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2025-10-31-accounts

HILLEL BRIGHT FUTURES TRUST

ANNUAL REPORT AND ACCOUNTS

For the year ended 31[st] October 2025

Registered Charitable Incorporated Organisation 1191049

Table of Contents

Our Aims ............................................................ 3 Our Objectives ................................................... 4 Our Services and Impact .................................... 5 Highlights from 2024-2025 ................................ 10 Looking Ahead to 2025-2026 ............................. 10 Our Finances ...................................................... 11 Trust Ethos, Strategies and Policies ................... 12 Access Policy ...................................................... 12 Other Policies on Assistance .............................. 12 Structure, Governance and Management ......... 12 Trustees and Charity Trustees ........................... 15 Professional Advisors ......................................... 15 Statement of Financial Activities ....................... 16 Balance Sheet .................................................... 17 Notes to the Financial Statements .................... 18 Acknowledgements ........................................... 21 Contact Information .......................................... 21

Hillel Bright Futures Trust

Welcome from the Trustees

We are pleased to present the Annual Report of Hillel Bright Futures Trust (HBFT) for the period 2024–2025. This year has been one of continued growth, deepened impact, and strengthened community partnerships across Croydon and surrounding London boroughs.

HBFT remains committed to supporting children, young people, and families—particularly those facing barriers to education, wellbeing, and opportunity. Through our holistic and inclusive approach, we have expanded our reach and strengthened the quality of our services, ensuring that every individual we support is seen, heard, and empowered.

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 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 Vision:

To create a future where every child and young person, regardless of background or need, has access to equitable opportunities, education, and wellbeing support.

Our Mission:

To provide inclusive, community-led programmes that support education, personal development, mental health, and family well-being.

Core Values:

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 considered the Charity Commission’s public benefit guidance.

Our key objectives are:

To create a culturally rich and safe space, we fortify and strengthen the minds and hearts of the next generation of diverse leaders. To ensure that parents are at the forefront of the Trust’s development (e.g.) working with a range of family units, the best outcome for ALL diverse children, regardless of their economic circumstances.

To use technology to allow isolated children to start to consider returning to school with a phased return in a small, compassionate, caring learning environment.

To promote education based on the FOREST school initiative (outdoor learning based on Kinesthetic methods of learning) to support SEND learners.

To employ staff who are leaders in providing pastoral care and education in the UK Trauma-Informed school movement. To train governors and children on how to support the most vulnerable and often disadvantaged in our community.

Who we Support

HBFT supports:

We continue to work across Croydon and neighbouring boroughs, building a strong and responsive support network.

Our Services and Impact:

1. Free Homeschooling Hub

Provision:

Overview:

Our Homeschooling Hub remains a cornerstone of HBFT’s educational provision. It provides a structured, supportive, and inclusive learning environment for young people who are home educated or unable to access mainstream schooling.

Impact:

Key Outcomes (2024–2025):

2. SEND Weekly After-School Club

Provision:

Overview:

This safe and nurturing space supports children with SEND while also addressing wider family needs. The inclusion of a food pantry and shared meals foster community connection and reduces isolation.

Impact:

Key Outcomes (2024–2025):

3. HAF Holiday Programme

Provision:

Delivered during Easter, Summer, and Winter (Christmas) holidays

Programme Features:

Four structured play zones:

Overview:

Our Holiday Activities and Food (HAF) programme provides enriching, healthy, and engaging experiences during school holidays, ensuring children remain active, nourished, and socially connected.

Impact:

Key Outcomes (2024–2025):

4. Youth Development and Leadership Programme

Components:

Overview:

This programme empowers young people to develop leadership skills, confidence, and a sense of civic responsibility. Through meaningful participation, including the integration of Odd Girl In (OGI) participants into leadership pathways, young people shape the services they receive and contribute to their communities.

Impact:

Key Outcomes (2024–2025):

5. Parent Workshops

Provision:

Overview:

Our Parent Workshops provide a vital space for learning, support, and community connection. Through NHS-informed sessions and the Odd Girl In (OGI) programme, parents and young women gain access to tailored guidance on health, wellbeing, and navigating the challenges associated with SEND and autism.

Impact:

Key Outcomes (2024–2025):

6. Therapeutic Mentoring, Counselling and Family Support

Provision:

Overview:

Recognising the complex needs of our community, HBFT provides early intervention and ongoing support for mental health and wellbeing. Where needs extend beyond our expertise, we ensure families are connected to appropriate services.

Impact:

Key Outcomes (2024–2025)

Partnerships and Community Engagement

HBFT continues to work collaboratively with:

Our strong network across Croydon and surrounding boroughs enables us to respond effectively to emerging needs and deliver integrated support.

Highlights from 2024–2025

Looking Ahead to 2025–2026

We aim to:

Strategic Priorities and Targets 2025–2026

HBFT aims to build on current growth by increasing overall reach by 20–25%, including a 15–20% rise in Homeschooling Hub enrolment and a 20% increase in SEND participation.

Access to therapeutic support will expand by 25%, with 70–75% of young people demonstrating improved emotional wellbeing.

Youth leadership and volunteering will grow by 30%, alongside stronger partnerships (up 20%) to enhance early intervention support (up 25%).

To support this growth, HBFT will seek a 30% increase in funding and ensure that 90% of programmes demonstrate measurable outcomes.

Creating pathways for involvement offering more volunteering and skills-building opportunities for young people, including those with SEND, to take active roles in shaping and delivering our programmes.

Securing sustainable funding working towards longer-term financial stability through grant applications, fundraising campaigns, and local business engagement.

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 2025, the Trust recorded total income of £13,197 and total expenditure of £12,132 resulting in a net surplus of £1,065. Income was primarily from fees/funding (including rent funding) of £13,171 with a further £26 from other income. Expenditure was focused on direct charitable activity, chiefly premises costs (HFPS rent of £12,122) and postage expenses of £10.

At the balance sheet date, the Trust held cash at a bank of £1,172. Prepayments of £2,421 were matched by creditors of £2,421 reflecting timing differences on operating costs. Provision for accruals of £10 was recognised at year end. Total funds carried forward were £1,162 (unrestricted); there were no restricted funds.

Compared with the prior year comparator (2024 within these statements), the Trust’s financial position improved from reserves of £96 to £1,162 reflecting continued tight cost control and improved incoming income flows.

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 cannot 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 £1,162 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 up 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.

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.

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.

Structure, Governance and Management:

The Trustees are responsible for the overall management and control of HBFT and meet a minimum of six times a year. The work of implementing most of their policies is carried out by the members of the Board of Trustees. The PA to the CEO is responsible for coordinating the work of the Trustees, preparation of papers and management accounts, and the review of matters arising.

All trustees give 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 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 to pay 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 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 Trustee meetings.

Other Relationships

Risk Management

The Trustees are responsible for overseeing the risks faced by the partner Bright Futures 4 All C.I.C. Risks are identified, assessed and controls established throughout the year. Management processes are 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:

and foreign languages staff, on-going investment in our estate and an approach to enrolment that works with supportive parents whose children have an appetite for learning and a bursary scheme that recognises pupil achievement and aptitude.

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:

A Trustee with a legal background

A Trustee with a financial/accounting background

A Trustee with education experience

A Trustee with senior managerial or business experience

A Trustee with experience of equal opportunities or disability needs

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 Resigned 10 March 2025 C Miller Appointed 10 March 2025 R Ough Appointed 8 July 2025 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 info@brightfutures4all.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 2025

Statement of Financial Activities

2025 2024
Total Total Total Total Total Total
Restricted Unrestricted Funds Restricted UnrestrictedFunds Funds
Funds Funds Funds
Income £ £ £ £ £ £
Charitable 0 0 0 0 575 575
activities
Fees / funding 0 13,171 13,171 0 5,310 5,310
Other 0 26 26 0 225 225
Total income 0 13,197 13,197 0 6,110 6,110
Expenditure £ £ £ £ £ £
Fundraising 0 0 0 0 0 0
Charitable 0 12,132 12,132 0 6,008 6,008
activities
Total 0 12,132 12,132 0 6,008 6,008
expenditure
Net income / 0 1,066 1,066 0 102 102
(expenditure)
for the year
Reconciliation of funds
Total fund 0 96 96 0 (5) (5)
balance
brought
forward
Total fund
balance carried
forward 0 1,162 1,162 0 96 96

Balance Sheet

lance Sheet
2025 2024
Fixed assets £ £ £ £
Land 0 0
Buildings 0 0
Equipment 0 0
Fixtures and fittings 0 0
Total fixed assets 0 0
Current assets £ £ £ £
Prepayments 2,421 2,395
Cash at bank and in hand 1,172 96
Debtors 0 0
Total current assets 3,593 2,491
Current liabilities
Creditors: sums due within one year 2,421 2,395
Provision for accruals 0 0
Net current assets 1,162 96
Total Net Assets 1,162 96
Charitable Funds £ £
Restricted Funds 0 0
Unrestricted Funds 1,162 96
Total Charitable Funds 1,162 96

The Financial Statements were confirmed by the Trustees on 1 May 2026.

Richard Ough
Trustee		 KAREN BRYSON
The notes on pages 19 to 21 form part of these financial statements.

Chief Executive

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.

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

This is recognised in the period in which the Trust is entitled to its receipt and the amount can be measured with reasonable certainty. No income is stated in 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.

2. Income from Others

Total Total Unrestricted
Unrestricted 2024
2025
£ £
Croydon 773001 0 200
Lloyds Bank complaint response 0 25
Nadine Eweck donation 26 0
Total income 26 225
3.Expenditure on Fundraising
Total Total Unrestricted
Unrestricted 2024
2025
£ £
Total expenditure 0 0
4. Expenditure on Charitable Activities
Total Unrestricted Total Unrestricted
2025 2024
£ £
Bank charges 0 0

5. Staff Costs

Staff Costs
No remuneration was paid to any of the Trustees in the year, nor were any expenses reimbursed to them.
2025 £ 2024 £
Salaries and wages
0		 0
Employers pension
0		 0
Total
0		 0

The average number of employees during the year was: 3.31 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

2025
£
Debtors
0
Prepayments
2,421
2,421
7. Creditors
2025
£
Trade creditors
0
Taxation and social security
0
Accruals
0
0		 2024
£
0
2,395
2,395
2024
£
0
0
0
0

7. Creditors

8. Accumulated Funds

Year ended 31 October 2025 Balance at 1
November Balance at 31
2024 Income Expenditure October 2025
£ £ £ £
Unrestricted funds 96 13,197 12,132 1,162
Year ended 31 October 2024 Balance at 1
November Balance at 31
2023 Income Expenditure October 2024
£ £ £ £
Unrestricted funds (5) 6,110 6,008 96

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.

Acknowledgements

We would like to thank:

Your continued commitment makes our work possible.

Contact Information

Hillel Bright Futures Trust (HBFT)

Address: Heavers Farm Primary School 58 Dinsdale Gardens, London SE25 6LT, West Wing Anex Contact Number: 02070627123

Website: Bright Futures 4 All