Positive Futures Annual Report & Accounts

www.positivefuturesnorthliverpool.co.uk

Annual rEPORTAND ACCOUNTS

2013 / 2014


Annual Report & Accounts - 2013/14 page 2

Director’s Report

CEO’s Statement . . . . . . . . . . . . . . . . . . .4Welcome to our World . . . . . . . . . . . . . . .6The year in Numbers . . . . . . . . . . . . . . . .7Where we Work . . . . . . . . . . . . . . . . . . . .11Engage & Educate . . . . . . . . . . . . . . . . . .13Empower . . . . . . . . . . . . . . . . . . . . . . . . .15Enterprise . . . . . . . . . . . . . . . . . . . . . . . . .17Environment . . . . . . . . . . . . . . . . . . . . . . .19Future Developments . . . . . . . . . . . . . . . .21

Financial Statements

Company Information. . . . . . . . . . . . . . . .24Trustees’ Report . . . . . . . . . . . . . . . . . . . .25Independent Examiner’s Report. . . . . . . .31Statement of Financial Activities . . . . . . .32Balance Sheet . . . . . . . . . . . . . . . . . . . . .33Notes to the Financial Statements . . . . . .34

CONTENTS



Annual Report & Accounts - 2013/14

I am extremely proud to be the CEO of Positive Futures; to lead a dedicated team who provide exceptional support and development to young people.

Our philosophy remains one of social inclusion and is simply described as building skills and capacity for the improvement of health, welfare and employability. Young People are the reason we exist and whilst their numbers continue to swell, so do the challenges in generating income to provide services for them. Despite this we have once again facilitated educational and inspirational programmes.

● The National Citizenship Service has seen young people from many different backgrounds come together for a

residential challenge and social action project within their community. Young people have raised funds and awareness for project as diverse as Asylum Seekers to Teenage Cancer, on topics of Domestic Violence to the rebranding of a community group. ● Similarly the Angling for Positive Futures programme has thrived through delivering high quality programmes for Special Educational Needs and Disability young people, and mixing them with other young people. The project has received ringing endorsements of its effects on behaviour and educational attainment. An educational programme focusing on Disability Awareness and Overcoming Disability Hate Crime has proved popular and effective. Social Return on investment (SROI) analysis conducted by SRNW, on Fishing and Education has estimated that we have created an SROI ratio of approximately £1:4. This means for every £1 invested we have delivered £4 of value. ● Our Sport for Change projects conducted on behalf of St James Place Foundation, and Rugby for Change have had some good outcomes. These programmes have introduced all manner of different sports to young people to widen horizons, as well as provide

personal development experiences in the form of presentations to groups, qualification in sport, and ‘health for life’ promotion. ● We were fortunate to receive funds for a new minibus from a foundation that wants no publicity. The bus has been used six days a week since it’s receipt. Grant funding has remained a source of significant income but in addition we continue the transition to private income and social investment. The future is about Social Enterprise both for the young people as well as the organisation, furthermore demonstrating our Social Value to investors. Our 10th year promises to be another one characterised by overcoming adversity and creating Positive Futures. Bring it on!

Clare Corran - CEO

CEO STATEMENT / INTRO

page 4



Positive Futures North Liverpool is an award winning, nationally recognised, social enterprise charity, working to improve the life

choices of children and young people.

Our vision is to see all young people realise their potential regardless of circumstance; to help young people help themselves through

programmes of Engagement & Education, Empowerment, Enterprise and Environment and all by way of Excellence.

There are many qualities to this amazing organisation, but first and foremost . . . Peter and John are two of the most dedicated workers I have had the pleasure of working with. Their passion and drive are obvious from the moment you meet them.

Natasha Cassim, Teacher, Knowsley Park Centre of Learning

Our business often struggles to meet the rising demand for our services while our grant income drastically reducing. Figures and research not only confirm this trend, but also demonstrate the scale of the financial challenge facing our sector. They show that many charities and community groups are facing the real threat of closure, with hugely damaging consequences for the beneficiaries and causes we serve.

The fact that close on 10% of voluntary organisations are questioning whether they will still exist in five years’ time should give everyone cause for concern. The impact of such a loss on local communities and the most vulnerable would be incalculable. Charities, community groups and other voluntary organisations often take years to buildup,

driven by the passion and energy of committed people. Once they have been allowed to disappear, they cannot simply be recreated when circumstances improve. And while too many of us sometimes take charities for granted, we would certainly notice the impact of their disappearance.

During this year there were substantial challenges with the natural end of contracts; government policy and their investment emphasis focusing on reducing the number of contract relationships and the emergence of larger prime contractors; the reduction in numbers of funding opportunities; an increase in competition for funds that are available; restructuring of local authorities and their move to a new commissioning structure; ever reducing sources of local

funding available to the third sector.

Our sector needs the government to take action, in addition we also need to think of how we, at Positive Futures can perform better and become more enterprising and self sustainable.

Due to the changes in our sector we have taken the stance that we are a commercial entity and as a business we have a commercial growth strategy in place for our short and long term sustainability, we need to be non reliant on public funding and create long term sustainable plans to create our own income.

WELCOME TO OUR WORLD

page 6



the year in numbers

TOTALyoung peoplesupported

2013 - 2014

TOTALsessionsdelivered

2013 - 2014

7982

page 8


2013 - 2014


2013 - 2014

7982


2013 - 2014


2013 - 2014

7982TOTALyoung peoplesupported

2013 - 2014


2013 - 2014

7982


2013 - 2014


2013 - 2014

7982


2013 - 2014


2013 - 2014

7982


2013 - 2014


2013 - 2014

7982

TOTAL YOUNG PEOPLEPARTICIPATING IN SESSIONS


2013 - 2014


2013 - 2014

7982


2013 - 2014


2013 - 2014

7982TOTALyoung peoplesupported

2013 - 2014


2013 - 2014

7982


2013 - 2014


2013 - 2014

7982

boys

73.8%

girls

26.2%

%gender

TOTALyoung peoples

up

po

rt

ed

2013 - 2014

TOTALsession

sd

el

ive

re

d

2013 - 2014

7982

TOTALyoung peoples

up

po

rt

ed

2013 - 2014

TOTALsession

sd

el

ive

re

d

2013 - 2014

7982

qualificationsgained


2013 - 2014


2013 - 2014

7982


2013 - 2014


2013 - 2014

7982

atte

ndan

ce s

plit

by g

ende

r



some of the positive outcomes achieved by young people in this year

page 10

35caught theirfirst fish

increased confidence in new situations

561completed a personal development project

791have an increased understanding of disability hate crime

85completed a conflict resolution, gangs & guns workshop

97completed GHOF, module 1,in basic angling skills

78increased team work & social skills

541

54participated in a community event

14say more than one word to people now, very chatty

8developed casting skills

3entered higher education



It is well documented that the main territories that PF work inside are problems areas. As it stands today the some problems are on the rise and the young people need our support and guidance more than ever.

The Liverpool City Region Youth Unemployment Task Force states there are close to 1:10 young people unemployed. In North Liverpool it’s closer to 1:6. It also says that if you get to 19 and are still unemployed, the chance of long-term unemployment increases exponentially. Life outcomes, earning power, health, all suffer & the potential for crime, in our locality, increases. In one of our wards, Everton, the worklessness rate is 38.6%, 3 times the national average, & JSA claiming is the 3rd largest in Liverpool.

The table opposite demonstrates the challenges on our doorstep. Some of these figures talk for themselves and can only strengthen the case for even more intervention by the staff of Positive Futures and the need for stronger programmes offering extra support for the young people that we work with.

where we workTOPIC AREA APRIL 12 - FEB 13

APRIL 13 - FEB 14

TOTAL

Violence with injury (Whilst there has been an increase, most of this comes from those offences which are of a less serious nature and those which are more serious have halved)

A 94 140 +49%

Gun Crime (Year to date there have been 119 gun crimes in Liverpool which is a 49% increase on the same point last year. This increase is due to the months of August, September and January which saw the highest levels of gun crime over the past three years)

A 2 5 +150%

Knife Crime (Area A has seen the biggest increase of all the priority areas. Although numbers are relatively low the increase is 38% rising from 16 in April 2012 to February 2013 to 22 in the same period in 2013/14.)

A 16 22 +38%

page 12

He thoroughly enjoyed the residentials and the garden project he was involved in and I can monitor this by how much he talked about it at home (normally he doesn’t have a lot to say) but this really brought him out of his shell.

Young persons mum



The Engage & Educate Team are dedicated to meeting young people where they are at; on the streets, in schools, in parks or in sports centres. Building long term relationships we undertake personal development, education, training, mentoring,121 & group activities facilitating great futures. WHY do we do it ?Because life doesn’t begin with a level playing field, because growing up in a deprived area means having to beat the odds, because young people have to be stronger, more determined and more resilient in order to succeed. WHAT do we do? We prevent crime & reduce conflict, we reduce substance misuse and improve health, we raise school attainment and raise aspirations. HOW do we do it?By being in the right places at the right times, with the right young people. By providing sports, arts, healthy living, training & job related activities, mentoring , leadership programmes. By being firm, fair and consistent. By doing what others don’t. By persisting when others give up and thus reaching the parts other projects

can’t. An example of this work may be, the staff walk the streets late at night, meet young people, organise a late night football league, build relationships pitch-side over time, encourage meaningful

interactions training programmes or workshops on drugs, gangs, health. Ultimately we help young people return to Education, take up training, or get a job. WHAT IF?What if we didn’t do it? More kids would be lost to gangs, drugs and poor economic well-being.What if you invested in us? We could put more workers out in communities to engage with more young people for long term change.

ENGAGE & EDUCATE

page 14

Engage & Educate

I am very confident about referring young people to this project in the knowledge that they will be provided with excellent resources and activities which enhance their peer group interaction and confidence.

Sonia Roberts, Action For Children



Our Empower team are the Peer Mentors, Volunteers and Youth Advisory Board that keep Positive Futures fresh. They lead, support and recruit young people, they give us their time, their energy and commitment day in day out and they lead on Social Action projects. WHY to we do it? Because at the risk of sounding corny, young people are the future of our communities, they are the decision makers , the consumers, the leaders or, of course, the problem creators. It’s our experience that giving a young people the right level of responsibility and opportunity can ignite latent potential, enhance skills, and build character ; it develops compassion, empathy, passion and solution focused thinking. WHAT do we do?We offer PEER mentoring opportunities that not only transfers knowledge & skills from one young person to another , but allows the Mentor to develop leadership, confidence & self-efficacy. For example the Peer Mentors on our Angling for Positive Futures Programme often volunteer over 200 hours of their time to help and support others who are enthusiastic about fishing. They teach the Countryside Code & some ecology, as well as sessions on behavioural change and

substance misuse. HOW do we do it?We recruit Mentors and Volunteers from any of our schools, afterschool clubs,

residential programmes, or community programmes. With support and training they are soon leading a school assembly, or shadowing a Development Worker, organising a fundraising activity or completing a Volunteering Qualification. The options are limited only by imagination. WHAT IF ? What if ....we didn’t offer these opportunities for growth, then latent talent and skill sets would be lost, and young people would not reach their full potential What if ....you gave us cash? a mini bus?

a new building? we could massively increase the numbers of young people we help leading to greater Health & Economic Well being.

EMPOWER

page 16

Empower

some of our NCS graduates

I am so glad I signed up! Amazing week, amazing people, total new family

I never expected a week away with strangers could be so immense, I want to do it again NOWWWWWWWW!



Enterprise means Doing Business by Doing Good. It’s the future for our young people and the business itself. First of all young people can take part in projects to improve job prospects, financial literacy, and model entrepreneurial activity. For the business, Enterprise means creating sustainable sources of income, creating partnerships with business that create real benefit to society. WHY do we do it?Positive Futures want to show young people that working can be fun as well as do good for society. We young people to see that Social Enterprise is a potential career option and working to benefit others can teach you a range of life skills. Positive Futures also wants to demonstrate that its possible to create wealth by doing good business; we want to model an alternative to grant dependency and welfare and become a entrepreneurial social enterprise. We want to run host of businesses that generate surplus’s that we can put back into the community for the benefit of young people. We will become a sustainable charity that doesn’t rely on handouts but generates income by doing ethical business. WHAT do we do?For our young people we provide all

manner of experiential programmes including ‘Design Your Own Fishery business’, to ‘one red paperclip’ & the Apprentice

For the business itself we are creating an multi-million pound training hotel based in Anfield, exploring the building of an Urban Fishery and even creating a Positive Futures Enterprise Village. Watch this space for a HUGE announcement imminently! HOW?We have created meaningful partnerships with Housing Associations, Football Clubs, City Councils, Entrepreneurs , Corporate Entities and Large Charities to create both Capital and Revenue Based projects that will invest in our Communities long into the future.

WHAT IF?What if... we didn’t do this, well we probably would struggle to survive with a purely grant dependant model in such highly competitive & austere times What if .... you were to invest in us, then you could be part of an exciting, growing business with a track record for turning young lives around , as well as creating cutting edge business opportunities .

ENTERPRISE

Enterprise

page 18



Our Environment Team are Angling 4 Positive Futures: using fishing as a ‘hook’ they provide opportunities for Fishing, Mentoring, Environmental Education, Mentoring & Enterprise programmes. From the school room to the lake side, river bank to seaside this programme is a great catch. WHY do we do it?Because young people can struggle in life due to dyslexia, bullying, poor school attendance, severe or profound learning difficulties or being a carer, to name but a few possibilities. They need support that can be offered through an outdoor based programme, that allows for periods of reflection and peace, as well as learning new skills and visiting new places. WHAT do we do?With the help of schools and agencies we identify young people in need and who may enjoy fishing. They undertake nationally recognised qualifications in Angling, Peer Mentoring, Leadership and basic Environmental Education.They examine all elements of the school curriculum thorough their studies and still want to take part at sessions beginning 6am!In addition to this we want to develop our Urban Fishery, with Lakes, Tackle shop, Education Contracts and a Café. This

would not only double the amount young people we can help but it would also generate cash that can be used to keep the fishery afloat for both young people and the Public.

HOW do we do it?We provide classroom, lakeside and seaside based programmes that examine all aspects of fishing, ecology, countryside code and waterways. In addition there are 1-2-1 mentoring, peer mentoring, leadership and personal development programmes. Young people take part in fundraising, hygiene courses, first aid, swimming, life guarding courses; through to working with to working with severely disabled young people, learning about disability hate crime and autism. It really is an all-round project.

WHAT IF?What if .....we didn’t do this, then there are young people who wouldn’t have an opportunity to develop leadership skills, improve their confidence or increase their school attainment.What if .....you were to donate some land, a building or a café, then we could create an environmentally friendly, publicly used, socially owned facility that provide education, employment and training for young people across the city.

ENVIRONMENT

Environment

page 20

The young people who have so far taken part in this project have benefited in many ways such as improved confidence and self esteem, a better understanding of disabled people and their needs. Many disabled young people have also had the opportunity to take part in an activity that they would not ordinarily access, not only this but they are learning to trust other YP

Liverpool City Council employee



Working Youth Enterprise Project

Our Working Youth project is a direct successor of our pilot programme ‘Building Futures’. We are presently working up this model with more research and financial models being added on a weekly basis.

As it stands to summarise the project we are looking at the following:Working Youth 6 month Enterprise Programme (consisting of)Working with 72 young people every 6 monthsInduction and team building● Positive Minds 3 month course● Project Boards● Visit to companies to gain valuable

experience of what its like in the real world

● Project filming● Mentoring by business community

● Key elements will include:● Intensive intro to Enterprise or

Further Education● Key Skills - English and Maths● Profit and Loss / Maths 4 Business● Employability / Understanding the

hidden rules of the workplace● Working in PF owned Social

Enterprises / Coffee Shop chain and others

● Getting work experience by qualified mentors

● Spending time with legal firms / solicitors / marketing agencies etc

New Business Opportunities

We are also exploring a number of Social Enterprises that will be owned by Positive Futures, generate training opportunities for young people, and return a surplus.

In addition we are monitoring the development of the Anfield Hotel, and our interests in it.

Generic tasks

We have also committed resources to:● Review our bid writing protocol and

implement a systematic approach to improve our overall success rates

● Target further corporate sponsors● Sourcing a social investor● Undertake further research

into measuring our impact and demonstrating SROI (Social Return On Investment)

page 22

In the next financial year we have committed to generating a full 3 year growth strategy and visioning document the aim being to improve our sustainability by providing more diverse income, and by improving our offer to stakeholders in the form of a new HQ.The following notes indicate our short and long term plans for making PF sustainable and offering the young people of Liverpool a brighter future.

Building Futures project

As a management team we have recognised that our future growth strategy and plans cannot go ahead and become reality with our present office space which works as both an office function and small meeting place for the young people that we work with. We have made the decision to move from our present unit and are in the process of agreeing terms with Liverpool City Council for 3 new units.

The HQ project is unusual in that instead of simply appointing a builder to complete it, we are tasking young people with the planning, development, project management, thereby giving them Real World’ job experience. There is significant interest in this pilot scheme from both public and private sector bodies. By using the young people, alongside PF management and the architects, to project manage the creation of the new space we aim to allow them to experience and learn new skills in topics such as Financial Management / Legal Negotiations / Design and Build / Fundraising / Marketing and PR / Sourcing goods / Health & Safety etc.

Over half the Capital required has already been raised and a plan is in place to raise the rest.

Future Developments for 2014 onwards



CHARITY & COMPANY INFORMATION

The trustees, who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 March 2014. The trustees have adopted the provisions of the Statement of

Recommended Practice (SORP) ‘Accounting and Reporting by Charities’ issued in March 2005.

Charity NamePositive Futures North Liverpool Limited (Limited by Guarantee)

Registered Company Number07626625 (England and Wales)

Registered Charity Number1145598

Registered OfficeUnit 1

Tetlow WayLangham Street

LiverpoolL4 4QS

Business AddressUnit 1

Tetlow WayLangham Street

LiverpoolL4 4QS

Trustees/DirectorsP A KennedyB K Cronin

G L McGowanM J Nugent Resigned 31/10/13P Nolan Appointed 01/08/13P Dickinson Appointed 14/03/ 14

BankersCo-Operative Bank

PO Box 250Delf HouseSouthway

SkelmersdaleWN8 6WT

Independent ExaminerCounting for Communities Ltd

16 Holmwood Drive LiverpoolL37 1PQ

POSITIVE FUTURES NORTH LIVERPOOL LIMITED (Limited by Guarantee)

page 24



STRUCTURE, GOVERNANCE AND MANAGEMENT CHARITY & COMPANY

The charity operates principally in Liverpool, Knowsley, Sefton and Wirral and its objectives are:

1) To act as a resource for young people up to the age of 25 living in the United Kingdom by providing advice and assistance and organising programmes of physical, education and other activities as a means of :

a) Advancing in life and helping young people by developing their skills , capacities and capabilities to enable them to participate in society as an independent, mature and responsible individuals,

b) Advancing education;

c) Tackling worklessness;

d) Providing recreations and leisure time activity of social welfare for people in the area of benefit who have need by reason of their youth, age, infirmity or disability, poverty, or social and economic circumstances with a view to improving the conditions of life of such persons.

2) Such charitable purposes for the public benefit are exclusively charitable according to the laws of England and Wales as the trustees may from time to time determine.

Since inception the organisation has won contracts from Children in Need, Comic Relief, European Social Fund, Liverpool City Council, Housing Associations, to name a few. In total nearly £4 million pounds worth of investment has touched the lives of over 8000 young people.

We seek to enable disadvantaged young people to achieve their full potential through a delivery framework defined as the “’E’s” These are:

Engagement and Education Empowerment Environment Enterprise Excellence

Governing document The organisation which is a registered charity limited by guarantee was incorporated on 9 May 2011. The governing document is the company’s memorandum and articles of association. Every member of the charity undertakes to contribute to the assets of the Society, in the event of being wound up while he or she is a member or within one year of ceasing to be a member, such amount as may be required, not exceeding £1.

Appointment of Management CommitteeThe Trustees, who are also directors for the purpose of company law, present their annual report and financial statements for the year ended 31 March 2014. At the AGM the Trustees will approve the retirement of existing Directors and or the recruitment of new Trustees in accordance with the Articles of Association.

Induction and training of new trusteesTrustees are appointed on the basis of their ability to bring to the Board a range of skills to assist in the governance and development of the Charity. Before appointment they are guided by the General Manager through a comprehensive induction procedure designed to give them a complete understanding of the aims and aspirations of the Charity. In addition, Charity Commission literature is given to all Trustees on an on-going basis in order to assist them to understand their legal responsibilities.

Organisational StructurePositive Futures North Liverpool Ltd has a Board who meet at least 6 times per year and are responsible for the strategic direction and policies of the charity. Directors derive no benefit, income or capital from the charity. Many day-to-day decisions are delegated to the Chief Executive and the administration including recruitment and day to day financial operations.

Risk identification and managementThe Directors have examined the major strategic, business and operational risks which the charity faces and confirm that systems have been established to enable regular reviews and actions to mitigate risks.

Potential risks identified by the Trustees to the constitution of the Association’s activities are: 1. Loss of funding streams2. Lack of young person involvement and take up3. Loss of access to adequate levels and/or inexperienced staff

The Trustees have sought to minimise these risks in the following ways:

• The Trustees and staff are constantly seeking out new avenues of funding. They also ensure rigorous systems are in place for collecting monitoring information in accordance with the requirements of its funders.

• Maintaining appropriate financial control in order to satisfy funding regulations and maintain positive relationships with funding organisations.

• PF ensures youth & community involvement and take-up through regular consultation with users and publicising of activities and services.

• PF offers a comprehensive training and development programme and continuously reviews remuneration packages for staff.

Public BenefitWhen planning and programming activities for the local residents of Liverpool, the Trustees of Positive Futures North Liverpool Limited are mindful of the Charity Commissions guidelines on Public Benefit.

OBJECTIVES AND ACTIVITIES

page 26



ACHIEVEMENTS AND PERFORMANCE

Review of Activities and Income generationLast year saw a continuation of the general levels of volatility as a result of national political and economic decisions. Despite the loss of one of its major funding streams, the organisation has worked hard to successfully diversify their funding relationships during the course of this year. As a result, towards the end of the financial year, the Charity was successful in securing additional income, both from new and existing funders. As a result, it reported a net increase in funds of £84.521, which will facilitate the continued investment in the longer term sustainability and security of organisation.

Operationally, the staff continued to develop high quality street, community and school based programmes for young people of the North Liverpool. Again, nearly 1000 young people were the recipients of the Charity’s work. It delivered a varied programme covering sports, arts, health, business, training and employment opportunities. It supported schools in delivering to some of the most vulnerable and/or challenging young people on subjects ranging from guns and gangs to disability hate crime. It created 30 new young peer mentors, supported nearly 100 young people into work and importantly now employs three new members of staff recruited from its cohort of young people working in full time, substantive or sessional roles. The stories of success are manifold.

Throughout this time the Board of Trustees/Directors were working hard on the major objective of improving sustainability through income generation activity. This activity has been focused on the development of a training Hotel as part of the wider regeneration plan for the Anfield area of Liverpool and the creation of an Urban Fishery.

Finally, the Charity has now established a fundraising committee to focus on corporate and individual giving.

Reserves PolicyThe Trustees have examined the charity’s requirements for reserves in light of the main risks to the organisation. It has established a policy whereby the unrestricted funds not committed or invested in tangible fixed assets held by the charity should be 3 months of the expenditure, plus any subsequent wind down costs. Based on the budgeted monthly fixed overhead expenditure for 2013/14, plus the estimated wind-up costs, this figure is £60,000. The reserves are needed to meet

the working capital requirements of the charity and the Trustees are confident that at this level they would be able to continue the current activities of the charity in the event of a significant drop in funding. The present level of reserves available to the charity of £247,370 falls comfortably within this target level. Therefore, this allows for the planned investment to take place during the course of the next financial year.

The planned investment includes £50,000 towards the Capital build of new premises, a contribution to the development of our Sustainable Enterprise programme. The remained is to fulfil shortfall between the end of some grants and the beginning of new income.

Fundraising

Plans for Future Periods

Long term sustainability plans for the organisation continue to be developed and are progressing well. The development of a Training Hotel in Anfield, linked to the Anfield regeneration programmes and Liverpool Football Club are in advance stages. The plan would see the Charity as the major recipient of the hotel income benefitting from a regular and long term income stream from the rent paid by the hotel operator.

In addition to this core element of the future funding strategy, management will continue to explore the advantages of additional commercial ventures, including the creation of an urban fishery and the introduction of an Enterprise programme, which will garner the input and support of local business leaders for the creation of an enterprise village – a collection of micro businesses, set up and run by the young people.

The provision of a safe and engaging environment for the young people to meet, remains a cornerstone of the work carried out by the Charity. As such, consideration will be given to the renovation of the existing premises, together with the improved use of technology by the staff, with the aim of driving continually improved outcomes and measurement.

The young people will continue to receive excellent services, focusing on identified needs, and long term relationship building. They will also benefit from more varied programmes, more apprenticeship opportunities and better facilities.

statement of trustees responsibilities

page 28

Company law requires the Directors to prepare financial statements for each financial period that give a true and fair view of the state of affairs of the company and of its income and expenditure for that period. In preparing those financial statements, the Directors are required to:• select suitable accounting policies and then apply them consistently;• make judgements and estimates that are reasonable and prudent;• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the company will continue as a going concern;• state whether applicable accounting standards have been followed, subject to any material departure disclosed and explained in the financial statements.

The directors are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the company and to enable them to ensure that the financial accounts comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

By Order of the Board

_______________________________P A KennedyDirector

Date: 15th October 2014



board of directors

page 30

Paul Kennedy has over 20 years experience in the business sector. Starting his career in 1990’s in the UK Civil Service, focussing on professional procurement. Since this time Paul has gone on to establish himself as an innovative and proven business leader, with a successful track record of producing solid financial results and sustained business growth through the effective development of Senior Teams. He has a reputation for innovation, delivery and establishing genuine partnering relationships that provide longevity and profit. Paul has a strong track record of delivering business growth and turnaround

in both privately owned and publicly listed businesses. Paul current role saw him join the CEL Group as their CEO in February 2008 and lead a management buyout of the company in October of the same year. Since then, he has driven the company through a period of unprecedented growth, increasing profit and turnover by over 500%. Paul has a passion for delivering world class customer experience through his teams and for helping SME’s and the third sector improve and increase their position in the delivery of Public Services.

Paul KennedyDirector and Chair

Brian was appointed as Group Chief Executive of the Your Housing Group on 1st April 2012 which is a newly formed organisation resulting from the merger of Harvest Housing Group and Arena Housing Group of which Brian was Group Chief Executive. Your Housing Group manages over 33,000 units based in and across the North of the country and is one of the largest nationally. As well as providing general needs accommodation the Your Housing Group provides care and support to over 6,000 units, mainly to older people particularly

through its Extra care Villages.

Brian was the founding Chair of Fusion21, which brought together seven leading Associations to jointly procure maintenance. Over its 10 year life the multi award winning Fusion21 has created employment opportunities for hundreds of unemployed people as well as introducing intelligent procurement concepts. He was also founding Chair of Procurement for Housing (PfH), the national procurement agency for housing organisations that is jointly sponsored by the CIH and NHF through Housemark.

Female Business Woman of the year 2010, Gemma began her working life as the youngest licensee in the country. She now owns a number of public houses, bistros, a wine warehouse, and events companies specialising in Football and Weddings. She is an energetic social entrepreneur who is dedicated to improving opportunities for the people of Liverpool.

Brian CroninDirector

Gemma McGowanDirector

Paul spent 6 years as the Group HR Director for The Football Association and Wembley Stadium, where he worked closely with the Board, Chairman and Chief Executives to build leadership teams, handling every senior executive and non-executive appointment. Prior to this, Paul spent 13 years in consumer facing international businesses, including a position on the Board of a FTSE 250 business with a specific responsibility for acquiring and developing leadership talent. As well as leading our sports practice and conducting all of our Board level searches and Chief Executive and Managing

Director mandates, Paul has also done significant work in the betting & gaming industry, including several Executive Board level searches at William Hill plc both in their retail and online businesses.

Peter has over 30 years experience within the Financial Services Industry helping both Individuals and Companies. Peter is a member of the St. James’s Place Partnership and is a North West based financial services company providing tailored financial solutions to clients and a number of SME owner managed businesses. As a Partner of St. James’s Place Wealth Management based in the North West, his emphasis is on maintaining a long-term relationship with clients and to provide them with a source of trusted advice as their financial needs evolve over the years.

Peter is also involved with St James’s Place Foundation as a newly appointed member of the Foundation committee. The St. James’s Place Foundation is a grant-making charity with a difference. The vast majority of funds raised come from funding from Partners and employees of St James’s Place. Since its inception in 1992, their community has raised and distributed almost £34 million to good causes operating in the UK and abroad. In 2013, in excess of £4.5 million was raised. Positive Futures has benefitted over the last 3 years from the SJP Foundation.

Paul NolanDirector

Peter DickinsonDirector



Independent Examiner’s report

Independent Examiner’s report on the accounts of Positive Futures North Liverpool Ltd (Limited by Guarantee)

I report on the accounts for the year ended 31 March 2014 set out on pages 32 to 40.

Respective responsibilities of trustees and examinerThe charity’s trustees 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 required.

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 the independent examiner’s reportMy examination was carried out in accordance with the 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 statementIn connection with my examination, no matter has come to my attention:

1. which gives me reasonable cause to believe that, in any material respect, the requirements:a. to keep accounting records in accordance with section 130 of the Charities Act; andb. to prepare accounts which accord with the accounting records, comply with the accounting requirements of the

Charities Act have not been met; or

2. to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.

Signed:

Date: ......................................................

Name: Anne Leonard Professional qualification body: AAT Counting For Communities Ltd 16 Holmwood Drive, Liverpool, L37 1PQ

STATEMENT OF FINANCIAL ACTIVITIES(INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT)For the year ended 31 March 2014

page 32

2014 2014 2014 2013 Unrestricted Restricted Total Total funds funds funds funds Notes £ £ £ £INCOMING RESOURCESIncoming resources fromgenerated fundsVoluntary income 2 66,915 399,431 466,346 498,150Activities for generating funds 3 - - - -Investment 4 708 - 708 602Incoming resources from charitable activities 5 - - - -

Total incoming resources 67,623 399,431 467,054 498,752

RESOURCES EXPENDEDCharitable activities 6 32,312 405,875 438,187 412,731Governance costs 7 1,500 - 1,500 1,500

Total resources expended 33,812 405,875 439,687 414,231

Net income / (expenditure) for the year 33,811 (6,444) 27,367 84,521before transfersGross transfers between funds - - - -

Net income / (expenditure) for the year 33,811 (6,444) 27,367 84,521

RECONCILIATION OF FUNDSTotal funds brought forward 213,635 58,053 271,688 187,167

TOTAL FUNDS CARRIED FORWARD 247,446 51,609 299,055 271,688

There are no recognised gains or losses other than the net movement in funds for the above two financial years. All incoming resources and resources expended derive from continuing activities.

The notes form part of these financial statements



BALANCE SHEETAt 31 March 2014Registration Number: 07626625

2014 2014 2014 2013 Unrestricted Restricted Total Total funds funds funds funds Notes £ £ £ £FIXED ASSETSTangible assets 8 - 19,144 19,144 -

Total incoming resources 67,623 399,431 467,054 498,752

CURRENT ASSETSDebtors 9 6,072 12,350 18,422 1,475Cash at bank and in hand 10 243,958 20,115 264,073 291,750

250,030 32,465 282,495 293,225

CREDITORSAmounts falling due within one year 11 (2,584) _ (2,584) (21,537)

NET CURRENT ASSETS 247,446 32,465 279,911 271,688

TOTAL ASSETS LESS CURRENT LIABILITIES 247,446 51,609 299,055 271,688

FUNDS 12Unrestricted funds 247,446 213,635Restricted funds 51,609 58,053

TOTAL FUNDS 299,055 271,688

For the year ending 31st March 2014 the company was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies.

Directors’ responsibilities • The members have not required the company to obtain an audit of its accounts for the year in question in accordance

with section 476. • The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to

accounting records and preparation of accounts.The financial statements were approved by the Board of Trustees on Wednesday 15th October 2014 and were signed on its behalf by:

NAME: .............................................................................

The notes form part of these financial statements

NOTES TO THE FINANCIAL STATEMENTSFor the year ended 31 March 2014

1. ACCOUNTING POLICIES Accounting convention The financial statements have been prepared under the historical cost convention, and in accordance with the Financial

Reporting Standard for Smaller Entities (effective April 2008), the Companies Act 2006 and the requirements of the Statement of Recommended Practice, Accounting and Reporting by Charities.

Incoming resources All incoming resources are included on the Statement of Financial Activities (SoFA) when the charity is legally entitled to the

income and the amount can be quantified with reasonable accuracy

a) Incoming Resources with Related Expenditure Where incoming resources have related expenditure (as with fundraising or contract income) the incoming resources and

related expenditure are reported gross in the SoFA.

b) Grants and Donations Grants and donations are only included in the SoFA when the Charity has unconditional entitlement to the resource.

c) Contractual Income and Performance Related Grants This is only included in the SoFA once the related goods or services have been delivered.

d) Volunteer Help The value of any voluntary help received is not included in the accounts but is described in the trustees’ annual report.

e) Investment Income This is included in the accounts when receivable.

Expenditure and Liabilities a) Liability Recognition Liabilities are recognised as soon as there is a legal or constructive obligation committing the charity to pay out resources.

b) Governance Costs These include costs of the preparation and examination of statutory accounts, the costs of trustee meetings and cost of any

legal advice to trustees on governance or constitutional matters. c) Grants and Performance Conditions Where the charity gives a grant with conditions for its payment being a specific level of service output to be provided, such

grants are only recognised in the SoFA once the recipient of the grant has provided the specific service or output.

d) Grants payable without Performance Conditions These are only recognised in the accounts when a commitment has been made and there are no conditions to be met relating

to the grant which remain in the control of the charity.

page 34



NOTES TO THE FINANCIAL STATEMENTS - CONTINUEDFor the year ended 31 March 2014

Fixed assets for use by the Charity Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life. The following

rates and methods are used: Motor vehicles - 25% straight line Fixtures and fittings - 25% straight line

All equipment, fixtures and fittings with an original cost of less than £300, are written off in the year in which the expenditure was incurred on the basis that due to the nature of the company’s activities, there is no expectation that the cost of the assets will be recovered in the way of future revenues.

Taxation The charity is exempt from corporation tax on its charitable activities and is not registered for VAT. As a registered charity the

company benefits from rates relief.

Fund accounting Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.


Note 2014 2014 2014 2013 Unrestricted Restricted Total Total £ £ £ £2 Voluntary income Grant 45,037 384,052 429,089 479,564 Voluntary Income - 7,492 7,492 16,671 Donations 21,878 7,887 29,765 1,915

66,915 399,431 466,346 498,150

2014 2014 2014 2013 Unrestricted Restricted Total Total £ £ £ £3 Activities for generating Other - - - -

- - - -

2014 2014 2014 2013 Unrestricted Restricted Total Total £ £ £ £4 Investment Income Bank interest receivable 708 - 708 602

708 - 708 602

2014 2014 2014 2013 Unrestricted Restricted Total Total £ £ £ £5 Income resources from charitable activities Other - - - -

- - - -

page 36




Note 2014 2014 2014 2013 Unrestricted Restricted Total Total £ £ £ £6 Resources Expended Charitable activities Staff costs 35,482 213,651 249,133 293,770 Other costs (3,170) 185,843 182,673 118,961 Depreciation - 6,381 6,381 -

32,312 405,875 438,187 412,731

2014 2014 2014 2013 Unrestricted Restricted Total Total £ £ £ £7 Governance Costs Professional fees - - - - Independent Examiner’s fees 1.500 - 1,500 1,500

1,500 - 1,500 1,500

8 Fixed Assets Motor Vehicles Total £ £ Cost At 1 April 2013 25,525 25,525 Disposals - - Additions - - At 31 March 2014 25,525 25,525

Depreciation At 1 April 2013 - - On Disposals - - Charge for year 6,381 6,381 At 31 March 2014 6,381 6,381

Net Book Value At 31 March 2014 19,144 19,144 At 31 March 2013 - -


Note 2014 2013 £ £9 Staff Costs and Employees Wages and salaries 229,313 262,880 Social security costs 19,820 23,242 Redundancy - 7,648

249,133 293,770

No employee earned £60,000 or more during the year

The average number of employees during the year was 2014 2013 Charitable activities 9 9 Administration 1 2

10 11

2014 2013 £ £10 Debtors Trade Debtors 4,527 - Other Debtors 1,500 - Prepayments 12,480 1,475

18,552 1,475

2014 2013 £ £11 Cash at bank in hand Current Account 264,035 291,750 Petty Cash 38 -

264,073 291,750

2014 2013 £ £12 Creditors: amounts falling due within one year Trade creditors 47 - Accruals 1,970 18,713 Other creditors 567 2,824

2,584 21,537

page 38


Annual Report & Accounts - 2013/14 page 40


13 Movements in Funds Balance at Balance at 31 March Incoming Resources Transfers 31 March 2013 Resources Expended In / (Out) 2014 £ £ £ £ £ Unrestricted Funds General Fund 213,635 67,623 (33,812) - 247,446 213,635 67,623 (33,812) - 247,446

Restricted Funds Active Men - 41,900 (41,900) - - Cargills 4,427 - (700) - 3,547 Chamber of Commerce - 2,031 (2,301) - - Children in Need - 34,241 (34,241) - - Comic Relief 13,958 37,500 (47,336) - 4,122 Henry Smith 2,328 37,700 (40,028) - - John Armitage - 33,000 (33,000) - - LHT - 3,822 (3,822) - - Liverpool City Council - 1,656 (1,656) - - Liverpool PCT 9,950 - - - 9,950 NCS - 67,835 (67,835) - - NCS 2014 - 33,000 (33,000) - - NCS Social Action - 8,667 (7,000) - 7,967 Mini Bus - 25,525 (6,381) - 19,144 Misc fishing - 4,709 (3,508) - 1,201 Police CC - 68,000 (68,000) - - Plus Dane - 5,000 (5,000) - - Rugby for Change - 2,600 (4,615) - (2,015) Santander 9,960 - (39,960) - - Sported - 2,000 (1,295) - 705 Tuebrook Outreach - 1,620 (1,620) - - Sport England 17,610 - (17,610) - - 58,053 399,431 (405,875) - 51,609

Total Funds 271,688 467,054 (439,687) - 299,055


14 Trustees’ Remuneration and Benefits There were no trustees’ remuneration or other benefits for the year ended 31 March 2014 nor for the year ended 31 March 2013.

15 Trustees’ Expenses There were no trustees’ expenses paid for the year ended 31 March 2014 nor for the year ended 31 March 2013.

16 Operating Lease Commitments The company had annual commitments at 31 March 2014 of £5,160 (2013: £5,160) under non-cancellable operating land and

building leases. the expiry date is between 2 and 5 years.



Unit 1Tetlow Way

Langham StreetLiverpool

L4 4QS

t. 0151 207 6003

© Copyright 2014 | Positive Futures North Liverpool Ltd | Registered Charity Number: 1145598

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Positive Futures Annual Report & Accounts

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Transcript of Positive Futures Annual Report & Accounts