Yes Futures Annual Report 2025 3•• ijiii September 2024 and March 2025 school partners Herschel CHARTERS HOLIIE GEIANGE SCHOOL kingsley THÈ LANGLEY ACADEMY WIXAMS ACAD£MV ## **Contents** - **4 Foreword from the CEO and Chair** - **5 About Yes Futures** - **6 Our Finding and Rising Futures programme** - **8 Our impact** - **10 Partner spotlight: Empowering the next generation with Reed Smith** - **12 Thank you to our partners** - **13 Thank you to our coaches** - **15 Financial review** Yes Futures | Annual Report 2025 3 ## **Foreword from the CEO and Chair** 2025 was a year of significant transformation for Yes Futures. It was a year that tested our resilience, but ultimately proved the enduring strength of our mission. It marked the beginning of new journeys for ourselves - Ali became CEO in early 2025 and Emily took the Chair role in late 2025. As we steward this organisation forward, we must first pay tribute to our predecessors, Sarah Sewell and Andrew Thraves. Their passion and vision laid strong foundations, and we are deeply grateful for the legacy they have entrusted to us. Through operational rigour and prudent financial management, we are proud to report that Yes Futures has moved from a position of survival to one of stability. Thanks to a significant partnership with the Brent Cross Town Community Fund and the hard work of our team, we ended 2025 with a financial surplus, allowing us to begin rebuilding our reserves following the challenges of 2024. Most importantly, our impact remains undeniable. In 2025, 96% of our students achieved measurable growth in their chosen skill areas. We deepened partnerships with the Connolly Foundation in Bedfordshire and welcomed new school partners like Wixams Academy, proving that our work is as vital as ever. We enter 2026 as a leaner, more agile organisation. This evolution required difficult decisions, and we want to place on record our profound thanks to the team members who moved on during our restructuring. Their dedication helped secure our future. ## **Now, we look to that future with three clear priorities:** **Product Expansion:** Having launched the Yes Futures Licensed Coach programme in late 2025, we are planning to design further new product streams to diversify our income and reach. **Operational Excellence:** We are investing in our internal efficiency, implementing a new CRM system to ensure our processes are as high-quality as our coaching. **Governance:** We are currently recruiting new Trustees to bring fresh perspectives and skills to our Board as we prepare for the next iteration of our strategy which will be developed in 2026. We have weathered the worst of the storm and are now ready to grow. Thank you to all our coaches, partners and funders for your continued belief in Yes Futures. **Ali Jaffer, Emily Ramji, CEO Chair** Yes Futures | Annual Report 2025 4 ## **About Yes Futures** ## **Positive futures begin with self-belief** Too many young people face persistent barriers that prevent them from thriving in school and in life. Across England, nearly half of disadvantaged children do not meet expected standards by the end of primary school, a figure that rises to over 70% by the end of secondary school. Without targeted support, these students are at high risk of disengagement, poor mental health, and reduced life chances. Yes Futures exists to change this story. Established in 2013 by teachers, we are a multi-award-winning charity that empowers young people from underserved communities to believe in themselves and discover their potential. We focus on building four essential life skills- confidence, resilience, self-awareness, and communication- which are the foundations for academic success, future employability and thriving in life. **Since our inception, we have made a proven difference to the lives of over 3,800 young people across more than 85 schools.”** Our unique model combines structured one-to-one coaching with inspirational real-world experiences. Since our inception, we have made a proven difference to the lives of over 3,800 young people across more than 85 schools. We provide targeted support to those who need it most, including students eligible for Free School Meals, those with special educational needs (SEND), and care-experienced young people. By strengthening their self-belief today, we equip them with the tools and agency to lead happy, healthy lives and shape their own positive futures. Yes Futures | Annual Report 2025 5 ## **Our programmes** Yes Futures delivers a portfolio of high-impact personal development programmes tailored to different stages of a young person's educational journey. Our flagship **Rising Futures** programme (for students aged 11-16) combines one-to-one coaching with experiential learning days, such as ‘Into the Wild’ and ‘World of Work’. We also boast an equivalent programme for Year 5-6 primary pupils, called ‘Finding Futures’. These programmes are proven to help participants build confidence and aspiration through developing the essential life skills of confidence, resilience, communication, and self-awareness needed to succeed both in and out of the classroom. **----- Start of picture text -----**
Our Finding and Rising Futures
programme
**----- End of picture text -----**
**----- Start of picture text -----**
Our Finding and Rising Futures
programme
Welcome Session
Coaching 2
Coaching 3
World of Work
World of Work : Young people visit an
inspirational workplace and network
with professionals. This raises students’
aspirations for their future, improves
their knowledge of working life and
develops key employability skills.
Graduation
**----- End of picture text -----**
**Personalised Coaching** : Dedicated Yes Futures Coaches supported students, coaching them either individually or in small groups to develop confidence, resilience, communication and selfawareness, through a structured personal development framework. **Coaching 1 Into the Wild Into the Wild** : Our outdoor education experiences provide a more challenging environment for students to face their fears and build relationships with other students, becoming more confident in their own abilities. **Coaching 4 Self-Coaching Workshop Self-Coaching** : A key aim of our programmes is to embed life-long personal development within each young person. The Self-Coaching workbook supports students to begin this journey, through taking responsibility for setting and reviewing their own goals. After five months of self-coaching, students attend a Forward to the Future session, which helps them reflect on the progress they’ve made and set new goals. Yes Futures | Annual Report 2025 6 **Launching Connecting Yes Futures Futures Futures Licensed Coach** 2025 saw us design three new service offerings, which we expect will build traction in 2026. First, **Launching Futures** , a post-16 version of our flagship coaching programme to support young people in further education and sixth form settings helping them to navigate industry placements and transitions into university and adulthood. **Connecting Futures** is designed in partnership with community and youth-focussed organisations to support those not currently in education, employment or training, to help young people find their purpose, set and achieve progression goals. This is an area of national policy focus, and we are confident our coaching model has a key role to play in supporting young people in this category. **2025 saw us design three new service offerings, which we expect will build traction in 2026.”** ## We also launched the **Yes Futures Licensed Coach** programme in late 2025, the first of its kind national youth coaching training model. After completing the training in Spring 2026, our first group of coaches will be licensed to use the Yes Futures brand to support their own coaching practice. As the UK’s leading organisation in youth coaching this will allow us to support the professionalisation of the sector, give parents more clarity when choosing a coach and allow local partners across the UK to deliver aspects of our proven coaching methodology within their own communities. Yes Futures | Annual Report 2025 7 ## **Our impact** Our impact reporting looks at the individuals who have completed a Yes Futures programme during the 2025 calendar year. Specifically, this data covers the participants within our September 2024 and March 2025 cohorts. ## **96%** **of young people improved in at least one Yes Futures Talent area.** **269 students** participated in our **82 of these students** (from three September 2024 and March 2025 schools) participated in the Finding programmes. Futures (primary) programme. **105 volunteer coaches contributed over 3,959 hours of their time** to the **96% of all students improved** programme (plus training). Included in **in at least one Talent area.** this figure, **19 impact coaches contributed over 1004 hours.** ## **The Yes Futures Talents are:** **Confidence Resilience Communication Self-awareness** They form the heart of our coaching Our programmes deliver personalised, programme and are the key outcomes strengths-based coaching, meaning young we measure. people focus on the skills most relevant to their own goals and starting points. Yes Futures | Annual Report 2025 8 ## **Overall programme efficacy** ## **96% of students made measurable progress in at least one Talent (Skill) area** Not all students worked on every skill area. Students chose one or two main skills to ensure relevant, high-impact learning. These figures reflect where progress occurred across the group and demonstrate the breadth of impact achieved through this personalised approach. Across the cohort, progress was seen in: ## **As reported in their end of programme questionnaire:** **----- Start of picture text -----**
84% 72% 84% 84% 81%
of students of students of students of students of students
feel more feel more feel they have have a better feel the Rising
prepared for motivated to skills which idea about future Futures
the future achieve at are valuable to opportunities programme
school other people available has made a
to them positive
difference
to them
**----- End of picture text -----**
Yes Futures | Annual Report 2025 9 ## **Partner spotlight:** ## **Empowering the next generation with Reed Smith** **Yes Futures is proud to celebrate our longstanding partnership with Reed Smith, a partner whose expertise, people and commitment play a vital role in supporting disadvantaged young people across the UK.** ## **Growing together to support young people** In 2024–25, Yes Futures’ partnership with Reed Smith has continued to flourish. Together, we reached children from disadvantaged areas of London and Essex who were at risk of becoming NEET (not in employment, education or training), offering them personalised coaching, support, and hands-on experiences that opened their eyes to new opportunities. ## **The impact of our partnership** With Reed Smith’s support, Yes Futures worked directly with 103 young people across East London and Essex, including some of the most disadvantaged areas such as Harlow and Thurrock, where nearly 40% of pupils in partner schools receive free school meals. Young people took part in a year-long programme of personalised coaching and two key experiential days: _Into the Wild_ , building confidence and teamwork through outdoor challenges, and _World of Work_ , exploring professional workplaces and developing employability skills. ## **A partnership built on shared values** At the heart of our work with Reed Smith is a shared belief that every young person deserves the chance to succeed and unlock their potential. The partnership goes beyond funding: Reed Smith’s teams contribute their expertise, strengthen our systems, and expand our volunteer base in East London, helping us deliver sustainable, lasting impact. **How Reed Smith teams get involved World of Work days –** Team members give students immersive experiences of professional life, inspiring ambitious career pathways. **Volunteer coaching –** Professionals trained as coaches develop key communication, leadership, and empathy skills, supporting students’ goal-setting and reflection. **Pro-bono support –** The team helps strengthen Yes Futures’ foundations, making the organisation more resilient and able to grow its impact. Yes Futures | Annual Report 2025 10 ## **The difference we’ve made** Of the **103 students** receiving Reed Smith’s direct support in 2024–25, **92% improved their essential skills.** **----- Start of picture text -----**
Progress was seen in:
Confidence Resilience
56% 68%
Communication Self-awareness
57% 63%
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**----- Start of picture text -----**
When asked about the programme’s longer-term benefits:
87% 87% 87%
feel more prepared have a better have a better
for the future understanding of the understanding report
opportunities available skills that are valuable
to them to others
**----- End of picture text -----**
Coaches consistently noted remarkable progress, particularly in confidence and resilience. Many initially shy students became articulate, self-assured individuals, stepping out of their comfort zones and forming positive relationships. ## **Inspiring futures through collaboration** The partnership with Reed Smith illustrates how shared vision, practical support, and committed people combine to change young lives. It’s a model that shows what’s possible when organisations come together — and offers a template for others who want to make a meaningful impact. **Student story: Fatima** Fatima joined Yes Futures from Passmores Academy in Essex. Through the programme, she became a confident, reflective communicator and demonstrated strong leadership, particularly during World of Work day at Reed Smith. She is now exploring careers in criminal psychology and medical sciences, with a clear, motivated vision for her future. Yes Futures | Annual Report 2025 11 ## **Thank you to our partners** **We would like to extend a huge thank you to all our donors, corporate partners, World of Work Day hosts and our community of schools.** Without their ongoing support, time and commitment we would not be able to deliver such exceptional impact to the young people in our Finding Futures and Rising Futures programmes. ## **Donors and partners** ## **World of Work partners** Yes Futures | Annual Report 2025 12 ## **Thank you to our coaches** **We would like to thank our incredible community of volunteer Yes Futures Coaches for their ongoing support and commitment to the programme.** Our volunteer coaches collectively completed **793 hours of training** and contributed over **3,166 voluntary hours** to the programme. Our impact coaches **86** One-to-One Coaches completed over **171 hours** and **19** Impact Coaches **of training** and supported our September contributed over **1004** 24 and March 25 **hours to the programme.** programmes. **94% of Coaches** , who responded to our end of programme survey, said they saw a positive change in the students as they progressed through the programme. Yes Futures | Annual Report 2025 13 ## **Some coaches shared: “The ‘best part’ of participating in the programme for them was…”:** **“I loved the energy and diversity of the course. The trips were incredible. It was a spectacular journey, one in which I learnt a lot about the education/charity sector and empowering youngsters.”** **“The team was fabulous and so dedicated.It was a joy to be part of this team. Thank you for this opportunity to give and create something special.”** **“I have loved meeting the wonderful young students. Witnessing their excitement when they come into the room and them remembering how the activities made them feel.”** **“Working with the students, seeing them mature and move forwards a bit.”** **“The passion of everyone in Yes Futures, including the other coaches. You can tell everyone really cares.”** **“It was great to see the students engage and learn things about themselves.”** **“Feeling that I am having a positive impact.”** **“It has been a pleasure to watch the young people grow.”** Yes Futures | Annual Report 2025 14 ## **Financial review** During 2025 Yes Futures continued to feel the effects of budget squeezes in schools, which led to many schools cutting back on external programmes such as ours. This resulted in our earned income and overall turnover reducing. However in spite of this we did successfully recruit some new school partners during the year. We were able to maintain donated income at a similar level to recent years. We also started to diversify our income by launching some new products and services which build self-belief in young people. During the year we implemented a restructure to reduce our cost base and make the organisation more agile. This included shrinking to a smaller core team of delivery staff which resulted in several redundancies. We were successfully able to bring costs down in line with reduced income, and made a surplus during the year to start rebuilding our reserves. During this time of change we have been very grateful for support from donors and grant funders which has enabled us to be proactive about developing our reach and our services in an uncertain environment. We were pleased to receive grants from several new grant funders during 2025, and ongoing support from our corporate partners. We were also able to negotiate early settlement of our 2021 loan received under the government’s Coronavirus Business Interruption Scheme, including conversion of part of the remaining balance from loan to grant, for which we are grateful. During this year of financial restructure the Trustees have taken steps to monitor the financial position very closely. Yes Futures | Annual Report 2025 15 ## **Financial position 31 December 2025** At 31 December 2025 we had £24,138 of unrestricted funds and £11,519 of restricted funds (which are ring-fenced for delivery of our programmes). ## **Reserves policy** Yes Futures aims to be a financially sustainable organisation which is able to grow its work and reach increasing numbers of young people. We hold reserves for several purposes: to deliver commitments to current beneficiaries; to be resilient in case of unexpected financial downturn; to invest in growing our reach to more young people; and to invest in quality improvement of our programme and organisation. During 2024 we had used some unrestricted reserves to help the organisation survive an unexpected financial downturn, and during 2025 we were glad to be able to start rebuilding reserves. We plan to gradually rebuild our unrestricted reserves each year to reach the equivalent of between 3 and 6 months’ costs. The trustees are conscious of the importance of maintaining sufficient reserves, alongside the need to invest to grow our social impact. Yes Futures | Annual Report 2025 16 ## **Objectives and activities** Objectives and Activities: Our charity’s purposes as set out in the objects contained in the constitution are: To act as a resource for young people up to the age of 25 living in the UK by providing advice and assistance and organising programmes of physical, educational and other activities as a means of: (a) advancing in life and helping young people by developing their confidence, resilience to life challenges, skills, capacities and capabilities to enable them to participate in society as independent, mature and responsible individuals; ## (b) advancing education; ## (c) relieving unemployment; (d) providing recreational and leisure time activity in the interests of social welfare for people living in the area of benefit who have need by reason of their youth, age, infirmity or disability, poverty or social and economic circumstances with a view to improving the conditions of life of such persons. The trustees have had regard to the guidance issued by the Charity Commission on public benefit. The trustees delegate day-to-day running of the charity to the Chief Executive and the Leadership Team, within the parameters of the agreed Delegation of Authority. The trustees have reviewed the activities of the charity and considered the risks to which it is exposed. The trustees have implemented a risk management strategy that includes a regular review of risks, and the establishment of systems and procedures to minimise any potential impact on the charity. Yes Futures | Annual Report 2025 17 • ## **Statement of trustees' responsibilities** The Charities Act requires the Board of Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity as at the end of the financial year and of the surplus or deficit of the charity. In preparing those financial statements the Board is required to: - select suitable accounting policies and then apply them consistently; - make judgements and estimates that are reasonable and prudent; and - prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business. • state whether applicable accounting standards and statements of recommended practice have been followed. subject to any material departures disclosed and explained in the financial statements. The Trustees are also responsible for maintaining adequate accounting records which disclose with reasonable accuracy at any time the financial position of the charity and which are sufficient to show and explain the charity's transactions and enable them to ensure that the financial statements comply with regulations made under the Charities Act They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. The Trustees are also responsible for the contents of the Trustees' report. and the responsibility of the Independent Examiner in relation to the Trustees' report is limited to examining the report and ensuring that, on the face of the report, there are no inconsistencies with the figures disclosed in the financial statements. _**e**_ **larat on** The Trustees declare that they have approved the Trustees· Report for the year ended 31st December 2025. ## **Signed on behalf of the Board of Trustees:** Signature 19.03.2026 Name **am,,,** ,, Yes Futures I Annual Report 2025 18 - ## **Reference and administrative details** ## **Charity name:** Yes Futures ## **Registered charity number:** 1155082 ## **Type of governing document:** Constitution ## **How the charity is constituted:** Charitable Incorporated Organisation ## **Trustee selection methods:** New trustees are appointed by the existing trustees following an openly advertised, recruitment and interview process. ## **Charity's principal address:** 3Space, International House, Brixton, London, SW9 7QE ## **Charity’s registered address:** 3Space, International House, Brixton, London, SW9 7QE ## **The Trustees:** Andrew Thraves _(resigned 30 September 2025)_ Jessica Badley _(resigned 31 December 2025)_ Emily Ramji Malcolm Groves Joanna Amand Ananya Tiwari Chief Executive: Sarah Sewell - _Outgoing CEO (left April 2025) Ali Jaffer - Incoming CEO (from March 2025)_ Yes Futures | Annual Report 2025 19 The trustees present their annual report and financial statements for the year ended 31 December 2025. The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charity's governing document, the Charities Act 2011 and "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 2019)". Yes Futures | Annual Report 2025 20 ## **YES FUTURES** ## **INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF YES FUTURES** I report to the trustees on my examination of the financial statements of Yes Futures (the charity) for the year ended 31 December 2025. ## **Responsibilities and basis of report** As the trustees of the charity you are responsible for the preparation of the financial statements in accordance with the requirements of the Charities Act 2011. I report in respect of my examination of the charity’s financial statements carried out under section 145 of the Charities Act 2011. In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the Charities Act 2011. ## **Independent examiner's statement** Since the charity’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Association of Chartered Certified Accountants, which is one of the listed bodies. Your attention is drawn to the fact that the charity has prepared the financial statements in accordance with the relevant version of the Statement of Recommended Practice applicable to charities preparing their financial statements in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) in preference to the Accounting and Reporting by Charities: Statement of Recommended Practice issued on 1 April 2005 which is referred to in the extant regulations but has now been withdrawn. I understand that this has been done in order for the financial statements to provide a true and fair view in accordance with UK Generally Accepted Accounting Practice. I have completed my examination. I confirm that no 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 2011. - 2 the financial statements do not accord with those records; or - 3 the financial statements do not comply with the applicable requirements concerning the form and content of financial statements set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the financial statements 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 financial statements to be reached. ## **F J Wilde FCCA MBA DChA** Warner Wilde Limited 4 Marigold Drive Bisley Surrey GU24 9SF Date: ............................ - 21 - ## **YES FUTURES** ## **STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT** ## _**FOR THE YEAR ENDED 31 DECEMBER 2025**_ |**Unrestricted**
**Restricted**
**funds**
**funds**
**2025**
**2025**
**Notes**
**£**
**£**
**Income and endowments from:**
Donations and legacies
**3**
78,151
85,209
Charitable activities
**4**
188,474
-
Investments
**5**
1,782
-
Other income
**6**
280
-
**Total income**
268,687
85,209
**Expenditure on:**
Raising funds
**7**
11,950
-
Charitable activities
**8**
237,031
78,018
Other expenditure
**13**
3,608
-
**Total expenditure**
252,589
78,018
**Net income/(expenditure)**
16,098
7,191
Transfers between
funds
-
-
**Net movement in**
**funds**
**10**
16,098
7,191
**Reconciliation of funds:**
Fund balances at 1 January
2025
8,040
4,328
**Fund balances at 31**
**December 2025**
24,138
11,519|**Total**
**Unrestricted**
**Restricted**
**funds**
**funds**
**2025**
**2024**
**2024**
**£**
**£**
**£**
163,360
53,260
134,181
188,474
241,969
-
1,782
1,409
-
280
-
-
353,896
296,638
134,181
11,950
13,200
-
315,049
320,691
161,812
3,608
7,089
-
330,607
340,980
161,812
23,289
(44,342)
(27,631)
-
(312)
312
23,289
(44,654)
(27,319)
12,368
52,694
31,647
35,657
8,040
4,328|**Total**
**2024**
**£**
187,441
241,969
1,409
-
430,819
13,200
482,503
7,089
502,792
(71,973)
-
(71,973)
84,341
12,368| |---|---|---| The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities. - 22 - ## ## ## |||`2025`||`2024`|| |---|---|---|---|---|---| ||`Notes`|`£`|`£`|`£`|`£`| |`Fixed assets`|||||| |`Tangible assets`|`15`||||`566`| |`Current assets`|||||| |`Debtors`|`16`|`13,011`||`7,456`|| |`Cash at bank and in hand`||`97,830`||`185,271`|| |||`110,841`||`192,727`|| |`Creditors: amounts falling due within`
`one year`|`18`|`(75,184)`||`(120,049)`|| |`Net current assets`|||`35,657`||`72.678`| |`Total assets less current liabilities`|||`35,657`||`73.244`| |`Creditors: amounts falling due after`
`more than one year`|`19`||||`(60,876)`| |`Net assets`|||`35,657`||`12,368`| |`The funds of the charity`|||||| |`Restricted income funds`|`22`||`11,519`||`4.328`| |`Unrestricted funds`|`23`||`24.138`||`8,040`| ||||`35,657`||`12,368`| ## **YES FUTURES** ## **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_ ## **1 Accounting policies** ## **Charity information** Yes Futures is a foundation Charitable Incorporated Organisation. ## **1.1 Basis of preparation** The financial statements have been prepared in accordance with the charity's governing document, the Charities Act 2011, FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) and the Charities SORP "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 2019). The charity is a Public Benefit Entity as defined by FRS 102. The charity has taken advantage of the provisions in the SORP for charities not to prepare a Statement of Cash Flows. The financial statements have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a true and fair view. This departure has involved following the Statement of Recommended Practice for charities applying FRS 102 rather than the version of the Statement of Recommended Practice which is referred to in the Regulations but which has since been withdrawn. The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £. The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below. ## **1.2 Going concern** At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements. ## **1.3 Charitable funds** Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives. Restricted funds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements. Endowment funds are subject to specific conditions by donors that the capital must be maintained by the charity. ## **1.4 Income** Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received. Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation. Legacies are recognised on receipt or otherwise if the charity has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset. - 24 - ## **YES FUTURES** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_ ## **1 Accounting policies** **(Continued)** ## **1.5 Expenditure** Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges are allocated on the portion of the asset’s use. ## **1.6 Tangible fixed assets** Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses. Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases: IT Equipment 3 years straight line The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities. ## **1.7 Impairment of fixed assets** At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any). ## **1.8 Cash and cash equivalents** Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities. ## **1.9 Financial instruments** The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments. Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument. Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously. ## _**Basic financial assets**_ Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised. - 25 - ## **YES FUTURES** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_ ## **1 Accounting policies** **(Continued)** ## _**Basic financial liabilities**_ Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised. Debt instruments are subsequently carried at amortised cost, using the effective interest rate method. Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method. ## _**Derecognition of financial liabilities**_ Financial liabilities are derecognised when the charity’s contractual obligations expire or are discharged or cancelled. ## **1.10 Employee benefits** The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received. Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits. ## **1.11 Retirement benefits** Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due. ## **2 Critical accounting estimates and judgements** In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods. ## **3 Income from donations and legacies** |**Unrestricted**
**Restricted**
**funds**
**funds**
**2025**
**2025**
**£**
**£**
Donations and gifts
78,151
85,209
Grants
-
-
78,151
85,209|**Total**
**Unrestricted**
**Restricted**
**funds**
**funds**
**2025**
**2024**
**2024**
**£**
**£**
**£**
163,360
53,260
127,928
-
-
6,253
163,360
53,260
134,181|**Total**
**2024**
**£**
181,188
6,253| |---|---|---| |||187,441| - 26 - ## **YES FUTURES** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_ |**3**
**Income from donations and legacies**
**Unrestricted**
**Restricted**
**funds**
**funds**
**2025**
**2025**
**£**
**£**
**Donations and gifts**
Reed Smith
-
10,000
St James Place
Foundation
-
10,000
Social Investment
Business
66,867
-
LSEG Foundation
-
20,000
Progress Foundation
-
-
The Dulverton Trust
-
-
Action Funder Brent
Cross Town Community
Fund
-
10,744
Garfield Weston
Foundation
-
15,000
London Borough of
Hounslow
-
-
Other
11,284
19,465
78,151
85,209
**Grants**
Government Grants:
Access to Work
-
-
-
-|**Total**
**Unrestricted**
**Restricted**
**Total**
**funds**
**funds**
**2025**
**2024**
**2024**
**2024**
**£**
**£**
**£**
**£**
**(Continued)**
10,000
-
-
-
10,000
-
-
-
66,867
-
-
-
20,000
-
20,400
20,400
-
-
15,000
15,000
-
35,000
-
35,000
10,744
-
-
-
15,000
-
-
-
-
-
47,175
47,175
30,749
18,260
45,353
63,613
163,360
53,260
127,928
181,188
-
-
6,253
6,253
-
-
6,253
6,253|**Total**
**Unrestricted**
**Restricted**
**Total**
**funds**
**funds**
**2025**
**2024**
**2024**
**2024**
**£**
**£**
**£**
**£**
**(Continued)**
10,000
-
-
-
10,000
-
-
-
66,867
-
-
-
20,000
-
20,400
20,400
-
-
15,000
15,000
-
35,000
-
35,000
10,744
-
-
-
15,000
-
-
-
-
-
47,175
47,175
30,749
18,260
45,353
63,613
163,360
53,260
127,928
181,188
-
-
6,253
6,253
-
-
6,253
6,253| |---|---|---| |||181,188| |||6,253| |||6,253| - 27 - ## **YES FUTURES** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_ ## **3 Income from donations and legacies** ## **(Continued)** Other Restricted Grants include: 2025: £7,600 Connolly Foundation £5,000 Whirlwind Trust £4,365 Heathrow Charitable Trust £2,500 The Gosling Foundation 2024: £9,834 Sussex Community Foundation £7,495 Heathrow Charitable Trust £5,000 Whirlwind Trust £5,000 Charles S French Charitable Trust £5,000 The Hedley Foundation £4,874 Essex Community Foundation £1,200 Gatwick Airport Trust £5,000 Vintners Foundation £1,950 Bedford and Luton Community Foundation Other Unrestricted Grants include: 2025: £5,335 The Big Give donations £4,949 General donations £1,000 Arnold Clark Community Fund 2024: £10,000 Reed Smith £2,557 The Big Give donations ## **4 Income from charitable activities** ||**Unrestricted**|**Unrestricted**| |---|---|---| ||**funds**|**funds**| ||**2025**|**2024**| ||**£**|**£**| |**Charitable activities**||| |Sale of goods|254,512|319,274| |Other income|47|-| |Less: deferred income|(66,085)|(77,305)| ||188,474|241,969| - 28 - ## **YES FUTURES** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_ ## **5 Income from investments** ||**Unrestricted**|**Unrestricted**| |---|---|---| ||**funds**|**funds**| ||**2025**|**2024**| ||**£**|**£**| |Interest receivable|1,782|1,409| **6 Other income** ||**Unrestricted**|**Unrestricted**| |---|---|---| ||**funds**|**funds**| ||**2025**|**2024**| ||**£**|**£**| |Net gain on disposal of tangible fixed assets|280|-| **7 Expenditure on raising funds** ||**Unrestricted**|**Unrestricted**| |---|---|---| ||**funds**|**funds**| ||**2025**|**2024**| ||**£**|**£**| |**Fundraising and publicity**||| |External staff costs|861|-| |Staff costs|11,089|13,200| ||11,950|13,200| - 29 - ## **YES FUTURES** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_ ## **8 Expenditure on charitable activities** |||**Charitable**|**Charitable**| |---|---|---|---| |||**activities**|**activities**| |||**2025**|**2024**| |||**£**|**£**| ||**Direct costs**||| ||Staff costs|233,269|381,168| ||Depreciation and impairment|567|4,242| ||Direct cost of programmes|34,889|51,145| ||Partnership development|4,439|11,958| ||Other staff costs (recruitment, training, welfare etc.)|3,838|11,002| ||Rent|3,240|3,240| ||External staffing costs|24,602|5,138| |||304,844|467,893| ||**Share of support and governance costs (see note 9)**||| ||Support|7,739|12,096| ||Governance|2,466|2,514| |||315,049|482,503| ||**Analysis by fund**||| ||Unrestricted funds|237,031|320,691| ||Restricted funds|78,018|161,812| |||315,049|482,503| |**9**|**Support costs allocated to activities**||| |||**2025**|**2024**| |||**£**|**£**| ||Administrative costs|7,739|12,096| ||Governance costs|2,466|2,514| |||10,205|14,610| ||**Analysed between:**||| ||Charitable activities|10,205|14,610| |||**2025**|**2024**| ||**Governance costs comprise:**|**£**|**£**| ||Independent examiner fees|1,996|1,976| ||General overheads - governance|470|538| |||2,466|2,514| - 30 - ## **YES FUTURES** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_ |**10**|**Net movement in funds**|**2025**|**2024**| |---|---|---|---| |||**£**|**£**| ||The net movement in funds is stated after charging/(crediting):||| ||Fees payable for the independent examination of the charity's financial||| ||statements|1,996|1,976| ||Depreciation of owned tangible fixed assets|567|4,242| ||Profit on disposal of tangible fixed assets|(280)|-| ## **11 Trustees** None of the trustees (or any persons connected with them) received any remuneration or benefits from the charity during the year. One trustee received reimbursed travel costs of £218. ## **12 Employees** The average monthly number of employees during the year was: |Employees
**Employment costs**
Wages and salaries
Social security costs
Other pension costs
There were no employees whose annual remuneration was more than £60,000.
**Remuneration of key management personnel**
Aggregate compensation|**2025**
**Number**
6
**2025**
**£**
219,394
12,361
12,603
244,358
**2025**
**£**
133,915|**2024**
**Number**
11| |---|---|---| |||**2024**
**£**
345,584
19,110
29,674| |||394,368| |||**2024**
**£**
151,875| A staff restructure was implemented during the year. During January to April Key Management Personnel were defined as the Chief Executive, Director of Partnerships, Director of Operations and Director of Finance and Governance. From May, Key Management Personnel were defined as the Chief Executive and Deputy Chief Executive. - 31 - ## **YES FUTURES** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_ ## **13 Other expenditure** ||**Unrestricted**|**Unrestricted**| |---|---|---| ||**funds**|**funds**| ||**2025**|**2024**| ||**£**|**£**| |Financing costs|3,608|7,089| ## **14 Taxation** The charity is exempt from taxation on its activities because all its income is applied for charitable purposes. ## **15 Tangible fixed assets** |**Tangible fixed assets**|| |---|---| ||**IT Equipment**| ||**£**| |**Cost**|| |At 1 January 2025|26,515| |Disposals|(4,249)| |At 31 December 2025|22,266| |**Depreciation and impairment**|| |At 1 January 2025|25,948| |Depreciation charged in the year|567| |Eliminated in respect of disposals|(4,249)| |At 31 December 2025|22,266| |**Carrying amount**|| |At 31 December 2025|-| |At 31 December 2024|566| ## **16 Debtors** |**Amounts falling due within one year:**
Trade debtors
Other debtors
Prepayments and accrued income|**2025**
**£**
11,500
784
727
13,011|**2024**
**£**
-
4,090
3,366| |---|---|---| |||7,456| - 32 - ## **YES FUTURES** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_ ## **17 Loans and overdrafts** |**Loans and overdrafts**||| |---|---|---| |Bank loans
Payable within one year
Payable after one year|**2025**
**£**
-
-
-|**2024**
**£**
92,253| |||31,377
60,876| In 2021 the organisation received a UK Government Resilience and Recovery Loan (via the Social Investment Business). The loan was unsecured, with security provided by the UK Government, and was repayable within 5 years by instalments with interest charged at 7%. During 2025 agreement was reached with the loan provider to settle the outstanding loan, with repayment of 25% of the outstanding balance, and the remaining amount being converted from loan to grant, which is shown in Note 3 above. ## **18 Creditors: amounts falling due within one year** |**Notes**
Bank loans
**17**
Other taxation and social security
Deferred income
**20**
Trade creditors
Other creditors
Accruals
**19**
**Creditors: amounts falling due after more than one year**
**Notes**
Bank loans
**17**
**20**
**Deferred income**
Other deferred income|**2025**
**£**
-
5,127
66,085
25
1,199
2,748
75,184
**2025**
**£**
-
**2025**
**£**
66,085|**2024**
**£**
31,377
4,344
77,305
947
2,359
3,717| |---|---|---| |||120,049| |||**2024**
**£**
60,876| |||**2024**
**£**
77,305| Deferred income is included in the financial statements as follows: - 33 - ## **YES FUTURES** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_ |**20**
**Deferred income**
Deferred income is included within:
Current liabilities
Movements in the year:
Deferred income at 1 January 2025
Released from previous periods
Resources deferred in the year
Deferred income at 31 December 2025
**21**
**Retirement benefit schemes**
**Defined contribution schemes**
Charge to profit or loss in respect of defined contribution schemes|**(Continued)**
**2025**
**2024**
**£**
**£**
66,085
77,305
77,305
108,484
(77,305)
(108,484)
66,085
77,305
66,085
77,305
**2025**
**2024**
**£**
**£**
12,603
29,674| |---|---| The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity in an independently administered fund. ## **22 Restricted funds** The restricted funds of the charity comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used. |**At 1**
Student Programmes
Hounslow
Bedfordshire
Sussex
London|**January**
**2025**
**Incoming**
**resources**
**Resources**
**expended**
**Transfers**
**At 31**
**December**
**2025**
**£**
**£**
**£**
**£**
**£**
-
62,500
(62,500)
-
-
-
4,365
(4,365)
-
-
-
7,600
(7,600)
-
-
4,328
-
(1,300)
-
3,028
-
10,744
(2,253)
-
8,491
4,328
85,209
(78,018)
-
11,519| |---|---| - 34 - ## **YES FUTURES** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_ |**22**
**Restricted funds**
**Previous year:**
**At 1**
Student Programmes
Hounslow
Bedfordshire
Surrey
Essex
Sussex
Access to work funding|**(Continued)**
**January**
**2024**
**Incoming**
**resources**
**Resources**
**expended**
**Transfers**
**At 31**
**December**
**2024**
**£**
**£**
**£**
**£**
**£**
9,500
50,400
(59,900)
-
-
15,873
54,671
(70,544)
-
-
-
1,950
(1,950)
-
-
1,950
-
(1,950)
-
-
4,324
9,874
(14,198)
-
-
-
11,033
(6,705)
-
4,328
-
6,253
(6,565)
312
-
31,647
134,181
(161,812)
312
4,328| |---|---| **Student Programmes:** Grants to support the delivery of our student programmes. Grants were received in 2025 from Whirlwind Charitable Trust, Garfield Weston Foundation, Gosling Foundation, St James Place Foundation, and LSEG Foundation. **Surrey:** A grant from the Community Foundation for Surrey in 2023 towards delivery of our student programmes in Surrey. **Essex:** Grants from the Essex Community Foundation (2023 and 2024) and Charles S French Charitable Trust (2024) towards delivery of our student programmes in Essex. **Hounslow:** Grants from the London Borough of Hounslow (2023 and 2024) and Heathrow Charitable Trust (2024 and 2025) towards delivery of our student programmes in Hounslow. **Sussex:** Grants in 2024 from Gatwick Airport Community Trust and Sussex Community Foundation towards delivery of our student programmes in Sussex. **Bedfordshire:** Grants from the Bedfordshire and Luton Community Foundation (2024) and Connolly Foundation (2025) towards our student programmes in Bedfordshire and Luton. **Access to Work:** Grant funding from the Department for Work and Pensions to provide specific access assistance to an employee under the Access to Work scheme. **London:** A grant in 2025 from the Brent Cross Town Community Fund for delivery of our student programme in London. - 35 - ## **YES FUTURES** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_ ## **23 Unrestricted funds** The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they may be used. These include designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes. ||**At 1 January**|**At 1 January**|**Incoming**|**Resources**|**Transfers**|**At 31**| |---|---|---|---|---|---|---| |||**2025**|**resources**|**expended**||**December**| |||||||**2025**| |||**£**|**£**|**£**|**£**|**£**| |General funds||8,040|268,687|(252,589)|-|24,138| |**Previous year:**|**At 1 January**||**Incoming**|**Resources**|**Transfers**|**At 31**| |||**2024**|**resources**|**expended**||**December**| |||||||**2024**| |||**£**|**£**|**£**|**£**|**£**| |General funds||52,694|296,638|(340,980)|(312)|8,040| |**Analysis of net assets between**|**funds**|||||| |||||**Unrestricted**|**Restricted**|**Total**| |||||**funds**|**funds**|| |||||**2025**|**2025**|**2025**| |||||**£**|**£**|**£**| |**At 31 December 2025:**||||||| |Current assets/(liabilities)||||24,138|11,519|35,657| |||||24,138|11,519|35,657| |||||**Unrestricted**|**Restricted**|**Total**| |||||**funds**|**funds**|| |||||**2024**|**2024**|**2024**| |||||**£**|**£**|**£**| |**At 31 December 2024:**||||||| |Tangible assets||||566|-|566| |Current assets/(liabilities)||||68,350|4,328|72,678| |Long term liabilities||||(60,876)|-|(60,876)| |||||8,040|4,328|12,368| ## **24 Analysis of net assets between funds** - 36 - ## **YES FUTURES** ## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 31 DECEMBER 2025**_ ## **25 Related party transactions** During 2025 one (2024: one) trustee claimed reimbursement of travel costs. (Total reimbursed: £218. 2024: £137). One of the trustees is also a trustee of the Connolly Foundation, which funded Yes Futures £7,600 in 2025 for work in Bedfordshire. One trustee was a board member of Academies Enterprise Trust and LIFT Schools, both of which organisations were customers of Yes Futures during 2025 and paid for the Rising Futures programme to run in one of their schools. - 37 - For more information, please contact info@yesfutures.org www.yesfutures.org | info@yesfutures.org | 02081 444 393 Yes Futures is a charity registered in England and Wales. Registered No. 1155082.