**Charity registration number 1196738** ## **YORKSHIRE CHILDREN'S CHARITY** **ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE PERIOD ENDED 31 DECEMBER 2022** ## **YORKSHIRE CHILDREN'S CHARITY** ## **LEGAL AND ADMINISTRATIVE INFORMATION** |**Trustees**|Mr D Stubbs| |---|---| ||Mr S P Kelly| |**Charity number**|1196738| |**Auditor**|Haigh & Co| ||Grange Cottage| ||Womersley| ||Doncaster| ||DN6 9BW| |**Bankers**|Lloyds Bank| ||9 Wellgate| ||Rotherham| ||S60 2LU| |**Solicitors**|Addleshaw Goddard LLP| ||3 Sovereign Square| ||Sovereign Street| ||Leeds| ||LS1 4ER| (Appointed 10 June 2022) (Appointed 9 June 2022) ## **YORKSHIRE CHILDREN'S CHARITY** ## **CONTENTS** ||**Page**| |---|---| |Trustees' report|1 – 38| |Independent auditor's report|39 - 42| |Statement of financial activities|43| |Balance sheet|44| |Statement of cash flows|45| |Notes to the financial statements|46 - 57| ANNUAL REPORT ‘22 _Registered Charity Number 1196738_ ## Contents - Pg3 A note from the team - Pg5 Headlines from our inaugral year - Pg5 Trustees report - Pg6 Our purpose - why we exist - Pg7 Our strategy to achieve our aims & objectives - Pg8 - Pg9 Short-term - making things better via grant giving - Pg11 Long-term - breaking the cycle of intergenerational poverty through intervention Pg16 Grant making Pg18 Volunteers Pg19 Acheivements - a summary of our performance Pg20 Performance against fundraising activities - FUNDRAISING Pg22 Performance against activites - GRANTS Pg23 A snapshot of who & how we have helped Pg29 Our benefi t to society as a whole Pg30 Impacting factors - internal & external Pg31 Financial review Pg33 Structure within the organisation Pg36 References & administrative details Pg37 Plans for the future Pg38 Corporate partners As a small, dynamic and disruptive emerging charity, raising 2.7m in our inaugural year, Yorkshire Children’s Charity are no stranger to doing things diff erently. The strength of our team lies in our combined experience and expertise in both the private and third sector. As a start-up, leadership is expected throughout the charity regardless of rank or position. With that in mind, we feel it is important ## A note from the team to write our annual report from the team, the CEO and the Trustees together, as this is representative of the charity, our culture and behaviour. The key focus of our fi rst year was centred around creating stability and resilience, to build a solid foundation which would set us up for continued success for years to come. We said ‘YES’ to every opportunity we were aff orded, and we have worked relentlessly to deliver. Within three months of launching, the charity had developed a robust and thorough business plan, and by the end of the fi rst year had ensured all required policies and insurances were in place. - We are open, transparent, and straightforward. We are very clear to our supporters on how/where we spend their donations. Our fundraising model provides suffi cient unrestricted funds from our trading income, enabling us to make a commitment to our supporters that 100% of any donation made at a Yorkshire Children’s Charity event or through corporate partnerships will directly benefi t the children and young people we support. - We are entirely needs-led, and outcome driven. Every decision we make must be in the best interests of those we are here to support. - We are quick, effi cient, and hands-on. We are here to remove obstacles and barriers for children and their families, not create them. That is why we designed a bespoke online grants application form so we can get help to families as quickly as possible, cutting out the need for a lengthy approval process and removing subjectivity. Whilst we refl ect on last year’s many successes, we are also mindful that there is still a lot of work to do. The current cost of living crisis only exacerbates the need and demand for our services in Yorkshire and our programmes delivery will be our driving focus moving into 2023. “ I would like to acknowledge the leadership and commitment of the entire team and congratulate our chief executive, Charlotte Farrington in her fi rst appointment as a CEO. Charlotte has successfully led an experienced, passionate, and incredibly hard-working team through the chaos, trials and tribulations of a start-up charity. Their energy and relentless enthusiasm is the key to the charities success and I am tremendously proud of what we have achieved for children throughout Yorkshire. On behalf of the entire team at Yorkshire Children’s Charity, our benefi ciaries and their families, I would like to thank my fellow trustees and everyone who supported us in our fi rst year and who continue to do so. “ - Darren Stubbs, Chair of Trustees **3** “ Yorkshire Children’s Charity has a real energy to it, which without question is what has captured the attention of the good and great of Yorkshire in its inaugural year. Charlotte Farrington and the Trustees have worked hard to create ‘a can-do culture’ where bigger picture thinking, creativity and ambition is seen at every level. We surround ourselves with good people who share our vision and mission, and we work as one team to achieve our objectives. I am personally incredibly proud to be a part of this exciting journey and I would like to thank everyone who has helped and supported us to date. “ - “ In the absence of our fi rst set of accounts, which will allow us to diversify our - fundraising, our Year One fundraising strategy focused on building a strong and - sustainable portfolio of events. The success of our events was, of course, in part the result of a hard-working team, but more importantly our incredibly generous and unwavering network of loyal supporters. I would like to thank all of our sponsors, - those who have given their time, expertise and friendship and our Events Team. Being a part of a start-up charity has been an absolute privilege. To have worked with - Johnny Roxburgh, one of the UK’s leading Party Architects and to have welcomed a - Royal Head of State, HSH Prince Albert II of Monaco to our launch event was beyond all expectations and a personal career highlight for the entire team. “ “ To have been aff orded the opportunity to create and lay the foundations of a charity from scratch has been the hardest but most rewarding highlight of my career to date, driven solely by a desire to make a diff erence. We very much see ourselves as ‘Yorkshires’ children’s charity, as it is only through our combined eff orts that we will really bring about change. Our programmes enable us to be responsive to the needs of our benefi ciaries and their families. To have been faced with Ukraine and the subsequent cost-of-living crisis just three months after the launch of the charity, our ‘A Helping Hand For Families’ programme is a prime example of how we have been able to quickly respond to the changing needs of our benefi ciaries. I would like to take this opportunity to thank the Board of Trustees for their support, friendship and for challenging me without being ‘challenging’; Annabel Robinson for delivering an ambitious but incredibly successful programme of events; to the rest of my team for their dedication, resilience, and enthusiasm; and the Yorkshire community for believing in us from the outset. Finally, I would like to not only thank, but also highly commend, the incredible companies and individuals responsible for delivering our fi rst Great Yorkshire Build project. To have worked alongside a team who share our passion and desire to transform the region’s special educational needs provisions was - -Annabel Robinson, Head of Events “ The delivery of our programmes is the reason why we exist and forms the very core of our foundations. Our short and long term objectives are so tangible, being able to make an immediate diff erence through our Grant Giving Programmes but make long term change through our project work is incredibly fulfi lling. With thanks to the generosity and kindness of The Evans Property Group and Morley Glass & Glazing, we were in a position to fund every eligible application we received in our fi rst year and deliver a number of successful projects. We made a strategic decision to concentrate our delivery eff orts in East Yorkshire as we identifi ed that it was an area of high deprivation and disability with the fewest charities supporting the need. Delivering our project work from scratch required the input and resource of the entire team and was an absolute joy and I am incredibly proud of what we have achieved for the children, young people and teachers at Brooklands SEND School in Skipton. “ **4** F U N D R A I S E D U N R E S T R I C T E D R E S E R V E S APPLICATIONS I N O N E E V E N I N G A C C O U N T E D F O R F U N D E D 6 MONTHS 195 £850k S C H O O L S M E M B E R S GREAT YORKSHIRE M O N E Y R A I S E D SUPPORTED C H I L D R E N H E L P E D OF STAFF BUILD PROJECT TRUSTEES £2.7m 32 2400+ 5 £1m 6 Headlines from our inaugral year “ …I think that thank you to everyone who has been involved in the project just does not sum it up. Thank you for coming into our lives. Thank you for making the diff erence. Thank you for believing in us. Thank you for investing in our children, in their futures, in our school. And thank you for making the diff erence to our staff and to our whole community. Nobody would have done this if you didn’t come and didn’t help, so thank you. “ - Fran Cracknell, Headteacher at Brooklands Special Educational Needs School, Skipton - Recipients of The Great Yorkshire Build Trustee Report Year Ended March 2023 Charities: Statement of Recommended Practice applicable to charities in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (eff ective 1 January 2019). ## Objectives and Activities **5** **----- Start of picture text -----**
Kirklees
36.6% of children live in
poverty. That’s 31,972 babies,
children & young people.
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## **Bradford** ## **Leeds** 39.8% of children live in 35.9% of children live in Our Purpose poverty. That’s 49,800 babies, poverty. That’s 54,273 babies, why we exist children & young people. children & young people. **----- Start of picture text -----**
Sheffi eld
36.4% of children live in
poverty. That’s 37,773 babies,
children & young people.
Hull
38% of children live in poverty.
That’s 19,403 babies, children
& young people.
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Yorkshire Children’s Charity is a dynamic and disruptive emerging charity. With an exceptionally experienced team, coupled with unparalleled drive, energy and enthusiasm, we deliver truly innovative, outcome-focused initiatives that break the mould in our sector. Through our programmes, we aim to make sure **no child or young person in Yorkshire is left behind due to ill health, disability or** , and we will not stop until we succeed. The purposes (also known as ‘objects’) of the Charity are for public benefi t: - - **The advancement of education amongst children and young people.** - **The relief of sickness and the promotion of health amongst children and young people who are physically or otherwise** **disadvantaged; and who reside permanently or temporarily in Yorkshire or the North of England or, in the Trustees’ opinion, have** ## **strong connections with these areas.** Our work is essential. The level of child poverty in Yorkshire and Humber is shameful, **with over one third of our children now living in poverty.** As a region we are failing the very people who rely on us to protect them. Over the past eight years, child poverty in Yorkshire and Humber has risen by 6%, the second biggest hike in the country (End Child Poverty Coalition, 2022). **Our child** **poverty rate now stands at the highest it has been since 2000/2001** (All Party Parliamentary Group, 2023). Crucially, our children with Special Educational Needs and Disabilities (SEND) are signifi cantly more likely to grow up in poverty than their non-disabled peers. Of the pupils eligible for free school meals in England, almost a third are identifi ed as having SEND (The Centre for Education & Youth, 2016). **This situation is indefensible.** We passionately believe that Intervention is the only way to break the cycle of intergenerational poverty in our region, so not only our children, but their children, have the chance at a fair and fulfi lling life. This is exactly why Yorkshire Children’s Charity exists. **6** ## Our Strategy to achieve aims & objectives ## Long term aims and objectives ## Short term aims and objectives To achieve the bold, ambitious but essential mission of breaking the cycle of intergenerational poverty in our region, through a range of innovative programmes focused on education, employability and skills building. The goal of these programmes is simple – intervention. We break down barriers to skills, barriers to opportunity and barriers to self-belief, which deprived and disabled children and young people consistently come up against. To make things better for disadvantaged and disabled children and young people in Yorkshire right now, through our critical grant giving programmes. These provide immediate here and now support for children and families suff ering from the hardships of poverty, deprivation and disability. The way we have designed our operational model and approach allows us to deliver against these objectives. **7** ## Most charities are founded very admirably due to personal loss, trauma or individual experiences. Rather unusually then, Yorkshire Children’s Charity was founded on a realisation that there is a critical need and opportunity to do things diff erently in the third sector. in the way we think & work - **BE COMMERCIALLY MINDED** - we understand what it takes what it takes to get a business to buy into our vision, leveraging on their social impact for the benefi t of our benefi ciaries. - **BE PROACTIVELY TRANSPARENT** - it is important to us that our supporters know exactly where their money is being spent. Our fundraising model allows us to make a commitment to our supporters that 100% of all donations made go directly towards supporting our children and young people. - **BE RELATIONSHIPS FOCUSED** - we have built an extensive, unrivalled network across Yorkshire’s business leaders, notably within the Yorkshire Property Sector, and[we ] never take those relationships for granted. - **BE INNOVATIVE** - from our bespoke, online grant application process to new, never-been-done programmes, we pride ourselves on thinking outside of the box and we are never afraid to try something new. - **BE OPERATIONALLY SLEEK** - we are a small, dynamic and solutions focused team who take a hands-on approach to fundraising. Our governance model purposefully removes red tape and subjectivity, enabling progress to be made quickly, eff ectively and compliantly, with a clear focus on the outcome for our children and young people. - **BE BOLD** - we are a hugely ambitious team with big plans. Our mission is too important to be anything other. There is a fi ght ahead of us, but we owe it to our children and young people to be courageous. Yorkshire Children’s Charity is the only charity in our region delivering such a comprehensive programme of interventions working across both child poverty and disability, and across the breadth of Yorkshire. We pride ourselves on our reach, from our rural towns and villages right through to our inner cities. This overarching and intersectional view of disadvantage and deprivation is crucial in such a culturally, socially, and geographically diverse region like Yorkshire. - “ The beauty of Yorkshire Children’s Charity is the way you operate. You enable any business whether they’re large or small to not only help, but also benefi t their business in a positive manner. So, if you can help, you should help. I think it’s incumbent upon us to do so. “ - Tom Gilman, McLaren Property **8** **----- Start of picture text -----**
“ 9 children in a classroom of 30 are living in poverty in the UK. “
- Department for Work and Pensions, 2023
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## Short Term making things better via grant-giving disabled and disadvantaged children, young people and their families across our region. Our grants address the immediate hardships associated with poverty and/ or disability e.g., inability to buy essentials such as school shoes, winter coats and uniform, or restrictions to independence owing to a lack of appropriate specialist equipment or wheelchairs. As such, the changes/diff erences we seek to make through our short-term grant activities are to improve the immediate development, comfort, independence and happiness of the child and their family. We are a charity fi rmly focused on outcomes and whether the child’s needs have been met quickly, eff ectively and responsively. It does not matter whether it is procuring a piece of equipment we commonly fund, or something completely new, we will do it if we are confi dent it meets the key success criteria of: - **Has the grant met the child or young person’s needs?** - **Does it improve the quality of life of the child or young person?** - **Does it improve the quality of life for the parents/carers (to provide easier, safer care)?** - **Does it align with Yorkshire Children’s Charity’s charitable objectives?** Our grants are all managed by 1 FTE Programmes Manager. However, as a small team our programmes, like many other aspects of the charity, are supported by all of us. By its very nature, programmes is the best part of our work because it is entirely focused on delivering for our benefi ciaries. As such, the whole team are actively involved in rolling up their sleeves and working on the ground with our children and young people. ## Equipment grants for individuals The right equipment, be that specialist baths, hoists, toilet seats to car seats and sensory equipment, are vital to empowering a child with additional needs to feel more comfortable and confi dent. They are also essential for their family/carers to provide safe and eff ective care – improving quality of life for all. Sensory equipment for children and young people with learning diffi culties and anxiety disorders is an essential aspect of their development. **9** ## Helping Hand for Families grants Even when our families are trying their very best, sometimes their best is just not enough. The cost-of-living crisis continues to put unimaginable pressure on families trying to cover both the niceties and necessities that come with having children. This is having severe implications on the health, happiness and wellbeing of children. Children and adults living in households in the lowest 20% income bracket in Great Britain are two to three times more likely to develop mental health problems than those in the highest (Marmot Review 2010). Evidence from the Mental Health of Children and Young People in England 2022 survey found 1 in 5 (19.9%) 7- to-16-year-olds lived in households that experienced a reduction in household income in the previous year. This was more than 1 in 4 (28.6%) among children with a probable mental disorder. As a charity, we purposefully set our funding model up to enable us to be agile and responsive to the changing and unpredictable societal pressures which disproportionately impact our families. Our Helping Hand for Families grants, off ering funding up to £200 per child within 24hrs of receiving an application, is one way we do this. These grants exist quite simply to relieve pressure on families when they need it most, from funding the basics such as winter coats and new school shoes to little moments of joy such as days out, toys and play facilities. Sometimes the smallest things in life can make the biggest diff erence. Under the banner of Helping Hand for Families we also deliver: **CHIRTSMAS CAMPAIGN** - a campaign to provide practical support to families at Christmas time with the greatest level of need. Teachers across our School Network nominate families to be the recipients of the campaign, who are assessed on a points scale against: - **How likely it is the family can provide food at Christmas.** - **How likely it is the family can provide presents for the child and any siblings at Christmas.** - **How likely it is the children’s basic needs are being met (beds/clothes/shoes/health).** With the help of the school, eligible families complete an Amazon wish list for each child, up to the value of £200 for Christmas presents, and if deemed necessary, the family will also receive a £150 food voucher. **EASTER CAMPAIGN** - this campaign invites individuals and organisations across Yorkshire to donate Easter Eggs, which are distributed across nurseries and primary schools in areas of disadvantage. An Easter Egg may not seem like much, but for those children who may never have one, it provides a real moment of joy. of. From having the initial phone calls with parents to say they have been selected to seeing their faces when they picked up the gifts - it was heart-warming and - Local Teacher **10** ## Grants for wheelchairs We part or fully fund wheelchairs that would otherwise be unavailable through the local authority or family-funded routes. From manual to powered chairs, beach, sports to all-terrain, a wheelchair is a lifechanging piece of equipment. It allows a child or young person the independence and opportunity to live their life to the fullest, engage with people and the world around them and therefore see signifi cant physical and mental benefi ts. This includes the relief of common problems such as pressure sores, breathing diffi culties and the advancement of disabilities. ## Grants for Schools & Organisations Funding is available for organisations including schools, nurseries, youth clubs, sports clubs, self-help groups and voluntary organisations who play a critical role in helping to shape values, set expectations, and act as a vital support network for young people and their families. Grants of up to £10,000 are gifted, ranging from help with ## Long Term breaking the cycle of intergenerational poverty through intervention Our short-term objectives and activities are underpinned by a longer-term objective – that we break the cycle of childhood poverty in Yorkshire. Poverty is linked to a number of poorer outcomes (Royal College of Paediatrics and Child Health 2021): - **Poor physical health, including chronic conditions and obesity.** - **Mental health problems.** - **Experiences of stigma and bullying.** - **Academic underachievement.** - **Employment barriers.** - **Social deprivation/exclusion.** **11** The issues that our long-term project programmes seek to tackle are: - **Barriers to opportunity.** - **Barriers to skills.** - **Barriers to self-belief.** These barriers hold disadvantaged, deprived and disabled children and young people back from being who they want to be and getting to where they want to go. The change/diff erence we seek to make through our intervention-based programmes is simple – to ensure all of Yorkshire’s children and young people are given a fair chance. That is, the chance to live a happy, fulfi lling life full of opportunities, where they do not fall through the gaps owing to their health, disability, social or fi nancial circumstance. To drive delivery of this objective, we run a range of innovative and dynamic intervention-based programmes focused on education, employability and skills building. These are currently managed, alongside grants, by 1 FTE Programmes Manager. However, as a small team our programmes, like many other aspects of the charity, are supported by all of us. By its very nature, programmes is the best part of our work because it is entirely focused on delivering for our benefi ciaries. As such, the whole team are actively involved in rolling up their sleeves and working on the ground with our children and young people. ## Great Yorkshire Build The Great Yorkshire Build is a unique initiative bringing together the private and third sector in a one-of-a-kind partnership to re-fresh and re-energise Special Educational Needs and Disabilities (SEND) facilities across Yorkshire. Right now, children in SEND schools are being systemically failed. Specialist schools are hugely oversubscribed and underfunded. As a result, their facilities and resources are overcrowded, outdated and entirely insuffi cient. According to the recent BBC SEND Help documentary (February 2023), 52% of SEND schools are oversubscribed in England, with 32,174 more pupils attending SEND schools now, than there were fi ve years ago. Yorkshire Children’s Charity identify and assess the needs of local SEND schools who are brought to our attention across the region. We then leverage our ties to the Yorkshire Property Sector to launch a re-build project based on the school’s unique needs. From design right through to build execution, the commercial and residential property sector donate their time, skills, materials and supply chains entirely pro-bono. This includes building contractors, mechanical and electrical engineering and demolition through to professional services such as architects, quantity surveyors and project managers. Yorkshire Children’s Charity act as a broker between the contractors/project team and the school, who enter into a legally enforceable contractual arrangement to undertake the works. The 2022 Great Yorkshire Build project at Brooklands SEND School in Skipton, when completed, will equate to just shy of a £1m build, with the charities input restricted to providing vital equipment for the newly built facilities, such as sensory equipment, rebound trampolines and play equipment. **12** ## **SUCCESS CRITERIA:** ## **• Quantitative data (surveys and analysis of case and HR data):** - Increase in number of EHCP outcomes that can now be met with new provisions, that were previously going unaddressed – baseline recorded at project start. - Increased teaching and support staff retention rate (%) – baseline taken by survey at project start. - Increased staff and parent satisfaction rate (%) – baseline taken by survey at project start. ## **• Qualitative data:** - Observational research to capture non-verbal feedback from the children. For example, analysis of interaction and engagement with the sensory facilities, such as recognition of cause and eff ect, clapping, concentration levels etc. - Secondary review through desk-based research, notably analysis of subsequent Ofsted reporting including an increase in Ofsted rating at next inspection (if applicable). **Scale and Resources:** The Great Yorkshire Build is a huge undertaking and typically equates to a £1m build when completed, delivered over a year, with all time, resources, materials and workforce donated pro-bono by generous suppliers. This includes Construction, Quantity Surveyors, Architects, Landscape Architecture, Mechanic and Electrical Services, Civil and Structural Engineers, Demolition, Project Managers, Branding and Visuals, working across the full design, build and asset management cycle. The only cost to Yorkshire Children’s Charity is the circa. £100k of equipment and classroom packs such as trampolines and sensory equipment, alongside our 1 FTE Programmes Manager. Our Programmes Manager works across all grants and programmes. However, as a small team our programmes, like many other aspects of the charity, are supported by all of us. By its very nature, programmes is the best part of our work because it is entirely focused on delivering for our benefi ciaries. As such, the whole team are actively involved in rolling up their sleeves and working on the ground with our children and young people. ## Schools Out Events Our Schools Out programme provides a series of events run for one simple purpose – to create a carefree day for children where, even if just for a moment, they have no worries. Research suggests positive experiences during key ‘sensitive periods’ of early childhood and adolescence help build healthy brains (Shonkoff et al, 2015). Indeed, most of us were fortunate enough to have key moments in childhood which we now hold as treasured memories. That is exactly what our Schools Out events are designed to create. They range from educational events through to Christmas parties and days out on the farm, enabling children to engage in the world around them, seeing and experiencing things they may not otherwise get a chance to. Some of our inner-city children attending Schools Out events had never even been on a bus or seen farm animals before, sometimes never leaving the confi nes of the estates they grow up in. **13** **----- Start of picture text -----**
SUCCESS CRITERIA: “ Please pass on our gratitude to the whole team “ For some, the party will have been the only
• Qualitative - positive verbal feedback that made our children feel so special. It allowed Christmas celebration they will experience
- Teaching staff them all to sparkle and shine for the day. “ other than the activities in school. “
- Parents - Teacher - Teacher
- Pupils
- Volunteers “It was the best day of my life! “
• Qualitative - positive non-verbal feedback - how engaged the children are on the day and with the various activities. - Little boy at a Christmas party
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Scale and resources: Schools Out events are one day events which typically cater to 500 children per event, and cost the charity an average of £5,000-£6,000 to deliver. They are organised by 1 FTE Programmes Manager. However, as a small team our programmes, like many other aspects of the charity, are supported by all of us. By its very nature, programmes is the best part of our work because it is entirely focused on delivering for our benefi ciaries. As such, the whole team are actively involved in rolling up their sleeves and working on the ground with our children and young people. In addition, they are supported by a group of up to 20 volunteers on the day. ## The School Network Yorkshire Children’s Charity have developed a network of schools across the region who, based on deprivation data including pupil premium percentage, are core benefi ciaries of our work. Schools who sign up to our School Network are connected to a volunteer who works with them to understand the practical, tangible support Yorkshire Children’s Charity can provide. Alongside working with their assigned volunteer to map out needs, apply for funding and project support from the charity, the schools benefi t from our varied fundraising campaigns including the Christmas and Easter Campaign. They are also given priority booking for our Schools Out events. ## SUCCESS CRITERIA: **We measure success of our school network by:** - **% of eligible schools in regional area engaged (North, East, South, West).** - Scale and Resources: The School Network programme is managed and overseen by 1 FTE Programmes Manager. However, as a small team our programmes, like many other aspects of the charity, are supported by all of us. By its very nature, programmes is the best part of our work because it is entirely focused on delivering for our benefi ciaries. As such, the whole team are actively involved in rolling up their sleeves and working on the ground with our children and young people. **14** ## Yorkshires. Young Entrepreneur Challenge Teams of year 10 students from some of the most disadvantaged schools across Yorkshire are given a £500 business grant to invest in a money-making concept. This challenge sees the students take on roles from Managing Director to Finance Director, to handle the design, creation, marketing and sales of their innovative product. The initiative provides the students with the confi dence and inspiration to want to become entrepreneurs, business owners or leaders of the future, whilst teaching them the business acumen and interpersonal skills crucial for their future employability. Each team is sponsored and supported by a Yorkshire business mentor who provides guidance and direction throughout the challenge, and who becomes a long-term contact for support with future work experience and apprenticeship opportunities. All funds raised by the students throughout the challenge go towards buying vital equipment for children with disabilities. This provides young people who have themselves been on the receiving end of the charity with the opportunity to experience what it feels like to make a tangible diff erence to someone else’s life. SUCCESS CRITERIA: - **Quantitative:** - **Number of students who take part.** - **Number of mentors from supporting companies who take part.** - **Number of students who go on to complete work experience placements with mentor company.** - **Number of mentors/companies who want to get involved with the initiative in the next year.** - **Qualitative:** - **Positive feedback from teachers, students and mentors.** Scale and Resources: the scheme requires the input of a business mentor for 1 session a week across 8 weeks, in addition to the launch and judging day. Supervision from school teaching staff is required throughout the sessions. The programme is run by 1 FTE Programmes Manager, However, as a small team our programmes, like many other aspects of the charity, are supported by all of us. By its very nature, programmes is the best part of our work because it is entirely focused on delivering for our benefi ciaries. As such, the whole team are actively involved in rolling up their sleeves and working on the ground with our children and young people. The costs to the charity are a maximum of £500 per programme, as business mentors donate the £500 seed money required for each team’s start-up. ## Yorkshires. Property Subscription Property Subscription provides a platform for companies to demonstrate their social impact, with the benefi t of also being eligible to partake in the delivery of workshops as part of the Constructing Careers programme (launched in 2023). **15** ## Yorkshires. Business Subscription Our annual Business Subscription invites the Yorkshire business sector to make a one-off or monthly donation which is directed across a range of programmes. The Business Subscription is an easy way for the company to demonstrate their social impact, with the benefi t of also being eligible to become a mentor as part of our Yorkshires. Young Entrepreneur challenge. ## Grant Making Grant making forms a material part of Yorkshire Children’s Charity activities. We provide grants under our short term aims and objectives. As detailed above, our grants are designed to relieve the immediate here and now challenges faced by those suff ering from fi nancial hardship, disadvantage and disability. In summary, these include: provided under our short-term objectives - **Grants for Individuals** – to fund specialist equipment such as hoists, sensory equipment and specialist car seats, which support improved confi dence, independence and engagement in the wider world. - **Grants for Wheelchairs** - to fund the provision of wheelchairs including manual, powered, sports and all terrain, to improve independence for our children and young people and to reduce common problems such as pressure sores, breathing diffi culties and the advancement of disabilities. - **Helping Hand for Families** – to fund both the niceties and the necessities that come with having children, from essentials like school shoes, uniform, bedding and duvets to Christmas/birthday presents and memorable days out. - **Grants for Schools and Organisations** – to fund equipment for schools including sports equipment, sensory gardens/rooms, and for community projects including equipment for youth clubs, to support organisations which play a part in the development and empowerment of children and young people. **16** Our Grant Making Policy sets out clear eligibility criteria: ## **• Grants for Individuals/Grants for Wheelchairs (subject but not limited to a defi ned equipment cap based on market analysis):** - Aged 19 or under. - Resides in Yorkshire region or the North of England (or has signifi cant connection with these areas). - Has a disability or long-term health condition. - Part of a household with an annual income of less than £100k. - Has not received funding from Yorkshire Children’s Charity in the last 18 months. - Application is supported by a letter of recommendation from a doctor, healthcare worker or occupational therapist. ## **• Helping Hand for Families (up to a maximum of £200 per child):** - Aged 19 or under. - Resides in Yorkshire region or the North of England (or has signifi cant connection with these areas). - Forms part of a household in receipt of Universal Credit or Child Tax Credits. ## **• Grants for Schools and Organisations (up to a maximum of £10,000):** - Resides in Yorkshire region or the North of England (or has signifi cant connection with these areas). - Has an income of less that £100,000 (only applicable to registered charities). - Does not employ a professional fundraiser. - Has not received funding from the charity in the last 18 months. Yorkshire Children’s Charity are proud to have developed a **bespoke points-based online application process** which allows for a fair and objective analysis of circumstance. Applications for children and young people who have a life limiting condition will take priority. We seek external specialist advice from healthcare professionals, teachers and occupational therapists when deemed necessary. Should requests for equipment and wheelchairs exceed our defi ned cap (reviewed annually against market cost), we liaise with the family to fi nd a suitable alternative, approve the original request, part fund to the value of the cap or decline the application. Individual and organisational grants are funded in order of receipt and urgency. **17** ## Volunteers are integral to our delivery Our volunteers are integral to the delivery of our work and are involved in all aspects of the organisation – we would not be able to do what we do without them. We encourage our volunteers to GO MAD (Go Out and Make A Diff erence!). Volunteering opportunities range in terms of scale and resource, covering: - Events – volunteering for the set up and running of charity-run fundraising events, supporting our Events Team. - Programmes – volunteering in the set up and delivery of interventions and programmes for example: - The Great Yorkshire Build – we are reliant on a supply chain of building and professional services suppliers volunteering their time, resources, materials and their own supply chains entirely pro-bono. - Christmas and Easter Campaigns - collection and delivery of presents/eggs. - School Network - acting as the liaison between the school and charity, working with the school to map - Yorkshires. Young Entrepreneur Challenge – volunteer business mentors support teams of students with advice and guidance across the 8 weeks. - **General running** – administrative volunteering to support the general running of the charity including processing and invoicing - pledges following fundraising events, data collection and analysis for impact reporting. - **Strategic/Executive** – professional and consultative volunteering to support the strategic direction and delivery of the charity’s objectives, for example, our Great Yorkshire Build Development Board. We take our responsibilities to our volunteers very seriously, ensuring appropriate induction, training, risk assessment and risk management. Volunteers also have access to a dedicated Volunteer Handbook. **18** ## Achievements ## a summary of our performance combination of corporate sponsorship, individual donors, Gift in Kind and fundraising events. This allowed us to: - Support 2400+ children and their families. - Launch the school network and support 32 schools. - Launch The Great Yorkshire Build at Brooklands Special Educational Needs School in Skipton - now nearing completion. - Fund 195 grant applications. - Make 123 Christmas deliveries. - Make 1500 Easter Egg deliveries. - Run 5 Schools Out Days for approximately 2250 children. From a fundraising perspective: - 33 companies signed up to the Property Subscription, bringing in £30,300. - Recruited 3 benefactors, bringing in a total £30k, secured for the next three years. - Ran 13 fundraising events: - 6 planned, run and delivered by Yorkshire Children’s Charity. - 7 run by third parties in aid of Yorkshire Children’s Charity. - Secured £1m in pro-bono support for The Great Yorkshire Build. **19** From an operational perspective: - - Recruited additional trustees. - - Established robust compliance procedures across all aspects of Health and Safety and governance. - Accrued 6 months reserves. Our fi rst year focused on establishing the foundations of a strong, reliable, resilient and sustainable charity which is now in a position from which to achieve our long-term objectives. We signifi cantly exceeded our year 1 income target of £1m, raising £2.7m from a starting point of £7k. This was an exceptional achievement for a new, small charity (5 <) and refl ects the experience, dedication, work ethic and passion of our team. There is no doubt our fi rst year was also an incredibly challenging year. As good reporting provides a balanced view of success and failures, it is important to note that whilst productivity was evidently incredibly high, this had a signifi cant impact on our small team’s morale and welfare. Equally, working in a temporary working environment was not suffi cient or suitable. We believe a warm, welcoming and permanent workspace is essential in ensuring our staff feel valued and supported. These challenges will be addressed as priority issues in our second year of operating, by expanding the team to ensure a more equitable share of workload and by securing new permanent offi ce space. ## Performance Yorkshire Children’s Charity does not receive statutory or government funding of any kind and is therefore entirely reliant on voluntary funding from our kind, generous and varied supporters. against activites - FUNDRAISING and stable foundation for our programmes delivery in Year Two. The events team are very experienced and well connected in the region which has resulted in an exceptionally strong event portfolio. We invested in an experienced team of fundraising Event Managers to lead on the delivery of our event portfolio. This combined with experience of the leadership team, naturally gave way for an events-led strategy in Year One. This was a logical and sensible model for Year One (especially given the charity was yet to have a set of fi nancial accounts) with the highest likelihood of yielding results quickly and signifi cantly. Year Two will see us diversify our fundraising income streams with the inclusion of Trusts and Foundations, a more targeted corporate fundraising strategy and an even wider portfolio of events. **20** ## Our Fundraising Events: - **A NIGHT UNDER THE STARS** – our inaugural event, marking the launch of the charity and attended by a Royal Head of State –HSH Prince ll Albert of Monaco. **• THE YORKSHIRES. BUSINESS AWARDS** – an opportunity to celebrate and recognise Yorkshire businesses, from the start-ups and entrepreneurs through to industry giants and leaders. - Ticket sales & sponsorship: £334,800 - Donations at event: £456,268.22 – with 100% donated directly towards benefi ciaries - Ticket sales & sponsorship: £49,530 - Donations at event: £42,705.84 – with 100% donated directly towards benefi ciaries - **THE YORKSHIRES. COMMERCIAL REAL ESTATE AWARDS** – celebrating all things excellent in the Yorkshire commercial property sector, including the opportunity for suppliers across the region to network with 1000 peers. - **THE YORKSHIRES. RESIDENTIAL REAL ESTATE AWARDS** – celebrating all things excellent in the Yorkshire residential real estate sector, including the opportunity to network with 700 peers. - Ticket sales & sponsorship: £203,220 - Donations at event: £778,332.02 – (incl. £705k GIK) with 100% donated directly towards benefi ciaries - Ticket sales & sponsorship : £115,764 - Donations at event: £41,824.63 – with 100% donated directly towards benefi ciaries - **YORKSHIRE LADIES LUNCH** – bringing the philanthropic women of Yorkshire **THE YORKSHIRE CLAY SHOOT** – bringing together shooting enthusiasts from across the region to test their skills against friends and colleagues whilst raising money for our benefi ciaries. - together for a day of fun, fi zz and fundraising in aid of our children and young people. - Ticket sales & sponsorship: £5,740 - Ticket sales & sponsorship: £49,021 - Donations at event: £6,110 – with 100% donated - Donations at event: £23,648.63 – with 100% **21** ## Performance against activites - GRANTS To secure the viability and sustainability of the charity and ensure demand could be appropriately met, we made a conscious decision to allow grant giving to grow organically in Year One. This was crucial given the ever- increasing demand on third sector organisations coming out of the pandemic and with the emerging cost of living crisis, which has disproportionately impacted children and families in the North. Ultimately, a more conservative approach to grant giving ensured we were able to meet all eligible requests and we have never had to turn away an eligible recipient owing to lack of funding. This approach has also allowed us to launch and establish a comprehensive set of programmes which have delivered signifi cant, tangible impact for benefi ciaries, as detailed below, against our long-term ambition to break the cycle of poverty regionally. Whilst grants have grown organically in our fi rst year, we have still funded urgent, critical and life changing equipment and support for numerous children and young people across the region. For children with special educational needs and disabilities, wheelchairs, sensory and specialist equipment have had a proven impact on quality of life: - Supported the development of children and young people. - - Increased the happiness and engagement of children and young people. - Increased the comfort and ability to manage the impacts and challenges of various conditions. **22** ## A Snapshot “ Bradley and I just wanted to say a huge thank you Yorkshire Children’s Charity. Bradley received his Triride yesterday and he was so excited. He was wizzing around in it all afternoon. He has even taken himself to school this morning which he loved. I was so emotional; I never thought this day would come! “ - Karen, Bradley’s mum of who & how we have helped ## Equipment & Wheelchairs **BRADLEY** - Bradley uses a wheelchair but struggled to get the independence he wanted as he lives on a steep hill. We funded a triride wheelchair for Bradley which attaches to the front of his wheelchair, giving it the power to be used much more freely. **SOPHIA** - Six-year-old Sophia has a genetic defect resulting in epilepsy and global development delay. Her seizures are severe and frequent, meaning she not only needs immediate distraction from consistent unsettledness, but also misses a lot of school for recovery. We funded an iPad for Sophia. This allows her parents to distract her in the immediate aftermath of a seizure and means she can access school apps to continue learning at home whilst in recovery. “ Bella has used the summerhouse a lot to listen **BELLA** - Ten-year-old Bella is Autistic with a profi le of Pathological Demand Avoidance. She is home-schooled and mainly housebound. Her environment, especially the ability to play outside, is extremely important for her safety and to regulate how she feels. We were able to fund a summerhouse for Bella which gives her a permanent outdoor shelter so she can enjoy activities in the garden and play in the rain – as she loves to do! to the rain, have time out, chat to me, read her nature books and use her fi dgets. The time she has spent there has been so enriching and given her more than we could have imagined - thank you so much. “ - Hannah, Bella’s mum **23** **ARABELLA** - Arabella is fi ve and has a diagnosis of Autism with Pathological Demand Avoidance – the avoidance of everyday demands. Arabella’s Mum wanted to transform her bedroom into a sensory room to create a nurturing space for her to self-soothe. We funded: “ The equipment you have funded has already made such a diff erence to Arabella’s everyday life. She loves the soft rug; it is sensory heaven for her. Every day after school she rolls on it whilst watching her favourite programme which helps her self-soothe and feel safe. She also does gymnastics and plays her own little games on it too. As a single parent I wouldn’t have been able to aff ord these items for her, so we are unbelievably grateful to you for helping us make Arabella’s life that little bit easier. “ - A shaggy rug to provide a soft, safe space. • A sensory bubble tube to create a calming environment and develop Arabella’s senses. - A balance board and therapy ball to promote balance and develop muscle strength. - A hardcart wagon to support with accessibility and hypermobility. - Charlotte, Arabella’s mum ## A Helping Hand for Families For children living in deprived and disadvantaged circumstances, including deep poverty, our Helping Hand for Families grants have provided vital emergency support (within 24 hours) to alleviate immediate hardships: - Meeting basic needs of comfort, safety and warmth. - Improving the happiness and joy of children, young people and their families. - Reducing the stress, burden and worry of parents/families providing for children. ANON Miah lives in a single parent household with her Mum. Serious fi nancial struggles meant Miah was going without the essentials and their relationship was strained as a result. We funded a grant which bought Miah new school shoes, school uniform and everyday clothing. We also paid for tickets for a round of mini-golf and a restaurant voucher so Miah and her Mum could spend some much-needed quality time together. reliant on food parcels and were living in a house with four other adults. We provided duvets, bedding, towels, pyjamas, teddies and toys for the children, which brought Mum to tears. The family also attended one of our Schools Out events for a day of care-free fun and respite. **24** **----- Start of picture text -----**
Sam and his family were nominated by
his teacher for the Christmas Campaign
because the previous year, when asked
how his Christmas had been, Sam could
only remember that they had been freezing.
They had no gas and had stayed in bed
with their toys to stay warm, as Mum had
spent her usual gas budget on Christmas
presents for the children.
**----- End of picture text -----**
**----- Start of picture text -----**
Lincoln and his Mum were nominated by their Jasmine and her Dad were recipients of the Helping
teacher for the Christmas Campaign as they are Hand for Families Christmas Campaign as, following
recipients of a food bank. Mum is also currently a challenging year, they were in desperate need of a
paying back a loan from the council, so her little magic at Christmas. Jasmine’s Dad has a history of
benefi ts are considerably lower than usual. When substance misuse and mental health challenges, which
Lincoln was asked what he wanted for Christmas, has made it diffi cult to maintain a consistent income.
he asked for a Star Wars blanket. Mum was Dad is doing really well with his recovery, but without
incredibly sad that he was thinking more about the Christmas Campaign, it would have been a very hard
keeping warm than what toys he wanted. Christmas.
**----- End of picture text -----**
## Great Yorkshire Build Yorkshire Children’s Charity secured circa. £1m in pro-bono support from across the Yorkshire commercial and residential property sector to design and deliver new state of the art facilities for Brooklands SEND school in North Yorkshire. This programme has delivered: - A bespoke rebound therapy facility. - Refurbishment of early years’ classrooms and sensory room. - A new bike track and outside play area. This Great Yorkshire Build has changed the lives of the students both now, and for generations to come: - The children are more interested, excited and engaged to learn. - The children’s Education, Health and Care Plans (EHCP) are now being fully met, enhancing their development, confi dence and independence. - The children have a happier, more enjoyable experience at school. - The children are safer and more comfortable. - Parents and carer trust has increased. - Teachers are re-energised to deliver learning in a refreshed environment. **25** “ William is 5 years old. He has a diagnosis of SCN8A Epileptic Encephalopathy. Lennox Gastaut Syndrome and Ataxia. These genetic conditions result in severe early onset Epilepsy and cause multiple types of seizures and loss of skills; it means William has a very limited life expectancy and his ability to see, give attention, stay awake, listen, think, process information, understand, reason, remember, move, eat, drink, communicate and interact are aff ected. The Ataxia severely aff ects his co-ordination and balance and means that although William is able, and likes, to walk independently, he frequently falls over. William is a happy, independent, resilient young boy who loves being outdoors and being active. His family, understandably, wish to prioritise his happiness, having a full and good quality of life and having as much freedom and independence as his needs allow. The new soft rubber surface in the Foundation Playground will mean that we can safely allow William more time out of his chair and more independence in his play and learning, as the chance of injury when he falls over will be greatly reduced. The new Rebound Room will also allow us to give William new and valuable freedom of movement experiences; in addition, bouncing will aid the development/maintenance of his balance, co-ordination, limb strength and muscle tone. The bi-fold doors in Blossom Classroom will allow him a greater freedom to choose to be outdoors and the new equipment will enrich his experiences in school. The refurbishment of the toilet area will increase our ability to meet his personal care needs with the dignity he deserves. William loves playgrounds, especially slides, and will thoroughly enjoy accessing the new outside play and sensory area. The new sensory room will allow us greater opportunities to off er William enriching and stimulating experiences when he is going through periods of poorer health. When he is well it will allow us to work on the development of William’s motor, socialisation and focusing skills.” - Jill Marchini – Blossom Class Teacher, Brooklands **26** ## Our Thanks to all those involved - GREAT YORKSHIRE BUILD - Yorkshire Children’s Charity would like to say a heartfelt thank you to all the Great Yorkshire Build partners and contributors who have enabled this project to be delivered: • GMI Construction • Robertsons • Hookstone Group • Rex Procter and Partners • McLaren Property • Stephenson Group • Bowman Riley Architects • Stainforth Construction • Peak PM • re-form Landscape Architecture • Gallant • Morley Glass & Glazing - Hydrock • Ivegate - Moda Living • BWB Consulting • Pitts Wilson • DS.Emotion “ We’ve gone for years with very little done here. We couldn’t even have imagined that we’ve got the facilities that we’ve got now...I’ve seen children who I’ve never seen focus on an activity for the fi rst time in their room, go to equipment, take it out and focus and do something. My staff are everything that you could describe. They’re excited, they’re re-energised. They feel invested in, they feel important and they feel like they can now really drive on and make a massive diff erence to the pupils who come here… “ - Fran Cracknall, Head Teacher, Brooklands **27** The Yorkshires. Young Entrepreneur Challenge was exceptionally well received by the young participants ## Performance and professional mentors alike. Reported impacts included: - Development of new skills and discovery of existing skillsets and talents, including communication, creativity, teamwork and relationship building. against activites - GRANTS - Yorkshires. Young Entrepreneur Challenge - The opportunity to experience what it feels like to ‘make money’. - - - Administrative work on Excel - Processing expenses for the Managing Director - Attending meetings with the team Alongside practising skills including organisation, attention to detail and prioritisation, the student crucially got to experience the softer skills required in an offi ce environment including communication and relationship building with team members. “ We are always keen to get involved with the brilliant initiatives run by the Yorkshire Children’s Charity and were delighted to help the students at Corpus “ The Rothschild & Co Leeds team are very proud to have been involved with the Yorkshires. Young Entrepreneur Challenge 2022. It was highly rewarding Christi Catholic College compete in Yorkshire’s Young Entrepreneur Challenge in 2022. The Challenge is designed to give the students the confi dence and through to their fi nal presentations and an innovative and motivating way for the students to raise money for the Yorkshire Children’s Charity. As a inspiration to want to become entrepreneurs, business owners or leaders of the future, and it was rewarding for our whole team to share their expertise, helping the pupils learn new skills and discover their own talents and potential. “ team it was a privilege to be involved with and we will continue to be part of this great initiative.” - Jason Rockett, Managing Director at Potter Space - Tim Day, Director at Rothschild & Co **28** ## ## to society as a whole Early intervention has a proven positive impact on the future health, wellbeing, education and employability will make a diff erence for generations to come, with these children growing up to be healthier, happier adults able to reach their full potential and aspirations. This approach, focused on giving children and young people the best start in life, will positively impact our: - Health services – proactive health promotion and intervention which enhances child development and well- being reduces long term pressure on our already struggling NHS primary and secondary care services. - Educational outcomes – giving children and young people the tools and materials they need to engage with their education and running programmes which help them build skills and get the most out of school opportunities will drive improved educational attainment. - Employment outcomes – children and young people who are given the chance to break down barriers to opportunity, skills and self-confi dence become well-rounded, confi dent and competent employment prospects who are driven to lead, innovate and develop. - Economic prosperity – creating engaged and inspired young people for our job market means our communities, local businesses and economies become more productive and prosperous. - Communities – happier and healthier children and young people and families who feel supported will create and maintain resilient, safer and better-connected communities for us all to live in, with lower crime rates. **29** ## Impacting Factors internal & external ## **POSITIVES:** - **Team** – we have cultivated a small but exceptional and experienced team of dedicated, hardworking and passionate employees in our fi rst year. Their commitment to our cause and our purpose has been at the very core of our ability to exceed all fundraising expectations and achieve Year One objectives. **• Support network** – our work has only been possible thanks to the incredibly generous contribution of our benefactors, donors, sponsors and volunteers. We’ve been overwhelmed by the level of support received by our network of supporters and entirely underestimated just how quickly and signifi cantly they would get behind our mission. Special recognition goes to the Yorkshire Property Sector, who have been a friend to our cause from the very beginning and remain the key reason we are able to deliver to the scale and scope we do, especially with our Great Yorkshire Build. ## **NEGATIVES:** Regarding the negative factors impacting our ability to achieve objectives, Yorkshire Children’s Charity, if anything, have been a victim of our own success. By underestimating the sheer volume of support the cause and brand would receive – which we are eternally grateful for – our team of initially two people have consistently been working at an extreme pace, to the detriment of their personal welfare and work-life balance. Our priority is to continue growing the team to ensure a greater share of responsibilities across various roles, and establish a robust framework for all governance, process and protocol to ensure operational, fundraising and delivery accountability are not collectively shouldered by specifi c individuals only. It is unprecedented for a charity of our age and maturity to exceed fundraising targets to this extent in our fi rst year, which have enabled the charity to lay strong stable foundations. It is therefore essential we create the time and space at senior leadership level to manage such success with the proper process in place as well. This is critical not only for the operational stability of the charity now, but because we are set to see ever increasing demand for our support as a result of the cost-of-living crisis. In their cost-of-living report, the All-Party Parliamentary Group (APPG) found during the pandemic, 34% of children in the north (around 900,000) were living in poverty, compared with 28% in the rest of England. APPG’s co-chair Emma Lewell-Buck, Labour MP said “As the cost-of-living crisis worsens, vulnerable children and families, especially in the north, are being pushed to the edge.” **30** ## Financial Review ## an overview The charity generated incoming resources of £2,707,420. Of this £804,422 is a restricted gift in kind for the Great Yorkshire Build. Donations received totalled £669,089 which was primarily raised at Fundraising events which generated other income of £1,077,588. During the period, expenditure on Charitable activities totalled £1,171,711 of which £837,227 relates to the direct charitable expenditure on the Great Yorkshire Build, £138,116 for equipment, £84,232 for the Helping Hand activity, £42,283 for the Schools Network and £69,262 for the Schools Out activity. The charity also incurred fundraising expenditure of £990,040 in the period. Yorkshire Children’s Charity retain unrestricted reserves to allow us to meet any ongoing commitments and bridge any unpredictable or unforeseen gaps between the spending and receiving of income. The Chief Executive Offi cer and Trustees set a target for unrestricted reserves of 6 months of forecast operating and administrative costs by the end of 2022, equating to circa £85,000. This target was achieved. Unrestricted reserves are monitored quarterly by the Trustees. As this is the charity’s fi rst period of trading, the surplus arising in the year of £545,669 as shown in the statement of fi nancial activities also refl ects the total funds the charity holds at the 31st December 2022. Of this £85,115 of the funds are restricted and £460,554 are available for general purposes. The charity has no designated funds at the end of the reporting period. At the end of the period only £19,464 of the unrestricted funds can only be realised by disposing of tangible fi xed assets. No future commitments have been made relating to any of the funds held at the 31st December 2022. **31** ## Principal risks & uncertainties A description of the principal risks and uncertainties facing the charity, as identifi ed by the charity trustees, together with a summary of plans and strategies for managing those risks are detailed in the table below. |Risk Description|Mitigation|Mitigation|**32**| |---|---|---|---| |RISK 1: Income and Financial Stability|||| |The charity does not maintain adequate restricted and
unrestricted income to cover operational costs, fund
grants and maintain cashf ow.|We maintain ef ective f nancial controls and reporting and regularly stress test cashf ow against events not
going ahead. Our Yorkshires. Commercial Real Estate Awards are designed to net suf cient prof t (not including
donations) to cover costs of one year.||| |Lockdowns and cancelled events|Terms and Conditions all cover event cancellation.||| |Limited income streams in Year 2|Diversify income stream in Year 2, including:
•
Increase our number and types of fundraising events, with the introduction of our Yorkshire Polo event.
•
Recruit a Trusts and Foundations Manager - generate 200k of income through trusts and foundations.
•
Develop and implement corporate partnership strategy.
•
Increase number of subscribers.||| |Reliance on our Chief Operating Of cer as the ‘face’ of
the charity|||| |Acceptance of onerous contracts and conditions and
inadequate back-to-back contracts with subcontractors|Implement robust contract vetting processes.||| |Charity peers running competitive signif cant
fundraising campaigns|•
Deliver events in untapped/underserved markets e.g., introduction of our Yorkshire Polo event in Year 2.
•
Map donors to peer campaigns and build relationships||| |RISK 2: Data Protection and Compliance|||| |External data breach or inadvertent internal error resulting
in the accidental or unlawful destruction, loss, alteration,
unauthorised disclosure of or access topersonal data||•
Implement ef ective GDPR policy and process.
•
Embed a no-blame reporting culture.
•
Deliver GDPR staf training.|| |RISK 3: Governance|||| |Inappropriate organisational structure and lack of
appropriate Trustee skills.||•
Align recruitment with key objectives for Year 2 e.g., recruitment of Celebrity Ambassador Relations and
Trusts and Foundations Manager to drive diversif ed income stream and enhance event engagement
through talent.
•
Take time to recruit Trustees – quality over quantity.
•
Recruit based on skills, values and alignment with charity vision, mission and passion.
•
Ensure Trustees have appropriate Trustee induction and training.|| |The charity not achieving strategic, charitable, regulatory
and ethical objects due to inadequate governance at
Trustee, CEO and operational levels||•
A robust business plan in place, agreed by all parties, which includes clear articulation of the charities
scope of operations and objectives.
•
Regular Trustees and Team Meetings reporting on key performance measures, risks and mitigations.
•
An independent audit to include trustee performance to be completed.|| |RISK 4: Regulatory|||| |The charity fails to comply with regulatory standards and
compliance leading to f nancial penalties.||•
Annual external audit to be completed.
•
Robust f nancial planning and checks in place.
•
Robust operationalpolicy,process and standard operating procedures inplace.|| |Risk Description|Mitigation| |---|---| |RISK 5: Reputational|| |A range of occurrences including incidents, events and
outcomes that may as a result damage the charity’s
reputation.|•
Social media guidelines to be established.
•
Regular review of the charity’s objects, policies, procedures and risk assessments.| |The Great Yorkshire Build - projects not been completed
or meeting standards, as a result damaging the
reputation of the charity.|•
Regularly reviewing the Great Yorkshire Build structure, blueprint and risk assessment.
•
Only using reputable traders and contractors.
•
Great Yorkshire Build Development Board to be recruited in Year 2.| |RISK 6: Cyber Security|| |Cyber incidences executed by external or internal
parties that negatively impact the conf dentiality,
integrity of the charities information systems and data.|Secure a package of support through professional contact including:
•
Penetration testing of our website.
•
Drafting of standard operating procedure in the event of cyber attack.
•
Review of our Microsoft 365/Outlook suite to ensure settings are optimised for data security.
•
In-house security training for the team.
•
Cyber Essentials training.
•
Introduction to cyber securityinsuranceprovider.| the current crisis which will undoubtedly impact the size and frequency of donations made to charities across the sector. This is why diversifying our income stream, as detailed above, is so critical. ## Structure The governing body is the Board of Trustees, which as of year-end comprised three trustees and has the scope to stretch to six. A set of executive authority is delegated from trustees to the CEO, Charlotte Farrington. As such, the CEO is accountable and responsible for delivering the charities KPIs and overall objectives, supported by an operational team working across ## within the organisation Events, Programmes and Fundraising. The CEO is also supported by a number of volunteer Boards including: Yorkshire Children’s Charity is constituted as a Charitable Incorporated Organisation (CIO) and the nature of our governing document is an Association Constitution. We do not have a - **Event Committees** - to bring industry expertise and knowledge to events, bringing credibility from a judging perspective for our industry awards events specifi cally. member’s structure with constitutional authority, however we engage volunteers and actively seek subscribers. We do not - **Programme committees** operate as part of a wider network or umbrella group. **33** **----- Start of picture text -----**
Permanent Positions
GYB
Ellie Bruce
Recruiting 2023 Simon Kelly Development
Programmes
Trustee Board
Manager
TBC
Jeremy Griffi n Event
Trustee PA / Offi ce Committees
Administrator
Charlotte
Darren Stubbs
Chair of Trustees Farrington
CEO
TBC
Nicola Griffi n Trusts & Hannah Young
Trustee Foundations Events Manager
Manager
TBC Annabel Robinson Polly Carr
Trustee Head of Events Events Manager
34
**----- End of picture text -----**
## **DECISION MAKING** The Trustees designate responsibility to the CEO for the strategic direction, general operational running and delivery of charitable activities. The Board of Trustees are none operational within the charity and believe in supporting the CEO to enable her to do her job to the best of her ability. They recognise the importance of challenging the CEO whilst always remaining mindful of not being ‘challenging’. The Trustees and CEO see themselves as one entity and very much work as one team. This culture has been purposefully created to ensure progress against objectives is made quickly, effi ciently and eff ectively, without unnecessary bureaucracy. Ultimately, as a solutions focused and needs-led organisation, this model allows us to deliver the best for our benefi ciaries. The Trustees are responsible for protecting the charity and everyone within it and will be the designated lead on the charities whistle blowing policy. The Board of Trustees and CEO meet quarterly to review the charities progress against KPIs, objectives and mission. ## **RECRUITMENT OF TRUSTEES** The CEO and Trustees share equal responsibility for recruiting and appointing new charity trustees. Given the culture and unique nature of Yorkshire Children’s Charity as a fast paced, dynamic, and disruptive charity, it is essential trustees remain non-operational, remaining strategically focused and supporting the CEO to deliver the charity’s vision and objectives. Recruitment of trustees is therefore values-led, ensuring alignment of vision and values and recruiting trustees who carry the charity’s cause close to their heart. Equally, trustees must be commercially minded, with strong business acumen which allows them to support the CEO in delivering in the most eff ective, effi cient, and impactful way for benefi ciaries. ## **TRUSTEE POLICIES & PROCEDURES** Yorkshire Children’s Charity continue to develop and grow a comprehensive policy and procedure library to underpin and ensure best practice governance from operational delivery to the strategic trustee level. From a trustee perspective, this includes: - Safeguarding for Charities and Trustees - Trustee Onboarding Procedure (including DBS) - Trustee Code of Conduct - Trustee Responsibilities Trustees are covered by ‘Limited Guarantee’, relevant insurance and appropriate Trustee indemnity. The Trustees will adhere to UK charity law and answerable to the Charity Commission. Induction and training is bespoke to the individual trustee and their existing level of connection with and knowledge of the charity, but will typically include meetings with the CEO and operational staff to provide knowledge about the charity. A signifi cant part of Trustee induction is understanding the culture of the charity and the way we work. Trustees may be invited to visit programmes on-site and meet volunteers to aid in their understanding and engagement with the charity and its impact. Quarterly trustee meetings ensure a regular touchpoint between the Board and CEO. **35** Our next fi nancial year will focus on growing the Board of Trustees to a maximum of six members, as two of our Trustees were only temporary upon launch of the charity, ensuring a comprehensive breadth of skill, support and input across the group. ## **PAY & RENUMERATION OF KEY MANAGEMENT PERSONNEL** Yorkshire Children’s Charity engaged Leeds Beckett University Enterprise Services to conduct a salary scoping exercise to inform and establish the initial package for the founding members of staff . Salaries for new members of staff are now set by the CEO, according to market research, and approved by the Trustees. ## **COOPERATING WITH OTHER CHARITIES & ORGANISATIONS** Yorkshire Children’s Charity worked closely with registered charity LEAP (Skills Through Enterprise) on our Yorkshires. Young Entrepreneur Challenge in 2022. The LEAP concept, where students set up a business for an academic year, was developed in partnership with Yorkshire Children’s Charity specifi cally for the benefi t of our benefi ciaries – young people from disadvantaged and deprived backgrounds, at schools with above average pupil premium fi gures. Yorkshire Children’s Charity leveraged our connections with the Yorkshire property and business sectors to shape the mentorship aspect of the programme and encourage longer term professional relationships with mentors to encourage future work experience and placement opportunities. Relationships with schools is also crucial to delivery of both our Great Yorkshire Build and Schools Network programmes. ## References ## and administrative details - Yorkshire Children’s Charity - Trustees Darren Stubbs (Chair) - Charity number: 1196738 - Simon Peter Kelly Nicola Lesley Griffi n (Resigned) First Floor Jeremy Peter Griffi n (Resigned) 116-118 Harrogate Road Vanessa Jane Lee (Appointed 10.05.23) Chapel Allerton Paul Philip Rose (Appointed 19.01.23) Leeds LS7 4NY - **36** Year One very much focused on fundraising, procedures and governance as a means to establish the resilience, stability and trust that any new charity must secure in order to eff ectively deliver for benefi ciaries. Having established a solid foundation, we are now ready to be bold and ambitious in the way we deliver our objects. Child poverty and disadvantage in Yorkshire is so severe, so urgent, and we whole heartedly believe that our dynamic and commercially minded approach is the answer. ## Future Plans As such, year 2 will see us: - - Increase delivery of programmes by 50%. - Deliver our second Great Yorkshire Build and formalise the strategy around the programme to ensure it is not only optimised, but futureproofed, leveraging a new Great Yorkshire Build Development Board. - Diversifying our income streams: - Increase our number and types of fundraising events, with the introduction of our Yorkshire Polo event. - Generate 200k of income through trusts and foundations. - Develop and implement corporate partnership strategy. - Increase number of subscribers. - Launch ‘The School Network’ in West and East Yorkshire. - Invest in website and social media. - - Invest in our team to enable greater capacity, establishing and stabilising a full team. - - Ultimately, Yorkshire Children’s Charity have big plans. We will reach every child in Yorkshire who needs our help and make childhood poverty a thing of the past. Year Two is about getting one step closer to that goal by diversifying our income stream and crucially, increasing our programme delivery for our children and young people. They are reliant us. > 29 Aug 2023 29 Aug 2023 **This report was approved by the Board of Trustees on .................... and signed on their behalf on .................... by DARREN STUBBS (CHAIR OF TRUSTEES) ......................................** **37** JPG N EOM i(ghts4fvn. Fll.bnRI) b.1.n￿,1.Rs ENGUSH MARQyEECnklPAFf Charneleon BEAL HOPIIS OIGANICS LtsNtrON fPQ a ADDLÉSHAW g GOPPARD roperty group CLOUD NINE. LkW,I5YXIATES BOODLES SPACE MODA 1798 savilL8 GRANTLEY HALL Clarion iaEAS DS.EMOTION Impulse Decision* CaddKk' STONEBRIDGE • Verdion BWB Wykeland wear.com JOMNNY ROXBLIROH PROHIBITION Jv SMR WEST NAUT￿AL A￿CHITECT5 Knlght Frank VICTORIA ILTON LBU LEEDS BECKÉ ALPHA NUM8EV' STEP ROBERTSON MCLAREN RUDDING PARK Acw St(iinforth re-form SLIN6S8Y Gmi O GrantThornton DOT+ DIODE londscope orchllectv (JALLANT % Roth8chlld&Co sicip IM4RILEY re-form John￿n. ..)'.vat FAST LAN KELE BEAH5 edward LBU LEEV5 architecturè WON8LE BONO DICKINSON Hydrock PROHIBITION 38 ## **YORKSHIRE CHILDREN'S CHARITY** ## **INDEPENDENT AUDITOR'S REPORT** ## **TO THE TRUSTEES OF YORKSHIRE CHILDREN'S CHARITY** ## **Opinion** We have audited the financial statements of Yorkshire Children's Charity (the ‘CIO’) for the period ended 31 December 2022 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 _The Financial Reporting Standard applicable in the UK and Republic of Ireland_ (United Kingdom Generally Accepted Accounting Practice). ## In our opinion, the financial statements: - give a true and fair view of the state of the charity’s affairs as at 31 December 2022 and of its incoming resources and application of resources, for the period then ended; - have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and - have been prepared in accordance with the requirements of the Charities Act 2011. ## **Basis for opinion** We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the _Auditor's responsibilities for the audit of the financial statements_ section of our report. We are independent of the CIO in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. ## **Conclusions relating to going concern** In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the CIO’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. ## **Other information** The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. ## **Matters on which we are required to report by exception** We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion: - the information given in the financial statements is inconsistent in any material respect with the trustees' report; or - sufficient accounting records have not been kept; or - the financial statements are not in agreement with the accounting records; or - we have not received all the information and explanations we require for our audit. - 39 - ## **YORKSHIRE CHILDREN'S CHARITY** ## **INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE TRUSTEES OF YORKSHIRE CHILDREN'S CHARITY** ## **Responsibilities of trustees** As explained more fully in the statement of trustees' responsibilities, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the CIO’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to cease operations, or have no realistic alternative but to do so. ## **Auditor's responsibilities for the audit of the financial statements** We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder. Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities including fraud. The risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations or through collusion. By focusing on material amounts and disclosures and using a risk-based approach, we have a reasonable chance of detecting material misstatements due to irregularities including fraud. However, due to the sampling method of testing, as allowed by auditing standards, we cannot guarantee that, if such irregularities, including fraud are present within the company's financial system, our audit will detect all of them. Robust internal controls operated by the charity can increase the detection of such irregularities, but this is not always present in small to medium sized charities. - 40 - ## **YORKSHIRE CHILDREN'S CHARITY** ## **INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE TRUSTEES OF YORKSHIRE CHILDREN'S CHARITY** Our approach was as follows: We obtained an understanding of the legal and regulatory frameworks that are applicable to the company and determined that the most significant are those that relate to the reporting framework (FRS 102 and the Charities Act 2011). We communicated the identified laws and regulations throughout our team and remained alert to any indications of non-compliance throughout the audit. Audit procedures performed by the engagement team to detect irregularities, including fraud from instances of noncompliance with laws and regulations included: - Discussions with management, including consideration of known or suspected instances of non-compliance with laws and regulations. - Challenging assumptions and judgements made by management in its significant accounting estimates that involved making assumptions. - Testing any transactions entered that are outside of the normal course of the charity's affairs. - Reviewing recent correspondence with the company's legal advisors to ensure that it aligns with any conclusions drawn in respect of any outstanding or uncertain legal matters. However, the primary responsibility for the prevention and detection of fraud still rests with both those charged with governance of the entity and the management team. A further description of our responsibilities is available on the Financial Reporting Council’s website at: https:// www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report. ## **Other matters** Your attention is drawn to the fact that the charity has prepared financial statements in accordance with "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (as amended) in preference to the Accounting and Reporting by Charities: Statement of Recommended Practice issued on 1 April 2005 which is referred to in the extant regulations but has now been withdrawn. This has been done in order for the financial statements to provide a true and fair view in accordance with current Generally Accepted Accounting Practice. ## **Use of our report** This report is made solely to the charity’s trustees, as a body, in accordance with part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charity's trustees those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed. - 41 - YORKSHIRE CHILDREN'S CHARITY INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE TRUSTEES OF YORKSHIRE CHILDREN'S CHARITY Mrs W M Halgh IS8nlor Ststutory Audltor) for and on behalf of Halgh & Co Chart•r•d Certlfled Acc ststutory Audltor, ntants Grange Cotlage Womersl8y Doncaster DN6 9BW algh & Co is eligible for ppo compary under section 1212 0 tment as audf(or of the CIO by vlrtue of ils eligibility for appointment as auditor of the Compani88 Act 2006. ## **YORKSHIRE CHILDREN'S CHARITY** ## **STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT** ## _**FOR THE PERIOD ENDED 31 DECEMBER 2022**_ |**Unrestricted**
**Restricted**
**funds**
**funds**
**2022**
**2022**
**Notes**
**£**
**£**
**Income from:**
Donations and legacies
**3**
526,911
1,102,921
Charitable activities
**4**
1,077,588
-
**Total income**
1,604,499
1,102,921
**Expenditure on:**
Raising funds
**5**
990,040
-
Charitable activities
**6**
153,905
1,017,806
**Total expenditure**
1,143,945
1,017,806
**Net income for the period/**
**Net movement in funds**
460,554
85,115
Fund balances at 23 November 2021
-
-
**Fund balances at 31 December 2022**
460,554
85,115|**Total**
**2022**
**£**
1,629,832
1,077,588| |---|---| ||2,707,420| ||990,040| ||1,171,711| ||2,161,751| ||545,669
-| ||545,669| The statement of financial activities includes all gains and losses recognised in the period. All income and expenditure derive from continuing activities. - 43 - YORKSHIRE CHILDREN'S CHARITY BALANCE SHEET AS AT 31 DECEMBER 2022 2022 Fixed a8sets Tangible a88ets 11 19,464 Current assets Debtors Cash at bank and in hand 12 167,5( 499,943 667,449 1141.244} Creditors: amounts falling due within one year 13 Net Current assets 52S.205 Totsl assets less current liabllllès 545,669 Income funds Restricted funds Unrestricted funds 16 85,115 460,554 545.669 The financial statamants were approved by the Trustees on 29th August 2023 Mr D Stubbs Trustee MT S P Kelly Trustee ## **YORKSHIRE CHILDREN'S CHARITY** ## **STATEMENT OF CASH FLOWS** ## _**FOR THE PERIOD ENDED 31 DECEMBER 2022**_ |**Notes**
**Cash flows from operating activities**
Cash generated from/(absorbed by) operations
**19**
**Investing activities**
Purchase of tangible fixed assets
**Net cash used in investing activities**
**Net cash used in financing activities**
**Net increase in cash and cash equivalents**
Cash and cash equivalents at beginning of period
**Cash and cash equivalents at end of period**|**2022**
**£**
(23,696)|**£**
523,639
(23,696)
-
499,943
-
499,943| |---|---|---| - 45 - ## **YORKSHIRE CHILDREN'S CHARITY** ## **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE PERIOD ENDED 31 DECEMBER 2022**_ ## **1 Accounting policies** ## **Charity information** Yorkshire Children's Charity is a charitable incorporated organisation registered in England and Wales. ## 1.1 **Reporting period** This is the charity's first reporting period, which began on 23 November 2021. ## **1.2 Accounting convention** The financial statements have been prepared in accordance with the CIO's governing document, the Charities Act 2011, FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) and the Charities SORP "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 2019). The CIO is a Public Benefit Entity as defined by FRS 102. The financial statements have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a true and fair view. This departure has involved following the Statement of Recommended Practice for charities applying FRS 102 rather than the version of the Statement of Recommended Practice which is referred to in the Regulations but which has since been withdrawn. The financial statements are prepared in sterling, which is the functional currency of the CIO. Monetary amounts in these financial statements are rounded to the nearest £. The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below. ## **1.3 Going concern** At the time of approving the financial statements, the trustees have a reasonable expectation that the CIO has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements. ## **1.4 Charitable funds** Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives. Restricted funds are subject to specific conditions by donors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements. Endowment funds are subject to specific conditions by donors that the capital must be maintained by the CIO. ## **1.5 Income** Income is recognised when the CIO is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received. Cash donations are recognised on receipt. Other donations are recognised once the CIO has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation. Legacies are recognised on receipt or otherwise if the CIO has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset. - 46 - ## **YORKSHIRE CHILDREN'S CHARITY** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE PERIOD ENDED 31 DECEMBER 2022**_ ## **1 Accounting policies** ## **(Continued)** Donated goods and services are included in the financial statements at a valuation which is an estimate of the market value of the services provided, where such a cost is quantifiable and measurable. In accordance with the Charities SORP (FRS 102), the general volunteer time of the committee members and other volunteers is not recognised. ## **1.6 Expenditure** Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs are allocated to activities in proportion to staff time on the relevant activity. ## **1.7 Tangible fixed assets** Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses. Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases: Plant and equipment 3 Year Straight Line Fixtures and fittings 25% Reducing Balance Computers 3 Year Straight Line Website 3 Year Straight Line The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities. ## **1.8 Impairment of fixed assets** At each reporting end date, the CIO reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any). ## **1.9 Cash and cash equivalents** Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities. ## **1.10 Financial instruments** The CIO has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments. Financial instruments are recognised in the CIO's balance sheet when the CIO becomes party to the contractual provisions of the instrument. Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously. - 47 - ## **YORKSHIRE CHILDREN'S CHARITY** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE PERIOD ENDED 31 DECEMBER 2022**_ ## **1 Accounting policies** ## **(Continued)** ## _**Basic financial assets**_ Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised. ## _**Basic financial liabilities**_ Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised. Debt instruments are subsequently carried at amortised cost, using the effective interest rate method. Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method. ## _**Derecognition of financial liabilities**_ Financial liabilities are derecognised when the CIO’s contractual obligations expire or are discharged or cancelled. ## **1.11 Employee benefits** The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received. Termination benefits are recognised immediately as an expense when the CIO is demonstrably committed to terminate the employment of an employee or to provide termination benefits. ## **1.12 Retirement benefits** Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due. ## **1.13 Great Yorkshire Build** The Great Yorkshire Build is an initiative whereby the charity acts as a facilitator for building contractors and professional services working together to deliver state-of-the-art school facilities to the region's specialist inclusive learning centres (SILC's) and special educational needs and disability (SEND) schools most in need. Once the contract with the principle contractor is signed and the unconditional commitment to the school has been made , the charity recognises the gift in kind donation in full at a valuation which is an estimate of the market value of the services and materials which will be provided. The value attributed to the donation received will also be immediately recognised as direct charitable expenditure. - 48 - ## **YORKSHIRE CHILDREN'S CHARITY** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE PERIOD ENDED 31 DECEMBER 2022**_ ## **2 Critical accounting estimates and judgements** In the application of the CIO’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods. ## **3 Donations and legacies** |**Unrestricted**
**Restricted**
**funds**
**funds**
**2022**
**2022**
**£**
**£**
Donations and gifts
377,965
291,124
Membership fees
26,482
-
Gifts in kind
122,464
804,422
Gift aid
-
7,375
526,911
1,102,921
**Donations and gifts**
Royal Event 04.11.22
179,641
89,712
Commercial Real Estate Awards 05.05.22
-
58,887
Residential Real Estate Awards 13.10.22
21,674
15,946
Business Awards 09.12.22
34,690
2,500
HERCMA Caravans 16.09.22
3,132
30,000
Clay Shoot 10.06.22
65
10,560
Ladies Lunch 16.09.22
3,040
3,070
Connect Yorkshire 30.11.22
-
2,695
Yorkshire Elegence 21.07.22
-
3,024
Yorkshire Awards 04.03.22
-
2,950
Other
135,723
71,780
377,965
291,124|**Total**
**2022**
**£**
669,089
26,482
926,886
7,375| |---|---| ||1,629,832| ||269,353
58,887
37,620
37,190
33,132
10,625
6,110
2,695
3,024
2,950
207,503| ||669,089| ## **Gifts in kind** Included within Gifts in kind is a restricted gift of £804,422 in relation to the Great Yorkshire Build. - 49 - ## **YORKSHIRE CHILDREN'S CHARITY** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE PERIOD ENDED 31 DECEMBER 2022**_ |**4**
**5**|**Charitable activities**
**Fundraising**
**2022**
**£**
Event Ticket Sales
570,475
Auction sales
268,237
Advertising
4,700
Refreshments
14,396
Sponsorship
219,780
1,077,588
**Raising funds**
**Unrestricted**
**funds**
**2022**
**£**
Fundraising and publicity
Staging fundraising events
860,940
Trading costs
Support costs
129,100
990,040| |---|---| - 50 - ## **YORKSHIRE CHILDREN'S CHARITY** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE PERIOD ENDED 31 DECEMBER 2022**_ ## **6 Charitable activities** |Direct Charitable
Expenditure
Share of support costs (see
note 7)
Share of governance costs
(see note 7)
**Analysis by fund**
Unrestricted funds
Restricted funds|**Yorkshire**
**Big Build**
**Equipment**
**2022**
**2022**
**£**
**£**
810,242
120,554
24,304
15,817
2,681
1,745
837,227
138,116
26,985
38,062
810,242
100,054
837,227
138,116|**Helping**
**Hand**
**2022**
**£**
67,261
15,817
1,745
84,823
17,562
67,261
84,823|**Schools**
**Network**
**2022**
**£**
6,636
32,106
3,541
42,283
35,647
6,636
42,283|**Schools**
**Out**
**2022**
**£**
33,613
32,107
3,542
69,262
35,649
33,613
69,262|**Total**
**2022**
**£**
1,038,306
120,151
13,254
1,171,711
153,905
1,017,806
1,171,711| |---|---|---|---|---|---| - 51 - ## **YORKSHIRE CHILDREN'S CHARITY** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE PERIOD ENDED 31 DECEMBER 2022**_ ## **7 Support costs** |Staff costs
Depreciation
Finance charges
HR & staffing
IT & communications
Meetings & travel
Memberships & donations
Office costs
Accountancy & audit
Legal and professional
Insurance
Analysed between
Trading
Charitable activities|**Support**
**costs**
**Governance**
**costs**
**£**
**£**
168,733
-
4,231
-
2,111
-
23,191
-
2,241
-
9,512
-
2,999
-
23,407
-
-
13,326
-
9,900
-
2,854
236,425
26,080
116,274
12,826
120,151
13,254
236,425
26,080|**2022**
**£**
168,733
4,231
2,111
23,191
2,241
9,512
2,999
23,407
13,326
9,900
2,854| |---|---|---| |||262,505| |||129,100
133,405| |||262,505| Support costs relate to costs of central activities. These are allocated to activities in proportion to staff time on the relevant activity Governance costs an audit fee accrual of £7,200 due to the auditors. ## **8 Trustees** None of the trustees (or any persons connected with them) received any remuneration or benefits from the CIO during the period. ## **9 Employees** The average monthly number of employees during the period was: **2022 Number** 5 - 52 - ## **YORKSHIRE CHILDREN'S CHARITY** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE PERIOD ENDED 31 DECEMBER 2022**_ |**9**|**Employees**|**(Continued)**| |---|---|---| ||**Employment costs**|**2022**| |||**£**| ||Wages and salaries|157,030| ||Social security costs|8,389| ||Other pension costs|3,314| |||168,733| The number of employees whose annual remuneration was more than £60,000 is as follows: **2022 Number** £60,001 to £70,000 1 ## **10 Taxation** The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects. ## **11 Tangible fixed assets** |**Tangible fixed assets**||| |---|---|---| |**Plant and**
**equipment**
**Fixtures and**
**fittings**
**Computers**
**£**
**£**
**£**
**Cost**
Additions
9,038
2,460
5,238
At 31 December 2022
9,038
2,460
5,238
**Depreciation and impairment**
Depreciation charged in the period
488
103
1,403
At 31 December 2022
488
103
1,403
**Carrying amount**
At 31 December 2022
8,550
2,357
3,835
**Debtors**
**Amounts falling due within one year:**
Trade debtors
Other debtors
Prepayments and accrued income|**Website**
**£**
6,960
6,960
2,238
2,238
4,722|**Total**
**£**
23,696| |||23,696| |||4,232| |||4,232| |||19,464| |||**2022**
**£**
137,699
666
29,141| |||167,506| ## **12 Debtors** - 53 - ## **YORKSHIRE CHILDREN'S CHARITY** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE PERIOD ENDED 31 DECEMBER 2022**_ ## **13 Creditors: amounts falling due within one year** |**Notes**
Deferred income
**14**
Trade creditors
Other creditors
Accruals and deferred income
**14**
**Deferred income**
Other deferred income
Deferred income is included in the financial statements as follows:
Deferred income is included within:
Current liabilities
Movements in the period:
Deferred income at 23 November 2021
Resources deferred in the period
Deferred income at 31 December 2022|**2022**
**£**
80,686
51,794
886
7,878| |---|---| ||141,244| ||**2022**
**£**
80,686| ||**2022**
**£**
80,686| ||-
80,686| ||80,686| ## **15 Retirement benefit schemes** ## **Defined contribution schemes** The CIO operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the CIO in an independently administered fund. The charge to profit or loss in respect of defined contribution schemes was £3,314. - 54 - ## **YORKSHIRE CHILDREN'S CHARITY** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE PERIOD ENDED 31 DECEMBER 2022**_ ## **16 Restricted funds** The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes: |**Balance at**
**23 November**
**2021**
**£**
Great Yorkshire Build
-
Contributions to Individuals Equipment
-
School Network (East Yorkshire)
-
Leap Challenge
-
Charitable Activities
-
-|**Movement in funds**
**Incoming**
**resources**
**Resources**
**expended**
**Balance at**
**31 December**
**2022**
**£**
**£**
**£**
885,223
(810,242)
74,981
250
(150)
100
10,000
-
10,000
4,253
(4,253)
-
203,195
(203,161)
34
1,102,921
(1,017,806)
85,115|**Movement in funds**
**Incoming**
**resources**
**Resources**
**expended**
**Balance at**
**31 December**
**2022**
**£**
**£**
**£**
885,223
(810,242)
74,981
250
(150)
100
10,000
-
10,000
4,253
(4,253)
-
203,195
(203,161)
34
1,102,921
(1,017,806)
85,115| |---|---|---| |||85,115| ## **Purpose of Restricted Funds:** ## Great Yorkshire Build This scheme helps the charity to deliver state-of-the-art school facilities, creating environments where staff feel re-energised to teach and children are excited to learn. ## Contributions to individuals equipment The charity donates equipment which can offer life changing benefits, independence, liberation, and the opportunity for children and young people to engage with the world around them. Donations are sometimes received for specific individuals equipment. ## School Network (East Yorkshire) Through networking with schools, the charity can learn where best to direct its resources. ## Leap Challenge The leap challenge enables students to set up their own companies for a school year, learning business skills and teamwork. ## Charitable Activities Included within the charitable activity restricted fund are incoming resources received which will be exclusively used for the charitable activities of the company (i.e. not support, governance, fundraising or trading costs). - 55 - ## **YORKSHIRE CHILDREN'S CHARITY** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** ## _**FOR THE PERIOD ENDED 31 DECEMBER 2022**_ ## **17 Analysis of net assets between funds** |**Analysis of net assets between funds**|| |---|---| |**Unrestricted**
**funds**
**Restricted**
**funds**
**2022**
**2022**
**£**
**£**
Fund balances at 31 December 2022 are represented by:
Tangible assets
19,464
-
Current assets/(liabilities)
441,090
85,115
460,554
85,115|**Total**
**2022**
**£**
19,464
526,205| ||545,669| ## **18 Related party transactions** ## **Remuneration of key management personnel** The remuneration of key management personnel is as follows. ||**2022**| |---|---| ||**£**| |Aggregate compensation|75,139| ## **Transactions with related parties** During the period the CIO entered into the following transactions with related parties: During the period a trustee paid for fundraising costs totalling £7,000 personally in exchange for tickets to a fundraising event. Also during the period a company controlled by a trustee paid for fundraising costs totalling £22,000 in exchange for tickets to a fundraising event and sponsorship of another event. |**19**|**Cash generated from operations**|**2022**| |---|---|---| |||**£**| ||Surplus for the period|545,669| ||Adjustments for:|| ||Depreciation and impairment of tangible fixed assets|4,231| ||Movements in working capital:|| ||(Increase) in debtors|(167,506)| ||Increase in creditors|60,559| ||Increase in deferred income|80,686| ||**Cash generated from/(absorbed by) operations**|523,639| - 56 - ## **YORKSHIRE CHILDREN'S CHARITY** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE PERIOD ENDED 31 DECEMBER 2022**_ ## **20 Analysis of changes in net funds/(debt)** The CIO had no debt during the year. - 57 -