OpenCharities

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

2025-12-31-accounts

HOPE FOR THE FUTURE Annual Report January-December 2025 44 f44 .11

Contents

ntents
Message from the Chair of Trustees 2
Objectives and Activities 4
Achievements and performance in 2025 7
Looking forward to 2026 26
Structure, governance and management 28
Financial Report 31
Risk Statement 45

1

Message from the Chair of Trustees

01

Dear supporters and friends,

If 2024 reminded us how fragile climate progress can be, 2025 showed just how contested it has become.

Across the UK, rising living costs, global instability and polarised political debate created fertile ground for anti-net-zero narratives. Climate and nature action was increasingly framed as a trade-off rather than an opportunity. At the same time, many communities felt shut out of the political processes shaping decisions about their homes, jobs and futures.

It is precisely in this context that Hope for the Future’s work matters most.

In January, we launched our new three-year strategy, Communities for Climate. One year on, it feels both timely and necessary. Our focus is clear: strengthen the voices of those most affected by climate and nature breakdown, equip campaigners with the tools to engage decision-makers constructively, and build the democratic infrastructure that enables lasting change.

This year we expanded our work with underrepresented communities, deepened our youth advocacy programmes, and supported a broad range of local and national campaigns to engage politicians with clarity and confidence. We launched two flagship projects and introduced new tools to strengthen collaboration and accountability across the climate and nature sector. Encouragingly, thousands of people across the UK took part in our work, and we saw growing evidence that when people are supported well, political dialogue becomes more constructive and more impactful.

2

2025 was also a year of organisational transition and growth. We were pleased to welcome Jessica Parish as Interim CEO from May 2025 while Laura D’Henin-Ivers began her maternity leave, and I am grateful for Jess’s thoughtful leadership during this period. We also welcomed new colleagues to the team and senior leadership group, bringing fresh ideas and renewed energy.

What continues to inspire me most is the determination of the people we work with. In a challenging political climate, they choose dialogue over division and persistence over cynicism. That commitment gives me real hope.

Thank you to our staff, volunteers, trustees, partners and funders for making this work possible. Together, we are helping to ensure that climate advocacy in the UK remains hopeful, inclusive and rooted in democracy.

Best wishes, Jonny Exon Chair of Trustees

3

Objectives and 02 Activities

Hope for the Future bridges the gap between communities and decision makers to catalyse vital systems change for people, the climate and nature, and create a fair, inclusive and healthy world for all.

We believe

that the voices of communities must be central to the political decisions that impact their lives, environment, and futures.

Our vision

is a future where communities and politicians collaborate effectively to ensure a fairer world where people, the planet, and nature can thrive.

Our purpose

is to provide communities with the education and support they need to engage constructively with their politicians, such as MPs, MSPs, and local Councillors, translating their experiences and ideas into tangible policy action.

4

Launching Communities for Climate

In January 2025, under a new government, we launched our new threeyear strategy, Communities for Climate. This plan came from a place of hope, balanced with the urgent need to act swiftly and decisively on climate and nature. As the year unfolded, however, the path toward bold action and a fair and inclusive future where people and nature can thrive faced unprecedented challenges.

Rising energy costs and global conflicts shifted public concern toward more immediate survival. At the same time, the political consensus on environmental protection began to visibly erode, with anti-net-zero narratives in mainstream media gaining traction, often framing climate and nature-positive solutions as trade-offs against economic security. Calls were made to stop altogether or reverse progress made for climate and nature protection and regeneration over the last decade. Even the foundations of democracy and human rights that underpin our work felt the pressure of a changing political landscape.

This difficult context strengthened our drive and commitment to our five new 2025-2027 core strategic goals:

Goal One: To strengthen the ability of underrepresented groups and those most affected by the climate and nature crises to have a stronger voice in the democratic process and connect with their politicians

Goal Two: To ensure climate and nature campaigns at all scales are more effective as a result of enhanced collaboration, democratic engagement tools and skill sharing

Goal Three: To actively mobilise communities with a flexible approach, allowing us to respond rapidly and strategically to external changes in policy and practice. This enables us to make a meaningful impact for communities and organisations striving to influence climate and nature policy

Goal Four: To conduct research and foster learning to strengthen our work and

enhance climate and nature campaigning at both grassroots and organisational levels

Goal Five: To ensure Hope for the Future is a financially resilient charity with a diverse income model.

5

A year into this strategy, our work feels more essential to the fabric of society than we ever imagined when we launched Communities for Climate.

We have reframed climate action through “bridge issues” such as energy bills, local transport, food security and jobs. In doing so, we have made climate engagement more relevant to people’s everyday lives , enabling us to reach and involve groups who have traditionally been excluded from the climate conversation.

We have adapted how we engage communities to better reflect the realities of people’s lives and the barriers they face to democratic participation. In doing so, we have increased access to political engagement and supported a broader and more diverse range of voices to be heard by decision-makers.

We have strengthened and expanded our democratic engagement training. In doing so, we have equipped individuals and communities with the knowledge, skills and confidence to engage constructively with politicians and influence local and national decision-making in a complex and shifting political landscape.

We have focused our efforts on priority communities and high-impact campaigns. In doing so, we have used our resources more strategically, ensuring our support is targeted where it can deliver the greatest benefit for both communities and climate and nature outcomes.

We have evolved our services for organisations and prioritised collaboration and shared learning. In doing so, and through our extensive and diverse partnerships across the climate and nature sector, we have amplified collective impact , strengthened campaign effectiveness, and positioned Hope for the Future as a vital and trusted resource for coordinated, sectorwide change.

None of this progress would have been possible without the generosity of our funders. We extend a heartfelt thank you to everyone who has invested in our vision, with special thanks to our dedicated major donors, supporters and grant funders: the Esmee Fairbairn Foundation, Joseph Rowntree Charitable Trust, The Maingot Trust, The Southall Trust and the National Lottery Climate Action Fund.

6

03

Achievements and performance in 2025

We empowered communities at scale

87%

5000+

2

of people intended to engage their politician/s on climate change as a result of our trainings and workshops

people across the UK supported through our workshops and resources

national flagship projects launched

30% of our work focused on “bridge issues” including warm homes, transport, renewable energy, divestment, recycling/ waste, security

266

36

community-politician meetings supported or facilitated

organisation-led climate and nature campaigns supported

1

first-of-its-kind platform launched to connect climate and nature campaigners, strengthen combined efforts and bring accountability to politician engagement: Climate Connect

7

Goal One

We ensured underrepresented groups have a stronger voice in the democratic process

For the first time, in 2025, Hope for the Future defined our target communities to streamline our work where it is most needed and to design research-led, creative solutions to democratic engagement tailored to address the specific needs and barriers these groups face to taking political action.

Our target groups are:

Low-income communities Young people (under facing tough choices, such the age of 25) and their as deciding between heating parents and caregivers their homes or buying food

Diaspora communities Communities living in
in the UK who moved areas most at risk from
here, in whole or in part, climate change, like those
due to climate change in affected by coastal erosion
their home country or flooding
Communities losing Disabled people,who are
jobs or opportunities expected to be hit hardest
because of changes in by climate change, but
climate-related policies, whose ideas and input are
such as farmers or essential to make sure the
workers in the fossil disabled community is
fuel industry included in climate action
and policy decisions

In 2025, we successfully launched two major flagship projects, began expanding and refining our approach to youth advocacy and leadership, completed a bespoke democratic engagement project in partnership with Nature Friendly Farming Network (NFFN) for farmers, and supported a number of groups working with our target communities to begin advancing this work.

8

A future for all

Around 7.9 million adults and 3.1 million children in England live in poverty, and 8% of parents have a child with a disability. This accounts for a huge portion of the country who have been excluded from the climate conversation, who have specific challenges that must be considered in climate and nature-related policy, and whose positive imaginings can create a brighter future for all.

Impact at a glance

4 Woodland Workshops , offering family-friendly climate advocacy sessions in the same woodland locations. Whilst children engaged in forest-school-inspired activities, parents explored how to turn their imaginings into impact. The workshops are designed to make politics feel accessible, for parents to feel confident, empowered, and motivated to use their voice - and to effectively engage local politicians in the issues that matter to them.

2 Online Winter Workshops: with 57 attendees

Funded by the National Lottery Climate Action Fund and brought to life in partnership with Rowan Environmental Arts (REA), Contact, Parents for Future, and the London School of Economics (LSE), A Future for All is a five-year project launched in February 2025, designed to uniquely support parents from lowincome backgrounds and those who have children with special educational needs or disabilities (SEND).

In year one, we started in Yorkshire to test our model before scaling more widely.

"For the first time I feel like I have the power to fight for what I believe in" Parent, Yorkshire

9

Climate Assemblies

Citizens’ assemblies are widely recognised for their representative and inclusive model of democratic decisionmaking. In 2025, we launched a project to build on the strengths and diversity of citizen assemblies and similar deliberative democracy projects. Over three years, we aim to embed assemblies and their value more firmly in the climate policy process and instil confidence and agency to turn these valuable processes into policy action.

In year one - with huge thanks to our partners, Shared Future and Liverpool World Centre - we were able to work with 150 assembly members across three different settings to observe, learn and test when, where and how we can support the process.

The process was also supported by academics from both Keele and Warwick University who attended and observed assembly events to strengthen the project, identify impact and better understand the core challenges at the heart of communicating key recommendations to policy makers.

Over a year’s worth of learning has been incorporated into a new toolkit dedicated to supporting the sustained advocacy and policy impact of the deliberative democracy projects, which is now ready to be tested across more settings and audiences in 2026.

“I'd like to thank you all for your hard work and support over the last few weeks as we got this thing moving and completed - overall, I think it was a great success and we appreciate the different perspectives and layers you added to the process, thank you.”

Global Learning Project Officer, Liverpool World Centre and Project Partner

Youth Advocacy and Leadership

Young people are the future, and their hopes, needs, and concerns should be central to climate and nature policymaking. Our vision is that every young person has the knowledge, skills, confidence, motivation and community to organise ahead of the next election (when 16 year-olds will be eligible to vote for the first time), and influence climate- and nature-positive outcomes that deliver social and economic justice. That is why young people are one of the specific underrepresented groups we aim to work with under the umbrella of the Communities for Climate strategy, and why in 2025, we took significant steps to grow this area of work.

10

Case Study: Wirral Changemakers - Youth-led action on transport and climate

In 2025, Hope for the Future worked with Wirral Borough Council’s Eco-Schools Officer to deliver an eight-month youth advocacy programme supporting students from three secondary schools to influence local climate and transport decision-making. Young people identified transport as a key issue affecting their daily lives and climate impact but faced barriers in understanding local political systems and how to influence them effectively. We provided tailored political education and advocacy support, including interactive “Politics 101” workshops, a facilitated youth manifesto process, and guidance to develop clear, realistic and strategic policy asks.

Students collectively produced a Youth Manifesto for Transport , setting out priorities such as fair ticket pricing, improved bus infrastructure, safer active travel routes and better safeguarding and inclusivity training for drivers. We then supported young people to present their ideas directly to councillors, transport stakeholders and community leaders through roundtables and a public Changemakers Conference attended by over 80 people.

11

As a result of the programme:

86%

students reported increased confidence in influencing decision-makers

93%

reported improved understanding of local political systems

100%

of participating politicians reported a better understanding of young people’s priorities and more constructive dialogue

The project strengthened relationships between young people and local decisionmakers and contributed to youth-led input into Wirral Council’s climate and transport planning

“It really helps with my decision making and helps strengthen support for the things we need to do” Councillor Ed Lamb

12

WIRRAL •- .AueiuAV,.,',ros CONFERENCE 2025 'NEXt GEIJFRI IION( CLINA TE IEADI IIMI i(0 scii•i BUILD EITEIO IYJ4. fr¥[ • SF&L frfOTY" cOMMVNIc4it YKOTI(T CYCLISTS *'sYIt Dlfv", 51fEI • FhlS1 /1- hWARtNtss CYCLIN ShFIIY h111TUbf_ 4 (Mh￿[ Th(KLIN t(X)D W5 &J I fx4 J WW.MORITllhNMINUILS.(O.UK

Goal Two

We drove more effective climate and nature campaigns of all sizes

Climate and nature campaigns are most effective when they are collaborative, strategically focused and grounded in strong democratic engagement, yet many lack the resource or expertise to achieve this. With no policy goals of our own - we are that resource. In 2025, Hope for the Future supported 36 organisations and campaigns working at local, regional and national levels to strengthen their impact and progress towards their goals.

“Hope for the Future's support really shaped the way we communicated with our supporters about engaging their MPs. [Hope for the Future's training has given our supporters] a greater understanding of what to expect from their MPs, and the tools to reach out and talk about the energy crisis in a constructive way.” Uplift

Strengthening national campaigning: Stop Rosebank

In 2025, Hope for the Future worked closely with Uplift to support the Stop Rosebank campaign, which aims to prevent the development of the Rosebank oilfield in the North Sea. Our involvement began in February 2025, when we designed and delivered three tailored training workshops to support campaigners to engage politicians more effectively. These sessions reached 90 campaigners , including a dedicated workshop for campaigners in Scotland, which focused on MSP engagement and the specific political context. The training supported participants to navigate misinformation around jobs, energy security and North Sea oil, and to build confidence in approaching conversations with their elected representatives.

We played a vital part in skilling up campaigners ahead of Stop Rosebank’s MP/MSP week of action where campaigners met with their politicians across the country. The amazing efforts of Stop Rosebank’s campaigners led to 45 MPs and 11 MSPs signing their pledge to oppose the new oilfield.

14

Later in the year, as the campaign entered the formal consultation phase, Hope for the Future provided further rapidresponse support by helping campaigners use greencarding as a strategic form of engagement. Greencarding enabled constituents to meet MPs directly in Parliament with minimal preparation, maintaining political pressure at a critical moment while avoiding fatigue from more resource-intensive actions, and it works; with one MP signing the pledge to Stop Rosebank on the day. With consultation now closed we, along with the incredible Stop RoseBank Campaigners and team at Uplift await the government decision on whether to let development of the Rosebank oil field go ahead.

Strengthening legislative campaigning

In 2025, Hope for the Future supported UK Divest, in partnership with Finance Innovation Lab and Platform, to strengthen political engagement around the forthcoming Pensions Reform Bill. The campaign sought to secure commitments to phase out fossil fuel investments from large government-backed pension funds, at a point when climate considerations were largely absent from proposed reforms.

tailored workshops 2 delivered activists supported across the UK

----- Start of picture text -----
74
----- End of picture text -----

Recognising strong demand from campaigners to engage MPs more effectively on pensions policy, Hope for the Future designed and delivered two tailored workshops , supporting 74 activists from across the UK. The training focused on demystifying parliamentary processes, identifying strategic moments for influence, and developing clear, realistic requests to MPs. This was particularly important for campaigners who were experienced in local campaigning but less familiar with Westminster engagement.

Alongside this, Hope for the Future worked with UK Divest to develop a bespoke resource focused on framing fossil fuel divestment in ways that resonate with MPs’ priorities, including financial risk, fiduciary duty and long-term economic stability. The resource helped campaigners prepare for common objections and approach political conversations with greater confidence and strategic clarity.

15

To support longer-term campaign effectiveness, Hope for the Future also delivered a strategy day for Platform staff, who lead the UK Divest campaign. The session focused on strengthening strategic engagement with politicians across Platform’s wider work, including power mapping, understanding parliamentary processes, and exploring how to engage decision-makers effectively while retaining a clear and progressive organisational voice.

Together, this work strengthened the campaign’s readiness to engage Parliament at key stages of the Pensions Reform Bill, ensuring both campaigners and campaign leads were better equipped to contribute to sustained, coordinated political engagement on a complex national policy issue.

This helped embed political engagement skills and shared strategic approaches across the organisation, supporting more coordinated and effective campaigning.

16

Goal Three

We actively mobilised communities to respond rapidly and strategically to external opportunities and changes

Opportunities to influence climate and nature policy do not arise evenly or predictably. In 2025, Hope for the Future focused on mobilising communities and organisations in ways that were flexible, timely and responsive to the political context, enabling people to take meaningful action when it mattered most.

We supported communities to move from interest or concern into action by providing accessible tools, targeted support and practical guidance to engage politicians effectively . This included responding to national political moments, supporting coordinated action across England and Wales, and developing new infrastructure to make democratic engagement on climate and nature easier and more inclusive.

Launching Climate Connect

Just as our new strategy period begun, we launched Climate Connect , the UK's only shared digital infrastructure for climate and nature campaigns . This one-of-a-kind digital organising platform is designed to help communities and organisations coordinate political engagement, share learning and build greater collective influence.

> 1,800 interactions mapped

Already, the platform is being used by the National Emergency Briefing, with more than 1,800 interactions with politicians mapped, creating an unprecedented picture of climate advocacy across the UK.

This is just the beginning. During the second half of our strategy, we'll launch Climate Connect V2, introducing new features that make it even easier for communities, campaigners and organisations to work together to influence decision-makers . Watch this space.

17

Suits to Welly Boots: Farmers Changing the Political Landscape

In 2024-25, we provided external advocacy support to the Nature Friendly Farming Network (NFFN). Our support was for their Suits to Welly Boots, a pioneering initiative to connect nature-friendly farmers with their MPs in a time of growing political urgency to address farming and food security. The project aimed to embed sustainable farming priorities in political discourse, to achieve tangible parliamentary action.

farmers directly engaged with 32 their MP SMART political 13 commitments secured

Using a bespoke constituency matrix (including flood risk, agri-environment uptake, vote margins, and MP receptiveness) to identify 35 rural constituencies . This informed a targeted engagement strategy, ensuring that our limited resources went where they mattered most, including roundtables in Tiverton and Minehead and Penrith and Solway, plus tailored support in North Herefordshire and beyond.

“Events like this are incredibly valuable for me as an MP to hear directly from local farmers. Representing the views of my constituents in Parliament is a priority for me, and gatherings like this give me the insight I need to do that effectively." Rachel Gilmore MP

18

When a snap general election curtailed our original plans for public hustings, we pivoted fast. Instead, we facilitated four farmer-MP roundtable events , each designed to foster constructive, solutions-focused dialogue. 32 farmers engaged directly with their MPs and 13 SMART political commitments were secured, including:

Local media also spotlighted the roundtables, elevating farmer concerns into public discourse.

“I’ve never felt my voice mattered before – this helped me realise it does.” Joe Lyall, Farmer

19

The roundtables were the visible result of a layered approach designed to embed confidence and capacity in the farming community:

This structure enabled powerful moments of influence. Joe Lyall, a young dairy farmer from Cumbria, went from having never contacted a politician to meeting his MP, organising a farm visit, and briefing the Shadow Farming Minister on climate and nature policies within four months.

This programme has created a blueprint for engaging farming communities with longterm potential. Our constituency matrix is now used to inform other campaign targeting. NFFN are embedding the roundtable format, and we’re connecting farming communities to national efforts like the Climate and Nature Bill.

20

Strengthening the Long Term Impact of The Climate Coalition’s Mass Lobby

On 9 July 2025, over 5,000 people and 200 MPs gathered at Westminster for The Climate Coalition’s Act Now, Change Forever Mass Lobby - one of the largest coordinated democratic engagement efforts on climate and nature in recent years. The aim was to ensure constituents from across the UK could meet their MPs face-to-face to raise concerns and call for stronger action on climate and nature.

Mass mobilisation alone is not enough to deliver policy change. We were commissioned to equip people with the confidence and skills to have quality conversations, devise and articulate clear and strategic policy recommendations and build lasting relationships with MPs.

We developed two dedicated resources , accessed by 7,000+ people to help them prepare for the day by framing achievable asks centered around the mass lobbies polices focus areas. We also delivered training to 116 individuals , and 73% reported increased confidence .

7000

people engaged with dedicated resources

116

people received bespoke training

228

people received specific support to prepare for MP meetings

We deployed a 9-person team across Westminster venues, including a dedicated helppoint at the QEII Centre. From this base, we offered real-time “flash” workshops and oneto-one support, helping 228 people to prepare and refine their policy asks for their MP meetings and identify next steps to ensure accountability and action.

21

The Climate Coalition commissioned us to deliver six workshops, supporting 49 people to:

The sessions saw people develop plans to establish protected status for a local nature reserve, change legislation surrounding the recycling of blister packs, protect marine ecosystems around Northern Ireland and advocate for a public engagement and behaviour change campaign in North Manchester. Participants reported a 22% increase in their campaign planning skills and a 20% increase in their understanding of engaging politicians.

“I’m excited I now know how to put a campaign together. It filled in blanks in my knowledge and has inspired me to carry on engaging with my MP”

Andrew, Campaign Workshop Attendee

22

Goal Four

Research and learning to strengthen our work and enhance climate and nature campaigning

In 2025, we continued to invest in research and learning to ensure our work is informed by evidence, responsive to different starting points, and effective in practice.

Our research helps us better understand the specific barriers different communities face in engaging with politicians, as well as the conditions that enable constructive dialogue and meaningful political influence. By combining insights from political theory, behavioural research and lived experience, we are able to adapt our support to suit different audiences and contexts, and to design engagement that is inclusive, credible and relevant .

23

Case Study: Four urgent truths

In consultation with Hope For The Future, politics students from the London School of Economics conducted intensive research with members of Parents for Future, which encourages UK parents to take action on climate issues, and Contact, which supports and advocates for families with SEND children. Through interviews and focus groups, these preliminary research findings uncovered four critical realities that shape parental climate engagement and draw pathways for transforming that experience:

Many parents feel overlooked by and disillusioned with UK politics. At the same time, they see grassroots, community-led action as a powerful way to drive change and build resilience.

UK parents often feel isolated and silenced on climate issues, which fuels anxiety, guilt, and inaction. When they find supportive communities, that isolation lifts, turning shared concern into feelings of solidarity, motivation, and a clearer, stronger path to action.

Climate-related discourse shifts responsibility onto individual families, creating further pressures, especially for parent carers. Deeply motivated to protect their children’s future but constrained by time, exhaustion, cost, and risk, parents want ways to act that are effective and fit around their families’ day-to-day needs.

Parents feel that climate action should include and empower children, who are set to inherit the world we create today, criticising schools for sidelining civic and climate education even as young people show strong awareness and a drive to create change. At the same time, parents are mindful of children’s vulnerabilities - especially for SEND children - highlighting the need for ageappropriate, supportive ways to participate that protect wellbeing while valuing children as active climate champions.

24

Goal Five

Hope for the Future is financially sustainable with a diverse income model

Delivering high-quality and timely work requires a strong and sustainable organisation. In 2025, Hope for the Future focused on strengthening the foundations needed to deliver impact over the long term.

The year marked a period of consolidation and growth. We secured new multi-year grant funding , including National Lottery–funded projects, enabling greater stability and longer-term planning. Alongside this, we delivered a successful match-funding campaign, and grew our donor base. We also launched an equitable pricing model for our partnership work, which has allowed us to diversify our income and leverage our small but expert team to drive forward critical campaigns at both grassroots and national scales:

25

Looking forward 04 to 2026

In 2026, Hope for the Future will continue delivering the second year of our Communities for Climate strategy, building on strong foundations while deploying a live political strategy to respond flexibly to political moments and opportunities and threats to advancing more ambitious and equitable climate policy and action.

We will begin testing our Deliberative Democracy Toolkit with partners including Shared Future and Manchester University, supporting communities to translate deliberative processes into meaningful political engagement. The toolkit will be used for the first time to support young people holding a climate assembly at Chester Zoo, enabling them to engage politicians throughout the process and in response to their recommendations.

Year two of A Future for All will deepen political engagement between parents and politicians across Yorkshire, while also refining a package of support designed for national rollout. This work will continue to remove barriers to participation and support parents to feel confident, motivated and equipped to engage democratically on issues that affect their families and communities.

We will build on our youth work with a clear ambition that every young person has the knowledge, skills, confidence, motivation and community to organise ahead of the next elections and influence climate- and nature-positive outcomes that deliver social and economic justice. With 16-year-olds eligible to vote for the first time, we will seek funding to ensure new and first-time voters are informed, confident and empowered to participate in democracy before, during and beyond election periods.

26

A key focus in 2026 will be supporting communities in Wales and Scotland to engage politically at moments when it matters most. In the lead-up to elections, we will build the capacity of communities to lead their own hustings, engage candidates on climate and nature, and lay the foundations for strong, constructive relationships with newly elected representatives.

This work reflects Hope for the Future’s commitment to working flexibly and strategically in response to political opportunity, ensuring communities are supported to act when their voices can have the greatest impact.

Alongside this, we will research and test approaches to working meaningfully and impactfully with diaspora communities, and deepen our work to protect and restore nature by building the capacity of local organisations to engage politicians effectively. Across all areas of work, we aim to support 40+ local and national climate and nature campaigns , reaching 2,500+ people, while continuing to adapt our services to different audiences, policy contexts and lived realities. We will undertake live research to evolve our approach to political engagement and embed learning directly into our training and support.

We will measure impact across our work by tracking improvements in skills, confidence and motivation to take political action; leadership capacity within communities; understanding of democracy and UK politics; the quality of democratic engagement; and the number of people taking action.

With a committed and skilled team, strengthened internal systems, and a shared sense of purpose, Hope for the Future enters 2026 well positioned and excited to deliver the next year of Communities for Climate.

27

Structure, governance and management

05

Trustees

Trustees
Jonny Exon Chair (from 01/01/2024 - present)
James Pilley Treasurer (from 01/07/2024 - present)
Rodolfo Barradas (from 12/12/2023 - present)
Dr Richard Axelby (from 01/07/2024 - present)
Jacob Ohrvik-Stott (from 12/12/2023 - present)
Uday Vartak (from 22/09/2020 - present)
Adam Berman (from 01/07/2024 - present)
Cassa Townsend (from 01/07/2024 - present)
Dr Xihui Chen (from 01/07/2024 - present)
Sam Karslake (from 01/07/2024 - present)
Prof Cristina Leston-Bandeira (from 01/03/2022 - 28/02/2025)

28

Trustees are generally appointed through a process of advertisement, interview and selection by a delegated recruitment committee.

Our Team

During 2025, Hope for the Future saw modest growth to meet the increasing demand for our services.

How we work with our Trustees

The Board of Trustees provides strategic oversight, while day-to-day management is delegated to the Chief Executive and the Senior Leadership Team (SLT). Strong communication between the Board and staff is maintained through:

Date Headcount Full-Time Equivalent (FTE)
Jan 2025 11 10.5
Dec 2025 13 12.3

29

The senior leadership team consisted of: Chief Executive Officer: Laura D’HeninIvers (maternity leave from May 2025)

Interim Chief Executive Officer: Jessica Parish (appointed May 2025)

Our Commitment to Fair Pay

We believe that our people are our greatest asset. To ensure we attract and retain the talent required to deliver impactful work, we maintain a transparent pay policy:

Director of Income Generation: Jessica Parish (January 2025 - May 2025); Chris Owens (appointed June 2025)

Director of Operations: Anne Dargue

Director of Policy and Engagement: Joel Silver (appointed June 2025)

Director of Delivery: Nicola Sansom (served until May 2025)

Chief Executive Interim Chief Director of Officer: Laura Executive Operations: Anne D’Henin-Ivers Officer/Director of Dargue Income Generation: Jessica Parish

Director of Policy and Engagement: Joel Silver

Director of Delivery: Interim Director of Nicola Sansom Income Generation: Chris Owens

30

Financial Report

06

In 2025, overall income declined by 22% from £542,025 in 2024 to £422,327 in 2025. This mainly reflects a long-term grant from the Quadrate Climate Foundation coming to an end in summer 2024. Overall grant funding totalled £336,559, compared to £478,767 in 2024. Although this was a decline, we were grateful to receive funding from the Joseph Rowntree Charitable Trust, Esmee Fairbairn, the National Lottery Community Action Fund, Maingot Charitable Trust, USPG and Southall Trust - establishing a strong and diverse grant funding base with several multi-year investments.

Donations increased by 70% from £20,406 in 2024 to £34,865 in 2025 and income from the provision of training services increased from the previous year, up from £37,935 to £46,172 (a 21% increase).

Over 59% income in 2025 was ‘unrestricted’.

Expenditure increased from £566,865 in 2024 to £611,371 in 2025, representing a 8% increase. This was the result of committed project expenditure and fixedterm contract staff hires.

Reserves

In 2025, trustees revised the reserves policy, taking the decision to reduce the level of reserves held to bring the level of reserves into line with sector benchmarks for similarly sized charities.

At the end of 2025, Hope for the Future holds £231,006 in unrestricted reserves and an additional £32,811 in restricted reserves, totalling £263,818. This is in line with our policy to hold unrestricted reserves amounting to three months' expenditure plus partial wind-down costs.

31

Statement of Financial Activities (including summary income and expenditure account)

FOR THE YEAR 1 JANUARY 2025 to 31 DECEMBER 2025

Unrestricted Restricted Total Funds 2024
Funds 2025 Funds 2025 2025
Notes £ £ £ £
Income from:
Donations 2 34,865 34,865 20,406
Grants Received 2 163,946 172,613 336,559 478,767
Income generated from
providing Training 2 46,172 46,172 37,934
Bank Interest 4,732 4,732 4,919
Total Income 249,714 172,613 422,327 813,479
Expended on:
Raising Funds 2&3 63 - 63 5,291
Support Costs 2&3 78,718 34,929 113,647 95,288
Charitable Climate
Projects		 2&3 388,867 108,792 497,660 456,286
Total Expenditure 467,649 143,722 611,371 556,865
Transfer between 7.1 0 (0) - -
reserves
Net Movement in Funds - 217,935 28,891 - 189,044 - 14,839
Reconciliation of Funds:
Total Funds Brought
Forward		 7.2 448,942 3,920 452,862 467,701
Total Funds Carried
Forward 7.1 231,007 32,811 263,818 452,862

32

Balance Sheet

As At 31 December 2025

Balance Sheet
As At 31 December 2025
2025 2024
Notes £ £
Current assets
Debtors 4 3,719 12,803
Cash at bank and in hand 6 271,473 451,603
Total current assets 275,191 464,406
Creditors: amounts falling due within one year 5 - 11,373 - 11,544
Total assets less current liabilities 263,818 452,862
Creditors: amounts falling due after one year - -
Total net assets 263,818 452,862
Funds of the Charity 7
General funds 231,007 390,942
Designated funds 58,000
231,007 448,942
Restricted funds 32,811 3,920
Total funds 263,818 452,862
The notes on pages 5 to 9 form part of these accounts
Signed by the following on behalf of all
Trustees
Jonny Exon, Chair of Trustees Date: 00/00/2026
James Pilley, Treasurer Date: 00/00/2026

33

Statement of Cash Flows

For Year 1 January 2025 to 31 December 2025

2025 2024
£ £
Net Cash used in Operating Activites -180,131 40,031
Cash Flow from Investing Activities - -
Change in Cash and Cash Equivalents in the Year - 180,131 40,031
Cash and Cash equivalents brought forward 451,603 411,572
Cash and Cash equivalents carried forward 271,472 451,603
Reconciliation of Net Movement in Funds to net cash flow from operating activities
2025 2024
£ £
Net Movement in Funds - 189,044 - 14,839
Deduct interest shown in Investing Activities - -
Decrease (increase) in Debtors 9,084 50,094
Increase (decrease) in Creditors - 171 4,776
Net Cash Used in Operating Activities - 180,131 40,031

34

Notes to the Accounts 1 January 2025 to 31 December 2025

Note 1: Accounting Policies

a) Basis of preparation and assessment of going concern

The accounts (financial statements) have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note(s) to these accounts. The accounts are prepared in sterling. Monetary amounts in these financial statements are rounded to the nearest £.

The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued on 16 July 2014 and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011.

The Trustees confirm that the Charity is a public benefit entity.

The Trustees consider that there are no material uncertainties about the Trust’s ability to continue as a going concern.

b) Funds Structure

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by the donor or trust deed. When large grants are received for a specific purpose a separate restricted fund is raised.

Unrestricted/General funds comprise those funds which the trustees are free to use for any purpose in furtherance of the charitable objects.

Designated funds are funds set aside by the Trustees for specific projects. Many of these projects are partly funded with the unfunded element set aside from general funds.

(c) Income Recognition

All income is recognised once the charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.

35

Grants and Donations that are subject to terms and conditions are treated as Deferred Income until it is probable that the terms and conditions can be met. If the conditions are not wholly within the control of the charity it will be disclosed as a contingent asset.

Donated Services if significant would be recorded in the Annual Report.

Volunteer Help received is not included in the accounts, but is described in the Trustees' Annual Report.

Gift Aid receivable is included in income when there is a valid declaration from the donor. Any Gift Aid received on a donation is considered to be part of that gift and is treated as an addition to the same fund as the initial donation unless the donor or terms of the appeal have specified otherwise.

(d) Expenditure recognition

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that settlement will be required and the amount of the obligation can be measured reliably.

Support costs consists of a proportion of the directors’ salary costs and expenses allocated on a time spent basis together with salary and expense costs relating to the finance and administration functions.

Governance Costs comprise all costs involving public accountability of the charity and its compliance with regulation and good practice. Support costs have been allocated to Governance costs where applicable.

(e) Assets

Tangible Fixed Assets are capitalised if they can be used for more than one year, and cost at least £1,500. They were valued at cost. There are no fixed assets at the end of 2025.

36

Notes to the Accounts 1 January 2025 to 31 December 2025

Note 2: Analysis of Income and Costs

Unrestricted Restricted Restricted Total funds 2024
funds income income funds for year to £
year to to 2025 year to 2025 2025
£ £ £
Donations Analysis
Regular Donations 6,145 - 6,145 6,440
Major Donations 12,400 - 12,400 13,409
Other Donations 16,320 - 16,320 557
Total Donations 34,865 - 34,865 20,406
QCF - - - 270,000
European Climate Foundation - - - 50,000
Esmee Fairbairn Foundation 66,667 - 66,667 66,667
Joseph Rowntree Charitable Trust 55,000 - 55,000 55,000
The Samworth Foundation - - - 15,000
National Lottery - 146,031 146,031 -
Maingot Charitable Trust 15,000 - 15,000 15,000
NPC CAF - 8,187 8,187 -
USPG 5,000 - 5,000 -
Southall Trust 5,000 - 5,000 5,000
Other Grants 17,279 18,395 35,674 2,100
Total Grants from other 163,946 172,613 336,559 478,767
Charitable Foundations
Generated Income from Provision of 46,172 - 46,172 37,934
Income Training Services
Total Income From
Provision of Training 46,172 - 46,172 37,934
Services
Investment Interest 4,732 - 4,732 4,919
Income Total Interest 4,732 - 4,732 4,919
TOTAL INCOME: 249,714 172,613
 422,327 542,025

Continues on next page

37

Note 2: Analysis of Income and Costs (continued)

Unrestricted Restricted Restricted Total funds
funds income income funds
for year to
year to to 2024
£		 year to 2024
£		 2024
£		 2024 £
EXPENDED
ON: Raising Funds - 63 - - 63 - 5291
CHARITABLE ACTIVITIES
Core Climate Change Work - 356,742 - 105,351 - 462,093 - 342,146
Events - - - - 25,295
Faith Outreach - - - - 15,557
Regional Climate Work - - - - 36,304
Research - 32,126 - 3,441 - 35,567 - 52,541
Schools - - - -
Total Charitable Climate Projects - 388,867 - 108,792 - 497,660 - 456,286
Support Costs - 78,718
- 34,929		 - 113,647 - 95,288
TOTAL
EXPENDITURE		 - 467,649 - 143,722 - 611,371 - 556,865
Funds transfers - - - -
Net Movement in Funds
(as per SoFA) - 217,935 28,891 - 189,043 - 14,839

38

Notes to the Accounts 1 January 2024 to 31 December 2025

Note 3: Staff Costs and Benefits

3.1 Staff Costs
2025 2024
£ £
Salaries and wages 408,213 349,721
Employer's national insurance 52,539 34,810
Pension contributions (defined contribution scheme) 13,946 13,425
Other employee benefits -
Total staff costs 474,697 397,956

These staff costs are included within note 2 split across the relevant areas

There were no transactions with any related parties.

No employees received benefits of more than £60,000 (2024: nil).

3.2 The Trustees are not paid. During the year, no expenses were reimbursed to trustees (2024: two trustees, £174.07)

3.3 Average head count in the year

verage head count in the year
2025 2024
Average number of whole time equivalent employees 12.1 11.6

39

Notes to the Accounts 1 January 2024 to 31 December 2025

Note 4, 5 and 6: Debtors, Creditors and Cash

4 Analysis of debtors

nalysis of debtors
2024 2023
£ £
Trade debtors - 4,430
Prepayments and accrued
income 1,752 57,000
Other debtors 1,967 1,468
Total 3,719 62,898

5 Analysis of creditors

Amounts falling due Amounts falling due Amounts falling due after Amounts falling due after
within one year more than one year
2025 2024 2025 2024
£ £ £ £
Accruals and defferred income 1,066 1,137 - -
Taxation and social security 10,307 - - -
Other creditors - 10,407 - -
Total 11,373 11,544 - -
6 Cash at bank and in hand 2025 2024
£ £
Cash at bank and in hand 271,473 451,603
Other - -
Total 271,473 451,603

40

Notes to the Accounts 1 January 2024 to 31 December 2025

Note 7: Charity Funds

7.1 Details of material funds held and movements during the current reporting period 1 January 2025 to 31 December 2025

Fund names Type of Fund Purpose and
Restrictions		 Fund
balances
brought
forward		 Income Expenditu
re		 Transfer
s		 Fund
balances
carried
forward
£ £ £ £ £
National Lottery Restricted A Future for All -
unlocking climate
action for low
income famalies
and familes with
children with
disabilities		 - 146,031 -131,615 0 14,416
NPC CAF Restricted Supporting climate
action for
individuals with
disabilities		 - 8,187 8,187 - 0
Awards For All Restricted Supporting climate
action for
unrepresented
communities
through workshops
and mentoring		 - 18,395 - - 18,395
Samworth Restricted Supporting climate
action for nature
friendly farmers		 3,920 - 3,920 - 0
Total Restricted
Reserves		 3,920 172,613 -143,722 0 32,811
Unrestricted
Reserves		 Unrestricted 390,941 249,714 -467,649 58,000 231,006
Designated
Reserves		 Unrestricted Strategic
investment fund		 58,000 - - 58,000 -
Total
Unrestricted
Reserves		 448,941 249,714 -467,649 - 231,006
Total Reserves 452,861 422,327 -611,371 - 263,818

41

7.2 Details of material funds held and movements during the prior reporting period 1 January 2023 to 31 December 2024

Fund names Type of Fund Purpose and
Restrictions		 Fund
balance
s
brought
forward		 Income Expenditure Transfers Fund
balances
carried
forward
£ £ £ £ £
Samworth Restricted - 15,000 -11,080 0 3,920
ECF Restricted 6,029 - -6,029 - 0
ECF (Comms) Restricted - 30,000 -30,000 - -
ECF (Project
Work)		 Restricted - 20,000 20,000 - 0
Total
Restricted
Reserves		 6,029 65,000 -67,109 - 3,920
Unrestricted
Reserves		 Unrestricted 403,671 477,025 -489,755 0 390,941
Designated
Reserves		 Unrestricted Strategic
investment fund		 58,000 - - - 58,000
Total
Unrestricted
Reserves		 461,671 477,025 -489,755 0 448,941
Total
Reserves		 467,700 542,025 -556,864 - 452,861

42

Notes to the Accounts 1 January 2025 to 31 December 2025

Note 8: Funds Received as an Agent

8.1 During the year ended 31 December 2025, Hope for the Future received funding from the National Lottery Community Fund as part of the A Future for All programme.

Under the terms of the grant agreement, a proportion of the funding (£161,655) was received by Hope for the Future solely for onward distribution to delivery partners. Hope for the Future acted as an agent in respect of these funds and had no discretion over their ultimate use. Accordingly, these amounts have not been recognised within incoming resources or charitable expenditure in the Statement of Financial Activities.

The funds received and distributed as agent during the year were as follows:

Funds received as an agent £
National Lottery Climate Action Fund -
February 2025 payment		 £80,827
National Lottery Climate Action Fund - August
2025 payment		 £80,828
Total funds received as an agent £161,655
Funds distributed on behalf of the funder £
Contact £80,827
London School of Economics £80,828
Rowanbank Environmental Arts £65,790
Community organisations and consultants £25,000
Total funds distributed as an agent £161,655

43

Pawt lo th• tnM¢Ms of14op• lor th• Fut (kn •r¢ounts for the ￿•T ended 31 December 1025 Ch•rtty Ilumber. 1173547 I report to th• trustees on my •nmlMiion of the Kcounls the •(counts for tht year •nded 31 Deeembei 2025. Rwnslblllil•s •nd b•sls ol r•wt As ihe chailty s trustees you are responslble for the prepafatbon ol the xcounts In accordartce wlth the requlrements ol th• Charilles A¢1 20111"The Act"k I report In respect ol my wmln•tlM of th• Trusfs ￿0￿nts (￿1¢d ¢)ut under sociloft 14S 01 tho 2011 Act and In urrylffli ¢)ut examln•tlon. I have followed the •ppllc•bl• Olroclk>M Ilven by the Charlty Commission Ur￿¢1 xctlon 14515)Ib} ol the kL The Charlty's gross Income exceeds £250.IXKI and l am quafifted to undertake the eumlnallon beir4 i qualifted mtmbei ol the Chartered Insttlute ol Mana4ement Accountants. I hm completed My eumlnalk)n. I cmfifrn th•t no m•tefl•l matters haw come to my •ttenttM In connectkn wlth the ex•mln•llon wthlch il¥es me uuse to bellm th•t In, any m4tefl•l fespect: • The Kcouffl¢lni recofds not kept In •¢cord•nc¢ wlth sectbgn 130 01 tho Ch•flUes k¢; lx • the accounts did not accord wlih the accouffltln8 rec¢Jfds: Of • the accounts did not comply wilh the applicable requirements concemln8 the lomi and ￿￿ter1 ol accounts sel out In the Charitfes (Accounts ar￿ Reports) Re8ulailons 20C IAher t￿fi •ny requlrernent that the •ccouMS ilve 4 "trut and lalrf ¥it vthkh bs not 4 m•iter consbdwed M p•rt ol •rb Independent examlTh•ilon, I hwt no concerns and QXTb• •cr055 no other mattefs kn ¢onno(tbon wlth exwnln•tlM Ih•t slbould be drawn In thls report In ¢xd•r to enable a pmp•r understandlry ol th• I¢￿￿￿ts to b• r••ched. Sned: Date: 17* June 2026 Luke Kee8•n Assod•te Mernbw of the c￿rter￿d Instftut• of Man4efMni knintsnts Cxe¢nd4wn Accounttsy Umlt¢d. IA The H<MTb¢nd, Ledbury. Heref(￿d5￿rQ. HR8 18N 44

Risk Statement

07

The Trustees are responsible for the management and control of Hope for the Future, including the identification and mitigation of the principal risks facing the charity. The charity maintains a comprehensive risk register to support risk management and oversight across the organisation. During 2025, key risks were monitored through ongoing discussion by senior staff, the relevant sub-committees and the Board, and action was taken where appropriate in response to emerging issues.

Trustee conflicts of interest are recorded in a dedicated register and reviewed as a standing agenda item at each Board meeting.

In 2025, HFTF had no income from investments or loans and minimal capital assets beyond office equipment. The charity’s main expenditure remained staff salaries, and the majority of its income was derived from charitable donations and grants. In the opinion of the Trustees, HFTF therefore had a relatively simple financial structure.

The principal risks facing the charity in 2025 included:

To mitigate these risks, the following actions were taken:

45

These matters were overseen by the HR & Governance Sub-Committee, the Finance & Fundraising Sub-Committee and the full Board of Trustees.

In conclusion, the Trustees have considered the principal risks to which the charity is exposed and are satisfied that appropriate systems and procedures are in place to manage and mitigate those risks.

46

Hope for the Future

The Workstation, 15 Paternoster Row, Sheffield, S1 2BX

www.hftf.org.uk

Charity number: 1173547