## Annual Trustees’ Report Period Ending: 31[st] December 2025 ## **Future Academy Reference and Administration Information:** Registered Charity Number 1187737 Registered Address: Brierley, First Avenue, Frinton-on-Sea, Essex CO13 9EX Email: futureacademy.beirut@gmail.com Website: www.future-academy.org.uk Instagram: @futureacademy.social LinkedIn: Future Academy Beirut ## Trustees Christopher Watts (Chair) Antonia Elliott Damien Gabet James Watts Jane Watts ## Senior Management team Ahmad Al Jamal (Co-Founder; Operations Lead-Beirut; Football Lead) Christopher Watts (Co-Founder; Chair of Trustees; Education Lead) Mahmoud Al Jamal (Risk Assessment & Field Security Lead) Jane Watts (Treasurer; Governance Lead; Education Consultant) Consultant (Voluntary role) Molly Graves (Social Media; US partnerships) ## Bankers The Cooperative Bank, 1 Balloon Street, Manchester, M60 4GP Wise, 6[th] Floor Tea Building, 56 Shoreditch High Street, London E1 6JJ ## Independent Examiner Mark Thompson FCCA, PG Lemon LLP **Future Academy** was registered by The Charity Commission as a CIO on 4 February 2020 (No. 1187737). This is the report of the Trustees for the year ending 31 December 2025. ## **Aims and Objectives** The Trustees of Future Academy review the charity’s aims, objectives, and activities annually in January. This report outlines what the charity has achieved during the reporting period, the outcomes of its work, and the benefits delivered to the young people it supports. In reviewing the charity’s aims and objectives and in planning future activities, the Trustees have had regard to the Charity Commission’s guidance on public benefit, and in particular consider how planned activities contribute to the achievement of the charity’s stated objects. _The objects of Future Academy are, for the public benefit, to advance in life and relieve the needs of refugee, stateless, and internally displaced young people up to the age of 18 living in Lebanon by:_ _a) developing their skills, capacities, and capabilities to enable them to participate in society as independent, mature, and responsible individuals;_ ## _b) advancing education; and_ _c) providing recreational and leisure-time activities in the interests of social welfare for people living in the area of benefit who have need by reason of their youth, age, infirmity or disability, poverty, or social and economic circumstances, with a view to improving the conditions of life of such persons._ Future Academy delivers these objects through innovative, high-impact programmes that combine education, sport, mentorship, creative arts, and enrichment activities for more than 150 children living in the Burj Barajneh and Shatila refugee camps in Beirut. ## **Public Benefit** The Trustees confirm that they have complied with their duty to have due regard to the guidance on public benefit published by the Charity Commission for England and Wales in exercising their powers and duties. The public benefit of the charity’s activities is to advance in life and relieve the needs of young people living in refugee camps in Beirut. This is achieved principally through the provision of regular educational, sporting, and enrichment activities. Future Academy operates in a context of protracted displacement. Refugee camps in Lebanon, originally established as temporary settlements in 1948–49, are now home to stateless Palestinian refugees alongside large numbers of Syrian refugees and other marginalised communities. Living conditions within the camps are characterised by severe overcrowding, poverty, chronic unemployment, and limited access to formal education, healthcare, and safe spaces for children. As a result, young people face heightened risks of educational exclusion, poor mental health, child labour, exploitation, and social isolation. By providing structured learning, sport, mentorship, and safe recreational opportunities within this context, Future Academy addresses clear and ongoing needs, delivering tangible public benefit to children who would otherwise have limited access to such provision. ## **Achievements & Performance** Future Academy’s programmes are delivered on the ground by co-founder **Ahmad Al Jamal** , Operational Lead in Beirut and Head of our Football Academies. As a refugee who transformed his life through sport and education, Ahmad brings unique insight, local knowledge, and trusted relationships within the camps, ensuring programmes are safe, relevant, and impactful. Oversight and strategic direction are provided by co-founder **Christopher Watts** , Chair of Trustees and Head of our Schools; he volunteers for eight months a year in Beirut supporting curriculum development, staff mentoring, and programme quality. All other staff in Beirut are members of the local refugee community, supported by volunteers based in the UK and USA. Safeguarding is embedded across all programmes and staff roles, ensuring that all activities take place in safe and supportive environments. Future Academy’s aims for 2025 were: 1. Maintain our current core provision in both Burj Barajneh and Shatila Camps. - _Fully achieved, with all programmes delivered consistently throughout the year._ 2. Open a second school in Shatila Camp – in the first phase, all students attending football coaching in Shatila will be offered places; the second phase will work towards our aim of gender equality in the classroom. _The Shatila school is now open, with 50 students enrolled across two gender-segregated classes._ ## **Our Programmes** Every activity offered by Future Academy is designed to achieve at least one of the following goals: - Provide safe opportunities for friendship, play, and enjoyment - Build emotional foundations that support mental health and long-term resilience - Improve access to further education and future employment opportunities Our approach is: - Needs-led and community driven, shaped by the voices of refugee families - Delivered by local refugee teachers and accredited coaches - Rooted in a unique blend of education, sport, creativity, psychosocial support and vocational training ## **Football Academy** **Future Football sessions** are led by a qualified local coach (accredited by the Asian Football Federation) and supported by at least one assistant coach. Sessions focus on developing football skills, tactics, teamwork, leadership, fair play and enjoyment, with coaches acting as mentors to support students’ wellbeing and personal development. Players are grouped by age and ability to ensure appropriate progression. Talented players are given access to professional trials, apprenticeships, and coaching certifications, with mentorship provided by former professional footballers and coaches. Monthly awards recognise attendance, improvement, fair play, and leadership skills. To strengthen the local community and develop future leaders, we run a Junior Coach Scheme, giving older students the opportunity to gain coaching qualifications and experience. At present, two junior coaches are supported in Burj Barajneh. **Our team** : Head of Football Academies – Ahmad Al Jamal Burj Barajneh: Head Coach – Saleh Al Haq; Coach – Abed Al Haliem; Assistant Coach – Alaa Yousef Shatila: Head Coach – Mahmoud Al Jamal; Coach – Nidaa Hassan; Assistant Coach – Alaa Yousef ## **Football Tournaments** Football tournaments allow students to test themselves competitively against their peers; they also provide a rare opportunity for Palestinian and Syrian families to socialise together, helping to promote community cohesion. In 2025 we provided several opportunities for our players to compete in local tournaments resulting in both team achievements and individual successes. In particular, our senior Burj Barajneh team won the Ramadan Trophy for the first time. We are very grateful to Les Rowe, Fulham footballer Emile Smith Rowe, Arsenal in the Community, and Arsenal Academy player Darius Odeyemi for supporting our footballers with regular donations of football kit and boots. ## **English School** Our flagship school is located in Burj Barajneh Camp; this year we are delighted to have opened a second school in nearby Shatila Camp. Co-founder and Chair of trustees, Chris Watts, leads a dedicated team comprising local, bilingual teachers and TEFL-qualified, native Englishspeaking volunteer teachers. As part of our Future Leaders programme, we support a former student as a Digital Skills Apprentice. Our students’ life experiences are very different from their non-refugee peers, so they need a curriculum that is relevant to the specific challenges they face. Classes are small; we use games as a tool to improve academic performance and to build resilience - making learning active and fun. Our flexible, non-formal education programme is designed to supplement students’ limited access to the formal education system in Lebanon. It aims to protect, educate and empower students, and is centred on the four purposes of learning: **Voice** : to express ideas and opinions, with the confidence that they will be heard and understood. **Access** : to access information and better orient themselves in the world. **Independence** : to solve problems and make decisions independently. **Bridge to the future** : to acquire the skills needed to be active participants in a changing world. Alongside our core programme of functional literacy (Arabic and English), numeracy and creative arts, we provide a wide range of enrichment activities and age-appropriate vocational skills. Highlights from 2025 included first aid workshops, digital skills training, a table tennis club, birthday celebrations, and educational trips across Beirut, including visits to the MIM Museum. We also provided all students with dental hygiene kits. **Gender equality in the Classroom** All our activities are open to both boys and girls. To increase female participation, we also offer dedicated girls’ classes and girls now outnumber boys in the classroom. **Our team:** Head of Schools – Christopher Watts Burj Barajneh: Teachers - Hamza Ibrahim; Rana Shehaddi; Nada Khalil Shatila: Teacher - Samah Khodor; Teaching Assistant - Mahmoud Al Jamal _(As the Shatila school is newly established, a senior management team member is currently supporting delivery in a teaching assistant role. This ensures strong oversight, embeds safeguarding and quality standards, and builds staff capacity)_ ## **Impact** Our provision is needs-based and continually evolving to ensure we offer the most effective support to our students. Aligned with UN Sustainable Development Goals 4 and 5 — “Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all” and “Achieve gender equality and empower all women and girls” — we are committed to ensuring that every student who enters our programme leaves with a stronger understanding of the world and the tools to navigate it. The immediate impact of our work includes measurable improvements in literacy, numeracy, and general knowledge, alongside enhanced communication and social skills. Students also develop greater self-esteem, self-reliance, and the ability to self-advocate. We see increased confidence, emotional well-being, and resilience across our student body. Recreational and leisure activities provide a vital break from the harsh realities of daily life, helping restore joy and a sense of normality. In the longer term, our aim is to expand each student’s opportunities, particularly in employment, so they are better equipped to participate fully and meaningfully in society. **Feedback from students:** Student feedback remains overwhelmingly positive. 100% of students reported that they feel safe at school and feel respected. All students reported increased confidence, with 91.67% reporting that they felt more or much more confident, and a further 8.3% reporting that they felt a little more confident. When asked what they would like to learn in the future, students expressed interest in subjects such as advanced Arabic language skills, French, geography, science and yoga. A majority also requested an increase in the number of lessons per week. Students highlighted several reasons for enjoying school, including friendships, teamwork, clear and accessible teaching, and a calm classroom environment that supports learning. ## **Community Relationships** Future Academy is deeply rooted in the communities of Burj Barajneh and Shatila, providing a long-term commitment to the children who live there. Co-founder Ahmad, was himself a child refugee who spent part of his childhood in both camps before becoming a professional footballer. He is now a well-known and respected figure within these communities. Our team of football coaches, teachers, and security staff are all drawn from the local refugee population. Their insights and lived experience are vital to shaping and expanding our programmes to best meet the needs of the children. As a result, our presence is well-established, and our activities are widely recognised and eagerly anticipated by the young people we serve. ## **Volunteer Contribution** Without the significant contribution of volunteers, Future Academy would be unable to deliver its activities to so many children. In addition to the time donated by Trustees and occasional volunteers, the contributions provided by our key management personnel, consultants and volunteer teachers equate to more than 48 hours per week. ## **Future Priorities for 2026** - 1) **Maintain our current core provision in both Burj Barajneh and Shatila Camps** , supporting 150-180 children. - 2) **Establish a digital skills curriculum for all students in the Burj Barajneh school,** building on a 2025 pilot delivered to a small group of students through our EPIC Youth programme, funded by Al Madad Foundation. - 3) **Develop a trauma-informed curriculum to better support students living in highly challenging and uncertain environments.** This curriculum will respond to their experiences by strengthening emotional wellbeing, resilience, and engagement in learning, while providing a safe and supportive environment in which they can develop and thrive **.** We also aim to secure permanent premises in Shatila for our school, which is currently operating from a sublet space for two afternoons a week. However, this remains dependent on local conditions, as ongoing displacement has significantly reduced the availability of suitable space, and we are mindful not to displace families in need of housing. ## **Structure, Governance and Management** Future Academy was registered as a Charitable Incorporated Organisation (CIO) with the Charity Commission for England and Wales in February 2020. The governing document is the Commission’s Foundation Model Constitution. The charity is governed by a board of five trustees with a diverse range of skills and experience. In 2025, one trustee undertook a self-funded visit to Beirut to meet the team, verify the end use of funds, and observe the impact of the charity’s work. In addition, the Chair of Trustees spends approximately eight months each year in Beirut in a voluntary capacity, providing on-the-ground oversight and support to programme delivery. The trustees are responsible for the overall governance and strategic direction of the charity. The Senior Management Team (SMT) has day-to-day responsibility for the running of the charity. The SMT comprises co-founders Chris Watts (Chair of Trustees) and Ahmad Al Jamal (Operational Lead), alongside Mahmoud Al Jamal (Security Lead) and Jane Watts (Finance and Governance). The SMT reports to the Board of Trustees on a quarterly basis. The trustees will consider the recruitment of additional trustees as required. New trustees are appointed based on identified skills gaps. Recruitment may involve seeking recommendations or advertising in appropriate channels. Prospective trustees are provided with an information pack outlining the charity’s history, structure, activities and objectives, as well as the roles and responsibilities of trustees. The Board holds an Annual General Meeting (AGM) at which the budget and priorities for the following year are agreed. Trustees review policies and the risk register annually and are committed to developing a training budget to ensure that trustees and the wider team are appropriately supported in their roles. ## **Training** Training for trustees and staff follows a two-year rolling cycle to ensure ongoing development and compliance with best practice, except for safeguarding, which is delivered annually for all staff and volunteers. |_All training is delivered by International Charities Engagement Team(ICET) unless stated otherwise_|_All training is delivered by International Charities Engagement Team(ICET) unless stated otherwise_| |---|---| |**2024**|**2025**| |Due Diligence and Monitoringthe End Use of Funds|MovingMoneyOverseas/Cross-borderpayments(ICET & StoneX)| |ReportingSerious Incidences|Charities and Social Media| |Local staff training (Beirut): safeguarding, first aid & security
Delivered byFuture Academy/Red Cross/UNRWA representatives|Local staff training (Beirut): safeguarding, first aid & security
Delivered byFuture Academy/Red Cross/UNRWA representatives| |Respondingto Crises Overseas|| ## **Safeguarding and Child Protection** Future Academy is committed to the safeguarding and protection of all children and young people participating in its programmes. Many of our students are refugees living in challenging environments, including displacement and exposure to conflict, which makes safeguarding a core priority. All staff, volunteers, and trustees are required to adhere to our Child Safeguarding Policy, which aligns with the Keeping Children Safe (KCS) standards. We provide regular safeguarding training to ensure that everyone involved understands their responsibilities and can identify and respond to concerns appropriately. Our programmes are designed to create safe, supportive, and inclusive environments, and we have robust procedures in place to manage and report any safeguarding incidents promptly. ## **Risk Management** The trustees have assessed the major risks to which the charity is exposed and have established systems to mitigate them. A risk register is maintained and reviewed annually. Key risks include operating in a challenging environment in Lebanon, reliance on external funding, safeguarding of students and staff, and operational continuity. Mitigation measures include robust safeguarding and HR policies, trustee oversight of programme delivery and finances, a contingency fund to respond to emergencies or funding shortfalls, and regular monitoring and reporting by the Senior Management Team. ## **Financial Review** Future Academy received total income of £63,310 during the year and incurred expenditure of £48,356, resulting in a surplus of £14,954. Income was primarily derived from grants and donations, including support from institutional funders and individual donors. Gift Aid is claimed on qualifying donations. Future Academy does not employ professional fundraisers; all donations are raised directly by the charity’s trustees, staff, and volunteers, ensuring that fundraising costs are minimised and resources are focused on delivering charitable activities. 97.65% of expenditure was directed towards charitable activities, comprising programme delivery in Lebanon. The remaining expenditure related to support and administrative costs, with governance costs kept to a minimum. Restricted funds were applied in accordance with donor conditions. Most supported programme delivery, while one trustee donation also covered the charity’s support and administrative costs. Unrestricted funds were used for programme delivery and to meet governance costs. At the year end, Future Academy held £9,500 in unrestricted funds, of which £3,200 had been allocated to planned expenditure, leaving £6,300 in free reserves. The trustees aim to maintain sufficient free reserves to manage cashflow and respond to unexpected costs or funding shortfalls. Of these free reserves, £5,000 has been designated as a contingency fund to respond to emergencies, programme disruption or unexpected funding shortfalls, particularly given the challenging operating environment in Lebanon. The trustees maintain oversight of the charity’s finances through regular reporting from the Senior Management Team and periodic review of financial performance. The charity will continue to seek funding to sustain and expand its programmes while managing financial risk. ## **Remuneration of Key Management Personnel** Future Academy does not pay any UK-based Key Management Personnel. ## **Remuneration of Local (Beirut) Personnel** Future Academy’s policy is, wherever possible, to employ staff from the refugee community. Local football coaches and teachers are engaged on a sessional basis and paid in USD. In 2025 we had 10 local staff on our team – 7 male and 3 female, all from the refugee community. Staff costs for delivering charitable activities in Beirut was $28,465. ## **Trustee Expenses** No trustee expenses were paid for carrying out trustee duties during the year. ## **Volunteer Expenses** Volunteer expenses for the year amounted to £5,683, relating to 144 volunteer days. This includes expenses for one volunteer who is also a trustee; these payments relate solely to their role as a volunteer teacher in Beirut and not to their duties as a trustee. ## **In-Kind Donations** In 2025, Future Academy received refurbished laptops and educational software from Thaki. These items will be used in programme delivery. As no cash was received, they are not included in the Receipts and Payments accounts. ## **Funds in Deficit** The trustees confirm that no funds were materially in deficit at the date of the statement of assets and liabilities. ## **Guarantees** The trustees confirm that the charity has not given any guarantees where potential liability existed at the date of the statement of assets and liabilities. ## **Outstanding Debt** The trustees confirm that the charity had no outstanding debts secured by an express charge on the assets of the charity at the date of the statement of assets and liabilities. CHARITY COMMISSION FOR ENGLANO AND WAIES 118TT37 Recei and ents accounts CC16a Forthe wiod To 31W25 Section A Receipts and payments Unmtrlct•d nd• Ro8trf¢t¢d Endowm8nt nds Total fund• At R•e•l Grants 19,SNJ 7AJ7 Inlere ARJ io l•bl• 47 Su 715 1fj(1 S￿4 to 18 Jl.852 Loan re ent $￿t0 f,700 16.001 62 38264 10,65 AS Trnn•f•r8 b•tsv•on fund¥ A6 Cuh fund• la•t y•ar •nd 46.425 31,471 CCXX Rl ac¢wnts (SSI Section B Statement of assets and liabilities at the end of the period UnrEstrictsd Catsgorl•s Restricted funds Detai15 Endowm8nt fund B1 Cash fund8 End(vwrn•nl Detalls Detall8 CurY•rtt v•ly• Delall• rAmv•rt￿1u• B4 ￿1•ts r•taln•d fortho charlty'8 own Ime D•tall8 86 Ll•bllltl•• S￿￿￿e￿ by orn OTIM) In￿88 On behalfolallthB tsu8 SbJw•ture D8t8 of roval QtIF-fKfJEIF_Q Future A¢ademy- 118Tf37 FUTIIRE 1. 8a8ls of proparation The 8ccounts have been proparod on a receipts and payments basis in 8ccord8nce wEth the requirements of the Charity Commission for England and Wales. 2. Natura of actlvlt1•8 Future Academy provides educationaL recre*ional and wetiboing supportto refugee and st8t81e88 children and young people in Lebanon. Thi8 is delivered through structured programmes in Schools and footb8lL academies. with a focu8 on impffoving acces5 to educatlon, pwhog0¢ial v￿llbeing and safe rncreation8l opportunities. 3. Fund8 Unre8trlcted Fund• Unrestrictèd lund8 are 8vallablefor use at thé discretion of the tnJst8es In lurther8nce ofthe charws objectives. Brou Forward 10744.66 I￿0￿• 15559.32 Expondltur¢ Charilable Actlvlties Govemance Carrfod Forward 9500.37 16383.61 420 R••trlcted Fund8 Restricted funds are recèfved lor speclfic projects or purposes and are used In Ilne wlth the ¢ondltlon8 88t by the donor. During 2025. most rèstrlcted funding was applied to pro8ramme deilvery. One trustee donation 18 8p￿rtICal￿ re8trlctsd toth8 voluntser teacher programme and to cover all support and administr8tive costs of the ch8rity. Re8trlctod Fund Brought FoThYards 8750 In¢om• R•¢•lved Expendfturn Carrl¢d Forward 8455.96 3428.26 10000.28 6197.63 7342.76 Sh8tlla EPICYouth EPIC Kids Girls. Education Voluntoor Teacher Programme + General support costs Digltsl Skills Total 9750 10044.04 6071.74 10CM)0.28 8236.21 3740.4 9)38.58 5682.61 715.03 1500 47J50.28 20726.61 31552 In¢om• Donatlons are recognised when received and are treated as unrestricted unless subject to donor-lmposed r8striction5. Grant income is treated as restricted. where conditions are attached. Gift Aid reclaimed from HMRC has been allocated between restricted and unrestricted funds In line *rfth the underlying donations to which bt relates. Bank Interest is recognised when received 8nd treated as unrestricted income. Expendlturn Expenditure is accounted for on a Pa￿nts basis and 1$ classified as ft)Ilrrws: Charitable actlvlt188: costs directly related to prov￿mme deilvery, including stsff cost& volunteer expenses, rent, transport 8nd m8teri8L3. Support and administratlv• cost&. costs incurTed in supportingthe 8Ctr¥ities of Future Academy, tncluding IT, website, 8nd communications. Governance oosts: costs associated with the govemance of the charity. Including indep8ndent examination of the accounts. 6. Apportlonment of costs Support costs are covered by 8 restrlcted trustee donatlon. Governance costs, including Independent 8xamination, have been charged to unrastrfcted funds. 7. Programm• •xp•n(Xlur• Expandlture on charitsble 8Ctlvltles includes programme delivery across footb811 academles and schools In Burl Barajneh IB81 and Shati18 (Sl Refugee Camps. Total expenditure by programme is approximately as follow8: Football Academy IBB): £12.149.68 Football Academy (S): £7.797.88 £21,358.96 Schooll8BI: School IS): Totalw•ndliurn on ¢harftabi• a¢il¥ftl•& £4722￿66 £5.914.06 8. In-Klnd Donatlon• Durlng 202S, the charlty recelved don8ted IT equipment, Includlng tsptOP8. for use in programme deilvery. No cash w88 recelved forthls don8tlon, and It 13 not included In the Receipts & Payments statsment. 9. Volunt••rs The charty benefits Iromthe signlllcant involvemènt ofvolunteers In programme d8ilvery and support. No mon8taryv8lue h8$ been included in the accounts in respect ofvolunteertim8. 10. Relat•d partytranS¥¢￿on$ Durlng the year. trustees made donatlon8 tothé Future Acadenrytotauing £14.000. Th888 donations are Included within unrestricted funds exceptfor £8.000. which was r85trictsd to coverwlunteer expenses and support costs. No other related p8rtytr8n88Ctlons OCCUTred. 11. Ro8orv88 Future Academy maintains unrestricted reservesto support the sustainability ot its actlvities. A portion of these funds has been designated tytrustees as a contingenLry fund to respond to emergencies. induding programme diswptlon, safeguarding needs and unexpected iedu¢tions in income. d8nt uro Acado ml Ind•pwdont oxamlnor* roportto tho trust0M of Futuro I report to the chanty trustees on my effininathjn ofthe xourts of FutweAc3AJemy for th8 year ended 31 December 2025. R8sponslbllltlfjs and basls ol report As the charity InJstee& you 8re resp￿9*￿e dthe wxwJnts in Kcordanr* with the requtrements of th8 Ch¥the8Act 2011 {IhtrA¢f). I report bn resp8L* (( my examinatim of th8 Trusfs wiod (xrt Secti￿ 145 of the and In Garrying ¢Jrt my ex￿1n￿.0n, I h￿e fo11N￿ all applc*le DireciTh$ gr¥on by ts Charity Commission under section 14515llb) of theA¢L Ind•pondoTrt oxamln•r* 8tatgm accounlir¥J rttord8 were not kept in respect d the Tru8t 86 by 130 oftheA(a,' or the accounts do rK)t Kcc*d with Ilw recryds.. (Y of a¢¢ounts sel out ￿ the Charities (kn￿nts ar￿ Rep￿ts) RegulaIK￿$ 21￿ other than any of an indepenthnt e￿inati￿. I havo c