2025-04-03-accounts - Community Education Foundation & Lyncx

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

YNCX: REACHING OUT TO COMMUNITIES & HELPING COMMUNITIES DISCOVER THEIR FULL POTENTIAL

REACH OUT, DISCOVER YOUR POTENTIAL AND CELEBRATE OUR ACHIEVEMENTS!

Community Education Foundation & Lyncx (CEF Lyncx)

Annual

Report & Accounts (31 March 2025)

Prepared by: Ahavaland Ltd 26 The Link, 49 Effra Road London SW2 1BZ

2 of 20

Annual Report and Accounts

Contents	Page
Administrative Details	3
Chair’s Statement	4
Executive Director’s Statement	6
Trustees Report	9
Review of Activities & Future Development Statement	11
Independent Examiner's Report	13
Statement of Financial Activities	14
Balance Sheet	15
Profit And Loss Account	16
Notes to the financial statements	19
Accounts Policy	20

3 of 20

ADMINISTRATIVE DETAILS OF THE CHARITY AND ITS TRUSTEES

Board of Trustees

Navlet Williamson Abdul-Razak Mahamoud Jennifer Clarke Christian Johnson Donna Nelson

Principal Office Address

B5/6 Eurolink Business Centre 49 Effra Road London SW2 1BZ

Accountants

Nuama & Co Chartered Certified Accountants 102 Mitcham Lane London SW16 6NR

Bankers

National Westminster Bank plc Hammersmith Branch 22 Kings Mall Hammersmith London W6 0PZ

Charity Registration Number

1165623

Company Registration Number

CE005440

4 of 20

Chair’s Statement:

It is antirationing for me to have completed another year as Chair of the Board of Trustees at our Charity, Community Education Foundation & Lyncx (CEF Lyncx). It is without hesitation that this Charity, setup by a handful of parents and carers in 2011, continues to grow with a strong position beyond our home town Lambeth,

Our constitutional objectives, to “ provide education and capacity building for the benefit of young people and their families ” remains unchanged agreed by the Trustees since its inception and despite the continues challenging impact of the Cost-of-Living crisis, our Charity had another good year.

With delighted, I can say that our Charity continue to have a rolling good year, and would like to say thank you to my fellow Trustees and the decision-making structures within our Charity whose combined leadership continue to guide our Charity in a sustainable direction.

We continue to embraced our co-production and a youth-led approach in achieving the diverse range of interventions that our Charity offer to children, young people and their families in Lambeth and beyond.

Despite the challenges, I am proud to say that our Charity has demonstrated continues growth, both financially and capability to each year in away that continue to provide consistent outcomes for thousands of beneficiaries most of whose social and academic progress for example continue to be disproportionate impacted by the inequalities they face and which the situations such as the Cost of Living crisis add to slowing down our sector’s efforts to to help improve life chances for the community we serve.

I know that I had to lead on making some tough decisions each year because I believe that making tough but prudent decisions paved the way for our Charity to achieve the strategic direction/objective that has sustained the Charity to this day and such leadership principles has been one of the key to my successive leadership of our Charity and I will continue to advocate this principles beyond my leadership because it has provided sustainable opportunities for our Charity to continue to deliver the growing needs of our community.

As we look over the year 2025/26 financial year, I can without hesitation say that giving our Charity’s performance record over the years, we will do well in our growth over the coming year. We will continue to improve our fundraising efforts enabling our growth and capacity to continue to deliver our Charity’s objectives supporting over 3,500 beneficiaries with an average footfall of nearly 20,000 unique beneficiaries accessing our services this year.

From my own lived-experience, I know that there is always more to do in managing the complex challenges faces by our community because addressing these challenges cannot be achieved by our Charity’s efforts/work alone but needs a collaborative effort and this is why we will continue to strengthen and grow our partnership beyond our local areal in a way that will provide learning/benefits that can add to improving/achieving short/medium/long-team objectives and outcomes for our local community.

5 of 20

I look forward to 2024/25 Financial year because I have the continues support of my fellow Trustees to continue to lead our journey in a way that leads to achieving not just the continuous review of our Charity’s strategic direction but ensuring that our decisions are informed by our community’s needs and priority weighed against local/regional and national challenges and responding in a way that delivers our commitment to all our stakeholders.

I would like to acknowledge the incredible contribution of my fellow Trustees, staff team, including volunteers for demonstrating continuous resilience, creativity and being resourceful in the implementation of our user/equity-led co-production strategies that continue to strengthens our Charity’s capacity to respond to challenges without harshly compromising the delivering our commitment to our community.

We will continue to celebrate our successes, learn from what didn’t go well and apply new approaches backed by both primary and secondary research to inform our strategic decisions-making processes.

Once again, thank you to you all for continuously demonstrating consistent resilience and tenacity throughout the year.

Navlet Williamson (Chair)

6 of 20

Executive Director’s Statement:

Despite the continues challenges faced by our sector reference to over a decade of austerity coupled by a global pandemic and cost-of-living crisis, our Chrity, Community Education Foundation & Lyncx (CEF Lyncx) continue to achieve excellent performance each year and without a hesitation I can say this financial year, 2024 benefited from.

Over this period, our Charity, continued to benefit from a strong leadership from our Trustees, support of the workforce, community and investor/funders because they believe in the impact/difference our working is making in our community and we continued to stand by us throughout.

I continue to acknowledge the joint efforts of all our stakeholders for believing in our Charity because without them, we will not achieve our objectives for this reporting year ending on 31 March 2025 and to which, I would like to thank everyone for their remarkable flexibility to adapt to some of the tough decision we had to make during the period and which I can without a doubt say continue to reflect in our Charity’s excellent performance this year.

Our Charity achieved its objectives during this financial year despite the on-going challenges faced by our sector; we fulfilled a major milestone of the Lease Condition of Our GreenHut by successfully introducing a pre-school provision to our services.

Achieving this objective is important to our Charity and its beneficiaries because it does not only bridged a gap making our service a clear ‘wrap-around’ service that is supporting children from ‘cradle to adulthood’ but it also provided an opportunity for our Charity to explore the ‘Supermarket’ delivery concept and with this achieved, we have worked with our community to create this slogan; ‘Our Youth Activities Supermarket’ a fit to the supermarket model because our Charity, Community Education Foundation & Lyncx has developed to become a one-stop-shop where a young person can stay with the Charity from age Zero (cradle) to 19 (young adult) with access to the our diverse range of age specific developmental intervention as shown on our website and which can be accessed by clicking this link: https://cefi.org.uk/home

This means our community can access our ‘youth activities supermarket’ from as early as from age Zero at our Preschool Provision, school age children can access our Key Stage Curriculum Support Provision, continue with informal learning and managing boredom during school holidays at our School Holidays Provision that offers fun activities to keep young people's learning alive during the school holidays, our Volunteering provision provides opportunities for young people prepare for their journey into further education and employment readiness all of which are inclusive and tailored to support the needs of children and young people SEND (special educational needs & disability). Our approach continues to add value to our Charity’s position in our community and strengthening partnership with our community of young people, parents, partners including our programme investors/funders.

7 of 20

I acknowledge that the challenges faced by our sector are on-going and therefore I will continue to work with our community, workforce and Trustees to focus on building on achievements in a way that will enable our Charity to continue to withstand the challenges ahead. We will continue to work together to improve our strategies by continuously monitoring, reviewing and developing actions of responses that mitigate/reduce any potential risk that would be presented by emerging locally, regional and nationally challenges in a way that minimises any adverse impact on our Charity’s growth towards achieving our community services objectives. This means, I will continue to pull together and build on the benefits we have enjoyed over the years from our collaborative and co-production approach of working and informing our strategic decision-making process.

During the period, we continued our work aligning our Charity’s constitutional objectives ‘providing education and capacity building for the benefit of disadvantaged children, young people, and families’ to our 'youth activities supermarket' approach model creating more opportunities for children & young people in Lambeth with our online virtual study support tuition programme attracting beneficiaries beyond Lambeth and enabling our Charity’s growth.

Over the period, our Charity’s work delivered positive outcomes to over 350 children/young people accessing our ‘youth activities supermarket' each week supported by some 60 paid sessional workers and volunteers with 25 volunteering opportunities created for young people aged 16-19-year-olds supporting them to achieve employability skills outcomes across all 7 areas of our activities offer.

Parents continued to report improved attainment levels of their children and our work delivered opportunities for young people to achieve outcomes such as, financial independence, improved personal development and employability skills through our Volunteering and Paid work placement opportunities continue to make an impact on beneficiaries.

I will continue to credit our Charity’s achievement to the resilience and tenacity our workforce for the continued courage, commitment, compassion, integrity, and professionalism throughout the period. This can also be attributed to the leadership of our Trustees who continues leadership has created the confidence in our workforce to dedicate their efforts, knowledge and expertise all of which has contributed to strengthening our community/equity-led co-production approach to enable our Charity’s achievements during the year.

I will continue to drive on the development and implementation plans for Our GreenHut, the hub of our youth activities supermarket' and will continue to work with potential funders to secure the investment we need service the resources needed to run the facility.

We will continue to apply SWOT and PEST analysis to guide our Charity’s strategic decision-making in a way that reduces any potential risk to Charity’s financial and operational position against a rapidly changing environment of advancement in technology, global financial vulnerability and other social, economic, environmental uncertainty

8 of 20

faced by both communities and organisations such as our Charity that exist to provide safety net for the most vulnerable in our community.

Understanding the challenges ahead, I will continue to seek and prepare to manage such ongoing challenges by continuously working closely with our Trustees, workforce and the community to adopt new and SMARTER longterm approaches that will add to the continuous improvement of our Charity’s resilience and pin our position as a credible grassroots Charity.

Moving forward in the next financial year, I will continue to review and be guided by our Business Plans which includes, Community Sports Development, Fundraising, and Marketing Strategies and Our GreenHut Development Plan in a way that inform our decisions to achieve measurable and successful outcomes for our community, Charity, and the funders who invest in our work.

This approach, I believe, has and will also continue to deliver our commitment to improve support and training for our workforce and Trustees; strengthen our partnerships/network; review our strategies, policies, and procedures to ensure that they are aligned and continue to support the changing needs of our community without compromising the benefits of legislative/good practice guidance, our services/interventions are co-produced are needs-informed and fit for purpose and support our Constitutional mission, aims and objectives to drive our ‘youth activities supermarket’ delivery module.

Moving into the next financial year, my strategy is to work with our Resident Management Organisations (RMO) and Housing Association partners collaborating with them to develop their community investment programmes in a wat the fits with their community’s needs and organisational objectives while continuing our relationship with our Local Authority and sustaining meaningful partnerships with other youth service organisations and local businesses beyond Lambeth.

I would like to thank everyone for their countless support and contribution toward our Charity’s work over this and previous reporting years, and I look forward to working with all to deliver our commitments for 2025/26 and beyond.

Christian Johnson (Executive Director

9 of 20

Trustees’ Accounts Report:

On the backdrop of some difficult years of crisis after crisis, our Charity continue thrive against the challenges and once again, very pleased to present our Charity’s 2024/5 Annual Report. This report covers the financial period 01 March 2024 to 31 March 2025. Proudly, our Charity continues to maintain a strong financial position enabling us to steer our Charity in a direction that adds value to their lives and the social value outcomes of the investment we receive from our investors/funders measuring against the impact our interventions has made on some 350 children/young people each week.

We continued to show flexibility in responding to challenges and seized every opportunity to strengthen our Charity’s financial position all of which we couldn’t achieve without the effortless contributions by our Charity’s leadership; the Trustees continues commitments to drive confidence among our workforce and community working together to achieve a common objective for all stakeholder.

We continued to not only reflect on our Charity’s achievements but also continued our journey to work with all our stakeholders to develop strategies that enable our Charity to efficiently and effectively respond to ongoing and future challenges.

Despite the on-going challenges faced by the sector, I am pleased to announce that this year, our Charity’s financial position is stable and an income growth proportionate compared to income last year, the details of which can be found below in the income and expenditure page.

Our Charity continue to support more children/young people and families from diverse communities in beyond Lambeth as we embraced the introduction of our after-school online study support schooling intervention and the inception of our pre-school/early years programme has both contributed to pushing up our weekly beneficiaries to over 350. This in monetary terms suggest the cost of investment per beneficiary based on 45 weeks delivery with each beneficiary accessing activities at our ‘youth activities supermarket twice in a week is approximately £14 per engagement or £630 per beneficiary 45 weeks engagement. Such cost measured against the social value impact our interventions are having on our community, I can say our Charity continue to achieve value for money that is proportionate to our annual.

We continue to grow our partnerships and strengthened our relationship with our Local Authority and funders all of which, has contributed to our Charity’s healthy income for the year and which we will continue to build on into the next financial year.

Moving into the next financial year, our focus will still remain on ensuring that our beneficiaries of children, young people and families in Lambeth are supported in ways that guides them on a path to achieve improved life chances i.e. reducing the impact of their systemic disadvantages and working collectively to provide the safe space our ‘youth activities supermarket offer to enable our community of children, young people and their families developing from the

10 of 20

resilience and skills they need from ‘cradle to adulthood in a way that continue to add to enabling the work to achieve beyond their full potential while minimising the impact of the ongoing threats such as we are experience on the journey

Our approach will continue to be informed by the various strategies, lived experiences of community, workforce and our Trustees leadership coupled with secondary information to learn and build on our achievements in a way that adds to improving our Charity’s financial capacity to co-produce fit purpose interventions that delivers outcomes for our community, Charity, funders and partners.

We will continue with our commitment to develop new partnerships and nurture existing, develop the capacity of our Trustees in a way that continues to strengthen its ability to continue to provide the level of leadership they have collectively demonstrated in successive years, continue to effectively respond to the ongoing challenges and the changing needs of our Charity and the community it serves.

Above all, we will continue with our Charity’s commitments to develop and deliver its objectives to adopt the provisions of the Statement of Recommended Practice (SORP) "Accounting and Reporting by Charities (Revised 2005)” as our Trustees priority.

The Charity’s Objective as laid down by the Constitution:

Our Charity’s constitutional objectives are to ‘advance education and provide capacity building…’ remain unchanged and the driver of our work.

Abdul-Razak Mahamoud (Treasurer)

11 of 20

REVIEW OF ACTIVITIES AND FUTURE DEVELOPMENTS:

Our Charity’s constitutional objective still remains as advancing education and providing capacity building interventions for the benefit of children, young people and families in Lambeth who disadvantaged as defined by the Index of Multiple Deprivation (IMD), i.e. social, emotional, environment, education and economic disadvantaged and who we know that these places multiple barriers that adds to slowing down their pursuit to improve their circumstances. Our Charity, Community Education Foundation & Lyncx (CEF Lyncx) continue to drive efforts internally while contributing externally through our partnership with communities, housing providers (residents, management organisations, housing associations, local authority), schools, local youth service providers and funders to foster more holistic people centred interventions that fit with the ever-changing needs of our community.

Our services/interventions continue to reach and benefit more disadvantaged children, young people and their families across and beyond Lambeth, however; such success has come with overwhelming demand on our services evidenced by a growing waiting list of parents, (nearly 30% of the 350 of the period’s investment capacity) on our waiting list to access our services signalling we need to increase our fundraising efforts to enable us to meet the demand.

CEF Lyncx continue to push on our mission to work with our stakeholders to tackle the root causes of disadvantages faced by our community of children, young people and their families by continuing to co-produce successfully tried and tested interventions that is accessible to children, young people, their families. We will continue to build on the successes we have achieved over consecutive years in a way that continues to allow our Charity to achieve its mission.

Improving access to Our GreenHut is ongoing and the inclusion of our Early-Years/Pre-school intervention continue to add value to our work bridging a gap the bring our ‘youth activities supermarket’ concept alive; a ‘one-stop’ shop where parents can access opportunities for children at a very early age (from zero) to adulthood; for example, from preschool to volunteering/paid working intervention within the same Organisation.

This approach we believe would help address some of the root causes of the disadvantages, For example, a child engaging from preschool provision have more opportunity to develop essential cognitive skills the i.e. help to improve a child’s development and behaviour at early age which will help towards a fair change of improving their educational attainment during the post-early years education and a better chance of achieving meaningful future objective.

The core interventions co-produce by CEF Lyncx for the benefit of children, young people and families during the reporting period are;

Our GreenHut @BrixtonWindmill offers a safe space where we co-produce opportunities and nurture children, young people, families and community to be creative, develop and learn to express themselves by engaging in diverse range of stimulation structured and non-structured but supervised activities. This inclusive approach provides a wrapped-around service that supports the whole community from cradle to maturity

12 of 20

Pre-School offer is designed to lay a solid foundation for lifelong learning and development of children aged 0-5 and their parents offering a combination of structured and free open-ended play activities to support cognitive, social, and emotional growth of children in a nurturing environment.
VS3P (virtual-study-support-schooling-project) run online, supporting 160 primary and secondary school age children with extra learning to help them to improve literacy, numeracy and science attainment.
SHARP (school holidays active and recreational programme) runs 6-weekly supporting on average, 150 YP during every school holiday is a diversionary intervention providing safe space where young people come to become physically active, connected, develop skills while diverting them away from the risks of isolation/loneliness and potential coaxing into crime/anti-social activities
Creative-StEP (Creative Saturdays, the Extra Project) initiative is youth-led social action initiative developed by young people for young people and the support network around them. It is run by youth people with professionals/experienced adults providing support/nurturing and bringing together young-people to engage/participate in positive conversation on issues that impacts on youth culture and communicating the key messages (social-action) using different creative arts mediums i.e. Music, Dance, Performing Arts.
Youth Action and Consultative Programmes helping working with partner social housing estates and their young people to develop and improve youth representation/voice beyond partner housing estate level representing themselves and the youth community around them. This initiative aims to empower the youth community by giving them a platform to develop the skills they need to advocate for their interests and drive positive change.
Sensational is a targeted/inclusive and life-long skills development interventions for young people with special education needs and disabilities (SEND), providing opportunity for this cohort of young people to engage in tailored and diverse range of inclusive activities aimed to help them to develop key and necessary skills for personal growth in independence.
Y-Volunteering (Youth-Volunteering-Scheme) attracts over 50 young people year, encouraging/nurturing them develop confidence and employability skills and career/further-education ambition by providing pathways that leads them to achieve improved economic independence while they focus on education.

These interventions together continue to deliver diverse range of social value outcomes for our programme beneficiaries, our Charity and programme investors such as but not limited to, improved:

wellbeing (physical and emotional)
feeling of safety and belonging
awareness of the environment
academic attainment levels

Moving on into the year ahead, we will continue to review our asset and provide continuous training and support to equip our Trustees and workforce to develop structures/adapt new ways of working to strengthen our Charity’s capacity to improve services/support for our community and partners within this rapidly changing environment.

13 of 20

Independent Examiner's Report to the Trustees:

We report on the accounts for the year ended 31 March 2025 as set out on pages nine to thirteen.

Respective responsibilities of trustees and examiner: The charity's trustees (who are also the directors for the purposes of company law) are responsible for the preparation of the accounts. The charity's trustees consider that an audit is not required for this year (under Section 144(2) of the Charities Act 2011 (the 2011 Act)) and that an independent examination is required.

Having satisfied ourselves that the charity is not subject to audit under company law and is eligible for independent examination, it is my responsibility to:

examine the accounts under Section 145 of the 2011 Act
to follow the procedures laid down in the General Directions given by the Charity Commission (under Section 145(5)(6) of the 2011 Act); and to state whether particular matters have come to our attention

Basis of the Independent Examiner's Report: Our examination was carried out in accordance with the General Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit, and consequently no opinion is given as to whether the accounts present a 'true and fair view' and the report is limited to those matters set out in the statements below.

Independent Examiner’s Statement:

In examination of the accounts, no matter has come to our attention:

which gives us reasonable cause to believe that, in any material respect the requirements to keep accounting records in accordance with Section 386 and 387 of the Companies Act 2006; and to prepare accounts which accord with the accounting records, comply with the accounting requirements of Sections 394 and 395 of the Companies Act 2006 and with the methods and principles of the Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS I02) (effective I January 2015) have not been met; or
to which, in our opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.

The statement of financial activities set out in the financial statements proves a snapshot of the financial results is set out below:

Income Generation: The main source of income is from donations and grants from donors, Trusts, Foundations, and other grants giving organisations.

Nuama & Co, Chartered Certified Accountants

102 Mitcham Lane, London, SW16 6NR

14 of 20

STATEMENT OF FINANCIAL ACTIVITIES (INCOME AND EXPENDITURE ACCOUNTS)

FOR THE YEAR ENDED 31 March 2025

NOTE INCOMING RESOURCES Donations and similar income resources Investment income TOTAL INCOMING RESOUCES RESOURCES EXPENDED Charitable activities Governance costs TOTAL RESOURCES EXPENDED MOVEMENT IN TOTAL FUNDS FOR THE YEAR - NET INCOME(EXPENDITURE) FOR THE YEAR TOTAL FUNDS AS AT 31 March 2024 TOTAL FUNDS AS AT 31 March 2025	UNRESTRICTED/RESTRICTED FUNDS FUNDS FUNDS 2025 2024 2023 £ £ £ 236,104 309,594 274,121 - - 236,106 309,594 274,121 193,108 165,769 201,816 87,602 100,244 69,121 280,710 266,013 270,937 (44,606) 43,581 3,183 161,045 117,464 114,281 116,439 161,045 117,464	UNRESTRICTED/RESTRICTED FUNDS FUNDS FUNDS 2025 2024 2023 £ £ £ 236,104 309,594 274,121 - - 236,106 309,594 274,121 193,108 165,769 201,816 87,602 100,244 69,121 280,710 266,013 270,937 (44,606) 43,581 3,183 161,045 117,464 114,281 116,439 161,045 117,464
		274,121
		201,816 69,121
		270,937
		3,183 114,281
		117,464

15 of 20

BALANCE SHEET AS AT 31 March 2024

Notes FIXED ASSETS TANGIBLE FIXED ASSETS CURRENT ASSETS Debtors Deposits and Cash at Bank LIABILITIES Creditors: Amounts falling due within one year Net current assets TOTAL ASSETS LESS CURRENT LIABILITIES CHARITY FUNDS Unrestricted funds TOTAL FUNDS/(DEFICITS)	2025 £ - - 119,189 119,189 (2,750) 116,439 116,439 116,439 116,439	2024 £ - - 163,895 163,895 (2,850) 161,045 161,045 161,045 161,045	2023 £ 233 - 119,081 119,081 (1,850)) 117,231 117,464 117,464 117,464

16 of 20

Profit And Loss Account For the year ended 31 March 2025

Income The Roupell Park Gardens TNLCF -The Millio Kitchen Social LC Foundation/Peabody Trust The Mayor of London UK Youth Corpus Christi Lb of Lambeth RMO The London Community Walcott Foundation The Veolia Clapham Park Project London Marathon Fund Donations Hall Hiring Laurous/Footlocker Peter Minet Trust National Grid Grant Total income Charitable activities Administrative expenses Football coaching Learning materials Project coordinators Refreshment Sessional tutors Hiring of Hall School Holidays Projects Contractors Sports/Other equipment Youth Workers Travelling	2025 2024 2023 £ £ £ 14,420 - - 19,201 - - 5,200 4,388 4,650 - 10,000 500 11,445 - - - 2,500 12,575 - - 5,500 56,516 88,852 123,511 66,750 42,844 54,346 10,000 10,000 28,400 25,260 25,000 28,000 - 8,862 8,862 - 7,777 3,636 1,400 - 33,599 - 15,600 3,059 1,520 44,599 32,370 20,000
	236,104 309,594 274,121 2,200- 950 1,400 - - 302 7,075 9,983 6,256 37,250 25,385 27,345 14,220 12,660 10,715 38,902 46,664 94,340 3,300 1,221 5,015 32,209 34,309 31,752 18,765 14,270 - 10,690 1,150 5,270 26,618 17,782 17,172 1,880 1,395 2,250
	193,109 165,769 201,816

Income
The Roupell Park Gardens
TNLCF -The Millio
Kitchen Social
LC Foundation/Peabody Trust
The Mayor of London
UK Youth
Corpus Christi
Lb of Lambeth
RMO
The London Community
Walcott Foundation
The Veolia
Clapham Park Project
London Marathon Fund
Donations
Hall Hiring
Laurous/Footlocker
Peter Minet Trust
National Grid Grant
Total income
Charitable activities
Administrative expenses
Football coaching
Learning materials
Project coordinators
Refreshment
Sessional tutors
Hiring of Hall
School Holidays Projects
Contractors
Sports/Other equipment
Youth Workers
Travelling

2025
2024
2023
£
£
£
14,420
-
-

19,201
-
-
5,200
4,388
4,650
-
10,000
500
11,445
-
-
-
2,500
12,575
-
-
5,500
56,516
88,852
123,511
66,750
42,844
54,346
10,000
10,000
28,400
25,260
25,000
28,000
-
8,862
8,862
-
7,777

3,636
1,400
-
33,599
-
15,600
3,059
1,520
44,599
32,370
20,000

236,104 309,594 274,121
2,200-
950
1,400
-
-
302
7,075
9,983
6,256
37,250
25,385
27,345
14,220
12,660
10,715
38,902
46,664
94,340
3,300 1,221 5,015
32,209
34,309
31,752
18,765
14,270
-
10,690
1,150
5,270
26,618
17,782
17,172
1,880
1,395
2,250

193,109
165,769
201,816

17 of 20

Governance Costs

Expenses Accountant’s fees Advertising and PTR Bank charges Bookkeeping Depreciation Electricity Equipment expensed Wages and salaries Insurance Motor expenses Rent & Rates Publicity Repairs and maintenance Staff training & welfare Stationery and printing Green Hut Telephone and fax Web & internet Welfare Total expenditure Funds marked for next year project Fund balance b/fwd. Fund balance c/fwd.	2025 £ 2024 £ 2023 £ 1,000 1000 1,000 - - - 443 474 464 1,750 1,500 1,500 - 233 2,346 600 - 350 10,700 14,363 2,210 32,024 23,050 13,350 990 926 880 265 1,340 - 15,431 14,979 9,823 1,920 1,821 1,799 1,498 19,167 3,946 1,350 - 380 1,100 1,450 - 13,499 11,250 24,188 3,298 3,375 2,875 1,278 1,200 3,250 1,454 4,143 - 87,601 100,244 69,121 (44,606) 43,581 3,183
	161,045 117.464 114,281 116,439 161,045 117,464

Expenses
Accountant’s fees
Advertising and PTR
Bank charges
Bookkeeping
Depreciation
Electricity
Equipment expensed
Wages and salaries
Insurance
Motor expenses
Rent & Rates
Publicity
Repairs and maintenance
Staff training & welfare
Stationery and printing
Green Hut
Telephone and fax
Web & internet
Welfare
Total expenditure
Funds marked for
next year project
Fund balance b/fwd.
Fund balance c/fwd.

2025
£
2024
£
2023
£
1,000
1000
1,000
-
-
-
443
474
464
1,750
1,500
1,500
-
233
2,346
600
-
350
10,700
14,363
2,210
32,024
23,050
13,350
990
926
880
265
1,340
-
15,431
14,979
9,823
1,920
1,821
1,799
1,498
19,167
3,946
1,350
-
380
1,100
1,450
-
13,499
11,250
24,188
3,298
3,375
2,875
1,278
1,200
3,250
1,454
4,143
-
87,601
100,244
69,121
(44,606)
43,581
3,183

161,045
117.464
114,281
116,439
161,045
117,464

18 of 20

Notes to the financial statements for the year ended 31 March 2025

1 TANGIBLE FIXED ASSETS

2 COST At 1 April 2024 Addition As 31 March 2025 DEPRECIATION At 1 April 2024 Charge for the year As 31 March 2025 NET BOOK VALUE As 31 March 2025 As 31 March 2024 STATEMENT OF FUNDS BROUGHT FORWARD Unrestricted funds General funds	Furniture, fitting and equipment £ 11,732 - 11,732 11,732 - 11,732 - 233 INCOMING RESOURCES £ 161,045 236,104 397,149	Total £ 11,732 - 11,732 11,732 - 11,732 - 233 RESOURCES EXPENDITURES £ (280,710) (280,710)	CARRIED FORWARD £ 117,464 (44,606)
			116,439

19 of 20

Notes to the Accounts for the year ended 31 March 2025

Accounting Policies

Basis of Accounting

The financial statements are prepared in accordance with applicable accounting standards using the Historical Cost Convention. The financial statements reflect the requirements of the revised Statement of Recommended Practice "Accounting for Charities" (SORP). The Charity complied with best practice at the time of preparing these accounts.

Tangible Fixed Assets

All fixed assets are capitalised. The charge for depreciation is calculated to write off the cost of the fixed assets over their useful lives on the following bases:

Equipment: 25% on the reducing balance Motor Vehicles: 25% on the reducing balance

GENERAL

These Accounts have been prepared on the receipts and payments basis and in accordance with applicable Accounting Standards and the Charitable SORP (Statement of Recommended Practice) of accounting by Charities.

Income

Income is accounted for on an accruals basis, except for donations, which are credited when received. These represent gifts, donations and bank interest given to the Charity during the year

Charitable Donations & Gifts

These represent amounts given to various individuals, organisations and other charitable trusts.

Expenditure

All expenditure is accounted for on an accruals basis.

Resources expended on charitable activities comprise all the resources applied by the charity in

underrating its work to meet its charitable objectives. These costs include the direct costs of the charitable activities with those support costs incurred that enable these activities to be undertaken.

20 of 20

Expenditure on governance costs are the costs incurred by the charity to operate and to generate the information required for public accountability.

Funds

The charity's funds are unrestricted and are available for use at the discretion of the Board of Trustees.

Board of Trustees Remuneration and expenses

No remuneration directly or indirectly out of the funds was paid or payable to any of the Trustees for their duties as trustees.

Reserve Policy

CEF Lyncx Reserves Policy relates to our Unrestricted Funds only, including funds held in our Bank account.

Designated or restricted funds are presented separately in our Annual Accounts.

To support fluctuations in the Charity’s income, a reserve amounting up to 10%, up to a maximum of £70,000 of total grant received in any financial year will be held. This will be reported in each year's account, carried forward to the successive year and be expended against the Charity’s charitable activities as agreed and instructed.

As at the end of the last financial year our Unrestricted Funds balance was nil.

Investment Policy

At present the Trustees have decided to leave all surplus funds in the account with their principal bankers.