The Club operates in an increasingly challenging environment. Whilst youth services across the country continue to face funding cuts, there is a rising demand for the Club’s services. We have to do more with less.
In the midst of this challenging environment, the Harrow Club continued to operate its 5 youth Clubs in West London to provide space for young people who need more than just a place to go. They need people who care, opportunities that stretch them, and a sense of hope that their lives can move in a positive direction.
In addition to traditional youth work, our focus is increasingly on developing partnerships with schools, targeted work to prevent school exclusion and youth crime and violence.
This year, we continued to deliver vital programmes:
On Track is an enrichment program designed to prevent exclusion in secondary schools. We have developed a program with local schools who identify the young people most at risk and refer them to the Club for positive activities immediately after school. We have developed a pilot project which was well received by schools, young people and their parents which we will be rolling out to benefit some 50 young people every year.
Moving on Up is a similar program for primary-aged children at risk of exclusion, which we have been running for several years. The schools send their most challenging pupils to the Club during the school day. Our youth workers help these young people to improve confidence and behaviour.
Our Entrepreneurship Programme, a structured two-month course of business plan training and a pitching competition, gave young people something transformative: the chance to see themselves as capable leaders of their own futures. For many, it was the first time they had believed that was possible.
Another Way kept operating on the estates and streets where it matters most. Through street work, opening our Club late at night, mentoring, and real relationships, we stayed visible. A young person known to us died. In the days and weeks that followed, our team did something remarkable: they were out on the streets after school, late into the evening, during weekends, supporting grieving young people, de-escalating tensions, supporting worried families and preventing further harm. There was no funding line for this, no contract, no KPI to hit. It was simply the right thing to do.
Operationally, we have been building for the long term. The Board has focused on sustainability, leadership renewal, stronger governance. We have been listening to staff, volunteers, partners, funders and the young people themselves.
As Chair, I feel immense pride and gratitude for the work of our youth workers, operational staff, managers, and volunteers. The commitment they show is both professional and deeply personal. They do not just do this work, they live it. And the impact is visible every day in the lives they help shape. To our funders and supporters: your belief sustains us. Without you, none of this would be possible.
The Harrow Club is not just a building or a set of programmes. It is a community, a place where young people are seen, supported, and given the chance to thrive.
Thank you.
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 2025.
The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the Club's governing document, the Companies Act 2006, FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" and the Charities SORP "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)".
The Harrow Club has been at the heart of West London since 1883, when the Harrow Mission first set out to improve the lives of disadvantaged young people in Notting Dale and the surrounding communities.
Our objectives, as set out in our Memorandum of Association, are clear: the advancement of education, the promotion of health, the relief of poverty, distress and sickness, the promotion of racial harmony, and the provision of recreation that supports the spiritual, social, moral and physical well-being of young people across London W10 and beyond.
We are a community-based youth organisation dedicated to creating innovative, inclusive and high-quality opportunities. Many of the young people we work with face multiple challenges. Our role is to help them maximise their life chances, build resilience and develop a positive vision for their futures.
The Harrow Club is often a place of firsts. A first trip to the beach. A first night-time walk in the woods. A first overnight stay away from home. For some, it is the first place they truly feel a sense of belonging. These first experiences matter. They shape outlooks, spark new interests, build friendships and create the foundations that can determine future pathways.
We are also proud to be a place of second chances. We support children who find it difficult to remain in the classroom to re-engage with education. We provide safe spaces for young people who have been excluded from mainstream youth or sports clubs, ensuring they are not left without support. At the Harrow Club, young people are allowed to make mistakes, to learn, and to move forward.
Some of our greatest successes are the young people who, once on the margins, have turned their lives around and are now working with us to keep the next generation away from harm. Their lived experience brings authenticity and hope, showing that there is always another path.
To achieve all this, we provide high-quality youth work in safe, supportive and accessible spaces. We encourage young people to stay in education, offer targeted support for those at risk of violence, and create routes out of harmful lifestyles — keeping them, and the wider community, safe.
The Harrow Club’s dedicated team, including youth workers and coaches, operate from five locations. Together, they deliver a wide range of projects — from sports, arts, media, music and digital activities, to specialist work including our gangs project, motor vehicle workshops and education programmes to reduce school exclusions. Every week, we engage with around 300 young people. For many of them, the impact is transformative — opening doors, creating possibilities, and changing lives.
A Summary
We offer youth clubs in 5 locations in RBKC and LBHF, 15 different projects, short UK residential holidays and 80+ off-site trips to museums, events and attractions.
We support 500+ unique young people each year.
We raised £799,190 from individual donors and £1.5 million in total during 2024/5. Included within donations is a significant contribution received from The Harrow School.
The Club’s strategy is to focus its delivery on four areas of work, as follows:
1. Youth Work
Youth Clubs
We offer high-quality youth work for children and young people in our community, creating safe, welcoming, and accessible spaces where they can feel supported and thrive.
Our clubs provide a wide range of activities tailored to their interests and needs - from football training and basketball to fencing, healthy eating sessions, beauty and wellbeing workshops, and more.
Last year, we delivered over 1,000 youth work and targeted support sessions, reaching more than 500 young people aged 8 to 19.
School Holiday Trips
During our 2024 Summer Holiday Programme, we delivered over 70 off-site trips and activities across 84 days, engaging and supporting 220 unique children and young people
Residentials Holidays
Last year we took 80 of the most at-risk young people on camping trips outside London – often this being the only holiday they have all year and the only time they leave the city.
Sports, Music, Arts, Crafts, Performing Arts Projects
We deliver a varied programme of creative and physical activities across our youth clubs, co-designed with young people, youth workers, and specialist partners. Sessions range from sports such as football, basketball, boxing, and dance to creative opportunities in music production, visual arts, crafts, drama, and performance. By involving young people in shaping what we offer, we ensure the programme reflects their interests, builds confidence, and provides positive outlets for expression, teamwork, and personal growth. These activities develop practical skills while also supporting wellbeing, creativity, and a strong sense of belonging.
The Motor Project
The Motor Project gives young people practical experience in car and bike maintenance, from changing tyres and fixing chains to understanding basic mechanical systems. Led by experienced instructors, the sessions are tailored to kinaesthetic learners, helping those who may not thrive in traditional classrooms. Alongside mechanical skills, the project builds confidence, problem-solving, teamwork, and responsibility. In 2024/25, 10 young people took part, gaining skills with real-world application and a strong sense of achievement.
The Notting Hill Carnival Project
In 2024 more than 100 children and parents were involved in the project and our team won the small-flat category in the competition. This is a key community project. We had two international groups of young people from south Africa and Morocco join us this year.
2. Keeping Children In School
Moving On Up
Moving On Up is an early intervention programme for Year 5/6 pupils at serious risk of exclusion. Delivered in partnership with four schools and over 54 children and their families, it provides three weekly half-day sessions combining learning, teamwork, creative projects, meals, and holistic support. The programme rebuilds confidence, improves readiness for secondary school, and removes barriers to learning. In 2024/25 it achieved outstanding results: 100% of pupils maintained or improved attendance, 92% made academic progress, and no child supported for a full term was excluded within a year.
On Track
We are pleased to announce the launch of On Track, a new initiative supporting young people at risk of school exclusion. Building on the success of our two-year GRIT programme, delivered in partnership with local academies, On Track embeds Harrow Club youth workers directly within schools to identify and support students in need. During the year, we introduced a pilot project in partnership with two local academies, engaging around 20 Year 7 students through mentoring, structured activities, and after-school sessions at the Club. The pilot was highly successful, earning strong praise from schools, parents, and the young people involved. Developed with our academy partners and supported by organisations including Harrow School, Shadow to Shine, and EAT Club, the programme also offers specialist workshops for families. By strengthening relationships between students, schools, and families, On Track aims to reduce exclusions and help young people improve their behaviour, wellbeing, and academic progress, equipping them with the resilience and skills to thrive.
Mentoring
Mentoring is embedded across our programmes, providing consistent, one-to-one support for young people who need it most. Over the past three years, we have built a team of trained mentors who work closely with local schools, pupil referral units, youth offending teams, and parents to support young people aged 11 to 18 years old.
3. Keeping Young People And The Wider Community Safe
Late Night Safe Spaces
We offer two sessions a week from 9 pm to midnight to provide young people with a safe space during these hours rather than them being on the streets and being involved in gang or criminal behaviour. This is part of our specialist support service ‘Another Way’.
Detached Youth Work
Another Way is our outreach programme, with a dedicated team of five youth workers led by our Programme Manager, working in some of the most challenging areas of West London to engage young people exposed to violence and criminality. More than a late-night service, it is a flexible, community-rooted approach that reaches young people wherever they are-on the street, in youth clubs, community centres, or schools. Through mentoring, creative projects, workshops, and powerful one-to-one conversations, we create opportunities for connection, growth, and change. In 2024/25 we expanded our referral networks and began working more directly with schools, strengthening our response to serious youth violence and equipping young people with the tools, guidance, and confidence to make positive choices for safer, healthier futures.
4. Special Projects
Debateboxing Residential
This year’s DebateBox residential brought together a new cohort of young people, many referred through social services and local families. Participants built strong peer relationships and engaged in debates on education, aspirations, and serious youth violence. Activities such as high ropes, escape rooms, and boxing offered challenge and teamwork, while self-catered meals and campfire discussions encouraged reflection and support. Feedback was overwhelmingly positive, highlighting the safe, engaging environment and the programme’s lasting impact on confidence, resilience, and communication..
South Africa Youth Exchange 2024
In summer 2024, nine young people from the Harrow Club took part in a transformative youth exchange in Cape Town, delivered in partnership with long-term collaborators Usiko. Building on last year’s successful hosting of South African peers in London, the trip combined cultural exchange, wilderness therapy, and powerful learning experiences. Highlights included visits to Robben Island, Table Mountain, and Aquila Game Reserve, alongside deep discussions on issues such as resilience, justice, and opportunity in South African townships. Through shared activities and debating, DJ workshops, camping under the stars, and community visits, participants developed confidence, empathy, and global awareness. This life-changing exchange strengthened our international partnerships, inspired future aspirations, and reaffirmed the value of creating opportunities for young people to connect across cultures.
Funders
The principal sources of funding for this year were:
Harrow Mission
Royal Borough of Kensington and Chleasea
Let Me Play
London Borough of Hammersmith and Fulham
John Lyon’s Charity
Childhood Trust
Various other Trusts, Foundations, Businesses and Local Donors
The Trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:
Day-to-Day Management
Trustees delegate day to day management of the Club to the joint Chief Executive Officers Michael Defoe and Ed Simpson. Following Ed Simpson’s departure in December 2024, Michael Defoe ceased to serve as a joint Chief Executive Officer. To ensure continuity, Tony Bennet was appointed as Interim CEO while the search for a permanent successor took place. Shortly after the start of the new financial year, a new Chief Executive Officer was formally appointed.
Public Benefit
We have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing our aims and objectives and in planning our future activities.
The Trustees, who are also the directors of Harrow Club for the purpose of company law, are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the Club and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year.
In preparing these 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; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Club will continue in operation.
The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the Club and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Club and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
In accordance with the company's articles, a resolution proposing that Haines Watts Swindon Limited be reappointed as auditor of the company will be put at a General Meeting.
The Harrow Club places the safeguarding of children and young people at the heart of its work. We maintain a robust, organisation-wide safeguarding framework, supported by regularly reviewed policies and procedures that reflect statutory guidance and best practice. Safeguarding is not just a compliance requirement but a core part of our culture and values.
We run a wide range of programmes, including targeted interventions for vulnerable and at-risk young people, outreach work in high-risk settings, and off-site activities - both in the UK and overseas. Given the nature and reach of our provision, we have developed specific safeguarding protocols for areas such as Serious Youth Violence, late-night youth work, and detached delivery.
All staff, volunteers and trustees are required to hold an enhanced DBS certificate, which is renewed every three years. Safeguarding and Child Protection training is mandatory for all staff every two years, with additional annual training for Off-Site and Detached Activities. Trustees receive safeguarding briefings as part of their induction and ongoing governance training.
The Club has both an operational Safeguarding Lead at senior management level and a designated Trustee Safeguarding Lead. Safeguarding updates are a standing item on trustee meeting agendas and form part of our continuous improvement cycle.
We remain committed to ensuring that every young person who engages with Harrow Club does so in a safe, respectful, and empowering environment.
The Trustees' report was approved by the Board of Trustees.
Opinion
We have audited the financial statements of Harrow Club (the ‘Club’) for the year ended 31 March 2025 which comprise the statement of financial activities, the statement of financial position, the statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
In our opinion, the financial statements:
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the Club in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
In auditing the financial statements, we have concluded that the Trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the Club’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report.
Other information
The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The Trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
Opinions on other matters prescribed by the Companies Act 2006
In our opinion, based on the work undertaken in the course of our audit:
the information given in the Trustees' report for the financial year for which the financial statements are prepared, which includes the directors' report prepared for the purposes of company law, is consistent with the financial statements; and
the directors' report included within the Trustees' report has been prepared in accordance with applicable legal requirements.
In the light of the knowledge and understanding of the Club and its environment obtained in the course of the audit, we have not identified material misstatements in the directors' report included within the Trustees' report.
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:
adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
the financial statements are not in agreement with the accounting records and returns; or
certain disclosures of trustees' remuneration specified by law are not made; or
we have not received all the information and explanations we require for our audit; or
the Trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies' exemptions in preparing the Trustees' report and from the requirement to prepare a strategic report.
As explained more fully in the statement of Trustees' responsibilities, the Trustees, who are also the directors of the Club for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the Trustees are responsible for assessing the Club’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.
Use of our report
This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.
The notes on pages 14 to 24 form part of these financial statements.
Harrow Club is a private company limited by guarantee incorporated in England and Wales. The registered office is 187 Freston Road, London, W10 6TH.
The financial statements have been prepared in accordance with the Club's governing document, the Companies Act 2006, FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" and the Charities SORP "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)". The Club is a Public Benefit Entity as defined by FRS 102.
The financial statements are prepared in sterling, which is the functional currency of the Club. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.
A prior year adjustment of £28,534 is shown in the accounts. This represents £28,534 in respect of an unrestricted fund donation that should have been recognised in the 2024 accounts.
The company meets its day to day working capital requirements from its various incoming resources. A significant proportion thereof comes from two funders. The trustees have no reason to believe that this funding will be withdrawn. They do not include any adjustments that could result from a withdrawal of this funding. The Trustees therefore continue to adopt the going concern basis in preparing the financial statements.
Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably.
Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings, they have been allocated to activities on a basis consistent with the use of resources.
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:
The charity is exempt from corporation tax on its charitable activities.
The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company’s pension scheme are charged to the Statement of Financial Activities in the period to which they relate.
Debtors
Trade and other debtors are recognised at the settlement amount due. Prepayments are valued at the amount prepaid.
Creditors
Creditors 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 are recognised at their settlement amount.
During the 2024 financial year Harrow School also donated through the two Big Give Appeals.
The Trustees are entitled to reclaim reasonable out of pocket expenses. During the year no trustees claimed any expenses.
The average monthly number of full-time employees during the year was:
Redundancy and termination payments totalling £17,464 were made in the reporting period. Two of the four redundancies are included in the accrued expenses balance. An additional provision was made for a redundancy payment of £10,030 which will be paid after the reporting period.
In addition, the Club had 19 part time employees, equivalent to approximately 5 equivalent full employees (2024 – 25 or 6 full time equivalents). The Club also had 20 volunteers at year end.
The remuneration of key management personnel was as follows:
Key management personnel include all persons that have authority and responsibility for planning, directing and controlling the activities of the charity.
The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.
Included above is deferred income of £26,783 (2024: £100,139) which will all be released in 2025/2026.
The Club received funds that are restricted to delivering our youth programme across our youth clubs in the London Boroughs of Kensington & Chelsea and Hammersmith & Fulham, our Youth violence reduction project (Another Way) and for the provision of food and activities during the school holidays. The Club received a restricted grant for costs associated with the Senior Development Manager post.
Details of designated funds are given in the Trustees report.
At the reporting end date the Club had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:
The company is limited by guarantee and does not have a share capital. The liability of each member is limited to a sum not exceeding £1 on the winding up of the company.
The word Limited is omitted by licence from the Department of Trade & Industry as the company has charitable status.
Two Trustees of the Club are also trustees of Harrow Mission.
The Harrow Mission made a substantial grant to the Club to support its activities and also owns the premises occupied by the Club under a formal lease at a rent of £15,000 per annum.