2026-03-31-accounts

rBig Leaf annual review and accounts april 2026

contents

		about us 04 our approach 05 about our young people 06 Big Leaf in the words of our young people 07 youth leadership 08 our achievements 10 priorities for the next three years 28 governance, structure and management 30 risks & mitigations 31 fnance & accounts overview 32 thank you 34 support us 35 trustees’report 36 independent examiner’s report 37 fnancial statements 38

The trustees present their annual report and financial statements for the year ended 31 March 2026.

The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charity’s governing document, the Charities Act 2011, FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” and the Charities SORP “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)

Big Leaf Foundation, PO BOX 1655, Guildford, Surrey, GU1 9JS www.bigleaffoundation.org.uk | [e-mail]

UK Registered Charity Number 1181180

welcome

Another year has passed with remarkable speed, and as we pause to reflect we’re struck by just how much has happened in that time. From supporting young people through new challenges to building new projects, partnerships and opportunities that reach out to our community - all against a backdrop of an increasingly challenging political climate - it’s been a busy and fulfilling, but sometimes difficult year.

Last year we wrote about the onslaught of politically motivated disinformation around immigration and asylum, and this has only intensified - hitting harder across social media and mainstream platforms. These narratives are detached from truth and designed to inflame rather than inform - and of course, displaced communities are feeling the impact.

Young people have been harassed and intimidated - leaving them feeling scared and anxious. We have also seen protests targeting people seeking asylum erupt into violence.

This constant noise of hate can feel overwhelming. But alongside this, something quieter and far more powerful is happening. More people are reaching out to us, asking honest questions and offering to help. We are reminded daily that while the loudest voices might be those sowing fear and division, real compassion lives in the many individuals who choose to make things better - the ones who show up, stand alongside our young people, and strengthen the fabric of our community by choosing love over division.

This year has also seen a noticeable shift in youth leadership. Listening to our young people and creating space for them to shape our work has been an essential part of our approach from the start. But we’re proud to see more young people than ever before choosing to step forward as leaders, ambassadors and volunteers - welcoming new young people to Big Leaf, co-creating and coleading projects, taking part in policy and advocacy work and training as community caseworkers in our new peer-led programme (read more on page 11)

And of course, we are proud of every young person we support. We are in awe of their determination, their energy and their commitment to the future. Despite living in the shadow of global conflict, and with the uncertainty that lies ahead for them here, they continue to show up with trust, hope and enduring curiosity. We watch them study for exams, try new activities, find strength in new friendships, and push outside of their comfort zones as they step forward to speak (or sing) in public. It’s a privilege to walk beside them as they build their lives here and to watch them reconnect with their strengths and identity.

We have also been busy behind the scenes this year. We welcomed two more brilliant trustees who bring both expertise and a wholehearted commitment to our purpose; and transitioned to a new Chair as Vicki stepped down after three full terms on the Board. With Sally moving into the role of Chair we have also had time to pause and take a broader view of our work - to reflect as a team and with our young people, on who we are as an organisation, and how we want to move forward. With this, we are delighted to introduce our new strategic priorities for the next three years which you can read on pages 28 & 29

We can’t end without mentioning all of the people who make this work possible - from our incredible staff and volunteers who show up with passion and commitment and care; to our partners, funders and supporters who share our determination to giving these young people the opportunities and future they deserve.

There’s no question that this work is getting harder but so too is our determination and we’re more grateful than ever to have you all by our side.

Thank you

Kayte & Vicki Big Leaf Foundation Founders

Editor: Sarah Amr Contributors: Abby Auty, Sally Bagwell, Ro Carter, Kayte Cable, Vicki Felgate and Koye Sofoluwe Guest Edits: Fahad, Raafat and Reem Design: Vicki Felgate Cover image: © Vicki Felgate/Big Leaf Foundation

Copyright Big Leaf Foundation August 2026

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HN
About us
Image © Vicki Felgate / Big Leaf Foundation
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about us

Our vision is of a community where displaced young people are valued, supported and given the opportunity to create better outcomes for themselves.

Big Leaf Foundation is an award-winning charity working with displaced young people aged 15-25 across Surrey.

Our projects range from sports, music and creative arts to full-day English language schools, specialised casework and residential workshops, alongside leadership programmes, summer schools and progression opportunities.

Our aim is to provide a nurturing programme of activities, projects and events that focus on combating social isolation, connecting young people to their communities and improving wellbeing. Our work is grounded in relationships, trust and the belief that every young person deserves to feel seen, heard and supported.

All of our projects are built with the focus of helping young people feel more empowered within their own lives, their local communities and Big Leaf itself.

Displaced young people are so much more than the status they have been given. They come with hopes, talents, determination and strength. For us, it’s not about proving their worth, but about creating spaces where others can recognise it too.

Until now, Big Leaf has been the best thing that has happened in my life in the UK. Through Big Leaf, I met people who were in the same situation as me, and I realised that I am not alone.” HN

Through our programmes, we provide opportunities for people to connect across communities and for the young people we support to build skills and a sense of belonging that can sustain them into the future.

4

our approach

We believe meaningful change begins with listening and we work with our young people to create spaces where they feel safe, heard and supported.

We stand alongside young people as they navigate life in a new place, offering consistent support shaped by care and trust. Many of the young people we work with have experienced profound trauma, and we respond through relational, non-clinical support that prioritises stability and connection. In doing so, we help build communities that recognise their strengths, talents, and potential.

our anchors

Our anchors ground our work and guide our choices. These are not abstract ideals, but lived principles that influence our decisions, relationships & priorities.

Belief

We believe in the young people. They are resilient and capable and we see their potential in their growth in skills, knowledge, confidence and emotional maturity. We recognise their agency and expertise in charting their own paths, supporting their peers, and shaping our work. We hope that, through working with Big Leaf, they start to believe in themselves and that this belief enables them to build their lives with confidence and purpose.

Love

Young people need a stable foundation in order to grow into adulthood, and none more so than displaced young people who have lost their homes, families, and communities. When things are difficult, the only way forward is to remain grounded in love. We are not afraid to demonstrate love and be a consistent presence where young people can find friendship and begin to build a new sense of family. Holding this at our core is an active choice when so much else is out of our control.

Connection

We believe in the power of community, rooted in trust and honest relationships. Connection is essential for our young people, and we all benefit from closer bonds and deeper understanding. We bring people together to share different ideas and perspectives, while finding threads that connect us. This also applies within Big Leaf, where we are at our best when we lean on and learn from one another.

the way we work

Across all our work we prioritise five ways of working:

Youth leadership

We listen to young people and create opportunities for them to shape our work, develop their skills and take on leadership roles.

Partnership

We work with local organisations, agencies and businesses to create stronger referral pathways, opportunities and a welcoming and resilient community.

Lifting young people’s voices

We create space for displaced young people to share their experiences in ways that feel right for them, while celebrating their achievements and contributions.

Informed by best practice

Our work is grounded in practical experience, academic learning and trauma-informed approaches. We support young people to grow in independence, build healthy relationships and connections within their communities, while prioritising safeguarding and careful risk assessment.

Positivity

We work with hope, courage and joy, recognising the strength and resilience this brings to our team and the young people we work with.

Equality

We aim to create a safe, inclusive environment free from bias, prejudice and hierarchy, where young people can grow and explore their potential in a non-judgemental space in which all participants are equal. We challenge ourselves and the young people we work with, to see difference as a strength and to be open to new ideas and experiences.

The lessons I learned [at Big Leaf] will help me face challenges with confidence, take responsibility, and support others just as I have been supported. This experience means so much to me - it has given me hope, direction, and belief in what I can achieve.” AMSAF

Our approach

5

about our young people

The young people we support have all been forced to leave their homes. Many fled conflict, political or religious persecution. Some were trafficked, others were kidnapped from their families and forced to train as child soldiers, and some were promised the dream of a better life and smuggled to the UK at huge cost.

Surrey is home to a significant number of displaced young people. In June 2025 there were 165 [1] Unaccompanied Asylum-Seeking Children (UASC) under 18 living in care, alongside many care leavers who continue to need support. Others have been resettled in Surrey with their families through government resettlement schemes, while some have arrived independently post-18 and been placed in asylum hotels.

Separated children often arrive alone, in shock and without language or cultural understanding. They must navigate a new country and a complex asylum system without the support of family or friends. Even those who come with family or through resettlement schemes find the experience overwhelming and uncertain. Cut off from everything familiar, displaced young people are especially vulnerable to loneliness, isolation and anxiety, and face major barriers to accessing legal support, education, employment and, above all, community.

Policy landscape and wider context

The asylum and immigration landscape continues to shift, with many of the changes causing greater uncertainty for the young people we support.

In February 2025, the UK Government introduced changes to the immigration rules that will prevent people who arrived in the UK through irregular routes from ever receiving British citizenship. It also announced plans for a 20-year route to citizenship for those granted refugee status and reduced leave to remain permission to just 30 months with a review of whether their status is renewed or revoked based on the situation in their country of origin.

While most of the young people we support arrived as unaccompanied children and are exempt from some of these proposals, those who entered the adult asylum system - whether because they were wrongly assessed as adults or arrived after turning 18 - faced increased uncertainty about their futures.

These policy developments were accompanied by additional proposed immigration legislation and an increasingly hostile public debate around asylum and migration. Although many of the proposals remain subject to parliamentary scrutiny, the language used across political discourse has contributed to a climate where many displaced young people feel less welcome and less secure. This was reflected in the racist violence that took place across parts of England and Northern Ireland during the year, where far-right groups targeted asylum seekers, refugees and minoritised communities.

At the same time, the asylum system remained under significant pressure. While the backlog of initial decisions reduced, significant concerns remain about the quality of decision-making. Recognition rates for some nationalities, most notably Afghans, declined, despite there being no feasible return mechanisms in place; and pressure continued to shift to the tribunal system. The average time for an asylum appeal to be cleared reached 67 weeks in early 202 ~~6~~[2] and this has been compounded by the difficulties accessing legal representation. For many, this means prolonged periods of uncertainty with months or years added to an already lengthy process before they can begin to rebuild their lives in safety.

Our response

In an increasingly uncertain environment, the importance of community has never been clearer. Throughout the year, Big Leaf has continued to provide the consistency, relationships and opportunities that help young people build independent lives. Whether passing exams, developing new skills, volunteering or forming lasting friendships, each step forward strengthens not only the lives of individual young people but also the communities they become part of. Investing in displaced young people is an investment in a more connected, compassionate and resilient society.

251

86

8%

60%

young people supported

were new to us this year

girls & women

aged 15-18

1. Data from Surrey Virtual School, June 2025; 2. Ministry of Justice, 2026

6

About our young people

big leaf in the words of the young people

The young people are the best articulators of our work and impact. In their own words, they capture what Big Leaf is all about.

In Big Leaf, the place you were born or the nationality you have is not important. I could find peace knowing my appearance or religion doesn’t make me different.”

HJ

Big Leaf gives us a safe and supportive space to learn, share ideas, ask questions and grow as individuals.”

AA

Big Leaf means to me a place that I find myself happy. I also learn new information. Big Leaf ESOL has taught me many things. I like Big Leaf.”

N

With Big Leaf I enjoy football and English class, I made many new friends.”

All of the staff... are kind and help the young people. If you want help, they will help you. Big Leaf do lots of activities... they bring people together.”

When I came to Big Leaf no one asked me questions. There was no judgement, just welcome.”

M

AAJ

HN

Every time we came together and had conversation, it felt like therapy. I felt relaxed, safe and free.”

AY

The staff and volunteers created a safe, supportive environment where everyone was treated with kindness and respect.”

R

Big Leaf Foundation is more than an organisation for me... I found a family far from home.”

AMSAF

Big Leaf in the words of the young people

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Image © Adi Detemo / Big Leaf Foundation
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young leaders empowering young people to lead

Young people with lived experience of forced displacement have always shaped our work. We listen to their experiences, respond to their feedback and work with them to develop our programmes. Our Young Leaders programme underpins this - and this year we graduated our sixth group of leaders.

The programme builds the foundational skills, confidence and knowledge to help young people feel more empowered within themselves, their local community and within Big Leaf itself.

From team building and exploring identity at Jamie’s Farm to learning about human rights and democracy with students at Surrey University School of Law - we see young people grow in confidence and realise the power of their voice.

I learned that my voice matters and that my experiences can be a source of strength rather than limitation.” AMSAF

It’s these voices and experiences that have such a profound impact on our programme partners too.

Our Young Leaders Graduation is one of the highlights of our year. It’s a chance to celebrate the young people. But it’s also become an important community event - where our partners, supporters and friends get hear the young people speak and see a little of the brilliance and strength we see in these young people every day.

Today is the start of the next chapter for all of us as young leaders, now it is our choice how to listen and lead in our community.” AA

Since graduating, the group have led conversations together during Refugee Week, exploring what it means to be part of a community, and shared their thoughts and experiences as part of our strategy conversations. We’re excited to see what comes next for them.

Thank you

...I thought I would be teaching, helping others to grow. But I realised how much I was learning from all of you. Your journey and determination showed me that no matter what path you are given, you can and will make it.” Issy, Law student

With thanks to The Listening Fund for supporting this programme over the last two years; to our programme partners Jamie’s Farm , Surrey University School of Law and Guildford Shakespeare Company ; and our mentors who helped the young people practise their graduation speeches ahead of graduation; and to Lady Elizabeth Toulson CBE DL for presenting the awards during graduation and for her continued support for our work.

8

Youth leadership

leadership in action

Our leadership programmes support young people to share their experiences and speak out on the issues that matter to them. We’re committed to creating opportunities for young people to lead at all levels within Big Leaf and to pursue opportunities for them to influence and create change in their own lives and communities.

We’re proud to see more young people than ever before choosing to step forward as leaders and ambassadors - co-creating programmes with us, supporting their peers, making educational films, training our partners, participating in policy and advocacy work and shaping our work at a strategic level. Here are some highlights from the year.

In November, H shared his experience of hate crime and the impact of riots outside his hotel during the Surrey Race Independent Advisory Group meeting. He spoke to more than 50 people with representatives from Surrey Minority Ethnic Forum, community and faith leaders and borough commanders present.

Creating films that raise awareness

Policy and advocacy work

Our new film Echoes of Hope was co-developed with our leaders and ambassadors as a response to their struggles in education. In the film three young people talk about the (re)traumatising impact of events back home and how this affects their education; and share their ideas for how colleges can better support displaced students in the classroom. It also aims to broaden understanding of the many barriers to a consistent and meaningful education. Watch the film [link] .

Mohi spoke to her MP, Zöe Franklin, about the impact of not being able to work while going through the long asylum process. During a debate about the new Immigration Bill on 12 May, Zöe, used Mohi’s story to illustrate the importance of a proposed amendment to the Right to Work. Watch the clip

In July, Randy presented at the Association of Directors of Children’s Services conference. He talked about his experience of being placed into ESOL without the chance to demonstrate his skills, and what it means to feel genuinely supported to achieve his educational goals.

Shaping our new strategic plan

This year we took some time as a team and with our young people to reflect and to build our strategy for the next three years. Through a series of conversations young people shared what matters most to them about Big Leaf, what we do well, where we can improve, and their ideas for the future. These insights have helped to shape our priorities for 2026-2029. Read more on pages 26 & 27

I lost count of the number of delegates who stopped me to tell me how inspired they were... Many said they were taking away ideas to develop with young people in their own local authority area, so your reach and impact goes well beyond Surrey’s borders.”

Co-creating projects and supporting others

Young people shape so much of what we do and most of our core programmes now have ambassadors - young people who have been through the programme and are bringing their expertise and ideas to help develop and lead and support new participants.

Rachel Wardell, Head of Surrey Children’s Services

Training police and faith leaders

We were invited to participate in training for the National Black Police Association during Islamophobia Awareness Month in November. One of our Young Leaders, AR, recorded a video about his experiences as a young Muslim refugee resettling in the UK, which was shown to 300 police officers and staff during the event.

Look out for our Youth Leadership icon throughout the annual review to see how young people are shaping the work.

You can also read about how young people are training to support their peers through our new Community Casework programme on page 11

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Thank you

Huge thanks to all of the young people who have stepped forward to lead, to support and to use their voices to advocate for their peers. You are incredible and we are deeply proud of you all.

project ambassadors

young people engaged in policy & advocacy and training & awareness work

14

9

Youth leadership

casework providing support in challening times

As demand for support increased across Surrey, our Casework team provided practical support during housing insecurity, asylum claims, age disputes and the challenges of early adulthood to displaced young people across the county.

Following the departure of our incredible West Surrey caseworker Daud - whose kindness and knowledge has been instrumental in ensuring each displaced young person arriving in Guildford received support to build the foundations for a bright future - we moved from an East/West delineation into a single Surrey-wide provision.

Housing issues, benefits and employment support accounted for a significant amount of casework throughout the year, reflecting the challenges many young people faced as they navigated adulthood without the family networks and support systems that many of their peers rely on.

Age assessments

We also continued to have the invaluable support of our volunteer caseworker, Alison, who will soon be joined by graduates of our new Community Casework project (see page 11).

Against this backdrop, demand for support continued to rise. Over the year, our caseload increased by 55 per cent across Surrey. The move to a Surrey-wide model enabled us to respond flexibly to this growing need, with 57 per cent of cases in East Surrey and 43 per cent in West Surrey.

Growing up in a hostile environment

One of the clearest trends this year was the increasing age of the young people needing support - 79 per cent of our cases were with young people aged 18 and over. This reflects a real lack of support for displaced young people in this age bracket in particular; whether they are care leavers experiencing the consequences of local authority budget cuts or recently granted refugees from the adult asylum system pushed out of s95 accommodation with only 42 days to set up a bank account, open a universal credit claim, try to find work and try to find accommodation.

90%

102 young people supported through casework

positive outcome

This year also saw a significant increase in age assessment cases, with age-disputed young people making up 15 per cent of our caseload. Many of these young people had been placed in adult accommodation after the Home Office questioned their age without carrying out a full Merton-compliant age assessment. In several cases, documentary evidence or witness testimony supporting their claimed age had not been properly considered. As a result, some young people experienced extensive traumatic experiences while in adult accommodation.

Appeals

As Home Office refusals increased, more young people entered the appeals process, at the same time a shortage of legal aid providers left many unable to access legal representation. Some had their cases dropped by solicitors who no longer had capacity, forcing them to find new representation while navigating the lengthy appeals system.

This had a dramatic impact on mental health, as the prospect of being forced to wait more than a year for a tribunal hearing under the stress of living with insecure immigration status in the UK can easily destroy the hope that our young people have worked so hard to maintain.

79%

29%

of cases were for over 18s

included housing issues

related to asylum cases/legal support

were for emotional support

30%

35%

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Casework

NEW PROJECT

community casework

Our new Community Casework project trains, mentors and empowers young people with the skills needed to support other displaced young people. It starts with a simple shift - from support being delivered to young people, to being built with them.

In late 2025, we ran our first Community Casework project after noticing that settled young people, particularly our Young Leaders, were already supporting their peers with casework-related challenges. They were helping others understand complex systems, translating letters and offering reassurance during difficult moments, without formal recognition, support or training.

The project was created to recognise the value of this work and build on the existing skills and experience of the young people.

Through structured training, mentoring and opportunities for progression, we wanted to create meaningful pathways into future employment while strengthening peer support within our community.

This project responds to the structural imbalance in how casework is often provided - where displaced communities are positioned as recipients of support, rather than being supported into roles where they can help others.

It reflects our belief in the power of young people to shape and strengthen the communities around them. By investing in their knowledge, skills and leadership, we hope to build communities that are connected, resilient and able to support one another for years to come.

Learning to support, together

Over an eight-week programme, six young people came together to explore what casework looks like in practice. The group learnt about immigration and human rights law, policy systems and Social Services provision; as well as technical skills on providing safe supportive advice, case management and best practice. The programme also included sessions with partner organisations, giving participants insight into different approaches within the sector.

Being part of the Community Casework Project has been a truly meaningful and life-changing experience for me. Through this programme, I’ve learned not only practical skills, but also the importance of empathy, patience, and really listening to people’s stories. It helped me grow in confidence and believe more in myself. I now feel more comfortable communicating, working in a team, and supporting others in a respectful and professional way.” Elias

Progression routes

On completion of the course, participants were offered the chance to gain practical experience as Community Casework Volunteers, providing information and support to new young people attending our Youth Hubs, with opportunities to progress to supporting more complex casework under the supervision of our Lead Caseworker, Ro.

Seeing our first graduates step into volunteering roles, run workshops and support other young people has been genuinely inspiring and we hope to secure funding to offer the programme again next year and see it replicated elsewhere across the sector.

Read more about our Community Casework programme at www.bigleaffoundation.org.uk/ - community casework

Thank you

Huge thanks to the Community Foundation for Surrey whose flexibility and open approach to funding were instrumental in allowing us to run this project; to Tresanton Trust for funding our overall Casework provision; and to our colleagues and partners across the sector who helped shape and facilitate the sessions including Theo Kostidakis , Claire Fletcher and Ella Hood.

Youth leadership

11

strengthening our voice

Over the past year, Big Leaf has strengthened its communications through a refreshed visual identity, a clearer and more consistent approach to our digital channels, and a stronger focus on sharing young people’s voices and experiences.

Big Leaf gets a new look

We have grown and evolved as an organisation and community over the last few years. We wanted our visual identity to grow and evolve with us and reflect who we are today. We worked with a designer to refresh our brand - modernising our logo, expanding our colour palette and ensuring our visual identity reflects our voice and messaging.

We launched our new brand in April 2026. Since then, we’ve been able to produce more visually consistent and compelling communications across our channels. The rebrand has also made it easier for our Communications Lead to produce content more frequently through the use of templates, which has had a positive impact on our social media growth.

Our social media work

Following a six-month gap in our communications team, we resumed consistent posting across all our digital channels in June 2025. Our content focuses on project activities, amplifying young people’s voices and experiences, and sharing organisational milestones and updates.

We also take part in sector-wide campaigns and conversations, using these spaces to share our knowledge and experiences and to stand alongside the young people we support.

In late 2025, we welcomed a new social media volunteer committed to content creation. Reem, a young person with lived experience of the UK asylum system and a regular at our Guildford Hub, has been working alongside our

Communications Lead, Sarah, with a specific focus on creating content for Instagram. Her perspective is invaluable in helping us centre the voices of young people in our comms work, and we’re very grateful for her time. See an example of Reem’s work and hear what the work means to Reem on page 13

Policy constultations

We continue to work with local and national charities, funders and other partners to advocate alongside young refugees and people seeking asylum, helping ensure their experiences inform the decisions that affect them.

Campaigns, consultations and policy discussions can often feel disconnected from the people they are intended to serve. When we contribute, we bring the perspectives of our young people into those spaces. Sometimes that means taking consultation questions to our Young Leaders. Sometimes it means asking questions around the dinner table at our youth hubs about how a proposed policy would affect their lives. By listening first, we can help ensure lived experience shapes advocacy and decision-making.

Thank you

Huge thanks to the National Lottery Community Fund for supporting our comms work, to our Social Media Volunteer Reem ; to IMIX for bringing organisations together through their sector communications meetings; to Mardiyah Alexandra Miller for designing our rebrand; and to all of the young people who have trusted us with their words.

12

Strengthening our voice

GUEST EDIT

beyond community

In this guest edit, our Social Media Volunteer Reem reflects on her journey with Big Leaf, from finding a community to becoming part of our Comms team.

When I came to the UK, everything felt unfamiliar and overwhelming. I was trying to rebuild my life while carrying the weight of difficult experiences from my past. My mental health got worse and my social anxiety made me feel unwelcome, scared of the outside world, and emotionally distant from people.

Moving to Guildford and finding Big Leaf was a turning point for me. It became more than just a place to attend activities – it became a community where I slowly and without judgement, felt welcomed, accepted, and understood.

As a young person supported by Big Leaf, I took part in different activities that helped me grow more confidence and feel less alone. The staff and volunteers created a safe, supportive environment where everyone was treated with kindness and respect. They encouraged me to try new things, meet new people, and believe in myself, even when I struggled to do that on my own.

Over time, I realised I wanted to give something back. When the opportunity came to volunteer as part of the Communications team, I was excited to be involved in a different way. It feels meaningful to help share the stories, achievements, and positive impact that Big Leaf has on so many young people. Being behind the scenes has given me an even greater appreciation for the passion and dedication of the team.

Volunteering has helped me develop new skills in social media and communication while allowing me to express my creativity. Most importantly, it has given me the chance to contribute to a community that has played such an important role in my own journey.”

Looking ahead, I hope to continue building my skills in social media management and creative content while supporting Big Leaf’s mission. I want more young people to discover the same sense of belonging, hope and encouragement that I found here.

Big Leaf believed in me when I needed it most, and I will always be grateful to be part of such a caring and inspiring community.” R

Guest edit

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youth hubs where community comes together

Our youth hubs in Guildford and Redhill are safe spaces for social activities, casework drop-ins and community meals. The hubs have been running for over six years and continue to be the cornerstone of so much of our work with displaced young people.

Our weekly hubs provide a safe space where young people can meet, learn about Big Leaf projects, and have meaningful conversations about the issues affecting their lives. Young people often talk about conflicts in their home countries or the challenges of the UK immigration system but we also discuss wider questions about race, gender and climate.

This year, there were more than 1,350 attendances across our youth hubs. Behind every attendance was a young person seeking something different, whether friendship, support, advice or simply a place where they felt they belonged.

Building friendships and finding support

for help, we create a culture of care where young people look out for one another, offer support and help ensure no one is left behind.

Sharing food and cultures

A core part of every youth hub at Big Leaf is sharing a meal together. Whether it’s Qabeli Pilau, Gaema or Doro Wat and Injera, cooking and sharing food from young people’s own cultures provides so much joy. Many of our young people live in Section 95 accommodation - where they cannot cook for themselves and are struggling to make ends meet due to the cost of living crisis - sharing weekly meals at hubs is especially important.

Some young people felt isolated and just wanted somewhere to make friends. It’s important to recognise how frightening it is to find yourself on your own in a new place as a young person. Our hubs are often the starting point for young people to build new friendships and connections.

Others needed support and a friend brought them along to the hub and introduced them to us. The overwhelming majority of our casework came from our hubs this year - showing how valuable it is as a place to get help and support. Through making our hubs places where young people know they can ask

41

Hub is full of activities - food, meeting new people, cooking together. It feels nice. Ro always tells me important information.” AY

Thank you

We couldn’t run our hubs without our incredible volunteers, whose energy and kindness ensures each and every young person feels welcome the moment they step into the space. Huge thanks to hub volunteers Aaisha , Alfie , Alison , Ash , Daud , Ella , Hannah , Jess , Nesra and Sophia .

10

hub sessions this year

young people (average) at hub each week

dedicated hub volunteers

65

14

Building communities

----- Start of picture text -----
garden project growing skills
and connecting with nature
Our Gardening Project is now in its third year and continues to provide
opportunities for young people to learn new skills, spend time outdoors
and connect with nature.
This year, we wanted to give gardeners from
previous years the chance to build on their
experience by managing a growing space
of their own. We planted different vegetables... peppers,
potatoes, tomatoes... the garden grew very
Thanks to Chris and the Community Outreach well. We have been harvesting for the last two
Team at RHS Wisley, a group of young people took months and everyone living in the house has
on a plot in the Community Garden at Guildford
been eating from it. It is something that brings
Nursery School. Together, they prepared the
so much joy that it cannot be put into words.” I
ground and grew carrots, chillies, onions and
salad vegetables.
Looking ahead
Our garden at St Mary’s Church in Guildford town
centre also continued to flourish, with a vibrant This year highlighted some practical challenges
display of sunflowers and squashes brightening the in maintaining a shared external plot at Guildford
space and attracting the attention of passers-by. Nursery School. Exams, distance from where young
people live and the demands of a particularly dry
Growing where young people live summer made regular attendance and watering
more difficult.
Alongside the Guildford Nursery School plot,
gardening continued in the placements where As a result, we will focus on developing gardening
many of our young people live. With support from opportunities within placements going forward,
house managers and keyworkers, young people where engagement is easier to sustain and young
were able to sustain their interest in gardening in people can take part more consistently.
a more accessible setting.
Thank you
The hot, dry summer still allowed for strong crops With thanks to Alison for leading our gardening project; to all
of tomatoes, peppers and chillies, and the gardens the placement staff Abigail , Emma and Wendy who have
proved a positive and practical way for young supported young people to grow fruit and vegetables at home;
people to engage with nature in their daily lives. and to Chris and RHS Wisley for your continued support.
Health & wellbeing 15
Image © Vicki Felgate / Big Leaf Foundation
----- End of picture text -----

sports finding friendship and belonging

Sport remains one of the most powerful tools for building trust with young people, especially those new to Surrey. This year, we opened up our spaces to create more opportunities for meaningful connections to form.

Big Leaf’s Sport Programme often acts as a gateway to our other projects and services. We’re proud of the progress we’ve made in creating welcoming spaces where young people can find safety and connection.

Our weekly football sessions in Guildford and Redhill continue to be some of our busiest spaces. This year 154 young people joined our regular sessions, a 34 per cent increase on last year.

In addition to the physical and mental health benefits of sport, these sessions provide a space where young people can build friendships, develop confidence and establish a sense of routine, particularly during periods of uncertainty and change.

Building community through sport

This year, we intentionally opened our football sessions to the wider community, encouraging young people to bring friends and creating more opportunities for social connection. By focusing on collaborative play and bringing people from different backgrounds together, the sessions have become a space where friendships can develop naturally.

For many young people, these sessions provide opportunities to practise English, connect with new people and build confidence in their new communities - creating a sense of belonging in the place they now call home.

Playing football here has changed things for me. Before, I felt like a visitor in Surrey. But playing alongside local people, sharing a laugh, and winning games together has made me feel like I finally belong. I’m not just playing a sport, I’m making a home.” AA

When I first joined I wasn’t sure if I would be accepted but the guys are such a lovely group, very welcoming and fun to play with. I now always look forward to playing with them every Friday.” J, friend of a young person

Thank you

With thanks to our funders BBC Children in Need , the Mercer’s Company and the Wisley Foundation ; and to our volunteers and ambassadors, Nikki , Anto , James , Henry , Abdulsalam and Sab.

for 44

15

young people joining regular sports sessions

young people it was their first introduction to Big Leaf

friends from the local community joining sessions

154

16

Health & wellbeingSport

sports for connection

Sports for Connection brings displaced young people and wider communities together through sport, helping to reduce isolation, strengthen connections and build confidence through regular engagement with local partners.

Launched in 2024, the project has grown from a one-off community football tournament into a year-round programme delivered with schools, universities, emergency services and local sports organisations. This year, we delivered 7 events for almost 300 young people and community members, from cricket and volleyball to bowling, gaming and flag football, each designed to bring people together in informal, welcoming spaces.

Breaking barriers

These experiences help challenge assumptions on all sides. By spending time together, participants gain a better understanding of one another’s experiences, interests and aspirations, creating stronger and more connected communities.

Thank you for today’s session... Great energy and a brilliant way to bring people together. Looking forward to the next one.” N

Gaining the trust of the boys and showing them that we love our sport and enjoy the engagement is really important.” Dallas, Surrey Police

Learning along the way

As the project has grown, we have continued to refine our approach - with feedback from young people encouraging us to expand beyond traditional sports and include more recreational and social activities.

These lessons have helped shape a programme that is increasingly focused on participation and community building, rather than sport alone.

It was my first time bowling, and it was an amazing experience. It will be a wonderful memory for me because of you all.” A

Thank you

Huge thanks to our coaches, Rob Wright from Kenningwell FC , Martin King from PM Active , Coach Creon & Bridget from Basketball4All , Surrey Sports Park and University of Surrey (WP & Success Team), and all of our community partners who’ve joined our Sports for Connection events this year.

It was amazing to see everyone coming together.” Kevin, St George’s College

7

sports for connection events this year

young people (average) at each event

community participants (average) at each event

26

13

17

Youth Leadership in actionBuilding communities

music connects coming together through music

Our Music Connects programme brings together displaced young people and young people from Surrey through a shared love of music.

What started in 2020 in response to social isolation during lockdown is now a regular programme shaped by young people. Our Music Connects ambassadors interviewed new participants and shared their ideas and experiences from previous programmes to help develop this years’ programme.

Music Connects includes a residential to build relationships and write a song, followed by recording, production and performance. This year also included open mic sessions at The Boileroom, where participants performed in different groupings to build confidence on stage.

Three days at Jamie’s Farm

We kicked off Music Connects with a three-day residential at Jamie’s Farm in Lewes, bringing together 12 young people (six from Big Leaf and six from local schools and colleges in Surrey) alongside a range of musical instruments.

Rather than starting with a fixed idea, the song emerged through discussion, listening and experimentation. Participants reflected on what mattered to them in the current global context, and the group unanimously chose kindness as their theme.

There was a shared understanding that kindness does not need to be grand. As O said: “Just a simple word is sometimes all you need.” This became both the message of the song and the tone of the residential.

Performing at G Live

The group reunited in November to perform their song Kindness in Style at G Live, Guildford, as part of the Stars in Surrey Awards.

For many, it was their first time on stage. While nerves were present, the group supported one another throughout, carrying forward the trust built at Jamie’s Farm.

Recording the song

Music Connects doesn’t feel like a project, it feels like a home shared by friends.” M

Each day started with shared farm activities, which encouraged teamwork and ease within the group, helping participants feel comfortable and connected before music sessions began.

In the afternoons, the group moved into music sessions, beginning the process of co-writing a song.

79

Following the performance, the group recorded their song at the Academy of Contemporary Music in Guildford.

Recording in a professional studio was a new experience for many young people. As they recorded and listened back, their confidence grew and collaboration deepened.

Thank you

With thanks to Youth Music , Arts Council England for funding Music Connects ; to our partners at Surrey Arts , The Boileroom , Jamie’s Farm , Academy of Contemporary Music , and our brilliant Music Connects Ambassadors Mobin and Hannah .

150+

community attendees and partners

young people

18

Building communities

GUEST EDIT

where my dream began

Fahad reflects on his journey with our Music Connects project, from dreaming about playing the violin to that dream becoming a reality.

In August 2025, I met the Big Leaf team and everything changed. When I told them how much I loved music and how I had dreamed of playing the violin for so long, they invited me to join their special project called ‘Music Connects’.

I could not believe it. This was the chance I had always hoped for.

We travelled to Jamie’s Farm, a quiet and beautiful place that felt like it was made for creating music. There, I met other young musicians. They were so kind, and even helped me learn how to play the violin alongside the teachers.

Over three wonderful days in October, we learned together, shared ideas, and were supported every step of the way. The teachers taught me the very basics - how to hold the violin, how to move the bow, how to find my first notes. We even wrote our own song together! Those three days were some of the happiest, most wonderful times of my life.

When it was time to leave, with everyone seeing how much I loved the violin, I was given my own instrument to take home. It meant more to me than I can say.

Big Leaf did not stop there. Later, they found me a very lovely teacher who has guided me ever since. They also helped me perform on stage a few times, giving me the chance to show what I had been learning and practising. Seeing them there to cheer me on meant the world to me.

Music Connects means more to me than just learning an instrument. It means being seen, being believed in, and being given a chance when I needed it most. Before this, the violin was just a dream. Now it is part of who I am.”

From the bottom of my heart, Big Leaf, thank you so much. You saw my dream, you believed in me, and you gave me the help I needed to make it real. I will never forget your kindness.

I recommend Music Connects to all people because music connects us in ways words often cannot.” Fahad

Guest edit

19

----- Start of picture text -----
Bringing personal stories to life on stage
To close the week, we partnered with Guildford
Shakespeare Company (GSC) and the Yvonne
Arnaud Theatre to present Welcome to Our Table,
a performance developed from the stories of
four of our young people and selected texts from
Shakespeare’s Comedy of Errors and The Stranger’s
Case from the Elizabethan play Sir Thomas More.
It was incredible to see how Shakespeare’s words,
written over 400 years ago, still hold such powerful
and relevant insights that echo the experiences
and stories of displaced young people today.
The play, performed by young people from Big Leaf
and GSC, explored themes of displacement, family,
and belonging. Scenes moved between home and
border crossings, memory and present, with stories
shared through spoken word, shadow puppetry
and live music.
It was important for us to share our stories
so that people can understand the journey
we have been through. If we don’t share this
history, others won’t know what our lives have
been like.” E
Read more about our Refugee Week activities at
www.bigleaffoundation.org.uk/refugeeweek2025
Thank you
With thanks to Youth Music and Arts Council England for
supporting our Open Mic night and theatre performance; to our
partners at Surrey Arts , the Boileroom , Guildford Shakespeare
Company and Eli Murton ; Surrey Fire & Rescue ; and finally to
our friends at St Mary’s & Holy Trinity Church , puppeteer
Emily Hembrow and composer performer Jaego Cable .
Building communities
Image © Big Leaf Foundation
----- End of picture text -----

refugee week community as a superpower

The theme for Refugee Week 2025 was ‘Community as a Superpower’ which gave us the opportunity to do what we do every day - to show up, listen and create together.

During Refugee Week we brought young people, volunteers, and community members together through shared meals, music, theatre, and sport. Each day offered a different way to connect and reminded us of the importance of the community we’ve built over the last seven years - who show up with care and compassion when it matters most.

Sharing food with Surrey Fire & Rescue

We started the week with a visit to Surrey Fire & Rescue. Young people cooked a traditional Afghan meal to share with the firefighters. During the meal the group chatted about food, life and the work of a firefighter and then had a tour of the station.

Celebrating voice and creativity

We organised an Open Mic night at the Boileroom - bringing young people and community members together to share their music. The line-up included Sudanese rap, singing in multiple languages, and the calming sounds of the mbira, a traditional Zimbabwean instrument.

What started as an open mic night became something much more personal - a space where people connected through sound, language and being present. Some stayed long after the last performance, gathering in small circles to talk, or just enjoy the feeling of having been part of something together.

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100

young people involved

community members across three events

20

education learning together

Our education programme provides structured and informal opportunities to learn English, GCSE support and pathways into higher education.

We see such remarkable determination from young people to build independent and fulfilling lives in the UK. Learning English is often at the centre of that journey.

Our weekly English classes focus on literacy, grammar and communication skills, alongside learning about life in the UK. Local trips and visits give young people opportunities to practice English in everyday situations and explore topics discussed in class.

Access to higher education

For the fourth year running, we partnered with Surrey Higher Education Outreach Network to help young people explore pathways into higher education and learn about the courses available.

We visited the University of Surrey and Royal Holloway - meeting students and tutors and taking part in taster sessions in AI, aerospace, forensic science and media ethics.

Street Law with the University of Surrey

I really enjoyed our visit to the art gallery and the palace... the artworks we saw in the gallery were very beautiful and interesting, and I learned many new things. The palace was also impressive, especially its history and design.” A

Street Law is a legal education initiative run by the University of Surrey’s School of Law, with finalyear students designing interactive workshops for young people. We joined a session centred on a crime of passion case, with young people taking on the role of jury members. The discussion also led to comparisons with how the law works in their home countries.

Staying safe and informed

Our classrooms are also spaces for discussing current affairs, changes in the law and issues affecting young people’s lives.

Following incidents of public and online harassment experienced by some young people, we developed guidance on staying safe and responding to difficult situations, alongside ESOL sessions on using language and physical space to de-escalate conflict, supported by Surrey Police.

GCSE support

GCSE English and Maths exams are designed for native speakers and can present barriers to further education and employment. We offer small group classes in both subjects to give young people the best possible chance of success.

[We’re] always very happy to have students from Big Leaf. Their voices and opinions often help us reflect on the purpose of the laws we study and the practical impact [of these]. We learn just as much, if not more, through conversations and discussions on the logic of the law.” Jessica, Surrey University School of Law

Thank you

Thank you to Annabel for volunteering so many hours to teach our classes; to Naoe and Chris for all their hard work enabling young people to pass their GCSEs; to Chris Dexter and the HEON team , and Jonathan and Thamasin from the Widening Participation teams at Surrey University and Royal Holloway for hosting us; and to Elizabeth Williams for providing yet another opportunity for us to connect with the law students. Thank you also to PC Skillicorn-Aston and PC Madgwick-Smith for coming in to help our students build confidence during difficult times.

attending ESOL

young people getting support with GCSEs

21 attending Access to Higher Education sessions

6

12

44

attending Street Law sessions

21

Growing knowledge

summer residential a week to slow down and build trust

Each summer, we take a group of young people to a farm for a chance to pause, reflect and connect with each other.

For the last six years, we’ve held our summer camp at Jamie’s Farm, a working farm designed to help young people build confidence and positive relationships. This year, we took a group of 12 young people to their farm in Lewes.

The residential offers the chance for young people - either new to Big Leaf or the UK, or those who have been facing challenges - to step away from daily pressures and connect with other young people. It also gives us the opportunity to build trust and get to know each young person so that we can better support them in the months and years ahead. Big Leaf started with a summer camp, and knowing the impact it has means we’re determined to include it in our annual programme.

A day on the farm

Each day starts with the sound of the cockerel, followed by the Big Leaf team singing “You Are My Sunshine” to wake everyone up. We then split into groups to feed the animals, and prepare breakfast before gathering around the table to share a meal. Then it’s time for our morning check-ins, sharing how we feel on a scale of 0-10 and giving a shout out to someone in the group. Each day we watched our young people step out of their comfort zones, practise their English and articulate themselves with a confidence and honesty that was beautiful to see.

Thank you so much. I got a little bit emotional during the day and I think I couldn’t describe my feelings. That was the best week of 2025 for me and I wish best of luck for all of you.” H

We milked cows, cared for the horses, chopped wood, gardened, cooked and even tried beekeeping. We went on long walks and played games along the way and took in the peaceful surroundings. There were so many firsts and countless moments that made us proud.

Our evenings were spent sharing meals prepared by the young people - incredible dishes from their home countries, often made from recipes passed from mother to child - and ending the night around the fire with games, laughter and reflection.

Beyond the farm

Every summer camp leaves us with moments we’ll remember for years to come, but its impact extends far beyond a single week. It creates space for young people to feel safe, valued and part of a community. Those relationships become the foundation for the support, encouragement and opportunities that continue long after we return home.

Thank you everyone very much [for a] week of learning and playing, leaving many memories, deep impressions, making many new friends, it was wonderful to [be] at the farm.” H

Thank you

With thanks to Surrey Virtual School for funding our Summer Camp and to the amazing team at Jamie’s Farm in Lewes for always making us feel welcome and valued and supported.

22

Building communnities

summer programme learning, exploring, belonging

Our summer programme responds to the challenges many young people face during the long school holidays, when isolation, boredom and a lack of routine can have a real impact on wellbeing.

For young people who arrive in the UK over the summer, these challenges can be even greater. Many wait months before starting college, leaving them without opportunities to learn English, build friendships or settle into their new communities.

Our summer programme introduces young people to the history, culture and everyday life of the UK, while creating opportunities to meet new people, build confidence, develop practical skills and, above all, enjoy being together.

Working alongside our youth ambassadors and partners, we co-created a summer filled with activities that strengthened language skills, encouraged friendships and supported wellbeing.

St George’s College

We spent three days with sixth form students from St George’s College, playing rounders and football, baking cakes, and creating art together. Planned by ambassadors from St George’s and Big Leaf, the programme brought everyone together through shared activities, conversations and teamwork.

...it’s incredible to learn how to communicate with someone when you don’t have the same words. [The project] has also given me a growth in perspective, it’s something I wouldn’t have thought about in depth, their lives, the choices our government makes and how this impacts them.” Madison, St George’s student

Discovering London

Two groups took day trips to London, exploring Westminster, Horse Guards Parade, Buckingham Palace and Trafalgar Square before travelling by boat along the Thames to Greenwich.

Young people were captivated by the city’s history, asking thoughtful questions about everything from the window where Charles I was executed and the Fourth Plinth in Trafalgar Square to Traitors’ Gate at the Tower of London. For many displaced young people, the cost of travelling to London makes a visit impossible, making the opportunity to experience the capital all the more meaningful.

Camping on the Thames

Our annual camping trip with Surrey Outdoor Learning and Development (SOLD) gave young people the chance to canoe, kayak, paddleboard and build rafts together.

For some, spending time on the water was particularly significant. Having experienced frightening journeys before reaching the UK, they were able to build confidence at their own pace in a safe and supportive environment.

Exploring identity, the law and faith

We spent the final three days at Surrey University - learning about the law with Surrey police, and exploring different religions with local faith leaders, including beliefs shared by all faiths and what tolerance really means. We finished with a workshop on identity and self-expression and young people created and shared beautiful speeches about their stories and experiences.

Thank you

young people

2216

individual learning hours

With thanks to the Community Foundation for Surrey, staff and students from St George’s College , Surrey Police , and the community faith leaders for giving their time; and to Thamsin Young and the WPO team at Surrey University .

59

23

Growing knowledge

NEW PROJECT

care leavers building support beyond the care system

Our new Care Leavers programme supports displaced young people leaving the care system and has been designed in collaboration with the young people we support, based on what they want and need.

Our aim is for displaced young people moving into independence to feel less isolated, more confident and with a skillset tailored to the challenges of leaving care.

Why this programme is needed

Unaccompanied young people leaving the care system are some of the most isolated young people we support. Social workers are replaced with personal advisors, their hours at college are often shortened and there’s lessening of overall support which happens almost overnight. This has a huge impact on the young people and we want to provide support ahead of time so that young people are better able to cope with the transition.

We also identified focused, peer-led workshops as the most effective way to share this information, with these sessions co-led by Raafat, a care-experienced young person and Big Leaf ambassador, and our Care Leavers Project Coordinator, Jessica. Read more in Raafat’s Guest edit on page 25

Young people driving change

In February, Big Leaf ambassador, Randy, spoke at UKCF’s Care Leavers Conference. He opened a panel discussion (main image) on ‘Recognising care experience as a driver for change’ and reflected on what it really takes to make education and employment pathways fairer, more accessible and supportive for displaced young people.

Research, planning and development

The first phase of the programme included conversations with young people with experience of leaving care, reviewing learning from partners at the Surrey House Project, gathering feedback from accommodation providers and keyworkers, and identifying common themes emerging through our casework service.

From this we know that young people leaving care want more information and support around accommodation, changes in education, managing bills, and accessing healthcare.

Before I found Big Leaf... I didn’t feel supported to pursue my interests or ambitions. That’s when I realised that many of the barriers care leavers face, especially young displaced people, are not about ability. They’re about systems that don’t see us fully as individuals with dreams.” Randy

Thank you

With thanks to our funders, Community Foundation for Surrey ; to Raafat for his commitment and expertise; and to Kidest , Randy and Nader for their invaluable input in the research phase.

24

Care leavers

GUEST EDIT

shaping the future for others

Raafat, a young person previously supported by Big Leaf, reflects on his experience co-leading our new Care Leavers project.

When Jessica first spoke to me about the Care Leavers project, I wanted to be involved because I felt it was an opportunity to make a positive difference. During our initial discussions, we talked about the purpose of the project, the challenges that care leavers face, and how we could develop workshops that would provide useful information and support.

Being part of the research and development phase of the project has been a meaningful experience for me as a care-experienced young person. It has given me the opportunity to contribute my perspective while learning more about the systems and services that affect the lives of young people leaving care. Throughout this phase, I developed a greater understanding of refugee law and the UK asylum process, the Care Act, and the rights of looked after children and care leavers.

One area that stood out was legislation, policy and advocacy. I realised that positive change doesn’t happen by chance - it happens when people work together, listen to lived experience, and use that knowledge to influence policy and practice.

This has inspired me to believe that careexperienced young people have an important role to play in shaping the future for others.”

I also found learning about clinical supervision and emotional wellbeing valuable. It reminded me that supporting young people is not only about practical help but also about understanding the emotional impact of their experiences. Creating safe spaces where people feel heard and respected is essential for building trust and helping young people reach their potential.

I hope this project continues to place careexperienced young people at its centre, because the best ideas often come from those who have lived through the challenges themselves. I am grateful to have been involved and look forward to seeing how this work continues to make a positive difference in the future.

For me, being part of this project has been about more than gaining knowledge. It has been about feeling listened to, building confidence, and knowing that my experiences can contribute to improving services for future care leavers.” Raafat

Guest edit

25

priorities for the next three years

The past eight years have been a journey of learning and adapting, of listening to the young people we work with, building connections and partnerships and holding ourselves to the highest standards. As we look to the future, we’re proud to build on what makes our work special and successful through our new strategic plan.

Connection and community at our core

Last year we talked about governance structures and operational and admin changes aimed at strengthening organisational oversight, and we introduced our new trustees.

This year we took some time as a team and with our young people to pause and reflect and to build our organisational strategy for the next three years.

We wanted it to focus on what young people need and want. In a series of conversations we invited our young people to share what matters most to them about Big Leaf, what we do well and where we can improve, and their ideas for the future. We combined these insights with the knowledge and passion of our staff team to set our priorities for 2026-2029.

This is the thing young people value most about Big Leaf. We will continue to be a place of welcome, where displaced young people can meet people, make friends and find support - through our youth hubs, casework service, sports activities, education and summer programmes and music sessions. We will be a consistent presence and create safe, secure and non-judgemental spaces where we can all belong, on equal footing.

We will maintain our ethos of being there for the young people we work with. We will support them when they need help and stand alongside them when they need an ally, and we will always work in a way that builds independence rather than entrenching dependency.

Meeting young people as soon as possible

Over the next three years we will hold at our core what our young people care about the most - the opportunity to connect and meet other young people, both displaced and settled, and become part of a community. But we will also deepen our work with young people - formalising the structures of youth listening and leadership; working harder to meet as many displaced young people in Surrey as possible, as soon as possible; and investing in fundraising to build greater sustainability in our funding base.

Everything is better when you have friends and connection.” HJ

Our young people often tell us that the first weeks after arrival are the most difficult and isolating and this is when despair and loss of hope can take over - making them vulnerable to exploitation or unhealthy coping mechanisms. They also tell us just how important it is for them to connect and build positive relationships as soon as possible.

With this in mind, we will further strengthen our referral routes, develop our communications channels and work with our ambassadors and community caseworkers to ensure that, where possible, we meet all looked-after displaced young people within a month of arrival. We will also continue to improve the pathways through Big Leaf so that young people receive the support they need as their circumstances and goals evolve.

When I first arrived I knew I had arrived in a good country but I still felt scared and nervous at the start. I think everyone feels like this. The thing they need the most is to connect with other people, straight away… to make friends, to be busy and have activities to join.” HN

26

Priorities for the next three years

Expanding language and life skills

We know that the young people we support are keen to learn English and are often frustrated with the lack of opportunities to do so. We provide both structured and informal opportunities for learning through our programmes.

Young people value these opportunities, but have identified areas where they would like additional support, including with basic life skills, workplace skills, personal and online safety and advanced ESOL.

We will continue to adapt and respond to these needs through our existing programmes, while also fundraising for and developing a more holistic education and skills programme, designed with the young people who need it.

...more projects focused on how to live in this country - the most important thing young people need is to know how to live safely and how to live well here.” HJ

I would really like more help around future career goals and education goals and how to achieve these.” AAJ

Formalising structures of youth leadership

Young people with lived experience of forced displacement shape every aspect of our work. We co-design programmes with them, respond to their feedback and create opportunities for them to lead and influence.

We have supported 6 groups of Young Leaders and created formal ambassador and peer-casework roles. These roles recognise the support young people offer each other and create opportunities to develop their skills and leadership abilities.

Over the next three years we will formalise the structures of youth leadership through the creation of lived experience roles and the establishment of a Youth Advisory Board, giving displaced young people strategic, governance and operational input.

Leadership shows up in small moments… in listening, in stepping up and in supporting others. Today is the start of the next chapter for all of us as Young Leaders… now it is our choice how to listen and lead in our community.” AA

Building links across communities

Building supportive communities has been an important part of our identity since the start. We know that strong and connected communities are the most resilient to hate and division and this benefits us all. We remain committed to building links across communities and across language and cultural divides. We will strengthen existing project partnerships and look for new opportunities - making sure that ‘community connection’ is embedded in new programmes wherever possible. But always being mindful of safeguarding.

You can’t say it’s a country of diversity if people live in their own bubble within their own nationality. If you live just mixing with your own culture and nationality you miss opportunities. I want to advise people to get out of their comfort zone.” HJ

Investing in fundraising and organisational development

Big Leaf’s annual expenditure has increased 61 per cent over the last three years. In that time we have built strong funding relationships and secured vital multi-year core funding. But as the landscape changes and with more competition for grants, we need to invest in fundraising to ensure we can continue our work in the long-term.

Over the next three years we will establish and deliver against a realistic but ambitious fundraising strategy. We will also review our organisational structure to ensure we have the right staff and volunteer roles to meet the needs of the organisation and our new strategic plan. In the first instance this will include the creation of a new dedicated fundraiser role to seek and pursue new funding opportunities.

Big Leaf is a small, agile, listening-led organisation and we are working in a fast-changing political and social landscape. With this we acknowledge that these ambitions might shift or take a backseat to other priorities over the course of the strategy period in ways we cannot predict.

Read our full three-year strategic plan at www.bigleaffoundation.org.uk

Priorities for the next three year

27

governance, structure & management

Big Leaf Foundation is governed by its Constitution incorporated on 14 July 2018. It was recognised as a Charitable Incorporated Organisation (CIO) on 14 December 2018 (UK Registered Charity Number 1181180 whose only voting members are its charity trustees (‘Foundation’ model constitution). Big Leaf is governed by the Board of Trustees who are responsible for ensuring the charity fulfils its charitable purpose - with oversight of governance, risk management, strategy and finance.

Appointment of trustees

Any person over the age of 16 who is willing to act as a trustee, and has not been disqualified from acting as a trustee by virtue of sections 178-180 of the Charities Act 2011 (or any statutory re-enactment or modification of that provision) may be appointed to be a trustee.

There must be at least three trustees and a maximum of eight. Each trustee is appointed for a term of two years by a resolution passed at a properly convened meeting of the trustees. Retiring trustees are eligible for reappointment. However a trustee who has served for three consecutive terms may not be reappointed except after an interval of at least one year.

Recruitment and induction

We follow a rigorous recruitment and induction process for trustees which includes a two-stage interview and a project visit prior to an offer being made. In selecting individuals for appointment as trustees, we consider the skills, knowledge and experience needed for the effective administration of the organisation.

Organisational oversight

The Board meets six times per year with an additional annual whole team strategy day. The Team & Line Manager and Programmes Manager report to the Board and have regular meetings with the Chair to discuss operational matters and resource needs. We operate three subcommittees covering risk, finance and fundraising, and safeguarding. Each includes two trustees and staff members and operates under clear terms of reference, reporting back to the main Board.

Our current Board consists of five trustees who bring diverse expertise across governance, immigration policy, philanthropic giving, evaluation and reporting, and strategic planning and change management. The trustees have paid due regard to guidance issued by the Charity Commission in deciding what activities the charity should undertake.

You can read detailed trustee bios on our website at www.bigleaffoundation.org.uk/operationsgovernance-team

Trustees are DBS checked at an enhanced level and have safeguarding and Prevent training (renewed every two years); alongside bespoke training in the context of forced displacement. We aim to pair each new trustee with a staff member and a young person to ensure their introduction to Big Leaf is rooted in the experience of our team and the young people we support. We also ask that trustees attend a minimum of two Big Leaf projects each year as this contributes to a better understanding of our organisation and how we work.

28

Governance, structure & management

GUEST EDIT

a new chapter for Big Leaf

In January, after eight years as Chair, our co-founder Vicki handed the role to Sally. Together they reflect on how Big Leaf has grown, what has remained constant, and what gives them hope for the future.

Finding strength in community

When Kayte and I first met in 2017, it wasn’t long after the refugee crisis had started to hit the news and there was widespread compassion and a real drive within communities to help. Communities saw what was happening and wanted to welcome people who were escaping unimaginable horrors in their own countries.

Over the years, that context has shifted. Where there was once a visible wave of public compassion and urgency in response to displacement, the environment has become more complex. Policy changes, hostile narratives and misinformation have made life harder for displaced young people and those supporting them.

Yet what has remained constant is the strength of the community around Big Leaf, which continues to show up with care, consistency and belief in the work.”

Over the last 8 years more than 700 young people have come through our doors - that’s 700 young people who wouldn’t otherwise have had that support, the opportunities to learn, to be welcomed and to have a community around them as they try to find their feet here.

Being part of that both as co-founder, working with the young people and team, and as Chair of Trustees working at a governance level has meant wearing multiple hats which hasn’t been easy. But it also gives me a massive sense of pride in everything we have achieved together.

I hope that what I done is create the space and provide the support for others to lead - whether that’s the young people, the team or our volunteers. I want Sally to also feel this same support as our incoming Chair - knowing that we are a team and a community, that we all support each other and will always do our absolute best for the young people we work alongside.

Vicki, Co-founder

Holding on to our core beliefs

Once you see Big Leaf in action, you can’t resist getting involved. For me, the joy, hope and positivity of Big Leaf’s work is a big thing that sets us apart. Many of our young people have been through and continue to experience really tough times, but if you come to a session you’ll see laughter and friendship alongside practical help and skills development.

I’m proud to be part of such a needed and impressive organisation, and honoured to be part of its future. The world we’re working in is changing rapidly, and that means we need to be flexible about how we work while holding on to our core beliefs.

Our staff team and the young people are the experts in the day-to-day work. The trustee board supports that by helping make the organisation more resilient, little by little, so it becomes easier and less exhausting to do the work that young people value.

We can’t do that job well if we only experience Big Leaf through trustee meetings. Part of our role is to see and feel what makes Big Leaf special from the perspective of young people and staff. We make better decisions if we bring all those perspectives into the discussion.

I want to be a support to our co-founders Kayte and Vicki and to the staff team, and make sure the trustee board provides the support and challenge that continues to strengthen the organisation We also have a role as allies, advocates and cheerleaders for Big Leaf and for the young people, bringing our different networks and experience to amplify the work.

I’ll only ever be one part of leading Big Leaf. There is brilliant leadership at all levels from the trustees to staff and to our amazing young people taking on young leader, peer caseworker and ambassador roles. I certainly don’t have all the answers, but between us we do.“

I hope to continue fostering Big Leaf’s wonderful culture of basing decisions on the skills and insights we can all bring, as we challenge ourselves to keep improving.

Sally, Chair of Trustees

Guest edit

29

risks & mitigations

The environment around refugees and people seeking asylum is increasingly hostile, affecting the wellbeing of our young people, staff and volunteers. At the same time, we are operating within ongoing funding and capacity pressures faced by many small charities.

We focus on identifying the risks that pose the greatest threat and defining realistic and effective mitigations. This organisational awareness means we can make careful choices about how we work and how we manage resources to build resilience in key areas.

We manage risk through two connected approaches - continually improving systems and investing in relationships with our young people, our team, and our wider network of peers and partners. This commitment to listening and communicating across all levels acts as an early warning system, helping us identify and respond to risks before they escalate. Alongside this, our risk subcommittee provides structured oversight and monitors key organisational risks.

Safeguarding and supporting young people

The challenges of displacement and resettlement mean that young people are vulnerable to homelessness, destitution and exploitation, alongside the deep psychosocial impact of living with ongoing uncertainty about their future, in a society that seems determined to exclude them, while also coming to terms with what they have lost.

We maintain a strong safeguarding culture, supported by staff and trustee training, robust policies and clear escalation processes. We also create reflective spaces where concerns can be raised safely. Our partnerships with external agencies remain strong, and this year we have placed particular focus on improving information sharing, with clearer roles and boundaries. Oversight is provided by our Safeguarding subcommittee.

Increasingly hostile environment

This year has remained highly challenging for people seeking safety in the UK.

The young people we support are not only exposed to the rising hateful rhetoric and antiimmigration demonstrations on the news, but are also experiencing its consequences.

Our direct safety risks have increased, as some of our young people have faced intimidation and harassment in public and at their homes. We have also experienced racist and openly anti-immigration comments during group activities in public spaces.

In response, we provide consistent, supported and varied safe spaces for young people, alongside clear translated guidance on how to respond to hostility. We stay closely aligned with Police guidance and sector partners, and have strengthened safety measures across our programmes, premises, online presence and data systems. Where we identify increased vulnerability, we put additional support in place.

We use our position in the community to exert influence through working with partners, responding to consultations and ensuring the voices of young refugees and asylum seekers are heard in local decision-making.

In our communications, we focus on hope and belonging as a way of countering harmful narratives.

30

Risks & mitigations

Fundraising

Like many small charities, we rely on grant income from trusts, foundations and individual donors, many of whom are themselves under increasing pressure from rising demand.

We have worked to diversify income away from reliance on a small number of large funders towards a broader base of support. However, the pool of donors focused on refugee and asylumseeking work remains relatively limited.

Our relational approach to fundraising means our engagement with funders is honest, detailed and collaborative, but building these relationships takes time. This year we have reviewed our fundraising strategy and the staffing capacity needed to support it, including ways to embed fundraising more effectively across the organisation.

For many staff, time with young people is energising, but roles can also be emotionally demanding and fast-paced, creating a risk of overwhelm and burnout. We manage this through regular communication and recognising that different individuals need different support and balance.

A major drive in our forthcoming strategy is to build an increasingly mature staffing structure that matches the needs of the organisation.

Other risks

We continue to actively manage other organisational and operating risks including board effectiveness, stakeholder relationships, capacity and ambition; and cyber security.

Our Finance and Fundraising subcommittee provides oversight, and we are strengthening systems including horizon scanning for funding opportunities and refining our ethical funding policy. We will continue to develop our fundraising strategy over the next year in line with our wider organisational strategy.

Staff wellbeing

Our staff team is committed, skilled and resilient, and their dedication to young people is central to our work. They often hold the emotional weight of the experiences young people share, and it is natural that at times this can feel heavy or difficult.

We prioritise creating space for openness through regular supervision, supportive line management and a collaborative working culture where people feel able to speak honestly.

Risks & mitigations

31

finance & accounts

Big Leaf Foundation is a registered charity and relies on donations from both trusts and individuals to continue its work.

We have continued to strengthen our relationships with key funders over the last year - several of whom provide multi-year core support, including The National Lottery, BBC Children in Need, Youth Music, The Wisley Foundation and Tresanton Trust. We were also delighted to be able to move two of our team members from self-employed contracts to employment contracts. Our aspiration is to transition all core team members to employment contracts over time.

Although our current funding partnerships remain vital, we are conscious that the external funding landscape has become increasingly challenging. To ensure long-term resilience, we recognise the importance of broadening our income streams so that we are less dependent on trusts and foundations alone. As part of our fundraising strategy, we plan to develop stronger connections with philanthropic donors and expand our community-based fundraising. These efforts will help us build a more balanced and sustainable funding model over time.

Statement of financial activities | for year ended March 2026

Income Trusts & grants: £214,475 Individual donations: £46,464 Gift Aid & interest: £8,421 Total: £269,360

Previous year: £336,626

Expenditure Core costs: £46,298 Staff costs: £202,592 Project costs: £86,398 Total: £335,288 Previous year: £295,425

Explanatory notes

While at first glance, these figures appear to show a £67,000 decrease in income, this is largely attributable to the timing of grant recognition. We received a £50,000 designated grant in March 2025 which, in line with our accounting policy, was not accrued and was therefore recognised in 2024/25, despite the majority of the funds being utilised in 2025/26. As a result, the apparent reduction in income reflects a timing difference rather than any underlying cause for concern.

Expenditure in 2025/26 increased by approx. £40,000. This increase is primarily due to: (1) investment in new projects, including Community Casework; (2) new infrastructure costs, including our

new HR platform; (3) one-off rebranding and design costs; (4) costs associated with transitioning members of the staff team from contractor to employee status; and (5) additional staff costs due to the implementation of a five per cent pay rise in April 2025.

Our cash position remains strong, and we are confident that 2026/27 will present a similarly robust financial picture. So far in the current financial year, we have already secured income exceeding the total income achieved in 2025/26, with additional funding opportunities in the pipeline.

32

Finance & accounts

Reserves policy

The trustees maintain reserves to provide financial stability and ensure the continuity of the charity’s activities during periods of uncertainty. Following a review of our financial risks, discussions with peer charities, benchmarking against reserves policies both within and outside the sector, and consultation with our independent examiner, the trustees have adopted a target reserve level equivalent to three months of operating expenditure.

At the year end, unrestricted and undesignated reserves were approximately equivalent to one month of operating expenditure. Trustees have therefore adopted a phased three-to-five-year plan to build reserves towards the target level, initially seeking to double current reserves over the next three years through contributions from unrestricted income. Progress against the target will be reviewed annually as part of the charity’s financial planning process.

Restricted and designated funds

Funder and project name	Purpose
BBC Children in Need	Multi-year core funding for our Sports
Staff costs	Programme Manager
Community Foundation for Surrey	Summer Programme, care leavers support
Project and core funding	and strategic transformation
Guildford Borough Council & Rotary Club	Chosen charity for the Mayor of Guildford’s
Football	Diversity Show - designated for football
Salesforce	Salesforce World Tour nominated charity -
English sessions	designated for our English language project
Surrey Virtual School	Funding towards our Summer Camp and
Summer Camp and flm project	our new flm for colleges and schools
The Mercers’ Company	One year project funding towards our weekly
Football	football sessions in Redhill & Guildford
The National Lottery Community Fund	Multi-year core funding for Programmes
Staff costs & offce lease	Manager, Comms Coordinator & offce costs
Tresanton Trust	Core funding for our Casework service in
Casework	Redhill & Guildford
Wisley Foundation	Year two funding for our Sports for
Sports for Connection	Connection Programme
Youth Music	Year two funding to deliver our Music Connects
Music Connects	Programme in partnership with Surrey Arts

Finance & accounts

33

thank you

We’d like to thank everyone who works alongside us with kindness, compassion and a shared determination to give displaced young people in Surrey the opportunities and the future that they deserve.

Donors

Arts Council England BBC Children in Need Community Foundation for Surrey Dunottar School Guildford Borough Council Guildford Rotary Club North Wood Morris Dancers Salesforce

Surrey County Council/Surrey Virtual School The Mercers Company The National Lottery Community Fund

Tresanton Trust Wisley Foundation Youth Music

We’d also like to thank all of the individuals who have given one-off or regular donations this the year - there are too many to name but we are grateful to you all.

Partners

Academy for Contemporary Music | Hollie & Finn Aristar Consulting | Paul Glynn Basketball4All | Bridget & Creon East Surrey College | Alam Begum & Ian Willitt Guildford Cricket Club | Ahmed Hussain Guildford Shakespeare Company | Eli Murton Higher Education & Outreach Network | Chris Dexter Holy Trinity & St Mary’s Guildford | Chloe, Corinne & Simon International Rescue Committee | Jude Darwich Jamie’s Farm | Clare, Laura & the whole team Kenningwell FC | Rob Wright

Lady Elizabeth Toulson Mindworks Surrey (formerly New Leaf) | Vicky Lord PMActive | Martin King RHS Wisley Community Outreach team | Chris Young

Surrey Arts | Jim & team Surrey Football Association | Rob Bryant

Surrey Outdoor Learning & Development | Ben & team Surrey Police | incl. CI McDermott, PC Madgwick-Smith, PCSO Skillicorn-Aston & DC Tyson

Surrey Sports Park | Carly Pearson

Surrey University School of Law | Liz Williams, Jessica Mathew & the law students

Surrey University WP team | Thamsin & Joe

Surrey Virtual School | Anwen Foy, Cass Hardy, Nadia Mughal & Lisa Scrivens

The Boileroom | Dom Frazer & team

The Kennedy Club & St George’s College | Jon, Kevin, Jess & all the staff & students

Together with Refugees Coalition & IMix

Shah Jahan Mosque | Kawther & Imam Hashmi

Volunteers

Abdulsalam Jessame Aisha Jess M Alex Livi Alfie Martin Alison Naoe Annabel Nesra Ash Nikki Carol Paul Daud Reem Denise Roella Ella Sabir Hannah Sofia Henry Jane Ambassadors Jaego Abdulrahman

Ahmed Elias Fahad Hamid Hannah Heather Jessica M Mobin Mohi Muhib Raafat Randy

Staff Sarah Amr

Abby Auty Kayte Cable Ro Carter Vicki Felgate Jessica Hofgartner-Griffiss Koye Sofoluwe

Trustees

Sally Bagwell (Chair) Nicholas Early Vicki Felgate (retired 31.01.26) Caroline Parkes Shazma Roshan James Venables

34

Thank you

support us

We can only achieve our aims with your help. With your support, displaced young people in Surrey can build new connections, regain confidence and find their place in the local community.

Donate

Your money will help to fund projects that combat social isolation, connect young people to their communities and improve wellbeing among young refugees and asylum seekers in Surrey.

www.bigleaffoundation.org.uk/support-us

Fundraise for us

You can support Big Leaf by fundraising in your own community. Set up a fundraising page through our JustGiving page, organise an event or take on a challenge to help raise vital funds for our projects.

www.justgiving.com/charity/bigleaffoundation

Partner with us

We work with a growing network of organisations and individuals to develop projects that will inspire our young people. If you’d like to explore a partnership or have a project idea that you’d like to talk to us about, please email:

[e-mail]

Volunteer

Volunteers bring time, care and energy that make a real difference. Join our small, dedicated team and help create spaces of welcome and belonging for displaced young people. If you’re interested in volunteering with us, please check out the latest vacancies:

www.bigleaffoundation.org.uk/vacancies

Be part of the conversation

Follow and share our content to help us amplify young people’s voices, challenge misinformation and bring more accurate, human-centred stories about displacement into the conversation. Every share helps our work reach new audiences.

@BigLeafSurrey

Support us

35

trustees’ report (cont.)

For the year ended 31 March 2026

The trustees have paid due regard to guidance issued by the Charity Commission in deciding what activities the charity should undertake.

The trustees’ report was approved by the Board of Trustees.

Sally Bagwell Chair of Trustees Big Leaf Foundation

Date 25 August 2026

36

Trustees’ report

independent examiner’s report

To the trustees of Big Leaf Foundation

I report to the trustees on my examination of the financial statements of Big Leaf Foundation (the charity) for the year ended 31 March 2026.

Responsibilities and basis of report

As the trustees of the charity you are responsible for the preparation of the financial statements in accordance with the requirements of the Charities Act 2011.

I report in respect of my examination of the charity’s financial statements carried out under section 145 of the Charities Act 2011. In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the Charities Act 2011.

Independent examiner’s statement

Since the charity’s gross income exceeded £250,000, the independent examiner must be a member of a body listed in section 145 of the Charities Act 2011. I confirm that I am qualified to undertake the examination because I am a member of ACCA, which is one of the listed bodies.

Your attention is drawn to the fact that the charity has prepared the financial statements in accordance with the relevant version of the Statement of Recommended Practice applicable to charities preparing their financial statements in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) in preference to the Accounting and Reporting by Charities: Statement of Recommended Practice issued on 1 April 2005 which is referred to in the extant regulations but has now been withdrawn. I understand that this has been done in order for the financial statements to provide a true and fair view in accordance with UK Generally Accepted Accounting Practice.

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

1. accounting records were not kept in respect of the charity as required by section 130 of the Charities Act 2011.

2. the financial statements do not accord with those records; or

3. the financial statements do not comply with the applicable requirements concerning the form and content of financial statements set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the financial statements 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 financial statements to be reached.

Frances Wilde FCCA DChA

Warner Wilde Limited Chartered Certified Accountants 4 Marigold Drive Bisley Surrey GU24 9SF

Date 27 August 2026

Independent examiner’s report

37

statement of financial activities

Including income and expenditure account

For the year ended 31 March 2026

Current financial year Unrestricted Unrestricted Restricted funds funds funds general designated 2026 2026 2026 Notes £ £ £ Income and endowments from: Donations and legacies 2 34,894 17,268 213,995 Investments 3 549 - - Other income 4 304 - 2,350 Total income 35,747 17,268 216,345 Expenditure on: Raising funds 5 - - 4,141 Charitable activities 6 8,590 94,706 227,851 Total expenditure 8,590 94,706 231,992 Net income/(expenditure) 27,157 (77,438) (15,647) Transfers between funds (20,752) 20,752 - Net movement in funds 8 6,405 (56,686) (15,647) Reconciliation of funds: Fund balances at 1 April 2025 18,430 69,932 41,416 Fund balances at 31 March 2026 24,835 13,246 25,769	Total 2026 £ 266,157 549 2,654 269,360 4,141 331,147 335,288 (65,928) - (65,928) 129,778 63,850	Total 2025 £ 333,575 756 2,295
		336,626
		- 295,425
		295,425
		41,201 -
		41,201 88,577
		129,778

The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.

Statement of financial activities

38

Prior financial year Unrestricted Unrestricted Restricted funds funds funds general designated 2025 2025 2025 Notes £ £ £ Income and endowments from: Donations and legacies 2 27,798 100,494 205,283 Investments 3 756 - - Other income 4 - - 2,295 Total income 28,554 100,494 207,578 Expenditure on: Charitable activities 6 15,599 65,321 214,505 Total expenditure 15,599 65,321 214,505 Net income/(expenditure) 12,955 35,173 (6,927) Transfers between funds - 34,759 (34,759) Net movement in funds 8 12,955 69,932 (41,686) Reconciliation of funds: Fund balances at 1 April 2024 5,475 - 83,102 Fund balances at 31 March 2025 18,430 69,932 41,416	Total 2025 £ 333,575 756 2,295
	336,626 295,425
	295,425
	41,201 -
	41,201 88,577
	129,778

Statement of financial activities

39

balance sheet

As at 31 March 2026

Notes Current assets Debtors 12 Cash at bank and in hand Creditors: amounts falling due within one year 13 Net current assets The funds of the charity Restricted income funds 16 Unrestricted funds - general 18 Unrestricted funds - designated 17	2026 £ 19,357 116,209 135,566 (71,716)	£ 63,850 25,769 24,835 13,246 63,850	2025 £ 30,822 188,736 219,558 (89,780)	£ 129,778
				41,416 18,430 69,932
				129,778

The financial statements were approved by the trustees on ......................... 25 August 2026

.............................. S Bagwell Chair

Statement of financial activities

40

notes to the financial statements For the year ended 31 March 2026

Prior financial year Unrestricted Unrestricted Restricted funds funds funds general designated 2025 2025 2025 Notes £ £ £ Income and endowments from: Donations and legacies 2 27,798 100,494 205,283 Investments 3 756 - - Other income 4 - - 2,295 Total income 28,554 100,494 207,578 Expenditure on: Charitable activities 6 15,599 65,321 214,505 Total expenditure 15,599 65,321 214,505 Net income/(expenditure) 12,955 35,173 (6,927) Transfers between funds - 34,759 (34,759) Net movement in funds 8 12,955 69,932 (41,686) Reconciliation of funds: Fund balances at 1 April 2024 5,475 - 83,102 Fund balances at 31 March 2025 18,430 69,932 41,416	Total 2025 £ 333,575 756 2,295
	336,626 295,425
	295,425
	41,201 -
	41,201 88,577
	129,778

Statement of financial activities

41

notes to the financial statements (cont.)

For the year ended 31 March 2026

1 Accounting policies

(Continued)

1.5 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably.

Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges are allocated on the portion of the asset’s use.

1.6 Cash and cash equivalents

Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.

1.7 Financial instruments

The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.

Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.

Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.

Basic financial assets

Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.

Basic financial liabilities

Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.

Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.

Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.

Derecognition of financial liabilities

Financial liabilities are derecognised when the charity’s contractual obligations expire or are discharged or cancelled.

Statement of financial activities

42

notes to the financial statements (cont.)

For the year ended 31 March 2026

1 Accounting policies

(Continued)

1.8 Employee benefits

The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.

Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

1.9 Retirement benefits

Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.

Statement of financial activities

43

notes to the financial statements (cont.)

For the year ended 31 March 2026

2 Income from donations and legacies

Donations and gifts Grants Unrestricted Unrestricted Restricted Total Unrestricted Unrestricted Restricted Total funds funds funds funds funds funds general designated general designated 2026 2026 2026 2026 2025 2025 2025 2025 £ £ £ £ £ £ £ £ 34,414 17,268 - 51,682 27,798 - 20,825 48,623 480 - 213,995 214,475 - 100,494 184,458 284,952 34,894 17,268 213,995 266,157 27,798 100,494 205,283 333,575	Donations and gifts Grants Unrestricted Unrestricted Restricted Total Unrestricted Unrestricted Restricted Total funds funds funds funds funds funds general designated general designated 2026 2026 2026 2026 2025 2025 2025 2025 £ £ £ £ £ £ £ £ 34,414 17,268 - 51,682 27,798 - 20,825 48,623 480 - 213,995 214,475 - 100,494 184,458 284,952 34,894 17,268 213,995 266,157 27,798 100,494 205,283 333,575	Donations and gifts Grants Unrestricted Unrestricted Restricted Total Unrestricted Unrestricted Restricted Total funds funds funds funds funds funds general designated general designated 2026 2026 2026 2026 2025 2025 2025 2025 £ £ £ £ £ £ £ £ 34,414 17,268 - 51,682 27,798 - 20,825 48,623 480 - 213,995 214,475 - 100,494 184,458 284,952 34,894 17,268 213,995 266,157 27,798 100,494 205,283 333,575	Donations and gifts Grants Unrestricted Unrestricted Restricted Total Unrestricted Unrestricted Restricted Total funds funds funds funds funds funds general designated general designated 2026 2026 2026 2026 2025 2025 2025 2025 £ £ £ £ £ £ £ £ 34,414 17,268 - 51,682 27,798 - 20,825 48,623 480 - 213,995 214,475 - 100,494 184,458 284,952 34,894 17,268 213,995 266,157 27,798 100,494 205,283 333,575
	17,268 213,995 266,157	27,798	100,494 205,283 333,575

Statement of financial activities

44

notes to the financial statements (cont.)

For the year ended 31 March 2026

3 Income from investments

				Unrestricted	Unrestricted	Unrestricted
					funds	funds
					2026	2025
					£	£
Interest receivable					549	756
Other income
	Unrestricted	Restricted	Total	Unrestricted	Restricted	Total
	funds	funds		funds	funds
	2026	2026	2026	2025	2025	2025
	£	£	£	£	£	£
Other income	304	2,350	2,654	-	2,295	2,295

4 Other income

5 Expenditure on raising funds

	Restricted	Restricted
	funds	funds
	2026	2025
	£	£
Fundraising and publicity
Marketing	4,141	-

Statement of financial activities

45

notes to the financial statements (cont.)

For the year ended 31 March 2026

6 Expenditure on charitable activities

		Charitable	Charitable
		activities	activities
		2026	2025
		£	£
	Direct costs
	Staff costs	66,794	-
	Contractors and other staff costs	135,798	179,073
	Project costs	86,398	77,374
		288,990	256,447
	Share of support and governance costs (see note 7)
	Support	38,021	35,534
	Governance	4,136	3,444
		331,147	295,425
	Analysis by fund
	Unrestricted funds - general	8,590	15,599
	Unrestricted funds - designated	94,706	65,321
	Restricted funds	227,851	214,505
		331,147	295,425
7	Support costs allocated to activities
		2026	2025
		£	£
	Premises costs	22,796	22,460
	Travel & subsistence	10,686	10,090
	IT, communications & stationery	4,539	2,984
	Governance costs	4,136	3,444
		42,157	38,978
	Analysed between:
	Charitable activities	42,157	38,978
		2026	2025
	Governance costs comprise:	£	£
	Other governance costs	2,528	1,884
	Independent examiner	1,608	1,560
		4,136	3,444

Statement of financial activities

46

notes to the financial statements (cont.)

For the year ended 31 March 2026

8	Net movement in funds	2026	2025
		£	£
	The net movement in funds is stated after charging/(crediting):
	Fees payable for the independent examination of the charity's financial
	statements	1,608	1,560

9 Trustees

One trustee received remuneration commensurate with the team management & project management services they provided (2025: one trustee received remuneration for project management services and expenses).

10 Employees

The average monthly number of employees during the year was:

	2026	2025
	Number	Number
	2	-
Employment costs	2026	2025
	£	£
Wages and salaries	66,105	-
Other pension costs	689	-
	66,794	-

There were no employees whose annual remuneration was more than £60,000.

Remuneration of key management personnel

Key management personnel is defined as the Programme Manager role.

The remuneration of key management personnel was as follows:

	2026	2025
	£	£
Aggregate compensation	38,340	-

11 Taxation

The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.

Statement of financial activities

47

notes to the financial statements (cont.)

For the year ended 31 March 2026

12 Debtors Amounts falling due within one year: Prepayments and accrued income 13 Creditors: amounts falling due within one year Notes Other taxation and social security Deferred income 14 Other creditors Accruals 14 Deferred income Other deferred income Deferred income is included in the financial statements as follows: Deferred income is included within: Current liabilities Movements in the year: Deferred income at 1 April 2025 Released from previous periods Resources deferred in the year Deferred income at 31 March 2026 15 Retirement benefit schemes Defined contribution schemes Charge to profit or loss in respect of defined contribution schemes

2026 2025 £ £ 19,357 30,822 2026 2025 £ £ 3,367 - 65,511 73,896 1,230 14,324 1,608 1,560 71,716 89,780 2026 2025 £ £ 65,511 73,896 2026 2025 £ £ 65,511 73,896 2026 2025 £ £ 73,896 113,196 (73,896) (113,196) 65,511 73,896 65,511 73,896 2026 2025 £ £ 689 -

Statement of financial activities

48

notes to the financial statements (cont.)

For the year ended 31 March 2026

15 Retirement benefit schemes

(Continued)

The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity in an independently administered fund.

16 Restricted funds

The restricted funds of the charity comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used.

	At 1 April	Incoming	Resources	Transfers	At 31 March
	2025	resources	expended		2026
	£	£	£	£	£
Care leavers	(359)	7,032	(2,139)	-	4,534
Communications programme	5,521	28,786	(34,307)	-	-
Finance & governance	-	7,500	(7,500)	-	-
Football activities	-	10,000	(6,250)	-	3,750
Gardening activities	138	-	(138)	-	-
Hub activities	6,721	-	(6,721)	-	-
Music connects	5,440	23,149	(28,589)	-	-
Office costs	7,517	37,797	(30,464)	-	14,850
Programme management	(725)	42,232	(41,147)	-	360
SafeHR	-	(1,145)	1,145	-	-
Sports for connection	2,500	4,002	(5,687)	-	815
Sports programme
management	998	29,231	(30,173)	-	56
Staff suport & pension costs	1,094	-	(1,094)	-	-
Summer camp and summer
school	-	15,968	(15,968)	-	-
Team management	1,313	(5,205)	3,892	-	-
Translation support	4,748	-	(4,748)	-	-
Young leaders	3,743	14,748	(17,087)	-	1,404
Youth ambassadors	2,767	2,250	(5,017)	-	-
	41,416	216,345	(231,992)	-	25,769

Statement of financial activities

49

notes to the financial statements (cont.)

For the year ended 31 March 2026

16	Restricted funds					(Continued)
	Previous year:	At 1 April	Incoming	Resources	Transfers	At 31 March
		2024	resources	expended		2025
		£	£	£	£	£
	Care leavers	-	4,282	(4,641)	-	(359)
	Casework team	16,571	11,575	(28,146)	-	-
	Communications programme	8,879	18,448	(21,806)	-	5,521
	ESOL & language	10,332	10,000	(10,643)	(9,689)	-
	Finance & governance	10,948	10,000	(10,000)	(10,948)	-
	Gardening activities	2,830	500	(889)	(2,303)	138
	Hub activities	5,934	10,500	(9,713)	-	6,721
	Music connects	-	6,856	(1,416)	-	5,440
	Office costs	4,132	26,220	(22,835)	-	7,517
	Programme management	3,785	31,400	(35,910)	-	(725)
	Refugee week	(83)	5,339	(5,256)	-	-
	Sports for connection	-	2,858	(358)	-	2,500
	Sports programme
	management	(4,320)	31,651	(26,333)	-	998
	Staff suport & pension costs	4,189	(345)	(69)	(2,682)	1,093
	Team management	10,741	-	661	(10,089)	1,313
	Translation support	987	4,470	(709)	-	4,748
	Young leaders	4,870	17,650	(18,776)	-	3,744
	Youth ambassadors	2,728	4,378	(4,339)	-	2,767
	Other restricted funds	579	11,796	(13,327)	952	-
		83,102	207,578	(214,505)	(34,759)	41,416

Statement of financial activities

50

notes to the financial statements (cont.)

For the year ended 31 March 2026

16 Restricted funds

(Continued)

The transfer represents designated funds included with restricted fund balances in the prior financial year.

Funds in deficit at the year end are as a result of timing differences. These funds return to positive values in the following financial year.

Care Leavers

To help young displaced people leaving care to become independent & integrate into British society

Casework Team

To help & support displaced young people with issues around housing, education, asylum claims, age disputes, job applications etc.

Communications Programme

To communicate BLF's aims & objectives via all media and to participate in relevant campaigns

ESOL & Language

To provide English language teaching to young displaced people

Finance & Governance

To ensure that BLF is meeting governance requirements e.g. board structure, policies & procedures, training, safeguarding and accounting / bookkeeping

Gardening Activities

Gardening programme for displaced young people

Hub Activities

Drop-in social hubs with catering for displaced young people

Music Connects

Music events programme e.g. open mic nights for displaced young people

Office Costs

Office rent / rates / utilities etc.

Programme Management

F/T programme management role delivering multiple projects for displaced young people

Refugee Week

Summer project celebrating national refugee week

Sports For Connection

Sports events programme including community participation

Sports Programme Management

F/T programme management role delivering weekly football provision and Sports for Connection events

Staff Pension & Support Costs

Pension payments for employed staff, support costs e.g. supervision, HR software, staff training

Team Management

Line management role - direct reports - GPP role / Comms role / Caseworker roles and general team management

Statement of financial activities

51

notes to the financial statements (cont.)

For the year ended 31 March 2026

16 Restricted funds

(Continued)

Translation Support

Covers costs of translators / interpreters when needed if young person has low level language.

Young Leaders

Youth leadership programme covering leadership styles, law & democracy, employment skills, public speaking etc.

Youth Ambassadors

Progression from Young Leaders programme - representing BLF at events, conferences, press & media interviews.

Community IRC Refugee week

Blagrave Uplift Fund to support refugee charities with community engagement in face of far right hostility.

Football Activities

Weekly football provision with coaching.

Statement of financial activities

52

notes to the financial statements (cont.)

For the year ended 31 March 2026

17 Unrestricted funds - designated

These are unrestricted funds which are material to the charity's activities.

	At 1 April	Incoming	Resources	Transfers	At 31 March
	2025	resources	expended		2026
	£	£	£	£	£
Team management	7,994	-	(10,392)	2,398	-
Staff support costs	2,682	-	(2,870)	188	-
Sports programme
management	493	-	(5,644)	5,151	-
Hub activities	7,551	-	(2,823)	(122)	4,606
Refugee week	1,862	4,268	(1,627)	(4,503)	-
ESOL & language teaching	5,466	12,000	(12,045)	1,755	7,176
Finance & governance	10,701	-	(14,125)	3,477	53
Football activities	104	-	(7,997)	7,893	-
Gardening activities	500	-	(88)	(1)	411
Casework	32,579	-	(34,204)	1,625	-
Translation Support	-	1,000	-	-	1,000
Christmas Party	-	-	(573)	573	-
Comms and Campaigns role	-	-	(2,318)	2,318	-
	69,932	17,268	(94,706)	20,752	13,246
Previous year:	At 1 April	Incoming	Resources	Transfers	At 31 March
	2024	resources	expended		2025
	£	£	£	£	£
Team management	-	9,648	(11,743)	10,089	7,994
Staff support costs	-	951	(951)	2,682	2,682
Sports programme
management	-	7,000	(6,507)	-	493
Hub activities	-	8,250	(699)	-	7,551
Refugee week	-	2,314	(452)	-	1,862
ESOL & language teaching	-	16,990	(21,214)	9,690	5,466
Finance & governance	-	5,886	(6,133)	10,948	10,701
Football activities	-	10,705	(12,903)	2,302	104
Gardening activities	-	2,000	(548)	(952)	500
Casework	-	36,750	(4,171)	-	32,579
	-	100,494	(65,321)	34,759	69,932

Statement of financial activities

53

notes to the financial statements (cont.)

For the year ended 31 March 2026

18 Unrestricted funds

The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they may be used. These include designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes.

	At	1 April	Incoming	Resources	Transfers	At 31 March
		2025	resources	expended		2026
		£	£	£	£	£
General funds		18,430	35,747	(8,590)	(20,752)	24,835
Previous year:	At	1 April	Incoming	Resources	Transfers	At 31 March
		2024	resources	expended		2025
		£	£	£	£	£
General funds		5,475	28,554	(15,599)	-	18,430
Analysis of net assets between	funds
			Unrestricted	Unrestricted	Restricted	Total
			funds	funds	funds
			general	designated
			2026	2026	2026	2026
			£	£	£	£
At 31 March 2026:
Current assets/(liabilities)			24,835	13,246	25,769	63,850
			24,835	13,246	25,769	63,850
			Unrestricted	Unrestricted	Restricted	Total
			funds	funds	funds
			general	designated
			2025	2025	2025	2025
			£	£	£	£
At 31 March 2025:
Current assets/(liabilities)			18,430	69,932	41,416	129,778
			18,430	69,932	41,416	129,778

19 Analysis of net assets between funds

Statement of financial activities

54

notes to the financial statements (cont.)

For the year ended 31 March 2026

20 Operating lease commitments

Lessee

Operating lease commitments comprise the property lease which commenced in July 2024 for a period of 3 years.

At the reporting end date the had outstanding commitments for future minimum lease payments under noncancellable operating leases, which fall due as follows:

Within one year Between two and five years	2026 £ 19,800 4,950 24,750	2025 £ 18,900 17,325
		36,225

21 Related party transactions

There were no disclosable related party transactions during the year (2025 - none) except as disclosed in note 8.

Statement of financial activities

55

thank you for reading

Before I met Big Leaf and Raafat, I was at home, alone, in my room… my brain was not working. Big Leaf gives me the seeds for life… and for happiness. Without Big Leaf it ” would be very difficult.

AY

Big Leaf Foundation PO Box 1655, Guildford, GU1 9JS www.bigleaffoundation.org.uk UK Registered Charity Number 1181180

Recipient of the King’s Award for Voluntary Service 2024