Consolidated Financial Statements For the Year Ended 31 March 2025 North Tyneside Company Number: 01763579 {England & Wales) A Company Limited by Guarantee ageuK Charity Number: 1049527 Age UK Newcastle and North Tyneside Contents, Legal and Administrative Detalls Page Board of Trustees Report 1- 16 Independent Auditors Report to the Members and Trustees of the Charitable Company 17-19 Consolidated Statement of Financial Acliviti8s 20-21 Consolidated Balance Sheet 22 Charity Balance Sheet 23 Cash Flow Statement 24 Notes to the Consolidated Financial Slatements 25-43 Age UK Newcastle and North Tyneside Contents, Legal and Administrative Detalls Company RegTStration Number.. 0176359 Registered in England and Wales Charity Reglstration Number: 1049527 Registered Offlce: The Bradbury Centr8 13 Saville Street West North Shields Tyne & Wear NE29 6QP Board of Trustees: Mrs. A. Scurfield Ms. T.J. Harrison Mrs. M. Rowell Mrs. F. Brown Mr. Rob Brown Mr. M. Cotton Mr. L. Gilder Dr. A. K8nt Mrs. R Redshaw Mr. C. Swan Chair Vice Chair Treasurer (appointed April 20241 (resigned September 20241 (appointed August 20241 Group Chief Executive: Ms D. McNally Group Chief Executive Auditors: Robson Laidler Accountants Limited Fernwood House Fernwood Road Jesmond Newcastle upon Tyne NE2 1TJ Age UK Newcastle and North Tyneside Board of Trustees Report Incorporating the Strategi¢ Report For the year ended 31 March 2025 OBJECTIVES AND ACTIVITIES The Trustees present their report and audited accounts for the year ended 31 March 2025. This was the fifth and final year of our five-year 2025 Strategy. Our 2025 Slrategy came into effect on 1 April 2020 following an independent service evaluation and full consultation process with Board members, staff, volunteers, customers, statutory partners, core funders and the wider public. The 2025 Strategy is performance-driven to achieve growth and the long-tem sustainability of the organisation whilst ensuring a personalised customer-focused service is always maintained. This includes the Group's wholly-owned subsidiary companies, EveryDay Care & Support Ltd and EveryDay Homes Ltd. PUBLIC BENEFIT STATEMENT The Trustees have referred to the guidelines contained in the Charity Commission's general guidance on public benefit when reviewing the year's aims and objectiv&s and in planning future activities. The Charity's aims and objectives are reported below to provide clear and demonstrable public benefit. Our Vision.. "A world where everyone enjoys later life." OLJr Mission.. "To help people make more of life." ACHIEVEMENTS AND PERFORMANCE Our 2025 six Strategic Aims and performance against these aims are as follows.. 1. Aim One: To Increase our flnancial sustainability and contrlbutions to our local economy 1.1. StrategTC Aim: Increase turnover by 10°/0 We achieved this by increasing Group turnover on the previous year by 60/0. At 31 March 2025, turnover was reported at £10.3m compared with £9.8m at 31 March 2024. 1.2. Strategic Aim: Plan, control and monitor the use of funds We reported a surplus of £104k, compared to a surplus of £374k in 2024. The significant investment in the digital transformation programme is the key reason for the differenGe in net operating result for the year. We planned for all non-core services to achieve a financial contribution between 5 % to 100/0 towards internal management and services charges which was achieved, core costs averaged 80/0 for the year. 1.3. Strategic Aim: Identify and invest in new business opportunities EveryDay Care & Support aims to donate 100010 of its prof1ts every year after adjusting reserves lo manage the finanGial risk ofthe company. In this year EveryDay Care and Support aims to donate £357k compared to £580k in the previous year.. 1.4. Strategic Aim: Secure sufficient income to provide a range of free services to those customers in the greatest need We raised £195k in new income and efficiencies during the year, which exceeded the target of £174k to ensure service5 were delivered during 2024-2025. 1.5. Strategic aim: Maintaln a level of cash reserves to manage the financial risk of the organisation The Group's cash reserves on 31 March 2025 were reported at £1.5m against a target of £1m. which is the level required to meet the financial obligations and liabilities of the Group. Age UK Newcastle and North Tyneside Board of Trustees Report incorporating the Strategi¢ Report For the year ended 31 March 2025 2. Aim Two: To Improve the Ilves of people in later life 2.1. StrategiG Alm: To engage and consult with communities to provide people in later life with the right services they need to make more of life We did this by: By investing in a part-time Community Engagement Officer role to consult with residents in partnership with Healthwalch North Tyneside. Thi5 unprecedented customer engagemenl piece was in preparation for our new five-year 2030 Strategy. It also supported the North Tyneside Council ambition to become an Age Friendly Borough and the refresh of the borough's Ageing Well Strategy. Restructuring the physical activity provision within Health & Wellness following extensive feedback from customers to provide 14 follow on classes located across the entire borough. / Supporting our well-established partnership arrangement with Operation Veteran. This relationship enabled us to continue lo provide outreach Information & Advice seNices once a month to veterans and their families. This is a notoriously difficult group to reach but. thanks to this successful relationship, outcomes have been significant. and feedback continues to be positive. Partnering with additional hard to reach communities, for example, The Fisherman's Mission and Making Waves {a carer support group) allowed us to provide monthly information and advice to people who may have had difficulty reaching us through the usual channels. Continuing to support North Tyneside Council's ambition to make its Community Hubs more prominent. We continue to deliver monthly outreach services within three of the six Community Hubs providing Information & Advice appointments into the heart of the oommunity. This enabled us lo raise our profile and partner with the local authority and CAB to address the Winter Fuel Payments change for local older residents, wilh a great outcome for residents. Quarterly engagement with a sample of our customers in every service to request their feedback and to ask for input to help improve and broaden service provision. All services participated, including those in HM Prison locations. Further cementing our support with innovators and entrepreneurs engaged with Ihe Centre for Ageing and the Internet of Caring Things. We worked with local businesses to help them develop new products and services for the benefit of older people. We did this by joining regular workshops and introducing customers to end-user forums to explore ideas. This included physical product5 and apps. By continuing to strengthen our partnership working with health specifically within the ICB funded Care Point, and Admiral Nurse services. A high percentage of these interventions are made within the customer's home, ensuring that they feel confident in discussing all matters which are important lo them. 2.2. Strategic Aim: To engage and Consult with customers to improve sep4i¢es We did this by: O Continuing to engage with customers through quarterly service evaluations and in their own homes via Guided Conversations. We met with 872 cuslomers in their own home, an increase on last year from 700. We carried out 483 conversations against a target of 149. Encouraging 207 customers to be involved with and accessing more than one service within our Group portfolio. In an increasingly online world, we increased our social media audience to a following of 12,774 against a target of 11,891. Our websites attracted on average 4,000 users each quarter. Our consultation and engagementwork within the community allowed us to attend 107 planned events and meet face to face with 1,809 residents. Consulting with 872 EveryDay Care & Support & Wellbeing Centre customers, which is an increase on the 631 customers we engaged with in the previous year. The outcorne showed 94 % of our customers are happy with the standard of support thal they receive and when they receive it. Age UK Newcastle and North Tyneside Board of Trustees Report incorporating the Strategic Report For the year ended 31 March 2025 990/0 of customer5 said that they feel that staff treat them with dignity and respect. 97 /0 of customers reported that staff who visil them listen to them and act on what they say. 94D/o said that when staff visit them, they are involved in their care and support. 92)/o of our customers said that care and support delivered to them at home helps them maintain or improve their quality of life. 74tr/0 of our customers are now using technology to support them to remain living independently in their own homes. 94% of customers said they feel that staff have the knowledge and training to provide them with a high standard of care and support. 85 % said that when their care worker visits them they are asked what support they need and whether they are happy with the care and support provided. 2.3. Strategic Aim.. To campaign on issues that affect people in later life We did this by supporting a total of 45 campaigns against a target of six these included-. Loneliness and isolation O Fraud and scam awareness / Cost of living crisis O Elder abuse Know what we do- Age UK national campaign O Cost of cold- Age UK national campaign O Winter Fuel Payments- Age UK national campaign We highlighted these campaigns using our social media platforms, magazine articles, our newsletter, local and regional TV news bulletins and BBC radio Newcastle. 2.4. Strategi¢ Aim: To improve how our sen4ices aro accessed We did this by: O Engaging with customers as part of our consultation and engagement work across the borough on the high street, at community venues, gyms, libraries and with regular groups i.e. U3A. / Responding to telephone Galls which amounted to 30,552 against a target of11,160. Many ofthese calls were in response to the changes in Winter Fuel Payment eligibility. / Engaging with housebound, older people in their own homes using the Guided Conversation model and regular customer evaluations conducted by our Customer Service Team. Our service specific evaluations exceeded the target of 29 delivering 30 evaluations across the 4 quarters. O Continuing our outreach programme delivery within 3 of the 6 Council Communily Hubs, within Operation Veleran, the Fisherman's Mission and Making Waves in addition to home and office appoinlments. We engaged with 279 customers within community venues against a target of72. Benefit gains exceeded the £1.5 million target and £1,659,350 was awarded to older people in North Tyneside. O We established a refreshed Heallh & Wellness activity programme right across the borough and in two Wellbeing Centres and Havelock Place. Attendances rose from 4,127 to 5,536. Customers accessing free, 12-week falls prevention classes in Strength & Balance rose to 1,115 compared to last 2023-2024, which saw 920 take advantage of the provision. These classes now take place in three different venues at three different time slots to encourage customer take up. By providing a virtual exercise programme for those unable to attend community venues seeing views leap to 10,135 against a target audience of 604. We increased delivery to 7 HMP locations providing 732 activity sessions and saw 7,447 individual attendances against a target of 7,300. O Ensuring our Admiral Nurse service continues to be locality-based and has dedicated resources working in North Shields, Whitley Bay, Wallsend and the west of the borough. The Admiral Nurse team supported an average of 366 customers on a monthly basis against a target of 260. The team delivered 861 home visits against a target of 780. Age UK Newcastle and North Tyneside Board of Trustees Report incorporating the Strategic Report For the year ended 31 MarGh 2025 O By continuing with our programme of dementia specific activity for those who care for people living with dementia., 110 individuals accessed these services against a target of 48. O Home visits continue as part of our Befriending service. Customer numbers rose to an average of 29 against a baseline of 15 in Ihe previous year. Wellbeing interventions for those who are lonely or isolated rose from 460 in the previous year lo 1,365. Of those customers who touched this service, 18 long-term 'lasting relationship5, were created. O We increased the number of social offerings to 6 and worked with partners, for example, The Grief Circle to provide services from the Bradbury Centre with the aim of increasing footfall and service awareness. Attendances at these events rose to 519 against the previous year's baseline of 220. rf Establishing Care Point team members in NHS locations ensures access to health professionals and saw customers in service rise to 335., 157 customer aims and goals were achieved as a result. Care Point continues to meet with customers in their homes. O By maintaining our 34 ne￿orkS we continue to highlight our offer and have enabled additional referrals. Increasing our Partner portfolio to 84 partners against a target of 72 has allowed us lo provide a truly holistic offer to our customers. We increased referrals to and from partners to 2,157 against a target of 1,800. Encouraging customers to use technology to maintain safety in their home, EveryDay supported 528 customers. which was an increase of 228 customers on the previous year. / A new objective was to supported customerslfamilies to access their care & support records digitally and we successfully supported 292 to register for our free customerlfamily app. O Referring 4,037 people into services, compared with 3,600 sel as the larget. 2.5. StrategiG Aim: To provide information and advice to people over 50 We did this by: O Delivering 483 guided conversations. compared with 176 in the previous year. O Promoting and delivering outreach services to veteran, f1sherman and c8rer groups and within Community Hubs. O Continuing to deliver the Information & Advice service through IAQP Ilnformation, Advice and Quality Programme}, an Age UK national standard. / Engaging with 872 people in their own homes. 2.6. Strategic Aim.. To support people to improve their financial independence We did this by: / Supporting 1.284 people in 2024-2025 to achieve financial independence, compared with 600 in the previous year. / Securing £1.65 million in unclaimed benefits. O Securing ongoing funding from Age UK. North Tyneside Council, The Headley Trust and Northern Gas Networks to maintain the team capacity. 2.7. Strategic Aim: To address social isolation and loneliness We did this by: / Supporting 30 customers and volunteers to main13in regular contact through home and telephone befriending. The numbers within the service fluctuated as we Greated 18 long-term friendships who subsequently exited the service. O Maintaining our own social group provision and welcoming customers to 6 individual offers encouraged footfall at our headquarters, where we hoped to raise awareness of the services on offer. Facilitating 519 attendances al our social groups, compared to a target of 220. O Maintaining the numbers of customers joining the Health & Wellness programme and for the first time introducing a membership card to encourage more regular attendances. O Supporting 1,284 customers to improve their financial independence and quality of life compared to target of 600. Age UK Newcastle and North Tyneside Board of Trustees Report incorporatTng the Strategic Report For the year ended 31 March 2025 By increasing customer numbers within dementia-specific social groups from 48 to 110 and SLSPPOrting more carers with information and support. / Supporting 7,447 attendances of older people across seven prisons: HMP Northumberland, HMP Frankland, HMP Holme House, HMP Durham, HMP Kirklevington Grange and HMP Deerbolt. This compares with 6,110 in the previous year. / We increased overall attendance across our three Wellbeing Centre's Cedar Grove, Linskill Park, and Rowan Croft by 1°/0, rising from 790/0 to 80Yo against the previous year. Rowan Croft maintained a strong attendance throughout the year, achieving a 9 10 increase, exceeding the target of 75 %. Linskill Park ended the year 30/0 below target, impacted by a reduction in referrals and cancellations due to ill health, bereavement, or transitions into residential care. Despite these challenges, we Continued to provide a wide range of Health & Wellbeing activities, entertainment and social activities across all sites. These included music sessions {ukulele. singing) arts and crafts activities Local entertainers and karaoke. baking and cake decorating, reminiscence sessions and quizzes, gardening and outdoor social events, use of technology- Alexa and RITA- table tennis and games, chair-based Pilales and Home Fit exercise, dancing and day trips to local venues. We also strengthened partnerships with key organisation5 such as Age UK North Tyneside Health & Wellness service to enrich our range and engage the local community. The impact of these activities continues to be significant. reducing social isolation, foslering new friendships, and improving the overall wellbeing of our customers. 2.8. Strategic Aim: Safeguarding people in their communities allowing them to feel safe in their own homes We did this by: O Reporting 126 safeguarding reports in line with the North Tyneside Safeguarding threshold. There were 118 low-level, seven substantial and one critical safeguarding reports. In the previous year we recorded 131 safeguarding reports. 2.9. Strategic Aim: To engage more people in activities to improve their physical wellbeing We did this by: O We created a Gugtomer pathway within Health & Wellness which encouraged participants within Strength & Balance to move into a Health & Wellness class on completion of their free 12-week course. Both services were delivered at the same venue to encourage a seamless transition. The virtual class offer was added for people who struggled to attend aS112 weeks to enable them to continue to exercise at home. We were funded by the ICB to deliver a pilot to support 19 pharmacy students to increase confidence and communications skills, specifically with older people. The Strength & Balance service was the vehicle for this delivery, O Delivering the ICB-funded Strength & Balance programme which provided 1,115 patienl attendances. O Delivering a weekly activity program in Extra Care Schemes including seasonal indoor and outdoor events- parties and social gatherings, Easter, summer BBQ, Garden parties, Halloween, Christmas events , coffee mornings, afternoon tea, visits by local entertainers. choir visits, movie afternoonl nights, weekly bingo, reminiscence events, quizzes, arts and crafts and board games. 1,096 people participated, an increase compared to 365 in the previous year. Age UK Newcastle and North Tyneside Board of Trustees Report Incorporating the Strategic Report For the year ended 31 March 2025 2.10 Strategic Aim: To work within the Integrated Care System to provide a holistiG approach to supporting people to continue to live at home with long-term conditions We did this by: / Maintaining the number of referrals to Care PoTnt lo help customers re-engage with their communities and lo increase their confidence and independence. The service received 335 referrals against a baseline of 300. Referrals were received from a wide range of health practitioners throughout North Tyneside. Referral routes varied from hospital-based physios, pharmacists and nurses to community- based nurses, social workers, and well-being teams. The service is delivered as part of the enhanced Care Point programme and commissioned through the North East and North CLsmbria Integrated Care Board. / Increasing the number of people accessing the Strength & Balance Programme. We supported 1,115 Strength & Balance customers to attend 226 physical activity sessions. Our sessions are delivered entirely face-to-face with customers encouraged to access either virtual or community-based offers to follow on and maintain their physical improvement. rf Increasing the number of people accessing our Admiral Nurse Service to a monthly average of 366 customers against a target of 310. This service continues to be funded by North East and North Cumbria Integrated Care Board and delivered in partnership with Dementia UK. / Our dementia activity provision remained unchanged: customer numbers increased to 110 from a baseline of48 in the previous year. This service offers a direct gateway into Admiral Nursing when carers require additional advice and support. Strategic Aim: To support people to remaln independent and to Continue to live at home We did this by delivering a domiciliary care setvice in the following areas through EveryDay Care & Support.. O Care at Home in the North-west service delivered 6,549 hours compared with 8,494 in the previous year, a decrease of 23°/0. O Care at Home in Whitley Bay service delivered 23,665 hours of Gare and support, compared with 23,487 in the previous year, An increase of 0.8°/0 rf Care at Home in Wallsend service delivered 8,687 hours of care compared with 10.597 hours in the previous year, a decrease of 18Q/o. O Care at Home in North Shields service delivered 3,858 hours compared with3,390 hours in the previous year. an increase of 140 O Care at Home Newcastle delivered 31,695 hours compared with 31,517 in the previous year, an increase of 0.6 %. O EveryDay Living throughout the year has seen a decrease in both commissioned and private packages. The service ended the year delivering 3,357 hours compared with 4,105 in the previous year, a decrease of 18°/0. O Extra Care Housing collectively delivered 253,045 hours compared with 277,181 in the previous year, a decrease of 80/0. / In total, EveryDay Care & Support delivered 330,856 hours compared with 350,277 in the previous year, a decrease of 6¥0. 2.12. Strategic Aim: To provide opportunities for generations to meet There were limited opportunities for older and younger generations to meet, but we were Successful in delivering a Christmas event within our Befriending service. This was hosted at the Bradbury Centre with Befriending Volunteers and 12 local school children participating. Age UK Newcastle and North Tyneside Board of Trustees Report incorporating the Strateglc Report For the year ended 31 March 2025 2.13. Strategic Aim: To provide carer support and carer relief Our Admiral Nurse team supported on average 366 carers at any one time during the year. Our Dementia Coordinators continue lo deliver Meeting Centres, MCST, Cuppa Clubs and Singalong activities. The activity programme continues with funding from the Ballinger Trust and North Tyneside Council. The Admiral Nurse team continue lo interact with several local networks including Admiral Nurse NE, Making Waves, North Tyneside Palliative Care & EOL Development Group, Northumbria Healthcare Delirium & Depression Steering Group, OPMH and Dementia ICS Group, Improving Frailty Link5 Group.. virtual wards and UCR, Northumbria Healthcare Cognitive Stimulation Therapy carers group and continue to work in close partnership with North Tyneside Carers Centre. The team regulady deliver 3D {dementia, delirium and depression) training to carers and local partners to increase knowledge. We have successfully secured additional funding from the Barbour Foundation and Dementia UK to enable us to launch an Admiral Nurse service in Newcastle. 3. Aim Three:"To bè leaders in providing high-quality services, and thereby meeting t'he objectives of our Quality Policy 3.1. Strategic Aim: To maintain a high level of customer satisfaction We did this by: O Conducting regular satisfaction surveys across the organisation. EveryDay Care and Support, EveryDay Living, Wellbeing Centres and Charity services, achieving a high level of cuslomer satisfaction based on Net Promoter Scores. Recording the number of compliments and complaints to better understand areas of improvemenl. 31 complaints were received during 2024-2025," 1,569 compliments were received in 2024-2025. 3.2. Strategic Aim., To maintain a high level of customer service We did this by: Continuing lo review the outcome of 6-8-week customer evaluations conducted during the year, which consistently reported a net promotor score of 10 compared with an average of 9 in the previous year. O Encouraging 996 customers against a target of 280 to participate in service evaluation surveys. 3.3. Strategic Aim: To increase the number of people using our serrfice We did this by: InGreasing the number of Gontacts with customers from 39,163 to 42,247. O Increasing the number of new customers from 3,533 to 3,746. O Supporting 756 customers to achieve their goals. We sign posted 1,384 customers to partner services and made 4,319 referrals, compared to the previous year Ihe numbers recorded were 850 and 3,368. O Increasing the number of enquiries via our website from 486 to 780. / Continuing to promote our services across all social media platforms and on our websites. The Charity website achieved 4,433 users, while the EveryDay Care & Support website achieved 1,964 users. O Offering free virtual exercise classes hosted on YouTube for the benefit of those who were unable to attend. These attracted 10,135 hits far outweighing the target of 604 3.4. Strategic Aim: To achieve external recognition as a quality provider of services We did this by: O Maintaining CHAS in May 2024 and demonstrating that we had an effective Health & Safety Management system in place across the Group. O Maintaining ISO.. 9001 assessment which took place in April 2024. We were commended for demonslraling further development and for the maturity of our systems and processes. O Completing and publishing our Data Security & Protection Toolkit (DSPT) register in June 2024 to measure our performance against the National Data Guardian's 10 data security standards. Age UK Newcastle and North Tyneside Board of Trustees Report incorporating the Strategic Report For the year ended 31 March 2025 4. Aim Four: To be a partner of cholce? 4.1. Strategic Aim.. To identify and consolidate the number of organisations working on behalf of older people in North Tyneside, to strengthen the offer to our Customers The vision to create a One Stop Shop continued and we added 9 new partners to our existing portfolio to improve our customer pathway lo provide addilional services. As a result, referrals lo and from partners were 2,157 and signposts to partners were 1,278 for the year. 4.2. Strategic ATM: To work to alleviate the Climate Crisis in North Tyneside We did this by: / The Group Chief Executive continuing to be part of the discussions and groups working to alleviate the climate crisis in North Tyneside. O By communicating regularly with our staff and customers on energy efficiency and carbon reduction. / By achieving a Silver Award from North Tyneside Council in the Carbon Reduction Awards. We aim to achieve the Gold Award next year. We were also finalists in the North Tyneside Business Forum Carbon Reductions Awards. / Using 700/0 of suppliers local to us, maintaining the levels achieved in the previous year. 4.3. Strategic Aim: To strengthen the relationship with partners rf We did this by identifying nine new partners during the year and offering a total of 123 services to older people. 4.4. Strategic Aim: To work collaboratively to improve the lives of our customers We did this by working with members of key decision-making Boards and Groups that impact on older people including.. O North Tyneside Cabinet The key items raised at Cabinet meetings by the Group Chief Executive included offering to support older people to engage in May elections and participate in the council's budget engagement, which were both taken up and actioned. / Health & Wellbeing Board This Board focused on developing the implementation plan for the Equally Well Strategy. Age UK North Tyneside are a key delivery partner for this plan. In 2024-2025 the Group Chief Executive and the Chief Executive of Healthwatch North Tyneside presented the outcome ofan extensive stakeholder engagement and consultation exercise carried out over the summer in line with the World Health Organisation's Age- friendly Cities Framework standard. The Group Chief Executive is leading on North Tyneside becoming an Age Friendly Borough on behalf of the Health & Wellbeing Board. Age Friendly North Tyneside Working Group This Working Group has delegated responsibility from Ihe Health & Wellbeing Board to progress the boroughs Age Friendly status. The group is led by the Group Chief Executive and will in 2025 include refreshing the boroughs Ageing Well Strategy. / Poverty Intervention Partnership Board The Group Chief Executive is a member of this Board which works with the Poverty Partnership Network supported by the Head of Charity Sewices. A key achievement during 2024-2025 was the partnership between North Tyneside Council, Citizens Advice Bureau and Age UK North Tyneside to support older people following the government's withdrawal of the Winter Fuel Payment. The partnership worked with 179 older people, submitted 248 benefil appliGations and secured £1,086,794 in unclaimed benefits Age UK Newcastle and North Tyneside Board of Trustees Report incorporating the Strategic Report For the year ended 31 March 2025 Age Friendly Newcastle Our Head of Charity Services joined regular Newcastle Elders Council meetings lo ensure that we were prepared with best practice and knowledge to utilise as part of an application for Age Friendly Community status should this be approved by North Tyneside Council Cabinet. O Newcastle City Hospitals Frailty Strategy Group The Group Chief Executive is a member of this newly formed group. The purpose of the Group is to lead and coordinate excellence in care for older people vulnerable to or living with frailty throughout the Trust, the local community and surrounding regions. The Frailty Group will.. Oversee the development, implementation and monitoring of a Trust Frailty Strategy. Contribute to collation of annual frailty benchmarking and dissemination of report. Review relevant quality metrics such as CQUINIBPT. Develop, coordinate and monitor frailty specific education and improvement projects across the Trust Overseeldisseminate setvice improvement projects regarding optimisation of frailty across organisation and region. Contribute to coordination of frailly care across region reducing duplication and producing clear referral pathways. Escalate areas of concem to Clinical Outcomes and Effectiveness Group and add any risks to the Risk register where appropriate. O Age UK Brand Partner As an Age UK Brand Partner. we were members of the Age England Association {AEA} and the Group Chief Executive was Co-Deputy Chair of the Executive Committee. The AEA prepared an annual action plan ofwork reflecting how brand partners would work together to benefit older people. This work focused on the development of a new Shared Strategy and Ne￿Ork Agreement lo strengthen the brand and our collective offer to older people. The AEA became domiant on 31 March 2025 with the introduction of new governance arrangements and the first Ne￿Ork Committee meeting in January 2025 O Age UK Board of Trustees The Group Chief Executive is one of￿0 English Brand Partner Trustees, serving on the Board ofTrustees of the national Charity. O Age UK Network Commiltee The Group Chief Executive was elected as the Vice Chair of the newly established Ne￿Ork Committee. a subcomTnittee of the Age UK Board of Trustees which represents the new govemance arrangements implernenled to support the delivery of the Age UK Shared Strategy. Our Shared Future All Age UK Brand Partners signed up to a new Network Agreement and Shared Strategy in December 20224. This concluded over four years work by the Age UK Network to allow the Network to work better together to Greate an even greater impact for older people. The key aims of the Shared Strategy are as follows.. Transforming Public Attitudes Age UK aims to challenge negative stereotypes and misconceptions about older people, promotsng a more positive and inclusive view of aging. Tackling Poverty and Inequality The strategy addresses the disproportionate impact of poverty and inequality on older people. advocating for policies and services that ensure their financial security and wellbeing. Building Strong Partnerships Age UK works collaboratively with various stakeholders, including government, local authorities, and other organisations, to deliver seNices and advocate for Ghange. Delivering Impactful Services The strategy focuses on providing a wide range of services, including information and advice, support for people living with long-tenn conditions, and assistance with navigating the benefits system. 10 Age UK Newcastle and North Tyneside Board of Trustees Report incorporating the Strategic Report For the year ended 31 March 2025 Advocating for Policy Change Age UK actively advocates for policies that support older people's rights and wellbeing, incSuding housing, healthcare, and social inclusion. Age UK North Tyneside's 2030 Strategy has been developed to ensure it delivers on the Shared Strategy in North Tyneside 5. Aim Five.. To be an employer of cholce 5.1. Strategic Aim.. To recruit, induct and support new staff and volunteers to give them the best possible start We did this by: O Meeting the demand for expanding services by recruiting 145 new staff, cOMpa￿d with 84 in 2023-2024. Our Recruiter continues to put a strong focus on recruitment to ensure we meet demand for our services. / Recruiting 20 new volunteers, Compared with seven in 2023-2024. We continue to actively advertise specific volunteering roles. O Achieving low staff turnover in EveryDay Care & Support in line with the industry average O Turnoverwithin the Charity increased during the year due to the restructuring ofteams and funding ending. 5.2. Strategic Aim: To invest in the training and personal developmenl of our staff and volunteers to help them achleve their fu51 potential We did this by.. / Ensuring availability of all mandatory training for staff and volunteers. SinGe we launched Access LMS e-Leaming, we have seen a significant increase in completions of mandatory training Ensuring that many of our new volunteers were inducted into their service area by delivering service-based basic training and induction. Our volunteer onboardin9 is constantly being reviewed to provide a better induction experience. Delivering a Group induction for all staff and volunteers. Providing personal development training throughout the year. 38 employees completed personal development training in 2024-2025., many are still in progress and will be completed in the next 12 10 18 months. O We continue to identify talent through our appraisal process across all levels of staff within the organisation 5.3. Strategic Aim: To communicate regularly with our staff and volunteers We did this by: Producing monthly briefings by the Group Chief Executive and, where necessary, special briefings regarding pay changes, strategy updates, etc. O Quarterly Manager meetings to discuss organisation wide performance, risk, and strategic developments O Producing where necessary a weekly Core Briefing on the back of Senior Leadership Team meetings lo update staff on significant changes in a timely and efficient way. O Running Better Health at Work campaigns throughout the year in various forms such as email. survey5 and team events which retained our ambassador status. O Managers host one-to-one meetings and team meetings throughout the year. Age UK Newcastle and North Tyneside Board of Trustees Report incorporating the Strategic Report For the year ended 31 March 2025 5.4. Strategi¢ Aim: To regularly engage and consult wtth our staff and volunteers We did this by: / Reviewing the Cornmuni¢ation and Engagement Strategy about howwe communicate and engage with staff and volunteers. / Working with new lechnology to engage more frequently with everyone in the organisalion. O Carrying out regular staff sutveys to monitor satisfaction ir)cluding the work we undertook with Society Matters to identify those staff who might need additional support wth the cost of living. We received 60 response5, 85% from North Tyneside staff and 11.670/0 from Newcastle slaff. 810/0 of staff said they were making ends meet. 42 % said they felt stable and there was a positive increase (from the initial survey) in people being able to make ends meet. The work enabled us to create short and longer term objectives lo support our slaff. O Group Chief Executive chairing the Employer Engagement Forum which meets quarterly to ensure the staff have a voice. O Hosting staff monthly or bi-monthly team meetings. 5.5. Strategic Aim: To improve the health and wellbeing of our staff and volunteers We did this by: O Successfully maintaining Ambassador status of the Better Health at Work programme 2024-2025. Campaigns delivered included cancer awareness, quit smoking, Get Off Your Feet Britain, Mental health awareness month (wear it green day) finance and pension preparation for retirement in conjunction with DWP. Continuing to work with Anxious Minds where we pay for up to six sessions of professional advice for staff who are suffering from stress, anxiety, or mental health issues. O Promoting a free service to those staff suffering with health and wellbeing issues to Able Futures who offer up lo nine months of confidential support, guidance, and advice free of charge through a simple referral process. O Delivering refresher training to our seven Mental Health First Aiders. 5.6. Strategic Aim: To identify, invest and support our future leaders We did thTS by., / Completing staff appraisals during the year. O Supporting 20 care staff to complete their Level 2 in Adult Ca￿. O Supporting one staff member with their Level 5 career development. O Supporting two apprentices to complete their apprenticeships in finance and marketing. O Identifying talent at Officer. Coordinator and Manager level and considering future opportunities for these individuals. 5.7. Strategic Aim: To recognise and reward our staff and volunteers We did this by: O Maintaining our Real Living Wage employer slatus. Running employee and volunteer of the year awards and recognising finalists and winners at a lunch event hosted by the Group Chief Executive. We were delighted to award Barry Cardno (ladies walking football coach) as the Volunteer of the Year. 12 Age UK Newcastle and North Tyneside Board of Trustees Report incorporating the Strategic Report For the year ended 31 March 2025 6. Alm SIX: To make North Tynoside age-friendly 6.1. Strategic Aim: To strengthen the voiGe of people in later life We did this by.. / Campaigning on 40 issues affecling older people, see 2.3. / Regularly meeting the Older People's Champion. Councillor Janet Hunter. / Regularly meeting with our local MPS, especially Sir Alan Campbell, to support concems following the withdrawal of the Winter Fuel Payments in autumn 2024. Engaging regularly with people in later life, see 2.1 . / Communicating regularly with people in later life, see 2.2. / Supporting older people to vote in the May local elections in partnership wilh North Tyneside Council. Supporting older people to engage in the North Tyneside Council budget process. 6.2, Strategic Aim: To work to increase the housing options for people in later life We did this by.. O Developing a Houslng Strategy, which will be delivered by our subsidiary company EveryDay Homes Limited. / Working towards Registered Provider status to drive forward wider affordable housing options. 6.3. Strategic Aim: To identify and invest in a flagship One Stop Shop, Health & Wellbeing Hub for people 50+ We did this by., O Working with 84 local partners who included their 84 serviGes on a menu of seNices for older people to access. 6.4. Strategic Aim.. To work to make North Tynesido an age-friendly borough in line with the World Health Organisation Standard We did this by., O Working with Healthwatch North Tyneside to carry out an extensive stakeholder consultation over the summer of 2025 collating feedback aligned lo WHO'S Age-friendly Cities Framework standard. Achieving 870/0 {92 % in 202>2024) of the strategic objectives set. We have seen and felt the appetite from older people to return to both physical and social activities. We addressed this by delivering borough wide physical provision linked to a pathway of services enabling customers lo remain active and engaged with our services. Strength & Balance now successfully feeds the Health & Wellness provision. ORGANISATION FINANCIAL REVIEW 1. Overview At the year end the Group reported an operating surplus of £104k (after exceptional charges, gainsllosses on the pension scheme}, compared with a surplus of £374k in 2024. 2. Incoming resources Total incoming resources for 2024-2025 were £10.3 million compared with £9.8 million in 2023-2024. The increase was mainly attributable to an increase in turnover in EveryDay Care and Support Ltd services. Our charitable income generation target for the year was £174k. we ended the year achieving £195k. Age UK Newcastle and North Tyneside Board of Trustees Report incorporating the Strategic Report For the year ended 31 March 2025 3. Assets The Charity's assets are being held to enable it to carry out its objectives. The movements in fixed assets during the year are set out in note 12 to the accounts. 4. Investments The Articles of Association state that, in furtherance of the objects, the Charity shall have the power to "invest monies not immediately required for its purpose in or upon such investments, securities or property as belhought fit, subjecl nevertheless to such conditions if any and such consents if any as may for the time being be imposed or required by law" Age UK North Tyneside hold all shares in EveryDay Care and Support Ltd and EveryDay Homes Ltd. 5. Pension Age UK North Tyneside has complied wth FRS 17 and disclosed its proportion of the Age UK Final Salary Scheme liability. The Age UK Retirement Benefit Scheme has provided participating employers with their breakdown of the assets and liabilities (see note 211. The defined benefit scheme is closed to new entrants and the actuarial valuation of the scheme defiGIt at 31 March 2025 is £0. To maintain the surplus. the Charity is required to make additional payments of £5,017 per month over 111 months. 6. Reserves The Group Finance & Resources Committee, on behalf of the Board of Trustees, EveryDay Care & Support Ltd Board of Directors and EveryDay Homes Ltd Board of Directors, conducts an annual review of the level of reserves to ensure that reserves are sufficient to address the financial risks of the Charity and its wholly owned subsidiary to ensure that there are sufficient reserves to invest in the organisation's development in line with the strategic plan. The annual review in March 2024 concluded that Age UK North Tyneside should continue to accrue designated reserves equivalent to three months normal revenue expenditure for each individLsal cost Gentre, plus potential staff redundancy costs, in cash. The Reserves Policy is reviewed annually in FebruarylMar¢h in light of the findings and conclusions of the Financial Risk Audit and the recommendations from the Budget Report. 4 The operating surplus of £140k was recognised for the year, and losses on the pension scheme were reported at £36k which returned a Group surplus of £104k for the year. 4 Unrestricted General Fund in line with its policy, Age UK North Tyneside needs lo accumulate a contingency reserve equivalent to three months of normal revenue expenditure plus potential staff redundancy costs in cash which would calculate to £1 million. Bank balances at 31 March 2025 less defer￿d nGome and payments in advance are reported at £1.5 million which exceeds the target by £500k. 4 Designated Funds- The Charity has four designated funds; the Strategic Development Fund, Replacement Fund for properties with Housing Responsibilities, Charitable Service Development in Newcastle and the Property and Defined Benefit Pension Fund. (Further details can be found in note 21.) 4 Restricted Funds- the funds balances are not available for general charity use but are only expendable in accordance with the objectives declared by the donor, further details of restricted funds can be found in note 17. 14 Age UK Newcastle and North Tyneside Board of Trustees Report incorporating the Strategic Report For the year ended 31 March 2025 PLANS FOR THE FUTURE PERIOD Future direction, challenges, priorities, and threats 2024-2025 was the fifth and final year of the 2025 strategy, and the newfinancial year marks a new strategy period for the organisation, the 2030 Strategy. We have undertaken a signif1cant strategy consultation piece in which more than 3k individuals engaged with us lo help shape our strategic aims and objectives for the new five year period. The 2030 Strategy was approved by the Board of Trustees on 26 March 2025 and includes new Vision, Mission, Values and Strategic Aims as follows- Vision Communities that value people in later life every day Mission To 5UPPOrt people in later life to live their best life every day Values Caring Empowering Inclusive Bold Proactive Diligent Respectful We display kindness. empathy and compassion We invest in people and build confidence We engage, involve and collaborate to achieve more We welcome challenges with confidence We inspire people to be well motivated, high performing, and flexible We are responsible, open, honest and truthful We alway5 consider people's feelings, rights and wishes Aims Aim1 To continue to improve our financial sustainability and increase our contribution to the economy To improve the lives of people in later life in line with WHO'S Age-friendly Cities Framework slandard To continue to deliver customer-led exceptional service that consistently exceeds expectations To continue to be a partner of Ghoice and one stop shop for people over 50 To continue to be an employer of choice Aim2 Aim3 Aim4 Aim5 1. The Charity: The Charity's headline 2030 Stralegy was agreed as follows.. Aim: To provide a range of services to allow people in later life to remain connected and valued by their communities How: 1. By improving access to services. 2. By strengthening the voice of people in later life. 3. By providing a range of services to improve social participation, isolation, and loneliness. 4. By offering opportunities for people to positively contribute to the community- 5. By providing opportunities for people to remain living independently at home and connected lo their community. 6. By providing appropriate communication and information. 7. By de5ivering a range of preventative services. 15 Age UK Newcastle and North Tyneside Board of Trustees Report incorporating the Strategic Report For the year ended 31 March 2025 Strategic Objectives 202>2026 No current services are being curtailed or terminated in 2025-2026, they are all aligned with the 2030 Strategy. We will.. O Continue to pursue the establishment of a Neighbourhood Network based on informal volunteering which directly links into our locality plans. O Continue to provide a high-quality Information, Advice & Guidance setvice across the borough and within Community Hubs. We will continue to support customer5 to maximise their household income through unclaimed benefits to improve Iheir standard of living. Our aim will be to be regarded as the'one Stop Shop, for older people. O Work to reduce social isolation and loneliness by providing services that address some of those feelings le.g. Befriending, social groups, dementia specific activities. older people in prison and an enabling seNice via Care Pointl. / Safeguard people in their communities allowing them to feel safe in their own home. Using our own and partner services i.e. Tyne and Wear Fire and Rescue Service, Safe & Healthy Homes, etc. O Provide older people with health and wellbeing services aligned to the NHS 10 Year Plan, to prornote areduction in hospital admissions and ensure that people live longer at home whilst maintaining their independence le.g. physical and social activities, dementia support and Admiral Nurses). O Support more people to live independently at home by developing a handyperson service (EveryDay Homes). O Work in partnership wilh the Carers Cenlre and others to provide carer support and carer relief by increasing the number of carers accessing our dementia and Admiral Nurse services through carers, support groups, providing aGtivities and offering short beaks. Expand our dementia service into Newcastle, we have secured funding for two years through the Barbour Foundation and Dementia UK. / Continue to lead on achieving Age Friendly status for North Tyneside through the Health & Wellbeing Board. O To continue to work in partnership with Search Newcastle to develop our offer and establish a presence in Newcastle. / To increase attendances at Wellbeing Centres and align further with Health and Wellbeing hubs and Community Health & Wellness programmes. O To consult and engage with all stakeholders to determine the priorities for delivery in Newc8StIe. 2. EveryDay Care & Support EveryDay Care & Support's headline 2030 slrategy is as follows.. Aim: To provide opportunities for people lo remain living independently at home and connected to their community How: 1 . By providing a range of care and support services, including specialist services to people in their own homes. 2. By being identified as a preferred care provider by local authorities across the North East of England and Registered Social Landlords of Extra Care Housing Schemes. 3. By developing dorniciliary care in the community around Extra Care Housing Schemes to support a dispersed workforce and to maximise efficiencies. 4. By developing and delivering new service models to prevent individuals from being admitted to hospital and to support individuals to return home from hospital. 5. By delivering services to allow carer respite. 6. By improving access to services. 7. By offering opportunities for people to positively contribute to the community. 8. By providing appropriate communication and information. 16 Age UK Newcastle and North Tyneside Board of Trustees Report Tncorporating the Strategic Report For the year ended 31 March 2025 Strategic Objectives 202>2026 O To refresh the EveryDay Living Service across North Tyneside O To increase the generalist care at home hours delivered in the community by continuing to use Extra Care Schemes as Hubs. O To maintain the number of Extra Care Schemes the company delivers care into as Hubs and investing further in hybrid roles. To continue to deliver and improve the specialist dementia service in Havelock Place and work to maintain the scheme at capacity O To work in partnership with North Tyneside Council to review and improve the pathways to support hospital avoidance and a safe and timely discharge from hospital / To influence the use of Assisted Technology in individual's homes as part of care and support planning. / To continue to deliver a health and wellbeing programme into extra care schemes as well as engaging Gustomers in the community. O To engage and consult quarterly with our customers, and report and implement change. To support the Charity's key campaigns to support the Health & Wellbeing Strategy in North Tyneside and Newcastle by tackling inequalities. O To support the climate crisis in North Tyneside and Newcastle, O To support the research pilot with Newcastle University by integrating a hospital to home service with the current NHS discharge medicine service. To implement fully all new digital platforms in line with the digital transformation programme. To expand the EveryDay Living Service in Newcastle. d To expand the Care at Home service in Newcastle. d To maintain the number of Extra Care Housing Schemes the company delivers care and support into in line with the new contract. / To explore and submit any further opportunities for new contracts within home care and day care services in Newcastle. 3. EveryDay Homes The EveryDay Homes headline 2030 Strategy is as follows.. Aim: To provide safe and well-designed affordable housing. How: By influencing the plans for well-designed affordable housing. By increasing the number of homes available for people in later life in the North East. By achieving Registered Housing provider status and providing good quality homes. By delivering an excellent Gustomer experience. Strategic Objectives 2025-2026 To work towards achieving Registered Housing Provider status and operate in line within the housing regulations by investing in the company's infrastructure. / To use the North Tyneside Market Housing Needs Analysis to identify the housing needs the company wll invest in. / To identify assets for acquisition and remodelling into affordable housing for people in later life and develop an i nve5tment strategy to secure acquisitions.. 17 Age UK Newcastle and North Tyneside Board of Trustees Report incorporating the Strategic Report For the year ended 31 March 2025 5. Age UK NT Corporate Support Services Age UK Corporate Support Service's headline 2030 strategy is as follows.. Aim: To provide a range of support services to allow the organisation to deliver its 2030 Strategy. How: Improving our financial sustainability and increasing our contribution to the economy. 2. Continuing to be an employer of choice. 3. Continuing to deliver excellent customer-led services. 4. Raising our profile and attracting new customers. 5. Continuing to be a partner of choice. 6. Regularly communicating and engaging with our stakeholders. 7. Continuing to improve our services through the increased use of technology. 8. Reviewing the current estate and investing in the right locations. Strategic Objectives 202S-2026 O To communicate the outcomes of our 2025 Strategy to our key stakeholders and customers O To communicate our plans for the upcoming 2030 Strategy to our key stakeholders and Gustomers. To continue with the digital transformation programme in line wth the Digital Strategy and plan to expand the digital strategy which aims lo irnprove services to customers and families. To introduce and implement new financial software for the Group in line with the digital transformation programme. / To review the Group's People Strategy in line with the strategic aim of continuing to be an employer of choice. O Reviewing key policies to strengthen the Group's position on sickness and absence and to ensure the organisation is well prepar&d for the Employment Rights Bill. To achieve all external Quality Standards for the Group. To set up new intemal Quality Framework for the Group. To review the Marketing Strategy in line with the new 2030 Strategy working with our marketing partner, JUMP. STRUCTURE, GOVERNANCE AND MANAGEMENT Governing documents The Charity's goveming doGuments are its Articles of Association. Organisational structure The Charity is managed on behalf of the Trustees by the Group Chief Executive. Dawn McNally, leading a Senior Leadership Team including a Group Chief Finance and Operating Officer, Victoria Jones., Head of Finan￿, Sharon Robinson.. Head of Quality and Transformation, Angela Dawson., Head of EveryDay Care & Support, Kerry Parker., Head of Charity Services, Sonya Roe and Head of EveryDay Homes, Phillip Curran. Employrnent policies The Charity operates several key employment policies including Equality, Diversity & Inclusion and Health & Safety. Pay policy for senior staff The Board does not differentiate its pay and conditions of service for senior staff from other employees. 18 Age UK Newcastle and North TynesTde Board of Trustees Report incorporating the Strategic Report For the year ended 31 March 2025 Board of Trusteeslcompany Directors The body responsible for the govemance of the Charity is the Board of Trustees. who are also Directors under company law. The Board meets at least four times a year and Trustees are elected for a recurring Ihree-year term {maximum of nine years) and the Chair for a maximum of three-year terms. The Board can comprise of up to 15 members, including three co-optees and the Honorary Officers. The Trustees who served during the year arè listed on the inside front cover of this report. None of the Directors hold shares in either of the subsidiary companies. The Board of Trustees may appoint people to fill any casual vacancies that occur during the year among elected members of the Board. such appointments to terminate at the end of the lerm for which the original member was elected. The Board has three Committees.. The Group Finance & Resources Committee meets six times a year wilh specific responsibilities for the management ofthe Group's assets and liabilities, the agreement and monitoring of the Group's annual budget and management of the investment portfolio. The Group Risk and Compliance Committee meets four times a year with a remit lo ensure effective risk and quality management Systems a￿ in operation. this includes reviewing compliance with statutory requirements under Health & Safety, diversity and inclusion and safeguarding. The Executive Committee meets on an ad hoc basis and provides a mechanism for urgent decision-making. This Committee did not meet during the year. PRINCIPAL RISKS AND UNCERTAINTIES The systems of internal control are designed to provide reasonable, but not absolute, assurance against material misstatement or loss. Internal control processes implemented by the Trustees include: O Group Risk and Compliance Committee scrutiny of the Risk Registers. O A Strategic Plan and Annual Budget approved by the Trustees. Regular consideration by the Trustees of the financial results, variances from budget, forecasts. and performance indicators. Delegation of authority and segregation of duties. / Identification and management of risk and statutory compliance issues including safeguarding. Risk The Trustees have in place a fomial Risk Management Framework and Policy lo assess risks and implement risk management strategies. Five Strategic Risk Registers are in place, which are scrutinised at monthly Senior Leadership Team meetings, which can include a member from the Group Risk and Compliance Committee. An annual work programme is also in place to plan and prioritise this work. The process identifies the types of risk the Charity faces. prioritises them in temis of the likelihood of occurrence and potential impact and identifies the means of mitigating these risks. STATEMENT OF TRUSTEES. RESPONSIBILITIES The Trustees (who are also Directors of Age UK Newcastle and North Tyneside for the purposes of company law) are responsible for preparing the Board of Trustees Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). 19 Age UK Newcastle and North Tyneside Board of Trustees Report incorpoTating the StTategT¢ Report For the year ended 31 March 2025 Company law requires the Trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company and the incoming resources and application of resources. including the income and expenditure, of the charitable company for the year. In preparing these financial statements. the Trustees are required to-. O Select suitable accounting policies and then apply them consistently. O Observe the methods and principles in the Charities SORP 2019 (FRS 102). O Make judgements and estimates that are reasonable and prudent. / State whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements. O Prepare the financial statements on a going concern basis unless it is inappropriate lo presume that the charitable company will continue in operation. The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the asset5 of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the Trustees are aware.. O There is no relevant audit information of which the charitable company's auditor is unaware-, and / The Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and lo establish that the auditor is aware of that information. Approved by the Board on 13 August 2025 and signed on their behalf by.. 41J• Alyson SGurfield Chair 20 Age UK Newcastle and North Tyneside Independent Auditors, Report to the members of Age UK North Tyneside For the year ended 31 MarGh 2025 Opinion We have audited the financial statements of Age UK Newcastle and North Tyneside {the 'charitable company,) and its subsidiary {the 'group') for the year ended 31 March 2025 which Gomprise the Stalement of Financial Activities. Group and Charitable Company, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Slandard 102 The Financial Reporting Standard appliGable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements: O give a true and fair view of the slate of the group's and charitable company's affairs as at 31 March 2025, and of the group's incoming resources and application of resources, including its income and expenditure, for the year then ended., have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice., O have been prepared in accordance with the requirements of the Companies Act 2006. Basis for opinion We conducted our audit in accordance with International Standards on Auditing (UK) {ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethiGal 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 We have nothing to report in respect of the following matters in relation to which the ISAS (UK) require us to report to you where.. O the trustees, use of the going Goncem basis of accounting in the preparation of the financial statements is not appropriate., or O the trustees have not disclosed in the financial statements any identified material uncertainties that may cast significant doubl about the group's or charitable company's ability to continue to adopt the going concern basis of accounting fora year of at least ￿e1ve months from the date when the financial statements are authorised for issue. Other information The trustees are responsible for the other information. The other information comprises the information included in the trustees, annual report, other than the financial statements and our auditor's report thereon. Our opinion on the financial slalements does not cover the other information and, except to the extenl otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. In connection wth our audit of the financial statements, our responsibility is to read the other information and, in doing so, Gonsider whether the other infomation is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misslatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If. based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. 21 Age UK Newcastle and North Tyneside Independent Audltors, Report to the members of Age UK North Tyneside For the year ended 31 March 2025 Opinions on other matters prescrTbed by the Companies Act 2006 In our opinion, based on Ihe work undertaken in the course of the audit.. the information given in the truslees, report {incorporating the directors, report) for the financial year for which the financial statements are prepared is consistent with the financial statements., and o the directors, report has been prepared in accordance with applicable legal requirements. Matters on which we are required to report by oxception In the light of our knowledge and understanding of the group and parent charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors, report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion.. O adequate accounting records have not been kept by the parent charitable company, or retums adequate for our audit have not been received from branches not visited by us- or O the financial statements are not in agreemenl with the accounting records and retums., or certain disclosures of directors, remuneration specified by law are not made; or O we have not received all the informalion and explanations we require for our audit- or o the trustees were not enlitled to prepare the financial statements in accordance with the small companies, regime and take advantage of the small companies. exemptions in preparing the directors, report and from the requirement to prepare a strategic report. Responsibilities of trustees As explained more fully in the trustees, responsibilities statement set out on page 19, the trustees (who are also the directors of the charitable company for the purposes of company law} are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for a5se5sing the group's and parent charitable company'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 Gompany or to cease operations, or have no realistic altemative but to do so. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misslatements in respect of irregularities, including fraud. The extent lo which our procedures are capable of detecting irregularities, including fraud, is detailed below. We obtained an understanding of the legal and regulatory framework applicable to both the company itself and the industry in which it operates. We identified areas of laws and regulations that could reasonably be expected to have a material effect on the financial statements from our sector experience and through discussion with the directors and other management. The most significant were identified as the Companies Act 2006, UK GAAP IFRS1021 and relevant tax legislation. We considered the extent of compliance with those laws and regulations as part of our procedures on the related financial statements. Our audit procedures included.. O confirming with the trustees and management whether they have any knowledge or suspicion of fraud. O obtaining an understanding of the intemal controls established to mitigate risks related to fraud or non- compliance with laws and regulations., assessing the risk of management override including identifying and le5ting a sample of joumal entries., rf confirmation received from the banks to verify the balance as on the last day of the accounting year., / reviewing minutes of meetings of those charged wth governance. and 22 Age UK Newcastle and North Tyneside Independent Auditors, Report to the members of Age UK North Tyneside For the year ended 31 March 2025 O challenging the assumptions and judgements made by management in its significant acGounting estimales. Our audit did not identify any key audit matters relating to the detection of irregularities including fraud. However, despite the audit being planned and conducted in accordance with ISAS {UK) there remains an unavoidable risk that material misstatements in the financial statements may not be detected owing to inherent limitations of the audit, and that by their very nature, any such instances of fraud or irregularity likely involve collusion, forgery. intentional misrepresentations, or the override of inlemal controls. A further description of our responsibilities for the audit of the financial statements is located on the Financial Rèporting Council's website at-. www.frc.org.uklauditorsresponsibilities. This description forms part of our auditor's report. Use of this report This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required lo 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 charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed. Nicholas Cunningham Msc Bsc FCCA (Senior Statutory Auditor) For and on Behalf of Robson Laidler Accountants Limited Statutory Auditors Femwood House Fernwood Road Jesmond Newcastle Upon Tyne Tyne and Wear NE2 1TJ 23 Age UK Newcastle and North Tyneside Statement of Financial ActiVTties For the year ended 31 March 2025 Current financial year Unrestricted Restricted Designated funds funds funds Total 2025 Total 2024 Notes Income and endowments from: Donations and legacies Charitable activities Other trading activities Total income 57,899 2,142,824 7,973,871 10,174,594 57,899 2,276,336 7,973,871 10,308,106 24,584 2,289,153 7,458,252 9,771,989 133,512 133,512 enditure on: Raising funds Trading activities Charitable activities Total expenditure 6,954,977 3,070,596 10,025,573 6,954,977 3,213,501 10,168,478 6,179,612 3,183,390 9,363,002 133,512 133,512 9,393 9,393 Net gains I losses on investments Net incomel{expenditure) 149,021 {9,393) 139,628 408,987 Gross transfers between funds {202,192) 202,192 Other recognised gains I losses Actuarial gain l (loss} on defined benefit pension scheme Net movement in funds (36,000) (36,000) (35,000) (53,1711 156,799 103,628 373,987 Reconciliation of funds Fund balances at 1 April 2024 1,848,787 524,201 2,372,988 1,999,001 Fund balances at 31 March 2025 18 1,795,616 681,000 2,476,616 2,372,988 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. 24 Age UK Newcastle and North Tyneside Statement of Financial Activities For the year ended 31 March 2025 Prior financial year Unrestricted Restricted Designated funds funds funds Total 2024 Notes Income and endowments from: Donations and legacies Charitable activities Other trading activities Total income 24,584 2,098,606 7,458,252 9,581,442 24,584 2,289,153 7,458,252 9,771,989 190,547 190,547 enditure on: Raising funds Trading activities Charitable activities 6,179,612 2,983,450 9,163,062 6,179,612 3.183.390 9,363.002 190,547 190.547 9,393 9,393 Total expenditure Net gains I losses on investmenls Net incomel(expendTture) for the year 418,380 (9,393) 408,987 Gross transfers be￿een funds Other recogn7sed gains I losses Actuarial gain l {105sI on defined benefit pension scheme N8t movement in funds (35.0001 {35,000} 418,380 144,393) 373,987 Reconciliation of funds Fund balances at 1 April 2023 1,430,407 568.594 1,999,001 Fund balances at 31 March 2024 20 1,848,787 524.201 2,372,988 25 Age UK Newcastle and North Tyneside Group Balance Sheet For the year ended 31 March 2025 2025 2025 2024 2024 Notes Fixed assets Tangible fixed assets Investments 12 763,380 832,722 13 763,380 832,722 Current assets Stock Debtors Cash at bank and in hand 14 25,010 1,307,708 997,532 2,330.250 18,943 830,487 1,508,268 2,357,698 Creditors: amounts due within 1 year 16 {617,014} (817,432) Net current assets 1,713,236 1,540,266 Net assets 2,476,616 2,372,988 Reserves Restricted funds Unrestricted funds General funds EveryDay Care & Support Designated- Strategic Designated- Property and Pension Total unrestricted funds 17 18 18 984,616 811,000 392,000 289,000 1,140,416 708,371 189,640 334,561 18 18 2,476,616 2,372,988 Total reserves 2,476,616 2,372,988 These financial statements were approved by the Board of Trustees on 13th August 2025 and are signed on their behalf by: A Scurfield Chair M L Rowell Treasurer Company registration number: 01763579 The notes on pages 29 to 43 form part of these financial statements 26 Age UK Newcastle and North Tyneside Charity Balance Sheet For the year ended 31 MaTch 2025 2025 2025 2024 2024 Notes Fixed assets Tangible fixed assets Investments 574,563 250,004 824,567 581,558 250,004 831,562 Current assèts Stock 1,035 . 950,797 368,794 1,320,626 1,275 850,509 326,542 1.178,326 Debtors Cash at bank and in hand Creditors: amounts due within 1 year (229,304 {345,269) Net Gurrent assets 1,091,322 833.057 Net assets 1,915,889 1,664,619 Reserves Restricted funds Unrestricted funds General funds Designated - StrategiG Designated- Property and Pension Total unrestricted funds 19 1,234,889 392,000 289,000 1,140,418 189.640 334,561 1,915,889 1,664,619 Tolal reserves 1,915,889 1,664,619 These financial stalements were approved by the Board of Trustees on 13th August 2025 and are signed on their behalf by: A Scurfield Chair M L Rowell Treasurer Company registration number: 01763579 The notes on pages 29 to 43 form part of these financial statements 27 Age UK Newcastle and North Tyneside Cash flow statement For the year ended 31 March 2025 Note 2025 2024 Cash flows from operating activities Nel cash provided by (used in) operating activities {462,6261 443,886 Proceeds on disposal of fixed assets Purchase of tangible fixed assets Net cash provided by (used in) investing activities 2,639 {50,749) {48,110) 29,168 (276,8561 (247,6881 Cash flows from financing activities Repayment of borrowings Change in Gash and cash equivalents 1510,736) 196,198 Cash and cash equivalents at the beginning of the reporting pertod 1,508,268 1.312.070 Cash and cash equivalents at the end of the reporting period 997,532 1508 268 Breakdown of cash and ¢ash equivalents Change in cash and cash equivalenls 997,532 1,508,268 28 Age UK Newcastle and North Tyneside Notes to the financial statements For the year ended 31 March 2025 Accounting policies 1.1 BasTS of preparation of financial statements The financial statements have been prepared in accordance with 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} issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102). the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Accounting Practice. Age UK North Tyneside meets the definition of a public benefit under FRS 102. The financial statements are prepared under the historica1 Gost convention or transaction value unless otheNise stated in the relevant accounting policy notels}. The financial statements are prepared in Sterling which is the functional currency of the charity and rounded to Ihe nearest £. The significanl accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated. 1.2 Preparation of the accounts on a going concern basis In November 2020, a five year financial projection was prepared for the Board ofTrustees to support strategic planning for the Charity and its trading subsidiaries, EveryDay Care & Support Ltd and EveryDay Homes Ltd. These accounts reflecl the final year of that five-year projeGtion. The period has seen a significant year-on- year increase in actual turnover, which is a posilive development, alongside an increase in cash reserves. The Group has recently developed its 2030 strategy, which includes a new financial strategy to guide the next planning period. The organisation is projecting a surplus for the year ending 31 March 2026 and is expected to maintain cash reserves above its reserves policy. 1.3 Basis of ¢onsolidatlon The group financial statements consolidate the financial statements of the charitable company and its subsidiary undertaking, EveryDay Care & Support Ltd, on a line-by-line basis. A separate Statement of Financial Activities for the charity itself is not presented because the charity has taken advantage of the exemptions afforded by seclion 408 of the Companies Act 2006. 1.4 Fund structure The charity has restricted funds to account for the donor requiring that the donation must be spent on a particular purpose. All other funds are unrestricted income funds. The funds held in each of these categories are disclosed in the Reserves Notes. Unrestricted funds comprise those ftjnds which the trustees are free to use for any purpose to furtherance the charitable objectives. Designated funds a￿ amounts which have been put aside at the discretion of the trustees and are therefore not available for other purposes. Restricted funds represent grants, donations, legacies and assets which are allocated by the donor for specific purposes. 29 Age UK Newcastle and North Tyneside Notes to the financlal statements For the year ended 31 March 2025 1.5 Fixed assets All fixed assets are initially recorded at cost. Items under £500 in value are generally nol capitalised. The cost of fixed assets is depreciated over the expected useful lives of the asset as follows: Freehold land Freehold buildings Equipment Fixtures & fittings Office equipment Motor vehicles Computer equipment not depreciated straight line basis straight line basis straight line basis straight line basis reducing balance basis straight line basis 12.50/0 25.0% Amortisation is calculated to write down the cost less estimated residual value of all leases capable of exGeeding 25 years, as follows-. Long leasehold 100 years or lease term if less 1.6 Impairment of fixed assets Recoverable amount is the higher of fair value less costs to sell and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rale that reflects current market assessments of the time value of money and the risks specific to the asset for which the estimates of future cash flows have not been adjusted. 1.7 Investments Investments are included in the financial statement5 at cost less provision for any permanent diminution in value. 1.8 Stocks Stock are stated at the lower of cost and net realisable value after making provision for any obsolete or slow moving item. 1.9 Debtors Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. 1.10 Cash at bank and in hand Cash at bank and in hand includes Ga5h and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. 1.11 Creditors and provisions Creditors and provision5 are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds lo a third paty and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement after allowing for any trade discounts due. 1.12 Corporation tax The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 ofthe Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects. The group companies relieve their tax liability by making Gift Aid payments to the parent charity within nine months of the year end. 30 Age UK Newcastle and North Tyneside Notes to the financial statements For the year ended 31 March 2025 1.13 Pensions For defined benefil schemes the amount charged to the Statement of Financial Activity (SOFA) in respect of pension costs and other post-retirement benefits is the estimated regular cost of providing the benefits accrued in the year, adjusted to reflect variations from the cost. The interest cost and expected return on assets are included in the SOFA. Pension scheme liabilities are measured on an actuarial basis using a projected unit method and are discounted to their present value at a current rate of return on a high quality corporate bond of equivalent term and currency. Pension scheme assets are measured at fair value at the balance sheet date. Full acluarial valuations, by a professional actuary, are Dbtained at least every three years, and updated to reflect current conditions at each balance sheet date. The pension scheme deficit is recognised in full at the balance sheet date. Actuarial gains and losses arising from new valuations and from updating valuations to the balance sheet date are recognised in the SOFA. For contribution benefit schemes the amount charged to the SOFA in respect of pension Gosts represents the amount payable by the charity in respect of the year. 1.14 Income Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item of income have been met, it is probable that the income will be received and the amount can be measured reliably. Incom& from government and other grants, whether'capital" or'revenue" is recognised when the charity has entitlement to the funds, any performance Gonditions altached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred. Income from Gommercial trading activities is recognised as eamed (as the related goods and services are provided). Interest receivable is recognised on a receivable basis, when the amount can be measured reliably - this is normally upon notification of the interest paid or payable by the bank. Income from charitable activities includes income received under contract or where the entitlement to grant funding is subject to specific performance conditions is recognised as earned (as the related goods and services are provided). Grant inGome included in this category provides funding to support customer service activities and is recognised where there is an entitlement, certainty of receipt and the amount can be measured with sufficient reliability. Income is deferred when related grants are received and the performance conditions relating to its entitlement are not yet met. Donations represent cash received in respect of specific and general donations during the year. Legacies have been recognised when Age UK North Tyneside is notified of its legal entitlement. the amount is quantifiable and its ultimate receipt is confirmed. Grants of a revenue nature are credited to income in the period to which they relate. 31 Age UK Newcastle and North Tyneside Notes to the financial statements For the year ended 31 March 2025 1.15 Expenditure Expenditure is recognised once there is a legal or constructive obligalion to make a payrn8nt to a third party, it is probable that settlement will be required and the amount of the obligation Gan be measured reliably. Expenditure is classified under the following headings-. Costs of raising funds are comprised of direct fundraising costs and investment management costs. Expenditure on charitsble activities includes the costs associated with the provision of customer support services and includes both the direct and support costs relating to the activities of the charity. Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred. 1.16 Allocatlon of support costs Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support cosls include back off Gosls, personnel, payroll and governance costs which support the charity's (and the group's) activities. These costs, which have not been directly apportioned, have been allocated between cost of raising funds and expenditure on charitable activities. The bases on which support costs have been allocated are set out in the support costs note. 1 .17 Operating leases The charity and the group classify the leasing of equipment as operating leases; the tille to which remains with the lessor and the expected economic life of the lease. 1.18 Joint venture Investments in joint ventures are stated at the charitable company s share of net assels. The charitable company s share in the profit and loss of the joint venture is included in the consolidated statement of financial activities using the equity based method. Critical accounting estimates and areas of judgement In the application of the group'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. In the application of the group's accounting policies, the trustees are required to make judgemenls, estimates and assumptions about the carying 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 faGlors that are considered to be relevant. Actual results may differ from these estimates. Defined benefit ension scheme liabilit The present value of the Local Government Pension Scheme defined benefit liability depends on a number of factors that are determined on an actuarial basis using a variety of assumptions. The assumptions used in delemiining the net cost (income) for pensions include the discount rate. Any Ghanges in these assumptions (disclosed in note 23) will impact the carrying amount of the pension liability. Company structure The company is limited by guarantee. Every member of the company undertakes to contribute to the assets if the company is wound up while helshe is a member or within one year of ceasing to be a member, such amount as may be required not exceeding £1. 32 Age UK NewGastle and North Tyneside Notes to the financial statements For the year ended 31 March 2025 Donatlons Unrestrlcted funds Restricted funds Designated funds Total 2025 Total 2024 Donations LegaGy 57,899 57,899 22,584 2,000 24,584 57,899 57,899 Included in donations is an amount of £41,760 received from Tynemouth Village Day Centre following the planned closure of the charity. Charitable actlvltles Unrestrlcted funds Restricted funds Designated funds Total 2025 Total 2024 Charitable trusts grants ContraGtslSLA income Private individuals Income from transport 189,676 1,268.427 621,565 63,156 2,142,824 133,512 323.188 1,268,427 621,565 63,156 429,086 1,310,064 492,553 57,450 133,512 2,276,336 2,289,153 Other trading actlvitles Unrestricted funds Restrlct8d fund Designated funds Total 2025 Total 2024 Income from EveryDay Professional care and support Catering income Rental income from assets Sale ofsundry items Other income 7,804,588 155,637 12,669 977 7.804,588 155,637 12,669 977 7,306,593 145,763 5,501 392 7,973,871 7,973,871 7,458,252 33 Age UK Newcastle and North Tyneside Notes to the financial statements For the year ended 31 March 2025 7. Expenditure on charitable activities 7.1. Direct costs Unr8strlcted Restricted Designated Funds Funds Fund Total 2025 Total 2024 Staff & volunteer costs Premises costs Overhead costs Motor vehicle costs Depreciation Loss on disposal of fixed assets Marketing & promotion Food & provisions Audit fees Legal & professional fees Project & development work Sundry purchases for re-sale 1,854.555 732,699 330,785 21,373 33,173 116,634 1,971,189 732.699 340,097 21,373 42,566 1,839,141 718,844 473,830 23,705 40,578 1,365 2,150 6,053 10,920 29,519 14,054 23,231 9,312 9,393 1,594 7,218 8,946 62,055 19,7781 27,976 3,070,596 1.594 7,218 8,946 62,055 12,212) 27,976 3,213,501 7,566 113,512 9.393 3.183,390 7.2. Support costs 2025 2024 Executive team FinanGe HR & training Marketing & communication Quality & performance Governanca 192,493 148,333 166,010 53,034 64,987 45,598 147,307 168,351 147,307 63,132 42,671 42,088 610,856 Total support costs 670,455 7.3. Governance ¢o$ts 2025 2024 Slaff related costs Legal and professional fees Other costs 45.598 55,165 3,113 38,783 26,972 1,854 67,609 Total governance costs 103,876 34 Age UK Newcastle and North Tyneside Notes to the financial statements For the year ended 31 March 2025 Net income from tTading activity of subsidiary companies and associate companies The charity has a wholly owned subsidiaries which are registered in England and Wales. EveryDay Care & Support Ltd and EveryDay Homes Ltd which provides home care and catering setvices to adults of all ages. EveryDay Care & Support Ltd EveryDay Care & Support Ltd will donate £356,68312024 - £580,120) of its profits generated for the year to Age UK North Tyneside. A summary of the Irading results is shown below. The audited financial statements will be filed with the Regislrar of Companies. Profit and loss account 2025 2024 Turnover Cost of sales 7,960,225 7,455,087 17,660,223) 16,899,911) 555,176 Net Profit 300.002 Balance sheet summary Fixed assets 188,817 1.682.307 11,060,395) 810,729 251,164 1,704,076 {996,8691 958,371 Current assets Current liabilities Net assets EveryDay Homes Ltd EveryDay Homes Ltd was incorporated on 21 February 2019, the company has remained dormant for the year ended 31 March 2025. Net income l expenditure The group surplus I deficit 15 stated after charging I (crediting) 2025 2024 Depreciation - owed assets 117,452 101,615 10. Auditors, remuneration Total auditor's remuneration amounts to an audit fee of £17,500 (2024: £16.020) 33 Age UK Newcastle and North Tyneside Notes to the financial statements For the year ended 31 March 2025 11. Analysis of staff ¢ost$ and key management remuneration: 2025 2024 Total salary Gosls analysed by-. Wages and salaries National insurance contributions Pension contributions 7,277,420 592,833 219,241 8,089.494 6,693,812 495,071 192,043 7,380,926 The number of employees who received total employee benefits (excluding employer pension costs) of more than £60,000 is as follows.. 2025 2024 £60.001 - £70,000 £120.001- £130,000 £130,001- £140,000 No trustee received any remuneralion or reimbursement of expenses {2024-. £nil) The key management personnel of the parent charity Gomprise the Trustees. Group Chief Executive and Leadership Team. The total employee benefits of the key management personnel of the parent charity were £428,649 {2024- £417,386). The average headcount of people employed by the group (including casual and part time) during the year was.. 2025 2024 Executive team Leadership team Managers Co-ordinalols Nurses Off1cers Assislanls 19 29 15 26 281 267 354 339 34 Age UK Newcastle and North Tyneside Notes to the financial statements For the year ended 31 March 2025 12. Tangible fixed assets Group Freehold Land & Buildings Fixtures & Fittings Motor Vehicles Total Cost or valuatlon At 1 April 2024 Additions 1,200,439 724.414 50,749 124,726 2,049,579 50,749 {21.4921 2,078,836 Disposals At 31 March 2025 {21,492} 753.671 1.200.439 124.726 Depreciation At 1 April 2024 Charge for the year Disposals At 31 March 2025 739,224 9,393 420,118 91.256 (18,8531 492,521 57,515 16,803 1,216,857 117,452 118,853} 1,315,456 748,617 74,318 Net book value At 31 March 2025 451,822 261,150 50,408 763,380 At 31 March 2024 461,215 304,296 67,211 832.722 Charity Freehold Land & Buildlngs Fixtures & Flttings Motor Vehicles Total Cost or valuation At 1 April 2024 Additions 1,200,439 385,170 36,569 (12,569) 409,170 43.191 1,628.800 36,569 112,569) 1,652,800 Disposals At 31 March 2025 1,200,439 43,191 Depreciation At 1 April 2024 Charge for the year Disposals At 31 March 2025 739,224 9,393 275,460 30,515 111,571} 294,404 32,558 2,658 1,047,242 42,566 {11,571) 1,078,237 748,617 35.216 Net book value At 31 March 2025 451,822 114,766 7,975 574,563 At 31 March 2024 461,215 109,710 10,633 581,558 35 Age UK Newcastle and North Tyneside Notes to the financial statements For the year ended 31 March 2025 13. Investments Group 2025 Group 2024 Charity 2025 Charity 2024 Investments in wholly owned subsidiarie5 250,004 250,004 250,004 250,004 14. Stock Group 2025 Group 2024 Charity 2025 Charity 2024 Consumables 25.010 18,943 1,035 1,275 15. Debtors Group 2025 Group 2024 Charity 2025 Charity 2024 Trade debtors 568,488 330,830 408,390 178,338 319,615 332.534 50,018 197.533 32,495 670.751 950,797 99,066 199,511 27,226 524,706 850,509 Prepayments Accrued Income Amounts owed by group companies 1,307,708 830,487 At 31 March 2025, the Group was owed funds from the local authority which had been delayed due to an ongoing issue with the online portal invoicing system, 16. Creditors Group 2025 Group 2024 Charity 2025 Charity 2024 Trade creditors 181,683 42,652 134,461 242.376 15,842 617,014 215,540 45,113 127,856 375,423 53,500 817,432 149.577 7,950 35,548 20,387 15,842 229,304 163,006 15,496 40,321 72,946 53,500 Other creditor5 Othertaxes and social security Accruals Deferred income 345,269 Deferred income Deferred income comprises grants relating to future periods or income relating to services not yet delivered. 36 Age UK NewGastle and North Tyneside Notes to the financial statements For the year ended 31 March 2025 17. Restricted funds Group and charity Year ended 31 March 2025 At At 11412024 Income Expenditure Transfers 311312025 Ballinger Trust 20.000 120,0001 Headly Trust 45,000 (45,0001 NGN VCMA Funding 21,837 121,837) NHS- ICB Homefil for Students 36,000 (36,000) NEAS Strategy Engagement Veterans Places, People and Pathway Programme Funding Climate Change ReGognition 2,625 (2,625) 1,250 (1,250) 5,800 15,800) Food Support 1,000 (1,000) 133.512 1133,5121 RestTi¢ted funds Year ended 31 March 2024 At 11412023 At Income Expenditure Transfgrs 311312024 Ballinger Trust Headly Trust Age UK MCST Funding Sporting FDfc8S NHS - ICB Digital Transformation Fund Big Lottery Community Fund- Ageing Better Big Lottery Ending Loneliness NHS ICB Health Inequalities Grant 20,000 22.500 14,623 13,784 {20,0001 (22,5001 114,6231 113,7841 67.995 167,9951 37,011 (37,0111 3,000 11,634 13,0001 111,6341 1190.547> 190,547 37 Age UK Newcastle and North Tyneside Notes to the financial statements For the year ended 31 March 2025 Restricted funds BallingerTrust-. 3 years funding from April 2023, at £20,000 received to fund two Dementia Co-ordinator roles which are part of the Dementia Connections Service. Headley Trust: £45,000 received consisting of£20,000 for the period April 2024- December 2024 and an additional £30,000 for the period April 2024- March 2025. This is to support delivery of the Information and Advice Service. Northern Gas Networks". 2 years of VCMA projecl funding from January 2023 at £21,000 to support the delivery of the Information and Advice Service. NHS IBC: Homefil for Students.. £36,000 received for 1 year to support our Health and Wellness services. NEAS.. £2,625 received from NEAS to support slralegy engagernent as a result of our 2030 strategy. Age UK MCST Funding.. This is one off funding to support The Dementia Connections Services deliver activities. Sporting Forces". This is the second year of a IMO year funding working in partnership with Age UK Northumbedand to deliver the Veteran Places, Pathways and People project. NHS- ICB Digital Transformation Fund.. This is one off funding to support the Digital Transformation Project and the new CRM and Care Rostering System. National Lottery Community Fund - RC North East & Cumbrian region.. Aging Better Project with one year funding to support development and structure of activity delivery for the Strategic development of the Ageing Well Village at Backworth. Big Lottery Ending Loneliness.. This is a 4 year project working in partnership with VODA supporting Befriending services within North Tyneside which ended in June 2023. NHS ICB Health Inequalities Granl.. This is a working in partnership with North Tyneside VODA to develop and deliver activities program taller for 50+ residents for longer term engagemenl sustainability. 38 Age UK Newcastle and North Tyneside Notes to the financial statements For the year ended 31 March 2025 18. Unrestricted funds - gTOUP Year ended 31 MarGh 2025 At 11412024 At Income Expenditure Transfers 311312025 Unrestricted funds General fund Everyday Care & Support 1,140,416 708.371 1,848,787 2,214,369 7,960,225 10,174,594 {3,070,596} 700,427 {6,954,9771 1902,6191 110.025.573) 1202,192) 984,616 811.000 1,795,616 Designated funds Property and pension fund Strategic Development fund 334,561 189,640 {45,393) 11681 202,360 202,192 289,000 392,000 681,000 524,201 145.393) Total UnrestTiCted funds 2.372.988 10,174.594 110.070.966) 2,476,616 Unrestricted funds - group Year ended 31 March 2024 At At 11412023 Incomg Expenditure Transfers 311312024 Unrestricted funds General fund Everyday Care & Support 670,617 759,790 1,430.407 2,126,355 7,455,087 9,581,442 12,263,151} 16.899,911 } 19,163,062) 606.595 {606.595} 1,140.416 708.371 1,848.787 Designated funds Property and pension fund Strategic Development fund 378,954 189,640 568,594 144,3931 334,561 189,640 <44,393) 524,201 Total Unrestricted funds 1,999,001 9,581,442 {9,207,455) 2,372,988 Unrestricted funds All services are holding reserves in line with the organisations reserves policy. This means that each project 15 holding three months normal revenue expenditure plus potential staff redundancy costs in reserve. The three month5 normal revenue expenditure is calculated using the projected expenditure for each project for the next financial year ending 31 March 2026. Designated funds The property fund represents the net book value of the freehold properties. 39 Age UK Newcastl8 and North Tyneside Notes to the financial statements For the year ended 31 March 2025 Designated funds (continued) The strategic development fund was to support to 2020-2025 Strategy. covering., Establishing EveryDay Homes as a Registered Social Housing provider O Investment in a new transport fleet which is carbon neutral O Digital solutions to enhance our customer service and experience and achieve efficiencies across the Group. The final salary pension scheme liability equals the actuarial valuation recognised on the balance sheet. 19. Unrestricted funds- Charity Year ended 31 March 2025 At 110412024 At 3110312025 Income Expenditure Transfers Unrestricted funds General fund 1,140,418 3,500,771 13,204,108) {202,192) 1,234.889 Designated funds Propety and pension fund Strategic Development fund 334,561 189,640 524,201 145,3931 11681 202,360 289,000 392,000 (45,393) 202,192 681,000 Total Unrestricted funds 1,664,619 3,500,771 {3,249,5011 1,915,889 Year ended 31 March 2024 At 110412023 At 3110312024 Income Expenditure Transfers Unrestricted funds General fund 638,617 3,642,431 {3,172,630) 32,000 1,140,418 Designated funds Property and pension fund Strategic Development fund 410,954 18g,640 (44,3931 (32,000) 334,561 189,640 600,594 524,201 Total Unrestricted funds 1,239,211 3,642,431 (3,217,023) 1,664,619 40 Age UK Newcastle and North Tyneside Notes to the financial statements For the year ended 31 March 2025 20. AnalysTS of net assets b8tween funds For the year ended 31 March 2025 Unrestricted Restricted Designated Funds Funds Funds Total Funds Tangible fixed assets Net current assets 763,380 1,032,236 1,795,616 763.380 1.713,236 2,476,616 681,000 681,000 21. Pension Defined contribution scheme The group operates a defined contribution pension plan for its employees. The amount recognised as an expense in the period was £219.241 {2024'. £192,043). Defined benefit scheme The group operates a defined benefit scheme in the UK. A full actuarial valuation of the of the Age Concern Retirement Benefit Scheme was carried out as at 31 March 2019 and the results of this valuation have been updated to 31 March 2025 by a qualified independent actuary. As required by FRS102 the defined benefit liabilities have been measured using the projected unit method. The scheme closed lo new entrants and further benefit accrual. The disclosures below is provided in respect of Age UK Retirement Benefit Scheme {"the Scheme,).. Total costs recognised in the period: 2025 £'ooo 2024 £'ooo Current service costs 12 10 Past service costs Other finance costs Pension expense recognised as an expense Amount recognised as other comprehensive income Total recognised 12 10 (48) (361 (45) {35) The amounts recognised in the balance sheet are as follows: 2025 £'ooo 11,8081 2,019 2024 £'ooo Fair value of scheme liabilities (2,070) 2,190 Fair value of scheme assets Paragraph 28.22 surplus restriction Surplus in the scheme (2831 (1201 41 Age UK Newcastle and North Tyneside Notes to the financial statements For the year ended 31 Mar¢h 2025 2025 £'ooo 2,070 99 2024 £'ooo Change in present value of the defined benefit obligation: Opening defined benefit obligation Interest cost Actuarial (gain)Iloss arising on scheme liabilities Benefits paid (including expenses) Liabilities in scheme at end of the year 2,053 97 {2591 1102} 1.808 19 {99) 2,070 2025 £'ooo 2024 £'ooo Change in fair value of scheme assets Opening fair value of scheme assets Expected return on scheme assets Actuarial (lossesllgains Employer contributions Benefits paid {inGluding expenses) Total market value of assets 2,190 99 2,187 97 1144} 60 (40) 55 (114) 2,091 {109) 2,190 Major Categories of scheme assets as a percentage of total assets 2025 2024 Equities Diversified growth Gifts and bonds 14.5 69.9 63.7 Infrastructure 14.5 13.4 Cash 100 100 2025 2024 Principle actuarial assumptions at the balance sheet date Discount rate 5.80 4.go RPI Min 3/0 Max 5% 3.65 3.70 RPI Max 2.5°/0 2.00 2.05 Retail Price Index (RPI) Inflation Inflation assumption (CPI) 3.10 3.20 2.30 2.40 2025 Years 2024 Years The assumed life expectations on Tetirement at age 65 Retiring today- males Retiring today- females Retiring in 20 years - males Retiring in 20 years - females 86.7 86.7 88.9 88.6 88.0 88.0 90.1 90.1 42 Age UK Newcastle and North Tyneside Notes to the financial statements For the year ended 31 March 2025 22. Commitments under operating leases At 31 March 2025 the company had total commitments to the end of the lease under non-cancellable operating leases as set out below.. Group 2025 Group 2024 Charity 2025 Charity 2024 Within 1 year More than 1 year and less than 5 years 501,324 15,039,720 15.541,044 162,240 501,324 15,039,720 162,240 162,240 15.541,044 162.240 23. Related party transactions There have been no related party transactions in the current or previous year. 24. Controlling party The members of the Board of Trustees, as subscribers, are considered to be the controlling party. 25. Reconciliation of movement in funds to net cash flow from operating activities 2025 2024 Net income l (expenditure} for the period Ad'ustments for.. 139,628 408,987 Depreciation Pension scheme adjustment (Increase} l Decrease in stock Decrease I (increase) in debtors {Decrease} l increase in creditors Net cash provided by operating activities 117,452 136,000) (6,067) 1477,2211 {200,4181 (462,626) 101,615 (35,0001 (11,0181 {342,152) 321,454 443,886 43 Age UK Newcastle and North Tyneside Notes to the financial statements For the year ended 31 March 2025 26. Analysis of changes in net debt 1Apr 2024 Cash flows 31 Mar 2025 Short term cash borrowings Long temi cash borrowings Total liabilities Cash and cash equivalents 1,508.268 1510,736} 997,532 Total not debt 1,508.268 (510,7361 997,532 44