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← The National Foundation For Youth Music

2025-03-31-accounts

Company no. 03750674 Charity no. 1075032

NextGen Ones to Watch x Wingstop Writing Camp Credit: Emilia Radu

THE NATIONAL FOUNDATION FOR YOUTH MUSIC Report and Financial Statements 31 March 2025

Contents

PART ONE: 20 OUTCOME 2: INCREASE PART THREE: AUDITOR’S INTRODUCTION PROGRESSION FOR YOUNG REPORT AND FINANCIAL PEOPLE STATEMENTS 04 Reference and Administrative Details 21 NextGen Community 39 Independent Auditor’s Highlights Report 05 Chair and CEO Introduction 22 Youth Music Awards 41 Financial Statements 2024 PART TWO: 45 Notes to the accounts TRUSTEE’S REPORT 23 From Incubator to Industry Connect 54 APPENDIX 1: LIST OF 07 Objectives and Activities GRANTS TO ORGANISATIONS 25 OUTCOME 3: STRENGTHEN 10 Achievements and ORGANISATION Performance 28 OUTCOME 4: INCREASE 10 OUTCOME 1: INVEST INCOME WHERE IT’S NEEDED MOST 29 OUTCOME 5: INSPIRE 10 Who we worked with INCLUSIVE PRACTICES 12 Where we invested 31 Recharge Fund: four years on 13 Who we invested in 33 FUTURE PLANS 14 Energiser Fund 34 GOVERNANCE, FINANCE 16 Trailblazer Fund AND RESOURCES 17 Catalyser Fund 37 STATEMENT OF TRUSTEE’S RESPONSIBILITIES 19 NextGen Fund

THE NATIONAL FOUNDATION FOR YOUTH MUSIC ANNUAL REPORT AND ACCOUNTS 2024/25

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PART ONE: INTRODUCTION

THE NATIONAL FOUNDATION FOR YOUTH MUSIC ANNUAL REPORT AND ACCOUNTS 2024/25

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Youth Music Awards 2024 Credit: Tim Whitby

Reference and administrative details

The Trustees, who are also Directors for the purposes of Company law, who served during the year and up to the date of signing were:

Co-Chair Co-Chair

Charlotte Edgeworth Isaac Borquaye Andrew Lansley Berkeley Edwards Bre McDermott-King Claire Wills Hanna Chalmers Miri Buac Nathifa Jordan Paul Bonham Robert Aitken Sam Denniston Sarah Brown Sophia Hall

Resigned 11/06/2024

All Trustees/Directors are nonexecutive and are not remunerated for services rendered to Youth Music.

Registered office

Studio LG01, The Print Rooms 164-180 Union Street London SE1 0LH

Charity registration number 1075032

Company registration number 03750674

PROFESSIONAL ADVISORS

External Auditor

Sayer Vincent LLP, Statutory Auditor, 110 Golden Lane, London, EC1Y 0TG

Chartered Accountants

JS2, One Crown Square, Church Street East, Woking, GU21 6HR

Bankers

Lloyds, 344 Gray’s Inn Road, London EC2V 7HN

Coutts, 440 Strand, London, WC2R 0QS

Legal and administrative details

The registered name of the charity is The National Foundation for Youth Music. The charity was incorporated as a company limited by guarantee on 8 April 1999. The charity is governed by the provisions of its Memorandum and Articles of Association.

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Chair and CEO Introduction

2024 is a hard time to be young. Whether its loneliness, poor mental health, the school exam culture, dwindling employment, or social media pressures. There’s no denying that times are tough. This makes Youth Music’s work, and that of our funded partners, more important than ever.

“Things like this are so important. It’s changed a lot of people’s lives. And if it wasn’t here, it would wreck a lot of people’s lives. I wouldn’t feel whole without this. It’s become a huge part of who I am.”

This powerful testimony was heard in the documentary launching our ambitious ‘Rescue the Roots’ partnership fundraising campaign. The start of our new fundraising strategy. With a £1 million fundraising target, Youth Music’s Trustees have agreed the release of £1 million of our reserves to match fund external donations. At the time of writing, we have reached 40% of target following the public launch in March 2025.

This year, our national funding programmes have seen:

In recent years we’ve talked about the unprecedented levels of applications across all our funding programmes, the highest in our 25-year history. This unmet demand was a big driver for our business planning throughout the year. We refined our strategic framework with a greater emphasis on increased income, growing the grants budget through philanthropic fundraising and strategic partnerships. This business plan will deliver three strategic outcomes:

As we look to the future, we remain focused on equalising young people’s access to music, whatever their background or goal.

A huge thank you to our funders and supporters, staff, Trustees and Ambassadors. And the fantastic grassroots community of music leaders, youth workers, educators, producers, administrators and others who are committed to changing lives through music. Who Youth Music supporter Jordan Stephens (who himself attended a Youth Music project as a teen) aptly called “the real heroes of our community”.

Charlotte Edgeworth Co-Chair

Matt Griffiths CEO

Isaac Borquaye Co-Chair

Credit: Dylan Maggs

THE NATIONAL FOUNDATION FOR YOUTH MUSIC ANNUAL REPORT AND ACCOUNTS 2024/25

PART TWO: TRUSTEE’S REPORT

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Objectives and Activities

Equalising access to music.

We’re a national charity. We help marginalised young people to make and monetise music.

Every year, we raise £10 million to fund inspirational grassroots music projects and support aspiring young creatives up and down the UK.

We’re campaigning to break down barriers for young people facing inequity, exclusion and discrimination.

Together with our partners, we’re helping the next generation to transform their lives through music.

Youth Music is a national charity funded thanks to the National Lottery via Arts Council England, players of People’s Postcode Lottery and support from partners, fundraisers, and donors.

Data and evidence

In this report we draw on a variety of data. This includes our own research, funding application and reporting data, and feedback from our annual feedback survey (sent to anyone who’s applied for funding). We also use published data and evidence from other sources.

Strategic framework

We refined our strategic framework in-year, in response to the rising number of applications and challenging fundraising environment.

NextGen Ones to Watch x Wingstop Writing Camp Credit: Emilia Radu

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VISION
A world where every young person can change
their life through music and creativity
1
Equalise access and outcomes
for children and young people
ORGANISATIONAL
OBJECTIVES
OUTCOMES
INCREASE INCOME
INVEST WHERE IT’S
NEEDED MOST
INSPIRE INCLUSIVE
PRACTICES
INCREASE
PROGRESSION FOR
YOUNG PEOPLE
STRENGTHEN
ORGANISATION
2
Empower projects and professionals
to survive and thrive
3
Inspire change amongst
creative ecosystem
MISSION
We’re campaigning to break down barriers for young people
facing inequity, exclusion and discrimination.		 VISION
A world where every young person can change
their life through music and creativity
1
Equalise access and outcomes
for children and young people
ORGANISATIONAL
OBJECTIVES
OUTCOMES
INCREASE INCOME
INVEST WHERE IT’S
NEEDED MOST
INSPIRE INCLUSIVE
PRACTICES
INCREASE
PROGRESSION FOR
YOUNG PEOPLE
STRENGTHEN
ORGANISATION
2
Empower projects and professionals
to survive and thrive
3
Inspire change amongst
creative ecosystem
MISSION
We’re campaigning to break down barriers for young people
facing inequity, exclusion and discrimination.
PRIORITIES BUILD BRAND AND MISSION AWARENESS
• Grow grants budget
• Develop philanthropic
fundraising
• Grow strategic
partnerships
• Flexible funding
• Equitable investment
• Innovate grant
making practice
• Influence IDEA
(inclusion, diversity,
equity, access)
• Embed safeguarding
• Build partnerships
• Platform diverse
voices
• Implement youth
voice strategy
• Close gap from
learning to earning
• Grow NextGen
community
• Good governance
• Team structure,
capacity and
capabilities
• Progressive policies
• Organisational
resilience

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Objectives and Activities

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Credit: George Torode
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We continue our work towards our vision and mission and three key outcomes, now underpinned by five priorities:

…which we aim to achieve whilst living our five values: bold, inclusive, enterprising, responsive, trusting.

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OUTCOME 1: Invest where it’s needed most

FIGURE 1:

FIGURE 2:

Age breakdown. Distribution of ages of core participants in evaluation data, collected for 97% of core participants.

Ethnicity breakdown. 0.1% preferred to self-describe their ethnicity, and 1.1% preferred not to say at point of data collection. Ethnicity data was collected for 49% of core participants.

Who we worked with

We’re determined to make sure every baby, child, teenager and young adult facing inequity, exclusion and discrimination can improve their life through music.

In 2024/25, we worked with 106,602 children and young people, 22,824 on a sustained basis.

FIGURE 3:

Gender breakdown. 0.4% preferred to self-describe their gender identity, and 0.9% preferred not to say. Gender data was collected for 64% of core participants.

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FIGURE 5: Genres explored.

FIGURE 4:

Barriers to participation. In the word clouds above and below, the larger the word, the more frequently it was listed. 84% of projects reported working with children and young people experiencing economic deprivation.

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Where we invested

This year, we received over 1,600 applications totalling over £67 million. In total, we invested £10,045,140. We made grants to 191 organisations and 103 NextGen young creatives. Demand continues to outstrip supply. Only 18% of applications received funding.

More than 86% of investment was allocated outside London (£8,706,171). 50% of funding was invested in the 20% most deprived local authority areas (where work took place in specific local authority areas rather than regional or national work). We publish all of our grant data on the . 360Giving website

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1%
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9% 0.1% 10% a 11% 11% 9% 7% 1% | 13% 8% 10% we

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Who we invested in

73% of organisations we funded have a turnover of £500,000 or less. 28% are micro organisations with income of less than £100,000 per year.

76% identify as having a diverse leadership team, and 76% of investment went into diverse-led organisations (£7,649,275).

We’re proud that all our funds now offer personal access costs for d/Deaf, Disabled or Neurodivergent people working on projects.

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Grants of up to £120,000 to organisations to deliver 3-year creative programmes with 2-4-year-olds. £1,498,081 made to 12 organisations. Success rate of 14%.

This one-off fund was designed to celebrate and energise creative practice with 2-4-year-olds. Centring children’s voices, views and lived experience, the fund has been exploring ‘codesign’ in creative projects for early years children.

Our Energiser principles

Who received a grant?

Our first fund working beyond music, we support a range of artforms – from visual arts and dance, to creative tech and print-making. Treating children as the experts, our funded partners aim to challenge and expand on what’s thought possible with this age group.

Magic Acorns Credit: Beth Mosely

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The Learning Community

The learning community brings all 12 funded partners together to network and reflect. The offer includes:

Our shared research question asks “What do we learn when exploring co-creation with children aged 2-4, their families, artists, practitioners and communities?” In future years, we’ll expand the learning beyond the Energiser community.

The impact so far

‘… it’s such a difficult time right now, the arts sector

is in crisis, early years sector is in crisis, and I think just for us, this Energiser is kind of like this beacon of hope, and it’s really aptly named I think, because it’s just somewhere where you can really celebrate your practice, feel like you’re seen and valued, and so I think we probably can’t overstate how much that means to all of us and all of our families.”

– Project Leader

“It has been amazing and the impact it’s had on the families we’ve been working with is so clear.” – Project Leader

“[My daughter] was a bit nervous about going off and exploring, but now she’ll go and do it on her own…it lets her be herself.” – Parent

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Curious Youth Music run by Curious Arts Curious Youth Music, based in Tyne and Wear, empowers LGBTQIA+ young people aged 12 to 19 to forge identity and relationships through music making. The programme includes weekly sessions, performances, and workshops from local LGBTQIA+ musicians. Participants on their half-term programme made a film and accompanying soundtrack about the history of queer protest. 100% either strongly agreed or agreed that the day made them feel happier, better connected to other young LGBTQIA+ people, and that the environment was inclusive.

Grants of £2,000 to £30,000 for projects that test, trial or disrupt the status quo. £2,369,051 grants made for 94 projects. Success rate of 21%. CURIOUS “ Without these types of spaces/ groups, young people will be very lost and talents for the future missed. It gave my child perspective and belief that things were possible.” – Parent of young person attending Curious Youth Music, 2024

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Plugin Project run by Quench Arts

The Plugin Project, run by Quench Arts, was launched to provide creative music making opportunities for young mental health inpatients aged 12-25 in Birmingham and Coventry.

Due to the nature of mental health institutions, young people are often placed in settings far from friends and family. This can be isolating and disrupt their hobbies, interests and education.

Grants of £30,001 to £300,000 for established organisations looking to sustain or scale up their work. £5,047,055 grants made to 46 organisations. Success rate of 12%. Elizabeth Viggers, Co-Founder and Director of Quench Arts shared, “ … for some young people, the project has literally been life changing. It’s given them a tool to express themselves and connect with others, and a way to build their resilience to recover and keep well. By providing an outlet, it’s helped to reduce self-harm and build friendships and inspired some young people to return to education and do more with their musical skills and creativity.”

Plugin sessions are led by a professional musician and a young music leader. Young people get the opportunity to explore their musical interests in a safe and supportive setting, with options for more long-term engagement and achievement, such as an arts award.

THE NATIONAL FOUNDATION FOR YOUTH MUSIC ANNUAL REPORT AND ACCOUNTS 2024/25

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Harmonise Project run by Music Action International

Harmonise is Music Action International’s awardwinning national programme proven to increase the well-being of children and build understanding towards refugees, safety seekers and Roma people.

Professional musicians of refugee and international heritage share their stories and create amazing, original music in many languages together with children.

One Harmonise participant, aged 8, said: “

We learnt about people from around the world, how they feel and their traditions. The message we are giving is that a refugee is a human being, and we should all be kind.”

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FUND

Grants of up to £3,000 for artists and behind-the-scenes creatives to make their ideas happen. £258,030 grants made to 103 young creatives. Success rate of 18%.

Boo (Ghetec)

DJ and event coordinator Boo used the NextGen Fund to launch her party series, record label and community, Ghetec. It’s since gained a cult following, leading to a Boiler Room x Ghetec collaboration. Boo hosted five open deck sessions for 120 aspiring DJs, curating a safe space for women and minoritised genders to learn without judgement.

She won BBC Radio 1’s talent search, was named a Next Wave future artist by DJ Jack Saunders, and performed at the BBC Radio 1 Dance event in Ibiza. She released her debut EP Winged Victory, made her Fabric debut, opened The Bridge at Junction 2, played Mura Masa’s album launch party and contributed to the Biceps mix series. In 2024, Boo signed with Wasserman Music.

Speaking on the impact of the NextGen Fund, Boo said, “I’ve learned how to lead a project from conception to completion, navigating industry challenges to best serve the local community. I’ve developed the skills to lead sessions and teach others effectively. I’ve built a reliable and recognised platform for local artists in the North East, which has been crucial for DJs in the region.”

Who received a grant

Saloni

Saloni is a British-Asian singer-songwriter who blends Pop, R&B, and Bollywood, performing in over 10 languages. Her track ‘Nee Gundellounna’ trended on Instagram, Shazam, and the Official UK Asian Music Charts. Her NextGenFunded EP ‘Rani’ debuted at #1 on the UK iTunes Worldwide Genre Charts.

She won ‘Best Urban Artist’ at the UK Bhangra Awards and ‘Music Artist of the Year’ at the HSBC Ethnicity Awards. She has performed on stages at Wembley Arena, BBC Radio 1’s Big Weekend, and The Great Escape, and received acclaim from outlets Rolling Stone, BBC Asian Network, and NOTION.

Saloni said the NextGen Fund, “allowed me to approach my work with a mindset of experimentation, giving me the freedom to try new strategies without fear of failure. [It] has been a game-changer for my career, allowing me to maintain 100% ownership of my work. Without needing a loan or signing with a record label, I stayed fully independent, ensuring my creative vision remained intact and uncompromised.”

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OUTCOME 2: Increase progression for young people “

This year, we’ve merged our two websites into one, to bring our audiences of young creatives and industry partners closer together. Our new youth voice strategy aims to embed youth voice in grant-making and governance, expand leadership opportunities, and to ensure youth voice underpins planning and action across all our work.

“

This year, we supported young people’s progression through events, paid freelance roles and partnership opportunities. That’s in addition to the work of our funded partners, who helped over 1,100 young people to gain accreditations.

I thought it was quite special to be able to contribute our thoughts and what opportunities there could be for young people to make, play, learn about music.”

– Young panellist

I got to understand more about the process for project funding and what different considerations could be.”

– Young panellist

We hosted workshops with our partners All Star in Bradford, and Jubacana in Oldham so young people – particularly under 18s – could inform our funding decisions.

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NextGen Community Highlights

Our NextGen Community subscribers grew 24% over the year to almost 5.5k. Events took place in London, Glasgow, Bristol and Leeds, and reached over 550 people. Industry partners included Levi’s, Bandcamp, Wingstop, Kobalt and PPL. The opportunities have expanded to now include writing camps, open mics, and a new Discord server for NextGen fund recipients.

“ I’ve just recently released an EP and I’ve kind of been in a creative rut between business and creativity … so a lot of the things that they were talking about felt like it resonated to where I’m at in this moment of trying to tap into that creativity and balancing between the love of what you do and the business aspect of it.”

– NextGen Community Event attendee

We teamed up with BBC Introducing to curate a day of panels at The Great Escape Festival, and spoke at Beacons Wales Conference and BBC Introducing LIVE in Birmingham.

Our 2025 Ones to Watch artists were invited to a songwriting camp ran in collaboration with Wingstop and Qube Studios.

Our NextGen Community of artists and creatives had impressive individual achievements. Highlights include:

98% 70% would recommend a Youth Music NextGen Community Event to a friend connections

said they made industry connections

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Youth Music Awards 2024

The Youth Music Awards 2024, in association with Hal Leonard Europe was a night to remember. Taking place at London’s Troxy and welcoming over 600 excited guests, the fifth annual award ceremony was all about celebrating grassroots music.

There were explosive performances, passionate speeches and several famous faces from across the industry, including Eve, MNEK, Bashy and many others, including our very own Grassroots Hero, Jordan Stephens. Red Bull Records artist Morgan performed the closing set.

The Youth Music Awards financial model is built on equity. The sponsorship from our valuable partners enables us to train and pay the next generation of event professionals, feed everyone, and cover travel and accommodation so people from around the UK can be part of the event.

NextGen Hosts LockdownT and Livvy K Credit: Dylan Maggs

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From Incubator to Industry Connect

After 6 funding rounds investing over £3.9 million into 151 organisations, it was time to take stock of the Youth Music Incubator Fund.

Who received a grant

How it helped

The Old Jet Airspace Programme

We commissioned Kate McBain and Dan Tsu to review the pathways for young people moving from education into work. To highlight gaps, opportunities and challenges to inform Youth Music’s next steps. As a result:

• Youth Music has established the Industry Connect Coalition to respond to the report findings in partnership. Together, we want to tackle challenges, drive innovation, and create a more inclusive music industry. Ultimately, to open doors for young creatives and build a stronger future for the next generation.

The seminal Industry Connect research findings have resonated across the UK, and internationally. “ This workshop [exploring the Industry Connect research findings] significantly reshaped my understanding of what it means to pursue a future as a musician. I previously believed that the “Music Industry” was a singular destination that I needed to reach … I now recognise how limited and unrealistic that perception was … these frameworks helped me to understand that there is not a single route to success; rather, there are multiple, interconnected pathways that reflect the true diversity of spaces in which music can flourish. I found the metaphor of “flight paths” particularly compelling - offering the possibility to take off, land, explore various terrains, and build a career that is both flexible and authentic to my identity.”

– Student, Monash University

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OUTCOME 3: Strengthen Organisation

We’ve continued to build our brand and our organisational culture, we’ve strengthened our foundations to deliver our new fundraising strategy. Our staff-led IDEA working group and Values Committee have met regularly and we’ve rolled out a new learning and development platform. Our staff survey results have stayed strong, with 100% of people proud to work for Youth Music and 93% recommending it as a great place to work.

We’ve generated PR that both strengthens our brand and highlights the importance of music in children’s lives.

The launch of our Sounds of the Next Generation 2024 report generated 44 pieces of media coverage in its first month alone, with a big focus on the north of England’s musical heritage. Mixmag, Music Ally, Daily Express, Rolling Stone, Arts Professional, Big Issue, and The Quietus all featured the research.

‘Are nursery rhymes outdated?’ was a question we asked to stimulate debate about the diverse modern childhoods of 0 to 5s. We featured across 29 BBC television and radio stations, including BBC Radio 2, Radio 4, 5 Live and the World Service. The story also gained strong national press coverage, including the Telegraph, Daily Mail, and Daily Express.

The launch of Rescue the Roots shone a spotlight on the vital importance of grassroots youth music spaces. 33 pieces of media coverage included a full-length feature in The Independent, alongside pieces in Rolling Stone, NME, DORK, DJ Mag and an interview with Channel 4 News. Jordan Stephens helped to amplify the campaign with interviews on the LBC News Breakfast Show and BBC 5 Live.

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Flexible funding Feedback survey respondents In our annual feedback survey, we ask all those who’ve applied to us, to rate us against our ten funding principles. Our results have improved from last year. We’re pleased that most people are happy with the way we fund, as it’s a challenge to maintain our services with an ever-increasing volume of applications. This year, being ‘clear about our relationship’ and ‘not wasting "The changes to time’ were the areas of highest satisfaction. the application and reporting process have been appreciated and make the process more accessible and less repetitive." Very poor Below average Average Above average Excellent “I always feel that Participatory Practice 1% ~~©~~ 13% ~~O~~ 34% ~~@~~ O 51% © Youth Music are there —_es ( to support us, to help Accessibility 1% 1% 11% 37% 51% us improve and to reach Light touch reporting 0% ~~—~~ 16% 24% 58% more young people. I know that I can contact Clear about our relationship 0% 9% 30% 59% —— them with any problems Flexibility 2% <q 2% 9% 20% 67% and they will help rather than making demands Transparency 1% 4% 9% 29% 57% “Youth Music has always ce on us.” been flexible and has shown Act with urgency 0% 11% 33% 54% ~~—~~ a very good understanding of Accepting risk 1% 2% 15% 32% 50% the needs of our organisation Os <4 and how things change. Ask relevant questions 0% 13% 24% 61% ~~—~~ Always been accommodating Not wasting time 0% 7% 28% 63% to change to ensure we can ~~—~~

a very good understanding of the needs of our organisation and how things change. Always been accommodating to change to ensure we can make the most impact.”

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Credit: Nic Serpell Rand

We’ve continued to grow our friends, partners and ambassadors.

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OUTCOME 4: “ Increase Income

We are proud to team up with Youth Music and support their NextGen Community, empowering the future of UK music. These rising stars are shaping the future, let’s hear them out and find the right ways to give them opportunities to be inspired and enjoy their craft.” – Dirujan Sabesan, CMO of Wingstop UK

In March, we launched our £1 million Rescue the Roots fundraising campaign to address the funding crisis threatening grassroots youth music projects across the country. We’ll match every pound raised up to £1 million to create a total pot of £2 million to quickly distribute to youth organisations and emerging young creatives who are in urgent need of support. We have currently reached 40% of our target, and have picked up an award for the Rescue the Roots documentary from the British Documentary Film Festival. “

The grassroots music sector is the beating heart of our world-famous music industry. It is vital for emerging artists to hone their talents, as well as providing thousands of jobs and spaces for young people to explore their love of music. But for too long, the sector has been under increasing pressure, with many spaces at risk of closure. This partnership between Youth Music and Spotify is a welcome contribution. Along with our Supporting Grassroots Music Fund, we can collectively continue to do more to secure the future of these vital community assets and protect the talent pipeline.”

We appreciate the generous support of new and returning partners from across the music industries. Highlights include:

– Lisa Nandy, Secretary of State for Culture, Media and Sport, U.K.

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OUTCOME 5: Inspire inclusive practices

We know that we can better serve the young people we reach by building a team that understands, respects and reflects their diversity. We monitor the diversity of our staff and freelance team, reflecting on the changes each year through our all staff IDEA Working Group. This year, we launched a project to review and update the language we use across our diversity data collection processes.

Staff team and trustees

We were delighted to be awarded a Cultural and Creative Champion Award in July 2024 for demonstrating leadership in promoting the real Living Wage. Youth Music remain committed to advocating that people are paid the Real Living Wage. We actively promote this through our funded programmes and via our work on the following committees: Making London a Real Living Wage City, Living Wage Funders Group, and Southwark Steering Committee.

In 2024 we launched the second Sound of the Next Generation (SONG) report. We surveyed 2,100 children and young people to better understand their relationship with music. We heard loud and clear how integral music is to their wellbeing and identity. We also found:

83% 71% 68% 70%

of young people had listened to music in the past week.

told us that music is a big part of who they are.

feel like they couldn’t live without music.

say music helps them feel connected to others.

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SOUND OF THE NEXT GENERATION

The role of music in young people’s lives.

----- Start of picture text -----
MUSIC IS POWER
84%
say music makes their world better.
Black young people are
percent of parents
say that their
child prefers other 20%
45
music to nursery
more likely to make
rhymes.
music than any other
ethnic group.
TIMES ARE TOUGH
59 %
OF YOUNG PEOPLE WANT
MORE MUSIC IN THEIR LIVES.
----- End of picture text -----

THE NORTH OF ENGLAND HAS SEEN THE BIGGEST DROP IN YOUNG PEOPLE IDENTIFYING AS MUSICAL.

FUTURE OF MUSIC

One in three young people feel that genres aren’t relevant anymore.

of young 47% of young people people felt that most music think that 53% in the future will be music has to go viral to be Intelligence. successful. 48% of under 5s who are making music are doing so on a tablet or phone. youthmusic.org.uk/sound-of-the-next-generation-2024 Youth Music surveyed over 2,100 young people in 2024 for the Sound of the Next Generation report. S——=

Insight from the SONG report gained print and digital coverage in titles such as Rolling Stone, Daily Express, MixMag, Big Issue, Music Ally, and broadcast coverage on BBC Breakfast, 6 O’Clock News and Radio 4.

We aim to platform diverse voices and commissioning people from our community to create content, deliver online learning and speak at our events. For example, we’ve worked with NextGen creatives to write about Music Venues Queering the Music Room, as Queer Utopias ~~en~~ , and Explore AI and the Future of Music. 711 people attended one of our Exchanging Notes online learning sessions. Topics included fundraising, financial leadership, safeguarding, mental health first aid, access to work, international partnerships in youth music, LGBTQI+ experience in the music industry, black disabled experience in the music industry, and the social model of disability.

97% = 83% 91% |

said their knowledge and understanding of the topic had improved.

felt more confident in their own practice as a result of the session.

would recommend this session to others in their network.

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Rap Club Productions CIC Credit: George Torode

Four years on

In January 2022, we launched the Youth Music Recharge Fund to support organisations and their people recover from the effects of the COVID-19 pandemic. It responded to the most pressing needs that projects told us about:

• To improve income security as public funding was “ set to decrease in coming years.

Organisations could apply for up to £90,000 over three years. We received 252 applications exceeding £13 million. 40 grants were made totalling almost £1.8 million. With all the grants now closed, this section presents summary statistics.

Made with Music, Yorkshire & The Humber

Awarded £42,900, leveraged £209,175

This has been the most valuable grant we’ve ever had. The opportunity to reflect and grow healthily is invaluable to a small charity and has put us in a good position to authentically grow going forward. We’re so excited for what the next few years bring, and it’s reminded us what is important and what makes us unique. And also how to care for everyone as we grow; talking to everyone has helped us to realise that our care, time and safe spaces are valued more than anything else.”

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Magic Acorns Credit: Beth Moseley

Quench Arts, West Midlands Awarded £43,845, leveraged £570,434

“ When we applied, we were in a dire situation as our capacity for fundraising and development work had been so limited across the pandemic. Recharge helped to cover this shortfall and allowed us to leverage significant funds. The impact here has been huge.”

Surrey Arts

Magic Acorns, East of England Awarded £19,950, leveraged £135,500

“ This kind of funding is so supportive for small organisations like ours. We’re currently freelance-led, have no core funding for roles and piece together a programme through project grants. Recharge allowed us to plan and to be responsive. We think this type of funding is hugely valuable and needed, not just as a response to the pandemic.”

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Future Plans

We’ll continue to work towards our three core outcomes and five organisational objectives. Some important areas of external focus in 2025/26 will be to:

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Governance, finance and resources

Structure, governance and management The Board of Trustees meets four times a year. In addition, there is an Annual Trustee Awayday, which is an opportunity to focus on matters of potential strategic significance to inform future planning. The primary focus of the Board includes the following: Strategy and Policy, Governance, Finance and Operations.

Trustee appointment, induction and training Trustees are appointed by the Board, and new Trustees receive an induction in order to brief them on their legal obligations and to meet key employees and other Trustees.

Trustees are encouraged to visit Youth Music projects to gain a better understanding of the work of the Charity, and also to attend relevant training events in order to maintain and develop their knowledge and skills.

Detailed administration information

With a view to focusing on effective governance and to optimise the specialised skills and areas of expertise of individual Trustees, the Board has delegated specific responsibilities to individual Trustees based on skills and experience. Day-to-day operational management of the charity has been delegated to the Chief Executive Officer and his team.

The Senior Leadership Team works under the guidance of the Trustees, to whom they are ultimately responsible. The organisation’s strategic plan is the principal document approved by the Board from which annual operating plans and budgets are developed. The Board monitors progress and achievement of results against the plans. Through robust management, planning and innovation the team members design and formulate policy for programmes and awards as well as develop and manage the grant application process and subsequent monitoring of grant awards and performance. This on-going review process helps ensure that the focus remains on the public benefit derived from the funding received.

The Trustees have a Finance and Audit sub-committee, which also meets three times a year in addition to the full Trustee meetings, who fulfil their primary responsibilities as follows:

• To maintain an overview of the strategies, policies application process and subsequent monitoring of grant and operations of Youth Music to ensure effective awards and performance. This on-going review process management of the organisation’s assets and helps ensure that the focus remains on the public benefit resources. derived from the funding received. Additionally, the committee oversees HR & Employment policies Remuneration and Benefits of the Chief Executive Officer and staff, as well as ensuring that staff policies, Youth Music is an equal opportunities employer and the procedures and development plans are in accordance policies and procedures applicable to human resources with best practice and that the HR strategy is in are kept under regular review and updated in accordance accordance with the Business Plan. with best practice and changes in the laws relating to employment. The committee also recommends the formal approval of the Annual Report and Accounts to the Board at the Pay policy for senior staff September Trustees’ meeting. The Board of Trustees and the senior leadership Executive team team comprise the key management personnel of the charity in charge of directing and controlling, running The Senior Leadership Team throughout the year at and operating the charity on a day to day basis. All Youth Music was: Trustees give their time freely and no Trustee received Chief Executive Officer Matt Griffiths remuneration in the year. Details of Trustees’ expenses and related party transactions are disclosed in note 7 to Chief Operating Officer Angela Linton the accounts. Programme Director Carol Reid Senior staff remuneration is reviewed annually by the Engagement Director Daniel Williams Finance & Audit Committee and the CEO.

Employment policies Youth Music is an equal opportunities employer and the policies and procedures applicable to human resources are kept under regular review and updated in accordance with best practice and changes in the laws relating to employment. Pay policy for senior staff

Reserves Policy 2025

The Trustees have established this policy to:

The Trustees have considered the appropriate level of free reserves that the Charity should hold and determined this to be a range of between six and nine months expenditure. This range equates to between £1.3m and £2m. Free reserves are defined as unrestricted, undesignated funds, not held in fixed assets. Free reserves currently exceed the set policy at £2.5m as set out below.

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Governance, finance and resources

At the balance sheet dates total reserves break down as follows:

£’000

Total reserves £4,784 Less: restricted funds £(446) Less: designated funds £(1,853) Free reserves £2,485

The Trustees monitor reserves on a quarterly basis to ensure the minimum level of free reserves is maintained and also keep under review the use of any excess funds. This is based on recommendations from the Executive Team and in the light of the risks identified, notably achieving a diversification of income and the longterm security of the Arts Council England funding and People’s Postcode Lottery grant.

Designated funds consist of the value of the Charity’s tangible fixed assets, £44k, and the PPL fund, £1,809k. Youth Music received £2.5m from People’s Postcode Lottery (PPL) during the year. In consultation with PPL, the funds received each year are designated for granting out and operating costs in either the current or future periods. The timing of receipt of these funds meant that as at 31 March 2025 a significant amount of funds received had not been committed and thus are duly designated.

Strategic Report

Achievements and performance

For details of the achievements and performance of the Charity in the year, please refer to the 2024/25 overview provided on pages 5-33.

Key performance indicators (KPIs)

The Trustees regularly monitor the progress of the Charity by reference to both financial and non- financial KPIs, which have been developed to ensure that key elements of our strategy are met. For further details in relation to current year performance against target KPIs, please refer to the 2024/25 overview on pages 5-33 and the financial review below.

Financial review

Total income recognised during the year amounted to £13,256,269 (2024: £12,934,021). This includes full recognition of approved grants receivable relating to the accounting period.

Core lottery-funded income from Arts Council England (ACE) was £9,651,000 for the year (2024: £9,651,000). The percentage of ACE income granted to beneficiary organisations was 90% (2024: 90%), in line with the funding agreement. The Peoples Postcode Lottery (PPL) provided funding of £2,500,000 (2024: £2,600,000). Other income comprising donations, grants, and investment income totalled £1,105,268 (2024: £683,021).

Expenditure for the year amounted to £12,422,730 (2024: £12,194,248) of which 98% (2024: 98%) was spent on charitable activities and 2% (2024: 2%) to generate

voluntary income. Grants of £233,288 (2024: £148,364)

previously recognised but not used by grant recipients were written back enabling additional awards to be

made during the year.

There was a surplus of income against expenditure on unrestricted funds, amounting to £388,000 (2024: £929,687). There was a surplus of income against expenditure on restricted funds amounting to £445,539 (2024: £NIL).

As a result, reserves of £4,784,305 (2024: £3,950,766) were carried forward at 31 March 2025, of which £445,539 (2024: £NIL) related to restricted funds.

Fundraising

Youth Music is registered with the Fundraising Regulator and our small fundraising team seek to comply with all the relevant standards set out in the Code of Fundraising Practice. There has been no outsourced fundraising via professional fundraises or other third parties.

Our website hosts our Fundraising Promise which outlines our commitment to vulnerable people and the wider public and our Complaints Policy, both of which are accessible to download. We received no complaints in the year (2024: no complaints).

Plans for future periods

For details of future plans and developments, please refer to the relevant section on page 33.

Principal risks and uncertainties

Youth Music has developed processes to identify potential risks and uncertainties which could adversely impact the achievement of its strategic objectives and/ or its operational performance.

Current key strategic risks, and steps to mitigate against them as identified by the Board, include:

  1. Loss of significant portion of Arts Council England and People’s Postcode Lottery funding. Arts Council England funding agreement in place 1 April to 31 March 2026 at the current level of £9.65m with funding of £9.65m confirmed for the period 1 April 2026 to 31 March 2027. People’s Postcode Lottery £2.5m unrestricted funding agreements are renewed annually. Mitigation steps include regular scheduled meetings to discuss compliance and progress against the ambitions set out in our business plan. Our Annual Report which sets out our strategy, achievements, impact and financial information is produced and published in a timely fashion.

  2. Lack of diversification of income leading to inability to continue in current form and/or achieve significant impact. We continue to diversify our corporate partners and to seek multi-year commitments. Mitigation steps include strengthening our board of trustees with industry representatives, the establishment of our industry fundraising advisory board, and the review and refresh of our major donors and philanthropy strategy.

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Governance, finance and resources

  1. Safeguarding incident at Youth Music or a major funded partner organisation. We continue to be committed to establishing a positive safeguarding culture to protect members of our team and those who come into contact with the charity from harm. Mitigation steps include vetting of people in line with our codified roles, having an active trustee with responsibility for Safeguarding at board level, ensuring that Safeguarding is a standing agenda item at trustees meetings, having both a Designated Safeguarding Lead and a Deputy DSL. Funders Safeguarding Collaborative provide the DSL and Deputy DSL with specialist training. Safeguarding minimum requirements are clearly set out for applicants within our Safeguarding Hub.

  2. Brand/ Reputational Risk. We are mindful that negative media coverage could have a negative impact on our reputation, leading to loss of support from the sector and our ability to maintain/ generate additional income. Mitigation steps include having a crisis communication plan in place which the senior executive team are confident to execute in liaison with Trustees and our PR agency should the need arise.

  3. Cyber security or IT system failure. We are alert to potential fraudulent approaches which could result in loss of sensitive data, diminish our finances and/ or our reputation and have practices in place to assist us to mitigate against attacks. Mitigation steps include, having cyber insurance in place, working in liaison with our IT experts who assist us to navigate the continuous attempts to disrupt our operations. We actioned our Cyber Action Plan Autumn 2024 implementing changes and are currently undertaking cyber essentials registration.

  4. Fraud. We are alert to fraud committed by a funded partner, individual grant holder, trustee or staff member, as well as the increased use of Artificial Intelligence (AI), which could lead to the loss of funds and/or reputational damage. Mitigation steps include vetting of staff, ensuring that our Counter-fraud strategy is reviewed and ratified annually at trustee level and practices adopted and adhered to, and adopting two step factor authentication across our financial admin systems and processes.

  5. Significant change to our flagship funding programme alongside challenging external funding environment. The cost-of-living crisis continues to impact grassroots organisations, driving demand for funding to an all-time high. Mitigation steps include refreshing our funding programmes to reflect the need from the sector and being transparent in our reporting.

  6. Loss of key staff impacting on delivery of our business plan and team capacity. Mitigation steps include the ongoing review, refresh, and innovation of our HR policies to further underpin our commitment to living our values.

The Board reviewed the risk register in May 2025 and are satisfied that appropriate systems and responses are in place to monitor, manage and mitigate Youth Music’s exposure to major risks.

The Report of the Trustees and Strategic Report were signed on behalf of the Board

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Credit: Nic Serpell-Rand
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Statement of Trustee’s Responsibilities

The Trustees, who are also directors of the charitable company, are responsible for preparing their report and the financial statements in accordance with applicable law and regulations.

Company law requires the Trustees to prepare financial statements for each financial year. Under that law the Trustees have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). The financial statements are required by law to give a true and fair view of the state of the affairs of the charitable company and the group and of the surplus or deficit for that period. In preparing these financial statements the Trustees are required to:

Statement of disclosure to the auditors

So far as the Trustees are aware:

Approved by the Trustees on 16 September 2025 and signed on their behalf by:

The Trustees are also responsible for keeping proper 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

Charlotte Edgeworth Co-Chair

Isaac Borquaye Co-Chair

Claire Wills Chair of Finance & Audit Committee

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PART THREE: AUDITOR’S REPORTS & FINANCIAL STATEMENTS

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Independent Auditor’s Report

Opinion

We have audited the financial statements of The National Foundation for Youth Music (the ‘charitable company’) for the year ended 31 March 2025 which comprise the statement of financial activities, balance sheet, statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for

the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on The National Foundation for Youth Music’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other Information

The other information comprises the information included in the trustees’ annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our

opinion on the financial statements does not cover

the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies

Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ annual report including the strategic report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the statement of trustees’ responsibilities set out in the trustees’ annual report, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

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Independent Auditor’s Report

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of noncompliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud are set out below.

Capability of the audit in detecting irregularities

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, 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 error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities is available on the Financial Reporting Council’s website at: www. frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the 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 are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Judith Miller (Senior statutory auditor)

Date: 02 October 2025

for and on behalf of Sayer Vincent LLP, Statutory Auditor 110 Golden Lane, LONDON, EC1Y 0TG

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Financial Statements

(Incorporating the Income and Expenditure Account) for the Year Ended 31 March 2025

Note Unrestricted Restricted Total 2025 Total 2024
funds £ funds £ £ £
Income
Income from:
Donations & Legacies 2 2,637,193 10,029,750 12,666,943 12,565,558
Investments 233,937 230,539 464,476 263,716
Other trading activities 3 108,132 - 108,132 104,500
Other 16,718 - 16,718 247
Total income 2,995,980 10,260,289 13,256,269 12,934,021
Expenditure
Expenditure on:
Raising funds 4,6 224,864 13,750 238,614 220,950
Charitable activities 5 2,383,116 9,801,000 12,184,116 11,973,298
Total Expenditure 2,607,980 9,814,750 12,422,730 12,194,248
Net income / 388,000 445,539 833,539 739,773
(expenditure)
Transfers between funds - - - -
Net movement in funds 388,000 445,539 833,539 739,773
Fund balances brought
forward at 1 April 2024		 3,950,766 - 3,950,766 3,210,993
Fund balances carried
**forward at 31 March 2025 **		 15,16 4,338,766 445,539 4,784,305 3,950,766

The statement of financial activities includes all gains and losses recognised in the year.

All incoming resources and resources expended derive from continuing activities.

The notes on pages 44 to 56 form part of these financial statements.

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Financial Statements

Balance Sheet as at 31 March 2025 (Registered Company No. 03750674)

Note 2025 2025 2024 2024
£ £ £ £
Fixed assets
Tangible fixed assets 10 43,542 30,923
Current assets
Debtors 11 286,961 221,396
Cash at bank in hand 14,984,987 14,121,418
15,271,948 14,342,814
Creditors: amounts due within one year 12 (7,786,527) (6,911,950)
Net current assets 7,485,421 7,430,864
Total assets less current liabilities 7,528,963 7,461,787
Creditors: amounts due after one year 13 (2,744,658) (3,511,021)
Net assets 4,784,305 3,950,766
Restricted funds 15 445,539 -
Designated funds 15 1,852,840 1,920,336
Unrestricted funds 15 2,485,926 2,030,430
Total funds 4,784,305 3,950,766

The accounts were approved by the Trustees on 16 September 2025, authorised for issue and signed on the Board’s behalf by

Charlotte Edgeworth Isaac Borquaye Claire Wills Co-Chair Co-Chair Chair of F&A

The notes on pages 44 to 56 form part of these financial statements

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Financial Statements

Statement of Cashflows for the Year Ended 31 March 2025

Note 2025 £ 2024 £
Cash provided by (used in) operating activities 422,483 (828,657)
Cash flows from investing activities
Net purchase/sale of fixed assets 10 (23,390) (28,504)
Interest received 464,476 263,716
Cash provided by (used in) investing activities 441,086 235,212
Change in cash and cash equivalents during the year 863,569 (593,445)
Cash and cash equivalents at the start of the year 14,121,418 14,714,863
Cash and cash equivalents at the end of the year 14,984,987 14,121,418
Reconciliation of net income to net cash flow from
operating activities
Net movement in funds 833,539 739,773
Adjustments for
Depreciation of tangible assets 10,771 3,059
Interest received (464,476) (263,716)
Decrease / (increase) in debtors (65,565) (90,326)
Increase / (decrease) in creditors 108,214 (1,217,447)
Net cash generated from operating activities 422,483 (828,657)

The notes on pages 44 to 56 form part of these financial statements

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Financial Statements

1. Accounting policies

this assessment for a period of at least one year from the date of approval of the financial statements. In particular the Trustees have considered the charity’s forecasts and projections. After making enquiries the Trustees have concluded that there is a reasonable expectation that the charity has adequate resources to continue in operational existence to restructure, if for example a major funder was to withdraw. The charity therefore continues to adopt the going concern basis in preparing its financial statements.

Basis of accounting

The financial statements have been prepared in accordance with 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) – Charities SORP (Second Edition, effective 1 January 2019), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Income

All grants and donations are accounted for gross when the Charity is entitled to the income, receipt is probable and as long as they are capable of financial measurement.

The National Foundation For Youth Music meets the definition of a public benefit entity under FRS102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.

Donated professional services and facilities are recognised on the basis of the value of the gift to the charity where it is practical to obtain such a value.

In the view of the Trustees in applying the accounting policies adopted, no judgements were required that have a significant effect on the amounts recognised in the financial statements nor do any estimates or assumptions made carry a significant risk of material adjustment in the next financial year.

Grant income

Grants awarded to Youth Music during the year are recognised when there is sufficient evidence as to the entitlement of income, there is probable future receipt and amounts receivable are measurable.

Preparation of accounts on a going concern basis

Peoples Postcode Lottery grant 2024/25 was received as an unrestricted grant from the PPL Culture Trust Fund note 15.

The Trustees have assessed whether the use of the going concern basis is appropriate and have considered possible events or conditions that might cast significant doubt on the ability of the charity to continue as a going concern. The Trustees have made

Notes to the accounts

for the Year Ended 31 March 2025

Pension costs

Expenditure

Contributions to staff personal pension schemes are charged in the year in which they become payable.

All expenditure is accounted for gross, including VAT where applicable, as and when incurred. Expenditure which related directly to Youth Music’s charitable objectives are analysed between the following activities:

Tangible fixed assets

Tangible fixed assets are included at net book value.

Depreciation

Depreciation is provided to write off the cost, less estimated residual values, of all tangible fixed assets, over their expected useful lives. It is calculated at the following rates:

Included in these costs are grants payable. Programmes run for between six months and three years (see note 7).

Direct costs comprise grant support costs, including direct labour, material and other costs relating directly to charitable activities.

The costs of raising funds represent the costs of securing donations and fundraising events.

Assets below a cost of £1,000 are not capitalised.

Staff and support costs (including governance costs) relating to more than one activity have been allocated to activities on a basis consistent with the use of the resources, including management estimate of time spent on activities and apportionment on a headcount basis.

Grant commitments

Grants payable are payments made to third parties in furtherance of the charitable objectives of the charity. Single or multi-year grants are recognised when, following Board approval, the recipient receives the conditional offer of the grant. This is the case unless it cannot be determined with certainty that the recipient will meet these conditions. If at the balance sheet date it is known that any grant liability will not be fully claimed, the liability is corrected to reflect the true extent of the likely claim.

Operating Leases

The costs in respect of operating leases are charged on a straight-line basis over the lease term. The value of any lease incentive received to take on an operating lease (for example, rent-free periods) is recognised as other creditors and is released over the life of the lease.

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Financial Statements

Notes to the accounts for the Year Ended 31 March 2025

Notes to the accounts

1a) Prior Year SOFA

Funds

Unrestricted funds are available for use at the discretion of the Trustees in furtherance of the general objectives of the charity. Designated funds are unrestricted funds that have been set aside at the discretion of the Trustees for a specific purpose. Restricted funds are to be used in accordance with specific restrictions imposed by the donor or grantor.

Accounting judgements and estimates

The key judgements and estimates used in the preparation of these Financial Statements are as follows:

There are no other key assumptions concerning the future and other key sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year.

Income Unrestricted Restricted 2024 Total 2023 Total
£ £ £ £
Income from:
Donations & Legacies 2,911,558 9,758,500 12,670,058 12,431,254
Charitable Activities - - - -
Investments 263,716 - 263,716 58,614
Other 247 - 247 533
Total Income 3,175,521 9,758,500 12,934,021 12,490,401
Expenditure
Expenditure on:
Raising funds 208,450 12,500 220,950 207,623
Charitable activities 2,037,384 9,935,914 11,973,298 12,343,452
Total expenditure 2,245,834 9,948,414 12,194,248 12,551,075
Net income / (expenditure) 929,687 (189,914) 739,773 (60,674)
Transfers between funds - - - -
Net movement in funds 929,687 (189,914) 739,773 (60,674)
Fund balances brought forward at
1 April 2024		 3,021,079 189,914 3,210,993 3,271,667
Fund balances brought forward at
31 March 2025		 3,950,766 - 3,950,766 3,210,993

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Financial Statements

Notes to the accounts

for the Year Ended 31 March 2025

2) Donations & Legacies

3) Income from other trading activities

2025 £ 2024 £ 2025 £ 2024 £
Unrestricted
People’s Postcode Lottery 2,500,000 2,600,000 Hal Leonard Europe 25,000 25,000
Levi’s 50,000 50,000 Live Nation 10,000 -
Wingstop UK 11,000 - Ticketmaster UK 8,000 10,500
Baskin Family Foundation 10,000 - Marshall Amplification 7,200 5,000
Paypal - 30,000 PRS for Music Limited 6,000 5,000
Fred Again - 13,859 Levi’s 6,000 5,000
Amazon - 10,000 The Musician’s Union 6,000 5,000
Heavy Music Awards - 2,060 Songkick Acquisitions Ltd 6,000 5,000
Vevo - 1,000 LCCM AU UK Ltd 6,000 10,000
Other 66,192 100,103 Rocksteady Music School 6,000 -
Yoto 5,000 -
2,637,193 2,807,058 RSL Awards Ltd 5,000
Sony Music Entertainment UK Ltd 5,000
Restricted Phonographic Performance Limited 3,000 -
Arts Council England 9,651,000 9,651,000 AlphaTheta EMEA Limited 2,432
Spotify 150,000 - Pirate Studios 1,500 -
Anonymous Donor 100,000 - Clintons - 5,000
Karisson Jativa 100,000 - Downtown Music - 5,000
Disc Manufacturing Services 10,000 - RSL Awards Ltd - 3,500
Anonymous Donor 5,000 - Google Ireland Ltd - 5,500
Alchemy Foundation 13,750 12,500 Amazon Digital UK Limited - 5,000
McDonalds - 60,000 TikTok - 5,000
PPL UK - 30,000 Sony Music Entertainment UK Ltd - 5,000
Ticketmaster - 5,000
Total income from other trading activities 108,132 104,500
10,029,750 9,758,500
Total Voluntary Income 12,666,943
12,565,558
~~OT~~

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Financial Statements

4) Cost of raising funds

2025 2025 2025 2025 2025 Total 2024 Total
Direct Allocated £ £
Cost of raising funds 150,874 87,740 238,614 220,950
2024 2024 2024 2024 2024 Total 2023 Total
Direct Allocated £ £
Cost of raising funds 148,357 72,593 220,950 207,623

Notes to the accounts

for the Year Ended 31 March 2025

5) Cost of charitable activities

2025 2025 2025 2025 2025 2025 2025 2024
Grants Grants Other direct Other direct Allocated Allocated Total Total
awarded & awarded & costs costs costs (note 6) costs (note 6)
programmes programmes
costs costs
£ £ £ £ £
Programmes 9,953,710 1,166,664 415,148 11,535,522 11,399,742
Capacity building 100 419,775 228,719 648,594 573,556
Total 9,953,810 1,586,439 643,867 12,184,116 11,973,298
2024 2024 2024 2024 2024 2024 2025 2023
Grants Grants Other direct Other direct Allocated Allocated Total Total
awarded & awarded & costs costs costs (note 6) costs (note 6)
programmes programmes
costs costs
£ £ £ £ £
Programmes 9,969,916 1,063,603 366,223 11,399,742 11,863,923
Capacity building 450 377,854 195,252 573,556 479,529
Total 9,970,366 1,441,457 561,475 11,973,298 12,343,452

In some cases, grant recipients do not always claim their awards in full and, in those cases, the amounts are written back into the funding pot and granted out at the next round.

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Financial Statements

Notes to the accounts

for the Year Ended 31 March 2025

6) Allocated support costs

2025 2025 2025 2025 2025 2025 2024
Programmes Capacity Capacity Cost of raising Cost of raising Total Total
building building funds
£ £ £ £ £
Governance
Staff costs 23,825 13,126 5,035 41,986 36,862
Audit 10,565 5,820 2,233 18,618 5,592
Other 127 70 27 224 824
Other support
Staff costs 77,282 42,577 16,333 136,192 135,385
External relations 2,839 1,564 600 5,003 14,143
Consultants and temporary
staff and other staff costs		 27,397 15,094 5,790 48,281 41,769
Central office 273,113 150,468 57,722 481,303 399,493
Total 415,148 228,719 87,740 731,607 634,068
2024 2024 2024 2024 2024 2023
Programmes Capacity Cost of raising Total Total
£ £ £ £ £
Governance
Staff costs 21,291 11,351 4,220 36,862 36,101
Audit 3,230 1,722 640 5,592 17,492
Other 476 254 94 824 -
Other support
Staff costs 78,195 41,690 15,500 135,385 133,573
External relations 8,169 4,355 1,619 14,143 3,166
Consultants and temporary 24,125 12,862 4,782 41,769 28,213
staff and other staff costs
Central office 230,737 123,018 45,738 399,493 370,433
Total 366,223 195,252 72,593 634,068 588,978

Staff, support and governance costs, including costs associated with IT, HR, finance, property and other central services, have been allocated to activities on the basis of staff time spent on activities. The total of £735,526 (2024: £634,068) is split between allocations to the cost of raising funds and the cost of charitable activities as shown in notes 3 and 4 respectively.

Governance costs include those costs incurred in the governance of the charity and its assets and are primarily associated with constitutional and statutory requirements.

7) Grants payable and grant liabilities

2025 2024
£ £
Grants approved to institutions 9,850,267 9,748,106
Grants approved to individuals 256,668 260,530
Grants not utilised by recipients, written back (233,288) (142,392)
Net grants expenditure for the year 9,873,647 9,866,244
Grants approved but unpaid at 1 April 10,227,015 11,514,474
Payments made to grant recipients during the year (9,734,421) (11,153,703)
Grants approved but unpaid at 31 March 10,366,242 10,277,015

Youth Music makes grants to institutional recipients as well as individuals. Grants approved are usually paid out in instalments during the period of the programme of activity to which the grant relates. If, following completion or closure of a programme, any part of the grant remains unclaimed, then this is normally written back against grant expenditure. The grant liability at any point in time represents the net grants approved but unpaid at that time.

A schedule showing a complete list of all grants made during the year is attached at the end of these financial statements as Appendix A.

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Financial Statements

8) Employee emoluments

2025 2024
Total Total
Wages and salaries 1,189,208 1,063,976
Employer’s National Insurance 111,280 106,477
Pension contributions 121,617 103,902
1,422,105 1,274,355
Other staff costs (including staff insurances) 70,390 55,992
1,492,495 1,330,347
Employee emoluments in the band £60,000 - £70,000 1 1
Employee emoluments in the band £70,000 - £80,000 1 1
Employee emoluments in the band £90,000 - £100,000 1 1
Average number of employees during the year 31 28
Full time equivalent number of employees 2025 2024
Fundraising 3.3 2.9
Communications 8.2 7.8
Support 2.3 2.2
Programmes 15.1 15.3
29.0 28.2

Notes to the accounts

for the Year Ended 31 March 2025

No Trustees, nor any person connected with them, received any renumeration during the year.

During the year no (2024: none) Trustees received £nil (2024: £nil) for expenses consisting of reimbursement of costs incurred attending trustee meetings.

Key management personnel include the senior management team. The total employee benefits of the charity’s key management personnel, including employer’s NIC, were £347,066 (2024: £342,897).

9) Net income/(expenditure) for the year

2025 2024
£ £
This is stated after charging:
Operating leases - land and buildings 192,582 193,620
Depreciation 10,771 3,059
Audit fees (net of VAT) 15,900 4,660

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Financial Statements

10) Tangible fixed assets

Website Database Computer Computer Total
& electronic & electronic
equipment
£ £ £
Cost
At beginning of the year 24,550 27,804 40,582 92,936
Additions 12,275 - 11,115 23,390
Disposals - - -
At the end of the year 36,824 27,804 51,697 116,325
Accumulated depreciation -
At the beginning of the year 27,804 34,209 62,013
Charge 4,603 - 6,168 10,771
Disposals - - - -
At the end of the year 4,603 27,804 40,377 72,784
Net book value at 31 March 2025 32,221 - 11,320 43,542
Net book value at 31 March 2024 24,550 - 6,373 30,922

Notes to the accounts

for the Year Ended 31 March 2025

11) Debtors

2025 2024
£ £
Other debtors 195,270 169,223
Prepayments 91,691 52,173
286,961 221,396
12) Creditors: amounts falling due within one year
2025 2024
£ £
Trade creditors 67,758 82,509
Taxation and social security 29,432 28,377
Accruals 57,123 71,495
Grants outstanding 7,621,584 6,715,994
Other creditors 10,630 13,575
7,786,527 6,911,950

12) Creditors: amounts falling due within one year

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Financial Statements

13) Creditors amounts falling due after one year

2025 2024 £ £ 2,744,658 3,511,021

Grants outstanding

Creditors falling due after one year consist of grant liabilities in respect of projects that are planned to run past March 2026 into later financial periods, i.e. Youth Music confirmed grants, which cover a period of more than one year.

Notes to the accounts

for the Year Ended 31 March 2025

14) Financial Commitments

Equipment Equipment Land and Land and
2025 2024 buildings buildings
2025 2024
£ £ £ £
Operating lease payments due - - 162,177 157,453
within 1 year
Operating lease payments due - - 512,313 501,273
within 2-5 years

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Financial Statements

Notes to the accounts

for the Year Ended 31 March 2025

15) Fund Movements

15) Fund Movements continued

2025 Opening Opening Income Expenditure Transfers Closing 2024
balance £ £ £ Balance
£ £
ACE - Lottery - 9,881,539 (9,651,000) - 230,539 Designated - capital fund
Spotify - 150,000 (150,000) - - Designated - PPL fund
Rescue the Roots - 215,000 - - 215,000 General funds
(individual donors)
Alchemy Foundation - 13,750 (13,750) - - Total unrestricted funds
Total funds
Total restricted funds - 10,260,289 (9,814,750) - 445,539
Designated - capital fund 30,923 - - 12,619 43,542
Designated - PPL fund 1,889,413 2,500,000 (2,580,115) - 1,809,298
General funds 2,030,430 495,980 (27,865) (12,619) 2,485,926 The designated Capital Fund is equal to the cost of the Foundation’s fixed assets.
Total unrestricted funds
Total funds		 3,950,766
3,950,766		 2,995,980
13,256,269		 (2,607,980)
(12,422,730)		 -
-		 4,338,766
4,784,305		 Restricted funds detail:
2024 Opening Opening Income Expenditure Transfers Closing ACE - Lottery
balance
£		 £ £ £ balance
£		 The Lottery funding from ACE is restricted to projects and programmes within England.
Towards the costs of increasing music opportunities for children and young people as set out
in an “Agreed Programme”.
ACE - Lottery 81,046 9,651,000 (9,732,046) - - Alchemy Foundation
TikTok
Spotify
Dr Martens
McDonalds		 71,707
20,566
16,595
-		 -
-
-
60,000		 (71,707)
(20,566)
(16,595)
(60,000)		 -
-
-
-		 -
-
-
-		 Towards the cost of Development Director.
Spotify
Towards the Open Doors / Stability Fund.
PPL UK - 30,000 (30,000) - -
Alchemy Foundation - 12,500 (12,500) - -
Ticketmaster - 5,000 (5,000) - -
Total restricted funds 189,914
9,758,500
(9,948,414)
-
-
~~ee~~
Opening Income Expenditure Transfers Closing
balance balance
£ £ £ £ £
5,478 - - 25,445 30,923
1,589,128 2,500,000 (2,199,715) - 1,889,413
1,426,473 675,521 (46,119) (25,445) 2,030,430
3,021,079 3,175,521 (2,245,834) - 3,950,766
3,210,993 12,934,021 (12,194,248) - 3,950,766

The designated Capital Fund is equal to the cost of the Foundation’s fixed assets.

Restricted funds detail:

ACE - Lottery

The Lottery funding from ACE is restricted to projects and programmes within England. Towards the costs of increasing music opportunities for children and young people as set out in an “Agreed Programme”.

Alchemy Foundation

Towards the cost of Development Director.

Spotify

Towards the Open Doors / Stability Fund.

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Financial Statements

16) Analysis of net assets between funds

Fund balances at 31 March 2025 are represented by:

Notes to the accounts

for the Year Ended 31 March 2025

17) Related party transactions

There are no related party transactions.

Designated General Restricted Total funds funds 2025 funds 2025 funds 2025 2025 £ £ £ £ - - Tangible fixed assets 43,542 43,542 Current assets 1,809,298 2,650,869 10,811,781 15,271,948 - Liabilities (164,943) (10,366,242) (10,531,185) Total net assets 1,852,840 2,485,926 445,539 4,784,305

Fund balances at 31 March 2024 are represented by:

Designated General Restricted Total funds
funds 2024 funds 2024 funds 2024 2024
£ £ £ £
Tangible fixed assets 30,923 - - 30,923
Current assets 2,189,698 1,932,073 10,221,043 14,342,814
Liabilities - (201,928) (10,221,043) (10,422,971)
Total net assets 2,220,621 1,730,145 - 3,950,766

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Appendix 1: List of grants to organisations

Notes to the accounts for the Year Ended 31 March 2025

Organisation Grant Amount
20Twenty Productions CIC £23,625
Access Community Trust £15,000
Activating Creative Talent CIC £30,000
Afghanistan and Central Asian Asso- £28,500
ciation (ACAA)
All Star Entertainments £150,000
anam creative £30,000
Ando Glaso £25,000
Anthem. Music Fund Wales £50,000
Arts Education Exchange £15,000
Aspire4u CIC £11,325
AudioActive £80,000
Barbican Theatre £100,000
Beacons Cymru £50,000
Beats Bus Records £100,000
Beats Lab CIC £16,494
Beyond the Bias £30,000
Big Leaf Foundation £54,850
Billy & Andy’s Music School CIC £15,000
Brass Bands England £25,100
Brighter Sound £20,000
Bristol Beacon £100,000
Bristol Old Vic £118,329
Bury Metropolitan Arts Association £30,000
Caldmore Village Festival Ltd £24,199
Cambridge Junction £99,996
Candy Arts £29,982
Carlisle Youth Zone £23,785
Carousel £30,000
Carousel £24,829
Caxton Youth Organisation £17,273
Centre for Strategic Aesthetics CIC £30,000
City of Wolverhampton Council £30,000
Climate Live £28,000
Organisation Grant Amount
Club Soda £29,460
Club Soda £22,110
Cobalt Studios CIC £30,000
Collective Encounters Ltd £29,964
Colne Youth Action Group £27,842
Come Play With Me £97,842
Compass Collective £27,005
Contact £15,944
Cornwall Music Service Trust £27,060
Cosmopolitan Arts £30,000
CRE8 £84,610
Create Wellbeing Partnerships CIC £29,875
Creative Optimistic Visions (CIC) £15,000
Creative Outbursts CIO £15,000
Cultural Freelancers CIC £33,000
Culture Shift CIO £15,200
Curious Arts £29,987
DaDaFest £20,470
Digital Writes £22,500
Diverse City £29,775
Diverse FM Community Media & £29,999
Training Ltd
DJMC ACADEMY £9,972
Down Syndrome Development Trust £26,700
East Riding Schools Music Service £19,756
Electric Umbrella £100,000
Eloquent Praise & Empowerment £84,700
Dance Company CIC
Evolve Music £130,000
ExploreTheArch £29,960
Fearless Youth Association £30,000
Find Your Voice £19,858
Finding Rhythms CIO £100,000
First Artists Management £20,000

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Appendix 1: List of grants to organisations

Notes to the accounts for the Year Ended 31 March 2025

Organisation Grant Amount
Football Unites Racism Divides £25,773
Free 2 Talk CIC £158,147
Freestyle Academy CIC £29,960
Frenford Clubs £10,800
Full House Theatre £25,513
Future Yard CIC £30,000
Gawain Hewitt Ltd £30,000
Gaydio £30,000
Generator North East £99,986
Get It Loud in Libraries £72,000
Girl Grind UK £22,000
Girl Grind UK £11,000
Girls Rock London £30,000
Grace House North East £28,108
Groundswell Arts £157,055
Guru Nanak Gurdwara £29,920
Hand Of £100,000
Hastings Fat Tuesday £15,000
Head to Toe Charity £49,500
Heart n Soul £105,000
Helix Arts £20,000
High Oak Youth and Community £30,000
Centre
Higher Rhythm Ltd £149,992
HMDT Music £150,000
HMM Arts Ltd (The Hive Music and £30,000
Media Centre)
HomeStart Kernow £30,000
Hoxton Hall £27,224
Hype & Genius CIC £15,000
Jamming Station £19,800
Kent Refugee Action Network £3,623
Kidology Arts CIC £14,770
Kids On The Green (KOTG) CIC £100,000

Organisation

Grant Amount

Organisation Grant Amount
Kingswood Arts £15,502
Lifelong Family Links £29,987
Lifesize CIC £99,000
Lincolnshire Music Service £200,000
Link Learning LTD £28,710
London Rhymes Limited £108,317
Lyrix Organix Ltd £60,000
Made with Music £72,940
Made with Music £119,462
Magic Acorns £120,000
Maines-Beasley Creative Limited £132,080
Make Some Noise Limited £100,000
Marsm £19,958
mASCot Brighton £7,220
Merseyside Youth Association £29,954
Ministry Of Life Education CIC £25,000
Music Action International £150,000
Music at the Heart of Teesdale £20,970
Music at the Heart of Teesdale £15,998
Music for the Many £29,532
Music In Devon Initiative £30,000
Niburu Recordings Ltd £29,934
Nottingham CYF Project £60,000
Nrthrn Baby £30,000
Oasis Restore £15,000
OmniMusic £30,000
One World Orchestra £14,930
Pattern and Push Ltd £30,000
Peckham Digital £22,677
Platform Thirty1 Limited £29,998
Punch Records £20,000
Quench Arts £198,577
Rap Club Productions C.I.C £125,000
Rap Therapy CIC £10,000

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Appendix 1: List of grants to organisations

Notes to the accounts for the Year Ended 31 March 2025

Organisation Grant Amount
Reach and Unite Outreach and Em- £24,000
powerment CIC
Readipop £150,000
Reform Radio CIC £29,984
Remember Rhythm £27,620
Root 73 Ltd £20,000
Ruff Sqwad Arts Foundation £10,000
Saffron Records C.IC. £30,000
Sense £28,546
Shy Bairns Collective £26,750
Simmer Down Arts CIC £30,000
Small Green Shoots £29,986
Soft Touch Arts £150,000
Songbirds Music UK £150,000
Sound City (Liverpool) £20,000
Soundplay Projects Ltd £25,000
Soundplay Projects Ltd £30,000
SoundWave £100,000
Suffolk County Council £19,400
Sugar Stealers CIC £30,000
Sussex Community Development £13,195
Association (SCDA)
Swell Music CIC £28,700
Synergy Dance Outreach £16,970
Syrus Consultancy CIC £99,758
TACO! £119,851
Take Art Limited £120,000
Tees Music Alliance £99,940
The Bureau Centre for the Arts £89,850
The F-List £20,000
The Herd Theatre £120,000
The Kendal Brewery Arts Centre £30,000
Trust Limited
The Music Works £30,000

Organisation

Organisation
Organisation Grant Amount
The Norfolk Virtual School for Chil- £30,000
dren in Care
The Pelican Project Exeter CIC £14,336
The Roundhouse Trust £30,000
The Spark Arts For Children £120,000
The Warren Youth Project £73,050
The Whitworth £120,000
Together We Make A Difference £19,600
Tomorrow’s Warriors £15,000
Tonetic CIC £15,000
Tracks Autism £17,050
Trelya £135,000
Triangular CIO £30,000
Turned On Its Head £131,304
UK Centre for Carnival Arts (UKCCA) £22,572
Unique Talent £17,980
Up2stndrd £29,963
Viva Arts and Community Group Ltd £29,850
Waves Music Therapy £25,696
We are Music £74,000
We Make Culture CIO £150,000
We Need Music CIC £70,000
Whitnash Nursery School £120,000
Wild Things Charity £29,992
Worcester Snoezelen £75,000
You Press £100,000
Young Women’s Music Project £150,000
(YWMP)
Youth Landscapers Collective £21,738
Youthsayers CIO £25,120
Zephron Records £19,149

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