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2025-12-31-accounts

REGISTERED COMPANY NUMBER: 03647928 (England and Wales) REGISTERED CHARITY NUMBER: 1074453

REPORT OF THE TRUSTEES AND

UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2025

FOR

TRAIL-BLAZERS MENTORING LTD

Gibbons Mannington & Phipps LLP Chartered Accountants Landgate Chambers 24 Landgate Rye East Sussex TN31 7LJ

TRAIL-BLAZERS MENTORING LTD

CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2025

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Page
Impact Report 1 to 21
Reference and Administrative 22
Details Report of the Trustees 23 to 25
Independent Examiner's Report 26
Statement of Financial Activities 27
Balance Sheet 28
Notes to the Financial Statements 29 to 36
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IMPACT REPORT 2025

"It's given me a purpose and direction." - Trailblazers Mentee

168 91% 7:1 Mentees Did not re-offend Social Return on Supported Investment

Table of Contents

Word from our CEO 3
Why our Work Matters 4
How Trailblazers Works 5
Impact at a Glance 2025 6
Project Impact 7-9
Mentoring in Action 10-11
Project Highlights 12
Working in Partnership 13-16
Our People 17
Funding our Work 18
Word from our Chair 19
Thank you 20
Support Trailblazers 21

Word from our CEO[Julia Alexander ]

2025 has been a year of commitment, change and renewed focus for Trailblazers. Throughout the year, we have worked within a criminal justice landscape shaped by significant pressure and ongoing change.

In a criminal justice system under sustained pressure, it would have been easy to spread ourselves too thin, to chase activity over impact, or to lose sight of what matters most. Instead, we have chosen to be clear about our purpose: to deliver highquality mentoring and support that is relational, practical and capable of changing lives. This report is the result of that focus.

The report you are reading is evidence of a charity that has made clear choices - to focus its energy, strengthen its model and keep quality at the heart of everything it does. That is not always the easiest path for a small organisation, but it is the right one. It is how we protect the integrity of our work, deepen our impact and ensure that men receive support that is both credible and consistent.

Our 2025 results show the value of that focus.. In 2025, 91% of the men we supported did not reoffend 12 months after release, in comparison to the latest figures with reoffending rates as high as 66%. Trailblazers supported 168 men across the year, delivering 1,715 hours of mentoring and advocacy support. Our average annual cost of mentoring and supporting one mentee was £2,403, set against a national annual prison cost of more than £56,000. Independent analysis places our social return on investment at 7 :1 , showing that every pound invested creates meaningful value for individuals, communities and the wider public purse.

Trailblazers is not simply a cost-effective intervention. It is a human one. What our mentors, staff and partners do every day - showing up, building trust, staying the course - cannot be measured fully in financial terms. Its value is seen in the moments that matter: when someone leaves prison and is not alone, when immediate barriers are removed, when confidence begins to grow, and when hope turns into action.

The stories in this report remind us that change rarely happens all at once. It is built through trust, persistence and relationships that hold steady when life feels uncertain. That is what Trailblazers exists to offer, and I remain deeply grateful to our staff, volunteer mentors, trustees, funders and partners who make that possible every day.

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Why our Work Matters

Prison should be a turning point.

Without the right support, it can too easily become the start of another struggle. Trailblazers exists to change that.

Leaving prison without support increases risk

There are roughly 87,000 people held in prison annually, according to official statistics. Each year, tens of thousands of people are released from prison and expected to rebuild their lives, often within a system under significant strain. By the end of 2024, 1 in 4 prisoners were being held in overcrowded conditions, and in 2025 this pressure continued to be reflected in the use of the early release scheme. Between September 2024 and September 2025, 48,931 people were released from prison, many leaving custody unprepared and facing a transition that is often short, uncertain and high pressured.

Official statistics show that 43.8% of adults released from custody commit a proven reoffence within a year, rising to 66% for those released from sentences of less than 12 months. Set against this, Trailblazers’ reoffending rate of 9% is a powerful indicator of impact. It means that 91% of mentees did not reoffend , showing the value of the practical and relational support provided by Trailblazers staff and volunteers in helping men move away from crime and build more stable futures.

Many prison leavers face multiple barriers

Trailblazers gave me someone who believed in me at a time when I had nothing and no one. They helped me to think about the future.

Mentee , Trailblazers Mentoring

66% v 9%

released from sentences of less than 12 months reoffended. 91% of Trailblazers mentees don’t.

66%

Needed employment support up to 6 months post release.

15% v 1%

Were care experienced when compared to those that had not been in care.

19%

Needed accommodation support 3 months post release.

The challenges do not stop at the prison gate. Securing safe accommodation, managing health needs, accessing benefits, and finding work or training are all essential to building stability after release, yet these barriers are often significant.

Latest data shows that 19% of prison leavers were still in need of accommodation three months after release, and 65% were not in employment six months after release, highlighting the level of support many need to rebuild their lives. For younger men, the picture can be even more complex. 78% of prison leavers matched to school records had identified special educational needs. Office of National Statistics analysis also found that 15% of looked-after children had received an immediate custodial sentence by age 24, compared with 1% of children who had not been in care.

Why Trailblazers’ model works

helping men move forward with stability, purpose and the belief that change is possible.

Sources:

HM Prison and Probation Service, HMPPS Annual Digest 2024 to 2025; Ministry of Justice, Offender Management Statistics Quarterly: April to June 2025; Ministry of Justice, SDS40 release data, England and Wales. Ministry of Justice, Proven reoffending statistics: January to March 2024. Ministry of Justice, Annual Report and Accounts 2024 to 2025: Performance.

Ministry of Justice, Prison education in England: educational background, characteristics and criminogenic needs; Office for National Statistics, The education background of looked-after children who interact with the criminal justice system.

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Trailblazers provides the right support at the right time, helping people move forward and build stronger futures

IMPACT AT A GLANCE 2025

Real support. Stronger futures

91% Did not re-offend 12 months post release

168 People supported in 2025

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126
New Mentoring
Matches in 2025
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1,715 Hours of advocacy and mentoring support

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322
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CARE PACKAGES provided to 100 mentees

Care packages provided essentials such as phones, food and clothing vouchers, helping mentees meet immediate needs on release to take early steps towards stability.

KEY NEEDS OF MENTEES IDENTIFIED IN 2025

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63% 33% 28% 58%
were 25 & under, Were care Identified as were from the
-
up 38% from 2024 experienced, up 20% neurodivergent Global Majority, up
from 2024 up 19% from 2024 5% from 2024
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£2,403 Vs *£56,618 SROI 7:1 Average annual cost £7 of social value generated Costs to support of keeping one person in for every £1 spent one mentee for a year prison

Trailblazers delivers a highly cost-effective intervention, changing lives, helping to reduce re-offending and creating wider social value for communities

*Ministry of Justice, Annual Report and Accounts 2024 to 2025: Performance.

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Project Impact

Across our sites, project teams and volunteer mentors worked alongside people before and after release, providing tailored support that responded to different needs, oppuntunties and challenges.

West Midlands - HMYOI Brinsford

Supporting younger men to build direction and confidence before release

77 mentees 64% achieved outcomes Average age 22 supported overall

Brinsford worked primarily with a younger cohort, with strong demand for education, training and employment support alongside finance, health and wider confidencebuilding support. The data highlights the value of early, tailored intervention in helping younger men build stability, direction and stronger foundations for release.

39% 31% 42% care experienced Neurodiverse Global majority

87% of mentees did not re-offend

Sometimes the biggest change starts with simply showing up, listening, and staying alongside someone as they begin to believe things can be different. Mentor , Trailblazers Mentoring

South East - HMP Bullingdon

Supporting men to overcome barriers and move towards stability, opportunity and employment

30 mentees 80% achieved outcomes Average age 26 supported overall

At Bullingdon, the strongest outcomes were linked to employability and practical resettlement support. The data suggests that when education, training and employment support is combined with help around accommodation and wider stability, that men are able to move forward with greater confidence and opportunity.

27% 33% 50% care experienced Neurodiverse Global majority

91% of mentees did not re-offend

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Project Impact

London - HMP Brixton

Supporting men through trust-based mentoring and sustained personal progress

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41 mentees
66% achieved outcomes Average age 27
supported
overall
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At Brixton, the data points most strongly to progress in confidence, wellbeing and 41 mentees supported | 65.9% achieved outcomes overall | Average age 27 future outlook. This reflects the value of sustained, relationship-based mentoring in helping older men build trust, shift thinking and move forward with greater stability and accountability.

27% 24% 90% care experienced Neurodiverse Global majority

93% of mentees did not re-offend

Trailblazers Mentoring matters because it gives the men in HMP Brixton consistent belief, practical guidance, and a space to rethink what their future can look like. Trailblazers’ work doesn’t just support personal change, it builds hope, confidence, and accountability. I value what they do because they meet people where they are in their journeys, invest in their potential, and help them take steps that strengthen not only their own lives, but the wellbeing of our wider community.

Marsha Silburn

Head of Reducing Reoffending, HMP Brixton

Across our Three Projects

The comparison between 2024 and 2025 shows that demand for Trailblazers’ support remains strong and increasingly concentrated. In 2025, Trailblazers supported 168 men, up from 150 in 2024 with a 12% increase despite operating through a more focused delivery model.

This is important because it suggests not only continued reach, but a growing need for support that can respond to complexity. The 2025 profile of men supported shows high levels of age-related vulnerability, care experience, neurodiversity and wider disadvantage, underlining that progress is rarely linear and that one-size-fits-all support is unlikely to be effective. For funders and partners, the message is clear: there is sustained demand for services that combine trusted relationships with practical help, and that are able to work responsively with men facing multiple barriers to stability, opportunity and long-term change.

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What made the difference for me was having someone who listened
without judgement and didn’t give up on me when I was released.
-Trailblazers Mentee
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Every mentee’s journey is different. With the right person-centred support, change becomes possible. The story that follows shows this in action.

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MENTORING IN ACTION

From Uncertainty to Purpose

For one young man, support began before release, at a point when he felt “ confused ” and had “ no direction ”. Like many approaching release, he was unsure what life would look like on the outside or how he would manage the transition.

What began to change that was not one moment, but the consistency of support - someone showing up, listening, and helping him believe that things could be different. That relationship was already in place by the time he left custody.

On the day of release, he was met at the gate and supported with the practical realities of starting again - a phone with credit, food and clothing vouchers, and the basics needed to get through those first few days. But what stood out most to him was not just the practical help, but the feeling of not being alone at that moment.

I had support from day one - a phone, food, clothes - the things you need when you’re starting again. But more than that, my mentor showed me what a good mentor looks like. That’s why I want to give back and help others now.

As he began rebuilding his life in the community, the support continued. He spoke about the value of regular conversations and “ positive reinforcement ” that was “ keeping me on track ”. When things felt confusing or overwhelming, he knew he had someone he could contact, someone who would listen and help him work through what was on his mind. Over time, that consistency helped him not only stay focused, but start seeing himself differently.

The most powerful Before Trailblazers, I was confused. I had no direction. change came from the mentee It’s given me a purpose and a direction. Sometimes I’d himself, in his own text just my mentor to offload what was in my mind, words: and they would listen and support me.

That growing confidence was matched by practical progress. He was supported to secure a DBS, complete health and safety training, enrol on a youth work course, and take part It’s given me a purpose and a direction. in speaking opportunities that helped him build confidence and recognise the value of his own voice.

It helped me understand that my voice is still important.

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MENTORING IN ACTION

Mentors described this kind of change as the result of a relationship built on trust rather than judgment. As one mentor reflected:

I’m not here to judge you… I’m here to help you move forward and to help you, help yourself .

Another spoke about the importance of being “ genuine ” and willing to “ just listen ” - creating a different kind of relationship, one that helps someone begin to believe in themselves again.

Staff see that same journey from another angle. They spoke about the importance of meeting immediate needs, helping people get through those first difficult days, and staying alongside them as they work towards stability, employment and a different future. As one staff member put it:

It gives men hope. - not just in the future, but in themselves.

For this young man, hope turned into action. The example set by his mentor stayed with him.

He spoke about learning what a good mentor really is:

Someone who shows up, is present, and can be relied on.

Today, he is mentoring young people himself, supporting those facing trauma, challenges at home and involvement with the police. He is using his experiences for something positive - giving back and helping others avoid the choices that can change the course of a life. Alongside this, he has developed a strong entrepreneurial drive and now aspires to start his own organisation to support the next generation. He also continues to be a committed supporter of Trailblazers.

What makes this story so powerful is not only that he has moved forward, but how far that journey has gone. He is no longer speaking only about what he needed - he is speaking about what he now wants to give.

What began with “ no direction ” has become purpose.

What began with support has become leadership .

What began with one person showing up has become a determination to show up for others .

This is what becomes possible when someone is supported not just to move forward, but to become someone who lifts others with them and inspires new futures.

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Project Highlights

2025 was a year of connection and shared achievement. Across our projects, important milestones helped strengthen support for the men we work alongside, while moments of recognition and lived experience reflected the wider impact of Trailblazers’ work.

Milestone Moment

A major highlight of the year was the launch of our mentoring project at HMP Bullingdon . Our first cohort of volunteers completed training and have now been matched with mentees, marking an important step in expanding Trailblazers’ support in the South East.

Expanding Trailblazers reach in the South East

Recognising Outstanding Contribution

Celebrating the commitment of our mentors

During Volunteers’ Week, Trailblazers partnered with Room to Reward to celebrate mentors who had gone above and beyond in their support of mentees.

It's about two willing people that want to work together for an end goal. Mentoring is something that I take a sense of pride in

Mentor ,

Trailblazers Mentoring

Beyond Mentoring

Trailblazers works with universities and educational establishments to bring lived experience into spaces where future policy and practice are shaped, while giving mentees opportunities to build confidence and share their perspectives. At Reimagining Rehabilitation , co-hosted at the Barbican Centre with 60 postgraduate students from the London School of Economics, mentees spoke about the realities of reducing reoffending and worked with students to explore better approaches to criminal justice policy. As Johann, Course Leader at LSE, reflected: “ What unfolded during the session was a true model of mutual learning .”

Bringing lived experience into learning and practice

The University talk at the Barbican showed how powerfully mentees can use their lived experience to inspire others. Our work is not only about supporting men, but also about changing perceptions through advocacy and visibility.

Yemi ,

Project Manager, Trailblazers

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Working in Partnership That Makes Change Possible

Partnerships are central to Trailblazers’ impact. By working alongside employers, creative organisations, counsellors and wider resettlement networks, we are able to widen opportunity, strengthen support and help men move forward with greater confidence, stability and hope.

Two years of partnership in action

Over the past two years, Severn Trent has shown what committed corporate partnership can achieve. Since the partnership began, Severn Trent mentors have supported 35 mentees through more than 450 mentoring sessions, alongside employability workshops in custody and in the community. The partnership has also helped deepen understanding of the barriers faced by people leaving prison and challenge stigma around employment and reintegration.

2 years of partnership | 35 mentees supported | 450+ mentoring sessions

Mentoring gives people a chance to talk, grow in confidence and see new possibilities for the future.

Connor Quigley

Education Officer, Social Impact Team, Severn Trent

Alongside one-to-one mentoring, Severn Trent has supported Trailblazers through employability activity, wider volunteering and practical collaboration. Together, these contributions have helped strengthen the pathways that mentees rely on as they rebuild their lives after custody.

Creating change together

Staff mentoring people in custody Employability workshops in custody and in the community Volunteering and practical support Organisational learning that helps challenge stigma and widen opportunity

Severn Trent’s partnership goes beyond mentoring alone, helping to build confidence, widen opportunity and create stronger futures. It shows how employers can use their skills, time and influence to help create real

chances for mentees. Sarah Ball

Service Delivery Director, Trailblazers

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Working in Partnership

That Makes Change Possible

Creativity and mentoring working together

Since 2024 , Trailblazers has partnered with Finding Rhythms to combine one-to-one mentoring with creative music-based support. In 2025, 7 people were supported through the partnership, with 33 hours of mentoring delivered, helping to create a more holistic pathway around confidence, relationships, employability and life after prison.

7 people supported in 2025 | 33 hours of mentoring delivered

Trailblazers’ support is just invaluable. It feels like we’ve got such a strong partnership - it’s the music side of things, plus the mentoring.

Catherine Bullough Programme Manager, Finding Rhythms

The partnership helps participants access more than one form of support at the same time. By combining creative expression with trusted one-to-one mentoring, it helps young people build confidence, strengthen relationships and make practical progress towards employment and a more stable future.

Music can open the door to connection, and mentoring helps turn that connection into trust, encouragement and progress.

Mentor Trailblazers Mentoring

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Working in Partnership

That Makes Change Possible

Counselling strengthening support in the Midlands

Since 2022, Trailblazers has partnered with Brighter Teaching to strengthen support in the Midlands through specialist counselling. To date, 15 counsellors have supported mentees in custody and through the gate, providing an additional layer of support for those dealing with trauma, emotional challenges and the realities of readjusting to life after release.

Since 2022 | 15 counsellors engaged | In custody and through the gate

Our partnership continues to grow from strength to strength. The counselling, combined with the encouragement, motivation, and inspiring support offered by Trailblazers, creates a meaningful and wellrounded package of support for people leaving prison. Tommy Sylvester Brighter Teaching

This partnership strengthens Trailblazers’ model by ensuring that mentoring can be complemented by emotional support where it is needed most. By combining practical resettlement support with counselling, Trailblazers is better able to help mentees build resilience alongside greater stability and confidence.

Counselling support alongside What makes the Brighter Teaching

mentoring partnership so valuable is that it

Support for trauma, emotional adds specialist emotional support to wellbeing and reintegration our wider mentoring model, helping In-custody and through-the-gate to create a more holistic pathway for delivery men navigating release and A stronger, more holistic pathway for mentees Steph reintegration. Project Manager, Trailblazers

15

Working in Partnership

That Makes Change Possible

Referral, resettlement and opportunity networks

Partnership working is a vital part of Trailblazers’ approach, helping men move beyond immediate barriers and towards greater stability, confidence and opportunity.

While mentors support men to work towards their personal goals, Trailblazers’ wider referral network helps address the practical barriers that can make the transition from custody to community feel overwhelming. Across our services, staff help connect men to the right support at the right time.

No single organisation can meet every need a man may face as he moves from custody into the community. By working alongside a strong network of partners, Trailblazers helps men overcome practical barriers such as digital poverty, ID, banking, benefits, housing, travel, employment, education and training. For many of the men we support, these are essential foundations for stability.

Together, this joined-up approach helps men build confidence, reduce isolation and take positive steps towards a different future.

By offering tailored support around For many men, the biggest challenges accommodation, employment and on release are housing, uncertainty and access to community services, we help navigating services. By combining young men navigate what can often feel practical support networking with like an overwhelming transition back partners, we remove barriers to into the community that many take for employment and a clearer path forward granted. for hope.

Clare John Trailblazers, Project Support Worker Trailblazers, Careers Service Manager

Trailblazers, Careers Service Manager

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Our People

In 2025, Trailblazers continued to grow and strengthen its mentor community. Applications to become a Trailblazers mentor rose from 78 in 2024 to 138 in 2025, reflecting growing interest in the role and the value of the support provided to volunteers. This growth was supported by a rigorous five stage recruitment process designed to ensure mentors are well suited, skilled and fully prepared to support mentees. With 38 new mentors trained in 2025, Trailblazers continued to build a committed volunteer community able to provide consistent, meaningful support to mentees.

Volunteer mentors continued to play a vital role in Trailblazers’, with growing interest up 77% from 2024, strong recruitment and an increasing sense of community across the mentor network.

The level of interest in volunteering with Trailblazers is incredibly encouraging. With increased funding, we could train and support more mentors, reaching more people at a critical point in their journey and increasing the impact of our work.

Kate

Volunteer & Partnership Coordinator, Trailblazers

2024 2025
Staff team 10 9
Volunteer mentors 47 60
New mentors trained 32 38
Mentor applications received 78 138
Mentoring sessions delivered 1,532 1,649
Mentees supported 150 168

The People who Make Change Possible

Trailblazers recruits and develops “brilliant mentors” who bring “a wide range of skills, experience, kindness and commitment.

Catherine Bullough, Finding Rhythms

Building connection and belonging

As part of Trailblazers’ volunteer strategy, regular mentor drop-ins and volunteer socials helped build connection, a sense of fun, peer support and a stronger sense of belonging across the mentor community. Internal newsletters also kept volunteers, staff and trustees connected and regularly updated on work across different regions, including upcoming opportunities, jobs and training for mentees and mentors. Together, these approaches helped mentors feel more connected to Trailblazers and to one another.

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Governance
7%
Fundraising
8%
85p of every £1
was spent on
service
delivery
Service Delivery
85%
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Funding our Work

How funding helped make support possible in 2025

In 2025, Trailblazers had an annual income of £498.7k , helping us provide mentoring, practical resettlement support and pathways into employment for men in custody and in the community.

We are committed to directing the majority of our resources towards frontline support. In 2025, 85% of expenditure was spent on service delivery , 8% on fundraising and 7% on governance .

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Value for Money
£2,403 £7
annual cost to social value for
support 1 every £1 invested
mentee (SROI)
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Where income came from

84% of our income came from trusts & foundations, highlighting the importance of funders who continue to invest in longterm change. Alongside this, donations & fundraising events also made an important contribution, including:

£17,500 Fundrasing event £20,500 Donations £6,000 The Big Give £5,000 Bridge Recruitment comedy night

Independent SROI analysis. Available on request.

How fundraising translated into support

Funding in 2025 helped Trailblazers provide mentoring, advocacy and practical resettlement support. It enabled us to respond to immediate needs and move forward with education, training & employment.

Independent analysis found that Trailblazers generates £6 of social value for every £1 invested.

Trailblazers delivers high-impact, cost-effective support,

helping create safer communities, stronger futures and wider social value

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Word from our

chair[Sheridan Mangal]

When I was appointed as Chair, two things quickly became clear: the strong alignment between the Board and Trailblazers’ leadership, and the open, constructive way in which that relationship works. There is a shared commitment to the charity’s mission and to the men it exists to support, underpinned by both good governance and practical support when challenges arise.

Over the past year, the Board has continued to provide strategic, financial and governance oversight to help ensure that Trailblazers delivers its work with care, accountability and integrity. But effective governance is about more than scrutiny alone. It is also about helping the charity stay resilient, focused and able to respond well in a demanding and changing environment.

Like many small charities, Trailblazers faces ongoing pressures, from funding and staffing challenges to increasing operational and regulatory demands. Despite this, the charity has continued to deliver meaningful impact. A 91% rate of men not reoffending 12 months after release, alongside positive outcomes for mentees and continued engagement from new mentors, reflects the commitment of Trailblazers’ leadership, staff, volunteers and partners. These outcomes matter not only to the men being supported, but to families, communities and society more widely.

This year, the Board has also supported Trailblazers in strengthening its strategy, with clearer priorities and an ambitious but realistic direction for the future. As the charity continues to grow and develop, the Board must evolve alongside it, providing the guidance, oversight and encouragement needed for the next phase. At a time when need remains high and the wider environment remains challenging, continued support from funders, partners and advocates will be vital in helping Trailblazers sustain and deepen its impact.

The wider prison system remains under significant pressure, which makes Trailblazers’ work more important than ever. Its model goes beyond encouragement alone, combining trusted relationships with practical support before and after release to help men rebuild their lives, regain stability and reduce the risk of reoffending.

I want to extend my sincere thanks to everyone who contributes to Trailblazers’ success - staff, volunteers, partners, funders and fellow trustees. As Chair, I have seen first-hand the professionalism, care and shared purpose that runs through this charity. Reoffending data is one important measure of impact, but the voices of mentees speak just as powerfully to the human value of this work. I look forward to seeing Trailblazers continue to build on its achievements in the year ahead.

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Thank you

To everyone who stood alongside Trailblazers in 2025

Trailblazers does not work in isolation. Our impact is made possible by the people and organisations who invest in second chances, stronger futures and the potential of the men we support. We are deeply grateful to every funder, donor, volunteer, trustee, member of staff, partner and supporter who stood alongside us in 2025.

With thanks to our trusts and foundations

(awarding £5,000 and over in 2025)

AB Charitable Trust The Albert Hunt Trust The Belpech Trust CABWI

The Cedar House Charitable Trust City Bridge Foundation The Clothworkers' Company The Crucible Foundation Edward Cadbury Trust The Eveson Trust G.I.L. Charitable Trust

The Grocers' Charity Lloyds Bank Foundation Merriman Charitable Foundation National Lottery Awards for All The Robert Garvon Charitable Trust

Robert McAlpine Foundation Rothschild Foundation The Steel Charitable Trust The Noel Sweeney Foundation Wyseliot Rose Charitable Trust

Donors

Pro bono support

We are also grateful to everyone who donated to Trailblazers in 2025, including through the Big Give, individual donations, fundraising events and the Bridge Recruitment comedy night. Your generosity helped provide vital unrestricted income and strengthen the support available to the men we work alongside.

Most of all, we want to thank the men we work alongside. It is a privilege to support you, learn from you and walk alongside you.

Together, you help inspire new futures.

With thanks to Clifford Chance for the pro bono legal support that continues to strengthen Trailblazers behind the scenes. To Andy Aitchison for his incredible photography.

20

Support Trailblazers

Help us to continue to inspire new futures.

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Charity Number: 1074453

21

TRAIL-BLAZERS MENTORING LTD

REFERENCE AND ADMINISTRATIVE DETAILS FOR THE YEAR ENDED 31 DECEMBER 2025

----- Start of picture text -----
TRUSTEES T Pauk (resigned 31/7/2025)
R James-Ford (resigned 30/10/2025)
D Hall (resigned 30/4/2026)
J Danton (resigned 31/7/2025)
C F Lofters
J H Kitchin (Treasurer)
D Troman
S F Mangal (Chair)
P C J W Cliff (appointed 13/2/2025)
M R D Pepper (Vice-Chair) (appointed 13/2/2025)
Z M Wiles (appointed 13/2/2025)
REGISTERED OFFICE Landgate Chambers
Rye
East Sussex
TN31 7LJ
REGISTERED COMPANY 03647928 (England and Wales)
NUMBER
REGISTERED CHARITY 1074453
NUMBER
INDEPENDENT EXAMINER Gibbons Mannington & Phipps LLP
Chartered Accountants
Landgate Chambers
24 Landgate
Rye
East Sussex
TN31 7LJ
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Page 22

TRAIL-BLAZERS MENTORING LTD (REGISTERED NUMBER: 03647928)

REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 DECEMBER 2025

The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 December 2025. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

OBJECTIVES AND ACTIVITIES Objectives and aims

Trailblazers objectives are:

The rehabilitation of persons who are or have been subject to a criminal charge and are serving a custodial sentence in one of His Majesty's Prisons or Young Offenders Institutions, by means of educational training, mentoring or guidance provided to such persons so as to assist in their rehabilitation into the wider community.

Aims:

Public benefit

The Trustees, having reviewed the main activities undertaken by Trailblazers to further its charitable purposes for the public benefit, conclude that public benefit continues to be derived from Trailblazers activities. Trailblazers reduces the likelihood of re-offending by preparing offenders for release and supporting them during a transitional period post-release. Trailblazers' consistent success in achieving significantly lower re-offending figures as compared with the national average (see below) provides a tangible public benefit. Reduction in crime leads to safer communities and fewer victims of offending behaviour, and in addition contributes to a reduction in the costs to the public purse associated with policing, court processes and holding an individual in a prison or young offenders institution.

The Trustees have complied with the duty in section 4 of the Charities Act 2006 to have due regard to public benefit guidance published by the Commission.

Volunteers

Volunteer mentors are trained to listen, advise, support and challenge their mentees, and help them plan their future after release from custody.

Mentoring is primarily intended to take place inside the prison in the final six months of the mentee's sentence and continue post-release for up to a further twelve months.

Mentoring consists of a structured programme delivered using toolsets which comprise Introduction to Mentoring, Better Relationships, Asserting Myself, Money Matters, Getting to Work, and Through the Gate.

FINANCIAL REVIEW

Financial position

The finances of the charity continue to be stable with a surplus of £18,377 compared with a surplus in 2024 of £24,821. Reserves amounted to £117,077. The cash position remains strong at £309,536. The financial position is reviewed monthly by the Chair, Treasurer and CEO and by the Trustees at quarterly board meetings.

Page 23

TRAIL-BLAZERS MENTORING LTD (REGISTERED NUMBER: 03647928)

REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 DECEMBER 2025

FINANCIAL REVIEW

2025

All pre-existing grantors have continued to fulfil their funding promises and new applications for funding to trusts and foundations were increased in response to the tightening funding conditions within the grant-making sector. Key funders of £10k and over were AB Charitable, National Lottery, Steel Trust, Cedar House Trust, GIL Charitable Trust, Clothworkers Foundation and Eveson Trust.

In keeping with the Strategic Plan developed in 2025, the charity is now actively pursuing its goal to diversify sources of income and raised £17k from the first internal fundraising event in November. Trailblazers also benefitted from pro-bono support offered by Clifford Chance LLP and the Lloyds Bank Foundation.

Investment policy and objectives

Trailblazer's funds are largely due to be used in the short term, so the Trustees consider that long term investment is inappropriate. Funds not required immediately are therefore held in a deposit account or short-term bonds.

Reserves policy

Trailblazer's reserves ambition is to have unrestricted funds i.e., not committed or invested in tangible fixed assets in reserve to cover between three and six months of expenditure should the charity experience any significant fall off in funding. The level of unrestricted reserves on 31 December 2025 was £117k (2024 £98.7k) equivalent to circa three months expenditure. This level of reserves is greatly mitigated by the very healthy cash position of c.£309.5k representing grants already received in respect of expenditure planned for 2026 and covers circa eight months of expenditure.

FUTURE PLANS

Looking ahead to 2026, a range of opportunities are emerging, including continued collaboration with existing and new partners, further development of mentoring and support services, and the continued implementation of our volunteer strategy with new roles. A new fundraising manager, starting in June 2026, will lead efforts to diversify income streams and strengthen the charity's financial sustainability.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

Trail-Blazers Mentoring Ltd (also known as Trailblazers), is a charitable company limited by guarantee without share capital, - which was incorporated on 12 October 1998 and registered as a charity on 1 March 1999. The company's governing documents are its Articles of Association. New Articles of Association were adopted on 30th April 2026. In the event of the company being wound up members are required to contribute an amount not exceeding £10.

Members of the Board of Trustees

Members of the Board of Trustees, who are Directors for the purpose of company law and Trustees for the purpose of charity law, who served during the year and up to the date of this report are set out on page 1 of this document.

In accordance with company law, as the Company's Directors, we confirm that so far as we are aware, there is no relevant information of which the Company's independent examiners are unaware; and as the Directors of the Company we have taken all the steps that we ought to have taken in order to make ourselves aware of any relevant information and to establish that the charity's independent examiners are aware of that information.

Recruitment and appointment of new trustees

Trailblazers aims to have not less than four Trustees at any one time, and up to a maximum of twelve. As soon as a serving Trustee declares an intention to resign, the Trustees endeavour to recruit a new Trustee. From time to time the Board reviews the skills and diversity of existing Trustees and identifies gaps. Trustees are recruited by means of personal approach and wider advertising via the national press and specialist Third Sector publications. The Board aims to include more trustees with lived experience and involvement in the criminal justice system.

Page 24

TRAIL-BLAZERS MENYORIMG LTD RtPORT OF THE TRusfEES FOR THE YEAR ENDED 31 DECEPIBER 2025 srRucniRE, GOVERNANCE A14D MAIIAGEMEIIT Oryanls•tlonal structur• Day to day responsibility Is delegated to the CEO who has general oversight of the charity's services. flnancial management. legal compllance. human resources. fundralslng. marketlng, public relations an(1 rlsk management. The CEO is supported by the Board of Trustees who meet quarterly as a Board to contribute to the strategic dlrection and policy of the Charlty. The Board of Trustees establlsh and contlnually monitor an annual workplan supported by the CEO wf(h bi-monthly supeFvlslon meetlngs between the Chalr and CEO. Informally* the CEO and Chair endeavour to meet frequently. The CEO has peer support through a sponsored Charltles, CEO fonjm. The Servlce Oellvery Dlrector (SDD) Is responslble for overseelng all projert artIV￿leS. Thls Includes supportln9 and supervlslng the ProJ"ect Managers (Pms), monitoring KPIS and geeking to ensure that outcomes are achleved. The SOD has a key role in the strateglc planning and development of servlces and partnershlps. - Each project Is led by a PM who Is based at the relevant pr550n. The PM has day to day responslblllty for the management of that projett Induding the recruitment and tralnlng of mentor5 and the th0051ng of mentees, matchlng of mentors to mentees. meetlng targets and effecuve data management and record keeplng. fn 2025. Pms We￿ In place at HMPYOI 6rlnsford- HMP Brfxton: HMP Bulllngdon and HMPYOI Is15 untll August 2025 when TraIlblaZe￿ w￿hdreW from the prbson. Volunteer and partner recrultment and support Is provlded to the team by the Volunteer and Partnershlp Coordlnator. Communlty Support Worker5 provbde Intenslve practkal 5UPPOrt to rnentee5 In the slx weeks prk>r to release and In the communlty after release. Trallblazers also employ a Flnance & Admlftlstratlon Offker 4vho manages all the operatlonal and flnance funrtlons of the charlty. Monthly mana9ement accounts are pmduced wlth the help of the Treasurer. Inductlon •nd tr•lnlng of new trustw• After èn Inltlal approach, prospectlve Trustees meet wth the Chalr and at least one other Trustee followed by a meetlng ¥Ylth the CEO. These meetlngs will Include a full brtefing on the legal and flnanclal responslbilltles of Trustees, and a thorough explanotlon of the ¥york of the charlty. The prospertlve Trustees recelve: The Memorandum and Artlcles of Assoclation. Report. The latest pub115hed Annual Accounts and Trustees, - Current management accounts, and current years budget. Mlnutes of the p￿vIOuS three Board meetings. A copy of the latest relevant Charity Commlssion guldance for Trustees. - The charlty's safeguardlng pollcy and online trainlng In safeguarding. After attendlng a Board meetlng as an observer, a declslon is Made by the Trustees. In consultatlon wlth the prospective Trustee and the CEO as to suitabilbty. The fornial vote to elect a new Trustee takes place at the next appropriate Board meetlng and must be ratlfied at the next Annual General Meetlng. On appolntment by the Board, each tnjstee Is provlded with a fomial indurtion. 2&t fjLI 202ts Approved by order of the board of trustees on ...................... ...................... and signed on tts behalf by- S F Mangal - Trustee

114DEPENDENf EXAMINER'S REPORT TO THE TRUSTEES OF TRAXL-BLAZERS MENTORING LTD Independent examiner's report to the trustees of Trail-Blazers Mentorlng Ltd {'tht Companv.) I report to the charity trustees on my examination of the accounts of the Company for the year ended 31 December 2025. Responslbilltoes and basis of report As the chanty's trustees of the Cofflpany land also ils directo￿ for the purposes of company lawl you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 I'the 2006 Act'}. Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examlnation of your harity's accounts a5 carrled OLtt under Section 145 of the Charities Act 2011 I'the 20 1 I Att'l. In carryin9 out my examination I have followed the Dirertions 9iven by the Chanty Commission un¢Jer Section 145{51 (bl of the 2011 Act. Ind•pendent eJtamln•r's statement Since your charity's oross income exceede<l £2SO,000 your examiner must be a member of a Ilsted body. I can confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants In England an¢J Wales, which is one of the listed l)odles. I have completed my examination. I confirm that no matters have corne to my attentlon In connectlon wlth the examinatlon glving me cause to belleve.. aceounting records were not kept In respert of the Company as required by Sectlon 386 of the 2006 Act.. or the accouTht5 do not accortj wlth those rtcords.. or the accounts do not comply with the occounting requlrements of Section 396 of the 2006 Act other fhèrt any requirement thai the accounts give a true and fair vlew which is not a matter consldered as part of an Independent examination.. or the accounts have not been prepared in accordance wlth the methods and p￿ncIpleS of the Statement of Recommended Pract1￿ for accountin9 and reporting by ¢harltles (applicable to charitle5 preparlng their accounts in accordance with the Financlal Reporting Standard appllcable In the UK ènd Aepubllc of Ireland IFRS 1021). I have no concerns and have come across no other matter5 In connertlon with the examlnation to whlch attentlon should be drawn In thls report in order to enable a proper understandln9 of the accounts to be reached. Mr K. Luck FCA Gibbons Nannlngton & Phlpps LLP Chartered Accovntants Landgate Chambers 24 Landgaie Rye East Sussex TN31 7U Dète- Pa9e 28

TRAIL-BLAZERS MENTORING LTD

STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 DECEMBER 2025

Unrestricted
Restricted
fund
funds
Notes
£
£
INCOME AND ENDOWMENTS FROM
Donations and legacies
3
83,536
11,500
Charitable activities
5
Mentoring of young offenders
216,146
182,936
Investment income
4
4,704
-
Other income
-
-
Total
304,386
194,436
EXPENDITURE ON
Raising funds
-
37,598
Charitable activities
6
Mentoring of young offenders
-
442,847
Total
-
480,445
NET INCOME/(EXPENDITURE)
304,386
(286,009)
Transfers between funds
15
(286,009)
286,009
Net movement in funds
18,377
-
RECONCILIATION OF FUNDS
Total funds brought forward
98,700
-
TOTAL FUNDS CARRIED FORWARD
117,077
-		 2025
Total
funds
£
95,036
399,082
4,704
-
498,822
37,598
442,847
480,445
18,377
-
18,377
98,700
117,077		 2024
Total
funds
£
117,055
337,534
5,073
4,000
463,662
23,868
414,973
438,841
24,821
-
24,821
73,879
98,700

The notes form part of these financial statements

Page 27

TRAIL-BLAZERS MENTORING LTD

BALANCE SHEET 31 DECEMBER 2025

CURRENT ASSETS
Debtors
Cash at bank
CREDITORS
Amounts falling due within one year
NET CURRENT ASSETS
TOTAL ASSETS LESS CURRENT
LIABILITIES
NET ASSETS
FUNDS
Unrestricted funds
TOTAL FUNDS
Notes
13
14
15
Un restricted
fund
£
572
243,399
243,971
(126,894)
117,077
117,077
117,077		 Restricted
funds
£
66,137
66,137
(66,137)		 2025
Total
funds
£
572
309,536
310,108
(193,031)
117,077
117,077
117,077
117,077
117,077
2024
Total
funds
£
4,612
347,780
352,392
(253,692)
98,700
98,700
98,700
98,700
98,700

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

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

The trustees acknowledge their responsibilities for

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

The financial statements were approved by the Board of Trustees and authorised for issue on 24 July 2026 and were signed on its behalf by:

---��-�5 F Mangal - Trustee

Page 28

TRAIL-BLAZERS MENTORING LTD

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2025

1. STATUTORY INFORMATION

Trail-Blazers Mentoring Ltd is an incorporated charity, limited by guarantee, registered in England & Wales. The charity's registered number and registered office address can be found in the Report of the Trustees.

2. ACCOUNTING POLICIES

BASIS OF PREPARING THE FINANCIAL STATEMENTS

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

FINANCIAL REPORTING STANDARD 102 - REDUCED DISCLOSURE EXEMPTIONS

The charitable company has taken advantage of the following disclosure exemption in preparing these financial statements, as permitted by FRS 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland':

INCOME

Voluntary income is received by way of donations and gifts and is included in full in the Statement of Financial Activities when receivable. The value of services provided by volunteers has not been included.

Grants are only included in the accounts when the income recognition criteria are met. In the case of performance related grants, income is only recognised to the extent that the charity has provided the specified goods or services as entitlement to the grant only occurs when the performance related conditions are met.

EXPENDITURE

Expenditure is recognised in the period in which they are incurred, these include attributable VAT which cannot be recovered.

Expenditure is all allocated to the primary activity of mentoring, except as stated below:

Fundraising and publicity costs are those incurred in generating income and promoting the company's profile.

Governance costs are those incurred exclusively on the administration of the company and its compliance with statutory requirements which comprise the cost of auditing and accounting.

Support costs are those incurred directly in support of expenditure on the objects of the company.

TANGIBLE FIXED ASSETS

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.

Computer equipment - 33% on cost

TAXATION

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

FUND ACCOUNTING

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

continued...

Page 29

TRAIL-BLAZERS MENTORING LTD NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

2. ACCOUNTING POLICIES - continued

FUND ACCOUNTING

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

Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.

PENSION COSTS AND OTHER POST-RETIREMENT BENEFITS

The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

DONATED GOODS AND SERVICES

Donated services and facilities are included in the SOFA when received at the value of the gift to the charity provided the value of the gift can be measured reliably.

Donated services and facilities that are consumed immediately are recognised as income with an equivalent amount recognised as an expense under the appropriate heading in the SOFA.

DEBTORS

Debtors (including trade debtors and loans receivable) are measured on initial recognition at settlement amount after any trade discounts or amount advanced by the charity. Subsequently, they are measured at the cash or other consideration expected to be received.

Creditors

The charity has creditors which are measured at settlement amounts less any trade discounts.

3. DONATIONS AND LEGACIES

----- Start of picture text -----
|||| |---|---|---| |2025|2024| |£|£| |Donations|95,036|117,055|

----- End of picture text -----

Included in the comparative (2024) Donations is an amount of £24,996 for donated facilities and services provided by each of the 4 prisons that the charity serves. There is no such amount included in the 2025 accounts. It is a best estimate of the value of the facilities and services provided. The corresponding expenditure is included in the direct costs of the charitable activity of mentoring young offenders.

4. INVESTMENT INCOME

----- Start of picture text -----
|||| |---|---|---| |2025|2024| |£|£| |Deposit account interest|4,704|5,073|

----- End of picture text -----

continued...

Page 30

TRAIL-BLAZERS MENTORING LTD

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

5.
INCOME FROM CHARITABLE ACTIVITIES
Activity
Grants
Mentoring of young offenders
Grants received, included in the above, are as follows:
Grant making institutions
6.
CHARITABLE ACTIVITIES COSTS
Direct
Costs
£
Mentoring of young offenders
421,369
7.
SUPPORT COSTS
Management
Finance
£
£
Mentoring of young offenders
19,051
60
8.
NET INCOME/(EXPENDITURE)
Net income/(expenditure) is stated after charging/(crediting):
Independent examiners' remuneration		 2025
£
399,082
2025
£
399,082
Support
costs (see
note 7)
£
21,478
Governance
costs
£
2,367
2025
£
2,367		 2024
£
337,534
2024
£
337,534
Totals
£
442,847
Totals
£
21,478
2024
£
1,988

9. TRUSTEES' REMUNERATION AND BENEFITS

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

TRUSTEES' EXPENSES

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

10. STAFF COSTS

Wages and salaries
Social security costs
Other pension costs		 2025
£
344,817
30,116
8,800
383,733		 2024
£
298,756
23,735
7,411
329,902

Included in the above expenditure headings are redundancy costs totalling £13,148 which were paid during this accounting period.

continued...

Page 31

TRAIL-BLAZERS MENTORING LTD

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

10. STAFF COSTS - continued

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

Employees
No employees received emoluments in excess of £60,000.
11.
COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES
Unrestricted
fund
£
INCOME AND ENDOWMENTS FROM
Donations and legacies
90,055
Charitable activities
Mentoring of young offenders
218,021
Investment income
5,073
Other income
-
Total
313,149
EXPENDITURE ON
Raising funds
-
Charitable activities
Mentoring of young offenders
-
Total
-
NET INCOME/(EXPENDITURE)
313,149
Transfers between funds
(288,328)
Net movement in funds
24,821
RECONCILIATION OF FUNDS
Total funds brought forward
73,879
TOTAL FUNDS CARRIED FORWARD
98,700		 2025
11
Restricted
funds
£
27,000
119,513
-
4,000
150,513
23,868
414,973
438,841
(288,328)
288,328
-
-
-		 2024
10
Total
funds
£
117,055
337,534
5,073
4,000
463,662
23,868
414,973
438,841
24,821
-
24,821
73,879
98,700

continued...

Page 32

TRAIL-BLAZERS MENTORING LTD

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

12. TANGIBLE FIXED ASSETS

COST
At 1 January 2025 and
31 December 2025
DEPRECIATION
At 1 January 2025 and
31 December 2025
NET BOOK VALUE
At 31 December 2025
At 31 December 2024
13.
DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
Other debtors
Prepayments and accrued income
14.
CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
Social security and other taxes
Other creditors
Accruals and deferred income		 2025
£
-
572
572
2025
£
7,482
4,295
181,254
193,031		 Computer
equipment
£
8,039
8,039
-
-
2024
£
4,050
562
4,612
2024
£
7,154
5,200
241,338
253,692

The charity's income is almost entirely grant based which are applied for on an annual basis to provide mentoring for the ensuing 12 months. It therefore seems appropriate for the accounting policy to reflect this. It also enables the accounts to more accurately reflect the position by matching income and expenditure.

continued...

Page 33

TRAIL-BLAZERS MENTORING LTD

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

----- Start of picture text -----
15. MOVEMENT IN FUNDS
Net Transfers
movement between At
At 1/1/25 in funds funds 31/12/25
£ £ £ £
Unrestricted funds
General fund 98,700 304,386 (286,009) 117,077
Restricted funds
- -
Aylesbury 8,750 (8,750)
Brinsford - (105,882) 105,882 -
ISIS - (59,746) 59,746 -
Brixton - (57,708) 57,708 -
Featherstone - (6,410) 6,410 -
- -
Bullingdon (65,013) 65,013
- -
(286,009) 286,009
TOTAL FUNDS 98,700 18,377 - 117,077
Net movement in funds, included in the above are as follows:
Incoming Resources Movement
resources expended in funds
£ £ £
Unrestricted funds
General fund 304,386 - 304,386
Restricted funds
-
Aylesbury 8,750 8,750
Brinsford 46,600 (152,482) (105,882)
ISIS 32,010 (91,756) (59,746)
Brixton 74,398 (132,106) (57,708)
Featherstone 11,667 (18,077) (6,410)
Bullingdon 21,011 (86,024) (65,013)
194,436 (480,445) (286,009)
TOTAL FUNDS 498,822 (480,445) 18,377
----- End of picture text -----

continued...

Page 34

TRAIL-BLAZERS MENTORING LTD

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

15. MOVEMENT IN FUNDS - continued

Comparatives for movement in funds

Net
Transfers
movement
between
At 1/1/24
in funds
funds
£
£
£
Unrestricted funds
General fund
73,879
313,149
(288,328)
Restricted funds
Aylesbury
-
(50,327)
50,327
Brinsford
-
(100,219)
100,219
ISIS
-
(86,061)
86,061
Brixton
-
(38,412)
38,412
Severn Trent
-
2,917
(2,917)
DPA
-
(227)
227
Featherstone
-
(19,340)
19,340
Bullingdon
-
3,341
(3,341)
-
(288,328)
288,328
TOTAL FUNDS
73,879
24,821
-
Comparative net movement in funds, included in the above are as follows:
Incoming
Resources
resources
expended
£
£
Unrestricted funds
General fund
313,149
-
Restricted funds
Aylesbury
14,327
(64,654)
Brinsford
36,393
(136,612)
ISIS
5,417
(91,478)
Brixton
55,042
(93,454)
Severn Trent
2,917
-
DPA
-
(227)
Featherstone
24,255
(43,595)
Bullingdon
7,167
(3,826)
WVCA
4,995
(4,995)
150,513
(438,841)
TOTAL FUNDS
463,662
(438,841)		 At
31/12/24
£
98,700
-
-
-
-
-
-
-
-
-
98,700
Movement
in funds
£
313,149
(50,327)
(100,219)
(86,061)
(38,412)
2,917
(227)
(19,340)
3,341
-
(288,328)
24,821

TRANSFERS BETWEEN FUNDS

Grants made are often restricted to one of the charity's four projects - young offender's prisons - where mentors are provided by employing a project manager to match mentors with mentees. Income and expenditure is analysed by project and any shortfalls covered by a transfer of funds from the unrestricted (core) fund. Support costs, such as management costs and the cost of raising funds are split among the projects.

continued...

Page 35

TRAIL-BLAZERS MENTORING LTD

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

16. RELATED PARTY DISCLOSURES

During the accounting period the charity received donation income from three trustees totalling £1,250.

Page 36