2026-03-31-accounts

2025-26

2025-26

Annual Report Trustees’ annual report and financial statements for the year ending 31 March 2026

Settle Support, a Charitable Incorporated Organisation (registered number 1162399)

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Settle Annual Report

2025-26

Contents

Chair and Chief Executive’s introductory statement	4
Who we are & what we do	8
Year at a glance	10
Our year: 2025-26	16
Our impact	18
Financial review	36
Financial statements	44

Settle is a charity tackling a leading cause of homelessness by supporting care-experienced young people through the key transition of moving into their first home.

“ The thing about sessions with Settle is that I always leave feeling more confident and hopeful for the future.

– LUNA, ON THE SETTLE PROGRAMME

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Chair and Chief Executive’s introductory statement

young people and with our referral partners. We enter 2026/27 with four new partnerships confirmed. This takes us to a total of eleven paying referral partnerships, allowing Settle to extend support to young people across London.

We’re delighted to share this report on another outstanding year for Settle. In the first year of our new 2025-28 strategy, we made significant progress towards all three of our strategic goals.

Another highlight was the launch of Settle’s A Home of Our Own campaign. Young people from our Advocacy Forum presented the campaign’s calls for change at an event in parliament during National Care Leavers” Month in November. It was a privilege to hear young people with experience of the care system and homelessness speak so powerfully in front of MPs and Lords.

In 2025/26, we supported more young people than ever before. A total of 236 young people participated in the Settle Programme, an increase of nearly 30% on 2024/25. We began support with 158 new young people, our highest ever in a single year.

We’re proud that we achieved this growth while sustaining the quality of our support. We continued to see a 100% satisfaction rating among young people completing the Settle programme this year. Most importantly, 100% of young people who completed the programme were still in their tenancy 12 months later.

We were able to amplify young people’s voices in many other ways this year, with features in the London Standard and Children & Young People Now, and the first episode of our Settle Down podcast, as well as through our social media.

Settle exists because care leavers are nine times more likely than their peers to experience homelessness. A safe and stable home is the foundation for young people to thrive in every other aspect of their lives.. Supporting them to achieve this stability is and always will be our proudest achievement.

100% of staff strongly agree or agree that they have a clear understanding of Settle’s strategic goals

Our success this year reflects a sustained effort across the team to build strong relationships with

Finally, it’s been another fantastic year for fundraising at Settle. We grew our income by 10% to over £1.3m. As well as seeing increased support from existing funders, we secured grants from five new funders, and received generous gifts and donations from a range of new and existing supporters. We’re so grateful for the support of all these organisations and individuals.

We were especially pleased to welcome our youngest new supporter, William, aged nine. After seeing Sarah’s story on Red Nose Day in March 2025, William completed a children’s Tough Mudder course and held a bake sale, raising over £800 for Settle this year. Thank you so much William!

Much of our fundraising success in recent years is down to our incredible Head of Fundraising, Penny. At the end of 2025/26, Penny announced that she was leaving Settle to go travelling in her van. We wish her every adventure she hopes for. We also said goodbye to three of our trustees, Kathy Mohan, after serving an amazing nine years on our Board, Jermaine King-Kabali and

Mary-anne Hodd. We’re grateful to all of them for their support and guidance over the years.

Whilst Settle has had a brilliant year, the situation has remained extremely tough for young people leaving care. We are continuing to see.... higher levels of need among the young people we support, including financial hardship, unsafe living conditions, and poor health. In response, we increased our wraparound support for young people this year, spending more on grants and

therapy, and created a new role to improve our assessment of young people’s needs. We also introduced a new wellbeing grant, allowing young people to do things they enjoy, from arts and crafts to sports and physical activity to going to the cinema with friends.

“I feel very confident, way happier, stable, stronger, prepared for my life... I didn’t think I would have survived my life. My attitude has changed whilst working with you... [Settle has] changed everything for me.”

The government has made positive commitments this year to improve support for care leavers and other young people at risk of homelessness. Going into 2026/27, Settle will continue to work alongside the Advocacy Forum to press for these commitments to be put into practice, and to call for the wider change that’s needed. Most of all though, we’ll continue to be there for young people when they need us, week in, week out.

Dan Jones

CEO

Sarah Byrt

Chair

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Settle Annual Report

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OUR VISION

No young person leaving care experiences homelessness

OUR MISSION

To prevent young people leaving care from becoming homeless by equipping them with the skills and confidence they need to thrive

OUR VALUES

Grow the good

We focus on building young people’s strengths, not dwelling on their weaknesses. Strength-based approaches underlie all our work.

Intentions aren’t enough

We’re a data-driven organisation always striving to do better. We’re transparent and take a robust approach to impact measurement.

Young people first

Young people are at the heart of Settle. We make sure their interests are prioritised above all else, and their voices are represented across our organisation.

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Who we are & what we do

Settle is a charity tackling the lack of support for young people as they leave the care system.

Over the last decade, we’ve developed an effective model that prevents young people from becoming homeless. We do this by providing the right support at the right time to young people moving out of the care system and into their first home. By focusing on this key transition, we prevent problems snowballing and enable young people to thrive.

The Settle Programme focuses on providing intensive 1:1 support, built around the young person’s goals, priorities and needs. We use a young person led approach, delivered by a frontline team of accredited coaches.

~~Supporting good transitions~~

For many years, young people have told us they face a “cliff edge” when leaving the care system. When they turn 18, their support structures drop away, and they can find themselves left to navigate their first steps into adulthood on their own.

The issues young people face in sustaining a tenancy can’t be separated from challenges around mental and physical health, relationships, employment, benefits, immigration status etc. We provide small grants to meet immediate financial needs, alongside funding for young people to receive therapy from an accredited professional of their choice.. Settle Coaches also help young people access specialist support with more complex problems.

In the Settle Programme, an accredited coach works intensively with an individual young person during this critical transition. Coaches support young people to deal with day-to-day challenges and achieve their goals.

Young people stay on the Settle Programme for around six months. Once they have completed the programme, young people can come back to us for drop-in support if they need it. We run regular activities and social events for this wider Settle Community, providing young people with opportunities to meet peers and build their own networks.

With their Settle Coach, young people develop the practical skills and knowledge to avoid eviction and homelessness – and create a trusting relationship that gives them the confidence and security to build the lives they want.

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Year at a glance

Skills and self-confidence

We measure young people’s progress throughout the programme, using structured evaluation and self-assessment tools to help them reflect on their skills, knowledge and ability to handle challenges.

100% Of young people sustained their tenancies at 12 months*

*data based on graduates who were contacted 12 months after completing the programme.

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Settle Annual Report

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Who we worked with

Settle has always worked with young people from a wide range of ethnic groups, reflecting the diversity of London’s communities. In 2025/26, we saw a significant increase in the proportion of young people with experience of the asylum system. These are primarily young people who came to the UK as separated children, and were taken into local authority care on arrival. London has a much higher proportion of separated children seeking asylum in care than the rest of the country, and growing numbers of these young people are now leaving care. During 2026/27, we aim to build relationships with other refugee charities to ensure we can provide the best, most appropriate support to all the young people we work with.

We also saw a shift in the gender balance of the young people we supported in 2025/26, with a majority being young men. One reason for this change is that we worked with many more care leavers who arrived here as separated children, almost all of whom are male.

We also strengthened our data collection on diversity this year. This confirmed that we support a relatively high proportion of young people who identify as trans - 7%, compared to 1% of 16-25 year olds in the UK.

Ethnicity

Gender identity

Black / African / Caribbean / Black British: 53% Asian / Asian British: 16% White: 13% Any ethnicity not listed: 9% Mixed ethnic groups: 7% Arab: 3%

Experience of seeking asylum or refuge

Yes: 50% No: 48% Prefer not to say: 3%

I am a man: 68% I am a woman: 30% I am non-binary: 1% I identify as an option not listed above: 1%

Trans identity

No: 89% Yes: 7% Prefer not to say: 4%

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Who we worked with

Local authority Partners

----- Start of picture text -----
Haringey
Barnet
Hackney
Brent
Hounslow
Lambeth
Hammersmith
and Fulham
Croydon
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Other referral partners

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Settle Annual Report

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2025-26
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Our year: 2025-26

This report highlights our progress in 2025-26 and reviews our successes and challenges over the financial year.

We hope it will inspire many more people to join us in our mission to end youth homelessness in the UK.

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Our impact - wider support

In addition to our core coaching programme, we offer young people a variety of wider financial and wellbeing support.

Grants

235 grants 126 young people Hardship £12,731 2 grants Rent arrears £2,583 2 young people 73 grants Wellbeing 73 young people £2,662 83 grants Winter 83 young people £1,660 19 grants 19 young people Third party £8,077 412 grants Total £27,713

Financial grants

Settle offers financial hardship grants to young people in immediate need, to cover the cost of food, groceries and other essential expenditure. We also work with young people to apply for larger grants for furnishings or rent arrears.

Each December, we provide a winter grant to young people on the programme to help meet the extra costs of the season. This year we also introduced a wellbeing grant of up to £35 for every young person.

Settle Coaches support young people to access grants from local authorities, charities and foundations towards rent arrears, home furnishings and other larger costs. These third party grants are often paid to Settle for us to pass them on to young people. In 2025/26, we began a pilot of our own arrears grant scheme, making grants from Settle’s funds towards young people’s rent arrears.

Mental health

Settle offers young people up to 15 sessions of fully funded therapy with a qualified therapist or counsellor of their choice.

37 320 Young people Sessions

100% Young people said they got what they wanted

60%

Reported improved mental health

We also provided welcome packs and winter wellbeing packs to young people, with a total value of £1,440.

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In 2025-26 we launched a wellbeing grant to allow every young person we support to spend up to £35 on something they enjoy.

Young people have chosen to use this for days out to celebrate their children’s birthdays, crafting or hobby materials, sports equipment, or tickets to bowling or the cinema.

“ I was just sleeping lots, but you brought me some good things [for my garden]. I’m so excited, even my mood has changed as well.

– YOUNG PERSON ON THE SETTLE PROGRAMME

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Callum’s story

When Callum was referred to Settle, he had just moved into his first permanent home. Taking on full responsibility for his tenancy and utilities was a significant milestone. Budgeting and managing bills were new to him. From the perspective of his Personal Advisor (PA), Callum was keen to get into work but lacked clarity on financial responsibilities. He had previously struggled with budgeting, and experienced issues with rent payments and understanding his new commitments.

“He was moving into a permanent home for the first time and needed support understanding tenancy, utilities, and budgeting.” - Personal Advisor

Callum was initially apprehensive about joining the Settle Programme. He was not entirely sure what to expect from Settle, nor was he immediately open to support. However, it quickly became clear to Settle that, with the right approach, Callum was willing to engage, especially once he realised the programme would be shaped around his needs and interests.

Callum was subsequently matched with Mark, a Settle Coach. From the start, they bonded over a shared interest in football, which became a key foundation for their relationship. Callum had already started to apply for a disability football coaching role with Fulham Foundation, and his coach helped him navigate the communication aspects of the application process, such as drafting professional emails, managing his anxiety around delays, and preparing for interviews.

“It was a lot of saying what to say in a professional way, updates on the application. We did a lot of work around what they may ask, typical responses, typical questions. It was a lot of supporting wellbeing through the process because he was worried.”

• Settle Coach

“ He’s started the role now - we started the programme just applying, and by graduation he’d done his full shifts at Fulham, a full-circle moment.

– SETTLE COACH

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Settle Annual Report

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Additionally, through their weekly sessions – usually held in a local café Callum chose – they tackled practical issues like Universal Credit, benefit sanctions, and budgeting. Early in the programme, Callum experienced a Universal Credit sanction due to a missed appointment. Callum’s coach supported him in returning to full entitlement, reminding him to attend sessions and to keep his Universal Credit journal updated. His coach was mindful that Callum found the Universal Credit system difficult, and kept check-ins light but focused, only stepping in when Callum needed guidance.

“He wasn’t great with managing finances before and the experience put more responsibility onto him.”

- Personal Advisor

Callum made significant progress over the programme. His initial uncertainties around managing a tenancy and finances evolved into a growing sense of independence.

Callum’s confidence improved over the course of the programme. At first, he found it difficult to navigate the world of work. His coach noted that Callum would often struggle to follow up on emails or feel anxious when people didn’t respond. However, by the end of the programme, Callum had learned to manage these situations calmly and independently, sending his own follow-up messages, checking in with managers, and navigating the induction process for his new role.

Callum’s lifestyle also changed during the programme. After initially relying on daily takeaways, he began planning meals, cooking at home, and budgeting his food expenses with greater intention:

“When you’re getting takeaways there’s less money; it’s okay to get those takeaways but not every day.”

- Callum

Callum’s PA observed notable changes in his maturity, responsibility, and confidence. She described how he was initially reticent about the programme, but came to recognise its value over time, crediting it for helping him transition from cautious independence to confident autonomy.

By the end of the programme, Callum had achieved one of his biggest personal goals: securing and beginning work as a disability football coach with Fulham Foundation. Callum went from drafting application emails with his coach to independently attending interviews, completing training, and working in a job he finds fulfilling.

“He’s started the role now - we started the programme just applying, and by graduation he’d done his full shifts at Fulham, a full-circle moment. Now he has the role, it’s just going to open a lot of opportunities and experiences and belief in himself, which I think will be positive and beneficial for him.”

• Settle Coach

“By the end, he was showing the ability to be calm and manage emails. He would come to the sessions and say ‘I’ve sent this.”

• Settle Coach

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Settle Annual Report

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Grow our impact

What we said we’d do

• Double our annual reach, working with twice as many young people in 2027/28 (at least 360) as in 2024/25 (183)

• Continue to deliver and develop our Community and Support Services to deepen our impact

• Maintain the high quality of our programme through effective quality controls and programme insight

• Strengthen our evidence base, building our approach to impact and evaluation

• We delivered more support to more young people than ever before. This year we supported 236 young people in total, including 158 new young people, delivering 1,971 hours of 1:1 support. This compares to 183 young people, including 133 new young people, and 1,573 hours of support in 2024/25. We continued to see a satisfaction rate of 100% among young people completing the Settle Programme.

What we did

• We made significant progress developing new referral partnerships to increase our reach. In early 2026, we confirmed partnerships with three new local authorities, Croydon, Kingston and Richmond, and we have already begun to receive referrals from these partners..

• As part of a consortium of eight charities, we successfully bid to establish the new London Youth Gateway. This will create a ‘front door’ for other organisations across London to refer young people to Settle for support.

• There was a big increase in young people taking up our wider support offer this year. We provided over £29,000 in grants to young people, more than twice the amount in 2024/25. We funded therapy for 37 young people, compared to 14 young people last year.

• We held seven community events, including a drama workshop with the Big House, a cooking class at Bootstrap Kitchen, and an energy saving workshop with Community Energy Partners, as well as our annual graduation event.

• Building on our investment in systems in 2024/25, we now have a full year of robust programme data, including detailed diversity and inclusion data. This allows us to ensure that we are delivering a high quality service for all the young people we support.

• What challenged � We are seeing a consistent increase in levels of need among the young people we are supporting. We have introduced a

• us? new Senior Referral and Assessment Coach role, to deepen our understanding of young people’s situations at referral, and ensure they receive the most appropriate support.

• Resource pressures on local authorities create ongoing challenges, especially when agreeing and mobilising contracts. Across the three new local authority partnerships we have secured this year, it took 12 months on average to go from initial engagement to final agreement.

• Partners also continue to experience challenges in meeting referral targets agreed with Settle. To address this, we have recruited a new Partnerships Engagement Officer, increasing our capacity for ongoing engagement with referring teams. We have also produced a partnerships film, and will invest in additional marketing and communications in 2026/27.

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Develop our influence 2

What we said we’d do

• Develop and deliver Settle’s first advocacy campaign, A Home of Our Own, led by young people

• Settle’s Advocacy Forum, a group of young people with experience of the care system and homelessness, worked together to develop aims and priorities for our A Home of Our Own campaign. We’ve set out our vision of how the system should work to give every young person leaving care the best possible start.

What we did

  - We launched the campaign with an event in parliament during National Care Leavers’ Month in November. Young people from the Advocacy Forum shared their stories of leaving care and their insights on what needs to change with MPs and Lords. We followed up with peers to encourage them to support proposed changes to the government’s flagship legislation on children’s care, the Children’s Wellbeing and Schools Bill.

  - Young people’s voices are at the heart of this work. The Advocacy Forum sets the campaign priorities, and takes the lead in shaping and delivering our message. Two young people took on new roles as Forum Coordinators this year, planning monthly Forum meetings and steering our advocacy efforts.

  - We worked with young people to generate campaign content throughout the year, with more videos, stories and posts created by young people this year than ever before. We produced the first episode of the Settle Down podcast, hosted by two young people from the Advocacy Forum, and Aaliyah, a Forum member, had an article published in Children & Young People Now.

  - Settle joined the Alliance for Children in Care and Care Leavers, the network of organisations working to change the care system. We contributed to open letters and joint briefings on the Children’s Wellbeing and Schools Bill with other Alliance members.

• What challenged � Advocacy is still a new area for Settle, and we don’t currently have any dedicated staff capacity for this work. We invested

• us? significant senior staff time in policy engagement around the Children’s Wellbeing and Schools Bill. Although there are some positive new measures in the final law, the proposals we made to strengthen these even further were not adopted.

• Further grow and develop Settle’s young person’s Advocacy Forum, ensuring the voice of young people with care experience sits at the heart of this work

• Build new relationships and creative alliances in the sector

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Settle Annual Report

“ Calling for change for other people, heals a part of yourself that didn’t get that change.

– SETTLE ADVOCATE

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3 Strengthen our foundations

What we said we’d do

• Increase and diversify our income to £2 million by 2027/28, up from £1.2 million in 2024/25

• Increase our team size in line with growth in our reach and ambition

• Broaden the lived experience and diversity of the team and maintain a culture that prioritises wellbeing, performance and retention

• We increased our income by 10% from £1,206,880 in 2024/25 to £1,333,037 in 2025/26. Over the year, we grew our funder base, diversified our income streams, and increased our pricing and contract values with delivery partners.

What we did

• We raised a record-breaking £55,355 through this year’s winter fundraising campaign, significantly exceeding our £40,000 target and raising nearly three times as much as in 2024.

• We secured excellent coverage in the London Standard as part of their Winter Campaign with Comic Relief. This significantly increased our exposure to new audiences.

• We grew the Settle team from 18 to 21 membes of staff over the year. We welcomed three Settle Coaches, replacing colleagues who moved on during the year, two new fundraising staff and a Senior Communications Officer.

• We continued to keep lived experience at the heart of our work. Young people are involved in all our recruitment processes and lead our advocacy work. We offered a range of paid involvement opportunities for young people, including media and communications activities, as well as meetings with funders, policy makers and trustees.

• In our most recent staff survey, 95% of staff strongly agreed or agreed that Settle is invested in their wellbeing. 90% said they enjoy their job.

“

It’s important, satisfying work that aligns with my values

– FEEDBACK FROM STAFF SURVEY

• We still manage most of our fundraising data on spreadsheets, which creates inefficiencies and room for error. We therefore commissioned a consultant to help us move to a more efficient and user-friendly CRM system. We’re looking forward to completing this work in 2026/27.

What challenged us?

• Despite our efforts to increase lived experience and diversity across the team, we have not seen the progress we hoped for. We are slowly reaching our target for racial diversity representation across the team. However, we did not see an increase in the representation of care experience over the year, and we are a fair way off our target. We have continued to review our recruitment processes and practices to ensure that they are inclusive and free of bias. We are also exploring how we can increase the support we offer to careexperienced colleagues.

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Settle Annual Report

1. Grow our impact

• Double our annual reach, working with twice as many young people in 2027/28 (at least 360) as in 2024/25 (183)

• Continue to deliver and develop our Community and Support Services to deepen our impact

Our strategy: 2025-28

2025/26 was the first year of our latest three year strategy. We’re delighted to have made strong progress against all three of our strategic goals this year. We are firmly on track to double the number of young people we support across London, while also sparking wider changes in the system.

We have set three ambitious strategic goals for 2025-28:

• Maintain the high quality of our programme through effective quality controls and programme insight

• Strengthen our evidence base, building our approach to impact and evaluation

2. Develop our influence

• Develop and deliver Settle’s first advocacy campaign, A Home of Our Own, led by young people

• Further grow and develop Settle’s young person’s advocacy forum, ensuring the voice of care-experienced young people sits at the heart of our work

• Build new relationships and creative alliances in the sector

3. Strengthen our foundations

• Increase and diversify our income to £2 million by 2027/28, up from £1.2 million in 2024/25

• Increase our team size in line with growth in our reach and ambition

• Broaden the lived experience and diversity of the team and maintain a culture that prioritises wellbeing, performance and retention

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Financial review

Settle Annual Report

2025-26

Total income (£ million)

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1.5
1
0.5
2021/22 2022/23 2023/24 2024/25 2025/26
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50%
Traditional grant-
making trusts 26%
High-net-worth
individuals and
families
10%
Delivery income
6%
Corporate
foundations and
5% other grants
4% Donations
Interest
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Year in review

Growth

Settle’s income grew by 10% during the financial year 2025/26, continuing our positive year-on-year trend. Expenditure increased by 24%, reflecting increased delivery, with a 29% increase in young people supported during the year.

With a higher than planned surplus in the previous financial year, and a large grant received for activities in both 2024/25 and 2025/26, we were able to plan for, and deliver, higher growth in delivery and expenditure than income during 2025/26.

Diversification

Income from traditional grant-making trusts now accounts for 50% of our income, with 26% from high-net-worth individuals & family foundations, 10% from delivery partners, 5% from corporate funders and other grants, 5% from donations and 4% from interest income.

Stability and resilience

Settle reported a surplus of £109,168 and ended the year with £767,848 of unrestricted reserves, equivalent to 5.7 months of expenditure.

Income

In 2025/26, total income increased by £126,157 to £1,333,037 (2024/25: £1,206,880).

Grants and major donations

Total grant and major donation income increased by £94,214 to £1,085,828 (2024/25: £991,615).

Restricted grant and major donation income increased by £115,213 to £860,828 (2024/25: £745,615).

Settle received £225,000 in unrestricted grant and major donation income from four funders (2024/25: £246,000). While this was a dip of £21,000 compared to the previous year, it was 48% higher than two years ago.

Income received in the year from multi-year grants and major donations reduced by £30,347 to £662,268 (2024/25: £692,615), reflecting the end of a significant multi-year grant from a corporate foundation. However, the number of

funders providing multi-year commitments to Settle increased from 9 to 12, and we have seen the total value of commitments for future years increase significantly.

Settle continued to expand and diversify our funder base this year. We welcomed six new funders during the year, along with renewals from eight previous funders. In total, we received grants from 23 funders, compared to 19 in 2024/25.

Partner income

Delivery income increased by £29,614 (30%) to £128,292 (2024/25: £98,678). This reflects the start of a new partnership, an increase in our pricing, and the first full year of our partnership with the London Borough of Brent.

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Settle worked with eight paying referral partners during the year (2024/25: 7). In addition to our existing partners, one housing association and six local authorities, we began working with the London Borough of Richmond. From April 2026, Settle will begin taking referrals from the London Boroughs of Croydon and Kingston, and as part of the London Youth Gateway project.

Donations and interest income

Donation income increased by £4,396 to £71,147 (2024/25: £66,751), of which £55,356 related to our successful winter fundraising campaign, which was match funded through the Big Give Christmas Challenge.

Interest income declined by £2,066 to £47,770 (2024/25: £49,836), reflecting lower interest rates.

Expenditure

Total costs increased by £240,321 to £1,223,869 (2024/25: £983,548).

Further detail in respect of Charitable Expenditure, Cost of Raising Funds and Support Costs are provided in Note 2 on page 57.

Staff costs

Staff costs increased by £199,603 to £936,980 (2024/25: £737,377), reflecting team growth (from 15.9 to 20.1 FTE), salary inflation, increased national insurance costs and staff progression.

Non-staff costs

Non-staff costs increased by £40,718 to £286,889 (2024/25: £246,171).

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13%
Other costs
4%
Support
services
4%
Settle
Programme
2%
Community &
advocacy
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77%
Staff costs
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This was primarily due to a significant increase in demand from young people for financial and mental health support, resulting in an increase of £31,973 (to £48,390 (2024/25: £16,417) in expenditure on these activities.

Other non-staff costs increased modestly, by £8,745 to £238,499 (2024/25: £229,754).

Surplus

Overall, Settle reported a surplus of £109,168 (2024/25: £223,332).

Reserves

Total reserves increased to £1,056,180 (2024/25: £947,012). Our restricted reserves increased by £22,742 to £288,332 (2024/25: £265,590). Settle’s unrestricted reserves increased by £86,426 to £767,848, equivalent to 5.7 months of expenditure at 31 March 2026 (2024/25: £681,422, 6.4 months).

As planned, unrestricted reserves returned to within Settle’s policy range of 4-6 months of expenditure.

Reserves policy

The trustees have set a reserves policy whereby the free reserves (unrestricted funds) held by Settle should be within a range of 4-6 months of regular expenditure, and that each year the trustees review the range and set a specific target depending on prevailing risk factors (including the annual budget, levels of confirmed income, restricted reserves, profile of income from multi-year grants and potential opportunities).

For the year ending 31 March 2026, the free reserves policy range of 4-6 months of expenditure was equivalent to £540,000£810,000, with the specific free reserves target set at the top of this range – £810,000 or six months of expenditure (2025/26: six months).

The specific free reserves target for the year ending 31 March 2026 remained at six months, reflecting the following key risks:

• Our strategy remains ambitious with income targets increasing by c£300,000 each year

• The fundraising environment remains highly competitive

The unrestricted reserves position of £767,848, equivalent to 5.7 months of expenditure, is within the 4-6 month range and £42,152 below the £810,000 target. The trustees consider this reasonable.

Going concern

The trustees consider that there are no material uncertainties about the charity’s ability to continue as a going concern for at least the next 12 months from the signing of these accounts. See Notes to the Financial Statements (Note 1 on page 54) for further information on how this conclusion has been reached.

• Our Head of Fundraising has announced her departure, and we anticipate a gap before a replacement is fully onboarded.

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Risk management

Trustees are accountable for ensuring that effective risk management practices are in place. The trustees review the risk register, prepared by the Senior Leadership Team, every quarter. The Finance Sub Committee provides additional scrutiny for finance-related risks. Trustees also discussed risk in depth at their away day in October. The principal risks and uncertainties identified by the trustees are as follows:

• Fundraising: Grants account for ~70% of Settle’s income (~80% in 2024/25). In a highly competitive fundraising environment, this creates ongoing risk. We diversified our income this year, with an increasing proportion of funding coming from high-networth individuals and families and delivery income. We also continued to take action to reduce our dependency on any single funder. This year we both broadened and strengthened our voluntary income, adding new grant funders and major donors, and securing new multi-year grant commitments from both new and existing funders. Looking ahead to 2026/27, the departure of our Head of Fundraising creates additional short-term uncertainty. The Chief Executive will take the lead on fundraising to sustain momentum until our new Head of Fundraising takes up her post in September.

• Partnerships: Settle relies primarily on local authorities to refer young people to us for support. Ongoing resource pressures on councils create significant delays in agreeing new partnerships, and the recent increase in hung councils across London is only likely to add uncertainty. To date we have achieved a 100% renewal rate with our existing local authority partners, but we are also conscious of the risk of losing partners as finances continue to be squeezed. At the end of 2025/26, we recruited a new Partnership

Engagement Officer, increasing our capacity to manage existing relationships and develop new ones. In 2026/27, Settle and seven other charities will launch the London Youth Gateway, enabling us to take referrals from organisations and individuals across the capital. We are also exploring new referral pathways with homelessness charities and housing providers.

• Safeguarding: Settle works with young people living in difficult circumstances, who often face challenges around financial hardship and physical and mental wellbeing. We’ve seen increased levels of need over the year, reflecting both the increased cost of living and continued pressure on other services. This is leading to consistently increased levels of risk and safeguarding concerns. We commissioned an external review of our safeguarding procedures this year, confirming these remain extremely strong at keeping young people and staff safe. We have introduced a new Senior Referral and Assessment Coach role to improve our ability to assess and understand young people’s needs and ensure that we continue to manage risks effectively.

Acknowledgements

Thanks go to our incredible network of funders. Without their support, none of this year’s achievements would have been possible.

THE ALBERT HUNT TRUST MAUREEN AND DEREK MORTON TRUST THE BERKELEY CHARITABLE MEDICOR FOUNDATION FOUNDATION

MOONCUP

BLEU BLANC ROUGE FOUNDATION NETWORK FOR SOCIAL CHANGE CHARLES HAYWARD FOUNDATION CHARITABLE TRUST THE CHERRY FAMILY FOUNDATION SOCIETY FOR THE RELIEF OF DISTRESS THE CLOTHWORKERS’ FOUNDATION SWIRE CHARITABLE TRUST COMIC RELIEF THE JONGEN CHARITABLE TRUST THE CONSIDERED ASK FOUNDATION THE LONDON COMMUNITY FOUNDATION COSARAF FOUNDATION

THE CONSIDERED ASK FOUNDATION THE LONDON COMMUNITY FOUNDATION COSARAF FOUNDATION THE NATIONAL LOTTERY COMMUNITY THE CRISEREN FOUNDATION FUND GARFIELD WESTON FOUNDATION TALISMAN CHARITABLE TRUST HEINZ, ANNA AND CAROL KROCH THE TOLKIEN TRUST FOUNDATION

THOMAS CORAM FOUNDATION FOR CHILDREN, WITH SUPPORT FROM THE OAK FOUNDATION

HENRY SMITH FOUNDATION

HT AND LB CADBURY CHARITABLE TRUST

WINTER CAMPAIGN 2024, MATCH FUNDED BY THE AVIVA COMMUNITY FUND

JOHN LYON’S CHARITY

JP MORGAN CHASE FOUNDATION

WINTER CAMPAIGN 2025, MATCH FUNDED THROUGH THE BIG GIVE CHRISTMAS CHALLENGE 2025

KPMG FOUNDATION

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Settle Annual Report

Statement of Trustees’ Responsibilities

The trustees are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) including Financial Reporting Standard 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland”.

The law applicable to charities in England and Wales and the Charities Act 2011, Charity (Accounts and Reports) Regulations 2008 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, including the income and expenditure, of the charity for that period. In preparing those financial statements, the trustees are required to:

• select suitable accounting policies and then apply them consistently;

Financial statements

• observe the methods and principles in the Charity SORP;

• make judgements and estimates that are reasonable and prudent;

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with the Charities Act 2011 and the Charity (Accounts and Reports) Regulations 2008. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Sarah Byrt

Sarah Byrt

Chair of Trustees on behalf of the board of trustees

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Reference and administrative details

Registered name Settle Support Charity registered number 1162399 Trustees Sarah Byrt Daniel Comach Aaliyah Fozol Mary-anne Hodd (resigned 19 March 2026) Jermaine King-Kabali (resigned 19 March 2026) Kathleen Mohan (resigned 19 March 2026) Neel Parti Rachel Smith Elizabeth Winder

Structure, objects, and public benefit

Settle Support (Settle) is a Charitable Incorporated Organisation registered with the Charity Commission (registered number 1162399).

The governing document is a Constitution dated 5 May 2015. Settle registered with the Charity Commission on 24 June 2015.

The objects of Settle, as stated in the Constitution, are, for the public benefit:

1. To relieve those in need by reason of homelessness or adverse housing conditions; and

2. To prevent and relieve poverty amongst homeless and formerly homeless people.

In setting objectives and planning activities, the trustees confirm that they have complied with their duty under Section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s guidance on public benefit.

Senior Leadership Team Daniel Jones - Chief Executive Aimee Hardaker - Chief Operating Officer Lisa Braden - Head of Business Development Penelope Day - Head of Fundraising Alan Morton - Strategic Finance Lead

Governance and management

The governing body of the charity is the board of trustees, which, as of 31 March 2026, comprised of six members (2024/25: nine).

Trustees as of the date of this report or who served during the year were:

Principal office address Canopi, Arc House and registered address 82 Tanner Street London, SE1 3GN

Liv Burrell ACA CTA (Senior Statutory Auditor) For and on behalf of: Knox Cropper LLP 65 Leadenhall Street London EC3A 2AD

Auditor

Bank

Triodos Bank UK Deanery Road Bristol, BS1 5AS

Sarah Byrt Daniel Comach Aaliyah Fozol Mary-anne Hodd (resigned 19 March 2026) Jermaine King-Kabali (resigned 19 March 2026) Kathleen Mohan (resigned 19 March 2026) Neel Parti Rachel Smith Elizabeth Winder

Trustees are appointed by a resolution passed at a meeting of the charity trustees. In selecting new trustees, the trustees consider the skills, knowledge and experience needed for the effective running of the charity. Prior to appointment, new trustees will be provided with a copy of the Constitution, a copy of the trustees’ annual report and financial statements, together with other relevant information.

The board of trustees is responsible for overseeing all aspects of governance and risk. Strategy is led by the board of trustees, working closely with the staff team. The staff team, led by the Chief Executive, is responsible for the implementation and delivery of strategy and day-to-day operations of the charity.

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INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS AND TRUSTEES OF SETTLE SUPPORT

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.

Opinion

We have audited the financial statements of Settle Support (the ‘charity’) for the year ended 31 March 2026 which comprise the Statement of Financial Activities, the Balance Sheet, Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

• y give a true and fair view of the state of the charity’s affairs as at 31 March 2026 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;

• y have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• y have been prepared in accordance with the requirements of the Charities Act 2011.

Basis of opinion

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.

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion:

• y the information given in the financial statements is inconsistent in any material respect with the Trustees’ Report; or

• y adequate accounting records have not been kept; or

• y the financial statements are not in agreement with the accounting records and returns; or

• y we have not received all the information and explanations we require for our audit.

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

Conclusions relating to going concern

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

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

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

Other information

The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information.

Responsibilities of trustees

As explained more fully in the Trustees’ Responsibilities Statement, the trustees 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 intend to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.

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.

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

• y The charity is required to comply with charity law and, based on our knowledge of its activities, we identified that the legal requirement to accurately account for restricted funds was of key significance.

• y We gained an understanding of how the charity complied with its legal and regulatory framework, including the requirement to properly account for restricted funds, through discussions with management and a review of the documented policies, procedures and controls.

• y The audit team, which is experienced in the audit of charities, considered the charity’s susceptibility to material misstatement and how fraud may occur. Our considerations included the risk of management override.

• y Our approach was to check that all restricted income was properly identified and separately accounted for and to ensure that only valid and appropriate expenditure was charged to restricted funds. This included reviewing journal adjustments and unusual transactions.

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

Use of our report

This report is made solely to the charity’s trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken, so that we might state to the charity’s trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s trustees as a body, for our audit work, for this report or for the opinions we have formed.

Knox Cropper

Knox Cropper LLP 65 Leadenhall Street Statutory Auditor London EC3A 2AD Date: 27/07/2026

Statement of Financial Activities for the year ended 31 March 2026

Notes Income from: Grants and major donations Contract income (charitable activity) Donations Interest income Total income 11 Expenditure on: 2-6 Charitable activity Raising funds Total expenditure Net Income Net movement in funds Reconciliation of funds 11,12 Total funds brought forward Total funds carried forward	2025/26 Unrestricted Funds 2025/26 Restricted Funds 2025/26 Total 2024/25 Total £ £ £ £ 225,000 860,828 1,085,828 991,615 128,292 - 128,292 98,678 15,791 55,356 71,147 66,751 47,770 - 47,770 49,836
	416,853 916,184 1,333,037 1,206,880 (240,682) (771,630) (1,012,312) (832,944) (89,745) (121,812) (211,557) (150,604)
	(330,427) (893,442) (1,223,869) (983,548)
	86,426 22,742 109,168 223,332
	86,426 22,742 109,168 223,332
	681,422 265,590 947,012 723,680
	767,848 288,332 1,056,180 947,012

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above.

The accompanying notes form part of these financial statements.

Knox Cropper LLP is eligible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.

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Balance Sheet for Settle Support at 31 March 2026

Notes Current assets: Debtors 8 Current asset investments 9 Cash Total current assets Liabilities: Creditors: amounts falling due within 1 year 10 Net current assets Total net assets The funds of the charity: Restricted funds 11,12 Unrestricted funds Total charity funds	2025/26 Total Funds £ 2024/25 Total Funds £ 38,315 21,641 456,626 339,161 609,158 638,715
	1,104,099 999,517 (47,919) (52,505)
	1,056,180 947,012
	1,056,180 947,012
	288,332 265,590 767,848 681,422
	1,056,180 947,012

The accounts were approved by the board of trustees and approved for issue on 21 July 2026.

Sarah Byrt

Sarah Byrt

Chair of Trustees on behalf of the board of trustees

Statement of Cash Flows at 31 March 2026

	Note	2025/26	2024/25
		£	£
Cash fows from operating activities:
Net cash provided by (used in) operating activities	A	40,138	204,980
Cash fows from investing activities:
Investment income		47,770	49,836
Net cash provided by/(used in) investing activities		47,770	49,836
Change in cash and cash equivalents in the reporting period		87,908	254,816
Cash and equivalents at the beginning of the reporting period		977,876	723,060
Cash and equivalents at the end of the reporting period		1,065,784	977,876
A. Reconciliation of net income to net cash fow from Operating	Activities
		2025/26	2024/25
		£	£
Net income for the reporting period		109,168	223,332
Less: Investment Income		(47,770)	(49,836)
Decrease/(increase) in debtors		(16,674)	8,704
(Decrease)/increase in creditors		(4,586)	22,780
Net cash provided by (used in) operating activities		40,138	204,980
B. Analysis of cash and cash equivalents
		2025/26	2024/25
		£	£
Cash in hand and in bank		609,158	638,715
Short term deposits		456,626	339,161
Total cash and cash equivalents		1,065,784	977,876

The accompanying notes form part of these financial statements.

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Notes to the fnancial statements

1. Basis of preparation and accounting policies

Basis of preparation

• a. These accounts (financial statements) have been prepared under the historic cost convention, on a going concern basis, with items recognised at cost or transaction value, unless otherwise stated in the relevant note(s), in accordance with:

• (i) The Charities Act 2011

• (ii) The Financial Reporting Standard applicable in the UK and the Republic of Ireland, published on 16 July 2014

• (iii) Accounting & Reporting by Charities: Statement of Recommended Practice (Charities SORP FRS102) (second edition effective January 2019)

to comply with the revised layout of the financial statements required by the Charities SORP (FRS102).

• b. The charity meets the definition of a public benefit entity as defined by FRS 102. c. The trustees consider that there are no material uncertainties which would cast doubt on the charity’s ability to continue as a going concern based on consideration of a range of information presented to the Board and Finance Sub Committee. This has included budget plans for 2026/27, management updates and re-forecasts and associated papers (including the long term Strategic Plan). Trustees have also reviewed the risk register during the year and considered the potential impact of inflation and other external risks in relation to budgeting, forecasting and financial management. The free reserves position of the charity has also been monitored against the targets set in long-term and annual budgets and plans, to inform the view that the charity remains a going concern.

Accounting policies

d. Estimates and judgements

The charity is required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that may not be readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods. The key source of estimation uncertainty that has a significant effect on the amounts recognised in the financial statements is deferred income.

e. Fund accounting

Unrestricted funds are those that can be expended at the discretion of the trustees in the furtherance of the objects of the charity.

Restricted funds are those that may only be used for specific purposes. Restrictions arise when specified by the donor, or when funds are raised for specific purposes.

The purposes of the funds are shown in Note 11.

f. Income

Income is recognised and included in the Statement of Financial Activities when the charity becomes entitled to the income, receipt is probable and the monetary value can be measured with sufficient reliability. The following specific policies are applied to particular categories of income:

Grants and contract income are credited to the Statement of Financial Activities when receivable, unless they relate to a specified future or prior period, in which case they are deferred or accrued respectively.

Voluntary income received by way of donations and gifts are recognised when receivable or when the charity becomes legally entitled to them and receipt is probable and they can reasonably be measured in financial terms.

Investment income is recognised at the time it becomes receivable.

g. Expenditure and liabilities

Expenditure is recognised on the accruals basis. The charity is not registered for VAT, thus all costs are shown inclusive of VAT charged.

Liabilities are recognised as soon as there is a legal or constructive obligation to pay.

Governance costs include the costs of preparation and audit of the statutory accounts, the cost of trustee meetings and the cost of any legal advice to trustees on governance or constitutional matters.

Support cost allocations (Note 2)

Costs not directly attributable to a specific activity have been allocated as follows:

Indirect staff costs Staff time by activity Support staff costs Total cost of activity Office and administration, recruitment, Number of FTE staff by activity training & team welfare, IT & HR Comms & website, insurance, finance, govTotal cost of activity ernance & other

h. Tangible fixed assets

Tangible assets are capitalised if they can be used for more than one year, and cost at least £1,500. They are valued at cost or, if gifted, at their estimated value on receipt.

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:

Computer equipment 3 years

Office equipment 5 years Fixtures and fittings 5 years

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Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use.

i. Current assets and liabilities

• (i) Debtors are initially recognised at the settlement amount due.

• (ii) Prepayments are initially valued at the amount prepaid.

• (iii) Cash comprises bank balances and any short-term bank deposits (available within 3 months).

• (iv) Current asset investments comprise short-term bank deposits (available between 3 and 12 months).

• (v) Creditors 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 are initially recognised at their settlement amount, usually the invoice amount.

Accrued charges are normally valued at their settlement amount.

Financial Instruments

The charity holds only financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments include cash debtors and creditors. Debtors and creditors are initially recognised at transaction value and subsequently measured at fair value. Cash is cash at bank and in hand.

j. Taxation

As a registered charity, Settle Support is exempt from taxation of its income or gains to the extent that they fall within the charity exemptions in the Corporation Taxes Act 2010.

k. Pensions

Settle Support enrolled in the Defined Contribution NEST Pension scheme with effect from 1 November 2017. All employees of the charity are eligible to join the Scheme. Contributions to the scheme are shown in the Statement of Financial Activities when they become payable.

2. Analysis of expenditure

The Settle Programme 2025/26 £ Activity costs Staff costs 509,808 Grants to young people 29,153 Mental health support 19,237 Other direct costs 19,036 Other indirect costs 27,317 Total activity costs 604,551 Support costs (see below) 269,665 Total costs 874,216 Support costs Staff costs (excluding governance) Offce & administration Other costs Governance_(see below)_ Total support costs Governance costs Staff costs Audit fee Other governance costs Total governance costs	The Settle Programme 2025/26 £ 509,808 29,153 19,237 19,036 27,317	Charitable Activities Cost of Raising Funds Total Community & Advocacy Sub-total 2025/26 2025/26 2025/26 2025/26 £ £ £ £ 70,290 580,098 138,474 718,572 - 29,153 - 29,153 - 19,237 - 19,237 26,931 45,967 8,414 54,381 - 27,317 2,400 29,717	Charitable Activities Cost of Raising Funds Total Community & Advocacy Sub-total 2025/26 2025/26 2025/26 2025/26 £ £ £ £ 70,290 580,098 138,474 718,572 - 29,153 - 29,153 - 19,237 - 19,237 26,931 45,967 8,414 54,381 - 27,317 2,400 29,717
	604,551	97,221 701,772 149,288 851,060
	269,665	40,875 310,540 62,269 372,809
	874,216	138,096 1,012,312 211,557 1,223,869
			2025/26 £ 2024/25 £ 204,862 156,423 54,502 40,266 88,498 74,358 24,947 22,743
			372,809 293,790
			13,546 12,022 7,800 7,800 3,601 2,921
			24,947 22,743

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2024/25 Comparative

Activity costs Staff costs Grants to young people Mental health support Other direct costs Other indirect costs Total activity costs Support costs Total costs	Charitable Activities Cost of Raising Funds Total The Settle Programme Community & Advocacy Sub-total 2024/25 2024/25 2024/25 2024/25 2024/25 £ £ £ £ £ 436,102 52,320 488,422 80,511 568,933 13,362 - 13,362 - 13,362 3,055 - 3,055 - 3,055 17,326 22,592 39,918 31,309 71,227 33,181 - 33,181 - 33,181
	503,026 74,912 577,938 111,820 689,758
	226,109 28,897 255,006 38,784 293,790
	729,135 103,809 832,944 150,604 983,548

4. Trustees’ remuneration, benefits and expenses

During the year none of the trustees received any remuneration from the charity (2024/25: no trustees, £0).

During the year no trustees paid, and were subsequently reimbursed, for costs incurred on behalf of the charity (2024/25: one trustee, £318).

During the year no trustees incurred any expenses (2024/25: no trustees, £0).

During the year one trustee, a Settle Programme graduate, received £812 for participation in Settle Community & Advocacy related activities (2024/25: one trustee, a Settle Programme graduate, received £48 for participation in an alumni activity).

5. Related party transactions

There were no related party transactions other than the payments outlined in 4. above (2024/25: none other than the payment outlined in 4. above).

6. Audit fees

The fees payable to the auditor in relation to conducting the audit were £7,800 (2024/25: £7,800.

7. Tangible fixed assets

3. Employees and staff costs

Total staff costs were £936,980 (2024/25: £742,377), comprising:

2025/26 £ 2024/25 £ Salaries 812,105 649,306 Pension costs 31,452 25,253 Social security costs 93,423 67,818 Employee costs 936,980 742,377	2025/26 £ 2024/25 £ Salaries 812,105 649,306 Pension costs 31,452 25,253 Social security costs 93,423 67,818 Employee costs 936,980 742,377	2025/26 £ 2024/25 £ Salaries 812,105 649,306 Pension costs 31,452 25,253 Social security costs 93,423 67,818 Employee costs 936,980 742,377
	Salaries Pension costs Social security costs Employee costs	2025/26 £ 2024/25 £ 812,105 649,306 31,452 25,253 93,423 67,818
		936,980 742,377

Settle employed 20.1 full-time equivalent staff during the year (2024/25: 15.9). The average employee headcount during the year was 21.3 (2024/25: 17.1).

One employee earned between £70,000-80,000 (2024/25: one employee earned between £60,000-70,000).

Key management personnel: total employee benefits (including employers’ NI and pension contribution) of the CEO and COO was £152,513 (2024/25 £127,602).

31 March 2026 Cost Opening balance Additions during the year Disposals during the year Closing balance Accumulated depreciation Opening balance Charge for the year Disposals during the year Closing balance Net book value at 31 March 2026 Net book value at 31 March 2025	Computer equipment £ Total £ 600 600 - - (600) (600)
	- - 600 600 - - (600) (600)
	- - - - - -

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8. Debtors

8. Debtors	8. Debtors
Debtors Prepayments and accrued income Total	31 March 2026 £ 31 March 2025 £ 2,720 2,400 35,595 19,241 38,315 21,641
9. Current asset investments
Cash equivalents on deposit (maturing between 3 and 12 months) Total	31 March 2026 £ 31 March 2025 £ 456,626 339,161
	456,626 339,161
10. Creditors: amounts falling due within one year
Accruals Creditors Deferred income Total	31 March 2026 £ 31 March 2025 £ 9,555 37,296 11,842 37,296 26,522 3,518
	47,919 52,505
Movement in deferred income
Balance at the beginning of the year Amount released in the year Amount deferred in the year Balance at the end of theyear	31 March 2026 £ 31 March 2025 £ 3,518 13,200 (3,518) (13,200) 26,522 3,518 26,522 3,518

11. Restricted funds

During the year Settle received £916,184 (2024/25: £763,077) of restricted income from grants and major donations, the winter fundraising campaign (donations) and small grants to distribute to young people, outlined as follows:

Restricted fund Purpose 2025/26 £ 2024/25 £ The National Lottery Community Fund Staff and core costs 119,725 117,115 Anonymous donation Programme Manager, Fundraising Manager and Coach costs 100,000 - Anonymous foundation Staff and core costs 80,000 80,000 Garfeld Weston Foundation Support staff, programme and organisational costs 75,000 - Comic Relief Staff, community and run- ning costs 70,222 20,000 Henry Smith Foundation CEO costs 62,820 60,000 Henry Smith Foundation Programme Manager costs - 40,000 Winter Campaign 2025, match funded through the Big Give Christmas Challenge 2025 Coach costs 55,356 - Anonymous foundation Programme Manager and Head of Fundraising costs 50,000 - John Lyon’s Charity Programme replication costs 50,000 50,000 The Tolkien Trust Support costs 40,000 40,000 The Berkeley Charitable Foundation Partnerships Manager costs 30,000 30,000 John Lyon’s Charity Coach costs 27,500 30,500 Charles Hayward Foundation Coach costs 25,000 25,000 KPMG Foundation Programme Manager costs 25,000 21,500 The London Community Foundation Coach costs 25,000 - The Clothworkers’ Foundation Grants for young people and Pro- gramme Manager costs 22,000 - The Network For Social Change Charitable Trust Coach costs 17,000 - The CriSeren Foundation Fundraising and CRM costs 10,000 - Thomas Coram Foundation for Children, with sup- port from the Oak Foundation Community programme costs 10,000 15,000 Small grants for young people Support for young people 8,561 - The Albert Hunt Trust Staff costs 8,000 7,000 The 29th May 1961 Charitable Trust Programme Manager costs 5,000 - JP Morgan Chase Foundation Programme & support costs - 195,000 Winter Campaign 2024, match funded by the Aviva Community Foundation Coach costs - 17,462 The Enterprise Development Fund, supported by Access – The Foundation for Social Investment Partnership development costs - 12,500 Talisman Charitable Trust Support for young people - 2,000 Total 916,184 763,077	Restricted fund Purpose 2025/26 £ 2024/25 £ The National Lottery Community Fund Staff and core costs 119,725 117,115 Anonymous donation Programme Manager, Fundraising Manager and Coach costs 100,000 - Anonymous foundation Staff and core costs 80,000 80,000 Garfeld Weston Foundation Support staff, programme and organisational costs 75,000 - Comic Relief Staff, community and run- ning costs 70,222 20,000 Henry Smith Foundation CEO costs 62,820 60,000 Henry Smith Foundation Programme Manager costs - 40,000 Winter Campaign 2025, match funded through the Big Give Christmas Challenge 2025 Coach costs 55,356 - Anonymous foundation Programme Manager and Head of Fundraising costs 50,000 - John Lyon’s Charity Programme replication costs 50,000 50,000 The Tolkien Trust Support costs 40,000 40,000 The Berkeley Charitable Foundation Partnerships Manager costs 30,000 30,000 John Lyon’s Charity Coach costs 27,500 30,500 Charles Hayward Foundation Coach costs 25,000 25,000 KPMG Foundation Programme Manager costs 25,000 21,500 The London Community Foundation Coach costs 25,000 - The Clothworkers’ Foundation Grants for young people and Pro- gramme Manager costs 22,000 - The Network For Social Change Charitable Trust Coach costs 17,000 - The CriSeren Foundation Fundraising and CRM costs 10,000 - Thomas Coram Foundation for Children, with sup- port from the Oak Foundation Community programme costs 10,000 15,000 Small grants for young people Support for young people 8,561 - The Albert Hunt Trust Staff costs 8,000 7,000 The 29th May 1961 Charitable Trust Programme Manager costs 5,000 - JP Morgan Chase Foundation Programme & support costs - 195,000 Winter Campaign 2024, match funded by the Aviva Community Foundation Coach costs - 17,462 The Enterprise Development Fund, supported by Access – The Foundation for Social Investment Partnership development costs - 12,500 Talisman Charitable Trust Support for young people - 2,000 Total 916,184 763,077	Restricted fund Purpose 2025/26 £ 2024/25 £ The National Lottery Community Fund Staff and core costs 119,725 117,115 Anonymous donation Programme Manager, Fundraising Manager and Coach costs 100,000 - Anonymous foundation Staff and core costs 80,000 80,000 Garfeld Weston Foundation Support staff, programme and organisational costs 75,000 - Comic Relief Staff, community and run- ning costs 70,222 20,000 Henry Smith Foundation CEO costs 62,820 60,000 Henry Smith Foundation Programme Manager costs - 40,000 Winter Campaign 2025, match funded through the Big Give Christmas Challenge 2025 Coach costs 55,356 - Anonymous foundation Programme Manager and Head of Fundraising costs 50,000 - John Lyon’s Charity Programme replication costs 50,000 50,000 The Tolkien Trust Support costs 40,000 40,000 The Berkeley Charitable Foundation Partnerships Manager costs 30,000 30,000 John Lyon’s Charity Coach costs 27,500 30,500 Charles Hayward Foundation Coach costs 25,000 25,000 KPMG Foundation Programme Manager costs 25,000 21,500 The London Community Foundation Coach costs 25,000 - The Clothworkers’ Foundation Grants for young people and Pro- gramme Manager costs 22,000 - The Network For Social Change Charitable Trust Coach costs 17,000 - The CriSeren Foundation Fundraising and CRM costs 10,000 - Thomas Coram Foundation for Children, with sup- port from the Oak Foundation Community programme costs 10,000 15,000 Small grants for young people Support for young people 8,561 - The Albert Hunt Trust Staff costs 8,000 7,000 The 29th May 1961 Charitable Trust Programme Manager costs 5,000 - JP Morgan Chase Foundation Programme & support costs - 195,000 Winter Campaign 2024, match funded by the Aviva Community Foundation Coach costs - 17,462 The Enterprise Development Fund, supported by Access – The Foundation for Social Investment Partnership development costs - 12,500 Talisman Charitable Trust Support for young people - 2,000 Total 916,184 763,077
	Restricted fund Purpose The National Lottery Community Fund Staff and core costs Anonymous donation Programme Manager, Fundraising Manager and Coach costs Anonymous foundation Staff and core costs Garfeld Weston Foundation Support staff, programme and organisational costs Comic Relief Staff, community and run- ning costs Henry Smith Foundation CEO costs Henry Smith Foundation Programme Manager costs Winter Campaign 2025, match funded through the Big Give Christmas Challenge 2025 Coach costs Anonymous foundation Programme Manager and Head of Fundraising costs John Lyon’s Charity Programme replication costs The Tolkien Trust Support costs The Berkeley Charitable Foundation Partnerships Manager costs John Lyon’s Charity Coach costs Charles Hayward Foundation Coach costs KPMG Foundation Programme Manager costs The London Community Foundation Coach costs The Clothworkers’ Foundation Grants for young people and Pro- gramme Manager costs The Network For Social Change Charitable Trust Coach costs The CriSeren Foundation Fundraising and CRM costs Thomas Coram Foundation for Children, with sup- port from the Oak Foundation Community programme costs Small grants for young people Support for young people The Albert Hunt Trust Staff costs The 29th May 1961 Charitable Trust Programme Manager costs JP Morgan Chase Foundation Programme & support costs Winter Campaign 2024, match funded by the Aviva Community Foundation Coach costs The Enterprise Development Fund, supported by Access – The Foundation for Social Investment Partnership development costs Talisman Charitable Trust Support for young people Total	2025/26 £ 2024/25 £ 119,725 117,115 100,000 - 80,000 80,000 75,000 - 70,222 20,000 62,820 60,000 - 40,000 55,356 - 50,000 - 50,000 50,000 40,000 40,000 30,000 30,000 27,500 30,500 25,000 25,000 25,000 21,500 25,000 - 22,000 - 17,000 - 10,000 - 10,000 15,000 8,561 - 8,000 7,000 5,000 - - 195,000 - 17,462 - 12,500 - 2,000
		916,184 763,077

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Settle Annual Report

2025-26

The open and closing restricted fund balances and movement in restricted funds during the year are outlined below:

The National Lottery Community Fund Anonymous donation Anonymous foundation Garfeld Weston Foundation Comic Relief Henry Smith Foundation Winter Campaign 2025 Anonymous foundation John Lyon’s Charity The Tolkien Trust The Berkeley Charitable Foundation John Lyon’s Charity Charles Hayward Foundation KPMG Foundation The London Community Foundation TheClothworkers’Foundation Network For Social Change Charitable Trust The CriSeren Foundation Thomas Coram Foundation for Children Small grants for young people The Albert Hunt Trust The 29th May 1961 Charitable Trust JP Morgan Chase Foundation The Tolkien Trust Winter Campaign 2024 The Albert Hunt Trust The Cherry Family Foundation Total restricted funds	Balance at 1 April 2025 £ Income £ Expenditure £ Balance at 1 April 2026 £ 9,864 119,725 (122,367) 7,222 - 100,000 (37,153) 62,847 10,295 80,000 (78,404) 11,891 - 75,000 (75,000) - 11,479 70,222 (60,810) 20,891 9,855 62,820 (69,855) 2,820 - 55,356 - 55,356 - 50,000 (35,886) 14,114 14,281 50,000 (54,512) 9,769 - 40,000 (18,346) 21,654 12,063 30,000 (30,375) 11,688 3,421 27,500 (30,921) - 25,000 25,000 (25,000) 25,000 - 25,000 (25,000) - - 25,000 (25,000) - - 22,000 (4,056) 17,944 - 17,000 (17,000) - - 10,000 (871) 9,129 11,639 10,000 (17,115) 4,524 - 8,561 (8,078) 483 - 8,000 - 8,000 - 5,000 - 5,000 102,703 - (102,703) - 22.613 - (22,613) - 17,462 - (17,462) - 7,000 - (7,000) - 7,915 - (7,915) -
	265,590 916,184 (893,442) 288,332

2024/25 Comparative

2024/25 Comparative	2024/25 Comparative	2024/25 Comparative
Balance at 1 April 2024 £ Income £ Expenditure £ Balance at 31 March 2025 £ JP Morgan Chase Foundation 60,468 195,000 (152,765) 102,703 The National Lottery Community Fund 7,332 117,115 (114,583) 9,864 Anonymous foundation - 80,000 (69,705) 10,295 Henry Smith Foundation 15,749 60,000 (65,894) 9,855 Henry Smith Foundation - 40,000 (40,000) - Garfeld Weston Foundation 48,730 - (48,730) - John Lyon’s Charity 8,886 50,000 (44,605) 14,281 John Lyon’s Charity - 30,500 (27,079) 3,421 The Tolkien Trust 25,346 40,000 (42,733) 22,613 The Berkeley Charitable Founda- tion - 30,000 (17,937) 12,063 Charles Hayward Foundation - 25,000 - 25,000 The Drapers’ Charitable Fund - 21,500 (21,500) - Comic Relief - 20,000 (8,521) 11,479 Winter Campaign 2024 - 17,462 - 17,462 Thomas Coram Foundation for Chil- dren - 15,000 (3,361) 11,639 The Enterprise Development Fund 12,089 12,500 (24,589) - The Albert Hunt Trust 7,000 7,000 (7,000) 7,000 Talisman Charitable Trust - 2,000 (2,000) - Christmas Campaign 2023 20,966 - (20,966) - Hackney Council 18,000 - (18,000) - The Cherry Family Foundation 11,985 - (4,070) 7,915 Society of the Holy Child Jesus 10,000 - (10,000) - Nationwide Building Society 28,570 - (28,570) - Christmas Campaign 2022 6,314 - (6,314) - Total restricted funds 281,435 763,077 (778,922) 265,590
	JP Morgan Chase Foundation The National Lottery Community Fund Anonymous foundation Henry Smith Foundation Henry Smith Foundation Garfeld Weston Foundation John Lyon’s Charity John Lyon’s Charity The Tolkien Trust The Berkeley Charitable Founda- tion Charles Hayward Foundation The Drapers’ Charitable Fund Comic Relief Winter Campaign 2024 Thomas Coram Foundation for Chil- dren The Enterprise Development Fund The Albert Hunt Trust Talisman Charitable Trust Christmas Campaign 2023 Hackney Council The Cherry Family Foundation Society of the Holy Child Jesus Nationwide Building Society Christmas Campaign 2022 Total restricted funds	Balance at 1 April 2024 £ Income £ Expenditure £ Balance at 31 March 2025 £ 60,468 195,000 (152,765) 102,703 7,332 117,115 (114,583) 9,864 - 80,000 (69,705) 10,295 15,749 60,000 (65,894) 9,855 - 40,000 (40,000) - 48,730 - (48,730) - 8,886 50,000 (44,605) 14,281 - 30,500 (27,079) 3,421 25,346 40,000 (42,733) 22,613 - 30,000 (17,937) 12,063 - 25,000 - 25,000 - 21,500 (21,500) - - 20,000 (8,521) 11,479 - 17,462 - 17,462 - 15,000 (3,361) 11,639 12,089 12,500 (24,589) - 7,000 7,000 (7,000) 7,000 - 2,000 (2,000) - 20,966 - (20,966) - 18,000 - (18,000) - 11,985 - (4,070) 7,915 10,000 - (10,000) - 28,570 - (28,570) - 6,314 - (6,314) -
		281,435 763,077 (778,922) 265,590

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Settle Annual Report

2025-26

12. Analysis of net assets between funds

13. Comparative financial statements

Statement of Financial Activities (2024/25)

Current assets Creditors: amounts fall- ing due within 1 year Total	Restricted Funds 31 March 2026 £ Unrestricted Funds 31 March 2026 £ Total 31 March 2026 £ Total 31 March 2025 £ 323,351 780,748 1,104,099 999,517 (35,019) (12,900) (47,919 (52,505)
	288,332 767,848 1,056,180 947,012
2024/25 Comparative	Restricted Funds 31 March 2025 £ Unrestricted Funds 31 March 2025 £ Total 31 March 2025 £ 288,593 719,925 999,517 (23,003) (29,502) (52,505) 265,590 681,422 947,012
Current assets Creditors: amounts fall- ing due within 1 year Total	Restricted Funds 31 March 2025 £ Unrestricted Funds 31 March 2025 £ Total 31 March 2025 £ 288,593 719,925 999,517 (23,003) (29,502) (52,505)
	265,590 681,422 947,012

Income from: Grants Contract income (charitable activity) Donations Interest income Total income Expenditure on: Charitable activity Raising funds Total expenditure Net income Transfers between funds Net movement in funds Reconciliation of funds Total funds brought forward Total funds carried forward	2024/25 Unrestricted Funds 2024/25 Restricted Funds 2024/25 Total £ £ £ 246,000 745,615 991,615 98,678 - 98,678 49,289 17,462 66,751 49,836 - 49,836
	443,803 763,077 1,206,880 (157,533) (675,411) (832,944) (47,093) (103,511) (150,604)
	(204,626) (778,922) (983,548)
	239,177 (15,845) 223,332 - - -
	239,177 (15,845) 223,332
	442,245 281,435 723,680
	681,422 265,590 947,012

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LIVING WAGE LEAVER COVENANT EMPLOYER CHARTEP ora disability IJG confident Homeless Link Member EMPLOYER wearesettle.org