OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator. This document is also available as Markdown.

← Thames Valley Partnership

2025-03-31-accounts

The Thames Valley Partnership Limited trading as

COMPANY REGISTRATION NO: 02881664 CHARITY NO: 1031545

THE THAMES VALLEY PARTNERSHIP

REPORT Of THE MANAGEMENT COMMITTEE & FINANCIAL STATEMENTS

Contents

The Chair’s Report 01
Legal and Administrative Information 02
Report of the Management Committee 03
Independent Auditor’s Report 24
Financial Statements 32
Notes forming part of the Financial Statements Notes forming part of the Financial Statements
36

The Chair’s Report

In my first full year as Chair of Hope After Harm, the charity has made impressive strides continuing to deliver vital services for service users while also managing significant internal change.

I am delighted that we can share our new Vision, Strategy and Values as part of this annual report, and that we worked together to define these in a way that has truly united the charity. It is this collaboration, both internally and externally, that allows us to make a real difference to the lives of our service users supported by the skill and compassion of our staff and volunteers.

This year we served over 1,600 service users throughout 2024–25 with confidential casework, educational programmes, and peer support. Those we help are grappling with profound emotional and psychological trauma. Many are distressed and struggling to find a way forward in the wake of incidents of sexual violence or the arrest of a family member. Amidst the stigma and silence that surround these issues, we have stood firm as a beacon of hope, ready to support those in need. We have also made significant strides in the global rollout of the Bright Sky digital programme and the continued delivery of our trauma-informed Domestic Abuse training for professionals.

I would like to thank everyone who has worked as part of Hope After Harm; our staff and, in particular, our volunteers, whose support and commitment make our work possible. I would also like to thank everyone who has worked with us, including our funders, without whom we could not have been the lifeline that empowers our service users to survive and thrive, making our communities safer.

Naomi Karslake Chair

01 Empowerment Compassion Inclusion Respect Resilience

Legal & Administrative Information

Registered Name The Thames Valley Partnership Limited Trading as Hope After Harm Charity Registration Company Registration 1031545 2881664

Registered Office and Operational Address

The Coach House, Manor Farm, Aston Sandford, Aylesbury, Buckinghamshire, HP17 8JB

Management Committee

Naomi Karslake Chair Joy Shakespeare Vice-Chair Henry Allmand Colin Cross Rhianna Warden Appointed March 2025 Susan Webster Appointed March 2025 Christopher Winfield Treasurer. Appointed June 2025 Amanda Cooper Resigned April 2024 Michelle Nichols Resigned April 2024 Carolyn O’Sullivan Resigned April 2024 Christopher Ward Treasurer. Resigned December 2024

Chief Executive Officer

Thalia Jervis Appointed May 2024 Nicola Ross Resigned April 2024

Company Secretary

Neil Owen

Website www.hopeafterharm.org.uk

Bankers Auditors Barclays Bank Azets Audit Services,

02 Inclusion Respect Resilience

Compassion

Empowerment

of the Report Management Committee

The Board of Trustees of the Thames Valley Partnership,whose members are also directors of the Thames Valley Partnership Limited for the purposes of the Companies Act 2006, present its report and financial statements for the year ended 31st March 2025 and confirm they comply with the Companies Act 2006 and the Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).

Our Vision, Mission, Strategy, Principles and Values

Our Vision: We want to see a society where everyone feels safe and can thrive, regardless of who they are and where they come from.

Our Mission: We empower victim-survivors, families and young people in their journey to recover from harm and trauma. Through support, advocacy and education, we enable people to rebuild their lives and reclaim their future. We inspire others to do the same, creating safer, more inclusive communities.

Our Strategy — Support, Educate, Advocate

03

Empowerment Compassion

Inclusion Respect Resilience

of the Report Management Committee

Our Values

Empowerment – we support people in accessing the tools, knowledge and inspiration they need to build a brighter future.

Compassion – we put care and empathy at the heart of everything we do for our service users and for each other.

Inclusion – we create a safe, welcoming, inclusive environment where everyone has a voice and a place.

Respect – we treat each other with fairness, kindness and understanding and embrace our diversity.

Resilience – we stay strong and stand up for what is right for our charity, our service users and our communities.

In setting our objectives and planning our activities, our trustees have given serious consideration to the Charity Commission’s general guidance on public benefit.

04

Compassion

Inclusion

Respect Resilience

Empowerment

Review of 2024–2025

This year has been one of significant change for the charity as we have worked to build on our 2024 rebranding as Hope After Harm, with objectives around confirming our direction and culture, reviewing our programme portfolio in light of recent changes to our contracts, as well as achieving our funding requirements and delivering our programmes for service users.

We have welcomed a new Chief Executive, who has worked with trustees and the organisation as a whole to review and reset our vision, strategy and values, along with associated governance and reporting. This has cascaded into a review of our ways of working, with a focus on increased integration and collaboration across our programmes within the charity. This in turn has given us the opportunity to restructure particularly our communications and fundraising capability.

We have also moved to a revised programme portfolio focusing on support for Young People, Victim-Survivors and Families as set out in our strategy, instead of our offender support work, which came to an end in December with the cessation of the work we had been doing in partnership with Catch-22 to provide emotional support for prisoners.

As well as these internal changes, our programmes providing specialist one-to-one support have continued to deliver successfully, both in alignment with our strategic aims and in delivering public benefit. Our New Leaf Young People’s Mentoring Programme relaunched in December, incorporating a Restorative Justice offer for schools thanks to significant funding from the National Lottery, and served 65 young people over the last year, as well as starting engagement with schools through Restorative Justice interventions and support.

05 Inclusion Respect Resilience

Compassion

Empowerment

Review of 2024–2025

Outcomes from this work have included improved engagement in education and the community, and an increased sense of wellbeing for our young people.

Young People Service User Case Study – D’s Story

D was with us for the entirety of 2024. Referred due to severe depression, suicidal statements and his extreme anger, his anger lay at the core of many fights with siblings, peers and teachers. His outbursts led to numerous suspensions, serious harm and the breakdown of many relationships/friendships. He is the bus driver’s nemesis, the fuel to most flames at school, yet a soft soul. He doesn’t take accountability for his own transgressions and overreacts disproportionately to the slightest perceived wrongdoing of others. It took an exceptionally long time to get to a point where D actively addressed his anger. He has now embraced mindfulness through breathing techniques, expressing his anger through art, and meditating.

The greatest outcome of the programme is that D has developed a good level of consequential thinking, being able to pause when there is conflict with the understanding that his actions have repercussions. Over the course of 2024, D has gone from strength to strength academically (likely due to fewer suspensions and isolations) and within his peer group (he formed a chat group for friends at school to discuss their mental health and support each other).

The most heart-warming element of mentoring D has been his regular expression of gratitude. He often thanks the mentor for discussing topics which he believes to be outside the remit of selfdevelopment such as gaming, friends and hopes for the future.

06 Empowerment Compassion Inclusion Respect Resilience

Review of 2024–2025

Sexual Violence and Family Services

Our Sexual Violence Services supported 1,100 victim-survivors, including those helped by our specialist service for those working in Thames Valley Police. This has included the establishment of new peer support and educational groups accessed by 127 service users, expanding the service that we offer. In addition, our associated Outreach Service supported 60 victims who might not otherwise have had access to help – in diverse communities across the Thames Valley, including mosques, Black African community groups, Somalian groups and Asian community groups.

The Family Matters programme, which supports families where someone has been arrested for online child abuse, has expanded to provide services to five police forces (two of whom joined during the course of the year) and 452 families in total, and has also piloted a counselling service to support service users whose lives have been torn apart through the arrest of a family member for online child abuse offences. Outcomes from this work include an increased sense of wellbeing and an ability to engage with the future for our victimsurvivors, enabling them to move on with their lives.

Sexual Violence Service User Case Study – M’s Story

When I first joined the service, I wasn’t expecting a lot. In my experience, there was no point hoping for a good experience as everything was rubbish and there’s no point. I had just reported one of the worst nights of my life [details withheld] and I was scared, uneasy and unsure.

07 Inclusion Respect Resilience

Compassion

Empowerment

Review of 2024–2025

Then S met me for the first time. When I first met her I’m sure I was a bit stand offish; I was freshly sober and trying to navigate the world without drugs, a world that had failed me again and again.

After the first meeting I was still naturally a bit unsure, a side effect of my complex [mental health challenges], but I felt more at ease. After the next few meetings I felt at complete ease during these meetings, realising this was somebody who would rally for me. And rally she did…

She got me into [a local refuge], which in turn laid the groundwork for when I started trauma therapy — something that is, so far, helping. I genuinely believe that without S I wouldn’t be in college doing an access to midwifery course. When I become a midwife — because I will — that will be in large part due to S, and for that I am forever grateful. Every check-up, every birth, every patient, every life I change and bring into this world, that’ll be a legacy S has allowed to happen.

Of course, I have myself to credit as well; however, S has given me the support needed to enable myself to work towards these goals. Because of not just S but Hope After Harm itself, my plan is to specialise in safeguarding midwifery, which involves vulnerable patients such as people with mental health conditions, teen pregnancies and victims of domestic violence. My ultimate goal is to change the policies and procedures around these issues to work better with vulnerable people, and perhaps collaborate with a charity like Hope After Harm — and who knows, perhaps Hope After Harm themselves. I plan to rally just like S rallied for me.

08 Inclusion Respect Resilience

Compassion

Empowerment

Review of 2024–2025

Bright Sky and Training

The Bright Sky digital programme continued to go from strength to strength globally and is now operational in 12 countries outside the UK, with over 308,708 people accessing the digital platform in 2024– 25. It offers a range of comprehensive tools and resources, harnessing the power of technology to reduce the barriers to effective support-seeking and working towards a future free from violence.

We also provided our remote-first, trauma-informed Rise for Change training to 450 people to enable them to support others going through domestic abuse — despite significant resource shortfalls within the team. Outcomes from this work include better support for victim-survivors of domestic violence in the workplace and beyond.

Advocacy

We are also proud to have represented our charity, our work and above all our service users at a local and national level, with engagements including a reception at the House of Commons and a Cabinet Office consultation around Violence Against Women and Girls (VAWG). We also became a founder member of the Buckinghamshire VAWG Alliance.

Each of our programmes works closely with a range of stakeholders, including Thames Valley and other police forces, schools across the Thames Valley, other charities and community organisations, and local councils.

09 Respect Resilience

Compassion

Inclusion

Empowerment

Review of 2024–2025

A feature of the year has been a focus on creating a sense of belonging for our people through new communications and events, and our focus has been on their wellbeing, as our workers in turn support people who are going through the most difficult of times.

Volunteers continue to be at the heart of our service and have supported both our Sexual Violence Service and, in particular, our Young People’s Mentoring Service. Numbers of volunteers have gradually started to increase, and we are looking to invest more in recruitment and support in the upcoming year.

As for many charities, fundraising has been a significant challenge, and we have made a number of changes to the way we work to ensure that we move into 2025–26 in an improved position. We will also continue to maintain our focus on cyber security maintaining our accreditations as well as creating an organisational culture which is alert to the risks in this area.

10 Inclusion Respect Resilience

Compassion

Empowerment

Financial Review

Like many other charities, we continue to experience the effects of the financial challenges of recent years. Our finances are impacted by costs which continue to increase, together with a challenging fundraising climate. These factors not only impact us as a charity but also impact our funders’ ability to support us.

Our funding has historically relied on medium to long term restricted Grants and Contracts and as a result we remain financially sound. The year-on-year fluctuations in our income and expenditure figures reflect both the healthy mix and ongoing activity within our programmes. We remain committed to building financial resilience and are very grateful to all of those who choose to support us.

Income

Income for the year to 31st March 2025 was £1,420,018 (2024: £2,092,410).

Our funding continues to come from a variety of sources, through a mix of contracts and grants. For example: -

An unrestricted grant of £30,000 from the Garfield Weston Foundation.

11 Inclusion Respect Resilience

Compassion

Empowerment

Financial Review

Expenditure

Total Expenditure for the year was £1,651,370 (2024: £2,116,941).

Total Funds

We finished the year with total funds of £355,689 (2024: £587,041). Of this: -

Surplus funds from restricted programmes are carried forward to 2025/26 for the continuation of those programmes.

Principal Funding Sources

Our principal sources of funding include: -

We would like to thank all our funders and hope that they will continue to support us in 2025/26 and beyond.

Investment Policy

The Board of Trustees are empowered under the Articles of Association to deposit or invest funds in the same manner and subject to the same conditions as the trustees of a trust are permitted to do by the Trustee Act 2000.

12 Respect Resilience

Compassion

Inclusion

Empowerment

Financial Review

Most of our funds are spent in the short term on our front-line services, so there are few funds for long term investment. In addition to our current account with Barclays Bank, the Trustees have operated a policy of keeping funds in easy-access interest bearing bank accounts. The Trustees have resolved that deposits should not exceed the £85,000 guaranteed under the Financial Services Compensation Scheme. There are no other investments owned by or benefitting the charity.

Reserves Policy

The Trustees believe that as the charity exists to deliver front line services for the achievement of our Purpose and Objectives, it is not appropriate to maintain a high level of unrestricted reserves.

The Trustees’ reserves policy aspires to maintain unrestricted reserves of £170k to cover any unexpected costs that could arise, as well as ongoing organisational costs and staff redundancy costs should there ever be a need to wind up the charity. The required level of unrestricted reserves is regularly monitored and reviewed by the Board of Trustees’ Finance and Staffing sub-Committee.

Restricted Reserves relate to income which must be used for a specific purpose, as stipulated by the donor, and which has not yet been expended.

At 31 March 2025, Unrestricted Reserves were £176,978 (2024: £256,756). Restricted Reserves were £178,711 (2024: £330,285).

13 Inclusion Respect Resilience

Compassion

Empowerment

Plans for Future Periods

The focus of the next year will be on continuing to consolidate and strengthen our service portfolio, supporting consistency and collaboration both within our charity and with external partners. We will be seeking to further expand some of our services, including Family Matters, as well as continuing to develop our newer programmes — Young People and the Sexual Violence Service — to further embed lived experience.

We will also look to expand our outreach to sex workers and the traveller community, as well as continuing our existing community engagement.

Other operational priorities will be to continue our work to embed equity, diversity and inclusion in the way we deliver our services, with a focus on neurodiversity, and improving our use of data to further develop our outcome-based reporting. We will also be working in the advocacy space to review and refine the way in which we continue to speak up on behalf of our service users after a year which has been focused on ways of working within the charity.

We will continue to enhance our delivery in the digital space through the development of the global Bright Sky programme. We are also investing in our training programme, with a view to increasing our customer base and driving income generation.

With regards to our people, the priority will be continuing to create a sense of community and belonging, and making the organisation a happy, inclusive place to work. We will also be looking to achieve a wellbeing accreditation as part of our ongoing commitment to supporting our staff and volunteers.

14 Inclusion Respect Resilience

Compassion

Empowerment

Plans for Future Periods

We will look to develop our volunteer offering as we increase the number of volunteers working with us, particularly on the Young People and Sexual Violence programmes.

Fundraising will remain a top priority, as will getting our Communications and Marketing team up and running with new recruits. We will also be looking to take advantage of the opportunities offered by the implementation of MS365, as well as maintaining excellence in all other areas that support the running of our charity, including finance, governance and data security.

15 Respect Resilience

Compassion

Inclusion

Empowerment

Structure, Governance and Management

Governing Document

The Thames Valley Partnership Limited, a charitable company limited by guarantee, as defined by the Companies Act 2006, was incorporated on 17th December 1993 and registered as a charity on 14th January 1994. The charitable company was established under a Memorandum of Association which details the objects and powers of the charitable company and is governed under its Articles of Association which were amended by special resolution on the 6th December 2023 by the Members of the Board of Trustees. In the event of the charitable company being wound up each Trustee is required to contribute an amount not exceeding £10.

The Management Committee

The Board of Trustees (whose members are also Directors of The Thames Valley Partnership Limited for purposes of company law) must consist of not fewer than 6 and no more than 15 persons. The Members of the Board aim to represent the broad spread of interests from across the criminal justice sector, as well as include individuals with particular skills and expertise, in order to further the objectives.

Periodic skills audits are undertaken to ensure that the skills and experience of the Board of Trustees aligns with those necessary for the management of the Charity’s business. Where necessary Trustees are recruited and appointed to meet any skills gaps.

The Members of the Board may appoint Trustees by simple resolution. Trustees are obliged to retire three years after each appointment but are eligible for re-appointment should that be their wish.

16 Inclusion Respect Resilience

Compassion

Empowerment

Structure, Governance and Management

Trustee Induction and Training

Newly appointed Trustees are provided with a Trustee Induction pack. The pack includes relevant governance documentation, the Articles of Association, the latest Annual Report and Financial Statements, as well as information regarding useful sources of general guidance and support for Trustees from, for example, the Charity Commission. New Trustees are invited to an induction day. It’s a chance to meet members of the team informally at our offices, in order to find out more about their work and about the issues facing the team on a day-to-day basis.

All Trustees are provided with training to both introduce them and to remind them of their legal and governance duties, including data protection, safeguarding, cybersecurity, EDI training etc. There are also opportunities for specific training and presentations by staff. Trustees are invited to attend and participate in our events and programmes and those organised by partner agencies.

Organisational Structure

The Board of Trustees is currently comprised of seven full members who meet quarterly to consider the strategic and operational activities of the charity. They are responsible for strategic direction, approval of the business plan, the annual budget and for the policies to deliver these. The Board of Trustees have three standing subcommittees, each with approved terms of reference. The Finance and Staffing sub-Committee, the Fundraising sub-Committee and the Operations sub-Committee meet quarterly and subsequently report back to the Board.

Each Board member is encouraged to work closely with a specific programme or work function to provide expertise, guidance and support and to feed back their experience to the Board.

17 Empowerment Compassion Inclusion Respect Resilience

Structure, Governance and Management

The Board of Trustees is supported by the Finance Manager who is appointed as Company Secretary and who takes responsibility for governance administration.

A scheme of delegation is in place such that the day-to-day responsibility for the management of the charity, the provision of services and the support functions, rests with the Chief Executive Officer. The Chief Executive Officer is responsible for ensuring that the work in the business plan is delivered, that the key targets are met and that the finances are appropriately managed. The Chief Executive Officer is supported by the senior management team, the staff and the volunteers.

Staff Remuneration

Staff pay is reviewed annually in February by the Finance and Staffing sub-Committee. The Committee is responsible for proposing the remuneration and terms and conditions of employment for all staff. The proposals are recommended to the Board for final approval.

Staff are paid in relation to their particular skills, experience, qualifications, performance and contribution, together with the benchmarking of similar roles within the market where possible.

The Trustees are not remunerated for their services.

18 Inclusion Respect Resilience

Compassion

Empowerment

Structure, Governance and Management

Risk Management

The Board of Trustees has conducted a review of the major risks to which the charity is exposed and has developed a risk register to monitor those risks. The risk register is reviewed quarterly by the three sub-committees and outcomes reported back to the Board of Trustees for consideration as a separate standing agenda item. Areas covered include governance, finance, business continuity, operational and reputational risks and cyber security. The Chief Executive Officer ensures that robust policies, procedures and systems are in place to mitigate the risks and to manage any potential impact on the charity.

Key risks include:

Loss of support from funders - mitigated by ensuring that funding comes from a diverse range of sources to balance the risk and by maintaining good communication with funders to ensure that the work undertaken meets their expectations. Evaluation strategies have been built into the business planning process in order to provide feedback to core funders. The Fundraising sub-Committee retains oversight and scrutiny. Prioritised as a separate agenda item at each Board meeting.

Cyber security and data risks with a particular focus on special category client data – our policy ensures that Special Category Data is kept within specialist case management databases only, which are managed by external suppliers with appropriate security accreditations. Managers are responsible for creating and regularly reviewing Data Protection Impact Assessments to identify, manage and minimise risk and secure mail is used. We also have a regular table top exercise, external accreditations including IASME and cyber essentials plus and regular messaging to staff and volunteers in this area.

19 Empowerment Compassion Inclusion Respect Resilience

Structure, Governance and Management

Safeguarding, keeping our service users safe - mitigated by a retained focus on safeguarding risks including training for new staff, and volunteers, refresher training for existing staff and volunteers and for ensuring all policies and reporting procedures are current and understood. This is a standing agenda item at Board meetings, team meetings and case review meetings. A trustee with dedicated safeguarding responsibility is in place.

Illness or pandemic affecting staff resilience or ability to operate normally – mitigated by having a Business Continuity Plan in place which includes how to deal with staff or volunteer shortages, management of premises and ability to work remotely, at the same time as ensuring continuity of delivered services. The Plan is reviewed annually along with a tabletop simulation exercise designed to test our response in the event of a major incident.

Programmes inadequately resourced or managed. – mitigated by ensuring appropriate project management and reporting structures are in place. CEO ensures adequate resource allocation and regular supervision of team members. Flexibility is built into the operating model where cover. possible. Maintaining managerial Implementation of HR software system to increase visibility of absence.

Fundraising

In order to raise funds, the Chief Executive Officer, together with members of the management team, routinely engage in preparing bids and making contact with charitable trusts and foundations and other organisations. We do not use third-party professional fundraisers. Fundraising remains a high priority for us with plans in place to expand the team in the new financial year.

20 Inclusion Respect Resilience

Compassion

Empowerment

Structure, Governance and Management

Safeguarding

The welfare of vulnerable individuals is of paramount importance to us and we believe in taking all concerns about risk seriously and acting without judgement. Ignoring or tolerating abuse is not an option. Our Safeguarding Policy seeks to ensure that we undertake our responsibilities with regards to the protection of the vulnerable and that we respond to concerns appropriately. Safeguarding is a standard agenda item at each of our Board Meetings.

There haven’t been any incidents during the year that would require us to provide a report to the Charity Commission.

Responsibilities of the Board of Trustees

The Board of Trustees (whose members are also Directors of The Thames Valley Partnership Limited for purposes of company law) are responsible for preparing the Report of the Management Committee and the financial statements in accordance with applicable law and United Kingdom Generally Accepted Accounting Practice.

Company law requires the Directors 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 income and expenditure, for that period. In preparing those financial statements, the Trustees are required to: -

make judgements and estimates that are reasonable and prudent;

21 Compassion Inclusion Respect Resilience

Empowerment

Structure, Governance and Management

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

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 preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Statement as to the disclosure of information to Auditors

So far as the Board of Trustees are aware, there is no relevant information of which the charitable company’s auditors are unaware. Each Trustee has taken all the steps that they ought to have taken as a Trustee in order to make the charitable company’s auditors aware of all relevant audit information.

22 Inclusion Respect Resilience

Compassion

Empowerment

Structure, Governance and Management

Approval

These financial statements have been prepared in accordance with the Companies Act 2006, The Charities Statement of Recommended Practice (SORP) and The Financial Reporting Standard (FRS102).

Approved by the Board of Trustees on11 December 2025 and signed on their behalf by

Naomi Karslake, Chair of the Board of Trustees

23

Compassion

Inclusion

Respect Resilience

Empowerment

INDEPENDENT AUDITOR'S REPORT

THE THAMES VALLEY PARTNERSHIP INDEPENDENT AUDITOR'S REPORT

TO THE TRUSTEES OF THE THAMES VALLEY PARTNERSHIP

Opinion

We have audited the financial statements of The Thames Valley Partnership (the ‘charity’) for the year ended 31 March 2025 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the financial 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 Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

24 Inclusion Respect Resilience

Compassion

Empowerment

INDEPENDENT AUDITOR'S REPORT

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs(UK)) and applicable law, Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements, We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

We draw your attention to note 1.2 of the financial statements which indicates that the trustees have reviewed the funding requirements of the charity for 12 months from the date of signing these accounts and are comfortable with current funding and reserves.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. 25 Empowerment Compassion Inclusion Respect Resilience

INDEPENDENT AUDITOR'S REPORT

Other information

The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

26 Inclusion Respect Resilience

Compassion

Empowerment

INDEPENDENT AUDITOR'S REPORT

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the statement of trustees' responsibilities, the trustees, who are also the directors of the charity for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

27 Y Empowerment Emp wermery Y Compassion Mmpossior Y Inclusion nmciusion Y Respect Respe t Y Resilience Res ence

INDEPENDENT AUDITOR'S REPORT

Auditor's responsibilities for the audit of the financial statements

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists, Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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

Extent to which the audit was considered capable of detecting irregularities, including fraud

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above and on the Financial Reporting Council’s website, to detect material misstatements in respect of irregularities, including fraud.

28 Y Empowerment Emp wermery Y Compassion Mmpossior Y Inclusion nmciusion Y Respect Respe t Y Resilience Res ence

INDEPENDENT AUDITOR'S REPORT

We obtain and update our understanding of the entity, its activities, its control environment, and likely future developments, including in relation to the legal and regulatory framework applicable and how the entity is complying with that framework. Based on this understanding, we identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. This includes consideration of the risk of acts by the entity that were contrary to applicable laws and regulations, including fraud.

29 Respect Resilience

Compassion

Inclusion

Empowerment

INDEPENDENT AUDITOR'S REPORT

In response to the risk of irregularities and non-compliance with laws and regulations, including fraud, we designed procedures which included:

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation.

30 Y Empowerment Emp wermery Y Compassion Mmpossior Y Inclusion nmciusion Y Respect Respe t Y Resilience Res ence

INDEPENDENT AUDITOR'S REPORT

This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

Use of our report

This report is made solely to the charity’s trustees, as a body, in accordance with part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charity's trustees those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

15 December 2025

Tracey Richardson BSc (Hons) FCA (Senior Statutory Auditor) for and on behalf of Azets Audit Services Chartered Accountants Statutory Auditor

Westpoint, Lynch Wood, Peterborough, Cambridgeshire, United Kingdom, PE2 6FZ

Azets Audit Services is eligible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006,

31 Y Empowerment Empowerment Y Compassion ompossion Y Inclusion nmcrusion Y Respect Respect Y Resilience Res ence

THE THAMES VALLEY PARTNERSHIP STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2025

CURRENT FINANCIAL YEAR

Unrestricted Restricted Total Total
funds funds
2025 2025 2025 2024
Notes £ £ £ £
Income from:
Donations and legacies 3 63,560 572,559 636,119 624,731
Charitable activities 4 1,465 767,878 769,343 1,455,566
Investments 5 14,556 - 14,556 12,113
Total income 79,581 1,340,437 1,420,018 2,092,410
Expenditure on:
Charitable activities 6 159,359 1,492,011 1,651,370 2,116,941
Net expenditure for the year/
Net movement in funds (79,778) (151,574) (231,352) (24,531)
Fund balances at 1 April 2024 256,756 330,285 587,041 611,572
Fund balances at 31 March 2025 176,978 178,711 355,689 587,041

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

All income and expenditure derive from continuing activities.

The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.

32

Compassion Inclusion Respect Resilience

Empowerment

THE THAMES VALLEY PARTNERSHIP STATEMENT OF FINANCIAL ACTIVITIES (CONTINUED) INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2025

PRIOR FINANCIAL YEAR

PRIOR FINANCIAL YEAR
Unrestricted Restricted Total
funds funds
2024 2024 2024
Notes £ £ £
Income from:
Donations and legacies 3 48,170 576,561 624,731
Charitable activities 4 6,094 1,449,472 1,455,566
Investments 5 12,113 - 12,113
Total income 66,377 2,026,033 2,092,410
Expenditure on:
Charitable activities 6 90,781 2,026,160 2,116,941
Net expenditure for the year/
Net movement in funds (24,404) (127) (24,531)
Fund balances at 1 April 2023 281,160 330,412 611,572
Fund balances at 31 March 2024 256,756 330,285 587,041

33

Empowerment Compassion Inclusion Respect Resilience Y Empowerment (YY Compassion & inclusion Y Respect Y Resilience

THE THAMES VALLEY PARTNERSHIP

BALANCE SHEET

AS AT 31 MARCH 2025

2025 2024
Notes £ £ £ £
Fixed assets
Tangible assets 11 1,366 2,606
Investments 12 - 1
1,366 2,607
Current assets
Debtors 13 29,282 53,556
Cash at bank and in hand 465,537 733,415
494,819 786,971
Creditors: amounts falling due within
one year 14 (140,496) (202,537)
Net current assets 354,323 584,434
Total assets less current liabilities 355,689 587,041
Income funds
Restricted funds 18 178,711 330,285
General unrestricted funds 176,978 256,756
355,689 587,041

The company is entitled to the exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year ended 31 March 2025, although an audit has been carried out under section 144 of the Charities Act 2011.

The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of financial statements.

The members have not required the company to obtain an audit of its financial statements under therequirements of the Companies Act 2006, for the year in question in accordance with section 476.

These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.

The financial statements were approved by the Trustees on 11 December 2025.

Ms Naomi Karslake - Chair Trustee

COMPANY REGISTRATION NUMBER 02881664

34 Compassion Inclusion Respect Resilience

Empowerment

THE THAMES VALLEY PARTNERSHIP

STATEMENT OF CASH FLOWS

FOR THE YEAR ENDED 31 MARCH 2025

2025 2024
Notes £ £ £ £
Cash flows from operating activities
Cash absorbed by operations 23 (282,434) (70,512)
Investing activities
Investment income received 14,556 12,113
Net cash generated from investing
activities 14,556 12,113
Net cash used in financing activities - -
Net decrease in cash and cash equivalents (267,878) (58,399)
Cash and cash equivalents at beginning of year 733,415 791,814
Cash and cash equivalents at end of year 465,537 733,415

35

Empowerment Compassion Inclusion Respect Resilience Y Empowerment Y Compassion J& inclusion Y Respect VY Resilience

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

1 Accounting policies

Charity information

The Thames Valley Partnership is a private company limited by guarantee incorporated in England and Wales. The registered office is The Coach House, Manor Farm, Aston Sandford, Aylesbury, Buckinghamshire, HP17 8JB, United Kingdom.

1.1 Accounting convention

The financial statements have been prepared in accordance with the charity's governing document, the Companies Act 2006, FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) and the Charities SORP "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019). The charity is a Public Benefit Entity as defined by FRS 102.

The financial statements are prepared in sterling, which is the functional currency of the charity, Monetary amounts in these financial statements are rounded to the nearest £. The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.

1.2 Going concern

At the time of approving the financial statements, the trustees have reviewed the funding requirements of the charity for 12 months from the date of signing these accounts and are comfortable with current funding and reserves to continue in operational existence for the foreseeable future.

36 Empowerment Compassion Inclusion Respect Resilience Empowerment Y Compassion ¥& inclusion Y Respect Y Resilience

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.

1.3 Charitable funds

Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.

Restricted funds are subject to specific conditions by donors as to how they may be used, The purposes and uses of the restricted funds are set out in the notes to the financial statements.

1.4 Income

Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.

Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

Legacies are recognised on receipt or otherwise if the charity has been notified of an impending distribution, the amount is known, and receipt is expected, If the amount is not known, the legacy is treated as a contingent asset.

1.5 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably.

37 Empowerment Compassion Inclusion Respect Resilience Empowerment Y Compassion ¥& inclusion Y Respect Y Resilience

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity, Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges are allocated on the portion of the asset’s use.

Irrecoverable VAT is charged as an expense against the activity for which the expenditure arose.

1.6 Tangible fixed assets

Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.

Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:

Equipment 4 years

The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.

1.7 Fixed asset investments

Fixed asset investments are initially measured at transaction price excluding transaction costs, and are subsequently measured at fair value at each reporting date. Changes in fair value are recognised in net income/(expenditure) for the year. Transaction costs are expensed as incurred.

38 Empowerment Compassion Inclusion Respect Resilience Y Empowerment Y Compassion ¥& inclusion Y Respect Y Resilience

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

A subsidiary is an entity controlled by the charity. Control is the power to govern the financial and operating policies of the entity so as to obtain benefits from its activities.

1.8 Impairment of fixed assets

At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).

Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.

1.10 Financial instruments

The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.

Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.

Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.

Basic financial assets

Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless

39 Empowerment Compassion Inclusion Respect Resilience Y Empowerment Y Compassion ¥& inclusion Y Respect Y Resilience

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.

Basic financial liabilities

Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.

Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.

Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities, Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.

Derecognition of financial liabilities Financial liabilities are derecognised when the charity's contractual obligations expire or are discharged or cancelled.

1.11 Employee benefits

The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received. Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

40

Empowerment Compassion Inclusion Respect Resilience Y Empowerment Y Compassion ¥& inclusion Y Respect Y Resilience

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

2 Critical accounting estimates and judgements

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

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

41

Empowerment Compassion Inclusion Respect Resilience Y Empowerment Y Compassion ¥& inclusion Y Respect Y Resilience

THE THAMES VALLEY PARTNERSHIP

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

3 Donations and legacies

Unrestricted Restricted Total Unrestricted Restricted Total
funds funds funds funds
2025 2025 2025 2024 2024 2024
£ £ £ £ £ £
Donations and gifts 19,151 - 19,151 23,170 500 23,670
Grants receivable 44,409 572,559 616,968 25,000 576,061 601,061
63,560 572,559 636,119 48,170 576,561 624,731
Donations and gifts
Other donations 19,151 - 19,151 3,170 500 3,670
Police Digital Service - - - 20,000 - 20,000
19,151 - 19,151 23,170 500 23,670

The charity benefits greatly from the enthusiastic support and involvement of its many volunteers and supporters. In accordance with FRS102 and the Charities SORP (FRS 102), the economic contribution of general volunteers is not recognised in the accounts.

Unrestricted Restricted Total Unrestricted Restricted Total
funds funds funds funds
2025 2025 2025 2024 2024 2024
£ £ £ £ £ £
Grants receivable for
core activities
Ansons 3,000 - 3,000 3,000 - 3,000
Big Lottery - 220,009 220,009 - 199,887 199,887
CHK Foundation - - - - 30,752 30,752
Heart of Bucks
(Private Donors Fund)		 1,409 - 1,409 10,000 - 10,000
OPCC (MOJ) - 136,552 136,552 - 177,793 177,793
Garfield Weston 30,000 30,000
Foundation - -
The Clare Foundation
Rothschild Foundation
The Vodafone		 10,000
-		 -
-		 10,000
215,998		 -
12,000		 5,000
-		 5,000
12,000
Foundation 215,998 - 162,629 162,629
44,409 572,559 616,968 25,000 576,061 601,061

42

Empowerment Compassion Inclusion Respect Resilience

THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

4 Charitable activities -income

2025 2024
£ £
Consultancy 22,693 43,383
Service contracts 745,185 1,405,433
Awards Event Tickets - 5,136
Miscellaneous income 1,465 1,614
769,343 1,455,566
Analysis by fund
Unrestricted funds - general 1,465 6,094
Restricted funds 767,878 1,449,472
769,343 1,455,566
5 Investments
Unrestricted Unrestricted
funds funds
2025 2024
£ £
Interest receivable 14,556 12,113

43 Empowerment Compassion Inclusion Respect Resilience Y Empowerment Y Compassion J& inclusion Y Respect VY Resilience

THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

6 Charitable activities -expenditure

2025 2024
£ £
Family Matters 207,743 90,504
New Leaf - Adults 57,225 62,526
New Leaf - Young People 92,908 88,353
New Leaf - Gloucester Mentoring - 42,061
New Leaf - HMPPS Support for Families - 9,892
Restorative Justice 20,368 10,476
RJ Prisons 40,327 -
Bright Sky 190,657 143,739
TecSafe Project - 44,327
VFSS - 890,567
VFESS 580 223,094
Outreach 106,150 86,262
Rise for Change 21,477 18,653
Restart 10,924 39,434
Awards event - 14,870
Sexual Violence Service 525,852 -
Other charitable expenditure 2,821 2,859
1,277,032 1,767,617
Share of support costs (see note 7) 360,437 332,196
Share of governance costs (see note 7) 13,901 17,128
1,651,370 2,116,941
Analysis by fund
Unrestricted funds - general 159,359 90,781
Restricted funds 1,492,011 2,026,160
1,651,370 2,116,941

44

Empowerment Compassion Inclusion Respect Resilience Y Empowerment Y Compassion J& inclusion Y Respect VY Resilience

THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

7 Support costs

Support costs
Support Governance Support Governance 2025 Support Governance Support Governance 2024
costs costs costs costs
£ £ £ £ £ £
Staff costs 286,532 - 286,532 243,760 - 243,760
Depreciation 1,240 - 1,240 1,936 - 1,936
Other staff costs 8,776 - 8,776 5,244 - 5,244
Building costs 22,894 - 22,894 25,712 - 25,712
Office costs 1,908 - 1,908 2,574 - 2,574
Events 1,618 - 1,618 433 - 433
Subscriptions 4,608 - 4,608 4,651 - 4,651
Insurance 4,453 - 4,453 5,085 - 5,085
IT 9,698 - 9,698 9,382 - 9,382
Data security 11,093 - 11,093 12,151 - 12,151
Marketing and branding 2,683 - 2,683 15,663 - 15,663
Miscellaneous costs 4,934 - 4,934 5,605 - 5,605
Audit fees - 11,000 11,000 - 11,000 11,000
Accountancy - 2,000 2,000 - 2,180 2,180
Legal and professional - 101 101 - 3,550 3,550
Bank charges - 695 695 - 372 372
Other governance costs - 105 105 - 26 26
360,437 13,901 374,338 332,196 17,128 349,324
Analysed between
Charitable activities 360,437 13,901 374,338 332,196 17,128 349,324

Governance costs includes payments to the auditors of £11,000 (2024 - £11,000) for audit fees.

8 Trustees

None of the trustees (or any persons connected with them) received any remuneration during the year, but one trustee was reimbursed expenses of £128 during the year (2024 - one trustee was reimbursed expenses of £186).

9 Employees

The average monthly number of employees during the year was:

==> picture [103 x 45] intentionally omitted <==

----- Start of picture text -----
2025 2024
Number Number
34 41
----- End of picture text -----

45

Empowerment Compassion Inclusion Respect Resilience Y Empowerment Y Compassion J& inclusion Y Respect VY Resilience

THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

9 Employees

Employees (Continued)
Employment costs 2025 2024
£ £
Wages and salaries 1,181,806 1,303,613
Social security costs 113,188 116,754
Other pension costs 54,061 53,952
1,349,055 1,474,319
The number of employees whose annual remuneration was more than £60,000
is as follows:
2025 2024
Number Number
£60,001 - £70,000 1 2

The charity made pension contributions of £2,372 (2024 - £2,326) on behalf of the staff members included in the bandings above.

10 Taxation

The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects.

11 Tangible fixed assets

Tangible fixed assets
Equipment
£
Cost
At 1 April 2024 7,744
At 31 March 2025 7,744
Depreciation and impairment
At 1April 2024 5,138
Depreciation charged in the year 1,240
At 31 March 2025 6,378
Carrying amount
At 31 March 2025 1,366
At 31 March 2024 2,606

46 Empowerment Compassion Inclusion Respect Resilience Y Empowerment Y Compassion J& inclusion Y Respect VY Resilience

THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

12 Fixed asset investments

Other
investments
Cost or valuation
At 1April 2024 1
Disposals (1)
At 31 March 2025 -
Carrying amount
-
At 31 March 2025
At 31 March 2024 1
During the year the charity's subsidiary Justice Links Limited was formally dissolved.
2025 2024
Other investments comprise: £ £
Investments in subsidiaries - 1
13 Debtors
2025 2024
Amounts falling due within one year: Amounts falling due within one year: £ £
Trade debtors 24,250 38,555
Prepayments and accrued income 5,032 15,001
29,282 53,556
14 Creditors: amounts falling due within one year
2025 2024
Notes £ £
Other taxation and social security 36,051 67,093
Deferred income 15 47,382 -
Trade creditors 20,281 80,446
Amounts owed to subsidiary undertakings - 1
Other creditors 6,547 9,387
Accruals and deferred income 30,235 45,610
140,496 202,537

47 Empowerment Compassion Inclusion Respect Resilience Y Empowerment Y Compassion J& inclusion Y Respect VY Resilience

THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

15 Deferred income

Deferred income
2025 2024
£ £
Other deferred income 47,382 -
Deferred income is included in the financial statements as follows:
2025 2024
£ £
Deferred income is included within:
Current liabilities 47,382 -
Movements in the year:
Deferred income at 1 April 2024 - 38,762
Released from previous periods - (38,762)
Resources deferred in the year 47,382 -
Deferred income at 31 March 2025 47,382 -

Deferred income relates to funding that has been received in advance for specific projects.

16 Retirement benefit schemes

Defined benefit schemes The Oxfordshire Pension Fund

The charity with other institutions participates in The Oxfordshire Pension Fund, a Local Government defined benefit occupational pension scheme administered by Oxfordshire County Council, which provides benefits based on final pensionable pay.

At 31 March 2025 there was 1 participating employee (2024 - 2). The assets of the scheme are held separately from those of the charity. Contributions to the scheme are charged to the Statement of Financial Activities to spread the cost of pensions over employees' working lives with the charity.

The contributions are determined by a qualified actuary based on triennial valuations.

The most recent actuarial valuation was at 31 March 2025, which showed that the overall Scheme funding level had improved, with fund assets being enough to cover 133% of liabilities (2022 - 111%), due to changes in the financial markets, notably an increase in the assumed level of future returns.

The Scheme operates a Funding Pool for smaller organisations, of which Thames Valley Partnership is a member.

The Pool is designed to smooth out fluctuations in contribution rates and to help manage funding risks. Funding levels and contribution rates for members are set in line with the Pool. The funding level of the Pool at 31 March 2025 is due to be declared in November 2025.

The funding level at 31 March 2022 was 121% (2019 - 112%). The contribution rates for the charity increased with effect from 1 April 2023 to 17.2% (2019 - 16.3%) and will be maintained at that level until 31 March 2026.

Further information on the Oxfordshire Pension Fund can be found on the website of Oxfordshire County Council at www.oxfordshire.gov.uk/pensions.

48 Empowerment Compassion Inclusion Respect Resilience Y Empowerment Y Compassion J& inclusion Y Respect VY Resilience

THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

16 Retirement benefit schemes

(Continued)

Defined contribution schemes

NEST

The Board of Trustees agreed in June 2017 to close the Oxfordshire Pension Fund scheme to new members because the level of employer contributions was no longer affordable. A new scheme was required to fulfil auto-enrolment obligations and the Board agreed in October 2017 to offer new staff the government approved NEST scheme. Employer contributions are currently 4%. At 31 March 2025 there were 32 (2024 -37) participating employees.

17 Designated funds

The income funds of the charity include the following designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes:

Movement in funds Movement in funds
Balance at Transfers Balance at Incoming Balance at Incoming Balance at
1 April 2023 1 April 2023 1 April 2024 resources 31 March 2025
£ £ £ £ £
Contingency reserve 90,000 (90,000) - - -
90,000 (90,000) - - -

Designated funds represented the contingency reserve that is available in the event that the charity is wound up. During the year ended 31 March 2024 the trustees decided to release this fund back to unrestricted funds.

49

Empowerment Compassion Inclusion Respect Resilience Y Empowerment Y Compassion J& inclusion Y Respect VY Resilience

THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

19 Analysis of net assets between funds

Unrestricted Restricted Total Unrestricted Total Unrestricted Restricted Total
funds funds funds funds
2025 2025 2025 2024 2024 2024
£ £ £ £ £ £
Fund balances at 31
March 2025 are
represented by:
Tangible assets 1,366 - 1,366 2,606 - 2,606
Investments - - - 1 - 1
Current assets/(liabilities) 175,612 178,711 354,323 254,149 330,285 584,434
176,978 178,711 355,689 256,756 330,285 587,041

20 Financial commitments, guarantees and contingent liabilities

At 31 March 2025, Thames Valley Partnership had 1 (2024 - 2) employee remaining within the Oxfordshire County Council Pension Fund (LGPS), a defined benefit occupational pension scheme.

A recent review identified a contingent liability at the point at which the final remaining employee were to leave the scheme. If this situation were ever to materialise, the Scheme Actuary would carry out a cessation valuation to determine the pension liabilities of current and former employees at the termination date.

To establish what this might mean for the charity, the Trustees requested an estimated cessation valuation based on an exit date of 30 April 2023 which showed a funding level of 101% on a low-risk exit basis. Given that the overall funding level of the Scheme at 31 March 2025 had improved to 133%, from 111% in March 2022 and with no immediate likelihood of the remaining employee leaving the scheme, no provision has been made in the accounts.

21 Operating lease commitments

At the reporting end date the charity had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:

2025 2024
£ £
Within one year 16,432 10,021
Between two and five years 25,348 1,391
41,780 11,412

52

Compassion Inclusion Respect Resilience

Empowerment

THE THAMES VALLEY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025

22 RELATED PARTY TRANSACTIONS

Remuneration of key management personnel

The remuneration of key management personnel is as follows.

2025 2024
£ £
Aggregate compensation 106,602 107,004

Transactions with related parties

During the year the charity entered into the following transactions with related parties:

Mr Henry Allmand, a Trustee of the charity, is also CEO of Heart of Bucks which granted £10,000 (2024 - £10,000) to the charity during the year. Mr Henry Allmand confirmed that he has no influence over the Committee who decide on who wins bids and/or how they distribute funds.

23 Cash generated from operations

Cash generated from operations
Cash generated from operations 2025 2024
£ £
Deficit for the year (231,352) (24,531)
Adjustments for:
Investment income recognised in statement of financial activities (14,556) (12,113)
Depreciation and impairment of tangible fixed assets 1,240 1,936
Movements in working capital:
Decrease in debtors 24,274 73,554
(Decrease) in creditors (109,422) (70,596)
Increase/(decrease) in deferred income 47,382 (38,762)
Cash absorbed by operations (282,434) (70,512)

24 Analysis of changes in net funds

The charity had no debt during the year.

25 Members' liability

The charitable company is limited by guarantee and has no share capital. In accordance with the Memorandum and Articles of the charitable company, the liability of members is limited to £10 each in the event of the winding up of the charitable company.

53

Compassion

Inclusion Respect Resilience

Empowerment

01844 202001

hopeafterharm.org.uk enquiries@hopeafterharm.org.uk

Registered Address:

The Coach House

Manor Farm

Aston Sandford Aylesbury Buckinghamshire, HP17 8JB

Charity No. 1031545 Company No. 02881664

54