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← Skyway Charity

2025-03-31-accounts

SKYWAY CHARITY

REPORT AND FINANCIAL STATEMENTS YEAR ENDING 31 MARCH 2025 CHARITY NUMBER 1093239 COMPANY NUMBER 04335024 (ENGLAND AND WALES)

The Trustees are pleased to present their annual report and audited financial statements for the year ended 31 March 2025.

Reference and Administrative information:

Registered Office and Operational Address:

Since ist April 2025: Blue Hut Youth and Community Hub, 49 Provost Street, London, N1 7NZ

Prior to April 2025:

Unit 2, 222 Kingsland Road Hackney, London E2 8DG Members of theManagement Committee, who are directors for the purpose of company law and trustees for the purpose of charity law, who served during the year and up to the date of this report are set out below.

Management Committee: Azzopardi-Throssell, MJ (Chair appointed 08.07.2024) Lee, Grant Resigned as trustee and Chair 08.07.2024 Javed, Shahid (Treasurer) Resigned 24.07.2025 Chan, Kar Yan Vivian (Treasurer) Appointed 13.06.2025 Castle, Joseph Sokoya, Joshua Oluwatosin Resigned 30.05.2024 Dizon, Luna Glasgow, Kianu Alishia Resigned 04.11.25 Gordon, Paul Richard Fowler, Emma-Jane Resigned 4.07.2025 Taylor, Vivien Claire McCarthy, Phyllisia Cassandra

Secretary Ahmed, Noreen

Senior Management Team: Ms N Roast (Chief Executive) Mr D Mussie (Director of Development) Mr M Gayle (Director of Operations) Auditor: Profile Accountants Ltd, 124 City Road, London, EC1V 2NX Banks: CAF Bank Itd, 25 Kings Hill Avenue, Kings Hill, West Malling Kent, ME19 4JQ Triodos Bank, Deanery Road, Bristol, BS1 5AS

Chair’s Introduction

It is a privilege to introduce this year’s Trustees’ Annual Report as the new Chair of SkyWay Charity. Having taken on the role in July 2024, following the long and dedicated tenure of my predecessor, | am both honoured and energised to continue building on the strong foundations that have been laid. On behalf of the Board, | would like to extend our heartfelt thanks to our former Chair, Grant Lee, for his many years of committed service and leadership, which has been instrumental in shaping SkyWay into the trusted and resilient organisation it is today.

This year has once again highlighted the vital role SkyWay plays in the lives of young people and families across our communities. Despite the challenges posed by funding pressures, the cost of living crisis in our community and ongoing issues with premises, SkyWay has continued to deliver safe, inspiring and life-changing opportunities. | have been deeply impressed by the creativity and determination of our staff team, the commitment of our volunteers, and above all, the leadership shown by young people themselves.

The coming year presents both challenges and opportunities, not least as we seek to redevelop the Blue Hut into a thriving hub for youth and community activity. With the ongoing support of our partners, funders and community, | am confident that we will meet these challenges with resilience and innovation.

| am proud to chair an organisation that remains rooted in the communities it serves, with governance that reflects the diversity and lived experiences of those communities. Together with my fellow Trustees, | look forward to guiding SkyWay through the next stage of its journey and ensuring that we continue to offer young people the opportunities, support and inspiration they deserve.

MJ Azzopardi-Throssell Chair of Trustees

CEO’s Foreword

As Chief Executive, | am delighted to reflect on another year of progress and resilience for SkyWay. 2024/25 has been a year defined by both challenge and opportunity. Despite financial uncertainty and the disruption caused by the ongoing issues at the Blue Hut, our staff and volunteers have continued to deliver outstanding programmes that place young people and families at the heart of everything we do.

What makes SkyWay special is our ability to adapt. When the Blue Hut was temporarily closed, we quickly relocated sessions to schools, community centres and outdoor spaces, ensuring that young people did not lose access to the safe and supportive environments they rely on. When funding pressures required us to make tough staffing decisions, our teams pulled together, supported by volunteers and young leaders, to maintain a high-quality offer.

| am especially proud of the young people who stepped forward as leaders this year. From redesigning holiday food provision to leading their own sports sessions, they have shown resilience, creativity and a deep commitment to their communities. Their achievements remind us of the importance of providing young people not only with opportunities, but with genuine ownership and responsibility.

Looking forward, we are excited by the possibilities of redeveloping the Blue Hut, including creating a permanent base for our team and expanding opportunities for young people. Our plans include strengthening employability and leadership pathways, broadening counselling and wellbeing support, and enhancing our year-round food provision. We are also working towards national quality standards and exploring new income streams through the renovated Blue Hut. These ambitions are only possible thanks to the support of our Trustees, partners, funders, staff and volunteers and most of all, the young people and families who continue to inspire us with their energy and determination

Thank you for standing with SkyWay as we continue this journey. Together, we will ensure that young people across our communities have the opportunities, support and encouragement they need to thrive.

Natalie Roast Chief Executive

Executive Summary — Highlights of 2024/25 This year has been one of both resilience and renewal for SkyWay. Despite ongoing challenges with premises, funding volatility and the wider cost-of-living crisis, we have continued to deliver vital support to young people, families and communities across Hackney, Southwark, Islington and Lewisham. Over 1,400 young people took part in our programmes, with 85% from Black and Global Majority backgrounds, reflecting the diverse communities we serve. Our programmes once again demonstrated the power of youth and community-led approaches. Through our school transitions and mentoring projects, more than 35 young people were supported to make the difficult move from primary to secondary school, reducing exclusion risks and building confidence. Our Youth Leadership programme trained 10 young people as Youth Champions, who not only gained recognised qualifications but also delivered their own sessions and community events. Food insecurity remained a pressing issue. Thanks to our youth-led social action groups, we reshaped holiday food provision to make it healthier and more culturally relevant, providing over 1,900 meals. Families also benefited from regular food packages, vouchers and wellbeing programmes, with more than 230 families supported throughout the year. We piloted a new employability programme, SkyWay Horizons, at Fellows Court, offering workshops on CV writing, interviews and digital skills. Eight young people successfully engaged, building confidence and preparing for future career opportunities. Partnerships remained central to our success — highlights included winning the Hackney Youth Programme contract for three years, and securing a National Lottery Reaching Communities joint project with Hackney Quest. Alongside these achievements, individual journeys tell the true story of our impact. Case studies show how we prevented school exclusions, reduced safeguarding risks, and strengthened family-school relationships through early and consistent support. This has not been a year without challenges. Ongoing leaks at the Blue Hut forced us to temporarily close and relocate sessions, disrupting delivery until early 2025. Our Kingsland Road office lease came to an end in March 2025, requiring careful planning for future premises. While income improved mid-way through the year, the funding landscape remained highly competitive, leading to difficult staffing decisions. Despite these pressures, the resilience of our staff, volunteers and young people has ensured SkyWay remains strong. By drawing on the leadership of young people themselves, strengthening partnerships and adapting to challenges, we are well positioned to continue making a difference. Looking ahead to 2025/26, our priorities include: e Redeveloping the Blue Hut into a sustainable youth and community hub. e Expanding employability programmes that combine peer mentoring, mentoring volunteering and accredited training.

e Extending meal provision year-round, building on the success of youth-led food initiatives.

e Increasing female participation and SEND inclusion across our programmes. e Strengthening governance capacity, with a new Chair and continued commitment to diversity on our Board.

Aims and purposes

SkyWay Charity exists to address the individual needs of disadvantaged young people aged 8-25 years and their local communities in London boroughs; enabling them to achieve personal goals, realise their potential, and contribute positively to their communities.

This aim is achieved through youth and communhity-led programmes with the following objectives:

e Enabling young people to develop social and communication skills, resilience, and confidence. e Supporting positive health and lifestyle choices through sport and recreational activities.

e Creating volunteering and employability opportunities, alongside skills for citizenship. e Championing the needs of young people, ensuring their voices influence decisionmakers.

e Supporting families and carers to strengthen networks around young people. e Sharing best practice and innovation in youth work.

Ensuring our work delivers our aims

SkyWay reviews its aims, objectives and activities each year. This review looks at what has been achieved during the previous 12 months and considers the success of our key initiatives. It also ensures that our aims, objectives and activities remain focused on our stated purposes.

Trustees refer to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing aims and objectives, and in planning future activities. In particular, Trustees consider how planned activities will contribute to the aims and objectives they have set.

How do our activities deliver public benefit?

All of SkyWay’s charitable activities focus on the engagement of disadvantaged young people, their families and their local communities, and are undertaken to further our charitable purposes for the public benefit.

85%

7%

programmes were heavily subscribed, offering sports, arts, residential trips, and cultural outings that many young people would not otherwise have access to. Targeted programmes supported young people through key transitions, such as the move to secondary school, and mentoring helped those facing greater challenges to build resilience and wellbeing. Leadership and social action also thrived, with young people co-designing projects and training as Youth Champions to lead activities themselves. Inclusivity remained central, with dedicated support for SEND groups, young refugees, and those needing culturally tailored provision. Across all strands, SkyWay’s youth work offered trusted relationships, safe spaces, and meaningful opportunities — enabling young people to grow, connect, and thrive.

Annual Stats YOUTH 24- 25 1 1427 11 2880 YOUNG PEOPLE ENGAGED SESSION HOURS 2AA 460 3480 HOURS OF SEND SUPPOAT MEiifoRING HOURS MEALS PROVIDED Ethnicity Gender 81acK African Of Catibbean White Other Outcomes Ages *% 0.5 68% IMPROVED mEl￿ALwELL8E1N &8 58% 15 ' 84% £FFECTNELVT114NSmED INts.", DEVELOPED A SENSE OF 8ELONGING 28% 76-B |

Annual Stats COMMUNITY24-25 845 236 COMMUNITY MEMBERS ENGAGED FAMLIES ENGAGED 1920 £7000 840 WORTH OF VOUCHERS HOURS OF VOLUNTEER ENGAGEMEMr MEALS GIVEN OLrr Targeted Food and Essential Support: Community Engagement through Events: Our tran￿tIOn from standard care packages to meal boxes with cooked food and vouchers proved highly effective. Families particularly valued the flexibility of receiving hot mL£ and w)uchers f rom familiar prcmders like Nandos KFC, and AJdi.which PreSer￿d dignity and choice. This evolution in del¢¥Ery was b)th practical and reSF))nsl￿ io real need& Community 88Qs. swrts day5. and hangouts at The 81ue Hut became imwrtant touchFoints for Feople who were otherwise disengaged. These informal, low-barrier events helped us connect with a broader demographic and reinforced the imsx)rtance of Social conr)ection in buildin9 community resilience. Healthand Well-being Initiatives: Our Wellness Sessions supported phyycal and mental well-being through walking group gym ses&ons and fcK>tball. Fathers attended weekly gym sesgons combining workou meals and discussions, while a Somali fathers. group took part in six walking sessions with games. ft)otball. and shared meals to imprcwe health and community connKtio I con't thank￿￿ enough for everyrhing this community hos g￿n Me. Coming to the futhers. gym gr(xJp evpryHeek hos eeen real blesyng, it gikf5 me a spoce to fefre5h, look after my heulth, and shore time with ocher dad& The 5UPWrt has helped me mentally, ph￿iculty. and e¥en finonciolly, ond that really g025 0 long wjy.

Family & community support

Our family and community programme continued to grow, offering vital support to households facing the cost-of-living crisis. Over 86 families received frequent food packages / meals and / or vouchers, alongside tailored wellbeing support. More than 900 meals were provided through our Fit & Fed programme and over 3500 meals were provided throughout the year ensuring children and young people had access to nutritious food during holiday & term time periods.

Our community kitchen projects created welcoming spaces for asylum seekers and local families to cook together, share cultural dishes, and access wider advice and guidance. This strengthened bonds within our communities and gave parents and carers additional support networks.

Physical and mental health remained a priority. Weekly gym sessions and walking groups provided outlets for men in the community, supporting healthier lifestyles and reducing isolation. Befriending schemes for over-50s helped reduce loneliness and created opportunities for intergenerational connection.

Organisational capacity, partnerships and volunteering

Partnerships were central to our delivery. We worked closely with Hackney Quest, Rio Ferdinand Foundation, Berkeley Homes, CIBC, Southwark Council and a range of grassroots groups. These collaborations enabled us to broaden our reach, deliver joint events and campaigns, and secure new resources for young people.

Volunteers played a significant role. Over 30 individuals supported SkyWay this year, from corporate partners helping at community events to young leaders volunteering in peer mentoring roles. Their contribution was invaluable, both in expanding our capacity and in modelling active citizenship for young people.

The Youth Champions programme markeda significant step forward for youth leadership. Ten young people gained Level 1 Basketball Coaching and Level 2 AQA qualifications, and many went on to deliver their own sports and community sessions. This not only improved their employability and confidence but also embedded youth voice and leadership within our core programmes.

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Plans for the future
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Looking ahead to 2025/26, SkyWay will consolidate and expand our impact across five key areas:

e Premises and Infrastructure With our Kingsland Road lease ending in March 2025, we are prioritising the renovation and relaunch of the Blue Hut. Early in the year, we will also be seeking to secure a new 10-year lease with Peabody to safeguard our long-term base at the site. The redevelopment will provide a sustainable, accessible hub for both community activities and office space, strengthening SkyWay’s long-term stability. During the transition, Workspace has generously offered us a space at Brickfields in kind, and staff will relocate there temporarily to ensure continuity of operations. We are very grateful to Workspace for their generosity.

e Programme Development We will strengthen our mentoring programmes across schools and youth settings, expand employability pathways for older young people, and ensure young people play a more active role in shaping SkyWay’s direction through leadership and governance opportunities.

e Food and Wellbeing Provision Our wellbeing offer will be expanded, with a continued focus on female participation and SEND inclusion. Young people will co-design food and health projects to ensure access to nutritious, culturally relevant meals and promote healthier lifestyles.

e Quality and Standards We will achieve the London Youth Quality Mark Bronze Award by mid-year and progress towards Silver by year-end, working towards Gold accreditation by 2026 as part of our commitment to high standards and continuous improvement.

e Income Generation and Sustainability Fundraising will remain focused on trusts and foundations, while we expand corporate and local business support. Post-renovation, the Blue Hut will provide new income opportunities through rental and community use. We will also integrate Al tools to streamline funding applications and strengthen efficiency.

SkyWay remains committed to adapting to emerging challenges while continuing to deliver high-quality, community-led youth work. Our focus in the year ahead is to build on our achievements, reduce inequalities, and ensure young people have the opportunities, support and safe spaces they deserve.

Financial Review

In 2024/25 SkyWay’s total income was £613,159, with expenditure of £639,666 resulting in a deficit of £26,507

Although this represents the third consecutive year in deficit, it is significantly lower than the previous year and demonstrates the progress made in stabilising our finances. Crucially, income increased substantially by the middle of the year following successful funding applications to The Henry Smith Charity, Hackney Council and The National Lottery, bringing our income closer to historic levels.

To achieve this, Trustees and the Senior Management Team had to make some difficult decisions during the year, including reducing costs across programmes and staffing. In addition, the decision was taken not to re-lease our Kingsland Road office when the tenancy ended, choosing instead to prioritise investment directly into services for young people. These measures, alongside stronger fundraising results, ensured that the overall deficit remained at a manageable level and that reserves built up in previous years were used appropriately to sustain delivery.

While running a deficit is never ideal, this outcome reflects how funding for charities continues to be highly competitive and slow to secure. Rising costs, reduced public sector budgets, and increased demand across the sector mean that many funders are overstretched. This has created a challenging environment where applications take longer to progress and success rates remain low, even for established organisations. Careful monitoring throughout the year allowed Trustees to maintain oversight and take informed decisions in line with our reserves policy.

Looking ahead, SkyWay remains focused on returning to break-even in 2025/26 through:

e Enhanced fundraising and grant applications

e Community fundraising

e New income generation from Blue Hut activities once refurbishment is complete

Trustees are confident that these steps will strengthen our financial sustainability and ensure we can continue to deliver vital services for young people and their communities

Reserves Policy

The Trustees review the reserves policy annually to ensure that SkyWay holds an appropriate level of unrestricted funds to safeguard against unforeseen events, cover shortterm deficits, and support the continuity of services.

At 31 March 2025, SkyWay held total reserves of £217,880 of which £217,880 were

unrestricted. This represents just over 4 months of operating costs, which is in line with the Trustees’ target range of between three and ten months.

During the year, the charity recorded a deficit of £26,506 reducing unrestricted reserves slightly. However, Trustees remain confident that reserves remain at a prudent level, given the one-off nature of certain premises costs and the timing of major funding decisions.

Trustees are satisfied that reserves are being applied as intended: to protect the organisation during periods of deficit, such as the past year, and to ensure essential services for young people and families are not disrupted.

Looking forward, the focus is on returning to break-even in 2025/26 and rebuilding reserves to strengthen long-term sustainability.

Governance

Governing Document

SkyWay Charity is a charitable company limited by guarantee, incorporated in 2001 and registered as a charity in 2002. It operates under its Memorandum and Articles of Association. In the event of winding up, members are required to contribute £10.

Trustee Board

The Directors of the company are also the charity's Trustees. Trustees are recruited through open advertisements, recommendations, or direct approaches from those wishing to volunteer. They are interviewed and, if suitable, appointed to the Board. In 2024/25, the Board experienced a period of change: after a considerable tenure, our Chair of Trustees, Grant Lee stepped down. We are deeply grateful for his leadership and dedication over many years. In July 2024, MJ Azzopardi-Throssell was appointed as the new Chair, bringing renewed energy and vision to the role.

SkyWay continues to ensure its Board reflects the communities we serve, with 50% of Trustees from Black and Global Majority backgrounds and one Trustee under the age of 25.

Induction and Training

New Trustees complete an induction process and are offered a mentor from the Board. They also participate in training such as NCVO Trustee Induction, Safeguarding training, and specialist sessions depending on their skills and needs. Annual away days provide opportunities for all Trustees to reflect, plan and engage with staff and young people.

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Risk Management
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Risk management is addressed through Trustee meetings, with both the CEQ’s report and the Finance report identifying and monitoring risk areas. Trustees review the risk register annually, considering the most significant risks facing the charity and the measures in place to mitigate them. SkyWay also works on an annual plan which identifies key areas for development and ensures the organisation remains focused. Staff training and development continue to be a high priority to ensure SkyWay can meet all the requirements of effective youth and community work. The CEO is supported by two Directors, forming the Senior Management Team.

Key Risks Identified in 2025/26

  1. Financial Management (Priority 1) The most significant risk remains financial viability. Although SkyWay recorded a deficit for the third year in a row, income levels returned to more typical levels in 2024/25 following successful fundraising Trustees remain confident that reserves and confirmed funding streams provide a sufficient cushion to protect against financial instability. Careful oversight by the CEO and Trustees, alongside diversification of income (including community use of the Blue Hut), provides further mitigation.

  2. Safeguarding and Health & Safety (Priority 2) There is always a risk of missed or mishandled safeguarding or health and safety incidents. This is mitigated through robust policies, ongoing training for staff, volunteers and Trustees, safer recruitment practices, regular risk assessments, and external support from safeguarding consultants.

  3. Premises and Facilities (Priority 3) The redevelopment and readiness of the Blue Hut presents a risk of delays and funding challenges. Any delays could impact continuity of office space (when temporary premises at Brickfields end in September 2025) and cause frustration for staff, funders and young people. SkyWay is mitigating this by phasing works carefully, maintaining hybrid working, and ensuring clear communication with the community. Entering into a new 10-year lease with Peabody brings additional responsibility for internal maintenance and health and safety compliance, but also reduces overall outgoings as the lease is rent-free

Structure, Governance and Management

Day-to-day operations are delegated to the Chief Executive and Senior Management Team, who report to Trustees at regular Board meetings. Strategic priorities are agreed annually, with input from staff, Trustees and young people.

SkyWay remains an active member of local and national networks including London Youth, UK Youth, NCVO and Hackney CVS, and contributes to forums on community resilience, safeguarding, exclusions, sport and food networks.

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Offer of Thanks

SkyWay offers sincere thanks to all those who supported us throughout 2024/25. This includes our funders, donors, partners and corporate supporters, as well as the many volunteers who gave their time, skills and enthusiasm.

We are especially grateful to our young people and families, who continue to shape our services with their creativity, resilience and insight. Their leadership and participation drive the charity forward and keep our work rooted in the realities of our communities.

Finally, we thank our staff team, whose commitment and adaptability ensured that SkyWay continued to thrive through another year of challenge and opportunity.

SKYWAY�CHARITY

STATEMENT�OF�FINANCIAL�ACTIVITIES�INCLUDING�INCOME�AND�EXPENDITURE�ACCOUNT FOR�THE�YEAR�ENDED�31�MARCH�2025

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2025 2024
Unrestricted Restricted Total Total
funds funds funds funds
Notes £ £ £ £
Income�from:
Donations 2 109,984 ��- 109,984 80,097
Charitable�activities 4 ��- 440,614 440,614 337,409
Interest�receivable 3,724 ��- 3,724 4,245
Other�income 3 58,838 ��- 58,838 63,533
Total�income 172,546 440,614 613,159 485,283
Expenditure�on:
Raising�funds 5 4,052 ��- 4,052 2,104
Charitable�activities 6 5,700 629,914 635,614 632,205
Total�expenditure 9,752 629,914 639,666 634,309
Net�income/(expenditure) 162,794 (189,301) (26,507) (149,026)
Transfers�between�funds (189,301) 189,301 ��- ��-
Net�movement�in�funds (26,508) ��- (26,507) (149,026)
Total�funds�brought�forward 244,386 ��- 244,386 393,412
Total�funds�carried�forward 217,879 ��- 217,879 244,386
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CONTINUING�OPERATIONS

All�incoming�resources�and�resources�expended�arise�from�continuing�activities.

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

The�statement�of�financial�activites�also�complies�with�the�requirements�for�an�income�and�expenditure�account�under�the�Companies�Act� 2006.�

The�notes�form�part�of�these�financial�statements

17

SKYWAY�CHARITY

STATEMENT�OF�FINANCIAL�ACTIVITIES�INCLUDING�INCOME�AND�EXPENDITURE�ACCOUNT FOR�THE�YEAR�ENDED�31�MARCH�2025

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Prior�year�figures 2024
Unrestricted Restricted Total
funds funds funds
Notes £ £ £
Income�from:
Donations 2 80,097 ��- 80,097
Charitable�activities 4 ��- 337,409 337,409
Interest�receivable 4,245 ��- 4,245
Other�income 3 60,883 2,650 63,533
Total�income 145,224 340,059 485,283
Expenditure�on:
Raising�funds 5 2,104 ��- 2,104
Charitable�activities 6 6,000 626,205 632,205
Total�expenditure 8,104 626,205 634,309
Net�income/(expenditure) 137,120 (286,146) (149,026)
Transfers�between�funds (286,146) 286,146 ��-
Net�movement�in�funds (149,026) ��- (149,026)
Total�funds�brought�forward 393,412 ��- 393,412
Total�funds�carried�forward 244,386 ��- 244,386
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CONTINUING�OPERATIONS

All�incoming�resources�and�resources�expended�arise�from�continuing�activities.

The�statement�of�financial�activites�also�complies�with�the�requirements�for�an�income�and�expenditure�account�under�the� Companies�Act�2006.

The�notes�form�part�of�these�financial�statements

18

Notes
12
Debtors
13
Fixed assets
Tangible assets
Current assets
Cash at bank and in hand		 2025
2024
Unrestricted
Restricted
Total
Unrestricted
Restricted
Total
funds
funds
funds
funds
funds
funds
£
£
£
£
£
£
2,058
2,058
4,876
4,876
83,847
20,820
104,667
38,127
38,127
137,675
77,008
214,683
207,382
71,431
278,813
-
-
Liabilities
14
Creditors: Amounts falling due within one year		 221,522
97,828
319,350
245,510
71,431
316,940
(5,700)
(97,828)
(103,528)
(6,000)
(71,431)
(77,431)
Net current assets 215,822
215,822
239,510
239,510
-
-
Total assets less current liabilities 217,879
217,879
244,386
244,386
-
-
The funds ofthe Charity
Unrestricted funds:
General fund		 217,879
217,879
244,386
244,386
-
-
17
Restricted funds:		 -
-
-
-
-
-
TotalCharityfunds 217,879
217,879
244,386
244,386
-
-

19

Notes
18		 2025
2024
Total
Total
funds
funds
£
£
(67,855)
(107,601)
3,724
4,245
(1,802)
-
3,724
2,443
period (64,130)
(105,159)
reporting period 278,813
383,972
period 214,683
278,813

20

21

1.

Impairment

Taxation

22

1.

Debtors

due.

received.

Leases

statements.

23

SKYWAY�CHARITY

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

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2. DONATION�INCOME
2025 2024
£ £
Donations 109,984 80,097
109,984 80,097
Donations�in�2024�and�2024�were�unrestricted.
Unrestricted Restricted Total
3. OTHER�INCOME funds funds
2025 2025 2025
£ £
Services�provided 20,203 ��- 20,203
Facility�hire 38,635 ��- 38,635
Miscellaneous�Income ��- ��- ��-
58,838 ��- 58,838
Unrestricted Restricted Total
funds funds
2024 2024 2024
£ £
Services�provided 10,708 2,650 13,358
Facility�hire 50,175 ��- 50,175
Miscellaneous�Income ��- ��-
60,883 2,650 63,533
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24

4.

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||| |---|---| |2025|2024| |£|£| |440,614|337,409| |440,614|337,409| |OO| |2025|2024| |£|£| |70,000|-| |45,001|74,985| |40,000|40,000| |32,980|-| |30,000|30,000| |30,000|-| |26,562|23,720| |25,000|-| |24,300|24,300| |25,632|8,800| |19,800|19800| |18,957|1,255| |10,000|8000| |10,000|5,000| |6,666|10,000| |5,016|-| |5,000|10,061| |4,500|4,500| |3,000|3500| |2,000|3,000| |2,000|-| |1,000|1,000| |1,000|-| |1,000|-| |800|3,200| |400|600| |-|10,000| |-|14,667| |-|4,462| |-|15,000| |-|5,000| |-|5,000| |-|4,680| |-|2,500| |-|1,470| |-|1,000| |-|1,000| |-|910| |440,614|337,409|

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(Y)

(S) (H)

(E)

25

5.
EXPENDITURE ON RAISING FUNDS
Support cost re marketing & advertising		 2025
2024
£
£
4,052
2,104
4,052
2,104
6.
Governance
Expenditure on raising funds in 2025 and 2024 were unrestricted.
EXPENDITURE ON CHARITABLE ACTIVITIES
Youth Work projects
Direct costs - personnel costs.
Direct costs - project related
Support costs		 Unrestricted
Restricted
funds
funds
2025
2025
£
£
428,214
82,411
119,290
5,700
-
-
-		 Unrestricted
Restricted
funds
funds
2025
2024
2024
2024
£
£
£
£
428,214
446,529
446,529
82,411
84,127
84,127
119,290
95,549
95,549
5,700
6,000
6,000
Total
Total
-
-
-
5,700
629,914		 635,614
6,000
626,205
632,205
7.
Depreciation
SUPPORT COSTS
Support cost is comprised of:
Advertising & marketing
Premisies
General Office		 Unrestricted
Restricted
funds
funds
2025
2025
£
£
4,052
68,259
44,159
2,819
-
-
-		 Unrestricted
Restricted
funds
funds
2025
2024
2024
2024
£
£
£
£
4,052
2,104
2,104
68,259
59,166
59,166
44,159
29,445
29,445
2,819
4,833
4,833
Total
Total
-
-
-
4,052
115,238		 119,290
2,104
93,445
95,549
8.
EXPENDITURE ON GOVERNANCE
Auditors' remuneration		 2025
2024
£
£
5,700
6,000
5,700
6,000
9.
Expenditure on governance in 2025 and 2024 were unrestricted.
NET INCOMING/(OUTGOING) RESOURCES
Net resources are stated after charging:
Auditors' remuneration
Depreciation - owned assets
Operating leases - rent		 2025
2024
£
£
5,700
6,000
2,819
4,833
34,800
-
10.
11.
TRUSTEES’ REMUNERATION AND BENEFITS
No trustees received remuneration or other benefits in either ofthe
STAFF COSTS
Wages and salaries
Pension costs
Social security costs		 2025
2024
£
£
377,244
395,341
7,580
8,288
30,572
33,881
years to 31 March 2025 or 31 March 2024.
415,395
437,509
The average monthly number of employees during the yearwas as
Numberofstaff		 2025
2024
12
14
follows:

26

12.

Office and
COST
Additions
Disposal
At 1 April 2024		 computer
equipment
£
69,087		 fittings
Total
£
£
55,038
124,125
Fixtures and
At 31 March 2025 69,087 55,038
124,125
DEPRECIATION
Disposal
At 1 April 2024
Charge for year		 65,513
1,977		 53,735
119,248
842
2,819
At 31 March 2025 67,490 54,578
122,067
NET BOOK VALUE
At 31 March 2025		 1,597 461
2,058
At 31 March 2024 3,574 1,303
4,876
DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
Trade debtors
Prepayments and accrued income
Other debtors		 2025
2024
£
£
79,701
17,502
22,625
17,617
2,341
3,009
104,667
38,127
Accruals
CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
Trade creditors
Social security and other taxes
Deferred income
Other Creditors		 2025
2024
£
£
5,782
5,635
8,609
9,450
8,068
8,068
80,819
54,278
250
-
103,528
77,431
FINANCIAL COMMITMENTS
At 31 March 2025, the companywas committed to making the total following payments under non-cancellable operating leases:
Land and buildings
£
£
Operating leases which expire: 2025
2024
Withinoneyear 34,800
-
13.
14.		 Accruals
DEBTORS:
Trade debtors
Prepayments
Other debtors
CREDITORS:
Trade creditors
Social security
Deferred
Other Creditors
15. FINANCIAL

27

17.

==> picture [296 x 150] intentionally omitted <==

----- Start of picture text -----
|||||||| |---|---|---|---|---|---|---| |Incoming|Resources|Transfer| |1.4.24|resources|expended|between|funds|At|31.3.25| |£|£|£|£|£| |244,386|172,546|(9,752)|(189,301)|217,879| |-|332,417|(475,233)|142,816|-| |-|34,116|(48,773)|14,657|-| |-|49,363|(70,571)|21,208|-| |-|24,718|(35,338)|10,620|-| |440,614|(629,914)|189,301| |244,386|613,159|(639,666)|-|217,879|

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

28

17.

==> picture [283 x 147] intentionally omitted <==

----- Start of picture text -----
|||||||| |---|---|---|---|---|---|---| |Incoming|Resources|Transfer| |1.4.23|resources|expended|between|funds|At|31.3.24| |£|£|£|£|£| |393,412|145,224|(8,104)|(286,146)|244,386| |-|238,692|(439,541)|200,849|-| |-|54,686|(100,701)|46,016|-| |-|31,475|(57,959)|26,485|-| |-|15,207|(28,004)|12,796|-| |340059.36|(626,205)|286,146| |393,412|485,283|(634,309)|244,386|

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

29

18.

==> picture [90 x 121] intentionally omitted <==

----- Start of picture text -----
||| |---|---| |2025|2024| |£|£| |(26,507)|(149,026)| |2,819|4,833| |(3,724)|(4,245)| |(66,539)|(12,018)| |26,097|52,854| |(67,855)|(107,601)|

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

30

SKYWAY�CHARITY

DETAILED�STATEMENT�OF�FINANCIAL�ACTIVITIES FOR�THE�YEAR�ENDED�31�MARCH�2025

==> picture [414 x 467] intentionally omitted <==

----- Start of picture text -----
2025 2024
Total Total
funds funds
Income�from: £ £
Donations 109,984 80,097
Interest�receivable 3,724 4,245
Charitable�activities 440,614 337,409
Other 58,838 63,533
Total�income 613,159 485,283
Expenditure�on:
Raising�funds
Marketing�&�advertising 4,052 2,104
4,052 2,104
Charitable�activities
Wages 384,823 403,628
Social�security 30,572 33,881
Staff�costs�-�other 12,819 9,021
Volunteer�expenses 124 15
Beneficiary�costs 62,287 54,361
Project�management�costs 20,000 29,750
Marketing�&�advertising 4,052 2,104
Premises 68,259 59,166
General�office 44,159 29,445
627,095 621,372
Goverance
Auditors'�remuneration 5,700 6,000
5,700 6,000
Depreciation�and�gain�on�disposal
Fixtures�and�fittings 842 2,317
Office�and�computer�equipment 1,977 2,516
2,819 4,833
Total�expenditure 639,666 634,309
Net�(expenditure)/income (26,507) (149,026)
----- End of picture text -----

31

SKYWAY CHARITY

INDEPENDENT AUDITOR’S REPORT

TO THE MEMBERS OF SKYWAY CHARITY

Opinion

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

In our opinion the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor 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 other information comprises the information included in the trustees annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the trustees’ report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report.

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

SKYWAY CHARITY

INDEPENDENT AUDITOR’S REPORT (CONTINUED) TO THE MEMBERS OF SKYWAY CHARITY

Responsibilities of trustees

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

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

Auditor responsibilities for the audit of the financial statements

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

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

In determining the susceptibility of the charitable company's financial statements to material misstatement, including how fraud might occur, we carried out a risk assessment for the year, considering the following sources:

This assessment considered the risks, any mitigating internal controls, the likelihood of material misstatement and identified the specific tests to be carried out in our audit work.

Our audit plan and approach then documented the procedures to be undertaken in response to these assessed risks.

The laws and regulations we identified as being of significance in the context of the charitable company are as follows:

Our audit response to the risks identified included, but was not limited to, the following:

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

SKYWAY CHARITY

INDEPENDENT AUDITOR’S REPORT (CONTINUED) TO THE MEMBERS OF SKYWAY CHARITY

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

…………………………………………………………. Jacobus van der Merwe BCompt ACA (Senior Statutory Auditor) for and on behalf of Profile Accountants Ltd foe

Chartered Accountants Statutory Auditor

124 City Road LONDON EC1V 2NX

Date……………………………… (4 1a] doas