Our Second Home
IMPACT
RFIYPRT
2024

## table of 

## CONTENTS 

3 INTRODUCTION 5 W’S STORY 7 ABOUT OSH 8 WHY WE EXIST 9 OUR APPROACH 10 OUR WORK 11 2024 IN NUMBERS 14 2025-2028 STRATEGY 15 OUR AIM FOR 2028 16 FROM OUR FOUNDER 17 ACKNOWLEDGEMENTS 



## INTRODUCTION 

This year, more than ever, I am grateful to be part of building and nurturing refugee leadership across the country. Britain’s record of offering safety and an environment in which people seeking asylum can thrive must be talked about confidently and celebrated. This welcome flows directly from the safety and stability of our society, and the depth and breadth of British culture - which inspires those who call it home. These British values are under assault from a fearful and narrow politics that OSH plays a small role in challenging and changing. 

Many of our young people in OSH deeply feel the current political winds; a fresh trauma at a time when they are working hard to build new, purposeful lives. 

Despite all this, OSH remains a community of hope. Within OSH we nurture souls and build a blueprint for the future. We do this through developing practical skills in leadership, education, public speaking, and English fluency. We also achieve this more deeply by building community, creating friendships, celebrating successes, and modelling a society we can take out into the wider world. 


Every year we grow; in numbers who attend our events, in skills that we use to shape the world around us, and in our belief that in spaces such as these, we are nurturing a better future for all of us. 

We have a dynamic new strategy to share with you that will transform us into a truly national movement, dramatically expand our reach, and deepen the core activities and programmes that have such a profound impact on all our beneficiaries. 

Young people do not just inherit the future; they build and shape it. Thank you for all you do to make it one we can all be proud of. 

Nic Schlagman Chair of Trustees 

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**OSH is a trip for family, it’s not your family but it’s like a family. When you call it a second home, it really is similar…There was someone here who I didn’t know who let me borrow their shoes, someone gave me biscuits, someone made me tea, I cannot find words.** 

**A, Bristol Participant, Iran** 



## W’S STORY 

**We first met W in November 2023 on the OSH Girls Weekend. She graduated as a leader in Summer 2024, and is an active leader and role model for her peers.** 

I came to the UK 3 years ago when I was a teenager. I came alone, though I do have 2 brothers in the UK. I was initially placed in London where I didn’t know anyone, so the first months were very lonely and chaotic and full of culture shocks. The 16+ care home where I was placed was really under-resourced with everchanging staff members. I kept myself to myself as I felt unsafe with so many damaged young people thrown together without enough support. 

It took a year for me to be processed and finally I was moved to be near one of my brothers. More importantly to me, it meant that I could finally restart my education. For as long as I can remember I have wanted to be a doctor. After missing a crucial 13 months I was very worried that my dream was dead. 

I went to college to do a BTEC in Applied Science - unfortunately the nearest place that I could do 3 A- levels-worth was an hour away! I was still being moved around by social services and having to adjust emotionally and logistically to new settings, such as my complex commute to college, but no matter the distractions, I was focused on getting a distinction and seeing if I could salvage my career dreams. 

Towards the end of 2023 a refugee organisation who had supported me in London contacted me to see if I wanted to go on a girls’ residential with an organisation called Our Second Home. 

I had no idea what it was, but just said ‘yes!’ to a chance to get away from the chaotic place I was living, a rare break/holiday and a way to maybe make friends. Up until that point I hadn’t made a single friend in the UK. 

From the first moment, OSH felt like home (something I hadn’t felt since leaving Eritrea) - I felt safe and understood. It was the first time that I had shared my story in the 18 months I had been in the UK - my feelings, what I left behind, how consumed I was with it. Entering this healing space was so powerful, especially hearing others tell their stories and the comfort of not being alone. 

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## W’S STORY 

**Most powerful to me were the conversations with leaders...** 

One leader asked me what I would like to do. I told her about medicine, but that I thought that probably wasn’t possible anymore with my break in education, being forced to do BTEC rather than A-levels, and all the other barriers. She introduced me to a leader who was doing medicine and I realised that I was the one limiting myself. There is a direct line between that conversation and the fact that this autumn I’m off to the University of York to study medicine. 

The other conversation that changed my future was when I was asked if I would like to join the leadership track. I so desperately wanted this to be my place and find ways to come back. Through becoming a leader I communicate better, I have important teamwork skills and so much more confidence. It helped me with my university interview and, more generally, has given me the confidence to represent myself in the many ways that I have to as a lone young refugee. 

I’ve joined this amazing community and built one around myself. There is real care between all of us in OSH. I have learned so much being guided in life by the older leaders. Everyone is so generous with connecting me to people who can help, like with my university application or work experience. 

If I had just been left with my social worker, I’m not sure that I would have had the energy or the path to thrive. I would definitely be many years behind. OSH is that wider family and community that OSH members otherwise lack. 

I’m always looking for ways to help others in OSH - I particularly love inspiring young OSH participants academically, especially that conversation about goals and ambitions that my leaders had with me. I always ask girls what they want to become. So many say “I did want to…” so I tell them my story and encourage them to pursue it. 

I recently spoke to a participant with a dream of becoming a pilot. He said he had given it up because it felt impossible. I didn’t want to accept that, so I did loads of research about bursaries and scholarships. A few of us supported him and he is now in college on a course, on his way. 

OSH changed everything for me. It helped me to heal, to make friends, to settle, to find community, to pursue my career dreams, to gain vital skills. It’s because of OSH that I found the strength and support to thrive. When I think about me becoming a doctor in the UK, I think that my future patients should be grateful to OSH! 

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## WE ARE OUR SECOND HOME 

We are the UK's youth movement for refugees and migrants. We believe in the unbounded potential of these individuals, and are driven to empower them to flourish in the place they call home. Our movement is the start of this journey, creating transformative residential activities where we build communities and spark new futures. 

## _**The OSH Model**_ 


**----- Start of picture text -----**<br>
Train Lead Shape<br>**----- End of picture text -----**<br>


**Participate Train Lead Shape** It works like this: young refugees and asylum seekers come on an OSH residential trip. They cook together. Play games. Learn dances from each other's cultures. Many had their childhoods taken away from them, and with OSH they just get to be kids. 

The graduates of these trips take part in leadership training and go on to be the ones who take the reins. They become the leaders of the movement. 

This is just the beginning of a positive cycle that just needs one big push. OSH is building the next generation of leaders from refugee backgrounds. These displaced youth people will become role models and leaders in our movement and in local communities, supporting those coming after. 


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## WHY WE EXIST 

**Displaced young people face considerable challenges in establishing and rebuilding their lives here in the UK.** 

Accessing education has proven to be a challenge: where many did not have formal education prior to arriving in the UK, resettled refugee children are academically over 1.5 years behind their peers by age 16, while unaccompanied asylumseeking pupils are over 3 years behind. They are 6 times less likely to go to university according to global averages. Later in life, displaced people are 22% less likely to be in a job, and those who are working tend to earn less and work fewer hours than the UK-born workforce. This combination of basic English, low confidence, and limited family support, results in a higher susceptibility to social and financial exploitation. 

Rates of anxiety, PTSD and depression vastly outstrip their peers, as is acute mental health distress. This has been exacerbated by the disproportionate impact of the isolation and digital poverty highlighted by COVID-19. Further, as anti-migrant sentiment grows in both politics and media, the need to build resilient and supportive communities increases significantly. 

A positive experience in a youth movement can be transformative for these young people. They experience joy and fun, gain social and employability skills, grow confidence in English, a strong and resilient community, and build connections with new and relevant role models. These are crucial for OSH’s participants, who, since fleeing violence and persecution from their country of birth, have been robbed of their adolescence. 


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## OUR APPROACH 

Our Second Home (OSH) is a peer-powered youth movement that supports young people from refugee backgrounds (aged 14-25) to build lasting relationships, gain leadership skills, and create a thriving community. We believe that if young refugees have access to transformative experiences, strong peer networks, and leadership opportunities, they will develop the confidence, skills, and agency needed to navigate and shape their futures. 

Our approach is built on a cycle of leadership development. This theory of change not only supports individual development but also fosters long-term, systemic change by equipping young refugees with the tools to become advocates, professionals, and leaders in their communities. 

**Engagement** Young people join OSH through 1 2 residential trips and local youth hubs, where they experience belonging and develop friendships. 

## **Growth** 

Through mentorship and skillbuilding programmes, participants gain confidence, communication skills, and leadership experience. 

3 

## **Leadership** 

Many return as peer leaders, running programmes and mentoring new participants, ensuring a self-sustaining, community-led movement. 


**The Hub is a great place to socialise and to meet new people. It's a great place to relax** 

**your mind and to be happy. I gained new experiences, and it has helped me to set new goals for my life. I am very happy when I'm there and excited for the workshops.** 

**M, Female Participant, Somalia** 

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## OUR WORK 

OSH delivers a range of programmes that support young refugees in overcoming the barriers of displacement: 

## **Residential Experiences** 

## **Youth Hubs** 

Intensive, community-building trips where participants form friendships and step into leadership roles. 

Regular peer-led activities in London and Bristol, providing a space for ongoing support and development. 

## **Leadership Training** 

A nationally certified course that equips young people with the skills to lead, advocate, and contribute to society. 

## **Mentorship & Advocacy** 

One-to-one support that helps young people navigate challenges and access education and employment opportunities. These are delivered in collaboration with over 30 referring organisations, including youth clubs, local authorities, and housing providers. 


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## 2024 IN NUMBERS 


**----- Start of picture text -----**<br>
196<br>young people<br>participated in OSH<br>programming up<br>20% on last year<br>24<br>participants in our<br>AQA-certified<br>course tripling our<br>28<br>total from the year<br>827  before. countries<br>represented (top 5<br>attendances up<br>were Sudan (49),<br>83% on last year<br>Afghanistan (36),<br>Iran (18), Eritrea<br>(15), and Syria (14).<br>162 boys, 34 girls<br>83:17<br>68<br>events, including 8<br>residential trips<br>**----- End of picture text -----**<br>


89 

**workshops including campfires, circus skills, ESOL, cycling, and boxing** 

**As a leader I learned that I could lead the participants, the young people, when I tell them to do something they listen to me and my confidence has increased because I’m giving instructions and they listen.** 

**M, young leader, Syria** 

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## 2024 IN NUMBERS 

**What we have learned over the years is that our work is integral to integration, acclimatisation and flourishing through three main areas of impact: identity, community and leadership. Over the summer, we surveyed all our participants, and learned that:** 


**----- Start of picture text -----**<br>
Before OSH After OSH<br>Community connections<br>Confidence & identity<br>Leadership & aspirations<br>0 20 40 60 80 100<br>**----- End of picture text -----**<br>


**Community connections: The percentage of participants who report having close friends in the UK increased from 50% to 74% after joining OSH.** 

**Confidence and identity: Those who felt comfortable communicating in English rose from 57% to 81%.** 

**Leadership & aspirations: The number of young people excited about their future in the UK increased from 79% to 87%.** 

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**It's hard to put into words the magic of OSH, the strength of community that goes way beyond the residential experiences and lays down strong roots for young people to be able to grow and flourish in their new homes. I have both volunteered on OSH and been a referrer, I wish all of the young people who I work with could be offered the OSH experience!** 

**Referral Partner** 



## LOOKING AHEAD _**2025-2028 Strategy**_ 

In late 2024, OSH launched a new three-year strategic plan designed to build on everything we’ve learned and achieved so far: positioning ourselves for ambitious, sustainable growth. 

Our plan centres around one clear goal: to triple the reach of our programmes, expand leadership opportunities for young people with refugee backgrounds, and deepen our impact across the UK. 

We believe that young people with refugee experience should feel at home, grow as leaders, and flourish in the place they live. Over the next three years, we will work to make that vision a reality for hundreds more young people. To realise this growth, our plan focuses on three interconnected developments: 

**Growth** We will expand from 8 to 20 1 residentials a year, increase our hubs from 2 to 6, and grow our participant community from 196 to over 500 unique young people annually. 

## **Investment in People & Partnerships** 3 

We’ll expand our team to 9 FTE staff, with at least 25% from refugee backgrounds, and develop new funding partnerships, including statutory contracts and perparticipant commissioning models. 

2 

## **Regionalisation** 

OSH will move from a centralised delivery model to one rooted in regional hubs, each delivering local residentials, leadership courses, mentoring and weekly programming, supported by a national team. 

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## OUR AIM FOR 2028 

20 

**residentials annually, led by regional teams** 

6 

**A codified curriculum for residentials, hubs and leadership courses** 

**active hubs offering weekly activities, leadership training, and mentoring** 

100 

**leaders with lived experience, across volunteer, paid and decision-making roles** 

750K 

**annual income, supported by trusts, donors, contracts and corporates** 

**A national evaluation framework collecting consistent, powerful data on impact** 

## **What It Will Take** 

The success of this bold yet achievable plan depends on generous, forwardthinking investment. We’re prioritising fundraising and deepening our work with partners to make it happen. With the right support, OSH can reach even more young people and make an even greater difference in the lives of displaced youth across the country. Let’s build it together. 

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## FROM OUR FOUNDER 

**A movement is shaped by the people who build it. This year, that movement – Our Second Home – has grown louder, stronger, and more vital than ever.** 

We’ve worked with nearly 200 young people from refugee backgrounds, delivered 8 transformative residentials, expanded local youth hubs in London and Bristol, and tripled participation in our leadership training programme. Young people have stepped into leadership at every level: leading activities, coordinating residential programming and logistics, joining our Youth Advisory Board, mentoring others, and helping shape our ambitious 2025–2028 strategy. 

This growth has taken place against a stark national backdrop. From the far-right riots in the summer to the continued pursuit of policies like the Rwanda plan and the use of the Bibby Stockholm barge, many of our young people have felt not just overlooked but actively targeted. In that context, OSH has been a place of radical hope. While national rhetoric divides, our spaces nurture community, restore confidence, and equip displaced young people to lead. 


And we are only just getting started. Our new strategy sets out a bold plan to triple our reach, invest in regional hubs, and build a truly youth-led national movement. Already, with Ava Riby-Williams joining as Programme Manager, we’ve taken vital steps towards expanding our offer for women and girls, and embedding lived experience across our leadership. 

None of this would be possible without our supporters. To our donors, referral partners, and allies: thank you. Your trust allows us to dream big and act boldly. And to our young people and leaders: thank you for your passion, care, and courage. You are reshaping the present, creating a new future, and OSH is yours to lead. 

Amos Schonfield Founder and CEO 

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## ACKNOWLEDGEMENTS 

**We would like to thank all those who have supported us and partnered with us in 2024, most often as donors or as referrers. Some have asked to remain anonymous, and we thank them too.** 

## OUR PARTNERS 

- **The Dost Centre** 

- **A B Charitable Trust** 

- **City Bridge Foundation Goldberg Family Charitable Trust London Cycling Campaign Prism the Gift Fund Rabbie’s Tours Rayne Trust Seneca Trust** 

YOUTH ADVISORY BOARD **Anas** 

   - **Khaled** 

   - **Mehraveh** 

   - **Mishkat** 

   - **Tomi** 

   - **Tosin** 

- **Shoresh Charitable Trust** 

- **This Day Foundation Trace Charitable Trust The Weisz Foundation** 

- **WFH Foundation** 

- **Young Roots** 

## THANK YOU FOR YOUR CONTINUED SUPPORT 

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Charity Registration Number: 1197551 

## **OUR SECOND HOME** 

A CHARITABLE INCORPORATED ORGANISATION TRUSTEES’ REPORT 

AND 

FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024 



## **OUR SECOND HOME** 

## **LEGAL AND ADMINISTRATIVE INFORMATION** 

FOR THE YEAR ENDED 31 DECEMBER 2024 

## **Trustees** 

Nicholas Schlagman (Chair) 

Raymond Simonson Ezio Fabricio Silva David King Alex Brookes Hannah Spark appointed 7[th] May 2025 Dr Robyn Smith appointed 16th July 2025 **Charity Number** 1197551 **Registered Office** C/O Noam Masorti Youth Alexander House London N3 1XE 

## **Independent Examiner** 

Moneypad Limited B1 Vantage Park Old Gloucester Road Hambrook, Bristol BS16 1GW 



## **OUR SECOND HOME** 

## **CONTENTS** 

FOR THE YEAR ENDED 31 DECEMBER 2024 

Trustees' Report 

Independent Examiner's Report 

Statement of Financial Activities 

Balance Sheet 

Notes to the Financial Statements 



## **OUR SECOND HOME** 

## **TRUSTEES' REPORT** 

## FOR THE YEAR ENDED 31 DECEMBER 2024 

The trustees present their annual report and financial statements for the year ended 31 December 2024. 

## **Trustees' report and financial statements** 

The trustees, who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 December 2024. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019). 

## **Structure, governance and management Charity Structure** 

Our Second Home is a CIO. It was registered with the Charity Commission for England and Wales on 18 January 2022, with charity number 1197551. 

## **Governing Body** 

The trustees of the Charity are legally responsible for the overall management of the organization. The day-to-day running of the Charity is undertaken by the CEO and the senior management. The CEO is aware of the need to follow best practice and to recruit new trustees as applicable. The trustees are kept informed of the running of the Charity, and new Trustees will be appointed when and if the need arises. 

Recruitment and appointment of new trustees would be in line with the Governing Documents. The principal criteria set for the suitable candidate would be someone who is sensitive to the needs and demands required for effective administration of the Charity. 

## Training and induction of trustees is undertaken as needed. 

All major decisions are taken collectively by the trustees and all the trustees give of their time freely. The trustees are unpaid and details of any related party transactions are disclosed as applicable in the notes to the accounts. The arrangements for setting the pay of the charity's employees are the sole domain of the trustees. 

## **Risk Review** 

The Trustees have assessed the major risks to which the charity is exposed, in particular those related to the operations and finances of the Charity, and are satisfied that systems are in place to manage exposure to major risks. 

The risks faced by the charity are principally operational risks from the ineffective running of the charities programs. These risks are managed by the trustees, ensuring the right staff are utilised and the right policies are implemented. 

Procedures are in place to strengthen these safeguards and to ensure public benefit is achieved from all aspects of the charity's management. 

## **Public Benefit** 

The trustees confirm that they have referred to the guidance contained in the Charity Commission’s general guidance on public benefit and in particular to its supplementary public benefit guidance on advancing the welfare and integrating of individuals into society who are at a disadvantage by virtue of their youth, social, or economic situation when reviewing the charity's aims and objectives and in planning future activities. 

## **Objectives and activities** 

## **Charitable Objects** 

The following objects, as set out in the CIO Constitution, are for the public benefit: 

(1) The relief of those in need, by reason of their youth or their social and economic situation for the public benefit through the provision of such information and advice as the trustees deem appropriate. 

(2) To advance young people under the age of 26 in life by providing advice and assistance and organizing programs of physical, educational and other activities as a means of advancing in life and helping such people by developing their skills, capacities and capabilities to enable them to participate in society as independent, mature and responsible individuals; 

(3) To advance the education of the public in general about the issues relating to migrants, especially as set out in the CIO Constitution, and 

(4) To promote social inclusion among people who are refugees, asylum seekers and migrants who are socially excluded on the grounds of their social and economic position. 

## **Aims** 

The main aim of the charity is the provision of residential trips, leadership training programs, and year-round support with and for refugees and people seeking asylum. This is done in order to strengthen three main areas of the beneficiary's experience: identity, community, and leadership. 

**Grant Distribution** 

The Charity retains the right to administer grants at its discretion. All grants distributed would be in line with the 

Page 1 of 11 



stated objects of the charity. No grants were distributed during the year. 

## **Non-Financial Achievement** 

In 2024, Our Second Home worked with 827 (2023:453) young refugees and people seeking asylum in London, Essex, Bristol & Newcastle coming from 28 (2023:23) countries. 

Participants attended any of a total of 68 events, of which 8 were residential trips (2023: 77, 2022: 5; 2021: 2). 

Other events include 2 leadership training courses with 24 graduates (2023:8) and an annual graduation ceremony. There was also a weekly youth club in Bristol and our youth hub in London, that went from monthly to fortnightly. 

Community connections: The percentage of participants who report having close friends in the UK increased from 50% to 74% after joining OSH. 

Confidence and identity: Those who felt comfortable communicating in English rose from 57% to 81%. 

Leadership & aspirations: The number of young people excited about their future in the UK increased from 79% to 87%. 

## **Achievements and Performance** 

The charity recorded £81,798 in donations receivable in the year and £945 in interest and other 

income. 

Grants’ receivable during the year amounted to £162,495, a detailed analysis can be found in the notes 

to the accounts. 

Fundraising costs incurred during the year amounted to £1,560 and are detailed in the notes to the 

accounts. 

The charity paid out £205,510 on direct costs in the running and management of the charity. The majority 

of those costs relate to residential programs and staff salaries. 

Support and governance costs for the year were £960. 

No grants were distributed during the year 

There were no related party transactions during the year. 

There was an overall net income movement in funds for the year, amounting to a net income of £12,373 of 

which restricted net income amounted to £35,485 and unrestricted expenditure amounted to £(23,112). 

## **Appreciation** 

The trustees extend their heartfelt appreciation and gratitude to all donors, employees and volunteers. 

Our positive impacts on the charity's beneficiaries would not have been possible without you. 

## **Reserve Policy** 

The trustees have reviewed the level of reserves held by the Charity. The review has concluded that to 

allow the Charity to be managed efficiently and to provide a buffer for uninterrupted services in the event of unforeseen circumstances, the level of free reserves, being those not tied up in fixed assets, needs to be maintained at not less than six months' expenditure. 

The free reserves, comprising of net current assets, stand at £50,125, of which £36,468 are restricted. 

## **Trustees** 

The trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements, were: Nicholas Schlagman (Chair) – Dr Robyn Smith appointed 16[th] July 2025 – Hannah Spark appointed 7[th] May 2025 Raymond Simonson Ezio Fabrizio Silva David King Alex Brookes Joseph Grabiner-Wolfson resigned 16th July 2025 

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## **Trustees' responsibilities statement** 

The trustees, who are also the directors of Charity For Our Second Home for the purpose of company law, are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). 

Company Law 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, including the income and expenditure, of the charitable company for that year. 

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

- select suitable accounting policies and then apply them consistently; 

- observe the methods and principles in the Charities SORP; 

- make judgements and estimates that are reasonable and prudent; 

- state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and 

- Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation. 

The trustees are responsible for keeping adequate 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 Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. 

This report was approved by the trustees and signed on its behalf by: 

## Ezio fabricio Silva 

Ezio fabricio Silva (Oct 23, 2025 19:42:13 GMT+1) 

## **Ezio Fabricio Silva** 

## **Trustee** 

Date : 19 October 2025 

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## **OUR SECOND HOME** 

## **INDEPENDENT EXAMINER'S REPORT** 

FOR THE YEAR ENDED 31 DECEMBER 2024 

Independent Examiner’s Report to the Trustees of Our Second Home 

I report to the Charity Trustees on my examination of the accounts of the charity for the year ended 31 December 2024, which consists of the statement of financial activities, balance sheet and the related notes 

## **Responsibilities and basis of report** 

As the charity’s trustees , 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 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** 

I am qualified to undertake the examination by being a qualified member of ACCA 

I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination (other than that disclosed below *) which gives me cause to believe that in, any material respect: 

- the accounting records were not kept in accordance with section 130 of the Charities Act; or 

- the accounts did not accord with the accounting records; or 

- the accounts did not comply with the applicable 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. 


Name: Sarah Jones For and on behalf of Moneypad Limited Date: 19 October 2025 

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## **OUR SECOND HOME** 

## **STATEMENT OF FINANCIAL ACTIVITIES** 

FOR THE YEAR ENDED 31 DECEMBER 2024 

|**Recommended**<br>**categories by activity**<br>**Notes**<br>**Income and**<br>**endowments from:**<br>Donations and legacies<br>2<br>Charitableactivities<br>3<br>Investments<br>4<br>Other<br>5<br>**Total**<br>**Expenditure on:**<br>Raising funds<br>7<br>Charitableactivities<br>8<br>**Total**<br>**Net**<br>**income/(expenditure)**<br>**Net movement in**<br>**funds**<br>**Reconciliation of**<br>**funds:**<br>Total funds brought<br>forward<br>**Total funds carried**<br>**forward**|**Unrestricted**<br>**funds**<br>**£**<br>190,311.00<br>-<br>945.00<br>-<br>**191,256.00**<br>1,560.00<br>212,808.00<br>**214,368.00**<br>**(23,112.00)**|**Restricted**<br>**income funds**<br>**£**<br>53,983.00<br>-<br>-<br>-<br>**53,983.00**<br>-<br>18,498.00<br>**18,498.00**<br>**35,485.00**|**TotalFunds**<br>**2024**<br>**£**<br>244,294.00<br>-<br>945.00<br>-<br>**245,239.00**<br>1,560.00<br>231,306.00<br>**232,866.00**<br>**12,373.00**|**TotalFunds**<br>**2023**<br>**£**<br>175,748.00<br>1,538.00<br>714.00<br>133.00|
|---|---|---|---|---|
|||||**178,133.00**|
|||||8,255.00<br>206,470.00|
|||||**214,725.00**|
|||||**(36,592.00)**|
||**(23,112.00)**<br>36,769.00|**35,485.00**<br>983.00|**12,373.00**<br>37,752.00|**(36,592.00)**<br>74,344.00|
||**13,657.00**|**36,468.00**|**50,125.00**|**37,752.00**|



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## **OUR SECOND HOME** 

## **BALANCE SHEET** 

FOR THE YEAR ENDED 31 DECEMBER 2024 

|**Recommended categories by**<br>**activity**<br>Currentassets<br>**Notes**<br>Debtors<br>12<br>Cash at bank and in hand<br>13<br>**Total current assets**<br>Creditors: amounts falling due within<br>one year<br>14<br>**Net current assets/(liabilities)**<br>Total net assets<br>**Funds of the Charity**<br>Unrestrictedfunds<br>15<br>Restricted income funds<br>15<br>Endowmentfunds<br>15<br>**Totalfunds**|**Total Funds 2024**<br>**£**<br>5,282.00<br>49,746.00<br>**55,028.00**<br>4,903.00<br>**50,125.00**<br>50,125.00<br>13,657.00<br>36,468.00<br>-<br>**50,125.00**|**Total Funds 2023**<br>**£**<br>-<br>49,115.00<br>**49,115.00**<br>11,363.00<br>**37,752.00**<br>37,752.00<br>36,769.00<br>983.00<br>-|
|---|---|---|
|||**37,752.00**|



For the year ended 31 December 2024 the company was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies. 

The members have not required the company to obtain an audit of its accounts for the year in question in accordance with section 476. 

The trustees acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of accounts. 

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

The financial statements were approved by the trustees on 19 October 2025 and signed on its behalf by: 


## **Nicholas Schlagman (Chair)** 

## **Trustee** 

Date: 19 October 2025 

Page 6 of 11 



## **OUR SECOND HOME** 

## **NOTES TO THE FINANCIAL STATEMENTS** 

FOR THE YEAR ENDED 31 DECEMBER 2024 

## **1. Accounting Policies** 

The principal accounting policies adopted by the Charity, which is a public benefit entity, in the preparation of the accounts are as follows. 

## **1.1 Basis of preparation** 

These accounts have been prepared under the historical cost convention, as modified by the inclusion of charitable properties and fixed asset investments and investment properties at valuation. 

These accounts have been prepared in accordance with “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” (effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Charities Act 2011. 

These accounts are presented in pounds sterling and rounded to the nearest pound. 

## **1.2 Going concern** 

The Trustees have prepared financial projections, taking into consideration the current economic conditions and have, at the time of approving these accounts, a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus, they continue to adopt the going concern basis of accounting in preparing the accounts. 

## **2. Income from Donations and Legacies** 

|**Analysis**<br>Donation and gifts<br>General grants<br>provided by<br>charities<br>**Total**<br>Government/other|**Unrestricted funds**<br>**£**<br>81,798.00<br>108,513.00<br>**190,311.00**|**Restricted income**<br>**funds**<br>**£**<br>-<br>53,983.00<br>**53,983.00**|**Total funds 2024**<br>**£**<br>81,798.00<br>162,496.00<br>**244,294.00**|**Total funds 2023**<br>**£**<br>72,078.00<br>103,670.00|
|---|---|---|---|---|
|||||**175,748.00**|



## **3. Income from Charitable Activities** 

|**Analysis**<br>Program Income<br>**Total**|**Total funds 2023**<br>**£**<br>1,538.00|
|---|---|
||**1,538.00**|



## **4. Income from Investments** 

|**Analysis**<br>Interest income<br>**Total**<br>**5. Other Income**<br>**Analysis**<br>Other<br>**Total**|**Unrestricted funds**<br>**£**<br>945.00<br>**945.00**|**Total funds 2024**<br>**£**<br>945.00<br>**945.00**|**Total funds 2023**<br>**£**<br>714.00|
|---|---|---|---|
||||**714.00**|
||||**Total funds 2023**<br>**£**<br>133.00|
||||**133.00**|



## **6. Analysis of Receipts of Grants** 

Page 7 of 11 



|||**This year**|
|---|---|---|
|**Funder**|**Description**||
|||**£**|
|**This Day Foundation**|Restricted|5,000|
|**City Bridge Foundation**|Restricted|27,000|
|**Shoresh**|Restricted|2,983|
|**WeiszFoundation**|Restricted|2,500|
|**London Cycling Campaign**|Restricted|4,000|
|**A B Charitable Trust**|Restricted|3,500|
|**Women of the Year**<br>**Foundation**|Restricted|9,000|
|**Zohar Dean Trust**|Unrestricted|2,000|
|**Rayne Trust**|Unrestricted|10,000|
|**FP Senea Trust**|Unrestricted|15,000|
|**FP Blue Thread**|Unrestricted|9,213|
|**FP Goldberg Family**<br>**Charitable Trust**|Unrestricted|5,000|
|**Trace Charitable**|Unrestricted|7,200|
|**KFCFoundation**|Unrestricted|100|
|**WFH Foundation**|Unrestricted|30,000|
|**This Day Foundation**|Unrestricted|30,000|
||**Total**|162,496|
|||**Last year**|
|**Funder**|**Description**||
|||**£**|
|**Betty Messenger**<br>**Charitable Foundation**|Unrestricted|15,000|
|**Goldberg Family Charitable**<br>**Trust**|Unrestricted|5,000|
|**The Blue Thread**|Unrestricted|10,000|
|**The Rayne Trust**|Unrestricted|10,000|
|**ABCT Grant**|Unrestricted|20,000|
|**This Day Foundation**|Unrestricted|30,000|
|**This Day Foundation**|Restricted|5,000|
|**Shoresh Charitable Trust**|Restricted|3,966|
|**Other**|Unrestricted|4,704|
||**Total**|103,670|



Page 8 of 11 



## **7. Expenditure on Raising Funds** 

|**Analysis**<br>Incurred seeking grants<br>Total<br>**8. Expenditure on Charitable Activities**<br>**Analysis**<br>Residential Programs<br>Outreach and Leadership Training Programs<br>Charitable Costs - Telephone & IT<br>Charitable Costs - Other Motor and Travel Costs<br>Charitable Costs - Insurance<br>Bank charges<br>Charity management & administration<br>Advertising and marketing<br>Printing and stationery<br>Legal/professionalfees<br>Staff costs<br>Total<br>Support Costs<br>**9. Support Costs**<br>**Analysis**<br>**Support Costs**<br>**Governance Costs**<br>Independent examiners fees|**Total funds 2024**<br>**Total funds 2023**<br>**£**<br>**£**<br>1,560.00<br>8,255.00<br>1,560.00<br>8,255.00|
|---|---|
||**3,120.00**<br>**16,510.00**|
||**Total funds 2024**<br>**Total funds 2023**<br>**£**<br>**£**<br>83,066.00<br>86,682.00<br>70.00<br>-<br>1,098.00<br>3,462.00<br>20,879.00<br>12,473.00<br>895.00<br>1,238.00<br>71.00<br>120.00<br>311.00<br>-<br>-<br>4,196.00<br>314.00<br>-<br>12,154.00<br>5,326.00<br>111,379.00<br>92,133.00<br>230,237.00<br>205,630.00<br>1,069.00<br>840.00|
||**461,543.00**<br>**412,100.00**|
||**Total funds 2024**<br>**Total funds 2023**<br>**£**<br>**£**<br>1,069.00<br>840.00|
||**1,069.00**<br>**840.00**|



## **10. Analysis of Support Costs** 

## **11. Employee’s Emoluments** 

## **11.1 Staff Costs** 

|**11.1 Staff Costs**|||
|---|---|---|
||**This year**|**Last year**|
||**£**|**£**|
|**Salaries and wages**|100,865|90,452|
|**Social security costs**|8,222|476|
|**Pension costs (defined contribution scheme)**|2,292|1,205|
|**Other employee benefits**|||
|**Total staff costs**|111,379|92,133|



Page 9 of 11 



## **12. Debtors: Amounts falling due within one year** 

|Prepayments & accrued income<br>Otherdebtors<br>**Total**|**Total funds 2024**<br>**£**<br>5,082.00<br>200.00|
|---|---|
||**5,282.00**|



## **13. Cash at bank and in hand** 

|Cash at bank and in hand<br>**Total**|**Total funds 2024**<br>**£**<br>49,746.00<br>**49,746.00**|**Total funds 2023**<br>**£**<br>49,115.00|
|---|---|---|
|||**49,115.00**|



## **14. Creditors: Amounts falling due within one year** 

|Tradecreditors<br>Accruals and deferred income<br>Taxation and social security<br>**Total**|**Total funds 2024**<br>**£**<br>3,382.00<br>1,069.00<br>452.00<br>**4,903.00**|**Total funds 2023**<br>**£**<br>-<br>840.00<br>10,523.00|
|---|---|---|
|||**11,363.00**|



Page 10 of 11 



## **15. Charity funds** 

## **15.1 Details of material funds held and movements during the CURRENT reporting period** 

|**Fund names**<br>**Unrestricted**<br>**funds**<br>**Restricted**<br>**income funds**<br>**Total**|**Fund**<br>**Fund**<br>**balances**<br>**brought**<br>**forward**<br>**Income**<br>**Expenditure**<br>**Transfers**<br>**Gains and**<br>**losses**<br>**balances**<br>**carried**<br>**forward**<br>**£**<br>**£**<br>**£**<br>**£**<br>**£**<br>**£**<br>36,769.00<br>191,256.00<br>214,368.00<br>-<br>-<br>13,657.00<br>983.00<br>53,983.00<br>18,498.00<br>-<br>-<br>36,468.00|
|---|---|
||**37,752.00**<br>**245,239.00**<br>**232,866.00**<br>**-**<br>**-**<br>**50,125.00**|



## **15.2 Details of material funds held and movements during the PREVIOUS reporting period** 

|**Fund names**<br>**Unrestricted**<br>**funds**<br>**Restricted**<br>**income funds**<br>**Total**|**Fund**<br>**Fund**<br>**balances**<br>**brought**<br>**forward**<br>**Income**<br>**Expenditure**<br>**Transfers**<br>**Gains and**<br>**losses**<br>**balances**<br>**carried**<br>**forward**<br>**£**<br>**£**<br>**£**<br>**£**<br>**£**<br>**£**<br>74,344.00<br>169,167.00<br>206,742.00<br>-<br>-<br>36,769.00<br>-<br>8,966.00<br>7,983.00<br>-<br>-<br>983.00|
|---|---|
||**74,344.00**<br>**178,133.00**<br>**214,725.00**<br>**-**<br>**-**<br>**37,752.00**|



## **15.3 Transfers between funds** 

## **This Year** 

|**This Year**||
|---|---|
||**Amount**|
||**£**|
|Between unrestricted and restricted funds|36,468.00|
|Between endowment and restricted funds|-|
|Between endowment and unrestricted funds|-|
|**Last Year**||
||**Amount**|
||**£**|
|Between unrestricted and restricted funds|983.00|
|Between endowment and restricted funds|-|
|Between endowment and unrestricted funds|-|



## **16. Average Number of Employees** 

|**Average Employees**<br>CEO<br>Program and Operations<br>**TotalEmployees**|**This year**<br>**Last year**<br>1<br>1<br>5<br>4|
|---|---|
||6<br>5|



Average number of employees during this year : 6 and last year : 5 

Page 11 of 11 



## AnnualReport_10162025 OurSecondHome final version for signing 

Final Audit Report 

2025-10-23 

Created: 2025-10-23 By: Sarah Jones ( Status: Signed Transaction ID: CBJCHBCAABAA2Ao6gY9Qm3JeNvwZLiNPVLZq2vM1oSTj 

"AnnualReport_10162025 OurSecondHome final version for sign ing" History 









Document created by Sarah Jones ( 2025-10-23 - 8:38:16 AM GMT Document emailed to for signature 2025-10-23 - 8:38:22 AM GMT Document emailed to nic schlagman ( ) for signature 2025-10-23 - 8:38:22 AM GMT Document emailed to Sarah Jones ( ) for signature 2025-10-23 - 8:38:23 AM GMT Email viewed by nic schlagman ( ) 2025-10-23 - 9:05:26 AM GMT Document e-signed by nic schlagman ( ) Signature Date: 2025-10-23 - 9:06:28 AM GMT - Time Source: server Document e-signed by Sarah Jones ( ) Signature Date: 2025-10-23 - 11:35:09 AM GMT - Time Source: server Email viewed by 2025-10-23 - 6:36:39 PM GMT 


Signe entered name at signing as Ezio fabricio Silva 

2025-10-23 - 6:42:11 PM GMT 


## Document e-signed by Ezio fabricio Silva 

Signature Date: 2025-10-23 - 6:42:13 PM GMT - Time Source: server 




Agreement completed.
2025-10-23- 6."42."13 PM GMT
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Supporting young people with refugee backgrounds to build communities, become leaders, and flourish into adulthood in the place they call home 

@oshyouth www.oursecondhome.org.uk