Company registration number: 3240655 Charity registration number: 1057949 Young Devon (A company Ilmlted by guarantee) Annual Report and Flnanclal Statements for the Year Ended 31 March 2025 WESTCOTTS CHAATERSD ACCOUNTANTS 8 BUSINSS$ ADVISERS Young Devon Contents Reference and Admlnlstratlve Details Straleglc Report Trustees, Report 3to15 Independent Audltors, Report 16to19 Consolldated Statement of Flnandal Actlvltles 20 Consolldated Balance Sheet 21 Consolldated Statement of Cash Flows 23 Notes to the Flnandal Statements 25to40 Young Devon Reference and Administrative Details Charfty Reglstratlon Number 1057949 Company Registration Number 3240655 Prfnclpal offlce and reglstered 10 Erm6 Road Office Ivybridge Devon PL21 OAB The trustees R Hastlngs {Reslgned on 07 Nov 2024) S Warren-Brovm C Coward A Hannaford V Flower L Brown C Laws T Slmmonds M Chapple L Borg Audltor Westcotts (SW) LLP Chartered accountants & statutory auditor Plym House 3 Longbridge Road Marsh Mills Plymouth Devon PL6 8LT Bankers Lloyds Bank plc Fore Street Ivybridge Devon PL21 OAB Page 1 Young Devon Strategic Report for the Year Ended 31 March 2025 The following sections for achievements and performance and financial review form the strategic report of the charity Trustees. responsibilities Statement The trustees (who are also the dlrectors of Young Devon for the purposes of company law) are responslble for preparlng the trustees, report and the financial statements in accordance wlth applicable law and Unlted Klngdom Accounting Stsndards (United Kingdom Generally Accepted Accounting Practice), including FRS 102 'The Financlal Reporting Standard applicable in the UK and Republic of Ireland.. Company law requires the trustees to prepare financlal ststements for each financial year. Under company law the trustees must not approve the finandal statements unless they are satisfled that they give a true and fair view of the state of affairs of the parent charitable company and the group and of the Incomlng resources and appllcation of resources, Indudlng Its income and expenditure, of the charltable group for that perlod. In preparlng these financl81 statements, the trustees are required select suitable accounting policies and apply them consistently,, observe the methods and prlnclples In the Charltles SORP; make judgements and estimates that are reasonable and prudent., state whether appllcable accounting standards, comprising FRS 102 have been followed, subject to any materlal departures dlsclosed and explained in the financial statements; and prepare the financial statements on Ihe going concem basis unless it Is Inapproprlate to presume that the parent charitable company wlll continue In business. The trustees are responslble for keeping proper accounting records that can disclose with reasonable accuracy at any tlme the financlal position of the parent charitable company and the group and enable them to ensure that the flnanclal statements comply with the Companles Act 2006. They are also responsible for safeguardlng the assets of the parent charitsble company and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. The trustees are responsible for the maintenance and integrlty of the corporate and flnanclal Infomiation Included on the charltable companys website. Legislation goveming the preparation and disseminatlon of financlal statements may dlffer from legislation in otherjurlsdlctlons. Audltor Each trustee has tsken steps th8t they ought to have tsken as a trustee in order to make themselves aware of any relevant audit information and to establish that the charity's auditor is aware of that Information. The trustees confirm that there is no relevant information that they know of and of which they know the audltor Is unaware. Th trustees, annual report and the strategic report was approved by the trustees of the charity on 2971112025 . and signed on behalf of the board of trustees by: V Flower Trustee Page 2 Young Devon Trustees. Report The Trustees present thelr annual report and the consolidated financial statements of the charity and its subsidiary Young Devon Trading Limited for the year ended 31 March 2025. They are satisfied that the Financial Ststements comply with the requirements of the Charits'es Act 2011, the Memorandum and Articles of Association and Accounting and Reporting by Charities: Slatement of Recommended Practice applicable to charltles preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) (Charities SORP (FRS 102)). ObJectlve6 and actlvltles Our objectives as a charfty are described In our governlng document 8S: to help young people develop thelr physlcal, mental and spirltual capacities so that Ihey can develop as individuals and members of society, valulng and respecting relationships with them that recognise thelr rights and responsibilities and actlvely promoting each individual'5 developmenl, Chol￿ and change. In particular, but not SO as to Ilmlt the generalty of the foregoing: (1) To brlng together people who are wllllng to further the above objects to stimulate interest in all aspects of work wlth young people (2) To work dlrectly wlth young people, espedally those who are vulnerable or marginalized within thelr own communStles, provlding senilces and training which enhance their personal development and general well-belng (3) To unite and support the worl< of those youth organisatlons. clubs and groups In the geographlcal county of Devon, whose primary purposes are in accordance with those of the Company (4) To develop training, volunteering and other services whlch Snfomi and support others who work with young people in furtherance of the above purposes (5) To carry out research and develop strategSes In partnership wlth others which lead to the development of good youth work practice Our Viaion Young people 1SvSng safer, happler and healthler Ilves with better long-term prospects as they move Into adulthtjod. Our Mission Changlng the odds In favour of young people. Page 3 Young Devon Trustees. Report Our Values Over re￿nt years we have worked to develop our understsnding of the importance of relationships to our work and the necesslty to respond In ways that recognise trauma experienced by the young people we help. These values are: Klndness". We are welcoming and acceptlng, we Ilsten first to understand your story. Collaboratlon: We work together-with young people and wlth partners- to find the best solutions Commltment: We are determined to make a difference and to make sure your voice is heard. Authentlclty: We'll be honest, realistic and clear. Incluslvlty: It doesnl matter who you are or where sDu'ra from, you matter here. Publ1¢ benellt The Charitys Trustees have complled wlth thelr duty In Sectlon 4 of the Charltles Act 2011 to have due regard to the Publlc Benefit guidance Issued by the Charlty Commission. The Trustees do not recelve any prlvate beneflt from the Charlty. The actlvltles employed by the Charity in pursuit of its five strateglc objectives are set out in strategic and seplice reports. The public benefit outcomes identlfied by Ihe Trustees have been built on the following: 1. Building quality re18tlonships to help young people. 2. Make young people's volces heard in decision making across Devon. 3. Improve the range and quality of accommodation for young people. 4. Increase access to mental health and well-belng servlces. 5. Enable young people to develop the skllls they need to progress in lrfe. With the exception of our Supported Housing and Supported Lodglngs services, where young people contrlbute to the cost of the accommodation through the benefits system, Young Devon's services are free at the polnt of dellvery, ensuring the charity doesn't exdude anyone because of cost. Our Youth Work approach is based on the understsndlng that relationships can be transformational at any stage of life. Done well, they have the power to brfng health. happiness and a wealth of opportunit16s. We aim to develop good quality, stable, therapeutSc support to help young people overcome experiences of trauma and develop the confidence and agency to tsckle lrfe's challenges. Our commltment to relationshlps extends to collaboratlon wlth funders and partners to ensure we're meeting the needs of local young people and communitles. We regularly work in partnership with other local charities, providing yDung people with more options for getting help when needed. Page 4 Young Devon Trustees. Report During the year we have continued to work on our core strategic activities: Accommodatlon= We have continued to embed the systems and processes required to ensure that we can evidence the great quality of work that our teams do with young people in the event of an Ofsted inspection of our supported accommodation servI￿s. We are continuing to develop new supported housing projects to respond to the growing need for young people to have safe. secure places to live whilst also receiving the support they need to stabilise, recover and progress. We were delighted to have one of our four new flats ready for a young person with the others due to be used in 2025. Unfortunately, development on our 47-bed partnership project with Exeter YMCA has been slower than expected and will come online in 2025. providing excellent quality accommodation and support. We are also in the final stages of planning for new properties in Exeter. these will offer additional spaces to house young people in an area where we consistently have a waiting list. These properties will be ready to house young people in 2025. Our strateglc alm to brlng more of the properties we use into the ownership of the Charity means that we now own 12 properties, 9 of which are for supported accommodation, providing over one third of the beds we use for young people. The remaining 3 owned properties providing office space and accommodatlon rented on the open market to raise funds for the charity. Wellbelng". Demand for wellbeing services remains high with as many as 100 new young people every week asking for help of some kind. Our services adapted as best as possible offering wellbeing conversations, single session therapy, social prescribing and mental health youth work alongside our traditional talking therapies of counselling and cognitive behavioural therapy (CBT). We also continued to develop our ServI￿S for young people who have experlenced crlme and domestic abuse in their lives, developing new offers specifically for young people experiencing domestic abuse. Building on this work we plan to expand the support offered to young people with our new 'Empowering Voices, pilot project aiming to support families where young people are displaying harmful behaviours due to their experiences of domestic abuse. To support our strateglc alm to Increase the access to support wlth wellbelng we have been able to use Department of Health and Social Care (DHSC) funding to open a new YES centre in Barnstaple and extend delivery of our services from Newton Abbot. This project has been transfomative enabling us to support communitibs with greater ability to get help locally whilst also evidencing that this kind of provision is hugely valued by comrnunitles. We will build upon this provlslon In 2025 continuing to explore how we can increase community engagement In responding to the wellbelng needs of local young people. Page 5 Young Devon Trustees. Report Skills: Our youth work approaches to supporting young people develop their skills have covered a range of activities induding young people researchlng and responding to community safety issues in their local area, young people attendlng open aC￿sS youth club provlsion and engaging young people in wildlrfe projects alongslde Dartmoor Wlldllfe Trust. Our post-16 courses have experlenced growth In numbers, partlcularly in Exeter where partnershlp wlth Exeter College has not only increased the number of young people we can SUPFK)rt but also Improved our abillty to develop a meaningfvl pathway into further training. The qualty of our courses remains exceedingly high with young people progressing through Maths and English in 8 far shorter time than traditional educational settings. Volc8: Worklng lo ensure young peoplé's volces are Ilstèned to remalns core to how we work. From Ihe daily details of how support Is dellvered, and bulldlngs are used to havlng a say In the services and decisions made about them, we've enabled young people to be heard. Throughout the year young people have been engaged in re-designing how support In our h05Pital services Is dellvered, how community safety is addressed in local areas and how services should respond to young people's mental health needs. 20 young people recelved advocacy support durlng legal cases and more than 350 were glven advlca and support because they were at rlsk of homelessness. Other young people took part in a project designing and delivering content to local young people on how to access mental health services locally and how that felt to Ihem. Ralationships at thé heart: We strive to ensure Ihat good quality relationships remain central to all of our work, we know that for young people who have experienced trauma a trusted relationship is often one of the most important steps on the path to wellbeing. Increasingly, we are applying this same approach to our project vrfork and are delivering more work In partnership with other organisations than ever before and value the diverslty and sharing of good practlce that thls bring5. We have been proud to deliver work supporting Vlctims of Crlme and Domestic Abuse by partnering with: Young People Comwall., Space Youth Servlces. Exeter Communlty Inltiatives., Kooth; Clear Counselling; and The Zone, Pl￿￿outh. We have also delivered the In Reach hospitsl support servlce worklng alongslde: The Intercom Trust. Encompass Southwest; Space Youth Senllces and The Zone Plymouth. Accesslng our stsff and our 8ervlc•s: All our staff are based in community buildings in Devon (Ivybridge, Newton Abbot, Exeter. Sidmouth, Bamstaple & Ilfracombe), Plymouth and Torbay . Information about the charity and the services we deliver can be found via our website at vnvw.youngdevon.org Page 6 Young Devon Trustees. Report Achievements and Performance Over the past year, almost 5,000 young people have been part of the Young Devon community. For some, that meant a few sessions with our wellbeing team; forothers, il was weekly youth club nlghts, a 12-week course, or a full year living in our accornrnodation. Whatever the setting, our approach stays the same, person- centred. strengths-based and focused on helping each young person recognise their potential and shape their future. SUPPORTED 4952YOUNG PEOPLE We're proud to have been able lo support so many young people across Devon, Plymouth and Torbay, listening to their needs and responding wlth kindness and compassion. "Young Devon were honest, acceptlng and understandlng" Over the past year, we've supported thousands of young people seeking help with their emotional wellbeing and mental health. Each session focused on early support- giving young people the space to talk, understand their feelings, and build the tools they need to manage their emotions with confidence. One ongoSng challenge has been the number of sessions where appointments were offered but not attended. We're committed to understanding the reasons behind this, so we can make sure our services remain accessible, effective, and a good use of resources. 8556 WELLBEING SESSIONS Thanks to the DHSC funding, our expanded provislon in YES centres accounted for more than 1,000 attended sessions. This growth shows the difference that local. open-access support can make in helping young people reach the help they need. when they need it. Page 7 Young Devon Trustees. Report This year. we were thrilled to be shortlisted for the 2024 Children and Young People Now Youth Work Awards in the Youth Work Project of the Year category for our In Reach project. This ground-breaking work. offering young people transformational support to help them spend less time in hospital and regain stability In their lives. We've seen positive outcomes, a significant reduction in hospital stays, and decreased engagement with health seNices. AWARD- WINNING YoimiwoRK! The project has given young people hope, opportunity, and the belief that change is possible. While we may b8 biased. we were honoured to be chosen as winners of the award - a proud moment for our whole team and a celebration of the resilience and detemiination of the young people we work alongside. Relatlonships Each year, we invlte the young people we work with to share their views through a set of quality indicators. This helps us understand how well we're doing in building the kind of trusted relationships that truly make a difference In their lives. We ask whether they feel they can trust the support staff they work with, how satisfied they are with the help they've received, and whether they feel happy with the progress thelre making. These insights help us to keep irnproving ensuring that every young person feels heard. supported. and empowered on their Journey. o FEEL USTENEDTO wrrHSUPPORT Page 8 Young Devon Trustees. Report Financial Review During the year ended 31 March 2025 Young Devon achleved total Incomlng resources of £5,918,552 (2024: £4,919,437) of which £1,581.114 was restricted {2024: £1,169,761) and £4,337,438 was unrestricted (2024: £3,749,676). Resources expended were £5,723,664 (2024: 4,994,155). The overall position at 31 March 2025 is a net increase in funds of £194.888 (2024: decrease of £74,718) which results in total funds brought fonNard of £1.717,290 of which £68.514 are restrlcted. Public sector funding from a range of sources represented our maln source of income. Induding funding from a variety of NHS sources totalling more than £1.4M. Local Authorities continue to provide significant amounts of funding for the organisation. including Income from Devon County Council for a range of services which totalled £975.996, Torbay Councll Income of £687,295 and Exeter City Counal of £295,696. Our work In Plyinouth was predomlnantly funded through The Plymouth Complex Needs Alliance which contrlbuted £280,912. Our post-16 educatlon Is delivered in partnership with Weston College providing Sncome of £284,108. A significant portlon of funds relate to the housing of young people in accommodatlon, but Income also Indudes funds for tackling homelessness, skills development and young people's mentsl health and wellbelng. The Charity aims for full costs recovery on funded projects wherever posslble but certaln projects w511 never be self-sustalnlng. as a result we look to diversify Income streams to cover shortfalls in actlvlties whlch fomi an essentlal part of the charitrfs aims and objectlves. Reserves pollcy The Trustees have considered the operatlonal and financial risks and the level of reserves required. We have considered our potential redundancy Ilability, should the charity cease to exist, and our Smmediate lease commitments (within 12 months). This amounts to £837,419. In the event of a crisSs sltuatlon, we would seek to negotiate wlth our funders and landlords, in addltlon in the event of a servlce belng transferred elsewhere TUPE would apply for Ihe majority of staff, as such It Is unlikely that resepies of that level would be required Taklng thls Snto account, the Trustees consider an appropriate level of resenies would be £750,000. Young Devon has unreslricted reser48s of £1.648,778 (2024: £1,465,393) which includes seven properties (net of mortgage li8bilty) of £1.375,843 (2024: £1,186,200) whlch represents Increased strength bullt Into Ihe balance sheet following the declslon to Invest in properties over preceding financlal years. There are currently no designated funds, therefore there is a remaining balance of £272,935 (£240,193) In resenles Immediately available. Any remalnlng lease commltments beyond the 12 months stated above would be covered by the sale of properties. During 2025 we will be undertaklng a new wellbeing contract. leading a sizeable partnershlp across the whole of Devon. In light of this we wlll undertake a review of our resepies policy at the end of the 202512026 financial year. Page 9 Young Devon Trustees. Report Risk Manag•ment Policy The Board of Trustees holds overall responsibility for the organlsatlon's systems of Internal control, including the management of rlsk. The Chlef Executlve, as the accountable officer, oversees the operation of these systems and ensures that the policies and frameworks set by the Board are effectively implemented. The Finan￿ and Rlsk Management Sub-Group of the Board provldes oversight by monltorlng the organlsatlon's budget, accountlng practlces, and finanaal performance against agreed targets. The direction of the organisation is guided by our strategic plan. Day-to4ay operations are govemed by establlshed flnanclal regulations and intemal controls. which are managed by the Chief Executive wlth the support of the Head of Finance and the wider finan￿ team. Young Devon is now Ofsted-registered to provide supported accommodatlon for 1 & and 17-year-old looked-after children and care leavers. To meet these regulatory standards, we have Introduced new online systems and Snvested In quallty assurance and registered manager roles to ensure consistently high quality of provision, as well as robust rlsk management and compllance wSth Ofsted reporting requirements. Our risk management framework Is revIev￿d and developed annually to ensure that rlsks are identified, recorded, and monitored across all relevant categorles. The rlsk register Is regularly updated, with new rlsks explored in detall at sub-group level. MitSgatlng actlons are documented and progress is reported to the full Board at each meeting. Where necessary, speclfic meetings are convened to address urgent risks. The Board also conslders key organisational rlsks as part of Its strategic planning processes. In additSon, the CharEty malntalns a Buslness Contlnulty Plan, whlch Is revlewed regularly with partners to ensure the effectiveness of our risk management approach. The Trustees have a duty to identify potential high-level risks and ensure that approprlate mltlgatlng actlons are in place. To support this, the Finance and Risk Management Sub-Group-comprlsSng at least two Trustees, the Chief Executive, the Flnance Manager, and a senlor manager-revlews the orgsnisation's strategic rlsk matrlx and provldes oversight of operatlonal rlsk pro￿sses. The Board recelves and revlews thSs document quarterly. Page 10 Young Devon Trustees. Report Reliance on public sector funding: The majority of our fvnding comes from public sectr)r SoUr￿s. Considerable work has been undertaken to diversify across different local authorities. central Govemment funding and a broad range of NHS bodies. However. an overall reduction In Local Authority budgets, means that contracts and payments run the risk of ending. Potentlal changes In govemment policy to increase spending on young people's services are welcome, but it is unknown how and where thSs funding will be delivered. The Board manages these risks through a robust process of contract management and oversight of existing 8nd potential tenderlng opportunities. To mitigate the rlsk, the charity is contlnually reviewlng income streams and the work of dlversifying income streams with work being undertaken to revlew other potential options. Safeguardlng Chlldren and Vulnerable Adults: The charity works wlth a large number of young people, and a smaller number of vulnerable adults, many of whom face complex and challenging circumstances. The potentlal reputatlonal risk associated with any safeguardlng Incldent remains high. To rnanage thls, the charfty operates a Safeguarding Sub-Group comprisSng at least two Trustees, the Chief Executive, and the Safeguardlng Lead Officer along with operational stsff and managers. Safeguarding praclice is continually revlewed and strengthened through stsff training, professlonal development, responsive processes, and proactlve qualSty assurance measures. Overslght Is maintained at Board level to ensure that safeguardlng remalns a central organisational prlorlty. We have Introduced 8 range of adolescent-focused safeguarding training to ansure conslstent, relevant, and high-qU81ty support for the young people we work with. The corporate rlsk reglster has also been updated to reflect continued concerns among staff and partners about young people experiencing suicidal thoughts or plans. In response, we have Increased staff training on sulclde awareness and developed an organisation-wide mental health framework to bulld staff Confiden￿ in supporting young people experlencing emotion81 crisSs. Stratagic Planning: As a charity supportlng vulnerable young people with increasingly complex and evolving needs, the absence of a clear and dellverable strategy represents a significant ongolng rlsk. The Board mitigates this through robust annual strateglc planning and review processes, supported by detailed operaling plans and key perfomance indlcators (KPIS) to ensure that our charftable objectives are being met effectively. Havlng successfully navlgated the challenges of the COVID-19 period, the organlsation is now experlendng unprecedented levels of demand. The Board continues to monltor and manage the risks assodated wlth rlslng servlce pressures and ensures that services remain sustainable, responsive. and fit for purpose. Capacity: At both strategic and operational levels, the capacity of our teams presents a key area of risk. As seNlces expand and evolve, there Is an ongoing challenge in ensuring that the charitys structure - and the size and make-up of Its teams - can adapt quickly enough to meet new and emerging needs. To respond to thls challenge a review and restructur8 of senior roles Is planned wlth the intention of increasing capacity in some key functlons. This challenge is compounded by sector-wide difficultles In recrulting and retalning skilled staff. To address this, V￿ have increased salaries where funding allows, invested in staff wellbelng, and strengthened opportunities for professional developrnent. A comprehensive review of staff structures and pay is planned, led by the Head of Finance and the HR Manager, with input from a cross-organisation staff group. Page11 Young Devon Trustees. Report Rlsk Management We use a RAG (red, amber and green) exception reporting system to monitor and manage risk via the Board's three sU￿rOUps. Health & Safety and Safeguarding . HR & Workforce Development Finan￿ & Risk This reporting framework enables speedy escalatlon of Issues and rlsks, wlth actlons and learning embedded throughout aiding successful delivery. Alongside the review of the governing document the Trustees intend to review the focus of suwroups to ensure that appropriate tSme Is spent ensuring the Charity is well-led and the staff team Is supported to Idenllfy and pursue opportunitles for service development. Plans for future perlods Over the next two years we have plans to: Implement the new Wellbelng Early Help Partnership across Devon, Plymouth and Torbay. Establlsh new properties for homeless young people In Exeter. Review our participation pathways and reflect on how best to Invest Sn young people in this workstream. Develop a new strateglc plan to take the Charlty through to 2030. Structure, Governance and Management Governing document Young Devon Is a Company Limited by Guarantee, having no Share C8Pital and being a Registered Charlty that has elected to omit 'Limited' from its working name. The Company was estsblished under a Memorandum of Assoclatlon. which estsblished the objects and powers of the charitable company and Is govemed under Its ArtScles of Assoclation. Appointment of Trustees The Board of Trustees acts Jointly In both reglstered roles. Throughout the last year we have revlewed the rnembership and recruited externally to the role of Chalr of Trustees. A skllls audlt wlll now be undertaken wlth a vlew to planning for future appointments. Trustee induction and tralnlng Provision for the induction and training of Trustees is led through the Chief Executive and Chair of the Board. This indudes the role of the Trustees, the strategic intention of the Young Devon Business Plan. a briefing on all sep4ices provided, the organisation's financial position. systems. reporting, management policies and health and safety. The 'The Trustee Induction Pad( and Programme. of Young Devon, underpins this training. Publications such as "The Essential Trustee: what you need to know" (Charrty Commission) and the °Good Governance" pack (ACEVOINCVO) are also issued to np.w Tnistp.p.s Page 12 Young Devon Trustees. Report Our Organisational Structure Operational management Is led by the Chlef Executlve who reports to the Board of Trustees. The servi￿ Leadership Group (SLG) comprised slx Heads of Ser¥lce and three Managers who work alongside the Chief Executlve In malntalning quallty and forward plannlng. All staff report to the Chlef Executive through agreed organisational structures. Our workforce consists of 183 full and part-time staff (115 FTE) and 80 supported and trained volunteers, interns & hosts. Young Devon'5 workforce operates from 32 locations. provides floating support to other settings across Devon and undertakes outreath work across the county and works In collaboration wlth statutory agencles. other charltles and voluntary organisations. At the end of 2024-2025 almost all staff received a salarylwage increase of 20A with the exception of small number of staff who received larger increments to ensure that salaries increased to retain the National Llvlng W8g8 Foundation's recommended Living Wage. The blggest single impact on the organisation's staffing is the announced increases in National Insurance. These changes wlll cost the charlty Sn excess of £100,000 per annum and therefore restrictlng the ability of the organlsatlon to give larger pay rlses or recrult more staff. Central support servlces Underplnnlng the work of Young Devon are a range of support services established to assist our workforce In dellver5ng to their full potentlal; as well as ensure that our work is constantly evolving to achieve the greatest impact in the lives of the young people we work with. Quality Managément Within the man8gement structure of Young Devon, we have the followlng systems In place to ensure high quality S8fe working practice by stsff. Thls is achieved by: • a comprehenslve probatlon and Inductlon process, monthly supervlslon and annual appr818al. • wlde-ranglng tralning and contlnuous professional development. • regular team meetings and an open culture encouraging reflectlve practlce. Perft)rmance Management Wlthln the organlsatlon our perfomiance management policy has a range of systems in place to establlsh targets and monitor performance. All staff have: ' a minimum of quarterly supervlsion ' an annual appraisal and work plan process management trainSng to all staff that have line management responsibility, along with HR workshops delivering In-depth training in those areas line managers have requested further support in Page 13 Young Devon Trustees. Report Quallty Assurancè Young Devon Is committed to the Implementatlon of its ovm Intemal quality management systems and processes, and those of independent and extemal quality awarding bodies. In addition, the organisation remains committed to developing inclusive practice and supporting the workforce to the best of our ability and therefore hold the following standards: . Disabilty Confident Employer . Mindful Employer Regulatlon for supported accommodation serVi￿S for young people is now the responslbility of Ofsted and we have Invested In a new Head of PractlcelRegistered Manager role and accompanying systems to ensure that we are able to Meet new compllance standards. Workforce The Trustees know that the slngle greatest asset of the organisation is the people who vnrk here and the wealth of experlence they brlng. We are fortunate enough to have staff members who have been with Young Devon for over twenty years and are also lucky enough to be regularly welcoming new staff, students and volunteers wlth fresh eyes to help develop our work. The Trustees wish to thank all of the staff for continuing to deliver ex￿lIent levels of support to young people whllst also worklng to secure ongolng fundlng for varfous projects. The Servlce Leadership Group and the Trustees remaln committed to looking for creatlve and co-produced ways of ensuring the wellbeing of all staff and have piloted the use of Independently facilitsted group supeNlsion for any staff member to access. Bulldlngs and Physlcal Assets Young Devon works wlth and supports young people from 32 settings across Devon, Plymouth and Torbay. as young people continue to tell us that a place to go tailored for them is really Important. W8 have continued to work with others in securing more physical spaces ring-fenced for young people,. and a programme of Improvement of our existing settings. Last year, in addition to our cydlcal maintenance of all our supported housing projects, we allocated resources to improve: Ilfracombe: These bulldings have been renovated to improve the offer for young people and the creation of a new one-bed training flat is nearing completion. Newlon Abbot: we are worklng to evolve the existing Change Academy into a new YES centre to give more space to support young people's mental health. Plymouth: completed the purchase and planning pemission ft)r tumlng a shop and store space Into four one bed f18ts wlth the first flat already complete. The key personnel wlth Young Devon are the Board of Trustees. the Chief Executlve Officer and Senior Leadership Group. The Trustees do not receive remuneration and no Trustees claimed expenses during the year. Page 14 Young Devon Trustees. Report The annual report was approved by the trustees of the charity on behalf by: 2911112025 and signed on ils V Flower Trustee Page 15 Young Devon Independent Auditor's Report to the Members of Young Devon Oplnlon We have audited the financial statements of Young Devon (the 'charitable parent companl) and its subsidiarles (the 'group') for the year ended 31 March 2025, which comprise the Consolidated Statement of Flnancial Activities, Consolidated Balance Sheet. Balance Sheet, Consolidated Statement of Cash Flows, Statement of Cash Flov￿ and Notes to the Flnancial Statements, including summary of significant accounting policles. The financlal reporting framework that has been applied in their preparation is United Klngdom Accounting Standards, comprlslng Charlties SORP - FRS 102 'The Financial Reporting Standard appllcable In the UK and Republic of Ireland, and applicable law {United Klngdom Generally Accepted Accountlng Practlce). In our opinion the financial statements: give a true and fair view of the state of the group's and parent charity's affairs as at 31 March 2025 and of Its Incomlng resources and application of resources, Including its income and expendlture, for the year then ended., have been properly prepared In accordance wlth Unlted Klngdorn Generally Accepted Accounting Practice; and have been prepared in accordance wlth Ihe requlrements of the Charltles Act 2011 and Companies Act 2006, Basls for oplnlon We conducted our audit In accordance with Intemational Standards on Audltlng (UK) (ISAS (UK)) and applicable law. Our responslbllltles under those standards are further descrlbed in the auditor responslbilltles for the audlt of the financial statements section of our report. We are independent of the group In accordance wlth the ethical requirements that are relevant to our audit of the financlal statements In the UK, Includlng the FRC'S Ethical Standard, and we have fulfilled our other ethical responslblllties in accordance wlth these requirements. We believe that the audlt eviden￿ we have obtained is sufficiant and approprlate to prov5de a basls for our oplnlon. Concluslons relatlng to golng concern In audltlng the flnanclal statements, we have conduded that the trustees use of the going concern basls of accountlng In the preparatlon of the fln8nclal ststements Ss appropriate. 88sed on the work we have performed, we have not identlfied any material uncertaintles relatlng to events or condltions that. individu811y or collectively. may cast slgnificant doubt on the group's ablllty to continue as a golng concern for a period of at least twelve months from when the original financlal statements were authorlsed for issue. Our responsibilities and the responslbilities of the trustees with respect to golng concem are d8scrib8d in the re18vant S8Ctions of this report. Other infomiatlon The trustees are responslble for the other infomiation. Th8 other information comprises the informatSon Sncluded In the annual report. other than the financial statements and our auditor's report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwlse expllcltly staled in our report. V￿ do not express any form of assurance conclusion thereon. Page 16 Young Devon Independent Auditor's Report to the Members of Young Devon In connectlon wlth our audlt of the financlal statements, our responsibility is to read the other Infomatlon and, In doing so, consider whether the other infonnation is materially inconsistent with the financial statements or our knowledge obtalned In the audlt or otherwise appears to be materially mlsstated. If we Identlfy such materlal Inconsistencies or apparent material misstatements, VR are required to determine whether there Is a material misstatement in the financial statements or materlal misstatement of the other infomation. If, based on the work we have performed, we conclud6 that there is a materSal mlsststernent of this other information, we are required to report that fact. We have nothing to report in this regard. Oplnlon on other matter prescrlbed by the Companles Act 2006 In our opinion, based on the work undertaken in the course of the audit: the information given in the StrategSc Report and Trustees, Report for the financlal year for whlch the financlal statements are prepared Is consistent ￿th the financlal statements. and the Strategic Report and Trustees. R8POrt have been prepared In accordance wlth appllcable leg81 requirements. Matters on whlch w• are r•qulr•d to report by exceptlon In the light of our knowledge and understanding of the group and the parent charitable company and Its environment obtained in the course of the audlt, we have not Identlfied material mi&statements in the Strategic Report and the Trustees, Report. We have nothlng to report In respect of the following matters where the Companles Act 2006 requires us to report to you If, In our oplnlon: adequate accountSng records have not been kept by the parent charitable company, or returns adequate for our audlt have not been received from branches not visited by us; or the parent charitsble company financial statements are not In agreement with the accounting records and retums. or certaln disclosures of trustees remuneratlon specified by law 8re not made. or we have not receSved all the informatlon and explanations we require for our audit. Responslbllllles of trustses As explalned more fully the Statement of Irustses, responsibilitl6s, the trustees are responslble for the preparatlon of the financlal statements and for being satisfied that they give a true and falr vlew, and for such Internal control as the trustees determine is necessary to enable the preparatlon of flnancial ststements that are free from material misstatement, whether due to fraud or error. In preparlng the financlal statements, the trustees are responslble for assesslng the charitvs abilty to continue as a going concem, disclosing. as applicable, matters related to going concem and uslng the golng concem basis of accounting unless the trustees elther Intend to Ilquldate the charity or to cease operations, or have no reallstic alternative but to do so. Auditor rnsponslbilitias for the audlt of the flnancial statements 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 Ihat an audit conducted in accordance with ISAS (UK) will always detect a material mlsstatement when it exists. Misstatements can arise from fraud or error and are consldered material If, Individually or in the aggregate. they could reasonably be expected to influence the economic decisions of users tsken on the basis of these financial statements. Page 17 Young Devon Independent Auditorfs Report to the Members of Young Devon The extent to which our procedures are capable of detecting Irregularltles, Indudlng fraud is detailed below. Irregularltles, Indudlng fraud, are Instances of non-compliance with laws and regulations. We design prO￿dureS in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, Includlng fraud. The extent to which our procedures are capable of detecting Irregularltles, Indudlng fraud Is detailed below: We identified areas of lav￿ and regulations that could reasonably be expected to have a material effect on the financial statements from our general commercial and sector experien￿ and through discussion with the Trustees and other management. We communicated identified laws and regulations Ihroughout our tsam and remained alert to any indications of non-compllance throughout the audit. Thé Charity is subject to laths and r8gulatlons that gov8m the praparatlon of the financS81 statements, induding financial reporting legislation. The company Is also subject to other laws and regulations where the consequences of non