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2025-09-30-accounts

Company Registration Number: CE023674 Registered Charity: 1191002

SKAPED

ANNUAL REPORT AND ACCOUNTS

Year ended 30[th] September 2025

CONTENTS

1. Objectives & Activities
3
2. Trustee Public Benefit Statement 14
2. Statement of Trustee Responsibilities
16
3. Independent Examiner’s Report
17
4. Financial Statements
18

Skaped - Trustee’s Annual Report 2025

The Trustees present their annual report together with the financial statements of the charity for the year 01[st] of October 2024 to 30[th] of September 2025.

Objectives and Activities

a. Policies and Objectives

The objectives of Skaped, as set out in our governing document are:

To advance the education of young people aged 11-30 years old- primarily (but not exclusively) those that reside in the UK- on the subject of Human Rights (as set out in the Universal Declaration of Human Rights, and subsequent United Nations Conventions and Declarations), through the provision of arts-based educational workshops and other activities as a mean of:

(b) Advancing and improving young people’s confidence and their artistic expression skills.

(c) Enhancing young people’s skills to get involved in their communities.

b. Activities for achieving objectives

Skaped was set up as a volunteer-led organisation in 2017 and converted to a registered charity in August 2020, during the middle of the pandemic, after establishing proof of concept. Set up by Sandy AbdelRahman and Thayna Graciano, Skaped is an East London, community-led Artivist charity that supports systematically marginalised young people aged 11–30 to engage with community building and social change through the creative arts. We deliver creative workshops, educational programmes, and community-led art projects that explore issues such human rights, social justice, and collective liberation.

Through our unique delivery of creative workshops, art projects and educational programmes, we aim to foster empowerment among young individuals, encouraging the exploration of unique identities/intersectionality and addressing social issues such as gender inequality, decolonisation, gentrification, migration, anti-discrimination, and the like, in non-judgmental peer-group settings, promoting community building and societal change.

Our work centres lived experience and uses art as a tool for social justice education, wellbeing, and connection. Through creative practice, young people develop confidence, critical thinking, and the ability to understand and challenge the systems shaping their lives. At the core of our work is to empower young people to learn about their rights, develop the confidence to speak up, raise awareness on issues in their communities, and create social change.

We actively encourage young people to participate in social action while equipping them with the confidence to be effective changemakers through the creative arts. Our principle revolves around being unconventional and creating an organisation prioritising care, empathy, and acceptance within

our activism, programmes, and general workspace. We do that by following Skaped’s Strategy for Social Change:

Step 1: Reflect on your identity, intersectionality and personal values. Step 2: Come together to build community, finding power within the collective. Step 3: Use artistic expression to create social change.

All of our workshops, educational programmes and art projects have been co-designed with our volunteers and young people to ensure we meet the needs of our community and that our work is accessible to all. Our piloting, testing and monitoring system ensures our programmes are transformative for young people from all backgrounds. Our beneficiaries come from all walks of life, cultures, and ethnicities; this includes- but is not limited to- immigrants, YP who lack education and employment opportunities, LGBTQIA+, YP with mental health issues and disabilities, and those with experience of systematic discrimination due to race, religion, class, gender etcetera.

Our Mission: Our mission is to equip young people with the tools needed to create social change by using the creative arts to reflect on their strengths and the collective power of community.

Our Vision: Our vision is an empathetic world in which young people use artistic expression to gain the skills and confidence needed to create and lead social change.

Our Values: Skaped’s values are at the heart of everything we do: Creativity, Inclusivity, Empathy, Intersectionality, Community Empowerment and Social Justice.

Our Work in 2024/25:

Changemaker Afterschool club: The Changemakers Afterschool Club was a programme consisting of 13 sessions during school term time, delivered weekly in partnership with Grazebrook Primary School in their after-school club, for 15 young people in years 3 - 5. This programme ran weekly during school term-time, participants explored their human rights, specifically looking into the articles listed within the Human Rights Act. They explored their various rights through visual arts practices, including involving them in zine making, collage, eco printing and more. At the end of the programme, they showcased their work in an event for parents, guardians and loved ones.

Mural project in partnership with the vagina museum: In collaboration with the Vagina Museum, Skaped offered a paid opportunity for four young people to participate in a full-day creative residency exploring body empowerment and bodily autonomy. Through facilitated discussion and collaborative design, participants learned from one another’s lived experiences and co-created a large-scale community mural. The mural was exhibited for six months at the Anarcha Gallery in the Vagina Musuem (Bethnal Green), providing public visibility to young people’s perspectives on ownership, identity, and empowerment.

We’re here to stay Programme: In response to the rising anti-immigrant marches, sentiments, and policies in Britain, Skaped delivered a two-month programme, “ We’re Here to Stay: Honouring Our Many Identities” , engaging 100 participants through creative, community-led workshops that fostered dialogue, connection, and artivism. The programme created affirming spaces for Global majority individuals to explore identity, belonging, and resistance while building solidarity across diasporic communities.

We collaborated with 10 grassroots and artivist organisations whose expertise helped widen access and deepen engagement. Together, we hosted a guest panel featuring four notable community organisations, a somatic wellbeing workshop with SWANA Healing, a film screening on the war in Sudan, and a collaborative book club event. These activities encouraged reflection, collective learning, and meaningful exchange rooted in lived experience.

The programme culminated in a community fundraiser in February, raising over £700 for Filistine and Sudan. Attendees described the event as “beautiful” and “nourishing,” noting the strong sense of joy, pride, and solidarity that carried throughout the evening. Participants shared that the programme restored a “sense of hope about community-building,” directly reflecting Skaped’s commitment to empowering marginalised communities through safe, creative spaces that support collective healing, and sustained resistance.

Participant Feedback: “I felt a sense of hope about community-building that I have not come by in quite a long time. It felt like a safe space to ask questions, learn and connect with others who share a vision for building stronger connections and strengthening our communities during times like these when it can feel hopeless sometimes!”

Radical Solidarity – Women history month: As part of our commitment to advancing gender justice, for this women’s history month; we delivered a month-long programme titled Solidarity: In This Together during Women’s History Month. The series invited community members to celebrate womanhood and collective resistance through 25 hours of creative programming, engaging 40 participants. We collaborated with four passionate facilitators (half of whom were programme alumni) to design and lead workshops centred on solidarity, identity, and shared struggles. This marked our first fully externally facilitated project, hosted across four different venues to widen community access. The programme also created a paid opportunity for a social media intern to

produce digital content, helping amplify participants’ voices and extend the programme’s reach beyond the physical space.

Community Artivism Programme: Our Community Artivism Programme was a free, three-month creative development programme for 13 young people (aged 16–28) with connections to East London. The programme supported participants to develop artistic skills, explore identity, engage with social justice issues, and combine art with activism. The programme featured weekly workshops, 1-1 support sessions, a full art-focused weekend, and a week dedicated to curating and crafting their exhibition. We delivered 57 workshop hours and 108 hours of 1:1 check-in with the young people. Each participant received a £100 creative grant to produce work for a collective exhibition at Rich Mix, attended by 40 guests on the opening night, featuring spoken word and a drag performance. The exhibition stayed open to the public for a week and was attended by many more audience. The grant process also built skills in proposal writing, budgeting, and project planning.

Participant Feedback: “I loved being able to meet likeminded people from all sorts of backgrounds that shared the same values. It is not often this can happen and that made the community artivism project unique. Equally the information isn't something spoken of very frequently, it was useful to give thought to these pressing yet neglected issues.”

Artivism Festival: This year’s Artivism Festival featured a new cohort for the Steering Group, who were instrumental in developing the event. From the training to the planning and designing, the liaising, to the set-up, they worked amazingly with the Creative Director and core Facilitator in managing and putting on the entire event. During the daytime activities, we had 4 ongoing workshops, as well as a vibrant market with 14 vendors, and delicious food. We had more fantastic guests in the evening cast, with 4 panellists and 3 performers, all sharing their wonderful craft and visions of a better world.

The festival was curated and delivered by 4 members of Skaped’s Steering Group —a collective of young people (aged 18–30) with connections to East London. Over three months, they met weekly for planning and learning sessions, engaging in hands-on experience to bring the festival to life. We delivered 63 workshop Hours, 100 1:1 hour with the steering group lead; gaining valuable training and work experience to help shape the festival. Part of their participation was a paid opportunity of 82 hours of festival delivery which aligned with Skaped’s commitment to empowering young creatives. The festival provided a platform for voices from diverse backgrounds, amplified youth creativity, and fostered transferable skills, creating a dynamic and inclusive space for connection and expression. More than 96 young people engaged with the festival—whether by participating in our Artivist workshops, vendors at the market, attending thought-provoking talks, or experiencing the evening performance.

Steering Group participant Feedback: “I think I have a new appreciation for the role of art in political life -- previously I had thought of political art as a process of politically engaged people producing art in a propagandistic way, delivering and popularising political ideas to people by way of their art. Now I see much more clearly how art can be a social process, and that when people come together to create something, new political ideas can emerge from that process itself, or old ones can be articulated in new ways.”

Steering Group participant Feedback: “It prompted me to come to the realisation that there are many different ways to do artivism and that they do not always have to have a massive impact on society, e.g. cause laws to change. It prompted me to appreciate the communities I am part of more, as it showed me that when a community comes together, they really are powerful.”

Tailored workshop, inspiring talks etc: Part of the work and the impact we do, is to design and tailor workshops, events and talks that reflect on the community and our young people’s needs. Throughout 2025, we delivered tailored events and workshops, where we partnered with Pulse & Pickle, Rich Mix, and The Vagina Museum.

c. Employees

At the end of the financial period covered by this return, Skaped had the following staff structure:

None of the individuals working for Skaped during this period operated outside of the United Kingdom.

d. Payroll & Expenditure

During the financial period, Skaped spent a total of £98,940.34 on overheads, which covered payments for fixed term staff, four self-employed staff as well as contractors. The total amount spent on employee + payroll was £39,439 , including incidental costs.

For reporting purposes, expenses also include payments made to:

e. Contributions made by Volunteers

Skaped was founded as a volunteer-led organisation, and we deeply value the vital role volunteers continue to play in sustaining and growing our work. Our volunteers come from diverse backgrounds, bringing a wide range of skills, professional expertise, and lived experiences that strengthen both our programmes and our community. Rooted in shared values, our volunteers actively champion Skaped’s mission and vision.

As one volunteer shared: “Volunteering for Skaped is my way of becoming, for young people, the supportive and encouraging person I once needed in my life.”

We promote volunteering opportunities through social media, university networks, non-profit platforms, and partnerships with aligned organisations. Volunteers directly support workshop delivery, event coordination, facilitation, communications, and community outreach.

Between 2024 and 2025, we worked closely with 10 committed volunteers, many of whom continue to remain actively engaged as part of our extended community. In 2025, we hired 2 social media volunteers on a paid basis to help maintain our digital aesthetic. The success of Skaped’s volunteer approach aligns with our core values, empowering young people to become changemakers in their communities.

Looking ahead, we aim to expand and diversify our volunteer pool further, welcoming individuals with a broader range of skills and expertise to support Skaped’s sustainable growth and deepen our community impact.

Achievements and Performance

a. Our Impact

From October 2024 to September 2025, Skaped has reached at least 300 young people across London. Of those, we have worked directly with 111 young people through our delivery of dynamic workshops, programmes and events. These included co-designed programmes spanning weeks to months, to impactful one-off workshops relevant to the participants we work with. Our workshops are a key component of our work, addressing crucial topics exploring self-care, community building, Artivism and social change issues – from gender inequality to personal activism as part of social change and creating a safe community for all.

We have provided more than 200 hours of 1-2-1 support, and 180 hours of tailored workshops, programme offerings and sessions, where we invited over 17 expert guest speakers and artists.

We have directly benefited young people from boroughs across London. We have worked closely with paid volunteers who helped us from social media to outreach.

Through our programmes and art projects young people gain various skills, including:

From October 2024 to September2025:

Our Young People:

At the end of our workshops, projects and programmes, participants officially join the Skaped Alumni Network, ensuring continued engagement and professional development beyond their initial involvement. As alumni, they gain access to a range of exclusive opportunities, including:

The impact of our programmes extends beyond direct participation. Alumni members frequently collaborate on independent projects and even host gatherings together on personal occasions, demonstrating the lasting connections and skills fostered at Skaped. For example, the cohort for this year’s Artivism Festival have met up continuously on birthday events and attend public exhibitions together. Additionally, Skaped offers training and employment pathways, enabling alumni to take on facilitator roles, develop project management expertise, and contribute to future projects.

b. Key Financial Performance Indicators

As we mark our fifth year as an established charity, the majority of our funding has traditionally been restricted to programme delivery, covering staffing, project costs and related expenses. The previous financial year was challenging and required us to draw on our reserves. However, 2024/25 marked a significant turning point. We successfully secured capacity-building grants-based income compared to the previous year and strengthened our organisational infrastructure.

This growth allowed us to expand our on-the-ground programmes, recruit two fixed-term team members, and increase pay for our three-freelance staff. All staff were compensated at or above the London Living Wage. Notably, every staff member began their journey with us as either a volunteer or programme participant, reflecting our commitment to nurturing leadership from within our community.

For the 2024/2025 financial year:

We remained committed to investing directly in young people. A total of £4,824 was allocated towards steering group/paid placements, grant and skills development, enabling participants to codesign and co-deliver our programmes. We also invested £1,054.30 in team training to strengthen internal capacity and leadership.

Strategic partnerships have continued to play a vital role in our sustainability. For example, St Margaret’s House provided in-kind venue space for our festival and programme delivery, significantly reducing operational costs and strengthening local collaboration.

In addition to programme funding, we mobilised community fundraising in solidarity with causes important to our network:

At year-end, £2,718.69 was carried forward and allocated towards core costs in the following financial year. We also received a £19,000 grant from the National Lottery, of which £8,000 was spent during this financial year, with the remaining balance will be spend on salary towards 2025/26.

Financial Review

a. Financial Challenges

The Board is committed to safeguarding and risk-assessing Skaped’s operational stability, ensuring full compliance with UK regulatory and governance requirements. In the current climate, financial uncertainty remains an ongoing risk for charities, particularly as charitable and human rights legislation continues to evolve. To strengthen our resilience, we are prioritising long-term financial sustainability through the active involvement of our trustees, team members, consultants, and volunteer experts. We are also undertaking a thorough review of our policies to ensure they remain robust, up to date, and aligned with best practice.

Key priorities include refining and diversifying our fundraising strategy, moving beyond grant dependency to develop broader income streams. This approach will enhance Skaped’s financial security, increase organisational resilience, and maximise our long-term impact.

Structure, Governance and Management

a. Constitution

Skaped has a Constitution of a Charitable Incorporated Organisation and is registered with the Charity Commission. (Charity number: 1191001). The principal object of the Charity is to advance the education of young people aged 11-30 years old, primarily (but not exclusively) those that reside in the UK in the subject of Human Rights (as set out in the Universal Declaration of Human Rights and subsequent United Nations conventions and declarations), through the provision of art based educational workshops and other activities.

b. Management Structure

Skaped has a charitable board of 4 trustees. Our ethos revolves around being unconventional and creating an organisation prioritising care and acceptance within our activism and general workspace. Each trustee brings to the table a direct lived experience related to the issues addressed by Skaped in its work, ensuring a profound understanding of the challenges faced by our beneficiaries and the Skaped community. The board collectively boasts a diverse skill set encompassing finance, project delivery, legislation, diversity and inclusion. Reporting directly to the board of trustees, Skaped's CEO collaborates closely with the team, offering support and guidance. Notably, significant financial decisions require the agreement of at least two trustees, ensuring a collaborative and well-informed decision-making process. We continue to review the effectiveness of the board and are open to growing the board to broaden the skillset and experiences that our trustees bring to the board.

Excluding out of pocket expenses, none of the trustees were paid during the financial period of this return.

c. Safeguarding

As a charity we provide services to any person under the age of 18 and over, including potentially adults at risk. An adult at risk is any person aged 18 or over who:

An adult at risk may have an illness affecting their mental or physical health, have a learning disability, suffer from drug or alcohol problems or be frail.

To ensure the safety of all our participants, we ask all members of staff whether contractual or employed, all trustee board members, and anyone else representing the Skaped organisation to undergo a required level of DBS Checks for all roles which are eligible for them in the financial period. All required Enhanced DBS checks have been obtained.

There have been no incidents reported in this financial year. We continue to review all of our related safeguarding procedures, information and policies to adhere with the latest developments to ensure we are in compliance.

d. Governance

We have had the following policies in place by the end of the financial period:

  1. Safeguarding Policy and Procedures

  2. Trustee Conflicts of Interest Policy and Procedures

  3. Equality and Diversity

  4. Health and Safety

  5. Remuneration Policy

  6. Risk Assessment Policy

  7. Volunteer Policy and Procedures

  8. Digital Safeguarding Policy

e. Plan for Future Period

Strategic Reflection: Five-Year Review

As Skaped marks five years as a registered charity (established in 2020), we have undertaken a period of structured reflection with our team, trustees, volunteers, and wider community. Our aim has been to learn from our development to ensure our future work remains relevant, focused, and impactful.

Between 2021 and 2024, Skaped experienced significant growth. While we retained our core mission (advancing human rights education for young people through art) we increasingly centred selfdevelopment, political education, and community-building within our programmes. This period saw:

However, this growth also surfaced important questions around sustainability, political clarity, and organisational focus. We began asking whether our mission was sufficiently defined and whether our outreach and recruitment systems were effectively reaching those most structurally marginalised.

Refining Our Mission

Through reflection and consultation, we identified that our previous framing was too broad and did not sufficiently guide our programming or partnerships.

We have therefore refined our focus for the next 3 years to particularly focus on migration, class and race. This sharpened focus will guide our next phase of work, with increased emphasis on:

Community Consultation and Next Steps

To guide this transition responsibly, we are launching a structured consultation process with our young people from the Skaped community. This consultation will inform our 3-year strategic plan, ensuring our future direction is shaped directly by those we exist to serve.

Looking Ahead

Our priorities for 2025/2026 include:

This reflective year has positioned Skaped to move forward with greater clarity, resilience, and accountability to our community.

f. Method of Appointment or Election of Trustees

The management of the Charity is the responsibility of the Trustees, who are elected and co-opted under the terms of the Trust deed.

This report was approved by the Trustees on _03/07/2026_ and signed on their behalf by:

ZAHRA ASIF RAZVI

2. Trustee Public Benefit Statement

The Trustees of Skaped confirm that they have taken the Charity Commission's public benefit guidance into account when making all relevant decisions in the exercise of their powers and duties during the year ended 30 September 2025.

Statement of Compliance: The Trustees of Skaped confirm that they have had due regard to the Charity Commission's public benefit guidance — including PB1, PB2, and PB4 — when exercising their powers and duties throughout the financial year. The Trustees are satisfied that all activities carried out in 2024/25 furthered Skaped's charitable purposes and delivered clear, demonstrable public benefit in accordance with the Charities Act 2011 (s.17).

How Public Benefit Was Delivered: Skaped advances the education of young people aged 11–30 — particularly those experiencing structural marginalisation in the subject of Human Rights, through arts-based workshops, programmes, and community projects. In 2024/25 this included the Changemaker Afterschool Club, the We're Here to Stay Programme, the Community Artivism Programme, a mural residency with the Vagina Museum, a Women's History Month series, and the annual Artivism Festival.

Key outcomes:

Accessibility and Reach: All core programmes were free at the point of delivery. Creative grants of £100 per participant were provided under the Community Artivism Programme. Delivery took place across multiple venues in partnership with grassroots organisations, and all programmes were codesigned with young people to ensure they were accessible to participants from all backgrounds, cultures, and identities.

Financial Stewardship: Total income for the year was £133,410 against expenditure of £130,691. All funds were applied in furtherance of Skaped's charitable objects. No trustees received remuneration. All staff were paid at or above the London Living Wage. £4,824 was invested directly in participant grants and paid placements, enabling young people to co-design and co-deliver programmes.

Trustees' Conclusion: The Trustees confirm that Skaped has complied with its duty to have due regard to the Charity Commission's public benefit guidance in all relevant matters during the year ended 30 September 2025. Its purposes are for the public benefit, its activities furthered those purposes, and its resources were applied appropriately and solely in furtherance of its charitable objects.

This report was approved by the Trustees on _03/07/2026_ and signed on their behalf by:

ZAHRA ASIF RAZVI

3. Statement of Trustee Responsibilities

The Trustees are responsible for preparing the Strategic Report, the Annual Report and the financial statements in accordance with applicable law and regulations.

Company law requires the Trustees to prepare financial statements for each financial year in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the group and charity and of application of resources, including the income and expenditure, of the group for that period.

In preparing these financial statements, the Trustees are required to:

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charity’s transactions and disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Financial statements are published on the charity’s website in accordance with legislation in the United Kingdom governing the preparation and dissemination of financial statements, which may vary from legislation in other jurisdictions. The maintenance and integrity of the charity’s website is the responsibility of the trustees. The trustees’ responsibility also extends to the ongoing integrity of the financial statements contained therein.

In so far as the trustees are aware:

Approved by the Board of Trustees

This report was approved by the Trustees on _03/07/2026_ and signed on their behalf by:

ZAHRA ASIF RAZVI

3. Independent Examiner’s Report

I report to the trustees of Skaped (Charity No 1191002) on the accounts for the period ended 30[th] September 2025.

Respective Responsibilities of the trustees and the independent examiner

The Charity’s trustees are responsible for the preparation of the accounts. The charity’s trustees consider that an audit is not required for this year under section 144 of the Charities Act 2011 and that an independent examination is needed.

It is my responsibility to:

Basis of independent examiner’s statement

My examination was carried out in accordance with General Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts and seeking explanations from the trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given as to whether the accounts present a ‘true and fair’ view and the report is limited to those matters set out in the statement below.

Independent examiner’s statement

In connection with my examination, no material matters have come to my attention which gives me cause to believe that in, any material respect:

I have come across no other matters in connection with the examination to which attention should be drawn in this report to enable a proper understanding of the accounts to be reached.

Jaz Notay ACMA CGMA BEng (Hons) Veritas Finance Group Ltd

FINANCIAL STATEMENTS

Skaped

Statement of Financial Activities 30th September 2025

Notes
Income From:
Donations & Legacies
2
Charitable activities
3
Other trading activities
Investments
Other
Total Income
Expenditure on:
Raising Funds
4
Charitable activities
Other trading activities
Other
Total Expenditure
Net Movement in Funds
Reconciliation of Funds
Total funds brought forward
Total Funds carried forward		 Unrestricted
Funds
Restricted
Funds
Total 2025
Total 2024
0
712
131,840
11,870
143,710
79,721
0
0
0
0
0
0
131,840
11,870
143,710
80,433
8,647
108,656
19,058
127,715
75,127
2,977
0
2,977
12,923
0
0
0
(1,680)
0
0
0
111,633
19,058
130,691
95,017
20,207
(7,188)
13,019
(14,584)
28,248
11,114
39,362
53,945
48,455
3,926
52,380
39,362

The statement of financial activities includes all gains and losses recognised in the year

All income and expenditure derive from continuing activities

Skaped Balance Sheet

As at 30th September 2025

Notes
Tangible Fixed Assets
Current Assets
Cash at Bank
Creditors: amounts falling due within
5		 Notes
Tangible Fixed Assets
Current Assets
Cash at Bank
Creditors: amounts falling due within
5		 £
£
£
£
0
0
52,380
49,662
52,380
49,662
2025
2024		 £
£
£
£
0
0
52,380
49,662
52,380
49,662
2025
2024		 £
£
£
£
0
0
52,380
49,662
52,380
49,662
2025
2024		 £
£
£
£
0
0
52,380
49,662
52,380
49,662
2025
2024		 £
£
£
£
0
0
52,380
49,662
52,380
49,662
2025
2024
£
0
52,380
52,380
Garfield Weston from 2024 (10,300)
Net Current Assets
Total Net Assets
The Funds of the Charity
Restricted Funds
Unrestrcited Funds		 6 52,380
49,662
52,380
39,362
3,926
11,114
48,455
28,248
52,380
39,362

The company was entitled to exemption from audit under s477 of the Companies Act 2006 relating to small companies.

The members have not required the company to obtain an audit in accordance with section 476 of the Companies Act 2006.

The directors acknowledge their responsibilities for complying with the requirements of the Companies Act with respect to accounting records and the preparation of accounts.

These accounts have been prepared in accordance with the provisions applicable to small companies subject to the small companies regime and in accordance with FRS102 SORP.

This report was approved by the Trustees on _03/07/2026_ and signed on their behalf by:

ZAHRA ASIF RAZVI

Notes to Financial Statements 30th September 2025

Skaped Notes

1. Accounting Policies

Basis of preparing financial statements

The financial statements of the charitable company have been prepared in accordance with the Charities SORP (FRSSE) ‘Accounting and Reporting’ by Charities: Statement of Recommended Practice applicable to Charities preparing their accounts in accordance with the provisions of FRS102 Section 1A Small Entities and the Companies Act 2006. The financial statements have been prepared under the historic cost convention.

Income

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received, and the amount can be measured reliably.

Expenditure

Liabilities are recognised as expenditure as soon as there is legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Taxation

The charity is exempt from corporation tax on its charitable activities.

Fund Accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when the funds are raised for particular restricted purposes.

Further explanation of the nature and purposes of each fund is included in the notes to the financial statements.

2. Donations & Legacies

2. Donations & Legacies
Unrestricte Restricted
d Funds Funds Total 2025
Total 2024
Grants 0 712
Legacies 0
Total 0 0 0 712
3. Charitable Activities
Unrestricte Restricted
d Funds Funds Total 2025
Total 2024
Fundraising 131,840 11,870 143,710 79,721
Other
Total 131,840 11,870 143,710 79,721
4. Analysis of Expenditure
Unrestricte Restricted
d Funds Funds Total 2025
Total 2024
Raising Funds 8,647
Charitable activities 108,656 19,058 127,715 75,127
Other trading activities 2,977 2,977 12,923
Other (1,680)
Total 111,633 19,058 130,691 95,017
5. Creditors - amounts falling due within one year 5. Creditors - amounts falling due within one year 5. Creditors - amounts falling due within one year 5. Creditors - amounts falling due within one year 5. Creditors - amounts falling due within one year 5. Creditors - amounts falling due within one year 5. Creditors - amounts falling due within one year 5. Creditors - amounts falling due within one year 5. Creditors - amounts falling due within one year 5. Creditors - amounts falling due within one year 5. Creditors - amounts falling due within one year 5. Creditors - amounts falling due within one year
2025
2024
Creditors
0
0
0
0
6.Restricted Funds
Balance as
at 1st
October
2024		 Income Expenditure Balance as
at 30th
September
2025
Restricted 11,114 11,870 (19,058) 3,926
Unrestricted 28,248 131,840 (111,633) 48,455
39,362 143,710 (130,691) 52,380
6.Restricted Funds
Balance as Balance as
at 1st at 30th
October September
2024 Income Expenditure 2025
Restricted 11,114 11,870 (19,058) 3,926
Unrestricted 28,248 131,840 (111,633) 48,455
39,362 143,710 (130,691) 52,380