CHAPTER
ANNUAL
2024.25
## CONTENTS
MISSION, FAITH POSITION AND ABOUT CHAPTER2
STRUCTURE, GOVERNANCE & MANAGEMENT
OBJECTS & ACTIVITIES
ACHIEVEMENTS & PERFORMANCE
FEEDBACK FROM THE GUARDIANS OF MENTEES
FEEDBACK FROM MENTEES
FINANCIAL REVIEW
DECLARATION & REFERENCES
BUT THE ONLY WAY TO RESPOND TO THE WOUND OF ABANDONMENT IS BY SHOWING UP – RELENTLESSLY, CONSISTENTLY, SELF-SACRIFICIALLY. IT’S THE ART OF STAYING – COME WHAT MAY.
Belle Tindall, _Seen and Unseen_ , article about Chapter2 mentoring programme
3 Annual Report 2023-24
## 01 MISSION, FAITH POSITION AND ABOUT CHAPTER2
## MISSION
Our mission has always been a singular one: provide a consistent and positive male presence for fatherless boys. Some might say it’s not that simple. And they would be right. Many of the boys we work with have complex lives and needs and, in comparison, our intervention can seem small and insignificant. But what we never forget or take for granted is the belief that God cares for the fatherless. Like the steady trickle of a stream that can carve a canyon in the hardest of rock, our mentors show up time and time again even in the face of complexity.
Like those streams, mentoring takes a long time to see the full impact. Fatherlessness can have a profound impact on a child’s life. Research shows that fatherless children are at a higher risk of becoming NEET (not in education, employment, or training), gang involvement, prison time, and suicidal thoughts.[1] But could mentoring be the answer to the fatherless crisis?
Working with local churches and through our Centralised Programme, Chapter2 aims to provide a long-term male mentor and a community of men for fatherless boys.
> 1 LOST BOYS: State of the Nation, 2025
4 Annual Report 2024-25
01
## MENTORING PHILOSOPHY
Chapter2 has developed a mentoring philosophy tailored to the unique demographic we support, unlike most mentoring programmes, which are typically shorter, less relational, and deploy both male and female mentors. In contrast, at the heart of Chapter2’s approach is trust. We provide long-term, dedicated male mentors for fatherless boys and require a minimum commitment of at least two years (note that the vast majority of our mentoring pairs continue significantly beyond two years). Our mentoring approach is active and fun, meeting the more practical needs of men and boys and with the intent of forming an enduring friendship between mentor and mentee.
The boys we work with have often experienced trauma, disadvantages, and broken relationships in early childhood. Our aim is to provide a trustable positive male role model, who is consistent, non-judgmental and empathetic to help guide them to adulthood. In doing so, we are responding to the underlying trauma in a therapeutic manner, which can heal some of the damage done by early life trauma.[2] It is a philosophy that focuses on underlying causes rather than behavioral symptoms.
THE MORE HEALTHY RELATIONSHIPS A CHILD HAS, THE MORE LIKELY HE WILL BE TO RECOVER FROM TRAUMA AND THRIVE. RELATIONSHIPS ARE THE AGENTS OF CHANGE AND THE MOST POWERFUL THERAPY IS HUMAN LOVE.
Bruce Perry
> 2 Sheffield Morris, A and Hays-Gurdo, J, 2023
Mission, Faith Position and About Chapter2 5
## Short case study
_Gary and Max clicked almost from their first meeting. Both lovers of cars, they spent many afternoons visiting car showrooms and admiring cars of all makes and sizes. They were also able to indulge their appreciation of cars and their need for speed at go-karting group activities as well as on a day trip to Mercedes World._
_The pair have been together for a little over three years. In the first year, Gary was always deeply surprised when he heard about some of Max's exploits. At school and at home Max struggled with his behaviour and emotions. But this wasn’t the boy Gary saw each week. When Max was out with Gary, and being accepted for who he was, a curious, cheeky and chatty young man emerged._
_In their second year, Max went into care. Like so many children in care, Max was not placed in the same town where he lived meaning Gary now faced an hour’s drive to see Max. This didn’t deter Gary and his consistency didn’t waver. By working with the placement provider, the pair continues to meet regularly._
_Not long after going into care, Max’s mother sadly passed away; yet another loss for this boy who had already experienced earlier life traumas. Gary was there at the funeral, and a few days later took Max to Silverstone where one of the cars proudly sported Max’s mum’s name as it raced around the track._
_Max still shows challenging behaviours at school and at his placement. And there continues to be bumps along the road for him. But he doesn’t have to take the journey on his own. This pairing will be forever connected through both love and loss. In years to come, Max may look back at the most overwhelming periods in his childhood and remember those moments sitting in Gary’s car, listening to music and just spending time with a man who took the time to care._
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...TIME AND TIME AGAIN YOUNG PEOPLE HIGHLIGHT THE SIMPLE IDEA OF HAVING SOMEONE TO TURN TO, AND THE SENSE OF SAFETY AND TRANQUILITY THAT CAN COME WITH THIS, AS THE MOST VALUED THING THAT TRUSTED ADULT RELATIONSHIPS OFFER.
Young Minds, Someone to turn to: Being a trusted adult to young people, 2025
Young Minds, Someone to turn to: Being a trusted adult to young people, 2025
**Mission, Faith Position and About Chapter2 7**
## SAFEGUARDING
What sets Chapter2 mentoring apart from many other mentoring initiatives is that it is long-term and therefore deeply relational. We are able to get to know our mentors, mentees, and guardians very well through regular communication and contact.
This relational approach is also at the heart of our safeguarding, which means from the initial recruitment of a potential mentor all the way through assessment and the 2+ years of the mentoring journey we keep safeguarding at the forefront of interactions with mentees. More information about how we embed safeguarding into all aspects of the charity's culture can be found at chapter2.org.uk/safeguarding.
RELIGION THAT GOD OUR FATHER ACCEPTS AS PURE AND FAULTLESS IS THIS: TO LOOK AFTER ORPHANS AND WIDOWS IN THEIR DISTRESS...
James 1:27 NIV
## FAITH POSITION
The Christian faith is at the heart of Chapter2’s mission, in that Chapter2 believes God has a deep concern for the most marginalised in society and most notably the fatherless. Chapter2 provides practical support to the fatherless as a response to the nature of God and how He wishes those that believe in Him to reflect His nature. Chapter2’s primary aim is to build trust with those it serves by acting with kindness, perseverance, and a commitment to building enduring relationships. Chapter2 does not actively seek to proselytize.
8 Annual Report 2024-25
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To accomplish Chapter2’s aim, it works in partnership with churches that share its core beliefs and that wish to support the fatherless within our local communities. In addition to
Chapter2’s partnership programmes it also operates a centralised programme, in which all mentoring activities are managed solely by Chapter2.
Chapter2 also believes that God wishes His believers to demonstrate love without judgement to everyone that they interact with regardless of their religious beliefs. Therefore, Chapter2 does not expect nor require all young persons and Mentors to share its beliefs.
## ABOUT CHAPTER2
“If young men cannot see personal examples of older men fitting into and thriving in society, how can they begin to imagine where they will end up themselves?”
LOST BOYS: State of the Nation, 2025
## The Need for Mentoring
Family breakdown is the route by which many boys lose all meaningful contact with their fathers. The study from the Centre for Social Justice (CSJ), LOST BOYS: State of the Nation, provides an overview of the impact of fatherlessness on British society:
- Across the UK, 2.5 million children have no father figure at home, representing almost 1 in 5 of all dependent children.
- The UK is a major outlier compared to other OECD (Organisation for Economic Co-operation and Development) countries in terms of family breakdown. In 2023, 46 per cent of first-born children aged 14 years old did not live with both natural parents.
Mission, Faith Position and About Chapter2 9
- 60% of boys with fathers in custody go on to offend.
- 81% of CAPVA (Child & Adolescent to Parent Violence and Abuse) perpetrators are male; 69% of victims are female, mostly single mothers.
- Regions with high rates of fatherlessness have higher childhood obesity rates.
Furthermore, there are a number of challenges faced by broken families. For example, lone-parent families are more likely to be experiencing financial difficulties. Lone parents are less likely to be employed, with only around 50% of lone mothers of a child aged 0 to 4 in employment, rising to 75% when children are aged 5 to 16.
MOTHERS OF 0-4s IN WORK 50%
MOTHERS OF 5-16s IN WORK 75%
In 2020, 49% of children living in lone-parent families were in relative poverty after housing costs compared to 25% of children living in married or cohabiting families.[3]
> 3 Family and Its Protective Effect, 2022
10 Annual Report 2024-25
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The challenges facing fatherless boys are increasingly recognised both at the highest levels of public life and in popular culture. In last year’s Sir Richard Dimbleby lecture, Sir Gareth Southgate warned of ‘toxic influencers’ filling the void that an absent father has left. This concern was mirrored in the Netflix series ‘Adolescence’, which spurred national debate on the urgent need for consistent, positive mentorship for Britain’s boys.
Chapter2 has developed a trauma-informed approach which allows us to support our mentors and mentees with a deeper understanding of the impact of early life trauma. Some of our mentees and our families will have experienced adversities such as: domestic violence, parental drug and alcohol use, financial challenges and having a parent or family member in prison. Studies have looked at the impact of adverse childhood experiences (ACEs) and demonstrated that the impact of a range of ACEs is long term and can manifest as both physical and mental health issues later in life. However, there is new research revealing that protective factors, or Benevolent Childhood Experiences (BCEs), like supportive relationships, can mitigate the behaviour and health outcomes of ACEs.
Mission, Faith Position and About Chapter2 11
BCEs involving nurturing relationships and support from caregivers may foster a sense of trust and security, leading individuals to view others as reliable and compassionate.[4] Mentors serve as a protective factor of being a trustable adult building a supportive relationship. Chapter2’s mentoring philosophy is primarily about showing up and remaining present in the life of a fatherless boy. A mentor is not a coach or a counsellor, but a trustable friend. At Chapter2 we believe in one-to-one, activity-based mentoring and encourage our mentors to seek out activities that they and their mentee can enjoy together. They focus on building trusted relationships and outwardly this may look different for each mentoring pair. The common thread is a trustable adult who is consistent, non-judgmental, and empathetic. Mentors are trained, assessed, supported, and celebrated by the Chapter2 team at every step of their mentoring journey.
4 Lando-Blanco, M et al, 2024
THE ABSENCE OF POSITIVE MASCULINITY BEING MODELLED TO BOYS IS FORCING THEM TO ‘LEARN’ THEIR MASCULINITY FROM TRADITIONAL ‘ALPHA’ MALE IMAGERY, READILY AVAILABLE THROUGH POPULAR MEDIA.
Dying to Belong, CSJ
12 Annual Report 2024-25
01
Part of building that trust requires our mentors to be and remain curious throughout the mentoring journey. By choosing to enter the mentee’s story they strive to truly understand their experiences and how those experiences may now be expressing themselves in certain behaviours. Instead of focusing on changing or “fixing” a boy, the mentor instead focuses on accepting the boy for who they are. And while the focus remains on building the relationship with the boy, being able to extend trust and empathy to the mum/ guardian allows the potential for mentoring to have a broader impact on the wider family.
## Community
AS REAL-WORLD COMMUNITIES AND MENTORSHIP DECLINES, YOUNG MEN END UP WITHDRAWING, RELUCTANT TO TALK OR EXPRESS THEIR EMOTIONS. THEY SPEND MORE TIME ONLINE SEARCHING FOR DIRECTION AND ARE FALLING INTO UNHEALTHY ALTERNATIVES LIKE GAMING, GAMBLING AND PORNOGRAPHY. AND THIS VOID IS FILLED BY A NEW KIND OF ROLE MODEL WHO DOES NOT HAVE THEIR BEST INTEREST AT HEART.
Sir Gareth Southgate, BBC Richard Dimbleby Lectures, 2025
While the mentoring is one-to-one, Chapter2 works diligently to create a community of men where positive masculine behaviours are demonstrated rather than taught. Experience has taught us that young people are more likely to follow an adult’s example than their demands. By learning new practical skills side-by-side with their mentor, a boy’s self-esteem can be lifted and their horizons expanded.
Mission, Faith Position and About Chapter2 13
We deliver an ongoing programme of 10-12 group activities per year, which are not only fun, but challenge our mentors and mentees to stretch themselves and build confidence. By overcoming challenges together, relationships and trust are strengthened. Throughout the year, we also encourage our mentors to get to know and support each other through additional training, socials and doing activities with another mentoring pair.
## REFERENCE & ADMINISTRATION DETAILS
Charity Name: Chapter2
Registered Charity Number: 1177011
Charity’s Principal Address: c/o Reading Family Church Offices, 448a Basingstoke Road, Reading, Berkshire, RG2 0RX
## Trustees
Dr. Richard Daniel Kay (Chair) Dr. Claire Adebolanle Bankole
Mr. Wiliam Irwin Buchanan Mr. Guy Pritchard Mr. Samuel Lloyd
14 Annual Report 2024-25
## 02 STRUCTURE, GOVERNANCE & MANAGEMENT
Governing Document Constitution: Foundation Structure (whose only voting members are its Trustees)
How the Charity is Constituted: Charitable Incorporated Organisation (CIO)
Date of Constitution: 6th February 2018
## TRUSTEE SELECTION METHODS
Apart from the first charity trustees, every trustee must be appointed for a term of three years by a resolution passed at a properly convened meeting of the charity trustees. In selecting individuals for appointment as charity trustees, the charity trustees must have regard to the skills, knowledge and experience needed for the effective administration of the CIO. The current trustees were appointed in accordance with these arrangements and were selected on the basis of our charity and business leadership skills and experience. In the next year Chapter2 expects to recruit an additional trustee or trustees to support the ongoing growth and development of the charity.
## MANAGEMENT OF CHARITY
The trustees for Chapter2 are responsible for its governance. The trustees meet quarterly and therefore met on four occasions during the period under review.
Structure, Governance & Management 15
## STRUCTURE, GOVERNANCE & MANAGEMENT
Chapter2 currently operates Partnership and Centralised Programmes.
## PARTNERSHIP PROGRAMME
Chapter2’s values are rooted in the Christian faith and as a result partnerships with churches have been at the heart of how we operate since the charity was created. The partnership programme feeds into local church missions which provide support for the wider community.
## Chapter2 partners with local churches by:
- i. Connecting them to young people through a network of referral agencies managed by Chapter2 (e.g. Schools & Children's Services);
- ii. Establishing and maintaining a team of trained and assessed mentors;
- iii. Providing access to free of charge activities facilitated and funded by Chapter2 for Mentors and Mentees;
- iv. Offering opportunities to share best practice.
Partners are able to access support through the Chapter2 team, quarterly reviews and access to Chapter2 policy and procedure templates.
The partnership programmes added 4 new mentoring pairs and supported a total of 20 pairs during 24-25.
16 Annual Report 2024-25
02
## CENTRALISED PROGRAMME
The Centralised Programme continues to provide a route for men who are not part of one of our partnerships to mentor. Welcoming men from diverse backgrounds, ages, and experiences, the Chapter2 team is able to directly supervise the mentoring pairs. Consistent direct support for mentors and contact with the guardian means we are afforded a deeper insight to both the ups and downs of the mentoring journey. Our insights over the past three years have helped us to develop additional mentoring specific policies, impact analysis and a better understanding of how to best support our mentors. The Centralised Programme added 3 new mentoring pairs and supported a total of 16 mentoring pairs during 24-25.
ONE OF THE BEST MEASURES OF AN ENVIRONMENT THAT CAN BE HEALING FOR A CHILD IS WHEN NOTHING IS HAPPENING. PEOPLE ARE JUST BEING. LIFE IS TICKING ALONG AND THERE’S NOT MUCH TO REPORT - IT’S SAFE, WE’RE HERE TOGETHER AND WE’RE OK. PASSIVE, NORMAL, UNEVENTFUL SAFETY IS A LOVELY THING. IT’S ALSO A HEALING THING.
Punishment doesn’t work, 2024
Structure, Governance & Management 17
## 03
## OBJECTS & ACTIVITIES
## OBJECTS OF CHAPTER2
To advance in life and relieve needs of young people, in particular, but not exclusively through:
- a. The provision of mentoring and support;
- b. The provision of recreational and leisure time activities provided in the interest of social welfare, designed to improve their conditions of life and to develop their capabilities that they may grow to full maturity as individuals and members of society; and
- c. The provision of education and training for persons that mentor and support such young persons.
## PROVISION OF MENTORING
## Mentor pairings
|Mentor pairings||
|---|---|
|Number of mentor pairings at start of the year:|29|
|Number of new mentor pairings started in the year:|7|
|Number of mentor pairings closed in the year:|7|
|Number of mentor pairings at end of the year:|29|
|Total number of boys mentored:|43|
In total 17 boys have been mentored for over 2 years, 7 of these have been mentored for over 4 years.
18 Annual Report 2024-25
03
Active mentoring pairs in 24-25 Number of mentoring pairs <12 months 6 (21%) 12-23 months 14 (48%) 24+ months 15 (52%)
## REFERRALS
Number of Referrals Received = 46.
**----- Start of picture text -----**
Guardians/
foster carers
8
Social services
(RBC, West Berks
Schools (a family REFERRALS
24 council, Wokingham
worker usually, 11 Council)
or SENDCO)
**----- End of picture text -----**
There has been a noticeable increase in the proportion of referrals from schools.
## Demographics of referrals
Whilst West Reading and Tilehurst areas continue to make up the largest concentration of referrals, it is closely followed by Caversham, Whitley, and Earley.
Objects & Activities 19
**----- Start of picture text -----**
RG31
RG30 RG1 RG5
RG6
RG2
**----- End of picture text -----**
||2024-25|2023-24|2022-23|
|---|---|---|---|
|RG1|2|7|4|
|RG2|12|9|5|
|RG4|4|10|3|
|RG5|2|2|4|
|RG6|3|9|1|
|RG30/31|18|11|7|
|RG41|4|1|0|
|Other (inc Thatcham|1|2|3|
|& Basingstoke||||
20 Annual Report 2024-25
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## Referrals with additional needs
Chapter2 continues to see a high percentage of mentees with additional needs.
||2024-25|2023-24|2022-23|
|---|---|---|---|
|EHCP|13 (28%)|10 (20%)|5 (19%)|
|Diagnosed or awaiting|33 (72%)|42 (82%)|14 (52%)|
|assessment for Autism/ADHD||||
|Mental health condition|7 (15%)|9 (18%)|6 (22%)|
While these needs may result in different behaviours depending on the individual, there are a number of strategies that can be used to help support those with additional needs and promote understanding for those working with neurodivergent young people. Each year Chapter2 provides additional training for mentors in this area. This includes bespoke 1:1 sessions for mentors with external providers like Parenting Special Children. This year Chapter2 also began working more formerly with a number of therapists for ad hoc consultation to support some of our neurodivergent mentees.
In 24-25, 13 referrals had an Educational Health and Care Plan (EHCP) from the local authority (28% of all referrals), this increased slightly from 10 (20%) the previous year.
Chapter2 has also invested in training for staff to understand areas around attachment and trauma through courses and attendance at partnership meetings where best practice is shared. This knowledge is then passed on to mentors at the mandatory training, subsequent supervision and targeted training.
Objects & Activities 21
Whilst school continues to be a challenge for some of the referrals, there was a noticeable decrease in referrals on reduced timetables or attending alternative provision (from 37% to 13%).
## LEISURE ACTIVITIES
Chapter2 also provides free-of-charge group activities for the mentor and mentee with the approval of the guardian of the young person. We offer a wide range of activities to try to suit the interests of the mentors and mentees but also provide new experiences for them. Such activities are intended, firstly, to provide a fun and natural environment for relationship between mentor and mentee to develop; and secondly, to provide an environment for mentees to be mentored within a broader community of mentors. In 24-25, Chapter2 was able to provide:
- Laser Tag and Archery (Nov 2024)
- Paddlestars (Dec 2024)
- Small Group Go Karting (Jan 2025)
- Eclectic Games (Feb 2025)
- Bouldering (Feb 2025)
- Ridgeway Lazer Maze (Mar 2025)
- Cinema (Apr 2025)
- Paintball (May 2025)
- Foot Golf and Driving Range (Jun 2025)
- Small Group Go Karting (Jun 2025)
- Football (Jul 2025)
- Beach Day (Jul 2025)
- Foot Golf (Aug 2025)
- Pickleball (Sep 2025)
- Go Karting (Oct 2025)
- Bushcraft (Apr 2025)
22 Annual Report 2024-25
## TRAINING
For all potential mentors whether they are part of the Partnership or the Centralised Programme, Chapter2 offers an initial mandatory training day. This day provides the potential mentor with insight into our unique mentoring philosophy and provides a deeper understanding of the impact of fatherlessness, early life trauma, what it takes to be a mentor and basic safeguarding training. In 2425 we held two training days in March and September.
Number of people attending training: 23 Number of people successfully assessed for mentoring: 8
Surveys from the two trainings revealed 100% of the trainees rated their training experience as “good” or “excellent.” Participants particularly were very positive about the variety and depth of topics covered, realistic expectations and the knowledge of the trainers.
FELT THE DAY ALSO GAVE A VERY TRANSPARENT VIEW OF WHAT BEING A MENTOR WOULD LOOK LIKE, RATHER THAN BEING "SOLD" TO, WHICH WAS GREAT.
Training participant
Objects & Activities 23
THE SESSION GAVE ME CONFIDENCE THAT THE INFRASTRUCTURE OF SUPPORT IS THERE FOR MENTORS AS WELL AS OTHER STAKEHOLDERS AND LEFT ME IN NO DOUBT THAT THIS IS A WELL THOUGHT THROUGH AND PROFESSIONALLY RUN ORGANIZATION MAKING A HUGE DIFFERENCE IN A CHALLENGING AREA OF WORK.
Training participant
In addition, Chapter2 provides both group and one-to-one training for mentors in specialist areas to help support their mentee (i.e., neurodiversity, trauma, attachment).
24 Annual Report 2024-25
## 04 ACHIEVEMENTS & PERFORMANCE
In addition to the above, Chapter2 has also achieved the following:
- Raising awareness by producing case study films. These can be found on our YouTube channel (scan the QR code for the playlist).
- Joining the wider national conversation about fatherlessness by engaging with leading research organisations like the Centre for Social Justice and sharing our learning through news articles.
- Deepening both trauma-informed practice and safeguarding within the culture of the organisation through professional development of team members.
- Developing policies and procedures based on best practice, for use within the Centralised Programme and shared with partner organisations.
- Building relationships with local schools and other voluntary organisations.
- Supporting mentors and Partnership Mentor Co-ordinators through supervision, training and providing opportunities to be part of a community.
- Providing mums and guardians with opportunities to meet and socialise.
- Executing its fundraising strategy to support the development of the organisation (see Financial Review).
Achievements & Performance 25
- Growing and developing the capabilities and infrastructure of the organisation.
- Creating a targeted recruitment strategy. While word-of-mouth continues to be a viable conduit for recruiting new men, by diversifying through networking, advertising (posters and billboards) and social media we hope to increase the awareness of the charity and the need for mentors to more men in the Reading and surrounding areas.
26 Annual Report 2024-25
## 05 FEEDBACK FROM THE GUARDIANS OF MENTEES
In 24-25 from the feedback Chapter2 gathered from guardians and care providers (36 responses):
94% SAID MENTORING HAD A POSITIVE EFFECT ON THEIR SON
86%
WERE HAPPY WITH THE FREQUENCY OF THE MENTORING.
97%
SAID THEY WERE HAPPY WITH THE COMMUNICATIONS BETWEEN CHAPTER2, GUARDIAN AND MENTEE.
97%
SAID THE MENTOR WAS SOMEONE BOTH THEY (GUARDIAN) CAN TRUST, AND MENTEE CAN TRUST.
86%
SAID THE MENTORING HAD IMPROVED THEIR SON'S CONFIDENCE, A NOTICEABLE INCREASE FROM 71% THE PREVIOUS YEAR.
42%
SAID MENTORING HAD IMPROVED THEIR SON'S RESILIENCE, WITH 50% BEING UNSURE.
83%
SAID MENTORING HAD HELPED THEIR SON TRY NEW THINGS.
97%
SAID MENTORING PROVIDED A POSITIVE MALE ROLE MODEL FOR THEIR SON.
Feedback from the Guardians of Mentees 27
74% SAID MENTORING HELPED THEIR SON'S MENTAL AND EMOTIONAL WELLBEING, WITH 23% BEING UNSURE.
## 94% SAID THE MENTOR WAS CONSISTENT.
## QUOTES FROM GUARDIAN OF MENTEES
_“Finally got a bond with a man, they are a perfect match, and son is happier after they’ve met.”_
_“Chapter2 has had a positive effect on my son – he listens to me more and is more relaxed and happier.”_
_“Having a steady role model in his life has built up my son’s trust and I can see the mentor is genuinely fond of him.”_
_“I see the two of them vibe off each other – they just click”._
_“Mentoring gives my son a different person to talk to. That time refreshes him and he comes back with a big smile.”_
_“Son was apprehensive at the start, but he had such a good relationship with his mentor now, I completely trust him.”_
_“Mentoring has given my son more confidence to go out the house and try some new things that he wouldn’t have otherwise done.”_
28 Annual Report 2024-25
## 06
## FEEDBACK FROM MENTEES
In 24-25, mentees gave the following feedback on the mentoring (37 responses):
97% RATED THEIR 1:1 MENTORING SESSIONS AS EXCELLENT OR GOOD.
## 87%
RATED THE GROUP ACTIVITIES AS EXCELLENT OR GOOD.
97% 87%
RATED THEIR MENTOR AS EXCELLENT OR GOOD.
RATED TALKING WITH THEIR MENTOR AS EXCELLENT OR GOOD.
89% RATED THE ACTIVITIES THEY DID 1:1 WITH THEIR MENTOR AS EXCELLENT OR GOOD
95% FELT THEIR MENTOR CARES ABOUT THEM.
WHEN ASKED WHAT THREE WORDS THEY WOULD USE TO DESCRIBE THE MENTORING TO A FRIEND, THE MOST FREQUENT WORDS WERE _“FUN, EXCITING, INTERESTING AND USEFUL”_ .
Feedback from Mentees 29
## QUOTES FROM MENTEES
“ _My mentor has helped me with - with life choices, giving advice and encouraging me.”_
_“I’d describe my mentor as - easy to talk to and loads of fun.”_
_“Most of all I’ve enjoyed spending time with my mentor.”_
_“I’ve tried new things like talking to people when we are out.”_
_“My mentor has helped me be build up my confidence.”_
_“Mentoring is amazing, I get to do lots of different things.”_
30 Annual Report 2024-25
## 07
## FINANCIAL REVIEW
## ACCOUNTS FOR YEAR ENDING 31ST OCTOBER 2025
A summary of the financial accounts for the 24-25 financial year can be found below. All Chapter2 mentors are volunteers, which is core to our mentoring philosophy and a vital element of how a mentor establishes trust and acceptance.
## INCOME
Total Income: £230,872
GENERAL DONATIONS
£6500 £4500 PARTNER CONTRIBUTIONS CORPORATE SPONSOR
Financial Review 31
## EXPENDITURE
Total Expenditure: £173,849
## OFFICE AND ADMINISTRATION
**----- Start of picture text -----**
£11,628 FUNDRAISING
£6599 ACTIVITIES
£9849
**----- End of picture text -----**
MENTOR SUPPORT AND TRAINING
## FUNDING SOURCES
This financial year, Chapter2 has maintained funding generated to support the charity's activities through grants from Trusts and Foundations, the annual fundraising event, contributions from partners and personal donations. This year’s fundraising event proved again to be financially successful with funds raised in excess of £124,000. In this year’s Thames Path Challenge there were 29 participants and 1065 donors. This year also saw a significant increase in general donations from £8,344 to £15,366, an 84% increase from the previous year.
Chapter2’s freelance Fundraising Consultant continues to develop a Grants, Trusts & Foundations strategy and has had a number of
32 Annual Report 2024-25
08
successful applications resulting in our highest total of grants at £80,245, with the largest individual grant of £33k. This represents a 52% increase on the previous year. The percentage of nonfundraising event income has increased, signaling an upward trend in our diversification strategy.
## UNRESTRICTED CASH RESERVES
The Reserves Policy of Chapter2 is to maintain a level of unrestricted funds of at least six months operating expenditure and to manage unrestricted reserves below 12 months in its longterm budget forecasts.
## 08 DECLARATION
The trustees declare that they have approved this report.
Name: Dr Richard Daniel Kay Position: Chair of Trustees Date: May 2026 Signed:
Declaration 33
## REFERENCES
1. BBC Richard Dimbleby Lecture[1]
2. Children’s Commissioner, 2022. Family and It’s Protective Effect[2]
3. Landa-Blanco M, Herrera T, Espinoza H, Girón K, Moncada S and Cortés-Ramos A, 2024. The impact of Benevolent Childhood Experiences on adult Flourishing: the mediating role of Light Triad traits.[3]
4. Kimberg, L and Wheeler, M, 2019. Trauma and TraumaInformed Care, Trauma-Informed Healthcare Approaches[4]
5. Tindall, B. Seen and Unseen, There’s a simple solution to society’s lost boys Mentoring the fatherless helps and heals[5]
6. The Center for Social Justice. The forgotten role of families: why it’s time to find our voice on strengthening families[6]
7. The Centre for Social Justice, 2025. LOST BOYS: State of the Nation.[7]
8. Punishment doesn’t work, 2024[8]
9. Someone to turn to: Being a trusted adult to young people[9]
10. The Importance of Positive Male Role Models[10]
> 1 Accessed 25 March 2025 2 Accessed 22 February 2024
> 3 Frontiers in Psychology 4 Accessed 22 February 2024 5 Accessed 22 January 2026
- 6 Accessed 22 February 2024 7 Accessed 14 March 2025
- 8 Accessed 11 February 2025 9 Accessed 24 January 2025
- 10 Accessed 24 January 2025
34 Annual Report 2024-25
Chapter2.org.uk
## **Management Accounts 24-25 Snapshot**
## **Chapter2**
## **For the year ended 31 October 2025**
||**2025**|
|---|---|
|**INCOME**||
|General Donations|15,365.71|
|Fundraising Events|124,261.13|
|Grants, Trusts & Foundations - Restricted|53,000.00|
|Grants, Trusts & Foundations - Unrestricted|27,245.04|
|Partner Contributions|4,500.00|
|Corporate Sponsors|6,500.00|
|**Total INCOME**|**230,871.88**|
|**MENTOR COSTS**||
|Mentor Support|(1,992.62)|
|Mentor Training|(741.88)|
|Mentor Training Manual|(780.00)|
|Development|(5,360.57)|
|Centralised Mentoring|(332.48)|
|Entertainment-100% business|(641.32)|
|Activities|(6,598.69)|
|**Total MENTOR COSTS**|**(16,447.56)**|
|**STAFFCOSTS**||
|Salaries|(95,681.70)|
|Employers National Insurance|(22,061.23)|
|Pensions Costs|(8,369.44)|
|Staff Training|(2,486.98)|
|Telephone & Internet|(532.07)|
|Travel - National|(2,458.61)|
|**Total STAFF COSTS**|**(131,590.03)**|
|**OFFICE COSTS**||
|Advertising & Marketing|(10,917.43)|
|Postage, Freight & Courier|(66.43)|
|Insurance|(939.00)|
|Printing & Stationery|(50.54)|
|Software|(1,803.60)|
|Subscriptions|(406.00)|
|**Total OFFICE COSTS**|**(14,183.00)**|
|**FUNDRAISING**||
|Fundraising|(11,628.36)|
|**Total FUNDRAISING**|**(11,628.36)**|
|**TOTAL COSTS**|**(173,848.95)**|
|**SURPLUS**|**57,022.93**|
12 Jun 2026 Page 1 of 2
Management Accounts 24-25 Chapter2
Management Accounts 24-25 Snapshot
**2025**
12 Jun 2026 Page 2 of 2
Management Accounts 24-25 Chapter2
## **Independent examiner's report on the accounts**
**Section A Independent Examiner’s Report**
|**Report to the trustees**
**On accounts for the year**
**ended**
**Set out on pages**|Charity Name
CHAPTER2|Charity Name
CHAPTER2|Charity Name
CHAPTER2|
|---|---|---|---|
|||||
||31stOctober 2025|**Charity no**
**(if any)**|1177011|
|||||
|||||
I report to the trustees on my examination of the accounts of the above charity (“the Trust”) for the year ended **31 / 10 / 2025**
**Responsibilities and** As the charity's trustees, you are responsible for the preparation of the **basis of report** accounts in accordance with the requirements of the Charities Act 2011 (“the Act”).
I report in respect of my examination of the Trust’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination, I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.
**Independent** I have completed my examination. I confirm that no material matters have **examiner's statement** come to my attention in connection with the examination which gives me cause to believe that in, any material respect:
- the accounting records were not kept in accordance with section 130 of the Charities Act; or
- the accounts did not accord with the accounting records; or
- the accounts did not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 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.
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 in order to enable a proper understanding of the accounts to be reached.
**Date:** 01 / 04 / 2026 **Signed: Name:** Stephen Mitchell **Relevant professional** CIMA cert BA **qualification(s) or body (if any): Address:** 8 Harcourt Drive, Earley, Reading, RG6 5TJ
1
**Oct 2018**
**IER**