Prepared by: Lizzy Hudspith-Spence (Development Officer / Project Coordinator **Euphoric Circus CIO Annual Report 2024–25** connecting community through creativity Reporting period: September 2024 – August 2025 Annual Report 2024–25 | Euphoric Circus CIO ## **Contents** Introduction Who we are (mission, vision, values) What we do (our model) How this year contributed to our mission Highlights at a glance Impact & outcomes How our activities create impact County-wide delivery & reach Programme highlights (weekly projects) Community & family events Participation & reach Session satisfaction & mood Young leadership & qualifications Community & civic engagement Testimonials Funding & sustainability Challenges & opportunities Governance statement People, recruitment & workforce development Communications / media / marketing AOB + data notes + looking ahead Annual Report 2024–25 | Euphoric Circus CIO ## **Introduction** Euphoric Circus CIO is a youth-led charitable incorporated organisation working across Cumbria. We use social circus and activity-led youth work to create safe, inclusive spaces where children and young people can connect, build confidence, and develop skills. Throughout September 2024 to August 2025, we delivered consistent termtime weekly projects and inclusive community and family events across Penrith, Appleby, Staveley and other rural locations. Our work supports wellbeing, belonging, creativity and participation — especially for young people facing rural isolation, anxiety, low confidence, and barriers to accessing opportunities. This report reflects on our delivery, reach, progress, challenges, and priorities for the year ahead. Annual Report 2024–25 | Euphoric Circus CIO ## **Who we are & what we do** Founded in 2006, Euphoric Circus CIO uses social circus and activity-led youth work as a tool for connection, confidence, and participation. **Mission:** Create safe, meaningful spaces for children and young people to connect, express themselves, and build confidence. **Vision:** Every young person in Cumbria has access to trusted third spaces — things to do, places to go, people to talk to — that are inclusive and promote wellbeing. **Core values:** Inclusion | Participation | Creativity | Trust | Community We use activities as the hook (social circus, movement, games, and creative projects) and youth work as the depth (trusted relationships, consistency, safeguarding, progression and support). ## Our approach: - Safe, welcoming spaces where young people feel they belong - Challenge-by-choice activities that build confidence through achievable progress - Youth voice and co-production (young people shape what happens) - Progression pathways into leadership, volunteering, training and positive - destinations - Community connection through events and partnerships Annual Report 2024–25 | Euphoric Circus CIO ## **How the year contributed to our mission** This year, our weekly term-time projects and community events created consistent, trusted spaces across rural locations. Through regular engagement, young people strengthened friendships and belonging, developed skills and confidence, and had access to supportive adults and positive activities at key times in the week. Mission → Activity → Outcomes: Mission: safe, meaningful spaces → Activities: weekly groups + outreach + inclusive events → Outcomes: belonging, confidence, wellbeing, skills, leadership Vision: trusted third spaces for every young person → Activities: delivery across multiple rural communities → Outcomes: reduced isolation, increased access, stronger community connection “Sessions are always friendly, inclusive, fun and welcoming.” - Young person, aged 13 Annual Report 2024–25 | Euphoric Circus CIO ## **Highlights at a glance** ## **Delivery** **140 weekly sessions across Penrith, Appleby, Staveley + other rural locations Community and family events (attendance typically 30–60)** ## **Reach** **Estimated unique young people reached: ~260–420 (ages 5– 25)** **Leadership Young leaders developed: 15+ Youth workers trained: 3 (Level 2 & 3)** ## **Wellbeing support (pilot)** We began piloting complementary wellbeing support within sessions in response to young people requesting more support. This expanded beyond the 2024–25 reporting period and has been recieved with high demand and very positive feedback. Annual Report 2024–25 | Euphoric Circus CIO Impact & outcomes Impact & Outcomes Personol Development & Wellbeing - 4 • Youth Leadership & Skills - 25% Family Support & Early Intervention 20% Community & Clvlc Engagement - 15% Youth Lwdwshlp & Skllls O Community & Clvic 44 Engagement Famlty Support & Eafly Interventk>n & Wdlbelng Percentages Illustrate relatlve emphasls across outcome areas. Annual Report 2024-25 | Euphoric Circus CIO How our activities create impact How activities create impact Fun activities Circus skills. Parkour • Arts. Games. Workshops • S•lf4xpresslon Creatlvlty Fun L••rninq new thlngs Leads to Clrcus valu•8 embedded throug1￿Ul •4• Creaiivrty • Resil•en¢o * Trust Engagement Building trust I I Consistent relationships j Actlvities create a sale way in Trust opens th• door to support Leads to Team outh wor practice Emotion Q Safeguardi Ibil Personal development nfidence & wellbein upport, safeguardlng, and growth "Activities are the hook, youth work is the impact" Ongoing cyc.le youn9 people rolijrn, relationships deepen, outcomes grow Annual Report 2024-25 | Euphoric Circus CIO ## **Parkour in Penrith** Penrith (Ages 7–17) Parkour in Penrith offers young people a dynamic space to build resilience, physical strength, and selfdiscipline through the practice of parkour. Sessions incorporate mental wellbeing, goal setting, and positive risk-taking in a supportive and structured environment. - Confidence and resilience through progressive skill-building - Wellbeing support and goal setting - Belonging, teamwork, and positive community connection Annual Report 2024–25 | Euphoric Circus CIO ## **Things on Thursday** Penrith (Ages 11–16) Things on Thursday combines mixed creative and wellbeing-focused activities in a consistent weekly space for young people. It is designed to be inclusive and participant-led, offering a place to try new things, socialise, and have voices heard. - Reduced social isolation and increased belonging - Creative expression and confidence-building - Supportive relationships and wellbeing-focused activities Annual Report 2024–25 | Euphoric Circus CIO ## **Tricks on Tuesday** ## **Appleby (Ages 8–16)** Tricks on Tuesday is a term-time weekly youth project combining movement, circus skills, games and mixed activities. It provides an inclusive environment that supports confidence, physical coordination, and teamwork in rural communities. - Physical coordination and confidence - Inclusive, fun-focused engagement - Teamwork, trust, and peer support Annual Report 2024–25 | Euphoric Circus CIO **Young People of Staveley** Young People of Staveley is a community-led youth drop-in created after local young people asked for a “chill-out” space through the Community Plan. Funded through the Westmorland & Furness Climate and Nature Partnership Fund (via Staveley with Ings Parish Council and SENS) and delivered with support from Euphoric Circus and partners, it combines creative, active and environmental activities—and has been successfully delivered as weekly sessions and holiday programmes ever since. - Safe, welcoming space to meet, connect and belong - Youth voice shaping activities and local priorities - Creative + active challenges (games, sport, mixed activities) - Environmental projects with local nature input (often Cumbria Wildlife Trust) - Progression through volunteers and developing young leaders Annual Report 2024–25 | Euphoric Circus CIO ## **Community & family events** Alongside weekly projects, we delivered inclusive community and family events to widen access, build community connection, and create joyful shared experiences. Picnic in the Park – Big Green Week — 35–50 Winter Wonderland — 35–50 Roller Skating / Discos — 40–80 Holiday activities (Eden Rural Foyer) — 30–60 Annual Report 2024–25 | Euphoric Circus CIO Participation & reach Reach this year (estimated) Unique young people + workshop engagement Estimated unique young people reached:_260-420 Weekly groups -120 young people 4 groups Holiday provision -60 new young people Targeted l-to-l + leadership -7-72 young people Easter + Summer Additional workshops -10 workshops delivered -300 total attendonces Youth Projects Membership Overall membership by project 50 50 40 25 20 15 10 Porkour in Penrith Age 8-16 Things on Tricks on Tuesday Young People Thursday (Penrith) (Appleby) of Staveley Agell-16 Age 8-16 Annual Report 2024-25 | Euphoric Circus CIO Session satisfaction & mood Session Satisfaction & Mood Euthoric Circus CIO . RerK>rting ￿riod. Sept 2024 - Aug 2025 Average mood Session satisfaction 15 15 6% of maximum %8% of dirnum ar• What this tells us Yours people r•ptyted feeling safe. supported and posilive abwl sessions. with very few r*utral (Y rngalive responses. Annual Report 2024-25 | Euphoric Circus CIO ## **Young leadership & qualifications** Young leadership is an important part of Euphoric Circus CIO’s model. We believe young people should not only attend activities, but also have opportunities to contribute, take responsibility, build confidence and shape the spaces they are part of. During this reporting period, we supported 10+ young leaders to take on informal and structured leadership roles across sessions, events and community projects. This included helping younger participants feel welcome, supporting set-up and pack-down, preparing food, leading games or creative activities, teaching circus skills such as juggling, and contributing ideas for session planning. We also supported 3 young adults aged 18–21 to progress through JNC-recognised youth work qualifications, strengthening their skills, confidence and understanding of safe, inclusive youth work practice. This created a clear pathway from participation into volunteering, leadership and future youth work roles. Our young leadership pathway allows young people to get involved where they are at — whether that starts with small acts of helping or grows into more formal responsibility. Over time, young leaders develop skills in communication, teamwork, safeguarding awareness, planning, confidence, problem-solving and community participation. This approach strengthens our organisation from within, while giving young people meaningful opportunities to be seen, trusted and valued as contributors to their community. Annual Report 2024–25 | Euphoric Circus CIO ## **Community & civic engagement** During this reporting period, we supported young people to take an active role in local life by getting involved in **community decision-making, consultation and “place shaping”** . This included helping young people share their views on the **refurbishment of Castle Park** , contributing youth voice to conversations about the **rejuvenation and future use of Penrith Town Hall** , and supporting participation in local discussions about what young people want from public spaces and community provision. We also contributed to wider youth consultation activity with **Cumbria Youth Alliance (CYA)** , creating opportunities for young people to share their experiences of what’s working, what’s missing, and what would make it easier to feel safe, included and involved in their community. Annual Report 2024–25 | Euphoric Circus CIO Testimonials Young People 66 Parents & Carers Community 66 "My child enjoys themselves every week and has 9rown in conlidence." -It's the best club ever - I love it." -An essential service lor young people.- 66 .r66 66 -Really enjoyable ond lun with loads of activities." -Leaders are amazing role models.- %trong sense ol togetherness in the community." Annual Report 2024-25 | Euphoric Circus CIO ## **Funding & sustainability** With sincere thanks to all our funders in 24-25.. Annual Report 2024–25 | Euphoric Circus CIO ## **Funding & sustainability** Grant funding enables us to retain staff, keep safe spaces open, and deliver high-quality youth work—covering core costs like salaries, venues, safeguarding, training, materials, travel, and equipment. Alongside grants, we also generate **earned income** through delivery (e.g., session fees, workshops and training) and receive a smaller amount through **subscriptions and donations** . This blended approach helps us keep activities accessible while building longer-term sustainability. For the year to **1 September 2025** , we recorded **~£44.6k income** (the majority from **grant-funded delivery** , with additional earned income and **~£2.4k** in subscriptions/donations) and **£51.8k expenditure** , resulting in a **£7.2k deficit** (compared with a **£2.4k surplus** in 2023–24). We ended the year with **£22.3k in the bank** and carried forward **£22.3k of restricted (ringfenced) funding** to support delivery in the next period. |||||||||||||||||| |---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---| |||||||||Euphoric Circus CIO||||||||| |||||||Income & Expenditure Account for the year to 1 September 2025||||||||||| |||||||||||||||||| ||||||Inc ome||||||||Payments|||| |||2024||||||2025||2024|||||2025|| |||£||||||£||£|||||£|| |||||||||||||||||| |||2,424.40||Subscriptions and|donations|||2,188.50||3 ,372.17||Rent|||3,414.20|| |||45,101.08||Grants and services for charity objectives||||62,903.12||34,856.59||Session, admin fees and training|||16,980.50|| |||(14,913.83)||less deferred income||(restricted income)||(22,333.33)||-||Salary costs|||31,233.53|| |||12,014.83
-||plus deferred income
Apprentice incentive||from last year||14,913.83
500.00||-
-
470.97
172.72
725.91
5 ,393.12
2 ,390.56
2 ,017.56
98.34
240.92||Employers national insurance
Employers pension contributions
Advertising and marketing
Subsistence and entertainment
Insurance
Workshop running expenses
Postage, printing and stationery
Subscriptions
Travel and accommodation
Irrecoverable VAT
IT software and consumables|||2,003.64
224.85
988.46
99.52
725.91
6,882.14
397.87
570.36
863.82
1,364.49
899.15|| |||||||||||91.38
430.00||Accountancy and examination
Asset - office and session equipment|||305.00
187.50|| |||||||||||1 ,151.67||Phone and internet|||537.91|| |||||||||||245.7||Legal expenses incl DBS|||12.00|| |||||||||||4||Excess income over expenditure||||| |||7,181.17||Excess expenditure over income||||9,518.73||150.0
-||||||| |||||||||||0||||||| |||51,807.65||||||67,690.85||51,807.65|||||67,690.85|| |||||||||||||||||| |||||||||||||||||| ||||||||Balance Sheet as||at 1 September 2025|||||||| |||||||||||||||||| |||2024||||||2025||2024|||||2025|| |||£||||||£||£|||||£|| |||||General fund||||||||||||| |||25,108.37||Bankbalancebrought||forward||20,826.20||20,826.20||Bank current account|||22,307.90|| |||||||||||||||||| |||||||||||||||||| |||||||||||12,014.83||Deferred income (restricted) b/fwd released|||14,913.83|| |||14,913.83||Deferred income (restricted) c/fwd||||||||||||| |||||HMRC PAYE creditor||||22,333.33||||||||| |||||Pension creditor||||2,378.93||||||||| |||||Wages owing||||524.65||||||||| |||||||||677.35||||||||| |||(7,181.17)||||||(9,518.73)||||||||| |||||Less excess expenditure over income||||||||||||| |||32,841.03||||||37,221.73||32,841.03|||||37,221.73|| |||||||||||||||||| |||||||||||||||||| |||Approved by|the Trustee Board:|||||||||||||| |||||||||||||||||| |||||||||||||||||| |||||||||||||||||| |||Kirsty Mahoney||||||Date:|…...................................|||||||| |||Trustee||||||||||||||| |||||||||||||||||| ## **Challenges & opportunities** **SWOT summary (2024–25):** During 2024–25, Euphoric Circus CIO’s key strengths were the quality and consistency of delivery across multiple rural communities, very high participant satisfaction, and a distinctive activity-led youth work model that supports wellbeing, belonging and leadership. Our biggest internal challenges were funding fragility (limited unrestricted capacity), the operational load created by a broad and inclusive offer, and the ongoing need to strengthen brand clarity and evidence systems. Externally, there are strong opportunities to grow core-cost and partnership funding aligned to wellbeing and prevention priorities, and to build a clearer youth leadership pathway. However, we remain exposed to funding volatility, rural access barriers, and workforce sustainability risks in a high-need environment. Annual Report 2024–25 | Euphoric Circus CIO ## **Strengths** ## **Weaknesses** Consistent weekly delivery across rural Cumbria High participant satisfaction (average mood 4.8/5; session satisfaction 4.9/5) - Distinctive activity-led youth work model (social circus + relational youth work) Inclusive, low-cost/free access reduces barriers for families - Strong Youth leadership pipeline (10+ young leaders; 5 completed or progressing toward JNCrecognised qualifications) - Strong safeguarding-led practice and trusted relationships with young people and families - Reliance on short-term, restricted grants; limited unrestricted core capacity - Small staff team means delivery, safeguarding, admin, reporting and partnerships can stretch capacity - Wide offer is resource-intensive (equipment, training, venues, travel/logistics) - Brand clarity/awareness can be inconsistent outside existing networks (risk of being seen as “just circus” or “just activity providers”) Monitoring/evaluation processes not yet fully streamlined (time-heavy to evidence impact) Multi-agency coordination/referral work adds significant unfunded time ORGANISATIONAL SWOT ANALYSIS ## **Opportunities** Increased focus and funding for youth wellbeing, prevention, early help and community safety Multi-year core-cost funding to stabilise staffing and strengthen infrastructure Stronger partnerships/commissioning routes with councils, schools and local services Formalise progression pathway: participant → volunteer → young leader → qualified youth worker Strengthen marketing/comms using outcomes, case studies and young people’s voice Diversify income (training/CPD, workshops, events, corporate/community offers) to build unrestricted funds ## **Threats** Funding volatility and third-sector budget pressure (risk of gaps between grants) Competition for limited local grants/attention (youth, arts and sports provision) Rural transport and access barriers affecting reach and retention - Using inefficient systems and processes Rising costs (venues, travel, equipment, staffing) reducing what grants can cover Safeguarding/reputational risk inherent in youth work (requires constant vigilance and resourcing) Staff burnout/turnover risk in a high-need and over-specialised systems and people context ## **Governance** Euphoric Circus CIO is governed by a Board of Trustees who provide oversight of strategy, safeguarding, finance and risk, and who hold the organisation accountable to our core values of **Inclusion, Participation, Creativity, Trust and Community** . During this reporting period we strengthened board-level leadership by recruiting an additional trustee, **Heather Turner** , who took on the role of **Chair of the Board** . This increased governance capacity and supported clearer oversight as the organisation continued to develop and expand its delivery across rural Cumbria. At the end of the reporting period the organisation was overseen by **three trustees** , supported by a staff team including the **CEO** and **Development Officer** , both of whom are **circus skills instructors** and **Level 3 qualified youth workers** , ensuring leadership is grounded in strong safeguarding practice and high-quality frontline delivery. Alongside this, our Development Officer is undertaking a **Chartered Management apprenticeship degree** through the **Aspiring Leadership Programme** , strengthening internal leadership capacity and supporting continued improvement in governance, planning, evaluation and long-term sustainability. Annual Report 2024–25 | Euphoric Circus CIO ## **People, recruitment & workforce development** We have increased our workforce capability by accessing **accredited youth work training** through **Cumbria Youth Alliance (CYA)** in partnership with **Your Edge Training** (and Youth Focus North West). This programme offers **Level 2 and Level 3 youth work training** , supporting both paid staff and volunteers across Cumbria’s youth sector to build consistent, values-led practice and stronger safeguarding-informed delivery. Volunteers continued to play a vital role in delivery, and a key strength of our model is that many of our volunteers are **young adults aged 16–25** . Young people can volunteer with us _where they’re at_ —whether that’s helping to pack up at the end of sessions, cooking food, supporting arts and crafts, teaching a skill like juggling, or simply helping new young people feel welcomed and comfortable. These roles create a low-pressure way to contribute, build confidence and develop responsibility in a supported environment. Volunteering also links directly to our **Young Leadership Programme** , offering a progression pathway from “helping out” to taking on more structured leadership roles over time, with increased skills, confidence and (where appropriate) routes into training and qualifications. Annual Report 2024–25 | Euphoric Circus CIO ## **Communications, media & marketing** Our communications work helps young people, families, partners and funders understand what we do, where we deliver, and why it matters. It also supports safeguarding and inclusion by helping people know what to expect from sessions, how to access support, and how to get in touch. What we focused on this year Sharing regular updates about where we were delivering (projects, locations, holiday provision and community events) Using photos, testimonials and short impact messages to show the difference sessions make Keeping partners and funders informed about delivery, reach and outcomes Improvements we want to make (next steps) More consistent, clearer messaging that explains our model in one line: activity-led youth work and social circus (fun, trusted relationships, and wellbeing outcomes) A sustainable publishing rhythm that we can maintain alongside frontline delivery (e.g. a simple weekly/fortnightly pattern rather than ad hoc bursts) Stronger signposting so it’s always obvious: How to join (times, locations, age ranges, costs, what to expect) How to refer (for partners/schools/services, with clear criteria and contact route) How to support or donate (what donations fund, and simple options to give) Branding and visibility improvements so Euphoric Circus CIO is more recognisable: clearer “ **who we are”** and **“what we do”** at a glance (not mistaken for a traditional circus) consistent colours/fonts/visual style across posts stronger public understanding that we are a youth work and wellbeing organisation, using social circus as a tool for inclusion, confidence and connection Annual Report 2024–25 | Euphoric Circus CIO ## **Chairperson’s Statement** It is my pleasure to present this year’s Chairman’s Statement on behalf of the Board of Trustees of Euphoric Circus. Over the past year, Euphoric Circus has continued to demonstrate the remarkable impact that social circus, creativity, inclusion, and community engagement can have on the lives of young people. Our organisation was founded on the belief that every young person deserves the opportunity to develop confidence, resilience, and a sense of belonging. Through the power of social circus, we continue to provide safe, welcoming, and inspiring spaces where young people can learn, grow, and thrive. This year has been one of continued progress and achievement. We have delivered a wide range of programmes that combine circus arts, youth work, leadership development, and community participation. From workshops and training opportunities to community events and volunteering initiatives, our activities have enabled young people to develop practical skills, build meaningful relationships, and contribute positively to their communities. What makes Euphoric Circus unique is our commitment to social circus and to placing young people at the heart of everything we do. We are proud to be a youth-led social circus organisation that not only teaches circus skills but also nurtures leadership, creativity, teamwork, and personal development. It has been inspiring to witness so many participants grow in confidence, take on new responsibilities, and become positive role models for others. None of this would be possible without the dedication of our staff, volunteers, trustees, partners, funders, and supporters. Their commitment, expertise, and belief in our mission continue to drive the organisation forward. I would like to express my sincere gratitude to every individual and organisation that has contributed their time, resources, and encouragement throughout the year. As we look ahead, we remain committed to expanding opportunities for young people, strengthening our community partnerships and ensuring that our services remain accessible to those who need them most. The challenges facing young people today are significant, but so too is their potential. By continuing to invest in creativity, wellbeing, and community connection, we can help build brighter futures for the next generation. On behalf of the Board, I would like to thank everyone who has been part of Euphoric Circus over the past twelve months. ## **Heather Turner, Chairperson** Euphoric Circus CIO Annual Report 2024–25 | Euphoric Circus CIO ## **CEO Statement** Euphoric Circus CIO has always been a youth-led social circus organisation, using creativity and the arts to support young people to connect, contribute, and lead positive change—locally and beyond. Our work is participant-led, meaning young people and their families help shape what we do at every step, so our provision stays relevant, responsive, and rooted in real lives. In the years following the pandemic, we have seen the gaps facing young people widen: long waits for mental health support, rising school nonattendance, and growing pressure from isolation and online harms. In this context, we use circus and activity-led youth work as a practical, protective way to keep young people buoyant, active, and engaged—offering trusted spaces where they can belong, build confidence, and be themselves. We currently operate with a small team, and demand continues to grow. As our work has diversified, we have identified urgent service gaps where young people need consistent, relationship-based support—particularly around wellbeing and mental health, school transitions, SEND/neurodivergence, rural isolation, and employability pathways for young people who are NEET. In a county with high rates of young adult suicide, this work is timely and essential. Over the next few years, we will focus on strengthening consistent, high-quality delivery across our groups; creating more opportunities for young people to come together through shared events; and developing progression routes that enable participants to represent their communities more widely. While we continue to travel to rural locations to reduce barriers to access, we also aspire to secure a permanent base alongside ongoing outreach. Thank you to everyone who has helped Euphoric Circus CIO reach this point—participants, parents and carers, trustees, funders, mentors, volunteers, collaborators, and community partners. We remain committed to delivering participation-led, inclusive provision; responding to local needs with creativity and care; and upholding the voice, rights, and potential of young people across Cumbria. Toni Spence, Chief Executive Officer Euphoric Circus CIO Annual Report 2024–25 | Euphoric Circus CIO ## **Development Officer Statement** Alongside the projects and outcomes described in this report, much of Euphoric Circus CIO’s impact happens through the everyday moments that are harder to measure: a young person choosing to come back the following week, a parent/carer feeling reassured, a young leader stepping forward to help, or a child trying something they did not think they could do. These moments matter, and they are only possible because of the people who continue to believe in and support our work. I would like to give sincere thanks to everyone who contributed to Euphoric Circus CIO during this reporting period — our partners, funders, trustees, staff, sessional workers, volunteers, young leaders, families, community partners and supporters. Your time, trust, encouragement and investment have helped us keep safe, inclusive spaces open for children and young people across rural Cumbria. Most importantly, **we want to thank the young people who attend our sessions, share their ideas, try new things, support each other, and help shape what Euphoric Circus continues to become.** Their creativity, humour, honesty and courage are at the centre of everything we do and I want to say what an honour it is to work with and for them. I am very excited for the future ahead, and hope we can keep bringing opportunities for young people to learn and progress themselves. Lizzy Hudspith-Spence Development Officer Annual Report 2024–25 | Euphoric Circus CIO ## **Looking ahead** Looking ahead to 2026, our focus is on sustaining and strengthening the work that has had the greatest impact. We want to continue providing trusted, consistent youth spaces across Penrith, Appleby, Staveley and other rural communities, while improving the systems that sit behind delivery — including governance, evaluation, communications, workforce development and long-term funding. Our priorities for the year ahead include: - **Sustaining weekly youth provision in communities where access to safe, affordable activities is limited Strengthening young leadership pathways, including volunteering, mentoring and routes into youth work qualifications Improving impact measurement, so we can better evidence outcomes around confidence, wellbeing, belonging, skills and civic participation** - **Building core funding and reserves, reducing reliance on short-term restricted grants and protecting continuity for young people** - **Developing clearer communications and branding, so families, partners and funders can quickly understand our model: activity-led youth work, social circus and trusted relationships** - **Deepening partnerships with schools, local authorities, youth organisations, funders and community groups** - **Continuing to champion youth voice, helping young people influence decisions about the spaces, services and communities that affect them** Euphoric Circus CIO remains committed to creating safe, meaningful spaces where young people can connect, express themselves, build confidence and feel part of their community. As we move into the next reporting period, our aim is not only to keep delivering activities, but to keep building a sustainable, values-led organisation that can continue to respond to the needs, strengths and ideas of young people in Cumbria. Annual Report 2024–25 | Euphoric Circus CIO **----- Start of picture text -----**
Euphoric Circus CIO
Income & Expenditure Account for the year to 1 September 2025
Income Payments
2024 2025 2024 2025
£ £ £ £
2,424.40 Subscriptions and donations 2,188.50 3,372.17 Rent 3,414.20
45,101.08 Grants and services for charity objectives 62,903.12 34,856.59 Session, admin fees and training 16,980.50
-
(14,913.83) less deferred income (restricted income) (22,333.33) Salary costs 31,233.53
-
12,014.83 plus deferred income from last year 14,913.83 Employers national insurance 2,003.64
- Apprentice incentive 500.00 - Employers pension contributions 224.85
470.97 Advertising and marketing 988.46
172.72 Subsistence and entertainment 99.52
725.91 Insurance 725.91
5,393.12 Workshop running expenses 6,882.14
98.34 Postage, printing and stationery 397.87
240.92 Subscriptions 570.36
2,390.56 Travel and accommodation 863.82
2,017.56 Irrecoverable VAT 1,364.49
91.38 IT software and consumables 899.15
430.00 Accountancy and examination 305.00
1,151.67 Asset - office and session equipment 187.50
245.74 Phone and internet 537.91
150.00 Legal expenses incl DBS 12.00
-
7,181.17 Excess expenditure over income 9,518.73 Excess income over expenditure
51,807.65 67,690.85 51,807.65 67,690.85
Balance Sheet as at 1 September 2025
2024 2025 2024 2025
£ £ £ £
General fund
25,108.37 Bank balance brought forward 20,826.20 20,826.20 Bank current account 22,307.90
12,014.83 Deferred income (restricted) b/fwd released 14,913.83
14,913.83 Deferred income (restricted) c/fwd 22,333.33
HMRC PAYE creditor 2,378.93
Pension creditor 524.65
Wages owing 677.35
(7,181.17) (9,518.73)
Less excess expenditure over income
32,841.03 37,221.73 32,841.03 37,221.73
Approved by the Trustee Board:
Kirsty Mahoney Date: …...................................
Trustee
**----- End of picture text -----**
Independent Examinerfs Report to the Trustees of EupI￿rIC Circus CIO I report to the trustees on my examination of the accounts of Euphorlc Clrcus CIO for the year ended I September 2025 which are set out on the attached page headed'lncome & expenditure accounv. Responsibilities and basis of report s the charitys trustees you are responsible for the preparation of the accounts in accordance wfch the requirement of the Charities Art 2011 I'the ALf l. I report in respect of my examination of the ¢haritls accounts carried out under section 145 of the 2011 Att and in carrwng OLrt my examination I have followed all the applicable Directions given by the tharity Commission under settion 14515llbl of the Att. Independent Examlnerfs Statement I have completed my examination. I confirm that no material matters have Come to my attention in connection with the examination giwn8 me cause to believe that in any material respect.. accounting records were not kept in respect of the charoty such as required by section 130 of the Att. or 2. the accounts do not accord with those records. I have no concems and have come across no other matters In connertion with the examination to which attention should be drawn in this report in orderto enable a proper understanding of the accounts to be reached. Tracey Richardson FCC4 DthA TR Accountancy SerVi￿s 21 Esthwaite Green, Kendal. LA9 7RZ Date: ACCOUIITAIICY