## CATCH Leeds
Charity number 1154044
## Annual Report and Financial Statements
for the year ended 31 March 2025
## CATCH Leeds
## Annual Report and Financial Statements for the year ended 31 March 2025
|**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 2025
## **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** Ian Short Chair Rod Barnes Treasurer Rebekah Besford Secretary Suzanne Hallam Rob Bumby Thomas Martin-Ball Jean Clenell Jennifer Hamilton Joanne Buck
## **Charity number**
**Charity number** 1154044 Registered in England and Wales **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 8 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 2025
## **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:
- l Young people are empowered to become productive members of society, making healthy and informed life choices that contribute to their personal and professional growth.
- l Safe and welcoming spaces are available for people of all ages to gather, play, learn, and access support services, contributing to their holistic development.
- l Adults and young people alike are equipped with the knowledge, confidence, and skills necessary to pursue meaningful employment or educational opportunities.
- l Multi-sector collaborations exist between stakeholders, addressing the key safety and well-being challenges within our communities through collective effort and shared resources.
- l 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 2025
## **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-led charity based at our community hub, the ark, in the heart of Harehills, Leeds. Our mission is to create a safe, inclusive, and inspiring environment where children, young people, and the wider community can thrive. Through a wide range of tailored programmes and activities, we equip young people with the confidence, skills, and opportunities they need to live positive, purposeful lives — reducing the risk of anti-social behaviour and supporting stronger community cohesion.
The ark serves as a dynamic centre for innovation, connection, and personal growth. Within it, we provide multipurpose spaces including training, meeting, and conference rooms; a vibrant community café; an expanding educational farm; a volunteer-run gym; and peaceful garden areas. Together, these facilities support both our own activities and those of many partner organisations. More than just a building, the ark has become a symbol of hope and a catalyst for community transformation.
## **Income Generation and Sustainability**
CATCH continues to strengthen its sustainability through a blend of social enterprise and charitable activity. We generate income through room hire for meetings, events, and community groups; accredited first aid training courses delivered through our training centre; and our thriving community café, which doubles as a welcoming social hub and an important revenue source.
Alongside these enterprises, we continue to rely on the generosity of funders, donors, and the wider community. Grants, sponsorships, and fundraising efforts remain essential in helping us provide free or affordable access to our programmes, ensuring that cost is never a barrier to participation. We remain deeply thankful for the continued support and trust placed in us by our funders, volunteers, and community partners — without whom our work would not be possible.
## **Growing Our Educational Farm: Learning Through Nature**
A standout feature of our recent development has been the growth of our educational farm, which has become a cornerstone of our youth and community engagement. What began as a small project has now evolved into a fully integrated learning environment featuring a range of animals, including goats, chickens, rabbits, guinea pigs, alpacas, and llamas.
The farm provides young people with unique hands-on experiences that teach empathy, responsibility, and sustainable living. It also offers opportunities to explore topics such as biodiversity, food growing, and environmental care. Our poly-tunnels and garden spaces enhance this learning, allowing participants to understand where food comes from and the importance of nurturing the environment.
Through these experiences, children and young people develop a deeper appreciation of nature, wellbeing, and sustainability — gaining life skills that extend well beyond the farm.
4
## CATCH Leeds
## Trustees' report (continued) for the year ended 31 March 2025
## **Milestones and Growth**
Since our founding in 2011, CATCH has grown from a small volunteer initiative into a recognised leader in youth and community work. Key developments over the past year include:
- l **Sustained Growth and Development:** 2024 marked the eighth consecutive year of operating from our purpose-built facility. Each year, we continue to expand the scale, reach, and quality of our programmes and facilities.
- l **Volunteer Leadership:** Volunteers remain the heartbeat of CATCH. Their time, talent, and commitment have enabled us to extend our impact, strengthen our partnerships, and deliver meaningful opportunities for others to give back.
- l **Strong and Stable Membership:** Our membership continues to thrive, with more than 1,000 active members regularly engaging in our activities and services — a reflection of the trust and value our community places in CATCH.
- l **Collaborative Partnerships:** CATCH works closely with local authorities, schools, colleges, universities, businesses, and charities to deliver responsive, high-impact programmes. These collaborations ensure that our work continues to meet the evolving needs of the community while leveraging collective expertise and resources.
## **Recognition and Awards**
CATCH’s innovative approach and community impact have been recognised both locally and nationally through several prestigious awards:
- l **Child Friendly Leeds Award – “Best Place for Children and Young People”:** Recognising our commitment to creating a safe, welcoming, and inspiring environment for young people to flourish.
- l **Howard League Award for Policing and Children:** Acknowledging our collaborative work with West Yorkshire Police to reduce youth crime and anti-social behaviour through positive engagement.
- l **Queen’s Award for Voluntary Service:** The UK’s highest honour for volunteer groups, celebrating the incredible contribution of our volunteers whose dedication continues to shape CATCH’s success and sustainability.
These recognitions celebrate the collective efforts of our volunteers, staff, and community partners, and they inspire us to keep pushing the boundaries of what is possible. Our approach continues to be viewed as a model of effective, community-led transformation, with growing interest in replicating our work in other parts of Leeds and beyond.
## **Achievements and performance during the year:**
## **CATCH Youth Programme**
CATCH’s youth programme remains at the heart of everything we do. It continues to engage children and young people from diverse cultural, faith, and ethnic backgrounds across Harehills and wider Leeds. In 2024–2025, the programme has grown in both scale and impact, providing safe, structured, and inspiring opportunities for young people to connect, learn, and lead.
Our inclusive approach has enabled us to welcome participants from British Pakistani, British Bengali, RomaGypsy, Romanian, Czech, Slovakian, Polish, Somali, Black British, Mixed Heritage, and White British communities. This diversity enriches every session and reinforces our commitment to promoting mutual respect, understanding, and unity.
Our trained youth volunteers and young leaders, many aged 11–18, continue to play a pivotal role in leading peer activities and mentoring their younger peers. This year saw significant investment in the development of youth spaces and facilities, ensuring that CATCH remains a safe and vibrant environment where young people can thrive and make positive choices.
5
## CATCH Leeds
## Trustees' report (continued) for the year ended 31 March 2025
## **Holiday Programmes**
Throughout every school holiday, we offered a wide range of creative and active programmes to keep children and young people engaged in positive pursuits. From sports and baking to small construction projects, arts, crafts, and competitions, our activities helped young people build confidence and social skills in a safe and nurturing environment.
As part of the governments Healthy Holidays initiative, we also provided nutritious hot meals each day, ensuring children could take part in fun and educational experiences without barriers related to food insecurity.
## **Collaborative Education Programmes – Restore and Post-16 Pathways**
Our partnership-led education programmes have continued to make a transformational impact. The Restore programme, delivered in collaboration with Carr Manor Community School, supports young people at risk of exclusion by offering a restorative, relationship-based learning environment.
Alongside this, our Post-16 Bespoke Pathways programme, in partnership with Leeds City College, provides practical and accredited learning opportunities for young people at risk of becoming NEET (Not in Education, Employment, or Training). Many participants have progressed into further education, apprenticeships, or employment, demonstrating the programme’s success in changing trajectories and unlocking potential.
## **Bonfire Period Diversionary Activities**
CATCH once again played a vital role in keeping young people safe during the high-risk Bonfire period. Our series of diversionary events — including a large community roller disco, football tournaments, and creative workshops — offered safe and exciting alternatives to anti-social behaviour.
Working closely with schools, local authorities, and West Yorkshire Police, we helped raise awareness around fire and public safety through school assemblies and targeted engagement. These efforts contributed to a significant reduction in incidents and strengthened community-police relationships.
## **Community Cohesion – Fusion Fridays and Super Saturdays**
In response to growing concerns around misinformation, division, and anti-social behaviour, we launched Fusion Fridays and Super Saturdays to promote dialogue, unity, and shared experiences. These sessions bring young people from diverse backgrounds together through food, discussion, and activities focused on mutual understanding, culture, and values.
This initiative has been instrumental in building bridges across communities and strengthening social cohesion in Harehills.
## **Responding to the Harehills Disorder**
CATCH played a critical role during and after the Harehills disorder in 2024, providing immediate community support and safe spaces for local young people. Our volunteers, youth leaders, and staff worked tirelessly to rebuild trust, offer reassurance, and prevent further escalation.
Following the disorder, we convened local partners and residents to discuss solutions and create practical pathways toward healing and prevention. This community-led response reaffirmed our position as a trusted anchor organisation capable of bringing people together in challenging times.
## **Development of the Peace Sanctuary**
A major new initiative this year has been the development of the CATCH Peace Sanctuary — a creative space made from repurposed shipping containers. The Sanctuary is designed to promote reflection, wellbeing, and dialogue, offering young people and community members a peaceful space to gather, learn, and connect. Once complete, it will host workshops, community conversations, and mindfulness activities centred on unity and peacebuilding.
6
## CATCH Leeds
## Trustees' report (continued) for the year ended 31 March 2025
## **The Educational Farm – Growth and Expansion**
Our educational farm has continued to flourish and is now one of CATCH’s most distinctive and loved features. This year, we made the strategic decision to utilise the entire field area, allowing for greater accessibility, diversity, and learning opportunities.
The farm’s expansion included the introduction of llamas alongside our existing animals — goats, chickens, rabbits, guinea pigs, and alpacas — broadening the experience for visitors and learners. The site now operates as a fully functional educational farm, with daily responsibilities led by young volunteers and our apprentice.
Beyond animal care, the farm has become a central part of our educational offer — teaching environmental stewardship, sustainability, and wellbeing through hands-on learning.
## **Climate Grant and Environmental Improvements**
CATCH was awarded a Climate Grant from the local authority to improve our environmental sustainability. This funding has supported the installation of **solar panels and a battery storage system** on our main building, significantly reducing our carbon footprint and energy costs.
These improvements demonstrate our commitment to environmental responsibility and serve as an educational example to young people about the importance of sustainable practices in community life.
## **Social Action and Site Development**
Social action remains a defining feature of CATCH’s culture. Throughout the year, young volunteers have taken part in a wide range of community projects — from planting and landscaping to construction and farm maintenance.
These projects not only improve our facilities but also build practical skills, teamwork, and pride in the young people who take part. The hands-on involvement of our volunteers continues to shape CATCH’s evolution and ensure it remains a true community-built space.
## **Partnerships with Schools**
Our partnerships with schools across Leeds have strengthened this year, offering our young people opportunities for casual work experience and placements. These experiences give young people valuable exposure to teamwork, leadership, and responsibility in real-life education settings.
We continue to collaborate with educational partners to design projects that build resilience, promote positive citizenship, and support academic and personal growth.
## **Leeds Learning Alliance**
Through our membership of the Leeds Learning Alliance (LLA), CATCH continues to play an active and influential role in shaping education, opportunity, and inclusion across the city. Our involvement in initiatives such as Public Service Pathways has helped champion representation from diverse communities in public service careers — including the police, fire service, and armed forces.
In the wake of growing community tensions, we have worked alongside LLA partners to support dialogues around cohesion, belonging, and resilience, ensuring that the voices of young people and grassroots organisations are represented in citywide discussions. This collaborative approach has positioned CATCH as both a community connector and a learning partner, bridging the gap between formal education and lived experience.
We remain a proactive member of research and inclusion-focused initiatives that aim to improve educational outcomes, strengthen school-community partnerships, and promote community-led models of support that can inspire change beyond our own neighbourhood.
7
## CATCH Leeds
## Trustees' report (continued) for the year ended 31 March 2025
## **Strategy and Growth**
2024–2025 has been a year of strategic development and reflection for CATCH. The appointment of our first young apprentice marked a major milestone — adding valuable capacity to our team, strengthening our office administration, and demonstrating how local talent can develop and thrive within the organisation. Building on this success, we appointed a second apprentice to support the continued growth of our Educational Farm. Our site and facilities continue to evolve, with improvements to accessibility, flow, and visitor experience, reflecting our commitment to creating a welcoming and functional community space.
We have become increasingly aware of the power of collaboration and the value it brings to our shared mission. Working alongside schools, the local authority, police, third sector organisations, and businesses, we continue to pursue joint aims that strengthen communities and improve opportunities for young people. By sharing resources and space, we are able to test new ideas, pilot innovative approaches, and achieve outcomes that no single organisation could deliver alone. These partnerships embody the collaborative spirit that defines CATCH — open, adaptable, and driven by collective impact.
Volunteers remain the beating heart of CATCH. Their diverse skills, creativity, and commitment bring our projects to life — from mentoring young people to maintaining facilities and supporting the farm. As the organisation continues to grow, we recognise the importance of balancing our volunteer-led identity with strategic investment in staffing, apprenticeships, and development opportunities. This approach ensures that while our grassroots ethos remains strong, we are also building the structure and resilience needed for longterm sustainability.
Looking ahead, our priorities focus on sustainability, growth, and community impact. We aim to:
- l Expand the Educational Farm and secure a Farm Exhibition Licence to attract more visitors and generate income for the charity.
- l Embed our emerging Peace Plan into everyday practice — shaping how we welcome, support, and empower others, while building long-term resilience and unity across our community.
- l Strengthen partnerships that help us innovate, share resources, and co-create meaningful opportunities for young people and families.
CATCH remains a living example of how grassroots innovation, partnership, and hope can transform spaces and lives.
## **Financial review**
The net income for the year was £77,465, including net income of £62,324 on unrestricted funds and net income of £15,141 on restricted funds.
## **Reserves policy**
Our reserves policy is to hold 6 months of forecast unrestricted expenditure for the purpose of enabling the smooth running of the charity and to allow for an orderly winding up should the charity need to close. This would equate to £85,000 based on our planned unrestricted spending of £170,000.
The charity's free reserves, excluding fixed assets, at the year end were £269,683.
Within the reserves is the designated fund of £138,618. This was a legacy donation received in 2021 and has been set aside to cover the costs of building and facilities development and youth apprenticeship and/or training opportunities. We are waiting for permissions to develop a MUGA at Hovingham Primary School and we intend to start using the fund for apprenticeships next year. After deducting this amount the remaining free reserves are £131,065. The excess reserves are for expected rises in energy costs, general inflation costs and farm development.
Approved by the board of trustees on 10/12/2025
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 2025, 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
10/12/2025
## **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 2025
|Notes
2025
Unrestricted
funds
£
**Income from:**
Grants and donations
(2)
56,844
Room bookings
93,771
Café takings
27,899
Training income
21,170
Other sales and fees
12,447
Bank interest
8,551
**Total income**
220,682
**Expenditure on:**
Salaries NI and pensions
(3)
32,408
Payroll charges
409
Training cost of sales
14,713
Café cost of sales
13,069
Activities costs
2,259
Equipment and materials
25,601
Food and refreshments
6,758
Advertising and publicity
3,171
Insurance
6,578
Premises costs
17,944
Independent examination
1,512
Livestock
14,648
Licences and subscriptions
3,890
DBS checks
253
Travel
2,094
Training
264
Vehicle costs
2,605
Depreciation
31,656
Consultancy, facilitation and evaluation
300
Premises upgrades and repairs
37,835
**Total expenditure**
217,967
**Net income / (expenditure)**
2,715
**Transfers between funds**
(4)
59,609
**Net movement in funds**
62,324
**Fund balances brought forward**
411,962
**Fund balances carried forward**
(4)
474,286|2025
Restricted
funds
£
177,372
-
-
-
-
-
177,372
61,903
1,308
-
12
3,834
14,844
6,083
-
-
-
-
8,056
562
252
3,070
1,033
-
-
-
1,665
102,622
74,750
(59,609)
15,141
79,373
94,514|2025
Total
funds
£
234,216
93,771
27,899
21,170
12,447
8,551
398,054
94,311
1,717
14,713
13,081
6,093
40,445
12,841
3,171
6,578
17,944
1,512
22,704
4,452
505
5,164
1,297
2,605
31,656
300
39,500
320,589
77,465
-
77,465
491,335
568,800|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|
|---|---|---|---|
All incoming resources and resources expended derive from continuing activities.
10
## CATCH Leeds
## Balance sheet
|as at 31 March 2025
2025
Unrestricted
£
**Fixed assets**
Tangible assets
(5)
204,603
**Total fixed assets**
204,603
**Current assets**
Debtors and prepayments
(6)
24,347
Cash at bank and in hand
(7)
270,177
**Total current assets**
294,524
**Current liabilities:**
**amounts falling due within one year**
Creditors and accruals
(8)
24,841
**Total current liabilities**
24,841
**Net current assets / (liabilities)**
269,683
**Net assets**
474,286
**Funds**
Unrestricted funds
General unrestricted funds
335,668
Designated funds
(9)
138,618
Unrestricted funds
474,286
Restricted funds
-
**Total funds**
474,286|2025
Restricted
£
-
-
8,500
89,268
97,768
3,254
3,254
94,514
94,514
-
-
-
94,514
94,514|2025
Total
£
204,603
204,603
32,847
359,445
392,292
28,095
28,095
364,197
568,800
335,668
138,618
474,286
94,514
568,800|2024
Total
£
149,900
149,900
59,356
330,681
390,037
48,602
48,602
341,435
491,335
411,962
-
411,962
79,373
491,335|
|---|---|---|---|
The financial statements were approved by the board of trustees on 10/12/2025
Rebekah Besford (Trustee)
11
## CATCH Leeds
## Notes to the accounts
## for the year ended 31 March 2025
## **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 2025
## **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 2025
|**2 Grants and donations**
Community Foundation for Lancashire
Hovingham Primary School
Leeds City Council
Leeds Community Foundation (LCF)
Luminate Education Group
Neighbourly Ltd
Pears Foundation
Rathbones Foundation
Sir George Martin Trust
The BUPA Foundation
West Yorkshire Combined Authority
Leeds Older Peoples Forum (LOPF)
NLCF Sport England
Restore
West Riding Masonic Lodge
Other donations
**3 Staff costs and numbers**
Gross salaries
Social security costs
Employment allowance
Seconded staff|2025
Unrestricted
funds
£
-
2,350
3,000
-
500
-
-
-
-
-
-
-
-
-
-
50,994
56,844|2025
Restricted
funds
£
1,000
10,000
90,731
21,801
-
1,500
25,000
10,000
3,650
10,000
2,000
-
-
-
-
1,690
177,372|2025
Total
funds
£
1,000
12,350
93,731
21,801
500
1,500
25,000
10,000
3,650
10,000
2,000
-
-
-
-
52,684
234,216
2025
£
67,911
142
(142)
26,400
94,311|2024
Total
funds
£
-
-
21,400
35,348
-
-
10,000
-
-
12,360
-
5,000
13,400
420
5,000
14,449
117,377
2024
£
45,576
119
(119)
33,676
79,252|
|---|---|---|---|---|
The average number of employees during the year was 11, being an average of 4.7 full time equivalent (2024: 13.3, 3.7 FTE). There were no employees with emoluments above £60,000.
14
## CATCH Leeds
## Notes to the accounts continued
## for the year ended 31 March 2025
|**4 Restricted funds**
Bupa Foundation
Comm. Fdn. For Lancashire
Educational Farm
The Reef Foundation
LOPF Household Support Fund
LCC - Bonfire Period 2024
LCC - Climate Grant 2024
LCC - Fusion Fridays
LCC - Soup-er Saturdays
LCC - UKSPF - Social Action
LCF - Healthy Hols Christmas
LCF - Healthy Hols Easter 2024
LCF - Healthy Hols Easter 2025
LCF - Flint Family Fund 2023
LCF - Healthy Hols Summer 2024
LCF - Wesleyan
Neighbourly
Neil Stevens Fellowship
Pears Foundation
Sir George Martin Trust
NLCF Sport England
VRU - Summer 2024
VRU - Superstars 2024
LCF - Pears Foundation 2022|Balance b/f
£
2,971
-
2,518
38,068
1,280
-
-
-
-
-
-
4,341
-
10,000
-
1,603
-
3,250
11,624
-
3,156
-
-
562
79,373|Incoming
£
10,000
1,000
21,690
-
-
2,061
28,308
14,476
19,467
9,419
4,472
-
4,183
-
13,146
-
1,500
-
25,000
3,650
-
2,000
17,000
-
177,372|Outgoing
£
5,698
1,000
-
6,311
1,280
1,641
360
8,586
11,724
8,755
3,492
3,401
-
10,000
11,326
1,563
-
3,059
8,248
947
1,313
340
13,016
562
102,622|Transfers
£
(7,273)
-
-
-
-
(420)
(27,948)
(4,288)
(4,939)
(664)
(980)
(940)
-
-
(1,820)
(40)
-
(191)
-
(2,703)
(1,843)
(1,660)
(3,900)
-
(59,609)|Balance c/f
£
-
-
24,208
31,757
-
-
-
1,602
2,804
-
-
-
4,183
-
-
-
1,500
-
28,376
-
-
-
84
-
94,514|
|---|---|---|---|---|---|
## **Fund name**
Bupa Foundation Comm. Fdn. For Lancashire Educational Farm
The Reef Foundation
LOPF Household Support Fund
LCC - Bonfire Period 2024 LCC - Climate Grant 2024 LCC - Fusion Fridays LCC - Soup-er Saturdays LCC - UKSPF - Social Action LCF - Healthy Hols Christmas LCF - Healthy Hols Easter 2024 LCF - Healthy Hols Easter 2025 LCF - Flint Family Fund 2023 LCF - Healthy Hols Summer 2024 LCF - Wesleyan Neighbourly Neil Stevens Fellowship Pears Foundation
## **Purpose of restriction**
To support the development of the educational farm and peace sanctuary. To support with kitchen facilities and workshops.
For the educational farm - livestock, feed and supplies. Funded by Hovingham Primary School and individual donations.
For the purposes of Expansion to the CATCH Educational Farm and associated youth activities.
To support low income families with household appliances and food support.
To support activities during bonfire period. Towards solar panels and batteries. To support with social cohesion projects. To support with social cohesion projects. To support with social action activities. Towards healthy holidays activities. Towards healthy holidays activities. Towards healthy holidays activities. To support core costs.
Towards healthy holidays activities. Public Services Pathfinders project. To support with growing projects. Towards the London educational trip. To support core costs.
15
## CATCH Leeds
## Notes to the accounts continued
## for the year ended 31 March 2025
## **4 Restricted funds continued**
## **Fund name**
Sir George Martin Trust NLCF Sport England VRU - Summer 2024 VRU - Superstars 2024 LCF - Pears Foundation 2022
## **Purpose of restriction**
To support with the development of the Educational Farm. To support the development of the gym and personal trainer. Harehills Disorder Response Activity. Towards the SuperStars violence reduction project. To be used to fund the administrator's role.
|**5 **|**Analysis of transfers between funds**
Bupa Foundation
LCC - Climate Grant 2024
LCC - UKSPF - Social Action
Sir George Martin Trust
NLCF Sport England
LCC - Bonfire Period 2024
LCC - Fusion Fridays
LCC - Soup-er Saturdays
LCF - Healthy Hols Christmas
LCF - Healthy Hols Summer 2024
VRU - Summer 2024
VRU - Superstars 2024
LCC - Fusion Fridays
LCC - Soup-er Saturdays
LCF - Healthy Hols Christmas
LCF - Healthy Hols Easter 2024
LCF - Healthy Hols Summer 2024
LCF - Wesleyan
Neil Stevens Fellowship
VRU - Superstars 2024
**Tangible assets**
**Cost**
£
At 1 April 2024
38,815
Additions
-
At 31 March 2025
38,815
**Depreciation**
At 1 April 2024
34,031
Charge for year
4,779
At 31 March 2025
38,810
**Net book value**
At 31 March 2025
5
At 31 March 2024
4,784
Vehicles|Capital
7,273
27,948
664
2,703
1,843
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
40,431
£
10,000
-
10,000
5,250
1,000
6,250
3,750
4,750
Repurposed
bus|Room hire
-
-
-
-
-
420
1,490
2,400
520
1,400
1,660
2,200
-
-
-
-
-
-
-
-
10,090
£
169,588
67,021
236,609
53,006
9,466
62,472
174,137
116,582
Temporary
buildings|Management
charges
-
-
-
-
-
-
-
-
-
-
-
-
2,798
2,539
460
940
420
40
191
1,700
9,088
£
107,767
19,338
127,105
83,983
16,411
100,394
26,711
23,784
Equipment|Totals
7,273
27,948
664
2,703
1,843
420
1,490
2,400
520
1,400
1,660
2,200
2,798
2,539
460
940
420
40
191
1,700
59,609
Total
£
326,170
86,359
412,529
176,270
31,656
207,926
204,603
149,900|
|---|---|---|---|---|---|
16
## CATCH Leeds
## Notes to the accounts continued
## for the year ended 31 March 2025
|**6 Debtors and prepayments**
Debtors
Prepayments
Accrued income
**7 Cash at bank and in hand**
Cash at bank
Cash in hand
**8 Creditors and accruals**
Accruals
Fees received in advance
**9 Designated funds**
Anne White Legacy
**Fund name**
Anne White Legacy|2025
2024
£
£
16,755
43,753
4,827
3,889
11,265
11,714
32,847
59,356
2025
2024
£
£
359,427
330,641
18
40
359,445
330,681
2025
2024
£
£
12,023
6,138
16,072
42,464
28,095
48,602
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**
## **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 2025
|2025
2024
Unrestricted Unrestricted
funds
funds
£
£
**Income**
Grants and donations
56,844
15,439
Room bookings
93,771
62,236
Café takings
27,899
23,125
Training income
21,170
12,605
Other sales and fees
12,447
5,166
Bank interest
8,551
7,644
**Total income**
220,682
126,215
**Expenditure**
Salaries NI and pensions
32,408
29,526
Payroll charges
409
264
Training cost of sales
14,713
6,550
Café cost of sales
13,069
10,789
Activities costs
2,259
12,845
Equipment and materials
25,601
11,013
Food and refreshments
6,758
4,318
Advertising and publicity
3,171
941
Insurance
6,578
6,481
Premises costs
17,944
14,092
Independent examination
1,512
1,512
Livestock
14,648
1,529
Licences and subscriptions
3,890
2,391
DBS checks
253
139
Travel
2,094
2,802
Training
264
367
Vehicle costs
2,605
2,154
Depreciation
31,656
29,711
Consultancy, facilitation and evaluation
300
1,440
Premises upgrades and repairs
37,835
15,915
**Total expenditure**
217,967
154,779
**Net income / (expenditure)**
2,715
(28,564)
**Transfers between funds**
59,609
25,208
**Net movement in funds**
62,324
(3,356)
**Fund balances brought forward**
411,962
415,318
**Fund balances carried forward**
474,286
411,962|2025
Restricted
funds
£
177,372
-
-
-
-
-
177,372
61,903
1,308
-
12
3,834
14,844
6,083
-
-
-
-
8,056
562
252
3,070
1,033
-
-
-
1,665
102,622
74,750
(59,609)
15,141
79,373
94,514|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|2025
Total
funds
£
234,216
93,771
27,899
21,170
12,447
8,551
398,054
94,311
1,717
14,713
13,081
6,093
40,445
12,841
3,171
6,578
17,944
1,512
22,704
4,452
505
5,164
1,297
2,605
31,656
300
39,500
320,589
77,465
-
77,465
491,335
568,800|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|
|---|---|---|---|---|
18