Charity registration number 1011895 (England and Wales) Charity registration number SC038601 (Scotland) Company registration number 2717020 THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 THE PROFOUNDAND MULTIPLE IMPAIRMENT SERVICE LEGAL AND ADMINISTRATIVE INFORMATION Governors Pat Graham Jennifer Whinnett David Skinn Jenna Graham Jillian Cameron Susie Gibbs (Appointed 8 August 20241 (Appointed 8 August 2024) (Appointed 29 Augusl 2024) (Appointed 8 August 2024> Secretary Fiona Harper Senior management Jenny Millar Chief executive officer Charlty number {England and Wales) 1011895 Charlty number {Scotland) SC038601 Company numbar 2717020 Principal address 7 Luna Place Gateway East Technology Park Dundee DD2 1TP Reglstered offlce 31 The Oaks Heathfield England TN218YA Auditor BK Plus Audit Limited 144 N8thergat8 Dundee DD14EB Bankers The Royal Bank of Scotland Perth Chief Office 12 Dunkeld Road Perth PH15RB THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE CONTENTS Page Chainnan's statem8nt Governors, report 3- 13 Slalemenl of Govemors, ￿SponSibl11t1eS 14 Independent audilorfs report 15-18 Statement of financial activities 19-20 Balance sheet 21 Slatement of cash flows 22 Not8s lo the flnanclal statements 23-37 THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE CHAIRMAN'S STATEMENT FOR THE YEAR ENDED 31 MARCH 2025 This will bé my last report as the Chair of the PAMIS Board of Govemors. l am quite startled to find thal I have been the Chair of the Board for more than 7 years from June 2018. 1 am sad lo be stepping down as the Chair but fully intend to continue my dose involvement wth PAMIS as a family carer. I'm very pleased to be handing over the mantle into the very capable hands of Jenny Whinnelt who is also a family carer and a supporter of PAMIS for many years and who is also a staunch advocate and innovator for all matters relating to PMLD. I thought that it would be interesting to read through the accA)unts of PAMIS for 2018 to compare whal PAMIS was up to al the time I took over as Chair. Interestingly, there were only 2 Govemors on the 2018 Board who ar8 Still on the Board now and they are Jenny Whinnett and myself. However. we are very fortunate that our current group of Baard members are enthusiastic, active and very keen to help PAMIS achieve ils goals and objectivas. In 2018 It had bean PAMIS'S 25th anniversary and also the year in which we developed our 10 year slra18gy in which we were looking to a future that would ensure that communities would develop and be equipped lo support some of the most marglnalised people wlthin our society, namely people wlth PMLD and their family carers, lo lead healthy and Included lives doing things they value and choose. We planned to focus on 4 key areas, namely wellbeing, living, working and learning by. Supporting people with PMLO, Ih8ir Family Carers and Communiti8S'. Educatlon and Development.. Influ8ncing Policy and Practice.. Research and evaluation.. Developing and supporting innovative practice: Sustainability of PAMIS-. Valuing staff and volunteers.. All of these activities would ensure th8 PAMIS commitment that: People with PMLD ar8 valued both as individuals and contribullon they make to the community People with PMLD should receiv6 all the support needed lo realis8 their full potential People with PMLD have a right lo a full life shaped by person81 choice, abilities and needs and that this underlies all provision and policy affecting their livas The knowledge and experi8nGe of family carers is recognised. and that their views are fully taken into account in service development. In 2025, the question is therefore are we on track lo achieve that commitment by 2028? These core aims are still embodied in our 2025 accounts and Jenny Miller, our CEO, has clearly idenlified that We are well on the way to achieving what we set out to in 2018. When rereading Jenny's report in 2018, 1 was astounded by how many activities, projects and services PAMIS was already providing for such a small charity. There is no doLtbt that we punch well above our weight in every aspect of our work so would it be possible to sustain that level of commitment in the face of much adversity over the last seven years? We have had to overcome many challenges including financial and funding uncertainty, Ihe dreadful impact on COVID and its aftermath on our families, our organisation and our staff, and the current financial Glimate of reducing local authorily funding and services for our families and also Ihe withdrawal of local funding for 8 number of PAMIS local family support seNices. THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE CHAIRMAN'S STATEMENT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 However, when you read Jenny Miller's statement for 2025, you see that nol only have we managed lo sustain the lavel of achievement in 2018, but we have continued to build, develop and progress. 11 begs the question, how did we manage to suNive when so many other charities have failed. despite their best efforts? In my view there are many reasons for this., Outstanding leadershlp from Jenny Miller who is the most lenaGlous and perslslenl person I have ever encoLtntered. Her networking skills are legendary bul so are her listening skills. On so many occasions she has taken ideas from staff and familles and mada them happen by sheer force of personality. She is sought 8ft8r by many organisations lo share her views so arti¢ulalely on all matters relating to PMLO and as such has firmly put PAMIS on the map both in the community and in Govemment. PAMIS staff are extraordinary. Ther8 is very little lurnover of staff because they are so hard working and dedicated and for them working for PAMIS is a vocation and not just a lob. They are respected and valued by all of the familles they work with because they make such a fundamental differ8nce to our families, quality of Ilfe. It seemed inconceivable that they could work any harder and then we were hit by COVID, and our staff hit tho ground running lo support families in any way that they could. Our families were essentially abandon8d by all the org2nisalions that they depended on for support and for many the only help that they dld recelve was from PAMIS staff. Durlng the last dacade we have had slgnificant funding issues ranging from the uncertainly of receiving funding from funders both big and small, the economic climate and the COVID pandemic. We managed to weather th8se financial difficulties because of the astute financial managemenl of Fiona Harper. our finance director. She kept a steady hand on the tiller while at the same lime devising imaginative ways lo increase our income. Innovation and imagination havé always been bywords in PAMIS. We have always devised new Ideas, some of which may have seemed weird and wonderful al the time but have since gone on to be just the way things are done now. Some Ideas are still a work in progress or the subject of research but in due course these will also become the way that things are done. Here are only some example of work that PAMIS has innovated over the yeaFS.' changing place toilets, the Pamiloo. postural care Irainlng, acute hospital pathw8ys. lifelong learning, digital passports, moving and handling, training on a ranga of PMLD topics, multi-sensory stories, leisure activlties and hopefully in the fulness of limé. PMLD Hubs for health and social care. So, l am optimistic about the future of PAMIS. because those qualities that have enabled us to not only survive but to thrive in the last 33 years will serve us well in a future when our services will be needed even more that ever. As an organisalion we have tackled diffiGuIt issues and we have broughl about ground breaking developments in the rield of PMLD, locally nationally and intemationally. We have evolved, developed, changed and adapted but h8ve always held true to our fundamental principles and values, I have b88n so proud lo have been the Chair of PAMIS. I hope that I have contributed in some small way to PAMIS'S success, but I will always be gratelul for the support Ihal PAMIS has provided to my family over the course of the last 33 years, and I will be delighted lo carry on that 8ss0ciation in the future as a family carer. PY(£ Pat Graham Chalr of Board of Govenors Data.. 10 November 2025 THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE GOVERNORS. REPORT (INCLUDING DIRECTORS, REPORT) FOR THE YEAR ENDED 31 MARCH 2025 The Board of Govemors of PAMIS (profound and multiple impaim)enl service) are pleased to present their annual report and financial statements for the year ended 31 March 2025. The financial slatemenls have been prepared in accordance with the accounling policies sel out in note 1 to the financial ststements and comply with the charity's Memorandum and Articles of Association, the Companies Acl 2006, the Charities and Trustee Investment (Scolland) Act 2005. the Charities Accounts (Scotlandl Regulations 2006 (as amended) the Charities Act 2011 and "Accounting and Reporting by Charities.. Statement of Recommended Practice applicable lo charities preparing their accounts in accordance with tha Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)" Objecllves and activitles PAMIS - Promollng a more Inclusive soclety - is the only organisation that works solely for people with profound learnlng and multiple disabilities (PMLD) and their family carers to ensur8 they have access to healthy, valued and Includ8d lives. Profound means deep. it means wise, it means expert. People with PMLD and Ihelr family carers are some of the best educators that we have, leaching us how lo care, how to act with compassion, how to communicate, how lo work as a team to include Èveryone. Only when we bring together the expertise and knowledgo of a whole team including the person with PMLD, and their family carers do wa begin to understand the needs of this marginalised group of people and develop ways to ensure they realise their dreams and potential. PAMIS continues to work within ils 10-year strategy {2018-2028) that takas cognisance of this 8xpertise and recognise that change takes consistency in message ov8r time. Our strategy and ongoing work support Scottish policy and ensures a human rights approach underpins all that we do. It also ensures that the principles on which PAMIS was founded and continues lo operat8 under are met. These are.. People with PMLD are valued both as individuals and for the contribution they make lo Ihe community. People with PMLD should receive all the support needed to realise Ihair full potential. People with PfvILD have a right lo a lull life shaped by personal choice, abililies and needs and that thls underlies all provision and policy affecting their lives. The knowledge and experience of family carers is recognised, and Ihelr views are fully iak8n into account in se￿iCe d8velopmenl. Our 10-year strategy focuses on seven key obj'ectives: Supporting Family Carers, people with PMLD and Communities.. Family carers will be supported to care for their relative Wlth pmld especially during limes of stress such as transition into new services aGros5 the life span. PAM IS will seek to support people with pmld and Iheir family carers across Scotland lo lead healthy, valued and inclusive lives and ensure that this support includes diverse populations from for e.g., ethnic minority groups and gypsy Iravellers. PAMIS will work with local communities to enable them lo value, respect and include people with PMLD and their family carers. Education and Development: PAMIS will support communities lo be inclusive through the development and provision of educational resources. Those who provide care wll have the skills, knowledge and understanding lo anable them to support people with PMLD lo lead healthy, valued and include(S lives. Family carers will coproduce and deliver education lo ihose developing and providing services and community spaces. THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE GOVERNORS, REPORT (INCLUDING DIRECTORS, REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Influencing Policy and Practice- Family carers will be valued for their expert contributions and empowered to coproduce policy, services and care, for people with PMLD. This will drive policy and practice to enable a culture of inclusion of all and ensure that people with PMLD and their family carers lead healthy, valued and inclusive lives. Research and evaluatlon: Research and evaluation will drive Ihe best practice and service design to ensure peaple with PMLD lead healthy, valued and included lives. PAMIS will become established as a key research partner nationally and internationally in the area of people wlth PMLD and their family Garers dellvering research and evaluation that makes an impact on practice and on the lives of people with PMLD. Developlng and supporting innovatlve practlce: There will be 8 Strong focus on developing practice that considers the aspirations of people with PMLD and an increased emphasis on their lifalong learning. Practice wlll be developed that supports the voice of th8 person with PMLD and ensures they are involv8d in meaningful actlvity wilhin th8ir communities. Governance and sustalnablllty of PAMIS.. PAMIS will ensure best practic8 is embedded in the governance and development of the organisalion. We are committed. to supportlng a diverse Board of Governors, ensuring our organisalion is underpinned wllh appropriate legislative gov8rnance but also seeped in human rights and equalities values. We will continue to dev81op stratagies lo support our ongoing viability and consider the opportunities that wlll SUPFrf)rt Income generation within the organisalion, Valuing staff and volunteers., PAMIS will support and develop their workforce and those who volunteer for us. We will ensure that best practic8 in slaff welfare and management is followed including healthy working lives and supporting carers awards. THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE GOVERNORS. REPORT (INCLUDING DIRECTORS. REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 PAMIS progressed with their focus on 3 key priorities in order to support Iheir 10-year strategy. These are.. Priority 1 Health Inequalities - PAMIS wll work with partners and families to address the caus8s of preventable & avoidable mortality of children. young people and adults with PMLD. Priority 2 - Valuad and Induded - Communities will be supported lo develop valued and inclusive environments and activities that enable everyone lo lake part. Priority 3 - Family Carer Support - Family carers across Scotland will be provided with specialist support that enables them lo live healthy and inclusive lives and SUPFK)rts them in their caring role. We have had another busy year with a wide range of activity within each of these priorities and an incre8sin9 demand on our family support including intensive, critical support for families facing a range of issues. The lack of a social care workforce, social workers, limited day opportunities and respite seNices combined with limited appropriate housing, famlly carer exhaustion and dedine in mental wellbeing has added lo this need. We continued lo report, collaborate on solutions and contribute to national and local policy development, working and advisory groups, to address this complex arena. We provided a lengthy response lo the Learning Disability, Autism and Neurodivergence (LDANI 8111, reflecting on decades of engagement with people with PMLD and their families lo ensure that our response look cognisance of their wisdom and insights. We are now part of a third sector group looking at how we can conllnue to build on practice lo make positive change even without legislation. We remain core participants in the Scottish COVID Inquiry and as an organisalion alongside the famili8s we support have provided and continue lo provide written and verbal evid8nc8 to several portfolio areas. We are hopeful that this will not only make a difference lo any future pandemic but will also support the visibility of this forgotten and ignored community. We have also been approach8d to provide information to the UK Inquiry. All of these insights and engagement support our strategic directlon and ensure our priorities and servlces remain current and focuss8d. In terms of priorlty 1 we have been engaged in a number of Scottish and UK r8search projects that ensure the health inequalities are addressed and thal evldence-based inteNentions are implemanted. Examples include.. th8 cancer research that has been led by the Scottish Learning Disability Observatory {SLDO),' we also provided an interview for B8C Scotland regarding the mortality rales of people with a learnlng disability., collaborators on the NIHR {Nalional Instiluto for Health and Care Research) funded project 'Getting better Community engagomenl and partlcipation of 8dults with learning disabllilies,. Realist review, evaluation and co-production (CONNECTI,. BeatlT a UK research project supporting pèople with PMLD who have mental health issues through behavioural activation., INTERACT - intensive interacllon UK study for children and yOLtng people with PMLD. We also contributed lo Burdett Nursing research session on developing education with Napier University on what Learning disability nurses need lo know about resplratory funGtion. We have been working wth the Digital Health Inslitute. Fraser of Allander and the Scottish Commission for people with a leaming disability (SCLDI taking forward the recommendations from the SCLD research In supporting the key recommendation that 'The Scottish Government should support a co-produced learning disability pathfinder project utilising personal data stores to empower people lo interact with health and soclal care serwces. The PAMIS digital passporl as a loal to support thls ambition ￿1[ be induded. THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE GOVERNORS. REPORT (INCLUDING DIRECTORS. REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Dlgital passport training continues and with an increased interest driven by s desire from services to eviden￿ their commitment to hearing the voices of those who use the service and Ihe PAMIS passport enables this. We have provided training and advice to over 100 practitioners and sludents and to the families PAMIS supports. We have emphasised the need for the passport to be a basis for transitions into adult services or any new sérvica. It is also being considered within the annual health check to support communication and understanding with less familiar staff. Our commitment lo preparlng the next generalion of health and social care practitioners lo confidenlly engage with this margin81ised and invisible group of people and their families enabled over 20 students to have practice placements from a range of disciplines. In this current climate of care and staffing issues. this will remain a priority for us. We believe we are making an impact on the altitudes and knowledge and were delighted with a range of really positive feedback from our students .1 have never met such commitment to constantly seeking bigger and better goals and ensuring that families voices are heard it has wholeheartedly inspired me lo be a strong advocate as a clinician and to go into every new situation with an open mind and ready to learn.. Thank you for shadng your wealth of knowledge, passion and hopa for a more inclusive future I hope to remain passionate, curious, openminded and to challenge socielal "nomis" with grace and humility as l enter the OT field" We have also presenled at conferences for learning disability nurs8s and the learning disability sector of the Royal Colleg8 of Psychialrisls. We ar8 SUPPOrting the Children and Adolescent Mental Health Service (CAMHS) Scottish conference in May 2025 and are part of the programme planning team. This will be a great opportunity to showcase our work on inclusive communities, bereavement and loss and the importance of families to support the knowledga and understanding of practitioners. PAMIS dellvered slx national laarnlng and development courses. indudlng two B8r8av8ment and Loss courses, one SOMA course, two Postural Care courses, and one Intensive Interaction course. A total of 68 individuals r8c8ived training, comprising 60 professionals and 8 family carers. We also secured funding for 8 3-year moving, handling and posilioning project which will involve family carers and moving and handling experts co-designing and then co- dellver(ng a 1-day course for family carers. Currently the project has been raising awareness of Ihe importancé of this education. gathering views from family carers and has mel with the expert advisory group. We continue to chair the Scottish postural Gare forum, connecting with over 70 praclilioners with an interesl in postural care and capturing any naw and relevant information for families. Wa also chair and supporl 4 workstreams of Your Posture Matters, Influenclng practice in postural ¢ar8. We hosted with the Alliance a roundtable "Changing the narrative- Plan for Life - What if we talked about children and young p80ple with a profound learning and multiple disabililles (PMLD) Ilving a full life ralher than a narrallve based on an expeclalion to die?.. From this a working group with key stakeholders will address the lack of plannSng that comes from low expectation and leads lo ill-prepared health and social care seNices and resources to support this growing population of young people with PMLD entering adulthood. The need for our suggested PMLD hub bringing together experts across discipllnes in health, education and social care also feeds into this discussion and a session was held with SLDO lo consider how lo sel this in mollon. We are progressing the conGept, by 8xploring Epilepsy in terms of bringing all specialists together lo consider the wider impact of this condition on people with PMLD. Family carers were engaged lo discuss their experience of epilepsy diagnosis, treatment and ongoing management. These findings will then inform the development of a roundlable with expert contributions including those from family carers. The range of spécialists involved in Ihis condition is vast and therefo￿ highlights the PMLD hub concept of everyone working and collaborating for an improved outcome. This work was instigated by Chair of Board Pal Graham who has also been leading on a 7 year campaign regarding Acule Hospital Pathways for people wth PMLD. There has been some movement into a positive implementation of social care staff being enabled lo support the person with PMLD wilhln an acute setting. If this Fife protocol is effecliva, wa will encourage sharing across Scolland. THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE GOVERNORS, REPORT (INCLUDING DIRECTORS, REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 We have made strong roads inlo our ambitions for Outcome 2 not least because of the work that Maureen Phillip as Practice Development and Inclusive Culture Director has the done over the last 10 plus years. She and her team have developed evidence based, sensitive and indusive methods to establish and grow communities that are able lo confidently and compassionately indude people with PMLD and their families. We have utilised PDSA (Plan Do Study Act) improvement methodology lo grow interventions that can be rolled out across Scotland, and we h8ve been very fortunate lo have been given funds by various fundérs lo cary this work out. We are particularly grateful lo Shared Care Scotland who have recognised this vision and enabled the work to grow and also éncouraged us lo share both nationally and internationally. Through all the work undertaken In this area we have made significant progress in connecting people with Ihelr local communilies through stories. We have shown how people with PMLD can have gccess to lifelong learning opportunities through story as well as provide the community with Ihe support and understandlng about how lo adapt what they do lo accommodate them. Thls anables pèople wlth PMLD to have access lo the same opportunilles in life that everyone elsa has and for families lo have a day out and enjoy the experienco together. Supporting communities lo provide accessible and incluslve events that are purposeful, meanlngful but also lots of fun, supports people with PMLD and their familles lo find a place where they feal Ihey actU811y belong. There are several examples of Ihls and below is the story of our lourney with the Japanese Gardens, Cowden. Clackmannanshire. "The Japanese garden is a wonderful place to18am about the trees, planls and stories of the garden, 11 also offers opportunitios to learn about another culture. PAMIS developed four stories for the garden and these are being developed into digital resourcos for everyone lo use. These multi-sensory stories explore the development of the garden and some of the associated folklore. The garden is a wonderful place lo pass the lime quietly for relaxation or through the stories to engage more closely wlth and learn about the garden. The Japanese Garden is a charlty and they ar8 building a leaming centre on sile and in the future a visitor Gentre. 11 does not currently have a changing places lollel but PAMIS wlll be advising Ihem during the plannlng of the visilor centre as it is a v@nu8 that lends Itself to a wlde range of learning opportunitl8s. Future plans are lo apply for a grant Ihat Ilnks the garden and the digital r8sources with a garden In Japan further expanding knowledgé and experiences for people wlth PMLO and their families. This Is another community venue that opens up lifelong learning opportunitles for people with PMLD of all ages as well as providlng opportunilies for families to spend lime together lea￿ing aboul and enjoying Ihe garden. A great day was had in the sunshine exploring the beautiful gardens, shadng the stories and making new friends. The Pamlloo was on hand lo support Ihe event and also to educate others in the n88d for fully accessible lollets for all. This example is the essence of what PAMIS does supporting Communities and venues to include all and to provide activities of meaning but also that are fun. build friendships and develop a sense of belonging for all, The approach once embedded supports communities lo go it alone and we were delighted that the National Gallerles of Scotland after initial support from PAMIS are now running a a range of activities inclLJding a summer club for children and young people with PMLO. Maureen Phillip supported Do Ho Suh exhibition Traclng fime, whlch explored the theme of home, by creating a multi-sensory story to be delivered at the gallery. This then enabled and facilitated families lo engage with the exhibition. The slories offer a way into exploring the exhibition as well as enabling and supporting them to be aware of what the gallery offers them in temis of further purposeful and meaningful activilles. We were delighted to learn at the beginning of Ihe year that the Northwood Trust are fijnding 8 3 year project lo develop and expand our exisling mullisensory story and narralive approaches and Greate a physical and virtual space that can be accessed by people with PMLD, their families and anyone SLJPPOrting them. The creation of a hub th2t pulls together all the strands of work that PAMIS currently undertakes, will provide opportunities for qualily lifelong learning experiences in whichever medium of storytelling that is chosen. This 3-year funding will support thé development of a self-sustaining model. Our role in the changing places toilet agenda within Scotland has intensified with an almost treble increase in enquiries and a closer collaboraknon with our ccFchairs MDUK. We have supported the Scottish Government with resource development for the future Scottish Changing Places toilet fund and are currently updating the guide to support appropriate design and development of this life changing resource. Links with organisalions, venues and services has increased this year and it was another very busy year for the Inobile changing places toilet - the Pamiloo. The interest in the facility was heightened by a BBC Scotland in depth interview with the team and a drive with the Pamiloo. We have also supported media inletviews across the country and are preparing for the 20th anniversary of the UK Changing Pla￿S Toilet Consortium. A tiny team but with a huge reach and our annual report is available on request. One of the highlights from the Indusive Communilies Director, Fiona Souter, that emphasises the progress is below: THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE GOVERNORS. REPORT {INCLUDING DIRECTORS. REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 '1 met with and developed links with Environment team within Edinburgh Cty Council as part of a Iransfomiation project they are involved with.. We are embarking on an exciting initiative aimed at signlficantly enhantsing accessibility and inclusivity of our city's green spaces. with a particular focus on the development of public accessible toilets with Changing Places in three Edinburgh's parks- Inverleith. Leith Links and The Meadows. Our aim is to create public toilets that are truly accessible to everyone." I have joined their working group that meet regularly and share their views with senior management and key officers lo discuss and enhance public toilets accessibility In parks and green spa￿S across Edinburgh. This is a great opportunity lo ensure the voicès of people with PMLD are included and to influence the development and design process. ensuring that the final outcomes meet the needs of people with PMLD and their families" It has been an increasingly intense and emotionally charged arena for the Family Support Servic8s but their input and support enables us lo achieve our objectjV8 3. We recognise that developing new models of family support is now becoming more of a priority with the funding crisis within local authoritl8s and Health and Social Care Partnerships {HSCPs) and this year we lost funding in 2 areas and are still in conversation with a third. Altemative fundlng from Scoltlsh Government mental wellbeing grants have been accessed but these do not give the full family support service. The Clackm2nnanshire model of a wider team involvement has been eff6clive in building capacity in an area new lo PAMIS and we are supporting other areas to work differently to continue input but with less resource. Our healthy reserves have been essential in ensuring that families are not left without support and that highly skilled staff are retained. We are building on the success of the role of the inclusive leisure and culture staff in Fife in other areas and recognise th8t delivering f8mily support through accessible leisur8 and cultural events is proving beneficial in all areas. The routes into empatheti¢ employment funded by the Northwood trust has been delayed in ils completion due to slafting health issues. However the profile of this project was very visible within Scotlish Government and with other car8r organisations and is currently very relevant in tackling the equalities and poverty agendas. We have developed resources for our toolkit lo support family carers back into employment and our developing another resource for employers. To date we have employed 3 family carers within PAMIS as a result of this project and supported a further 4 to consider their joumey. In amidst the desperate situations that families find themselves in access to supporl and resources for the w811b8ing of both family carers and people with PMLD has been a light in a very dark tunnel. LaGk of resplte, se¢vices, fundSng. no social workers. disputes about care packages and some hoffific pracliGa in terms of Ghallonging guardianship means that a chance to meet together and have fun and support is very welcomed. Thls year Ihe team has provided a whole host of exciting, creative, innovative activities Ihal are being enjoy8d by Iha whole famlly Cold Water Therapy, Art, Music, Cr8alive Writing. Dance movement therapy, pony axe s, water sports, yoga, wrealh making, lo name a few. Our counselling seNice via the Manda Centre was also well utilised by over 30 familiesl carers. There have been new lifelong learning opportunities supporting people with PMLD to lake part in purposeful and méaningful activities within their communities. Lesley McLaren, family support seNice director in Lanarkshire won the VASLAN Third Sector Environmental and OutdoorAclivityAward at a ceremony in November. We have seen an increase in referrals , not all of whl¢h are appropriate, as families desp8rately try to find any support thay can in a diminSshing care arena. We are noticing an increase in younger families which enables us lo provide earlier support especially In terms of improving health outcomes with our postural care work for example. The Little Rays and Sunshine Clubs have had national education interest, and we ar8 keen to 8xplore how we stjpport other PAMIS areas to build on this. Th6 Glasgow Cty transition proj8Ct was once agaln fur)ded by th8 Lollery for whlch we are eternally grateful and has now slarted an inclusive lelsure club as part of the support for young people in transition. Thls has been well received by the young people and the families. It provides Ideas about future activity and support as wéll as maintaining friendships and dèveloping new contacts. THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE GOVERNORS. REPORT (INCLUDING DIRECTORS, REPORT) {CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 We regularly attend national related groups. workshops and meetings to ensure the voice of our group are heard. This equates to over 40 different groups and forums. PAMIS persistently ensures that the issues faced by children, young people and adults with PMLD and their families are heard al every level of communities and within society as a whole. Attendance al a wide range pf local and national meetings, events and committees ensures that the most marginalised and invisible within our communilies are heard and considered. The benefits of being seen and heard is gradually increasing awareness and we are now frequently asked to attend events, provide evidence at parliamentary committees, meet with MSPS, speak at conferences and share inform21ion about the needs of this group of people and their famllles. Being part of groups, nelworks and meetings has also enabled stronger partnerships wlth other national third sector organisations ansuring collaboration rather than Cofnpetilion and having 8 unified voice on key messaging about inequalities and human rights violations. We have also shared resourcés. knowlodge 2nd expertise both locally, natlonally and indeed internationally. Our on the ground knowledge enables us to share some of the harrowing issues currently facing people with PMLD and their families. This in turn supports national organisalions lo understand the context for an Increase In complaints. support being r8quesled and in turn promotes the development of resources and education. We contributed to consullalions including Equality and Human Rights Mainstreaming.. provided evidence for the LDAN Bill and also for thé Physical Disability Commissioner at the Equalities, Human Rights and Civil Justice Committees. We also joined a group with third sector organisations looklng at supported decislon making discussing the requirements for people with PMLD in order for this to b8 meaningful, safe and effective. Our Iralnlng for family carers lo enhance and support ¢helr caring role coniinues as mentioned earlier, but in additlon locally family support se￿ICeS have run workshops includlng guardianship, welfare benefits, transllions and digltal passports. Some have been in person but others onllne and recorded so we are able lo reach a far wider audi8n¢e nationally. This summary covers some of the work we undertake to meel the needs of the community we so passionately serve and to 8tlempl to achieve our focussed objectives. In addition we govern, manage, develop and support the organisation and our wonderful highly skilled, dedicated and compassionate staff and volunteers. We are privileged lo have a small team of staff, PAMIS Board mefflbers and dedicated volunteers who work alongside creative, solution focussed families and of course people with PMLD, who even in Ihe midst of very difficult situations offér support and insights. We continue lo listen wilh all of our senses and work with this collective wisdom lo answer some of the most challenging questions and ¢ir¢umstances ever experienced. We believe that Ihis coming year should be the year of wllaboralion across all s8Ctors lo address these and look fO￿ard lo future partnerships going fomard. FINANCIAL REVIEW The Gharity generated a surplus for the year of £29,492 (2024 - £80,799) and this has been taken lo reseNos. Income levels are consislenl with 12St year, decreasing slightly to £903,131 (2024; £940,211). Total expenditure increased lo £873,639 compared lo £859,412 in the previous year. Unrestricted funds at 31 st March 2025 amounted to £555.846. This level of general reserves allows charitable expendilure lo be made no￿lth$tandIng the irregular pattem of receipt of grants and donations. Of these funds, the Governors have designated £48,500 towards known projects to be undertaken in the coming year. Restricted funds were £381.674 at 31 st March 2025, and a detailed summary of these can be seen in note 24 to the accounts. 11 is th8 policy of the charity that unrestricted funds which have not been designaled for a specific use should be maintained at a level equivalent to between Ihree and six monlh's expendilure. The Govemors consider that r8S8rves at this level will ensure that. in the event of a significant drop in funding, they will be abla to Gontinue the charity's current activities while consideralion is given lo ways in which additional funds may be raised. This year has seen an increase in the level of unrestricted funds held by the charity . The Governors have reviewed the accounts and also the budgets for this coming year and consider that the going concern basis for accounls preparation is applicable. The CharIt￿S general reserves are healthy and this is required to ensure continuity of services and activities should there be any material drop in income. Scottish and local government constraints and continued inflation will all have an impacl upon charity funds going forward. As always Ihe Governors will continue lo monitor actual results over the coming months lo ensure budgets are kept, and lo address any problems quickly as they arise. THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE GOVERNORS, REPORT (INCLUDING DIRECTORS. REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Risk Register The CEO and Finance, Business and Developmenl DireGtor di￿usS risks and mitigation on an ongoing basis, and the organisalion has a policy of ansuring that all slaff, volunteers and families are involved in risk management all be it different types. Risks within the register fall into four main categories= GovemanGe, Operational, External and Financial. The key risks and controls are reviewed by the Finance Committee and by the senior management team on an ongoing basis and reported lo the Board on a quarterly basis. Actions are identified to respond lo risks lo ensure that all rnaior risks havé been identified and systems or procedures put in place in respect of these. The CEO and Senior M8nagemenl Team review all of the risks, both emerging and retiring, belween each 8oard Meeting. In addition, the CEO meets regularly with the Chair of Board for supporl and supeNision part of which is about minimising and mitigating for any financial. reputational and governance risk. Our policies and procedures that protect our organisalion are also reviewed and developed on a regular basis and the employment of an HR consultant provides further assurance in this area. We also benchmark our policies with other organisations and share best practl¢e between us. The Board are satisfiad that appropriate controls are in place in relation to the risks identified in th8 risk register. The current five key risks remain similar lo previous years and are highlighted below along with the mitigation action required. We hav8 a table of risks bul work with the lop S as a means of ensuring we are constantly working lo minimise impact. We have found the narrdliva approach to the why and how is beneficial to understanding and owning the risks Top Flve Rlsks and Mltigatlng Actlons as we leave thls reportlng perlod: l.Flnanclal vlablllty: As for previous years this remains a high risk and although our ScDttish Government grants have been more effectively distributed Ihis year locally there have been ongoing issues with local authority cuts and shortage of funds. This has yel again confirmed our need lo have robust and more extensive reseNes as we navigate alternative support for the families in these areas Ihal still require our services. We now have a team of staff who are skilled at application writing, and this has proved an effective mitigation and benefici81 investment of their lime. However, demand for grants and funding pots remains compelitive and we are having to increasingly rely on multi sourced funding in order to sustain core services like the family support seNice. As from the 1st April 2025 we will be the solo chair and administrator. of the UK Changing Places Toilat Consortium and with this an increased financial commitment that we have spent the year looking for solutions and contributions. Mitlgation: Wé will continue to maintain where possible larger reseryes to support services where funds are b8ing cul while we seek alternative funding. We will continue to source broader funding pipelines and seek partnarship funding opportunitles. These will indude exploring opportunities to work with changing places toilet suppliers as posslbl8 fund contributors. We will continue to seek match funding, ensure the families and people with PMLD as benefiGiarles are seen clearly ￿thin the funding applications. and retain a high profile on social media and within the media ragarding our work and the community we support. We continue to maintain a high profile nationally and across Scottish Government Directorates, att8nding a range of meetings, cross party groups. completing consultations, working directly with government officials and sitting on national and local advisory panels etc. We ensure that our input into current national plans and groups highlight our unique contributions specifiGally focussed on children, young people and adults with PMLD and Iheir family carers. Our reporting is through Inspiring Scotland lo the learning disability team at the Scottish Government and highlights our contributions and the issues our community are facing. We keep funders updat8d with reports and also meeting with them. Locally we develop relationships across sectors and provide reports to our funders. We engage with local politicians and counclllors across Scotland and including areas where we have no family support setvice. We also engage with Scottish Government Ministers as and when required. We ale on the national tender and procurement alert for possible future service provision. 10 THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE GOVERNORS, REPORT (INCLUDING DIRECTORS, REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 2. Complalnts and Grievances: This remains a key risk given the emotionally charged 6nvironmenl that families are finding themselves in with public sector serviGes. We are currenlly supporting families who are making official complaints, and this does impact on the workload of a small team as well as putting us in conflict wth local authorities that fund us. We also consider the réputational risk of a respected and valued organisalion. However, the risk of not standing beside families is far greater and we are proud to be seen as a reliable and rèsponsible support for those who have no voice. We are fréquently in the media and aware of the responsibility and risks that are associated with this espe¢ially when our media comments on inequalities may challenge larger public bodies. All of this contributes to the risk of an organisalion or individual becoming defensive and making a complaint about our service or staff. Mitigatlon: We have up to dale policies on policies on complaints and grievance supported by our HR consultant from whom we would also seek support and advi￿. We operate significant event analysis following any adverse or significantly positive avénls, so we are learning from experience. We provide regular support and supervision to staff lo raise concems including those about relationships with others and how lo manage conflict. Our safeguarding policy is fil for purpose and reflects all current guidance. All media response are vetted by the senior team and where appropriate the Board. We have a policy for social media and utiliz8 team meetings to discuss any contentious areas. We have a group of family carers who have been on media training. We have a dlver5e Board of Governors, so we have access lo skills in people and conflict management. 3. Retalning a hlghly skilled workforce and successlon planning: There has been very little change in our view of this risk although ¢urrenUy our mitigation appears to be effective. We have a highly specialised workforce who have a range of specific and unique skills lo engage and work wllh people with PMLD and their families. Some of this group have the prospect of retirement Including the CEO and the Incluslve Culture and Pracll¢e Development Director. Mitigation: We are developing a transition plan for retlrement which supports skill development of various team members and involvement of all in the planning for a new CEO. We continue lo invest in sludenl plaGernenls and opportunities for others lo work and learn from us. We continue to remew our terms and conditions to ensure we are offering competitive employmenl packages. All staff have support and supervision which includes idenllfying development opportunities and areas of upskilling to fill gaps for our succession planning as well as ensuring that they are supported in their role and personally with any issues particularly those with additional caring responsibilities. Counselling is sllll available, and we have a wellbeing app that also enables access to a 24-hour trauma helpline for staff. We continue to monilor our service against Fair Scotland standards. 4. Demand versus capaclty: This is also a retained high rlsk with demand continuing lo increase and the situation with the health and soclal care workforce remaining. The complexlty of input is perhaps slightly different. and we are now required lo support more letters of concern andlor complaint to senior managers and MSPS than in previous years. The increasing interest in incluslon continues lo create demand on teams as does the number of pollcies that requlre a stance from our communlty. The Scollish Government programme fund for changlng places toilets has seen an Sncrease In our workload and this will rise as the fund comes oul. We have had challenges with staff sickness of a couple of key staff and demanding caring roles which has challenged a small workforce team. Mitlgation: We report lo both local and national govemment the issues we are encountering with famlly Garer démand for services. We are vocalising the need for longer term funding and contlnue lo develop alternative models of family support including drawSng on the wider toam. We are providing and buying in consultancy. We are reviewing current roles and séeking additional hours for staff or developing new roles lo support bottlenacks. Our student workforca on practice placement are provided with specific projects that support our workload bul provlde them with excellent experiences. Our empathetic roules inlo employment that looks lo support family carers into employment and employers to provide best practice is also a resource for us to reflect on and lo support our practi￿. 11 THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE GOVERNORS. REPORT (INCLUDING DIRECTORS, REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 5. Slgnificant IT failure andlor security breach There have been inGreasing risks of information security threats including malware. phishing, ransomware. We also recognise the increase in social èngineering and the vulnerability our staff l82m and families face in a hectic and demanding environment. We are aware of the serious risk to our day-lo-day operational delivery, which is dependent on IT function, with the potential loss of important work andlor documentation. All staff continue to work remotely so IT failure and security remain a high risk for business continuity. GDPR compliance is also a risk regularly reviewed. Mltlgatlon: We chose our IT provider Brlght Sky because of their assurance of IT security and reliability In providing technical support to staff should there be any failure in their access. Staff have appropriate and up lo date hard and soft ware and all systems are password protected. Our storage is all cloud based. which enables secure access from anywhere. We have improvad our IT infrastructure and use of Teams which ensures greater efficiency in our access and use of systems as well as updates ragarding security. Our accounting system is also Gloud based and backed up daily. We have a GDPR policy and system for reporting and invasb'galing any breaches. The IT provider was well researched and developed lo include fulure proofing. All hardware is encrypted with ongoing virus scanning. Staff are r8gularly updated and reminder for IT security threats and all now have mullifactor aulhentlcalion on all log ins. We took lime lo complele the Cyber Essentials Certification and passed successfully this will be an annual commitment. structure, governance and management The charity was incorporated as a company limited by guarantee and not havlng a share capital on 21 May 1992, and registered as a Charity on 15 June 1992. It is governed by ils Memorandum and Articles of Associatlon. The charilvs work is predominately in Scotland, however with a registered office in England, il Is required lo be registered with the charity regulators in both Scotland (OSCRI and England & Wales (Charities Commission). The Governors, who are also the directors for the purpose of company law. and who s8tved during the year were: Pat Graham Peter Glover Jennifer Whinnelt Susan Welr David Skinn Jenna Graham Jillian Cameron Susie Gibbs (R&signed 3 October 20251 (Resigned 22 May 2025) (Appoinled 8 August 2024) (Appointed 8 August 2024) {Appointed 29 August 2024) (Appointed 8 August 2024) 12- THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE GOVERNORS, REPORT {INCLUDING DIRECTORS, REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 The 8oard of Governors is responsible for the governance and strategiG direction of the charity. It also has responsibility for the safeguarding of staff, volunteers and beneficiaries of the organisation. The Board of Governors consists of behmeen 6 and 10 Governors who elect a Chair and Vice Chair from amongst their number. The Board are committed to ensuring that half of the members should be family carers, and these are recruited through contacts within the PAMIS service. Thè remainder of the Board is made up if a range of expertise from health, social care, educalion, legal and flnancial backgrounds and expertise. These are sourced through a range of routes. and we have support from Inspiring Scotland and their expertise in Board recruitment and management. There is 8 recruitment process includlng job descriptions, person specification, inletview with the Chair and CEO, and 8greem8nt the whole Board re suitability. There is an induction process. and our HR consultant has progressed updates to tha Board handbook. No Governor has a financial interest in the organlsation, a conflicl-of-lnterest form is completed annually and at each Board meeting conflicts with the agenda are dedared. The Governors meet as a Board at least four tlmes a year. Board Sub-commlttees The Flnance Committee Is convened by a sullably experienced Governor. The Committee has delegated aulhorlty from the Board in relation to certain financial and staffing matters and make recommendations to the Board as 8ppropriat6. The Commlttee me8ls on a quarterly basis prior to Board m88tings and exceptionally as required. The Chief Executive reports lo each meeting of the Board of Governors. In additFon, the Board of Governors., Considers strategy, governance and safeguarding issues on an ongoing basis includlng recommendations from the Chief ExeGulive and Senior Management Team as appropriate Considers financial performance on a quartetly basis including recommendatlons from the Finance Committea, Chief Execulive and the Business and Developmenl director as appropriate Chlef Executlve The Chief Executive. with the support of the Senior Management Team, is responsible for the day-to-day management of the organisalion's affairs and for implementing the policies agreed by the Board of Governors. Audltor A resolution proposing that BK Plus Audit Limited be re-appointed as auditor will be put at a General Meeting. Dlsclosure of Informatlon to audltor Each of the Governors has confirmed that there is no information of which Ihey are aware whlch is relevant lo the audit, but of which tha audltor is unaware. They have further confirmed that they have taken appropriate steps lo Identify such relevant information and lo establish Ihat Ihe auditor is aware of such infomiatlon. The Governors, report was approved by Ihe Board of Governors. Pal Graham Chair of Board of Govenors 10 November 2025 13- THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE STATEMENT OF GOVERNORS. RESPONSIBILITIES FOR THE YEAR ENDED 31 MARCH 2025 The Governors. who are also the directors of The Profound and Multiple Impairment Serviie for the purpose of company law, are responsible for preparing the Governor5, Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (Uniled Kingdom Generally Accepted Accounting Practice). Company L2w requires the Govemors to prepare financial statements for each financial year which give a true and f8ir view of the stale of affairs of the charity and of the incoming resources and application of resources, includlng the income and expenditure. of the charitable company for that year. In preparing these finanaal statements, the Govemors are required to: select suitable accounting pollcies and then apply them consistenUy- observe the methods and principles In the Charities SORP: make judgemenls and estimates that are reasonable and prudent., slate whether applicable UK Accounting Standards have been followed, subject lo any material departures dSsclosed and explalned in the financial statements; and prepsre the financial slat8ments on th8 going concern basis unless it is inappropriate to presume that Ihe chaiity will continue in operation. The Governors are responsible for keeping adequate accounting r8cords that disclose with reasonable aGGuracy at any time the financial position of the charity and enable Iham lo ensure that the financial slalem6nts comply with the Companies AGt 2006, the Charitias and Trustee Investment (Scotlandl Act 2005 and the Charities Accounts {Scotlandl Regulations 2006 (as amended) and the Charities AGI 2011.They are also responsible for safeguarding the assets of th8 charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. 14 THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE INDEPENDENT AUDITOR'S REPORT TO THE GOVERNORS OF THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE Opinion We have audited tha financial statements of The Profound and Multiple Impairment SeNic8 (the 'charity') for the yéar ended 31 March 2025 which comprise the statement of financial activities, the balancE sheet, the statemant of cash flows and notes lo the flnancial statements. including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reportlng Standard 102 The Financial Rèporting Standard applicable in the UK and R8publiG of Ireland (Unitéd Kingdom Generally Accapiad Accounting Practice). In our opinion, the financial statements: give a true and fair view of the state of the charitable CA)mpany's affairs as at 31 March 2025 and of its Incoming resources and application of resources, for the yaar then ended., have been properly prepared in accordance with Uniled Kingdom Generally Accepled Accounting PractlC8,' and have been prepar8d in accordance wilh the requirements of the Charities Act 2011, the Companies Act 2006, Ihe Charities and Trustee Investment {Scotlandl Act 2005 and regulation 8 of the Charities Accounts {Scolland) Regulations 2006 (as amended). Basls for opinlon We Gonducted our audit in accordance with International Standards on Auditing (UK) (ISAS {2,734) (10.0631 34,712 53,975 431.583 657,404 (569,049) {59,145) 460,793 The charity has many restricted funds and they have been group8d together abov8 in alignment to our strategic obleclives. More information on the underlying activities within e8¢h objectlve 18 supplied within th8 content of the govemorfs report. 25 Unrestrlcted funds - Deslgnated Thes8 are unrestricted funds which are malerlal to the charitvs aclivilies. These Include designated funds which hav8 be8n set aside out of unrestricted funds by the trustees for speciflc purposes, At 1 Aprll 2024 Resources expended Transfers At 31 March 2025 IT upgrade HR Database Project Changing pla￿S 5,757 14,000 16,500 8,000 4,243 2,942 10,000 14,000 16,500 8,000 (2,942) 44,257 (2,942) 7,185 48,500 ' Prevlous year: At q April 2023 Resources expended Transfers At 31 March 2024 IT Ltpgrade HR Office Move Database Project Changing places 7,986 18.000 6,000 16,500 (2,229) (13.440) (6.000) 5,757 14,000 9,440 16.500 8,000 8,000 48,486 (21,6691 17,440 44,257 -34- THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 25 Unrestrlcted funds - Deslgnated (Continued) The above funds have been designated for the purpose of projects to be carried out in short-madium term. The upgrading our IT hardware In collaboration wilh our contracted IT support tèam Brlghtskye continues. Thls process still requires somé expenditure to replace outdated laptops and provide other necessary equipment lo support laptop use at home or in the office. We continue to work with an HR consulianl lo ensure all our policies. contracts and employee handbook remain current. The role of the HR consultant is cor8 lo our ongoing strategy of guaranteeing effeclive Human Resource Management. We have funds d8signaled to transition to a new and more suitable database sy5t8m to stor8 all our contacts and aclivilies. Our current system is ouldalad and needs replaced now lo cope with our growth as a charity. We will use these funds to support the transition and ongoing cosls of a n8W System. There was no expenditure on this during the year lo March 2025. £8.000 was allocated last year to the support costs required to update the Changing Places Toilet Practical Guide due for release in 2025. This was still unspent al the year end. 26 Unrestricted funds The unreslrlcted funds of the chatily comprise the unexpended balances ofdonalions and grants which are not subject lo specific conditions by donors and granlors as lo how they may be used. At 1 Aprll 2024 In¢omlng resources Resources expended Transfers At 31 March 2025 General funds 402.978 318,074 (263,918) 50,212 507,346 Previous year: At 1 Aprll 2023 Incoming resources Resources expended Transfers At 31 March 2024 General funds 347.160 282,807 <268,694) 41,705 402,978 27 Analysis of net assets between funds Unrestricted Unrestricted funds funds general Designated 2025 2025 Restricted funds Total 2025 2025 At 31 March 2025.. Tangible assets Current asselsl{liabililiesl 4.400 502,946 4,678 376.996 9,078 928.442 48,500 507,346 48,5(NJ 381,674 937,520 THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE NOTES TO THE FINANCIAL STATEMENTS {CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 27 Analysis of net assets between funds (Contlnued} Unreslrlcted Unreslricted funds funds general Designated 2024 2024 Restricted funds Total 2024 2024 At 31 March 2024". Tanglble assets Current assetsl{liabilitiesJ 11,265 391,713 6,238 454,555 17,503 890,525 44.257 402.978 44,257 460.793 908,028 28 Related party transactions Transactlons wlth related parties During the year the charity entered into the following transactions with related partles.. Payment for services delivered by one trustee. total value £670 (2024.. £1.209). There can also be occasions when family members of Governors and Key management personnel are employed by or receive care and support from the Gharily. In both of th8 above instances. the transaclions are carried out under the normal procedures of the charity for this type of work. 29 Cash generated from operations 2025 2024 Surplus for the year 29,492 80,799 Adjustments for: Invaslment income recognised in statement of financial activities Loss on disposal of tangible fixed assets Depreclation and impairment of tangible fixed assets {14,723) 3,007 3,027 (12,373) 5,835 Movements In worklng capital: Decrease in stocks (Increaseydecrease in debtors Increasel(decrease) in creditors Increase in deferred income 600 (20,510) 304 3.066 950 3,282 {3,104) 9.519 Cash generated from operations 4,263 84,908 36- THE PROFOUND AND MULTIPLE IMPAIRMENT SERVICE NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 30 Analysis of changes in net funds The charity had no material debt during the year. -37-