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2022-04-30-accounts

ONE25 LIMITED

FINANCIAL STATEMENTS

30 APRIL 2022

Company Registration Number 3362644 Charity Number 1062391

Contents Pages
Report of the trustees 2 - 16
Independent auditor’s report to the members of One25 Limited 17 - 21
Reference and administrative details of the charity 22
Statement of financial activities 23
Balance sheet 24
Cashflow Statement 25
Notes to the financial statements 26 - 37
Acknowledgements 38

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ONE25 LIMITED

TRUSTEES REPORT TO THE MEMBERS OF ONE25 LIMITED

YEAR ENDED 30 APRIL 2022

Chair and Chief Executive Officer’s Introduction

It’s been another full year at One25. We’ve improved support for marginalised women by widening service delivery through our pilot weekend van outreach, pilot Pause North Somerset & South Gloucestershire and extension of Peony from three to five days a week. We also remain deeply committed to working in effective partnerships to remove barriers to access and enable women to get the help that they need.

We’ve prioritised how women can shape services, for example through involvement in recruiting our new CEO, joining a steering group to develop services, and peer volunteering. This continues to be a key focus for us in the coming year.

From May 2021 – April 2022 One25 has supported 234 women. Of these:

None of this would be possible without the hard work and dedication of our staff, volunteers and the backing of our fantastic supporters. We are deeply grateful to you all.

This year saw Anna Smith, our CEO of over five years, move on and the subsequent appointment of Jennifer Riley (previously our Operations Manager) to take up the helm. We are grateful to Anna for overseeing the growth of One25 and excited to see Jenny take over. We look forward to the next year as a time of continued learning and development. We will step up to the challenges that come alongside our growth and ensure that the women’s needs remain at the heart of everything that we do.

One25 only exists because of the passion, commitment and support from all in our community. Thank you for journeying with us and here’s to another full year ahead.

Malcolm Richardson Chair of Trustees

Jennifer Riley CEO

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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.’

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.

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. We continue to work towards achieving the goals in our current business plan (2021-24) and think about our future priorities considering the needs of the women and the teams. We work to create pathways for women to access the support they need, identifying barriers and working in partnership to change systems for the better.

The Senior Management Team, together with the Finance Manager, review and develop operational and strategic plans in monthly meetings and quarterly planning days. Progress updates are shared quarterly with Trustee sub committees with specified areas of focus. New areas of work are considered in line with our strategic aims and our mission to support vulnerable women. 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 organisation is travelling in and are needs and values led.

Strategic priorities

Our guiding goals are to:

  1. Improve the lives of marginalised women facing multiple disadvantages, meeting them where they are without judgement or expectation

  2. Support more women to be safe, heal and thrive

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  1. Ensure that the needs and voices of our service users inform service delivery and the direction of the organisation

  2. Ensure that One25 is a sustainable and well-run organisation

  3. 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

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

  5. Work closely with partners and funders to provide coherent, linked-up support to vulnerable women and to break through barriers and change their lives

These strategic priorities are broadly unchanged from the seven goals agreed with staff and the board in 2018 and form the backbone of our business plan. These goals are displayed around our organisation in the form of posters.

Plans for the future

Our 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. Here are some updates on progress in the last year. We plan to continue to focus on these in the coming year.

Goal: Progress in the last year includes:
To work with partners with similar values
and approaches, to co-produce and pilot
new services, learn from others and support
in reducing peoples’ vulnerabilities.		 Expansion of Pause with pilot programmes
in North Somerset and South
Gloucestershire.
Changing Futures partnership – to identify
trauma-informed approaches that work for
women and work with partners to identify
and remove barriers.
To embed deeper assessment and review
systems to ensure we are doing all we can to
remove the barriers to leaving street sex
work.		 Current assessment of women attending
drop-in who may be ready to move on or to
know what barriers they face to moving on.
Formulation sessions to reflect on long term
cases in place.

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Analysis around women returning to street
sex work and those entering street sex
work.
To improve our service user consultation,
developing services with as well as for
women by engaging in broader methods of
consultation and giving women a voice in
strategic meetings.		 Examples include involvement in our
consultation around sex work and the law,
and a service user panel used as part of the
recruitment of our CEO this year. We have
also added consultation aims to the Pause
introduction, to ensure that women know
how we will consult with them throughout
the cycle of support and how we can receive
their feedback.
To become a Psychologically Informed
Environment (PIE), setting out on a journey
where all staff recognise the trauma intrinsic
to our work and support each other to
manage the impact of this.		 All teams now have reflective practice across
the organisation and our PIE working group
continues to meet to develop One25’s PIE
framework.
Changing Futures Trauma-Informed Lead
will support this evaluation.
A temporary consultation working group
was set up to explore this area and made
recommendations which are now being
piloted, e.g., a biannual staff forum.
To increase the diversity represented by all
involved with One25, staff, volunteers and
the board, employing external expertise,
learning about good practice and setting up
a permanent cross organisational group to
generate ideas and action towards this.		 The cross organisational group is now in
place and working to clarify the first area of
focus by analysing equalities data and
consulting with staff.
We are also now working to develop an anti-
racism action plan at One25.
To explore increasing van outreach from 5-7
nights per week.		 The 7-night pilot of the van began in
December 2021 and is ongoing.
To expand the offers of support in-house at
drop-in to include therapy and legal advice.		 Wound care nurse introduced at drop-in.
Plans to introduce Hep C testing through
services in the coming year.
To secure rolling funding for Pause Bristol to
avoid cycle by cycle funding to secure the		 Funding has been secured for another
Pause Bristol cycle and we are exploring

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future of Pause support for women and
build in some flexibility.		 options for beyond this. Cost savings impact
work is being planned to support this.
To expand Peony from 3-5 days per week
and increase the partnership work to
provide more opportunities for women to
build skills and independence.		 Peony extended to 5 days in June 2021.
To pioneer peer mentoring programmes to
support women with lived experience to
gain skills and work.		 Using learning from Pause Peer Volunteer
programme to inform work in this area.

Further goals in our Business Plan include:

How our activities deliver public benefit

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

All our charitable activities focus on the prevention or relief of poverty by working with highly marginalised women. The women One25 work with face multiple and severe disadvantages. For many (65%), this includes street sex work. About 75% are or have recently been homeless, 92% have chronic mental ill health, 79% have chronic physical ill health and 86% are addicted to drugs and/or alcohol. Almost all (96%) 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.

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

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and national level in academic research, statutory consultations and through the media and other communication networks.

Last year 234 women benefitted from One25’s services. Of these:

Overview of impact in relation to street sex work for 2021-22:

We have seen more women entering street sex work this year (11 compared with 4 in 202021). We have also seen fewer women abstaining (30 compared with 50 in 2020-21) and exiting street sex work (31 compared with 43 in 2020-21). We will be looking closely at what we can learn from these women’s journeys and whether there are any external and/or internal factors that have influenced this.

This year we have seen fewer women returning to street sex work after abstaining, exiting or maintaining their exit. This is most marked amongst those who have maintained their exit for

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12 months or more. Of these, only 5 women returned to street sex work in the year (compared with 11 in the previous year).

In both cases, we will look closely at the journey of each of these women, to better understand what is supporting them to move away from street sex work, as well as the factors that may be causing their return and/or entry into street sex work.

Outreach

In December 2021, we launched a pilot to extend outreach from 5-7 nights a week. This has involved going out at the weekends as well as on weeknights. We have extended the pilot and hope to be able to continue running the service in this way. 125 women were seen street sexworking through the year. 94 of these women used the van outreach service a total of 1,030 times (average 3 [3.46] women per shift). The number of visits is up 31% on the previous year, mainly owing to the weekend service. However, the number of women using the service has remained relatively stable, demonstrating that the weekend service is better meeting the needs of women who are street sex-working.

Drop-in

Drop-in opened 204 times this year compared to 102 in the previous year (as a result of lockdown closures). It has been great to return to “service as usual” and see so many more women get help as a result. Last year, there were 1,246 visits from 95 different women to One25’s drop-in centre at 138a Grosvenor Road (average 6 women per session). 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. This includes specialist caseworkers and a range of visiting professionals such as a GP, prescribing nurse, wound care nurse and a sexual health nurse.

Casework

Caseworkers have provided personalised one-to-one support for 140 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 multiple disadvantages.

Peony

Peony is One25’s holistic wellbeing service for women in recovery, to overcome trauma, build resilience and learn life skills to thrive in the community. Peony is 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). Peony provides a programme of therapeutic and meaningful activities, specialised group work and one-to-one support. In June 2021 we extended the service from 3-5 days a week. This has enabled more intensive work and more one-to-one sessions with women.

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3 Peony peer volunteers have supported and led sessions this year. They have also codesigned a peer-led support group for women who are becoming ready to move-on, in the process, or have moved on from street sex-working. This idea came from service user feedback at Peony and is planned to start later in the year.

48 women were helped through Peony this year. 22 gained employability skills and 1 woman got a job!

Pause

In 2017 we opened Pause Bristol. Thanks to the success of this, in March 2022 we have also started a pilot programme for Pause North Somerset & South Gloucestershire.

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 marginalised 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 significant cost to the taxpayer.

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 35 women as we concluded working with a third community of women and started with a fourth community.

Pause National selected One25 to trial a peer mentoring pilot in Bristol. Learning in this year was that the model was not suitable for women who had been so recently supported by the programme. This year we will be running a Next Steps group which will have more focus on light touch support for women ending with the programme. It will aim to build a community of peer support where women attend groups together.

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.

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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 considering 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.

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

2021/22 has been a challenging year for One25 financially. We have not seen growth in our income for the first time in several years. The previous two years saw significant income uplifts primarily owing to advance payments being received (in 2019/20), and a combination of Covid emergency grants and a substantial one-off supporter-led event (in 2020/21).

Our expenditure has grown, giving greater need to ensure sustainability as we adapt to the demand for our services and the increased challenges for women to get the help that they need. We are therefore currently focused on developing our income generation strategy to enable us to stabilise and grow our income over the next three years and beyond.

Overall, we ended the year with an unrestricted deficit of £173k. At year end our free reserves totalled £909,680 after transfers into and out of designated funds (including the release of £60k of advance funding received last year).

Our cash balances were particularly high at the end of the last financial year, reflecting advance funding received, and cash reserves and investments remained healthy at the end of this financial year.

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

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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 consideration will be given to maintaining balances with different providers below the FSCS compensation level. Cash in instant access accounts was lower than 3 months expenditure at 30 April 2022 but deposits matured shortly after the year end increasing instant access cash to the required 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 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 total budgeted expenditure as a free reserve (for 22/23 the total budgeted expenditure is £1,998,300), 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:

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Whilst realising an unrestricted deficit in the year, prudent management of reserves levels means that we exit the year with free reserves of £909,680 which is equivalent to 5.5 months’ budgeted expenditure. This level sits well within our reserves policy, giving us confidence that One25 will be able to continue to support Bristol most marginalised women over the next 12 months.

Structure, Management and Governance

One25 is committed to open and transparent governance. To that end, during this year, the FARG conducted a governance review to look at all policies and processes and how they are delivered. From that review while there were no material gaps to fill, there has been a strong action plan to strive for continuously improved governance of the organisation.

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 2022 the trustee board consisted of eleven 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. This year the charity created a nominations committee to support the Chair in the effective recruitment of trustees. Members of this committee will interview with the Chair for potential trustees and the CEO is also involved in the process. Appointment recommendations are then put to the Board for approval. 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

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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 2022) consisted of 48 members of staff. The CEO assesses all new job roles against One25’s salary bands and salaries are 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 138 volunteers has supported One25 by giving over 5,000 hours of support. As services have returned to usual levels this year, we have been extremely grateful to every volunteer. Outreach, drop-in and Peony rely on volunteers in order to run and we also greatly value the support of those who come into the offices to help with admin tasks and housekeeping duties like clothes sorting and restocking the van.

In the last year we have recruited 52 new volunteers and held 8 inductions. We have continued to deliver a rolling programme of training. Topics covered included professional boundaries, complex trauma and safeguarding. We ensure that all volunteers are fully supported and supervised and plan to introduce reflective practice sessions for volunteers this year.

4 women have been peer volunteers this year: 3 supporting and leading Peony sessions and 1 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 discussed with the board. The sub committees have allocated risks which they have responsibility to 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, with strategic risks being considered by the board. 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.

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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. One25’s current work requires core funding at a higher level than in previous years. Although we ended 2021-22 in a good financial position, our pipeline for 2022-23 and beyond is less secure. We are developing our income growth strategy and will implement this as soon as possible in order to grow income sufficiently. We continue to strive for a diverse funding mix although we recognise that grants and contracts are likely to continue to account for most 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 mission critical areas of work not being completed as a result of turnover and 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.

  3. The risk of lack of appropriate space and resources preventing us from working effectively and achieving ambitious plans. In the last year we have introduced a clearer home-working policy which allows more flexible use of the space that we have but the growth of the organisation presents key challenges around this.

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. 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.

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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), Second Step (Changing Futures) and Bristol City Council (Street Sex Work Project and Ministry of Housing, Communities and Local Government funded Specialist Housing Navigator). We also have good links with Bristol City Council Commissioners. Another key long-term partnership is with Avon & Somerset Police, and this is widely recognised as a best practice example of connecting vulnerable people with the Police.

We continue to input into over 30 local strategy groups (such as Bristol Supported Housing Forum) which have links with Bristol City Council to tackle homelessness issues and to raise awareness of women’s needs.

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 are particularly involved in work around domestic abuse, sexual violence and women’s safety. Our CEO sits on the Domestic Homicide Review panel (to decide collectively if there should be a review into a death related to domestic abuse) and Safeguarding Adults Review panel (to decide collectively if there should be a review into a death or a case of serious harm). We also convene the monthly Bristol Sexual Violence Forum which continues to bring over 15 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 5 September 2022 and signed on its behalf by:

P. 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 (the 'charity') for the year ended 30 April 2022 which comprise the statement of financial activities, statement of financial position, statement of cash flows and the related 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 on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

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

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

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

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 that fact.

We have nothing to report in this regard.

Opinion 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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YEAR ENDED 30 APRIL 2022

Responsibilities of the trustees

As explained more fully in the trustees’ responsibilities statement set out in the trustees’ report, 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.

Our 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:

19

ONE25 LIMITED

INDEPENDENT AUDITORS REPORT TO THE MEMBERS OF ONE25 LIMITED

YEAR ENDED 30 APRIL 2022

(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/auditorsresponsibilities. This description forms part of our auditor’s report.

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.

20

ONE25 LIMITED

INDEPENDENT AUDITORS REPORT TO THE MEMBERS OF ONE25 LIMITED

YEAR ENDED 30 APRIL 2022

Alison Godfrey

Date: 8 September 2022

Alison Godfrey FCA (Senior Statutory Auditor)

For and on behalf of:

GODFREY WILSON LIMITED

Chartered accountants and statutory auditors 5th Floor Mariner House

62 Prince Street Bristol BS1 4QD

21

ONE25 LIMITED

REFERENCE AND ADMINISTRATIVE DETAILS OF THE CHARITY

YEAR ENDED 30 APRIL 2022

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 R Dunn C Edgar C Hill (retired 06.09.2021) F Parfitt M Richardson (Chair) M Russell K Sloggett C Stanaway 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 (resigned 18.03.2022), N Johnston (21.03.2022 - 28.04.2022), J Riley (appointed 18.04.2022) Senior Managers: M Johnson (appointed 01.06.2021), J Riley, A Sutcliffe, J Thurston (appointed 13.09.2021), S Whitaker (resigned 11.06.2021)

22

ONE25 LIMITED

STATEMENT OF FINANCIAL ACTIVITIES (Including Income and Expenditure Account)

YEAR ENDED 30 APRIL 2022

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 / (expenditure)
7
Transfers between funds
13
Net movement in funds
Total funds at 1 May
Total funds at 30 April		 Unrestricted
Funds
£
231,018
310,200
-
28,941
1,917
308
Restricted
Funds
£
107,236
196,136
541,651
-
-
300		 Total Funds
2022
£
338,254
506,336
541,651
28,941
1,917
608		 Total Funds
2021
£
395,261
704,943
450,026
24,712
2,123
801
572,384 845,323 1,417,707 1,577,866
176,701
569,138		 -
1,006,225		 176,701
1,575,363		 147,567
1,299,488
745,839 1,006,225 1,752,064 1,447,055
(173,455)
(20,000)		 (160,902)
20,000		 (334,357)
-		 130,811
-
(193,455)
1,314,723		 (140,902)
478,624		 (334,357)
1,793,347		 130,811
1,662,536
1,121,268 337,722 1,458,990 1,793,347

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 notes on pages 26 to 37 form part of these financial statements

23

ONE25 LIMITED

YEAR ENDED 30 APRIL 2022

BALANCE SHEET

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		 2022
£
366,788
50,930
957,652
215,190
1,223,772
(131,570)
1,092,202
1,458,990
909,680
211,588
1,121,268
337,722
1,458,990		 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

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 5th September 2022 and are signed on their behalf by:

M Richardson Trustee

The notes on pages 26 to 37 form part of these financial statements

24

ONE25 LIMITED

CASHFLOW STATEMENT

YEAR ENDED 30 APRIL 2022

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)		 2022
£
(277,636)
1,917
(6,693)
(4,776)
(282,412)
1,455,254
1,172,842
2022
£
(334,357)
17,823
(1,917)
7,434
33,381
(277,636)
2022
£
957,652
215,190
1,172,842		 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

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 26 to 37 form part of these financial statements

25

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2022

1 Accounting policies

26

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2022

1 Accounting policies (continued)

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.

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.

27

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2022

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
£
196,492
230,592
-
24,712
2,123
801
Restricted
Funds
£
198,769
474,351
450,026
-
-
-		 Total Funds
2021
£
395,261
704,943
450,026
24,712
2,123
801
454,720 1,123,146 1,577,866
147,567
263,198		 -
1,036,290		 147,567
1,299,488
410,765 1,036,290 1,447,055
43,955
-		 86,856
-		 130,811
-
43,955
1,270,768		 86,856
391,768		 130,811
1,662,536
1,314,723 478,624 1,793,347

28

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2022

3
Donations
Regular donations
Other donations
Donated goods and services
ndD Community Fundraising		 Unrestricted
Funds
£
82,586
84,259
37,970
26,203		 Restricted
Funds
£
240
106,996
-
-		 Total Funds
2022
£
82,826
191,255
37,970
26,203
231,018 107,236 338,254

Donations include £3,695 donated by One25 Trustees and / or related parties (2021 £1,115).

2021 comparative figures for donations are shown below

Regular donations
Other donations
Donated goods and services
nd
Community Fundraising
4
Casework support
Comic Relief
Grants less than £10,000
Core support
Ministry of Justice
The Joseph Rank Trust
Peony service
Charles Hayward Foundation
The Rayne Foundation
Eversea Community First Charitable Trust
Nisbet Trust
The Sunrise Foundation CIO
Grants less than £10,000
Unrestricted Grants
Puebla Charitable Trust
John James Bristol Foundation
Esmee Fairbairn Foundation
The Leathersellers' Company Charitable Fund
Oak Foundation
Porters Trust
Grants less than £10,000
Lloyds Bank Foundation for England & Wales
Grants from trusts and foundations		 Unrestricted
Funds
£
81,336
89,518
7,886
17,752		 Restricted
Funds
£
120
45,994
-
152,655		 Total Funds
2021
£
81,456
135,512
7,886
170,407
196,492 198,769 395,261
Unrestricted
Funds
£
-
-
-
-
-
-
-
-
-
-
-
10,000
10,000
40,000
10,000
200,000
10,000
30,200		 Restricted
Funds
£
15,800
5,770
50,000
15,000
12,054
25,000
20,000
15,000
10,000
10,000
17,512
-
-
-
-
-
-
-		 Total Funds
2022
£
15,800
5,770
50,000
15,000
12,054
25,000
20,000
15,000
10,000
10,000
17,512
10,000
10,000
40,000
10,000
200,000
10,000
30,200
310,200 196,136 506,336

29

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2022

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, Ministry of Justice and Bristol City Council. The total value of such income in the period ending 30 April 2022 was £529,906 (2021: £637,619). There are no unfulfilled conditions or contingencies attaching to this income in 2021/22.

2021 comparative figures for grants are shown below

Casework support
National Lottery Community Fund
Comic Relief
Grants less than £10,000
Drop-in centre
John James Bristol Foundation
Grants less than £10,000
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 less than £10,000
Commissioned Services
Casework Support
Bristol City Council
St Mungo's
Second Step
Pause Bristol
Bristol City Council
Lloyds Bank Foundation for England & Wales		 Unrestricted
Funds
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
72,442
-
60,000
-
40,000
-
15,000
-
43,150
-		 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
230,592
474,351		 704,943
Unrestricted
Funds
Restricted
Funds
£
£
-
81,996
-
42,000
-
30,199
-
387,456		 Total Funds
2022
£
81,996
42,000
30,199
387,456
-
541,651		 541,651

30

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2022

5 Commissioned Services (continued)

2021 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		 Salaries
£
322,719
136,240
41,417
218,547
165,975		 Unrestricted
Funds
£
-
-
-
-		 Restricted
Funds
£
82,960
52,039
33,916
281,111		 Total Funds
2021
£
82,960
52,039
33,916
281,111
- 450,026 450,026
Direct
Costs
£
69,115
68,787
24,241
80,547
86,577		 Support
Costs
£
112,014
67,885
50,930
67,221
63,148		 Total
2022
£
503,848
272,912
116,588
366,315
315,700
884,898 329,267 361,198 1,575,363
Support costs
Casework support
Drop-in centre
Outreach service
Pause Bristol
Peony		 Salaries
Other Support
Costs
£
£
81,385
30,629
49,323
18,562
37,004
13,926
48,840
18,381
45,881
17,267		 Total
2022
£
112,014
67,885
50,930
67,221
63,148
262,433
98,765		 361,198

Included in other support costs are governance costs of £7,019 (2021 £5,724).

31

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2022

6 Charitable activities (continued)

2021 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		 Salaries
£
304,577
124,332
27,231
199,677
101,295		 Direct
Costs
£
59,705
54,123
22,417
63,520
34,965		 Support
Costs
£
97,992
63,768
44,398
62,846
38,642		 Total
2021
£
462,274
242,223
94,046
326,043
174,902
757,112 234,730 307,646 1,299,488
Salaries
£
81,614
53,109
36,977
52,341
32,183		 Other Support
Costs
£
16,378
10,659
7,421
10,505
6,459		 Total
2021
£
97,992
63,768
44,398
62,846
38,642
256,224 51,422 307,646

7 Net income / (expenditure) This is stated after charging:

Net income / (expenditure)
This is stated after charging: 2022 2021
£ £
Depreciation 17,823 22,458
Auditors' remuneration 5,970 5,700

32

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2022

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
Organisational Support 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:		 2022
£
1,158,103
106,234
32,164		 2021
£
1,017,950
86,953
28,396
1,296,501 1,133,299
2022
£
207,360		 2021
£
202,507

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

2022 2021 2022 2021
No. No. No. FTE's No. FTE's
Management and administrative staff 6 5 5.8 5.7
Caseworkers 12 12 9.9 9.3
Fundraising 4 5 4.0 3.0
Communications 2 2 1.9 1.8
Drop-in 5 5 4.3 4.1
Outreach 2 1 1.5 0.7
Pause BNSSG 8 7 7.0 6.0
Peony 6 4 5.5 3.2
45 41 39.9 33.8

Over the year the staff team has been supported by 138 volunteers.

None of the trustees have received remuneration or other benefits.

In 2022 3 Trustees claimed travel expenses totalling £152 (2021: 2 Trustees claimed training expenses totalling £237)

9 Taxation

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

33

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2022

10 Tangible fixed assets

Cost
At 1 May 2021
Additions
Disposals
At 30 April 2022
Depreciation
At 1 May 2021
Charge for the year
Disposals
At 30 April 2022
Net book value
At 30 April 2022
At 30 April 2021
11 Debtors
Prepayments
Accrued income
Other debtors
12 Creditors: amounts falling due within one year
Trade creditors
Other creditors
Pension contributions payable
Accruals
Taxation and social security
Deferred income		 Freehold
Property
£
434,665
-
-		 Equipment
£
33,931
-
-		 Furniture and
Fittings
£
1,645
6,693
-		 Motor
Vehicles
£
19,500
-
-		 Total
£
489,741
6,693
-
434,665 33,931 8,338 19,500 496,434
79,117
8,693
-		 11,561
7,457
-		 1,645
1,673
-		 19,500
-
-		 111,823
17,823
-
87,810 19,018 3,318 19,500 129,646
346,855 14,913 5,020 - 366,788
355,548 22,370 - - 377,918
2022
£
14,518
6,683
29,729		 2021
£
17,585
21,482
19,297
50,930 58,364
2022
£
18,128
5,179
5,740
29,910
30,899
41,714		 2021
£
23,167
3,824
-
25,145
20,500
25,553
131,570 98,189

34

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2022

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

Deferred income movements
At 1 May 2021
Deferred during the year
Released during the year
At 30 April 2022		 2022
£
25,553
41,714
(25,553)		 2021
£
12,500
25,553
(12,500)
41,714 25,553

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
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
2021
2022
£
£
£
£
£
9,912
225,482
235,394
-
-
152,655
-
152,655
-
-
-
50,044
50,044
-
-
-
77,054
77,054
-
-
240,800
-
5,600
-
235,200
75,257
393,456
366,191
-
102,522
-
99,287
119,287
20,000
-
478,624
845,323
1,006,225
20,000
337,722
137,118
-
-
(5,530)
131,588
80,000
-
-
-
80,000
60,000
-
60,000
-
-
277,118
-
60,000
(5,530)
211,588
1,037,605
572,384
685,839
(14,470)
909,680
1,314,723
572,384
745,839
(20,000)
1,121,268
1,793,347
1,417,707
1,752,064
-
1,458,990

Purpose of restricted funds:

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 drop-in centre, open 4 afternoons a week, is a safe, homely place where service users can access practical and emotional support.

One25's outreach service is a van that goes out 7 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 building's net book value is £235,200; because of the restrictions attached to the donation it is held as a restricted asset.

35

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 5 days a week. The transfer represents a correction to funds brought forward.

Purpose of designated funds:

Fixed Asset fund - represents the value of One25s assets. The transfer of £5,530 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. This was spent in the year on general unrestricted expenditure.

2021 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
2020
£
29,430
-
-
-
30,000
246,400
85,938
-		 Income
£
195,141
158,261
178,155
62,000
98,529
-
315,362
115,698		 Expenditure
£
214,659
158,261
25,500
62,000
128,529
5,600
326,043
115,698		 Transfers
£
-
-
-
-
-
-
-
-		 At 30th April
2021
£
9,912
-
152,655
-
-
240,800
75,257
-
391,768 1,123,146 1,036,290 - 478,624
124,149
80,000
320,000		 -
-
-		 -
30,924
-		 12,969
30,924
(260,000)		 137,118
80,000
60,000
524,149
746,619		 -
454,720		 30,924
379,841		 (216,107)
216,107		 277,118
1,037,605
1,270,768
1,662,536		 454,720
1,577,866		 410,765
1,447,055		 -
-		 1,314,723
1,793,347

36

ONE25 LIMITED

NOTES TO THE FINANCIAL STATEMENTS

YEAR ENDED 30 APRIL 2022

Analysis of net assets between funds
Restricted funds
Unrestricted funds
Fixed Asset fund
Infrastructure support fund
Free reserves
Total funds		 Tangible
Fixed assets
£
235,200
At		 Other
Net assets
£
102,522
30th April 2022		 Total
£
337,722
235,200 102,522 337,722
131,588
-
-		 -
80,000
909,680		 131,588
80,000
909,680
131,588 989,680 1,121,268
366,788 1,092,202 1,458,990

14 Analysis of net assets between funds

2021 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
£
£
240,800
237,824
At 30th April 2021		 Tangible
Other
Fixed assets
Net assets
£
£
240,800
237,824
At 30th April 2021		 Total
£
478,624
240,800 237,824 478,624
137,118
-
-
-		 -
80,000
60,000
1,037,605		 137,118
80,000
60,000
1,037,605
137,118 1,177,605 1,314,723
377,918 1,415,429 1,793,347

15 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.

16 Related parties

There were no related party transactions in the year ended 30 April 2022.

37

ONE25 LIMITED

ACKNOWLEDGEMENTS

YEAR ENDED 30 APRIL 2022

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, Bernays Charitable Trust, Bristol City Funds and Quartet Community Foundation, Bristol Masons, The Burges Salmon Charitable Trust, Charles Hayward Foundation, Comic Relief, Dame Violet Wills Will Trust, Dame Violet Wills Charitable Trust, Eleanor Hamilton Educational Trust, Esmée Fairbairn Foundation, Eversea Community First Charitable Trust, The Florence Shute Millennium Trust, Greyfriars Trust, The Gibbs Charitable Trust, G F Eyre Charitable Trust, Helianthus Charitable Trust, The Hilda Beer Charitable Trust, John James Bristol Foundation, Marsh Charitable Trust, Maurice and Hilda Laing Charitable Trust, Ministry of Justice, Porters Trust, Puebla Charitable Trust, The Nisbet Trust, Oak Foundation Pause Creating Space for Change, Second Step, Spielman Charitable Trust, St Mungos, The Gloucestershire Society, The Joseph Rank Trust, The Josephine Butler Educational Trust, The Leathersellers' Company Charitable Fund, The Parivar Trust, The Pat Newman Memorial Trust, The Rayne Foundation, The Rhododendron Trust, Souter Charitable Trust, Westfield Health Charitable Trust, University Of Bristol

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

38