2025-03-31-accounts

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Annual Report & Accounts 2024/25

Our Vision

An Island where children and young people’s mental health needs are well recognised and supported.

Our Purpose

To listen to, and work with young islanders and their families so they can get the help they need, when they need it, to support their mental and emotional wellbeing. To campaign for change that has a positive impact on young people.

Contents
Welcome, by our Chair, Kay Boycott	01
CEO comment, a year of progress	02
Delivering our strategy:	03
Who we helped and the difference we made	04 - 08
(Impact)
How we helped (Our services)	09
Collaboration	20
Influencing for Change	21
Our People	22
Infrastructure	23
Goals For The Next 12 Months	24
Key Roles	25
Financial Summary	26
Governance, Management & Public Benefit	29
Quality & Risk Management	31
Fundraising Practice	32
Statement of Trustee Responsibilities	33
Independent Auditors report to the IW Youth	34
Trust for the Year Ending 31 March 2025

Independent Auditor's Report to the IW Youth Trust for the Year Ending 31 March 2025

The trustees present their report and accounts for the year ended March 2025. This report also meets the criteria for a Director’s Report under company law. The charity is registered in England and Wales as a company under number 0414036, and as a charity with the Charity Commission in England and Wales under number 1087163.

The accounts have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the IWYT’s Memorandum and Articles, the Companies Act 2006 and the Statement of Recommended Practice (SORP) ‘Accounting and Reporting by Charities’ (FRS102) applicable from January 2019.

Governing Instrument:

Memorandum and Articles of Association dated 29th January 2001

Welcome, by our Chair, Kay Boycott

I am honoured to be Chair of the Isle of Wight Youth Trust and to have this opportunity to reflect on our remarkable organisation – an organisation that has a unique position in the Island community.

We are a growing charity, and provide expert practical support to hundreds of children, young people and their families on the Isle of Wight every week. There are many challenges that face young people today and it is a privilege to be part of an organisation that works tirelessly to make a positive difference.

On behalf of the Trustees, I would like to express our appreciation to Jo and her team who have the immense responsibility of managing scarce resources carefully to deliver the best services possible. We are very proud of the positive feedback from those using our services - testament to the care and expertise of our staff. I was delighted to be present when their dedication was recognised by becoming the 2025 GSK King’s Fund Impact Awards Overall Winner.

We are also very grateful to our volunteers, particularly our Youth Taskforce members, who so willingly give their time and insights to shape our work.

Kay Boycott

Finally, I would like to thank everyone who has funded us or supported us in different ways through this year. The Isle of Wight needs our young people to ensure we all thrive in the future, and we are so grateful for everyone who contributes to provide much needed services for young islanders.

Chair of Trustees

CEO comment, a year of progress

In our 40th year of providing free, professional, and confidential counselling and psychotherapy to children and young people aged 5–25, we celebrated by having an open day for the Island community - raising awareness and sharing our evolution into a YIACS (Youth Information Advice and Counselling Service) model. This transformation has been shaped by listening to young people, valuing their voices, in service design and delivery.

A major highlight of 2024/25 was being shortlisted from over 700 charities for the GSK/Kings Fund Impact Award 2025, in January and winning Overall Winner in May. Recognising the outstanding skill, professionalism and dedication of our staff, trustees and volunteers, judges praised the charity’s exceptional commitment to young people on the island, highlighting its wide-ranging, preventive services—from art therapy to housing support—and its inclusive approach to service design, notably through initiatives like The Travelling Safe Space, showing ‘how deeply they understand and respond to the needs of local young people’.

Over the year, we supported 1,722 children and young people. While therapeutic demand may be stabilising thanks to our broader wellbeing offer, referrals are increasingly complex with a higher number of referrals for under-11s. Limited resources led to a temporary pause in under-11 referrals from the beginning of April 2025. This helped reduce wait times but highlighted the need for long-term solutions. We're working with NHS partners to expand capacity and increasing our fundraising efforts in response.

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Jo Dare
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Jo Dare

CEO - IOW Youth Trust

Teamwork has driven our progress. I’m incredibly proud of our frontline teams, who deliver compassionate, tailored support despite rising demand and complexity. Our operational staff ensure smooth delivery across HR, finance, communications, fundraising, premises, and IT, while our leadership team continues to guide us through challenges with foresight and resilience. Together, by collaborating and supporting each other, we’ve lived our values of kindness, collaboration, positivity, and trust.

Looking ahead, we remain committed to helping young people not just survive but thrive. Our new 5 year strategy is in development, which will further adapt and innovate, increasing access and inclusion, aspiring to ensure that no young person ever feels they have nowhere to turn.

Delivering Our Strategy

Activities in year are guided by the strategic ambitions and priorities, highlighted in our ‘Changing the Odds’ strategy 2022-2025.

Why We Are Needed

c29,000 children and young people (CYP), aged 5-25, live on the Isle of Wight (IW). Up to 5,000 need our support aligning need to agreed mental health data (1:6 4–16-year-olds) and 1:4 (17–25year-olds).

Children and young people on the Isle of Wight face some difficult challenges growing up and living on the Island that creates economic, social, structural, and cultural challenges, including:

IW has the third highest mental health hospital admissions for under 18’s in England
Children and young people in care is 122 per 10,000 vs 71 per 10,000 across England Education exam results in 2025, were the bottom of all English counties for GCSE’s and A levels.
Young people, aged 18-24, claiming out of work benefits; 7.5% vs 4.4% South East, May 2025 (this is growing, as IW employment declined by 2.44% May 24 to May 25).
First Time Entrants to the Youth Justice System; 340 per 100,000; national average 143.

Total number of referrals/enquiries for support into the Youth Trust in 2024/25

2024/ 25

1,722

2024/2025 In Numbers

Main referrals route into triage

1,376

Direct enquiries into The Hub 346

Age Split

46% 5 - 12 year olds

28% 13 - 15 year olds

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12%
16 - 18
year olds
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14% 18 + years

Gender Split

56% Female

42% Male

2% Other

We Offered

Sessions in 1:1 / Group Sessions Schools

Support Calls Made

6,560

588

482

428

Agency contacts to other services

3,273 Information, Advice and Guidance given

30 Parent workshops delivered

617 Housing support sessions & calls

1591 sessions delivered 1:1 & group in MHST Team

Enrollments for employment support (18 - 25)

x - 349

Transitioning to paid employment or full-time education

238

MHST Offered sessions delivered 1:1 Whole School & group in MHST Team Approach delivery 1591 8,972

Number of schools with MHST services

Our Demographic

The top 5 locations on the Island where most of the requests for help came from are Newport 28%, Ryde 21%, Cowes 12%, Sandown 10% & East Cowes 7% which have some of the highest LSOA’s (Lower Super Output Areas) wards of deprivation identified in the Joint Strategic Needs Analysis data set. This demonstrates that we are reaching more children and young people from statistically higher poverty or low income/more disadvantaged households.

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The Difference We Made

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Total number of children Total number of
and young people interventions delivered
supported
1,722 8,711
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Top 10 reasons children and young people sought, and received help

Referral reason	No of CYP	%	Referral reason	No of CYP	%
Anxiety	548	40	Self Harm	47	3
Anger	207	15	Low Confidence	41	3
Low Mood and Depression	89	6	Behaviour	39	3
Family issues	81	6	Eating Issues	33	2
Trauma (abuse/DV)	71	5	School Issues	31	2

IW Youth Trust uses both quantitative and qualitative methods to improve our services and impact. The bi-annual census, which in 2025 surveyed 1,760 local children and young people, informs our understanding of need and service development on an ongoing basis.

Clinically, we embed assessment baseline, and tracking tools e.g. Outcome Star, Mood scale rating, and ROMs (Routine Outcome Measures). The Hub uses the Outcome Star and Customer led goals and skills action planning. Both areas of work use questionnaires, client satisfaction surveys and case studies to gain deeper insight into strategic need and opportunities for service improvement. Department for Work and Pensions, the employment services delivery partner also collects impartial satisfaction data of which 100% of responders have provided a positive score.

An Island where children and young people’s mental health needs are well recognised and supported.

20 Impact Report 25

100%

CYP accessing the YT have increased knowledge of where to find help

100%

of participants reported improvements in confidence progressing career, learning and life goals

100%

100% of DWP participants reported positively towards interactions with the Hub

Education Support

85%

of MHST CYP showed an improved outcome score on anxiety presentation using RCADS clinical ROM

Taskforce

100%

of Taskforce members asked, rated reduced isolation and enjoyment in attending activities

Parents/Carers

100%

100% of parents accessing a workshop said it was beneficial & they had more knowledge

Positive Mindset

Positive Outcomes

Positivity about the future, making friends and accessing support

93%

of CYP accessing wellbeing drop-in or Trusted Adult support stated they saw an improvement

95%

Increased confidence and selfesteem from attending Youth 87% Trust

86%

78%

90%

say they have the tools to help regulate their own emotions after receiving support

of CYP showed an improved paired clinical outcome rating score following counselling

of post therapy evaluation forms scored 8,9 or 10/10

How We Helped

Our services explained

In 2024/25, we have delivered the following services:

Information, Advice and Guidance : provided as a drop-in to children, young people and parents about any mental health concerns. These might consist of sharing information on the services we directly provide ourselves, signposting to other specialist services, giving links to recommended Apps and websites as easy self-help resources or just being a listening ear in times of worry.
Therapeutic work : counselling and psychotherapy, art therapy, Cognitive Behaviour Therapy (CBT), Eye Movement Desensitization and Reprocessing (EMDR) post trauma therapy, and mindfulness, is delivered face to face in schools and from our central office, and online if required, through individual sessions, groupwork and family therapy. All therapists and clinical practitioners are highly qualified and experienced, and all are registered members of BACP, HCPC, BAAT or BABCP. We also provide supported training placements to student counsellors in the last year of their course.
Targeted and bespoke therapeutic delivery: interventions are provided to children who are in the care system, including care leavers, children and young people on the edge of crime and neurodivergent children and young people.
Wellbeing activities : delivered face to face individually, or in groupwork, these activities support children and young people to understand positive mental health actions, make lifestyle changes and build resilience either in drop-in groups or out in the community. Trusted Adults are offered to help empower children and young people to gain confidence and reduce isolation.
Practical support for young people aged 16-25 : employment and careers/training advice, housing support, sexual health advice and specialist service signposting and liaison. Supporting 16-25 year olds through Transition stage from Child to Adult Mental Services seamlessly with the support of a Transitions Link Worker.
Resources given to children, young people and parents: ‘Hygiene Bank’ toiletries and other essential products to help address poverty. Financial support with transport costs to access our services or get them to appointments. Top up phone credit in emergency situations.
Parent information : offering advice workshops and support calls to parents/carers whose child is experiencing poor mental health.
Mental Health Support Team (MHST) - Mental Health prevention and early intervention: delivered as both Whole School Approach education and 1:1 sessions from the MHST Team delivering Tier 1 support in all IW Schools.
Youth Voice and Youth Engagement: Collecting Census data on the issues affecting children and young people locally and giving them a platform within our Youth Taskforce forum to help shape our services and become young ambassadors for the Youth Trust. Holding an Annual Youth Conference to provide a platform for children and young people to tell their story and raise issues important to them to senior professionals. politicians and stakeholders.

Information, Advice & Guidance

Requests for IAG	IAG interactions through	Support/inter-agency calls
through therapeutic and	the 16-25’s Hub (in	made
wellbeing services	addition to school’s
	careers engagement)
3,273	2,827	953

Information, Advice and Guidance, provided to help people get the right support when they need it most, has been extended over the last 12 months through the wellbeing and administration teams, with increased calls from parents and young people having questions on how best to access relevant mental health support.

This occurs either through an individual contacting the charity, or as a result of the weekly triage process highlighting the need for support calls, for several reasons:

To get more accurate information about their needs

To signpost to other services more suited to their needs
To provide information, advice and guidance if we know there is time to wait before interventions begin

Sometimes just a friendly voice and listening ear is the most valuable support to offer those struggling or having a bad day.

During 2024/25, we have seen a shift from all referrals needing a therapeutic intervention, to an increased number of enquiries being supported by the wellbeing team or a support/signposting call to address their questions. This refinement in service model is helping to address need in a timelier way and reduce the waiting list.

Parent Engagement in the Fears & Worries Group

A parent was informed about the Fears & Worries group, but initially declined, believing their child needed individual support. After discussing the benefits of the parent-led approach, they agreed to attend—though with some hesitation.

Following the group, they shared:

“To be honest, when I was asked to join, I did not think it would be beneficial. I believed my child needed help, not me, and I was concerned it would feel like a parenting course. However, it has been great.”

This feedback highlights the positive impact of giving parents the information they need to make choices, and involving parents in the therapeutic process.

Therapeutic Work

Total therapeutic	Attended	Counselling sessions
sessions delivered	their session	delivered in 4 Secondary
(1:1 or group)		Schools
6,560	81%	588

Although referral numbers coming into IW Youth Trust have stabilised in the last 12 months, we have seen an increase in their complexity with more referrals for trauma/abuse and multiple issues rather than a single presentation, demonstrating the higher levels of need and issues affecting some of our children and young people.

Therapy sessions for children and young people affected by Adverse Childhood Experiences (ACES), and children and young people on the edge of crime aged 10-17, particularly present with anger and trauma issues, and bereavement has also seen increased prevalence.

Most children and young people access therapeutic support from our main delivery site (HQ). To increase access, and take up, we are also offering counselling in four of our large Secondary Schools.

Alongside traditional 1:1, face to face therapeutic support, more clinical Group work delivery has been added to our service offer, including sessions for Tics and Tourette’s, Emotional Coping Skills, Junior Inspire and Autism support sessions. These are a mix of parent and child sessions.

Additionally, we offer weekly universal Parent information sessions with 4 topics covered: Supporting your child with Anxiety, Low Mood, Self Harm, Obsessive Compulsive Disorder, and Anger. A targeted four weekly parent workshop held on supporting your Neurodiverse child and supporting your child with Fears & Worries were developed this year to help address demand.

There has been a particular increase of Under 11’S referrals in 2024/25 resulting in a long waiting list for this age group and with support and agreement from the ICB a pause for under 11’s from 1 April 2025 to address the backlog. Further training has been offered to skill up the workforce to better meet the needs of younger children in the 5–10-year age range and reduce the waiting time.

A 13-year-old was referred by a parent for counselling due to a two-year intermittent history of selfharm, low mood, and emotional overwhelm. She felt isolated, had poor sleep, and was being home educated. Parents were concerned about bullying and lack of friendships.

She attended 10 sessions. At intake, she was actively self-harming, prompting a safety plan. Therapy combined person-centred and ACT approaches, focusing on emotional regulation, boundaries, family dynamics, and resilience through mindfulness and values work.

By the final session, her Core YP score dropped to 7/40 indicating a significant reduction in psychological distress. She had not self-harmed in over two months, returned to mainstream school, rejoined her youth group, and was sleeping 8–9 hours nightly.

She said, “I was really depressed when I started counselling but it’s helped me more than I ever thought it would. I can now manage my emotions and thoughts so much better.”

Wellbeing Activities

During 2024/25, we have continued to extend our Youth Information, Advice and Counselling Services (YIACS) model, embedding wellbeing delivery alongside therapeutic support. Together, these programmes expanded access, strengthened youth voice, and deepened community engagement across the Isle of Wight.

With support from the Department of Health and Social Care, IW Youth Trust became one of 24 national pilot sites to expand into an Early Intervention Mental Health Hub, integrating wellbeing, therapeutic and practical activity — a strong endorsement of our impact. This funding enabled us to extend hours and improve accessibility, integrate wellbeing and therapeutic support for 18–25s, raise awareness of the offer, and increase our youth engagement activity to ensure developments were youth led.

Aligned to this work, funded by the National Lottery, Reaching Communities Programme, two full-time Child Wellbeing Practitioners (CWPs) delivered:

1:1 CBT interventions

Trusted Adult social inclusion work Outreach to youth groups with wellbeing sessions to raise awareness of youth mental health to reduce stigma and support parents and carers to develop the confidence to support their child’s mental health and wellbeing, including those with autism or learning needs.
Drop-ins including ‘snack and chat’, a weekly drop-in, to enable children and young people to have a chill out space, play games and chat in a relaxed environment. This activity supports reduction in isolation, with friendships forged and positive peer support links grown.
Parent information sessions
A ‘step up/step down’ approach to re-engage with support should their mental health reduce.

As a result of feedback this year, ‘snack and chat’ was changed to split into two age groups for 11-16 year olds and 16–25 year olds and moved to a slightly later time to align better with the school/College finishing times of the day. Further, we trialled Saturday opening of the Youth Hub – every week during August 2024 and now open one Saturday a month.

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CWP Sessions & Support Extra YP aged 11-25
Children and young
delivered reached with DHSC
people attended a
Hub funding
Snack & Chat Drop in
1,175 202 2,067
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98 Parents supported in 30 information sessions
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Snack and chat feedback:

“Freedom of speech. No one judging me, really social place. Total safety.” “Making friends, activities and advice.”

Parent feedback:

"Thank you for the kind and professional way you have presented a potentially emotional and personal topic. Thank you for sharing your invaluable experiences."

"I've learnt about some things I didn't have much understanding of. It's also nice to know you are not alone in what you are going through."

Building Confidence and Connection

A 19-year-old accessed our wellbeing services and, with support and encouragement of a Trusted Adult, formed a new friendship through group sessions. They now connect regularly outside the group.

We helped her build self-confidence, set boundaries, and improve existing friendships through honest conversations. She also joined our Youth Social Action activities, becoming more engaged in the community and feeling less isolated.

With our guidance, she connected with our Youth Employment Coordinator to enhance her CV and interview skills. She’s grateful for the support, and we remind her that her progress is the result of her own hard work.

Mental health prevention and early intervention

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Island Schools have an Contacts with CYP
Sessions delivered
MHST offer now (1:1 and group work) through Whole School
Approach
47 1,591 8,972
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Mental Health Support Teams (MHST)

As a collaborative service delivered jointly by CAMHS, Barnardo’s and the Youth Trust since 2021 the MHST has expanded into all 47 schools across the Island this year. This is a big increase from the 28 schools supported in the previous 2023/24 year.

Schools are split into three cluster areas with both Primary and Secondary Schools in each to help manage the large number of education sites Island-wide. The team offers a menu of support consisting of the three core elements:

Whole School and College Approach (WSCA) which offers assemblies and larger group education on positive mental health awareness and skills. Group workshops.
1:1 sessions for individual referrals.

Schools can choose which aspects best meets their school's needs.

The service is for 5-18 year olds, and supports parents of under 11’s with parent led sessions and workshops.

The Education Mental Health Practitioners (EMHP’s) are trained to deliver a range of low intensity CBT interventions to address worry management, anxiety, exam stress, school issues and simple phobias which often presents as school avoidance. 323 individuals were supported with 1:1 sessions, totalling 1,591 sessions.

The MHST school's team is a Tier 1 early help offer in establishing Mentally Healthy Schools and avoiding escalation into higher tiered services. The high number of 8,972 education sessions to schools as Whole School Approach saw a 122% increase on the previous year, showing many more CYP are being reached by the service.

Supporting a Young Person with Low Mood

A 14-year-old student received six sessions and an assessment with the Mental Health Support Team (MHST). Using behavioural activation techniques, the Education Mental Health Practitioner (EMHP) helped the young person re-engage with activities they once enjoyed, while also addressing sleep difficulties and friendship challenges.

Outcome measures showed a significant improvement in mood. The young person shared that they had learned practical strategies to manage their emotions—first with support, and then independently.

The client commented:

“I found sessions with K very helpful, and it was helpful to learn to be reflective. I think these sessions have improved my relationship with my mum too and my overall sense of self-worth”

"It’s helped me have a better mindset and find strategies for my worries which has helped me a lot " Young person, aged 15

Practical Support for young people aged 16-25

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Individuals engaged with Individuals moved in Individuals reported a
the Hub across all sustainable housing
employment or into full
activities improvement
time accredited learning
443 217 30
individuals provided with Information, Advice and Guidance (IAG) at
485
school and college careers events
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Supported by Department of Health and Social Care, DWP, Isle of Wight Council and Sovereign Network Group (SNG) funding, the 16-25’s practical support Hub provides employment support and help to achieve work, education or training, housing advice and support, and sexual health education, advice and access to emergency products.

Young people attending the Hub are offered a holistic assessment, based on the Outcome Star, to identify all needs and not just the presenting need they attended with.

This is an integrated, collaborative partnership model, that can also provide a seamless transition into mental health support for those aged 18-25.

Employment Support

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accredited learning non-accredited sessions voluntary placements
outcomes were were delivered for skill- were supported to build
achieved building and personal experience and
development confidence
56 227 11
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Demonstrating the effectiveness of collocated services, targeted interventions, and strong partnerships, the 16–25 Practical Support Hub delivered exceptional outcomes through its employment and skills support programme, exceeding all contractual expectations and demonstrating clear impact for young people across the Isle of Wight. Between May 2024, and March 2025:

346 young people supported (target: 229) — 151% of contractual goal 208 progressed into employment or education (target: 91) — 228% of expected outcomes

As a result, the contract was renewed by the DWP before 31st March 2025, with a 20% increase in delivery capacity for 2025/26.

Through this contract, the Hub established a new level of collaboration with the DWP, gaining approval to host Work Coaches on-site within the Hub premises. This arrangement allowed young people on Universal Credit to access statutory work-readiness appointments in a familiar, supportive environment, with seamless links to other Hub services. It also enabled the introduction of dedicated Youth Employment and Youth Housing Workers, ensuring that support was both integrated and bespoke to individual needs.

1,155 1:1 sessions delivered and 748 attendees at group workshops. Sessions covered CV writing, interview skills, confidence-building, sector-specific training, and practical skills. As well as outstanding learning outcomes, the Employment offer also provided Information, Advice and Guidance (IAG) to over 485 individuals through careers events at schools and colleges.

Housing Support

YP supported with	YP achieved housing	Young people
housing issues	outcomes	prevented from
		becoming homeless
81	30	19

Funded by Sovereign Network Group, the Housing Support offer provides structured, ongoing housing support to young people, helping them secure safe, stable accommodation and build pathways to independence. Support was tailored through one-to-one guidance and practical group sessions. During 2024/25, the housing offer supported 81 young people: 270% of the expected engagement target. As this is a vulnerable group, to achieve these outcomes, 592 one-to-one appointments were undertaken averaging about 7 appointments per client. Group sessions were also offered to 128 young people.

Although not an outcomes-based contract, the Hub’s impact measures highlighted the holistic person-centred support offer for both housing and long-term wellbeing. 30 sustainable housing outcomes achieved across:

Housing resolution and improvement Health improvement Transitions into learning and employment

Care Leaver Support:

Launched in August 2024, this targeted programme was established to provide intensive, personalised support for care-experienced young people aged 16–25. The service offers a safe and consistent point of contact, helping participants to navigate a broad range of needs and challenges while building trust and stability.

During the reporting period, the team supported 17 individuals, delivering an estimated 204 interventions through a fortnightly service model. Although the project was in its early stages at the time of reporting, and therefore measurable impact remains limited, early engagement has been positive and consistent.

The programme focuses on holistic, wraparound support, addressing key areas such as housing, education, employment, health, and emotional wellbeing. Participants are guided through both internal Youth Trust support pathways and external specialist provisions, ensuring continuity of care and access to the right services at the right time.

Other activities:

Other elements of a holistic support offer to young people attending the Hub included:

Sexual health advice with free condom and pregnancy test distribution Transitions Link Worker delivering 1:1 wellbeing coaching and goal setting for 16-25's

A 24-year-old care leaver was referred to our Youth Hub by the DWP after experiencing over 20 placements in childhood, frequent homelessness, and a conviction that made finding housing extremely difficult. He had spent time in prison, was rough sleeping, and had recently been admitted to inpatient care three times in one week. He was unemployed, reliant on Universal Credit, and without a phone.

Over nine days, he used the Youth Hub as a safe, warm space. With support, he received a phone, paused debt repayments, and secured a tent through Outreach. Tailored housing support helped him present to IOW Council, where he was later offered B&B accommodation under Priority Need. We worked closely with the Leaving Care and Home Treatment Teams, arranging gym access for hygiene and employment support to build his CV and find live-in work.

He was subsequently offered a live-in Sous Chef position near London and moved the following week. He has since been in touch, expressing his gratitude and saying he “now loves life.” He was also provided with information on local support services in his new area.

“Massive thanks to you and the Youth Trust team — you’ve helped me so much. I’m leaving Sunday morning to start my new job. The island’s lucky to have something like this. Without your support, I don’t know where I’d be. Thanks again.”

Youth Voice and Youth Engagement

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Complete Youth Mental Of census respondents Children and young
Health Census know about the IW people
Youth Trust attend Annual Youth
Conference with senior
leads & MP’s
1,760 59% 35
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As outlined in Ambition 1 of our Strategy, to increase youth voice, the IW Youth Trust Taskforce helped to shape an annual Youth Conference to influence community activities and youth voice. Input was gathered from both engaged and non-engaged children and young people through collaboration with local youth groups.

In January 2025, over 35 children and young people attended a vibrant Youth Conference at the local Minster, joined by newly elected Island MPs, the Director of Children’s Services, and other key stakeholders. Building on the 6 Point Plan, discussions led to real outcomes—such as discounted ferry tickets for students crossing the Solent.

The Taskforce continues to progress, with monthly forums. There are around 10 regular members (including remote university students), and leadership from an elected 18-year-old Chair. It offers a safe, empowering space to campaign and collaborate. Guest contributors have included ARC Biodiversity & Island Nature, NHS Trusts, Isorropia Foundation, and CAMHS Service Leads.

“I attend Taskforce because I care about mental health and want to make a difference.” “I want to give back to the charity and help break the stigma around youth mental health.”

The Chair of the Taskforce is an incredible asset to youth engagement. She meets quarterly with the CEO for two-way information sharing and professional discussion about the development of the Charity.

Youth-Led Action

Taskforce members and other young people have actively participated in environmental initiatives such as beach cleans and invasive species removal alongside IW Planet Aware Group. A voter registration event aligned with the July 2024 election encouraged civic engagement, while a ‘Dragons Den’ style workshop led to a youth-led redecoration of the IWYT reception area. Fourteen children and young people contributed bespoke artwork, with a celebratory opening event planned for May 2025.

Youth involvement also extended to Wightlink’s Youth Focus Group, where ferry costs and mainland access barriers were raised.

Youth Mental Health Census 2025

The biennial Youth Voice Census reached 1,760 children and young people aged 8–25 across the Island. Key findings include:

31% reported self-harm; 12% had attempted suicide
Top mental health challenges: unhappiness (70%), anger (69%), bullying (57%), isolation (47%)
8% increase since 2023 in children and young people feeling terribly alone or isolated

These insights guide IWYT’s strategic outreach efforts, especially in rural areas. Positively, 66% of respondents feel optimistic about their future, and nearly 60% are aware of IWYT’s support services.

1,760

FEELINGS

It is true or sometimes true that I...

POSITIVITY

I agree or strongly agree that...

----- Start of picture text -----
Young Islanders
(aged 8-25) 68% 66%
responded to the rial have been ,
9% I feel positive about
Census re™” worrying a lot
my future
96% 69%
often get angry
or lose their 3% young people are
Have one or more 54% viewed
temper
good friends positively within
the Island
71%
community
we find it hard to
90%
go to sleep 4%
Have one trusted or stay
i= asleep AA
adult who they can 31%
go to for support
71%
often feel have deliberately hurt
themself without
unhappy, down
or tearful 8% intending to end their life
59% AA
Have heard of the
Youth Trust Oe 66%
feel totally lacking
4%
in energy and
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Collaboration

Wellbeing and Outreach delivery across the Island has expanded with drop-in sessions offered at a range of Youth Clubs, Barnardo’s Family Centres, local libraries and other voluntary sector providers such as Network Ryde, SWAY, Break Out Youth and Aspire.

The MHST collaborative (Barnardo’s, CAMHS and IW Youth Trust) delivers youth mental health work into 47 local schools, and 4 secondary Schools now have a weekly IW Youth Trust counsellor on site delivering therapeutic sessions.

Positive links to specialist provision including NHS Sexual health dept, Paragon Domestic Abuse Service, Inclusion drug & alcohol support, with talks from each of these service at team meetings to improve links and effective joined up working as well as educating the team on their offers.

The 16–25’s Hub thrives through partnerships with IW College, HTP, IW Council, DWP, Sovereign Network Group, private landlords, and local businesses including (in no particular order):

IW Tomatoes	KH Marine	Park Dean Resorts
Isle of Wight Jobs	Gibbs Timber	Red Funnel
UKSA	Wightlink	Premier Ford
Royal Yacht Squadron	Costa Coffee	Sovereign Network Group
Chamber of Commerce	National Careers Service	(Skills 4 Work)
	IOW Garlic Farm	Pertemps

Youth engagement is boosted by an annual youth conference and informal collaboration with IW Youth Council, Network Ryde, SWAY, Revive, Bay Youth Project, Ventnor Youth Club, Brading Youth Club, and other youth providers and uniformed groups.

Influencing for Change

Our CEO is a member of the IW Health and Care Partnership where she recently influenced the Health and Care Plan to include a priority to support youth mental health needs and deputises for the Chair of the Voluntary Sector Forum at the Health and Wellbeing Board. She is the joint senior responsible officer, with a CAMHS colleague, for youth mental health service transformation, and sits on the Youth Justice Management Board.

The Head of Services represents at the IWC Early Help Board, Public Health MH Alliance Group, HIPS Partnerships Boards for area Steering Groups on MHST and 16-25 Transitions subgroup. She sits on the SEN Partnership Board to represent the importance of youth mental health to all children and young people and sustains good working relationships with Integrated Care Board commissioners to help shape services.

Our Clinical Lead participates in a weekly triage meeting with CAMHS to ensure referrals are appropriately allocated to the right service, and we sit on the Neurodiversity Multidisciplinary Board.

16-25's Hub staff attend a number of meetings to advocate for the needs of young people, including:

Digital Inclusion Network SEND Employment Forum IOW NHS Transformation Forum Together for Children Group Preparing for adulthood working group IOW Poverty Reduction Group DWP National NEED Summit Leaving Care team meetings

We communicate with grant funders to ensure they have access to the information they need to enable good strategic decisions on services and funding opportunities that improve the lives of young people.

The results from the Youth Voice event in 2024 were developed into a 6-point plan, covering employment, mental health, environment, transport, equality and diversity, and youth provision. These focus points have already been used to escalate issues to the local authority and transport providers.

Members of the Youth Trust Taskforce and other young people who come along for support have met with environmental champions on the Island, Isle of Wight Council Councillors and NHS engagement team to raise their concerns and share ideas.

Our People

2024/25 has seen workforce growth, restructure and development, as follows:

Staffing increased from 35 to 42 to meet rising demand and better serve children and young people.
A new Workforce Plan was introduced to address skills shortages and support youth entry into the sector.
Two trainee counsellors qualified and transitioned into permanent roles; an apprentice continues to be supported under our ‘grow your own’ model.
Two internal wellbeing practitioners are completing PG Cert in Advanced Clinical Skills training.
Our Operations Assistant is studying AAT Level 2 Bookkeeping to strengthen our finance function.

In early 2025, we restructured to enable distributed line-management, creating new leadership roles including a Deputy Clinical Lead to manage clinical complexity and risk and deliver clinical supervision to the counsellors.

Our annual staff survey is now a key tool for cultural improvement, contributing to a significant drop in turnover. As a result of the survey, a Staff Forum was established and is now thriving as a platform for Employee Voice.

These developments continue to progress the charity to become an emerging employer of choice in the sector.

Volunteers

Our small but dedicated team of volunteers continue to support the Youth Trust through presence at events, fundraising, drop-in sessions and workshops. We deliver bi-monthly Youth Trust Ally Training to those interested in volunteering, and plan to develop this offer further in 2025-2026.

Equality, Diversity and Inclusion (EDI)

EDI and Belonging are core values at the Youth Trust, guiding our commitment to meet the needs of everyone who engages with us — from young people and families to staff, trustees, professionals and funders.

We reflect a broad diversity of age, gender, and backgrounds across our team and Trustee Board, and our inclusive recruitment actively welcomes applicants with lived experience of mental health and from marginalised communities.

In 2024/25, we launched:

a revised EDI Policy a new Neurodiversity Policy a Reasonable Adjustment Policy Accessibility Passports to support staff need

Infrastructure

IT & Communications

In 2024-2025, we achieved the Cyber Essentials qualification, and renewed registration with the NHS Data Toolkit. We launched Beacon as our new Fundraising CRM system and developed the use of Viva Engage to aid internal communications. A lone-working app was relaunched, to ensure the safety of our team.

IW Youth Trust continues to develop website structure and content supported by continued feedback from young people, staff and the wider public, with plans for a full website refresh in Autumn 2025. 2024-2025 has seen an increase in awareness raising of the IW Youth Trust with regular press releases about the work we are doing, and income generation activities and a new podcast is in development. We are working to develop the use of AI where appropriate to support improved communications.

Our Buildings

During 2024/25, we continued to grow a ‘Hub and Spoke’ model with our 16-25 Hub fully operational as a ground-level drop-in support for Housing & Employment, as well as the MHST service finding a permanent home at Exchange House.

During the year, we were grateful for the support of Artswork, and a local artist chosen by the Taskforce, to redesign and decorate the therapeutic reception area.

Community outreach through wellbeing activity is maintained across the Island in a variety of venues and locations. We made some adjustments to the internal structure of our main building, to provide additional office space and free up available clinic space; and we continue to seek funding to improve the space further.

Goals For The Next 12 Months

Strategy:

Implement a new 5-year youth mental health and wellbeing strategy

Services:

Explore, and implement, new service models to progress strategy priorities, and support a Single Point of Access across youth mental health services.
Continue to explore outreach opportunities, and plan for the introduction of digital technology, to further to increase accessibility.

Extend the 16-25’s offer, and plan to safeguard 18-25’s therapeutic delivery.

Infrastructure and Finance:

Using improved processes and technology, implement infrastructure changes to ensure capacity to support quality, sustainable service delivery.

Income Generation, towards sustainability:

Continue to focus on the funding landscape to identify future funding challenges and opportunities.
Keep under review fundraising capacity to diversify income streams and raise our profile to raise awareness of the vital support we provide to young islanders.

Developing youth engagement:

Continue elevating youth voice in strategic planning and delivery.

Key Roles

Trustees/Directors, Key Administrative Details: Kay Boycott Pete Elliott

Michael Shepherd Alison Plezsak Helen Farrant Mark Dix Jonathan Read Retired 18th July 2024 Sarah Redrup Tom Flower Appointed 18th July 2024 Ros Parker th Appointed 05 August 2025 Vicki Stich Appointed 17th July 2025

Chief Executive Officer: Jo Dare, BEM Company Secretary: Jo Dare , BEM

Youth Trust Patrons:

Baron Grade of Yarmouth, Rob & Josie da Bank

Charity Number: Company Number: Principle Address & Registered 1087163 04149036 Office: Bankers: The Isle of Wight Youth Trust Barclays, 8 High Street, Ryde, IW. 114 Pyle Street PO33 4PE Newport Accountants: Isle of Wight PO30 1XA MC Audit Limited, North Street, Havant. PO9 1QU Contact Details: Tel: 01983 529 569 Independent Auditors: MC Audit Limited, North Email: info@iowyouthtrust.co.uk Website: www.iowyouthtrust.co.uk Street, Havant. PO9 1QU

Follow Us: @IOWYouthTrust isleofwightyouthtrust isleofwightyouthtrust IOWYouthTrust

Financial Summary

Key Highlights

During 2024/25, our income was £1,343,453 and expenditure was £1,324,858. Principle funding sources were as follows:

Statutory

Hampshire & Isle of Wight Integrated Care Board (HIOWICB) IW Council and Department for Work and Pensions (DWP Youth Offer) Department of Health & Social Care (DHSC) Office of Police and Crime Commissioner

Trusts and Foundations (funding over £10,000)

Hampshire and Isle of Wight Community Foundation Sovereign Network Group BBC Children in Need Newport and Carisbrooke Community Council St James’ Place Charitable Foundation National Lottery Community Fund

We extend our sincere thanks to all those who have supported our charity over the past year. From sponsored sporting events to quizzes and raffles, your fundraising efforts have been invaluable. We are particularly grateful to the Town and Parish Councils, Daisie Rich Trust, Women’s Institute, Round Table, and the Masons for their generous contributions to our cause. A special note of thanks to everyone who supported our Big Christmas Give campaign in 2024. Your generosity enabled us to raise £10,000 to support autistic children and young people - creating a lasting impact for young islanders.

Reserves

IW Youth Trust holds reserves to:

Demonstrate strong financial management and stewardship to funders. Show resilience and ability to handle unexpected financial challenges. Help justify funding needs for specific projects or activities. Provide assurance to lenders and creditors of financial stability.
Manage reputational risk from holding large unspent funds without explanation.

IW Youth Trust holds reserves to:

Demonstrate strong financial management and stewardship to funders.
Show resilience and ability to handle unexpected financial challenges. Help justify funding needs for specific projects or activities. Provide assurance to lenders and creditors of financial stability. Manage reputational risk from holding large unspent funds without explanation.

Trustees consider reserves in future financial planning, and reserves planning is calculated based on risks of income volatility to protect beneficiary services.

The Reserves Policy is reviewed annually, or sooner if funding or risk circumstances change, tailored to the charity’s financial structure and included in annual reports.

Strategic Use of Reserves:

In 2024/25, trustees chose to invest reserves to support income generation.

At end of 2025 we had free reserves of £532k (2024: £455k), as explained below: Total reserves per balance sheet £630k (2024: £611k) Less: restricted funds £98k (2024: £156k). Total free reserves £532k (2024: £455k).

Investments

The primary aim of investment is to preserve and ideally grow the value of reserves, protecting them from inflation and enabling investment in line with strategic development. The charity holds reserves in a mix of notice and fixed-term cash accounts to ensure flexible access, especially given rising demand for services.

Investment Objectives

Invest securely and flexibly. Investments are kept low-risk to align with the above objectives.
Risk management, to ensure sufficient working capital, maintaining enough cash to cover at least 3 months of operational costs.
Protect capital value.

The Investment Policy has been developed in line with Charity Commission guidance (document CC14).

The Finance Committee reviews non-cash investments annually for performance, service quality, and alignment with charitable aims, reporting to the Board.

Future Financial Strategy

Our financial strategy focuses on sustainability, achieving more unrestricted funding streams to reduce risk, enable adaptability, and encourage innovation within the charity. This will be underpinned by achieving a plan to target increased reserves that maintain reserves at a level in line with good practice, whilst enabling flexibility to manage potential variations in income and service demand. The primary annual target is to deliver a breakeven budget each year, with a secondary target to achieve a surplus where possible.

New funding sources (bids and tenders) are monitored as appropriate, and achieved, to maintain current services and develop new, according to need. Other sources being targeted include corporate partnerships and regular, individual giving.

Governance, Management & Public Benefit

IW Youth Trust is a company limited by guarantee (no share capital), governed by its Memorandum and Articles. Trustees may contribute up to £10 if the charity is wound up.

Governance

Trustees follow Charity Commission guidance on public benefit, with a mission to support young people on the Isle of Wight through education, training, and relief of poverty, distress, and sickness.

Trustee Recruitment is conducted transparently and inclusively, ensuring a broad mix of skills including clinical, commercial, HR, education, and charity experience. Trustees act in line with Section 172 of the Companies Act 2006.

The Trustee Board meets quarterly to oversee performance and strategy. Committees (Finance & Risk, Services, and Development) also meet quarterly and report to the Board. An AGM is held annually. Members of the Youth Mental Health Taskforce attend Board meetings twice a year and contribute to strategic planning, helping identify service gaps and co-produce improvements.

Staff pay is reviewed annually in line with the Remuneration Policy, and IW Youth Trust is a Real Living Wage employer. Trustees and volunteers are unpaid, with only out-of-pocket expenses reimbursed.

Management and structure

Trustees delegate day-to-day management to CEO, Jo Dare, and the Senior Leadership Team (SLT), which includes Heads of Services, Operations, Fundraising, and Finance. In 2024/25, leadership was strengthened through a distributive model, adding Clinical and Sub-Team leads.
Policies and procedures cover all operational and strategic areas. One anonymous complaint was received in the past year; after a brief investigation that revealed nothing untoward, it was filed. All staff are trained in safeguarding, which is updated every 3 years minimum.
Monitoring and evaluation systems track outcomes, service improvements, and satisfaction, supporting continuous improvement and risk management.

Public Benefit

Trustees follow Charity Commission guidance under Section 17 of the Charities Act 2011 and confirm that IW Youth Trust’s services meet public benefit principles.

Intended to benefit the Isle of Wight community, activities align with the charity’s founding aim, to support vulnerable children and young people’s mental health through education, training, and relief of poverty, distress, and sickness.

Services deliver our purpose, ‘to listen to, and work with, young islanders and their families so they can get the help they need, when they need it, to support their mental, and emotional wellbeing’. Services are person centred, and although universal, are targeted to those underrepresented and affected by Adverse Childhood Experiences (ACEs) or challenges in transitioning to adulthood. Through its strategy Changing the Odds, IW Youth Trust aims to reduce lifelong mental health issues and build resilience in young people.

Services are co-designed to deliver clear benefits to children, young people, and their families, with progress tracked to ensure effectiveness and continuous improvement.

Quality & Risk Management

Trustees use a structured governance framework to monitor service quality, employer responsibilities, and risk management, including safeguarding.

A regularly updated organisational risk register and clinical risk register help track major risks and mitigation actions. Performance is monitored and reported to funders, with annual impact data published on our website.

The charity evidences competence through the achievement of quality standards. In 2024/25, the Matrix Standard was achieved, with BACP accreditation for counselling services in progress.

An internal quality assurance framework is used by the leadership team, assessing services using five key questions: Are we safe? Effective? Caring? Responsive? Well led?

2024/25 Activities by Quality Domain:

Safe:
Ongoing monitoring of clinical audit action plans.
Clinical supervision for wellbeing staff.
Regular safeguarding and GDPR training.
Updated policies and procedures, including health & safety and emergency protocols. Cyber Essentials accreditation and NHS-compliant data practices. Effective:
Use of clinical outcome tools (e.g. YP CORE, RCADS, Outcomes Star).
Children and young people satisfaction surveys and feedback mechanisms. Case file audits and safeguarding tracking.
Monthly staff supervision and feedback via staff forum.
Caring:
Positive feedback from children and young people on staff interactions.
Staff wellbeing supported through counselling access, wellbeing days, insurance, and generous leave policies.
Responsive:
Complaints handled per policy.
Increased self-help resources and support calls.
Plans to extend service hours to early evening/Saturday mornings if possible Well Led:
Weekly senior leadership meetings.
Governance and financial oversight maintained.
External audit triggered by income exceeding £1m.
Strategy sessions held; staff engagement through surveys and forums. Leadership actively involved in strategic partnerships and advocacy.

Safeguarding

31 Safeguarding Referrals were made into the Multi Agency Safeguarding Hub (MASH) following a disclosure of risk of harm to self or others. These were all followed up in line with our policy and overseen by the Designated Safeguarding Lead. A separate Annual Safeguarding report is produced annually for Trustee oversight and monitoring.

Fundraising Practice

During 2024/25, investment was made into fundraising and income generation to increase our focus to diversify our income streams.

As a result, fundraising activity is now led and managed in-house by the Head of Fundraising and Income Generation, supported by a Fundraising and Communications Co-ordinator and Fundraising Apprentice. The Head of Fundraising and Income Generation oversees day to day fundraising activities including bid writing and tenders, corporate partnerships individual giving, and community fundraising. The Charity is registered with the Fundraising Regulator and adheres to the Code of Fundraising Practice and the Fundraising Promise. Fundraising and income generation is monitored and overseen by the Development Committee which meets quarterly.

Statement of Trustee Responsibilities

The trustees (who are also the Directors for the purpose of company law) are responsible for preparing the Trustees’ Annual Report and the financial statement in accordance with applicable law and United Kingdon Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:

Select suitable accounting policies and then apply them consistently Observe the methods and principles in the Charities SORP 2019 Make judgements and estimates that are reasonable and prudent
State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation

The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

This report was prepared taking advantage of the exemptions available to small companies within the Companies Act 2006 and was approved by the Board of Trustees and signed on its behalf.

Statement as to Disclosure of Information to Auditors

Th e following statements have been affirmed by each of the Trustees of the charitable company:

so far as each Trustee is aware, there is no relevant audit information, (that is information needed by the company's auditors in connection with preparing their report), of which the company's auditors are unaware; and
each Trustee has taken all the steps that he / she ought to have taken as a Trustee in order to make himself/ herself aware of any relevant audit information and to establish that the company's auditors are aware of that information.

Auditors

MC Audit Limited, having been appointed as auditor following the last annual general meeting, indicated its willingness to be reappointed as statutory auditor and a resolution to re-appoint them as auditors will be proposed at the next Annual General Meeting.

This report has been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities (SORP).

Approved by order of the board of trustees on: Date: 30.10.2025 Kay Boycott GC. GST GST Dated 30.10.2025

Kay Boycott GC. GST GST Chair of Trustees

Signed on its behalf by:

REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF ISLE OF WIGHT YOUTH TRUST

Opinion

We have audited the financial statements of Isle of Wight Youth Trust (the 'charitable company') for the year ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:
give a true and fair view of the state of the charitable company's affairs as at 31 March 2025 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
have been prepared in accordance with the requirements of the Companies Act 2006.

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 Auditors' 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 charitable company'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 trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors thereon.

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.

In connection with our audit of the financial statements, 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 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:

the information given in the Report of the Trustees for the financial year for which the financial statements are prepared is consistent with the financial statements; and
the Report of the Trustees has been prepared in accordance with applicable legal requirements.

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REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF ISLE OF WIGHT YOUTH TRUST

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 Report of the Trustees.

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us; or
the financial statements are not in agreement with the accounting records and returns; or
certain disclosures of trustees' remuneration specified by law are not made; or
we have not received all the information and explanations we require for our audit; or
the trustees were not entitled to take advantage of the small companies exemption from the requirement to prepare a Strategic Report or in preparing the Report of the Trustees.

Responsibilities of trustees

As explained more fully in the Statement of Trustees' Responsibilities, 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.

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.

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REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF ISLE OF WIGHT YOUTH TRUST

Our 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 a Report of the Independent Auditors 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.

The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

As part of our audit procedures, we held discussions with management and those charged with governance to obtain an understanding of the entity and its operations. These discussions included management’s assessment of key risks, including irregularities, the potential for fraud, and the organisation’s ability to continue as a going concern.

Based on these discussions and our independent risk assessment, we identified the key areas of audit focus as:

Income recognition, particularly in relation to timing and cut-off issues.
Management override of controls, considering the size and structure of the organisation.

We determined overall financial statement materiality based on income levels, as this is considered the most relevant benchmark for a not-for-profit entity. Performance materiality was set at an appropriate level, reflecting our risk assessment.

Our audit approach included testing of internal controls and the design and execution of substantive procedures. The internal control systems in place, designed to prevent and detect fraud and error, were found to be operating as intended. Substantive testing was performed on a representative sample and did not identify any material misstatements.

Based on our substantive audit work, no material errors were identified in the key areas of income recognition or management override of controls.

We also considered the organisation’s compliance with applicable laws and regulations and found no evidence to suggest a material risk of non-compliance that would affect the financial statements.

Management has concluded that the entity is a going concern. We have reviewed supporting budgets and management accounts and found no evidence to contradict this assessment.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors.

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REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF ISLE OF WIGHT YOUTH TRUST

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 auditors' 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.

Stuart Mackie (Senior Statutory Auditor) for and on behalf of MC Audit Limited Statutory Auditors Station House North Street Havant Hampshire PO9 1QU 07/11/2025 Date: .............................................

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ISLE OF WIGHT YOUTH TRUST

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

Notes INCOME AND ENDOWMENTS FROM Donations and legacies 2 Charitable activities 4 Counselling and wellbeing services Investment income 3 Total EXPENDITURE ON Raising funds 5 Charitable activities 6 Counselling and wellbeing services Total NET INCOME Transfers between funds 20 Net movement in funds RECONCILIATION OF FUNDS Total funds brought forward TOTAL FUNDS CARRIED FORWARD	Unrestricted funds £ 98,768 899,054 6,563 1,004,385 49,727 947,527 997,254 7,131 69,752 76,883 455,092 531,975	Restricted funds £ 327,905 11,163 - 339,068 - 327,604 327,604 11,464 (69,752) (58,288) 156,405 98,117	2025 Total funds £ 426,673 910,217 6,563 1,343,453 49,727 1,275,131 1,324,858 18,595 - 18,595 611,497 630,092	2024 Total funds £ 369,431 883,227 6,632 1,259,290 35,978 1,182,102 1,218,080 41,210 - 41,210 570,287 611,497

The notes form part of these financial statements

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ISLE OF WIGHT YOUTH TRUST

BALANCE SHEET 31 MARCH 2025

		2025	2024
	Notes	£	£
FIXED ASSETS
Tangible assets	12	254,520	281,103
CURRENT ASSETS
Debtors	13	47,245	53,295
Investments	14	186,590	181,499
Cash at bank		325,422	306,544
CREDITORS		559,257	541,338
Amounts falling due within one year	15	(51,500)	(73,214)
NET CURRENT ASSETS		507,757	468,124
TOTAL ASSETS LESS CURRENT
LIABILITIES		762,277	749,227
CREDITORS
Amounts falling due after more than one year	16	(132,185)	(137,730)
NET ASSETS		630,092	611,497
FUNDS	20
Unrestricted funds		531,978	455,092
Restricted funds		98,114	156,405
TOTAL FUNDS		630,092	611,497

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

The financial statements were approved by the Board of Trustees and authorised for issue on ............................................. and were signed on its behalf by: 30.10.2025

............................................. K Boycott - Trustee

The notes form part of these financial statements

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ISLE OF WIGHT YOUTH TRUST

CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2025

Notes Cash flows from operating activities Cash generated from operations 1 Net cash provided by operating activities Cash flows from investing activities Purchase of investments Proceeds from disposal of investments Interest received Net cash provided by investing activities Cash flows from financing activities Loan repayments in year Net cash used in financing activities Change in cash and cash equivalents in the reporting period Cash and cash equivalents at the beginning of the reporting period Cash and cash equivalents at the end of the reporting period	2025 £ 22,024 22,024 (5,091) - 6,563 1,472 (4,618) (4,618) 18,878 306,544 325,422	2024 £ 34,980 34,980 (80,000) 159,000 6,632 85,632 (5,917) (5,917) 114,695 191,849 306,544

The notes form part of these financial statements

Page 40

ISLE OF WIGHT YOUTH TRUST

NOTES TO THE CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2025

1. RECONCILIATION OF NET INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES

Net income for the reporting period (as per the Statement of Financial Activities) Adjustments for: Depreciation charges Loss/(profit) on disposal of fixed assets Interest received Decrease/(increase) in debtors (Decrease)/increase in creditors Net cash provided by operations	2025 £ 18,595 6,254 20,329 (6,563) 6,050 (22,641) 22,024	2024 £ 41,210 11,432 (1,575) (6,632) (22,806) 13,351 34,980

2. ANALYSIS OF CHANGES IN NET FUNDS

Net cash	At 1.4.24 £	Cash flow At 31.3.25 £ £
Cash at bank	306,544	18,878 325,422
	306,544	18,878 325,422
Liquid resources
Deposits included in cash	-	- -
Current asset investments	181,499	5,091 186,590
	181,499	5,091 186,590
Debt
Debts falling due within 1 year	(5,164)	(927) (6,091)
Debts falling due after 1 year	(137,730)	5,545 (132,185)
	(142,894)	4,618 (138,276)
Total	345,149	28,587 373,736

The notes form part of these financial statements

Page 41

ISLE OF WIGHT YOUTH TRUST

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

1. ACCOUNTING POLICIES

Basis of preparing the financial statements

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

The Isle of Wight Youth Trust is a company limited by guarantee. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £10 per member of the charity. The address of the registered office is given in the charity information page at the front of these financial statements. The nature of the charity's operations and principal activity is providing counselling services to young people in the Isle of Wight.

The financial statements are prepared on a going concern basis under the historical cost convention. The financial statements are prepared in sterling which is the functional currency of the charity, and rounded to the nearest £1.

The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.

Critical accounting judgements and key sources of estimation uncertainty

In the application of the charitable company’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.

Income recognition policies

All incoming resources are included in the statement of financial activities when the charity is entitled to the income and the amount can be quantified with reasonable accuracy. The following specific policies are applied to particular categories of income:

Voluntary income is received by way of donations, legacies and gifts and are included in full in the Statement of Financial Activities when the Charity has control over the income, any conditions placed are met, the receipt is probable, and that it can be measured reliably.
Grants, including Government Grants, where entitlement is not conditional on the delivery of a specific performance by the charity, are recognised when the charity becomes unconditionally entitled to the grant and as the charity earns the right to income through delivery of services.
Donated services and facilities (Gifts in kind) are included at the value to the charity only where this can be quantified. The value of services provided by volunteers has not been included in these accounts.

-Investment income is included when received.

Resources expended

Expenditure is recognised on an accruals basis as the liability is incurred. All costs are shown in full and no netting off with income occurs. Expenditure includes any VAT which cannot be recovered and is reported as part of the expenditure to which it relates:

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ISLE OF WIGHT YOUTH TRUST

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

1. ACCOUNTING POLICIES - continued

Resources expended

Fundraising costs comprise the costs associated with attracting grants and other voluntary income.
Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those of an indirect nature necessary to support them.
Governance costs include those costs associated with meeting the constitutional and statutory requirements of the charity and costs linked to the strategic management of the charity.
All costs are allocated between the expenditure categories of the SOFA on a basis designed to reflect the use of the resource. Costs relating to a particular activity are allocated directly, others are apportioned on an appropriate basis. Salaries are allocated by reviewing time spent by each employee on the activities and attributing cost accordingly.

Allocation of support costs and governance

Support costs are those functions which assist the work of the charity, but do not directly comprise charitable activities. Support costs are allocated to fundraising costs and charitable activities proportionate to the use of those costs.

Governance costs include accounting support with the year end accounts and Audit costs.

Tangible fixed assets

Tangible fixed assets other than freehold land are stated at cost less depreciation. Assets below £1,000 are not treated as capital. Depreciation is provided at rates calculated to write off the cost less estimated residual value of each asset over its expected useful life, as follows:

Freehold property - 2% straight line Office equipment - 20% reducing balance Computer equipment and database - 50% straight line

Taxation

No corporation tax has been provided in these accounts because the income of the charity is within the exemption granted by Section 505 of the Income and Corporation Taxes Act 1988 to the extent that these funds are applied to Charitable objects.

Fund accounting

Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity.
Restricted funds are subject to restrictions on their expenditure imposed by the donor or through the terms of a grant.
Designated funds comprise unrestricted funds that have been set aside by the trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.

Pensions

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

The Charity contributes to a defined contribution scheme on behalf of its employees. The assets of the scheme are held separate from those of the Charity in an independently administered fund. The pension costs charged in the period represents the employer’s contributions payable in respect of the accounting period.

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ISLE OF WIGHT YOUTH TRUST

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

1. ACCOUNTING POLICIES - continued

Financial Instruments

The charity only enters into basic financial instruments transactions that result in the recognition of financial assets and liabilities like trade and other accounts receivable and payable, loans from banks and other third parties and loans to related parties.

Trade and other debtors

Short term debtors are measured at transaction price, less any impairment. Loans receivable are measured initially at fair value, net of transaction costs, and are measured subsequently at amortised cost using the effective interest method, less any impairment.

Cash and cash equivalents

Cash and cash equivalents comprise cash at bank and on hand, deposits with banks and other short-term highly liquid investments and bank overdrafts. In the balance sheet, bank overdrafts are shown within borrowings or current liabilities.

Trade and other creditors

Short term trade creditors are measured at the transaction price. Other financial liabilities, including bank loans, are measured initially at fair value, net of transaction costs, and are measured subsequently at amortised cost using the effective interest method.

Going concern

The financial statements have been prepared on a going concern basis as the trustees believe that no material uncertainties exist. The trustees have considered the level of funds held and the expected level of income and expenditure for 12 months from authorising these financial statements.

2. DONATIONS AND LEGACIES

Donations Legacies Grants and donations 3. INVESTMENT INCOME Deposit account interest	2025 £ 70,601 877 355,195 426,673 2025 £ 6,563	2024 £ 20,319 5,000 344,112 369,431 2024 £ 6,632

All investment income is derived from assets held in the United Kingdom.

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ISLE OF WIGHT YOUTH TRUST

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

4. INCOME FROM CHARITABLE ACTIVITIES Activity Service level agreements Counselling and wellbeing services 5. RAISING FUNDS Raising donations and legacies Staff costs Consultancy Other Fundraising costs 6. CHARITABLE ACTIVITIES COSTS Direct Costs £ Counselling and wellbeing services 1,114,956 7. SUPPORT COSTS Support costs £ Counselling and wellbeing services 145,172 8. NET INCOME/(EXPENDITURE) Net income/(expenditure) is stated after charging/(crediting): Auditors' remuneration Auditors' remuneration for non audit work Depreciation - owned assets Deficit on disposal of fixed assets Other operating leases	2025 £ 910,217 2025 £ 15,046 28,837 5,844 49,727 Support costs (see note 7) £ 160,175 Governance costs £ 15,003 2025 £ 7,800 1,700 6,254 20,329 28,382	2024 £ 883,227 2024 £ 31,862 - 4,116 35,978 Totals £ 1,275,131 Totals £ 160,175 2024 £ 7,500 - 11,432 - 17,375

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ISLE OF WIGHT YOUTH TRUST

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

9. TRUSTEES' REMUNERATION AND BENEFITS

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

Trustees' expenses

During the year no trustee(s) (2024: No trustees) were reimbursed out of pocket expenses.

10. STAFF COSTS

----- Start of picture text -----
|||| |---|---|---| |2025|2024| |£|£| |Wages and salaries|932,241|864,217| |Social security costs|78,052|68,774| |Other pension costs|20,176|18,270| |1,030,469|951,261|

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

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

----- Start of picture text -----
|||| |---|---|---| |2025|2024| |Project and administration|35|35|

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

The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 was:

----- Start of picture text -----
|||| |---|---|---| |2025|2024| |£60,001 - £70,000|1|1|

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

The total costs attributable to senior management personnel amounted to £168,983 for the year to 31 March 2025 (2024: £170,312). Senior management personnel comprise the Chief Executive Officer, Head of Finance, and the Head of Counselling & Wellbeing/MHST Lead.

11. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES

----- Start of picture text -----
||||| |---|---|---|---| |Unrestricted|Restricted|Total| |funds|funds|funds| |£|£|£| |INCOME AND ENDOWMENTS FROM| |Donations and legacies|46,546|322,885|369,431| |Charitable activities| |Counselling and wellbeing services|879,215|4,012|883,227| |Investment income|6,632|-|6,632| |Total|932,393|326,897|1,259,290| |EXPENDITURE ON| |-| |Raising funds|35,978|35,978| |Charitable activities| |Counselling and wellbeing services|990,811|191,291|1,182,102| |Total|1,026,789|191,291|1,218,080|

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

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ISLE OF WIGHT YOUTH TRUST

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

11. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES - continued Unrestricted Restricted funds funds £ £ NET INCOME/(EXPENDITURE) (94,396) 135,606 Transfers between funds (112) 112 Net movement in funds (94,508) 135,718 RECONCILIATION OF FUNDS Total funds brought forward 549,600 20,687 TOTAL FUNDS CARRIED FORWARD 455,092 156,405 12. TANGIBLE FIXED ASSETS Freehold Computer property equipment £ £ COST At 1 April 2024 294,222 96,621 Disposals - (63,967) At 31 March 2025 294,222 32,654 DEPRECIATION At 1 April 2024 35,307 74,433 Charge for year 5,884 370 Eliminated on disposal - (43,638) At 31 March 2025 41,191 31,165 NET BOOK VALUE At 31 March 2025 253,031 1,489 At 31 March 2024 258,915 22,188 13. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR 2025 £ Grants receivable 36,889 Other debtors 3,375 Prepayments and accrued income 6,981 47,245		Total funds £ 41,210 - 41,210 570,287 611,497 Totals £ 390,843 (63,967) 326,876 109,740 6,254 (43,638) 72,356 254,520 281,103 2024 £ 41,048 3,375 8,872 53,295

Trade and other debtors are recognised at the settlement amount due. Prepayments are valued at the amount prepaid.

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ISLE OF WIGHT YOUTH TRUST

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

14. CURRENT ASSET INVESTMENTS 2025 £ Short term investments 186,590 15. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR 2025 £ Bank loans and overdrafts (see note 17) 6,091 Trade creditors 8,644 Social security and other taxes 19,810 Other creditors 7,455 Accrued expenses 9,500 51,500 16. CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR 2025 £ Bank loans (see note 17) 132,185 17. LOANS An analysis of the maturity of loans is given below: 2025 £ Amounts falling due within one year on demand: Bank loans 6,091 Amounts falling due between two and five years: Bank loans - 2-5 years 29,559 Amounts falling due in more than five years: Repayable by instalments: Bank loans more 5 yr by instal 102,626 18. LEASING AGREEMENTS Minimum lease payments under non-cancellable operating leases fall due as follows: 2025 £ Within one year 27,382 Between one and five years 79,757 107,139		2024 £ 181,499 2024 £ 5,164 29,411 17,100 3,948 17,591 73,214 2024 £ 137,730 2024 £ 5,164 27,200 110,530 2024 £ 24,882 32,140 57,022

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ISLE OF WIGHT YOUTH TRUST

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

19. ANALYSIS OF NET ASSETS BETWEEN FUNDS

Unrestricted funds £ Fixed assets 252,018 Current assets 463,645 Current liabilities (51,500) Long term liabilities (132,185) 531,978 MOVEMENT IN FUNDS At 1.4.24 £ Unrestricted funds General fund 400,092 ICB activity increase 55,000 455,092 Restricted funds Children in Need Social action 25,859 OPCC Ace’ing it 10,616 Travel Safe Space 6,959 Sovereign Housing 15,561 Children In Need 35,000 National Lottery – Reaching Communities 46,517 HIWCF – Bridging the Gap 2,917 HIWCF – Building emotional resilience 4,857 RAISE - School Wellbeing 5,086 Client Welfare 3,033 16 - 25 & Transition - DWP - HIWCF – Care Leavers - HIWCF – Young lives - 156,405 TOTAL FUNDS 611,497	Restricted funds £ 2,502 95,612 - - 98,114 Net movement in funds £ (68,100) 75,234 7,134 (11,449) (11,160) - 1,039 - (5,013) (6) (2,395) 3,468 - (7) 6,973 15,501 9,394 5,116 11,461 18,595	2025 Total funds £ 254,520 559,257 (51,500) (132,185) 630,092 Transfers between funds £ 69,752 - 69,752 (14,410) 544 (6,959) - (35,000) - (2,911) (2,462) (3,468) (5,086) - - - - - (69,752) -	2024 Total funds £ 281,103 541,338 (73,214) (137,730) 611,497 At 31.3.25 £ 401,744 130,234 531,978 - - - 16,600 - 41,504 - - - - 3,026 6,973 15,501 9,394 5,116 98,114 630,092

20. MOVEMENT IN FUNDS

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ISLE OF WIGHT YOUTH TRUST

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

20. MOVEMENT IN FUNDS - continued

Net movement in funds, included in the above are as follows:

Unrestricted funds General fund ICB activity increase Restricted funds Children in Need Social action OPCC Ace’ing it Sovereign Housing National Lottery – Reaching Communities HIWCF – Bridging the Gap HIWCF – Building emotional resilience RAISE Client Welfare 16 - 25 & Transition DWP HIWCF – Care Leavers HIWCF – Young lives TOTAL FUNDS	Incoming resources £ 643,385 361,000 1,004,385 30,509 11,163 20,525 145,706 - 1 3,500 - 17,141 85,523 15,000 10,000 339,068 1,343,453	Resources expended £ (711,485) (285,766) (997,251) (41,958) (22,323) (19,486) (150,719) (6) (2,396) (32) (7) (10,168) (70,022) (5,606) (4,884) (327,607) (1,324,858)	Movement in funds £ (68,100) 75,234 7,134 (11,449) (11,160) 1,039 (5,013) (6) (2,395) 3,468 (7) 6,973 15,501 9,394 5,116 11,461 18,595

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ISLE OF WIGHT YOUTH TRUST

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

20. MOVEMENT IN FUNDS - continued

Comparatives for movement in funds

Unrestricted funds General fund ICB activity increase Mobilisation Restricted funds Children in Need Social action Skateboarding OPCC Ace’ing it Travel Safe Space Sovereign Housing Children In Need National Lottery – Reaching Communities HIWCF – Bridging the Gap HIWCF – Building emotional resilience School Wellbeing Skipton Foundation Specialist Counselling Client Welfare TOTAL FUNDS	At 1.4.23 £ 464,600 - 85,000 549,600 12,085 2,500 - - - - - - - - - 3,000 3,102 20,687 570,287	Net movement in funds £ (64,396) 55,000 (85,000) (94,396) 13,774 (2,500) 10,616 6,959 15,561 35,000 46,517 2,917 4,857 5,086 (112) (3,000) (69) 135,606 41,210	Transfers between funds £ (112) - - (112) - - - - - - - - - - 112 - - 112 -	At 31.3.24 £ 400,092 55,000 - 455,092 25,859 - 10,616 6,959 15,561 35,000 46,517 2,917 4,857 5,086 - - 3,033 156,405 611,497

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ISLE OF WIGHT YOUTH TRUST

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

20. MOVEMENT IN FUNDS - continued

Comparative net movement in funds, included in the above are as follows:

Unrestricted funds General fund ICB activity increase Mobilisation Restricted funds Children in Need Social action Skateboarding OPCC Ace’ing it Travel Safe Space Sovereign Housing Children In Need National Lottery – Reaching Communities HIWCF – Bridging the Gap HIWCF – Building emotional resilience RAISE School Wellbeing Skipton Foundation Specialist Counselling Client Welfare TOTAL FUNDS	Incoming resources £ 827,393 105,000 - 932,393 44,456 - 12,351 9,752 20,000 70,000 147,582 5,000 4,912 4,000 7,806 538 - 500 326,897 1,259,290	Resources expended £ (891,789) (50,000) (85,000) (1,026,789) (30,682) (2,500) (1,735) (2,793) (4,439) (35,000) (101,065) (2,083) (55) (4,000) (2,720) (650) (3,000) (569) (191,291) (1,218,080)	Movement in funds £ (64,396) 55,000 (85,000) (94,396) 13,774 (2,500) 10,616 6,959 15,561 35,000 46,517 2,917 4,857 - 5,086 (112) (3,000) (69) 135,606 41,210

Unrestricted

The Trust has designated the above "mobilisation" funds towards the planned organisational transformation and managing the NHS procurement process for the U18 counselling service to improve future delivery of the charity’s objects.
ICB agreed a non-recurring financial uplift to support management of increased referral demand.

Restricted

Mental Health School Team - funds school-based wellbeing services.
Children in Need Social action provided funding for advocacy work to celebrate the Year of the Child.
Client Welfare - is funding to help with service users’ basic welfare needs.
OPCC Ace’ing it - Office of Police & Crime Commissioner (OPCC), project called Ace’ing it.
Travel Safe Space - IW Foundation, project called Travelling safe space. Support to buy video equipment & training for young people.
Sovereign Housing - To support young people into accommodation.

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ISLE OF WIGHT YOUTH TRUST

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

20. MOVEMENT IN FUNDS - continued

Children In Need - Funding received to support core costs; providing subsidy to part cover the salary of Head of Counselling and Wellbeing Services and CEO.
National Lottery Reaching Communities - The National Lottery ‘Reaching Communities’ fund. - Increasing the wellbeing offer into the community to improve CYP isolation & mental health.
HIWCF Bringing the Gap - Hampshire and IW Charitable Foundation. Bridging the Gap. - To deliver 18-25 counselling sessions.
HIWCF Building emotional resilience - Hampshire and IW Charitable Foundation. Building emotional resilience. - To deliver EMOTIONAL coping skills groups to build resilience and address self-harm for CYP.
RAISE - A school autism program which our Specialist ASC Practitioner carry out: Learning walks in schools and reports on her findings
School Wellbeing - Big Give (school wellbeing). All primary schools were offered the opportunity to receive wellbeing boxes, five ways to wellbeing resource boxes delivered to 28 primary schools across the island with resources & lesson plans.
16 - 25 & Transition - delivery of 1:1 sessions for 16-25 year olds either with coaching skills or counselling.
HIWCF - Young Lives & Care Leavers - The care leaver work. It is for sustained engagement of 30 care experienced young people. The Young lives part is outcome driven where 10 will need to start employment.
DWP - The employment part of the Hub, engaging with 300 people and placing 100 back into education and/ or training

21. RELATED PARTY DISCLOSURES

There were no related party transactions for the year ended 31 March 2025.

22. ULTIMATE CONTROLLING PARTY

The charitable company is not under the control of another entity or any one individual.

Page 53

Annual Report & Accounts 2024/25

Our Vision

Our Purpose

Contents

Independent Auditor's Report to the IW Youth Trust for the Year Ending 31 March 2025

Governing Instrument:

Welcome, by our Chair, Kay Boycott

Kay Boycott

CEO comment, a year of progress

Jo Dare

Delivering Our Strategy

Why We Are Needed

2024/2025 In Numbers

1,376

Age Split

Gender Split

We Offered

588

x - 349

Our Demographic

The Difference We Made

20 Impact Report 25

100%

100%

100%

Education Support

85%

Taskforce

100%

Parents/Carers

100%

Positive Mindset

Positive Outcomes

How We Helped

Our services explained

In 2024/25, we have delivered the following services:

Information, Advice & Guidance

Therapeutic Work

Wellbeing Activities

1:1 CBT interventions

Snack and chat feedback:

Parent feedback:

Building Confidence and Connection

Mental health prevention and early intervention

Mental Health Support Teams (MHST)

Supporting a Young Person with Low Mood

The client commented:

Employment Support

Housing Support

Care Leaver Support:

Other activities:

Youth Voice and Youth Engagement

Youth-Led Action

Youth Mental Health Census 2025

1,760

FEELINGS

It is true or sometimes true that I...

POSITIVITY

Collaboration

Influencing for Change

Our People

Volunteers

Equality, Diversity and Inclusion (EDI)

Infrastructure

IT & Communications

Our Buildings

Goals For The Next 12 Months

Strategy:

Services:

Infrastructure and Finance:

Income Generation, towards sustainability:

Developing youth engagement:

Key Roles

Financial Summary

Key Highlights

Statutory

Trusts and Foundations (funding over £10,000)

Reserves

Investments