FYA Annual Report 2018 - 2019
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FITZROVIA YOUTH IN ACTION
ANNUAL REPORT AND ACCOUNTS 2018 - 2019
‘YOUNG PEOPLE CREATING
A BETTER COMMUNITY’
Andre Schott
Chief Executive
Basement, 66-68 Warren Street, London W1T 5NZ
Tel: 020 7388 7399
Email: info@fya.org.uk www.fya.org.uk
Registered charity no: 1136697 Company no: 06922343
CONTENT
Fitzrovia Youth in Action
Annual Report and Accounts 2018-2019
REPORT OF THE TRUSTEES FOR THE YEAR ENDING 31 MARCH 2019 3
CHAIR PERSON’S REPORT 4
OUR PURPOSE 6
THE FYA MODEL 7
FYA’S FRAMEWORK FOR MEASURING SUCCESS 8
MAIN ACTIVITIES OF THE CHARITY 10
SUMMARY OF ENGAGEMENT ACTIVITIES 12
THE DIFFERENCE THAT OUR ENGAGEMENT ACTIVITIES HAVE MADE 13
SUMMARY OF YOUTH ACTION ACTIVITIES 14
THE DIFFERENCE THAT OUR YOUTH ACTION PROGRAMMES HAVE MADE 17
OUR PLANS 22
OUR COMMUNITY PARTNERS FOR 2018-19 23
OUR FUNDERS 2018-19 24
OUR STAFF TEAM 2018-19 25
OUR BOARD OF TRUSTEES 2018-19 26
FINANCIAL REVIEW 27
RESERVES POLICY AND GOING CONCERN 28
STRUCTURE, GOVERNANCE AND MANAGEMENT 29
ADMINISTRATIVE INFORMATION 31
INDEPENDENT EXAMINER’S REPORT 32
FINANCIAL STATEMENTS 33
NOTES TO THE FINANCIAL STATEMENTS 36
REPORT OF THE TRUSTEES FOR THE
YEAR ENDING 31 MARCH 2019
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Fitzrovia Youth in Action
Annual Report and Accounts 2018-2019
The trustees are pleased to present their annual Director’s Report together with the consolidated
financial statements of the charity and its subsidiary for the year ending 31 March 2019 which are
also prepared to meet the requirements for a Director’s Report and Accounts for Companies
House purposes.
CHAIR PERSON’S REPORT
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Fitzrovia Youth in Action
Annual Report and Accounts 2018-2019
Welcome to Fitzrovia Youth in Action’s 2019 annual report. We are now 12 months into delivering
against our 2019-21 strategic plan and as you will go on to read, the work we did last year to
identify three core priorities has been key to the progress FYA has made this year.
Our first priority is to increase the number of young people in Camden who take part in youthled
community action. This year, FYA has increased the number of young people taking part in
youth social action to 375 (up from 296 in 2018). While this is great, we also know that some young
people need more support and a different approach in order become involved. This year, we
are delighted that FYA has been able to increase participation from a number of more targeted
groups, for example young people with disabilities, young people requiring additional educational
support, young people from the Youth Offending Service and those experiencing mental health
challenges.
Almost 1500 young people from across Camden participated our peer education workshops or
peer mentoring sessions. We could not have done this without our great partners and we are
proud to be working with virtually all of Camden’s secondary schools and many of its best youth
organisations. Our Health Champions engaged a further 1000 young people and worked with
local statutory partners in mental health, sexual health and commissioning services to offer their
insight and advice.
Locality has always been at the heart of FYA. Over 20 years ago, young people in Fitzrovia came
together to clear rubbish from the Warren play area. They wanted somewhere to come together
with the local community and so FYA was born. All this time later, we now manage that pitch on
behalf of the community. A record number of teams now play there, including in our lunchtime
leagues. Our income model includes funds raised from corporate pitch bookings, money that
ensures FYA can maintain the whole of the Warren site for the benefit of local residents. This work
includes our on-going planting project around the Warren and on Warren Street itself, and FYA
staff and volunteers looking after the Warren playground. It also means we can continue to run
free community events, including our annual street party, a summer picnic and our Christmas
dinner for over 200 older local residents, all organised by young people.
In addition, we are delighted that after many years of planning, we are finally seeing building
work starting on The Warren Centre, a brand new indoor activity space located right alongside
our Warren Pitch. Our vision for the Warren Centre is to create a youth action innovation hub; a
place where young people can find inspiration from other young people, support from young
volunteers and staff, and the space and resource to develop initiatives to engage and benefit the
wider community. We have a management team of young people in place who have organised
a community consultation and are co-producing a model of how the space could be used. We
would like to thank LandAid, Camden Council, CamdenGiving, Derwent London, Paragon and
DMA Architects for their support for this project. Special thanks also go to our Young Ambassadors,
made up of alumni youth action volunteers, who have organised peer consultation events,
carried out peer reviews of our programmes and worked with UX design volunteers to develop
ways to improve our data collection systems.
CHAIR PERSON’S REPORT
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Fitzrovia Youth in Action
Annual Report and Accounts 2018-2019
Our second strategic priority is to improve how we evaluate the impact of our work. Over the
last year we have rolled out a new monitoring and evaluation framework using validated tools
to explore how our model of youth led community action is making a difference to those who
take part. In this report, we share the impact of our model on young people’s wellbeing, sense of
belonging and skills development. I would like to thank the staff team in particular for their work in
developing and implementing this framework.
Outside of our monitoring work, FYA was awarded the Queen’s Award for Voluntary Service in
June 2019, the highest award given to voluntary organisation in the UK to recognise volunteering
which has significantly benefitted others. We were also shortlisted as a finalist for the 2018 Children
& Young People Now Award in the category of Youth Volunteering and Social Action.
Our third priority is around developing our capacity and resources, including diversifying our
income base. While the Warren pitch has brought in new funds over the last few years, fundraising
continues to be a challenge. We are open to developing different kinds of partnerships which,
while not taking us away from our core mission, may also result if new income streams. In addition,
we have strengthened our staff appraisal system. Where possible, we encourage the professional
development of our staff team as well as offering work opportunities to young FYA members. At
board level, we are currently undertaking a review to ensure that the board of trustees is acting as
effectively as possible to enable the organisation to meet all its strategic objectives.
Young people in Camden face enormous challenges and we read about these every day. But
this is only part of the story. If you are reading this report, why not take a look one of the films
made by our peer educators, or take a moment out of your day to visit the Warren, or even
better, talk to one of our community action groups about the change they are making in the
borough. FYA young people are truly inspiring and it is a huge privilege to play a small role in
creating opportunities for them.
Thank you to the whole staff team for all your work, and to my fellow trustees. It is a joy to work
with you all.
Anne Shewring
Chairperson
For more information about our 2019/20 Strategic Plan, visit fya.org.uk/strategic-plan/
OUR PURPOSE
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Fitzrovia Youth in Action
Annual Report and Accounts 2018-2019
Objects of the charity
The charity was established by a charitable deed in August 2000. The objects of Fitzrovia Youth in
Action are to promote the establishment in the lives of children and young persons in the London
Borough of Camden and the City of Westminster particularly, but not exclusively, the provision of
training in life skills and healthy exercise, the promotion of racial harmony, the provision of sports
activities, creative art activities and other recreational and educational activities so as to assist
such children and young persons to grow to full maturity as individuals and members of society
and so that their conditions of life may be improved.
Our aims
Overall, FYA act as a ‘social brokerage’ bringing together the talent and enthusiasm of young
people and the resources and opportunities that the local economy and community can
offer. Young people are an asset that FYA seek to develop, so that they can contribute to the
development of other young people and the wider community.
FYA aims to empower young people to make changes for themselves, their peers and their
community. The outcomes that we strive for are:
• an increased sense of community belonging amongst young people and local
residents who engage with FYA.
• increased resilience and wellbeing amongst young people.
• young people are able to articulate and use their skills to move on into further
education, training or employment.
THE FYA MODEL
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Fitzrovia Youth in Action
Annual Report and Accounts 2018-2019
Every year FYA brings together and supports hundreds of young people in tackling the issues that
matter to them in their community. We take a “youth action” approach, ensuring children and
young people are actively involved in all of our work, identifying the issues they want to focus on.
Recent activities led by children and young people have addressed mental health, substance
misuse, employment and community cohesion. Young people volunteer to plan and manage
community events, develop peer education programmes, provide peer support and
communicate the issues and challenges that young people face back to those in authority and
the wider community.
Graph 1; Young Volunteer Journey at FYA
Young volunteer journey at FYA
Skills & CV
workshops
EMPLOYABILITY
Youth Ambassador s
and Health Champions
YOUTH LEADERSHIP
YOUTH LED
COMMUNITY ACTION
Football, healthy livin
ENGAGEMENT ACTIVITIES
g
FYA’S FRAMEWORK FOR
MEASURING SUCCESS
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Fitzrovia Youth in Action
Annual Report and Accounts 2018-2019
At FYA we are on a journey to evidence the impact of our work. We believe that through youth
led action young people are empowered and can create change for themselves, their peers and
their community, and we want to be able to evidence this.
Our Theory of Change model provides the structure to help us monitor and evaluate the impact
we are having. As part of this model we have identified the need underpinning our work, the
change we would like to see (our vision) and the activities we believe will help us achieve this
change.
At the heart of our work is the assumption, based on experience and existing
evidence, that youth led community action and peer support can lead to the
following outcomes;
• increased resilience and wellbeing for young people ,
• a sense of belonging to a community2 and;
• development of skills and confidence that can help young people thrive as
they move on into further education or employment.
These three outcomes are the primary areas against which we aim to measure the
impact of our youth led action and peer support.
National Youth Social Action Survey, 2017
2 Jones, R & Randall, C, (2018) ,Measuring National Well-being: Quality of Life in the UK,
https://www.ons.gov.uk/peoplepopulationandcommunity/wellbeing/articles/measuringnationalwellbeing qualityoflifeintheuk2018
To develop our monitoring and evaluation we are working towards Project Oracle Level 2
certification (we currently have Level 1), which requires us to collect pre and post project data
and analyse our findings after a year of data has been collected. Our current monitoring and
evaluation framework has three elements: pre and post-programme questionnaires, qualitative
feedback (focus groups, session feedback, case studies and individual follow-up interviews 3
months later) and programme peer reviews led by FYA young Ambassadors.
We use two validated questionnaires, an adapted Life Effectiveness Questionnaire
and the Short Warwick Edinburgh Mental Wellbeing Scale as a pre and post
programme evaluation questionnaires. These questionnaires help us to measure
specifically:
• Wellbeing • Sense of community belonging
• Self-confidence • Intellectual flexibility
• Social competence • Task leadership
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Fitzrovia Youth in Action
Annual Report and Accounts 2018-2019
These questionnaires are delivered at the beginning and end (or 6 months after joining for
ongoing projects) of all our programmes. Following strong feedback from young people we
have tried to minimise the length of questionnaires and are currently working with young people
to make the data collection process more engaging and accessible. In addition, young event
volunteers and local residents will complete a survey asking about skill development (volunteers)
and sense of belonging.
In addition to these questionnaires we have an ongoing programme of qualitative evaluation that
is built into projects and provides opportunities for young people to feed back on the process as
well as the outcomes of their projects.
The Young Ambassadors review focuses on programme delivery. Through observations and
interviews with participants, Ambassadors will look at youth participation levels, what is working
and what could be improved.
Data will be collated on an annual basis and will be used by young people, staff and trustees to
shape our model and projects. We will also share our experiences with the wider community and
youth work sector through our showcase events and workshops.
MAIN ACTIVITIES OF THE CHARITY
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Annual Report and Accounts 2018-2019
Numbers involved in FYA activities in 2018/19
In total, Fitzrovia Youth Action (FYA) worked directly with 484 young people in 2018/19. These
young people, in turn, delivered peer education on mental health or drugs and alcohol, to over
1200 other young people. FYA estimate that 1000+ people from the wider community have been
also involved in or attended community events run by young people. A summary of the number
of people involved by type of activity is provided in the table below.
Programme Strand
Programme type
Young people
engaged during
2017-18
Young people
engaged during
2018-19
Engagement
(individuals who
attended 5 times or
more)
Healthy living drop-in
Football
Girls’ group
19
59
-
17
58
34
Peer Education
147 (1049)
163 (1267)
Youth Action
(youth action
volunteers, in brackets
indirect beneficiaries –
no. of individuals
engaged by our
volunteers)
Youth-led community
events (e.g. street
parties, festivals,
community dinners –
exc. youth volunteer
event stewards)
Peer Mentoring
(mental health)
52 (1000+)
48
57 (1000+)
105 mentors
(165 mentees)
Youth Ambassadors
16
20
Health Champions
36
30
TOTAL
377 484
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Annual Report and Accounts 2018-2019
Graph 2; FYA beneficiaries by ethnicity 2018-19
Black Somali
7%
Black Caribbean
5%
Black African
6%
Congolese
6%
Asian
Bangladeshi
6%
Any other Asian
background
8%
Mixed White/Black
3%
Any other Black
background
13%
White British
17%
White Other
13%
Mixed White & Asian
2%
Any other mixed
background
4%
Graph 3; FYA beneficiaries by gender 2018-19
MALE
52%
FEMALE
48%
SUMMARY OF ENGAGEMENT
ACTIVITIES
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Annual Report and Accounts 2018-2019
Healthy Living Drop in – Cumberland Youth Club
The Cumberland Youth Club (Healthy Living Project) increases young people’s awareness of
healthy living choices, so they can live a healthy lifestyle and share their knowledge with family,
friends, and the wider community. The session takes place every Tuesday for young people
between the ages 8 and 16 at the H Pod, Cumberland Market. The club offers physical activities
and sports, as well as additional activities.
Out of 64 young people who attended Cumberland Youth Club (H-Pod) between 1 April 2018 and
31 March 2019, 17 (27%) attended 5 times or more over this period - 8-16 years old (most popular
age was 11), 88% young men, 12% young women.
Football and other sports
FYA run weekly structured football training sessions for young people between the ages of 7
and 16 at the Warren Sports Pitch and Cumberland Market pitch. All sessions are led by Football
Association qualified coaches who are trained at level 1, 2 and 3.
As part of the programme, young people are given the opportunity to play in competitive weekly
league fixtures at the Camden Regents Park Youth League and football tournaments such as the
Camden Unity Cup Festival. FYA also arranges friendly matches for young people to take part in
throughout the year.
85 young people attended the football and other sports programmes over a 12 month period –
7-16 years old, most popular age groups were 11 (13 young people) and 12 (15 young people),
95% young men, 5% young women - 58 (68% of total) attended more than 5 times over the
period.
Girls’ Club
The Girls’ Club is a new engagement activity which uses sport and exercise to engage local
young women. Apart from weekly drop-in sessions, which also include dance and yoga, there are
also monthly workshops focused on health and well-being, discussing issues such as relationships
and mental health.
51 young people attended the Girls’ Club over a 12-month period – 11-19 years old, most popular
age was 17, 34 (67%) attended more than 5 times over the period.
THE DIFFERENCE THAT
OUR ENGAGEMENT
ACTIVITIES HAVE MADE
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Annual Report and Accounts 2018-2019
Number of young people participating in these activities:
200 young people attended FYA’s engagement activities in 2018/19: 64 at Drop in,
85 at Football and 51 at the Girls’ Club. In terms of regular attendance: 17 (27%)
attended drop in, 58 (68%) attended football and 34 attended Girls’ Club more than
5 times.On average, each session was attended by 10 young people in Drop-in, 14
young people in Football, and 11 young people in Girls’ Group.
There is case study evidence that young people participating in FYA’s engagement activities form
friendships with peers in a safe, controlled environment and experience improved confidence
and self-esteem.
Case Study: F has been a part of the Girls’ Club since the beginning and has since gained a tremendous
amount of confidence. She has planned and led sessions to her peers, including a boxing session. F went
on to undertake a coaching course for boxing and won a Jack Petchey Award for her commitment and
leadership skills. F has recruited numerous members of her peer group to join the programme.
SUMMARY OF
YOUTH ACTION ACTIVITIES
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Annual Report and Accounts 2018-2019
Youth-led Community Events
FYA ran a youth leadership programme in which groups of young people were supported during
2018/19 to organise and deliver one large scale community event per group. Each group of
young people participated in weekly workshops over a 10-12-week period. The events included
the Warren Community Planting Event, Fitzrovia Summer Festival, Camden Unity Cup Festival,
Fitzrovia Street Party and Community Dinner, Camden Youth Action Showcase and Christmas
Community Dinner.
In total 57 young people participated (67% female, 33% male) as steering group members, aged
12-21, with 15-17 being the most popular age groups.
45% of participants recorded an increase in their well-being scores. In addition to steering group
members 139 other young people participated in the events as stewards with 71% stating that
participation was brilliant, 70% said they had learnt new skills and 67% said it had improved their
sense of community belonging.
Camden Peer Education Programme
Over the year, FYA worked with 19 groups of young people. Each group attended workshops at
least once a week over a period of 8 to 15 weeks. Participants took part in drugs and alcohol and
mental health awareness training and delivered awareness raising workshops to 1267 other young
people at their youth clubs and schools across Camden.
A major endorsement of our peer education programme was being awarded the Camden Youth
Award for Best Youth Volunteering Project.
We worked with 163 peer educators over 18/19, aged 8-21, with 14-18 being the most popular age
group. 51% were young women and 49% young men.
Monitoring results of the programme showed 50% of participants reported an improvement in their
well-being scores and 83% had an increase in knowledge. Of the young people who attended
the peer led information sessions, 76% said they preferred learning from peers and 75% said the
sessions made them feel more confident about making decisions in the future.
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Fitzrovia Youth in Action
Annual Report and Accounts 2018-2019
Camden Peer Mentoring
Our Peer Mentoring Programme offers a space for young people to come together to access
and provide peer support to one another through group work, 1-1 activities and discussions.
The programme has been co-produced with young people and our project partners, Mind in
Camden and the Tavistock and Portman NHS Foundation Trust. The core programme content has
been informed by evidence based models including the ‘5 ways to Wellbeing’ and ‘Resilience
Framework’. Together young people and our partners developed 6 key themes that form a semistructure
to the programme, and devised AQA accredited training for peer mentors to complete
prior to delivering mentoring sessions.
This year we delivered the Peer Mentoring Programme to 14 groups in numerous schools, youth
and community centres across Camden.
In total 105 young people participated and delivered peer mentoring and peer support workshops
with a further 165 young people. Participants in the programme were aged 8-20, with 14-17 being
the most popular age group. 71% of participants were young women, 29% were young men.
Case Study: T was identified as at risk of engaging in anti-social behaviour, had been involved in crime
and was excluded from school. Despite this, T showed a commitment to the programme and attended
every week and on time. The thing that kept him coming back was that he saw it as a space for him to
actually ‘just be’ and speak about what was on his mind. T said of the programme; “what I liked most was
being able to talk to someone. I looked forward to seeing my mentor each week and felt we really had a
connection. I could talk about whatever was on my mind and learned a lot from him.”
Camden Champions
Camden Champions have had direct experience as service users of mental health services in
Camden or have been involved in FYA’s peer support programme (either as a mentor, mentee or
peer educator). Camden Champions help shape services, plan and lead promotional, outreach
and awareness raising activities and share good practice to professionals and wider sector.
Over 2018-19, our Camden Champions:
Advised LB of Camden on commissioning process
Developed a Camden Youth Mental Health Charter
Carried out inspection of Camden & Islington young people’s sexual health services
Delivered outreach to over 1000 other young people
Designed two “Crisis Cards” to support young people’s communication with
professionals when transitioning between services
Case Study: M has been a part of the Camden Health Champions since the very beginning, he has
attended every session and played a key role in the young commissioner’s group and development of the
“Crisis Card” for other young people. M says of his involvement with the Champions “… has been brilliant,
I’ve learnt a lot through it and enjoyed doing something different knowing I am making a difference in
Camden for other young people. I really like working with FYA and hope I can do more in the future.”
We worked with 30 Health Champions over 18/19, aged 14-20, with 17 being the most popular
age. 80% were young women and 20% young men.
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Fitzrovia Youth in Action
Annual Report and Accounts 2018-2019
Young Ambassadors
The FYA Young Ambassador Programme are alumni youth action volunteers who represent the
voices of service users in programme and organisational decisions.
Over 2018-19, our Young Ambassadors;
Organised peer consultation events and collated and evaluated the results
Carried out peer reviews of FYA’s programmes
Identified potential solutions for FYA to develop and improve the existing programmes
Co-produced new models of engagement
Delivered promotion and outreach
Worked with UX design volunteers to develop ways to improve our data collection systems.
Case Study: G was initially very shy and quiet but since joining the young ambassador’s programme she
has grown in confidence and is now able to open up and share her thoughts and feelings about matters
she feels passionately about. She was very passionate about ensuring all our work was inclusive and
championed the creation and delivery of an inclusive event as part of our intergenerational consultation
work, as well as delivering an introductory session for the 2018 Camden Unity Cup Festival.
We worked with 20 young Ambassadors over 18/19, aged 16-19, with 17 being the most popular
age. 84% were young women and 16% young men.
Warren Centre – our new Youth Action Innovation Hub
Plans are well underway for the opening of the Warren Centre, a new activity space located in
the basement of a social housing unit situated adjacent to our Warren Sports Pitch. The activity
space will be a Youth Action Innovation Hub run by a management group of young people. The
Hub will provide local young people with inspiration, resources and support to identify issues of
concern in their community and devise social action projects to address them. The centre will be
operational by early 2020.
Our Young Ambassadors have been very busy conducting research and consultation sessions
with young people and the local community, to ensure projects delivered at the centre meet the
needs and aspirations of the young people it is designed for.
THE DIFFERENCE THAT OUR YOUTH
ACTION PROGRAMMES HAVE MADE
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Fitzrovia Youth in Action
Annual Report and Accounts 2018-2019
Number of people participating in FYA’s youth action activities
375 young people were involved in planning and delivering youth action
programmes in 2018/19. They volunteered for six weeks or more.
1,267 young people were peer educated and FYA estimate that 1000+ people from
the wider community have been involved in or attended FYA events run by young
people in 2018/19.
Using our new evaluation framework, which is based on validated tools, we have
been able to demonstrate that through taking part in youth social action, our
young volunteers were able to develop their skills, increase their sense of community
belonging and improve their mental health and well-being
Development of skills
In 2018/19, a total of 813 AQA awards were gained as a result of taking part in youth action
activities, with 330 young people (94%) receiving at least one accreditation award.
228 youth action participants completed baseline and exit surveys based on the validated Life
Effectiveness Questionnaire (LEQ).
There is evidence that young people participating in FYA’s youth action programmes have
improved social competence, intellectual flexibility, task leadership and self-confidence – all
attributes which are considered to be key employability skills.
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Annual Report and Accounts 2018-2019
Community belonging
Baseline and exit surveys also show that 66% of youth
action volunteers increased their sense of community
belonging.
‘On the day of the event it was really
good getting to work as a team and give
instructions and leadership to our stewards.’
‘Today I was digging up plants across the
street and it has been really good because
I felt part of the community. Personally, I do
not have a garden at home so it has been
really nice to be able to do this.’
HM, 16, Community Planting Project Volunteer
DR, 17, Summer Festival Steering Group Member
Graphs 4-6; Skills development and community engagement
Participation in our youth social action programmes appears to have had a positive impact on
young people’s skills development and how engaged in the community they feel.
80
70
60
50
40
30
20
10
0
Community
Engagement
% of participants in our youth action programmes
showing positive change (LEQ)
Social
Competence
Intellectual
Felxibility
Task
Leadership
Self
Confidence
Below;
The average positive increase within each factor measured ranges from 19% to 25%. Using the
LEQ calculator, these levels of change can be described as ‘moderate’ to ‘strong’.
25
Percentage of positive change increase by factor (LEQ)
20
15
10
5
0
Community
Engagement
Social
Competence
Intellectual
Felxibility
Task
Leadership
Self
Confidence
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
Community
Engagement
Factor Effect Sizes (LEQ)
Social
Competence
Intellectual
Felxibility
Task
Leadership
Self
Confidence
Neill (2007)
0.2
0.3
0.4
0.6
1
Interpretation
Small
Small-moderate
Moderate
Strong
very strong
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Annual Report and Accounts 2018-2019
Mental health and well-being
Comparison of baseline and exit surveys (330 completed)
of the Short Warwick-Edinburgh Mental Health Wellbeing
Scale (SWEMHWBS) demonstrates that increases were
achieved in all the seven factors measured, as the graphs
on these pages show.
The evaluation data also shows participation in youth
social action decreased ‘low levels’, and increased ‘high
levels’, of mental health.
“I have thoroughly enjoyed this
programme. I feel like I have really come
out of my shell and feel better for it. I
have bonded with people I have never
really spoken to. I really appreciate this
opportunity and have found it extremely
helpful.”
Peer Mentor, 15
Graphs 7-9; Change in well-being according to SWEMWBS scores
5
4
3
2
1
Change in average wellbeing scores per SWEMWBS category
before and after youth action programmes
Maximum score possible per category = 5
Before
After
0
I’ve been feeling
optimistic about
the future
I’ve been
feeling useful
At the start, 30% of young people across our youth action programmes experienced ‘low’ levels
of mental health, according to the SWEMHWBS scale. By the end of the programmes this had
reduced to 11%. Those experiencing ‘high’ levels of mental health rose from 4% to 18%.
IMPROVED
MENTAL HEALTH
Comparison of baseline and exit survey,
according to the SWEMHWBS scale
I’ve been
feeling relaxed
4%
66%
I’ve been
dealing with
problems well
18%
71%
I’ve been
thinking clearly
I’ve been feeling
close to other
people
I’ve been able to
make up my own
minds about things
Increased 'high levels' of mental health
30%
Participants’ average well-being score at the start of the programme was two points below the
national average for 16-24 year olds. At the end of the programme, their average score was one
point above the national average. (The national average SWEMWBS score for 16-24 year olds is
23.42 https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5376387/).
11%
SWEMWBS score, before and after programme
Decreased 'low levels' of mental health
26
25
24
23
22
21
20
19
18
National Average = 23.42
IMPACT ON WIDER COMMUNITY
- OTHER YOUNG PEOPLE
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Peer education
We surveyed 1267 young people who took part in awareness workshops delivered by our young
volunteers. Baseline and exit questionnaires showed 83% improved their knowledge as a result.
We also wanted to find out more about the importance of peer to peer delivery;
- 48% felt there was not enough good sources of information locally available to young
people about the topics covered in the workshops
- 76% said they preferred learning from someone closer to their own age
In the same survey, we also asked young people where they would go for advice around mental
health or substance misuse. As the graph below shows, young people are most likely by far to
approach a peer before seeking advice elsewhere. This provides a good rationale for our work –
youth action as an effective way to get information across to young people.
Graph 10: ‘Where would you go for advice about Mental Health or Drugs & Alcohol?’
Peer mentoring
There is evidence to show that young people who received mentoring from their peers improved
their mental health through taking part.
“I really enjoyed just knowing I was going
to have an hour to myself each week to
talk about whatever was on my mind in
a safe space. Especially being around
other people who understood as exams
can be quite stressful and there’s so
much going on.”
C (17), mentee.
Comparison of baseline and exit forms (SWEMHWBS) by
102 mentees indicates;
• decreased ‘low levels’ of mental health
(from 32% down to 13%)
• increased ‘high levels’ of mental health
(from 4% to 25%)
IMPACT ON WIDER COMMUNITY
- ADULT RESIDENTS
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Community events
There is also evidence of the community recognising the positive roles played by young people.
We surveyed 718 adult guests who attended community events organised and delivered by our
youth action volunteers;
• 73% said they met people at the event who they had not met before
• 63% described the event as ‘brilliant’ (31% as ‘good’)
We also ask 285 adult guests to score their sense of community belonging before and after the
event. 52% showed an improvement of community belonging after the event.
‘Enclosed is a small contribution to your
planting which I so much appreciate,
not only for improving the look of the
neighbourhood but for also engaging young
volunteers in a community project and to
interest them in greening, Fitzrovia Youth in
Action indeed! Your effort is truly valued’
Local Resident, Community Planting Day
‘I felt that I had to briefly say how very much
I enjoyed this afternoon’s dinner. It was
heart-warming to see all those young people
working so well and giving of their time to
make a totally splendid afternoon out for so
many of us. I am immensely grateful so thank
you very much once again.’
Local resident, Fitzrovia Christmas Community Dinner
OUR PLANS
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See below some of the activities we will be undertaking over the next year to meet the three key
areas of development as set out in our Strategic Plan 2019-21
Target
Increase youth-
Increase number of young people involved in
youth-
Engage more young people in vulnerable
groups in youth-
people (Warren Centre)
Increase to 350 young people
Engage 150 young people from vulnerable groups in
Building open January 2020
Measure our impact and share our experiences of youth-
Submit evidence to Project Oracle and
develop our Theory of
Change model, working
towards Level 2 Project
Review and update ‘manuals’ for our key
strands of work
Models and delivery manuals produced for peer
and youth-led community
events
exchange ideas and experiences
Develop our capacity and resources
Develop non-grant based income streams
To ensure that we increase non grant income from
around 15% to 30%
For further details, please visit www.fya.org.uk/strategic-plan
OUR COMMUNITY PARTNERS
FOR 2018-19
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Annual Report and Accounts 2018-2019
Somers Town
Youth Club
William Ellis
School
Camden School
for Girls
OUR FUNDERS 2018-19
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Annual Report and Accounts 2018-2019
BBC Children in Need
Camden Giving
Chesterhill Charitable Trust
Community Organisers Ltd.
Co-op Foundation
Derwent London PLC
Entertainment One
Football Foundation
GMS Estates Limited
Groundwork HS2
Jack Petchey Foundation
John Lyon’s Charity
Local Postcode Trust
London Borough of Camden
London Youth
Mayors Fund for London
National Lottery Community Fund (formerly Big Lottery Fund)
Paul Hamlyn Foundation
Prince of Wales’s Charitable Foundation
Regents Place Community Fund
Sport England
St Andrew Holborn Group of Charities
St Giles In The Fields And William Shelton Educational Charity
St James’s Place Foundation
The 29th May 1961 Charitable Trust
The Big Give
The Goldsmiths Company Charity
Waitrose Limited
Westminster Amalgamated Funds
OUR STAFF TEAM 2018-19
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Chief Executive
Andre Schott
Head of Programmes
David Wong
Peer Education and Media Manager
Shipon Hussain
Peer Mentoring Manager
Abbie Mitchell
Trainee Peer Mentoring Officers
Fathiya Saleh (February 2019 onwards)
Karina Morales (February 2019 onwards)
Youth Leadership Manager
Ellie Rudd
Youth Participation Officers
Sumayah-Alain Khan
Marium Uddin
Football Staff
Anthony Blair (Head Coach)
Sean Burke (Coach)
Conor Quirke (Coach)
Community Partnerships Manager
Raja Miah
Fundraising Manager
Mike Ward (January 2019 onwards)
Administrators
Jorge Carlosama
Jannelle Williams
Finance Officer
Adam Maiy
OUR BOARD OF TRUSTEES 2018-19
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Chairperson
Anne Shewring
Treasurer
Hannah Forster (resigned 4 June 2018)
David Mooney (appointed 1 October 2018)
Trustees
Jane Boddington
David Gilani
Lior Hefer (resigned 3 December 2018)
Patricia Marron
Halima Nessa (appointed 9 September 2019)
Natalie Speranza
Emilie Vanpoperinghe
Alice Weaver (appointed 29 January 2019)
President
Dr June Crown CBE
FINANCIAL REVIEW
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FYA has had a successful year with group income of £701K, £127K higher than in 2017-18. This has
occurred for the following reasons:
• Last year, FYA secured funding for projects over several years to go towards our youth led
volunteering (specifically reaching communities’ program and Peer Support and mentoring).
Following on, in the current year we have had even further success with the Greater London
Authority who have granted the charity funding towards the Peer Mentoring Program
allowing us to increase scope even further over several years. Overall grant funding has
increased by over £91K vs. previous year.
• Through paid pitch bookings and Lunchtime Football Leagues, our trading subsidiary,
Fitzrovia Youth in Action Activities Ltd, was able to generate a trading income of £113K over
the year 2018 – 2019 (£107K 2017 – 2018) towards the running costs of the charity. Interest in
hiring the Warren sports area is strong and growing with future bookings already in place.
• Thanks to the Big Give campaign we have seen a significant increase in donations to the
charity by £30k, we have had tremendous support by local community and privately-owned
business in the local area. We aim to replicate this in the following years to come.
Expenditure in the year has increased by £124K to £692K. This has occurred for the following
reasons:
• Expected increase in costs related to the scope of youth engagement and youth led
volunteering, particularly Peer Mentoring & Education programs, to deliver against the
additional grant funding awarded.
• Overall cost of raising funds has increased by £10k, enabling the increased grant funding.
The Charity has therefore ended the year with a surplus of £9,146.
The current year end cash flow shows an increase in funds available of £167K, as we are working
more closely with funding partners to ensure payments are made before or closer to the start
dates of projects.
The charities reserves are healthy (see Reserves Policy section).
RESERVES POLICY AND
GOING CONCERN
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FYA is currently dependent on grant funding to sustain its activities, because earned income
through its trading subsidiary alone would not allow it to continue operating.
The FYA board has agreed to keep a certain level of unrestricted financial reserves aside and
outside of the financial planning process for two primary purposes:
1. To avoid closure and ensure that main operations can continue in the short term if:
• Grant income becomes short or;
• Unexpected costs arise
The main concern of the board in this scenario is that staff can continue working, primarily to
secure new funding.
2. To ensure that all costs could be met during a wind up in the case where a funding shortfall
persists to the point where FYA ceases to be a going concern.
The main concerns of the board in this scenario are:
• Staff continue to be paid during their notice periods
• All financial commitments are met
• The young people engaged with FYA are supported to move on to other services
Currently, reserves set aside for these purposes, the Board believes this level to be appropriate.
Not all unrestricted fund balance is considered as reserves; unrestricted funds not held as reserve,
and not needed to fund programmes, are allocated to funding overhead and support costs in
the FYA budgets and forecasts.
Restricted funding for programmes is usually secured 6 to 12 months in advance. Unrestricted
funding for support and overhead costs is more difficult to obtain and is less predictable and as
such, FYA is at a higher risk of running short on unrestricted funds for overheads. As a result, the
Board set the reserves with particular reference to overhead and support costs which include
fundraising activities.
The current level of reserves available are held as follows:
a. 2.5 months available contingency fund for continuing operations in the case that general
funding falls short of requirements or for large and unexpected costs. In the event of a
general funding gap, and on the assumption, projects are running using remaining restricted
project funding, based on the current average monthly cost of overheads, this would fund
an additional 2.5 months of overhead expenditure whilst additional funds are sourced. After
this period, if no further funds were secured, a two-month winding up period would begin
(see below).
b. 2 months of available funding held in the event of winding up. Covering core staff costs,
statutory redundancies, rent contracts and other running costs and contracts, staff would be
given notice 2 months before the expected closure date
The reserves set aside are reviewed each year by the Board and increased or decreased
according to expected level of staffing and activities in the following year and with respect to
available unrestricted funds that are available. In recent years of growth, the FYA Board has built
up the reserves.
As at 31st March 2019, the trustees are of the view that the charity and group are a going concern.
STRUCTURE, GOVERNANCE
AND MANAGEMENT
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Governing Document
Fitzrovia Youth in Action is a company limited by guarantee governed by its Memorandum and
Articles of Association dated 02 June 2009. It is registered as a charity with the Charity Commission.
Appointment, Induction and Training of Trustees
The Board of Trustees recruits for additional members as and when it identifies that extra resource
with specific experience or skill set is needed to maintain the Board’s effectiveness. Prospective
trustees are invited for interview and observe at least one board meeting before appointment.
Upon appointment, trustees are provided with an induction pack and latest board papers
containing the relevant information to familiarise themselves with their responsibility as trustees, the
work of the charity, operating procedures, the business plan and financial performance. Trustees
are encouraged to attend appropriate external training events where these will facilitate the
undertaking of their role.
Organisation
The Board meets every 2 Months and there are sub-committees, for example ‘Business
Development’ and ‘Finance’ that meet between Board meetings. Sub committees do not have
delegated authority for decision-making, but instead report to the board with recommendations.
A Chief Executive is appointed by the trustees to manage the day-to-day operations of the
charity.
The charity’s wholly owned subsidiary, Fitzrovia Youth in Action Activities Ltd was established to
operate the Warren Pitch. Fitzrovia Youth in Action Activities Ltd has a licence from the charity to
operate the facility and gift aids all its profits to the charity.
Pay policy for senior staff
The directors consider the board of directors, who are the charity’s trustees, and the chief
executive officer as comprising the key management personnel of the charity in charge of
directing and controlling, running and operating the charity on a day to day basis. All directors
give of their time freely and no director received remuneration in the year.
The pay of the chief executive is reviewed annually, and any increase will be awarded taking
into account performance and labour market conditions. In view of the nature of the charity, the
directors benchmark against pay levels in other youth charities of a similar size based in London.
Risk Management
The trustees and management team of the charity believe that sound risk management is integral
to both good management and good governance practice.
Risk management should form an integral part of the charity’s decision-making and be
incorporated within strategic and operational planning.
Risk assessment will be conducted on all new activities and projects to ensure they are in line with
the charity’s objectives and mission.
Any risks or opportunities arising will be identified, analysed and reported at an appropriate level.
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A risk register covering key strategic risks will be maintained and updated at least twice a year
and more frequently where risks are known to be volatile.
All staff will be provided with adequate training on risk management and their role and
responsibilities in implementing this.
The charity will regularly review and monitor the effectiveness of its risk management framework
and update it as considered appropriate.
Reports will be made to the trustees twice a year highlighting any continuing and emerging high
concern risks and those where priority action is needed to effect better control
Trustee responsibilities in relation to financial statements
The charity trustees (who are also the directors of Fitzrovia Youth in Action for the purposes of
company law) are responsible for preparing a trustees’ annual report and financial statements in
accordance with applicable law and United Kingdom Accounting Standards.
Company law requires the charity trustees to prepare financial statements for each year which
give a true and fair view of the state of affairs of the charitable company and the group and of
the incoming resources and application of resources, including the income and expenditure,
of the charitable group for that period. In preparing the financial statements, the trustees are
required to:
• select suitable accounting policies and then apply them consistently;
• observe the methods and principles in the Charities SORP;
• make judgements and estimates that are reasonable and prudent;
• state whether applicable UK accounting standards have been followed, subject to any
material departures disclosed and explained in the financial statements;
• Prepare the financial statements on the going concern basis unless it is inappropriate to
presume that the charity will continue in business.
The trustees are responsible for keeping proper accounting records that disclose with reasonable
accuracy at any time the financial position of the charity and to enable them to ensure that the
financial statements comply with the Companies Act 2006.
They are also responsible for safeguarding the assets of the charity and the group and hence
taking reasonable steps for the prevention and detection of fraud and other irregularities.
The trustees are responsible for the maintenance and integrity of the corporate and financial
information included on the charitable company’s website.
Approved by our Board of Trustees on 04/11/2019
Signed on its behalf.
______________________________________________________
Chairperson
Anne Shewring
Charity Number: 1136697
ADMINISTRATIVE INFORMATION
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Company Number: 06922343
Registered office: Basement 66-68 Warren Street, London, W1T 5NZ
Directors and Trustees
The directors of the charitable company (the charity) are its trustees for the purpose of charity law.
The trustees and officers serving during the year and since the year end were as follows:
Anne Shewring (Nominated Chair)
Alice Weavers Appointed 29th January 2019
David Gilani
David Mooney (Honorary Treasurer) Appointed on 1st October 2018
Emilie Vanpoperinghe
Hannah Forster Resigned on 04th June 2018
Jane Boddington
Lior Hefer Resigned 3rd December 2018
Natalie Speranza
Patricia Marron
Halima Nessa Appointed 9th September 2019
None of our trustees receive remuneration or other benefit from their work with the charity.
President
Dr June Crown CBE
Key Management Personnel
Chief Executive Officer: Andre Schott
Our Advisers
Bankers: Unity Trust Bank, PO Box 7193, Planetary Road, Willenhall, WV19DG
Independent Examiner: SK Accountants, Old Poplar Library, 45 Gillender St, Poplar, E14 6RN
INDEPENDENT EXAMINER’S REPORT
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Respective responsibilities of trustees and examiner
The trustees (who are also the directors of the company for the purposes of company law) are
responsible for the preparation of the accounts. The charity’s trustees consider that an audit is not
required for this year under section 144 of the Charities Act 2011 (the Charities Act) and that an
independent examination is needed. The charity’s gross income exceeded £250,000.
It is my responsibility to:
• examine the accounts under section 145 of the Charities Act,
• to follow the procedures laid down in the general Directions given by the Charity
Commission (under section 145(5)(b) of the Charities Act, and
• To state whether particular matters have come to my attention.
Basis of independent examiner’s statement
My examination was carried out in accordance with general Directions given by the Charity
Commission. An examination includes a review of the accounting records kept by the charity
and a comparison of the accounts presented with those records. It also includes consideration
of any unusual items or disclosures in the accounts and seeking explanations from the trustees
concerning any such matters. The procedures undertaken do not provide all the evidence that
would be required in an audit, and consequently no opinion is given as to whether the accounts
present a ‘true and fair’ view and the report is limited to those matters set out in the statement
below.
Independent examiner’s statement
In connection with my examination, no material matters have come to my attention (other than
that disclosed below if any) which gives me cause to believe that in, any material respect:
• accounting records were not kept in accordance with section 386 of the Companies Act
2006; or
• the accounts do not accord with such records; or
• the accounts do not comply with relevant accounting requirements under section 396 of
the Companies Act 2006 other than any requirement that the accounts give a ‘true and fair’
view which is not a matter considered as part of an independent examination; or
• the accounts have not been prepared in accordance with the Charities SORP (FRS102).
I have come across no other matters in connection with the examination to which attention
should be drawn in this report in order to enable a proper understanding of the accounts to be
reached.
Date: 05/11/2019
SK Accountants
Address: Old Poplar Library, 45 Gillender St, Poplar, E14 6RN
FINANCIAL STATEMENTS
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CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES
Notes
Unrestricted
Funds
Restricted
Funds
Revised
Total Total
Funds Funds
2019 2018
£ £ £ £
Income:
Donations and legacies 5 9,177 26,809 35,987 6,456
Income from charitable
activities
6 7,680 543,133 550,813 459,296
Income from other trading
activities
8 113,882 - 113,882 107,558
Investment income 9 212 212 66
Total income 130,951 569,942 700,893 573,376
Expenditure
Cost of raising funds: 10
Fundraising 17,709 33,340 51,050 41,851
Commercial trading
operations
10 97,232 - 97,232 121,799
Expenditure on charitable
activities
11 7,230 536,235 543,465 403,624
Total Expenditure (122,172) (569,575) (691,747) (567,275)
Net income/(expenditure) and
net movement in funds for the
year
8,779 367 9,146 6,101
Reconciliation of funds
Total Funds Brought Forward 23 120,530 192,397 312,928 306,827
Transfers 12,135 (12,135) - -
Total Funds Carried Forward 141,445 180,629 322,074 312,928
FINANCIAL STATEMENTS
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CONSOLIDATED BALANCE SHEET
For the financial year in question the company was entitled to exemption from audit under section
477 of the Companies Act 2006 relating to small companies.
• No members have required the company to obtain an audit of its accounts for the year in
question in accordance with section 476 of the Companies act 2006.
• The Trustees acknowledge their responsibility for complying with the requirements of the Act
with respect to accounting records and for the preparation of accounts.
These Accounts have been prepared in accordance with the provisions applicable to the
companies’ subject to small companies’ regime and in accordance with FRS102 SORP.
Confirmation the charity has no guarantee to third
Financial statements were approved on 04/11/2019 By the members of the committee and
authorised for issue. Signed on their behalf by:
Anne Shewring
Chairperson
FINANCIAL STATEMENTS
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STATEMENT OF CASH FLOWS
NOTES TO THE
FINANCIAL STATEMENTS
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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:
a) Basis of preparation (FRS102)
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 (FRS 102) (effective 1 January 2015) - (Charities SORP (FRS 102)), the Financial Reporting
Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
Fitzrovia Youth in Action meets the definition of a public benefit entity under FRS 102. Assets and
liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the
relevant accounting policy note(s).
b) Group financial statements
The financial statements consolidate the results of the charity and its wholly owned subsidiary
Fitzrovia Youth in Action Activities Limited on a line-by-line basis. A separate Statement of Financial
Activities and Income and Expenditure Account for the charity has not been presented because
the charity has taken advantage of the exemption afforded by section 408 of the Companies Act
2006.
c) Income
Income is recognised when the charity has entitlement to the funds, any performance conditions
attached to the item(s) of income have been met, it is probable that the income will be received,
and the amount can be measured reliably.
Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, 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.
For legacies, entitlement is taken as the earlier of the date on which either: the charity is aware
that probate has been granted, the estate has been finalised and notification has been made
by the executor(s) to the charity that a distribution will be made, or when a distribution is received
from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the
amount can be measured reliably, and the charity has been notified of the executor’s intention
to make a distribution. Where legacies have been notified to the charity, or the charity is aware
of the granting of probate, and the criteria for income recognition have not been met, then the
legacy is a treated as a contingent asset and disclosed if material.
Income received in advance of a project or provision of other specified service it is deferred until
the criteria for income recognition are met.
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d) Donated services and facilities
Donated professional services and donated facilities are recognised as income when the charity
has control over the item, any conditions associated with the donated item have been met,
the receipt of economic benefit from the use by the charity of the item is probable and that
economic benefit can be measured reliably.
On receipt, donated professional services and donated facilities are recognised based on the
value of the gift to the charity which is the amount the charity would have been willing to pay to
obtain services or facilities of equivalent economic benefit on the open market.
e) Interest receivable
Interest on funds held on deposit is included when receivable and the amount can be measured
reliably by the charity; this is normally upon notification of the interest paid or payable by the
Bank.
f) Fund accounting
Unrestricted funds are available to spend on activities that further any of the purposes of charity.
Designated funds are unrestricted funds of the charity which the Trustees have decided to
set aside to use for a specific purpose. Restricted funds are donations which the donor has
specified are to be solely used for areas of the charity’s work or for specific artistic projects being
undertaken by the charity.
g) Expenditure
Expenditure is recognised once there is a legal or constructive obligation to make a payment to
a third party, it is probable that settlement will be required, and the amount of the obligation can
be measured reliably. Expenditure is classified under the following activity headings:
● Costs of raising funds comprise the costs of the cost of the fundraising manager and the local
sustainability project.
● Commercial trading operations are the running costs of the whole owned subsidiary Fitzrovia
Youth in Action Activities.
● Expenditure on charitable activities includes the costs of peer education, events and other
educational activities undertaken to further the purposes of the charity and their associated
support costs.
Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.
h) Allocation of support costs
Support costs are those functions that assist the work of the charity but do not directly undertake
charitable activities. Support costs include back office costs, finance, personnel, payroll and
governance costs which support the charity’s artistic programmes and activities. Support costs
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have been allocated in proportion to expenditure incurred in undertaking an activity.
i) Tangible fixed assets
Individual fixed assets costing £250 or more are capitalised at cost and are depreciated over their
estimated useful economic lives on a basis as follows:
j) Debtors
Asset Category Rate Basis
Long Life Fixtures 18% Annually Reducing balance
Fittings 5 Years Straight Line
Electrical Equipment 5 Year Straight Line
Trade and other debtors are recognised at the settlement amount due after any trade discount
offered. Prepayments are valued at the amount prepaid net of any trade discounts due.
k) Cash at bank and in hand
Cash at bank and cash in hand includes cash and amounts in deposit accounts.
l) Creditors and provisions
Creditors and provisions are recognised where the charity has a present obligation resulting from a
past event that will probably result in the transfer of funds to a third party and the amount due to
settle the obligation can be measured or estimated reliably. Creditors and provisions are normally
recognised at their settlement amount after allowing for any trade discounts due.
m) Financial instruments
Basic financial instruments are initially recognised at transaction value and subsequently
measured at their settlement value.
n) Pensions
Existing employees of the charity who have chosen to be enrolled on the Workplace pension,
which is funded by contributions from employee and employer.
The NEST pension scheme is a defined contribution pension scheme operated by National
Employment Savings Trust.
o) Changes to comparative disclosures
Adjustments have been to comparatives to reflect the change in accounting policy changes
for the depreciation of assets and income has been deferred from previous years, on the
recommendation of the independent examiner.
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Depreciation policy on assets with a short life and fixtures is now depreciated over 5 years. Long
Life assets are depreciated in line with HMRC recognised capital allowances
Previous year income has been deferred (£15,071) to reflect information which has been made
available after the reporting period, with income deferred to when contractual agreements have
been meet.
2. Financial Performance of the charity alone
3. Legal status of the Charity
The charity is a company limited by guarantee. The Members of the company are the trustees
listed on page 2.
4. Income from donations and legacies
2019 2018
£ £
___________
____________
Donations 35,987 6,206
The income from donations was £35,987(2018: £6,206) of which all was unrestricted.
The charity benefits greatly from the involvement and enthusiastic support of its many volunteers,
details of which are given in our annual report. In accordance with FRS 102 and the Charities SORP
(FRS 102), the economic contribution of general volunteers is not recognised in the accounts.
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5. Income from charitable activities
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6. Government Funding
7. Income earned from other trading activities
The wholly owned trading subsidiary Fitzrovia Youth in Action Activities Limited is incorporated
in the United Kingdom (company number 09663818) and pays all its profits to the charity under
the gift aid scheme. Fitzrovia Youth in Action Activities Limited operates all commercial trading
operations carried out at the Warren multi-use area and FYA premises.
The summary financial performance of the subsidiary alone is:
8. Investment income
All the group’s investment income of £212 (2018: £66) arises from money held in interest bearing
deposit accounts.
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9. Costs of Raising Funds
10. Analysis of expenditure on charitable activities
11. Analysis of staff costs, Charity remuneration and expenses, and key management
personnel.
No employees had employee benefits more than £60,000 (2018: nil). Pension costs are allocated
to activities in proportion to the related staffing costs incurred.
The charity trustees were not paid or received any other benefits from employment with the
charity or its subsidiary in the year (2018: £nil) neither were they reimbursed expenses during the
year (2018: £nil). No charity received payment for professional or other services supplied to the
charity (2018: £nil).
The key management personnel of the parent charity comprise of the trustees and the
Chief Executive Officer of Fitzrovia Youth in Action.
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12. Staff Numbers
The average monthly head count was 21 staff (2017: 16 staff) and the average monthly number
of full-time equivalent employees (including casual and part-time staff) during the year were as
follows:
13. Analysis of governance and support costs
The charity Initially identifies the cost of its support functions. It then identifies those costs which
relate to the governance function. Having identified it governance costs the remaining support
costs together with the governance costs are apportioned between the key charitable activities
and subsidiary, refer to the table to see the basis of apportionment.
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14. Analysis of apportionment of governance and supports costs to activities
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15. Related party transactions
The charity has an agreement with the local council, to maintain and manage a local caged
multi-use sports area, to provide a high-quality multi-use sports area to the local community. Funds
generated are to be spent to maintain the facility and any surplus to help improve the quality of
life for local young people.
In 2019 the following transactions took place between the charity and its wholly owned subsidiary
Fitzrovia Youth in Action Activities Ltd:
a) Staffing Expenditure and Support costs reimbursed by the subsidiary to the charity for
facilities management at cost £21,670 (2018: - £21,646).
b) Charitable Donation of all profits from trading activities £16,649 (2018: -£21,260).
There were outstanding balances with related parties as at 31 March 2019 £32,234
(2018: - £69,064).
16. Corporation Taxation
The charity is exempt from tax on income and gains falling within section 505 of the Taxes
Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are
applied to its charitable objects.
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Fitzrovia Youth in Action
Annual Report and Accounts 2018-2019
17. Tangible fixed assets
18. Investments
The charity holds 1 ordinary share of £1 in its wholly owned trading subsidiary company Fitzrovia
Youth in Action Activities Limited which is incorporated in the United Kingdom. These are the only
shares allotted, called up and fully paid.
19. Debtors
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Fitzrovia Youth in Action
Annual Report and Accounts 2018-2019
20. Creditors: amounts falling due within one year
21. Deferred income
Deferred income comprises of advance sports bookings.
Revised
2019 2018
Group Group
£ £
Balance as at 1 April 2017 37,776 2 2,723
Amount Released to Restricted Grant Income in the
year
(15,071) -
Amount released to income earned from other
trading activities
(22,705) (22,723)
Grant Amount Deferred in the year 68,417 1 5,071
Amount deferred from trading activities in the year 18,122 2 2,705
Balance as at 31 March 2018 86,538 3 7,776
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Fitzrovia Youth in Action
Annual Report and Accounts 2018-2019
22. Analysis of charitable funds
Unrestricted income funds are available to be used at will of the trustees, the most probable use
of the funds will be in the running of the subsidiary and support costs.
Use of designated funds has been detailed within our reserve policy.
The use of the restricted income is analysed in note 24.
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Fitzrovia Youth in Action
Annual Report and Accounts 2018-2019
23. Analysis of unrestricted funds
24. Analysis of restricted funds
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Fitzrovia Youth in Action
Annual Report and Accounts 2018-2019
25. Analysis of group net assets between funds
26. Reconciliation of net movement in funds of net cash flow from operating activities
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Fitzrovia Youth in Action
Annual Report and Accounts 2018-2019
27. Financial Commitments
At the 31st September 2019 the charity has total commitments under non-cancellable operating
leased as follows:
28. Ultimate Controlling Party
The charity in under the ultimate control of the Board of Trustees.