# It's all about YOUth e
Annual Report and Accounts 2024-2025
It's all about YOUth e
Taking a youth-led approach to improving girls and young women’s wellbeing.
Annual Report and Accounts 2024-2025
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## Chair’s Statement Z
- YOUTH /ju:0/ - noun the period between childhood and adult age.
Whilst this may be the dictionary definition of youth, at Sunbeams, youth takes on new meanings. We define youth as energy, creativity and passion. We see youth as opportunity, enthusiasm, hope, hearts full of dreams and young minds brimming with ideas.
This past year, we harnessed the power of youth to work with 237 young people, 181 parents and 26 schools to trailblaze change. This took on the form of 1:1 and group mentoring, keyworker sessions, training and development support for schools and collaboration with statutory services to address emerging need.
Our services have impacted hundreds of individuals, families and the entire community, with better understanding of youth mental health issues, improved skills and confidence in promoting good mental health, and an increase in the uptake of wellbeing services as those issues are being destigmatised. We have seen how
early support goes a long way in ensuring that those facing adversity, however harsh, are equipped with the confidence, skills, and resilience to cope and thrive.
As a youth charity, we remain committed to putting these young people at the heart of our work, supporting them in their role as passionate advocates seeking to shape and influence the world that they live in. And we are extremely grateful to our staff, volunteers and funders who support us in our mission.
Together, we can tackle the youth mental health crisis whilst not losing focus on each young person’s journey to change.
Because ultimately, it’s all about YOUth!
Mina Davidovits Chair
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TOC
Chair's Statement 4
Our Mission 12
2025 in Numbers 14
Resilient Children and Young People 18
Resilient Parents and Families 30
Resilient Schools and Community 34
Resilient Organisation 46
Financial Review 50
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Sunbeams is G-d's gift to Stamford Hill; a cacoon of warmth, laughter g and joy, that gives our girls a chance to forget the difficulties they face and to thrive in an z environment where they feel accepted, loved and R cared for!
## Mrs Esti Rozner, SEND Coordinator, Beis Malka Primary School
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## Structure
## governance and management Z
Sunbeams London Ltd (Sunbeams) is a registered charity and a company limited by guarantee. Its objects are set out in its Memorandum and Articles of Association and are:
To advance in life and relieve the needs of young people through:
- Providing support and activities, in particular mentoring support and mentoring training to those with low self-esteem and low self-confidence, which develop their skills, capacities and capabilities to enable them to participate in society as mature and responsible individuals.
- Providing recreational and leisure time activities provided in the interest of social welfare, designed to improve their conditions of life.
The Trustees are responsible for governance of the
organisation. Induction and training are provided for new trustees. None of the trustees have any beneficial interest in the charity. It is not currently the intention of the charity to appoint new trustees.
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## Our mission K
We are here to build a culturally competent, youth-led early-help system that enables girls to have their emotional wellbeing needs identified and supported early.
## Our vision V
Vulnerable girls access early support in a way that reflects and respects their community, faith, and identity and are supported to thrive despite the challenges they face.
## Our Approach T
Pro-active: Passionate about prevention and providing effective early support before problems escalate into complex mental health issues.
Child-centred: We listen closely to children and young people — their voices, thoughts and needs guide how we support them best.
Solution-focused: Empowering children, their parents and their schools to build on what works well and keep moving forward.
Collaborative: Partnering with schools, community groups, and statutory services to achieve the best outcomes.
Inclusive: Valuing diversity and ensuring equal opportunities for all children, regardless of their background.
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2025 in numbers 2024 in numbers V w
Over pupils 6,400 benefitted from our Improving Over Wellbeing at School programme.6,000 pupils Wellbeing at School programme.6,000 pupils 6,000 pupils pupils benefitted from our Improving Wellbeing at School service. We supported 237 girls.237 girls.
We delivered 8,856
mentoring sessions. benefitted from our Improving We delivered 8,284 Over Wellbeing at School programme.6,000 pupils Wellbeing at School programme.6,000 pupils 6,000 pupils pupils mentoring sessions benefitted from our Improving Wellbeing at School service. 102 girls accessed 73specialist support through girls accessed We supported 237 girls.237 girls. specialist support through onward referrals. We supported 228 girls onward referrals
We trained and upskilled We supported 15 primary 205 young volunteers schools and 11 secondary through professional 42 schools to improve their development workshops and mental health provisions. 535 supervision sessions.
Our group mentoring program created 400 opportunities for peer support.
volunteering 14,336 hours provided a saving of . £89,081
Our Youth Network supported 16 ideas from voice into action.
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I am so grateful that we have
such a valuable, g culturally appropriate service to refer clients to.
Malka Gluck Child and Adolescent Psychotherapist, First Steps CAMHS
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## Resilient Children and Young People w
Early support to help children and young people develop coping strategies and thrive despite adversity
Over the years, we have seen the transformative power of support. We have seen how therapeutic activities and a dedicated mentor can bring about results that no one would have expected. Real and lasting change, including newfound happiness, hope and healing, increased confidence, positive relationships, and re-engagement with education.'
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## 1:1 mentoring
Our mentoring service supports girls struggling with problems such as low self-esteem, social isolation, anxiety, low mood, school refusal or majorly strained relationships. Many also have complex family situations such as parental ill mental health, poverty and family breakdown.
This past year, we continued to grow our mentoring service, thanks to generous funding from The Mayor of London as part The Propel Initiative. We supported 237 girls age 8 to 16 by giving them weekly sessions with a dedicated volunteer mentor, inherently therapeutic activities that boost confidence and self-esteem and a safe space to explore their feelings and get help. Our “memorable days” package gave mentees the (often rare!) opportunity to enjoy great days out at local museums, parks and restaurants on a quarterly basis.
w w Mentees are highly involved in We completed The Mentoring shaping the service - choosing Quality Framework which the sort of activity, day and means our practices and timing of sessions, planning policies are in line with besttrips and providing ongoing practice guidance. feedback on the mentoring relationship. ~ 0) w w
w We work holistically - in partnership with parents, schools, statutory services to ensure that progress is carried over across the board and to onward-refer issues identified.
Volunteer mentors receive professional trainings, ongoing supervision and support from our Volunteer Coordinators and Clinical Lead.
87% said they feel more confident since joining Sunbeams.
92% said they feel happier since joining Sunbeams.
81% of parents reported calmer home environments. “My mentor came to see my school play even oO — though she was really busy, and it made me feel so important.” Shani, age 9
“Esther showed me how to let out anger in different ways. I love the idea of doodling it - and I have a thick notepad of my ‘anger doodles’ (and a lot less demerits at school!)” Blimi, age 16
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## Group mentoring
It doesn’t take long for girls to become isolated due to their personal or family crises. And then it doesn’t take much longer for mental health issues to develop.
Our group mentoring sessions provide a supportive environment for girls to speak out, share their experiences and get help while building social skills, emotional resilience and healthy relationships. In group sessions, users feel empowered to express and make sense of feelings, learn that that others have similar experiences and reactions whilst developing strategies to manage difficult emotions (e.g. anger, distress) in a socially acceptable manner. Young people learn how to effectively engage with one another and work as a team – often for the first time – developing vital social and communication skills. Users form lasting friendships and the ability to make new friends in future.
Sessions are led by skilled and trained women who are experts in their field such as art, drama and music. Building on the success of our watersports pilot project, we will run the programme again. Shaped by young people’s feedback, we will also launch more movement-based and outdoor sessions including gardening and cycling.
“In the art groups you can just be you” Sarah, age 12
28 girls said they created 95% of girls reported lasting friendships in the that group sessions gave group sessions, keeping in them a safe space to talk. touch long after they left the program.
87% of surveyed users reported reduction in stress / anxiety.
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Our 2025 group offer included:
Water-
Dancing
sports
Art Singing Drama
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## Keyworker Program
Our Keyworker service offers intensive support for girls, aged 11-16, dealing with multiple and complex issues that can’t be addressed through volunteer mentoring alone. Our Keyworker Service augments mentoring by providing more skilled intervention at critical points so girls have support, know-how and resilience to cope, get back on track and thrive, despite the crises they face.
“School was horrible and I was in panic mode most of the time. Getting a Keyworker was just the right thing” Hendy, age 14
Keyworker support is holistic, intensive and fully responsive to individual needs. Trained and supervised by a Consultant Clinical Child Psychologist and managed by the Project Manager and Trustees, Keyworkers work within the systems surrounding users (social care/CAMHS/school/GP/ parents) and provide practical support to generate positive, substantial and sustainable change.
Goals this past year included :
to have ways to deal with my stress to feel less lonely to find things that change my mood to make me feel less anxious to do better at school
The interventions are guided by each users’ goal and therefore look different for each user. Overall, some interventions include skill-building worksheets, coming up with ideas, signposting or finding other activities and support available, mobilising systems around young people and supporting the user’s network in doing things differently.
“Even over the long holiday break, I was able to continue using the amazing techniques to keep my mood good” Faigy, age 15
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## Our Youth Network
Our Youth Network provides a safe, facilitated space for girls and young women to come together, share experiences, and shape meaningful change. The network supports girls to speak openly about the issues affecting their wellbeing, relationships, and daily lives, and to influence the services and systems around them.
During 2024–25, over 60 girls took part in Youth Network sessions, facilitated by Sunbeams’ Youth Lead. Through structured group discussions, girls explored barriers to support, identified unmet needs, and contributed practical ideas rooted in lived experience. The network empowered girls not only to be heard, but to see how their voices lead to action.
“I didn’t think anyone would listen to what we had to say, but things actually changed because of it.” Chani, age 12
Youth Network insight has directly shaped service development and practice including the creation of therapy referral guidance for schools, accessible mental health information leaflets, and the design of new specialist ASD group pathways in response to gaps in mainstream provision. The network also influenced operational changes, including offering evening meetings to reduce stigma and barriers to access, adapting centre spaces for older girls, and shaping mentor training around the issues girls felt mattered most.
Learning from the Youth Network feeds into wider system change. Girls’ perspectives have informed school based mental health training, Mental Health Network sessions, and strengthened pathways into statutory and clinical services. We continue to reflect on what girls share, so their voices keep shaping and strengthening our work.
9 new developments within Sunbeams services.
60+ girls participated.
7 new developments within schools, the community and statutory services.
“Being part of the Youth Network showed me that what we say matters and can help other girls too.” Leah, age 14
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## Blimi's Storyg
Blimi was a bright, sociable, and high-achieving Year 7 student when things Eli's story suddenly shifted and she began struggling with Emotionally Based School Avoidance (EBSA). While her school tried their best to support her, they did not have established EBSA plan in place and their interventions were not working. At home, Blimi was constantly on edge; her mother described her as incredibly intuitive but deeply anxious, a struggle that had been quietly brewing since her junior school years. Blimi felt the weight of her absence heavily, at one point sadly telling her mother, “Everyone goes to school, but I just can’t”.
To provide her with a safe, low-pressure space, Blimi joined an art group at Sunbeams. At first, she was so worried about the stigma of not being in school that she would bring her school case to the sessions so it looked like she was coming straight from class. However, she quickly began to settle. Her mother noticed a "real lift" in her spirits, and Blimi called sessions the “highlight of the week.”
While the art group provided a calm and confidence-boosting sanctuary, Blimi’s journey required a "team around the child" approach. With the gentle encouragement of Sunbeams, Blimi’s mother, who had previously been hesitant about "the system", agreed to a referral to CAMHS. When Blimi met her CAMHS clinician she had a significant emotional release. Rather than pushing for an immediate return to the classroom, the clinician advised that Blimi needed . This shift "time and love, not pressure" allowed Blimi’s mother, who was worried and tense about her daughter’s EBSA, to stop "pretending" to be okay and instead truly tune into where Blimi was emotionally.
Over the next few months, the "magic" of this collaborative support began to work. The school met regularly with Blimi’s clinician and parents to ensure everyone was following the same plan. By three months the shift was remarkable. Blimi reported that she felt ready to move on; she had returned to school part-time and felt significantly more emotionally settled. Her mother agreed the timing was right, noting that the art group had been a vital bridge back to her confidence. Blimi’s story ended on a warm note, with her knowing she had developed the skills to thrive and a support system ready to catch her if she ever needed them again.
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## Resilient Parents and Families t
Some of our mentees shared that often they return from the ‘magical place called Sunbeams’ and the chaos and stress of their home environment hits them even stronger. So many parents told us that they wished they had better skills and knowledge on how to support their children. Clearly, there is a need to provide parents with guidance, knowledge and skills and help them play their crucial part in their child’s journey to success.
As part of our mentoring program, we offer holistic support that provides parents with guidance and improved confidence to navigate crises and adversity. Whether it is a one-off meeting with our consultant clinical child psychologist or frequent check-ins by the Programmes Manager – we’ll do whatever it takes to make the mentoring experience and outcomes achievable and sustainable.
“My children have blossomed since starting Sunbeams. They are happier and more confident and feel better with themselves. You have given my girls something that I, in all humility, could never give them.” Mrs B
We use our extensive networks and established partnerships to guide parents with onward referrals to welfare advice, CYPMHS and local welfare organisations. As a trusted community organisation, we use our position to build parents’ trust and confidence in mainstream early help services such as Hackney SCAC, First Steps and CAMHS.
Holistic support that provides parents with guidance and improved confidence to navigate crises and adversity.
81% of parents reported calmer and more healthy home environments.
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## Family H's Storyg
Eli's storyMrs H, a recent immigrant who only spoke Yiddish, contacted Sunbeams about her 13 year old daughter, Sheindy, who was struggling with intense anger and anxiety. There was frequent shouting at home, difficulty sleeping, and growing tension between mother and daughter. Mrs H felt overwhelmed and unsure how to respond consistently to the outbursts.
As with all referrals, she was offered an initial one to one meeting with our Parent Engagement Manager. From the urgency of her call, it was clear the meeting needed to happen quickly. Initially, Mrs H focused on wanting support to As trust developed in the confidential, non “sort Sheindy out”. judgemental space, she shared the wider context she had not mentioned before: Sheindy’s father was in the US receiving mental health treatment. Mrs H had told the children very little and had been carrying this largely alone. The support plan shifted from focusing solely on Sheindy’s behaviour to strengthening the whole family system. We discussed how uncertainty can heighten anxiety for children and how offering a simple, age appropriate explanation could reduce confusion. Mrs H was hesitant to seek wider help due to concerns about confidentiality. During the meeting, our team phoned Bikur Cholim on speaker so she could hear reassurance directly. With that clarity, she went on to access a support worker and family therapy, which she later described as “transformative”.
Alongside this, Sheindy was matched with a mentor who provided a steady weekly space. Sessions became a healthy outlet to release emotions, reduce stress and build confidence through creative activity. Her mood improved and she became more regulated. As Mrs H felt supported and more present at home, conversations became more open and many of Sheindy’s earlier behaviours eased. When her father returned seven months later, the family was in a far stronger place. Life felt manageable and supported.
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## Resilient Schools and Community h
The girls and young women we support are part of a community and we need to work in a holistic manner to ensure that they get targeted, professional and consistent support across the board – from their parents, teachers, peers and local community. Using our established partnerships with local schools, welfare organisations and mainstream services, we continue to facilitate multi-disciplinary working around vulnerable and disadvantaged girls and young women.
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# Mental Health and Wellbeing at School j
regular professional input through monthly visits from a dedicated Clinical Psychologist (community clinician), who guided leadership teams to move beyond crisis management and develop whole school approaches to mental wellbeing. By strengthening policies and building staff confidence, the programme empowered educators to embed mental health awareness into the fabric of the school day, implementing powerful new initiatives such as teacher & me time, central registers for recording student well being data, therapy & referral systems and parent/teacher trainings.
A vital outcome of this work has been bridging the gap between education and healthcare; we have successfully supported staff in navigating and accessing mainstream services, including CAMHS and Hackney’s Social Communication Assessment Clinic (SCAC), making specialist support more accessible for every child. Beyond immediate interventions, the program has fostered a culture of "reflective practice," where school leads meet regularly with clinicians to review their progress against evidence-based benchmarks. This shift ensures that wellbeing is not treated as a one-off project, but as a core institutional priority that strengthens the resilience of the entire school community.
## Mental Health Network
Following our holistic approach and focus on prevention and promotion of young people’s mental health and wellbeing, Sunbeams provides school leads with professional support to develop and improve their ‘whole school approach’ to wellbeing. By equipping schools with stronger policies and practices, we’ve created system-wide changes in how schools promote wellbeing and address mental health needs, positively impacting the lives of thousands of girls in the community.
## IWAS – Improving Wellbeing at School
The IWAS programme, with generous funding from The Portal Trust, provided structured, culturally competent consultation to help five local schools develop sustainable, whole-school systems for supporting pupil wellbeing. Following a comprehensive initial audit, each school received
While individualized school support is at our core, we also focus on creating a community-wide "ecosystem of shared learning" through our Mental Health Network. These forums brought together staff from 26 school departments, providing a rare and valuable space to share best practices and solve challenges collectively.
We delivered biannual high-impact training series that addressed the most pressing issues identified by our users, parents, and teachers. These sessions — led by Dr. Lisa Shostak and co-delivered by educators and parents with lived experience—were designed to move beyond theory. Every session combined clinical teaching with workshop-style application, ensuring that senior leadership teams didn't just leave with knowledge, but with concrete action plans to create mentally healthy environments.
This Year’s Mental Health Network Series Included:
Developing pupil’s emotional regulation skills and reducing the risk of anxiety Identifying and implementing fundamental principles of behavioral change
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## In 2025, staff reported:
29 new whole-school 216 girls received early policies and practices mental health support. implemented.
“The new Wellbeing Record-Keeping System is the most impactful change in our school’s recent history” Mrs Chaya E, Headteacher, Beis Rochel Secondary School
“The mental health network is a vital resource for the local SENCOs. It is the first thing I recommend to New SENCOs; and a training that even experienced SENCOs make time for despite their overwhelming schedules!”. Mrs Esther R, SEND Coordinator
38 pupils referred to Children and Young Peoples Mental Health Services.
53 girls received timely diagnosis of Learning Disabilities/Autism Spectrum Condition.
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## “Sunbeams’
## Mental Health Network is
community-led, evidence-based psychological practice at its very best." g
Dr Lisa Shostak, Associate Lecturer / Senior Clinical Tutor, CYP-MH Programmes, Kings College London.
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## In 2024-2025
## Investing in Volunteers
Our volunteers are young women age 18- 25 who give selflessly each week to support girls in the community. Some act as 1:1 mentors, some are receptionists as our sessions all take place out of office hours and others assist with managing the centre and restocking our activity supplies. Whatever the role, we are committed to providing professional volunteering experiences that not only enable our young women to give, but also to get.
“It feels so good to know I am having a positive impact in someone's life” Reisy, Volunteer 2024
All Sunbeams volunteers receive high level training and supervision so they benefit from enhanced knowledge, skills and volunteering opportunities. Besides for basic and mandatory trainings such as safeguarding, induction to Sunbeams etc, our volunteers enjoy indepths trainings delivered by professionals. These include “Why and how mentoring makes a difference”, “Building young people’s confidence and self-esteem”, or “Supporting my mentee’s mental health”. Volunteers are also given the opportunity to complete unlimited unit awards, short courses and e-learning related to young people’s health and wellbeing and their own personal development with providers such as Prospero Teaching, MindEd and AQA.
Ongoing clinical and non-clinical supervision gives volunteers the opportunity to develop, reflect and improve on transferable life and work skills such as commitment, communication, compassion, work ethic, confidentiality and time management.
of volunteers 42% considered pursuing further education in related areas of child care, counselling and psychology
59 women took on similar paid roles in the community as a result of their positive mentoring experience.
of 87% volunteers improved in time management, commitment and responsibility.
of 99% volunteers who applied for a job used Sunbeams as a reference.
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## Goldy's Storyg Eli's story
When I was finishing Seminary, I felt like I was stuck behind a wall. I knew I had a lot to give, and my dream was to work in a school or a helping profession, but I had a "quiet" problem that I feared would hold me back forever. Whenever I had to share my thoughts in a group or speak to someone in authority, I would completely freeze. I joined Sunbeams because I wanted to give of myself to a child in the community, but I was also secretly looking for a way to find my own professional voice.
The first few weeks were a real test for me. I struggled with the commitment of keeping up with session notes and I worried that I wasn't "expert" enough to be a mentor. But Sunbeams didn’t just leave me to figure it out. My Volunteer Coordinator was so supportive; she gave me a safe space to practice being professional without being judged. She gave me practical tips and helped me organize my thoughts before meetings.
Clinical supervision sessions with Dr. Lisa Shostak were was a game-changer for my confidence. Suddenly, I wasn’t just "chatting" with my mentee; I was learning to understand the "why" behind her behavior through a clinical lens. It made me feel like part of a high-level team. Participating in the trainings gave me a toolkit I never had before. I even started completing unit awards and e-learning through Prospero Teaching and MindEd, which made me realize that my voice was a vital part of the support system.
It’s now a year later and I cannot believe how much I’ve grown. Sunbeams prepares you for the workforce in a way no classroom can. I recently had a job interview at a local school, and when they asked for my input on a learning method, I didn’t freeze. I spoke up with confidence and clarity. I’m not just a volunteer anymore; I’m ready to embark on my career with confidence.
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## Resilient Res lient **i** sation Organ x Organisation M
We know that our charity must continue to be there for girls and young women and for the parents, teachers and community who rely on our services to build young people’s resilience. Whilst we continue to expand our operations, increase impact and improve service delivery, we recognise that strong foundations will result in a strong offer and even stronger results. Covid-19, followed by the Cost-of-Living Crisis has highlighted how crucial it is to invest in our people, systems, data, technology, funding and resources to ensure we are adaptable, sustainable and crisis-prepared.
This year, Sunbeams was awarded the London Youth Bronze Quality Mark, a nationally recognised standard for high-quality youth provision. The award recognises the strength of our governance, safeguarding, policies and quality assurance systems, and affirms the professionalism and care that underpin our work.
In her assessment feedback, the London Youth Assessment Officer wrote:
“Sunbeams London has done an incredible job bringing their values to life through the London Youth Bronze Quality Mark. Their commitment to empowering girls and young women through mentoring, wellbeing support, and lived-experience leadership really shines through. The attention to detail in demonstrating good practice around safeguarding, inclusion, and positive youth development shows how seriously they take creating a safe and supportive environment.”
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Achieving the Bronze Quality Mark is an important milestone for our organisation. It reflects not only the standards we hold ourselves to, but also our continued commitment to delivering safe, effective and accountable support.
Alongside strengthening our systems, we focused intentionally on leadership and succession. We adopted a more distributed approach to leadership, creating opportunities for staff at different levels to grow in confidence, responsibility and strategic understanding. Through reflective training sessions led by Dr Lisa Shostak, staff were supported to identify their strengths, understand their influence within the organisation and explore new areas of development.
Administrative and programme staff were given expanded responsibilities, including increased engagement with parents and young people, leading on key communications, and representing Sunbeams at borough-wide and strategic forums. Project Managers attended external networks and partnership meetings, strengthening both their leadership skills and our external relationships.
As one team member reflected, “Being trusted with greater responsibility has helped me see my own potential and how I can contribute to Sunbeams’ future.”
Looking ahead, we will continue to:
Analyse our board’s skills and leadership and its relationship with executive staff to ensure robust governance, clear roles and sustained strategic oversight.
Safeguard the charity’s future by significantly increasing and diversifying our income streams.
Put data and technology at the heart of how we operate.
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## Financial Independent Review Examiner’s Report r to the Trustees of The Trustees are happy to report organisation incoming resources of l
The Trustees are happy to report organisation incoming resources of £351,444. The year ended with a surplus of £3,853.
Securing funding in the current difficult financial climate has continued to be challenging and The Trustees gratefully acknowledge that the outstanding impact and achievement of the organisation are largely due to the generous support of the following charitable trusts and foundations: BBC Children in Need, City Bridge Trust, Henry Smith CT, J E Joseph CT, London Catalyst Foundation, The Schreier Foundation, The Mayor of London and London Propel, The Portal Trust, The National Lottery Community Fund and other anonymous supporters and community donors.
## PUBLIC BENEFIT
The trustees confirm their compliance with the duty to have due regard to the public benefit guidance published by the Charity Commission as well as the Equalities Act 2010 when reviewing the Charity’s aims and objectives and in planning future activities.
## RISK MANAGEMENT
The Trustees have identified and reviewed the major risks to which the charity is exposed. Both manual and automated checks are regularly invoked, particularly those relating to the operations and finance of the charity. The trustees are satisfied that these systems and procedures mitigate any perceived risks.
## INDEPENDENT EXAMINER
J.D.A Cowan, BA FCA of Albeck Limited, 49 Mowbray Road, Edgware, Middlesex, HA8 8JL
## SMALL COMPANY PROVISIONS
This report has been prepared in accordance with the provisions applicable to companies entitled to the small companies’ exemption.
## APPROVAL
This report was approved by the trustees on 23rd February 2026 and signed on their behalf by:
## RESERVES POLICY
The trustees aim to hold free reserves of at least 3 months (and no more than 12 months) operating costs in order to protect services and to ensure adequate cashflow for the organisation’s need. As of 30 June 2025, the organisation held free reserves of £108,188 which is the equivalent of 3.7 months’ operating costs.
Mrs M Davidovits Chair
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## Independent Independent Examiner's report Examiner’s Report to the trustees of to the Trustees of Sunbeams London Limited l (company number 08580129, charity number 1158753) for the year ended 30 June 2025
I report to the charity trustees on my examination of the accounts of the Company for the year ended 30 June 2025 which are set out on pages 54 to 73.
## Responsibilities and basis of report
As the charity’s trustees (who are also the directors of the company for the purposes of company law), you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (“the 2006 Act”).
Having satisfied myself that the accounts of the Company are not required to be audited for this year under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity’s accounts as carried out under section 145 of the Charities Act 2011 (“the 2011 Act”). In carrying out my examination, I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
## Independent examiner's statement
I have completed my examination. I confirm that no material matters have come to my attention which gives me cause to believe that:
- Accounting records were not kept in accordance with section 386 of the Companies Act 2006; or
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- The accounts do not accord with such records; or
- The accounts do not comply with relevant accounting requirements under section 396 of the Companies Act 2006 other than any requirement that the accounts give a ‘true and fair’ view which is not a matter considered as part of an independent examination; or
- The accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities (FRS102).
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
## Justin Cowan, BA FCA
Albeck Limited Chartered Accountants 49 Mowbray Road Edgware HA8 8JL
Date: 26 February 2026
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## Statement of financial activities
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of financial
activities
2025 2024
Unrestricted Funds Restricted Funds Total Funds Unrestricted Funds Restricted Funds Total Funds The statement
INCOME FROM Notes
of financial
£ £ £ £ £ £
activites includes
Donations & Legacies 25,232 25,232 5,745 5,745 all gains and
Charitable activities 2 losses recognised
Mentoring & Parent Engagement 15,368 271,844 287,212 22,750 293,228 315,978 in the year. All
Mental Health & Wellbeing at School 4,000 35,000 39,000 38,800 38,800 income and
Total income 44,600 306,844 351,444 28,495 332,028 360,523 expenditure derive
from continuing
EXPENDITURE ON 3 activities.
Raising funds 17,847 17,847 7,193 10,560 17,753
Mentoring & Parent Engagement 289,554 289,554 258,630 258,630
Mental Health & Wellbeing at School 5,190 35,000 40,190 4,466 38,800 43,266
Total expenditure 23,037 324,554 347,591 11,659 307,990 319,649
Net income for the year 4 21,563 -17,710 3,853 16,836 24,038 40,874
Reconciliation of funds
Total funds brought forward 98,990 34,712 133,702 82,154 10,674 92,828
Total funds carried forward 10 120,553 17,002 137,555 98,990 34,712 133,702
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## Balance Sheet as at 30 June 2025
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|---|---|---|---|---|
|Notes|2025|2025|2024|2024|
|£|£|£|£|£|
|FIXED ASSETS|
|Tangible Assets|7|12,365|13,622|
|OTHER ASSETS|
|Other Fixed Assets|8|15,546|15,546|
|CURRENT ASSETS|
|Debtors/Accrued Revenue|9|25,676|31,077|
|Cash at bank and in hand|91,235|102,618|
|116,911|133,695|
|LIABILITIES|
|Creditors: amount falling due in one year|10|7,267|29,161|
|Net current assets/(liabilities)|109,644|104,534|
|Total Net Assets|137,555|133,702|
|FUNDS|
|Restricted income funds|11|17,002|34,712|
|Unrestricted income funds|120,553|98,990|
|Total Charity Funds|137,555|133,702|
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For the year ending 30 June 2025, the charity was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies.
## Trustees' responsibilities:
- The members have not required the charity to obtain an audit of its financial statements for the year in question in accordance with section 476;
- The trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of financial statements.
These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies' regime. These financial statements were approved by the board of trustees and authorised for issue on 23rd February 2026 and are signed on behalf of the board by:
Mina Davidovits Trustee
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5757
## 1. Accounting Policies
## STATUTORY INFORMATION
Sunbeams London Ltd a charitable company limited by guarantee.
## BASIS OF PREPARATION
The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) - (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (September 2015) and the Companies Act 2006 and with the Charities Act 2011.
Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.
## PUBLIC BENEFIT ENTITY
The charitable company meets the definition of a public benefit entity under FRS 102.
## GOING CONCERN
The trustees consider that there are no material uncertainties about the charity’s ability to continue as a going concern.
## JUDGEMENT AND KEY SOURCES OF ESTIMATION UNCERTAINTY
The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.
## INCOME
Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.
Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.
Income received in advance of the provision of a specified service is deferred until the criteria for income recognition are met.
## FUND ACCOUNTING
Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund. Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.
## EXPENDITURE
Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably.
Expenditure is classified under the following activity headings:
• Costs of raising funds relate to the costs incurred by the charity in inducing third parties to make voluntary contributions to it, as well as the cost of any activities with a fundraising purpose
• Expenditure on charitable activities includes the costs of undertaken to further the purposes of the charity and their associated support costs
• Other expenditure represents those items not falling into any other heading
58 58
59 59
## ALLOCATION OF SUPPORT COSTS
Resources expended are allocated to the particular activity where the cost relates directly to that activity. However, the cost of overall direction and administration of each activity, comprising the salary and overhead costs of the central function, is apportioned on the following basis which are an estimate, based on staff time, of the amount attributable to each activity.
Where information about the aims, objectives and projects of the charity is provided to potential beneficiaries, the costs associated with this publicity are allocated to charitable expenditure.
- Mentoring & Parent Engagement 70%
- • Mental Health & Wellbeing at School 20% • Support costs 8% • Fundraising costs 2%
Support and governance costs are re-allocated to each of the activities on the following basis which is an estimate, based on staff, of the amount attributable to each activity.
- Mentoring & Parent Engagement 80%
- • Mental Health & Wellbeing at School 20%
Governance costs are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities.
A detailed breakdown of support costs and their allocation to each activity is provided in note 3.
## TANGIBLE FIXED ASSETS
Tangible assets are initially recorded at cost, and subsequently stated at cost less and accumulated depreciation and impairment losses. Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:
Equipment 33% straight line
## CREDITORS AND PROVISIONS
Creditors and provisions are recognised where the charity has a present obligation resulting 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 measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.
## FINANCIAL INSTRUMENTS
The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.
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method.
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2. Income from
Charitable Activities
Unrestricted Funds Restricted Funds Total 2025 Total 2024
£ £ £ £
Mentoring & Parent Engagement
BBC CIN 21,705 21,705 28,651
City Bridge Trust 11,733 11,733
Comic Relief 10,803
Compass Wellbeing / NCEL CYPMHS 21,175
Delapage Ltd 19,000
Henry Smith CT 48,300 48,300 47,600
J E Joseph CT 4,000 4,000 3,500
London Catalyst Foundation 4,488 4,488
Maurice Wohl Foundation 5,000
Peoples Health Trust 3,732 3,732 22,394
The Berkeley Foundation 6,395
The Mayor of London - London Propel 96,528 96,528 91,084
The National Lottery Community Fund 76,158 76,158 30,208
Their World 10,500
Other Smaller Grants 11,368 9,200 20,568 19,670
15,368 271,844 287,212 315,978
Mental Health & Wellbeing at School
Delapage Ltd 20,000 20,000
LB Hackney 15,000 15,000 38,800
Other Smaller Grants 4,000 4,000
4,000 35,000 39,000 38,800
Total income from charitable activities 19,368 306,844 326,212 354,778
6262
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6363
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3. Analysis of
Expenditure
Mentoring & Parent Mental Health &
Raising Funds Engagement Wellbeing at School Governance Support Costs 2025 2024
£ £ £ £ £ £ £
Direct Expenditure
Staff Costs 15,980 124,773 23,129 250 7,652 171,784 126,824
Premises Costs 651 26,476 3,406 2,605 33,139 46,148
Office Running Costs 290 10,157 2,902 1,161 14,510 11,722
Training & Development 293 27,527 5,742 32 33,595 38,084
Publicity 96 2,776 716 292 3,880 9,280
Accountancy Fees 1,200 1,200 1,080
Legal & Professional Fees 111 7,468 1,105 442 9,126 4,788
Weekly Mentoring Sessions 70,908 70,908 68,228
Volunteer Events & Gifts 3,359 3,359 6,785
Depreciation 426 5,056 426 183 6,091 6,709
Total Expenditure (by cost centre) 17,847 278,500 37,427 1,450 12,367 347,591 319,649
6464 6565
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3. Analysis of
Expenditure II
Mentoring & Parent Mental Health &
Raising Funds Engagement Wellbeing at School Governance Support Costs 2025 2024
£ £ £ £ £ £ £
Staff Costs 6,122 1,530
Premises Costs 2,084 521
Office Running Costs 929 232
Training & Development 26 6
Publicity 234 58
Legal & Professional Fees 354 88
Depreciation 146 37
Governance Costs 1,160 290 1,450
Total Su pport Costs 9,894 2,473 12,367
Total Resources Expended (including support costs) 17,847 289,554 40,190 347,591 319,649
6666 6767
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## 4. Net Income for 6. Staff Costs and The Year Emoluments
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This is stated after charging: 2025 2024
Depreciation 6,090 6,709
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Total staff costs were as follows: 2025 2024
Wages and salaries: 143,193 95,601
Sessional Staff 28,591 31,223
171,784 126,824
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## 5. Independent Examination Fees
- No employee received more than £60,000 during the year (2024:N i l)
- The average number of employees during the year was 7 (2024:6)
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Fees payable to the independent examiner for: 2025 2024
Costs of external scrutiny 1,200 1,080
Provision of other financial services 1,520 990
Total 2,720 2,070
6868
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There was no remuneration paid to the trustees. The charity did not meet any individual expenses incurred by the trustees for services provided to the charity.
6969
## 7. Tangible Fixed 9. Debtors Assets
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2025 2024
Prepaid Expenses 7,276 7,277
Accrued Income 18,400 23,800
Total 25,676 31,077
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Cost Equipment Refurbishments Furniture & Fittings Total
At 1 July 2024 8,477 27,785 17,232 53,494
Additions 1,748 1,642 1,443 4,833
At 30 June 2025 10,225 29,427 18,675 58,326
Depreciation
At 1 July 2024 6,629 21,892 11,350 39,871
Charge for the year 1,187 2,486 2,417 6,090
At 30 June 2025 7,816 24,378 13,767 45,962
Net Book Value
At 30 June 2025 2,409 5,048 4,907 12,365
At 30 June 2024 1,848 5,893 5,882 13,623
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## 10. CreditorsAmount Falling Due Within One Year
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2025 2024
Trade Creditors 134 8,390
Other Creditors 7,132 20,770
Total 7,267 29,160
7171
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## 8. Other Fixed Assets
2025 2024 Security and Damages Deposit 15,546 15,546
7070
## 11. Analysis of 13. Company Limited Charitable Funds By Guarentee
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At 1 July 2024 Income Expenditure At 30 June 2025
Unrestricted Funds
General Funds 98,990 44,600 -23,037 120,553
Restricted Funds
Restricted Funds 34,712 306,844 -324,554 17,002
Total Funds 133,702 351,444 -347,591 137,555
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- Every member of the Charity has undertaken to pay such an amount as may be required not exceeding £1 towards the Charity’s assets if the Charity should be wound up.
## 14. Related Party Transactions
## 12. Commitments Under Operating Leases
No transactions with related parties were undertaken such as required to be disclosed under FRS102.
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• At 30 June, the charity was committed to total future
minimum lease payments under non-cancellable operating
leases for each of the following periods:
2025 2024
Land & Buildings Land & Buildings
Not later than one year 29,953 28,080
Later than one year and not later than five years 138,600
Later than five years
Total 168,553 28,080
7272
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## Reference and Administrative Details M
Registered charity name Sunbeams London Ltd Charity registration number 1158753 Company registration number 08580129 Principal office and registered 97 Stamford Hill Office London N16 5DN The Trustees Mrs M Davidovits Mrs R Reich Mrs J Zwiebel Mrs C Moskovitz Accountants JDA Cowan, BA FCA Albeck Limited 49 Mowbray Road Edgware Middlesex HA8 8JL
7474
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Sunbeams