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ANNUAL REPORT & ACCOUNTS
2024 - 2025
4bbbb.org.uk
Charity Registration Number: 1194396
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CONTENTS
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Reference and Administrative Details 2
Trustees Report 3
City Centre Street Outreach Project 4
Blue Light (Detached Youth Work – Neighbourhoods) 6
Mentoring 7
Youth Club 10
Friday No Postcode Football Sessions 12
Holiday Activity Fund 13
Adult Support Work 14
Women’s Support Work 15
Coffee Morning 1 5
Small Grants and UK Youth 16
Social Media 17
Partnership Working 17
Governance 18
Induction of Trustees 18
Public Benefit 18
Reserves Policy 19
Statement of Trustees Responsibilities 20
Independent Examiners Report 21
Income and Expenditure Accounts 22
Balance Sheet 24
Notes to Financial Statements 25
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Reference and Administrative Details
| Trustees | Lisa Churchill | |
|---|---|---|
| Vanessa Lea McFarlane | ||
| Asad Fazil MBE | ||
| Senior Management Team | Maxine Cockett, Chief Executive Ofcer | |
| Charity Registration Number | 1194396 | |
| Principal Ofce | Cubo Ofces | |
| Fenchurch House | ||
| 12 King St | ||
| Nottingham | ||
| NG1 2AS | ||
| Independent Examiner | Eva Stevens, employee of | |
| Community Accounting Plus | ||
| Units 1 & 2 North West | ||
| 41 Talbot Street | ||
| Nottingham | ||
| NG1 5GL | ||
| admin@4bbbb.org.uk | ||
| Phone | 0300 1021650 | |
| Social Media | Facebook: @4bbbb.org.uk | |
| Instagram: @bbbb_nottm | ||
| X (Twitter): @BBBB_Nottm | ||
| Bankers | Lloyds Bank 12-16 Lower Parliament Street | |
| Nottingham NG1 3DA | ||
| Accountants and | Community Accounting Plus | |
| Independent Examiners | Units 1 and 2, Northwest | |
| 41 Talbot Street | ||
| Nottingham, NG1 5GL | ||
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TRUSTEES REPORT
The trustees present the annual report together with the financial statements of the charity for the year ended 31 March 2025.
Trustees and officers
The trustees and officers serving during the year and since the year end were as follows:
Trustees: Lisa Churchill Vanessa Lea McFarlane Asad Fazil MBE
Structure, governance and management
Nature of governing document
The charity is operated under the rules of its constitution adopted 07/05/2021.
Recruitment and appointment of trustees
Trustees are recruited through word of mouth and advertisement. They are appointed by the existing trustees.
Objectives and activities
Objects and aims
The objects of the CIO are:
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To advance in life and relieve needs of young people within Nottinghamshire and its border counties through:
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a. The provision of recreational and leisure time activities provided in the interest of social welfare, designed to improve their conditions of life;
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b. Providing support and activities which develop their skills, capacities and capabilities to enable them to participate in society as mature and responsible individuals.
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The relief of those in need by reason of old age, ill health, disability, financial hardship or other disadvantage.
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Objectives, strategies and activities
Breaking Barriers Building Bridges (4Bs) exists to support young people, families, and adults who experience marginalisation due to inequality, vulnerability, or social exclusion, particularly those who are often viewed as challenging or difficult to engage. Our work is rooted in the belief that every individual has value and potential, and that with the right support, people can build safer, healthier, and more fulfilling lives.
Throughout 2024–25, 4Bs continued to respond to significant levels of need across Nottingham, delivering a wide range of preventative, early intervention, and support services for young people and communities. Despite ongoing financial pressures and operational challenges, including the unexpected loss of access to key premises during the year, the organisation demonstrated resilience, adaptability, and a continued commitment to ensuring that no one was left without support. By working flexibly and in partnership, we were able to maintain continuity of services and strengthen our reach into communities most affected by inequality.
Our approach is holistic and person-centred. We recognise that individuals’ lives are shaped by multiple and interconnected factors, including family circumstances, education, employment, housing, health, peer relationships, and access to positive activities. As such, our support considers the whole person and, where appropriate, their wider family context. We tailor our interventions to meet individual needs, strengths, and aspirations, recognising that each person’s journey is unique.
During the year, our services included detached youth work in the city centre and neighbourhoods, youth clubs, mentoring (both one-to-one and group-based), holiday provision, weekly football sessions, adult and women’s support, coffee mornings for isolated adults, and responsive engagement through social media. We also used sport, creative activities, outreach, advocacy, and practical support to engage people who are often disengaged from traditional services. Across all our work, we place relationships, trust, and lived experience at the centre of delivery, enabling individuals to build confidence, develop positive relationships, and move towards greater stability and independence.
Projects delivered throughout 2024-25 financial and reporting year City Centre Street Outreach Project
Our City Centre Street Outreach project remains the largest single project delivered by Breaking Barriers Building Bridges (4Bs). The project was historically funded through the Violence Reduction Partnership (VRP), which brought together key partners including Nottingham Business Improvement District (BID), Nottingham Forest Community Trust, and 4Bs to place a team of experienced youth workers in Nottingham City Centre for up to six days a week.
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While this was a long-standing and continuous programme for the organisation, VRP funding came to an end in December 2024. Recognising the critical importance of this work in safeguarding young people and reducing harm, 4Bs made the strategic decision to utilise a portion of our organisational reserves to ensure continuity of delivery. This enabled us to maintain our City Centre Street Outreach provision until replacement funding was secured. In March 2025, the project transitioned onto new funding through the National Lottery Reaching Communities programme, allowing this vital work to continue without interruption.
The outreach team has built strong, trusted relationships with many young people who pass through the city centre on their journey from school to home during the late afternoons and early evenings. Young people often congregate in groups, and at times this can lead to tensions between individuals or groups. Our youth workers play a critical role in identifying early signs of conflict and working proactively to de-escalate situations before they escalate into violence. A significant focus of the work is supporting young people and young adults to understand the consequences of involvement in criminal behaviour, using trusted relationships and consistent presence to influence positive decision-making. No two days are the same, and the success of the project is rooted in the quality of relationships built on the ground.
As funding arrangements changed, we also adapted our delivery model to maximise impact. We now integrate targeted mentoring support for young people encountered through detached youth work who require more intensive, one-to-one intervention to achieve outcomes that are meaningful to them. Under this hybrid model, detached outreach typically operates around three days per week, with the remaining two days focused on structured mentoring provision. This approach remains flexible and responsive; we continue to receive real-time intelligence through the BID radio system and will adjust deployment to respond to emerging issues, escalating tensions, or identified hotspots within the city centre.
We are extremely grateful to the National Lottery for their support, not only in funding this work but also in enabling a flexible, hybrid delivery model. This approach allows us to make more substantive and sustained differences in the lives of the most vulnerable and at-risk young people.
Our detached outreach model is centred on initial engagement and relationship-building. This has proven highly effective in preventing and deterring young people and young adults from becoming involved in violence and criminal activity. Breaking Barriers Building Bridges has successfully developed, delivered, and sustained a detached youth work
crime within the city centre area, as evidenced in research findings from Trent University, including reporting by Lucy Betts.
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Blue Light (Detached Youth Work – Neighbourhoods)
The Blue Light project delivered detached youth work across a range of neighbourhoods in Nottingham identified through Nottinghamshire Police intelligence as hotspots for youth anti-social behaviour. During this financial year, Breaking Barriers Building Bridges (4Bs) deployed a team of experienced youth workers to engage directly with young people in these areas, focusing on early intervention, relationship-building, and harm reduction within communities experiencing heightened levels of concern.
Once a neighbourhood was identified, youth workers operated on foot patrol during evenings, after school hours, and throughout school holidays. The team developed trusted relationships with young people, while also engaging with local residents, agencies, and small businesses. This visible and consistent presence enabled the identification of emerging issues, supported de-escalation, and helped to prevent situations from escalating into more serious incidents. Delivery areas typically rotated every three months, in line with intelligence provided by Nottinghamshire Police and Nottingham City Council, ensuring that resources were targeted towards areas of highest immediate need.
Detached youth work is rooted in engaging young people in spaces where they choose to meet, particularly those who do not attend youth clubs or community centres or who are not engaged with established local provision. All delivery was planned in consultation with young people to ensure it was relevant, accessible, and responsive to their needs. The project sought to empower and support young people within their own neighbourhoods, promoting positive use of public spaces and encouraging stronger connections to local services and opportunities.
Through this work, 4Bs successfully engaged many young people who were previously unknown to services, diverting them towards appropriate local provision and support within the areas where they lived or socialised. In addition, the project played an important role in strengthening relationships between young people and their communities, supporting local voices to be heard through residents’ meetings, locality forums, and wider community engagement structures.
During the year, 4Bs was invited to tender for the continuation of the Blue Light programme into the following financial year. Following careful reflection and strategic review, the organisation made the decision not to submit a tender. While the programme enabled meaningful engagement and positive outcomes in the short term, the requirement to move youth workers on to new
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neighbourhoods every three months presented significant challenges. This delivery model limited opportunities to develop longer-term, sustained relationships with young people and reduced the potential for deeper, more impactful outcomes to be achieved over time. By design, the programme constrained our ability to embed longer-term youth work approaches that align with 4Bs’ values and evidence-led practice.
Despite these limitations, 4Bs delivered significant and effective work through the Blue Light project during this financial year. The programme demonstrated the organisation’s ability to respond rapidly to emerging needs, work collaboratively with statutory partners, and engage young people who are often furthest from support. The learning from this project has informed our ongoing strategic approach, strengthening our commitment to models of delivery that enable continuity, depth of engagement, and sustainable positive change for young people and their communities.
Mentoring
Mentoring continues to be a core element of Breaking Barriers Building Bridges’ (4Bs) preventative and early intervention work with young people and young adults. During the year, we delivered both one-to-one and group mentoring, enabling us to provide tailored support to individuals while also addressing shared issues affecting young people at risk of harm, exploitation, or criminal justice involvement.
New funding secured through the National Lottery Reaching Communities programme has enabled 4Bs to further strengthen this work by adopting a hybrid model of delivery. This approach combines detached youth outreach within Nottingham City Centre with access to targeted one-to-one mentoring for young people who require more intensive support. Young people encountered through street-based outreach can now be offered ongoing mentoring, ensuring continuity of engagement and enabling deeper, more meaningful work to take place beyond initial contact. This mentoring operates alongside, and complements, other mentoring projects delivered by 4Bs, allowing support to be coordinated and responsive to individual need.
In addition, during the financial year we successfully secured funding through The Another Way mentoring programme. This enabled us to provide intensive, structured mentoring support to young people and young adults with early engagement in the criminal justice system. Through this programme, targeted interventions were put in place to help individuals move away from further criminal involvement and to rebuild their lives positively. Support focused on behaviour change, stabilisation, and future planning, alongside practical assistance to access education, training, or employment and address wider social challenges impacting their lives.
Across our mentoring provision, we worked with young people aged 11–25. Our focus has been on diverting young people and young adults away from negative influences such as violence, youth offending, and knife crime, while supporting them to recognise their
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strengths and realise their potential. Mentors act as consistent, trusted adults, offering positive role modelling and guidance at critical points in young people’s lives.
A central aim of our mentoring work is to support young people to identify their aspirations and develop realistic pathways towards achieving them. Many of the young people we support have experienced poverty, trauma, or long-term disadvantage, which can limit what they believe is achievable. Our mentoring approach is designed to raise aspirations, challenge low expectations, and help young people recognise opportunities that may previously have felt out of reach.
Case Study 1
Intensive One-to-One Mentoring Supporting a Young Adult into Employment
Background: In March 2025, an 18-year-old young adult was referred to the service due to concerns about disengagement, unemployment, and an increased risk of police involvement. Living with his grandad, he was not in education, employment, or training and lacked clear direction. The aim of the intervention was to provide intensive one-to-one mentoring, support him into positive activity, and reduce future risk through consistent, relationship-based youth work.
Our Approach: Engagement was initially challenging and required persistent outreach by an experienced youth worker, including repeated home visits and close communication with the young person’s grandad. Through a flexible, nonjudgemental approach, the youth worker gradually built trust and established a supportive mentoring relationship.
Regular one-to-one sessions focused on listening, goal-setting, and practical employability support. The young person identified a strong desire to gain employment within construction, and the youth worker provided hands-on support to help him work towards a CSCS qualification. Small but meaningful actions, such as delivering revision materials and maintaining regular check-ins, reinforced trust, motivation, and routine.
Alongside this, the youth worker coordinated with external agencies, including the Job Centre, to explore longer-term training opportunities, ensuring continuity of support even when the young person’s engagement fluctuated.
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Impact and Progress: While progress was not linear, the young person demonstrated increased motivation, confidence, and focus over time. He continued independent study for his CSCS card, engaged in discussions about future employment, and maintained links with statutory services. Despite ongoing family and housing pressures, there was a noticeable reduction in risktaking behaviour and an increased commitment to positive pathways.
Outcome: By October 2025, the young person remained engaged with intensive one-to-one mentoring, was preparing to sit his CSCS test, and had plans to progress into further vocational training once eligible. This case demonstrates the value of sustained, relationship-based youth work in supporting vulnerable young adults to move towards employment, stability, and independence.
Forest Futures was a 10-week behavioural mentoring programme aimed at reducing risk factors associated with serious violence among children and young people. The programme is supported by the Premier League and the Nottingham and Nottinghamshire Violence Reduction Partnership (NNVRP), with delivery led by Nottingham Forest Community Trust.
4Bs was a delivery partner on the programme, providing one-to-one mentoring support to young people aged 14–25. The programme combines weekly sport-based activities with educational workshops and positive role-modelling opportunities, including visits to the City Ground and engagement with current and former Nottingham Forest players.
Participants also received travel support to remove barriers to engagement, helping ensure consistent attendance and meaningful participation throughout the programme.
Group mentoring activity focused primarily on choices and consequences. Through structured workshops, we supported young people to understand the long term impact of involvement in the criminal justice system, particularly the consequences of having a police or criminal record on future employment, education, and wider life opportunities. This preventative work remains a vital component of our approach, supporting young people to make informed decisions and reducing the likelihood of further criminal justice involvement.
The development of our mentoring provision, underpinned by both Reaching Communities and The Another Way funding, reflects 4Bs’ commitment to early intervention, continuity of support, and long-term impact. By integrating detached outreach with sustained mentoring, we are better positioned to support young people to move away from harm and towards positive, purposeful futures.
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Youth Club
Our weekly Youth Club remains a cornerstone of Breaking Barriers Building Bridges’ (4Bs) youth provision. Delivered every Wednesday evening from 6:30pm to 8:30pm, the Youth Club has been running continuously for over ten years, having been established in response to a long-standing lack of accessible youth provision in Nottingham. The group provides a safe, consistent space for young people to socialise, build relationships, and access trusted adult support.
Young people are placed firmly at the heart of this provision, with sessions designed to be youth-led and responsive to their interests and needs. The Youth Club offers a range of centre-based activities alongside opportunities for one-to-one support with youth workers. Where young people identify additional needs, including counselling, bereavement support, or mental health advice, staff provide appropriate signposting and referrals to specialist services to ensure young people receive the right support at the right time.
Until December 2024, the Youth Club was delivered from Radford Methodist Church. At the end of the year, 4Bs unexpectedly lost access to the building with no advance notice. This sudden closure caused significant disruption to the programme, including temporary loss of access to the organisation’s own equipment, and presented an immediate risk to the continuity of provision for young people who rely on this weekly support. Considerable time and effort was required to resolve these issues and regain access to essential resources.
Despite these challenges, 4Bs acted quickly and decisively to ensure young people remained engaged and supported. The organisation successfully pivoted delivery by developing further youth provision at Forest Recreation Ground and through strong partnership working with Radford Football Club. Both partners were highly adaptable and supportive, enabling sessions and engagement activity to continue without young people losing access to trusted staff or clear routes into ongoing support.
Youth Club sessions continue to offer a range of activities shaped by the group, including organised trips, football, informal social activities, and games such as table tennis, table football, and board games. Food remains an important part of the provision, with every young person who attends receiving a free hot meal, recognising both the social value of shared meals and the cost-of-living pressures faced by many families.
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This provision was previously supported through the Area Based Grant, funded by Castle Cavendish and Nottingham City Council. The sudden end of this funding, alongside the loss of the Radford Methodist Church venue, has presented significant challenges for the organisation. 4Bs continues to actively seek sustainable alternative funding to ensure this longstanding and highly valued provision can continue.
Case Study 2
Long-Term Mentoring and Stability for a Young Adult - (4Bs Youth Support)
Background: Saeed is a 20-year-old young adult who has been supported by 4Bs for over a decade. During this time, he has faced significant social, emotional, and family challenges, including recent family breakdown and involvement with the criminal justice system.
Our Approach: Following a serious family conflict, Saeed was unable to return to the family home and moved into shared accommodation, where he felt unsettled and isolated. At this critical point, 4Bs provided consistent, wraparound support focused on stability, mentoring, and positive engagement.
Support: included weekly face-to-face mentoring, access to 24-hour phone support during periods of crisis, and opportunities to remain connected to the community through volunteering. The team also supported Saeed to secure flexible employment on a zero-hour contract, providing structure, income, and a renewed sense of purpose.
Impact and Progress: Despite the loss of family support and ongoing legal pressures, Saeed has maintained engagement with 4Bs, developed trusting relationships with staff, and demonstrated increased confidence and resilience. He has sustained employment, engaged positively in volunteering, and shown greater motivation to build independence.
Outcome: With continued mentoring and employment support, Saeed is working towards more stable housing and longer-term employment opportunities. This case highlights the importance of long-term, trusted relationships and consistent youth work intervention in helping young adults navigate crisis, reduce risk, and rebuild positive futures.
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Friday No Postcode Football Sessions
Breaking Barriers Building Bridges (4Bs) delivers weekly Friday evening football sessions at Forest Recreation Ground, running from 6:00pm to 8:00pm on the 4G pitches. These sessions typically engage between 50 and 80 young people each week and provide a consistent, positive activity at a key time when young people may otherwise be at risk of disengagement or involvement in negative behaviour.
Football is a powerful tool for engagement, enabling us to connect with young people from a wide range of backgrounds. The Friday sessions bring together young people from across Nottingham, regardless of postcode, challenging the common
perception that young people from different areas cannot safely or positively mix. Young people from all racial, cultural, and faith backgrounds participate together, creating a shared space where differences are set aside and mutual respect, teamwork, and inclusion are actively promoted. For the two-hour session, young people engage on equal terms, building relationships and a strong sense of community.
Beyond physical activity, the sessions provide an important gateway into wider support. Youth workers are present throughout, allowing trusted relationships to develop and
enabling early identification of additional needs. Where required, young people and their families are offered advice, advocacy, and signposting to other services, ensuring support extends beyond the football pitch.
The Friday No Postcode Football Sessions continue to demonstrate the value of sport as both a preventative intervention and a gateway to wider support, enabling young people to build positive relationships, strengthen community cohesion, and access help when they need it most.
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Holiday Activity Fund
During 2024–25, Breaking Barriers Building Bridges (4Bs) continued to deliver Holiday Activity Fund (HAF) provision, funded by Nottingham City Council, supporting children and young people who are eligible for free school meals during school holidays. This programme plays a vital role in addressing holiday hunger while ensuring young people have access to safe, structured, and positive activities at times when routine and support are often reduced.
At the start of the year, HAF activities were delivered from Radford Methodist Church. However, following the unexpected loss of access to the building in December 2024, 4Bs adapted delivery swiftly to ensure continuity of provision. From this point onwards, the programme was successfully delivered through Radford Football Club and the Forest Recreation Ground 4G pitches and community room. This transition ensured that young people continued to have access to safe spaces and trusted staff without disruption to the overall programme.
HAF provision was delivered four days per week for three weeks during the summer holidays, alongside one week of delivery during the Christmas, Easter, and October half-term breaks. Sessions were delivered in four-hour blocks, two days per week across Monday to Friday, providing regular and consistent engagement throughout each holiday period.
A wide range of activities was offered, including football, centre-based youth work, and occasional trips, supporting young people’s physical wellbeing, social development, and confidence. Every session included the provision of a nutritious hot meal, ensuring that young people did not experience food insecurity during school holidays and supporting families facing ongoing cost-of-living pressures.
Attendance across the programme remained strong, with some sessions engaging up to 80 young people. Young people attended from across Nottingham City, representing a wide range of neighbourhoods and postcodes, highlighting the accessibility and appeal of the provision. High attendance levels reflect the value young people place on these sessions and the trust families have in 4Bs to deliver safe, inclusive, and high-quality holiday provision.
Feedback from local residents and community partners consistently highlights the importance of the HAF programme. In addition to addressing holiday hunger, the provision offers positive, supervised activities that keep young people
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engaged during holiday periods, contributing to reduced levels of anti-social behaviour and increased community reassurance.
The Holiday Activity Fund programme remains a vital component of 4Bs’ wider youth offer, ensuring continuity of support, promoting wellbeing, and providing positive opportunities for young people during school holidays, even in the face of significant operational challenges.
Adult Support Work
Breaking Barriers Building Bridges (4Bs) provides responsive and practical support for adults experiencing complex or challenging circumstances, with a strong focus on ensuring individuals can access the housing, health, and welfare support they need to achieve and maintain basic living standards. This work is primarily delivered by our CEO and is underpinned by advocacy, systems navigation, and direct intervention.
Support commonly includes advocacy to access housing and welfare benefits, assistance with health-related appointments and referrals, and support for individuals to engage effectively with statutory services. This also extends to supporting parents whose children are facing exclusion or significant challenges within the education system, as well as providing an Appropriate Adult role for young people and adults who require support during police interviews or other statutory processes. In these situations, 4Bs ensures individuals understand their rights, are treated fairly, and feel supported through what are often stressful and intimidating experiences.
By addressing barriers to housing stability, healthcare access, and financial security, this support enables individuals to stabilise their circumstances and meet their basic needs. Beneficiaries consistently report improvements in their health and wellbeing as a result of this intervention, including reduced stress, improved mental health, and greater confidence in managing their lives and engaging with services. This work plays a critical role in preventing escalation of crisis and supporting individuals to move towards greater stability and independence.
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Women’s Support Work
4Bs provides specialist, trauma-informed support to women who are vulnerable and require assistance to access essential services and improve their stability and wellbeing. This work is delivered by our CEO, Maxine Cockett, who provides one-to-one, personcentred support tailored to each woman’s circumstances.
Support includes assistance to access benefits, housing, education, and domestic abuse services, support with opening bank accounts, accessing women’s refuge accommodation, applying for social housing, reporting repairs to landlords, and navigating Universal Credit and other welfare systems. During this financial year, Maxine supported over 75 women, many of whom were experiencing multiple and intersecting challenges.
Women are referred through a range of routes, including self-referral, peer referral from other women who have previously received support, and referrals from social workers, statutory services, and city-wide organisations. Support may be short-term or extend over longer periods, sometimes spanning several years, depending on individual need. Meetings take place in women’s homes, neutral community locations, or at the Cubo office, which provides a safe and accessible space for support sessions.
Maxine’s previous experience delivering the Freedom Programme has also enabled 4Bs to build strong referral pathways into specialist domestic abuse and women’s services, ensuring women can access appropriate support beyond the organisation’s direct capacity where required.
Coffee Morning
4Bs delivers a weekly Coffee Morning on Thursday mornings, supporting some of the most isolated members of the local community. The group is typically attended by 10-15 people each week and provides a welcoming, inclusive space where individuals can build social connections, reduce isolation, and access support.
The Coffee Morning was initially funded by the People’s Health Trust. In autumn 2024, 4Bs successfully secured continuation funding through the National Lottery Awards for All programme, enabling this long-running and highly valued service to continue. This funding has ensured stability and sustainability for a group that many participants rely on as a key source of social contact and support.
Sessions are shaped by the interests of attendees and include group discussions, arts and crafts, chair-based exercise, and social activities. Group members also co-produce additional activities such as river cruises on the River Trent, trips to Skegness, and theatre visits to performances of interest to local Radford residents. The group has been running for over 15 years, originally delivered by another local organisation before being taken on
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by 4Bs when that charity closed. The group remains highly diverse, with people from a wide range of faiths, cultures, and ethnic backgrounds attending.
The impact of the Coffee Morning is best reflected in participant feedback. One attendee shared that attending each week gives him the opportunity to leave the house and meet people, and that he has developed strong friendships through the group. Another participant described the group as
“being like a family, as I don’t have my own.”
In addition to social activity, staff provide practical support, including assistance with benefit claims such as Personal Independence Payment and Universal Credit. Where individuals do not attend as expected, staff will make follow-up calls or visits to ensure they are safe and well.
The Coffee Morning continues to play a vital role in reducing isolation, improving wellbeing, and providing informal but essential support to some of the most vulnerable members of the community.
Small Grants and UK Youth
During the 2024–25 financial year, Breaking Barriers Building Bridges (4Bs) was successful in securing a number of small grants that played a critical role in supporting flexible and responsive delivery across our services. We received funding from the Thomas Farr Charitable Trust, the Jones Trust, and the Proceeds of Crime Fund administered by Nottinghamshire Community Foundation (now known as Forever Notts). These grants enabled us to respond to more nuanced and emerging needs within our communities, providing support that is often not possible within more tightly restricted funding frameworks.
In addition, 4Bs received a £25,000 unrestricted grant award from UK Youth, funded through Primark. This unrestricted funding was particularly valuable during a year of significant operational challenge, allowing the organisation to allocate resources where they were most urgently required and to maintain continuity of support for individuals and communities at the point of need.
Together, these funding sources have been vital in enabling 4Bs to operate in a responsive, needs-led manner, complementing larger programme funding and strengthening the organisation’s resilience. We are extremely grateful to all funders for their trust and support, which has ensured we can continue to provide timely, meaningful support to young people, families, and communities across Nottingham.
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Social Media
Social media continues to play a vital role in Breaking Barriers Building Bridges’ (4Bs) engagement with young people across Nottingham. We maintain an active and responsive presence on Instagram, which is widely used by young people as a trusted and accessible way to reach out for support. Our Instagram account is monitored outside of standard working hours, and we aim to respond as quickly as possible to messages received.
The effective use of social media sets 4Bs apart from many other organisations, enabling rapid responses to emerging issues and concerns. Through trusted online engagement, young people frequently alert us to situations that may be escalating, allowing youth workers to intervene early and help prevent harm. This use of social media as an early warning mechanism demonstrates the strong relationships and trust we have established with young people across the city.
Young people use our social media platforms to seek advice, guidance, and support on a wide range of issues. In addition, we use these platforms to promote our services, advertise activities, and communicate key messages to young people, families, and the wider community, ensuring our support remains visible and accessible.
Partnership Working
Partnership working remains central to the effectiveness of 4Bs’ delivery. During 2024–25, we worked collaboratively with a wide range of statutory, voluntary, and community partners to maximise impact and ensure coordinated support for the people we serve.
Key partners include the Violence Reduction Partnership, the Office of the Police and Crime Commissioner for Nottinghamshire, Nottinghamshire Police, Castle Cavendish, Nottingham Women’s Centre, The Primary, the National Justice Museum, Al-Hurraya, Take 1 Studios, Nottingham Forest Community Trust, and Nottingham Trent University. Nottingham Trent University has previously undertaken substantial research into the impact of our detached youth work in Nottingham City, further evidencing the effectiveness of our approach.
We also continued to develop our relationship with Nottingham College, working towards the delivery of mentoring provision for young people who require additional support while engaged in further education. This partnership strengthens pathways for young people who may be at risk of disengagement, ensuring timely and appropriate support.
We are grateful to all our partners and funders for their ongoing support, which is essential to achieving positive outcomes for young people, young adults, and communities across Nottingham. We also thank the wider community for their continued trust in 4Bs to provide support when it is most needed.
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Governance
Breaking Barriers Building Bridges is governed by a Board of Trustees that meets quarterly to oversee the strategic direction, financial management, governance arrangements, and policy framework of the organisation. The Board works closely with senior leadership to ensure the charity remains financially responsible, well-governed, and aligned with its charitable objectives.
Trustees provide critical oversight and challenge, supporting the organisation to respond to changing need while maintaining a strong commitment to delivering high-quality youth and community development services. This governance structure ensures that 4Bs continues to evolve while remaining focused on meeting the needs of individuals and communities across Nottingham City.
Induction of Trustees
During the coming year, 4Bs plans to recruit new trustees to strengthen the skills and experience of the Board. As part of this process, the organisation is developing a comprehensive trustee induction framework to ensure new trustees are fully equipped to fulfil their responsibilities.
The induction process will include guidance on Charity Commission expectations for trustees (CC3), the Small Charities Governance Guide, and a detailed overview of the organisation’s constitution, strategic priorities, and core policies. In addition, new trustees will be supported to access training through Nottingham CVS, ensuring they have the knowledge, confidence, and understanding required to contribute effectively to governance and decision-making.
This structured approach to trustee induction reflects 4Bs’ commitment to strong governance, transparency, and long-term organisational sustainability.
Public Benefit
The public benefits arising from the charity’s purposes include:
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Improved quality of life and wellbeing, achieved through engagement in safe, supportive activities and access to practical and emotional support. Beneficiaries report improved mental and physical wellbeing, reduced isolation, increased confidence, and greater stability in their lives.
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Increased social cohesion and community connection, through activities that bring together people from different backgrounds, cultures, faiths, and neighbourhoods. Our work reduces isolation, challenges division, and supports positive relationships between individuals and communities.
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Prevention and early intervention, particularly for young people at risk of harm, exploitation, or involvement in violence and criminal behaviour. By providing positive alternatives, trusted relationships, and timely support, the charity contributes to safer communities and reduced demand on statutory services.
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Enhanced active citizenship, enabling individuals to participate more fully in community life, engage with services, advocate for themselves and others, and contribute positively to their local areas.
These benefits are accessible to the public, particularly to those who face disadvantage, exclusion, or barriers to accessing support. The trustees are satisfied that Breaking Barriers Building Bridges’ activities during 2024–25 have been carried out in furtherance of its charitable purposes and for the public benefit.
The trustees confirm that they have complied with the requirements of section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission for England and Wales.
Financial review
Policy on reserves
We would like to get to a position of holding at least three months of running costs in reserves to cover gaps between funding. At current levels this would be around £66,247 in expenditure and we currently have £140,772 in funds carried forward, but a significant amount is in restricted funds (£117,822) and our unrestricted funds carried forward have increased slightly to £22,950. We therefore need to raise unrestricted funds in the coming months to enable financial resilience to be improved upon going forward and this need will be reflected on within our fundraising strategy for the coming three years.
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Statement of trustees’ Responsibilities
The trustees are responsible for preparing the trustees’ report and the financial statements in accordance with the United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) and applicable law and regulations.
The law applicable to charities requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources of the charity for that period. In preparing these financial statements, the trustees are required to:
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select suitable accounting policies and then apply them consistently;
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observe the methods and principles in the Charities SORP;
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make judgements and estimates that are reasonable and prudent;
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state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
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prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.
The trustees are responsible for keeping proper accounting records that 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 Charities Act 2011, the Charities (Accounts and Reports) Regulations 2008, and the provisions of the constitution. The trustees 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.
The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
Approved by the trustees of the charity on 20 / 01 / 2026 and signed on its behalf by:
Lisa Churchill Trustee
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Independent
Examiner’s Report
Independent examiner’s report to the trustees of Breaking Barriers Building Bridges
I report to the trustees on my examination of the accounts of Breaking Barriers Building Bridges (the Charity) for the year ended 31 March 2025.
Responsibilities and basis of report
As the trustees of the charity you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (‘the Act’).
I report in respect of my examination of the Charity’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination I have followed all the applicable directions given by the Charity Commission under section 145(5)(b) of the Act.
Independent examiner’s statement
Since the Charity’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Chartered Institute of Public Finance and Accountancy (CIPFA), which is one of the listed bodies.
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
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accounting records were not kept in respect of the Charity as required by section 130 of the Act; or
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the accounts do not accord with those records; or
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the accounts do not comply with the accounting requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair’ view which is not a matter considered as part of an independent examination.
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
Date: 20 / 01 / 2026
Eva Stevens, BSc, CPFA, employee of Community Accounting Plus member of the Chartered Institute of Public Finance and Accountancy (CIPFA) Units 1 & 2 North West, 41 Talbot Street
Nottingham NG1 5GL
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Statement of Financial Activities for the Year Ended 31 March 2025
| Note Income and Endowments from: Charitable activities 2 Expenditure on: Charitable activities 4 Total Expenditure Net movement in funds Reconciliation of funds Total funds brought forward Total funds carried forward 14 |
Unrestricted £ 25,503 |
Restricted £ 292,077 |
Total 2025 £ 317,580 |
Total 2024 £ 244,704 |
|---|---|---|---|---|
| (14,217) | (250,773) | (264,990) | (261,292) | |
| (14,217) | (250,773) | (264,990) | (261,292) | |
| 11,286 11,664 |
41,304 76,518 |
52,590 88,182 |
(16,588) 104,770 |
|
| 22,950 | 117,822 | 140,772 | 88,182 | |
All of the charity’s activities derive from continuing operations during the above two periods. The funds breakdown for the period is shown in note 14.
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| Note Income and Endowments from: Charitable activities 2 Expenditure on: Charitable activities 4 Total Expenditure Net income/(expenditure) Gross transfers between funds Net movement in funds Reconciliation of funds Total funds brought forward Total funds carried forward 14 |
Unrestricted £ - |
Restricted £ 244,704 |
Total 2024 £ 244,704 |
|---|---|---|---|
| (34,696) | (226,596) | (261,292) | |
| (34,696) | (226,596) | (261,292) | |
| (34,696) 530 |
18,108 (530) |
(16,588) - |
|
| (34,166) 45,830 |
17,578 58,940 |
(16,588) 104,770 |
|
| 11,664 | 76,518 | 88,182 | |
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Balance Sheet as at 31 March 2025
| Note Fixed assets Tangible assets 10 Current assets Debtors 11 Cash at bank and in hand 12 Creditors: Amounts falling due within one year 13 Net current assets Net assets Funds of the charity: Restricted income funds Restricted funds 14 Unrestricted income funds Unrestricted funds Total funds 14 |
2025 £ 498 |
2024 £ 824 |
|---|---|---|
| 5,153 139,501 |
27,144 79,805 |
|
| 144,654 (4,380) |
106,949 (19,591) |
|
| 140,274 | 87,358 | |
| 140,772 | 88,182 | |
| 117,822 22,950 |
76,518 11,664 |
|
| 140,772 | 88,182 | |
The financial statements on pages 16 to 26 were approved by the trustees, and authorised for issue on 20 / 01 / 2026 signed on their behalf by:
Lisa Churchill Trustee
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Notes to the Financial Statements for the Year Ended 31 March 2025
1. Accounting policies
Statement of compliance
The financial statements have been prepared in accordance with the second edition of the Charities Statement of Recommended Practice issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011.
Basis of preparation
Breaking Barriers Building Bridges meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.
Exemption from preparing a cash flow statement
Under the exemption available to smaller charities the Board of Trustees has chosen not to include a Statement of Cash Flows within the financial statements.
Going concern
The financial statements have been prepared on a going concern basis.
The trustees assess whether the use of going concern is appropriate i.e. whether there are any material uncertainties related to events or conditions that may cast significant doubt on the ability of the charity to continue as a going concern. The trustees make this assessment in respect of a period of one year from the date of approval of the financial statements.
Income and endowments
Voluntary income including donations, gifts, legacies and grants that provide core funding or are of a general nature is recognised when the charity has entitlement to the income, it is probable that the income will be received and the amount can be measured with sufficient reliability.
Expenditure
All expenditure is recognised once there is a legal or constructive obligation to that expenditure, it is probable settlement is required and the amount can be measured reliably. All costs are allocated to the applicable expenditure heading that aggregates similar costs to that category. Where costs cannot be directly attributed to particular headings they have been allocated on a basis consistent with the use of resources, with central staff costs allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use. Other support costs are allocated based on the spread of staff costs.
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Charitable activities
Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.
Taxation
The charity is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.
Tangible fixed assets
Individual fixed assets costing £500.00 or more are initially recorded at cost, less any subsequent accumulated depreciation and subsequent accumulated impairment losses.
Depreciation and amortisation
Depreciation is provided on tangible fixed assets so as to write off the cost or valuation, less any estimated residual value, over their expected useful economic life as follows:
| Asset class | Depreciation method and rate |
|---|---|
| Furniture and equipment | 20% straight line |
| Computer equipment | 33% straight line |
Trade debtors
Trade debtors are amounts due from customers for merchandise sold or services performed in the ordinary course of business. Trade debtors are recognised initially at the transaction price. They are subsequently measured at amortised cost using the effective interest method, less provision for impairment. A provision for the impairment of debtors is established when there is objective evidence that the charity will not be able to collect all amounts due according to the original terms of the receivables.
Cash and cash equivalents
Cash and cash equivalents comprise cash on hand and call deposits, and other shortterm highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value.
Fund structure
Unrestricted income funds are general funds that are available for use at the trustees’ discretion in furtherance of the objectives of the charity.
Restricted income funds are those donated for use in a particular area or for specific purposes, the use of which is restricted to that area or purpose.
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2. Income from charitable activities
| Grants & donations Service income |
Unrestricted funds General £ 25,000 503 |
Restricted funds £ 292,077 - |
Total 2024 £ 317,077 503 |
Total 2023 £ 244,704 - |
|---|---|---|---|---|
| 25,503 | 292,077 | 317,580 | 244,704 | |
3. Grants and donations
| . Grants and donations | |||
|---|---|---|---|
| Blue Light Peoples Health Trust (21-24) HAF Nottingham Forest Community Trust Nottingham City Detached Project Reaching Communities PCC Another way Awards for All Thomas Farr UK Youth Proceeds of Crime Fund |
Unrestricted funds £ - - - - - - - - - - 25,000 - |
Restricted funds £ 48,629 2,877 26,498 1,320 81,195 29,759 832 75,003 17,964 3,000 - 5,000 |
Total funds £ 48,629 2,877 26,498 1,320 81,195 29,759 832 75,003 17,964 3,000 25,000 5,000 |
| 25,000 | 292,077 | 317,077 | |
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4. Expenditure on charitable activities
| Drivers expenses Delivery Equipment, repair & renewals IT costs Insurance Membership & Subscriptions Mentoring Purchases Printing & stationery Professional services Travel DBS fees Payroll Recruitment Sessional workers Wages, NI & pensions Cleaning Rent Telephone Staf expenses Staf training Staf wellbeing Sundry expenses Volunteer expenses Depreciation |
Unrestricted funds General £ - 301 - 116 - 183 - 771 - 10,401 - - 548 - - - - 562 - 755 - - 254 - 326 |
Restricted funds £ 441 23,256 - 555 1,600 540 - 426 81 7,655 2,105 122 241 - 22,077 169,079 650 19,238 690 - 307 1,510 - 200 - |
Total 2025 £ 441 23,256 - 671 1,600 723 - 1,197 81 18,056 2,105 122 789 - 22,077 169,079 650 19,800 690 755 307 1,510 254 200 326 |
Total 2024 £ 53 14,680 2,002 1,885 1,263 216 253 138 116 15,520 1,999 150 - 14 5,055 193,456 1,858 19,971 750 821 432 248 - - 412 |
|---|---|---|---|---|
| 14,217 | 250,773 | 264,990 | 261,292 | |
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5. Net incoming/outgoing resources
Net (outgoing)/incoming resources for the year include:
| et (outgoing)/incoming resources for the year include: | |||
|---|---|---|---|
| Depreciation of fxed assets | Total 205 £ 326 |
Total 2023 £ 412 |
|
6. Staff costs
The aggregate payroll costs were as follows:
| Wages and salaries Social security costs Pension costs |
Total 2025 £ 158,120 7,794 3,165 |
Total 2024 £ 181,263 9,300 2,893 |
|---|---|---|
| 169,079 | 193,456 | |
The monthly average number of persons (including senior management team) employed by the charity during the year was as follows:
| y the charity during the year was as follows: | |||
|---|---|---|---|
| Average number of employees | 2025 No. 7 |
2024 No. 10 |
|
5 (2024 - 5) of the above employees participated in the Defined Contribution Pension Schemes.
Contributions to the employee pension schemes for the year totalled £3,165 (2024 - £2,893).
No employee received emoluments of more than £60,000 during the year.
The total employee benefits of the key management personnel of the charity were £58,310 (2024 - £54,752).
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7. Independent examiner’s fees
During the period, the fees payable (excluding VAT) to the charity’s independent examiner Community Accounting Plus are analysed as follows:
| Independent examination Other fnancial services |
2025 £ 950 2,361 |
2024 £ 875 1,364 |
|---|---|---|
| 3,311 | 2,239 | |
8. Taxation
The charity is a registered charity and is therefore exempt from taxation.
9. Trustees remuneration and expenses
No trustees, nor any persons connected with them, have received any remuneration from the charity during the year.
No trustees have received any reimbursed expenses or any other benefits from the charity during the year.
10. Tangible fixed assets
| Cost At 1 April 2024 At 31 March 2025 Depreciation At 1 April 2024 Charge for the year At 31 March 2024 Net book value At 31 March 2025 At 31 March 2024 |
Furniture and equipment £ 1,200 |
Computer equipment £ 516 |
Total £ 1,716 |
|---|---|---|---|
| 1,200 | 516 | 1,716 | |
| 720 240 |
- 258 |
720 498 |
|
| 960 | 258 | 1,218 | |
| 240 | 258 | 498 | |
| 480 | 516 | 996 | |
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11. Debtors
| 1. Debtors | ||
|---|---|---|
| Trade debtors Prepayments Prepayments |
2025 £ 900 - 4,253 |
2024 £ 27,028 116 - |
| 5,153 | 27,144 | |
12. Cash and cash equivalents
| 2. Cash and cash equivalents | ||
|---|---|---|
| Cash on hand Cash at bank |
2025 £ 538 138,963 |
2024 £ 202 79,603 |
| 139,501 | 79,805 | |
13. Creditors: amounts falling due within one year
| Trade creditors Other taxation and social security |
2025 £ 2,600 1,780 |
2024 £ 18,086 1,505 |
|---|---|---|
| 4,380 | 19,591 | |
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14. Funds
| Unrestricted funds General General Restricted funds City Youth Women Community Ofce Radford Youth Total restricted funds Total funds |
Balance at 1 April 2024 £ (rated) 11,664 24,250 10,171 1,538 28,016 12,543 |
Incoming resources £ 25,503 159,583 72,155 20,841 5,000 34,498 |
Resources expended £ (14,217) (127,354) (74,393) (6,499) (4,821) (37,706) |
Balance at 31 March 2025 £ 22,950 56,479 7,933 15,880 28,195 9,335 |
|---|---|---|---|---|
| 76,518 | 292,077 | (250,773) | 117,822 | |
| 88,182 | 317,580 | (264,990) | 140,772 | |
The specific purposes for which the funds are to be applied are as follows:
City Youth - this is detached outreach around Nottingham City Centre to engage with young people, build relationships and de-escalate conflict between young people and groups of young people.
Mentoring - this is 1-2-1 and group mentoring with young people and a qualified and experienced youth worker to identify changes they want to achieve in their lives.
Community - Funding from various sources for work to provide activities for adults within the Radford area of Nottingham.
Office - this relates to the office we refer to as a “Safe Space” where young people can come to remove them from a challenging situation that is available to the team at all hours that are needed. It also covers rental costs for Radford Methodist Church where we run Holiday Activity Fund activities and regular youth club sessions and covered rental costs for Radford Methodist Church where we delivered Holiday Activity Fund activities and regular youth club sessions until December 2024
Radford Youth - Funding from various sources for youth work within the Radford area of Nottingham.
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| Unrestricted funds General General Restricted funds City Youth Women Mentoring Community Ofce Radford Youth Youth Worker IT Holiday Activity Fund Total restricted funds Total funds |
Balance at 1 April 2023 £ 45,830 - 797 - 5,418 31,976 17,392 530 2,827 |
Incoming resources £ - 164,424 - 29,324 5,212 19,480 26,264 - 0 |
Resources expended £ (34,696) (140,174) (797) (19,153) (9,092) (23,440) (31,113) - (2,827) |
Transfers £ 530 - - - - - - (530) - |
Balance at 31 March 2024 £ 11,664 24,250 - 10,171 1,538 28,016 12,543 - - |
|---|---|---|---|---|---|
| 58,940 | 244,704 | (226,596) | (530) | 76,518 | |
| 104,770 | 244,704 | (261,292) | - | 88,182 | |
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15. Analysis of net assets between funds
| Tangible fxed assets Current assets Current liabilities Total net assets |
Unrestricted funds General £ 498 26,192 (3,740) |
Restricted £ - 118,462 (640) |
2025 Total funds £ 498 144,654 (4,380) |
|---|---|---|---|
| 22,950 | 117,822 | 140,772 | |
| Tangible fxed assets Current assets Current liabilities Total net assets |
Unrestricted funds General £ 824 30,431 (19,591) |
Restricted £ - 76,518 - |
2024 Total funds £ 824 106,949 (19,591) |
|---|---|---|---|
| 11,664 | 76,518 | 88,182 | |
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