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 0￿REACH 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¢ 8￿MInau0n 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 8CGOun￿ng 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 D￿MbOr, 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 Ir￿mIng 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$pon8lblli1108 Indudlng appo￿.0￿ed support cosl.
T4xatl¢n
Th8 ¢harity18 exompt Irom corporallon tax on118 ch8dtsble acbvlil88.
Fund Aecountlng
Unrgslrtcled funds can be used In accordan￿ wth the ¢harltablo obl8etlvas al the dl8cretlon of the trustees.
Resthcled ftJnd8 can only be used for partlcular r•8lrl¢t•d purp0688 wllhln Ihé obla¢ts of the ch8rity,
Restricllons arfse when specined by the donor or when lunds are raised fof particular reslricled pur￿¢$.
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 ra￿1Ved
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 p￿or 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•l*nce 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
so￿are Subsclplon
Tralnlng C￿1
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•