## **Trustees’ Annual Report for the period**
**From 20/08/2024 To 05/04/2025**
**Charity name: The National Society for Education, Mentoring and Media**
## **Charity registration number:1209673**
## **Objectives and Activities**
||SORP reference||
|---|---|---|
|Summary of the purposes of
the charity as set out in its
governing document|Para 1.17|The objects of the CIO, as set out in its
Constitution adopted 18th August 2024, are for
the public benefit to advance the education of
people, primarily but not exclusively under the
age of 25 years, in all national curriculum
subjects for Key Stage 3, GCSE, A-Level and
equivalents, as well as specialist mentoring for
university admissions tests in medicine and law,
by providing:
a. Tutoring, mentoring, advisory services and
wide scope educational services available both
online and in-person
b. Academic and arts' education outreach
c. Access to performance and performing arts
lessons and opportunities for both music and
other arts subjects
d. A music and cultural education service that
supports young people in creative endeavours
e. An 'examination results and clearing' advisory
service|
|Summary of the main
activities in relation to those
purposes for the public
benefit, in particular, the
activities, projects or services
identified in the accounts.|Para 1.17 and
1.19|During the period 20 August 2024 to 5 April
2025, NSEMM delivered three interconnected
projects:
**1. Online Education Platform**
Our pay-what-you-can tutoring model provided
one-to-one and group tuition at an average cost
of £10.54 per hour, significantly below
commercial market rates of £34-39 per hour.
This pricing model removes financial barriers,
enabling families experiencing economic
hardship to access quality educational support.
The platform serves students across all Key
Stage 3, GCSE, and A-Level subjects, plus
specialist mentoring for university admissions.
**2. Community Education Network (East**
**Midlands)**
Launched inpartnershipwith the Universityof|
|||Nottingham (through Cascade funding totalling
over £8000, paid throughout the academic year)
and Nottingham City Council, this project
established educational support sessions in local
libraries at St Ann's and Sneinton. By positioning
services within trusted community spaces rather
than creating separate facilities, we strengthen
existing public resources and maximise
accessibility for students in areas experiencing
educational deprivation. This project represents
the foundation of a national framework to
address educational inequality through library-
based provision.
**3. School Partnerships**
We developed collaborative relationships with 8
schools across Nottingham, Nottinghamshire,
and Kent, delivering career guidance, tutoring
services, and educational resources directly
within school settings. This approach ensures
students can access support through multiple
channels suited to their individual
circumstances.
Additionally, we maintained our digital
educational presence through YouTube content
(7,468 cumulative views since 2020) and
enhanced our online tutoring platform through
collaboration with Lessonspace, significantly
improving accessibility, security, and parental
visibility of student progress. During the 8-
month period, we delivered:
529 hours of tutoring and mentoring
Support to 79 students through at-home and in-
school provision
Cumulative savings of £22,285 for families since
2020 compared to commercial tutoring rates|
|---|---|---|
|Statement confirming
whether the trustees have
had regard to the guidance
issued by the Charity
Commission on public
benefit|Para 1.18|The trustees have complied with their duty
under section 17 of the Charities Act 2011 to
have due regard to the public benefit guidance
published by the Charity Commission. Our work
delivers clear public benefit, removing financial
barriers to education and supporting
disadvantaged communities|
## **Additional information (optional)** You may choose to include further statements where relevant about:
||SORP reference||
|---|---|---|
|Policy on grant making|Para 1.38|The charity does not currently operate a
grant-making programme. All charitable
expenditure is directed towards the direct
delivery of educational services to
beneficiaries.|
|Policy on social investment|Para 1.38|The charity does not currently hold any
social investments or programme-related
investments. All funds are held in cash|
|including program related
investment||reserves at banking institutions or deployed
directly for charitable purposes.|
|---|---|---|
|Contribution made by
volunteers|Para 1.38|NSEMM operates as a volunteer-led
organisation. All five trustees serve without
remuneration, collectively contributing
substantial time to governance, strategic
planning, and operational management. The
Co-Chairs manage day-to-day operations,
transitioning to a bespoke shared
management system that enables effective
volunteer coordination.
The estimated value of volunteer time
contributed by trustees alone exceeds
£15,000 during the period (based on sector
benchmarks for time), representing a critical
in-kind contribution that enables the charity
to maintain its 89.86% programme spending
ratio while keeping administrative costs
minimal.|
|Other|||
## **Achievements and Performance**
||SORP reference||
|---|---|---|
|Summary of the main
achievements of the charity,
identifying the difference the
charity’s work has made to
the circumstances of its
beneficiaries and any wider
benefits to society as a
whole.|Para 1.20|In August 2024, we successfully transitioned
from a Charitable Company to a Charitable
Incorporated Organisation, completing
registration with the Charity Commission.
This legal restructure positions us more
effectively to serve our community and
expand our impact by simplifying
governance requirements and enhancing our
charitable status.
Securing £8,052 in restricted funding from
the University of Nottingham through the
Cascade grant scheme enabled us to
establish the East Midlands Community
Education Network. We successfully
launched regular tutoring sessions at St
Ann's and Sneinton Libraries in partnership
with Nottingham City Council's Homework
Help Sessions, creating accessible
educational hubs in areas facing significant
educational deprivation. The library-based
model represents an innovative approach to
addressing persistent educational barriers by
embedding services within trusted
community spaces.
Through collaboration with Lessonspace, we
transformed our online tutoring platform with
low-latency infrastructure based in London,|
seamlessly integrating with our in-house developed lesson hub. This significantly improved accessibility and security, providing parents with better visibility of their children's educational progress. For the fourth consecutive year, our average tutoring cost (£10.54 per hour) remained dramatically lower than commercial competitors (£34-39 per hour). Despite the UK cost-of-living rising by 20.8% (Commons Library, 2023), our pay-what-you-can model ensured educational support remained accessible to families experiencing financial pressure. Our hourly rate decreased by 38% since introducing the pay-what-you-can model.
**Additional information (optional)** You may choose to include further statements where relevant about:
|Achievements against
objectives set|Para 1.41||
|---|---|---|
|Performance of fundraising
activities against objectives
set|Para 1.41||
|Investment performance
against objectives|Para 1.41||
|Other|||
## **Financial Review**
|Review of the charity’s
financial position at the end
of the period|Para 1.21|The charity experienced significant financial
growth in its first year as a registered CIO. Total
income reached £9,082, representing a 2,095%
increase compared to the pro-rata equivalent
from the previous period (2023: £600). This
exceptional growth reflects both the charity's
formal establishment as a CIO and successful
fundraisingefforts.|
|---|---|---|
|Statement explaining the
policy for holding reserves
stating why they are held|Para 1.22|The trustees have established a reserves policy
to maintain financial stability and ensure the
charity can meet its commitments to students,
tutors, and partner organisations in the event of
unexpected income shortfalls or increased
demand for services. The charity aims to hold
unrestricted reserves equivalent to 3 months of
average operatingexpenditure.|
|Amount of reserves held|Para 1.22|At 5 April 2025, the charity held total reserves of
£6,021, comprising:
**Unrestricted Reserves: £5,328**
Approximately 3.0 months of operating costs at
the time of writing, meeting the trustees'
reserves target.
**Restricted Reserves: £693**
Representing unspent balance of the University
of Nottingham Cascade grant, committed to
delivering further Community Education
Network tutoring sessions in libraries during
2025.|
|Reasons for holding zero
reserves|Para 1.22||
|Details of fund materially in
deficit|Para 1.24||
|Explanation of any
uncertainties about the
charity continuing as a going
concern|Para 1.23|The trustees have assessed the charity's ability
to continue as a going concern and are satisfied
that the charity has adequate resources to
continue operations for the foreseeable future.
There are no material uncertainties about the
charity's ability to continue. The charity has no
bank borrowings, leasing commitments, or other
material long-term obligations that could impact
goingconcern status.|
|**Additional information (optional)**
You may choose to include further statements|**Additional information (optional)**
You may choose to include further statements|where relevant about:|
|---|---|---|
|The charity’s principal sources
of funds (including any
fundraising)|Para 1.47|Individual donations, corporate donations,
earned income and grants are our biggest
income categories.|
|Investment policy and
objectives including any social
investment policy adopted|Para 1.46|The charity currently holds no investment
portfolio. All funds are maintained in interest-
bearing current accounts at National
Westminster Bank, The Cooperative Bank, and
Lloyds Bank to ensure liquidity for operational
needs.|
|---|---|---|
|A description of the principal
risks facing the charity|Para 1.46|**Funding:**Reliance on restricted grants (notably
UoN Students’ Union) could affect specific
projects. Mitigated through diversified income
streams and 3 months’ unrestricted reserves.
**Safeguarding:**Inherent risk when working with
children. Mitigated via up-to-date safeguarding
policy, Enhanced DBS checks, designated
safeguarding officer, regular training, and KCSIE
compliance.
**Operational:**Volunteer availability fluctuates
with academic terms. Mitigated through rolling
recruitment and scalable systems to reduce
reliance on individuals.
**Quality & Compliance:**Risk of failing to meet
quality standards or grant conditions. Mitigated
through oversight by qualified teachers,
structured training, and monitoring of
deliverables.
**Reputational:**Risk from competition,
complaints, or service issues. Mitigated through
transparent governance, complaints procedures,
and demonstrable impact at accessible pricing.
**Strategic:**System development may strain
capacity. Mitigated through phased
implementation and realistic prioritisation.
**Financial:**Low but present risk of
mismanagement or fraud. Mitigated via
segregation of duties, regular reporting,
independent scrutiny,and reputable banking.|
|Other|||
## **Structure, Governance and Management**
|Description of charity’s trusts:|||
|---|---|---|
|Type of governing document
(trust deed, royal charter)|Para 1.25|The charity is governed by a Constitution
adopted on 18th August 2024.|
|How is the charity constituted?
(e.g unincorporated association, CIO)|Para 1.25|The charity is constituted as a Charitable
Incorporated Organisation (CIO)
registered with the Charity Commission
for England and Wales. The CIO uses the
"Association" model with voting
members other than its charity trustees,
as set out in the Charitable Incorporated
Organisations (General) Regulations
2012. The charity converted from a
Charitable Company to a CIO in August
2024, completing registration with the
Charity Commission. This legal
restructure simplified governance
requirements and enhanced the charity's
charitable status.|
|Trustee selection methods including
details of any constitutional provisions e.g.
election to post or name of any person or
body entitled to appoint one or more
trustees|Para 1.25|The CIO's trustees are appointed through
three mechanisms as set out in the
Constitution:
**1. Elected Trustees**
Elected by voting members of the CIO at
the Annual General Meeting. The
Constitution provides that:
At the first AGM, all elected trustees
retire from office
At subsequent AGMs, one-third of
elected trustees retire by rotation (or the
number nearest to one-third)
Trustees longest in office retire first; if
appointed on the same date, retirement
is determined by lot unless agreed
otherwise
Retiring trustees may stand for re-
election
Vacancies may also be filled by decision
of members or trustees between AGMs
**2. Ex-officio Trustee**
The Education Officer automatically
becomes a charity trustee by virtue of
holding that office. The office holder may
decline to act as trustee by giving notice
before accepting appointment, or may
resign after appointment.
**3. Nominated Trustees**
The Education Representative Board may
appoint upto 3 charitytrustees for terms|
|of 3 years each. Appointments must be|
|---|
|made at meetings held according to the|
|Board's ordinary practice. Nominated|
|trustees need not be members of the|
|appointing body.|
|Constitutional Requirements:|
|•
Minimum of 3 trustees,|
|maximum of 12 trustees|
|•
At least one trustee must be|
|aged 18 or over|
|•
Trustees under 16 are ineligible|
|•
Trustees must not be disqualified|
|under sections 178-180 of the|
|Charities Act 2011|
|•
Trustees must expressly|
|acknowledge acceptance of|
|office before acting|
|•
No trustee may be appointed if|
|this would exceed the maximum|
|number|
|During the period, all five trustees were|
|elected trustees serving under the first|
|mechanism.|
**Additional information (optional)** You may choose to include further statements where relevant about:
|Policies and procedures
adopted for the induction and
training of trustees|Para 1.51|All new trustees receive a comprehensive
induction to equip them with knowledge and
confidence to discharge their duties effectively.|
|---|---|---|
|The charity’s organisational
structure and any wider
network with which the
charity works|Para 1.51|The charity is governed by a five-member Board
of Trustees responsible for strategy, compliance,
finances, safeguarding, risk, and approval of
major policies and reports. Day-to-day
management is led by the Co-Chairs, supported
by the Treasurer and General Secretary, with a
move toward shared operational systems to
reduce reliance on individuals. Delivery is
entirely trustee- and volunteer-led, with tutors
working as employees or volunteers under
qualified teacher oversight. There are no
committees at present, though sub-committees
maybe introduced as the charity grows.|
|Relationship with any related
parties|Para 1.51|The charity has no trading subsidiaries or
connected charitable organisations.
The CIO operates as a standalone entity with no
parent organisations, subsidiary companies, or
sister charities.|
|Other||One trustee (Socks Ansell, Co-Chair) provided
paid tutoring services under a written
agreement permitted by the Constitution and|
compliant with sections 185–188 of the Charities Act 2011. The arrangement involved reasonable, standard-rate pay, exclusion from related trustee decisions, and confirmation it was in the charity’s best interests. No other trustees received remuneration beyond reasonable expenses, and the Constitution prohibits preferential treatment unless explicitly authorised.
## **Reference and Administrative details**
|Charity name|The National Society for Education, Mentoring and Media|
|---|---|
|Other name the charity uses|The NSEMM|
|Registered charity number|1209673|
|Charity’s principal address|Suite 460, 37 Westminster Buildings, Theatre Square,
Nottingham, NG1 6LG|
|||
**Names of the charity trustees who manage the charity**
|1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20|**Trustee name**|**Office (if any)**|**Dates acted if not for whole**
**year **|**Name of person (or body) entitled**
**to appoint trustee (ifany)**|
|---|---|---|---|---|
||Adrian Angol-
Henry|Chair|||
||Socks Ansell|Chair|||
||Mahek Merchant|Secretary|||
||James Thomas|Treasurer|||
||Skylar Rose||||
||||||
||||||
||||||
||||||
||||||
||||||
||||||
||||||
||||||
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||||||
– Corporate trustees names of the directors at the date the report was approved
## **Director name**
Name of trustees holding title to property belonging to the charity
**Trustee name Dates acted if not for whole year**
## **Funds held as custodian trustees on behalf of others**
Description of the assets held in this capacity Name and objects of the charity on whose behalf the assets are held and how this falls within the custodian charity’s objects Details of arrangements for safe custody and segregation of such assets from the charity’s own assets
## **Additional information (optional)**
## **Names and addresses of advisers (Optional information)**
|**Type of**|**Name**|**Address**|
|---|---|---|
|**adviser**|||
## **Name of chief executive or names of senior staff members (Optional information)**
## **Exemptions from disclosure**
Reason for non-disclosure of key personnel details
## **Other optional information**
## **Declarations**
**The trustees declare that they have approved the trustees’ report above.**
**Signed on behalf of the charity’s trustees**
|**Signature(s)**
**Full name(s)**
**Position (eg Secretary,**
**Chair, etc)**
**Date**|SIGN
SIGN|SIGN
SIGN|
|---|---|---|
||||
||
Adrian Angol-Henry|Socks Ansell|
||
Co-Chair|Co-Chair|
||
05/02/2025||
||
05/02/2025||
**Charity Name No (if any) The National Society for Education, Mentoring and Media 1209673**
## **Receipts and payments accounts**
## **CC16a**
**For the period** Period start date Period end date **To from** 20/08/2024 05/04/2025
## **Section A Receipts and payments**
|**A1 Receipts**|**Unrestricted**
**funds**
**to the nearest £**|**Unrestricted**
**funds**
**to the nearest £**|**Restricted funds**
**to the nearest £**|**Restricted funds**
**to the nearest £**|**Endowment**
**funds**
**to the nearest £**|**Endowment**
**funds**
**to the nearest £**|**Total funds**
**to the nearest £**|**Total funds**
**to the nearest £**|**Last year**
**to the nearest £**|
|---|---|---|---|---|---|---|---|---|---|
|
Donations and Legacies(Individual)|**49**||**-**||**-**||**49**||**-**|
|Donations and Legacies(Corporate)|**1,706**||**-**||**-**||**1,706**||**-**|
|Grants Received|**-**||**1,825**||**-**||**1,825**||**-**|
|Charitable Activities(Tutoring)|**5,497**||||**-**||**5,497**||**-**|
|Investment(Interest)|**5**||**-**||**-**||**5**||**-**|
||**-**||**-**||**-**||**-**||**-**|
||**-**||**-**||**-**||**-**||**-**|
||**-**||**-**||**-**||**-**||**-**|
|**_Sub total_**_(Gross income for AR)_|**7,257**||**1,825**||**-**||**9,082**||**-**|
|||||||||||
|**A2 Asset and investment sales,**
**(see table).**||||||||||
||**-**|||||||||
||**-**||||||||**-**|
|**_Sub total_**|**-**||||||||**-**|
|**_Total receipts_**
**A3 Payments**||||||||||
||||||||||**-**|
|||||||||||
|
Charitable Activities(Direct Delivery)|**547**||**393**||**-**||**940**||**-**|
|Staff Costs|**-**||**739**||**-**||**739**||**-**|
|FundraisingCosts|**253**||**-**||**-**||**253**||**-**|
|Support and Admin Costs|**543**||**-**||**-**||**543**||**-**|
|Governance Costs|**586**||**-**||**-**||**586**||**-**|
||**-**||**-**||**-**||**-**||**-**|
||**-**||**-**||**-**||**-**||**-**|
||**-**||**-**||**-**||**-**||**-**|
||**-**||**-**||**-**||**-**||**-**|
|**_Sub total_ **|**1,929**||**1,132**||**-**||**3,061**||**-**|
|||||||||||
|**A4 Asset and investment**
**purchases, (see table)**||||||||||
||**-**|||||||||
||**-**|||||||||
|**_Sub total_ **|**-**||||||||**-**|
|**_Total payments_**
**_Net of receipts/(payments)_**
**A5 Transfers between funds**
**A6 Cash funds last year end**
**_Cash funds this year end_**||||||||||
||||||||||**-**|
|||||||||||
||**5,328**||||||||**-**|
||**-**||||||||**-**|
||**-**||||||||**-**|
||**5,328**||||||||**-**|
## **Section B Statement of assets and liabilities at the end of the period**
|CCXX R1 accounts (SS)
**Categories**
**B1 Cash funds**|1
**Details**
**_Total cash funds_**
(agree balances with receipts and payments account(s))
Bank Current Account|**Unrestricted**
**funds**
**to nearest £**
**5,328**
**-**
**-**
**5,328**
OK|04/02/2026
**Restricted funds**
**Endowment**
**funds**
**to nearest £**
**to nearest £**
**693**
**-**
**-**
**-**
**-**
**-**
**693**
**-**
OK
OK|**Endowment**
**funds**
**to nearest £**|
|---|---|---|---|---|
|||||**-**|
|||||**-**|
|||||**-**|
|||||**-**|
|Signed by one or two trustees on
behalf of all the trustees
**B5 Liabilities**
**B3 Investment assets**
**B2 Other monetary assets**
**B4 Assets retained for the**
**charity’s own use**|**Details**
Debtors
**Details**
**Details**
**Details**
Creditors
Signature
SIGN
SIGN|**Unrestricted**
**funds**
**Restricted funds**
**to nearest £**
**to nearest £**
**233**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Fund to which asset**
**belongs**
**Cost (optional)**
**-**
**-**
**-**
**-**
**-**
**Fund to which asset**
**belongs**
**Cost (optional)**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Fund to which**
**liability relates**
**Amount due**
**(optional)**
Unrestricted
**232**
**-**
**-**
**-**
**-**
Print Name
`Adrian Angol-Henry`
`Socks Ansell`|**Endowment**
**funds**
**to nearest £**|
|---|---|---|---|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**Current value**
**(optional)**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**Current value**
**(optional)**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**When due**
**(optional)**|
||||**Within 1 year**|
|||||
|||||
|||||
|||||
|||||
||||Date of approval|
||SIGN|`Adrian Angol-Henry`|`04/02/2025`|
||SIGN|`Socks Ansell`|`04/02/2025`|
CCXX R2 accounts (SS)
04/02/2026
2