BS3 Community Development Report and Audited Financial Statement Community 31 March 2025 BS3 Community Development Limited The Southville Centre. Beauley Road. Southville. Bristol. BS3 1QG RegiSte￿d charity no". 1000544_ Company limited by guar2nteÈ no. 2542176 Contents Reference & Administrative Details Chairs Statement CEO Statement of Objectives and Activities Achievements and Perfonnance Our Work 10 Early Education & Childcare {EE&C} Community and Engagernent Community Centre's, Room Hire & Events Income Generation 15 Our Team 17 Future Plans 19 Financial Review 20 Structure, Governance & Management Audit Report 23 Financial Statements Reference & Administrative Details Company number 02542176. Charity number 1000544. Registered office and operational address: The Southville Centre, Beauley Road, Bristol BS3 1 QG. Trustees Trustees, who are also directors under company law, who served during the year and up to the date of this report were as follows: Trusteel Board member Post Pete Thomas Phillips Co-chair Isabel Katherine Sibley Kearney Sarah Louise Hughes Co-chair Whistleblowing trustee Elizabeth Jane Nomiand SafeguardinglSENCo Sharon Cowan Ediane De Lima Helen Donaldson Ofsted contact Mark Duppa-Ridgway Ellen Roberts Treasurer Matthew Paul Traill Innes Victoria Geraldine Newman appointed 2310512024 appointed 0711112024 resigned 1610712025 resigned 1110812025 Kate Northstone Nick Carter appointed 1710712025 appointed 1710712025 Jo Redman Company Secretary and Chief Executive Officer Dr Simon Derek Hankins Bankers Co-operative Bank, PO Box 250, Delf House, South Way, Skelmersdale, WN8 6wr. Lloyds Bank, 284 Wells Road, Bristol. BS4 2PY. CAF (Charities Aid Foundation) Bank 25 Kings Hill Avenue West Malling Kent ME19 4JQ. Auditors Godfrey Wilson Limited. chartered accountants and statutory auditors. 5th Floor, Mariner House, 62 Prince Street, Bristol, BS14QD. Chairs, Introduction As joint Chairs of the Board-of-trustees. we are proud to present the Annual Report and Financial Statements describing BS3 Community Development's activities during 2024-25. The charity exists to improve the health. wellbeing. happiness and sense of belonging to all those people living in, or regularly visiting, the BS3 postal area in South Bristol. The breadth of activities in this report demonstrates the many ways BS3 Community Development contributes to the lives of local people. The organisation continues to innovate as we adapt our work to meet the increasingly complex needs arising, in part, from the cost-of-living crisis and the loneliness epidemic. The demand for our seNices such as BS3 Community Care, BS3 Community Connectors and the BS3 Community food-related work continues to rise, in addition to the developing BS3 Community Home Support Service. The Southville Centre and the Chessel Centre continue to serve as hubs for the community. As well as providing numerous classes and having rooms for hire, the flourishing BS3 Community Café acts as a vibrant core meeting space for the area. During the year we have taken steps to improve the sustainability of our buildings and make them more comfortable for the people that use them. We provide 162 nursery places for babies and children across both centres. The nurseries provide ex￿lIent opportunities for children to develop in their early years, and we continue to support the development of our staff to meet the changing needs of children in our care. We would like to extend our heartfelt thanks to our dedicated team of 99 staff, 40 regular volunteers and 12 trustees. The majority of staff live either within BS3 or a neighbouring area.. The charity would not be able to provide our essential services to the community without the unwavering commitment of all our staff and volunteers. Thank you also to our donors and the local community for your ongoing support of BS3 Community Development. Chief Executive Officer's Statement of Objectives and Activities Change is a constant and inevitable; therefore, it is important for us to continually 'horizon scan, so that the changes that could potentially impact the charity are identified early to provide time for us to explore the possible consequences and adapt and evolve accordingly. Change can be positive and a potential opportunity as well as challenging and a potential threat. For instance, the NHS is undergoing a huge radical and very disruptive change, moving its focus from just treating ill health towards supporting the population to be, and stay, healthy. This provides us with a multitude of potential opportunities to engage with that shift in focus since the shift aligns with the charity's charitable objects, which are (in summary) to improve the wellbeing. health. happiness and sense of belonging to all those in the BS3 postcode area of South Bristol. On the flip side, central government appears to be seeking to move pre-school childcare into primary schools, which is a potential threat to the charity's financial sustainability as our nurseries accounted for just over 75 % of our income this financial year. We have engaged with the changes that are happening within the NHS and local authority (LA) Adult Social Care with our CEO, Simon Hankins. being a co-chair of the South Bristol Locality Partnership Board (SB-LP, where multiple organisations and services engaged in NHS health and LA Social Care, including VCS organisations, meet to explore how to align and join-up services, make services more accessible to all and work towards supporting the shift to ill-health prevention). Our engagement with Bristol City Council, Adult Social Care, has enabled us to develop BS3 Community Care, and launch that new Social Enterprise in July 2024. This Introductory Agency, (which, effectively matches local care seekers with local Gare providers), was developed by Carla Snell. Care & Wellbeing Manager, who joined us in January 2024; Carla has been evolving, developing and growing this Community Business ever since. We have also developed our BS3 Community Home Support Service in conjunction with Sirona care & health (our local Gommunity health service provider). We recruited Roisin Francis, Care & Wellbeing Worker, in March 2024. Roisin works with the Sirona Integrated Network Team (INT) in South Bristol and provides non-medical support to people who are discharged from hospital on 'Pathway One, (those who need a level of continuing, but time-limited, clinical support at home). This innovative 'test & learn, approach has evolved tremendously since its initial inception. The work is now in its second year of development and is proving to be a highly effective way of working, enabling the strengths of both Sirona and BS3 Community Development to be realised for the benefit of those residents (of BS3) who engage with the new way of working. We continue to provide BS3 Community Webs (a social prescribing service) as an integrated service with Bridge View Medical (BVM) Primary Care Network (PCN (and GP practice)). Because of the value that BVM PCN place on that service they have moved our contractual arrangements to a rolling continuous grant agreement rather than us having to renegotiate that agreement every few years. Celia Phipps, BS3 Community Webs, Lead Link Worker (who has been involved with the development of BS3 Community Webs from the start) stepped down from that Servi￿ at the end of March 2025 - we would like to thank Celia for all that she has done in making this Social Prescribing service so highly valued by all. Leanne Purton, one of our BS3 Community Webs Link Workers, secured the role of Lead Link Worker. We also continue to host and manage the BS3 Community Connectors on behalf of the SB-LP. The Community Connectors were working along the Marksbury Road in BS3. however, it proved impossible to use existing big data sets to seek to identify changes in wellbeing and health of the residents of Marksbury Road since the smallest unit of data are Lower Super Output Areas (LSOAS, geographies of about 1,500-2,000 people); Marksbury Road straddles four or five LSOAS. Therefore, as from April 2024, we moved the focus of the Community Connectors work to the Bedminster West LSOA. Through our developed and developing networks in NHS health and LA Social Care other opportunities to develop new services that will benefit the residents of BS3 will emerge. We have also been building on the diversification of income strategy that we started in 2023124 (see Income Generation below). Other key changes were that Emm Rodman, Head of Communities, left us October 2024. Karen Grounds was recruited as our new Head of Community Development and started with us in November 2024. We also recruited a Centre Manager. Tom Collins. who started with us in March 2024. Tom manages both our Facilities and Front-of-House tearns. In April 2024 we had a Victorian era, clay main sewer collapse in the coutyard in front of the Raleigh Nursery Room at the Southville Centre. Tom dealt with that whilst still in his probation period (and fortunately we've not had any other significant structural issues to deal with for either of our ￿ntreS since). We developed our new website and launched that in February 2025. Many thanks go to Nadine Bright, Communications & Events Assistant, Kate Wright, Family Services Manager. Nic Scott, Administrator EE&C, and others for their hard work to get the new website designed and launched. There have been other developments and changes in 2024125, most are highlighted in other parts of this annual review. There will certainly be many more changes to come as 2025 unfolds, and beyond into future years, we must therefore always stay vigilant and aware of what changes are looming and explore and decide how we should react to each as they are identified and arrive, especially since change is a known constant. Achievements and Performance Our buildings This year, we've made progress in improving the comfort, functionality, accessibility, and sustainability of our buildings - particularly at the Chessel Centre. We've continued our retrofit journey with support from Adapt Architects and Method Consulting, a specialist engineering and sustainability consultancy. Key improvements include: Installation of solar window film on all windows at the Chessel Centre to enhance thermal comfort and reduce energy consumption. Expansion of solar pv panel capacity at the Chessel Centre, furthering our commitment to renewable energy. Ongoing retrofit of mechanical ventilation units at both centres, aimed at improving indoor air quality and energy efficiency. In addition to environmental upgrades, we've reconfigured internal spaces to better support staff and community use: New staff offices were created in the Caretaker's Cottage at the Southville Centre, providing a more comfortable and fvnctional working environment. The staff room at the Southville Centre was relocated, allowing the former space to be repurposed for community and events storage, which has improved ac￿Ssibl11tY in the lower ground co￿ldors. Three rooms (an old office and two newly reclaimed ground floor rooms in the Caretaker's Cottage) were made available as hireable spaces, increasing our capacity to support local groups and activities. To further enhance safety, a lockdown procedure was developed and implemented, ensuring that our buildings are better prepared to respond swiftly and effectively in the event of an emergency. We are also continuing our collaboration with Method Consulting and Adapt Architects to enhance both the insulation and structural integrity of the Southville Centre. Current work is focused on improving the building envelope - particularly the flat and pitched rooves and the windows to boost thermal performance, reduce energy loss, and ensure long-term resilien￿. Our people Staff experience and engagement in 2024125, we continued our commitment to enhancing the experience of working at BS3 Community Development. Based on previous years, we introduced new workforce-friendly benefits, including additional holiday rights and extended discounted ServI￿S for employees with over a year of service. These changes were a direct response to feedback gathered through our staff surveys, which remain a vitsl tool in shaping our priorities. We also maintained our focus on improving working conditions and the overall staff journey. While we recognise that we may not be able to meet every individual expectation, we are dedicated to listening, learning, and making meaningful progress wherever possible. We understand the importance of fair pay and will strive to maintain this commitment going forward. Survey feedback continued to inform our actions, with several outcomes reflected in our work under the "Our Buildings" initiative. From physical spaces to digital resources, we aim to create environments that support and empower our teams. Monitoring evaluation & learning (MEL) This year we also completed our Monitoring, Evaluation Learning (MEL) project with consultant Dr. Roz Stewart-Hall, who developed a bespoke evaluation framework that can be adapted across all our services. Dr Stewart-Hall also facilitated a 'sense- making, workshop at our September 2024 Community Wellbeing event, helping us better understand community priorities. Karen Grounds, Head of Community Development, developed and delivered MEL training to many staff from across the charity. Aspects of that training have been adopted for certain services and activities whilst other services have reviewed, and are reviewing, their own approaches to MEL. Our annual Your Voice in Your Community survey received 200 responses, providing valuable insights to help inform our future work. This is an area that requires further attention and will be picked up when the new Head of Community Development starts with us in early November 2026. Open Minds: A fresh approach to Equality Diversity Inclusion & Belonging. We're excited to announce a new name for our EDIB (equality, diversity, inclusion & belonging) meetings: Open Minds. This change reflects a broader shift in how we approach these conversations - moving away from what may have felt like a 'dry' or formal topics, to creating a space that's welcoming, engaging, and open to all voices. The new name is an invitation for staff to join us in meaningful discussions that help shape a more inclusive and supportive workplace. io To further promote awareness and engagement, we've intrOdU￿d noticeboards in our Centres, dedicated to equality-related topics. These boards serve as a visual reminder of our shared values and provide updates. resources, and inspiration for staff and visitors alike. We're proud of the continued growth of our Open Minds Working Group, which is driven by a passionate core of staff who volunteer their time and energy to move this work forward. Their commitment is matched by the support of our Senior Management Team, who are actively involved in implementing new practices and ideas. Having signed-up to the Bristol Equalities Charter, we are working through our pledges to ensure that - whether as a service provider, an employer, or as individuals - we demonstrate exemplary behaviour and remain committed to learning and evolving. li Our Work Early Education & Childcare (EE&C) We provided a total of 162 nursery places for children between the ages of nine- months and five-years at our Nurseries. at the Southville Centre and at the Chessel Centre in 2024125. Our mission is to provide a safe pla￿ with high-quality, inclusive care and education. We aim to support children in becoming active, inquisitive, and independent learners by providing eX￿ptIOnal care, opportunities for learning and educational plans based on individual needs. We strive to build secure attachments and support emotional wellbeing through positive, meaningful relationships with children, their parents, carers, and the wider family. During the year April 2024 to March 2025 our priorities were to maintain high quality Early Years provisions, supporting our children, their wider families and expanding on our external activities. Our Charity Nurseries have supported 47 children in re￿Ipt of two-year entitlement funding and over 41 children with additional needs. During August 2024, our SEND and Behaviour Department focused on children's self-regulation and TALK BOOST training for staff. This was delivered four times during this year. Our purpose was to provide our children with opportunities to develop their Personal, Social and Emotional Development (PSED) social skills and interactions. We provided several staff training offers including, Makaton, Thrive in-house training, in-house SEND training, Pediatric First Aid training, Adult First Aid. Four staff completed their Level 3 in Early Years qualification. Our staff supported 56 children, in small groups, with Forest Sessions throughout the year, we engaged with Kids Lingo for French and Spanish sessions with a total of 209 bookings. Over the year we supported nine Duke of Edinburgh students, 14 UWE students, six City of Bristol College students, six University of Bristol Students and eight Secondary work experience students. 12 Springl Summer 2024 We held a BS3 Community Early Years jobs fair in the cafe on the 1 Oth April 2024. May 2024, we had Ofsted inspection at the Southville Centre and were rated GOOD. A large family invitation to a Teddy Bear Picnic - based on the story 'We are going on a Bear Hunt,, with art created by nursery and pre-school children from the Chessel Centre and the Southville Centre. Our Forest School sessions started, and we supported the pre-school children to access Forest School sessions throughout the Summer. Our trustees were invited to visit our Centres to meet our team and obserrfe. We undertook farm trips and visits to local amenities. Our Head of Early Education & Childcare applied for, and was successful in securing, a £50K grant to improve, alter and increase our childcare offer at the Chessel Centre. In August, we held Induction Training, both at the Southville and Chessel Centres. This was for our new and unqualified EE&C team members, to induct them into Early Years and go through key aspects, such as Birth to Five Matters, SEND and Safeguarding. We held open mornings at the Chessel Centre for parents to drop-in and ask questions about the works that would be starting in our Nursery Rooms. The trial run for our teatime meals being provided in-house began putting our 'Tiny Teas, into place. Works on the Chessel Centre began the wlc 19th August 2024. These included works to our under-two's Nursery Room. the garden and pre-school Nursery Room. The Pearl Nursery Room children moved to the Southville Centre while the works on their room were completed. and we put a 'walking bus, in place to support the families to get their children over to the Southville Centre safely each day, with no impact on the children's experiences. Autumnl Winter 2024 The South Bristol Arts Trail took place in early September 2024. Joanna Smith, Deputy (Nursery) Manager, the Southville Centre, visited all the Nursery Rooms and held art sessions where the children created their own tiles to display in the Arts Trail on the weekend at both Centres. A sense of belonging - all children feel that they belong and are an important part of the setting. The environment is emotionally safe for all children, including those with protective characteristics (eight to relate, Putting Connection at the heart of practice, Bristol City Council, Bristol Early Years, January 2024). 13 The works that were funded by the £50K grant from Bristol City Council began in the Chessel Centre kitchen, ready for our intemally produced Nursery Afternoon Tea offering. We had three staff start a career as Early Years Educators, Level 3 Apprentices. Two completed their second year of their apprenticeship. In October 2024, four staff attended and completed PEEP (Personal Emergency Evacuation Plans) training. In December 2024 the Early Years team held a wreath making evening, for all of the team members Christmas ￿lebratIon and in memory of Linda Bayliss, a Nursery staff member who sadly died. The Head of Early Education & Childcare provided a pla￿ment support talk to students at the University of Bristol to give students an overview of life at a nursery school for a placement for students. This included talking through a typical day in the nursery and the activities they might be expected to get involved with. "Helping children to self-regulate their emotions" in-house training, Beth Benford and Joanna Smith delivered several training sessions for our staff members in winter 20241 spring 2025. Winterl Spring 2025 Two team members enrolled onto Level 5 Leadership in the Early Years, supported by BS3 Community Development. The Early Years team reflected on how the in-house produced 'Tiny Tea's, were received by the Chessel Centre Nursery Rooms. Upon reflection, it was decided that we would return to having Nursery Teas provided by Early Years Catering. The Bedminster Lantern Parade linked to some work of Banksy. Between December 2024 and January 2025 several art sessions happened at BS3 Community where we created one large, and many little, heart-shaped lanterns which were paraded with our families during the Lantern Parade. We received our first certificate of achievement for 'The Outdoor Learning Framework project, as part of our Bristol Standard of achievement for Mental Health & Wellbeing pilot work. Two of our case studies will be documented and published in the new written framework within Bristol City Council's quality improvement publishing. We started the creation of our Nursery Allotments - the place we grow. Some of the produce is being used by our Café. 14 Community Development BS3 Community Connectors The weekly Tuesday Club, facilitated by Jas Tippett, Lead Community Connector, and Alice Barber, Community Connector, has gone from strength-to-strength since its launch in June 2024, welcoming 427 people through the doors. This figure includes attendees at our Bedminster Bygones sessions, three Community Wellbeing events, and a regular gentle exercise class. The Tuesday Club continues to provide a warm, welcoming environment offering conversation, digital support, and access to the affordable BS3 Community Food Cupboard. This year, we were also able to introduce a soup and bread lunch, further strengthening its role as a space for connection and wellbeing. Food projects Our food-related work (BS3 Community Food Club & Food Cupboards), remains one of the most in-demand areas of our activity, offering a lifeline to residents impacted by food poverty and the ongoing cost-of-living crisis. Bountiful Bristol and BS3 Community Development are working together to connect allotments with community food projects through 'Growing Together.. Our recently acquired allotment plot is located just off Ashton Vale Drive {BS3) and is facilitated by Jackie Smith, Volunteer Support Worker, and Kineta Hill, Ashton Vale Community Cupboard Facilitator (Kineta runs our Ashton Vale BS3 Community Food Cupboard). The allotment provides opportunities for gardening therapy and can be referred into by our BS3 Community Webs Social Prescribing Link Workers and the wider Community Development Department Team. produ￿ grown in the allotment is harvested for the BS3 Community food projects, creating a sustainable cycle of food provision. In addition. thanks to a Feeding Bristol grant. we provided 180 frozen meals to residents between January and March 2025 - particularly those experiencing food insecurity. those who were recently discharged from hospital (via our BS3 Community Home Support Service), or supported through our BS3 Community Care service. These meals offered both practical help and reassurance at times of real need. Monday Club The Monday Club, led by Adele Lippiatt, Monday Club Facilitator, and supported by several brilliant volunteers, has flourished over the past year, focusing on wellbeing and social connections for older members of our community. Activities have included Samba workshops, a bake-off competition, tennis, kurling, and even a day trip to Clevedon for a traditional fish and chip lunch. With attendance at an all-time high (average 24 people each week), the group has now outgrown our Southville Centre Café space and moved into the Milford Hall - a reflection of its growing popularity and importance. Volunteers & Wider Community Support We remain hugely grateful to our dedicated volunteers, without whom much of our work would not be possible. To recognise their contribution across Food Projects, 15 Toddler & Grandparent groups, Monday Club and Stroll & Chat, we hosted a volunteer thank-you party at British Road Methodist Church, complete with pizza and music. Alongside this, we continued to host social mornings for the Centre for the Deaf in the BS3 Community Café, helping to maintain an inclusive and welcoming space. We also ran an Information Café to meet the rising demand for digital skills support- this has since been integrated into the Tuesday Club, making it more accessible as part of a broader offer of the BS3 Community Connecters. BS3 Community Webs, Social Prescribing The BS3 Community Webs Social Prescribing team has continued to support residents in the BS3 and surrounding areas in partnership with Bridge View Medical PCN (Primary Care Network). We have had an incredibly busy year. and demand for our service has been steady. The role of the Social Prescribing team continues to develop and grow, and we have risen to the challenge of supporting an increasingly diverse and complex case load. We have continued to implement staff training to ensure we are meeting the needs of our clients, including Mental Health First Aid and Suicide Awareness training. The team were able to attend the Personalised Care Conference in Bristol in March 2025 and took the opportunity to knowledge-share and network with other teams across the region. As a small team of four (one full-time Lead Link Worker and three part-time Link Workers), we have continued to work within the Bridge View Medical surgeries to offer face-to-face appointments with our clients, as well as offering flexibility through home visits, walking and telephone appointments. We have had some great feedback this year, here is one of our favourite examples, sent through following the support of one of our Social Prescribing Link Workers. "In each session I was given relevant information, guidance and support. l arrived to the sessions in despair but always left with reassurance and hope. My link worker listened to my concems, struggles and my objectives, and made sure she was the person to support and encourage me to take on the required steps. I was signposted to several services which have all been beneficial and remain exactly what I need.. I was helped with benefit entitlement, finding a Garer, support wother, befriender, given the encouragement to leave the house to meet her, finding ways of connecting me to the community, and helped me find a suitable psychotherapist. My link worker always went above and beyond in every session, whether it was a telephone appointment, face-to-face appointment, or emails and text messaging to keep in regular contact so that I did not feel isolated. My link worker is friendly, professional, knowledgeable and determined to help where possible. I would not have made this much progress in such a short space of time if it weren't for her. Being referred to the social prescribing service has been extremely invaluable, and l am eternally grateful, so thank you to the GP who referred me and to my link worker who helped me greatly." 16 In the year ahead we are looking at creative ways to promote wellbeing amongst not only those we work with but within the team. At the end of March 25, we implemented a new weekly team wellbeing meeting online, for those who would like to check in. We are soon to pilot a "Green Wellbeing" walk for clients and have been participating in sessions alongside the Health & Wellbeing Coaches (funded by the Robins Foundation and embedded in Bridge View Medical PCN) around chronic pain and managing menopause symptoms. We are also looking forward to taking part in an education event at Bridge View Medical where Leanne Purton, Lead Link Worker, will be answering questions from the Bridge View Medical clinical team about the BS3 Community Webs service and ideas for signposting. BS3 Community Care Launched in July 2024, BS3 Community Care is a new Social Enterprise Community Business that connects individuals needing care and support with independent local care professionals and PAS. Alongside this, we create employment opportunities and help people transition into self-employment. In our first eight-months, we received 71 referrals, supported 16 local people to become self-employed care providers. who delivered almost 500 hours of care to BS3 residents. Partnerships have been central to our success. We fomied a fruitful partnership with the Bristol Business & IP Centre (BIPC), and together we hosted monthly information and support sessions for people exploring self-employment. plus, we delivered a bespoke workshop for Women's Work Lab. We ran a peer-led "lunch & learn" session for care providers and offered one-t(Fone support at the local Job Centre, plus, attended community wellbeing events and jobs fairs. Throughout the year we collaborated closely with the Bristol City Council, South Locality, Adult Social Care teams, Bridge View Medical PCN, and other service providers to promote the serrfice and take referrals. In February 2025 we co-hosted a successful 'BS3 Carers Day, event in partnership with Sirona care & health, geared towards people who identify as informal or family carers. It was a huge success and served as a great opportunity to showcase what we offer through BS3 Community Care. Several self-employed care professionals and clients participated, as well as 19 partner organisations who shared information about services, offered advi￿ and ￿lebrated the vital role of informal and family carers. Although still in its early stages, BS3 Community Care is showing steady income growth, with a clear upward trajectory and strong potential for further expansion. Our long-term objective is for the service to become financially self-sustainable and to achieve a surplus over-time, enabling us to reinvest back into the charity for the benefit of the local community. Priorities for the coming year: Exploring opportunities to expand into new areas, such as Bristol City Council, Adult Social Care, Direct Payment support. 17 Partnering with commissioned 'Help When You Need It, scheme providers to reduce waiting lists by connecting them with local care support professionals via our platform. Co-designing and delivering community care and self-employment training with the City of Bristol College and other training providers. Contributing to the BNSSG (Bristol, North Somerset, South GIou￿stersh1re)- wide strategy for more personalised, flexible care in the community. Launching monthly peer support sessions for care providers. Establishing a Community Advisory Group to ensure our work remains rooted in lived experience and local needs. BS3 Community Home Support Service The BS3 Community Home Support servi￿ is a Test & Learn development project, delivered in partnership with Sirona care & health and launched in April 2024. Its primary aim is to provide goal-oriented, outcome-focused support for BS3 residents on Sirona's Pathway 1 caseload (people discharged home from hospital with time- limited clinical needs that can be delivered in people's homes). The service is designed to help individuals regain independen￿, improve functional ability, stay, or re-establish connections with their community and enhance their overall wellbeing and quality-of-life. The first phase of the project COn￿ntrated on developing and refining the model. Due to its success, the service has since expanded to also support residents on the Sirona Planned Therapy caseload. Between April 2024 and March 2025, we received 95 referrals, with interventions covering a wide-range of needs - from practical home-based support, to health, transport, mobility and confidence-building, to social connection and community engagement. This partnership is already demonstrating significant value. By working together, BS3 Community Development and Sirona can each play to their strengths: Sirona bringing clinical expertise, and BS3 Community Development providing trusted, community-based support. This integrated model ensures residents benefit from a more holistic approach than either partner could deliver alone, addressing not only clinical needs but also the wider determinants of wellbeing & health. Looking ahead, priorities for the next phase include: Exploring opportunities to extend the model across additional Sirona pathways. Strengthening eviden￿ collection and evaluation to capture impact and learning. Moving towards a fully integrated model embedded within Sirona, BS3 Community Development, and the wider VCSE sector. Longer-term, the vision is for the service to contribute to improved patienv person wellbeing, reduce demand on mainstream health services, and result in fewer hospital re-admissions. 18 Community centres, cafe, room hire & events As a charity, we are proud to deliver a wide range of services, activities and support for our local community. Over the past year we have continued to grow, not only through the projects highlighted, but also through our café, catering and community events - all focusing on bringing more people into BS3 Community Development's centres and creating fun and engaging events for local people. In September 2024 we were part of the successful South Bristol Arts Trail, which contributed to a 21 % increase in café sales compared with the previous year's event. Alongside our popular annual Festive Market at the Southville Centre, where we saw over 700 people come through our doors, we introduced new seasonal activities such as a Cosy Christn7as event for families, film and supper club nights, and a Valentine's Day Aftemoon Tea. Our café space was also hired for external workshops - including pottery, wreath making and candle making - boosting both community use and income. These efforts, together with a brand refresh from The School Room Cafe to BS3 Community Cafe, contributed to a 37 % year-on-year growth in income for the café. In early 2025, we further strengthened our brand and presence with the launch of our new charity website, designed to be more modern, vibrant and accessible. 19 Income Generation Early Education & Childcare Our nursery provision generates income via nursery spa￿S paid for by parents and through the delivery of govemment funded Free Early Education Entitlement (FEEE) spaces. We also receive additional income for children that are registered as SEN(D} (special education needs (& disability)). This income contributes toward supporting the running of the centres and the wider offer we can bring to the community in BS3. Community centres, room hire & events We run two community ￿ntres, the Southville and Chessel Centres. each have several rooms and other spaces that can be hired- however, both centres are very underused at times, especially during school holidays. In April 2025 we recruited Holly Oldfield to a new Community Events Manager role - Holly's role is designed to work with our community to identify what they would like to have available in our centres and then work to realise those to increase revenue and surplus generation whilst also meeting the needs and wishes of those that we are here for. Grant writing Lila Teasdale, Fundraiser Trusts & Foundations joined us towards the end of January 2024 and went on matemity leave in March 2025. We have recruited Patsy Newton, who joined us in February 2025, as maternity cover for Lila. We secured £167,046 in grants from 23 funders in 2024125 (an increase of 110 % in value compared to 2023124) with a 55 % Suc￿sS rate for the number of grants applied for (in 2023124 our success rate was 370/.}. The focus of our grant applications has been to support our various services and activities, as well the retrofitting of our centres to make them more comfortable to be and work in. Music Space sub-lease We leased part of the Southville Centre to Music Space, a charity that provides music therapy to around 400 children, young people and adults each week across the Southwest for over 30-years. Unfortunately, due to financial difficulties, Music Space ended the sub-lease and vacated the Caretakers Cottage September 2024. That space has now been re-purposed for use by us {BS3 Community Development) for offices and a staff room, along with the creation of two hireable rooms on the ground floor. 20 Catering & Café The BS3 Community Café (in the Southville Centre) continues to perform well. Becky Kay, Catering & Café Manager and team have been testing different offers and approaches to increase footfall into the café and turnover of the café - such as the themed dine and film nights, the arts and crafts offers in the café space and other initiatives. These and other offers have led to a significant increase in turnover (up 37 % compared to 2023124). With the work that Holly will be doing, coupled with the continued initiatives that Becky and her team are undertaking, we expect that fooffall into the café, and catering requests for parties, etc. will increase, further increasing the café turnover and reducing the loss. BS3 Community Care BS3 Community Care was developed between January and June 2024 and launched in July 2024. This is a Social Enterprise Community Business that was the result of our working with Bristol City Council, Adult Social Care and several larger VCSE organisations in Bristol over several years. BS3 Community Care has been developed around an introductory agency IT platform, created by a local IT developer, Tick Team, and adds significant value to both the care seeker and the care provider, providing a truly person-centred approach to care. This new ser￿iCe has been developing extremely well over the past year and is currently at a point where we need to agree a way to provide the service beyond the BS3 post-code area. Other fundraising activities We have several grant agreements and other contracts with various organisations and agencies, including Bridge View Medical, Primary Care Network (GP practice) to deliver BS3 Community Webs Social Prescribing service- Bristol City Council's Better Care Fund, that is funding the BS3 Community Home Support Service that is integrated with the Sirona care & health South Bristol Integrated Network Team to support people discharged from hospital on Pathway 1 and via their Planned Therapy route" South Bristol Locality Partnership (SB-LP) to deliver the BS3 Community Connectors work, plus payments from Sirona and BNSSG (Bristol North Somerset South GIou￿stershIre) ICB (Integrated Care Board) for our engagement in the SB-LP Board. We continued to receive donations from Bailey's of Bristol and are incredibly grateful for those as they have helped keep our much needed, and highly valued, BS3 Community Food Club and Cupboards going (the Cupboards provide dried food products at highly discounted cost to those in need in areas of BS3 where people may struggle to get to the BS3 Community Food Club). Bristol Beer Factory also continued to provide free beer for us to sell at our various events, etc, as a donation to support our charity's work. This is an incredibly 21 generous offer, and we thank Sam Burroughs. Managing Director, and his team for their generosity. We continued to receive pro-bono support from: The Cranfield Trust, who help charities unlock new levels of potential. The Cranfield Trust is the leading provider of pro-bono consultancy and management support for charities in the UK. Their netsvork of highly skilled volunteer consultants and advisers helps charities SUc￿ed and thrive by offering mentoring, management consultancy, peer support, advice, training and information. They provided Rob Hollier who has provided marketing support for the BS3 Community Care service. Bevan Brittan LLP, a UK Top 100 law firm providing legal and advisory services advising businesses across construction, energy & resource management, higher education and financial services sectors, complementing the firm's market leadership within housing, local government and health and social care. Bevan Brittan had been supporting us to re-negotiate the lease agreement with Music Space. Burgess Salmon LLP, have a long-standing commitment to responsible business. Guided by the UN Sustainable Development Goals, they contribute to a fairer, more equitable and environmentally sustainable future, by aiming to set high market standards, foster an inclusive workplace, minimise environmental impacts, and drive community collaboration. They have been ranked as one of the leading law firms in the Lamp House ESG benchmark of UK, US and Canadian law firms. Through Ecovadis they are rated in the top 15 % of organisational participants globally. Burgess Salmon have been supporting us with some pro-bono legal work. 22 Our Team Our workforce As of the end of the 2024125 financial year, our charity employed a total of 99 individuals, reflecting the continued growth of our team. This included 44 full-time employees, 53 part-time employees, and two employees working under casual contracts. This diverse mix of working arrangements allows us to remain flexible and responsive to the needs of our ser+4ices and community. We are proud to be a local employer, with 39 /0 of our workforce living within the BS3 postcode area, and a further 26 % residing in neighbouring communities. This strong local representation reinfOr￿S our commitment to community-rooted service delivery. We also celebrate significant long-servi￿ milestones. With twenty team members with over five-year service, four celebrating over ten years, three have marked over fifteen years, and two dedicated individuals achieving an incredible over twenty and over twenty-five years of service each. These milestones are a testament to the supportive and rewarding environment we strive to foster. Trustees & volunteers Our work is further strengthened by the dedication of our volunteers and trustees. Around 40 regular volunteers contribute their time and energy across a range of services, most offering between two and five hours per week. Their commitment is invaluable and deeply appreciated. Our governance is overseen by a board of twelve trustees, supported by two probationary trustees, the majority of whom are from the local area. Trustees play an active and engaged role in our organisation, not only through sub-committees and board meetings, but also by participating in various working groups. We are grateful for the leadership and expertise of our trustees, including: Elizabeth Norman, who serves as our SEND and Safeguarding Trustee. Helen Donaldson, our Ofsted Trustee. Sarah Hughes, our Whistleblowing Trustee. Mark Duppa-Ridgway, who continues to provide financial oversight as our Treasurer. 23 Recruitment & values We remain committed to recruiting individuals who are passionate, enthusiastic, and aligned with the values of our charity. Our recruitment processes are designed to promote equality, diversity, inclusion & belonging, and we continue to refine and develop these processes to ensure they are as inclusive and supportive as possible. Training, development & apprenticeships In 2024125 we expanded our commitment to professional development by offering additional apprenticeship opportunities. We currently support three apprentices in partnership with City of Bristol College, providing them with hands-on experience, coaching, and access to our growing intemal Training Hub. We also support staff in their pursuit of formal qualifications. At present: Two employees are working towards their Early Years Level 3 certification. Two employees are undertaking Early Years Level 5. One employee is progressing through Early Years Level 6. Our investment in professional development includes support for key certifications: Early Years Teacher Status (EYTS). Early Years Professional Status (EYPS). Early Years Level 3. Apprenticeships at Levels 2, 3 & 5. In addition to these core qualifications, our team has undertaken a wide range of training to enhance their skills and ensure compliance with best practices. This includes: Data Protection Essentials Anti-Harassment and Bullying Adult and Paediatric First Aid Fire Marshal Training Child and Adult Safeguarding Mental Health First Aid Unconscious Bias Training THRIVE Wellbeing Training Personal Alcohol Licensing PAT Testing Management Training Prevent Duty Awareness ESOL Level 2 - Conversational and Written English EE&C Apprenticeships - Levels 3 and 5 Preventing Sexual Harassment in the Workplace Marketing Strategy Training We would like to extend our heartfelt thanks to all our staff, volunteers, and trustees for their unwavering commitment, flexibility, and mutual support throughout the challenges and achievements of 2024125. Your dedication continues to drive our vision forward and make a lasting impact in the communities we serve. 24 Future Plans Our future plans continue to align with our four key strategic areas of development. 1) Enhancing the overall wellbeing & health of BS3 residents. Through supporting people to address what matters to them, to include mental health, physical wellness, access to healthcare and to address the wider determinants of wellbeing & health. 2) Fostering happiness, a sense of belonging and social cohesion. By creating spaces and programmes that foster social interactions and inclusion. 3) Supporting a great start in life, supporting parents, improved educational and economic prospects for residents. Providing excellent childcare, enhancing educational resources, job training and employn7ent opportunities. 4) Maintaining BS3 Community Development as a great place to work. Through continued investment in, and opportunities for, our staff and volunteers, including our trustees, through ensuring a Glean, Gomfortable and accessible work environment and great intemal communication. 25 Financial Review Investment policy & performance BS3 Community Development has a measured attitude to risk, consciously investing cash funds into financial institutions/ companies involved in the Financial Services Compensation Scheme (FSCS). During 2024125, BS3 Community Development reviewed its investments, its investment policy. and sought to protect reserves and cash held by the charity. As of 31 St March 2025, BS3 Community Development had investments in different term funds, namely: Business bank accounts, Deposit bank accounts (instant access), and Savings bank accounts (instant access). Investment decisions Where appropriate, the Head of Finance & Operations or trustees propose new or updated investments to the Finance sub-committee- these are actioned only if approved by that standing committee and sanctioned by the full board. Investment management BS3 Community Development investments are reviewed according to the terms of the investment. Investments are monitored to ensure that the interest rate secured is acceptable to the Finance sub-committee members and trustees. Going concern The trustees are confident that BS3 Community Development remains a going concern. As of 31 St March 2025, the charity held unrestricted, general free reserves of £412,641 . This is made up of unrestricted, undesignated funds and are not committed to, or invested in, tangible fixed assets, long-term liabilities, or liabilities due within 12-months. These liabilities due, include loan repayments. As of 31 St March 2025, the cash balance was £676,494. An unrestricted surplus of £87k was recorded over the course of the fiscal year. 26 The trustees consider that the charity has sufficient unrestricted, undesignated funds. Projected income for childcare, community services and grant raising continues to make the charity a viable going concern for a period of at least 12- months from the date on which these financial statements are approved. The trustees therefore consider it appropriate to adopt the going concern basis for the preparation of the accounts. Financial risk management, objectives & policies Trustees are integrally involved in the scrutiny of organisational planning and in reviewing all major risks. Sub-committees also support the Senior Management Team (SMT). Close oversight of financial performance and especially cash-flow, continues. The charity maintains a Risk Assessment Framework and Risk Management policy which includes a financial risk section. The Risk Register is updated and reviewed regularly. The SMT, managers with budgetary responsibilities, members of the Finance sub-committee, other sub-committees, and the board-of-trustees review financial reports monthly and quarterly. All payments are approvedl authorised by a minimum of two members of management. Transactions exceeding £2,000 that do not appear in the budget have trustee authorisation in addition to SMT authorisation. Principal risks & uncertainties As we move through 2025 into 2026, we recognise that while the cost-of-living crisis has eased for some, many communities across Bristol, particularly parts of BS3, or adjacent neighbourhoods that use our services, continue to face significant hardship. This persistent inequality does shape the demand for our services, particularly among those who may be affected by welfare reforms and rising living costs. In the 2024-25 financial year, our fundraising efforts achieved a significant milestone, with successful fundraising income doubling compared to 2023-24. This growth reflects the dedication of our team and the generosity of our supporters. We Continued to make effective use of smaller, targeted funds, where we have needed multiple income sourcesl grants to support specific areas of our delivery. Fundraising and income generation to cover our core costs remains a key challenge. The broader economic climate, including weak economic growth projections for the country, and increased employer costs such as the huge hike in the employers National Insurance contributions, continues to be a challenge to the charity. Despite rising costs, we remain committed to delivering high-quality, safe, consistent and impactful services, while also striving to continue to meet our goal of paying all staff the Living Wage Foundation, Real Living Wage, which we achieved in April 2025. Balancing these priorities against financial pressures is an ongoing challenge. 27 Other principal financial risks include the continued delivery of community service activities for which we have taken the management decision to maintain them despite their not operating financially via full cost recovery principles, as well as our BS3 Community Café and catering provision. The café has grown in reputation and benefits from increased footfall and turnover due to various community events, and whilst it is still working towards a cost-neutral position, it provides a huge degree of social value as a safe place to meet others, to work and simply be. Trustees remain supportive of this initiative, recognising the social value that the café has for our community. As a charity rooted in BS3 in South Bristol, we are committed to adapting to the evolving landscape and needs of those we are here for. We will continue to advocate for the community that we sen4e, seek out innovative funding partnerships, and remain transparent about the challenges and opportunities ahead. Reserves policy The charity s current reserves target remains as three-months running costs. The financial risks and liabilities the charity could be exposed to, should it be forced to close, have been reviewed and a Reserves policy was previously adopted. The range and level of reserves required by the charity is set out below and prioritised in the following order. A total of £630,173 has been set as an unrestricted cash reserves target, which represents three-months trading from our 2025126 projected cost. At year end, the charity held £412,639 of unrestricted free reserves, which represents 1 .8 months trading from our 2025126 projected costs. BS3 Community Development agree income and expenditure levels during the annual budgeting process, alongside scrutiny of income streams and expenditure requirements during the year. Levels of surplus income are reviewed during each financial year. 28 Structure, Governance & Management Constitution The company is constituted under an Articles of Association and is a registered charity, number 1000544. Method of appointment or election of trustees Trustees of BS3 Community Development are all volunteers. Trustees are each elected and co-opted under the terms of the Articles of Association for a period of up to nine-years. The management of the charitable company is the responsibility of the trustees. The trustees constitute as directors of BS3 Community Development for the purposes of the Companies Act 2006 and are trustees for the purposes of the Charities Act 2011. There is a limit of fifteen trustees who can be elected by the BS3 Community Development membership at the Annual General Meeting (AGM). At the AGM, either one third, or three. (whichever is the greater number) of the trustees stand for re- election. If they so wish, or if agreed by the Board, the longest serving third or three, step-down and put themselves for¥vard for re-election. The Chair (or co-chairs) and deputy-chair (if there is one) are elected annually by the trustees at the first meeting following the AGM. Policies adopted for the induction and training of trustees To ensure that new trustees are appointed regularly, the Board Members undertake a regular skills audit of current trustees and matches those against the skills required by our strategic business plan. When recruiting new trustees, the Board Members aim to attract a diverse range of candidates who have the skills, expertise and experience the charity needs. Potential trustees are given a formal induction to the charity and provided with the Articles of Association, business plan, information on our activities and services and 29 organisational structure. Trustees are also given information on the role's responsibilities and charity law. Trustees undertake a formal probationary period, during which they are expected to become a Member of BS3 Community Development, become familiar with our activities and attend at least five trustee-led meetings, of which three must be trustee Board meetings, as non-voting participants. On completion of a probationary period, they can be formally co-opted as a trustee by the existing trustees prior to standing down and being put forward for election at the next AGM. Prior to being elected, potential trustees complete a formal trustee declaration. Pay policy for senior and other staff The senior management team salary and rewards are associated with specific roles, which are not gender specific. Parity is sought between the same or similar jobs throughout and across the charity. Organisational structure and decision-making The Board-of-trustees is ultimately responsible for the overall control and strategic direction of BS3 Community Development, including ensuring that the organisation abides by any legal requirements. Day-t(Fday management is delegated to our CEO and the senior management team. The senior management team comprises of: Simon Hankins, Chief Executive Officer Karen Grounds, Head of Community Development (Nov 2024-Jun 2025). Becca McDougall, Head of Finan￿ & Operations Kelly Murphy, Head of Early Education & Childcare Emm Rodman, Head of Communities (left Oct 2024). The trustees have paid due regard to the Charity Commission's public benefit guidance in their strategic direction and decision-making process. Membership BS3 Community Development is a membership organisation. Anyone can become a 'Member' with a two-year membership costing £2. Trustees must be Members. Each year, BS3 Community Development has an Annual General Meeting (AGM) where all Members are entitled to vote for those standing for available places on the Board-of-trustees. We also have 'Supporters'; there is no fee to be a Supporter. Supporters receive regular news about BS3 Community Development. 30 Risk management The trustees have adopted a Risk Management Framework and have considered the major risks to which the charity is exposed. This framework is understood by trustees and is actively considered (where practically possible) in staffing structures, benefits packages, recruitment, review systems and training budgets, including trustee training. The trustees are currently reviewing the Risk Management Framework to ensure that it aligns with the requirements of the charity and the needs of the trustees. This will support the sound governance and management of the charity; this has been upheld in the monitoring undertaken by our funding bodies and auditors. Trustees, responsibilities statement The trustees (as directors of the charity for the purposes of company law) are responsible for preparing the Trustees, Report and the Financial Statements. This is in accordance with applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Ireland (United Kingdom Generally AC￿pted Accounting Practice). Company law requires the trustees to prepare financial statements for each fiscal year, which give a true and fair view of the situation of the charity and of the income and expenditure for that period. In preparing those financial statements the trustees are required to: Select suitable accounting policies and then apply them consistently. Observe the methods and principles in the Charities Statement of Recommended Practice (SORP). Make judgements and estimates that are reasonable and prudent. State whether applicable UK accounting standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements. Prepare the financial statements on the 'going concern, basis, unless it is inappropriate to presume that the charity will continue in operation. The trustees are responsible for keeping proper accounting records, which disclose with reasonable accuracy at any time the financial position of the charity and which enables them to ensure that the financial statements comply with the Companies Act 2006. The trustees are also responsible for safeguarding the assets of the charity and hen￿ for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the trustees are aware: There is no relevant audit information of which the charitable company's auditors are unaware; and 31 The trustees have taken all steps that they ought to have, to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information. The trustees are responsible for the Maintenan￿ and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event of winding up. The trustees are Members of the charity, but this entitles them only to voting rights. The trustees have no beneficial interest in the charity. Auditors The auditors, Godfrey Wilson Limited, have indicated their willingness to continue in office. The designated trustees will propose a motion re-appointing the auditors at a meeting of the trustees. Trustees, statement The trustees (as directors of the charity for the purposes of the Companies Act) present their annual report together with the audited financial statements of BS3 Community Development (the company) for the year ending 31st March 2025. The trustees confirm that the annual report and financial statements of the company comply with the current statutory requirements, the requirements of the company's governing document and the provisions of the SORP, applicable to charities preparing their accounts in accordance with the Financial Reporting Standard, applicable in the UK and Ireland (FRS 102) (effective 1st January 2019). Since the company qualifies as small under section 383, the strategic report required of medium and large companies under The Companies Act 2006 (Strategic Report and Director's Report) Regulations 2013 is not required. Approved by the trustees 20 November 2025 and signed on their behalf by pfidb Isabel Kearney and Peter Phillips, co-chairs 32 Independent auditors. report To the members of BS3 Community Development Opinion We have audited the financial statemenls of BS3 Community Development (the 'chariV) for the year ended 31 March 2025 which comprise the statement of financial activities, balance sheet, statement of cash flows and the related notes to the financial statements. including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practi￿). In our opinion, the financial statements- give a true and fair view of the state of the chariws affairs as at 31 March 2025 and of its incoming resources and application of resources. including its income and expenditure, for the year then ended" have been properly prepared in accordan￿ with United Kingdom Generally Accepted Accounting Practice" and have been prepared in accordance v4ith 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 charity in accordance with the ethical requirements that are relevant to our audit of the financial stalemenls in the UK. including the FRC'S Elhical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Conclusions relating lo going concern In auditing the financial statements, we have concluded that the trustees. use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed. we have not identified any material uncertainties relating to evenls or condilions that, individually or collectively, may cast significant doubt on the charitys ability to continue as a going concern for a period of at least fvrfelve months from when the financial statements are aulhorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concem are described in the relevant sections of this report. Other information The other information comprises the information included in the annual report other than the financial stalements and our auditor's report Ihereon. The trustees are responsible for the olher information. Our opinion on the financial statements does not cover the other information and, except to the extent othe￿iSe explicitly stated in our report. we do not express any form of assurance conclusion thereon. 33 Independent auditors. report To the members of BS3 Community Development In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otheNise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. 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. Opinion 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 trustees, report (incorporating the directors. report) for the financial year for which the financial statements are prepared is consislent with the financial statements- and the trustees, report (incorporating the directors, report) have 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 charity and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees, report. We have nothing to report in respect of the following matters in relation lo which the Companies Act 2006 requires us to report lo 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 trustees, remuneration spectfied by law are not made., or we have not obtained all the infonnation and explanations necessary for the purposes of our audit; or the trustees were not entl￿ed to prepare the financial statements in accordan￿ with the small companies regime and take advantage of the small companies. exemptions in preparing the trustees, report and from the requirement to prepare a strategic report. Responsibilities of the trustees As explained more fully in the trustees. responsibilities statement set out in the trustees, report, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charity's ability to continue as a going concem, disclosing, as applicable, matters related to going con￿rn and using the going concern basis of accounting unless Ihe trustees either intend lo liquidate the charity or to cease operations. or have no realistic altemative but to do so. Independent auditors. report To the members of BS3 Community Development Our 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 wth ISAS (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material rf, individually or in the aggregate, they could reasonably be expected to infiuence 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 procedures we carried out and the extent to which they are capable of detecting irregularities. including fraud. are detailed below= (1) We obtained an understanding of the legal and regulatory framework that the charity operates in, and assessed the risk of non-compliance with applicable laws and regulations. Throughout the audit, we remained alert to possible indications of non-complian￿. (2) We reviewed the charl￿S policies and procedures in relation to- Identifying, evaluating and complying laws and regulations, and whether they were aware of any instsnces of non-compliance. Detecting and responding to the risk of fraud. and whether they were aware of any actual, suspected or alleged fraud., and Designing and implementing internal controls to mitigate the risk of non-compliance with laws and regulations. including fraud. (3) We inspected the minutes of trustee meetings. (4) We enquired about any non-routine communication with regulators and reviewed any reports made to them. (5) We reviewed the financial statement disclosures and assessed their compliance with applicable laws and regulations. (6) We performed analytical pro￿ureS to identify any unusual or unexpected transactions or balances that may indicate a risk of material fraud or error. (7) We assessed the risk of fraud through management override of controls and carried out procedures to address this risk. Our procedures included: Testing the appropriateness of journal entries- Assessing judgements and accounting estimates for potential bias; Reviewing related party transactions: and Testing transactions that are unusual or outside the nonnal course of business. Because of the inherent limitations of an audil, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. Irregularities that arise due to fraud can be even harder to detect than those that arise from error as they may involve deliberate COn￿alment or collusion. 35 Independent auditors. report To the members of BS3 Community Development A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at- vrnw.frc.org.uklauditorsresponsibilities. This description forms part of our auditor's report. Use of our report This report is made solely to the charivs members, as a Ix)dy, 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 charivs 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 charity's members as a body, for our audit work, for this report, or for the opinions we have formed. William BlaKG 20 November 2025 William Guy Blake ACA (Senior Statutory Auditor) For and on behalf of: GODFREY WILSON LIMITED Chartered accountants and statutory auditors 5th Floor Mariner House 62 Prince Street Bristol BS14QD 36 BS3 Comrnunity Development Statement of financial activities (incorporating an income & expenditure account) For the year ended 31 March 2025 2025 Total 2024 Total Restricted Unrestricted Note Income from: Donations Charitable activities Early Education and Childcare In Community & Older People's Servi￿$ & Care The Centres Investments 39.401 55.511 94,912 64.104 50.000 2.091,862 2.141,862 1,772,039 225,611 29,290 225,611 138,663 1,152 285.709 98.980 1,232 109,373 1,152 Total income 344,302 2,257,898 2,602,200 2,222,064 Expenditure on: Raising funds Charitable activities Early Education and Childcare In Community & Older People's Services & Care The Centres & Central 45,477 45,477 27.710 16,064 1.768,757 1,784,821 1,711,583 283,998 42,583 30,716 366,814 314,714 409,397 314,356 238,701 Total expenditure 342,645 2,211,764 2,554,409 2,292,350 Net income l {expenditure) 1,657 46,134 47,791 (70,286) Transfers between funds 40,997 40,997 Net movement in funds (39,340) 87,131 47,791 (70,286) Reconciliation of funds: Total funds brought fotward 145,401 1.133,404 1.278,805 1,349,091 Total funds carried fO￿ard 106,061 1.220,535 1,326,596 1,278,805 All of the above results are derived from continuing activities and additional funding that contributes to the Communities Activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in note 16 to the accounts. 37 BS3 Community Development Balance Sheet As at the 31 March 2025 2025 2024 Note Fixed assets Tangible assets 10 1,248,510 1,232,547 Current assets Stock Debtors Cash at bank and in hand 2.415 61,177 676,494 2,849 77,429 601,442 12 740,086 681,720 Liabilities Creditors.. amounts falling due within 1 year 13 {221.384 (187,062) Net current assets 518,702 494,658 Totsl assets less current liabilities 1.767,212 1,727,205 Creditors.. amounts falling due after more than 1 year 14 (440,616) (448,400) Net assets 15 1,326,596 1,278,805 Funds Restricted funds Unrestricted funds Designated funds General funds 16 106,061 145,401 3,700 1,220,535 1,129,704 Totsl charity funds 1,326,596 1,278,805 These accounts have been prepared in accordan￿ with the special provisions applicable to companies subject to the small companies, regime. Approved by the trustees on 20 November 2025 and signed on iheir behalf by Pèttr pAd Isabel Kearney- Co-chair Peter Philips - C(FChair 38 BS3 Community Development Statement of cash flows For the year ended 31 March 2025 2025 2024 Cash flows from operating activities: Net movement in funds Adjustments for." Depreciation charges Dividends, interest and rents from investments Interest paid Decrease in stock Decrease l (increase) in debtors Increase l (decrease) in creditors 47.791 (70,286) 26,444 (1,152) 27,476 434 16.252 49,439 25,596 {1,232} 29,072 98 (42,358} (48,110} Net cash provided by l (used in) operating activities 166.684 107,220 Cash flows from investing activities: Dividends, interesl and renls from investments Purchase of tangible fixed assets 1,152 42,407 1,232 40,960 Net cash used in investing activities (41.255) (39,728) Cash flows from financing activities: Repayment of borrowing Cash inflow from new borrowing (50.377) (50,767} Net cash used in financing activities 50,377 50,767 Increase l {decrease) in cash and cash equivalents in the year 75.052 {197.715) Cash and cash equivalents at the beginning of the year 601,442 799,157 Cash and cash equivalents at the end of the year 676.494 601,442 Analysis of changes in net debt Other non- At 1 April cash At 31 March 2024 Cash flows movements 2025 Cash 601,442 75,052 676,494 Loans falling due within 1 year Loans falling due after 1 year {22,902) {448.400) 50.377 (51,248) 23.772 (23,773) (424,628) Total 130.140 125,429 27,476 228,093 39 BS3 Community Development Notes to the financial statements For the year ended 31 March 2025 1. Accounting policies a) Basis of preparation BS3 Community Development is a charitable company limited by guarantee registered in England and Wales. The registered office address is The Southville Centre, Beauley Road, Bristol, BS3 1 QG. The financial slatements have been prepared in accordance with Accounting and Reporting by Charities.. Statement of Recommended Practice applicable to charities in preparing their accounts in accordance with Ihe Financial Reporting Stsndard applicable in the UK and Republic of Ireland IFRS 102) (effective 1 January 2019) - {Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006. BS3 Community Development meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s). b) Going concern basis of accounting The accounts have been prepared on the assumption that the charity is able to continue as a going concern, which the trustees consider appropriate having regard to the current level of unrestricted reserves. There are no material uncertainties about the charitys ability to continue as a going concern. c) Income Income is recognised when the charity has entitlement to the funds. any performance conditions attached to the items of income have been met, it is probable that the income will be received and the amount can be measured reliably. Income from the govemment and other grants. whether 'capital' grants or 'revenue' grants, is recognised when the charity has entitlemenl lo the funds, any perfomiance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred. Income received in advance of goods and services being delivered, including nursery provision, events and room hire is deferred until criteria for income recognition are met. d) Donated services and facilities Donated professional services and donated facilities are recognised as income when the charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use by the charity of the item, is probable and the economic benefit can be measured reliably. In accordance wth the Charities SORP {FRS 102), general volunteer time is not recognised. On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay lo obtain services or facilities of equivalent economic benefit on the open market,. a corresponding amount is then recognised in expenditure in the period of receipt. e) Interest receivable Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity- this is normally upon notification of the interest paid or payable by the bank. 40 BS3 Community Development Notes to the financial statements For the year ended 31 March 2025 1. Accounting policies (continued) fj Funds accounting Unrestricted funds are available to spend on activities that further any of the purposes of the charity. Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose. Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity's work or for specific projects being undertaken by the charity. g) Expenditure and irrecoverable VAT Expenditure is recognised once there is a legal or conslructive 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. Irrecoverable VAT is charged as a cost against the organisation and the costs are shared on the basis of activity on a percentage of square meterage used. Irrecoverable VAT is included in 'running costs, in note 6. h) Allocation of central costs Support and governance costs." Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Govemance costs are the costs associated with the governance arrangements of the charity. including costs of complying with the constitutional and stalutory requirements and any costs associated with the strategic management of the charity's activities. These costs have been allocated across the activities of the charity using square meterage and full time equivalent employees of each activity, or funder's specific or agreed requirements, as cost drivers. Centre costs.. Along with the allocation of support and govemance costs, the charity also apportions some of the Centres, expenditure for buildings, running and staffing costs across the aclivities of the charity. This full cost recovery method better reflects the true cost to the charity of each activity and the Centres. The charity has developed percentage formulae based on square meterage for buildings costs, and full time equivalent employees for running and staffing costs. These fomiulae are used as cost drivers or those specific to funders requests or agreed requirements. Costs are then allocated back lo each charitable activity. Formulae templates are adjusted annually to ensure a true reflection of the charity's activities in its finances. i) Tangible fixed assets Depreciation is provided at rates calculated to write-down the cost of each asset to its estimated residual value over its expeded useful lifetime. The depreciation rates in use are as follows.. Leasehold improvements Fixtures, fittings and equipment Land and buildings 20￿ straight line basis 25°/0 straight line basis 20A straight line basis (retaining land value of £275,000) Items of equipment are capitalised where the purchase price is. or exceeds, £1,000. 41 BS3 Community Development Notes to the financial statements For the year ended 31 March 2025 1. Accounting policies (continued) j) Impairment of fixed assets At each reporting period end date. the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impaimient loss. If any such indication exists. the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss, if any. If the recoverable amount of an asset is estimated io be less than its carrying amount, the carrying amount of the asset is reduced to ils recoverable amount. An impairment loss is recognised immediately in the statement of financial activities. Impairment losses are charged as a direct charitable cost to The Centres. k) Stock Stock is included at the lower of cost or net realisable value of non perishable goods for the School Room café. l) Debtors Trade and other debtors are recognised at the setuement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. m) Cash at bank and in hand Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. n) Creditors Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds io a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due. o) Financial instruments The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlemenl value with the exception of bank loans which are subsequenlly recognised at amortised cost using the effective interest method. p) Pension costs The company operates a defined contribution pension scheme for its employees. There are no further liabilities other than that already recoqnised in the SOFA. q) Accounting estimates and key judgements In the application of the charity's accounting policies, the trustees are required to make judgements, estimates and assumptions about the carying values of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. 42 BS3 Community Development Notes to the financial statements For the year ended 31 March 2025 1. Accounting policies (continued) q) Accounting estimates and key judgements (continued) The estimates and undedying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods. The key source of estimation uncertainty that has a significant effect on the amounts recognised in the financial statements is depreciation, as described in note 1 (i). 2. Prior period comparatives 2024 Total Restricted Unrestricted Income from: Donations Charitable activities Early Education and Childcare In Community & Older People's Services & Care The Centres Investments 37,907 26,197 64,104 1,772,039 1,772,039 285,709 98,980 1,232 285.709 98.980 1,232 Total income 323,616 1,898,448 2,222,064 Expenditure on". Raising funds Charitable activities Eady Education and Childcare In Community & Older People's Services & Care The Centres 27,710 27,710 1,711,583 1,711,583 314.356 238,701 314,356 10,998 227,703 Total expenditure 325,354 1,966,996 2,292,350 Net income (1.738) (68,548) {70,286) Transfers between funds (20,946) 20,946 Net movement in funds (22.684 147,602 70,286) 43 BS3 Community Development Notes to the financial statements For the year ended 31 March 2025 3. Income from donations 2025 Total Restricted Unrestricted Donations - fundraising Donations organisations Donations - individuals Donations - membership Donations gifts in kind Donations - unrestricted grants 10 33,058 6.333 10 40,444 12,680 20 41,458 300 7,386 6.347 20 41,458 300 Total income from donations 39,401 55.511 94,912 During the year, the charity received gifts in kind including, second hand IT equipment, Business Planning from Cranfield Trust, small items of fumiture, website development from TickTeam and legal advice from Bevan Brittan and Burges Salmon. Organisational donations included substantive donations from Baileys Caravans for the continued support of our Food Projects in South Bristol. Prior period Gomparative: 2024 Total Restricted Unrestricted Donations - fundraising Donations organisations Donations - individuals Donations gifts in kind Donations - unrestricted grants 5,816 25,341 6,750 5,816 39,442 10,466 4,380 4,000 14,101 3,716 4.380 4,000 Total income from donations 37,907 26.197 64.104 BS3 Community Development Notes to the financial statements For the year ended 31 March 2025 4. Income from Gharitable activities 2025 Total Restricted Unrestricted Early education and childcare: Childcare income 50,000 2,091,862 2,141,862 Total early education and childcare 50,000 2,091,862 2,141,862 In Community, OPS & Ca￿. Grants 225,611 225,611 Total In Community, OPS & Care 225,611 225,611 The Centres: Grants Rental, Room Hire & Café Other 29,290 29,290 92,723 16.650 92,723 16,650 Total Centres 29,290 109,373 138.663 Total income from charitable activities 304,901 2,201,235 2,506,136 Prior period comparative: 2024 Totsl Restricted Unrestricted Eady education and childcare: Childcare income 1,772,039 1.772,039 Total early education and childcare 1,772,039 1,772,039 In Community, OPS & Care: Grants 285,709 285,709 Total In Community, OPS & Care 285,709 285,709 The Centres: Grants Rental and room hire income Other 81,134 17,846 81.134 17,846 Total Centres 98,980 98,980 Total income from charitable activities 285,709 1,871,019 2,156,728 5. Government grants The charity received grants from Bristol City Council for the period ending 31 March 2025 of £76,290 12024.. £93,341). There are no unfulfilled conditions or contingencies attached to these grants. 45 ¢7)r￿•t a> ¢0 o IYJ ¢Ei <0 ID CO U) O PIN Lr) ¢5) Ln ID (Otsl CO Ln in ￿ csl Lr) CY CD O) Lts Q) C rlni cfj to (L) E ¢D CO(0￿( f£g0)01 0?￿(￿ ¢3) * Oi CF) U) IXJ (nOcJ(icJLi￿C£ ON0)Q•f£*￿oN(£J (Q(NO￿)Lr)oMcfj a) ol a) r *Xiin o) a) sj) ¢5) J ￿ ( O)Lnoty o In IJ) ¢Ji ¢ri In <0 ffjU)ry)￿lDL￿oN OlnrCnLNOtyJQ)U) fo￿(wO)￿-￿ (N O)