# **YOUTH AND COMMUNITY CONNEXIONS**
Charity Incorporated Organisation (C.I.O)
Annual Report & Financial Statement For the period ended
## 31[st] March 2025
Registered Charity No: 1167641
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**YCC Annual Report and Financial Statement Registered Charity No: 1167641**
**YOUTH AND COMMUNITY CONNEXIONS** Period Ended 31[st] March 2025
## **Principal address:**
34 The Market Square LONDON N9 0TZ
## **Trustees:**
CHRISTOPHER MCCOY CYNTHIA COBOURN TRACEY KEYES YAW BOATENG LEE JOHNSON CHRISTOPHER LAKE MONA KAIRO
## **Governing document**
The organisation is operated under the rules of its constitution.
## **Bankers:**
HSBC
## **Independent Examiner:**
TACTS Accountant Chartered Certified Accountant 61 Fountains Crescent Southgate London, N14 6BD
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**YCC Annual Report and Financial Statement Registered Charity No: 1167641**
## **YOUTH AND COMMUNITY CONNEXIONS**
## **FINANCIAL ACCOUNTS**
## **FOR PERIOD ENDED 31[ST] MARCH 2025**
## **CONTENTS**
## **Pages**
- **4-10. Trustees Report**
**11. Independent Examiner Report**
**12. Income and Expenditure Report**
**13. Balance Sheet**
## **14-18. Notes to the Accounts**
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**YCC Annual Report and Financial Statement Registered Charity No: 1167641**
## **YOUTH AND COMMUNITY CONNEXIONS**
## **Report of the Trustees for the period ended 31 March 2025**
The trustees are pleased to present their annual directors’ report for the period ending 31[st] March 2025 which are also prepared to meet the requirements for a trustees’ report and accounts Charities Act purposes.
The financial statements comply with the Charities Act 2011, the constitution, and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015).
## **Trustees and their responsibilities**
Charity trustees are the people who serve on the governing body of a charity. They may be known as trustees, directors, board members, governors or committee members. The principles and main duties are the same in all cases.
Trustees have, and must accept, ultimate responsibility for directing the affairs of a charity, and ensuring that it is solvent, well-run, and meeting the needs for which it has been set up.
## **Principle Objects**
TO ACT AS A RESOURCE FOR YOUNG PEOPLE AGED 11 TO 25 BY PROVIDING ADVICE AND ASSISTANCE AND ORGANISING PROGRAMMES OF PHYSICAL, EDUCATIONAL AND OTHER ACTIVITIES. ALSO PROVIDING SUPPORT AND ACTIVITIES WHICH DEVELOP THEIR SKILLS, CAPACITIES AND CAPABILITIES TO ENABLE THEM TO PARTICIPATE IN SOCIETY AS MATURE AND RESPONSIBLE INDIVIDUALS.
_**ACTIVITIES IN SUPPORT OF THE ABOVE WILL INCLUDE:**_ HELPING PARENTS AND CARERS TO SUPPORT THEIR CHILDREN'S EDUCATION AND DEVELOPMENT, INCLUDING SUPPORTING THEM TO IMPROVE THEIR OWN LITERACY, NUMERACY, COMMUNICATION, INFORMATION TECHNOLOGY SKILLS IN ORDER TO INCREASE THEIR ENGAGEMENT IN THEIR CHILDREN'S EDUCATION
## **Activities and Achievements**
Every day at **Youth & Community Connexions** , a young person might enter through a music session, a parent through a coffee morning, or a family through urgent housing support and all of them find themselves plugged into a web of interconnected opportunities designed to move them from crisis to stability. Our trauma-informed model uses creative **“hooks”** from jewellery-making and film to sports, VR aviation, and repair workshops as entry points that naturally lead into deeper support: mediation, therapy, skills training, employability coaching, and housing advocacy. This year, that model has been supercharged by the transformation of our once-abandoned building into a fully functioning, multi-use hub: music production suites beside a specialist VAWG Safe Space; a jewellery-making studio where decommissioned weapons are melted down; film and media rooms linked to mentoring offices.
Purpose-built corridors now connect these spaces, allowing multiple programmes to run simultaneously and enabling daily engagement of **75** to **120** participants across different ages, backgrounds, and needs.
It is this layered approach urgent intervention + creative engagement + systemic followthrough that has allowed us to prevent family breakdowns through rapid housing advocacy, take weapons off the streets and turn them into art, embed over **40** at-risk
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**YCC Annual Report and Financial Statement**
**Registered Charity No: 1167641**
young people in paid summer work placements, repair and redistribute **150+** donated devices to tackle digital exclusion, and deliver holiday programmes that combine enrichment activities with food support for more than **1,500** residents. In the same week, we might mediate a gang conflict, help a young person secure their first job, teach an intergenerational group to craft jewellery, and hold a community repair event diverting tech from landfill.
Each strand strengthens the others: jobseekers are mentored by artists, aviation programme graduates volunteer in youth projects, and food support recipients join training schemes. By designing our services to overlap and reinforce one another, we are not just responding to need we are building a living, adaptive ecosystem where trust is rebuilt, opportunities are multiplied, and change is sustained.
## **Building Refurbishment / Construction & Training**
The completion of Phases **4** and **5** has been a major milestone in transforming our onceabandoned building into a vibrant, multi-use community hub. Five rooms that had been empty for years are now fully refurbished and alive with activity including dedicated spaces for music production, jewellery-making, film and media, youth mentoring, and a specialist VAWG Safe Space. Three corridors have also been upgraded, improving accessibility and flow through the building, and essential infrastructure has been installed to connect these areas with the rest of the site. Each of these spaces has been intentionally designed to act as a ‘hook’ an activity-led entry point that draws people in and leads to deeper, tailored support such as mentoring, therapy, skills development, and housing advocacy.
This transformation has enabled us to run multiple programmes simultaneously, work with a wider range of young people, adults, and professionals, and significantly expand our daily engagement now consistently reaching between **75** and **120** participants a day. Phases **6** and **7** will complete the final transformation of the building, but crucially, the progress so far has already laid the groundwork. Funding has enabled us to stop leaks, plaster walls, level uneven floors, repair structural issues, and prepare the remaining rooms and spaces for their final fit-out. Demolition and construction works have continued across these sections of the building, ensuring they are safe, structurally sound, and ready for the installation of electrical systems the final step before they can be brought to life.
Once complete, these additional areas will allow us to further scale our trauma-informed and collaborative approaches, hosting more partner agencies, offering free space to smaller organisations, and creating even more safe, engaging environments for the community. What was once a derelict, silent building is steadily becoming a living hub of creativity, trust, and opportunity proof that the right environment can drive lasting, meaningful change.
## **Youth Homelessness Housing Support & IAG**
The Positive Pathway Mentoring Programme has proven to be a lifeline for some of the most vulnerable and hard-to-reach young people in North London. With this funding, we combined conflict resolution, mediation, housing advocacy, and intensive mentoring with creative ‘ **hook’** programmes music, media, sports, and the arts to build trust and open doors to deeper support. We **took** an atypical, relationship-first approach, using our organisation’s **15+** years of credibility and reputation as a trusted, consistent presence to engage entire families, not just the young person in crisis. We invited parents to coffee mornings, opened targeted youth programmes for their children, and created safe, informal spaces to start difficult conversations. This trust allowed us to mediate high-
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**YCC Annual Report and Financial Statement Registered Charity No: 1167641**
tension situations, work with wider families, and repair fractured relationships, ensuring our interventions weren’t short-term fixes but the beginning of sustained change.
The funding also enabled us to develop a detailed, actively maintained database of housing and support agencies, allowing rapid referrals for both our participants and partner organisations, expanding our impact well beyond our initial scope. Over the past year, this approach has allowed us to engage with thousands more individuals than anticipated, making changes that reached far deeper than emergency interventions. Our ability to act quickly, stay present, and hold key conversations at critical moments meant we could prevent family breakdowns, reintegrate young people into safe home environments, or secure emergency and long-term housing where needed through our housing association partners. By blending trusted community relationships with creative engagement, mental health awareness, and practical housing support, we addressed the root causes of conflict, disengagement, and homelessness risk.
## **Summer Jobs Program & Mentoring Program**
Over the summer, we successfully delivered the Summer Jobs Programme in partnership with UK Youth, working across **Enfield** , **Haringey** , and **Newham** to engage over **40** young people aged **16–24** most at risk of violence. Recruitment was achieved through a coordinated referral network spanning youth offending services, housing associations, grassroots groups, community safety teams, and local employers. We also took on **15** participants directly within our youth centre, integrating them into live service delivery alongside professional youth workers, music coordinators, sports coaches, and project leads. These young people weren’t just observers they co-designed and ran sessions in music production, sports programmes, youth engagement events, and creative workshops, gaining industry-relevant skills, youth work qualifications, and hands-on leadership experience.
This practical, embedded approach gave participants both the structure of a paid role and the flexibility to explore work they found meaningful, while reducing barriers through access funds and tailored mentoring.
Our wraparound model proved critical to success. Each participant received consistent one-to-one support, workplace visits, and personal development coaching, ensuring challenges were addressed in real time. Collaboration was at the heart of delivery our local partners not only referred participants but also co-created opportunities, offered placement supervision, and contributed to preparation week workshops. This networked approach meant we could match young people to roles where they were most likely to thrive, while also strengthening the wider ecosystem of organisations tackling youth violence.
By the end of the programme, participants had completed over **6,000** hours of paid work, with many moving into further training, education, or employment, and others continuing to volunteer within our community projects. The programme didn’t just place young people in jobs it embedded them in a network of support, skills, and opportunity that will continue to impact their futures long after the summer ended.
## **Core Costs for our Community Centre**
Funding for our core costs has been transformative for **YCC,** giving us the stability to operate at full strength while expanding our most impactful services. It enabled us to pay key staff and project workers, cover essential bills, and maintain the day-to-day running of our community centre without the constant pressure of securing funds just to keep the lights on. This stability freed our leadership and delivery teams to focus on deepening our programmes from music, jewellery-making, and film/photography to trauma-informed mentoring, employability pathways, and community healing projects rather than diverting
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**YCC Annual Report and Financial Statement Registered Charity No: 1167641**
time and energy into crisis fundraising. It also allowed us to expand our detached and outreach youth work, reaching young people where they are in estates, parks, shopping centres, and other community spaces and offering consistent, relationship-led engagement.
Crucially, this core cost funding also strengthened our gang mediation and weapons amnesty work. Over the past year, we have continued to engage directly with gang members and hard-to-reach individuals, including those carrying weapons or involved in drug-related activity. Our trained staff, supported by this funding, have been able to safely remove these weapons from circulation and provide longer-term mediation, mentoring, and exit strategies for those ready to move away from dangerous lifestyles. This work has prevented violence, reduced risk in our communities, and created pathways into positive activity for young people who are often seen as “too far gone.” By covering our core infrastructure and staffing needs, this funding has given us the capacity, stability, and reach to not only sustain our services but to strengthen our presence where it matters most on the streets, in the community, and in the lives of those most at risk.
## **Employability Support**
Within Edmonton Green, we operate a dedicated emergency drop-in centre that provides intensive, five-day-a-week employability support for young people, particularly those facing multiple and complex needs. This space acts as a vital first point of contact where individuals can access immediate guidance, personalised job-search support, and direct connections to local employers. We work with young people to identify their unique skills, build confidence, and address the barriers that stand in the way of meaningful employment. Our approach goes beyond simply helping someone secure a job we focus equally on preparing them to be “job-ready” by developing workplace skills, improving CVs, practicing interview techniques, and building resilience.
For many of the young people we support, sustaining employment is just as challenging as finding it, which is why we provide ongoing mentoring, advocacy, and practical help to ensure they can remain in work, progress in their careers, or re-enter education and training. This holistic, relationship-driven support not only opens doors to opportunities but equips young people with the tools and stability to walk through them and thrive.
## **E-waste program**
Over the past year, our **E-waste program** has transformed the way our communities see repair not as a privilege, but as an everyday necessity. Coming out of COVID, with the cost-of-living crisis and cuts to essential services hitting families hard, many simply cannot afford to buy new devices or pay for commercial repairs. In a society where it’s often easier to throw things away than to fix them, we’ve shown that broken doesn’t have to mean the end. Through our mobile and hub-based delivery model, we have directly supported **228 participants** to get their devices diagnosed and repaired, breaking down barriers for those most affected by economic hardship. From libraries and shopping centres to youth hubs and estates, our professional repair specialists, trained volunteers, & youth mentors have worked side-by-side with residents, teaching practical skills that not only restore items but also spark confidence and community pride.
Our impact has gone beyond repairs. This programme has taught hundreds of people how to breathe new life into broken items that would otherwise have ended up in landfill turning waste into opportunity. Thanks to donated and recovered devices, many sourced through our community tech drop-off points and partnership with Amazon, we have **repaired and redistributed 150 items** to young people and families experiencing digital exclusion, ensuring they have the tools needed for education, employment, and
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**YCC Annual Report and Financial Statement Registered Charity No: 1167641**
connection. Every laptop, tablet, and phone passed on carries a story of renewal: a young carer accessing online learning, a jobseeker completing an application, a refugee family connecting with loved ones. The success of this work has been undeniable, proving the demand for accessible repair and community-led sustainability.
As a result, we have now secured additional funding to continue and expand **Fix Together** for the next **three years** , embedding it as a long-term, borough-wide movement for repair, reuse, and climate action.
## **Violence Against Women & Girls**
As an organisation, we deliver a range of tailored initiatives for women and girls, including hair and beauty workshops, period poverty awareness sessions, and hygiene education programmes. In partnership with leading high street brands, we curate bespoke gift packages that provide not only essential hygiene products but also items designed to promote dignity, confidence, and self-care for those in need. Alongside these practical interventions, we offer a safe and confidential space for women and girls experiencing domestic violence, trauma, or other challenging circumstances. Here, they can access compassionate support, specialist signposting, and a non-judgemental environment where their safety, wellbeing, and empowerment are the priority.
## **Jewelry Making Progress**
With the support of this funding, Youth & Community Connexions has been able to deliver the jewellery-making strand of our _Crafting Hope from Chaos_ programme, engaging young people, parents, and wider community members in creative, traumainformed workshops that also include an intergenerational “tandem making” element. These sessions have provided a safe, inclusive space for participants to learn new skills, connect with others, and express themselves through crafting meaningful pieces. The funding has also enabled us to secure the specialist equipment and resources needed to expand the programme’s next phase melting down decommissioned weapons and transforming them into jewellery deepening the programme’s symbolism of turning harm into hope. This expansion will allow us to combine practical skill-building with powerful acts of transformation, offering participants both creative opportunities and a tangible role in promoting safety, resilience, and unity within the community.
## **London Aviation Challenge**
In its first Six months, the London Aviation Challenge achieved outstanding success, engaging with over **300** young people through dynamic community-based activities, immersive experiences, and twice-yearly city-wide competitions. By combining VR flight simulations, drone-flying challenges, and hands-on aircraft-building projects, the programme ignited curiosity in aviation and introduced participants to real-world skills essential for the sector. Over **60%** of participants came from lower socio-economic backgrounds and **55%** identified as female or from minority ethnic communities, demonstrating its ability to break down barriers and reach underrepresented groups. Engagement from industry professionals, including pilots, engineers, and Royal Air Force representatives, provided authentic role models, career insights, and mentorship opportunities, ensuring participants could see themselves within the aviation industry. Feedback highlighted increased awareness of aviation careers, boosted confidence, and growth in transferable skills such as problem-solving, teamwork, and leadership.
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**YCC Annual Report and Financial Statement**
**Registered Charity No: 1167641**
## **Food support and HAF scheme**
Funding from Enfield Council enabled us to deliver a high-energy, fully inclusive HAF holiday programme alongside a vital food support initiative for children, young people, and vulnerable families in **Enfield** . The HAF programme ran **4 days** a week during the Easter holiday **(one week),** the summer holiday **(four weeks)** , and the winter period **(one week)** , providing a dynamic mix of structured physical movement and creative enrichment activities. Each day offered multi-sports, shadowboxing, mindfulness, Afrobeat and hip-hop dance, music production, DJ skills, drama, storytelling, art, spoken word, and well-being workshops. Activities were fully accessible for all abilities, with adaptive sports, sensory-friendly options, and multilingual support where needed.
Nutritious, culturally appropriate meals were provided daily through our partnership with Scoff and our own registered food provision, complemented by interactive nutrition workshops, cooking sessions, and healthy lifestyle guidance. Safeguarding remained a top priority throughout, with robust policies, enhanced DBS checks, risk assessments, fire safety drills & safeguarding awareness sessions for participants. Alongside HAF delivery, our food support programme addressed urgent community needs, directly benefiting **500** NEET young people with daily lunch vouchers, **350** families over **800** individuals with food parcels & general food vouchers, and **250** families with halal meat vouchers to access fresh, culturally appropriate food.
Across both programmes, **1,500** individuals were directly supported and an estimated **2,000** more benefited indirectly through improved food security, reduced inequality, and enhanced community resilience. By combining enrichment activities with practical, longterm food solutions, Enfield Council’s funding delivered immediate impact and lasting change for our community.
## **Structure, Governance and management**
YCC is a charitable Incorporated Organisation (CIO), registered with the Charity Commission and governed by its constitution, dated 14[th] June 2016.
Membership of the CIO is open to anyone who is interested in furthering its purposes and, who by applying for membership, has indicated agreement to become a member and accept the duties of membership. If the CIO is wound up, the members of the CIO have no liability to contribute to its assets and no personal responsibility for settling its debts and liabilities.
The trustees, who may exercise all the powers of the CIO, manage the affairs of the charity on a day-to-day basis.
The trustees who served during the year are shown on page 2 of this report.
## **Financial Review**
YCC’s main funding sources are both restricted & unrestricted funding. This year we were successful in bringing in £490,793 (£457,292 in 2024) from various sources and has a non cash reserve of £28,504 in the forms of fixed assets value.
## **Risk management**
The trustees have a risk management strategy which comprises:
- an annual review of the principal risks and uncertainties that the charity undertakes. ● the establishment of policies, systems and procedures to mitigate those risks identified in the annual review; and
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**YCC Annual Report and Financial Statement Registered Charity No: 1167641**
● the implementation of procedures designed to minimise or manage any potential impact on the charity should those risks materialise.
The Trustees constantly review risks relevant to the charity. Any risks identified are reported to the Trustees and decisions made on how to minimise risk.
## **Reserve’s policy and going concern**
The Board has assessed the charity’s requirements for reserves in the light of the main risks to the organisation. As a result, the Board has approved a policy whereby the unrestricted funds not committed, should be held in reserve and maintained at a level, which ensures that YCC’s core activity could continue during a period of unforeseen difficulty. The target reserve amount represents at least 6 months’ (26 weeks) expenditure and will be reviewed annually.
## **Public Benefit**
The Trustees confirm that they have complied with their duty under the Charities Act 2011 to have due regard to the Charity Commission's general guidance on public benefit.
## **Volunteers**
YCC is very involved in the community and relies on voluntary help. Around 18 volunteers assist with our activities. We wish to thank our volunteers for their loyal support and contribution.
## **Internal and external factors**
The trustees are very grateful to the members for their kind support.
## **Future plan**
We will continue to develop programmes throughout 2025 and 2026, shaped by the needs of our community. Our focus will remain on job and employability initiatives, victim support services, and a range of activities designed to support, coach, and empower local residents of Edmonton and Enfield aged 16 and above—particularly those who are hard to reach or socially isolated.
These new programmes will be tailored to help individuals break cycles of behaviour and overcome barriers that prevent them from securing meaningful employment. They will also provide opportunities to strengthen existing support networks or build new ones, increasing the likelihood of long-term success.
Alongside this, we will progress with the development of our new centre, which will play a vital role in generating future income and ensuring the sustainability of our work.
Signed on behalf of all member Date: 21/11/2025
## Mr CHRISTOPHER MCCOY
(Trustee)
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**YCC Annual Report and Financial Statement**
**Registered Charity No: 1167641**
## **Independent examiner’s report to the trustees of Youth & Community Connexions**
I report on the accounts of the charity for the year ended 31[st] March 2025, which are set out on pages 12 to 18.
## **Respective responsibilities of trustees and examiner**
The charity's trustees 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 needed.
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)(b) of the 2011 Act; and
- to state whether particular matters have come to my attention.
## **Basis of independent examiner's report**
My 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 statement below.
## **Independent examiner's statement**
In connection with my examination, no matter has come to my attention:
(1) which gives me reasonable cause to believe that in any material respect the requirements:
- to keep accounting records in accordance with section 130 of the 2011 Act; and
- to prepare accounts which accord with the accounting records and comply with the
- accounting requirements of the 2011 Act
have not been met; or
(2) to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.
## Tacts Accountant
Date: 21/11/2025
## Chartered Certified Accountant
TACTS Accountant, 61 Fountains Crescent, London, N14 6BD
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**YCC Annual Report and Financial Statement**
**Registered Charity No: 1167641**
## **YOUTH AND COMMUNITY CONNEXIONS**
|**INCOME AND EXPENDITURE FOR YEAR ENDED 31ST MARCH 2025**|**INCOME AND EXPENDITURE FOR YEAR ENDED 31ST MARCH 2025**|
|---|---|
|**Notes**
**INCOMING RESOURCES**
Donations & Voluntary Contributions
**Income from charitable activities:**
Grants
(18)
**Other Income:**
Workshops and Training Contributions
**TOTAL INCOMING RESOURCES**
**RESOURCE EXPENDED**
**Expenses on charitable activities**
(19)
**TOTAL RESOURCES EXPENDED**
**Net Incomings and Outgoings**
**Balance Brought Forward**
**Balance as at 31st March 2025**|**Unrestricted**
**Fund**
**Restricted**
**Fund**
**Total**
**Funds**
**2025**
**Total**
**Funds**
**2024**
£
£
£
£
60,193
-
60,193
37,295
-
410,790 410,790 405,647
19,800
-
19,800
14,350|
||**79,993**
**410,790 490,783 457,292**|
||79,572
410,791 490,363 457,177|
||**79,572**
**410,791 490,363 457,177**|
||**421**
**-**
**421**
**114**|
||**28,083**
**-**
**28,083**
**27,969**|
|||
||**28,504**
**-**
**28,504**
**28,083**|
There were no recognised gains or losses for the above period other than those shown in the statement of financial activities for the above financial year. All incoming resources and resources expended are derived from continuing activities.
(The notes attached form part of these financial statements)
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**YCC Annual Report and Financial Statement Registered Charity No: 1167641**
|**YOUTH AND COMMUNITY CONNEXIONS**
**BALANCE SHEET AT 31ST MARCH 2025**
~~ee~~|**YOUTH AND COMMUNITY CONNEXIONS**
**BALANCE SHEET AT 31ST MARCH 2025**
~~ee~~|**YOUTH AND COMMUNITY CONNEXIONS**
**BALANCE SHEET AT 31ST MARCH 2025**
~~ee~~|**YOUTH AND COMMUNITY CONNEXIONS**
**BALANCE SHEET AT 31ST MARCH 2025**
~~ee~~|
|---|---|---|---|
||Notes|**FUNDS**|**FUNDS**|
|||**2025**|**2024**|
|||£|£|
|**Tangible Fixed Assets:**||||
|Equipment|(15)|25,230|27,007|
|**Current Assets:**||||
|Debtors|(16)|4,576|4,576|
|Cash at Bank and In Hand||111|99|
|**Current Liabilities:**||||
|Amount falling due within one year||||
|Accruals & Creditors|(14)|1,413|3,599|
|**Net Assets**||**28,504**|**28,504**
**28,083**|
|**As Represented By:**||||
|Unrestricted Fund||28,504|28,083|
|Restricted Fund||-|-|
||(12)|||
|**Total Funds**||**28,504**|**4**
**28,083**|
|The accounts were approved by the Trustees on21/11/2025and signed on their||||
|behalf by: -||||
………………………......... ………………………………. MR CHRISTOPHER MCCOY MS CYNTHIA COBOURN (Trustee) (Trustee)
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**YCC Annual Report and Financial Statement Registered Charity No: 1167641**
**YOUTH AND COMMUNITY CONNEXIONS NOTES TO THE ACCOUNTS FOR THE PERIOD ENDED 31[st] MARCH 2025**
## **1. Accounting basis**
The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:
## _**a) Basis of preparation**_
The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102). YCC meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s).
## _**b) Preparation of the accounts on a going concern basis**_
The Charity trustees are of the view that measures taken in reviewing organisational costs regularly and successful in applying for continuation funding have secured the immediate future of the Charity for the next 12 to 18 months and that on this basis the charity is a going concern.
## **2. Cash Flow Statement**
The trustees have taken advantage of the exemption in Financial Reporting Standard No 1 (revised) from including a cash flow statement in the financial statements on the grounds that the charity is small.
## 3. **Incoming resources**
Income is recognised in the period to which it relates, unless specified otherwise by the funder. Project funding is, in general, repayable if not expended within the relevant project. Such income is only recognised to the extent that it ceases to be repayable. The income is accounted for on a receivable basis.
## 4. **Resource Expendable**
Resources expended are included in the Statement of Financial Activities inclusive of VAT which cannot be recovered. Direct charitable expenditure includes the direct costs of the activities. Where such costs relate to more than one functional cost category, they have been apportioned in line with the direct costs of the relevant service.
## **5. Tangible fixed assets**
Fixed assets are stated at cost less accumulated depreciation. Depreciation is provided to write off the cost, of all fixed assets over their expected useful life as follows: -
Equipment - 33.33% straight line
## **6.** Trustees are not remunerated.
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**YCC Annual Report and Financial Statement Registered Charity No: 1167641**
## **7. Fund Accounting**
Fund accounting unrestricted funds are available to spend on activities that further any of the purposes of charity. Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity’s work.
## **8. Support Cost**
Allocation of support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include back-office costs, finance, personnel, and governance costs, which support the Charity activities. These costs have been allocated between cost of raising funds and expenditure on charitable activities. The bases on which support costs have been allocated are set out in note 13.
## **9. Taxation**
YCC is a registered charity and is not liable for corporation tax on its income under section 505 of the Income and Corporation Taxes Act 1988 to the extent that it is applied to its charitable activities.
## **10. Pension costs and other post-retirement benefits**
The organisation has a pension scheme set-up for it’s autoenrollment duties.
## **11. Status**
YCC is a registered Charitable Incorporated Organisation.
## **12. Restricted Fund Balance**
The organisation has no restricted funds balance carried forward.
## **13. Support and Governance Cost**
|General administration cost
Equipment and Accessories
Meetings
Depreciation
Professional fees|**General Support**
**Governance**
**Total**
**£**
**£**
**£**
13,203
1,151
**14,354**
5,645
-
**5,645**
-
1,084
**1,084**
19,531
-
**19,531**
-
1,290
**1,290**|
|---|---|
||**38,379**
**3,525**
**41,905**|
## **14** . **Accruals & Creditors**
|**4**.**Accruals & Creditors**|||
|---|---|---|
|Professional fees
HMRC & Pension
**Total**|**2025**
**£**
1,200
213
**1,413**|**2024**
**£**
1,200
2,399|
|||**3,599**|
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**YCC Annual Report and Financial Statement Registered Charity No: 1167641**
## **15. Tangible Fixed Assets**
|**Cost**
Addition (2018/2019)
Addition (2019/2020)
Addition (2020/2021)
Addition (2021/2022)
Addition (2022/2023)
Addition (2023/2024)
Addition (2024-2025)
**At Cost Total**
**Depreciation**
Brought forward
Charge for the year
Carried Forward
**Net Book Value**
At March 2025
At March 2024|Equipment|
|---|---|
|||
||12,846|
||11,744|
||65,598|
||14,420|
||29,515
25,738
17,754|
||177,615|
||132,854
19,531|
||152,385|
||25,230|
||27,007|
## **16. Debtors**
|Rent Deposit
**Total**
**7. Staff Cost**
Wages
Tax and NIC
pension
**Total staff cost**|**2025**
**£**
4,576
**4,576**
**2025**
**£**
25,280
3,281
1,010
29,571|**2024**
**£**
4,576|
|---|---|---|
|||**4,576**|
|||**2024**
**£**
30,802
2,185
1,118|
|||34,105|
## **17. Staff Cost**
Total number of employees on payroll were 4 part-time.
Trustees are not remunerated.
16
**YCC Annual Report and Financial Statement**
**Registered Charity No: 1167641**
## **18** . **Restricted Grants to provide charitable activities:**
|**Purpose**
**Restricted Income**
The Gosling Foundation
Youth Centre Development
The Bridge Renewal Trust
Employability and Mentoring
Local Motion
Pathways to Youth Devpt Research
Civil Aviation Aut.
Youth Community-based project
London Borough of Enfield
Youth Support and Employability
London Community Fund
Youth Support
National Lottery Community Fund
Youth Mental Health
BBC Children in Need
Youth Support and Core
The Hobson Charity
Youth Centre Development
Thomas Wall Trust
Family and children support
Hubbub Foundation
Youth Centre Development
Landaid Charitable
Capacity Building
North Central London
Youth Centre Development
Zedra Trust
Youth Centre Development
Radcliff Trust
Information and Advice
The Neighbourly Foundation
Family and children support
The Henry Smith Charity
Sports, Music and health
VRU Fund
Youth Activities
Enfield Voluntary Action
Youth health and Wellbeing
The National Foundation
Family and children support
The Hadley Trust
Music, Media and Sport
Mayor's Fund
Youth Mental Health
UK Youth
Music, Media and Sport|**Total**
**Funds**
**2025**
**Total**
**Funds**
**2024**
£
£
-
5,000
-
4,900
1,875
20,000
12,438
-
77,654
24,974
-
38,408
19,950
-
32,000
40,000
-
1,800
5,000
-
7,000
63,000
42,500
-
-
40,000
3,000
-
5,000
-
-
10,000
45,000
45,000
16,280
8,140
2,994
7,682
-
14,500
42,720
47,243
23,200
-
74,180
35,000|
|---|---|
||**410,790**
**405,647**|
_***Main purposes of funds are to provide support to young disadvantaged people and to improve health and wellbeing.**_
17
**YCC Annual Report and Financial Statement Registered Charity No: 1167641**
## **19. Charitable Expenditure**
|**RESOURCE EXPENDED**
**Expenses on charitable activities:**
Rent and Service Charges
Staff cost and Sessional Workers
Workshops and Training
Trips & Other Activities costs
General administration exp & Utilities
Small Equipment and Accessories
Volunteer Expenses
Project Materials and Resources
Meetings
Office & Training Centre Set-up
Professional fees
Depreciation
Refreshments
**TOTAL RESOURCES EXPENDED**|**Unrestricted**
**Fund**
**Restricted**
**Fund**
**Total 2025**
**Total 2024**
£
£
£
£
42,240
**42,240**
10,819
199,476
**199,476**
185,440
21,771
**21,771**
37,933
269
**269**
1,655
14,354
**14,354**
14,603
5,645
**5,645**
2,301
2,160
**2,160**
1,964
9,877
**9,877**
8,880
1,084
**1,084**
1,063
79,572
91,581
**171,153**
166,731
1,290
**1,290**
1,200
19,531
**19,531**
23,224
1,512
**1,512**
1,362|
|---|---|
||**79,572**
**410,791**
**490,363**
**457,177**|
## **20. In Kind Support**
St James Chambers Youth Hub has supported the charity with a rent in kind and utilities cost support worth £75,000 as part of the development of the Youth and Training Centre at Edmonton Green mall.
## **21. Operating Lease**
_Between 2 to 5 years lease commitment_ : Office rent lease of £11,000 per annum. _Over 5 years lease commitment_ : Youth/Training Centre of £55,000 per annum. **22. Movement in Funds**
|**2. Movement in Funds**||||
|---|---|---|---|
|At 1st April 2024
Surplus/(Deficit) for the year
At 31st March 2025|**Unrestricted**
**funds**
**£**
28,083
421
**28,504**|**Restricted**
**funds**
**£**
-
-
**-**|**Total**
**£**
**28,083**
**421**|
||||**28,504**|
18
**YCC Annual Report and Financial Statement Registered Charity No: 1167641**