The trustees present their annual report and financial statements for the year ended 31 August 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 charity'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 mission of SYLA is to nurture, develop, maximise and release the leadership potential of young men from the African and Afro-Caribbean community from disadvantaged backgrounds, especially those at risk of exclusion from school, empowering them to become positive active citizens and a new generation of business and community leaders.
SYLA's Core Values are:
Excellence & Aspiration
Team Work & Service
Evidence-Based Practice & Learning
Transparency & Accountability
Strategic Objectives
1. To support each boy, through needs assessment and activities relevant to their transitional stages (such as counselling and mentoring and enhancement of the educational and leadership programmes), to identify and achieve their development goal, and develop as a young leader;
2. To strengthen current and develop new partnerships with key stakeholders, agencies, and experts, forming a support matrix that helps the boys attain their development goals;
3. To develop a knowledge base of what works in empowering boys to become young leaders, to share good practice, and to identify and promote effective education policies.
The trustees have paid due regard to guidance issued by the Charity Commission in deciding what activities the charity should undertake.
Overview of the year
The past year has been one of both challenge and progress. The communities we serve continue to face increasing financial pressures, housing insecurity, and mental health issues. For many young people, particularly disadvantaged Black African and Caribbean boys, the impact of these challenges is compounded by social media pressures, higher exposure to youth violence, and persistently low attainment and high exclusion rates. This is why the work of Southside Young Leaders Academy (SYLA) remains as vital as ever.
Despite a difficult fundraising climate and the rising costs of delivering our services, SYLA has not only sustained its programmes but expanded its reach. In 2024/25, we achieved a 31% increase in reach compared to last year (63% over two years), continuing a strong growth trend. We strengthened school partnerships, expanding our referral model to identify and support boys in south London with the greatest need. This included a Year 6 transition project in partnership with Southwark Council.
Listening to our boys and their parents has been central to our approach. Through consultation, we co-designed new programme elements, including our online mentoring provision, a social action project that empowers boys as agents of change, and parent workshops shaped by families’ feedback. These additions strengthen our core programmes, which foster academic success, character growth, and leadership, as well as offer transformative pathways through boarding school bursaries.
Our impact is clear. From English and maths tuition that closed attainment gaps, to our Identity & Black Leaders Curriculum fostering confidence and pride, to financial literacy workshops equipping our young leaders with tools for independence, every programme element reflects our commitment to breaking cycles of disadvantage and providing opportunity.
Beneficiary numbers
We reached 90 boys through our Young Leaders Programme, a further 16 boys participated in our Scholars Programme, and 3 alumni (aged 18–25) were engaged as paid Young Ambassadors, offering lived experience and leadership. We also reached 40 parents through workshops and coffee mornings. In total, SYLA supported 149 unique participants, up from 126 in the previous year.
Delivery included 5,670 young‑leader engagement hours, 372 volunteer hours, and 175 hours of education and mentoring on the Young Leaders Programme.
Young Leaders Programme Activities and Outcomes
Continuation projects
English and Maths Tuition
SYLA partnered with Team Up to deliver 24 weeks of targeted English and Maths support, addressing the attainment gap that disproportionately affects Black pupils. Using diagnostic assessments, weekly quizzes, and small-group tutoring capped at five pupils per tutor, participants benefited from personalised academic intervention designed to accelerate progress and build confidence. By the end of the programme, 81% met or exceeded age-related progress in Maths and 78% in English, outperforming national averages. 81% of boys also reported improved school grades. Beyond academic gains, the programme strengthened learners’ self-belief, contributing to the wider goal of reshaping narratives around Black boys' educational success.
Financial Literacy
Secondary-aged young leaders took part in a 14‑week financial literacy course delivered with Let’s Talk Money. Designed specifically for SYLA boys, the programme built financial confidence and essential skills for long-term economic empowerment, addressing systemic barriers that contribute to wealth inequality. Interactive workshops explored budgeting, risk, savings, and investment basics. Impact was strong: 100% understood financial literacy concepts, 78% recognised the value of investing, and 71% felt confident applying their knowledge in real-life situations.
Oracy & Debate Programme
Over six weeks, our oracy project equipped boys with communication and public-speaking skills, teaching debate structure, rebuttal, timing, and evidence-based argumentation. Pupils discussed contemporary social issues and developed confidence expressing their views. The programme culminated in SYLA’s Debate Team winning, for the second year running, against Lewisham Young Leaders Academy during Black History Month. Participants benefited significantly: 100% learned how to form structured arguments and 100% improved non-verbal communication skills. For Black boys, learning to speak assertively and challenge stereotypes is transformative.
Identity & Black Leaders Curriculum
The year-long Identity & Black Leaders Curriculum supports primary-aged boys to explore identity, leadership, and Black excellence through creative, discussion-based, and hands-on activities. Participants studied influential Black leaders such as Yinka Shonibare, Big Manny, and Ibrahim Traoré, linking their qualities to personal leadership development. Activities included art using African fabrics, science experiments, and political role-play. The curriculum builds confidence, critical thinking, cultural pride, and self-awareness. Outcomes showed 80% increased knowledge of Black leaders and 88% improved understanding of their own leadership strengths and challenges.
Leadership Through Sports
In partnership with Elite Evolution, SYLA delivered a year-long sports programme including football, dodgeball, basketball, and boxing. Co-designed with participants, it developed teamwork, confidence, resilience, and emotional regulation, reinforcing SYLA’s values of self-esteem and positive behaviour. Boys led warm-ups, organised teams, and practiced effective communication. Outcomes were strong: 90% reported improved physical fitness and wellbeing, and 80% improved teamwork.
Raising Aspirations: Goldsmiths University Visit
To broaden access and raise academic ambition, 35 young leaders visited Goldsmiths University for a hands-on introduction to university life. They toured campus facilities, took part in masterclasses on creativity and critical thinking, and engaged in Q&A sessions with undergraduates. The visit addressed the underrepresentation of Black boys in higher education and increased motivation, understanding of pathways, and confidence in their future academic goals.
Celebration of Achievement Day
SYLA’s annual celebration honoured participants’ growth in line with our core values: Self-Esteem, Self-Regulation, Positive Behaviour, Aspiration, and Academic Achievement. The event celebrated the boys’ resilience and strengthened relationships with families by showcasing the achievements made throughout the year.
New projects
Online Mentoring Programme
In partnership with kNOw Big Bro, SYLA launched a new online mentoring programme co-designed with our boys. From January to July, 25 participants engaged in weekly sessions focused on the topics they identified as most important including goal setting, emotional wellbeing, resilience, safety, and decision‑making. The programme strengthened confidence, growth mindsets, self-regulation, and identity formation. For boys who often lack relatable role models, this mentoring provided vital encouragement to voice aspirations and make positive life decisions.
Social Action: Agents of Change
Our new six-week Social Action pilot enabled secondary pupils to design and lead community-focused projects. Through teamwork, research, and problem-solving, participants developed practical leadership skills while addressing real issues. After conducting market research, boys proposed initiatives such as Grow Your Own Food, Connecting Generations, and Healthy Living, presenting them in a Dragon’s Den‑style showcase. Following this successful pilot, SYLA plans to scale the initiative into a four-year programme supporting boys to become long-term agents of change.
Scholars Programme Activities and Outcomes
In our tenth year partnering with the Royal National Children’s Springboard Foundation, SYLA supported 16 boys through our Scholars Programme, securing placements in independent and state boarding schools on 100% bursaries. This programme enables scholars to access a transformative education that creates life‑changing opportunities for them, their families, and their communities.
In 2024/25, our partner schools included Eton College, Canford School, Old Swinford Hospital School, Prior Park College, Royal Alexandra and Albert School, St Edward’s School, Sherborne School, Swanbourne House School, Port Regis School, Tonbridge School, and Sandroyd School. This year, 100% of our Scholars progressed to university.
Young Ambassadors Alumni Programme Activities and Outcomes
Our Young Ambassador Alumni Programme offers SYLA alumni professional development, paid mentorship roles, internships, mentor training, and exclusive work experience with corporate partners. One alum joined Goldman Sachs’ A‑Level insight afternoon, gaining exposure to careers in the city, while another was paired with a mentor in trading for guidance on entering finance. In 2024/25, SYLA employed three alumni as Leadership Mentors within our Young Leaders Programme. This cyclical model strengthens alumni employability and leadership while providing relatable role models for our current young leaders.
Parent Partnership Programme Activities and Outcomes
Parent engagement is central to SYLA’s impact. This year, we strengthened our parent programme through a thorough consultation, ensuring families shaped its development. We expanded parent leadership by recruiting a parent volunteer, hiring a parent for our operations team, and welcoming another to our Board of Trustees. Expert‑led workshops equipped parents with practical tools, including sessions on boys’ emotional regulation, financial literacy for generational wealth, and understanding SEND, helping families support their sons’ wellbeing and learning.
Parents also organised a summer cake sale and sponsored walk, fostering community spirit and raising funds for SYLA. Many reported reduced isolation and increased confidence through these activities.
Our annual Parent Summit & Open Day, supported by Southwark Council and chaired by Councillor Natasha Enin, focused on boys’ mental health and resilience. An expert panel provided guidance to help parents raise confident young men. The event strengthened networks and reinforced SYLA’s mission to create supportive communities where Black boys can thrive.
Future Plans & Strategic Development (2025/26)
As we move into 2025/26, SYLA remains focused on strengthening quality, expanding our reach, and ensuring long‑term sustainability so disadvantaged Black boys can access the support, confidence, and opportunities needed to thrive.
1. Inclusive practice & Special Educational Needs & Disabilities (SEND) support
We have seen a rise in boys presenting with diagnosed and undiagnosed SEND, which now forms an essential part of our future planning. We will work with SEND specialists to guide staff, support parents, and ensure our practice is inclusive.
2. Organisational capacity & staff development
To build resilience, we will continue expanding our pool of trained sessional staff and volunteers. Staff will receive ongoing professional development in safeguarding, statutory requirements, trauma‑informed practice, and supporting emerging needs. Strengthening internal systems will remain a priority as the organisation grows.
3. Evaluation, learning & co‑design
We will enhance our monitoring and evaluation processes to ensure services remain responsive and evidence‑led. Our young people and parents will continue to shape programme improvements through structured consultations and feedback, reinforcing our commitment to being a learning organisation.
4. School partnerships & community reach
We will build on our school‑referral model by partnering with at least two additional Southwark schools, enabling us to reach boys with the greatest needs. Expanding partnerships with community and youth organisations will ensure more coordinated, holistic support.
5. Financial sustainability & strategic growth
Our focus will be on increasing financial resilience through cost efficiencies, multi‑year funding applications, partnership‑based grants, and diversified income. We will continue working collaboratively with delivery partners to ensure programmes remain high quality and cost‑effective. As at 31 August 2024, our reserves balance was higher than our reserves policy, and we chose to invest in the year.
Development of our 2026–2030 Strategy, in consultation with key stakeholders, will set the long‑term direction for organisational stability and growth.
The Trustees consider that there are no uncertainties about the charity's ability to continue for the future.
It is the policy of the charity that unrestricted funds which have not been designated for a specific use should be maintained at a level equivalent to three months of operational expenditure. The trustees consider that reserves at this level will ensure that, in the event of a significant drop in funding, they will be able to continue the charity’s current activities while consideration is given to ways in which additional funds may be raised. This level of reserves has been maintained throughout the year.
The charity is controlled by its governing document, a deed of trust, and constitutes a limited company, limited by guarantee, as defined by the Companies Act 2006.
The organisation is a charitable company limited by guarantee, incorporated on 26th April 2007 and registered as a charity on 28th November 2007. The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association. In the event of the company being wound up every member of the charity undertakes to contribute such amount as may be required (not exceeding £1) and subject to any resolution by the members, the Directors of the Charity may resolve that any net assets of the charity after all its debts and liabilities have been paid shall be applied or transferred in any of the following ways:
(a) directly for the Objects;
(b) by transfer to any other Charity or Charities for purposes similar to the Objects; or
(c) to any Charity for use for particular purpose that fall within the objects.
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:
Potential trustees are recruited by advertising through various channels including online recruitment platforms and word of mouth recommendations. Candidates are interviewed by the Chair and the Secretary and they are asked to provide two referees and subject to safeguarding checks. If formally approved by the other Board members, they will be invited to become Trustees.
The Southside Young Leaders Academy (SYLA) has a board of Trustees who meet every 12 weeks and who are responsible for the strategic direction and policy of the charity. At the balance sheet date, the trustees consisted of nine members from a variety of professional backgrounds relevant to the work of the charity.
SYLA recruited a new full-time Chief Executive, Charlotte Prendergast, in Janaury 2022. Charlotte attends the quarterly board meetings to provide operational updates, though she has no voting rights.
Risk management
The trustees have a duty to identify and review the risks to which the charity is exposed and to ensure appropriate controls are in place to provide reasonable assurance against fraud and error.
The Board has a formal, written policy of internal financial control procedures which will continue to be monitored and updated to cover new risk areas as and when they are identified. Safeguarding the boys remains an utmost priority.
The trustees' report was approved by the Board of Trustees.
I report to the trustees on my examination of the financial statements of Southside Young Leaders Academy (the charity) for the year ended 31 August 2025.
Having satisfied myself that the financial statements of the charity are not required to be audited under Part 16 of the Companies Act 2006 and are eligible for independent examination, I report in respect of my examination of the charity’s financial statements carried out under section 145 of the Charities Act 2011. In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the Charities Act 2011.
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
accounting records were not kept in respect of the charity as required by section 386 of the Companies Act 2006.
the financial statements do not accord with those records; or
the financial statements do not comply with the accounting requirements of section 396 of the Companies Act 2006 other than any requirement that the financial statements give a true and fair view, which is not a matter considered as part of an independent examination; or
the financial statements have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their financial statements in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached.
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
Southside Young Leaders Academy is a charitable company limited by guarantee incorporated in England and Wales. The registered office is Ark Academy Walworth, Shorncliffe Road, London, SE1 5UJ, United Kingdom.
The financial statements have been prepared in accordance with the charity'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 charity is a Public Benefit Entity as defined by FRS 102.
The charity has taken advantage of the provisions in the SORP for charities not to prepare a statement of cash flows.
The financial statements are prepared in sterling, which is the functional currency of the charity. 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.
At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.
Restricted funds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.
Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.
Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, 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 classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges are allocated on the portion of the asset’s use.
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
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 gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.
Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
Financial liabilities are derecognised when the charity’s contractual obligations expire or are discharged or cancelled.
The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.
Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
None of the trustees (or any persons connected with them) received any remuneration during the year, but one of them was reimbursed a total of £300 expenses (2024 - none were reimbursed).
The average monthly number of employees during the year was:
The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.
Deferred income is included in the financial statements as follows:
The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity in an independently administered fund.
The restricted funds of the charity comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used.
The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they may be used. These include designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes.
Total donations from Trustees during the period amounted to £330 (2024: £nil).