ANNUAL REPORT 2024/5
Registered Charity Number 1200757 Broughton Hall, Broughton, Staffs, ST21 6NS www.caudwellyouth.org
MISSION
Empowering at-risk young people to shape their own future through mentoring and youth-led support.
VISION
A brighter future for at-risk young people.
VALUES
Optimistic Intentionally Delivering Empowering and realistic inclusive with integrity
The organisation is a Charitable Incorporated Organisation and was registered as a charity on 19th October 2022.
ANNUAL REPORT 2024/5
1
AN INTRODUCTION FROM THE CHAIR OF TRUSTEES DEBBIE DENYER
We have seen changes this year that correspond to what young people are telling us, challenges with loneliness, accessing support, socialising and inflation, all of which are compounded for the at-risk young people we work with. The realities for young people we work with are changing and here is why:
-
1 in 5 young people aged 8-25 had a probable mental health condition.
-
Around half of young people living in the UK will have experienced at least one traumatic event or adverse childhood experience.
-
There were over 3,200 knife or offensive weapon offences committed by children resulting in a caution or sentence, this is 20% greater than 10 years ago.
-
Care leavers are ten times more likely to be NEET by 20 than their non-care experiences peers.
Support has grown in year and we are addressing these challenges, supporting more individual young people than ever before and showing that our model is still meeting the needs of those we work with; through our outcomes reports and feedback from funders, parents, social workers, CAHMS, mentors and young people directly, we can see the changes are clear. Provide person centred support, led by the young person and they will respond.
I am proud to say that the Pilot we launched last year for our short-term programme, called Shaping Futures, has continued into this year. We were pleased to receive funding to continue the programme and reach more young people, continuing the learnings of the pilot and our commitment to learning as a charity.
Our youth forum, the Caudwell Youth Collective has continued to grow and now has a more diverse range of young people than ever before, showing an appetite for engagement in activities outside of education, employment and our service. They’ve also been more involved, shaping events, interviewing new staff members, public speaking and taking on leadership roles in their personal lives.
I’d like to take the opportunity to thank the young people we have worked with, I hope you will continue to be brilliant and move happily and healthily into the next stages of your life.
And thank you to those we have worked with. We have been honoured to be supported by more trusts and foundations, individual donors, businesses, fundraisers and mentors than ever before, so thank you to everybody who has committed to joining our mission and supported us this year, we hope to continue working with you to shape young people’s lives in the years to follow.
ANNUAL REPORT 2024/5
2
A NOTE FROM OUR FOUNDER
JOHN CAUDWELL
In our third year, Caudwell Youth has continued to provide a stable and safe space for young people, and I am delighted to see the growth in the number of young people we have supported.
In year, we supported over 400 young people, coming close to the 415 combined, from our first 2 years. This shows how highly our programmes are valued and needed. Moving forward, I hope you enjoy reading this report and the many successes, statistics and stories within it.
Thank you to all the donors, volunteers, supporters and partners who make Caudwell Youth’s work possible. Most of all, thank you to the young people who have worked with us this year. I know you have overcome many challenges already in your lives and I am confident that you will continue that momentum into a bright future.
John Caudwell
Founder, Caudwell Youth
ANNUAL REPORT 2024/5
3
SUMMARY OF KEY ACHIEVEMENTS THIS YEAR
404
Young people supported
Of these, 397 young people were supported directly through our mentoring service, with 166 successfully completing their mentoring journeys during the year.
13,981
Hours of support
Of which, 13,851 hours were mentoring and a further 130 hours in our Shaping Futures Programme, led by Youth Workers in the staff team.
94%
Completed our survey
We survey our young people twice a year, in spring and Autumn, giving them a chance to reflect on the changes they have seen since working with us.
236
Volunteer mentors
Supported young people throughout the year. Of those 63.4% were returning volunteers and 36.6% were newly recruited. Within the group 41% have lived experience and 44.7 is the average age of a mentor.
96%
Reduction in offending behaviour. Our mentoring model continues to have a strong impact on one of the most serious risk factors for young people.
78%
Increased engagement in education, demonstrating that young people are re-engaging with learning, college or training.
78%
Improvement in mental health. Young people increasingly describe feeling calmer, more confident and better able to manage stress.
88%
Increased resilience, demonstrating greater ability to handle challenges, stay calm when stressed, showing clear evidence of long-term personal growth.
81%
Noticed a change since working with Caudwell Youth. Consistently reporting personal progress and positive changes.
78%
Improved social relationships, since working with Caudwell Youth.
ANNUAL REPORT 2024/5
4
SUMMARY OF KEY ACHIEVEMENTS THIS YEAR
We launched our first research report
On the 7th July, we stepped into the House of Commons to show how investing in young people can save the government millions and change lives. The research report, Getting Ahead of the Curve: How investing in young people can save the Government millions; launched our cost benefit research evidencing how early intervention works, It showed that for every £1 invested, the government saves £6.05.
12 Young people joined the CYC
It’s been a great year for the CYC, I have had so many opportunities for events such as the House of Commons speech and visiting multiple meetings and interviewing new staff and helping with marketing and other departments. It has been a joy to meet new people and discuss other opportunities for the CYC.
-Aiden, 13, chair of CYC
£1.1 million income raised
Total income raised thanks to over 1000 individual donors, our grant funders, major donors, challenge events and public sector funding.
ANNUAL REPORT 2024/5
5
OUR SERVICE DELIVERY AND IMPACT
WHO WE SUPPORTED
In 2024/2025, Caudwell Youth supported 404 young people across Hertfordshire, Luton, Buckinghamshire, Slough and Milton Keynes. We received an average of 5.2 referrals per week during the year.
Of these, 397 young people were supported directly through our mentoring service, with 166 successfully completing their mentoring journeys during the year. Young people also engaged with our Shaping Futures Programme, an intensive, focused support model for those at highest risk of exploitation or offending.
When referred to us, partners were asked to identify each young person’s primary presenting need:
-
18 % were care experienced
-
28 % were at risk of or involved in offending
-
57 % were at risk of exploitation
-
94 % were experiencing poor mental health
Many young people faced multiple, overlapping risks, compounding the challenges they experienced.
The average age of those we supported was 16 years, with a gender balance of approximately 45% female, 52% male, 2% non-binary/other. Black or minoritised young people make up 28% of those we support. 36% had a registered disability, and 30% had an Education, Health and Care Plan (EHCP) for special educational needs or disabilities. At the point of referral, 28% were not in education, employment or training (NEET). 21% of young people are a carer or have caring responsibilities and 53% receive free school meals.
----- Start of picture text -----
Summer picnic, August 2025
----- End of picture text -----
ANNUAL REPORT 2024/5
6
OUR SERVICE DELIVERY AND IMPACT
IMPACT ACROSS OUR TWO PROGRAMMES
MENTORING
Over the course of the year, our volunteer mentors and Youth Support Coordinators provided an estimated 13,981 hours of direct support to young people — through one-to-one mentoring, outreach, and targeted interventions.
We track progress through outcome surveys conducted twice a year, allowing young people to reflect on their goals and self-assess their growth. Engagement in these reviews remained exceptionally high throughout the year, reinforcing our commitment to making evaluation a meaningful, youth-led process. Our latest outcomes survey, conducted in September 2025, saw 94% of young people we were working with at the time complete it.
Based on a weighted average of the two outcome surveys, young people supported by Caudwell Youth achieved the following outcomes:
| 96% | Reduction in offending behaviour |
|---|---|
| 66% | Reduction in exploitation risk |
| 78% | Improvement in mental health |
| 52% | Reduction in substance use |
| 52% | Transition from NEET to EET |
| 78% | Increased engagement in education |
| 78% | Increased social relationships |
| 88% | Resilience |
| 78% | Aspirations and life goals |
| 56% | Increased financial management |
| 81% | Noticed a change since working with us |
ANNUAL REPORT 2024/5
7
OUR SERVICE DELIVERY AND IMPACT
IMPACT ACROSS OUR TWO PROGRAMMES
MENTORING
These outcomes reflect not only the commitment of our staff and volunteers, but the courage and determination of the young people themselves. Together, they demonstrate the power of trusted relationships and consistent support in helping young people to shape their own positive futures.
In 2024, 16% of young people said they would like more activities, events and social engagement. We responded in 2025 by offering more local and smaller group sessions, supported by staff and mentors. These provide new experiences, as well as a safe space for young people to engage with their peers. We continued to support the CYC to arrange larger summer and winter gatherings.
“The way I present myself, the way I am around others, I started saving more money, I’ve stopped drinking and smoking, I am more polite towards others and I am so much more resilient when challenges come my way, I can see a lot of change beyond words. ” — Aged 18, Milton Keynes
“I am more confident speaking to people my age and getting more friends. I don’t worry as much as I used to and I know how to ask for help from my YSC when I need to. I’m most proud of coming to all the youth events put on by Caudwell Youth” – Aged 16, Buckinghamshire
8
ANNUAL REPORT 2024/5
OUR SERVICE DELIVERY AND IMPACT
IMPACT ACROSS OUR TWO PROGRAMMES
VOLUNTEER MENTORS
We are grateful to every single volunteer who gave their time to support young people. Overall, the year marked a period of stability and development for Caudwell Youth’s volunteering programme, characterised by steady recruitment, strong retention, and continued investment in volunteer experience.
At the end of the year, 236 volunteers were active, representing those who had been onboarded or matched with a young person. Of these, 63.4% were returning volunteers and 36.6% were newly recruited, reflecting both the sustainability of our volunteer base and the charity’s growing reach to new audiences.
Recruitment remained robust through digital channels, with paid advertising continuing to deliver the highest engagement. During the year, the volunteering page on our website received over 12,800 views, resulting in 236 number of applications, demonstrating healthy public interest in getting involved. To further streamline engagement, we trialled a call-back feature, generating 140 enquiries.
The Mentor Forum completed its first full year, providing monthly sessions with guest speakers to share knowledge and up-skill our volunteers. We launched a volunteer resource hub on our website and introduced an activity guidance framework. Recognition efforts such as thank-you cards, anniversary pins, and the annual Volunteer Appreciation Celebration have been well received, helping to build a culture of belonging and appreciation.
With over 200 active volunteers supporting young people across our regions, our focus for the year ahead is to refine the onboarding process, strengthen conversion from application to mentoring, and continue investing in the people who make our mission possible.
41% Of mentors have 20 - 72 lived experience Age range of mentors
44.7 Average age of mentors
ANNUAL REPORT 2024/5
9
OUR SERVICE DELIVERY AND IMPACT
IMPACT ACROSS OUR TWO PROGRAMMES
SHAPING FUTURES
At the core of Shaping Futures is our person-centred support model specialised for young people who present with high-risk behaviours, either to themselves or the community. They therefore need a more intensive level of support before having the option to move onto our mentoring model.
This programme is bespoke to each young person who accesses it. The Youth Worker provides direct, intensive support to help them understand why their behaviour puts them or others at risk. Sessions might include help managing crises, coordinating with mental health or safeguarding teams, or addressing barriers such as unstable housing or relationship breakdowns, and being an advocate for a young person when they are struggling to do this alone.
Through Shaping Futures, Caudwell Youth provides a vital lifeline for young people who might otherwise be overlooked, giving them the relationships, skills and confidence they need to overcome adversity and build a future filled with possibility, without the fear of judgement or criticism.
Over the course of the year, we have received 20 referrals into the Shaping Futures Programme – with most referrals coming from Police, Youth Justice, and Social Care services. The average age of young people accessing the programme is 16.5 years old, and we have delivered over 130 hours of support to date. The risks presented by the young people referred include:
-
52.2% at risk of exploitation
-
17.4% involved in weapon carrying
-
17.4% linked to serious violence
-
13% related to sexual offences
The current gender split is 80% male and 20% female.
Engagement has been strong, with several young people completing the full 12-week programme, others maintaining progress up to the midpoint, and only three declining support after initial assessment. We have also transitioned one young person to our longer term mentoring programme.
ANNUAL REPORT 2023/24
10
ETHAN’S STORY
Ethan joined the Shaping Futures Programme at a time when he was carrying knives for protection, dealing drugs, and facing serious risks of exploitation and offending. He also struggled with anger and had threatened staff at his placement. Recognising the seriousness of these risks, Ethan engaged very positively with the programme from the outset. The 12-week programme tailored to him focused on reducing drug use, building confidence, and exploring positive relationships. The programme was extended slightly due to his strong commitment and progress.
Over time, Ethan stopped carrying knives, reduced his drug use, and developed healthier ways of managing conflict and understanding how others perceive him. He particularly valued the opportunity for open debate and exploring his keen interest in chess, which helped him focus and build self-esteem. His ability to manage conflict improved significantly; for example, during one session held over dinner, he calmly managed a situation that would previously have led to an angry outburst. By the end of the programme, Ethan had made clear progress towards safer, more positive choices and moved on to a new placement with greater resilience and selfcontrol.
7811
ANNUAL REPORT 2023/24 ANNUAL REPORT 2024/5
OUR SERVICE DELIVERY AND IMPACT
ECONOMIC COST-BENEFIT RESEARCH
At Caudwell Youth, on a day-to-day basis, we see how mentoring can transform young people’s lives. We wanted to quantify the wider benefits to society when this happens. To do this we commissioned Development Economics to conduct an independent impact assessment this year. The research revealed how our mentoring programme generates quantifiable impacts and value for money for the taxpayer: £6.05 for every £1 spent on the programme. A practical, tangible way to invest in young people’s futures – that can also save the Government millions of pounds.
We launched the research report at the House of Commons, alongside young people and supporters. With speeches from Aiden (CYC), John Caudwell and Stephanie Peacock, Minister at Department of Culture, Media and Sports.
----- Start of picture text -----
£6.05
benefit
£1
spent
----- End of picture text -----
ANNUAL REPORT 2024/5
12
OUR SERVICE DELIVERY AND IMPACT
THE CAUDWELL YOUTH COLLECTIVE
This year marked an exciting period of renewal and growth for the Caudwell Youth Collective (CYC). The group grew to become a fully represented group of 12 young people, representing all Caudwell Youth locations. The Collective is now more diverse than ever, bringing together young people of different backgrounds, cultures, and identities, including LGBTQIA+ and neurodiverse voices. This inclusivity has created a respectful and supportive environment where every member feels empowered. With young people taking the lead in creating a safe space for every member to share their input and unique perspective.
Over the past year, the CYC has continued to play a vital role in shaping Caudwell Youth’s direction. Young people contributed directly to key organisational developments, including participating in staff recruitment panels for senior roles, providing feedback on grant applications and contributing to strategy development. They also collaborated with partners like New Philanthropy Capital to feed young people’s perspectives into national research on mental health systems. This deep level of engagement reflects Caudwell Youth’s commitment to not just being youth-informed, but truly youth-led.
The Collective has also had a visible public presence, with members representing Caudwell Youth at events, including a House of Commons event to launch Caudwell Youth’s research Getting Ahead of the Curve, where CYC Chair Aiden delivered a powerful speech. The group also organised and delivered their own summer event, attended by 37 young people. From food and games to photography and promotion, every aspect was planned by the CYC, showcasing their creativity, teamwork, and leadership.
Importantly, the CYC has had a tangible impact on the lives of its members. Several young people have gone on to take up leadership roles in their schools and colleges, becoming student representatives or mental health champions, crediting their involvement in the CYC with giving them the confidence and skills to step forward. For others, especially those who are homeeducated or in care, the collective has offered a vital space to connect with peers, share experiences, and find a sense of belonging.
ANNUAL REPORT 2024/5
13
OUR SERVICE DELIVERY AND IMPACT
THE CAUDWELL YOUTH COLLECTIVE
“It’s been a great year for the CYC, I have had so many opportunities for events such as the House of Commons speech and visiting multiple meetings and interviewing new staff and helping with marketing and other departments. It has been a joy to meet new people and discuss other opportunities for the CYC.”
-Aiden, Chair of the CYC:
“I would say it’s been such a good year, we’ve done so much stuff like going to the House of Commons which was such an amazing experience. We went to Slough to celebrate Caudwell Youth’s birthday (Summer Event), it was one of my favourite events because we meet so many people and it was such a good day. I am so excited for next year because Caudwell Youth had an amazing year, we all meet so many people and got friends that are in the same position as each other. Everyone is so non-judgmental and are all amazing people. We also did online meetings and workshops, where we figured out what we want to plan next, and we gave feedback to the staff at Caudwell Youth. They always listen to us.”
Looking ahead, the CYC will continue to develop. The introduction of departmental representatives now ensures that young people have a voice in every area of the organisation, from operations and marketing to HR and governance. Plans are also underway to launch a new 18–25 Caudwell Youth Collective, creating further opportunities for the upper age range to shape the charity’s work and contribute their lived experience. As we move forward, the CYC remains at the heart of our mission, driving change, amplifying young voices, and shaping a future that truly reflects the young people we support.
-Rachel, a CYC member
----- Start of picture text -----
CYC at the House of commons, July 2025
----- End of picture text -----
ANNUAL REPORT 2024/5
14
OUR STRATEGY
PERFORMANCE AGAINST OBJECTIVES
For 2024-25 we set out our strategic plans under three key aims and delivered against each one.
Aim 1: Lay the foundations for growth
We focused on consolidating our funding base and nurturing existing income streams. We also increased engagement with supporters, growing our social media followers to 4000 and launching an e-newsletter to build on existing communications with volunteers. The costbenefit research we commissioned was launched in the House of Commons helping to build awareness of our work (see above).
Aim 2: Meet the needs of Young People
We delivered high quality support for over 400 young people through the year. To support this we extended and embedded safeguarding reflective practice, holding regular reflective practice sessions for frontline staff and using the data we collect to inform safeguarding practices. We took steps to further strengthen volunteer experience, setting up a Volunteer Reps Group to strengthen engagement in decision making. We tested and reviewed different volunteer recruitment approaches during the year.
Aim 3: Be the best we can be
The CYC has gone from strength to strength this year. Alongside this, each department took forward actions to enable young people to get involved in decision making. For example, involvement in recruiting staff. We implemented our EDI plan, which included training for all staff. We took steps to foster a positive culture by partnering with a new employee assistance programme and introducing an Employee Forum. We strengthened our systems, introducing a new CRM to better manage supporter data and communications.
ANNUAL REPORT 2023/24
15
OUR STRATEGY
OUR STRATEGY FOR 2030
This year we worked with young people, staff, stakeholders and trustees to develop a new strategy which will guide our work over the next 4 years. The strategy is called Going National and sets out our ambitions for growth. Our goals are set out below and we will report progress against these annually.
Going National
1.Grow the reach of our in-person programmes
2.Launch Online Mentoring as our first national programme
- 3.Build a national platform for at-risk young people to amplify their voice
Young People at our Heart
4.Ensure we are reaching young people who are most at-risk
5.Extend the ways we work in partnership with at-risk young people
----- Start of picture text -----
A
BRIGHTER
FUTURE
FOR AT-RISK
YOUNG
PEOPLE.
----- End of picture text -----
ANNUAL REPORT 2024/5
16
OUR PEOPLE
Our Interim CEO Amanda Batten accepted the role permanently in July. She will be supported by Charlie Dixon-Prior who steps up to become our Deputy CEO, alongside the wider leadership team.
We continued to invest in employee wellbeing, recognising that remote working brings challenges alongside much valued flexibility for staff. We switched to a new Employee Assistance Programme to strengthen our counselling and wellbeing support. We set up a new Employee Forum which will give employees a say in decision making. This will run alongside our employee wellbeing group and newsletter. Reflective practice has proved valuable for frontline employees this year, and we seek to build on this next year.
In our staff survey this year, 94% of employees said they recommend Caudwell Youth as a place to work. We are grateful to every staff member for their contributions over the year.
EQUALITY, DIVERSITY, INCLUSION AND BELONGING
This year, we strengthened our commitment to equality, diversity, inclusion and belonging across Caudwell Youth. We introduced a new EDIB policy and established a working group, bringing together staff representatives and a volunteer mentor to shape our approach. The group agreed on clear Terms of Reference and developed an action plan to guide our work throughout the year. Key achievements included:
-
Becoming a Disability Confident employer
-
Updating our recruitment process to better capture reasonable adjustments and support Access to Work.
-
Reviewing and refreshing our EDIB policy to ensure it reflects current best practice.
-
Ensuring the full team completed training on unconscious bias and micro-aggressions
-
Subscribing to Powered by Diversity’s cultural calendar, giving all employees access to monthly training and webinars.
Our focus moving forward is to continue embedding EDIB principles across our culture, systems and service delivery, ensuring every young person, staff member and volunteer feels valued and included.
ANNUAL REPORT 2024/5
17
GOVERNANCE
We updated our charitable objects to widen the age range of young people we can work with. We now exist to support at-risk young people up to 25 years old. This reflects an awareness of the risks and high levels of mental health difficulties experienced by children under 11 years of age. This change gives us the scope to intervene earlier.
We welcomed three new trustees to its Board this year, Maria Harris, Roismi RajakumarMangrove and Tracey Shinkins-Watson. Each brings valuable experience and a shared commitment to improving outcomes for young people. The appointments were made following an open recruitment process designed to strengthen the Board’s diversity of skills and lived experience. Each trustee has undergone a structured induction programme, including sessions on governance, safeguarding, and our strategic priorities, ensuring they are well equipped to contribute effectively from the outset.
Throughout 2025, Caudwell Youth continued to embed the Charity Governance Code as a practical framework for continuous improvement. This year we established a new Finance Committee to strengthen governance in this area.
The Trustees confirm that they have referred to and acted in accordance with the Charity Commission’s general guidance on public benefit when reviewing Caudwell Youth’s objectives and setting priorities for the year ahead. In doing so, they remain confident that the Charity’s purpose continues to serve a clear public interest.
RISK MANAGEMENT
Trustees regularly review the risk register and consider existing and planned mitigations to best manage each risk. Our key risks include:
-
Recruiting and retaining enough volunteers to meet the needs of the service
-
Fundraising sufficient income to meet targets
-
Maintaining employee well-being
-
Managing the increasing risk profile of young people referred to us
-
Reputational risk relating to a potential young person or mentor incident
To manage these risks the leadership team and Board use an organisation scorecard to maintain a focus on key performance indicators in each risk area.
In terms of mitigations, we have tested new approaches to volunteer recruitment this year and increased focus on the match rates between volunteers and mentees. We have a fundraising strategy in place which is regularly reviewed, and reforecasts were made to assess progress. Reflective practice is a key mitigation to maintain employee wellbeing. To manage the risk profile of young people referred, we triage referrals, complete risk assessments and work in partnership with local authorities to understand thresholds for support. We have also developed volunteer mentor training to ensure mentors are well supported.
18
ANNUAL REPORT 2024/5
SAFEGUARDING
Safeguarding young people remains our highest priority at Caudwell Youth. We continue to strengthen a positive safeguarding culture across the organisation and ensure our practice remains trauma-informed.
We record all incidents through CPOMS, which provides an efficient and consistent approach to risk management. The system enables us to run reports, analyse trends and identify emerging risks, supporting a more proactive safeguarding approach. We have maintained a strong partnerships with external agencies to ensure timely information sharing and coordinated support for young people.
Caudwell Youth remain dedicated to implementing regular training across all levels of the organisation. This includes our Designated Safeguarding lead (DSL) and Designated Safeguarding Office (DSO) investing time quarterly in safeguarding training, including with the NSPCC and NYA.
We implemented a new risk assessment process and form for young people and mentors. This gives a clear, consistent approach to managing risk, and is collaborative with the young person. Teams hold monthly caseload meetings to ensure robust risk management and appropriate support for staff, young people and volunteers is in place.
Reflective practice remains central to our approach. Our safeguarding forums and supervision sessions provide a space for staff to reflect, learn, and maintain their wellbeing.
ANNUAL REPORT 2024/5
19
MY JOURNEY TO INDEPENDENCE
HARVEY’S MENTORING STORY
When Harvey was referred to Caudwell Youth, he was at a crossroads. Having finished college, he found himself struggling to access the wider world. Public transport felt overwhelming, navigating unfamiliar places alone was daunting, and opportunities for work seemed out of reach due to challenges stemming from his autism and dyspraxia.
“I had a desire to become independent and I knew I had potential, but I was struggling to utilise it,” Harvey explains. “I’ve always been fascinated by geography and wanted to travel independently, but at the time, it simply wasn’t feasible.”
Harvey approached his referral with cautious optimism, having been let down by services in the past. “I tried to stay positive but wasn’t sure if this was the right path for me. At my first meeting with Caudwell Youth, I was nervous and unsure of what the future would look like. But it became clear that they saw my untapped potential. They took great care in matching me with Danny, my mentor, and that made all the difference.”
Harvey’s goals were ambitious but clear: by the end of 2023, he wanted to travel to and from London on his own. By the end of 2024, he aimed to travel independently outside of the UK. With Danny’s support and guidance, Harvey not only achieved these goals but surpassed them ahead of schedule.
“Danny’s life experiences, especially his travels, gave him a wealth of knowledge to share,” Harvey recalls. “I left our first meeting feeling positive and motivated. This was someone who truly understood how to help me achieve my goals.”
Working with Danny came with its challenges. “Coping with the unexpected—like train delays or getting lost—was hard, but it was something I had to face. Thanks to Danny, I’ve learned how to handle these situations, and now I feel confident managing them on my own.”
Harvey’s highlights from his time with Caudwell Youth include speaking about autism at Imperial College in London and visiting Google’s offices. “These experiences made me realise just how far I’d come.”
Now, Harvey feels a sense of independence and excitement about life. “I love being independent and finally feel like I’m living my own life. I’ve never been more confident. My hope is to mentor other young people facing similar challenges, now that I know just how much can be achieved with the right support.”
When asked what he would say to Danny now that their journey has come to an end, Harvey’s response is heartfelt: “Thank you. You’ve changed my life.”
Harvey’s journey with Caudwell Youth is a testament to the power of mentoring and the incredible potential that can be unlocked with the right support. As he looks to the future, Harvey’s story is an inspiration for others navigating their own challenges toward independence.
ANNUAL REPORT 2024/5
20
FINANCIAL REVIEW
SUMMARY
FY25 has been a strong year for Caudwell Youth, reflecting the continued delivery of highquality support to young people alongside a resilient and diversified income base. Total income of £1.108m demonstrates the ongoing commitment of our supporters and partners, and the continued recognition of the importance of our work with young people facing significant challenges.
This year Caudwell Youth continued to capitalise on its established major donor base through a series of successful fundraising events. Our generous and growing community of major donors continues to make life-changing pledges, providing both financial support and long-term confidence in the charity’s mission to give all young people the chance to reach their full potential. Individual Giving also continued to grow, reflecting the strength of our engagement with supporters and the success of our efforts to build a loyal and committed donor community. This will be further developed in the coming year through additional challenges and events, including our London Marathon runners and a Mount Kilimanjaro trek.
Public Sector funding secured towards the end of last year played a vital role in enabling the delivery of our Shaping Futures Programme in Buckinghamshire. This targeted programme for higher-risk young people provides 1-2-1 support at a critical point in their lives and we have seen positive outcomes in reducing serious violence delivered. We are thrilled and grateful that Buckinghamshire Council continue to fund this programme through to FY27. Support from Trusts and Foundations continued to underpin the charity’s work and remains central to our service delivery and we intend to build on these vital partnerships to continue delivering our mentoring programmes across our key regions.
Expenditure during the year reflects a stable and well-embedded cost base, with spending carefully managed while increasing the total number of young people supported. Staff costs remain the charity’s largest area of investment, directly enabling the delivery of frontline services and maintaining the quality and consistency of our programmes.
We end the year with a healthy reserves position, holding over 4 months expenditure in reserves in line with our policy of 3-6 months. The continued support of our Founder, John Caudwell, has been instrumental in enabling Caudwell Youth to establish itself through its growth phase.
As we look ahead, the charity enters the coming year well-placed to deliver its new strategy launch, with a clear focus on expanding reach, deepening impact, and ensuring long-term sustainability.
ANNUAL REPORT 2024/5
21
FINANCIAL REVIEW
STATEMENT OF RESPONSIBILITIES OF THE TRUSTEES
The Trustees are responsible for preparing the Trustees' Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
The law applicable to charities in England and Wales 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: Select suitable accounting policies and apply them consistently
-
Observe the methods and principles in the Charities SORP
-
Make judgments and estimates that are reasonable and prudent
-
State whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements
-
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 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 Charity (Accounts and Reports) Regulations 2008, and the provisions of the trust deed. 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.
The Trustees are responsible for the maintenance and integrity of the charity and financial information included on the charity's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. Each Trustee confirms that: So far as they are aware, there is no relevant audit information of which the charity's auditors are unaware They have taken all the steps that they ought to have taken as a Trustee to make themselves aware of any relevant audit information and to establish that the charity's auditors are aware of that information. Each of the persons who are Trustees at the time when this Trustees' Annual Report is approved has confirmed that: They approve the Trustees' Annual Report in its entirety. They consider that the Trustees' Annual Report is fair, balanced, and understandable and provides the information necessary for stakeholders to assess the charity's performance, business model, and strategy.
The Trustees warmly thank all our donors, volunteers and supporters for their valuable help during the year. We also thank our staff for the commitment and skills that they bring to Caudwell Youth. And finally, we would like to thank the young people we work with for their trust and engagement with us.
BY ORDER OF THE BOARD Debbie Denyer Chair
ANNUAL REPORT 2024/5
22
INDEPENDENT AUDITORS REPORT
TO THE TRUSTEES OF CAUDWELL YOUTH
OPINION
We have audited the financial statements of Caudwell Youth (the ‘charity’) for the year ended 30 September 2025 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
In our opinion, the financial statements:
-
give a true and fair view of the state of the charity’s affairs as at 30 September 2025 and of its incoming resources and application of resources, for the year then ended;
-
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
-
have been prepared in accordance with the requirements of the Charities Act 2011.
BASIS FOR OPINION
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
CONCLUSIONS RELATING TO GOING CONCERN
In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
ANNUAL REPORT 2024/5
23
INDEPENDENT AUDITORS REPORT
OTHER INFORMATION
The trustees are responsible for the other information. The other information comprises the information included in the Annual report, other than the financial statements and our Report of the Independent Auditors thereon.
Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.
In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the auditor otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material
misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.
OTHER MATTERS WHICH ARE REQUIRED TO ADDRESS
The prior period financial statement are not audited, therefore the corresponding figures are unaudited
MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION
We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion:
-
the information given in the financial statements is inconsistent in any material respect with the trustees' report; or
-
sufficient accounting records have not been kept; or the financial statements are not in agreement with the accounting records; or we have not received all the information and explanations we require for our audit.
RESPONSIBILITIES OF TRUSTEES
As explained more fully in the statement of trustees' responsibilities, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to cease operations, or have no realistic alternative but to do so.
ANNUAL REPORT 2024/5
24
INDEPENDENT AUDITORS REPORT
AUDITOR'S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS
We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.
In preparation for our audit we identified areas of laws and regulations which we considered could have a material effect on the financial statements. This information was obtained via discussions with management and from our general commercial and sector experience. The directors also provide us with written representation of all the key and fundamental industry specific laws and regulations with they are required to adhere to. these were then communication to the whole of the audit team at our audit planning meeting.
As a charitable incorporation organisation, non-compliance with the Charities Act 2011, Companies Act 2006 and the conditions of government and non-government grant funding were assessed to be most relevant.
Our audit procedures to identify non-compliance with laws and regulations in these areas consisted of:
-
Enquiries with management;
-
Inspection of board minutes, and other correspondence;
-
Challenges to management assumptions and judgements in relation to accounting estimates.
-
Review of journals entered throughout the year.
-
Substantive transaction testing
Despite appropriate planning and performing out work in accordance with International Auditing Standards, there are always inherent limitations that non-compliance is not detected. Non-compliance with laws and regulations is often further removed from the events and transactions reflected in the financial statements and material misstatements due to fraud can be deliberately concealed from auditors, for example through misrepresentation, forgery or collusion.
ANNUAL REPORT 2024/5
25
INDEPENDENT AUDITORS REPORT
A further description of our responsibilities is available on the Financial Reporting Council’s website at: https:// www.frc.org.uk/ auditorsresponsibilities. This description forms part of our auditor's report.
Your attention is drawn to the fact that the charity has prepared financial statements 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)" (as amended) in preference to the Accounting and Reporting by Charities: Statement of Recommended Practice issued on 1 April 2005 which is referred to in the extant regulations but has now been withdrawn.
This has been done in order for the financial statements to provide a true and fair view in accordance with current Generally Accepted Accounting Practice.
DJH Audit Limited is eligible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.
USE OF OUR REPORT
This report is made solely to the charity’s trustees, as a body, in accordance with part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charity's trustees those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.
Christopher Abbott FCA (Senior Statutory Auditor) for and on behalf of DJH Audit Limited
.............................
05/02/2026
.............................
Accountants & Statutory auditor
St George's House 56 Peter Street Manchester M2 3NQ
ANNUAL REPORT 2024/5
26
CONSOLIDATED FINANCIAL STATEMENT STATEMENT OF FINANCIAL ACTIVITES
INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE PERIOD ENDED 30 SEPTEMBER 2025
| Notes Income from: Donations & Legacies 2 Charitable activities Total Expenditure on: Charitable activites 3 Costs of raising Funds 4 Total Expended Net Income / (expenditure) Transfers between funds Net movement in funds Total funds brought forward Total funds carried forward |
Unrestricted funds Restricted funds Total funds 2025 Total funds 2024 £ £ £ £ 871,102 211,327 1,082,428 1,220,243 - 26,508 26,508 113,898 |
|---|---|
| 871,102 237,835 1,108,937 1,334,141 (597,457 (288,358) (885,815) (953,712) (175,249) - (175,249) (178,966) |
|
| (772,706) (288,358) (1,061,064) (1,132,678) |
|
| 98,395 (50,523) 47,872 201,463 - - - - |
|
| 98,395 (50,523) 47,872 201,463 289,283 149,535 438,818 237,355 |
|
| 387,678 99,012 488,690 438,818 |
All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above.
The accompanying notes form part of these financial statements.
ANNUAL REPORT 2024/5
27
FINANCIAL REVIEW BALANCE SHEET
AS AT 30 SEPTEMBER 2025
| BALANCE SHEET Notes Current assets Debtors 7 Cash at bank and in hand Prepayments Creditors: amounts falling due within one year 8 Net current assets Net assets Income funds Restricted funds 9 Unrestricted funds 9 |
2025 2024 £ 20,966 50,254 491,304 427,630 9,753 0 |
|---|---|
| 522,022 477,884 (35,332) (39,066) |
|
| 486,690 438,818 |
|
| 486,690 438,818 |
|
| 99,012 149,535 387,678 289,283 |
|
| 486,690 438,818 |
|
The financial statements were approved and authorised for issue by the Board of Trustees and were signed below on its behalf by:
D Canfield Trustee
Date: 29/01/2026
The accompanying notes form part of these financial statements.
28
ANNUAL REPORT 2024/5
FINANCIAL REVIEW STATEMENT OF CASH FLOWS
AS AT 30 SEPTEMBER 2024
----- Start of picture text -----
2025 2024
Notes £ £
Cash provided by
12 63,674 263,537
Operating Activities
Cash provided by (used in) in financing or investing activities - -
Increase (decrease) in cash and cash
63,674 263,537
equivalents in the year
Cash and cash
equivalents at the beginning of the year 427,630 164,093
Total cash and cash
491,304 427,630
equivalents at the end of the year
Analysis
2025 2024
of cash and cash equivalents
£ £
Cash in hand 491,304 427,630
Total cash and cash equivalents 491,304 427,630
----- End of picture text -----
ANNUAL REPORT 2024/5
29
FINANCIAL REVIEW NOTES TO THE ACCOUNTS
FOR THE PERIOD ENDED 30 SEPTEMBER 2024
1. ACCOUNTING POLICIES
BASIS OF PREPARATION
These accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant notes to these accounts. The accounts have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) effective 1 January 2019). The charity is a Public Benefit Entity as defined by FRS 102.
The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.
The results presented in the financial statements run from 1st October 2024 to 30th September 2025
GOING CONCERN
The Trustees consider that the charitable company has adequate resources to continue in operational existence for the foreseeable future. In making their assessment they have considered a period of at least 12 months from the date the financial statements have been approved. Accordingly, the financial statements have been prepared on a going concern basis.
INCOME
All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received, and the amount can be measured reliably.
Donations and other forms of voluntary income are recognised as incoming resources when receivable, except insofar as they are incapable of financial measurement.
Grants are recognised when there is evidence of entitlement, receipt is probable, its amount can be measured reliably, and all terms and conditions of the grant have been met by the charity.
ANNUAL REPORT 2024/5
30
FINANCIAL REVIEW
EXPENDITURE
Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably.
Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings, they have been allocated to activities on a basis consistent with the use of resources.
Support costs are costs that assist the work of the charity but do not directly related to the charitable activities including governance costs.
Governance costs are costs directly associated with the governance of the charity, including legal and regulatory compliance and strategic planning.
TAXATION
The charity is exempt from corporation tax on it’s charitable activities.
FUNDS
Unrestricted funds are general funds that are available for the use at the Trustees’ discretion in furtherance of the objectives of the Charity.
Restricted funds are subject to specific conditions by donors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the accounts.
VOLUNTEER HELP
The value of any voluntary help received is not included in the accounts but is described in the trustees’ annual report.
CREDITORS
The charity has creditors which are measured at settlement amounts less any trade discounts.
TANGIBLE FIXED ASSETS
Tangible fixed assets are valued at cost less depreciation. These are capitalised when they can be used for more than one year and cost more than £1,000.
ANNUAL REPORT 2024/5
31
FINANCIAL REVIEW
FINANCIAL INSTRUMENTS
The following assets and liabilities are classed as financial instruments - Trade debtors and trade creditors. They are all measured at the undiscounted amount of cash or other consideration expected to be paid or received.
BASIC FINANCIAL ASSETS
Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
BASIC FINANCIAL LIABILITIES
Basic financial liabilities, including creditors are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
DERECOGNITION OF FINANCIAL LIABILITIES
Financial liabilities are derecognised when the charity's contractual obligations expire or are discharged or cancelled.
RETIREMENT BENEFITS
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
EMPLOYEE BENEFITS
Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
ANNUAL REPORT 2024/5
32
FINANCIAL REVIEW INCOME AND EXPENDITURE
| 2.ANALYSIS OF INCOME Donations & Legacies Donations and gifts including gift aid Total Charitable activities General grants provided by government/other charities Total 3.ANALYSIS OF EXPENDITURE ON ACTIVITIES WITH YOUNG PERSONS Activities with young persons Support costs: Staff time Governance costs Audit fees Total |
Unrestricted funds Restricted funds Total 2025 Total 2024 £ £ £ £ 871,102 211,327 1,082,428 1,220,243 |
|---|---|
| 871,102 211,327 1,082,428 1,220,243 |
|
| - 26,508 26,508 113,898 |
|
| 871,102 237,835 1,108,937 1,334,141 |
|
| Unrestricted funds Restricted funds Total 2025 Total 2024 £ £ £ £ 414,269 288,358 702,627 703,243 143,607 - 143,607 220,083 31,391 - 31,391 22,586 8,190 - 8,190 7,800 |
|
| 587,457 288,358 855,815 953,712 |
|
Staff costs are allocated to activities with young persons, support costs and costs of raising funds based on an apportionment of staff time.
ANNUAL REPORT 2024/5
33
FINANCIAL REVIEW RAISING FUNDS, STAFF COSTS
| 5.STAFF COSTS Total 2025 Total 2024 £ £ Salaries and wages 610,465 357,876 Social Security costs 195,574 78,479 Pension costs 55,357 45,274 Other employee benefits - - Total staff costs 861,396 922,206 4.ANALYSIS OF COSTS OF RAISING FUNDS Unrestricted funds Restricted funds Total 2025 Total 2024 £ £ £ £ Staff costs 175,249 - 175,249 178,966 175,249 - 175,249 178,966 |
Unrestricted funds Restricted funds Total 2025 Total 2024 £ £ £ £ 175,249 - 175,249 178,966 |
Unrestricted funds Restricted funds Total 2025 Total 2024 £ £ £ £ 175,249 - 175,249 178,966 |
|---|---|---|
| 175,249 | - 175,249 178,966 |
|
| Total 2025 Total 2024 £ £ 610,465 357,876 195,574 78,479 55,357 45,274 - - |
||
| 861,396 922,206 |
One employee received total employee benefits in excess of £60,000 during the reporting period (2024: nil).
The amount recognised in the SOFA as an expense in relation to the defined contribution pension scheme was £55,357. The expense for the defined contribution scheme follows the allocation of staff costs when costs are allocated between activities and between restricted and unrestricted funds.
ANNUAL REPORT 2024/5
34
FINANCIAL REVIEW HEAD COUNT, CREDITORS, ACCRUALS
The average monthly head count during the year was 25 (2022: 17) and the average number of full-time equivalent employees (including part-time staff) during the year was as follows:
| 6.STAFF NUMBERS Fundraising Charitable Activities Governance Total number 7.DEBTORS AND PREPAYMENTS Trade debtors Total debtors Holiday Pre Payment Total Pre Payment 8.CREDITORS AND ACCRUALS Trade creditors Accruals and deferred income Total creditors |
This period 2024 Number Number 4 4 19 18 1 1 |
|---|---|
| 24 23 |
|
| Sep-25 Sep-24 £ £ 20,966 50,254 |
|
| 20,966 50,254 |
|
| Sep-25 Sep-24 £ £ 9,753 - |
|
| 9,753 - |
|
| Sep-25 Sep-24 £ £ 27,142 31,122 8,190 7,944 |
|
| 35,332 39,066 |
|
ANNUAL REPORT 2024/5
35
FINANCIAL REVIEW
9.CHARITY FUNDS
The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes:
| Fund | Balance at 01/10/24 |
Income | Expenditure | Balance at 30/09/25 |
|---|---|---|---|---|
| National Lottery – Awards for All | £420.44 | - | £420.44 | - |
| The Brazier Trust | £5,000.00 | - | - | £5,000.00 |
| National Lottery (Million Hours Fund) | £34,719.27 | - | £34,719.27 | - |
| Letchworth Garden City Heritage Foundation | £2,083.33 | - | £2,083.33 | - |
| Bedfordshire and Luton Community Foundation | £22,500.00 | £24,116.00 | £28,558.00 | £18,058.00 |
| Heart of Bucks - Community Safety (FY24) | £10,272.00 | - | £10,272.00 | - |
| Wixamtree Foundation | £4,166.67 | - | £4,166.67 | - |
| Lois Baylis Trust | £1,666.67 | - | £1,666.67 | - |
| Watford Community Fund | £1,600.00 | - | £1,600.00 | - |
| Rectory Foundation | £4,565.00 | - | £4,565.00 | - |
| Buckinghamshire Council | £59,244.00 | - | £39,496.00 | £19,748.00 |
| Buckinghamshire Council | £3,297.87 | - | £3,297.87 | - |
| Heart of Bucks - Community Safety (FY25) | - | £10,000.00 | £10,000.00 | - |
| Buckinghamshire Council | - | £3,297.87 | £3,297.87 | - |
| Watford Community Foundation | - | £5,000.00 | £5,000.00 | - |
| Letchworth Garden City Foundation | - | £1,600.00 | £1,600.00 | - |
| The Tony and Sheelagh Williams Foundation | - | £25,000.00 | £25,000.00 | - |
| Anson Charitable Trust | - | £1,000.00 | £1,000.00 | - |
| North Hertfordshire County Council | - | £1,800.00 | £1,800.00 | - |
| North Hertfordshire County Council | - | £1,000.00 | £1,000.00 | - |
| Hertfordshire Council | - | £390.00 | £390.00 | - |
ANNUAL REPORT 2024/5
36
FINANCIAL REVIEW
9.CHARITY FUNDS
The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes:
| Fund | Balance at 01/10/24 |
Income | Expenditure | Balance at 30/09/25 |
|---|---|---|---|---|
| Buckinghamshire Council | - | £12,820.61 | £12,820.61 | - |
| Kings Langley School (STIP) | - | £1,337.54 | £1,337.54 | - |
| New Philanthropy Capital (NPC) | - | £2,550.00 | £2,550.00 | - |
| Connolly Foundation | - | £15,000.00 | £12,500.00 | £2,500.00 |
| 29th May Foundation | - | £3,000.00 | £2,250.00 | £750.00 |
| Luton Borough Council | - | £3,160.00 | £2,633.33 | £526.67 |
| Durkan Homes | - | £2,500.00 | £2,083.33 | £416.67 |
| National Lottery | - | £9,051.00 | £6,788.25 | £2,262.75 |
| Rausing Foundation | - | £75,000.00 | £56,250.00 | £18,750.00 |
| Buckinghamshire Council | - | £10,000.00 | - | £10,000.00 |
| Thames Valley Police TVP | - | £6,936.00 | £3,468.00 | £3,468.00 |
| Simon Gibson Trust | - | £5,000.00 | £1,666.67 | £3,333.33 |
| The Leathersellers’ Foundation | - | £16,310.00 | £4,077.50 | £12,232.50 |
| New Philanthropy Capital (NPC) | - | £1,850.00 | - | £1,850.00 |
| Total | £149,535 | £237,835 | £288,358 | £99,012 |
ANNUAL REPORT 2024/5
37
FINANCIAL REVIEW
Name of restricted fund
Purpose and regional nature of the fund
National Lottery – Awards for All
Training costs in Milton Keynes
Charitable activities in Bishops Stortford, The Brazier Trust Hertfordshire Expansion of services in Buckinghamshire and National Lottery (Million Hours Fund) Slough Letchworth Garden City Heritage Foundation Charitable activities in Hertfordshire Bedfordshire and Luton Community Foundation Charitable activities in Luton Heart of Bucks - Community Safety (FY24) Charitable activities in Buckinghamshire Wixamtree Foundation Charitable activities in Luton Lois Baylis Trust Charitable activities in Slough Watford Community Fund Charitable activities in Watford, Hertfordshire Rectory Foundation Charitable activities in Letchworth, Hertfordshire Buckinghamshire Council Shaping Futures STIP Program in Buckinghamshire Buckinghamshire Council EHCP Program in Buckinghamshire Heart of Bucks - Community Safety (FY25) Charitable activities in Buckinghamshire Buckinghamshire Council Mentoring contribution in Buckinghamshire Watford Community Foundation Charitable activities in Watford, Hertfordshire Letchworth Garden City Foundation Charitable activities in Hertfordshire The Tony and Sheelagh Williams Foundation Charitable activities in Buckinghamshire Anson Charitable Trust Charitable activities in Milton Keynes North Hertfordshire County Council Charitable activities in Hitchin, Hertfordshire North Hertfordshire County Council Charitable activities in Royston, Hertfordshire Hertfordshire Council Direct support for referred YP Buckinghamshire Council Shaping Futures STIP Program in Buckinghamshire Kings Langley School (STIP) Direct support for referred YP Workshops to engage YP contributing to the New Philanthropy Capital (NPC) Coalition’s Mental Health Work Connolly Foundation Charitable activities in Luton
38
ANNUAL REPORT 2024/5
FINANCIAL REVIEW
29th May Foundation
Charitable activities in Milton Keynes
Luton Borough Council Durkan Homes National Lottery Rausing Foundation Buckinghamshire Council Thames Valley Police TVP Simon Gibson Trust The Leathersellers’ Foundation New Philanthropy Capital (NPC)
Charitable activities in Luton
Charitable activities in Hertfordshire
To support direct operational Volunteer Recruitment & Support Charitable activities across service delivery areas
Charitable activities in Buckinghamshire
Charitable activities in Slough Charitable activities in Welwyn Garden City, Hertfordshire
To support Care Experienced YP
Workshops to engage YP contributing to the Coalition’s Mental Health Work
The movement on unrestricted funds was as follows:
| The movement of unrestricted funds was as follows: |
Balance at 01/10/24 |
Income | Expenditure | Balance at 30/09/25 |
|---|---|---|---|---|
| General Fund | 289,283 | 871,102 | 772,706 | 387,678 |
| Total | 289,283 | 871,102 | 772,706 | 387,768 |
| Unrestricted | Restricted | Total funds | Total funds | |
| funds | funds | 2025 | 2024 | |
| £ | £ | £ | £ | |
| Fund balances at 30 September | ||||
| 2024 are represented by: | ||||
| Net current assets | 367,678 | 99,012 | 486,690 | 438,818 |
| Total | 367,678 | 99,012 | 486,690 | 438,818 |
ANNUAL REPORT 2024/5
39
FINANCIAL REVIEW
10.RELATED PARTIES
John Caudwell continues to support Caudwell Youth through a combination of financial contributions and in-kind support. Cumulatively, his contributions over 2023-4 and 2024-5 represent 33% of the charity’s total income. The level has varied across these years to best meet the needs of the charity, front loading some of his contributions during 2023-4’s growth stage. We agreed with some of our key supporters for the match on their donations to be allocated in this way. All other donations were matched in year and John Caudwell’s commitment to matching 33% going forward remains.
Total donations received from John Caudwell in the year were £190,691.
11.TRUSTEE REMUNERATION AND BENEFITS
None of the trustees have been paid any remuneration or received any other benefits from an employment with their charity or a related entity.
Trustees claimed £576.50 in expenses during this period.
| 12.RECONCILIATION OF NET MOVEMENT IN FUNDS TO NET CASH FLOW FROM OPERATING ACTIVITIES Net movement in funds (Increase) in debtors Decrease in creditors Increase in payments Net cash generated from operating activities |
This period 2024 £ £ 47,872 201,463 29,288 41,643 (3,734) 20,431 (9,753) - |
|---|---|
| 63,674 263,537 |
ANNUAL REPORT 2024/5
40
SUPPORT CAUDWELL YOUTH
We invite you to join us in our mission.
At Caudwell Youth we invite you to join us in transforming the futures of young people by supporting our work in a variety of powerful ways.
This could be volunteering your time as a mentor, or through donating or fundraising to support our work. Every contribution empowers a young person to build resilience, engage with education or employment, and reduce risk of offending behaviours and exploitation.
Together we can build a brighter future for at risk young people.
FUND OUR WORK ASK US A QUESTION
MENTOR WITH US
www.caudwellyouth.org
ANNUAL REPORT 2024/5
41
OUR YEAR IN IMAGES I,, Ii,? tro, m••V•ll•y MMUNITYFUN alYELL CAti Youi •* ANNUAL REPORT 202415 42
OUR YEAR IN IMAGES Caudwg11 Youth IYo¥%k WELL ANNUAL REPORT 202415 43
Reference and administrative information for the year ended 30 September 2025
Status: The organisation is a CIO registered as a charity.
Governing document: Constitution
Charity number: 1200757
Registered office: Broughton Hall, Broughton, Staffs, ST21 6NS
BANKERS
Barclays Address: Barclays Wealth,2 Victoria Street, London, UNITED KINGDOM, SW1H,0ND
AUDITORS
DJH Audit Limited Address: DJH Audit Limited, St Georges House, 56 Peter Street, Manchester, M2 3NQ
TRUSTEES
Debbie Denyer (Chair) David Canfield (Treasurer) Carolyn Pollard (Secretary) Almarene Fredrick Sarah Masotti Kate Flounders Matthew Yates Maria Harris (appointed: 27th January 2025) Tracey Shinkins-Watson (appointed: 27th January 2025) Roismi Rajakumar-Mangrove (appointed: 15th April 2025)
Chief Executive Officer: Amanda Batten
ANNUAL REPORT 2024/5
44
Registered Charity Number 1200757 Broughton Hall, Broughton, Staffs, ST21 6NS www.caudwellyouth.org
@Caudwellyouth