Governing Document

To support the personal, social, emotional, educational, cultural and moral development of young people through mentoring, guidance, psycho-education, leadership development, safe spaces, life skills, positive activities, cultural identity work and progression pathways.

To contribute to the prevention of serious youth violence, knife crime, gang involvement, criminal exploitation and harmful peer influence by addressing underlying factors such as trauma, fear, identity loss, low aspiration, poor emotional regulation, family stress, school disengagement and lack of trusted adults.

To shift the narrative from serious youth violence to serious youth guidance by connecting young people to emotionally available adults, mentors, positive role models, educators, community leaders, practical tools and future opportunities.

To support parents, carers, mothers, fathers and wider family networks through education, guidance, trauma-informed support, emotional literacy, parenting insight, cultural identity work and signposting to relevant services.

To bring communities together across postcode, cultural, generational, faith and social divides, promoting unity, peace, local pride, shared responsibility and collective action.

To help young people and families reconnect with cultural heritage, family history, personal identity, values, purpose and aspiration.

To make complex theory accessible and practical for young people, families and professionals through programmes such as TIPS: Theory Into Practical Solutions.

To support schools, colleges, alternative provision settings, pupil referral units and youth organisations through mentoring, leadership programmes, student voice, ambassador development, behaviour insight, trauma-informed support and staff training.

To support young people who are at risk of becoming, or who are already, not in education, employment or training by providing futures guidance, employability support, placements, work experience, training pathways, mentoring and next-step planning.

To provide training, consultancy, resources and practical frameworks to professionals, youth workers, teachers, community leaders, faith groups, local authorities, services and organisations working with young people and families.

To create and support community hubs, youth spaces, educational spaces, outreach events, festivals, fairs, workshops and programmes that promote safety, belonging, learning, opportunity and community healing.

To use the Organisation’s income, assets, resources and partnerships for community benefit in line with its status as a Community Interest Company.

Street Lights believes that transformation begins with presence. Communities affected by violence, trauma and fear need trusted people who show up consistently, listen carefully, build relationships and remain committed beyond one-off events.

Street Lights believes that the power to change communities exists within the people. Young people, families, elders, faith groups, local leaders, schools, creatives, professionals and residents must be supported to recognise and use their collective power for healing, safety and progress.

Street Lights believes that people need more than survival. Young people and families must be supported to reconnect with identity, values, cultural roots, aspiration, emotional literacy, responsibility and future direction.

Street Lights stands against postcode division, gang identity, area-based hatred and community fragmentation. The Organisation promotes unity across communities and encourages young people to represent themselves, their families, their schools and their future.

Street Lights recognises the central role of family in prevention, healing and development. The Organisation works to strengthen relationships between young people, parents, carers and wider family networks.

Street Lights recognises that behaviour is often connected to trauma, fear, grief, stress, unmet need and survival responses. The Organisation seeks to respond with compassion, accountability, safety, understanding and practical tools.

Street Lights recognises that cultural identity, history and belonging are protective factors. The Organisation helps young people and families reconnect with their roots, heritage, family stories and purpose.

Street Lights is committed to transparency, safeguarding, financial integrity, responsible leadership, measurable impact and accountability to the communities it serves.

Design, develop, fund, manage and deliver programmes, workshops, mentoring, training, events, youth activities, community education, family support, school-based programmes, employability initiatives and community engagement activities.

Provide one-to-one mentoring, group mentoring, youth guidance, leadership development, peer support, ambassador training, personal development and positive activities for young people.

Develop and deliver psycho-educational programmes, including TIPS: Theory Into Practical Solutions, making complex theories accessible and practical for young people, families and professionals.

Work with schools, colleges, alternative provision settings, pupil referral units, youth services and education providers to support students, staff, families and wider school communities.

Organise community blasts, festivals, fairs, cultural events, celebrations, youth showcases, sports activities, arts activities, awareness campaigns and public engagement events.

Deliver programmes for parents, carers, mothers, fathers, young people and community members around childhood, brotherhood, sisterhood, motherhood, fatherhood, adulthood, trauma, attachment, communication, identity and purpose.

Support young people into education, employment, training, apprenticeships, work experience, volunteering, placements, enterprise and other positive progression pathways.

Provide training, consultancy, advice, resources and support to schools, local authorities, charities, faith groups, youth services, professionals, community organisations and statutory agencies.

Employ staff, appoint sessional workers, engage consultants, contract trainers, appoint volunteers and work with specialists, subject to appropriate recruitment, safeguarding, supervision and compliance procedures.

Enter into partnerships, collaborations, service agreements, memoranda of understanding and joint working arrangements with organisations that support the objects of Street Lights Collective CIC.

Apply for, receive and manage grants, donations, sponsorship, contracts, service income, consultancy income, training fees, fundraising income and other lawful forms of income.

Acquire, lease, rent, licence, manage or use premises, equipment, materials, digital resources, vehicles, supplies and other resources needed to further the Organisation’s objects.

Open and operate bank accounts in the name of Street Lights Collective CIC and put in place appropriate financial controls.

Make payments, bursaries, reimbursements or contributions where these further the objects of the Organisation and are properly authorised.

Produce educational materials, toolkits, publications, digital content, videos, resources, training packs, workbooks, campaigns and other materials aligned with the Organisation’s purposes.

Promote the Organisation’s work through websites, social media, newsletters, public events, media, reports, campaigns and community engagement, subject to safeguarding, consent and ethical storytelling standards.

Collect data, feedback, case studies, testimonials, attendance records, outcome measures and evaluation evidence to improve delivery, demonstrate impact and report to funders and stakeholders.

Do all other lawful things that are necessary, useful or incidental to furthering the objects and community benefit purposes of Street Lights Collective CIC.

TIPS: Theory Into Practical Solutions is Street Lights Collective CIC’s psycho-education programme.

TIPS takes deep theories from psychology, neuroscience, trauma, attachment, family systems, emotional development, behaviour, identity, social learning and decision-making, and translates them into practical tools that young people can understand and use.

Many young people are expected to change their behaviour without being taught how behaviour is formed. They are told to calm down without understanding the nervous system. They are told to make better choices without understanding trauma, triggers, fear, identity, shame, peer pressure, social media, survival mode or the need to belong.

TIPS bridges this gap. It does not water down theory. It translates it. It takes ideas that are often locked away in academic language, professional training and clinical settings, and turns them into relatable, practical solutions for everyday life.

TIPS gives young people language for their inner world and strategies for their outer world. The programme supports emotional literacy, self-awareness, resilience, decision-making, moral clarity, personal responsibility and positive identity.

• Its purpose is simple: to turn theory into transformation.
• why they react the way they react;
• how trauma can shape behaviour;
• how emotions influence decision-making;
• how the brain and body respond to threat;
• how family patterns can repeat across generations;
• how identity can become tied to postcode, reputation or peer approval;
• how social media can affect self-worth and emotional regulation;
• how to pause, reflect and make conscious choices;
• how to move from survival mode into self-awareness, responsibility and purpose.

The Street Lights Ambassador Programme is a school-based leadership and identity programme designed to inspire students to become true representatives of themselves, their school and their wider community.

The programme challenges young people to rethink representation. Too often, young people are encouraged to represent postcode, area, peer group, online image, gang affiliation or reputation. The Ambassador Programme reframes representation around character, responsibility, values, confidence, service, emotional intelligence and purpose.

The core principle is: before a young person can represent a school, a community or a movement, they must first learn how to represent themselves.

The Ambassador Programme helps schools cultivate students who are not simply well-behaved, but emotionally aware, socially responsible and capable of positive leadership.

• build confidence;
• develop leadership skills;
• promote unity;
• support positive school culture;
• strengthen student voice;
• challenge negative peer influence;
• improve communication;
• understand responsibility;
• represent their school with pride;
• become role models for younger students;
• develop self-respect and respect for others;
• move with purpose.

The NEET Futures Initiative is Street Lights Collective CIC’s futures, next steps and progression programme for young people who are at risk of becoming, or who are already, not in education, employment or training.

The initiative recognises that many young people do not lack potential; they lack access, guidance, preparation, confidence, exposure, networks and consistent support.

A young person without a plan can quickly become a young person without hope. The NEET Futures Initiative exists to interrupt that journey.

The initiative seeks to create a bridge between school, community, training, employment and opportunity. Its purpose is to ensure that young people leave Street Lights programmes not only inspired, but connected to real next steps and a clear pathway forward.

• futures guidance;
• employability support;
• CV development;
• application support;
• interview preparation;
• mentoring;
• workplace readiness;
• placement opportunities;
• work experience;
• apprenticeship guidance;
• college and training provider links;
• enterprise education;
• financial literacy;
• employer engagement;
• supported progression planning.

Hood Lessons is a trauma-informed and culturally contextualised educational programme that supports young people, families and communities to understand life stages, identity, trauma, emotional literacy, behaviour, family systems and purpose.

The programme helps participants understand how family trauma, community conditions, fear, social media, peer pressure and survival responses can shape behaviour and choices.

• It also supports people to develop language, tools and strategies to move from survival into self-awareness, connection, responsibility and growth.
• childhood;
• brotherhood;
• sisterhood;
• motherhood;
• fatherhood;
• adulthood;
• trauma;
• identity;
• attachment;
• family patterns;
• emotional regulation;
• cultural heritage;
• responsibility;
• healing;
• purpose.

The Unity Tour is a long-term community engagement and cultural shift initiative designed to challenge postcode wars, area-based division and serious youth violence.

Its strategic message is that London is one.

The Unity Tour promotes the belief that young people must not be defined by where they are from. They should represent their families, their communities, their country and themselves.

• The purpose of the Unity Tour is not simply to talk about violence, but to rebuild the community conditions that make violence less powerful.
• community blasts;
• community fairs;
• cultural festivals;
• music, dance and poetry;
• local talent showcases;
• youth voice;
• social media campaigns;
• faith group involvement;
• sports and positive activities;
• community education;
• local service signposting;
• borough-wide celebrations.

Street Lights Collective CIC provides training and consultancy to schools, youth services, local authorities, community organisations, faith groups and professionals.

• The aim is to equip adults and institutions with the understanding, language and practical tools needed to guide young people effectively.
• trauma-informed practice;
• contextual safeguarding;
• serious youth violence;
• cultural identity;
• youth engagement;
• emotional literacy;
• family systems;
• behaviour and trauma;
• working with young people at risk;
• community-led prevention;
• practical intervention tools.

Directors are legally appointed company directors of Street Lights Collective CIC. They hold formal responsibility for governance, decision-making, financial oversight, safeguarding oversight, compliance and community benefit.

Advisors are individuals invited to provide specialist knowledge, guidance, challenge and support. Advisors do not hold legal responsibility for the Organisation unless they are also formally appointed as directors.

Partners are organisations or individuals who work with Street Lights Collective CIC to deliver or support activity. Partners may include schools, charities, local authorities, faith groups, businesses, community groups, statutory agencies and specialist providers.

Staff and sessional workers are individuals employed or contracted to deliver work on behalf of the Organisation.

Street Lights Collective CIC has six trauma-informed practitioners who support programme delivery, mentoring, workshops, outreach, family support, youth engagement, community education and specialist interventions. The practitioners are not named in this governing document for privacy and operational reasons, but they are part of the Organisation’s delivery capacity and are expected to work within safeguarding, conduct, supervision and quality assurance standards.

Volunteers support the work of the Organisation without employment status. Volunteers must follow the Organisation’s safeguarding, conduct, confidentiality and health and safety requirements.

Youth Ambassadors are young people who participate in leadership, voice, representation and peer influence activities. Youth Ambassadors must be properly supported, supervised and safeguarded.

Community participants include young people, parents, carers, families, residents and community members who take part in Street Lights programmes, events and activities.

The Organisation may terminate, suspend or restrict the involvement of any advisor, partner, volunteer, youth ambassador, participant, staff member, sessional worker, practitioner or representative where:

• safeguarding concerns arise;
• there is a breach of the code of conduct;
• behaviour brings the Organisation into disrepute;
• there is a conflict of interest that cannot be managed;
• the person acts against the aims and values of the Organisation;
• the person poses a risk to themselves or others;
• continuation would not be in the best interests of the Organisation or its beneficiaries.

Where appropriate, the person should be informed of the reason and given an opportunity to respond, unless doing so would compromise safeguarding, safety, legal duties or an investigation.

The Board shall consist of no fewer than two directors. The Board may appoint additional directors in line with the Articles of Association and the needs of the Organisation. The Board should aim to include skills and experience in community development, youth work, safeguarding, serious youth violence prevention, education, finance, governance, lived experience, trauma-informed practice, business development, fundraising, cultural identity, legal or compliance, partnership working and monitoring and evaluation.

Directors must act in the best interests of Street Lights Collective CIC, act in accordance with the Organisation’s objects and Articles, promote community benefit, use reasonable care, skill and diligence, avoid conflicts of interest, declare personal interests, protect the Organisation’s assets, ensure proper financial management, uphold safeguarding responsibilities, maintain confidentiality where required, and support the mission, values and reputation of the Organisation.

Directors may be appointed by decision of the existing Board, in accordance with the Articles of Association. Before appointing a director, the Board should consider skills and experience, alignment with values, safeguarding suitability, conflicts of interest, community understanding, ability to contribute to governance, and any legal disqualification from acting as a director.

A director may resign by giving written notice to the Organisation. A director may be removed in accordance with the Articles of Association and applicable company law where they are legally disqualified, fail to act in the best interests of the Organisation, breach confidentiality, fail to declare conflicts, bring the Organisation into disrepute, fail to attend meetings without reasonable explanation, or where safeguarding or conduct concerns arise.

The Board shall meet at least four times per year. Additional meetings may be called where urgent or important business must be discussed.

Board meetings shall be chaired by a director appointed by the Board. If the appointed Chair is absent, the directors present shall appoint one of those present to chair the meeting.

The quorum for Board meetings shall be two directors or one-third of the directors, whichever is greater, unless the Articles of Association state otherwise. No decision may be made at a Board meeting unless a quorum is present.

Each director shall have one vote. Decisions should be made by consensus wherever possible. Where consensus cannot be reached, decisions shall be made by a majority vote of directors present and entitled to vote. In the event of a tied vote, the Chair may have a casting vote, unless the Articles of Association state otherwise.

Minutes shall be kept for all Board meetings. Minutes should record the date, time and location of the meeting, those present, apologies, declarations of interest, key discussions, decisions, actions, safeguarding matters requiring Board oversight, financial decisions, risk matters and the date of the next meeting. Minutes should be approved at the next Board meeting and stored securely.

Any director with a conflict of interest must declare it as soon as it becomes apparent. The Board shall decide whether the conflicted director may remain in the meeting, take part in discussion or vote on the matter. Where necessary, the conflicted director must withdraw from discussion and decision-making.

Ordinary meetings of the Board shall be held to conduct the regular business of the Organisation. Ordinary meeting business may include programme updates, safeguarding updates, finance updates, risk register review, funding and sustainability updates, partnership updates, youth voice updates, community feedback, staff and practitioner updates, monitoring and evaluation, policy review, operational decisions and strategic planning. Meetings may take place in person, online or by hybrid format, provided all directors can participate effectively.

A special or extraordinary meeting may be called where urgent or significant business must be considered before the next ordinary meeting. Such meetings may be called by any director, the Chair, the Designated Safeguarding Lead where urgent safeguarding governance is required, or the Finance and Compliance Lead where urgent financial risk exists, through a director.

Special meetings may be required for serious safeguarding incidents, urgent financial decisions, major partnership decisions, crisis management, reputational risk, legal or compliance matters, urgent funding decisions, serious complaints, health and safety incidents or emergency programme suspension. Notice should be given to directors as soon as reasonably possible, setting out the purpose of the meeting. Minutes must be kept.

As a Community Interest Company, the requirement for an Annual General Meeting depends on the Organisation’s Articles of Association. However, Street Lights Collective CIC shall hold an annual governance review meeting, referred to in this document as the Annual General Meeting or AGM, to promote transparency, accountability and good governance. The AGM shall be held once each calendar year, no later than 15 months after the previous AGM.

The AGM shall include receiving and reviewing the annual report of activities, annual statement of accounts, progress against objects and community benefit purposes, safeguarding governance, programme impact, financial sustainability, Board and governance structure, appointment or confirmation of directors where applicable, appointment or confirmation of an accountant, auditor or independent examiner where required, major risks, key policies, community feedback, youth voice and priorities for the coming year.

Minutes of the AGM shall be recorded and stored securely. The AGM record should include attendance, apologies, reports received, accounts reviewed, appointments or confirmations made, key decisions and actions for the year ahead.

The Board may establish sub-committees, advisory groups or working groups to support the Organisation’s work. These may include a Safeguarding Sub-Committee, Finance and Compliance Sub-Committee, Programme Quality Group, Youth Voice / Ambassador Forum, Community Advisory Group, Funding and Sustainability Group, Events and Risk Planning Group, and Monitoring, Evaluation and Learning Group.

Sub-committees and working groups may advise, develop recommendations and carry out tasks delegated by the Board. They may not make decisions outside the authority given to them by the Board. The Board remains ultimately responsible for governance, safeguarding, finance, risk and strategic decisions. Each group shall report to the Board as required.

Street Lights Collective CIC places safeguarding at the centre of its governance. The Organisation works with children, young people, families and communities who may be affected by violence, trauma, exploitation, neglect, online harm, family breakdown and contextual risk. Safeguarding must therefore be embedded in all programmes, partnerships, events and activities.

The Designated Safeguarding Lead is Phillip Chockochen. The Designated Safeguarding Lead is responsible for leading safeguarding practice, receiving safeguarding concerns, supporting staff, practitioners and volunteers with safeguarding decisions, making referrals to statutory services where required, keeping safeguarding records secure, ensuring procedures are followed, advising directors, supporting training, reviewing incidents and maintaining referral pathways.

All directors, staff, practitioners, volunteers, advisors, delivery partners and representatives must understand that safeguarding is everyone’s responsibility. They must know how to recognise abuse, neglect, exploitation and harm, respond to disclosures, record concerns, report concerns, understand when confidentiality must be broken, maintain safe boundaries and protect children, young people, families and themselves.

The Organisation shall maintain a safeguarding policy covering children, young people and vulnerable adults. The policy shall be reviewed at least annually or sooner if required by changes in law or guidance, serious incidents, learning from practice, funder requirements, new areas of delivery or changes in organisational activity.

All staff, practitioners and volunteers working with children, young people or vulnerable adults shall be recruited safely. This may include application forms, interviews, identity checks, references, DBS checks where appropriate, role descriptions, safeguarding induction, code of conduct, probationary or review periods and ongoing supervision.

Street Lights Collective CIC recognises contextual safeguarding risks including peer group harm, gang involvement, criminal exploitation, county lines, online grooming, social media threats, knife carrying, retaliation risks, postcode conflict, unsafe routes and locations, school exclusion, missing episodes, substance misuse, domestic abuse, sexual exploitation, emotional abuse and community intimidation. Programme planning must consider the wider contexts where harm may occur.

The funds and property of Street Lights Collective CIC shall only be used to further the objects and community benefit purposes of the Organisation. No funds or assets shall be used for private benefit except where payment is reasonable and properly authorised, for goods or services supplied, permitted by the Articles, compliant with CIC requirements, and conflicts of interest are declared and managed.

The Finance and Compliance Lead is Marisa Ferguson. The Finance and Compliance Lead supports budget planning, financial record-keeping, monitoring income and expenditure, preparing financial reports, funder reporting, storing receipts and invoices, monitoring restricted funds, supporting compliance deadlines, financial transparency and identifying financial risks.

The Organisation shall maintain a bank account in the name of Street Lights Collective CIC. This name must match the Organisation name used for registration and funding purposes.

The Board shall ensure appropriate financial controls are in place. These may include approved budgets, spending authorisation limits, dual authorisation for larger payments, receipt and invoice retention, restricted fund tracking, regular finance reports, bank reconciliation, clear records of income and expenditure, conflict-of-interest checks for payments and annual accounts preparation.

The Organisation may adopt spending controls subject to Board approval: spending under £250 may be approved by a Programme Lead; spending between £250 and £1,000 may require approval from one Director; spending over £1,000 may require approval from two Directors; related-party payments must be declared and approved by the Board; restricted funding must only be used for the purpose agreed with the funder.

The Organisation shall keep proper accounting records. Annual accounts shall be prepared and filed in accordance with legal requirements, CIC requirements and any funder requirements. Where required, an accountant, auditor or independent examiner shall be appointed.

As a Community Interest Company, Street Lights Collective CIC is subject to an asset lock. The Organisation’s assets and surpluses must be used for community benefit and must not be distributed for private gain except where permitted by CIC regulations and the Articles of Association.

The transfer of assets must comply with any restrictions on the transfer of assets for less than full consideration as set out in the Articles of Association and applicable CIC law.

If Street Lights Collective CIC is wound up or dissolved, after all debts and liabilities have been satisfied, any remaining assets shall be transferred to an asset-locked body with similar or compatible community benefit purposes. The nominated asset-locked body shall be: [Insert name of nominated asset-locked body]. If the named body is no longer available or suitable, the remaining assets shall be transferred to another asset-locked body selected by the Board and permitted under CIC regulations, whose purposes are similar to those of Street Lights Collective CIC. No remaining assets shall be distributed to directors, members, staff, practitioners, volunteers or private individuals, except where permitted by law.

Street Lights Collective CIC shall maintain a conflict-of-interest policy and register. A conflict of interest may arise where a director, advisor, staff member, practitioner, volunteer, partner or connected person could benefit personally from a decision. Conflicts must be declared early, recorded and managed. Where necessary, the conflicted person must withdraw from discussion and decision-making.

Street Lights Collective CIC shall handle personal information carefully, lawfully and securely. The Organisation may collect names and contact details, emergency contacts, attendance records, referral information, safeguarding concerns, case notes, feedback forms, photographs and videos, testimonials, programme outcomes and staff, practitioner and volunteer records.

The Organisation shall collect only necessary data, explain how data will be used, gain consent where required, store data securely, limit access to those who need it, protect children’s information, have clear retention periods, report data breaches where required, use secure systems for online communication and gain media consent before using images, videos or stories. Confidentiality must be respected, but it cannot be guaranteed where there is a risk of harm.

Street Lights Collective CIC shall take reasonable steps to provide safe environments for staff, practitioners, volunteers, participants, young people, families, partners and the public. Health and safety arrangements may include venue checks, risk assessments, fire safety arrangements, first aid provision, emergency contacts, accident reporting, food safety, equipment safety, crowd management, transport planning, lone working procedures, safe ratios for children and young people, weather plans for outdoor events and accessibility considerations. No major event or programme should proceed without appropriate risk assessment and safety planning.

Street Lights Collective CIC is committed to equality, dignity and inclusion. The Organisation recognises that communities are shaped by race, culture, class, faith, gender, disability, migration history, poverty, trauma, exclusion and social inequality. Programmes should be accessible and respectful to people from diverse backgrounds, and the Organisation shall not unlawfully discriminate.

Street Lights Collective CIC shall maintain a clear complaints process. Complaints may relate to staff conduct, practitioner conduct, volunteer conduct, programme quality, safeguarding, discrimination, financial concerns, partner behaviour, unsafe practice, miscommunication, data or confidentiality issues. Complaints shall be taken seriously, recorded, responded to within a clear timeframe, investigated fairly, escalated where needed and used for learning. Safeguarding concerns must follow safeguarding procedures and must not be treated only as general complaints.

Street Lights Collective CIC shall monitor, evaluate and learn from its work. The Organisation recognises that impact includes both measurable outcomes and human stories of change.

The Organisation may measure number of young people engaged, parents and carers engaged, community events delivered, schools supported, professionals trained, attendance rates, completion rates, referrals and signposting, youth ambassador participation, placement and progression outcomes, self-reported emotional regulation, self-reported confidence and aspiration, and engagement in education, employment or training.

The Organisation may collect participant testimonials, parent and carer feedback, young people’s stories of change, practitioner observations, community feedback, case studies, mentor reflections, partner feedback, evidence of improved family communication, evidence of increased cultural identity and purpose, and evidence of improved trust and community cohesion.

After major programmes or events, the Organisation should review what worked, what did not work, who was reached, who was missing, safeguarding concerns, community tensions, quality of delivery, effectiveness of messaging, next steps and improvements needed. Learning shall be used to improve future delivery and strengthen governance.

Street Lights Collective CIC may work with external partners to further its objects. Current named external partners and specialist advisors include Solomon Fagbayi from Step Now CIC and Francis Osei Appiah, Safeguarding Specialist and Serious Youth Violence Specialist. Partnerships should be based on shared values, clear roles, safeguarding alignment, community benefit, transparency, mutual respect, non-duplication, accountability and clear communication.

Formal partnerships should be supported by a written agreement where appropriate. Such agreements may include the purpose of the partnership, roles and responsibilities, safeguarding arrangements, data-sharing arrangements, financial arrangements, reporting expectations, branding and communications, insurance responsibilities, dispute resolution and exit arrangements.

Street Lights Collective CIC shall ensure that young people are active contributors to the Organisation’s work. The current Youth Voice / Ambassador Forum representative is Mikha’El Stevens Robinson. The forum may support youth messaging, campaign development, peer insight, programme design, event planning, social media ideas, feedback and evaluation, community engagement, ambassador development and leadership opportunities.

Young people involved in ambassador roles must be properly supported, supervised and safeguarded. They must not be placed in unsafe situations or used as unpaid labour without structure, recognition and care.

Street Lights Collective CIC has six trauma-informed practitioners who support delivery across youth work, mentoring, workshops, community engagement, family support, outreach, psycho-education and specialist intervention. The practitioners are not named in this governing document for privacy and operational reasons, but their details, roles, safeguarding status, training and supervision arrangements shall be held securely by the Organisation.

All staff, practitioners and volunteers should be recorded internally with their full name, role title, main responsibilities, start date, DBS status where appropriate, training completed, supervisor or line manager, emergency contact and safeguarding induction status.

All staff, practitioners and volunteers must receive role descriptions, code of conduct, safeguarding training, induction, supervision, reporting lines, health and safety briefing, confidentiality guidance, social media guidance and equality and inclusion expectations.

Everyone representing Street Lights Collective CIC must treat people with dignity and respect, prioritise safeguarding, maintain appropriate boundaries, avoid discrimination, avoid aggressive or threatening behaviour, avoid glamorising violence, gangs or criminality, avoid inappropriate relationships with beneficiaries, use respectful language, keep confidential information secure, report concerns promptly, represent the Organisation positively, avoid using the Organisation for personal gain, and work in line with the mission and values. Breaches of the code of conduct may lead to removal from duties, disciplinary action, referral to authorities or termination of partnership.

This Governing Document may be amended by decision of the Board of Directors, provided that any amendment is consistent with the Articles of Association, complies with company law and CIC regulations, furthers or supports the Organisation’s objects, does not undermine the asset lock, does not remove the Organisation’s community benefit purpose, and is properly recorded in Board minutes. Where amendments affect the Articles of Association, the correct legal process for changing company articles must be followed.

If Street Lights Collective CIC is dissolved, the Organisation shall follow the winding-up provisions in its Articles of Association and applicable CIC law. After payment of debts and liabilities, remaining assets shall be transferred to an asset-locked body with similar or compatible purposes. No remaining assets shall be distributed to directors, staff, practitioners, volunteers, advisors or private individuals except where permitted by law.