**Registered number: 03467406 Charity number: 1067885** ## **Martha Trust** **(A company limited by guarantee)** ## **Trustees' report and financial statements** **For the year ended 31 December 2025** ## **Martha Trust** ## **(A company limited by guarantee)** ## **Contents** ||Page| |---|---| |**Reference and administrative details of the Charity, its Trustees and advisers**|1| |**Chairman's statement**|2| |**Trustees' report**|3 - 17| |**Trustees' responsibilities statement**|18| |**Independent auditors' report**|19 - 22| |**Statement of financial activities**|23| |**Balance sheet**|24| |**Statement of cash flows**|25| |**Notes to the financial statements**|26 - 45| **Martha Trust** **(A company limited by guarantee)** ## **Reference and administrative details of the Charity, its Trustees and advisers For the year ended 31 December 2025** |**Trustees**|Roger Walton, (Chairman)| |---|---| ||Humphrey Clarke| ||John Quin| ||Robert Sparkes| ||Georgina Hovey| ||Richard Pitt| ||Rebecca Pryse| |**Company registered**
**number**
03467406
**Charity registered**
**number**
1067885
**Registered office**
Homemead Lane
Hacklinge
Deal
Kent
CT14 0PG
**Company secretary**
Julie Gayler
**Chief executive officer**
Julie Gayler
**Independent auditors**
Kreston Reeves Audit LLP
Statutory Auditor
Suite 2
Orchard House
Orchard Street
Canterbury
Kent
CT2 8AR
**Bankers**
Barclays Bank PLC
9 St George Street
Canterbury
Kent
CT1 2JX
**Solicitors**
Girlings Solicitors LLP
16 Rose Lane
Canterbury
Kent
CT1 2UR
**Senior management**
**team**
Claire Rogerson, Deputy CEO
Alice Moir, Director of Fundraising and Marketing
Kelly Hutchings, Director of Finance
Phillip Linkin, Associate Director of Health & Social Care|| Page 1 IAartha Tru81 IA company Iknlt•d by guarn*••) Forth• ￿fended 31 D•¢•ffl￿ 2026 y•ar, a8 Truato&'• R•wt arml Fw)*N?al Statement if8 *4Ay8 • rA•a￿rn to rafi8ct on the of Martha Trust ￿ lo gi￿ that are 8ts'11 ablo to pro%ld• re￿urc0S and ski118 to offer the bost p0￿ble c4f• to al ow resth)ts. In thi8 uncertain w￿ld, the ¥&ider ￿n0m￿ Sriuall￿ aThJ lh8 impact thi¥ 1$ inevitably having care sect￿, we h8ve rn￿h to thankful for. Th& pre88uTr on th& whirt* t¥)th local authorib'e$ 8nd th• NHS aro grappling with has ir￿¥￿a￿Y impacted the funding avalatlg to supw1 those needing ow care and conty'nu88 to create 8om• thalenges for us. Equdly, the coats to Marth• of promding appropriate levels of ￿re continu88 to r18e, #8 M8rthA 18 not immun• to th8 C*￿1 prnsArn f80.ng ts V&ider ocon¢wny. Sonlor M8n808menl Team ISMTI. fwsing on ts 8Fwfic indi¥￿Ual care Meds of 8ath r8&d8nt and then challanging funder8 to adjust the fees pad ts on8UFB that the rare re8id&tt8 Med ard d8s8Th8 is property fvnded. This pamstsknN4 Wort tbas pLgced Martha in a financ4al al the year.end. %thith is in marked cLtrtrost to wlwg ￿ war• t4W yws ago. W• ar• thorth abl8 to look to tho future with mu great•r 0)nfiden￿ ljwt we VAII be able to m•'ntsin h￿1) slarKlards al c4re w• ￿lT￿nIY d•liv•r. 11 h •qu*ty J•WywvJ to IINqt the C(K tho h*b atandard8 ol th•t M*1h• prwd••, with bolh Martha Hou8e and Mary HtsJ8è r•tsd •$'gothJ ovor81' by the CQC f￿10￿n0 th8ir rewew of Mary HOU￿ in the summor. 11 wa$ w&ially sati8fyinq to read too 80me ofth8 c&mments made by the CQC in their rnpc41 on Mary Pl¢xwe, suth as the ftlkmng.. lèaml to cor￿'nu1￿Y idèntrfy and ombad go(yJ praclic•.' IndepeThlenl 88 po￿￿18, ty dgdicabd cofflmitted 8taff. Staff waifare aThJ support w88 re8pethd by the registernd many and staff told us 8UPF¥)rted.' 'The w"stered manager had a dear w•'on of tho fubxo of th8 aeMc• wth pK¢4•'ffj cwe 8uppoitry lh￿n toload I1￿'r ￿81 IN•8, at of futurn pl*i#." toth in lemi$ of rai*ng bLrt al80 wi onc¥uragiThJ arbj ￿t￿Ing Vol￿1t80r ￿P￿. It 18 o)od to note th¢rdore that this h85 twn an exceptsmgl year in tem8 of hjndraising. with Ihe IAuwc on tho Forn1 event in Jum arKI the Monte Carlo or Bust caf ¢*aMenge in September both 8xceeding our most optsmistic exp8ct4tion8 88 lo lund8 r4i98d. Ncth of thi$ happ8n8 vrithoLrt the hard work and dèdicab'on of all th¢W in affanging those and the olher pr￿otiC￿al actiNits•s held the Y￿r. with ts vdunloers vh) 8UPPOrt the evrt m*ntain our Arwj I1￿ Marth•. Forth'8 we are am v4Yy grat8ful. That sa￿, are dearfy th'll many (*818ngo$ *wd. Th8 wcvk to erAre that fe88 paid m88t the of cfn KYovi8Kffl C£￿tinUes. rec%urtment and relent*￿ r•main8 a focus at both sites 88 W8 $triNe to rodu( depend￿cY staff, ¥*d the costs of maintsining our property 488ets wll F4ac• an increasing demand on our eawtal fvnds as tsir fixtures and fith'TrJ8 re•* Ihe er*J ol their life aThJ rgqLire replxomonL Howe￿r, an fcward lo 2026 vrilh oplimi8m. fr￿nded in th8 faith have thal Ih? Lord wll c£ffltinue to gumle Roger Walt Chaimian Date.. 18 June 2 P*Je 2 ## **Martha Trust** ## **(A company limited by guarantee)** ## **Trustees' report For the year ended 31 December 2025** The Trustees (who are also directors of the charity for the purposes of the Companies Act) present their annual report together with the audited financial statements of Martha Trust (the charity) for the year ended 31 December 2025. The Trustees confirm that the annual report and financial statements of the charity comply with the current statutory requirements, the requirements of the charity's governing document and the provisions of the Statement of Recommended Practice (SORP), applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019). ## **Public Benefit** ## **a. Purpose** We are an established regional charity, formed in 1987, providing residential care to adults with profound physical and multiple learning disabilities (PMLD). We are passionate about delivering person-centred care, enabling the individuals we support to achieve their highest level of independence and lead a fulfilling, contented and meaningful life. We achieve this by: - recognising and respecting people as unique individuals. - encouraging and supporting everyone to be involved and engaged in the world around them. - promoting good health and holistic well-being. - Our health goals are to reduce and prevent unnecessary hospital admissions and to prevent delayed discharges. ## We achieve this by: - having individual care and support plans for people, recognising best practice and how we can support them with our nursing and wider care teams. - developing a discharge plan on admission and acting as advocates for the residents’ well-being while they are in hospital. We believe that people with PMLD have the right to make choices about their lives as well as the absolute right to privacy, dignity and respect. They are encouraged and assisted to engage where possible in activities within their local community. Our residential services are supported by a team of in-house care professionals as well as external specialists in health, person-centred planning, communication and physiotherapy. Our Mission is to offer compassion, friendship and encouragement to people with PMLD, supporting them to lead a full and contented life. Our Vision is for everyone with profound disabilities to be given the very best opportunities in life, enabling them to engage in the world around them and achieve their individual potential. Our Values are: - To treat everyone with respect, dignity and compassion - To always be supportive and encouraging - To promote a culture of inclusion and diversity - To act with integrity and honesty at all times - To champion the needs and rights of people with profound disabilities While Martha Trust is driven by Christian values, we offer care and support to people from all faiths and backgrounds. We employ staff based on their skills and experience and do not discriminate on grounds of faith, gender, age, ethnic origin, disability, marital status, race, nationality or sexual orientation. ## **b. Our strategic aims** 1. Be an outstanding provider offering high quality services for the people we support. 2. Generate sufficient fee and fundraising income to ensure ongoing financial viability. Page 3 ## **Martha Trust** ## **(A company limited by guarantee)** ## **Trustees' report (continued) For the year ended 31 December 2025** 3. Operate an effective and efficient charity. 4. Be an employer of choice in our local area. 5. Enhance our links with community to the benefit of our residents. ## **c. Our strategic objectives for 2025-2027** ## Objectives supporting each Strategic Aim 1. Be an outstanding provider offering high quality care services and support for people with profound and multiple learning disabilities (PMLD) - 1.1. Understand the needs of the residents we serve and ensure we can evidence the impact of our services. - 1.2. Ensure our services are safe, effective, caring, responsive and well-led. - 1.3. Work closely with CQC and Commissioners of care; to be a leading provider in clinical expertise with an emphasis on residents’ needs. 2. Generate sufficient fee and fundraising income to ensure ongoing financial viability. - 2.1 Ensure fee income for each resident is sufficient on an ongoing basis to fully cover the cost of their regularly assessed care needs. - 2.2 Grow and sustain voluntary income. - 2.3 Maintain efficient staffing levels and costs and limited use of agency staff. - 2.4 Ensure value for money by applying principles of economy, efficiency and effectiveness. 3. Operate an effective and efficient charity. - 3.1 Ensure our organisation is well-governed and that our strategies, plans and budgets are aligned. - 3.2 Maintain effective risk management to aid and inform decision-making. - 3.3 Measure impact and outcomes in line with our Mission. 4. Be an employer of choice in our local area. - 4.1 Support, develop and manage our staff in the achievement of our objectives. - 4.2 Foster a culture where individuals of all backgrounds feel confident to be themselves, and are included and empowered. - 4.3 Continue to evolve our strategic approach to recruitment and retention. 5. Enhance our links with our community to the benefit of our residents. - 5.1 Identify and take advantage of opportunities to support residents to be active members of the local community. - 5.2 Develop initiatives to engage with our local communities and educate them about PMLD. - 5.3 Promote the work of Martha Trust, signposting ways to support the charity. - 5.4 Identify and promote volunteering opportunities to individuals, businesses and local groups The above objectives were reviewed and updated in June 2025 as part of the development of a formal Strategic Plan for 2026-2028. Many initiatives and projects to deliver the objectives above are already live and will continue to evolve during the lifespan of the new Strategic Plan. ## **d. Activities for achieving objectives** ## Strategy The biggest challenges in delivering against our strategic aims in 2025 have been the continuing effects of the cost-of-living crisis and the widespread under-funding of residential placement fees. However, Martha Trust always strives to be an organisation that adapts and evolves to meet the inevitable challenges posed by external forces. During 2025 our focus has been on continuing with our strategy to counter funding shortfalls through a robust process of reassessment and strong, evidence-based fee challenges. This strategy, whilst requiring a significant level of management resource, has been instrumental in building upon the financial position achieved in 2024. Page 4 **Martha Trust** ## **(A company limited by guarantee)** ## **Trustees' report (continued) For the year ended 31 December 2025** Whilst our primary objective is to fully meet the needs of those we support, costs across the organisation are subject to tight budgetary control, with reductions made in non-care related areas wherever possible. As shown below, the ongoing financial challenges we face have not distracted us from meeting most of our strategic objectives around service quality, community engagement and positioning Martha Trust as an employer of choice in our local areas. Notable successes include achieving a ‘Good Overall’ rating from CQC for Mary House in Hastings, meaning that both our sites now hold this rating, increased levels of support from volunteers and the introduction of a broader range of training courses specifically aimed at supporting people with PMLD. By recognising the complex needs of those we support, we acknowledge the responsibility we have in ensuring that we protect the long-term sustainability of the organisation and can provide residents with the caring home for life that they deserve – and while doing so set new industry standards of excellence. We are passionate about supporting people with PMLD to lead a full and contented life. We achieve this by recognising and respecting people as unique individuals, encouraging and supporting everyone to be involved and engaged in the world around them and promoting good health and holistic well-being. ## Families We continue to be committed to working alongside families, recognising their wealth of knowledge, listening to feedback and ideas to improve the experience for those involved and create meaningful relationships for the benefit of everyone. The annual family feedback questionnaire was sent out to all families in June 2025, 33 families in total. We received responses from 40% (14) of the families, which is our highest response rate and compares favourably with a response of 25% in 2024 and 32% in 2023. Although we are actively encouraging a higher response rate, when taking into account the other mechanisms we have in place for families to express their views, which we know they utilise, it is less of a concern. Many of our families frequently attend the family forums and are encouraged to raise issues, concerns or positive feedback directly to the Home Managers as and when they need to, as well as utilising their Parent Representatives. The family questionnaire plays a part in an integrated approach to the review of our care services. Parent Representative Meetings take place bi-monthly via Zoom, facilitating open and transparent communication between the Representatives and the Martha management team. Family forums take place bi-annually at both Martha sites, providing a valuable opportunity for families to interact, share views and experiences and develop their own support networks. The forums are chaired by the Parent Representative Group Chair, with the SMT and home management teams giving updates on the wider organisation and operation of the homes. The Relatives Gateway provides access for families to areas of Martha’s electronic care plan system, PCS, enabling them to keep up to date with the care and activities of their loved ones. Family members are recruited to sit on Trustee-led committees when their experience is identified as being of value, for example the Care Improvement Committee (CIC) and Audit & Finance Committee, both of which have benefited enormously from the skills and different perspectives brought to the discussions by the families of our residents. Page 5 **Martha Trust (A company limited by guarantee)** ## **Trustees' report (continued) For the year ended 31 December 2025** ## Operations Our Quality Assurance Framework is continually developing, strengthened by the high-quality data provided through our electronic care planning software, PCS. The ability to analyse information within the PCS system allows us to share detailed insights with service Commissioners, supporting funding applications and demonstrating changes in levels of need. This has been especially important in reinforcing the care needs for new residents. The NHS Integrated Care Boards (ICBs) are requiring much more detailed information, which is simpler to obtain from the digital record systems we use. The system will also enable us to gather information quickly in response to any safeguarding concerns. Record-keeping continues to improve due to the digitalisation of Martha Trust. PCS and its associated Electronic Medication Administration Record (eMAR), continues to make it easier to document daily care, review risk assessments, and monitor residents’ changing needs. The eMAR, which is integrated with PCS, provides a safe and efficient medication system and has been shown to help reduce medication omission errors. An internal system has been put in place that continually monitors the eMAR in the event that we lose connection, which enables the homes to download paper MARs that have up to date records of the most recent medication administrations. The safeguarding training was reviewed with a view to resuming the management team-led delivery of the bespoke safeguarding training. This will continue to set Martha Trust apart from other providers. The management team has undertaken updated training, and the training packs have been reviewed by Sally Ann Bolton (SAB Safeguarding). At both Martha Trust sites, the Activities Teams continue to play a leading role in delivering personalised activity programmes, alongside communication and physiotherapy support. This took some time to achieve at Mary House due to personnel changes and the ability to recruit. PCS is used to document activity delivery, monitor outcomes, and review individual plans where changes in need or preferences are identified. One resident in Frances House has particularly complex communication needs which, if not met, result in them injuring themself. A project was undertaken with the local learning disability behavioural team to try and isolate any behaviours exhibited that could be communication attempts. This proved to be extensive and led to changes in their communication care plan. One of the residents’ parents now delivers bespoke communication training to our staff as part of his commitment to RETT UK. This is soon to be rolled out to Mary House. Continuous Improvement Plan (CIP) meetings take place regularly. Two issues that were raised repeatedly were staff morale and ways to improve it, together with compliance with IPC regulations relating to the storage of clean linen. As an organisation, we have always paid staff for their break times; however, until now, there has been no dedicated area where staff could step away from the floor during breaks. Discussions at the CIP highlighted an opportunity to address both concerns. This was supported in part by drainage works carried out by Keaveney Group, who installed new drains for the laundry room. In addition to facilitating the planned changes, this work also resolved a further issue by diverting all laundry wastewater away from the treatment plant. It was therefore decided to relocate the laundry from its previous position and refit it within the staff changing room. This has enabled us to achieve compliance with IPC regulations regarding the storage of clean linen, while also freeing up space in the old laundry to create a staff room for use during breaks. This has proved to be a highly successful improvement. Staff are making effective use of the new space, and the project has represented good value for money, particularly as the main drainage works were completed at a significantly reduced cost. The development of the Martha Trust GDPR Policy and processes are a priority and an ongoing area of work, with overall responsibility now held by the CEO and the Director of Marketing & Fundraising. Progress continues to be made in reviewing and updating processes across Martha’s care services and HR functions to support ongoing compliance with current data protection requirements. The wider staff teams have now undertaken GDPR training, and all staff with system logins complete regular GDPR training and assessment through SOTA. Compliance with GDPR requirements continues to be supported using Data Protection Impact Assessments where appropriate. Operational teams maintain a working knowledge of GDPR obligations, and key managers including Home Managers, the Senior Nurse, and Home Support Managers, have nhs.net email accounts, enabling the secure transmission of sensitive personal information to members of the multidisciplinary teams. Page 6 **Martha Trust** ## **(A company limited by guarantee)** ## **Trustees' report (continued) For the year ended 31 December 2025** We continue to be regarded as a provider of choice by the local ICB and professionals within local Learning Disability services. During 2025, we were able to offer a safe placement to an individual who had suffered a serious assault while living at home and was fortunate to survive. The individual was already known to us, having previously received respite care. As they were discharged directly from hospital to Mary House, a traditional transition process was not possible. However, through thorough planning and close collaboration with the local Learning Disability Team and Safeguarding Team, the individual has settled well into our service. This has also provided reassurance to the family that their relative will continue to be supported in a kind and caring environment. We continue to provide monthly information to NHS Integrated Care Systems (ICSs) on set Key Performance Indicators and are working with other funding authorities to provide more detailed information on the service we provide. ## Our People As always, the people who work at Martha, in all departments and across the organisation, are the backbone of our ability to continue providing the highest quality care and supporting individuals to reach their full potential. Following the recruitment challenges seen throughout 2024, and the negative feedback seen in the 2025 staff questionnaire, the Board of Trustees agreed to a proposed pay increase of 7.5% for all staff. This increase ensured that our pay rates were competitive relative to other providers, so making us a more attractive employer. The increase was implemented from Monday 31st March 2025. Ensuring the increase was applied to all employees maintained the differentials in place between roles such as Support Worker, Senior Support Worker, and Nurse teams. Previous feedback had told us that this was important to people’s perception of what is fair, and the way they saw themselves as valued for their skills, knowledge, and responsibility. It also allowed us to recognise the hard work and talent of the administrative and managerial teams who in previous years received smaller increases. The pay increase was announced to the staff teams and was well received. This subsequently had an impact on the staff questionnaire, as seen in the positive responses to the statement ‘I feel fairly paid’ sitting at 74% compared to 56% in 2024. The staff questionnaire responses were overall more positive than previous years. 59% of the team completed the survey compared to 47% in 2024, with 88% stating they are happy at work, and 96% agreeing that Martha is a good place to work, a very encouraging increase from 80% in 2024. These statistics were then used within the recruitment campaigns on social media. In a change to the way results were communicated, infographics were produced to share with the teams immediately after the survey and a summary of changes and achievements then communicated at the end of the year. This allowed all staff to access the key learning points taken from the survey and were used to steer the People strategy. If any specific, negative comments were seen to be of high concern, the individual received a response to answer their feedback. A change was made to the way supervisions and appraisals were structured after feedback showed values supervisions were not seen as worthwhile by staff due to being conducted by people outside of the care management team. Care teams value time spent with their supervisors and managers over members of the HR team. Key points of the values supervisions were taken and moved into the standard supervisions to allow the relationships between care management and their teams to be strengthened without losing the focus on Martha’s values and ethos. In-house delivery of Values and Empathy Training continued on both sites. Gestures of appreciation throughout the year continued to be well received. They included our annual raffle over carers week, retail vouchers for Easter, Birthdays, and Christmas, alongside weekly fruit bowls, regularly restocked food cupboards, and a commitment to continue to provide free sanitary products in all bathrooms. Families again showed their generosity by donating money used to provide a second retail voucher to assist at Christmas. Page 7 **Martha Trust** **(A company limited by guarantee)** ## **Trustees' report (continued) For the year ended 31 December 2025** Rapid Relief, a registered charity established by the Plymouth Brethren Christian Church (PBCC) in 2013, showed their support again in 2025 by providing the BBQ at our annual staff and family fun day. We were delighted to accept the offer from Solley’s, our ongoing supporters, to host this in the fields of their ice cream parlour in Ripple, a perfect spot for our staff and their families to enjoy themselves in the sunshine. The ongoing commitment to flexible working remains a strength when looking at recruitment and retention. Some people have used this to advance their careers, with shifts working around college and university commitments, while others have been able to achieve the all-important work life balance, which in turn enables them to be their best selves at work, resulting in a positive home environment that sees residents thrive. Recruitment was a tale of two sites. Hastings saw recruitment efforts increase the staffing teams, with leavers spread out over the entire year, resulting in a reduction of agency use. Deal, however, saw slower recruitment, an increase in the number of people leaving in the first half of the year, and an increase in agency use. Reassessments of residents’ needs also led to an increase in the number of staff required to staff each shift, particularly on nights. This in turn led to a higher demand for recruitment, retention and training needs. For the nurse teams, recruitment was fruitful on both sites, with new nurses welcomed to the teams at Deal and Hastings. Following feedback from the teams, a change was made to the way overtime is paid, moving away from paying the higher rate for all shifts over contracted hours and towards what was deemed a fairer system. An overtime rate is now paid for hours worked over contracted hours, once a minimum of three, day shifts (21 hours) or two nights are worked. The rota continued to be closely monitored, and agency used as a last resort when necessary. Despite the payment of a fair overtime rate, close rota management, and an increase in the staffing teams, there was still high agency use. Ensuring new starters were welcomed, inducted, and trained to be at a good and safe standard before becoming part of the staffing numbers is essential to long term excellence in the teams. The induction process was reviewed and updated to consider opinions shared by those who had joined, and those who function as Buddies to the new employees. Feedback from this process was already positive and following this review, continues to exceed our expectations and ensure Buddies feel supported in their role. People appreciate the three-week shadow period, the opportunity to observe and understand the complexities of residents and their preferred communication methods. Once again, we see that our people, both residents and employees, are the driving force behind why most enjoy their roles here and choose to stay. In 2025 focus moved to providing more face-to-face training courses. In addition to the mandatory courses already provided, in line with Skills for Care recommendations four more courses covering person-centred care, oral health, positive behaviour support, and recording were added. The opportunity was also taken to increase the number of internal safeguarding trainers to bring this back inhouse and away from generic courses. Once again, we utilised the expert skills of Sally-Ann Bolton, Director of SAB Safeguarding. Members of the SMT and care side management team spent two days revisiting the principles of Safeguarding, discussing various learning types and rewriting the Safeguarding training course. These sessions have proven to be very successful and have further developed relationships between the management and general staff teams. Internal trainers for manual handling also renewed their ROSPA qualifications, and five members of the management team were supported to complete their IOSH qualifications in Managing Safely. Medication administration training and competencies have continued to enable Support Workers to enhance their skills and receive a higher level of pay, while also providing the nurse teams with a higher level of support. Alongside the expected training opportunities, we have sourced and provided training specific to residents’ needs, enabling the teams to support specific clinical requirements, adapting to either a change in residents’ needs, or to be able to welcome new residents into the homes. Page 8 **Martha Trust** **(A company limited by guarantee)** ## **Trustees' report (continued) For the year ended 31 December 2025** The Code of Conduct was completed, and in consultation with families, extended to apply to all that enter a Martha Home. This decision was made to ensure that all - residents, employees, families, volunteers and visitors, can enjoy the homes in a respectful way that encourages inclusion and safe, professional boundaries. This Code also includes the need to ‘presume capacity’ a concept put to us by a family representative. Whilst most residents are non-verbal, we should all presume capacity and understanding by the residents, always. This means that discussions and conversations around residents should be inclusive, caring, and respectful of any thoughts residents may be having but are unable to verbalise. Towards the end of 2025 we started working with our training providers to write a course that embraces the concept of ‘Right Care, Right Support. Right Culture’ and person-centred care, bringing them together in a way that encouraged staff to work with residents, supporting them to make their own choices. This is likely to be completed and rolled out in 2026. We also are privileged to have a family member who works closely with Rett UK and has extensive knowledge of communication and using technology such as Eye gaze. We ran sessions on the Deal site focused on communication and received very positive feedback. We plan to run further sessions on both sites in 2026. Our hopes are that the increases to pay, continued commitment to reviewing and improving our HR processes, and our expansion of training courses will see another positive staff questionnaire in 2026, and enable us to grow the staff team, reducing agency costs and ensuring residents receive the best possible care. 2025 was much more positive financially, and this provided the opportunity to expand the ways in which we can support people to grow and expand their knowledge. It also enabled further work on culture and ensuring a safe environment for all. We were fortunate to see a stable SMT and management teams throughout 2025, providing further security for employees, residents, and families. Our home manager in Hastings, who joined us many years ago as a Support Worker, was successful in his application to CQC for the title of Registered Home Manager, a muchdeserved achievement. Overall, the SMT again led Martha with unwavering faith, positivity, and transformative leadership. Julie Gayler continues in her role of CEO, encouraging the development of those around her and leading by example. Claire Rogerson was successful in completing her CIPD Level 7 qualification in Strategic Human Resource Management and was also promoted to the role of Deputy CEO. Alice Moir led the fundraising team to achieve one of their most successful years, and Kelly Hutchings continued to successfully challenge funders to ensure that the care of residents is being properly funded, resulting in a positive year end surplus. Phil Linkin’s first year on SMT saw him promoted to Associate Director of Health and Social Care to recognise his ongoing contributions to SMT. As a collective, SMT worked to safeguard the future of the homes and our ability to support residents in a home for life for many years to come. 2026 will see continued commitment to improving staffing levels, upskilling the teams and ongoing efforts to ensure communication is developed further to support learning opportunities. Page 9 **Martha Trust** **(A company limited by guarantee)** ## **Trustees' report (continued) For the year ended 31 December 2025** ## Fundraising Income raised through our fundraising events programme continued to grow this year, with our music events and golf days proving extremely popular with our supporters and the wider community. Most events saw yearon-year increases, contributing to our highest events income to date. In September, our annual car challenge saw ten cars head off to Monte Carlo. This event is a high-profile event, often picked up by the media, and continues to provide us with great connections with local businesses and develops long-term supporters. Our strategy for focussing our events around providing an enjoyable as well as a rewarding experience is proving the right focus for our charity. Where possible we also aim for our fundraising events, especially our music events, to be accessible and inclusive. Support from local businesses also grew, with increased sponsorship, volunteering, and gifts in kind. In 2025, such partnerships proved invaluable in delivering projects that benefited the lives of our residents. Our longterm supporters, The Keaveney Group, generously gave up their weekends to replace the decking at our homes in Deal and Hastings, while Reclamet kindly pledged to maintain our two oldest minibuses whilst we fundraised for new vehicles. Our profile in the local communities within which we work continues to grow and we are spreading awareness further into Kent and Sussex. We continue to build good foundations in the Hastings area with key community groups. Our social media strategy continues to gather momentum. We were also extremely fortunate to receive two legacies in 2025, totalling £169,000. A portion of this will be used to top up our minibus appeal, enabling us to purchase two new vehicles in 2026. Our fundraising team operated at the equivalent of 2.56 full-time roles in 2025, delivering an ambitious and impactful programme of activity. ## Core Grant Income Our core grant income stream—focused on securing unrestricted support from Trusts and Foundations—proved to be the most challenging area of fundraising in 2025. We achieved 10% of our forecasted income, reflecting both the increased demand on grant funders across the charity sector and our strategic decision to prioritise applications for our minibus appeal. Despite this shortfall, overall income for the year exceeded forecast. Strong unrestricted income performance helped to offset the reduced core grant income, ensuring we remained in a stable financial position. ## Restricted Appeals In 2025, we launched a new appeal to replace two of our oldest minibuses, one at each site. Grants of £15,950 were received towards the appeal this year. A number of restricted donations were received towards enhancing our gardens at our Deal homes, with a large grant to support a volunteer day by a team from Swiss Re. Page 10 **Martha Trust (A company limited by guarantee)** **Trustees' report (continued) For the year ended 31 December 2025** ## **Achievements and performance** ## **a. Key financial performance indicators** This year has seen Martha Trust’s financial position continue to improve, for which we are grateful. The adult social care sector continued to suffer the effects of the cost-of-living crisis, combined with the under-funding that has become systemic in the sector and is widely debated within the national press and service provider membership groups. We have to report that once again the annual fee increases received from our funders were insufficient to cover the full extent of the cost pressures we faced. Inflationary fee increases we received for 2025 were on average 4.7% (2024: 2.7%), compared to the 3.4% increase in the Consumer Price Index, a 6.7% increase in the National Living Wage and wider inflationary pressures in the economy. Because staff costs are a significant proportion of our total costs, the increase in National Living Wage had the largest impact. It is, as in previous years, unclear how National and Local Government envisaged this gap would be filled. Total income was £8.3 million (2024: £7.2 million) and the surplus was £424,517 (2024: £158,686). Room occupancy, which has a direct impact on income, was 94.8% compared to 92.6% in 2024. There were two vacancies brought forward from 2024, then one resident moved to another placement and one resident sadly passed away. There were two new residents in 2025, although one of them was only for a brief period of time. Over the last seven years, the full rate of National Living Wage has risen by 55.9%, from £7.83 per hour in April 2018 to £12.21 per hour from April 2025. None of our funding authorities have increased their fees by anything near 55.9% over that seven-year period. The mismatch between increases in the National Living Wage and inflationary fee increases clearly means a significant gap in funding, because approximately 70% of our costs are staff costs. This funding gap is further exacerbated by increases in Employers’ National Insurance costs in recent years. It is notable that the Government, having set the National Living Wage each year, did not recognise a need to properly compensate through fees for those organisations that are, like Martha Trust, mostly reliant on public funding. Marketing of care services is still generating new care enquiries. We are further building on relationships with stakeholder authorities that resulted from marketing activity in recent years. We continue to engage with local Social Care and NHS funders, to enhance relationships with them at both of our locations. The level of new care enquiries in 2025 was again encouraging. This is, as in previous years, partly due to our profile being raised through marketing and partly due to a sustained and particularly high level of demand in a time of shrinking service provision in South East England. We have a robust system of expenditure monitoring and control and a rigorous budgeting process. We negotiate with existing suppliers as well as potential new suppliers to source goods and services at the best possible price. Although there continue to be increases in costs, we have achieved efficiencies across the organisation where this was possible. Having said that, we suffered cost increases that we are unable to control as outlined above. The year ended with the following results: - Total income £8.27m (2024: £7.24m) - Expenditure £7.84m (2024: £7.09m) - Surplus £0.42m (2024: £0.16m) - Percentage costs of management and administration 7.7% (2024: 7.5%) - Occupancy 94.8% (2024: 92.6%) - Balance Sheet total funds £5.21m (2024: £4.78m) ## **b. Review of activities** There were two new residential placements during the year. The respite service was suspended in March 2020 due to Covid-19 and remains permanently closed. Enquiries from families and clinical professionals seeking a possible placement continue to be at an encouraging level and residential rooms are very much in demand. Page 11 **Martha Trust** ## **(A company limited by guarantee)** ## **Trustees' report (continued) For the year ended 31 December 2025** ## **c. Investment policy and performance** The investment policy agreed by the Trustees is to place funds in cash deposits on fixed and short-term arrangements but with the primary objective of ensuring Martha Trust’s cash flow requirements are met. ## **d. Factors relevant to achieve objectives** Our staff team works as seamlessly as possible to ensure that occupancy is maximised, and that care is provided to not just meet residents’ needs but to make a real difference to their lives. Some of the major challenges are outlined in a later section of this report, but we ensure that everyone has their needs regularly reassessed and that full and comprehensive care plans, risk assessments and other important documentation are in place and regularly updated in support of our objective to ensure our services are safe, effective, caring, responsive and well-led. ## **Financial review** ## **a. Going concern** The adverse impact on our overall finances of underfunding from our major funding authorities and high staff vacancies, resulting in substantial agency cost, were a cause for concern. Work has continued during 2025 to address these issues and, consequently, the Trustees are confident that the charity has adequate resources to continue in operational existence for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing the financial statements. Further details regarding the adoption of the going concern basis can be found in the Accounting Policies. ## **b. Financial risk management objectives and policies** Financial risk is minimised in several ways by Martha Trust. The ways we manage risk include seeking adequate fees for residents, effective cost control and proper appraisal of any developments. Through our policies and procedures our financial risk management is embedded in our organisational culture. ## **c. Principal risks and uncertainties** In common with many providers of social care and health services, Martha Trust faces risks and uncertainties regarding the sustainability of fee levels in the long term. As noted above there have not been sufficient fee increases to cover cost pressures in full, particularly wage increases. Costs in the care sector are rising faster than general inflation. Regulation and good practice have caused notable cost increases as we need to spend more on maintaining and enhancing the quality of care. The Trustees have always believed it is absolutely correct for stakeholders to have confidence that our service is safe, effective, caring, responsive and well led. Securing funding for the essential spending that is increasingly required remains very challenging. As mentioned in a. above, staff vacancies and the impact of agency cost are another concern. Staffing costs continue to be impacted by increases in National Living Wage (NLW). Although some funding authorities have increased fee levels, those increases do not cover the increase in wage costs. This results in continued pressure on resources and a greater challenge in maintaining financial stability. As also mentioned in a. above, inadequate fee increases remain a concern. In recent years our largest funding authorities have provided low, or even no, increases. We await confirmation of increases for 2026/27. However, the financial impact has been reduced by regular reassessment of residents’ needs, leading to a significant number moving across to NHS funding. In addition, we have developed relationships with funding authorities where in previous years these did not exist. By working to resist pressure on fees, nurturing relationships with stakeholders, increasing the number of rooms and by maximising our bed occupancy level we continue to meet risk with concerted action and therefore safeguard the future of Martha Trust. Page 12 **Martha Trust** ## **(A company limited by guarantee)** ## **Trustees' report (continued) For the year ended 31 December 2025** ## **d. Principal funding** The main source of income for Martha Trust is from contracts with local authorities and NHS ICBs. Since Martha Trust provides care for people drawn from many parts of the UK, the charity has cultivated and maintained a wide range of relationships. In addition, Martha Trust has, over several years, developed a marketing strategy specifically for its care services that has broadened its reach, enabling it to source placements from a greater number of authorities. This will help to maximise overall occupancy levels and therefore fee income. Alongside this strategy we are working more closely with Sussex ICB as well as with Kent & Medway ICB to source a higher level of placements from local areas. Fundraising income finances some of our capital expenditure including developments within our homes like new rooms and specialist equipment, as well as providing some unrestricted funding. Other than fees for services, no income is received from any statutory sources. We are also grateful for the vital contributions by our supporters who help Martha Trust provide the level of service and care that we are all committed to. Without this support it would not be possible for the charity to continue to undertake its current level of service provision. We believe that giving to charity should be a positive experience, and to help make sure this is the case the charity has put in place a policy that seeks to ensure the highest possible standards of fundraising practice are being adopted. This policy acknowledges the damaging impact an excessively aggressive approach to fundraising can have on vulnerable people, whether from unreasonably persistent approaches being made or undue pressure to give being applied, and great care is undertaken to ensure that such practices are not adopted by the charity. The charity voluntarily subscribes to the Fundraising Regulator and complies with all aspects of its Code of Practice as well as ensuring its fundraising activity follows the principles set out under GDPR. Fundraising activity is predominantly carried out by our own in-house team and volunteers. The charity does not utilise the services of any external commercial fundraisers for general fundraising purposes. However, during 2025, Martha sought support from a Fundraising Consultant for the purposes of its strategy and appeal approach to Trusts and Foundations. Martha welcomes feedback on its fundraising approach and seeks to make improvements wherever it can. Any complaints received in respect of our fundraising activities are taken very seriously and are acted upon immediately. We are pleased to report that during the year no complaints were received in respect of our fundraising activity. ## **e. Material investments policy** We do not participate in material investments. ## **Structure, governance and management** ## **a. Constitution** The charity is registered as a charitable company limited by guarantee and was set up by a Trust Deed. The principal object of the charity is to provide residential or 'inclusive care', for people with profound physical and multiple learning disabilities (PMLD), as well as support to families caring for people with PMLD. ## **b. Method of appointment or election of Trustees** The management of the charity is the responsibility of the Trustees who are elected and co opted under the terms of the Trust deed. Page 13 ## **Martha Trust** ## **(A company limited by guarantee)** ## **Trustees' report (continued) For the year ended 31 December 2025** ## **c. Policies adopted for the induction and training of Trustees** For all new Trustees we undertake an induction programme using the guidance from the Charity Commission under the heading of good governance. We discuss with them the seven principles of the Charity Governance Code: - Organisational Purpose - Leadership - Integrity - Decision making, risk and control - Board Effectiveness - Equality, Diversity and Inclusion and - Openness and Accountability This ensures that they have a full understanding of their responsibilities. In addition, new Trustees will attend a seminar on their responsibilities by a charity firm during the first year of their Trusteeship at Martha Trust. New Trustees will also be allocated an experienced Trustee to guide them in their first six months of Trusteeship. ## **d. Pay policy for senior staff** The Trustees can claim reasonable travelling and other expenses properly incurred by them in connection with their attendance at meetings of the Trustee Board, Committee or General meetings, or otherwise in connection with the discharge of their duties, but are not paid remuneration. Some Trustees choose to donate their expenses back to Martha Trust. All salaried roles at Martha, including those of the Directors and Chief Executive Officer, have been evaluated based on comparator market data by an independent HR consultancy, TRP Ltd, specialising in remuneration and reward issues. ## **e. Organisational structure and decision making** At the year end the Board of Trustees consisted of seven Trustees, who are also Directors of Martha Trust for the purposes of company law. The Senior Management Team consisted of the Chief Executive Officer, Deputy Chief Executive Officer, Director of Fundraising and Marketing, Associate Director of Finance and Associate Director of Health & Social Care. There are four full Board Meetings per year, plus at least four Audit & Finance Committee Meetings. The Care Improvement Committee meets quarterly and has one Trustee and two family representatives. The Health & Safety Committee meets quarterly and is chaired by the Chair of Trustees. In terms of financial control, revenue and capital budgets are prepared for the forthcoming financial year and the Audit and Finance Committee considers the budgets prior to the start of that year. Once agreed, budgets are presented to Trustees for approval. Additionally, regular forecasts are prepared and reviewed during each financial year. The budgets and forecasts are the cornerstone for financial operations during the year. The CEO is the CQC Responsible Individual. The Hastings site has a Registered Home Manager, with registration for the Deal site held by the Associate Director of Health & Social Care, who also provides clinical advice and support to the Hastings home management team. All new care policies or changes to existing care policies are reviewed and approved at the organisation Governance meetings, which involve the SMT and management teams across all functions. Page 14 **Martha Trust** ## **(A company limited by guarantee)** ## **Trustees' report (continued) For the year ended 31 December 2025** ## **f. Risk management** The Trustees have assessed the major risks to which the charity is exposed, in particular those related to the operations and finances of the charity and are satisfied that systems and procedures are in place to mitigate our exposure to the major risks. ## **Plans for future periods** ## **a. Future developments** The challenges faced during 2024, most importantly the ability to negotiate appropriate fees against a backdrop of financial pressure on commissioners, and the impact of the ongoing cost of living crisis, have remained during 2025. Delivery against key objectives of our three-year strategic plan will involve the new strategies now in place to counter funding shortfalls. These include regular reassessment of residents’ needs and approaches to funders to fully fund those needs, together with robust challenges to inadequate annual fee increases. We will continue to build on the foundations set to ensure staff teams feel valued, appreciated, and well supported through the entire employee journey. We continue to explore ways of improving communication and ensuring we listen and respond to feedback from the teams as a way of continually learning and improving, with an aim to be an excellent employer, evidenced by low turnover and high retention levels. We remain committed to ensuring we employ the right people in the right roles, and that we empower them to deliver the highest standards of care. In line with our strategic aims set out above, we will also: Continue to be an outstanding provider that others can aspire to by: - Demonstrating our understanding of the needs of the residents at Martha Trust and ensuring we can evidence the impact of our support. - Ensuring our services are safe, effective, caring, responsive and well-led. - Working closely with CQC and funding authorities, aim to be outstanding in clinical knowledge and safeguarding with an emphasis on residents’ needs. - Being a leading provider in our work on communication with people with PMLD through traditional methods and using the latest technology. Generate sustainable funding and maximise resources to provide our residents with the best possible lives by: - Growing, maximising and sustaining statutory, earned and fundraising income. - Producing three-year budget plan, incorporating income and expenditure, to live within our means. - Ensuring value for money by applying principles of economy, efficiency and effectiveness. - Consider new opportunities to increase service provision, but only where the outcomes will contribute to the longevity of Martha Trust Operate a well-governed, efficient organisation, supporting and developing the staff and volunteers who work for us by: - Ensuring our charity is well-governed with alignment of strategy, business plan and financial sustainability. - Managing our quality standards and risks effectively within our regulatory frameworks. - Supporting, developing and managing our staff in the achievement of our objectives. ## **Risk Policy** The charity maintains a risk register which firstly identifies all risks and then has a scoring system to further identify major risks. The organisational risk register is reviewed bi-monthly by the SMT and the Board of Trustees bi-annually. The CEO discusses serious risks with the Trustees and the relevant subcommittees. Page 15 ## **Martha Trust** ## **(A company limited by guarantee)** ## **Trustees' report (continued) For the year ended 31 December 2025** ## **Reserves Policy** As at 31 December 2025 the Trustees considered it appropriate to set reserves held equivalent to at least four months expenditure for one home which is in the region of £800,000. The actual reserves held on 31 December 2025 were £1,298,825 and the Trustees consider that this is an appropriate level given the challenges facing the sector. ## **Remuneration and social investment policy** Martha Trust recognises the importance of a sound remuneration and benefits policy when it comes to attracting and retaining highly skilled and motivated staff. This policy cannot stand still in isolation and must be reviewed regularly in absolute terms and compared to other similar organisations to ensure its competitiveness. Staff should be rewarded in relation to: 1. The level of responsibility and the value placed on comparable jobs within the Trust. 2. The value placed on comparable jobs in the local area. In addition to an annual inflation-linked review, regular reviews will be conducted by the Chief Executive in conjunction with the Home Managers to ensure that Martha Trust remains competitive in respect of its pay and benefits policy generally. We do not currently undertake any social investment and hence have no policy for this. ## **Trustee Declaration** Each of the persons who are Trustees at the time when this Trustees' report is approved has confirmed that: - So far as that Trustee is aware, there is no relevant audit information of which the charitable company's auditors are unaware, and - That Trustee has taken all the steps that ought to have been taken as a Trustee to be aware of any relevant audit information and to establish that the charitable company's auditors are aware of that information. - That Trustee had due regard to the Charity Commission’s public benefit guidance when exercising any powers or duties to which the guidance is relevant. The Board of Trustees welcomed the new Charity Governance Code published in December 2020, which has been revisited by the Board following a review of progress by the CEO during 2024. The Trustees consider some of the new requirements of The Code aspirational and thus have faced constraints in immediately implementing all its recommendations. Nevertheless, a Trustee Skills Audit was conducted in late 2025 and based on the outcomes and recommendations the Board will continue to strive for continuous improvement, exploring possibilities for extending the range of skills and experience of existing trustees, recruiting where any shortfalls have been identified. ## _**Martha Trust is committed to adapting as an organisation to reflect the values of our society.**_ ## **Auditors** The audit registration of Kreston Reeves LLP was transferred to Kreston Reeves Audit LLP on 6 October 2025. Kreston Reeves Audit LLP were formally appointed as auditor to the company on 6 October 2025. The auditors, Kreston Reeves Audit LLP, will be proposed for reappointment in accordance with section 485 of the Companies Act 2006. Page 16 IAarth• Tru•1 (A comp•ny Iln¥t•d by gu•rnnts•) Tru•t¢o•' rnport (cortln￿d1 F¢rthè •nd•d 31 Dx•fflbw 2026 ¥VOV8d ty (Y¢lerof th¢ membern ofth8 of TnJ*08s and •gned on behair ty.. Rog•rW•lton Chainnan Date.. 18 Juno 2026 Page 17 rtha Tnwt IA c¢)mpany Ilmh•d by g￿rantee) Statem•nt of Trust￿8. mponslbllltles For thv •nd•d 31 DKomb•r 2025 Tho Trustees Iwhj a180 the direc*or8 of the Charity for the pu￿19e9 ol company lawl ¥e r8sKKsn8ible for prepanng the Trustees. report 8nd the finan(4al $tatement8 in actordancA9 applicable arhl United Kingdom AerL*unling Standar(l$ (Unrted Kingd¢MI Generally ACW AcrLsunting Prathc8}. Company law r8qu1rn8 the Tru8ts88 to proFor¢ fin8ndal 8tstemenl8 for ead) finanaal y88r. Under (￿MpanY Ivw. Ihe Trustees must Ml 8pprove the financial $tatsments unl888 they are satisfied th* they give a true and fair view of Ihe state of affairs of the Charity and of ils incoming rgsourckns and 8pplic4tion of re8OLrn. induding ils income and expenditure, for th81 period. In prep8rirq Ihese finane4'818tatement8, the Tru8tees are requirod to.. seled suitable 8ccountlng polkle$ gnd then appty th8m cond8t8nlly', ob8erv8 the methods and prine4pI88 of th8 Charities SORP IFRS 1021., make judoemenls and aecourfnp 8stimate8 that are re880naWè and pnJd8nt', slats whether applicaNo UK Ac£¥>unling SlaTrI8￿9 IFRS 1021 have beon f¢llowod, aubiocl to any maleii81 departure$ disdos8d And ewalned in the finanaal statomenl5'. prep8re tho fin8nd818ts18mgnt8 on the going conc*m ba818 unle88 It18 Inappropriatg to presum• that t Chwit*will eonttnue In bu%nes8. The Trusl8es 8re re8pMslbl8 for kegping adequatè aerknLTrnb'ng rocords that are 8uffioent lo show and 8xplaln the Charity8 Ir8n88ction8 and di8do8e with rèa80nable accuracy at any timo tho financial position of the Charity Ind enable Ihem to ensure that the financ4al stslemenls comply the Compan￿8 AGt 20C6. They arn algo rosp0n￿bla for 8afegu8rding the a88918 of the Charity and hènce lof takn'ng re48onable 8teP8 for th6 prnvanb.on and dd8clion of fraud and othar irregularitlè8. pprov8d by ¢xd•r ol the mombern of tho board of Tru8te•s on 18 June 2026 arKI Jigned on tt8 behalf by.. Rog•r W•lton (Chair of Tru8tee8) Ptye 18 **Martha Trust** **(A company limited by guarantee)** ## **Independent auditors' report to the Members of Martha Trust** ## **Opinion** We have audited the financial statements of Martha Trust (the 'charity') for the year ended 31 December 2025 which comprise the Statement of financial activities, the Balance sheet, the Statement of cash flows and the related notes, 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: - give a true and fair view of the state of the charitable company's affairs as at 31 December 2025 and of its incoming resources and application of resources, including its income and expenditure for the year then ended; - have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and - have been prepared in accordance with the requirements of the Companies Act 2006. ## **Basis for opinion** We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the United Kingdom, including the Financial Reporting Council'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 charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report. Page 19 **Martha Trust (A company limited by guarantee)** ## **Independent auditors' report to the Members of Martha Trust (continued)** ## **Other information** The other information comprises the information included in the Annual report other than the financial statements and our Auditors' report thereon. The Trustees are responsible for the other information contained within the Annual report. 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. 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 course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. ## **Opinion on other matters prescribed by the Companies Act 2006** In our opinion, based on the work undertaken in the course of the audit: - the information given in the Trustees' report for the financial year for which the financial statements are prepared is consistent with the financial statements. - the Trustees' report has been prepared in accordance with applicable legal requirements. ## **Matters on which we are required to report by exception** In the light of our knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees' report. We have nothing to report in respect of the following matters in relation to which Companies Act 2006 requires us to report to you if, in our opinion: - adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or - the financial statements are not in agreement with the accounting records and returns; or - certain disclosures of Trustees' remuneration specified by law are not made; or - we have not received all the information and explanations we require for our audit. ## **Responsibilities of trustees** As explained more fully in the Trustees' responsibilities statement, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the Trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. Page 20 **Martha Trust** **(A company limited by guarantee)** ## **Independent auditors' report to the Members of Martha Trust (continued)** ## **Auditors' 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 Auditors' 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 extent to which our procedures are capable of detecting irregularities, including fraud is detailed below: Based on our understanding of the charitable company and industry, and through discussion with the directors and other management (as required by auditing standards), we identified that the principal risks of noncompliance with laws and regulations related to safeguarding, health and safety, Care Quality Commission inspection reports and fundraising practices, anti-bribery and employment law. We considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006 and taxation legislation. We communicated identified laws and regulations throughout our team and remained alert to any indications of non-compliance throughout the audit. We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls), and determined that the principal risks were related to management bias in accounting estimates and judgemental areas of the financial statements. Audit procedures performed by the engagement team included: - Discussions with management and assessment of known or suspected instances of non-compliance with laws and regulations (including health and safety, Care Quality Commission inspection reports and fundraising practices) and fraud, and review of the reports made by management; and - Assessment of identified fraud risk factors; and - Challenging assumptions and judgements made by management in its significant accounting estimates; and - Performing analytical procedures to identify any unusual or unexpected relationships, including related party transactions, that may indicate risks of material misstatement due to fraud; and - Confirmation of related parties with management, and review of transactions throughout the period to identify any previously undisclosed transactions with related parties outside the normal course of business; and - Reading minutes of meetings of those charged with governance - Review of significant and unusual transactions and evaluation of the underlying financial rationale supporting the transactions; and - Identifying and testing journal entries, in particular any manual entries made at the year end for financial statement preparation. 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. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. Page 21 **Martha Trust** **(A company limited by guarantee)** ## **Independent auditors' report to the Members of Martha Trust (continued)** As part of an audit in accordance with ISAs (UK), we exercise professional judgement and maintain professional scepticism throughout the audit. We also: - Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. - Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion of the effectiveness of the charitable company's internal control. - Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Trustees. - Conclude on the appropriateness of the Trustees' use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the charitable company's ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our Auditors' report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our Auditors' report. However, future events or conditions may cause the charitable company to cease to continue as a going concern. - Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation. We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. ## **Use of our report** This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an Auditors' 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 members, as a body, for our audit work, for this report, or for the opinions we have formed. ## Kreston Reeves Audit LLP ## **Samantha Rouse FCCA DChA (Senior statutory auditor)** for and on behalf of **Kreston Reeves Audit LLP** Statutory Auditor Canterbury 19 June 2026 Page 22 **Martha Trust** ## **(A company limited by guarantee)** ## **Statement of financial activities (incorporating income and expenditure account) For the year ended 31 December 2025** |**Note**
**Income from:**
Donations and legacies
3
Charitable activities
4
Other income
5
**Total income**
**Expenditure on:**
Raising funds
6
Charitable activities
7
**Total expenditure**
**Net movement in funds**
**Reconciliation of funds:**
Total funds brought forward
Net movement in funds
**Total funds carried forward**|**Unrestricted**
**funds**
**2025**
**£**
**437,397**
**7,780,765**
**19,383**
**8,237,545**
**192,576**
**7,617,955**
**7,810,531**
**427,014**
**4,174,222**
**427,014**
**4,601,236**|**Restricted**
**funds**
**2025**
**£**
**27,837**
**-**
**-**
**27,837**
**-**
**30,334**
**30,334**
**(2,497)**
**606,297**
**(2,497)**
**603,800**|**Total**
**funds**
**2025**
**£**
**465,234**
**7,780,765**
**19,383**
**8,265,382**
**192,576**
**7,648,289**
**7,840,865**
**424,517**
**4,780,519**
**424,517**
**5,205,036**|Total
funds
2024
£
295,947
6,923,250
25,602| |---|---|---|---|---| |||||7,244,799| |||||174,783
6,911,330| |||||7,086,113| |||||158,686| |||||4,621,833
158,686| |||||4,780,519| The Statement of financial activities includes all gains and losses recognised in the year. The notes on pages 26 to 45 form part of these financial statements. Page 23 Martha Tru•t IA company lon￿led by guar•nl••) Regl8trv•d numlw: 03467406 A• at 31 D•comb•r 202fj 2025 2024 Flx•d •8••ts T4fyJir￿ 488ets 4384.976 4,523,578 43•4975 4.$23.578 Cwrnrt •M•ts Debtors Cath 41 bark and In 12 638,690 1307,964 739.347 614.958 I,354.￿5 Curr•nt IlalAlItI•• Créthtor&' am¢xh)ts f4lllrvJ wkhin one year 13 1599.172) N•t curv•Th1 ••••ts 1262,710 755.133 T¢)tsl ••••ts l•M cuff•nl N•blllll•• 15,837,735 5.278.709 Credilorj.. amothits lalliw du• aft•r m¢y• than one year 14 {498,19)1 T(4al n•t a•Mts 6,20S,OJ6 4,780,519 char￿ lund• Restricted fund• 15 eLB.297 Ewnatod fvnds Genornl fvnds Revalualion 15 15 3,173,377 796.710 204.135 1398,126 204,136 Total unre8blct•d fiJnd8 15 4eQl,2 4.174,222 T¢Aal fund• $,206,0 4,780,519 Thè fin•nc4•18tatem•th appmv•d au11￿1￿ fty iuu• by th• Tnwl••s WKI wgnad on Ih8ir behalf by: R¢)g•r W*lton Chaimian Date. 18 2026 Th• rKrt•s ￿ paggs 28 tr) 45 f(Th pwt of11￿￿ fin￿rKi￿ statem￿ts. Page 24 ## **Martha Trust** ## **(A company limited by guarantee)** |**Statement of cash flows**
**For the year ended 31 December 2025**
**Note**
**Cash flows from operating activities**
Net cash used in operating activities
18
**Cash flows from investing activities**
Dividends, interests and rents from investments
Purchase of tangible fixed assets
**Net cash used in investing activities**
**Cash flows from financing activities**
Repayments of borrowing
**Net cash used in financing activities**
**Change in cash and cash equivalents in the year**
Cash and cash equivalents at the beginning of the year
**Cash and cash equivalents at the end of the year**
19
The notes on pages 26 to 45 form part of these financial statements|**2025**
**£**
**770,189**
**(19,383)**
**(94,309)**
**(113,692)**
**(63,501)**
**(63,501)**
**592,996**
**614,958**
**1,207,954**|2024
£
167,754
(25,602)
(67,093)
**(92,695)**
(60,179)
**(60,179)**
**14,880**
600,078
614,958| |---|---|---| Page 25 ## **Martha Trust** ## **(A company limited by guarantee)** ## **Notes to the financial statements For the year ended 31 December 2025** ## **1. General information** Martha Trust is a charity, limited by guarantee, domiciled in England and Wales, registration number 03467406. The registered office is Homemead Lane, Hacklinge, Deal, Kent, CT14 0PG. ## **2. Accounting policies** ## **2.1 Basis of preparation of financial statements** The financial statements have been prepared in accordance with the Charities SORP (FRS 102) - 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) (effective 1 January 2019), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006. Martha Trust 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. The charity's functional currency is Pounds Sterling. The charity's financial statements are presented to the nearest pound. ## **2.2 Company status** The charity is a company limited by guarantee. The members of the company are the Trustees named on page 1. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £10 per member of the charity. ## **2.3 Fund accounting** General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the Charity and which have not been designated for other purposes. Designated funds comprise unrestricted funds that have been set aside by the Trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements. Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the Charity for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements. Page 26 **Martha Trust** ## **(A company limited by guarantee)** **Notes to the financial statements For the year ended 31 December 2025** ## **2. Accounting policies (continued)** ## **2.4 Income** 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 income receivable can be measured reliably. For legacies, entitlement is taken as the earlier of the date on which either; the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the Trust that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the charity has been notified of the executor;s intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material. The recognition of income from legacies is dependent on establishing entitlement, the probability of receipt and the ability to estimate with sufficient accuracy the amount receivable. Evidence of entitlement to a legacy exists when the Charity has sufficient evidence that a gift has been left to them (through knowledge of the existence of a valid will and the death of the benefactor) and the executor is satisfied that the property in question will not be required to satisfy claims in the estate. Receipt of a legacy must be recognised when it is probable that it will be received and the fair value of the amount receivable, which will generally be the expected cash amount to be distributed to the Charity, can be reliably measured. Gifts in kind donated for distribution are included at valuation and recognised as income when they are distributed to the projects. Gifts donated for resale are included as income when they are sold. Donated facilities are included at the value to the charity where this can be quantified and a third party is bearing the cost. No amounts are included in the financial statements for services donated by volunteers. Donated services or facilities are recognised when the charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use of the charity of the item is probable and that economic benefit can be measured reliably. On receipt, donated professional services and facilities are recognised on the basis of the value of the gift to the Charity which is the amount it would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation. Income tax recoverable in relation to investment income is recognised at the time the investment income is receivable. Other income is recognised in the period in which it is receivable and to the extent the goods have been provided or on completion of the service. Page 27 **Martha Trust** ## **(A company limited by guarantee)** **Notes to the financial statements For the year ended 31 December 2025** ## **2. Accounting policies (continued)** ## **2.5 Expenditure** Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. All expenditure is accounted for on an accruals basis. All expenses including support costs and governance costs are allocated to the applicable expenditure headings. Fundraising costs are those incurred in seeking voluntary contributions and do not include the costs of disseminating information in support of the charitable activities. Support costs are those costs incurred directly in support of expenditure on the objects of the charity and include project management carried out at the Headquarters. Governance costs are those incurred in connection with administration of the charity and compliance with constitutional and statutory requirements. Expenditure on raising funds includes all expenditure incurred by the Charity to raise funds for its charitable purposes and includes costs of all fundraising activities events and non-charitable trading. Expenditure on charitable activities is incurred on directly undertaking the activities which further the Charity's objectives, as well as any associated support costs. Irrecoverable VAT is charged against the expenditure heading for which it was incurred. ## **2.6 Going concern** The charity has a net surplus of £424,517 during the year ended 31 December 2025. The adverse impact of underfunding from our major funding authorities and high staff vacancies resulting in substantial agency cost were a cause of concern, however these issues have now largely been addressed. The Trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing the financial statements. ## **2.7 Government grants** Government grants relating to tangible fixed assets are treated as deferred income and released to the Statement of financial activities upon the completion of the relevant performance-related conditions. Other grants that are not subject to performance-related conditions are credited to the Statement of financial activities as the grant proceeds are received. Grants received prior to the revenue recognition criteria being satisfied are recognised as a liability. ## **2.8 Tangible fixed assets and depreciation** Tangible fixed assets costing £1,000 or more are capitalised. Tangible fixed assets are carried at cost or deemed cost, net of depreciation and any provision for impairment. Deemed cost represents the fair value of certain freehold properties owned by the charity, at the date of transition to FRS 102, 1 January 2014. Under the cost mode, freehold property will not be subject to further valuations. Page 28 **Martha Trust** ## **(A company limited by guarantee)** **Notes to the financial statements For the year ended 31 December 2025** ## **2. Accounting policies (continued)** ## **2.8 Tangible fixed assets and depreciation (continued)** Depreciation is not charged on freehold land. Depreciation is provided from when assets become available for use at rates calculated to write off the cost or deemed cost of fixed assets, less their estimated residual value, over their expected useful lives on the following bases: - Freehold property 2% straight line Motor vehicles - 20% straight line - Fixtures and fittings 10% - 20% straight line Freehold land - not depreciated The assets' residual values, useful lives and depreciation methods are reviewed, and adjusted prospectively if appropriate, or if there is an indication of a significant change since the last reporting date. ## **2.9 Interest receivable** Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the Bank. ## **2.10 Operating leases** Rentals paid under operating leases are charged to the Statement of financial activities on a straight line basis over the lease term. ## **2.11 Debtors** Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. ## **2.12 Cash at bank and in hand** Cash at bank and in hand includes cash and short-term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. ## **2.13 Creditors and provisions** Creditors and provisions are recognised when the charity has a present obligation resulting from a past event that will probably result in a transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due. ## **2.14 Financial instruments** The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method. Page 29 **Martha Trust** ## **(A company limited by guarantee)** **Notes to the financial statements For the year ended 31 December 2025** ## **2. Accounting policies (continued)** ## **2.15 Judgements in applying accounting policies and key sources of estimation uncertainty** The preparation of the financial statements required the Trustees to make judgements, estimates and assumptions that can affect the amounts reported for assets and liabilities, and the results from the year. The nature of estimation is such though that actual outcomes could differ significantly from those estimates. The following judgement has had the most significant impact on the amounts recognised in the financial statements: The charity has recognised tangible fixed assets with a carrying value of £4,384,975 at the reporting date (see note 11). These assets are stated at their cost less provision for depreciation and impairment. The charity's accounting policy sets out the approach to calculating depreciation for immaterial assets acquired (see note 2.8). For material assets such as land and buildings the charity determines at acquisition reliable estimates for the useful life of the asset, its residual value and decommissioning costs. These estimates are based upon such factors as the expected use of the acquired asset and market conditions. At subsequent reporting dates the Trustees consider whether there are any factors such as technological advancements or changes in market conditions that indicate a need to reconsider the estimates used. Where there are indicators that the carrying value of tangible assets may be impaired the charity undertakes tests to determine the recoverable amount of assets. These tests require estimates of the fair value of assets less cost to sell and of their value in use. Wherever possible the estimate of the fair value of assets is based upon observable market prices less incremental cost for disposing of the asset. The value in use calculation is based upon a discounted cash flow model, based upon the charity's forecasts for the foreseeable future which do not include any restructuring activities that the charity is not yet committed to or significant future investments that will enhance the asset's performance. The recoverable amount is most sensitive to the discount rate used for the discounted cash flow model as well expected future cash flows and the growth rate used for extrapolation purposes. ## **2.16 Pensions** The charity operates a defined contribution pension scheme and the pension charge represents the amounts payable by the Charity to the fund in respect of the year. Page 30 **Martha Trust (A company limited by guarantee)** ## **Notes to the financial statements For the year ended 31 December 2025** ## **3. Income from donations and legacies** |**Unrestricted**
**funds**
**2025**
**£**
Donations
268,095
Legacies
169,302
Grants
-
**Total 2025**
437,397
Total 2024
249,205|**Restricted**
**funds**
**2025**
**£**
17,537
-
10,300
27,837
46,742|**Total**
**funds**
**2025**
**£**
**285,632**
**169,302**
**10,300**
**465,234**
295,947|Total
funds
2024
£
260,331
-
35,616| |---|---|---|---| ||||295,947| ||||| ## **4. Income from charitable activities** |**Unrestricted**
**funds**
**2025**
**£**
Residential and day care fees
7,780,765
Total 2024
6,923,250
**Other incoming resources**
**Unrestricted**
**funds**
**2025**
**£**
Other
19,383
Total 2024
25,602|**Total**
**funds**
**2025**
**£**
**7,780,765**
6,923,250
**Total**
**funds**
**2025**
**£**
**19,383**
25,602|Total
funds
2024
£
6,923,250| |---|---|---| |||Total
funds
2024
£
25,602| ## **5. Other incoming resources** Page 31 **Martha Trust (A company limited by guarantee)** ## **Notes to the financial statements For the year ended 31 December 2025** ## **6. Expenditure on raising funds** ## **Costs of raising voluntary income** |**Unrestricted**
**funds**
**2025**
**£**
Events and publicity costs
52,760
Legal and professional
1,813
General office costs
2,016
Maintenance/Utilities/Sundry
2,385
Salaries to generate income
133,602
**Total 2025**
192,576
Total 2024
174,783|**Total**
**funds**
**2025**
**£**
**52,760**
**1,813**
**2,016**
**2,385**
**133,602**
**192,576**
174,783|Total
funds
2024
£
55,652
1,869
2,161
2,224
112,877| |---|---|---| |||174,783| |||| ## **7. Analysis of expenditure on charitable activities Summary by fund type** |**Unrestricted**
**funds**
**2025**
**£**
Residential and day care costs
7,617,955
Total 2024
6,835,349|**Restricted**
**funds**
**2025**
**£**
30,334
75,981|**Total**
**2025**
**£**
**7,648,289**
6,911,330|Total
2024
£
6,911,330| |---|---|---|---| ||||| Page 32 **Martha Trust (A company limited by guarantee)** ## **Notes to the financial statements For the year ended 31 December 2025** ## **8. Analysis of expenditure by activities** |Residential and day care costs
Total 2024
**Analysis of direct costs**
Staff costs
Depreciation
Establishment costs
**Total 2025**
Total 2024|**Activities**
**undertaken**
**directly**
**2025**
**£**
7,048,677
6,377,663|**Support**
**costs**
**2025**
**£**
599,612
533,667
**Residential**
**and day**
**care**
**2025**
**£**
4,757,730
217,356
2,073,591
7,048,677
6,377,663|**Total**
**funds**
**2025**
**£**
**7,648,289**
6,911,330
**Total**
**funds**
**2025**
**£**
**4,757,730**
**217,356**
**2,073,591**
**7,048,677**
6,377,663|Total
funds
2024
£
6,911,330| |---|---|---|---|---| |||||Total
funds
2024
£
4,067,042
217,222
2,093,399| |||||6,377,663| |||||| Page 33 **Martha Trust (A company limited by guarantee)** ## **Notes to the financial statements For the year ended 31 December 2025** ## **8. Analysis of expenditure by activities (continued)** ## **Analysis of support costs** |Wages and salaries
Depreciation
Establishment costs
Travel and subsistence
Insurance
Maintenance, cleaning and repairs
Print, post and stationery
Telephone and fax
Operating lease rentals and equipment
Staff training
General expenses
Bank charges and interest
IT Costs
Legal and professional fees
Publicity and communications
Governance costs
**Total 2025**
**9.**
**Net income/(expenditure)**
This is stated after charging:
Depreciation of tangible fixed assets:
- owned by the charity
Auditors' remuneration - audit
Auditors' remuneration - non-audit
Operating lease rentals|**Residential**
**and day**
**care**
**2025**
**£**
474,806
14,467
108
4,083
4,851
16,923
1,427
987
833
5,490
1,846
4,960
17,111
26,239
8,681
16,800
599,612|**Total**
**funds**
**2025**
**£**
**474,806**
**14,467**
**108**
**4,083**
**4,851**
**16,923**
**1,427**
**987**
**833**
**5,490**
**1,846**
**4,960**
**17,111**
**26,239**
**8,681**
**16,800**
**599,612**
**2025**
**£**
**149,853**
**15,264**
**3,240**
**833**|Total
funds
2024
£
432,116
17,342
76
4,263
4,367
16,455
1,038
1,233
1,170
1,849
1,806
4,775
962
17,910
6,597
21,708| |---|---|---|---| ||||533,667| ||||2024
£
234,564
14,400
3,030
1,170| During the year, no Trustees received any remuneration (2024: £NIL). During the year, no Trustees received any benefits in kind (2024: £NIL). Trustees received a reimbursement of travel expenses totalling £NIL in the current year, (2024: £NIL). Page 34 **Martha Trust** ## **(A company limited by guarantee)** ## **Notes to the financial statements For the year ended 31 December 2025** ## **10. Staff costs** |Wages and salaries
Social security costs
Contribution to defined contribution pension schemes|**2025**
**£**
**4,704,838**
**530,829**
**130,471**
**5,366,138**|2024
£
4,141,579
357,942
112,514| |---|---|---| |||| |||4,612,035| The average number of persons employed by the Charity during the year was as follows: ||**2025**|2024| |---|---|---| ||**No.**|No.| |Employees|**177**|171| |The number of employees whose employee benefits (excluding employer pension costs)||exceeded| |£60,000 was:||| |||**2025**|2024| |---|---|---|---| |||**No.**|No.| |In the band £60,001|- £70,000|**1**|2| |In the band £70,001|- £80,000|**1**|1| |In the band £80,001|- £90,000|**1**|-| The total salaries received by key management personnel was £335,220 (2024: £315,852), with benefits of £3,607 (2024: £2,194). Employer pension contributions were a total of £15,539 (2024: £14,838) and employer national insurance contributions were a total of £44,277 (2024: £36,227). Page 35 **Martha Trust (A company limited by guarantee)** ## **Notes to the financial statements For the year ended 31 December 2025** ## **11. Tangible fixed assets** |**Cost or valuation**
At 1 January 2025
Additions
Disposals
At 31 December 2025
**Depreciation**
At 1 January 2025
Charge for the year
On disposals
At 31 December 2025
**Net book value**
At 31 December 2025
At 31 December 2024|**Freehold**
**property**
**£**
**6,260,745**
**-**
**-**
**6,260,745**
**2,100,067**
**116,168**
**-**
**2,216,235**
**4,044,510**
4,160,678|**Motor**
**vehicles**
**£**
**136,462**
**-**
**(10,000)**
**126,462**
**126,349**
**5,342**
**(10,000)**
**121,691**
**4,771**
10,113|**Fixtures and**
**fittings**
**£**
**1,542,082**
**94,309**
**(85,770)**
**1,550,621**
**1,189,297**
**110,312**
**(84,682)**
**1,214,927**
**335,694**
352,785|**Total**
**£**
**7,939,289**
**94,309**
**(95,770)**| |---|---|---|---|---| |||||**7,937,828**| |||||**3,415,713**
**231,822**
**(94,682)**| |||||**3,552,853**| |||||**4,384,975**| |||||4,523,576| Included in land and buildings is freehold land of £716,575 (2024: 716,575), which is not depreciated. ## **12. Debtors** |Trade debtors
Other debtors
Prepayments and accrued income|**2025**
**£**
**582,654**
**7,675**
**48,269**
**638,598**|2024
£
709,860
6,577
22,910
739,347| |---|---|---| Page 36 ## **Martha Trust** ## **(A company limited by guarantee)** ## **Notes to the financial statements For the year ended 31 December 2025** ## **13. Creditors: Amounts falling due within one year** |Barclays Mortgage
Charity Bank Loans
Trade creditors
Other taxation and social security
Other creditors
Accruals and deferred income|**2025**
**£**
**26,989**
**42,643**
**133,985**
**111,214**
**30,644**
**248,317**
**593,792**|2024
£
26,740
40,902
172,662
86,266
86,955
185,647| |---|---|---| |||| |||599,172| ## **Deferred income** Deferred income as at 1 January 2025 is £104,516. There have been resources deferred during the year of £150,186. £104,516 has been released relating to deferred income in previous years. The deferred income as at 31 December 2025 is therefore £150,186. Deferred income is in relation to fees received in advance. Page 37 **Martha Trust (A company limited by guarantee)** ## **Notes to the financial statements For the year ended 31 December 2025** ## **14. Creditors: Amounts falling due after more than one year** |Barclays Mortgage
Charity Bank Loans|**2025**
**£**
**36,761**
**395,938**
**432,699**|2024
£
59,608
438,582| |---|---|---| |||| |||498,190| The aggregate amount of liabilities payable or repayable wholly or in part more than five years after the reporting date is: |Repayable by installments|**2025**
**£**
**204,861**
**204,861**|2024
£
255,807| |---|---|---| |||| |||255,807| The Barclays Mortgage is secured by way of a charge over the charity's land and buildings at Martha House. The mortgage is repayable in installments of £26,989 until 2025, and of £36,780 until 2028. During the year, the mortgage bore interest at a flexible rate of 1% over the Barclays Base Rate. Charity Bank holds a fixed legal charge over the freehold property that is Mary House in Hastings. The two loans are repayable by way of the following: Charity Bank loan 2 is repayable in instalments until 2033 and bears interest at a rate of 4.4%. The outstanding balance of this loan as at 31 December 2025 was £292,056. Charity Bank loan 3 is repayable in instalments until 2037 and bears interest at a rate of 4.4%. The outstanding balance of this loan as at 31 December 2025 was £146,526. Page 38 **Martha Trust (A company limited by guarantee)** ## **Notes to the financial statements For the year ended 31 December 2025** ## **15. Statement of funds** ## **Statement of funds - current year** |**Balance at 1**
**January**
**2025**
**£**
**Unrestricted funds**
**Designated funds**
Designated fixed asset fund
**3,173,377**
**General funds**
General Funds
**796,710**
Revaluation reserve
**204,135**
**1,000,845**
**Total Unrestricted funds**
**4,174,222**
**Restricted funds**
Frances House
**230,001**
Mary House
**350,000**
Mary House Misc
**1,134**
Martha House
**986**
Deal Garden
**27**
Deal Staff Fund
**1,000**
Core restricted
**18,638**
Frances House Misc
**540**
Staff Christmas Fund
**640**
Adapted vehicle
**-**
Dave Poke Memorial Fund
**3,100**
Rainbow Table
**231**
**606,297**
**Total of funds**
**4,780,519**|**Income**
**£**
**Expenditure**
**£**
**-**
**-**
**8,237,545**
**(7,810,531)**
**-**
**-**
**8,237,545**
**(7,810,531)**
**8,237,545**
**(7,810,531)**
**-**
**-**
**-**
**-**
**1,459**
**-**
**49**
**(45)**
**2,500**
**(2,231)**
**-**
**(1,000)**
**10,300**
**(23,438)**
**-**
**-**
**3,020**
**(3,620)**
**10,509**
**-**
**-**
**-**
**-**
**-**
**27,837**
**(30,334)**
**8,265,382**
**(7,840,865)**|**Transfers**
**in/out**
**£**
**(75,101)**
**75,101**
**-**
**75,101**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**|**Balance at**
**31**
**December**
**2025**
**£**
**3,098,276**| |---|---|---|---| ||||**1,298,825**
**204,135**| ||||**1,502,960**| ||||**4,601,236**| ||||**230,001**
**350,000**
**2,593**
**990**
**296**
**-**
**5,500**
**540**
**40**
**10,509**
**3,100**
**231**| ||||**603,800**| ||||**5,205,036**| Page 39 **Martha Trust** ## **(A company limited by guarantee)** **Notes to the financial statements For the year ended 31 December 2025** **15. Statement of funds (continued)** ## **Statement of funds - prior year** |**Unrestricted funds**
**Designated funds**
Designated fixed asset fund
**General funds**
General Funds
Revaluation reserve
**Total Unrestricted funds**
**Restricted funds**
Frances House
Mary House
Mary House Misc
Martha House
Deal Garden
Deal Staff Fund
Core restricted
Frances House Misc
Staff Christmas Fund
Adapted vehicle
Thera Trainer
Dave Poke Memorial Fund
Rainbow Table
**Total of funds**|Balance at
1 January
2024
£
3,278,389
503,773
204,135
707,908
3,986,297
230,001
350,000
2,278
8,087
-
-
2,049
30,320
540
2,180
6,750
3,100
231
635,536
4,621,833|Income
£
-
7,198,057
-
7,198,057
7,198,057
-
-
-
1,134
1,086
3,050
-
35,617
-
2,855
3,000
-
-
46,742
7,244,799|Expenditure
£
-
(7,010,132)
-
(7,010,132)
(7,010,132)
-
-
(2,278)
(8,087)
(100)
(3,023)
(1,049)
(47,299)
-
(4,395)
(9,750)
-
-
(75,981)
(7,086,113)|Transfers
in/out
£
(105,012)
105,012
-
105,012
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-|Balance at
31
December
2024
£
3,173,377| |---|---|---|---|---|---| ||||||796,710
204,135| ||||||1,000,845| ||||||4,174,222| ||||||230,001
350,000
-
1,134
986
27
1,000
18,638
540
640
-
3,100
231| ||||||606,297| ||||||4,780,519| Page 40 **Martha Trust (A company limited by guarantee)** ## **Notes to the financial statements For the year ended 31 December 2025** ## **Designated fixed asset fund** This represents the book value of fixed assets less any associated liabilities and are not deemed to be freely available funds by the Trustees. ## **Designated build fund** The designated build fund represents the charity's own financial investment in the development of Mary House. ## **Frances House** In 2007 £230,000 was donated by the Development Trust towards the extension at Frances House which provided three new places. This donation carries a restriction for a period of 21 years and requires that those three new residents at Frances House must not have previously lived at any other Martha Trust home. The restriction is secured by way of a legal charge over the property. In the opinion of the Trustees this criteria will be met and the likelihood of having to repay the money is considered remote. ## **Mary House** (i) This fund includes a donation of land and buildings in Hastings from The Agape Trust in 2004. The use to which the land and buildings could be put was restricted by the original donors, Blatchington Court Trust. The restriction requires Martha Trust to provide homes for a period of 99 years and at any one time at least four residents must be people under 31 years, of whom at least two must be visually impaired.From 21 April 2026 the restriction was amended to only require at least two residents to be visually impaired at any one time. This restriction applies to Mary House individually and not to Martha Trust as a whole. If this restriction is breached £350,000 is repayable to Blatchington Court Trust. In the opinion of the Trustees this criteria will be met and the likelihood of having to repay the money is considered to be remote. These restrictions will be waived on Martha Trust meeting certain criteria. (ii) The remainder of the fund represents the proceeds of a fundraising campaign to add another part to the sensory garden at Mary House. ## **Martha House** This fund represents ongoing donations we have been receiving for the benefit of Martha House. ## **Deal Staff Fund** This fund is for donations received towards staff entertainment. ## **Core restricted** (Grants) This fund has been set up to secure core funding for ongoing costs we face as a charity, such as specialist equipment, training and the cost of providing activities to our residents. Grants secured from multiple funders. ## **Staff Christmas Fund** This fund represents donations from families and Trustees for the purchase of gift cards. ## **Dave Poke Memorial Fund** Donations were raised in memory of the parent of one of the residents at Mary House. The family are considering use of the funds either towards a sensory garden or as a bursary for specialist training to support adults with PMLD. Page 41 **Martha Trust (A company limited by guarantee)** ## **Notes to the financial statements For the year ended 31 December 2025** ## **Rainbow Table** Our appeal, to purchase two Rainbow Tables for our Deal homes proved popular with funders. These interactive touch screen multipurpose tablets are the perfect addition to our activity offering at Martha. And, we successfully ended the year completing the appeal with two grants pending payment and one Rainbow Table purchased. ## **Deal Garden** This fund represents donations made to fund maintenance of the gardens at Martha and Frances House. ## **Thera Trainer** The Thera Trainer is a piece of physio equipment with a range of benefits such as improved circulation, building muscle tone and bone density and improves the range of movement in residents arms and legs as well as being lots of fun to use. ## **Adapted Vehicle** Fund to help purchase two disability adapted vehicles that will provide safe, comfortable, and reliable transport for someone with complex needs. ## **Transfers** During the year, the Trustees have designated funds representing the book value of the fixed assets less any associated borrowings as these are not deemed to be freely available funds by the Trustees. Page 42 **Martha Trust (A company limited by guarantee)** ## **Notes to the financial statements For the year ended 31 December 2025** ## **16. Summary of funds** ## **Summary of funds - current year** |**Balance at 1**
**January**
**2025**
**£**
Designated funds
**3,173,377**
General funds
**1,000,845**
Restricted funds
**606,297**
**4,780,519**
**Summary of funds - prior year**
Balance at
1 January
2024
£
Designated funds
3,278,389
General funds
707,908
Restricted funds
635,536
4,621,833|**Income**
**£**
**Expenditure**
**£**
**-**
**-**
**8,237,545**
**(7,810,531)**
**27,837**
**(30,334)**
**8,265,382**
**(7,840,865)**
Income
£
Expenditure
£
-
-
7,198,057
(7,010,132)
46,742
(75,981)
7,244,799
(7,086,113)|**Transfers**
**in/out**
**£**
**(75,101)**
**75,101**
**-**
**-**
Transfers
in/out
£
(105,012)
105,012
-
-|**Balance at**
**31**
**December**
**2025**
**£**
**3,098,276**
**1,502,960**
**603,800**| |---|---|---|---| ||||**5,205,036**| ||||Balance at
31
December
2024
£
3,173,377
1,000,845
606,297| |**Summary of funds - prior year**|||| |Designated funds
General funds
Restricted funds|||| ||||4,780,519| ## **17. Analysis of net assets between funds** ## **Analysis of net assets between funds - current year** |**Unrestricted**
**funds**
**2025**
**£**
Tangible fixed assets
3,804,974
Current assets
1,822,753
Creditors due within one year
(593,792)
Creditors due in more than one year
(432,699)
**Total**
4,601,236|**Restricted**
**funds**
**2025**
**£**
580,001
23,799
-
-
603,800|**Total**
**funds**
**2025**
**£**
**4,384,975**
**1,846,552**
**(593,792)**
**(432,699)**| |---|---|---| |||**5,205,036**| Page 43 **Martha Trust** ## **(A company limited by guarantee)** ## **Notes to the financial statements For the year ended 31 December 2025** ## **17. Analysis of net assets between funds (continued) Analysis of net assets between funds - prior year** |Tangible fixed assets
Current assets
Creditors due within one year
Creditors due in more than one year
**Total**|Unrestricted
funds
2024
£
3,942,589
1,328,995
(599,172)
(498,190)
4,174,222|Restricted
funds
2024
£
580,987
25,310
-
-
606,297|Total
funds
2024
£
4,523,576
1,354,305
(599,172)
(498,190)
4,780,519| |---|---|---|---| |**18.**
**Reconciliation of net movement in funds to net cash flow from operating activities**
**2025**
**£**
Net income for the year (as per Statement of Financial Activities)
**424,517**
**Adjustments for:**
Depreciation charges
**231,822**
Dividends, interests and rents from investments
**19,383**
Loss on the sale of fixed assets
**1,088**
Decrease/(increase) in debtors
**100,749**
Increase/(decrease) in creditors
**(7,370)**
**Net cash provided by operating activities**
**770,189**
**19.**
**Analysis of cash and cash equivalents**
**2025**
**£**
Cash in hand
**1,207,954**
**Total cash and cash equivalents**
**1,207,954**|2024
£
158,686
234,562
25,602
-
(255,272)
4,176
167,754
2024
£
614,958
614,958| |---|---| Page 44 **Martha Trust (A company limited by guarantee)** **Notes to the financial statements For the year ended 31 December 2025** ## **20. Analysis of changes in net debt** |Cash at bank and in hand
Debt due within 1 year
Debt due after 1 year|**At 1**
**January**
**2025**
**£**
**614,958**
**(67,642)**
**(498,190)**
**49,126**|**Cash flows**
**£**
**592,996**
**(1,990)**
**65,491**
**656,497**|**At 31**
**December**
**2025**
**£**
**1,207,954**
**(69,632)**
**(432,699)**| |---|---|---|---| ||||**705,623**| ## **21. Pension commitments** The charity operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the group in an independently administered fund. The pension cost charge represents contributions payable by the charity to the fund and amounted to £130,471 (2024: £112,514). Contributions totaling £22,338 (2024: £17,653) were payable to the fund at the balance sheet date and are included in creditors. ## **22. Operating lease commitments** At 31 December 2025 the Charity had commitments to make future minimum lease payments under non-cancellable operating leases as follows: |Not later than 1 year
Later than 1 year and not later than 5 years
Later than 5 years|**2025**
**£**
**24,474**
**52,193**
**-**
**76,667**|2024
£
31,225
46,780
1,248| |---|---|---| |||| |||79,253| ## **23. Related party transactions** During the year ended 31 December 2025 donations totalling £760 (2024: £613) were received from Trustees, plus Gift Aid. ## **24. Controlling party** The charity is a company limited by guarantee and was controlled throughout the year by the board of Trustees. Page 45