FYA Annual Report 2018 - 2019

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

3



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

4



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

5



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

6



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

7



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

8



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

9



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

10



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

11



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

12



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

13



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

14



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.

15



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.

16



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

17



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.

18



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

19



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

20



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

21



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

22



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

23



Somers Town

Youth Club

William Ellis

School

Camden School

for Girls

OUR FUNDERS 2018-19

24



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

25



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

26



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

27



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

28



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

29



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.

30



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

31



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

32



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

33



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


34



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


35



STATEMENT OF CASH FLOWS

NOTES TO THE


36



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.

37



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

38



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.

39



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.

40



5. Income from charitable activities

41



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.

42



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.

43



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.

44



14. Analysis of apportionment of governance and supports costs to activities

45



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.

46



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

47



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

48



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.

49



23. Analysis of unrestricted funds

24. Analysis of restricted funds

50



25. Analysis of group net assets between funds

26. Reconciliation of net movement in funds of net cash flow from operating activities

51



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.

FYA Annual Report 2018 - 2019

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?