2021-03-31-accounts

Registered number: 2476342 Charity number: 702687

42[nd] STREET COMMUNITY BASED RESOURCE FOR YOUNG PEOPLE UNDER STRESS

(A company limited by guarantee)

TRUSTEES' REPORT AND FINANCIAL STATEMENTS

For the year ended 31 March 2021

42nd STREET CONTENTS

	Page
Legal and administrative information	1
Trustees’ report	2 - 23
Independent auditors' report	24 - 26
Statement of financial activities	27
Balance sheet	28
Cash flow statement	29
Notes forming part of the financial statements	30 - 45

42nd STREET LEGAL AND ADMINISTRATIVE INFORMATION For the year ended 31 March 2021

Trustees Ms E Allen - Chair Mr H Ahmadzadeh Ms N Nazran – Treasurer Mr H Thomas Ms Vicky Sharrock Mr K Jones Ms H Gibson Mr R Spearing – Deputy Chair Ms Roxanna Locke Ms Jacqueline Cotton

Senior management team Ms S Spray, Director

Ms C Jacob, Head of Services Ms T Gregson, Head of Operations and Business Development

All members of the Board of Trustees are also directors for the purposes of Company Law.

Company Registered Number 2476342 Charity Registered Number 702687 Registered and The SPACE Principal Office 87-91 Great Ancoats Street Manchester M4 5AG Auditors Crowe U.K. LLP Chartered Accountants & Statutory Auditors The Lexicon Mount Street Manchester M2 5NT Bankers Royal Bank of Scotland Plc St Ann Street Manchester M60 2SS Triodos Bank Deanery Road Bristol BS1 5AS United Trust Bank Limited One Ropemaker Street London EC2Y 9AW

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

INTRODUCTION

The Trustees are pleased to present their annual directors report together with the financial statements of the charity for the year ending 31 March 2021 which are also prepared to meet the requirements for a director’s report and accounts for Companies House purposes. The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association and 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) (March 2018).

Purposes and Activities

42nd Street: Community based Resource for Young People under Stress is a charitable company limited by guarantee. All members have agreed to contribute a sum not exceeding £1 in the event of needing to wind up the organisation.

Vision

42[nd] Streets vision is for inclusive, accessible mental health and wellbeing support and opportunities for all young people.

Mission

42nd Street supports young people in Greater Manchester aged 11-25 years with their emotional well-being and mental health by offering a choice of effective, creative, young person-centred and rights-based approaches.

The 42[nd] Street team recognises that many young people feel disempowered, that some services are difficult to identify with and access and that mental health and personal difficulties can be made worse by the health, social and economic inequalities that might be experienced

We do all we can to make young people feel listened to, valued, included, safe and unique.

By working collaboratively, we demonstrate local impact with national significance driving meaningful change that makes a positive difference to the lives of young people.

Social Objectives

Our social objectives underpin everything that we do, keeping us focused and with a clear sense of purpose; our social objectives are to:

•  Improve young people’s mental health and well-being

•  Ensure young people have power to make decisions about their own lives, campaign for social justice and influence system change in matters that affect them.

•  Embed systemic anti-oppressive practice and cultures that champion inclusion.

•  Learn from young people, educate, raise awareness and celebrate difference.

Business Objectives

By focusing on 6 clear business objectives will ensure that we have the culture, infrastructure, and enablers required to deliver our vision, mission and social objectives.

Our Business Objectives are to:

1. Ensure that the charity is able to respond to and influence the changing external environment , build relationships and learn from partners, stakeholders and communities.

2. Continue to build a high quality workforce , insisting on improving mechanisms and behaviours that embed diversity, challenge oppression and celebrate leadership.

3. Strengthen our robust, compelling and agile outcomes, research and evidence base and become a local and national reference for young person centred, rights-based and creative approaches

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

1. Engage, communicate with and influence a wide range of stakeholders and build our digital and creative capabilities

2. Diversify and sustain our income to maintain and strengthen the financial stability of the charity enabling choice and inclusivity

3. Embed high quality, sector leading operational processes and systems that support a safe working environment, promote best practice and are sustainably responsible.

Theory of Change

42[nd] Street has developed a theory of change to capture the key mechanisms by which we will achieve our charitable, vision, mission and objectives. This comprehensive model demonstrates how we work beyond a service delivery model, by identifying and tackling the critical systemic barriers that might prevent young people from accessing inclusive mental health and wellbeing support/opportunities and how the actions that we need to invest in relate to one another.

Our Theory of Change sets out how our charity achieves our mission and objectives, influencing the local and national health and social care system with a specific focus on tackling inequalities and ensuring that young people have a voice.

Delivery

We deliver from our purpose built hub, online platform, creative venue -The Horsfall, schools, colleges, social care settings and community venues across Greater Manchester. Our buildings and online platform were all designed with young people and reflect our young person-centred approach, complete with “Narniaesque” wardrobe doors to enter out therapy rooms.

Our c.100 qualified and experienced team includes social workers, youth workers, artists, counsellors, therapists and psychologists, we have a small but dedicated finance, admin, data and communications team who work alongside young people with lived experience and a passion for influencing change and supporting their peers. The charity provides free, high quality, accessible, relevant and responsive services to young people presenting with a wide range of mental health and psychosocial issues that often manifest as mild to moderate depression, anxiety and conduct problems, low self-esteem, low levels of confidence, family and relationship issues, isolation and loneliness, frustration and anger. 42[nd] Street does not diagnose but we do support young people with diagnoses of psychosis, eating disorder and bi-polar disorder. We have particular experience and a national reputation for our expertise in working with young people who might attract a diagnosis of personality disorder and who self- harm and/or are at risk of suicide and expertise in understanding and supporting young people experiencing isolation and loneliness.

We recognise that there are multiple barriers including health, social and economic inequalities for many young people that need support and so we design, deliver and review our services and opportunities with them. By encouraging and supporting young people to have a voice and conduct peer research within the organisation and beyond we are able to tailor support to their needs. One-to-one interventions are combined with opportunities for young people to learn, develop new skills, be creative, play and have fun. We find ways for young people to be curious and to celebrate their unique experiences, demonstrating to themselves and others that they are able to not only manage their mental health, but can also support and inspire others, find creative ways to share their stories and find the strength to navigate their way into adulthood.

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

Equality Diversity and Inclusion

A key part of the Charity’s work is responding to the health inequalities and inequities that exist in relation to the determinants of mental ill-health; access to appropriate services and the prevalence of mental health issues. 42[nd] Street recognises that to achieve our vision and mission we need to understand our organisational strengths, weaknesses and values and embed cultures of inclusion for our workforce, young people and our wider stakeholders.

In recent years the Charity has developed and continues to deliver services that recognises that some young people are at increased risk in relation to their mental health and/or who may have poorer access to support. These include projects targeting the needs of LGBTQ+ young people, young women, disabled young people, BAME young people, young people at risk of Child Sexual Exploitation, young people transitioning into adulthood at the same time as navigating the changes in service offer, young people experiencing the Criminal Justice System, care experienced young people and care leavers, young people experiencing isolation and loneliness.

Our Key Activities are all delivered either face to face or online and include:

One- to- one

•  Sessional counselling, therapy, psycho-social support and advocacy

•  Bespoke services in schools, colleges and universities

•  Integrated Community Response service

Groups

•  Therapeutic, issue-based and identity-based, peer support projects residentials -“Kieran’s Getaways”CONNECT

•  Social Action Programme – CAMPAIGN  Creative projects and approaches to wellbeing and mental health centred around The Horsfall- CREATE

Partnership Working

•  Training programmes for professionals, parents/carers and young people

•  Collaboration with partners

One to one counselling, therapy, psychosocial support and advocacy (online and face to face)

We offer young people one to one sessions in counselling, psycho-social support and a range of IAPT-compliant services including Cognitive Behavioural Therapy, Counselling for Depression. These approaches help young people to manage difficult feelings, support themselves in healthier ways, explore connections between thoughts feelings and behaviours and develop skills and networks that will help them cope. Sessions are usually weekly, last for 50 minutes and the venue/online access, modality, number of sessions length are decided with the young person based on their needs and situation and informed by NICE guidelines. Where young people require additional support in between sessions the workers will offer additional case management.

One to one Bespoke Services in schools, colleges and Universities

42nd Street offers both individually contracted services to schools across Trafford, Manchester, Salford and Tameside and Glossop and is part of the national roll out of the DfE Mental Health in Education Programme. The model of delivery is to place a Mental Health Practitioner within a school/college for a minimum of one day per week to support individual young people referred by the setting for 6-12 weeks of support. 42[nd] Street has also been supporting the development and delivery of the Greater Manchester University Mental Health Support Service

One to one Integrated Community Response Service and Safe Zones

42[nd] Street offer bespoke community based support in specific settings across Greater Manchester where our mental health practitioners are integrated into the particular setting and take referrals directly from them. The Integrated Community Response Service (ICRS) supports 13- 18 year old young people in identified settings across Greater Manchester with their mental health and wellbeing delivered in partnership with Social Care colleagues, Manchester Mind, Mind in Salford and Manchester and Salford Child and Adolescent Mental Health Services (CAMHS).

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

The service has been co-created to support vulnerable young people that present with episodes of psycho-social distress and risk who need a rapid response to de-escalate their situation and support their emotional and mental health needs. The service has also been created in recognition of the fact that the current configuration of services is often unable to support these young people’s needs appropriately which can cause their distress and risk to escalate which is unacceptable for them and places increased, unnecessary pressure on acute and crisis services and has been externally evaluated by the Anna Freud Centre who concluded:

“A review of outcome data indicates they support…has enabled them (young people) to develop therapeutic relationships…providing a significant contribution to the long term resilience of young people developing positive relationships”

42[nd] Street is also part of the SafeZones project, led by Children’s Society, designed to support young people as they step down from crisis support offered by Rapid Response Teams with a view to reintegrating these young people into the community and support available to them to prevent future escalation and crisis.

Groups-CONNECT

We offer a variety of therapeutic group work opportunities which include Dealing with Anxiety and Depression Group and TC42 - a group using the Democratic Therapeutic Community approach.

Our identity based groups include a young women’s peer support; groups- both face to face and digital, to support Lesbian, Gay, Bisexual Trans and Questioning (LGBTQ+) young people; work with young people with Learning Disabilities and Autism/Asperger’s in Trafford;

Kieran’s Getaways are a key element to our programme enabling young people to literally get away either to experience something completely new, to recharge and relax, or to learn new skills and socialise. Kieran’s Getaways are made possible as a result of the money raised by Kieran Raiswell Crump’s family, friends and community in his memory.

Groups- CAMPAIGN

Giving young people voice and influence is another critical part of our approach and programme at 42[nd] Street; the Charity believes that active participation and involvement of young people helps to promote resilience and recovery and also informs the type of services required to best meet the needs of young people. Genuine participatory approaches contribute to safeguarding young people using services by giving them different ways of voicing concerns and raising problems. It also most importantly gives young people the opportunity to develop new life skills. This ethos is embodied in our Peer Ambassador programme, Peer Research projects, Q42 project (led by LGBTQ+ young people), Cloud 42 (led by care leavers); Film 42 (led by black young men and as part of the Youth Combined Authority supporting the BeeHeard group.

These groups of young people are trained to build on their own experiences and knowledge around young people’s mental health and emotional wellbeing. Through robust research, for example peer research around Youth Loneliness, in the Orthodox Jewish Community in Salford and with young black men and care leavers, the young people help to shape local, regional and national thinking around service design and public policy. As experts by experience the young people help to shape services, for example the Greater Manchester Crisis Care Pathway and the development of SafeZones . Our creative programme is also an opportunity for young people to tell their stories to new audiences, reduce stigma and challenge opinions attitudes and behaviours.

Groups- CREATE

42[nd] Street has a long history of incorporating arts and creativity into our approaches and engagement with young people and over the last few years we have strengthened this offer and developed a bespoke venue/gallery and programme. The Horsfall is a unique programme and gallery/creative space for young people that explores the power of using creativity to supporting young people’ mental health and wellbeing in its broadest terms. We believe supporting a Creative Life, helps with processing experiences, realising ideas and amplifying the voices of young people on aspects of life and society that matter to them.

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

Key elements of the work include

•  Working in partnership with young people to ensuring our work is totally youth focused and youth led.

•  Bringing a unique trilogy of professional artists, alongside young people’s talents and experiences, alongside 42[nd] Street’s mental health and engagement expertise to create amazing, collaborative, game changing art.

• Providing unique opportunities in a gallery (maybe the only one in the world) exclusively dedicated to young people’s expression.

• Offering tailor made inclusive support at any point in a young person’s creative and wellbeing journey.

• Working with researchers to better understand the benefits of creativity on young people's mental health, wellbeing and sense of self.

• Providing a gateway for young people to work into the creative industries and the health and social care workforce.

• Sharing our learning and understanding and promoting youth led creative methods locally, nationally and internationally.

Partnership working -Training programmes for professionals, parents and young people.

42[nd] Street offers a wide range of training packages to front –line professionals, parents/ carers and wider stakeholders that are interested in improving their understanding, approaches and strategies for supporting young people’s emotional wellbeing and mental health. This approach is being scaled up across Greater Manchester and nationally.

Partnership working - Collaboration

Throughout our 40-year history 42[nd] Street has always recognised the strength of partnership working and collaboration and over recent years has been instrumental in bringing cross sector, specialist, community based partners together to co-create, co-deliver, increase capacity and resource and deliver impact at scale. Notably this approach has included:

•  The development and now mainstreaming of the Integrated Community Response (ICR) service with VCSE, social care, education and CAMHS colleagues -working with young people and families in high levels of distress in Salford and Manchester. This model was externally evaluated by the Anna Freud Centre and we are planning to replicate the approach as part of the wider Crisis Care Strategy.

•  The Greater Manchester Mentally Healthy Schools and Colleges Programme- originally brought 7 local and 3 national charities together to support over 150 schools and colleges to deliver a whole schools whole community approach for mental health and wellbeing to children, young people and their families. This programme continues to shape the national approach to the Mental Health in Education DfE Programme of which 42[nd] Street is a key partner.

•  The Horsfall Programme, training and working with both emerging and established artists to deliver creative projects to explore and tell the stories and experiences of youth isolation and loneliness, young carers, autistic young people, care leavers and young people experiencing a variety of mental health issues and diagnoses.

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

42[nd] Street is keen to embrace the findings of the recent report “Rebalancing the Relationship” published by NCVO, ACEVO and Lloyds Bank Foundation in February 2021. The report states,

“ A strong voluntary sector ecosystem requires individual organisations to not only recognise and value their strengths, but to recognise and value the strengths of others.”

We are a key partner in the Greater Manchester VCSE Leadership Group that produced the Memorandum of Understanding (MoU) with the Greater Manchester Health and Social Care Partnership signed in May 2017. The MoU sets out a way for the VCSE sector to be better engaged and linked in with the Health and Social Care devolution agenda in Greater Manchester both at a strategic level and within each of the 10 local authority areas. The Leadership Group have also developed a VCSE Policy Position Paper which sets out a long-term ambition for the VCSE sector in Greater Manchester.

It describes a future role equal to those of the state and business and sets out what our sector could bring to Greater Manchester people and communities and what to do to enable it, including investment . 42[nd] Street’s CE continues to play a critical role in the embodiment of this work as the chair and system lead of the Greater Manchester VCSE Mental Health Leadership Group. This collaboration of leaders is driving:

•  Reduced mental health inequality for people across Greater Manchester

•  A transformation in system leadership across Greater Manchester

•  Mechanisms that meaningfully listen to and empower service users/experts-by-experience

•  Co-created integrated and holistic care that recognises difference and complexity, balancing clinical and non-clinical approaches

•  Radical changes in commissioning

During the COVID-19 pandemic we have seen this collaboration go from strength to strength, enabling sector organisations of all sizes to collaborate quickly, willingly and effectively to get people the help they needed and continue to need. We have been able to galvanise a more unified sector voice for influencing investment and service priorities and begin to address some of the widening inequalities exposed during the pandemic. We enabled a variety of VCSE charities to come together to access additional funding, share resources and increase support for BAME communities, young families, young carers, care leavers, extended delivery hours and building online digital capacity for young people.

42[nd] Street is in a strong position to consolidate our role in finding collaborative approaches to tackle complex and systemic social issues, empower communities and young people and put them at the heart of decision- making. Our generous, transformational, system leadership approach- with a focus on impact over organisational gain- will continue to strengthen the sector, avoid unnecessary competition and focus on creating an environment that ensures a range of good organisations can best meet the needs of our young people .

We also know there is most impact when we “work with” rather than “do to” our young people and therefore we will focus on partnership working with communities and people with lived experience so that they can shape their own support; to shift power to communities and young people, we need a diverse ecosystem of organisations of all types and sizes to play their part, playing to strengths and maximising our resources and impact. “Rebalancing the Relationship” suggests five key questions every leader and individual should consider to improve how their organisation works with others that 42[nd] Street will be adopting:

1. Power. What advantages does my organisation have compared to others, and how can we level the playing field? How can we support organisations led by marginalised groups and communities?

2. Empathy. What are the challenges other organisations of different types and sizes face? What do other organisations do better than us? What are the challenges and values we have in common?

3. Honesty. How do other organisations, and people who work for them, experience working with us? How can we make them feel comfortable to have an honest conversation with us?

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

1. Communication. Do others know we want to work in partnership and how we approach partnership working?

2. Impact. How are the people we serve supported by other organisations? How can we work with other organisations to centre the people we serve and coproduce services? How can we prioritise impact above organisational interest?

Key Service Outputs

Key Service Outputs.

In 2020/21 4975 young people sought support from 42[nd] Street’s compared with 5226 in 2019/20.

This includes 673 young people that registered on our online platform in 2021/22 over the pandemic, compared to just 67 in 2020/21.

Throughout the pandemic and as restrictions altered, 42[nd] Street continued to deliver a blend of remote, online and face to face, one to one work and group work and listened and responded to the expressed and identified needs of young people from across Greater Manchester, particularly those that were disproportionately impacted as a result of isolation, poverty, crowded housing, Black Lives Matter, trauma and attachment issues, digital exclusion and exploitation.

The figures below show a breakdown of young people that engaged with 42[nd] Street’s support over 2020/21.

Activity	Sessions	YP
Assessment	1171 (732)	841 (523)
Counselling Sessions	2794 (3675)	294 (478)
Psychosocial	3730 (4799)	417 (619)
IAPT	922 (3024)	252 (504)
ICR	2117 (1232)	209 (353)
42nd Street (EMHP, MHP, Private)	1400 ((1232)	195 (266)
Partners (EMHP, MHP)	2291 (3163)	344 (587)
Engagement Work	1083 (511)	215 (289)
Online Sessions	2222 (298)	275 (72)
Women’s Group	45 (42)	13 (29)
Q42	71 (47)	16 (37)
Movement To Feel Good	50 (34)	14 (18)
Creative Agents	59 (56)	18 (27)
Creative Collective	12 (7)	61 (37)
Harpurhey Peer Ambassadors	6	9
Lockdown to Open Up	9	26
Peer Ambassadors	46 (55)	8 (24)
Stockport Care Leavers	6	8
Wellbeing and creativity	5	50
TC42	54 (46)	7 (15)
UTC42	20 new	11 new

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

Digital pizza	3	4
Rio Ferdinand–Worth My Wellbeing	16	28
Click & Connect	20	32
GMYN Hidden Talent YP Forum	1	8
Wigan & Leigh College-Consultation	1	70
Oldham 6th Form-Consultation	1	70
Stockport College Student Conference	1	300
Trafford College Student Conference	1	500
Past, Present and Future	25	12
Cloud42	8 (9)	10 (5)
Triangles	48	8
Changemakers	48	29
Jet42	48	18

Training Events

31 Events (25) to 809 participants (563). Training delivery included working with young people who self harm, common mental health problems, with artists and the cultural sector and LGBTQ+ training.

Workshop Title	Participants
Online Support	15
Online Support	15
Online Services–Learning and Recommendations	50
Online Support	15
Learning from Online Support, an Overview	25
Young People’s Rights–Employment and Mental Health	12
LGBTQ+	12
Online Safeguarding	25
Online Safeguarding	20
Mental Health Training for Artists	15
Using Online Platform for group work with young people	4
Mental Health Training for Artists-i-Thrive	24
Open Minds (Barings Foundation)	80
Trauma Informed Youth Work	17
Trauma Informed Youth Work	17
Boundaries and Self Care	20
Boundaries and Self Care	20
Arts and young people's MH (Create Paisley)	70
Working with Young People Online	12
Common Mental Health and Wellbeing Issues	24
Working with Young People Online	7
Working with Young People Online	15
Working with Young People Online	18
Mindfulness	87

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

Integrating Arts Practice within a Mental Health Service	16
Self-harm	21
Attachment & Adverse Childhood Experiences (ACEs)	8
Trauma and De-Escalation (Leaving Care team)	17
LGBTQ+	25
Wellbeing	23
Common Mental Health and Wellbeing Issues	80

One to One

• Assessment sessions and number of young people being assessed have considerably increased in 2020/21. This can be explained in terms of a significant increase in young people registering online, all assessments taking place remotely during the pandemic. These increases are also balanced out by a decrease in the ongoing sessions being taken up at the beginning of the pandemic, enabling more young people to be assessed that has been waiting on our lists before the pandemic as explained below.

• There has been a decrease in the number of young people and sessions that we have supported through counselling and psychosocial support remotely or face to face and, in total we supported 711 young people compared to 1079 young people in 2019/20. The average number of sessions increased from 7.7 to 9 sessions, which reflects the complexity and ever changing restriction situation over the year. Also the reduction in these numbers is offset by the increased online support rising from 275 sessions to 2228 sessions and from 72 young people to 298 young people averaging 7.5 sessions

• IAPT sessions and numbers of young people also decreased which reflects the initial difficulties in delivering this therapeutic service remotely and a reduction in referrals from partners in the initial staged of the pandemic. The rates increased in the second half of the year.

• ICR sessions increased considerably in 2020/21 as this short term de-escalation model was incredibly important for vulnerable young people during the pandemic; the actual number of young people coming into the service decreased but the intensity of support increased dramatically with young people needing an average of 10 sessions compared to 4-5 in the previous year. Similarly engagement work has considerable intensified as young people required support in addition and in advance of their ongoing work and additional support at screening

• Activity in schools increased slightly for 42[nd] Street as we took on more schools this year, whilst some partner arrangements ended. The increased number of average sessions with each young person – rising from 4/5 to 7, also reflects the complexity of the engagement over the last year throughout the pandemic and variations in restrictions

GROUPS

Groups continued to operate online for the majority of the pandemic with some groups returning to Face to face as early as September 2020 due to their need to reconnect. Most groups reduced in number but the sessions remained consistent. The Creative Programme via The Horsfall has also introduced new elements to their work over the last year to ensure young people had support and opportunities for connecting and self-expression and therefore saw an increase in the numbers reached. Changemakers also went from strength to strength over lockdown despite limitations on face to face work.

Training and events were also attended by an increased number – due to the ease of online training and the need for specific elements of our work iver th pandemic

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

Demographics

A demographic breakdown of young people accessing individual therapeutic support and group work programmes.

Area	Count	%	2019/20
Manchester	1600	37.0	48.5
Salford	699	16.1	27.0
Trafford	553	12.8	17.8
Tameside & Glossop	131	3.0	3.0
Unknown	1280	29.6	3.0
Stockport	20	0.5	0.1
Bolton	14	0.3	0.1
Heywood, Middleton and Rochdale	8	0.2	0.1
Wigan & Leigh	3	0.1	0.1
Bury	14	0.3	0.2
Oldham	7	0.2	0
Gender Identity	Count	%	2019/20
Female	2043	47.2	62.9
Male	863	19.9	34.1
Gender Queer / Non-Binary	54	1.2	1.0
Trans Male	35	0.8	0.8
Other gender identity	8	0.2	0.3
Trans Female	12	0.3	0.3
Prefer not to say	11	0.3	0.1
Unknown	1299	30.0	0.6
Questioning / Not sure	4	0.1	0

Age at Referral	Count		%	2019/20
11-12.	147		3.4	5.3
13-15.	1100		25.4	42.7
16-19.	1127		26.0	33.8
20-25.	675		15.6	17.4
25-28	1280		29.6	0.1
Unknown	147		3.4	0.7
Ethnicity	Count		%	2019/20
BAME (Inclusive of White Irish and other)	798		18.4	25.5
White British	2019		46.6	66.9
Prefer Not To Say	107		2.5	2.2
Unknown	1404		32.4	5.5

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

Disability		Count	Count	%		2019/20
Not Disabled		1690		39.0		63.5
Disabled		488		11.3		16.4
Prefer not to say		415		9.6		5.5
Unknown		1736		40.1		14.6
Sexuality		Count		%		2019/20
Heterosexual		1261		29.1		43.3
Unknown		2299		53.1		28.6
Bisexual		270		6.2		7.6
Other LGBQ+		77		1.8		2.2
Lesbian		59		1.4		1.2
Gay		59		1.4		1.5
Prefer Not to say		195		4.5		9.4
Person asked and does not know or is not sure		109		2.5		6.2
Religion and Belief		Count		%		2019/20
Unknown		2382		55.0		36.7
None		1035		23.9		33.2
Christian		235		5.4		9.6
Not Stated		502		11.6		14.8
Muslim		113		2.6		3.8
Other		31		0.7		1.2
Jewish		12		0.3		0.3
Buddhist		6		0.1		0.2
Hindu		4		0.1		0.1
Sikh		2		0.0		0.1
Pagan		7		0.2		0.0
Are you a young carer for a parent/carer or family members?	Count			%		2019/20
No	2382			55.0		73
Not Stated	1035			23.9		5
Yes	235			5.4		6
Unknown	502			11.6		16
Relationship Status	Count			%		2019/20
Not Stated	2176			50		11.8
Single	317			7		76.8
Unknown	1822			42		10.8
Married/Civil Partner	0			0		0.1
Separated	0			0		0.0
Divorced/Dissolved Civil Partnership	0			0		0.0
Not Stated	0			0		0.3

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

Housing status	Count	%	2019/20
Unknown	2579	59.6	54.3
With family	1470	34.0	37.3
Own/rented accommodation	219	5.1	6.9
Residential Care (Over 16)	39	0.9	0.8
Residential Care (Under16)	6	0.1	0.2
Homeless/in housing need	12	0.3	0.3
Prefer not to say	4	0.1	0.2

Employment/Education status	Count	%	2019/20
Unknown	3047	70.4	53.5
School	656	15.2	23.8
Student FE	217	5.0	7.2
Student HE	145	3.3	4.0
Employed	102	2.4	3.8
Unemployed	52	1.2	1.9
Not in education/Employment/Training (Under 19s / NEET)	41	0.9	1.4
Unable to work/long term mental health / health / disability	31	0.7	1.4
Alternative Education Provision(U16)	24	0.6	2.2
Training	10	0.2	0.4
Prefer not to say	4	0.1	0.2

Experience of Care	Count	%	2019/20
Not applicable	1317	30.4	42.5
Unknown	2931	67.7	55.3
In care	47	1.1	1.1
Care leaver	30	0.7	0.9
Prefer not to say	4	0.1	0.2

Quality Standards

42nd Street recognises that our data is an essential asset required to provide appropriate patient care, and that this asset needs to be held securely. We have achieved level 2 statuses in Information Governance ensuring that we comply with the NHS standards and overarching rules and regulations that allow the organisation to hold, store and utilise patient data through a legal framework governed by legislation. The charity is a member of the Information Commissioners Office (ICO), the UK’s independent authority set up to uphold information rights in the public interest, promoting openness by public bodies and data privacy for individuals.

42[nd] Street is contracted to provide mental health services to young people through NHS and Local Authority commissioning arrangements in Manchester, Salford, Trafford, Tameside and Glossop and the Greater Manchester Partnership and produces extensive, quarterly/bi-annual and annual monitoring reports which are submitted to commissioners locally and nationally with review meetings occurring on a regular basis. We have a long history of reporting to a variety of stakeholders and funders and have recently worked with an external consultant to pull together a holistic outcomes framework to capture the diverse programme and inter-related impact of our programme seen in the diagram below.

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

42[nd] Street also ensures that young people are able to feedback their experiences at all stages of engagement with the charity and shape the developments. Extensive output and outcome monitoring information is produced to assess quality and for external reporting. For example, YP-CORE, GAD-7, PHQ-9, ORS, CORS and CHI-ESQ have been integrated into the service to assess the outcomes of individual interventions

The Charity operates legally compliant policies and procedures across all aspects of the work of the organisation. Human Resource Management policies and procedures include those relating to: recruitment and selection; staff development; supervision and appraisal; personal safety etc. Organisational policies and procedures include those relating to: equality and diversity; finance; health and safety; ICT etc. Service related policies and procedures include those relating to health & safety; risk assessment; confidentiality; safeguarding (children & vulnerable adults), working with self-harm & suicide risk; case recording; complaints etc

All staff across the Charity have regular line management supervision and staff working with young people also receive external ‘clinical supervision’ to provide support but also ensure the quality of their work. A duty management system is in place as part of clinical governance arrangements. There are regular mandatory training events to ensure professional competence and development.

42nd Street has robust, NHS audited safeguarding/child protection/Serious Untoward Incident policies and protocols in place and all staff are fully inducted and trained in these. All staff complete enhanced DBS checks which are renewed regularly and shared with relevant partners e.g. schools. We have an experienced and trained Safeguarding Team, which is flexible in times of crisis e.g. during the pandemic. Our model embraces all approaches across the organisation including group work, face to face work and online work and is designed to be young person centred and to protect and manage staff. Escalation are clear including processes to inform alert the board for more serious incidents. We have robust risk assessments built into all levels of delivery and ensure that all staff receive the relevant internal and external training commensurate with their position, their exposure to safeguarding issues across the charity and to keep them safe.

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

Key achievements over the year :

42[nd] Street has, like so many other organisations, pulled together over the last year to continue to support young people throughout the pandemic; the whole team have been agile and responsive to the changing needs of the charity, ways of working and have shown huge resilience dedication and support for one another.

In the early stages of the pandemic the ICR team and the online team in particular adjusted their ways of working to support the wider workforce as we expanded our online support and adjusted our safeguarding and risk management processes over lock down.

Mental Health Practitioners adapted to the new ways of working remotely and developed their online and remote working skills to ensure that vulnerable young people were still supported despite the difficult logistics and altered therapeutic relationships. 42[nd] Street had just soft launched our co-created online platform offering synchronous and asynchronous text based support for young people when the pandemic hit and over the course of the year we have integrated and developed these ways of working so that all staff can support people either face to face or online and that we have the choice of telephone, video or text based support alongside the face to face delivery.

As registrations have increased dramatically to the online support over COVID-19 we have also trained up 35+ practitioners from other VCSES organisations so that they can support the surge in demand and take these skills bac to their own organisations. The online work is also being externally evaluated by Health Innovation Manchester/ARC with young people as co-evaluators with a report due in Q2 2021/22.

The Group work, social action and creative teams continued to support young people online throughout the pandemic. This has included training our Change Makers to be able to support other young people as they navigate the health and social care system and Cloud 42- our Care leavers group interviewing other care leavers to produce a report and recommendations about care leavers experiences pre and during the pandemic in relation to mental health services. The team ran a digital festival – The Future is Ours, pairing young people up with artists digitally, producing and sharing work celebrating young people and sharing their experiences through photography, music, visual arts, zines, poetry and film. The Horsfall team also supported over 1,000 young people in the Orthodox Jewish Community by providing creative packs and opportunities for these young people to take part in collaborative projects whilst being isolated from one another in their communities.

Despite challenging circumstance 42[nd] Street has managed to continue to support the 42[nd] Streets work in the Orthodox Jewish Community in Salford made possible by a grant from Salford CVS to develop and deliver a bespoke accredited, quality assured, mental health and youth work training course with community practitioners from schools and community groups. 42[nd] Street has employed a small team from across the community to lead on this training and has continued to support 20+ community members – male and female to attend the course which will continue into 2021/22

The Kieran Fest family and friends continued to raise money as Pete Britton cycled 2000km, the distance of Madrid to Manchester to raise nearly £4,000 in memory of Kieran Crump Raiswell.

The Comms and Marketing team have worked incredibly hard with young people over the last year to develop a new bespoke website to be launched in 2021/22. Young people have been involved in the design and content of the site which will integrate our various portals and introduce online referral options, group work referral options and a “bot” trained by young people to help young people to navigate the site and to answer their questions.

42nd Street has worked hard to continue to develop our Improved Access to Psychological Therapies (IAPT), working with partners across Manchester to develop an integrated pathway and referral route and internally recruiting and supporting 2 practitioners to complete the High Intensity CBT course.

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

42[nd] Street has been a leading organisation in the Greater Manchester Response to the pandemic, working alongside statutory and VCSE colleagues on a daily basis to ensure that intelligence about the potentially hidden impact of the Pandemic was/is having on the lives of children young people and families was understood and responded to. This approach has secured additional funds for BAME communities across GM, enabled the set up of a Bank process to support staff across the sector to meet the shifting demands and surges of need across Greater Manchester, support young carers, young families and care leavers and we have been able to influence the Community Mental Health Transformation agenda and developing ICS agenda across Greater Manchester and in localities.

In 2020/21 42[nd] Street’s work in schools and colleges continued to expand as a result of being art of the Mentally Healthy Schools and Colleges Programme and the roll out of MHiE DfE programme.

Financial Review

42[nd] Streets financial performance in 2020/21 shows an increase in net income for the year from £352,818 to £536,652. Total reserves at year end are £1,803,628 made up of £1,040,425 restricted funds and £763,203 of unrestricted funds. Our total income for 2020/21 increased from £3,147,035 to £3,716,817 an increase of £569,782.

The increase in income for charitable activities from £2,951,546 to £3,450,191 was due to a net increase in CCG funding c£435K due to increased income being secured in Salford and Trafford and some of the funding for schools and colleges previously paid through Wigan being absorbed into the Manchester, Salford and Trafford contracts.

The charity also experienced fluctuation in trust and foundation grants, with some ending including Youth Access, Albert Gubay, Arts Council, Co-op Foundation, MACC, MMU, and QE Belfast; some being reduced including BBC CiN, THT, DFHSC and some new areas of work including work in the Orthodox Jewish Community funded by Salford CVS, increased contracts with schools directly, Barnardos, Children’s Society and We Love Manchester.

The board has agreed designated funds of £415,564 broken down as below

• £8,525 for Kieran’s Fund funding carried forward that is raised by a community group in memory of their son Kieran Raiswell Crump and the allocation of the funding in agreement with the family for specific purposes over the course of the year, including Kieran’s Getaways. This is expected to be spent in 2021/22.

• £330,578 as unrestricted reserves as identified by the reserves policy. This is ongoing and will be spent in the event of winding up of the charity.

• £76,461 to mitigate the impact of COVID-19 to specific projects including Jet 42, TC42, Young Women’s Group and Q42.

This leaves £347,639 of unrestricted general funds.

The total fixed asset at year end is £1,132,136 however there are long term liabilities totalling £729,242, which when offset leaves £402,894 as the total that can be realised on winding-up.

Reserves Policy and going concern

Unrestricted funds including those invested in fixed assets total £763,203.

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

The board of trustees has agreed a reserves policy in light of the main risks to the charity. It has calculated that the total reserves held by the charity should be £977,896. However, as all mental health practitioners and projects and a proportion of core costs are paid through targeted contracts and grants, three months (also the agreed wind up time) would be covered from restricted reserves amounting to £647,408. Therefore, the charity requires £330,578 of unrestricted reserves to cover the remaining anticipated costs in the event of a wind up of the charity broken down as below:

1. 3 Months Salaries £115,638

2. 3 Months Other Core Costs £14,368

3. Redundancy Costs £170,572

4. Unexpected Building Costs £15,000

5. Miscellaneous Costs e.g. legal fees £15,000

At year end the total net assets of the Charity were £1,803,628. Of this £1,040,425 is tied up in restricted funds, leaving £763,203 as available unrestricted funds. £415,564 of these unrestricted funds is designated for future use and £347,639 is invested in fixed assets for use in the Charity. However, when adjusted overall, total unrestricted of £763,203 - total assets of £1,132,136 leave free reserves of – £368,933. The Charity therefore has a shortfall in free reserves in comparison to the targeted free reserves of £330,233 and will continue to endeavour to increase unrestricted funding over medium term to address this imbalance.

The board is satisfied that in its current position this apparent negative figure does not represent any risk to the charity as funds could be raised from the equity in the building should they be required.

Fundraising

Fundraising does not engage in any public fundraising, we do not employ a professional fundraiser but absorb these duties in to the work of the wider team, and in particular the Senior Management Team.

No person acting on behalf of the charity has been subject to an undertaking to be bound by any voluntary scheme for regulating fund-raising, or any voluntary standard of fund-raising, in respect of activities on behalf of the charity.

We have never received any complaints about activities by the charity or by a person on behalf of the charity for the purpose of fund-raising;

42[nd] Street therefore feels that the charity has no fundraising activities requiring disclosure under S162A of the Charities Act 2011.

Plans for the future

Over the past year we have co-created a new 3 Year Business Plan, with young people, our own workforce, our Board of Trustees and partners with a refreshed vision, mission, social objectives and business objectives. We have created Position Ambition Learning/Leading/Listening (PAL) Plans for all aspects of the charity including:

•  Equality Diversity and Inclusion

•  Workforce Development

•  Safeguarding

•  Risk Management

•  Operations and Quality

•  Monitoring, Evaluation and Research

•  Marketing and Communications

•  Finance and Fundraising

•  Digital

•  Delivery

•  Partnership working  Training

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

We are still operating in response to COVID-19 and anticipate increased demand in the coming year and in complexity and acuity and are discussing mechanisms for managing the demand with colleagues and partners. particularly There are also huge changes planned in relation to the national and local Health and social care infrastructure with OCS arrangements coming into operation in October 2021. 42[nd] Street and the wider VCSE are currently involved with these developments but it is unclear yet how they will impact on the charity and the wider sector, creating uncertainty, insecurity and shorter term planning and management. There are also unknown consequences of the state of flux of political, social and financial environment, both the public and voluntary sectors continue to face significant challenges greatly influenced by COVID-19, the Long Term Plan for the NHS and mental health service, the political and ideological responses of government, the impact of the financial crisis and Brexit. Therefore, there are real opportunities and threats to existing operational and financial arrangements across the conurbation.

The Charity is entering 2022/22 with a larger reserves figure than previous years due to last minute funding being available at year end, but this will be largely spent in 2021/22. There have been some areas of work that we have not been able to access funding for during the pandemic, but are critical for the charity, these include, TC42, Jet 42, the young women’s group and Q42. We have therefore designated some reserves to these projects but there is an urgency to raise money for these projects in 2021/22. There are also further funding streams ending in 2021/22 which we need to secure funding for including The Horsfall and the online work. With the inevitable and intense conversations around recovery plans, expected surge plans and “building again better” as we manage the impact of COVID-19, we are chartering new waters and will need to continue to be agile and aware as we develop as a service within a complex infrastructure. We are discussing how we can position ourselves to ensure we meet the existing and emerging needs of young people with a keen eye on the developments of online work, the role of arts and culture (and social prescribing) and the necessity to recognise and respond to health, social and economic inequality and the compounding impact on young people’s mental health and wellbeing.

Key areas of work for next year include:

The continued development of our EDI plans, strengthening the work already taking place with Film 42, Cloud 42, Changemakers our work on the Orthodox Jewish Community and our broader social action programme and our creative programme-The Horsfall and setting up an independently chaired EDI Steering group.

Completing the work with Health Innovation Manchester to evaluate our online work pre, during and post COVID19 with a view to widening our reach and developing and supporting the workforce and operations to deliver a hybrid service that meets young people’s needs over the coming years

Developing and embedding our ICR and SafeZones model to address the step and step down support required within the Crisis Care pathway and to support more vulnerable young people via the Violence Reduction Unit Funds

Continuing to strengthen the partnership and collaboration to deliver the GM “blended” model for Education Support Teams within schools and colleges and supporting young people as they transition out of education and into young adulthood.

Working in collaboration and partnership to ensure the IAPT offer in Manchester remains inclusive and accessible.

Implementing a new workforce Development Framework.

Strengthening the voice of young people and the VCSEs in local and GM infrastructures and decision making and 42[nd] Street’s own accountability to young people.

Testing the national standards for the 4 Week Wait and supporting the development and implementation of meaningful cross sector measures locally and nationally.

Stabilising and managing waiting times against a back drop of a surge of new referrals

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

Structure and Governance

The Board of Trustees has overall responsibility for the Charity. In conjunction with the Chief Executive and Senior Management Team the Board spearheads the strategic direction of the Charity and key budgetary considerations. The Chief Executive with the Senior and Service Management Teams interprets the strategic direction and acts on decisions at an operational level. The Administration and three fieldwork teams assist the management team to deliver its operational priorities.

Appointment of Trustees

Members of the Board of Trustees are elected and co-opted according to the Constitution and under the terms of the Memorandum and Articles of Association. The elections on to the Board take place on an annual basis at the Charity’s Annual General meeting. All trustees offer their services as volunteers and do not receive any payment for their time and commitment.

Trustee Induction and Training

On joining the Board new trustees have an opportunity to meet with the Chair / Deputy Chair of the Board and the Chief Executive of the Charity. All trustees receive a Trustees Handbook that contains all relevant documents /policies related to their role as trustees. On-going training and development if required is available external to the organisation.

In 2019/20 we also held a number of Development days for the board in order to strengthen our collective understanding and ways of working.

Key Management Personnel Remuneration

42nd Street pays all staff on the NJC scales, the local government pay scales, which are extensively used in the voluntary sector. The scales are set as a result of negotiations between trade unions (Unite, Unison and GMB) and Local Government Association. 42nd Street pays its entire staff the National Living Wage.

Scales within the service are: (these scales were revised and implemented in 2020/2021)

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

Caretaker- 7-11 Receptionist 7-11 Administration 12-17 Senior Administration 18-25 Fieldworkers 18-28 Senior Practitioners 27-32 Managers 32-38 Senior Managers 40-46 CEO 54-59

All staff increase an increment each year until they reach the top of their scale and newly recruited staff will be offered the scale nearest or slightly higher to their previous salary on receipt of their last wage slip. If their previous salary was higher than the top of the pay scale being offered then the post-holder would be offered the salary at the top of our scale. All decisions are made at a Senior Management Level and decisions about senior management roles would rest with the Trustees.

Responsibilities of the Board of Trustees

The directors are responsible for preparing the Directors’ Report and the financial statements in accordance with applicable law and regulations.

Company law requires the directors to prepare financial statements for each financial year. Under that law the directors have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards) and applicable law.

Under company law the directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the company and the group and of the profit or loss of the group for that period. In preparing these financial statements, the directors are required to:

•  Select suitable accounting policies and then apply them consistently;

•  Make judgments and accounting estimates that are reasonable and prudent;

•  Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the company will continue in business

The directors are responsible for keeping adequate accounting records that are sufficient to show and explain the company’s transactions and disclose with reasonable accuracy at any time the financial position of the company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Provision of information to auditors

Each of the persons who are directors at the same time when the Directors’ report is approved has confirmed that;

•  So far as that director is aware, there is no relevant audit information of which the company’s auditors are unaware, and

• That director has taken all the steps that ought to have been taken as a director in order to be aware of any information needed by the company’ auditors in connection with preparing their report and to establish that the company’s auditors are aware of that information.

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

Public Benefit

Reflective of the Charity’s objectives (see Constitution) 42nd Street deploys all of its resources to support young people aged 11-25 years with their emotional well-being and mental health, promoting choice and creativity. We champion young person-centred approaches that demonstrate local impact and have national significance. We offer free and accessible advice, care, advocacy, group work and a creative programme that improves well-being and recovery, increases opportunities for young people to shape their own care and influence change, improves and increases inclusion and accessibility to appropriate services and support whilst increasing awareness and reducing stigma.

The Directors confirm that they have referred to the guidance in the Charity Commission’s general guidance on public benefit when reviewing the Charity’s objectives and aims and in planning future activities for the year.

Risk Management

During covid-19 in the financial year 2020/21 the board felt it important to implement new ways of managing risk and accountability. Board meetings moved to remote meetings attended by those able to make them (some trustees were ill and some Trutsees have day jobs that required their services to support the response to the pandemic) a sperate risks register was developed and these informed discussions at meetings which took place fortnightly in the early stages of lockdown and returned to monthly from September 2020 onwards,

Prior to lockdown the board decided to remove the risk and finance sub-group as all board members wanted to have equal sight of finances and involved in financial decisions, therefore no risk and finance sub group operated over 2020/21.

The risk register detailed below is the wider organisational risk register and will be reinstaed in 2020/21

42[nd] Street has developed a risk register to manage the risk for the charity, the key features of which are outlined below which are reviewed by the Board at regular quarterly intervals. As stated above we also developed a Risk Register specifically to cope with the changing demand on the service during COVID-19 which has been discussed regularly with the board throughout Lock-down

Current risks identified and managed are:

1. Short-term funding cannot be renewed, core funding will be depleted and new sources cannot be found and/or there are cuts to statutory funds, increased competition forcing 42nd Street to downsize/make redundancies and lose capacity

Mitigation

We continue to maintain good relationships, deliver our targets and outcomes and report on work with all of our current donors/funders which should lead to renewed contracts in 2021/22 and beyond and mainstreaming of current non recurrent funding. We have plans to renew funding streams for grants/foundation grants that completed within next financial year and mitigation plans if we cannot replace them. COVID-19 has impacted on some income strands, but we successfully secured emergency grants and will be applying for longer term funding as it becomes available

1. Our service standards do not meet our own or local, regional and national expectations e.g. unacceptable waiting times, poor feedback from service-users, indicating poor outcomes for young people, increasing risks for contracts/funding and a negative impact on our reputation

Mitigation

We have confidence and a strong track record of delivering high service standards; Demand has increased in some areas over the pandemic and we expect increases into the next financial year and supply/resourcing/funding has not kept up with this in some areas leading to increases in waiting times. We are mitigating this by making the case to funders for the need for increases in resource, improving our internal systems to reduce waiting times,

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

being part of the national 4Week Wait pilot. We have introduced more group work/creative programme and easier referral processes for these opportunities as an alternative way to engage with 42nd Street, developing bespoke work with key cohorts and stakeholders e.g. the ICR project (although this may not impact on waiting times directly). We are part of local and GM system wide conversations about the integrated response to surges in demand.

1. The charity is unable to respond to and influence the changing external political, funding and health and social care environment, and is therefore unable to remain relevant, compete for contracts and access funding causing a reduction in services available to young people.

Mitigation

The current Executive and Managers are well networked locally, regionally, through the Devolution governance structures and at a modest national level and although this is time consuming and can distract key staff away from supporting direct delivery, we will continue to balance this as a service priority. The Board will continue to look at their role and Terms of Reference and ensure that they contribute to this agenda as ambassadors, catalysts and connectors for 42nd Street. Young people from 42nd Street will continue to be represented at key fora to ensure that young people’s voices are represented and shape policy and practice. The opportunities afforded by The Horsfall to raise 42nd Streets profile locally regionally and nationally will be capitalised on through our marketing and social media plan. We have played a critical role in the COVID-19 response at a local and GM and national level

1. We do not have sufficient financial arrangements, processes, protocols and infrastructure in place to ensure the smooth running of the charity, avoid fraud and meet the requirements of the Charity Commission.

Mitigation

We have a robust annual, external audit which highlights concerns and areas for improvement, which are signed off by the Board and monitored against. We have an experienced and skilled Finance Manager and Finance Officer, who lead and operate our financial systems to a very high standard. We implemented new financial regulations over COVID-19 that will maintain as the new ways of working for the future

1. Association with high level safeguarding/child protection/ serious untoward incidents.

Mitigation

42nd Street has robust, NHS audited safeguarding/child protection/Serious Untoward Incident policies and protocols in place and all staff are fully inducted and trained in these. All staff complete enhanced DBS checks which are renewed regularly and shared with relevant partners e.g. schools. We have an experienced and trained Duty Team, which has been adjusted to respond to the COVID-19 increased online work and to protect and manage staff. Escalation processes remain clear and robust for more serious incidents right the way through the Executive and the Board. We have robust risk assessments built into all levels of delivery and have implemented new processes during COVID-19 to ensure that all staff receive the relevant internal and external training commensurate with their position, exposure to safeguarding issues across the charity and to keep them safe and well during the pandemic.

1. Current or past service-users could accuse the organisation or individuals of error, negligence, or omissions during their practice leading to a lawsuit and/or damages being levied.

Mitigation

42nd Street has the relevant levels of insurance in place in terms of employers and professional liabilities. All mental health practitioners have regular meetings and one to one internal and external supervision to support and scrutinise practice and all new staff are subject to detailed induction and probationary periods and this has been

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42nd STREET TRUSTEES’ REPORT For the year ended 31 March 2021

strengthened during COVID-19. Any questions over practice are escalated and discussed at executive level, HR support is now provided by People Puzzles and we have worked to develop our Workforce Development Plan over the last year.

1. Adverse media impacting negatively on 42nd Streets reputation

Mitigation

42nd Street carefully considers any engagement with the media and looks for sign off at a Board level wherever appropriate. We have internal sign off on all press releases and monitor our Social media accounts carefully on a daily basis we have renewed and revised our Communications Strategy.

1. Breaches in data protection, Information Governance regulation impacting on service reputation and safety of young people

Mitigation

We have robust Information Governance and Data Protection policies and procedures in place, in line with ICO and NHS contract criteria. All staff have received and will continue to receive annual training. The Operations Manager ensures that all standards are met across the service with the support from the CE and Managers and a named champion on the Board. All systems have been fully operational remotely during COVID-19 with no issues

Investment Policy and Performance

The Board of Trustees has considered the most appropriate policy for investing funds and has agreed that it is advisable to keep the funds in a secure form - on deposit at the bank and therefore accept a lower rate of return.

Auditors

Crowe U.K.LLP who have expressed their willingness to continue in office as auditors and a resolution proposing their re-appointment will be submitted to the forthcoming AGM.

Small Company Provisions

This report has been prepared in accordance with the special provisions for small companies under Section 415A of the Companies Act 2006.

This report was approved by the Board of Trustees on 04 October 2021

and signed on its behalf, by:

Ms. E Allen Chair

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Independent Auditor’s Report to the Members of 42nd Street Community Based Resource for Young People under Stress

Opinion

We have audited the financial statements of 42[nd] Street Community Based Resource for Young People under Stress (‘the charitable company’) for the year ended 31 March 2021 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement 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 charitable company’s affairs as at 31 March 2021 and of its income and expenditure, for the year 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 Companies Act 2006.

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 charitable company 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 charitable company'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 trustees are responsible for the other information contained within the annual report. The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, 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 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.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion based on the work undertaken in the course of our audit

• the information given in the trustees’ report, which includes the directors’ report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the directors’ report included within the trustees’ report have been prepared in accordance with applicable legal requirements.

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Independent Auditor’s Report to the Members of 42nd Street Community Based Resource for Young People under Stress

Matters on which we are required to report by exception

In light of the knowledge and understanding of the charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report included within the trustees’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

• adequate and proper accounting records have not been kept; or

• the financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of trustees' remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit; or

• the trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preparing the trustees’ directors’ report and from the requirement to prepare a strategic report.

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 20, the trustees (who are also the directors of the charitable company for the purposes of company law) 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 charitable company’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 liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

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.

Details of the extent to which the audit was considered capable of detecting irregularities, including fraud and noncompliance with laws and regulations are set out below.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Extent to which the audit was considered capable of detecting irregularities, including fraud

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team members. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion.

We obtained an understanding of the legal and regulatory frameworks within which the charitable company operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Companies Act 2006, the Charities Act 2011 together with the Charities SORP (FRS 102). We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items.

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Independent Auditor’s Report to the Members of 42nd Street Community Based Resource for Young People under Stress

In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charitable company’s ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exist within the charitable company for fraud. The laws and regulations we considered in this context for the UK operations were the Charities Act.

Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any.

We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within the timing of recognition of income and the override of controls by management. Our audit procedures to respond to these risks included enquiries of management about their own identification and assessment of the risks of irregularities, sample testing on the posting of journals, reviewing accounting estimates for biases, reviewing regulatory correspondence with the Charity Commission and reading minutes of meetings of those charged with governance.

Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing noncompliance and cannot be expected to detect non-compliance with all laws and regulations.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members 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 charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Michael Jayson Senior Statutory Auditor For and on behalf of Crowe U.K. LLP StatutoryAuditor TheLexicon MountStreet Manchester M2 5NT

Date 04 October 2021

Page 26

42nd STREET STATEMENT OF FINANCIAL ACTIVITIES (incorporating an income and expenditure account) For the year ended 31 March 2021

Note INCOME Donations and legacies 2 Other trading activities 3 Investment income 4 Other incoming resources 6 Charitable activities 5 TOTAL INCOME RESOURCES EXPENDED Charitable activity 7 TOTAL RESOURCES EXPENDED NET INCOMING RESOURCES BEFORE TRANSFERS Transfers 16 NET MOVEMENT IN FUNDS TOTAL FUNDS AT 1 APRIL 2020 TOTAL FUNDS AT 31 MARCH 2021	Restricted Funds Unrestricted Funds 2021 2021 £ £ 8,220 194,641 15,359 45,592 - 2,598 - 216 3,368,794 81,397 3,392,373 324,444 3,082,156 98,009 3,082,156 98,009 310,217 226,435 - - 310,217 226,435 730,208 536,768 1,040,425 763,203	Total Funds 2021 £ 202,861 60,951 2,598 216 3,450,191 3,716,817 3,180,165 3,180,165 536,652 - 536,652 1,266,976 1,803,628	Total Funds 2020 £ 90,469 100,528 1,492 3,000 2,951,546 3,147,035 2,794,217 2,794,217 352,818 - 352,818 914,158 1,266,976

The Statement of Financial Activities includes all gains and losses recognised in the year.

All activities relate to continuing activities.

The notes on pages 30 to 45 form part of these financial statements.

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42nd STREET BALANCE SHEET Company Registration Number: 2476342 As at 31 March 2021

Note FIXED ASSETS Tangible fixed assets 11 CURRENT ASSETS Debtors 12 Cash at bank and in hand CREDITORS:amounts falling due within one year 13 TOTAL ASSETS LESS CURRENT LIABILITIES CREDITORS: amounts falling due after more than one year 14 NET ASSETS 17 CHARITY FUNDS 16 Restricted Funds Unrestricted – Designated Funds Unrestricted – General Funds	£ 129,596 1,490,640 1,620,236 (219,502)	2021 £ £ 1,132,136 165,280 913,135 1,078,415 (221,375) 1,400,734 2,532,870 (729,242) 1,803,628 1,040,425 415,564 347,639 1,803,628	2020 £ 1,152,503 857,040 2,009,543 (742,567) 1,266,976 730,208 274,915 261,853 1,266,976

These accounts have been prepared in accordance with the provisions of the small companies’ regime within Part 15 of the Companies Act 2006.

The financial statements were approved and authorised for issue by the Trustees on 04 October 2021 and signed on their behalf by:

Ms E Allen Chair

The notes on pages 30 to 45 form part of these financial statements.

Page 28

42nd STREET CASH FLOW STATEMENT For the year ended 31 March 2021

___________ Cash flows from operating activities Net cash provided by operating activities Cash Flows from investing activities Interest from investments Purchase of property, plant and equipment Net cash provided by investing activities Cash Flows from Financing activities Repayment of borrowings Net cash provided by financing activities Change in cash and cash equivalents in the year. Cash and cash equivalents at the beginning of the year. Cash and cash equivalents at the end of the year. NET CASH FLOW FROM OPERATING ACTIVITIES Net incoming resources Interest from investments Depreciation of tangible fixed assets Increase in debtors Increase in creditors Net cash provided by operating activities ANALYSIS OF CASH AND CASH EQUIVALENTS Cash at hand RECONCILIATION OF NET DEBT Cash in hand and at bank Bank loan	____ £ 2,598 (5,789) (12,647) (2,598) 26,155 35,684 (20,309)	_________ 2021 2020 £ £ £ 593,343 302,467 1,492 (3,833) (3,191) (2,341) 590,152 300,126 (22,851) (12,647) (22,851) 577,505 277,275 913,135 635,860 1,490,640 913,135 2021 2020 £ £ 554,411 352,818 (1,492) 25,839 (115,992) 41,294 38,932 (50,351) 593,343 302,467 2021 2020 £ £ 1,490,640 913,135 1 April 2020 Cashflow 31 March 2021 £ £ £ 913,135 577,505 1,490,640 (766,495) 12,647 (753,848) 146,640 590,152 736,792	_________ 2021 2020 £ £ £ 593,343 302,467 1,492 (3,833) (3,191) (2,341) 590,152 300,126 (22,851) (12,647) (22,851) 577,505 277,275 913,135 635,860 1,490,640 913,135 2021 2020 £ £ 554,411 352,818 (1,492) 25,839 (115,992) 41,294 38,932 (50,351) 593,343 302,467 2021 2020 £ £ 1,490,640 913,135 1 April 2020 Cashflow 31 March 2021 £ £ £ 913,135 577,505 1,490,640 (766,495) 12,647 (753,848) 146,640 590,152 736,792

Page 29

42nd STREET NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

__________________

1. ACCOUNTING POLICIES

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

1.1 Basis of preparation of financial statements

The financial statements have been prepared 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 (FRS102) (March 2018) – (Charities SORP (FRS102)), The Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) and the Companies Act 2006.

42[nd] Street meets the definition of a public benefit entity under FRS102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note.

1.2 Company status

The Charity is a company limited by guarantee. The Trustees of the company are the Trustees named on page 1. In the event of the Charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the Charity.

1.3 Going concern

The trustees have reviewed the forecasts and budgets for the twelve months to 31 March 2022 formally and at a high level from 1 April 2022 to 31 March 2023, these have been reviewed in view of the risks to the charity that might be impacted by COVID-19 in the short, medium and longer term and are confident that the charity is a going concern.

1.4 Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the Charity and which have not been designated for other purposes.

Designated funds comprise unrestricted funds that have been set aside by the trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors which have been received by the Charity for specific purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

1.5 Incoming resources

All incoming resources are included in the Statement of Financial Activities when the Charity is legally /contractually entitled to the income and the amount can be quantified with reasonable accuracy.

Income from government and other grants, whether ‘capital’ or ‘revenue’, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

1.6 Resources expended

Expenditure is recognised when it is incurred and is reported gross of related income in the following bases:

Cost of generating funds comprises the costs associated with attracting voluntary income and the costs of other income generation.

Charitable expenditure comprises direct expenditure including direct staff costs attributable to the Charity’s activities. Where costs cannot be directly attributed, they have been allocated to activities on a basis consistent with the use of resources as detailed below.

Governance costs include those costs incurred in the governance of the Charity’s assets and are associated with constitutional and statutory requirements.

Support costs include the central functions and have been allocated to activity cost categories on the

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42nd STREET NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

__________________ basis of staff time.

1.7 Tangible fixed assets and depreciation

All assets costing more than £250 are capitalised.

Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost of fixed assets, less their estimated residual value, over their expected useful lives on the following bases:

Fixtures and fittings - 15% p.a. straight line Office equipment - 25% p.a. straight line Buildings - 1% p.a. straight line

1.8 Leasing and hire purchase

Assets obtained under hire purchase contracts and finance leases are recognised as tangible fixed assets. Assets acquired by finance lease are depreciated over the shorter of the lease term and their useful lives. Assets acquired by hire purchase are depreciated over their useful lives. Finance leases are those where substantially all of the benefits and risks of ownership are assumed by the company. Obligations under such agreements are included in creditors net of the finance charge allocated to future periods. The finance element of the rental payment is charged to the Statement of Financial Activities so as to produce a constant periodic rate of charge on the net obligation outstanding in each year.

1.9 Financial instruments

The Charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

1.10 Operating leases

Rentals applicable to operating leases where substantially all of the benefits and risks of ownership remain with the lessor are charged to the Statement of Financial Activities as incurred.

1.11 Pension contributions

Contributions to defined contribution schemes are recognised in the Statement of Financial Activities in the period in which they become payable.

1.12 Company Information

The charity is a company limited by guarantee (registered number 2476342) which is incorporated and domiciled in the UK. The registered office is The SPACE, 87-89 Great Ancoats Street, Manchester, M4 5AG.

1.13 Charitable activity

The Charity has a single charitable activity in the year. The charitable activity is the support of young people for their emotional well-being and mental health.

1.14 Critical accounting judgements and key sources of estimation uncertainty

In the application of the entity’s accounting policies which are described on pages 30 and 31, the Trustees are required to make judgments, estimates, assumptions about the carrying value of assets and liabilities that are not readily apparent from other sources. The estimates and underlying 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 on-going basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period or in the period of the revision and future periods if the revision affects the current and future periods.

In the view of the Trustees, no assumptions concerning the future or estimation uncertainty affecting assets and liabilities at the balance sheet date are likely to result in a material adjustment to their carrying amounts in the next financial year.

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42nd STREET NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

__________________

2. DONATIONS AND LEGACIES

Restricted Funds 2021 £ Unrestricted Funds 2021 £ General donations 8,000 193,050 Hardship Fund donations 220 - Kieran Fund - 1,591 8,220 194,641 Restricted Funds 2020 £ Unrestricted Funds 2020 £ General donations 3,181 83,516 Hardship Fund donations 285 - Kieran Fund - 3,487 3,466 87,003 3. OTHER TRADING ACTIVITIES Restricted Funds 2021 Unrestricted Funds 2021 £ £ Publication sales - 466 Consultancy/CSR 1,300 5,715 Mental Health Support 14,059 7,466 Training/workshops fees - 6,330 Student placements - 3,400 Secondment - 22,215 15,359 45,592 Restricted Funds 2020 Unrestricted Funds 2020 £ £ Publication sales - 11 Consultancy/CSR 146 8,090 Mental Health Support 2,500 49,525 Training/workshops fees - 1,000 Student placements - 5,900 Room Hire/Desk Space 570 100 - 32,686 3,216 97,312

Total Funds 2021 £ 201,050 220 1,591 202,861 Total Funds 2020 £ 86,697 285 3,487 90,469 Total Funds 2021 £ 466 7,015 21,525 6,330 3,400 22,215 60,951 Total Funds 2020 £ 11 8,236 52,025 1,000 5,900 670 32,686 100,528

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42nd STREET NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

__________________

4. INVESTMENT INCOME

4.	INVESTMENT INCOME
		Restricted Unrestricted			Total
		Funds	Funds		Funds
		2021	2021		2021
		£	£		£
	Interest receivable	-	2,598		2,598
		Restricted Unrestricted			Total
		Funds	Funds		Funds
		2020	2020		2020
		£	£		£
	Interest receivable	-	1,492		1,492
5.	CHARITABLE ACTIVITIES
		Restricted	Unrestricted		Total
		Funds	Funds		Funds
		2021	2021		2021
		£		£	£
	Performance Related and Capital Grants
	NHS Mcr CCG	943,395		-	943,395
	NHS Salford CCG	479,285		-	479,285
	NHS Trafford CCG	641,626		-	641,626
	NHS Tameside & Glossop PCT	67,037		-	67,037
	NHS Wigan CCG	244,197		-	244,197
	Trafford MBC	85,891		-	85,891
	Young Manchester	63,340		-	63,340
	BBC Children in Need	19,988		-	19,988
	Schools	97,592		-	97,592
	Access to Work		6,397		6,397
	We Love Manchester	14,247		-	14,247
	Rio Ferdinand Foundation	4,797		-	4,797
	Trafford Housing Trust	5,389		-	5,389
	Salford Community and Voluntary Services	102,341		-	102,341
	Salford City Council	7,446		-	7,446
	Garfield Western	-	75,000		75,000
	Comic Relief	80,753		-	80,753
	GMCA	20,000		-	20,000
	Dept of Health and Social Care	116,555		-	116,555
	Paul Hamlyn Foundation	158,500		-	158,500
	Barnardos	33,612		-	33,612
	Children Society	45,000		-	45,000
	Health Education England	23,148		-	23,148
	Lankelly Chase Foundation	4,760		-	4,760
	GMCVO	97,992		-	97,992
	Geoff Herrington Foundation	11,903		-	11,903
		3,368,794	81,397		3,450,191

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42nd STREET NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

__________________

Restricted Funds Unrestricted Funds 2020 2020 £ £ Performance Related and Capital Grants NHS Mcr CCG 981,039 - NHS Salford CCG 262,104 - NHS Trafford CCG 259,914 - NHS Tameside & Glossop PCT 57,832 - NHS Wigan CCG 380,872 - Trafford MBC 24,381 - Young Manchester 55,000 - BBC Children in Need 37,931 - Heritage Lottery Fund - - Schools 56,816 - Youth Access 55,291 - Big Lottery Fund - - Albert Gubay Foundation 27,500 - Arts Council England 23,693 - Trafford Housing Trust 23,928 - Salford Community and Voluntary Services - - Salford City Council - - Mind 2,000 - Comic Relief 46,518 - GMCA 20,000 - Manchester City Council 299,814 - Co-Op Foundation 156,500 - Manchester Met. University 35,629 - MACC 11,484 - Queen University Belfast 45,000 - Health Education England 22,400 - 14,000 - 31,900 - 15,000 - 5,000 - 2,951,546 -

Total Funds 2020 £ 981,039 262,104 259,914 57,832 380,872 24,381 55,000 37,931 - 56,816 55,291 - 27,500 23,693 23,928 - - 2,000 46,518 20,000 299,814 156,500 35,629 11,484 45,000 22,400 14,000 31,900 15,000 5,000 2,951,546

6. OTHER INCOMING RESOURCES

OTHER INCOMING RESOURCES
	Restricted	Unrestricted	Total
	Funds	Funds	Funds
	2021	2021	2021
	£	£	£
Miscellaneous income	-	216	216
	Restricted	Unrestricted	Total
	Funds	Funds	Funds
	2020	2020	2020
	£	£	£
Miscellaneous income	-	3,000	3,000

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42nd STREET NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

__________________

7. CHARITABLE ACTIVITY

Restricted Funds Unrestricted Funds 2021 2021 £ £ Direct expenditure - Staff costs 2,173,821 97,254 - Other costs 712,186 755 Support costs - Staff costs 112,124 - - Other costs 2,130 - - Governance costs 81,895 - 3,082,156 98,009 Restricted Funds Unrestricted Funds 2020 2020 £ £ Direct expenditure - Staff costs 1,694,210 83,059 - Other costs 827,848 4,487 Support costs - Staff costs 106,031 - - Other costs 1,235 - - Governance costs 77,347 - 2,706,671 87,546 GOVERNANCE COSTS Restricted Funds 2021 £ Unrestricted Funds 2021 £ Staff costs 74,750 - Auditors’ remuneration – audit 7,145 - 81,895 - Restricted Funds 2020 £ Unrestricted Funds 2020 £ Staff costs 70,687 - Auditors’ remuneration – audit 6,660 - 77,347 -

Total Funds 2021 £ 2,271,075 712,941 112,124 2,130 81,895 3,180,165 Total Funds 2020 £ 1,777,269 832,335 106,031 1,235 77,347 2,794,217 Total Funds 2021 £ 74,750 7,145 81,895 Total Funds 2020 £ 70,687 6,660 77,347

8. GOVERNANCE COSTS

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42nd STREET NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

__________________ 9. NET INCOMING RESOURCES

This is stated after charging:

• Depreciation of tangible fixed assets: - owned by the charity

2021 £ 26,155	2020 £ 25,839

During the year no members of the Board of Trustees received any reimbursements of expenses (2020 - none). No Trustee received any remuneration or benefits in kind.

10. STAFF COSTS, STAFF NUMBERS AND THE COST OF KEY MANAGEMENT PERSONNEL Staff costs were as follows:

Wages and salaries Social security costs Pension costs	2021 £ 2,182,787 197,396 60,006 2,440,189	2020 £ 1,748,068 159,101 46,776 1,953,945

The key management personnel of the charity comprise the CEO, Head of Business and Finance Officer. The total employee benefits of the key management personnel of the charity were £156,130. (2020: £ 146,789).

The average monthly number of full-time equivalent employees during the year was as follows:

	2021	2020
	No.	No.
CEO	1	1
Managers	13	12
Senior practitioners	5	5
Fieldworkers/Counsellors	49	45
Administration	8	7
	76	70

The number of employees whose emoluments amounted to more than £60,000 during the year was as follows:

	2021	2020
£60,001-£70,000	1	1

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42nd STREET NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

__________________

11. TANGIBLE FIXED ASSETS

Leasehold Building/ Land Fixtures & fittings Equipment £ £ £ Cost At 1 April 2020 1,626,134 9,619 58,054 Additions - 880 4,909 Disposals - - - At 31 March 2021 1,626,134 10,499 62,963 Depreciation At 1 April 2020 504,166 4,183 32,956 Charge for the year 10,711 1,438 14,006 Disposals - - - At 31 March 2021 514,877 5,621 46,962 Net book value At 31 March 2021 1,111,257 4,878 16,001 At 31 March 2020 1,121,968 5,437 25,098

Total £ 1,693,807 5,789 - 1,699,596 541,305 26,155 - 567,460 1,132,136 1,152,503

Included within fixed assets at the year-end are land and leasehold buildings with net book values of £144,000 and £977,968 respectively.

12. DEBTORS

Due within one year:- Trade debtors Staff Loans Prepayments	2021 £ 127,746 1,600 250 129,596	2020 £ 164,265 - 1,015 165,280

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42nd STREET NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

__________________

13. CREDITORS: Amounts falling due within one year

Bank and other loans Other creditors Accruals and deferred income	2021 £ 24,605 77,848 117,049 219,502	2020 £ 23,928 106,470 90,977 221,375

Included within bank and other loans in creditors are balances due to lenders in respect of loans. At 31 March 2021 the balance due is £24,605 (2020: £23,928). The interest on the first loan will be charged at 6% per annum for three years after an initial interest free period of 12 months. The interest on the second loan is a fixed rate of 4.294% per annum. The loans are repayable by regular monthly payments over the terms agreed. The loans are secured by a first and second legal charge over the property located on Great Ancoats Street.

There is also a third charge as a result of grant income of £400K provided by Heritage Lottery Fund.

The movement on deferred income is as follows:

Deferred income brought forward Amounts released in the year Amounts deferred in the year Deferred income carried forward 14. CREDITORS: Amounts falling due after more than one year Bank and other loans	2021 £ 2020 £ 60,000 14,000 (20,000) (14,000) 28,000 60,000 68,000 60,000 2021 2020 £ £ 729,242 742,567 729,242 742,567

Included within bank and other loans in creditors are balances due to lenders in respect of loans. At 31 March 2021 the balance due is £729,242 (2020: £742,567). The interest on the first loan will be charged at 6% per annum for three years after an initial interest free period of 12 months. The interest on the second loan is a fixed rate of 4.294% per annum. The loans are repayable by regular monthly payments over the terms agreed. The loans are secured by a first and second legal charge over the property located on Great Ancoats Street. There is also a third charge as a result of grant income of £400k provided by the Heritage Lottery Fund.

15. OPERATING LEASE COMMITMENTS

At 31 March 2021 the charity had future minimum lease payments under non-cancellable operating leases as follows:

Within 1 year Within 2 and 5 years	2021 2020 Other Other £ £ 1,117 352 1,675 - 2,792 352

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42nd STREET NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

__________________

16. STATEMENT OF FUNDS

STATEMENT OF FUNDS
	Brought	Incoming	Resources	Transfers	Carried
	Forward	Resources	Expended	in/(out)	Forward
	£	£	£	£	£
DESIGNATED FUNDS
Kieran Fund	6,934	1,591	-	-	8,525
Fixed assets	3,548	-	-	(3,548)	-
COVID Impact Fund	-	-	-	76,461	76,461
Reserve Fund	264,433	-	-	66,145	330,578
Subtotal	274,915	1,591	-	139,058	415,564
GENERAL FUNDS
General Funds	261,853	322,853	(98,009)	(139,058)	347,639
Total unrestricted funds	536,768	324,444	(98,009)	-	763,203

The Board of Trustees has established a policy whereby unrestricted funds not invested in fixed assets are designated for the following purposes:

Fixed Assets – The fixed asset fund is to offset against future depreciation charges from fixed assets.

Reserve Fund – This fund has been set up to reflect the anticipated costs of redundancy if the charity were to discontinue its charitable activities.

Kieran Fund – Kieran Fest are unrestricted funds raised by a community group in memory of Kieran Crump Raiswell and donated to 42[nd] Street throughout the year. The funds are designated to projects and activities agreed with Kieran’s family and spend is monitored separately in order to manage cash flow and create bespoke reports for the family.

COVID Impact – Fund set aside to mitigate the impact of COVID-19 on the service, this year to bridge the gaps in funding for specific projects including Jet 42, TC42, Young Women’s Group and Q42.

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42nd STREET NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

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16. STATEMENT OF FUNDS (continued)

RESTRICTED FUNDS BBC Children in Need Comic Relief Horsfall NHS Manchester CCG NHS Salford CCG NHS Trafford CCG NHS Tameside & Glossop CCG Other Funding NHS Wigan CCG Health and Wellbeing Fund Hardship Fund Paul Hamlyn Foundation Geoff Harrington Foundation Schools Young Manchester GM Combined Authority Co-op Foundation/Big Lottery Fund Integrated Community Response Duchy of Lancaster AIM Trafford Borough Council Trafford Housing Trust HASCAS Health Education England G M C VO GM Health & Social Care Partnership Salford Community and Voluntary Services Children Society Barnardos We Love Manchester Lankelly Chase Foundation Rio Ferdinand Foundation Total restricted Funds	Brought Forward £ Incoming Resources £ 5,437 19,988 8,064 80,753 9,674 14,859 51,028 551,331 118,195 479,285 17,698 641,626 19,615 67,037 69,146 244,197 33,377 116,556 2,093 220 82,718 158,500 - 12,903 - 97,592 10,524 63,340 2,012 20,000 6,267 - 117,005 376,632 - 5,000 24,529 - 3,306 85,892 11,812 5,389 3,195 - 8,130 38,580 714 97,992 92,087 - 870 109,786 25,172 45,000 7,540 33,611 - 14,247 - 7,260 - 4,797 730,208 3,392,373	Resources Expended £ Transfers in/(out) £ Carried Forward £ (25,425) - - (82,619) - 6,198 (9,176) - 15,357 (528,986) - 73,373 (389,180) (21,277) 187,023 (340,166) - 319,158 (75,080) - 11,572 (313,343) - - (171,210) 21,277 - (190) - 2,123 (165,121) - 76,097 (1,736) - 11,167 (97,592) - - (65,558) - 8,306 (22,012) - - (6,267) - (399,874) - 93,763 (1,130) - 3,870 (16,355) 8,174 (62,851) - 26,347 (11,816) - 5,385 (3,195) - - (46,710) - - (49,186) - 49,520 (67,078) 25,009 (46,930) 63,726 (45,447) - 24,725 (20,279) - 20,872 (14,247) - - (2,885) - 4,375 ( 512)_ - 4,285 (3,082,156) ~~-~~ 1,040,425

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42nd STREET NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

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16. STATEMENT OF FUNDS (continued)

TRUST / GRANT FUNDING

• Comic Relief: To build on our peer mental health research with young black men, partnering with Survivors Manchester and TIPP, to co-create short films with vulnerable young black men in the criminal justice system that will drive campaigns of engaging more young black men in therapeutic support and changing evidence-based system.

• The Horsfall Space: (Heritage Lottery Fund): To carry out capital works to re-instate access to the three floored Victorian shop and to provide a broad programme of activities to engage young people and the general public with the heritage of Ancoats.

• Paul Hamlyn Foundation

• More and Better – This grant is part of the Arts Access and Participation Fund to support our Creative Agents and Change. It is designed to support organisation to increase their impact and effectiveness and to build stronger and better evidence of outcomes.

• Act for Change – To support Make our Mental Health Rights Reality project by identifying relevant service and system issues that are critical to young people experiencing social injustice in mental health and social care systems, bring about attitudinal, behavioural, practice and policy changes as a result of new ways of working and improving mental health/wellbeing of young people/activists by engaging with peer led, rights-based social action alongside more traditional mental health and social care support and interventions

• NHS MANCHESTER CCG:

• Core Service for young people between 13-25 years: offering 1-1 interventions (CBT, psychosocial support and counselling), therapeutic group work, gender specific services, drop in and telephone support for young people experiencing mental health problems.

• Integrated Community Response Service: to implement a pilot programme that provides a First Response Service to Children and Young People (11yrs to 18yrs) from Central Manchester. The service provides a rapid response to CYP presenting in distress preventing escalation of their condition and/or circumstances.

• GM Health and Social Care Partnership: To provide activities that contribute to an overall service for students which will support the wider GM outcomes. Focusing on engagement with students to develop a responsive mental health service that is informed and co-produced by the students as experts with lived experience, by integrating existing university mental health services with the GM Universities Student Mental Health Service.

• SALFORD CITY COUNCIL & NHS SALFORD CCG:

• Core Service for young people between 13-25 years : offering 1-1 psychosocial support and counselling and group work support via Youth Centres and other community resources.

• Integrated Community Response Service: to implement a pilot programme that provides a First Response Service to Children and Young People (11yrs to 18yrs) from Salford. The service provides a rapid response to CYP presenting in distress preventing escalation of their condition and/or circumstances.

• NHS TRAFFORD CCG: For young people between 13-25 years: offering 1-1 psychosocial support, counselling and group work delivered through a variety of community venues, including targeted provision in 2 Trafford schools.

• NHS Tameside & Glossop CCG: For young people between 11-18 years: offering 1-1 psychosocial support, counselling and group work, CAMHS waiting times initiative service alongside a communitybased service delivered through a variety of community venues.

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42nd STREET NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

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• NHS Wigan CCG: Funding to deliver the Greater Manchester Mentally Healthy Schools and College Pilot phase 2. Following an initial pilot in summer 2018 the offer was extended to include the delivery of one to one therapeutic support for children and young people in schools’ settings and targeted group work. Led by 42[nd] Street, the approach is to integrate established, experienced, respected local partners into the pilot to deliver the therapeutic support and targeted group work.

• Health and Wellbeing Fund: to expand the online/digital work that we have been developing over the last 2 years and piloting elements of in Salford for 10 months, rooted in our established, young personcentred, evidence-based approaches drawing on significant research and support from national partners to improve access and outcomes for young people experiencing health inequalities.

• Young Manchester: To fund the 42[nd] Street Peer Ambassadors programme which supports young people to engage in campaigning to influence and shape local, regional and national service development and policy.

• Greater Manchester Combined Authority: Working in partnership with Youth Focus North West provides work to enable meaningful engagement of young people from the Greater Manchester Youth Combined Authority Health Working Group with the Children’s Mental Health Programme Board. To enable the voices of seldom heard groups to be included through outreach and to support the young people’s priorities as far as possible through coproduction principles.

• AIM: Funding for a Training co-ordinator and for delivering a training programme over 3 years that based on the experience gained from consultation and trialling a couple of pilot courses.

• Trafford Borough Council: This funds delivery of Trafford MBC Child Sexual Exploitation services which provides individual therapeutic support to young people in Trafford.

• Trafford Housing Trust: To run a gift Shop offering young people aged 16- 25 in the local community the opportunity to explore ideas around wellbeing, what makes them feel good and how this can be translated into developing self-care and gifts for themselves and others.

• Health Education England: To part-fund two full time High Intensity Therapist and Psychological Wellbeing Practitioner Trainees as part of the IAPT training programme

• Greater Manchester Centre for Voluntary Organisation (GMCVO): Grant aiming to progress beneficiaries towards employment whilst improving self-esteem, confidence, wellbeing and increased aspirations of family members and peers. The project will also create a better understanding from employers of the barriers faced by young people, and how to attract, retain and develop young talent.

• Salford CVS : ‘We Tell You’: Following on from the Salford CCG funded peer research (We Tell You) and substantial relationship building within the Orthodox Jewish community (OJC), Salford CVS funding is to deliver in formal partnership with Salford City Council Integrated Youth Support Service (IYSS) which will provide accredited NVQ Level Two Youth Work training to 20 participants from the Orthodox Jewish community.

• Children Society: Commissioned by NHS Greater Manchester, Greater Manchester Combined Authority and Pennine Care NHS Foundation to engage 42[nd] Street to deliver the Children and Young People Safe Zones service across Manchester & Salford in accessible locations and opening hours under the Prime Agreement. The Safe Zone provides an important alternative to young people who otherwise present to A&E or seek maladaptive coping mechanisms.

• HASCAS: Grant for continuation of the dance project and contribution to the online team.

• Barnardos: To deliver a mental and emotional health support group that will provide support to care leavers in Manchester that is not currently available. Through the peer-to-peer support group care leavers will find positive ways to work on their emotional health in a safe space, while also developing friendships and relationships that will support them beyond their time in the group.

• Geoff Harrington Foundation Trust: To support a project aimed at young people who are currently in care, have been in care or part of care leaving services aged between 11 and 25.

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42nd STREET NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

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• Lankelly Chase Foundation: 18 weekly sessions targeting 16-25-year-old young women from marginalized communities experiencing mental health issues either pre-existing, exacerbated or as a direct result of the Covid-19 pandemic.

• Rio Ferdinand Foundation: In partnership with Salford Youth Alliance, Odd Arts, Reform Radio with support from Salford City Council, to deliver various activities such as sports, drama and media which will engage young people and enable them to open up about mental health with their peers, and support each other to increase the voice of young people in the design of mental health services.

• We Love Manchester: A new programme to support vulnerable young people to negotiate the transition out of Covid-19 and to normalise the feelings, emotions and overall impact on their mental health and emotional wellbeing.

INDIVIDUAL GIVING AND COMMUNITY FUNDRAISING

• Hardship Fund Donations: fund established through independent donations to provide small grants to young people especially young refugees or asylum seekers who face destitution.

• Friends of 42: opportunity for individuals and community groups to fundraise and donate directly to 42[nd] Street.

• Kieran Fest: Community group established in memory of Kieran Crump Raiswell and donates to 42[nd] Street.

SCHOOLS AND COLLEGES

• Funding to deliver bespoke mental health and well- being services in schools across Greater Manchester

SUMMARY OF FUNDS

Designated Funds General Funds Unrestricted funds Restricted Funds Total of Funds	Brought Forward 1 April 2020 £ 274,915 261,853 536,768 730,208 1,266,976	Incoming Resources £ 1,591 322,853 324,444 3,392,373 3,716,817	Resources Expended £ - (98,009) (98,009) (3,082,156) (3,180,165	Transfers in/(out) Carried Forward 31 March 2021 £ £ 139,058 415,564 (139,058) 347,639 - 763,203 - 1,040,425 - 1,803,628	Transfers in/(out) Carried Forward 31 March 2021 £ £ 139,058 415,564 (139,058) 347,639 - 763,203 - 1,040,425 - 1,803,628
					1,803,628

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42nd STREET NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

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SUMMARY OF FUNDS

Designated Funds General Funds Unrestricted funds Restricted Funds Total of Funds	Brought Forward 1 April 2019 Incoming Resources £ £ 275,368 3,487 160,139 185,320 435,507 188,807 478,651 2,958,228 914,158 3,147,035	Resources Expended Transfers in/(out) Carried Forward 31 March 2020 £ £ £ (3,940) - 274,915 (83,606) - 261,853 - (87,546) - 536,768 (2,706,671) - 730,208 (2,794,217) - 1,266,976

17. ANALYSIS OF NET ASSETS BETWEEN FUNDS

Restricted Funds Unrestricted Funds 2021 2021 £ £ Tangible fixed assets - 1,132,136 Current assets 1,040,425 579,811 Creditors due within one year - (219,502) Creditors due in more than one year - (729,242) 1,040,425 763,203 Restricted Funds Unrestricted Funds 2020 2020 £ £ Tangible fixed assets - 1,152,503 Current assets 730,208 348,207 Creditors due within one year - (221,375) Creditors due in more than one year - (742,567) 730,208 536,768

Total Funds 2021 £ 1,132,136 1,620,236 (219,502) (729,242) 1,803,628 Total Funds 2020 £ 1,152,503 1,078,415 (221,375) (742,567) 1,266,976

18. RELATED PARTIES

The CE, Simone Spray is a trustee at Young Manchester and in December 2018 became the interim chair. 42[nd] Street bid for and was awarded a grant from Young Manchester of £63,340 in 2020. The decisions in relation to awards made against submitted bids are made by an independent committee that Simone Spray has no influence around; all conflicts of interest are declared to Young Manchester in writing and as part of each board meeting, however Simone Spray recognises that this role results in her being a related party and has therefore declared the interest.

There are no other related party transactions that need to be disclosed in the financial statements.

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42nd STREET NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2021

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19. FINANCIAL INSTRUMENTS

Group Financial assets measured at amortised cost Financial liabilities measured at amortised cost	2021 £ 1,620,236 948,744	2020 £ 1,078,415 963,942

Financial assets consist of cash, trade debtors and other debtors.

Financial liabilities consist of bank loans, trade creditors, other creditors and accruals

20. COMPARATIVE FIGURES BY FUND TYPE YEAR ENDED 31 MARCH 2020

Note INCOME Donations and legacies 2 Other trading activities 3 Investment income 4 Other incoming resources 6 Charitable activities 5 TOTAL INCOME RESOURCES EXPENDED Charitable activity 7 TOTAL RESOURCES EXPENDED NET INCOMING RESOURCES BEFORE TRANSFERS Transfers 16 NET MOVEMENT IN FUNDS TOTAL FUNDS AT 1 APRIL 2019 TOTAL FUNDS AT 31 MARCH 2020	Restricted Funds Unrestricted Funds 2020 2020 £ £ 3,466 87,003 3,216 97,312 - 1,492 - 3,000 2,951,546 - 2,958,228 188,807 2,706,671 87,546 2,706,671 87,546 251,557 101,261 - - 251,557 101,261 478,651 435,507 730,208 536,768	Total Funds 2020 £ 90,469 100,528 1,492 3,000 2,951,546 3,147,035 2,794,217 2,794,217 352,818 - 352,818 914,158 1,266,976

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42nd STREET DETAILED INCOME AND EXPENDITURE ACCOUNT For the year ended 31 March 2021

2021 £ £ £ INCOME Donations 202,861 90,469 NHS Manchester CCG Grant 943,395 981,039 NHS Salford CCG Grant 479,285 262,104 Trafford MBC 85,891 24,381 NHS Trafford CCG Grant 641,626 259,914 NHS Tameside & Glossop CCG 67,037 57,832 NHS Wigan CCG 244,197 380,872 Comic Relief 80,753 46,518 Schools 97,592 56,816 Access to Work 6,397 55,291 Young Manchester 63,340 55,000 Dept of Health and Social Care 116,555 299,814 Health Education England 23,148 22,400 Greater M/cr Centre for Voluntary Organisation 97,992 31,900 Paul Hamlyn Foundation 158,500 156,500 HASCAS - 15,000 Garfield Western Foundation 75,000 - Albert Gubay Foundation - 27,500 Trafford Housing Trust 5,389 23,928 BBC Children in Need 19,988 37,931 Mind - 2,000 Salford City Council 7,446 - AIM - 35,629 We Love Manchester 14,247 Geoff Harrington Foundation 11,903 23,693 Lankelly Chase Foundation 4,760 - Rio Ferdinand Foundation 4,797 - Salford Community and Voluntary Services 102,341 - Greater Manchester Combined Authority 20,000 20,000 Barnardos 33,612 11,484 Children Society 45,000 45,000 Network for Social Change - 14,000 Guild of St George - 5,000 Conferences, training & student placement 9730 6,900 Room hire & other income 466 681 Consultancy 28,540 60,261 Secondment 22,215 32,686 Other income 216 3,000 Income from cash investments – General 2,598 1,492 CHARITABLE ACTIVITIES 3,716,817 Cost of generating funds Direct costs Staff costs (2,271,074) (1,777,269) Depreciation and impairment (26,155) (25,839) Project costs (141,499) (135,833) Office overheads (125,122) (141,511) Premises costs (77,934) (86,959) Other overheads (342,232) (442,193) Support Costs (2,984,016) Staff costs (112,124) (106,031) Other costs (2,130) (114,254) (1,235) GOVERNANCE COSTS Staff costs (74,750) (70,687) Auditors’ remuneration – audit (7,145) (6,660) (81,895) TOTAL OTHER EXPENDITURE (3,180,165) NET INCOME FOR THE YEAR 536,652

2020 £ 3,147,035 (2,609,604) (107,266) (77,347) (2,794,217) 352,818

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