LEAP, XIFR(NTIIG Leap Confronting Conflict Report and Financial Statements For the year ended 31 December 2024 Charity numbers: England and Wales: 1072376 Scotland: SC041152 Company number: 03628271
LEAP CONFRONTING CONFLICT {A company limited by guarantee) Report and Financial Statements For the year ended 31 December 2024 Contents Page Report of the Board of Trustees 3-13 Independent Auditors, Report 15-17 Statement of Financial Activities 18 Balance Sheet 19 Cash Flow Statement 20 Notes Forming Part of the Financial Statements 21-30
LEAP CONFRONTING CONFLICT TRUSTEES, REPORT For the year ended 31 December 2024 The Board of Trnstees presents ils report and the audited financial statements for the year ended 31 December 2024. Reference and Administrative Details Charity registration numbers.. England and Wales.. Scotland.. 1072376 SC041152 Company registration number 03628271 Registered office addrass: Wells House, Unit 7 5-7 Wells Terrace Finsbury Park London N4 3JU Board of Trustees Mark Spelman Chair Adam Hurst (appointed November 2024) Treasurer (from January 2025) Debbie Beaven (until January 2025) Treasurer (until January 2025) Reece Dopson Kanchan Jadeja Alex Hayes (appointed May 2024) Jan Levy Quinnie Osei (appointed May 2024) Susannah Drury Chi Kavindele Company Secretary Jo Broadwood Chief Executive (Key Management Personnel) Jo Broadwood Senior Management Team Laura Johnson Auditors Kingston Burrowes Audit Ltd, 308 Ewell Road, Surbiton, KT6 7AL Bankers National Westminster Bank plc, 490 Holloway Road, London. N7 6JB
LEAP CONFRONTING CONFLICT TRUSTEES, REPORT For the year ended 31 December 2024 Chairfs Statement. Leap's purpose is to give young people the skills to navigate conflict in their lives and help lead society. The needs of young people today are critical to the wellbeing of the UK, but the multiple pressures on them mean there is a growing demand for help to foster healthy relationships. build self-awareness and inspire personal growth. Leap helps young people deal with conflict in schools, in the care system, at home and in Iheir neighbourhoods. Leap's work in 2024 was notable for six main reasons: 1. Reach: despite the difficult economic and social climate, Leap reached a record number of young people and adults in 2024. We supported 1780 young people and 709 adults through our programmes and webinars and estimate that through our work with adults nearly 24,000 young people will indirectly benefrt. 2. Fostering Connections: this was Leap's flagship programme in 2024 providing trauma informed training for 218 social workers and foster carers across 8 local authorilies. Its aim was to improve the emotional well-being and behaviour of young people aged 10-17 in foster care. The programme has improved the conditions for an estimated 2180 care experienced young people across England. 3. The Leap Pledge: in 2024 we launched the Leap pledge 2027 which focuses on expanding the reach and impact of our conflict resolution programmes across the UK. By our 40th anniversary in 2027 Leap is looking lo develop a scalable delivery model to ensure young people have access to essential skills for navigating and resolving conflicts. Our aim is to expand our reach by working collaboratively with partners using the Leap curriculum to help young people across the UK. 4. New Chief Executive.. Jo Broadwood joined as CEO in February 2024 and has made an immediate positive impact to the organisation. She has brought her deep knowledge of the Leap curriculum, her commercial acumen and leadership skills to strengthen the Leap organisation. She has strengthened the management teatn, launched a strategy refresh and improved operational performan 5. Restructuring.. Leap decided early in 2024 to undertak8 a strategic restructuring to address the financial uncertainties in the sector and strengthen its delivery focus. Laura Johnson joined Leap as the Director of Delivery to enhance programme effectiveness and measurable impact. The decisions taken have improved Leaps resilience, aligned resources more effectively with strategic priorities, removed back office roles and focussed efforts on submitting more bids and strengthening the quality of delivery. 6. Financial stability.. the Leap Board and Executive team have focussed specifically in 2024 on strengthening the underlying finanGial position of the charity. Unrestricted reserves rose by £40k in the year showing the success of fundraising for Leap's suite of conflict programmes. The year of 2024 has been about reaching more and more young people, whist improving the underlying operations of the charity. The management team and financial posilion have strengthened through the year. We have a clear strategy and an ambitious pledge to reach more young people. All this is only possible thanks to our supporters, funders, excellent staff and trainers, and trustees. It has required collaboration and lots of teamwork but the end results are always worthwhile; as one young person commented at the end of a Leap programme: "It was an eye opening experience; it helped me understand conflict resolution and how to deal wilh conflict in everyday life. The only race is the human race. Everyone needs to be treated fairly as human beings" Mark Spelman Chair of Trustees Leap Confronting Conflict
LEAP CONFRONTING CONFLICT TRUSTEES, REPORT For the year ended 31 December 2024 Objectives and Activities The charity is a leading UK specialist in the field of youth and conflict, dedicated to delivering relevant, impactful, high-quality training and support programmes which enable young people and the adults in their lives to navigate conflict effeclively. Leap's objective is to work with young people to help them to navigate conflict effectively. to improve relationship and communications skills. build self-esteem and self-confidence and improve social and emotiona5 wellbeing. Leap works with adults supporiing young people to enable them to approach working with young people in conftict with enhanced empathy, self-reflection and connection. The truslees have referred to the public benefit guidance published by the Charity Commission and to the obligation in Section 17, Charities Act 2011, whan reviewing the charity's aims and objectives and in planning future activities. The main areas of charitable activity are: 1. The provision of structured training programmes for young people to enable them to navigate conflict effectively, foster healthy relationships, make positive decisions and inspire self-growth. 2. The delivery of training and consultancy programmes to adult practltioners who work with young people to increase their Confiden and skills in man8ging youth conflict and developing the emotional wellbaing, resilience, and leadership skills of young people. As a charity, our business model relies on donations and sales of ourtraining to fund the delivery of high- quality programmes. which are evaluated both intemally and externally and includes accredited qualifications. To measure success the charity monitors the number of young people and adults trained and benchmarks those figures against targets sel in the operational plan at the beginning of the year. The Gharily also monitors and measures qualitative changes in participants using their "Theory of Change. and °Journey of Change" evaluation tools. In 2024, Leap's main deliv@ry programmes were.. Improvlng Prospects: a community-based conflict navigation and personal development programme specifically designed for young people aged 15-21 who are facing significanl Gonflict in their lives Leadership & Enterprise: a whole-group training and engagement programme for young people in the London Boroughs of Lambeth and Southwark Under our Roof: a programme that supports young people in care and their carers to navigate conflicl effectively and build and maintain safe and supportive relationships Rise Up: a programme delivered in partnership with London Youth to develop London's youth sector leaders Fostering Connections: a programme supporting social workers and supervising social workers who work with foster carers, that builds on our Under our Roof programme delivered in partnership with National Children's Bureau. Kickback Project: a hyperlocal programme working in the Finsbury Park area of London Borough of Islington. Leap is part of a local consortium to reduce violence impacting children and young people.
LEAP CONFRONTING CONFLICT TRUSTEES, REPORT For the year ended 31 December 2024 Achievements and Perforniance This has been a pivotal year for Leap where despite some challenges and a difficult economic environmenl we have substantially achieved both against our delivery and income generation tsrgets. Throughout 2024 Leap supported 1,780 young people, and 709 adulls. This significantly exceeds the numbers of young people (1,006} and adults {447> supported in 2023, and the targets set in our operational plans11,200 young people, 500 adults), In addition, we eslimate we reached a further 23,979 young people via our work with adult professionals. parents and caregivers. The dala collated throughout 2024 highlights the significant influence of Leap's programmes on conflict management skills, communication. and decision- making abilities for both young people and adults. For young people. the outcomes of programme deliveries indicate tangible benefits in helping them to navigate conflict more effectively and conslructively. 760/, of young people hava a better understanding of conflict. 82Q/o of young people understand their conftict triggers. 810/0 of young people have learned the Ii)olsl skills lo support them in conflict situations. Similarfy, adult programme participants benefited from Leap's deliveries.. 910/0 of adults have a better understanding of their conflicl triggers. 95°/0 of adults understand how their experience of conflict can affect their approach to it. 1000/0 of adults have developed strategies for working in a trauma-informed way. 910/0 of 8dults have developed the confidence to apply the conflict navigation tools and strategies to their work with young people. Leap worked with a totsl of 36 delivery partners including Young Minds, London Youth and Prospex, and worked in 24 boroughs across England including Buckinghamshire, Somerset, Tower Hamlets and Camden, increasing its reach significantly outside of London. Leap continued to develop its online and digital presence, reaching a total of 26,591 Linkedln impressions. 6,300 YouTube views and 460.000 website views. Of the young people we worked wilh 88 % were under 18. 32 /0 described their ethnicity as Black or Black British - Africanl Caribbeanl Other Black Background,. 32°/0 as White Britishl lrishl Other White Background., 11 % as Asian or Asian British - Indianl Pakistanij Bangladeshil Chinesel Other Asian Background and 100/0 as Mixed - Black African and Whitel BlaGk Caribbean. In terms of gender 660/0 described themselves as female, 31°/o as male, and 20/0 as non-binary. For the second year, Leap ran its annual Confronting Conflict Week, a campaign dedicated to showcasing the positive impact of effective conflict navigation on young people. Shaped by young people, the campaign focused on race and conflict, a significant topic given the events in the UK over the summer of 2024. During this week, Leap received 37,000 views on the website, significantly increasing our online reach.
LEAP CONFRONTING CONFLICT TRUSTEES, REPORT For the year ended 31 December 2024 Organisational Development To maintain the excellence of Leap's delivery and to increase the charity's financial sustainability a strategic restructuring programme was implemented in April 2024. The aim has been to align our resources with the charity's strategic delivery priorities so that we could grow our reach and impact with young people in the long term. We therefore strengthened our focus on delivery whilst reducing some support and back-office roles. As a result. despite a smaller team, we delivered against all our funded projects and programmes on target and on schedule. Indeed, on many programmes we exceeded our targets. reaching rnore young people and adults than in previous years. As Leap approaches its 40th anniversary in 2027 we are looking to the future. We believe that the skills and Confiden to navigate sometimes complex conflict situations have never been more needed, and that every young person should have access to these essential skills. Working together with our funders, young people, delivery partners and key stakeholders we are developing a sustainable scale-able delivery model to ensure our transfom)ational programmes are available for young people right across the UK. As a part of this Leap has developed the Leap Pledge, an ambitious promise that by the end of Leap's 40th anniversary year (2027} all young people across the UK will have access to conflict navigation skills and tools. The Leap Pledge and our longer-term vision We want every young person in the UK to have access to essential conflict navigatlon skills to apply in their own lives, and to ft>ster stmnger relationships between different societal gmups in their communitles to bridge divides. The most recent Youth Endowment Fund report tells us that 160/0 of young people have been a perpetrator of violence with many citing reactive motivations such as annoyance, humiliation or feeling threatened. Others report retaliation to previous violence. bullying or self4efence due lo rivalries related to gangs, neighbourhoods or schools as the reason for violent behaviour. Half (49 /0) of all children who perpetrated violence in the past year have also been a victim themselves. We know that the economic costs of youth violence are huge: serious youth violence has cost the UK £11 bn since 2008. Furthermore, the emotional and psychological costs. and the harm done to individuals. families and communities is incalculable. We also know the risks for young people are increasing. In an interconnected world lived increasingly online young people are prey to all kinds of misinformation, hatreds and violence. From the extreme misogyny of Andrew Tate to the lies of the Far Right the hearts and minds of young people are under siege like never before. As we look ahead at a world where the dangers posed by hamful conflict and societal divisions are on the rise, young people having the skills and confidence to navigate the different challenges and conflict facing them to build positive constructive relationships with others is going to become ever more crucial. We urgently need to equip young people with the skills and Confiden to become the conflict navigators, bridge builders and medialors of tomorrow able to facilitate group5 and communities to live well together in this increasingly divided and fractured world.
LEAP CONFRONTING CONFLICT TRUSTEES, REPORT For the year ended 31 December 2024 strategic Goals 2025-2028 Leap's previous strategic plan focused in particular on reaching those young people most at Nsk of being caught up in harmful conflict either because of background circumstances, location, social marginalis2tion or disadvantage. We will continue to focus on those young people most in need of Leap's interventions in our next Strategic plan. Not least because it is often these young people with their lived experience of harmful conflict and Violen who have the most aptitude and Gapability to become expert conflict navigators and transformers. However, we also want to expand our reach and impact. As the world becomes a more uncertain and challenging place for more young people. we want to ensure that all young people have access to these essential life skills. 1. For Young People.- We will give more young people the skills to manage conflict in their lives and to make a positive difference to their communities by continuing to work with young people who are most marginalised and most vulnerable 2. For Adults". We will change the conditions and contexts that young people exisl within by training adults who are influential in the lives of young people to better support them to manage conflict, building their confidence and skills across different sectors and in different MMunities. 3. For Placos: We will seek to substantially strengthen our place-based work both within and beyond London. 4. Using Digital: We will digitalise and develop our online offer to help substantially increase our reach and impact and to share leaming and good practice. We will also develop a h digital platfomi where young people's voices are centred - credible, inspiring and resourcefvl young leaders who will be able to offer alternative positive stories to the misinformation, hatred and violence spread by bad actors. 5. Using Evidence: Our work will help to build the evidence base for what works to build resilience to conflict and violence with different groups and communilies across Ihe UK. )Ne will build our capacity for excellent and informative evaluation, learning from what we do. 6. Using Influence and Collaborate: We need advocates. supporters and champions across the private, public, academic, and civic sectors to provide a broad-based movement for change and access to different sectors and communities to scale impact. 7. Building our Organisation: We will build a sustainable, purposeful and inclusive organisation that is rooted in anti-racist and anti-discriminatory approaches and practices, that seeks to develop an inclusive sense of belonging for all.
LEAP CONFRONTING CONFLICT TRUSTEES, REPORT For the year 8nded 31 December 2024 Plan for 2025 1. Overall, we aim to reach 1,500 young people via our youth programmes work including Leadership and Enterprise, Improving Prospects, and the Kickback Project. We will reach young people through a combination of online and in person interventions. 2. Overall, we aim to reach 500 adults in 2025 via our place-based programmes and sales and commissioned work. We will expand and grow our pool of expert facilitators and trainers to include young trainers and facilitators 3. Leap will have a presence in 5 different local plaS across the UK, with three of those places being outside London. 4. Leap will develop its digital offer; secure appropriate partners and identify additional resources to develop the platform 5. Lèap will have revised its Theory of Change and established mechanisms for g8lhering and analysing data and evidence from young people on how different forms of conflict impacts their everyday life. 6. Leap's Youth Advisory Group will input into the development of policy and strategy discussions within the organisation influencing what we say about the needs of young people. Our input will also be influenced by what we learn from our action research adivities with young people. 7. We will diversify our income generation strategy. We will seek new partnerships and collaborations in areas outside London to establish place-based programmes with Leap as a key specialist organisation. We will improve staff and trainer satisfaction and wellbeing on 2024 levels, providing leadership and growth opportunities for staff. We will develop young trainers and facilitators and accelerate their progression into the Leap training pool. We will continue to develop our anti-racist approach and practices, ensuring it is embedded throughout the organisation.
LEAP CONFRONTING CONFLICT TRUSTEES, REPORT For the year ended 31 December 2024 Financial Review Overrfiew of Financial Position Despite the challenging economic environment and the impact on the Charitable sector Leap largely achieved its income generation targets in 2024, which were set following the restructure in April. Leap's income increased slightly to £1,212,311, compared to £1,138,281 in 2023. Net expenditure in 2024 was £10,874 compared to £323,967 in 2023 and £205,595 in 2022. The small deficit in 2024 was a result of expenditure in restricted funds and it is pleasing to note that Leap managed to increase its level of unrestricted funds in the year by over £40,000. Total income of £1.21 m in 2024 included restricted income of £733,158 (2023: £594,040) and unrestricted income of £479,153 (2023: £544,241). The charity recèived unrestricted grants, donations and legacies totalling £416,164 (2023: £503.976}, Sales and fees amounted to £61,749 {2023.. £37.910}. The Balance Sheet at 31 December 2024 showed cash balances of £308,875 (2023.. £319,473) and net assets of £312,726 (2023: £323,600). This is represented by unrestricted funds amounting to £258,222 (2023: £217,823) and restricted funds of £54,505 (2023: £105,776). Performance of fundraising activbties In 2024 Leap achieved a total income of just over £1.2m. Leap is registered with the Fundraising Regulator and abides by their Code of Fundraising Practice. Leap does not engage in fundraising practices that are intrusive or put undue pressure on individuals to give. Reserves Policy The Board of Trustees has examined the charity's requirements for reserves in the context of the risks to the organisation. The policy is unchanged from last year, with free SeNeS {excluding fixed assets) held by the charity being the equivalent of three months, total costs, plus an additional £50,000 in reserves for piloling new projects and programmes or to invest further in income generation. The reserves are needed to meet the working capital requirements of the charÈty. Al 31 December 2024, the charity's free reserves (excluding fixed assets) were above the policy level at £258,222. This is a substantial improvement on the 2023 FYE when free reserves ended the year below the policy level, and demonstrates thal the programme to regain financial stability, implemented throughout 2024 has had a positive impact. Trustees will continue to regularfy review the free reserves position with the aim of buildin9 towards a more sustainable and resilient organisation. Risk Management Policies and procedures are in place to manage the charity's risks. The charity's risk register is reviewed regularly at the Risk, Audit & Governance Committee and annually by the Board af Trustees. The Senior Management Team identifies and develops strategies to mitigate the charity's main risks on a monthly basis. As a part of the restructure process in May 2024 the SMT reviewed the major risks facing the organisation following the proposed restructure and considered mitigations. 3 major risks were identified. A review of risks was carried out in November 2024 and as a result although Income generation remains as a major risk, the other risks were downgraded. Income generation & pipeline: Although we are ending 2024 in a much stronger financial position than in previous years income generation continues to be a major risk particularly given the tough external funding environment and the continuing difficult and volatile economic situation. Mitigations include.. CEO now has direct control of this area working closely with the contractors who are supporting income generation., monthly RAG meetings., stronger financial controls including regular review of unrestricted income and closure costs- regular review of opportunities and likely ROI with limited resources in team- allocation of some resources and staff time lo income generation opportunities. Appointment of 8 senior trainer with sales experience to boost sales of commissioned and contracted programmes and work. 10
LEAP CONFRONTING CONFLICT TRUSTEES, REPORT For the year ended 31 December 2024 Capacity lo Deliver: Following the restructure and with an ambitious programme of work to deliver there were concerns that we may not be able lo deliver on some of our contracted programmes. Mitigations included: Analysis of capacity of freelance trainers- redundant staff taken into the Leap freelance training pool- Improving communications between Leap staff and leadership and freelance trainer pool, including regular online check ins, a facilitated day for trainers, development of a young trainer development programme. progressing trainers through Leap's competency framework. With the result we substantially exceeded our targets for 2024 and with overall exlIent high-quality delivery. This risk was downgraded although we will continue to monilor quality assurance processes, trainer morale and retention, and plans are in place for further development of our delivery team. Staff perfomiance and capaclty: Concern about staff morale following the restructure., capacity to work more efficiently and manage more projects. Mitigations included.. Wellbeing programme put into place for all staff. Individual professional and personal development programmes. Annual workplans aligned to overall strategic objectives for the year. Regular awaydays, celebration of achievements. Alignmenl of purpose, vision and values. Appraisal process. Team culture and morale are much improved and therefore this risk was downgraded. Investment Policy Other than the charity's own funds, which are invested separately in a secure deposit account. the grants received are held to maximise the return but in an account which is readily accessible, as the funds will be spent in th8 short temi. 11
LEAP CONFRONTING CONFUCT TRUSTEES, REPORT For the year ended 31 December 2024 Structure, Governance and Management Leap Confronting Conflict is a company limited by guarantee, a registered charity in England and Wales and in Scotland and is govemecl by its Memorandum and Articles of Association. Leap was founded by The Leaveners- Quaker Community Arts Charity in 1987 and launched as an independent organisation on 1 January 1999. Th8 names of the Trustoes are set out on Page 3. The directors of the company are also charity trustees for the purposes of charity law and, under the company's Articles, are known collectively as the Board of Trustees. Prospective trustees are recnjited and interviewed, and under the requirements of the Memorandum and Articles of Association, elected by a simple majority of the Board of Truslees. Trustees serve for a period of three years, after which they may be re-elected for bNO further threa-year terms. Leap Confronting Conflict was established to advance education, particularly the personal and social education of young people, for the benefit of our communilies. The governance of the charily is undertaken by its Board of Trustees, which meets quarterly and is responsible for overseeing the strategic direction and policy of the charity. At the close of 2024 the Board had nine members., they had access to advi on the progress of the work from the CEO. Director of Delivery, individual project managers, and project advisory groups. The Board of Trustees seeks to ensure that Ihe needs of young people are appropriately reflected and represented. The Board includes members that have been beneficiaries of Leap's work and meets regularly with young users and young workers from its various projects. Since 2012, young people familiar with Leap's work have been full members of Leap's Board as Trustees to represent and support young people's views about the charity's priorities. Leap has been reGognised across the sector for its involvement of young people Ihroughoul all facets of our work. Govemance. legal, financial, human resource and organisational skills along with criminal justice, youth and charity sectors and business experience are well represented on the Board of Tnjstees. In an effort to maintain this broad skill mix, the Board of Trustees periodically audits its skills and identifies gap5 to be filled by recruitment. The Secretary organises inductions for new trustees, who meet with the Chair, Board, Chief Executive and staff team to gain knowledge of the charity's work. The secretary provides an induction pack, with key information about the charity and its work. New trustees also attend Leap events and functions, and all trustees are required to complete safeguarding training. All trustees are encouraged to attend Leap training courses and participate in working groups, events and interview panels in order to familiarise themselves with the core values of the organisation and Leap's approach to conflict and conflict managemenl. They attend an annual day with a focus on review or design of strategic plans. This gives an opportunity to work in mixed teams with staff, trainers and young volunteers. The board ha5 an annual budget to cover recruitment costs, meeting costs and consultancy or training as required for its members. The Trustee Board met eight times in 2024 to assist the leadership team in their strategic management of the restructure, monitor the delivery of the business plan, oversee and review financial and risk management, and measure progress in capacity building, diversity, human resources and staff development. With a substsntially smaller staff team the subcommittee system was suspended in April 2024 with just the Risk, Audtt and Governance Committee being retained. The RAG committee continued to meet monthly throughout 2024 to monitor the financial system and the income generation pipeline. 12
LEAP CONFRONTING CONFLICT TRUSTEES, REPORT For the year ended 31 December 2024 The trustees are responsible for developing and overseeing the strategic direction of the charity and ensuring that best governance practice is in place. The trustees delegate the charity's operational management to the Chief Executive and Director of Delivery. In 2024, after the restructure in April a team of 7 full-time equivalent, permanent staff with access to a flexible resource of more than 30 freelance specialist trainers delivered the direct programme work. The CEO working closely with the Director of Delivery, Leap's freelance finance officer and Laap's Operations and Office Manager oversees the day-to-day financial and administrative management of the organisation, The Director of Delivery undertakes line management and supervision of stsff and volunteers and ensure that the teams develop their skills and working practices are in line with the organisation's values and best practice. Remuneration of all staff is set Ihrough the charity's Salary Policy, which was established in conjunction with a benchmarking exercise comparing pay scales across the sector. Leap has salary bands for different roles, and clear guidelines for possibla inflationary and performance-related increases. Volunteers at Leap Leap engages a small number of volunteers who provide high level pro-bono advice in areas including fundraising and marketing. 13
LEAP CONFRONTING CONFLICT TRUSTEES, REPORT For the year ended 31 December 2024 ststement of Trustees, Responsibilities The trustees {who are also directors of Leap Confronting Conflict for the purposes of company law} are responsible for preparing the Trustees, Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards {United Kingdom Generally Accepted Accounting Practice). Company law requires the trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statements unless they are satisfied that they 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: selecl suitable accounting policies and then apply them consistently. observe the methods and principles in the Charities SORP 2019 (FRS 102). make judgements and estimates that are reasonable and prudent. state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements. prepare the financial statoments on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation. The trustees ar@ responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the haritable wmpany and hence for taking reasonable steps for the provantion and detection of fraud and other irregularilies. In so far as the trustees are aware: there is no relevant audit infomiation of which the charitable company's auditor is unaware and the trustees have taken all steps that they ought to have taken to make themselves aware of any relevanl audit information and to eslablish Ihat the auditor is aware of that information The trustees are responsible for the maintenance and integrity of the corporate and financial infomiation included on the charitable company's website. Legislation in the United Kingdom goveming the preparation and dissemination of financial statements may dtffer from legislation in other jurisdictions. Exemption statement The Trustees, Report has been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies. Auditors Kingston Burrowes was appointed as the charitable company's auditors during the year and has expressad its willingness to continue in that capacity. Approved by the Board of Trustees on 25 April 2025 and signed on its behalf by Mark Spelman Chair 14
INDEPENDENT AUDOR's REPORT TO THE MEMBERS OF: LEAP CONFRONTING CONFLICT Oplnion We have audited the finaF)cial stalements of Leap Confronting Confiict (the 'charilable company.) for the year ended 31 December 2021 which comprise the Statement of Financial Activities. the Balance Sheet, the Cash Flow Statemenl and notes to the financial slatements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards. including Financial Reporting Standard 102 The Financial Reporting Stsndard applicable in the UK 8nd Republic of Ireland (United Kingdom Generalty Accepted Accounting Practice). In our opinion the financial slatements: give a true and fair view of the state of the charitable company's affairs as of 31 D8rnber 2021, and of ils incoming resources and application of resources, including its income and expenditure, for the year then ended-, have been properly prepared in accordance with United Kingdom Generally AcTrpted Accounting Practice. and have been prepared in accordance with the requirements of the Companies Act 2006. Ba$ls for opinion We conducted our audit in accordance wÈth International Slandards on Auditing (UK) {ISAs IUKII and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of tho financial statements section of our report. We are independent of the 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 accordanco wlth these requirements. We believe that the audit evidence we have oblained is sufficient and appropriate to provide a basis for our opinion. Conclusions relating to going concern In auditing the financial statements, we have concluded that the trustees. use of the going concem basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have perfomied, we have not identtfied any material un¢ortainties relating to events or conditions that, individually or colleclively. may cast significant doubl on the charitable wmpany's ability to continue as a going concern for a period of at least twelve months from wh8n 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. Olhèr Infomialion The trustees are responsible for the other infomiation. The other information comprises Ihe information included in the truslees, annual report, other than the financial statements and our auditor's report thereon. Our opinion on the financial stalements does not cover Ihe other information and, except to the extent otherwsse explicitly ststed in our report, we do not express any ft)rm of assuran conclusion thereon. In connection with our audit of the financial statements, our responsibility 15 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 audit or otheNvise appears to be materially misstaled. If we identify such material inconsistencies or apparent material misstatements. we are required to determine whether there is a material misslalement in the financial statements or a material misslatement of the other information. If, based on the work we have performed, we conclude that there is a material misststement of this other information. we are required to report that fact. We have nothing to report in this regard. Oplnlons on other matters pres¢rlbed by the Companlos Act 2006 In our opinion, based on the work undertaken in the cours8 of Ihe audit.. the informalion given in the trustees, report {incorpDrating the directors, report) for Ihe financial year for which the financial ststements are prepared is consistent with the financial statements., and the direclors, report has been prepared in accordance with applicable legal requirements. 15
INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF: LEAP CONFRONTING CONFLICT Mattèrs on whi¢h we are required to report by exception In the lighl of our knowledge and understanding of the char¥table company and its environment obtained in the course of the audit. we have not identffied malerial misstatements in the directors, report. We have nothing to report in respect of Ihe following matters in relation lo which the Companies Act 2006 requiras us to rgport to you if. in our opinion.. adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us., or the financial statements are not in agreement with the accounting records and retums,. or certain disclosures of directors. remuneration spacif18d by law are not made; or we have not received all the infomiats'on and explanations we require for our audit- or the trustees were not enlitled to prepare the financial statements in accordance wilh the small companies, regime and take advantage of the small companies. exemptions in preparing the directors, report and from the requirement to prepare a strategic report. ResponslbllltSes of trustees As explained more fvlly in the tru5tees' responsibilities statement. the tfustees Iwho are also the directors of thè rhari18ble company for the purposes of company lawl are responsible for the preparation of the financial statements and for being satisfied that they give 2 tNÈ and fair vi8w. and for such internal control as the trustees determine is necessary to enable Ihe preparation of financial statements that are free from matèrial misstatement. whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charitable company's ability to continue a5 a going COnrn, disclosing, as applicable, matters related lo going concem and using the going concern basis of accounting unless the trustees either intend to liquidate the charilablg company or to cease operations, or have no realistic alternative but to do so. Auditor's rosponsibilities for the audit of the flnancial statements Ourobjectives are to obtain reasonable assurance about whetherthe financial slalements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that Includos our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAS IUKI will always detect a material misstatemenl when il exists. Misstatements can arise from fraud or effor and are (bnsidered material if, individually or in the aggreg8te, they could reasonably be expected lo influence the economic decision8 of users taken on the basis of these financial statements. Irregularities, including fraud, are instances of non-compliance wlh laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in re5pecl of irregulaiities, including fraud. The specific procedures for this engagement and the extent to which these are capable of dete¢ling irregularitses. including fraud is detailed below.. Enquiry of management and those charged with govemance about actual and potential litigation or Claims and the identification of non-compliance with laws and regulations. Reviewing minutes of meetings of those charged with govemance. Reviewing financial statement disclosures and testing to supporting documentation to assess compliance with applicable laws and regulations. Auditing the risk of management override of controls, including testing joumal entries and other adjuslments for appropriateness. Performing analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud. Professional scepticism in course of the audit and with audit sampling in material audit areas. Because of the inherenl limitations of an audit, there is a risk that we will not detoct all irregularities, including those leading lo a malerial misslalement in the financial statements or nonvcompliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions refiected in the financial slalements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than eOr, as fraud involves intentional concealment. forgery. collusion, omission or misrgpres8ntation. 16
INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF: LEAP CONFRONTING CONFLICT A further description of our responsibilities for the audit of the financial statements is k)cated on the Financial Reporting Council's website at.. www.frc.org.uklauditorsresponsibilities. This description forms part of our auditorfs report. Use of our report This report is made solely to Ihe charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we aré required to stste lo them in an auditor's report and for no other purpose. To the fullesl 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 r8POrt, or for the opinions we have formed. Kevin Fisher BA FCA CTA (Senior StatLrtory Auditor} For and on behalf of Kingston Burrowes Audit Ltd Statutory Audilors 308 Ewell Road Surbiton Surrey KTe 7AL 2 8 April 2025 17
LEAP CONFRONTING CONFLICT STATEMENT OF FINANCIAL ACTIVITIES {In¢orporating Income and Expenditure Account} For the year ended 31 December 2024 2024 Unrestricted 2024 Restricted 2024 Total 2023 Total Notes Income and endowments from: Donations and legaGies 416,164 416.164 503,976 Charitable activities 61,749 733,158 794,907 631,950 Investments 1,240 1,240 2,355 479 153 733,158 1,212,311 1,138.281 Expenditure on: Raising funds 116,610 116,610 216,446 Charitable activities 322,144 784,431 1,106,575 1,245,802 784,431 1,223,185 1,462,248 Net Incomel (Expenditure) Transfer beeen funds Net movement in funds 40,399 (51,273) (10,874) (323,967) 40,399 {51.273} (10,874) (323,967) Total funds brought forward 217,823 105,777 323,600 647,567 Total funds carried forward 18 258,222 54.504 312,726 323,600 The Statement of Financial Activities includes all gains and losses recognised in the year. JI income and expenditure derive from Continuing actlvÉtles. The accompanying notes form part of these Financial Slatements. 18
LEAP CONFRONTING CONFLICT BALANCE SHEET As at 31 December 2024 Notes 2024 2023 FIXED ASSETS Tangible fixed assets 5.725 CURRENT ASSETS Debtors Cash at bank 10 59.983 308,875 368,858 81,195 319 473 400.668 CREDITORS Amounts falling due within one year 55,077 81,430 NET CURRENT ASSETS 313.781 319,238 TOTAL ASSETS LESS CURRENT LIABILITIES 313.781 324.963 CREDITORS Amounts falling due after more than one year 12 {1,055) (1,363) NET ASSETS 19 312,726 323,600 Represented by". Unrestricted Funds Restricted Funds 18 18 258,222 54,504 312,726 217,823 105,777 323,600 These financial statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies. The accompanying notes form part of these Financial Statements Approved by the Board of Trustees on 25th April 2025. Mark Spelman Chair 19
LEAP CONFRONTING CONFLICT CASH FLOW STATEMENT For the year ended 31 December 2024 2024 2023 Cash flows from operating activities Net income per statement of financial activities {10,874) (323,9671 Adjustments for: Depreciation Charges Interest re1vable (Increaselldecrease in debtors (Decrease)lincrease in creditors Net cash (used in) I provided by operating actlvities 5,725 (1,240) 21,212 25,297 (10,474) 6,137 {2,355) 86.847 3,788 (229,550) Cash flows from Investing activlties Interest received Purchase of tangible fixed assets Net cash (used Inl Investlng activlties 1,240 2,355 1,240 2,355 Change In cash and cash equivalents in the year (10,598) (227,195) Cash and cash equivalents brought fomard 319,473 546,668 Cash and cash oquivalents carried forward 308 875 319,473 Analysis of cash and cash equivalents 2024 2023 Cash al bank 308,875 319,473 20
LEAP CONFRONTING CONFLICT NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 Decemb8r 2024 I ACCOUNTING POLICIES a) Basis of accounting The charity constitutes a public benefit entity as defflned by FRS 102. The flnancial statements have been prepared in accordance with Accounting and Reporting by Charities: Stalement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financi81 Reporting Standard applicable in the UK and Republic of Ireland (FRS 1021 issued in October 2019. the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland {FRS 102), the Charities Acl 2011, the Companies Act 2006 and UK Generally Accepted Accounting Practice. The financial statements are prepared on a going concern basis under the historical cost convention. The financial ststements are presented in sterling which is the functional currency of the charity. The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated. b) Company status The charity is also a private company {no. 03628271), limited by guarantee, has no share capital and is registered in England and Wales. In the event of the company being wound up, each member is liable to contribute an amount not exedIng £1. The registered office of the company is given in the Reference and Administrative Details on page 3. c} Stock Stocks of publications are shown at the lower of cost or net realisable value. d) Capital items & depreciatlon Office equipment and fixtures and fittings costing more than £500 are capitalised and depreciated using the straight-line method over four years. Project assets that are fully grant funded ara written off in the yeai of purchase. e) Income Items of income are recognised in the Statement of financial Activilies (SOFA) when all of the following criteria are met: The charity is entitled to the funds., any performance conditions have been met. there is sufficient certainty that receipt of the income is considered probable- and the amount can be measured reliably. Donations, legacies and grants are recognised when the charity has baen notified of the amount and the settlement date in writing or, if earlier, when the funds are received. If there are conditions which require a level of performance before entitlement Gan be obtained, then income is deferred until those conditions are fully met or the fulfilment of those conditions is within the control of Ihe charity. and it is probable that they will be fulfilled. In the case of multi-year grants, income is recognised in accordance with agreed budgets and specified or Implied timeframes. Amounts received but which relate to future accounting periods are accounted for as deferred income. The aggregate of future grant instalments not yet received or accrued for is disclosed as a contingent asset. Fees eamed from the sale of training courses and publications are measured at the fair value of the consideration receivable. For training courses, a sale is re(*Jgnised once a training course has been provided. For publications, a sale is recognised when the goods hav8 been delivered to the customer. 21
LEAP CONFRONTING CONFLICT NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 December 2024 fj Expenditure Expenditure is accounted for on an accruals basis and has been classified under headings Ihat aggregate all costs related to the category. Expenditure is recognised where there is a legal or constructive obligation to make payments to third parties, it is probable that the settlement will be required, and the amount of the obligation can be measured reliably. Irrecoverable VAT is charged as a cost against the associated expense heading. Expenditure on raising funds includes those costs incurred on attracting donations and grant funding. Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and setvices for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them. Expenditure is allocated under the principal catogories of the SOFA on a basis designed to reflect the use of the resource. Direct costs relating to a particular activity are allocated direclly, supporl costs are allocated on the basis of staff lime. Governance costs include those costs associated with meeting the constitulional and statutory requir@ments of the charity 2nd include audit fees and costs linked to the strategic management of the charity. g) Fund accounting Unrestricted funds are available for use at the discretion of the trustees in furtheran of the general objectives of the charity and which have not been designated for olher purposes. Designated funds comprise unrestricted funds that have been set aside by the trustees for particular purposes. Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. h) Operating leases Rentals under operating leases are Charged on a straight-line basis over the term of the lease or until the next review date if earlier. i) Pension costs The charity operates a defined contribution pension scheme. Contributions payable to the scheme are charged lo the SOFA in the year to which they relate. 2 INCOME FROM DONATIONS AND LEGACIES 2024 2023 Core support grants Donations Legacies 291,495 124,669 390,847 113,129 416,164 503,976 Income from donations and legacies is comprised entirely of unrestricted funds in 2024 and 2023. 22
LEAP CONFRONTING CONFLICT NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 December 2024 3 INCOME FROM CHARITABLE ACTIVITES 2024 2023 Sales of Training Grants Improving Prospects Leadership & Enlerprise Rise Up Under Our Roof Fostering Connections Co-production Support Leap Growth and Development My Endz 61,749 37,910 65,000 150,000 60,827 69,500 187,000 92,191 112,000 48,349 25,000 60,000 399,835 57,496 794,907 631,950 Of the £794.907 recognised in 2024 (2023: £631,950), £733,158 was restricted fvnds (2023: £594,040) and £61.749 {2023- £37,910) unrestricted funds. 4 INCOME FROM INVESTMENT 2024 2023 Bank interest 1.240 1,240 2.355 2,355 Income from investments is comprised entirely of unrestricted funds in 2024 and 2023. 5 EXPENDITURE ON RAISING FUNDS 2024 Direct Costs 2024 Support Costs 2024 2023 Total Total Staff costs Events & davelopment 82,015 24,015 106,030 10.580 116.610 198,292 18.154 216,446 82,015 34,595 Expenditure on raising funds is comprised entirely of unrestricted funds in 2024 and 2023. 23
LEAP CONFRONTING CONFLICT NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 December 2024 6 EXPENDITURE ON CHARITABLE ACTIVITES 2024 Direct Costs 2024 Support Costs 2024 2023 Total Total Analysed by activity: Improving Prospects Leadership & Enterprise Rise Up Under Our Roof Take the Leap Conflict Management Programmes Fosterirlg Connections My Endz Programme Development 74,479 173,784 57,928 16.551 26,910 62,790 20,930 5,980 101,389 236,574 78,858 22,531 155,897 335,931 138,751 203,538 72,452 137,211 33,418 24,826 153,816 74,479 231,711 807.574 8,970 62,790 26,910 83,721 299,001 33,796 216,606 101,389 315,432 1.106.575 168,604 1.245.802 Analysed by nature: 2024 2023 Direct Costs Delivery staff salaries Trainer fees Other delivery costs Curriculum & evaluation development Policy, events and reports Recruitment, HR and staff training Consultancy fees 365,552 345,431 27,760 88 1,944 3,286 63,513 807 574 647,724 150.081 34.845 29,085 15,448 16,421 59,320 952,924 Support Costs Premises costs Office & IT costs Core slaff salaries Governan Staff costs Audit fees Trustees, expenses, inc. recruitment & strategy developmant 71,741 38,933 61,142 87,010 53,933 122,374 102,081 5,040 20,064 299,001 15,716 4,812 4,486 292,878 1106 575 1,245,802 Of the £1.106,575 èxpenditure in 2024 {2023: £1,245,802), £784,431 was rastrictad funds {2023.' £722,914} and £322,144 was unrestricted funds (2023.. £522,888). 24
LEAP CONFRONTING CONFLICT NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 December 2024 7 NET INCOME 2024 2023 This is stated after charging: Depreciation Audit fees Qperating lease rentals 5.725 5,040 51,707 6,137 4,812 51,707 8 TOTAL STAFF COSTS 2024 2023 Salaries Employerfs National Insurance Employer's Pension Costs Ex-gratia payment Recruitmenl. Training and Travel Temps and Agency Staff 501,280 46,329 28.185 1,793 8,708 102,347 688,642 830,243 69,670 50,205 1,154 12,179 32,675 996,126 Details of employees who received totsl employee benefits (excluding employer pension $ts) in excess of £60,000 are as follows= £60,000 - £70.000 £70,000 - £80.000 £80,000 - £90.000 £90,000- £100,000 2024 2023 2024 2023 No. The number of staff {full-time equivalent) during the year Charitable Aclivities Fundraising and publicity Support 11.5 10.4 19.1 2024 2023 Average monthly number of staff 14 22 2024 2023 Total employee benefits" of key management personnel 93,736 'employee benefits are comprised of gross pay. employer Nl and employer pension contributions. 25
LEAP CONFRONTING CONFLICT NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 December 2024 9 FIXED ASSETS Flxtures, fittings and equipment 2024 2023 Cost At 1 January 2024 Additions in year 139,779 139,778 Al 31 December 2024 139 779 139,778 reciation At 1 January 2024 Charge for the year 134.054 5,725 127,916 6,137 At 31 December 2024 139,779 134,053 Net book values at 31 December 2024 & 2023 5,725 10 DEBTORS 2024 2023 Trade debtors Staff loans Prepayments & other debtors Accrued income 21,600 7,346 27,239 11,144 59.983 41.445 32,404 81,195 11 CREDITORS: Amounts falling due within one year 2024 2023 Trade cr@ditors Deferred Income Accrued expenses Payroll creditors Other creditors 36,493 33,576 20,396 4,812 22,646 5,340 13.244 55.077 81,430 Deferred income relates to grants and donations received in advance of the next financial year and invoiced sales of training, the delivery of which takes place in the next financial year. An analysis of movements is shown below.. Deferred income 2024 Opening deferred income Amounts deferred in the year Released to income 20.396 20,396 12 CREDITORS: Amounts falling due after one year 2024 2023 Pension liability (refer lo note 14) 1,055 1,363 26
LEAP CONFRONTING CONFLICT NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 December 2024 13 OPERATING LEASE - MINIMUM LEASE PAYMENTS 2024 2023 Minimum lease payments due: Within 1 year Between 2 and 5 years Total minimum lease payments 51,707 51,707 51,707 103.414 51,707 14 CONTINGENT LIABILITIES The Pension Trust- The Growth Plan The charity participates in the above multi-employer pension scheme which provides benefits to some 1,300 non- associated participating employers. The scheme is a defined benefit scheme in the UK. It is nol possible for the charity to obtain sufficient information lo enable it to account for the scheme as a defined benefit scheme. Therefore it accounts for the scheme as a defined contribution scheme. The scheme is subject to the funding legislation outlined in the Pensions Act 2004 which came into force on 30 December 2005. This, together with documents issued by the Pensions Regulator and Technical Actuarial Standards issued by the Financial Reporting Council, set out the framework for funding defined benefrt occupational pension schemes in the UK. The scheme is classified as a 'last-man standing arrangement.. Therefore the charity is potentially liable for other participating employers. obligalions if those employers are unable to meet their share of the SGheme deficit following withdrawal from the scheme. Participating employers are legally required to meet their share of the scheme deficit on an annuity purchase basis on withdrawal from the scheme. A full actuarial valuation for the scheme was carried out at 30 September 2017. This actuarial valuation showed assets of £795m, liabilities of £926m and a defiGit of £131 m. To eliminale this funding shortrall. the trustees and the participating employers have agreed that additional contributions will be paid to the scheme as follows: From 1 April 2019 to 31 January 2025, £11.24m per annum (payable monthly and increasing by 3/0 each on 1st April). The recovery plan contributions are allocated to each participating employer in line with their èstimated share of Ihe Series 1 and Series 2 scheme liabilities. The charity's share of the recovery plan contribution5 amounts to £1,757 per annum, increasing by 3 % each year up to 31 January 2025. The full amount of the Gontributions due underthe original recovery plan which commenced in April 2013 totalling £11,741, was recognised as an expense in the year ended 31 December 2013. The recovery plan was subsequently amended with effect from 1 April 2016 and this resulted in an additional liability of £4.581 which was recognised as an expense in the year ended 31 December 2016. As a result of the most recent change to the recovery plan, effective from 1 April 2019. an additional liability of £1,670 was r8cognised as an expense in the year ended 31 December 2018. The estimated debt on withdrawal from the scheme is £10,162 (effeclive date September 2023>- 27
LEAP CONFRONTING CONFLICT NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 Decembèr 2024 15 CONTINGENT ASSETS - GRANT FUNDING 2024 2023 Total grant funding awarded but not recognised as income as at 31 December 2024 & 2023 640,475 938,710 16 RELATED PARTIES TRANSACTIONS No trustee received remuneration for their trusteeship in 2024 or 2023. £290 of travel and subsistence was reimbursed in 2024 to one trustee. 2024 2023 Unrestricted donations from related parties 43,700 9,963 17 TAXATION No Corporation Tax has been provided in these financial statements because the company, a registered charity, is within the exemption granted by Part 11 of the Corporalion Tax Act, 2010. 18 FUNDS STATEMENT 01-Jan 2024 31-Dec 2024 Income Expenditure RESTRICTED FUNDS Improving Prospects Leadership & Enterprise Rise Up Under Our Roof Take the Leap Fostering Connections Co-production Support My Endz 4,167 20.000 65,000 150.000 60,827 69.167 135,805 49,577 43,500 6,180 417,442 13,671 49.089 34,195 11,250 43.501 6,180 17.606 14,323 399,835 652 8,407 57,496 Totsl Restricted Funds 105,777 733,158 784,431 54,504 UNRESTRICTED FUNDS Gener21 fund Total Unrestricted Funds 217,823 217,823 479,153 479,153 438,754 438,754 258.222 258.222 Total Project Funds 323,600 1,212,311 1,223,185 312,726 Detsils relating to the funds listed above can be found in the Trustees, Report. 28
LEAP CONFRONTING CONFLICT NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 December 2024 18 FUNDS STATEMENT I Cont. Comparative infomiation for the movement in funds is as follows.. olan 2023 31iiec 2023 Income Expenditure RESTRICTED FUNDS Improving Prospects Leadership & Enterprise Rise Up Under Our Roof Take the Leap Fostering Connactions Co-production Support Wellbeing grant Capacity Building Consultancy Expert Advice Capacity Building Fund 35,000 39,429 19,270 71,334 49,247 69.500 187,000 92,191 112,000 100,333 206,430 111,461 139,834 43,067 30,743 25,004 400 60,000 3,070 2,574 4.167 20,000 43.501 6,180 17.606 14,323 48.349 25,000 14,327 400 60,000 3,070 2,574 Total Restricted Funds 234,651 594,040 722,914 105.777 UNRESTRICTED FUNDS General fund Total Unrestricted Funds 412,916 412,916 544,241 544,241 739,334 739,334 217,823 217,823 Total Project Funds 647,567 1,138,281 1,462,248 323.600 29
LEAP CONFRONTING CONFLICT NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 De¢ember 2024 19 ANALYSIS OF ASSETS AND LIABILITIES BETWEEN FUNDS 2024 Unrestricted 2024 Restricted 2024 Total Fixed Assets Tangible fixed assets Current Assets Stock Debtors Cash and bank 59,983 254,371 314,354 59,983 308,875 368,858 54,504 54,504 Llabilities Creditors falling due within one year Creditors falling due after one year 56,132 1,055 57,187 56,132 1,055 57.187 Net assets 257.167 311.671 Comparative information for the net assets and liabilities between funds is as follows: 2023 Unrestricted 2023 Restricted 2023 Total Fixed Assets Tangible fixed assets 5.725 5,725 Current Assets Stock Debtors Cash and bank 81,195 213,696 294,892 81,195 319,473 400,668 105,777 105,777 Liabilities Creditors falling due within one year Creditors falling due after one year 81,430 1,364 82,794 81,430 1,364 82,794 Net assets 217,823 105,777 323 600 30