London
Youth
IJ
- ANNUAL REPORT
AND FINANCIALII
STATEMENTS
for the period ended 31st December 2024
Charity Registration: 303324
Company Limited by Guarantee.
Registration (England and Wales): 258577
## _**THE FEDERATION OF LONDON YOUTH CLUBS CONTENTS**_
## **Annual Report 2023-24**
|**_CONTENTS_**
**Annual Report 2023-24**||
|---|---|
|**_Introduction_**||
|Chair’s Welcome|2|
|Chief Executive’s message|3|
|2023-24 at a Glance|4|
|About London Youth|5|
|**_Strategic Report_**||
|---|---|
|Achievements and Performance|7|
|Financial review|12|
|Plans for the future|13|
|Principal risks and uncertainties|17|
|**_Trustees’ Report_**||
|Structure and governance|19|
|Management and decision-making|20|
|Statement of Trustees' responsibilities|23|
|**_Independent Auditor’s Report_**|24|
|**_Financial Statements_**||
|Statement of Financial Activities|28|
|Balance Sheet|29|
|Cash Flow|30|
|Notes to the Financial Statements|31|
|**_Reference Information_**|50|
## _**THE FEDERATION OF LONDON YOUTH CLUBS INTRODUCTION**_
## **Period Ended 31 December 2024**
## _**CHAIR’S WELCOME**_
There is no denying that this has been another difficult period for our sector. Youth spaces in the capital, so vital to our communities, remain under threat. Over a decade of cuts, combined with rising costs, have left many youth services fighting for survival. These organisations are lifelines for hundreds of thousands of young people, yet their futures remain uncertain. Now more than ever, we need urgent investment to ensure young Londoners can thrive.
Like many in the sector, London Youth has not been immune to these pressures. We have had to make tough decisions to safeguard our long-term sustainability and ensure we are in the best possible shape to continue delivering for our members, youth workers and young Londoners. To support clearer planning and reporting, we also moved to align our financial year with the calendar year. As a result, this report covers an extended period from 1 September 2023 to 31 December 2024 and we are already making good progress in reversing the losses that were incurred.
Despite the challenges posed by the economic climate we are operating in, I remain inspired and energised by the unwavering dedication of youth workers across the capital. Our shared belief in the power and potential of young people and the role youth work plays in changing lives keeps our mission alive and so very important.
Thanks to our expert outdoor learning teams, nearly 18,000 young people, many from underrepresented backgrounds, experienced the outdoors through visits to our centres at Woodrow and Hindleap. We enrich young people’s lives through these experiences, as they forge stronger bonds with their peers and gain the confidence to push their limits. Meanwhile, our London-based teams continued to equip youth workers with vital training, support and opportunities, and deliver meaningful activities that enrich young lives. It is a genuine privilege to witness all this and more as Chair of London Youth.
Our progress this financial period has only been possible thanks to the generous support of our donors, partners and the dedication of our teams in London, Woodrow and Hindleap. I would especially like to thank our Patron, HRH The Duke of Edinburgh, for joining us as we launched our Born Ambitious initiative at Salesforce Tower and for visiting Salmon Youth Centre to engage with senior leaders across our network. We are deeply grateful for his ongoing commitment to our mission. My sincere thanks also go to our President Sir Kenneth Olisa OBE, to my fellow Trustees for their invaluable guidance, and to our Chief Executive, Pauline Daniyan, for her outstanding leadership.
It has been a period of incredible effort by all concerned to achieve meaningful change and powerful progress in the lives of young Londoners. Together, we are creating thousands of opportunities for young people across the capital to thrive, pursue their ambitions and realise their full potential.
## _**Stephen Moss CBE**_
Chair of Trustees
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## _**CHIEF EXECUTIVE’S MESSAGE**_
Every day across London, something incredible happens when a young person steps into a youth organisation. They find more than just a place to go, they find a place to become. And across every borough, youth workers show up – day in, day out – to create these spaces. Spaces where young people feel safe, heard and supported; where they can build confidence, find friends and explore what’s possible.
The inequalities young people face are real and growing. They are felt in every corner of our city, by young people in every borough and every community. The youth spaces that support these young people have never been just about services. It is about sanctuary; about showing up, staying present and creating opportunities. We see this in action every day, through our network of nearly 600 youth organisations that reach over 700,000 young Londoners. And what makes these youth spaces so powerful is that young people choose to be there, and that choice opens the door to change.
Through another tough period, we have held on to one simple truth: young people need us now more than ever. And although the youth sector has been pushed to its limits, we have adapted, innovated and had a huge impact. We worked hard to help our members strengthen what they offer young people, with more than 180 earning the London Youth Quality Mark. Together, we reached over 28,500 young people with programmes around employability, mental health, youth involvement, arts and sports, and through activities at our muchloved outdoor centres, Woodrow and Hindleap. We also invested in frontline youth work, helping to support young Londoners affected by violence through our Rise Up programme. And we ran over 184 networks and training sessions, keeping the sector strong, skilled and connected.
I am constantly inspired by the powerful network of professionals and volunteers who make all this and more a reality. **Together, we have to keep moving forward, pushing for the urgent support the sector needs; because every action makes a difference for the young people who rely on us.** I am so grateful to our members, our brilliant and brave Youth Board, our Chair Stephen Moss alongside London Youth’s Board of Trustees, and our dedicated teams in London and at our outdoor learning centres. And a special thanks goes to all our funders and supporters. Your belief in our mission makes everything we do possible, and means young Londoners receive vital support, right where they live.
## **By standing together for young Londoners, we are building a future where every young person can succeed.**
## _**Pauline Daniyan**_
Chief Executive, London Youth
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## _**2023-24 AT A GLANCE[1,2]**_
## _**Our year in numbers**_
Youth work isn’t just about young people having fun – it’s a pathway to a better future and, at times, a lifesaver. Over the last year, we supported and trained our members, gave young people unforgettable outdoor experiences and took our programmes straight to them – with a real focus on those who don’t usually have access to opportunities.
**138 years of supporting youth organisations and young people across London**
**591 youth organisations were members of London Youth** (2023: 571)
**710k+ young people were supported by our members** (2023: 652k)
**76% of young people on our programmes were from Black, Asian and minority ethnic communities**
**28,676 young people (2023: 24,680) took part in our programmes, events and activities, including 17,912 enjoying our outdoor learning centres** (2023: 14,998)
**52,000 young people’s visit days were held at our outdoor learning centres**
**Over 1,889 youth professionals** (2023: 1,442) **benefitted from over 184 training and network sessions we delivered** (2023: 164)
**180 member organisations held a London Youth Quality Mark** (2023: 158)
**306 members joined our programmes or used our outdoor learning centres** (2023: 215)
**19 programmes were delivered by London Youth, benefitting youth workers, youth organisations, and 10,764 young people**
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## _**ABOUT LONDON YOUTH**_
We’re a charity on a mission to support the capital’s youth sector to improve the lives of young people. We do this with and through our members – a network of around 600 youth organisations – and at our two outdoor learning centres, Hindleap Warren and Woodrow High House.
Throughout our 138-year history, community youth organisations have provided a constant lifeline and a vital safe space outside the family and formal education, where young people can develop confidence, resilience and skills. Young people need opportunities outside school to have fun with their friends, to make a positive change in their communities and to shape the city they live in.
## **We look to work with all young people, focusing particularly on those who wouldn’t otherwise have access to the kind of opportunities we offer.**
## _**Our Mission**_
We champion and strengthen London’s youth organisations so young people have the opportunities and skills they need to succeed.
## _**Our vision**_
For all young Londoners to grow up healthy, able to express themselves, navigate a fulfilling career and make a positive contribution in their communities.
## _**Our values**_
Our values embody a set of attitudes and behaviours everyone at London Youth strives for. They govern our behaviour, guide decision-making and actions, describe our culture and the attitudes we value every day.
## • _**We’re ambitious**_
We constantly challenge ourselves to find better ways to support young Londoners, our members and colleagues.
## • _**We’re inclusive**_
We’re friendly, approachable and welcoming. We value the diversity of each other’s knowledge and experiences, and apply this to our work, discussions and decision-making.
## • _**We’re collaborative**_
We take pride in working together, listening to one another and combining our expertise to take our work further.
## • _**We’re accountable**_
We take ownership of our decisions and make sure our members, colleagues and partners understand the reasons behind them, so we are trusted and relied upon.
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## _**Our story**_
London Youth was founded in 1887 when the individual youth organisations of the time recognised they were stronger and could achieve more for young people by working together. Since then, much has changed for young Londoners, but the need to collaborate is more pressing than ever.
Since 1887, we have worked with our members to offer young people a wide range of high-quality opportunities to learn, have fun, and build trusted relationships with adults and their peers. We grew from the Ragged Schools movement of the 19th century, inspired by the simple idea that every young person, irrespective of background and circumstance, has something to gain from somewhere to go, something to do and someone to talk to
For much of the 20th century, we operated as two separate charities: The Federation of Boys’ Clubs and The Union of Youth Clubs, which primarily worked with girls. In 1999, the charities merged to form The Federation of London Youth Clubs. That is still our legal name, though we prefer London Youth.
We’re proud of our history and our role in helping young people in the capital become the best they can be.
## _**Supporting London’s youth workers and young people**_
London’s children and young people matter, yet far too many are struggling. One in three young Londoners lives in poverty, one of the highest rates in the country, in a mental health emergency that threatens young people’s sense of self-worth and future opportunities.
This is where youth work comes in. For many, their local youth club or group isn't just a place to have fun; it’s a vital lifeline – a space to be heard, to feel safe, and to build connections. It’s a place to build confidence, skills, and resilience. For young people from underserved communities, growing up with the odds stacked against them, youth work can be transformational.
Through another period of rising costs, a cost-of-living crisis, and a legacy of underinvestment, the challenges facing grassroots youth organisations in London have only grown more acute. In response, we worked harder to advocate for the city's youth work community and equip them with the resources they need to support young people effectively.
By empowering these organisations and their vital youth workers to extend their reach, we can help even more young Londoners who are in urgent need of support. And we can ensure that every young person, regardless of their postcode, has an opportunity to realise their potential.
## _**Our 2023-26 strategic priorities**_
Every young Londoner deserves high-quality youth services – not by chance, but by design. As demand grows and resources are stretched, we’re focused on being there for the young people and youth organisations who need us most. Our 2023–26 strategy sharpened that focus – aiming to increase access to exciting, meaningful opportunities across the capital, strengthen the youth sector, and open up life-changing outdoor learning experiences to even more young Londoners.
## **1. Create vital opportunities for young Londoners who have the greatest need**
**2. Develop youth organisations and lead the sector into a sustainable future**
**3. Inspire young Londoners with outdoor learning and trips away from home**
**4. Secure our financial sustainability; galvanising a network of supporters**
## **5. Be a forward-thinking, inclusive organisation, where people feel motivated, heard and valued**
Discover more in our full 2023-2026 strategy document here.
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## _**THE FEDERATION OF LONDON YOUTH CLUBS STRATEGIC REPORT**_
## **Period Ended 31 December 2024**
## _**ACHIEVEMENTS AND PERFORMANCE**_
## _**Introduction**_
In 2023-24, London Youth continued our mission to support the capital’s youth sector to improve the lives of young people with, and through our members, a network of community youth organisations in London, and at our two residential centres, Hindleap Warren and Woodrow High House.
In 2023 we embarked on new strategy that include three delivery-focused goals. By 2026, we will create vital opportunities for 25,000 young Londoners with the greatest need, develop youth organisations and lead sector into a sustainable future, and inspire young Londoners with outdoor learning and trips away from home. This section of the report describes our membership, our key strategic priorities, and what we did and what we achieved[1] .
1 Throughout the report, the numbers of young people and youth workers may not be unique as some of them take part in different opportunities and with different members.
_**Our members and the young people they serve: insights to strengthen the sector**_
## **In 2023-24 we had 591 member youth organisations** (2023: 571).
We’re always striving to learn more about London’s youth sector to shape the support we offer, and push for better services and long-term sustainability. We continued to update our voluntary and community sector data tool, an interactive, map-based resource offering detailed, borough-level data on youth provision in the capital[2] . Below are a few key pieces of information about our membership:
- **710,000 young people were supported by our member youth organisations across London** (2023: 651,968).
- **12,000 paid staff members are employed by our members (2023: 12,000), and they have over 32,000 volunteers** (2023: 25,000).
- **60% of paid staff are youth workers** (2023: 60%).
- **66% of our members are small organisations, with a turnover of under £500,000** (2023: 64%).
- 2 556 members completed the data update (2023: 522). Associate Members (21) do not complete the survey.
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## _**Our 2023-26 strategic priorities**_
**Create vital opportunities for 25,000 young Londoners who have the greatest need**
**Develop youth organisations and lead the sector into a sustainable future**
**Inspire young Londoners with outdoor learning and trips away from home**
**Be a forward-thinking, inclusive organisation, where people feel motivated, heard and valued**
**Secure our financial sustainability; galvanising a network of supporters**
## _**Opportunity: Create vital opportunities for young Londoners**_
In 2023–24, we delivered 12 programmes focused on young people (2023: 13), and supporting youth workers and youth organisations. We reached 10,764 young people across the capital (2023: 9,682), including those with disabilities and from under-served communities. We’re proud that 76% of the young people we worked with came from Black, Asian or other minoritised communities (2023: 80%), with targeted programmes such as Heritage reaching 95%.
Our programmes include a structure for activities for young people delivered with and through our member youth organisations. From employability and sport to mental health and wellbeing, arts and youth involvement, our programmes gave young people the chance to build confidence, learn new skills and try something different – all while having fun. **95%** of young people surveyed said they enjoyed taking part in our programmes (2023: 92%).
## _**Young people on our programmes achieved the following key impacts:**_
- **86% of young people who took part in our programmes were doing better physically and/or emotionally, including improved confidence, resilience and motivation** (2023: 76%).
- **86% of young people gained skills, knowledge and access to networks and opportunities following our programmes** (2023: 81%).
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## • **87% of young people were inspired and supported to contribute positively to their communities, improving their connections and boosting their ability to participate, have a voice and take on leadership roles** (2023: 81%).
_“I’d never thought that I could do something like this. Good for Girls has made me friends and I’ve learnt skills that I can use when I’m looking at what I want to do – when I get a job or perhaps go to university.” -_ **Young person, Good for Girls programme**
## _**Development - Develop youth organisations**_
In 2023-24, we continued to deliver our outstanding universal offer to our members. Through peer networks and targeted training, we gave youth workers the space to share ideas, learn from one another and build their skills. By providing specialist support in safeguarding, policies, and accreditation to youth organisations, we also helped bridge the gap in support for London’s vital youth workforce, so they can deliver brilliant youth work for all young Londoners. In addition to our offer to members, we continued to expand our specialist development programmes, focused on themes such as mental health and wellbeing or sport, and/or locations such as Croydon and Islington. Our youth work leadership programme Rise Up and Apprenticeship also continued.
## **84% of our members agreed that being part of London Youth helped their organisation better support young people.**
_“Accessing member opportunities and training has been really helpful in staying informed, updated and feeling better prepared to work with our young people” -_ **Youth worker, London Youth member**
## _**Improved quality of youth work provision**_
**1,620** youth professionals were supported[1] through 166 training sessions (2023: 142), where they gained a better understand the challenges faced by young Londoners and increased their skills, knowledge and confidence - helping them to strengthen their work with young people. In addition, 111 youth practitioners took part in the Rise Up Leadership programme (2023: 114) and 9 in our Apprenticeship programme.
- **93%** of youth practitioners agreed they gained new knowledge and/or skills from our training[2] , and **92%** felt more confident applying what they learned.
- **98%** of the youth practitioners supported through our Rise Up programme could better contribute to strategic discussions, bringing their lived experience and frontline knowledge to the wider sector
> 1 In the 2022-23 TAR, we only shared the unique number of youth professionals on training, 954. The unique number of youth professionals on training for 23-24 is 990.
> 2 This is a new measure; in previous periods we measured gained knowledge (2023: 93%) and skills (2023: 70%) separately.
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## _**Improved connections between youth organisations**_
Over 279 youth professionals (2023: 300) took part in over 18 network and group events (2023: 22), where they met peers from London Youth membership and beyond, improved their sector-relevant information and widened their networks – cementing access to peer and technical support in their own delivery.
- ♦ **100% of youth practitioners agreed that talking with and/or hearing from peers at our networks was beneficial, with 92% gaining useful knowledge and skills[3] .**
## _**Greater organisational resilience**_
Our four sector development programmes support youth organisations in our network, members and others. They focus on different themes such as mental health and wellbeing and mentoring, and/or based in specific locations such as Croydon and Islington. In 2023-24 these included Cornerstone Croydon, QLIP, Mentoring Support and Go! London.
In addition, we continued our work with members on their policies and practice through our quality assurance award, the Quality Mark. **180** youth organisations held a Bronze, Silver or Gold London Youth Quality Mark in 2023-24 – endorsing the strength of their services, policies and practice (2023: 158).
_**Voice - leading the sector**_
Over the past financial period, we’ve kept young people central to everything we do – not just as participants, but as decision-makers and changemakers. Our Youth Board, made up of 11 young Londoners aged 16–25, brought together a mix of backgrounds, perspectives, and boroughs from across our network. Together, they helped shine a light on the power of youth work and create better opportunities for their fellow Londoners.
We stand with London’s youth sector – listening, adapting and speaking up for what it needs. As society, politics and the economy shift, we’re making sure youth work stays firmly in the spotlight and ready for what’s next. Together, we’re building a youth sector that’s strong, sustainable and built to last, so all young Londoners can be fully supported. During the period, we brought the voice of youth work to decision-makers, using insight from our members to push for inclusive policies and long-term investment.
Ahead of the Mayoral elections, we championed the priorities of youth workers and young people through our Mayoral Manifesto, with members’ priorities at its core. In partnership with the Young Londoners Coalition, and through the broader Young Londoners’ Manifesto, we called on the future Mayor to be bold and ambitious for young people across the capital.
And ahead of the general election, we shared what matters most in a campaign video: the needs of young people, expressed through those who support them every day. We called for a long-term national youth strategy that places young people at its heart, underpinned by sustainably funded youth services.
We also worked with our Patron, ambassadors, supporters and partners to show the power of youth work and help more young people access it. From fundraising and volunteering to our Born Ambitious network, every bit of support helps build a city of unstoppable young Londoners.
> 3 This is a new measure; in the 2022-23 TAR, we only shared the percentage of youth professionals rating our networks highly (94%).
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_“We need people investing in us and ensuring we don’t lose the high-calibre individuals that need to work with young people. We also need a real conscious effort to look after the infrastructure that we are in. With the cost of living, people are struggling, organisations are struggling… Help us to sustain our profession and help us to do more for young people than ever before.”_ **- Irfan, CEO, Frenford Club**
## _**Opportunity - Inspire young Londoners with outdoor learning**_
Our ambition is to make sure every young Londoner has the chance to experience the outdoors away from home. At our two outdoor learning centres, Woodrow and Hindleap, we’re working towards this every day.
Focused on adventure, teamwork and personal growth, we help young people connect with nature, push their boundaries, build essential skills, and discover hidden strengths. In the period, nearly 17,912 young people took part in activities at Woodrow and Hindleap (2023: 14,998). Our experienced team makes sure every visit is fun, safe and accessible, with everything from climbing and archery to team-building exercises and nature exploration. Alongside visits from youth groups and schools, we also offered 148 member organisations residentials (2023: 79), giving more young Londoners – especially from low-income backgrounds – the chance to take part in these life-changing stays.
## **Young people on our programmes achieved the following key impacts:**
- 86% of young people said they felt more confident facing new opportunities or challenges after visiting our centres.
- 84% of young people said their wellbeing improved after visiting our centres (2023: 71%), including feeling more connected to their peers.
- 85% of the young people felt that being in nature as part of their visit made a positive difference to their wellbeing (2023: 86%).
“What I take away from this trip is the peace. I think London is very noisy, especially where I live... So, coming out here and just seeing nature is really beautiful and lovely.” - **Merveille, Young person**
## _**Best We Can Be**_
## **Secure our financial sustainability; galvanising a network of supporters**
With financial sustainability identified as a significant risk facing not only London Youth but the sector as a whole, and with London Youth continuously reviewing its expenditure the charity embarked on an organisation restructure during the period, This coupled with continued investment in all income generation opportunities (including capital investment in our centres) will help the charity enter future periods in a stronger financial position.
## **Be a forward-thinking, inclusive organisation, where people feel motivated, heard and valued**
A key aim for London Youth is to embed youth involvement throughout our activities. This coupled with nurturing all capabilities of all involved in the organisation to create a representative, cohesive community. We place wellbeing at the heart of our team’s experience and by focusing our development offer on race equity, this will make us well placed to realise our team’s aspirations and leadership at all levels.
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## **Our anti-racism journey**
We continued with our commitment to become an anti-racist organisation. We know that racism is endemic in our society and have worked to identify and be conscious of how we contribute to perpetuating racism and inequality within our own organisation. We also know that many young people face the significant challenge of racism, and the direct and indirect negative impact racism has on their opportunities to live happy, healthy, safe, and fulfilled lives. This challenge is a key driver of our commitment to anti racism as an organisation and as individuals.
As we moved into 2023-24, our focus was twofold: to deepen the roots of our internal initiatives, making antiracism a defining feature of our organisational culture; and to extend the reach of our influence externally, leveraging our voice to contribute meaningfully to the wider dialogue on race equality.
During 2023-24 we created a new action plan with an internal and external focus. We delivered inclusive leadership to all line managers and first-time line manager training.
We continued the focus on embedding anti-racism throughout our organisational processes. This included reviewing and updating our People policies through an inclusive lens, launching a new on-boarding system. We delivered inclusive hiring training and continue to use blind recruitment. We continue to track our employee ethnicity and inclusion data.
We provided toolkits for applying for an internal role and preparing for an interview to support colleagues who wish to apply for an internal move or promotion.
We now have an active employee led Equality, Diversity and Inclusion Group who organise events including celebrating cultural diversity and heritage.
During the period we became members of Race Equality Matters and took part in Race Equality Week.
Through our external communications we continued to focus on and promote stories and voices from our diverse membership community. We also launched Born Ambitious, our flagship initiative to inspire young Londoners by showcasing successful role models from the global majority across a range of careers. By sharing relatable stories and championing ambition, we help young people expand their sense of what’s possible, overcome barriers, and connect with aspirational pathways. Our ambassadors have strengthened support for youth work and helped to promote equal access to opportunity across our network.
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## _**PLANS FOR THE FUTURE**_
## _**Priorities for 2025-26**_
Our priorities for the year ahead align with our strategic goals and reflect our continued commitment to supporting young people, strengthening our networks, and ensuring organisational resilience. Key areas of focus include:
**Championing opportunities for young people –** We will continue to address barriers faced by young people, particularly mental health and wellbeing, poverty, and structural inequality, by delivering access to high-quality programmes in the arts, sport, employability, and youth involvement.
**Membership support and development –** We will complete the digitisation of our quality assurance programme, including an updated Gold Quality Mark framework, and extend access to training and resources to a wider range of organisations beyond our core membership.
**Policy, influence and insight –** We will maintain our leadership role in the youth sector by generating and sharing insights from our network. We will continue to represent the views of young people and youth organisations across key platforms, and influence policy and practice at a regional and national level.
**Centres and outdoor learning –** We will continue to invest in our centres to ensure they provide highquality, impactful experiences for young visitors and maintain our competitive offer. This includes progressing our plans for the redevelopment of Hindleap Warren and embedding our refreshed centre branding across both sites.
**Funding and programme sustainability –** With several funding streams concluding, we will prioritise support for key strategic areas and identify new resources to maintain impactful delivery. With the NCS programme concluding in April 2025, we will seek alternative opportunities that meet young people’s needs.
**Financial sustainability** – Following our organisational restructure in late 2024 and the launch of our new fundraising strategy, we aim to strengthen our financial position in 2025 and return to a balanced budget in 2026.
**Strengthening systems and operations** – We will continue to improve our core systems and processes to support more effective and efficient delivery, including improvements across finance, risk, fundraising, Salesforce, and corporate reporting
**Youth involvement and leadership** – We will further embed these at all levels of our governance, including our Board and committees, and support our members in strengthening youth involvement. Our Youth Board will continue to inform key areas of delivery, including peer evaluation, quality assurance, and policy submissions.
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## **Period Ended 31 December 2024**
## _**FINANCIAL REVIEW**_
## _**Financial Report**_
Total income in the period was £9.4M (2023: £7.2M), comprising £4.8M in voluntary income (2023: £7.2M), which was within 1% of budget; £4.2M in earned income, 5% below budget; and £0.4M from other sources (2023: £0.3M). Overall, income was less than 3% below expectations.
Since this covers a 16-month period that includes two winter seasons, typically our lowest-performing time of year, direct comparison with the previous period is challenging. However, the strong performance against budget demonstrates the effectiveness of our budgeting, planning, and monitoring processes.
London Youth secured £4.5M in programme funding during 2023–24 (2023: £3.6M) through the continued support of trusts, foundations, and corporate partners, enabling the charity to deliver a wide range of opportunities for young people across the capital.
Earned income from the Centres grew to £4.2M in 2024 (2023: £3.1M) as both sites began to operate towards full capacity, progressing towards pre-pandemic levels despite significant economic pressures.
Trading activities also improved, delivering £0.1M in 2024 (2023: £0.1M), 10% above budget.
Restricted programme expenditure rose to £4M (2023: £3.2M), reflecting the organisation’s ongoing commitment to providing vital support to members.
Included in this spend was £1.9M in direct grants to members and other Youth organisations (2023: £1.3M), a rise of over 40%, supporting capacity building across the sector as London Youth continued to assist members and young people during a period of economic uncertainty.
Overall expenditure in 2024 totalled £13.1M (2023: £9.1M) against income of £9.4M (2023: £7.2M), a ratio 10% higher than in 2022–23. Given that 2024 covered a 16-month period and included two winter seasons, the increase in the ratio is lower than expected, as London Youth continues its journey towards a break-even position.
The charity’s investments generated income of £0.3M in 2024 (2023: £0.2M), reflecting improved performance over the prior period. The value of the portfolio reduced in value by £1.7M (2023: £0.5M). Included in this was £2.6M of withdrawals and £0.6M of both realised and unrealised gains.
## _**Investment Performance**_
London Youth’s investment portfolio opened the period at £7.1M as at 1 September 2023 (excluding £12k of other investments, per Note 12), held across two main portfolios: £4.9M with Sarasin & Partners and £2.2M with CCLA.
The Sarasin & Partners portfolio includes a £1.6M permanent endowment, the Girls Fund, acquired on 1 February 1999 following the merger with the London Union of Youth Clubs. At the date of transfer, £891,991 of the endowment was classified as frozen permanent capital, with the remainder classified as unapplied total return.
The charity’s objective is to achieve capital and income growth that, over the long term, at least maintains the real value of assets the objective is to achieve capital and income growth that over the long term at least maintains the real value of the assets whilst generating an income to support the ongoing activities of the charity. Some assets should be readily available to meet unanticipated cash flow requirements. The Investment Policy, reviewed regularly by the Finance Committee of the Board of Trustees, is operated on a
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total return basis to maximise returns while preserving capital. A distribution rate of 3.5% per annum is applied to each portfolio and reviewed regularly to avoid erosion of value.
Total income from the investment portfolio in 2024 was £0.3M (2023: £0.2M). Investment gains totalled £0.6M (2023: £0.1M). The share investment portfolio closed at £5.1M (2023: £7.1M), with total investments, including other investments, also standing at £5.1M at 31 December 2024.
## _**Reserves Policy and position**_
The Trustees seek to retain a prudent level of reserves from unrestricted income. London Youth holds financial reserves to be applied to future activities in a number of categories:
- Unrestricted: are available to be applied, at the discretion of the Trustees to any of London Youth’s charitable purposes. This includes designated funds which have been put aside by the Trustees for specific future purposes.
- Restricted: are to be applied to the specific purpose intended by the donor.
- Endowment: are restricted funds that are to be retained for the benefit of London Youth as a capital fund. Permanent endowments require the capital to be maintained and only the income and capital growth can be utilised.
London Youth is funded in a number of different ways, including significant grants and donations from a variety of sources that support our London programmes, together with earned income from activities and residentials at the charity’s two Outdoor Centres based in Buckinghamshire and East Sussex. These diverse income streams mean we are not reliant on a single source of funding and are unlikely to see all of our income withdrawn at the same time.
Trustees normally base their reserves policy on the identified needs to:
- Provide sufficient working capital for the following year and to provide against a downturn in revenue generation and an uncertain fundraising climate.
- Mitigate the risk of unforeseeable expenditure, with particular regard to ownership of the two residential centres which require ongoing capital investment.
- Support innovative programmes where such require a period of development and testing prior to proving their case to external funders.
- Invest in organisational development and infrastructure to better support front-line delivery and boost long-term stability and sustainability.
London Youth believes that its unrestricted (free) reserves should be between 3-6 months’ expenditure, excluding capital appeal expenditure. This means that the charity would normally seek to hold unrestricted free reserves of between £2M and £4M.
The Trustees continue to monitor the ongoing investment decisions in terms of the longer-term depletion of Reserves.
The level of ‘free’ reserves as at period end available to fund the Reserves target - that is the total reserve figure of £10.1M (2023: £13.2M), less the value of the Permanent Endowment, £1.6M (2023: £1.5M); Restricted Programme funds, £0.5M (2023: £1M) and Fixed Asset reserve, £6.9M (2023: £7.1M) is £1M (2023: £3.7M).
Although this is at the lower end of the target range due to London Youth continuing to use its reserves to support young Londoners during financial uncertainty. By continuing to invest in fundraising to grow unrestricted income, reviewing expenditure and maximising out assets the charity remains in line with the financial strategy to secure financial sustainability, and the Trustees consider the current level of free reserves to be satisfactory and consistent with policy and organisational plans.
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## _**Going Concern**_
The Board of Trustees annually review key criteria to assess the going concern of the charity and it’s trading subsidiary and have adopted a framework (as below) for doing so.
- Budgets and forecasts
- Future cash flow projections
- Reserves and financing
- Conclusions
Along with the Finance Committee, the Board of Trustees have reviewed the ongoing budgets, reforecasts and cash flow to December 2026. They have scrutinised the reserves position, including cash held in the bank, investments (including the Endowment) and restricted commitments. During this review the Trustees considered any decline in income, unexpected increase in costs and continuing to meet their restricted commitments.
Consideration was also given to identified tangible fixed assets that could be used to generate cash (either through a sale or other means) to aid liquidity when needed without devaluing the usage of the asset. ‘Free’ reserves are defined as the total reserve figure less the value of the Permanent Endowment, Restricted Programme funds and Tangible Fixed Assets.
|
funds and Tangible Fixed Assets.||
|---|---|
|Total Reserves
LESS
Permanent Endowment
Restricted Programme Funds
Tangible and Intangible Fixed Assets
**Total 'Free' Reserves**|**2024**
**2023**
**£**
**£**
10,063,848
13,242,790
(1,600,741)
(1,477,014)
(517,725)
(1,024,389)
(6,940,841)
(7,086,492)|
||**1,004,541**
**3,654,895**|
The Reserves Policy requirement is to hold between 3-6 months’ expenditure. The Charity carefully monitors this against current performance and plans. The financial period ending 2024 saw free reserves of £1.2M (2023: £3.9M). Although the current level is below the requirement, the charity expects to return within the policy during 2026 through a combination of maximising income generation opportunities and reducing expenditure via cost controls and efficiency measures.
With continued investment in fundraising, improving efficiency, and making best use of its assets, the charity expects to achieve the growth needed to sustain delivery of its charitable aims. The Trustees are confident that, with current Free Reserves, new income opportunities, and the ability to release value from fixed assets if required, the organisation has sufficient resources to manage operational risks.
The Board therefore considers there is a reasonable expectation that London Youth has adequate resources to continue in operational existence for at least a year from the date of signing this Trustees’ Report and Accounts.
For the reasons outlined above, the Board of Trustees continues to adopt the going concern basis of accounting in preparing the accounts.
15
_**Principal funding sources in 2023-24**_
Children and young people across London depend on the generosity of London Youth’s funders to deliver outstanding programmes, strengthen the youth sector, and provide transformative outdoor learning experiences.
Through strong partnerships, London Youth and its funders work collaboratively to create meaningful, positive impact for young people, youth workers, and youth organisations throughout the capital.
In 2023–24, fundraising activities across trusts and foundations, corporate partners, major donors, and other voluntary income streams generated £4.8M.
We are deeply grateful for this generosity and proud to work alongside our supporters. Thank you for your continued commitment.
## _**Trusts, Foundations and Statutory organisations**_
|Arts Council England|Hiscox Foundation|Peabody Community Foundation|
|---|---|---|
|Charlton Athletic Community Trust|Jack Petchey Foundation|The National Heritage Lottery Fund|
|City Bridge Foundation|Jimmy Dixon Charitable Trust|The NCS Trust|
|CVC Advisers Limited|London Borough of Islington|The UK Tudor Foundation|
|Dukes Foundation|London Wildlife Trust|UK Youth|
|Greater London Authority|Mayor’s Office for Policing and Crime|Violence Reduction Unit|
|GSR Foundation|||
## _**Companies, organisations and individuals**_
Active Digital Communications Ltd Gerald Edelman Rathbones Group Chase Bridge Primary School Howden Group RDAS Chiva Infy Consulting Company Ltd Rocket Science (Uk) Ltd Christ Church Haywards Heath Kinleigh Folkard and Hayward Tudor Capital Europe LLP Converse Klaviyo Limited Visa Europe Limited Epsom & Ewell Phab Jaylen Brown _**In-kind support**_ Active Digital Fairview SPLASH Projects Azzurri Haptivate Travis Perkins Computacenter Salesforce VISA
## _**In-kind support**_
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## _**PRINCIPAL RISKS AND UNCERTAINTIES**_
London Youth maintain a risk register to identify the principal risks to which the charity is exposed and confirm that systems are in place to manage and mitigate those risks. The risk register is reviewed on a quarterly basis by the Board and its Committees and by the Senior and Leadership Teams on an ongoing basis to identify new risk and appropriate strategies to manage all relevant risks.
## **The key risks facing the organisation are:**
## _**Service Provision and Sector Risk from similar organisations**_
Service Provision and Membership engagement remains a principal risk that we continually monitor.
Factors that could affect our membership include
- sector wide apathy
- economic circumstances being such that they can't keep operating or can't make use of what we offer
- our value proposition not being compelling or relevant enough
London Youth's membership strategy prioritises quality of the interaction – our compelling offer aims to attract and retain youth organisations. We provide funded opportunities and support to our members. We ensure our training provision remains relevant. The London Youth Quality Mark puts organisations in a stronger position to access available funding. We have a comprehensive communication plan to engage with our membership. These offerings are constantly reviewed. We also continue to improve our digital infrastructure to improve member engagement.
## _**Health and Safety**_
London Youth monitors and manages activities that may result in a participant or member of staff being seriously injured or killed. This is especially the case at the Outdoor Centres, where activities are specifically designed to provide challenges to children and young people in a way that is safe and encourages them to participate.
The culture at London Youth, and at the Outdoor Centres in particular, is one of ‘safety first’ which is promoted by senior staff throughout the organisation, with expert input provided by the Head of Safety & Environment and external technical experts. Specifically;
- adventurous activities are professionally built, or inhouse to industry standards and inspected regularly. Trees located around activity locations are regularly inspected by professional arboriculturists; certification is requested where appropriate for the equipment being used.
- appropriate training is provided to instructors, including supervision of new employees until their competence can be validated;
- all activities are risk assessed, and appropriate control measures put in place. Staff carry out checks on personal safety equipment and on activity equipment before activities take place;
- Swimming pools are operated by staff with appropriate training and with two lifeguards on duty (or holders of an equivalent qualification) at all times;
- Minibuses are driven by staff who hold relevant license, and buses are inspected regularly to ensure they are roadworthy; and
- Both of our Outdoor Centres hold external accreditations to warrant their fitness to operate. Hindleap Warren is also licensed by the Adventurous Activities Licensing Authority in respect of certain activities that we run there.
Regular health and safety reviews, coupled with accident and incident reporting - including investigation and review at senior level, as appropriate - enables London Youth to continually improve standards and manage risk.
17
## _**Safeguarding**_
London Youth believes that it is always unacceptable for a child, young person or vulnerable adult to experience abuse of any kind and recognises its responsibility to safeguard the welfare of all children and young people, by a commitment to practice, which protects them.
The purpose of London Youths safeguarding policy is to:
- Provide protection for the children, young people and vulnerable adults who receive London Youth’s services
- Provide staff and volunteers with guidance on procedures they should adopt if they suspect a child, young person or vulnerable adult may be experiencing, or be at risk of, harm
London Youth’s staff and volunteers are all vetted at recruitment stage. This includes undertaking a DBS check at the level appropriate to each role, providing a declaration of criminal convictions and references from former employers. All staff attend safeguarding training within three months of joining the organisation. This is then refreshed every three years. London Youth has established a cross-organisational Safety and Safeguarding team to oversee all aspects of safety and safeguarding.
We have a Designated Safeguarding Lead, supported by a group of Designated Safeguarding Officers. These individuals are the route for all reporting of safeguarding concerns across the charity.
All safeguarding concerns raised are reviewed and escalated where appropriate in line with best practice. Regular learning and in person update sessions ensure the culture is embedded throughout the charity.
## _**Financial sustainability**_
The primary risk to London Youth’s financial sustainability remains the ongoing uncertainty around securing sufficient long-term unrestricted funding to cover core operational costs.
Operating within a challenging financial environment, such as rising living costs, reduced youth sector funding, intense fundraising competition, and sustained demand for services, continues to place pressure on the charity’s financial position.
London Youth has demonstrated resilience by proactively managing these risks through robust monitoring, cost control, and, where necessary, restructuring. The charity also continues to invest strategically in infrastructure to support future growth.
The Trustees maintain a strong focus on safeguarding the charity’s long-term financial stability. Through rigorous internal controls and comprehensive Board and committee oversight, London Youth will continue to monitor its financial position closely to ensure it can deliver essential services to its members successfully.
## _**Ongoing Capital Investment**_
With London Youth maintaining three sites including two Outdoor Centres it is vital these sites are kept to the highest standards to ensure compliance with its own high standards of Health and safety and safeguarding. The charity is aware of the need to have an ongoing capital investment plan in place to protect the assets and ensure it remains competitive and equipment and services do not become obsolete.
A Capital Investment Project Board has been tasked with the ongoing scrutiny of the capital investment required and report directly to the Board of Trustees. This scrutiny includes the efficient use of the Outdoor Centres.
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## _**THE FEDERATION OF LONDON YOUTH CLUBS TRUSTEES REPORT**_
## **Period Ended 31 December 2024**
## _**STRUCTURE AND GOVERNANCE**_
## _**Governance**_
## **Legal Structure**
The Federation of London Youth Clubs, operating under the name London Youth, is constituted as a company limited by guarantee registered in England and Wales (number 258577) and registered as a charity with the Charity Commission (number 303324).
The charity was founded in 1887 as The London Federation of Boys’ Clubs and incorporated on 22nd August 1931 as a charitable company limited by guarantee. It is governed by its Articles of Association which were last amended on 21st March 2018.
## **Subsidiary Undertakings**
The charity’s wholly owned trading subsidiary, London Youth Company Trading Ltd (company number 2977936, registered address 47-49 Pitfield Street, London N1 6DA), carries out non-charitable trading activities for the charity – primarily swimming lessons and sports hall hire for non-youth groups. Details are included in Note 4 to the accounts.
## **Charitable Objects**
The charitable objects are to give young people access to a range of learning opportunities and challenging experiences which promote their personal and social development. “Young people” are defined in the governing documents as aged up to 25 years old.
## **Our activities to achieve this are:**
1. To assist the development of young people by promoting, improving and assisting the delivery of efficient and high-quality youth work services.
2. To relieve poverty by assisting young people in need and by encouraging young people to make use of educational and recreational facilities so that their lives may be improved.
3. To give young people access to a range of learning opportunities and challenging experiences which promote their personal, social and spiritual development.
These are embedded in our vision and reflected in our strategy and activities.
## **Public Benefit Statement**
The Trustees confirm that they have complied with the duty in Section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit, ‘Charities and Public Benefit’.
London Youth’s Board of Trustees regularly monitors and reviews the success of the organisation in meeting its key objectives. The Trustees confirm, in the light of the guidance, that these aims fully meet the public benefit test and that all the activities of the charity, described in the Strategic Report, are undertaken in pursuit of these aims.
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This report demonstrates how London Youth’s strategy and activities during the period have helped young people through key performance metrics and reported outcomes. London Youth has also reiterated its commitment to continuing to deliver public benefit in the years ahead through its 2023-26 Strategy.
## **Appointment, induction and training of Trustees and Honorary Officers**
The Board of Trustees (who are all also company Directors) comprised 12 (2023:8) at 31st December 2024. Trustees that served during the period are detailed on page 50. Trustees are elected by Members at the Annual General Meeting following nomination either by the Board of Trustees or by five or more members and retire in accordance with the charity's Articles of Association which allows a maximum service of 9 years. Honorary Officers comprising the Chair, Deputy Chair and Treasurer are elected annually.
Two Trustees resigned before the 2024 AGM, who were Adem Holness and Mohammed Motin. London Youth would like to thank them both for their contribution to the charity during their time as Trustees.
Trustees are provided with a Trustee Handbook and have an induction on first joining London Youth, including meetings with senior staff and training as needed thereafter. The Trustee Board has an annual Away Day with senior staff to consider its strategic plans and improve governance at the beginning of the annual planning process. Both new and existing Trustees are asked to adhere to the Trustee Code of Conduct. All Trustees at London Youth are volunteers and receive no benefits from the charity. Any expenses reclaimed are paid in accordance with our Trustee Expenses Policy.
The Board regularly considers improvements to governance and performance and, during 2024, continue active recruitment for new Trustees, with a focus on improving the Board’s skillset and diversity profile.
The charity continues to focus on its Race Equality work and hold quarterly Race Equality Action Stakeholder Group meetings, chaired by Charline King, Trustee. Ongoing Race Equality Training was also provided to new Trustees and staff alike.
## _**MANAGEMENT AND DECISION MAKING**_
## _**Management**_
Executive management is delegated to the Chief Executive and Senior Team, comprising Directors. Senior staff comprising CEO, Directors, Heads and Managers sit within relevant departments, have responsibility for monthly management reporting and the annual planning and budgeting cycle.
Trustees meet quarterly at formal Board and sub-committee meetings at which they review management accounts with forecast out-turn, the risk register and progress against planned deliverables. Trustees and staff interact regularly and, specifically:
- the Chief Executive and Director of Fundraising meet regularly with the Chair;
- the Director of Finance and Resources with the Treasurer;
- the Director of Outdoor Centres with the Chair of the Assurance Committee
- the Director of Delivery with the Chair of the Membership Committee
- • quarterly Race Equality Action Stakeholder Group meetings are convened by the Director of People and Wellbeing and chaired by a Trustee.
## **Involving young people in decision-making**
London Youth actively provides young Londoners with opportunities to develop their engagement and leadership potential. Our Youth Board regularly meet to strengthen our decision-making processes. We involve young people in decision-making fora in three distinct ways:
- **Ambassadors** : young people are visible within the wider sector; their voices heard and positioned to influence change
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- **Advisers** – young people are a key part of London Youth organisationally and regularly involved in decision-making and development
- **Alumni** – young people who have been a part of London Youth’s Youth Board can remain connected and contribute to change.
## _**Grant Making Policy**_
London Youth’s policy is to make grants to organisations working with young people in London with similar objects to that of the charity. Before making a grant, London Youth conducts a due diligence review, including an appraisal of the project, governance structures and the grantee’s capacity to deliver; proportionate to the size of the grant. This process ensures that there is a good strategic fit between the objectives of London Youth and the partner organisation, and that the project provides an effective way of bringing about the desired impact. Bigger grants are usually disbursed in instalments to ensure that deliverables are being achieved in line with the relevant grant agreement.
Grants expenditure is accounted for in full as liabilities when approved and notified to grantees, as there is a valid expectation that they would receive the grant as offered and accepted.
Nonetheless, London Youth staff monitor and evaluate progress throughout the period of the grant and provide support, as required, to help project deliverables remain on track. London Youth reserves the right to discontinue grant funding if not satisfied that the grant is being managed according to the grant agreement.
## _**Fundraising**_
London Youth is grateful for the crucial support received from trusts, foundations, government agencies, companies, and individuals, that share our dedication to empowering young Londoners throughout the capital. Through collaborative efforts, we enhance and sustain our membership services and programs, aligning with their priorities and objectives.
Our fundraising team remains proactive in diversifying, increasing, and sustaining philanthropic income. We are committed to forging partnerships with leading companies across various sectors in London, including technology, entertainment, social media, retail, healthcare, and financial services. Additionally, London Youth engages in a limited number of commercial agreements to leverage product sales for mutual benefit.
Looking ahead there will be increased focus on advocating for funding towards unrestricted income, enabling us to allocate resources where they are most needed. This flexibility is crucial in addressing emerging priorities and unforeseen challenges faced by young Londoners and our membership during these uncertain times.
London Youth does not engage third-party fundraising organisations, conduct telephone, or direct mail fundraising. While the charity does not undertake public fundraising, we adhere to the Code of Fundraising Practice and are registered with the Fundraising Regulator. There have been no complaints received regarding fundraising activities conducted by the charity or on its behalf during the review period.
While specific policies for protecting vulnerable individuals and the public are not in place for fundraising activities, London Youth upholds organisational safety and safeguarding procedures to ensure the well-being of all involved.
## _**Our People**_
## **Volunteers**
The Trustees and everyone at London Youth acknowledges and greatly appreciates the contribution that volunteers make to the charity with their enthusiasm and dedication.
21
## **Staff**
London Youth had, on average, a paid workforce of 138 (2023: 124) full time equivalent employees, across our three sites whom the charity relies on professionalism and commitment to deliver on its charitable objectives. The slight increase in employee numbers marked the return to pre Covid operations with our Centres being fully operational.
In 2022 London Youth supported a commitment, to become a Real Living Wage employer as part of a Total Reward Framework.
London Youth is committed to the wellbeing of all employees and the charity continued to deliver a wide range of wellbeing activities. These benefits include a Health Care Cash Plan.
## **Remuneration policy**
London Youth takes an approach to pay and reward that enables the charity to recruit and retain the skilled staff required to deliver on its charitable objectives.
A performance management culture enables employees and volunteers to understand and deliver our strategy, while being accountable for their role in doing so. London Youth is a diverse organisation that competes in different job markets for varied skills and experience.
Being a Real Living Wage employer meant implementing the recommended 10% increase to all eligible staff during 2024. As part of the budgeting process for 2025, London Youth is committed to introduce the additional 5% in the Real Living Wage to all eligible staff.
The Senior Team are the key management personnel of the charity in charge of directing, controlling, running and operating the charity on a day-to-day basis. They comprise the Chief Executive, Director for Outdoor Centres, Director of Delivery, Director of Finance & Resources, Director of Fundraising and Communications, and Director of People and Wellbeing. See note 10 for the total renumeration of these roles.
22
## _**STATEMENT OF TRUSTEES RESPONSIBILITIES**_
The Trustees (who are also Directors of London Youth for the purposes of company law) are responsible for preparing the Trustees’ report and 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 that 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 charity for that period. 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 Statement of Recommended Practice \(Accounting and Reporting by Charities) (the Charities’ SORP FRS 102);
- Make judgements and estimates that are reasonable and prudent;
- State whether applicable United Kingdom 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 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.
Each of the Trustees confirms that:
- So far as the Trustee is aware, there is no relevant audit information of which the charity’s auditors are unaware; and
- They have taken all the steps that they ought to have taken as a Trustee in order to make themselves aware of any relevant audit information and to establish that the charity’s auditors are aware of that information.
This confirmation is given and should be interpreted in accordance with the provisions of s418 of the Companies Act 2006.
The Trustees are responsible for the maintenance and integrity of the corporate 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. The Report of the Trustees, which incorporates the requirements of the Strategic Report and the Directors’ Report as set out in the Companies Act 2006 (strategic Report and Directors’ Report) Regulations 2013, was approved by the Board and signed on its behalf by:
Stephen Moss, Chair 2 October 2025
23
## _**THE FEDERATION OF LONDON YOUTH CLUBS INDEPENDENT AUDITORS REPORT**_
## **Period Ended 31 December 2024**
## **Independent Auditor’s Report to the Members of The Federation of London Youth Clubs**
## _**Opinion**_
We have audited the financial statements of The Federation of London Youth Clubs (‘the charitable company’) and its subsidiary (‘the group’) for the period ended 31 December 2024 which comprise the Consolidated Statement of Financial Activities (including Income and Expenditure Account), the Group and Charity Balance Sheets, the Group Cash Flow Statement, 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 group’s and the charitable company’s affairs as at 31 December 2024 and of the group’s incoming resources and application of resources, including its income and expenditure for the period 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 Companies Act 2006.
## _**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 group 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 trustee's 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 charitable company'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.
24
## _**Other information**_
The trustees are responsible for the other information contained within the annual report. The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report 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.
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 audit or 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.
## _**Opinions on other matters prescribed by the Companies Act 2006**_
In our opinion based on the work undertaken in the course of our audit
- the information given in the trustees’ report, which includes the directors’ report and the strategic report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- the strategic report and the directors’ report included within the trustees’ report have been prepared in accordance with applicable legal requirements.
## _**Matters on which we are required to report by exception**_
In light of the knowledge and understanding of the charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the directors’ report included within the trustees’ report.
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:
- the parent charitable company has not kept adequate accounting record; or
- the parent charitable company financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of trustees' remuneration specified by law are not made; 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, set out on page 23, the trustees (who are also the directors of the charitable company for the purposes of company law) 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 charitable company’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 liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
25
## _**Auditor’s responsibilities for the audit of the financial statements**_
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.
Details of the extent to which the audit was considered capable of detecting irregularities, including fraud and non-compliance with laws and regulations are set out below.
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.
## _**Extent to which the audit was considered capable of detecting irregularities, including fraud**_
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team members. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion.
We obtained an understanding of the legal and regulatory frameworks within which the charitable company and group operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements, including financial reporting legislation, such as Companies Act 2006, the Charities Act 2011, the Charity SORP (FRS 102), and tax regulations. We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items.
In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be necessary to the charitable company’s and group’s ability to operate or to avoid a material penalty. Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any.
We also considered the opportunities and incentives that may exist within the charitable company and group for fraud. We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within the timing of recognition of grant and outdoor centres income, and the override of controls by management. Our audit procedures to respond to these risks included enquiries of management, and the Finance Committee about their own identification and assessment of the risks of irregularities, sample testing of grant and outdoor centres income, and on the posting of journals, reviewing accounting estimates for biases, reviewing regulatory correspondence with the Charity Commission, and reading minutes of meetings of those charged with governance.
Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed noncompliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it.
26
In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.
## _**Use of our report**_
This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members 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 charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.
**Dipesh Chhatralia** Senior Statutory Auditor For and on behalf of **Crowe U.K. LLP** Statutory Auditor London
Date: 3 October 2025
27
## _**THE FEDERATION OF LONDON YOUTH CLUBS FINANCIAL STATEMENTS**_
## **Consolidated Statement of Financial Activities Including Income and Expenditure period to 31 December 2024**
|Notes|Unrestricted Restricted
Permanent
**Total**
funds
funds
endowment
**2024***
£
£
£
**£**|**Total**
**2023**
**£**|
|---|---|---|
|**Income**
Donations and legacies
2
Charitable activities
Development
Opportunity
Voice
Best We Can Be
Other trading activities
3
Investment Income
4
**Total income**
**Expenditure on:**
Raising funds
5
Charitable activities
6
Development
Opportunity
Voice
Best We Can Be
Other
7
**Total expenditure**
Net gains/(losses) on
investments
12
**Net (exp) / inc**
Transfers between funds
**Net movement in funds**
**Reconciliation of funds**
Total funds b/f
**Total funds c/f**
15,16|480,024
-
-
480,024
82,380
433,169
-
515,549
4,282,021 3,372,981
-
7,655,002
-
147,801
-
147,801
119,338
-
-
119,338
137,723
-
-
137,723
169,508
-
63,043
232,551
**5,270,994 3,953,951**
**63,043**
**9,287,988**
838,831
-
-
838,831
425,646
453,910
-
879,556
5,370,580 3,904,890
-
9,275,470
354,077
101,375
-
455,452
1,601,009
-
-
1,601,009
13,658
-
-
13,658
**8,603,801 4,460,175**
**-**
**13,063,976**
461,380
-
135,666
597,046
(2,871,427)
(506,224)
198,709 (3,178,942)
74,982
-
(74,982)
-
**(2,796,445)**
**(506,224)**
123,727**(3,178,942)**
10,741,827 1,023,949
1,477,014
13,242,790
7,945,382
517,725
1,600,741
**10,063,848**
|351,883
588,727
5,923,208
-
3,750
100,411
205,486|
|||**7,173,465**|
|||449,500
685,921
6,471,879
296,511
1,145,612
10,008|
|||**9,059,431**|
|||115,191
(1,770,775)
-|
|||**(1,770,775)**|
|||15,013,565|
|||**13,242,790**|
The above results are from continuing activities and there are no gains and losses except as stated above. Notes 1 to 22 form part of these accounts. ***Please note** 2024 is a 16 month period for comparative purposes
28
## **Balance Sheet Group and Charity Balance Sheet as at 31 December 2024 Company Number 0258577**
|Fixed assets
Tangible fixed assets
Intangible fixed assets
Investments
**Total Fixed assets**
Current assets
Debtors
Cash at bank and in
hand
**Total Current assets**
Creditors
Amounts falling due within one
year
Net current assets
Amounts falling due after more
than one year
Total net assets
Represented by:
Funds and reserves
Permanent endowment
Restricted funds
Unrestricted funds
Designated funds
**Total Funds**|Notes
11
11
12
13
14
14
15|**Group**
**Charity**
**2024**
**2024**
**£**
**£**
6,760,230
6,760,230
180,611
180,611
5,126,576
5,126,578
**12,067,417**
**12,067,419**
374,116
371,100
155,859
153,840
**529,975**
**524,940**
(1,954,678) (1,949,645)
**(1,424,703) (1,424,705)**
(578,866)
(578,866)
**10,063,848**
**10,063,848**
1,600,741
1,600,741
517,725
517,725
1,004,541
1,185,152
6,940,841
6,940,841
**10,063,848**
**10,063,848**|Group
Charity
2023
2023
£
£|
|---|---|---|---|
||||7,086,492
7,086,492
-
-
7,113,134
7,113,136|
||||**14,199,626**
**14,199,628**|
||||395,809
557,110
665,073
488,936|
||||**1,060,882**
**1,046,046**|
||||(1,527,718) (1,512,884)|
||||**(466,836)**
**(466,838)**|
||||(490,000)
(490,000)|
||||**13,242,790**
**13,242,790**|
||||1,477,014
1,477,014
1,024,389
1,024,389
461,022
461,022
10,280,365
10,280,365|
||||**13,242,790**
**13,242,790**|
Total income for the charity was £9,287,988; with total expenditure £13,063,976 and gains of £597,046 - giving a net deficit of (£3,178,942).
Approved by the Trustees and signed on their behalf by:
Stephen Moss Chair
Morenike Ajayi Treasurer
On 2 October 2025
Notes 1 to 22 form part of these accounts.
29
## **Group Cash Flow Statement for the period ended 31 December 2024**
|**Statement of cash flows**
Notes
**Cash inflow from operating activities:**
Net cash provided by operating activities
A
**Cash flows from investing activities:**
Dividends, interest and rents from investments (investment income)
Purchase of investments
Purchase of property, plant and equipment
Proceeds from the sale of assets (net of fees)
**Net cash (used in) investing activities**
**Cash flows from financing activities:**
Cash inflows from new borrowing
**Net cash provided by (used in) financing activities**
**Change in cash and cash equivalents in the reporting period**
Cash and cash equivalents at the beginning of the reporting period
**Cash and cash equivalents at the end of the reporting period**
B
**Notes to the cash flow statement for the period to 31**
**December 2024**
**A - Reconciliation of net movement in funds to net cash flow**
**from operating activities**
**Net movement in funds**
**Adjustments for:**
Net (expenditure)/ income for the reporting period
Depreciation and amortisation charge
Profit from sale of fixed assets
(Gains)/losses on investments
Dividends, interest and rents from investments
(Increase)/decrease in debtors
Increase/(decrease) in creditors
**Net cash provided by operating activities**
**B - Analysis of cash and cash equivalents**
Cash at bank and in hand
Cash held as investments
**Total cash and cash equivalents**|**2024**
**£**
**(3,125,726)**
**232,551**
**(210,500)**
**(337,508)**
**2,541,735**
**2,226,278**
**137,866**
**137,866**
**(761,582)**
**921,609**
**160,027**
**2024**
**£**
(3,178,942)
483,158
-
(597,046)
(232,551)
21,693
377,962
**(3,125,726)**
**2024**
**£**
**155,859**
**4,168**
**160,027**|2023
£|
|---|---|---|
|||(819,891)
205,486
(678,279)
(168,731)
1,355,646|
|||714,122
490,000|
|||490,000
384,231
537,378|
|||921,609
2023
£
(1,770,775)
400,261
6,142
(115,191)
(205,486)
284,501
580,657|
|||(819,891)|
|||2023
£
665,073
256,536|
|||921,609|
Notes 1 to 22 form part of these accounts
30
## **Notes to the Financial Statements as at 31 December 2024**
## **1. Policies and information**
## **a) Charity information**
The charity is an incorporated charity (company number: 00258577 and registered charity number: 303324) domiciled in the UK. The address of the charity is 47-49 Pitfield Street, London, N1 6DA.
## **b) Basis of preparation**
The financial statements have been prepared in accordance with the Charities SORP (FRS 102) applicable to charities preparing their accounts in accordance with the Financial Reporting Standards applicable in the UK and Republic of Ireland and the Charities Act 2011 and UK generally Accepted Practice. In preparing the Financial Statements for the period ended 2023-24, London Youth has availed of the exemption from presenting its unconsolidated Profit and Loss account under Section 408 of the Companies Act, 2006.
London Youth meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost (except for revaluation of assets) or transaction value unless otherwise stated in the relevant accounting policy notes.
London Youth’s subsidiary, London Youth Trading Company Limited, commenced trading in August 2015, and its accounts are consolidated on a line by line basis into these accounts for the period ended 31 December 2024.
## **c) Preparation of the accounts on a going concern**
The Trustees of London Youth have prepared the financial statements for the period ended 31 December 2024 on a going concern basis, using a framework that considers budgets, forecasts, cash flow, reserves, and financing.
In partnership with the Finance Committee, the Board has reviewed budgets, projections, reserves, investments and restricted commitments. They also considered potential risks such as reduced income, increased costs, and the ability to release value from fixed assets if needed.
The Trustees are confident that the continued investment in fundraising, efficiency measures, and effective use of assets, the organisation has sufficient resources to manage risks, drive growth whilst continuing to deliver a robust programme delivery.
With Free Reserves currently at £1M, and below the policy requirement of holding three to six months’ expenditure. The charity expects to return to this level in 2026 through increased income generation and tighter cost controls.
Accordingly, the Board considers there is a reasonable expectation that London Youth has adequate resources to continue operating for at least 12 months from the date of signing this report and therefore continues to adopt the going concern basis of accounting.
## **d) Income**
Income is credited to the statement of financial activities on an accruals basis. Voluntary income is recognised when there is evidence of entitlement to the gift, receipt is probable and its amount can be measured reliably. Services are provided at the two outdoor education centres, Hindleap Warren and Woodrow High House, with deposits and course income invoiced in advance and deferred to the month when the course takes place. Income is deferred when it relates to activity in the next accounting year, primarily at the residential centres.
Grant Income is recognised in the Statement of Financial Activities when received or when the charity becomes entitled to receipt. Grants that have been received are treated as deferred income where
31
there are specific requirements in the terms of the grant that the income recognition is dependent on certain activities being completed in a future accounting period.
The charity received some gifts in kind during the financial period and the prior year including training, IT equipment, provision of building materials and volunteer time; these gifts are not considered material and have not been recognised in the financial statements (2023: £Nil).
Income generated from endowment funds are unrestricted.
Where tax is recoverable by the charity in respect of income receivable, it is recognised as part of that income at the time it is receivable.
## **e) Expenditure**
The costs of generating funds include the salaries, direct costs and overheads associated with generating income from fundraising for unrestricted activities and grants for charitable activities.
Costs of charitable activities comprise direct expenses incurred on the defined charitable purposes of the charity and include direct staff costs attributable to the activity.
Governance costs include expenditure on administration of the charity and compliance with constitutional and statutory requirements.
Support costs are those costs incurred directly in support of expenditure on the objects of the charity and include project management, financial management, ICT and HR functions. Support costs are apportioned between charitable activity headings pro-rata with the proportion of full-time equivalent staff.
## **f) Investments**
Investments are included on the balance sheet at their market value at the end of the financial period. Realised and unrealised gains and losses are credited, or debited, to the statement of financial activities in the period in which they arise. A Total Return approach is adopted for investments.
## **g) Tangible fixed assets**
## **Land**
Land is shown in the balance sheet at cost. Land has not been depreciated.
## **Freehold properties**
Freehold properties are depreciated over their useful economic life, expected to be 50 years for permanent buildings and 20 years for more temporary structures, based on cost.
## **Improvements**
2-20% depreciation per annum has been provided against freehold improvements, according to the nature of the improvement and the useful economic life.
If no cost is recorded, or if property is not used by the charity for its own activities and is subject to onerous restrictions or held on trust it is considered to have no economic value to the charity, and such properties are held at a valuation of £nil.
Where improvements have been made to properties subject to onerous restrictions, the improvements have been capitalised and are depreciated over the expected time period for which the charity will benefit from the use of those properties.
## **Motor vehicles, furniture, fittings, fixtures and equipment**
Depreciation at 10% to 33% per annum on cost to write down the motor vehicles and furniture and equipment to net realisable value over each asset’s estimated useful life to the charity.
32
## **Computer equipment**
Depreciation at 20% to 33.3% per annum on cost to write down the computer equipment to net realisable value over each asset’s estimated useful life to the charity.
It is the charity’s policy to capitalise assets of £1,000 and over in value.
## **h) Intangible fixed assets**
## **CRM**
The charity capitalises costs directly attributable to the development work of its Customer Relationship Management (CRM) system. The CRM asset is carried at cost less accumulated amortisation and impairment, with amortisation charged on a straight-line basis over its estimated useful life of 10 years. The asset is reviewed for impairment whenever indicators arise that the value may not be appropriate.
## **i) Fund accounting**
The general funds comprise those monies which may be used towards meeting the charitable objectives of the charity at the discretion of the Trustees.
The designated funds are monies set aside out of general funds and designated for specific purposes by the Trustees.
The restricted funds are monies raised for, and their use restricted to, a specific purpose, or are donations subject to donor-imposed conditions.
The permanent endowment funds comprise monies which must be held as capital indefinitely; income arising from invested funds is unrestricted and is credited to the general fund in the Statement of Financial Activities.
## **j) Operating leases**
Rentals applicable to operating leases where substantially all of the benefits and risks of ownership remain with the lessor are charged to the statement of financial activities on a straight line basis over the lease term.
## **k) Pension costs**
The Charity makes payments into an auto-enrolment defined contributions pensions scheme operated by The People’s Pension.
## **l) Grants administered on behalf of clubs**
Grants and donations received by the charity acting as an agent for individual member organisations are not recorded as incoming or outgoing resources on the statement of financial activities. In 2023-24 these were payments made by City Bridge Trust to organisations achieving a Quality Mark award, totalling £92,000 (2023: £62,000).
## **m) Grant-making**
London Youth acts as lead partner on several programmes, such as HeadStart Action and Rise Up and is responsible for making grants to its partners, which are paid out as soon as practically possible after receipt of funds; based on budgeted expenditure pre-agreed with the funder and relevant due diligence criteria; the partners then make payments to their sub-partners in the partnership.
Grants expenditure is accounted for in full as liabilities, when approved and notified to grantees, as there is a valid expectation that they would receive the grant as offered and accepted.
The charity also makes a limited number of grants to other charities with charitable objects similar to its own (or similar non-profit organisations), primarily its member youth organisations as part of programme delivery and member development.
33
## **n) Financial Instruments**
London Youth has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at amortised cost using the effective interest method. Financial assets held at amortised cost comprise cash at bank and in hand trade debtors, accrued income and other debtors. Financial liabilities held at amortised cost comprise trade creditors, accruals and other creditors.
Investments, including bonds held as part of an investment portfolio, are held at fair value at the Balance Sheet date, with gains and losses being recognised with income and expenditure.
## **o) Key judgements and uncertainties**
In preparing these accounts, the Trustees have made a number of key judgements and considered areas of uncertainty that may affect the charity’s future plans.
Some key judgements include assessing the charity’s ability to continue as a going concern, determining the level of free reserves available and valuation of investments and fixed assets. The uncertainties considered include competition from similar organisations, Health and safety and safeguarding considerations, dependencies on income sources, and the external financial environment (including inflation) ensuring the ability to respond to uncertainties within existing resources.
The Trustees regularly review these judgements and uncertainties as part of their financial monitoring and risk management processes. They are satisfied that the charity has appropriate plans in place to manage these risks.
## **p) Taxation**
London Youth is a registered charity and therefore is not liable to corporation tax on income and gains derived from its charitable activities, as it falls within the various exemptions available to registered charities. No Taxation is payable for 2023-24 as London Youth Trading Company Limited donated its profits to London Youth under Gift Aid after the year end. No provision for taxation has therefore been made for 2023-24.
|**2. Donations**|||Unrestricted
funds
£
480,024
480,024|**Total**
**2024**
**£**
**480,024**
**480,024**|**Total**
**2023**
**£**
**351,883**
**351,883**|
|---|---|---|---|---|---|
|Donations & Legacies||||||
|||||||
|||||||
|**3. Trading Income**|||Unrestricted
funds
£
5,478
132,245
137,723|**Total**
**2024**
**£**
**5,478**
**132,245 **
**137,723 **|**Total**
**2023**
**£**
**13,750**
**86,661 **
**100,411**|
|Rental income
London Youth Trading Company income
Group Total||||||
|||||||
|||||||
|**4. Investment Income**|Unrestricted
funds
£
169,220
35
169,255||Endowment
Funds
£
63,043
253
63,296|**Total**
**2024**
£
**232,263**
**288 **
**232,551 **|**Total**
**2023**
£
**205,486**
**-**
**205,486**|
|Income from listed investments
Interest receivable
||||||
34
|**5. Expenditure on raising funds**
Fundraising Costs
**6. Expenditure on charitable activities**
Development
Opportunity
Voice
Best We Can Be
**Grants to Institutions**
**2024**
2-3 Degree Legacy CIC
28,571
Alexz Education Ltd
14,411
Barking & Dagenham Youth Dance
12,450
BEYOND THE BIAS
31,503
Brentford Community Sport
164,450
Bromley Children & Families
23,430
Caius House Youth
24,500
Charlton Athletic Community Trust
169,740
Chelsea FC Foundation
22,425
Dynamic Coaching
14,990
Ekota Academy
14,300
Gloves not Gunz
19,319
Headstart Action Programme
-
Highbury Vale Blackstock
22,300
Kinetika Bloco
46,199
Leaders in community
15,111
Leyton Orient Trust
85,600
London Tigers
58,369
Mediorite Ltd
-
Millwall Community Trust
-
Newark Youth
67,933
Zest of Mind
21,880
**Total**|**5. Expenditure on raising funds**|Staff Costs
£
668,950
668,950|Other
Costs
£
169,881
169,881|**Total**
**2024**
£
**838,831**
**838,831**||
|---|---|---|---|---|---|
||Fundraising Costs
|||||
|||||||
|||||||
||**6. Expenditure on charitable activities**|||||
35
|**7. Other Expenditure**
Other Costs (LYTC)
|**Total 2024**
£
**13,658 **
**13,658**|**Total**
**2023**
£|
|---|---|---|
|||**10,008**|
|||**10,008**|
|**8. Support**
**costs**|Development
£
88,915
70,559
61,114
33,199
15,222
9,432
18,099
296,540|Opportunity
£
109,082
292,153
231,836
200,803
50,015
30,990
59,467
974,346|Voice
6,324
16,936
13,440
11,641
2,899
1,797
3,447
56,484|Best We
Can Be
9,485
25,405
20,160
17,461
4,349
2,695
5,171
84,726|**Total 2024**
£
**213,806**
**405,053**
**326,550**
**263,104**
**72,485**
**44,914**
**86,184**
**1,412,096 **|**Total**
**2023**
£|
|---|---|---|---|---|---|---|
|Finance
HR
IT
Governance
(see Note 9)
London Office
Safety &
Safeguarding
Digital
||||||
**147,952**
**249,817**
**237,933**
**235,779**
**210,557**
**39,219**
**156,482 **|
|||||||**1,277,739**|
|**9. Governance Costs**
Current period audit fees
Prior period audit fees
Non audit fees
Trustee Indemnity insurance
Salary Costs
Other
Trustee expenses
|**Total 2024 **
£
**54,415**
**38,349**
**-**
**5,637**
**146,290**
**18,407**
**6**
**263,104**|**Total 2023**
£
**36,440**
**-**
**1,440**
**5,568**
**105,837**
**84,949**
**1,545**
**235,779**|
|---|---|---|
## **Total 2024 Total 2023 10. Staff costs**
|Staff costs during the period were as
follows:
Wages and salaries
Social security costs
Pension costs
Temporary and outsourced staff costs
|£
**5,281,346**
**497,256**
**205,426**
**5,984,028**
**712,322**
**6,696,350**|£
**3,456,427**
**324,723**
**146,729**
**3,927,879**
**391,763**
**4,319,642**|
|---|---|---|
36
|
Staff costs per function were as follows:
Charitable activities
. Development
. Opportunity
. Voice
. Best We Can Be/Resourcing
Fundraising
|**Total 2024 **
£
**399,420**
**4,368,166**
**371,675**
**888,139**
**668,950**
**6,696,350**|**Total 2023**
£|
|---|---|---|
|||**272,326**
**2,837,977**
**221,691**
**583,265**
**404,383**|
|||**4,319,642**|
Termination payments of £11,541 were made in 2024 (2023: £nil). Redundancy costs of £38,955 were incurred in 2024 (2023: £nil).
The average number of employees calculated on a monthly average head count and on a full-time equivalent
(FTE) basis was:
|
Direct charitable
. Development
. Opportunity
. Voice
. Best We Can Be (Includes Support)
Fundraising
|**Total**
**2024**
**Number **
12
95
4
24
13
148|**Total**
**2024**
**FTE**
**12**
**89**
**4**
**20**
**13**
**138**|**Total**
**2023**
**Number **
9
91
5
23
6
134|**Total**
**2023**
**FTE**|
|---|---|---|---|---|
|||||**9**
**86**
**5**
**19**
**6**|
|||||**125**|
During the period employees earning in excess of £60,000 per annum, including taxable benefits fell into the following ranges. Please note for the 16 month period this includes Senior managers who would not normally be captured in a 12 month period.
|***Note**2024 is a 16
monthperiod|***Note**2024 is a 16
monthperiod|**Total**
**2024***|**Total**
**2024***|**Total**
**2023**
2024 ranges shown as a
12 monthequivalent|**Total**
**2024***|**Total**|
|---|---|---|---|---|---|---|
|||||||**2023**|
||||||||
|£120,000 - 129,999
||1||-
£90,000 - £99,999|1|-|
|£110,000 - 119,999
||-||1
£80,000 - £89,999|1|1|
|£100,000 - 110,000
||1||2
£70,000 - £79,999|-|4|
|£90,000 - £99,999
||-||2
£60,000 - £69,999|-|-|
|£80,000 - £89,999
||1||-|||
|£70,000 - £79,999
||5||1|||
|£60,000-£69,999
||6||-|||
|**Total**||**14**||**6**
**Total**|**2**|**5**|
The key management personnel of the charity in charge of directing, controlling, running and operating the charity on a day to day basis comprise the Chief Executive and a Senior Team, currently the Director of Delivery, Director of Centres, Director of Fundraising and Communications, Director of Finance & Resources and Director of People and Wellbeing. The total taxable benefits and employers' pension and National Insurance contributions of the key management personnel for the 16 month period was £766,490 (2023: £451,914). Note this equates to £574k over an equivalent 12 months period for comparative purposes.
No Trustees received remuneration in respect of their services as a Trustee during the period (2023: £nil). One Trustee received reimbursement of travel expenses during the period £6 (2023: Nil). The charity has a Trustee indemnity insurance policy in force for which the charge for the period was £1,769 (2023: £5,568).
37
## **11. Tangible and Intangible Fixed Assets**
|**Cost or valuation**
At 1 September 2023
Transfers
Additions
(Disposals)
**At 31 December 2024**
**Depreciation / Amortisation**
At 1 September 2023
Charge for period
(Disposal)
**At 31 December 2024**
**Net book values**
At 31 December 2024
At 31 August 2023|**Land and**
**Property**
**£**
10,346,102
403,347
333,216
-
**11,082,665 **
4,183,783
317,893
-
**4,501,676**
6,580,989
6,162,321|**Assets**
**under**
**construction**
**£**
604,026
(604,026)
-
-
**-**
-
-
-
**-**
**- **
604,026|**Furniture,**
**fixtures &**
**equipment**
**£**
1,000,618
-
4,292
-
**1,004,910**
742,354
110,575
-
**852,929**
151,981
258,263|**Motor**
**vehicles**
**£**
24,651
-
-
-
**24,651 **
11,427
3,528
-
**14,955**
9,696
13,224|**Computers**
**£**
306,600
-
-
-
**306,600 **
257,942
31,094
-
**289,036**
17,564
48,658|**Total**
**Tangible**
**Fixed**
**Assets**
**£**
12,281,997
(200,679)
337,508
-
**12,418,826 **
5,195,506
463,090
-
**5,658,596**
6,760,230
7,086,492|**Intangible**
**Fixed**
**Assets**
**£**
-
200,679
-
-
**200,679 **
-
20,068
-
**20,068**
180,611
-|**Total**
**£**|
|---|---|---|---|---|---|---|---|---|
|||||||||12,281,997
-
337,508
-|
|||||||||**12,619,505**|
|||||||||5,195,506
483,158
-|
|||||||||**5,678,664**|
||||||||||
|||||||||6,940,841|
|||||||||7,086,492|
Assets under construction were complete during August 2023. The assets were transferred to the appropriate asset category and fully depreciated / amortised for the period.
Freehold property included above at cost or Trustees’ valuation at period end comprises:
|47-49 Pitfield Street|London
|London Youth own use|
|---|---|---|
|Hindleap Warren|Sussex
|London Youth own use|
|Woodrow High House|Buckinghamshire|London Youth own use|
The charity also owns freehold properties listed below which are included at a £nil valuation because the properties are held on trust or have restrictive covenants concerning their disposal. These properties have no recorded cost and are not in use by the charity.
38
|**12. Investments**
Shares in subsidiary undertaking at cost
Listed investments
Cash held by investment managers for
investment
Other investments
|**Group**
**2024**
**£**
**-**
**5,110,408**
**4,168**
**12,000**
**5,126,576**|**Charity**
**2024**
**£**
**2**
**5,110,408**
**4,168**
**12,000**
**5,126,578**|**Group**
**2023**
**£**
**-**
**6,844,597**
**256,537**
**12,000**
**7,113,134 **|**Charity**
**2023**
**£**|
|---|---|---|---|---|
|||||
**2**
**6,844,597**
**256,537**
**12,000**|
|||||**7,113,136**|
The charity owns the entire issued share capital of London Youth Trading Company Limited, company number 02977936, incorporated in England and Wales. This company traded throughout the period ended 31 December 2024; its balance sheet is consolidated within these accounts. London Youth Trading Company Limited has Shareholder funds of £2.
London Youth Trading Company Limited’s income during the financial period was £132,244 (2023: £86,661) and its surplus for the financial period was £83,010 (2023: £53,657). An amount of £83,010 (2023: £53,657) was donated to London Youth under gift aid subsequent to the period end. Net assets of London Youth Trading Company Limited are shareholder funds of £2.
|Market value at 1 September 2023
Additions
Disposals
Gains /(losses)
**Market value at 31 December 2024**
Cash held by investment managers
**Total investment**
**Listed investments at cost**|**Listed**
**Investments**
**£**|
|---|---|
||6,844,597
210,500
(2,541,735)
597,046|
||**5,110,408**|
|||
||4,168|
|||
||**5,114,576**|
|||
||**3,893,966**|
Listed investments held at 31 December 2024 comprised the following:
|
Fixed income
Equities
Property
Alternative assets
Liquid assets
**Total**|**2024**
**2023**
**£**
**£**
**371,252**
**772,839**
**3,872,639**
**4,983,775**
**153,330**
**127,812**
**603,925**
**760,179**
**113,430**
**456,527**
**5,114,576**
**7,101,132**|
|---|---|
Included within listed investments are 58.8 ordinary shares in Royal Bank of Scotland Plc with a market value of £142 (2023: £145) at 31st December 2024 which do not form part of the Sarasin & Partners or CCLA investment portfolios.
39
Investments include a permanent endowment, the Girls Fund, acquired on 1 February 1999 following the merger with the London Union of Youth Clubs. At the date of transfer, £891,991 of the endowment was classified as frozen permanent capital, with the remainder treated as unapplied total return. London Youth adopted total return accounting for the Girls Fund in January 2019.
||**Trust for**
**Investment**
**Unapplied Total**
**Return**
**Total**
**Endowment**|
|---|---|
|**At beginning of the reporting period:**
Gift component of the permanent endowment
Unapplied total return
**Total**
**Movements in the reporting period:**
Gift of endowment funds
Recoupment of trust for investment
Allocation from trust for investment
Investment return: dividends and interest
Investment return: realised and unrealised gains/(losses)
Less: Withdrawals
**Total**
Unapplied total return allocated to income
**Net movements in reporting period**
**At end of the reporting period:**
Gift component of the permanent endowment
Unapplied total return
**Total**|891,991
-
**891,991**
-
585,023
**585,023**|
||**891,991**
**585,023**
**1,477,014**|
||-
-
**-**
-
-
**-**
-
-
**-**
-
63,043
**63,043**
-
135,666
**135,666**
-
-
-|
||**-**
**198,709**
**198,709**|
||-
(74,982)
**(74,982)**|
||**-**
**123,727**
**123,727**|
|||
||891,991
-
**891,991**
-
708,750
**708,750**|
||**891,991**
**708,750**
**1,600,741**|
|**13. Debtors**
Trade debtors
Prepayments and accrued income
London Youth Trading Company
Other debtors
**Total debtors**|**Group**
**2024**
**£**
**195,672**
**113,874**
**-**
**64,570**
**374,116**|**Charity**
**2024**
**£**
**192,656**
**113,874**
**-**
**64,570**
**371,100**|**Group**
**2023**
**£**
**82,986**
**311,823**
**-**
**1,000**
**395,809**|**Charity**
**2023**
**£**|
|---|---|---|---|---|
|||||
**82,885**
**311,823**
**161,402**
**1,000**|
|||||**557,110**|
Amounts totalling £197,141 (2023: £518,009), which were invoiced prior to the end of the financial period but which relate to activity in the next accounting period, primarily at the residential centres, have been netted off Trade Debtors and Fees in Advance.
40
## **14. Creditors**
|**Creditors due within one year**
Fees in advance and deferred income
Trade creditors
London Youth Trading Company
Other creditors
PAYE and National Insurance
Pensions Payments
Accruals
**Total creditors**
Analysis of movement in fees in advance
and deferred income|||**Group**
**2024**
**£**
1,131,016
214,346
-
99,712
116,796
29,894
362,914
**1,954,678**
**Group**
**2024**
**£**||**Charity**
**2024**
**£**
1,122,786
212,670
15,836
99,712
116,796
29,894
351,951
**1,949,645**
**Charity**
**2024**
**£**|**Charity**
**2024**
**£**
1,122,786
212,670
15,836
99,712
116,796
29,894
351,951
**1,949,645**
**Charity**
**2024**
**£**|**Charity**
**2024**
**£**
1,122,786
212,670
15,836
99,712
116,796
29,894
351,951
**1,949,645**
**Charity**
**2024**
**£**|**Charity**
**2024**
**£**
1,122,786
212,670
15,836
99,712
116,796
29,894
351,951
**1,949,645**
**Charity**
**2024**
**£**|**Charity**
**2024**
**£**
1,122,786
212,670
15,836
99,712
116,796
29,894
351,951
**1,949,645**
**Charity**
**2024**
**£**|**Charity**
**2024**
**£**
1,122,786
212,670
15,836
99,712
116,796
29,894
351,951
**1,949,645**
**Charity**
**2024**
**£**|**Charity**
**2024**
**£**
1,122,786
212,670
15,836
99,712
116,796
29,894
351,951
**1,949,645**
**Charity**
**2024**
**£**|**Charity**
**2024**
**£**
1,122,786
212,670
15,836
99,712
116,796
29,894
351,951
**1,949,645**
**Charity**
**2024**
**£**|
|---|---|---|---|---|---|---|---|---|---|---|---|---|
|||||
|||||||||
||||||||||||||
||||||||||||||
|Deferred income at 1st September 2023
New deferred income in the period
Deferred income released
**Deferred income at 31 December 2024**
**Creditors falling due after one year**|||665,620
1,131,016
(665,620)|||678,806
1,122,786
(678,806)|||358,903
665,620
(358,903)||||
||||**1,131,016**|||**1,122,786**|||**665,620**||||
||||**Group**
**2024**
**£**|||**Charity**
**2024**
**£**|||**Group**
**2023**
**£**||||
|Sundry Creditors
**Total**|||578,866|||578,866|||490,000|||490,000|
||||**578,866**|||**578,866**|||**490,000**|||**490,000**|
During the period London Youth agreed a 10 year interest free loan of £250,000 with The Joseph Levy Endowment Trust to fund a Capital works at Hindleap Warren. As at 31 December 2024, £137,866 of the loan had been provided to London Youth.
This was in addition to the £490,000 agreed in the previous financial period to fund a biomass boiler installation at Woodrow High House. The first repayment of this loan is due in the next financial period.
|**Joseph Levy Endowment Trust Loan**
Loan received in 2022/23 Financial period
Loan received in 2023/24 Financial period
**Total**|**Due within**
**1 year**
**£**
49,000
-
**49,000**|**Due after**
**1 year**
**£**
441,000
137,866
**578,866**|**Total**
**£**|
|---|---|---|---|
||||490,000
137,866|
||||**627,866**|
41
|**15. Funds**
**Membership**
Training & Networks
CBT Cold Spots
YLF QM & Training
Membership Support
**Total Membership**
Residentials
**Total Residentials**
**Programmes**
**Sport & Culture**
Capacity building
Leadership Academy
Getting Active
NCS Potential
Jack Petchey
Young Creators**
Arts Research**
**Youth Involvement**
Youth Board
VRU Rise Up 3
Heritage
**Employability**
Headstart Action
JPM
CVC**
**Mental Health**
Good for Girls 2023
Cornerstone
**Other**
Learning
**Total Programmes**
**Sector**
**Development**
Islington
Youth Mentoring
VRU Rise Up 4
Trusted Youth Allies
**Total Sector**
**Development**
**Outdoor Centres**
Woodrow
Hindleap**
**Total Outdoor**
**Centres**
**Total Restricted**
**Funds**|1 Sept 2023
£
(825)
-
825
-
**-**
(20,953)
**(20,953)**
10,524
27,434
121,611
175,102
22,537
39,025
-
3,057
11,344
(25,014)
244,188
34,856
70,001
69,997
41,081
(2,325)
**843,418**
69,997
62,503
0
0
**132,500**
33,516
35,468
**68,984**
**1,023,949**|Income
£
-
12,750
-
125,000
**137,750**
199,671
**199,671**
105,313
60,395
179,512
1,209,570
63,651
35,124
-
147,801
129,800
153,131
258,500
306,328
135,000
70,000
162,000
6,100
**3,022,225**
37,500
58,248
368,750
24,827
**489,325**
28,298
76,682
**104,980**
**3,953,951**|Expenditure
£
-
(12,750)
-
(93,500)
**(106,250)**
(159,524)
**(159,524)**
(87,757)
(87,829)
(296,567)
(1,330,976)
(59,237)
(76,369)
(488)
(101,375)
(141,144)
(128,117)
(477,973)
(280,182)
(210,075)
(124,595)
(194,412)
(870)
**(3,597,966)**
(88,108)
(100,028)
(267,664)
(3,334)
**(459,134)**
(23,584)
(113,717)
**(137,301)**
**(4,460,175)**|Transfers
£
825
-
(825)
-
**-**
-
**-**
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
**-**
-
-
-
**-**
-
-
**-**
**-**|Gains &
(Losses)
£
-
-
-
-
**-**
-
**-**
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
**-**
-
-
-
**-**
-
-
**-**
**-**|**31 Dec**
**2024**
£|
|---|---|---|---|---|---|---|
|||||||**-**
**-**
**-**
31,500|
|||||||**31,500**|
|||||||19,194|
|||||||**19,194**|
|||||||28,080
-
4,556
53,696
26,951
(2,220)
(488)
49,483
-
-
24,715
61,002
(5,074)
15,402
8,669
2,905|
|||||||**267,677**|
|||||||19,389
20,723
101,086
21,493|
|||||||**162,691**|
|||||||38,230
(1,567)|
|||||||**36,663**|
||||||||
|||||||**517,725**|
42
|Tangible Fixed
Assets*
Intangible Fixed
Assets*
Development Fund
**Total Designated**
**Funds**
Permanent
Endowment
**Total Permanent**
**Endowment funds**
**Unrestricted funds**
General Funds
**Total Funds In**
**Charity**||7,086,490
-
3,193,875
**10,280,365**
1,477,014
**1,477,014**
**461,462**
**13,242,790**|-
-
**-**
63,043
**63,043**
**5,354,004**
**9,370,998**|(463,090)
(20,068)
-
**(483,158)**
-
**-**
**(8,203,653)**
**(13,146,986)**|136,830
200,679
(3,193,875)
**(2,856,366)**
(74,982)
**(74,982)**
**2,931,348**
**-**|-
-
-
**-**
135,666
**135,666**
**461,380**
**597,046**|6,760,230
180,611
-|
|---|---|---|---|---|---|---|---|
||||||||**6,940,841**|
||||||||1,600,741|
||||||||**1,600,741**|
||||||||**1,004,541**|
|||||||||
||||||||**10,063,848**|
*Transfers are made to and from the Fixed Assets Designated Fund when assets are capitalised and depreciated respectively.
**Funds that are in deficit as at 31 December 2024 represent timing differences where project expenditure occurred ahead of expected income that was received post year end.
## **Restricted Funds**
Restricted funds are those funds that must be used in accordance with the donors’ wishes.
Membership – Developing, training, connecting and quality assuring our members organisations to deliver good youth work, including running networks to develop and share best practice. Our work is supported by the City Bridge Foundation.
Residential – Funds to support our centres and outdoor education. This includes funds for the residential centres supported building and refurbishment works, equipment to better support disabled young people, and subsidised visits for your people including trips away from the centre.
Programmes – A range of programmes to develop young people supported by various funders.
Sport – A range of sports development programmes, events and training opportunities supported by NCS, Greater London Authority, Tudor Foundation, Jack Petchey Foundation and others.
Culture - A range of arts & culture programmes, events and training opportunities supported by the Arts Council and Heritage Lottery Fund and others.
Youth Involvement – A range of youth involvement development opportunities, events and training supported by the Jimmy Dixon Trust and others.
Employability – A range of employability programmes supported by JP Morgan Chase Foundation, CVC Capital Partners, and others.
Mental Health – A girls-specific mental health programme supported by Dukes Foundation and others.
Sector Development – A range of training and leadership programmes to support youth practitioners supported by London's Violence Reduction Unit and others.
43
## **Designated funds**
The income funds of the charity include the following designated funds which have been set aside out of unrestricted funds by the Trustees for a specific reason:
Fixed Asset Fund – The fixed asset fund represents the net book value of tangible assets including property (see Note 11). These assets include Hindleap Warren and Woodrow High House which are fundamental to the day-to-day work of the charity.
## **Permanent endowment funds**
London Youth acts as Trustee for the London Girls Fund. This is a capital restricted fund whereby London Youth is entitled to the income only. The London Union of Youth Clubs was appointed Trustee of the fund by a Charity Commission scheme dated 23 January 1998. Following the amalgamation of the London Union of Youth Clubs and the London Federation of Clubs for Young People on 1 February 1999, London Youth became the Trustee under the scheme.
## **Transfers between funds in year**
The following transfer has been made between funds which net to £nil and which comprise the following:
- Transfer of £0.3M to the Fixed Asset Fund from the General Fund; representing the net value of tangible and intangible fixed assets as at 31 December 2024.
- Transfer of £3.2M from the Development Fund to General Fund; representing the net value of the fund as at 31 December 2024.
- Transfer of £0.075M from the Permanent Endowment Fund to General Fund; representing the return paid out as cash by the Investment Managers of the fund (Sarasin & Partners, LLP).
|**16. Analysis of net assets between funds**
**Charity 2024**
**Unrestricted**
**Funds**
**£**
**Fund balances at 31st December 2024 are**
Tangible fixed assets
6,760,230
Intangible fixed assets
180,611
Investments
3,525,837
Current assets
7,215
**Creditors**: amounts
falling due within one
year
(1,949,645)
**Creditors:**amounts
falling due after more
than one year
(578,866)
**Total**
**7,945,382**|**Restricted**
**Permanent**
**Endowment**
**£**
**£**
**represented by:**
-
-
-
-
-
1,600,741
517,725
-
-
-
-
-
**517,725**
**1,600,741**|**Total**
**2024**
**£**
**6,760,230**
**180,611**
**5,126,578**
**524,940**
**(1,949,645)**
**(578,866)**
**10,063,848**|**Total**
**2023**
**£**|
|---|---|---|---|
||||**7,086,492**
**-**
**7,113,136**
**1,046,046**
**(1,512,884)**
**(490,000)**|
||||**13,242,790**|
44
|**Group 2024**
**Unrestricted**
**Funds**
**Restricted**
**Permanent**
**Endowment**
**£**
**£**
**£**
**Fund balances at 31st December 2024 are represented by:**
Tangible fixed assets
6,760,230
-
-
Intangible fixed assets
180,611
-
-
Investments
3,525,835
-
1,600,741
Current assets
12,250
517,725
-
**Creditors**: amounts
falling due within one
year
(1,954,678)
-
-
**Creditors:**amounts
falling due after more
than one year
(578,866)
-
-
**Total**
**7,945,382**
**517,725 **
**1,600,741**|**Total**
**2024**
**£**
**6,760,230**
**180,611**
**5,126,576**
**529,975**
**(1,954,678)**
**(578,866)**
**10,063,848**|**Total**
**2023**
**£**|
|---|---|---|
|||**7,086,492**
**7,113,134**
**1,060,882**
**(1,527,718)**
**(490,000)**|
|||**13,242,790**|
## **17. Analysis of changes in net debt**
|Cash
Cash Equivalents
Loans falling due within one year
Loans falling due after more than one year
**Total**|**At start of**
**year**
**£**
665,073
256,537
921,610
-
(490,000)
**431,610**|**Cash**
**Flows**
**£**
(509,214)
(252,369)
(761,583)
(49,000)
(88,866)
**(899,449)**|**At end of**
**year**
**£**|
|---|---|---|---|
||||155,859
4,168|
||||160,027
(49,000)
(578,866)
|
||||**(467,839)**|
## **18. Operating leases**
At 31 December 2024 the charity had annual commitments under non-cancellable operating leases on office equipment and motor vehicles as follows:
|Expiring within one year
Expiring within two to five years
**Total**|**2024**
**£**
4,205
-
**4,205**|**2023**
**£**|
|---|---|---|
|||5,607
-
|
|||**5,607 **|
## **19. Liability of members**
The charity is constituted as a company limited by guarantee. In the event of the charity being wound up members are required to contribute an amount not exceeding 25p.
45
## **20. Associated charities and related parties**
The Joseph Levy Endowment Trust is an associated charity and has three Trustees in common with The Federation of London Youth Club and uses the same principal office. The Trustees in common are Stephen Moss, Morenike Ajayi and David Miller. The objects of The Joseph Levy Endowment Trust are to promote and support the instruction of young people of all walks of life, including by furtherance of the charitable purposes of London Youth.
During the financial period, the charity received an unrestricted £30,000 (2023: £67,451) donation from The Joseph Levy Endowment Trust. In May 2024, the Trustees of the Trust resolved to provide capital release to London Youth to cover urgent major repair works to both residential centres. The sum of £250,000 was agreed by way of capital withdrawal from the Trust’s investment portfolio, which will be repayable within a 10year period. As of 31 December 2024 London Youth had drawn down £137,866 of the £250,000.
London Youth provided management, support services and facilities to London Youth Trading Company Limited in the amount of £35,575 (2023: £22,996), being primarily staff time and costs of the swimming pool and sports centre. London Youth Trading Company donated £83,010 (2023: £53,657) to London Youth through Gift Aid after the period end. As at 31 December 2024 £15,840 (2022: £76,653) was due from London Youth to London Youth Trading Company Limited.
The Addison Youth Club (T/A "Addison Youth") had one Trustee in common with The Federation of London Youth clubs for the period under review and uses the same principal office. The Trustee in common was David Miller, Vice-Chair at London Youth.
London Youth is a corporate trustee of The Sulgrave Foundation and Raymond Plummer Settlement, and ceased being a corporate trustee of the Jimmy Dixon Charitable Trust in May 2023. The Federation of London Youth Clubs received £56,295 (2023: £50,000) from the Jimmy Dixon Trust to support the youth action programme and £7,000 (2023: £7,000) from The Sulgrave Foundation to support its charitable objectives. The Sulgrave Club, related to the Foundation, is a member of London Youth and paid a membership fee of £187.50 during the period.
Charline King, a Trustee of London Youth is an employee of Rathbone Society. Rathbone Society is a member club and actively engaged with London Youth. London Youth invoiced Rathbone for a membership fee of £200. The Rathbone Society received a total of £4,400 in the financial period for participation in London Youth’s NCS programme.
In 2024, one Trustee at London Youth made donations to the charity totalling £11,500 (2023: £31,000). There are no other transactions with related parties of which the Trustees are aware.
## **21. Capital Commitments**
|Future capital expenditure not provided
in the financial statements
**Total**|**2024**
**£**
108,886
**108,886**|**2023**
**£**|
|---|---|---|
|||15,300|
|||**15,300**|
46
## **22. Prior period Figures**
## **Statement of Financial Activities including Income and Expenditure year to 31 August 2023**
|Notes|Unrestricted Restricted
Permanent
**Total**
funds
funds
endowment
**2023**
£
£
£
**£**|**Total**
**2022**
**£**|
|---|---|---|
|**Income**
Donations and legacies
2
Charitable activities
Development
Opportunity
Voice
Best We Can Be
Other trading activities
3
Investment Income
4
**Total income**
**Expenditure on:**
Raising funds
5
Charitable activities
6
Development
Opportunity
Voice
Best We Can Be
Other
7
**Total expenditure**
Net gains/(losses) on inv
**Net (exp) / inc**
Transfers between funds
**Net movement in funds**
**Reconciliation of funds**
Total funds b/f
**Total funds c/f**
16|351,883
-
-
351,883
95,605
493,122
-
588,727
2,837,425 3,085,783
-
5,923,208
-
-
-
-
3,750
-
-
3,750
100,411
-
-
100,411
152,320
-
53,166
205,486
**3,541,394 3,578,905**
**53,166**
**7,173,465**
449,500
-
-
449,500
273,283
412,638
-
685,921
3,667,381 2,804,498
-
6,471,879
300,149
(3,638)
-
296,511
1,145,612
-
-
1,145,612
10,008
-
-
10,008
**5,845,933 3,213,498**
**-**
**9,059,431**
151,741
-
(36,550)
115,191
(2,152,798)
365,407
16,616 (1,770,775)
49,029
-
(49,029)
-
**(2,103,769)**
**(365,407)**
**(32,413) (1,770,775)**
12,845,596
658,542
1,509,427
15,013,565
10,741,827 1,023,949
1,477,014
**13,242,790**
|708,063
1,251,396
4,731,101
52,899
6,647
73,781
184,371|
|||**7,008,258**|
|||486,916
1,366,675
5,046,291
139,850
1,052,308
6,482|
|||**8,098,518**|
|||(729,161)
(1,819,424)
-|
|||**(1,819,421)**|
|||16,832,986|
|||**15,013,563**|
47
|**Prior period funds movements to**
**31 August 2023**|1 Sept
2022
£|Income
£|Expenditure
£|Transfers
£|Gains &
Losses
£|**31 Aug**
**2023**
**£**
**-**
**(20,953)**
**41,081**
**69,997**
**11,344**
**62,503**
**69,997**
**33,516**
**35,468**
**(25,014)**
**296,713**
**22,537**
**39,025**
**10,524**
**27,434**
**34,856**
**70,001**
**244,188**
**3,057**
**(2,325)**
**1,023,949**|
|---|---|---|---|---|---|---|
|**Restricted Funds**
**Development**
**Membership Development**
Membership Development/Marketing
Jack Petchey Residentials
Mental Health (Cornerstone)
Good for Girls
Rise Up Leadership Programme
Youth Mentoring Support
Sector Development (Islington)
**Opportunity**
**Residential Centres**
Woodrow Restricted
Hindleap Restricted
**Youth Action**
Heritage
**Sport & Culture**
Sports Development – Getting Active
Jack Petchey Programme & Events
Young Creators
Capacity Building
Leadership Academy
**Employability**
JP Morgan
CVC Employability
HeadStart Action
**Voice**
**Youth Involvement**
Youth Board
**Best We Can Be**
**Learning**
YMCA GWC
**Restricted Funds Total**|503
-
16,800
2,405
111,195
-
30,560
40.930
53,874
-
107,420
-
41,727
-
-
205,179
30,237
16,550
1,162
-|
76,951
140,250
138,000
188,742
569,468
110,167
165,754
38,048
92,432
38,249
771,855
51,030
43,798
33,186
60,000
35,000
161,276
790,000
66,099
8,600|
(77,454)
(161,203)
(113,719)
(121,150)
(669,319)
(47,664)
(126,317)
(45,462)
(110,838)
(63,263)
(582,562)
(28,493)
(46,500)
(22,662)
(32,566)
(205,323)
(121,512)
(562,362)
(64,204)
(10,925)|-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-|-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-||
||658,542|3,578,905|(3,213,058)|-|-||
48
## **Analysis of net assets between funds**
|**Charity 2023**
**Unrestricted**
**Funds**
**Restricted**
**£**
**£**
**Fund balances at 31 August 2023 are represented by:**
Tangible fixed assets
7,086,492
-
Investments
5,636,122
-
Current assets
22,097
1,023,949
**Creditors**: amounts
falling due within one
year
(1,512,884)
-
**Creditors:**amounts
falling due after more
than one year
(490,000)
-
**Total**
**10,741,827**
**1,023,949**
**Group 2023**
**Unrestricted**
**Funds**
**Restricted**
**£**
**£**
**Fund balances at 31 August 2023 are represented by:**
Tangible fixed assets
7,086,492
-
Investments
5,636,120
-
Current assets
36,933
1,023,949
**Creditors**: amounts
falling due within one
year
(1,852,777)
-
**Creditors:**amounts
falling due after more
than one year
(627,866)
-
**Total**
**10,278,902**
**1,023,949 **|**Permanent**
**Endowment**
**£**
-
1,477,014
-
-
-
**1,477,014**
**Permanent**
**Endowment**
**£**
-
1,477,014
-
-
-
**1,477,014**|**Total**
**2023**
**£**
**7,086,492**
**7,113,136**
**1,046,045**
**(1,512,884)**
**(490,000)**
**13,242,789**
**Total**
**2023**
**£**
**7,086,492**
**7,113,134**
**1,060,882**
**(1,852,777)**
**(627,866)**
**13,407,731**|**Total**
**2022**
**£**|
|---|---|---|---|
||||
**7,324,020**
**7,582,958**
**1,043,624**
**(937,038)**
**-**|
||||**15,013,564**|
||||**Total**
**2022**
**£**|
||||
**7,324,020**
**7,582,956**
**1,053,650**
**(947,061)**
**-**|
||||**15,013,565**|
49
## **THE FEDERATION OF LONDON YOUTH CLUBS REFERENCE INFORMATION**
## **Period Ended 31 December 2024**
Patron HRH Prince Edward, The Duke of Edinburgh President Sir Kenneth Olisa, OBE Chair Stephen Moss, CBE Deputy Chair David Miller Honorary Treasurer Morenike Ajayi, MBE Vice Presidents Julian Beare Roger Merton MBE Robin Callender Smith Dr. Terry Powley Jane Earle John Ratcliff CBE Clive Efford MP Marsha Rae Ratcliff OBE Peter Hudson Paul Stewart Rt. Hon. Sir Simon Hughes Joy Toghill Peter Hunter Joseph Williams Carl Wonfor
Trustees
Morenike Ajayi, MBE Kevin Holian Charline King, MBE Michael Bishop
David Miller Stephen Moss, CBE Stu Thomson Julie Milnes
## **Appointments Resignations**
Lily Tidy (14 May 2024) Mohammed Motin (5 Nov 2024) Nimtaz-Tanya Noordin (23 April 2025)
Linzi Thomas (14 May 2024) Adem Holness (21 June 2024) Simon Turek (8 May 2025)
Youth Advisors attending Board meetings
Maria Isrolia
## **Committee Chairs:**
Assurance Governance and People
Chief Executive and Company Secretary
Kevin Holian Finance Morenike Ajayi, MBE Michael Bishop Membership Charline King, MBE Pauline Daniyan (Appointed 18 September 2023) Rosemary Watt-Wyness (Resigned 15 September 2023)
## **Senior Team**
Razib Hassan (Resigned 31 Jan 24) Director of Finance & Resources Gary Murphy (Appointed 25 Jan 24) Glen Fendley (Resigned 1 March 2024) Director of Fundraising James Hails (Appointed 25 March 2024) Director of Delivery Zoe Mellis Martin Curtis (Resigned 5 June 2024) Director of Outdoor Learning David Jackson (Appointed 27 August 2024) Director of People and Wellbeing Alison Henderson
50
Registered name The Federation of London Youth Clubs Registered/principal office 47-49 Pitfield Street, London, N1 6DA Telephone 020 7549 8800 E-mail hello@londonyouth.org Website www.londonyouth.org Company registration number 00258577 (England and Wales) Charity registration number 303324 Auditors Crowe U.K. LLP, 55 Ludgate Hill, London, EC4M 7JW National Westminster Bank plc, Bankers 54 Marsh Wall, West India Dock, London, E14 6LJ Sarasin & Partners CCLA Juxon House Senator House Investment managers 100 St Paul’s Churchyard 85 Queen Victoria Street London, EC4M 8BU London, EC4V 4ET
51
London
Youth
Follow us on so¢lal medla @Londonyouth
For more information, visit our website londonyouth.org
@ 2025 London Youth
The Federation of London Youth Clubs loperating under the name London Youth) is a registered charity..
303324. Flegistered company limited by guarantee (England and Wales).. 2S8577.
Tel.. 020 7549 8800
Flegistered office.. London Youth, 47-49 Pitfield Street London, Nl 6DA.