | - | |||
| Total payments Net of receipts/(payments) A5 Transfers between funds A6 Cash funds last year end Cash funds this year end |
|||||
| - | |||||
| 226 | - | - | |||
| - | - |
- - |
- | ||
| - | - |
- | |||
| 226 | - | 7,627 | - |
1
19
Section B Statement of assets and liabilities at the end of the period
| Categories Signed by one or two trustees on behalf of all the trustees B5 Liabilities B3 Investment assets B2 Other monetary assets B4 Assets retained for the charity’s own use B1 Cash funds |
Details Details Total cash funds (agree balances with receipts and payments account(s)) Barclays Bank Account Details Details Details Signature |
Unrestricted funds Restricted funds to nearest £ to nearest £ 226 7,401 - - - - 226 7,401 OK OK Unrestricted funds Restricted funds to nearest £ to nearest £ - - - - - - - - - - - - Fund to which asset belongs Cost (optional) - - - - - Fund to which asset belongs Cost (optional) - - - - - - - - - Fund to which liability relates Amount due (optional) - - - - - Print Name |
Endowment funds to nearest £ |
|---|---|---|---|
| - | |||
| - | |||
| - | |||
| - | |||
| OK | |||
| Endowment funds to nearest £ |
|||
| - | |||
| - | |||
| - | |||
| - | |||
| - | |||
| - | |||
| Current value (optional) |
|||
| - | |||
| - | |||
| - | |||
| - | |||
| - | |||
| Current value (optional) |
|||
| - | |||
| - | |||
| - | |||
| - | |||
| - | |||
| - | |||
| - | |||
| - | |||
| - | |||
| When due (optional) |
|||
| Date of approval |
|||
2
20