2025-08-31-accounts - Streets Of Growth

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Financial Year 2024/25

Streets of Growth Impact Report

streetsofgrowth.org

Streets of Growth.

Contents Directors Report � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �5 About Streets of Growth � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �6 Structure, Governance & Management � � � � � � � � � � � � � � 7 - 8 Appointment of Trustees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Trustee Induction & Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Organisation of the Trustee Board . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Management of The Day-To-Day Operations of Streets Of Growth . . . . . .8 Risk Management, Risk Audit & Mitigation � � � � � � � � � � � � � �9 Ongoing Recruitment of High Calibre Frontline Staff . . . . . . . . . . . . . . . . . .9 Long-Term & Unrestricted Funding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 Safeguarding Report � � � � � � � � � � � � � � � � � � � � � � � � � � � � 10 - 11 Safer Recruitment & Employing People with Lived Experience . . . . . . . . .10 Safeguarding Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 Safeguarding Concerns & Incidents (2024/25) . . . . . . . . . . . . . . . . . . . . . . .11 Our Objectives � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �12 Public Benefit Statement � � � � � � � � � � � � � � � � � � � � � � � � � � � �13 Supporting Young People to Movefrom Harm to Opportunityt � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �14 The AIM+ Framework � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �15

Trusted Relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 Structured Skills Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 Pathways to Opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 A Young Person’s Journey of Change � � � � � � � � � � � � � � � � � �16 2024 to 2025 Highlights & Achievements � � � � � � � � � � � � � � �17 Impact Report 24-25 � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �18 Impact in FY25 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 Understanding the Results � � � � � � � � � � � � � � � � � � � � � � � � � � �20 Young People Reached . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 Harm Reduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 Programme Completion Rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 EET at Completion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 Young Carers Engaged . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 Reading These Outcomes in Context � � � � � � � � � � � � � � � � � �22 A Composite Case Study: From Harm to Hope � � � � � � � � � �23 Meeting the Young Person . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24 Layers of Harm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 Intervention Journey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26 Relapses & Resilience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27 Why This Matters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28 Quote from Young Person . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29

streetsofgrowth.org

The Impact of Our Funders & Partners � � � � � � � � � � � � � � � �30 Funders 2024 to 2025 (with thanks) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31 Charity Partner – St James & St William (SJSW) . . . . . . . . . . . . . . . . . . . . . . .32 Unite Students . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32 Financial Overview � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �33 Reserves � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �34 Directors Overview � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �34 Directors Insurance � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �34 Assessment of Ongoing Concern � � � � � � � � � � � � � � � � � � � � �35 Organisational Targets � � � � � � � � � � � � � � � � � � � � � � � � � � 36 - 37 Annual targets for 2025/26 (aligned to the 2030 Strategy) . . . . . . . . . . . . .36 Financial sustainability and income diversification . . . . . . . . . . . . . . . .36 Workforce capacity and organisational capability . . . . . . . . . . . . . . . . .36 Programme development, quality and impact . . . . . . . . . . . . . . . . . . . .36 Profile, partnerships and influence . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37 2030 Strategy Targets � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �38 Statement of Trustees’ Responsibilities � � � � � � � � � � � � � � � �39 Strategic Report Exemption � � � � � � � � � � � � � � � � � � � � � � � � � �40 Year End Accounts & Finanical Statement � � � � � � � � � � � � � �41 Consolidated Statement of Financial Activities . . . . . . . . . . . . . . . . . . . . . . .42 Balance Sheet as at 31 August 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .43 © Copyright 2026 Streets of Growth – Confidential

Cash Flow Statements - 2025/24 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44 Year to 31 August 2025 – Notes to the accounts � � � � 45 - 48 Accounting Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45 Legal status of the Charity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45 Donations, legacies and grants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46 Trading income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46 Fundraising costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46 Resources Expended On Charitable Activities . . . . . . . . . . . . . . . . . . . . . . .47 Governance Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47 Trustees’ Remuneration, Expenses & Benefits . . . . . . . . . . . . . . . . . . . . . . .47 Average Full-Time Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47 Movement In Total Funds For The Year . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47 Tangible Fixed Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47 Debtors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48 Creditors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48 Deferred Income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48 Analysis of charitable funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48 Analysis of net assets between funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48 Contact Information � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �49

streetsofgrowth.org

Directors’ Report

1st September 2024 to 31st August 2025

Streets of Growth

The Directors present their report and the financial statements for the period ended 31st August 2025

Registered Office: Streets of Growth, 6 Middlesex Street, London E1 7EX

Purpose of space use at 6 Middlesex Street London E1 7EX:

Using the space, Streets of Growth aims to provide a range of services and programmes to work with young communities and their families to motivate and equip individuals with the skills to change themselves to drive the social, physical, and economic regeneration of their communities.

Company Number: 04863196 Charity Number: 1143126 Directors: Rakesh Sund – Chair Brian Manu-Gymfi – Treasurer Anthony Donatelli Raffaella Cooper Bank Details: The Cooperative Bank PO Box 250 Delf House Skelmersdale WN8 6WT Independent Examiner of Accounts: Mark King BSc (Hons) F.C.C.A

streetsofgrowth.org

About Streets of Growth

Founded in 2001, we are a dynamic grassroots charity at the pioneering forefront of youth intervention in London’s East End. Our crucial work and focus of attention are underserved young people aged 15-21 who are engaged in criminal harm and are stuck. We strategically deliver longer-term transformative support to young people caught up and affected by serious youth violence, child criminal/sexual exploitation, gang affiliation, financial exploitation/debt bondage, hidden caring responsibilities and poverty. Everything we do is for the personal, social, educational and economic advancement of the young people we have the honour to work with.

Our Vision: A future where no young person is held back by poverty, and where violence and criminal exploitation no longer define and derail the creative potential and impact of young people’s lives.

Our Purpose: We journey with young people shoulder to shoulder through harm and uncertainty delivering targeted interventions that coach and equip them to reclaim control, reshape their lives, and turn potential into educational and economic opportunity and stability.

Our Values: We practice and promote through our work and organisational culture the values of:

• Belonging

• Being Professional

• Collaborative

• Dynamic

• Evidence-led

streetsofgrowth.org

Structure, Governance & Management

Streets of Growth is a Company Limited by Guarantee and registered as a charity with the Charity Commission. Streets of Growth is governed by its Memorandum and Articles of Association last revised on 12th July 2011. Each trustee has agreed within the Memorandum and Articles of Association to contribute an amount of not exceeding £1 in the event of the charity closing.

Appointment of Trustees

Trustees are appointed based on their expressed interest and motivation to assist Streets of Growth and its youth communities to achieve its vision, aims, objectives and intended impact, along with individual skills, experience, professional expertise that is needed for the development, strategic priorities, and effective governance of Streets of Growth.

Trustee Induction & Training

Newly appointed trustees are briefed on the company’s Memorandum and Articles of Association, the current Strategic Business Plan, and given an overview of the company’s recent financial performance. The functions of the Board and its decision-making processes are explained, along with the individual roles, responsibilities, and legal obligations under both charity and company law. Each trustee is given a clear role (dependent on the need of organisation) as well as taking on full responsibility for the overall trustee role. All Trustees are volunteers and are not remunerated.

Organisation of the Trustee Board

Members of the Board are elected on a nomination basis and are directors for the purpose of company and charity law. The board is made up of a mixture of local people, business, central government, and other and regeneration partners.

The Board meets on a quarterly basis with special or cluster meetings around pertinent issues such as fundraising taking place at other dates/times.

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Structure, Governance & Management

The trustees administer the charity, and these functions are outlined below:

Have the ultimate responsibility for directing affairs of Streets of Growth and ensure that the organisation is solvent, is organisationally well run and is delivering the outcomes and practices defined in the governing documents.
Ensure that the charity complies with charity law and ensure that all annual returns and reports are maintained.
Ensure that Streets of Growth does not breach any rules, requirements set out in its governing document.
Ensure that all funds and assets acquired by Streets of Growth are used legally and within the governing documents.

Management of The Day-To-Day Operations of Streets Of Growth

The trustees appoint the employed CEO of Streets of Growth to manage the day-to-day operation of the charity and has an agreed level of delegated authority for operational matters including vision, direction, finance, employment, and performance related activity. The CEO is responsible for ensuring that the charity delivers the services specified and that key performance indicators are met.

The CEO meets with the Chair on a monthly basis and the Founder of Streets of Growth also meet for a one-to-one meeting with the chair of the Board every quarter. Operational reports are sent quarterly by the CEO to all trustees as part of the trustee meetings. All minutes and records of all Board meetings are stored at Streets of Growth.

Certain individuals have areas of expertise and therefore take lead responsibilities in Legal, Finance and HR. All trustees are expected to attend all quarterly meetings and the Annual General Meeting. Where appropriate Trustees are encouraged and supported to attend appropriate training events, information seminars etc.

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Risk Management, Risk Audit & Mitigation

Streets of Growth senior leadership management team, with the Board, continue to assess, review, monitor and plan for all risks which the organisation may face, now or in the future.

Building on this, we are refining and scaling our recruitment process to grow the frontline team, with the aim of having a full Intervention Coach team in place by the end of August 2026, enabling support for up to 180 young people.

Our risk management strategy which is within our Strategy Plan comprises of a risk register, SWOT analysis of the organisation and its core activities outlining possible risks which may occur and procedures/action plans to mitigate the risk identified. There is a regular reassessment at each Board Meeting of the risks outlined and any potential new risks that have been identified.

We will continue targeted recruitment throughout 2025/26, supported by structured onboarding, supervision and training, to ensure the workforce capacity required for safe, consistent and high-quality delivery.

2. Long-Term & Unrestricted Funding

Quarterly operational reports are compiled by the CEO of Streets of Growth. These reports include a review on risk management and will report on any risk issues that may have arisen.

This report is sent to all trustees and Streets of Growth senior management team as and when required. If there is a significant risk issue highlighted in the review and this occurs in between scheduled Trustee Board meetings, then a meeting will initially be arranged between the Chair and CEO and if further action is required then an extraordinary meeting will be set up to include all the other board members.

Sustained long-term and unrestricted funding remains a key organisational priority. While Streets of Growth has continued to strengthen income, much of our funding remains short-term and restricted, which limits our ability to cover core costs and plan confidently over multiple years. To address this, we recruited a new full-time Fundraising Manager who came into post in August 2025. This is our first dedicated, senior fundraising post, leading proactive income generation, stewardship and pipeline development, helping to maintain current funding levels and grow income over a five-year period in support of our benchmark charity ambition.

The Trustees consider that the major risks along with the appropriate mitigation process for the Charity from 1[st] September 2024 to 31[st] Aug 2025 to include:

1. Ongoing Recruitment of High Calibre Frontline Staff

Alongside fundraising growth, we are continuing to diversify income through the development of a unique theatre and heritage space within our Aldgate East premises. This creates a new revenue stream through hires and partnership activity, and opens opportunities for previously untapped funding from heritage, arts and creative industry funders, strengthening our unrestricted income and long-term sustainability.

Frontline recruitment remains a key organisational priority, in the context of a highly competitive labour market. The organisation is now in a stronger place, with two Intervention Coaches appointed, and we have strengthened our retention approach through an enhanced professional development offer (including specialist training) alongside improved employee benefits.

By diligently identifying risks and implementing strategic mitigation measures, Streets of Growth is poised to navigate challenges effectively, ensuring continued impact and growth in serving our community.

streetsofgrowth.org

Safeguarding Report

Safety, protection, harm reduction, trusted adult relationships and targeted intervention are fundamental to Streets of Growth’s work. As a youth intervention organisation supporting young people aged 15–21 (and, where applicable, adults at risk), safeguarding is paramount in everything we do.

We recognise our responsibility to promote safe practice and to protect the young people we engage from harm. All staff, inclusive of our specialist Intervention Coaches, along with our tutors, progression team and career volunteers receive safeguarding training as part of induction, followed by regular refresher training. This is complemented by specialist training to strengthen our understanding of risk, trauma and exploitation, including:

Trauma informed practice and trauma responses
Adverse Childhood Experiences (ACEs) and their impact
Modern slavery and the National Referral Mechanism (NRM) (supported by our Staff Training Modern Slavery Handbook, updated 2023)
Criminal Child Exploitation (CCE) and Criminal Child Sexual Exploitation (CCSE)

Safer Recruitment & Employing People with Lived Experience:

Our specialist frontline team is rooted in the local community. A number of staff and dedicated volunteers bring lived experience and, in some cases, previous criminal convictions. We are fully committed to safeguarding and to robust practice that protects the young people we support. In line with our values, we do not treat a disclosed criminal history as an automatic barrier; instead, we assess each applicant fairly and proportionately, recognising that lived experience can be a strength when matched with the right values, motivation and competencies.

All appointments (paid or unpaid) are made within a safer recruitment framework that includes appropriate DBS checks, references, role specific risk assessments and clear boundaries of practice. Where relevant, we implement additional safeguards, such as enhanced supervision, tailored training and ongoing monitoring, so that no appointed person poses an unacceptable risk to the young people we work with.

Domestic abuse
Contextual safeguarding (including extra familial harm and peer on peer abuse)

Safeguarding Policy

Violence and knife crime

We are committed to identifying and minimising safeguarding risks across all activities and targeted intervention services through appropriate training, risk assessments, policies and processes. We take seriously any report or suspicion of harm, abuse or neglect, and follow clear procedures for recording, escalation and referral where required. We operate safe and transparent recruitment practices, including appropriate DBS checks and safer recruitment checks for relevant roles.

We have a Safeguarding Policy that sets out mandatory standards and clear reporting procedures. Safeguarding is led by our Designated Safeguarding Lead (DSL), Koyes Ali , supported by senior practitioners and members of the senior team who are trained DSLs and act as Deputy DSLs. Led by the DSL, the safeguarding leadership team is responsible for: regularly reviewing and strengthening safeguarding policy and practice in line with legal and organisational developments; managing safeguarding incidents and concerns; providing advice and guidance to staff; overseeing training; and reporting safeguarding matters to the Streets of Growth Trustee Board.

streetsofgrowth.org

Safeguarding Report

Our appointed Trustee Safeguarding Lead is Rakesh Sund , who will hold this post until August 2026, after which we will seek to appoint a new Trustee Safeguarding Lead.

Our safeguarding practice is maintained through:

Regular staff and volunteer safeguarding training, delivered through an annual training plan (implemented from the start of January each year) and refreshed throughout the year.
Robust safeguarding risk assessments across activities and individual cases.
Ongoing assessment and monitoring of each young person’s safety and risk levels.
Dedicated case management: every young person has a named Intervention Coach.
Regular case management meetings to review risk, track progress and ensure appropriate interventions are in place.

Safeguarding Concerns & Incidents (2024/25)

The nature of our work means that many young people we support are already subject to statutory safeguarding arrangements (for example, Child in Need plans, Team Around the Child, or Child Protection plans). As a result, safeguarding needs can escalate and new risks can emerge while a young person is engaged with us. Where we identify concerns, we report them promptly to the appropriate statutory leads (for example MACE, the lead social worker and relevant safeguarding partners).

Given the nature of our work supporting young people aged 15–21 affected by criminal exploitation, serious youth violence and trauma, contextual safeguarding is embedded across delivery. Weekly case management meetings enable us to routinely identify, assess and respond to safeguarding concerns as part of frontline practice.

Over the year, we managed 10 safeguarding concerns relating to the welfare of young people we support. Seven involved disclosures made by young people to their dedicated Intervention Coach, and three were risks identified by coaches through ongoing work. The concerns related to exploitation, violence and harm.

We also supported one case that was identified as modern slavery (criminal exploitation), and one case where criminal charges were brought against perpetrators in relation to child criminal sexual exploitation.

All concerns were responded to in line with our Safeguarding Policy, including appropriate risk assessment, recording and timely referrals to statutory services such as MAST and other safeguarding partners (including police, exploitation teams and specialist gangs units where relevant).

We maintain strong multi agency working relationships and contribute actively to safeguarding processes to help ensure young people receive appropriate protection and support. Safeguarding is embedded across our work, and all frontline staff, particularly specialist Intervention Coaches receive regular supervision and ongoing training to support safe, consistent and effective practice.

streetsofgrowth.org

Our Objectives

i. To help and support young people living within, but not exclusively within, the London Borough of Tower Hamlets (LBTH) and the surrounding areas:
a. To develop the knowledge, skills, and competencies they require to identify and meet the needs and to move out of poverty and harm’s way.
b. To develop the knowledge, skills, competencies, and capacities they require to fully participate in their communities, to lead in the development of their communities and to become positively engaged members of the local and global society.
c. By promoting the social inclusion of such young people, including by identifying and addressing the causes and effects of social exclusion and supporting participation and reintegration of those experiencing social exclusion.
d. By promoting and developing the capacity of institutions and communities to meet the needs of such young people.
ii. To further such other charitable purposes for the benefit of the community as the trustees shall determine from time to time.

streetsofgrowth.org

With reference to the Charities Act 2011 all our charitable activities and acts are directed towards a lifelong impact and sustainable legacy on the local areas of east London and these activities are undertaken to further our charitable purposes for the public benefit. The summary information provided in the section below reflects our commitment to the public benefit requirement.

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Mission and Programme Delivery

Supporting Young People to Move from Harm to Opportunity

Streets of Growth works with young people aged 15-21 years who have experienced and/or are experiencing trauma, exploitation, grooming, abuse, violence and harm outside of the home. Many have experienced Adverse Childhood Experiences (ACEs) such as domestic abuse, neglect, parental mental health and/or substance misuse, bereavement, or time in care. All face social and economic inequalities.

Our Appropriate Intervention Plus (AIM+) model is a proven, evidence led approach focused on harm reduction, emotional regulation and employability. It combines:

Targeted outreach and street based engagement
Persistent relationship based coaching through change and relapse
Life Skills Development through use of Cognitive Behavioural Skills
Employability Progression through structured employment skills training, work experience and career mentoring

This long term, phased model supports young people over a two year journey and beyond, ensuring safety, stability and sustained progression.

streetsofgrowth.org

The AIM+ Framework

AIM+ provides a two year structured pathway that helps young people move from unsafe or harmful situations towards stability and opportunity. The framework has three interlocking elements

Trusted Relationships

Streets of Growth intervention coaches engage young people in their communities and build consistent relationships over time. For many young people, this is the first stable, supportive connection with a trusted adult outside their immediate family. Earning that trust takes time and consistency – and it is the foundation everything else is built on.

Structured Skills Development

Once trust is established, young people take part in workshops and mentoring sessions designed to build practical life skills. These focus on areas such as managing emotions, recognising risk, improving communication and making safer decisions. The learning approach draws on cognitive behavioural principles to help young people understand how their thoughts, choices and environments influence their actions.

Pathways to Opportunity

As young people stabilise and develop confidence, the programme increasingly focuses on their future. Coaches support young people to explore career interests, develop employability skills, set realistic goals and access education, training or employment pathways.

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A Young Person’s Journey of Change

Every young person enters the programme at a different point in their life. The AIM+ framework guides a typical journey through four stages:

Engagement & Trust

Stabilisation & Harm Reduction

Coaches take time to understand a young person’s circumstances and build a supportive relationship before anything else.

Young people are helped to recognise the risks in their environment and develop strategies to make safer decisions.

Skills & Confidence

Pathways to Opportunity

Through mentoring and practical learning, young people build the skills, resilience and personal goals that prepare them for the next stage.

Young people transition into education, employment or training and take their next steps towards independence.

Not every young person completes all four stages in a single programme cycle – for some, stabilisation is the most important outcome in year one. Progress is understood on an individual basis.

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2024 to 2025 Highlights & Achievements

2024/25 was a pivotal year of growth and development for Streets of Growth. We strengthened our strategic focus, built organisational capacity, and deepened partnerships, so that we can deliver even more consistent, high quality harm reduction and employability support for the young people we serve.

Key highlights and achievements this year include:

Strategic step change through Driving Impact with Impetus. We completed four Driving Impact workshops (November 2024) that sharpened our Theory of Change and confirmed a clear focus on young people aged 15–21—an age where statutory support often reduces and critical life decisions are made.
Focused delivery where we are most effective.

We strengthened our targeting to prioritise young people already experiencing criminal harm outside the home (not only those “at risk”), and reaffirmed our role as a specialist intervention service.

Employability elevated as a core protective outcome.

We placed education, employment and training (EET) outcomes on a par with harm reduction, recognising the protective factor of employment. We set an ambitious direction to support young people to reach a confirmed EET destination by programme exit, underpinned by structured group work, employability skills development, mentoring and work experience.

Recognition of leadership and community impact.
In January 2025, our senior leader Koyes Ali received a London Borough of Tower Hamlets Lifetime Achievement Award for his specialist work tackling complex criminal child exploitation and for strengthening multi agency relationships across the borough. Streets of Growth was also recognised by LBTH with a Highly Commended Community Organisation Award.
First dedicated Fundraising Manager recruited. In August 2025 we onboarded our first Fundraising Manager, our first dedicated fundraising post, strengthening our capacity to deliver a proactive fundraising strategy as we grow and expand our programming.
Continuation of VRU-funded community safety work. We continued delivery of Mayor of London Violence Reduction Unit (VRU) programming with trusted partners including Osmani Trust and Spotlight , through the Better Bethnal Green alliance and the Tower Hamlets Island Community Network (THICN), bringing together local groups, community leaders and statutory partners to tackle youth violence in Bethnal Green and the Isle of Dogs.
Employability pathways strengthened through key partnerships. As our employability programme grew, we maintained partnership funding and support through the Mayor of London’s New Deal for Young People Propel programme and the London Borough of Tower Hamlets.
Charity partnership renewed with St James & St William (Berkeley Group). We were delighted to extend our charity partnership again. The SJSW teams provided significant funding and contributed hundreds of volunteering hours to employability and career mentoring, including participation in the Big Half Marathon and other fundraising activity.
Young Producers appointed to lead the Heritage & Cultural Plan. In summer 2025 we appointed a team of six Young Producers to lead the development of the Boar’s Head Theatre and Exhibition Centre Heritage & Cultural Plan, working with the Museum of London Archaeology, GLAAS and Historic England. Through workshops, they built research, survey and interview skills, and began shaping community led activity aligned with Tower Hamlets’ conservation strategy and local priorities.

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Impact in FY25

During 2024/25, Streets of Growth supported 197 young people through outreach, mentoring and structured intervention. The table below shows the five key indicators for FY25, alongside the previous year 23/24

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INDICATOR FY25 (24/25) FY24 (23/24)
Young People Reached 197 173
Harm Reduction 89% 54%
Programme Completion 77% 54%
EET at Completion 53% 24%
Young Carers Engaged 35% 49%
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All five indicators are explained in plain terms below, including what the numbers tell us and critically what the year-on-year trend means.

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Understanding the Results

1. Young People Reached 197 in FY25

This is the total number of individual young people who received active support from Streets of Growth during the year.

What the trend tells us: Reach has grown by 14% from FY24 (173). This growth, achieved against a challenging funding environment for the voluntary sector reflects the organisation’s continued commitment to expanding its frontline presence.

2. Harm Reduction 89% in FY25

This measures the percentage of young people who, after receiving support, reported experiencing less harm in their lives than when they first engaged. Harm includes involvement in violence, criminal exploitation, substance misuse and unsafe relationships.

This is Streets of Growth’s most direct measure of whether its work is keeping young people safer. A reduction in harm does not mean a young person’s life is fully resolved it means they are in a less dangerous place than before. For many young people, that is a significant and hard-won change.

What the trend tells us: 89% is the highest harm reduction rate Streets of Growth has ever recorded – up from 54% in FY24. This 35% increase is the standout result of the year and the clearest evidence that the AIM+ model is working.

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Understanding the Results

3. Programme Completion Rate

77% in FY25

This is the percentage of young people who started a Streets of Growth programme and saw it through to completion, rather than disengaging part-way through.

Completion matters because the benefits of the AIM+ model build over time. Young people who stay engaged make more progress. It also signals that relationships were strong enough to keep young people motivated through difficult periods which, with this cohort, is never guaranteed.

What the trend tells us: Up from 54% in FY24. This is the highest completion rate in the last three years and suggests the engagement model is becoming more effective at retaining young people through to the end of their programme.

4. EET at Completion 53% in FY25

EET stands for Education, Employment or Training. This measures the percentage of young people who were in one of these three positive destinations when they exited their programme.

For young people involved in or at risk of street crime and exploitation, having a legitimate, structured role in education or work is one of the most reliable protective factors. It provides purpose, structure, income and a sense of future. Getting a young person into EET is often a tangible turning point in their life.

The direction of travel is positive and achieving EET for more than half of all completers given the complexity of need, is a meaningful result.

Area to watch: Streets of Growth continues to develop its employment and education pathway offer to move more young people into sustainable destinations.

35% in FY25

5. Young Carers Engaged

This is the percentage of young people supported who have significant caring responsibilities at home for example, looking after a parent, sibling or other family member with a health condition, disability or substance misuse issue.

Young carers face a particular set of challenges. Their caring role often affects their school attendance, mental health and social life. They are frequently overlooked by services that focus on the person being cared for rather than the young person doing the caring.

What the trend tells us: This is down from the FY24 figure of 49%. This likely reflects year-on-year variation in the referral and outreach mix rather than a change in the charity’s commitment. The figure remains striking: more than one in three young people Streets of Growth works with are carrying caring responsibilities on top of everything else they are navigating.

What the trend tells us: 53% represents a strong recovery from the very low FY24 figure of 24%, which was affected by post-pandemic disruption to provision and the labour market.

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Reading These Outcomes in Context

The outcomes reported in FY25 must be understood in the context of who Streets of Growth works with. These are not young people with mild or manageable difficulties. Many are referred because they are already experiencing serious harm both inside and outside the home: exploitation, violence, homelessness, family breakdown or involvement with the criminal justice system.

Many have lived through Adverse Childhood Experiences (ACEs) such as domestic abuse, neglect, parental substance misuse, bereavement, or time in care. These experiences do not just sit in the past: they shape trust, safety and decision-making in the present. When trauma goes unsupported, it can

make exploitation and violence feel normal or unavoidable; when young people are met with consistent relationships and practical support, the cycle can be broken.

For this cohort, the standard benchmarks used to measure youth services – attendance, qualifications, employment – often understate the real distance travelled. A young person moving from daily involvement in violence to completing a structured programme and entering a training course has made a transformation that statistics alone cannot fully capture.

Three things stand out from FY25:

The Harm Reduction Result (89%)

Demonstrates that trusted, consistent relationships are the foundation of the AIM+ model and do support change behaviour and reduced risk, even in the most complex cases.

The Programme Completion Result (77%)

Shows that young people, when genuinely supported, will stay engaged. This is not a given with a cohort experiencing significant instability.

The EET Recovery (53%)

Shows that stabilisation leads to opportunity exactly the progression the AIM+ framework is designed to enable.

Together, these results make the case that Streets of Growth’s approach, relationship-first, trauma-informed and built around a structured but flexible framework is working. The challenge for FY26 is to sustain this momentum, continue growing reach, and increase EET outcomes.

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A Composite Case Study

From Harm to Hope

This case study is a composite drawn from the experiences of several young people supported by Streets of Growth. All names, ages, gender details, family compositions, and other identifying information have been altered or combined to protect the identities of the individuals involved. No single person described here is real; instead, this narrative reflects the common themes, challenges, and trajectories we see across our work.

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Meeting the Young Person

When we first met the young person, they had been referred to us by a concerned family member. On the surface, they appeared confident and self-assured, the kind of young person many professionals might assume was coping well. But beneath that exterior lay a complex web of trauma, exploitation, and responsibility that only became visible through sustained, trust-based relationship building.

The young person had grown up in a household marked by domestic violence, parental substance misuse, and mental health difficulties. From a young age, they had taken on hidden caring responsibilities, looking after younger family members and translating for relatives who did not speak English. These adultlevel burdens left little space for their own childhood.

“To many observers, this young person appeared strong, confident, and mature. It was only through intensive, in-depth relationship building that the extent of their traumatic experiences and mounting responsibilities could be revealed.”

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Layers of Harm

As trust developed with their Intervention Coach, the full picture began to emerge. The young person had experienced sexual abuse within the family during childhood, experiences that had become normalised within their home environment because other family members had been through similar harm. This normalisation meant they did not initially recognise what had happened to them as abuse.

Outside the home, they were drawn into an exploitative relationship with an older peer involved in criminal activity. What they believed to be a genuine relationship was, in reality, grooming and exploitation. During this time, intimate images were shared without their consent, and they were coerced into situations they later came to understand as sexual exploitation. At the time, they were convinced these actions were their own choices, a common hallmark of grooming.

The young person’s peer group compounded these risks. Friends and relatives of a similar age were themselves victims of exploitation and involved in drug use and criminal networks. When the young person tried to distance themselves from these behaviours, they experienced rejection, social media bullying, and intense isolation. Losing long-standing friendships was deeply painful and pushed them further into vulnerability.

The family also carried intergenerational patterns of teenage pregnancy, limited educational attainment, and involvement with the criminal justice system, patterns common among the communities we serve in Tower Hamlets, where 56% of children live in low-income families and young people are significantly more likely to be not in education, employment, or training (NEET) than the national average.

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Intervention Journey

A structured, phased approach that meets young people where they are and walks alongside them as they move from crisis towards stability and into progression.

Phase 1

Initiating Change (1–3 months)

The first phase focused entirely on building a trusting relationship. The young person was initially withdrawn and emotionally low, but they were open and honest which is a critical foundation. Weekly one-to-one sessions with their Intervention Coach created a safe, consistent space. The coach used Cognitive Behavioural Skills (CBS) techniques to support emotional regulation while gradually uncovering the layers of harm the young person had experienced.

A key early breakthrough was helping the young person recognise that what they had experienced was exploitation, not choice. They initially perceived all of their actions as their own decisions. Through patient, intensive coaching, they began to connect their childhood experiences to the patterns of harm they had encountered as a teenager.

Phase 2

Engaging Change (12 months)

As the young person moved into the second phase, the work broadened. Structured SMART goals were established covering behaviour modification, lifestyle improvements, educational re-engagement, and career aspirations. Achieving these incremental goals gave the young person a growing sense of accomplishment and self-belief.

Harm reduction sessions equipped them with tools to assess risk in their relationships and environment. They earned a qualification in healthy relationships, a significant milestone given their history. Critical thinking skills were developed to help them better evaluate the people and situations around them.

At the same time, their Intervention Coach worked with the family. In-depth discussions with the referring family member focused on boundaries, communication, and creating a safer home environment. A family member who had perpetrated abuse was reported to the police, and enquiries were initiated and a courageous step that the young person could not have taken alone.

The young person also took part in a residential programme with other young people, travelling outside London to explore themes of exploitation, conflict, and community. They later expressed that the experience gave them time to reflect and find comfort away from the pressures of their daily life.

Phase 3

Maintaining Change & Equipping to Exit (9 months)

Employability programming became a central focus. Through coaching sessions, CV workshops, mock interviews, and social action projects, the young person developed practical workplace skills and confidence. They secured a part-time job which was a turning point that provided financial independence, new routines, and a sense of purpose.

With support, they re-engaged with education after a period of exclusion and disengagement. Their college, recognising their commitment and the evidence of progress, agreed to allow them to continue their studies. They began working towards qualifications in a field that aligned with their interests and aspirations.

Emotional wellbeing remained a thread throughout. The young person continued to experience periods of low mood and loneliness, particularly as family members and old friends were focused on their own lives. However, they had developed coping strategies through CBS techniques and began forming new, positive friendships through work and education. They also started attending therapy and reported seeing the positive impact.

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Relapses & Resilience

The journey was not linear. Our model explicitly accounts for relapse, moments where a young person may return to earlier stages of the change process. This young person experienced setbacks: moments of disengagement, returns to negative peer groups, and periods of emotional crisis.

Each time, their Intervention Coach was there to re-engage, rebuild, and resume the work. The consistency and longevity of the relationship, spanning over two years of weekly contact, meant that trust was never fully lost, even during the most difficult periods. This is the hallmark of our approach: we do not give up on young people when the path gets difficult.

“Our model recognises that change is not linear. Young people may move back and forth between stages, from Action back to Maybe, from Maintaining back to Planning. What matters is that the relationship endures and the support remains available.”

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Why This Matters

This composite case study illustrates the reality of the young people Streets of Growth supports where young people are dealing not with a single issue, but with overlapping, reinforcing layers of harm: harm in the home (ACE’s) intergenerational trauma, exploitation, poverty, caring responsibilities, mental health difficulties, and educational disengagement.

Standard, short-term interventions are not designed for this level of complexity. Our Appropriate Intervention Model (AIM+) provides the extended timeframe, relational depth, and holistic scope that these young people need. The three pillars of the model : Outreach and Intervention, Lifestyle Change, and Employability Progression , all of which work together within a safeguarding framework to address root causes, not just symptoms.

The phased Relationship for Change Programme, moving from Initiating Change through Engaging Change to Maintaining Change and Exit, with built-in capacity for relapse and re-engagement, reflects how real change actually happens for the most vulnerable young people.

“Over 6,000 young people have successfully grown through our model and transformed their circumstances and life trajectories.”

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“Streets of Growth is a place where change really happens. They don’t give you false hope or make fake promises. Just real support to stay safe and build a future for yourself.” S.K. (young participant)

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The Impact of Our Funders & Partners

Our funders and partners make our work possible, providing the financial stability, strategic support and practical resources needed to keep young people engaged, safe and progressing. This year, their investment strengthened our capacity to deliver harm reduction and employability support, accelerated our learning and evidence base, and opened up wider opportunities for young people through mentoring, volunteering and employer connections.

Streets of Growth’s progress this year has been made possible by the sustained commitment of our funders and partners, who have invested not only in frontline delivery but in the organisational capacity needed to deepen impact over time. Their support has enabled us to strengthen our workforce, refine and evidence our specialist model, and expand opportunities that help young people move from harm and instability into safety, learning and work.

In particular, becoming part of the highly selective Impetus portfolio marked an important step change, with targeted capacity building support that continues to strengthen our data, learning and evidence approach as we embed AIM+. Investment from the Mayor of London’s Violence Reduction Unit (including partnership delivery through THICN and the Better Bethnal Green alliance) has supported community led approaches to tackling youth violence, while wider support through the Mayor of London’s New Deal for Young People programmes has helped us extend employability pathways. Corporate partners, including Berkeley Group (and the St James and St William teams), have combined significant funding with hands on volunteering that enhances our holiday programmes and career mentoring offer.

Hundreds of hours of employee volunteering contributed to delivery (including employability activity), increasing young people’s access to trusted adult support, mentoring and workplace insight.
£20,000+ raised through staff fundraising (including the Big Half Marathon and other activities), helping us respond quickly to urgent need and invest in enhanced employability programming.
100+ Volunteer Career Mentors onboarded, with young people matched for guidance on GCSE options, careers, progression and access to industry insight.
Ongoing strategic partnership delivery to tackle youth violence (including THICN and Better Bethnal Green), with MyEnds Sustainability funding supporting delivery through to March 2026.

We are grateful to every funder, corporate supporter, statutory partner and individual donor whose investment has helped Streets of Growth stay resilient in a challenging environment. Collectively, your support has enabled us to strengthen measurement and learning, embed AIM+, and scale delivery so that more young people can be supported safely and consistently. The impact reporting section that follows summarises what this support made possible for young people and communities across the year.

Alongside this, Unite Students has provided an anchor base at Hayloft Point and vital in kind support that reduces overhead pressure and allows more resources to reach the frontline, complemented by ongoing investment (including Esmée Fairbairn Foundation ) to develop Hayloft Point as a community and creative careers hub.

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Funders 2024 to 2025 (with thanks)

On behalf of the young people, families and communities we support, we would like to thank our valued funders and supporters, including:

AB Charitable Trust
Berkeley Charitable Foundation

Special thanks to,

Raffaella Cooper,
Anonymous donor (via The Charity Services Trust)
Other anonymous donors via Big Give & SOG Donation page.
Big Give
Broadgate Foundation
Canary Wharf Group Community Grants
Charles Hayward Foundation
City Bridge Trust

Unrestricted donations and ongoing supporter contributions are vital: they give Streets of Growth the flexibility to respond quickly to need and to fund the practical, often hidden costs that make effective harm reduction and consistent engagement possible. This year, unrestricted support enabled us to:

Derwent Foundation
Esmée Fairbairn Foundation
Field Family Trust
Hedley Foundation
Impetus Foundation
Lloyds Bank Foundation
London Borough of Tower Hamlets
Provide reward vouchers to recognise progress and reinforce positive life changes.
Support practical barriers to progression, including interview clothing and essential stationery for school/college.
Cover essential engagement costs (such as mobile phone provision for Intervention Coaches) so we can maintain consistent contact with young people.
London Youth
Lord Barnaby Foundation
Maria Marina Foundation
Mayor of London’s Violence Reduction Unit
Mayor of London Propel / New Deal for Young People
Mayor of London GLA STEAM & Uplift Grant New Deal for Young People
Mayor of London No Wrong Door Innovation Fund
Merchant Taylors
St James and St William Teams
The Charity Services Trust
The Linder Foundation

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Funders 2024 to 2025 (with thanks)

Charity Partner – St James & St William (SJSW)

Unite Students

The St James and St William teams, alongside the wider Berkeley Group, have again delivered exceptional support, providing significant funding that would otherwise take months to raise and giving us the confidence to plan ahead. This investment has helped us strengthen our enhanced employability programming, including providing paid internal work experience, expanding our career progression capacity to support first jobs and apprenticeships, and enabling us to act quickly when high risk young people needed urgent practical support.

Alongside fundraising, SJSW colleagues have contributed their time and expertise through career insight sessions, mentoring, and CV and interview workshops. This volunteering has strengthened the quality of our employability offer, expanded young people’s networks, and increased access to trusted adult guidance at critical moments of transition.

Our transformative partnership with Unite Students continues to be central to Streets of Growth’s sustainability and growth. Unite has provided an anchor space at Hayloft Point from which we develop and deliver services, alongside invaluable in kind support and expertise. Their support through favourable lease terms and help to minimise bills and overheads has enabled us to direct a greater proportion of resources to frontline delivery while we work together to develop and launch the Hayloft Point theatre, heritage and cultural plan.

This partnership between developer, landlord and community organisation demonstrates what can be achieved when local investment is aligned with social impact—and we look forward to the next phase of delivery in 2025/26.

We are proud that SJSW has agreed to continue our partnership in 2025/26, and we look forward to working together to deliver sustained social change and improved outcomes for young people and communities in Tower Hamlets.

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Financial Overview

The charity reported a total surplus for the year ended 31 August 2025 of £31,763. This comprised a surplus of £12,931 on unrestricted funds and a surplus of £18,832 on restricted funds.

Total funds (reserves) carried forward at 31 August 2025 were £650,702 (2024: £618,939), comprising £517,991 restricted funds and £132,711 unrestricted funds. Restricted funds are held for specific projects as agreed with funders and will be applied to delivery in 2025/26 in line with those funding agreements.

The year-end restricted fund balance reflects planned timing differences between income received and expenditure incurred. During 2024/25, programme delivery and associated spend progressed more slowly than originally profiled while we worked with Impetus to refine our Theory of Change, codify Streets of Growth’s specialist harm reduction approach, and design the expanded employability offer for young people.

Our Appropriate Intervention Model Plus (AIM+) will launch in October 2025. This enhanced model strengthens our structured harm-reduction support and formalises employability pathways so that, at the point of exit, young people are better supported to move into sustained education, employment or training (EET). We therefore expect a planned increase in programme expenditure in 2025/26 as delivery scales in line with agreed grant conditions and our ambition to benchmark a high-impact harm reduction and employability programme for young people at risk.

We remain grateful for the continued support of our landlord, Unite Students, whose contribution towards building overheads has helped us to direct a greater proportion of resources to frontline delivery. As our use of the premises expands and the cultural plan is fully implemented, we anticipate higher overhead costs in 2025/26 as Streets of Growth assume a greater share of the building’s running costs.

As noted in the risk and mitigation section, recruitment and retention pressures continued during 2024/25. We were not able to recruit to all planned frontline roles as quickly as intended, partly due to a constrained labour market and competition from local authority recruitment campaigns. While our specialist Intervention Coaches maintained high-quality delivery, reduced capacity impacted the pace at which some funded activity could be delivered within the year.

In response, we strengthened our recruitment processes and onboarded new frontline staff towards the end of 2024/25, with further appointments commencing early in 2025/26. This supports our plans to increase delivery capacity in line with the AIM+ launch.

We now have a more robust approach to recruiting, onboarding and retaining frontline staff, and we are well positioned to deliver our 2025/26 programme commitments.

In addition, the young person-led cultural plan for Hayloft Point commenced in July 2025, towards the end of the financial year. As a result, a proportion of related restricted income remained unspent at year end and will be applied to delivery and programme activity in 2025/26.

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Reserves

At year end, the charity held total funds of £650,702, of which £517,991 was restricted for specific purposes and £132,711 was held as unrestricted free reserves.

The charity’s unrestricted funds at 31 August 2025 were £132,711 (2024: £119,780). Unrestricted funds are available to support core operating costs and provide flexibility to respond to short-term cash flow pressures and unforeseen events.

Directors Overview

No directors held an interest in the Company as the Company is limited by guarantee and does not have share capital.

Directors Insurance

The Charity’s insurance includes cover for the trustee’s indemnity insurance, but a separate premium cannot be attributed to it.

The trustees have a reserves policy to maintain an appropriate level of free reserves to safeguard the charity’s continuity of operations and to manage the impact of unplanned fluctuations in income or expenditure. In line with this policy, the trustees aim to hold free reserves equivalent to approximately three months of budgeted operating costs, reviewed against the annual budget and updated financial forecasts. The level of reserves is monitored regularly through management accounts and considered as part of the trustees’ oversight of risk and going concern.

During 2025/26, our focus is to increase unrestricted income and strengthen free reserves towards the three-month target through delivery of our financial plan and fundraising strategy, including continued grant diversification and development of earned income opportunities linked to our premises.

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Assessment of Ongoing Concern

Streets of Growth activities, together with factors likely to affect its future development, performance, and positions are set out in this report. The financial position of Streets of Growth is reflected on the balance sheet of the 2024/2025 accounts report.

The Trustees have assessed whether the use of the going concern assumption is appropriate in preparing these financial statements. This included an assessment of the possible effects of the current Cost of Living crisis on the charity’s activities. The Trustees have made this assessment in respect to a period of one year from the date of approval of these financial statements.

The Trustees of Streets of Growth have concluded that there are no material uncertainties related to events or conditions that cast significant doubt on the ability of the Charity, to continue as a going concern. The Trustees are of the opinion that the Charity, will have sufficient resources to meet its liabilities as they fall due.

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Organisational Targets

Streets of Growth exists to engage and support young people aged 15–21 who face the highest levels of harm, exploitation and exclusion in Tower Hamlets and surrounding boroughs. Our 2030 Strategy sets a clear direction: to strengthen and standardise our harm reduction and employability model, build a stronger evidence base, and grow a more resilient and diversified income base. The annual targets for 2025/26 set out below are the next delivery step towards those longer term ambitions.

recruitment, structured onboarding and consistent supervision, scaling staffing to support up to 180 young people.

Further strengthen back office capacity to improve operational delivery (finance, systems, safeguarding and governance support), ensuring safe, consistent and high quality practice.
Maintain and enhance staff retention through an improved professional development offer, specialist training and employee benefits.

Annual targets for 2025/26 (aligned to the 2030 Strategy)

3. Programme development, quality and impact

1. Financial sustainability and income diversification

Deliver a year end surplus at 31 August 2026 and strengthen unrestricted reserves in line with the trustees’ reserves policy.
Secure and/or maintain c. £800,000 of confirmed income across the next two years, with a clear plan to increase the proportion of unrestricted and multi year funding.

During 2025/26 we will finalise, standardise and embed our strengthened AIM+ model (harm reduction plus enhanced employability programming). We will pilot and refine delivery, improve consistency across cases, and implement a robust evaluation and impact measurement framework so that our evidence base is credible, decision useful and funder ready, and reflects the voice of the young people we serve.

AIM+ impact is measured across two areas:

Deliver a step change in fundraising capacity by strengthening corporate partnerships and progressing plans to secure dedicated corporate fundraising resource during 2025/26.

Target Outcomes in Harm Reduction and Increased Safety

Intermediate (on programme): Improved emotional regulation.
Develop earned income through the Hayloft Point heritage and cultural plan (Boar’s Head Theatre and exhibition space), creating a sustainable revenue stream alongside work experience and work placement opportunities for young people.

2. Workforce capacity and organisational capability

End of programme: Sustained improvements in emotional regulation and reduced harmful behaviours (with no evidence of criminal harm in the last 3 months of support).
Post-programme (12 months): No reported incidents of criminal harm (in the last 6 months).
Increase delivery capacity by expanding the frontline Intervention Coach team and building the programme employability team through targeted

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Organisational Targets

Target outcomes in education, employment and training (EET)Intermediate (on programme): Improved self efficacy, measured by the New General Self Efficacy Scale, a validated tool that captures a young person’s confidence and persistence in overcoming challenges and is predictive of readiness for, and progression toward, EET outcomes.[1]

End of programme: Confirmed EET destination.

Post-programme (12 months): In EET (minimum 16 hours) and, if employed, earning at or above the London Living Wage
On-going implementation of new robust evaluation and impact measurement framework.

4) Profile, partnerships and influence

Strengthen Streets of Growth’s profile as a specialist in harm reduction and employability through strategic communications, learning outputs and sector engagement.
Use our growing evidence base to deepen relationships with key statutory, voluntary and corporate partners, improving referrals, progression opportunities and influence.
Position Streets of Growth as a trusted delivery and learning partner for funders and policymakers, supporting longer term sustainability and replication ambitions.

Taken together, these 2025/26 targets prioritise three essentials:

(1) stabilising and diversifying income, securing and/or maintaining c. £800,000 of confirmed income across the next two years and growing unrestricted, multi year funding; (2) strengthening workforce and organisational capacity so that high quality practice is consistent and safe, including scaling staffing to support up to 180 young people by the end of August 2026; and (3) embedding AIM+ (launching October 2025) with robust evaluation so we can evidence what works and increase the number of young people who move from harm and instability into sustained education, employment or training (EET).

Our impact measures will track change over time, on programme progress, end of programme outcomes, and 12 month sustainment (including reduced harm and sustained EET at minimum 16 hours and, where employed, at or above the London Living Wage). Delivering these targets will put Streets of Growth on a stronger footing to achieve our 2030 ambitions for scale, sustainability and influence.

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2030 Strategy Targets

The annual targets above focus on delivery and capacity in 2025/26. They build towards Streets of Growth’s 2030 Strategy: increasing impact, strengthening financial resilience, and scaling a proven harm reduction and employability model. Our three strategic priorities are set out below.

1. Programme Delivery and Impact: Make AIM+ consistent, measurable and ready to scale.

2. Diversifying Income: Build a resilient, balanced income base to sustain and grow impact.

3. Expand the Model: Reach more young people and embed a model others can adopt.

By 2030, we will standardise and strengthen our harm reduction and employability programming, backed by a robust evidence base that demonstrates reduced harm, increased resilience and improved employability outcomes.

By 2030, we will diversify and strengthen our income portfolio to achieve a 50% increase in annual income over five years reducing reliance on short term restricted grants.

By 2030, we will expand the harm reduction and employability model supporting more young people each year and strengthening replication through partnerships.

From 2026–2030, we will grow annual income to c. £1.0m–£1.2 million, increase unrestricted and multi year funding, and position Streets of Growth as a partner of choice for major funders, corporates and philanthropists across London.

Key outcomes

A standardised AIM+ model, underpinned by robust data evidencing long term change for young people.
Stronger credibility and influence with funders and policymakers.

Key outcomes

A balanced income mix: grants (40%), contracts (30%), trading/social enterprise (30%).
Greater resilience through more unrestricted, multi year funding and reduced dependency on single funders.

Key outcomes

More young people supported each year, with demonstrable reductions in harm and exploitation risk.
A recognised, partner enabled model of best practice with potential for replication.

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Statement of Trustees’ Responsibilities

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

Company law requires the trustees to prepare financial statements for each financial year 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 those financial statements, the trustees are required to select suitable accounting policies and then apply them consistently; observe the methods and principles in the Charities SORP applicable to the reporting period; 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; and prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.

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

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Strategic Report Exemption

Streets of Growth qualifies as a small charitable company under section 419 (2) of the Companies Act 2006 and has taken advantage of the exemption in preparing a Strategic Report.

Provision of Information to Independent Examiner: The trustees have prepared this report in accordance with the special provision of the Companies Act 2006 relating to small companies and the statement of recommended practices – Accounting and Reporting Charities (SORP 2005 SORP FRS 102)

Approved by the Streets of Growth Trustee Board and signed on behalf of Trustees

Signature:

Name: Rakesh Sund Role: Chairperson

Date: 20/05/2026

streetsofgrowth.org

Year End Accounts & Finanical Statement

1[st] Sept 2024 to 31[st] Aug 2025

Independant examiner’s report to the trustees of Streets of Growth Limited

I report to the charity trustees on my examination of the accounts of the Company for the year ended 31 August 2025 which are set out on pages two to seven.

accounting records were not kept in respect of the Company as required by section 386 of the 2006 Act; or
the accounts do not accord with those records;

Respective responsibilities of trustees and examiner

The trustees (who are also directors of the company for the purposes of company law) are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).

or the accounts do not comply with relevant accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair view’ which is not a matter considered as part of an independent examination ; or

Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity’s accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the CharityCommission under section 145(5) (b) of the 2011 Act.

Independent examiner’s statement

I confirm that I am qualified to undertake the examination of the Company because I am a member of the Association of Chartered Certified Accountants which is one of the listed bodies in section 145 of the 2011 Act.

the accounts have not been prepared in accordance with the methods and principles of the Statement Recommended Practice for accounting and reporting by charities (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)).

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Signed Mark King

I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe:

Name: Mark King B.Sc (Hons) F.C.C.A. Role: Reporting Accountant Date: 25/03/2026

streetsofgrowth.org

Consolidated Statement of Financial Activities

(Incorporating An Income & Expenditure Account)

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YEAR ENDING 31 AUGUST 2025
Notes Unrestricted Funds Restricted Funds Total Funds 2025 Total Funds 2024
£ £ £ £
Income & Endowments From:-
Donations, Legacies & Grants 3 270,278 402,322 672,600 686,295
Trading Income 4 5,988 – 5,988 710
Total Incoming Resources 276,266 402,322 678,588 687,005 (8,417) -0.01225
Resources Expended
–
Fundraising Costs Of Grants & Donations 68,742 68,742 45,680
Charitable Activities 263,335 309,137 572,472 634,140
Governance Costs – 5,611 5,611 5,422
Total Resources Expended 6 263,335 383,490 646,825 685,242 (38,417) -0.05606
Net Incoming Resources 12,931 18,832 31,763 1,763
Total Funds Brought Forward 119,780 499,159 618,939 617,176
Total Funds Carried Forward 132,711 517,991 650,702 618,939
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The statement of financial activities includes all gains and losses recognised in the year. All incoming resources and resources expended derive from continuing activities. The notes on pages four to seven form part of these accounts

streetsofgrowth.org

Balance Sheet as at 31 August 2025

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Notes 2025 2025 2024 2024
£ £ £ £
Fixed Assets
Tangible Assets 12 10,867 15,231
Current Assets
Debtors 13 64,028 6,666
Cash At Bank 599,128 667,797
663,156 674,463
Liabilities
Creditors Falling Due
14 (23,321) (13,755)
within One Year
Deferred Income 15 – (57,000)
(23,321) (70,755)
Net Current Assets 639,835 603,708
Net Assets 650,702 618,939
The Funds Of The Charity
Restricted Income Funds 517,991 499,159
Unrestricted Income Funds -
132,711 119,780
General
Total Charity Funds 16 650,702 618,939
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For the year ending 31 August 2025 the company was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies.

The members have not required the company to obtain an audit in accordance with section 476 of the Companies Act 2006.

The trustees acknowledge their responsibilities for

(a) ensuring that the charitable company keeps accounting records that comply with Sections 386 and 387 of the Companies Act 2006 and

(b) preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company.

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

The notes on pages four to seven form part of these accounts

Signed: Brian Manu-Gyamfi

Name: Brian Manu-Gyamfi

Approved by the trustees on: 25/03/2026

streetsofgrowth.org

Cash Flow Statements - 2025/24

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CASH FLOW STATEMENTS - 2025/24
2025 2024
£ £
Cash Flows From Operating Activities
Net Surplus For The Reporting Period 31,763 1,763
Adjustments For:
Depreciation Charges 9,187 16,976
(Increase)/Decrease In Debtors (57,362) 25,414
(Decrease) In Creditors (47,434) (18,359)
Net Cash Generated By Operating Activities (63,846) 25,794
Cash Flows From Investing Activities
Purchase Of Tangible Fixed Assets (4,823) (12,204)
Change In Cash And Cash Equivalents In The Reporting Period (68,669) 13,590
Cash And Cash Equivalents At The Beginning Of The Reporting Period 667,797 654,207
Cash And Cash Equivalents At The End Of The Reporting Period 599,128 667,797
Analysis of Cash & Cash Equivalents
Cash In Hand £ 599,128 £ 667,797
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streetsofgrowth.org

Year to 31 August 2025 – Notes to the accounts

1. Accounting Policies

a. Basis of preparation

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

The financial statements have been prepared under the historical cost convention, with the exception of investments (if any) which are included at market value, as modified by the revaluation of certain assets.

b. Incoming resources

Voluntary income including gifts, donations and grants are recognised where there is entitlement, certainty of receipt and the amount can be measured with sufficient reliability.

Deferred income represents amounts received for future periods and is released to incoming resources in the period for which it has been recieved. Any investment income is recognised on a receivable basis.

Restricted funds may be restricted income funds, which are expendable at the discretion of the trustees in furtherance of some particular aspect(s) of the objects of the charity, or they may be capital funds, where the assets are required to be invested, or retained for actual use, rather than expended.

d.

Resources expended

Expenditure is recognised when a liability is incurred.

Costs of generating funds are those costs incurred in attracting grant income. Charitable activities include both the direct costs and support costs relating to those activities.

Governance costs include those costs incurred in the governance of the charity and its assets and are primarilly associated with constitutional and statutory requirements.

e. Tangible fixed assets

Tangible fixed assets are depreciated at 25% of their cost on a straight line basis. Their estimated

useful life is four years.

f. Going concern

The trustees consider that there are no material uncertainties about the charity’s ability to continue as a going concern for the foreseeable future.

g. Volunteers’ services

c. Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees. Restricted funds are funds subject to specific trusts which may be declared by the donor(s), or with their authority, but still within the objects of the charity.

The value of services provided by volunteers is not incorporated into these financial statements.

2. Legal status of the Charity

Streets of Growth is constituted as a company limited by guarantee.

streetsofgrowth.org

Year to 31 August 2025 – Notes to the accounts

3. Donations, legacies and grants

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2025 Unrestricted 2025 Restricted 2024 Unrestricted 2024 Restricted
£ £ £ £
Osmani Trust – 115,464 53,920 –
Tower Hamlets Homes – – – 37,500
Lon� Bor� of Tower Hamlets - Supporting Families Contract – – – 94,583
Lon� Bor� of Tower Hamlets - Targetted Intervention Programme – – – 18,750
Lon� Bor� of Tower Hamlets - Mayor’s Community Fund – 35,697 – 13,333
Lon� Bor� of Tower Hamlets - Young Carers Contract – 18,350 – 15,000
Greater London Authority - Mayor of London – 83,587 – 30,498
Greater London Authority - Wrong Door Challenge – 18,757 – –
London Youth – 4,000 – 32,986
UK Lottery - Million Hours – – 7,500 –
BBC Children in Need – – 21,909 –
London Community Fund/British Land – – – 19,902
East London Business Alliance – 7,546 – 846
William Wates – – 9,000 –
East End Community Foundation – – – 7,000
Esmee Fairburn 50,000 – 50,000 –
The Portal Trust – – 75,000 –
Impetus - The Private Equity Foundation 100,066 – – –
AB Charitable Trust 25,000 – – –
City Bridge Trust – 25,635 – –
Charles Hayward Foundation – 25,000 – 25,000
Mace Foundation – – – 15,000
Hedley Foundation – – – 4,950
Merchant Taylors’ Company 3,000 – – –
Canary Wharf Group – – – –
Lloyds Bank Foundation – – 54,750 –
Donations and other unrestricted income 4,370 – 7,658 –
England Sports Council – – – 2,940
Foundation Futurel – 9,980 – 23,628
Macquarie Bank 1,038 – – –
Mayor of London - New Deal for Young People – 816 822 45,087
The Berkeley Charity – 26,440 – 7,502
Berkeley Homes - Marathon Challenge 17,205 – – –
Maria Marina Foundation 40,000 – – –
Lord Barnaby’s Foundation 20,000 – – –
WAW Community CIC – – – 1,070
The Linder Foundation – 12,000 – –
The Field Family Charitable Trust – – 3,000 –
St James Group – 10,050 – 1,815
The Charity Service Trust 7,000 – 5,000 –
Diverse Dining – – 125 –
Artichoke Trust – – 221 –
The Big Give 109 – – –
Dewent Foundation – 9,000 – –
Charities Aid Foundation 2,490 – – –
£270,278 £402,322 £288,905 £397,390
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4. Trading income

Trading income arises primarily from consultancy and rental income.

5. Fundraising costs

Fundraising costs are estimated as a proportion of the remuneration of staff engaged on fundraising activities.

streetsofgrowth.org

Year to 31 August 2025 – Notes to the accounts

6. Resources Expended On Charitable Activities

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2025 2024
£ £
Salaries, Tutor & Consultants 557,502 554,284
Rent, Service Charges
55,735 61,606
& Other Overheads
Telephone & Internet 3,817 3,137
Costs Of Activities 29,771 66,215
£646,825 £685,242
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‘* net of Employer’s NIC Employment Allowance & Statutory Maternity (and Paternity)

‘Pay credits.

‘Pension costs represent the contributions payable during the year. The pension scheme‘ is a defined contribution scheme with the Charity paying contributions of 8% of salaries.

No employee received emoluments of more than £60,000.

10. Average Full-Time Employees

The average number of full-time equivalent employees during the year was 11 (2024: 11).

11. Movement In Total Funds For The Year

7. Governance Costs

Governance costs are estimated as a proportion of the remuneration of the chief executive.

8. Trustees’ Remuneration, Expenses & Benefits

There were no trustees’ remuneration, expenses or other benefits paid for the year ended

9. Analysis of Staff Costs

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2025 2024
£ £
Salaries, tutor and consultants 399,446 401,603
Tutors and consultants 97,025 83,737
Social security [] 33,763 40,863
Pension costs 27,268 28,081
£557,502 £554,284
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This is stated after charging £9,187 in respect of depreciation (2024: £16,976).

12. Tangible Fixed Assets

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2025 2024
£ £
Cost: as at 1 September additions in year 96,568 84,364
4,823 12,204
101,391 96,568
Depn: as at 1 September charge for year 81,337 64,361
9,187 16,976
Net book value:
as at 31 August £10,867 £15,231
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streetsofgrowth.org

Year to 31 August 2025 – Notes to the accounts

13. Debtors

At the year end there was £ 64,028 due to the Company in respect of accrued income ‘(2024: £6,666).

14. Creditors

The creditors total of £23,321 which is payable within one year, is in respect of accrued expenses (2024: £13,755).

15. Deferred Income

Deferred income, representing amounts received from funders but not yet expended on activities, stood at £ nil at the year end (2024: £57,000).

16. Analysis of charitable funds

17. Analysis of net assets between funds

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GENERAL RESTRICTED TOTAL
FUND FUND
£ £ £
–
Tangible fixed assets 10,867 10,867
Cash at Bank 132,711 466,417 599,128
Other net current assets – 64,028 64,028
Creditors and deferred income – (23,321) (23,321)
Net assets at 31 August 2025 132,711 517,991 650,702
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BALANCE INCOME RESOURCES BALANCE
AT 1 SEPT RESOURCES EXPANDED AT 31 AUG
2024 2025
£ £ £ £
General fund 119,780 276,266 (263,335) 132,711
Analysis of restricted fund movements
BALANCE INCOME RESOURCES BALANCE
AT 1 SEPT RESOURCES EXPANDED AT 31 AUG
2024 2025
£ £ £ £
Charitable activities 499,59 402,322 (383,490) 517,991
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streetsofgrowth.org

Streets of Growth

Hayloft Point Contact Us 6 Middlesex Street 0207 515 7356 London mail@streetsofgrowth.org E1 7EX Referrals@streetsofgrowth.org United Kingdom streetsofgrowth.org

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