2025-08-31-accounts

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Docusign Envelope ID: F7935BD8-1785-8640-82BF-DBAACAE0B3B0

Charity registration number 1156783

Company registration number 08807913 (England and Wales)

YOUTH WITH A MISSION HARPENDEN

ANNUAL REPORT AND FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 AUGUST 2025

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LEGAL AND ADMINISTRATIVE INFORMATION

Trustees John Stephen Peachey, Chair Charles Lynn Green (Resigned on 10th May 2025) Lily Yingli Gong-Smillie Henry David Kendal Julie Burgess Anjo James John Waters Andreas Ditlefsen Nordli John Charles McGinley Executive Leaders Damares Carvalho Johan Alexandersson John Mansour (Resigned on 31st July 2025) Yan Nicholls Nicholas Holding (Resigned on 6th February 2025) Charity number 1156783 Company number 08807913 Principal address Highfield Oval Ambrose Lane Harpenden Herts AL5 4BX Website http://www.ywamharpenden.org Solicitors Wright & Co Solicitors The Leys 2c Leyton Road Harpenden AL5 2TL Auditor Jeffery Bor (Senior Statutory Auditor) SCB (Accountants) Ltd Chartered Accountants 31 Sackville Street Manchester M1 3LZ Bankers Metro Bank One Southampton Row London WC1B 5HA

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	Page
The Chairman’s Statement	1
Trustees' Report	2 - 18
Independent auditor's report	13 - 15
Statement of financial activities	16
Balance sheet	17
Statement of cash flows	19
Notes to the financial statements	20 - 31

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YOUTH WITH A MISSION HARPENDEN

THE CHAIRMAN’S STATEMENT

FOR THE YEAR ENDED 31 AUGUST 2025

This has been a year of steady growth across YWAM Harpenden. We are so grateful for the unity of our intergenerational volunteers and the many dedicated and gifted leaders joining us with a call to serve the Lord in missions. As this report shows, the work at Highfield Oval is expressed not only through formal training programmes, but also through hospitality, local partnerships, youth work and support for pioneering teams.

Training remained central to our charitable work. During the year, 140 trainees took part in YWAM Harpenden programmes and seminars, including three Discipleship Training Schools. Other courses focused on biblical study, cross-cultural mission and English language acquisition for missions. We look ahead to the development of further courses, including the School of Mobilisation, the Discipleship Bible School and the Documentary Film School. We are very grateful for God’s blessing and provision as we fulfil our mission to reach and train young people.

The SEND UK & Ireland was a significant faith challenge as we sought to mobilise Gen Z and Gen Alpha to become active in their faith through local outreach, Bible engagement, prayer, small gatherings and large arena events. We held arena events in Glasgow, Scotland and Belfast, Northern Ireland and also toured in Wales, Ireland, Scotland and England. The Neighbours and Nations (N&N) team led the way in mobilisation, visiting churches and youth groups. Although we could not do three arena events in Dublin, Leeds, and London due to financial constraints, we are so grateful to all who gave their work and resources in service. In collaboration with our Neighbours and Nations team, this venture with churches and other youth and mission organisations has reached thousands of young people since it began. This has created opportunities for many to respond to the Gospel and to live out their Christian faith more actively.

We were also encouraged by the breadth of the charity’s work in supporting communities. This included regular hospitality for older people through the Seniors Lunch, practical and restorative community engagement through the Hope Garden project, support for children and young people through Wildfire, Oval Youth and Mission Adventures, and ongoing service through the Oval Café and other local initiatives. Our team plants and partner ministries likewise continued to serve faithfully in Cornwall, Leeds, London, Luton, Newcastle, Carlisle and beyond.

The trustees are also thankful for progress in strengthening the life of the wider YWAM Harpenden community. Worship, prayer, hospitality and care for guests remained central to life at Highfield Oval, and the continued development of the site supports both present ministry and future opportunities. In particular, we look forward to the opening of Kinahan Lodge in 2025, a well-designed purpose-built space behind the Chapel where those working in a wide range of settings can enjoy residential spiritual retreats, share their stories, and pray with one another.

As we approach forty years of YWAM ministry at Highfield Oval in 2026, we give thanks for God’s faithfulness and for all those who pray, give and serve. We remain committed to helping young people know God and make Him known, and to serving the wider church and community with generosity, integrity, and hope.

With gratitude

.............................. John Peachey, PhD Chairman

26-05-2026 Date: .........................

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TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) FOR THE YEAR ENDED 31 AUGUST 2025

The trustees present their annual report and financial statements for the year ended 31 August 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 Memorandum and Articles, the Companies Act 2006, FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" 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 1st January 2019).

Aims and Purpose

YWAM Harpenden is established to advance the Evangelical Christian Faith worldwide as set out in its Memorandum and Articles of Association.

Objectives, Strategies and Activities

YWAM Harpenden's objectives and activities to achieve its purpose are as follows:

Training : To effectively train young people and others for involvement in mission work, community development, and Christian witness in the UK and overseas. It will do this by providing Christian training. It offers three-to-six-month programmes to increase knowledge, grow in practical skills, and develop character; short-term (less than three weeks) training and mission opportunities; and equipping people for missional ministry through personal experience and hands-on learning.

Supporting Communities : To identify missional needs in Harpenden and the surrounding communities and strategically invest individuals, teams, and resources into those situations to help meet those needs.

We currently focus on the following areas:

to create greater engagement with some of the local seniors who often experience loneliness and social isolation.
to equip, encourage, and empower families to grow together in their relationships with one another, with God, and others.

• to provide a safe place for local youth to hang out and socialise outside of school hours, in which they could learn more about Christianity and its tenets for living.

• to provide a place for engagement and building relationships with people from the local and broader community.

Based on the areas above, we regularly host social events and activities to meet these needs. A monthly seniors’ lunch and days out for local foster families create a friendly relational environment to address isolation and stress.

Through the Oval Café, we provide a family-friendly environment for the local community to enjoy. It also represents a locally owned business founded on Christian values and principles.

Pioneering YWAM Locations : To encourage individuals and teams to plant new locations in other cities throughout England, and aid them in their endeavours through training, sharing resources, and offering relational and social support.

Supporting Overseas Work : To form, support, and partner with missional communities, create projects and institutions to address areas of social need in other nations and advance the evangelical Christian faith worldwide. YWAM Harpenden sends individuals and teams on a short-term outreach to work alongside our mission partners.

Creating a Missional Community: To provide a living environment for both our residential volunteers and trainees to learn and practice their Christian faith together. Creating such a community includes the social and relational aspects of living, training, and working together and maintaining and improving the physical site through refurbishment and site development. We desire to preserve the property and develop the Highfield Oval site to be more environmentally friendly, better able to serve the local community, and for the continued growth of our training and missions work. We are stewarding the property and beautiful open space to foster positive community relationships.

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TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

Public Benefit

The trustees confirm that the charity has complied with its duty under Section 4 of the 2011 Charities Act and has had due regard to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing the charity’s objectives and activities. In particular, the trustees have considered how planned activities will contribute to the aims and objectives we have set.

Achievements and performance

TRAINING

During the year, 140 trainees engaged in YWAM Harpenden (YH) training programmes and local seminars. In addition, hundreds more participated in shorter seminars and workshops designed to deepen Christian faith and character and equip participants with specialised skills. YH worked with YWAM locations and Christian teams across five continents, combining training with service, outreach and support for local communities as a means of sharing God’s love.

Discipleship Training Schools (DTS)

The Discipleship Training School (DTS) is YWAM’s foundational course. It normally runs over six months and includes a three-month lecture phase followed by a two or three-month cross-cultural outreach phase. During the lecture phase, trainees follow a structured programme of teaching, community living, and practical training, with a focus on deepening their understanding of God and His world. The outreach phase involves a cross-cultural field placement, where trainees apply their knowledge and skills in practical settings. YH ran three DTSs this financial year, starting in September 2024, January 2025 and April 2025, with 66 trainees completing the course.

Each DTS included a week of local outreach in the UK. Trainees collaborated with local churches and engaged in children’s and refugee ministries, prayer ministry in the local area, and different approaches to evangelism. Overseas outreach teams also worked with local churches, YWAM locations, charities and other Christian ministries, serving in practical ways and sharing the Christian faith in culturally appropriate settings.

The Catalyst DTS, which began in September 2024, trained 29 young people and sent teams to Europe, the Himalayas and Central Asia. The Fusion DTS, which began in January 2025, was a bilingual English and Spanish school with 22 trainees, and outreach teams served in the Caribbean, South America and the Middle East. The Awake DTS, which began in April 2025, was a bilingual English and Portuguese school with 15 trainees, and teams served in the UK and Thailand in partnership with local churches and ministries.

Other Training Programmes

Biblical Core Course (BCC)

From September to December 2024, YH conducted a three-month Biblical Core Course (BCC) with nine trainees from six nations. Trainees read the whole Bible and studied fifteen books in depth. The school took a field trip to the British Museum at the end of the Old Testament module. During their study of Luke, trainees and volunteer staff engaged in a mini evangelistic outreach in Luton, putting into action what they were learning about the Gospel and its impact on all people. The BCC entered an establishing phase, working to build a staff team to serve future schools.

Documentary Film School (DFS)

This year, the Documentary Film School continued its mission to equip filmmakers and tell stories that bring transformation. The team led an in-person seminar and taught across multiple course tracks at YH, inspiring students to use film to communicate God’s heart. DFS successfully recruited for the upcoming school and updated its curriculum to align with the new University of the Nations framework.

English For Missions (EFM)

In January 2025, YH ran a 12-week English For Missions (EFM) course. This course accommodated 13 trainees from different nations and offered beginner, elementary, and pre-intermediate classes. Trainees engaged in 12 hours of English instruction weekly, supplemented by one-to-one conversation practice, small group discussions, and sessions focused on developing cross-cultural skills and exploring God’s heart for the many diverse cultures worldwide. The curriculum also included practical application opportunities, where trainees could apply what they had learned in new environments, including a 2-week trip to either Egypt or Romania. Some trainees stayed on after the course for field-based internships, some remained to serve on the campus as mission builders and some enrolled in the DTS.

Docusign Envelope ID: F7935BD8-1785-8640-82BF-DBAACAE0B3B0

YOUTH WITH A MISSION HARPENDEN

TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

School of Frontier Missions (SOFM)

From September to December 2024, YH conducted a three-month School of Frontier Missions with four trainees. Trainees learned how to start Disciple Making Movements, learn a language, work cross-culturally, and other key tools to live long-term on the mission field. The school joined with YWAM Arise Leeds for a week and was able to work in different communities in London. Trainees also studied other world religions and how to contextualise worship and the gospel message. Having completed the school, most trainees went into the nations long term as missionaries, while others continued in intercultural mission in the UK. Each graduate remains connected to the SOFM team through an internship. This provided trainees with ongoing expert care and mentorship as they face the challenge of long-term missions.

Training Seminars

YH continued to host a broad array of events and training seminars throughout the year, furthering our commitment to continuous learning and development. In February 2025, a team ran a two-week Narrative Writing Seminar for 12 participants from the local area, Europe, and beyond. The course offered training in story structure, poetry and building an author brand, as well as space and encouragement to write. In June 2025, volunteer staff facilitated the IMMERSE Worship Seminar, a one-day conference followed by a six-day intensive bootcamp for emerging worship leaders. Over thirty participants attended the conference, and fourteen trainees joined the bootcamp, supported by a team of ten staff. The seminar provided practical and spiritual training in worship leading, personal devotion, and teamwork, equipping participants to serve more effectively in their local churches and ministries. In July 2025, a team of volunteer staff ran a Leadership Track for six incoming staff. This six-week programme provided practical leadership and discipleship training and explained how these principles apply to volunteering with YWAM and beyond.

Mission Builders

Mission Builders offered skilled and unskilled short-term volunteers, who had not completed a DTS, an opportunity to experience serving and living in a missionary community. Participants followed a structured weekly programme combining practical service with community activities, including Monday Worship, Wednesday prayer and intercession, Thursday Night Gathering in the Chapel, a weekly small group, and a weekly pastoral care conversation. Mission Builders gave participants a chance to step aside from their routines, spend focused time with God, and learn more about missions while serving in practical ways. For many, it became a bridge into their next season of life. They returned to education or work and referred their friends. Some decided to do a DTS or volunteer in another nation.

Leadership Training

Lynn Green continued to provide leadership training within YWAM internationally through weekly livestreams and video messages produced with the Harpenden Studio. Feedback indicated that this support was especially valuable for leaders in remote locations. He also taught for a week at the Leadership Training School at the University of the Nations in Kona, where more than 300 staff and students from over 30 nations were being equipped for leadership roles. In addition, Lynn continued to support YWAM’s co-founder Darlene Cunningham in strengthening YWAM’s international leadership to include a group of 36 global elders with a wide age range. He remained active in encouraging younger leaders, with a particular emphasis on team development, godly character and fostering transparent decision-making. He also provided overall leadership for the development of YWAM Harpenden’s Kinahan Lodge as a ministry resource for Christians working across many spheres of society.

Safeguarding Training

Safeguarding training remained an important area of activity throughout the year. All trainees, staff and volunteers viewed the safeguarding induction video, and around 300 people received induction training during the reporting period. YH had 133 volunteer staff in Harpenden in addition to local volunteers and short-term Mission Builders. All volunteer staff completed the Safeguarding in the Faith Sector training provided by ISSCIC. Nine members of staff also completed Safer Recruitment Consortium accredited training, the recognised UK standard for safer recruitment, supporting the requirement that at least one member of each appointment panel for roles involving children has appropriate training.

During the year, YH also adopted the policy suite available through the YWAM England safeguarding website and circulated this to staff for wider awareness and use. Safeguarding practice was further strengthened through operational experience, particularly in connection with the Neighbours and Nations Youth Camp in summer 2025. This was planned and delivered with external safeguarding advisors Thirtyone:eight. The camp achieved its aim of equipping and mobilising young people for mission, and the process helped build further safeguarding knowledge and good practice across the charity, including in relation to short-term overseas outreaches.

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YOUTH WITH A MISSION HARPENDEN

TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

SUPPORTING COMMUNITIES

Seniors Lunch

The monthly Seniors Lunch continued to provide regular hospitality, companionship and practical care for older people in the local area. Each gathering offered a home-cooked meal, desserts, decorations and entertainment such as quizzes, games and musical performances. Attendance increased steadily to 50–60 people each month, most of whom attended regularly. Voluntary contributions remained affordable, and the generosity of those attending enabled modest improvements to equipment and delivery during the year.

Community Hospitality and Charitable Events

YH continued to use its site and facilities to support a wide range of internal and external activities that encouraged worship, fellowship, training and community engagement. These included staff celebrations, weddings, discipleship groups, prayer gatherings, seminars, concerts, church events, school visits and seasonal charitable events for the community, such as the Apple Festival. The chapel and other facilities were also used by local partners such as The Rock Church, and the site hosted school visits, community groups and visiting ministries and organisations.

The trustees also record their gratitude for the life and service of Rita Pretorius and the significant contribution she made in leading and shaping the ministry of hospitality in YWAM. YH staff and friends cared for her during her illness and held a wonderful celebration of her life, which touched people of all ages.

The SEND UK & Ireland

YWAM Harpenden continued to support The SEND UK & Ireland, in collaboration with churches and other Christian organisations. This initiative inspired young people to consider Christian mission and service and connected them with practical next steps. The SEND outcomes team connected those who responded with over 40 partner organisations and churches, who offer training and opportunities to support them in serving in schools, universities and local neighbourhoods, caring for vulnerable children, and sharing the Gospel cross-culturally.

During the year, The SEND held 14 Send Experience nights, gathering over 1,800 people. It also undertook a UK tour and held two arena events in Glasgow and Belfast, which together gathered 10,000 people. More than 2,300 individuals made commitments to mission, which were followed up by partner organisations.

Polytunnel and Hope Garden Project

The Polytunnel and Hope Garden Project continued to provide a welcoming and restorative community space during the year, supporting wellbeing, purposeful activity and relationship-building among local residents and partner groups. The project maintained strong engagement with Children in Care, young adults unable to access full-time education, refugees and asylum seekers, while weekly volunteer mornings from March to November drew regular participation from across the community. A new seven-week work experience programme developed with Luton Town Council supported five young men in care who were awaiting asylum decisions, and the Harpenden Hopper enabled monthly visits with up to 16 asylum seekers to spend time outdoors, work collaboratively and experience greater calm, belonging and purpose.

The project also strengthened its partnerships and broadened its local impact. Corporate Responsibility Days with Turner & Townsend continued successfully, with eight teams participating in volunteer days that provided practical support for the garden and contributed to community wellbeing. Across the year, more than 150 individuals engaged through volunteering and partnership programmes, including regular events for children in care and wider collaborative activity with local organisations. Overall, the garden remained an important setting for fellowship, inclusion and quiet reflection, and the trustees view it as a valuable expression of the charity’s practical and pastoral support within the wider community.

Creative Arts

Creative Arts continued to support discipleship and outreach through visual arts and dance. About ten Fusion DTS trainees explored how their artistic gifts connect with Christian faith through the Creative Arts track, while dance ministry expanded through a three-day camp led with teachers from YWAM Kona for around 45 children and adults, regular Redeem Dance sessions for teenagers alongside Wildfire, and adult worship and social dance gatherings. Although studio activity was quieter at other times, the weekly Soak evenings remained an important part of the ministry, providing space for prayerful creativity, worship and reflection as a foundation for future missional work through the arts.

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YOUTH WITH A MISSION HARPENDEN

TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

Neighbours and Nations

Neighbours and Nations (N&N) continued to mobilise young adults and teenagers for evangelism, discipleship and short-term mission during the year. The team toured widely across the UK encouraging young people to ‘live all-in for Jesus’. N&N hosted a second Young Adults Gathering at Whitmoor Lakes attended by 220 people, and undertook two weeks of ministry in Brazil, speaking in churches and young adult groups and joining with local evangelistic outreach. In February, two teams relocated to Scotland and Bradford to mobilise for The Send UK & Ireland for six weeks.

A significant development this year was the launch of the first Neighbours and Nations Youth Missions Camp at YH in July. The five-day camp brought together 122 young people aged 13–18, after which around 40 participants joined short-term mission trips led by staff to Serbia, Romania, Albania, Poland and Leeds. Across the year, the ministry recorded 164 events, connected 11,956 people through touring ministry, and saw 109 salvations, 24 re-dedications and 121 healings. In addition, 607 people were taken out for evangelism, and the work was carried out by a team of 23 members.

Mission Adventures

Mission Adventures continued to provide training and short-term mission opportunities for young people aged 13–18. During the year the team ran a spring programme, with training at the Harpenden campus followed by service in Romania, and partnered in the summer with Neighbours and Nations to launch a youth camp with a dedicated missions track. The summer programme brought together 120 young people, 45 of whom went on to five outreaches in Albania, Romania, Poland, Serbia and Leeds, serving alongside long-term missionaries through practical support, children’s and youth ministry, worship, prayer and evangelism. Building on this, Mission Adventures established a joint youth camp team with Neighbours and Nations to develop next year's programme.

Oval Café

The Oval Café experienced a leadership transition during the year. Following Hannah Fritz’s departure in April 2025, John Mansour resumed management of the café while new systems were strengthened, the menu was refined, lunch service was prioritised, and managerial responsibilities were shared more widely to support staff development and reduce dependence on a single leader. Staff training continued, including coffee training and investment in teenage team members. The café continued to grow, with fourth-quarter performance slightly ahead of 2024. In August 2025, Stone Felty accepted the manager role and began in September, with a focus on strengthening staff training and further improving coffee quality and service consistency.

Media Team

During the reporting period, the media team managed and updated YWAM Harpenden’s website, social media, and YouTube channels, and also supported media training for staff and DTS trainees. This work fulfilled the team’s three-fold mission: 1) INVITE: to call young people to know God and make Him known; 2) DISCIPLE: to equip creatives in their God-given calling; and 3) SEND: to launch missionaries to the digital and international mission field.

Wildfire Kids and Youth

Wildfire Kids and Youth continued its weekly discipleship and outreach among children and young people through an after-school club serving around 20 children from YWAM and the local neighbourhood, alongside small groups for pre-teens. Children were encouraged to read and understand the Bible, discover their identity in God, hear His voice, worship Him, and share His love with others. Once a term, Wildfire held “Nations Day” through which everyone learned about a specific country and prayed for it. The ministry also partnered with the Catalyst DTS, with five trainees receiving weekly input and practical experience in children and youth work.

The team contributed to several outreaches and conferences during the year. In December 2024, Wildfire took 27 volunteers to support Winter Wonderland at YWAM The King’s Lodge. In February 2025, it helped lead the all-generations Light Up Cornwall outreach, involving 64 children, teenagers and adults from YWAM locations and local communities, with ministry in Redruth and Camborne and partnership with local churches. The team also provided children’s and youth programmes at three major conferences, serving 39, 62 and 50 children and young people respectively. In summer 2025, Wildfire partnered with YWAM The King’s Lodge in Shine ’25, a King’s Kids International outreach preparation camp involving around 300 participants from 13 intergenerational teams across Europe and the UK. Following the camp, the team led an outreach to Coventry with 9 adults and 11 teenagers, serving a local church through a youth holiday club, family activities, evangelistic partnership and testimony in Sunday worship.

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YOUTH WITH A MISSION HARPENDEN

TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

Oval Youth

Oval Youth continued to grow during the year, with young people increasingly inviting friends from outside the existing community and with a committed volunteer team of four supporting the work. Oval Youth provided Bible teaching, topical discussions, pastoral support, one-to-one mentoring, worship and prayer, with appropriate safeguarding in place throughout.

Schools Work in the Community

YH continued to support local schools through mentoring, lessons and workshops. In partnership with STEP, one volunteer provided one-toone mentoring for students at Katherine Warrington School, focusing on confidence, relationships, self-esteem and wellbeing, alongside contributions to RE and PSHE. Staff and volunteers also supported sessions at St George’s, King’s School and Sir John Lawes, including work on prejudice, wellbeing, Fairtrade, Christian faith and character. YH welcomed Year 10 students from Sir John Lawes to visit the site and ask questions about the charity’s work and Christian faith. These activities provided further opportunities for positive engagement with local young people and schools.

The Oval Gym

The Oval Gym served both campus residents and members of the wider community as a space promoting health and wellbeing. The gym encouraged personal development, accountability and physical fitness, and worked in partnership with groups including King’s School Harpenden and Marchon Gym. Several Christian personal trainers also used the gym with clients, providing opportunities for ongoing support, encouragement and relationship-building.

Studio

The music and television studios continued to support the production of content for YWAM TV and other ministry use. During the year, the studio collaborated with Chapel Co and other musicians to record and release music, and it also hosted weekly livestreams for Lynn Green. The trustees see the studio as an important resource for communication, creativity and digital outreach.

PIONEERING YWAM LOCATIONS

YWAM Carlisle

YWAM Carlisle continued its outreach through regular motorbike rideouts, which created opportunities for friendship, pastoral conversation and sharing the Christian faith. The Biker Bible, first developed in 2007 as an evangelistic resource, continues to be widely used and has now reached more than 130,000 bikers. Week-long residential debrief retreats also welcomed people from a range of backgrounds, alongside ongoing preaching, teaching and local outreach.

YWAM Immerse Cornwall

YWAM Immerse developed its ministry in Cornwall through outreach, discipleship and partnership with local churches. In January, the team hosted a Circuit Riders outreach, including a large worship evening, evangelism and ministry in colleges, the local university and churches. In February 2025, the team partnered with King’s Lodge and YH to host a youth camp for around 70 young people from Wildfire and DTS teams, supporting street outreach and helping to lead services in three local churches. From April to June, the internship programme brought participants from Germany and Brazil for mission training, English language development and service in local outreach contexts.

During the summer, team members served at Shine Camp and Creationfest, contributing to evangelism, prayer ministry and youth outreach. Alongside these larger events, the team maintained a regular local presence through hospitality, children’s and youth work, creative ministry (including pop-up pottery), café ministry, food bank support and the growing Eden’s Joy creation care initiative. Member care ministry also continued to serve missionaries in the UK and across Europe through debriefing, retreats, prayer and ongoing pastoral support networks.

YWAM Mosaic

YWAM Mosaic, operating in Luton, continued to collaborate with local communities to prepare Christians for lives of discipleship, leadership, spiritual renewal, witness and practical service. This involved leadership development, weekly prayer walks and evangelism, church-based networks, prayer with local pastors, church-based counselling services, and work with the Treehouse at Bedfordshire University. Mosaic worked with local church leaders and members, fostering unity and spiritual renewal in the city. The team also welcomed outreach teams to Luton, enabling them to minister there.

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YOUTH WITH A MISSION HARPENDEN

TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

YWAM Newcastle

YWAM Newcastle enjoyed partnership with a variety of churches and ministries by hosting local and visiting outreach teams. The team partnered with Friends International to reach international students, led the youth work at Cedarwood Festival, mentored young people, and served the wider church body.

YWAM revive London

YWAM revive London opened a new Revival Hub in Roehampton in September 2024, establishing a base for worship, prayer and local mission. During the year, the team hosted six worship nights, opened a prayer room that also served people beyond the immediate team, received two interns, and welcomed new staff members while others completed their season of service. The team also hosted visiting DTS outreach teams from several nations and extended hospitality to guests and missionaries.

A major focus of the year was evangelism and mobilisation. The team served alongside The Send teams at events in England, Scotland, and Belfast, helped at outreach experience nights, and mobilised many people for street evangelism, including at least 50 who were evangelising for the first time. During outreach connected with the Wimbledon Tennis Championships, run in partnership with several churches and YWAM teams, the ministry reported many gospel conversations and about 100 professions of faith, 90% of whom were young men. The team also supported youth ministry in London churches through discipleship, evangelism training and mission engagement.

YWAM revive London also developed initiatives aimed at longer-term local impact. These included an expedition-based discipleship programme, with seven participants taking part in Expedition: Rising Son, and a Bible distribution pilot with churches in Merton, linked to Discovery Bible Courses for follow-up. Looking ahead, the team plans to build on this work through further evangelism initiatives, the development of worship and discipleship activities, and prayer and partnership in gospel witness in Roehampton, Wimbledon and other locations in London.

YWAM Arise Leeds

YWAM Arise Leeds continued its vision to establish a YWAM location in South Leeds, focused on training young people and equipping them for service among Muslim communities. During the year, significant provision was made through the availability of a Mission House in Beeston and a nearby family home, enabling the team to relocate and begin using the area as a base for hospitality, prayer, training and outreach. The team hosted a School of Frontier Missions week in partnership with YH, welcomed a volunteer from Brazil, and received several visiting outreach teams from the UK and Europe.

The team also strengthened its partnership with local churches and networks through prayer initiatives and community outreach. The team helped coordinate prayer events during Ramadan, supported the Mahabba Leeds prayer and action group, joined wider city prayer initiatives, and hosted regional gatherings to encourage collaboration in reaching out to Muslims in the north. Further progress was made in preparing the Mission House for ministry use, including renovation work that also created opportunities for practical support and relationship-building with asylum seekers. The team continued to build its presence in Beeston and to prepare, with support and mentorship from YWAM Derby and YWAM Harpenden, towards launching a DTS integrating lectures and outreach in 2026.

Clapham House

During the 2024–25 academic year, Clapham House operated as a residential discipleship community for university students. Led by a student with roots in YWAM Harpenden, six students committed to weekly rhythms of prayer, fellowship and discipleship. This initiative aimed to integrate YWAM’s ethos into the daily lives of university students, offering them a space to deepen their faith, build relationships and engage in discipleship within the context of academic pursuits. Feedback from students at the end of the year revealed that these goals had been broadly achieved. Students expressed how valuable this community was to them, and some shared a vision to multiply aspects of the model in their future living situations.

SUPPORTING OVERSEAS WORK

Circuits

YWAM Harpenden continued to send individuals and teams on short- and long-term outreach, collaborating with mission ministries across several regions, including Uganda, Albania, the Himalayas, the Middle East, Central Asia, Latin America and refugee contexts. During the year, two volunteers relocated to Central Asia, two to Latin America and one to the Middle East for longer-term service, reflecting the charity's ongoing commitment to encourage young people into long-term mission service.

Docusign Envelope ID: F7935BD8-1785-8640-82BF-DBAACAE0B3B0

YOUTH WITH A MISSION HARPENDEN

TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

Short-term teams also served alongside local ministries in several circuit locations. In Albania, teams participated in school outreach, Bible distribution and evangelistic ministry. In the Middle East, they worked with refugees through English clubs, home visits, prayer ministry and food distribution. Volunteer staff serving in the Himalayas were involved in evangelism and Oral Bible Translation, and others contributed to teaching ministry in Albania. Teams also visited Thailand and other circuit nations during the year, extending the charity's support for Christian outreach, discipleship and practical mission service.

Orphans Know More (OKM)

Orphans Know More (OKM) continued to support the Jinja Foster Family Network in Uganda, strengthening 25 Ugandan families who have fostered or adopted more than 200 orphaned and vulnerable children. The annual Classical Christmas Concerts, held in the Highfield Oval Chapel, included a collection for this work, enabling funds to be sent at Christmas to help with food for each family. Although fundraising has been limited, regular donors enabled OKM to sustain its commitment to assist with school fees and educational supplies for those in primary, secondary, and vocational education and to replenish the emergency medical fund. YH continued to ensure that 100% of funds raised from donors went towards supporting the work in Uganda. Since 2005, OKM has remained dedicated to transforming vulnerable children’s lives by strengthening families who care for them in their local communities.

CREATING A MISSIONAL COMMUNITY

Thursday Night Gathering

Thursday Night Gathering (TNG) continued as YH’s weekly community gathering. It provided a regular opportunity for YH staff, trainees and guests to grow in knowing God and making Him known through worship and teaching, while also strengthening local and national relationships in mission. During the year, TNG hosted many guest speakers and worship leaders from across the UK and around the globe. Many guests from the local community came to TNG and became more deeply connected.

Hospitality

During the year, the Hospitality House team provided care for 543 guests. Guests included staff family members and close friends, DTS and other school speakers, team plant leaders and staff, seminar leaders, guest speakers and worship leaders for Thursday Night Gathering (TNG), and leaders attending meetings at Highfield Oval.

Worship and Chapel Co

The YH community gathered multiple times each week for sung worship led by various worship leaders and musicians. Worship remained an integral part of YWAM’s core beliefs and supported the community’s spiritual life and shared vision. Some worship events were livestreamed, reaching a wider audience. Chapel Co, a music collective that writes and produces Christian music, ministered through worship at churches, youth groups and Christian festivals including David’s Tent and The Send. Chapel Co’s wider reach continued to grow, and the team also developed further collaborations with Christian artists in the UK and Europe.

Property Services

The Property Services Team at YH remained a vital part of YH’s ministry, dedicated to refurbishing and maintaining the 48-acre Highfield Oval campus to accommodate over 130 volunteers, numerous guests and trainees. Most of the team’s ministry time was spent maintaining the buildings and grounds. The team remained committed to maintaining a safe and functional environment for all visitors to and occupants of the Highfield Oval campus.

Site Development and Kinahan Lodg e

Kinahan Lodge was due to open in September 2025 and was already securing bookings for late 2025 and 2026 as a charitable retreat for those working in different vocations. Initial feedback has been very positive, with many guests remarking on the exceptional design and beauty of the space. The new Operations Team made a strong start. Although they inherited more contractor snagging issues than anticipated, they worked diligently to establish systems, become familiar with equipment, build team culture, and set clear procedures. Each future event will provide valuable opportunities for learning and refinement. Enthusiasm for future bookings was high, and creative ideas will continue to emerge as the network expands and more people experience the peaceful beauty of Kinahan Lodge.

Docusign Envelope ID: F7935BD8-1785-8640-82BF-DBAACAE0B3B0

YOUTH WITH A MISSION HARPENDEN

TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

FINANCIAL REVIEW

The results for the year ended 31 August 2025 are given in the Consolidated Statement of Financial Activities together with the Consolidated Balance Sheet giving details of the assets and liabilities. The Comparative figures are for the year ended 31 August 2024. The trustees are pleased to report a total income of £2,103,696 (2024: £2,170,298), a 1% decrease from 2024.It reflected the divine provision, the hard work of our faithful volunteers, and the generosity of our donors and supporters. Our total expenditure was £2,287,435, a 26% increase from 2024 (2024:£1,807,338).

Total funds brought forward from 2024 were £993,802 and those carried forward are £810,063. See notes 2 - 4 for income-related breakdown and 5 - 7 for charitable expenditures; note 15 - 16 for charity funds.

Principal Sources of Income:

The primary sources of income for the charity continued to be training schools, ministries and projects, community hospitality and charitable events, and financial contributions made by our resident full-time volunteers toward the cost of maintaining the missional community at Highfield Oval.

We received a total of £126,781 (2024: £102,302) in donations and grants. Of the total donations received, £282 were restricted for the Refugees Fund (2024: £670). £75,372 is for general purpose (2024: £57,028), £51,127 (2024: £44,604) designated to our ministries and projects and pioneering other locations. See note 2.

The charity’s live-on-site-volunteers community has contributed a total of £468,308 (2024: £448,879) toward the running and maintenance costs of the Highfield Oval site, where the charity is based. Various activities focusing on supporting communities generated a total income of £521,755 (2024: £499,612).

The total income included £234,674 (2024: £349,477) charitable trading income generated by the charity’s 100% own trading subsidiary, Highfield Oval Limited. See note 4. The trading expenditure totalled £759,999 (2024: £289,239). The Oval Café, started operating under Highfield Oval Limited from 1st January 2020. During each financial year and at the end financial year, the subsidiary transfers back its trading profit to the parent charity. The total transfer was £7,986 ( 2024: £37,342).

Our total income from training was £487,509 (2024: £500,206), which was 2% lower than the previous year. Our core training programme, the Discipleship Training School (DTS), had a total income of £387,499 (2024: £267,561). Total income from other schools and training programmes was £81,623 (2024: £31,777). See note 3. Total Income from English & Cultural Orientation school was £Nil (2024: £200,868). Total income from Training Seminar was £18,387.

Our teams in Cornwall, Luton and other locations income totalled £123,585 (2024: £128,413).These incomes are designated to these teams and used directly for each operating location’s activities.

Expenditures:

Our three main charitable objectives: creating a missional community, supporting communities and training continue to drive our major operating expenditures. See note 6. The total spending relates to the maintenance and development of the Highfield Oval missional community totalled £739,679 or 49% of total charitable expenditures (2024: £709,558, 47%).

Resources directly spent on activities supporting communities through various ministries, community projects, and events totalled £342,208 or 23% of total charitable expenditures (2024: £437,619 29%). Total spending related to our training activities totalled £290,544,19% of total charitable expenditures (2024: £258,637,17%).

Other charitable expenditures totalled £155,005 or 10% of total resources spent (2024: £112,285, 7%).They are related to our other objectives: Pioneering YWAM locations £124,353 (2024: £74,544), and Supporting Overseas Works, projects in Uganda, £9,866 (2024: £9,500) and £Nil (2024: £500) restricted fund spent on refugees’ response projects. The remaining £20,786 were governance costs (2024: £27,741).

Going Concern

After making appropriate enquiries, the trustees have a reasonable expectation that the company has adequate resources to continue operating for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing the financial statements. Further details regarding the adoption of the going concern basis can be found in the Accounting Policies.

Investment Policy

The trustees have considered the most appropriate policy for investing funds and have found that deposit accounts meet their requirements to generate a reasonable return with security capital and ease of access. The charity has one 100% owned trading subsidiary (with £1 capital). The subsidiary company remits 100% of its profit back to the charity at the end of its financial year.

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Docusign Envelope ID: F7935BD8-1785-8640-82BF-DBAACAE0B3B0

YOUTH WITH A MISSION HARPENDEN

TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

Reserves Policy

The trustees have established a policy whereby the unrestricted funds not committed or invested in tangible fixed assets (‘the free reserves’) held by the charity should be kept to a minimum, but sufficient to provide working capital of three months’ expenditure. This is in line with the spirit and ethos of the founding purposes of the charity. At the end of 2025 the unrestricted funds of the charity, shown in note 16, were £711,618 (2024: £907,410).This corresponds to 3.5 months (2024: 3.5 months) of unrestricted operating costs and is considered sufficient by the trustees.

PLANS FOR FUTURE PERIODS

The charity plans to continue its core training programmes during 2025/26. These include the Catalyst DTS in September, the Fusion DTS in January, and the Awake DTS, offered in Portuguese and English, in April. The Biblical Core Course is expected to continue in September, and the English For Missions school in January. The Documentary Film School is planned to relaunch in January 2026, and a new Discipleship Bible School is planned for April 2026.

From September to December 2025, the charity plans to run its first School of Mobilisation, a three-month immersive course designed to equip young leaders to reach and mobilise the next generation for wholehearted missional living. The course is expected to welcome 24 trainees from 11 nations. Alongside classroom teaching, trainees will take part in the existing touring programme of Neighbours and Nations. Five teams of staff and trainees are expected to travel across Ireland, Wales and England, serving youth groups, young adults’ groups, churches, small groups, Christian Unions and secondary schools. At the end of the course, five teams are planned to undertake nine days of outreach in Sweden, Poland, the Netherlands, Latvia and Germany.

The charity also plans to hold further SEND Experience nights across the UK and Ireland in autumn 2025 before pausing to review this work. It will continue to work with partner organisations to help people take practical steps into mission and hopes to pilot regional training hubs offering context-specific training in evangelism and missions.

In addition, the charity expects to receive a structural survey of the Factory building to assess how more of the building could be made watertight and usable for the community. Immediate needs for additional missionary staff housing are expected to be met through the lease of a property in Harpenden owned by Harpenden Mencap.

STRUCTURE ,GOVERNANCE AND MANAGEMENT

Governing document and body

The company was incorporated on 9[th] December 2013. Its Memorandum of Association sets out its objects and powers and it is governed by its Articles of Association. The governing body of the charity is the Board of Trustees. The trustees are also the directors for the purposes of Companies Acts.

Recruitment and appointment of trustees

As the charity is of a very relational nature, new trustees have traditionally been recruited through the extensive network of the current trustees and the leadership in the charity to meet the needs of the charity in different fields of expertise. Each new trustee is given a personal induction programme, including a notebook outlining the responsibilities of a trustee, a meeting with the chairman and a time to meet the other trustees to ask questions. All trustees also receive additional ongoing training through charity sector updates, and they are invited to charity sector seminars. The trustees may appoint any member to become a trustee provided the prescribed maximum is not exceeded. Any trustee appointed in this way is required to retire and be formally elected at the next annual general meeting. They would be eligible for reelection by the members. Under the Articles of Association, one third of the trustees must retire at the AGM, although they are eligible for reelection every three years.

Governance

The Board of Trustees are responsible for the property and financial monitoring and approving the strategy and vision of the charity and ensuring the strategy is being implemented. It receives reports on all aspects of the work and meets formally two to four times a year. It delegates the main day to day decisions to the Executive leaders. The trustees also liaise with Youth With A Mission leadership both nationally and internationally to ensure that the values and vision of YWAM internationally are being applied.

Risk Management

At least twice a year, reviews of the types of risks the Charity faces are conducted. The potential impact and likelihood of occurrence and means of mitigating the risks are identified. The Board will receive an updated risk register twice a year to review and analyse, or as soon as a potential significant risk is identified. The trustees have set policies on risk and internal controls to minimise the potential risks to the charity. Through the risk management process, the trustees are satisfied that the major risks have been identified and have been adequately mitigated where possible. It is recognised that systems can only provide reasonable but not absolute assurance that major risks have been adequately managed.

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TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

Volunteers

The charity relies entirely on the contributions of unpaid volunteers to carry out its activities but placing a monetary value on their contribution is impractical and cannot be measured reliably for accounting purposes. Therefore, this contribution is not included in the charity’s accounts.

STATEMENT OF TRUSTEES' RESPONSIBLITIES

The trustees, who are also the directors of Youth With A Mission Harpenden for the purpose of company law, are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company Law requires the trustees to prepare financial statements for each financial year. Under company law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period.

In preparing these financial statements, the trustees are required to:

select suitable accounting policies and then apply them consistently;
observe the methods and principles in the Charities SORP;
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 operation.

The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Companies Act 2006. 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 responsible for maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Statement as to the disclosure of information to Auditors

So far as the Trustees are aware, there is no relevant information of which the charitable company’s auditors are unaware and each Trustee has taken all the steps that they ought to have taken as a Trustee to make them aware of any relevant audit information and to establish that the charitable company’s auditors are aware of that information

Auditors

A resolution will be proposed and agreed at the Annual General Meeting that SCB (Accountants) Ltd be reappointed as auditors of the Charity for the ensuing year.

The report of the directors has been prepared taking advantage of the small companies’ exemption of section 415A of the Companies Act 2006.

The Trustees approved the report on and signed on their behalf by

John Peachey Julie Burgess Anjo Chairman Trustee

26 May 2026

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INDEPENDENT AUDITOR'S REPORT

TO THE TRUSTEES OF YOUTH WITH A MISSION HARPENDEN

Opinion

We have audited the financial statements of Youth With A Mission Harpenden (the 'charitable company’) for the year ended 31 August 2025 which comprise the Statement of Financial Activities, Balance Sheet, Cash flow statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice)

In our opinion, the financial statements:

give a true and fair view of the state of the charitable company's affairs as at 31 August 2025 and of its incoming resources and application of resources including its income and expenditure for the year then ended;
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice. ; and
have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the Trustees’ annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of our audit:

the information given in the Trustees' report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
the Trustees’ Report for the year ending 31 August 2025 has been prepared in accordance with applicable legal requirements
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INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE TRUSTEES OF YOUTH WITH A MISSION HARPENDEN

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the financial statements as on 31 August 2025 and the Trustees’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 require us to report to you if, in our opinion:

the information given in the financial statements is inconsistent in any material respect with the Trustees' report; or

adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
the financial statements are not in agreement with the accounting records and return; or
we have not received all the information and explanations we require for our audit.
the trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies' exemptions in preparing the Trustees' report and from the requirement to prepare a strategic report.

Responsibilities of trustees

As explained more fully in the trustees responsibilities statement set out on page 12, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees’ determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees’ either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Our approach was as follows:

We obtained an understanding of the legal and regulatory frameworks that are applicable to the entity.
We communicated identified laws and regulations and potential fraud risks to all engagement team members and remained alert to any indications of fraud or non-compliance with laws and regulations throughout the audit. We examined and discussed with management any known or suspected instances of fraud or non-compliance with laws and regulations.

We assessed the risks of material misstatement in respect of fraud as follows:

The audit team discussed whether there were any areas that were susceptible to misstatement as part of their fraud discussion.
In addressing the risk of management override of controls, we tested the appropriateness of journal entries with a focus on large or unusual transactions based on criteria determined using our knowledge of the organisation and industry. We also challenged assumptions and judgements made.
We incorporated an element of unpredictability in the selection of the nature, timing and extent of our audit procedures.
Based on the results of our risk assessment we designed our audit procedures to identify and to address material misstatements in relation to fraud, including bribery and non compliance.
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INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE TRUSTEES OF YOUTH WITH A MISSION HARPENDEN

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website atwww.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Jeffrey Bor (Senior Statutory Auditor) 31 Sackville Street for & on behalf of SCB (Accountants) Ltd. Manchester Chartered Accountants M1 3LZ 28/05/2026

SCB (Accountants) Ltd is eligible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.

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STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT

FOR THE YEAR ENDED 31 AUGUST 2025

Unrestricted Restricted funds funds 2025 2025 Notes £ £ Income from: Donations and legacies 2 126,499 282 Charitable activities 3 1,742,241 - Other trading activities 4 234,674 - Total income 2,103,414 282 Charitable activities 5 1,527,436 - Other trading expenditure 759,999 - Total expenditure 2,287,435 - Net income/(expenditure) and movement in funds (184,021) 282 Reconciliation of funds: Fund balances at 1 September 2024 989,350 4,452 Fund balances at 31 August 2025 805,329 4,734	Total Unrestricted Restricted funds funds 2025 2024 2024 £ £ £ 126,781 101,632 670 1,742,241 1,718,549 - 234,674 349,447 - 2,103,696 2,169,628 670 1,527,436 1,517,599 500 759,999 289,239 - 2,287,435 1,806,838 500 (183,739) 362,790 170 993,802 626,560 4,282 810,063 989,350 4,452	Total 2024 £ 102,302 1,718,549 349,447
		2,170,298
		1,518,099 289,239
		1,807,338
		362,960 630,842
		993,802

The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.

All gains and losses arising in the year have been included in the Statement of Financial Activities (SOFA). This SOFA incorporates an Income and Expenditure account as required under the Companies Act 2006.

The notes on pages 20 to 31 form part of these financial statements.

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CONSOLIDATED BALANCE SHEET

AS AT 31 AUGUST 2025

Notes Fixed assets Tangible assets 9 Current assets Debtors 11 Cash at bank and in hand Creditors: amounts falling due within one year 12 Net current assets Total assets less current liabilities Creditors: amounts falling due after more than one year 13 Net assets The funds of the charity Restricted income funds 14 Unrestricted funds 16	2025 £ 119,096 772,686 891,782 175,430	£ 102,101 716,352 818,453 (8,390) 810,063 4,734 805,329 810,063	2024 £ 148,678 867,609 1,016,287 104,425	£ 91,480 911,862 1,003,342 (9,540) 993,802 4,452 989,350 993,802

The Trustees have prepared accounts in accordance with Section 398 of the Companies Act 2006 and Section 138 of the Charities Act 2011.

The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of financial statements. These accounts have been prepared in accordance with the provisions of Part 15 of the Companies Act 2006 relating to small charitable companies.

The financial statements were approved by the trustees on 26 May 2026

John Peachey
Chairman	Trustee

Charity registration number 1156783

Company registration number 08807913 (England and Wales)

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CHARITY BALANCE SHEET

AS AT 31 AUGUST 2025

Notes Fixed assets Tangible assets 9 Current assets Debtors 11 Cash at bank and in hand Creditors: amounts falling due within one year 12 Net current assets Total assets less current liabilities Creditors: amounts falling due after more than one year 13 Net assets The funds of the charity Restricted income funds 14 Unrestricted funds 16	2025 £ 115,336 759,185 874,521 141,484	£ 96,828 733,037 829,865 (8,390) 821,475 4,734 816,741 821,475	2024 £ 150,042 863,624 1,013,666 94,271	£ 83,947 919,395 1,003,342 (9,540) 993,802 4,452 989,350 993,802

The Trustees have prepared accounts in accordance with Section 398 of the Companies Act 2006 and Section 138 of the Charities Act 2011.

The financial statements were approved by the trustees on 26 May 2026

John Peachey Chairman Trustee

Charity registration number 1156783

Company registration number 08807913 (England and Wales)

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YOUTH WITH A MISSION HARPENDEN

STATEMENT OF CASH FLOWS

FOR THE YEAR ENDED 31 AUGUST 2025

Notes Cash flows from operating activities Cash (absorbed by)/generated from operations 20 Investing activities Purchase of tangible fixed assets Net cash used in investing activities Net cash used in financing activities Net (decrease)/increase in cash and cash equivalents Cash and cash equivalents at beginning of year Cash and cash equivalents at end of year	2025 £ (56,991)	£ (37,932) (56,991) - (94,923) 867,609 772,686	2024 £ (68,467)	£ 316,981 (68,467) - 248,514 619,095 867,609

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YOUTH WITH A MISSION HARPENDEN

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

1 Accounting policies

The company is a company limited by guarantee incorporated in England and Wales. In the event of the company being wound up, the liability in respect of the guarantee is limited to £1 per member of the company.

1.1 Accounting convention

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) - (Charities SORP (FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) and the Companies Act 2006.

The Charity meets the definition of a public benefit entity under FRS 102.

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 £.

Youth With A Mission Harpenden Limited meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.

1.2 Going concern

The Charity’s Financial Statements show a net deficit of £183,739 (2024: £362,960) for the year and free reserves of £711,618 (2024: £907,410).

The Trustees have assessed whether the use of the going concern basis is appropriate and have considered possible events or conditions that might cast significant doubt on the ability of the charity to continue as a going concern.

Trustees will continue to monitor and ensure that spending is in line with income in order to maintain reserves at or above the minimum level of unrestricted expenditure as per reserve policy. The review of forecast cash flow for the12 months from the date of approval of the financial statements, considered the relevant assumptions that underpin the forecast, the pipeline of new income and the steps that could be taken to reduce expenditure should this be necessary.

Based on the information above, the Trustees have a reasonable expectation that the charity has adequate resources to continue in operation for the foreseeable future and will remain in surplus in future periods. Therefore, the trustees have adopted the going concern basis in preparing these accounts

1.3 Fund accounting

Unrestricted funds are donations and other incoming resources receivable or generated for the objects of the charity without further specified purposes and are available as general funds.
Designated funds are unrestricted funds earmarked by the Trustees for particular purposes.
Restricted funds are to be used for specific purposes as required by the donor.
Direct expenditures which meets these criteria is charged against these funds including a fair allocation of support costs.
Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.
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Docusign Envelope ID: F7935BD8-1785-8640-82BF-DBAACAE0B3B0

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NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

1 Accounting policies

(Continued)

1.4 Income recognition

Voluntary income received by way of donations and gifts (non-exchange transactions) is included in full, with the associated income tax recovery under Gift Aid, in the Statement of Financial Activities (SOFA) when receivable and the SORP criteria has been met i.e. there is entitlement; its monetary value can be measured reliably and there is sufficient certainly of receipt. The value of services provided by volunteers, in the absence of a reliable measurement basis, has not been included.
Voluntary income which is restricted to a specific purpose are shown as restricted income if the SOFA; grants that have performance related conditions are included in income only when the conditions have been met and when this is not the case they are treated as deferred income until those conditions have been met.
Fee income relating to a contract for goods and services is recognised in full in the Statement of Financial Activities in the year in which there is entitlement and it is receivable.
Incoming resources from the sale of food and drinks, books, and other merchandises included when receivable. If it is impractical to measure the value of goods donated for resale they will be recognised as income when they are sold.
Income from investments is included when receivable. Investment income is earned through holding assets for investment purposes such as on short term bank deposit and solely comprises bank interest.
Gifts in kind are recognised as income on receipt of the goods or services and are valued at their fair value unless it is impractical to measure this reliably. If it is impractical to measure the value of goods donated for resale they will be recognised as income when they are sold.
Legacy income is regarded as receivable when the charity is legally entitled to it, its receipt is probable, and the amount can be measured with sufficient reliability.

1.5 Expenditure recognition

Grants payable are charged in the year when the offer is conveyed to the recipient except in those cases where the offer is conditional, such grants being recognised as expenditure when the conditions attaching are fulfilled. Grants offered subject to conditions which have not been met at the year-end not accrued as expenditure.
Certain expenditure is directly attributable to specific activities and has been included in those cost headings. Costs of raising funds are allocated according to the number of volunteers involved with each activity.
Costs of raising funds are those costs incurred in attracting voluntary income.
Charitable activities include expenditure associated with the charity's charitable activities and include both the direct costs and support costs, including governance costs, relating to these activities.
Governance costs are included in support costs, and are those costs incurred in the governance of the charity and its assets and are primarily associated with constitutional and statutory requirements.
Irrecoverable VAT is charged as an expense against the activity for which expenditure arose.

1.6 Tangible fixed assets

Tangible fixed assets are carried at cost, net of depreciation and any provision for impairment. Depreciation is provided at rates calculated to write off the cost of fixed assets, less their estimated residual value, over their expected useful lives on the following basis: It is the policy of the trustees to capitalise items in excess of £5,000.

Any impairment losses are assessed and recognised as expenditure in the SOFA
Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost less estimated residual value of each asset over its expected useful life, as follows:
Fixtures, fittings & office equipment – Over 5 years straight line
Motor vehicles Straight Line - Over 4 years straight line

1.7 Investments

In the financial statements investments in subsidiary undertakings are stated at cost. The carrying amount is subject to an impairment review by the Trustees at the end of each accounting period.

1.8 Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the company; this is normally upon notification of the interest paid or payable by the Bank.

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Docusign Envelope ID: F7935BD8-1785-8640-82BF-DBAACAE0B3B0

YOUTH WITH A MISSION HARPENDEN

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

1 Accounting policies

(Continued)

1.9 Cash and cash equivalents

Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

1.10 Debtors

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

1.11 Taxation

The charity is an exempt from UK taxation under section 505 of the Income and Corporation Taxes Act 1988.

1.12 Creditors & Provisions

Liabilities are recognised when there is an obligation at the Balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Liabilities are recognised at the amount that the company anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide. Provisions are measured at the best estimate of the amounts required to settle the obligation.

1.13 Operating leases

Rentals applicable to operating leases where substantially all the benefits and risks of ownership remain with the lessor are recognised as expenses on a straight-line basis over the period of the lease.

1.14 Critical Judgement in applying the charitable company’s accounting policy

In the application of the charity's accounting policies, the directors are required to make judgments, 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 recognized 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.

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Docusign Envelope ID: F7935BD8-1785-8640-82BF-DBAACAE0B3B0

YOUTH WITH A MISSION HARPENDEN

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

2 Income from donations and legacies

Unrestricted Restricted funds funds 2025 2025 £ £ General Donations and gifts 75,372 - Supporting overseas work: Refugee 282 Supporting communities: Designated to supporting communities 23,550 - Orphans Know More ministry 27,272 - Others Designated to pioneering YWAM location 305 - 126,499 282 For the year ended 31 August 2024 101,632 670	Total 2025 £ 75,372 282 23,550 27,272 305 126,781	Total 2024 £ 57,028 670 30,484 13,879 241
		102,302
		102,302

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Docusign Envelope ID: F7935BD8-1785-8640-82BF-DBAACAE0B3B0

YOUTH WITH A MISSION HARPENDEN

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

FOR THE YEAR ENDED 31 AUGUST 2025

3 Income from charitable activities

Unrestricted funds 2025 £ Training: Discipleship Training School 387,499 Training seminars 18,387 Culture & Orientation School - Other training programs 81,623 Supporting communities: Other ministries & projects 400,939 Community hospitality and Charitable events 101,711 Orphans Know More ministry 718 Pioneering YWAM locations: Cornwall and Luton 59,466 Other locations 64,119 Creating a missional community: Volunteers housing contributions 468,308 RHI Repayment 34,481 Base vehicles usage contributions 13,209 Spare space usage contributions 111,781 1,742,241	Total Unrestricted funds 2025 2024 £ £ 387,499 267,561 18,387 - - 200,868 81,623 31,777 400,939 364,248 101,711 127,844 718 7,520 59,466 58,551 64,119 69,862 468,308 448,979 34,481 56,646 13,209 14,123 111,781 70,570 1,742,241 1,718,549	Total Unrestricted funds 2025 2024 £ £ 387,499 267,561 18,387 - - 200,868 81,623 31,777 400,939 364,248 101,711 127,844 718 7,520 59,466 58,551 64,119 69,862 468,308 448,979 34,481 56,646 13,209 14,123 111,781 70,570 1,742,241 1,718,549
		1,718,549

RHI Repayment: Renewable Heat Incentive (RHI) rebate based on the amount of heat produced from burning woodchip instead of natural gas

The charity benefits greatly from the support and involvement of its many volunteers and supporters. In accordance with FRS 102 and the Charities SORP (FRS 102), the economic contribution of general volunteers is not recognised in the accounts.

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Docusign Envelope ID: F7935BD8-1785-8640-82BF-DBAACAE0B3B0

YOUTH WITH A MISSION HARPENDEN

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

FOR THE YEAR ENDED 31 AUGUST 2025

4 Income from other trading activities

Unrestricted Total funds 2025 2025 £ £ Highfield Oval Limited 234,674 234,674 234,674 234,674 Expenditure from other trading activities Highfield Oval Limited 759,999 759,999 (525,325) (525,325)	Total 2024 £ 349,447
	349,447
	289,239
	60,208

Highfield Oval Limited is 100% owned subsidiary of the charity, the profit of which is 100% backed to the charity by end of each financial year. Income from Highfield Oval Limited includes trading income from The Oval Cafe and the "SEND" event held in current year.

Set out below is a summary of the subsidiary’s combined results before intra group adjustments for the period:

	2025	2024
	£	£
Income
Turnover	232,010	226,335
Other Income	542,664	123,112
Total Income	774,674	349,447
Expenditure	(786,086)	(349,447)
Total Expenditure	(786,086)	(349,447)
Net income/(expenditure) and net movement in funds for the period	(11,412)	-

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Docusign Envelope ID: F7935BD8-1785-8640-82BF-DBAACAE0B3B0

YOUTH WITH A MISSION HARPENDEN

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

5 Expenditure on charitable activities

Training Discipleship Training School English & Cultural Orientation School Other training programs Training centre management and admin Training Seminars Supporting communities Designated to supporting community Other ministries & projects Community hospitality and Charitable events Orphans Know More ministry Pioneering YWAM locations Cornwall and Luton Other locations Supporting overseas work Refugee Projects in Uganda Creating a missional community Depreciation and impairment Site development Base vehicles Buildings and ground property services Biomass boiler woodchip cost Utilities Site occupant contribution Council tax Information technology Communication General management and admin Volunteers’ development & care Other charitable expenditure Governance costs Auditors remuneration Accountancy services Analysis by fund Unrestricted funds Restricted funds	Total 2025 £ 244,145 - 20,638 12,818 12,943 3,000 197,226 108,292 33,689 56,928 67,425 - 9,866 46,370 - 28,828 211,344 47,662 158,744 106,226 34,776 12,922 6,962 71,127 11,568 3,151 1,506,650 15,478 5,308 1,527,436 1,527,436 - 1,527,436	Total 2024 £ 212,054 32,779 9,703 4,101 - 5,782 305,882 94,880 31,075 60,533 14,011 500 9,500 41,190 - 8,386 273,132 68,355 93,346 106,226 32,647 15,240 2,183 60,173 7,027 1,653
		1,490,358 17,333 10,408
		1,518,099
		1,517,599 500
		1,518,099

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Docusign Envelope ID: F7935BD8-1785-8640-82BF-DBAACAE0B3B0

YOUTH WITH A MISSION HARPENDEN

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

6 Analysis of volunteers’ costs, trustee remuneration and expenses, and the cost of key management personnel

The charity trustees were not paid salary or received any other benefits for performing the duties. However, the trustees are reimbursed for legitimate costs that the trustees have had to meet personally to carry out their duties.

Net movement in funds	2025	2024
	£	£
The net movement in funds is stated after charging/(crediting):
Depreciation of owned tangible fixed assets	46,370	41,190
Auditor's remuneration - Audit Fees	15,478	17,333
Auditor's remuneration - Non Audit Fees	5,308	10,408

8 Taxation

The Charity is an exempt charity within the meaning of schedule 3 of the Charities Act 2011 and is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes.

9 Tangible fixed assets

Fixtures & fittings Machinery & Motor Vehicles £ £ Cost At 1 September 2024 143,567 66,236 Additions - 56,991 At 31 August 2025 143,567 123,227 Depreciation and impairment At 1 September 2024 95,066 23,257 Depreciation charged in the year 22,495 23,875 At 31 August 2025 117,561 47,132 Carrying amount At 31 August 2025 26,006 76,095 At 31 August 2024 48,501 42,979	Total £ 209,803 56,991
	266,794
	118,323 46,370
	164,693
	102,101
	91,480

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Docusign Envelope ID: F7935BD8-1785-8640-82BF-DBAACAE0B3B0

YOUTH WITH A MISSION HARPENDEN

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

10 Fixed asset investments

The company’s investment at the Balance Sheet date comprises of the following investment:

Highfield Oval Limited
Company number:	12101579
Registered in:	England & Wales
Class of Shares:	Ordinary
Shareholding:	100%
Net Asset:	£1
Loss per account at 31stAugust 2025:	£11,412

The company was incorporated on 13[th] July 2019 started trading on 1[st] January 2020. Aggregate capital and reserves £1 (2024: £1)

11 Debtors

11 Debtors
Amounts falling due within one year: Trade debtors Other Receivable - Tax refund/ Gift Aid Other debtors Prepayments 12 Creditors: amounts falling due within one year Trade creditors Other creditors Accruals and deferred income 13 Creditors: amounts falling due after more than one year Housing Deposit	Charity 2025 £ 74,843 4,170 7,076 29,247 115,336 Charity 2025 £ 52,250 2,000 87,234 141,484 Charity 2025 8,390 8,390	Charity 2024 £ 82,939 3,810 38,557 24,736 150,042 Charity 2024 £ 34,958 9,082 50,231 94,271 Charity 2024 9,540 9,540	Group 2025 £ 81,497 4,170 2,956 30,473 119,096 Group 2025 £ 78,434 4,048 92,948 175,430 Group 2025 £ 8,390 8,390	Group 2024 £ 117,035 3,810 1,380 26,453
				148,678
				Group 2024 £ 43,348 5,716 55,361
				104,425
				Group 2024 £ 9,540
				9,540

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Docusign Envelope ID: F7935BD8-1785-8640-82BF-DBAACAE0B3B0

YOUTH WITH A MISSION HARPENDEN

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

14 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	September	Incoming	Resources	At	31	August
			2024	resources	expended			2025
			£	£	£			£
Refugee			4,452	282	-			4,734
			4,452	282	-			4,734
Previous year:	At	1	September	Incoming	Resources	At	31	August
			2023	resources	expended			2024
			£	£	£			£
			4,282	670	(500)			4,452

Description, nature & purpose of restricted funds:

The Refugee fund is for projects focusing on refugees in Europe and the Middle East.

See page 8 under “Supporting Overseas Work” for more details about the restricted funds.

15 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 September 2024 Incoming resources Resources expended £ £ £ Designated Fund Ministries and projects 311,316 529,062 (871,375) Highfield Oval 15,579 159,688 (132,404) Community hospitality and Charitable events 40,552 101,711 (108,293) Training 250,937 487,509 (290,544) Other YWAM locations 83,101 123,890 (124,353) Assets 91,480 - (46,370) Total Designated fund 792,965 1,401,860 1,573,339 General fund General fund 196,385 701,554 (714,096) Total Unrestricted Funds 989,350 2,103,414 (2,287,435)	Transfers Gains and losses At 31 August 2025 £ £ £ 352,133 - 321,136 - - 42,863 (33,970) - - (431,284) - 16,618 (57,741) - 24,897 56,991 - 102,101 (113,871) - 507,615 113,871 - 297,714 - - 805,329	Transfers Gains and losses At 31 August 2025 £ £ £ 352,133 - 321,136 - - 42,863 (33,970) - - (431,284) - 16,618 (57,741) - 24,897 56,991 - 102,101 (113,871) - 507,615 113,871 - 297,714 - - 805,329
		507,615
		297,714
		805,329

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Docusign Envelope ID: F7935BD8-1785-8640-82BF-DBAACAE0B3B0

YOUTH WITH A MISSION HARPENDEN

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

FOR THE YEAR ENDED 31 AUGUST 2025

15 Unrestricted funds

Unrestricted funds
Previous year:
At 1 September
2023
Incoming
resources
Resources
expended
£
£
£
Designated Fund
Ministries and projects
247,253
416,129
(352,066)
Highfield Oval
9,977
349,447
(289,239)
Community hospitality and
Charitable events
7,393
128,039
(94,880)
Training
9,368
500,206
(258,637)
Other YWAM locations
29,232
128,413
(74,544)
Assets
64,203
-
(41,190)
Total Designated fund
367,426
1,522,234
(1,110,556)
General fund
General fund
259,134
647,394
(696,282)
Total Unrestricted Funds
626,560
2,169,628
(1,806,838)

(Continued)
Transfers
Gains and
losses
At 31 August
2024
£
£
£
-
-
311,316
(54,606)
-
15,579
-
-
40,552
-
-
250,937
-
-
83,101
68,467
-
91,480
13,861
-
792,965
(13,861)
-
196,385
-
-
989,350

The General fund is an unrestricted undesignated fund which can be used for operating activities, including contributions towards administration costs.

Description, nature & purpose of designated funds:

The Designated funds are unrestricted funds earmarked by the Trustees for the following purposes:

Ministries and projects: for charitable activities focus on meeting missional needs in Harpenden and surrounding communities and overseas. See objectives and activities description of Supporting Communities and Supporting Overseas Work on page 5-9
The Oval Café: to provide working capital, also fund for equipment purchases and maintenance of the café.
Community hospitality and Charitable events: for hosting social events and activities that will benefit the local Harpenden community; to provide working capital for the hospitality and kitchen teams.
Training: to provide working capital, scholarship fund for various schools and training programmes.
Other YWAM locations: for charitable activities at other operational locations (Cornwall and Luton).
Assets: is currently identifying the net asset value of vehicles and equipment's owned by YWAM Harpenden.

16 Analysis of net assets between funds

Unrestricted Restricted funds funds 2025 2025 £ £ Fund balances at 31 August 2025 are represented by: Tangible assets 102,101 - Current assets/(liabilities) 711,618 4,734 Long term liabilities (8,390) - 805,329 4,734	Total 2025 £ 102,101 716,352 (8,390) 810,063

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Docusign Envelope ID: F7935BD8-1785-8640-82BF-DBAACAE0B3B0

YOUTH WITH A MISSION HARPENDEN

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

Analysis of net assets between funds			(Continued)
	Unrestricted	Restricted	Total
	funds	funds
	2024	2024	2024
	£	£	£
Fund balances at 31 August 2024 are represented by:
Tangible assets	91,480	-	91,480
Current assets/(liabilities)	907,410	4,452	911,862
Long term liabilities	(9,540)	-	(9,540)
	989,350	4,452	993,802

17 Share Capital

The company is limited by guarantee and does not have a share capital divided by shares.

18 Related party transactions

During the year, rental income received from Highfield Oval Limited was £15,273 (2024: £14,456).

19 Ultimate Controlling Party

For the whole of the year, the charity was under the control of the Directors and Trustees as shown under legal and administrative information page.

20 Cash generated from operations 2025 £ (Deficit)/surplus for the year (183,739) Adjustments for: Depreciation and impairment of tangible fixed assets 46,370 Movements in working capital: Decrease/(increase) in debtors 29,582 Increase/(decrease) in creditors 69,855 Cash (absorbed by)/generated from operations (37,932)	2024 £ 362,960 41,190 (82,869) (4,300) 316,981

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YOUTH WITH A MISSION HARPENDEN

YOUTH WITH A MISSION HARPENDEN

LEGAL AND ADMINISTRATIVE INFORMATION

YOUTH WITH A MISSION HARPENDEN

CONTENTS

YOUTH WITH A MISSION HARPENDEN

THE CHAIRMAN’S STATEMENT

FOR THE YEAR ENDED 31 AUGUST 2025

YOUTH WITH A MISSION HARPENDEN

TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) FOR THE YEAR ENDED 31 AUGUST 2025

Aims and Purpose

Objectives, Strategies and Activities

YOUTH WITH A MISSION HARPENDEN

TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

Public Benefit

Achievements and performance

TRAINING

Discipleship Training Schools (DTS)

Other Training Programmes

Biblical Core Course (BCC)

Documentary Film School (DFS)

English For Missions (EFM)

YOUTH WITH A MISSION HARPENDEN

TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

School of Frontier Missions (SOFM)

Training Seminars

Mission Builders

Leadership Training

Safeguarding Training

YOUTH WITH A MISSION HARPENDEN

TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

SUPPORTING COMMUNITIES

Seniors Lunch

Community Hospitality and Charitable Events

The SEND UK & Ireland

Polytunnel and Hope Garden Project

Creative Arts

YOUTH WITH A MISSION HARPENDEN

TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

Neighbours and Nations

Mission Adventures

Oval Café

Media Team

Wildfire Kids and Youth

YOUTH WITH A MISSION HARPENDEN

TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

Oval Youth

Schools Work in the Community

The Oval Gym

Studio

PIONEERING YWAM LOCATIONS

YWAM Carlisle

YWAM Immerse Cornwall

YWAM Mosaic

YOUTH WITH A MISSION HARPENDEN

TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

YWAM Newcastle

YWAM revive London

YWAM Arise Leeds

Clapham House

SUPPORTING OVERSEAS WORK

Circuits

YOUTH WITH A MISSION HARPENDEN

TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

Orphans Know More (OKM)

CREATING A MISSIONAL COMMUNITY

Thursday Night Gathering

Hospitality

Worship and Chapel Co

Property Services

Site Development and Kinahan Lodg e

YOUTH WITH A MISSION HARPENDEN

TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 AUGUST 2025

FINANCIAL REVIEW

Principal Sources of Income:

Expenditures:

Going Concern

Investment Policy

YOUTH WITH A MISSION HARPENDEN