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 pla￿S 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 ex￿lIent 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 AUD￿OR'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 D8￿rnber 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 COn￿rn, 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 e￿Or, 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 be￿een 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 re￿1vable
(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 ex￿edIng £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..
ol￿an
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