## CATCH Leeds
Charity number 1154044
## Annual Report and Financial Statements
for the year ended 31 March 2024
## CATCH Leeds
Annual Report and Financial Statements for the year ended 31 March 2024
|**Contents**|**Page**|
|---|---|
|Trustees' report|2 to 8|
|Examiner's report|9|
|Statement of financial activities|10|
|Balance sheet|11|
|Notes to the accounts|12 to 18|
**Prepared by West Yorkshire Community Accountancy Service CIO**
1
## CATCH Leeds
## Trustees' report for the year ended 31 March 2024
## **Reference and administrative details of the charity, its trustees and advisors**
The trustees during the financial year and up to and including the date the report was approved were: **Name Position Dates**
**Position Dates** Ian Short Chair Rod Barnes Treasurer Rebekah Besford Secretary Suzanne Hallam Rob Bumby Thomas Martin-Ball Ebrahim Ibrahim Resigned 22 December 2023 Jean Clenell Jennifer Hamilton Joanne Buck **Charity number** 1154044 Registered in England and Wales
## **Charity number**
**Charity number** 1154044 **Registered and principal address Bankers** ARK Virgin Money Hovingham Avenue 329 Harehills Lane Leeds Leeds LS8 3QY LS9 6AX
## **Independent examiner**
Simon Bostrom FCIE **West Yorkshire Community Accountancy Service CIO** Stringer House 34 Lupton Street Leeds LS10 2QW
## **Structure, governance and management**
The charity is a Charitable Incorporated Organisation (CIO) foundation which converted from a charitable company on 08 April 2021.
## **Method of recruitment and appointment of trustees**
Apart from the first trustees, every trustee must be appointed for a term of three years by a resolution passed at a properly convened meeting of the charity trustees.
2
## CATCH Leeds
## Trustees' report (continued) for the year ended 31 March 2024
## **Objectives and activities**
## **The charity's objects**
To advance in life, relieve the needs of and help young people under the age of 25 for the public benefit in Leeds through:
The provision of recreational and leisure time activities provided in the interest of social welfare, designed to improve their conditions of life, and by
Providing support and activities which develop their skills, capacities and capabilities to enable them to participate in society as mature and responsible individuals.
To promote social inclusion by working with people who are socially excluded on the grounds of their ethnic origin, religion, belief, creed, age, background or gender and to relieve the needs of such people and assist them to integrate into society.
To promote the prevention of crime and public safety in partnership with the police and relevant statutory authorities in particular but not limited to supporting measures, programmes and projects that prevent and protect people and property from criminal acts and anti-social behaviour with the aim of building bridges between the community and the police.
## **Strategic Vision:**
Our strategic vision underscores our ambition to create a positive, safe, and thriving community environment. We envision a future where:
- Young people are empowered to become productive members of society, making healthy and informed life choices that contribute to their personal and professional growth.
- Safe and welcoming spaces are available for people of all ages to gather, play, learn, and access support services, contributing to their holistic development.
- Adults and young people alike are equipped with the knowledge, confidence, and skills necessary to pursue meaningful employment or educational opportunities.
- Multi-sector collaborations exist between stakeholders, addressing the key safety and well-being challenges within our communities through collective effort and shared resources.
- Mutual respect for one another and the environment forms the foundation of all interactions, promoting a culture of understanding, inclusivity, and harmony.
## **Strategic Mission:**
We remain dedicated to achieving our mission through five key pillars:
- 1 Creating positive futures for children and young people: Offering them opportunities for personal development, education, and growth through targeted initiatives.
- 2 Developing safe community spaces: Where individuals can come together in a secure, supportive environment.
- 3 Providing volunteering and social action opportunities: To foster a culture of giving back, personal responsibility, and community service.
- 4 Contributing to community safety and well-being: By working closely with the police, local authorities, and community members to address safety concerns and promote a sense of well-being.
- 5 Promoting unity and acceptance: Encouraging togetherness across diverse backgrounds, nurturing a culture of mutual respect, and fostering social cohesion.
3
## CATCH Leeds
## Trustees' report (continued) for the year ended 31 March 2024
## **Public benefit statement**
In setting our objectives and planning our activities our trustees have given serious consideration to the Charity Commission’s general guidance on public benefit and in particular the promotion of social inclusion and youth activities.
## **The charity's main activities**
## CATCH: Leading Community Transformation
CATCH (Community Action To Create Hope) is a volunteer-driven organisation operating from its community hub, ‘ark,’ located in the heart of Harehills, Leeds. Our mission has always been to create a safe, inclusive space where children, young people, and the wider community can thrive. Over the years, we have expanded our efforts, offering an ever-growing variety of tailored programmes and activities aimed at equipping young people with the tools they need to lead fulfilling lives and avoid anti-social behaviour.
Our multi-functional facility serves as a vibrant centre of activity, innovation, and collaboration. The ark provides diverse facilities, including meeting and conference rooms, a lively community café, an educational farm, a volunteer-run gym, and serene garden spaces. These areas serve both the individuals we support and the partner organisations we collaborate with. The ark is more than just a building – it is a catalyst for community engagement and personal development.
## Income Generation and Sustainability
To ensure the long-term sustainability of our services, CATCH has developed various income-generating initiatives. These include room hire, providing accessible, flexible spaces for local organisations, events, and meetings. Our accredited first aid training courses – part of our training centre offer valuable, life-saving skills to participants and provide an important revenue stream. Our community café also plays a central role, not only as a welcoming space for socialising but as a source of income that supports the wider operations of CATCH.
In addition to these initiatives, we continue to rely on the generosity of grants, donations, and fundraising efforts. These contributions remain vital to our ability to offer free or low-cost programmes to the community, ensuring that financial barriers do not prevent people from accessing our services. We remain deeply grateful for the support of our funders, donors, and volunteers who help us sustain and expand our work.
## A Growing Educational Farm: Aligning with Nature and the Environment
One of the most exciting developments at CATCH has been the expansion of our educational farm, which has become a cornerstone of our community engagement and educational programme. Initially a small initiative, the farm now provides a unique opportunity for hands-on learning and interaction with animals, such as goats, chickens, rabbits, guinea pigs, alpacas and llamas.
Our educational farm is designed to teach children and young people the importance of animal care, responsibility, and sustainable living. We are committed to aligning our efforts with environmental sustainability, and the farm provides a perfect platform to educate the next generation about the importance of caring for the natural world. Through practical activities like planting, composting, and learning about sustainable agriculture, we are fostering a deep understanding of environmental stewardship among our participants.
Our poly-tunnels and garden spaces further enhance this experience, offering a place for young people to learn about growing their own food and the value of nurturing the environment. By integrating these practices into our broader educational programmes, we are ensuring that our young people develop the skills and knowledge to live in harmony with nature, contributing to a more sustainable future.
4
## CATCH Leeds
## Trustees' report (continued) for the year ended 31 March 2024
## Milestones and Growth
Since its founding in 2011, CATCH has continued to evolve and grow into a leading youth and community work provider. Our journey has been marked by several key milestones that demonstrate the expanding impact of our work:
- 2023 marked the seventh consecutive year that CATCH operated out of our purpose-built facility and each year has seen significant growth in both the scale and scope of our services. From expanding our youth engagement programmes to improving our facilities, we continue to develop innovative solutions that address the needs of our community.
- Volunteer engagement has remained at the forefront of our success, with young people and adults alike contributing their time, skills, and passion to the development of our site and services. The contributions of our volunteers have been instrumental in expanding our partnerships, programmes, and the overall reach of CATCH.
- Consistent Membership Growth: Over the past years, we have built a growing platform of children, young people, and community members who regularly engage with CATCH’s activities and services. Our membership has remained consistently strong, with over 1,000 active members, a reflection of the trust and value the community places in our offerings. This robust participation is essential in driving our ongoing impact and community outreach.
- Collaborations and Partnerships: An essential part of our success lies in the strong relationships we’ve built with a wide range of partner organisations. These partnerships allow us to deliver impactful services, collaborate on projects, and develop strategies that enhance the well-being of our community. By working with local authorities, schools, businesses, and charities, we ensure that CATCH remains responsive to the changing needs of the community while leveraging diverse expertise and resources.
## Recognition and Awards
CATCH’s innovative approach and community impact have been recognised both locally and nationally through several prestigious awards:
- Child Friendly Leeds Award for ‘Best Place for Children and Young People’ – This award highlights the effectiveness of CATCH in providing a safe, welcoming, and enriching environment where young people can thrive. The recognition underscores our commitment to creating spaces where children and young people are not only safe but also empowered to reach their full potential.
- Howard League Award for Policing and Children – This recognition celebrates our work in collaboration with the police to prevent crime and anti-social behaviour, particularly among young people. By fostering relationships between the community and the police, we have made great strides in reducing youth involvement in crime and creating safer neighbourhoods.
- Queen's Award for Voluntary Service – The highest recognition of voluntary contributions in the UK, this prestigious award acknowledges the tireless dedication of our volunteers and the lasting impact their efforts have had on the community. It reflects the collective spirit of CATCH, where volunteers are the driving force behind every achievement.
These awards not only celebrate our past successes but also inspire us to continue innovating and pushing the boundaries of what is possible. Our model is increasingly being seen as a blueprint for community-led transformation, and there has been growing interest in replicating CATCH’s unique approach in other areas of the city and beyond.
5
## CATCH Leeds
## Trustees' report (continued) for the year ended 31 March 2024
## **Achievements and performance during the year**
## CATCH Youth Programme
Our youth programme remains the cornerstone of CATCH, engaging children and young people from diverse backgrounds in a wide range of activities. In 2023–2024, the programme continued to grow, serving as a vital resource for promoting community cohesion. The diversity of our participants and volunteer workforce includes young people from British Pakistani, British Bengali, Romanian, Czech, Slovakian, Polish, Roma-Gypsy, White British, Somalian, Mixed-race, and Black British communities. This inclusive atmosphere fosters cross-cultural friendships, encouraging understanding and mutual respect between different faiths, backgrounds, and ethnicities.
Our trained volunteers, including young leaders aged 11 and above, lead peer-focused sessions that promote teamwork and mentorship. The year saw a marked development in our youth initiatives, with support from various funding streams. A core focus was preventing youth violence, and we proudly saw individual success stories where young people were diverted from crime and anti-social behaviour, making positive life choices instead.
To keep young people engaged and inspired, we invested in the development of our facilities. The continuous evolution of our space is a testament to our dedication to providing a thriving, secure haven for the community of Harehills.
## Developing a Gym Space for Youth Empowerment
This year, we took significant steps towards developing a dedicated gym space at CATCH for our volunteers, designed to benefit the physical and mental well-being of young people. This gym will not only provide an outlet for fitness but will also offer an environment where young people can learn about health, discipline, and teamwork. By encouraging healthy habits and an active lifestyle, we aim to give young people the tools to build resilience and confidence, all within a supportive, safe community setting. The gym also provides opportunities for social interaction, further fostering the community spirit that lies at the heart of CATCH.
## Holiday Programmes
Throughout every school holiday, we provided a range of activities designed to keep young people engaged in positive, healthy pursuits. From small construction projects and sports to baking, arts, crafts, and competitions, we offered an environment where children could develop their skills and creativity. In partnership with the Healthy Holidays programme, we delivered nutritious hot meals, ensuring that young people could focus on fun and learning while staying well-fed.
## Collaborative Education Programmes: Restore and Post-16 Pathways
Our collaborative education programmes have seen remarkable success this year. The Restore initiative, in partnership with Carr Manor Community School, continues to support vulnerable young people who are at risk of exclusion. This alternative provision re-engages students in education by offering them a supportive environment where they can thrive. Restore has helped countless young people rediscover their potential, providing a pathway back into mainstream education.
Additionally, our Post-16 Bespoke Programme is designed for young people at risk of becoming NEET (Not in Education, Employment, or Training). This tailored course in partnership with Leeds City College equips participants with the skills, knowledge, and qualifications needed to transition successfully into the next stage of their lives. Through a combination of volunteering, hands-on experience, and formal education, we have supported young people to access meaningful employment opportunities and further education.
6
## CATCH Leeds
## Trustees' report (continued) for the year ended 31 March 2024
## Bonfire Period Diversionary Activities
Our annual Bonfire Period Diversionary Activities have become a hallmark of our preventative approach to antisocial behaviour. This year, we organised a highly successful roller disco and football tournament, attracting local youth and promoting safe, enjoyable alternatives to dangerous activities. The event saw strong collaboration with schools, police, and local authorities, symbolising our commitment to community partnerships and promoting public safety.
Our awareness campaign focused on bonfire safety in schools, supported by strategic meetings with key partners. We worked alongside the Youth Justice Service to deliver impactful interventions, helping reduce the risk of harm during this high-risk period.
## SuperStars Volunteer Development, and Social Action
2023 marked another year of growth for our SuperStars digital platform, an app designed to empower volunteers by tracking hours, tasks, and competencies. SuperStars not only enhances our volunteer development programme but also integrates seamlessly with our ethos of youth empowerment and leadership. The app has streamlined how our volunteers engage with CATCH, offering a clear pathway for personal growth and skill acquisition.
Our volunteer recruitment continues to thrive, and we have expanded the range of social action projects. Many of our young volunteers, who were at risk of exploitation or involved in crime, have successfully transitioned to securing jobs, apprenticeships, and further education. Our youth leadership training, along with accredited qualifications in first aid, safeguarding, and youth work, have been instrumental in these transformations.
## Youth-Led Development of CATCH Facilities
One of the most inspiring aspects of our work this year has been the hands-on involvement of young people in building our facilities. From expanding our educational farm to improving the infrastructure of our community spaces, young volunteers have been directly involved in the construction and development process. This not only instils a sense of ownership but also equips them with practical skills they can carry into their futures. Their contributions have been invaluable in maintaining and enhancing our site, and their enthusiasm continues to inspire others.
## Catch-Up Community Café
The Catch-Up Community Café has become a thriving social space within the local area. Operated entirely by volunteers, it serves as a casual meeting place for the community, local schools, and businesses. While it does not operate for profit, the café plays a vital role in promoting CATCH’s work and providing a relaxed environment for discussions, meetings, and informal connections. It has also become a hub for local people to learn more about our programmes and engage with the charity in a welcoming and friendly setting.
## Growing our Educational Farm
Our Educational Farm has seen significant growth in 2023–2024, becoming a pivotal element of our youth development activities. The farm now includes a wider variety of animals, providing young people with daily responsibilities in animal welfare and husbandry. These hands-on experiences teach invaluable skills, foster a strong sense of responsibility, and reinforce our commitment to aligning with nature and environmental sustainability.
Securing additional funding has allowed us to continue expanding the farm’s capacity, and we are now working towards developing an educational programme for schools. This initiative will not only enhance learning opportunities for visiting children but will also offer us a new avenue for generating income through educational visits, solidifying the farm’s role as a cornerstone of our future growth.
7
## CATCH Leeds
## Trustees' report (continued) for the year ended 31 March 2024
## Leeds Learning Alliance
In collaboration with the Leeds Learning Alliance (LLA), CATCH has played a leading role in several key citywide projects. The Public Service Pathways initiative, which we spearhead, is aimed at improving representation from diverse communities within public services such as the police, fire services, and the military. We also continue to work closely with schools and educational institutions, contributing to a series of research projects and initiatives designed to improve outcomes for young people across the region.
## Collaborations and Partnerships
Our collaborations with partner organisations have been crucial to achieving success in 2023–2024. By working closely with schools, local authorities, businesses, and other charities, we have been able to pool resources, share expertise, and work together on key issues that affect our community. This cross-sector collaboration has allowed us to innovate and deliver services that are tailored to the evolving needs of our young people and families, ensuring that we remain a key contributor to the social fabric of the region.
## Strategy and Growth
2023–2024 was another year of strategic refinement and growth for CATCH. We continued to update our digital platforms to increase efficiency, with a focus on migrating to systems that offer greater functionality for managing our operations. The ongoing development of our site is a critical part of our long-term sustainability strategy. This includes planned upgrades to our building, exploring additional facilities for youth engagement, and expanding our revenue generation through room hire, accredited training, and more diverse uses of our spaces.
## **Financial review**
The net expenditure for the year was £25,463, including net expenditure of £3,356 on unrestricted funds and net expenditure of £22,107 on restricted funds after transfers.
## **Reserves policy**
Our reserves policy is to hold 6 months of forecast unrestricted expenditure, which equates to £82K.
The charity's free reserves, excluding fixed assets, at the year end were £262,062.
The Trustees have opted to designate the legacy donation received last year of £138,618 towards building and facilities development and youth apprenticeship and/or training opportunities. After deducting this amount the remaining free reserves are £123,444. The excess reserves are for expected rises in energy costs, general inflation costs and farm development.
Approved by the board of trustees on 10/12/2024
Rebekah Besford (Trustee)
8
## CATCH Leeds
## Independent examiner's report to the trustees of CATCH Leeds
I report to the charity trustees on my examination of the accounts of the CIO for the year ended 31 March 2024, which are set out on pages 10 to 18.
## **Responsibilities and basis of report**
As the charity trustees of the CIO you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 ('the Act').
I report in respect of my examination of the CIO's accounts as carried out under section 145 of the 2011 Act. In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.
## **Independent examiner's statement**
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 that in any material respect:
- 1 accounting records were not kept in respect of the charity as required by section 130 of the Charities Act; 2 the accounts do not accord with those records; or
- 3 the accounts do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 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.
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.
Simon Bostrom FCIE
12/12/2024
## **West Yorkshire Community Accountancy Service CIO**
Stringer House 34 Lupton Street Leeds LS10 2QW
9
## CATCH Leeds
## Statement of Financial Activities
## (including summary income and expenditure account) for the year ended 31 March 2024
|Notes
2024
Unrestricted
funds
£
**Income from:**
Grants and donations
(2)
15,439
Room bookings
62,236
Café takings
23,125
Training income
12,605
Other sales and fees
5,166
Bank interest
7,644
**Total income**
126,215
**Expenditure on:**
Salaries NI and pensions
(3)
29,526
Payroll charges
264
Training cost of sales
6,550
Café cost of sales
10,789
Activities costs
12,845
Equipment and materials
11,013
Food and refreshments
4,318
Advertising and publicity
941
Insurance
6,481
Premises costs
14,092
Independent examination
1,512
Livestock
1,529
Licences and subscriptions
2,391
DBS checks
139
Travel
2,802
Training
367
Vehicle costs
2,154
Depreciation
29,711
Consultancy, facilitation and evaluation
1,440
Premises upgrades and repairs
15,915
Grant repaid to funder
-
**Total expenditure**
154,779
**Net income / (expenditure)**
(28,564)
**Transfers between funds**
25,208
**Net movement in funds**
(3,356)
**Fund balances brought forward**
415,318
**Fund balances carried forward**
(4)
411,962|2024
Restricted
funds
£
101,938
-
-
-
-
-
101,938
49,726
1,596
-
-
1,946
24,373
1,938
280
-
-
-
10,088
552
-
498
780
-
-
2,560
4,500
-
98,837
3,101
(25,208)
(22,107)
101,480
79,373|2024
Total
funds
£
117,377
62,236
23,125
12,605
5,166
7,644
228,153
79,252
1,860
6,550
10,789
14,791
35,386
6,256
1,221
6,481
14,092
1,512
11,617
2,943
139
3,300
1,147
2,154
29,711
4,000
20,415
-
253,616
(25,463)
-
(25,463)
516,798
491,335|2023
Total
funds
£
292,352
42,076
13,892
18,105
22,167
850
389,442
104,553
2,025
11,982
8,897
6,925
27,270
6,766
6,792
6,363
15,570
1,512
5,594
3,129
244
2,124
1,150
1,753
27,900
2,960
45,050
2,700
291,259
98,183
-
98,183
418,615
516,798|
|---|---|---|---|
All incoming resources and resources expended derive from continuing activities.
10
## CATCH Leeds
## Balance sheet
|as at 31 March 2024
2024
Unrestricted
£
**Fixed assets**
Tangible assets
(5)
149,900
**Total fixed assets**
149,900
**Current assets**
Debtors and prepayments
(6)
47,894
Cash at bank and in hand
(7)
261,021
**Total current assets**
308,915
**Current liabilities:**
**amounts falling due within one year**
Creditors and accruals
(8)
46,853
**Total current liabilities**
46,853
**Net current assets / (liabilities)**
262,062
**Net assets**
411,962
**Funds**
Unrestricted funds
General unrestricted funds
273,344
Designated funds
(9)
138,618
Unrestricted funds
411,962
Restricted funds
-
**Total funds**
411,962|2024
Restricted
£
-
-
11,462
69,660
81,122
1,749
1,749
79,373
79,373
-
-
-
79,373
79,373|2024
Total
£
149,900
149,900
59,356
330,681
390,037
48,602
48,602
341,435
491,335
273,344
138,618
411,962
79,373
491,335|2023
Total
£
143,630
143,630
41,621
351,050
392,671
19,503
19,503
373,168
516,798
415,318
-
415,318
101,480
516,798|
|---|---|---|---|
The financial statements were approved by the board of trustees on 10/12/2024
Rebekah Besford (Trustee)
11
## CATCH Leeds
## Notes to the accounts
## for the year ended 31 March 2024
## **1 Accounting policies**
## **Basis of accounting**
These accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note(s) to these accounts. The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) and with the Charities Act 2011.
The charity constitutes a public benefit entity as defined by FRS 102. There has been no change to the accounting policies since last year. No changes have been made to the accounts for previous years.
## **Going concern**
The trustees are satisfied that there are no material uncertainties about the charity's ability to continue.
## **Incoming resources**
All incoming resources are included in the Statement of Financial Activities (SOFA) when the charity becomes entitled to the resources, if it is more likely than not that the trustees will receive the resources and the monetary value can be measured with sufficient reliability.
## **Grants and donations**
Grants and donations are only included in the SOFA when the charity has unconditional entitlement to the resources.
Where grants are related to performance and specific deliverables, they are accounted for as the charity earns the right to consideration by its performance.
Donated goods for resale are valued at the amount actually realised upon their sale.
Donated assets, facilities or services are valued at their estimated value to the charity. This is the price that the charity estimates it would pay in the open market for equivalent items; or services and facilities of equivalent utility to the charity.
## **Expenditure and liabilities**
Expenditure is recognised on an accrual basis as a liability is incurred. Liabilities are recognised where it is more likely than not that there is a legal or constructive obligation committing the charity to pay out the resources and the amount of the obligation can be measured with reasonable certainty.
## **Taxation**
As a charity the organisation benefits from rates relief and is generally exempt from income tax and capital gains tax but not from VAT. Irrecoverable VAT is included in the cost of those items to which it relates.
## **Tangible fixed assets**
Tangible fixed assets costing more than £500 are capitalised and included at cost including any incidental expenses of acquisition. Gifted assets are shown at the value to the charity on receipt. Depreciation is provided on all tangible fixed assets at rates calculated to write off the cost on a straight line basis over their expected useful economic lives as follows:
Equipment: over 4 years Temporary buildings: over 25 years Repurposed bus: over 10 years Vehicles: over 4 years
12
## CATCH Leeds
## Notes to the accounts
## for the year ended 31 March 2024
## **1 Accounting policies continued**
## **Pensions**
The charity operates a defined contribution scheme for the benefit of its employees. The costs of contributions are recognised in the year they are payable.
## **Fund accounting**
Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity.
Designated funds are unrestricted funds earmarked by the trustees for particular purposes.
Restricted funds are subjected to restrictions on their expenditure imposed by the donor or through the terms of an appeal.
Further explanation of the nature and purpose of each fund is included in the notes to the accounts.
13
## CATCH Leeds
## Notes to the accounts continued
## for the year ended 31 March 2024
|**2 Grants and donations**
Leeds City Council (LCC)
Leeds Community Foundation (LCF)
Leeds Older Peoples Forum (LOPF)
NLCF Sport England
Pears Foundation
Restore
The BUPA Foundation
West Riding Masonic Lodge
West Yorkshire Combined Authority
Garfield Weston
Pears Foundation
St Martin's School
The Reef Foundation
Voluntary Action Leeds
Gift aid
Other donations
**3 Staff costs and numbers**
Gross salaries
Social security costs
Employment allowance
Pensions
Seconded staff|2024
Unrestricted
funds
£
-
1,500
-
-
-
420
-
-
-
-
-
-
-
-
-
13,519
15,439|2024
Restricted
funds
£
21,400
33,848
5,000
13,400
10,000
-
12,360
5,000
-
-
-
-
-
-
-
930
101,938|2024
Total
funds
£
21,400
35,348
5,000
13,400
10,000
420
12,360
5,000
-
-
-
-
-
-
-
14,449
117,377
2024
£
45,576
119
(119)
-
33,676
79,252|2023
Total
funds
£
33,958
60,993
-
-
-
-
-
-
14,000
25,000
10,000
20,000
74,400
500
2,411
51,090
292,352
2023
£
63,253
1,152
(1,152)
49
41,251
104,553|
|---|---|---|---|---|
The average number of employees during the year was 13.3, being an average of 3.7 full time equivalent (2023: 16.8, 5.1 FTE). There were no employees with emoluments above £60,000.
|**Defined contribution pension scheme**|2024|2023|
|---|---|---|
||£|£|
|Costs of the scheme to the charity for the year|-|49|
|Amount of any contributions outstanding at the year end|-|-|
|Amount of any contributions prepaid at the year end|-|-|
14
## CATCH Leeds
## Notes to the accounts continued
## for the year ended 31 March 2024
|**4 Restricted funds**
Bupa Foundation
Educational Farm
LOPF Household Support Fund
LCC - Bonfire Period 2023
LCC - Nowells 2023
LCF - Christmas 2023
LCF - Flint Family Fund 2023
LCF - Healthy Hols Easter 2023
LCF - Healthy Hols Easter 2024
LCF - Healthy Hols Summer 2023
LCF - High Sherriff 2023
LCF - Pears Foundation 2022
LCF - Wesleyan
Leeds Fund
Neil Stevens Fellowship
Pears Foundation
NLCF Sport England
The Reef Foundation
VRU - Nowells 2022/23
VRU - Superstars 2022/23
VRU - Superstars 2022/23 Q3/4
VRU SuperStars Q1 2023
West Riding Masonic Lodge|Balance b/f
£
-
1,588
-
-
418
-
-
3,784
-
-
4,370
10,000
4,787
514
-
10,000
-
62,477
156
858
2,528
-
-
101,480|Incoming
£
12,360
930
5,000
2,000
-
3,784
10,000
-
4,382
12,432
-
-
-
-
3,250
10,000
13,400
-
-
-
-
19,400
5,000
101,938|Outgoing
£
9,389
-
2,822
1,749
358
3,210
-
3,384
41
10,280
3,773
9,438
3,020
514
-
8,376
535
24,409
156
858
-
16,525
-
98,837|Transfers
£
-
-
(898)
(251)
(60)
(574)
-
(400)
-
(2,152)
(597)
-
(164)
-
-
-
(9,709)
-
-
-
(2,528)
(2,875)
(5,000)
(25,208)|Balance c/f
£
2,971
2,518
1,280
-
-
-
10,000
-
4,341
-
-
562
1,603
-
3,250
11,624
3,156
38,068
-
-
-
-
-
79,373|
|---|---|---|---|---|---|
## **Purpose of restriction**
**Fund name** Bupa Foundation Educational Farm
To support development of Alpaca barn and enclosure including feed. For the educational farm - livestock, feed and supplies. Funded by individual donations.
LOPF Household Support Fund
To support low income families with household appliances and food support.
LCC - Bonfire Period 2023 LCC - Nowells 2023
Diversionary activities during bonfire period.
Project to support young people at Nowells. Healthy holiday project during Christmas holidays. To support core costs.
LCF - Christmas 2023 Healthy holiday project during Christmas holidays. LCF - Flint Family Fund 2023 To support core costs. LCF - Healthy Hols Easter 2023 Towards healthy holidays activities. LCF - Healthy Hols Easter 2024 Towards healthy holidays activities. LCF - Healthy Hols Summer 2023 Towards healthy holidays activities. LCF - High Sherriff 2023 To support educational farm workshops. LCF - Pears Foundation 2022 To be used to fund the administrator's role. LCF - Wesleyan Public Services Pathfinders project. Leeds Fund
LCF Resilience Fund two year project to advance CATCH's strategies, develop our Training Centre and explore digital upgrades. London educational trip
Neil Stevens Fellowship Pears Foundation NLCF Sport England
To be used to fund administration and supporting roles required for day to To support the development of the gym and personal trainer. The transfer relates to the purchase of tangible fixed assets for the general purposes of the charity.
15
## CATCH Leeds
## Notes to the accounts continued
## for the year ended 31 March 2024
## **4 Restricted funds continued**
## **Fund name**
The Reef Foundation
VRU - Nowells 2022/23 VRU - Superstars 2022/23
VRU - Superstars 2022/23 Q3/4
VRU SuperStars Q1 2023 West Riding Masonic Lodge
## **Purpose of restriction**
For the purposes of Expansion to the CATCH Educational Farm and associated youth activities.
Violence Reduction Unit continuation funding for the Nowells project. Violence Reduction Unit continuation funding for the development of SuperStars and volunteering with a particular focus on young people at risk. Violence Reduction Unit continuation funding for the development of SuperStars and volunteering with a particular focus on young people at risk. The transfer relates to management costs, overhead recovery and room hire. Superstars program development.
Towards conference room upgrades. The transfer relates to fixed assets purchased for the general purposes of the charity.
Unless stated otherwise, the transfers relate to a contribution to management costs.
|**5 **
**6 **
**7 **|**Tangible assets**
**Cost**
At 1 April 2023
Additions
At 31 March 2024
**Depreciation**
At 1 April 2023
Charge for year
At 31 March 2024
**Net book value**
At 31 March 2024
At 31 March 2023
**Debtors and prepayments**
Debtors
Prepayments
Accrued income
**Cash at bank and in hand**
Cash at bank
Cash in hand|£
38,815
-
38,815
25,164
8,867
34,031
4,784
13,651
Vehicles|£
10,000
-
10,000
4,250
1,000
5,250
4,750
5,750
Repurposed
bus|£
153,457
16,131
169,588
46,221
6,785
53,006
116,582
107,236
Temporary
buildings|£
87,917
19,850
107,767
70,924
13,059
83,983
23,784
16,993
2024
£
43,753
3,889
11,714
59,356
2024
£
330,641
40
330,681
Equipment|Total
£
290,189
35,981
326,170
146,559
29,711
176,270
149,900
143,630
2023
£
24,898
3,542
13,181
41,621
2023
£
351,035
15
351,050|
|---|---|---|---|---|---|---|
16
## CATCH Leeds
## Notes to the accounts continued
## for the year ended 31 March 2024
|**8 Creditors and accruals**
Fees received in advance
Accruals
**9 Designated funds**
Anne White Legacy
**Fund name**
Anne White Legacy|2024
2023
£
£
42,464
12,895
6,138
6,608
48,602
19,503
Balance b/f
Incoming
Outgoing
Transfers
Balance c/f
£
£
£
£
£
138,618
-
-
-
138,618
138,618
-
-
-
138,618
**Reason for designation**
A legacy donation received in 2021. The trustees have designated that the
funds will contribute towards building and facilities development and youth
apprenticeship and/or training opportunities.|
|---|---|
## **10 Related party transactions**
## **Donations from trustees and related parties**
The total aggregate value of unconditional donations to the charity from the trustees or related parties was £600 (2023: £14,100).
## **Trustee expenses**
No trustee received any expenses during this year or the previous year.
## **Trustee remuneration and benefits**
No trustee received any remuneration or benefit during this or the previous year.
17
## CATCH Leeds
## Statement of Financial Activities including comparatives for all funds (including summary income and expenditure account) for the year ended 31 March 2024
|2024
2023
Unrestricted Unrestricted
funds
funds
£
£
**Income**
Grants and donations
15,439
100,484
Room bookings
62,236
42,076
Café takings
23,125
13,892
Training income
12,605
18,105
Other sales and fees
5,166
21,352
Bank interest
7,644
850
**Total income**
126,215
196,759
**Expenditure**
Salaries NI and pensions
29,526
45,091
Payroll charges
264
235
Training cost of sales
6,550
11,178
Café cost of sales
10,789
8,897
Activities costs
12,845
5,382
Equipment and materials
11,013
23,562
Food and refreshments
4,318
5,206
Advertising and publicity
941
5,441
Insurance
6,481
6,363
Premises costs
14,092
15,570
Independent examination
1,512
1,512
Livestock
1,529
1,084
Licences and subscriptions
2,391
1,927
DBS checks
139
244
Travel
2,802
1,569
Training
367
316
Vehicle costs
2,154
1,753
Depreciation
29,711
27,900
Consultancy, facilitation and eval.
1,440
960
Premises upgrades and repairs
15,915
21,050
Grant repaid to funder
-
-
**Total expenditure**
154,779
185,240
**Net income / (expenditure)**
(28,564)
11,519
**Transfers between funds**
25,208
10,269
**Net movement in funds**
(3,356)
21,788
**Fund balances brought forward**
415,318
393,530
**Fund balances carried forward**
411,962
415,318|2024
Restricted
funds
£
101,938
-
-
-
-
-
101,938
49,726
1,596
-
-
1,946
24,373
1,938
280
-
-
-
10,088
552
-
498
780
-
-
2,560
4,500
-
98,837
3,101
(25,208)
(22,107)
101,480
79,373|2023
Restricted
funds
£
191,868
-
-
-
815
-
192,683
59,462
1,790
804
-
1,543
3,708
1,560
1,351
-
-
-
4,510
1,202
-
555
834
-
-
2,000
24,000
2,700
106,019
86,664
(10,269)
76,395
25,085
101,480|2024
Total
funds
£
117,377
62,236
23,125
12,605
5,166
7,644
228,153
79,252
1,860
6,550
10,789
14,791
35,386
6,256
1,221
6,481
14,092
1,512
11,617
2,943
139
3,300
1,147
2,154
29,711
4,000
20,415
-
253,616
(25,463)
-
(25,463)
516,798
491,335|2023
Total
funds
£
292,352
42,076
13,892
18,105
22,167
850
389,442
104,553
2,025
11,982
8,897
6,925
27,270
6,766
6,792
6,363
15,570
1,512
5,594
3,129
244
2,124
1,150
1,753
27,900
2,960
45,050
2,700
291,259
98,183
-
98,183
418,615
516,798|
|---|---|---|---|---|
18