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2025-08-31-accounts

Nurturing wellbeing. Shaping young futures. Unlocking potential.

Annual Report and Accounts 2024-25

Khulisa Annual Report and Accounts 2024-25

Table of Contents

le of Contents
Page
Reference and Adminstrative Information 3
Report of the Board of Trustees 5 - 26
Independent Auditors’ Report 28 - 32
Statement of Financial Activities 34
Balance Sheet 36
Cash Flow Statement 38
Notes Forming Part of the Financial Statements 40 - 51

Reference and Admlnlstratlve Information Registered Charity No. 1120562 | Company No. 6210432

Khulisa Annual Report and Accounts 2024-25

Reference and Administrative Information

Charity name: Khulisa Charity number: 1120562 (England and Wales) Company number: 6210432 Registered office: Voluntary Action Islington, 200a Pentonville Road, London, N1 9JP Country of operation: England (London and Manchester)

Board of Trustees

Laurie Martin Chair - appointed 6th November 2024 Nick Darbyshire Trustee - appointed 16th November 2024 Nahida Deleon Trustee - appointed 5th November 2025 Rebecca Kate Earnshaw Trustee - appointed 5th November 2025 Aurora Fairtlough Reid Trustee - appointed 5th November 2025 Anu Manthri Trustee - appointed 5th November 2025 Daniel James Newton Trustee and Company Secretary - appointed 5th November 2025 Amy Yuan Trustee - appointed 15th April 2024

Leadership Team

Dr Matt Plen Chief Executive Officer Thomas Georgiou Director of Delivery and Operations

Professional Advisors

Auditors

Kingston Burrowes Audit Ltd, 308 Ewell Road, Surbiton, Surrey, KT6 7AL

Bankers

Lloyds TSB PLC, 19-21 The Quadrant, Richmond, TW9 1BP

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Registered Charity No. 1120562 | Company No. 6210432

Report of the Board of Trustees For the year ended 31 August 2025

Registered Charity No. 1120562 | Company No. 6210432

Khulisa Annual Report and Accounts 2024-25

Foreword from the Chair of Trustees

The challenges facing young people have deepened.

The past year has been hard for young people. Schools continue to report rising levels of absence, increasing behavioural pressures and growing concerns about the mental health and wellbeing of pupils.

The NHS believes that around one in five children aged 8–16 in England now have a probable mental health disorder. People from the least well-off 20% of households are four times more likely to experience serious mental health difficulties by the age of 11.

This is why Khulisa exists.

Our purpose is simple: to help young people to build the social and emotional skills they need to thrive in school and in their communities.

This year we have focused on re-organising ourselves for impact and resilience.

Charities currently face significant pressures. Rising costs, increasing demand for services and a challenging funding environment have created real adversity across the sector.

Against this backdrop, we have focused on how we organise ourselves to have the biggest impact and ensure financial sustainability.

This has included:

I would like to thank everyone involved with Khulisa — our staff, facilitators, partners, funders and supporters — for their commitment and collaboration during this period. I would also like to extend my sincere thanks to Jodie, Michael, Karen and Tom for their leadership of Khulisa and for helping guide the organisation through a challenging time.

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Looking ahead, I am cautiously optimistic about the future.

We are realistic about the challenges facing young people and the wider sector. But renewed attention from central government promises to galvanise more activity, innovation and investment into the sector.

I look forward to working with Dr Matt Plen, our new permanent Chief Executive, and the wider team as we continue to build Khulisa and advance our mission to support young people and the communities around them.

Laurie Martin

Chair of Trustees

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Structure, Governance and Management

Legal status and constitution

Khulisa is a company limited by guarantee (Company No. 06210432) and a registered charity in England and Wales (Charity No. 1120562). It is governed by its Memorandum and Articles of Association. The charity was incorporated in 2007, having originated in South Africa. Khulisa Social Solutions — the South African charity — is a separate entity and licences Khulisa (UK) the use of their intellectual property for the purpose of programme delivery. Khulisa (UK) has a unique delivery model, blending therapeutic principles with creative arts in group settings.

Trustee recruitment, appointment and induction

Khulisa has a diverse Board of Trustees who bring a variety of expertise and lived experience to their voluntary roles. Trustees are appointed for a three-year term with a limit of two consecutive terms served.

Trustees are recruited through an open and transparent process, utilising social media, staff and Board networks, and the charity’s website to advertise new opportunities. Applicants are required to submit a CV; suitable candidates are then interviewed by the Chair, who may make further introductions as necessary — for example, to other Board members, the CEO, or members of the Senior Leadership Team. Successful candidates are elected by a majority vote of the Trustees at any regular meeting.

Induction for new Trustees includes: pairing with a ‘buddy’ from the existing Board; guidance through relevant

legal and strategic information; through relevant legal and strategic information; independent safeguarding training; and introductory meetings with Trustees, the CEO and the Senior Leadership Team.

Trustee renumeration

Our Trustees conduct their roles without any remuneration or benefit from the charity. Any reasonable expenses incurred in performing their duties as Trustees are reimbursed in accordance with the charity’s expenses policy.

Organisational structure

As of 31 August 2025, Khulisa had 15 members of staff (full- and part-time) based in London and the North West of England, and worked with a bank of approximately 14 freelance facilitators. All programme delivery staff and freelancers are trained in Khulisa’s programme methodology; suitable qualifications are assessed during the recruitment phase, which also includes a full enhanced DBS check.

The Trustees delegate day-to-day management of the charity to the Chief Executive Officer and the Senior Leadership Team.

Public Benefit Statement

The Trustees confirm that they have had regard to the Charity Commission’s guidance on public benefit when reviewing Khulisa’s aims and objectives. In particular, the Trustees are satisfied that the charity’s activities deliver genuine public benefit in the following ways:

Providing young people at risk of exclusion and involvement in crime or violence with social and emotional wellbeing programmes and support that help them to self-regulate, relate and reason.

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Our Mission

To support excluded or marginalised young people whose behaviour is deemed challenging or antisocial, and the professionals, peers and carers who support them.

Our Vision

A society where young people have the social and emotional skills and nurturing environments they need to thrive.

Our Values

Objectives and Activities

Khulisa delivers intensive, therapeutically-led programmes and support in secondary schools and the surrounding community, enabling children and the adults around them to make more positive life choices, re-engage with education and divert away from criminal activity. These programmes have a strong emphasis on developing emotional resilience, improving wellbeing and raising aspirations. They are proven to improve students’ educational engagement, as well as reducing the risk of violent activity and future offending.

Our core programme, Face It, is an intensive therapeutic intervention delivered in secondary school settings.

In 2024/25 we delivered Face It 2.0, an enhanced version of the programme developed following input from young people, feedback from school partners and a ‘Driving Impact’ review with Impetus. Face It 2.0 adds 36 hours of support per young person, additional one-to-one sessions to embed impact, and supplementary sessions for teachers, parents and carers to ensure young people are surrounded by trauma-informed adults even after completing the programme. We help whole communities understand and respond compassionately to trauma, minimising young people’s risk of exclusion and ensuring effective reintegration into school and society.

To make meaningful and lasting change, we also deliver trauma-informed training to professionals working with young people — including school staff and social care practitioners — as well as sessions for parents and carers, equipping the adults around young people with the knowledge and confidence to respond to their social and emotional needs.

Achievements and Performance

During 2024/25 Khulisa supported 219 people across London and the North West, including 185 young people, 26 school staff, and 6 parents/carers. We delivered 17 young people’s programmes (14 in London; 3 in the North West). Participants made statistically significant improvements in wellbeing, resilience and emotional regulation, exceeding national benchmark averages by the end of their programmes. Full details are set out in the Impact Report on the following pages.

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Our year in numbers 2024/25

of the 172 young people 63% completed our new Face It 2.0 programme

We delivered 17 young people’s programmes

----- Start of picture text -----
North West
3
London
14
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We have supported 219 people

185 young people *

26 school staff 6 parents/carers

----- Start of picture text -----
42%
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of young people attended every Face It session

----- Start of picture text -----
We worked with young people
across key stages 3 and 4
Year 8 47
Year 9 92
Year 10 26
Year 11 7
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of young people chose not to participate in the programme once enrolled.

10%

They either changed their mind, or weren’t in school at the time of delivery (involved in another intervention, sick, excluded etc.). They haven’t been included in reach

statistics.

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----- Start of picture text -----
Face It Participants Partner Schools
National Average
70%
66%
63%
60%
50%
45%
42%
40%
30%
26% 26%
20%
10%
0%
Free School Meals Pupil Premium
----- End of picture text -----

The schools we worked with over the last year had, on average, 62% higher than national average free school meal eligibility (42% vs 26%).

Nearly two thirds of the young people we support were eligible for Free School Meals (63%) and two thirds were eligible for Pupil Premium (66%).

80%

survey completion rate amongst young people who attended all Face It sessions

Nearly three-quarters of young people we supported were from Global Majority backgrounds

29% of programme participants reported to have a history of exclusion or be at risk for exclusion at the time of referral

18% of the young people we support have EAL status

Gender was split almost evenly between male (51%) and female (49%)

16% of the young people we support have diagnosed SEND

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The bigger picture

National evidence paints a clear picture of the relationship between school attendance and young people’s wellbeing, mental health and life circumstances.

Persistent absence remains a significant issue, with 20% of pupils recorded as persistently absent in the academic year 2023/24 . This challenge is not evenly distributed.1 Disadvantaged pupils experience far higher rates of absence, with rates of persistent absence for free school meal (FSM) eligible pupils 70% higher than the national average in the academic year 2022/232. Recent DfE research reinforces this pattern, showing a strong association between socioeconomic disadvantage and higher levels of 3 absence .

Alongside structural factors, emotional wellbeing plays a crucial role. DfE analysis of students aged 13 to 16 shows that poorer mental health is a strong predictor of authorised absences, and that lower overall wellbeing is linked to higher absence rates. This research also highlights the role of school experience. Young people who enjoy school less, or feel less connected to it, are more likely to miss school for both authorised and unauthorised reasons4. This reflects our position that attendance difficulties often stem from poor wellbeing, a lack of supportive relationships, and structural disadvantages.

1.https://explore-education-statistics.service.gov.uk/find-statistics/pupil-absence-in-schools-in-england/2023-24

2.https://assets.childrenscommissioner.gov.uk/wpuploads/2023/11/Attendance-Kings-Speech-Debate-Brief.pdf

3.https://assets.publishing.service.gov.uk/media/681b676c9ef97b58cce3e518/The_relationship_between_mental_ill_ health_and_absence_in_students_aged_13_to_16.pdf

4.https://assets.publishing.service.gov.uk/media/681b676c9ef97b58cce3e518/The_relationship_between_mental_ill_ health_and_absence_in_students_aged_13_to_16.pdf

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Further evidence from Loughborough University shows that mental health and attendance are intertwined in a reinforcing cycle. Missing school increases the likelihood of mental ill-health, and poorer mental health in turn increases the likelihood of further absence. This feedback loop highlights the importance of early, relational support that can interrupt the cycle before it 5 escalates .

The consequences of absence are significant. DfE data shows that even small differences in attendance have a measurable impact on academic outcomes. Pupils attending 95-100% of the time in Year 11 are almost twice as likely to achieve a Grade 5 in English and Maths compared to those attending 90-95%, and three times as likely as those attending 85-90%. Beyond academic results, absence is also linked to later vulnerability. Children who interact with the criminal justice system have some of the highest rates of school absences: in 2019/20, 81% of children 6 who committed a criminal offence had a history of persistent absenteeism .

Taken together, this evidence shows that attendance is deeply linked with young people’s wellbeing, their connection to school, and the support available to them, as well as structural factors. By addressing the underlying drivers of absence, Khulisa helps young people reengage with education and strengthens the foundations for their long-term wellbeing and success.

5.https://www.lboro.ac.uk/news-events/news/2025/september/school-absence-linked-to-poormental-health

6.https://assets.childrenscommissioner.gov.uk/wpuploads/2023/11/Attendance-Kings-SpeechDebate-Brief.pdf

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Our impact

A year of empowering young people and exceeding national standards

Alongside the national evidence, our own emerging data provides further reassurance that targeted wellbeing support can improve young people’s engagement with school.

In the 2024/25 academic year, young people entering Khulisa’s Face It programme began with wellbeing, resilience, and emotional regulation scores below national averages—a reflection of the complex challenges they navigate. Over the course of the programme, participants made statistically significant progress across all three measures, ultimately surpassing national benchmarks by the end of their journey.

Last year marked a new milestone in our evaluation approach as we began tracking school-engagement data directly via Management Information Systems in pilot schools. While the dataset is still emerging, early findings are highly promising: we observed a reduction in behaviour points and a 26% 33% reduction in exclusions when comparing the term before delivery to the term after.

These results reinforce our Theory of Change—confirming that when young people feel more regulated and connected, their engagement with education improves. To build on this momentum, we are rolling out this impact measurement framework to all our partner schools this year, allowing us to track attendance and behaviour metrics at scale as our evidence base continues to grow.

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Wellbeing

----- Start of picture text -----
23
21.1
Baseline Post-programme National baseline: 21.6
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Resilience

----- Start of picture text -----
3.61 3.9
Baseline Post-programme National baseline: 3.83
----- End of picture text -----

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Emotional Regulation

----- Start of picture text -----
56% of young people reported improvements in 3.61 3.9
3.17
Emotional Regulation 2.83
Maintained from 23/24
Overall young people started the programme with
Emotional Regulation scores below the national
average and ended the programme with resilience
scores above the national average; from 2.93 to
3.17. This represents a statistically significant
increase in emotional regulation.
National average target line of 3.13
8% increase in average Emotional Regulation scores Baseline Post-programme National baseline: 3.13
----- End of picture text -----

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90%
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9 out of 10 young people report feeling safe, understood and respected whilst on our programme

Our Face It 2.0 programme which we piloted last year demonstrated improved positive impact

The efficacy of our new Face It 2.0 programme is evidenced by the fact that young people joined the Face It programme with even lower baseline wellbeing scores compared to the previous year, and ended the programme not only exceeding national benchmarks, but also exceeding results from the previous year during which we delivered 95% Face It 1.0 programmes. Additionally, the young people who took part in the programme gave higher scores across all four feedback measures.

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Adult Learning

We believe all young people should be cared for by adults who are trauma-informed and supported by systems that are responsive to the young people’s social and emotional needs. In order to create meaningful and lasting change, we partner with the adults in the young people’s lives to ensure that they return to an environment they are better understood and supported in.

Nurturing Connections

Trauma Training

Our Nurturing Connection programme aims to equip participants with the practical knowledge, skills and attitudes essential for nurturing their child’s wellbeing, emotional development and behaviour. We also teach parents and carers how to look after their own wellbeing.

Together with our trained facilitators parents and carers will learn how to build positive relationships, explore attatchment and connection, and learn strategies to repair relationships.

Our trauma training provides school and support staff with a deeper understanding of how trauma impacts them and those in their care, equipping them with practical tools and techniques to manage the often difficult behaviour of those they work with, provide the right level of support and retain their own levels of wellbeing.

Participants will learn how to understand trauma and its impact, how to practice trauma-informed theory, as well as selfregulation and co-regulation skills.

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Case Studies

K is a looked after child and was referred onto the Khulisa Face it programme in September 2025. He was selected due to the amount of detentions he had got in year 7 and his behaviour. In the 3 day programme K whilst struggling with distractions from others in the group really grasped the concept of triggers and showed an ability to relate it to real life situations. He was very attuned to himself and how he feels, but didn’t know what to do if he experienced these feelings. On week 1 of RBS K set himself a goal to apply coping mechanisms he had learnt on the programme to help de-escalate conflict he was having regularly with another child in his home. On week 2 of RBS K was proud to tell his Facilitator that when the other child in his home called him a ‘brat’ this week, instead of answering back he went to his room and played Lego as a distraction. K explained that when he played with his Lego this made him feel relaxed and meant that the conflict between him and the other child de-escalated.

- Kath Wyatt, Criminal Justice & Youth Specialist

On the stage of life [Paula] played many parts, carer, student, performer. In the Face It programme, she began to explore the role of simply being herself.

“All the world’s a stage, And all the men and women merely players; They have their exits and their entrances, And one man in his time plays many parts…”

Paula’s case reminds us that while young people may enter as hesitant players, with validation and support they can discover new roles, ones that allow them to step into authenticity and confidence.

- Sheila White, Face It Facilitator

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Connor’s story

Connor* described a significant shift in how he manages anger as a result of taking part in the programme.

Before the programme, he reacted quickly to triggers, often breaking things. During the Face It programme, he learned to recognise the physical signs of anger before it escalates, and to use breathing techniques to regulate himself.

He reflected on a recent moment where he was losing a FIFA game and felt the familiar surge of frustration. Instead of breaking something, he noticed his body sensations, paused, breathed, and carried on playing.

Ahmed’s story

Ahmed* explained that before taking part in the programme, he felt lonely and struggled to make friends, often walking around alone at lunchtime.

‑ Through group activities, check ins, and shared conversations, he began talking to new people on the programme and building confidence. By the end of he programme, he said he had made several new friends and felt “louder now, and more confident with others.”

Elena’s story

Elena* said the programme helped her to better understand her emotions and stay calm.

She shared an example of someone throwing a pen at her in class, something that would previously have triggered an angry outburst.

This time, she simply placed the pen on the table and refocused on the lesson.

She felt that the programme had given her a better insight into her actions and how they impact her mental health, as well as the coping skills to draw on during difficult situations.

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Over the past year, I have worked with Khulisa in a way that has been genuinely meaningful because I have been able to take part in real co-design. Khulisa trusts young people not only to share opinions, but to shape decisions and influence how the organisation operates. My experience has shown me what it looks like when youth voice is treated seriously and as a core part of an organisation’s culture.

I took part in a Youth Voice day focused specifically on strengthening youth involvement across Khulisa. This wasn’t just a tick-box exercise; it was built around co-design and practical planning. Sitting side by side with Khulisa staff and peers alike really reinforced what Khulisa was about. We worked directly on what Khulisa needs to address and how youth voice will be embedded in a consistent and accountable way.

I also participated in Khulisa’s award-winning Face It programme in London, working with peers from diverse backgrounds and cultures. The experience gave me first-hand insight into the approach Khulisa uses to support young people: creating safe spaces, strengthening emotional literacy and self-regulation, and addressing the root causes of trauma rather than only the symptoms and outcomes.

I was also introduced to the training and delivery behind the programme, which helped me understand not just what Khulisa does, but how and why it works. This has made me better equipped to represent the organisation’s work with authenticity and to recognise what effective, trauma-informed support looks like in practice.

What sets Khulisa apart is that its commitment to youth voice is backed by strong practical support. Travel is covered and young people are paid hourly for their time, which makes participation accessible and fair. Removing barriers, not just acknowledging them ensures opportunities are not just limited to those who live near major cities where the events happen.

Overall, my work as a Young Influencer with Khulisa has had a positive impact on me. Khulisa has shown me what meaningful youth voice looks like: involvement from the start, backed by real investment, real inclusion, and real influence.

- Callum, Young Influencer

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Khulisa Annual Report and Accounts 2024-25

Income and Expenditure

During the year ended 31 August 2025, Khulisa’s total income was £1,604,556 (2024: £1,216,574). Total expenditure was £1,596,728 (2024: £1,021,564), resulting in a surplus for the year of £7,828 (2024: £195,010).

The charity’s income was derived from three principal sources: grants from trusts and foundations; corporate partnerships; and school-commissioned income from traded delivery contracts. During the year the charity continued to shift its income mix towards schoolcommissioned delivery, reflecting the Board’s strategic objective of building a more sustainable and diversified funding base.

The Trustees wish to record their sincere gratitude to the following funders and partners whose support was essential to Khulisa’s work during 2024/25:

The Trustees also thank all school partners, corporate supporters and individual donors who contributed to the charity’s work during the year.

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Reserves Policy

The Trustees have adopted a reserves policy that requires the charity to maintain unrestricted free reserves equivalent to a minimum of three months’ unrestricted expenditure. This equates to approximately £281,776 based on the current cost base. The purpose of this reserve is to provide working capital, to manage cashflow and contract payment cycles, and to give the charity resilience to respond to unexpected shortfalls in income or exceptional expenditure.

At 31 August 2025, the charity’s free reserves — being unrestricted funds not designated or represented by fixed assets were £336,719. This represents 3.5 months’ unrestricted expenditure and is within the target range.

Restricted funds

At 31 August 2025, restricted fund balance were Nil (2024 £75,846). Full details of restricted funds, their purposes and movements during the year are set out in the notes to the financial statements.

Investment policy

The charity holds surplus funds in interest-bearing bank accounts. The Trustees do not currently invest in equity or other asset classes. Any cash balances held in excess of operational requirements are placed on short-term deposit to maximise return whilst preserving capital and maintaining liquidity.

Going Concern

The Trustees have reviewed the charity’s financial position, forward cashflow and income pipeline. After making enquiries and having regard to the charity’s current reserves position, confirmed funding and pipeline, the Trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Accordingly, the Trustees continue to adopt the going concern basis in preparing the financial statements.

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Principal funding sources and financial sustainability

The Trustees are aware of the charity’s dependence on grant funding alongside growing corporate sponsorships and traded income from schools. During 2024/25, steps were taken to begin shifting the funding mix towards school-commissioned income and corporate sponsorships, and to explore statutory income sources, providing greater long-term sustainability.

Principal Risks and Uncertainties

The Board of Trustees takes overall responsibility for identifying and managing the principal risks facing Khulisa. Risk management is embedded in the Board’s governance cycle: the risk register is reviewed by the Senior Leadership Team on a monthly basis and by the Board at each meeting. The register covers both operational and strategic risks, assessed on a likelihood–impact matrix. Where risks are identified as significant, the Board agrees specific mitigations and assigns ownership to a named officer. The Trustees are satisfied that the major risks to which the charity is exposed have been identified and that appropriate systems are in place to manage them.

Financial sustainability and income concentration

The most significant risk facing the charity is securing sufficient income to sustain operations and build reserves. Like many small charities, Khulisa is dependent on a relatively concentrated funding base, with a meaningful proportion of income derived from a small number of grant funders alongside growing traded income from schools. During 2024/25, the charity took deliberate steps to diversify its income mix, shifting towards school-commissioned delivery to give partners greater ownership and improve long-term income predictability. The Trustees monitor cashflow on a rolling basis and maintain a reserves policy designed to provide a minimum of three months’ unrestricted expenditure as a buffer against income shortfalls or unexpected costs.

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Programme quality and safeguarding

Khulisa works with young people who have experienced trauma and adversity, many of whom are at risk of exclusion or involvement in violence. This gives rise to inherent safeguarding risks, which the Board treats as a standing governance priority. Mitigations include an up-to-date safeguarding policy monitored by a Board-level safeguarding lead; enhanced DBS checks for all staff and freelance facilitators; regular safeguarding training; line management and clinical supervision for all delivery staff; and a clear escalation process for any concerns. Risks to programme quality and outcomes are managed through Khulisa’s evaluation framework, regular review by the Programmes & Impact Team, and clinical supervision embedded in the delivery model.

People and organisational capacity

As a small organisation, Khulisa is exposed to risks arising from staff turnover, capacity constraints and the demands placed on a lean team. Following a period of organisational change, the Board is attentive to staff wellbeing and morale. Mitigations in place include regular one-to-ones and team check-ins, a hybrid working model, wellbeing initiatives, and a clear performance management framework. The charity also maintains a bank of trained freelance facilitators to provide delivery flexibility and resilience.

Data protection and intellectual property

Khulisa holds sensitive data about the young people it supports and operates an associate facilitator model that creates potential risks around the use of its programme intellectual property. A GDPR compliance framework is in place, with data protection treated as a standing governance matter. Licensing arrangements with associate facilitators are reviewed regularly, and legal support is in place to protect the charity’s IP.

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Plans for Future Periods

As we look to the year ahead, Khulisa will be:

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Statement of Trustees’ Responsibilities

The Trustees (who are also directors of Khulisa for the purposes of company law) are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year. Under company law the Trustees must not approve the financial statements unless they are satisfied that they 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 those financial statements, the Trustees are required to:

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company’s transactions and 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.

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

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Disclosure of information to auditors

In so far as the Trustees are aware at the time of approving the Trustees’ Annual Report:

Small company provisions

This report has been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.

Approval

Approved by the Board of Trustees on 13 May 2026 and signed on its behalf by:

Laurie Martin

Chair of Trustees

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Independent Audltors, Report Registered Charity No. 1120562 | Company No. 6210432

Khulisa Annual Report and Accounts 2024-25

Independent Auditor’s Report to the Members of Khulisa

A company limited by guarantee and not having a share capital

Opinion

We have audited the financial statements of Khulisa (the ‘charitable company’) for the period ended 31 August 2025 which comprise the Statement of Financial Activities (incorporating Income and Expenditure Account), 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, 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’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

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

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Khulisa Annual Report and Accounts 2024-25

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 trustees’ annual report, other than the financial statements and our auditor’s report 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 there is a material misstatement in the financial statements or a material misstatement of the other information. 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:

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Registered Charity No. 1120562 | Company No. 6210432

Khulisa Annual Report and Accounts 2024-25

Matters on which we are required to report

by exception

In the light of our 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:

Responsibilities of Trustees

As explained more fully in the trustees’ responsibilities statement, 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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Registered Charity No. 1120562 | Company No. 6210432

Khulisa Annual Report and Accounts 2024-25

Auditor’s responsibilities for the audit of the financial statements

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

Irregularities, including fraud, are instances of 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 specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud is detailed below:

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

A further description of our responsibilities 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 auditor’s report.

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Khulisa Annual Report and Accounts 2024-25

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.

Kevin Fisher BA FCA CTA (Senior Statutory Auditor) For and on behalf of Kingston Burrowes Audit Ltd Statutory Auditor 2026

308 Ewell Road Surbiton Surrey KT6 7AL

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Registered Charity No. 1120562 | Company No. 6210432

Statement of Financial Activities

For the period ended 31 August 2025 (Incorporating Income and Expenditure Account)

Registered Charity No. 1120562 | Company No. 6210432

Khulisa Annual Report and Accounts 2024-25

**Notes ** Unrestrictive
Funds (£)		 Unrestrictive
Funds (£)		 Unrestrictive
Funds (£)		 Unrestrictive
Funds (£)		 Restricted
Funds (£)		 Restricted
Funds (£)		 17 Months to
31st Aug 2025
Total Funds (£)		 17 Months to
31st Aug 2025
Total Funds (£)		 Year to 31st
Mar 2024 Total
Funds (£)		 Year to 31st
Mar 2024 Total
Funds (£)
Income and
endowments from:
Donations and legacies 2 593,334 - 593,334 580,582
Charitable activities 3 18,000 981,096 999,096 615,667
Investments 4 10,551 - 10,551 3,191
Other income 1,575 - 1,575 17,134
623,460 981,096 1,604,556 1,216,574
Expenditure on:
Raising Funds 5 218,886 - 218,886 162,114
Charitable Activities 6 89,520 1,288,322 1,377,842 859,450
308,406 1,288,322 1,596,728 1,021,564
315,054
(307,226)
7,828
195,010
(231,380)
231,380
-
-
83,674
(75,846)
7,828
195,010
258,327
75,846
334,173
139,163
342,001
-
342,001
334,173
Net income /
(expenditure)		 7 315,054 (307,226) 7,828 195,010
Transfers between
funds		 14 (231,380) 231,380 - -
Net movement in
funds		 6 195,010
83,674 (75,846) 7,828
Total funds brought
forward		 14 258,327 75,846 334,173 139,163
Total funds carried
forward		 14 334,173
342,001 - 342,001

All income and expenditure is derived from continuing activities.

The Statement of Financial Activities includes all recognised gains and losses. The notes form part of these Financial Statements

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Registered Charity No. 1120562 | Company No. 6210432

Balance Sheet Registered Charity No. 1120562 | Company No. 6210432

Khulisa Annual Report and Accounts 2024-25

Notes
FIXED ASSETS
Tangible fixed assets
9
CURRENT ASSETS
Debtors
10
Cash at bank
CREDITORS
Amounts falling due within
one year
11
NET CURRENT ASSETS
NET ASSETS
15
Represented by:
Unrestricted Funds
14
Restricted Funds
14
TOTAL FUNDS		 2025
2024
£
£
£
£
5,282
6,824
18,763
47,502
374,124
440,821
392,887
488,323
56,168
160,974
336,719
327,349
342,001
334,173
342,001
258,327
-
75,846
342,001
334,173		 2025
2024
£
£
£
£
5,282
6,824
18,763
47,502
374,124
440,821
392,887
488,323
56,168
160,974
336,719
327,349
342,001
334,173
342,001
258,327
-
75,846
342,001
334,173		 2025
2024
£
£
£
£
5,282
6,824
18,763
47,502
374,124
440,821
392,887
488,323
56,168
160,974
336,719
327,349
342,001
334,173
342,001
258,327
-
75,846
342,001
334,173
334,173

These financial statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.

The accompanying notes form part of these Financial Statements.

Approved by the Board of Trustees on 13 May 2026 and signed by:

Laurie Martin Chair of Trustees

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Registered Charity No. 1120562 | Company No. 6210432

Cash Flow Statement For the 17 month period ended 31 August 2025

Registered Charity No. 1120562 | Company No. 6210432

Khulisa Annual Report and Accounts 2024-25

Cash flows from operating activities
Net movement in funds per Statement of Financial Activities
Adjustments for:
Depreciation
Loss / (profit) on disposal of tangible fixed assets
Interest receivable
(Increase) / decrease in debtors
Increase / (decrease) in creditors
Net cash (used in) / provided by operating activities
Cash flows from investing activities
Interest received
Purchase of tangible fixed assets
Proceeds from disposal of tangible fixed assets
Net cash provided by / (used in) investing activities
Change in cash and cash equivalents
Cash and cash equivalents brought forward
Cash and cash equivalents carried forward
Analysis of cash and cash equivalents
Cash at bank		 2025
£
2024
£
7,828
195,010
5,732
4,257
-
-
(10,551)
(3,191)
28,739
(38,494)
(104,806)
(87,665)
(73,058)
(69,917)
10,551
3,191
(4,190)
(2,764)
-
-
6,361
427
(66,697)
70,344
440,821
370,477
374,124
440,821
374,124
440,821

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Registered Charity No. 1120562 | Company No. 6210432

Notes Formlng Part of the Flnanclal Statements Registered Charity No. 1120562 | Company No. 6210432

Khulisa Annual Report and Accounts 2024-25

1. Accounting Policies

a) Basis of accounting

The charity constitutes a public benefit entity as defined by FRS 102. The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Companies Act 2006, the Charities Act 2011 and UK Generally Accepted Accounting Practice.

The financial statements are prepared on a going concern basis and under the historical cost convention. 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.

The financial statements cover a 17 month period from 1 April 2024 to 31 August 2025 as the trustees approved a change to the charity’s year end. Comparative amounts relate to 12 months period and are therefore not directly comparable. No changes have been made to the principal accounting policies as a result of this change in the reporting period.

b) Company status

Khulisa is a private company, registered in England and Wales, limited by guarantee, has no share capital and is also a registered charity. In the event of the Company being wound up, each member is liable to contribute an amount not exceeding £1. The address of the registered office is given in the Reference and Administrative Information on page 4.

c) Capital items & depreciation

Office equipment and fixtures and fittings are depreciated using the straight line method over four years. Other Project assets are depreciated over the life of the project, (normally three years) apart from project assets that are fully grant funded, which are written off in the year of purchase. Capital items have a minimum purchase cost of £500.

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Khulisa Annual Report and Accounts 2024-25

d) Income

Items of income are recognised in the Statement of financial Activities (SOFA) when all of the following criteria are met:

The company received government support through the Coronavirus Job Retention Scheme which is accounted for on the accruals basis.

e) Expenditure

Expenditure is recognised on an accruals basis as soon as there is a legal or constructive obligation committing the charity. Expenditure includes any VAT which cannot be recovered.

Expenditure on raising funds includes those costs incurred on attracting donations and grant funding.

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 costs of an indirect nature necessary to support them.

Expenditure is allocated under the principal categories of the SOFA on a basis designed to reflect the use of the resource. Direct costs relating to a particular activity are allocated directly, support costs are allocated on an appropriate basis, e.g. floor areas, per capita or estimated usage.

Governance costs include those costs associated with meeting the constitutional and statutory requirements of the charity and include audit fees and costs linked to the strategic management of the charity. In addition to ongoing Governance costs, one-off costs incurred in connection with building governance capacity are included within Charitable Activities and are in part matched by specific funding.

f) Fund accounting

Restricted funds are funds subject to specific conditions imposed by the donors, or by appeals for specific projects, and the purpose and use of restricted funds is set out in the notes to the financial statements. Designated funds are unrestricted funds which are set aside for specific purposes at the discretion of the Trustees.

The general fund comprises the accumulated surpluses on the SOFA less any funds designated for specific purposes by the Trustees.

g) Pension costs

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

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Khulisa Annual Report and Accounts 2024-25

2. Income from donations and legacies

Unrestricted funds Restricted funds Total 2025 Total 2024
£ £ £ £
Core support grants 561,272 - 561,272 461,500
Donations 32,062 - 32,062 119,082
593,334 - 593,334 580,582

All of the £580,582 recognised in 2024 related to unrestricted funds.

3. Income from charitable activities

Unrestricted funds Restricted funds Total 2025 Total 2024
£ £ £ £
Sales of Training 18,000 10,000 28,000 73,503
Grants
Face It - 407,671 407,671 271,498
Community - - - -
Silence the Violence - - - -
Other Funded Projects - 563,425 563,425 270,666
18,000 981,096 999,096 615,667

Of the £615,667 recognised in 2024, £73,503 related to unrestricted funds and £542,164 related to restricted funds

4. Income from investments

. Income from investments
Bank interest 2025
£
2024
£
10,551
3,191
10,551
3,191

All the income is unrestricted for both years.

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Khulisa Annual Report and Accounts 2024-25

5. Expenditure raising funds

Fundraising costs Direct costs
£
Support costs
£
Total 2025
£
Total 2024
£
190,733
28,153
218,886
162,114
190,733
28,153
218,886
162,114

Expenditure on raising funds was entirely unrestricted in both years.

6. Expenditure on charitable activities

Analysed by activity
Face It
Community
Silence the Violence
Trauma
Other projects		 Direct costs
£
Support costs
£
Total 2025
£
Total 2024
£
354,139
150,091
504,230
510,230
18,352
11,006
29,358
2,300
-
-
-
-
55,960
33,560
89,520
33,950
353,554
401,180
754,734
312,831
782,005
595,837
1,377,842
859,450

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Khulisa Annual Report and Accounts 2024-25

Direct costs
Delivery staff salaries
Facilitator costs
Other direct programme costs
Assessment and evaluation
Staff training
HR & Recruitment
Return of grant funding
Analysed by nature
Support costs
Core staff salaries
Accounting and payroll
Office and IT (business admin costs)
Premises costs (rent)
Governance: Staff salaries
Governance: Audit fees
Governance: Trustee expenses and strategy		 2025
£
2024
£
652,248
369,166
59,565
30,371
11,239
28,206
21,375
62,155
4,523
23,397
8,055
2,179
25,000
-
782,005
515,474
429,870
247,738
4,770
3,170
90,648
35,345
36,770
36,971
27,699
15,946
6,080
4,590
-
216
595,837
343,976
1,377,842
859,450

Of the £1,377,842 expenditure recognised in 2025 (2024: £859,450), £89,520 (2024: £33,950) was charged to unrestricted funds and £1,288,322 (2024: £825,500) was charged to restricted funds

During the year the charity returned unspent balance of grant funding received during 2020 from West Midlands Police.

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Khulisa Annual Report and Accounts 2024-25

7. Net income (Expenditure)

7. Net income (Expenditure)
Depreciation
Operating lease rentals
Auditor’s renumeration - Audit services
Auditor’s renumeration - Non-audit services
This is stated after charging / (crediting):
8. Staff costs
Salaries
Employer’s National Insurance
Employer’s Pension Costs
Temporary staff
Details of employees who received total employee benefits
in excess of £60,000 were as follows:
£60,001 - £70,000
£70,001 - £80,000
£80,001 - 90,000
£90,000 - £100,000
£100,001 - £110,000
£110,001 - £120,000
£120,001 - £130,000		 2025
£
2024
£
5,732
4,257
37,267
35,542
5,180
3,090
900
1,500
2025
£
2024
£
1,074,210
681,903
101,953
66,069
72,096
45,789
3,363
1,576
1,251,622
795,337
2025
No.
2024
No.
4
1
4
-
2
1
-
-
-
-
1
-
1
-

The financial statements cover 17 month reporting period and the figures above represent total employee benefits received during that full period, not annualised amounts.

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Khulisa Annual Report and Accounts 2024-25

hulisa Annual Report and Accounts 2024-25 2025 2024
£ £
Total employee benefits of key management personnel 701,985 400,322

Under FRS 102, employee benefits includes gross salary, employer’s NIC and employer’s pension contributions

9. Fixed assets
Average number of staff based on full-time equivalents
Average monthly number of staff
Cost
At 1 April 2024
Additions in a year
Disposals in a year
At 31 August 2025
Decpreciation
At 1 April 2024
Charge for the year
Eliminated on disposal
At 31 August 2025
Net book value
At 31 August 2025		 2025
No.
2024
No.
15
16
18
19
2025
£
2024
No.
19,780
17,016
4,190
2,764
-
-
23,970
19,780
12,956
8,699
5,732
4,257
-
-
18,688
12,956
5,282
6,824

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Registered Charity No. 1120562 | Company No. 6210432

Khulisa Annual Report and Accounts 2024-25

10. Debtors

0. Debtors
1. Creditors
Trade debtors
Other debtors
Prepayments and accrued income
Trade creditors
Social security and other taxes
Accrued expenses
Deferred income (see below)
Amounts falling due within one year
Deferred income
Balance
Additions
Grants and donations
96,224
28,833		 2025
£
2024
£
16,000
7,488
-
5,843
2,763
34,171
18763
47502
,
,
2025
£
2024
£
793
30,192
20,038
27,709
6,505
6,849
28,833
96,224
56,169
160,974
Released to
income
£
Balance 31
Aug 2025
£
96,224
28,833

11. Creditors

Deferred income relates to contracts for which the income is received in advance of the services to be provided.

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Khulisa Annual Report and Accounts 2024-25

12. Related party transactions

No trustee received remuneration in 2024-25 or 2023-24. The total cost of Board activity in 2024-25 was £Nil (£Nil in 2023-24). No trustee’s expenses were reimbursed in 2024-25 (£215 in 2023-24).

2025 2024
Unrestricted donations from related parties £Nil £5,000

In 2024, a fee of £5,000 was paid to DNA Elite Soccer, a company of which one of the former Trustees, Jonathon Bines, is a related party.Mr Bines subsequently made a donation of £5,000 as part of the Big Give Campaign.

13. Taxation

No Corporation tax has been provided in these financial statements because the company, a registered charity, is within the exemption granted by Part 11 of the Corporation Tax Act, 2010.

14. Movement in funds

Opening
balance 1		 Income
£		 Expenditure
£		 Transfers
between		 Closing
balance 31
Restricted funds Apr 2024 £ funds £ Aug 2025 £
Face It - 417,671 504,230 86,559 -
Community - - 29,358 29,358 -
Silence the Violence 25,615 - - (25,615) -
Other funded projects 50,231 563,425 754,734 141,078 -
Total restricted funds 75,846 981,096 1,288,322 231,380 -
Unrestricted funds
General fund 258,327 623,460 308,406 (231,380) 342,001
Total unrestricted
funds		 258,327 623,460 308,406 (231,380) 342,001
Total funds 334,173 1,604,556 1,596,728 - 342,001

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Khulisa Annual Report and Accounts 2024-25

14. Movement in funds / Cont.

Comparative information for the movement in funds is as follows:

Opening
balance 1		 Income
£		 Expenditure
£		 Transfers
between		 Closing
balance 31
Restricted funds Apr 2023 £ funds £ Mar 2024 £
Face It - 271,498 510,369 238,871 -
Community - - 2,300 2,300 -
Silence the Violence 25,615 - - - 25,615
Other funded projects 92,396 270,666 312,831 - 50,231
Total restricted funds 118,011 542,164 825,500 241,171 75,846
Unrestricted funds
General fund 21,152 674,410 196,064 (241,171) 258,327
Total unrestricted
funds		 21,152 674,410 196,064 (241,171) 258,327
Total funds 139,163 1,216,574 1,021,564 - 334,173

Face It funding provided to Khulisa is committed to delivering programmes in schools settings for 11-18 year olds at risk of gang violence and school exclusion who may or may not already be in contact with the police and youth offending services.

Community funds are committed to supporting adults, parents and professionals in partnership with Local Authorities

Other funded projects support our charitable objectives and are primarily intended to develop our organisational resources and infrastructure to meet defined goals.

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15. Analysis of assets and liabilities between funds

2025 2025 2025
Unrestricted Restricted Total
Fixed assets £ £ £
Tangible fixed assets 5,282 - 5,282
Current assets
Debtors 18,763 - 18,763
Cash at bank 331,265 42,859 374,124
350,028 42,859 392,887
Liabilites
Creditors falling due within one year (13,309) (42,859) (56,168)
Net assets 342,001 - 342,001
Comparative information for the net assets between funds is as follows:
2024 2024 2024
Unrestricted Restricted Total
Fixed assets £ £ £
Tangible fixed assets 6,824 - 6,824
Current assets
Debtors 38,071 9,431 47,502
Cash at bank 250,085 190,736 440,821
288,156 200,167 488,323
Liabilites
Creditors falling due within one year (36,653) (124,321) (160,974)
Net assets 258,327 75,846 334,173

Comparative information for the net assets between funds is as follows:

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Registered Charity No. 1120562 | Company No. 6210432

Khulisa Annual Report and Accounts 2024-25

16. Contingent assets

The total grant funding awarded to the charity in respect of multi-year grants but not recognised as income amounts to £470,000 as at 31 August 2025 (2024: £1,143,035). These funds will be recognised in accordance with agreed budgets and specified or implied timeframes.

17. Operating lease commitments

At 31 August 2025, the total minimum payments due under non-cancellable operating lease agreements amounted to £2,016 (2024: £7,341). These payments fall due within one year.

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www.khulisa.co.uk

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