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2021-04-30-accounts

ONE25 LIMITED

FINANCIAL STATEMENTS

30 APRIL 2021

Company Registration Number 3362644 Charity Number 1062391

Contents Pages
Report of the trustees 2 - 15
Independent auditor’s report to the members of One25 Limited 16 - 20
Reference and administrative details of the charity 21
Statement of financial activities 22
Balance sheet 23
Cashflow Statement 24
Notes to the financial statements 25 - 36
Acknowledgements 37

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ONE25 LIMITED

TRUSTEES REPORT TO THE MEMBERS OF ONE25 LIMITED

YEAR ENDED 30 APRIL 2021

Aims and Objectives

Purposes

One25’s purposes, as set out in the objects contained in the company’s articles of association, are specifically restricted to the following:

‘To promote social inclusion for the public benefit by preventing people, particularly women in the Bristol area who are, may become or have been engaged in the sex industry from becoming socially excluded, relieving the needs of such people who are socially excluded and assisting them to integrate into society.’

The aims of One25

Vision: A world where all women are safe, feel loved and thrive.

Mission: To meet women who street sex work and all vulnerable women where they are, supporting them to move from crisis and trauma towards independence in the community.

Aims:

Ensuring One25’s work delivers our aims

One25 refers to the Charity Commission’s general guidance on public benefit when reviewing our aims and objectives and planning future activities. In particular, the trustees consider how planned activities will contribute to our aims and objectives. Our business plan (2021-24) was agreed in March 2021. Trustees make decisions within the agreed business plan, or if they represent new and unforeseen opportunities, they are made on the basis of the direction the

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organisation is travelling in and are needs and values led. We seek feedback from all stakeholder groups, which in turn feeds into operational planning days where objectives are set to meet the strategic priorities. Senior members of staff review the business plan and operational plan quarterly. Trustees receive update reports from senior members of staff at board meetings, which take place at least quarterly. This enables them to review the success of our key activities and the benefits they have brought to service users.

Strategic priorities

One25 continue to work towards the seven strategic goals agreed with staff and the board in January 2018 and which form the backbone of our business plan. They are:

  1. To improve the lives of women involved in street sex work, who are not yet ready or able to step away from this form of work

  2. To increase the number of women permanently moving away from street sex work in Bristol

  3. To ensure that the needs and voices of our service users inform service delivery and the direction of the organisation

  4. To ensure that One25 is a sustainable and well-run organisation

  5. To ensure that we value our high performing team of staff, volunteers and trustees, in order to provide consistent, appropriate and relevant services to women involved in street sex work

  6. To ensure One25 has an excellent reputation that attracts funders and supporters, and that offers media, campaigning and networking opportunities to change women’s lives

  7. To work closely with partners and funders to provide coherent, linked-up support to vulnerable women; also to break through barriers and change their lives

These are displayed around our organisation in the form of posters.

Plans for the future

Our new Business Plan for 2021-24 outlines further goals, both pan organisational and specific to each programme which have been agreed with staff and the board. They include:

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ONE25 LIMITED

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How our activities deliver public benefit

The trustees have given due consideration to Charity Commission published guidance on public benefit.

All of our charitable activities focus on the prevention or relief of poverty by working with vulnerable women. The women One25 work with face multiple and severe challenges. For many (66%) this includes street sex work. About 74% experience homelessness, 95% have chronic mental ill health, 63% have chronic physical ill health and 78% are addicted to drugs and/or alcohol. Almost all (97%) have experienced domestic or sexual violence and many have disclosed childhood abuse (56%).

Equal access to our services is important to us and we do our best to monitor those accessing the services according to the nine protected characteristics. All of our services are provided free to service users.

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The impact of our work goes far beyond those we help directly and includes reducing distress to families and friends of our service users, as well as residents living in areas where street sex-working occurs. We influence priorities of commissioners and policy makers and share learning through open mornings and affiliation with national networks including Beyond the Streets and CLINKS. We promote best practice through specialist training delivered to various partners and placements for trainee social workers. We promote the women’s voices at local and national level in academic research, statutory consultations and through the media and other communication networks.

Last year 237 women benefitted from One25’s services. Of these:

We have seen increases across all outcome areas (except life skills owing to challenges surrounding the pandemic). A key success in the last year has been to update our monitoring and evaluation processes so that all frontline work now feeds into these outcomes giving a more accurate picture of the impact of One25’s work.

Overview of impact in relation to street sex work for 2020-21:

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We have seen more women both abstain or exit street sex work this year which is a huge success. However, we have also seen increased challenges for women to maintain this with slightly higher levels of return to street sex-working after abstaining (38% compared with 34% in 2019-20), exiting (29% compared with 24% in 2019-20), and maintaining (21% compared with 13%).

There are a number of key themes that emerge around women’s returns to street sex work including: poor mental health, homelessness or housing issues, struggles on low income, prison release and relapse to substance misuse and we will continue to be mindful of how we can best support women in these areas. The majority of women who return are seen back out a few times and are then not seen working again. We think this is related to the team providing swift crisis intervention to prevent returning fully to street sex work. We will continue to monitor this and be mindful of how we can best support women to have the resources that they need at points of crisis to support their ongoing recovery.

Outreach

113 women were seen street sex-working through the year. 99 of these women used the window-only van outreach service 786 times (average four women per shift). This is slightly more than the previous year (96 women) demonstrating that the pandemic did not impact on women’s need for this vital service. When other services were unable to open, One25 staff and volunteers continued to meet women during the late night hours providing vital connection, practical support and clear advice when they are working on the streets. To increase accessibility, we provide a Freephone telephone number for outreach, so that women can call us and arrange to meet.

Drop-in

Last year, there were 542 visits from 76 different women to One25’s drop-in centre at 138a Grosvenor Road (average 5 women per session). When drop-in could not open, the team pivoted to provide a food delivery service to the most at-risk women and wellbeing packs to reduce loneliness and isolation.

Outside of lockdowns, we have opened our doors for a socially-distanced service giving inperson access to frontline staff and visiting professionals including a GP, prescribing nurse and a hairdresser. The drop-in continues to provide a safe space where women can get support for any area of need. One25’s drop-in Manager and support workers assess each woman’s need and refer her to appropriate support, including specialist caseworkers and a range of visiting professionals such as a GP, Prescribing Nurse and a sexual health nurse.

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Casework

Caseworkers have provided personalised one-to-one support for 142 women. During the year One25’s casework team included these specialist areas of expertise: drug treatment, housing and finance, mental health services, domestic and sexual violence, criminal justice system and complex needs. All One25 frontline workers have supported women both remotely and in person (as possible and when required).

Peony

Launched in September 2018, Peony offers a safe and welcoming space, where women who have experienced trauma can find positive community, understand and manage trauma, and get excited about their future. Peony is Bristol’s only specialist service for women facing multiple disadvantage (i.e. at least three of domestic and sexual violence, removal of children, addiction, homelessness, offending, mental health issues and street sex work). 48 women were helped through Peony this year. 26 gained employability skills and 6 women got jobs!

Peony provides: a programme of therapeutic and meaningful activities; specialised group work and one-to-one support. During the first lockdown in person sessions could not take place for over 3 months. When not able to deliver in person sessions, the team ran online sessions and delivered food parcels along with simple wellbeing activities such as crossword books and puzzles. Once we were able to open again, social distancing measures drastically reduced session capacity. We were pleased that in subsequent lockdowns we could continue to offer some in person group work in line with the government exemption for support groups. 4 Peony peer volunteers have supported and led sessions this year.

Pause Bristol

In 2017 we opened Pause Bristol. Pause is part of a national programme offering support to women who have had two or more children permanently removed from their care. The Pause programme is closely aligned with One25’s values and approach to working with vulnerable women. Working with women over 18 months, it gives women the chance to pause and take control of their lives, breaking a destructive cycle that causes both them and their children deep trauma, as well as costing the taxpayer hundreds of millions of pounds.

Pause practitioners work intensively with women, providing tailored support to help them tackle destructive patterns, develop new skills and avoid further trauma. This helps women develop strong foundations on which they can build a more positive future for themselves. During 2020-21 we worked with 38 women as we concluded working with a second cohort of women and also started with a third cohort.

Pause National selected One25 to trial a Peer Mentoring pilot in Bristol. Three women have been peer mentor volunteers this year supporting group work activities. Thanks to the

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success of this pilot, it has been funded for another year and we aim to recruit four peer mentors in the coming year.

Response to Covid-19

One25 is an essential service. Most of the women One25 work with have chronic health needs, are homeless, face addiction and experience high levels of domestic and sexual violence. They are a very high risk group for Covid-19 and our priority is to keep them as well protected as we can, whilst keeping our staff and volunteers as safe as we can. We have hosted vaccination clinics for the women at One25 and all frontline staff and volunteers have been offered vaccinations to keep the women safe.

We have kept all services running, adapted to keep within Government guidance as explained above. Over 550 food deliveries were made to women by our frontline teams and we continue to adapt and change our activities as the situation unfolds.

Internally, we are also dealing with the impact of remote working and constraints of the challenging environment. However, we continue to aim for business as usual as much as possible and are deeply impressed with the commitment, resilience, and creativity of our staff and volunteers.

Fundraising Approach

One25’s fundraising approach is to build a diverse range of income sources and ensure that we are not overly reliant on any one particular funder. We balance risk (blending low risk, low return activities with high risk, high return initiatives) in order to generate an optimal mix of unrestricted and restricted income. Our fundraising approach is integrally linked to our wider communications strategy aiming to bring people closer to the women so that they are inspired to act and support our work.

One25 is registered with the Fundraising Regulator, and we have paid the voluntary levy for this. We have not employed any professional fundraisers or commercial participators to fundraise on our behalf.

We are committed to fundraising ethically and take all reasonable steps to treat each donor fairly. This includes taking into account the needs of any potential donor who may be in a vulnerable circumstance or require additional care and support to make an informed decision. We do not exploit the credulity, lack of knowledge, apparent need for care and support or vulnerable circumstance of any donor at any point in time. We have not received any complaints about One25’s fundraising activity.

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We will continue to invest in all income areas to ensure that we increase our sustainability and develop a more diverse funding portfolio.

Financial review

2020/21 has been a strong year for One25 financially. Although our income appears to have dropped £257k compared to 2019/20, this is actually a reflection of the £320k advance funding received in 2019/20. As we operated throughout the pandemic, we were able to access emergency Covid-19 grants totalling £120k which more than compensated for the small drop in donations and fundraising events income. Although most fundraising events were massively curtailed or cancelled, Jingle Jam (a single supporter-led Christmas appeal) raised £152k and we ran a successful Christmas appeal that generated £40k for our Peony project. Our expenditure was slightly but not dramatically reduced against that budgeted due to the restrictions imposed in lockdowns as we adapted our services to continue to support women. As we continued to operate all year we did not furlough any staff. Overall, we ended the year with a small unrestricted surplus of £43,955 and after transfers into and out of designated funds (including the release of £260k of advance funding received last year) free reserves of £1,037,605.

Our cash balances were significantly higher at year end compared to the prior year, reflecting the advance funding received and our consequent increase in reserves.

Investment policy

One25 seeks to maintain the capital value of its assets, maintain liquidity and produce the best financial return within an acceptable level of risk whilst acting in accordance with its ethical standards. One25 needs cash to support its day to day operations but will also hold cash and investments as a result of building free reserves which may be used to develop new projects or services. The organisation’s investment policy needs to remain aligned with its policy on free reserves, such that funds must be available to manage liquidity pressures when required.

The organisation’s policy is as follows;

All cash balances will be deposited in institutions regulated by the Financial Conduct Authority and the Prudential Regulation Authority, with the aim of maximising interest income. Cash deposits should be split so that no one institution holds all of One25’s total cash balance, and

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consideration will be given to maintaining balances with different providers below the FSCS compensation level.

The Board will approve any non-cash investment activity (e.g. stocks and shares etc.) taking to account the proposed risk and potential rewards, proposed level of investment and the current financial position of the charity.

The Finance Manager will monitor the cash and investments position and actual and projected cash flow and report to the Finance, Audit, Risk and Governance sub committee and, through it, to the Board.

Reserves policy

The Board of trustees has given consideration to appropriate levels of reserves retained for safe financial management. Its view is that One25 should hold between at least 3 and 9 months of running costs as a free reserve, depending on the current position of the charity including the amount and certainty of actual and projected grant funding.

During each financial year, the Board will agree a more specific target within the overall range for free reserves at the forthcoming year end. This target will take account of the current performance and outlook of the organisation, including the current funding position, the position and attitude of current and potential funders and any specific requirements for funding existing and new services.

Reserves are required for the following reasons:

With continued careful management we have grown our level of reserves to £1,037,605, which is equivalent to 7.1 months’ budgeted expenditure. This is at a slightly higher level than we would usually maintain, but considered as prudent at the present time, given that the uncertainties caused by the Covid-19 pandemic make long-term forecasting and planning more challenging than ever before. This level of reserves gives us confidence that One25 will be able to continue to support Bristol most marginalised women over the next 12 months.

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ONE25 LIMITED

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Structure, Management and Governance

Governing document

One25 is a private company limited by guarantee and also a charity registered with the Charity Commission. The organisation is governed by its Articles of Association dated 30 April 1997, which were amended 15 October 2001, 18 October 2004, 24 October 2005, 30 October 2010 and 21 January 2019.

Recruitment and appointment of Trustee Board

On 30 April 2021 the trustee board consisted of twelve trustees. A skills audit of the board is conducted regularly and new trustees are recruited as required. A minority proportion of the trustees have current practical involvement in the work of the charity and others are recruited because of their relevant professional skills. After completing a trustee application form, potential trustees’ application forms and CVs are circulated to the board who agree whether they should be interviewed. They are then interviewed by a panel, usually including the CEO and/or Chair and another board member/s, who will recommend their appointment or not for approval by the Board. Their period of tenure is for three years, after which they may stand for re-election for two further terms, before being required to stand down.

Trustee induction and training

Trustee induction consists of a further meeting with the Chair, including a tour of the premises and introductions to any staff present, plus an information package including the Articles of Association, Annual Report and Accounts and Charity Commission booklets describing the responsibilities of the trustee role, as well as internal information about the charity. During the last year, visits have been replaced by trustees attending staff team meetings to get a deeper insight into One25’s activities. This has worked well and we plan to continue this moving forwards. We also provide regular bulletins to the Board to keep them updated. New trustees are also offered a session with the Finance Manager, to ensure they understand the format of our accounts, and can visit or shadow internal meetings and some external meetings, where appropriate, in line with the particular interests of the new trustee. Information on governance training opportunities is circulated periodically to all trustees.

Staff structure and remuneration

The team (end of April 2021) consisted of 43 members of staff. The CEO assesses all new job roles against One25’s salary bands and their salary is set accordingly. The CEO and Senior Management team’s remuneration is assessed and reviewed by the Board.

Volunteer support

Over the course of the year, an amazing team of 107 volunteers has supported One25 by giving over 2,800 hours of support. It has been a challenging year for volunteers as service restrictions have limited opportunity to get involved. Despite this, they have assisted in all

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aspects of One25’s work, with the highest number supporting night outreach sessions. The Volunteer Manager has worked hard to continue to develop volunteering at One25 continuing to communicate regularly with volunteers to keep them updated and connected to One25.

In the last year we have recruited 22 new volunteers and held 5 inductions. We have continued to deliver a rolling programme of training primarily online and some in person where possible and deemed necessary. Topics covered included professional boundaries, wellbeing for volunteers and safeguarding. We ensure that all volunteers are fully supported and supervised and plan to introduce reflective practice sessions for volunteers this year.

7 women have been peer volunteers this year: 4 supporting and leading Peony sessions and 3 at Pause. We look forward to developing this area of our work further in the coming year.

Risk management

The senior management team reviews the risks to which the charity is exposed before every board meeting and records these, along with systems and procedures put in place to mitigate them, on a risk register. This risk register is shared and agreed by the board. The sub committees have allocated risks which they have responsibility for and review in their meetings. The senior management team highlights what they believe to be the current top ten risks ahead of each trustee meeting and these are brought to the board meeting. Once a year the board looks at the full risk register. This allows the board to focus their attention on the most relevant and strategic risks, whilst maintaining an overview of all identified risks facing the organisation.

Significant Risks

The trustees have identified that the most significant risks to the organisation at the time of writing this report are:

  1. The risk to the financial sustainability of One25 in the coming year. Although One25 has ended 2020-21 in a strong financial position, our pipeline for 2021-22 and beyond is less secure. The ongoing impact of the pandemic is still uncertain and so we cannot be as confident as usual that we will be able to raise all of the funds needed for existing work in 2021-22. We continue to strive for a diverse funding mix although we recognise that grants and contracts are likely to continue to account for the majority of our income. Our flexible approach will balance risk (blending low risk, low return activities with high risk, high return initiatives) and generate an optimal mix of unrestricted and restricted income.

  2. The risk of running reduced services (especially van outreach and drop-in) owing to a lack of volunteer support or staff absences as a result of burn out. Whilst we have

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seen fewer shift cancellations through the last year as volunteers have been more available to cover shifts, this is increasingly challenging as the world opens up and lives become busier again. We are working to induct volunteers in prioritised posts and have an extensive programme of support for staff including external supervision, group reflective practice, an Employee Assistance Programme and Mental Health Champions. Our commitment to become a Psychologically Informed Environment is also integral to this.

  1. The risk of mission critical areas of work not being completed as a result of gaps in staffing. One25 are committed to clear and prompt recruitment processes for all roles with integral review and regrade of roles where appropriate. Detailed handover and induction plans enable new staff to be up and running as quickly as possible.

Organisational structure

One25’s trustees meet regularly (at least four times a year), including one trustee away day and an additional away day with the staff and trustees together. These days allow time for fuller discussion of strategic development or other important issues, as the need arises. Unfortunately, this year we were unable to hold an away day owing to Covid restrictions and we hope to be able to do this again in the coming year. Trustees are expected to attend one of two sub committees: either the Finance, Audit, Risk and Governance committee or the Services and Operations Committee. Committees deal with and decide on specialist issues relating to their subject and take responsibility for relevant risks. The chair of the committee will make recommendations for strategic decisions to the board. The CEO and other senior staff members submit written reports and attend all board meetings. Decisions are made through voting by trustees only, with due regard to the constitutional requirement for a quorum. Once the board has agreed the overall strategic priorities, the business plan and operational decisions are delegated to the CEO. The CEO is held to account through regular reports to the board on progress with the plan and through one-to-one meetings with the Chair, where the CEO’s objectives are set and reviewed. The Chair conducts an annual appraisal with the CEO, and a summary of the appraisal is shared with the board.

Partnership Working

Working in partnership is essential to the success of our work and we collaborate with over 70 statutory, commercial and voluntary organisations to ensure that women can get the help that they need.

We seek active partnerships to deliver contracts across the sector. We have existing contracts with St Mungo’s (Assertive Contact and Engagement Service), Second Step (Golden Key) and Bristol City Council (Street Sex Work Project and Ministry of Housing, Communities and Local

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Government funded Specialist Housing Navigator). We have also have a strong relationship with City Hall and local Councillors.

We continue to input into over 30 local strategy groups (such as the Rough Sleeping Partnership Group, Bristol Supported Housing Forum) which have links with Bristol City Council to tackle homelessness issues and to raise awareness of women’s needs. Our Operations Manager is part of the Reducing Reoffending strategy groups, which aim to improve the response to women involved in the criminal justice system. Our CEO is part of the Golden Key partnership group (with responsibility for hidden homeless women), and this group works to identify blocks and barriers and facilitate systemic change for people with multiple disadvantages in Bristol.

One25 cultivates relationships nationwide so we can introduce new ways of working into Bristol, such as Pause, and welcomes shadowing from partners across the UK.

We also convene the monthly Bristol Sexual Violence Forum which continues to bring over 25 agencies together to help catch our city’s most vulnerable from falling through the cracks of service provision.

Statement of responsibilities of the trustees

The trustees (who are also directors of the charity for the purposes of company law) are responsible for preparing the trustees' report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charity and of the income and expenditure of the charity for that period. In preparing those financial statements the trustees are required to:

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The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity and which enable them to ensure that the financial statements comply with the Companies Act 2006. The trustees are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the trustees are aware:

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.

Members of the charity guarantee to contribute an amount not exceeding £10 to the assets of the charity in the event of winding up. The trustees are members of the charity but this entitles them only to voting rights. The trustees have no beneficial interest in the charity.

Auditors

Godfrey Wilson Limited were re-appointed as auditors to the charitable company during the year and have expressed their willingness to continue in that capacity.

Approved by the One25 trustees on 6 September 2021 and signed on its behalf by:

P.A.Douglas P Douglas M Richardson Company Secretary Trustee

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Independent auditor’s report to the members of One25 Limited

Opinion

We have audited the financial statements of One25 Limited (the “Charity”) for the year ended 30 April 2021 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 Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

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

Conclusions relating to going concern

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

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

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

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Other information

The trustees are responsible for the other information. The other information comprises the information included in the annual report other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report the 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:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in 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:

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Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, the trustees 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 they determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the Charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the Charity 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 accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The procedures we carried out and the extent to which they are capable of detecting irregularities, including fraud, are detailed below:

(1) We obtained an understanding of the legal and regulatory framework that the charity operates in, and assessed the risk of non-compliance with applicable laws and regulations. Throughout the audit, we remained alert to possible indications of non-compliance.

(2) We reviewed the charity’s policies and procedures in relation to:

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(3) We inspected the minutes of trustee meetings.

(4) We enquired about any non-routine communication with regulators and reviewed any reports made to them.

(5) We reviewed the financial statement disclosures and assessed their compliance with applicable laws and regulations.

(6) We performed analytical procedures to identify any unusual or unexpected transactions or balances that may indicate a risk of material fraud or error.

(7) We assessed the risk of fraud through management override of controls and carried out procedures to address this risk. Our procedures included:

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. Irregularities that arise due to fraud can be even harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at www.frc.org.uk/apb/scope/private.cfm. This description forms part of our auditor’s report.

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Use of our report

This report is made solely to the charityʼs 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 charityʼs members those matters we are required to state to them in an auditorʼs 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 charityʼs members as a body, for our audit work, for this report, or for the opinions we have formed.

Alison Godfrey

Alison Godfrey FCA (Senior Statutory Auditor) For and on behalf of Godfrey Wilson Limited 5th Floor, Mariner House 62 Prince Street Bristol BS1 4QD

Date: 8 September 2021

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REFERENCE AND ADMINISTRATIVE DETAILS OF THE CHARITY

YEAR ENDED 30 APRIL 2021

Status

One25 Limited (also referred to as 'One25') is a company limited by guarantee Reg. No. 3362644, and has charitable status, Reg. No. 1062391.

Principal address and registered office

The Grosvenor Centre, 138a Grosvenor Road, St. Pauls, Bristol, BS2 8YA.

Trustees

The trustees (who are directors for the purposes of company law) who served during the year and since the year end were as follows:

M Bentley (Treasurer) K Black (appointed 08.06.20) R Dunn (appointed 27.01.21) C Edgar W Goodwin (retired 07.09.20) C Hill F Parfitt M Richardson (Chair) M Russell (appointed 27.01.21) K Sloggett C Stanaway (appointed 08.06.20) H Styles S Talbot-Williams (Vice Chair)

Secretary

P Douglas

Auditors

Godfrey Wilson Limited 5th Floor, Mariner House 62 Prince Street Bristol BS1 4QD

Bankers

Unity Trust Bank plc, Nine Brindleyplace, 4 Oozells Square, Birmingham B1 2BR. Triodos Bank, Deanery Road, Bristol BS1 5AS.

Staff Management Team

Chief Executive Officer: A Smith Senior Managers: J Riley, A Sutcliffe, S Whitaker (resigned 11.06.21, replaced by L Brown)

21

ONE25 LIMITED

STATEMENT OF FINANCIAL ACTIVITIES (Including Income and Expenditure Account)

YEAR ENDED 30 APRIL 2021

Note
Income from:
Donations
3
Charitable activities
Grants
4
Income received for commissioned services
5
Other trading activities
Fundraising events
Investments
Bank interest
Other income
Total income
Expenditure on:
Raising funds
Charitable activities
6
Total expenditure
Net income
7
Transfers between funds
13
Net movement in funds
Total funds at 1 May
Total funds at 30 April		 Unrestricted
Funds
£
196,492
230,592
-
24,712
2,123
801
454,720
147,567
263,198
410,765
43,955
-
43,955
1,270,768
1,314,723
Restricted
Funds
£
198,769
474,351
450,026
-
-
-
1,123,146
-
1,036,290
1,036,290
86,856
-
86,856
391,768
478,624		 Total Funds
2021
£
395,261
704,943
450,026
24,712
2,123
801
1,577,866
147,567
1,299,488
1,447,055
130,811
-
130,811
1,662,536
1,793,347		 Restated
Total Funds
2020
£
254,691
1,052,603
486,118
33,435
4,040
3,755
1,834,641
142,459
1,179,799
1,322,258
512,383
-
512,383
1,150,153
1,662,536

Fund comparatives are shown in Note 2

The Charity has no recognised gains or losses other than the results for the year as set out above.

All of the activities of the charity are classed as continuing.

The 2020 comparative income figures have been restated to re-classify income from other trading activities (fundraising events) as income from donations to ensure comparability with the current year.

The notes on pages 25 to 36 form part of these financial statements

22

ONE25 LIMITED

BALANCE SHEET

AS AT 30 APRIL 2021

COMPANY NO. 3362644

Note
Fixed assets
Tangible assets
10
Current assets
Debtors
11
Current Asset Investments
Cash at bank
Creditors: amounts falling due within one year
12
Net current assets
Net assets
Funds
General Funds
13
Designated Funds
13
Unrestricted funds
13
Restricted funds
13		 2021
£
377,918
58,364
702,104
753,150
1,513,618
(98,189 )
1,415,429
1,793,347
1,037,605
277,118
1,314,723
478,624
1,793,347		 2020
£
370,549
55,341
251,679
1,057,090
1,364,110
(72,123 )
1,291,987
1,662,536
746,619
524,149
1,270,768
391,768
1,662,536

These financial statements have been prepared in accordance with the special provisions for small companies under Part 15 of the Companies Act 2006.

These financial statements were approved by the Trustees on the 6th September 2021 and are signed on their behalf by:

M Richardson Trustee

The notes on pages 25 to 36 form part of these financial statements

23

ONE25 LIMITED

CASHFLOW STATEMENT

YEAR ENDED 30 APRIL 2021

STATEMENT OF CASHFLOWS
Cash flows from operating activities:
Cash flows from investing activities:
Dividends, interest and rents from investments
Purchase of property, plant and equipment
Net cash provided by (used in) investing activities
Change in cash and cash equivalents in the reporting period
Cash and cash equivalents at the beginning of the reporting period
Cash and cash equivalents at the end of the reporting period
NOTES TO THE CASHFLOW STATEMENT
Adjustments for:
Depreciation charges
Dividends, interest and rents from investments
(Increase)/decrease in debtors
Increase/(decrease) in creditors
Net cash provided by (used in) operating activities
Analysis of cash and cash equivalents
Current Asset Investments
Cash at bank
Cash and cash equivalents at the end of the reporting period
Reconciliation of net income/(expenditure) to net cash flow from operating
Net income/(expenditure) for the reporting period (as per the
Statement of Financial Activities)		 2021
£
174,189
2,123
(29,827)
(27,704)
146,485
1,308,769
1,455,254
2021
£
130,811
22,458
(2,123)
(3,023)
26,066
174,189
2021
£
702,104
753,150
1,455,254		 2020
£
640,743
4,040
-
4,040
644,783
663,986
1,308,769
2020
£
512,383
10,951
(4,040)
139,623
(18,174)
640,743
2020
£
251,679
1,057,090
1,308,769

The charity has not provided an analysis of changes in net debt as it does not have any long term financing arrangements.

The notes on pages 25 to 36 form part of these financial statements

24

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2021

----- Start of picture text -----
1 Accounting policies
a) The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of
Recommended Practice applicable to charities preparing their accounts in accordance with Financial Reporting Standard 102 and
the Companies Act 2006. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise
stated in the relevant accounting policy note(s). The accounts have been prepared on the assumption that the charity is able to
continue as a going concern.
b) The charity is a public benefit entity.
c) Income from donations is included in income when it is receivable, except as follows:
I. When donors specify that donations given to the charity must be used in future accounting periods, the income is held in a
designated reserve until those periods;
II. When donors impose conditions which have to be fulfilled before the charity becomes entitled to use such income, the income
is deferred until the pre-conditions have been met.
d) For legacies, entitlement is taken as the earlier of the date on which either: the charity is aware that probate has been granted,
the estate has been finalised and notification has been made by the executor(s) to the Trust that a distribution will be made, or
when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the
amount can be measured reliably and the charity has been notified of the executor's intention to make a distribution. Where
legacies have been notified to the charity, or the charity is aware of the granting of probate, and the criteria for income
recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material.
e) Grants, including grants for the purchase of fixed assets, are recognised in full in the Statement of Financial Activities in the year
in which they are receivable. All material grants are disclosed in accordance with the Statement of Recommended Practice.
f) Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity: this is
normally upon notification of the interest paid or payable by the bank.
g) Expenditure is recognised in the period in which it is incurred. It includes attributable VAT which cannot be recovered.
h) Gifts in kind donated for distribution are included at valuation and recognised as income when they are distributed to the
projects. Donated facilities are included at the value to the charity where this can be quantified and a third party bearing the
cost. No amounts are included in the financial statements for services donated by volunteers.
i) Costs of generating funds includes all expenditure incurred by the charity to raise funds for its charitable purposes, i.e. attracting
grants and donations, fundraising activities and events.
j) Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its
beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature
necessary to support them.
k) Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities.
Governance costs are the costs associated with the governance arrangements of the charity, including the costs of complying
with constitutional and statutory requirements and any costs associated with the strategic management of the charity's
activities. Support and governance costs have been allocated between cost of raising funds and expenditure on charitable
activities on the basis of staff numbers or usage of floor area (for premises costs).
l) Depreciation is calculated so as to write off the cost of an asset, less its estimated residual value, over the useful life of that asset
as follows:
Freehold Property 2% per annum on a straight line basis
Equipment 25% per annum on a straight line basis
Furniture and fittings 25% per annum on a straight line basis
Motor vehicles 25% per annum on a straight line basis
Repairs and maintenance to One25 premises are only capitalised if they are additions or improvements; fixed assets under
£1,000 are written off in the year of acquisition.
----- End of picture text -----

25

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2021

1 Accounting policies (continued)

u) Accounting estimates and key judgements

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

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

The key sources of estimation uncertainty that have a significant effect on the amounts recognised in the financial statements are described below.

Depreciation

As described in note 1 l) to the financial statements, depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life.

In 2019/20 depreciation was calculated as follows: 25% on a reducing balance basis on motor vehicles, furniture & fittings and equipment, and 2% on a straight line basis on freehold property.

In 2020/21 the depreciation method for motor vehicles, furniture & fittings and equipment was changed to 25% straight line basis. As a result an additional £4,730 of depreciation was charged in 2020/21. The depreciation method for freehold property remained as 2% on a straight line basis.

26

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2021

Income from:
Donations
Charitable activities
Grants
Income received for commissioned services
Other trading activities
Fundraising events
Investments
Bank interest
Other income
Total income
Expenditure on:
Raising funds
Charitable activities
Total expenditure
Net income
Transfers between funds
Net movement in funds
Total funds at 1 May
Total funds at 30 April		 Unrestricted
Funds
£
223,719
562,950
-
33,434
4,040
3,755
827,898
142,459
190,232
332,691
495,207
-
495,207
775,561
1,270,768
Restricted
Funds
£
30,972
489,653
486,118
-
-
-
1,006,743
-
989,567
989,567
17,176
-
17,176
374,592
391,768
Restated
Total Funds
2020
£
254,691
1,052,603
486,118
33,434
4,040
3,755
1,834,641
142,459
1,179,799
1,322,258
512,383
-
512,383
1,150,153
1,662,536

27

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2021

3
Donations
Regular donations
Other donations
Donated goods and services
nd
Community Fundraising		 Unrestricted
Funds
£
81,336
89,518
7,886
17,752
196,492		 Restricted
Funds
£
120
45,994
-
152,655
198,769		 Total Funds
2021
£
81,456
135,512
7,886
170,407
395,261

Donations include £1,115 donated by One25 Trustees and / or related parties (2020 £826).

2020 comparative figures for donations are shown below. 2020 figures have been restated as described in note 2.

Regular donations
Other donations
Donated goods
Community Fundraising
4
Casework support
National Lottery Community Fund
Comic Relief
Grants less than £10,000
Drop-in centre
John James Bristol Foundation
Other grants
Outreach service
National Lottery Community Fund
Grants less than £10,000
Core support
Bristol City Council
The Joseph Rank Trust
Pause
Pause Creating Space For Change
Grants less than £10,000
Peony service
Bristol City Funds and Quartet Community Foundation
The Rayne Foundation
Eversea Community First Charitable Trust
Grants less than £10,000
Unrestricted Grants
Allan & Gill Gray Philanthropy
Esmée Fairbairn Foundation
Comic Relief
The Leathersellers' Company Charitable Fund
Other grants
Grants from trusts and foundations
Lloyds Bank Foundation for England & Wales		 Unrestricted
Funds
£
82,298
109,293
11,914
20,214
223,719
Unrestricted
Funds
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
72,442
60,000
40,000
15,000
43,150
230,592		 Restricted
Funds
£
120
30,852
-
-
30,972
Restricted
Funds
£
158,261
19,750
6,380
10,000
15,500
40,000
22,000
48,010
30,000
20,519
33,731
520
20,000
20,000
15,000
14,680
-
-
-
-
-
474,351		 Restated
Total Funds
2020
£
82,418
140,145
11,914
20,214
254,691
Total Funds
2021
£
158,261
19,750
6,380
10,000
15,500
40,000
22,000
48,010
30,000
20,519
33,731
520
20,000
20,000
15,000
14,680
72,442
60,000
40,000
15,000
43,150
704,943

28

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2021

4 Grants from trusts and foundations (continued)

The charitable company receives government funding as grants and commissioned income to fund charitable activities; government funding being defined as funding from the National Lottery Community Fund and Bristol City Council. The total value of such income in the period ending 30 April 2021 was £637,619 (2020: £566,544). There are no unfulfilled conditions or contingencies attaching to this income in 2020/21.

2020 comparative figures for grants are shown below

Casework support
National Lottery Community Fund
Comic Relief
Other grants
Drop-in centre
The Forrester Trusts
The Sunrise Foundation Grant Fund
Other grants
Outreach service
Grants less than £10,000
Core support
Bristol City Council
Henry Smith Charity
Pause
Grants less than £10,000
Peony service
Eversea Community First Charitable Fund
Mind Grants
The Nisbet Trust
Other grants
Unrestricted Grants
Esmee Fairbairn Foundation
Garfield Weston Foundation
The Leathersellers' Company Charitable Fund
Oak Foundation
Other grants
Lloyds Bank Foundation for England & Wales		 Unrestricted
Funds
Restricted
Funds
£
£
-
154,803
-
59,050
-
1,850
-
10,000
-
10,000
-
39,817
-
18,000
-
37,589
-
25,000
-
30,000
-
6,140
-
15,000
-
15,404
-
30,000
-
37,000
40,000
-
180,000
-
10,000
-
300,000
-
32,950
-
562,950
489,653		 Total Funds
2020
£
154,803
59,050
1,850
10,000
10,000
39,817
18,000
37,589
25,000
30,000
6,140
15,000
15,404
30,000
37,000
40,000
180,000
10,000
300,000
32,950
1,052,603

5 Commissioned Services


Casework Support
Bristol City Council
St Mungo's
Second Step
Pause Bristol
Bristol City Council		 Unrestricted
Funds
Restricted
Funds
Total Funds
2021
£
£
£
-
82,960
82,960
-
52,039
52,039
-
33,916
33,916
-
281,111
281,111
-
450,026
450,026

29

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2021

5 Commissioned Services (continued)

2020 comparative figures for commissioned income are shown below

Casework Support
St Mungo's
Bristol City Council
Second Step
Pause Bristol
Bristol City Council
6
Charitable activities
Casework support
Drop-in centre
Outreach service
Pause Bristol
Peony
Support costs
Casework support
Drop-in centre
Outreach service
Pause Bristol
Peony		 Salaries
£
304,577
124,332
27,231
199,677
101,295
757,112		 Unrestricted
Funds
£
-
-
-
-
-
Direct
Costs
£
59,705
54,123
22,417
63,520
34,965
234,730
Salaries
£
81,614
53,109
36,977
52,341
32,183
256,224		 Restricted
Funds
£
82,155
41,930
29,811
332,222
486,118
Support
Costs
£
97,992
63,768
44,398
62,846
38,642
307,646
Other Support
Costs
£
16,378
10,659
7,421
10,505
6,459
51,422		 Total Funds
2020
£
82,155
41,930
29,811
332,222
486,118
Total
2021
£
462,274
242,223
94,046
326,043
174,902
1,299,488
Total
2021
£
97,992
63,768
44,398
62,846
38,642
307,646

Included in other support costs are governance costs of £5,724 (2020 £6,373).

30

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2021

6 Charitable activities (continued)

2020 comparative figures charitable activities and support costs are shown below

Charitable activities
Casework support
Drop-in centre
Outreach service
Pause Bristol
Peony
Support costs
Casework support
Drop-in centre
Outreach service
Pause Bristol
Peony
Net income
This is stated after charging:
Depreciation
Auditors' remuneration		 Salaries
£
279,004
121,707
33,440
181,930
74,673
690,754		 Direct
Costs
£
45,564
49,588
22,090
66,651
40,651
224,544
Salaries
£
68,926
47,678
34,801
42,550
23,506
217,461		 Support
Costs
£
83,836
57,992
42,329
51,754
28,590
264,501
Other Support
Costs
£
14,910
10,314
7,528
9,204
5,084
47,040		 Total
2020
£
408,404
229,287
97,859
300,335
143,914
1,179,799
Total
2020
£
83,836
57,992
42,329
51,754
28,590
264,501
2021
2020
£
£
22,458
10,951
5,700
5,520

7 Net income

31

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2021

8
Staff costs and numbers
The aggregate payroll costs were:
Wages and salaries
Social security costs
Pension contributions
Chief Executive Officer
Operations Manager
Fundraising & Communications Manager
Finance & Resources Manager
The total remuneration, benefits and pensions paid to the SMT in the year was:
No members of staff received more than £60,000 remuneration this year or last year.
The Senior Management Team is made up of the following positions within the organisation:		 2021
£
1,017,950
86,953
28,396
1,133,299
2021
£
202,507		 2020
£
923,507
79,623
25,473
1,028,603
2020
£
187,093

The average number of employees during the year in total and calculated on the basis of full time equivalents, was as follows:

Management and administrative staff
Caseworkers
Fundraising
Communications
Drop-in
Outreach
Pause Bristol
Peony		 2021
No.
5
12
5
2
5
1
7
4
41		 2020
No.
5
11
5
2
4
1
8
3
39		 2021
No. FTE's
5.7
9.3
3.0
1.8
4.1
0.7
6.0
3.2
33.8		 2020
No. FTE's
4.7
8.6
3.4
1.7
3.9
0.8
5.3
2.4
30.8

Over the year the staff team has been supported by 107 volunteers.

None of the trustees have received remuneration or other benefits.

In 2021 , 2 Trustees claimed training expenses totalling £237 (2020: 1 Trustee claimed travel expenses of £9).

9 Taxation

The charity is exempt from corporation tax on its charitable activities.

32

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2021

----- Start of picture text -----
10 Tangible fixed assets
Freehold Equipment Furniture and Motor Total
Property Fittings Vehicles
£ £ £ £ £
Cost
At 1 May 2020 434,665 4,104 1,645 19,500 459,914
Additions - 29,827 - - 29,827
- - - - -
Disposals
At 30 April 2021 434,665 33,931 1,645 19,500 489,741
Depreciation
At 1 May 2020 70,424 2,423 1,645 14,873 89,365
Charge for the year 8,693 9,138 - 4,627 22,458
- - - - -
Disposals
At 30 April 2021 79,117 11,561 1,645 19,500 111,823
Net book value
At 30 April 2021 355,548 22,370 - - 377,918
At 30 April 2020 364,241 1,681 - 4,627 370,549
11 Debtors 2021 2020
£ £
Prepayments 17,585 11,371
Accrued income 21,482 34,004
Other debtors 19,297 9,966
58,364 55,341
12 Creditors: amounts falling due within one year 2021 2020
£ £
Trade creditors 23,167 9,984
Other creditors 3,824 2,469
Pension contributions payable - 4,730
Accruals 25,145 24,089
Taxation and social security 20,500 18,351
Deferred income 25,553 12,500
98,189 72,123
----- End of picture text -----

33

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2021

12 Creditors: amounts falling due within one year (continued)

Deferred income movements
At 1 May 2020
Deferred during the year
Released during the year
At 30 April 2021		 2021
£
12,500
25,553
(12,500)
25,553		 2020
£
19,943
12,500
(19,943)
12,500

Deferred income relates to income received towards the cost of specific staff salaries in a future period.

13
Movement in funds
Restricted Funds
Casework support
National Lottery Community Fund
Drop-in centre
Outreach service
Core costs
140 building fund
Pause Bristol
Peony Service
Total Restricted Funds
Unrestricted funds
Designated funds
Fixed Asset fund
Infrastructure support fund
Future Funding
Total Designated Funds
Free reserves
Total Unrestricted Funds
Total funds		 At 1st May
Income
Expenditure
Transfers At 30th April
2020
2021
£
£
£
£
£
29,430
195,141
214,659
-
9,912
-
158,261
158,261
-
-
-
178,155
25,500
-
152,655
-
62,000
62,000
-
-
30,000
98,529
128,529
-
-
246,400
-
5,600
-
240,800
85,938
315,362
326,043
-
75,257
-
115,698
115,698
-
-
391,768
1,123,146
1,036,290
-
478,624
124,149
-
-
12,969
137,118
80,000
-
30,924
30,924
80,000
320,000
-
-
(260,000)
60,000
524,149
-
30,924
(216,107)
277,118
746,619
454,720
379,841
216,107
1,037,605
1,270,768
454,720
410,765
-
1,314,723
1,662,536
1,577,866
1,447,055
-
1,793,347

Casework support - One25's specialist caseworkers provide individual support to help women make positive changes; they meet women at times and places that suit them and help them identify and make the changes that they want e.g. finding a safe place to live or getting drug treatment for their addiction.

The National Lottery Community Fund part funds One25's casework team.

The drop-in centre, open 4 afternoons a week, is a safe, homely place where service users can access practical and emotional support. Our Christmas appeal ran in December 2020, the funds raised have been allocated to support with expenditure associated with the running of our drop-in centre during 2021/22.

One25's outreach service is a van that goes out 5 nights a week and is often where women first meet and engage with One25.

The core costs fund is restricted funding for organisation central costs.

140 building fund - these funds were donated to enable One25 to purchase and adapt 140 Grosvenor Road. The buildings net book value is £240,800; because of the restrictions attached to the donation it is held as a restricted asset.

34

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2021

13 Movement in funds (continued)

Pause Bristol is a programme that uses an innovative and proven model of care, which supports women to break the devastating cycle of having their children removed.

Peony service - this service is designed to promote independence for women in early recovery from addiction and is open 3 days a week.

Fixed Asset fund - represents the value of One25s assets. The transfer of £12,968 between general funds and fixed asset fund represents the cost of assets purchased adjusted for assets disposed of and the depreciation charge for the year.

Infrastructure Support Fund - This is a designated fund to provide for property and infrastructure development and maintenance.

The Future Funding fund represents unrestricted grant funding received in the year but allocated against future years expenditure.

2020 comparative figures for the movement in funds are shown below

Movement in funds
Restricted Funds
Casework support
National Lottery Community Fund
Drop-in centre
Outreach service
Core costs
140 building fund
Pause Bristol
Peony Service
Total Restricted Funds
Unrestricted funds
Designated funds
Fixed Asset fund
Infrastructure support fund
Future Funding
Total Designated Funds
Free reserves
Total Unrestricted Funds
Total Funds		 At 1st May
2019
£
9,026
-
16,000
-
30,000
252,000
46,950
20,616
374,592
129,500
60,000
-
189,500
586,061
775,561
1,150,153		 Income
£
214,796
154,803
59,867
47,802
92,589
-
339,362
97,524
1,006,743
-
-
320,000
320,000
507,898
827,898
1,834,641		 Expenditure
£
194,392
154,803
75,867
47,802
92,589
5,600
300,374
118,140
989,567
-
-
-
-
332,691
332,691
1,322,258		 Transfers
£
-
-
-
-
-
-
-
-
-
(5,351)
20,000
-
14,649
(14,649)
-
-		 At 30th April
2020
£
29,430
-
-
-
30,000
246,400
85,938
-
391,768
124,149
80,000
320,000
524,149
746,619
1,270,768
1,662,536

35

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2021

14
Analysis of net assets between funds
Restricted funds
Unrestricted funds
Fixed Asset fund
Infrastructure support fund
Future Funding
Free reserves
Total funds		 Tangible
Fixed assets
£
240,800
240,800
137,118
-
-
-
137,118
377,918
At		 Other
Net assets
£
237,824
237,824
-
80,000
60,000
1,037,605
1,177,605
1,415,429
30th April 2021		 Total
£
478,624
478,624
137,118
80,000
60,000
1,037,605
1,314,723
1,793,347

2020 comparative figures for the analysis of net assets between funds are shown below

Restricted funds
Unrestricted funds
Fixed Asset fund
Infrastructure support fund
Future Funding
Free reserves
Total funds		 Tangible
Other
Fixed assets
Net assets
£
£
246,400
145,368
246,400
145,368
124,149
-
-
80,000
-
320,000
-
746,619
124,149
1,146,619
370,549
1,291,987
At 30th April 2020		 Total
£
391,768
391,768
124,149
80,000
320,000
746,619
1,270,768
1,662,536

15 Related party transactions

There were no related party transactions in the year ended 30 April 2021.

16 Company limited by guarantee

The charity is a company is limited by guarantee and as such has no issued share capital. In the event of the company being wound up the liability of the members is limited to £10 each.

36

ONE25 LIMITED

ACKNOWLEDGEMENTS

YEAR ENDED 30 APRIL 2021

Thanks to the following funders who have made a huge difference to the lives of vulnerable women in the last year:

Allan & Gill Gray Philanthropy, AVA Against Violence and Abuse, Bristol City Council, Bristol City Funds and Quartet Community Foundation, Britland Charitable Trust, Cabot Circus Community Support Scheme, Clevedon Forbes Fund, Comic Relief, Dame Violet Wills Will Trust, Eleanor Hamilton Educational Trust, Esmée Fairbairn Foundation, Eversea Community First Charitable Trust, G F Eyre Charitable Trust, Gloucestershire Society, John James Bristol Foundation, John Lewis Partnership, Lloyds Bank Foundation for England & Wales, Marsh Christian Trust, Maurice and Hilda Laing Charitable Trust, National Lottery Community Fund, Pause Creating Space for Change, R L Glasspool Charity Trust, RS Brownless Charitable Trust , Ryklow Charitable Trust 1992, Schroder Charity Trust, Second Step, Skills For Care, Spielman Charitable Trust, St Mungos, St Pauls Mission House Trust, St Peter's Non-Ecclesiastical Charities, St Stephen & St James Trust, The DWF Foundation, The Gloucestershire Society, The James Tudor Foundation, The Joseph Rank Trust, The Josephine Butler Educational Trust, The League of the Helping Hand, The Leathersellers' Company Charitable Fund, The Morrisons Foundation, The Parivar Trust, The Pat Newman Memorial Trust, The Rayne Foundation, The Rhododendron Trust, The Souter Charitable Trust, The Sydney Black Charitable Trust, The Truemark Trust, University Of Bristol, Vinci UK Foundation, Yorkshire Building Society Charitable Foundation.

With heartfelt thanks also to all the businesses, social groups, churches and individuals who have so generously supported One25’s work this year.

37