2025-06-30-accounts - Reedham Children's Trust

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The Reedham Children’s Trust

Annual Report and Financial Statements

30 June 2025

Company Limited by Guarantee Registration Number 00081410 (England and Wales) Charity Registration Number 312433

Reports

Reports
Reference and Administrative Information 1	Reference and Administrative Information 1
CEO and Chairman’s Report	3
Report of the Board of Management	5
Independent Auditor’s Report	36
Financial Statements
Statement of Financial Activities	40
Balance Sheet	42
Statement of Cash Flows	43
Principal Accounting Policies	45
Notes to the Financial Statements	48

Board of Management (Trustees) M Nevill APFS (Chairman) R Beckles (Resigned 09/05/25) N Dyer BSc P Leon-James BA (Hons) LLM M Perkins DipM FRSA (Resigned 28/04/25) M Rhodes BSc A Singh (Resigned 31/08/24) J Parsons Company Secretary/Chief Executive S Burns ( Joined 01/04/25 ) Officer S J Smart BEd (Hons) MA ( Retired 31/03/25) Executive Assistant P Furnish BFA (Hons) MA Youth Strategy Manager R Smart BA (Hons) D Idris ( Joined 02/09/24 ) Youth Partnerships Officer Fundraising & CS Admin Officer S Egremont (Resigned 24/09/24) Finance and Data Manager A Sharma FCCA Fundraising Manager J Ritchie BA (Hons) Registered office 23 Old Lodge Lane Purley Surrey CR8 4DJ Company registration number 00081410 Charity registration number 312433 Auditor Buzzacott Audit LLP 130 Wood Street London EC2V 6DL

Reference and Administrative Information

Bankers	CAF Bank Ltd
	25 Kings Hill Avenue
	Kings Hill
	West Malling
	Kent
	ME19 4JQ
Investment advisers	Rathbones Investment Management
	30 Gresham Street
	London
	EC2V 7QN
Solicitors	Greenwoods GRM
	Monkstone House
	City Road
	Peterborough
	PE1 1JE

Chief Executive and Chairman’s Report

Chief Executive’s Statement 2024/25

In 2024-2025, Reedham Children’s Trust strengthened its commitment to working in partnership and investing directly into quality youth provision to improve opportunities and outcomes for many more vulnerable children and young people in Croydon. This year we fulfilled the second year of Reedham’s ambitious strategic plan in collaboration with Croydon Voluntary Action (CVA) and the 30+ voluntary and community sector youth delivery organisations that are joining up youth provision in Croydon through the Croydon Youth Consortium (CYC). Through the CYC we have created a new collaborative model of youth provision, underpinned by the Youth Innovation Fund from Reedham’s capital assets to directly invest in the development of quality provision for vulnerable children and young people. The CYC brings together Croydon’s inspirational leaders on youth provision to be more impactful together, the model has been recognised as an exemplar of good practice in the Commons by Natasha Irons MP for Croydon East.

Through the Youth Innovation Fund, Reedham Children’s Trust directly funded ten youth charities this year to innovate, evidence impact and seek sustainable funding. In addition, we provided supportive commissioning through our youth hub development projects to provide a safe space for young people to thrive outside school at Legacy Youth Zone, Good Food Matters and Croydon’s Refugee Day Centre.

The increased capacity at these youth hubs represents significant progress toward Strategic Objective 2 from our business plan: to support the development of youth hubs across the borough as community-based settings for the delivery of Children & Young People projects in Croydon. Our ongoing partnership work with CVA to explore new premises for additional hubs will further enhance this capacity, enabling more organisations to deliver high-quality services in safe and accessible spaces.

At the start of 2025, Reedham Children’s Trust and Croydon Voluntary Action announced a significant strengthening of our partnership solidifying our shared commitment to collaborative efforts that will deliver enhanced health, safety and prosperity for Croydon’s young people. Reedham is working to consider a merger with Croydon Voluntary Action from a position of strength to maximise our impact through partnership. In this period of transition and renewed ambition we continue to deliver on our existing mission and will honour all existing commitments. This renewed partnership builds upon a successful history of cooperation and signifies a shared vision to support and develop strong communities that provide brighter futures, and thriving young people, who can spread their wings and grow.

The partnership and new leadership model will focus on developing and championing youthled groups, creating a new model of youth provision in Croydon to support those hardest hit by the pandemic, funding cuts and escalating needs. Our aim is to support leadership at every level of Civil Society with young people given a real stake in shaping Croydon’s future. By combining the unique strengths and expertise of both organisations, the collaboration aims to achieve a greater coordination of effort across Civil Society-supporting our partners to adopt models of best practice.

Having set us on a brave and ambitious new track, Sarah Smart stood down as Chief Executive early this year and has been a tremendous support in enabling me to succeed her in the role. My thanks to her as well as to Mike Nevill, our Chair, and to all our trustees who provide the

vision and bravery to take on new challenges in the determination to do more for Croydon’s vulnerable children and young people.

Final thanks go to our fantastic staff team and to all our partners and supporters for their passion and commitment to our shared ambition to make high-quality youth services accessible to all vulnerable children and young people in every part of Croydon. We look forward to 2025-26 and working with our partners to achieve more for Croydon’s future - our young people.

Sarah Burns Chief Executive Officer

Chairman’s Statement 2024/25

It’s been an eventful year for Reedham Children’s Trust. Our Chief Executive Officer, Sarah Smart, stood down after over a decade of service. Sarah’s brave leadership has shaped our new strategic direction and enhanced our ambition to do much more for vulnerable children and young people in Croydon. A heartfelt thankyou to Sarah for her wisdom and courage. We are delighted to welcome our new Chief Executive Officer, Sarah Burns, to lead our charity in the next phase of our bold, strategic ambition.

In September 2024, Reedham Children’s Trust celebrated our 180[th] Anniversary by showcasing our Youth Innovation Fund (YIF) at Merky FC. It was a great event celebrating the legacy of our charity and its founder, Revd Dr Andrew Reed. The event cemented the fund and the key partnerships we’ve developed with both Croydon Voluntary Action and Croydon’s youth delivery providers.

The main focus throughout the last year has been on taking the Reedham/CVA partnership to the next level. We are working towards a merger, having deepened our commitment to collaborative efforts that will deliver enhanced support and development for young people within Croydon’s communities. This renewed partnership builds upon a successful history of cooperation and signifies a shared vision to support and develop strong communities that provide brighter futures, and thriving young people, who can spread their wings and grow.

In these changing times, a sincere thank-you to our skilled staff team for all their hard work enabling our delivery partners to transform the lives of many more young people. Thanks also to our trustees for their vision and commitment to working in partnership to achieve greater impact.

Final thanks to all our partners, delivery groups and funders, who have welcomed and encouraged our new strategic direction. I feel confident that our founder, Revd Dr Andrew Reed, would welcome our ambition to work in partnership to reach many more children and young people with life changing support.

Mike Nevill Chairman

Report of the Board of Management Year to 30 June 2025

Objectives and Activities

Charity Aims and Objectives

The charity’s aim is to enable life-changing support for vulnerable children and young people whose personal, social, health, and educational development is adversely affected by very difficult life circumstances and where no effective statutory support service is available to them at the point of need, continuing the work of our Founder, the Rev. Dr Andrew Reed. Dr Reed established an orphanage, originally called the “Asylum for Fatherless Children” in 1844 in Purley. Subsequently renamed Reedham Orphanage in 1904 and Reedham School in 1950, the school was closed in 1979 due to changing social policy and financial pressures and the proceeds of the sale of the land and buildings were used to set up the charity.

Public Benefit

In planning the charity’s activities for the year, the Board continued to refer to the Charity Commission’s guidance on public benefit. The key activities of the charity this year have centred around care and support for vulnerable children and young people and improving their access to educational and recreational opportunity, thereby raising their achievement and life prospects.

Mission

To advance the wellbeing and educational achievement of vulnerable children and young people in Croydon.

We seek to do this by working collaboratively with other charities and voluntary sector organisations to achieve a borough wide model of youth provision enabling every vulnerable child and young person in Croydon to have access to quality-assured, voluntary sector services.

Report of the Board of Management Year to 30 June 2025

Achievements and Performance

Youth Partnerships

A model of Youth Provision in Croydon

Reedham has deepened its collaborative strategic relationship with Croydon Voluntary Action (CVA) and youth delivery organisations in Croydon’s Voluntary and Community Sector (VCS).

The overarching aim of this collaborative partnership is to orchestrate a Croydon VCS sector strategy for improving outcomes for vulnerable children and young people by providing leadership, co-ordination, and investment, and through building purposeful relationships with, and investing resource in, organisations delivering front line services to vulnerable children, young people, and families.

Specific objectives are:

Integrate support for vulnerable children and young people within Croydon community placed provision
Build a reputation for developing strong, trusting relationships with voluntary sector youth service deliverers, enhancing collaborative working and delivering benefits for individual organisations as well as the young people they work with
Create a data bank of organisations and their services across the borough to map and begin to coordinate provision
Secure funding which enables delivery organisations to be innovative in their practice plan for the longer term
Become better at evidencing impact of service delivery in realising positive life outcomes for children and young people.

The Croydon Youth Consortium (CYC), a consortium of VCS youth service organisations, is now firmly established with an agreed commitment to create a Croydon Model of Youth provision with the capacity to reach every vulnerable young person in the borough.

Underlying Reedham’s strategy to work collaboratively with CVA and the CYC is the belief that by helping to facilitate a cohesive and united effort from delivery partners to meet the needs of all vulnerable children and young people in Croydon through their school career, the charity will maximise its impact. Enabling and monitoring innovative practice in frontline youth delivery organisations will, we believe, enable them to do what they already do well, better, across the borough through a joined-up, evidence-based approach that meets quality standards and achieves more for all our vulnerable children and young people.

Achievements this year

Youth Innovation Fund

In October 2023 we launched the Youth Innovation Fund (YIF). We now have 10 projects supported by the fund, with 3 more which will commence this Summer, following on from supported planning time.

Report of the Board of Management Year to 30 June 2025

Projects finishing this Summer

Her Hero

Her Hero provided weekly workshops for secondary school-aged girls focused on learning 3D printing skills (STEM based learning) using this as a platform for exploring who the girls’ role models are and telling their stories in a physically and psychologically safe space. This work was carried out in partnership with Reaching Higher & Aspiring Young Women.

The training was effective in helping participants develop technical 3D skills. The young women picked up the design and printing “/ processes quickly, and the STEM focus became a strong hook for keeping them engaged. Participants progressed through the technical aspects faster than expected, demonstrating both enthusiasm and ability.

Building on this rapid progress, delivery partners adapted the programme to help embed skills and keep participants challenged with creative elements- including animation and logo designadded. These activities not only kept the young people engaged but also gave them new ways to present their superheroes and apply their technical skills in broader, more imaginative contexts.

12 young people showed consistent engagement with the programme, including 1:1 and group mentoring.

End of project feedback:

100% of young people felt they had improved their decision making since taking part.
100% of young people felt they listen to their teachers, parents and leaders more since taking part.

Report of the Board of Management Year to 30 June 2025

100% of young people felt they could receive constructive feedback on areas they can improve since taking part.
100% of young people felt more able to express themselves freely since taking part.
83.3% of young people felt more confident in asking for help when they find something difficult since taking part.
83.3% of young people felt more confident in building healthy and positive relationships since taking part.
100% of young people felt able to recognise when they had achieved something or done something well since taking part.

Box Therapy

Box Therapy, integrated boxing and therapy, using non-contact boxing as a therapeutic avenue to help young people build trust and navigate emotions. The programme was designed to be more accessible, relevant, and effective for young people who are often excluded from mainstream services, including those at risk of involvement in serious violence, delivered in partnership with Be Inspired.

20 young people completed the Box Therapy programme, with each of them initially offered up to 12 sessions of support.

The service was promoted across Croydon voluntary and community services, as well as through local authority social care and youth justice service teams. This generated a strong flow of referrals. The therapy targeted young people at high risk of crime, exploitation, and serious youth violence.

For some participants, 12 sessions were not enough. At the 12-week point, both therapists and young people felt that additional work was still needed. In response to this feedback, Be Inspired restructured the programme to allow up to 20 sessions if needed.

This extended support contributed to key changes for beneficiaries. Outcome data shows significant improvements in social and emotional capacity, with young people developing stronger emotional skills and communication. Risky Behaviours & Safety also improved considerably, suggesting greater self-awareness and safer decision-making. Trust & Relationships showed steady progress, reflecting stronger connections with both adults and peers.

Many young people who took part in Box Therapy enjoyed the programme and needed support beyond therapy. Be Inspired were able to pathway over 50% of participants into their other programmes, where they continue to engage today, including through boxing community sessions.

Bleed Kits

The Bleed Kits project was a partnership between JFJ Foundation, TRUE Research, and the Metropolitan Police, to distribute bleed and first aid kits across South London, with the necessary accompanying education, to save lives through immediate first aid responses to serious youth violence.

Report of the Board of Management Year to 30 June 2025

Young leaders were embedded in the design and delivery of the programme, shaping training content and delivering training workshops in first aid with the use of the bleed kits, for their peers in Croydon schools and youth services.

Updates:

489 young people have been trained in bleed control techniques through interactive, peer-led sessions, delivered by young leaders.
These young leaders have provided training to students at Riddlesdown Collegiate, Ark Blake Academy, and to young people in supported living facilities (Evolve Housing).
The training improved both skills and confidence. Pre-session surveys showed that only 14% of participants felt confident they could use a bleed kit in an emergency; posttraining, this rose to 95%.
11 public access trauma kits have been installed in key central locations across Croydon, including: Whitgift Centre, Southern House, Thomas Turner Path, Mr Fox, Croydon Dental Centre, BOXPARK Croydon, Memory Box, Admiral Casino, College Square, Ruskin Square Car Park.
The project strategically placed these kits in high-footfall community areas, with a further 10 scheduled for installation. Kits were issued directly to local businesses around Croydon town centre to maximise rapid access in the event of an emergency.
The project has gained significant attention from the community, councillors, and public figures, and was featured by both BBC and ITV, generating demand for expansion.
Neighbouring boroughs have now requested the programme, and JFJ plans to extend delivery and introduce public access bleed kit boxes across London.

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Report of the Board of Management Year to 30 June 2025

The Creative Empowerment Programme

The Creative Empowerment Programme, delivered in partnership with P4YE and Hope Programme, provided creative arts training and therapeutic mentoring to young people across three alternative provision school sites. The programme offered students the opportunity to explore potential careers in professional DJing, radio presenting, podcasting, editing, and filming.

DJing and podcasting served as central tools for learning and engagement. Students developed the ability to confidently navigate DJ equipment, successfully mix songs together in time with the correct beats per minute. In the podcasting sessions, students actively contributed to discussions, offering insightful and relevant input on current topics alongside the podcast host.

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53 participants directly engaged with the project, with 14 receiving further mentoring.
17 beneficiaries continue to engage with P4YE through 1:1 and group mentoring, accessing youth hubs, out-of-term Easter and Summer camps, podcasting and vlogging, studio sessions, and residential programmes.

Case Study: "From Reluctance to Resonance: KT’s Journey of Confidence and Creativity” KT, a KS3 student at Saffron Valley Collegiate, arrived after multiple exclusions from mainstream schools. Initially quiet and disengaged, she joined the Creative Empowerment Programme with hesitation.

Over time, KT discovered a passion for DJing, quickly developing technical and creative skills. Her growing confidence made her a positive influence in the group. Even after transitioning to KS4, staff ensured she could continue attending sessions, recognising the programme’s impact on her personal growth.

KT also contributed to a podcast, sharing her journey and highlighting the value of a supportive, tailored learning environment. Following the programme, she participated in the P4YE residential, a major step in her development.

Outcome: KT’s story demonstrates how creative engagement can transform confidence, motivation, and self-expression in alternative education.

Report of the Board of Management Year to 30 June 2025

Grapple Warriors

Grapple warriors is a bespoke programme that provides teenage boys and a key male figure in their life with the opportunity to learn jiu jitsu skills weekly, develop discipline and foster a sense of belonging. In partnership with Holistic Wellbeing Hub.

Participants will take part in an interclub competition as preparation for the Grappling Industries event at University of East London Sportsdock in September 2025.

Updates and successes:

Engagement in jiu-jitsu remains strong, with 18 sons and 14 fathers demonstrating consistent commitment. Families are also extending their learning beyond the sessions by discussing techniques and sharing strategies through the ‘Warriors’ WhatsApp group.
Two new coaches joined the programme, further strengthening instruction, maintaining momentum, and ensuring safety.
Participants continue to make progress in technical skills, confidence, and family relationships.

“I think for us it has been the bonding experience. The fact we now see each other on a weekly basis and knowing how excited my nephew becomes knowing he is going to go Jiu-Jitsu & staying with us is dope. Also seeing his drive and hunger to get better at the sport is admirable and has helped keep me steadfast on this journey so far. ”

Respect the Game

Respect The Game is an artist development programme delivered in partnership with Syrus Consultancy. It supports the development of musical skills and self-esteem in both custodial and community settings, specifically targeting those who are hardest to reach. This includes individuals facing barriers to services and those with vulnerabilities linked to poverty, exclusion from education, negative peer influence, or exposure to criminality.

Updates and successes:

Twelve beneficiaries have successfully completed the programme so far, each achieving the Bronze Arts Award, producing original music, and performing at the Awards Showcase.
Videography captured during sessions highlights the journey of the beneficiaries, documenting their activities and development.

The programme will conclude with a final Awards Showcase in September 2025, with plans to develop a mini-series.

Report of the Board of Management Year to 30 June 2025

Inspiring Minds – Now, working with our third cohort, Inspiring Minds is a 12-week programme specifically designed for young people in care who may feel overlooked by the system. The programme equips participants with tools for personal development, encourages them to take ownership of their learning and well-being, and aims to raise their aspirations by providing opportunities to engage with diverse professionals in prestigious settings. In partnership with Majestic Services.

Updates and successes:

Beneficiaries took part in visits to City Hall, the Emirates Stadium, McDonald’s Headquarters, and New Scotland Yard, where they met professionals, heard their career stories, and gained valuable insight into future opportunities.
Eleven young people secured employment with McDonald’s, enabling them to take steps toward independence while gaining practical work experience.
Three young people received university offers and are now preparing to begin the next stage of their academic journeys.
Three participants completed trauma-informed safeguarding qualifications, enhancing their awareness and professional knowledge to better support others.

Music Box is a 10-week programme, delivered in partnership with Finesse Foreva, designed to educate, empower, and create opportunities for young people passionate about live music and the mechanics of planning and executing successful events.

By addressing the lack of diverse representation in the events industry, the programme provides a pathway to future opportunities, equipping participants with skills and professional connections that are often difficult to access.

Updates and successes:

Twenty beneficiaries have successfully completed the programme to date.
Cohorts 1 and 2 organised and delivered three live music events, representing a significant milestone in their progression into the industry. One beneficiary has since gone on to independently organise and deliver their own live music event.
Cohort 3 is scheduled to commence in September, with a final live music event planned for November 2025.

Report of the Board of Management Year to 30 June 2025

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Asylum to Autonomy delivered in partnership with Bluetouch London, began in February 2025 with the mission to empower young people (aged 16–21) seeking asylum and from refugee backgrounds to become community leaders and positive role models.

Updates and successes:

One young person has secured a place at secondary school and been successfully selected for the Cambridge STEM programme, representing a major step in their academic journey.
Ongoing advocacy, especially around Home Office issues, is helping parents of young people in the project feel supported. Parents have described support at "lifegiving" and "confidence-building". As trust grows, so does consistency and morale for the young people involved in the project.

The Digital Mental Health Hub delivered in partnership with Croydon Drop In, aims to empower young people to co-produce a digital mental health hub that improves access to support in Croydon, currently in its second quarter. Updates and successes:

Eight young people have been recruited to the Young People’s Team (YPT), representing a mix of ages, backgrounds, lived experiences, and abilities.
One participant represented the YPT and the young people of Croydon, at the All-Party Parliamentary Group (APPG) on Youth Affairs, delivering a speech about their personal experiences with mental health.
The YPT has identified five core areas for the Digital Hub, reflecting the topics where young people most want support and advice: relationships, safety, loneliness, crisis and education/employment.
The YPT has also established a social media account for the project, managed by the project leads.

Projects coming soon - Summer 25

Odd Girl In delivered in partnership with Bright Futures 4 All, aims to provide an inclusive space for neurodivergent teenage girls to connect, grow and thrive. The project offers a supportive group setting where girls can learn, explore their interests, make friends, and simply be themselves.

Report of the Board of Management Year to 30 June 2025

Entrepreneurial Adventures is a partnership between Good Food Matters, Croydon Mencap, and Knowledge and Practice. The project aims to empower young people with learning disabilities through real-world business and catering experience.
ContentMENT delivered in partnership with Mentivity, takes a fresh approach to mentoring by leveraging digital media and creative expression to engage young people. This 12-week programme supports young people to develop skills in media production and storytelling, alongside essential life skills such as confidence, resilience, teamwork, and communication.

Community Youth Projects

Reedham recognises that schools and Pupil Referral Units (PRUs) are often the first places where we engage with vulnerable young people, offering vital early opportunities to understand their needs and begin building supportive relationships. These settings provide a gateway to wider community support, helping young people access safe and nurturing environments beyond the school day.

Equally, we understand that the pathway can work in the other direction too; voluntary sector organisations often play a crucial role in supporting young people, notably young refugees and asylum seekers, to access education and secure appropriate school placements.

We believe that it is through this collaborative, two-way approach, working in partnership with schools, PRUs, and community-based services, that we can best support the personal and social development needed for vulnerable young people to thrive.

Legacy Youth Zone (Youth Hub) Croydon Central/Northwest

Schools Outreach and Community Engagement project

Approaching the end of its third year, the School and Community Engagement Programme - developed in partnership between Reedham and Legacy Youth Zone-continues to support vulnerable children and young people at risk of not achieving their potential. The programme focuses on bridging the gap between schools and community services, enabling young people to access targeted support, build confidence, and participate fully in both education and community life.

One of the key learnings from the past three years is the importance of consistent and inperson engagement within schools. The School and Community Engagement Manager has spent significantly more time on in schools, building trusted relationships with young people, school staff, and pastoral teams. While this hands-on involvement has been instrumental in the programme’s success, it has also limited capacity for broader strategic development. For years 4/5, approved by trustees in April 2025, we are looking at expanding the delivery team to balance the need for both operational presence and strategic growth, ensuring we can meet increasing demand while exploring new partnerships and innovations.

Report of the Board of Management Year to 30 June 2025

To support this, we have already introduced sessional youth workers into the programme this year. By engaging directly with young people in schools, these youth workers are helping to embed the initiative within Legacy’s core offer, increase capacity, and strengthen continuity of care.

As engagement and retention have grown, so too has the need for more targeted and intensive support. This includes safeguarding measures, clinical supervision, and 1-to-1 support for volunteers. Legacy’s Volunteer Coordinator continues to play a pivotal role, recruiting and managing volunteer mentors who provide consistent support to young people, while also handling wellbeing check-ins, development, and safeguarding oversight.

Looking ahead, we recognise the need to strengthen relationships with parents and carers – a vital but often challenging area of engagement. We aim to partner with organisations specialising in family support and introduce more informal, accessible opportunities for families to connect with Legacy in years 4 and 5 of the programme. By celebrating young people’s achievements and building trust with parents and carers, we can reinforce the holistic, wraparound support that underpins the programme’s success.

a vital but often challenging area of engagement. We aim to partner with organisations specialising in family support and introduce more informal, accessible opportunities for families to connect with Legacy in years 4 and 5 of the programme. By celebrating young people’s achievements and building trust with parents and carers, we can reinforce the holistic, wraparound support that underpins the programme’s success.paround support that underpins the programme’s success.around support that underpins the programme’s success.pport that underpins the programme’s success.ort that underpins the programme’s success.pins the programme’s success.ins the programme’s success.programme’s success.rogramme’s success.gramme’s success.ramme’s success.	a vital but often challenging area of engagement. We aim to partner with organisations specialising in family support and introduce more informal, accessible opportunities for families to connect with Legacy in years 4 and 5 of the programme. By celebrating young people’s achievements and building trust with parents and carers, we can reinforce the holistic, wraparound support that underpins the programme’s success.paround support that underpins the programme’s success.around support that underpins the programme’s success.pport that underpins the programme’s success.ort that underpins the programme’s success.pins the programme’s success.ins the programme’s success.programme’s success.rogramme’s success.gramme’s success.ramme’s success.	a vital but often challenging area of engagement. We aim to partner with organisations specialising in family support and introduce more informal, accessible opportunities for families to connect with Legacy in years 4 and 5 of the programme. By celebrating young people’s achievements and building trust with parents and carers, we can reinforce the holistic, wraparound support that underpins the programme’s success.paround support that underpins the programme’s success.around support that underpins the programme’s success.pport that underpins the programme’s success.ort that underpins the programme’s success.pins the programme’s success.ins the programme’s success.programme’s success.rogramme’s success.gramme’s success.ramme’s success.
Overall number of schools engaged over duration of project 11
Primary Schools: West Thornton Elmwood Winterbourne for Boys	Secondary Schools: Archbishop Tenison’s, Archbishop Lanfranc Oasis Shirley Park, Harris Beulah Hill Shirley High School, Bensham Manor LinkSchool,HarrisAspire
Number of young people referred to the project in total		256
Numberofyoung people engagedinextracurricularactivities at LegacyYouth Zone:		160

‘Child D was reunited with their father after seven years apart due to custodial arrangements, having been raised by their mother and relatives. Upon arrival in the country, Child D began Year 5 at their primary school, where they struggled with trauma-related behaviour. Concerned about Child D’s challenges, the primary school recommended Legacy to the mother and referred them for support. The stepmother approached the SCE team for one-to-one support to help Child D with social integration and personal development. A well-being plan was created, and Child D was paired with a mentor specialising in behavioural management. Over seven weeks, Child D’s emotional regulation, communication, and social skills improved significantly, with their negative behaviour points decreasing from 82 to 55. Child D’s mother expressed appreciation for the progress made, and the young person felt more comfortable and confident in their new environment, with ongoing support to continue their development.’

Report of the Board of Management Year to 30 June 2025

Good Food Matters community space New Addington Croydon South-East

Safe Space Project

This year, we continued to invest in the Safe Space Project at Good Food Matters (GFM). The project strengthens our support for vulnerable children and young people living in and around New Addington, offering a safe and enriching community hub.

Career Pathways Through Food, Nature & Sustainability

GFM offers immersive, hands-on experiences to introduce young people to potential careers in food growing (organic farming, planting, and harvesting), culinary arts (meal preparation with professional mentoring), and environmental activities (nature-based education and sustainability).

Young people participate in cooking clubs, allotment work, and HAF Camps, gaining both practical skills and career awareness. Highlights include:

Several young people pursuing Level 2 Food Hygiene certification
Experience in catering and event food service
Skills development in teamwork, time management, problem-solving, and business awareness

At Reedham Trust’s 180th anniversary event, a previously withdrawn participant overcame social anxiety, confidently engaging with professionals. Since then, he has flourished and is actively pursuing culinary school, inspired by his experience.

Special Educational Needs (SEN) Work Experience Programme

In partnership with The Write Time and Addington Valley, GFM provided work experience to 11 SEN students: 8 from Addington Valley, 3 from The Write Time. Students have prepared meals for volunteers, building culinary skills, confidence, and increased social interaction.

New work stream: Displaced Young People & Families Programme

Launched in March 2025 and funded by the Displaced Children’s Education and Wellbeing Fund, this initiative supports refugee and asylum-seeking families. Funding from Reedham supports staff capacity to deliver the programme.

Building on our successful WeLearn Together pilot, the programme delivers:

Education & ESOL: 36 after-school sessions for 30 young people, with a goal of 80% showing improved English by March 2026
Wellbeing : 30 sports sessions for 50 children, targeting a 70% improvement in selfreported wellbeing
Community Integration: 12 monthly family events promoting belonging and connection, including a Crystal Palace fun day and summer fair
Trauma-Informed Support: One-to-one wellbeing support for 30 young people, with a target of 60% improved emotional resilience
Wraparound Support: 90% of adults accessing ESOL, mental health, legal, or employment services
Evaluation: Ongoing monitoring with final impact reporting due April 2026

Report of the Board of Management Year to 30 June 2025

This programme prioritises safeguarding, inclusion, and long-term integration.

BRITE Box Programme

Having completed a full year, the BRITE Box initiative-delivered by GFM in partnership with the NHS Health Innovation Fund-provides weekly recipe boxes to children selected by their schools. Funding from Reedham supports staff capacity to deliver the programme.

In June, GFM visited Parliament with Croydon MP, Natasha Irons, to advocate for the initiative and its potential expansion. The visit marked an important step in raising the project’s profile and building long-term support.

Each BRITE Box includes:

Pre-weighed ingredients
Child-friendly, step-by-step recipes
Meals designed for a family of five
Recipes costing under £5 to replicate at home

While many recipients are from low-income or free school meal-eligible families, schools also recommend children based on factors such as poor nutrition or food acceptance challenges. BRITE Box aims to bring families together around food, building skills and confidence to enjoy cooking and eat well.

Croydon North-East Waterside Centre

We have continued to explore, with Croydon Voluntary Action (CVA), the feasibility of establishing a youth hub for service delivery, within the Waterside Centre in South Norwood

Discussions have been ongoing with Croydon Council to secure a 125-year lease to enable a new flagship Youth and Community Centre, with a bespoke youth hub, on this siteAcross Croydon: Organisations within the Croydon Youth Consortium continue to run Holiday activities in the community to keep vulnerable children and young people safe and engaged outside school.

CUT IT OUT – we supported this event and funded the CYC kits. Cut It Out is a footballing event born to unite the Croydon community. It provides an opportunity for young south Londoners to play on the pitch at Selhurst Park and introduce at-risk young people to local organisations that can help divert them away from gang activity and crime

Family Support Project

We set up the Family Support Programme, led and delivered by Croydon Refugee Day Centre, in response to the clear need to provide systematic, front-line voluntary sector support to vulnerable children and young people and their families, who are amongst the most disadvantaged in our society.

Report of the Board of Management Year to 30 June 2025

The Family Support Programme has three main aims: to improve access to educational opportunity; to empower parents by supporting them to understand and navigate UK systems so that they are better able to advocate for their child(ren); and to support better transitions (between both systems and geographical areas), so that children do not fall through the cracks.

Over the first year of the project, we have supported 276 individual children from 186 family groups. Families have come from over 35 different countries of origin and have spoken over 23 different languages.

Sessional support and school applications in year 1

‘This role is having a significant impact on the ability to ensure children are in school as soon as practical. ‘The post holder is working closely with the Asylum seekers and Displaced People team, with excellent communication in relation to complex cases.’ Croydon Council Lead for Asylum Seekers and Displaced People.

The project has played a vital role in supporting young refugees and asylum seekers. As a result, we have expanded it into a three-year initiative, with a stronger focus on creating community opportunities for young people in the second year.

Strategic Partnerships

In 2024/25 the Reedham and CVA collaboration has:

Coordinated a CYC bid to the Maudsley Charity’s Building Brighter Futures that will result in CVA and Reedham managing a 3-year project that provides systemsleadership in tackling the mental health crisis
Negotiating with the Council on the creation of a flagship Youth & Community Hub at the Waterside Centre in South Norwood Lake Park

Going into 2026, CVA and Reedham are preparing for a merger by putting a strategic framework in place, one based on the twin pillars of community and youth.

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Our strategic framework invokes the need for leadership, coordination and investment:

Leadership at every level of Civil Society – with young people given a real stake in shaping Croydon’s future
Coordination of effort across Civil Society – supporting our partners to innovate local delivery-models that meet the highest standards
Investment in our local communities and in partnership projects supporting the most vulnerable children and young people in the borough

CVA and Reedham have considerable agency to bring to this, but our contribution becomes so much greater when it is joined with the complementary leads being taken by our strategic partners. All statutory and voluntary bodies have their own plans and strategies to deliver on and, in common with us, they’re all seeking an alignment of priorities and resources. So, our aim between now and September 2026 is to help build a recovery programme that can only be delivered if we take partnership-working in Croydon to another level. Our goal over the next 12 months is to consult with all our community networks and all our strategic partners - Croydon Council, Croydon NHS, Croydon Police, Croydon College, the Unibail-Rodamco-Westfield Group, the London Community Foundation, SME Local CIC and others - bringing local communities and young people with us every step of the way.

Croydon has so many priorities to meet, including those that Reedham and CVA are putting resource into:

National Youth Strategy

This year has seen the Government’s launch of a new National Youth Strategy , responding to the decimation of youth services over the years and endorsing a model of youth provision that closely resembles the CYC’s focus on schools, families and communities. Our focus is on taking every opportunity to bid into funding programmes that support the Croydon model of youth provision we’ve developed with our CYC partners – and bring youth services to as many young people as we can.

Youth & Community hubs

In championing the Youth & Community Hub model, Reedham and CVA are promoting those partnerships and collaborations that enable organisations to deliver cost-effective activities and services closest to where they are needed most. We are partnering with the Council to create a new Youth & Community Hub in South Norwood Lake Park. The ambition is to develop a network of Youth & Community Hubs in Croydon.

Mental Health of Young People

Reedham and CVA are supporting the Croydon Mental Health Partnership (MIND in Croydon, Croydon Drop-In, Off The Record, the Palace for Life Foundation, BE Inspired and Reaching Higher) to innovate a ‘rapid, relational response’ service supporting young people - whose mental health needs are going unmet, aggravated by lengthy waiting-lists -to access nonclinical and culturally sensitive services that put them on pathways to better mental health and employment.

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Inclusive Citizenship

In partnership with Croydon Council, Reedham and CVA are planning to launch the Croydon Civil Society Alliance, creating a new leadership model that encourages our communities and our young people to represent themselves in the corridors of power and be the agents of real change.

Volunteering

Reedham and CVA will collaborate on a core volunteering offer for the borough that continues to add incredible value to all local services. Additionally, we will support our strategic partners to involve volunteers effectively in their work – partnering with Croydon College to boost youth volunteering opportunities in Croydon.

Digital Platform

There’s a strong appetite in Croydon for a new narrative, one that instead of criticising our borough, takes pride in all we have to offer. Supported by SME Local CIC, we are setting up an algorithm-driven and future-facing brand that aligns Reedham and CVA with a youthcentred vision – one that strengthens community engagement, counters negative narratives about Croydon and amplifies the positive stories and local change-making underway across the borough.

Leveraging Funds

Combining the Reedham investment capacity with the CVA fundraising capacity has created a platform for community-led delivery-partnerships tackling the food poverty, social isolation, domestic violence and mental health pressures that escalated after the pandemic - not least across Croydon’s most vulnerable communities and with young people invariably at the sharp end. Our aim is to be part of a broader, more concerted effort to pool resources and target funds at VCS providers co-producing their activities with local communities and young people and evidencing the full impact of their work in transforming people’s lives.

Capacity Building

The flip side of investment is coordination. In order to put Croydon’s best foot forward - for example in delivering on the neighbourhood objectives in the Government’s NHS 10-Year Plan - we are well-advised to support community-action at its grassroots where prevention starts. It’s at these grassroots that capacity building is needed most, for groups rich in their connections with local communities but hard-pressed on budgeting for training, IT systems and quality standards.

Report of the Board of Management Year to 30 June 2025

Fundraising

2024/2025 was a steady and purposeful year for fundraising at Reedham Children’s Trust, marked by a strong focus on supporting our partners through opportunity identification, training, and capacity building. These efforts were all aimed at one central goal: extending our reach and deepening our support for vulnerable young people in Croydon. We’ve continued to strengthen relationships, both with long-standing partners and new collaborators, and were honoured to be named Pension Protection Fund’s Charity of the Year for a three-year term. As we look ahead, we remain committed to growing our impact and unlocking even greater possibilities for the young people we support.

We are especially grateful for the committed support of our long-term supporters. We would like to extend a special thanks for their ongoing support this year to:

Reedham Guardians

W Paul Julius BSc (Hons) FloD Richard Link Patricia Phillips Charles and Joanna Pope

Ambassador:

Henry Weir

• Reedham Children’s Champions – individuals: Rawle Beckles Liz Collins Anne Fixter Judith Kidd John Peaty Paul Reed Ian Southerden Janet Wood Mr and Mrs Lawson Leonard Ng

• Reedham Children’s Champions – Addiscombe & Shirley Rotary BRIT School, The Centrale & Whitgift, Croydon Christ Church Methodist, Addiscombe Christ Church CofE School, Purley Croydon FC Dunelm, Croydon Gants Hill URC Hands on London Harris Primary Academy Kenley Leapfrog Day Nursery Margaret Roper Primary School Morrisons, Purley Way Natwest Bank (Croydon Branch) Neighbourly Paul Meakin Estate Agents

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Pension Protection Fund Royal Russell School SE Interiors Ltd Skipton Building Society (Croydon Branch) Snapchat South Croydon Benefice Spring Move Stiles Harold William Partnership St Christopher’s Parish St Mary and St Shenouda’s Coptic Catholic church Transform to Fit (T2FIT) TK Maxx & Homesense Waitrose Coulsdon Wrap Up London

• Trusts and Foundations : Albury’s Charitable Foundation Greendale Foundation Gwen Julius Charitable Trust Green Hall Foundation Hollick Family Foundation

In Loving Memory of our long-term children’s advocates:

Ann Smith
Barbara Parsons
Catherine Williams

Croydon Children’s Champions

This year, we’ve been lucky to experience incredible community spirit, with local children, schools, and organisations rallying together to support Reedham Children’s Trust.

A heartfelt thank you to Harris Primary Academy Kenley and Christ Church C of E School in Purley , whose pupils have spent the past school year fundraising for us. From running races and hosting tuck shops to taking part in an array of sponsored activities, their enthusiasm, creativity, and generosity have been truly inspiring. We’re so grateful to the pupils, staff, and families for making such a meaningful difference for vulnerable children and young people.

We’re also deeply appreciative of Shirley and Addiscombe Rotary , long-standing champions of our work, who donated £500 to our Croydon Safe Space project, helping provide nutritious food and enriching activities for local young people.

Our thanks also go to Royal Russell School for their ongoing invaluable support; Hands On London for delivering their much-loved giggle packs and new stationery packs; and Leapfrog for continuing to supply vital food provisions. This year, we’ve also welcomed new supporters, including St Christopher’s Parish and TKMaxx & Homesense , whose contributions are already making an impact.

Together, these champions are helping us build brighter futures for children and young people

across Croydon.

Report of the Board of Management Year to 30 June 2025

School uniform appeal

Thank you to Snapchat and a host of individual donors who have donated over £300 worth of new school items.

Food and Food Vouchers

With the cost-of-living crisis driving food prices to record highs, Reedham has worked hard to raise funds to help vulnerable families through a mix of physical food donations and supermarket vouchers.

At Christmas, we were able to provide over £1,000 worth of food items and £1,150 in vouchers, ensuring families could enjoy a festive meal. In the new year, a further £2,389 in vouchers was distributed, enabling us to continue supporting families well beyond the holiday season.

Our heartfelt thanks go to SE Interiors , Leapfrog Day Nursery , Waitrose Coulsdon , and the many generous individuals whose contributions made this vital support possible.

Report of the Board of Management Year to 30 June 2025

Christmas 2024

Providing relief at Christmas has long been a priority for Reedham Children’s Trust, to ensure local vulnerable children receive at least one present to open on Christmas day and to provide food for each family. We are truly grateful for the amazing kindness from our supporters and local residents. Our sincerest thanks and gratitude, once again, for making Christmas special and coming together to help those who are vulnerable within our community.

We donated:

1316 presents for children ages 0-18, plus 150 gift vouchers
▪ 350 Preloved coats were donated
£1000 worth of physical food
Over £3500 worth of food vouchers were donated (including after Christmas)

Food was distributed between Croydon Refugee Day centre and four local schools and presents were donated to Four local schools and Presents were distributed across four primary schools and ten local charities/voluntary groups supporting children across the borough.

We were incredibly fortunate to receive support from over 50 individuals and 20 companies/local groups. A special thank you goes to Centrale & Whitgift, SE Group, T2FIT, The BRIT School, Royal Russell School, Morrisons Purley Way, Christ Church Methodist Addiscombe, Snapchat, Spring Move, Stile Harold William Partnership LLP, , St Mary & St Shenouda’s Coptic Orthodox Church, Dunelm (Croydon), Paul Meakin Estate Agents, NatWest (Croydon) PPF, Skipton Building Society (Croydon), Hands on London, Wrap up London, South Croydon Benefice, Margaret Roper School, Waitrose Coulsdon and all the individuals that donated via Amazon or Centrale & Whitgift.

Gifts Partner: Centrale & Whitgift

Reedham Children’s Trust was again nominated as Centrale & Whitgift’s main charity beneficiary for their Christmas campaign & 2024. Hundreds of members of the Croydon community donated many wonderful presents, supporting over 500 local children.

Report of the Board of Management Year to 30 June 2025

Gift Partner: Paul Meakin.

This year we were joined by Paul Meakin Estate agents, who rallied customers around their Selsdon and Sanderstead branches – the community truly came together and donated 245 presents!

Food Partners: SE Interiors Ltd

We were delighted to partner with SE Interiors for the second year running, not only did they buy the food, but they also helped us pack and delivered!

Volunteer support

Volunteer Support – update this version and new pics

As a local charity, we value our volunteers highly. They are a huge part of making our work possible. Over the Christmas period, we were lucky enough to have support from the People’s Pension Fund . Multiple teams took part across the month of December, diligently logging presents, allocating each present to the right child, lovingly wrapping and labelling gifts – and in some cases, delivering them to our charity partners to distribute. Thank you so much to the People’s Pension Fund, we really could not have done it without you!

Thank you also to all the individual volunteers that helped us throughout the year.

Report of the Board of Management Year to 30 June 2025

We are looking to make Christmas 2025 even bigger and better and for the first time in the charity’s history will be taking part in the Big Give.

Corporate Partnerships

In May 2025 we were officially announced as charity partner of the year for Pension Protection Fund (PPF), for a three-year term.

PPF has been a valued supporter of Reedham for several years, particularly through their generous volunteering during the festive season. Each Christmas, their staff have helped us collect, log, wrap, and deliver thousands of gifts to children and young people across Croydon, spreading joy when it’s needed most.

We’re incredibly excited to build on this partnership over the next three years, with even more opportunities for volunteering and a host of Fundraising events and challenges to get involved in. Together, we’ll raise vital funds to support vulnerable children and young people and have a great time doing it!

Events – Celebrating 180 years.

Lastly but by no means least, we celebrated Reedham children’s trust reaching its 180[th] year! We combined the celebration with the launch of our new Youth Innovation fund. Over 80 guests attended and saw firsthand demonstrations and talks from a mix of our exciting new projects.

Fundraising Plans 2025/2026

In 2025/26, we will expand our fundraising efforts to strengthen the resources we dedicate to youth innovation projects, programmes that deliver direct, face-to-face support for vulnerable children, young people, and their families across Croydon.

Our priorities for the year ahead include:

Helping both new and established partner charities raise their visibility and secure sustainable funding for the future.
Attracting philanthropic investment to drive forward youth innovation initiatives.
Partnering with local businesses and community groups to channel financial support into opportunities for Croydon’s young people.

Report of the Board of Management Year to 30 June 2025

Growing the reach and impact of our flagship campaigns: Croydon Children’s Champion , the School Uniforms Appeal , and our Christmas Toy and Food Voucher Appeal .

Governance

The Board of Management has continued to monitor and review the charity’s business and financial strategy, focusing on the second operational year of its new strategy to reallocate a significant portion of the charity’s capital investment into an innovative Youth Innovation Fund (YIF) to enable better access to high quality, coordinated support services by vulnerable children and young people across Croydon, and thereby maximise its charitable impact.

Advisory Committee for YIF (AC YIF)

Having developed the Model for Youth Provision and the Memorandum of understanding between Reedham and CVA, approved by the Board last year, the AC YIF continues its crucial function of quality assuring applications from CYC partners to recommend to Reedham Board for investment sign off. The committee has convened 4 times to interview project applicants and to make recommendations to the Board of Trustees.

The Board has been particularly mindful of:

The development of a recording and reporting framework to monitor impact of investment in innovative projects on organisations’ potential to deliver radical, effective youth work.
Numbers of children and young people able to access and benefit from these front-line support activities across all parts of the borough of Croydon.
The ability of voluntary sector organisations to join up/collaborate and increase support and social impact for young people and their families.
Fundraising opportunities for this kind of strategic approach.

In line with these priorities, the Board has requested a formal evaluation of the current projects concluding this summer. This evaluation will assess:

The effectiveness and alignment of funded projects with the Fund’s original priorities.
The overall success and sustainability of the organisations supported.
Necessary adaptations to better support ongoing projects and improve the experience for future applicants.

This review will help inform the next phase of the Fund, ensuring it continues to invest in highimpact, collaborative, and forward-thinking youth provision across Croydon.

Governance Management

The Board of Management is committed to excellence in governance and ongoing self-review and development, always working to the principles in the Charity Commission’s Code of Governance in all meetings. Recruitment remains a key tool to ensure there is a full Board

Report of the Board of Management Year to 30 June 2025

which represents the widest possible diversity across all areas. Two long-serving Trustees resigned this year, which paves the way for further recruitment to strengthen the Board’s knowledge and expertise.

Plans for Future Periods

The Board of Management of Reedham and CVA continue to work closely towards merger subject to satisfactory resolutions of any arising issues. Should the merger with CVA proceed, Reedham would no longer exist in its current form following completion. However, the organisation’s programmes and charitable purpose would be preserved within the new merged structure .

Youth Partnership Services

Youth Innovation Fund Projects We are conducting a review of the Youth Innovation Fund to explore how it can be adapted to better meet the needs of young people in Croydon. Our aim is to strengthen alignment with voluntary and statutory services and foster meaningful collaboration for greater impact. As part of this process, we are drawing on data and the impact captured by project delivers to inform our next steps-comparing emerging themes across projects, considering contextual safeguarding, and recognising a strong focus on mental health and wellbeing.

Schools and Community Engagement (Outreach) programme

We are pleased to confirm that the Schools and Community Engagement (Outreach) programme has been renewed for a further two years. This extension reflects both the success of the work to date and our ongoing commitment to the schools and organisations we work within the programme.

Looking ahead, Years 4 and 5 will place a strong emphasis on parental engagement and community alliance-building, recognising the crucial role families play in supporting young people's development and access to community opportunities.

Our Space Project: New Addington: Continue to work with in partnership with other CIC’s and voluntary organisations to expand young people’s education around food and opportunities in the culinary industry.

Family support Programme Refugees: Our work with refugee and asylum-seeking families will be extended to a three-year programme continuing to operate on a needs-led and reactive basis. This approach is essential given the very short notice these families often face and the impact of changing government policies.

Brighter Futures Fund: We have applied to the Maudsley Brighter Future Fund with the aspiration of working in partnership to develop a more joined-up service for young people in Croydon who are currently on waiting lists for mental health support. This collaboration aims to address service gaps and improve early intervention.

We are meeting regularly with partners to plan a three-year project that will focus on providing timely, accessible, and coordinated mental health support for young people in the local area.

Report of the Board of Management Year to 30 June 2025

The project will particularly focus on supporting young people who may not access traditional counselling or mental health services, or who may require a different kind of intervention better suited to their needs.

Strategic Partnerships

In 2025/26 we shall be

Strengthening the collaborative partnership with CVA and the Croydon Youth Consortium through the second round of the Youth Innovation Fund as well as working on joint bids involving the delivery services of the CYC membership.
Continuing to explore investment in community-based settings/hubs across Croydon.
Developing further relationships and potential partnership working with organisations 1. Supporting young people with additional needs, thinking about how we make our current offers more accessible to this cohort of young people.
Parents of vulnerable young people, recognising the impact parents have on young people accessing community offerings.

Fundraising

Fundraising 24/25 plans

In 2024/25 we will continue to broaden our fundraising to supplement the resources we invest in youth innovation projects which provide face-to-face support to vulnerable children, young people, and their families, across Croydon.

Specifically, we will be:

Supporting new and existing partner charities to raise their profile and to identify and secure future funding
Seeking philanthropic support to invest in youth innovation
Work with companies and groups across Croydon to support a financial investment into young people in Croydon
Growing our key campaigns - Croydon Children’s Champion, Schol Uniforms appeal and our Christmas Toy and Food Voucher appeal

We are delighted to be partnering with Centrale and Whitgift again this Christmas, for a fifth year; with many other local companies and groups pledging their support also.

Governance

Next year, the Board will continue to work in partnership with the CVA Trustees to consider the proposed merger to create a new entity between the two charities.

Report of the Board of Management Year to 30 June 2025

This will continue through monthly meetings and work of the Trustee Advisory Group, which is comprised of the Chairs of both charities along with rotating attendance by Reedham and CVA Trustees to ensure a broad perspective and critical friendship of the proposal and associated work. Within this, a key focus will be the governance model required by the new entity to ensure that the ambition and aspirations can be delivered in a robust and transparent model.

This will include but not be limited to:

Consultations and research
External professional advice and support
Evaluations of both Boards to review and consider ways of working
Skills audit of existing Trustees

Alongside this work, the Board will continue to focus on its compliance responsibilities and will continue to consider how its membership can better represent the life experience of the children and young people and families the charity exists to help. The creation of a youth advisory board is to be considered.

The Board will also retain its commitment to consider:

The impact of investment in innovative projects on organisations’ potential to deliver radical, effective youth work through evaluations;
Numbers of children and young people able to access and benefit from the funded YIF and youth service activities across all parts of Croydon.
The ability of voluntary sector organisations to join up/collaborate and increase support and social impact for young people and their families.

Structure, Governance and Management

Governing Document

Reedham Children’s Trust is a company limited by guarantee governed by its Memorandum and Articles of Association dated 30 June 1981 and registered as a charity with the Charity Commission on 9 June 1963 (initially as Reedham School, subsequently as Reedham Trust and, from 13 June 2014, Reedham Children’s Trust).

Appointment of Members of the Board of Management

The members of the Board of Management, who are also directors of the company and trustees for the purpose of charity law, are appointed in accordance with the Articles of Association of the company. Term of office for members is an initial tenure of three years with a further three-year review cycle as maximum, with scope for a further third term with consensus of the Board to support both the composition and quoracy of the Board.

The charity benefits by having Board members from a wide variety of backgrounds, with a diverse range of skills. The charity values the balance of long-standing experience of the growth of the charity, with new skills, expertise and vision brought in by regular turnover of tenure. This balance ensures the continuity of the strategic aims and vision of the charity while being open to fresh appraisal and innovation.

Report of the Board of Management Year to 30 June 2025

Board Members’ Induction and Training

The Board of Management is committed to a rolling programme of strong governance administration. Each Director (Trustees and the CEO) are required to complete an annual declaration form of Conflict of Interest and to renew their declaration that they are fit to serve as Trustee.

Trustees are expected to attend training sessions related to governance, finance and safeguarding throughout the year in addition to an annual “Away Day” session in the summer. They also are asked to visit schools and community organisations as well as project events that are supported by the charity.

Each Trustee is invited to an annual one to one review with the Chair to develop ideas and to ensure that Trustees are providing maximum support and to identify any development needs. Trustees also are always welcome to meet 1:1 with the CEO to share or discuss ideas.

The charity has recognised and celebrated the diversity of our Board in respect of gender and ethnicity, but it also recognises the need to monitor and maintain this to ensure the broadest possible range of expertise and knowledge.

Compliance

The charity takes individuals’ right and safety of personal information seriously. We have undertaken an extensive annual review of the organisation’s data systems and processes in line with our ongoing GDPR (General Data Protection Regulations) compliance.

Our fundraising strategy is key to sustaining the work of the charity in supporting vulnerable young people. We are members of the Fundraising Regulator and comply with the Fundraising Code of Practice.

We have had no complaints regarding our fundraising during the year. We aim to respond to all complaints individually and promptly. Our complaints procedure is on our website and any complaints would inform our fundraising strategy going forward.

The charity does not use any third-party fundraisers. We never undertake cold calling nor cold mailings. Our approach is to increase our donor base through personal introduction and ongoing communication with consent. As a charity we are diligent in respecting and seeking to protect the rights of vulnerable people.

Organisation

Members of the Board of Management administer the charity and are listed within this document and on our website. There are currently 5 members of the Board, which meets on a quarterly basis.

Finance, Investment and Policies Committee

This committee was established in May 2024 with its primary purpose being to report and make recommendations to the Board of Management regarding the best use of the charity’s resources. The committee ensured that all trustees are fully aware of their responsibilities regarding financial and asset management and the current regulatory environment as outlined by the Charity Commission.

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The major financial objective of the Board of Reedham Children’s Trust is to fund its activities. Investments are held to generate capital returns more than inflation and to achieve sustainable total returns within its risk profile. It has a clearly defined Investment Policy Statement, which sets out the charity’s specific goals and objectives and is reviewed annually by the Finance, Investment and Policies Committee.

In terms of implementation, Reedham Children's Trust delegates the day-to-day management of its investment assets, under a discretionary management contract, to an FCA regulated investment management company who report, on a regular basis, to the CEO, to the Chairman for finance and investment, and to the Board of Management.

The prudent financial management of the charity’s funds over past years has enabled the organisation to underwrite the commitment we make to children and families when we have awarded grants for assisted boarding or specific projects to benefit vulnerable children and young people.

Responsibilities of the Board of Management

The Board is responsible for preparing the Report of the Board of Management and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

The law applicable to charities in England and Wales requires the Board to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the income and expenditure of the charity for that year. In preparing financial statements giving a true and fair view, the Board is required to:

 select suitable accounting policies and then apply them consistently.
 observe the methods and principles of the Accounting and Reporting by Charities: Statement of Recommended Practice (SORP) applicable to charities preparing their financial statements in accordance with the Financial Reporting Standard applicable to the United Kingdom and Republic of Ireland (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 Board is responsible for keeping proper accounting records, which disclose with reasonable accuracy at any time, the financial position of the charity and which enable them to ensure that the financial statements comply with the Companies Act 2006 and the applicable Charity (Accounts and Reports) Regulations. The Board is 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.

Report of the Board of Management Year to 30 June 2025

In so far as the trustees are aware:

there is no relevant audit information of which the charitable company's auditors are unaware; and
trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.

Key management personnel

Sarah Smart continued in the role of Chief Executive Officer (CEO), managing the daily operation of the charity until 31 March 2025, when Sarah Burns joined the charity as CEO. The CEO and Board of Management are deemed to constitute key management personnel. The salary of the CEO is reviewed annually by the Board of Management. No Board member received any remuneration during the year.

Risk Assessment

The Board has in place a detailed Risk Management Policy and Board members meet annually to review the charity’s governance, operational and financial risks. These procedures include identification of the types of risk to which the charity is exposed, estimation of the likelihood of occurrence and potential impact, and identification of the means to mitigate the effects of major risks. The key risks identified by the charity are:

 Loss of key staff: There are systems in place which demonstrate value and respect for our staff, such as appraisal for professional development and flexible working opportunities. We have identified our core activities, and all staff are aware of cover procedures to manage these if needed. There is detailed succession planning and handover periods where required.
 Disaster recovery and loss of property: There is a formal disaster recovery plan which is reviewed annually by trustees. Electronic documents and emails for the Trust are stored securely in the cloud using Microsoft Office 365. The Trust maintains a server at the office which holds the Children’s Services database. This server is securely backed up to the cloud using Microsoft’s cloud backup services. The Trust contracts with an external IT support provider to assist in the configuration and management of its on-premises and cloud-based services.
 All staff have remote access working facilities and can work from home in the event of a disaster or major risk, such as we have employed during the pandemic.
 Protection of our assets and generating future income: We have an investment policy and reserves policy which is reviewed and agreed annually. Investment monitoring and reporting of performance is undertaken quarterly, and meetings with our investment manager bi-annually. We have specialist investment expertise represented on the Board.

Report of the Board of Management Year to 30 June 2025

From the period beginning 1 July 2025 and leading up to the planned merger with CVA, the Board will continue to focus on the activities and resources required to deliver “business as usual”. As merger planning progresses, the Board is also monitoring risks associated with organisational transition, including governance, continuity of services, and the integration of operations into the newly constituted body.

Financial Review

The total income for the year amounted to £261,390 (2024: £287,387 ). The decrease in income is due to a decrease in dividend income from the investment portfolio.

Total expenditure for the year amounted to £693,227 (2024: £550,631).

Grant awards are monitored on a quarterly basis and reviewed annually. Regular reassessment of the charity’s priorities and grant-giving practices takes place to ensure that funds are expended as effectively as possible.

Investment Policy

The charity’s investment policy is to maintain the real value of its investment assets whilst generating a stable and sustainable income. The investment income will be used to provide intervention support to children and young people, as well as to their families enabling programmes and activities through grassroots organisations and charities.

The Reedham Children’s Trust equity holdings are to be invested directly in global and UK equities including in Europe, Japan and Emerging Markets (75%), active bond funds (23%) and money market funds (2%).

The Board has adopted a long-term strategic approach with the flexibility to follow the principles of a total return policy. Any shortfall in the budgeted investment income could, therefore, be made up by an equivalent amount being realised from the investment portfolio.

Whilst the performance benchmark is a fixed weight one, rebalancing around the benchmark would occur within set parameters. The performance of all assets is assessed against recognised indices. The investment total return for the year was 3.5% compared to a benchmark of 6.1%.

Reserves Policy

The charity’s total reserves at 30 June 2025 amounted to £9,135,165. The fixed asset fund and designated fund of the charity represents the carrying value of the charity’s tangible fixed assets and investments at 30 June 2025. The fixed asset fund has been ring-fenced in a separate fund to demonstrate that the assets are being held by the charity for the long term; the tangible fixed assets for use in the running the charity’s activities; and the investments for the generation of future income

Report of the Board of Management Year to 30 June 2025

During the year, the Board oversaw year two of its 3 year strategic and financial plan and in alignment with that plan, reviewed the Reserves Policy (the “Policy”) to ensure the delivery of the plan while ensuring at the same time it continues to meet the existing commitments of the charity. The Board continued the Policy whereby a minimum level of unrestricted reserves would be maintained to cover its commitments - being the sum of all project costs and the next three years of operating costs to ensure stability of services to support vulnerable children and young people.

It is anticipated that the three years of costs will continue at the rate of £500k pa (£1.5m over three years), but until the outcome of the merger discussions between Reedham and CVA have concluded this cannot be finally agreed. However for the purposes of the reserves policy for 2026 it will remain at the current rate".

As of 30 June 2025, the unrestricted reserves of the charity were £9,135,165 which exceed the commitments of £2,700,000 as required by the policy.

The Board of Management will, on an annual basis, review compliance of the policy.

Going concern

The Board of Management has agreed in principle to merge with CVA subject to resolution of any arising issues. The proposed merger will be achieved by reconstituting the company currently known as CVA so that it becomes the New Charity, with a new name and brand simultaneously transferring the assets of Reedham into the New Charity.

The Board of Management considers that the charity has adequate resources to continue in operational existence up to the planned legal completion of the merger with CVA.

Approved by order of the Board on:

M Nevill

Chairman

11 March 2026

Independent auditor’s report to the members of Reedham Children’s Trust

Opinion

We have audited the financial statements of Reedham Children’s Trust (the ‘charitable company’) for the year ended 30 June 2025 which comprise the statement of financial activities, the balance sheet, and statement of cash flows, the principal accounting policies and the notes to the financial statements. 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 charitable company’s affairs as at 30 June 2025 and of its income and expenditure for the year then ended;
 have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
 have been prepared in accordance with the requirements of the 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 charitable company 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.

Emphasis of matter – financial statements prepared on a basis other than going concern

We draw attention to the ‘basis of preparation’ disclosure within the statement of accounting policies at page 45, and the ‘post balance sheet events’ disclosure at note 17 to the financial statements, where the Board of Management has explained the intended plans for Reedham Children’s Trust to merge with CVA. As set out in the financial statements, it is expected that the activities, assets and liabilities will transfer as part of the merger process, with completion anticipated during the forthcoming financial year.

Following this transfer, Reedham Children’s Trust, as a separate legal entity, is expected to cease trading. Accordingly, the Board of Management have prepared the financial statements on a basis other than going concern. As disclosed in the notes to the financial statements, no adjustments were required to the carrying value of the charity’s assets or liabilities as a result of preparing the financial statements on this basis. Our opinion is not modified in respect of this matter.

Our responsibilities and the responsibilities of the Board of Management with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the annual report and financial statements, other than the financial statements and our auditor’s report thereon. The Board of Management is responsible for the other information contained within the annual report. 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 course of 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 the audit:

 the information given in the Board of Management’s report, which is also the directors’ report 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 Board of Management’s report, which is also the directors’ report for the purposes of company law, has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Board of Management’s 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:

 adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
 the financial statements are not in agreement with the accounting records and returns; or  certain disclosures of the Board of Management’s remuneration specified by law are not made; or
 we have not received all the information and explanations we require for our audit; or
 the Board of Management was not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preparing the Board of Management’s report and from the requirement to prepare a strategic report.

Responsibilities of the Board of Management

As explained more fully in the Board of Management’s responsibilities statement set out on page 32, the Board of Management (whose members are also the directors of the charitable company for the purposes of company law and the trustees of the charity) is 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 Board of Management determines 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 Board of Management is 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 Board of Management either intends to liquidate the charitable company or to cease operations, or has no realistic alternative but to do so.

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.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

We obtained an understanding of the legal and regulatory frameworks applicable to the charitable company. We determined that the following laws and regulations were most significant: the Companies Act 2006, the Charities Act 2011 and the Statement of Recommended Practice (SORP (FRS102)).
We understood how the charitable company is complying with these legal and regulatory frameworks by making enquiries to management and those responsible for legal and compliance procedures. Through our enquiries we corroborated these views by our review of Board minutes.
We assessed the susceptibility of the charitable company’s financial statements to material misstatement, including how fraud might occur.

Audit procedures performed by the audit team included:

Enquiries with management, whether they have any knowledge of any actual, suspected or alleged fraud;
Challenging assumptions and judgements made by the Board of Management in its significant accounting estimates;
Identifying and testing journal entries; and
Assessing the extent of compliance with the relevant laws and regulations, as part of our procedures.

As a result of our procedures we did not identify any key audit matters relating to irregularities.

There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the Board of Management and other management and the inspection of regulatory and legal correspondence, if any.

Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

A further description of our responsibilities is available on the Financial Reporting Council’s website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

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.

Katharine Patel (Senior Statutory Auditor) For and on behalf of Buzzacott Audit LLP, Statutory Auditor 130 Wood Street London EC2V 6DL

17 March 2026

Statement of financial activities Year to 30 June 2025 (Including an income and expenditure account)

			Unrestricted
		General	Fixed asset	Designated	Restricted	Total	Total
		fund	fund	fund	fund	2025	2024
	Notes	£	£	£	£	£	£
Income and expenditure
Income from:
Donations and legacies	1	50,183	–	–	51,488	101,671	94,127
Investments	2	159,719	–	–	–	159,719	193,260
Total income		209,902	–	–	51,488	261,390	287,387
Expenditure on:
Raising funds
. Investment management
costs		32,223	–	–	–	32,223	29,921
. Fundraising and event
costs	5	139,052	7,337	–	–	146,389	143,972
Charitable activities
. Children’s services	6	454,510	11,006	-	49,099	514,615	376,738
Total expenditure		625,785	18,343	-	49,099	693,227	550,631
Net (expenditure) before
transfers and net gains on
investments		(415,883)	(18,343)	-	2,389	(431,837)	(263.244)
Net gain on investments	9	–	163,453	–	–	163,453	1,144,212
Net (expenditure)/income		(415,883)	145,110	-	2,389	(268,384)	880,968
Transfers between funds	12	327,747	(327,747)	–	–	–	–
Net movement in funds
before other recognised
gains		(88,136)	(182,637)	-	2,389	(268,384)	880,968
Other recognised gains
Loss on revaluation of fixed	8
assets		-	(4,000)	-	-	(4,000)	133,977
Net movement in funds for
the year		(88,136)	(186,637)	-	2,389	(272,384)	1,014,945
Total funds brought forward
at 1 July 2024		120,709	9,280,738	-	6,102	9,407,549	8,392,604
Total funds carried forward
at 30 June 2025		32,573	9,094,101	-	8,491	9,135,165	9,407,549

The statement of financial activities includes all gains and losses recognised in the year.

All income and expenditure derives from continuing activities in both years.

Statement of financial activities Year to 30 June 2024 (Including an income and expenditure account)

			Unrestricted
		General	Fixed asset	Designated	Restricted	Total	Total
		fund	fund	fund	fund	2024	2023
	Notes	£	£	£	£	£	£
Income and expenditure
Income from:
Donations and legacies	1	72,575	–	–	21,552	94,127	111,878
Investments	2	193,260	–	–	–	193,260	268,028
Total income		265,835	–	–	21,552	287,387	379,906
Expenditure on:
Raising funds
. Investment management
costs		29,921	–	–	–	29,921	23,914
. Fundraising and event
costs	5	139,963	4,009	–	–	143,972	142,464
Charitable activities
. Children’s services	6	334,030	6,013	17,811	18,884	376,738	355,150
Total expenditure		503,914	10,022	17,811	18,884	550,631	521,528
Net (expenditure) before
transfers and net gains/
(losses) on investments		(238,079)	(10,022)	(17,811)	2,668	(263,244)	(141,622)
Net gain (losses) on
investments	9	–	1,144,212	–	–	1,144,212	74,473
Net income/(expenditure)		(238,079)	1,134,190	(17,811)	2,668	880,968	(67,149)
Transfers between funds	12	229,087	(226,898)	(2,189)	–	–	–
Net movement in funds
before other recognised
gains		(8,992)	907,292	(20,000)	2,668	880,968	(67,149)
Other recognised gains
Gain on revaluation of fixed	8
assets		-	133,977	-	-	133,977	-
Net movement in funds for
the year		(8,992)	1,041,269	(20,000)	2,668	1,014,945	(67,149)
Total funds brought forward
at 1 July2023		129,701	8,239,469	20,000	3,434	8,392,604	8,459,753
Total funds carried forward
at 30 June 2024		120,709	9,280,738	-	6,102	9,407,549	8,392,604

Balance Sheet 30 June 2025

		2025	2025	2024	2024
	Notes	£	£	£	£
Fixed assets
Tangible fixed assets	8		282,925		305,268
Investments	9	8	8,811,176	8	8,975,470
		9,094,101	9,094,101	9,280,738	9,280,738
Current assets
Debtors	10	11,506	11,506	104,290	104,290
Cash at bank and in hand		104,222	222	72,718	718
		115,728	115,728	177,008	177,008
Creditors: amounts falling due
within one year	within one year 11	(74,664)		(50,197)
Net current assets			41,064		126,811
Total assets		9	9,135,165	9	9,407,549
The funds of the charity:
Unrestricted funds	12
. General fund		32,573	32,573	120,709	120,709
. Fixed asset fund		9,094,101	9,094,101	9,280,738	9,280,738
. Designated fund		-	-	-	-
		9,126,674	9,126,674	9,401,447	9,401,447
Restricted funds	12		8,491		6,102
		9	9,135,165	9,407,549	9,407,549

The financial statements were approved by the Board on 11 March 2026 and signed on its behalf by:

Chairman - M Nevill

Reedham Children’s Trust

Company registration number 00081410

Statement of Cashflows Year to 30 June 2025

		2025	2024
	Notes	£	£
Cash flow used operating activities:
Net cash used in operating activities	A	(455,962)	(408,774)
		(455,962)	(408,774)
Cash flow from investing activities:
Dividends and interest from investments		159,719	193,260
Purchase of fixed assets		-	(1,050)
Proceeds from the disposal of investments		7,794,016	7,527,662
Purchase of investments		(7,251,773)	(7,434,795)
Capital distribution of investments		-	316
Net cash provided by investing activities		701,962	285,393
Change in cash and cash equivalents in the year		246,000	(123,381)
Cash and cash equivalents at 1 July 2024	B	488,002	611,383
Cash and cash equivalents at 30 June 2025	B	734,002	488,002

A Reconciliation of net movement in funds to net cash flow from operating activities

	2025	2024
	£	£
Net (expenditure)/income in funds (as per the statement of	(272,384)	1,014,945
financial activities)
Adjustments for:
Loss/(Gain) on revaluation of fixed assets	4,000	(133,977)
Depreciation charge	18,343	10,022
(Gain) on investments	(163,453)	(1,144,212)
Dividends and interest from investments	(159,719)	(193,260)
Decrease/(Increase) in debtors	92,784	11,700
(Decrease)/Increase in creditors	24,467	26,008
Net cash used in operating activities	(455,962)	(408,774)

B Analysis of cash and cash equivalents

	2025	2024
	£	£
Cash at bank and in hand	104,222	72,718
Cash held by investment managers	629,780	415,284
Total cash and cash equivalents	734,002	488,002

Statement of Cashflows Year to 30 June 2025

C Analysis of changes in net debt

	At 1 July	Cash	At 30 June
	2024	flows	2025
	£	£	£
Cash and cash equivalents	488,002	246,000	734,002
Total	488,002	246,000	734,002

No separate reconciliation of net debt has been prepared as there is no difference between the net cash (debt) of the Charity and the cash and cash equivalents.

Principal Accounting policies 30 June 2025

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are laid out below.

Basis of preparation

These financial statements have been prepared for the year to 30 June 2025.

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Charities Act 2011. The financial statements have been prepared under the historical cost convention except for the modification to a fair value basis as specified in the accounting policies below.

The charity constitutes a public benefit entity as defined by FRS 102.

All financial information is presented in British Pounds Sterling (£), the charity’s functional currency, and has been rounded to the nearest pound (£).

Critical accounting estimates and areas of judgement

Preparation of the accounts requires the members of the Board to make significant judgements and estimates. The items in the accounts where these judgements and estimates have been made include:

 estimating the useful economic life of tangible fixed assets.

Assessment of going concern

Given this intention, the financial statements basis have been prepared on a basis other than going concern.

No adjustments were needed to the book values of the assets or liabilities of Reedham Children’s Trust as a result of preparation of the financial statements under this basis.

The members of the Board of Management consider that the returns on the investment portfolio together with the underlying capital value are sufficient to meet the anticipated grant commitments for the future years, if required.

Principal Accounting policies 30 June 2025

Income

Income is recognised in the period in which the charity has entitlement to the income and the amount can be measured reliably and it is probable that the income will be received. Income is deferred only when the charity has to fulfil conditions before becoming entitled to it or where the donor or funder has specified that the income is to be expended in a future accounting period.

Gifts in Kind donated to the charity are recognised at the estimated market value.

Investment income

Investment income comprises dividends and interest on the charity’s portfolio of listed investments. Dividends are recognised once the dividend has been declared and the charity has received notification that the dividend is due.

Interest on the charity’s investment portfolio and funds held on deposit is recognised when receipt is probable and the amount can be measured reliably using the effective interest method.

Legacies

Legacies are recognised in the financial statements on a receivable basis, when there is sufficient evidence to provide the necessary certainty that the legacy will be received and the value of the income can be measured with sufficient reliability.

Expenditure

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. It includes VAT which cannot be recovered.

Expenditure on charitable activities comprises grants awarded, holiday scheme costs and the related support and governance costs. Grants awarded represent school fees and related costs payable in the year. They are recognised when approved and when the intended recipient has either received the funds or been informed of the decision to make the donation and has satisfied all related conditions.

Fundraising and events costs are incurred in securing donations to the charity.

Support costs include administration, personnel and governance costs. Governance costs include audit costs and legal costs relating to the charity’s compliance with regulation and good practice.

Tangible fixed assets

Depreciation of tangible fixed assets is charged so as to write off their full valuation/cost, over their expected useful lives at the following rates:

Principal Accounting policies 30 June 2025

Freehold property: The charity follows a policy of revaluation of the freehold property, ensuring that the property is included in the financial statements at its market value based on existing use. The property is depreciated over a 23 year period.

Equipment and furniture: 20% of cost per annum

Website: 25% of cost per annum

Fixed asset investments

The charity’s investments are initially measured at cost and subsequently at market value. Investment gains and losses, whether realised or unrealised, are recognised in the statement of financial activities in the period in which they arise.

Debtors

Debtors are initially recognised at their settlement amount and subsequently at amortised cost or their recoverable amount. Prepayments are valued at the amount prepaid.

Cash at bank and in hand

Cash at bank and in hand represents such accounts and instruments that are available on demand or have a maturity of less than three months from the date of acquisition. Deposits for more than three months but less than one year have been disclosed as short term deposits.

Creditors and provisions

Creditors and provisions are recognised when there is an obligation at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be measured or estimated reliably.

Creditors and provisions are initially recognised at fair value, being the amount the charity anticipates it will pay to settle the debt, and subsequently at amortised cost.

Fund accounting

The unrestricted general fund comprises those monies which may be used towards meeting the charitable objectives of the charity and which may be applied at the discretion of the members of the Board of Management.

The designated funds are monies set aside out of the general fund and designated for specific purposes by the members of the Board of Management.

The restricted funds are monies raised for, and their use restricted to, a specific purpose, or donations subject to donor imposed conditions.

Notes to the Financial Statements 30 June 2025

1. Donations and legacies

1. Donations and legacies
	Unrestricted	Restricted	2025
	funds	funds	Total
	£	£	£
Donations	47,919	51,488	99,407
Income from projects	1,100	-	1,100
Legacies	1,164	–	1,164
2025 Total	50,183	51,488	101,671
	Unrestricted	Restricted	2024
	funds	funds	Total
	£	£	£
Donations	67,282	21,552	88,834
Legacies	5,293	–	5,293
2024 Total	72,575	21,552	94,127
2. Income from investments
	Unrestricted	Restricted	2025
	funds	funds	Total
	£	£	£
Investments	159,275	–	159,275
Bank interest	444	–	444
2025 Total	159,719	–	159,719
	Unrestricted	Restricted	2024
	funds	funds	Total
	£	£	£
Investments	192,538	–	192,538
Bank interest	722	–	722
2024 Total	193,260	–	193,260

2. Income from investments

Notes to the Financial Statements 30 June 2025

3. Allocation of support costs

3. Allocation of support costs
	Raising	Charitable	2025
	funds	activities	Total
	£	£	£
Support salaries	41,242	61,863	103,105
Recruitment, training and other staff costs	1,083	1,624	2,707
Rates and insurance	1,021	1,531	2,552
Upkeep of premises	1,028	1,542	2,570
Utilities	764	1,145	1,909
Stationery, postage and telephone	1,177	1,766	2,943
Office and sundry expenses	2,000	3,000	5,000
Computer consultancy	1,090	1,635	2,725
Website support and hosting	4,069	6,104	10,173
Depreciation:
. Equipment and furniture	184	277	461
. Freehold property	7,153	10,729	17,882
Professional fees	1,484	2,226	3,710
Bank charges	26	40	66
Governance cost - Auditor’s remuneration	4,152	6,228	10,380
2025 Total funds	66,473	99,710	166,183

All support costs have been allocated to activities based on staff time spent.

	Raising	Charitable	2024
	funds	activities	Total
	£	£	£
Support salaries	31,886	47,829	79,715
Recruitment, training and other staff costs	3,638	5,456	9,094
Rates and insurance	1,025	1,537	2,562
Upkeep of premises	844	1,266	2,110
Utilities	1,084	1,626	2,710
Stationery, postage and telephone	1,044	1,565	2,609
Office and sundry expenses	1,712	2,568	4,280
Computer consultancy	1,181	1,772	2,953
Website support and hosting	3,842	5,763	9,605
Depreciation:
. Equipment and furniture	183	274	457
. Freehold property	3,826	5,739	9,565
Professional fees	1,949	2,924	4,873
Bank charges	24	36	60
Governance cost - Auditor’s remuneration	3,960	5,940	9,900
2024 Total funds	56,198	84,295	140,493

All support costs have been allocated to activities based on staff time spent.

Notes to the Financial Statements 30 June 2025

4 . Net expenditure for the year

This is stated after charging:

	Total	Total
	2025	2024
	£	£
Staff costs (note 7)	266,623	247,924
Auditor’s remuneration
Audit	10,380	9,900
Depreciation	18,343	10,022

5. Fundraising and event costs

Fundraising and event costs
	Unrestricted	Restricted	2025
	funds	funds	Total
	£	£	£
Direct costs	79,916	-	79,916
Support costs (see note 3)	66,473	-	66,473
2025 Total funds	146,389	-	146,389
	Unrestricted	Restricted	2024
	funds	funds	Total
	£	£	£
Direct costs	87,775	-	87,775
Support costs (see note 3)	56,197	-	56,197
2024 Total funds	143,972	-	143,972

6. Children’s services

Children’s services
	Unrestricted	Restricted	2025
	funds	funds	Total
	£	£	£
Direct costs: Food and toy vouchers	24,215	3,429	27,644
Direct costs: Onside Youth Zone (Legacy)	37,629	15,000	52,629
Direct costs: Explore Projects	24,330	9,334	33,664
Direct costs: Croydon Refugee Day Centre	14,199	9,503	23,702
Direct costs: CYC Innovation Projects	163,211	11,833	175,044
Other direct costs	102,222	–	102,222
Support costs (see note 3)	99,710	–	99,710
2025 Total funds	465,516	49,099	514,615

	Unrestricted	Restricted	*2024*
	funds	funds	*Total*
	£	£	£
Direct costs: Grants to pupils	17,811	1,553	*19,364*
Direct costs: Food and toy vouchers	25,502	7,873	*33,375*

Notes to the Financial Statements 30 June 2025

Direct costs: Onside Youth Zone (Legacy)	43,293	8,356	*51,649*
Direct costs: Explore Projects	34,412	1,102	*35,514*
Direct costs: Croydon Refugee Day Centre	15,564	–	*15,564*
Direct costs: CYC Innovation Projects	42,556	–	*42,556*
Other direct costs	94,421	–	*94,421*
Support costs (see note 3)	84,295	–	*84,295*
*2024 Total funds*	357,854	18,884	*376,738*

7. Employee information

The average number of persons employed on a part-time basis during the year was 7 (2024: 6).

	2025	2024
	£	£
Wages and salaries	236,320	217,630
Social security costs	20,717	21,627
Pension costs	9,586	8,667
	266,623	247,924

No employee received emoluments exceeding £60,000 during the year ended 30 June 2025 (2024: nil).

No Board member received any remuneration during the year ended 30 June 2025 (2024: none). Travel expenses of £319 was reimbursed to a Board member during the year ended 30 June 2025 (2024: £278). The Charity paid £584 for an annual Trustees Indemnity Insurance policy.

Pension costs are payable in respect of defined contribution pension schemes. Contributions are recognised in the statement of financial activities in the year which they are payable to the scheme.

Key management personnel comprises the CEO and the Board of Management. The total remuneration of the charity’s key management personnel (including employer’s national insurance and pension contributions) for the year was £73,817 (2024: £62,370).

No redundancy payments were made during the year (2024: Payment of £4,823 was made to one employee).

Notes to the Financial Statements 30 June 2025

8. Tangible fixed assets

Tangible fixed assets
		Equipment
	Freehold	and
	property	furniture	Website	Total
	£	£	£	£
Cost or valuation
At 1 July 2024	304,000	14,565	24,000	342,565
Revaluation decrease	(4,000)	-	-	(4,000)
)At 30 June 2025	300,000	14,565	24,000	338,565
Depreciation
At 1 July 2024	-	13,297	24,000	37,297
Charge for the year	17,882	461		18,343
At 30 June 2025	17,882	13,758	24,000	55,640
Net book value
At 30 June 2025	282,118	807	-	282,925
At 30 June 2024	304,000	1,268	-	305,268

The freehold property used in the management and administration of the charity was professionally valued by Surveyline, independent chartered surveyors and valuers, on 26 June 2024. The market value of the property was £304,000. The historical cost of the freehold property is £39,940. Subsequent to the year end and prior to the approval of these financial statements, the Board of Management received a formal offer to acquire the property for £300,000. Accordingly, an adjustment has been made to the carrying value of the property in these financial statements.

9 Investments

Investments
	2025	2024
	£	£
Market value at 1 July	8,560,186	7,509,155
Additions at cost	7,251,773	7,434,795
Disposals at opening book value	(7,763,907)	(7,398,352)
Net unrealised gain	133,344	1,014,588
Market value at 30 June	8,181,396	8,560,186
Cash held by investment managers for re-investment	629,780	415,284
Total carrying value at 30 June	8,811,176	8,975,470
Cost at 30 June	8,669,909	7,965,990

At 30 June 2025 the charity held the following investments representing more than 5% of its portfolio:

 UK Equities £677,665 (2024: nil)
 Overseas Equities £6,190,492 (2024: nil)
 Vanguard Funds Plc FTSE All-World Ucits : nil (2024: £6,868,703)
 British Government Bonds with differing maturities of £1,320,387 (2024: £1,064,127)
~~eC‘~~

Notes to the Financial Statements 30 June 2025

9 Investments (continued)

	2025	2024
Disposals	£	£
Proceeds	7,794,016	7,527,662
Opening book value	(7,763,907)	(7,398,038)
Realisedgain/(loss)	30,109	(129,624)

10 Debtors

	2025	2024
	£	£
Due from investment managers	7,221	93,566
Prepayments	4,285	10,724
	11,506	104,290

11 Creditors

11 Creditors
	2025	2024
	£	£
Accruals	69,984	46,755
Social security	4,680	3,442
	74,664	50,197

12 Reserves

	General	Fixed asset	Designated	Restricted
	fund	fund	fund	funds	Total
	£	£	£	£	£
Balance brought forward at 1 July 2024	120,709	9,280,738	–	6,102	9,407,549
Income	209,902	–	–	51,488	261,390
Expenditure	(625,785)	(18,343)	–	(49,099)	(693,227)
Net investment gain	–	163,453	–	–	163,453
Revaluation of fixed asset	–	(4,000)	–	–	(4,000)
Transfers between funds	327,747	(327,747)	–	–	–
Balance carried forward at 30 June 2025	32,573	9,094,101	–	8,491	9,135,165

Fixed asset fund

The fixed asset fund of the charity represents the carrying value of the charity’s tangible fixed assets and investments at 30 June 2025, less the designated fund. The funds have been ring-fenced in a separate fund to demonstrate the assets are being held by the charity for the long term: the tangible fixed assets for use in the running of the charity’s activities; and the investments for the generation of income.

Restricted funds

Restricted funds are held for food and toy vouchers for young people in our community.

Notes to the Financial Statements 30 June 2025

*Net assets between funds*
	General	General Fixed asset	Designated	Restricted	2025
	fund	fund fund	fund	fund	Total
	£	£ £	£	£	£
Tangible fixed assets	–	282,925	282,925 –	–	282,925
Investments	–	8,811,176	8,811,176 –	–	8,811,176
Current assets	107,237	–	– –	8,491	115,728
Current liabilities	(74,664)	–	– –	–	(74,664)
	32,573	9,094,101	9,094,101 –	8,491	9,135,165

*Net assets between funds*
	General	General Fixed asset	Designated	Restricted	2024
	fund	fund fund	fund	fund	Total
	£	£ £	£	£	£
Tangible fixed assets	–	305,268	305,268 –	–	305,268
Investments	–	8,975,470	8,975,470 –	–	8,975,470
Current assets	170,906	–	– –	6,102	177,008
Current liabilities	(50,197)	–	– –	–	(50,197)
	120,709	9,280,738	9,280,738 –	6,102	9,407,549

The total unrealised gains as at 30 June 2025 constitute movements on revaluation and are as follows:

	2025
	£
Unrealised gains include above:
On investments	5,248,789
Reconciliation of movements in unrealised gains
At 1 July 2024	4,047,308
Add: Unrealised gains in respect to disposals in the year	1,063,784
Add: Net gain arising on revaluation	133,344
At 30 June 2025	5,244,436

13 Related party transactions

The aggregate amount of donations received from the members of the Board of Management during the year ended 30 June 2025 was £240 (2024: £240). There were no other related party transactions during the year.

14 Members’ liability

The charity is a company limited by guarantee and has no share capital. In the event of the charity being wound up, the liability of members is limited to £1 each.

Notes to the Financial Statements 30 June 2025

15 Taxation

The Reedham Children’s Trust is a registered charity and therefore is not liable to income tax or corporation tax on income derived from its charitable activities, as it falls within the various exemptions available to registered charities.

16 Grant Commitments

As of 30 June 2025, the Charity has entered into grant commitments to provide financial support for various projects to support vulnerable children and young people. The Board of Management consider grants payable over more than one year. Further grant payments are subject to conditions within the control of the Charity and the Charity has the discretion to terminate the grant before payments are made. At 30 June 2025, the potential amounts payable are as follows:

	2025	2024
	£	£
Payable within one year	288,854	200,542
Payable within one to four years	93,083	33,664

17 Post Balance Sheet Events

Subsequent to the reporting date, the Board of Management has agreed in principle to merge with Croydon Voluntary Action (CVA) subject to resolution of any arising issues. The proposed merger will be achieved by reconstituting the company currently known as CVA so that is becomes the New Charity, with a new name and brand simultaneously transferring the assets of Reedham into the New Charity.

Board of Management will continue to monitor developments and will provide further disclosures in accordance with FRS 102 and applicable reporting requirements.