## **BelEve UK**
## **Charity No. 1176525**
**Company No. 07587692**
**Trustees' Report and Unaudited Accounts 30 April 2025**
**1**
## **Contents**
||Pages|
|---|---|
|Administrative Information|3|
|CEO thank you|5|
|Trustees’ Annual Report|7-25|
|Independent Examination Report|26|
|Statement of Financial Activities incorporating||
|Income and Expenditure|27|
|Balance Sheet|28|
|Cash flow statement and notes|29-30|
|Notes to the Accounts|31-37|
**2**
## **Administrative Information**
BelEve UK
## **REFERENCE AND ADMINISTRATIVE DETAILS**
**Company No. 07587692 Charity No. 1176525**
## **Registered Office**
372 Brockley Road London SE4 2BY
## **Directors and Trustees**
The Directors of the charitable company are its Trustees for the purposes of charity law. The following Directors and Trustees served during the year or were appointed shortly after year end:
## E. Anyaegbuna – **Chair of Trustees’** (appointed 01/05/2025)
J. Tolmie - **Treasurer**
K. Clark
R. Ahmed Tejani
- S. Haughton-Peters
D. Sital-Singh (appointed 01/05/2025)
O. Valadon (appointed 01/05/2025)
I. Guven Toktamis (appointed 01/05/2025)
S. Keegan (appointed 01/05/2025)
S. Dube (term ended 30/04/2025)
- J. Naa Dedei Opare-Aryee (resigned 24/11/2024)
## **Additional Directors** ’
## C. Powell
M. Powell
## **Accountants**
Angle Accountants Airport House Purley Way Croydon, Surrey CR0 0XZ
**3**
## **Trustees' responsibilities in relation to the financial statements**
## **Approvals**
The Trustees (who are also the directors of the charity for the purpose of company law) are responsible for preparing the Trustees’ report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the Trustees to prepare financial statements for each financial year. Under company law the
Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the
State of affairs of the charitable company and of the incoming resources and resources expended for that period.
In preparing these financial statements, the Trustees are required to:
- Select suitable accounting policies and apply them consistently.
- Observe the methods and principles in the Charities SORP.
- Make judgements and estimates that are reasonable and prudent.
- Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue to operate.
The Trustees are responsible for keeping proper accounting records that are sufficient to show and explain the charitable company’s transactions and disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention of fraud and other irregularities.
This report has been prepared in accordance with the provisions applicable to companies subject to the small companies' regime as set out in Part 15 of the Companies Act 2006 and in accordance with the Charities SORP (FRS 102).
This report was approved by the Trustees on 24/02/2026 .and signed on their behalf by:
................................................
**Elizabeth Anyaegbuna -** Chair of Trustees’
**4**
## **CEO Foreword – Marsha Powell**
This year, BelEve UK matched courage with purpose.
Building on our commitment to grow sustainably, we focused on depth — strengthening programmes, refining operations, and expanding pathways for girls and young women to lead.
We turned our promise into practice. Our core programmes remained safe, stretching spaces for voice, agency, and leadership. We launched BeEmpowered, a transitional programme for Year 7–8 girls, responding to the evolving needs of our community.
Leading our impact with intention resulted in us reaching 4,267 girls and young women and delivering over 5,000 hours of mentoring and facilitation, evidence of our shift toward deeper, more transformative engagement. Our digital community grew to over 10,000 followers across platforms, amplifying stories of resilience and everyday leadership.
## **Opening Doors**
We continued to open doors through our Career Insight Days, giving girls access to law, finance, media, tech and government, meeting role models and exploring possibilities.
We thank partners including Simmons & Simmons, Womble Bond Dickinson, Global, Kerv, MS, Bloom, Civil Service, Goodera, Marriot and Ralph Lauren for turning aspirations into access.
## **Celebrating Moments and Strengthening our Foundation**
In 2024/25, we continued to create spaces where girls and young women could lead, connect, and thrive.
**International Women’s Day at Zoom HQ** in partnership with HubDot brought together an intergenerational community of leaders, allies, and young women. Through storytelling and networking, the event highlighted the power of shared experiences and representation.
We proudly marked **12 Years of BelEve** with our **12 Days of BelEve** digital campaign celebrating identity, excellence, and community.
We launched our first mentoring partnership with **Ralph Lauren** , matching **15 young women** with **15 senior female leaders** . Over **six employability workshops** , participants gained valuable insight, guidance, and development opportunities — helping to equip them for future careers.
Through the **Pilotlight 360 programme** , we enhanced our governance, sustainability, and leadership — ensuring BelEve is equipped for long-term impact. Our growth was made possible thanks to the steadfast
support of **The National Lottery Community Fund, The London community foundation, City bridge, Ludlow Trust, The Hadley foundation, Artemis trust, Lee Hatcliffe, The VRU, Tallow chandler, Islamic Relief, Raising your hands, Zoom cares** , and our generous donors whose belief in our mission allows us to grow with resilience and purpose.
**5**
## **Looking Ahead**
As BelEve enters its next phase, we welcome **Elizabeth Anyaegbuna** as our new Chair, bringing strategic clarity and a deep commitment to equity. Her leadership strengthens our ambition to move beyond individual programmes and play a more active role in shaping the systems that girls move through.
## **Our Priorities**
Over the year ahead, BelEve will focus on five priorities that support both depth of impact and long-term change. We will continue to **expand our reach while protecting the relational quality** that underpins girls’ confidence and readiness. We will strengthen **pathways into opportunity** by deepening employer partnerships and mentoring pipelines, ensuring aspiration is matched by access. We will prioritise **wellbeing and safety** , recognising that emotional security is foundational to participation and progress. We will invest further in **evidence and learning** , strengthening how we track readiness and long-term outcomes across transitions. And we will build **organisational sustainability** through diversified income and long-term partnerships that allow us to plan with confidence.
To our staff, facilitators, mentors, trustees, volunteers and partners thank you for bringing both excellence and heart to this mission. To our funders and donors thank you for backing belief with resources. And to the girls and young women of BelEve your courage, curiosity and leadership are the reason we exist.
Together, we are building a future where every girl is supported to navigate systems with confidence and become a force for change in her life, her community and beyond.
## **Marsha Powell**
CEO, BelEve UK
**6**
## **BelEve UK Trustees Annual Report & Impact Review**
**Reporting period:** May 2024 – April 2025 (Year ended 30 April 2025)
## **BelEve UK**
## **Trustees’ Annual Report & Impact Review 2024–2025**
_Inspiring the Next Generation of Female Leaders to become leaders of their own world._
## **Supporting girls and young women aged 8–22 across the transitions that shape their lives.**
**Total girls and young women reached:** 4,267
## **A note on our approach**
" **How to Read This Report:** This report meets regulatory requirements whilst telling the story of our year. Statutory sections (governance, finance, risk) are on pages 24-26. Throughout, we've prioritised girls' voices and evidence of change over volume alone."
BelEve is a girls’ charity. We lead with sisterhood, love and opportunity, and we measure what changes because girls deserve more than inspiration; they deserve progress that can be seen, felt, and sustained.
This report holds both:
- the **heartbeat** (girls’ voices, moments, stories), and
- the **evidence** (outcomes, numbers, delivery, learning).
**7**
## **Report of the Trustees (Year end April 2025)**
The Trustees, who are also Directors of the charity for the purposes of the Companies Act 2006, present their report and the financial statements of the charity for the year ended 30 April 2025.
The Trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard for the UK and Republic of Ireland (FRS102).
BelEve continues to create and develop spaces to support and build a community through sisterhood, providing equal opportunities for girls and young women to discover their full potential.
## **Our strapline:**
_Inspiring the Next Generation of Female Leaders’ to become leaders of their own world._
BelEve’s work is anchored in the understanding that girls are most vulnerable at moments of transition. Our programmes are therefore designed not as one-off interventions, but as connected experiences that build readiness over time. By supporting girls through these transitions academically, emotionally, socially and aspirationally we help prevent the disengagement, loss of confidence, and narrowing of opportunity that too often occurs as girls move through education and into adulthood.
## **Vision, Mission, Values**
## **Our Vision**
All girls and young women are empowered to become leaders of their world.
## **Our Mission**
To equip girls and young women with the skills, support, and confidence to find their voice and make informed choices about their future.
## **Who we are and what we do**
BelEve is a grassroots, female-led charity supporting girls and young women aged **8–22** to build confidence, leadership and lasting opportunities across the transitions that shape their lives.
## **Our aim**
To inspire, motivate, lead, and create community for our girls and young women.
**8**
## **Core Values**
**Love** — non-judgmental, open-minded, passionate
**Sisterhood** — spaces of belonging and community
**Opportunity** — equal access to explore potential
**Transformation** — growth beyond perceived limits
**Collaboration** — co-creation with those on a shared mission
**Legacy** — empowering girls to become leaders of their own world
## **BelEve’s key objectives**
## **1. A sustainable charity with a defined sector position**
BelEve is sustainable, capable of delivering effective programmes and ensuring ongoing financial stability and security.
## **2. Deliver greater impact for girls and young women**
Build, sustain and grow BelEve programmes to offer more support, and cumulatively welcome **50,000 girls and young women by 2027** into these programmes.
## **3. Influence and transform girls’ and young women’s lives**
Clear pathways for girls and young women, offering projects developed by the girls for the girls to expand the offer to existing beneficiaries and reach new beneficiaries.
## **4. Stronger and deeper partnerships and collaboration**
Collaborating with corporates, trusts and donors to generate higher funding to ultimately impact more girls and young women.
These objectives drive BelEve’s commitment to a world where every girl and young woman has the tools, support and opportunities needed to thrive, lead and make positive impact.
**9**
## **Letter from the Vice Chair of Trustee**
It is with joy and deep appreciation that I reflect on a year of bold progress, resilience, and meaningful impact at BelEve UK. Building on last year’s commitment to scale, sustainability, and system-level change, we translated ambition into delivery — strengthening our programmes, deepening partnerships, and investing in the organisation that powers it all.
## **Programmes that change trajectories**
Across our targeted interventions
BEAM (8–11), BeEmpowered (11–14), LeadHerShip (14–16), and BelEve in Her Success (15–22) — we created nurturing spaces for personal growth, self-expression, and leadership. Our signature 90-minute It Is That Deep workshops and the youth-led initiative, The Younger Chapter, amplified voice and agency.
## **Pathways into work and influence**
- Through Career Insight Days, young women stepped into competitive sectors — law, finance, media, and government — gaining exposure to real workplaces, expert panels, and mentoring. Partners including Simmons & Simmons, Womble Bond Dickinson, Global, Kerv, MS, Bloom, Civil Service, Goodera, Marriot and Ralph Lauren which opened doors and widened horizons.
## **Moments that moved the needle**
Our 2025 International Women’s Day celebration at Zoom HQ convened young women, professionals, and allies in a vibrant dialogue on equity and leadership. We also marked 12 Years of Sisterhood with the **12 Days of BelEve** campaign, celebrating identity, strength, and opportunity.
## **Stronger foundations, bigger future**
Participation in Pilotlight 360 provided dedicated support across governance, sustainability, and leadership — sharpening our strategy and reinforcing operational excellence.
We continued to build a diversified funding base with support from The National Lottery Community Fund, The London community foundation, City Bridge Trust, The Hadley trust, Tallow chandler, Ludlow Trust, Lee Hatcliffe, Artemis foundation , The VRU, Propel fund, Raise your hands, Islamic relief and a growing community of donors.
## **Impact by the numbers**
We reached **4,267 girls and young women** through our programmes and workshops. We delivered **1,932 sessions** in **38 schools** and worked with **11 corporates** . These numbers reflect both reach and the increasing depth of our delivery.
**10**
## **Renewed leadership**
We closed the year by refreshing our Board and warmly welcoming **Elizabeth Anyaegbuna as Chair** .
On behalf of the Board of Trustees, my heartfelt thanks to our exceptional team, volunteers, funders, partners, and above all the young women whose courage, brilliance, and ambition are the heartbeat of BelEve UK. Together, we are laying the foundations for a future where every girl believes in herself and becomes a force for change in her life, her community, and beyond.
## **Our Year at a Glance**
This year, BelEve focused on strengthening relationships with girls and young women while scaling delivery responsibly. We deepened school partnerships, expanded staffing capacity, increased the quality and consistency of delivery, and continued to build pathways into mentoring, leadership and work.
## **Headline reach:**
- **4,267 girls supported across key life transitions**
- **From primary to secondary, adolescence to exams, and education to employment**
- **Worked with 25 primary schools & 13 secondary schools**
- **11 corporates**
## **100% of BelEve programmes are designed around transition readiness, not age alone.**
Behind these numbers is a deliberate focus on depth as well as reach. Across the year, BelEve prioritised sustained engagement with girls at key transition points, ensuring that increased volume did not come at the expense of relational impact. This approach reflects our belief that meaningful change occurs when girls are supported not only to participate, but to be ready for what comes next.
## _**“BelEve is the one space where I can be honest and still feel strong.”**_ **— Participant**
## **Impact at a Glance**
We are proud to have impacted **4,267** young people through our five core programmes and bespoke workshops.
Over the year we facilitated **1,932 sessions** across **38 schools** and partnered with 11 **corporates**
## **Programme totals (as provided):**
|**Programme**|**Age group**|**Impact**|**Num sessions**|
|---|---|---|---|
|BEAM|(8-11)|1,088|
229|
|Leadhership|(14-16)|337|
95|
|BelEve In Her success|(15-22)|242|
1,468|
|Career Insight days|(15-22)|180|
6|
|IITD|(11-18)|2,230|
110|
|Be Empowered|(11-14)|40|
16|
|Bespoke Workshops||150|
8|
**11**
**Totals**
**4,267**
**1,932**
: “IITD engaged 3,030 students directly; with 800 of these being boys, figure reflects total workshop reach and repeat engagements across participating cohorts.”
_“Keeping the girls and young women at the centre of everything we do.”_
## **How BelEve Builds Leadership (core competencies)**
## **BelEve’s Core Competencies**
BelEve programmes build leadership from the inside out — supporting girls to understand themselves, communicate with confidence, build relationships, and navigate the world with agency.
- **Managing Feelings** — reflecting on feelings, understanding them, and managing them
- **Communication** — articulating ideas, listening, and asking questions
- **Confidence and Agency** — self-belief to act on what matters
- **Relationships and Leadership** — leading alongside peers, building participation
- **Collaboration** — co-creating and developing ideas
- **Creativity** — finding solutions to challenges
- **Planning and Problem-Solving** — setting objectives and navigating obstacles
- **Resilience** — reframing challenge and responding with intention
- **Self-Reflection** — learning from experience and applying it forward
## **Outcomes Levels (the measures)**
## **The Measures: How girls progress through BelEve**
- **Level 1** — confidence with the basic elements leadership requires
- **Level 2** — ability to understand self and others
- **Level 3** — ability to practically apply leadership themes
- **Level 4** — ability to lead her world
_“I thought leadership meant being loud. Now I know it also means being brave.”_ — Participant
## **BelEve Programmes: Nurturing Tomorrow’s Leaders**
BelEve’s programmes are designed as a readiness pathway rather than isolated offers. Each programme responds to a specific life stage and prepares girls for the transition that follows. While girls may enter BelEve at different points, our delivery model ensures that every programme builds skills, confidence, and agency that are directly transferable to the next stage of their journey.
## **Our five programme pillars this year:**
- **BEAM** (primary years; early intervention and transition)
- **BeEmpowered** (Year 7–8 transition into secondary)
- **LeadHerShip** (Year 9–10 leadership + confidence + identity)
**12**
- **BelEve in Her Success** (15–22 mentoring and employability pathway)
- **It Is That Deep** (culture change: consent, boundaries, safety)
## **PROGRAMMES (COMPREHENSIVE SECTIONS)**
## **BelEve heart (pull quote):**
_“My voice matters, even if I’m small.”_ — Year 3 girl
## **BEAM: Programme Overview + Strands**
## **Programme Overview**
BEAM is a gender-specific, preventative, early-intervention programme focused on empowering girls aged 7– 11. It addresses personal, social and emotional development needs during key transitions in education.
Programme content aligns to BelEve’s Outcomes Framework, progressing girls through foundational stages of self-awareness, communication, confidence and leadership.
For many girls, the transition into Key Stage 2 and later into secondary school is accompanied by heightened anxiety, shifts in peer dynamics, and a growing awareness of identity. BEAM therefore focuses on building emotional literacy, self-belief, and early leadership — foundations that enable girls to engage confidently with new environments rather than withdraw from them.
## **Programme Strands Delivered**
## **1. Year 3 — ‘Stepping Up’ (KS1 to KS2)**
Focus: identity, self-belief, emotional literacy at the start of KS2
## **2. Year 6 — Transition Programme (KS2 to KS3)**
Focus: resilience and readiness for secondary school
## **BEAM: Highlights + Reach**
## **Programme Highlights**
**Reach:** Delivered in 25 **schools** , engaging **1,088 girls**
(621 transition; 352 stepping up; 60 afterschool; 55 holiday programme)
**Sessions:** Weekly 60-minute sessions using identity trees, praise journals, affirmation cards, “Future Me” visualisations and self-evaluation stars.
**Safe spaces:** Girls co-created learning agreements to support respectful participation. Rotating roles fostered agency.
**13**
**Resources and continuity:** Structured facilitation packs, booster sessions and clubs reinforced learning.
**New cohorts:** Delivery at Rangefield and Childeric expanded Year 3 with tailored interventions addressing unkind behaviour and inclusivity.
## **BEAM: Impact Tables (Stepping Up + Transition + Afterschool)**
## **4. Programme Impact**
## **4.1 KS1 to KS2 — ‘Stepping Up’ (Year 3)**
**Objective:** emotional literacy, identity and confidence entering KS2
## **Quantitative outcomes (average):**
|**Indicator**|**Start**
**Avg**|**End Avg**|**Change**|
|---|---|---|---|
|Confidence|4.1|7.9|+3.8|
|Resilience|5.0|8.3|+3.3|
|Leadership|3.6|6.9|+3.3|
## **Girls said:**
_“I can be loud and still be kind.”_
## _“Before I was shy, now I talk to new people in class.”_
_“My voice matters, even if I’m small.”_
## **4.2 KS2 to KS3 — Year 6 Transition Programme**
**Objective:** resilience and readiness for secondary school
|**Indicator**|**Start**
**Avg**|**End Avg**|**Change**|
|---|---|---|---|
|Confidence|4.5|7.8|+3.3|
|Resilience|5.2|8.1|+2.9|
|Self-belief|4.4|8.0|+3.6|
The significant increases seen in confidence, resilience, and leadership are strong indicators of transition readiness. Girls are not only feeling better about themselves; they are developing the internal resources required to navigate larger schools, new social structures, and increased expectations with confidence.
These outcomes demonstrate more than confidence gains they show readiness for change. Girls moved from hesitation to participation, from silence to expression, and from fear of the unknown to curiosity about what comes next.
**14**
_“I feel less scared about Year 7 now.”_
— Year 6 participant
## **Girls said:**
_“I feel less scared about Year 7 now.”_
_“BelEve taught me that confidence can grow.”_
## **Girls said:**
_“It’s fun but also deep.”_
_“We’re like sisters now.”_
**BEAM: Case Studies (condensed but still comprehensive)**
**BEAM Case Studies (Distance Travelled)**
## **Case Study 1 — Child P (Year 3, EAL)**
Started withdrawn, confidence and leadership 2/10. With bilingual scaffolding, visuals, affirmations, she began contributing and introduced her group presentation. Confidence rose 2 → 7.
## **Case Study 2 — Child L (Year 3, low self-esteem)**
Initially could not name strengths (“Nothing”). With praise journal + leadership-lite roles, she later led a checkin circle. Confidence 3 → 8.
## **Case Study 3 — Child S (Year 6, transition anxiety)**
Feared secondary school (“I’m not ready”). Through Future Me planning + peer affirmations, she named goals (“science club”) and described herself as brave. Self-belief 4 → 8.
## **Case Study 4 — Child T (Afterschool, high energy)**
Struggled to share space. With mediated leadership roles, transformed into a peer encourager (“big sister”). Leadership 5 → 9.
## **Case Study 5 — Child M (Year 3, anxiety)**
Often tearful, fear of mistakes. With consistent routine + affirmation “I can do hard things,” she performed her own poem at the end. Bravery 2 → 9.
## **BeEmpowered: Overview + Why it matters**
## **BelEve BeEmpowered Programme Impact Report 2024–2025**
## **Participating schools:** 2
**15**
**Target group:** Year 7 girls (11–12)
## **Participants:** 40
## **Duration:** 8 weeks (90 minutes weekly)
## **Programme Overview**
BeEmpowered exists because transition anxiety doesn’t end on the first day of Year 7 it evolves. Girls are navigating bigger spaces, shifting friendships, new identity pressures and confidence dips. BeEmpowered offers safety, structure and sisterhood at a moment where many girls feel they must “figure it out alone”.
BeEmpowered exists because the challenges of transition do not end once a girl arrives at secondary school. National evidence shows a dip in confidence and belonging during the early secondary years, particularly for girls navigating identity, peer pressure, and increased academic demands. BeEmpowered responds to this by creating a stabilising space where girls can process change, build self-understanding, and regain a sense of agency during a period when many feel unseen.
## **Core objectives**
- Explore personal identity
- Build confidence and resilience
- Develop communication and decision-making
- Empower positive leadership
- Understand healthy relationships and empathy
- Strengthen teamwork and problem-solving
- Support self-belief and long-term aspirations
_“These sessions have improved my mental health and self-esteem.”_ — Year 7 girl
## **Outcomes + Case Studies + Voices**
## **Programme Impact (Quantitative Outcomes)**
## **Pre/post self-assessment out of 10.**
|**Development Area**|**Week 1 Avg**|**Week 8 Avg**|**Improvement**|
|---|---|---|---|
|Self-Knowledge|4.0|6.0|+50%|
|Transition Confidence|6.0|7.0|+16.7%|
|Making New Friends|5.0|6.0|+20%|
|Confidence in Daily Life|6.5|7.5|+15.4%|
|Managing Emotions|5.5|8.0|+45.5%|
|Seeing a Successful Future|6.0|6.5|+8.3%|
|Teamwork|5.5|8.0|+45.5%|
## **Qualitative insights**
- 92% improved confidence speaking up
- 88% better equipped to manage friendships and conflict
**16**
- 95% expressed pride in individuality
- 85% now believe they can be leaders
By the end of the programme:
- girls demonstrated improved emotional regulation
- greater confidence forming new friendships
- increased belief in their leadership potential
This shows readiness not just to attend school, but to **remain engaged, resilient and self-directed within it** .
Improvements in emotional regulation, teamwork, and self-confidence demonstrate increased readiness to remain engaged during adolescence. Girls leave BeEmpowered better equipped to manage relationships, advocate for themselves, and participate actively in school life.
## **Case Study 1 — Child M**
Shifted from validation-seeking to collaborative leadership; became a peer encourager and wants to become a peer mentor.
## **Case Study 2 — Child K**
Moved from conflict and poor regulation to inclusive leadership; now exploring wellbeing ambassador role.
## **Girls’ voices**
_“I’ve learnt that value is something I must practice every day for myself.”_
_“Having boundaries means you are looking after yourself and others.”_
"As girls progress from BeEmpowered (Year 7-8) into LeadHerShip (Year 9-10), the focus shifts from stabilising after transition to actively building leadership identity during the GCSE years. This is the critical window when many girls begin to disengage or narrow their perceived options, making this intervention particularly important."
**17**
## **LeadHerShip: Overview + Impact + Work experience pathway**
## **LeadHerShip Programme Impact Report 2024–2025**
## **Schools:** 8
**Target group:** Year 9–10 girls
LeadHerShip is a leadership and personal development programme designed to help girls regain confidence and voice during their GCSE years. It supports them at a critical time when many disengage, focusing on skills like managing pressure, self-advocacy, collaboration, and maintaining identity while navigating exam challenges.
During the GCSE years, many girls experience heightened pressure and a narrowing of perceived options. LeadHerShip is designed to counter this by reinforcing voice, confidence, and leadership identity at a time when girls are often encouraged subtly or overtly to shrink.
## **Highlights**
- 337 girls enrolled
- 80% average completion
- 85%+ reported increased confidence and teamwork
- 9 in 10 improved ability to express themselves
- 70%+ improved conflict management and decision-making
## **Extended engagement: Work experience & pathways**
Four girls completed 1–2 week placements at BelEve, building workplace skills and contributing to real projects — including shaping BelEve’s Girls Hub.
The improvements seen across communication, confidence and conflict management demonstrate readiness for the increased academic, social and emotional demands of GCSE years.
The growth in communication, decision-making and conflict management reflects readiness for post-16 transitions. Girls are not only developing leadership skills; they are strengthening their capacity to make informed choices about their futures.
_“BelEve made me feel seen and heard for who I am. Now I understand my autism gives me strength and a unique perspective.”_ — Participant
**18**
## **Career Insight Days + BelEve in Her Success**
## **Career Insight Days 2024–2025**
## **Total reach: 180**
## **Purpose and vision**
Career Insight Days provide young women aged 15 to 22 with exposure to various industries, helping to bridge the gap between education and employment. These events empower underrepresented talent, particularly young women of color, by encouraging them to envision themselves in professional environments.
The purpose of Career Insight Days is to help girls move from aspiration to informed confidence.
For many participants, this was their first experience in a corporate workplace. The shift observed was not just excitement; it also included a boost in confidence when navigating professional environments and conversing with industry leaders. The girls entered spaces they had never accessed before, met senior leaders, practiced networking and career skills, and witnessed what is possible in a tangible way.
## **Corporate partners & contributions**
- **Kerv:** tech innovation and pathways; 3 girls won work experience; 13 employees signed up as mentors
- **Capital Xtra (Global):** creative careers in broadcasting and directing
- **AMS, Bloom, Civil Service, Goodera, Marriot, Simmons & Simmons, Womble bond Dickinson,** mock interviews, panels, networking lunches
- **Zoom :** Hosted International women's day
## **Testimonials**
_“The day at Capital Xtra was life-changing. I spoke to a female producer who looked like me — that made me believe I could do it.”_ — Tomi, 20
_“It’s not just about giving back, it’s about building the future workforce.”_ — Headland PR
**19**
**BelEve in Her Success 2024–2025**
## **Total reach: 242**
A 6–9 month mentoring and personal development programme supporting girls and young women facing barriers to access, networks and opportunity.
As young women move toward independence, formal systems of support often fall away. BelEve in Her Success exists to bridge this gap, ensuring that participants are not only motivated but ready — with networks, clarity, and confidence to navigate education, employment and early adulthood.
## **Highlights**
- 100 new Girls participants (15–22)
- 142 pre existing mentees continuing their pathways with BelEve
- 100 mentors across law, media, tech and entrepreneurship
- 94% completed the full programme
- 72% attended Career Insight Days
- 85% improved work readiness
- 40% gained internships/work experience
- 35% secured employment
- 93% felt more positive about their future
These outcomes demonstrate readiness for adulthood — not just employability skills, but belief, agency and sustained momentum.
Outcomes such as sustained mentoring engagement, work experience, and employment demonstrate readiness in action. Participants are progressing, not stalling, and are able to apply the skills and confidence developed through the programme in real-world settings.
_“BelEve connected me to a solicitor at Simmons & Simmons, helping me secure a role in private client law. I now believe in myself — and I want to give back.”_ — Kaiya Greenidge
**20**
## **It Is That Deep (IITD) full impact section**
## **It Is That Deep (IITD) Workshop Impact Report 2024/25**
"Whilst BelEVE's core programmes are girls-only spaces, It Is That Deep is delivered to mixed groups (Years 7- 12) because consent, boundaries and respect require whole-school culture change. Creating safer environments for girls means engaging everyone in the conversation."
## **Students engaged: 2,230** (Years 7–12)
IITD engaged 3,030 students directly; with 800 of these being boys, figure reflects total workshop reach and repeat engagements across participating cohorts.”
_“Keeping the girls and young women at the centre of everything we do, is the most important factor of our work”_
**Schools:** 6
## **Programme overview**
“It Is That Deep” is a sexual harassment awareness programme addressing consent, boundaries, complex social dynamics, gender-based violence and peer respect. It creates safe spaces for meaningful conversation and equips students to identify, challenge and report harmful behaviour. It includes peer-led follow-up via the **Ravens Ambassador Programme** .
## **Highlights**
- Interactive modules: scenarios, quizzes, discussions
- Sexual Harassment Pyramid of Behaviours
- Consent and context: role play and legal literacy
- Ravens peer ambassador initiative
- School-specific impact projects and toolkits
## **Impact**
- Increased awareness and proactive safeguarding culture
- Increased confidence for girls identifying/responding to harassment
- Increased reporting and understanding of harassment
- Peer-led advocacy embedded through Ravens
- Resources provided for ongoing curriculum integration
## **Quantitative outcomes (student survey n=818)**
- 91% confidence identifying forms of sexual harassment (4–5/5)
- 92% understand difference between flirting and harassment (4–5/5)
- 76% confident calling out harassment (4–5/5)
- Average enjoyment rating: 4.7/5
- 43% reported personal experience of harassment
- 59% know someone who has experienced it
**21**
**Teacher feedback (n=24)**
- 100% age-appropriate and effective
- 96% saw immediate shift in awareness
- 100% would recommend to other schools
The increase in disclosures and reporting reflects not increased risk, but increased readiness girls and young people now have the language, confidence and permission to act.
## **Voices**
_“This was the first time someone explained this in a way that made sense.”_ — Year 7
_“The session created an open space — one quieter student disclosed something they’d never shared before.”_ — Year 9 Teacher
## **SDGs + Partnerships + Thanks**
## **Sustainable Development Goals (SDGs)**
BelEve’s work aligns to:
## **SDG 1, 3, 4, 5, 8, 10, 11, 16, 17**
## **Where this shows up in practice**
- **SDG 4 & 5:** leadership, confidence and gender equality programming
- **SDG 8:** employability and pathways into work
- **SDG 16:** safeguarding, consent, rights, and safer school cultures
- **SDG 17:** partnerships with schools, corporates and funders
BelEve contributes to SDGs by preparing girls to participate fully in education, work, leadership, and civic life.
## **Collaborations & Partnerships**
Bloom • Simmons & Simmons • Civil Service Fast Stream Network • Global • Goodera • Spotify • Deliveroo • Kerv • Ralph Lauren , WBD, AMS
We are extremely grateful to partners and mentors who go above and beyond to support girls through challenging times.
_“We loved meeting them — they are incredible young women.”_ — Womble Bond Dickinson
"The programmes and partnerships described in this report represent more than isolated interventions. Together, they form an emerging system of support designed around the reality that girls are most vulnerable at moments of transition. Our strategic evolution builds on this foundation."
**22**
## **Looking Ahead –**
## **Systems change made explicit**
Looking ahead, BelEve is strengthening its role as a **transition and readiness architect** . Our system-change ambition recognises that girls are most at risk at moments of change and that preparing them early, intentionally and relationally is the most effective intervention.
## **Priorities**
- Move from programme-by-programme delivery to **readiness-based pathways**
- Track **distance travelled across transitions** , not just attendance
- Deepen employer partnerships into long-term pipelines
- Embed mentoring as a longitudinal bridge through change
**23**
## **Finance, Governance, Risk,**
## **Reserves (statutory) + Closing**
## **Finance & Fundraising Summary**
With significant commitment and efforts, the year ended 30 April 2025 saw an increase in Incoming resources of £250k from £407k in year end 2024 to £657k in year-end 2025.
This increase in income gave the charity the scope to continue its commitments to its objectives and to ensure maximum benefit was applied to the beneficiaries. The vital support from our funders and corporate sponsors has allowed BelEve to focus on strengthening its offerings, maintain its investment in the charity’s core programmes, expand its reach and deliver on its objectives. We would like to extend our thanks to everyone who has provided funds and support for the charity, we very much look forward to continuing these essential relationships into the new year.
Total expenses increased by £129k from £470k in year end 2024 to £599k in year end 2025. Careful control of expenditure by the Trustees and senior leadership team has allowed the charity to report a net surplus of income as at 30 April 2025 of £58k (2024 - £63k deficit).
Reserves at 30 April 2025 amounted to £141,090, split as:
- Unrestricted: £78,670
- Restricted: £62,420
The Trustees are steadfast in their commitment to ensure all funds obtained for the charity’s purpose are utilised effectively and speedily for the benefit of their beneficiaries, but likewise the Trustees are also aware of the importance of balancing this with the need to maintain sufficient levels of resources to meet the day to day operations.
The Trustees’ reserves policy is to hold unrestricted funds covering up to 3 months of unrestricted operating costs, with a longer-term aim of 6 months. We are pleased to confirm as at 30 April 2025 the charity held Unrestricted reserves equivalent to 3.5 months of unrestricted operating costs (based on year end 2025 costs).
**24**
## **Fundraising goals for 2025/26**
**We have decided to extend our current financial year-end to August 2026 in order to align future reporting periods with the academic year. As a result, this year’s financial period will cover 16 months on a one** ‑ **off basis.**
|**Total Budget 25/26**|**Total Budget 25/26**|
|---|---|
||Turnover|
|Corporate Sponsors/Fundraising|£112,000|
|Delivery Partner Income|£44,000|
|Donations|£43,500|
|Event income|£12,400|
|Funding|£834,000|
|Registration Fees|£20,250|
|**Total Turnover goal**|**£1,066,150**|
## **Governance**
Chair: Shruti Dube Term ended (30 April 2025)
New Chair: Elizabeth Anyaegbuna (1 May 2025- Present)
Vice Chair Shalena Haughton-Peters
Treasurer: Jenny Tolmie
Trustees: Ramat Tajani, Katy Clark,
New trustees' appointments 1 -May 2025
Shannon Keegan, Isik Guven toktamis, Darren Sital-Singh, Olga Valadon
Resignation: Jennifer Naa Dedi Opare- Aryee ( 24/11/2024)
SLT Directors: Chyloe Powell, Marsha Powell, Rochelle Powell
Young Leadership Board
## **Risk Management**
Primary risk: funding shortfall. Mitigation: diversified grant applications, robust budgeting and cashflow, risk register, governance training.
## **Closing with heart**
BelEve is more than a charity; it is a community, a movement, and a promise that every girl and young woman is seen, heard, and valued.
**25**
**Thank you** to our staff, facilitators, mentors, trustees, volunteers, funders, and partners. And to the girls: you are the reason we exist.
## **Independent Examiners Report**
## **Independent Examiner's Report to the trustees of BelEve UK**
I report to the charity trustees on my examination of the accounts of BelEve UK for the year ended 30 April 2025, which comprise the Statement of Financial Activities incorporating, the Summary Income and Expenditure Account, the Balance Sheet and the related notes.
## **Responsibilities and basis of report**
As the trustees of the charity (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ('the 2006 Act.
Having satisfied myself that the accounts of the charity are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity's accounts as carried out under section 145 of the Charities Act 2011 ('the 2011 Act'). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
## **Independent examiner's statement**
I have completed my examination. I can confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that:
- accounting records were not kept in accordance with section 386 of the 2006 Act; or
- the accounts do not accord with those records; or
- the accounts do not comply with the accounting requirements under section 396 of the 2006 Act other than any requirement that the accounts give a 'true and fair' view which is not a matter considered as part of an independent examination; or
- the accounts have not been prepared in accordance with the Charities SORP (FRS 102).
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report to enable a proper understanding of the accounts to be reached.
Cavelle Batchelor _HND FMAAT_
Angle Accountants Airport House Purley Way Croydon, Surrey CR0 0XZ
**26**
## **Statement of Financial Activities incorporating Income and Expenditure**
## **Year ended 30 April 2025**
**----- Start of picture text -----**
Unrestricted Restricted Total Total
Funds Funds Funds Funds
2025 2025 2025 2024
Notes £ £ £ £
Income and endowments from:
Grants and Contracts 247,583 331,868 579,451 347,325
Donations 59,812 59,812 13,146
Other trading activities 5,340 5,340 1,433
Other Income 10,751 2,164 12,915 45,513
Total 323,486 334,032 657,518 407,417
Expenditure on:
Expenditure on charitable activities 3 220,037 310,000 530,037 410,625
Support and governance cost 3 49,887 19,938 69,825 59,822
Total 269,924 329,938 599,862 470,447
- - - -
Net gains on investments
Net (expenditure)/income 53,562 4,094 57,656 (63,030)
Transfers between funds 1,232 (1,232) - -
Net movement in funds 54,794 2,862 57,656 (63,030)
Reconciliation of funds:
Total funds brought forward 23,876 59,558 83,434 146,464
Total funds carried forward 78,670 62,420 141,090 83,434
**----- End of picture text -----**
- Funds transferred between unrestricted and restricted were given approval by funders.
**27**
## **Balance Sheet at 30 April 2025**
## **Company No. 07587692**
||||**2025**|**2024**|
|---|---|---|---|---|
||**Notes**||**£**|**£**|
|**Assets**|||||
|Fixed and Current Assets||5|21,025|42,560|
|Cash at bank and in hand|||131,008|51,718|
||||152,033|94,278|
|**Creditors:**Amount falling due within one year||6|(10,943)|(10,844)|
|**Net current assets**|||141,090|83,434|
|**Total assets less current liabilities**|||141,090|83,434|
|**Net assets excluding pension asset or liability**|||141,090|83,434|
|**Total net assets**|||141,090|83,434|
|**The funds of the charity**|||||
|**Restricted funds**||7|||
|Restricted income funds|||62,420|59,558|
||||62,420|59,558|
|**Unrestricted funds**||7|||
|General funds|||78,670|23,876|
||||78,670|23,876|
|**Total funds**||7|141,090|83,434|
These accounts have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.
For the year ended 30 April 2025 the company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies.
The members have not required the company to obtain an audit in accordance with section 476 of the Companies Act 2006.
The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of accounts.
Approved by the board on 24/02/2025
And signed on its behalf by:
Elizabeth Anyaegbuna
**28**
**Chair of Trustees’**
## **Statement of Cash Flow Statement**
## **Year ended 30 April 2025**
**29**
|**Cash flows from operating activities:**|**Cash flows from operating activities:**|**Cash flows from operating activities:**|**Cash flows from operating activities:**|**Total Funds**
**2024**
(94,013)
-
-
(2,600)
-
-
**(2,600)**
-
-
-
**-**
-
(96,613)
**148,331**
-
**51,718**
**2024**
(63,030)
-
-
-
-
(1,445)
(33,425)
3,887
**(94,013)**
**2024**|**Notes**|
|---|---|---|---|---|---|
||**Net cashprovided by (used in) Operating activities**||79,290
-||Table 9|
||**Cash flows from investing activities:**|||||
||Dividends,interest and rent from investments|||||
||Proceeds from the sale ofproperty, plant and equipment||-|||
||Purchase ofproperty, plant and equipment||-|||
||Proceeds from sale of investments||-||Table 10
Table 10|
||Purchase of investments|||||
||**Net cashprovided by (used in) investing activities**|||||
||**Cash flows from financing activities:**||-|||
||Repayments of borrowing|||||
||Cash inflows from borrowing||-|||
||Receipt of endowment|||||
||**Net cashprovided by (used in) financing activities**|||||
||**Change in cash and cash equivalent in the reporting period**||-|||
||||79,290|||
|**131,008**
**Cash and cash equivalent at the end of the reporting period**||||||
||**2025**
57,656
**Adjustments for:**
Depreciation charges
-
(Gains)/losses on investments
-
Dividends, interest and rents from investments
-
Loss/(profit) on disposal of fixed assets
-
(Increase)/decrease in current assets
(1,042)
(Increase)/decrease in debtors
22,577
Increase/(decrease)in creditors
99
**79,290**
**2025**
**Table 9: Reconciliation of net income/expenditure) to net**
**cash flow from operating activities**
**Net income/(expenditure) for the reporting period (as per**
**the statement of financial activities)**
**Net cashprovided by (used in) operating activities**
**Table 10: Analysis of cash and cash equivalents**|||||
||Cash in hand at the beginning of the year
51,718|||148,331||
||Notice deposits (less than 3 months)
-
Overdraft facility repayable on demand
-
Net cashprovided by(used in)operatingactivities
79,290
**131,008**
**Total cash and cash equivalents**|||-
-
(96,613)
**51,718**||
## **Table 10: Analysis of changes in net debt**
**30**
**----- Start of picture text -----**
Acquisitio
At the New
Cash n/disposal Fair value Foreign At end of
start of finance
flows of movements exchanges year
Year leases
subsidiarie
Cash 51,718 79,290 - - - - 131,008
Cash equivalents - 0 - - - - -
Overdraft facility
repayable on demand - - - - - - -
-
Loans falling due within
one year - - -
Loans falling due after
more thhan one year - - - - - - -
Finance lease obligation - - - - - - -
Total 51,718 79,290 - - - - 131,008
**----- End of picture text -----**
**Notes to the Accounts for the year ended 30 April 2025**
**1. Accounting policies**
**31**
## **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 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
## **Change in basis of accounting or to previous accounts**
There has been no change to the accounting policies (valuation rules and method of accounting) since last year and no changes have been made to accounts for previous years.
**Fund accounting** Unrestricted funds These are available for use at the discretion of the trustees in furtherance of the general objects of the charity. Restricted funds These are available for use subject to restrictions imposed by the donor or through terms of an appeal. **Income** Recognition of Income is included in the Statement of Financial Activities (SoFA) when the charity Income becomes entitled to, and virtually certain to receive, the income and the amount of the income can be measured with sufficient reliability. Income with related Where income has related expenditure the income and related expenditure is Expenditure reported gross in the SoFA. Donations and Voluntary income received by way of grants, donations and gifts is included in the Legacies the SoFA when receivable and only when the Charity has unconditional entitlement to the income. Tax reclaims on Income from tax reclaims is included in the SoFA at the same time as the donations and gifts gift/donation to which it relates. Donated services These are only included in income (with an equivalent amount in expenditure) and facilities where the benefit to the Charity is reasonably quantifiable, measurable and material. Volunteer help The value of any volunteer help received is not included in the accounts. Investment income This is included in the accounts when receivable.
**32**
**Notes to the Accounts for the year ended 30 April 2025**
## **Expenditure**
Recognition of Expenditure is recognised on an accrual's basis. Expenditure includes any VAT which Expenditure cannot be fully recovered, and is reported as part of the expenditure to which it relates. Expenditure on raising funds These comprise the costs associated with attracting voluntary income, and fundraising. Expenditure on These comprise the costs incurred by the Charity in the delivery of its activities and charitable activities services in the furtherance of its objects, including the making of grants and governance costs. Grants payable All grant expenditure is accounted for on an actual paid basis plus an accrual for grants that have been approved by the trustees at the end of the year but not yet paid. Governance costs These include those costs associated with meeting the constitutional and statutory requirements of the Charity, including any audit/independent examination fees, costs linked to the strategic management of the Charity, together with a share of other administration costs. Other expenditure These are support costs not allocated to a particular activity.
## **Taxation**
The charity is exempt from corporation tax on its charitable activities.
## **Trade and other debtors**
Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.
## **Cash and cash equivalents**
Cash and cash equivalents comprise cash at bank and on hand.
In the Statement of Cash Flows, cash and cash equivalents are shown net of bank overdrafts that are repayable on demand and form an integral part of the company's cash management.
## **Trade and other creditors**
Short term creditors are measured at the transaction price. Other creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.
## **Notes to the Accounts for the year ended 30 April 2025**
**33**
## **Leased assets**
Where the charity enters a lease which entails taking substantially all the risks and rewards of ownership of an asset, the lease is treated as a finance lease.
Leases which do not transfer substantially all the risks and rewards of ownership to charity are classified as operating leases.
Assets held under finance leases are initially recognised as assets of the charity at their fair value at the inception of the lease or, if lower, at the present value of the minimum lease payments. The corresponding liability to the lessor is included in the balance sheet date as a finance lease obligation.
Lease payments are apportioned between finance expenses and reduction of the lease obligation so as to achieve a constant rate of interest on the remaining balance of the liability. Finance expenses are recognised immediately, unless they are directly attributable to qualifying assets, in which case they are capitalised in accordance with the charity's policy on borrowing costs.
Assets held under finance leases are depreciated in the same way as owned assets. Operating lease payments are recognised as an expense on a straight-line basis over the lease term. If lease incentives are received to enter operating leases, such incentives are recognised as a liability. The aggregate benefit of incentives is recognised as a reduction of rental expense on a straight-line basis.
## **Pension costs**
The charity operates a defined contribution plan for its employees. A defined contribution plan is a pension plan under which the company pays fixed contributions into a separate entity. Once the contributions have been paid the company has no further payments obligations. The contributions are recognised as expenses when they fall due. Amounts not paid are shown in accruals in the balance sheet. The assets of the plan are held separately from the company in independently administered funds.
## **2. Company status**
The company is a private company limited by guarantee and consequently does not have share capital.
## **Notes to the Accounts for the year ended 30 April 2025**
**34**
## **3. Other expenditure**
|**Expenditure on:**
**Charitable Activities**
Events
Advertising and Branding
Volunteers Expenses
Workshop Cost
Salaries/wages
Directors' remuneration
Employer's NIC
Pension costs
Staff entertainment
Staff training
Temporary staff
Motor and Travel Costs -Fares
Rent and Rates
Equipment Expensed
General insurances
DBS
Refreshment
Postage and couriers
Software, IT support and related costs
Stationery and printing
Subscriptions
Sundry expenses
Telephone, fax and broadband
**Support and governance cost**
Accountancy and bookkeeping
Consultancy fees
**Total charitable expenditure**|**Unrestricted**
**Funds 2025**
**£**
**Restricted**
**Funds 2025**
**£**
**Total Funds**
**2025**
**£**
**Total Funds**
**2024**
**£**
5,435
294
5,729
8,744
11,737
9,782
21,519
20,491
3,355
2,890
6,245
60
8,678
16,166
24,844
28,514
65,294
179,517
244,811
193,060
40,749
74,251
115,000
80,000
27,233
-
27,233
21,061
8,172
-
8,172
5,867
1,030
-
1,030
1,074
4,065
13,467
17,532
5,147
-
-
-
-
1,703
3,024
4,727
3,459
19,739
-
19,739
19,748
3,581
-
3,581
2,428
1,576
1,067
2,643
2,727
904
1,537
2,440
2,197
1,744
1,260
3,004
4,564
24
23
47
77
4,392
3,083
7,475
4,933
6,476
1,957
8,433
444
2,305
239
2,544
674
925
420
1,345
3,554
921
1,023
1,944
1,802|
|---|---|
||220,037
310,000
530,037
410,625
2,883
324
3,207
3,163
47,004
19,614
66,618
56,659|
||49,887
19,938
69,825
59,822|
||**269,924**
**329,938**
**599,862**
**470,447**|
## **Notes to the Accounts for the year ended 30 April 2025**
**4. Staff costs 2025 2024**
**35**
|Salaries and wages
Employers NIC
Pension Cost|359,811
273,060
27,233
21,061
8,172
5,867
395,216
299,988|
|---|---|
No employee received emoluments in excess of £60,000.
|The average monthly number of full-time equivalent employees during the year was
**2025**
**Number**
12
12
**5. Fixed and Current assets:**
Amounts falling due within one year
**2025**
Fixture and fittings
2,600
Account Receivables
11,948
Rent Deposit
5,175
Petty cash
1,302
21,025
**6. Creditors:**
Amounts falling due within one year
**2025**
Other taxes and social security
8,423
Contribution scheme liability
Other creditors
2,520
10,943|as follows:
**2024**
**Number**
9
9
**2024**
2,600
34,525
5,175
260
42,560
**2024**
8,444
-
2,400
10,844|
|---|---|
**36**
## **7. Notes to the Accounts for the year ended 30 April 2025 Movement in funds**
|**Restricted funds:**
**Restricted income funds:**
City Bridge Trust[2024 - 2029]
The Hadley Trust
Islamic Relief
Lee Hatcliffe
NL Propel Year 3
The London communityT - DCT 2024
The London community TProvidence youth fund
2022
The London communityT - Evening Standard
London community trust
Berkley Foundation
Children in need- Youth
action fund 2022
Propel - new deal for Young People
National Lottery community fund
National Lottery main grant*****
Rosa- 2023 Voices from the
front line
The London Community T-Home Office Vawg
The London Community Trust
VRU - Stronger Futures
Total Restricted Funds
**Unrestricted funds:**
General funds
Total Unrestricted Funds
**Total funds**|**At 1 May**
**2024**
**£**
8,712
-
-
-
-
1,248
11
8,646
41,158
315
132
574
(14,053)
200
12,615
59,558
23,876
23,876
83,434|**Incoming**
**resources**
**£**
34,895
45,452
12,000
5,000
29,388
30,000
-
18,750
-
-
67,977
-
-
37,500
-
53,070
334,032
323,486
323,486
657,518|**Resources**
**expended**
**£**
**Transfer**
**btw Funds**
**£**
**At 30 April**
**2025**
**£**
(29,575)
-
5,320
(54,159)
-
5
-
-
12,000
-
-
5,000
(1,875)
-
27,513
(29,988)
-
12
(74)
-
1,174
(17,771)
-
979
-
-
-
(11)
-
(7,470)
-
1,176
(102,606)
-
6,529
-
(315)
-
-
(132)
-
-
(574)
-
(13,982)
-
9,465
(200)
-
(72,438)
-
(6,753)
(329,938)
(1,232)
62,420
(269,924)
1,232
78,670
(269,924)
1,232
78,670
(599,862)
-
141,090|
|---|---|---|---|
* VRU - Stronger futures funds are paid in arrears.
## **Comparative movements in funds**
|Restricted funds
Unrestricted funds|**At 1 May**
**2023**
**£**
68,269
78,195
146,464|**Incoming**
**resources**
**£**
307,525
99,892
407,417|**Resources**
**expended**
**£**
316,236
154,211
470,447|**At 30 April**
**2024**
**£**
59,558
23,876|
|---|---|---|---|---|
|||||83,434|
**37**
## **Notes to the Accounts for the year ended 30 April 2025**
Purposes and restrictions in relation to the funds: Restricted funds:
|Children in need- Youth action fund 2022|Theyounger chapters – Social actionproject|
|---|---|
|CityBridge Trust[2024-2029]|Lead Her Ship– Year 1 of 5|
|Islamic Relief|Beam|
|Lee Hatcliffe|Beam|
|NL Propel Year 3|BelEve in her success mentoring (100 disadvantagedyoung people)|
|Propel – new deal for Young People|BelEve in her success 2 Year mentoring (200 disadvantage young
people)|
|The HadleyTrust|Lead Her Shipsmallgroupfacilitators cost|
|The London community Trust – DCT 2024|Empower Her - Transition|
|The London Community T-Evening Standard|It is that deep/Ravens|
|The London Community T-home Office Vawg|It is that deep/Ravens|
|The London Community Trust – Providence
Youth fund 2022|Specialist sexual harassment facilitator cost – It is that deep|
|VRU – Stronger Futures|It is that deep/Ravens|
|Berkley foundation|Lead facilitator salary – 2 years|
|NL Community Fund|Lottery, NL Award Beam, BIHS|
|NL main grant 2021/23|Capacity building – Programme delivery BEAM|
|Rosa|2023 Voices from the front line -Facilitator cost – It is that deep|
|The London Community T-home Office Vawg|It is that deep/Ravens|
## **8. Analysis of net assets between funds**
|Current assets
Current liabilities
Net current assets|**Unrestricted**
**Funds**
**£**
**Restricted**
**Funds**
**£**
**Total**
**Funds**
**£**
89,613
62,420
152,033
(10,943)
-
(10,943)|
|---|---|
||78,670
62,420
141,090|
## **9. Controlling party**
The company is, limited by guarantee and has no share capital; thus, no single party controls the company.
**38**