REAL DPO LTD (Limited by Guarantee) Company Number: 03213172 Charity Number: 1061671 TRUSTEES, ANNUAL REPORT AND AUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Kingston Burrowes Audit Ltd Statutory Auditors 308 Ewell Road Surbiton Surrey KT6 7AL Contents Chair and Trustees, statement.................................................. Introduction by our Senior Management Team (SMT)...................................................... Name, registered Offi￿ and constitution........................................................................... About Real.......................... Quality of Ourwork.......................................................................................................... Key principles and objectives................................................................... Public benefit that is provided by the charity.................. 1. Real Support (Advocacy and Advi￿ Serv1￿),............................................................. 2. CATCH Real's Hate Crime Advocacy service............................................................. 10 3. Real Homes Housing Campaign.................................................................................11 4. Real's EmploymentWork............................................................................................12 Real Employment Support (RES).......................................................................12 Empowered Employment (Employment for Children and Young People)...........13 5. Equality Impact Assessments (Cornerstone)......................-.... .14 6. Engaging Disabled People in Adult Social Care (EDP)...............................................15 7.Engaging Disabled People Suniey- Learning Disability..............................................18 8. Embedding Disability A¢￿sS Programme Phase 2 (Disability Competency...............18 Positive impact................................. .18 9. Disability and Wellbeing (Quality of Life)................. .19 10. Inclusive Construction...............................................................................................20 11. Communities Keeping Well.......................................................................................21 12. Work towards future periods.....................................................................................22 13. Significant events afterthe year-end.........................................................................25 14. Administration . .25 14.1. Trustees.................-..-..-......................................................................................25 14.2. StatutoryAuditors:...............................................................................-..............26 14.3. Bankers............ .26 15. Structure, governan￿ and management................. .26 16. Management pay............... .27 17. Risk.............................. ..27 17.1. Approach to risk management........... .27 17.2. Risk analysis......................... .28 18. Wider economic environment .. .30 19. Financial information....... .31 19.1. Share capital.............. .31 19.2. Financial review.................... .31 19.3. Financial reserves policy . .31 19.4. Statement as to disclosure of information to auditors .. .32 1 g.5. Directors and Trustees, responsibilities...................... .32 19.6. Methods of preparation of accounts........... .33 Chair and Trustees, statement The Board of Trustees presents its annual report and accounts for the year ended 31 March 2025. The Board is satisfied with Real DPO Ltd.'s performance during the year and with the organisation's position at 31 March 2025. The past year was one of significant change for Real. Jack Gilbert, who was appointed CEO in 2023, departed in September 2024. From that point, the organisation was led by the Senior Management Team (SMT), who demonstrated strong capability in financial management, project acquisition, and project delivery. Their leadership ensured continuity and stability, and their collaborative approach was well received by staff. The SMT was supported by HR and fundraising consultants, as well as by Henry Stone, former Chair of the Board. Real continues to focus its work in and around the London Borough of Tower Hamlets, providing advocacy, employment support, advice, co-production, and engagement services for local people. The organisation works to challenge and remove the barriers created by society-such as inaccessible environments, discriminatory attitudes, and a lack of reasonable adjustments-that prevent Disabled people from fully participating in everyday life. Changes in government and in the fundraising landscape have presented both challenges and opportunities during the year. Real supports anyone who identifies as Disabled, Dldeaf, or as having a long-term condition, in line with the social model of disability. The organisation also shares its expertise with government bodies, statutory agencies, and businesses to help them better understand and meet the needs of Disabled and Dldeaf people. Post-Balance Sheet Event: Since the end of the reporting period, the Board has appointed Sophie Ede as interim CEO, who joined the organisation in October 2025 and will serve for six months. The Board considers this a positive development that will strengthen leadership capacity and support Real's continued progress. Introduction by our Senior Management Team (SMT) In the absence of a CEO, this section has been completed by Real's Senior Management Team. During this period, Real continued to deliver ex￿lIent Advocacy and Advice services to Disabled people in Tower Hamlets and across London, with the service On￿ again achieving Advice Quality Standards in January 2025. The service was also expanded to include dedicated hours of Advice and Advocacy specifically for Dldeaf people, including the opportunity to receive support in British Sign Language. This valuable service demonstrates the importance of independent. locally delivered support in ensuring that Dldeaf and Disabled people can access the assistan￿ they need. Real also built on its strong reputation for outstanding Co-production work, collaborating with various statutory bodies to improve ac￿ssIbl11ty and ensure that Disabled residents, voices were heard by key decision-makers. We completed our first structured campaign on Housing and continued our research project exploring the quality of life of Disabled people across London. We also began to strengthen the marketing and delivery of our training packages, generating income by providing private training to a range of organisations. These training sessions focus on Disability Awareness and Reasonable Adjustments, supporting businesses and statutory bodies to better understand and meet the needs of Disabled and Djdeaf people. Name, registered office and constitution The full name of the charity is Real DPO Ltd, and is a company limited by guarantee. The charity is known as Real, which is a working name registered with the Charity Commission. The charity changed its name from Disability Coalition - Tower Hamlets on 16 August 2012. Date of Incorporation., 12th June 1996 Date of Registration: 4th April 1997 We are a registered charity (charity registration number 1061671 } and a company limited by guarantee (company number 3213172) The Registered Office is Jack Dash House, 2 Lawn House Close, London E14 9YQ About Real Real DPO is Tower Hamlets oldest and largest Dldeaf and Disabled People's Organisation. Our staff and board share lived experien￿ of Disability. As a user-led organisation, founded on the social model of disability, we recognise the complexity of multiple impairments, of identities that intersect diverse protected characteristics and the eXperIen￿S of those who were born with impairments, and those who acquired their impairments through illness, injury or ageing. We continue to work towards our Mission and Vision statements and began work to review our strategy this period. We launched the new strategic objectives at the AGM in May 2025. Our Vision and Mission AwDrldwithoutbBirier3wh8re Disablpdand Dldesf people are Yespected Dn(*ernpowFt(I, andexpErlence equity. WeempNerallDldgatand 04$aN8d peopletole8d their best kn¥es. * Wepromthe equityand incluslonfor8110198bied people. * Wèworktogethertoensureservices m8atallOi$abie(I P80ple* T)e#d8and r¢¢oÉni3eourdiver5e Iwed experiences. Wecombat intersettionaldlscrlmlnthion, prejudictand i¥norance again* imdiyidv41s, artd challenge 5y6ternic - IMDer8. We work to ensu conditions will h- others in a way t focus is generall: impact of our act with Inclusion Lo m health ble basis with 'eople. Whilst our to maximising the we work closely Tower Hamlets is a multicultural and diverse borough that presents many opportunities and challenges, including working across language barriers. Some of our staff speak community languages such as Bengalilsylheti and Somali. There are also many national, cultural, ethnic, LGBTQ+ andlor faith-based intersecting identities amongst our staff and board. Combined with the high number of Disabled staff and board members, this means we are uniquely well placed to effectively work with, support and campaign for Disabled people in all our diversity. Quality of Our Work Real is committed to delivering high-quality, rights-based services led by and for Disabled and Dldeaf people. We hold two recognised quality standards: the Advocacy Quality Performance Mark (QPM) and the Advice Quality Standard (AQS). These standards demonstrate our strong governance, effective casework practice, robust safeguarding and our commitment to continuous improvement. Advocacy QPM advice quality standard Recognising quality in independent advocacy A key part of maintaining quality across our services is our approach to learning and reflection. Staff undertake regular peer shadowing, where colleagues observe each other's practi￿ and exchange constructive feedback. This helps ensure consistency, strengthens skills and supports a culture of openness and shared learning. Staff also participate in frequent training and upskilling, both internally and with external organisations, ensuring our work remains current, evIden￿-baSed and responsive to the needs of the communities we serve. During the QPM assessment in April 2024, the assessor highlighted several areas of strong practi￿ within Real: "The commitment andpassion of the Real advocacy team and senior management is very clear.. Real is run by and for Disabled people, Real has excellent lived experience leadership practice and members of the Board have used the advocacy setvices." "Real has an excellent approach to equality and diversity, evidenced in their recently reviewed Vision and Mission statements which explicitly 'promote intersectional equity and inclusion for all Disabled people,. Real offers opportunities for people who use seNices to become involved in group advocacy, consultations, campaigns and service development and clearly champions the voices of Disabled people." "Real works to empowerpeople to self-advocate through the provision of workshops run in community venues, for example on Rights to Infom7ation, nin in response to feedback from people who use seryices." "Support for advocates was positive, ft>stering good morale, with praise for open, transparent and compassionate staff management practices. Leaming was highly valued across the organisation." "Real is committed to addressing systemic issues, with campaigns led by Disabled people, for example around housing issues and rights to reasonable adjustments." Key principles and objectives We adhere to the following principles: We want to help our members: have the same life chan￿S as everyone else access their rights, including human rights overcome discrimination live independently.. . Independently means living with any support they need, where they choose, how they want, with the money to do it. We want to be.. accessible perS0n-￿ntred friendly and supportive empowering professional We want the organisation to have an excellent reputation.. to be trusted by Disabled people and their families, and have good bNO-way communications" and to be a key player in the London Borough of Tower Hamlets and more widely in (North East) London. We aim to be an excellent employer, offering a supportive and accessible work environment for a diverse staff and volunteer team. Public benefit that is provided by the charity In fonming our mission, objectives and the principles underlying them, the Trustees have given due regard to the Charity Commission's published guidance on public benefit. Real provided the following services in furtherance of its charitable objectives.. Real Support (Advocacy and Advice service) Real's Hate Crime Advocacy Service Real's Housing Campaign Real Employment Support Employment for Children and Young People Equality Impact Assessments (Cornerstone) Engaging Disabled People in Health and Social Care Embedding Disability Access Programme Phase 2 (Disability Competency Programme) Disability and Wellbeing (Quality of Life) Inclusive Construction Communities Keeping Well 1. Real Support (Advocacy and Advice Service) Real Support brought together all of Real's Advocacy and Advice activity into one accessible and person-centred service for d/Deaf and Disabled people in Tower Hamlets. Our advocates and advisers used their own lived experience of disability to provide meaningful, practical and effective support that enabled people to make informed choices, challenge discrimination, and navigate complex systems. This holistic approach ensured that each person received tailored information, advocacy or guidan￿ based on their specific circumStan￿S and aspirations. We were particularly pleased that during this period Real Support expanded its reach at grassroots level. As part of the Tower Hamlets Connect consortium, our advocates and advisers delivered appointment-based support directly within GP practices in PCN5. These were Harley Grove Medical Centre, Tredegar Practice, Ruston Street Clinic and Grove Road Surgery. Providing the service in trusted community health settings allowed more Disabled residents to aC￿sS early help and social welfare support through a simple and familiar route. We also strengthened our inclusion offer for Dldeaf residents by introducing dedicated British Sign Language appointments and integrating SignLive interpretation. This ensured that D/deaf people were able to communicate directly with us in their preferred language, widening aC￿sS across the borough. Across all components of Real Support, the Servi￿ was delivered independently, in line with the Advocacy Charter, and with a consistent focus on empowerment, equality and user-led practice. Impact Real Support provided a wide range of advocacy and advice to Disabled people with physical, sensory and neuro-impairments, as well as older people and young people in transition. The seniice supported individuals with social care, housing, benefits, health, education, employment, public transport and broader quality of life issues. Across the reporting period, Real Support worked with 255 clients often on multiple issues.. 137 clients supported through Tower Hamlets Connect 100 clients supported through the All Inclusive Project 18 clients supported through the Disability Law servi￿ partnership In total, Real Support assisted 255 Disabled people. Many individuals presented with multiple and complex needs. The aC￿Ssible, reassuring and independence-focused nature of the service was repeatedly highlighted in feedback. Feedback We consistently received positive feedback from clients who valued the clarity of explanations, the independence of the service, and the empathetic way advocates and advisers worked with them. 90 % of participants reported increased independence and an enhanced quality of life. 90 % reported a clearer understanding of how to access essential support and funding. Such as for carers, assistance which enabled holidays or respite that would have otherwise been unattainable. Furthermore, 80 % highlighted the value of help with external communications, particularly with ServI￿S like Motability and grants application. Real Dis*bl8d p8opJ& leadlng R•al chang• Increased independence and an improved quality of life 90 % Clearer understanding of how to access essential support & funding: 1fr111111 90 % Greater confidence in external communlcations and grant applications Mlttfrllhfr 80 /. www.real.or8.uk hello@)real.org.uk 020 7001 2170 Case study 1 TW is a young adult with multiple disabilities including significant visual and hearing impairments and mobility challenges. She had limited access to healthcare and education earlier in life due to neglect. Referred by her GP'S social prescriber, TW was supported by a Real Adviser who carried out a holistic assessment, assisted with PIP and LCWRA applications, facilitated re-referrals to medical specialists and connected her with employment support. TW secured an enhanced PIP award, gained better access to healthcare, and became more confident in managing her care planning. Case study 2 RB was a single mother caring for three Disabled children with complex health needs. She experienced severe financial hardship and housing insecurity. An adviser supported her to apply for a Discretionary Housing Payment as well as the Resident Support Scheme for essential white goods. These interventions redU￿d stress, improved living conditions and helped her maintain a stable home environment. RB described the experience as emotionally positive and said she finally had room to breathe. Case study 3 A client facing a Section Twenty One eviction notice was supported to understand that their rent arrears were caused by missing Universal Credit housing payments. The adviser helped the client contact the landlord, set up a repayment plan and submit a Discretionary Housing Payment application. The client was also linked to food banks and the Resident Support Scheme. This stabilised the situation and prevented escalation. Case study 4 A parent seeking more suitable housing for a Disabled child was unsure how to apply for medical priority and how to challenge a decision if refused. An adviser arranged a legal clinic appointment with a specialist and explored additional support including grants, travel support and referrals to relevant organisations. Client reflections on Real Support included: 'You listened and supported me throughout" 'Thank you dearly foryour help and compassion." Funding Although Real Support functioned as a single integrated service for Disabled people, it was funded by several complementary streams. Advocacy and Advice delivered within the Tower Hamlets Connect consortium was funded by the London Borough of Tower Hamlets and managed by Age UK East London as the lead partner. The All Inclusive Project was funded by the Mayor's Grant and enabled in-depth holistic support for Disabled residents who needed tailored, person-centred intervention. The Disability Law Service partnership was funded by Propel and jointly shaped and resOUr￿d with Disability Law Seniice to expand access to free legal advice, particularly in welfare benefits and housing matters. 2. CATCH Real's Hate Crime Advocacy service Alongside Real Support, Real also supported Disabled people who had experienced hate crime through its role in the pan-London Communities Against Hate partnership, funded by MOPAC. Real primarily supported victims of hate crime in Tower Hamlets, although support extended to other boroughs when needed. The service provided emotional support, practical help with rights and options, assistan￿ with police reporting, links to housing and counselling, and participation in multi-agency case management where appropriate. 10 Real supported 42 people during the reporting period. Case study A Disabled man experienced sustained verbal abuse from a housemate. Despite repeated complaints, the landlord failed to act. The client had complex mental and physical health needs and the situation was unsafe. A safeguarding alert was raised and cOn￿rnS were reported to the landlord and local authority. The adviser advocated for the client's right to safe accommodation, documented incidents, liaised with multiple professionals, explored housing altematives and provided emotional support. The client was later detained under the Mental Health Act for treatment and the case was transferred appropriately to a hospital advocate. The case emphasised the importance of safeguarding, multi-agency collaboration and timely intervention. 3. Real Homes Housing Campaign From November 2023 to October 2024, Real delivered the Real Homes housing campaign within the Engagement and Co-production team. The project was funded by Trust for London following the division of the Strengthening Voices, Realising Rights partnership into its individual DPO members. The project aimed to upskill DPO staff and Co-production members in housing rights and campaigning, and to ensure that housing issues affecting Disabled people received greater attention from housing associations, the local authority and wider stakeholders. Real suc￿SsfUllY achieved these aims. Real staff and Co-production members surdeyed local Disabled residents about their housing experiences and identified fire safety and Personalised Emergency Evacuation Plans (PEEPS) in social housing as the campaign focus. These issues were consistently raised as central to safety, Independen￿ and equal access to housing seniices. The campaign reached a wide audience including Real members, Tower Hamlets Disabled residents, MPS, councillors, housing organisations, social housing providers, unions and the London Fire Brigade. Strong engagement 22 Real members expressed interest in joining the Co-production group, with 13 becoming regular members. 14 Co-production sessions were delivered in person, online or hybrid. Members strengthened their knowledge of housing rights, campaigning and fire safety legislation through shared learning from Real staff, external workshops, sessions from other DPOS such as Inclusion London, and hands-on involvement in campaign planning and outreach. Co-production members reported increased Confiden￿ in campaigning, and one member stated they now felt ready to lead their own campaign. Staff also developed greater Confiden￿ and knowledge in campaigning and housing rights through collaboration with sector experts and partners. Stakeholder engagement and awareness raising 11 Staff and Co-production members attended 8 events, including the Tower Hamlets Housing Research event, Mayoral hustings and Housing and Health sessions with SOAS and Medact. Real organised or attended 42 meetings, including 7 council meetings, 4 government consultations, 3 housing association meetings and 18 meetings with local and national housing organisations. Real consistently raised awareness of the lack of strong fire safety protections for Disabled people in social housing. MP Apsana Begum made a dedicated visit to Real's office to discuss the campaign's findings, hear directly from Disabled residents and explore how she could support efforts to strengthen fire safety protections. Campaign visibility grew through social media, with councillors and external housing organisations sharing our content and generating over 4,000 views on X. A Real staff member published an article in Inside Housing outlining the need for more robust fire safety legislation. The campaign also reached MP Rushanara Ali, who in September 2024 announced the introduction of residential PEEPs-an encouraging step forward for Disabled residents. Contribution to Real's strategic objectives In addition to the project aims, the project also met some of Real's strategic objectives. Co- production members were able to express their views in our co-production sessions and participate in their communities by taking part in the outreach aspect of the project. The project also impacted attitudinal change around disability with the projects connections with external housing organisations who were able to learn from the data gathered. In this way, Real were also able to advocate for better access to ServI￿S within housing associations. Conclusion The Real Homes campaign suc￿SsfUllY upskilled staff and Co-production members, increased attention to housing issues affecting Disabled people and strengthened engagement across the housing sector. It generated meaningful influence locally and nationally, reinforced the leadership of Disabled people and contributed to positive shifts in understanding, awareness and practi￿. 4. Real's Employment Work In the area of employment, Real delivered two complementary projects this year: Real Employment Support (RES) and Empowered Employment. Together, they focus on both sides of the employment journey-supporting Disabled and Dldeaf people directly, and equipping professionals to create more accessible, disability-aware employment pathways. This dual approach ensures that as Disabled and D/deaf people gain skills, Confiden￿ and knowledge, employment servi￿8 and employers also become better informed, more inclusive and more responsive to their needs. 4.1. Real Employment Support (RES) The Real Employment Support (RES} project aims to enhance the inclusivity and effectiveness of Employment Support Services for Disabled and Dldeaf people by upskilling 12 Job Centre Plus staff and other employment professionals. The project only began recently, and early activity has focused on building a strong foundation for future delivery. To reach Disabled and Dldeaf people who may benefit from support, Real ran an extensive outreach campaign across recruiter fairs, universities, Disability societies and Linkedln. This approach SUGcessfully identified a diverse group of clients, including Disabled and D/deaf students preparing to enter the workforce, jobseekers encountering barriers and people navigating issues around reasonable adjustments, confidence and understanding of their rights. Through this outreach, we identified 18 clients and have so far delivered workshops to 8 people. These early workshops helped Real understand the kinds of challenges Disabled and Dldeaf jobseekers face and what knowledge gaps exist within employment services. This insight will directly inform the training we will deliver to Job Centre Plus next year, using Real's expertise in Disability Awareness and Reasonable Adjustments. The training will support employment professionals to give better advice, recognise reasonably adjusted opportunities and help Disabled and Dldeaf jobseekers access work on an equal basis. As the project develops, we expect RES to contribute to Disabled and Dldeaf people having increased income, improved standard of living and greater independen￿, while also supporting attitudinal change within Employment Support Services. 4.2. Empowered Employment {Employment for Children and Young People) Following our suc￿Ssful Care Technology collaboration as part of last years 'Engaging Disabled People in Health and Social Care, work with PA Consultancy we were offered the Chan￿ to support their Social Value work. Empowered Employment provided CV, interview and employment-readiness workshops for Dldeaf and Disabled young people aged 16-25. Funded by the Department for Education as part of their Social Value programme, the project reached 17 young people nationally through in-person workshops in Manchester and London, an online workshop and 1.1 support via email and video call. The workshops helped young people build confidence, learn to advocate for their reasonable adjustments, improve their Cvs and interview techniques, identify skills needed for future careers and develop interpersonal skills that support workplace interactions. Activities such as creating career collages, practising interview answers and exploring reasonable adjustments enabled young people to understand their strengths and feel more prepared for employment. Participants described the in-person workshops as "very good,. with many saying they left feeling more confident. One young person said they loved receiving advice about handling complicated interview questions. Another said, "It's good that I can ask for the things I need," after learning how to request reasonable adjustments. Several young people said the tasks were Yun,, and that they would like similar workshops regularly so they could meet other Disabled and D/deaf young people facing similar challenges. One participant particularly appreciated the relaxed drop-in format, saying it made them feel less anxious about taking part. The online workshop supported 11 young people and involved guided CV development, skills identification and group mock interviews. These activities helped participants grow more confident in communicating their strengths and interacting with others. One participant said they felt "better about going to interviews" and that there was "nothing to worry about." Another shared, "I've never had an inteniiew, but I'm confident about it now." Others described the session as meaningful and appreciated the opportunity to speak openly about their concerns. 13 EKperi¢rKE fmiowering Skills loved Lty¢el Shiiry p, lelihl .. Olaers IYBTk:' ervi Chatting Need Building EncouraEed rfjp-in lelaxed Learning lJleipNs4NI Relaied Posib'y Iiiletyiew Liss Sogi I. -.rei,, ', eractic Skills Kew Cfjnffidenl Moti¥ated Mc.: Support Al￿re Nothing %iippor tter C¥ Fun lett, . Networling Goo'd Good Reasoijble CDrnfDTtsble Ptaeti¢B Rea¢fiiriii', lTrdusive Au15ylli Enga£TTr., Advice Ident Very Anxious l.. ,1 Postli￿ *Ir￿:1 4 1• This is a word cloud that shows the most common words in the workshop feedback: Skills, Interviews, Adjustments, Confident and Support. Several young people requested further inter￿IeW-f0cUSed sessions and 1."1 support, showing enthusiasm for continued learning. The project met all aims. Young people left feeling more confident, better prepared for employment, more able to advocate for their needs and better connected to their peers. The work also contributed to Real's strategic objectives by enabling young people to express their views, participate more fully in their communities and aC￿sS servI￿S and activities that meet their needs both in and outside of work. 5. Equality Impact Assessments (Cornerstone) The Tower Hamlets Cornerstone Project is a partnership between Tower Hamlets Council for Voluntary servi￿ (THCVS) the infrastructure organisation supporting the voluntary sector in London Borough of Tower Hamlets and six community groups and organisations including Real. This two-year project, funded by The National Lottery, aims to influence more inclusive decision-making across public sector agencies in Tower Hamlets. The project aims to create a model for voluntary sector partnership for public sector bodies wanting to work with local communities to address inequalities within policy making services in Tower Hamlets. The project aims to achieve this by creating a partnership that brings together community organisations led by and representing people across the diversity of lived experiences in Tower Hamlets by partners working together, and with public sector bodies, to create a good practice guide and resour￿ for carrying out Equality Impact Assessments (EqlAs) across the borough. As part of the project Real has recruited two volunteer panel members with lived experience of Disability who will represent Disabled voices on the residents panel. These residents will be upskilled in Equality and Diversity, Intersectionality and Equality Impact Assessments. The project has selected the upcoming Violence Against Women and Girls (VAWG) Strategy to be the EQIA that the panel contributes to. 14 Following this, the panel will create and Best Practice Guide to EQIAS and host a learning event for statutory partners which will be reported on in next years report. 6. Engaging Disabled People in Adult Social Care (EDP) This commission asked Real to gather service user views on what is working well and what is not within Tower Hamlets Adult Social Care's current Co-production practi￿, and to identify what needs to happen next to strengthen Co-production. The focus was on Disabled and Dldeaf people's eXperIen￿S of individual Co-production during the Adult Social Care assessment and support planning pro￿sS. The findings will inform both the Tower Hamlets Adult Social Care Co-production Strategy and the practitioner Co-production toolkit. Participants had a wide range of experience with Adult Social Care, from as little as 3 months to more than 25 years, with some people having used services throughout their lives. We conducted one-to-one interviews with 17 people and held a focus group with 8 participants. What people valued Many participants were positive about their social workers, noting that they were kind, committed and tried to understand and help them. People said they felt listened to and that their needs and wishes were taken seriously. Positive feedback also related to the range of care available, including transport, carer respite and day servI￿s. and appreciation for support during financial assessments for care contributions. Some people highlighted the importance of family involvement in assessments. Participants valued being able to take part in community life and said that a well-resourced care package enabled them to do so. Receiving care at home, rather than in institutional settings, was also seen as a key benefit. What needs to improve Participants also described feeling overlooked or disempowered due to limited involvement in decision-making, inconsistent communication and wider systemic power imbalances. People shared concerns about unclear communication channels, high staff turnover and delayed responses that disrupted their access to other sep4ices. They stressed the need for a more person-centred approach that respects their preferences, offers accessible communication and provides regular check-ins. Some people with learning disabilities said professionals sometimes addressed their families instead of them directly, and autistic participants reported a lack of adjustments such as quiet spa￿s. Overall, participants emphasised the need for greater transparency, consistency and genuine involvement to build trust and improve their experience of Adult Social Care. This project supported Disabled and Dldeaf people to express their views and to be better able to access services. Equality, Diversity and Inclusion information Table 3.. Age of partlGipants 25-34 35-44 44-54 15 55-64 75-84 85+ Table 4.. Ethnicity of participants Asian or Asian British: Bangladeshi 52.380/0 Asian or Asian British: Pakistani Asian or Asian British: Vietnamese Black or Black British: African Black or Black British: Caribbean Mixed.. White and Black Caribbean White British Table 5.. Impairment type of participants Learning Disability Long standing illness 9.520/0 Mental Health condition 4.76 % Physical impairments Visual impaimient Prefer not to say Table 6.. Marital status of participants Married Single Widowed Prefer not to say Table 7.. Religion of participants 16 Christian Muslim 52% No religion Prefer not to say Table 8.. Sexual Orientation of participants Asexual Heterosexual Prefer not to say Table 9.. Gender of participants Man 47.62% Women Prefer not to say Table 10." Caring and GhildGare responsibilities Yes Prefer not to say Table 11.. Which service do they belong to Community Learning Disability Service Hospital social work teams 10% Localitylneighbourhood teams 38% Mental Health Team 17 7.Engaging Disabled People Survey - Learning Disability Real was commissioned by Tower Hamlets Council to engage with the Learning Disabled community and support people to complete a survey about local authority services. We completed 37 surveys with Learning Disabled clients, ensuring that people who might otherwise be excluded were supported to share their views. Without this involvement, many would not have had their voices heard. This project helped Disabled people to express their views and access services. 8. Embedding Disability Access Programme Phase 2 (Disability Competency Real received funding from Public Health to continue the Embedding Disability Access Programme {EDAP) and to develop a new Disability Competency Toolkit (DCT). This phase of the programme aimed to co4esign practical strategies with Disabled people to improve access to healthcare services. It was delivered across three Primary Care Networks (PCNS 6, 8 and 1) in Tower Hamlets and was structured into five phases: Training (based on real- life experience), Action Planning and Access Audits, Implementation, Review and Sustaining Change. The programme was designed to improve healthcare accessibility and foster a more inclusive environment for Disabled and Dldeaf patients. We delivered 18 training modules: 8 face-to- face sessions and 10 online sessions. Participants received a comprehensive learning pack containing a Best Practice Guide, an Accessible Communication Guide, a flowchart of the programme process, Disability Competency Programme training slides and the Disability Competency Toolkit. The toolkit acted as a self-assessment tool for surgeries and provided useful references to strengthen knowledge and Confiden￿ around disability. In total, 526 people directly benefitted from the programme. We also contributed to a promotional video that was shown on 27 February 2025 at the Disability Competency Programme: Sharing Good Practice event hosted by Real. The video helped raise awareness of the programme and demonstrated its practical outcomes. The event supported shared learning and encouraged collaboration around implementing reasonable adjustments across North East London. Positive impact The programme led to significant and sustained improvements across surgeries. Reasonable adjustments implemented included: low desks for wheelchair users colour-contrasted seating re￿ptIOn staff guiding patients into the waiting area quiet waiting areas tablets for BSL interpretation at reception one-to-one discussions with patients to gather feedback 18 accommodating guide dogs adding sound to automatic doors Clear communication, patien￿ and proactive problem-solving were identified as essential to providing equitable healthcare. The programme also encouraged a "can-do" attitude among staff, fostering compassion, inclusion and greater disability confidence. Feedback from participants highlighted the transformative impact of the programme: "It was very valuable to participate in this audit phase." "I leamt so much,. I'm now more aware of the bamers people face. "Great to have people with lived experience delivering the training." "The Programme made me more aware of Disabled people's requirements and to take these into consideration when providing healthcare. I realised people had prejudices, and the training improved their understanding around Disabled people's access needs, which was a very positive outcome." These changes have been essential in enabling Disabled and Dldeaf people to aC￿sS services, facilities and activities that meet their needs. The programme has also contributed to improved attitudes around disability, supporting Real's strategic objectives. 9. Disability and Wellbeing (Quality of Life) Real entered the second year of our Research project measuring the Quality of Life of Disabled people across London. To carry out the research, we are using a standardised interview tool called the Personal Outcomes Scale, which was recently approved by the World Health Organisation as a research tool. Real's Head of Programmes has existing expertise, having interviewed over 500 people using the Personal Outcomes Scale in her previous work, and being a Master Trainer. This year we began our training programme, training 5 staff as interviewers and 2 as trainers. We also recruited and trained 12 volunteer interviewers who are also Disabled people. All training was co-delivered with at least one local Disabled person who was able to give feedback on the interview process and interviewers skills. As part of volunteer recruitment, we trialed using the paid version of Linkedln to try to reach a new audience. This was Suc￿sSfUl, and we recruited volunteers with a variety of age ranges, ethnicities and impairments including local language speakers and BSL users. Of the 12 volunteers, 10 were not known to Real prior to this project. We also continued to market the opportunity to take part in inteniiews" advertising on social media, flyering in the community and promoting at local events, however we did not receive the interest we had hoped for. We started to collect feedback from people who declined to take part and held a focus group with a mix of people who had been inteniiewed, as well as those who declined. We identified key factors contributing to people not participating: The tool is not widely recognised enough for people to feel that the report alone is incentive enough to take part 19 Disabled people are feeling 'consultation fatigue, from being asked to provide their lived experience to many projects Real's project was competing with University Research and projects run by larger organisations who could offer a voucher incentive for taking part. We have adapted our approach and continue to use our existing networks to reach out to potential participants, including running information sessions about the tool with partner organisations. We are confident that although our overall dataset will be smaller than anticipated it will still be rich, useful information. 10. Inclusive Construction This short-term project was delivered in co-production with Transport for London (TfL} and Tower Hamlets Council as part of a wider ongoing programme. Real was invited to participate because partners recognised that, demographically, Disabled people had been underrepresented in the project to date, Real's strong track record in community-based accessibility audits, along with our role as a pan-disability organisation, positioned us well to provide a diverse group of volunteers with a wide range of lived experience and impairments. Following an initial meeting with the co-production partners, the project scope and action plan were agreed. The key elements included: Recruiting a small group of local Disabled people with diverse impairment backgrounds Organising and delivering a training session to refresh and adapt participants, auditing skills Conducting a local walkabout session to assess nearby construction work Reviewing findings and producing a summary of issues and recommended actions After a short pause over the Christmas period, a further audit took place at a construction site in Bromley-by-Bow. One of the volunteer auditors lived on the estate, which provided valuable insight into how residents experience disruption from ongoing construction works. This enabled the group to identify a different set of challenges linked to living near-or within-buildings undergoing extensive refurbishment. Volunteer Stakeholders The group consisted of around twelve volunteers representing a wide range of impairment groups, including mobility, sensory, mental health, and long-term health conditions. Although many volunteers had not met one another before, a strong sense of cohesion quickly developed. Their enthusiasm and commitment were evident throughout the project. Importantly, this work attracted several new volunteers who had not previously engaged with Real's Engagement Team-something we view as a very positive development for broadening our reach and strengthening community involvement. 20 Outcomes Staff and volunteer stakeholders were able to apply their existing knowledge and transferable skills, while also developing new ones. Our co-production partners are now actively exploring further opportunities for Real to support similar work. Volunteer engagement remained high, with many participants continuing to be involved or expressing interest in other Real projects. Several volunteers have progressed into training to become professional Access Auditors, opening up new development and employment opportunities. Based partly on the Suc￿sS of this project, we were nominated for a construction industry award. Although we did not win, being shortlisted reflects the strong impact of the work in a highly competitive field. 11. Communities Keeping Well Real was funded by Public Health to support their Communities Keeping Well team to improve their engagement with dlDeaf and Disabled residents. Real was tasked to deliver training to develop the Locality Delivery teams, knowledge and skills to maximise the effectiveness of communication with dlDeaf and Disabled residents during outreach work and the likelihood that residents will choose to and be able to participate in programme events and activities. Real delivered: lx 4 hour face to face training 1 x 2 hour face to face training 1 x 2 hour online training Events self-assessment Events checklist Short slide deck Participants reported that through the training they: gained a basic understanding of different types of apparent and non-apparent disabilities learned how to tailor short outreach conversations to communicate more effectively with people with different types of disability became able to brief volunteers on the basic dos and don'ts of effective communication with Disabled and Dldeaf people 21 developed a basic understanding of the statutory requirements for making reasonable adjustments learned how to plan inclusive events gained clarity on the limits of their own knowledge and where to seek further guidance We trained 40 people in total. Participants said the training helped them think more deeply about communication, inclusivity and how to meet access needs in a holistic way. It supported them to have conversations they had previously been unsure or anxious about by equipping them with the language and confidence to engage meaningfully. They also reported feeling better prepared to plan inclusive events. The training highlighted the demand for continued learning, as only so much can be covered in a half-day session. Feedback included: "The overall training was interesting and infonnative. What I found most useful was the unpicking of terminology and how to effectively plan inclusive events., "Very informative and engaging. Good amount of time to have group discussions to think outside the box." "Excellent session. This project helps ensure Disabled and Dldeaf people are more able to access services, facilities and activities that meet their needs, by ensuring they are included in how activities are planned and delivered and have an equal say. The project also supports attitudinal change around disability through increased awareness and confidence among participants. 12. Work towards future periods We have had a team working to build Real a new website, with the aim of it being modern, user friendly, and aC￿Ssible. We hope to launch this towards the end of 2025. Real launched its new strategy in May 2025 (which was created during this reporting year) and will now focus on three new Strategic Priorities with Objectives and Key Results: Priority 1: Provide high quality services that reach and empower a diverse range of Dldeaf and Disabled people Objective 1.1 . Reach more people and expand our impact. Specifically, increase the number of people using our sepdices by 15 % . We aim to achieve this by launching targeted campaigns to engage the following people; Local language speakers, young people aged 18-30, D/deaf individuals. We also hope to expand our servi￿8 into at least one new London Borough. 22 Objective 1.2: Use social media more effectively to grow engagement and reach. Specifically, increase social media followers by 10 % in the next twelve months. We aim to achieve this by posting at least three times per week across all plafforms. We will also trial one new social media platform (TikTok or Bluesky) in an attempt to reach more people. Objective 1.3: Invest in our staff to enhance skills, professional development and inclusivity. We aim to achieve this by.. Developing and implementing a clear staff development pathway, ensuring at least 600/0 of staff engage in professional development opportunities. Deliver training on the Cultural Model of Dldeafness and the Social Model of Disability to 1000/0 of staff within the first six months of this strategy. Integrate the two intentions (above) into organisational policy and practice, ensuring they are reflected in service delivery and staff engagement. Objective 1.4: Champion best practice across all services. Key Results: 1. Maintain Advi￿ Quality Standards and Quality Practice Mark accreditations. 2. Review our communication strategy to ensure it follows best practice for accessible communications. Priority 2: Provide a stronger. more financially resilient organisation Objective 2.1: Diversify our funding streams to ensure financial sustainability and growth. Key Results: 1. Secure 20 % increase in grant and trust funding by the start of the financial year, 2027. 2. Launch and market our training programme catalogue, generating revenue from at least five local businesses. 3. Develop and implement a corporate fundraising programme, securing at least one corporate partnerships by the end of the first year. Objective 2.2: Improve our governance by increasing trustee diversity and engagement. Key Results: 1. Increase the number of active trustees to a minimum of five people. 23 2. Ensure that trustees represent the diverse communities we support, including Dldeaf, Disabled, and other underrepresented groups. 3. Develop a strong induction programme for trustees that is complete by 1000/0 of trustees in their first three months. Objective 2.3: Use our resources more effectively to maximise impact and sustainability. Key Results: 1. Conduct a cost-benefit analysis of staff retention and development versus recruitment, presenting findings and recommendations within 6 months. 2. Increase volunteer engagement by 20 % and create a dedicated role to support volunteers. 3. Develop and launch a Corporate Social Responsibility {CSR) offer, securing at least 1 corporate partnerships or commitments within year 1 (2025126). Priority 3- Develop a diverse and engaged membership Objective 3.1: Strengthen Membership and Engagement Key Results: 1. Conduct a survey of current members to understand their needs and preferences. 2. Publish a clear ststement on what it means to be a member of Real by July 2025, as informed by the survey and members at our AGM. 3. Host 4 exclusive members-only events per year, aiming for at least 20 % increase in attendance per event. Objective 3.2: Grow and Diversify Real's Membership Key Results: 1. Increase membership by 20 % annually 2. Run at least 3 membership recruitment campaigns focused on underrepresented groups. young Disabled people (18-30), local language speakers, and Dldeaf individuals. 4. Launch an Allies Membership and a Corporate Membership opportunity, securing at least 5 new corporate members in the first year. Objective 3.3: Improve Membership Experience and Tracking Key Results: 1. Implement a peer support initiative, with at least 2 active groups by year-end. 2. Use the CRM more effectively by ensuring 100 % of all members, engagement is tracked and reported. 24 3. Establish a feedback loop where at least 70 % of attendees provide input on improving the membership experien￿. 13. Significant events after the year-end As of October 2025, Alan Drew has stepped into the position of Chair. Previous chair, Gren Bingham remains on the board. Real also appointed Sophie Ede, as Interim CEO on a consultancy basis for 6 months. Sophie has experience leading a DDPO and is tasked with continuing the work to diversify funding and delivering the strategy. 14. Administration 14.1. Trustees Real currently has 4 trustees and are actively recruiting to reach a minimum of 6. Name Position Date elected Date resigned Grenville Rupert Stanley Bingham Chair (stepped down October 2025) 1610212022 Henry William Stone 0211212015 2111112025 Professor Alan John Drew Chair (from October 2025) 2410512023 David Kevin Burbidge 0110912023 Ismet Aykan Akkayagil 1010912025 Owais Niaz 0110512024 Jasveer Maan 3110112025 0310212025 The day-to-day management ofthe organisation and its services was delegated to the Senior Management Team- Head of Finance & Head of Programmes during this period. Meena Khanom Ellen Kennedy Head of Finance Head of Programmes 25 14.2. ststutory Auditors: Kingston Burrowes Audit Ltd 308 Ewell Road Surbiton KT6 7AL 14.3. Bankers CAF Bank Ltd 25 King's Hill Avenue West Malling Kent ME19 4JQ 15. Structure, governance and management Real's legal name is Real DPO Ltd. It is a registered charity and a company limited by guarantee. Real was previously called "Disability Coalition - Tower Hamlets and changed its name to Real DPO Ltd on 16 August 2012. Its governing documents are the Articles of Association which were last reviewed and revised at the time of the name change. The Articles of Association make referen￿ to a supplementary document referred to as the Charity Protocol which is reviewed annually by the board and covers practical issues such as the arrangements for general meetings and board meetings, the role description and person specifications for trustees and key offi￿rS, and the trustees, code of conduct and conflicts of interest policies. The Articles of Association state that Real must have at least 6 trustees. Trustees are elected at the AGM, serve for a maximum period of 3 years but can be re-elected for a further period thereafter (if they so wish). The lOngest-Ser￿lng third of trustees retire at each AGM. Trustees may also be co-opted until the next AGM. In this period 4 trustees were re-elected at the AGM and 1 (Jasveer Mann) was coopted by the board - it was agreed that this was the best course of action given that Real has below minimum trustees and the board felt the candidate had strong skills and lived experien they could bring to the role. Newly elected trustees undertake an induction programme that comprises an initial discussion with the Chair, followed by a half day group session with the Senior Leadership Team on Trustee's role, duties and responsibilities, organisational policies and procedures, finance and fvnding, risks, reserves, legal liabilities and contracts and any other issues of importance to the Board of Trustees, currently and for the immediate future. Prior to the meeting an induction pack is given to each new Trustee containing the Charity Commission's 'The Essential Trustee: what you need to know,, the last two sets of Board of Trustees, papers and minutes, a paper on the social model of disability, last year's annual report and accounts, the Charity Protocol and the organisation's key policies including the Equal Opportunities policy. During 2024-2025, the trustees aimed to meet every eight weeks. 26 16. Management pay The pay level of the CEO and SMT is determined by the board. A thorough review of pay levels and benchmarking of salaries was carried out as part of restructuring in 2019. Thereafter, there have been annual inflationary increases determined by the board and applied throughout the organisation. To inform the board, a paper would be prepared referencing the available resources with a range of inflationary measures and their financial impact. 17. Risk 17.1. Approach to risk management The trustees have examined major risks to which the organisation was exposed, reviewed them and put in place systems and prO￿dureS to manage them. During the previous year the board developed a new approach to identifying and managing risk, creating a risk register and reviewing it at every other board meeting (so quarterly). The risk register considers the edits and amendments proposed at the last board meeting and categorises them into the following 5 areas- governan reputation ServI￿S finan HR. It then orders them, within each section, in order of residual risk, high to low. 27 17.2. Risk analysis The following table represents the latest analysis of significant residual risks. RISK IMPA PROB ACTION RESIDUAL RISK FINANCES: Risk to Going Concern HIGH HIGH Timely progress in several of the business development areas can be evidenced, with several new grant and delivery opportunities in the near term pipeline. Business development and going con￿rn modelling are in place. The Board and senior managers are currently assessing progress on a monthly basis. Very conservative projections for 2024125 indicate positive contribution to reserves by year end. MEDIUM- HIGH However, as with any change in business model, this needs to be monitored closely until bedded in, when risk will be mitigated. Prioritising new grant opportunities, core funding and tender opportunities. GOVERNANCE: Risk of ensuring good governance.... over organisation HIGH Low The Board have taken the following steps: Creating an audiufinance committee to enable detailed scrutiny of finance and risk,. increased the frequency of Board meetings, which are now hybrid., participating in the Refresh programme to advance our strategic planning,. reviewing the financial, fundraising and risk reporting Low GOVERNANCE: Risk to board capacity HIGH MEDI UM Engaging in active trustee recruitment including working with Tower Hamlets Volunteer Centre promoting diversity of lived experien￿, skills, and intersectional identity- Succession planning. Risk reduces upon recruitment of 3-4 new members. 1 new trustee MEDIUM- HIGH -HIGH 28 has been vetted by the Board and co-opted. RISK IMPA ,, PR08 ACTION CT RESIDUAL RISK MANAGEMENT: Quality of leadership HIGH HIGH Engaging in active recruitment of an Interim-CEO who was appointed in October 2025. MEDIUM OPERATIONS: Risk HIGH MEDI UM There are several delivery programmes where Real is a partner in a consortium lead by another agency. Real makes every effort to mobilise in a timely fashion, but occasionally delays amongst the partnership, impacts on our work. MEDIUM- LOW associated with delays in partnership work programmes There are also occasions when public sector partners, with whom we are contracted to work, impose delays. Real mitigates these risks by ensuring that this is documented and where appropriate reported to the commissionerlgrant giver, and by keeping to our own revised delivery schedule. OPERATIONS: HIGH MEDI UM Risk registers for each programme are being maintained by Head of Programmes and monitored at board meetings. These are RAG rating every month. LOW Specific delivery delays REPUTATION HIGH LOW Having a service delivery role in Tower Hamlets as well as being a DPO responsible for voicing Disabled community concerns could be the source of reputational risk. This is mitigated by a) by engaging with and managing relations with senior officers and MEDIUM Over re￿nt months, this has been implemented and currently we enjoy a very h level of 29 politicians, and acting professionally. consistently. transparently and authentically at all times. b) broadening our funding base and the reach of our Influen￿ beyond Tower Hamlets. c) Presenting and promoting our ongoing work so that it has maximum reach and impact" d) Connecting all our activity to the change we want to see in the world (Theory of Change). reputational respect, precisely because we powerfully advocate and advise in constructive ways. Powerful interventions on Scrutiny in relation to Inclusion in Leisure Centres OFFICE SPACE HIGH MEDI UM There are continued risks relating to having a Spa￿ to operate from. We have contingency plans in place should we need to vacate at short notice. MEDIUM All potential spaces are explored and measured against a key checklist. any new space must be fully accessible and affordable. 18. Wider economic environment As with all charities, we remain concerned about the ongoing impact of the wider financial situation facing the UK, and the potential implications this continues to have on our work. Throughout 2024-25, the UK economy has remained under significant pressure, with inflationary costs, reduced public spending, and continued fiscal tightening affecting both individuals and organisations. The resulting austerity measures being applied to many public sector bodies; including several of our key funders, continue to present risks to our future income and the sustainability of some of our services. These measures also have a severe and disproportionate impact on our main constituency. National data consistently shows that Disabled people are more likely to live in poverty, and that people living in poverty are more likely to be Disabled. These inequalities are fvrther exacerbated among certain ethnic groups, such as the Bangladeshi community. Given the diverse demography of Tower Hamlets, these trends are of particular concern. We continue to use this evidence to advocate for targeted funding and to encourage funders and policymakers to address the specific challenges faced by our communities. 30 19. Financial information 19.1. Share capital Our organisation is a company limited by guarantee and therefore has no share capital. 19.2. Financial review During the year ended 31 March 2025, Real DPO Ltd achieved a strong financial position, reporting a total income of £586,351, slightly lower than £606,659 last year. We had a corresponding total expenditure of £538,458, compared to £624,601 last year, resulting in a net surplus of £47,893, all on unrestricted funds. This marks a significant improvement compared to the previous year's deficit of £17,942. Operational efficiency continues to be a priority, and where possible, we have worked to contain costs without compromising service delivery or operational quality. Whilst we are pleased with the increase in the surplus, we will continue to monitor and review our financial strategy to ensure sustainable growth and stability. This has meant that our total reserves now stand at £176,701 comprising £17,677 restricted reserves and £159,024 of unrestricted reserves. The improved financial position provides a stable foundation to continue serving beneficiaries and pursue opportunities for growth in the coming year. Building on this year's achievements, the charity aims to: Expand its reach to more beneficiaries Strengthen partnerships with funders and community organisations Continue refining service delivery to ensure high quality and value for money Trustees are encouraged by the progress made and remain committed to further enhancing the organisation's impact. 19.3. Financial reserves policy The Trustees recognise the importance of maintaining adequate reserves to ensure the charity's financial stability, safeguard against unforeseen risks, and support continuity of ServI￿S for Disabled and Dldeaf people in Tower Hamlets and beyond. General reserves are defined as unrestricted funds held by the charity that are not designated for specific purposes or projects. These funds provide a financial cushion to cover short-term operational needs, as well as unforeseen circumstances that may arise. Real aims to maintain unrestricted reserves equivalent to three to six months of core operating expenditure. Based on 2024125 annual unrestricted expenditure of £260,343, this equates to a reserves target range of £65,086 (minimum) to £130,171 (maximum). General reserves of £159,024 at the year-end represented 7.33 months of unrestricted operating costs. 31 This level is considered sufficient to cover potential shortfalls in income, manage unexpected increases in expenditure, and provide a buffer during periods of transition or strategic change. Reserves levels are reviewed quarterly by the Board of Trustees. Any exceptional use of reserves requires explicit Board approval. If reser￿eS fall below the minimum target, the Trustees will agree a recovery plan within six months. This plan may include cost controls, fundraising initiatives, or reallocation of resources to restore reserves to the target level. This policy will be reviewed annually to ensure it remains appropriate in light of Real's financial position, risk environment, and strategic priorities 19.4. Statement as to disclosure of information to auditors The trustees, in their capacity as directors, state that in so far as each of the directors at the time this report was approved are aware:_ a) There is no relevant audit information of which the auditors are unaware, and b) The trustees have taken all steps to make themselves aware of any relevant audit infomation and to establish that the auditors are aware of that infomation. 19.5. Directors and Trustees, responsibilities The trustees (who are also directors of Real DPO Ltd for the purposes of company law) are responsible for preparing the Trustees, Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally AC￿pted Accounting Practice). Company law requires the trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of reSoUr￿s, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to: select suitable accounting policies and then apply them consistently. observe the methods and principles in the Charities SORP 2019 (FRS 102); make judgements and estimates that are reasonable and prudent. prepare the financial statements on the going concern basis unless it is inappropriate to 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 assets of the charitable company and hen￿ for taking reasonable steps for the prevention and detection of fraud and other irregularities. 32 In so far as the trustees are aware: 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 to establish that the auditor is aware of that infomiation. The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. 19.6. Methods of preparation of accounts These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies, regime. Approved by the trustees on 16th December 2025 and signed on their behalf by: Alan Drew Chair 33 INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF: REAL DPO LTD (Limited by Guarantee) Opinion We have audited the financial statements of Real DPO Ltd (the 'charitable company.) for the year ended 31 March 2025 which comprise the Statement of Financial Activities, 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 Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally AC￿pted Accounting Practi￿). In our opinion the financial statements: give a true and fair view of the state of the charitable company's affairs as at 31 March 2025, and of its incoming resources and application of resources, including its income and expenditure, for the year then ended. have been properly prepared in accordan￿ with United Kingdom Generally AC￿pted Accounting Practice" and have been prepared in accordan￿ 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 ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC'S Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Conclusions relating to going concern In auditing the financial statements, we have concluded that the trustees, use of the going con￿rn basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. 34 INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF,. REAL DPO LTD (Limited by Guarantee) / cont 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. The trustees are responsible for the other information. Our opinion on the financial statements does not cover the other information and, ex￿pt to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other infomation and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audit: the information given in the trustees, report, which includes the directors, report prepared for the purposes of company law for the financial year for which the financial statements are prepared is consistent with the financial statements; and the directors, report included within the trustees, report has been prepared in accordance with applicable legal requirements. Matters on which we are required to report by exception In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors, report included within the trustees, 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.. adequate accounting records have not been kept, or returns adequate for our audit have not been re￿iVed from branches not visited by us; or the financial statements are not in agreement with the accounting records and returns. or rtain disclosures of directors, remuneration specified by law are not made. or we have not received all the information and explanations we require for our audit., or the trustees were not entitled 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. 35 INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF: REAL DPO LTD (Limited by Guarantee) I cont Responsibilities of trustees As explained more fully in the trustees, responsibilities statement (set out on page 32), 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 assessing the 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 company or to cease operations, or have no realistic alternative but to do so. Auditor's responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole, are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance but, is not a guarantee that an audit conducted in accordan￿ with ISAS (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Irregularities, including fraud, are InStan￿S of non-complian￿ with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud is detailed below". Enquiry of management and those charged with governan￿ about actual and potential litigation or claims and the identification of non-compliance with laws and regulations. Reviewing minutes of meetings of those charged with governance. Reviewing financial statement disclosures and testing to supporting documentation to assess Complian￿ with applicable laws and regulations. Auditing the risk of management override of controls, including testing journal entries and other adjustments for appropriateness. Performing analytical prO￿dureS to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud. Professional scepticism in course of the audit and with audit sampling in material audit areas. Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-complian￿ with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The 36 INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF: REAL DPO LTD (Limited by Guarantee) risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. A further description of our responsibilities for the audit of the financial statements is available on the Financial Reporting Council's website at: www.frc.org.uklauditorsresponsibilities. This description forms part of our auditor's report. Use of our 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 to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the 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. Kevin Fisher BA FCA CTA (Senior Statutory Auditor) For and on behalf of Kingston Burrowes Audit Ltd Statutory Aud itors 308 Ewell Road Surbiton Surrey KT6 7AL 16th December 2025 37 REAL DPO LTD STATEMENT OF FINANCIAL ACTIVITIES (Incorporating I ncome and Expenditure Account) FOR THE YEAR ENDED 31 MARCH 2025 Notes Unrestricted Restricted Funds Funds Total 2025 Total 2024 Income Donations and legacies Charitable activities Investments other 308 304,139 4,125 7,812 269,g67 8,120 574,106 4,125 2,231 599,602 4,826 Total 308,572 277,779 586,351 606,859 Expenditure Raising funds Charitable activities 7,812 270,303 7,812 530,646 1,687 622.914 260,343 Total 260,343 278,115 538,458 624,601 Net incomel(expenditure) 10 48,229 <336) 47,893 (17,942) Transfers be￿een funds 16 (1,263) 1,263 Net movement in funds 46,966 927 47,893 {17,942) Reconciliation of funds Totsl funds brought forward 16 112.058 16,750 128,808 146,750 Total funds carried forward 16 £159,024 £17,677 £176,701 £128,808 The Statement of Financial Activities includes all recognised gains and losses. All income and expenditure derive from continuing activities. The notes fomi part of these Financial Statements. 38 REAL DPO LTD BALANCE SHEET AS AT 31 MARCH 2025 Notes 2025 2024 FIXED ASSETS Tangible fixed assets 13 323 CURRENT ASSETS Debtors Cash at bank and in hand 14 120,712 202,457 54,780 288,703 323,169 343,483 LIABILITIES Creditors.. Amounts falling due within one year 15 146,468 214,998 NET CURRENT ASSETS 176,701 128,485 TOTAL NET ASSETS 17 £176,701 £128,808 Represented by: THE FUNDS OF THE CHARITY Unrestricted Funds Restricted Funds 16 16 159,024 17,677 112,058 16,750 TOTAL CHARITY FUNDS 16 £176.701 £128,808 These Financial Statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies. Approved by the Board of Trustees on 16th December 2025 and signed on its behalf by.. Alan Drew Chair The notes form part of these Financial Statements 39 REAL DPO LTD CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2025 Notes 2025 2024 Cash flows from operating activities Net incomel(expenditure) for the reporting period (as per the Statement of financial activities) Adjustments for.. Depreciation Bank interest receivable {Increase)Idecrease in debtors Increase l (decrease) in creditors 47,893 (17,942) 13 323 (4,1251 (65,932) (68,530) 1,930 (4,826> 101,375 (92,948> Net cash provided byl{used in) operating activities (90,371) (12,411) Cash flows from investing activities Bank interest received Purchase of tangible fixed assets 4,125 4,826 Net cash provided byl (used in> Investing activities 4,125 4,826 Change in cash and cash equivalents in the reporting period {86,246) (7,585) Cash and cash equivalents at the beginning of the reporting period 288,703 296,288 Cash and cash equivalents at the end of the reporting period £202,457 £288,703 2025 2024 Analysis of cash and cash equivalents Cash at bank and in hand £202,457 £288,703 The notes form part of these Financial Statements 40 REAL DPO LTD NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 1. ACCOUNTING POLICIES General information and basis of accounting Real DPO Ltd is a registered charity (no. 1081671} and a private company limited by guarantee (no. 03213172) registered in England and Wales. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. The registered office is given in the Reference and Administrative Details in the Trustees, Annual Report. The charity constitutes a public benefit entity as defined by FRS 102. The financial statements have been prepared in accordan￿ with Accounting and Reporting by Charities.. Statement of Recommended Practi￿ applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 1021 issued in October 2019, the Financial Reporbng 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. The financial statements are prepared on a going concem basis and under the historical cost convention. The significant 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 otheNise ststed. Income recognition Items of income are recognised in the financial statements when all of the following criteria are met.. The charity has entitlement to the funds". any performance conditions have been met or are fully within the control of the charity., there is sufficient certainty that le￿ipt of the income is considered probable,. and the amount can be measured reliably. Grants and donations are only recognised when the charity has unconditional entitlement to the reSoUr￿s. In the case of perfomiance-related grants and contracts, the income is only recognised once the related services have been delivered. Where grants are awarded with specified or implied timeframes the income is recognised on a straight-line basis over the grant period. The value of any voluntary help received is not included in the accounts but is described in the Trustees, Annual Report. Gifts in kind Gifts in kind are accounted for at a reasonable estimate of their value to the charity or the amount actually realised. Gifts in kind for sale of distribution are included in the accounts as gifts only when sold or distributed by the charity. Gifts in kind for use by the charity are included in the SOFA as incoming resources when receivable. Donated services and facilities These are only included in incoming resources (with an equivalent amount in resources expended) where the benefit to the charity is reasonably quantifi'able, measurable and material. The value placed on these resources is the estimated value of the charity of the service or facility received. Debtors and creditors receivablelpayable within one year Debtors and creditors with no stated Interest rate and which are receivable or payable within one year are recorded at transaction price. Any losses arising from impairment are recognised as expenditure. 41 REAL DPO LTD NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 ACCOUNTING POLICIES I cont. Expenditure recognition Expenditure is recognised once there is a legal or constructive obligation to make payment to a third party, it is probable that settlement will be required and the amount can be measured reliably. Expenditure includes those costs of a direct nature which can be allocated to a specific activity. It also includes indirect costs, including governance costs that do not relate to a specific activity but are necessary to SUPPOrt those activities. Support costs are apportioned to each activity on the basis of staff time. Governance costs include the preparation and audit of statutory accounts, trustee meetings and any legal advice obtained on governance or constitutional matters. Tangible fixed assets and dep￿CiatIon Fixed assets costing more than £500 are capitalised and depreciation over their estimated useful life at the following rates.. Office equipment and furniture Computer equipment 3 years straight line 2 years straight line Pensions The charity operates a defined contribution pension scheme. Contributions payable under the scheme are charged to the Statement of Financial Activities in the year to which they relate. Fund accounting Unrestricted general funds are freely available for use in furtherance ofthe objects of the charity and which have not been designated for specific purposes. Designated funds are unrestricted funds set aside by the trustees for specific purposes. Restricted funds are those funds which can only be used in accordan￿ with specific restrictions imposed by the donor or which have been raised for a particular purpose. Leases Operating lease rentals are recognised on a straight-line basis over the period of the lease term. Taxation As a registered charity, the company is exempt from income and corporation tax to the extent that its income and gains are applicable to charitable purposes only. Value Added Tax is not recoverable by the company, and is therefore included in the relevant costs in the Statement of Financial Activities. DONATIONS AND LEGACIES Unrestricted Restricted funds funds Total 2025 Total 2024 Donations Grants - ATW Other grants 51 51 7,812 257 44 1,687 500 7,812 257 £308 £7,812 £8,120 £2,231 Of the £2,231 recognised in 2024, £544 related to unrestricted funds and £1,687 related to restricted funds. 42 REAL DPO LTD NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Icontd INCOME FROM CHARITABLE ACTIVITIES Unrestricted Restricted funds funds Total 2025 Totsl 2024 Grants and contracts IAA Hate Crime Advocacy THC Engagement- Public Health Engaging Disabled People Engaging - Accessible Communications Engagement- Other LCF- TCOYL LCF- Then & Now Cornerstone Inclusion London Cornerstone Tower Hamlets Quality of Life- Propel DLS - Advice Propel Inclusive Advice Trust for London - Housing project Mental Health Alliance City Bridge Foundation (Employment) 18,540 79,403 69,667 92,567 18,540 79,403 69,667 92,567 18,270 29,004 33,333 188,042 75,000 11,780 36,453 67,620 7,375 28,064 47,814 13,555 12,500 30,792 40,542 40.542 400 400 117,144 34,341 30,000 43,108 3,020 45,374 117,144 34,341 30,000 43,108 3,020 45,374 £304,139 £269,967 £574,106 £599,602 Of the £599,602 recognised in 2024. £390,868 related to unrestricted funds and £208,734 related to restricted funds. INVESTMENT INCOME Unrestricted Restricted funds funds Total 2025 Total 2024 Bank interest £4,125 £4,125 £4,826 All of the £4,826 recognised in 2024 related to unrestricted funds. EXPENDITURE ON RAISING FUNDS Direct costs Support costs Total 2025 Total 2024 Costs incurred in seeking ATW grant £7.812 £Nil £7,812 £1,687 All of the £7,812 (2024.. £1,687) expenditure recognised in 2025 was charged to restricted funds. 43 REAL DPO LTD NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Icontd... EXPENDITURE ON CHARITABLE ACTIVITIES Direct Costs Support costs Total 2025 Total 2024 IAA Hate Crime Advocacy THC Engagement- Public Health Engaging Disabled People Engaging - Accessible Communications Engagement- Other LCF- TCOYL LCF- Then & Now Core Cornerstone Inclusion London Cornerstone Tower Hamlets LCRF Quality of Life - Propel DLS - Advice Propel Inclusive Advice Trust for London-Housing project City Bridge Foundation (Employment) 16,663 61,037 46,959 50,051 836 9,472 13,171 11,096 17,499 70,509 60,130 61,147 17,448 33,879 39,765 190,325 63,407 11,597 38,503 73,913 4,677 7,429 28,908 14,409 41,758 13,334 12,560 31,002 5,635 24,603 30,238 20,820 20,820 5,449 120,167 33,133 29,980 42,513 39,061 5,449 35.109 10,383 11,662 15,210 18,971 85,058 22,750 18,318 27.303 20,090 £374,684 £155,962 £530,646 £622,914 Of the £530,646 {2024. £622,914) expenditure recognised in 2025, £260,343 (2024.. £397,435) was charged to unrestricted funds and £270,303 (2024.. £225,479) was charged to restricted funds. ANALYSIS OF DIRECT COSTS 2025 2024 Salaries and pension Freelance and temporary staff Staff costs Volunteers, expenses External meetings Membership and subscriptions Marketing Project partner costs Other project costs IT costs Postage and stationery 340,279 430,934 8,992 171 345 2,179 159 14,101 14,785 1,454 31 2,551 10 663 2,598 444 41,540 3,063 £382,496 £481,812 REAL DPO LTD NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Icontd... ANALYSIS OF SUPPORT COSTS 2025 2024 Salaries and pension Freelance and temporary stsff Staff costs Volunteers, expenses Membership and subscriptions External meetings and events IT support and maintenance Insurance Rent Telephone Office expenses HR advice Depreciation Bank charges Health and safety Governance costs (see Note 9) 101,454 10,174 597 75,681 18,043 2,799 463 1,232 16,904 2,659 8,000 2,638 358 6,143 323 60 21,958 2,169 8,000 2,469 531 2,640 1,930 88 4,957 4,500 £155,962 £141,102 GOVERNANCE COSTS 2025 2024 Trustees, expenses (note 12) Statutory Auditor's remuneration Filing costs 675 4,247 35 552 3,900 48 £4,957 £4,500 10. NET INCOMEI{EXPENDITURE) FOR THE YEAR 2025 2024 This is stated after charging.. Auditor's remuneration - audit serVi￿S non-audit services (accountsncy) £3,575 £672 £323 £8,000 £3,260 £640 £1,930 £8,000 Depreciation Operating lease rentals 11. STAFF COSTS 2025 2024 Salaries Social security costs Pension costs 400,322 31,048 10,363 455,936 38,520 12,159 £441,733 £506,615 No employee re￿iVed employee benefits (excluding employer pension costs) of more than £60,000 in either year. The average number of employees based on full-time equivalents was 12.4 (2024: 12.7). The average monthly number of employees was 16 (2024.. 16). 45 REAL DPO LTD NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Icontd... Total employee benefits received by key management personnel amounted to £36,484 (2024: £45,937>. Under FRS102, employee benefits include gross salary, benefits in kind, employerfs national insurance contributions and employer's pension costs. 12. TRUSTEES, REMUNERATION AND EXPENSES The trustees received no remuneration during either year. Trustees, insurance of £675 (2024.. £552) was met by the charity for 5 trustees (2024: 9). 13. TANGIBLE FIXED ASSETS Furniture Fixtures and Equipment Computer and Office Equipment Total Cost". At 1st April 2024 Additions Disposals 5,784 67,308 73,092 At 31 March 2025 Depreciation.. At 1 St April 2024 Charge for year Eliminated on disposal 5,784 66,985 323 72,769 323 At 31 March 2025 67.308 73,092 Net Book Value.. At 31 March 2025 £Nil £Nil £Nil At 31 March 2024 £Nil £323 £323 46 REAL DPO LTD NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Icontd... 14. DEBTORS 2025 2024 Trade debtors Accrued income Prepayments Other debtors 51,486 63,047 6,179 12,010 27,585 14,585 600 £120,712 £54,780 15. CREDITORS: Amounts falling due within one year 2025 2024 Trade creditors Social security and other taxes Accrued expenses Deferred income Other creditors 7,576 5,740 54,286 78,620 246 11,791 9,995 50,649 139,765 2,798 £146,468 £214,998 Deferred income of £78,620 (2024.. £139,765) included above relates to grant income received during the year but relating to a future accounting period. Deferred Income analysis 2025 2024 Deferred income brought forward Additions during the year Amounts released to income 139.765 78,620 (139,765) 206,042 139,765 (206,042) Deferred income carried forward £78,620 £139,765 47 REAL DPO LTD NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Icontd... 16. MOVEMENT IN FUNDS Balance at 1 April 2024 Balance at 31 March 2025 Income Expenditure Transfers Unrestricted funds General ftjnds 112,058 308,572 260,343 (1,263) 159,024 112,058 308, 572 260,343 (1,263) 159,024 Restrlcted funds LCRF ILS- SFC Quality of Life - Propel DLS Advice- Propel Inclusive Advice Trust for London - Housing project ATW City Bridge Foundation (Employment) 3,591 6,881 6,057 221 (5,449) 1,858 6,881 3,034 1,429 20 117,144 34,341 30,000 43,108 (120,167) (33,133> (29,980) (42,513} (595) 7,812 45,374 (7,812) (39,061) 6,313 16,750 277,779 278,115 1,263 17,677 Total funds £128,808 £586,351 £538,458 £Nil £176,701 A description of the above funds can be found in the Trustees, Report. Comparative information for the movement in funds in the previous financial year is as follows.. Balance at 1 April 2023 Balance at 31 March 2024 Income Expenditure Transfers Unrestricted funds General funds 113,916 396,238 (397,435) (661) 112,058 113,916 396,238 {397,435) (661) 112,058 Restricted funds LCF- TCOYL LCRF LCF- Then & Now ILS- SFC Quality of Life- Propel DLS Advice- Propel Inclusive Advice Trust for London- Housing project ATW 1,844 18,000 6,109 6,881 36,453 (38,503) (14,409} (73,g13) 206 3,591 67,620 184 6,881 6,057 221 47,814 13,555 12,500 30,792 (41,758) (13,334) (12,560) (31,002) 60 210 1,687 (1,687) 32,834 210,421 <227,166) 661 16,750 Total funds £146,750 £606,659 £ (624,601) £Nil £128,808 48 REAL DPO LTD NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Icontd... 17. NET ASSETS BETWEEN FUNDS Unrestricted funds Restricted funds Total Funds Fixed assets Current assets Current liabilities 305,492 (146,468) 17,677 323,169 (146,468) As at 31 March 2025 £159,024 £17,677 £176,701 Comparative information for the analysis of net assets between funds in the previous financial year is as follows-. Unrestricted Funds Restricted funds Total Funds Fixed assets Current assets Current liabilities 323 326,733 (214,998) 323 343,483 (214,998} 16,750 As at 31 March 2024 £112,058 £18,750 £128,808 18. RELATED PARTY TRANSACTIONS There have been no transactions with related parties during the year ended 31 March 2025 or the preceding year other than those set out in notes 11 and 12. 19. CONTINGENT ASSETS Total grant funding awarded as at 31 March 2025 but not yet received and recognised as income due to the recognition criteria not being met amounts to £105,521 (2024.. £256,367). 49