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← Youth Options

2025-03-31-accounts

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|||| |---|---|---| |Statements from our Chair and Chief Executive|3| |BS| |Our Mission, Vision and Values|6| |Our Year in Numbers|7| |Our Services|14| |Prevention|15| |Early Years & Childcare|19| |Targeted Support|20| |Outdoor Learning|24| |Progression Opportunities|26| |Youth Voice|28| |Impact Summary|29| |Supporting Structures|33| |Looking Forward|34| |TN|Financial Review|35| |TT| |Governance and Management|38| |Key Volunteers, Staff and Advisors|42| |Consolidated Statements|46| |Independent Auditors Report|47| |Consolidated Statement of Financial Activities|51| |Balance Sheet|53| |Cashflow|55| |Notes|56| |———]|.|Sa|

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Chair’s Statement

It is both a privilege and humbling experience to be Chair of Trustees at Youth Options. The professionalism, commitment and care our team bring to making a real difference to the lives of young people is truly awe inspiring . So first my thanks to all who make our work possible; to Madeleine and her management team - Becky, Louise and Tammy, all our front line staff, volunteers, fellow trustees, donors and partners a big thankyou.

The year was a busy and exciting one. We helped over 10,000 children, young people and their families which is a record number. We absorbed Winchester Street Reach into Youth Options, expanding our delivery to the young people of Winchester, and we completed the refurbishment of Mansel Park Pavilion (MP3) our Youth and Community building in Millbrook, Southampton.

Financially - in an ever more difficult fundraising environment - we had a successful year thanks to the efforts of our brilliant fundraising and finance teams. During the year we welcomed Tammy King as our new Head of Finance who took over from Mike Smith who retired. Our thanks to Mike for his efforts over the years and we wish you well for the future.

Madeleine’s report highlights many of the difficulties faced by young people today and in the age of social media with "influencers" becoming role models, for some young people life for them must at best be confusing and at worst terrifying. This, coupled with progressive youth funding cuts over recent years, makes the work our team do ever more important. There is an epidemic of need for our services and as funding allows we aim to grow in line with our strategy to help more and more young people.

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PETER NORTH
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CHAIR OF TRUSTEES

I am blessed as chair, not just with a talented and passionate team, but also an active and committed board of trustees. During the year we welcomed Jon Pickard and Bekki Dunn as trustees and subsequently, John Martin.

Our work makes a real difference to the lives of many children and young people and in spite of the challenges I am confident that we can face the future at Youth Options with optimism.

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Chief Executive’s Statement

As we reflect on the past year, it is clear that the challenges faced by children and young people in the UK are growing in both scale and complexity. Rising poverty rates, mental health crises, and increasing youth crime are just a few of the urgent issues demanding our attention. Recent data shows that over 4.5 million children in the UK are living in poverty, which is nearly 31% of all children (1). This figure highlights the critical need for the support we provide at Youth Options.

One of the most pressing concerns has been the surge in mental health issues among young people. Recent NHS data reveals that 1 in 6 children aged 5-16 now has a probable mental health condition, rising to 1 in 4 for 16 to 25 year olds, a significant increase from 1 in 9 just a few years ago (2). The pandemic exacerbated these challenges, with isolation, anxiety, and uncertainty having a profound impact on children and young people at a key developmental stage in their lives.

Youth crime is another area of concern. The latest statistics indicate that more children and young people are becoming victims of violent crimes, with a notable increase in knife crime and other violent offences (3). In 2024, there were 509 hospital admissions for knife assaults among 0-17-year-olds in England (4). This alarming trend underscores the importance of our work in providing safe spaces and positive, diversionary activities for young people to reduce the risk of them getting involved in antisocial and criminal behaviour.

At Youth Options, we are committed to addressing these issues head-on. That is why we have expanded our youth work on the streets and in youth centres across Hampshire; that is why we have expanded our key work and small group work focusing on children and young people who are struggling in school or at home; that is why we have run knife crime awareness sessions in schools and at our youth centres so that young people are equipped with the knowledge and skills to make positive decisions; that is why we have developed our employability programme to support young people to have a positive future and that is why, at the heart of what we do, we ensure that young people have a voice and are heard.

CHIEF EXECUTIVE

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This year we had a £1m grant through the Youth Investment Fund to refurbish one of our Youth Centres, Mansel Park Pavilion, in Southampton. This reopened at the end of the year and, as well as a new youth space including a counselling room and activity room, we have also opened a social enterprise cafe that has provided employability training to young people not in education, training or employment.

As we look ahead, we remain dedicated to our mission and committed to making a positive impact on the lives of children, young people and their families. We will continue to work tirelessly to address the challenges they face and provide the support they need to thrive.

Thank you to our staff, volunteers, supporters, and partners for your unwavering commitment to Youth Options and, most importantly, for your commitment to the children, young people and families we serve.

[2] Adult Psychiatric Morbidity Survey: Survey of Mental Health and Wellbeing, England, 2023/4 - NHS England Digital

[3] Youth Endowment Fund Report Trends in Violence Affecting Children, April 2025 (https://youthendowmentfund.org.uk/reports/statistics-update-april-2025-trends-in-violence-affecting-children/)

[4] Youth Justice Board for England and Wales (www.yjresourcehub.uk/youth-justice-statistics-2023-24-insights-report-may-2025/)

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OUR MISSION

We believe that every child and young person can achieve a better future, whatever their life circumstances.

OUR VISION

A BETTER FUTURE

FOR EVERY CHILD AND

YOUNG PERSON

We support children and young people, particularly those who need it most, to engage, develop and become empowered to achieve a better future.

OUR VALUES

We are committed, supportive, and inspiring.

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1 ——— IN NUMBERS

ma” St a oe om - SO imm — ™ Thank you so much for everything you've done for me! From light catch ups J‘ , - 5 oS 4 7 : \ to deep conversations about incidents I struggle with, you have made a difference and made me feel heard. It's always gotten better since having tf we} 4 wy your sessions, so thank you really! /

OF THE YEAR

10,078

We supported 10,078 children and young people across our programmes, up from 7,112 the previous year.

children and young people through Street Reach and Youth Centre provision 6,407

young people supported through Progression programmes including care leaver support, employability programmes 180 and social action projects

young people supported one to one and small group activities 1,310 supported through Outdoor Learning Alternative Provision 1,060

children supported in our Preschools and Out-of-school clubs 900

Indviduals from 93 families supported 8 through our Family Support Programme 221

OPENING MP3

We opened our refurbished youth centre, Mansel Park Pavilion, Southampton running four sessions a week for local young people including a free youth theatre project.

ae te. a WINCHESTER

YOUTH VOICE

Winchester Street Reach became part of Youth Options in June, ensuring continuity of youth work in the local community.

Youth Ambassadors have been trained and supported to represent the views of children and young people

\ ” : —e ; : pe ~“e We ran 4 youth consultation em , weakeree events in local parks across Centre K < Southampton to hear what | children and young people ) want and need for support. CONSULTATION

RESIDENTIALS

BREW & YOU

We ran seven residential programmes over the year, providing time away for children and young people who may not otherwise get the opportunity.

Young people were provided with paid trainee opportunities through our employability programme at our new social enterprise, Brew & You community café.

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OUR INCOME
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AND EXPENDITURE

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Trading Fundraising Events Operating Centres
£124,435 £32,462 Investments/Other £111,604
Donations £4,899 Raising Funds
£172,206
£153,629
£2.822m []
£2.781m
Charitable Activities Charitable Activities
£2,506,808 £2,497,574
excludes £1.001m capital grant
INCOME
EXPENDITURE
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Prevention £819,451

Early Years & Childcare £650,455

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WHERE YOUR
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MONEY GOES*

Targeted £438,549

Outdoor Learning £450,561

This year, £2.498m was spent on charitable activities meaning that an amazing 88p in every £1 was used to support children and young people who need it most, to achieve a better future.

The rest goes on administration (including facilities, finance and HR), fundraising and the operation of the centres which brings in income to support our charitable services.

Progression £92,490

Other £29,468

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1 FOR A BETTER FUTURE

-Parent >see

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STRATEGY

We are in the final year of our current strategy. It is made up of three strategic objectives focused on growing our services in each of the areas we work, whilst maintaining quality of our delivery, enabled by improvements in our supporting structures. At the heart of our work is ensuring the voices of children and young people shape what we do and influence local and national policy to improve the lives of children and young people in the future. Our strategic objectives are:

Reduce the number of children and young people at risk of social exclusion through the provision of street and centre-based youth work

P| PREVENTION

We will provide services and support within the same geographic area so that children and young people can access the right opportunity for them at the right time. We will expand our delivery in new areas where there is a gap in provision or where we can add value, whilst ensuring that we maintain quality of support.

This is underpinned by ensuring that we have the right supporting structures and systems to enable us to succeed. We will do this through:

TARGETED

Provide one to one and small group support to those whose lives are already impacted by negative life experiences, including outdoor learning and access to nature to improve mental health and well-being

PROGRESSION

Provide employability and social action projects to enable young people to take responsibility for their own future

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SERVICES

Last year, we delivered services in local communities across Hampshire including in schools and online, with a particular focus on delivery in Eastleigh, Southampton, New Forest, Winchester and Andover.

EARLY YEARS & CHILDCARE

TARGETED

OUTDOOR LEARNING

3 Outdoor Learning Centres

PREVENTION

PROGRESSION

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— = =: 1 SERVICES

Our prevention services provide positive activities and access to youth support workers in local communities so that children and young people have safe places to go and have trusted adults to talk to. The aim is to reduce the risk of children and young people becoming vulnerable to exploitation, crime and risky behaviour such as drug and alcohol misuse.

Our strategy set out to expand the number of communities that Youth Options worked in to provide more opportunities for children and young people to have access to support when and where they need it.

This year, we were approached by the Trustees of Winchester Street Reach, a charity providing youth work in Winchester, to take on their provision. This aligned with our strategic plan for growth to the north of Hampshire and in June 2024 we acquired the work of the charity, taking on their staff team, and now deliver Street and Centre based youth work in Winchester as well as developing their programme working with schools as part of our key work.

Following taking on the work of Winchester Street Reach, we have rebranded all of our street-based (detached) youth work as Street Reach – a name which resonates with the young people we work with.

Eastleigh

We delivered eight Eastleigh Street Reach sessions a week across the Eastleigh Borough, and four centre based sessions from Energy Youth Centre in the town centre, Y-Zone in Fair Oak and Fryern Pavilion in Chandlers Ford. We also supported Botley Parish Council in establishing a new youth club in Boorley Green whilst our youth workers provided the Street Reach Youth Work in the local area.

Across Eastleigh, we worked with 2,255 (832, 23-24) young people over the year, attending 11,677 sessions. The significant increase in numbers was due largely to additional activities, particularly over the summer holidays, funded by Energise Me programme aimed at increasing participation of children and young people in physical activity.

As part of our impact measurement, we record all conversations about specific subjects that last for ten minutes or more. 4,046 conversations of this type were recorded with 34% focused on antisocial behaviour, 27% on mental health and wellbeing and 19% on drugs and/or alcohol.

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New Forest

We continue to deliver youth work from The Garage Youth Centre ot PRR tuace Tt fy es ps ee ae iy running youth sessions four nights a week. We added in Street Reach youth work in and around the local community going to key places where young people hang out over the summer months. 484 young : people have been supported (down from 685 in 23-24) with 2,232 fl attendances. Of the conversations around 161 young people have been involved in discussions of which, aside from other (38%), the j ae -=e> |= most frequent conversation was about antisocial behaviour (23%) | | a followed equally by mental health and wellbeing, and drugs and alcohol (both 13% of the conversations)

Winchester

As noted above, Youth Options took on the delivery of Winchester Street Reach in June 2024.The provision consisted of two nights centre-based youth work at Unit 12, Winnall and three nights of Street Reach youth work in four different locations: Stanmore, Harestock, Weeke and Micheldever and Friday Football at Henry Beaufort School which provides open access to young people. The funding for Micheldever ended at the end of the year and will not be continued as attendance was very low.

Since June, the team have worked with 462 young people, with 1954 attendances. Of the 445 conversations recorded, 31% was around antisocial behaviour, 21% mental health and wellbeing and 20% each around drugs/alcohol and sex and relationships.

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Southampton

We ran eleven different youth sessions in Southampton each week, focusing particularly on the East and West of the City. As well as play sessions in local parks for younger children, we have run regular youth sessions in Harefield, Thornhill, Millbrook, Redbridge, Daisy Dip and most recently in Bitterne. In addition, we continue to provide the youth work on behalf of Lordshill Youth Project.

Following the completion of the refurbishment of Mansel Park Pavilion (MP3) in Millbrook, Southampton thanks to a grant from the Government’s Youth Investment Fund, we have been running four different youth sessions a week available to any young person for free. This has included an after-school club, Vibe and a youth theatre group. Sadly, the funding from the Youth Investment Fund ended in March 2025 and we are, therefore, only able to run two sessions a week whilst we look for new funding.

Across Southampton, we worked with 2,689 (22-23 2,570) with 8,710 attendances. Of the in-depth conversations, out of 2,168 recorded, aside from other, the top regular issues that arose in conversations were around anti-social behaviour (28% of all conversations) and then drugs and alcohol (16%).

STORY

James* hadn’t been in mainstream education for several years and found it difficult to engage in settings where he didn’t feel he had control. With a challenging home life, separated parents, and his stepdad in prison, James had few positive male role models in his life.

We first met James at the King George V skatepark in Highcliffe, where he was practicing tricks on his scooter. Our Youth Support Workers brought along their skateboards, and over time, they built trust through shared interests. What started as casual conversations about scootering turned into deeper chats about his struggles at home and with school.

James began attending our indoor sessions at the King George V Pavilion during the winter. There, he discovered a passion for music and started learning how to DJ with support from our digital music lead. He especially enjoyed sampling and mixing songs, and the sessions gradually evolved to reflect his growing interest and creativity.

Since then, James has started coming to our Youth Centre in Winnall and the Friday Football Project. These spaces have helped him develop friendships, build confidence, and stay away from anti-social behaviour. He’s also opened up more about his own music, even writing some of his own rap lyrics, and is now working with staff to record them using a mic and beats he’s chosen himself.

Through the support of our team and his own growing interests, James now has positive outlets, new skills, and trusted adults he can turn to.

*not his real name; photo is illustrative of our work

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AND CHILDCARE

Early Years and Out of School Clubs

We run two pre-schools and four out of school clubs including holiday clubs. The pre-schools are based in Andover (Scott Centre) and Eastleigh – with the Eastleigh pre-school being a woodland pre-school. The pre-schools supported 131 children and afterschool and holiday clubs, 769.

Our afterschool clubs are at the Scott Centre, Andover and Pilgrims Cross School, Andover and the holiday clubs are at the Scott Centre, and Woodland and Bushcraft holiday clubs at Itchen Valley Country Park.

At the end of March 2025, our woodland pre-school, Little Owls was broken into and set alight, causing over £35k of damage, destroying the outdoor classroom and causing significant fire, smoke and water damage to the inside classroom and all of the toys.The support from the local community has been extensive and we have been able to replace and rebuild an even better facility for the 42 Little Owls.

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SUPPORT

The aim of our targeted work is to provide focused support to children and young people who are already impacted by challenging life experiences. This is delivered through key work, group work and includes the provision of alternative education through our nature-based learning at our outdoor learning centres. Some of the highlights of our extensive targeted support programme are summarised below.

Key Work and Mentoring

Safer Pathways: Knife Crime Awareness Programme

We continued to deliver knife crime awareness programmes in the New Forest funded by the Office of the Police and Crime Commissioner. We reached 259 children, particularly focusing on Year 7 (first year of Secondary School) with an objective of providing factual information before the risk of involvement in knife crime increases as they get older.

Young Carers Programme

Funding for key work has come from a variety of sources including the National Lottery, OPCC (as part of our knife crime awareness programme) and as part of our prevention services, enabling us to provide additional targeted support to young people who attend our centres for those who need it. We worked with 167 young people on key work (45 in 2023-24 which included a knife crime programme that has ended).

Young Carers face a number of challenges due to their caring responsibilities for siblings and parents. They often miss out on regular childhood experiences as they have to grow up quickly and may carry emotional burdens from their anxiety around family health concerns. We have run activity days over the summer, using our Outdoor Learning Centres to provide a space where the children and young people can spend time outside, focus on their mental and physical wellbeing and connect with others who have shared experiences.

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Step Up and Step Forward: Children in Care and Care Leavers Programmes

Step Up is our after-school programme for secondary aged children. Step Forward is our programme supporting Care Leavers. We also provided a programme support to Southampton City Council seeking input from young people in care and care leavers to shape the Council’s future programme of support and engagement with those who have experienced the care system. Step Forward Programme for Care Leavers reached 54 young people and, Step Up which was a new programme started in February reached ten young people.

Young people in care reported that they are often bullied for being in care “tell them what I have been through, so I don’t feel alone”

Children in Care survey, Youth Options 2025

Families Together: Non-Violent Resistance Programme

Our Non-Violent Resistance (NVR) programme provides bespoke support for families experiencing challenging behaviours including violence, school refusal, self-harm and risk taking. Building on the principles of NVR, we provide additional support to the wider family through Youth Support Workers and a Family Support Worker working directly with the family to embed long-term behaviour change.

This year we have received funding from National Lottery, Masons and the Army Covenant Fund to deliver a range of programmes to families, in total reaching a total of 211 individuals (parents/carers and children) compared to 117 in the prior year. We have also provided training to staff within schools to use NVR approaches in their own settings.

We have a million times more laughter in our house than there was before we joined the Families Together programme.

Parent, Families Together Programme

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Jakob* has been engaging with Youth Options for some time through 1-1 support. He was confident with familiar people and enjoyed group activities, but he struggled to speak with adults he didn’t know, especially those in authority.

As part of his sessions, Jakob began exploring local places of interest. A visit to the Mary Rose Museum in Portsmouth sparked his curiosity, and he spent time carefully reading each exhibit. The visit made such an impression that he asked to return. On the second visit, his confidence grew as he listened to volunteers and began asking questions of his own.

i ra . Pay Pe : STORY

His new interest in history led to further trips, including the Bursledon Brickworks Museum and The Chapel at Royal Victoria Country Park. With each visit, Jakob became more at ease, regularly speaking with guides and sharing his enthusiasm. At The Chapel, he climbed the bell tower, rang the bell, and proudly spoke with a guide about his involvement in the Police Cadets.

That conversation led to an introduction to a retired police officer and former trainer. Jakob led the discussion, asking thoughtful questions and sharing his own experiences as a cadet.

For a young person who once struggled to speak with unfamiliar adults, seeing Jakob now hold confident, animated conversations shows just how far he has come. He continues to grow in self-belief, seeking new opportunities to learn and connect.

*not his real name; photo is illustrative of our work

LEARNING

We deliver bespoke programmes of learning using nature-based activities for children and young people to develop positive relationships, improve social and emotional well-being and build confidence and resilience.

Our outdoor learning provision took place in three outdoor learning centres; Bishopstoke and Itchen Valley in Eastleigh and in partnership with New Park Farm in the New Forest. Each programme is based around the needs and interests of the young person, working in partnership with their school, to inspire and engage.

The site at New Park Farm continued to offer provision but take up has been limited in part because it is part of the New Forest with the restrictions on its use. We were not able to offer the full breadth of activities available at our other sites such as fires and horticulture and some schools reporting the distance into the New Forest was prohibitive. Nevertheless, we supported 58 (down from 83 in 2023-24). We have therefore been looking for a more accessible site to continue the work.

Our two sites in Eastleigh which have been established for longer and offer a broader choice of activity from horticulture, bushcraft and campfire cooking supported 978 (up from 876 in 2023-24). This is despite the reduction in space at Itchen Valley Country Park.

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ceo STORY

Lily* joined school this year. She has a diagnosis of ASD, ADHD and anxiety, and is often very shy, especially in social situations. Her parents also experience social anxiety and wanted to make sure she had opportunities to build confidence.

Before sessions began, the youth worker spoke with the school and her family to learn more about Lily’s interests. As she enjoys nature and gardening, sessions were planned at the Outdoor Learning Centre. A simple bio sheet and a phone call with her mum helped put her at ease before she began.

In her first session, Lily planted seeds and explored the site quietly but with interest. Over the following weeks, she returned to water her seedlings, used an app to identify bugs and birds, and began keeping a diary of her discoveries. Gradually she became more confident and chatty.

On a beach visit, Lily collected and painted shells, laughing as she washed them in the sea. She proudly left some behind for others to find and added to a line of shells started by someone else, wanting to make it more fun.

Her dad shared that Lily now looks forward to Mondays, something that’s never happened before, and enjoys telling her family all about her sessions. They are delighted she’s gaining new experiences and growing in confidence.

*not her real name; photo is illustrative of our work

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—— OPPORTUNITIES

Our objective on progression opportunities is to help young people build skills, experience and resilience so that they can take responsibility for their own future.

shift in behaviour and attendance and willingness to engage both with our programme and in school.

Qualifications

Youth Options became a Laser qualification accredited centre in March 2024 which has enabled us to offer nationally recognised qualifications to young people in a range of areas. Alongside the employability qualifications, we have also developed a number of nature-based, communication and qualifications that can be used in our outdoor learning 61 young people have been supported through an accredited programme.

16-year-old Kai* was referred to our programme due to persistent nonengagement and disruptive behaviour and was at risk of dropping out altogether. Teachers described him as switched off and struggling to see the relevance of school. At the start, Kai was sceptical about the programme, seeing it as just another form of education. But the outdoor, practical approach helped him feel at ease and he learnt to work in a team, problem solve and it gave him a sense of purpose. He showed a significant

Kai, Young Person

Better Futures: Employability Programme

Following the opening of Brew & You Café at Mansel Park, we have been able to start our new employability programme for young people who are Not in Education, Employment or Training (NEET). Better Futures, which provides employment skills, qualifications and paid work experience initially at Brew & You Community café and then with other businesses, aims to ensure that young people complete the programme with improved employability skills, qualifications including in Food Safety, confidence and experience that will help them get into permanent employment. The first cohort of six young people started in March and were supported by a youth worker and employability mentor throughout. 26

As part of Youth Options’ Employability Programme, our team reached out to Park Life Café to explore offering short-term work placements for young people seeking meaningful experience and a fresh start.

Three individuals from our first and second cohorts began two-week placements, fully funded by Youth Options. During their time at the café, the young people gained hands-on experience in a real work environment – developing practical skills, learning about teamwork and customer service, and building confidence through daily responsibilities.

The transformation was quickly visible. In just two weeks, the café team witnessed significant personal growth, increased self-belief, and a genuine sense of achievement in each young person. Such was the positive impact, all three young people were able to continue volunteering at the café after their placements ended. For them, it wasn’t just a temporary opportunity – it was a step forward in building their future.

It was an honour to work with Youth Options and be able to make a real positive impact. Within the short time of two weeks, we witnessed personal growth, increased confidence, a sense of purpose, pride in themselves and their work. We are pleased and proud to say that all three have continued volunteering with us. -Park Life Café Manager

CASE STUDY

VOICE

Across all our programmes, we have always engaged children and young people in designing and planning the project delivery. But we wanted to integrate the voices of young people in our work, and helping to shape their local communities too.

Youth Ambassadors

Thanks to funding from the National Lottery we have developed a Youth Ambassadors programme where young people from across our programmes have been supported to develop their skills and experience to shape the future of Youth Options and to influence national and local policy through engaging with other young people and carrying out research projects.

Over the year, some of the highlights of the programme include the Youth Ambassadors met three local MPs talking about their experience and that of others and what needs to change, led consultations with young people across Southampton and Eastleigh about what services they would like to see in their area, launched a mini grant scheme to fund social action projects led by other young people.

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Edy SUMMARY

Reporting on and evaluating our impact is a vital part of our work. We collect data through a variety of methods, including feedback forms, development plans, self-assessments, conversations and project specific monitoring tools. The data collected enables us to constantly develop our own work and ensure participant feedback is included in future planning.

Increasing the Impact of our Work for Children, Young People, and their Families

We continue to collect data from young people, parents and other key stakeholders on the quality and impact of our work. This data enables us to review and improve the programmes we deliver, focus on staff training so they are equipped to respond to the needs, and address gaps in our provision.

In our Street Reach and Centre-based prevention services, we record conversations with young people that last longer than ten minutes.

Most Talked About Topics in Prevention

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Drugs and/or Alcohol 1270
Sex and Relationship 1029
Antisocial Behavior 2310
CSE/Exploitation 41
Being a Victim of Crime 203
Mental Health and Wellbeing 1571
Other 1117
0 500 1000 1500 2000 2500
No. of Young People
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Results from our feedback postcards completed by 729 children and young people in our prevention services (Street Reach and centre-based) demonstrate that young people feel better informed and have better access to information around several key issues.

Results from the feedback postcards also demonstrate that our prevention services support young people to feel safe, engage in their communities and better understand support options available.

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Youth Options has given me access to information about: Agree Strongly Agree
Children Young People
I feel safer knowing Youth
I feel safer knowing Youth Options staff are in my area 57 670
Options are in my area
88
Healthy Lifestyles
121
I think staff are helpful and
I think Youth Options staff are helpful and Supportive 58 671
135 supportive
Healthy Relationshps
126
You’ve given me opportunities
90
ASBYouth Options has given me opportunities to engage in postive activities in my communityto engage in positive activities in 90 637
199 my community
I know more about my next
CSE/Exploitation
29I know more about my next steps towards education, employment and/or traingngsteps towards education, 235 404
employment and/or training
Victim of Crime
31
I know more about ASB and
134 I know more about ASB and how my behaviour affects othershow my behaviour affects others 163 553
Mental Health & Wellbeing
206
I now know what additional
553 18
I know more about what additional support, advice and guidance is available to me and how to access Other support, advice, and guidance i ts 124 599
51
available and how to access it
0 50 100 150 200 250
0 200 400 600 800
No. of Children & Young People
No. of Children & Young People
30
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Feedback from children and young people continues to show the quality of our work but also the impact it has on their lives.

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Youth Options has helped me to:
Young People’s Opinions of our Targeted Support
I enjoyed my Youth Options experience 91
Youth Options Staff were helpful and Supportive 93
71% 80% 68%
Feel more motivated to enjoy learning new feel more
I would recommend Youth Options to others 94 get the best results things confident
I have trust in Youth Options staff 87
0 20 40 60 80 100
[Nf
% of Young People who 64% 71% 69%
Strongly Agreed be better at be better at working in have better
overcoming challenges a team communication skills
= Vi
278 young people on targeted programmes completed a Your Views
Matter questionnaire giving their views on the provision they accessed and
their own perceptions on improvements in their social and emotional
capabilities.
64% 63%
be better at making be better at handling
decisions my emotions
----- End of picture text -----

278 young people on targeted programmes completed a Your Views Matter questionnaire giving their views on the provision they accessed and their own perceptions on improvements in their social and emotional capabilities.

31

Impact of Families Together Programme

Families accessing NVR complete a self-assessment pre and post participating in the course; the data from the pre and post selfassessment from 53 families demonstrates:

32

STRUCTURES

Our strategy also focuses on creating the right structures and systems to enable us to succeed, including building the community of supporters and ensuring that our staff and volunteers have the right support to deliver the best outcomes for children and young people.

Inspiring and Expanding our Community of Supporters

Our strategy set out how we would grow our community of supporters, from individuals, community groups and grant makers. Our Fundraising and Marketing team increased capacity with new roles of Community Fundraiser, additional marketing support and a grant bid writer. This increase has enabled us to reach more people about our work. We revamped our website with improved information and navigation for our supporters.

Support our Staff and Volunteers to Enable Great Outcomes for Children and Young People

We strive to ensure that our staff and volunteers are well supported so that they can be the best they can, ensuring they are supported in their well-being and development. We continue to pay our staff aligned with the Living Wage Foundation despite the challenges we face in the next financial year to absorb the Government increase in employer contribution to National Insurance which will have a significant impact on our salary bill.

We have introduced a comprehensive training programme for managers and delivery staff, building on already strong foundations in a consistent way. We also introduced a second in service training day to bring the whole team together for face-to-face refresher training on safeguarding, health and safety and risk assessments.

Thank you to all of the Trusts and Foundations that have supported us through the year and enabled us to make a positive difference to the lives of children and young people.

We have rolled out our online safeguarding and incident reporting system which has improved our reporting and tracking process, ultimately improving support to children, young people and staff. In our most recent staff survey 99% of staff agreed or strongly agreed that safeguarding is 33 handled well at Youth Options.

FORWARD

We are in the final year of a successful four year strategy. The strategy intent was to provide prevention, targeted and progression opportunities in the geographic areas in which we were already working in some capacity, and to expand our provision to the north of Hampshire.

The final year of the strategy will be focused around consolidating the quality and breadth of our provision in those areas and to expand our services. In particular, alongside the continuation of the programmes set out in this report, we aim to:

I also know how to ignore people who want to wind me up. I just laugh at them now, I won't let them have power over me anymore.

PREVENTION

TARGETED

OUTDOOR LEARNING

Continue to deliver Street Reach and Centre-based Youth Work in Eastleigh, New Forest, Southampton and Winchester, and expand our Street Reach programme to Basingstoke

Continue to offer key work in and outside of schools, working with children looked after and care leavers

Move our New Forest Outdoor Learning to a new site that enables us to provide the full range of outdoor learning experiences including campfires and horticulture

PROGRESSION

Work with children involved in the criminal justice system to provide employability programme and develop business mentors to support NEET young people

34

; REVIEW

he en ey . ee>itee —* — v SeaS Seoee eiteet eee 4 It was such a fantastic programme for him and he really did FS 9 ag Epa San — E- Lapea a we, ae he ye ae Shine, = ~~ = . — aie ee Ee ts a al cet No ok Sy ee eh ’ ~e <) ” Po<1 etewaa enjoy it and get a lot out of it and has been the only thing Deep, Fee SawGeap rae 5 in =aei ee fi = Soe aD LOOP es) Say he has really engaged with positively for months now. ot te >_.© ge4 Pa I,as SE Set ee 35 ~a > -. i 2 aes cae Fah geo , - Parent - {Z - iat swe Dre nee SSee etmay Ae al ‘ ; pass Teh i= iret < es ese ; a te Pies SO i a Tt geee as reed:

REVIEW

Objective: We will create a sustainable financial base including growth through trading opportunities

Summary

The increase in income was a result of continued growth in our services which has been achieved largely through success in additional grant and contracted income. The increased costs are primarily staff salaries increasing as well as more staff reflecting the growth of our delivery.

Youth Options’ consolidated accounts show a net income of £3,822,415 (2023-24: £2,241,587). Whilst this is a 70% increase on the prior year, the main increase was a capital grant from the Youth Investment Fund on behalf of Central Government of £1,000,182 for the refurbishment of Mansel Park Pavilion. Whilst the grant has been spent, due to it being capital, the audit treatment of this is that it is depreciated over the period of the lease. Excluding the capital grant, the income was £2,882,233, a 26% increase on the prior year.

Expenditure also increased to £2,781,384 (2023-24 £2,267,925), a 23% increase on the prior year. The total, giving a surplus of £40,849 excluding the capital grant (2023-24: -£26,338).As a growing charity, it is important to aim for a small surplus to ensure that our reserves remain within our three to six month reserves policy.

Income from donations and fundraising events has increased from £75,672 to £186,091. This was made up of £37,871 (2023-24: £45,748) for unrestricted donations and legacies, £115,758 restricted and £32,462 from fundraising events (2023-24 £29,914). The restricted donations are related to the transfer of funding from Winchester Street Reach and are restricted to delivery in Winchester.

However, costs of raising funds have also increased to £172,206 (2023-24: £98,701). This reflects the addition of a community fundraiser and grant bid writer to the team. Grant income is shown directly in delivery so continue to represent a good return on investment in the team. The £115,758 restricted fund was the donation of funds from Winchester Street Reach to Youth Options at the point of transfer.

Income from the limited company was down by £7,469 (from £131,904 in

36

2023-24 to £124,435 in 2024-25) due to the partial closure of Mansel Park Pavilion in Millbrook, Southampton for the refurbishment funded by Youth Investment Fund. The building was returned to Youth Options in November and income from hire of the space for youth and other activity has been steadily increasing.

The majority of the increase in our expenditure came from increased staffing and higher salary costs, with staff costs for charitable activities increasing by 23% to £1,996,452 (2023-24 £1,624,591). This increase is an increase in staffing and increase in salary costs. Next year we will also have the increased employer contribution to national insurance to manage. As we grew our delivery, activity costs (primarily resources to deliver our activities) increased 16% from £152,929 (2023-24 £131,730). Office and property costs continued to rise as a result of increases in utilities and inflation with an increase of 18% to a total of £258,620 (2023-24 £219,579). This includes additional office and youth space in Winchester from June. We continue to balance the delivery needs with the income and, together with a good level of reserves, are confident that we continue to be financially sound.

period are £982,715 . Of this amount, £365,170 are designated funds with £315,170 invested in fixed assets required for the delivery of our charitable work and an additional £50,000 designated for development of new and existing sites and digital transformation. This leaves free reserves of £617,545.

Investment Policy

The Board has the power to invest charitable funds. Investment decisions are taken by the Board following recommendations by the Finance Committee. In general, the Board has agreed a medium risk for the longer term whilst generating an annual income to support the ongoing activities of the charity. Capital growth will be used to support ongoing delivery as and when required. Investments are within funds designed for the charitable sector to meet ethical and sustainable investment policies whilst offering a reasonable return on the investments.

Total investments were held in Charifund and Charibond account. Overall investments for 2025 stood at £753,982 compared to £680,959 the prior year.

Reserves Policy

The Board reviews the reserves policy annually, or more frequently if required. The policy is to ensure that the unrestricted funds not committed or invested in tangible fixed assets (the free reserves) held by the charity should be between 3 and 6 months of the resources expended which equates between £695,350 and £1,390,700.

During the period, the unrealised investment income was £73,022 compared to £25,670 the prior year.

The total unrestricted funds of the charity at the end of the reporting

37

7 AND MANAGEMENT

is » | 7 "I | a wid : going and how to understand what is happening to me. I iS : iN a Te | 4 A SS liked that we didn’t need to be stuck in a room, and we could walk around and stay active during the sessions. - Young Person SS p)\ Hy \ Pw iy ANNO ARS | MOY ( E

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Objective: We will assure our supporters and funders that we are a well-run charity that maximises their financial support on our beneficiaries

Our Governance Structure

Youth Options was established in 1935 and became incorporated in 1996 as a charity and company limited by Guarantee and registered in England and Wales.

Charity Trustees have a duty to report on their charity’s public benefit. They should demonstrate that:

1.There is an identified benefit or benefits

2.The benefit must be to the public or section of the public.

This report sets out the activities that Youth Options carried out in order to carry out its public benefit and the Trustees confirm that our activities meet the requirement of Public Benefit of our charity.

Board of Trustees

Charitable Objects and Public Benefit

Our charitable objects are:

“The improvement of life opportunities for children and young people including the advancement of citizenship and development of community involvement, provided such object is charitable. The young people with whom the charity works include those who are in need by reason of financial hardship or other disadvantage or vulnerability.”

The Trustees have ultimate responsibility for directing the work of our charity, ensuring that it is solvent, well-run and delivering against our charitable objects and public benefit.

The Trustees of Youth Options are Directors of Youth Options for the purposes of company law. No Trustee has any financial interest in the charity. No Trustee received any remuneration for their services as Trustee, but they may be reimbursed for reasonable and necessary expenses.

39

The Board of Trustees appoints the Chief Executive Officer who is accountable to the Trustees for the day to day running of the charity and for implementing the strategic business plan approved by the Trustees. The Board set out the delegated responsibilities of the CEO, including financial delegation, on an annual basis.

The Board meet at least four times a year and this year included a number of strategic planning days to focus on the development of the new strategy. All Trustees sit on at least one Committee which convene several times a year depending on the specific terms of reference.

The committees of the Board are:

Finance and Audit Committee

Quality and Delivery Committee Income Generation Committee Governance Committee (formed in October 2024)

The Board elects a Chair and Vice Chair who ordinarily fulfil that role for a period relating to their term as Trustees.

Trustee Recruitment, Training and Induction

The Board seeks to ensure a good mix of experience and expertise to help ensure good governance including finance, working with children and young people and governance. The Trustees have completed a skills audit and will be actively looking to recruit new trustees to help ensure the right balance of experience.

All Trustees receive induction training by the senior management team and are expected to complete Safeguarding training for Trustees. As with all staff and volunteers, Trustees are subject to our Safer Recruitment Policy. Safeguarding training for trustees must be refreshed every three years.

Risk Management

The Board oversee the strategic risks and delegate operational risks to the senior leadership team. The key risks that the Board have identified are:

Safeguarding

Decision Making and Management of the Charity

Having agreed the annual budget which is linked to the strategy, the Board delegate policy implementation and day to day management to the CEO and through them to the senior leadership team. The delegated powers are agreed annually by the Board. Outcomes and key performance indicators are monitored through the committee structure and through the quarterly Balanced Scorecard.

40

The Chief Executive is supported by a senior leadership team consisting of:

Director of Development Director of Finance and Central Services Director of Services

Fundraising Practices

Youth Options has a diversified approach to fundraising, generating voluntary income from individual donors, fundraising events, corporate supporters, trusts and foundations. Our Fundraising and Communications team for the year consisted of 6 staff overseen by the Director of Development. Youth Options does not employ any agencies to carry out fundraising on our behalf.

The pay review process is presented to the Finance Committee and agreed by the Board based on recommendations from the Committee. The CEO pay award is agreed by the Board of Trustees and in 2024 onwards will be based on recommendations from the Governance Committee.

Honorary Offices

Youth Options is proud that Nigel Atkinson Esq, Lord Lieutenant of Hampshire is our President. He kindly supports the charity on a voluntary basis and regularly hosts events on our behalf. We thank our President for his ongoing support and involvement in Youth Options.

Pay and Remuneration Policy

Our pay policy is to support recruitment and retention of great staff through a combination of pay and wider support benefits, recognising the constraints of charitable income.

Staff remuneration is reviewed on an annual basis, based on job evaluation, comparable market benchmarking, inflation and the charity’s financial parameters. The charity operates within pay bands and reviewed the pay band structure in 2023-24. Our main objective is to be a responsible employer and we align ourselves with the Living Wage Foundation minimum wage.

In addition, we offer a generous holiday allowance; additional time off in the form of privilege days; enhanced maternity and paternity leave; flexible working; medical cash back scheme and an Employee Assistance Programme.

41

VOLUNTEERS & ADVISORS

= These sessions have given me the opportunity to find new Se Ses. a" be at. Pe ways to control how I react in situations and how to ro eae J = ; = aS a ir fe), — = overcome these, so that I can focus more on my education P ¢ BE ee d ear ss—-% a oS aN a -a >= == if >n es \ ~ TA tee 5 e ~C_\a e* e Vo NR Ae _- rd) fry: and stay focused moving forward

President: Nigel Atkinson Esq, HM Lord Lieutenant of Hampshire

Senior Leadership Team

Trustees: The Directors of the charitable company are its Trustees for the purposes of charity law and throughout this report are collectively referred to as Trustees or the Board.

Charity Number: 1056463

Company Number: 3184237

Registered Offices: 3 Crescent House, Yonge Close, Eastleigh, SO50 9SX

Auditors: Hopper Williams & Bell Limited, Highland House, Mayflower Close, Chandler’s Ford, Hampshire, SO53 4AR

Youth Options Centres Ltd (Trading Company) Directors

Bankers: NatWest Bank PLC, 105 The High Street, Winchester, Hampshire SO23 9AW

Trustees who resigned in the year 2024-25

Investments: M&G Securities Ltd, PO Box 9038, Chelmsford CM99 2XF

Steve Swift (resigned January 2025)

43

. f i tga _—— ete=. OE Stynea ag r - x =~ - = a : = owes A SS ed “Ete Rs LR as Ss eth STATEMENT

The Trustees (who are also directors of Youth Options for the purposes of company law) are responsible for preparing the Trustees' Report (incorporating the strategic report and directors’ report) and the financial statements in accordance with 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).

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 charitable company and of the incoming resources and application of resources, including the income and expenditure of the charitable company for that period.

In preparing those financial statements, the Trustees are required to:

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

In so far as the Trustees are aware:

44

As Trustees and Directors of the Company, we have taken all steps that we ought to have taken to make ourselves aware of any relevant audit information and to establish that the auditors are aware of that information.

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

The Trustees report under the Charities Act 2011 and in accordance with the Special Provisions of Part 15 of the Companies Act 2006 was approved by the Board of Trustees on 13 October 2025 and signed on their behalf by:

Peter North, Chair of Trustees 13 October 2025

45

7 . eeoe a STATEMENTS

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Opinion

Basis for Opinion

We have audited the financial statements of Youth Options (the ‘parent charitable company’) and its subsidiary (the ‘group’) for the year ended 31st March 2025, which comprise the Consolidated Statement of Financial Activities, the Consolidated and Charity Balance Sheets, the Statement of Cash Flows, and the 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 FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

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 group and parent charitable company 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 our opinion the financial statements:

Conclusions Relating to Going Concern

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 47 uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group’s or parent charitable

company’s ability to continue as a going concern for a period of at least 12 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, including the trustees’ 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 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.

Matters on which we are Required to Report by Exception

In the light of our knowledge and understanding of the group and parent charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ report. We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion:

we have not received all the information and explanations we require for our audit.

Responsibilities of Trustees

As explained more fully in the Trustees’ Responsibilities Statement set out on page 44, the trustees (who are also the directors of the charitable company for the purposes 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.

48

In preparing the financial statements, the trustees are responsible for assessing the group’s and parent charitable company’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 group or the parent charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s Responsibilities for the Audit of the Financial Statements

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.

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.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of

irregularities, including fraud. Due to the inherent limitations of an audit, there is a risk that we will not detect all irregularities even though the audit has been properly planned and performed in accordance with the ISAs (UK). The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

We obtained an understanding of the legal and regulatory frameworks that are applicable to the parent charitable company and group, and the sector in which it operates. These include but are not limited to compliance with the Companies Act 2006, UK Generally Accepted Accounting Principles and the relevant tax compliance regulations for the parent charitable company and group.

We obtained an understanding of how the parent charitable company and group is complying with these frameworks through discussions with management.

49

We assessed the appropriateness of the collective competence and capabilities of the engagement team, including consideration of the engagement team's knowledge and understanding of the sector in which the parent charitable company and group operates in, and their practical experience through training and participation with audit engagements of a similar nature.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities.

This description forms part of our auditor’s report.

Hopper Williams & Bell Limited is eligible for appointment as auditor of the parent charitable company and group by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.

Use of our Report

This report is made solely to the charitable company’s members, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charity’s trustees those matters we are required to state to the charitable company’s members 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.

Michaela Johns FCCA (Senior Statutory Auditor) For and on behalf of Hopper Williams & Bell Limited Statutory Auditor

Highland House, Mayflower Close, Chandlers Ford, Eastleigh, Hampshire SO53 4AR

29 October 2025

50

Consolidated Statement of Financial Activities for the Year Ended 31st March 2025

2025 2024
Restricted
Funds		 Unrestricted
Funds		 Total Funds Total Funds
Notes £ £ £ £
INCOME
Income and endowments from:
Donations and legacies 5 115,758 37,871 153,629 45,758
Capital grants 6 1,000,182 - 1,000,182 75,313
Charitable activities:
Training and educational activities 7 941,080 1,565,728 2,506,808 1,946,445
Other trading activities:
Income from operating centres 4 - 124,435 124,435 131,904
Fund raising events 1,358 31,104 32,462 29,914
Investments (bank interest) - 4,124 4,124 2,801
Other income 8 - 775 775 9,452
Total incoming resources 2,058,378 1,764,037 3,822,415 2,241,587
EXPENDITURE ON:
Raising funds:
Costs of operating centres - 111,604 111,604 107,306
Other costs of raising funds 9 - 172,206 172,206 98,701

51

Consolidated Statement of Financial Activities for the Year Ended 31st March 2025

Charitable activities 10 1,006,965 1,490,609 2,497,574 2,061,918
Total expenditure 1,006,965 1,774,419 2,781,384 2,267,925
Net income/(expenditure) before transfers 1,051,413 (10,382) 1,041,031 (26,338)
Transfers between funds 17 7,328 (7,328) - -
Net income/(expenditure) 1,058,741 (17,710) 1,041,031 (26,338)
Other recognised gains
Unrealised investment (losses) /gains 16 - 73,022 73,022 25,670
Net Movement in Funds for the year 1,058,741 55,312 1,114,053 (668)
Total Funds:
Brought Forward 104,960 924,979 1,029,939 1,030,607
Carried Forward 1,163,701 980,291 2,143,992 1,029,939

All incoming resources and resources expended derive from continuing activities.

The notes on pages 56 to 78 form an integral part of these financial statements.

52

Consolidated Balance Sheet as at 31st March 2025

Group Charity
2025 2024 2025 2024
(restated) (restated)
Note £ £ £ £
Fixed assets
Intangible assets 14 4,007 5,297 4,007 5,297
Tangible assets 15 1,386,658 380,194 1,386,658 380,194
Investments 16 753,982 680,959 753,985 680,962
2,144,647 1,066,450 2,144,650 1,066,453
Current assets
Stock 17 1,296 - - -
Debtors 18 184,879 165,949 178,899 170,521
Cash at bank and in hand 264,459 225,442 260,497 213,866
450,634 391,391 439,396 384,387
Creditors:
Amounts falling due within one year 19 (451,289) (427,902) (437,630) (420,946)
Net current assets / (liabilities) (655) (36,511) 1,766 (36,559)
Net assets 2,143,992 1,029,939 2,146,416 1,029,894
Funds
Restricted income funds 20 1,163,701 104,960 1,163,701 104,960
Unrestricted income funds
Designated funds 21 365,170 346,425 365,170 346,425
General fund 21 615,121 578,554 617,545 578,509
980,291 924,979 982,715 924,934
Total funds 2,143,992 1,029,939 2,146,416 1,029,894

53

Consolidated Balance Sheet as at 31st March 2025

These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime under the Companies Act 2006 and in accordance with FRS 102 SORP. The trustees have prepared group accounts in accordance with section 222A of the Companies Act and the Charities Act 2011. The trustees acknowledge their responsibilities for complying with the requirements of these Acts in respect of accounting records and preparation of accounts.

Whilst the company is exempt from audit under Section 477 of the Companies Act 2006 and the members have not required an audit under section 476 of the Companies Act 2006, the company is subject to audit under the Charities Act 2011.

The financial statements were approved by the Board of Trustees on 13 October 2025 and signed on its behalf by:

......................................... ......................................... Peter North - Trustee James Fillingham - Trustee 13 October 2025 13 October 2025

The notes on pages 56 to 78 form an integral part of these financial statements.

54

Consolidated Statement of Cash Flows for the Year Ended 31st March 2025

Notes 2025 2024
£ £ £ £
Net cash inflow from operating activities 26 1,075,159 137,736
Cash flow from investing activities
Payments to acquire tangible fixed assets (1,040,266) (129,323)
Receipts from sales of tangible fixed assets - 10,251
Payments to acquire intangible fixed assets - (3,255)
Payments to acquire investments - (50,000)
Receipts from sales of investments - 100,000
Interest received 4,124 2,801
Net cash inflow / (outflow) from investing activities (1,036,142) (69,526)
Cash flow from financing activities
Repayment of borrowings - -
Net cash inflow / (outflow) from financing activities - -
Net increase in cash and cash equivalents 39,017 68,210
Cash and cash equivalents at 1st April 225,442 157,232
Cash and cash equivalents at 31st March 264,459 225,442
Cash and cash equivalents consists of:
Cash at bank and in hand 264,459 225,442
Cash and cash equivalents at 31st March 264,459 225,442

55

Notes on pages 56 to 78 form an integral part of these financial statements

Notes to the Financial Statements for the Year Ended 31[st] March 2025

Notes

Youth Options is a company, limited by guarantee, incorporated in England and Wales under the Companies Act 2006 and Charities Act 2011. The address of the registered office is provided in Reference and administrative details. Details of the charity’s operations are provided in the Report of the Trustees.

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

Statement of compliance and basis of preparation

The charity constitutes a public benefit entity as defined by FRS 102. The financial statements have been prepared under the historical cost convention and includes the results of the charity's operations which are described in the Trustees' Report and all of which are continuing. The financial statements are prepared in accordance with the Charities SORP (FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

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 £1.

The financial statements consolidate the results of Youth Options Centres Limited, which is a wholly owned subsidiary undertaking of the Charity, on a lineby-line basis. The accounting year ends are co-terminus. The company has used the exemption under section 408 of the Companies Act 2006 not to include an individual income and expenditure account for the parent charitable company.

Income

All incoming resources are included on the Statement of Financial Activities when the charity is legally entitled to the income and the amount can be quantified with reasonable accuracy. Income from grants is accounted for on an accruals basis. All voluntary income and donations are accounted for on receipt by the charity. The income from fund raising events is shown gross, with the associated costs included in fundraising costs.

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Notes to the Financial Statements for the Year Ended 31[st] March 2025

2 Accounting policies (continued)

Classification of expenditure

Expenditure is included when a liability is incurred. All expenditure has been classified as costs of raising funds, charitable activities (which includes operational programmes, support costs and governance costs) and other costs.

Operational Programme Expenditure relates directly to carrying out the objects of the charity. Support costs are expenditure incurred directly in supporting charitable activities and projects.

Cost of raising funds include the costs of all fund raising events. Governance costs are those relating to the charity's compliance with constitutional and statutory requirements.

An apportionment of staff costs and overheads has been carried out on the basis of the income generated by the projects.

Tangible fixed assets

Tangible fixed assets are stated at cost less depreciation. Assets costing less than £500 are written off in the year of purchase. Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life:

Leasehold land and buildings - buildings over period of lease; land not depreciated Minibuses - 25% on reducing balance

Intangible assets

Intangible assets are initially measured at cost. After initial recognition, intangible assets are measured at cost less any accumulated amortisation and any accumulated impairment losses.

Investments

Investments are stated at market value. Realised and unrealised gains and losses on investments are dealt with in the Statement of Financial Activities. Investment income is credited to income on an accruals basis, using dates of payment for dividends, and daily accrual for interest.

Funds

All the funds have been analysed between restricted and unrestricted funds. Restricted funds are those where the donor has imposed restrictions on how the fund may be used, but which do not prevent the fund being spent. Unrestricted funds are those which are not subject to any special restrictions and they can be used as the trustees decide. Designated funds are allocated out of unrestricted funds by the trustees for specific purposes. The use of such funds is at the trustees' discretion.

57

Notes to the Financial Statements for the Year Ended 31[st] March 2025

2 Accounting policies (continued)

Pensions

The charity operates a defined contribution pension scheme. Contributions are charged to the Statement of Financial Activities as they become payable in accordance with the rules of the scheme.

Financial assets

The Charitable Company has elected to apply the provision of Section 11 'Basic Financial Instruments' and Section 12 'Other Financial Instruments Issues' of FRS 102 to all of its financial instruments.

Financial assets are recognised in the charitable company's statement of financial position when the company becomes party to the contractual provisions of the instrument.

Basic financial assets, which include trade and other receivables 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 financial transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest.

Financial liabilities

Basic financial liabilities which include trade and other payables, are initially measured at transaction price and subsequently measured at amortised cost, unless the arrangement constitutes a financing transaction where the debt instrument is measured at the present value of the future receipts discounted at a market rate of interest.

3 Financial performance of charity

The consolidated statement of financial activities includes the results of the charity’s wholly owned subsidiary Youth Options Centres Ltd. The summary performance of the parent charity alone is:

performance of the parent charity alone is:
2025 2024
£ £
Income 3,698,234 2,109,045
Management charges made to subsidiary
company		 15,300 18,843
3,713,534 2,127,888
Expenditure (2,670,034) (2,154,226)
Net (outgoing)/incoming resources before
other recognised gains		 1,043,500 (26,338) A3

58

Notes to the Financial Statements for the Year Ended 31[st] March 2025

4

Incoming resources from activities for generating funds

The wholly owned subsidiary Youth Options Centres Limited is incorporated in England and Wales (No 02898083). The subsidiary operates the recreational and leisure centres owned by the charity. The company owns the whole of the £3 issued share capital. A summary of the trading results is shown below. The summary financial performance of the subsidiary alone is:


The summary financial performance of the subsidiary alone is:
2025 2024
£ £
Turnover 124,435 131,904
Cost of sales, administration costs and finance costs (111,604) (113,061)
Net profit 12,831 18,843
Management charges (15,300) (18,843)
Retained in the subsidiary (2,469) -
The assets of the subsidiary were:
Current assets 14,749 19,335
Current liabilities (17,170) (19,287)
Net assets (2,421) 48
Aggregate share capital and reserves (2,421) 48
5 Donations and legacies
2025 2024
Restricted Unrestricted Total Restricted Unrestricted Total
£ £ £ £ £ £
Net assets of
Winchester Street 115,758 - 115,758 - - -
Reach
Other donations - 37,871 37,871 - 45,758 45,758
115,758 37,871 153,629 - 45,758 45,758

59

Notes to the Financial Statements for the Year Ended 31[st] March 2025

6 Capital grants

A capital grant of £1,000,182 (2024: £75,313) was received from the government Youth Investment Fund for the refurbishment of Mansel Park Pavillion. The grant was spent in full during the year.

7 Training and educational activities income

2025 2024
Restricted Unrestricted Total Restricted Unrestricted Total
£ £ £ £ £ £
Prevention 399,689 409,833 809,522 95,548 356,838 452,386
Targeted 384,102 64,871 448,973 379,331 28,290 407,621
Progression 90,780 - 90,780 35,916 - 35,916
OLC - 410,971 410,971 43,462 359,240 402,702
Early Years & Childcare - 663,163 663,163 - 621,491 621,491
Other 66,509 16,890 83,399 15,342 10,987 26,329
941,080 1,565,728 2,506,808 569,599 1,376,846 1,946,445

Other income consists of recharges of £775 (2024: £1,192) and a gain on disposal of tangible fixed assets of £nil (2024: £8,260).

9 Other costs of raising funds

Other costs of raising funds
2025 2024
£ £
Fundraising event costs 16,687 20,024
Staff costs (funding and fundraising) 155,519 78,677
172,206 98,701

60

Notes to the Financial Statements for the Year Ended 31[st] March 2025

10 Charitable activities costs

Operational
Programmes		 Support
Activities		 Governance
Costs		 Total
2025 £ £ £ 2025 (£) 2024 (£)
Prevention 751,834 57,575 10,042 819,451 415,688
Targeted 401,047 31,932 5,570 438,549 472,137
Progression 84,907 6,457 1,126 92,490 30,201
OLC 416,234 29,229 5,098 450,561 360,182
Early Years Childcare 595,062 47,166 8,227 650,455 614,891
Other 39,101 5,932 1,035 46,068 168,819
2,288,185 178,291 31,098 2,497,574 2,061,918
2024 £ £ £ £
Prevention 374,764 34,769 6,155 415,688
Targeted 435,263 31,328 5,546 472,137
Progression 26,952 2,760 489 30,201
OLC 323,753 30,950 5,479 360,182
Early Years Childcare 558,671 47,765 8,455 614,891
Other 159,625 7,812 1,382 168,819
1,879,028 155,384 27,506 2,061,918

61

Notes to the Financial Statements for the Year Ended 31[st] March 2025

10 Charitable activities costs (continued)

Operational Operational Support Total
2025 2024 2025 2024 2025 2024
£ £ £ £ £ £
Activity costs 152,929 131,730 - - 152,929 131,730
Motor & travelling costs 23,383 20,984 - - 23,383 20,984
Salaries & staff expenses 1,834,969 1,483,565 161,483 141,026 1,996,452 1,624,591
Office costs 112,841 96,017 7,203 6,129 120,044 102,146
Property costs 130,261 110,387 8,315 7,046 138,576 117,433
Depreciation 33,802 36,345 1,290 1,183 35,092 37,528
Governance costs
Staff costs - - - 168 - 168
Auditors' remuneration - - 23,856 23,770 23,856 23,770
Legal & professional fees - - 7,242 3,568 7,242 3,568
2,288,185 1,879,028 209,389 182,890 2,497,574 2,061,918

11 Staff costs

No remuneration or expenses were paid to trustees during the year. The costs of the staff were:

2025 2024
£ £
Wages and salaries 1,900,681 1,523,760
Social security costs 137,566 115,615
Pension costs 56,561 43,876
2,094,808 1,683,251

One employee had earnings in the band £60,001 to £70,000 during the year (2024: one had earnings in the band £70,001 to £80,000). Contributions of £1,928 (2024: £2,225) were made to the defined contribution pension scheme for this staff member in the year. Staff costs are shown under the following items of expenditure:

62

Notes to the Financial Statements for the Year Ended 31[st] March 2025

11 Staff costs (continued)

2025 2024
£ £
Fundraising and publicity 155,519 76,045
Operational programmes 1,714,962 1,415,749
Operation of centres and training services 62,844 54,577
Support costs 161,483 136,880
2,094,808 1,683,251

The total amount of employee benefits (including employer pension contributions) received by key management personnel for their services to the charity was £211,054 (2024: £242,748).

The average monthly number of staff employed by the group during the year was as follows:

2025 2024
FTE No. FTE No.
Fundraising and publicity 5.8 3.0
Direct charitable work 57.3 46.2
Youth Options Centres Ltd 2.0 1.8
Support/Governance 5.0 4.9
70.1 55.9
The average number of staff employed (Headcount) 102 88

12 Auditors' remuneration

Auditors' remuneration for the group in the year consisted of the following costs:

2024 2024
£ £
Audit 20,320 16,932
Accounts & other services 3,536 6,838
23,856 23,770

The auditors' remuneration above is inclusive of VAT as the Group is not VAT registered.

63

Notes to the Financial Statements for the Year Ended 31[st] March 2025

13 Net income for the year

This is stated after charging:

Net income for the year
This is stated after charging:
2025 2024
£ £
Depreciation of tangible fixed assets 33,802 36,351
Auditors' remuneration 20,320 16,932
Operating leases -Equipment 4,172 3,600
-Property 19,114 19,114

14 Intangible fixed assets (Group and Charity)

Other intangible assets £ Cost or valuation As at 1April 2024 6,480 Additions - As at 31 March 2025 6,480 Amortisation As at 1 April 2024 1,183 Charge for the year 1,290 As at 31March 2025 2,473 Net book value As at 31 March 2025 4,007 As at 31 March 2024 5,297

64

Notes to the Financial Statements for the Year Ended 31[st] March 2025

15 Tangible fixed assets (Group and Charity)
Leasehold
land and
buildings		 Assets under
construction		 Minibuses Total
£ £ £ £
Cost or valuation
As at 1 April 2024 446,371 75,313 80,509 602,193
Additions 11,994 1,009,547 18,725 1,040,266
Transfers 1,084,860 (1,084,860) - -
As at 31 March 2025 1,543,225 - 99,234 1,642,459
Depreciation
As at 1 April 2024 172,646 - 49,353 221,999
Charge for the year 25,839 - 7,963 33,802
As at 31 March 2025 198,485 - 57,316 255,801
Net book value
As at 31 March 2025 1,344,740 - 41,918 1,386,658 a
As at 31 March 2024 273,725 75,313 31,156 380,194
16 Investments
Group Charity
2025 2024 2025 2024
(restated) (restated)
£ £ £ £
Held to provide investment return:
2209.591 Charifund Accumulation units 752,029 679,051 752,029 679,051 a
46.361 Charibond Accumulation units 1,953 1,908 1,953 1,908 a
Investment in Subsidiary undertaking - - 3 3 a
753,982 680,959 753,985 680,962 a
a

65

Notes to the Financial Statements for the Year Ended 31[st] March 2025

16 Investments (continued)

Investments (continued)
Charity
2025 2024
(restated)
£ £
Market Value at 1st April 2024 680,962 705,292
Additions - 50,000
Sales - (100,000)
Unrealised (loss) / gain 73,023 25,670
Market Value at 31st March 2025 753,985 680,962

The bank reserve account was previously recognised as a fixed asset investment but has been reclassified to cash at bank as the trustees consider that since it is an instant access account it is equivalent to cash. The comparative figures have been restated. The balance at 31 March 2024 was £193,669.

17 Stock

Stock
Group Charity
2025 2024 2025 2024
Catering Stocks 1,296 - - -
1,296 - - -
Debtors
Group Charity
2025 2024 2025 2024
£ £ £ £
Operational debtors 125,314 127,071 119,806 120,431
Other debtors and prepayments 59,565 38,878 59,093 37,759
Amounts owed by group undertakings - - - 12,331
184,879 165,949 178,899 170,521

18 Debtors

66

Notes to the Financial Statements for the Year Ended 31[st] March 2025

19 Creditors: Amounts falling due within one year

Group Charity
2025 2024 2025 2024
£ £ £ £
Operational creditors 11,819 26,612 9,303 26,540
Social security and other taxes 30,312 28,143 30,312 28,143
Income received in advance 275,919 284,670 275,919 284,670
Other creditors and accruals 133,239 88,477 118,485 81,593
Amounts owed to group undertakings - - 3,611 -
451,289 427,902 437,630 420,946
Creditor amounts falling due within one year includes deferred income:
2025 2024 2025 2024
£ £ £ £
As at 1 April 284,670 98,114 284,670 90,394
Amount deferred/(released) in the year (8,751) 186,556 (8,751) 194,276
As at 31 March 275,919 284,670 275,919 284,670

Amounts included within deferred income relate to payments for services which are to occur in the forthcoming financial year.

20 Restricted funds

Restricted funds
Incoming
Resources		 Resources
expended		 Net
movement		 Transfers
01.04.24 31.03.25
2024-25 £ £ £ £ £ £
Restricted funds
16-25 MHC 1,541 29,569 (31,110) (1,541) - -
Care experienced
programmes		 - 87,855 (87,855) - - -
CB Laser 3 8,831 (8,834) (3) - -
Charlotte BC Trust 54 - - - (54) -

67

Notes to the Financial Statements for the Year Ended 31[st] March 2025

20 Restricted funds (continued)

Incoming
Resources		 Resources
expended		 Net
movement		 Transfers
01.04.24 31.03.25
£ £ £ £ £ £
Community Fund Plus
Provision		 1,292 15,189 (19,974) (4,785) 3,493 -
Connect 4 Communities 1 - - - (1) -
De Brye 1,000 - - - - 1,000
D'Oyly Carte 52 - - - (52) -
Employability
Programme		 - 6,895 (6,895) - - -
Green Influencers 861 - - - (861) -
Hatch 3,641 - - - (3,641) -
HCC HAF 734 - - - (734) -
Henry Smith Charities 11,247 44,658 (55,905) (11,247) - -
HIWCF IT Strategic
Fund		 - 10,644 (10,644) - - -
Knife Crime - 4,350 (4,350) - - -
NVR - Families Together - 81,541 (85,535) (3,994) 3,994 -
OPCC Knife Crime
Awareness NF		 4,586 - (4,586) (4,586) - -
OPCC Soton detached 817 28,000 (28,817) (817) - -
Plus You Thornhill 715 - - - (715) -
Prevention Eastleigh - 43,874 (43,874) - - -
Prevention Southampton - 21,476 (21,476) - 715 715
Prevention Winchester - 194,958 (107,249) 87,709 (1,218) 86,491
Safer Pathways -
Eastleigh		 407 15,000 (15,430) (430) 23 -
Safer Pathways - NF 407 15,000 (15,437) (437) 30 -
Safer Pathways -
Southampton		 408 15,000 (15,408) (408) - -
SCC Harefield 1,881 764 (2,645) (1,881) - -

68

Notes to the Financial Statements for the Year Ended 31[st] March 2025

20 Restricted funds (continued)
Incoming
Resources		 Resources
expended		 Net
movement		 Transfers
01.04.24 31.03.25
£ £ £ £ £ £
The National Lottery
Community Fund:
- Reaching
Communities - - 188,359 (188,380) (21) 21 -
Partnerships
- Million Hours Fund - 16,626 (16,626) - - -
- RC London & South
East Region		 - 32,224 (33,442) (1,218) 1,218 -
YIF - Mansel Park - 178,883 (178,883) - - -
YIF Capital 75,313 1,000,182 - 1,000,182 - 1,075,495
Youth Consultation - 14,500 (14,666) (166) 166 -
Other restricted funds - 4,000 (8,944) (4,944) 4,944 -
104,960 2,058,378 (1,006,965) 1,051,413 7,328 1,163,701
Incoming
Resources		 Resources
expended		 Net movement Transfers
01.04.23 31.03.24
2023-24 £ £ £ £ £ £
Restricted funds
16-25 MHC - 8,400 (6,859) 1,541 - 1,541
#BeeWell - 2,600 (2,600) - - -
CB Laser - 3,719 (3,716) 3 - 3
Charlotte B-C Trust - 1,965 (1,911) 54 - 54
Children In Need Impact 3,633 1,500 (7,050) (5,550) 1,917 -
Connect 4 Communities - 5,042 (5,041) 1 - 1
CYP CCG - 11,471 (11,486) (15) 15 -
De Brye - 1,000 - 1,000 - 1,000
D'Oyly Carte - 4,000 (3,948) 52 - 52

69

Notes to the Financial Statements for the Year Ended 31[st] March 2025

20 Restricted funds (continued)
Incoming
Resources		 Resources
expended		 Net movement Transfers
01.04.23 31.03.24
£ £ £ £ £ £
Daisy Dip - 7,993 (8,019) (26) 26 -
Energise Me - Eastleigh - 4,822 (4,822) - - -
Energise Me - LAC - 3,566 (3,566) - - -
Green Influencers - 10,920 (10,059) 861 - 861
Groundbreakers - 9,258 (10,117) (859) 859 -
H.C.C. HAF - 1,465 (731) 734 - 734
H.C.C. Hardship Fund - 12,625 (14,762) (2,137) 2,137 -
Hatch - 23,797 (20,156) 3,641 - 3,641
Henry Smith Charities 10,794 56,500 (56,047) 453 - 11,247
HIWCF Strategic Fund - 15,342 (15,342) - - -
NVR NHS 2,702 - (2,712) (2,712) 10 -
NVR (Army Covenant
Fund)		 - 2,000 (2,000) - - -
National Lottery
Community Fund Plus 251 30,373 (29,332) 1,041 - 1,292
Provision
National Lottery Families
Together		 47,762 94,044 (150,236) (56,192) 8,430 -
National Lottery Reaching
Communities Key Work		 21,681 106,030 (127,715) (21,685) 4 -
Office of the Police &
Crime Commissioner:
- Knife Crime (342) 4,327 (4,519) (192) 534 -
- Knife Crime awareness
NF		 624 23,854 (19,892) 3,962 - 4,586
- Safer Pathways -
Eastleigh		 - 5,000 (4,593) 407 - 407
- Safer Pathways - NF - 5,000 (4,593) 407 - 407
- Safer Pathways - Soton - 5,000 (4,592) 408 - 408

70

Notes to the Financial Statements for the Year Ended 31[st] March 2025

20 Restricted funds (continued)

Incoming
Resources		 Resources
expended		 Net movement Transfers
01.04.23 31.03.24
£ £ £ £ £ £
- Southampton detached
1		 1,299 27,509 (28,873) (1,364) 65 -
- Southampton detached
2		 817 - - - - 817
Plus You Thornhill - 20,000 (19,285) 715 - 715
SCC Harefield - 20,000 (18,119) 1,881 - 1,881
Vaccine Champions - 5,848 (5,848) - - -
YIF - Capital Grant - 75,313 - 75,313 - 75,313
YIF - Revenue Grant - 34,629 (34,629) - - -
89,221 644,912 (643,170) 1,742 13,997 104,960

16-25 MHC

Targeted support in partnership with No Limits and Solent Mind providing key work to young people with mental health needs. Care experienced programmes

Projects that support care experience children and young people through different stages in their life, whether it is in groups or 1-2-1 support. CB Laser

Progression opportunities funding to become Laser Accredited training centre and delivery qualifications to young people in the New Forest. Charlotte B-C Trust

Targeted support to young carers at outdoor learning centre.

Community Fund Plus Provision

A partnership project with Southampton Hub, a charity working with students at Southampton University, supporting young people in schools in Southampton to improve their engagement with education and raise their aspirations.

Connect 4 Communities

Community hardship fund for children, young people and their families.

De Brye

Targeted support through funding for care experienced children to attend residentials.

D'Oyly Carte

Targeted support outdoor learning sessions focusing on horticulture for children with SEN.

71

Notes to the Financial Statements for the Year Ended 31[st] March 2025

20 Restricted funds (continued)

Employability Programme

Employability programmes supporting NEET young people to gain employability skills, confidence and qualifications.

Green Influencers

Targeted support for care experienced children enabling them to influence the local environment at outdoor learning to benefit other young people in the future.

Hatch

Progression Opportunities employability programme funded by NYA and KFC.

Hampshire County Council HAF

Youth voice project around Holiday Activity Fund priorities for young people.

Henry Smith Charities - Step Forward

Supporting care leavers and looked after children in Eastleigh & surrounds to transition into independent living. The programme supports young people through 1:1 and small group work.

HIWCF Strategic fund

Improving IT systems.

Knife Crime

Reducing knife crime by supporting police in crime awareness programmes in Hampshire and Southampton.

NVR - Families Together

Non violent resistance programme for families in Hampshire and Southampton.

Office of the Police & Crime Commissioner Knife Crime Awareness NF

Reducing knife crime by supporting police in crime awareness programmes in the New Forest.

Office of the Police & Crime Commissioner Southampton detached

The aim of the grant to reduce crime and anti-social behaviour and reduce re-offending by delivering detached youth work on the streets of Southampton; to engage with young people and provide positive activities.

Plus You Thornhill

Prevention youth work in Thornhill, Southampton.

Prevention Eastleigh

Funding to provide street and place based youth work in Eastleigh that engages with young people and provides positive activities. Prevention Southampton

Funding to provide street and place based youth work in Southampton that engages with young people and provides positive activities. Prevention Winchester

Funding to provide street and place based youth work in Winchester that engages with young people and provides positive activities.

72

Notes to the Financial Statements for the Year Ended 31[st] March 2025

20 Restricted funds (continued)

Office of the Police & Crime Commissioner Safer Pathways

Knife crime awareness programmes and key work in New Forest, Southampton and Eastleigh.

SCC Harefield

Prevention youth work in Harefield, Southampton.

The National Lottery Community Fund : Reaching Communities - Partnerships

5 year funding supporting the increase in youth participation with the creation of Youth Ambassadors, increasing the financial resilience of the charity and 3 years of support for keywork and NVR programme.

The National Lottery Community Fund : Million Hours Fund

Funding to provide additional street and place based youth work in Winchester that engages with young people and provides positive activities.

The National Lottery Community Fund : RC London and South East Region

The project's specific outcomes are to re-engage young people suffering from isolation and loneliness, improve mental health and wellbeing, and help them feel more positive about themselves and their futures.

YIF - Mansel Park

Funding from DCMS to provide place based youth work in Mansell Park, Southampton that engages with young people and provides positive activities.

YIF - Capital Grant

Funding from DCMS to refurbish Mansell Park (MP3) Youth Centre, Millbrook, Southampton.

Youth Consultation

Supporting children and young to have a voice in how services should be delivered in their area.

Other restricted funds

Various smaller restricted funding that does not fit within other areas above.

Additional restricted funds in the prior year were as follows:

#BeeWell

Youth Voice project to shape national #BeeWell programme in Hampshire, Isle of Wight, Portsmouth and Southampton.

Children In Need Impact

Impact enables looked after children to come together in a safe environment, where staff understand their issues and concerns, where staff care about the individual and where young people can have fun, and feel positive about their situation, whilst developing their social and emotional capabilities. CYP CCG

Targeted outdoor learning courses for children from black, ethnic and other minority backgrounds.

73

Notes to the Financial Statements for the Year Ended 31[st] March 2025

20 Restricted funds (continued)

Daisy Dip

Prevention youth work in Daisy Dip park, Southampton.

Energise Me - Eastleigh and LAC

Prevention youth work through after school and holiday physical activity sessions in Eastleigh and Andover. Groundbreakers

Progression Opportunities social action environmental programme for young people in New Forest.

Hampshire County Council HAF

Youth voice project around Holiday Activity Fund priorities for young people.

Hampshire County Council Hardship Fund

Hardship funding to children and families in need in Hampshire.

National Lottery Community Fund Plus Provision

A partnership project with Southampton Hub, a charity working with students at Southampton University, supporting young people in schools in Southampton to improve their engagement with education and raise their aspirations.

National Lottery Families Together

Working with families who experience child to parent violence we provide Non-Violent Resistance training for parents to help them change in order to rebuild relationships and reduce violent incidents. The service also delivers activities to support children within the family to build positive relationships as siblings and with their parents.

National Lottery Reaching Communities Key Work

To work with YP to improve mental wellbeing by spending positive time outdoors, and building supportive networks. NVR NHS

Non violent resistance programme for families in Southampton.

NVR (Army Covenant Fund)

NVR Programme for families of armed forces personnel.

Vaccine Champions

SCC Grant to support families who are struggling as a result of Covid to feel better informed about the choices they have to keep themselves safe.

74

Notes to the Financial Statements for the Year Ended 31[st] March 2025

21 Unrestricted funds

Unrestricted funds
Designated Funds General Funds
Development
fund		 Fixed assets Youth
Options
Centres Ltd		 Youth
Options		 Total
2025 £ £ £ £ £
Incoming resources - - 124,435 1,639,602 1,764,037
Outgoing resources - - (111,604) (1,662,815) (1,774,419)
Net incoming resources - - 12,831 (23,213) (10,382)
Transfers 13,753 4,992 (15,300) (10,773) (7,328)
Unrealised investment
gains		 - - - 73,022 73,022
Net movement in funds 13,753 4,992 (2,469) 39,036 55,312
Balance 1 April 2024 36,247 310,178 45 578,509 924,979
Balance 31 March 2025 50,000 315,170 (2,424) 617,545 980,291
2024
Incoming resources - - 131,904 1,464,771 1,596,675
Outgoing resources (16,541) - (113,062) (1,495,152) (1,624,755)
Net incoming resources (16,541) - 18,842 (30,381) (28,080)
Transfers 12,788 17,741 (18,842) (25,684) (13,997)
Unrealised investment loss - - - 25,670 25,670
Net movement in funds (3,753) 17,741 - (30,395) (16,407)
Balance 1 April 2023 40,000 292,437 45 608,904 941,386
Balance 31 March 2024 36,247 310,178 45 578,509 924,979

The development fund balance is for the development of new and existing sites and to support digital transformation.

The Fixed Asset Designated Fund distinguishes funds invested in fixed assets which are required to deliver the services provided by Youth Options and are therefore not readily available to fund on-going activities.

Youth Options Centres Limited is a trading subsidiary of the charity and operates the recreational and leisure centres owned by the charity.

75

Notes to the Financial Statements for the Year Ended 31[st] March 2025

21 Unrestricted Funds (continued)

There were the following transfers in the Youth Options General Fund:

22 Analysis of fund balances between net assets

Designated
funds		 General
funds		 Total
Unrestricted
funds		 Restricted
funds		 Total
2025 £ £ £ £ £
Fixed assets 315,170 - 315,170 1,075,495 1,390,665
Investments 50,000 703,982 753,982 - 753,982
Current assets - 362,428 362,428 88,206 450,634
Current liabilities - (451,289) (451,289) - (451,289)
Total funds 365,170 615,121 980,291 1,163,701 2,143,992
Designated
funds		 General funds Total
Unrestricted
funds		 Restricted
funds		 Total
2024 £ £ £ £ £
Fixed assets 310,178 - 310,178 75,313 385,491
Investments 36,247 644,712 680,959 - 680,959
Current assets - 361,744 361,744 29,647 391,391
Current liabilities - (427,902) (427,902) - (427,902)
Total funds 346,425 578,554 924,979 104,960 1,029,939

76

Notes to the Financial Statements for the Year Ended 31[st] March 2025

23 Pension commitments

The charity operates a defined contribution scheme for certain employees. The assets of the scheme are administered by trustees in a fund independent from those of the charity. The charge for the year is shown in note 9. Pension commitments included on the Balance Sheet at year end totalled £nil (2024: £9,469).

24 Gross obligations under operating leasing agreements

As at 31 March 2025 the group had future minimum lease commitments as follows:

25

2025 2024
£ £
Total Total
Not later than 1 year 31,316 20,514
Later than 1 year and not later than 5 years 37,385 56,283
Later than five years 15,874 16,339
84,575 100,177
Capital Commitments
2025 2024
£ £
Authorised and contracted for - 923,013

The commitment in the prior year a project related to refurbishment and reconfiguration of the existing building at Mansel Park Pavilion (MP3).

77

Notes to the Financial Statements for the Year Ended 31[st] March 2025

26 Reconciliation of net income / (expenditure) to net cash flow from operating activities Reconciliation of net income / (expenditure) to net cash flow from operating activities
2025 2024
£ £
Net income / (expenditure) for the year 1,114,053 (668)
Interest receivable (4,124) (2,801)
Depreciation and impairment of tangible fixed assets 33,802 36,351
Amortisation and impairment of tangible fixed assets 1,290 1,183
(Gains) / loss on investments (73,022) (25,670)
(Profit) / loss on disposal of tangible fixed assets - (8,260)
Increase in stock (1,296) -
(Increase) in debtors (18,930) (55,197)
Increase in creditors 23,386 192,798
Net cash inflow / (outflow) from operating activities 1,075,159 137,736

27 Transactions with related parties

Donations totalling £1,500 were made to the charity by two trustees during the year (2024: £1,575; six).

28 Members' liability

The liability of each member, in the event of winding up, is limited to £10 each. There were ten members at 31 March 2025 (2024: ten).

78

We believe that every child and young person has the potential to achieve a better future, whatever their life circumstances. We are committed to supporting children and young people, particularly those who need it most, to engage, develop and become empowered to improve their life chances.

We focus our work on reducing the number of children and young people at risk of exclusion from society, minimising the impact of negative life experiences and providing positive ways forward for those facing the greatest adversity. We do this in a way which is tailored to each child and young person’s needs and inspires them to achieve their potential.

A Better Future

Crescent House, Yonge Close, Eastleigh, Hampshire SO50 9SX E: enquiries@youthoptions.org.uk - T: 01794 525510

Youth Options is a company limited by guarantee 3184237. Registered Charity No. 1056463.