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2025-03-31-accounts

Y O U T H F O C U S W E S T M I D L A N D S A N N U A L R E P O R T

2 0 2 4 - 2 0 2 5

CONTENTS

  1. ABOUT YFWM

  2. CHAIR’S FOREWORD

  3. CEO’S REPORT

  4. FINANCIAL REPORT

2

About YFWM

Youth Focus West Midlands is the non-aligned network lead and support for work with young people in the West Midlands & the lead for the national youth work infrastucture partnership in the West Midlands Region

YFWM was established to build upon the work of the previous West Midlands Regional Youth Work Unit; continuing to work with youth work and related youth professionals, agencies and policy makers to support the development and delivery of high quality youth work opportunities for young people across the West Midlands region.

The aim of YFWM is to encourage, promote and support both individual practitioners and organisations that look to develop and deliver youth work across the West Midlands region.

At the heart of the organisation’s role is the development of clear communication routes and networks that complement a consistent understanding and approach to youth work.

from across the region as well as service and professional development learning and task groups. The range of YFWM work has been reviewed and refocused. Whilst approaches need to move with the times and reflect resourcing the priorities remain the same:

We believe this approach is an essential element in ensuring that young people are offered personal development experiences regardless of where they live in the West Midlands region. YFWM leads a number of professional networks; bringing together strategic leads and specialists

Ben Gibson - Stoke Youth Collective

“Youth Focus West Midlands plays a vital role in connecting, equipping, and empowering the regional youth sector. They bring organisations together to collaborate, share learning, and build collective strength. Their support has been instrumental in developing our local youth strategy in Stoke, helping partners across sectors to align their efforts, amplify youth voice, and co-create solutions that reflect the real needs of young people. They are also supporting us to build local capacity to deliver high-quality youth work, ensuring that services are sustainable, inclusive, and grounded in best practice.”

3

Chair’s Foreword

The economic and funding environment is still very challenging. Positive noises continue to come from government about the role that good youth work plays in supporting and developing young people and communities, but the economic situation that they are struggling with has meant that opportunities for new or increased funding have been scarce. There have been some positives where existing funding has been extended beyond original end dates and Youth Focus West Midlands has benefited from some of those.

I expressed my sadness last year about the news of the planned decimation of the Youth Service in Birmingham and it is good to look back and recognise the passion and resilience of youth workers and their supporters that fuelled the successful campaign to retain the service for the city. There is work going on across our region to keep youth work in the minds and policies of our politicians and other decision makers.

Collective voices are often stronger than isolated local ones and the networks of partners and stakeholders that YFWM supports and participates in are vital in keeping youth work on the agenda of local regional and national policy making. During the year we have extended our reach and engagement with all 14 of the local authorities in our region and have strengthened the networking and collaboration with all the other regional youth work units across the country, leading to joint working on both lobbying and specific delivery projects.

I also used the words “adapt and survive” last year, but as an organisation I think we have gone beyond that stage and have adapted and grown very effectively. This has required significant change, and that has continued throughout the year. Changes nationally have meant that our role in supporting and delivering Youth Voice work is now even more significant than it was before whilst our Training Centre has continued to be crucial in addressing the challenges of workforce development for the sector.

“We now operate as a team of staff,

associates and trustees that complement

and support one another”

Every aspect of our organisation has grown and our current financial position is healthier than it has ever been. However, we recognise that this can change quickly as funding sources come and go, so we continue to be vigilant and prudent as we go forward.

“Every aspect of our organisation has grown

and our current financial position is healthier

than it has ever been”

We then welcomed Emma Boundford to our team and she is already making a very positive contribution alongside Emma Keenan, Cal Williams supporting our Training Centre work and our CEO Ruth who holds it all together, is active across all our key networks and pursues development opportunities where they arise. Finally, a thank you to all our partners and stakeholders who work with Youth Focus West Midlands to enable us to continue supporting good quality youth work.

The year ahead will, no doubt, bring challenges but Youth Focus West Midlands and our partners are in a strong position to respond, grow and make a crucial contribution to the youth sector in our region.

We now operate as a team of staff, associates and trustees that complement and support one another very well. Recently, we said goodbye to George Stroud, who had been central to our business transformation process. We wish him well for his future.

We look forward to it!

Paul Finnemore

Chair of Board of Trustees

4

Annual Overview Chief Executive Officer’s Report

2024- 2025 has been a significant year for YFWM both in terms of contract delivery and organisational development

The organisation is now in a strong place, but we recognise the fragile nature of funding and policy environments.

YFWM has been pleased to support the consultation around the National Youth Strategy. The key drivers to support the Strategy are all key areas of delivery for YFWM:

•Supporting and Growing a skilled and sustainable paid and volunteer workforce

•Building effective and integrated partnerships between voluntary, public and private sectors

•Strengthening ‘Youth Voice’ and clarifying standards and accountability structures for youth provision

We now need to build on these solid foundations in order that YFWM sustains the capacity to provide key infrastructure support for the youth work sector across the region.

it’s about safe communities for young people to grow up in.

Youth work and youth workers are not the only answer, but as a profession that moulds services around young people’s needs and other provision, they are a significant part of the picture that is currently ‘missing’ or at best patchy. As always, we face these challenges with commitment, as facilitators, negotiators and above all passionate advocates for the young people who are our future: I look forward to continuing to work with our national partners and the youth work sector across the region to ensure that youth work is recognised, understood, and effectively financed .

DCMS support has been invaluable in helping sustain the core functions of the organisation and consolidating core organisational infrastructure

What remains important is our primary focus on the needs of young people, who continue to tell us they want safe spaces in local communities along with trusted adults and I think it goes beyond just particular safe spaces for young people; I believe

The work of the Network of Regional Youth Work Units has also been invaluable in helping grow our work nationally and raising the profile of the importance of regional infrastructure to the youth work landscape

5

Our Workstreams

Buisness Transformation

The work on the business transformation process is now complete. The organisation is now well placed to be able to successfully manage both staff and contracts from a range of funders as well as delivering a range of support services to the youth work sector across the west Midlands. George Stroud who successfully led this process for YFWM left us at the end of April 2025 and we have been joined by Emma Boundford who joined us as our new Business Support Officer in April 1st 2025. Emma is now picking up the range of business support functions across the organisation.

Workforce Development

Training Centre Achievments

YFWM has been an Accredited Training Centre for 7 years delivering both level 2 and 3 accredited qualifications in youth work and we have built a strong reputation, recognised by the awarding body as delivering a quality service as confirmed by feedback from our EQA at Skills Education Group

The Training Centre has registered and supported 57 learners at level 2 and 5 at level 3

Sue Wilson – EQA, Skills & Education Group Awards:

“Youth Focus West Midlands is a high functioning centre benefitting from a strong professional and competent youth work training team. The assessment and IQA practice is very strong. Learners’ work is of a high standard across all courses. The assessors use a range of appropriate assessment methods to support learners collective and individual needs.

It is evident from what I have seen and discussed with the team members I met that the centre is offering its learners a very positive and rewarding learning experience. This is further validated by the end of course learner evaluations I read.”

Bursary Management

The organisation has successfully delivered the management of the training bursaries programme for the last five years and look forward to a further 12 months of manging this programme delivered in partnership with the NYA

The allocation target for bursary numbers was 47 places: The YFWM Training Centre allocated 98.

Training Centre Development

YFWM has responded rapidly over the past few years to changing opportunities and demand for youth worker training, at the same time as growing and developing our own support staff and developing the training capacity of partner organisations in local authority areas.

During this time of growth we have identified the need to update, upgrade and consolidate systems, content and communications to keep pace with changes in youth work roles and settings, the benefits and challenges of developing technology and the increasing scale of our relationships and responsibilities.

With a newly created part-time coordinator role to pull the wider ‘training team’ together and lead on review and development we will build on our collective experience and skills to address lessons learned and ensure our training provision is high quality, accessible and professionally relevant.

IQA Support

YFWM also provides IQA support to five other centres nationally, helping them embed strong standards for delivery and achievement outcomes for learners.

We have registered and provided IQA for 87 learners at level 2 and 8 at level 3

Mark Straw – Director, Community

Praxis:

”I was introduced to Ruth at YFWM and immediately felt comfortable, I was impressed in the professional outlook and the robust systems and processes in place to manage the accreditation process.

YFWM are always available to respond to my accreditation needs, they are committed to sharing best practice and actioning areas discussed in meetings. It is clear that YFWM are an organisation with integrity and a collaborative approach.

I have been impressed at the ongoing feedback to my assessing & I have been actively encouraged to be involved in standardisation and other quality assurance meetings.

6

Partnerships & Capacity Building

We are pleased with our capacity building programme working both in Birmingham with BAYC and Worcestershire with Young Solutions.

The organisations are now able to deliver and assess level 2 youth work programmes and we will extend this to encompass level 3 in the future.

YFWM remains as the accredited centre providing registration, administration and quality assurance for all courses.

We are also really pleased to have been able to work with Phil Pusey at SCVYS on the roll out of an Introduction to Youth Work course that signed up members of the Strategic Youth leads Network who are now able to deliver at a local level. A great piece of cross regional collaboration.

The organisation has also begun to extend it’s CPD offer through its Associate Trainers. Feedback from learners has been extremely positive and we are now looking to extend the range of training sessions and Associate pool

Professional Pathways

YFWM have been keen to ensure we are able to support clear pathways for Youth Work as a career.

The West Midlands now has only one HEI provider of the level 6 qualification in youth work, a significant decrease from where we were a few years ago. This reduction is also reflected nationally.

The NYA in response to this have proposed a reform to the qualification framework, which looks at the pathway spanning levels 2 - 6, with entry and exit points all the way through thus increasing the opportunities for qualification at all levels.

There has also been the development of the level 3 and 6 degree apprenticeships although we currently don’t have any regional providers for these.

We are working with the NYA through engagement in the Education and standards Committee to look at how all of this can best be supported.

Bradley Edmunds: Youth Manager Pershore Riverside Centre:

“It has been brilliant for my own personal journey as a Youth worker working with YFWM, as well as Organisationally.

Ruth and Cal have supported my team and colleagues with training in the past, - and most recently offering the opportu nity for development and impact youth workers within Worcestershire.

Communicating regularly with Ruth and Cal has provided me with a wider, trusted, support network within what is a very small (and sometimes lonely) Youth work world within Worcestershire.

They have supported me by providing my TAQA (Assessment and quality assurance) training. Regular standardisations, meetings and the support network in general with wider colleagues has as proved so helpful for my confidence

a trainer & assessor.

It is without a doubt that this network will then go on to inspire and impact many people heading for a career in youth work.”

Local Youth Partnerships & Youth Offer

YFWM has been pleased to be able to work in partnership with the Young People’s Foundation Trust. This has enabled us to broker support from YPFT to local areas that are looking to build their local youth partnership.

Areas include: Staffordshire, Solihull, Birmingham, Shropshire, Stoke and Dudley

Chris Murray - CEO, Young People’s Foundation Trust

“This year has been a testament to the power of collaboration & shared vision in youth work. My most recent experiences of working in partnership with YFWM has been both inspiring and impactful. Together, we have fostered a dynamic and supportive environment for youth workers, informal education for & with young people across the region, delivering targeted opportunities for growth of the sector, amplifying youth voices and strengthening community engagement.

The partnership has proven to be a cornerstone of our joint working and also successful, combining local insight with regional strategy to ensure that youth services are responsive, inclusive, and forward-thinking. Through joint initiatives, training opportunities, and advocacy efforts, we envisage not only enhancing the quality of youth work but also building a resilient network of practitioners committed to empowering the next generation”

7

Strategic Youth Leads

The Strategic Youth Leads Network brings together key leads from across the region to look at a range of issues including; policy into practice, horizon scanning, sharing management and practice perspectives and local developments.

Youth Voice

YFWM has been pleased to continue to support Youth Voice across the region; bringing together key strategic youth voice leads to look at sharing information and practice from across the range of youth voice programmes in delivery.

Feedback from members of the network has

been extremely positive with c o l l e a g u e s welcoming the opportunity to come together and share information, intell i g e n c e a n d learning.

The network n o w c o v e r s all 14 of the local authority areas across the region.

P h i l P u s e y – C E O , S C V Y S

“ S C V Y S h a s a l w a y s v a l u e d t h e r e g i o n a l c o n n e c t i o n s f a c i l i t a t e d b y Yo u t h F o c u s W e s t M i d l a n d s . T h e y e n a b l e m o r e i n - d e p t h c o n v e r s a - t i o n s t o h a p p e n t h a t c a n ’ t h a p p e n n a t i o n a l l y b e c a u s e t h e n a t i o n a l c o h o r t s i z e i s l a r g e r a n d m o r e d i v e r s e i n t e r m s o f c o r e b u s i n e s s .

T h e n e t w o r k a l s o f a c i l i t a t e s q u a n t i - f i a b l e a c t i o n s , f o r e x a m p l e t a k i n g t h e I n t r o d u c t i o n t o Yo u t h W o r k c o n t e n t f r o m S t a f f o r d s h i r e a n d a d o p t i n g i t f o r t h e r e g i o n s a v i n g o t h e r l o c a l a u t h o r i t y a r e a s t i m e a n d r e s o u r c e s .

T h i s i s i n a d d i t i o n t o t h e g e n e r a l s h a r i n g o f l o c a l n e w s a n d u p d a t e s w h i c h o f t e n i n s p i r e u s h e r e i n S t a f f o r d s h i r e t o i n n o v a t e a n d c o n t i n u o u s l y i m p r o v e . ”

Youth Parliament & Regional Youth Engagement

YFWM is committed to supporting an inclusive approach to youth voice across the region, and led by Aimee Sharpe provides both the opportunity for youth voice involvement and representation across all local authority areas and the platform for those authorities engaging in the UKYP programme.

YFWM supports the UKYP programme across both the West and East Midlands , building connections through digital engagement and regular online ‘catch-ups’ as well as a regional youth conference, supporting MYP elections, induction and their engagement in the national MYP conference.

Through this work two MYPs are elected to the Youth Select Committee, ensuring that regional voices contribute to national policy discussions. MYP’s from the Midlands achieved 100% turnout for the national House of Commons Debate strengthening the representation of young people’s views and aspirations across the regions.

Ongoing advocacy through regional networks and the NYA aims to increase government engagement and influence policy including working to address policy gaps in mental health, climate change, and poverty.

Midlands MYPs were actively engaged in the House of Commons debate and the Youth Select Committee and regionally through the young people’s Poverty Postcards campaign initiative they created a strengthened evidence base to bring the voice of young people directly into policy conversations.

Key stakeholders are brough together through Regional Youth Voice Network meetings to provide vital cross-sector collaboration through strong networks of local authorities and youth organisations.

This creates a platform to share resources and best practice, to review and respond to feedback and changing youth needs to promote youth engagement and to press for increased investment in youth services.

Despite challenges such as reduced funding, logistical barriers, and uneven representation, Youth Focus West Midlands has successfully sustained and advanced the UKYP program.

8

Through innovative strategies young people have been equipped with skills, platforms, and confidence to influence local and national policy.

Importantly, participation must be recognised in the wider context beyond the elected MYPs, ensuring broader inclusivity and valuing the contributions of all young people in the Midlands. The year has demonstrated that, even under constraints, youth voice remains a powerful driver of democratic engagement and policy change.

West Midlands Combined Authority Area

The WMCA Area has had three strategic youth voice groups over the last few years covering the West Midlands Office of the Police and Crime Commissioner, the Violence Reduction Partnership and the WMCA itself. YFWM is now working with these key stakeholders to develop a more joined up approach to Youth Voice across the WMCA area.

Inspire

YFWM has also been working on a large international project on participatory democracy for the WMCA, being led by an Associate professor from the University of Birmingham, Juliette Foulkner has led YFWM’s work to support young people’s recruitment and safeguarding.

The project aims to work with young people to plan a legislative theatre process, supported by other creative methods, including the use of a digital participatory platform.

It provides an opportunity to help embed a more participatory culture in policymaking and strengthening inclusive participation of young people from diverse backgrounds.

With Dr Sonia Bussu leading the project, the University of Birmingham (UoB) partnered with Youth Focus West Midlands (YFWM) in January 2025 to deliver the Inspire project in the West Midlands.

Inspire is a project funded by the EU under Horizon Europe, and it involved 17 partners across Europe.

The aim is to strengthen democracy by developing inclusive approaches to participation that centre the lived experience of groups often marginalised in policymaking.

In the West Midlands, UoB and YFWM collaborated with the Young Combined Authority and institutional partners to recruit 15 young people (14-17 years old) from diverse backgrounds to influence policies on work experience and youth employment. The young people worked over several months with Legislative Theatre practitioners and UoB researchers to co-create a play representing their experience of navigating career choices and (lack of) support.

During two events, hosted with WMCA and Birmingham City Council, the young people co-created policy ideas to respond to the problems they experience, working with audiences of community members and policymakers.

The group produced a short film on the project which can be found on Youtube and all the policy proposals and commitments from policymakers can be found on the Inspire website.

Dr Sonia Bussu – Inspire Project Leader, University of Birmingham

“YFWM played a crucial role in development; they supported recruitment and provided safeguarding and pastoral care for the select 15 young people throughout the project, which in the West Midlands ends in September 2025. Their passion, commitment, professionalism and flexibility has been key to the success of this work. Ruth Rickman-Williams is also a member the Inspire Advisory Board and her expertise will continue to inform the wider project, which concludes in March 2027.”

Data / Impact Networks

YFWM was saddened to hear of the closure of the Centre for Youth Impact/ George Williams College in March 2025. YFWM has enjoyed a long and rich relationship with the centre for many years, with YFWM leading regional impact network meetings along with training and support for the sector more widely.

The national network of regional youth work units is now exploring with DCMS how this work and its legacy could be continued and maintained moving forwards.

Ruth Rickman-Williams

Chief Executive Officer

9

“Young people should be at the forefront of global change and innovation. Empowered, they can be key agents for development and peace. If, however, they are left on society’s margins, all of us will be impoverished. Let us ensure that all young people have every opportunity to participate fully in the lives of their societies.” Kofi Anan - Former UN Secretary-General

Charity# 1148687

Company# 811474510

YOUTH FOCUS WEST MIDLANDS

TRUSTEE'S FINANCIAL REPORT

AND UNAUDITED STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2025

Charity No. 1148687 Company No. 08114745

Page 11

YOUTH FOCUS WEST MIDLANDS LEGAL AND ADMINISTRATIVE INFORMATION FOR THE YEAR ENDED 31 MARCH 2025

Directors and Trustees

The Directors of the charitable company are its Trustees for the purpose of charity law. The following Directors and Trustees served during the year:

K. Barnes

J. Boagey

P. Finnemore

S. Gillings

REFERENCE AND ADMINISTRATIVE DETAILS

Company No. 08114745 Charity No. 1148687

Registered Office

32 Ombersley Street West Droitwich WR9 8QZ

Accountants

KC Accountancy Services Youth & Community Centre High Street Llanfyllin Powys SY22 5DB

Page 12

YOUTH FOCUS WEST MIDLANDS Financial Report Contents

FOR THE YEAR ENDED 31 MARCH 2025

Pages
Trustees' Declaration 14
Independent Examiner's Report 15
Statement of Financial Activities 16
Balance Sheet 17
Notes to the Accounts 18

Page 13

YOUTH FOCUS WEST MIDLANDS LEGAL AND ADMINISTRATIVE INFORMATION FOR THE YEAR ENDED 31 MARCH 2025

CHAIR'S DECLARATION

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

This financial report has been prepared in accordance with the provisions applicable to companies subject to the small companies regime as set out in Part 15 of the Companies Act 2006 and in accordance with the Charities SORP (FRS 102).

Signed on behalf of the board

P. Finnemore - Trustee 23rd September 2025

Page 14

YOUTH FOCUS WEST MIDLANDS INDEPENDENT EXAMINERS REPORT FOR THE YEAR ENDED 31 MARCH 2025

I report to the charity trustees on my examination of the financial statements of Youth Focus West Midlands for the year ended 31 March 2025.

Responsibilities and basis of report

As the charity's trustees of the company (and also its directors for the purposes of company law) you are responsible for the preparation of the financial statements in accordance with the requirements of the Companies Act 2006 ('the 2006 Act).

Having satisfied myself that the financial statements of the Charity 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 financial statements 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 Charity Commission under section 145(5) (b) of the 2011 Act.

Independent examiner's statement

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

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 financial statements to be reached.

Kim Cleminson-Jones FMAAT KC Accountancy Services Youth & Community Centre High Street Llanfyllin Powys SY22 5DB 23rd September 2025

Page 15

YOUTH FOCUS WEST MIDLANDS

STATEMENT OF FINACIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT

FOR THE YEAR ENDED 31 MARCH 2025

Notes
Income and endowments
from:
Charitable activities
4
Investments
5
Total
Expenditure on:
Charitable activities
6
Other
7
Total
Net gains on investments
Net (expenditure)/income
8
Transfers between funds
Net (expenditure)/income
before other gains/(losses)
Other gains and losses
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward		 Unrestricted
funds
2025
£
90,584
2,926		 Restricted
funds
2025
£
47,667
-		 Total funds
2025
£
138,251
2,926		 Total funds
2024
£
117,355
1,743
93,510
81,336
313		 47,667
64,477
-		 141,177
145,813
313		 119,098
88,430
347
81,649
-		 64,477
-		 146,126
-		 88,777
-
11,861
-		 (16,810)
-		 (4,949)
-		 30,321
-
11,861 (16,810) (4,949) 30,321
11,861
122,446		 (16,810)
84,237		 (4,949)
206,683		 30,321
176,362
134,307 67,427 201,734 206,683

Page 16

YOUTH FOCUS WEST MIDLANDS BALANCE SHEET

FOR THE YEAR ENDED 31 MARCH 2025

Company No.
08114745
Notes
2025
£
Fixed assets
Tangible assets
10
2,815
2,815
Current assets
Debtors
11
22,190
Cash at bank and in hand
199,683
221,873
Creditors:Amount falling due within one year
12
(22,954)
Net current assets
198,919
Total assets less current liabilities
201,734
Net assets excluding pension asset or liability
201,734
Total net assets
201,734
The funds of the charity
Restricted funds
13
Restricted income funds
67,427
67,427
Unrestricted funds
13
General funds
134,307
134,307
Reserves
13
Total funds
201,734		 2024
£
3,128
3,128
76,781
127,748
204,529
(974)
203,555
206,683
206,683
206,683
84,237
84,237
122,446
122,446
206,683

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

For the year ended 31 March 2025 the company was entitled to exemption 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 directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of accounts.

Approved by the board on 23rd September 2025

And signed on its behalf by:

P. Finnemore

Trustee

23rd September 2025

Page 17

YOUTH FOCUS WEST MIDLANDS NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025

Basis of preparation

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Change in basis of accounting or to previous accounts

There has been no change to the accounting policies (valuation rules and method of accounting) since last year and no changes have been made to accounts for previous years.

Fund accounting

Unrestricted funds These are available for use at the discretion of the trustees in furtherance of the general objects of the charity. Designated funds These are unrestricted funds earmarked by the trustees for particular purposes. Revaluation funds These are unrestricted funds which include a revaluation reserve representing the restatement of investment assets at their market values. Restricted funds These are available for use subject to restrictions imposed by the donor or through terms of an appeal.

Income

Recognition of Income is included in the Statement of Financial Activities (SoFA) when the charity income becomes entitled to, and virtually certain to receive, the income and the amount of the income can be measured with sufficient reliability. Income with related Where income has related expenditure the income and related expenditure is expenditure reported gross in the SoFA. Donations and Voluntary income received by way of grants, donations and gifts is included in the legacies the SoFA when receivable and only when the Charity has unconditional entitlement to the income. Tax reclaims on Income from tax reclaims is included in the SoFA at the same time as the donations and gifts gift/donation to which it relates. Donated services These are only included in income (with an equivalent amount in expenditure) and facilities where the benefit to the Charity is reasonably quantifiable, measurable and material. Volunteer help The value of any volunteer help received is not included in the accounts. Investment income This is included in the accounts when receivable. Gains/(losses) on This includes any gain or loss resulting from revaluing investments to market value revaluation of fixed at the end of the year. assets Gains/(losses) on This includes any gain or loss on the sale of investments. investment assets

Page 18

Expenditure Recognition of Expenditure is recognised on an accruals basis. Expenditure includes any VAT which expenditure cannot be fully recovered, and is reported as part of the expenditure to which it relates. Expenditure on These comprise the costs associated with attracting voluntary income, fundraising raising funds trading costs and investment management costs. Expenditure on These comprise the costs incurred by the Charity in the delivery of its activities and charitable activities services in the furtherance of its objects, including the making of grants and governance costs. Grants payable All grant expenditure is accounted for on an actual paid basis plus an accrual for grants that have been approved by the trustees at the end of the year but not yet paid.

Taxation

The charity is exempt from corporation tax on its charitable activities.

Tangible fixed assets and depreciation

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life:

Office Equipment 10% Reducing Balance

Freehold investment property

Investment properties are measured initially at cost and subsequently at fair value at each balance sheet date and are not depreciated. All gains or losses are taken to the Statement of Financial Activities as they arise.

Stocks

Stock is included at the lower of cost or net realisable value. Donated items of stock are recognised at fair value which is the amount the charity would have been willing to pay for the items on the open market.

Trade and other debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

Cash and cash equivalents

Cash and cash equivalents comprise cash at bank and on hand, demand deposits with banks and other short-term highly liquid investments with original maturities of three months or less and bank overdrafts. In the statement of financial position, bank overdrafts are shown within borrowings or current liabilities. In the Statement of Cash Flows, cash and cash equivalents are shown net of bank overdrafts that are repayable on demand and form an integral part of the company's cash management.

Page 19

Trade and other creditors

Short term creditors are measured at the transaction price. Other creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

Research and development

Expenditure on research and development is written off in the year in which it is incurred.

Foreign currencies

Monetary assets and liabilities denominated in currencies other than the functional currency of the charity are translated at the rates of exchange prevailing at the end of the reporting period. Transactions in currencies other than the functional currency of the charity are recorded at the rate of exchange on the date that the transaction occurred.

All exchange differences are are taken into account in arriving at net income/expenditure.

Leased assets

Where the charity enters into a lease which entails taking substantially all the risks and rewards of ownership of an asset, the lease is treated as a finance lease.

Leases which do not transfer substantially all the risks and rewards of ownership to charity are classified as operating leases.

Assets held under finance leases are initially recognised as assets of the charity at their fair value at the inception of the lease or, if lower, at the present value of the minimum lease payments. The corresponding liability to the lessor is included in the balance sheet date as a finance lease obligation. Lease payments are apportioned between finance expenses and reduction of the lease obligation so as to achieve a constant rate of interest on the remaining balance of the liability. Finance expenses are recognised immediately, unless they are directly attributable to qualifying assets, in which case they are capitalised in accordance with the charity's policy on borrowing costs. Assets held under finance leases are depreciated in the same way as owned assets.

Operating lease payments are recognised as an expense on a straight-line basis over the lease term. In the event that lease incentives are received to enter into operating leases, such incentives are recognised as a liability. The aggregate benefit of incentives is recognised as a reduction of rental expense on a straight-line basis.

Pension costs

The charity operates a defined contribution plan for its employees. A defined contribution plan is a pension plan under which the company pays fixed contributions into a separate entity. Once the contributions have been paid the company has no further payments obligations. The contributions are recognised as expenses when they fall due. Amounts not paid are shown in accruals in the balance sheet. The assets of the plan are held separately from the company in independently administered funds.

Receipt of donated goods, facilities and services

All donated goods, facilities and services received are recognised within incoming resources and expenditure at an estimate of the value to the charity.

Page 20

2 Company status

The company is a private company limited by guarantee and consequently does not have share capital.

3 Statement of Financial Activities - prior year

3
Statement of Financial Activities - prior year
Income and endowments from:
Charitable activities
Investments
Total
Expenditure on:
Charitable activities
Other
Total
Net income
Net income before other
gains/(losses)
Other gains and losses:
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward
4
Income from charitable activities
Charitable income
5
Income from investments
Interest income		 Unrestricted
£
90,585
90,585		 Unrestricted
funds
2024
£
50,778
1,743
52,521
20,053
347
20,400
32,121
32,121
32,121
90,325
122,446
Restricted
£
47,667
47,667
Unrestricted
£
2,926
2,926		 Restricted
funds
2024
£
66,577
-
66,577
68,377
-
68,377
(1,800)
(1,800)
(1,800)
86,037
84,237
Total
2025
£
138,252
138,252
Total
2025
£
2,926
2,926		 Total funds
2024
£
117,355
1,743
119,098
88,430
347
88,777
30,321
30,321
30,321
176,362
206,683
Total
2024
£
117,355
117,355
Total
2024
£
1,743
1,743

Page 21

6 Expenditure on charitable activities Expenditure on charitable activities
Unrestricted Restricted Total Total
2025 2024
£ £ £ £
Expenditure on charitable
activities
Staff costs 35,537 17,660 53,197 17,954
Project costs 38,504 46,817 85,321 68,932
Charitable support costs 7,295 - 7,295 1,544
Governance costs
81,336 64,477 145,813 88,430
7 Other expenditure
Unrestricted Total Total
2025 2024
£ £ £
Amortisation, depreciation,
impairment, profit/loss on 313 313 347
disposal of fixed assets
313 313 347
8 Net (expenditure)/income before transfers
2025 2024
This is stated after charging: £ £
Depreciation of owned fixed assets 313 347
Independent Examiner's fee 1,260 -
9 Staff costs
No employee received emoluments in excess of £60,000.
The average monthly number of full time equivalent employees during the year was as follows:
2025 2024
Number Number
Administration & Support 2 1
CEO 1 1
3 2
People's Pension

Page 22

10 Tangible fixed assets

Cost or revaluation
At 1 April 2024
At 31 March 2025
Depreciation and
impairment
At 1 April 2024
Depreciation charge for the
year
At 31 March 2025
Net book values
At 31 March 2025
At 31 March 2024
11 Debtors
Trade debtors
Prepayments and accrued income
12 Creditors:
amounts falling due within one year
Trade creditors
Other taxes and social security
Other creditors
Accruals		 2025
£
21,723
467
22,190
2025
£
115
376
183
22,280
22,954		 Office
Equipment
£
3,475
3,475
347
313
660
2,815
3,128		 Total
£
3,475
3,475
347
313
660
2,815
3,128
2024
£
76,377
404
76,781
2024
£
-
574
-
400
974

Page 23

13 Movement in funds

Restricted funds:
Restricted income funds:
Awards for All
NYA - Bursary Round 4
NYA - Bursary Round 5
NYA - Bursary Round 6
Total
Unrestricted funds:
General funds
Total funds		 At 1 April
2024
6,179
11,481
66,577
-
84,237
122,446
206,683		 Incoming
resources
(including
other
gains/losses
)
£
-
-
-
47,667
47,667
93,510
141,177		 Resources
expended
£
(6,179)
(11,481)
(46,817)
-
(64,477)
(81,649)
(146,126)		 At 31
March
2025
£
-
-
19,760
47,667
67,427
134,307
201,734

Purposes and restrictions in relation to the funds:

Restricted funds:
Awards for All National Lottery Community Fund grant supporting our Youth Voice work
NYA - Bursary Round 4 NYA grant allows YFWM to deliver funded places for Level 2 and 3 Youth
Work qualifications in conjunction with our partners
NYA - Bursary Round 5 NYA grant allows YFWM to deliver funded places for Level 2 and 3 Youth
Work qualifications in conjunction with our partners
NYA - Bursary Round 6 NYA grant allows YFWM to deliver funded places for Level 2 and 3 Youth
Work qualifications in conjunction with our partners

14 Analysis of net assets between funds

Fixed assets
Net current assets		 Unrestricted
funds
£
2,815
221,406
224,221		 Restricted
funds
£
-
(22,487)
(22,487)		 Total
£
2,815
198,919
201,734

Page24

15 Reconciliation of net debt

15 Reconciliation of net debt
Cash and cash equivalents
Net debt		 At 1 April
2024
£		 Cash flows
£		 At 31
March
2025
£
127,748 71,935 199,683
127,748
127,748		 71,935
71,935		 199,683
199,683
16 Related party disclosures
Transactions with related parties
Name of related party
Cal Williams
Description of relationship
between the parties
Spouse of Ruth Rickman-Williams
Description of transaction
and general amounts
involved
Payment to Cal for services provided to
charity
Amount due from/(to) the related party
Controlling party		 2025
£
-		 2024
£
(2,300)

The company is limited by guarantee and has no share capital; thus no single party controls the company.

Page 25

STAFF / WORKSTREAM LEADS:

Ruth Rickman-Williams Chief Executive Officer ruth@yfwm.org.uk

Emma Boundford Business Support Officer emmab@yfwm.org.uk

Emma Keenan Training & Finance Administrator emma@yfwm.org.uk

Cal Williams Training Centre Coordinator cal@yfwm.org.uk

Aimee Sharpe Youth Voice Network aimee@yfwm.org.uk

TRUSTEES:

Paul Finnemore

Kerry Barnes

Amanda Groves

John Boagey

Simon Gillings

ASSOCIATES:

Ed Wright Lead Trainer/Assessor

Bradley Edmunds Lead Trainer/Assessor

REGISTERED OFFICE:

32 Ombersley Street West Droitwich WR9 8QZ

www.yfwm.org.uk

Charity# 1148687

Company# 8114745