## _TRUSTEES’_ and Consolidated Financial Statements _REPORT_ 

For the Year ended 31 August 2025 


COMPANY LIMITED BY GUARANTEE CHARITY REGISTRATION NUMBER: 1158046 COMPANY REGISTRATION NUMBER: 8809181 

Trustees’ Report & Consolidated Financial Statements 

1 






## _CONTENTS_ 

|Legal and administrative information<br>Foreword from the Youth Board Chai~~r~~<br>Annual Report of the Trustees<br>Independent Auditor’s report<br>Consolidated statement of fnancial activities<br>Balance sheets<br>Consolidated statement of cash flows<br>Notes to the fnancial statements|Legal and administrative information<br>Foreword from the Youth Board Chai~~r~~<br>Annual Report of the Trustees<br>Independent Auditor’s report<br>Consolidated statement of fnancial activities<br>Balance sheets<br>Consolidated statement of cash flows<br>Notes to the fnancial statements|Legal and administrative information<br>Foreword from the Youth Board Chai~~r~~<br>Annual Report of the Trustees<br>Independent Auditor’s report<br>Consolidated statement of fnancial activities<br>Balance sheets<br>Consolidated statement of cash flows<br>Notes to the fnancial statements|Legal and administrative information<br>Foreword from the Youth Board Chai~~r~~<br>Annual Report of the Trustees<br>Independent Auditor’s report<br>Consolidated statement of fnancial activities<br>Balance sheets<br>Consolidated statement of cash flows<br>Notes to the fnancial statements|Legal and administrative information<br>Foreword from the Youth Board Chai~~r~~<br>Annual Report of the Trustees<br>Independent Auditor’s report<br>Consolidated statement of fnancial activities<br>Balance sheets<br>Consolidated statement of cash flows<br>Notes to the fnancial statements||02<br>03<br>04<br>34<br>38<br>39<br>41<br>42|
|---|---|---|---|---|---|---|
||||||||
||||||||
||||||||
||||||||
||||||||
||||||||



**Trustees’ Report & Consolidated Financial Statements** 



## Legal & Administrative Information for the Year Ended 31 August 2025 

**Charity Name** 

**Charity Registration** 

## **Registered Office** 

## **Governing Document** 

## **Objects** 

Football Beyond Borders 

The Charity was registered with the Charity Commission on 26 July 2014. The registration number is 1158046. 

Football Beyond Borders, Unit 4, Warwick House, Overton Road, London, SW9 7JP 

Memorandum and Articles of Association dated 03 Apr 2026 as amended by special resolution on 10 November 2025. 

To act as a resource for young people up to the age of 30 by providing advice and assistance and organising programmes of physical, educational and other activities as a means of: 

1. advancing in life and helping young people by developing their capacity to become engaged in public life for the betterment of themselves and society as a whole. 

2. advancing education. 

3. relieving unemployment. 

4. providing recreational and leisure time activity in the interests of social welfare and social harmony for people living in the area of benefit who have need by reason of their youth, age, infirmity or disability, poverty or social and economic circumstances with a view to improving the conditions of life of such persons. 

## **Board of Trustees** 

The Trustees who served during the year or who were serving at the date of this report were: 

**Paul Barber OBE** (appointed Chair 13 Feb 2025) **Ian Gethin** (interim Chair 8th Nov 2024 - 13 Feb 2025) **Alma Donohoe** (Treasurer since 8 Dec 2024 & Deputy Chair since 2 July 2025) **Syreeta Allen Claire Camara Hugo Scheckter Aninda Saha** (resigned 30 April 2025) **Susan Williamson** (resigned 30 April 2025) **Maria Ohenewa** (appointed 8 December 2024) **Cosmo Lush** (appointed 2 July 2025) 

**Key Management** Those in charge of directing, controlling, running and operating the Charity on a day to day basis are the Chair together with Jack Reynolds, CEO of Football Beyond Borders, Ceylon Andi Hickman, Deputy CEO, Joseph Watfa, Director of People and Culture and Tom Bateman, Director of Programmes. 

**Bankers** Natwest Bank South Norwood Branch 83-84 High Street London SE25 6YZ **Auditor** Maurice Brindley BSc FCA Brindley Millen Ltd 167 Turners Hill Cheshunt, Hertfordshire, EN8 9BH 

Trustees’ Report & Consolidated Financial Statements 

2 



## Introduction from Paul Barber OBE, Trustee Chair: 

When I first came across the work of Football Beyond Borders, I spoke about how deeply it resonated with my own experiences as a young person. A year on, that conviction has only strengthened. 

I know firsthand how life-changing a trusted adult can be. When I was 13, my parents separated and, like many young people facing that kind of disruption at home, I lost focus and began to drift. What made the difference was not a programme or an intervention, but people. A PE teacher, who was also my football coach, and a house master who took the time to listen, to believe in me, and to hold me to a higher standard. Their care and consistency helped me find my way again. 

That is why the mission of Football Beyond Borders matters so much. It is rooted in something simple but powerful: that every young person deserves someone in their corner. Over the past year, I have seen that mission come to life in extraordinary ways, through the dedication of practitioners working in schools and building the relationships that change trajectories. 

This has been a landmark year for the organisation. Through its role in convening the Lost Boys Taskforce, Football Beyond Borders has brought together leaders from across football, education, business and public life to make the case for a national commitment to trusted adults. That work has contributed to meaningful progress at government level, with a commitment to expand access to trusted adult support for hundreds of thousands of young people over the coming decade included in the National Youth Strategy. 

Alongside this growing external influence, the organisation has continued to strengthen from within. I am incredibly proud that Football Beyond Borders met its fundraising targets ahead of schedule this year, reflecting the confidence that partners and supporters have in both the quality of delivery and the strength of the team behind it. It has also been a privilege to spend time with staff across the organisation, including hosting practitioners at Brighton & Hove Albion, and to represent Football Beyond Borders at key moments, from the launch of the Lost Boys Taskforce to national media features that have helped bring this work to wider audiences. 

As we look ahead, we are entering an important period of planning and growth. The next phase of Football Beyond Borders’ journey will be defined not only by reaching more young people, but by deepening the quality and consistency of the support we provide. New initiatives such as Power Up Pastoral and 


the Trusted Adult Guarantee will extend our reach by equipping more adults with the skills to build meaningful relationships with young people. 

At the same time, there is a clear commitment to strengthening the core programmes that sit at the heart of the organisation’s work in schools. As Football Beyond Borders continues to establish itself as a leading authority on trusted adult practice, maintaining the depth and integrity of that relational work will be critical. 

It remains an honour to Chair this organisation and to work alongside such a committed group of staff, Trustees and partners. Most importantly, it is a privilege to support the young people at the heart of this work, whose potential continues to inspire everything we do. 

I look forward to what we will achieve together as we continue to build a country where every young person has a trusted adult. 

## Paul Barber OBE Non-Executive Chair of Trustees 

**Trustees’ Report & Consolidated Financial Statements** 

**3** 



## 1. STRUCTURE, GOVERNANCE & MANAGEMENT Annual report of the trustees For the year ended 31 August 2025 

The Trustees submit their report and the group financial statements of Football Beyond Borders (“the Charity”) for the year ended 31 August 2025. The financial statements have been prepared in the format prescribed by the Statement of Recommended Practice: Accounting and Reporting by Charities (SORP2019 (FRS102)). The legal and administrative information set out earlier in this document forms part of this report. This report also constitutes a directors’ report required by section 415 of the Companies Act 2006 as all Trustees of a charity company are directors. 

Trustees’ Report & Consolidated Financial Statements 

4 



## 1.1. Trustees 

The Trustees meet at least four times annually to discuss a full range of matters relating to strategy, project work, recruitment, finance and general administration 

The induction process for any individual newly-appointed to the Board of Trustees comprises – in addition to our statutory safeguarding requirements as set out in Department for Education and Charities Commission guidance - an initial meeting with at least two of the Trustees (whenever possible one of these two Trustees being the Chair) and receipt of copies of: 

- the memorandum and articles of association 

- the most recent financial statements 

- the organisation’s strategic objectives for the year 

- the Charity Commission’s guidance ‘The Essential Trustee’. 

This was a year of significant development on the Trustee Board with the completion of the recruitment process for our new Chair of the Board of Trustees. A panel of Trustees began the search in Autumn 2024. Brighton and Hove Albion FC Chief Executive and Deputy Chairman, Paul Barber OBE, was confirmed as the new Chair of the Charity in February 2025. 

Paul worked with the Exec team to conduct a skills audit and review conversations with each Trustee. Following those conversations, the Charity’s Treasurer, Donohoe, was appointed as Vice-Chair. The Board also decided that the Charity was missing expertise with regards to a Headteacher with direct experience of our work in schools and with Paul’s marketing background we were now doubling up in this regard. As a result, two Trustees - Sue Williamson and Indy Saha - stepped down from the Board at the end of the academic year and the end of their first three year term with the Charity. In the 25/26 academic year, the Board began the search for a headteacher from an FBB partner school to replace Sue Williamson. Additionally, the Board wanted a stronger link between Trustees and our Development Committee and recruited Cosmo Lush as Chair of our Development Committee and a Trustee in July 2025. 

Alongside these changes, there was still significant stability at Board level with 6 Trustees remaining on the Board for a further term. 

In a year of financial and staffing stability, and the 2nd year of a business plan which we were on track to deliver, the Trustees were able to focus on longer term thinking about our strategic positioning and to reshape the structure of our Programmes leadership team. There were substantive discussions about the organisation’s Brand Architecture and the link between the core brand of FBB, the subsidiary of YBB, and the work that the Charity had begun around Trusted Adults and the ‘Lost Boys Taskforce’. Linked to this, the Board also discussed the aspects of adult training and non-direct delivery which would have the greatest impact. Taken together, this meant that the Board was well prepared for the detailed discussions on the 2026-2029 business plan in the 2025/26 academic year. 

The Trustees continued to focus on FBB’s founding question: ‘What does it take for our most vulnerable young people to thrive in mainstream school?’. This year’s impact evaluation saw the Trustees prioritise making progress on: 

- Improving our programme with At Risk young people in Year 2 

- Defining our approach to School Attendance 

- Improving our engagement in Year 3 and Year 4 

- Developing our approach to Working with Adults 

- Understanding our approach to programme adaptations for schools 

On leadership development, the Trustees have continued to take a long term, developmental view to succession planning  with a steadfast commitment to nurturing talent and ensuring a seamless transition in key leadership roles. After 6 years in the role, our Director of Programmes, Tom Bateman, decided to return to schools and took up an Assistant Headteacher role with responsibility for attendance, pastoral and behaviour at Lift Aylward in Edmonton. The Board agreed to create three regional lead SLT positions - Head of West Midlands, Head of North West, and Head of London - to pick up Tom’s operational responsibilities. The Trustees were delighted that 3 internal candidates were successful in being promoted to these roles. Additionally, the Charity’s ‘Head of Impact’ and Strategy was promoted to ‘Director of Impact and Strategy’ and the Charity’s ‘Head of Finance and Operations’ was promoted to ‘Director of Finance and Operations’. 

On submitting these accounts in May 2026, the Board are confident the charity is a going concern for the next 12  months. This is based on a detailed review of the organisation’s latest month-end closing balance, level of unrestricted  reserves and our funding pipeline (both secure and target) as evidenced by our cashflow forecast. 

5 

Trustees’ Report & Consolidated Financial Statements 




## 1.2 Finance, Governance, and Risk Committee (FGRC) 

The Finance, Governance and Risk Committee (FGRC) was established in October 2020 to provide additional oversight and specialist expertise across these key areas of the organisation in accordance with the Charity Governance Code. The Committee is formed by a minimum of two Members of the Board of Trustees and Independent Experts with specialist expertise in areas such as risk management, charity law, safeguarding, governance, compliance and charity finance. 

During the year, Alma Donohoe stepped up as Treasurer for the FGRC and Deputy Chair of the Trustee Board, a change formally approved by the Board at the July meeting. Ian Gethin stepped down from the FGRC as Treasurer, having served on the Committee since its inception and played an important role in shaping its early development. 

The Committee was further strengthened through several new appointments. Lee Cooper joined the FGRC in April 2025, bringing financial leadership experience from his role as Finance Director at Brighton & Hove Albion Football Club. Martin Skehan joined in October 2024, contributing both his experience as a former participant of Football Beyond Borders and his professional expertise as a Paralegal at the Government Legal Department. Chantelle Fearon also joined in October 2024, bringing specialist safeguarding expertise from her role as a senior social worker in Lambeth. 

All activities of the FGRC are shaped by the Committee’s Charter, which was established by the Board of Trustees upon the Committee’s formation in 2020. We have summarised below the key areas of progress across the substantive matters considered by the FGRC during the year. 

**1. Governance:** The Committee oversaw several improvements to the charity’s governance framework. A centralised governance document was introduced, including a governance scorecard designed to track diversity, attendance, tenure and skills coverage across governance bodies. Governance processes were further strengthened through the introduction of a succession planning framework to identify both internal and external successors for key leadership roles. In addition, work progressed on relaunching and embedding a Youth Board to ensure young people’s voices continue to inform the organisation’s governance and strategic decision-making. 

**2. Safeguarding:** Safeguarding remained a core priority throughout the year, with evidence of a strengthened reporting culture and improved practice across the organisation. The number of safeguarding incidents reported increased, particularly medium and high-level cases, which leadership interpreted as a positive indicator of improved staff confidence and transparency rather than increased safeguarding risk. New processes were introduced, including weekly “atrisk hour” discussions to review complex cases and a revised safeguarding policy designed to be clearer and more accessible for staff. Governance oversight was strengthened through the introduction of a safeguarding risk register and additional focus on risks associated with trips and out-of-school environments. 

**3. Finance:** The charity maintained strong financial oversight throughout the year, supported by detailed monthly management accounts and regular cashflow forecasting. The organisation continued to meet its key financial targets, including maintaining unrestricted reserves within the 3 - 4 month policy range, sustaining a cash runway of over 12 months, and keeping budget to actual expenditure within a 2% variance. By the end of the year, more than 70% of income for the following financial year had been secured, providing a solid foundation for the upcoming academic year. To strengthen cash management, the charity also implemented Flagstone, a cash management platform that enables the organisation to earn competitive interest on its cash reserves while maintaining appropriate access and security. 

**4. Risk Management:** Significant improvements were made to financial reporting, including the introduction of a more detailed and structured monthly management account. This new format places greater emphasis on cashflow forecasting, secured income, and revenue pipeline analysis. Quarterly forecasting continued to ensure agility in responding to financial performance. 

Overall, the Committee continued to provide robust oversight across finance, governance, safeguarding and risk management, ensuring the organisation remains well positioned to manage risk and support its continued growth. 

Trustees’ Report & Consolidated Financial Statements 

6 



## 1.3 Risk Management 

The Trustees acknowledge that they have a responsibility for the identification and proper management of risks faced by the Charity in achieving its primary aims. The Trustees have therefore assessed the major risks to which the Charity is exposed, in particular those relating to the specific operational areas of delivering services in schools, its investments and its fi- 

nances. A particular focus of this accounting period for the management of risk was around the preservation of a reliable income stream from delivering services to schools. To mitigate these risks, the Trustees focused on assuring strategies are in place for regional operations to maximise income in these areas. 

The table below sets out a summary of the key risks which the organisation identified and worked to mitigate during this period. 

|Risk identifed|Controls, actions and mitigations|
|---|---|
|Safeguarding<br>disclosure not<br>dealt with properly by<br>a staf member|•<br>Safeguarding training delivered at start of school year and start of calendar<br>year<br>•<br>Weekly reminders of safeguarding processes in team meetings<br>•<br>Designated Safeguarding Leads (DSL) have monthly supervision from<br>NSPCC DSL Supervisor.<br>•<br>Full time Safeguarding lead in place, along with hybrid Designated Deputy<br>Safeguarding Lead (DDSL)<br>•<br>Investment in CPOMS sofware.<br>•<br>Regular training as part of the Practitioner Training Programme for all staf.<br>•<br>All programmes senior leaders have been trained to a Level 3 standard|
|Lack of ofce space<br>or issue with ofce<br>space causes<br>disruption to work|•<br>Extensive building works have begun within the London Ofce building,<br>with communications between Lambeth Council RMO and construction<br>workers being managed by the Operations Manager. Any disruption has<br>been swifly communicated to the staf team.<br>•<br>Ofce manager in post to ensure a positive working environment and<br>address any needs that arise.<br>•<br>Regional ofce management overseen by Operations Manager, becom-<br>ing a clear part of their remit.<br>•<br>WM & NW ofce spaces both ft for the team needs, being new within<br>the past year|
|Regional operations<br>close down due<br>to capacity or fewer<br>local networks<br>outside of London.|•<br>Additional of Head of Region in the North-West and West-Mid regions,<br>with increased Senior Leadership presence<br>•<br>Appointment of Head of School Partnerships to work alongside regional<br>Head of Regions to create a clear income pipeline for schools in these<br>areas<br>•<br>Creation of clearer remit regarding the retention of school programmes|
|FBB unable to increase<br>school’s income per<br>programme|•<br>Development of a clear Schools Marketing strategy, including both digital<br>and in-person strategies to improve and increase the school-to-sales<br>pipeline<br>•<br>The creation of a coalition between Jamie’s Farm, FBB, AllChild, The Reach<br>Foundation and The Centre for Emotional Health to co-create a CPD<br>scheme called Power Up Pastoral, designed to upskill school pastoral staf,<br>creating an additional revenue stream as an add-on for school sales<br>•<br>Incorporating broader programme requirements and proven impact results<br>to appeal to schools<br>•<br>Creating percentages targets per programme to focus on selling particular<br>core programmes to schools<br>•<br>Production of Senior Leaders Programmes forums and CPD training, de-<br>signed to drive people towards FBB as an intervention tool for purchase<br>•<br>Gradual increase in pricing, rather than dramatic increase, to reflect inflation-<br>ary costs and cost of running the programme|



Trustees’ Report & Consolidated Financial Statements 

7 



2. PROGRAMMES
li¥'4r
I'rusteeg Report & LI)￿51)11dated l.'inaiiL'ial StatenientS

_OUR VISION_ Our vision is that all of the UK’s most vulnerable young people can thrive in mainstream school and make a successful transition to adulthood. 


_OUR PURPOSE_ Our purpose is to create a country where every vulnerable young person has a trusted adult throughout their secondary school years. 

## _OUR MISSION_ 

FBB works with young people from areas of socio-economic disadvantage who are passionate about football but disengaged at school to help them finish school with the skills and grades to make a successful transition into adulthood. We do this by providing long-term, intensive support built around relationships and young people’s passions in the classroom and beyond. 



Trustees’ Report & Consolidated Financial Statements 

9 




## 2,886 _PARTICIPANTS_ 

||2,886 _PARTICIPANTS_|
|---|---|
||980<br>(34%) of our young<br>people had Special<br>Educational Needs<br>(6% EHCP and<br>27% K Code)<br>56%<br>from Global<br>majority<br>backgrounds<br>414<br>increase in<br>participants from<br>the previous year<br>1,689<br>(59%) young<br>people were<br>eligible for Pupil<br>Premium<br>2,045<br>(71%)  boys<br>841<br>(29%)  girls|
||2022/23<br>2021/22<br>2,250<br>1,497<br>120<br>97<br>Total Participants<br>Total Projects<br>2032/24<br>2,660<br>175<br>2024/25<br>2,886<br>196|





Trustees’ Report & Consolidated Financial Statements 

10 



## OUR _WORK_ 

We support young people who are: 

1. Predicted not to obtain their GCSEs (based on Key Stage Two attainment) 

2. Growing up in low-income households (based on their Free School Meals status) 

3. At risk of not finishing school due to behaviour issues (based on our explicit enrolment criteria) 

We worked with 2,886 young people in 2024-25, across three regions: London (57% of participants, 1,649 young people), the North West (30%, 861 young people) and the West Midlands (13%, 376 young people). 

Of the 2,886 young people we worked with this year, 2,045 (71%) were boys and 841 (29%) were girls. 1,689 (59%) of our young people were eligible for Pupil Premium; 980 (34%) of our young people had Special Educational Needs (6% EHCP and 27% K Code) and 1,629 (56%) of our participants were from global majority backgrounds. The young people we support face higher levels of risk and disadvantage than the national school population, reflecting our focus on those who experience increased barriers to thriving in mainstream education. 

## OUR _OUTCOMES_ 

Football Beyond Borders exists to ensure that every young person has a trusted adult in school. We work with young people who are least likely to thrive in mainstream education, building long-term relationships that help them stay in school, develop the skills they need to succeed and build a sense of belonging. 

Our impact in 2024-25 remained strong as we continued to scale our programmes. Despite operating in a challenging national context, including widening disadvantage gaps and rising exclusions, our programme continued to support meaningful improvements in young people’s engagement with school and their long-term outcomes. 


Trustees’ Report & Consolidated Financial Statements 

11 



## Long Term Outcomes 

These outcomes capture the long-term change we aim to support over the course of our four-year programme. 

## Finishing School: 

## 98% 

of our at-risk students were not permanently excluded or managed moved. This outcome has remained consistently strong year on year (97% in 2023-24), even as we have continued to scale our programmes and reach more young people, and even in the face of increasing exclusion outcomes nationally. Preventing school exclusion remains one of the most important indicators of our impact, as exclusion significantly reduces young people’s chances of progressing into education, employment or training. 


**----- Start of picture text -----**<br>
Academic Attainment:<br>35%<br>**----- End of picture text -----**<br>


of our at-risk students achieved a pass grade in their English and maths GCSEs. Our young people were significantly more likely to achieve these qualifications than those in national comparison groups (4% for young people who have been permanently excluded and 18% for young people eligible for Free School Meals who have Special Educational Needs), demonstrating the impact that relationships with trusted adults and sustained engagement can have on educational outcomes. Achieving passes in English and maths GCSEs is a key protective factor for young people’s future education, employment and earnings. While our programme does not directly teach these subjects, we develop the social and emotional skills that underpin academic success and engagement in school. 


**----- Start of picture text -----**<br>
Developing Social Emotional Learning Skills:<br>62%<br>**----- End of picture text -----**<br>


of our at-risk young people improved their Social Emotional Learning (SEL) skills. Our data shows that these skills strengthen the longer young people stay with Football Beyond Borders, bucking the international trend which shows SEL skills typically declining between the ages of 11 and 15. Social and Emotional Learning (SEL) skills are closely linked to improved engagement with learning, stronger relationships in school, and better academic outcomes. 

Trustees’ Report & Consolidated Financial Statements 

12 



## Intermediate Outcomes 

Alongside long-term outcomes, we track a range of intermediate outcomes which help us understand how young people are progressing during the programme and provide insight into the quality of delivery. 

## Wellbeing: 

## 70% 

## **of our at-risk young people saw their wellbeing improve or remain stable during the year.** 

Young people’s mental wellbeing typically declines during adolescence. However, 70% of young people participating in the Football Beyond Borders programme report improvements in wellbeing or maintain stable wellbeing across the academic year. This highlights the protective role that trusted adult relationships can play in supporting young people’s wellbeing. Independent research by the University of Manchester, #Beewell and ProBono Economics also found that improvements in wellbeing experienced by young people on our programme are comparable to those observed when adults move from unemployment into employment. 


**----- Start of picture text -----**<br>
Behaviour:<br>**----- End of picture text -----**<br>


## 76% 

## **of our at-risk young people improved their behaviour in school over the course of the academic year.** 

Behaviour is measured through reductions in behaviour points recorded by schools. Improvements in behaviour are often associated with stronger relationships with staff, improved emotional regulation and increased engagement with school life. 

Suspensions: 

92% 

## **of our at-risk young people experienced a reduction in the number of suspensions they received during the year.** 

Suspensions are an important indicator of school engagement. Reductions in suspensions suggest improved relationships with school staff, improved behaviour, increased engagement with education and a lower risk of permanent exclusion. 

Trustees’ Report & Consolidated Financial Statements 

13 





## OUR _APPROACH_ 


**Football Beyond Borders supports young people who face the greatest barriers to thriving in mainstream secondary education. Our work is built on the belief that strong, consistent relationships with trusted adults can transform a young person’s experience of school and their long-term outcomes.** 

Our approach has three pillars: Direct Delivery with Young People, Supporting Adults in Schools, and Developing Relational Practitioners. 

## Direct Delivery 

## The FBB Core Programme: 

Our core programme is a long-term intervention supporting young people from Year 8 to Year 11 in mainstream secondary schools. It combines social and emotional learning, mentoring and transformational experiences to strengthen young people’s relationships, engagement with school and long-term outcomes. 

In the first two years, young people participate in weekly two-hour sessions delivered by trained practitioners. These sessions combine **classroom-based Social and Emotional Learning (SEL) with football-based activities and reflection** , helping young people develop skills such as self-awareness, emotional regulation, relationship-building and responsible decision-making. 

Alongside group sessions, young people receive **therapeutically informed one-to-one** mentoring from practitioners trained in trauma-informed and wellbeing practice. Practitioners spend a full day each week in partner schools, working closely with pastoral teams to support young people who may be at risk of exclusion or disengagement. This includes mentoring, restorative conversations, reintegration meetings following suspensions and advocacy for young people within school systems. 

We also work closely with **parents and carers** , building trust and maintaining regular communication to strengthen the support around each young person. 

**Transformational experiences** are an important part of the programme. Trips, football opportunities and wider experiences help young people build confidence, deepen relationships and broaden their understanding of the opportunities and pathways available to them beyond school. 

## Play Forward by Marcus Rashford 

Play Forward is a programme co-created by Football Beyond Borders, Marcus Rashford and Nike to support young people as they transition into secondary school. 

Using the power of football and storytelling, the programme helps Year 7 pupils build confidence, understand their strengths and begin forming positive relationships in their new school environment. Through structured classroom and football activities, young people explore identity, belonging and teamwork during a critical moment in their educational journey. 

Trustees’ Report & Consolidated Financial Statements 

14 



## Youth Futures Foundation - Building Futures 

Football Beyond Borders was selected by the Youth Futures Foundation to design and test an intervention aimed at supporting young people at risk of becoming Not in Education, Employment or Training (NEET). 

Working in partnership with the Behavioural Insights Team and Youth Futures Foundation, we have co-designed and piloted the Building Futures programme. This work focuses on helping young people build confidence, develop key life skills and strengthen their understanding of future pathways beyond school. 

## Pastoral Days 

We also deliver Pastoral Days for partner schools to support students who require additional short-term intervention. 

These intensive sessions provide targeted relational support for small groups of young people who may be struggling with behaviour, engagement or transitions within school. Through structured activities, reflection and group discussion, Pastoral Days help young people rebuild trust with adults, strengthen peer relationships and re-engage positively with school. 

## Supporting Adults in Schools 

Alongside our direct work with young people, we support teachers and school staff to develop more relational approaches to working with students. 

## Developing the Workforce 

Football Beyond Borders was founded on a simple question: what does it take for the most vulnerable young people to thrive in school? 

Our experience shows that the quality and consistency of relationships between practitioners and young people is central to driving meaningful change. For this reason, we invest heavily in developing a highly skilled workforce of relational practitioners. 

All delivery staff complete our two year Practitioner Training Programme (PTP), a structured professional development programme designed to build expertise in relational practice and supporting vulnerable young people. 

- The programme includes over 100 hours of taught learning, alongside four days per week of practice in partner schools, regular reflective practice sessions and ongoing supervision. 

- In their second year of the PTP, practitioners complete the Trauma Informed Schools (TIS) Diploma, a nationally recognised qualification that deepens their understanding of developmental trauma and how it affects behaviour, relationships and learning. 

Through this training, practitioners develop the skills needed to build strong, consistent relationships with young people and support them to feel a greater sense of belonging in school 

We deliver training and professional development for school staff, focusing on how adults can build stronger, more consistent relationships with vulnerable young people. Topics include: Adolescent development and neuroscience; Developmental trauma and attachment; Relational practice in schools. 

By strengthening the skills of adults working with young people every day, we aim to increase the number of trusted adults in schools, helping more young people feel supported and understood. 

15 

Trustees’ Report & Consolidated Financial Statements 



## _TESTIMONIALS:_ 

## Maryam 

Maryam graduated from FBB in 2025, having joined the programme in 2021. She is a confident leader, a talented footballer and a creative force with a passion for music and fashion. But, when she first arrived, she had been labelled by her school as overly emotional, disruptive and immature - labels that never reflected her full story. 

From the outset, Maryam’s practitioners recognised her natural ability to bring people together. She was often the glue within her group, but she was also navigating a school environment that triggered her daily and made it difficult to regulate her emotions. Through consistent 1:1 support and weekly sessions with her FBB practitioners, Maryam was given the space to be heard, to reflect, and to begin making sense of her experiences, building both her self-awareness and her sense of belonging. 

Football became a powerful outlet for that growth. On the pitch, her confidence began to flourish; in the classroom, she developed stronger relationships and the social and emotional skills to lead with empathy and intention. 

FBB also opened up opportunities for Maryam to be seen and celebrated beyond the classroom. She spoke on a panel at Wembley Stadium for a Black History Month event with the London FA, sharing her experiences with honesty and pride to a room of senior stakeholders. Afterwards, she said she “couldn’t stop smiling”, a moment that captured just how far she had come. 

By the end of Year 11, Maryam had finished school with flying colours and taken centre stage in FBB’s This Is My Pitch campaign. She featured in a short film at the heart of our Women’s Euros campaign and shared her vision for the future of the women’s game at an exhibition attended by FBB supporters. Among those present were senior leaders from the Women’s Super League who, having seen Maryam deliver her pitch, invited her and her peers to present directly to the WSL board. 

Maryam has rewritten her narrative, proving that the labels once placed on her never defined her. 

Trustees’ Report & Consolidated Financial Statements 

16 




## “FBB’S IN DEPTH ONE TO ONE WORK AND CONSISTENT PARENTAL ENGAGEMENT HAS UNCOVERED UNADDRESSED SAFEGUARDING AND WELLBEING NEEDS THAT ALLOWED US TO BETTER SUPPORT FAMILIES IN NEED.” 

ɍ Will Berridge, Assistant Headteacher at Park View School 

“What is really interesting to me about FBB is the approach of a complete, non-sanction, non-blame, structured therapeutic approach. Schools can’t always provide that because life gets in the way, exams get in the way. But FBB staff are there solely for those children, and that non-judgmental element is really impactful.” 

ɍ Dominic Bergen, Headteacher at Elm Green School 

“The [FBB] staff create a sense of belonging—not just in school but by providing students with an identity and getting them to understand their own thoughts, feelings, and emotions.” 

ɍ Tom Sargeant, Vice Principal at Bacon’s College 

“The work FBB complete is of a consistently high standard and the level of professionalism from the facilitators is excellent. The impact on the young people is clear - a sense of cohesion and ‘belonging’ is obvious and all students engaged with the programme have shown improved engagement and sense of pride. We’ve seen a real reduction in negative behaviour points for a number of the students involved in the programme.” 

- ɍ Sam Bawden, Assistant Principal at Duke’s Aldridge Academy 

“FBB’s in depth one to one work and consistent parental engagement has uncovered unaddressed safeguarding and wellbeing needs that allowed us to better support families in need.” 

- ɍ Will Berridge, Assistant Headteacher at Park View School 

Trustees’ Report & Consolidated Financial Statements 

17 



## POWER UP PASTORIAL _TESTIMONIALS:_ 

“[Our pastoral staff] are really enjoying the work they are doing [on Power Up Pastoral]. They come back from all the sessions absolutely buzzing, full of motivation and ideas. It is one of the best training opportunities we have accessed.” 

ɍ Deputy Head Leeds 

“This course has easily been one of the best I have attended. The Power Up Pastoral team made the sessions enjoyable, engaging, and genuinely valuable, without it feeling like just another training session. You have all done an excellent job.” 

ɍ Power Up Pastoral Participant Manchester 

Trustees’ Report & Consolidated Financial Statements 

18 



4*•

## The Trustees would like to thank the staff and pupils of the following schools who have helped to make these achievements possible: 
































































Accrington Academy, Archbishop Lanfranc Academy, Arena Academy, Ark Globe Academy, Ark Walworth Academy, Bacon’s College, Basildon Lower Academy, Bishop Justus CofE School, Blessed Thomas Holford, Burlington Danes Academy, Charter North Dulwich, Chestnut Grove Academy, Chorlton High School, City Academy, City Heights, City of London Academy London Nautical, City of London Academy Southwark, Clarion, De La Salle, Debden Park High School, Eltham Hill, Evelyn Grace Academy, Glebe School, Halewood Academy, Harris Beulah Hill Academy, Harris Clapham Academy, Harris Morden Academy, Harris Tottenham Academy, Haverstock School, Hendon School, Highgate Wood, Holland Park School, Holy Family Catholic School, Jewellery Quarter Academy, Kemnal Technology College, Knights Academy, Ladybridge Community School, Laisterdyke Leadership Academy, Magna Carta School, Manchester Enterprise Academy, North Liverpool Academy, Oasis Academy Shirley Park, Ormiston Forge, Our Lady and St Chad Catholic Academy, Rockwood Academy, Sale High School, Skinners’ Academy, St Gabriel’s College, St John Fisher Catholic Voluntary Academy, St Philomena’s High School for Girls, Teddington School, The Barlow RC High School, The County High School Leftwich, The Elmgreen School, The Urswick School, Valley Leadership Academy, Wardle Academy, West Walsall Academy, Willenhall Academy, Woodside High School. 

Trustees’ Report & Consolidated Financial Statements 

20 



## Coverage 

This year marked a step change in Football Beyond Borders’ public profile and reach. Most notably, in July 2025 we launched the Lost Boys Taskforce - a cross-sector coalition of leaders from football, education, youth work, policy and business, united behind a bold ambition: to make the UK a country where every young person has access to a trusted adult. The launch generated significant national attention, including coverage on the BBC Today Programme with Amol Rajan, appearances across BBC Radio 5 Live, the BBC News Channel, and discussion on The Rest Is Politics, helping to establish FBB as a leading voice in the national conversation about boys, belonging and trusted adults. 

Alongside this growing policy and media profile, we continued to create cultural moments that reflected the quality and distinctiveness of the FBB brand. During the Women’s Euros, we delivered This Is My Pitch - a campaign and event that created space for girls and young women to reimagine the future of football through their own stories, ideas and creativity. The campaign made clear that progress in the women’s game must be shaped not only by results on the pitch, but by equity, access and voice off it too. We also partnered with Visa during the Women’s Euros period to create a film connected to that moment, continuing our work of using major football tournaments as a platform to centre young people’s experiences and perspectives. 

A major moment in the year came with the launch of our latest Impact Report at Wembley Stadium, in partnership with Nike. As part of the launch, 100 girls took over the pitch at Wembley - a powerful expression of the future we want to help build, and of the scale, ambition and joy that sits within our girls’ work. The 





report itself built on the growing evidence base behind FBB’s model, including previous analysis showing that our programme generated more than £5.5 million in wellbeing benefits to society, with each practitioner delivering almost £150,000 of social value. 

We also used the year to celebrate the adults who make our impact possible. At Champions for Change, our event with Gillette, we recognised the brilliance of FBB staff and the trusted relationships at the heart of our model. At the event, Ian Wright presented the Trusted Adult of the Year award to Leanne Bates, one of our practitioners, in recognition of the extraordinary care, advocacy and belief she brings to young people every day. 

Across the year, FBB continued to appear in wider media and cultural spaces that helped broaden awareness of our work and message. From football and youth culture platforms to mainstream broadcast conversations like ITV’s Lorraine and BBC Crimewatch, our voice increasingly travelled beyond the classroom and the pitch - strengthening our position not just as a delivery organisation, but as a trusted contributor to debates about education, relationships and the future of young people. 

As we close the year, FBB is increasingly recognised for more than the quality of its programmes alone. We are becoming known for our ability to connect football, education, policy and culture around a shared mission: ensuring that more young people have the support, belonging and trusted adult relationships they need to thrive. 

Trustees’ Report & Consolidated Financial Statements 

21 



¥.

**YBB IS THE TRADING SUBSIDIARY OF THE FBB GROUP.** 


## Continued Commercial Growth and Financial Sustainability 

Increased turnover from £780k to £1.1m, while expanding our grassroots youth network to over 3,000 young people across the creative, entrepreneurial and wellbeing sectors. Alongside this growth, we invested in a new CRM system to strengthen operational efficiency, relationship management and long-term scalability. 


## - High Profle Brand Collaborations and International Campaigns 

Delivered impactful campaigns and creative projects for some of the world’s leading youth-focused brands, including Nike, JD Sports, UGG and Kurt Geiger, with a growing portfolio of international campaign work that further strengthened our reputation for culturally relevant youth engagement. 

## - Development of a High Quality Production and Activation Capability 

Expanded our in-house production and experiential activation capabilities, enabling the delivery of high-quality campaigns, events and brand experiences for partners including UGG. This strengthened our ability to deliver end-to-end creative solutions and execute projects at increased scale and quality. 

## - Recruitment of a High Calibre Board 

Established a new Board comprising senior leaders and experts from leading brands, agencies and creative industries, bringing enhanced strategic oversight, commercial expertise and sector insight to support the next phase of growth. 

## - Formation of a High Performing Core Team 

Doubled the size of the core team, building a highly motivated and mission-aligned workforce with strengthened creative, strategic and operational capabilities to consistently deliver high-quality work and client impact. 

## Enhanced Operating Model and Infrastructure 

Strengthened the organisation’s operating model through investment in a new office space and improved internal systems, creating a more collaborative environment to support team development, delivery excellence and sustainable future growth. 

Trustees’ Report & Consolidated Financial Statements 

23 



## 3.FINANCIAL REVIEW 

Funding for the Charity comes mainly from partner school service delivery fees, grants, corporate partnerships, supporter donations, legacies, and events. The trustees would like to express their thanks and appreciation to the following benefactors for their very generous support: 

Corporate partners: 




















160over90, Art of Football, CAA Stellar Football, CD&R Foundation, EA SPORTS, Gillette, Gumball3000 Foundation, Hill & Knowlton Strategies, Inflexion, JD, Kitlocker, Mishcon De Reya, Nike, The FA, Sixth Street, Snap Group, VISA, We Out Here 

Trustees’ Report & Consolidated Financial Statements 

24 



## Grant making trusts and foundations: 
































A&O Shearman LLP, Adobe Community Fund, Brightside, Chimo Trust, CHK Foundation, Comic Relief, Common Goal, Esmee Fairbairn, Football for Change, Fidelity Foundation, FIFA Foundation, Greenwood Place, Greater London Authority, Immersion Capital LLP, Impetus, Jack Petchey, JD Foundation, John & Penelope Lebus Trust, Julia Rausing Trust, Leathersellers Company, Lightbulb Trust, Nuffield Department of Clinical Neurosciences, Paul Hamlyn Foundation, The Dulverton Trust, The Rayne Foundation, The Neville Abraham Foundation, The National Lottery, The Walcot Foundation, Tuixen Foundation, St James Place Foundation, William Wates, Youth Futures Foundation 

**25** 

**Trustees’ Report & Consolidated Financial Statements** 



And finally, a huge thank you to all those involved with the Remembering Freddie Challenge who raised more than £10,000 to support our work. 



## Special mentions to the following individuals: 

**ALASTAIR GIBBONS GORDON SANGHERA JASON MCGIBBON KEVIN REYNOLDS** 

**PAUL BARBER OBE RODRI ASHLEY COE** (THE VINTRY) **FRED AGAIN** (GOODLIFE MANAGEMENT) 



## 3.1 Financial Activity and Financial Position 

The Statement of Financial Activities, Balance Sheets and Statement of Cashflows can be found on pages 19, 20 and 21 respectively. The Charity’s group reserves increased by £69,203 (2024: increased by £7,972). The balance sheet shows total net assets of £1,368,163 (2024: £1,298,960). Cash increased £662,921 from £733,370 to £1,396,291 (2024: decreased £428,991 from £1,162,361 to £733,370). 

Included in total funds are amounts totalling £407,853 (2024: £68,562) which are restricted. These monies have either been raised for, and their use restricted to, specific purposes, or they comprise grants subject to grantor imposed conditions. Full details of these restricted funds can be found in note 11 to the accounts together with an analysis of movements in the year. 

## 3.2 Reserves Policy 

Football Beyond Borders’ reserves policy is to maintain a sufficient level of reserves to ensure the continuity of operating activities, considering potential risks and contingencies that may arise from time to time. The Board of Trustees has set the charity’s reserves requirement as a target range of three to four months of normal operating expenditure. This aligns with one school term, which reflects the charity’s invoicing cycle. At the end of the year, reserves fell below the three-month threshold. However, at the start of the new school and financial year in September, reserves returned to within the target range of three to four months. 

At 31 August 2025 the Charity (Group) had net free reserves of £880,034 (2024: £1,160,938) as follows: 

||**2025**<br>**(£)**|**2024**<br>**(£)**|
|---|---|---|
|**Total reserves**|1,368,163|1,298,960|
|Less: restricted funds|(407,853)|(68,562)|
|Less: intangible fxed assets|(13,851)|(24,905)|
|Less: tangible fxed assets|(66,425)|(44,555)|
|**Free reserves**|**880,034**|**1,160,938**|
|**Free reserves requirement**<br>3 to 4 month’s budgeted routine expenditure|1,100,000|1,000,000|



## 3.3 Key Management Remuneration 

The Trustees carry out an annual pay review to ensure that the charity’s pay levels are fair, competitive and an effective use of Charity funds. 


Trustees’ Report & Consolidated Financial Statements 

28 



## 4. FUNDRAISING 

The Fundraising team at FBB focuses on securing income from corporate partnerships, trusts and foundations, major donors and community fundraising. Our schools income sat with our School Sales Lead. In 2024/25, we raised £3,165,423 of income including significant multi-year grants and donations. 

Partnerships with companies can offer both financial and in-kind support in the form of pro bono work and providing volunteers. We seek funds from charitable trusts and foundations and apply for both core support and funds restricted to specific projects and purposes. We claim Gift Aid on eligible donations made by individuals. 

All fundraising was carried out by the Chief Executive Officer, Director of External Relations and their team. Fundraising efforts were supported by the 

Fundraising and Development Committee. As well as being guided by our own internal fundraising strategy and policies, FBB adheres to the Code of Fundraising Practice (including guidance on vulnerable donors) and is registered with the UK Fundraising Regulator. No external professional fundraisers were used in the financial year ended 31 August 2025 and FBB has not received any complaints regarding our fundraising activities. When interacting with others, fundraisers ensure that they treat people fairly and with respect, explain the cause in a way which does not mislead people, and are sensitive to people who may be in vulnerable circumstances. When FBB graduates are involved in fundraising activities (for example through telling their stories to donors at events), they are remunerated for their time in line with the London Living Wage. 


**Trustees’ Report & Consolidated Financial Statements** 

**29** 



## 5.PLANS FOR FUTURE PERIODS 

As we are in the final year of our 2023-2026 business plan, we have worked on our high-level strategy for the upcoming three years and presented this to the Trustee board in February 2026. Our vision remains the same; a country where every young person has a trusted adult. 

To achieve this, our strategic targets for 2026-2029 include: 

1. Being the Trusted Adult for 3,700 of the most vulnerable students in secondary school through the delivery of our ‘FBB Schools’ programme in our 3 existing regions 

2. Delivering Power Up Pastoral (PUP) and TAG Coaches to provide 1,500 adults, already embedded in Young Peoples lives, with the commitment and skills to be the trusted adults for a further 37,500 vulnerable young people at schools and football clubs across England 

3. Publishing evaluations, delivering quarterly campaigns, and organising annual showcases through the ‘Movement for Trusted Adults’ to create a country here every young person has a trusted adult in their lives 

The following sections detail the focus and ways of working for each directorate over the 25/26 academic year: 

## Programmes & Impact 

As we move into the final year of our current threeyear business plan (2023-2026), our focus remains on delivering high-quality programmes for young people while strengthening the long-term sustainability of Football Beyond Borders. 

We will continue to refine and develop our core programme so that we can achieve the greatest possible impact for the young people we support. In particular, we will focus on strengthening engagement in the later years of the programme and ensuring that our approach continues to respond to the evolving needs of young people in schools. 

A key priority will be continuing to invest in our practitioners. The relationships our practitioners build with young people are central to our impact, and we are committed to supporting our team through training, development and clear career pathways. Our Practitioner Training Programme will remain a cornerstone of this approach, helping us ensure that staff have the skills and support needed to work with young people experiencing significant challenges in school. 

We will also continue to strengthen how we evaluate and learn from our work. This includes improving our access to school data so practitioners can better understand young people’s progress, as well as working with external partners to strengthen our evaluation methods. In particular, we are undertaking a Quasi-Experimental Design (QED) evaluation with independent researchers to compare outcomes for young people on our programmes with similar peers nationally, helping us to build stronger evidence of the impact of our work. 

Trustees’ Report & Consolidated Financial Statements 

30 




Alongside our work directly with young people, we will continue to explore ways to support adults in schools to build stronger relationships with students. This includes Power Up Pastoral, a training programme designed to equip teachers and pastoral staff with the relational skills to better support young people and improve inclusion and belonging in schools. This work forms part of our wider Movement for Trusted Adults, helping ensure that every young person has access to a trusted adult. 

Finally, we will continue to focus on strengthening our financial sustainability by deepening partnerships with schools and funders, enabling us to reach more young people while maintaining the quality and integrity of our programmes. 

## People and Culture 

Our people are at the heart of Football Beyond Borders’ mission. The strength of the relationships we build with young people depends on the culture we create for our staff. We aim to build a workplace where colleagues feel supported, challenged and developed to do meaningful work with young people. Our approach focuses on three key priorities: 

## **Recruiting the right people** 

We design inclusive recruitment processes that prioritise relational skills, integrity and alignment with our values, ensuring we bring in people who believe in young people and can build meaningful relationships. 

## **Developing expert practitioners and leaders** 

Staff receive ongoing training and development, including weekly sessions through our Practitioner Training Programme (PTP), alongside coaching, feedback and leadership development opportunities. 

## **Creating strong, relational teams** 

Through our ‘small teams’ model and supportive line management, we aim to create a culture of trust, collaboration and accountability so staff can thrive and deliver the best outcomes for young people. 

## External Relations 

Over the coming period, Football Beyond Borders will continue to evolve its approach to external relations to focus on building influence across the systems that shape young people’s lives - particularly education, football and policy. Our priority will be to move beyond communicating our work, towards actively convening and connecting sectors around a shared mission: ensuring every young person has a trusted adult. 

At the centre of this will be the continued development of the Lost Boys Taskforce as a platform for collective action. We will grow its reach and influence, bringing together leaders from across football, education, youth work and government to build shared ownership of the issue and drive momentum behind the Trusted Adult Guarantee. 

We will deepen our policy engagement and reputation, strengthening relationships with departments including DCMS and the Department for Education. Our focus will be on contributing to national conversations, shaping policy where possible, and positioning trusted adults as a central part of the response to challenges facing young people. 

Within the education sector, we will expand our role as a convener and thought partner. This will include bringing school leaders together, sharing insight from our practice, and supporting the development of approaches that prioritise relationships, belonging and strong pastoral systems. 

**Trustees’ Report & Consolidated Financial Statements** 

**31** 



We will also continue to strengthen our engagement with football, working to unite clubs, governing bodies, players and partners behind the role that the game can play in supporting young people. By aligning football more clearly around the concept of trusted adults, we aim to unlock greater collaboration, advocacy and investment across the sector. 

Brand partnerships will remain critical to our work, both as a source of income and as a platform for reach and cultural influence. We will continue to build partnerships that create meaningful opportunities for young people while amplifying our message at scale. 

At the same time, we will deepen our partnerships with trusts and foundations, focusing on long-term, strategic relationships that support both our core programme and our wider movement-building ambitions. We will also grow our work with major donors, bringing together a community of high net worth individuals who are aligned to our mission and can play a significant role in backing the Movement for Trusted Adults. 

Taken together, this approach will enable FBB to strengthen its influence, build deeper cross-sector partnerships, and play a leading role in creating the conditions for every young person to have access to a trusted adult. 

## Finance & Operations 

Strong financial management and effective operational systems remain central to enabling Football Beyond Borders to deliver high-quality programmes while ensuring the long-term sustainability of the charity. As we move into the final year of our current three-year business plan, the organisation will continue to prioritise financial discipline and operational efficiency while investing in systems that support sustainable growth. 

Looking ahead, the charity will focus on strengthening financial visibility and planning through the development of live financial dashboards, enabling improved real-time monitoring of performance against budget and key financial targets. The organisation will also continue to review and refine its programme pricing model to ensure programmes remain financially sustainable while maintaining quality and accessibility for schools. 

Alongside financial management, further investment will be made in the organisation’s operational infrastructure. This includes embedding AI-supported tools within internal processes to improve efficiency, reduce administrative burden and allow practitioners to spend more time working directly with Young People. In addition, we will embed a CRM system to strengthen fundraising and school partnership administrative work, while improving information flow and coordination. 

Together, these developments will support Football Beyond Borders in maintaining strong financial oversight while ensuring that operational systems remain fit for purpose as the organisation continues to grow. 

## 6. Responsibilities of Trustees for the Financial Statements 

The Trustees are responsible for preparing the report and the financial statements in accordance with applicable law and United Kingdom Generally Accepted Accounting Practice. Charity law in England and Wales requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the Charity and of the incoming resources and application of resources of the Charity for that period. 

- In preparing those financial statements, the Trustees are required to: 

- select suitable accounting policies and apply them consistently; 

- observe the methods and principles of the Charities SORP; 

- make judgements and estimates that are reasonable and prudent; 

- state whether applicable accounting standards have been followed, subject to any departures disclosed and explained in the financial statements; and 

- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the activities of the Charity will continue. 

The Trustees are responsible for keeping adequate accounting records which disclose with reasonable accuracy at any time the financial position of the Charity and enables them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of the governing document.  The Trustees 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 the maintenance and integrity of the Charity and financial information included in the Charity’s website. 

These financial statements were reviewed by the organisation’s Finance and Governance, Risk and Compliance Sub-Committee at quarterly meeting. The Sub-Committee recommended that the Trustees approve the financial statements. 

Trustees’ Report & Consolidated Financial Statements 

32 




## 7. APPROVAL 

This report has been prepared in accordance with the special provisions for small companies under Part 15 of The Companies Act 2006. 

The report of the Trustees was approved by the Trustees on 27th April 2026 and signed on their behalf: 


**Paul Barber OBE Chair of the Board of Trustees** 

Trustees’ Report & Consolidated Financial Statements 

33 



## Report of the Auditor to the Trustees of Football Beyond Borders For the year ended 31 August 2025 

## Opinion 

We have audited the financial statements of Football Beyond Borders (the ‘charity’) for the year ended 31 August 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows and the 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 charitable company 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 charitable company’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 annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information. 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. 

In connection with our audit of the financial statements, 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 audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. 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. 


Trustees’ Report & Consolidated Financial Statements 

34 



## 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, which includes the directors’ report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and 

- the directors’ report included within the Trustees’ Report has been prepared in accordance with applicable legal requirements. 

## Matters on which we are required to report by exception 

In the light of the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report included with the trustees ‘report. 

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

- 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 returns; or 

- certain disclosures of trustees’ remuneration specified by law are not made; or 

- we have not received all the information and explanations we require for our audit; or 

- 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, 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 charity’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 company or to cease operations, or have no realistic alternative but to do so. 

## Auditor’s 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. 

The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below: 

We obtained an understanding of the legal and regulatory frameworks that are applicable to the charity and determined that the most significant are those covered by the Statement of Recommended Practice for Charities (SORP 2019) and the Charities Act 2011. We assessed the risk of material misstatement in respect of fraud by making enquiries of management and trustees and by testing the implementation of accounting controls in place. 

Based on the results of our risk assessment we designed our audit procedures to identify non-compliance with such laws and regulations identified above by making enquiries with key personnel and reviewing relevant documentation such as minutes of Trustee meetings and correspondence with regulatory bodies. We considered the risk of fraud through management override by incorporation testing of journal entries. We also considered, and tested for, the possibility of unauthorised payments to related parties. 

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

35 

Trustees’ Report & Consolidated Financial Statements 



## 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 and regulations made under that Act. 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 auditors’ 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 its members as a body, for our audit work, for this report, or for the opinions we have formed. 


5/28/2026 Dated: ………………………..................................................................... 

Maurice Brindley BSc FCA Senior Statutory Auditor for and on behalf of Brindley Millen Ltd Chartered Accountants and Statutory Auditors 167 Turners Hill Cheshunt Hertfordshire, EN8 9BH 

Trustees’ Report & Consolidated Financial Statements 

36 



I Iti IralTr'
-111-11 IrA I I
1111

## Consolidated Statement of Financial Activities (incorporating an income and expenditure account) For the year ended 31 August 2025 

|**Income from:**<br>Voluntary giving<br>Charitable activities<br>Other trading activities<br>Investments<br>**Total Income**<br>**Expenditure on:**<br>Raising income in respect of:<br>Voluntary giving<br>Charitable activities<br>Trading subsidiary costs of sales<br>Trading subsidiary administration costs<br>Charitable activities<br>**Total Expenditure**<br>**Net (expenditure)/income before tax**<br>Tax payable<br>**Net (expenditure)/income after tax**<br>Transfers between funds<br>Other recognised gains/(losses)<br>**Net movement in funds**<br>Total funds brought forward<br>**Total funds carried forward**<br>**Unrestricted**<br>**Funds**<br>**2025**<br>**£**<br>1,590,008<br>768,908<br>1,149,326<br>2,156<br>**3,510,398**<br>261,484<br>2,385,468<br>747,576<br>385,958<br>-<br>**3,780,486**<br>**(270,088)**<br>-<br>**(270,088)**<br>-<br>-<br>**(270,088)**<br>1,230,398<br>**960,310**<br>**Restricted**<br>**Funds**<br>**2025**<br>**£**<br>1,360,823<br>-<br>-<br>-<br>**1,360,823**<br>63,699<br>957,833<br>-<br>-<br>-<br>**1,021,532**<br>**339,291**<br>-<br>**339,291**<br>-<br>-<br>**339,291**<br>68,562<br>**407,853**<br>**Note**<br>2<br>3<br>4<br>11|**Total**<br>**2025**<br>**£**<br>2,950,831<br>768,908<br>1,149,326<br>2,156<br>**4,871,221**<br>325,183<br>3,343,301<br>747,576<br>385,958<br>-<br>**4,802,018**<br>**69,203**<br>-<br>**69,203**<br>-<br>-<br>**69,203**<br>1,298,960<br>**1,368,163**|**Unrestricted**<br>**Funds**<br>**2025**<br>**£**<br>1,812,691<br>695,272<br>921,138<br>2,517<br>**3,431,618**<br>272,270<br>2,222,166<br>621,623<br>237,686<br>2,466<br>**3,356,211**<br>**75,407**<br>-<br>**75,407**<br>-<br>-<br>**75,407**<br>1,154,991<br>**1,230,398**<br>**Restricted**<br>**Funds**<br>**2025**<br>**£**<br>755,129<br>-<br>-<br>-<br>**755,129**<br>81,614<br>734,745<br>-<br>6,205<br>**822,564**<br>**(67,435)**<br>-<br>**(67,435)**<br>-<br>-<br>**(67,435)**<br>135,997<br>**68,562**<br>**Total**<br>**2024**<br>**£**<br>2,567,820<br>695,272<br>921,138<br>2,517<br>**4,186,747**<br>353,884<br>2,956,911<br>621,623<br>237,686<br>8,671<br>**4,178,775**<br>**7,972**<br>-<br>**7,972**<br>-<br>-<br>**7,972**<br>1,290,988<br>**1,298,960**|
|---|---|---|



Trustees’ Report & Consolidated Financial Statements 

38 



|||||**Total**|**2024**|**£**||24,905|44,555|1|**69,461**||844,562|588,286|**1,432,848**|137,451||**1,295,397**|65,898||**1,298,960**||68,562|1,230,398|**1,298,960**|
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
||||**Restricted**|**Funds**|**2024**|**£**||-|-|-|**0**||107,544|(38,982)|**68,562**|-||**68,562**|-||**68,562**||68,562|-|68,562|
||**Charity**||**Unrestricted**|**Funds**<br>**Total**|**2024**<br>**2025**|**£**<br>**£**||24,905<br>13,851|44,555<br>63,949|1<br>1|**69,461**<br>**77,801**||737,018<br>460,645|627,268<br>1,276,872|**1,364,286**<br>**1,737,517**|137,451<br>419,610||**1,226,835**<br>**1,317,907**|65,898<br>40,419||**1,230,398**<br>**1,355,289**||-<br>407,853|1,230,398<br>947,436|**1,230,398**<br>**1,355,289**|
||||**Restricted**|**Funds**|**2025**|**£**||-|-|-|**0**||227,141|180,712|**407,853**|-||**407,853**|-||**407,853**||407,853|-|**407,853**|
||||**Unrestricted**|**Funds**|**2025**|**£**||13,851|63,949|1|**77,801**||233,504|1,096,160|**1,329,664**|419,610||**910,054**|40,419||**947,436**||-|947,436|**947,436**|
|||||**Total**|**2024**|**£**||24,905|44,555|-|**69,460**||809,206|733,370|**1,542,576**|247,178||**1,295,398**|65,898||**1,298,960**||68,562|1,230,398|**1,298,960**|
||||**Restricted**|**Funds**|**2024**|**£**||-|-|-|**0**||107,544|(38,982)|**68,562**|-||**68,562**|-||**68,562**||68,562|-|**68,562**|
||**Group**||**Unrestricted**<br>**Unrestricted**<br>**Restricted**|**Funds**<br>**Funds**<br>**Funds**<br>**Total**|**2025**<br>**2024**<br>**2025**<br>**2025**<br>**Note**|**£**<br>**£**<br>**£**<br>**£**|**Fixed Assets**|Intangible Assets<br>13,851<br>24,905<br>-<br>13,851<br>5|Tangible Assets<br>66,425<br>44,555<br>-<br>66,425<br>6|Investments<br>-<br>-<br>-<br>-<br>7|**80,276**<br>**69,460**<br>**0**<br>**80,276**|**Current Assets**|Debtors<br>374,325<br>701,662<br>227,141<br>601,466<br>8|Cash At Bank And In Hand<br>1,215,579<br>772,352<br>180,712<br>1,396,291|**1,589,904**<br>**1,474,014**<br>**407,853**<br>**1,997,757**|**Creditors - Amounts Falling**<br>669,451<br>247,178<br>-<br>669,451|**Due Within One Year**<br>9|**Net Current Assets**<br>**920,453**<br>**1,226,836**<br>**407,853**<br>**1,328,306**|**Creditors - Amounts Falling**<br>40,419<br>65,898<br>-<br>40,419|**Due After More Than One Year**<br>10|**Net Assets**<br>**960,310**<br>**1,230,398**<br>**407,853**<br>**1,368,163**|**Represented By:**|Restricted Funds<br>-<br>-<br>407,853<br>407,853|Unrestricted Income Funds<br>960,310<br>1,230,398<br>-<br>960,310<br>11|**Total Funds**<br>**960,310**<br>**1,230,398**<br>**407,853**<br>**1,368,163**|



Trustees’ Report & Consolidated Financial Statements 

39 



These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies regime as set out in Part 15 of the Companies Act 2006. 

The Trustees acknowledge their responsibilities for: 

- ensuring that the company keeps accounting records which comply with section 386 of the Companies Act 2006 

- preparing financial statements which give a true and fair view of the state of affairs of the company as at the end of each financial period and of its profit or loss for the financial period in accordance with the requirements of sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as is applicable to the company. 

The financial statements were approved by the Trustees on 27th April 2026 and signed on their behalf by: 


**Paul Barber OBE Chair of the Board of Trustees** Company registration: 8809181 

Trustees’ Report & Consolidated Financial Statements 

40 



## Consolidated statement of cash flows 

|**Net cash flows from operating activities**<br>**Cash flows from investing activities:**<br>Interest from investments<br>Purchase of tangible fxed assets<br>**Net cash used in investing activities**<br>**Cash flows from fnancing activities**<br>Repayments of borrowing<br>Interest paid<br>**Net cash provided by fnancing activities**<br>**Change in cash and cash equivalents**<br>**in the reporting period**<br>**Cash and cash equivalents brought forward**<br>**Cash and cash equivalents carried forward**<br>**Unrestricted**<br>**Funds**<br>**2025**<br>**£**<br>523,888<br>2,156<br>(54,920)<br>**(52,764)**<br>(25,479)<br>(2,418)<br>**(27,897)**<br>**443,227**<br>772,352<br>**1,215,579**<br>**Restricted**<br>**Funds**<br>**2025**<br>**£**<br>**219,694**<br>-<br>-<br>**0**<br>-<br>-<br>**0**<br>**219,694**<br>(38,982)<br>**180,712**<br>**Note**<br>12|**Total**<br>**2025**<br>**£**<br>743,582<br>2,156<br>(54,920)<br>**(52,764)**<br>(25,479)<br>(2,418)<br>**(27,897)**<br>**662,921**<br>733,370<br>**1,396,291**|**Total**<br>**2024**<br>**£**<br>(387,013)<br>2,517<br>(18,820)<br>**(16,303)**<br>(22,508)<br>(3,167)<br>**(25,675)**<br>**(428,991)**<br>1,162,361<br>**733,370**|
|---|---|---|



Trustees’ Report & Consolidated Financial Statements 

41 



## 1. Accounting Policies 

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows: 

## Basis of accounting 

The financial statements have been prepared in accordance with the requirements of the Companies Act 2006, the Charities Act 2011, the Charities Statement of Recommended Practice (Charities SORP (FRS 102)) and Financial Reporting Standard 102 (FRS 102) (revised 1 January 2022). The financial statements are drawn up on the historical cost basis of accounting. 

These financial statements consolidate the results of the charity and its wholly owned subsidiary Youth Beyond Borders Limited. Transactions and balances between the charity and its subsidiary have been eliminated from the consolidated financial statements. Balances between the two entities are disclosed in the notes of the charity’s balance sheet. A separate statement of financial activities, or income and expenditure account and cashflow statement, for the charity itself is not presented because the charity has taken advantage of the exemptions afforded by section 408 of the Companies Act 2006 and Section 1 of FRS 102. 

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

## Going Concern 

There are no material uncertainties about the Charity’s ability to continue as a going concern and accordingly the accounts have been drawn up on a going concern basis. 

## **Critical Accounting Judgements and Key Sources of Estimation Uncertainty** 

In preparing financial statements it is necessary to make certain judgements, estimated and assumptions that affect the amounts recognised in the financial statements. The following judgements and estimates are considered by the trustees to have most significant effect on amounts recognised in the financial statements: 

Useful economic life of tangible fixed assets: the annual depreciation charge for tangible assets is sensitive to changes in the estimated useful economic lives and residual values of the assets. The useful economic lives and residual values are reassessed annually. They are amended when necessary to reflect current estimates, based on technological advancement, future investments, economic utilisation and the physical condition of the assets. 

## Income recognition 

Voluntary income and donations (including legacies) are accounted for once the Charity has entitlement to the income, it is probable the income will be received, and the amount of income receivable can be reliably measured.  Income from the recovery of tax on gift aided donations is accounted for in the period to which the relevant donation is received. Grant income is recognised on a receivable basis. 

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

## Expenditure recognition 

Expenditure is accrued as soon as a liability is considered probable, and the amount of obligation can be measured reliably. Longer term liabilities are discounted to present value. The Charity is not registered for VAT and accordingly expenditure includes VAT where appropriate. 

Expenditure included in Raising Funds includes amounts incurred in obtaining grants and other donations. 

Charitable expenditure includes those costs in fulfilling the Charity’s principal objects, as outlined in the Report of the Trustees. Charitable expenditure includes governance costs and an apportionment of support costs. Governance costs comprise all costs involving the public accountability of the Charity and its compliance with regulation and good practice. These costs include costs related to the independent examination and legal fees. 

Rentals under operating leases are charged as incurred over the term of the lease. 

## Intangible Fixed Assets 

The costs of software development have been capitalised and is being amortised over 5 years. 

## Tangible Fixed Assets 

The cost of fixed assets, less any expected residual value, is depreciated on a straight-line basis over the effective useful life of the asset, which has been estimated as follows: 

Equipment: 4 years. Vehicles: 5 years. Leasehold improvements: 5 years. 

## Investments in subsidiaries 

Investments in subsidiaries are at cost. 

Trustees’ Report & Consolidated Financial Statements 

42 



## Debtors 

Debtors are included at the settlement amount due. Prepayments are valued at the amount prepaid. 

measured or estimated reliably. Creditors and provisions are recognised at their settlement amount. 

## Cash at bank and in hand 

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 opening of the deposit. 

## Creditors and provisions 

Creditors and provisions are recognised where the charity has a present obligation arising from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be 

## Fund accounting 

The funds held by the charity are either: 

- Unrestricted general funds - these are funds which can be used in accordance with the charitable objects at the discretion of the trustees. 

- Restricted funds - these are funds that can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes. 

## 2. Income 

|**Group**<br>Voluntary income<br>Donations<br>Income tax reclaimed<br>Grants<br>Charitable activities<br>Service delivery<br>Other trading activities<br>Fundraising (event income, auctions etc)<br>Subsidiary trading<br>Investments<br>Bank Interest<br>**Unrestricted**<br>**Funds**<br>**2025**<br>**£**<br>885,791<br>68,414<br>635,803<br>**1,590,008**<br>768,908<br>500<br>1,148,826<br>**1,149,326**<br>2,156<br>**3,510,398**<br>**Restricted**<br>**Funds**<br>**2025**<br>**£**<br>425,183<br>-<br>935,640<br>**1,360,823**<br>-<br>-<br>-<br>**0**<br>-<br>**1,360,823**|**Total**<br>**2025**<br>**£**<br>1,310,974<br>68,414<br>1,571,443<br>**2,950,831**<br>768,908<br>500<br>1,148,826<br>**1,149,326**<br>2,156<br>**4,871,221**|**Total**<br>**2024**<br>**£**<br>1,414,178<br>14,701<br>1,138,941<br>**2,567,820**<br>695,272<br>1,540<br>919,598<br>**921,138**<br>2,517<br>**4,186,747**|
|---|---|---|



Grants totalling £51,392 (2024: £213,871) were received from government funded schemes. 

Trustees’ Report & Consolidated Financial Statements 

43 



## 3. Expenditure 

|3. Expenditure||||||
|---|---|---|---|---|---|
|**2025**|**Direct**|**Support**|**Unrestricted**|**Restricted**||
||**costs**|**costs**|**Funds**|**Funds**|**Total**|
||**£**|**£**|**2025**|**2025**|**2025**|
|**Expenditure on:**|**(note 3b)**|**(note 3a)**|**£**|**£**|**£**|
|Raising Funds||||||
|Voluntary giving|216,699|108,484|261,484|63,699|325,183|
|Charitable activities|2,227,941|1,115,360|2,385,468|957,833|3,343,301|
|Trading subsidiary costs of sales|747,576|-|747,576|-|747,576|
|Trading subsidiary administration costs|385,958|-|385,958|-|385,958|
||**3,578,174**|**1,223,844**|**3,780,486**|**1,021,532**|**4,802,018**|
|||||||
|**2024**|**Direct**|**Support**|**Unrestricted**|**Restricted**||
||**costs**|**costs**|**Funds**|**Funds**|**Total**|
||**£**|**£**|**2024**|**2024**|**2024**|
|**Expenditure on:**|**(note 3b)**|**(note 3a)**|**£**|**£**|**£**|
|Raising Funds||||||
|Voluntary giving|219,323|134,561|272,270|81,614|353,884|
|Charitable activities|1,909,529|1,047,382|2,222,166|734,745|2,956,911|
|Trading subsidiary costs of sales|621,623|-|621,623|-|621,623|
|Trading subsidiary administration costs|237,686|-|237,686|-|237,686|
|Charitable Activities|5,600|3,071|2,466|6,205|8,671|
||**2,993,761**|**1,185,014**|**3,356,211**|**822,564**|**4,178,775**|



Trustees’ Report & Consolidated Financial Statements 

44 



## 3a. Allocation of support costs to charitable and fundraising expenditure 

|**2025**|**Staff**|**Office**|**Other**|**Unrestricted**|**Restricted**||**Total**|
|---|---|---|---|---|---|---|---|
||**costs**|**costs**|**costs**|**£**|**£**||**£**|
||**£**|**£**|**£**|||||
|Raising Funds||||||||
|Voluntary giving|57,552|35,306|15,626|91,593|16,892||108,484|
|Charitable activities|591,706|362,994|160,660|941,688|173,672||1,115,360|
||**649,258**|**398,300**|**176,286**|**1,033,280**|**190,564**||**1,223,844**|
|||||||||
|**2024**|**Staff**|**Office**|**Other**|**Unrestricted**|**Restricted**||**Total**|
||**costs**|**costs**|**costs**|**£**|**£**||**£**|
||**£**|**£**|**£**|||||
|Raising Funds||||||||
|Voluntary giving|63,930|45,099|25,532|108,060|26,501||134,561|
|Charitable activities|497,613|351,038|198,731|841,098|206,284||1,047,382|
|Charitable activities|1,459|1,029|583|2,466|605||3,071|
||**563,002**|**397,166**|**224,846**|**951,624**|**233,390**||**1,185,014**|



Support costs have been allocated on the basis of direct charitable costs (see 3b) 

## 3b. Direct charitable costs 

|**2025**|**Unrestricted**|**Restricted**||**Total**|
|---|---|---|---|---|
||**£**|**£**||**£**|
|Raising Funds|||||
|Voluntary giving|169,892|46,807||216,699|
|Charitable activities|1,443,781|784,160||2,227,941|
||**1,613,673**|**830,967**||**2,444,640**|
||||||
|**2024**|**Unrestricted**|**Restricted**||**Total**|
||**£**|**£**||**£**|
|Raising Funds|||||
|Voluntary giving|164,210|55,113||219,323|
|Charitable activities|1,381,068|528,461||1,909,529|
|Charitable activities|-|5,600||5,600|
||**1,545,278**|**589,174**||**2,134,452**|



45 

Trustees’ Report & Consolidated Financial Statements 



## 3c. Staff costs 

The Charity was staffed during the year ended 31 August 2025 by both employed and self-employed individuals. Included within expenditure are the following staff costs of employed individuals: 

|Wages and salaries<br>Statutory Maternity Pay recovered<br>Employer’s National Insurance<br>Pension contributions<br>Of which: gross salaries, Employer National Insurance<br>and employer pension contributions paid to Key<br>Management Personnel|**Total**<br>**2025**<br>**£**<br>2,652,462<br>-<br>298,306<br>60,457<br>**3,011,225**<br>**307,496**<br>**Total**<br>**2024**<br>**£**<br>2,272,975<br>(9,530)<br>226,064<br>49,926<br>**2,539,435**<br>**292,795**|
|---|---|



The average number of employed individuals during the year was 77 (2024: 69). 4 (2024: 4) employed individuals received emoluments in the banding £60,000 - £70,000, nil (2024: 1) in the banding £70,001 - £80,000 and 1 (2024: nil) in the banding £90,001 - £100,000. 

## 4. Net (Expenditure)/Income 

Group net income/(expenditure) is stated after charging: 

|Amortisation of intangible fxed assets<br>Depreciation of owned assets<br>Loss on disposal of fxed assets<br>Auditor’s remuneration<br>**Unrestricted**<br>**Funds**<br>**2025**<br>**£**<br>11,054<br>26,805<br>6,245<br>5,040<br>**Restricted**<br>**Funds**<br>**2025**<br>**£**<br>-<br>-<br>-<br>-|**Total**<br>**2025**<br>**£**<br>11,054<br>26,805<br>6,245<br>5,040|**Total**<br>**2024**<br>**£**<br>12,181<br>33,474<br>4,891<br>4,920|
|---|---|---|



## 5. Intangible Fixed Assets 

|**Group & Charity**<br>**Cost**<br>At 1 September 2024<br>Additions<br>Disposals<br>At 31 August 2025<br>**Amortisation**<br>At 1 September 2024<br>Charge For Year<br>Disposals<br>At 31 August 2025<br>**Net Book Value**<br>**At 31 August 2025**<br>At 31 August 2024|**Software**<br>**Development**<br>**£**<br>60,905<br>-<br>-<br>60,905<br>36,000<br>11,054<br>-<br>47,054<br>**13,851**<br>24,905|
|---|---|



Trustees’ Report & Consolidated Financial Statements 

46 



## 6. Tangible Fixed Assets 

|**Group**<br>**Cost**<br>At 1 September 2024<br>Additions<br>Disposals<br>At 31 August 2025<br>**Depreciation**<br>At 1 September 2024<br>Charge for Year<br>Disposals<br>At 31 August 2025<br>**Net Book Value**<br>**At 31 August 2025**<br>At 31 August 2024<br>**Vehicles**<br>**£**<br>66,176<br>-<br>-<br>66,176<br>62,441<br>3,735<br>-<br>66,176<br>**0**<br>3,735<br>**Leasehold**<br>**Improvements**<br>**£**<br>25,657<br>-<br>-<br>25,657<br>24,422<br>1,235<br>-<br>25,657<br>**0**<br>1,235<br>**Recording**<br>**Equipment**<br>**£**<br>6,781<br>-<br>-<br>6,781<br>6,568<br>72<br>-<br>6,640<br>**141**<br>213<br>**Office**<br>**Equipment**<br>**£**<br>97,393<br>54,920<br>(10,142)<br>142,171<br>58,021<br>21,763<br>(3,897)<br>75,887<br>**66,284**<br>39,372|**Total**<br>**£**<br>196,007<br>54,920<br>(10,142)<br>240,785<br>151,452<br>26,805<br>(3,897)<br>174,360<br>**66,425**<br>44,555|
|---|---|



|**Charity**<br>**Cost**<br>At 1 September 2024<br>Additions<br>Disposals<br>At 31 August 2025<br>**Depreciation**<br>At 1 September 2024<br>Charge for Year<br>Disposals<br>At 31 August 2025<br>**Net Book Value**<br>**At 31 August 2025**<br>At 31 August 2024<br>**Vehicles**<br>**£**<br>66,176<br>-<br>-<br>66,176<br>62,441<br>3,735<br>-<br>66,176<br>**0**<br>3,735<br>**Leasehold**<br>**Improvements**<br>**£**<br>25,657<br>-<br>-<br>25,657<br>24,422<br>1,235<br>-<br>25,657<br>**0**<br>1,235<br>**Recording**<br>**Equipment**<br>**£**<br>6,781<br>-<br>-<br>6,781<br>6,568<br>72<br>-<br>6,640<br>**141**<br>213<br>**Office**<br>**Equipment**<br>**£**<br>97,393<br>52,143<br>(10,142)<br>139,394<br>58,021<br>21,462<br>(3,897)<br>75,586<br>**63,808**<br>39,372|**Total**<br>**£**<br>196,007<br>52,143<br>(10,142)<br>238,008<br>151,452<br>26,504<br>(3,897)<br>174,059<br>**63,949**<br>44,555|
|---|---|



All of the fixed assets are used for charitable purposes. 

Trustees’ Report & Consolidated Financial Statements 

47 



## 7. Fixed Asset Investments 

The investment is 100% of the share capital of Youth Beyond Borders Limited (“YBB”) (company number: 13369578), a company limited by shares. YBB was incorporated on 30 April 2021 and established to generate income for the Charity. All activities have been consolidated in the statement of financial activities and balance sheets. Available profits are gift aided to the charitable company. A summary of the results and financial position of YBB is shown below: 

|Proft & loss account<br>Turnover<br>Cost of sales<br>**Gross proft**<br>Administration expenses<br>Loan interest<br>Corporation tax<br>**Net proft before tax**<br>Corporate distributions<br>**Net proft for the year**|**2025**<br>**£**<br>1,148,825<br>(760,953)<br>**387,872**<br>(372,581)<br>(2,418)<br>-<br>**12,873**<br>-<br>**12,873**<br>**2024**<br>**£**<br>931,599<br>(621,623)<br>**309,976**<br>(237,685)<br>(3,167)<br>-<br>**69,124**<br>(15,008)<br>**54,116**|
|---|---|



|**Balance Sheet**<br>Fixed Assets<br>Current assets<br>Creditors: amounts due within one year<br>Creditors: amounts due afer more than one year<br>**Net assets**<br>Represented by:<br>Share capital<br>Retained proft|**2025**<br>**£**<br>2,476<br>294,350<br>(259,407)<br>(24,545)<br>**12,874**<br>1<br>12,873<br>**12,874**<br>**2024**<br>**£**<br>-<br>248,815<br>(185,056)<br>(63,758)<br>**1**<br>1<br>-<br>**1**|
|---|---|



Trustees’ Report & Consolidated Financial Statements 

48 



## 8. Debtors 

|8. Debtors|||
|---|---|---|
|Grants receivable<br>Gif Aid receivable<br>Trade debtors<br>Service delivery receivables<br>Amounts due from Youth Beyond Borders Ltd<br>Prepayments<br>Other debtors|**Group**|**Charity**|
||**2025**<br>**£**<br>343,516<br>7,500<br>45,288<br>-<br>-<br>107,396<br>97,766<br>**601,466**<br>**2024**<br>**£**<br>584,983<br>7,500<br>49,800<br>51,125<br>-<br>54,920<br>60,878<br>**809,206**|**2025**<br>**£**<br>343,516<br>7,500<br>-<br>-<br>34,110<br>71,195<br>4,324<br>**460,645**<br>**2024**<br>**£**<br>584,983<br>7,500<br>-<br>51,125<br>140,203<br>54,920<br>5,831<br>**844,562**|



## - 9. Creditors Amounts Falling Due Within One Year 

|Trade creditors<br>Deferred income<br>Other creditors including taxation and social security<br>VAT<br>Loan<br>Accruals|**Group**|**Charity**|
|---|---|---|
||**2025**<br>**£**<br>72,551<br>351,771<br>77,808<br>33,686<br>24,545<br>109,090<br>**669,451**<br>**2024**<br>**£**<br>135,113<br>-<br>64,518<br>1,459<br>24,545<br>21,543<br>**247,178**|**2025**<br>**£**<br>19,087<br>265,083<br>58,849<br>-<br>24,545<br>52,046<br>**419,610**<br>**2024**<br>**£**<br>42,165<br>-<br>56,058<br>-<br>24,545<br>14,683<br>**137,451**|



Trustees’ Report & Consolidated Financial Statements 

49 



## - 10. Creditors Amounts Falling Due After More Than One Year 

|Loan: due between 1 and 5 years|**Group**|**Charity**|
|---|---|---|
||**2025**<br>**£**<br>40,419<br>**2024**<br>**£**<br>65,898|**2025**<br>**£**<br>40,419<br>**2024**<br>**£**<br>65,898|



The loan is from the Postcode Innovation Trust and was drawn down in March 2024. The loan, which is unsecured, is repayable over 6 years and interest is payable at a rate of 3% per annum. 

## 11. Restricted Funds 

|11. Restricted|Funds||||||
|---|---|---|---|---|---|---|
|**Group**|||||||
|**11a. Current Year**|**At 1 September**|**Income**|**Expenditure**|**Transfers**|**Gains/**|**At 31**<br>**August**|
||**2024**|**£**|**£**|**£**|**(losses)**|**2025**|
||**£**||||**£**|**£**|
|Resourcing Specifc|68,562|1,360,823|(1,021,532)|**-**|**-**|407,853|
|Programmes & Activities|||||||
|||||||**At 31**|
|**11b. Prior Year**|**At 1 September**|**Income**|**Expenditure**|**Transfers**|**Gains/**|**August**|
||**2023**|**£**|**£**|**£**|**(losses)**|**2025**|
||**£**||||**£**|**£**|
|Resourcing Specifc|135,997|755,129|(822,564)|**-**|**-**|68,562|
|Programmes & Activities|||||||



50 

Trustees’ Report & Consolidated Financial Statements 



## 12. Reconciliation of net income to net cash flow from operating activities 

|**Net income for the reporting year (as per the**<br>**statement of fnancial activities)**<br>**Adjustments for:**<br>Depreciation charges<br>Amortisation charges<br>Interest from investments<br>Interest paid on loans<br>Loss/(proft) on the disposal of fxed assets<br>(Increase)/decrease in debtors<br>Increase/(decrease) in creditors<br>Net cash provided by (used in) operating activities<br>**Unrestricted**<br>**Funds**<br>**2025**<br>**£**<br>(270,088)<br>26,805<br>11,054<br>(2,156)<br>2,418<br>6,245<br>327,337<br>422,273<br>**523,888**<br>**Restricted**<br>**Funds**<br>**2025**<br>**£**<br>339,291<br>-<br>-<br>-<br>-<br>-<br>(119,597)<br>-<br>**219,694**|**Total**<br>**2025**<br>**£**<br>69,203<br>26,805<br>11,054<br>(2,156)<br>2,418<br>6,245<br>207,740<br>422,273<br>**743,582**|**Total**<br>**2024**<br>**£**<br>7,972<br>33,474<br>12,181<br>(2,517)<br>3,167<br>4,892<br>(457,997)<br>11,815<br>**(387,013)**|
|---|---|---|



## 13. Operating Lease Commitments 

## **Group** 

The total future minimum lease payments under non-cancellable operating leases are payable: 

|Not later than one year<br>Later than one year and not later than fve years<br>More than fve years|**2025**<br>**£**<br>49,572<br>97,942<br>36,658<br>**184,172**<br>**2024**<br>**£**<br>50,633<br>156,335<br>49,108<br>**256,076**|
|---|---|



51 

Trustees’ Report & Consolidated Financial Statements 



## 14. Related Party Transactions 

Barak Ngoma, who previously was a trustee, was paid £41,333 (2024: £34,000) and pension contributions of £1,404 (2024: £833) in his employed capacity at Youth Beyond Borders, a 100% owned subsidiary of the charity. In 2024 Barak Ngoma was paid £100 for services to Youth Beyond Borders. Lekan Ojumu received £1,225 for chair services to Football Beyond Borders. 

No other Trustee received any financial benefits through their association with the charity. Trustees were reimbursed £nil expenses during the year (2024: £nil). 

The aggregate total amount of donations by Trustees to the charity during the year was £10,900 (2024: £924) 

## 15. Members Funds 

The company is a private company limited by guarantee with no share capital. The total liability of the members is limited to £10 in the event of a winding up. 


52 

Trustees’ Report & Consolidated Financial Statements 



FBB
Annual Report
FBB
Ofthe Trustees
FBB
*6
Sf*.