## **OSMANI TRUST LIMITED (A COMPANY LIMITED BY GUARANTEE)**
## **REPORTS AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025**
**Company No: 6867755 Charity No: 1129282**
## **ABACUS PARTNERS (LDN) LLP**
CHARTERED CERTIFIED ACCOUNTANTS & STATUTORY AUDITORS UNIT A, ABBOTTS WHARF 93 STAINSBY ROAD LONDON E14 6JL
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## **OSMANI TRUST LIMITED (A COMPANY LIMITED BY GUARANTEE)**
## **CONTENTS**
For The Year Ended 31 March 2025
|||**Page**|
|---|---|---|
|1.|Trustees’ report|4 - 30|
|2.|Auditors report|31- 34|
|3.|Statement of Financial Activities|35|
|4.|Statement of Financial Position|36|
|5.|Statement of Cashflows|37|
|6.|Notes to the Financial Statements|38 – 46|
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## **TRUSTEES REPORT FOR THE YEAR ENDED 31 MARCH 2025**
The Trustees, who are also Directors of the charity for the purposes of the Companies Act, are pleased to present the Trustees Report and audited financial statements for the year ended 31 March 2025 to comply with requirements of the Companies Act 2011 and the Statement of Recommended Practice (SORP) for charities.
## **LEGAL AND ADMINISTRATIVE INFORMATION**
Company number: **6867755**
Charity number: **1129282**
**Directors/Trustees** Imadul Islam (Chairperson) Sati Aminur Rahman (Secretary) Shaynul Khan (Treasurer) Sirajul Islam Mohammed M Choudhury (until 5 Jul 2024) Ashraf Ali Shamsur Rahman Akrom Miah **Executive Director** Shafiur Rahman (until 31 Jul 2024) **Principal and Registered** Osmani Centre **Office** 58 Underwood Road London E1 5AW **Auditors** Abacus Partners (Ldn) LLP Statutory Auditors Unit A, Abbotts Wharf 93 Stainsby Road London E14 6JL **Banker** HSBC 1-3 Bishopsgate London EC2N 3AQ
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## **OSMANI TRUST LIMITED**
## **( A Company Limited by Guarantee)**
Trustees' Report
for the year ended 31 March 2025
## **TRUSTEES REPORT FOR THE YEAR ENDED 31 MARCH 2025**
The Trustees, who are also Directors of the charity for the purposes of the Companies Act, are pleased to present the Trustees Report and audited financial statements for the year ended 31 March 2025 to comply with requirements of the Companies Act 2011 and the Statement of Recommended Practice (SORP) for charities.
## **STRUCTURE GOVERNANCE AND MANAGEMENT**
## **Governing Instrument**
The Company/Charity is constituted as a company limited by guarantee, incorporated on 02 April 2009, and registered as a charity with the Charity Commission. The company’s/charity’s objects and regulations are regulated by the Memorandum and Articles of Association.
## **Structure and management**
The members of the Company/Charity consisted of seven Directors/Trustees. Ongoing away days, information sharing, seminars and training sessions ensure members of the Board of Trustees understand their legal duties and obligations as Directors and Trustees.
The Board of Trustees are responsible for the strategic direction and policies of the Trust. The Company/Charity is organised with a committee (Management Committee) to oversee overall activities and one of the committee members is nominated as Chairperson, to monitor the day to day running of the Company/Charity.
## **OBJECTIVES**
The Company/Charity objectives are;
- a) To establish a multi-purpose youth and community centre.
- b) To advance further community development initiatives based upon local needs.
- c) To advance the education of young people and their families living in disadvantaged communities. d) To improve the quality of life of young people through the provision of recreational activities.
- e) To promote health and wellbeing of local people through healthy eating and physical activity. f) To promote partnership work with other services and community organisations.
## **ACTIVITIES AND PUBLIC BENEFIT**
The Trustees confirm that they abide by the Charity Commission’s general guidance on public benefit complying with Section 4 of the Charities Act 2011, to have due regard to public benefit in pursuance of its objectives and activities. No serious incidents to report in 2024-25.
Through its provisions, Osmani Trust seeks to address issues impacting the local community including substance misuse, racial tensions, criminality and anti-social behaviour, knife crime, territoriality and gangrelated violence, unemployment and overcrowding, lack of training and employment opportunities. There is also a lack of social, physical, and spiritual education of young people and their families. Socially excluded members of the community are also a growing issue. It also places a strong emphasis on the health and social welfare of local people. Osmani Trust works with ordinary people helping them to do extraordinary things. Our main activities and beneficiaries are described below.
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## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)**
Trustees' Report
for the year ended 31 March 2025
## **Osmani Trust Annual Review 2024-25**
## **Young People’s Services**
## **Youth Space Osmani Centre and Minerva Centre**
The Youth Space provided a wide range of recreational, social, and educational opportunities for young people aged 11 to 19 (and up to 25 for those with SEND). Our programmes were shaped through ongoing consultations and shared decision-making with the young people themselves, ensuring that what we offer truly reflects their needs and interests.
We welcomed over 500 young people to our youth activities at the Osmani Centre, with a further 400+ accessing youth provisions at the Minerva Community Centre.
Much of our success has been driven by the introduction and expansion of innovative programmes, such as the Barbering & Customer Service Course, the Girls’ Academic Mentoring Programme, a diverse range of enrichment activities, our thrilling holiday programmes, and a variety of accredited short courses.
We were also proud to deliver three youth residentials, providing 12 young people with volunteering opportunities, and run a Level 2 Youth Work qualification for 16–19-year-olds from the Osmani Centre.
Our youth centres feature cutting-edge gaming equipment and state-of-the-art sports facilities, including a fully furnished Podcast Studio and a Sensory Room, creating a dynamic environment where young people can learn, grow, and thrive in an informal yet supportive educational setting. These spaces give young people the chance to explore their creativity, develop new skills, and prioritise their well-being.
## **Key outputs**
1. **903** unique young people engaged
2. **537** young people engaged in five or more sessions
3. **249** young people received 1-2-1 mentoring support
4. **202** young people achieved a recorded outcome
5. **68** young people achieved an accreditation
## **Case Study**
## **Background**
RA, a 15-year-old, attended a summer residential to be with friends, having not joined one since Year 6. Although excited, RA had a strong fear of heights and avoided situations involving them.
## **Challenge**
On the first morning, RA’s anxiety stopped him from joining the Crate Building and high ropes activities.
## **Support**
A youth worker reassured him he wouldn’t be rushed, could opt out at any time, and that even small steps counted as progress.
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## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)** Trustees' Report
for the year ended 31 March 2025
## **Outcome**
Encouraged, RA attempted the abseil tower and completed the descent—overcoming a significant fear and surprising himself with what he could achieve.
## **Impact**
- Increased confidence and resilience.
- Inspired peers and staff with his determination.
- Demonstrated how supportive guidance and choice enable young people to face challenges.
## **Youth Space Girls**
At Osmani Trust, we partnered with a diverse range of collaborators to offer dynamic activities and programmes designed to empower girls with the skills, confidence, and resources they needed to face challenges and seize opportunities.
Our youth work is driven by the following goals:
- **Boost self-esteem and confidence** in young people.
- **Foster learning and develop new skills** through interactive workshops and short social action projects.
- **Support young people in managing personal and social relationships** more effectively.
- **Encourage a positive, inclusive group environment** where everyone feels supported.
- **Raise aspirations and empower** young people through accredited learning experiences.
Our programmes blended fun with growth. We introduced a variety of sports-oriented activities, including Roller Skating, Swimming, Boxing, and Kayaking. In addition to physical activities, we also focused on personal development through workshops on public speaking, project management, and volunteering opportunities. Key topics we addressed included:
- Violence Against Women and Girls (VAWG)
- Substance misuse
- Healthy relationships and consent
- Grooming and exploitation
- Managing social media responsibly
- Emotional well-being
- Personal finance management
## **Key Outcomes** :
1. **230 unique young people** participated in our Youth Service programmes.
2. **181 young people** engaged in five or more sessions.
3. **172 young people** received personalized 1-to-1 mentoring support.
4. **91 young people** achieved a recorded outcome.
5. **29 young people** earned an accredited qualification.
Our programme continues to inspire and equip girls to realise their full potential in both personal and social aspects of their lives.
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## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)**
Trustees' Report
for the year ended 31 March 2025
## **School Resilience Programme**
We successfully delivered the School Resilience Programme (SRP) across three secondary schools in the London Borough of Tower Hamlets (LBTH). Our journey began at Langdon Park, continued with a focused intervention for a smaller group of young people with complex and challenging needs at LEAP Harpley, and concluded at Morpeth School, working with a diverse, mixed-age cohort.
To ensure the workshops were both relevant and engaging, we co-produced session plans in collaboration with each school, tailoring content to the specific needs and lived experiences of the students. This approach helped maximise participation and foster genuine transformation.
In total, 32 young people took part in the SRP, receiving intensive group sessions and personalised one-toone mentoring. The programme focused on building emotional resilience, self-awareness, and the skills needed for positive, independent decision-making.
## **Programme Outcomes**
SRP successfully exceeded its engagement targets, maintaining strong participation throughout. Notably, all 32 participants completed the programme and final evaluations. The feedback demonstrates the programme's significant positive impact:
- **76%** felt they benefited from taking part
- **84%** reported enjoying the workshops
- **82%** learned how to manage their actions in difficult situations
- **86%** became more aware of how their actions affect both themselves and others
- **69%** developed anger management strategies and understood the choices available in challenging scenarios
- **82%** gained insight into how violence affects their personal lives and felt more confident in resolving conflict
These outcomes highlight the programme's success in helping young people become more self-aware and better equipped to make informed choices.
## **Impact and Behavioural Change**
The SRP has played a key role in helping young people navigate real-life challenges. Participants are now better positioned to make informed decisions related to:
- Drug use
- Anti-social behaviour
- Carrying weapons
- Involvement in county lines activity
Young people demonstrated improved confidence and emotional intelligence, particularly in handling confrontation, resolving conflict, and managing their anger and triggers.
Importantly, there has been a noticeable shift in attitudes toward education. As participants became more aware of the long-term consequences of leaving school without qualifications, many began to show renewed interest in learning and setting positive goals .
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## **OSMANI TRUST LIMITED**
## **( A Company Limited by Guarantee)**
Trustees' Report
for the year ended 31 March 2025
They also started to explore new interests, hobbies, and aspirations, discovering strengths and passions that may lead to positive future pathways.
## **Mentoring & Personal Development**
Our one-to-one mentoring component was instrumental in supporting young people facing challenging behavioural issues, those at risk of school exclusion, and those vulnerable to grooming and exploitation. Through consistent, trauma-informed, and tailored support, these young people began to build selfconfidence, emotional resilience, and a stronger sense of identity. Many had struggled to trust adults or engage positively in structured settings, but through the SRP they felt heard, valued, and understood. As a result, they left the programme feeling more empowered and equipped—with the tools, self-belief, and guidance needed to make safer choices, resist negative influences, and re-engage with education and positive pathways.
## **Violence Reduction Services**
## **Tower Hamlets Island Community Network (THICN)**
THICN secured 2 years funding from GLA/VRU to sustain the network.
A new Programme Manager was recruited and was tasked with creating a stronger network of local young people, organisations, partners and wider stakeholders. Together they aimed to improve governance, build capacity, people and organisations and secure funds for sustaining the network so it can continue its work to reduce youth violence in the Isle of Dogs area of Tower Hamlets.
THICN achieved the following.
- Developed a Business Plan and Fundraising Strategy in consultation with stakeholders
- Secured £10,000 Critical Incident Funding from GLA/VRU
- Promoted the Network and engaged local young people and organisations to be part of it, including schools and community groups
- Met with local funder, East End Community Foundation and Canary Wharf Group. Both agreed to support the Network
- 10 young people completed ‘Intro to Youth Work’ course
- 9 young people completed ‘Emergency First Aid’ course
- 5 young people attended public speaking
- 6 organisations received capacity building support
- Osmani Trust sustained the REACH youth club in Poplar
- Spotlight sustained the Phoenix Heights youth club in Canary Wharf
- Streets of Growth sustained the 1-2-1 mentoring in Island Gardens
Next year, we are looking forward to implementing the Business Plan and securing long-term funding for the Network.
We are also looking to create a young people’s steering group and develop the young people through training and workshops, so they can advocate and continue the Network.
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## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)** Trustees' Report for the year ended 31 March 2025
## **Changing Futures Peer Programme**
The Changing Futures Programme is a transformative peer programme aimed at empowering young people. It is a comprehensive initiative that targets young people across different estates. Through its multifaceted approach, its overarching goals were to reduce violence and minimise anti-social behaviour (ASB) to create a positive future for the communities in Tower Hamlets. By addressing the root causes of crime and educating young individuals about the consequences of engaging in criminal activities, the programme strived to foster a safer environment and provided a better quality of life for young people.
**----- Start of picture text -----**
Outputs No.
At risk young people participating in Changing Futures Programme, as
Peer Workers 35
At risk young people benefited from diversionary, inspirational , and 602
aspirational activities, sports , and community events.
At risk young people participating in various workshops on topics covering
knife crime, serious violence, gang culture, drugs misuse, drug related 68
crime, nitrous oxide, entrepreneurship, and knowing your rights relating to
stop and search powers.
Detached sessions conducted in the community 115
1-1 sessions carried out to help young people make more informed 85
choices.
At risk young people completing an accredited qualification such as SIA 35
(Security Industry Authority) training and First Aid certifications at Levels 2
and 3.
Successful de-escalation and mediation of group/gang conflicts. 4
**----- End of picture text -----**
The impact of the Changing Futures Programme has been significant, with positive transitions in education, employment, and attitudes among participants. The programme has improved community safety, and fostered connections in the community. It has also had a transformative effect on the welfare of young people from challenging backgrounds, creating meaningful and sustainable transformations.
## **Second Chance Programme**
The Second Chance Programme (SCP) supported young people aged 13–21 to move away from drug dealing, drug-related violence, and other criminal activity. Delivered in partnership with Tower Hamlets Council Safer Communities, the ASB team, the Metropolitan Police, local secondary schools, PRUs, and other youth services. The SCP aligns with the government’s diversion strategy, recognising that short-term prison sentences often fuel reoffending. The programme focuses on meaningful engagement and long-term alternatives.
The SCP worked intensively with some of the hardest-to-reach young people in the community—many already entrenched in anti-social behaviour, crime, and drug dealing. Referrals were made through strong partnerships with Alternative Provision schools, Pupil Referral Units (PRUs), and the Youth Offending Service (YOS). These referral pathways have been critical in reaching those most at risk and intervening early .
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## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)** Trustees' Report
for the year ended 31 March 2025
Our mentoring officers delivered 278 one-to-one holistic support sessions. These went far beyond traditional mentoring. They created safe spaces where young people could reflect, make positive choices, and begin to step away from destructive lifestyles. Each young person received a tailored plan addressing not only education and employment, but also the personal and social barriers that fuel offending.
Practical opportunities played a key role. In the final year, 15 young people successfully completed their CBT Motorcycle Course. Combined with tailored Information, Advice, and Guidance (IAG). This qualification opened immediate pathways into legal employment, such as fast-food delivery. For young people previously relying on street-level drug sales, this shift provided a safer, more sustainable source of income and a foundation for stability.
Alongside individual mentoring, SCP delivered community workshops on high-risk issues, including drug misuse, exploitation, grooming, and cycles of retaliation. These sessions equipped young people with the awareness and resilience needed to resist harmful influences and to understand the long-term risks of gang involvement and criminal activity.
By combining personalised mentoring, skills development, and preventative education, the Second Chance Programme has demonstrated real impact—helping vulnerable young people reduce their involvement in crime and anti-social behaviour, while building the tools, confidence, and opportunities needed for brighter futures.
|**Outputs**|**No.**|
|---|---|
|No. of young people that took part in the programme|46|
|No. of young people completing the programme|43|
|No. of one-to-one mentoring sessions delivered|278|
|No. of young people affected by violence ( involved or at risk of) that were supported|23|
|No. of young people associated with gangs, or impacted by exploitation, who were
supported|19|
**----- Start of picture text -----**
Outcomes No.
Increased sense of citizenship 33
Increased sense of safety and security 29
Improved mental health and emotional well-being 36
Improved relationships with family 29
Reduction is risk/harmful behaviour 27
Reduction in violence and criminal offences 11
Reduction in the drugs and alcohol 29
**----- End of picture text -----**
These outcomes underscore our commitment to fostering positive change and empowering the young individuals in our care.
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## **OSMANI TRUST LIMITED**
## **( A Company Limited by Guarantee)**
Trustees' Report
for the year ended 31 March 2025
## **Case Study: Supporting SK Through the Second Chance Programme**
## **Introduction**
SK and his friends were identified as a high-risk group in Whitechapel, where gang activity and anti-social behaviour were common. The programme aimed to divert them from negative influences and provide pathways toward stability.
## **Engagement**
Initial outreach was disrupted when one of SK’s friends was stabbed, raising tensions and forcing the group to cancel. When engagement resumed, SK voiced safety concerns but expressed interest in work and training. Weekly sessions were arranged over 12 weeks.
## **Support Provided**
**Housing:** Helped SK explore private accommodation and liaised with the council, while negotiating temporary support from his grandmother.
**Employment & Training:** Funded CBT training and theory test, enrolled him in an SIA course, and supported CV development and career planning.
## **Progress**
Passed CBT course and began work as an Uber Eats driver. Reached an agreement with his grandmother to stay for six months while contributing to expenses. Prepared for roles with Domino’s Pizza and continued working toward a full driving licence.
## **Outcome**
By the final session, SK had passed his theory test, secured short-term employment, and developed a clear plan for upskilling and long-term stability. He was reassured of continued access to Osmani Trust support.
## **Conclusion**
SK’s case highlights how tailored, flexible interventions—combining housing, employment, and personal development support—can help young people in high-risk environments move toward safety and independence.
## **Breaking the Cycle**
Breaking the Cycle aimed to ‘break the cycle’ of youth violence via early prevention and intervention. The target primarily worked with BAME young people aged 10-16 who were ‘at risk’ or already involved in crime and violence.
We engaged a total of 93 young people, 45 from Tower Hamlets, London and 48 young people from Small Heath, Birmingham, working with our partner Dreamchasers. Most referrals faced significant challenges such as physical violence, weapon carrying, and non-violent behavioural issues, including anger management, drug-related offences, school disengagement, and low self-esteem.
Participants often received weekly one-to-one mentoring and befriending support in a safe, non-judgmental environment—allowing them to work through personal challenges and manage pressures stemming from home, school, peers, and society at large.
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## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)**
Trustees' Report
for the year ended 31 March 2025
Beyond our direct work with young people, we also engaged deeply with their families and the wider community. Through a series of interactive workshops for parents and carers, we addressed the everyday challenges of raising adolescents in today’s complex social environment. These sessions provided practical tools for maintaining boundaries, building trust, improving communication, and responding to challenging behaviour with confidence and adaptability.
## **Outcomes/ impact**
- 93 young people received weekly 1-2-1 mentoring and completed the programme
- 76% of mentees stating reduction/non-involvement in **violent** offences
- 79% of mentees stating reduction/non-involvement in **non-violent** offences
- 60% of mentees were introduced to local youth services to access diversionary activities and compliment the mentoring
- 85% of mentees showed increased emotional resilience
- 48% of mentees felt confidence to access a local service on their own
- 68% of mentees felt that their relationship with parents and siblings had improved
- 68% of mentees improved their punctuality or attendance in school
- 46% of mentees improved GCSE predicted grades
## **Case study**
SR – 15 years old male
**Background:** SR has faced challenges in the past, including multiple internal exclusions during the previous academic year. His behaviour and attitude towards school were often disruptive, and he struggled with maintaining focus. Since beginning mentoring sessions, SR has demonstrated significant improvements in both his behaviour and academic performance.
**Progress and Feedback:** SR shared that he never realised he could be performing as well as he is now. He highlighted that the mentoring sessions have helped him stay grounded, providing him with time to unwind and reflect. Since the new school year began, SR has not had a single internal exclusion, a significant improvement compared to the previous year. Additionally, his grades have shown progress, which SR attributes to the mentoring support – he went from a predicted grade of 2 to achieving grade 4/5, which he is extremely proud of, and he has displayed the improvement in behaviour and attitude through ongoing mentoring.
**In his own words** , SR mentioned, "The mentoring keeps me grounded. It has helped me focus on making better choices and reminded me that discipline is important. I’ve learned to think before acting, and I can see the difference in how I handle situations now."
## **Impact:**
- Behavioural Improvement: No internal exclusions since the start of the school year.
- Academic Performance: Improved grades and greater focus on schoolwork.
Personal Growth: SR has become more self-aware and understands the importance of discipline and making positive choices.
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## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)** Trustees' Report
for the year ended 31 March 2025
SR’s case highlights the significant benefits of the mentoring programme, demonstrating how consistent support can lead to meaningful changes in behaviour, academic performance, and personal development. The mentoring sessions have not only helped SR stay grounded but have also encouraged him to make better choices, resulting in improved grades and behaviour. Moving forward, it will be essential to continue providing SR with the guidance and support needed to maintain these positive changes.
## **Positive Futures Programme**
## **Programme Overview**
The PF Programme, funded through the GLA Propel initiative, is an early intervention mentoring programme designed to support young people aged 10–24 across Newham and Barking & Dagenham. Our primary aim was to engage those at the earliest stages of involvement in risky behaviours or those identified as being at heightened risk, and to provide them with the guidance and support necessary to make safe and positive life choices.
## **Our Approach**
We delivered weekly one-to-one mentoring sessions tailored to the unique needs of each young person. Through this personalised approach, mentors were able to build trust, identify barriers, and co-develop practical strategies that foster resilience, self-confidence, and constructive decision-making. This consistent support ensures that young people are not only diverted from potential negative pathways but are also empowered to set and pursue positive personal, educational, and social goals.
Through our mentoring programme, young people experienced positive, measurable outcomes across several key areas. Young people have re-engaged with education, returning to school, improving attendance, or accessing alternative provision suited to their needs. We’ve also seen increased confidence, improved emotional wellbeing, and stronger communication and decision-making skills.
The Mentors build trusted relationships that give young people space to reflect, set goals, and feel heard, often for the first time. As a result, they are more resilient, better equipped to manage challenges, and less likely to become involved in harmful behaviours.
For those at risk of exclusion or offending, mentoring offers consistent guidance and connection, helping to reduce isolation and promote stability. Overall, the Positive Futures programme enabled young people to make healthier choices, reimagine their futures. These outcomes reflect the strength of our holistic, youthcentred approach. We remain committed to breaking cycles of disadvantage and supporting young people toward brighter, more secure futures.
|**Outputs**|**No.**|
|---|---|
|Number of 1-1 sessions|1062|
|Online Sessions|204|
|Groupsessions/Workshops|55|
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## **OSMANI TRUST LIMITED**
## **( A Company Limited by Guarantee)**
Trustees' Report
for the year ended 31 March 2025
**----- Start of picture text -----**
Outcomes No.
Reduced Violence/o�ending 31
Improved relationship with educational provisions 78
Positive lifestyle changes 119
Improved Relationship with Family 69
Improved Relationship with mentor 123
20
Training and Qualifications
Employment 26
**----- End of picture text -----**
## **Case Study**
**Referrer:** Children and Young People Disability Hub (LBBD)
## **Initial Referral**
A 12-year-old child was referred for mentoring with diagnoses of Autism Spectrum Disorder (ASD), ADHD, and speech/cognitive delays. He was on ADHD medication and faced challenges at school—low attendance, difficulty engaging with peers, and signs of low self-esteem and social isolation. His mother expressed concern about his emotional regulation. At induction, he was withdrawn, focused on his tablet, and non-verbal. His mother answered on his behalf, but he was praised for attending.
## **Building the Relationship**
Trust developed slowly. The mentor discovered the child’s interests—video games, football, and hands-on activities like assembling furniture. Sessions were tailored accordingly, often beginning with a relaxed pizza lunch. He gradually opened up, sharing his school struggles and lack of friendships. Though his attendance was inconsistent, the mentor supported his mother through an Education, Health and Care (EHC) Plan assessment to address his needs.
## **Progress and Development**
A turning point came when he invited the mentor to help build a bedframe—an act of trust and connection. He showed patience, resilience, and improved emotional regulation. A school transfer was confirmed, and the mentor worked with the SEND lead to support a smooth transition. Community-based sessions followed, during which he displayed growing confidence and was more open in conversation. After moving schools, he reported improved attendance and began settling in well. Significantly, he joined three peerbased youth activities—key milestones in his social development.
## **Outcomes**
Within ten weeks, he showed notable progress in confidence, resilience, and social interaction. The mentoring provided a stable environment during a major transition. Just six weeks into his new school, he received a bravery award and began forming friendships. Though peer relationships remain a work in progress, he is now more open and engaged. He’s been invited to a summer programme to continue building social confidence.
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## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)** Trustees' Report
for the year ended 31 March 2025
## **Parental Feedback**
“Abdul supported my son over the past 3 months. He also supported us as a family. He helped him through tricky situations and was always reliable in coming round and making sure he was ok. My son enjoyed all his sessions with Abdul and expressed to me that he will miss Abdul coming round.”
## **Other Testimonials**
## **Young People**
''Participating in footballing activities with the Osmani Trust has had a considerable impact on my development both on and off the pitch. Through their football programme, I’ve improved my technical ability, increased my confidence in my footballing ability, and learned the importance of teamwork and discipline. The coaches and mentors genuinely care and have supported me every step of the way. I'm grateful for everything they've done for me’’ – **YP**
''My mentor helped me set a path I can follow to achieve my goals. They gave me support and the right guidance I needed to stay strong mentality and physically. Mo and his team have really been a great help in my sports, academics and mental side of life and I probably wouldn't be as good as I would've been without them’’ - **YP**
''Osmani Trust supported me throughout my gap year with career advice and helped me gain pharmacy work experience, which played a key role in my journey. With their help, I secured a place to study MPharm at UCL. Thanks!’’ - **YP**
## **Teachers/Partners**
_"Newham PRUs is absolutely delighted with the mentoring support provided by the Osmani Trust. Their relational strategies, combined with a truly student-centered and nurturing approach, align perfectly with Newham PRU's ethos and mission._
_The Osmani Trust mentors have offered consistent and invaluable support to some of our most hard-toreach students. This has been delivered through both targeted 1:1 sessions and engaging group workshops, making a significant difference in the lives of our young people._
_Beyond their direct mentoring, the Osmani Trust mentors have seamlessly become a vital part of our school community. Their willingness to join whole-school events and actively participate in enrichment activities further demonstrates their dedication and commitment to our students' holistic development. We highly recommend their services!"_
## **Kacey Cuskelly (she/her) - Newham PRU’s**
_“The mentors from the Osmani Trust have had a significant impact with their mentees and the wider school community. The mentors quickly built rapport with our young people and developed positive relationships with them. The students felt able to open up to their mentors and have frank conversations with a trusted adult about issues that concerned them. The mentors was reliable, personable and professional; they swiftly became part of our team. A huge thank you to Emdadur, Abdul, Elisa, Foysol, Mohibur and the rest of the Osmani Trust team.”_
## **David Dobbs – Lister School**
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## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)**
Trustees' Report
for the year ended 31 March 2025
## **MyEnds Better Bethnal Green (BBG)**
## **Overview**
Better Bethnal Green (BBG) is a consortium in Bethnal Green, Tower Hamlets, formed as part of the flagship Greater London Authority’s (GLA) MyEnds programme, funded by the Mayor of London’s Office for Policing and Crime (MOPAC) through the Violence Reduction Unit (VRU). The programme addresses youth violence at a neighbourhood level by working with local communities, organisations, and statutory partners.
## **Leadership & Governance**
BBG is led by Osmani Trust, in partnership with:
- Spotlight
- Streets of Growth
- Tower Hamlets Council Voluntary Services (THCVS)
## **BBG has a strategic board which includes key representatives from:**
- London Borough of Tower Hamlets (LBTH)
- THCVS
- Metropolitan Police
- Local young people and resident representatives
## **Aims & Approach**
The BBG Consortium worked collaboratively with the Council, Police, Youth Offending Team, Pupil Referral Unit (LEAP), Schools and the wider voluntary sector partners and:
- Delivered a range of prevention, intervention, and capacity-building initiatives addressing violence in Bethnal Green.
- Engaged youth networks, statutory bodies, businesses, and community organisations to co-produce meaningful activities.
- Provided sustainable opportunities for young people most at risk of or affected by violence.
## **Year One Achievements**
In its first year, BBG successfully embedded 14 Violence Reduction Intervention programmes across schools, community organisations, and stakeholder groups.
## **Key highlights:**
- National Recognition: BBG’s PRU-based youth provision was selected for the National VRU Ecorys Evaluation, which recognised the strength of our _Casework Model_ in building parental trust and practitioner relationships. This resulted in increased engagement from traditionally “hard-to-reach” young people.
- Youth Engagement: BBG engaged 1,083 young people at risk of serious youth violence in a wide range of diversionary activities, resulting in positive outcomes.
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## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)** Trustees' Report
for the year ended 31 March 2025
- Youth Opportunities Fund (YOF): Five grassroots organisations were awarded grants and capacitybuilding support, providing tailored provision to hard-to-reach groups. These projects included youth mentoring, 1:1 support, employability training, and financial entrepreneurship, reaching an additional 689 beneficiaries.
## **Outputs & Outcomes 2024–2025**
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Outputs No.
Young People Engaged in Services/Activities: 1,083
New Youth Facilities Opened: 1
Accredited Training Courses Completed: 15
Young People Completed Training: 36
Young People Secured Jobs: 4
Grassroots Organisations Funded: 5
Hours of Detached Youth Work Delivered: 580
New Youth Workers Deployed: 3
Community Events Held: 3
Organisations & Community Representatives Engaged: 100+
Critical Incidents Responded To: 2
**----- End of picture text -----**
## **Case Study**
When AI first joined our mentoring programme at LEAP, he was considered a high-risk young person by social services and other agencies. He had been expelled from several schools, was known for cyberbullying, and was out of education. AI also had special educational needs and required tailored support.
Through 1:1 mentoring, AI was re-engaged in education and given a fresh start despite his history of exclusions. Our team provided 1:1 mentoring, addressing his behaviours, attitudes, and decision-making. Together, we set achievable goals, helped him reflect on his past, and guided him towards positive change.
AI actively engaged in workshops on relationships, peer pressure, social media safety, gangs, exploitation, and employability. Hearing from people with lived experience inspired him to take responsibility and commit to self-improvement.
He soon became one of LEAP’s most consistent attendees and lead volunteers. AI has taken part in community events, supported peers, and even accepted private tuition to improve academically. His predicted GCSE grades have risen significantly, and he now aspires to become a youth worker, helping others as he was once helped.
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## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)**
Trustees' Report
for the year ended 31 March 2025
Today, AI is:
- A lead volunteer at LEAP, supporting weekly activities and community events.
- Preparing to enrol in a Level 1 Youth Work course.
- Continuing private tuition and improving in education.
- Mediating conflicts and building safer, healthier relationships.
- Exploring part-time employment opportunities while volunteering at Osmani Trust.
## **Impact**
AI ’s journey shows how early intervention, tailored support, and positive role models can transform a young person’s life. He has gone from high-risk and excluded to becoming a role model and future youth worker, dedicated to giving back to his community.
## **Criminal Justice Service**
## **The Bridge Programme**
For many individuals on probation in Tower Hamlets and Newham, life can feel like a series of closed doors, barriers to employment, education, and stability. The Bridge Programme opens those doors. Designed with precision and delivered with expertise, it provides holistic, personalised support for BAME and Muslim participants from all ethnicities, addressing every dimension of reintegration: housing, health and wellbeing, addiction support, family guidance, financial planning, education, employment, and mentoring. Every intervention is bespoke, crafted to equip participants with the skills, confidence, and resilience to succeed.
When the programme officially launched in March 2024, it hit the ground running. Every staff member had undergone rigorous specialist training, ensuring that mentorship was not only compassionate but also expertly informed, flexible community-based mentoring, and seamless collaboration with Probation Officers from Tower Hamlets & Newham delivery units created a framework where participants could engage fully and consistently.
By December 2024, the programme had already exceeded its year 1 targets. Participants were not just taking small steps, they were making leaps. Take AO (service user) for example. Joining the programme in November 2024, AO had been disengaged, lacking direction and employment. Through the Bridge Programme, AO gained practical skills, completed multiple training courses, and applied for apprenticeships with leading employers, including MACE. Within months, a sense of purpose replaced uncertainty.
AO’s journey is mirrored across the programme. Participants have achieved vocational qualifications, secured stable employment, and developed the resilience and confidence to pursue their ambitions. Beyond tangible achievements, the programme nurtures personal growth. One participant (YP) discovered stability and direction through mentoring, education, and spiritual exploration, illustrating the programme’s ability to foster holistic transformation.
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## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)**
Trustees' Report
for the year ended 31 March 2025
This success is a direct result of the tireless dedication of Bridge Programme mentors. Their hard work, commitment, and personalised guidance ensure that every participant receives the support needed to overcome barriers and thrive. Probation Officers consistently highlight the programme’s excellence. Below are some examples of feedback we received from Probation Officers attached to Tower Hamlets & Newham delivery units
- “The Bridge project is an amazing programme that helps support our service users”
- “The Bridge Programme has helped service users a lot with their mentoring scheme and support. I have had a lot of positive feedback about The Bridge Programme”
- “Clear course for improvement and I saw over sessions that the small number of cases that I had on it responded mostly well and showed lasting improvements month after month”
- “Many positive benefits, including gaining training and employment services, but also development of social capital through interacting with positive role models who have close connections to the local community”
- “My PoP (person on probation) gained employment and support funding courses”
- “This service has provided the service users with the training and coaching to secure a job and remain confident”
The Bridge Programme is more than a support service, it is a launchpad. Participants move from uncertainty and isolation to empowered, productive lives. Through exceptional mentorship, tailored opportunities, and unwavering guidance, the programme transforms potential into achievement, opening doors to futures that once seemed impossible.
- 96.9% did not re-offend whilst on the programme
- 39.3% gained employment, accessed training or education
- A total of 573 Mentoring sessions took place with these clients
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Outputs No.
Number of referrals received via HMPPS Jitbit – April 2024 – March 209
2025
Number of referrals worked with 191
No. 1-2-1 Mentoring sessions 573
Outcomes achieved across the resettlement pathways: No.
Access to employment 15
Access to training, education, driving classes 47
GP Referral 5
Housing support referral and engagement 10
ID securement 13
Support to set up Bank accounts 5
Benefits and Job Centre engagement 6
Substance misuse service referral and engagement 3
Mental health service referral and engagement 1
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## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)**
Trustees' Report
for the year ended 31 March 2025
## **Education & Employment (E&E)**
E&E’s primary objective is to support people who are unemployed and require training, education, and support with employment.
We delivered accredited and non-accredited qualifications, provided Information Advice & Guidance, created Individual Learning Plans, SMART targets, employability workshops, and courses to help individuals progress. We inspired and empowered individuals to achieve their desired goals.
## **Know The Risks**
Osmani Trust was the designated delivery partner of choice for the KnowTheRisks Programme. Aimed at tackling the misuse of N20 (Nitrous Oxide), through the delivery of preventative workshops for young people in schools, and to residents of Tower Hamlets in other community settings.
The project was a four-way collaboration between the London Borough of Tower Hamlets, Queen Mary University London, the Mayor of Tower Hamlets and Osmani Trust, to:
- Deliver preventative and informative Nitrous oxide workshops to educate people on the dangers of Nitrous oxide use
- Empower all attendees with knowledge of how to spot the symptoms of neurological damage from nitrous oxide, and knowledge of how to get help
- Prevent neurological harm through knowledge of the risks of nitrous oxide
- Dissuade users from further problematic misuse of nitrous oxide through collaboration with community safety teams
**----- Start of picture text -----**
Outputs No.
Number of workshops delivered in mainstream secondary schools 21
Number of workshops delivered in Pupil Referral Units community 5
settings
Number of workshops delivered in private secondary schools 6
Number of workshops delivered in college setting 2
Number of workshops delivered to community youth groups 36
Number of workshops delivered to resident groups 2
Number of young people and adults attended the workshop 1083
**----- End of picture text -----**
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for the year ended 31 March 2025
## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)** Trustees' Report
## **Health and Sports**
## **MCGP – OC ACTIVE – Community Sports & Health Project**
The Tower Hamlet Mayor’s Community Grant Programme enabled us to increase engagement in physical activities and sport, particularly by young girls, women and people from Black, Asian & Multi-Ethnic communities. We improved health outcomes, both physical and mental, and confidence through participation in physical activities, sport and cultural activities.
## **2024–25 at a glance**
- 158 residents engaged
- 274 sessions delivered (football, badminton, basketball; women-only, youth, men 45+)
- 103 participants reported improved physical and/or mental wellbeing
- 8 Sports Champions trained (coaching, First Aid, Safeguarding, officiating)
- 10 new volunteers recruited and queued for training
- 400+ young people reached via Tower Hamlets Community Cup
**Outputs / Outcomes 2024-25**
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Sports Session & Annual Average per Number of Total
Events 2024/25 session sessions/games attendance
Women Basketball Session 12 45 540
Young Girls Badminton Session 10 45 450
Female Badminton 16 45 720
Female Friday Badminton 10 37 370
Young vulnerable adults Football 20 44 880
Female Indoor Football 15 14 210
Male 45+ Football Session 20 44 880
Total 103 274 4050
Annual Events Attendees Number of teams Total
attendance
16 [th] Annual Tower Hamlets Community Young people 40 350+
Cup Plus, supporters 200+
Annual Total Attendance 4600
**----- End of picture text -----**
21
## **OSMANI TRUST LIMITED**
## **( A Company Limited by Guarantee)**
Trustees' Report
for the year ended 31 March 2025
## **Delivery summary**
- Weekly, culturally sensitive sessions across local venues; women-only offers led by female coaches with venue privacy.
- Behaviour-change workshops: Know the Risks (nitrous oxide), SMART goals, and healthy eating.
- Tournaments as gateways into sustained weekly activity (Community Cup; Indoor 5-a-side with Youth Space).
## **Who we reached**
Black, Asian and multi-ethnic residents under-represented in mainstream sport; women and girls seeking safe female-led spaces; adults 45+ rebuilding their confidence, fitness and social connection.
## **Impact**
- Health & wellbeing: 103 participants reported improvements; routine-building through frequent, local sessions.
- Social connection: Regular group activity reduced isolation, especially among 45+ men.
- Local capacity: 8 trained Sports Champions; a clear pathway from participant → volunteer → leader.
## **Mini case studies**
- AH (16): Joined women-only badminton; confidence and friendship networks up; exploring volunteering.
- SM (54): Re-engaged via 45+ football; improved mood, weight management, and peer support..
## **SPORTS ENGLAND – She Can Sports Project**
A women-only basketball and badminton programme tackling cultural and social barriers facing women and girls in Tower Hamlets and nearby boroughs; sessions were co-designed to be safe, accessible, enjoyable, and inclusive.
Key achievements: engaged 50+ girls and women to date; sustained 25 weekly attendees across both sessions; delivered regular female-only activities; recruited 4 volunteers now in training; and opened leadership pathways via a Sports Champion route into volunteering and coaching.
Impact: created culturally appropriate spaces enabling many to re-enter sport post-school; boosted confidence, skills, friendships, and mental wellbeing; reduced isolation through peer networks (e.g., WhatsApp groups) that reinforce attendance; and started a pipeline of female leaders to support long-term sustainability.
Next steps: increase participation, progress volunteers into leadership roles, secure further funding, and empower participants to eventually run sessions independently—building a lasting legacy of improved health and wellbeing for local women and girls.
22
## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)**
Trustees' Report
for the year ended 31 March 2025
## **Jack Petchey Awards Scheme**
## **Jack Petchey Awards**
The Jack Petchey Awards Scheme recognised sustained effort, positive change and peer leadership across girls’, mixed, and women-only provision. Mid-year awards celebrated rapid progress in sport and youth engagement; award funds were used for pro-social rewards group meals, bowling and go-karting that reinforced attendance, teamwork and confidence. Autumn awards highlighted turnarounds from anti-social behaviour toward disciplined participation (e.g., boxing), regular youth-club engagement, volunteering and accredited learning, including progress toward Level 3 First Aid. The Jack Petchey Leaders Award recognised a dedicated adult volunteer whose consistent support for youth football improved access for young people with low confidence and from deprived backgrounds.
## **Jack Petchey Leaders Award**
The Jack Petchey Leaders Award recognised a dedicated adult volunteer whose consistent support for youth football improved access for young people with low confidence and from deprived backgrounds.
## **Leaders Award Grant Activity (New Projector)**
Projecting EURO football matches in a safe, supervised club created inclusive, high-enjoyment spaces that boosted social connection and increased participation in wider activities. Overall, the scheme provided motivation, structure and positive recognition, with measurable gains in confidence, peer leadership and sustained engagement.
## **Osmani Centre**
The Osmani Centre provides a great contemporary location for our offices as well as a youth and community centre. The centre also has training/meeting rooms, fitness studio, multi-gym space and changing rooms. Other facilities include a large seminar hall, catering kitchen and a roof garden. Most of these facilities are also available for hire to organisations and the local community.
Osmani Centre has undergone some fantastic renovations and improvements to better serve the community and provide a wide range of facilities for various user groups. The addition of a new Podcast room, Sensory room and new kitchen facilities for youth services shows a commitment to inclusivity and meeting the diverse needs of service users. The centre's availability for hire to organisations and the local community, as well as its role as a community hub, highlights its importance as a versatile and welcoming space. The improvements made, such as enhancing accessibility, further demonstrate a dedication to creating a more inclusive environment for all users
Renovation work for the building was in line with our trajectory, where we are seeing an increasing number of visitors and service users coming through our doors. This year we have seen over 57,000.00 people visit our centre. We have an increase of users from charity organisations, local authority bookings and small/start up local businesses using our facilities for training, seminars, sports and fitness classes. A diverse group of people used the centre’s facilities.
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## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)** Trustees' Report
for the year ended 31 March 2025
## **Youth Facilities**
The Osmani Centre has a dedicated floor for youth services comprising a modern, fully equipped youth centre, Active Studio, Multi-gym space, training rooms and kitchen facilities, with the addition of a new Podcast room.
## **Other Highlights at Osmani Centre**
- Open 7 days a week, all year round for an incredible range of youth and community services and facilities
- Catered for conferences, exhibitions, community events and meetings including;
- NHS
- London Borough of Tower Hamlets Council
- Bangladesh High Commission
- Hestia
- Bounce Back
- Tower Hamlets Scouts Group
- Sported Foundation
## **Improvements**
The Osmani Centre made significant improvements last year to ensure compliance with the Disability Discrimination Act and enhance inclusivity for users with disabilities. These improvements include installing a new automatic sliding door at the main entrance, the ground floor area has been opened up to create a spacious layout, a hearing loop around the entire building and upgrading the flooring on all toilets. The new reception area has been designed to create a more welcoming atmosphere, and there is now a more accessible space on the ground floor for wheelchair users and those with mobility needs.
The Osmani Centre is dedicated to being an environmentally friendly organisation. We have taken steps to reduce our carbon footprint and energy consumption. Our staff participated in an eco-tip workshop to learn how to be more eco-friendly, while an independent auditor assessed our building to provide recommendations for improvement. Following these recommendations, we are in the process of installing new Air Source Heat Pumps, LED lights for the entire building, and Solar panels to store energy and reduce emissions. These initiatives demonstrate our commitment to sustainability and being environmentally friendly. These works are estimated to be completed by March 2026.
24
## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)** Trustees' Report
for the year ended 31 March 2025
## **TRUSTEES REVIEW**
## **Introduction**
The Trustees present their Report together with the Audited Financial Statements for the year ended **31 March 2025** under the Charities Act 2011. All members of the Trustee Board are Directors of the charitable company, and this report therefore also serves as a Directors’ Report in accordance with the Companies Act 2006.
This year, the UK charity sector faced a “triple squeeze” _(source: CAF)_ :
- **Rising Costs:** Inflation, energy prices, rent, and insurance premiums surged, while the National Minimum Wage and Employer National Insurance contributions increased. The enduring impact of the cost-of-living, rising prices and sustained inflation has continued to place significant pressure on young people, families and communities.
- **Falling Funding:** Public donations declined due to the cost-of-living crisis, and grant funding became more competitive.
- **Increased Demand:** 86% of charities reported rising demand for services, especially in poverty relief, mental health, and housing support.
For Osmani Trust, **2024–25 has been a year of consolidation and progression** —steadying the organisation while ensuring our long-term sustainability remains firmly on track. Despite these challenges, we have continued to deliver vital programmes to young people and families, striving to do more with limited resources. Our frontline services once again supported thousands of beneficiaries during the year.
## **Funding and Service Delivery**
The employment and training landscape remains difficult for sub-contractors like us, resulting in reduced direct provision in these areas. However, we successfully embedded employment, training, information and advice components into wider projects to ensure young people and adults’ needs continued to be met. The ongoing development of the **MyEnds violence reduction initiatives** , **specialist mentoring** programmes, and funding through the **Tower Hamlets Mayor’s Community Grants** provided strength, continuity and stability during the year and into the future.
## **Organisational Development and Infrastructure**
Significant investment in organisational infrastructure has transformed how we operate. Improvements in key internal systems— including HR processes and financial management—have enhanced efficiency, transparency and accountability. This investment ensures we remain resilient and fit for purpose as services expand.
## **Income and Fundraising**
Osmani Trust received income from a broad range of sources, including statutory agencies, local and central government, charitable trusts and corporates. In addition, we continued to generate unrestricted income through room and facility hire at the Osmani Centre.
We enter **2025–26** with optimism. Several major grants and contracts are secured until 2026 and beyond, offering **stability** and **assurance** for ongoing and expanding provision.
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## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)** Trustees' Report
for the year ended 31 March 2025
## **Restructure and Future Sustainability**
To ensure long-term sustainability and organisational effectiveness, we commenced and implemented a structural review and organisational restructure during the year. This process focused on ensuring we remain adaptable, efficient and capable of managing growth while continuing to meet the evolving needs of our community.
The Trustees are, therefore, of the opinion that the accounts should be drawn up on a going concern basis.
## **Strategic Review**
The Trust’s Strategic Review 2024-27 forms the basis of its operational plan to consolidate and sustain itself and its future goals. Plans included:
## Projects/Services
- Ensure projects provide excellent services that make a positive impact on users and are recognised as such by effective recruitment, improved evaluation and data collection and improved promotion and profiling of achievements via seminars, website, and social media.
- Enable sustainable growth by aiming for longer term core funding and recruiting for an additional programme manager and expanding the fundraising team.
- Continue to develop and expand services for young people by initiating research on youth violence, knife crime and criminal justice system.
- Devise a strategy for our Education and Employment services.
- Continue developing Health and Sports services.
- Explore social enterprise opportunities.
- Continue to improve understanding of local people and develop new services by carrying out local surveys, workshops, focus groups etc.
Strategic Review 2024-27 will form the basis of future operations and sustainability.
## Human Resources
- Ensure staff are clear, committed and motivated to the OT vision, mission, aims and objectives and Strategic Plan by reinforcing these in the induction process, bi-annual all staff meetings and away day sessions.
- Ensure staff are equipped to deliver the highest quality services and assist in their career development by conducting training analysis needs, specialist support and continued monitoring of a training matrix.
## Osmani Centre
- Ensure that Osmani Centre is financially self-sustaining and contributing to overall core costs of Trust by continuing to build up annual income to £300k in 3 years’ time.
- Be best prepared, with a strategy plan, in the event OC remains closed for any period due to Government advice/guideline.
26
## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)**
Trustees' Report
## for the year ended 31 March 2025
- Maximise building use and related income generation from hire of facilities.
- Review prices and be competitive in the market.
- Maintain overall running costs at efficient levels by investing in quality plant and machinery, value for money maintenance contracts.
- Seek capital funding to maintain the building at a high level.
## Fundraising, sustainability, and development
- Increase investment in fundraising and business development capacity to ensure resources match ambition by increasing funding team capacity and closely monitoring income targets.
- Seize emerging strategic opportunities. Work with stakeholders and others to identify new opportunities for strategic service development and target opportunities that are aligned to OTs vision.
- Diversify sources of income and funding by setting up digital fundraising framework integrated with website, social media and mailing software. Explore crowdfunding, corporate sponsorship and legacy funding.
- Explore opportunities to conduct / commission research in key service areas by working in partnership with universities, academics, and such.
## Partnerships and networks
- Seek out strategic partnerships to ensure that Osmani Trust is well placed to access regional and national funds to provide services locally.
## PR promotions and media
- Communicate vision and aims of OT to the public and stakeholders.
- Increase profile of successful projects / services and their impact.
- Increase staff capacity with media/PR role by recruiting Media/PR Intern or Sessional Staff.
## Finance objectives
- To achieve a steady increase in income, particularly unrestricted and control expenditure against agreed minimum targets.
||**Activity**|**2025/26**|**2025/26**|**2026/27**|**2026/27**|**2027/28**|**2027/28**|
|---|---|---|---|---|---|---|---|
||**OT Total**
**Income**||Achieve £2m+
pa||Achieve £2.2m+pa||Achieve £2.4m+pa|
||**Balance Sheet**
**/ Reserves**|
|Achieve surplus
IE balance
Maintain positive
total Balance
Sheet £999K+|
|Achieve surplus IE
balance
Maintain positive
total Balance Sheet
£1m+|
|Achieve surplus IE
balance
Maintain positive total
Balance Sheet £1.2m
+
Build on and maintain
reserves|
27
## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)**
Trustees' Report for the year ended 31 March 2025
## **Financial Review**
## **Results for the year**
The Statements of Financial Activities shows a net surplus of £211,323 (2024 net surplus was £275,280) with a positive Balance Sheet value of £999,260 (2024 was positive £787,937).
## **Reserves Policy and going concern**
The Management Committee (MC), made up of all Trustees/Directors, has established a reserves policy as part of its plans to provide long-term support to essential services, building maintenance and staff. The MC calculates the reserves as part of the charity’s unrestricted income funds that are freely available after considering designated funds (restricted funds) that have been earmarked for specific project use. The reserves currently stand at £452,530 and are calculated as follows:
Total unrestricted funds of £628,492 Less designated funds (£175,962)* Total free reserves £452,530
The MC intends that, where appropriate, designated funds are spent within a reasonable period of receipt and therefore foresee a need to maintain reserves sufficient to provide certainty of funding for essential services. Therefore, the minimum target for reserves is equivalent to 3 months of operational costs, which is approximately £215,000. The present level of reserves is in surplus of this target. The strategy is to continue building through planned operations and explore capitalising surplus unrestricted funds in minimalrisk investments.
*Fixed assets
The minimum reserve requirement is calculated as follows:
**----- Start of picture text -----**
Requirement Balance
Requirement for essential services £50,000
Requirement for staff £135,000
Requirement for other charitable expenditure £30,000
Total reserve requirement £215,000
**----- End of picture text -----**
Each year the MC are required to review balances held in designated funds, if any, to determine whether these funds are likely to be committed in the near future and the extent to which there is a continuing need identified for any particular designated fund(s). Any inactive funds will be closed, and the funds transferred to reserves. The MC and the management team have reviewed all expected income and expenditure projections and concluded that, together with the reserves, there is a reasonable expectation that Osmani Trust has adequate resources to continue in operational existence for the foreseeable future. The Osmani Trust, therefore, continues to adopt the going concern basis in preparing its financial statements.
28
## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)** Trustees' Report
for the year ended 31 March 2025
## **Fundraising Activities**
Osmani Trust’s funding is received from the hiring of its rooms, private and public contracts, and charitable trusts, foundations and other grant-giving bodies.
- The Trust employs and is supported by a small team of bid writers who fundraise.
- The Trust did not carry out any street collections or face to face public collections.
- The Trust did not work with any commercial participators/professional fundraisers for cash/donation collections.
- It did not undertake any telephone or mailing fundraising campaigns.
- The Trust endeavours to operate in line with the values of the Code of Fundraising practice administered by the Fundraising Regulator.
## **Risk Management**
The Management Committee conducted a review of the major risks to which Osmani Trust is exposed. A risk register is updated at least annually, where appropriate, systems or procedures have been established to mitigate risks. Significant external risks to funding have led to the development of a strategic plan which will allow for the diversification of funding and activities. Internal control risks are minimised by the implementation of procedures for authorisation of all transactions and projects. Procedures are in place to ensure compliance with the health and safety of staff, volunteers, clients, and visitors to the Centre. These procedures are periodically reviewed to ensure that they continue to meet the needs of Osmani Trust.
Senior Managers and Trustees have addressed any operating deficits by restructuring the organisation, close control of expenditure, efficient process of credit control and fundraising efforts. Going forward, Osmani Trust will continue to operate on a budget that reflects the need to build reserves.
## **DIRECTORS/TRUSTEES’ RESPONSIBILITIES**
The Trustees, who are also Directors of Osmani Trust Limited for the purposes of Company Law, are responsible for preparing the Trustees’ Annual Report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (UK GAAP applicable to smaller entities). Company/Charity law requires the Trustees to prepare financial statements for each year, which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure of the charitable company for that period. In preparing these financial statements, Trustees are required to:
29
## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)**
Trustees' Report
for the year ended 31 March 2025
- Select suitable accounting policies and then apply them consistently.
- Observe methods and principles in the Charities SORP.
- Make judgements and estimates that are reasonable and prudent.
- State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements.
- Prepare financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.
The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006 and Charities Act 2011. 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.
In so far as the Trustees are aware:
- There is no relevant audit information of which the charitable company’s auditor is unaware; and
- As the Directors of the company, we have taken all steps that we ought to have taken in order to make ourselves aware of any relevant audit information and to establish that the company’s auditors are aware of that information.
## **Independent Auditors**
Abacus Partners (Ldn) LLP are deemed to be reappointed in accordance with an elective resolution made under Section 386(1) of the Companies Act 1985 which continues in force under the Companies Act 2006. These financial statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 and the Financial Reporting Standard for Smaller Entities (effective January 2015) relating to small companies.
This report was approved by the Directors/Trustees on 26 November 2025 and signed on its behalf by:
## **Imadul Islam** (Chairman)
30
## **OSMANI TRUST LIMITED**
## **( A Company Limited by Guarantee)**
Independent Auditor’s Report to the Directors/Trustees of Osmani Trust Ltd for the year ended 31 March 2025
## **Opinion**
We have audited the financial statements of OSMANI TRUST LTD (the ‘charitable company’) for the year ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash flows 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:
- give a true and fair view of the state of the charitable company’s affairs as at 31 March 2025 and of its income and expenditure for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Companies Act 2006.
## **Basis for opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
## **Conclusions relating to going concern**
In auditing the financial statements, we have concluded that the Trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’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 annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information.
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
31
## **OSMANI TRUST LIMITED**
## **( A Company Limited by Guarantee)**
Independent Auditor’s Report to the Directors/Trustees of Osmani Trust Ltd for the year ended 31 March 2025
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 of events obtained in the audit. 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:
- the information given in the trustees’ report, which includes the directors’ report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- the directors’ report included within the trustees’ report has been prepared in accordance with applicable legal requirements.
## **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 included within the trustees’ 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:
- adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
- the financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of trustees’ remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit.
- the trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preparing the trustees’ report and from the requirement to prepare a strategic report.
## **Responsibilities of trustees**
As explained more fully in the trustees’ responsibilities statement in the Trustees' 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 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 company or to cease operations, or have no realistic alternative but to do so.
32
## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee)**
Independent Auditor’s Report to the Directors/Trustees of Osmani Trust Ltd for the year ended 31 March 2025
## **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. Our procedures, designed to detect significant irregularities, including fraud, are detailed below:
- We obtained an understanding of the legal and regulatory frameworks that are applicable to the charitable company and determined the extent of any areas of non-compliance, and their effect on the financial statements, and our audit opinion.
- We considered provisions of laws and regulations that don’t have a direct effect on the financial statements, but where compliance might be fundamental to the charitable company’s ability to avoid a material penalty
- We communicated with those charged with governance, in order to understand whether there were any events that could affect the operational activities of the organisation, or any legal or capital obligations, that could require disclosure.
- We considered the charity’s susceptibility to material misstatement and fraud. Our considerations included the risk of management override, as well as revenue recognition in relation to grants.
- We verified service delivery income to contracts, and checked that income recognised, and the associated costs of generating it, and expended in delivery of projects, was appropriately recognised to their correct financial periods.
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.
Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit, in accordance with auditing standards. For example, the further removed noncompliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. We are not responsible for preventing non-compliance and cannot be expected to detect noncompliance with all laws and regulations.
33
## **OSMANI TRUST LIMITED**
## **( A Company Limited by Guarantee)**
Independent Auditor’s Report to the Directors/Trustees of Osmani Trust Ltd for the year ended 31 March 2025
## **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.
Nur Ahmed Chowdhury FCCA (Senior Statutory Auditor)
Abacus Partners (Ldn) LLP Unit A, Abbotts Wharf 93 Stainsby Road London E14 6JL
10[th] December 2025
34
## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee) STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING THE INCOME & EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2025**
|**INCOME AND EXPENDITURE**
Notes
**INCOMING RESOURCES**
Donations and
legacies
**5**
Activities for Generating
Funds
**6**
Charitable Activities Income
**7**
**Total Income**
**RESOURCES EXPENDED**
Fundraising Costs
**8**
Charitable Activities Costs
**9**
Administrative Costs
**10**
**Total Resources Expended**
**NET INCOME /DEFICIT FOR THE**
**YEAR**
**Funds at 1 April 2024 (b/Fwd.)**
**Fund Movement**
**19**
**Funds at 31 March 2025**|**Total**
**Unrestricted**
**Restricted**
**2025**
£
£
£
36
-
36
286,947
-
286,947
364,610
1,249,709
1,614,319
**651,593**
**1,249,709**
**1,901,302**
143
-
143
70,208
958,839
1,029,047
517,444
143,346
660,790
**587,795**
**1,102,185**
**1,689,980**
63,799
147,524
211,323
620,369
167,569
787,938
(55,676)
55,676
**628,492**
**370,769**
**999,260**|**Total**
**2024**
£
36
317,775
1,387,854|
|---|---|---|
|||**1,705,665**|
|||27,809
896,589
505,988|
|||**1,430,386**|
|||275,280
512,658|
|||**787,937**|
All the activities of the charitable company are from continuing operations.
The notes on pages 38 to 46 form part of these accounts.
35
## **OSMANI TRUST LIMITED ( A Company Limited by Guarantee) STATEMENT OF FINANCIAL POSITION FOR THE YEAR ENDED 31 MARCH 2025**
|Note
s
**Fixed Assets:**
Tangible Assets
**14**
**Current Assets:**
Debtors & prepayments
**15**
Investments
Cash at Bank and in hand
**Creditors:**
Amount falling due within one year
**16**
**Net Current Assets**
**Creditors:**
Amount falling due more than one
year
**17**
**Total Net Assets**
**Funds**
Unrestricted funds
**19**
Restricted Funds
**19**
**Total Funds**|£
205,244
25,252
693,793|**Total**
**2025**
£
175,969
844,291
1,020,260
21,000
**999,260**
628,492
370,769
**999,260**|162,170
25,252
865,345
1,052,767
427,337|**Total**
**2024**
£
195,507
625,430|
|---|---|---|---|---|
||924,289
79,998||||
||||||
|||||820,937
33,000|
|||||**787,937**|
|||||620,369
167,569|
|||||**787,937**|
These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies' regime and in accordance with FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland". They were approved by the board of directors and authorised for issue on 26 November 2025, and are signed on behalf of the board by:
Mr.Imadul Islam Mr.Shaynul Khan (Chairman) (Treasurer)
36
## **OSMANI TRUST LIMITED (A Company Limited by Guarantee) STATEMENT OF CASHFLOWS FOR THE YEAR ENDED 31 MARCH 2025**
|**£**
**Cash Outflow from Operating Activities**
Operating Profit
211,323
Depreciation
31,702
(Gain)/Loss on fIxed asset disposal
Operating Profit Before Working Capital Chgs
243,025
(Increase)/Decrease in Debtors
(43,074)
Increase/(Decrease) in Creditors
(347,339)
Cash from Operations
(147,388)
Net Cash Generated from Operations
**Cash Outflow from Investment Activities**
Purchase of Tangible Fixed Assets
(12,164)
Investment purchase
Net Cash inflow/outflow from investment Activities
**Cash Outflow from Financing Activities**
Capital grant released
Increase/(Decrease) of Loans
(12,000)
Net Increase/(decrease) in Cash and Cash Equivalent
Opening Cash and Cash Equivalents
Closing Cash and Cash Equivalents
**Reconciliation:**
Cash at bank and in hand|**£**
211,323
31,702|**2025**
**£**
(147,388)
(12,164)
(12,000)|**£**
275,280
32,804|**2024**
**£**
218,555
(110,454)
(6,000)|
|---|---|---|---|---|
||243,025
(43,074)
(347,339)||308,084
(93,527)
3,998||
||(147,388)||218,555||
||(12,164)
(12,000)||(110,454)||
||||(6,000)||
||||||
|||(171,552)
865,345||102,101
763,244|
|||693,793||865,345|
|||693,793
693,793||865,345
865,345|
See Note 26 for analysis of changes in net debt.
37
## **OSMANI TRUST LIMITED (A Company Limited by Guarantee)**
## **Notes to the financial statements**
**For the year ended 31 March 2025**
## **1. General Information:**
Osmani Trust Limited is a registered charity, and a company limited by Guarantee, registered in England & Wales. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £10 per member of the charity. The address of the registered office is given in the company's charity information page on these financial statements.
## **2. Accounting Convention**
The charitable company is a public benefit entity as defined by FRS 102, and the financial statements have been prepared in accordance with the Statement of Recommended Practice for Charities, preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015)- Charities SORP FRS 102, and the Companies Act 2006.
The financial statements are prepared on a going concern basis under the historical cost convention, and are prepared with pound sterling as the functional currency.
## **3. Accounting Policies**
## **3.1 Going Concern**
Trustees' analysis of forecasts and projections for the 12 months from signing these financial statements, indicate that they should be prepared on the going concern basis. Sufficient funding has been secured to appropriately deliver projects in the year ahead.
## **3.2 Income and Recognition**
All incoming resources are included in the Statement of Financial Activities (SoFA) when the charity is legally entitled to the income after any performance conditions have been met, the amount can be measured reliably and it is probable that the income will be received.
- Grants for immediate expenditure are accounted for when they become receivable.
- Grants restricted to future accounting periods are deferred and recognised in those periods.
- Hall and Room hire income is recognised by the booking date of event.
- Donations and other income are recognised when the Company has confirmation of amount and settlement date.
## **3.3 Expenditure Recognition**
All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Expenditure is recognised where there is a legal or constructive obligation to make payments to third parties, it is probable that the settlement will be required and the amount of the obligation can be measured reliably.
## **3.4 Allocation of Cost**
Costs are allocated between restricted and unrestricted funds in accordance with the resources allocated for the delivery of the activity they relate to, and the appropriate restricted or unrestricted income elements of those activities.
## **3.5 Support cost**
Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include back office costs, finance, personnel and governance costs which support the Trusts programmes and activities. These costs have been allocated between cost of raising funds and expenditure on charitable activities.
38
**(A Company Limited by Guarantee) Notes to the financial statements For the year ended 31 March 2025**
## **OSMANI TRUST LIMITED**
## **3.6 Tangible fixed assets and depreciation:**
Fixed assets for the charity use are capitalised at cost. They are stated in the accounts at cost less depreciation. Depreciation is calculated to write off the cost less the estimated residual value, over asset expected useful lives on the following basis:
Computer and Equipment: Furniture and Fixture Leasehold improvements
20% Reducing balance. 20% Reducing balance. Over the term of the lease
## **3.7 Pensions:**
The pension costs charged in the financial statements represent the defined contribution payable during the year, on the basis of a minimum statutory percentage of pensionable earning.
## **3.8 Investments:**
Investments relate to a 11,112 ordinary shares in an unlisted private limited company. They are valued at cost less impairment.
## **3.9 Funds**
**●** Unrestricted funds comprise the accumulated surplus or deficit in income and expenditure accounts, and are available for use at the discretion of Trustees, to further the general objectives of the entity.
**●** Designated funds comprise unrestricted funds that have been set aside by the trustees for particular purposes. Osmani Trust currently have no funds set aside as designated.
**●** Restricted funds are used in accordance with specific restrictions imposed by funders, or grantmakers. The cost of raising and administering such funds are charged against the specific fund. See Note 13.
## **3.10 Tax:**
Osmani Trust is an exempt charity within the meaning of schedule 3 of the Charities Act 2011 and is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010, therefore meeting the definition of a charitable company for UK corporation tax purposes.
39
## **OSMANI TRUST LIMITED (A Company Limited by Guarantee) Notes to the financial statements For the year ended 31 March 2025**
## **4. Incoming Resources:**
The incoming resources and surplus are attributable to the principal activities of the charity.
## **INCOME SUMMARY**
|**5**
**DONATIONS & LEGACIES:**
Donations
**6**
**ACTIVITIES FOR GENERATING FUNDS**
Rooms, halls and sports facilities hire|**Unrestricted**
**Restricted**
**2025**
**£**
**£**
**£**
36
36
36-
36
**Unrestricted**
**Restricted**
**2025**
£
£
£
286,946
286,946
286,946
- 286,946|**2024**
**£**
36|
|---|---|---|
|||36|
|||**2024**
£
317,775|
|||317,775|
40
## **OSMANI TRUST LIMITED**
## **(A Company Limited by Guarantee) Notes to the financial statements For the year ended 31 March 2025**
|**7**|**CHARITABLE ACTIVITIES INCOME:**
The National Lottery Community Fund
Big Lottery Fund: Awards for All
Blackwall Reach Trust
HM Prison & Probation Service
LBTH BTC Childrens services
CVC Philanthropy
Jack Petchey Foundation
LBTH-Youth Services
LBTH-Local Community Fund
LBTH - Health, Adults & Community
LBTH-Workpath
Muslim Aid
London Learning Consortium
Rinova
Natwest NYA
GLA Violence Reduction Unit - My Ends
GLA Propel (New Deal for Young People)
GLA Young Londoners Fund
East End Community Foundation
Swan Housing Association
London Sport
Al Khair Foundation
Dr. Martens Foundation
Duke of Edinburgh Trust
Sports England
IR UK
Barrow Cadbury
Canary Wharf Group
Power to Change
Queen Mary University
Tower Hamlets Homes
Tower Hamlets Council-Mayors Grant
Tower Hamlets Council - Other
In2Sports
**Total Income**|**Unrestricted**
**Restricted**
**2025**
£
£
£
-
-
1,000
19,000
20,000
149,980
149,980
-
173,085
173,085
3,700
3,700
165,600
165,600
-
-
62,000
62,000
-
-
-
-
23,750
451,250
475,000
12,348
234,603
246,951
1,500
28,500
30,000
-
-
-
-
996
996
-
13,800
13,800
50,000
50,000
43
808
850
-
-
5,050
90,250
95,300
20,258
20,258
5,000
95,000
100,000
340
6,459
6,799
-
364,610
1,249,709
1,614,319
**651,593**
**1,249,709**
**1,901,302**|**2024**
£
71,800
10,000
24,089
37,495
9,900
-
2,700
138,000
41,974
40,000
45,000
22,753
2,622
3,000
380,000
-
40,000
10,500
500
3,500
20,000
20,000
5,815
-
150,000
-
4,000
145,540
35,000
51,179
41,667
30,419
400|
|---|---|---|---|
||||1,387,854|
||||**1,705,665**|
41
## **OSMANI TRUST LIMITED**
## **(A Company Limited by Guarantee) Notes to the financial statements For the year ended 31 March 2025**
## **EXPENDITURE SUMMARY 8 FUNDRAISING COSTS:**
|**8**
**FUNDRAISING COSTS:**
Employment costs
Card machine and processing costs
**9**
**CHARITABLE ACTIVITIES COSTS:**
Employment costs
Grant making and partnerships
Recruitment & CRB
Sessional Coaches and Workshops
Activity Costs, facilities hire, and awards
Training & Accredited Learning
Consumables
Excursions and Residential trips
Reviews and evaluation
Publicity and Marketing
Equipment costs
Subscriptions
Volunteer costs
**10**
**ADMINISTRATIVE COSTS:**
**a) Support Costs**
Employment costs
Volunteers
Accountancy
Payroll
Sessional Workers
Bank Interest and Charges
Consumables
Building Maintenance & Facilities
IT Maintenance
Printing/Postage/Copying, and Stationery
Telephone/Fax/Internet
Legal & Professional
Rent
Staff Training
Depreciation
Utilities|Unrestricted
Restricted
**2025**
£
£
**£**
-
143
143
143
-
143
Unrestricted
Restricted
**2025**
£
£
**£**
-
486,285
486,285
226,578
226,578
1,185
1,185
64,199
69,230
133,429
126,011
126,011
29,706
29,706
-
-
-
1,891
1,891
13,849
13,849
4,824
4,824
5,289
5,289
**70,208**
**958,839**
**1,029,047**
Unrestricted
Restricted
**2025**
£
£
**£**
188,306
188,306
-
2,700
2,700
2,600
2,600
-
-
316
316
16,746
16,746
73,243
73,243
11,401
11,401
5,708
5,708
8,182
8,182
45
45
22,900
91,600
114,500
769
769
31,702
31,702
7,218
28,868
36,086
371,836
120,468
492,304|**2024**
**£**
22,165
5,644|
|---|---|---|
|||27,809|
|||**2024**
**£**
-
323,273
240,568
3,198
168,946
97,925
3,408
23,016
6,226
15,000
1,445
3,663
8,159
1,762|
|||**896,589**|
|||**2024**
**£**
115,961
288
2,700
-
7,399
3,001
8,910
44,496
16,660
5,219
15,248
496
114,500
360
32,804
47,529|
|||415,571|
42
## **OSMANI TRUST LIMITED**
**(A Company Limited by Guarantee) Notes to the financial statements For the year ended 31 March 2025**
|**b) Governance Costs**
Employment costs
Recruitment & CRB
Insurance
Audit Fees
Consultancy and Professional fees
Meeting expenses/Refreshments
**Total Expenses**
**11**
**PROJECT INCOME SUMMARY :**
Criminal Justice & Young Peoples' Services
Education and Employment Project
Shaathi Mentoring Project
OC Active
Osmani Centre and Central Income
Tower Hamlets Island Community
**12**
**PROJECT EXPENSES SUMMARY:**
Criminal Justice & Young Peoples' Services
Education and Employment Project
Shaathi Mentoring Project
OC Active
Osmani Centre and Central Expenses
Tower Hamlets Island Community
**13**
**RESTRICTED FUND MOVEMENT :**
Criminal Justice & Young Peoples' Services
Education and Employment Project
OC Active
Osmani Centre and Central Income
Tower Hamlets Island Community|Opening
Balance
01.04.2024
£
63,771
0
0
48,301
55,498|75,822
75,822
-
10,471
10,471
3,900
3,900
53,773
22,878
76,651
1,642
1,642
145,608
22,878
168,486
517,444
143,346
660,790
**587,795**
**1,102,185**
**1,689,980**
**2025**
Unrestricted
Restricted
Total
Income
Income
Income
£
£
£
346,995
450,621
797,616
81,000
81,000
-
55,500
55,500
286,983
173,085
460,068
17,615
489,503
507,118
651,593
1,249,709
1,901,302
**2025**
Unrestricted
Restricted
Total
Expenses
Expenses
Expenses
£
£
£
544,102
544,102
49,810
49,810
-
81,466
81,466
587,795
587,795
426,807
426,807
587,795
1,102,185
1,689,980|69,863
495
9,036
3,900
6,108
1,015|
|---|---|---|---|
||||90,417|
||||505,988|
|||||
||||**1,430,386**|
||||**2024**
Total
Income
£
718,125
47,709
21,000
54,746
427,546
436,539|
||||1,705,665|
||||**2024**
Total
Expenses
£
529,291
33,849
19,961
40,805
423,729
382,751|
||||1,430,386|
|||Incoming
Resources
Adjustment
Resources
Expended
Fund Transfer
£
£
£
450,621
544,102
29,710
81,000
49,810
55,500
81,466
25,966
173,085
-
489,503
426,807
1,249,709
1,102,185
55,676|Closing
Balance
31.03.2025
£
0
31,190
0
221,385
118,193|
||167,569||370,767|
43
## **OSMANI TRUST LIMITED**
## **(A Company Limited by Guarantee)**
## **Notes to the financial statements**
## **For the year ended 31 March 2025**
|**14**
**TANGIBLE FIXED ASSETS:**
**Leasehold**
**Computer &**
**improvements**
**Equipment**
£
Cost B/Fwd.
110,454
248,556
Addition
12,164
Disposal
122,618
248,556
Depreciation:
Charges B/Fwd.
9,205
205,890
Charge for the year
10,218
8,533
19,423
214,423
Net Book Value
As at 31 March 2025
103,195
34,133
As at 31 March 2024
101,249
42,666
**15**
**DEBTORS & PREPAYMENTS:**
Grants and Other Debtors
**16**
**CREDITORS: AMOUNT FALLING DUE WITHIN ONE YEAR**
Activity/Support cost Creditors
Hall hire deposits
Accruals and deferred income
Deferred capital grant income
PAYE and pension liabilities
**17**
**CREDITORS: AMOUNT FALLING DUE AFTER MORE THAN ONE YEAR**
BDP Loan|**Leasehold**
**Computer &**
**improvements**
**Equipment**
£
110,454
248,556
12,164|**Furniture**
**& Fixtures**
£
356,377
356,377
304,785
12,951
317,736
38,641|**Total**
£
715,387
12,164|
|---|---|---|---|
||122,618
248,556||727,551|
||9,205
205,890
10,218
8,533||519,880
31,702|
||19,423
214,423||551,582|
||103,195
34,133||175,969|
||101,249
42,666|51,592|195,507|
|||**2025**
£
205,244|**2024**
£
162,170|
|||205,244
**2025**
£
36,363
10,786
20,090
12,759|162,170|
||||**2024**
£
113,146
3,757
283,607
10,045
16,782|
|||79,998
**2025**
£
21,000
21,000|427,337|
||||**2024**
£
33,000|
||||33,000|
||The terms of this loan (with another charitable organisation) were revised, and Osmani Trust have commenced|The terms of this loan (with another charitable organisation) were revised, and Osmani Trust have commenced|repayments on|
|---|---|---|---|
||this loan, after the year-end.|||
|**18**|**STAFF EMOLUMENTS:**|**2025**|**2024**|
|||£|£|
||Total wages and salaries|683,949|486,366|
||Employer's NIC|57,147|37,353|
||Employer's Pension|9,317|7,543|
|||750,413|531,262|
||Direct Charitable|486,285|323,273|
||Others|264,128|207,989|
|||750,413|531,262|
||Avg No of employees: Admin|11|6|
||Avg No of employees: Direct|15|13|
|||26|19|
||Employees paid in excess of £60,000 during the current year|||
||and previous year|None|None|
No remuneration was paid to any trustees during the year ended 31.03.2025 and for the year ended 31.03.2024. Individuals considered to be key management personnel were renumerated a total of £74,062 in the
44
year. (2024: £82,804). This includes employer national insurance and pension contributions.
## **OSMANI TRUST LIMITED (A Company Limited by Guarantee) Notes to the financial statements For the year ended 31 March 2025**
|**19**
**MOVEMENT IN FUNDS:**
As at 1 April 2024
Current year
Fund Movement
As at 31 March
2025|**Unrestricted**
**Designated**
**Total**
**Restricted**
**Fund**
**Funds**
**Unrestricted**
**Fund**
£
£
£
**£**
424,862
195,507
620,369
167,569
63,799
63,799
147,524
(36,138)
(19,538)
(55,676)
55,676
452,523
175,969
628,492
370,769|**Total**
**£**
787,938
211,323
-|
|---|---|---|
|||999,260|
The immediately available unrestricted reserves of the organisation are £0.45m. The remaining £0.18m of unrestricted funds are tied up in the value of fixed assets. The currently reserves are equivalent to 3 months of operational funds.
## **20 Auditor's Remuneration:**
|Auditor's Remuneration (incl. VAT)
Fees Payable to the auditor for non-audit
services (incl. VAT)|**2025**
**£**
3,900
2,700|**2024**
**£**
3,900|
|---|---|---|
|||2,700|
## **21 Taxation:**
The entity does not undertake non-charitable activities and is therefore entitled to tax exemptions.
## **22 Post balance sheet:**
There are no significant post balance sheet events to report.
## **23 Related Party Transactions:**
The charity had previously taken an interest-free loan from Bangladeshi Drugs Project, a company limited by guarantee, of which Mr. Shaynul Khan (Treasurer) is a trustee. The balance is disclosed within long-term creditors (Note 17). £12,000 was repaid during the year.
## **24 Contingent Liabilities:**
The Company had no contingent liabilities as at 31 March 2025, nor at 31 March 2024.
## **25 Financial commitments:**
As at 31 March 2025, the charity has annual commitments under non-cancellable operating leases as follows:
|Under one year
Between 2-5 years
More than 5 years|**Land and buildings**
2025
2024
£
£
114,500
114,500|
|---|---|
||-
-
-
-|
45
## **OSMANI TRUST LIMITED**
## **(A Company Limited by Guarantee)**
## **Notes to the financial statements**
## **For the year ended 31 March 2025**
## **26 Analysis of changes in net debt**
The analysis below serves as a note to the cash flow statement:
|Cash
Cash
equivalents
Overdraft
facility
**Total cash**
Loans < 1 year
Loans > 1 year
Finance leases
**Total**
**borrowings**
**TOTAL**|At start
New/sold
New
Fair value
Foreign exchange
Other non-
At end
of year
Cash flows
subsidiaries
finance leases
movements
movements
cash changes
of year
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
865,345
(171,552)
-
-
-
-
-
693,793
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-|
|---|---|
||**865,345**
**(171,552)**
**693,793**|
||-
0
-
-
-
-
-
-
(33,000)
12,000
-
-
-
-
-
(21,000)
-
-
-
-
-
-
-
-|
||**(33,000)**
**12,000**
**(21,000)**|
|||
||**832,345**
**(159,552)**
**672,793**|
## **27 Grant-making**
The entity spent £30,000 in grant-making during the year, as part of the MyEnds Better Bethnal Green project, providing funds to Frontline Community, Newark Youth, Language of Dance, FutureGen and Bancroft Tenants to deliver services.
46