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2024-03-31-accounts

Report of the Trustees and Consolidated Financial Statements for the year ended 31 March 2024 for Platfform for Change Bevan Buckland LLP Ground Floor Cardigan House Castle Court Swansea Enterprise Park Swansea SA7 9LA Registered Charity number 1000889 (England and Wales) Registered company number 02546880 PLAT ORM For mental health and social change Dros iechyd meddwl a newid cym(Jeilh3sol

PLA TFFORM FOR CHANGE T/A PLA TFFORM FOR THE YEAR ENDED 31 MARCH 2024

Table of Contents

Introduction
2
Our Objects
2
a
Our Aims
2
a
a
a
IE
Public Benefit Statement
2
a
ae
ee
Platfform's Vision
3
What We Do, and How We Did It in 2024 - 2024
3
en
ooo
Relationships Between the Charity and Other Organisations
12
—
Stability and Growth: Foundations for the Future
13
a
a
a
Key Strategic Areas of Work 2024 - 2025
16
Financial Review
17
—
Structure, Governance and Management
19
————
ee
Reference and Administrative Details
24
—-—
SSS
Statement of Trustees' Responsibilities
25
i
Report of the Independent Auditors
26
a
i
Consolidated Financial Statements for the year ended March 2024
30
Se

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PAI PLATFFORM FOR CHANGE T/A PLATFFORM Sls laa i FOR THE YEAR ENDED 31 MARCH 2024 e Lea

REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 Seee ee ee, ee Ae [sr ] ee, MARCH 2024

Introduction Eee, The trustees are pleased to present their annual directors' report together with the strategic report and im . . . fash consolidated financial statements of the group for the year ending 31 March 2024, which are also eea. ' iee,ee+ a ee Bees! Aae ee prepared to meet the requirements for a directors' report and accounts for Companies Act purposes. peaieiry Seren eave et any Fee atheme tae eratoe a Sry The financial statements comply with the Charities Act 2011, the Companies Act 2006, the pee ee es Se, Oe ee a Memorandum and Articles of Association, and Accounting and Reporting by Charities: Statement of ees A eS ee Oe, Se AL eee ey Recommended Practice applicable to charities preparing their accounts in accordance with the a At Fat PES ey 2 Re =| ha 7 Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 eS Bere ates ee ei ee be ee Se ant January 2019). Our objects The Charity was established to relieve the needs of people with mental health problems, those at risk eli Se a SR > et ad balls of developing mental health problems or suffering from detrimental health risk behaviours and other Fhe Gad aeey aoa pat ee eer pA ety Geel lee“ee Se vulnerable or disadvantaged persons by: eh ool eee ie neeee PP a) the provision of housing and other associated amenities designed or adapted to meet the ROE Be cel[eat,] ee. disabilities and requirements of such persons, a Somes ett OB Re ie ee alee oe - ee ASbeara b) the provision of services, advice, support, and opportunities which support the mental wellbeing of ss Pe> at ats ye +. ae BL» Bee ae all vw ay te a 2 Bi Pema Ca such persons, and eaieae aca - ee - ee ee c) advancing the education of the public on the causes and effects of mental health problems and eeeee) MM eneeele ees dee detrimental health risk behaviours. then “Pee ~ le ttet ce ternte eee Dre

> In this article: CUS

a) "detrimental health risk behaviour" means any form of individual behaviour which is harmful and PEPvars self-detrimental, has a strong negative influence on mental health and which is attributable to poor ae wha!ereBEee 1—Ea a) reP a n cen!s otA alaeg| re Wato Aa aln| ’ ‘a reece psychological and social wellbeing for whatever reason, including substance misuse and other risks to el Oe ee Det anake ary ares ark, 4 ake eel izey oe pe ed Sh. See). individual and public mental health. Sareea

Our aims

To make our 'helping systems' work better for people F) (ee a eae Ee eS et • By changing how we provide services to people in distress. - • .s ary By focusing first on the mental health, housing, homelessness, and young people's systems ; aia)Jn fseeeeEas fie Po bea= va”, fate «ms E ie, » at we interact with. tem teas oo Oo Public benefit statement Ensuring our work delivers our charitable purposes ee ee ee ™es We have referred to the guidance contained in the Charity Commbenefit when reviewing our strategic aims and objectives and in planning our future activities. We Se ee te east S am Cor pase ission's general guidance on public toe eaa review these objectives and activities each year, as a minimum, to ensure we remain focused on our eg at! ne ing pi Ay uri ™ ae ele ae spa ial Oo aS vision and mission, deliver on our charitable purposes, and remain true to our aspirations. We pan ep Paes meBee ete aes omg! rye cgay oe le Poe p imneg MS BS al es i a ee ST he that any changes to our activities will always best serve our charitable objectives. continually aim to improve how we monitor, research, and evaluate the impact of our work, to ensure Treevere: sk eeeddel evr Ce OS tetea te Sea ee ees ee es

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PLATFFORM FOR CHANGE T/A PLATFFORM at FOR THE YEAR ENDED 31 MARCH 2024* Sot a'seecaer|e reyTe, 4

errs Platfform's vision Sustainable wellbeing for all )Pat er ...7 " ... wellbeing involves a sense of purpose, optimism, hope, agency, and direction J reae Ae eee ae Se [n ] - Shawn Ginwright -RS Se

Our mission ee hl

To be a platform for connection, transformation, and social change

Our values

2 In all our actions we aspire to be connected, compassionate, brave, and curious. See erie eee hares eeees a re

Our approach Our strengths-based, relational and trauma-informed approach seeks to role model how systems can roe ri Fo SS Me Looe eee a ere eel and must work differently, not just in our relationships with the people using our services but across EN epems Pieeras the system. ha iets Sea ee apnea eae are Sets

el Our aims for 2023/4 were: eeer

Seni What we do - and how we did it in 2023 - 2024 het bayYe

During 2023 - 2024 we continued our journey of becoming a trauma-informed and relational ee ee ee a nek't mm ponagal wi fem i ind organisation, creating greater understanding of relational, trauma-informed practice within our teams ee” ey wins Vit me a2 =e ra ih oli" B may ree ae se net and embedding reflective practice. We have worked to build relationships and safe spaces for i ee Es ee Emi Pen

collaboration - across internal teams, people we support, external partners, and commissioners. Aa ae | ‘Pan we at

While staffing has continued to be difficult across all areas of our operations, a significant number of etn liad 'G eteie eee wap tmx ee Se Se ee ee ope talented colleagues have joined us during the year. ES TT Tae ee| kaa Leelee ALT enh

In 2023, we merged with Mayday Trust, a charity that had followed a similar journey to us in England: aR greg ol gel: ee Se Se toe ee from a traditional charity providing supported accommodation, to a voice for radical system change. Pal With closely aligned values, we had already worked with Mayday for over 4yrs to form the New a pire dc ade Vetaede fe 5 ede Rie, bree - Se tea

System Alliance alongside Homeless Network Scotland. We had long admired Mayday's energy, EA Cay Be at aeyt te raGia) eetlle se Ca |Nis Fakes focus, and unshakeable devotion to their values and a belief that system change was possible. Ae eeEh grameeeceaere eea

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2ST PLATFFORM FOR CHANGE T/A PLATFFORM pty, Te eratay LT FOR THE YEAR ENDED 31 MARCH 2024 ade ate teh y ke Was AGES

Niet Whereas Platfform has, until now had a Welsh focus, the systems we're trying to influence are UK­ a Spe esas SE, Se ee oe es “I wide, and so it makes sense for us to try and extend our work beyond Wales. This is happening ee ate 3 Are a pipe ore a: Syme organically through Platfform Wellbeing and ongoing development building on Mayday's network. cats Meg Si delighttg tee ak, Me MRIS meee

We worked with 13,129 people during 2023-24 ae <0 ee CA ey |

Feeling Safe: Crisis Prevention and Home Se aera. eee

We worked with 3436 people across our Crisis Prevention and Home Projects and Services. Carne lesa a pres ete A ale, aTae Aeas eeek Pm Within our Community Tenancy or Floating Support services: wet ee” wey oe =" ray ae \ ay = epee om a 77% of people we worked with reported an improvement their mental health and wellbeing. er ee va al oyla Pm et Oe lon ¥ ayy 80% of people we worked with reported feeling safer within their homes and communities. eee eer al te Seed aS a WEL Sle

Within our Supported Housing services: Pee ee. Te

77% of people we worked with reported an improvement their mental health and wellbeing. Sh heat 79% of people we worked with reported feeling safer within their homes and communities. 4gOF Pendcae oneSEE Tt OCC aied e es eLent aeeeLae Sevewe e oe

We supported 211 people within our Crisis Houses - Ty Cynnal and Linden House: 5 MARS| eeSt PS SF eR CS 84% of guests who stayed at our crisis houses prevented a hospital admission. = eseTareSMe Ravage Tiley eee aS ea

57% of guests reported improved mental health. 50% of guests reported an improvement identity and self-esteem. DecaneSeSe Radiataee ee esfoe weet ae a ieneaishocioesaoe ine 4

What happened throughout the year?

er“= a key theme this year. Operational teams have worked hard to be more visible and present in communities by increasing drop-in hubs in all geographical areas and co-locating with partner Se Connection and strengthening our relationships within communities and with organisations has been esA “CardyeeRSAeeeee Soe PeeS Sele ae LS ae heh eee 3 tea agencies.[i] ees oc SenS eS IST et Gir TA organisations and statutory teams to highlight areas and difficulties within the wider system, such as: To facilitate better outcomes for the people we support, teams have worked closely with partner eet Cl RE LOL ae ab starts <pl-eideele-w en fn 0 FN WA • Finding suitable accommodation; SANE ate rom ee Uae < • Move on processes; ame oa es • Access to support at the right time; eee ed • . Access to finances to ease the pressure of the cost of living. akae eee Ec L y

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PLATFFORM FOR CHANGE TIA PLATFFORM eho 2 oe FOR THE YEAR ENDED 31 MARCH 2024 mg 1 A: i qe.

Further embedding our trauma-informed and relational approach, providing safe reflective practice spaces, and making time for teams to use formulation to make sense of the needs of the people we MATE Oe TC ASN aa aeSERS. aatTe Ee a support have all been essential when faced with an increase in the complexity of needs of the people aS4"Gar2 ted,Vg Snapeoe: Pov xae hna 6Sben whee , eesee 7 we have supported this year. a =a. te Ate Our ML Neath Port Talbot Team EY kN eS have strengthened partnership working through co-location of staff with oe ee Le es Lage Geta, the Neath Port Talbot County Borough Council Housing Options Service. We have expanded the range of drop-in services across te Nt mene Gwent Me allowing people to engage with us more informally and net fae. rl 4 a geen ea removing barriers to accessing support. Bridgend Social Hub has been a success with 420 people Ptepere o visiting during the year. Berry aeae We continue to grow our STAR flats project in the Caerphilly borough which provides a step-down approach from Supported Accommodation into independent living. This exciting new initiative saw us SO ASO A EE A mea, ard TARESCTE,aLN =o win a National Housing Award with our partners in United Welsh and Caerphilly Borough Council. ieee eS haeeyER het] ood Prenea nate y later peal Tee Our ey Torfaen team* were successful in securing a grant to improve and refurbish communal spaces to eee beeee er Ae Pe ar eS provide wellbeing rooms for people within our supported housing projects. mriiselasepeter ae BT) eeDS

SS In August we opened a new supported housing project in the RES OTS bee Ie Vale, ia providing 24-hour support for at Rie eg seven people. This project provides support with mental health and wellbeing as well as developing ae people's skills and confidence to manage a tenancy. oatsee ay MaenDeeA? LSphyee Seee 4 rw aecP eS eT| Re Searls Our work within Merthyr Tydfil Eo Se came to an end when we made the difficult decision not to re-tender ee es PS I hee ex} for the contract as we felt the new service specification and approach to contract management was gata et not in line with our values. Pagtae iatee cee CS tpSeeSee eT ee Se In November we opened our first = Se a Seibiant Sanctuary A. tren covering Cardiff eT. & the Vale, in partnership with ae g the Heath Board, providing out-of-hours, community-based support to people in distress or mental SN ae ie il chee ee ee the ro 6 ed ee ee Locales health crisis. So far the Seibiant Sanctuary has supported 100 people. ke SS, ee MS een Both our crisis houses - Linden House and Ty Cynnal were successful in securing grants to improve Fe the interior of the houses, develop therapeutic resources and make improvements to the gardens. In SE Le ae ee ayes ae mn eemacig EG SUS Cre ot nol ae Serpe gears pe ES September Ty Cynnal won the Mental Health Award at the South Wales Health & Care Awards in Seth pee[ee] ee L partnership with Aneurin Bevan Health Board. This marks a significant achievement within the first Fatig ye ageaece A iden 15 The Of MES ee Te two years of opening.

Tw The Best Start in Life eg| yes : Children, Young People, Families and Communities Se eg ee A et ae, et

TT We work with children, young people and families and have recently started to shape our relational see ee ee ee ee ee oe ee a nt and trauma informed community development model to embed our approach at a community level. BBod We know we cannot support young people's wellbeing in isolation, and that working with the whole family and wider community is fundamental to achieving lasting positive impact and creating mentally e es etee a oe = Me Sp aae ee ee a AR ee aes mil one Dee SERS healthy and nurturing environments for children to thrive in. ela2 ene ee See Re tos} Young people having the best start in life, minimising the risk and/or impact of trauma and ensuring Palse, ae Ch children have emotional awareness skills and the foundations of good mental health are key to Red hemor CR Boteoe creating sustainable wellbeing in the future. Across all our children and young people's projects, ares § Sear Wintera Yeee ETae ataereeeo> ae i e e ae i ee ee[ee] parents, and family support we offer a mix of one-to-one support, group-based wellbeing programmes Oe Me ke tee ee ee ae = and peer mentoring, all complimented by co-created online resources and wellbeing products tee wd ae Se aon eee e getRe arRarer fe aA ee (journals, power-up cards, workbooks, and activity packs). Our offer has been broadened out to cee ae, ayeGa —Siok oo Lapel include drop-in / early intervention hubs (The Hangout), support for younger children, whole family or Wk Tuce et ery tar ae, Re wellbeing support, parents programmes and supporting siblings of a child or young person Rea ce Tg es Wore Seabee es Pe oe L experiencing mental health challenges. e e a eeBe,eePe cae adinnas op A eee

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We worked with 4073 children, young people, and families.

fen There were 6950 events or sessions this year. This included group, individual sessions and community sessions. Santer:tel SeTver” eet “acter NN et eSeeae 800 young people attended our annual young people festival, Wonderfest, with 37 stalls from local Pe ES ee ies ee SS SS Ee ey organisations and 12 activities on offer. epi sewte ees Rat! sae 22a

The young people and families we worked with: eo te ee he eee aa 90% reported an increase in wellbeing (measured via WEMWBS} Se RN. PAL 96% reported learning something new that helps their wellbeing = 87% report using new wellbeing strategies to support their wellbeing oY COT a eS Ss cea x eget sg es ates 89% report achieving a wellbeing goal they set out to do at start of support Lah ys _ Pr" EE. oT a> ee a 98% felt listened to oieryee ee ee ata am a“ Pe 99% of stakeholders would recommend Platfform support La AE ca

What happened throughout the year? iy pay Su, aye aE

t~. ok , - - The team has been working alongside partners to understand what young people and families need, Ac see ae ler, eeae a ee and embracing training with our clinical psychologists to develop and embed relational, trauma­ = informed practice. Some highlights from this year include: ac eaugee <8earaintee erPecee aateieySe Be aan eae! ielaa eee The Swansea Bay 4YP team note that 47% of referrals are now self-referrals, indicating that young people are talking about the project and recommending it to each other. We think this is a significant Tt =PaT LASeso tenAGE hen eaeee ye eRoter =.Saoe a oe ee[el] 5 teriet uy ") =[ee] * step forward in terms of de-stigmatising getting help for mental health struggles. 2 ae a ease , il Pres ; be As well as presenting at two conferences for teachers, young people also shared their stories at a ee CAMHS event in February to professionals from statutory services across the region. One young ek ha aD oll) cate Be pe lee ee a a ete ot SF person has also filmed her story for Welsh Government, which will be presented as part of a training ee v4 bat event for education staff across Wales. be) Geaeee ie Sy ae ele grt a significant difference to young people impacted by family substance use and trauma. The team Youth Empowerment Service (YES): While this project supports much lower numbers, it has made rw eseiode Se yrher fe Korie eer fi) LS ee have built excellent connections with schools. It has, however, been a challenge to attract referrals Fare a eee adety eeeSe eSol naa eeSaree ee at aeeeaeee Tt from statutory services, despite best efforts to build relationships and promote the project. SSN eee Se eT SAC 2 PSS ee Ste eee Gwent 4YP project faced some recruitment and team challenges throughout the year. Time has been ee ee TS es ee ee spent building a close relationship with commissioners, feeding into regional plans and strengthening tthe Barts omy da AS Reig ess al,rye ie neces Breen — ean our offer of support through schools in the region. We are recognised as a trusted partner within the a ee eeee ee ee ee” eee oie SPACE Wellbeing panels region-wide, and we work closely with CAMHS who see the value in our work and commend the support we offer. pianSsOUee 5 ORe e s Ae WI cn SME WS ete eerie ror ttn + See Caerphilly Families: The project started the year with a very high waiting list, and it has been tehee a Oe te ee oe ok ee oe necessary to pause referrals due to the level of need for the service. The team worked closely with = 4 he gr “thet vs son eee beret ona ar, caer a telcos el the commissioner and CAMHS to address this, lowering our waiting list by the end of the year and 4 otk ae ogeS et ls ont ore ey reel ay img wee 2 ier reducing waiting times, alongside surpassing all our project targets. ae ee oe ese ee eens Power Up moved from the development phase into delivery, providing a new service for young FP oka people in Cardiff and the Vale through school-based and community wellbeing support. The project aoe nckMate mtgae ee2 aeere aTASA esTY MeeACRE reer view has responded to several Welsh Government consultations, strengthening the voice of young people. ee A gle = nhepes 8 ae _ aL. ee ee ro port ne This has included visits to the Senedd and consultation responses/ evidence submissions.* SS Spee eee praia gaged Cee Reg eegeen pee Sk ae

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PLATFFORM FOR CHANGE T/A PLATFFORM SSG See es Aas FOR THE YEAR ENDED 31 MARCH 2024 P— 2. ie ee) ee a

The Hangout project is now fully established and seen as an integral part of Cardiff and Vale Health DE ie il[we][ tes] Sta A) a ak ey ee Board's Emotional Health and Wellbeing Services for young people. Numbers of young people accessing support have steadily increased over the year, and feedback has been overwhelmingly positive around the service model and the physical space. The project has attracted a lot of interest a et from other health boards, providing inspiration for redesigning early intervention mental health support eePe rae ange sack gh mee “Ts of < Puasa Meerre and providing much-needed alternatives to A&E / crisis services. Cardiff and Vale Health Board have ruil ee ee ee cries eS WAST SO SUMS rE peed also provided additional funding for a second Hangout space for young people living in the Vale of Glamorgan to be launched next year. aowfersaeis Reaapeee riee ced 7PENT Ee[TU] o e 2b CAe3iee Shs In April we expanded our families work via a new contract funded by Families First; The Neath Port i aos at ltl Talbot Families Service. Despite initial recruitment difficulties, the team has provided excellent rad + | eee". ee oe i ree een —_ tl. The ) r a i= v Bead = oo AOS Rv NTL RL support to families, reduced overall waiting lists, and enabled testing of a new approach by assisting with screening referrals alongside partners. This approach puts mental health and trauma-informed expertise at the "front door" of services, ensuring families who are referred are best matched to what map bat epies oe ae > Tee leet ene wee ae sed eave we are able to offer. so As part of our community work, the Western Bay Cwtch Project became operational in April. Dy pe Raat ak teas, ainda «setae poe Ae,F Sa The project has been piloting counselling and other therapeutic support for adults experiencing mental health and substance use challenges. We have developed a new community model, focussing on SPENT counselling. This has taken longer than anticipated due to staff changes and recruiting a Senior a?ae.” wrap-around support, community healing, and alternative holistic approaches to traditional 2a SNE penSie adFIeeRati TsieicgESeeetaT aeStar Psychologist to lead the work. We have been exploring options around the future of this work as the Mert Western Bay Area Planning Board is moving towards recommissioning all services under an Alliance = AY hohey [pk ene” cate yr ole tm eas emt: "8 Setpse: hii er ee Te ee model. a[a] GALES| ns Piotaaicg Sets" emehee Deepa neem reg Sh SS ay Holly Road Learning Project, funded by the Moondance Foundation, also launched this year. The fp Aree fs es a ee em team spent time connecting and building relationships with Holly Road community members and the es surrounding area, gaining consent to collect stories of people's experience and what they most value (asset mapping, sense-making and formulation). This collective sense-making and learning will be ae ala eo Sp Fa atl oe) ae be ee ee=x po qs taken forward into collective social action through coproduction with the community around what Pi gana a re Li ea eee oreo wisp changes they want to see locally. We have been part of Risca Wellbeing, organised by the Aneurin Site 5 oT EG Nak AE ee PO Sri ale Se A ea a); Bevan University Health Board. We have had the opportunity to share the learning from the project, and the community's voice, in different contexts; for example, delivering workshops in the Gofod and wr iret he Mee ie Elliala reed fot ar a ah WISERD conferences. Fs ara t CEeo ee aes dgel be Sate ons Meaning and Purpose: Volunteering, Skills Development and Employment enamoredse Mh ee ee eg ek Leyte Supportive, safe, person-centred employment and volunteering are fundamental to sustainable ~ eS ares Jia ry mores ames ee rio erm. a <i bape eT wellbeing. oDWee Platfform's Employment services offer training, skills development, mentoring, job search and placement support for those who are currently not in work due to mental health challenges. The Wee Serifise ee anewee ntanie Ny Satnaee ee abe Ul, i Rewrihlor 1 services aim to help people to return to work or engage with volunteering opportunities. Tee These services directly align with Platfform's values as they offer people the opportunity to have iy pe tee (i, Sey Alay Pekee greater meaning and purpose in their lives, contribute to and feel connected to their community and Paes aha eae ia Co, Bete sere or bear eee SS oes ora wider society, gain greater economic independence, and have the benefits of routine and social | connection that employment offers. Tackling poverty and inequality are also key components to = ta aeaset SE eles reas ‘Ser os improving individual and societal mental health and wellbeing, of which improving access to Se SA aad bone By EA 2 kel Sh trots ries sustainable employment is a huge part. As such, employment, training, skills, and volunteering Ra Gan Be niga ge ES, aie tie a oi. Uieledaleaia Ricae 3 me thage = Penne projects contribute enormously to people becoming and staying well. Se Be tel eye te needs pala Wap) earsne we NR) ae We worked with 739 people in our employment and volunteering services. er Oe eee See Peeee,

What happened throughout the year?

The team's focus has been to continue to develop and strengthen relationships within the community, SSE Chek. providing a range of activities and events. We have also seen our work expand into Swansea and Tae (WMEeee. Sopa eet Lars LFa elartaeaeSecee aangford ALNFs ah eetont ere) strengthened / deepened in Newport and Monmouth. ee ee ee

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PLA TFFORM FOR CHANGE TIA PLA TFFORM i tee PTH a =“. bl =i : Se FOR THE YEAR ENDED 31 MARCH 2024 re aecee

2 9 Community Wellbeing Events were held by the team, with more than 20 organisations attending. ees On ea ee se This provided an opportunity for networking, and for the community to understand what support there fe ee Fea is in the area. og | ial re OPA 2 lee be ee eee ry eo The team ran 41 Job Centre Plus events with 328 people in total attending for support with employment and training opportunities. There were 15 People Plus Engagement Wellbeing Training a.) oe ret Saari 2 ea St eet Se ae ‘a ‘sy et Pee Boel Pity roe =" “=. ao le ST te nade z beni [ere SeSARS events with 120 people attending sessions around building confidence, wellbeing advice, employability skills and signposting to other organisations. eeoe ee Ceee a es aes SE eeTae EP ESINI rms There were 10 community wellbeing Walk and Talks, with an average of 10 people attending, and the Te air is coer lent team has 15 volunteers supporting our community programmes. ee tated pies eee rayaecomeresesA EanOe ee Cc i ene The ere Caerphilly Pathways Project eed ee supported 53 people to access education, training and ee ee en teeee eT eos employment opportunities, and 16 people entered employment. Our Out of Work Service (OoWS) peer mentoring project across Gwent supported 127 people to ee engage in volunteering opportunities, 95 people to achieve work-related certificates and 16 people to enter employment. PigsTgartaBee,rereBe waerel i netsCES oa[Soci] Ue[ EEA][ PN][ rxiiletor] S| epic[ fos][=][ al] During the winter months the team ran a 'warm space' in Bargoed Community Centre offering Tea fn das ae i and Toast, where people could drop-in and connect with others, as well as weekly community coffee hee ol Ue eee oe and craft sessions. en acei etail ee—eeee ee Be -a) Rares The team held talking table events between March and June where people came to together to “ees b eect BS connect, with 10 people attending each session. Ps te wide e n eha el pet sb rey ete L In November we launched =i ts Sry Perfect Fit a free clothing initiative run by our volunteers that is accessible to anyone who needs interview, workwear and/or special occasion clothing. The hub operates in the peSe and items to remove barriers to people participating fully in opportunities. heart of Bargoed and is open to residents across the Caerphilly Borough, offering high quality clothes ehenpee Rat[ wl meleraeeeeapgot MattarireperhtaSteena) gpeeertkL eei.wees > + i Saness tel ed eee ge ee In June and October we successfully secured funding to expand our employment and volunteering offer to Swansea and Cardiff. Both projects will provide mental health and wellbeing support to people aged 16+, creating the conditions for people to feel able and ready to access volunteering, training or employment opportunities. cea Pepe tsEREPoa er re ee RLS eet Ie OS Ot Se berg) eet >

ees Living Well and Staying Active: Dementia Support eeet ee es one Te

Raa Our Effro ee project delivers services that aim to improve the lives of people living with dementia, and to ar ae Sac ieee “Sarat Te AES eee rs support people who provide related care. Building self-esteem and confidence, the project helps futfap people to remain living at home for longer, with less time spent in hospital. Effro emphasises the Yskar8 arteee at SASTits ol, t.4Aeie nd BalLge. peer‘ee <* Be=Tes- a 1ee aE inacti i SS«ans importance of time spent outdoors, and connections with other people and the wider community. 5 eS ee aE ee -Petes see eb SMe

This year the Effro team worked with: tee ee a eee

329 FOr people through group settings; i ees 79 people via one-to-one support;

128 oetEDGait people trained under the Alzheimer's Society Dementia Friends programme; ot[hae] etttae? McetdLUAtel DSM cies

51 + carers, both directly and indirectly. © Se Sp Sea

The team secured a contract to deliver paid training across Powys County Council, via a contract with Se Fa he ro. o 2 Pua tog F Li . he oP Social Services to provide workforce development for social care teams and organisations. This has F. seen the development of dementia education videos with the Powys Living Well Team. lll i Pa ey) he oe ee ow| eoee ee = 7 apo oe

The team also secured funding to further develop the allotment via our Bevan's Bees project, ee a eee eee ee eae ns bee es ae supported by WCVA's Landfill Tax Grant, which offers volunteering opportunities and outdoor coo activities for people living with dementia and their carers. The team has also participated in the e raeasai ticesaa ie us ee RAE SOREerBMT oeates ae XY + ”i”

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PLATFFORM FOR CHANGE T/A PLATFFORM Fo eee) = aces et ery FOR THE YEAR ENDED 31 MARCH 2024

Opening Doors to Brain Workout series of events organised by Cardiff and Vale's Regional et SAS,Ba eT ov Oe etee Partnership Board. oa Se

Supporting Wellbeing: Therapies, Training and Learning

We know access to talking therapies can have significant impact on recovery as well as preventing es ee SS ary (ne aa ee additional challenges to mental health; supporting lasting, sustainable wellbeing. avis Coa an =o bet Soar cern aatiete

Our counselling service of 2 FPS ered support in-person, online, over the phone and as 'walk and talk te Jie bor etl mone “iv see a or 9 tw

therapy'. Counselling was offered in a range of languages, including Urdu, Hindi, Gujerati, Bengali, ee ee ee a en Cnet eeeite Eee

Danish, Greek, Polish, German, and Norwegian her eG = at Ed A, ears - - a

Rees The team delivered counselling to 1276 people across a range of projects: Tete se 2) eS as eg ee

Pe Working alongside the training arm of Platfform Wellbeing and getting to know the team, counsellors have been involved in delivering webinars as well as attending joint networking events. per aTLeeagenSacpm © eesCae ae RY a ieee Pee Sastre reaching 879 participants from 25 different organisations. Platfform Wellbeing training team provided 393 hours of instruction across various courses, 1 ae ee[SE][=] oe ork solar ash Pott Kiarsae ancesA Seg)in sek ee rene The courses covered topics such as trauma-infonned practices, mental health, managing depression, ee re ees ts en ee Sr we oe he and the effects of stress and burnout. Sessions were tailored to the needs of organisations such as agrn SR Caerphilly Employment Services, Vale of Glamorgan Council, Unltd, Advocacy Support Cymru, and ag eS POEUNKPEWheeLer Pom ar a teak aol eta ae a eee numerous primary and secondary schools. nil T memarbie alea A Ley, (ie RD ad Page Additionally, we offered six free webinars to 439 attendees, focussing on mental health awareness, eeepting Fee same, Taga at es <= py Timea” So eee mtr workplace culture, and leadership. For larger consulting projects, we conducted baseline = Le pS ae ae! = SOSTek on pS arama it assessments with Salford Council and Sport Wales, which led to the development of extended ie training programmes. eeos

Influencing, Transformation and Social Change

Living our values: What happened through the year?

External Policy and Influencing ae eee i-_ = & » aly

ae Over the past year, working alongside the Head of Policy and Influencing, a researcher, and the a ee ea ee a eeer ee Marketing and Communications Partner, we developed and refined our strategic approach to fears influencing. palasBerpeaahinedt tine” con anges eee Shea eae =e As a team we have worked with, collaborated with and / or built partnerships with: ce eS le sled ieee i, then.

9

PLATFFORM FOR CHANGE TIA PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

Campaigns

We launched our first campaign called the Truth Project which is about the harms of the diagnosis of Personality Disorder. This is a pilot for our campaigns approach but attracted significant interest, collecting 17 stories this year. Some appear online on our website. We have completed a thematic analysis on these which we will use to co-create a campaign action plan. We recruited a Policy and Campaigns Officer to support the delivery of this work. We also launched a CAMHS-focused arm of the project, supported by a trainee clinical psychologist around safeguarding and clinical elements of

Consultations

We responded to the following:

Media

We had a number of TV appearances this year including;

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PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

Tlmellne of key activity

Tlmellne of key activity Tlmellne of key activity Response to
Private
Finance
Committee
response and HSG		 School
engagement
government
response
Member's Bill
(Mental Health
Safety Bill)
Sport
Tl Training
Wales
internally
Pilot		 Nov
campaign
Winter
Co-chairs
Gathering
ofWAMH		 Joint
Children in
ACE hub
responses
Need
case study
from WAMH conference		 Feb MH str.
launch at
hangout
Feb
Save the
Manifesto
children
Launch
partnership		 ITV
Dec
Doc on
Launch of
dxPD
dxPD
Health
campaign
procurement		 Gender
Mental
Draft child
Health
based
health
poverty
violence
StrategyImpact
Assess
strategy
response
ments
response
Ending
Homelessness		 Draft
Mental
health
Strategy
response
Outcomes Fram
eworks

bulldln a social movemen

Lots of relationship-building, movement-building, to create allies/ contacts (e.g, Committees, Senedd Members, related organisations, allies, media, academics, etc)which underpin this snapshot of activity.

Internal Influencing and Practice Development

Activity includes:

We have supported a number of internal learning events including, Drop the Disorder, Trauma Summit, Kings Fund Community Approaches to Health.

We held our Winter Gathering in November with over 120 staff, volunteers and Trustees in attendance. The focus of our gathering was "connection" to each other, our projects, and our journey of being relational together.

Next Year's Developments

By changing the narrative, we will influence system structures and move towards a holistic, rights based and community focused approach to mental health. Our focus will be on building relationships, trust and transformative systems change.

Using an emergent strategy approach that is rooted in our values and a relational and complexity informed approach our aim for next year is to continue to develop our social movement building approach and to communicate the effectively to all our audiences. Building on the below methodology we will refine how we can best communicate this to bring others with us.

Our key areas of focus will be poverty, communities and taking a least restrictive practice approach External Developments

Over the next 3-5 years our focused our outcomes are:

1. Welsh government, key stakeholders in the public and voluntary sectors broadly understand the Social Determinants of Mental Health and take a Holistic and Social Justice approach to mental health.

11

PLATFFORM FOR CHANGE T/A PLATFFORM inl FOR THE YEAR ENDED 31 MARCH 2024 Tee _—lisSeee, Ae edaeyaleeBae

Eh Externally we will focus on strengthening ties with key Ministers, planning our Senedd Elections Sr. st oft whan ae ar eo © . ik oxo ‘ps; manifesto, and supporting WAMH with its own manifesto. We will also be building our relationships in “a en, Anat ree are Cae wpa bit doe eres" London. We will be seeing the Truth Project campaign through its first cycle and showcasing this work S at several events. a

Internal Developments wrvf Beso Oe

Our Internal 3-5-year outputs

1. Teams confident with reflective practice and it's embedded into practice Bs ee ee 2. Teams are confident using the Relational and Trauma Informed Framework and it's a ee ee ee ee embedded into practice anes ee

Syed 3. There is a Relational and Trauma Informed Learning and Development programme See OS 4. cree. We have developed and deliver on a rolling basis a Compassionate Leadership programme ie ewes?ie SS iarti= eabert iheandAR Sapa bingNH AIites

We will continue to ensure that we are living our approach authentically on the inside by working with a a WL, SAS a aed acee hanhe others to provide relational support.

Relationships between the charity and other organisations Poe's ot ae ia oa SCGsoeeticara, ye sarap peatiae

Platfform has existing established contractual and partnership relationships with the following ee eric Se ee be Sere = eed

organisations: Sahek |

Cardiff, Swansea, Merthyr Tydfil, Neath, Port Talbot, Bridgend, Newport, Monmouthshire, Powys, oy Local Authorities - cingk Sloe ss Rhondda Cynon Taff, Vale of Glamorgan, Torfaen, Blaenau Gwent, Caerphilly, 2ls te pe, Seto Rr Dee,

Pembrokeshire, Ceredigion, and Carmarthenshire, City of London, Salford City Council. PPareneRe EE mFiat ignatiusTEE altonmetMeeGeeetek ae)Ey a2 eadeereCae bo” cg

Housing - United Welsh, Cynon Taf Housing Association, Rhonda Housing Association, Merthyr Deab eee See ye ea ne. Sea Tydfil Housing Association, Linc Cymru Housing Association, Coastal Housing, Caredig, Pobl, Melin See Homes, Hafod, Newydd Housing Association, Newport City Homes, Cadwyn, Trivalis, Valleys to ees aksphen Taigtitee ies ey4 - Housing Cymru. Coast, Taff Housing, First Choice Housing association, and one private landlord and Community eearama> pefeoeoet (PSgs, eT y Paal ALsd nonintra BEERSe : MIT SELESue aieeeDe CLAYaaa Health Boards - Cwm Taf Morgannwg UHB, Swansea Bay UHB, Hywel Oda, Aneurin Bevan, and at SS ICE,

Cardiff and Vale UHB. suei eeJeyhel SE oe GM KITS AA" a ee Welsh Government -Through the provision of the Homelessness Prevention Fund, Section 64 grant oe Sve Oe ee ee ee aeee funding (Sustainable Social Services). and the Bereavement Fund; National Suicide and Self Harm eefat Prevention NHS Wales (in development), ACE's Hub, Traumatic Stress Wales. eeeya eeaes ge eeee ew eeeeeLe ee ya eeft eeeek .. Lsep Trusts -The National Lottery Community Fund - Mind our Future, Wales Council for Voluntary Action, St Martins in the Field, and Children in Need. me ee,pL ee SF de" a etoaC e Se e ecra; r:

Established relationships are also maintained with the following bodies: RMT ee ea Se oe os Strategic Forums a7

a 12

PLATFFORM FOR CHANGE T/A PLATFFORM ar es Ea FOR THE YEAR ENDED 31 MARCH 2024 tebe epePe g e

• ST Cardiff and Vale Regional Partnership Board (including representation on sub-committees e.g. a ee er ee Aging Well and Starting Well Partnerships, Emotional Health and Wellbeing sub-group[ee] • pe NEST/NYTH Communities of Practice ead ker Sant aaa[aS] ae 6 • Regional Provider Forums (Cymorth Cymru) SRW Pay • Do odeSe Local Authority Housing Support Grant Provider Forums across our areas of operation 2STSe ogeeeT = —Rr et ee—ee • Health Board Third Sector Provider Forums and Mental Health and Wellbeing Networks across . Ey our areas of operation See ey= aitee[Pan] valance ee ieee Seed Bae us Lae os a Sete Voluntary Sector Organisations iar eo - Cymorth Cymru, Shelter Cymru, WCVA, TPAS Cymru, Tai Pawb, Soar Petoty tne A SS es Interlink, Mental Health Action Cymru, Torfaen Voluntary Alliance, Gwent Association of Voluntary Organisations, Voluntary Action Merthyr Tydfil, Neath Port Talbot Community Voluntary Services, -ho? aok mie SESTSBide ot Sais Pa cate e4 f e bean.a ae aee 26s eaT e Swansea Community Voluntary Services, Bridgend Association of Voluntary Organisation, Glamorgan Voluntary Services, C3CS, Gwent Mental Health and Leaming Disability Alliance, Cardiff and Vale soos tetany chapped bncree SPS eB “th ee Action for Mental Health, Diverse Cymru, Save The Children, Llamau, Barod, Fink rg eopae oH ni YMCA, Promo Cymru, Worker's Educational Association Wales, Ethic Youth Support Team (EYST), Youth Mindfulness[dared][ese][Neg][May] ne Rigi ge IN Yeast ee[Pee] Ta syroetiee by: ras Education CIC, Gentle Radical, Mind Cymru, Pride Cymru, Growing Spaces; Care Collective Gwent, Gwent Carers Collective, The Lighthouse Club, Groundswell, Homeless Network Scotland, Children ore fee, er ee a = es a og, aa in Wales, Kidscape, Mirus, Bevan Foundation, Building Communities Trust, Unltd, Mirus, Big Issue, ee rie CMa Dee Diocese of Minevia, RCS Wales. ees) wee we EF e5t reat foal eke toe Simon facta Swansea University, Bridgend College, St David's Catholic Sixth Form College, Careers Wales as Education a - Cardiff Metropolitan University, Cardiff University, Bangor University, Bath University, yee ae a ee re ny See C-e well as primary and secondary schools across South Wales through delivery of our children and ep oty a tke)aae ee ag bts young people's work and training to teachers, Ysgol Caer Elen, Ysgol Penrhyn Dewi, Ysgol Harri E eeee STee ' ' TREE2aTraces cea Meee p e ate re ea: PieseT" Aeco art Tudur, Ysgol Bro Preseli, Pont Rhondda Primary School, Cwm Clydach Primary School, Ysgol oes nt aL et Eres Nene ie oe ae ee Nantgwyn. = Private Companies: is oF MR segment Big Dog Coffee Stability, Vanguard, Deryn, Vapour Cloud, Healthcare RM; Case a y kdTh Rin Se RS Le Sasa eae Management Cymru Ltd. (in development), Resource Group, Enterprise Car Rental, Spindogs, Amazon, Enterprise, Advocacy Support Cymru. 4Ssth PPDrast Soe:wel * a oHearNag Sa BeteDe iSRP setae Sport: Sport Wales, Hockey Wales, CCFC academy, Swansea City Foundation. Meese; Gene, MOA Ineat teagan WR, Sees “he

Pea Stability and growth: foundations for the future as aL ute pe fa.yas Searmn Tar"

ee Wales and Westminster, as well as cuts to Local Government and Health Board budgets. This is set navigating Cost of Living pressures, Real Living Wage increase, changes in political leadership in We are operating within extremely challenging and uncertain external circumstances for charities - a Oroie eebeads * aeeee beatae eeeed WieeHahei P eeeee cere)W ae Ceo against a backdrop of increasing demand on public services tipping the dial towards crisis bee uaa Si i Ds e igs es ee management, with less money available for trying new things or increasing community-based early ne aa iil ete, aeee 7 7. ir eS Bgell intervention initiatives - which are the route to building healthy, healing, thriving communities. rT oo. fa agar gpa ee yey me¥ Now, more than ever, we need to be brave, live by our values and not be complicit in commissioning practice that drives down service quality. Platfform's Growth Strategy was drafted during January - aede re ae oe eSa i =o, a ee Rear x epegres: | ae Fa oe March 2024, in collaboration with teams across the organisation, and articulates the principles and behaviours of the type of organisation we want to be in Business Development and beyond. SileROk.eiAEee(Pa ateRAK SowSeOYos Fey leneeeUS)a LRpieeR e e,eeeCreetiteegew,ang© abyee purpose, ensuring we remain financially robust, deliver services in line with our values and support about increasing turnover or meeting targets; it's about achieving sustainable growth in pursuit of Our approach is relational and not target-driven. We do not seek growth for growth's sake and it is not sncPD BLTee2 enpe).ieae Ser saneoe 7 $jys ke WEECares Staeer melSPhatlee BeParea Divot RMSE Cau SORE Ser our staff to do the best work they can. eae aes ee ot Por sa aoe res r

13

PLATFFORM FOR CHANGE T/A PLATFFORM Sak art a Sr ir fo eee FOR THE YEAR ENDED 31 MARCH 2024 Sia! ee ae” rn At“

While we cannot underestimate the impact of the current climate, where there is uncertainty and Bree arity A Br Repay Sa aa, arts et rere pressure on public services there is always opportunity for Platfform to be a meaningful part of the mae solution. It is well known that we are operating alongside and within traumatised systems where a a, a pt 5 a ee ee ey people and services are overwhelmed. We also know that a huge part of the solution to increased[cece] iy tre date ims keoe ye NO ae A demand, acuity and complexity of need lies in addressing the root causes of distress, in preventing PE Yate har i~ people's needs escalating to crisis situations, working in and alongside communities to ensure people a ie stone Ce Gea oe Oa i a ee ey have the skills, tools and support to navigate life's challenges safely, mitigate the impact of trauma PPT aa ie Ae eRe Ly rss a and have opportunities to heal and ultimately thrive. This is the space where we have huge expertise, a . Se a Eee Se 2 eee Ne experience and evidence-based service models to meet this need. ora be artsetae Smaak: o ht

ete Our principles and approach to business growth are: tee eeeee Oe oA nonl at

ot • from local to national - with a focus on place-based delivery Relational COCR) - we want deep, meaningful relationships, across all layers and levels of the system, Te ae wise et ee ee ae • 0 eT Taking our time ADSaa - the changes we want to see are ambitious, it will take time and we need to be TaeAESSateen iret rad et Ce WM Ae patient • Realistic and pragmatic - understanding the external context we're operating in, particularly 2 AS SE ETRE TEMAS LSS NES ES PTLD Bat political uncertainty and economic challenges, as well as our own challenges internally Se Ian • Financial stability 1s - delivering sustainable growth with enough return on contracts to be able to teh en aL: ee oe ee ee ot achieve our purpose and strategy by ensuring we're meeting our core organisational needs es ee phn be “SelPP BPncee: = • 2 offering solutions, working with partners and communities to achieve wider social and system Collaborative and coproduced mtnones patnacar schpeeRaga ce Rtaercoe cl - doing with, not doing to, meeting funders where they are at, PtemervmemtecacemetIa ovaRian Senetie bateirneeea haha MictaePerat me change Earth ha rsdn bergen aoe • so informed by our work in communities and what people tell us matters to them Authenticity & om mre ait. — Beet a 1 : In living our values and only bidding for work that aligns to purpose and values; Platfform still continues to grow. The charity's group activity has a turnover approaching £17m and strong See es eet esd eo tan, ip coeee reserves. en ee ye ee Pe ee ee ceria er We have continued to see the impact of clarity and focus on our growth ambitions through Platfform's nenrg two core strategic purpose statements which drive all business development and commercial activity. oh ee en ee) maned i dase f “Roca Our connection to why we exist and the changes we want to see in the world, ensures we are etnalasearsaweweet> ee Genre eedi weee ie ole yaee Se. en smegaeet continually working towards Platfform's strategic aims. Additionally, our experience of working within and alongside the systems we are seeking to change ie enables us to speak from a place of authenticity, credibility and expertise which continues to SR oees eert area Seofoe od SeP| restA Tg explore new markets and audiences. iwi a died aa : 1 —_ Lino mer ee ou We have achieved repeat business with existing funders as well as securing new contracts and grants - increasing Platfform's visibility, reach and impact. We have grown across a number of areas of the oeCeen eeS e e eefee eearmen ="ee eeeaes PP EO 2 eee‘i pi " e* ae-0 charity. Notable examples include: ae py gl Wf grea idie

14 vt

Se PLATFFORM FOR CHANGE TIA PLATFFORM ea ret FOR THE YEAR ENDED 31 MARCH 2024 ih, eta oatea ee2

* • Trauma-informed Community Development: Leo eee SS

o a We have set up a new out-of-hours crisis support service in a non-clinical, welcoming Pe es an oo far Ten ae a” } a epee Maven SA,[a] for hy space in our Platfform Wellbeing Penylan Road premises, offering practical, social and emotional support people feeling distressed as an alternative to S136 Police holding ie powers, A&E and inpatient admission. CESace eamesSUES eaesub = ge DAY Ei the UK. During the year we've secured contracts with Salford City Council, Sport Wales, and Our work in AE talking therapies petra eet aarti and workplace wellbeing norte hee RET wall has continued to grow its f ae a Baa AL 9 ult Meat tprint across Poet Pine Swansea University. This has seen our bespoke Psychology-lead Trauma-informed Organisation a Cc»a=a re eirate aanbs a, ms b amr]Ena Pos = r, 7m Teken ia OL cdmaFEV aleenee aTraf a Sei Development support offered to diverse organisations. This comprises a range of interventions from a ecg awareness raising workshops, 1-1 therapies, leadership training and whole organisation culture and aA practice reviews (starting with Senior Leadership teams and moving across organisational structures) at[ pale][has] a[ pas] AMORA,[Satire] Se[ ae] PEGA PE[se][ Sd] peere ereas Pee on what it means to be trauma-informed. Aa ESA Sd FA RTs chen OR Ee KN att a Gn eeSe We have also successfully bid for and become an approved training and counselling provider on a i= number of Local Authority Frameworks, building our reputation for high quality, competitive solutions Sree i. w taneleltts! ae FayreOeeecoeaeElya eutke yee=[Sie] eee to meet the public sector's workforce development needs. Examples include: RCT Counselling Services Approved List, Blaenau Gwent Workforce Development Approved Providers and Powys FesSea Council Social Care Training Approved Providers Framework. tinteeae Val Che ereoieereweemek toe: . oI Our merger with Mayday Trust has enabled us to develop our commercial offer into a range of 5 ee ee Cae) Ge eee consultancy and training solutions for the third, public and private sector as well as further explore eT Spe ree ee iSL, Pe rr) how we incorporate Mayday's Co-production, System Convening and System Reflects work into oiben saat Seta ais, PSC eee PASS EW, ms ate Platfform's offer. This allows us to support the third and public sector to imagine different ways of ee a Se eeeoe A ce a ae doing things, meeting people's needs in a more holistic manner. Shy isa Se PCA Guin oe, ae: te oe ieee

15

PLATFFORM FOR CHANGE TIA PLATFFORM oe Pc ree) iss (Lk aT FOR THE YEAR ENDED 31 MARCH 2024

eK We are continuing to build relationships with Mayday's key funders. This has included attendance at conferences such as National Children's Conference, Adult Social Services Conference, and other eee eeameeee a ee)nla Sno aora Pe eete eoeeeUs ke speaking events to understand what opportunities the merged organisations offers. ee eoA aiea ie, ee ee ts Bil Through a range of free-to-access online learning events and change networks - delivered as part of the New System Alliance in partnership with Homeless Network Scotland - we have reached new and leg ee eon “20S mets ee de ere eeeeoe agar diverse audiences to share ours and others expertise on a range of topics. & baa Per 2 Shy ae “Thea2 eS oe alee cee! ae eens) See, elo inte Across 2023-24, the New System Alliance learning events engaged 719 people over 8 separate sa ee oe Ste Sn Pak events. This is generating follow-up conversations and opportunities to provide further training and De eerp creePl! eat——, Pe oeesoteeeAn influence how other organisations work with people, communities and their workforce. ee) —>. Ee aee ea rh ee ee eink DNAS Zi A ie vet Pe Our social cleaning company - ies =o APP UK continues to develop and grow and now employs 140 people ate reerdie ter, —, we hel area across South Wales and the Bristol region, delivering circa 139,516 service hours for its 54 clients during the period. The future priority remains scaling the business in support of impact and profits for heats pear att ho» eS ee a ary ee een 1 ae a a ‘ee megane wy oo tan = reinvestment, in pursuit of purpose. Ss’ wet 2 way =a

ee Key strategic areas of work for 2024/25 CRS Tsee

_ During the year we have reflected on our strategic priorities, alongside our approach to strategic ee.ee ee Fe es ee oe 1) a ee ce p= hm Mloly business risk. We will continue to take a 'purpose focused' approach to business risk - asking the etic ae Ree question "what could get in the way or prevent us from delivering on our purpose?" el e e a r e , Seeer ew,Seine ApResCee searsel—txtaes: eer Jay ot

i That purpose is: es

The strategic priorities for 2024/25 are: tere Soe ae

as 16

Fi PLATFFORM FOR CHANGE T/A PLATFFORM pereeegtaa tree os ter. bee FOR THE YEAR ENDED 31 MARCH 2024 op

Financial review ‘a hae ate

The Consolidated Statement of Financial Activities (SOFA) set out on page 29, shows the financial results for Platfform and those of its trading subsidiaries. The individual Charity SOFA is set out on rots page 30. Ne Oe ate ee

Income The The group income has increased by £3.5m compared to the prior financial year. The charity income So yy See ake ‘wat ioe hate Ne sa ley Soret The of £16.3m represents a 27% increase over FY 2023, with the principal sources being as follows, ee (further detail included at note 5). SENT + ‘perarri mgt a i a diaertunte be ioe earn SAT cod tse | pease a aed Income from charitable activities amounting to £11.94m ed uw ven Oe “tix el ayes Ere el Trading turnover of £2.7m er oo _ “hy Donations & Legacies £1.78m t pa a a Within Income from Charitable Activities, funding from local authorities totalling £5.9m remains our Se age ee” ag EiMics, sce baaPaonia DEE ow ie pe greatest source and includes income from supporting people and housing advice services via contracts with local authorities. Pite Rw “naa (EA adel ate te YE epee)[corel][gnary] CRS Other principal sources of funding are detailed at Note 5 and include, £800k from Welsh Government, cy SaSS NS Aeec YT Pa rental income £2.1 m and local health boards £1.1 m. Bere Te RS ee ST ie, a Re Se Ey Although no one service commissioner has excessive influence, trustees are aware that we are Cu Se ete heavily reliant on the funding from these sources and the need to diversify income has continued to dae ae lett ee es ee ee eh be a key driver in determining business development activity and investments from reserves over the ki Geen oven h its deat titesteA Rese REET en ae ee Sees last few financial years. nto Ree ta ays oe etee et Expenditure Resources expended for the year disclosed in the consolidated statement of financial activities a. Se ee eae A eS Se Gee wt amounts for to £14.5m which reflects an increase of £1.3m over the previous year. Further details of nye TS Pelee Sch oleae RAK (EETEEL Pe meeRea Sao major expenditure categories are included at note 7. WE Gaeta DOME ARWSP A MOLi! HY Net movement in funds wteeers The net movement in total funds reflects an operating surplus of £1.86m in respect of the group which reflects the donation arriving of £1.7m from the merger with Mayday. oe Passdeenefes, A[ica] a[ neared][cong] ; Del ae a lle ali Taay The total funds balance as of 31 March 2024 for the Charity was £2.9m, (Consolidated £4.2m). There - n+— —a i ney‘@- =mb bPer aie"y eeLe | a,=. = iy ;ti on whe | era; L ai 0 are no funds in deficit either during, or at the year end. oh meroTh ga Solel a 7 2 eee = Trading subsidiary herd hve As detailed above, Platfform operates a cleaning company APP UK, via a wholly owned subsidiary = ae ERS : eee ep ee eb Se he structure. The ambition for the trading subsidiary group is to deliver independent, long-term income to ee support the charity in its income diversification strategy. siete de or Measee ;[b][1] ipai[aml] -,[ ial][Parlin][le][cg][ics][ A] Whilst market conditions continue to be challenging across the cleaning industry, and competition fierce, APP UK continues to consolidate post-acquisition and enhance its market position both in We South Wales and the Southwest. Ongoing work focusses on strengthening its branding alongside FTASe eS Ae i Wed, ensuring robust operational management systems are in place. The core operating structure remains lees- ease<. Seee a atiae aie» BSGFSSCPptt bone the streamlined, and the company continues to invest in staff development and training. External fy investors remain supportive of the ongoing strategy. (Ae ee Speed err, ty Reserves policy The trustees of Platfform recognise that the charity serves many beneficiaries with an ongoing need, oe a, ny = « = : as such the organisation's reserve policy has been set with the long-term viability of the charity as a ri at pp ake gage Sle, PO Sa Tae FL ye ny Ar crucial factor, and within the context of increasing political uncertainty and the short-term nature of 5 em Parai D mrrrre ie Let ig ne AN on) oe a y oe funding contracts. ide es els tetas Pete rn" 8 eat =e Fe Aa = 8 S The principles that the trustees have determined for holding reserves are: - 7 ratcene Sg ee Ct toes ae a) • ee Platfform's minimum Free Cash Reserve Fund calculation is to be based on the entire ee Poke atee ee eT • ty The minimum Free Cash Reserves calculation will be reviewed annually and presented toorganisation winddown cost. SeeTe ht eiRS te Se ee,FE eeoe

17 a

eS PLATFFORM FOR CHANGE T/A PLATFFORM Sei 2 SP ASTAT Peet FOR THE YEAR ENDED 31 MARCH 2024 a Pe ee a

Total funds Fea} Trustees have determined that the total of fixed assets, designated reserves and general reserves i elt1ara See¥) oea; & *"j a —_eeLl i ‘ 4oo Pi should not fall below the total outstanding commitments of the organisation. The total commitments as figure is reviewed on an annual basis as part of the reserve level review. c‘get oh ooh * asa he rer1 ssaes§ - r SererT, chesPo Note 21 to the financial statements provides the details of reserves currently held by the charity: BL ted ae3 eo Ss. llDe et py ES haf dee he

General funds 7 ~ The intention of the trustees is to maintain the level of general funds as above. The Consolidated Free as net eee Se ers Reet cae eee gt 1Sey ak, si Reserves figure of £3.2m therefore remains comfortably ahead of the organisation minimum level of Dect ee ol ae eee Tamed) “es elt ber FS A[re] ie2 reserves required. From the free reserves, £1.2m of these funds have been ringfenced as designated funds and will be used for future charitable purposes. A further £1.35m has been designated within the Group as unrestricted funds held by Mayday, the intention is to gift these funds up to Platfform for fur ; er ace - a ye! Change in the next financial year, with enough funds left in Mayday Trust to cover any future liabilities toe Gp oanothe Pa Re unin! aaaae Eat, toaan <p baPade it may have. No formal decision has yet been made on how these funds will be utilised, however fet gts Se ore fete eee eS ee Spm ae once gifted to Platfform the Board will sit down to decide the best allocation of these funds in line with charitable aims. This leaves around £644k of general unrestricted funds, which is in line with the enee, eeSe ae Fave ae a tiny aan ae Boards expectation of general unrestricted funds for running of the Charity effectively. Careers rep asree he ar amtee eeeoT SheaeLeiaee £ee -

Designated funds . “ae Pum 1 The movement on the designated funds during the year are shown in note 21 to the accounts. Details VS a ee ee ee Ts ee, See of the funds are noted below: Sere

Mayday Trust Designated fund yeaa Fn vah cies Poul

These funds represent the unrestricted funds held within Mayday Trust, a subsidiary of Platfform for on eed we 1% aS * oom % Bo nlitin,, wl a cates FE ee st 2

Change. These funds will be gifted to Platfform for Change in the next financial year (except for a te gibt Ta See

nominal level of funds to allow Mayday Trust to meet ongoing liabilities). As such these have been = at oe eee es ru eM Se ae idl” 5 designated to ensure ring-fencing of these funds. No formal decision has yet been made on how to aS aL EL OE Tah SLES ee bio spend these funds once gifted to Platfform for Change, but the Board will make this decision once the ee Bprecay areFe en ee ae) es FEA eee fe ho

funds have been gifted. wrte ya ad”el

18

a PLATFFORM FOR CHANGE T/A PLATFFORM ee ee ee FOR THE YEAR ENDED 31 MARCH 2024

Freehold Property & Fixed Assets Reserve ees LS . ; .

This reserve of £497k reflects the equity retained in the two freehold properties and tangible fixed tehat areata real Sh Pecetetes (ixon last swe[$eunene] assets on Beaufort House and Pen-y-lan Road. The reserve was increased to reflect the refurbishing

Beaufort House in Swansea. SSS

TEATScae IT & Digital Development Reserve BARE 7 7 A fund of £30k to support the continued upgrading of the charities operating system software. CEL SCALES RN LE SSSR GREER.

Influence =) & Strategy Reserve aise ae A designated fund of £179k supporting our Influence and change strategy. ioe OS gee begery Pepe is oa. eee Business Development Reserve eae ea - ;

This reserve of £128k supports the ongoing develop of Independent Income for the Charity. TS heEeSeari, eee ea ay Projects & Services Reserve a. This reserve of £326k will support the development of our projects and services across the ant Saat wtie ere Serre et pe Se bee organisation. te =

Restricted funds BE os Lowe | mg + ~~ @

The detailed movements on restricted funds during the year are shown in note 21 to the accounts = [ Tad a aes The Consolidated Statement of Financial Activities (SOFA) set out on page 29, shows the financial ta Me eed “= results for Platfform and those of its trading subsidiaries. The individual Charity SOFA is set out on ftRanga:Op keecaterers . Sites a, Pratae er "E tokaarts reelyess5 eae 1aae nage page 30. Structure, governance, and management Governing document Platfform for Change, trading as Platfform, is a charitable company limited by guarantee and Re ee ee ee ee eee Ow governed by its Memorandum and Articles of Association. Members of the Board of Trustees are also faBE directors of the charity for the purposes of company law. The trustees who served during the year i RIE= Sr a ACSaie DEAE tha oe Saree cae wee Pets under review are listed on page 17. fore oll wed pace te AEN, Ene ES, weer ne Organisational structure ae oy eee The Board of Trustees has overall responsibility for the strategic leadership, governance, and eg NEoe eh Res Sel le ee oeee arm appropriate management control of Platfform. The Board meets a minimum of eight times a year. The Wweeeaes as, *on= T “eonels Malte cote “Ike board occasionally delegates tasks to sub-groups of the Board but does not delegate any “pee! responsibilities. The Board is made up of trustees as voting members and attended by relevant Mae. Platfform staff. eter etwae ee le geenelLe HLAlee[all] y Geony oe VheeLL.tai See Mek to idestte OEten Denome FED timsaf awk. rh

"oc Terms of reference are approved by the Board and reviewed annually. ee eae) eaek ee

Berets Day to day leadership and management of Platfform is delegated by the board to the Chief Executive mek sentee ne paagee pele lg weil ey gihy joey bpMaal SP Dees Officer and the Executive Team. With the notable exception of trustees, the charity does not 2 heron ani gia =a i Sa: od —— 43h iy = ee Vp = Soe significantly rely on the services of unpaid volunteers or donations from the public. ec eea eeeis ee ee iea eT Se On 30 April 2010, Platfform set up a wholly owned subsidiary for the purpose of trading. The board of Platfform Enterprises Limited, (company number 7240073), reports to the board of Platfform. en ae Ae amt ringing Saata xTue apliacteCePe Platfform Enterprises Limited has one wholly owned trading subsidiary, Cardiff Cleaning Services rf SCATee eyGk Oma1 eee SENa aeOerracies PR JSeaweRe eeya eeOpee Limited, (company number 06136290), trading as APP UK. eo eee)ee

Executive Team - Key Management Personnel ee Sel haere> Pe,

"Sates The Executive Team is responsible for the day-to-day running of Platfform under authority delegated re SeasenaR yy eee reat ees Aoki to it by the Board of Trustees. The executive team participates at Board discussions about strategic oer direction supported by financial forecasts. It proposes the annual operating budget to the Board of antes te a Leys i oe al Seirehs, |het oe Paka ites erlntet Dees antl been nnn Ste Gl Dien | Trustees for approval and monitors financial performance accordingly. The members of the executive agenda ad) team are listed on page 17. Ssaay gdSe Pas et ye a eee ar ae “a oe ee

19 E

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

The Board is responsible for the setting, review, and monitoring of the executive team. The Board ensures that salaries reflect the knowledge, skills and behaviours required for performance of the individuals in post. Salaries are benchmarked against the voluntary sector and local job markets.

Recruitment, induction, and training of Trustees

New trustees join at the invitation of the board and are chosen with a view to ensuring that the board contains an appropriate balance of skill, knowledge, and experience relevant to the governance requirements of the organisation. Trustee vacancies are advertised, as necessary. A sub-group of the Board of Trustees meet annually to review the composition of the Board and to act on any up-coming vacancies. New Trustee members are invited to spend time with members of the executive team and to visit services in different areas to learn more about Platfform. Additional training and updates are offered on a regular basis and presentations about services are a standard feature on the Board.

Risk management

The risk management framework sets out the process that we use to identify and manage the principal risks and uncertainties facing the charity and its trading subsidiary. The Board reviews the strategic risk on an annual basis. During this review, the Board consider:

Risk Mitigation
External environment:
-Cost of Living Crisis
-Continued public sector
cuts
-Welfare reform,
specifically Local Housing
Allowance, threats to
Housing Support Grant,
increasingly competitive
tendering environment.
A workforce to deliver:		 Continued lobbying of
commissioners to support the
ongoing cost of living
challenges
Ensuring our annual budget
setting process is robust
along with our financial
planning and monitoring
processes
Disciplined tender writing
processes
Strong external relationships /
partnerships
Improved key performance
measure reporting following
implementation of new
systems
Refocus of strategy and
underlying business model
towards a more balanced mix
of earned and contracted
revenue.
Continuing review of
operatingT&Cs for front line

20

PLA TFFORM FOR CHANGE TIA PLA TFFORM FOR THE YEAR ENDED 31 MARCH 2024

-We are unable to retain
and recruit the workforce
we need to deliver on
behalf of service users
and commissioners		 staff to remain competitive in
market
Salary benchmarking
exercise undertaken which
continues to inform our
remuneration and pay
strategy.
Stable Executive team and
central support function
Rollout of Compassionate
Leadership, ACE & Trauma-
informed leadership and
development programmes
Use of appraisal and
supervision to identify
development roles for staff
members
Improved HR information and
data, and development of
cascade to provide key
performance indicators
Greater autonomy and
responsibility with introduction
of mobile working across the
organisation
Embedding Thinking
Environment principles across
organisation.
Improved recruitment
marketing activity
Strong active Trustees with
cross sector experience
Governance framework and
competencies
Governance and leadership
culture-Thinking Environment.
Stable Executive team, clear
strategic plan - leading to the
future
Clear understanding of
trading subsidiary function
and culture. Stable Executive
team leading the strategy and
operations.
Group governance and
strategic leadership:
-Governance and
leadership practice and
behaviour become unfit
for purpose and not
robust enough to
successfully lead a
growing, increasingly
diverse group of
charities/companies

21

PLATFFORM FOR CHANGE TIA PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

Brand, reputation,
culture, values&
stakeholder experience:
-We need to maintain a
strong cultural identity,
with lived values and
consistent high quality as
the organisation grows
and to demonstrate the
impact of our work		 Communications strategy in
development, connecting our
work, purpose, and strategy
to all stakeholders
Emerging programme of
Impact & Evaluationworks,to
demonstrate our value and
impact
National/International/
Force Majeure Events:		 Development of
Operational/H R/H&S systems
in light of Lessons from
Lockdown
Diversification of activities/
clear Business Development
Strategy for Growth
Mobile/Remote working policy
across organisation
Strong relationships with
funders/commissioners
Robust Reserve retention
policy
Cash liquidity
Independent Revenue
generation through
trading activities:
-Risk that the trading
subsidiary (APP UK) does
not deliver the levels of
independent income
contained in the business
plan
-Risk that Breathe, and
future commercial
Training activities do not
achieve expected
revenue and therefore
contributions to the
organisation		 Strong PEL Board and
executive team with extensive
commercial experience.
Review of performance
against five-year business
plan
Annual budget setting
process and robust financial
planning and monitoring
processes
Investment appetite - social
and commercial
Development of clear and
streamlined performance
reporting frameworks to/from
the trading subsidiary
New leadership team
established to drive forward
Platfform Wellbeing (inc.
Breathe) progression.

22

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

Income, Cost control
and efficiencies:		 Qualified and experienced
finance team
-The changing nature of Quarterly management
contracting, potential rent reporting to Board
loss, failure to achieve
effective ways of working
will lead to increased		 Monthly reporting to
operational teams
costs Cyclical programme of cost
efficiency reviews in place
Reserve and investment
policies in place
Annual budget setting
process
Continuing to invest in core
systems for HR, payroll, and
finance to drive further cost
control and efficiency savings

Related Parties

See notes 25 & 26 of the financial statements for details of related party transactions. Trustees are required to complete a conflict of interest/related parties disclosure form on an annual basis.

23

PLATFFORM FOR CHANGE TIA PLATFFORM Pe ees Oe, | ae al a “elf FOR THE YEAR ENDED 31 MARCH 2024 etn! (eo Se Le

i Reference and administrative details ee esoe ee be

PG Registered charity number aa Oe . • tr 1000889

Registered company number bgt yale, el . • ao 02546880

Ft Board of Trustees Tat

Principal and Registered Office Se oo Ae ee . oo

• F Beaufort House, Beaufort Road, Swansea, SA6 8JG ieee one Sr he, Bet eee es ee:

Solicitors au dare

Auditors aa

i4

24

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

STATEMENT OF TRUSTEES RESPONSIBILITIES

The trustees (who are also the directors of Platfform for Change Group and the parent charitable company and its trading subsidiaries for the purposes of company law) are responsible for preparing the Group Report of the Trustees and the group financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare consolidated financial statements for each financial year which give a true and fair view of the state of affairs of the group and parent charitable company and of the incoming resources and application of resources, including the income and expenditure, of the group and parent charitable company for that period. In preparing those financial statements, the trustees are required to

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the group and parent charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:

MO oved by order of the board of trustees on 25• September 2024 and signed on its behalf by

Anna-Louise Tonge - CHAIR

25

PLATFFORM FOR CHANGE T/A PLATFFORM Craee een ere ek FOR THE YEAR ENDED 31 MARCH 2024 ile.Pt Sees t

REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF es et re ere Ee ree PLATFFORM FOR CHANGE A iptah ee

Opinion We have audited the financial statements of Platfform for Change (the Group and parent charitable company) 4.eTSa ed eeOe te oe ne[eae] : - eeeeeeeae oerSecr eesaia for the year ended 31 March 2024 which comprise the Consolidated Statement of Financial Activities, the Ly peat: ah a a ee a ae tea Saad oes Sa pee Group and Charity Income and Expenditure accounts, the Consolidated and Charity Balance Sheet, the Group ee Ss Saitiet a oe Cash Flow Statement and notes to the financial statements. including a summary of significant accounting ET PS AAAS4 Ba Fg STSoth)HE Cie ee8 Re1 Bae"ok Dee”os a See e d tet > Sater policies. The financial reporting framework that has been applied in their preparation is applicable law and 2 a United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting J f aehe ee eee ie hi tol _ I a oF, Hi 7 ’ See - | Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Tae arleetin > 2 x Sea eeae ee Ewen naar dates Practice). aon | 7 In our opinion, the financial statements: Shee cg S SSPE Saar aE : & give a true and fair view of the state of the Group and Parent's affairs as at 31 March 2024 and of its a ACE RA MgA RES GC ae incoming resources and application of resources for the year then ended; es Soe oe 1 aaaoS SRLe have been properly prepared in accordance with United Kingdom Generally Accepted Accounting a one Practice; wires Seat habe cc] mots Esc era Soya en, • have been prepared in accordance with the requirements of the Companies Act 2006. ” an ees Le aA oe = he fn ere tu" a ia te | Basis for opinion hare We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and rat sh :3.iewe, eee=. pi . alae FS =~ xkesb ete DOS Ce Wi" tad applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities Se for the audit of the financial statements section of our report. We are independent of the Group and Parent eee prog pTae Ee oemer ane apesRg ye 2 Pacedietae 4 rae te al msmet ® eneyes Pee charitable company in accordance with the ethical requirements that are relevant to our audit of the financial py be ee eet ak pyPP eeheatPP ennahes at WL ironsap Sie statements in the UK, including the FRC's Ethical Standard, and we have fulfilled our other ethical CS We Ty ete responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained eri aOD APann Se TESrd OL CaOemmee, eer =f eyae eae) is sufficient and appropriate to provide a basis for our opinion. SS See WeSs, ee Conclusions relating to going concern ee ee We have nothing to report in respect of the following matters in relation to which the ISAs (UK) require us to ceTels report to you where: eneI ——nna de Sa Se NP. Se ye ee ele Doeae ee od the trustees' use of the going concern basis of accounting in the preparation of the financial statements is not appropriate; or rt see eed re ore rere the trustees have not disclosed in the financial statements any identified material uncertainties that may Be cast significant doubt about the Group and Parent Charitable company' s ability to continue to adopt the emaat Pal Sateeek fe:eR ausraePeEe asie aete Wig enapteeera itae ore atae oeMarsstonatsk Ae going concern basis of accounting for a period of at least twelve months from the date when the financial Pe eea[eee][ ee][ee] a eeeeeeoea AE statements are authorised for issue. DU Bee The trustees are responsible for the other information. The other information comprises the information Other information eefag eeee coTg thelr 4 one ior a + ys \ * rene yrs ey el vd 7 included in the annual report other than the financial statements and our auditor's report thereon. Our opinion artes om bom ee a ec. r a le at eageem ops on § eel Ae 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. iwes etet FoalaoeaS) SaLeeeRL,ee eemy ye a ahh Saas dogs In connection with our audit of the financial statements, our responsibility is to read the other information and, JS Oe See es aee pees Eat ae, in doing so, consider whether the other information is materially inconsistent with the financial statements or Seat, = Petal we see ty said =P: at sie a our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such ets ee ead ae kee material inconsistencies or apparent material misstatements, we are required to determine whether there is a on the work we have performed, we conclude that there is a material misstatement of this other information, material misstatement in the financial statements or a material misstatement of the other information. If, based eoabh ~akeciat ~tsMaat Sie voseae oa neeeeeena eeLSSPeeereereAlaeeee edAre * st we are required to report that fact. We have nothing to report in this regard. Geeletabike SPSae NE thpete= Ee e al D e e tarae Ee eas la Opinion on other matters prescribed by the Companies Act 2006* ar i i eae 3 ay. In our opinion, based on the work undertaken in the course of the audit: pert the information given in the trustees' report (incorporating the strategic report and the directors' report)[saree][ctor] iy ".-bashCece? SER—¥ . 7 a for the financial year for which the financial statements are prepared is consistent with the financial “sres statements; and oe Saasai BC ie Pers oni Gteeeft ees Ce 2 the trustees' report (incorporating the strategic report and the directors' report) have been prepared in (PeeBLE accordance with applicable legal requirements. LS b teat tale ae ee Oo ee ee eeee ee rd | aD AE

oe 26

ee PLATFFORM FOR CHANGE T/A PLATFFORM ee ER ens GCS FOR THE YEAR ENDED 31 MARCH 2024 gel Fae ates aime Sas

SS REPORT OF THE 2 INDEPENDENT AUDITORS TO ee Re THE MEMBERS OF PLA TFFORM FOR CHANGE nt A at

on Matters ~ which we are required to report by exception as In the light of the knowledge and understanding of the Group and Parent Charitable Company and its TRAITS CZ ESIC, SR[ae] nH environment obtained in the course of the audit, we have not identified material misstatements in the Trustees' Fi ° =o “a Plem< i ‘ at ebaoy 4 eee ft, Re be "= a Annual Report. Hin h maeLew od es nr = nie wlrot ml dab Lina le parents “ we wes iz 1s

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 EE Sop eS eee oe ee

requires us to report to you if, in our opinion: phe ae 2 dee 2 a oe Ree < adequate accounting records have not been kept or returns adequate for our audit have not been thon pace Wa : aBAGTRG received from branches not visited by us; 8 <a?aan[-."u" Tee= ages os cafwyimme Cte Rtasa ae y=" ee ane ll Scaredfe the financial statements are not in agreement with the accounting records and returns; . certain disclosures of trustees' remuneration specified by law are not made; or ign een | "ais be a eo alse =" aL wT wre epeeDPR we have not obtained all the information and explanations necessary for the purposes of our audit. gS aeow Tae Hal eee| AE e ratore 7 te

Responsibilities of trustees ee peso As explained more fully in the trustees' responsibilities statement, the trustees are responsible for the e preparation of the financial statements and for being satisfied that they give a true and fair view, and for such p teede ews Saah ee i Sine en — Tie lea internal control as they determine is necessary to enable the preparation of financial statements that are free Sat©STee 4, My eeeter aaeeSareere Le ron 2AN from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the Group's and Parent = Famersah a rng iS ees Dea cee dn Ea Charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going gem aden Tt: = aang Ba aed

concern and using the going concern basis of accounting unless the trustees either intend to liquidate the ae aesMere tramatag a pee TCo tagehe pe Se Seek AEG

Group and Parent Charitable company or to cease operations, or have no realistic alternative but to do so. SE eeter wl ieeeSatakee e Pei Spayee VE toeOE. §ee~~ FA Our responsibilities for the audit of the financial statements an.Las Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free = gro ond ewe eet2kette Pe from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our a tace eeniy okaik id rer Phee rat e* n TaCLDeeeark” eeadie’Oe Wa eTROMnee arateee ee opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in ee en ae eer ee ee ee ne 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 eePd eee eee eee ee Tit pit REE TaP IN. Ae Sa Uera SESEee expected to influence the economic decisions of users taken on the basis of these financial statements. reMageemma veces:saan nietScere erin: kotap etae?¥ oe eee e Pen We design procedures in line with our responsibilities, outlined above, to detect material misstatements in \ }22r ie ‘ks “ees Oe sow yak ee ge el Sar ae — shape! “ ree a respect of irregularities, including fraud. The extent to which our procedures are capable of detecting momar irregularities, including fraud is detailed below: athe, Lal 4 hayrs ROkToeon boo? (rue Boa)Ftd Ene 9S, a ee pees, ak ae} LS A,

Extent to which the audit was considered capable of detecting irregularities, including fraud Py eee eer ene :

We identify and assess the risks of material misstatement of the Financial Statements, whether due to fraud ea ope ee ete eee[ie,][ ae]

or error, and then, design and perform audit procedures responsive to those risks, including obtaining audit 4 ea AL Oe yh aad aly [ndenks| a6reh ae Sat Slr

evidence that is sufficient and appropriate to provide a basis for our opinion. ee eee ee cle ee Aa

OS We discussed our audit independence complying with the Revised Ethical Standard 2019 with the engagement team members whilst planning the audit and continually monitored our independence throughout the process. ae seeseaeSe r e re)erence paee e erieeoSahl Spee init darees Nsae

27

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF PLA TFFORM FOR CHANGE

Identifying and assessing potential risks related to irregularities

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non­ compliance with laws and regulations, our procedures included the following:

Audit response to risks identified

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.

28

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF PLATFFORM FOR CHANGE

Use of our report

This report is made solely to the Charity'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 Charity'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 Charity's members as a body, for our audit work, for this report, or for the opinions we have formed.

Alison Vickers (Senior Statutory Auditor) for and on behalf of Bevan Buckland LLP Chartered Accountants and Statutory Auditors Ground Floor Cardigan House Castle Court Swansea Enterprise Park Swansea SA? 9LA

Signed: ...... @)

·

Date: ........ .

29

PLATFFORM FOR CHANGE TIA PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES (Incorporating the income & expenditure account) FOR THE YEAR ENDED 31 MARCH 2024

----- Start of picture text -----
||||||| |---|---|---|---|---|---| |2024|2023| |Unrestricted|Restricted|Total funds|Total funds| |funds|funds| |Notes|£|£|£|£| |INCOME AND| |ENDOWMENTS FROM| |Donations and legacies|2|1,765,957|10,158|1,776,115|11,750| |Charitable activities|5| |Support for mental health| |and wellbeing|5,124,842|6,815,679|11,940,521|10,224,702| |Other trading activities|3|2,033,715|616,313|2,650,028|2,656,159| |Other income|4a| |Investment income|4b|20|20| |ee|—————|Eee| |Total|8,924,534|7,442,150|16,366,684|12,892,611| |EXPENDITURE ON| |Raising funds|6|(576)|(883)|(1,459)|(6,749)| |Charitable activities|7| |Support for mental health| |and wellbeing|(5,181,875)|(7,249, 190)|(12,431,065)|(11,320,538)| |Other trading activities|7b|{2,073,290}|{2,073,290}|{1,890,002}| |Total|(7,255,741)|(7,250,073)|(14,505,814)|(13,217,289)| |Net gains/(losses) on fixed| |asset disposals| |Taxation|Se|{1,243}|—————| |NET| |INCOME/(EXPENDITURE)|1,667,550|192,077|1,859,627|(324,678)| |Transfers between funds|21a| |Net movement in funds|1,667,550|192,077|1,859,627|(324,678)| |RECONCILIATION OF| |FUNDS| |Total funds brought|2,689,191| |forward|1,490,541|873,972|2,364,513| |TOTAL FUNDS CARRIED| |FORWARD|3,158,091|1,066,049|4,224,140|2,364,513| |SSS|SS|SSS a| |{1,243}|

----- End of picture text -----

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

All incoming resources and resources expended are derived from continuing activities.

30

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

CHARITY STATEMENT OF FINANCIAL ACTIVITIES (Incorporating the income & expenditure account) FOR THE YEAR ENDED 31 MARCH 2024

2024 2023
Unrestricted Restricted Total funds Total funds
funds funds
Notes Notes £ £ £ £
INCOME AND
ENDOWMENTS FROM
Donations and legacies 2 8,312 10,158 18,470 11,750
Charitable activities
Support for mental health 5
and wellbeing 4,773,096 6,815,679 11,588,775 10,224,702
Other trading activities 3 15,490 616,313 631,803 779,658
Other income 4a
Investment income 4b
S——
Total 4,796,898 7,442,150 12,239,048 11,016,110
EXPENDITURE ON
Raising funds 6 (576) (883) (1,459) (6,749)
Charitable activities 7a
Support for mental health
and wellbeing (4,806,988) (7,249,190) (12,056,178) (11,320,538)
Total (4,807,564) (7,250,073) (12,057,637) (11,327,287)
Net gains/(losses} on fixed
asset disposals
Taxation
NET
INCOME/(EXPENDITURE) (10,666} 192,077 181,411 (311,177}
Transfers between funds 21b
Net movement in funds (10,666} 192,077 181,411 (311,177)
RECONCILIATION OF
FUNDS
Total funds brought
forward		 1,840,222 873,971 2,714,193 3,025,370
TOTAL FUNDS CARRIED
FORWARD 1,829,556
Se		 1,066,048
2,895,604
2,714,193
SS

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

All incoming resources and resources expended are derived from continuing activities.

31

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

GROUP CONSOLIDATED BALANCE SHEET AT 31 MARCH 2024

2024 2023
Unrestricted Restricted Total funds Total funds
Notes £ £ £ £
FIXED ASSETS
Intangible assets 14 168,576 168,576 163,024
Tangible assets 15a 1,116,864 1,116,864 1,213,401
Investments 16a
1,285,440 1,285,440 1,376,425
CURRENT ASSETS
Stock 17 1,200,000 1,200,000 723
Debtors 18 2,460,032 2,460,032 1,379,558
Cash at bank and in hand 843,730 1,066,048 1,909,778 2,462,496
4,503,762 1,066,048 5,569,811 3,842,777
CREDITORS
Amounts falling due within 19 (1,395,789) (1,395,789) (1,479,011)
one year
NET CURRENT ASSETS 3,107,973 1,066,048 4,174,022 2,363,766
TOTAL ASSETS LESS
CURRENT LIABILITIES 4,393,413 1,066,048 5,459,461 3,740,190
CREDITORS
Amounts falling due after 20
more than one year (1,235,321) (1,235,321) (1,375,677)
Provisions for liabilities
NET ASSETS 3,158,092 1,066,048 4,224,140 2,364,513
FUNDS 21a
Unrestricted funds 3,158,092 1,490,542
Restricted funds 1,066,048 873 971
TOTAL FUNDS 4,224,140 2,364,513

The financial statements were approved by the Board of Trustees on 25[th ] September 2024 and were signed

ANNE-LOUISE TONGE - CHAIR

32

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

CHARITY BALANCE SHEET AT 31 MARCH 2024

2024 2023
Unrestricted Restricted Total funds Total funds
Notes £ £ £ £
FIXED ASSETS
Intangible assets 14 20,551 20,551
Tangible assets 15b 1,106,091 1,106,091 1,197,343
Investments 16b 100 100 100
1,126,742 1,126,742 1,197,443
CURRENT ASSETS
Stock 17
Debtors 18 2,011,872 2,011,872 1,231,461
Cash at bank and in hand 409,531 1,066,048 1,475,579 2,431,367
CREDITORS
Amounts falling due within
one year		 19 2,421,403
(7721234)		 1,066,048 3,487,451
(7721234)		 3,662,828
(1.083.697)
NET CURRENT ASSETS 1,649,169 1,066,048 2,715,217 2,579,131
TOTAL ASSETS LESS
CURRENT LIABILITIES 2,775,911 1,066,048 3,841,959 3,776,574
CREDITORS
Amounts falling due after 20
more than one year (946,355) (946,355) (1,062,381)
Provisions for liabilities
NET ASSETS 1,829,556 1,066,048 2,895,604 2,714,193
FUNDS 21b
Unrestricted funds 1,829,556 1,840,221
Restricted funds 1~~1~~066.048 873,972
TOTAL FUNDS 2,895,604 2,714,193

The financial statements were approved by the Board of Trustees on 25[th ] September 2024 and were signed ¥M ................... .

Trustee

ANNE-LOUISE TONGE - CHAIR

33

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

CONSOLIDATED CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2024

2024 2023
Notes £ £
Cash flows from operating activities:
Cash generated from operations 1 (1,880,640) 731,925
Net cash provided by (used in) operating activities (1,880,640) 731,925
Cash flows from investing activities:
Purchase of tangible fixed assets 1,280,913 (441,775)
Proceeds from sales of fixed assets
Purchase of intangible assets (163,024)
Sale of fixed asset investments
Interest paid (98,871) (85,443)
Cash balance acquired on acquisition of subsidiary 278,978
Dividends, Interest and rents from investments
Net cash provided by (used in) investing activities 1,461,020 (690,244)
Cash flows from financing activities:
Repayments of borrowings (133,098) (90,813)
Cash inflows from new borrowing 590,456
Net cash provided by (used in) financing activities
Change in cash and cash equivalents in the reporting
period		 (133,098)
(552,718)		 499,643
541,324
Cash and cash equivalents at the beginning of the
reporting period		 1a 2,462,496 1,921,172
Cash and cash equivalents at the end of the reporting 1a
period 1,909,778 2,462,496

34

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

NOTES TO THE CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2024

1. RECONCILIATION OF NET INCOME/(EXPENDITURE) TO NET CASH FLOW FROM OPERATING ACTIVITIES

RECONCILIATION OF NET INCOME/(EXPENDITURE) TO NET CASH FLOW FROM OPERATING
ACTIVITIES		 RECONCILIATION OF NET INCOME/(EXPENDITURE) TO NET CASH FLOW FROM OPERATING RECONCILIATION OF NET INCOME/(EXPENDITURE) TO NET CASH FLOW FROM OPERATING RECONCILIATION OF NET INCOME/(EXPENDITURE) TO NET CASH FLOW FROM OPERATING
2024 2023
Notes £ £
Net income/(expenditure) for the reporting period (as per
the statement of financial activities)		 1,859,627 (324,676)
Adjustments for:
Losses/(gain) on investments
Depreciation charges 143,729 131,276
Amortisation charges 35,057
Dividends, Interest and rents from investments
Losses/(gain) on sale of fixed assets 1,012 1,696
Interest charges 98,871 85,443
Adjustment for loan arrangement fees 2,313
Loan funding forgiven
Donation on acquisition of Mayday (1,756,105)
DecreaseI(increase) in stock (1,199,277) (723)
DecreaseI(increase) in debtors (729,647) 521,335
Increase / (decrease) in creditors (333,908) 315,261
Net cash provided by (used in) operating activities
(1,880,640) 731,925
1a. ANALYSIS OF CASH AND CASH EQUIVALENTS
2024 2023
Notes £ £
Cash in hand 1,909,778 2,462,496
Overdraft facilities
Total cash and cash equivalents 1,909,778 2,462,496

35

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

1b. ANALYSIS OF NET DEBT

As at 1 April As at 1 April Other non- Acquisition/di
sposal of		 As at 31
March 2024
2023 Cash flows cash changes subsidiaries
£ £ £ £
Cash & cash equivalents 2,462,496 (831,695) 278,979 1,909,778
Overdraft facilities
Loans falling due within one year (173,318) (7,258) (180,576)
Loans falling due after more than
one year		 (1,375,677) 133,098 7,258 (1,235,321)
Teen
eee		 eee
ee		 e e e
Total 913,501 (698,598) - 278,978 493,881

Total

36

PLATFFORM FOR CHANGE T/A PLATFFORM tal Cp. ee FOR THE YEAR ENDED 31 MARCH 2024

Pee NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS Sa SE ee FOR THE YEAR ENDED 31 MARCH 2024 we Ps ee, a Se oe

1. Se ACCOUNTING POLICIES TS Legal form = es Platfform for change is a private charitable company, limited by guarantee, incorporated in England and A alee = te ie ae | Wah hy = 2= Bel el = Pvt | Wales. The registered office is Beaufort House, Beaufort Road, Morriston, Swansea, SA6 8JG. oe ee i oie, Ad , Basis of preparing the financial statements Sa Pee aed Dao The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by ns il iw &ee Sa agears ire IT Pe eye log hea Sao "hy Ur. c Set aota = Charities: Statement of Recommended Practice applicable to charities preparing their accounts in OR aieSgelaeg tel igrgs 9S ovat ee gee ee eel accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS plipe, eeeee 7 1 Pa ie ae 102), Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and SE 6 = =i Phe UP) angie 2A hn oe ": spears, oe ee La r bat Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under Segweethtt it Joywit ferret"eee PerchZak eetoe oT a ae ee oe es the historical cost convention with the exception of investments which are included at market value, as MM Sie NCE. 1 ee 25 Sirah te modified by the revaluation of certain assets. be le oe ate aeTL. A awe, lite oS ae The accounts are prepared in sterling, which is the functional currency of the Charity. Monetary oD nDa Caipener BaP Ming, eS Se Se Semlerie peel aeed Mey amounts in these financial statements are rounded to the nearest £. et advantage of the exemptions in paragraph 1.12 of FRS 102. No separate cash flow statement has been presented for the Charity itself as the Charity has taken ae ipaerRe Nee™ polaOna gee!Seak LEckSeeoa "agp pei a ie es eke=si

Basis of consolidation “eae The consolidated financial statements for the group incorporate the financial statements of the Charity

and its subsidiary undertakings, all of which are prepared annually to 31 March. The results of the ~~we) pina arta eeehe ae ETE nee

subsidiary undertakings are consolidated on a line by line basis within the consolidated Statement of rt eee ad - ee eae ee eh) is oe Financial Activities. Faniaae wo 0 oer Neato se) faba OSs cr ee rata[&]

The 'merger' of Mayday Trust has been accounted for using acquisition accounting in the Group and waT= hal Wheeer ey Lee bere Lr eee oe Syge eg ed

Parent Company. As no consideration was made for the Charity and its funds, there is no investment Pare xe x iGe Se mount value recognised in the Platfform for Change parent financial statements. In the Group financial* ie en eee ay cA —s F. ee -

statements, a donation equal to the funds held by Mayday at the date of the 'merger' has been as “yin eT els a= Gel! Dei BAR Oe! Ee oe

recognised as a donation in line with accounting required by the Charity SORP. a ee | me aa eves OE! AB) NOS! Sor BG ase ae ME Sr

The entities included in the consolidated financial statements are referenced in Note 26 of these arid sik ae ner egl REPRE IS pee ME

financial statements. iemh heet TagetFed Pee oa Mea) SS ES el Sard Sheae Going concern RyRae At the time of approving the accounts, the trustees have reasonable expectation that the Charity has 28h J LS CF oLh LE[AN] LOT[JSG] adequate resources to continue in operational existence for the foreseeable future. Thus, the trustees Geis NNR Sse eae eee a ae

continue to adopt the going concern basis of accounting in preparing the accounts. The charity is meee bt. ee BS:eeefeeehee SENSLs Seec oeGALES) OE MPN nesanid Bee currently investing in its strategy using free reserves and as such has planned deficit budgets ee oe pet eg Ft oo lh 2m Cae mnese Pwd APs i ara forecasted, monthly management accounts are prepared and reviewed to ensure expenditure is as SS Teee a aia planned with quarterly reports being presented to Board for scrutiny and approval. The charity produces 3 year l&E, Balance sheet and cashflow forecasts to view its long-term position which are updated twice Pon se eke Leee eeeeek ee rae es

per year. he[eae] Teas Serra SP OSE Fi oh a Nee hy = ow Pale ws

a 37

AS PLATFFORM FOR CHANGE T/A PLATFFORM ees Se FOR THE YEAR ENDED 31 MARCH 2024 oe Tete me ===

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED St eeee ie Tenae FOR THE YEAR ENDED 31 MARCH 2024 Sy oe le ates eh+oFey A il

t 1. ACCOUNTING POLICIES - continued Se SLY a

Income oll[ala] a oe

Alf income is recognised in the Statement of Financial Activities once the charity is legally entitlement eM TE LF Allen te ik AE Tk hee : my to the funds after any performance conditions have been met, it is probable that the income will be ae | a, ae ee geod Se a ee a ee i ence received and the amount can be measured reliably. es! agatetae eeta 7 owesde Cash donations are recognised upon receipt. Other donations are recognised once the Charity has 5 Cl = sc Loi ea Mae et ws =

been notified of the donation, unless performance conditions require deferral of any amount. Income WS eters aS CER pe neers tax recoverable in relation to donations received under the Gift Aid scheme or deeds of covenant are eee FAS ee Shane ee en SS. Ao tar Fe Pid I oe ee i eis eae Leet

recognised at the time of the donation. yt ee ee : entitlement to the funds, any performance conditions attached to the grants have been met, it isIncome from grants, whether capital grants or 'revenue' grants, is recognised when the charity has axe7 2 Tim on ae ow i BA JP Bee. Se qe oe blalt oe) eel 1 ‘ probable that the income will be received and the amount can be measured reliably and is not deferred. = Capital grants are released to the Statement of Financial Activities in the year of receipt. Fixed assets SeeCott 8 cen eg weon it 5 akeAL rece,einenriaglr> oe ee baaee Tae: Eeat

relating to capital grants are capitalised, and depreciation charged is offset against the grant income, in CHEAT.adie NDF2 a Saat oS pS “at se gt Pha a +) Se tg Wid ESTE MOSSE SIE RANE RIE TS ae ag, Sy siaoege aimamany

a restricted fund. ae he

rents received in advance are deferred and recognised in future periodsRental, recharge and trading income is recognised in the period to which the service is provided. Any GeBevbss ees,ee ofWET SheaT eaters eG arigeeLeeeo ee, Interest on funds held on deposit is included when receivable and the amount can be measured reliably YES Serpent aT acne

by the charity, this is normally upon notification of the interest paid or payable by the bank. nie 2 ean hy pte)eessa peed SeasMaa SseeEeeos ip a eeFoy een

Turnover is the amount derived from ordinary activities and stated after trade discount and net of VAT. bonds, WETeS ie a ee eee

Expenditure = Feet Lf Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing = the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. heleoPaimeeBeere oanBelSy =aefet Ra, ReAel ETeea atomee) a ee NS‘:eeSe ae epsae Pe ertat Expenditure is accounted for on an accruals basis and has been classified under headings that 3 r pike Evers ce tee eo OR BT SO Dekh ort aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources. rkSESS aMagy =tie tthe Bb wteneGee mdcate Hisom ee” ot Haeety, ela ere SD aa Costs of raising funds comprise the costs in relation to generating income such as fundraising activities. Be eeeee ee ee ee ee ee ee ‘weer Expenditure on charitable activities includes all costs relating to the furtherance of the charity's “— ak _ re ewot: roe + ma, Rae ode ae5 Dal Sehn objectives as stated in the trustee's report. = =e Ls wee? bt aol 4 Piaa Pon BF Support costs are those functions that assist the work of the charity but do not directly undertake pene ha he as Oe eet SVN ey kL SMMC Ae he charitable activities. ee) att TE SER Support costs include back-office costs, finance, personnel, payroll and ESTE AS Rae Re wR, Ties Tea Ba staff time attributable to each activity. These costs have been allocated to expenditure on charitable governance costs. The basis for calculating the allocation of support costs was as a percentage of total +ss i.dias e aesBP alge “ e et e ae&, eerseve &elLV.ee=e ee* Fue its et eepw F activities _ Governance costs include items such as external audit and legal costs relating to the governance of A -8- Lara Se ae wa S Oe i ee ee ae poe the charity, as well as costs associated with the charity's strategic management. These costs have been ASL ALN 7h Fede ArT, Anh ey _ beeen allocated to expenditure on charitable activities hs megs to oe

Grants payable to individual service users are recognised at the time of the grant being provided. et Sate 4 WE FE ee ge ie ST Es Ss es Oe ee

= 38

PLATFFORM FOR CHANGE T/A PLATFFORM an few FOR THE YEAR ENDED 31 MARCH 2024 el2Seen aS.‘a7 ne> oe

pal PLA TFFORM FOR CHANGE eS NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS-CONTINUED rT ee, a! FOR THE YEAR ENDED 31 MARCH 2024 eeen ee[ ea] ee[ es][-] ee

1. S se ACCOUNTING POLICIES - continued tet ae SS

oe Taxation =' As a registered charity, Platfform for change is entitled to the exemption from taxation in respect of ‘oe hoy a8 SaATS Investments Oo Fixed asset investments are initially measured at transaction price excluding transaction costs, and are subsequently measured at fair value at each reporting date. Changes in fair value are recognised in = net income/expenditure for the year. Transactions costs are expensed as incurred. ‘ex PLRTe AIT= i hich_ Sia)Mh RTS PLaeasee of a = i:

ke Investments in subsidiary undertakings are measured at cost less provision for impairment. va leOW pt tg eccce Geechee Doge ancy eta hee ge a Cash & Cash equivalent a1 Cash and cash equivalents include cash in hand, deposits held at call with banks, other short term liquid . ealeas ae= SerePreore)oe Pre eeeer ee Pare investments with original maturities of 3 months or less, and bank overdrafts. Bank overdrafts are hares Saas ania heer oS Sopee SE shown within borrowings in current liabilities. eeee e e e ee

Operating Leases The group classifies the lease of a photocopier and premises as operating leases. Rental charges are peeD4 eeeVassast - ee ae; eee: charged on a straight line basis over the term of the lease. as ct Beate, oad a ke Pe

1 Pensions en ; ee The Charity operates a defined contribution scheme for the benefit of its employees. The assets of the ek scheme are held separately from those of the Charity. Contributions payable are charged to the profit SS RT ee eae aaaee eeee | ee a le Lr’ekeee ressres and loss account in the year they are payable and are charged against both restricted and unrestricted[Be][eS][ee] funds. is ee Tas fist See[a][es][a][ae] Fund accounting age Pee = = ; ; Oo ; Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the eden at pete om oe ent aon eT ok, trustees. Pie lee do ha me Ge de coulis Sad Poly Designated funds comprise unrestricted funds which the trustees have deemed as allocated for a specific purpose. At“SESEDainaTA See Ke JS eS ee Se Soe ee- eS Ee Restricted funds can only be used for particular restricted purposes within the objects of the charity. Regt lee ee beye Ea mone Yd mney Stak eae pal ae cap sttaca—ae Restrictions arise when specified by the donor or when funds are raised for particular restricted We Ee geet. A ee8 oe lt ey purposes. oe | et eet he pal The amount of funds held in each of these funds categories can be found further on in the notes to the[Pe] “iss consolidated financial statements. nol, nae i50 Beiha, ALoeCeen eee he[Poet]

1s 39

PLATFFORM FOR CHANGE T/A PLATFFORM PP ean eer et ee

FOR THE YEAR ENDED 31 MARCH 2024 Se ee a

WL PLA TFFORM FOR CHANGE ee ter Three NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED a, ISie hae es ee eres FOR THE YEAR ENDED 31 MARCH 2024 railAe bauereRe 7 ~eee Toe

, 1. ACCOUNTING POLICIES - continued SRPa Se

Se Financial Instruments aah a ds Se The Charity has elected to apply the provisions of Section 11 'Basic Financial Instruments' and Section a oe ae Derr ae egSr es ae ee 12 'Other Financial Instruments Issues' of FRS 102 to all of its financial instruments. sae rat ae ee eld aes ee Tate mance ee oe Financial instruments are recognised in the Charity's balance sheet when the Charity becomes party to a ae eae iY ee ee Ag Se the contractual provisions of the instrument. aa a Te Le a STO . when there is a legally enforceable right to set off the recognised amounts and there is an intention to Financial assets and liabilities are offset, with the net amounts presented in the financial statements, any, a oS 6 eee Aeee ee a sae. ‘f “eke Pere oo Aen pe Vleet y tele A at Sle oot WR a settle on a net basis or to realise the asset and settle the liability simultaneously. ee ee. oe 2 Se Basic financial assets ae ee Basic financial assets, which include trade and other receivables and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at = Ae PAA, SUS ALES eSTEN SE ticane atk a ec aes Pia amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at bere pe aioe a ameciny I aa” ee ete erent a market rate of interest. Financial assets classified as receivable within one year are not amortised. as coh py “ e eeS SSa. oa Lk Lae es onyee ZO eSBs oe aclee eeeaes Classification of financial liabilities Dead ee iee | ; Financial liabilities and equity instruments are classified according to the substance of the contractual Sella SS ee arrangements entered into. An equity instrument is any contract that evidences a residual interest in pomarseeste eed Rage ete ae e eloealeeee ares2 eea © ee the assets of the charity after deducting all of its liabilities. 4 Eo ol au i OA ek Basic financial liabilities Basic financial liabilities, including trade and other payables, bank loans and loans from fellow group ha ae <y RAS companies, are initially recognised at transaction price unless the arrangement constitutes a financing FCM transaction, where the debt instrument is measured at the present value of the future receipts Se aTeaRE ARRee Re aree e aee" oeaseei. MPaeee BO anet sdA, eS= meles discounted at a market rate of interest. ret ae ee Pe eT Debt instruments are subsequently carried at amortised cost, using the effective interest rate method. Sieare EU Ee a ee aE eee <=. course of business from suppliers. Accounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade payables are Trade payables are obligations to pay for goods or services that have been acquired in the ordinary fisLn Aef Learate ip 2 itih PaalaeSe pataSwett)alt => oPoa ie DietFE Pr oF3 a. & recognised initially at transaction price and subsequently measured at amortised cost using the effective rth AAWRT F ar5! AeeOe, peaoe MoUce a eTSe A LAaeeee"At fo wot) interest method. fia Financial liabilities and equity instruments are classified according to the substance of the contractual Tig arrangements entered into, an equity instrument is any contract that evidences a residual interest in the Sn ee ek| 2] domenge Fe a ny oeee Sk assets of the Charity after deducting all of its liabilities. iat eg BO BA ae ee ee, eee

Derecognition of financial liabilities Dee ee a, Financial liabilities are derecognised when the Charity's contractual obligations expire or are discharged . 7

or cancelled. oeee =e PE REA Pree a t= ee) ahBe

40

PLATFFORM FOR CHANGE T/A PLATFFORM =e. = ie 5 * “eer FOR THE YEAR ENDED 31 MARCH 2024 ee

PLA TFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS· CONTINUED A ee es er oe eee FOR THE YEAR ENDED 31 MARCH 2024 Soro eet" ef

ee 1. ACCOUNTING POLICIES • continued ee oS

Debtors tn Trade and other debtors are recognised at the settlement amount after any trade discount offered. ee ee eee ee aet en ke w Mg Lewd oe 2Poe Prepayments are valued at the amount prepaid net of any trade discounts due. PS RAL ce pe aes ALPERT (re Creditors and provisions a " I i - Creditors and provisions are recognised where the company has a present obligation resulting from a fogsane taal rapheS SY Lea! eee et past event that will probably result in the transfer of funds to a third party and the amount due to settle crs aM eel ae a Sriems eae Bos ie ee a= RAT =3 st the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised mg Ay te, Sa el ee ah Tague ea = we pe pe oa he at their settlement amount after allowing for any trade discounts due. ge ee eee, Co. Bo

Legacies Legacies are recognised on a case by case basis following the granting of probate and when the olen!SPPao! A Raye,mh (a bea eM 7a, oe el Coens cae7 x administrator/executor for the estate has communicated in writing the amount and of the legacy. In the Bro! event that the legacy is in the form of an asset other than cash or a financial asset traded on a ee ys “epee a bei en eo cat! oe rie i recognised stock exchange, recognition is subject to the value for the legacy being reliably measurable eee, Se mes rm geledy. SP leit pig yyy with a degree of reasonable accuracy and the title to the asset being transferred to the Charitable eT) Sie eer ooh os dE eee Sage hee Ro Company. Employee benefits 8 4th aetePalehies Te The cost of unused holiday entitlement is recognised in the period in which the employee's services are PEE Rete Rat pe ate ie ed Ae De Laren eee ot ode received. Pas te ie Termination benefits are recognised immediately as an expense when the Charity is demonstrably “ea AS eh Fs eee ee, pe P=) Se committed to terminate the employment of an employee or to provide termination benefits. PARSE TRS[STAIRS] te RENPA Coe : Intangible fixed assets de Shite x Intangible assets acquired separately from a business are recognised at cost and are subsequently en a measured at cost less accumulated amortisation and accumulated impairment losses. eesaeaepenaA e ne eb eebet ach ey a Amortisation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following basis: Esme3 ice pirate oe Gee eeces Ee oe, xt ieee pein —_ Goodwill -10% straight line but no amortisation charged in the year of acquisition. ies EE boo ae “Vay a et a eri a tying eh[1]

If there is an indication that there has been a significant change in amortisation rate, useful life or 5 Se i Se a as RAS 9) ee a, dS be residual value of an intangible asset, the amortisation is revised prospectively to reflect the new Toe Se au "hs apow har Se et Akos bw Re estimates. ~~ Tangible fixed assets Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life: ce— FPP Rees Se OSaeeeel Freehold & Leasehold Property -2% on cost Improvements to property - 10% on cost Project furniture & fittings -20% on cost alTt patelelie rpmdete Pe TEEee ted“a wep Office equipment -33% on cost Plant & machinery -20% on cost asai Grae, berearpKael een251 PC equipment -25% on cost Sates Re

41

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

PLA TFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS- CONTINUED FOR THE YEAR ENDED 31 MARCH 2024

1. ACCOUNTING POLICIES - continued

Critical accounting estimates and judgements

In application of the Charity's accounting policies, the trustees are required to make judgements. estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.

Critical accounting estimates and judgements are listed below:

—$S—$=— Useful economic lives of tangible assets The annual depreciation charges for tangibles assets is sensitive to changes in the estimated useful economic lives and residual values of the assets. The useful economic lives and residual values are reassessed annually. They are amended when necessary to reflect current estimates, based on technological advancement, future investments, economic utilisation and the physical condition of the assets. See following notes for the useful economic lives for each class of assets.

Amounts recoverable on trade debtors — During the year and at the balance sheet date the trustees quantify the amounts recoverable on each trade debtor balance and provide for any amounts deemed as irrecoverable. The amount provided for may differ from actual amounts written off once the debts go bad.

Impairment of goodwill and investments

At each period end, the carrying value of goodwill and investments are reviewed for any potential requirement for impairment.

42

PLA TFFORM FOR CHANGE T/A PLA TFFORM FOR THE YEAR ENDED 31 MARCH 2024

PLA TFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS-CONTINUED FOR THE YEAR ENDED 31 MARCH 2024

2. DONATIONS AND LEGACIES

Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Mayday Trust donation 26 26 1,756,105
Donations 20,010 11,750 18,470 11,750
— 1,776,115
=		 11,750
SSS		 18,470
SSS		 11,750
OES
3. OTHER TRADING ACTIVITIES
Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Training courses 188,490 177,657 188,490 177,657
PWB counselling 427,463 589,214 427,463 589,214
Other 15,850 15,850 12,787
Subsidiary trading income 2,018,225 1,889,288
2,650,028 2,656,159 631,803 779,658
~~c~~s
4a. INVESTMENT INCOME
Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Common Investment Funds
Deposit account interest 20
~~ae~~
ooo
4b. OTHER INCOME
Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
CJRS funding
Other income

43

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

PLA TFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2024

5. INCOME FROM CHARITABLE ACTIVITIES

Group Group Charity Charity
2024 2023 2024 2023
Source of Activity £ £ £ £
income
APB Support for mental 127,340 127,340
health and wellbeing
Big Lottery Support for mental 389,152 207,707 389,152 207,707
health and wellbeing
Children in Support for mental 29,956 11,990 29,956 11,990
Need health and wellbeing
Save The Support for mental 30,770 35,000 30,770 35,000
Children health and wellbeing
ESF Funding Support for mental 741,643 453,586 741,643 453,586
Local authorities health and wellbeing
Support for mental		 5,915,339 5,610,903 5,915,339 5,610,903
health and wellbeing
Local Health Support for mental 1,108,704 772,134 1,108,704 772,134
boards health and wellbeing
Rent Support for mental 2,147,651 1,864,792 2,147,651 1,864,792
health and wellbeing
Small grants Support for mental 177,114 76,450 177,114 76,450
Social Services health and wellbeing
Support for mental		 23,441 23,441
health and wellbeing
FA Disposal Support for mental 180 180
Proceeds health and wellbeing
WCVA Support for mental 107,190 107,190
health and wellbeing
Public Health Support for mental Support for mental 64,500 64,500
Wales health & wellbeing
Welsh
Government
St Martins in the		 Support for mental
health and wellbeing
Support for mental		 Support for mental
799,249
Support for mental
54,414		 869,489 799,249
54,414		 869,489
Fields health and wellbeing
Moondance Support for mental 192,687 192,687
Community health and wellbeing
Coaching
Mayday Trust Support for mental Support for mental
351,746
Charitable health and wellbeing
Income
Other Support for mental 2,096 2,096
health and wellbeing
11,940,521
10,224,702
Sn		 11,588,775
Een		 10,224,702
Een
**6. ** RAISING FUNDS
RAISING FUNDS
Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Fundraising & event costs 1,459 6,749 1,459 6,749
1,459 6,749 1,459 6,749

44

PLATFFORM FOR CHANGE TIA PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

PLA TFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2024

7a. ANALYSIS OF CHARITABLE ACTIVITIES COSTS - CHARITY

Direct costs Grant funding of Support costs Total
activities:
(see note 8) (see below)
£ £ £ £
Support for mental health and wellbeing 10,794,416 **11,238 ** 1,250,524 **12,056,178 **
10,794,416 11,238 1,250,524 12,0561.178

45

PLA TFFORM FOR CHANGE T/A PLA TFFORM FOR THE YEAR ENDED 31 MARCH 2024

Central Contracts CYP Dementia Employment Dementia Employment HSA Othtr PWB PWB CounaeHlng PWB PWB CounaeHlng PWB Training supported Hou1lng PWB Training supported Hou1lng Tran1formatton TSS&FS 2024 2023
£ £ £ £ £ £ £ £ £ £ £ £ £ £ £
Counsening 1,328 247,922 50 90 249,389 323,052
Depreciation and FA
costs
Finance costs		 48,061
72,442		 3 10,712
530		 363
187		 341
63		 714
156		 32,448
15,583		 6,270
251		 6,695
2,975		 11,131
661		 30,104
1,853		 125 9.425
1,300		 154,389
96,003		 128,841
73,524
Housing Association
Costs		 222 200 1,348,182 981 1,349,585 1,193,442
Insurance
Mar1<etlng & advertising		 8,206
17,731		 116 23,998
51.318		 7,043
1,530		 1,070
5,031		 4,706
83		 1,471
781		 13,024 441 218 47,538
1,150		 611
12,572		 49,550
3,738		 144,273
107,652		 117,192
119,641
Office costs 1,290 5,223 2,051 1,645 402 487 641 4,051 42 21,342 380 7,327 44,881 42,164
Other Costs
Partner costs		 20,125 97,998
20,570		 34,747 27,796
142,800		 47 38,147
10,000		 1,1n 1,653 1,330 4,719 13,280 1,500 242,519
173,370		 123,284
10,000
Professional expenses 45,397 19 25,948 1,213 7,236 996 237 56 2,440 25.276 12,389 121,207 101,542
Property cost
Public affairs
Salaries
Service user costs		 2,672
10,604
987,769		 3,842 23,470
14
1,123.768
1,295		 23.452
270,257
4,912		 13,131
257,294
8,114		 10,069
269,178
4		 9,840
116,636
53,652		 192,016 24,508
215,288		 59,853 48,067
2,270,164
3.ne		 159,370
225		 103,766
2,148,480
2,663		 256,975
10,618
8,071,914
74,642		 311,184
8,065
7,786.697
119,723
Staffing costs 45,829 134 53,764 8,129 13,809 4,667 2,508 1,009 5,307 99 62,792 3,809 78,664 280,521 257,843
Telecommunications & IT Telecommunications & IT
9,550		 431 65,286 24,362 19,069 16,863 8,650 13,236 15,560 5,132 124.615 621 157.064 480,439 382,875
Travel 30 1,879 1,000 25,954 18 27 28,908 58,497
Training 30,805 28.255 13.822 9,482 8.1n 5,933 3,333 206 3,508 26,911 7,744 50,737 188,892 162,972
a
Total
1,298,481 4,545 1,533,505 392,287 506,861 316,062 296,572 232,834 525,661 110.419 4,014,510 198,854 2,625,586 12,056,178 11,320.538

46

PLA TFFORM FOR CHANGE TIA PLA TFFORM FOR THE YEAR ENDED 31 MARCH 2024

PLA TFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS- CONTINUED FOR THE YEAR ENDED 31 MARCH 2024

7b. ANALYSIS OF CHARITABLE ACTIVITIES COSTS - GROUP

Direct costs Grant funding of
(see note 8)		 Support costs
(see below)		 Total
£ £ £
Support for mental health and wellbeing Support for mental health and wellbeing Charity 10,712,614 11,238 1,250,524 11,974,376
Support for mental health and wellbeing
Trading Subsidiary costs		 Support for mental health and wellbeing
Trading Subsidiary costs		 Mayday 456,689
2,073,290		 456,689
2,073,290
13,242,593 11,238 1,250,524 14,504,355

47

2023

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

Central Contracts CYP Oementt■ Employ,Mnt HSA Other PW8 PW8 Counselllng PW8 Tr■lnlng Supported Housing Tr■n1fonn1tton TSS&FS 2024

£ £ £ £ £ £ £ £ £ £ £ £ £ £ £
CounseUing 1,328 247,922 50 90 249,389 323,052
Depreciation and FA
costs
Finance costs		 46,061
72,442		 3 10,712
530		 363
187		 341
63		 714
156		 32,448
15,583		 6,270
251		 6,695
2,975		 11,131
661		 30,104
1,853		 125 9,425
1.300		 154,389
96,003		 128,841
73,524
Housing Association
Costs		 222 200 1,348,182 981 1,349,585 1,193,442
Insurance
Mart.etlng & advertising		 8,206
17,731		 116 23,998
51,318		 7,043
1,530		 1,070
5,031		 4,706
83		 1.471
781		 13,024 441 218 47,538
1,150		 611
12,572		 49,550
3,738		 144,273
107,652		 117,192
119,641
Office costs 1,290 5,223 2,051 1,645 402 487 641 4,051 42 21,342 380 7,327 44,881 42,164
Other Costs
Partner costs		 20,125 97,998
20,570		 34,747 27,796
142,800		 47 38,147
10,000		 un 1,653 1,330 4,719 13,280 1,500 242,519
173,370		 123,284
**10,00 **
Professional expenses 45,397 19 25,948 1,213 7,236 996 237 56 2.440 25,276 12,389 121,207 101,542
Property cost
Public affairs		 2,672
10,604		 15,088
14		 20,702 12,768 9,919
7		 6,290
J		 . 24,508
ss		 o = z 83,226
z		 175,173
10,618		 311,184
8,065
Sa4anes 987,769 3,842 1,123,768 270,257 257,294 269,178 116,636 192,016 215,288 59,853 2,270,164 159,370 159,370
2,146,480		 8,071,914 7,786,697
Service user costs 1,295 4,912 8,114 4 53,652 3,778 225 2,663 74,642 119,723
Staffing costs 45,829 134 53,764 8,129 13,809 4,667 2,508 1,009 5,307 99 62,792 3,809 3,809
78,664		 280,521 257,843
Telecommunications & IT Telecommunications & IT
9,550		 431 65,286 24,362 19,069 16,863 8,650 13,236 15,560 5,132 124,615 621 621
157,064		 460,439 382,875
Travel 30 1,879 1,000 25,954 18 27 27 28,908 58.497
Training
Total		 30,805
1,298,481		 4,545 28,255
1,525,123		 13,822
389,537		 9,462
506,498		 8,1TT
315,912		 5,933
293,022		 3,333
232,834		 206
525,661		 3,508
110,419		 26,911
3,968,443		 7,744
198,854		 7,744
198,854
50,737
2,605,046		 188,892
11,974,376		 162 972
11,320,538
Trading subsidiary
expenditure		 2,073,290 1,890,002
Mayday cllantable
expenditure		 456,689
Total 1,298,481
4,545
1,525,123
389,537
506,498
315,912
EE.		 293,022
232,834
525,661
110,419
eee		 3,968,443 198,854
————————————————,		 198,854
2,605,046
14,504,355
13,210,540
———————————,

48

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

PLA TFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS -CONTINUED FOR THE YEAR ENDED 31 MARCH 2024

8. GRANTS PAYABLE
Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Service user grants paid to individuals 11,238 68,592 11,238 68,592
11,238 68,592 11,238 68,592
9. SUPPORT COSTS
Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Support costs (see Note 7a & 7b for full 1,298.481 1,638,442 1,298,481 1,638,442
details)
1,298,481 1,638,442 1,298,481 1,638,442
10. NET INCOME/(EXPENDITURE)
Net income/(expenditure) is stated after charging/(crediting):
Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Auditors' remuneration - audit 16,000 14,750 11,500 10,750
Auditors' remuneration - other services 21,000 19,838 2,500 2,003
Depreciation - owned assets 143,729 131,276 133,718 127,145
Amortisation 15,000
Operating leases - equipment 12,445 14,216 12,445 14,216
Operating leases - property 84,046 99,892 84,046 99,892

11. TRUSTEES' REMUNERATION AND BENEFITS - GROUP & CHARITY Trustees' remuneration

There were no trustees' remuneration or other benefits for the year ended 31 March 2024 nor for the year ended 31 March 2023.

Trustees' expenses

During the year 3 Trustees (2023: 3) received reimbursement of travelling expenses of £712 (2023: £260), this excludes total travel expenses waived of £nil (2023: £nil).

12. STAFF COSTS, COSTS OF KEY MANAGEMENT PERSONNEL & STAFF NUMBERS

Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Wages & salaries 8,209,708 7,932,434 6,718,603 6,582,573
Agency costs 588,321 709,477 471,671 572,944
Social security costs 646,663 629,283 575,417 551,644
Pension costs 388,750 365,368 367,429 343.471
Total 9,833,442 9,636,562 8,133,120 8,050,632

As the group take on new contracts, agency staff are employed until new employees are hired.

Included in the above wages costs are redundancy costs of £24,284 (Group) and £24,284 (Charity) excluding PILON (2023: £60,000 (Group) & £60,000 (Charity)).

49

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

PLA TFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS- CONTINUED FOR THE YEAR ENDED 31 MARCH 2024

12. STAFF COSTS, COSTS OF KEY MANAGEMENT PERSONNEL & STAFF NUMBERS - continued

The number of employees whose employee benefits (excluding employer national insurance costs and employer pension costs) exceeded £60,000 was:

The number of employees whose employee benefits (excluding employer national insurance costs and
employer pension costs) exceeded £60,000 was:		 The number of employees whose employee benefits (excluding employer national insurance costs and
employer pension costs) exceeded £60,000 was:		 The number of employees whose employee benefits (excluding employer national insurance costs and
employer pension costs) exceeded £60,000 was:		 The number of employees whose employee benefits (excluding employer national insurance costs and The number of employees whose employee benefits (excluding employer national insurance costs and The number of employees whose employee benefits (excluding employer national insurance costs and
Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
£60,001 - £70,000 £60,001 - £70,000 1 1 1 1
£70,001 - £80,000 £70,001 - £80,000 2 3 2 3
£80,001 - £90,000 £80,001 - £90,000 1 1

The total amount of employer pension contributions paid in respect of the above employees for the year was £18,927 (2023: £22,027).

Key management personnel - GROUP

The total amount of employee benefits received by the Group's key management personnel for services to the Group totalled £327,774 (2023: £497,103), this includes salary sacrifice and employers NI.

Key management personnel - CHARITY

The total amount of employee benefits received by the Charity's key management personnel for services to the Charity totalled £327,774 (2023: £497,103), this includes salary sacrifice and employers NI.

The average monthly number of employees during the year was as follows:

Group Group Charity Charity
2024 2023 2024 2023
Head office 28 29 28 29
Projects 436 410 268 258
Total 464 439 296 287

50

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

PLA TFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS- CONTINUED FOR THE YEAR ENDED 31 MARCH 2024

13a. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES - GROUP

13a. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES - GROUP 13a. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES - GROUP 13a. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES - GROUP 13a. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES - GROUP 13a. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES - GROUP
2023
Unrestricted Restricted Total funds
funds funds
£ £ £
INCOME AND
ENDOWMENTS FROM
Donations and legacies 2 3,717 8,033 11,750
Charitable activities 5
Support for mental health
and wellbeing		 3,998,580 6,226,122 10,224,702
Other trading activities 3 2,656,159 2,656,159
Other income 4a
Investment income 4b
Total 6,658,456 6,234,155 12,892,611
EXPENDITURE ON
Raising funds 6 (6,749) (6,749)
Charitable activities 7b
Support for mental health
and wellbeing		 (5,188,185) (6,132,353) (11,320,538)
Other trading activities 7b (1,890,002} (1,890,002}
Total (7,084,936) (6,132,353) (13,217,289)
Net gains/(losses) on fixed
asset disposals
Taxation
NET
INCOME/(EXPENDITURE) (426,480) 101,802 (324,678)
Transfers between funds 21a 32,982 (32,982)
Net movement in funds
(393,498) 68,820 (324,678)
RECONCILIATION OF
FUNDS
Total funds brought
forward		 1,884,039 805,152 2,689,191
TOTAL FUNDS CARRIED
FORWARD 1,4901541 873,972 2,364,513

51

PLA TFFORM FOR CHANGE TIA PLA TFFORM FOR THE YEAR ENDED 31 MARCH 2024

PLA TFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2024

13b. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES -CHARITY

13b. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES -CHARITY 13b. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES -CHARITY 13b. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES -CHARITY 13b. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES -CHARITY 13b. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES -CHARITY
2023
Unrestricted Restricted Total funds
funds funds
£ £ £
INCOME AND
ENDOWMENTS FROM
Donations and legacies 2 3,717 8,033 11,750
Charitable activities
Support for mental health 5 3,998,580 6,226,122 10,224,702
and wellbeing
Other trading activities 3 779,658 779,658
Other income 4a -
-
~
Investment income 4b -
-
=
——————————
Total 4,781,955 6,234,155 11,016,110
EXPENDITURE ON
Raising funds 6 (6,749) ~ (6,749)
Charitable activities 7a
Support for mental health (5,188,185) (6,132,354) (11,320,538)
and wellbeing
Total (5,194,934) (6,132,354) (11,327,287)
Net gains/{losses) on fixed
asset disposals
Taxation
NET (412,979)
je
—		 101,801 (311,177)
INCOME/(EXPENDITURE)
Transfers between funds 21b 32,982 (32,982)
Net movementinfunds (379,997) 68,819 (311,177)
RECONCILIATION OF
FUNDS
Total funds brought
forward		 2,220,218 805,152 3,025,370
TOTAL FUNDS CARRIED 1,840,221 873,971 2,714,193
FORWARD —

52

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

PLA TFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS -CONTINUED FOR THE YEAR ENDED 31 MARCH 2024

14. INTANGIBLE FIXED ASSETS - GROUP

14. INTANGIBLE FIXED ASSETS - GROUP
Goodwill Computer
Software		 Total
£ £
Cost
At 1 April 2023 463,025 463,025
Additions
Disposals
Reclassification of assets 93,148 93,148
At 31 March 2024 463,025 93,148 556,173
~~i~~ ~~i~~ ~~i~~
Depreciation
At 1 April 2023
Charged in year		 (300,000)
(15,000)		 (20,057) (300,00 )
(35,057)
Eliminated on disposal
Reclassification of asset
At 31 March 2024		 {52,450}
!315,0001
{72,5971
{52,450}
!387,5971
~~ee~~
Net book value
At 31 March 2024 148,025 20,551 168,576
ese ese ese
At 31 March 2023 163,025 163,025

There are no intangible assets held within the parent Charity.

15a. TANGIBLE FIXED ASSETS - GROUP

Freehold
property
£		 Long
Lease
hold
£		 Improve-
ments to
property
£		 Office
equip-
ment
£		 Project
fixtures &
fittings
£		 Project
fixtures &
fittings
£		 Plant &
Machinery
£		 Plant &
Machinery
£		 Totals
£
Cost
At 1 April 2023 317,913 500,000 529,476 221,197 7,328 1,575,914
Additions 5,004 49,477 29,606 4,724 88,811
Disposals (624) (9,609) (10,233)
Reclassification
of assets		 Reclassification {93,148} (93,148)
At 31 March
2024 322,917
a		 500,000
nied		 276,505
Ce		 614,385
ee		 — 205,155 —— 26,547 — 1,945,509
Depreciation
At 1 April 2023 (85,823) (76,502) (20,426) (453,735) (104,427) (5,763) (746,676)
Charge for year Charge for year
{24,924)		 {8,470) {13,825) {56,875) (29,624) (10,011) (143,729)
Disposals 482 8,738 9,220
Reclassification
At 31 March
2024		 Reclassification
{110,747}		 {84,972} (34,251} 52~~1~~540
{457,588}		 {125,313} (15,774} 52,540
(828,645)
Net book value
At 31 March
2024		 212,170
SSS		 415,028
SS		 242,254
ESS		 156,797
=		 79,842
—=——aeseeee.=—=		 10,773
OO		 1,116,864
ee
At 31 March
2023		 232,090
—————		 423,498
———		 256,079
Ea		 204,945
SSSSSS		 80,731
SS		 = 16,060 1,213,401
SSSSSS

53

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

PLA TFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2024

15b. TANGIBLE FIXED ASSETS-CHARITY

Freehold
property		 Long
leasehold		 Improve-
ments to
property		 Office
equip-
ment		 Project
fixtures
& fittings		 Totals
£ £ £ £ £ £
Cost
At 1 April 2023
317,913 500,000 276,505 658,680 185,158 1,938,256
Additions
5,004 49,477 29,606 84,087
Disposals
(624) (9,609) (10,233)
Reclassification of
assets (93,148} (93,148}
At 31 March 2024
322,917 500,000 276,505 614,385 205,155 1,918,962
Depreciation
At 1 April 2023
(85,823) (76,502) (20,426) (453,735) (104,427) (740,913)
Charge for year
(24,924) (8,470) (13,825) (56,875) (29,624) (133,718)
Disposals
482 8,738 9,220
Reclassification of
assets 52,540 52,540
At 31 March 2024
(1 0,747} (84,972} (34,251} (457,588} (125,313} (812,871}
Net book value
At 31 March 2024
212,170 415,028 242,254 156,797 79,842 1,106,091
At 31 March 2023
232,090 423,498 256,079 204,945 80,731 1,197,343

16a. FIXED ASSET INVESTMENTS - GROUP

Listed Other Totals
investments investments
£ £ £
Cost
At 1 April 2023
Additions
Revaluations
Disposals
At 31 March 2024

54

PLA TFFORM FOR CHANGE T/A PLA TFFORM FOR THE YEAR ENDED 31 MARCH 2024

16b. FIXED ASSET INVESTMENTS • CHARITY

Listed Other Totals
investments investments
£ £ £
Cost
At 1 April 2023 100 100
Additions
Impairment
Disposals
At 31 March 2024 100 100

There were no investment assets outside the UK.

The investments listed in other investments relates to share capital in Platfform Enterprises Ltd a subsidiary company of the Charity registered in FY20 (note 26).

55

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

PLATFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS- CONTINUED FOR THE YEAR ENDED 31 MARCH 2024

17. STOCK:

17. STOCK:
Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Stock 1,200,000 723
1,200,000 723
18. DEBTORS:
Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Amounts falling due within one year:
Trade debtors 1,664,365 1,117,959 1,343,821 772,660
Prepayments & accrued income 681,051 259,302 444,838 254,301
Amounts owed by group undertakings 223,212 204,500
Other debtors 114,616 2,297
2,460,032 1,379,558 2,011,872 1,231,461
Amounts falling due in more than one
year:
Amounts owed by group undertakings
2,460,032 1,379,558 2,011,872 1,231,461
19. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR: CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR: CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR:
Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Bank loans and overdrafts 176,828 173,320 123,733 108,454
Trade creditors 223,905 249,281 202,244 222,576
Amounts owed to group undertakings
Taxation and social security 230,311 235,982 133,999 140,726
Accrued expenses, grants in advance & 628,042 691,270 266,862 571,459
deferred income
Other creditors 136,704 129,158 45,396 40,482
1,395,789 1,479,011 772,234 1,083,697

Contained in grant repayments and deferred income above is grant income received in advance of the period to which it relates, details of the movement in the year are listed below:

Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Brought forward balance 249,964 193,500 249,964 193,500
Mayday grant income upon 113,293
acquisition
Grant income received 11,675,277 10,161,036 11,588,775 10,161,036
Grant income released
Carried forward balance		 (11,920,994)
117,540		 (10,104,572)
249,964		 (11,760,670)
78,069		 (10,104,572)
249,964
56

PLATFFORM FOR CHANGE T/A PLATFFORM FOR THE YEAR ENDED 31 MARCH 2024

PLA TFFORM FOR CHANGE

NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2024

20. CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR:

Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Loans Loans 1,235,321 1,375,677 946,355 1,062,381
Other creditors Other creditors
1,235,321 1,375,677 946,355 1,062,381

Secured Debt:

The company's bankers - Barclays has a first legal charge over the leasehold property Beaufort House, Beaufort Road and freehold property Pen y Lan Road, Cardiff, both dated 19/05/2022.

Also included within bank loans above is £199,297 secured on the group companies assets. Funding was provided by UnLtd and Social Invest Cymru, the loans will be repaid over a ten and five year period.

Based on the lender's earliest repayment date, borrowings are repayable as follows:

Terms of repayment Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Within one year 180,576 173,319 123,733 108,454
Between one and two years
Between two and five years		 214,157
530,875		 210,239
618,322		 125,233
389,198		 138,343
474,848
More than five years 490,289 547,114 431,924 449,189
Total 1,415,897 1,548,994 1,070,088 1,170,834

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21a. MOVEMENT IN FUNDS - GROUP:

At 1 April Incoming Resources Gains Transfers At31 March
2023 Resources expended I 2024
Losse
s
£ £ £ £ £ £
Unrestricted
General fund 96,132 8,924,534 (7,049,382) - (1,354,098) 643,908
Freehold property &
fixed asset reserve
Furniture and		 575,267 (77,803) 497,464
maintenance fund
IT & digital 30,000 30,000
development fund
Influence & strategy
role reserve		 240,000 (61,348) 178,652
Business development
reserve		 127,766 127,766
SIB Platfform 95,173 (95,173)
wellbeing seed fund
Project & services		 326,203 26,722 352,925
Mayday Trust 1,354,098 1,354,098
designated fund
Restricted 1,490,541 8,924,534 (7,256,984) 3,158,091
CYP restricted funds 238,990 1,833,188 (1,791,407) 280,771
Dementia restricted
funds 34,562 436,852 (418,222) 53,192
Employment fund 83,085 (77,531) 5,554
Community wellbeing
donation 4,340 (4,340)
H.S.A& S180
restricted funds 1,882 1,098,523 (1,092,253) 8,152
Other smaller
restricted funds 99,487 1,268,495 (1,274,091) 93,891
Wellbeing 142,853 602,919 (635,999) 109,773
WCVA 27,468 38,312 (65,780)
TSS & FS restricted 324,390 1,833,675 (1,824,393) 333,672
funds
Moon dance 192,687 (65,025) 127,662
St Martins in the Field 54,414 (1,032) 53,382
873,972 7,442,150 (7,250,073) 1,066,049
Total funds
2,364,513 16,366,684 (14,507,057) 4,224,140

A description of the funds held and the transfers between funds can be found within the Trustees Report.

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21b. MOVEMENT IN FUNDS- 21b. MOVEMENT IN FUNDS- CHARITY: 21b. MOVEMENT IN FUNDS- CHARITY:
At 1 April Incoming Resources Gains/ Transfers At31
2023 Resources expended Losses March
2024
£ £ £ £ £ £
Unrestricted
General fund 446,976 4,796,898 (4,599,963) 643,912
Freehold property &
fixed asset reserve
Furniture and		 Freehold property &
574,104		 (77,803) 496,301
maintenance fund
IT & digital 30,000 30,000
development fund
Influence & strategy
role reserve		 Influence & strategy
240,000		 (61,348) 178,652
Business 127,766 127,766
development
reserve
Business strategy
fund
Projects & services
fund (OOWS)
SIB Platfform		 95,173 (95,173)
wellbeing seed fund
Project & services		 wellbeing seed fund
326,203		 26,722 352,925
Restricted 1,840,222 4,796,898 {4,807,565} 1,829,556
CYP restricted 238,988 1,833,188 (1,791,407) 280,769
funds
Dementia restricted
funds 34,562 436,852 (418,222) 53,192
Employment fund 83,085 (77,531) 5,554
Community
wellbeing donation 4,340 (4,340)
H.S.A& S180
restricted funds 1,882 1,098,523 (1,092,253) 8,152
Other smaller
restricted funds 99,487 1,268,495 (1,274,091) 93,891
Wellbeing 142,853 602,919 (635,999) 109,773
WCVA 27,468 38,312 (65,780)
TSS & FS restricted TSS & FS restricted
324,390		 1,833,675 (1,824,393) 333,672
funds
Moondance 192,687 (65,025) 127,662
St Martins in the
Field 54,414 {1,032} 53,382
873,971 7,442,150 {7,250,073} 1,066,048
Total funds
2,714,193 12,239,048 {12,057,637) 2,895,604

A description of the funds held and the transfers between funds can be found within the Trustees Report.

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21c. COMPARATIVE FOR MOVEMENT IN FUNDS· GROUP:

At 1 April Incoming Resources Gains/ Transfers At 31
2022 Resources expended Losses March
2023
£ £ £ £ £ £
Unrestricted
General fund 776,371 4,948,431 (5,642,029) 13,360 96,133
Freehold property &
fixed asset reserve
Furniture and		 321,902
60,000		 253,365
(60,000)		 575,267
maintenance fund
IT & digital 60,000 (30,000) 30,000
development fund
Influence & strategy 200,000 40,000 240,000
role reserve
Business 227,766 (100,000) 127,766
development
reserve
Business strategy 100,000 (100,000)
fund
Projects & services 138,000 (138,000)
fund (COWS)
SIB Platfforrn		 95,173 95,173
wellbeing seed fund
Project & services		 wellbeing seed fund
1,710,025
(1,403,444)
19,622
326,203
1,884,039
6,658,456
(7,084,935)
32,982
1,490,542
eee
Restricted
CYP restricted 157,103 1,237,049 (1,155,065) (99) 238,988
funds
Dementia restricted 34,412 437,519 (437,519) 150 34,562
funds
Community 133,790 (129,450) 4340
wellbeing donation
H.S.A & S180 862,501 (860,619) 1,882
restricted funds
Other smaller 314,692 282,256 (283,452) (214,008) 99,488
restricted funds
Supporting People 750,835 (750,835)
Wellbeing 568,647 (620,281) 194,487 142,853
WCVA 49,950 (47,250) 24,768 27,468
TSS & FS restricted TSS & FS restricted
298,945		 1,911,608 (1,847,883) (38,280) 324,390
funds 805,152
~~————~~		 6,234,155 (6,132,354) (32,982) 873,971
Total funds 2,689,191
~~		 ~~ 12,892,611 (13,217,289)

A description of the funds held and the transfers between funds can be found within the Trustees Report.

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21d. COMPARATIVES FOR MOVEMENT IN FUNDS - CHARITY:

At 1 April Incoming Resources Gains/ Transfers At31
2022 Resources expended Losses March
2023
£ £ £ £ £ £
Unrestricted
General fund 1,113,712 3,071,930 (3,752,028) 13,360 446,976
Freehold property &
fixed asset reserve		 Freehold property &
320,739		 253,365 574,104
Furniture and 60,000 (60,000)
maintenance fund
IT & digital 60,000 (30,000) 30,000
development fund
Influence & strategy
role reserve		 Influence & strategy
200,000		 40,000 240,000
Business 227,766 (100,000) 127,766
development
reserve
Business strategy 100,000 (100,000)
fund
Projects & services 138,000 (138,000)
fund (OOWS)
SIB Platfform		 95,173 95,173
wellbeing seed fund
Project & services		 wellbeing seed fund 1,710,025 (1,403,444} 19,622 326,203
2,220,218
4,781,955
(5,194,934}
32,982
1,840,222
~~EE~~
Restricted
CYP restricted 157,104 1,237,049 (1,155,065) (99) 238,988
funds
Dementia restricted 34,412 437,519 (437,519) 150 34,562
funds
Community 133,790 (129,450) 4,340
wellbeing donation
H.S.A & S180 862,501 (860,619) 1,882
restricted funds
Other smaller 314,692 282,256 (283,452) (214,008) 99,487
restricted funds
Supporting People 750,835 (750,835)
Wellbeing 568,647 (620,281) 194,487 142,853
WCVA 49,950 (47,250) 24,768 27,468
TSS & FS restricted 298,945 1,911,608 (1,847,883) (38,280) 324,390
funds
805,153 6,234,155 (6,132,354} (32,982} 873,971
Total funds 3,025,371
11,016,110
~~oe~~		 (11,327,288) 2,714,193
~~aoe~~

A description of the funds held and the transfers between funds can be found within the Trustees Report.

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22. OPERA TING LEASES

22. OPERA TING LEASES
Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Land & buildings:
Due under 1 year 42,525 15,725 42,525 15,725
Due between 1-2 years 38,750 11,750 38,750 11,750
Due between 2-5 years 78,313 23,167 78,313 23,167
Due in more than 5 years 184,125 189,000 184,125 189,000
Other leases:
Due under 1 year 12,445 9,325 12,445 9,325
Due between 1-2 years 12,322 7,132 12,322 7,132
Due between 2-5 years 19,044 14,462 19,044 14,462
Due in more than 5 years 264 264
387,524 270,825 387,524 270,825

23. PENSIONS

GROUP

The cost of contributions made in the year by the group to the scheme amounted to £388,750 (2023: £365,368). At the year end, there were outstanding contributions of £48,394 (2023: £43,225).

CHARITY

The cost of contributions made in the year by the Charity to the scheme amounted to £367,429 (2023: £343,471). At the year end, there were outstanding contributions of £43,561 (2023: £38,392).

24. ULTIMATE CONTROLLING PARTY

The Group and Charity are ultimately controlled by the Trustees of the Charity as listed in the Trustees report.

25. CHARITY RELATED PARTY TRANSACTIONS

Platfform
Enterprises		 Gofal
Enterprises		 Cardiff
Cleaning
Services		 Mayday
Trust
Ltd Ltd Ltd
£ £ £ £
Expenditure 7,300 750 78,823 67,162
Revenue 750 8,800 81,363
Amounts owed to Platfform for Change
Amounts owed by Platfform for Change		 900 178,613 44,599

During the year the Charity rented properties from Coastal Housing for provision of disbursed housing and support services. All transactions took place on normal market terms. During the year the Charity received funding from Swansea ABMU. All transactions took place on normal market terms.

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26. SUBSIDIARIES

Gofal Enterprises Ltd

The Charity controls Gofal Enterprises Ltd, its wholly owned subsidiary. The company is registered in England and Wales, company number 07240073. All surpluses made are gifted to the Charity. The financial statements have been consolidated on a line by line basis in the Statement of Financial Activities. A summary of the results are shown below:

2024 2023
£ £
Profit and Loss in the period:
Turnover
Sales to Group companies
Admin & other expenses (2,325) (2,120)
Other income 8,800 1,800
Write off of loan balance
lntercompany purchases & recharges
Net (loss)/ profit 5,245
~~er~~		 (320)
~~eo~~+
The aggregate of the assets, liabilities and funds below:
Current assets 1,001 651
Creditors due within 1 year
Creditors due after 1 year		 (9,062)
(37,969)		 (7,515)
(44,411)
Net Assets (46,030)
~~os~~		 (51,275)
—

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26. SUBSIDIARIES

Cardiff Cleaning Services Ltd

The Charity controls Cardiff Cleaning Services Ltd, its wholly owned subsidiary. The company is registered in England and Wales, company number 06136290. All surpluses made are gifted to the Charity. The financial statements have been consolidated on a line by line basis in the Statement of Financial Activities. A summary of the results are shown below:

2024 2023
£ £
Profit and Loss in the period:
Turnover		 2,095,838 1,902,330
Sales to Group companies 81,363 79,521
Admin & other expenses (2,131,241) (1,976,426)
Other income 367
Tax {13)
Net (loss)/ profit 46,315
—EE		 5,425
—————~~______~~=—
The aggregate of the assets, liabilities and funds below:
Fixed assets 158,798 179,085
Current assets 360,815 376,304
Creditors due within 1 year
Creditors due after 1 year		 (553,264)
{44,952)		 (561,718)
{118,589)
Net Assets — {78,603) {124,918)
——eee

Platfform Enterprises Ltd

The Charity controls Platfforrn Enterprises Ltd, its wholly owned subsidiary. The company is registered in England and Wales, company number 11953056. All surpluses made are gifted to the Charity. The financial statements have been consolidated on a line by line basis in the Statement of Financial Activities. A summary of the results are shown below:

2024 2023
£ £
Profit and Loss in the period:
Turnover		 700
Sales to Group companies 750
Admin & other expenses (26,796) (69,306)
Other income
Exceptional items
Net (loss)/ profit {26,046)
~~oe~~		 ——— {68,606)
~~rs~~
The aggregate of the assets, liabilities and funds below:
Fixed assets 100,000 100,000
Current assets 47,314 91,945
Creditors due within 1 year (41,602) (52,863)
Creditors due after 1 year {206,046) {213,370)
Net Assets {100,334)
—= so		 — {74,288)
=
a
Share capital {276,304)
———~~————————~~a		 = {276,304)
——=_a

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26. SUBSIDIARIES

Mayday Trust

The Charity acquired control of Mayday Trust (another Charitable Organisation) on 06/09/2023. No consideration was given. The Fair Value of Mayday Trust at acquisition was £1,756,105. This has been treated as a donation within the financial statements.

2024 2023 2023 - Post
acquisition
£ £ £
SOCI in the period:
Income 848,928 420,448
Donation to Charity
Expenditure		 (1,042,861} (523,851}
Net Surplus / (Deficit) (193,933) (103,403)
The aggregate of the assets, liabilities and
funds below:
At 31 March At 31 March At 1 October
2024 2023 2023
£ £ £
Fixed assets 1,369,724
Current assets 1,961,981 629,807
Creditors due within 1 year
Creditors due after 1 year		 (309,278) (243,426)
Net Assets 1,652,703 1,756,105

65