OpenCharities

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

← Options For Supported Living

2025-03-31-accounts

Annual Report and Accounts 2024/25 Making a better world for people with disabilities.

----- Start of picture text -----
UJ “es 5 a en le -
mnt2 eosone Co % ae [lo]
per Mh cher’ Contents aos - _
vest Saar ef : J
----- End of picture text -----*

Introduction

We are pleased to present our latest annual report with a new look and feel for Options! Our new brand is a culmination of 18 months of work, created between people we support, their families, our staff and stakeholders. It refl ects our beliefs, our values and our character as people and as an organisation.

We have re-branded to take us into the future – to help us to realise our vision of a better world for people with learning disabilities. It’s important that we can tell our stories and shine a light on both the ordinary and the extraordinary lives of those involved with Options. This report is full of life, of joy and of hope at a time when conversations about social care can feel dominated by challenges and constraints. It’s important that we can continue to refl ect on what is possible through great support, and that’s what our new identity is all about.

Despite the new look, much of what you will read in this report will not be a surprise to those familiar with Options. It tells of the everyday lives of those supported by Options, the passionate commitment and skill of our staff, the creative collaboration with families and people who work with us, and all the things that we have learned along the way. It’s a chance to step back and enjoy – there is so much to celebrate and be thankful for.

As we look ahead, we have been thinking a great deal about how decisions are made that affect the lives of people associated with Options. Too often decisions are made without the meaningful voice of those who are most affected by those decisions. We see this refl ected in people’s right to choose where they live, who they live with, how they control their own resources and how they choose to use their time. We see it in the stories of many family members who navigate daily through complicated systems. We also see it in our commitment to ensuring support work is recognised and valued as highly skilled.

As an organisation this challenges us to listen well; to remain relational and person-centred; to continue to support, empower and enable; but also, to become courageous advocates – to tell our stories and be actively involved in creating the better world that we want to see. We are inviting you to read, to engage and partner with us as we start the next chapter in Options longer story.

L Barry

Kevin Peacock Chief Executive

Louise Barry Chair

Who we are

For 30 years, we have been supporting, empowering and enabling people with disabilities to live their lives to the full. We believe that everyone has the right to the life they want. People should be able to choose who they spend time with, the passions they want to pursue and ultimately create a life that’s worth living on their terms. We believe in a better world. A world where a healthy, active and fulfi lled life is accessible to everyone.

4

Our vision

A better world where people with disabilities contribute as unique and valued members of dynamic and inclusive communities.

Our mission

We support, empower, and enable people with disabilities to live their lives to the full.

We’re person-centred

We believe that every person is important, of infinite value, unique and has a contribution to make to the community in which they live. For us, this is what person-centredness means.

We’re local

We support adults and children with learning disabilities, autism and acquired brain injuries across Merseyside and the surrounding areas. We’re big enough to cope, but small enough to care.

We’re a charity

We put people before profits, we always have and always will. It’s one of the things that makes us a bit different. Every penny of our income is spent on providing the best support.

Our skilled and dedicated team challenge the accepted way of social care by working collaboratively with families, support workers, partners and our communities to offer genuine person-centred support.

Together, we give every person we support the opportunity to have a healthy, active and fulfilled life.

5

What we stand for

The values we embody every day are:

Creative collaborators

Collaboration enables us to think ambitiously and bring new creative energy to the challenges we face. It enables us to think differently, expansively and with enthusiasm for everything we do.

When we collaborate with other people we are empathetic and welcoming. Everyone’s experiences are different, and we embrace these as a strength. By doing this, we can create an innate sense of belonging to our team and our mission.

We are always looking to build valuable relationships with partners, the people we support and our wider network. By being visible, present and helpful to these people we can further our valuable work.

Courageous advocates

It takes courage to stand by our convictions and do what we know is right, even when everyone else is doing or saying something different. Courage takes vision. We are far from living in a world where people with disabilities are treated equally and fairly, but this disparity is what drives us to do better. The world is made better by diverse people living fulfilling lives, and it takes courage to see it through.

By being resourceful and adaptable and seeing the journey as an adventure, we can bring about change. Each day is a small success in delivering against the bigger picture. Our courage fuels us to celebrate wins big and small for both our team and the people we support. By being vocal about our wins and lifting each other up we can create a better world.

6

Passionately committed

We are passionate about giving people with disabilities fulfilling lives and challenging a world that isn’t set up for them. To work in an environment where the odds are stacked against the people we support (and to keep going) takes a passion and commitment to the work we do. We want to empower the people we support, our staff and the wider world to imagine a fairer, more inclusive society that welcomes people with disabilities.

We are committed to creating a more hopeful future. In doing so, we never exploit our staff’s passion for their work and are committed to giving them balanced lives. It’s important we support people when the going gets tough, but this is always taken in balance with our staff’s well-being.

Curious learners

When you’re on a mission to make a more inclusive society, having a natural curiosity helps. We encourage learning in all its forms. Being understanding about the world, the people in it, and what we can do to make it better is vital. We want to understand how it can be reimagined.

Through learning we can encourage healthy debate, reflections on our past and new ways of working in the future. This enables us to think human first.

At the heart of everything we do are the people we support. By learning from each other we create a more interesting, accessible world for us all to live in.

7 @

What great support looks like

Great support goes beyond helping; it’s about fostering an environment where people feel empowered, understood, and connected. We believe in the transformative power of collaboration – by actively listening and giving people choice, we ensure that everyone feels heard and valued, empowering them to make decisions about their own lives.

Aspirations

Evelyn's rock dream comes true

Evelyn finally ticked off a long-time wish from her bucket list – attending an AC/DC concert. The experience was unforgettable and deeply meaningful for her.

Claire’s wrestling dream

Claire has always dreamed of seeing a wrestling match. She booked tickets to WWE and went along with a staff member. It was a dream come true and a great example of teamwork.

Tom’s grand prix adventure

Tom fulfilled a big dream by attending the Grand Prix at Brands Hatch in Kent. As a huge fan of car racing, this was a thrilling and memorable experience.

Recognition and awards

Greg’s dedication celebrated

Greg was honoured by Everton in the Community for contributing over 200 hours of volunteering. His commitment and impact were formally recognised with an award.

Tess takes the creative crown

Tess won the Liverpool City Region 'Creative of the Year' Award, beating four other finalists. It was

a proud moment that celebrated her talent and creativity.

Sarah struts the catwalk

Sarah showcased her handmade creations on the catwalk at the Live Craft Show in Birmingham, walking alongside her teacher Nicola. It was a moment of pride and recognition.

9

Recognition and awards

Peter’s running towards a goal

Peter recently completed the Liverpool Half Marathon, along with his support worker, Liam. Peter had a personal goal to push himself further, and crossing that finish line was a proud moment for him. Peter’s achievement is a brilliant example to us all about setting goals, taking on challenges and inspiring others along the way.

Firsts

Laura finds her voice

Laura, who says she was once too shy to order food herself, has grown in confidence and now places her own orders. This small step has made a big difference to her.

Christine’s new wheels

Christine got the keys to her first wheelchair accessible vehicle, giving her more freedom and independence.

Andrew’s panto debut

Andrew stepped onto the stage for the first time, acting in the local panto. It was a major achievement for Andrew, who struggles with anxiety. He absolutely loved the experience and embraced the spotlight.

10

Firsts

Paul’s snooker adventure

Laura’s first flight

Paul enjoyed a short break in York where he attended the British Snooker Championships at the Barbican. It was his first time experiencing the event live.

Laura, Charlotte and Krista went on holiday to Benidorm together. It was Laura’s first time on a plane, and she loved the experience.

Improved communication

David speaks up

David had a meeting with his social worker and, with support, confidently spoke up for himself. He also shared his views at the national Social Care Futures Conference, showing how powerful it is when people are heard. He secured more hours for a voluntary job and is now looking for the perfect job role.

11

Improved communication

Paul opens up

Paul’s confidence has grown recently, and he’s been out and about socialising. He even attended the Fellowship NYE party, with others noticing the positive change.

Harry’s picture power

Harry has been using picture cards to communicate with staff, helping him choose daily activities like taking the bus. It’s made his preferences clearer and his days more empowering.

Claire’s carol concert moment

With support from the Outreach team, Claire attended the Carol Concert and got up to say a prayer. She did brilliantly and felt proud of her contribution.

Staff stories

How staff are shaping the future of Options together

Our Staff Voice group has played a vital role in shaping Options over the past year. Through collaboration with leadership, they’ve influenced key decisions - from pay and recruitment to benefits and policy. Their insight and challenge have strengthened our culture, ensuring staff voices are heard and valued across the organisation.

8

Stories of change

Crafting confidence

The Sewing Classes with Becca Buttons offer a fun and welcoming space to learn practical skills while building confidence. Participants explore everything from threading a needle to creating finished pieces, all in a relaxed, social environment.

The sessions encourage creativity, peer support, and personal growth - making it easy to try something new and stick with it. Over time, the group has grown into a vibrant part of our inclusion activities, even linking with wider community initiatives. From first stitches to public showcases, the classes prove that learning together can be both empowering and enjoyable.

13

Our impact 2024/25

----- Start of picture text -----
We supported
200
people
NI Aes “ ~
Outreach
48,476 hours
We delivered
500,632
Supported living
hours of support 452,156 hours
“2 ei Ss
Zs
sa y We employed
whe
, 398
. yy = .
members of
staff
----- End of picture text -----

14 @

----- Start of picture text -----
Outreach
£930,850
Private
£1,874,754
Misc
£120,970
Liverpool
£2,263,918
Our total funding was
Sefton
£11,718,558
£2,057,817
Wirral
£4,470,249
Overheads
£597,160
Support services
£1,204,217
HR & Recruitment
£141,734
Training £135,157
Vision £259,441 Direct support
£9,290,302
Our total expenditure was
£11,628,011
----- End of picture text -----

15

Community engagement

At Options we believe that everyone deserves the opportunity to live a full, connected, and meaningful life. Over the last year, our Community Team delivered a vibrant programme of activities that brought people together, supported wellbeing, and empowered people to shape their own lives.

Activities took place across Liverpool, Wirral, Sefton, and beyond.

----- Start of picture text -----
Wirral
23%
Sefton
Liverpool
3%
49%
Beyond
25%
----- End of picture text -----

----- Start of picture text -----
35 1,644
community social interactions
activities created
delivered
----- End of picture text -----

29 organisations partnered with including charities, cultural venues, and social enterprises

Stories of change

Edel’s first Bongo's Bingo

Edel attended her first 'Bongo's Bingo' nightlife event, co-organised with another support organisation. She had such a great time that she’s now planning to return for her 40th birthday with friends. The event helped build friendships and increased visibility for disabled people in public venues.

158

Our impact highlights

Good health

Greenbank Sports Sessions and Wheels for All introduced inclusive physical activities.

Cooking classes boosted confidence and sparked healthy conversations.

Trips to Bendrigg and Moel Famau encouraged movement and connection with nature.

“I didn’t think I could do it – but I did. I want to go again!” Participant after Moel Famau walk

Power, authority and resources

People influenced housing decisions through the Spare Room Project.

“It’s not just a vacancy – it’s someone’s future home.”

Feedback from Spare Room Project

Attended the Learning Disability England Conference to represent Options nationally.

Participated in Liverpool Pride and local events to express identity and rights.

19

Community participation

Regular meetups like Pool Club and Beer Club built lasting friendships.

“I feel like I belong here.”

Participant at Beer club

Santa Dash and Chester Christmas markets, increased visibility and inclusion for Learning Disability awareness week.

Welcoming venues helped people feel valued and connected.

New and enriching life experiences

First-time experiences included festivals, ghost tours, and creative workshops.

The Options Panto gave opportunity to perform, speak publicly, and shine – it was so much fun!

People planned their own trips, worked out the costs and built independence and confidence – The York trip was great!

“I helped plan the trip – and now I want to do more!”

Participant after York trip

20

----- Start of picture text -----
et , re, (ty \ hs tae: ie ee Li ba tn y
4 , "Vel 4 rey, e ‘ j =. iy wy ir , 1 ~ RD itd +4
i aN j ey i ST, * 7) . NA 4 ws ‘ M . R3 at 4
eh EA US nt Coy mage SR
‘ ge i ¥ ay a yy A “a \ ™ Ly | th % 0 hy ,! oe
mh oy ae ve, Ait ay a, Byes ye dv i YA: PAY Na f K yA Ny ae \ nh AA
shape “gag Mi Set | Sit OM hs, Niet veh ke 5 We tH it
1. ‘ aneSSA VyAS “{\Ag (6(ga eeeo.» Naa1 oF44 re1) | ; RNfi: q i » A| fiAh byte&. aeIR aefa) AlN |
Ais A ere A } art y' " BOC BY ie a Wit i MA i
7 oe: y ee, " et 1 : . en N ’
rl , ry é SS Sa ee TRL AD ee re S « i + > a
{f uy A vA “hye \: 4) ae ae. shh ‘4 ’ ae
r la [MR] bi 4 < Ms ‘ ' t by GN) 4 ; NN ew)it f hy, yeBA 4 Ay t ei ® ~ : Seeaia rey r ¥ f‘ +ig
gg ———— ! 2 ae \ ~ ee : Tt ad
wie ‘
em i = 2)
; JV : E. = coe
> ae ; ~—— XY J = NM
j ; a —
- 7- ‘ &a 2a
ap ae oy
—: bo we r ’ " | 7 Looking ahead
In 2025, we’re investing in better
data systems, more inclusive
planning, and stronger partnerships.
We’ll continue to co-design activities “ tt. 2 ee
with the people we support and
' expand opportunities for advocacy, RRS
creativity, and connection.
veh 7) pours 1 Together, we’re building a world pe tr, Wine “
<— ye be ons where everyone is seen, heard, roe PR ie +e
;af 3a| aeAg and valued. SERSSe ea [ee] Ree [Sa]
( eS 3 ‘
; boECEBase Bee =Ss ‘ DEANS - see > USeaeiecen P. < 21 & » LEA i “an Cae se) m LS.) SS en as
----- End of picture text -----

Fundraising

This year, Options proudly launched a new brand that refl ects our values, our vision, and most importantly, the people we support. The rebrand is more than a fresh design. It’s a powerful statement about who we are and what we stand for. With our new brand comes a renewed focus on fundraising.

Our new look: rebranding with

purpose

People we support played a central role in shaping our new identity. From choosing colours and creating symbols to sharing ideas about how we talk about our work, their voices guided every step. The result is a brand that feels vibrant, inclusive and true to our mission of empowering people every day.

Our refreshed brand reflects our commitment to supporting people with learning disabilities to live life on their own terms.

Fundraising for a future of possibilities

With our new brand comes a renewed focus on fundraising. We now offer many ways for people, groups and organisations to support our work. From one-off donations and regular giving to fundraising events, corporate partnerships and legacy gifts, there are plenty of opportunities to get involved. Our website makes it easy to give and get started with fundraising. We are excited to see people come together to raise money in creative and meaningful ways that reflect their passions and values.

Where your support goes

Every donation we receive goes towards full lives for people with disabilities. Money raised goes towards:

Your support helps build a future where every person has the opportunity to live the life they choose.

Get involved

To find out more about fundraising or how your support helps, visit

optionsempowers.org.uk

You can also contact our fundraising team at

fundraising@optionsempowers.org.uk or call us on 0151 236 0855

Stories of change

Voices R Us: Advocacy in Action

Our stakeholder-led forum, Voices R Us, gives people we support a platform to influence decisions and shape the future of Options. From voting parties to national conferences, people expressed their views, built confidence, and stood up for their rights.

24

Financial statements

For the year ended 31 March 2025

25

Reference and administrative details

Our trustees

----- Start of picture text -----
Role Name
Trustee Lianne McGinnes
Trustee Louise Barry
Trustee Sue Anne Elliott (appointed 25 November 2024)
Trustee Julia Erskine
Trustee Irene Byrne-Watts
----- End of picture text -----

Chief Executive and Management Team

----- Start of picture text -----
Role Name
Chief Executive Kevin Peacock
Head of Resources Jonathan Hardy
Development Manager Sharon Smith
Development Manager Nicola Battle
Development Manager Jennifer Clarke
Head of Operations Marie Binns
Quality & Operational Support Manager Jill Bainbridge
Training & Events Manager Angela Marincowitz
HR Manager Layla Alderton
Community Engagement & Development Manager Christine Bithell
Development Manager Shule Mulhall
Marketing & Fundraising Manager Steven Carney
Outreach Manager Christine Richmond
----- End of picture text -----

Charity number: 1063038 Company number: 02861966

Registered office/Head office

1st Floor, St. Nicholas House, Old Church Yard, Liverpool L2 8TX

Auditor

Williamson & Croft Audit Limited York House, 20 York Street, Manchester M2 3BB

Bankers

Barclays Bank Plc, Lord Street, Liverpool L2 1TD Lloyds Bank Plc, Merchants Court, 2-12 Lord Street, Liverpool L2 1TS HSBC Plc, 101 Lord Street, Liverpool L2 6PG

Trustees' report (including Directors' report)

The trustees present their report and financial statements for the year ended 31 March 2025.

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)) (issued in October 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Objectives and activities

Objects and aims

Options is an organisation whose purpose (our mission) is to enable, empower and support people with learning disabilities to live their lives to the full. Our philosophy of support - that we listen to people and support them to achieve what they want - is called person centredness. Person-centredness runs through everything that Options does. Fundamentally we believe that every person is unique and valuable. With the right support around us we can all live happy and fulfilled lives and contribute to the communities we live in. This is true for people both with and without a learning disability.

Person-centredness starts with listening to the people we support, understanding their hopes, wishes and aspirations, and then building support packages around them to help them achieve those aspirations. Some of the support is to people living in their family homes, and some to people who live in houses or flats they own or rent.

"The objects of the Company are to relieve adults and children who have disabilities and in particular by the provision of support which we will encourage and assist adults and children to lead lifestyles of their own choice." (from the Memorandum of Association).

This has been delivered by the provision of support to people with disabilities living in their own homes or family homes in the community. This support was provided in Liverpool, Sefton and Wirral.

The trustees have paid due regard to guidance issued by the Charity Commission in deciding what activities the charity should undertake.

Public benefit

The stories of the people we support, their families and our staff are an integral part of understanding the benefit of Options’ person-centred approach. Trustees receive a ‘stories paper’ to each Board meeting which supplements more conventional management information. It’s important that we can tell stories and shine a light on both the ordinary and the extraordinary lives of those involved with Options. These stories are full of life, of joy and of hope at a time when conversations about social care can feel dominated by challenges and constraints.

They show what is possible through great support work and include:

At the start of the financial year Options supported 169 people. We started supporting 15 new people throughout the year and had 11 people leave our support for various reasons. In total we supported 195 people across the year and leave the year supporting 173 people. People’s hours of support vary enormously, but on average we provided 9,602 hours of support

27

per week throughout the year. This is slight growth from last year, and in line with our strategic intentions. We have maintained our CQC outstanding rating throughout the year.

Most of this support is provided by staff teams in people’s own homes. We do however bring people together regularly to develop relationships, community and opportunities, and last year we delivered 35 such community activities, ranging from crafting to beer drinking!

Notable additional events and activities included our annual Tea Party and Christmas Party, The Options Panto (in association with RAWd), and our Options Awards night, where staff and people supported were nominated by each other for significant contributions to our mission and vision.

We are passionate about seeing a better world for people with disabilities and this year we partnered with local and national organisations to get our voice heard. We (both people we support and staff) presented at the PLACED national conference, Social Care Futures Conference, Learning Disability England Conference, both Liverpool and Wirral strategic partnership groups, and collaborated on the national campaign for Learning Disability Week.

In January 2025 we launched Options new brand. Our new brand is a culmination of 18 months of work, created between people we support, their families, our staff and stakeholders. It reflects our beliefs, our values and our character as people and as an organisation. More importantly, it provides a foundation for us to exercise our voice as an organisation and to provide a basis for future fundraising.

Trustees would like to extend thanks to all staff and volunteers associated with Options for their hard work and dedication throughout this financial year – we are able to provide outstanding support because of the outstanding people we have in the organization, and their work is greatly appreciated.

The trustees confirm that they have complied with the requirements of section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission for England and Wales.

Financial review

Achievements and performance

The past twelve months have seen a continuation of constraint throughout the adult health and social care system.

The uncertainty and pressures within local authorities and the NHS continue to underpin the biggest risk to Options’ mission and vision. Financially, Options has managed well.

Prudent historic management means we have a healthy reserve position. At the end of the year, we have £4,656,301 in reserves, of which we consider £2,422,312 free reserves (to cover a minimum of 3 months operating costs) and £2,233,989 designated for strategic investment in our vision of a better world for people with disabilities.

We continue to be able to stay ahead of the market in terms of staff pay. We do this to promote retention and recruitment to continue to provide quality personcentred support. We moved to £12.10 per support hour, 10p per hour above the Real Living Wage. We have also maintained investments in staff cultural activities, training and our community and inclusion activities – these represent an important part of Options mission despite not being fully covered by the commissioned income we receive.

The use of agency staffing has reduced throughout the year – to an average of 5%. We remain committed to eliminating the use of Agency staffing (unless there are specific personal reasons) to ensure all staff carry Options values.

Overall, our income was £11,718,058 and our expenditure £11,559,058, a marginal surplus of 1%. We have continued to implement strict cost controls to ensure we remain in surplus despite the tough prevailing economic and sector specific conditions.

As we look ahead to the future, Trustees have identified the primary risk as the continued pressure on local authority finances that may a) change models of supported living across the Liverpool City Region, and b) supress wages for support staff. In response Trustees are committed to investing organisational reserves in new fundraising and partnership arrangements, and to promote recruitment and retention throughout 2025/26. Longer term Options continues to invest in demonstrating our mission and vision as part of a wider review of the social care sector.

Policy on reserves

The Charity's reserve policy identifies specific and generic risks, assessed annually, and an appropriate level of reserves are set aside to cover these. Reserves

28

are reviewed annually to ensure continued financial security and to provide for contingencies.

Options policy is to hold reserves equal to 3 months of operating expenditure which equates to £2,000,000.

Details of designated funds and of restricted funds may be found on note 21 of the accounts.

Investment policy and objectives

Aside from retaining a prudent amount in reserves each year, the remaining funds are allocated for expenditure. Any funds not immediately required are invested in interest bearing deposit accounts. The trustees have agreed an approach to increase the minimal returns from holding cash deposited on a short-term basis.

Risk management

The trustees confirm that the major risks to which the charity is exposed have been reviewed and systems have been established to mitigate those risks. The major risks to the Charity currently are:

  1. Wholesale re-provisioning/re-tendering of supported living by any of our major purchasers.

  2. A move by purchasers (statutory) away from individualised support.

  3. A major incident damaging our reputation.

  4. The loss of key personnel within the organisation.

  5. Budget cuts within local authorities squeezing our flexibility to work to our unique model, and support become unachievable within the principles we work to.

  6. An inability to attract and retain staff of the quality we need to work as we do.

  7. Regulations and bureaucracy thwarting person centred support.

Structure, governance and management

Nature of governing document

The charity is constituted as a company limited by guarantee, and is therefore governed by its Memorandum and Articles of Association.

The company has no share capital. Every member of the company undertakes to contribute to the assets of the charity, in the event of being wound up while he or she is a member or within a year of ceasing to be a member for debts and liabilities of the charity contracted before he or she ceases to be a member, such amounts may be required, not exceeding £1.

Trustees

The trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:

Trustees: Lianne McGinnes

Ivor Paul Langley (Resigned 25 November 2024) Louise Patricia Barry Sue Anne Elliott (appointed 25 November 2024) Julia Erskine Irene Mary Bryne-Watt

Recruitment and appointment of trustees

Trustees are normally appointed at General Meetings but can be agreed by quorate at any full Trustee Board meeting. There is an agreed time limit of four years for trustee length of service, after which a trustee could then be re-appointed for a further four years. No absolute limit is set as the organisation benefits from a mix of long-serving and of newer trustees.

Trustees hear directly from the people Options’ supports through Voices R Us – groups established to report into the Trustees about performance, satisfaction in the activities of the organisation, and the wider context of the organisations work.

All appointed trustees go through an induction process with existing trustees and the Chief Executive / Deputy Chief Executive of the charity; induction covers the context in which Options works, its Vision, Mission, Aims, Beliefs, Working Values, and the Development Plan and Budget.

Organisation

The trustees employ an executive team to run the day-to-day operations of Options. This is led by a Leadership Team consisting of four Development Managers, Community Engagement and Development Manager, Finance Change Manager, Quality & Operational Support Manager, Training and Events Manager, HR Manager, a Head of Operations and a Chief Executive. The Chief Executive was appointed on 1st May 2022.

Major decisions affecting the charity must be approved by the trustees. The Trustee holds the strategy for the organisation through its Development Plan, which identifies the major priorities for the organisation, and is the basis of an annual budget. In order, for a decision to be passed by the trustees there must be a quorum of at least three trustees present at a meeting. The trustees meet together five or six times a year, and one or two members sit on a Finance Sub-Committee and a Quality, Safety and Risk SubCommitee which also meet in advance of each Trustee Board meeting.

The trustees, together with the Leadership team are the key management personnel in charge of directing and controlling, running and operating the charity.

Pay policy

All trustees give of their time freely and no trustee

29

received remuneration in the year.

The pay of senior staff is reviewed annually by the trustees with any increases approved by the full Trustee Board. Remuneration is based on roles and responsibilities undertaken. The annual review accounts for inflation and is benchmarked against information gathered for similar roles in the Social Care Charity sector.

The remuneration of the Chief Executive consists of salary, pension and performance related pay or bonus. The performance of the Chief Executive Officer is assessed annually by the Trustees to determine the bonus element, which is capped according to the organisations’ financial policies, and there was no additional compensation as a result in 2024/25.

When setting the remuneration of the Chief Executive Officer, the trustees recognise that the salary needs to attract an individual of high calibre, who can lead the organisation through the complexity of the social care sector, and whose role will involve making important decisions for staff, volunteers and people supported by the charity.

Disclosure of information to auditor

Each trustee has taken steps that they ought to have taken as a trustee in order to make themselves aware of any relevant audit information and to establish that the charity's auditor is aware of that information. The trustees confirm that there is no relevant information that they know of and of which they know the auditor is unaware.

Reappointment of auditor

Williamson & Croft Audit Ltd were appointed as auditors to the charity during the current financial year.

In accordance with section 485 of the Companies Act 2006, a resolution for the re-appointment of Williamson & Croft Audit Ltd as auditors of the charity is to be proposed at the forthcoming Annual General Meeting.

The annual report was approved by the trustees of the charity on 24 September 2025 and signed on its behalf by:

S. Ellio

Sue Anne Elliott, Trustee

Statement of Trustees' Responsibilities

The trustees (who are also the directors of Options For Supported Living 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 (United Kingdom Generally Accepted Accounting Practice), including FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland".

Company law requires the trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including its income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:

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

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Approved by the trustees of the charity on 24 September 2025 and signed on its behalf by:

S. Ellio

Sue Anne Elliott, Trustee

30

Independent Auditor’s report

Opinion

We have audited the financial statements of Options For Supported Living (the 'charity') for the year ended 31 March 2025, which comprise the Statement of Financial Activities, Balance Sheet, Statement of Cash Flows, 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 United Kingdom Accounting Standards, comprising Charities SORP - FRS 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and applicable law (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 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 original financial statements were 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.

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 matter 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 our 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 (including Directors' Report).

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the Statement of Trustees' Responsibilities (set out on page 30), 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 the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charity's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the 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.

The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Use of our report

This report is made solely to the charitable company's trustees, 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 charity's trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and its trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Louise Casey ACA (Senior Statutory Auditor) for and on behalf of Mitchell Charlesworth (Audit) Limited Date: 13/11/2024

Chartered Accountants Statutory Auditor

Suite 5.1, Tempest, 12 Tithebarn Street, Liverpool L2 2DT

Statement of Financial Activities

Including income and expenditure account and statement of total recognised gains for the year ended 31 March 2025

Current financial year

Notes
Income and endowments from:
Donations and legacies
4
Charitable activities
5
Investment income
6
Other income
Total income
Expenditure on:
Charitable activities
7
Total expenditure
Net income/(expenditure)
Net movement in fnds
Reconcilliation of funds
Total funds brought foward
Total funds carried foward
21		 Unrestricted
funds
£
Restricted
funds
£
Total
2025
£
903
-
903
11, 597, 588
-
11, 597, 588
103, 091
-
103, 091
16, 476
-
16, 476
11, 718, 058
-
11, 718, 058
(11, 556, 694)
(3, 114)
(11, 559, 808)
(11, 556, 694)
(3, 114)
(11, 559, 808)
161, 364
(3, 114)
158, 250
161, 364
(3, 114 )
158, 250
4, 494, 937
3, 114
4, 498, 051
4, 656, 301
-
4, 656, 301

The notes on pages 38 to 46 form an integral part of these financial statements.

Prior financial year

Notes
Income and endowments from:
Donations and legacies
4
Charitable activities
5
Investment income
6
Other income
Total income
Expenditure on:
Charitable activities
7
Total expenditure
Net income/(expenditure)
Net movement in fnds
Reconcilliation of funds
Total funds brought foward
Total funds carried foward
21		 Unrestricted
funds
£
Restricted
funds
£
Total
2024
£
9, 637
244
9, 881
10, 527, 856
-
10, 527, 856
90, 199
-
90, 199
13, 644
-
13, 644
10, 641, 336
244
10, 641, 580
(10, 367, 130)
(120) (10, 367, 250)
(10, 367, 130)
(120) (10, 367, 250)
274, 206
124
274, 330
274, 206
124
274, 330
4, 220, 731
2, 990
4, 223, 721
4, 494, 937
3, 114
4, 498, 051

The statement of financial activities includes all gains and losses recognised during the above two periods.

All of the charity's activities derive from continuing operations during the above two periods.

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

The funds breakdown for 2024 is shown in note 21.

The notes on pages 38 to 46 form an integral part of these financial statements.

Balance Sheet

As at 31 March 2025

Notes
Fixed assets
Tangible assets
15
Current assets
Debtors
17
Cash at bank and in hand
18
Creditors: amounts falling within one year
19
Net current assets
Net assets
Funds of the charity:
Restricted funds
21
Unrestricted funds
Total funds
21		 2025
£
2024
£
71, 320
-
696, 325
559, 354
4, 780, 885
4, 471, 168
5, 477, 210
5, 030, 522
( 892, 229)
( 532, 471)
4, 584, 981
4, 498, 051
4,656,301
4,498,051
-
3, 114
4, 656, 301
4, 494, 937
4, 656, 301
4, 498, 051

The financial statements on pages 34 to 46 were approved by the trustees, and authorised for issue on 24 September 2025 and signed on their behalf by:

S. Ellio

Sue Anne Elliott Trustee

The notes on pages 38 to 46 form an integral part of these financial statements.

Statement of Cash Flows

For the year ended 31 March 2025

Notes
Cash fows from operating activities
Net cash income
Adjustments to cash fows from non-cash items
Depreciation
Investment income
6
Working capital adjustments
Increase in debtors
17
Increase/(decrease) in creditors
19
Net cash fows from operating activities
Cash fows from investing activities
Interest receivable and similar income
6
Purchase of tangible fxed assets
15
Net cash fows from investing activities
Net increase in cash and cash equivalents
Cash and cash equivalents at 1 April
Cash and cash equivalents at 31 March		 2025
£
2024
£
158, 250
274, 330
16, 011
-
( 103, 091)
(90, 199)
71, 170
184, 131
( 136, 971)
(54, 239)
359, 758
(76, 991)
293, 957
52, 901
103, 091
90, 199
(87, 331)
-
15, 760
90, 199
309, 717
143, 100
4, 471, 168
4, 328, 068
4, 780, 885
4, 471, 168

The notes on pages 38 to 46 form an integral part of these financial statements.

Notes to the Financial Statements

For the year ended 31 March 2025

1 Charity status

The charity is limited by guarantee, incorporated in, and consequently does not have share capital. Each of the trustees is liable to contribute an amount not exceeding £1 towards the assets of the charity in the event of liquidation.

The address of its registered office is: 1st Floor, St Nicholas House, Old Church Yard, Liverpool L2 8TX

These financial statements were authorised for issue by the trustees on 24 September 2025.

2 Accounting policies

Summary of significant accounting policies and key accounting estimates

The principal accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.

Statement of compliance

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)) (issued in October 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Basis of preparation

Options For Supported Living meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.

Going concern

At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.

Income and endowments

All income is recognised once the charity has entitlement to the income, it is probable that the income will be received and the amount of the income receivable can be measured reliably.

Donations and legacies

Donations are recognised when the charity has been notified in writing of both the amount and settlement date. In the event that a donation is subject to conditions that require a level of performance by the charity before the charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the charity and it is probable that these conditions will be fulfilled in the reporting period.

Grants receivable

Income from government and other grants, whether 'capital' grants or 'revenue' grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received, and the amount can be measured reliably and is not deferred.

Investment income

Interest returns receivable on cash at bank and on cash deposits (cash equivalents) are recognised as the amounts are receivable and earned on investments by the charity.

Charitable activities

Revenue in respect of service contracts comprises the fair value of the consideration received or receivable for the provision of personal care services and is credited to income in the period during which those services are provided.

Expenditure

All expenditure is recognised once there is a legal or constructive obligation to that expenditure, it is probable settlement is required and the amount can be measured reliably. All costs are allocated to the applicable expenditure heading that aggregate similar costs to that category. Where costs cannot be directly attributed to particular headings they

have been allocated on a basis consistent with the use of resources, with central staff costs allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use. Other support costs are allocated based on the spread of staff costs.

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

Charitable activities

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.

Employee benefits

The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.

Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

Support costs

Support costs include central functions and have been allocated to activity cost categories on a basis consistent with the use of resources, for example, allocating property costs by floor areas, or per capita, staff costs by the time spent and other costs by their usage.

Governance costs

These include the costs attributable to the charity’s compliance with constitutional and statutory requirements, including audit, strategic management and trustees meetings and reimbursed expenses.

Taxation

The charity is exempt from tax on its income and gains falling within part 11 of the Corporation Tax Act 2010 or Section 256 of of the Taxation of Chargeable Gains Act 1992 to the extent that they are applied to its charitable activities.

Intangible assets

Expenditure relating to the development of a management information system has been capitalised and is being amortised over its useful life of 3 years.

Tangible fixed assets

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

All assets costing more than £1,000 are capitalised at cost.

The gain or loss arising on the disposal of an asset is determined as the difference between the sale

proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.

Depreciation and amortisation

Depreciation is provided on tangible fixed assets so as to write off the cost or valuation, less any estimated residual value, over their expected useful economic life as follows:

Asset class Depreciation method & rate

Leasehold improvements straight line over life of lease Plant and equipment straight line over 3 to 5 years Fixtures and fittings straight line over 10 years

Trade debtors

Trade debtors are amounts due from customers for merchandise sold or services performed in the ordinary course of business.

Trade debtors are recognised initially at the transaction price. They are subsequently measured at amortised cost using the effective interest method, less provision for impairment. A provision for the impairment of trade debtors is established when there is objective evidence that the charity will not be able to collect all amounts due according to the original terms of the receivables.

Cash and cash equivalents

Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value.

Trade creditors

Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Accounts payable are classified as current liabilities if the charity does not have an unconditional right, at the end of the reporting period, to defer settlement of the creditor for at least twelve months after the reporting date. If there is an unconditional right to defer settlement for at least twelve months after the reporting date, they are presented as non-current liabilities.

Trade creditors are recognised initially at the transaction price and subsequently measured at amortised cost using the effective interest method.

Fund structure

Unrestricted income funds are general funds that are available for use at the trustees discretion in furtherance of the objectives of the charity.

Designated funds are unrestricted funds set aside for specific purposes at the discretion of the trustees.

Restricted income funds are those donated for use in a particular area or for specific purposes, the use of which is restricted to that area or purpose.

Pensions and other post retirement obligations

The charity operates a defined contribution pension scheme which is a pension plan under which fixed contributions are paid into a pension fund and the charity has no legal or constructive obligation to pay further contributions even if the fund does not hold sufficient assets to pay all employees the benefits relating to employee service in the current and prior periods.

Contributions to defined contribution plans are recognised in the Statement of Financial Activities when they are due. If contribution payments exceed the contribution due for service, the excess is recognised as a prepayment.

Financial instruments

Classification

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

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

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

Recognition and measurement

Basic financial assets:

Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.

Basic financial liabilities:

Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments

discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.

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

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

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

3 Critical accounting estimates and judgements

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

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

Holiday Pay Accrual

Staff have different annual leave entitlement years, depending on the month they started working for Options. The Accrued Holiday Pay calculation is based on entitled annual leave allowance less annual leave taken between April & March, multiplied by the average rate of earnings for each staff. This can result in the accrual slightly higher or lower than the exact accrual.

4 Donations and legacies

4
Donations and legacies

Donations and gifts		 Unrestricted
funds
2025
£
Total
2025
£
Unrestricted
funds
2024
£
Restricted
funds
2024
£
Total
2024
£
903
903
9, 637
244
9, 881
903
903
9, 637
244
9, 881

5 Income from charitable activities

5
Income from charitable activities
6
Investment income
Services provided under contract
Interest receivable		 Unrestricted
funds
2025
£
Total
2025
£
Unrestricted
funds
2024
£
Total
2024
£
11, 597, 588
11, 597, 588
10, 527, 856
10, 527, 856
Unrestricted
funds
2025
£
Total
2025
£
Unrestricted
funds
2024
£
Total
2024
£
103, 091
103, 091
90, 199
90, 199

7 Charitable activities

Current fnancial year
Notes
Staff costs
Allocated support costs
8
Governance costs
8
Prior fnancial year
Staff costs
Staff expenses
Allocated support costs
Governance costs		 Unrestricted
funds
Designated
£
-
166, 279
-		 Unrestricted
funds
General
£
Restricted
funds
£
Total
2025
£

9, 503, 347
-
9, 503, 347

1, 833, 548
3, 114
2, 002, 941

53, 520
-
53, 520
166, 279
11, 390, 415
3, 114
11, 559, 808
Notes
8
8		 Unrestricted
funds
General
£
Restricted
funds
£
Total
2024
£
8, 649, 250
-
8, 649, 250
450
120
570
1, 604, 937
-
1, 604, 937
112, 493
-
112, 493
10, 367, 130
120
10, 367, 250

8 Analysis of governance and support costs

Support costs allocated to charitable activities
Staff costs
Staff expenses
Other project activity costs
Premises costs
General administrative expenses
Depreciation charge		 Total
2025
£
Total
2024
£
1, 309, 071
1, 115, 472
27, 109
25, 939
195, 695
67, 388
174, 007
106, 975
281, 048
289, 163
16, 011
-
2, 002, 941
1, 604, 937
Governance costs
Audit fees
Audit of the fnancial statements
Other fees paid to auditors
Trustees meeting costs
Legal fees
Bank charges		 Unrestricted
funds
General
2025
£
Total
2025
£
Unrestricted
funds
General
2024
£
Total
2024
£
9, 900
9, 900
6, 300
6, 300
3, 222
3, 222
6, 958
6, 958
4, 333
4, 333
1, 045
1, 045
31, 005
31, 005
93, 180
93, 180
5, 060
5, 060
5, 010
5, 010
53, 520
53, 520
112, 493
112, 493

9 Trustees remuneration and expenses

No trustees, nor any persons connected with them, have received any remuneration from the charity during the year. No trustees have received any reimbursed expenses or any other benefits from the charity during the year.

10 Staff costs

The aggregate payroll costs were as follows:
The monthly average number of persons (including senior management / leadership team)
employed by the charity during the year expressed as full time equivalents was as follows:
The number of employees whose emoluments fell within the following bands was:
11
Auditor’s remuneration
Audit of the charity’s annual accounts
Other fees to auditors
All other non-audit services
Wages and salaries
Social security costs
Pension costs
Training and development
Other staff costs
Agency staff
Chief Executive Offcer
Support workers
Management and administration
£70,001 - £80,000		 2025
£
2024
£
9, 124, 522
7, 925, 044
803, 366
673, 407
232, 919
212, 506
142, 287
142, 489
95, 361
175, 588
413, 963
635, 688
10, 812, 418
9, 764, 722
2025
No
2024
No
1
1
349
320
42
33
392
354
2025
No
2024
No
1
1
2025
£
2024
£
9, 900
6, 300
3, 222
6, 958
3, 222
6, 958

12 Taxation

The charity is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charity is exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.

13 Pension and other schemes

Defined contribution pension scheme

The charity operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the charity in an independently administered fund.

The pension cost charge for the year represents contributions payable by the charity to the scheme and amounted to £232,919 (2024 - £212,506).

Contributions totalling £43,830 (2024 - £37,256) were payable to the scheme at the end of the year and are included in creditors.

14 Intangible fxed assets
Cost
At 1 April 2024
Disposals
At 31 March 2025
Amortisation
At 1 April 2024
Eliminated on disposals
At 31 March 2025
Net book value
At 31 March 2025
At 31 March 2024		 Software
£
Total
£
120, 212
120, 212
( 120, 212)
( 120, 212)
-
-
120, 212
120, 212
( 120, 212)
( 120, 212)
-
-
-
-
-
-
15 Tangible fxed assets
Cost
At 1 April 2024
Additions
Disposals
At 31 March 2025
Depreciation
At 1 April 2024
Charge for the year
Eliminated on disposals
At 31 March 2025
Net book value
At 31 March 2025
At 31 March 2024		 Land and
buildings
£
Furniture
and
equipment
£
Total
£
22, 006
116, 291
138, 297
87, 331
-
87, 331
(22, 006)
( 116, 291)
( 138, 297)
87, 331
-
87, 331
22, 006
116, 291
138, 297
16, 011
-
16, 011
(22, 006)
( 116, 291)
( 138, 297)
16, 011
-
16, 011
71, 320
-
71, 320
-
-
-

16 Financial instruments

Categorisation of fnancial instruments
Carrying amount of fnancial assets
Financial assets that are debt instruments measured at amortised cost
Carrying amount of fnancial liabilities
Financial liabilities measured at amortised cost
17 Debtors
18 Cash and cash equivalents
19 Creditors: amounts falling due within one year
Trade debtors
Prepayments and accrued income
Other debtors
Cash on hand
Cash at bank
Short-term deposits
Trade creditors
Other taxation and social security
Other creditors
Accruals		 2025
£
2024
£
5, 490, 220
4, 992, 841
5, 490, 220
4, 992, 841
467, 546
368, 168
467, 546
368, 168
2025
£
2024
£
681, 369
486, 957
12, 990
37, 681
1, 966
34, 716
696, 325
559, 354
2025
£
2024
£
201
2, 100
1, 425, 773
1, 196, 661
3, 354, 911
3, 272, 407
4, 780, 885
4, 471, 168
2025
£
2024
£
66, 327
21, 559
221, 994
133, 125
54, 845
47, 746
549, 063
330, 041
892, 229
532, 471

20 Obligations under leases and hire purchase contracts

Operating lease commitments

Total future minimum lease payments under non-cancellable operating leases are as follows:

Land and buildings
Within one year
Between one and fve years
Other
Within one year
Between one and fve years		 2025
£
2024
£
80, 143
45, 683
86, 822
128, 232
166, 965
173, 915
4, 271
6, 837
-
4, 271
4, 271
11, 108

21 Funds

Unrestricted funds
General
General funds
Designated
New Offce Base
Tenant Property Investment
Vision
Total unrestricted funds
Restricted funds
Other restricted funds
Total funds
Unrestricted funds
General
General funds
Designated
New Offce Base
Unique Fund
Tenant Property Investment
Contingency for Lost Income
Vision
Total unrestricted funds
Restricted funds
Other restricted funds
Total funds		 Balance at
1 April 2024
£
Incoming
resources
£
Resources
expended
£
Transfers
£
Balance at
31 March
2025
£
2, 244, 937
11, 718, 058
(11, 390, 415 )
( 150, 268 )
2, 422, 312
750, 000
-
(16, 011 )
-
733, 989
1, 200, 000
-
-
-
1, 200, 000
300, 000
-
( 150, 268 )
150, 268
300, 000
2, 250, 000
-
( 166, 279 )
150, 268
2, 233, 989
4, 494, 937
11, 718, 058
(11, 556, 694 )
-
4, 656, 301
3, 114
(3, 114 )
-
-
4, 498, 051
11, 718, 058
(11, 559, 808)
-
4, 656, 301
Balance at
1 April 2023
£
Incoming
resources
£
Resources
expended
£
Transfers
£
Balance at
31 March
2024
£
955, 139
10, 641, 336
(10, 367, 130 )
1, 015, 592
2, 244, 937
750, 000
-
-
-
750, 000
25, 592
-
(25, 592 )
-
1, 200, 000
-
-
-
1, 200, 000
1, 290, 000
-
-
(1, 290, 000 )
-
-
-
-
300, 000
300, 000
3, 265, 592
-
-
(1, 015, 592 )
2, 250, 000
4, 220, 731
10, 641, 130
(10, 367, 130 )
-
4, 494, 937
2, 990
244
( 120 )
-
3, 114
4, 223, 721
10, 641, 580
(10, 367, 250)
-
4, 498, 051

The specific purposes for which the funds are to be applied are as follows:

Other restricted funds related to small club balances held on behalf of people supported by the charity and which have now been utilised in their entirety for the intended purposes.

The new office base fund is for the planned move from leased offices to a multi-functional, owned building / accommodation to provide a wider range of office, training, drop-in and community activities.

The unique fund was set-up to provide opportunities for people we support where it was felt they would otherwise be unable to take part due to financial barriers. Since its inception a number of people we support have benefitted from this, however as we now have the Community Team including a variety of inclusion based activities we believe that this is no longer needed, and if financial support was needed, Options is in a position to help on an exceptional basis from its day-to-day income or from any future fundraising.

The tenant property investment fund is for a project based in Liverpool, which is expected to commence in the next financial period.

The contingency for lost income fund was calculated at 30% of contracted income. There is a risk of losing income on a temporary or permanent basis because we work in an unstable market due to changes in packages, local government funding risks and yearly rate increases not matching up with the cost of providing good support. This provides a buffer against such possibilities and is now funded from the general reserves.

The Vision fund is set up to enable Options to deliver its vision for the future over the next 3 to 5 years, and specifically to support the internal developments and changes needed to meet our development plan.

22 Analysis of net assets between funds

22 Analysis of net assets between funds
Tangible fxed assets
Current assets
Current liabilities
Total net assets
Current assets
Current liabilities
Total net assets		 Unrestricted
funds
General
£
Unrestricted
funds
Designated
£
Total funds
at 31 March
2025
£
-
71, 320
71, 320
3, 314, 541
2, 162, 669
5, 477, 210
( 892, 229)
-
( 892, 229)
2, 422, 312
2, 233, 989
4, 656, 301
Unrestricted
funds
General
£
Unrestricted
funds
Designated
£
Restricted
funds
£
Total funds
at 31 March
2024
£
2, 777, 408
2, 250, 000
3, 114
5, 030, 522
( 532, 471)
-
-
( 532, 471)		 Unrestricted
funds
General
£
Unrestricted
funds
Designated
£
Total funds
at 31 March
2025
£
-
71, 320
71, 320
3, 314, 541
2, 162, 669
5, 477, 210
( 892, 229)
-
( 892, 229)
2, 422, 312
2, 233, 989
4, 656, 301
2, 244, 937
2, 250, 000
3, 114
4, 498, 051

23 Related party transactions

Remuneration of key management personnel

The total remuneration of the key management personnel of the charity during the year was £602,831 (2024 - £469,917).

The key management personnel of the charity comprise the Trustees and the Leadership Team, as listed on the legal and administrative information page. The number of personnel considered to be key management increased from 10 to 12 during the year.

Other related party transactions

There were no other related party transactions in the current or preceding year.

Thank you for reading. If you would like to get in touch with us, you can:

Call us on 0151 236 0855 or email: welcome@optionsempowers.org.uk or write to us at St. Nicholas House, Old Churchyard, Liverpool L2 8TX

optionsempowers.org.uk

Registered in England & Wales No.02861966 | Charity Registration No.1063038