t)oor5tep Cladon on Sea 2025 2024.2025 Director's Report 2025 opened with excitement and recognition for Doorstep when we were invited to meet the King and Queen at a celebration honouring Muslim women's achievements and marking the start of Ramadan. The event was hosted by a restaurant who had generously donated Iftar meals to our families in previous years. It was a privilege to attend with some of the families we support, and to witness the King and Queen helping to pack boxes of food that were later donated to our families and to key workers. It was also a year when the number of children living in temporary accommodation, both in Camden and nationally, reached an all-time high. Doorstep's expertiswfter more than forty years of supporting homeless familiewnd. even more importantly. the insight of families with lived experience, were increasingly sought to help shape planning and policy to tackle the crisis head on. We were invited to speak to the full council about what life is like for families and children in temporary accommodation, and we contributed to research by the Centre for Homelessness Impact as well as to the development of Camden's Homelessness and Rough Sleeping Strategy 202￿2030. While we welcome the publication of the govemment's National Plan to End Homelessness and the issues it S￿kS to address, it will take time before the promised investment in affordable and social housing translates into meaningful change. In the meantime, with no measures in place to reduce rents or make housing more affordable in the current economic climate, it is likely that the number of people experiencing homelessness will continue to rise. This year we also began the recruitment prO￿sS for a Play & Youth Lead. Although we did not find the right candidate in the first round, we r&advertised in December and are hopeful that we will have someone in post by March 2026. on￿ this role is filled, we will begin recruiting for our new Operations Coordinator position, strengthening our capacity to m￿t growing needs. I want to express my heartfelt thanks to our Chair, Ali Jabeen, and to all our trustees-both longstanding and more recently appointed-for their unwavering commitment and guidance. Doorstep remains a small team. but one defined by dedication, compassion, and a deep belief in the potential of every family we support. Together, we work to lessen the profound impact that living in temporary accommodation has on children's health. wellbeing, and future opportunities. We extend our sincere gratitude to our partners. funders. and donors for recognising the value of our work and standing alongside us. And we remain d￿pIY appreciative of our patron, Victoria Coren Mitchell. for her continued support. As we look ahead, we do so with optimism and determination. We are excited to see what the coming year will bring, and we remain resolute in our mission to ensure that every family who walks through our doors feels supported, empowered. and hopeful. Vicky Fox When it can be anything but temporary- how do we support families living in temporary accommodation? Vicky Fox (CHI Blog December gth 2025) For more than 35 years. I've been part of the Doorstep community here in Camden. North London. And in that time. I've watched the number of households in temporary accommodation reach record levels. Temporary accommodation is meant to provide a valuable safety net for those at risk of homelessness. But, what's meant to be a short-term solution often becomes a long-term reality. This often means raising children in unsuitable. overcrowded spaces for far too long. The strain it puts on families can be immense. At Doorstep, we're here to make that experience a little more bearable. To offer families not just practical help, but also dignity. joy, and connection. We currently have space for around 50 families in the hostel above our family centre. which means at any given time, there are up to 130 children calling Doorslep their home. While some move on quickly, others spend significant parts of their childhood here. Often uprooted from some of their social or support networks, our focus has always been on creating a space where families can feel safe, supported, and part of a community. The importance of play Challenges in temporary accommodation, such as unsuitable living spaces, can limit children's ability to play. We know that play is essential for a child's development, impacting physical, social and emotional growth - particularly in a child's formative years. This was highlighted in CHI'S recent Evidence Note, which found that facilitating play and organising social activities can also improve wellbeing and create stronger friendships. We see the difference that targeted. compassionate support can make. Our programmes are designed to respond to what families tell us they need from ag&appropriate after-school and holiday clubs that give children a chance to play and learn. to celebrations that make every birthday special. We've also introduced practical services that make everyday life a bit easier.. industrial washing facilities. a weekly bazaar offering free clothes, toys. and books, and on*tO-one support with complex matters like school applications. benefits. and official paperwork. These things may seem small, but they help reduce stress, build confidence, and create moments of normality and connection. Over the years, we've adapted to meet changing needs but the core of what families want hasn't changed at all. Every parent I meet simply wants what any of us would: a safe, stable place to call home, and the chance to build a better future for their children. We know that the long-term solution lies in ensuring families spend as little time as possible in temporary accommodation, and can move quickly into permanent homes. Until that becomes reality, however. we would like to see more evidence highlighting the crucial role of services such as Doorstep, and greater support for them. That way we can help families not just survive, but find moments of happiness, belonging. and hope. Here are some of the things our clients said about Doorstep= "kje lived in temporary aeeommodotion near Doorstep whiek kad just one room and o kitchen for nearly two years - myself, My kusband, our two teenage children, and our eldest daugkter wko is 29. Jt an ineredibly difficult time. kJhÈn we heard about Doorstep, we were so happy, a& toe were faeing mony challenges. The organisation helped us with everything from d￿lY nee(If to more complex matters, and it gave us kope (md eomfort during a tough period ehildren really enjoyed receiuing birtAday presents, taking part in aetiuities, and sipnply hauing a plaee where they eould relax and feel part of a community. "From our very first week as residents. we started using the services at Doorstep. We loue tke erèehe, tAe outdoor aetiuities, sueh as the beaeh trip& during the holiday&. and the weekly bazaar. The support they prouided has been essential for my emotional and mental xiell-being - I truly felt cared for. - Ana, mum and Doorstep volunteer The kids love cooking Our services Our seniices have been developed over the years in direct response to the needs that families have expressed. They run throughout the year with additional seasonal activities and events.. * Opportunities for children and young people to play, leam and develop at our after school club. crèches, Youth Project and drop-ins. * Joint activities with the partner organisations. * Regular creative & educational activities for adults. * Information, support and guidan￿ for parents. * A programme of special activities and outings during the summer and school holidays. * A weekly 'bazaar' giving aC￿sS to free essential goods donated by the wider community. * Free daily a¢￿sS to laundry facilities. * Supermarket gift vouchers, hygiene products. healthy snacks and meals TAA4 tAe ya2 January- March - In February we were incredibly excited to be invited to meet the King and Queen. Their Majesties helped to fill boxes of delicious food, which were donated by the Darjeeling Express restaurant to our families and key workers. Meeting the Queen, one of Doorstep's children gave a spontaneous curtsy while shaking her hand. The Queen asked "How long have you been practising that? That's a very good curtsy. Heading back to Doorstep the little girl said to me '. 'Ykat was the best day of my lifel" k.4T• Picture- The Evening SlarKlard During half term week Bell Group hired an entire screen for all our children to enjoy a trip to the cinema. April June -we ran a programme for the children during the Easter holidays and held a party. All children were given an Easter egg to take home. On June 12th we ￿lebrated Eid with parties for all age groups. Each family re￿iVed a £50 supermarket voucher and the children re￿iVed gifts. Celebraling Eid July-September- We ran a four week summer programme of activities and outings from July 29th until August 23rd. On site we ran different indoor and outdoor sessions with a mix of fun and educational activities for the different ages. Water fights in the garden on hot days was a particular favourite. on￿ a week we hired coaches and went to the beach. We visited Clacton on Sea and Southend, where we provided children and parents with entran￿ to unlimited rides on the pier funfairs. We also went to two award-winning sandy beaches we hadn't visited before at Frinton and Southbourne. Families really enjoyed the trips. spending quality time as a family and making memories. "The weather was so beautiful, it was such a beautiful beach. kids asked me if we could eome baek to the beaeh again. kids enjoyed swimming, &gging a hole and pouring water and eolleeting water from the sea. having luneh and sharing witA friendf. The ehildren had lots of fun. Thank you so much." Fe "/Ky ehildren and J enjoyed ri&ng thfferent rides and the weather was qood. Thank you for taking my family. Jf Doorstep did not take me and my three ekildren we would not do anything because we can not afford to do any actiuitses. kle would be at home (￿d J haue three teenagers whieh is very expensive if J say we do activities together so J appreciate Doorstep and tke people who fund Doorstep to spend money to take families to the seaside. ' RH Southboume Beach In September we received the welcome news that the installation of WIFI throughout the hostel, which the kids from our Youth Group campaigned for and Camden agreed to in July 2003, was finally going ahead. Not only that but each family would re￿1ve a gift of a smart TV, donated by Camden's business partners. We also hosted a consultation meeting at which seventeen families contributed their views for the development of Camden's Homelessness and Rough Sleeping Strategy 202&2030 October - December - We held a HallOw￿n party and thr￿ Christmas parties to cater for the different age groups. The Wifi-installation was completed and families received their TVS in time for Christmas. We distributed gifts to 100+ children and every family received a £50 supermarket voucher. on￿ again. through the year, we provided every child and young person with a birthday gift and thanks to volunteer bakers at Fr￿ Cakes for Kids Camden they all re￿iVed a beautiful customised cake. Beauty Banks donated toiletries and pr&loved clothing collections were donated by JW3, Village School, Jeannine Manuel school and Southbank International School, as well as many individuals in the wider community. Case Study 1- Parent Ana moved into the hostel with her baby daughter in 2023. She made use of Doorstep's services and her daughter attended the creche sessions. Ana was studying and when her daughter became old enough to attend nursery she started volunteering in Doorstep's creches to gain work experience. Eventually she was su￿Ssful in gaining a full time job as a Nursery Practitioner and Doorstep was able to provide her with a referen￿. Ana sent the following after securing her job. J am writing to share with you that J will start to work next wee 3 find myself at a loss for words when it eomes to expressing my deep gratitude for everything J've experieneed alongside you during my time as a volunteer (of eourse, without forgetting my time living in the hostel). These months have been filled with learning, growth, and, above all, a warm sense of belonging. Taking on the ehallenge of earing for and edueatsng the ehildren was. for me, a reeonneetion with my passion for helping and looknng after others. This role. which e¢vne at a uery speeial time in my life-wken J was returning to the workforee after dedicating four years to motherhood-kas been a true source of fulfilment. £ven though it s in a field different from my initial training) J ue realised how much it Aas filled me with a unique andjoy£ul sense 0£ purpose. The care, dedication, and support J ue received from each 0£ you not only made the experience smooth and enjoyable but also helped me to regain my eonfidenee (Md reeonneet with my professional essenee. kjorking with the ehildren (znd being part of sueA a wonderful team has been fundamental to my new beginning, bringing results J know will stay with me on my journey, both in my eareer and in my personal life. you kave taught me more than you ean imagine. and J am deeply grateful for the opportunity to be part of somethinq so transformatiue. heart is filled with gratitude for euery moment shared. k)ith warmth and eternal thanks- Ana Pereira de Oliveira Creche Play Session Case Study 2 Luis is eight years old and is on the autism spectrum. He attends the after school group and holiday programmes. He found it difficult to engage in group activities and to articulate his needs and feelings. If he got upset he would try to open the door and leave. We gave him one to one support and provided him with a quiet Spa￿ where he could sit. We also encouraged him to go to a staff member to let them know if he was feeling upset. He learned to be able to sit with a team member until he felt able to try and explain what had happened to upset him. Giving him a predictable routine with activities and reSoUr￿S he enjoyed helped him find it easier to engage. He now knows where all the toys and games are and will take a staff memberfs hand to show them what toy or game he wants to play with. He has gained self Confiden￿ in the setting-even correcting staff when his name was misspelt! Case study 3 Amina is 2 years old and found it very difficult to settle in the creche. Even after an extended settling in period, when Mum stayed with her, she would still become very upset if her Mum tried to leave. She wouldn't make eye contact and wouldn't play or engage with any activities, but just cry even when staff tried to comfort her. We asked Mum to go and sit in another room reassuring Amina that she could go to see her Mum whenever she wanted. Gradually, we progressed to Mum leaving the building for a very short period and coming back. We gradually increased the time. We asked Mum to not go too far away and we promised Amina that if she was upset we would call Mum who would come straight back. We did this over a period of time until Amina learned to trust that her Mum would always come back. She now enjoys playing with the toys and joining in the activities with the other children. ¥iMaking miniature gardens Housing Communities & Local Government Committee- First Report of Session 2024-2025 England's Homeless Children: The Crisis in Temporary Accommodation This report focuses on the sharp end of England's housing crisis.. the rising demand for temporary accommodation provision among families, which is seeing dire outcomes for homeless children and unsustainable cost pressures for some local authorities. Over 164,000 homeless children are currently living in temporary accommodation across England-the highest number on record. Temporary accommodation is intended to be short-term housing to support vulnerable households with shelter and security when they become homeless, until they can find more settled accommodation. Yet we were concemed to hear cases of temporary accommodation provision which was completely unsuitable for families, with egregious hazards including serious damp and mould, excessive cold, and mice infestations. Temporary accommodation is frequently overcrowded. Older children must share beds with their parents or siblings, and babies do not have Spa￿ to crawl or leam to walk due to lack of floor space. Some temporary accommodation sourced by local authorities is of such poor quality that it may pose a severe risk to children's health. It is shocking that in the last five years temporary accommodation has been a contributing factor to the deaths of at least 74 children. of whom 58 were under the age of one. For many families, life in temporary accommodation is far from 'temporary'. Some families are placed in temporary accommodation for years without an offer of a more settled home, due to the chronic shortage of social and affordable housing. This same shortage has led many local authorities to use B&Bs and other accommodation with shared facilities, meaning families are often forced to live out of suitcases, uncertain as to when they may be required to pack up and move without notice. A growing number of families are also being placed in B&Bs for prolonged periods unlawfully, as local authorities are failing to adhere to the statutory six-week limit on such placements. We were alarmed to hear examples of families housed in temporary accommodation sharing communal facilities with strangers with a history of domestic abuse, posing a potential safeguarding risk to children. Local authorities, monitoring of their temporary accommodation provision is inconsistent and inadequate. There is currently no requirement for local authorities to carry out any inspections of the quality of their temporary accommodation. We recommend that local authorities should be carrying out mandatory inspections of housing before it is first used as temporary accommodation, and whenever new residents are pla￿d in the property. Rising demand for temporary accommodation has led some local authorities to resort to relocating families. placing them in temporary accommodation 'out-of-area'. Out-of-area pla￿MentS have a devastating impact on families, leaving them far from their extended family, friends, and support network, and causing disruption to children's education. Some local authorities are falling short of their legal duties with regard to out-of- area temporary accommodation, by failing to notify the host local authority appropriately when placing residents. The Government should introduce a new requirement for local authorities to notify the host authority before they make an out-of-area placement. The Govemment must bring about a more joined-up approach between public services to support families experiencing homelessness. Schools. GPS. and other public bodies may be unaware when children in their care become homeless or change school due to a move into temporary accommodation. This prevents schools from offering additional support which homeless children may require. The Govemment should establish a fomialised notification system, so that a child's school and GP are alerted when they move into temporary accommodation. This should be intrOdU￿d alongside a focus on improving data reporting and sharing between public seNices, to fully understand the health and educational impacts of temporary accommodation on children. Temporary accommodation costs are adding to the Unpre￿dented financial strain facing local authorities across the country. Local authorities spent around £2.29 billion on temporary accommodation in 2023124, while London boroughs alone spend a combined total of £4 million per day on temporary accommodation. Local authorities in Greater Manchester spend over £75 million per year on temporary accommodation rents. Whilst we welcome the Government's decision to increase homelessness funding for 2025126. including a £192.9 million uplift to the Homelessness Prevention Grant (HPG). the Government must consider how this funding is allocated to bring about more effective homelessness prevention. The Govemment should also extend its support for local authorities to acquire their own temporary accommodation stock to reduce reliance on extortionate B&Bs and nightly paid accommodation, and evaluate the link between welfare reforms and homelessness. particularty regarding its decision to re-freeze Local Housing Allowance rates. In short, there is a crisis in temporary accommodation in England. At its centre are homeless children and their families. who are too often voiceless. out of sight, and stuck in completely unsuitable accommodation. Ultimately, the crisis in temporary accommodation is a symptom of England's wider housing crisis. We reiterate the condusion of our predecessor committees.'that a failure of Suc￿sSive govemments over decades to deliver enough new homes is to blame for the current shortage of affordable housing across all tenures. As a long-term solution to the crisis in temporary accommodation, the Govemment must fulfil its ambition to deliver 1.5 million new homes during this Parliament. However. there is an urgent need for further intenientions to support families living in temporary accommodation immediately. We hope that our recommendations will provide effective proposals on how the Government may go further to offer this support, including in its forthcoming strategy on ending homelessness. We believe the Government must publish its strategy on ending homelessness by July 2025-before the 10 summer recess. This will ensure the Government. homelessness organisations, and local authorities can make meaningful progress towards tackling the crisis in temporary accommodation during this Parliament. After Sthool clu￿ Making houses In response to the above report the govemment published a plan to end homelessness on December 11th 2025 11 A summary of the National Plan to End Homelessness In December 2025, the Government published its National Plan to End Homelessness (the Plan), detailing its strategy to create a better future for people experiencing or at risk of homelessness. This Plan refers to England since housing and homelessness duties are devolved across the UK. The Plan's long-term goal is for homelessness to be rare, brief ond non-recurring. The Government sets out how it will support councils and public services to shift from crisis to prevention and tackle the most intransigent forms of homelessness. A key mechanism of this plan will involve collaboration across government departments. The five pillars of the strategy: l. Universal Prevention: Long-term systemic fixes to make homelessness rare. Housing supply: A 10-year Sociol and Affordable Homes Programme supported by £2.5 billion in loans and social rent settlement (CPI +lYo). Tenancy security: The Renters. Rights Actwill abolish "no-fault" evictions and rental bidding. Income support: Reviewing Local Housing Allowance and creating a Crisis and Resilience Fund to tackle poverty. Allocations policy: Plans to update social housing allocations guidance, addressing key barriers to fair access to social housing. 2. Targeted prevention: Addressing specific high-risk groups. A new "duty to collaborate" for public services. Specific targets to prevent homelessness for those leaving institutions such as care or prison. 3. Preventing crisis: Immediate intervention for those at imminent risk. Funding: £3.5 billion allocated for 2026-2029. Early detection: Using AI and the Ending Rough Sleeping Risk Assessment Tool to identify at-risk households and prioritise person-centred support. Legal support: "Know your rights" materials and increased legal aid to help tenants stay in their homes. 4. Emergency Response (Brief): Mitigating the impact of active homelessness. 12 Child Welfare: New duties for councils to notify schools and GPS when a child is in temporary accommodation (TA). Temporary Accommodation reform: A national target to eliminate the use of B&Bs for families (limiting stay to 6 weeks) and applying the Decent Homes Standard to temporary housing. 5. Recovery & Stability (Non-recurring): Making homelessness -non-recurring." Rough Sleeping: A goal to halve long-term rough sleeping and repeal the Vagrancy Act by Spring 2026. Support Services: Linking housing with mental health, substance use, and employment support. Expectations on the Government and partner organisations l. Planning and accountability Local councils: Must publish a specific Action Plan to accompany their local homelessness strategy. This plan must include local targets that align with the national Outcomes Framework. Mayors and Regional Leaders: Are expected to drive high-level coordination and collaboration across their regions. They will receive specific funding to facilitate this multi-agency work. National Oversight: Progress will be monitored by the Inter-ministerial Group, with formal progress reports published every two years to ensure the strategy stays on track. 2. Workforce development Training & Skills: Organisations will have access to a new Nationul Workforce Programme. This provides essential training. specialist housing/homelessness advice, and professional development for frontline staff. Expert Support: Councils facing severe challenges will receive targeted expert support and closer monitoring to help improve their delivery. 3. Collaboration and engagement Cross-sector duty: Public services. charities. and local authorities are expected to work more closely together. moving away from -siloed" working toward a shared prevention model. 13 Lived experience: Organisations must incorporate insights from the Lived Experience Forum and Expert Group to ensure that services are actually working for those who use them and to help adapt interventions over time. 4. Data and innovation Test and learn: Organisations are encouraged to trial innovative practices. Successful local pilots will be rolled out nationally and shared as best practice. Evidence-based decisions: There is a heavy focus on using high-quality data to track outcomes rather than just measuring activities. Emma Croft, Policy and Research Officer, Campbell Tickell ( Blog January 12th 2026) Christmas party Games J love coming to Doorstep-the actiuitses. the beaches, the staff, the snacks, the ice creams, the toys-its boring at kome. yR-aged 9 14 Financial Report The financial statements for Doorstep (or 'the charity,) cover the financial year ending 31 March 2025. The fiscal year 2025 ended in a secure position, with the reserve carried forward being sufficient to support the running of the charity for a minimum of six months. The management committee and director recognise the need for, and remain committed to, pursuing multi-year funding both to minimi5e the risk of disruption to the charity's services, for example in the event of a downturn in one or more areas of external funding Careful financial and operating records have been kept throughout the financial year ending on 31 March 2025. The accounts for the fiscal year ending 31 March 2025 have been examined by an independent accountancy firm. Detailed records of financial documents are available and may be requested from Doorstep Homeless Families Project, 13A Broadhur5t Gardens, London NW6 3QX. The Management Committee members are satisfied that Doorstep is entitled to exemption from the provisions of the Companies Act 2006 (the Act) relating to the audit of the financial statements for the year in accordance with section 477, and that no member or members have requested an audit pursuant to section 476 of the Act. The Management Committee members acknowledge their responsibilities for: l- Ensuring that the charity keeps adequate accounting records which comply with section 386 of the Act, and 2- Preparing financial statements which give a true and fair view of the state of the charity as at the end of the financial year 2024 and of its profit or10ss for the aforementioned financial year in accordance with the requirements of section 393, and which otherwise comply with the requirements of the Act relating to financial statements, so far as applicable to the charity. These financial Statements were approved by the members of the committee on 3110812025 and were signed on their behalf by the chair, Ali Jabeen. Ali Jabeen Chair 15 t)OORSTEP COMPANY LIMITED B Y GUARANTEE STATEMETh￿ OF FINANCIAL ACTIVff IES (INCORPORATING THE INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2025 Unrestrfrted ￿51￿cted Funds Funds Totsl Unrestricted 2025 Funds Restrirtad Fun& Total 2024 Note Donat￿n$ and g￿ntS 136.988 ii,coo 147.988 113.719 51,507 165,226 Total Incomè 136. 11.(MM1 147.988 113,719 51,507 165,226 Fundratsing 4.924 4.924 4.736 4,736 Cha ritsble a￿￿ttle$ 115,1 io.o(x) 125.1 88,636 51,507 140,143 Tota eXpeTrdl￿re 120.114 lo,￿￿) 130.114 93,372 51,507 144,879 Netincomeforthe year 16.874 17.874 20,347 20,347 Netmovernentinfunds 16.874 17.874 20,347 20,347 Funds brought fonfirard 162,421 3,OlJ) 165A21 142,074 3,000 145,074 Total funds caiied forward 179.295 4,￿MI W3.295 162,421 3,000 165,421 All of the a bove results are derived from continuing artmrties. There were m other recognised gains or losses otherthan those ststed a￿Ve. The attached notesfom of these financHI statements. 16 Chair's report This year has been one of both celebration and transition for Doorstep. We began 2025 with a sense of excitement and recognition, as our Director, Vicky Fox, was honoured to attend a remarkable event marking the start of Ramadan. where she met the King and Queen alongside some of our resident families and their children. This occasion not only recognised the achievements of Muslim women but also highlighted the generosity of our community, with Iftar meals donated to families and key workers. The joy and pride felt by our families at this event was a testament to the spirit of Doorstep and the wider community. A significant milestone was achieved in our ongoing commitment to resident wellbeing.. the installation of WIFI throughout the hostel, long campaigned for by our Youth Group, was completed. An appeal for televisions for families, to break the tedium of cramped living conditions, resulted in a generous donation of smart TVS. ensuring that every resident now has a television in their room. These meaningful improvements have brought comfort and a sense of normality to many, especially during challenging times. further enhancing the quality of life for our families. This year also marked a moment of transition as we bid farewell to our longstanding trustee and board member, Lesley Adams, who stood down after seven years of dedicated service. We are deeply grateful for all the support, guidan￿, and generosity Lesley has shown over the years. Her commitment has helped shape mission and impact, and we wish her all the best for the future. Throughout the year, Doorstep's expertise and the lived experience of our families have been sought to inform planning and policy, as the number of children living in temporary accommodation reached a staggering 164,000. Our team's dedication, compassion, and belief in every family's potential remain at the heart of our work. We contributed to research, spoke at council meetings, and played a role in shaping Camden's Homelessness and Rough Sleeping Strategy 202>2030. Our services continued to adapt to the needs of families, providing not just practical support but also moments of joy, dignity, and connection. We extend our heartfelt thanks to our amazing director. Vicky Fox and the staff team, as well as our trustees, partners, funders, and donors for their unwavering support. We are especially grateful to our patron. Victoria Coren Mitchell, for her continued encouragement and generosity. Looking ahead, we do so with optimism and determination, committed to ensuring that every family who walks through our doors feels supported, empowered, and hopeful. At Doorstep, children can enjoy a safe, welcoming Spa￿ and garden where they can play, have fun. and thrive. On behalf of the Board, thank you to everyone who has contributed to Doorstep's work this year. Together, we will continue to create lasting positive change for those who need it most. Ali.F.Jabeen 17 We give our most sincere and grateful thanks to the following organisations for their support of Doorstep and our families: Accordion AKO Foundation Arriva Barnett & Sylvia Shine Charity Beauty Banks Bell Group Benevity Camden Council Camden Giving Caravel Crucible Foundation Darjeeling Express Devonshire Hill School First Give Fitzdale Trust Free Cakes for Kids Camden Hampstead Wells & Campden Trust Jeannine Manuel School JV￿3 London Community Foundation John Lyons Trust Kajatawa Foundation McLaren Group Payne Greenburgh Trust Philips Preston Manor High School Reel Fund South Hampstead High School Southbank International School St Mary's Church Streetsmart The American School in London The Village School Voluntary Action Camden Waitrose & Partners Young Camden Foundation Also, to the very many kind and generous individuals who donated money. food, toys. clothes, books, and their time. The Mana ement Committee Ali Jabeen- Chair Reena Malharkar-Treasurer Judith Trounson-secretary Jess Reddell Roger Burgess Rakesh Vithalani Lesley Adams Resigned-08/07/2025 Tsedey Yilala 18 The Staff Team Vicky Fox - Director Khadra Mohamed - Children's Worker (part time) Belkize Banjica - Housekeeping & sessional play support (part time) Dilly Hira Children's Worker (part time) lryna Hulam- Sessional play support Volunteers ASL teachers & Students Bell Team Danyal Parvez Mazin Salih Ana Pereira de Oliveira Sabah Negash Our Patron Victoria Coren-mitchell Not forgetting the hundreds of other individuals who took part in occasional projects- we give our sincere thanks to each and every one! 19 Doorstep Homeless Families Project 13A Broadhurst Gardens London NW6 3QX Tel: 0207 372 0413 Email:hello@doorsteplondon.com Website: www.doorsteplondon.com www.facebook.com Doorste London htt twitter.com doorste london Doorstep is a Company Limited by Guarantee in England and Wales. No 2476922. Registered Charity No 1007692. Doorstep is funded by Charitable Grants and private donations. 20 ## **DOORSTEP** A COMPANY LIMITED BY GUARANTEE **ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025** **COMPANY REGISTRATION NO: 02476922 (ENGLAND AND WALES)** ## **CHARITY REGISTRATION NO: 1007692** Accountability Europe Limited Omnibus Workspace 39-41 North Road London N7 9DP DOORSTEP COMPANY LIMITED BY GUARANTEE TRUSTEES ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2025 The trustees, who are also directors for the purposes of company law, present their report and the unaudited financial statements of the charity for the year ended 31 March 2025. REFERENCE AND ADMINISTRATIVE D￿All5 Registered charity name Doorstep Charity registration number 1007692 Company registration number 02476922 Registered office 13a Broadhurst Gardens London NW6 3QX Directors / Trustees Ali Jabeen - Chair Tsedey Yilala Jessica Reddel Reena Malharkar- Treasurer Judith Trounson {appointed on 04106/24) Rakesh Vithalani (appointed on 04106/24) Roger Burgess (appointed on 17109124) Lesley Adams (resigned on 16107/20251 Celia Carr (resigned on 1211112024) Joanne Cunningham (resigned on 19/06/20231 Bankers Unity Trust Bank 9 Brindley Place Birmingham Bl 2HB Independent examiner Accountability Europe Limited Omnibus Workspace 39-41 North Road London N7 9DP ## **DOORSTEP** ## COMPANY LIMITED BY GUARANTEE ## **TRUSTEES ANNUAL REPORT** ## **FOR THE YEAR ENDED 31 MARCH 2025** ## **STRUCTURE, GOVERNANCE AND MANAGEMENT** ## **Governing Document** The charity is constituted as a company limited by guarantee and is therefore governed by a Memorandum and Articles of Association, dated 16 February 1990, and also registered with the Charity Commissioners. ## **Appointment, induction & training of Trustees** All members are circulated with invitations to nominate trustees prior to the AGM advising them of the retiring trustees and requesting nominations for the AGM. When considering co-opting trustees, the Board has regard to the requirement for any specialist skills needed. New trustees undergo an orientation session to brief them on their legal obligations under charity and company law, the content of the Memorandum and Articles of Association, the committee and decisionmaking processes, the business plan and recent financial performance of the charity. During the induction session they meet key employees and other trustees. Trustees are encouraged to attend appropriate external training events where these will facilitate the undertaking of their role. ## **Organization** The charity is organized so that the trustees meet regularly to manage its affairs. There is one full time executive Vicky Fox, who both manages the day-to-day administration of the charity and organizes fundraising initiatives. The sessional staff are employed to run particular service sections or with specific administration or building responsibilities. ## **Risk management** The trustees have a risk management strategy which comprises:- - an annual review of the risks the charity may face; - The establishment of systems and procedures to mitigate those risks identified in the plan; and the implementation of procedures designed to minimize any potential impact on the charity should those risks materialize. ## **OBJECTIVES AND ACTIVITIES** The objectives are "the relief of poverty and distress and the advancement of education of persons resident in Camden and the surrounding area, in particular those who are homeless and living in improve the quality of life of service users. These include laundry facilities, play opportunities for children and taught courses in areas such as IT and ESOL. ## **PUBLIC BENEFIT** We have referred to the guidance contained in the Charity Commissions general guidance on public benefit when reviewing our aims and objectives and in planning our future services. In particular the board of trustees consider how our planned services will contribute to the aims and objectives they have set. 2 ## **DOORSTEP** ## COMPANY LIMITED BY GUARANTEE ## **TRUSTEES ANNUAL REPORT** ## **FOR THE YEAR ENDED 31 MARCH 2025** ## **ACHIEVEMENTS AND PERFORMANCE** - We have supported 239 different people, 69 families, 86 adults and 147 children and young people. 89% were from Global Majority backgrounds, 67% were women and girls, 53% were single parents. Additional needs among the children and young people include-Autism Spectrum, Tourette, Learning Disability and Severe Allergies. Health issues among adults include Cancer, Mental Health and Mobility. - We were invited to meet the King and Queen who helped to pack hot food which was donated to our families. This was - Our Director was invited to speak to a full council meeting on the experience and impacts for families who are living in temporary accommodation. - ent model for support services for homeless families and - are being highlighted by Centre for Homeless Impact in an evidence paper for commissioners, funders and others. - As well as holding parties and providing the children with gifts, we were able to provide every family with supermarket gift vouchers to celebrate Christmas and Eid. - We provided 40 families with a refurbished laptop. ## **FINANCIAL REVIEW** The Statement of Financial Activities shows total income for the year of £147,988 (2024: £165,226) and total expenditure of £130,114 (2024: £144,879) resulting in surplus of £17,874 (2024: surplus of £20,347). Total reserves of £183,295 are carried forward of which £179,295 are unrestricted and £4,000 are restricted. ## **RESERVES** The present level of reserves is sufficient to support the running of the charity for a minimum of six months. The reserves are needed to allow time for re-organisation in the event of a downturn of income in one or more areas of funding, and to provide for unforeseen, and hence unbudgeted, expenditure where this enables the Charity to continue to meet its objectives. ## **FUTURE PLANS** - We will be appointing and onboarding two new members of staff. A Play & Youth Lead and an Operations Coordinator. - We will be participating in consultations and contributing to Camden's Homelessness & Rough Sleeping Strategy 2025-2030. - We will be sharing our expertise for research and exploring ongoing collaborations with a number of projects e.g. Migration Research Project and Domestic Abuse programme. - We will continue to develop and deliver a range of services and activities that promote skills and new experiences and improve the quality of life for adults, young people and children. - We will continue to prioritise fundraising to support our ongoing work and the financial security of the organisation. 3 ## **DOORSTEP** COMPANY LIMITED BY GUARANTEE ## **TRUSTEES ANNUAL REPORT** ## **FOR THE YEAR ENDED 31 MARCH 2025** accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to: - select suitable accounting policies and then apply them consistently; - observe the methods and principles in the Charities SORP; - make judgments and estimates that are reasonable and prudent; - state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; - prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business. The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the reparation and dissemination of financial statements may differ from legislation in other jurisdictions. The financial statements have been prepared in accordance with the special provisions applicable to companies subject to the small companies regime. Approved by the board on **15 September 2025** and signed on its behalf by: **----- Start of picture text -----**
Ali Jabeen
(Chair)
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4 ## **DOORSTEP** ## **FOR THE YEAR ENDED 31 MARCH 2025** I report to the trustees on my examination of the accounts of the charitable company for the year ended 31 March 2025. ## **RESPONSIBILITIES AND BASIS OF REPORT** responsible for the preparation of the accounts in accordance with the requirements of the Companies Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity’s accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5) (b) of the 2011 Act. I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe: 1. accounting records were not kept in respect of the Company as required by section 386 of the 2006 Act; or 2. the accounts do not accord with those records; or 3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accou nts give a ‘true and fair view which is not a matter considered as part of an independent examination; or 4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102). I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. **Aamer Shehzad FCA** Accountability Europe Ltd Omnibus Workspace 39-41 North Road London N7 9DP Date: **15 September 2025** 5 DOORSTEP COMPANY LIMITED BY GUARANTEE STATEMENT OF FINANCIAL AcfiviTIES (INCORPORATING THE INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2025 Unrestrirted Restricted Funds Funds Total Unrestricted 2025 Funds Restricted Funds Total 2024 Note Income From Donations and grants 136,988 11,000 147,988 113,719 51,507 165,226 Total Income 136,988 11,000 147,988 113,719 51,507 165,226 Ex enditure on: Fundraising 4,924 4.924 4,736 4,736 Charitable activities 115,190 10.000 125,190 88,636 51,507 140,143 Total expenditure 120,114 10,000 130,114 93,372 51,507 144,879 Net income for the year 16,874 1,000 17,874 20,347 20,347 Net movement in funds 16,874 1,000 17,874 20,347 20,347 Funds brought forward 162,421 3.000 165,421 142,074 3,000 145,074 Total funds carried forward 179,295 183,295 162,421 3,000 165,421 All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. The attached notes form part of these financial statements. DOORSTEP COMPANY LIMITED BY GUARANTEE BALANCE SHEET AS AT 31 MARCH 2025 2025 2024 Note Fixed assets Tangible Assets 300 Current assets Cash at bank and in hand 221,426 221,426 172,217 172,217 Creditors: Amounts falling due within one year 138,131) 17,096) Net current assets 183,295 165,121 Net assets 183.295 165,421 Funds Restricted Funds 3,000 General funds 179,295 162,421 Total charity funds 183,295 165,421 For the year ended 31 March 2025 the charitable company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies. No members have required the company to obtain an audit of its accounts for the year in question in accordance with section 476 of the Companies Act 2006. The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and preparation of accounts. The financial statements have been prepared in accordance with the special provisions applicable to companies subject to the small companies regime. Approved by the trustees on 15 September 2025 and signed on its behalf by: Ali Jabeon Irhair! Company Registration No. 02476922 The attached notes form part of the financial statements. DOORSTEP COMPANY LIMITED BY GUARANTEE NOTES TO THE FINANCIAL STATEMENT FOR THE YEAR ENDED 31 MARCH 2025 l Accounting policies Basis of Accounting The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparinE their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland {FRS 1021- (Charities SORP FRS 102} and the Companies Act 2006. The charitable company meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initial ly recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note. The charitable company is exempted from preparing a cash flow statement due to exemption available to charities with income of less than £500,000. Going concern The trustees consider that there are no material uncertainties about the charitable company's ability to continue as a going concern. The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period. Fixed Assets All fixed assets are initially recorded at cost. Depreciation is calculated so as to write off the cost of an asset, less its estimated residual value, over the useful economic life of that asset as follows: Equipment: 33Yo Straight line basis Income Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably. Expenditure Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings: Costs of raisin funds: It includes the costs incurred by the charitable company in inducing third parties to make voluntary contributions to it, as well as the cost of any activities with a fundraising purpose. enditure on charitable activities It includes the costs of delivering services, exhibitions and other educational activities undertaken to further the purposes of the charity and their associated support costs. Allocation of support costs Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include back office costs. finance. personnel and governance costs which support the charity's artistic programmes and activities. These costs have been allocated to expenditure on charitable activities. DOORSTEP COMPANY LIMITED BY GUARANTEE NOTES TO THE FINANCIAL STATEMENT FOR THE YEAR ENDED 31 MARCH 2025 l Accounting policies (continued) Fund accounting Unrestricted funds are available to spend on activities that further any of the purposes of charity. Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity's work or for specific projects being undertaken by the charity. Cash at bank and in hand Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. Creditors and provisions Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due. 2 Donations and grants Total 2025 Total 2024 Unrestricted Restricted Donations: Donations 21,488 21,488 42,469 Grants: AKO Foundation Fitzdale Trust Hampstead Wells & Campden Trust The Kajatawa Foundation Crucible Foundation Street Smart BBC Children in Need Camden Giving John Lyons Evening Standard Dispossessed Fund Reel Fund London Borough of Camden John Lewis 33,000 33,000 4,000 2,500 3,000 25,000 10,000 35,000 3,000 20,000 3,000 4.000 2,500 3,000 25,000 10.000 23,507 2,000 5,000 2,000 5.000 33,250 12,(X)O 30,000 12,000 30,000 5,000 136,988 11.000 147,988 165,226 DOORSTEP COMPANY LIMITED BY GUARANTEE NOTES TO THE FINANCIAL STATEMENT FOR THE YEAR ENDED 31 MARCH 2025 Analysis of expenditure Current year Cost of Fundraising Charitable activities Support costs 2025 Total 2024 Total Staff costs Direct costs Premises costs Other office costs Accountancy fees Independent examiner's fee Depreciation 4,924 96,655 17,353 101.579 17,353 4,413 2,782 3.087 600 300 130,114 126,341 9,836 293 4,159 3,550 600 loo 144,879 4,413 2,782 3,087 600 300 11,182 4,924 114,008 Support costs allocated 11.182 {11,182) Total expenditure 2024 4.924 125,190 130,114 144,879 Of the total expenditure, £119,719 was unrestricted (2024: £93,372) and EIO,000 was restricted 12024.. £51,507) Analysis of expenditure (prior year) Cost of Fundraising Charitable activities Support costs 2024 Total Staff costs Direct costs Premises costs Other office costs Accountancy fees Independent examiner's fee Depreciation 4,736 121,605 9.836 126,341 9.836 293 293 4,159 3,550 600 4,159 3,550 600 loo 8,702 loo 144,879 4,736 131,441 Support costs allocated 8,702 {8,702) Total expenditure 2023 4,736 140,143 144,879 Net income / (expenditure) for the year This is stated after charging: 2025 2024 Depreciation Independent examiner's fee (excl VAT) 300 500 loo 500 io DOORSTEP COMPANY LIMITED BY GUARANTEE NOTES TO THE FINANCIAL STATEMENT FOR THE YEAR ENDED 31 MARCH 2025 Analysis of staff costs, trustee remuneration and expenses and cost of key management personnel Total staff costs were as follows: 2025 2024 Wages and salaries Social security Costs Pension costs 83,491 1,134 16,954 101,579 104,998 3,090 18,252 126,340 No member of staff received emoluments of more than £60,000 in this year (2024: £nil) The total employee benefits including employer NIC and pension of the key management personnel were £49,245 12024: £47,359). During the year there were no redundancy payments. The trustees of the charitable company were not paid or received any other benefits from employment with the charity in the year12024: £nil) neither were they reimbursed expenses during the year {2024: £nill. No charity trustee received payment for professional or other services supplied to the charity12024- £nil). The average number of employees during the year, was as follows: 2025 2024 Number of project staff Tangible fixed assets COST At start and at the end of the year Equipment 25,714 DEPRECIATION At start of the year Charge for the year At the end of the year 25,414 300 25,714 NET BOOK VALUE At 31 March 2025 At 31 March 2024 300 li DOORSTEP COMPANY LIMITED BY GUARANTEE NOTES TO THE FINANCIAL STATEMENT FOR THE YEAR ENDED 31 MARCH 2025 Creditors". Amounts falling due within one year 2025 2024 Deferred Income Taxation and social security Accruals Others Creditors 33,000 2,205 1,800 1,126 38,131 4.106 1,640 1,350 7.096 Movement in funds Current year Restricted: John Lewis Camden Giving Fitzdale Trust Total restricted funds At l April 2024 At 31 March 2025 Income Expenditure 5,000 2,000 4,000 11.000 5,000 2,000 3,000 10.000 3,000 3.000 4,000 4,000 Unrestricted Funds: General Funds Total unrestricted funds 162.421 162,421 136,988 136,988 120,114 120,114 179,295 179,295 Total funds 165.421 147,988 130,114 183,295 Movement in funds Prior year Restricted: BBC Children in Need Hampstead Wells & Campden Trust John Lewis Fitzdale Trust Total restricted funds At l April 2023 At 31 March 2024 Income Expenditure 23,507 20,000 5,000 3.000 51,507 23,507 20,000 5,000 3,000 51,507 3.000 3,000 3.000 3,000 Unrestricted Funds: General Funds Total unrestricted funds 142,074 142,074 113,719 113,719 93,372 93,372 162,421 162,421 Total funds 145,074 165,226 144,879 165.421 12 DOORSTEP COMPANY LIMITED BY GUARANTEE NOTES TO THE FINANCIAL STATEMENT FOR THE YEAR ENDED 31 MARCH 2025 Analysis of net assets between funds Current year Unrestricted funds Restricted funds Total 2025 Tangible fixed assets Net current assets 179,295 4,000 183,295 Total Funds 179,295 4,000 183,295 Analysis of net assets between funds Prior year Unrestricted funds Restricted funds Total 2024 Tangible fixed assets Net current assets 300 162,121 300 165,121 3,000 Total Funds 162.421 3,000 165,421 10 Company limited by guarantee The company is limited by guarantee of £1 per member without share capital. 11 Taxation The charitable company is exempt from corporation tax as all its income is charitable and is applied for charitable purposes. 12 Related party transartions There are no related party transactions to disclose for 2025 {2024= none). There are no donations from related parties which are outside the normal course of business and no restricted donations from related parties. There is no balance due to/from related parties at the end of the year. 13