Hounslow Action For Youth Association - Charities report

REGISTERED COMPANY NUMBER: 02081759 (England and Wales)

REGISTERED CHARITY NUMBER: 296372

Report of the Trustees and

Financial Statements for the Year Ended 31st March 2025

for

Hounslow Action For Youth Association

Page

Report of the Trustees

1

to

14

Independent Examiner's Report

15

to

16

Statement of Financial Activities

17

Balance Sheet

18

to

19

Notes to the Financial Statements

20

to

32

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 31st March 2025. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

The trustees present their annual report and financial statements 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 charity's memorandum and Articles of Association, the Companies Act,2006 and "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (Effective 1 January 2019).

OBJECTIVES AND ACTIVITIES

Objectives and aims

1. Objectives and activities

A summary of the objects of the charity as set out in its governing document.

In the interests of social rehabilitation and in furtherance of public education to promote and develop in collaboration with other bodies and organisations within the London Borough of Hounslow (LBH), new initiatives for children and young people in trouble, with particular, but not exclusive, reference to the provision of alternatives to residential care and custody.

The charity's aims include the changes or differences it seeks to make through its activities, including the public benefit provided by the charity.

The vision of the charity is to promote and develop programmes to meet the social, cultural and educational needs of children and young people within LBH, particularly those at risk of social exclusion, and show them possibilities that they might not have imagined.

We take a holistic, youth-centred approach to supporting young people, using the following key practices:

- Assets-Based Approach: We start by recognising and building on the strengths, talents, and potential of young people, using these as a foundation to boost their confidence and self-belief.

- Trauma-Informed Practice: We acknowledge the impact of early trauma on young people's emotional regulation, relationships, and capacity to learn. Many of the young people we support are still operating in survival mode, which can significantly affect their ability to reason, empathise, and engage with day-to-day life.

- Triad Domain Working: We engage across the three main environments that shape young people's lives: their homes, schools, and wider community settings, creating joined-up support around each individual.

- Transformative Relationships: We prioritise consistent, trusted relationships with young people who may not have experienced secure attachments within their families. These relationships are key to helping young people feel safe, seen, and supported.

- Careers and Progression: We provide volunteering and personal development opportunities that support young people's future goals. . Former service users are supported into roles such as youth worker placements and volunteering positions within our organisation-two of our current youth workers are former beneficiaries.

- Focused Deterrence: We use a preventative approach that helps young people understand the risks of violence and crime, while offering practical alternatives and pathways into positive opportunities.

An explanation of the charity's main objectives

We are dedicated to developing our services to meet the evolving needs of our community. Through ongoing evaluation and improvement, we ensure that our services remain accessible, responsive and impactful. Our outreach extends from six strategically placed centres, allowing us to reach those who are most in need.

High-specification centres are generously provided in-kind by our community, culture, and corporate partners, including the Treaty Centre, Hounslow; Hounslow Art Centre, Chiswick House & Gardens (forest trail, landscaped gardens) and Woodbridge Park Education Services, where we deliver forest school sessions. Partnerships with centres across Hounslow enable us to deliver agile, flexible, and far-reaching services in a cost-effective way.

We are part of the London Borough of Hounslow Women's Network, REED Network and the Young People's Stakeholder Network, and all of our work from this project has been shared with these networks. This is helping us to broaden our impact and strengthen collaboration.

As part of our commitment to co-producing services with young people, families, and community stakeholders, we carry out ongoing service reviews and monitoring. This enables us to ensure that our work remains impactful, value for money, and tailored to the specific needs of those most at risk.

Understanding and adapting to the changing needs of our community is central to HAY's approach. To support this, we benefit from the expertise of a trained team of social research volunteers, guided by our Social Research Consultant. Our involvement with networks such as NCVO and Ealing & Hounslow CVS, along with access to a wide range of monitoring and evaluation resources and training, continues to strengthen our learning and practice.

Our work is supported by a diverse mix of income sources, and we continue to nurture strong relationships with our existing funders. We are also actively working to develop new partnerships with statutory agencies, businesses, and corporate sponsors.

Significant activities

HAY's Programmes

This year, we delivered services to 957 young people and 250 parents, reaching 1,207 beneficiaries in total. This represents an estimated 41% increase compared to the previous year, thanks in large part to funding from The National Lottery Community Fund's Million Hours Fund and Propel (Mayor of London New Deal for Young People). These grants have enabled us to expand one-to-one support for young people and increase the total hours of youth work services to approximately 2,800 this year.

A. Youth Bonds Project

Number of young people supported: 325

Intensive referral project providing individual and group work support for young people aged 7-12, four days a week. Key services include: home parenting support; family learning activities; home-school liaison work; and on-site school support for young people with high-level needs. The project provided a staffed minibus collection service for young people to ensure equality of access for young people with disabilities and complex needs.

Services Delivered

- Weekly 1:1 Key Worker Sessions: Tailored emotional and developmental support, including storytelling, creative arts, and therapeutic activities to aid language recovery.

- Issue-Based Workshops: Focused on emotional regulation, behaviour, bullying awareness, online safety, and grooming risks.

- Core Skills Development: Role-play and interactive activities to build resilience, problem-solving, and independent living skills (e.g. cooking, hygiene, healthy eating).

- Ecotherapy: Nature-based wellbeing sessions at our allotment, Forest School, and Chiswick House & Gardens.

- Trips & Family Days: Holiday activities offering continued support and engagement for young people and their families.

- Creative Arts: Therapeutic expression through art to enhance emotional regulation and communication.

- Emotional Wellbeing Workshops (with CAMHS): Addressing anxiety, mental health, and access to support services.

Neurodivergent & SEN Support:

- Sensory Play: Use of visual tools (e.g. now/next boards, Zones of Regulation) to reduce anxiety and improve engagement.

- Visual Communication Tools: Emotion cards to support expression, especially for speech and language difficulties or selective mutism.

Parent Support:

- Parenting Workshops: Guidance on managing separation anxiety, understanding behaviour, and building calm routines.

- Home Visits: Personalised support in familiar settings, especially for families facing language barriers or mental health challenges.

- Signposting & Crisis Support: Referrals to food banks, grants, warm spaces, and specialist services.

Home-School Liaison:

- Regular Meetings: Facilitated communication between parents and schools, supporting EHCPs and educational transitions.

- Transition Support: Emotional and practical support for children moving to specialist educational settings.

'They came into my life when it was really dark because I got badly bullied in like school. They came when I really needed it' - Z, age 11

This testimonial from a young person underlines how our support reached young people at a point of severe social exclusion and emotional distress, providing a lifeline when it was most needed. It vividly echoes the project's aim to serve those on the extreme margins by offering an alternative source of trust and safety.

Youth Bonds Project Outcomes:

Young People

- 92% improved self-confidence and self-esteem.

- 83% reported better mental health.

- 88% improved behaviour

- 83% increased core skills and school engagement.

- 89% built stronger relationships with staff and families.

Parents

- 91% of parents gained a better understanding of their children's needs.

- 95% felt more supported and increased engagement with services.

B. Botanical Women of Hounslow

Number of young people supported: 280

Through ongoing collaboration with archivists and heritage professionals, young women have re-voiced the silenced stories found in historical archives-drawing powerful parallels with their own lived experiences. By interpreting these narratives through a contemporary lens, they are not only reclaiming heritage but also reshaping it.

This work has led to the creation of a youth-led heritage and archiving initiative, laying the foundation for a dynamic, community-rooted youth archive. This archive will serve as a lasting resource to inspire other young people to engage with history in meaningful and creative ways.

The majority of participants are young women from Black and minoritised communities, including care leavers and those at risk of gang involvement or sexual exploitation.

Services Delivered

- Archive workshops exploring historical figures and botanical heritage.

- Partnership with Kew Gardens to explore plants from Africa, the Caribbean, and Asia.

- Arts interpretation workshops with Caribbean and Indian heritage textile and botanical artists. Young people have created a series of textile plaques.

- Exhibition of six textile pieces at Chiswick House & Gardens.

- Development of a youth-friendly alternative archive.

- Visit to the Dig Where You Stand archive exhibition in Sheffield, fostering connections with curator Desiree Reynolds.

'It taught me that archives are important. There are more important stories in the archives to tell. It's helping me with communicating ideas, analysing information and creating something for communities.' S, age 14

Outcomes:

- 89% improved critical thinking and core skills.

- 96% increased confidence and self-esteem.

- 86% enhanced emotional well-being.

- 82% expanded social networks.

C. Youth Enterprise Project

Number of young people supported: 352

This programme supports young people with special educational needs, care leavers, and those not in education, employment, or training (NEET), equipping them with enterprise and business skills alongside accredited qualifications to help build brighter futures.

Four cohorts, all achieving ASDAN accreditation. Young people launched a community youth business fair showcasing their businesses.

Workshops were delivered at venues provided by Hounslow Council (Hounslow House), which provided access to a high-specification meeting space. Our delivery partner, Ultra Education, led the enterprise sessions, while HAY's team of trained youth workers offered emotional and practical support to ensure sustained engagement.

Our trauma-informed staff and volunteers bring specialist skills in supporting the diverse and individual needs of young people and their families. They built trusting relationships with participants, particularly those who had experienced detachment or difficulty forming positive connections, creating a safe and supportive environment for learning and growth.

Key Services

- Entrepreneurship Workshops: Business development aligned with personal interests and cultural heritage.

- Technology Skills: Training in digital tools (e.g. Canva, Procreate) and social media for business.

- Individual Mentoring: Support for young people with autism, learning difficulties, and mental health needs.

- Business Volunteers: Access to networks and mentoring from professionals at leading corporate partners.

- Career Support: CV and personal statement guidance for education and employment.

- Youth Enterprise Fair: Public event showcasing youth businesses and promoting entrepreneurship.

It's improved my leadership skills and confidence. Before, this would not be possible. I would not be doing public speaking. I'm slowly gaining more and more confidence in doing these kinds of things.' A, age 15

'Everything I've done, I can take a skill from - whether that's time management, networking, confidence, or leadership skills. I've learned... how to give feedback, everything.' C, age 14

Outcomes:

- 90% increased self-confidence.

- 87% expanded social and professional networks.

- 89% improved communication skills.

- 89% expressed interest in employment or starting a business.

All participants achieved ASDAN accreditation and received a personalised letter of recommendation from HAY detailing their commitment to the project and the skills they had shown during their time on the project. For the majority of young people, this was the first qualification they had received.

D. Volunteer Training and Supervision

Volunteer Recruitment and Roles: This year, we recruited, trained, and supported 200 volunteers who contributed across a range of roles, including youth mentoring, communications and marketing, social research, fundraising, and finance.

Through partnerships with university career services such as LSE and Brunel University, international internship programs like CAPA, and platforms like Reach Volunteering, we attracted a diverse pool of volunteers from business, education, community, arts, and other sectors. Each volunteer was given a meaningful role, for example, as a Youth Mentor or a Communications Assistant, ensuring that local people are actively involved in delivering our work.

Looking ahead, we plan to continue expanding our volunteer team, with a focus on recruiting, supporting, and retaining more volunteers from the community to further embed community involvement in our services.

Training and Support: We are committed to providing high-quality training and support so that our volunteers feel confident and effective. All volunteers undergo comprehensive training coordinated by our Volunteer Coordinator with oversight from our CEO. This training covers:

- Trauma-Informed Approaches

- Safeguarding, Communication Skills

- Equality

- Diversity and Inclusion

- Arts Mentoring and Facilitation

We deliver this in collaboration with expert partners, including our local Volunteer Centre, NCVO, London Youth, and Partnership for Young London, to ensure volunteers have access to the best resources and opportunities.

Ongoing supervision and regular check-ins are provided to every volunteer, so they are well-equipped to engage safely and meaningfully with young people throughout their placement. In addition, we empower volunteers to gain valuable skills that can help them pursue employment or education pathways, fostering thriving futures for them as well.

Volunteer Impact and Experience: Our volunteers have made a tremendous impact across all our programmes. In particular, our team of Youth Mentors played a critical role in the Youth Bonds Project, guiding young people through personal challenges and helping them build confidence with consistent, one-to-one support.

Volunteers in communications, research, and fundraising likewise bolstered our capacity, bringing in fresh ideas and energy. Many volunteers report that the experience has been deeply rewarding and educational for them, too - they sharpen their leadership and interpersonal skills, and gain insight into youth work and community development. As one volunteer shared:

'I was nervous at first - this took me out of my comfort zone in many ways. Volunteering humbled me. I come from a background where everyone expects to be heard. Here, I learned the power of listening and simply being there.' Volunteer Youth Mentor

'One impact is the tools and skills young people gained for what they want to achieve in the future, and I think the confidence - they're doing things, they're exposed to things. When you make new connections, there are always new opportunities.' Volunteer Youth Mentor.

These testimonials highlight the mutual benefit of volunteering: while young people gain mentors and supporters, the volunteers themselves grow personally and professionally. Our organisation is proud of its volunteer community, and we remain dedicated to supporting them as they continue to enrich the lives of the youth we serve.

Public benefit

The trustees have paid due regard to guidance issued by the Charity Commission on public benefit under section 17(5) of the Charities Act, 2011 in deciding what activities the charity should undertake.

HAY has responded to the evolving needs of children and young people in Hounslow, particularly those affected by poverty, trauma, special educational needs, and complex family circumstances. We deliver free, high-quality, trauma-informed youth work both in-person and online, rooted in the communities we serve.

Our approach combines one-to-one support, group work, and family engagement, grounded in evidence-based practice and partnership working.

We operate across Feltham, Bedfont, and Hanworth-areas ranked in the 20% most deprived neighbourhoods in England (IMD 2019). These areas are defined by fragmented urban development, major transport infrastructure, and a lack of accessible youth services (Hounslow Council West of Borough Local Plan Review 2021). Our services provide a vital lifeline for children, young people, and their families navigating these challenges.

ACHIEVEMENTS AND PERFORMANCE

Charitable activities

The charity continues to review its programmes and the funding available to them.

We continue to build on our partnerships with businesses, community groups, and education sectors so we can channel high quality resources to young people.

Funding from UK Youth Thriving Minds has enabled us to recruit more Youth Workers to meet the increase in demand for our services. We continue to build on our comprehensive training, support, and supervision programme for our Youth Workers, many of whom have lived experience and require wide-ranging support.

Funding from The National Lottery Million Hours Fund and Propel (Mayor of London New Deal for Young People) has enabled us to recruit more Youth Workers and Youth Mentor volunteers to provide more individual support to young people and meet the increase in demand for our services. We continue to build on our comprehensive training, support, and supervision programme for our Youth Workers, many of whom have lived experience and require wide-ranging support.

Our Wellbeing programme of customised support packages for staff and volunteer youth mentors is now an established part of HAY's support package for staff. It includes Mindful Wellbeing Coaching, Wellbeing Retreat Days, and an Employee Assistance Programme. This continues to help us ensure our team is fully supported in their roles and can sustain wellbeing so that they can deliver the highest quality service to young people and families.

We continue to maintain our network with stakeholder groups such as the Hounslow Women's Network, REED Stakeholders Group (Race Equalities and Ethnic Diversity), Young People's Stakeholders Network, Feltham Hanworth and Bedfont Community Network, and the Afghan and Central Asia Association (ACAA), empowering us to exchange knowledge and collaborate on responsive services that cater to diverse needs.

Capabilities

- Operate from 6 strategically placed sites across Feltham, Bedfont, Hanworth, ensuring young people have access to our services.

- Equity-led team, representative of Black and minoritised communities who speak a range of community languages, helping to engage young people and families who face language and cultural barriers.

- Increased partnerships with relevant BME organisations. We maintain close collaboration with the Equality, Diversity, and Inclusion team in Hounslow, and actively participate in the council's BAME consortium as a board member.

- Trauma-informed youth workers with specialist skills in supporting the individual needs of young people and families.

- All staff completed Mental Health & Emotional Health Training, practical and reflective practice to help staff build awareness, reflection and emotional regulation to better support themselves and young people.

- Staff attended training to better understand how to support vulnerable young people from LGBTQ+, racialised young people, disabled, and neurodivergent groups..

- Access to green spaces, such as large landscaped gardens and forest schools to engage young people with special needs, autism, ADHD.

- Our staffed minibus service ensures vulnerable young people can travel safely to our services across the borough. We are committed to ensuring that young people with disabilities and complex needs can access our services.

- We work with a team of specialist consultants across social research, monitoring and evaluation, volunteer recruitment, and fundraising, strengthening our organisational learning, evidence base, and sustainability.

FINANCIAL REVIEW

Financial position

The charity received total income for the year of £473,427 (2024: £480,375) and had programme expenditure of £428,570 (2024: £346,438) and a net loss on its investment of £7,776 (2024: a net gain of £14,756). The overall surplus of £37,081 (2024: £148,692) was added to the brought forward funds, leaving unused funds of £394,723 (2024: £357,642) at the end of March 2025.

As unrestricted reserves fell to £157,378 (2024: £166,371) and subsequent to the year's end, a further £7,500 of core cost funding was received, the Trustees were satisfied that the Charity remained a going concern.

Principal sources of income and how expenditure in the year under review has supported the key objectives of the charity.

Funding for our activities during the year came from grant-giving foundations (90%), individual donations (1%), government and local authority (8%) and investment Income (1%).

Operating expenditures incurred during the year were staff and programme costs (75.9%), activities (10.1%), Premises costs (3.3%), fundraising (3.4%) and Support and Admin (7.4%). Balances remaining on restricted funds at the year-end are ring-fenced for use in future financial years.

At the end of the year, March 2025 carried forward reserves, including Restricted (60%) and Unrestricted (40%).

Investment policy and objectives

Surplus funds are invested in the CCLA Charities Investment Fund which is an easily accessible diversified fund designed for charities. The Trustees review the investment at each board meeting. The major risks to which the charity is exposed and reviews and systems in place to mitigate those risks.

The trustees have assessed the major risks to which the charity is exposed and are satisfied that systems are in place to mitigate exposure to the major risks.

The charity maintains a risk register based on a table of potential risks, ranked via a traffic light system, according to the aggregate of likelihood and severity of impact. This is kept under regular review and is formally updated once a year. It was updated in in light of the COVID-19 health crisis, in June 2020. This exercise led to an 'upgrading' of the risk of the loss of Trustees, however, trustees concluded that the existing mitigations remained appropriate. The principal risks facing the Charity are:

- Overspend on existing programmes, resulting in unsustainable financial run rate and reserves position. This is mitigated by quarterly review of revenue, costs and reserves by programme by the Trustees and regular monitoring of forecast spend by both staff and Trustees.

- Inability to raise new money, resulting in inability to continue as a going concern. This is mitigated by using freelancers, with clear goals and regular progress reports to the Board and by appointing a Trustee with fundraising experience to guide strategy.

- Failure to ensure the ongoing commitment and performance of Trustees, leading to poor governance and a lack of strategic direction/planning. This is mitigated by maintaining an appropriate balance of skills, evidenced by a skills audit, a proactive Trustee recruitment campaign and an annual review of Trustee attendance and contribution by the Chair.

Reserves policy

The approved policy for Reserves is at an amount equal to 6 months of Restructuring & Dissolution expenditure and 3 months of Continuity expenditure for programmes not covered, dedicated funding and the charity's own costs, core costs only. For the current period, this has been calculated at £167,034.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

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.

Charity constitution

The charity is a company limited by guarantee and does not have share capital. It is incorporated under the Companies Act 2006, the governing instrument being the Memorandum and Articles of Association dated 3 September 1986 (updated 25 July 2016).

Recruitment and appointment of new trustees

New trustees are typically recommended to the charity through personal introductions. However, this year we have continued to put adverts out locally and on social media to increase the reach. Potential trustees are considered by the Nominations Committee for their relevant experience which will widen or support the balance of skills of the existing trustees.

Organisational structure

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:

- Mary E Longhurst

- Muzamil Tahir

- Rachel C McAdam

- Laura Kerry Leonard (joined 11th September 2024)

- Cherryl Martin (resigned on 5th December 2024)

- Baldish Kaur Dhaliwal (resigned on 5th February 2025)

The Board meets at least four times per annum and these meetings are attended by the Director. It delegates to, and receives reports from, the three sub-committees - Finance and Employment; Trustees, Advisory Board and Volunteers; and Services and School Interface. The Director is accountable to the trustees and reports to the Chair and Deputy Chair.

None of the trustees has any beneficial interest in the company. All of the trustees are members of the company and guarantee to contribute £1 in the event of a winding up.

Induction and training of new trustees

New trustees are typically recommended to the charity through personal introductions. However, this year we have continued to put adverts out locally and on social media to increase the reach. Potential trustees are considered by the Nominations Committee for their relevant experience, which will widen or support the balance of skills of the existing trustees.

The Board meets at least four times per annum, and these meetings are attended by the Director. It delegates to, and receives reports from, the three sub-committees - Finance and Employment; Trustees, Advisory Board and Volunteers; and Services and School Interface. The Director is accountable to the trustees and reports to the Chair.

REFERENCE AND ADMINISTRATIVE DETAILS

Registered Company number

02081759 (England and Wales)

Registered Charity number

296372

Registered office

The School House

Marjory Kinnon School

Hatton Road

Feltham

TW14 9QZ

Trustees

Baldish Kaur Dhaliwal (resigned 5.2.25)

Mary Elizabeth Longhurst - Chair of Trustees

Cherryl Martin (resigned 5.12.24)

Rachel Clare Mcadam

Muzamil Tahir

Laura Kerry Leonard (appointed 11.9.24)

Company Secretary

Muzamil Tahir

Independent Examiner

Tahira Siddiqui FCA, MSc (Senior Statutory Auditor)

S Syedain & Co

Chartered Accountants

First Floor

87 Kenton Road

Harrow

Middlesex

HA3 0AH

This report has been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.

Approved by order of the board of trustees on 17th September 2025 and signed on its behalf by:

Mary Elizabeth Longhurst - Trustee

Independent examiner's report to the trustees of Hounslow Action For Youth Association ('the Company')

I report to the charity trustees on my examination of the accounts of the Company for the year ended 31st March 2025.

Responsibilities and basis of report

As the charity's trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ('the 2006 Act').

Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity's accounts as carried out under Section 145 of the Charities Act 2011 ('the 2011 Act'). In carrying out my examination I have followed the Directions given by the Charity Commission under Section 145(5) (b) of the 2011 Act.

Independent examiner's statement

Since your charity's gross income exceeded £250,000 your examiner must be a member of a listed body. I can confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England and Wales, which is one of the listed bodies.

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:

1.	accounting records were not kept in respect of the Company as required by Section 386 of the 2006 Act; or

2.	the accounts do not accord with those records; or

3.	the accounts do not comply with the accounting requirements of Section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or

4.

the accounts 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 accounts 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 accounts to be reached.

Tahira Siddiqui FCA, MSc (Senior Statutory Auditor)

The Institute of Chartered Accountants in England and Wales

S Syedain & Co

Chartered Accountants

First Floor

87 Kenton Road

Harrow

Middlesex

HA3 0AH

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

31.3.25

31.3.24

Unrestricted

Restricted

Total

fund

funds

Notes

£

INCOME AND ENDOWMENTS

FROM

Donations and legacies

2

49,190

413,160

462,350

473,208

Investment income

3

11,077

-

11,077

7,167

Total

60,267

413,160

473,427

480,375

EXPENDITURE ON

Raising funds

Raising donations and legacies

14,522

-

14,522

26,562

14,522

-

14,522

26,562

Charitable expenditure

4

Charitable Costs

12,255

350,568

362,823

278,784

Support Costs

26,892

16,516

43,408

34,534

Governance Costs

7,817

-

7,817

6,558

Total

61,486

367,084

428,570

346,438

Net gains/(losses) on investments

(7,776

)

-

(7,776

)

14,755

NET INCOME/(EXPENDITURE)

(8,995

)

46,076

37,081

148,692

RECONCILIATION OF FUNDS

Total funds brought forward

166,371

191,271

357,642

208,950

TOTAL FUNDS CARRIED

FORWARD

157,376

237,347

394,723

357,642

31.3.25

31.3.24

Unrestricted

Restricted

Total

fund

funds

Notes

£

FIXED ASSETS

Investments

9

93,286

65,840

159,126

166,902

CURRENT ASSETS

Debtors

10

5,833

-

5,833

2,288

Cash at bank

122,969

172,445

295,414

230,250

128,802

172,445

301,247

232,538

CREDITORS

Amounts falling due within one year

11

(64,710

)

(940

)

(65,650

)

(41,798

)

NET CURRENT ASSETS

64,092

171,505

235,597

190,740

TOTAL ASSETS LESS CURRENT

LIABILITIES

157,378

237,345

394,723

357,642

NET ASSETS

157,378

237,345

394,723

357,642

FUNDS

12

Unrestricted funds

157,378

166,371

Restricted funds

237,345

191,271

TOTAL FUNDS

394,723

357,642

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31st March 2025.

The members have not required the company to obtain an audit of its financial statements for the year ended 31st March 2025 in accordance with Section 476 of the Companies Act 2006.

The trustees acknowledge their responsibilities for

(a)	ensuring that the charitable company keeps accounting records that comply with Sections 386 and 387 of the Companies Act 2006 and

(b)

preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company.

These financial statements have been prepared with and delivered in accordance with the special provisions applicable to small charitable companies subject to the small companies regime.

The financial statements were approved by the Board of Trustees and authorised for issue on 17th September 2025 and were signed on its behalf by:

Mary Elizabeth Longhurst - Trustee

1.	ACCOUNTING POLICIES

Basis of preparing the financial statements

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention, with the exception of investments which are included at market value, as modified by the revaluation of certain assets.

Income

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

Expenditure

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 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 the resources. Central staff costs are allocated on the basis of time spent.

Support costs are those that assist the work of the charity but do not directly represent charitable activities and include office costs, governance costs and administrative payroll costs. They are incurred directly in support of expenditure on the objects of the charity and include project management carried out at the charity's headquarters.

Taxation

The charity is exempt from corporation tax on its charitable activities.

Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the

trustees.

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

Donated professional services and donated facilities are recognised as income when the charity has control over the item, any conditions associated with the donated item have been met, the receipt of the economic benefit from the use by the charity of the item is probable and that the economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), the general volunteer time is not recognised.

On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in the expenditure in the period of receipt.

Income from grants are recognised at fair value when the charity has entitlement after any performance conditions have been met, it is probable that the income will received and the amount can be measured reliably. If entitlement is not met, then these amounts are deferred.

Investment income includes dividends and interest. Interest income is recognised using the effective interest method and dividend income is recognised as the charity's right to receive payment is established.

Pension costs and other post-retirement benefits

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.

Liabilities and provisions

Liabilities are recognised when there is an obligation at the Balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably.

Liabilities are recognised at the amount that the charity anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide.

Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

2.	DONATIONS AND LEGACIES

31.3.25

31.3.24

£

Donations

2,690

7,091

Grants

459,660

464,275

Misc. Income

-

1,842

462,350

473,208

3.	INVESTMENT INCOME

31.3.25

31.3.24

£

Investment Income

4,539

4,450

Interest receivable

6,538

2,717

11,077

7,167

4.	CHARITABLE ACTIVITIES COSTS

Support

Direct

costs (see

Costs

note 5)

Totals

£

Charitable Costs

362,823

-

362,823

Support Costs

-

43,408

Governance Costs

-

7,817

362,823

51,225

414,048

5.	SUPPORT COSTS

Governance

Other

costs

Totals

£

Support Costs

43,408

-

43,408

Governance Costs

-

7,817

43,408

7,817

51,225

6.	TRUSTEES' REMUNERATION AND BENEFITS

There were no trustees' remuneration or other benefits for the year ended 31st March 2025 nor for the year ended 31st March 2024.

Trustees' expenses

There were no trustees' expenses paid for the year ended 31st March 2025 nor for the year ended 31st March 2024.

7.	STAFF COSTS

31.3.25

31.3.24

£

Wages and salaries

201,988

183,148

Social security costs

11,789

10,824

Other pension costs

12,685

11,410

226,462

205,382

The average monthly number of employees during the year was as follows:

31.3.25

31.3.24

Average Number of Employees

10

No employees received emoluments in excess of £60,000.

8.	COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES

Unrestricted

Restricted

Total

fund

funds

£

INCOME AND ENDOWMENTS FROM

Donations and legacies

135,941

337,267

473,208

Investment income

7,167

-

7,167

Total

143,108

337,267

480,375

EXPENDITURE ON

Raising funds

Raising donations and legacies

26,562

-

26,562

-

26,562

Charitable expenditure

Charitable Costs

86,439

192,345

278,784

Support Costs

23,580

10,954

34,534

Governance Costs

6,558

-

6,558

Total

143,139

203,299

346,438

Net gains on investments

14,755

-

14,755

NET INCOME

14,724

133,968

148,692

RECONCILIATION OF FUNDS

Total funds brought forward

151,647

57,303

208,950

TOTAL FUNDS CARRIED

FORWARD

166,371

191,271

357,642

9.	FIXED ASSET INVESTMENTS

Listed

investments

£

MARKET VALUE

At 1st April 2024

166,902

Revaluations

(7,776

)

At 31st March 2025

159,126

NET BOOK VALUE

At 31st March 2025

159,126

At 31st March 2024

166,902

There were no investment assets outside the UK. The historical cost of the listed investments is £100,000 (2023:£100,000).

Financial Instruments

31.3.2025

31.3.2024

Carrying amount of financial assets

Instruments measured at fair value through profit or loss

159,126

166,902

10.	DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

31.3.25

31.3.24

£

Other debtors

3,000

-

Prepayments

2,833

2,288

5,833

2,288

11.	CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

31.3.25

31.3.24

£

Other creditors

32,742

19,594

Accruals and deferred income

32,908

22,204

65,650

41,798

12.	MOVEMENT IN FUNDS

Net

movement

At

At 1.4.24

in funds

31.3.25

£

Unrestricted funds

General fund

166,371

(8,993

)

157,378

Restricted funds

Youth Bonds

(2,828

)

1,889

(939

)

YWP Agents for Change

3,714

(3,562

)

152

Volunteer Co-ordinator

5,732

-

5,732

UK Thriving Minds

(7,481

)

25,806

18,325

Emmanuel Kaye Foundation

-

17,644

Heathrow Community Trust

4,155

(4,155

)

-

The Progress Foundation

10,838

(4,106

)

6,732

NL Thrive & Provide Volunteers

7,984

(480

)

7,504

Henry Smith Youth Bond (Long

covid)

2,160

16,465

18,625

Thriving Commuunities Fund

9,167

2,078

11,245

The National Lottery Million Hours

44,896

(6,858

)

38,038

Paul Hamlyn Botanical WP

25,955

2,445

28,400

Garfield Weston Foundation

15,000

(14,314

)

686

Paul Hamlyn SEP

18,573

(113

)

18,460

The Draper's Charitable Fund

15,000

(14,746

)

254

Propel Mentoring

38,406

(5,168

)

33,238

Heritage Lottery

-

21,965

LBH- Summer of Culture - SEP

-

724

SEP-Small Grants SEP

-

10,560

191,271

46,074

237,345

TOTAL FUNDS

357,642

37,081

394,723

Net movement in funds, included in the above are as follows:

Incoming

Resources

Gains and

Movement

resources

expended

losses

in funds

£

Unrestricted funds

General fund

60,267

(61,484

)

(7,776

)

(8,993

)

Restricted funds

Youth Bonds

8,000

(6,111

)

-

1,889

YWP Agents for Change

-

(3,562

)

-

(3,562

)

UK Thriving Minds

44,000

(18,194

)

-

25,806

Emmanuel Kaye Foundation

30,000

(12,356

)

-

17,644

Heathrow Community Trust

4,120

(8,275

)

-

(4,155

)

The Progress Foundation

15,000

(19,106

)

-

(4,106

)

NL Thrive & Provide Volunteers

-

(480

)

-

(480

)

Henry Smith Youth Bond (Long

covid)

37,000

(20,535

)

-

16,465

Thriving Commuunities Fund

14,750

(12,672

)

-

2,078

The National Lottery Million Hours

46,875

(53,733

)

-

(6,858

)

Paul Hamlyn Botanical WP

30,000

(27,555

)

-

2,445

Garfield Weston Foundation

-

(14,314

)

-

(14,314

)

Paul Hamlyn SEP

20,000

(20,113

)

-

(113

)

The Draper's Charitable Fund

-

(14,746

)

-

(14,746

)

Propel Mentoring

90,040

(95,208

)

-

(5,168

)

Heritage Lottery

37,485

(15,520

)

-

21,965

Inspire Hounslow

19,000

(19,000

)

-

LBH- Summer of Culture - SEP

5,000

(4,276

)

-

724

SEP-Small Grants SEP

11,890

(1,330

)

-

10,560

413,160

(367,086

)

-

46,074

TOTAL FUNDS

473,427

(428,570

)

(7,776

)

37,081

Comparatives for movement in funds

Net

movement

At

At 1.4.23

in funds

31.3.24

£

Unrestricted funds

General fund

151,647

14,724

166,371

Restricted funds

Youth Bonds

5,402

(8,230

)

(2,828

)

YB Holidays

1,233

(1,233

)

-

YWP Agents for Change

6,626

(2,912

)

3,714

Volunteer Co-ordinator

6,882

(1,150

)

5,732

UK Thriving Minds

17,421

(24,902

)

(7,481

)

Emmanuel Kaye Foundation

5,739

(5,739

)

-

Heathrow Community Trust

-

4,155

The Progress Foundation

14,000

(3,162

)

10,838

NL Thrive & Provide Volunteers

-

7,984

Henry Smith Youth Bond (Long

covid)

-

2,160

Thriving Commuunities Fund

-

9,167

The National Lottery Million Hours

-

44,896

Paul Hamlyn Botanical WP

-

25,955

Garfield Weston Foundation

-

15,000

Paul Hamlyn SEP

-

18,573

The Draper's Charitable Fund

-

15,000

Propel Mentoring

-

38,406

57,303

133,968

191,271

TOTAL FUNDS

208,950

148,692

357,642

Comparative net movement in funds, included in the above are as follows:

Incoming

Resources

Gains and

Movement

resources

expended

losses

in funds

£

Unrestricted funds

General fund

143,108

(143,139

)

14,755

14,724

Restricted funds

Youth Bonds

16,450

(24,680

)

-

(8,230

)

YB Holidays

-

(1,233

)

-

(1,233

)

YWP Agents for Change

7,262

(10,174

)

-

(2,912

)

Volunteer Co-ordinator

-

(1,150

)

-

(1,150

)

UK Thriving Minds

29,999

(54,901

)

-

(24,902

)

Emmanuel Kaye Foundation

30,000

(35,739

)

-

(5,739

)

Heathrow Community Trust

6,180

(2,025

)

-

4,155

The Progress Foundation

15,280

(18,442

)

-

(3,162

)

NL Thrive & Provide Volunteers

9,250

(1,266

)

-

7,984

Henry Smith Youth Bond (Long

covid)

36,201

(34,041

)

-

2,160

Thriving Commuunities Fund

14,750

(5,583

)

-

9,167

The National Lottery Million Hours

46,875

(1,979

)

-

44,896

Paul Hamlyn Botanical WP

30,000

(4,045

)

-

25,955

Garfield Weston Foundation

15,000

-

15,000

Paul Hamlyn SEP

20,000

(1,427

)

-

18,573

The Draper's Charitable Fund

15,000

-

15,000

Propel Mentoring

45,020

(6,614

)

-

38,406

337,267

(203,299

)

-

133,968

TOTAL FUNDS

480,375

(346,438

)

14,755

148,692

A current year 12 months and prior year 12 months combined position is as follows:

Net

movement

At

At 1.4.23

in funds

31.3.25

£

Unrestricted funds

General fund

151,647

5,731

157,378

Restricted funds

Youth Bonds

5,402

(6,341

)

(939

)

YB Holidays

1,233

(1,233

)

-

YWP Agents for Change

6,626

(6,474

)

152

Volunteer Co-ordinator

6,882

(1,150

)

5,732

UK Thriving Minds

17,421

904

18,325

Emmanuel Kaye Foundation

5,739

11,905

17,644

The Progress Foundation

14,000

(7,268

)

6,732

NL Thrive & Provide Volunteers

-

7,504

Henry Smith Youth Bond (Long

covid)

-

18,625

Thriving Commuunities Fund

-

11,245

The National Lottery Million Hours

-

38,038

Paul Hamlyn Botanical WP

-

28,400

Garfield Weston Foundation

-

686

Paul Hamlyn SEP

-

18,460

The Draper's Charitable Fund

-

254

Propel Mentoring

-

33,238

Heritage Lottery

-

21,965

LBH- Summer of Culture - SEP

-

724

SEP-Small Grants SEP

-

10,560

57,303

180,042

237,345

TOTAL FUNDS

208,950

185,773

394,723

A current year 12 months and prior year 12 months combined net movement in funds, included in the above are as follows:

Incoming

Resources

Gains and

Movement

resources

expended

losses

in funds

£

Unrestricted funds

General fund

203,375

(204,623

)

6,979

5,731

Restricted funds

Youth Bonds

24,450

(30,791

)

-

(6,341

)

YB Holidays

-

(1,233

)

-

(1,233

)

YWP Agents for Change

7,262

(13,736

)

-

(6,474

)

Volunteer Co-ordinator

-

(1,150

)

-

(1,150

)

UK Thriving Minds

73,999

(73,095

)

-

904

Emmanuel Kaye Foundation

60,000

(48,095

)

-

11,905

Heathrow Community Trust

10,300

(10,300

)

-

The Progress Foundation

30,280

(37,548

)

-

(7,268

)

NL Thrive & Provide Volunteers

9,250

(1,746

)

-

7,504

Henry Smith Youth Bond (Long

covid)

73,201

(54,576

)

-

18,625

Thriving Commuunities Fund

29,500

(18,255

)

-

11,245

The National Lottery Million Hours

93,750

(55,712

)

-

38,038

Paul Hamlyn Botanical WP

60,000

(31,600

)

-

28,400

Garfield Weston Foundation

15,000

(14,314

)

-

686

Paul Hamlyn SEP

40,000

(21,540

)

-

18,460

The Draper's Charitable Fund

15,000

(14,746

)

-

254

Propel Mentoring

135,060

(101,822

)

-

33,238

Heritage Lottery

37,485

(15,520

)

-

21,965

Inspire Hounslow

19,000

(19,000

)

-

LBH- Summer of Culture - SEP

5,000

(4,276

)

-

724

SEP-Small Grants SEP

11,890

(1,330

)

-

10,560

750,427

(570,385

)

-

180,042

TOTAL FUNDS

953,802

(775,008

)

6,979

185,773

The income funds of the charity include restricted funds comprising the unexpended balances and grants held on trust for specific purposes.

Restricted funds have been provided to the charity for particular purposes and it is the policy of the board of trustees to carefully monitor the application of those funds in accordance with the restrictions placed upon them.

Most unrestricted funds are received to fund staff and overhead costs rather than specific projects.

13.	EMPLOYEE BENEFIT OBLIGATIONS

Defined contribution schemes

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 charge to the SOFA in respect of the defined contribution schemes was £12,686 (2024: £11,410).

14.	RELATED PARTY DISCLOSURES

There were no related party transactions for the year ended 31st March 2025.