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2025-03-31-accounts

BUILD UP ANNUAL REPORT 2024- 2025

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Contents

1. Our Impact

1. Our Impact 3
Foreword by Freddie Beresford and Neba Sere
Build Up’s Mission and Goals
Our Year in Numbers
Annual Highlights
Open Call
This Year’s Progress Towards Our Goals
Thank you to our supporters
Next steps
2. Trustees’ Report 18
3. Independent Examiner’s Report 22
4. Statement of Financial Activities 22
5. Balance Sheet 23
6. Notes to the Financial Statements 23

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Welcome!

When I was 18, I answered a message asking for people to help redesign a walking route near where I live which had become run down. Through that project, Build Up equipped me and other young people with practical design skills, supported us through meetings with local residents and empowered us to advocate for ourselves in meetings with consultants and councillors.

Urban spaces are changing rapidly, and it’s easy to feel disconnected from the decisions which dictate so much of our experience of the world around us. With Build Up projects, young people are given both the practical skills to build our own spaces and a sense of ownership over the places we use. We become stakeholders in our physical community, and the processes of change become tangible and accessible. Young people are not just the future: we’re here now, and with Build Up we can make spaces which serve our actual daily needs.

These projects allow our voices to be heard: they let us know that our needs are important, and that our insight is valuable. Giving young people a say in the built environment means giving us agency to solve the problems we face, and making spaces which are practical, welcoming and inclusive.

Freddie Beresford, Youth Advisory Board

I’m proud of the work our young people and team have put into growing our organisation, and the impact this is having within our communities. In 2021, mid-Covid, young people on work placements with us, current trustees and staff met in a London park to plan our future. Our aim was to support young people to have greater say over our organisational decisions and to make a plan to get there.

Four years later, Build Up looks significantly different. Led by an immensely talented Youth Advisory Board, our projects and strategy are shaped by young people. Why? We believe young people are best placed to make decisions for their communities. By practically developing young people’s skills and the agency to lead change in their communities, Build Up can support young people create a fairer society.

Neba Sere, Chair

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Our aim is to build the power of young people to shape where they live, and to fundamentally change who can make decisions about London.

Build Up runs practical design and construction projects for young people aged 10-25, which create permanent, high-quality and accessible spaces for local communities. We have three main goals:

1. Young people develop skills, confidence and power to lead change

2. Local people are involved and included in regeneration

3. A stronger sense of community, now and in the future

S. r 6UIID UP NORKS NITH LOCAL PARTNERS TO CREATE A PROJECT BRIEF. A SHARED SPACE DESIGNED, BUILT AND OWNED BY LOCAL PEOPLE YOUNG PEOPLE (ONSUIT PEOPIE or AIL AGES AND DEVELOP A DESIGN THE NEW SPACE IS OPENED BY YOUNG PEOPLE trj cc I JJT, Dool ODIJ •zgo'..- YOUNG PEOPLE 6UIID THEIR DESIGN, SUPPOR TED BY PROF ESSIONAL ST Arf AND VOLUNTEERS THEY PITCH PROPOSALS 6AcK TO COMMUNITY MEMSERS

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Our year in numbers:

young people directly benifiting from our spaces young change makers paid staff positions for local young people

7299 301

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5 projects designs

4 new spaces

3 existing spaces improved

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youth-led action research project

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2024-25 Highlights

BUILD UP’S ‘OPEN CALL’ IS BIGGER THAN EVER

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We believe young people are best placed to identify which projects are needed most. By building their skills and agency to make decisions, we maximise our impact as an organisation.

This is the Build Up Open Call - a public call out to young people, residents, and community organisations. Applicants propose projects in response to priorities set annually by our Youth Advisory Board. Board members then visit project sites and select which proposals Build Up should deliver. This year, we ran two Open Calls for public and community spaces, receiving a record 37 submissions from across London.

YOUTH-LED PROJECT DEVELOPMENT

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Build Up is supporting young people to practically lead projects from selection through to delivery. Last year, our Youth Advisory Board prioritised taking action on youth-led research in Deptford, linking poor mental health to a lack of safe youth spaces. This year, the research authors and our Youth Advisory Board worked with 30 local young people to develop the project. Together, they shaped a strategy to improve existing spaces rather than create new ones, identified a key site for improvement, and secured council support for their proposal.

OUR DESIGN SECURED £330,000 FOR RED PATH

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Red Path is an important pedestrian and cycling route in Hackney Wick that has long been neglected. By placing local young people at the centre of its improvement, we’ve shown the power of youthled change. Four young people co-led the project with expert consultants, developing a proposal shaped by community feedback.

Their design has now been adopted by the London Borough of Hackney, who used it to secure £330,000 of funding. This investment will deliver immediate capital works and develop a long-term improvement plan - both shaped by local young people.

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Open Call

Youth Advisory Board member Aleska Asme introduces the Build Up Open Call.

The Build Up Open Call is our way of asking, “What could you build with young people if you had the chance?” It’s an invitation for groups with outdoor spaces in need of transformation to pitch a project they want support with. On the surface, it sounds simple. It includes an application form, a proposal, a bit of dreaming. But for me, being part of the Youth Advisory Board (YAB) reviewing these applications, it’s become much more than that. It’s a way for young people to have real power in deciding which communities get long-term, hands-on support. The YAB consists of young people, reviewing spaces that will benefit other young people.

This was my first year experiencing the Open Call, and the importance of it. Everyone that applies is essentially saying, “We have a need that we can’t meet alone.” Our job is to listen, evaluate honestly, and make sure our decision actually reflects where that need is greatest, not just which idea sounds the coolest or most exciting for the young people. We take that seriously. When we shortlist the applications and go on site visits, you can feel the differences between spaces: some are neglected, some are overcrowded, some are full of potential but lacking any real investment. Seeing that up close makes the responsibility very real.

collaboration begins. More visits, meeting the young people, ideating, fundraising, designing, getting approvals, and eventually building something together that they can be proud of.

Personally, I didn’t expect the emotional weight of choosing. I thought it would be more straightforward, but standing in a space and meeting the people who use it changes your perspective. Every space had its own story, had its own community, and its own potential future. I learned how to distinguish between a great idea and a great need. I also learned how important it is to trust your gut while still being fair and critical. And honestly, it taught me a lot about responsibility, not in a school-lesson kind of way, but in a “your decision will genuinely affect people’s lives” way.

What’s next? For me, it’s diving deeper into the upcoming project and making sure the young people in the chosen organisation genuinely lead the process. For Build Up, it’s continuing to refine the Open Call so more communities can access opportunities like this. And for the young people who will take part in the project, hopefully it will be a chance to build not just a space, but confidence, skills, and ownership.

If anything, being part of the Open Call has shown me how powerful it is when young people are trusted to make big decisions, and the importance of involving them in decision-making processes about spaces that are for them.

The process itself has a rhythm: applications, reviews, debates, site visits, more debates, selecting our top three, and then handing those over to Build Up staff for partnership development. Sometimes we end up with one partner, sometimes two, depending on the scale of the builds. After that, the long journey of 6 to 24 months of

-THIS YEAR'S PROGRESS-, TOWARDS OUR GOALS...

1. YOUNG PEOPLE DEVELOP SKILLS, CONFIDENCE & POWER TO LEAD CHANGE

This year 301 young people have taken part in Build Up projects, leading the transformation of parks, estates and public spaces in their local neighbourhoods.

POWER, CONFIDENCE & SELF BELIEF

78% feel more confident they could overcome challenges and learn from their mistakes

After taking part, 84% of young people said that they felt able to have a say about their area or help their community, now or in the future.

75% of parents & guardians felt that their young people developed more personal confidence and self-belief during the project.

“ I always thought you have to be, like, over 18 to, like, start building, and be able to build stuff. And then knowing that I did this, i can ” Shania 12 / project participant make a change.

DEVELOPING SKILLS

89% learnt new design and construction skills

100% developed 83% developed their their employability communication skills skills

Javarron’s Story

Hello, my name is Javarron. I am from South West London and I was a part of the Build Up project that took place in Larkhall Park in Summer 2024.

I got involved with Build Up through the Director of Oasis Play, who informed me about an amazing project for young people in the community to take part in. It sounded too good to miss out on. The project was for a group of young people between 12-18 to design and build a structure that they could hang out in.

This structure they designed was for the older young people to access in the park. There is a seating area where people can sit high up, accessed by a net and a climbing wall. The structure also has a seating area below it, which is good for young people who may not be able to climb or access the top. This can also be used when it’s raining as there are not that many places in the park that are shielded from the rain.

My role initially was to help recruit and inform young people in the area about this project. Then during the project I helped keep them motivated throughout the design and build, encouraging them to get out of their comfort zones whilst trying new things. My role also involved me working with a group to help to practically build the structure. The way the day would take place would be firstly safety checks and a briefing, then splitting into smaller groups to complete different tasks, such as measuring and cutting pieces of wood to size and drilling them into place. With frequent breaks in between, before you know it the workshop for that day was completed. Due to this project I learned and became more familiar with tools that I would not usually use on a daily basis. These are things that will stay with me for many years.

Another thing I definitely enjoyed about this project was young people that didn’t know each other or wouldn’t usually socialise with each other coming together to build a structure that they could call their own. It was definitely a treasurable and wholesome thing to see. They also got to design and build a

Overall, the project taught many skills for the people involved. Not only physical skills with the tools, but social skills with interacting with each other to build something they designed. ”

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structure that they and other people who use the park can use. This is something they can be happy with and show their friends that they had a part in, which gives them a sense of pride and happiness. Everyone looked forward to the opening day that was set for the structure in the park to be officially open to the public, which the Mayor of Lambeth attended. The young people involved were given a certificate for their hard work and dedication from myself and the staff. To finish the opening, there was food prepared to celebrate the structure being completed.

This also helps to teach them that they can do anything they put their mind to, and that many hands make light work. This was really important for me because not many projects like this happen in that area and, in my opinion, they are hard to find and access for lower income places. This was such a wholesome experience and one I will never forget.

One thing I would like to ask the person or people reading this is to please, if you can, interact with the young people in your community and be patient with them. This is honestly really important because many of them are misunderstood and are just looking for guidance.

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“ The most valuable skills is to work together as a team. Because I don’t usually work in, like, more than groups of two, I’m used to working alone most of the time.

The biggest challenge was probably not to giving up, because sometimes I give up on things that get really, really hard. When we were drilling, I kept like kind of moving the drill off the screw. So yeah, that frustrated me a little bit. But it takes time and practice to learn something. ”

Laylah, 15 / project participant

It’s had a great impact. You can clearly see the children/young people’s confidence grow and communication skills improve. ”

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Parent / Homerton Adventure Playground

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2. LOCAL PEOPLE ARE

INVOLVED AND INCLUDED IN REGENERATION

Of the parents, guardians and project partners who gave their feedback...

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Obviously this area has a lot of parks that have just been built, but the fact that we’ve actually built this structure it’s really good because it’s like, if someone asks you, where should we go, you could go like, ah we should go to this structure. And did you know I kind of built it as well. ”

Marcel, 14 / project participant

Of the young people who gave their feedback...

“ What was great is Build Up had this whole consultation, design and build process. So young people weren’t just involved in the build; they actual guided the construction element. ”

Alex Draper - Lambeth council / project partner

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3. A STRONGER SENSE OF COMMUNITY, NOW & IN THE FUTURE

83% Of people felt public spaces had made the area feel safer

78% Of young people have formed new friendships through the project

86% Of partners, parents, guardians and residents made more local connections as a result of the project

Jaydiene’s Story

Hello, my name is Jaydiene. I am 17 years old. I did my first ever Build Up project when I was 12 at Somerford Grove Adventure Playground and I have done two projects with them since.

I got involved through the playground letting me know about an opportunity happening during the half term and asking if it would be something I would like to be involved in. The project was about building a drop slide. I think originally it was supposed to be an add on to the existing treehouse but they decided to do it on its own to avoid the treehouse becoming overly cluttered. My role was to help with the build and help other young people take part in afternoon group sessions.

Something I got out of this project is learning what my weaknesses are and how I could build on them which is really helpful for future projects and life in general. For example, I don’t feel confident teaching other people what to do. A way I figured out how to get better at this is instead of creating a teaching setting, I would frame it as a conversation. I would give the young people tips and tricks of how to do something instead of telling them you have to do this in one specific way. This would help the person being taught feel more relaxed.

Overall, it was a very euphoric experience being involved with this project and I’m very thankful to have been given the opportunity to take part. Something I’m doing differently after doing this project is I want to learn more about carpentry and I would like to pursue this field of work. Why I enjoy carpentry is because I like to learn whilst being “hands on” and practical in comparison to a traditional classroom setting. I am also a massive fan of lego which I think contributes to the career choice.

I gained a lot of experience out of this opportunity: I learned how to use some new tools - I think out of all the power tools the circular saw is probably my favourite. I also gained experience of a generic 9 to 5 working day. I found the whole experience very fun, the days flowed very nicely and seeing the progress of the slide was honestly incredible.

Something I would say is important for me and my community especially is having spaces for people to feel free and relaxed. Due to the area I live in being quite closed off, there aren’t many places to feel free and that’s not great. ”

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I hope with the addition of the slide at the playground it has made more people want to get outside more and for longer. I have been attending the playground on and off for about 11 years now and my time there has been amazing and its sad to see that places like these aren’t around anymore. Something I would like you as the reader to do is try and get more involved within your community. It doesn’t have to be something massive but something significant. Quality over quantity.

Arda’s Story

My name is Arda, and I am going to share my experiences on a Build Up work placement at Homerton Adventure Playground. The project aimed to create a new more exciting and “risky” play structure to match what the kids wanted.

After some designing with the team and listening to the young people’s ideas, we decided on a balance pole. This feature included a ramp at one end and a tower at the other, connecting it to the rest of the playground structure.

My role was to support the team to Build the project. I was constantly involved in tasks like measuring, cutting, and screwing wood, which helped bring the design to life. Additionally, I took on responsibilities such as taking care of some of the young people who came to participate in building with us. This gave the kids the chance to contribute to their playground, and it also required me to supervise and engage with them to keep things safe and enjoyable.

Through this project, I gained valuable practical experience and developed new skills in construction and teamwork. It also gave me the chance to connect with experienced team members and bond with the kids who were directly benefiting from the work. Seeing the young people’s excitement and knowing we were making a positive impact on their play space made it a truly rewarding experience.

One of the most valuable things that came from this project was the opportunity to learn skills that are unique to this kind of environment. For example, I got to use tools I had never worked with before, gaining first hand experience that you would not be able to get from just reading or watching.

However, I also found unexpected lessons, such as learning how to interact with and look after young people. This added a whole new feeling to the experience, as it needed me to be patient, adaptable, and focus on safety while still making the project fun and engaging for them.

I believe this project was important not just for the practical skills it provided but also for the impact it had on the area and the small community surrounding the Adventure Playground.

It felt meaningful to contribute to a space where kids could have fun, challenge themselves, and explore. Helping to enhance this environment showed me how projects like this can bring people together and make a positive difference in their lives. ”

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Thank you to our supporters

Grants and Donations

Apax Foundation City Bridge Foundation Ellis Campbell Charitable Foundation Garfield Weston Foundation Hale Trust John Laing Charitable Trust Lennox Hannay Charitable Trust Larkhall Park Partnership Fund London Borough of Newham London Legacy Development Corporation London Marathon Foundation National Lottery Awards for All Poscode Society Trust Quinn London Quintessentially Foundation RG Hills Charitable Trust The Fore Tudor Trust Worshipful Company of Builders’ Merchants Worshipful Company of Constructors Worshipful Company of Coopers Worshipful Company of Fan Makers Worshipful Company of Glovers Worshipful Company of Gold & Silver Wyre Drawers Worshipful Company of Insurers Worshipful Company of Tylers and Bricklayers Worshipful Company of World Traders

In-Kind support

Adventure Playground Engineers Heyne Tillett Steel Lawsons Timber Building & Fencing Supplies Quinn London

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Next steps...

Next year, we are aiming to deliver the projects our Youth Advisory Board has identified and expand the Open Call to reach more young people. We will support Youth Advisory Board members to take on larger roles in our organisation and lead the development of projects from selection through to completion.

Build Up’s Youth Advisory Board’s current priorities are:

1. Creating new and improving existing local spaces where young people can spend time outside home and school.

2. Setting up projects that build young people’s power and influence in decisions about their local area.

Want to get involved?

We’re always keen to connect with people and organisations that can help set up projects or support our work. To find out more, please visit our website or get in touch with our Director, Huan Rimington, using the contact details below.

Phone: 07427 704291

Email: hello@buildup.org.uk

Website: www.buildup.org.uk Instagram: @build_up_foundation

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2. Trustees’ Report

The trustees, who are also directors of the charity for the purposes of the Companies Act 2006, present their report with its financial statements for the year ended 31 March 2025. They have complied with the duty to have due regard to guidance issued by the Charity Commission.

Administrative Details of the Charity, Its Trustees And Advisers

Charity registration

1163872

Company number 09365881

Registered office

Cody Dock, 11c South Crescent, Canning Town, London E16 4TL

Website

www.buildup.org.uk

Trustees

Neba Sere (Chair) Hannah Monteith (Trustee) Linnie McLarty (Trustee) Melissa Haniff (Trustee)

Independent accounts examiner

Kubed Solutions Limited Kubed Solutions Ltd, P. O. Box 482, AL10 1GG, United Kingdom

Bankers

NatWest Bank Black Lion House 45 Whitechapel Road London E1 1DU

Senior staff

Huan Rimington (Director)

Structure, Governance and Management

The charity is controlled by its governing document, the Memorandum and Articles of Association, and constitutes a company limited by guarantee, as defined by the Companies Act 2006. The company was incorporated on 23rd December 2014 and registered as a charity on 7th October 2015.

The Board of Trustees is responsible for overseeing strategic development, and ensuring legal and statutory compliance. It meets on a three-monthly basis. Trustees and company secretaries play an active role in operational matters as needs dictate. Responsibility for dayto-day management of the charity is delegated to the Director.

Trustee positions are advertised through networks, contacts and on our website. Anyone interested in joining the Board is required to complete an application outlining how their skills and experience meet the requirements of the role. All shortlisted candidates are interviewed by the Chair of Trustees and the Director. New trustees receive a full induction prior to joining the Board.

Aims and Objectives

Build Up Foundation (Build Up) runs practical construction projects for young people aged 1025 years old to design and build structures in their local communities. Working in community centres, housing estates and public places, we support young people to design and build places that matter to them and allow them to have a genuine say in the regeneration of their community.

We enable participants to take on new roles and experiences, which help them fulfil their potential and make successful pathways into long-term employment, education and community life.

Our objectives, as set out in our governing document, are:

To act as a resource for young people in the Greater London area by providing advice and assistance, and organising programmes of physical, educational and other activities as a means of:

(a) advancing in life and helping young people by developing their skills, capacities and capabilities to enable them to participate in society as independent, mature and responsible individuals;

(b) advancing education;

(c) relieving unemployment;

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

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Build Up’s Theory of Change

At Build Up, our aim is to build the power of young people to shape where they live and to fundamentally change who can make decisions about London. We do this through practical design and construction processes, which create permanent, high-quality and accessible spaces for local communities.

Young people develop skills, confidence and power to lead change

Local people are involved and included in regeneration

A stronger sense of community, now and in the future

People feel included in change that’s happening locally

People feel welcome, safe and want to spend time in their local area

Young people gain practical, vocational and social skills

Young people develop resilience, confidence & self-belief

People feel positive about the change that is being created in their community

People (and organisations) feel increased trust and connection with other residents of all ages, backgrounds and genders

Young people who have experienced marginalisation have the belief that they can effect change, now and in the future

The creation of permanent, high quality, accessible spaces for everyone

Young people are in charge of practical, physical and visible changes to the world around them

The following activities take place across the consultation process, the design phase, the construction process, and the public opening and use of the new community space

Young people make meaningful decisions:

For example, being involved in city planning meetings with policy-makers, or deciding what kind of facilities or structures will be included in the project (play equipment, seating, garden areas etc.)

Young people access new roles & experiences:

By working directly with a wide range of tradespeople and professionals , as well as diverse groups of peers who have different opinions, abilities and needs

Young people have the space and time to reflect on learning as they go, and celebrate achievements

Young people are trusted & given responsibility:

They use construction tools and are guided in learning how to assess and manage risks

Young people are supported to find what motivates them within a project, then have opportunities to lead on activities e.g. practical tasks, community engagement, presentation skills etc.

Young people learn by doing:

Applying critical thinking and problem-solving skills to overcome challenges on and off site, and use of peer-topeer learning when teaching new skills

Exploring inclusion issues as they are encountered (e.g. sexism in construction), with staff facilitating safe spaces for young people to negotiate personal differences and conflict

Involving the wider community:

Build Up works in close partnership with local community groups. Young people consult other community members to help shape their design ideas, and then work together during volunteering days

Public openings take place for young people to ‘hand back’ spaces to their community and celebrate achievements together

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Beneficiaries

Build Up Foundation works with disadvantaged young people aged 10-25 years old with diverse needs. These include:

Across London, young people are being sidelined, ignored, forgotten, and feel they can’t take part in changes that affect their lives. All young people need opportunities and experiences to fulfil their true potential. Access to this experience depends on who you know; and for young people that don’t get one well with school, the way forward is harder still. Our young people are held back by our society; they are deprived of the support, resources and connections they need to grow up and make successful transitions into adulthood. We aim to change this.

Public Benefit

In setting our objectives and planning our activities, the trustees have given consideration to the Charity Commission’s guidance on public benefit (PB1, PB2 and PB3) and have taken these into account in making all decisions. We have not departed from this guidance in 2024-25.

Financial Review

Build Up received total income of £365,770 during the financial year ending 31st March 2025 (2023/24: £320,692). This income comprised donations of £12,409 (2023/24: £60,374 ) and income from charitable activities, in the form of donations, grants and commissions, of £353,338 (2023/24: £259,671). Other income amounted to £22 (2023/24: £647).

Of the total income, £173,366 was restricted (2023/24: £59,955 ) to specific projects, equipment or activities and £192,404 (2023/24: £260,737) was unrestricted in its nature. All the restricted income has been expended during the year.

Build Up has continued to benefit from diverse income streams from a range of funders as can be seen in Note 2 to the accounts. The majority of income received has been unrestricted, notably £31,487 from Ellis Campbell Charitable Foundation, £30,000 from Garfield Weston Foundation, £25,000 from Postcode Society Trust, £24,750 from the Tudor Trust and £21,366 from the London Legacy Development Corporation. Notable restricted income has been received from City Bridge Foundation (£50,000), John Laing Charitable Trust (£35,900), and London Marathon Foundation (£19,994).

During the year we were able to use this income to fund activity across 10 projects, which has also been reflected in the increase in our overall expenditure during the year. Expenditure on charitable activities increased from £318,980 to £394,823 which is reflective of the increased income we have received during the year to spend on project activity. Despite uncertain economic conditions, Build Up has continued to commit to worthwhile projects incurring the necessary staff and material costs to ensure this work continues. All our annual income has been spent in direct or indirect pursuit of our charitable activities. We have made a deficit in the year of £29,053. This has arisen due to committing our own funds to the delivery of activities during fluctuations in project income within the year. We are projecting a surplus position for subsequent years that will offset this shortfall.

Pension Arrangements

Build Up’s objectives are “to act as a resource for young people in the Greater London area by providing advice and assistance and organising programmes of physical, educational and other activities”. These are pursued by providing opportunities for disadvantaged young people to gain skills and experience through designing and building new spaces for their communities.

In-Kind Support

We would like to say a special thank you to our in-kind supporters, who have donated materials, goods and services throughout the year. Lawsons Timber Building and Fencing Supplies continued to generously supply construction materials for summer projects. Adventure Playground Engineers donated materials and playground design expertise, and Quinn London provided construction staff to our Homerton Grove Project. We have also been supported by pro bono engineering services from Heyne Tillett Steel.

All eligible Build Up Foundation employees have been enrolled into the organisation’s NEST pension scheme, unless they have opted out. Employer contributions of £6,895 (2023/24: £7,329) have been made by Build Up during the year.

Reserves Policy

In recent years Build Up has proactively strengthened the reserve position from £50,962 in 2020/21 to £152,607 at 31st March 2024. This was part of a deliberate policy of growing our reserves so we could continue to fund key projects even if our income fluctuated. This was the case this year, and we have reported a deficit of £29,053 which has left our reserve position at £123,554 with all of these reserves being unrestricted in nature. There are no restricted funds carried over into the next year.

Reserves are maintained to provide a financial buffer to support the organisation through periods of uncertainty. Specifically to:

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slightly exceeds our reserve position for this year. We are expecting to make surpluses in future years and have budgeted to offset this shortfall in our future plans in order to replenish reserves.

The Trustees have assessed Build Up’s financial viability by considering its reserve position, cash flow and future expected income and confirm at the time of signing that it remains a going concern.

Risk Management

The trustees have assessed the major risks to which the charity is exposed, and are satisfied that systems are in place to mitigate exposure to them. As at 31st March 2025, the biggest risk to Build Up’s operations continued to be the uncertain economic conditions impacting on our commissioners, funders and supporters, as well as resulting increases in material costs. We have set up robust systems to budget, track and manage expenditure, thus reducing risks of unforeseen costs. We review the budget for the current and coming year at least quarterly and have engaged the necessary financial expertise to oversee our financial obligations.

The trustees are responsible for keeping proper accounting records, which disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The company has taken advantage of small company exemptions, being a small company, not to include a Strategic Report; however the content in the Trustees Report constitutes similar content to a Strategic Report, as described in SORP Information Sheet 5, published by the Charity Commission.

Approved and authorised for issue by the Board of Trustees on 16th December 2025 and signed on their behalf by:-

Neba Sere (Trustee and Director - Chair)

Hannah Montieth (Trustee and Director)

We will continue to work with a wide variety of commissions, funders and supporters, which together provide greater resilience, and we will hold reserves to allocate to project delivery in event of unforeseen funding gaps. We proactively fundraise to secure multi-year funding alongside support for specific projects.

Other risks faced include the availability of grant funding and commission income as well as further disruption caused by inflationary price increases. Build Up has a robust financial management system that forecasts financial information for the next 3 years in order to plan ahead and anticipate financial challenges.

Statement of Trustees’ Responsibilities

The trustees are responsible for preparing the Annual Report and the financial statements in accordance with applicable law and regulations.

Company law requires the trustees to prepare financial statements for each financial year. Under that law, they have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). The financial statements are required by law to give a true and fair view of the state of affairs of the charitable company and group, and of the income, expenditure and financial activities of the charitable group for that period. In preparing these financial statements, the trustees are required to:

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3. Independent Examiner’s Report

I report to the charity trustees on my examination of the accounts of the Charity for the year ended 31 March 202 5 .

Responsibilities and basis of report

As the charity trustees of the Trust, you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (“the Act”).

I report in respect of my examination of the Trust’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination, I have followed the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.

Independent examiner’s statement

attention in connection with the examination which gives me cause to believe that in, any material respect:

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in order to enable a proper understanding of the accounts to be reached.

4. Statement of Financial Activities

INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2025

Notes
Income from:
Donations
2
Charitable activities
2
Other operating income
3
Total
Expenditure on:
Fundraising
Charitable activities
4
Total
Net Income / (expenditure)
Transfers between funds
Net movement in funds
Reconciliation of funds
Funds brought forward
12
Total funds carried forward		 Unrestricted
General
£
10,409
181,973
22
192,404
-
216,457
216,457
(24,053)
-
(24,053)
147,607
123,554		 Unrestricted
Designated
£
-
-
-
-
-
5,000
5,000
(5,000)
-
(5,000)
5,000
-		 Restricted
£
2,000
171,366
-
173,366
-
173,366
173,366
-
-
-
-
-		 Total
2025
£
12,409
353,339
22
365,770
-
394,823
394,823
(29,053)
-
(29,053)
152,607
123,554		 Total
2024
£
60,374
259,671
647
320,692
350
318,980
319,330
1,362
-
1,362
151,245
152,607

All transactions are derived from continuing activities.

There were no recognised gains and losses in either the current or the previous year. The notes on pages 23 to 25 form part of these financial statements.

Signed:

Name: Gouri Kubair

Address: Kubed Solutions Ltd, P. O. Box 482, AL10 1GG, United Kingdom

Date: 16th December 202 5

22

5. Balance Sheet

AS AT 31 MARCH 2025

Notes
Fixed assets
8
Current assets
Cash at bank and in hand
Debtors: amounts falling due within one year
9
Creditors: amounts falling due within one year
10
Net current assets
Net assets
Funds
Unrestricted funds
General funds
12
Designated funds
12
Restricted funds
12
Total funds		 2025
2024
£
£
5,908
6,166
75,292
97,474
48,340
125,169
123,632
222,643
5,986
76,202
117,646
146,441
123,554
152,607
123,554
147,607
-
5,000
-
-
123,554
152,607

The notes on pages 23 to 25 form part of these financial statements.

For the financial year ended 31 March 2025 the charity was entitled to exemption from audit under section 477 Companies Act 2006. No member of the charity has deposited a notice, pursuant to section 476, requiring an audit of these financial statements under the requirements of the Companies Act 2006.

The directors acknowledge their responsibilities for ensuring that the charity keeps accounting records which comply with section 386 of the Act and for preparing financial statements which give a true and fair view of the state of affairs of the charity as at the end of the financial year and of its profit or loss for the financial year in accordance with the requirements of sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to accounts, so far as applicable to the charity.

These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime within Part 15 of the Companies Act 2006.

These financial statements were approved and authorised for issue by the Board of Trustees on 16th December 2025 and signed on their behalf by:

Neba Sere (Trustee and Director - Chair)

Hannah Montieth (Trustee and Director)

Registered company number (England and Wales): 1163872 Registered charity number (England and Wales): 09365881

6. Notes To The Financial Statements

FOR THE YEAR ENDED 31 MARCH 2025

1 Accounting Policies

1.1 Accounting convention

The financial statements are prepared in accordance with the Statement of Recommended Practice: Accounting and reporting by charities (SORP 2015 – FRS 102 version), applicable accounting standards and the Companies Act 2006. The charity has taken advantage of the Small Entity provisions of FRS 102. The financial statements are presented in Sterling (£).

Statement on going concern

After reviewing the charity’s forecasts and projections, the directors have reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. The charity therefore continues to adopt the going concern basis in preparing its financial statements.

1.2 Company status

The charity is a company limited by guarantee. The directors of the company are the trustees named on page 18. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity.

1.3 Incoming resources

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received and the amount can be measured reliably.

1.4 Expenditure

All expenditure is included on an accruals basis and is inclusive of all VAT, which cannot be reclaimed, and is reported as part of the expenditure to which it relates.

1.5 Depreciation

Apart from purchases of individual items of furniture and office equipment costing less than £1,000 and computer software, which are written off in full in the year of purchase, all fixed assets are depreciated over their anticipated useful lives on a straight line basis as follows: IT equipment - 3 years, Motor vehicles - 5 years.

1.6 Funds

General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes. Designated funds are unrestricted funds which the Trustees have earmarked for a specific purpose. Restricted funds are funds which are to be used in accordance with specific restrictions imposed by the donor. The aim and use of

23

any restricted funds are set out in the notes of the financial statements.

3 Other Operating Income

1.7 Gifts in Kind

Gifts in kind and donated goods and services are recognised in the accounts when the benefit to the charity is quantifiable and measurable. The value is the price the charity estimates it would pay should it purchase equivalent goods or services. The estimated valuation of gifts in kind is based on the value of the contribution to the charity, or the valuation the charity would have had to pay to to acquire the goods or services. A corresponding amount is recognised within expenditure in the period of receipt.

2 Analysis of income

Donations
Apax Foundation
RG Hills Charitable Trust
Hale Trust
Quintessential Foundation
Worshipful Company of Glovers
Worshipful Company of Tylers and Bricklayers
Worshipful Company of Builders' Merchants
Other
Donated materials and services
Lawsons Builders Merchants
HTS Engineering
Grants and commissions
City Bridge Foundation
John Laing Charitable Trust
Ellis Campbell Charitable Foundation
Garfield Weston Foundation
Postcode Society Trust
Tudor Trust
London Legacy Development Corporation
London Marathon Foundation
National Lottery Awards for All
Hackney Play Assoociation
People's Empowerment Alliance for Custom House
Worshipful Company of Builders' Merchants
Larkhall Park Partnership Fund
The Fore
Worshipful Company of World Traders
Worshipful Company of Coopers
Worshipful Company of Fan Makers
Worshipful Company of Constructors
Lennox Hannay Charitable Trust
Worshipful Company of Gold & Silver Wyre Drawers
Quinn London
London Borough of Newham
Worshipful Company of Insurers
Friends of Tottenhall Recreation Ground
ly Foundation		 Unrestricted
£
3,000
1,500
1,000
525
500
12
2,837
1,035
10,409
31,487
30,000
25,000
24,750
21,366
19,923
17,887
10,000
1,409
150
181,973		 Restricted
£
1,000
1,000
2,000
50,000
35,900
19,994
19,598
15,998
10,306
4,970
4,000
3,000
2,100
2,000
1,500
1,000
1,000
171,366		 2025
Total
£
3,000
1,500
1,000
1,000
1,000
525
500
12
2,837
1,035
12,409
50,000
35,900
31,487
30,000
25,000
24,750
21,366
19,994
19,598
19,923
17,887
15,998
10,306
10,000
4,970
4,000
3,000
2,100
2,000
1,500
1,409
1,000
1,000
150
353,339
3 Other Operating Income
Miscellaneous income 2025
£
22
22		 2024
£
647
647

4 Analysis of expenditure on charitable activities

a) by fund type

Public spaces
Support costs
Public spaces
Support costs
b) by activity
Public spaces
Public spaces
Adventure Playgrounds, Youth and
Community Groups
Adventure Playgrounds, Youth and
Community Groups
Adventure Playgrounds, Youth and
Community Groups
Adventure Playgrounds, Youth and
Community Groups		 Unrestricted
funds
£
65,544
111,217
44,696
221,457
Unrestricted
funds
£
52,205
151,333
55,487
259,025
Activities
undertaken
directly
£
122,519
191,357
313,876
Activities
undertaken
directly
£
74,372
181,189
255,561		 Restricted
funds
£
56,974
80,140
36,251
173,366
Restricted
funds
£
22,167
29,856
7,932
59,955
Support
costs
£
31,596
49,350
80,947
Support
costs
£
18,455
44,964
63,419		 Total funds
2025
£
122,519
191,357
80,947
394,823
Total funds
2024
£
74,372
181,189
63,419
318,980
Total funds
2025
£
154,115
240,708
394,823
Total
Total funds
2024
£
92,827
226,153
318,980

24

5 Analysis of support costs

Staff costs and professional fees
Office, rent and governance		 2025
£
64,009
16,937
80,947		 2024
£
45,241
18,179
63,419

6 Staff remuneration and numbers

Wages and salaries paid to employees
Employer's national insurance contributions
Employer's contributions to pension plans		 2024
£
100,399
4,697
6,895
111,992		 2024
£
94,466
5,123
7,329
106,917

No employees received emoluments in excess of £60,000.

The average number of full time equivalent employees is 2 (2024: 2)

7 Trustee remuneration and expenses

The trustees received no remuneration or reimbursements of expenses in the year or previously.

8 Fixed assets

Cost
Total at 1st April 2024
Additions
Disposals
Total at 31st March 2025
Depreciation
Total at 1st April 2024
Disposals
Depreciation
Total at 31st March 2025
Net book value
At 31st March 2024
At 31st March 2025		 IT
equipment
£
4,354
4,787
-
9,141
3,870
-
2,079
5,949
483
3,192		 Motor
vehicles
£
14,580
-
-
14,580
8,898
-
2,966
11,864
5,682
2,716		 2025 Total
£
18,934
4,787
-
23,721
12,768
-
5,045
17,813
6,165
5,908

9 Debtors: amounts falling due within one year
Debtors
10 Creditors: amounts falling due within one year
Creditors		 2025
£
48,340
2025
£
5,986		 2024
£
125,169
2024
£
76,202

11 Analysis of net assets between funds

General
Designated
funds
funds
£
£
5,908
-
123,632
-
(5,986)
-
123,554
-
Unrestricted funds		 Restricted
funds
£
-
-
-
-		 Total
Funds
£
5,908
123,632
(5,986)
123,554

Fixed assets Current assets Less: current liabilities

12 Movements in Funds

Unrestricted funds
General funds
Designated funds
Restricted funds		 At 31
March
2024
£
147,607
5,000
-
152,607		 Incoming
Resources
£
192,404
-
173,366
365,770		 Resources
Expended
£
216,457
5,000
173,366
394,823		 Transfers
£
-
-
-
-		 At 31
March
2025
£
123,554
-
-
123,554

General funds are intended to provide a financial buffer and are in line with our reserve policy of being 4 months of organisational running costs.

At the end of 2024, £5,000 was set aside by the Trustees as a designated fund with the intention of using this amount towards internally funded project activity, as opposed to the project being funded by an external funder. Rather than use the full annual surplus to supplement our reserve postion, the Trustees wanted to ensure funds were available to either start or complete a project where sufficient funds were not received or where the project outputs changed. This fund has been expended on project activity during the 2025 financial year.

25

Build Up Foundation Registered Charity 1163872 • Company Number 09365881