BANG
BUILDING A NEW GENERATION
Company Number 4059683 Email: Charit
Number 108654
Website; wearebang.com
weareban
.com Address: 2. Floor, 89.93 High Street, Charity
Harle5den London. NWIO 4NX
ANG EDUTAINMENT LTD
NNUAL REPORT AND ACCOUNTS
024
. BANG
2nd Floor. 89 93 High Street, Harlesden, London,
NWIO 4NX
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BANG
BUILDING A NEWGENERATION
TABLE OF CONTENTS
Introduction and Welcome from BANG CEO
About BANG Edutalnment
Overvlew
Operations Informatlon
10
Programmes and Projects.,......,....,............
.10
Our Strategic Alms and Objectives 2023-24.....................................................................................11
Organisatlonal Operatlons................................................................................................
.16
Our Achievements in 2023-2024
16
Actlvltles, Achievements, Performance.......................................................................
Public Benefit- Partnerships and Pollcy.....................
FINANCIAL ACCOUNTS FOR THE YEAR ENDING MARCH 2024
.17
..30
34
Independent examiner's report to the trustees.......
Notes to the Accounts........................
.34
..39
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BANG
BUILDING A NEWGENERATION
Introduction and Welcome from BANG CEO
Greeting and Blessings,
It Is my pleasure to introduce this report as the CEO of BANG Edutainment.
As we celebrate our 25th annlversary, we reflect on how BANG has evolved Into an organ15ation rooted In local
communitle5. knowledge and a deep commitment to dellvery of posltlve outcomes throu8h our relatlonships
and programrnes and by supporting emerging leaders, Over the past quarter-century, we've not only Impacted
lives locally but have also for8ed partnerships globallyi Standlng In 501idaritywithyoung people and community
leaders around the world.
2023-24 has been a particularly challenging year for many children and youn8 people, 8lven the widespread
conflict and upheaval across the globe. In these tSme5 of uncertalnty, strong and steady guidance is more
critical than ever. At BANG, we partner wSth young people so that they can lead wlthln our organisation, not
just as voices, but as changemakers who embody the values of love, unlty, and empowerment. Throu8h
Inltlatlves Ilke Internshlpsand our BANG Youn8 Leaders programme we provlde opportunltle5 foryoung people
to step Into leadershlp roles, ensurlng they have the platform to create relatlonshlps where the values of love
caTr be enacted and nurtured,
Youth Power our guldlng slogan encapsulates the drivlng force of our work. The enerEY, resilience, and
passion of youn8 people Inspire us to innovate and foster collaboration as we expand our Impact across Brent
and beyond.
A key part of our growth has been the power of partnerships Within the community. We achieve growth by
working tO8ether, hand-in-hand with the people we serve. Many of us come from the very communities we
support, and our 25 year5 of existence have given u5 the insi8ht and experience to build meanlngful and lasting
connections. Additionally, we have developed cross-sector partnershlps wlth corporate organizations,
weare
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BANG
WILDING A NEW GENEIIATION
reinforcing our assertion that it wlll take all of u5 to effect meaningful change. These relatlonshlp5 are vital,
not only for the success of our initiatives but for building strong, supportive, and healthy communltles.
Wellbelng Is at the heart of everythlng we do. Promotlng healthy relationships and nurturing healthy
communltles remalns central to our mlsslon as we strlve to create spaces where youn8 people can thrive.
Collaboratlon continues to be a cornerstone of our ambitious strategy, and we are exclted about the future a5
we bulld on shared values and commitments. Our core value5 are of the utmost Importance to us, and it 15
through these shared principles that we continue to grow, connect, and create posltlve chan8e. We are not
Simply trying to irnprove the lives of young people; we are supportin8 them to enact thelr purpose, overcome
personal and social challen8es, and build communities that are more equltable and just, while creatin8
sustainable value.
One Love
Jennifer 08ole
CEO & FOUNDER. BANG Edutalnment
About BANG Edutainment
BANG Board of Trustees
Paul Bragman {Chair)
Vlvlan Arorlode {Treasurer)
Alison Crosland (Trustee)
Meera Karavadra (Trustee)
James Pearson {Trustee
BANG
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BANG
BULDI￿A NEW GENERATN)N
Natalle Ann Roberts (Trustee)
Paulette Harris {Trustee
Secretary: Jasmine Bragman Usiskin
Independent examlner
Community Accountancy Self Help, 6 8evington Road, London, WIO 5TN
Governance and management
The charlty Is a company Ilmlted by guarantee and reglstered charlty. It is operated under the rules of its
memorandum and artlcles of assoclatlon dated October 2000, as amended by special resolutlons dated April
212001, January 5 2006, Aprll 16 2007 andjuly 13 2013. It ha5 no share capital and the Ilabllityof each member
In the event of wlndlng-up15 Ilmlted to £1.
Overview
BANG has young people at its core. It works wlth them to become community leaders that wlll effect chan8e
through social enterprise. BANG does this by provldlng platform5 that will develop young people's talents and
skills aswell as diverting vulnerable, at-riskyoung people away from crime and negative influences by providin8
targeted support for them and their families. BANG'S early Interventlon pro8rammes reduce the1Skellhood of
engaglng Sn crime and deviance.
BANG also builds confidence through internshlps and volunteerin8 that give youn8 people "real life" work
experlence5 to equlpment them with the 5ki115 they need for life and careers.
Vlslon
A world in which all young people are valued, thriving, and contributing positively to their communities.
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BANG
BUILOING A NEW GENERATION
Mlsslon
Partnering globally to dellver world-clas5 servlces for chlldren, young people and their communities that
develop skills for 1Sfe and careers; and enable them to achieve Indivldual and collective Boals ensurin8
sustalnable positive impact for all stakeholders.
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BANG
BtKUlNGA NEW GEPUATION
Our Values
Onenes5
Care &
Compassion
Diversity &
Inclusion
Love &
Respect
Paiinership
Truth &
Right
Peace &
Harmonv
Outcomes and Impart
There are three outcome areas that efflbody BANG Edutalnment'5 {BE'5) vision, rnission and alms, they are-
Young People
Young people are confident, motivated, and reslllent.They can make positive Informed choices so they
can achleve thelr ambitlon5 and goal5.
Improved health and wellbeing {mental, emotlonal, and physical) of young people and parents/carers.
Youth Power
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BUILDING AHPII GENERATIQN
Young people are equipped with the necessary skills and training to Improve theirfuture employabilitv
and career enhancing Skills.
Young people are creative, caring and contributing to their communlties.
Communltles
More Iyoung}people are connected and engagin8 Wlth each other and relevant agencles.
Communities better able to mana8e conflicts, bridge dlfferences and work with diversity as a strength.
Communltle5 becomlnE stronger, more resilient, and able to lead In Identifylng and meetln8 thelr own
needs.
Parents/carers are engaged with their children, relevant agencies, and their communitles.
Parentslcarers have access to tools and resources to respond to their children's needs and challenges.
Parentslcarers have an Increased awareness of servlces and how to engage thern confidentlv,
Improved health and wellbelng (mental, emotional, and physical) of parents and young people.
. BANG
2nd Floor, 89 - 93 Hl8h Street, Harlesden, London.
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BUIUIING A NEWGENERATION
Methods and Prlnclples
There are key prlnclples, wh5ch underpin our work:
Everyone can learn, and everyone can excel
People are their best asset- value Is based on what an Indivldual loves and their progress on that
Creativlty and culture are the Ilfeblood of actlvltles and projects
We strive to deliver Services that are of the highest quality
We are responsive, user and needs-led in our approach
We strive to be accessible and inclusive of service users, staff, and partners
We do not compete - we collaborate. We are open to partnership, Striving for wln-wln sltuatlons In
all en8a8ements
We strlve to dellver effective results against targets and in all our operatlon5
We are innovative and entrepreneurial, seelng opportunltles even In adverslty
We create envlronments In whlch everyone is carin& learnin8, and 8rowlng
Strate8lc Objectives
To be a youth powered or8anisation that glve5 young people a voice in Brent.
To be a leadershlp organlsatlon that Is exemplar In youth service desi8n, deliveryi and impact.
To be current, responslve, and sustalnable or8anisation that addresses the key155ues and challenges
experienced by young people and the communities in whlch they Ilve.
To develop platforms and opportunities for youn8 people and communltle5 that use creatlve arts and
culture to connect and address their personal, socio.economlc relatlonal challenges.
To Use (BE'51 experience in gra55roots delivery to influence pollcy and practice and advocate foryoung
people, parents, and communitles at local, national, and strate8ic levels.
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BUILDING A NEWGENERATICN
erations Information
Programmes and ProJect5
BANG Edutalnment's core competencies are In community en8a8ement, activism, and creating leaders wlthln
local communitles. BANG Edutainment holds strong relatlonshlps wlthln Brent, it has galned trust and respett
from all commlsslonlng sources and itsclientgroup, young people. This is shown through extensive partnershlp
worklng across statutory and non.statutory organisatlons,
BANG
GRAMME
'41?
BANG
The servlces BE offers fall within the six key programme areas, as detalled in the above dia8ram. Our outcomes
and impact on Young People, Youth Power and Communities are achleved through dellvery of specific projects
wlthln these programme areas.
10
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BUILDI￿A IEWGENERATION
BE projects fall under 4 key areas, as hi8hli8hted in the dia8ram below. By focusing on these 4 key areas. we
can deliver project5 that meet the Specific needs of our service users.
STACKS
Creative Therapy
1-2-1 or Group creative therapy using
art, dance, drama, and muslc.
Flnancial Llteracy.
Leadership.
Entrepreneurship.
Emotional support Ireslllence and
development).
Conflict resolution.
Parent Hub (Advocacy• famlly conflict).
Mentoring and Coachlng
Skllls Development
Upskllllng young people for future
career development.
1-2-1 or Group settin8 to help Identlfy
aspiration.
Skllled Facilitators.
Structured
in
house
Internship
pro8rammes In areas such as marketln8,
therapy support.
Removing barriers to attainment.
Our Strateglc Alms and Objectlves 2023-24
BANG is a charity focused on youth power wlth young people at its core, it is a reco8nisable brand for youth
voice in its current areas ofoperation. Due to thls BANG is Increasing leadership and entrepreneurship of young
people in their communitie5 drivin8 fonNard and challenglng negative perceptions of youth and developlng
skllls for Ilfe.
Our strategic aims and objectives in the last reportlng perlod have stretched over key areas..
11
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BANG
BIADING ANEWGENERATIDN
Strateglc Alms
Strateglc Goals
Strateglc Lead
Tlmellne
Aim I: Bulldlng
1.1 To pilot and incubate
innovative approaches
to tacklin8 key social
Delivery of
project5: sfACKS and
SPM
Live and on going
Skllls and glvlng
youn8
people
the tools that
i55ues.
they need to be
proartlve,
RISEUP to bulld financial
pursue
thelr
literacy, leadership and
soclal and career
entrepreneurship
development
Stacks- DL
1.2 To dl8itise projects so
that they can be
repllcated
DL
Alm 2: Facllltate
2.1 Build the leadershlp
ski115 and capacity of
Iyoung) people and the
wider community
SPM
Live and on 80in8
Youth leadershlp
and Youth volce
2.2 Support
enterprise
social
DL
development, includln8
direct incubation of
new enterprise start-
ups throu8h delivery of
RiseUP.
12
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BANG
BUILD114G A P4EWI%NÉRATI)N
Alm
3.1 Fundraising from trusts
CEO
Live and on going
Fundraislng and
and charities to meet core
Dlverslflcatlon of
and project costs
Income
3.2 Develop
strategic partnership5 for
corporate
future funding needs
Alm 4: Dlgltal
Transformatlon
Organisational
Building
DL
Live and on golng
development
robust
systems
and
processes for operations
and
mana8ement that
improve effectiveness and
efficienry.
Alm 5: Influence
5.1 Conduct grassroots
research throu8h service
Users. capture and share
findin85 on key issues that
affect youth
5PM
Llve and on golng
pollcy
and
support systemlc
chan8e
5.2 Advocate for the local
community with the 8oal of
brldgSn8 the gap between
authorities/agencieslpolScy
{local
council,
makers
police)
stakeholders
community
13
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BANG
BUILtMNG A NEWGENERATIQN
Aim
6.1 To achieve SFEDI and
SPM
202412S
Accredltatlon
Brent accreditation as well
and
Charity
as London Youth Quality
Mark status.
Quallty Mark
The following short- and medlum-term goals descrlbe how 8E wlll meet the 5trate8ic aims outlined above.
Short Term Plans
On80in8 scopin8 and application for funding to stablllse Its core costs, partlcularly staffing. Fundlng
will ensure salary stability and trainin8 and development needs are met.
Di8itisatlon of all BE programmes and systems
Further development of the website and soclal medla, makln8 these a platform for opportunltles for
young people and their voice.
Successful dellvery of projects In response to fundlng achieved to meet immedlate and local needs.
BE understands the Importance of secure and stable leadershlp and has a core leadership team that
can drive the or8anisation forward to reach Its outcomes.
Monitorln8 and evaluatin8 of servlce and programrnes provi5ions- demonstratlng Income.
14
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BANG
BUILDING A NVII GENERATION
Medlum Term Plans
Maintain current strategic partnershlps and create new fundlng opportunities and partnershlps.
Income dlverslficatlon and consolidation of relationshlps With existing contract5 and corporate
partners.
Worklng with the Cranfield Trust to develop a robust marketlng strategy and plan that SUPPOrt5
fundraising for Strategic fundin8 partnerships for the future.
Develop strategic partnershlps wlth schools, local authorities, and other agencies to develop
partnershlp5 to wlden delivery Services and programmes, followlng successful pilot programmes e,g,
Depaul Trust, Roundwood Alternative Provision School and Young Brent Foundation, Paddlngton
development trust {PDT)
BE'S systems are dl8itised. and the or8anlsatlon Is paperless.
Long Term Strategy
Develop and maintaln corporate and strategic partnerships for future funding needs.
Worklng alongslde young people, BE wlll remaln current and relevant. It will demonstrate that young
people can lead and Inspire more young people to fulfll thelr goals.
BANG Worldwide is working wlth partners to deploy BE projects and new servlces In other 8eo8raphlc
areas such as Jamalca and Nigerla. There Is a 8lobal trend of the needs of young people all over the
world and although cultures, access to educatlon and levels of support is dlfferent from place to place
the needs are the same. BE will see the results of th15 growth and development and further partnershlp
and fundin8 Opportunities will come to frultion.
Malntain BE'S role as a community leadershlp organlsation that identifies and stands for youn8
people'5 right5 and futures.
Amplify youth voice in Brent and wider communitles, dellverlng impactful activitles and addre55ing
need5.
Is
BANG
2nd Floor, 89 93 Fllgh Street, Harle5den, London,
NWIO 4NX
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BANG
BUILDIIII A IEW GENERATION
Organlsatlonal Operatlons
BANG1s undertaking infrastructure improvements to its manaEement and delivery. BANG Is working towards
becomlng more streamlined in our or8anisatlonal processes over the next 12-18 month5. We are
Implementing dSgltal systems and processes followlng an operatlons and governance revlew. We are worklng
toward5 becomlng a paperless or8anlsation by further use of Micr050ft365 as its central IT tool.
BE manages Its operatlons throu8h Upshot {monitorin8 software), a system that manages data, tracks
performance, and piovldes progress report5. BE Is better able to manage data, Improve5 performance, tracks
progre55, and reports 38ainst outcomes
all with the aim of evaluatlng our Impact through effective
monltorlng, evaluation, and learning. BE15 currently refining the outcome measure5 to ensure scalability and
replication of projects and servlces.
The core team is made up of the CEO, COO and Senlor Leaders alon8slde an office mana8er who Is
responsible for overseeing Intern5 and volunteers. BE plans to renew London Quality Mark, SFEDI.
The CEO and SLT are worklng wlth the board to ensure effectlve and efflclent governance practice5
are in place.
The programme staff work to ensure smooth implementatlon and delivery of services. The teams will work to
upskill youn8 people In the deSlvery of BE and thelr own servlces vla internship5 and incubatlon.
Our Achievements in 2023-2024
BANG conslstently demonstrates a deep understanding of the challenges faced by our communltle5, thanks to
robust en8a8ement, stron8 cofflfflunity relationshlps alongslde rnonitorin8 and evaluatlon practices. Thi5
insight enable5 U5 to respond effectlvely to the evolving needs of those we Serve.
16
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BiILDWG A NEW GEKRAn014
Our strong relationshlps With fundlng partners have been further solidified through our commitment to
transparency. By sharing comprehenslve data and detailed insights into our initiatives, we've built trust and
relnforced otjr accountability.
BANG'S evldence-based approach not only illuminates the pressing issue5 Withln our communities but a150
provlde5 US with the tools to craft strate8les that are both responsive and tallored to these speclfic challenges.
Thls allows us to adapt our programs swiftly, ensurlng they remaln relevant and effective In addressing the
ever-changln8 needs of youn8 people and famllies.
The impact we measure on the Ilves of those we seNe not only underscores the importance of our work but
also informs the continuou5 reflnement and expanslon of our servlces, enhanclng our posltlve Influence.
Our proactlve stance on data collection and assessment Is key to our ongoing learnlng and Improvement. Thls
approach maximlzes our Impact, ensurlng that our efforts conslstently align with our mlsslon to 5UPPOrt and
upllft our communitles,
Actlvltles, Achlevements, Performance
BANG'S work Is crucial In addressing pressln8 communlty need5 and provldin8 SUPPOrt to vulnerable at-ri5k
young people. Our servlces help to bulld confidence and skills that enable young people to achleve thelr goals
and in turn, bulld thelr communlties; tappSng into young people's creativlty, energy, and imaglnatlon as the
solution to the challenges we face In our world.
We dellvered varlous programmes and inltlatlves to reconnect with young people and the community. Some
details here:
Youth Club
The BANGIN, Youth Club is a safe and enga8in8 space designed to brinE children and young people together to
participate in enrichlng actlvlties while fostering rneaningful relationships. Through a serie5 of engaging
educational workshops hosted by the BANGIN, Youth Club durin8 Summer and October 2023 Half Temi break,
we engaged 36 young people and identified the follcwlng as having transformative impact on CYP;
17
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BANG
BUILDING A NEW GENERATION
Empowering Mind5- Children and young people dld notJust learn; they thrived in an atmosphere fipe
with new knowledge and skills, fostering a vibrant culture of Intellectual growth.
Cultlvating Con5CiOU5ness - Beyond mere educatlon, participants embarked on a Journey of self-
discovery, honing their awareness of personal responsibilities, embracing core value5, and realizin8
thelr role in shapin8 society and the world.
Ignitin8Creatlvlty-Wlthln the dynamlc confine5 of the workshops, creatlvlty flourished as chlldren and
young people unleashed thelr Imaglnations, infusing their work wlth innovation and origlnality,
Leadershlp In Actlon Young leaders emerged as beacons of inspiration, metlculously craftin& and
dellverln8 workshops wlth flnesse and passion, ernbodying the essence of effective leadershlp.
For8ing Alllances - In a testament to the power of collaboratlon, BANG Edutainment forged a robust
partnershlp wlth Journey to Justice, layln8 the foundation5 for future endeavours aimed at
empowerlng youth and fosterlng positive societal change.
Emotional Re5ilience- Children and Youn8 people were introduced to tools on how to manage stress
and setbacks effectively. improvlng thelr mental well-being and preventlng the onset of mental health
Issue5. They developed skllls In communlcatlon, compromlslngi cooperation, empathy, and confllct
re501ution, enhancinE their relationshlps and social interactions.
Young Leaders and Internshlps
18
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8L¢ILDING A IEIIGENERATION
Youn8 Leaders are a crucial part of BANG'S Journey towards becoming a youth-led or8anlsation. BANG offers
young people facing challen8es the opportunity to engage in positive activlties that empower them and
provide meaningful community role5. This involvemenl can lead to further training or employment
opportunities. We have also engaged five interns from Brunel University. This expanslon reflects the growing
recognitlon of the importance of youth leadershlp In communlty development and the Increasin8 demand for
opportunlties that empower young people.
Some feedback we received from our Young Leaders: 'At Bong I leornt a varlety of dlfferent skills durlng my
experience such as good communicatlon skills and team work whlle worklng In different teams to produce
and creote vorlous projerts. During my experience, my multitosklnq ond tlme management skills have
greatly improved as ljuggled the servlce demands OA two key areas In schedullng and pmducing o detailed
fundroislng video. Thls experience boosted many of my maln skllls requlred for futurelobs. I have acqulred
extensive analyticol experlence worklng with the 8ang Edutalnment. I have also othieved valuable skills, I
learnt a lot about BANG and made meanlngfvl contrlbutions toward5 team artlvities. My experience here ot
BANG as a youth leoder has been amazing sofar and I hove learned how to manaqe young people ond now
to work better together."
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BANG
BUL01￿ A NEW GEPIERAllON
Create Change
City Bridge Trust funded BANG Edutainment in supporting the provislon of a therapeutic seThice for a two-year
duration. This comprehensive therapy senfice entails the involvement of creative art5 therapists. At the Create
Change project, we have seen thls reflected In the number of referrals we recelved last year. We have been
contacted by frontline Pfofesslonals wlthln CAMHS, schools and Social servlces often told us that the serv5ces
are needed more than ever before.
Durlng the Create Change first year of delivery, we exceeded our target by engagin8 55 youn8 people against
a 8oal of 30, demonstratlng the hlgh demand and effectlveness of our initiative. The project delivered 519
sesslons, offerlng vltal support to partlclpant5, includin8 11% who were sublect to a Chlld ProtectSon Plan (CPO)
or had prlor Involvement wlth the pollce. The transformative Impact on the young people who partlclpated is
evldent across several key outcomes:
Increased Self-Awareness: 87% of participants reported a hel8htened sense of self-awareness,
Indlcatlng a deeper understanding of their personal strengths, challenges, and potentlal.
Boosted Self-confldence: 97% of the youn8 people experienced an increase In self-confidence,
empowerlng them to engage more p05itively in thelr dally Ilve5.
Enhanced Educatlonal Outlook; 96% felt more positlve about school and education, hlghllghting
renewed Interest In learnlng and personal development.
Emotlonal Reslllence: 98% of participants demonstrated strengthened emotlonal reslllence, equipping
them to mana8e stress and setbacks more effectivelv.
Emotional Self-Awareness: 88% showed improved emotlonal self-awarene5s. better understanding
their emotion5 and how to navigate them.
Coping and Overcomlng Challen8es: 91% reported an enhanced ability to cope with and overcome
mental health and emotlonal challen8es. directly attributing this improvement to the support recelved
through the project.
Healthier Famlly and Community Bonds: 93% of participants reported practical improvements In
forming stronger and healthier relationshlps within their families and local communities.
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Improved Emotional Expression: 95% of young people felt more capable of expressin8 their feelings
toward their families, leading to more open and constructive communication.
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Addltlonal Hlghlights:
The Parents Hub engaged 15 parents, fostering a supportlve environment that relnforced the positive
changes seen In their children.
CASE STUDY
Tim's Journey
Gender: Male
Age: 9 years old
Presentin8 Issues:
This case study descrlbes the therapeuticjourney of mm, Year 4 boy referred to the therapy servlce due to
trauma Infllcted by the war in his country. Desplte appearlng well-adjusted at school, Tim's dlsruptlve
behavlourat tlmes hinted at underlyin8 emotlonal struggles 5temmin8 from hlsexperlence5 of displacement
and vlolence.
Background:
Tim's experlences of war trauma posed signiflcant challen8es in his ablllty to verballse feellngs of
displacement, consequently Impacting his social Interactlons and emotional well-beln8.
Assessment:
Initial assessment revealed Tlm's dlfficulty in expresslng emotion5 related to dlsplacement, highlightlng the
need for therapeutic interventlons to address underlyln8 trauma.
Therapeutlc goals:
l. AllowTlm to explore feelin8s related to dlsplacement and violence
2. Enable 5elf-expression and creatlvity.
3. Promote emotlonal well-bein8.
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BUILOIWJ A NEW GE￿RATION
Therapeutic Process:
TIM partlcipated in seven one-on-one therapy se55ions since Ottober 2023. Through gentle exploration, TIM
began to delve into the Impact of war on his sense of home and belonging, utilising creatlve modalities to
express his emotions.
Outcomes:
Positive changes were observed In Tlm'5 behaviour, with increased emotional expresslon noted by parents.
However, an unexpected pause occurred after sessions delved into the Impact of war on Tim's sense of
home, raising concerns about potential setbacks in his pro8fess. Desplte thls, parents reported
improvement In Tlm's demeanour, and hls teacher observed enhanced focus and engagement in the
classroom.
Quote from chlld:
.1 want to come to the sesslons agaln because I like being creative."
Quote from parent:
'He loves coming to the sessions ond alwuys looksforward to it."
Tlm'5 therapeutic Journey underscores the Importance of provldlng continuous support to children coplnE
with trauma, especially in the context of war displacement. While posltlve changes were observed, the
abrupt pause In therapy hi8hli8hts the need forongoing therapeutic interventlons to nurture resilience and
promote emotional well-being. Through tailored Interventlons and consistent support, chlldren like rim can
embark on a journey towards healing and resilience in the face of adversity.
*Names In case Studies were changed to protect the identities of families and chlldren.
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BUILDINGA NEW GENERATION
Stacks - Flnanclal Literacy
The programme was deslgned by BANG to provide young people, who lack baslc financial literacy, wlth the
most essential skllls to manage their money, sofve everyday problems relatlng to the use of money, and be
able to make better decisions.
Stacks project successfully en8aged 66 young people, equlpplng them with essential financial literacy skills.
The Impact is demonstrated by the followlng key outcomes:
100% Understandln8 of Financlal Concepts: Every partlclpant 8ained a 501id understandlng of
fundamental flnancial Ilteracy concepts, Includlng money management, cash flow, credit, debt, and
Interest rates. Thls foundatlonal knowledge15 crltlcal in empowering young people to make Informed
financial declsions.
Budgetlng Sk1115; All partlclpants successfully created a basic budget, applying the prlnclples learned in
the 5esslons. Thls practlcal 5klll Is a 51gnificant step toward financial independence and responsibility,
ensurlng that young people can manage their finances effectively.
Positlve Feedback; Particlpants conslstently described the sessions as insi8htful, enga8lng, fun, and
interestlng. This feedback hiBhllghts the program's succe55 in makin8 financial educatlon accesslble
and enjoyable, thereby increasin8 the 51kellhood of long-term retention and application of these skills.
Helen Barrios, Stonebridge Hub Liaison, commented on the delivery of the programme:
'The Stacks programme is engaging and educational for young people."
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LDWG A MEW GENERATION
BANGIN, Radlo
Durlng May-june 2023 BANG run a structured radio training programme wlth young partlclpant5 from across
London over 16 week5. Following thelr Inltlal training, the young people presented theirveryown show on The
Beat London 103.6FM. Durin8 the pilot we saw young people's confidence improve week on week, and weekly
feedback from the young people shaped our delivery. In addition to learnlng radlo skS115, young people also
learnt Ilfe and employabSllty skllls, such as communication, time keepin8, and team work.
Durin8 this programme, we found that some of the young people engaged needed additional significant
support with critlcal life challenges, such as15sue5 around vulnerable houslng, and we recognised the need to
Increase our capaclty to support them beyond thi5 Structured project. We Saw the followlng impact:
Young people experienced improved emotional wellbelng through disCU55ions with 5UPPOrt worker5,
mentorln8. and1Sfe skllls sesslons In a safe space.
Yeun8 people increased their confidence as they leam new skills, and develop new asplratlons for the
future.
Young people bullt trusted relatlon5hips With adults through mentorin8 and advice, and develop
stronger peer supportive relationships.
BANG Evolution
We also provlded weekly 1-2-1 mentoring for young people from alternative provision school and our partner,
Depaul. Our aims in both mentoring and coaching were to support and encourage the Individua15 to improve
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BUILfiNGA IIEW GENERATION
mental wellbe5ng, bulld self-esteem, life skllls, and Impart approprlate methods of copin8 Wlth mental health
issues and life obstacles both therapeutically and educatlonally.
Wellth Club
During June 2023 we received requests from local young people for fltness and health activities, and from a
8roup of mothers who were keen to find local actlvltles. Thls proJect was launched In summer 2023 through
fundin8 from the Million Hours Fund. usin8 premlses donated free of charge by the Ja50n Roberts Foundatlon.
Due to demand the Club has contlnued durlng the Autumn on a weekty basi5, funded from our own resources,
and relyin8 heavily on volunteer coaches, but thls Is not sustalnable In the lon8er term.
Wellth Club provldes a posltlve wellbeln8 activity for youn8 people at the weekend, encourage5 physical
actlvity foryoun8 people and adults wlth Its related mental health beneflts, and bullds peer support networks
for local famllies whlch wlll In turn reduce i501ation.
Herltage
Durin8 summer 2023 we dellvered the Herltage Pro8ramme with Youth London, to provlde young people wlth
the fundamental knowledge of herltage and oral hSstory so they can explore thelr own heritage and that of
others, as well as developing Interviewing and recording skills. Feedback on thls projert was overwhelmlngly
posltlve, and Included "l enjoyed learnlnq about culture and oral histor>W, and .1 enjoyed interpreting
Interview5 ond how it mode mefeel Ilstening to them..
We have also partnered to run a project looklng at Black fashion In Brent over3 month5, commlssloned by CVS
Brent, whlch ha5 enabled young people to explore their cultural herltage through clothing and fashion,
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BUILDING A NEW GENERAnON
BANG
WE WEAR HERITAGE
R15eUP Leadershlp
The BANG Edutalnment Youth Leadership programme ha5 been extremely successful in providing young
people wlth the skills and knowledge nece55ary to become successful leader5 In thelr communitie5. The
programme focuses on developSn8 self-confidence, communication and problem-solving sk1115, a5 well as
provldln8 participants with the opportunlty to learn from experienced professionals.
Some of the students respor)ded 'leadership Is when people listen., and 'leadershlp Is the abllity to think of
others before yourself,.
Dela Move
Dela Move is a wellbeing campalgn whlch wlll get people active, traln the next generatlon of young sports
leaders, and bring the community together. Dela Move project has been successful in achievlng its prlmary
outcomes, which are centred around increasing physical activlty, fosterin8 confidence and empowerment,
creating posltive experiences. demonstrating a commitment to diversity and inclusion, and promoting
5115tainability. Below are the key outcomes and how we have met them:
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BUIDING A NEWGENERATION
Increased Physical Activity Among Children and Young People: Chlldren and youn8 people partScipatlng
in the project are more physlcally active.
Enhanced Confidence and Empowerment In Marglnallsed Communltles: People from marglnalised
communities participating in the project feel confident and empowered by belng active.
Posltive Experiences of Being Active: Children and young people participating in the project have
positive experiences of bein8 active.
Our Programmes: Aprfl 2023- March 2024 and Maklng a Dlfference
Central to deliverin8 these seriices in a sustainable and replicable manner, increasing both impact and income
potentlal,1s the need to dlgltlse the programmes. Thi5 digitisation also complements BANG'S di8ltal marketlng.
In addltlon, developlng youth volunteering and internship within the charlty are crucial to achleving BANG'S
outcomes, becomlng youth-led, and training the next generation of young leaders.
Movlng Forward- Our Programmes Aprll 2024- March 2025
In 2024-2025, BANG w511 prioritise maintaining and expanding Strateglc partnershlps, seeking new fundlng
opportunlties, and dlverslfying income stream5. We airn to strengthen relatlonships wlth existing contracts and
corporate partners while explorlng new avenues for financial sustainability. Collaborating with the Cranfield
Trust, we will develop a robust marketing strategy that supports our fundralslng efforts for future strategic
partnerships. We also plan to forge new alliances wlth schools, local authorities, and other agencie5, building
28
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BUILDING A NfllGENERATION
on the success of pilot programmes with organizations like Depaul Trust, Alternative Provision Schools, SEND
Schoo15, and Young Brent Foundation. Furthemiore, BANG 15 committed to fully digiti5ing our systems,
transitionlng to a paperless operatlon, to enhance efficlency and sustalnabllity In our organisational processes.
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JLLING A NEW GENERATION
Publlc Benefit- Partnerships and Pollcy
BE'S reputatlon, hlstory, Intrlcate knowledge and understandlng of Brent communltles means It15 forefront in
many Brent-based stakeholders, mlnd5. Collaboratlve working Is fundamental for BANG; especlally as It wants
to remaln small and agile- we want to grow through service delivery by youth and communlty leaders
Relatlon5hlps have been developed with national charities and organisations such as DePaul Trust, Social
Enterprlse UK and Voice4Change England. These partnerships provide BE with expertlse and fundin8 to support
servlce delfvery and Erowth.
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BUILIN￿A NEW GENERATION
Acknowledgements
BANG Edutainrnent would like to thank:
John Lyons Charity
Henry Smith Charlty
City Brldge Trust
Tudor Trust
Masonlc Charltable Foundatlon
The Worshipful Com of Gardeners
Paddington Development Trust
London Youth
CVS Brent
Arts Council En8land
The Progress Foundation
The Sheldon Trust
London Marathon Foundation
National Lottery Community Fund
Rlsk Management
The Dlrectors, through the Management Committee, conduct a periodlc revlew of the major rlsks to which the
Company is exposed and, as part of thls process, are Implementing a risk management strategy which
comprlses:
the establlshment of systems and procedure5 to mitigate risks to company and Its projects
the establishment of comprehensive back-up procedures for the company's IT systems; and
Periodic review of these procedures and of other major rlsks which the Company may face.
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BULDING A NEWGENERATION
Flnanclal Revlew
The charity had an Income of £344,329 and expendlture of £311,930 for the year resultlng in a surplus of
£32,399 Thls was made of £17,634 restrlcted funds and £14,765 unrestricted funds. The charlty ended the
year with an unrestrlcted fund of £63,096 whlch Included a desi8nated fund of £24,388 representlng fixed
assets. The free unrestrlcted funds of £38,708 represent 11,24% of income. The nature of the restrictions on
the restrlcted funds and tasks required for the release of funds, mean5 that some indirect costs can be
charged, and trustee belleve the level of funds15 adequate but would Ilke to Increase the unrestrlcted fund
over the coming years.
Investment Pollcy
The balances held by the charity are relatively low and cash flow varies from month to month. The trustees
have opted for free banking in return for holdlng funds in current and deposlt accounts.
Reserve Pollcv
The trustees aim to have 3 month5 expenditure as free unrestricted reserve. Currently the free unrestricted
reserve Is £38,708 which is 12.4% of expendlture durlng 2023-2024. The restricted reserve of £118,072
contalns funds for salarles for specific projects, to a5515t5 With the contlnulty of the or8anisatlon. Over the next
flve years, Trustee will seek to Increase the free unrestrlcted reserve to 25% of expenditure.
Responslbllltles of the trustees
Company law requires the trustees to prepare financlal statements for each financial year. whlch give a true
and falr view of the state of affairs of the charlty at the end of the year and of the surplus or deficiency for the
year then ended.
In preparing those financlal statements, the trustees are required to: select sultable accountln8 policies, a5
described on page 39, and then apply them on a conslstent basls, making judgements and estimates that are
prudent and reasonable. The members of the committee must also prepare the financial statements on the
going concern basi5 unless it is inappropriate to presume that the charity wlll contlnue in business.
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BUILDING A NEW GENERATION
The trustees are responsible for keeping proper accountlng records that disclose, with reasonable accuracy at
any time, the financial position of the charity. and enable them to ensure that the financial statements compty
wlth the Companie5 Act 2006. The trustees are also responsible for safeguardlng the assets of the charity and
hence for takin8 reasonable Steps for the prevention and detection of fraud or other Irregularities.
Small company provisions:
Thls report has been prepared In accordance wlth the Special provisions for small companles under Part 15 of
the Companles Act 2CM)6.
Signed
Date:. 22- 10- 2024 .
Paul Bragman, Chair
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BUILDING A NEW GENERATION
FINANCIAL ACCOUNTS FOR THE YEAR ENDING MARCH 2024
Independent examlner's report to the trustees
Respectlve responslbllltles of trustees and examlner
I report on the accounts of the charity, which are set out on page5 34 to 50.
The charity'5trustees are responsible forthe preparation of the accounts. The charity's trustees consider
that an audit is not required for this year under section 144 of the Charitles Act 2011 (the Charities Act)
and that an Independent examination is needed.
It 15 my responsibility to:
examlne the accounts under sectlon 145 of the Charities Act.
follow the procedures laid down in the general directlons glven by the Charity CornmSsslon
(under section 145(5){bl of the Charities Att; and
to state whether particular matters have come to my attention.
Basls of Independent examSnerfs report
My examination was carrled out in accordance wlth the general directions given by the Charity
Commisslon. An examination includes a review of the accountlnB records kept by the charity and
comparison of the accounts presented wlth those records. It also includes con5ideratlon of any unusual
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BUILOINGA N£W GENERATION
itemsor disclosures in the accounts, and seekingexplanations fromyou astrustees concerninganysuch
matters. The prcceduresundertaken do notprovlde allthe evidencethatwould be required in an audl
and consequently nooplnion15 8iven as to whetherthe accounts presenta'true and falr vievk and the
report Is Ilmlted to those matter5 set out In the statement below.
Independent examlnees statement
In connection wlth my examinatlon, no matter ha5 corne to my attentlon;
which gives me reasonable cause to belleve that In any materlal respect the requlrement5:
to keep accountlng record5 in accordance wlth sectlon 130 of the Charities Act; and
to prepare accounts whlch accord wlth the a¢count5ng records and comply wlth the
accounting requirements of the Charltles Att have not been met; or
to whlch, in my oplnlon, attention should be drawn In orderto enablea properunderstandlngof
the accounts to be reached.
Slgned
Date 22-It>2024
Cornmunlty Accountancy Self Help
6 Bevlngton Road London WIO STh.
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BANG
BULDI￿A NEWGENERATION
statement of FlnanclalActI￿lle5 (Incorporatlngihe Income and expendllure account) forthe yearended 31st
March 2024
2024
2023
Total
Funds
Unrestrlcted
Funds
Restrlcted
Funds
Total Funds
Incomlng Re50Ufces
Voluntary Income
Charltable Actlvltles
Total Incomlng Resources
Notes
7,071
47,663
54,734
289,595
296,666
47,663
309,608
44,305
353,913
289,595
Resources Expended
Charitable Activltles
Fund Ralslng
Governance
Total Resources Expended
12
29,993
8,500
1.476
39,969
271,961
301,954
8,500
1,476
311,930
327,251
9,000
1.356
337,607
271,961
Net Incomel {Expendltures)
14,765
17,634
32,399
16,308
Transfer between Funds
Total Funds Brought Forward
Total Funds carrled Forward
48,331
63,096
100,438
118,072
148,769
181,168
132,463
148,769
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BUILDING A NEW GENERATION
Balance SheetAs of 31st March 2024
2024
2023
Notes
Flxed Assets
Tanglble Assets
Total Fixed Assets
24,388
24,388
27,517
27,517
Current Assets
Debtors
Prepayment
Cash at Bank and In Hand
Total CurrentAssets
22,605
855
137,167
160,627
7,937
116,462
124,399
Llabllltles
CredIto￿,
amounts falling duewithin one year
Net Current Assets
3,847
156.780
3,147
121,252
Credltors:
amounts fallingdue afterone year
Net Assets
181,168
148,769
Funds ol the Charlty
Unrestricted
Deslgnated (Flxed Assets)
Restrlcted
Accumulated Funds
38,708
24,388
118,072
181,168
20,814
27,517
100,438
148,769
11
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BUILDI￿ A NEWGENERATtON
Exemptlon frorn audit
For the year ending 31/03/2024 the company wos entltled to exemption fiom oudlt undersectlon 477of the ComponlesAct 2()96
relotlng to sm?11 companles.
Dlrettors'responslbllltles..
The members hove not requI￿d the company to obtoln an oudlt ollts occountsfor the yeor In questlon In occordonce wlth
secrlon 476,.
The dlrectors ocknowledge thelr responsibllltiesfor complying with the requlrements olthe Art wlth respect to otcountin
records ond the prepjrotlon olaccounts,
These accounts hove been prepured In accordunce wlth the provlslons appllcoble to componles subjett to the smoll componles, reglme
and wlth the Flnanclol Reportlng Stondordforsmoller Entltles leffectlve Aprll 2008J.
The trustees declaie that they have approved the accounts above.
518ned on behalf of the charlty's trustees:
signed
Date:. 22- 10- 2024.
Paul Bra8man, Chalr
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BUILDING A NEWGENERATION
Notes to the Accounts
l. Accountlne Pollcles
General Infomiatlon
The charlty Is a prlvate company limited by 8uarantee, re8iStered in England and Walesand a re8iStered charity
in En8land and Wales. The address of the re8lStered office Is 2nd Floor 89-93 Hlgh Street, London. NWIO 4NX
Statement of compllance
These flnanclal statements have been prepared In compllance wlth FRS 102.'The Flnanclal Reportlng Standard
applicable in the UK and the Republic of Ireland,, the Statement of Recommended Practlce appllcable to
charltie5 preparing thelr accounts In accordance wlth the Flnancial Reporting Standard appllcable In the UK
and Republic or Ireland (FRS102) (Charities SORP {FRS 102)) and the Charities Act 2011.
Accountlng pollcles
Basls of preparatlon
The flnanclal statements have been prepared on the historlcal c05t basls, as modified by the revaluatlon of
certain financlal assets and liabllitles and investment properties measured at fair value through income or
expenditure.
The financlal statements are prepared In 5terllng, which is the functional currency of the entity.
Golng concern
There are no material uncertainties about the charity's ablllty to continue.
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Fund accountlng
Unrestricted funds are available foruse at the discretion of the tfusteestofurtherany of the charity's purposes.
Desi8nated funds are unrestrlcted funds that represent fixed a55ets or are earmarked by the trustees for
partlcular future project or commltment.
Restricted funds are subjected to restrlctlon5 on thelrexpenditure declared by the donor or through the terms
of an appeal, and fall Into one of two sub-cla55es: re5trlcted income funds or endowment funds,
Incomlng resources
All Incomlng resources are included in the statement of financial activities when entltlement ha5 passed to the
charity; and It Is probable that the economlc benefits assoclated wlth the transactlon will flow to the charity
and the amount can be rellably measured. The followlng speclflc pollcles are applled to particular categories
of income:
• income from donatlons or grants Is recognised when there is evldence of entltlement to the Bift,
recelpt is probable and its amount can be measured rellably,
legacy Income is recogni5ed when receipt is probable and entltlement15 established.
Income from donated goods 15 measured at the fair value of the goods unle55 this 15 impractical to
measure rellably• In whlch case the valuels derived from the cost to the donor or the estimated resale
value. Donated facllltles and 5ervlces are recogni5ed In the accounts when recelved If the value can be
reliably measured. No amounts are included for the contrlbutlon of general volunteers.
• Income from contracts for the supply of services Is recognlsed with the delivery of the contracted
servlce. This15 classified a5 unrestricted fund5 unless there Is a contractual requirement for it to be
spent on a particular purpose and returned Sf unspent, In which case it may be regarded as restrlcted.
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BLHLDING A NEW GEIIERATION
Resources expended
Expendlture is recognlsed on an accruals basi5 a5 a liability 15 incurred. Expenditure Sncludes any VAT which
cannot be fully recovered. Expenditure has been analysed using a natural and functlonal classSfication. Cost
are charged to projects (functlonal classlflcatlonl when it can be clearly identified that a proJect Is usin8 those
resources.
Tanglble assets
Tanglble a55ets are Inltlally recorded at cost, and subsequently stated at C05t less any accumulated
depreclatlon and Impalrment1055es. Any tan8ible assets carrled at revalued amount5 are recorded at the falr
value at the date of revaluatlon less any subsequent accumulated depreciation and subsequent accumulated
lrnpalrment1055es.
An Increase in the carrying amount of an asset as a result of a revaluation, is reco8nised In other reco8nlsed
galns and1055es, unle55 it reverses a char8e for Impalrmentthat has previously been recognlsed as expenditure
wlthln the Statement of financial activities. A decrease In the carrylng amount of an asset as a result of
revaluatlon, Is reco8nlsed In other reco8nised 8alns and losses, except to whlch It offsets any previous
revaluation 8aln, In which case the loss Is shown wlthin other recognised gains and losses on the statement of
flnanclal activities.
DeprecSatlon
Depreciation Is calculated so as to write off the cost or valuatlon of an a55et, le55 It5 residual value, over the
useful economic life of that asset as follows:
Plant & Machinery- 25% Reduclng balance
Office Equipment
25% Reducing balance
Furniture
IO% stralght Ilne
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BUILtIlNG A NEW GENtRATlOtI
Impalrment of fixed assets
A revlew for indicators of Impalrrnent Is carrled out at each reportin8 date, with the recoverable amount being
estlmated where such indScators exlst. Where the carrylng value exceeds the recoverable amount, the a55et Is
impaired accordlngly. Prior impalrments are also revlewed for possible reversal at each reporting date. For
the purposes of Impalrment testlng, when It Is not possible to estirnate the recoverable amount of an individual
asset, an estlmate Is made of the recoverable amount of the cash-8eneratin8 unit to whlch the asset belong5.
The ca5h-generatlng unlt15 the 5malle5t Identlfiable group of assets that includes the asset and generates cash
Inflows that largely Sndependent of the cash Inflows from other assets or groups of assets. For Impairment
testing of 8oodwlll, the goodwlll acquired in a business combination is, from the acqulsitlon date, allocated to
each of the cash-generatlng unlts that are expected to benefit from the synergles of the combination,
Irrespectlve of whether other assets or Ilabllltles of the charlty are asslgned to those units.
Stocks
The or8ani53tion ha5 no stock5.
FlnancFal Instruments
A financlal asset or a flnanclal Ilabillty Is recogni5ed only when the charity becomes a party to the contractual
provlsions of the Instrument. Basic flnancial Instrument5 are initially reco8nised at the amount receivable or
payable includin8 any related transactlon costs. Current assets and current liabilities are subsequently
measured at the cash or other consideration expected to be pald or received and not discounted, Debt
Instruments are subsequently rneasured at amortised cost. Financial assets that are measured at cost or
amortised cost are reviewed for objective evidence of Impairment at the end of each Teporting date. If there
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BUIUMNG A NEW GENERA￿oN
Is objectlve evldence of impairment, an Impalrment Ios5 is recognlsed under the appropriate heading ID the
statement of financial activities in which the inltlal gain was recognised.
Any reversals of impairment are recognised immedlately, to the extent that the reversal does not result In
carryin8 amount of the financial asset that exceeds what the carryinB amount would have been had the
impairment not prevlously been recognised.
Llrnlted by guarantee
Every member of the assoclatlon undertakes to contribute to the assets of the assoclatlon, In the event of the
same being wound up whlle he Is a member, or wlthln one year after he cea5e5 to be a member, for the
payment of the debts and liabllltles of the assoclatlon contracted before he ceases to be a member, and the
costs, charges and expenses of windin8 up, and for the adjustment of the ri8hts of the ri8ht5 of the
contrlbutorles among themselves, such amount as may be required not exceedin8 £1.
2. Voluntary Income
Unrestrlcted
Funds
2024
Restrlcted
Funds
2024
Total
Funds
Total
Funds
2024
2023
Young Brent Foundatlon
1.428
The Henry Smith Charity
50,000
50.000
50,000
TudorTrust
30,000
30.000
32,000
Clty Brldge Trust
54.790
54,790
13,430
John Lyons Charlty
2,500
2,500
69,000
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BUILtINGA PIEW GENERATION
Woodroffe Benton Foundation
500
Sport England
7,938
Asda Foundation Charlty
500
Ma50nlc Charltable Foundatlon
5,000
5,000
5,000
BNI Foundatlon
1.000
Nlneveh CharltableTrust
2,500
The Rank Foundatlon
500
The Lelgh Trust
2.000
The Fleld FamllyCharltableTrust
2.500
Peterstebblngs Memorial Charlty
5.000
Theworshlpful Com of Gardeners
1,400
1,400
Paddlngton DevelopmentTnJst
13,930
13.930
London Youth
3,000
3,000
CVS Brent
6,155
6,155
Arts Councll England
23,797
23,797
The Progress Foundatlon
5,000
s.000
The Sheldon Trust
8.000
8.000
London Marathon Foundatlon
6.650
6,650
Yonderconsulting
50
PIA FinanclaL Group
2,000
Natlonal Lotterycommunlty Fund
84,373
84,373
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gUILDING A NEWGENERAnQN
Greater London Authorlty
7.324
Brent Councll
5,000
Nelghbourhood Comm Infra
101,938
Donatlon
1071
2,071
7,071
289,595
296,666
309,608
Income relatln8 to contracts has been treated as unrestrlcted.
3. Incomlng Resources from Charitable Activities
Unrestrlcted
Funds
Restrlcted
Funds
Total
Funds
2024
Toial
Funds
2023
B M&E Overhead contrlbution
8,342
8,342
8,848
Roundwood School &
Communlty Centre
St Raphael's Famllywellbelng
Centre
22.532
22,532
9.195
15.000
15,000
15,000
CVS Brent
1.200
1,200
11,ooD
Bank Interest
589
589
262
Tolal Incomlng Resources
47.663
47.663
44,305
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BUILtING A NEW GENERATION
4. Fundraising
The cost of bld writin8 durin6 the year was £8,500 (2023 £9,OIKII
S. Governance
2024
2023
AGM and Board Meetlngs
Independent Examination
Toial
6. Statement of Funds
456
1,020
1.476
336
1,020
1,356
Brought
Forward
Incomlng
Resources
Resources
Expended
Carrled
Forward
Re5trlcted Funds
The Henrysmlth Charlty
23,000
50,000
43.000
30,000
Tudor Trust
15,000
30,000
20,000
25,000
Clty Brldge Trust
8,000
54,790
48.290
14,500
John Lyons Charity
36.000
2,500
29,500
9.000
Woodroffe Benton Foundatlon
500
500
Sport England
7,938
Nlneveh CharltabLe Trust
2,500
2.500
The Fleld FamSly CharltableTrust
2.500
2.500
Peterstebblngs MemorlaLCharlty
5,000
5.000
The Worshipful Com of Gardeners
1.400
1,400
Paddington DevelopmentTru5t
13.930
13,930
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BUIL01￿A NEW GENERATIOPI
London Youth
3,000
3,000
CVS Brent
6,155
5,100
1,055
Arts Councll Engtsnd
23.797
1,680
22.117
The Progress Foundatlon
5,000
5,000
The Sheldon Trust
8.000
8.000
London Marathon Foundatlon
6,650
4,650
2,000
Natlonal Lottery Communlty Fund
84,373
84,373
Totals
100,438
289,595
271,961
118.072
Unrestrlcted Funds
Donatlon
4,000
2,071
1,071
5,000
Masonlc Charltable Foundatlon
5,000
5,000
Contractual Income Activltles (See Note 3)
44.331
47,663
33,898
58,096
Toials
48.331
54,734
39,969
63,096
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BUILDING A NEWI%NERATION
7. Fixed Assets
Plant &
Machlnery
Ottlce
Equlpmenl
Offlce
Refuiblshment
Total
Cost
1st April 2023
99,478
13.697
182,049
295,224
Addltlons
Dlsposals
As at31 March 2024
99,478
13,697
182,049
295,224
Depreclatlon
1st Aprll2023
97,567
13,091
157,049
267,707
DSsposals
Charge forthe year
As at31 March 2024
478
98,045
152
13,243
2,500
159,549
3,129
270,836
Net Bookvalue
As at 31 March 2023
As at 31 March 2024
1,911
1,433
606
455
25.000
22,500
27,517
24,388
8. Debtors
2024
2023
Debtors
22.605
7.937
Prepayments
855
Totsi
23,460
7.937
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BUILDING A NPIIGENERATION
9. Creditors falling due withln one year
2024
2023
Independent Examlnation
1,020
1,020
Creditors
595
Taxatlon & N.1
1,872
1,791
Penslon
360
336
Total
3,847
3.147
10.Annual commltments under operating lea8e8
From 13 June 2017 the Charity has annual commltments under a renewable operatlng lease for the office
and tralnlng space and a communlty radlo station of £12,000 p.a. and serrflce charge capped at £SOO p.a.
The Charity may cancel the lease at an annual annlversary by glvin8 three months, notlce.
11.Staff costs and numbers
2024
2023
Wages & Contractors
PAYE/NIC
PensSon Contrlbutlon
203,964
18.459
188,227
18,507
4, 150
210,884
226,747
No employee received emoluments of more than £60.000.
The average number of employees durlnE the year was 7 FfE In the previous year It was 5.
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BUILDING A NEW GENERATION
12. Charltable
Actlvltles Cost
2024
2023
Staff cost
226,746
210,884
Project Actlvlty Cost
30.996
62,596
Overhead Cost
41,980
48,176
Project Equlpment cost
2,232
5,595
Totsl
301,954
327,251
13.Analysis of Net Assets by Fund
Unrestrlrted
Restrlcted
Total
funds
Funds
Funds
Fixed A55ets
24,388
24,388
Net Current Assets
38,708
118,072
156,780
63,096
118,072
181,168
14. Benefits in kind
None
15. Independent examlnatlon
The cost of the Independent Examlnatlon and accountancy sep4ice5 Wa5 £1,020.
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