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2026-03-31-accounts

YOUTH LEADS UK

TRUSTEES' ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDING 31 MARCH 2026

Charity Registration Number (England and Wales) 1155789

LEGAL & ADMINISTRATIVE DETAIL

TRUSTEES

Mr A Toorawa

Miss C Bennett

Mr K Malji Miss L German Miss R Tite Ahern Miss H Lawless Mrs S Malji

Co-Chair of Trustees

Co-Chair of Trustees

Treasurer Trustee Trustee Trustee Trustee (appointed 01/04/25)

EXECUTIVE LEADERSHIP TEAM

Mr S Atcha MBE DL

Mr M Mokri

Chief Executive Officer

Chief Operating Officer (resigned 31/12/25)

STRATEGIC ADVISORY COUNCIL

Prof Janet Lord Kristian Horabin Kevin Duffy Kimberley Salmon-Jamieson Kai Ojo Sophie Murfin Richard McNamara Kate Palmer

Manchester Metropolitan University LNT Care Developments RSM UK Manchester NHS Foundation Trust Planisware UK Wise Owl Trust Greater Manchester Police Peninsula

REGISTERED OFFICE & INDEPENDENT EXAMINER

Principal Address

Youth Leads UK Blue, Media City Salford M50 2ST

Independent Examiner

KM Chartered Accountants 1st Floor, Block C, The Wharf Manchester Road Burnley, BB11 1JG

BANKERS

Virgin Money Plc

7 Gold Street Northampton NN1 1EN

CAF Bank Ltd

25 Kings Hill Ave Kings Hill, West Malling Kent, ME19 4JQ

Youth Leads UK | Trustees Annual Report and Accounts 2025-26

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A YEAR WHICH WILL STAY WITH US…

Across 2025-26, Youth Leads UK reached over 1,000 young people through our highest programme sign-ups to date, workshops and our in-person outreach. We also delivered what we believe is our strongest year of impact yet. 95% of participants reported a positive impact on their personal development and more than two thirds came from the 30% most deprived areas in England.

The year began with momentum and did not slow down. In April we embarked on a curriculum rebuild, shaped from the ground up by the young people who use it. In June we launched Generation:NOW, our new five-year strategy - a clear signal of where Youth Leads UK is headed and what we stand for. By the time we reached March, our CEO had been appointed to the UK Government's Civil Society Council by the Prime Minister.

In between, there were House of Lords roundtables, GMCA workshops, a 15th anniversary celebration that took us to Parliament, a takeover of KPMG Manchester, and a new GMCA-commissioned Youth Civic Leadership Programme bringing young people into civic life in a direct and meaningful way.

Our influence grew in ways we are proud of. Fatima interviewing Andy Burnham at the Bee Network launch. Youth Civic Leaders speaking at the Greater Manchester Race Equality Panel. Young people shaping the Youth Guarantee at the Combined Authority. These are the moments that remind us why the principle at the heart of our work matters: young people should be shaping the world around them, not waiting their turn.

Behind the scenes, this was also a year of real organisational growth. We introduced a new CRM, strengthened our neuroinclusion practice, and formed new partnerships with Tales to Inspire, 1 Million Mentors, and Beyond Law.

We welcomed new colleagues - including Salma and Chelsea, both Youth Leads UK alumni, a powerful reminder of the pipeline we are building.

None of this is possible without the young people at the centre of everything. Their ambition, their honesty, and their refusal to be underestimated continue to push us to do better. We are grateful too for our board, our funders, our partners, and a team that brings both skill and heart to work every single day.

Adam Toorawa Co-Chair of Trustees

Chloe Bennett Co-Chair of Trustees

Saeed Atcha MBE DL Chief Executive Officer

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STRUCTURE, GOVERNANCE AND MANAGEMENT

GOVERNING DOCUMENT

Youth Leads UK is a Charitable Incorporated Organisation (CIO) with the registered number 1155789. We are governed by a constitution that establishes the objectives and powers of the organisation.

OBJECTIVES

As stated in our constitution, Youth Leads UK acts as a resource for young people by providing advice and assistance and organising programmes of physical, educational and other activities as a means of:

We also develop and promote innovative non-formal education programmes for and by young people, working with them to develop their full potential. We act as a platform for young people to develop life skills applied practically through our publication, Youth Leads Magazine.

APPOINTMENT AND RENEWAL OF TRUSTEES

Existing trustees appoint new Trustees at any point in the year, and there are no restrictions on who can be nominated. New Trustees are supported through mentorship and an induction process that includes details of their responsibilities, Charity Commission publications, and the governing document. All Trustees are encouraged to meet Youth Leads UK’s beneficiaries and staff on a regular basis.

All Trustees give their time freely and are reimbursed for out-of-pocket expenses. Trustees are encouraged to disclose all relevant interests, register them with the CEO, and withdraw for decisions where a conflict of interest may arise.

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GOOD GOVERNANCE

Trustees recognise the importance of good governance as fundamental to the success of Youth Leads UK, promoting a culture where everyone works towards fulfilling the Charity’s vision and supporting compliance with relevant laws and regulations.

ORGANISATIONAL STRUCTURE

The Board of Trustees meets at least four times per year and is responsible for the organisation’s governance as set out in, but not limited to, the constitution. The CEO and Executive Leadership Team make decisions on the organisation's day-to-day running. The Board receives regular reports from the Executive. Decisions and matters with significant implications for the organisation are brought to the Board.

These include policy development, organisational priorities, service development, risk identification (management, mitigation and review) and public relations development.

RISK MANAGEMENT

Youth Leads UK has identified risks across all organisational areas. Where appropriate, systems and processes have been established to mitigate these risks.

Due to the nature of our work, safeguarding remains a risk that we monitor very closely. DBS checks are carried out for all management or delivery positions and those who regularly work with children and vulnerable adults. Our staff handbook contains a code of conduct relating to safeguarding, and Trustees discuss safeguarding at every board meeting. We have not had any major safeguarding concerns or serious incidents raised in the past year. The NSPCC conducted a full audit of our safeguarding policies and procedures during the year.

Procedures are in place to ensure compliance with health and safety regulations. All colleagues are advised to comply with media law to minimise risk within our publications.

Our risk register identifies three principal risks for 2025-26: reliance on grant funding in an increasingly competitive landscape; reserves falling below the level set in our reserves policy; and the impact of rising extremism and racism on the safety, wellbeing, and belonging of the young people we serve. Mitigation measures include diversifying our income strategy, investing in dedicated fundraising capacity, regular board-level monitoring of reserves, robust safeguarding training, and proactive education and support for young people facing discrimination or harm. These risks are reviewed regularly by the executive leadership team and Board of Trustees to ensure timely action and organisational stability.

Youth Leads UK | Trustees Annual Report and Accounts 2025-26

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WHO WE SUPPORT

We work with a vibrant mix of young people, diverse in both ethnicity and socioeconomic background. All of the young people we support are aged between 13 and 26. Over three quarters of our beneficiaries come from the most disadvantaged communities in the country.

ETHNICITY

Asian / Asian British 41%
White British 27%
Black, African,
Caribbean or Black
British		 22%
Mixed / Multiple 3%
Arab 3%
Other 2%
Prefer not to say 2%

AGES

AGES
14 & under 6%
15-19 78%
20-24 15%
25 & over 1%

INDICIES OF DEPRIVATION

SOCIAL MOBILITY

We use the Social Mobility Commission toolkit to measure certain criteria:

EQUALITY, DIVERSITY AND INCLUSION

GENDERS

Male 24%
Female 73%
Identify in another
way
3%

Youth Leads UK | Trustees Annual Report and Accounts 2025-26

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ACHIEVEMENTS AND PERFORMANCE

VISION

A country where young people matter - confident in their voice, connected to their communities, building skills, and creating change.

MISSION

Youth Leads UK helps young people turn ideas into action and lead change in the real world. We support them to build skills, grow confidence, and shape the decisions that affect their lives - from classrooms to communities to boardrooms. Alongside this, we work with organisations to better listen to young people, involve them meaningfully, and share power.

VALUES

STRATEGIC OBJECTIVES

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SKILLS THAT LAST

We create opportunities for young people to step outside their comfort zones, build real-world skills, and grow in confidence through leadership programmes focused on hands-on experiences, tailored development support, and industry exposure.

Our Skills That Last strand continues to be primarily delivered through our two flagship Leadership Programmes - an open-access programme and one specifically designed for care-experienced young people. Both programmes culminate in the youth-led publication Youth Leads Magazine and the delivery of a community-focused social action project. Each programme provides weekly, in-person sessions designed to develop core skills and raise aspirations. Typically, each programme supports around 25 young people.

Between April 2025 and March 2026, we delivered the Leadership Programme eight times in Manchester, Trafford, Bolton, and Salford for young people across all 10 towns and cities in Greater Manchester. We reached over 240 young people. Sessions were held after school, during school holidays, and on weekends, and were delivered at venues including Media City UK, local universities, libraries, and community hubs across Greater Manchester.

Each 12-week programme combines:

Our industry insight sessions have grown in reach and quality this year, delivered by leading professionals from partners such as Plantfood Coaching Ltd, the Electoral Commission, Manchester Fashion Movement, BBC Media City, Manchester Metropolitan University, Manchester NHS Foundation Trust, NatWest, Street Doctors, Tales to Inspire, RSM and Beyond Law Group. Sessions focused on early career opportunities, financial wellbeing and literacy, media careers and entrepreneurship.

In addition to group sessions, we continued to provide personalised mentorship. Over 40 one-to-one sessions supported participants with CV writing, applications for college or university, and developing professional networks. Each session lasted approximately one hour and was tailored to individual aspirations.

3 editions of the Youth Leads Magazine were published across the year, distributed to 34 schools, 8 supermarkets, 4 colleges, and over 25 community venues, including libraries and coffee shops. The magazine reaches an estimated audience of 45,000 readers in print and online and covers topics from mental health and education to climate justice and youth culture. The magazine continues to be a platform for real stories told by real young people.

Youth Leads UK | Trustees Annual Report and Accounts 2025-26

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KEY HIGHLIGHTS

The following results are drawn from a representative cross-section of participants across our 2025-26 Leadership Programmes.

Life skills and personal development

Employability

Outcomes Star - distance travelled

We use the ‘Shooting Star’ Outcomes Star tool to measure holistic progress across six areas of personal development: aspiration, contribution, confidence, learning, people & support, and communicating. Participants complete a baseline reading at the start and end of programmes. Across all outcome areas, readings increased. ‘Communicating’ showed the greatest progress, followed by ‘confidence’ and ‘contribution’.

We also delivered 13 one-off skills-building workshops and assemblies in schools and colleges engaging with approximately 1,270 young people.

Youth Leads UK | Trustees Annual Report and Accounts 2025-26

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PATHWAYS TO LEADERSHIP

We back young people to lead - in their communities, in our programmes, and in shaping Britain’s future. Through youth-led projects, co-creation, and progression into leadership roles, we build pathways that recognise and realise their potential.

YOUTH CIVIC LEADERSHIP PROGRAMME

The Youth Civic Leadership Programme is commissioned by the Greater Manchester Combined Authority and delivered by Youth Leads UK. It supports young people from across Greater Manchester to step into real civic roles as trustees, governors, magistrates, policy advisors, and youth representatives and to build the confidence, knowledge, and networks to thrive in those spaces.

Concluding the first cohort

This year marked the conclusion of our first extended cohort of 26 young people. Over the course of the programme, participants took part in ten monthly workshops covering campaigning, social media, public speaking, policy advocacy, ethical decision-making, project management, and civic role preparation. Each young person received approximately two hours of tailored 1:1 support per month from our Youth Engagement Team, alongside six structured mentoring sessions focused on employability, confidence, and readiness for civic life. Across the programme period, the cohort participated in 19 events from speed networking sessions to regional forums including the Greater Manchester Race Equality Panel.

10 of the 26 graduates went on to take up civic roles. Hannah became Co-Chair of the Greater Manchester Youth Combined Authority and founded WeConnect, a project supporting young people from immigrant backgrounds to settle into life in the UK. Maisha became a Trustee for two charities. Rorey and Sharon also became trustees. Sami applied to become a magistrate. Amaan joined a funding policy board. Noor joined a youth council.

As Maisha put it: "This programme reinforced my belief that lived experience is its own expertise. When young people are trusted and supported, they bring creativity, accountability and insight that can enrich every organisation. I've found the confidence to speak up in rooms full of experienced professionals — and be heard."

Your Turn to Lead - civic panel events

During the year, we held two Your Turn to Lead civic panel events in Bolton and at Rochdale Town Hall, each designed, created, and led by the Civic Youth Leaders themselves.

The first event took place at The Albert Halls in Bolton, where a panel of councillors, youth civic leaders, and community representatives shared their experiences of stepping into civic life. Youth Civic Leaders Sami, Rorey, and Maisha sat alongside Councillors Rabiya Jiva and

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Rob Morrisey. The second event was hosted at Rochdale Town Hall and featured Councillor Janet Emsley as Mayor of Rochdale, a magistrate, a student governor, and members of the Rochdale Youth Parliament, with the event itself hosted by Rochdale Youth Cabinet members.

Both events featured a standing debate activity, open networking, and frank conversations about how young people from underrepresented communities can access and shape civic spaces. Together, they reached decision-makers, young people, and community organisations from across the region.

Winning the bid and launching the new cohort

Following the conclusion of the first cohort, Youth Leads UK competitively tendered for continued delivery of the programme and was awarded the contract by the Greater Manchester Combined Authority for 2026 - reflecting two successful years of delivery and the confidence placed in our approach.

Mayor Andy Burnham publicly backed the continuation of the programme, saying: "I

want every young person in Greater Manchester to know that civic leadership is for them... Youth Leads UK and the Youth Civic Leadership Programme are opening doors to backing young people to lead, to make Greater Manchester stronger."

Demand for the new programme exceeded all expectations. Over 70 young people applied for 36 places. The majority of this reporting year was spent on setup, recruitment, and induction; the outcomes and impact of this cohort will be reported in full in next year's annual report.

GRADUATION EVENTS

Celebrating young people is fundamental to our mission. This year’s graduation events brought together community leaders, decision-makers and families to honour the impact, creativity and determination of our programme participants. These moments reinforced to young people that their contributions matter and that their journeys are only just beginning.

As Professor Saul Becker DL, Deputy Lieutenant of Greater Manchester and Pro-Vice-Chancellor, Faculty of Health and Education at Manchester Metropolitan University shared:

“I truly believe a programme like this will build a strong foundation for the next stage of your life. Never underestimate the impact of something like this at an early age; you will carry what you learn with you throughout your life.

“Programmes like this emphasise civic duties and prepare you for them, and teach you the shared responsibility we have to care for one another. The power is in this room, with the younger generation.”

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YOUTH VOICE & INFLUENCE

We champion the voices of young people where it matters most - in boardrooms, policy spaces, and public debate. We challenge stereotypes, push for representation, and drive systems change by putting youth leadership at the heart of decision-making.

GREATER MANCHESTER YOUTH COMBINED AUTHORITY

Our membership of the Mayor of Greater Manchester’s Youth Combined Authority (GMYCA) continues to be a vital route for young people to shape regional policy. This year, our representatives contributed to debates on transport, education, and mental health - ensuring the voice of young people from underrepresented communities remains front and centre in policymaking.

BOLTON SCHOOLS LEADERSHIP CONFERENCE

Youth Leads UK was invited by a group of Bolton secondary schools to deliver workshops at the Bolton Student Leadership Conference - bringing together over 150 student leaders from 16 schools to inspire youth-led change.

Led by our Youth Engagement Team, young people took part in a community mapping activity, identifying what they wanted to see differently in their neighbourhoods, and then developed those ideas into social action plans through interactive exercises. Many participants were surprised to discover that their voice alone is a powerful tool for change, without the need for significant resources or platforms. Topics ranged from the role of social media in campaigning to how young people can work with local organisations to create more youth-friendly spaces and events.

Several students noted that the sessions helped them realise they already had what it takes to lead — confidence, curiosity, and community insight. Youth Leads UK's four young facilitators helped equip student leaders to step into their roles with greater ambition and a clearer sense of their own potential to shape the spaces around them.

TRAINING NHS PARTICIPATION WORKERS

We designed and delivered social media training for NHS youth participation and engagement staff across seven Trusts spanning Greater Manchester, Lancashire, Merseyside, and Cheshire.

Through two interactive virtual sessions attended by over 25 professionals, the team built staff confidence in creating digital content that is accessible, authentic, and genuinely resonant with young audiences. Staff described feeling confident, inspired, and equipped to make a difference - and 100% rated the training as useful or extremely useful. Crucially, the sessions also equipped staff to run their own youth voice workshops, ensuring that young people's ideas and perspectives remain central to NHS communications rather than an afterthought.

Youth Leads UK | Trustees Annual Report and Accounts 2025-26

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YOUTH-LED GOVERNANCE - YOUTH ADVISORY BOARD

Our Youth Advisory Board (YAB) is at the heart of how Youth Leads UK stays accountable to the young people it exists to serve. Made up of young people from across Greater Manchester, the YAB meets six times a year and works directly alongside the Board of Trustees and the Youth Engagement Team.

This year, the YAB's most significant contribution was driving the Curriculum Rebuild Retreat - a residential trip held at the Anderton Centre in April 2025, where 25 young people from across Greater Manchester came together to co-design the future of our Leadership Programmes from the ground up. The retreat produced a rich body of work that will continue to shape our delivery well into 2026 and beyond. Young people told us they want more real-world exposure to workplaces, civic leaders, and creative professionals. They asked for practical skills in storytelling, digital content, public speaking, and campaign-building. They pushed us hard on accessibility and inclusion, calling for programmes that are designed with neurodivergence and diverse learning styles built in from the outset, not bolted on as an afterthought. They asked for feedback loops that are honest and visible so they can see how their input actually changes things. And they placed meaningful connection at the centre of everything, reminding us that the relationships young people build on our programmes are often as transformative as the content itself.

This year also marked a significant transition for the Board itself. Having served two years with commitment and distinction, the current cohort of YAB members are now moving on - taking with them experience, confidence, and in many cases a trajectory into civic and leadership roles of their own. One YAB member will be appointed to Youth Leads UK's main Board of Trustees following a formal application process. A new cohort of 10 members has since been recruited, bringing fresh perspectives and energy as we move into the next chapter of our strategy.

INFLUENCING NATIONAL AGENDAS

Youth Leads UK helped shape national policy and perceptions of youth voice in several high-profile arenas:

OTHER INFLUENCING CHANGE WORK INCLUDED:

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Youth Leads UK | Trustees Annual Report and Accounts 2025-26

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POWERING THE MISSION

We are building a resilient, values-led organisation that is fit for the future - powered by a skilled team, sustainable funding, and strong governance, all rooted in our commitment to being truly youth-led.

GOVERNANCE, LEADERSHIP & STRATEGY

Our Board of Trustees met five times during the year, and our Strategic Advisory Council which brings together experienced professionals from across business, the NHS, education, and local government, met six times. Together with the senior staff team, the single most significant piece of collective work this year was the development and launch of Generation:NOW, Youth Leads UK's new five-year strategy for 2025–2030.

Built on 15 years of experience and grounded in the voices of young people, the strategy sets out six bold missions and commits the organisation to growing its reach, strengthening its foundations, and accelerating its impact in response to the real challenges young people face today from mental health and the cost of living to disconnection from civic life.

The strategy was launched twice, and deliberately so. The first launch took place in Manchester at the Generation:NOW event, bringing together over 85 guests including young people, industry professionals, and decision-makers with Deputy Mayor Kate Green OBE JP representing the Mayor of Greater Manchester and affirming the GMCA's commitment to ensuring young people have a seat at the table. The second was at the House of Lords, where Youth Leads UK marked its 15th anniversary in front of funders, supporters, and long-standing partners. Compered by Aaliah of our Youth Advisory Board, the evening featured speeches from current and former participants, trustees, and a keynote from Dame Julia Cleverdon DCVO CBE, Chair of The National Lottery Community Fund.

Dame Julia said: "On your 15th anniversary, you've shown what's possible when young people take power. Back them with relationships, opportunity and trust, and they will change the country."

CEO JOINS PRIME MINISTER’S CIVIL SOCIETY COUNCIL

In March, our CEO Saeed Atcha MBE DL was appointed to the UK Government's Civil Society Council by Prime Minister Sir Keir Starmer, joining senior leaders from organisations including Macmillan Cancer Support, Citizens Advice, and The Children's Society. The Council, chaired by Kate Lee OBE of NCVO, meets quarterly at Downing Street and will oversee implementation of the Civil Society Covenant.

EVENTS

Our events programme this year was also the most ambitious to date. Alongside the two strategy launches, we held four graduation ceremonies celebrating programme completers,

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two Your Turn to Lead civic panel events in Bolton and Rochdale, and our Leadership Beyond Boundaries event hosted at KPMG Manchester.

SUPPORTING STAFF

We continued to invest in our internal culture and capacity. Neuroinclusion training was embedded further across the staff team this year, building on the foundation laid last year and deepening our understanding of how to adapt both our delivery and our workplace practices to better support young people and colleagues with diverse needs.

CASE STUDY, JOSH

Josh is a care-experienced young person. Despite already being confident, he was aware of the lack of opportunities and support available for young people in areas like Trafford, particularly for care leavers at risk of challenges such as homelessness.

Through the programme, Josh developed key skills including public speaking and project planning. A standout moment for him was leading a social action project on homelessness.

Since completing the programme, Josh has achieved his Level 3 qualification in Childcare and Early Years and now works with Trafford Council’s Virtual School and Gorse Hill Studios as a youth worker. He actively supports young people’s mental health and development, using his own experiences to guide others.

“I wish more people knew about the programmes. Not enough people in certain areas are aware of Youth Leads UK. I definitely think letting them know could change their life.”

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THE FUTURE

Our new five-year strategy, Generation:NOW, sets the direction clearly. By 2030, we aim to have supported over 5,000 young people to build skills, lead change, and shape their futures. We want to place over 100 young people in governance, advisory, or ambassadorial roles. And we are targeting £20 million in social value through increased employment, reduced inequality, improved wellbeing, and stronger civic participation.

These are bold commitments, and we are making them publicly because we believe accountability matters.

The six missions within the strategy: Mission Equipped, Mission Power, Mission Youth Voices, Mission Stronger Together, Mission Serving Youth, and Mission Strength reflect both what young people have told us they need and where we believe Youth Leads UK can make the most distinctive contribution.

In the year ahead, several strands of work will come to the fore. The Civic Youth Leadership Programme enters a new year-long phase with 36 young people. The civic toolkit, already in the hands of 275 schools and youth settings, will continue to be embedded and expanded.

Our curriculum rebuild, led by young people at the Curriculum Rebuild Retreat and generating two year's worth of implementation work, is already reshaping how we design sessions, support staff, and measure what success looks like.

Our alumni network and mentoring offer will be formalised, and the Youth Leads Magazine will move to a new youth editorial model, giving young people real creative ownership of one of our most visible platforms. The Youth Leads UK podcast launches this year too - another platform for youth voice, built by young people.

Our foundations are stronger than they have ever been. The CRM investment is already improving how we track and understand impact. Our Strategic Advisory Council is embedded and active. A new cohort of Youth Advisory Board members has been recruited, continuing the pipeline from programme participant to organisational leader — a pipeline that now extends all the way to our Board of Trustees. Our CEO sits on the Government's Civil Society Council, ensuring that the perspective of young people from underrepresented communities is present in national policy conversations.

There is more demand for what we do than we can currently meet. We are taking that seriously through diversified income, new partnerships, and a fundraising capacity investment that will help us grow without compromising what makes us distinctive. We are exploring service development and earned income models that keep us mission-driven while building longer-term resilience.

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PUBLIC BENEFIT

Youth Leads UK is committed to fulfilling its public benefit duty as outlined in Section 17 of the Charities Act 2011. The trustees understand the importance of complying with the Charity Commission's general guidance on public benefit and have diligently considered the organisation's aims, objectives, and activities in relation to the achievements and outcomes of our various programs.

The trustees can confirm that the charity has fulfilled the public benefit requirement and that this requirement is strongly embedded within the policies and procedures of the organisation, as evidenced throughout this report.

FINANCIAL REVIEW

PRINCIPAL FUNDING SOURCES

Our principal funding source remains as grant income, but the generated income and donations percentage has increased this year due to one-off projects.

In the financial year ending 31 March 2026, the following grant-making organisations have generously supported our work:

We would like to thank the following organisations for their in-kind support and donations:

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RESERVES POLICY

Reserves are needed to build Youth Leads UK's sustainability and viability, bridge the gap between income receipt and spending, cover unanticipated expenditures, and lessen the impact of any delays in receipt of committed income.

The Board of Trustees’ examination of the charity’s need for reserves concludes that a sum is needed to protect current activities, meet day-to-day responsibilities, and build sustainability and viability of Youth Leads UK.

The Trustees consider that the level of unrestricted reserves stood at £50,000 at the end of the 2025-26 financial year, up from £40,000 at the end of the previous financial year.

The Trustees are confident that the current reserves level of £50,000 is sufficient, covering committed annual costs and wind-down fees. The Trustees review the reserves policy every year.

OTHER NOTES

3 Trustees received a total of £327.94 in out-of-pocket expenses in the year 2025-26. In the previous year (2024-25), 3 Trustees received a total of £103.30 in out-of-pocket expenses.

The average number of employees was 10 FTE in the year 2025-26 and 8 FTE last year (2024-25).

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STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The Trustees are responsible for the preparation of the financial statements for each financial year, which give a true and fair view of the state of affairs of the charity.

In preparing these reports, the Trustees are required to:

The Trustees are also responsible for ensuring that the charity has appropriate systems of internal control across the organisation. They are responsible for keeping proper accounting records, which disclose with reasonable accuracy, at the time, the financial position of the charity and enable them to ensure that the financial statements follow best practice. They are further 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 systems of internal control are designed to provide reasonable, but not absolute reassurance against material misstatement of loss. Internal control processes implemented by the Trustees include:

By order of the Trustees dated 2 August 2026

Adam Toorawa

Co-Chair of Trustees

Chloe Bennett

Co-Chair of Trustees

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INDEPENDENT EXAMINER’S REPORT ON THE ACCOUNTS

I report to the trustees on my examination of the accounts of Youth Leads UK for the year ended 31 March 2026.

RESPONSIBILITIES AND BASIS OF REPORT

As the charity trustees of Youth Leads UK 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 Youth Leads UK's accounts carried out under section 145 of the 2011 Act and 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

Since Youth Leads UK'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 Charity Independent Examiners, which is one of the listed bodies.

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 Youth Leads UK as required by section 130 of the Act; or

  2. the accounts do not accord with those records; or

  3. the accounts do not comply with the accounting 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.

Mark Heaton FCCA FCIE

KM Chartered Accountants 1st Floor, Block C The Wharf Manchester Road Burnley, BB11 1JG

2 August 2026

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Youth Leads UK (Registered Charity 1155789)

Statement of Financial Activities for the Year Ended 31 March 2026

Note Unrestricted
funds
£
Restricted
funds
£
Total
2026
£
Unrestricted
funds
£
Restricted
funds
£
Total
2025
£
Income from:
Donations
2		 168,448
262,705
431,153
19,206
356,307
375,513
Charitable activities
3		 40,843
-
40,843
47,880
-
47,880
Investment income
4		 40
-
40
13
-
13
Total income 209,331
262,705
472,036
67,099
356,307
423,406
Expenditure on:
Charitable activities (230,652)
(239,409)
(470,061)
-
(321,074) (321,074)
Total expenditure (230,652)
(239,409)
(470,061)
-
(321,074) (321,074)
Net
income/(expenditure)		 (21,321)
23,296
1,975
67,099
35,233
102,332
Net movement in
funds		 (21,321)
23,296
1,975
67,099
35,233
102,332
Reconciliation of funds
Total funds brought
forward		 97,676
38,382
136,058
30,577
3,149
33,726
Total funds carried
forward
12		 76,355
61,678
138,033
97,676
38,382
136,058

All of the charity's activities derive from continuing operations during the above two periods.

The funds breakdown for 2025 is shown in note 12.

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Youth Leads UK (Registered Charity 1155789) Balance Sheet as at 31 March 2026

Note 2026
£
2025
£
Current assets
Debtors
10		 68
17,000
Cash at bank and in hand 146,836
120,558
146,904
137,558
Creditors: Amounts falling due within one year
11		 (8,871)
(1,500)
Net assets/(liabilities) 138,033
136,058
Funds of the charity:
Restricted income funds
Restricted funds 61,678
38,382
Unrestricted income funds
Unrestricted funds 76,355
97,676
Total funds
12		 138,033
136,058

The financial statements on pages 23 to 28 were approved by the trustees, and authorised for issue on 2 August 2026 and signed on their behalf by:

K Malji Treasurer

The notes on the following pages form an integral part of these financial statements.

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Notes to the Financial Statements for the Year Ended 31 March 2026

Youth Leads UK

(Registered Charity: 1155789)

1 Accounting policies

Statement of compliance

The financial statements have been prepared in accordance with the second edition of the Charities Statement of Recommended Practice issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011.

Basis of preparation

Youth Leads UK meets the definition of a public benefit entity under FRS 102. The accounts (financial statements) 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.

Going concern

The trustees consider that there are no material uncertainties about the charity's ability to continue as a going concern. An annual budget is set and monitored during the year, with monthly analysis of available cash balances undertaken and a log maintained detailing funding secured for the future and funding applied for.

Income

Voluntary income including donations, gifts, legacies and grants that provide core funding or are of a general nature is recognised when the charity has entitlement to the income, it is probable that the income will be received and the amount can be measured with sufficient reliability.

Expenditure

All expenditure is recognised once there is a legal or constructive obligation to that expenditure, it is probable settlement is required and the amount can be measured reliably. All costs are allocated to the applicable expenditure heading that aggregate similar costs to that category. Where costs cannot be directly attributed to particular headings they have been allocated on a basis consistent with the use of resources, with central staff costs allocated on the basis of time spent. Other support costs are allocated based on the spread of staff costs.

Charitable activities

Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.

Governance costs

These comprise the costs associated with the governance of the charity, including the fees payable to the independent examiner in respect of the statutory examination of the financial statements.

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Taxation

The charity is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.

Trade debtors

Trade debtors are amounts due from customers for merchandise sold or services performed in the ordinary course of business, together with funding income that has been earned but not yet received.

Trade debtors are recognised initially at the transaction price. They are subsequently measured at amortised cost using the effective interest method, less any provision for impairment. A provision for the impairment of trade debtors is established where there is objective evidence that the charity will not be able to collect all amounts due according to the original terms of the receivables.

Trade creditors

Trade creditors are obligations to pay for goods and services that have been acquired in the ordinary course of business from suppliers. Accounts payable are classified as current liabilities if they do not have an unconditional right, at the end of the reporting period, to defer settlement of the creditor for at least twelve months after the reporting date. If there is an unconditional right to defer settlement for at least twelve months after the reporting date, they are presented as non-current liabilities.

Trade creditors are recognised initially at the transaction price and subsequently measured at amortised cost using the effective interest method.

Fund structure

Unrestricted income funds are general funds that are available for use at the trustees discretion in furtherance of the objectives of the charity.

Restricted income funds are those donated for use in a particular area or for specific purposes, the use of which is restricted to that area or purpose.

Pensions and other post retirement obligations

The charity operates a defined contribution pension scheme which is a pension plan under which fixed contributions are paid into a pension fund and the charity has no legal or constructive obligation to pay further contributions even if the fund does not hold sufficient assets to pay all employees the benefits relating to employee service in the current and prior periods.

Contributions to defined contribution plans are recognised in the Statement of Financial Activities when they are due. If contribution payments exceed the contribution due for service, the excess is recognised as a prepayment.

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Youth Leads UK

(Registered Charity: 1155789)

Notes to the Financial Statements for the Year Ended 31 March 2026 (continued)

2 Income from donations

2 Income from donations
Unrestricted
funds
Restricted
Total
Total
General
£
funds
£
2026
£
2025
£
Donations 2,448
-
2,448
4,206
Grants received 166,000
262,705
428,705
371,307
168,448
262,705
431,153
375,513
3 Income from charitable activities
Unrestricted
funds
Total
Total
General
£
2026
£
2025
£
Charitable activities 40,843
40,843
47,880

4 Investment income

Unrestricted
funds
Total
Total
General
£
2026
£
2025
£
Interest receivable and similar income 40
40
13

5 Expenditure on charitable activities

Unrestricted
funds
Restricted
Total
Total
Note General
£
funds
£
2026
£
2025
£
Charitable activities 136,514
108,846
245,360
150,124
Staf costs
7		 94,138
128,963
223,101
169,450
Governance costs -
1,600
1,600
1,500
230,652
239,409
470,061
321,074

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Youth Leads UK (Registered Charity: 1155789)

Notes to the Financial Statements for the Year Ended 31 March 2026 (continued)

6 Analysis of governance and support costs

Governance costs

Total
Total
2026
£
2025
£
Independent examiner fees
Examination of the fnancial statements 1,600
1,500
1,600
1,500

7 Staff costs

The aggregate payroll costs were as follows:

The aggregate payroll costs were as follows:
2026
£
2025
£
Staf costs during the year were:

Wages and salaries		 208,764
132,937
Social security costs 11,100
31,579
Pension costs 3,237
4,934
223,101
169,450

The monthly average number of persons (including senior management / leadership team) employed by the charity during the year expressed as full time equivalents was as follows:

2026
No
2025
No
Charitable activities 10
8

No employee received emoluments of more than £60,000 during the year

8 Independent examiner's remuneration

2026
£
2025
£
Examination of the fnancial statements 1,600
1,500

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9 Taxation

The charity is a registered charity and is therefore exempt from taxation.

10 Debtors

10
Debtors
2026
£
2025
£
Trade debtors -
17,000
Other debtors 68
-
68
17,000

11 Creditors: amounts falling due within one year

2026
£
2025
£
Trade creditors 3,519
-
Other taxation and social security 3,752
-
Accruals 1,600
1,500
8,871
1,500

12 Funds

12 Funds
Balance at 1
April 2025
£
Incoming
resources
£
Resources
expended
£
Balance at 31
March 2026
£
Unrestricted funds
General funds 97,676
209,331
(230,652)
76,355
Restricted funds
Restricted funds 38,382
262,705
(239,409)
61,678
Total funds 136,058
472,036
(470,061)
138,033
Balance at 1
April 2024
£
Incoming
resources
£
Resources
expended
£
Transfers
£
Balance at 31
March 2025
£
Unrestricted funds
General funds 30,577
67,099
-
-
97,676
Restricted funds
Restricted funds 3,149
356,307
(321,074)
-
38,382
Total funds 33,726
423,406
(321,074)
-
136,058

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Youth Leads UK (Registered Charity: 1155789)

Notes to the Financial Statements for the Year Ended 31 March 2026 (continued)

13 Analysis of net assets between funds
Unrestricted
funds
Restricted
Total funds at
31 March
General
£
funds
£
2026
£
Current assets 85,226
61,678
146,904
Current liabilities (8,871)
-
(8,871)
Total net assets 76,355
61,678
138,033
Unrestricted
funds
Restricted
Total funds at
31 March
General
£
funds
£
2025
£
Current assets 99,176
38,382
137,558
Current liabilities (1,500)
-
(1,500)
Total net assets 97,676
38,382
136,058

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