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ANNUAL REPORT 2022/23
Registered Charity Number 1200757
Broughton Hall, Broughton, Staffs, ST21 6NS
www.caudwellyouth.org
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MISSION
Provide individualised support to 11-24 year olds at-risk, to positively shape their future.
VISION
Help every young person at-risk in the UK, in a sustainable and responsible way, positively and significantly impacting our society, through a continuously improving charity.
VALUES
Intentionally Delivering Empowering inclusive with integrity
Optimistic and realistic
The organisation is a Charitable Incorporated Organisation and was registered as a charity on 19th October 2022.
STRATEGIC OBJECTIVES 2023 - 2025
Develop and deliver a UK wide charity in a sustainable and responsible way to positively and significantly impact society Assess impact of current organisational model Determine organisational model to meet future needs Trial proposed organisational model and assess impact Identify priority geographies for expansion
Develop our service to safely meet the evolving needs of young people Assess impact of current service model, utilising internal & external research Determine future needs and identify gaps in current service model Identify options to meet needs Implement recommendations and assess impact
Develop a continually improving charity
Achieve external quality framework awards Develop a robust governance framework Continue to develop a youth led organisation Become the charity of choice for all stakeholders
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CONTENTS
CONTENTS
| CONTENTS | CONTENTS | |
|---|---|---|
| INTRODUCTION Executive summary Statement from Founder, John Caudwell Statement from Caudwell Youth Collective Statement from Co-leaders Statement from Chair of Trustees HOW WE WORK Young people’s needs Our service Collaboration / stakeholders Caudwell Youth Collective Volunteering Safeguarding OUR STRATEGY Strategic Objectives 2023 - 2025 Growth plans Diversity of funding Ethical fundraising Pro-bono donations Charity reserves OUR OUTCOMES About our young people Changes since working with us Young people’s stories |
5- 14 5 - 6 7 - 8 9 - 10 11 - 12 13 - 14 15- 26 15 - 18 19 - 22 23 - 24 23 - 24 25 26 27- 34 27 - 28 29 - 30 31 32 33 34 35- 42 36 - 38 39 - 40 41 - 42 |
RISK MANANGE |
| Risk management fr Governance of risk Significant risks GOVERNANCE Governance framew Governance oversigh TRUSTEES Our trustees FINANCIAL REV |
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| Independent examin Statement of financi Balance sheet Statement of cash fl Accounting policies Income and expendit Raising funds, staff c Head count, creditor Charity funds Related parties, trus CLOSING STATE |
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| Closing statement fr |
| CONTENTS | ||
|---|---|---|
| RISK MANANGEMENT AND ASSURANCE | 51- 54 | |
| Risk management framework | 51 - 52 | |
| Governance of risk |
51 - 52 | |
| Significant risks |
53 - 54 | |
| GOVERNANCE |
55- 56 | |
| Governance framework | 55 | |
| Governance oversight | 56 | |
| TRUSTEES | 57- 60 | |
| Our trustees | 57 - 60 | |
| FINANCIAL REVIEW | 61- 73 | |
| Independent examiner report | 62 | |
| Statement of financial activities | 63 | |
| Balance sheet | 64 | |
| Statement of cash flows | 65 | |
| Accounting policies | 67 - 68 | |
| Income and expenditure | 69 | |
| Raising funds, staff costs | 70 | |
| Head count, creditors, accruals | 71 | |
| Charity funds | 72 | |
| Related parties, trustees remuneration, net movement | 73 | |
| CLOSING STATEMENT | 74 | |
| Closing statement from Chair, Debbie Denyer | 74 | |
| Our year in images | 75 - 76 | |
| Thank you | 77 | |
| Support Caudwell Youth | 78 - 79 |
OUR PEOPLE 43 50 Our leadership 43 - 44 Looking after our staff 45 - 46 Supporting Equality, Diversity and Inclusion 47 Our current staff 48 Caudwell Youth Team voice 49 Our Volunteers 50
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EXECUTIVE SUMMARY
INTRODUCTION:
We are pleased to present the Annual Report for Caudwell Youth for the fiscal year ending October 2023. This report provides a comprehensive overview of our financial performance, achievements, and the impact of our charitable activities during the past year. We remain committed to transparency, accountability, and fulfilling our mission to help shape young people’s futures.
FINANCIAL HIGHLIGHTS:
Income: During the year, we generated a total income of £823,848 from various sources, including; philanthropist John Caudwell, corporate partnerships, our Torchrunners program, donations, grants, statutory bodies and fundraising events. Our ability to diversify our income streams remains a cornerstone of our financial sustainability.
Expenditures: Total expenditure in the period was £586,493 of which £475,359 was directly for activities with Young Persons. The majority of our costs relate to staff salaries which we have apportioned to expenditure categories in the financial statements based on staff time. Fundraising – we are proud to report that our fundraising costs were kept to a minimum, with £7.40 raised for every £1 spent on fundraising. We expect this to decrease in further years as the charity is able to access more funding sources.
We have dedicated time and resources over the year to develop our grants pipeline, building relationships with funders, Torchrunners and Major Donors. Our first Fundraising event, 5K Your Way was a success, welcoming young people, trustees, volunteers, staff and supporters to join Caudwell Youth in a 5K ‘their way’ run. We also attended P10 Financial Group's brand launch as their nominated charity, and were supported by John Caudwell at fundraising events with The Foundxrs Club.
IMPACT AND ACHIEVEMENTS:
Outcomes: Throughout the year, Caudwell Youth was able to make a meaningful impact supporting young people at risk of exploitation, at risk of offending, experiencing mental health challenges and those who are care experienced. Our work to support young people alongside our volunteer mentors directly benefited 157 individuals.
Partnerships: Our strategic partnerships with our Torchrunners and corporate partners allowed us to leverage resources and expand our reach, furthering our commitment to shaping young people’s futures. Together, they have provided funding, pro bono professional services, opportunities for meeting spaces, CV workshops, work experience and sports experiences for our young people.
Volunteer Engagement: Our dedicated volunteers contributed over 3200 hours hours of service, highlighting the power of our community engagement and support. We would like to take this opportunity to thank our volunteers for their dedication in helping shape young peoples futures.
TRANSPARENCY AND GOVERNANCE:
Board of Trustees: We have welcomed 10 trustees to Caudwell Youth in our founding year. Their dedication to Caudwell Youth continues to provide effective governance and strategic direction, ensuring the prudent management of resources.
FUTURE OUTLOOK:
Looking ahead, Caudwell Youth remains steadfast in its commitment to advancing our mission. We are working to strengthen our impact by expanding our project geographically into Slough and widening our availability in Buckinghamshire, Hertfordshire and Luton.
ACKNOWLEDGMENTS:
We extend our heartfelt gratitude to our donors, volunteers, partners, Torchrunners and the entire community for their unwavering support in our first year of operation. Together, we are helping to shape young peoples futures.
CONCLUSION:
In closing, the Annual Accounts Report for 2022/2023 demonstrates our continued dedication to our mission and our commitment to accountability, transparency, and effective governance. We look forward to another year of positive change, and we thank you for being an essential part of our journey.
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STATEMENT FROM FOUNDER JOHN CAUDWELL
A year ago, I founded Caudwell Youth, a charity dedicated to safeguarding the future of our nation's most precious asset - our youth. This endeavour, born from my ongoing deep-rooted passion and dedication to supporting and helping young people, who so desperately need help, has been nothing short of extraordinary.
Caudwell Youth really is a beacon of hope and a shield against the myriad of challenges that often besiege young people aged between 11 and 24. We have made it our mission to protect them from the perils of criminal exploitation, mental health challenges, risk of offending or having been in care. Our approach is simple but powerful: we connect young minds with dedicated mentors who provide invaluable guidance, support, and advice on a one-on-one basis. It is through these nurturing relationships that we instil resilience, self-belief, and a sense of purpose in the lives of our young people.
As I reflect on reaching our first anniversary, I am delighted to share that our impact has been significant. During the next year we will almost double the number of young people we are helping from over 150 to over 250 and then next year 2024/2025, we have ambitious plans to double our reach once again. This growth is not merely a testament to our dedication, but a demonstration of our unwavering commitment to the well-being and future prospects of our young generation.
Caudwell Youth is amazingly effective in preventing the many pitfalls that a young person could fall foul of. It is also incredibly cost effective since I match 33% of all forecasted income and the net result saves the Government millions of pounds each year.
I am immensely proud to be associated with Caudwell Youth, but I am prouder still of the extraordinary and talented individuals who make up our team and the incredible young lives we have touched. Together, we are shaping a brighter, safer future for our youth, and I am excited to see what the future holds.
Artwork created by a Caudwell Youth supported young person
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STATEMENT FROM YOUNG PEOPLE CAUDWELL YOUTH COLLECTIVE
The Caudwell Youth Collective is our young persons’ forum with the aim of engaging young people in the day to day and strategic operations of Caudwell Youth.
We first met in March 2023 as a group of young people from different walks of life, with different stories and plans for the future. The Caudwell Youth Collective has brought us together and given us the chance to connect, share big ideas and get some fun experience inside a charity. We all have very different experiences at Caudwell Youth and the support looks different for each of us, but the thing we have in common is the shared value in community and wanting to make a difference.
The biggest value we’ve taken together from being part of the Caudwell Youth Collective, is the chance to become a part of a team and build our confidence. The exposure to new people, of different ages and backgrounds, has taken a bit of courage but it’s really paid off; we’ve had to not be afraid of judgement and just let ourselves have fun.
The best thing we’ve achieved this year has been the Caudwell Youth Summer Event, which was a picnic for all of the young people in the charity. On the 16th August, a big group of mentees and mentors joined us in St Albans for a picnic in the sun, which with support from Caudwell Youth, we planned all of the biggest and smallest details. It was the finishing touches that made it so great, like having a guestbook, disposable cameras for everyone to use, and a glitter station. It was an amazing day!
As Caudwell Youth goes into its second year, we really look forward to having more input into the charity in lots of creative ways. A priority for us it to continue our meetings in person and to build upon our confidence as a whole collective. We’d also like to share this with other young people and support young people in the wider charity to build their confidence too. We love organising events as we can be as creative as we like, so we’re already planning our Christmas event. We are grateful to be a part of the Collective, and a part of Caudwell Youth and are looking forward to the next year.
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STATEMENT FROM CO-LEADERS
CHARLIE DIXON-PRIOR, JAKE BROWN, KAREN IRONSIDE, LISA BALL
OUR FIRST YEAR
We are delighted to share with you the achievements of Caudwell Youth in our first year of operation. Thanks to the generous support of our founder, John Caudwell, who in our first year underwrote our costs and provided sufficient funds to enable us to generate much needed reserves, has made a commitment to match 33% of our income going forward.
In just over a year, we have reached 157 young people at-risk and empowered them to shape their future. We have also mobilised 150 volunteers who have dedicated their time and skills to make a difference in the lives of these young people. We have established strong partnerships with every local authority in our area and secured the trust and collaboration of 22 employees, 10 trustees, individuals and businesses.
We are blown away by our impact over the last year, led by the courage of our young people and committed volunteer mentors and team. Together, we have made the impossible, possible.
PERSON CENTERED APPROACH
We believe that our person-centred approach is the key to expanding our service delivery and achieving better outcomes for the young people we support. By being person-centred, we can tailor the mentoring experience to each individual's needs, goals, strengths, and challenges.
We use a bespoke initial assessment form to get to know the young people when we first meet them in a way that is easy and accessible.
This approach gives the young person a voice and a choice in their own support. It motivates them to take responsibility and ownership of their own goals and developments.
Our programme values the diversity of the people we support and adapts to their changing needs. This approach also benefits the mentor as they have the flexibility to be creative in supporting the young person.
VISION FOR THE NEXT 2 YEARS
We are amazed by how far Caudwell Youth has come in the past year. We are excited and inspired by what our 2023 – 2025 strategy will enable us to do.
Our main goal is to help more young people receive the support they need to shape their own futures. The next year will see strengthening our support model, that will allow us to grow in a sustainable and responsible way, while ensuring we meet the individualised needs of more young people.
We have a clear ambition: to strive for excellence in everything we do and to be a constantly improving charity. We are proud of the governance, finance and risk mitigation structures we have in place.
The next two years will be spent further strengthening and expanding services whilst preparing for further organisational growth in 2025 and beyond; creating a foundational framework encompassing policies, procedures, governance, and safeguarding.
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STATEMENT FROM CHAIR OF TRUSTEES DEBBIE DENYER
It’s been a tremendous first year for Caudwell Youth. We’ve been able to support 150+ young people, enhancing their confidence, well-being, resilience, and life skills. Surpassing our expectations, the high demand for our services underscores the vital role Caudwell Youth plays. Our dedicated employees have laid strong foundations for realising our ambitious vision of nationwide support for young people at-risk.
We’ve recruited a diverse Board of 10 trustees, offering valuable expertise. Their commitment has been pivotal in guiding Caudwell Youth through its founding year, providing effective governance and prudent resource management.
On behalf of the Trustees I’d like to express our special thanks to our funders, supporters, and volunteers. Your support empowers us to positively impact young lives when they need us most.
Alongside the generous support from our charity’s founder, philanthropist John Caudwell, we have diversified our income through corporate partnerships, the Torchrunners program, donations, grants, statutory bodies, and fundraising events.
Our volunteer mentors have been instrumental in achieving the positive outcomes demonstrated in this report. We're pleased to be expanding our volunteer management team allowing us to continue to foster a supportive environment for both volunteers and the young people we serve.
The safety and wellbeing of our young people, volunteers and employees remain paramount. Our commitment to safeguarding is embedded in all aspects of our work. Employees, volunteers, and Trustees undergo safeguarding training, we've invested in a safeguarding CRM system and we will continually review our approach.
The Trustees have worked with the Senior Leadership Team to create a clear strategy and plans for the future, which includes geographic expansion into Slough and widening our impact across Buckinghamshire, Hertfordshire, and Luton.
I am proud to play a part in Caudwell Youth’s future and look forward to seeing the charity go from strength to strength.
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HOW WE WORK
YOUNG PEOPLES NEEDS
Our young people are faced by the usual challenges of being young such as peer and educational pressures, learning to know themselves and evolving relationships. They are also faced with a radically changing societal landscape bringing challenges including social media pressure, the cost-of-living crisis, access to healthcare and reduction in availability of early intervention.
Caudwell Youth is on a mission to support young people facing a wide spectrum of additional challenges, primarily centred around mental health, care experience, offending behaviour, and exploitation.
Many of these young people experience co-occuring needs, increasing the risks they confront on a daily basis.
HOW WE WORK YOUNG PEOPLES NEEDS
SUPPORTING YOUNG PEOPLE’S MENTAL HEALTH
Mental health challenges among young people have surged in recent years. A staggering two in three* children and young adults with diagnosable mental health conditions are unable to access NHS care and treatment. Caudwell Youth offers vital community support to those facing a gap in care due to long waiting times or unmet thresholds.
SUPPORTING YOUNG PEOPLE WHO ARE CARE EXPERIENCED
Young people who are care-experienced often face daunting hurdles, with a shocking 41%* of care leavers aged 19-21 falling into the NEET category (not in education, employment, or training). Caudwell Youth empowers these young people by nurturing confidence, expanding opportunities, and providing guidance as they transition from the care system to independent adulthood.
BREAKING THE CYCLE OF OFFENDING BEHAVIOUR
Some of the young people Caudwell Youth supports have had experience with the criminal justice system. The charity offers non-judgmental support and opportunities to engage in positive activities, steering them away from detrimental influences and towards more positive futures.
SUPPORTING THOSE AT RISK OF EXPLOITATION
Young people are often at-risk of various forms of exploitation, from criminal to emotional, sexual, and financial. Particularly common amongst our young people is county lines, a form of criminal exploitation involving the trafficking of drugs. Caudwell Youth supports young people to envision an alternative path towards education and employment; fosters positive social connections and equips young people with the resilience and confidence they need to thrive as they journey into adulthood.
*Sources: NHS England, Home for good.
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HOW WE WORK
YOUNG PEOPLE’S NEEDS
TRANSFORMATIVE POSITIVE PROJECTS
Caudwell Youth's work contributes to a range of transformative impacts:
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Young people experience a journey of increasing confidence and sense of self-worth.
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Improved well-being, better relationships, and enhanced social skills and communication abilities are common outcomes.
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We support young people with practical life skills, such as financial management, employability skills, cooking and hygiene.
“My anger issues are a lot better now; no shouting, no fighting with siblings. I am going to school and know when my friends are good”
- Through their interventions, young people find more meaningful ways to utilise their time and increase positive community engagement. We support young people to build their resilience.
-CY Young person
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HOW WE WORK
OUR SERVICE
We believe that to create genuine long-term change in a young person’s journey they need the following: a truly person-centred programme utilising trained volunteer mentors for up to two years. Together they create conditions in which our young people shape their own futures.
Our referral partners identify a young person at-risk who would respond well to our service.
‘At risk’ for Caudwell Youth means a young person who is in danger of not achieving their potential, due to dangers of exploitation, offending, mental health challenges or being care experienced.
A Young Person initially works with a Youth Support Coordinator who manages their journey. This allows them to comprehensively get to know the young person and build a solid foundation for volunteer mentoring. We use a tailored initial assessment to learn about that young person, including what’s important to them and what they want to achieve in the future. This informs the thinking behind the volunteer mentor match, ensuring it is based on the young person’s needs.
The mentor and young person meet on a regular basis, typically once a week. These meetings can take place in a structured setting, such as a school or community centre, or in informal settings, like a park or coffee shop.
The mentor offers emotional support, guidance, and practical advice to help the young person address challenges and make positive decisions. They provide a listening ear and help the young person develop problem-solving skills and resilience.
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HOW WE WORK
OUR SERVICE
PERSON CENTRED APPROACH
Our person-centred mentoring model empowers the young person to have a significant say in their own mentoring journey, to take ownership of their choices and goal setting.
By ensuring our young people’s voices are heard and respected this has been proven to increase engagement and encourages personal growth and progression. By focussing on building confidence and resilience, this supports their own aspirations organically.
We believe in long-lasting impact. By supporting a young person for up to 2 years, this allows for relationships to be built, trust to be gained and communication to strengthen over time which equips young people with skills and insights, and a sense of empowerment that lasts beyond Caudwell Youth.
This approach inherently acknowledges and respects diversity of experiences, backgrounds, and perspectives. It promotes inclusivity by valuing everyone's unique identity and contributions.
EXIT STRATEGY
When the young person feels ready, we begin to taper off Caudwell Youth support at the young person’s pace. This is a formal process together with the Youth Support Coordinator, mentor and young person that celebrate successes, identifies goals met, ongoing challenges and coping strategies.
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A young person is identified as
in need of mentoring.
Referral is made through our
website.
Team will triage referral to
assess stability and risk.
Youth support Co-ordinator
reaches out to family/YP to arrange
a meeting.
Youth support Co-ordinator and YP
complete one page profile together.
Support begins and Youth support
Co-ordinator keeps referrer
updated.
Match is made with a mentor.
Mentoring begins in the
community.
Reviews 3 times a year to
assess progress.
Exit strategy begins.
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HOW WE WORK
COLLABORATION / STAKEHOLDERS
We work closely with services similar and different to our own, which deepens our roots in delivery areas, builds our own working knowledge, and fortifies our safeguarding practice. We have built excellent relationships with our referrers, especially in local authorities. We assess each young person’s support network to understand who is currently, or should be involved, and contact relevant parties to ensure multi-agency support.
CAUDWELL YOUTH COLLECTIVE
The Caudwell Youth Collective (CYC) is a group of young people within the charity who meet once a quarter (or more should they wish), to share ideas, feedback and make recommendations on charity operations and our future development.
The mission of the CYC is to ‘give our Young People a platform to amplify their voices, to have a direct influence on decision making in the charity, from the frontline to the very top’. In our first year, they met four times: creating CYC branding; involvement in staff recruitment and most importantly, organising the Caudwell Youth Summer Event.
The Caudwell Youth Collective is an integral part of implementing our Youth Engagement Strategy and is the best embodiment of active youth participation in the charity. We recognise that implementing our Youth Engagement Strategy is an evolving process and we have work to do.
Next year, they aim to meet six times, focussing on events and amplification of the youth voice within governance, strategy and operations and will hold their own budget. They will also consult with other youth panels regarding best practice.
“The Caudwell Youth Collective is an innovative and powerful project to help young people make a positive impact to the organisation. There are very few VCS Youth steering groups at the moment – only one other in Buckinghamshire – so this is a ground breaking project and we are thrilled to hear about it and support it!”
-Krissie Hutton, Youth Participation Coordinator, Youth Voice Bucks (Buckinghamshire Council)
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HOW WE WORK
VOLUNTEERING
Our volunteers are the backbone of service delivery, and we find ourselves in complete awe of the relationships our 150+ mentors have built with our young people. Whilst the primary purpose of volunteering is the impact on each young person, it also brings immense reward to the volunteer themselves.
We are keen to build our volunteer community and recognise the benefits of peer-to-peer support. We believe in building relationships with likeminded people who are passionate about making a difference.
We recognise that volunteering is a two-way street, and by engaging as many people as possible from a wide breadth of backgrounds, Caudwell Youth gains value from our volunteer’s lived experience.
HOW WE WORK SAFEGUARDING
At Caudwell Youth, we firmly believe that every young person is entitled to a safe and nurturing environment in which to thrive. This commitment lies at the very heart of our mission. It encompasses our moral responsibility to protect young people from harm, ensure their rights are fulfilled and provide a platform for them to grow, learn, and achieve their full potential.
Our internal safeguarding process is comprehensive, easy-tofollow and regularly reviewed to remain in line with the needs of the service and to meet our duty of care requirements.
We have ascertained that suicidal ideations and self-harm are the highest risks faced by our young people. These are risks we take very seriously. We continue to work in a multi-agency approach to protect these young people.
“I believe this is a vital service and wonderful opportunity to help young people navigate challenges. Caudwell Youth have been great at setting up the volunteering opportunity for me, so if someone asked me about wanting to do it themselves, I would happily recommend them.”
-CY Mentor
We are implementing a safeguarding CRM system, CPOMS, to enable us to track and record evolving safeguarding concerns in order to identify training needs and inform our safeguarding strategy.
Our commitment to safeguarding remains unwavering. We understand that safeguarding is not a destination but a journey, and we are dedicated to continuously improving our practices to ensure the safety and well-being of every young person we support.
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STRATEGIC OBJECTIVES 2023 - 2025
STRATEGY
STRATEGIC OBJECTIVES 2023 - 2025
Caudwell Youth’s 2-year strategy focusses on building on the foundations of Year One, ensuring we are ready for growth and meeting our mission that we ‘Provide individualised support to 11–24-year-olds at-risk, to positively shape their future.’
Trustees, Senior Leaders and the wider team have worked together to identify our key objectives for the next two years and the initiatives we will carry out to achieve them.
Develop and deliver a UK wide charity in a sustainable and responsible way to positively and significantly impact society
Assess impact of current organisational model
- Determine organisational model to meet future needs Trial proposed organisational model and assess impact Identify priority geographies for expansion
Our capacity will increase from 150 to 265 places in 2023 - 2024 and expand into Slough. In the following year, we aim to increase capacity to 400 places and with
a wider geographical footprint. Our growth strategy for the next two years is
responsible and sustainable as we prepare for more ambitious expansion from 2025 onwards.
Develop our service to safely meet the evolving needs of young people
Assess impact of current service model, utilising internal & external research Determine future needs and identify gaps in current service model Identify options to meet needs
Implement recommendations and assess impact
Develop a continually improving charity
- Achieve external quality framework awards Develop a robust governance framework Continue to develop a youth led organisation Become the charity of choice for all stakeholders
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STRATEGY
GROWTH PLANS
Our vision is to support all young people at-risk in the UK. This is currently
estimated as 100,000 young people . We are therefore ambitious and intend to grow to meet the needs of as many of these young people as possible.
In order to meet this vision, we are developing our Growth Plans. This plan focusses on creating a replicable and scalable local organisational model. Each model will support 400 young people at any one time. This model will allow us to scale up our support nationally.
We aim to roll out this growth plan in staggered phases of local implementation, to begin effectively and efficiently working in more geographical areas and reaching as many young people as possible.
At current costs, this requires an annual investment of c£1.2m per 400 young people.
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GROWTH
Young people Mentors
400
300
200
100
0
YEAR 1 YEAR 2 YEAR 3
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'In simple terms, Caudwell Youth are prepared to care for the whole of the journey''
-Ben Nesham, Young Persons Link Worker
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STRATEGY
DIVERSITY OF FUNDING
Charities depend on funding to carry out vital work. Caudwell Youth is no exception. We use funding from various sources to meet the diverse needs of our organisation and the young people we serve.
We have a range of funding programmes that include Trusts & Foundations, Corporate Giving, Torchrunners Programme, Major Donors, Individual Giving, Events and the generous support from our Founder, John Caudwell. These programmes enable us to grow and shape young people’s futures for as long as possible.
We aim to be both bold and prudent in our fundraising strategy. We do not want heavy reliance on one source of funding that may diminish in the future. We aim that no single long-term funding source be responsible for more than 30% of our income. Using this approach to inform and drive our income generation, we aim to secure our financial sustainability and our ability to deliver high-quality services.
STRATEGY
ETHICAL FUNDRAISING
At Caudwell Youth, we are grateful for any financial support we receive, but we also take our Ethical Fundraising Policy very seriously.
We have a rigorous process of due diligence, led by the Partnerships and Supporter Engagement teams and overseen by our dedicated Trustees, to ensure that the funds we receive and spend are ethical, legal and sustainable.
We apply these same principles when we decide how to use funds to support our Mission, Vision and charitable purpose.
Our Ethical Fundraising Policy details this process and provides clarity on the need and necessity for these procedures.
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YEAR 1 INCOME BREAKDOWN
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Corporates
£83,966
Major Donors
£138,000
John Caudwell
£403,960
Individual giving
£6,238
Grants
£191,684
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STRATEGY
PRO-BONO DONATIONS
STRATEGY CHARITY RESERVES
Pro-bono donations are key to enabling us to support as many young people as possible. Such donations enable us to spend more money on directly supporting our young people or enhancing their experiences and diversity of opportunities for them.
Our Torchrunners (corporate partnerships), and other supporters in 2022 – 2023 offered key opportunities for young people such as:
Workplace Experiences - Workplace visits for young people and mentors Training - Access to training opportunities and qualifications Employment - Guaranteed interviews and support with job applications Sport - Support to access sporting activities
In 2023 – 2024, we will be looking to broaden the range of opportunities available, ensuring they meet the key needs and aspirations of our young people.
Through Torchrunners and other supporters, we have been able to reduce our costs through pro bono donations in 2022 – 2023 by 1% of our forecasted budget. We are extremely grateful for their support and aim to grow this network in 2023 – 2024.
AMOUNT TYPE EXAMPLES
BUSINESSES
FERO Retail Marketing, P10 Financial Group, Budget printing, accountancy £6,760 Broughton Holdings, PCL Savings and meeting rooms Corporate Wear, Speedy Services, Shoosmiths. legal advice, branding, Quietly Studios, Coach the Ideal but merchandise, pension Difference, Whitbread, £28,075 unbudgeted advice, staff coaching, Jacobi AM, iHASCO, John goodie bag donations Lewis Partnerships clothing, Silverstone Additional Google, Phiroze Racing, £93,664 tickets, digital extras Hoodrich. advertising
Planning for charity reserves is an essential aspect of charity financial management. It supports future planning and risk mitigation.
“Reserves are your bridge to the future, enabling your social impact for years to come.”
-The National Council for Voluntary Organisations
The holding of reserves is key to building confidence with existing and future funders that we have in-built resilience if faced by economic instability.
We are fortunate to have support from a wide range of people and organisations. Any funds that are unrestricted are used where it is needed most, with some used to build essential charity reserves.
As outlined in our Reserves Policy, reserves can only be used by the charity with the approval of the Board of Trustees. We aim to hold reserves of 3 - 6 months worth of running costs.
We will continue to grow our reserves to reflect the growth and expansion of Caudwell Youth and continue to strengthen our resilience.
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OUR OUTCOMES
Our young people complete their own outcomes surveys, 3 times a year, evaluating their progress and sharing their achievements.
Collecting and collating our outcomes is important because it:
Empowers our young people to evaluate and reflect on their progress
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Provides an opportunity to regularly review the goals our young people set for themselves
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Gives young people the opportunity to feedback on the support they are receiving and the service we are providing
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Allows Caudwell Youth to monitor and evaluate the progress our young people are making
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Highlights the issues facing our young people
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Helps Caudwell Youth to tailor the service to the young people we are working with
OUR FIRST YEAR
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275 275 157
Volunteer Referrals Young
applications people
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"I have loved watching them come to a realisation that things can be positive, and working through things even though they are tough. "
OUR OUTCOMES ABOUT OUR YOUNG PEOPLE
We have a breadth of knowledge and experience working with young people, “Since working with Caudwell in particular, those who are care Youth, I can now open up and talk experienced, facing mental health as this was something I struggled with before, my financial challenges, and/or at risk of/offending situation has improved as I made and at risk of exploitation. a claim for Universal Credit. I am working on my anxiety and All our young people are experiencing learning to control this.” at least one of these needs. However most experience multiple needs, which -Young person
All our young people are experiencing at least one of these needs. However most experience multiple needs, which compounds the level of risk they face. On average, our young people face 2 of these presenting needs.
PRESENTING NEED
81%
16%
of young people report having mental health challenges 25%
of young people are care experienced
45%
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of young people are at risk of
offending
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of young people are at risk of exploitation
- Mentor
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OUR OUTCOMES
ABOUT OUR YOUNG PEOPLE
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AGE ETHNICITY
35
Mixed
30 8%
25
20
15 BAME
36%
White british
10 56%
5
0
GENDER IN EMPLOYMENT, EDUCATION,
TRAINING
Non Binary
2%
No
37%
Female
41%
Male
56%
Yes
63%
1112131415161718192021222324
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OUR OUTCOMES
CHANGES SINCE WORKING WITH US
OUR OUTCOMES
CHANGES SINCE WORKING WITH US
EXPLOITATION RISK
Number of young people who are considered high risk for exploitation.
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Risk/time
120%
100%
80%
60%
40%
20%
0%
Referral 4 Months 8 Months 12 Months
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ACCOMODATION
- 14% of young people referred to us are in unstable accommodation or homeless. After working with Caudwell Youth for 1 year, this is reduced to 5%.
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At referral After 1 year with Caudwell Youth
Unstable accomodation/homeless
Single Parent Home
Independent accomodation
Joint Parent Home
Foster Care
0% 10% 20% 30% 40% 50%
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70%
74%
16%
93% 87%
36%
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SANDRAS’ STORY
Sandra struggles with her mental health and was sofa surfing. When she joined us, she had no permanent home which impacted her mental health.
Sandra is now living in semi-independent accommodation, she is re-gaining structure and independence. She's attending life-coaching sessions and is engaging really well. She's also now finished her Maths and English exams and is awaiting results.
Her mentor and her have so much in common and often spend sessions doing art together. Sandra's next steps are to prioritise her well being and transition into adulthood.
CALLUM’S STORY
Callum was referred to us by the Youth Offending Service after being cautioned in 2022. We matched him with mentor Paul, who has gone above and beyond to support Callum during their time together. Here is what Callum has to say about his mentoring journey:
“You have helped me improve my life in so many ways. I got a distinction for my course; I went from Sunday boy to assistant manager within a year at my work all because my mentor Paul helped me get my mind on the right path and to focus on the things I love. Thank you for everything Paul and the team I’ve loved every moment, it’s made me the person I was always meant to be.”
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OUR PEOPLE
OUR LEADERSHIP
On the morning of October 1st, 2022, the first 13 members of staff of Caudwell
Youth began their first day in the new charity. Our initial team of 13 staff members has expanded to 22 and a team of 150 volunteers, all showing incredible dedication and passion for our vision and mission.
We are grateful for the courage and trust of those first staff and volunteers who joined a new charity not even officially registered at the time. They have been instrumental in bringing our vision to life.
During our first year, the charity was led by four Co-Leaders, each bringing their own skills and experience:
KAREN IRONSIDE
LISA BALL CO-LEADER FUNDRAISING
CO-LEADER PARTNERSHIPS, GOVERNANCE, PEOPLE
JAKE BROWN
CHARLIE DIXON-PRIOR CO-LEADER OPERATIONS
CO-LEADER MARKETING AND TECHNOLOGY
As we enter our second year of operation, we are excited that we will be hiring our first CEO. This is a significant step for our governance and leadership, and it reflects our ambition and potential. The CEO will be responsible for implementing our strategy and leading our growth in the coming years.
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OUR PEOPLE
LOOKING AFTER OUR STAFF
The work we carry out can be difficult and requires personal strength and resilience. As an organisation, we recognised that we excelled at encouraging our volunteers and young people to be open about their wellbeing and not be afraid to ask for help. We needed, from the beginning, to model this internally too.
Our team have: access to counselling and medical support through private health insurance, trained Mental Health First Aiders, and mechanisms to share their views formally with their line managers and through our six-monthly anonymous surveys. We have also built in informal mechanisms such as our monthly Huddles (full-team meetings) and fortnightly written Huddle communications.
OUR PEOPLE
LOOKING AFTER OUR STAFF
We have invested significantly in training including the training system, iHASCO. This ensures all staff receive consistent training regarding topics such as GDPR and Safeguarding. We have also listened to our staff’s individual training needs and have ensured the team have access to a wide range of training including: LGBTQIA+, neurodiversity, drugs and alcohol use, gang awareness, fundraising, and safer recruitment. In our most recent staff survey, 100% of those surveyed felt their training needs were being met.
In the past year, we have developed and implemented policies that aim to protect and support our staff in their vital roles. We work hard to ensure that policies are communicated clearly and consistently to all staff, and that they are regularly reviewed and updated to reflect the changing needs and risks of our work. By doing so, we hope to create a culture of trust, respect, and care among our staff, and to enable them to deliver our mission effectively and efficiently.
Our key policies include:
“I love the team, I have the pleasure of working with some amazing people. I also enjoy being part of an organisation that supports young people and makes a difference to society.”
-CY staff member
Equality, Diversity, Inclusion Policy Health & Safety Policy Lone Worker Policy Safeguarding & Risk Management Policy Data Protection Policy Sickness & Absence Policy Digital Communication Policy Whistleblowing Policy Grievance & Dispute Policy Positive Behaviour Policy Expenses Policy
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OUR PEOPLE
SUPPORTING EQUALITY, DIVERSITY AND INCLUSION
We are committed to EDI (Equality, Diversity and Inclusion). One of our values is – Intentionally Inclusive. We want to create a culture where everyone feels welcome, respected and valued. We know that we have a lot of work to do to achieve this goal.
We focussed, in our first year, our EDI practices in our hiring process. We have made sure that our job adverts are accessible and appealing to a diverse range of candidates. We offer guaranteed interviews for anyone with lived experience of the challenges we support who meet the minimum role criteria. We have also used fair and objective criteria to assess and select the best applicants for each role. As a result, we have seen a significant increase in the diversity of our staff team in the 9 roles we have filled since then.
We will continue to work on ensuring our recruitment practices encourage diversity but also our everyday working practices. We want to create a working culture where diversity is celebrated and where all can find a safe space to be themselves.
Diversity is a powerful message for our young people, and it is important to see themselves represented at Caudwell Youth.
OUR PEOPLE
OUR CURENT STAFF
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Male AGE
13.6%
30%
GENDER 25%
20%
Female
86.4% 15%
10%
No
36.4% 5%
LIVED
EXPERIENCE
0%
16-24 25-29 30-34 35-39 40-44 55-59
Yes
63.6%
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----- Start of picture text -----
“I’m proud of the quality of work
in all departments, it stands
out.”
-CY staff member
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OUR PEOPLE CAUDWELL YOUTH TEAM VOICE
The voice of our team matters. Every 6 months we survey our staff to see what we can do better. Staff gave each question a score out of 10. We are proud of these statistics for End of Year (22 - 23) Survey but will continue to strive to improve these further:
| SURVEY QUESTION | AVERAGE SCORE / 10 |
|---|---|
| Do you feel valued in the Charity? | 7.4 |
| Does Caudwell Youth do enough to support your wellbeing? | 8.2 |
| Do you feel that changes within the Charity are communicated clearly? |
8.2 |
| Do you feel your voice is heard in the Charity? | 8 |
| Is your role meeting your own personal development objectives? | 8.2 |
Please rate how well the senior leadership team are performing in 8 leading the Charity.
Please rate how confident you feel in addressing any concerns to 8.5 your line manager and that they would be addressed. Please rate how likely you would recommend Caudwell Youth as a 8.6 great place to work.
OUR PEOPLE
OUR VOLUNTEERS
Diverse volunteers bring a wide range of life experiences and perspectives. This can lead to more creative problemsolving and innovative approaches to 60 challenges faced by young people. Average age of Different young people have different volunteer in UK 38 needs. Average age of CY volunteer
Having a diverse group of volunteers feeds directly into our person-centred approach. We are extremely proud of the diverse backgrounds of all our volunteer mentors.
AGES OF OUR MENTORS
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21 - 30 31-40 41-50 No Data
16% 14%
27% 16%
51-60 Over 60 U20
14% 8% 5%
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of our volunteers have lived experience, either directly or through a close friend or relative, of the risks our young people experience.
66%
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RISK MANAGEMENT AND ASSURANCE
RISK MANAGEMENT FRAMEWORK
In 2022 – 2023, we developed our Risk Management Framework which will continue to develop into Year 2 of operation, 2023 – 2024.
-
Senior leaders have identified key risks and mitigations which are acted on across the organisation and held in our Risk Register.
-
Staff and trustees are encouraged to balance both the risks and rewards of decision making.
-
Risk management has been embedded throughout our 2023 – 2025 Strategy.
GOVERNANCE OF RISK
The Risk Register is reviewed quarterly by senior leaders and bi-annually by the Board of Trustees.
- In 2023 – 2024, all Risk Owners will be required to review the Quarterly Risks and Controls Ownership document and provide formal confirmation that this has been completed. In 2024 – 2025, all Risk Owners will be required to provide a formal quarterly attestation of controls working based on the Risks and Controls Ownership document.
From 2025 – 2026, all Risk Owners will be required to evidence their quarterly attestation of controls working based on the Risks and Controls Ownership document.
“I have referred over 10 young people to your service. One of the reasons I refer young people to your service is that the Youth Support Co-ordinators encourage the young people to get involved in decisions that affect their lives. The Youth Support Co-ordinators in your service work together to empower, support and safeguard through one to one support.
The staff are also so kind, friendly and approachable. I have worked in partnership with Claire Burns (Luton YSC) and she has
supported my young people through assessments. I have signposted Caudwell Youth to my colleagues and they have also found your service helpful too. Thank you for all the support that you provide our young people that make positive changes in their lives. Keep up the hard work!!”
-Family Worker, Family Partnership Service within Luton Children’s Services
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RISK MANAGEMENT AND ASSURANCE SIGNIFICANT RISKS
RISK MANAGEMENT AND ASSURANCE SIGNIFICANT RISKS
ORGANISATIONAL RISKS
Due to the nature of our work and the impact of external actions, we are aware that often we can only mitigate the impact of a risk rather than the likelihood. This therefore means that the level of risk in certain cases remains Significant.
LACK OF DIVERSITY IN FUNDRAISING PORTFOLIO RESULTING IN A RISK OF FINANCIAL INSECURITY IF ANY SIGNIFICANT SOURCE WAS NOT TO CONTINUE
- Feasibility assessment regarding varied fundraising mechanisms
The most significant risks and uncertainties we face as an organisation at the time of this report are:
- No more than 30% dependency on one fundraising source by 2024 – 2025 Hold minimum 3 months reserves
LACK OF UNDERSTANDING OF DATA PROTECTION LEADING TO A DATA BREACH RESULTING IN REPUTATIONAL DAMAGE, INABILITY TO CONTINUE OPERATING WITH LEGAL AND FINANCIAL RAMIFICATIONS
- Data Protection Policy, that is understood by everyone and consistently applied All staff are Data Protection trained
OPERATIONAL RISKS
-
2 Data Protection Champions in place
-
Registered with the ICO
A MAJOR INCIDENT INVOLVING A YOUNG PERSON IMPACTS MENTAL / WELL-BEING OF ONE OR MORE STAFF, MENTORS AND OR CHARITY REPUTATION
Trauma response service available
-
Regular Safeguarding Forums (for Operations team)
-
Legal and technical trustees in place
-
IT systems have in-built data protection systems
INSUFFICIENT TRAINING IN PLACE TO MEET QUALITY STANDARDS FOR STAFF RESULTING IN POOR DECISION MAKING, USE OF TIME OR RESOURCES
-
Safeguarding Trustee and Policy
-
Risk assess young people, with risk plans in place to reduce likelihood and impact Incident debriefing sessions
EVOLVING IN RISKS RELATED TO YOUNG PEOPLE REFERRED RESULTING IN STAFF / MENTORS BEING PUT AT HEIGHTENED RISK
-
Mandatory training is identified in personal development plans, adequately funded and undertaken by everyone who requires it
-
Generic training provided for all staff (Health and Safety, Lone Working, etc.) Safeguarding training for all staff, enhanced for Operations Team Training plan reviewed every 6 months and training refreshed annually
Robust risk assessment to identify suitability of risk level for service
Work with other agencies to reduce risk levels or signpost for alternative support Provision of appropriate staff training to manage risks
PUBLIC SECTOR PARTNERS DON’T PAY FOR OUR SERVICE AS WE ARE FREE AT POINT OF SERVICE RESULTING IN MISSED PUBLIC SECTOR FUNDING OPPORTUNITIES
NOT ENOUGH MENTORS FOR OUR CAPACITY RESULTING IN THE CLOSURE OF REFERRALS
Regular monitoring of volunteer recruitment numbers
Evaluate most effective recruitment strategies
Allocate sufficient budget to meet recruitment marketing needs
-
Provide the highest quality service, clarifying that the only way to guarantee places is by funding ring-fenced places
-
Aware of local priorities and what funding is available as a result and ensure we target this funding as relevant
-
Hold senior relationships with all partners
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GOVERNANCE
GOVERNANCE FRAMEWORK
In 2022 – 2023, we developed our Governance Framework which will continue to develop into Year 2 of operation, 2023 – 2024.
GOVERNANCE
GOVERNANCE OVERSIGHT
A workplan is in place to ensure all governance requirements are met throughout the year. This is reviewed regularly and formally annually. In 2023 – 2024, an action plan will be put in place to prepare for an external governance audit.
In 2024 – 2025, an external governance audit will take place and actions will be implemented from findings.
Bi-monthly board meetings in conjunction with the Senior Leadership Team Detailed minutes recorded and approved by Chair Conflicts of Interests Policy and register Annual policy review and approval
Code of Conduct signed by all trustees Reserve Powers Expenditure Authorisation Policy and Procedures Risk Register
Remuneration Committee
All trustees received Trustee and Safeguarding training Each trustee regularly meets department leads to ensure Board decisions accurately reflect needs and that decisions are being implemented
Annual board appraisal
including Chair Annual Senior Leaders appraisal
Annual review of lengths of appointment of trustees Annual board skill requirements audit
HOW WE HAVE APPLIED THE CHARITY GOVERNANCE CODE
In our first year of operation, we put in place a governance framework that applied the seven principles of the Charity Governance Code for larger Charities: Organisational Purpose; Leadership; Integrity; Decision Making Risk and Control; Board Effectiveness; Equality, Diversity and Inclusion; and Openness and Accountability.
We have a clear organisational purpose and charity objectives and we have an experienced and committed Board of Trustees who provide strategic leadership and act with integrity. Decision making processes are informed and rigorous and fit for purpose systems of risk management and controls have been put in place.
The Board of Trustees are an effective team with a balance of skills and experience that supports the purpose and strategy of Caudwell Youth. The Trustees, the SLT and the Charity as a whole are committed to ensuring that Caudwell Youth is an equitable, diverse and inclusive organisation, with an open and accountable culture.
As Caudwell Youth grows, it will further develop and refine its processes and practices to ensure that the Code Principles are applied fully, and that all recommended practices are either applied or explained.
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TRUSTEES
OUR TRUSTEES
As a new charity, we are fortunate to have trustees with outstanding expertise and skills at both national and international level. They joined us when we were still a small organisation with a limited reach and an untested impact. Since then, they have exceeded their initial commitment and devoted countless hours and passion to our work. We are immensely grateful and appreciative for their contributions and the difference they have made.
DAVID CANFIELD Treasurer, Finance
DEBBIE DENYER Chair, Volunteering
Former Director (retired 2023), Broughton Holdings Limited.
Executive Coach, Coach the Difference, Ltd.
Debbie has 15+ years’ experience within the not-for-profit sector and is also a volunteer mentor for Caudwell Youth.
David brings accounting expertise with his 15 years of working in the Caudwell family office and previous senior Finance roles in multinational organisations.
Debbie is passionate about delivering highquality and effective services to the young people who benefit from the charity's work. She has committed to donate a percentage of her profits to our work.
He ensures, as Treasurer, that financial management procedures are sound and efficient, so that every penny is used for the charity's mission.
KATE FLOUNDERS Safeguarding and Whistleblowing
CAROLYN POLLARD
Secretary, Charity Governance
CEO ,Safeguarding Association.
Company Secretary, Rightmove Plc.
Carolyn is a Chartered Governance Institute Fellow who has worked in various sectors including the not-for-profit sector. She ensures that the charity has sound and transparent governance systems and structures. She is passionate about helping young people at-risk through positive intervention strategies.
Kate is a child protection solicitor with 15 years of experience and the founder of the Safeguarding Association, which focuses on young people aged 15 to 24. She also works as an independent Safeguarding Advisor for various local authorities and colleges. She oversees our safeguarding policies and practices and offers expert guidance in case of a serious safeguarding incident.
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MATT YATES
Legal and Risk
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General Counsel, Whitbread.
As a FTSE divisional General Counsel, Group Chief Privacy Officer and ESG leader, Matt has extensive experience in legal and ethical matters.
He is also passionate about accessibility and Whitbread's charity partnership with Great Ormond Street Hospital.
He serves as the Secretary to the UK Management team, Risk Working Group and PLC Audit Committee.
ALMARENE FREDERICK HR
HR Consultant, Eilieah HR Consultancy.
As an HR Consultant, Almarene helps start-ups and SMEs with their human resources needs. She is passionate about empowering young people to reach their potential and provides them with the right support. She maintains high standards of HR governance and offers guidance on HR matters.
SHARON KENNEDY
Marketing
Employee Engagement Consultant, Engage & Prosper.
Sharon is a seasoned marketing professional and a Chartered Marketer. She has over two decades of experience in Sales and Marketing. She leverages her skills and connections to enhance the reach and impact of Caudwell Youth.
JASON ELSOM Strategy and Fundraising
CEO, Parentkind.
Jason was the former CEO of Robert Peston’s social mobility charity, Speakers for Schools, scaling it from 8 to 160 staff.
As CEO of Parentkind, he champions the role of parents in successful educational outcomes.
Jason also sits on the advisory councils of the Foundation for Education Development and The Shakespeare Birthplace Trust.
SARAH MASOTTI Technology and Strategy
Digital Transformation Lead, Google.
Sarah has a strong background in innovation, working with FTSE100 clients at Google to create cutting-edge solutions. She also has experience as a management consultant at PwC and teaches at Smith School of Business as a Guest Lecturer. She combines strategic thinking, business acumen and digital skills to deliver value.
GLADIS ARAUJO Strategy
Global Quality & Supply Chain Vice-president, Mattel.
Gladis has 25 years of diverse leadership experience in the commercial and non-profit sectors, and has a proven track record of delivering results and creating impact. She is passionate about empowering young people to soar beyond their expectations and achieve their full potential.
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TRUSTEES
OUR TRUSTEES
RECRUITMENT AND APPOINTMENT OF TRUSTEES
Trustees are appointed for a term of three years. If they wish to continue serving, they must be re-elected by the Trustee board at the end of this term. To ensure a comprehensive understanding of their roles and responsibilities, all new Trustees undergo an induction programme with existing trustees. This programme not only focuses on their duties to the Charity but also provides a broader perspective on their role as a trustee of a Charity in general. Additionally, the Charity’s policies and procedures for managing conflicts of interest are thoroughly explained to the new Trustees. This is to ensure transparency and integrity in the Charity’s operations.
ORGANISATION AND STRUCTURE
During the first year, the Board of Trustees convened on a monthly basis. As we transition into our second year of operation, the frequency of these meetings will be reduced to six times a year. However, all trustees retain the right to call an additional board meeting if necessary.
The day-to-day management of Caudwell Youth is entrusted to the four Coleaders: Karen Ironside, Charlie Dixon-Prior, Lisa Ball, and Jake Brown. A welldefined Reserve Powers Policy and Expenditure Authorisation Policy have been established to guide decision-making delegation. The Board of Trustees review these policies regularly to ensure their relevance and effectiveness.
RESERVES POLICY
The Trustees regularly review the reserves policy, which stipulates that the Charity should maintain general reserves adequate to cover 3-6 months of operational expenses. It is estimated that reserves for 3 months would amount to roughly £150k.
PUBLIC BENEFIT
The Trustees affirm that they have consulted the Charity Commission’s general guidance on public benefit while reviewing the Charity’s objectives and aims, and also during the planning of future activities for the year. They believe that the Charity’s aims, which focus on enhancing outcomes for young people, are clearly in the public interest. This commitment to public benefit is a guiding principle in all of the Charity’s endeavours.
As of the end of the year, the charity’s unrestricted reserves stood at £198,137. This figure excludes restricted funds amounting to £39,218. These reserves are equivalent to approximately 4 months of operational costs.
As the charity grows, it will persist in reviewing both the reserves policy and the level of reserves held. This is to ensure they are not only sufficient but also appropriate, thereby guaranteeing the charity’s financial stability.
Simultaneously, the charity is committed to maximizing the value derived from all raised funds for the benefit of its beneficiaries.
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FINANCIAL REVIEW INDEPENDENT EXAMINER’S REPORT
Independent examiner’s report to the trustees of Caudwell Youth
I report to the charity trustees on my examination of the accounts of the CIO for the year ended 30 September 2023.
Responsibilities and basis of report
As the charity trustees of the CIO you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (‘the Act’).
“With the launch of our Contextualised Safeguarding Hub that focusses on young people at risk of offending or exploitation, Caudwell Youth's experience of working not just in Milton Keynes but also across other geographies is essential. With just a limited number of places to support young people across the city, we know that we cannot support everyone who would benefit from our internal programmes. Being able to therefore refer young people who do not meet our thresholds or as a next steps programme means we can expand support to wider numbers thereby increasing impact.”
-Sarah Bottomly, Milton Keynes Council Professional Lead for Missing, Exploited and Trafficked Children
I report in respect of my examination of the CIO’s accounts carried out under section 145 of the Act. In carrying out my examination I have followed all applicable Directions given by the Charity. Commission under section 145(5)(b) of the 2011 Act.
Independent examiner’s statement
Since the Company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the ICAEW, which is one of the listed bodies. I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
-
accounting records were not kept in respect of the Trust as required by section 130 of the Act; or
-
the accounts do not accord with those records; or
-
the accounts do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair view which is not a matter considered as part of an independent examination.
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
Christopher Abbott FCA DJH Mitten Clarke Manchester Limited Chartered Accountants St George's House 56 Peter Street
Manchester M2 3NQ
23.11.2023
612
623
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FINANCIAL REVIEW
STATEMENT OF FINANCIAL ACTIVITES
INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE 49 WEEK PERIOD ENDED 30 SEPTEMBER 2023
| Notes Income from: Donations & Legacies 2 Charitable activities Total Expenditure on: Activities with Young Persons 3 Costs of raising Funds 4 Total Expended Net Income / (expenditure) Transfers between funds Net movement in funds Total funds brought forward Total funds carried forward |
Unrestricted funds Restricted funds Total funds 2023 £ £ £ 660,526 120,322 780,848 - 43,000 43,000 |
|---|---|
| 660,526 163,322 823,848 (351,255) (124,104) (475,359) (111,134) - (111,134) |
|
| (462,389) (124,104) (586,493) |
|
| 198,137 39,218 237,355 - - - |
|
| 198,137 39,218 237,355 - - - |
|
| 198,137 39,218 237,355 |
All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. The accompanying notes form part of these financial statements.
FINANCIAL REVIEW
BALANCE SHEET
AS AT 30 SEPTEMBER 2023
| BALANCE SHEET Notes Current assets Debtors 7 Cash at bank and in hand Creditors: amounts falling due within one year 8 Net current assets Net assets Income funds Restricted funds 9 Unrestricted funds 9 |
2023 £ 91,897 164,093 |
|---|---|
| 255,990 (18,635) |
|
| 237,355 | |
| 237,355 | |
| 39,218 198,137 |
|
| 237,355 | |
The company is entitled to the exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year ended 30 September 2023.
The trustees acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of financial statements.
The members have not required the company to obtain an audit of its financial statements for the year in question in accordance with section 476.
These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.
The financial statements were approved and authorised for issue by the Board of Trustees and were signed below on its behalf by:
D Canfield
Trustee Date: 21/11/2023 Company registration number: CE030462
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FINANCIAL REVIEW
STATEMENT OF CASH FLOWS
AS AT 30 SEPTEMBER 2023
| PTEMBER 2023 | |
|---|---|
| Notes Cash provided by Operating Activities 12 Cash provided by (used in) in financing or investing activities Increase (decrease) in cash and cash equivalents in the year Cash and cash equivalents at the beginning of the year Total cash and cash equivalents at the end of the year Analysis of cash and cash equivalents Cash in hand Total cash and cash equivalents |
2023 £ 164,093 |
| - 164,093 |
|
| - 164,093 |
|
| 2023 £ |
|
| 164,093 164,093 |
|
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FINANCIAL REVIEW
1.ACCOUNTING POLICIES
BASIS OF PREPARATION
These accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant notes to these accounts. The accounts have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and republic of Ireland (FRS 102) issued on 16 July 2014 and with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and with the Charities Act 2011.
The charity constitutes a public benefit entity as defined by FRS 102.
GOING CONCERN
The Trustees consider that the charitable company has adequate resources to continue in operational existence for the foreseeable future. Accordingly the financial statements have been prepared on a going concern basis.
INCOME
Income has been recognised gross on the basis of entitlement, probability and measurement.
Donations and other forms of voluntary income are recognised as incoming resources when receivable, except insofar as they are incapable of financial measurement
ACCUMULATED FUNDS
Unrestricted funds are general funds that are available for the use at the Trustees’ discretion in furtherance of the objectives of the Charity. 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 accounts.
VOLUNTEER HELP
The value of any voluntary help received is not included in the accounts but is described in the trustees’ annual report.
REPORTING PERIOD
This is the first financial period of the charity and the results presented in the financial statements run from 19th October 2022 to 30th September 2023.
CREDITORS
The charity has creditors which are measured at settlement amounts less any trade discounts.
TANGIBLE FIXED ASSETS
These are capitalised if they can be used for more than one year, and cost at least £500.
DEBTORS
EXPENDITURE
Expenditure is recognised on an accruals basis.
Debtors are measured on initial recognition at settlement amount. Subsequently they are measured at the cash or other consideration expected to be received.
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FINANCIAL REVIEW
FINANCIAL REVIEW
INCOME AND EXPENDITURE
| 2.ANALYSIS OF INCOME Donations & Legacies Donations and gifts including gift aid Charitable activities Total 3.ANALYSIS OF EXPENDITURE ON ACTIVITIES WITH YOUNG PERSONS Activities with young persons Support costs (Staff time) Total |
Unrestricted funds Restricted funds Total 2023 £ £ £ 660,526 120,322 780,848 - 43,000 43,000 |
|---|---|
| 660,526 163,322 823,848 |
|
| Unrestricted funds Restricted funds Total 2023 £ £ £ 219,935 124,104 344,039 131,320 - 131,320 |
|
| 462,389 124,104 586,493 |
|
RAISING FUNDS, STAFF COSTS
| 4.ANALYSIS OF COSTS OF RAISING FUNDS Staff costs |
Unrestricted funds Restricted funds Total 2023 £ £ £ 111,134 - 111,134 |
|---|---|
| 111,134 - 111,134 |
|
| 5.STAFF COSTS Salaries and wages Social Security costs Pension costs Other employee benefits Total staff costs |
This period £ 357,876 117,621 18,471 - |
|---|---|
| 493,968 |
No employees received employee benefits for the reporting period of more than £60,000.
Staff costs are allocated to activities with young persons, support costs and costs of raising funds based on an apportionment of staff time.
Included in the above amounts of expenditure are independent examiner’s fees of £2,400 (inclusive of VAT). No other fees were paid to the independent examiner.
The amount recognised in the SOFA as an expense in relation to the defined contribution pension scheme was £18,471. The expense for the defined contribution scheme follows the allocation of staff costs when costs are allocated between activities and between restricted and unrestricted funds.
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FINANCIAL REVIEW
FINANCIAL REVIEW
HEAD COUNT, CREDITORS, ACCRUALS
CHARITY FUNDS
9.CHARITY FUNDS
6.AVERAGE HEAD COUNT IN THE PERIOD This period Number - Fundraising Charitable Activities 15 - Governance Total number 15 7.DEBTORS AND PREPAYMENTS Sep-23 £ Trade debtors 91,297 Other debtors 600 Total debtors 91,987 8.CREDITORS AND ACCRUALS Sep-23 £ Trade creditors 16,235 Accruals and deferred income 2,400 Total creditors 18,635
The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes:
Movement in funds
| Balance at 30 | |||
|---|---|---|---|
| Income | Expenditure | September | |
| 2023 | |||
| Buckinghamshire Council - Early Help Team | 5,000 | 5,000 | - |
| Buckinghamshire Council - Community Safety Team | 10,000 | 10,000 | - |
| Stort Valley Healthcare 1 | 12,500 | 12,500 | - |
| Buckinghamshire Council - YOT / YOS | 3,000 | 3,000 | - |
| National Lottery – Awards for All | 10,000 | 8,640 | 1,360 |
| Bedfordshire and Luton Community Foundation | 48,000 | 17,999 | 30,001 |
| Tony and Sheelagh Williams Foundation | 20,000 | 20,000 | - |
| Stort Valley Healthcare 2 | 12,500 | 12,500 | - |
| Heart of Bucks | 10,000 | 10,000 | - |
| The Brazier Trust | 5,000 | - | 5,000 |
| MK Community Foundation | 2,640 | 2,640 | - |
| Clearview Intelligence | 1,682 | 1,682 | - |
| Postcode Places Trust | 23,000 | 20,143 | 2,857 |
| Total | 163,322 | 124,104 | 39,218 |
The Charity holds the following material restricted funds:
The movement of unrestricted funds was as follows:
| Income | Expenditure | Balance | |
|---|---|---|---|
| General Fund | 660,546 | 462,389 | 198,137 |
| Total | 660,546 | 462,389 | 198,137 |
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FINANCIAL REVIEW
RELATED PARTIES, TRUSTEE REMUNERATION, NET MOVEMENT
Purpose
Fund
Bedfordshire and Luton Restricted for young person’s services and activities within Community Foundation Luton.
Tony and Sheelagh Funding across all localities for activities with young people. Williams
Restricted for young person’s services and activities within Postcode Places Trust Luton.
10.RELATED PARTIES
Total donations received from John Caudwell directly, or indirectly routed through the John Caudwell Foundation during the year were £403,960. Included within Trade Debtors is an amount due from the John Caudwell Foundation of £40k which we consider to be a related party.
11.TRUSTEE REMUNERATION AND BENEFITS
None of the trustees have been paid any remuneration or received any other benefits from an employment with their charity or a related entity.
Trustee expenses of £64.35 were claimed in the period.
12.RECONCILIATION OF NET MOVEMENT IN FUNDS TO This period NET CASH FLOW FROM OPERATING ACTIVITIES
£
Net movement in funds 237,355 (Increase) in debtors (91,897) Decrease in creditors 18,635
164,093
Net cash generated from operating activities
CLOSING STATEMENT
CLOSING STATEMENT FROM CHAIR, DEBBIE DENYER
In closing, I express deep gratitude to our dedicated supporters, stakeholders, volunteers, and partners for their unwavering commitment to Caudwell Youth's mission. Your invaluable contributions have been the driving force behind our success in shaping the futures of young people at-risk.
As we reflect on the accomplishments of the past year, I am inspired by the positive impact we've collectively made. The journey ahead holds exciting opportunities, and with your continued support, we are poised for even greater achievements.
Together, we are not just building brighter futures; we are fostering a community that believes in the potential of every young person. Your belief and commitment are integral to the transformative work we do. Thank you for being an essential part of Caudwell Youth's story, and I look forward to another year of positive change and shared success.
The trustees’ annual report was approved by the board on 21/11/23
DEBBIE DENYER Chair of Trustees
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OUR YEAR IN IMAGES IT'STIME TIME 4CAtsDWELL YOUTH •v• CAtsDWELL YOUTH EOPLgs ANNUAL REPORT 2022123 75 ANNUAL REPORT 2022123 76
THANK YOU
Thank you to all our supporters for your unwavering commitment to Caudwell Youth. Your support has enabled us to make a positive impact on the lives of young people at-risk aged 11 to 24. We are grateful for your generosity and dedication to shaping futures.
Our vision is to create a world where every young person is empowered to shape their own future. We are committed to making this a reality.
We are proud of the progress we have made over the past year, and we are excited about the future. We are continuously improving our charity to ensure that we are providing the best possible support to young people at-risk. We are committed to working with our partners and supporters to create positive futures.
As we look ahead to the next year, we look forward to continuing working with you to help every young person at-risk in the UK, in a sustainable and responsible way, positively and significantly impacting our society.
www.caudwellyouth.org
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SUPPORT CAUDWELL YOUTH
We invite you to join us in our mission.
Whether you are interested in volunteering, fundraising, or simply learning more
about our work, we would love to hear from you. Together, we can make a
difference in the lives of young people and create a brighter future for our society.
PARTNER WITH US
BECOME A REFER A YOUNG TORCHRUNNER PERSON
TRUSTEES
REGISTERED ADDRESS
Almarene Fredrick Caudwell Youth Carolyn Pollard Broughton Hall David Canfield Broughton Debbie Denyer Staffs Kate Flounders ST21 6NS Gladis Arujo Jason Elsom LEADERSHIP TEAM Matt Yates Sarah Masotti Sharon Kennedy
Charlie Dixon-Prior - Operations Director Jake Brown - Marketing and IT Director Karen Ironside - Partnerships Director Lisa Ball - Supporter Engagement Director
FINANCE DIRECTOR
Liam Ablewhite (Seconded - Deputy REGISTERED CHARITY NUMBER Finance Director, John Caudwell’s Family Office) 1200757
FUND OUR WORK ASK US A QUESTION MENTOR WITH US
www.caudwellyouth.org
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Supported by:
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@Caudwellyouth
Registered Charity Number 1200757
Broughton Hall, Broughton, Staffs, ST21 6NS
www.caudwellyouth.org
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