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2023-12-31-accounts

Annual Report

1. Message from the Chairperson

Dear Members, Partners, and Supporters,

As we reflect on 2023, we are proud of the strides we've made in positively impacting the lives of children and young individuals in the West End of Newcastle. Our commitment to enhancing physical and mental well-being, providing access to essential resources, and fostering a safe, inclusive community has driven our efforts throughout the year. Despite the challenges, our dedication to creating a nurturing environment has never wavered.

Thank you for your continued support. We look forward to building on our successes in 2024. Sincerely,

Sean and John

Objectives and Activities

2. Main Objectives and Activities

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:

  1. Community: We believe in the power of community and strive to foster a sense of belonging, collaboration, and support among all individuals.

  2. 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.

  3. 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.

  4. Integrity: We conduct ourselves with the utmost integrity, honesty, and transparency in all our actions and interactions.

  5. Compassion: We approach our work with empathy, compassion, and understanding, recognising and responding to the diverse needs and experiences of those we serve.

  6. 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.

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 3000 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.

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.

Projects ran in 2023/2024

In May 2023 we worked in collaboration with Newcastle West End FC who held Mini Dribblers Sessions providing free football coaching.

In June 2023 we had the soft launch of our pilot youth club, using social media as a consultation within the community to gauge interest.

In July 2023 our youth club officially opened its doors, the interest was over whelming and the numbers continue to grow.

July and August was the start of our fully subscribed Summer, we do struggle to accommodate the numbers for our camps due to a lack of funding but try our best to help every child come along and join us.

In August we also secured lots of community based sponsors for our charity including;

September 2023 our Friday Night Youth Club continued and with feedback from parents we changed the age to include younger children.

October 2023 was our annual FREE Halloween party open to all children wishing to attend we also held our half term camp for children during the holidays.

December was our Christmas Party free to all children

January 2024 and a recap of events to look forward to

As we look ahead to 2024, here is a quick recap of everything we got up to in 2023 Youth Club Easter Camp Summer Camp October Camp Halloween Party Christmas Party Supporting our local care home We had an extremely busy year and we look forward to an even busier 2024. Thank you for all the support last year and we hope to see many new and old faces this year. Keep your eyes peeled for the exciting events we have planned

Future Projects, Plans and Developments

Our primary objective this year is to secure enough funding to allow us to open our community venue up 7 days a week, providing uninterrupted access to the local residents.

We are working in collaboration with Primary schools in the area and want to continue to grow the relationships and work hand in hand to provide children with the opportunity to attend our centre.

Our numbers continue to grow for children attending our centre and for this we need to secure funding to increase our numbers, this is another important aspect that we need to work on.

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 organisations. 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.

Reserves Policy/Trustees

The organisation regularly reviews its financial position and systems. However being a new and very small charity with limited funds we do not yet have a big enough income to set a reserves policy.

Trustee Selection - The trustees are drawn from a wide range of backgrounds and must have an interest in mental health issues and/or relevant skills/experience.

Potential new trustees must be proposed and seconded by members of the current board and must complete an application form and provide one written reference. If a reference is difficult to obtain, trustees can be co-opted by the Board on a six-month trial period to enable inclusion.

New trustees are voted on to the Trustee Board at any board meeting. All trustees may offer themselves for re-election at the Annual General Meeting for up to a maximum of seven years. After standing down, members are ineligible to stand for re-election for a minimum of one year. Officers of the Charity may serve for up to five years as officers, after which they may continue to serve on the committee until the seven year’s service is completed.

All trustees must retire by rotation once every three years and are eligible for re-election. Induction and training of new trustees

  1. Our process is intended to ensure inclusion, provide the right skills mix and provide a balanced functional Board. Our recruitment process forms part of induction to our organisation.

  2. Application pack, including the Charity Commission publication "The Essential Trustee", is provided.

  3. Application form and reference(s) received. For people unable to provide a reference, a six month probationary period is used (to enable service users equal opportunity).

  4. Trustee co-opted onto Board at a Board meeting or voted on at the Annual General Meeting.

  5. Chief Executive and Chair provide regular support and learning opportunities to new trustees.

  6. Trustee training is incorporated into the Board meetings.

  7. Trustees undertake a self-appraisal with the Chair on an annual basis

The Future

In 2024, Newcastle West End Sport Community Association aims to build upon our past successes and tackle new challenges by securing funding for paid staff positions, while maintaining our strong volunteer base. This plan outlines our key objectives, strategies, and the impact we anticipate achieving over the coming year.

Objectives and Strategies

Our primary objective for 2024 is to enhance our operational capacity by transitioning from a volunteer-only model to one that includes paid staff in key roles. This will be instrumental in increasing the frequency and scope of our projects, ensuring more consistent and reliable support for the community.

To achieve this, we will focus on securing funding for positions such as Centre Manager, Support Workers, Sports Coaches, and Multi-Skilled Sports Coaches. This strategic move will not only expand our reach but also allow us to develop new projects that require specialised skills. For instance, a dedicated fundraising manager will be crucial in diversifying our funding sources and launching more ambitious initiatives.

In addition to integrating paid staff, we will continue to prioritize the engagement and development of our volunteers. Clear communication channels between paid staff and volunteers will be established, including regular meetings and updates on project developments. This will ensure that volunteers remain informed and valued. We will also implement a feedback mechanism to capture volunteer insights and suggestions.

Training and development opportunities for volunteers will be a cornerstone of our strategy. By investing in their skills and knowledge, we ensure their continued vital contribution to our projects. Recognition of volunteer contributions will be enhanced through public acknowledgements on social media and other platforms, as well as through volunteer awards and recognition events.

Program Expansion and Development

With paid staff on board, we plan to increase the frequency and scope of our existing programs, such as sports and recreation activities, mental health workshops, and after-school clubs. Consistent and professional management will allow us to provide more reliable support to our participants and expand our services to reach more individuals in need.

We also aim to develop new projects that address specific community needs. For example, we plan to introduce digital literacy programs and job readiness workshops, which will equip young individuals with essential skills for the future. These initiatives will require specialized knowledge and consistent oversight, underscoring the need for paid staff.

Community Engagement and Outreach

Strengthening community ties will remain a priority. We will host community forums to foster dialogue and collaboration, allowing residents to voice their concerns and contribute to local solutions. Health and wellness fairs will be organised in partnership with local health providers, offering screenings and wellness advice to residents.

Volunteer recruitment will continue to be a key focus, with targeted drives aimed at engaging more community members. We will also explore new partnerships with local organizations and businesses to enhance our impact and broaden our support network.

Financial Management and Sustainability

To support our expanded operations, we will implement robust financial management practices. This includes diversifying our funding sources through grants, donations, sponsorships, and fundraising events. The role of a dedicated fundraising manager will be crucial in identifying and securing new funding opportunities.

We will also promote sustainability by implementing eco-friendly practices within our community centre and projects. This will not only reduce our environmental footprint but also educate the community on the importance of sustainability.

Conclusion

In 2024, the Newcastle West End Sport Community Association will take significant strides towards enhancing our capacity to serve the community. By integrating paid staff, we will expand our reach, develop new projects, and provide consistent support. At the same time, we remain committed to valuing and engaging our dedicated volunteers, ensuring their integral role in our success. Through these combined efforts, we aim to create a more vibrant, inclusive, and supportive community in the West End of Newcastle.

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.

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.

Overview

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.

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.

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.

----- Start of picture text -----
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 01/01/2023 31/12/2023
Section A Receipts and payments
Unrestricted Restricted Endowment
Total funds Last year
funds funds funds
to the nearest £ to the nearest £ to the nearest £ to the nearest £ to the nearest £
A1 Receipts
Newcastle Westend Community Grant - - - - 1,900
National Lottery - - - - 10,000
Summer Camp Funding
- 21,130 - 21,130 8,353
(HAF/Streetgames)
Donation 4,000 - - 4,000 900
- - - - -
- - - -
- - - -
- - - - -
Sub total (Gross income for
4,000 21,130 - 25,130 21,153
AR)
A2 Asset and investment sales,
(see table).
- - - -
- - - - -
Sub total - - - - -
Total receipts 4,000 21,130 - 25,130 21,153
A3 Payments
Cost of Charitable activities 1,092 9,420 - 10,512 2,509
Repair and Maintenance 713 890 - 1,603 412
Printing, Postage Stationary 1,011 720 - 1,731 65
Staff Costs - 11,575 - 11,575 9,540
Cost Of Fundrasing 1,100 - - 1,100 1,000
- - - - -
- - - - -
- - - - -
- - - - -
Sub total [ 3,915 ] 22,605 - 26,520 13,526
A4 Asset and investment
purchases, (see table)
- - - -
- - - -
Sub total [ - ] - - - -
Total payments 3,915 22,605 - 26,520 13,526
Net of receipts/(payments) 85 - 1,475 - - 1,390 7,627
A5 Transfers between funds - - - - -
A6 Cash funds last year end 226 7,401 - 7,627 -
Cash funds this year end 311 5,926 - 6,237 7,627
----- End of picture text -----

CCXX R1 accounts (SS)

13/05/2024

1

Section B Statement of assets and liabilities at the end of the period

Categories
Signed by one or two trustees on
behalf of all the trustees
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 £
311
5,926
-
-
-
-
311
5,926
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

CCXX R2 accounts (SS)

13/05/2024

2

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 2023 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.

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:

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: 20/10/24 Signed: Name: Kay Wightman Relevant professional qualification(s) or body FFA FTA (if any): Address: Accounting for Good CIC 2 Geordie Ridley Place, Upper Precinct, Wesley Court, Blaydon on Tyne, Tyne and Wear NE21 5BT

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