DOCKLANDS OUTREACH COMPANY LIMITED TRUSTEES, REPORT AND ACCOUNT8 YEAR ENDED 31ST MARCH 2025 COMPANY HOUSE NO: 03483305 CHARITY REOISTRATION NO: 1071838
DOCKLANDS OUTREACH COMPANY UMITED FINANCIAL STATEMENTS YEAR ENDED 31ST MARCH 2025 CONTENTS PAGE LEGAL AND ADMINISTRATIVE INFORMATION REPORT OF THE TRUSTEES 2-11 INDEPENDENT EXAMINERS REPORT 12 STATEMENT OF FINANCIAL ACTIVITIES 13 BALANCE SHEET 14 NOTES TO THE FINANCIAL STATEMENTS 1&17 DETAILED STATEMENT OF FINANCIAL ACTIVITIES 18
DOCKLANDS OUTREACH COMPANY LIMITED LEGAL AND ADMINISTRATIVE INFORMATION YEAR ENDED 31ST MARCH 2025 CHARITY REGISTRATION NUMBER: COMPANY HOUSE NO. 1071838 3483305 REGISTERED OFFICE.. ST MAThHIAS CHURCH. 113 POPLAR HIGH STREET LONDON E14 OAE TRUSTEES.. Mr A8hw8nl Sharma {Chalrl Mr Edward Dunean Charl9$ ITrèa$urerl Ms Sollna Asombang trrusleel Or Joseph Davld Cullen ITruslee} Runa Khaligue Ioire¢lor of Operation81 INDEPENDENT EXAMINER SV Bond AccoL+nt8nls The Bridge Nucleus Bnjnel Way D8rtlord DA15GA Bank8r8 The Cooperative Bank
DOCKLANDS 0REACH COMPANY LIMITED REPORT OF THE TRUSTEES YEAR ENDED 31ST MARCH 2025 The trustees, who are a150 directors of the charity forthe purposes of the Companles Act 1985, Present their report with the financial statements of the charity for the year ended 31 March 2025. The trustees have adopted the provision od statement of Recomrnended Practice ISORP) 'Accounting Reportlng by Charlties, issued in March 2CM)5. STRUCTURE, GOVERNANCE AND MANAGEMENT Governln8 document The organisation is a charitable company limited by guarantee, incorporated on 18 December 1997, and registered as a Charity on 6 October 1998. The Company was established under a Memorandum of Association whlch establlshed the objects and powers of the Charitable Company and Is 8ovemed under Its Articles of Assoclation. In the event of the company going into liquidation, members of the organisation are requlred to contribute an amount not exceeding £1. Management and Governance Docklands Outreach is 8overned by a voluntary and elected Board of Trustees who have professlonal expertise In our areas of service delivery and possess the necessary skills, to analyse the progress of the work and to achleve the organisatlon's aims. They are responslble for the strategic direction, long term sustalnabllity, 8uidance on staffln8 team and human resources. The Board of Trustees meet on a monthly orquarterly basls to oversee, review the strateglc dlrection and policies of the organisation, The Director has overall mana8ement responsibility, and day to day running of the organlsation. The above combination ensures the smooth runnin8 of the or8anlsatlon, and that the or8anlsatlon continues to meet it aims and objectlves. No formal trainlng is given but all potential trustees are Invlted to attend meetings wlth the staff. Trustees get to know the charltles aims and objectives and how It operates and attend a meeting of the Board of Trustees, The following checks are also carrled out: Criminal Records Bureau (enhanced) Charlty Commlssion - Declaration of eligibility for newly appolnted trustees. Rlsk Management The Trustees re8ularly revlew the risks the charity may face to Introduce procedures to mitigate the risks identifled. They reco8nise the volatile nature of funding, and the challen8es faced because of the economlc downtum and CLfjtbacks. To manage thls risk Docklands Outreach ensures that it maintains and builds new partnership with key stakeholders and ensures that it builds up its resen/es to mitigate future fundin8 decline by having a robust three-year fundlng strategy in place. The Board of Trustees review major risks annually, whlch Is reviewed and updated throughout the year if needed. Systems are in place to ensure that the charity is compliant with operational pollcies and procedures from health and safety, recruitment, GDPR Data Protection, Safe8uardin8 and Child Protection and Vulnerable Adults Protections Policies. Team regularly complete and refresh core Safeguarding training and specific training, re8iStratlon, accreditation according to their therapeutlc professional requirements - British Association of Counselllng and Psychotherapy (BACP), and the British Assoclatlon for Behavioural & Cognitive Psychotherapies IBABCPI.
Reserve Poll¢y Trustees have established that to fulfill their responslbilities to staff and to minimise risk of any breach of statute or organisational duty, the organisation should hold sufPicient funds in reseNe to meet the salaries of all core staff initially for six months due to the demand for its core seNices post pandemic, should it become necessary to make such staff redundant. DO has been working towards building a satisfactory level of funds to provide a secure base for the fulfilment of the company's charitable objectives, in accordance with Charity Commission suidelines and throu8h full cost recovery (FCRI. The organlsatlon Is pleased that it has achieved its aim of fulfilling Its reserves for six months runnlng, redundancy and other contingency costs, in line with the organisations three-year funding strategy, to sustaln core services, core team, off ice refit, IT upgrade other contingencies and expansion as required. Employees DO is committed to equal opportunities In terms of equal treatment, equal access, and equal share in all aspects of its programmes, administration, management, and support, regardless of age, race, colour, nationality, religlon, ethnlc or national origin, 8ender, marltal status, sexual orientation, LGBTQ+, gender reassignment or disability. It aims to offer an environment, which Is safe, supportive, and sensitive to the diverse needs of Individuals Concerned wlth the Project ('ICWD'I so that all can achleve thelr full potential. The charity does, however, ask that its staff sympathise with the alms and objects of the charlty. Section 712ld of the Sex Discrim5nat5on Act 1975 also applles where It is essential to restrlct the job to female appllcations only. Docklands Outreach Company Llmlted Report of the Truste•s for the Year Ended 31 Mar¢h 2025 It has been another busy and rewarding year for Docklands Outreach. Due to fvndlng stablllty dur5n8 this year, the Director along wlth the wonderful team were able to fully focus on providing 8ood quality need-based holistic SUPPOrt to children, young people and parent/care givers. This focus was very much needed as the referrals to the seNice contlnued the same as the year before with complex presentations, increase in neurodiverse and additional support referrals that required the team to adapt interventlons to suit Individual needs, that required care coordination often involving multl- agency Ilaison. Commun5tles In Tower Hamlet5 contlnue to face multiple challenges due to the borough bein8 the 2nd most deprived in London with a hlgh percenta8e of 8AME communities and being one of the most densely populated London boroughs with an acute housing crisis. Overcrowding, basic needs, financial hardship, combined health worrie5 and anxieties continue to have an impact on emotional wellbein8 and mental health. Docklands Outreach (DOI in partnershlp wlth key partners and stakeholders contlnued to provlde essential therapeutic and practlcal support durin8 thls perlod. The DO team continues to work in Innovative ways of working in collaboration with seniices users to respond well to thelr needs, and those of the wider community. During this period, we supported over 600 children, youn8 people, parents, and carers with a combination of evidenced based group and indivldual parentin8 SUPPOrt. counselling, psychotherapy, cognitive behavioral therapy, community connector support, advocacv, community Outreach and street-work to reach mar8inalized groups who were not accessing mainstream support.
Offering blended/hybrid support using our valued outreach model to meet diverse needs of our community ensures that we enable access to those who need it most. This year saw further improvements and development of thi5 service offer, we continued to increase our outreach delivery and partnership work and continued to have therapists and practitioners in Children and Families Hubs across the borough, community and youth centres. This combination allows the team to deliver usual daytime, evening appointments and choice of venues, increasing access to support. The partnership wlth ELFT CAMHS is longstandlng and greatly valued by both. It is important to highlight ELFT reco8nising the value of our partnership, integrated work and provided funds to sustain our workforce who In turn were able accept a high number of referrals that we receive from CAMHS and other a8encies for the last three years. This important Service Level Agreement/Subcontract Docklands Outreach for CAHMS In Tower Hamlets, along with the Front Door Triage Support came to an end In March 2025. The followlng statement from ELFf demonstrates the importance of partnershSp and posltive Impact. We would like to take this opportunity to express our gmtitude for the colloboratlon ond positlve impoct of the CAHMS services in Tower Hamlets dellvered under thls subcontroct. Your work hos been Instrumentol In developlng Inslght Into new ways of worklng In the borough. We greatly volue Dockland Outreach'5 contributions to the shared goGI of Improvlng the mentol health and well- belng of chlldren and young people in our communlties. We look forward to ELFT revlew, explorlng collaboratlve Inltlatlves and opportunltles of workln8 together agaln to support chlldren and young people's mental health in Tower Hamlets. The Tower Hamlets Education Wellbelng Servlce {THEWS) partnership was extended for another year due to consistently meeting tar8ets. Our Famlly Support Practltioner5 are based in three prlmary schools where we receive positive feedback. This enabled DO to contlnue to have an SLA with ELFT and be part of the National Mental Health In Schools Team (MHSTI Programme. We are 8rateful to Langdon Park School who continue to recognise the importance of emotlonal wellbeing support for their puplls and continue to commission Docklands Outreach to offer therapeutic support throughout the week at the school year on year. As part of securing funds from Tower Harnlets Family Hubs, Docklands Outreach successfully delivered 3 x Incredible Years Parentln8 IIYI Programmes and offered Sndlvldual parentin8 5UPPOrt to those who could not join the group. The programmes and support were delivered throughout the year in different Family Hub Centres. Thls was an exciting opportunity to adapt the IY programme to include support for parents who had children l or were pregnant. The parenting team greatly enjoyed working with the Family HLJb Teams, creating new links and partnerships as well as raising awareness of each other's programme of support. Our partnership with Look Aheadnower Hamlets Domestic Abuse Service ITHDAS), therapy delivery, has been extended due to the positive feedback and positive outcomes reported by residents. As always, we are grateful to Spotlight and Tower Hamlet5 Children and Family Hubs across the borough who have given us the funds and space to deliver our interventions from their venues. Our wonderful team remains experts on MS Teams, Zoom and other platforrns and have the confidence to adapt sessions, time, and platforms to suit individual needs seamlessly.
The Board of Trustees, Director and the wider team continued to meet regularly, reviewing, Implementing changes as we progressed during the year. Working closely with East London Foundatlon Trust {ELFTI, the Anna Freud Centre for Children and Young People. NHS England, Kings College, Local Authority ILA), Poplar Harca, and other local agencies to ensure mental health and crisis support was available if needed. The team continued to work collaboratively with young people, parents, careers, and the communlty to monitor pro8ress to ensure that it meets the needs of our servlce users. The referrals received continues to see an increase in safe8uardin8 concerns, the need for additional time for multl-agency liaison, risk assessrnents and safety planning. This year contlnued to see an increase In ASC and other neurodlvergent referrals to the seNice and the team identlfied furthertraining for themselves to ensure that we were able support those children and young people well, as well as building key relationships with specialist support services for advice, guidance or onward referrals. DO continues to manage this well wlth good case management, reviews and beln8 able to offer more sessions due to offering hybrid workin8 arrangements. The above will not have been possible without our Dlrector's continual fundraising efforts, combined with ensuring good management, supervislon, reviews, traSning and support, care that is provided to the team 50 that they In turn are in a good position to support our service users with complex needs. We continue to be mindful of the borough's poverty, deprivation, the pandemlc's long-term impact on children, youn8 people parent/care8ivers mental and physical health. We remain commStted in our delivery of our core senilces to chlldren, youn8 people and famllles whSle maintainlng a healthy reserve to address wider env5ronmental challenges, Due to the increase in referrals and service users demand for more in person support we need to budget for bigger or additional office space, continue to invest in technology, look at increasing wage growth due to the cost-of-living crlsls and retainlng trainees post qualification in line with similar voluntary sector or8anisation with an ambition to raise salary in Ilne with NHS services. Staff wellbeing and support remained key durin8 this period, as a safeguard from not being overworked, bein8 mindful of their own wellbein8 and health concerns. The mechanisms that the Director put In place and reviewed regularly for well-being, SUPPOrt, and connectivity with the whole team continue to work well. During thls period, we continued to develop preventative and early intervention support to Smprove the mental health and wellbeing of children, young people, parents, and families by developln8 Soint Intervention wlth our key partners and stakeholders In health, social care, education, and community groups to ensure an integrated model of care was provided throughout the year. Objectlves and Alms Tower Hamlets has a vibrant multi-culturally and rellgious diverse communSty, with 65% of residents from Black and Minority Ethnic Communities (BAME). Despite some improvements, the borough retalns widespread deprivation including low Income, unemployment/insecure employment, poor housing, overcrowdin8, social isolation, alcohol, substance misuse. racist and hate related incidents, which in turn can lead to mental-health conditions such as anxlety, depression, psychosis, bi-polar, and eating disorders, which contribute to morbidity, poor quality of life, and mortality. These multlfaceted and complex challenges have been further exacerbated due to the Covld-19 pandemlc and as a borough and service provlder we are still feeling its effects.
DO remains a health and preventative social incluslon agency providing comprehenslve seNlces to voung people, children, and families with a particular emphasis on addressing inequalities and supportlng mar8inallsed communities as a BAME emotional wellbeing and mental health seNice in the borough. Withln this context, our primary work is to offer evidenced based interventions and SUPPOrt to those who have emotional, mental, and behavioural difficulties. However, we also offer wider support to those who are involved in or at risk from dru8s and their misuse, crime, negative sexual health, and other issues that can often lead to excluslon and contribute to poor emotional and mental health wellbein8 - our ethos has always been to offer holistic wrap around support. Due to our commitment to children, families, and youn8 people we support, we continually ensure that sen4ice provision takes account of the reallty of thelr lives, lived experiences and their views, offers them choices, and works with them collaboratively to give thern the confidence and skills to take more control of thelr lives. DO, with its partner agencies, provides a full range of services assesslng the needs of each Individual and famlly, developln8 SUPPOrt and care-plans In collaboratlon with them and providlng solutions for range of issues and problems as they are presented. We continue to review and develop our services to meet the need of our service users and communlty. Feedback from partners and service users confimis that we remain a valued and trusted community organisation, that offers safe, approachable, non-judgemental, collaborative support, and treatment on a range of common mental health disorders, and on wider issues. Slgnlflcant Actlvltles The programmes and Initiatives offered by DO during this period remalned varied from engaging Young people at street level to the more complex and demanding work involved in supporting them and families in thelr encounters wlth a range of statutory Institutions and agencies, whlle dellverlng appropriate needs-based interventions uslng a hybrid model to suit individual support needs. Key programmes that DO delivered In 2024-2025: Detached Street-work & Outreach DSWO & Advo Su ort: Durin8 this period, DSWO sessions were Ilmited, with more on advocacy support to young people who were not in employment, educatlon or training INEETI, those who were havlng challenges at school due to low self-esteem, confidence, and peer to peer issues as well as providing psychoeducation around mental health wellbeing and accesslng further needs based support. Mental Health Su ort for Children an Youn Peo le: Dlfficulties children and young people faced durin8 this period contlnued to mlrror national trends of high anxiety, panic, self-harm including sulcidal ideation, family conflict, relationship difficulties, trauma, abuse, PTSD, OCD, fear, panSc attacks, worry about family and frlends, school and exam worries, risk to elderly relations and coplng with bereavement. We contlnue to recelve higher number of cases for trauma, adverse childhood experiences IACESI, and abuse. Some feedback that demonstrates benefits of therapy. Thank youfor the help you hove given Ibroheem over the 16 sesslons of theropy. I have found the servlce provided by Docklands Outreoch to be excellent. The self-referr(71form was eosy to flll In, and I hod o quick ocknowledgement. The waiting time for the assessment with you wosn't long. l apprecioted the thorough ossessment you dld online as It was difficult for me to bring hlm due to my chemotheropy se55ions. l 0150 wos groteful to be port of the face-to-foce sesslons initlally and in the mlddle as well as yourfeedback to me. Parent.
olking things through In therapy mode o blg djfference for me, I've become more confident in moking decisions ond trustlng myself. Jfeel like l in actually movingforword insteod offeeling stuck." IMA, 18yo) °I've learnt a lot of strotegles to help wlth my onxlety, especlolly when things stort to feel overwhelmlng. I feel more in control now and I'm able to calm myself down before It gets too much." IAC, 15yol Parentln ort: Our parenting support team continued to provlde evidenced based interventlons again using an outreach and hybrld approach. Our Interventions are popular, easy to access and delivered based on the needs of the family, Our practitioner5 are trained to 'personalise' the delivery of an evidenced based parenting intervention to hlgh rlsk and complex family situations based on assessment and on the formulation. We offered a comblnation of the following throughout the year: Group based Intervention.. Incredible Years, Individual interventions for complex presentations: PIPT, Guided self-help and our highly valued Community Families Programme. Feedback from a parent at the end of a parenting intervention and from a community partner. '1 Just wanted to take a moment to thank you from the bottom of my heort for Gll the help, tlme, ond kindness you've glven me thmughout the Docklond Outreoch sesslons. Over these past twelve sesslons, your support ond odvice hove me(3nt so much to me ond have mode o reol difference In A's emotlonol well-being and In ourfomlly Ilfe. Your guldonce hos helped me In $0 many woys - learnlng how to understandA better, how to support hlm when he's struggling, ond how to help him feel more confident and secure. You've shown me how to praise hlm In woys thot reolly encourage him, how to bolonce my porentlng decision5 wlth care ond conslstency, ond how to monoge hls behovlour CGlmly whlle stlll relnforclng clear rules and routlnes ot home.. ommunl Connector - Youn Adult 18-25 Mental Health Su ort.. DO contlnues to work wlth Compass Wellbein8 and strengthenin8 our wider partnership work whilst our community connector continues to support young adults with serious mental health issues Ismlsl to achleve better mental health and wellbeing outcomes. The role remains Is a very excitlns one working closely wlth Tower Hamlets Early Detection Service ITHEDSI and is part of The Community Mental Health Framework for Adults and Older Adults. Our key alm and the role of our communlty connector Is to Improve the service offer for young adults, those between the ages of 16-25 years old. Support young people wlth challenges relating to the transition between child and adolescent and adult mental health services, provide them with one-to- one tar8eted support, help them navigate systems as well as enablin8 them to access community resources that enable to bulld independence and be les5 rellant on services. Our Communlty Connector role has been a huge success as It followed our outreach and advocacy model and it has been a pleasure to work with THEDS- an organlsation that has slmilar values as DO. Some feedback below highlights how the 5UPPOrt was recelved. "Ifelt Ilke I hod someone to tolk to, who would actually listen to me and what I wanted to do, Belng referred to Docklonds Outreoch helped open doorsfor me towords things like being oble to independently study my A Levels ondpoyfor them. Iforgot thot I hod that optlon. It Is good to toke on the opinlons ond thought5 of others.". M58 "It Is thefact that I was able to talk (Jbout myfeellngs OPENL Y and I was not Judged by it. Everything obout the service was omozlng, especially Nuzhot. She has been such o gem. She reolly helped me in my 8 sessions I hGve hod wlth her. Thank youl"_ EHR
Lan on Park School LPS Therapy DelSvery: LPS recognised the importance of having therapeutic support for pupi15 for several years and wanted to build on this, The school commissioned DO to provide therapeutic support at the school five days a week complimenting support already availab5e. This been another great example of partnership work focused on improving children and young people's emotional wellbeing and mental health support In schools. During this year working closely wlth the school safeguardin8 and inclusion team we provided a combination of counselling and drop- in sessions both offering a safe confidential space for chlldren and young people to talk about confusin8, painful, or uncomfortable issues in an easily accessible manor. The followlng feedback from the school captures DO 5UPPOrt at the school very well. 'Docklands Outreoch have quallflcatlons thot are not the norm In o school envlronment. Ourstudents need thls support os they have stress, worrles, fomlly issues, hlstorlcol Issues andfriendship Issues thot seem to have been helghtened slnce Covld,. 'Docklands QutreGch connect with so mony other ogencles ond thls trlongulotion work in schools creates strong communlty Ilnks. Each theroplst h05 thelr own unlque specialism, and thls compllments the work being done In school and allows the best Interventions to be put Into place. The therapists meet weekly to discuss CGses/assessments, $0 thls means thot the best support Is glven,. Tower H mlet5 Domestlc Abuse Servlce HDAS . Therapy support for children and parents at the Service has been recelved warmly by the resldents. The staff have been welcoming and supportlve In developing the therapy offer. Feedback from the residents continue to be encouraging, both the Children's therapeutlc support alongside parenting support that they are receiving is valued. This is an Important delivery for DO as it meets our core values of offerin8 the most vulnerable to those that need it in an accessible way. Tower Hamle s Educatlon Wellbeln Servlce HEWS . DO Is proud to be a partner In the Mental Health Support Teams (MHSTs} as a complimentary servlce to educatlon. In Tower Hamlets this natlonal programme is known as THEWS - this partnership Is consisting of Central CAMHS THEWS, Step Forward and Docklands Outreach. As part of thi5 partnershlp and delivery, we have practitioners based at three primary schools: Culloden, Old Ford and St Luke's CE, deliverlng evidence-based Interventions for mild to moderate mental health Issues, supporting senior mental health leads in each school and developin8 their whole school or college approach. Giving timely advlce to school and Ilaising wlth external speciallst sepdices, to help chlldren and young people to get the ri8ht support and stay in educatlon and provldin8 consultation and signpostln8. Ke artnershl s.. Southeast Learnln Collaboratlve AFC KCL ELFT CAMHS THEWS Forward S otll ht Tower Hamlets Famll Hubs Lan don Park School and THDAS. Working in partnership wlth the London and Southeast Learning Collaborative contlnues to have enormous benefits, not just for our CBT and Parent Tralning trainees but to Docklands Outreach as whole. The advlce, guidance and sharing good practlce and policies enabled us to deliver the emotlonal and mental health support with confidence. The team continued to provlde NICE gulded evidenced based interventlons to support and treat emotional, behavioural, conduct and common mental health difficulties. Our wonderful partnerships with CAMHS, Step forward, THEWS, THEDS, Langdon Park, L8TH Children and family centres, THDAS continued to have enormous benefits too, with all organlsatlons working collaboratively to deliver support to children and their families during thls period - sharing expertise, protocols and support remained invaluable during this period. HEDS Ste
The board are very grateful to ELFf for valuing our longstanding partnership, for providing the funds required to sustain some of our team to continue to support children, young people, and families. DO Joined Tower Hamlets Emotional Wellbeing Service ITHEWSI in April 2022. This further strengthened our joint work and partnership with ELFf and Step Forward whilst providing funds to carry out the work. It has been a pleasure to work with Compass Wellbein8 who provide the funds for our Community Connector position. Working together with THEDS has enabled us to develop closer worklng relationships and- our community connettor Is based there two days a week that enables us to support young people with serious mental health issues whilst learning from each other. Our partnership with SpotliBht contlnues to evolve and get stronger wlth the Healthspot Initiative with GPS, Youth Workers, and Safe East (sexual health/substance misuse support). This partnership is another wonderful example of listening to servlce user5 who wanted to access mental, physical health and youth work provislons under one roof to deliver person-centred care to address local population health needs. Using the venue to deliver in person support was very welcomed by the team and our servlce users. Achlevement & Performance The increased demand year on year for our sen4ice meant that we exceeded most of our senilce level targets set for the year within eight to nine months. By offerlng clarity on what we offer, being able to offer different tlmes, locatlons, online and face to face, we are able to offer sUPPOrt quickly, have proud record of not expandlng our wait times for more than 3 to 4 months fortherapy and parenting Inten4entlons, we have a shorter wait time for advocacy and community connector support. Feedback from our service users remains key. By using pre and post screenin8 measures, session feedback, settlng collaborative goal-based outcomes, ownership of users, contributions, and input of users, su88estions and views, all contributed to the succe55 of service dellvery and positive outcomes for our service users. Almost all our service users fett that they were well supported during this period wlth care and sensitlvlty and were 8rateful at how qulckly we were able take support forward and bein8 able to provide holistic support remotely. We contlnued to build on our extenslve partnershlp work and developed joint workin8 initlatives that benefited our servlce users and communlty. As a result, we supported over 550 children, young people, parents, and carers wlth emotional, behavioral, and psychological dlfficultles via talking therapies, evldenced based parentin8 interventions, psychoeducation, cornmunity connector, advocacy support, and over 70 young people via street-work and workshops. Again, durlng thls period, our Dlrector was invlted to be part of dlfferent strateglc worklng groups and often Invited to explore new initiatives or opportunlties to explore new workstreams or be part of case consultation. This reflects how DO is viewed for its leadership, its excellent community knowledge, its strong and developed referral and support pathway along with its robust policy, procedures and excellent team that enable DO to support chlldren and families so well. We recognize that there are unmet needs, and we are actively working with our key partners to look at solutions as we progress Into the next year, Prlncipal Fundln8 Sources Important transactions In the year included thefollowing grunts Gnd donations received.. East London Foundatlon Trust/ CAMHS East London Foundation Trust / THEWS NHS England London Borough of Tower Hamlets £169,838 £73,870 £124,677 £111,900
Compass Wellbeing Poplar HARCA Langdon Park School Look Ahead / THDAS £51242 £30,000 £25,000 E9,720 Future Developments The demanding nature of the work remains high, especially In these unpredictable times. DO is committed to meetin8 this need through continuously developin8 the or8anisation, partnership networks and new dellvery methods to continue to provlde support to children, youn8 people, and families. We have learnt during this period that blended support works very well, some service users prefer this while others preferred in person, and we will continue to offer this choice increasing space and team capacity to reflect need. We will continue to evaluate our core work, to learn from It, to progress Into new and dynamic work streams, investing In staff training and technology, while keepin8 to the values and prlnclples of dellverin8 a sen4ice to the children and young people who need it most. The key to sustainability lies Sn ralsin8 sufflcient funds yea r on year, maintaining sufflcient reserves In line with our three-year fundlng strategy to continue to deliver our core services when faced with difficulties and times of reduced funding opportunities. Within this context DO will continue to work towards the followlng aims: Key alms Contlnue to Improve children and young people's emotional, mental health wellbelng support, and dellver earller inteNentlons that reflect the needs and preferences of youn8 people and their families. Further develop and invest in our onllne dlgltal offer to meet the request from our servlces users and plan for office refit, demand, and development. To increase staff training budget for contlnual professional development, in partlcular ASD trainin8 to meet the needs of children and young people wlth ASD belng referred to the service. Contlnue to be part of the Southeast Learning Collaboratlve to dellver hl8h quality evidenced based interventions aligned wlth CYP IAPT care prlncipals. Train more practitloners as part of the CYP Psychological Therapies Initlatlve to increase the workforce and delivery of more evidence-based programmes. Malntain a trusted, safe, accessible, and collaborative resource for the community. Build on current partnerships and develop new ones. My fellow Trustees and I would like to take this opportunlty to thank all staff, full and part-tlme, tralnees and our service users, for their hard work, their vision, commitment, and dedication to the project. As always very speclal thanks are due to the Director, Runa Khalique, who continues to invest every effort into securing fundin8 for the organlsatlon In these challengin8 times, while developing new methods of service delivery and supportlng the team so well. Through Runa's exceptional leadership DO has not only managed to sustain and consolidate Its core activity but ha5 been examining further avenues of work and new funding opportunities. The staff are to be particularly commended for their positive approach to change, transformatlon, and dedication to our service users. Feedback from servlce users, partner organisations and other key stakeholders and our own statistics demonstrate that we consistently meet the needs of our diverse community. Not only do we provide accessible and needs based support but also provide interventions that provide consistent positive outcomes and treatment to our service users, and we do thi5 in a culturally and socially sensitive manner. The feedback from a school below demonstrates the above. 10
he work you do to support others os port of and outside of Docklands Outreach is truly inspirotionol. Well Runa, you are inspirationol. You lead, select, and bring your team with you on your vision and journey,. As Chair, I would also like to thank the fellow trustees for the advice, support, and time they have given to the organisation throughout the year. Theircommitment, wealth of personal and professional experience, knowledge from public, community and private sector all help to advise, guide and lead DO to continue to adapt and consolidate itself as a leadin8 communlty mental health and wellbein8 organisation. We would Ilke to express our gratitude toward5 all our funders, ELFT: CAMHsnHEWS/Compass Wellbelng, NHS England, LBTH, Poplar HARCA, Langdon Park School and Look Ahead, for continuing to recognise the value of our work and for providin8 the much-needed funds that are required to contlnue to support the most vulnerable groups at this time. Many thanks also to ELFf CAMHS for providlng staff with cllnlcal supervislon, to Daniel Rose and Poplar Harca Spotlight for their continual support. I would also 5ike to take this opportunity again and thank Kings College London and The Anna Freud Centre for Chlldren and Families for their advice, guidance, and opportunitSes to the organisation. This report is prepared in accordance wlth the special provision of Part 15 the Companles Att 2006 relating to small companies Approved by order of the Board of Trustees on 10 December 2025 and signed: ON BEHALF OF THE BOARD: Mr Ashwanl Sharnia (Chair of the Board of Trustees)
12 REPORT OF THE INOEPENOENT EXAMINER DOCKLANDS OUTREACH COMPANY LIMITED YEAR ENDED 31ST MARCH 202S I fOPOrt on the account8 for the year ended 31st March 2025 Bet out on paoes flva to nino. R68POCtlve r•sponslbllltlo• of trusto08 and •xamln•r Thg Chadlls Trustee5 (who are also th8 Director8 for the purposes of Company Lawl are responslble for preparation of thè accounts. Th¢ Charfvs Trustees consider that 8n indep8nd8nl examlnalion is Having sallsfied myself that lh8 charity18 not subject lo audit under Company law and is 8llglble lor Indepandont examlnalion, It Is my responslbllity lo.. - 8X8mln¢ the accounts under Sectlon 145 of the 2011 Act - to follow the procedures lald down In the Gonoral Dlrection8 glven by thè Ch8rlty Commission {undor Sectlon 1451Sllbl of the 2011 Acll., 8nd - to state whether partlcular matters hav• eomo to my attenllon. Ba81• of the Indopondmt •xamln•r• rnport My examlnatlon was carried out in a¢cord8nce with the Genero1 Diredons given by the Charlty Comml8glon. Ar¢ 8MInau0n Induda8 a roview of the accounung records k?pt by tho ¢harlty 8nd Indep•nd•nt •xamln•r'• •t•t•m•nt In connectlon th my 8xamlnaUon, no m8tter ha5 come lo my att8nllon'. {11 whlch glves ma raasonable ¢ous• to believ8 that, In any malorlol respact, the requlrements . to koep 8CGOunng 18¢ord8 In ac¢ord8nce with secllon 130 of the 2011 A¢1: and . to prepare accounts which 8¢cord wlth accounling record8 and Comply wllh the a¢Unting requlremen16 01 the 2011 Act hav8 not been met,. or (21 to whl¢h. In my opinlon, attenllon should be drawn In order lo enable a prop8r understanding of the a¢¢ounl8 to be reachgd. Omowunml shltta, FCCA New Bond Accountants Buslnes$ and Ch8rtty AdvS8or8 48- 68 Hwhe Streol D8rtford Kent DA11BX Date: 12 Decembor, 2025
13 DOCKL4NDS OUTREACH COMPANY LIMITED STATeMENT OF FINANCIAL ACTIVITIES YEAR ENDED 31ST MARCH 2025 Unrostrlct• Re8trlctod d lund8 fund8 2025 2024 INCOMING RESOURCES Incomlng resources from g•norat•d ffunds Donations and legacies Other Income Not•8 178.284 1,933 426,409 604,693 1,933 692,081 TOTAL INCOME RESOURCES EXPEMDED Charllable A¢Uvlll68 Support Cost Governanc8 Cost Flnance Co8t 414.654 8.092 1,820 414,654 8.092 1,620 362.923 8.524 1,617 42 TOTAL RE8OURCE8 EXPENDED NET INCOMEIEXPENDITURE FOR THE YEAR RECONCILIAfioN OF FUNDS Total Fund# lY¢ught forward TOTAL FUNDS CARRieD FORWARD Non8 ol the chadtys 8Ctivlti8s wre acquired or discontlnued durlng the year and ther8 were no )gnlsod galns and108ses lor 2025 or 2024 olhar Ihan those Induded In thg 8talem8nt of flnanclal adlvltle The nol88 on p8g88 1510 17 fom part of the88 account8.
14 DOCKLAND8 OUTREACH COMPANY LIMITED BALANCE SHEET YEAR ENDED 31ST MARCH 2025 02 024 FIXED As3Ef8 T8nolble assets CURREIIT ASSETS Cash 81 b8nk 8nd In hand Debto 1,158,3 887,305 88,870 12 CREDITORS.. du• wlthln ono y•4r 13 N•t Curr•nt A•••t• TOTAL ASSETS LESS CURAENT LIA81LITIES FUND8: Unre¥lrlclod Funds Roslricled Fund8 Total fvnds 301,603 856,787 121.386 854,789 The financlol stotsmen18 wor• 8pprov•d by tho Board of Tru$t088 on 121h DMbOr, 2025 and wer8 $1gn6d on Its behalf by.. MrAshwanl Sharnia Ichalrl. Tru•to• The notes on pag08 1510 17 fom part of th990 a¢wunl8.
15 DOCKLANDS OUTREACH COMPANY LIMITED NOTES TO THE ACCOUNTS YEAR ENDED 31ST MARCH 2025 1. ACCOUNTING POLICIES 88•1• of pr•parlng tho financl818tst•fflonts The Inancl81 ststements havè bèen prepared In accordance the Slatem8nl of Recommended Practice.. Accountrng and Reportlng by Charities preparing th8lc accounts In accordanc8 wllh the Flnanclal Reporung Standard applicable in the UK and Repsjblic of Ireland IFRS 1021 leffectsve 1 January 20191 and the FSnan¢lal Reporting Standard applicable in the United Kingdom and Republic of Ireland IFRS 102} and the Charitiès Act2011. Th& Chadty meets the definitlon of a public benefit entity under FRS 102. Incomlng re•ouYc•• All Incomlng resources are included on thè Stalgmenl ol Flnancial Aclivtties ¥then Ihe charity Is legally entilled to the Income and thg amount can be quanufied with reasonable accuraw. Donalons and othor IrmIng re8ourco8- Income from grants Ro•ourc•s •xp•nd•d Exp6ndlturè1s accounted for on 8n 8¢cru8ls b8sls and has be&n ¢la881fl8d undér h8adlng$ th8t aggregate all cost ra181ed lo tho category. Whore costs cannot be direcuy allributod lo parti¢ular heading8 Ihay have been allocated to actlvllies on a ba$1$ ¢onslslenl with tho use of resources. Chadtsbl¢ 8¢tlvltle¥ Costs of chadtsble a¢livlt186 are those 818 relating to th6 8¢1ivitt•$ carrfed out to meet Ihe obledves of tho ¢harlty. These include both directly 8tlribLblable cos18 and apportloned $uppDrt ¢osl$. Gov•rn*nc• ¢o•t• Governance c08ts ar8 tho costs a880claiod with the straleqlc dlr8ctlon of the organ188Uon and wllh m8elng regul810ry ro$pon8lblli1108 Indudlng appo.0ed support cosl. T4xatl¢n Th8 ¢harity18 exompt Irom corporallon tax on118 ch8dtsble acbvlil88. Fund Aecountlng Unrgslrtcled funds can be used In accordan wth the ¢harltablo obl8etlvas al the dl8cretlon of the trustees. Resthcled ftJnd8 can only be used for partlcular r•8lrl¢t•d purp0688 wllhln Ihé obla¢ts of the ch8rity, Restricllons arfse when specined by the donor or when lunds are raised fof particular reslricled pur¢$. Further •xplanÈllon of the nature and purpose of each lund 1$ Induded In the not6$ to the Ilnanclal slalemènts. Tanglbl• Ilxod assots There are nD fixed assets for the tharlty In the year und•r ravlaw.
16 DOCKLANDS OUTREACH COMPANY UMITED NOTES TO THE ACCOUNTS YEAR ENDED 31ST MARCH 2025 2. Incom• from donatlons and l•gach• Unro$trf¢to Ro$trlctod d funds fund• £ 180.217 £ 426,409 £606,626 £ 632.859 £ 180217 £426409 £606626 £ 632859 Gran18 ra1Ved An•ly•l• of g¥ant• r•c•lv•d East London FoundalSon Trust Health Education En9land- London Compass Wellbeing Poplar Har¢o Look Ahead THDAS Therapy Slep Forward Lanodon Park School NHS ENGLAND LBTH THEWS EIFr Bank Credll £169,838 169,838 £254,758 £80,037 £46,714 £30.0¢)0 £25,779 £84,375 £32.800 51,242 30,000 £9,720 51,242 30,000 £9,720 25.000 124,677 111.900 73,870 25,000 124.677 111,900 73,870 £73.870 £4.526 £10.379 3. INVE8TMENT INCOME R•8trlct•d fundo Bank Int•reJl recelvablg 4. Costs of chark•bh a¢tlvttl•• by luTrd typ• R••trlct•d funds Chartt8ble Acllvltles Support cost8 414,654 362.923 . Colts ol charltable actlvltl•s by fund typ• Granl funding of aclivlli88 Support Cos1 Support Colt Charitable Aciivitie8 414,654 362,923 6. Oth•r co•ts Govem8n¢e ¢osl 7. FInan co•ts 6. Tanglble Ilx•d a••ets There arg no fixed a8$8ls for the charfty In the year under rev1.
17 DOCKLANDS OUTREACH COMPANY LIMITED NOTES TO THE ACCOUNTS YEAR ENDED 318T MARCH 2025 9. stsff co•ts and Offlalumgnts Totsl staff costs Salary and w898$ SoGSal 88curity costs P8nslon c08ts 202 361.348 31,907 320.076 27,722 Employe63 10. TRUSTEES REMUNERATION AND BENEFITS Trusto••' •xp•n••• There were no Trustees r8muner8tlon In the year lo 31 March 2025 nor In the prior year There r no related partles transactlong In thè year to 31 Mafeh 2025 nor the por year. 11. ComparatSv• Igr lh• 8tstsm8nt of Flnanclal Actlvltl•¥ Tha cy)mparalive year values on the Slalgmenl of Fin8n¢ial Acuvlleg ire for resld¢ltsd fund8. 12. DeBTOR3 Amount8 due wlthln y•ar', Prép8•nts 8nd accruèd Incom• £88,870 13. CREDrroRS Amounts du• wlthln on• y•ar: Accrual8 and deferred Incoma 14. Mov•m•nt In fund¥ B•lnce At Incomlng Balanco at 0110412024 r••ourc•8 3110312025 Unr••trlct•d Fund• Genèral 121,380 180,217 301,003 T¢)tsl lund• 121386 180 217 301803 Purpos• ot unr••tfl¢ted Fund General.. Unrestricted ftjnds are avallable for use at Iho dls¢rtllon of th• committée In furth8ranco of Ihalr tharltable obloctives unless the funds have bgen dosignaled for olh•r purposgs Bal•n¢o at Incomlng Outyolng Balancg at 0110412024 R•gourc•• Resourc•• 3110312025 Raffjtrlct Funds Ggn•ral 8S4.Y89 426,409 424,411 856,787 Total fund• 424411 PufPO$• of rn¥trf¢t•d Fund• General.. R6strl¢led funds ar8 subl8ct lo sp8clllc ¢ondlllon$ $el out by donors on the use of the funds
18 DOCKLANDS OUTREACH COMPANY LIMITED INCOME AND EXPENDITURE YEAR ENDED 31ST MARCH 2025 Incom• and Endownm•nt: Donatlons and1ogacle8 Grants Other Income 604,693 628,333 Inv•stm•nt•'. 8ank Inte10$t Recelvable Total Incomlng rn•our¢•8 EXPENDITURE.. Charltabl• •ctlvlll•8 Staff Co$ts- Wage8 and Salaries Staff Costs - Social Securfty Costs Staff Costs- Pen8lon Contrlbullon othor Activity 8a89d Cos18 361.346 31,907 16,366 320.078 27,722 14,112 62 SUPPORT COSTS.. MANAGEMENT Rent In$uranco Office Suppllo8 Telephone Other Prof8881onal Fa88 Malntenance Travel Co$1 soare Subsclplon Tralnlng C1 3,200 1,425 1,828 921 1.6¢yJ 1,307 963 1,278 1,412 554 FINANCE Bank Charges GOVERNANCE COST8 Accountsncy Fee8 Total r••ourc•• •xpgnd8d Net •xp•ndllur•