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2024-10-31-accounts

HILLEL BRIGHT FUTURES TRUST

ANNUAL REPORT AND ACCOUNTS For the year ended 31[st] October 2024

Registered Charitable Incorporated Organisation 1191049

Table of Contents

Our Aims: ................................................................................................................................................. 3 Our Objectives: ........................................................................................................................................ 3 Review of Activities and Achievements: .................................................................................................. 4 Reflections: .............................................................................................................................................. 9 Future Plans: ............................................................................................................................................ 9 Our Finances: .........................................................................................................................................10 Trust Ethos, Strategies and Policies .......................................................................................................11 Access Policy: .........................................................................................................................................12 Other Policies on Assistance: .................................................................................................................12 Promoting High Academic Standards: ...................................................................................................12 Structure, Governance and Management: ............................................................................................13 Trustees and Charity Trustees: ..............................................................................................................16 Professional Advisors .............................................................................................................................16

Hillel Bright Futures Trust

Report of the Trustees for the year ending 31[st] October 2024

The Trustees of Hillel Bright Futures Trust present the annual report and accounts for the year ended 31[st] October 2024 and confirm they comply with the requirements of the Charities Act 2011, the trust deed and the Charities SORP (FRS 102).

Charitable Objects:

THE OBJECT OF THE CIO IS: TO ACT AS A RESOURCE FOR YOUNG PEOPLE UP TO THE AGE OF 18 LIVING IN CROYDON AND THE SURROUNDING LONDON BOROUGHS BY PROVIDING ADVICE AND ASSISTANCE AND ORGANISING PROGRAMMES OF PHYSICAL, EDUCATIONAL AND OTHER ACTIVITIES AS A MEANS OF:

Our Aims:

The Trust operates under a Declaration of Trust dated 11[th] June 2020 and a scheme which was sealed by the Charity Commissioners for England and Wales on 27[th] August 2020, which included the regulations for appointment of trustees. The objects of the Charity are the advancement of education (including social and physical training) of boys and girls, and in particular to maintain day schools at or near Croydon.

We aim, through our programmes and partnerships, to provide inclusive, high-quality education and well-being services for children, young people, and their families, with a particular focus on those who are neurodivergent or have Special Educational Needs and Disabilities (SEND). We create safe, nurturing, and trauma-informed environments, whether in our Homeschooling Hub, SEND AfterSchool Club, integrated Holiday Clubs, or community projects, that support each individual’s learning, creativity, confidence, and well-being. Our approach promotes academic progress, social and emotional growth, and personal resilience through a blend of structured learning, creative enrichment, mentoring, and family support. Every participant is encouraged to recognise their strengths, explore their interests, and feel a genuine sense of belonging. In doing so, we help children, young people, and families to thrive within a supportive and connected community.

Our Objectives:

Our objectives are set to reflect our educational aims and the ethos of the Charity. It is important to us that we maintain and enhance the academic success of the Charity.

This objective is, however, set in the context of the broader goals we set for the Charity and its pupils.

In setting our objectives and planning our activities the Trustees have given careful consideration to the Charity Commission’s public benefit guidance.

Our key objectives are:

Review of Activities and Achievements:

The Trust has worked in partnership with Bright Futures 4 All to deliver a broad range of inclusive, trauma-informed educational and well-being services for children, young people, and families in Croydon and the surrounding South London boroughs. This has included running our Homeschooling Hub, SEND After-School Club, and integrated Holiday Clubs; providing tailored tuition and mentoring in subjects such as maths, science, English, and creative writing; supporting smooth transitions into secondary education; and offering opportunities for personal growth through cultural enrichment, arts-based projects, and skills-building workshops. Throughout the year, we also encouraged SEND participants to take an active role in the charity through volunteering, helping to run activities, and developing practical and interpersonal skills in a supportive environment.

Cultural Trips

We made the effort to take our children on cultural trips that they might not otherwise get the chance to go on. Our Homeschooling Hub students enjoyed a trip to the Hilton Hotel for a Christmas Dinner and our SEND After-School Club visited the Tooting Lido for an International Picnic.

SEND After-School Club

Our SEND After-School Club was launched in October 2023 in response to a critical and long-standing gap in Croydon’s local offer: the lack of consistent, inclusive after-school support for neurodivergent children and those with SEND (Special Educational Needs and Disabilities).

For years, parents across Croydon had shared the same concern, mainstream

after-school clubs weren’t accessible or equipped to support their children’s needs. Many young people were left isolated after school hours, missing out on vital opportunities for structured socialisation, learning, and joy. This left parents struggling to balance work, caregiving, and their child’s emotional wellbeing. Recognising this unmet need, Bright Futures 4 All stepped in.

In autumn 2023, we proudly opened Croydon’s First After-School Club exclusively designed for neurodivergent learners, situated at our Sydenham Road base. The club was built on the same trauma-informed, child-centred principles that underpin our Homeschooling Hub and Holiday Clubs We started with a small group of students, offering:

Parents report that children who previously struggled in mainstream settings are now more confident, engaged, and happy to attend regularly. Several children have built their first real friendships through the club.

What makes our club different is not just the staffing ratio or the SEND expertise, it’s the culture of belonging. Every child is met where they are, with the patience, tools, and consistency they need to thrive beyond the school day.

Seasonal Holiday Clubs (Easter, Summer, Christmas)

Our integrated Holiday Clubs continue to be a standout feature of our work providing a joyful, safe, and enriching space where children with and without additional needs can play, learn, and grow side by side. These are not just clubs, they are living examples of inclusive education in action.

What makes our model unique is the way we intentionally bring together children from a wide range of backgrounds and experiences:

By sharing the same space, these children naturally learn empathy, communication, and cooperation. We see daily how this mixed environment encourages social bridges to form—friendships that may not happen in more segregated or need-specific settings.

For many children, this is the first time they’ve been in a space that truly celebrates difference—not just accommodates it. Children with complex support needs are not just “included” but are active and valued participants. Children without SEND grow in understanding, patience, and leadership through organic peer modelling.

Each holiday club includes a rich mix of activities tailored to different needs and interests, such as:

To ensure full access for all, we provide dedicated 1:1 support where needed, including for children with high communication needs, emotional regulation challenges, or personal care needs.

Parents frequently share that the Holiday Club is the first time their child has been truly welcomed into a group setting, and many tell us that their children excitedly talk about coming back.

In a world where many services remain fragmented or exclusive, our Holiday Clubs offer a hopeful model: a space where children of all kinds grow together, building a shared culture of inclusion, acceptance, and joy.

Engaging with Families and Partners

In 2023–2024, Bright Futures 4 All actively strengthened its presence at local events and conferences

to build connections, raise awareness about our work, and engage with families, partners, and potential collaborators. We attended the Croydon Inclusion Conference, the NeuroUnity Youth Conference, and the Neurodiversity Expo hosted by the BME Forum, where our founder, Karen Bryson, spoke on neurodiversity. We also took part in a parent coffee morning at Broadmead School, providing a more informal opportunity to connect directly with families in our local community.

These events enabled us to:

We view these engagements not just as opportunities to promote our work, but as valuable spaces to listen, learn, and collaborate. By showing up and contributing to local conversations, we have been able to highlight gaps in provision for SEND families, share good practice, and explore new ways to meet the evolving needs of the communities we serve.

Generous Partnerships

In 2023–2024, we were deeply encouraged by the generosity and collaboration shown by our partners and supporters, whose contributions directly enhanced the experiences and well-being of the families we serve.

Life City Church kindly donated over £250 in food vouchers, enabling us to host a free parents’ breakfast and provide much-needed shopping support via Sainsbury’s and Aldi.

Through our continued collaboration with Santa Stork, we were able to give Christmas bundles and personalised gifts to children in our community, ensuring that every child felt valued during the festive season. Stripey Stork also extended their support through their School Days campaign, providing essential school supplies to help children start the academic year with confidence and readiness.

Kooth, the mental health charity, delivered multiple workshops to our families, offering practical tools and open conversations about emotional well-being. Croydon Vision enriched our community learning by delivering a visual awareness presentation, and our Holiday Clubs benefitted from Eat Well for Less workshops, promoting healthy and budget-friendly meal choices.

We are also grateful for the vital food donations from The Felix Project and Morrisons, which supported our events and reduced food insecurity for the families we work with.

These partnerships are more than contributions, they are acts of solidarity that reinforce the power of community. Together, they have helped us create moments of joy, meet practical needs, and provide learning experiences that extend far beyond our core programmes.

Reflections:

The 2023–2024 period was one of connection, resilience, and shared purpose. We continued to strengthen our core services while deepening relationships with families, local organisations, and community partners. Our participation in events such as the Croydon Inclusion Conference, NeuroUnity Youth Conference, and the BME Forum’s Neurodiversity Expo allowed us to both share our trauma-informed, inclusive approach and learn from others shaping the future of SEND provision. Smaller but equally meaningful engagements, such as the parents’ coffee morning at Broadmead School, reaffirmed the value of meeting families where they are, in spaces that feel safe and familiar.

This year also highlighted the transformative impact of generous partnerships. From festive gifts provided through Santa Stork to essential school supplies from Stripey Stork, from food donations by The Felix Project and Morrisons to workshops by Kooth, Croydon Vision, and Eat Well for Less, these collaborations ensured that our families experienced not only practical support, but also a tangible sense of care from the wider community.

Challenges remain as demand for SEND support continues to grow, and many families still face barriers to accessing the help they need. Yet, this period reaffirmed our belief that sustained change is built through trust, collaboration, and a consistent presence in the lives of those we serve. As we move forward, the lessons of this year will guide us: to listen deeply, to act with empathy, and to keep building a community where every family feels they belong.

Future Plans:

Building on the relationships, learning, and growth achieved in 2023–2024, we will continue to strengthen our role as a trusted hub for SEND families in Croydon and the surrounding boroughs. In the coming year, our priorities include:

Our focus for the period ahead is simple but ambitious: to provide more families with safe, inclusive spaces where children and young people can learn, grow, and feel a genuine sense of belonging. Everything we do will be guided by the belief that no family should face the journey alone.

Our Finances:

For the year ended 31 October 2024, the Trust recorded total income of £6,110 and total expenditure of £6,008, resulting in a net surplus of £102. Income was primarily from fees/funding (including rent funding) of £5,310, with a further £575 from charitable activities and £225 from other income. Expenditure was focused on direct charitable activity, chiefly premises costs (Charis House rent of £5,850) and advertising/marketing of £158 (a Wix recharge net of a prior-year accrual reversal).

At the balance-sheet date, the Trust held cash at bank of £96. Prepayments of £2,395 were matched by creditors of £2,395, reflecting timing differences on operating costs; no fixed assets or accruals were recognised at year end. Total funds carried forward were £96 (unrestricted); there were no restricted funds.

Compared with the prior year comparator (2023 within these statements), the Trust moved from a deficit of £904 to a small surplus, reflecting tighter cost control and a clearer focus on essential delivery costs.

Tax and status

As a Charitable Incorporated Organisation (CIO), the Trust applies all income to its charitable purposes. Educational charitable activity is generally exempt from direct taxation, and the Trust benefits from mandatory rate relief where applicable; however, the Trust is not able to reclaim input VAT on most costs and incurs employer National Insurance where relevant.

Reserves and financial health

The Trustees recognise the need to build free reserves to support stability and cash flow. With closing unrestricted funds of £96, the Board intends to prioritise the growth of free reserves during the next period through a mix of grant funding, donations, and partnership income, while maintaining careful cost management.

Investment policy

The Trust held no investments during the year. Any future investment activity will be undertaken in accordance with the Trustee Act 2000 and the Trust’s risk management approach.

Trust Ethos, Strategies and Policies

Our Trustees are responsible for setting a strategy for achieving the objectives they have set. The focus of our strategy is on the development of our pupils, their continued high levels of academic and co-curricular achievement and to further widen access to the education our partner schools provide. In taking forward our strategy we:

Our ethos: a caring Trust serving our local community and society

HBFT is a charitable trust which seeks to benefit the public through the pursuit of its stated aims. Our partner schools fees are set at a level to ensure financial viability of and at a level that is consistent with our aim of providing a first-class education to boys and girls.

Our Trust aims to welcome pupils from all backgrounds. To admit a prospective pupil, we need to be satisfied that our partner schools will be able to educate and develop a prospective pupil to the best of their potential and in line with the general standards achieved by their peers. Entrance interviews and assessments are undertaken to satisfy ourselves and parents that potential pupils can cope with the pace of learning and benefit from the education we provide. An individual’s economic status, gender, ethnicity, race, religion or disability do not form part of our assessment processes.

We are an equal opportunity organisation and are committed to a working environment that is free from any form of discrimination on the grounds of colour, race, ethnicity, religion, sex, sexual orientation or disability. We will make reasonable adjustments to meet the needs of staff or pupils who are or become disabled.

Our Trust is committed to safeguarding and promoting the welfare of our pupils and expects all staff and volunteers to share this commitment.

Parents are given regular information about their children’s social and academic progress through parent evenings in addition to the traditional end of term and year reports. We maintain regular contact with parents throughout the year through informal contacts and through our newsletter. Older pupils will have a Form Tutor and House Tutor responsible for pastoral care and academic development.

We also have a system of student champions who are involved in assisting senior teaching staff in enforcing our very vigorous no bullying policy.

Access Policy:

It is important to us that access to the education our partner schools offer is not restricted to those who can afford our fees. We believe our pupils benefit from learning within a diverse community. A great deal of learning occurs through social interaction, conversation and shared experiences which helps our pupils develop an understanding of the perspectives of other people that will be vital in their adult lives.

Bursary policy

The Trustees view our bursary awards as important in helping to ensure children from families who would otherwise not be able to afford the fees can access the education we offer. Our bursary awards are available (from 2023-2024) to all who meet our general entry requirements and are made solely on the basis of parental means or to relieve hardship where a pupil’s education and future prospects would otherwise be at risk for example in the case of redundancy.

In assessing means we take a number of factors into consideration including family income, investments and savings and family circumstances for example dependant relatives and the number of siblings. However, our partner schools do not have a large endowment and in funding our awards we have to be mindful that we must ensure a balance between fee-paying parents, many of whom make considerable personal sacrifices to fund their child’s education, and those benefiting from the awards.

We also will establish a hardship fund that supplements bursary awards to pay for co-curricular activities, equipment and school trips. Information about fee assistance through bursaries is provided to all applying to the partner schools in 2023-2024. We will also advertise the awards each summer in the local press and at local libraries. Further details of our bursary policy and how to apply will be available on our website in due course.

Other Policies on Assistance:

Financial planning policy

Timely financial planning is often the key for many parents who are hoping to send their children to Croydon, and a school fees plan is available to help those who wish to fund educational costs through regular contributions. The Trust’s Family discount policy underlines the value we place on continuity for families, by offering discounts where parents have more than one child at the Trust’s schooling partners.

Promoting High Academic Standards:

Scholarship policy

The purpose of our scholarship awards is to recognise high academic potential or the ability to excel in our co-curricular activities. Our scholarships are awarded on the basis of the individual’s academic potential or evidence of exceptional abilities which will contribute to our co-curricular activities. In addition, awards may be subject to conditions imposed by the original donor.

Assistance for our staff

As part of our emphasis on attracting and retaining high calibre staff, we offer a discount scheme where staff members choose to educate their children at the Trust’s partner schools.

Structure, Governance and Management:

The Trustees are responsible for the overall management and control of HBFT and meet nine times a year. The work of implementing most of their policies is carried out by the members of the Board of Trustees which normally meets monthly. The Secretariat is responsible for co-ordinating the work of the Trustees, preparation of papers and management accounts and the review of matters arising.

All trustees give of their time freely and no remuneration or expenses were paid in the year. No Trustee or person connected with a Trustee received any benefit from either means tested bursaries or scholarships awarded to our pupils.

Key management personnel

The Trustees consider that they, together with the Chief Executive, comprise the Key Management Personnel (see page 14). The Trustees give of their time freely and the pay and remuneration of the Head and senior staff is set by the Board of Trustees and is kept under annual review. Several criteria are used in setting pay:

In recent years, flexible pay in the academy school sector has affected the ease of recruitment to certain roles. We intend to be in the median quartile for pay for senior roles in the independent school sector.

The Trustees have given delegated authority to the Chief Executive to pay higher salaries for exceptional candidates where this is in the interest of the Trust.

Organisational Management

The Trustees determine the general policy of the Trust. The day to day running of the Trust is delegated to the Chief Executive, supported by senior staff. The Chief Executive undertakes the key leadership role overseeing educational, pastoral and administrative functions in consultation with the senior staff. The day to day administration of the Trust is undertaken within the policies and procedures approved by the Trustees which provide for only significant expenditure decisions and major capital projects to be referred to the Trustees for prior approval.

The Chief Executive oversees the recruitment of all educational staff, whilst under delegated authority overseeing the recruitment of administrative and non-teaching support staff. The Chief Executive and Executive Assistant are invited to attend Trustees’ meetings.

Other Relationships

The Chief Executive is a member of the Head Masters’ and Mistresses’ Conference which is an opportunity to share expertise, knowledge and experience across the independent school sector. The Conference also permits appropriate representation to Government and regulators of the views of the sector.

Risk Management

The Trustees are responsible for the overseeing of the risks faced by the partner schools. Risks are identified, assessed and controls established throughout the year. A formal review of the Trust’s risk management processes is undertaken on an annual basis. Risk is managed under the headings of financial sustainability, school safety, student welfare, employment, school trips and events and community access.

The main risks that the Trustees have identified and the plans to manage those risks are:

Through the risk management processes established for the Trust, the Trustees are satisfied that the major risks identified have been adequately mitigated where necessary. It is recognised that systems can only provide reasonable but not absolute assurance that major risks have been adequately managed.

Trustee Recruitment and Training

The Board of Trustees requires breadth and depth of experience to carry out its duties effectively and efficiently. When recruiting new trustees, the important attribute is a passion for the work of the Trust and an understanding of education as a holistic and rounded experience of personal growth. We advertise locally for new trustees and through our newsletter to parents. We also invite senior local businesspeople to consider joining our Board. Where possible the Trustees consider that the skills and experience of the Board should comprise the following:

At least one female Trustee and at least one male Trustee

One Trustee may have one or more of these skills.

Trustees and Charity Trustees:

The Trustees are the charity trustees of HBFT. New trustees are appointed by the existing Board of Trustees. All Trustees have served throughout the year except where stated.

Trustees

K Bryson Appointed 1 June 2020 P Clarke Appointed 1 June 2020 B Myers-Reid Appointed 1 June 2020 A Neal Appointed 1 June 2020

Chief Executive K Bryson Executive Assistant TBA

CONTACT DETAILS

Address: Heavers Farm Primary School, 58 Dinsdale Gardens, SE25 6LT Website hillelbrightfuturestrust.com Contact enquiries@hillelbrightfuturestrust.com Registered Charitable Incorporated Organisation No. 1191049

Professional Advisors

Bankers: Lloyds Bank Plc 137 North End Croydon CR0 1TN Solicitors: To be appointed Auditors: To be appointed Investment Advisors: To be appointed Surveyors: To be appointed Insurance Brokers: To be appointed

Financial Statements for the year ended 31 October 2024

Statement of Financial Activities

2024 2023
Total Total Total Total Total Total
Restricted Unrestricted Funds Restricted Unrestricted Funds
Funds Funds Funds Funds
Income £ £ £ £ £ £
Charitable 0 575 575 0 0 0
activities
Fees / 0 5,310 5,310 0 9,350 9,350
funding
Other 0 225 225 0 175 175
Total income 0 6,110 6,110 0 9,525 9,525
Expenditure £ £ £ £ £ £
Fundraising 0 0 0 0 0 0
Charitable 0 6,008 6,008 0 10,429 10,429
activities
Total 0 6,008 6,008 0 10,429 10,429
expenditure
Net income / 0 102 102 0 (904) (904)
(expenditure)
for the year
Reconciliation of funds
Total fund 0 (5) (5) 0 899 899
balance
brought
forward
Total fund 0 96 96 0 (5) (5)
balance
carried
forward

Balance Sheet

alance Sheet
2024 2023
Fixed assets £ £ £ £
Land 0 0
Buildings 0 0
Equipment 0 0
Fixtures and fittings 0 0
Total fixed assets 0 0
Current assets £ £ £ £
Prepayments 2,395 2,395
Cash at bank and in hand 96 74
Debtors 0 0
Total current assets 2,491 2,469
Current liabilities
Creditors: sums due 2,395 2,395
within one year
Provision for accruals 0 79
Net current assets 96 (5)
Total Net Assets 96 (5)
Charitable Funds £ £
Restricted Funds 0 0
Unrestricted Funds 96 (5)
Total Charitable Funds 96 (5)

The Financial Statements were confirmed by the Trustees on 21 August 2025.

Anthony Neal Trustee

KAREN BRYSON Chief Executive

The notes on pages 20 to 23 form part of these financial statements.

Notes to the Financial Statements

1. Accounting Policies

a. Basis of Preparation of Financial Statements

The financial statements have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant notes to these financial statements.

The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) published on 1 January 2019 and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011.

The Trustees consider that there are no material uncertainties about the Trust’s ability to continue as a going concern.

b. Statement of Cash Flows

The Trustees have opted to take advantage of the amendment to Charities SORP FRS 102, where only larger charities are required to prepare a Statement of Cash Flow.

c. Income

Income represents the amount derived from the Trust’s ordinary activities. Income is recognised in the period in which the Trust is entitled to receipt and the amount can be measured with reasonable certainty. No income is stated net of any associated expenditure.

d. Expenditure

All expenditure is accounted for on an accrual basis. Charitable expenditure comprises those costs incurred by the Trust in the delivery of its activities and services to beneficiaries. Governance costs include costs associated with meeting the constitutional and statutory requirements of the Trust and are part of its activities. Expenditure is allocated to expense headings on a direct cost basis.

Notes to the Financial Statements

  1. Income from Others
Total
Unrestricted
2024
£
Croydon 773001
200
Lloyds Bank complaint response
25
Weir de Norma donation
0
Sundry donations
0
Total income
225
3. Expenditure on Fundraising
Total
Unrestricted
2024
£
Total expenditure
0
4. Expenditure on Charitable Activities
Total
Unrestricted
2024
£
Bank charges
0		 Total
Unrestricted
2023
£
0
0
150
25
175
Total
Unrestricted
2023
£
0
Total
Unrestricted
2023
£
0

5. Staff Costs

No remuneration was paid to any of the Trustees in the year, nor were any expenses reimbursed to them.

them.
2024 2023
£ £
Salaries and wages 0 0
Employers pension 0 0
Total 0 0
The average number of employees during the year was: 3.36

No member of staff earned more than £60,000.

The key management personnel of the Trust comprise the Board of Trustees who give their time freely.

6. Debtors and Prepayments

£

2024

2023

£

Debtors
Prepayments
7. Creditors
Trade creditors
Taxation and social security
Accruals		 0
2,395
2,395
2024
£
0
0
0
0		 0
2,395
2,395
2023
£
0
0
(79)
(79)

8. Accumulated Funds

Balance at 1 November Balance at 31 Year ended 31 October 2024 2023 Income Expenditure October 2024 £ £ £ £ Unrestricted funds (5) 6,110 6,008 96 Balance at 1 November Balance at 31 Year ended 31 October 2023 2022 Income Expenditure October 2023 £ £ £ £ Unrestricted funds 899 9,525 10,429 (5)

9. Statement of Related Party Transactions

Name of
Related Party		 Nature of
Relationship		 Type of
Transaction		 Value of
Transactions(£)		 Nature of
Transactions
None None None 0 None

No balances were outstanding with related parties at the accounting date and no provision for doubtful debts has become necessary. No sums have been written off during the accounting period.