Company Registered Number: 3689561 Charity Registered Number: 1075892 Catalyst Support Limited A Company Limited by Guarantee l April 2024- 31st March 2025 35 years of impact: Celebrating our journey, honouring our future 'AEHTRKAI* 2011212if25 COMPANIES HOUSE A24 #42 Table of contents Page Legal and adminstrative detail Message from our Patron Joint statement from our CEO and the chair of Trustees Who we are Objectives and activlties: public benefit Year achievements 10 Enhanced collaboration and partnerships 12 Our servSces 16 Volunteers 33 Our people 34 Governance, stategy and accountabllStv 35 Future plans: delivering Catalyst Future 38 Acknowledgements 39 Financial revlew 39 Our funders and supporters 45 Audltors report and financial accounts 46 11 Legal and administrative detail Patron Christpher Critchlow DL Trustees Kath Mills- Deputy Chair Yvonne Rees - Chalr (appolnted January 2025 Warren Rockett- Chair (retired January 20241 Charlotte Miller Dwight Cupit (appointed January 2025 Ewan Henniker-smith Gerard Lyons Roger Drennan (retlred December 2024) Sarbani Bose Associate Darren Garland Bonner Senior Leadership Team (SLT) Susan Murphy- Chief Executlve Offlcer Kelly Kennedy- Operatlons Manager, Projects Tim Beasley- Operations Manager, Partnerships (reslgned February 2025> Katie Gray - Interlm Operations Manager. Specialist Services Alison Patterson- Interim Service Improvement Lead/lnterim Operations Manager. Communities Julie Kavanagh - People and Culture Manager Iresigned August 2024) Andrea Bishop - People and Culture Manager (appoSnted August 2024) Philip Taylor- Flnance Manager Registered office: Block G. Unit l Nankeville Court. Guildford Road. Woking, GU22 7NJ Charity number: 1075892 Company number: 03689561 Registered subsidiary companies: Alpha Community Outreach (Social Enterprise) Independent audltors: MHA, Statutory Auditor. 6th Floor, 2 London Wall Place, London, EC2Y SAU Bankers: Barclays Bank plc, Camberley, Surrey, GUIS 3RQ Solicitors: Moore Barlow LLP, The Oriel, Sydenham Road, Guildford, Surrey, GUI 3SR Website: catalystsupport.org.uk Patron of Catalyst Support His Honour Christopher Critchlow DL Message from our Patron It has been another very busy year for Catalyst Support. The charity continues to run over twenty communitv, specialist and outreach services across Surrey. With 162 employees and 113 act6ve volunteers, it is Surrey's largest "home-grown" charity. The help each service gives to people we support is invaluable. The range of assistance and links between these services help5 ensure clients receive the support that matters most to them. The charity Is supportin8 more and more people with their mental. physical, and emotional health needs and helpin8 people feel more stable and supported. In our county today, the need has never been greater for such key and effective support. As its Patron, I have gained knowledge of Catalyst Support's endeavours and achievements, and I help raise awareness of their work across Surrey. I hope this brings awareness, recognition, and support to the services this charity provides. I con8ratulate Sue Murphy and all the employees, volunteers. and trustees, for another Successful and valuable vear. The long-serving Chair of Trustees, Warren Rockett, retired during this reporting year and I warmly thank him for his many years of dedicathon to the sound governance of Catalyst Support. CEO and Chair of Trustees Sue Murphy (left) and Yvonne Rees (right) Joint statement from the CEO and the Chair of Trustees Reflecting on 35 years of impact Celebrating 35 years of Catalyst Support: Honourlng our past, inspirlng our future When Catalyst opened its doors in Guildford in 1989, two volunteer counsellor5 and a borrowed telephone line set out to offer hope to people in crisis. Today-35 years, 75,000 clients, 1.200 trained volunteers and 14 community hubs later-that same spirit of compassion and innovation still drives everything we do. A Journey of mllestones and momentum In December 2024, we said goodbye to our Chair of Trustees, Warren Rockett, who retired after 21 years of exemplary service, leaving behind a legacy of dedication and leadership. We are thrilled to welcome Yvonne Rees as our new Chair of Trustees, Yvonne's strategic insight and unwaverlng belief in client-led practice will steer us through the opportunities and challenges ahead. None of thts would be possible without the Eenerosity of our volunteers, funders, employees, partners andmost importantly, the people who trust us with thelr stories. Your courage shapes our services and Inspires our mission every single dav. Thank you for standing With Catalyst Support through three and a half decades of change. Together we have built a legacy of hope,. together we will write an even bolder future. 35 YEARS OF CATALYST SUPPORT SADAS is created Led by Mike Ward. SurreyAlcohol and Drug Advisory Service was established to address the alcohol problems in Surrey in the 1980,5 1989 Acacia House set up SADAS received 5% of 3 national fund, enabling Acacia house to be set up. providinB essenn'al services and posin.ve support in Woking 1991 SADAS diversifies New CEO Mike Blank appointed by Ward, and SADAS service5 diversified into assertive outreach 1998 OMNI implemented Haydn Morris appolnted to head up OMNI, Smpl•meniing the dujl diagnosis t•am to provid• support fof sutsst4nc& misuse and menial healih challen9es and branch further into mental health support 1998 Engage project introduced The agency provided accessible drug and alcohol services for users, their families, carers or partners 2001 SADAS continues to progress 2002 Various projects and service5 introduced. many still ongoing such as Safe Havens and Alpha SADAS becomes Catalyst The 2015 name change reflects C?t?Iy5t's Intention Jnd commitrnont to makin9 a positivè impaet in SU1￿Y. as well as expantjing into locus on mèntal health 2015 Present day Catalyst Support 2024 Now offers 26 services and multiple premises round Surrey. meeting gaps in existtng services 0DVO Who are we -At Catalyst Support, we l)ave been championing wellness across communities slnce 1989, As a Surrey-based charity, we are here to transform lives by supporting people's mental, physical,. and emotional health. needs because we believe that wellness is a right for everyone. Guided by our motto, Supportbng Wellness Together, we work alongside individuals and communities to create accessible, compassionate services that empower people to take control of their wellbeing. From the beginning, we have recognised the importance of whole-person care. That means thinking beyond symptoms and taking into account people's physical, psychological, and social wellbeing. This approach shapes everything we do, helping us provide support that not only meets immediate needs but also prevents future challenges, improving long-term outcomes for the people and communities we serve. Over the years, we have grown from a small, communlty-focused Inltiative into a leading, home-8rown charity delivering high-quality. client-led services across Surrey. We have expanded our mental health and outreach support. launched innovative programmes. and built strong partnerships with local authoritles, healthcare providers, and other charities. We are proud to have played a leading role in raising awareness of mental health and promoting social inclusion. With embedded values of kindness, integrity, and commitment, we strive to create sustainable, transformative social impact. Through stron8 collaboration, ethical leadership. and a focus on environmental and fi'nancial sustainability, we are working to create lasting Social impact. As we continue to align our work with national health priorities, we embrace the opportunity to lead the way in integrated, preventative, and community-based care. Kindness Integrity Commitment Mission Working with people to support their health and wellbeing. Vision Offering adaptive and responsive services in a respectful and non-judgmental way, by O Providing confidential, free, accessible, and flexible services O Offering specialist knowledge and support O Bringing together the most appropriate services for individuals O Creating a holistic approach to health and wellbeing •at,alyst S'upport Person-led we will respect you as an individual. ctive listening we will help you to achieve your goals. Choice we will support you to make informed choices. Trust we will build trust within communities. Objectives and activities: public benefit The public benefi't of Catalyst Support lies in its coiyiprehensive approach to improving the mental health, wellbeing, and overall quality of life for individuals and communities across Surrey. The charity's work is centred on supporting wellness together, offering a range of services designed to address mental health challenges, substance use, and other social issues that impact people's ability to thrive in society. Our aims for delivering public benefit Improving mental health and wellbeing through a range of trauma-informed services Client-led. person-centred care by developing tailored recovery plans, ensuring individual needs are met Reaching marginalised communities through assertive outreach and place-based hubs Promoting incluslon and equity, actively reducing health inequalitles by targeting underserved areas Community impact and collaboration, working with over 20 strate8lc partners across Surrey to create system- wide pathways Workforce wellbeing prioritising a culture of care, recognition and resilience I feel comfortable and feel a weight's lifted. I've got more of an appetite, I feel more relaxed, I feel more confident and I'm happy wlth where l am now. I've just started a new job, I've opened up more and I've been honest more. Adam. Catalyst Coun5elling client *Here ondfurther in this report, names of our clients have been chanqed to protect theirprivacy. For every £1 invested in our sen4ices, we estimate a minimum £4 return to the public system through reduced hospital use, criminal justice involvement, and homelessness. In 2024/25, 441 Safe Haven clients said they would have presented at A&E had we not been available. Using NHS England's estimated average cost of £158 per attendance, this equates to a conservative cost saving of over £73,000 to the NHS. These figures do not account for additional associated costs such as ambulance call-outs or follow-up treatment, meanlng the true saving Is likely to be even greater. This impact highlights the critical value of trauma-informed, community-based crisis services in alleviating pressure on emergency departments and improving pathways to earlier, more appropriate support. These outcomes are not theoretical they are costed, evidenced, and felt across the public sector. Year achievements 000 000 000 423 referrals were received by Catalyst Counselling with 81% of our clients reporting improved ability to manage their mental health Over 8,000 interventions were delivered by the Liaison and Diversion and Reconnect teams with more than half focusing on emotional wellbeing 22 people diverted from A&E through Safe Harbour, with 92% reporting reduced attendance o•0 £taEJ 3,776 individuals were supported by our Safe Havens, 1,286 individuals (341AI ) presented in crisis and 441 people reported they would have gone to A&E if the Safe Haven was unavailable Cuckooing Team supported 108 clients aged 19 to 85. The service helped dlsrupt 14 organised crime groups and 29 local dealers and helped save 34 tenancies Women's Support Centre, Surrey received 291 new referrals thls year. Over9,200volunteerhours, underpinning counselling, outreach and retail services Relocated our head office making a more accessible and collaborative environment for our staff Shifa Network supported up to 210 women each quarter Case Study: Preventing relapse, enabling recovery Background *Joe faced complex challenges linked to long-term alcohol addiction and mental health issues. Unable to work, he was referred to our services following a severe relapse and hospital detox. At referral, he was not receiving benefits and was at imminent risk of eviction due to rent arrears. Intervention The service. run by our Community Connections service. provided daily support, helping Joe to apply for benefits, access budgeting and wellbeing workshops, and re-engage with services. Although his tenancy was lost, he was supported into suitable supported housing and later moved into a stable social housing tenancy. Staff helped him furnish his new home, secure council tax and housing support, and navigate medical appointments. Impact Joe is more engaged with his community and has rebuilt his independence. He continue5 to attend the service regularly, maintains a stable home, and demonstrates sustained progress in managing his health and wellbeing. Without this support, he would likely have required re-admission to hospital. Thi5 intervention cost just £3,287.04. By preventing relapse and re-hospitalisation, this support potentially saved the system over £13.400, including avoided cost5 from A&E attendances, inpatient admlssion. and temporary bed days. This case illustrates the tangible value of early intervention and the cost-effecttveness of communlty-based support in preventing crisis and reducing pressure on statutory services. * n?e nomes of clients hove been changed to preserve confidentiality and privacy 11 Enhanced collaboration and partnerships At Catalyst Support, we recognise that effective partnerships are fundamental to delivering meaningful, person- centred seriices. Our collaborations are built on trust, shared values, and a commitment to inclusive and equitable working, enabling us to align efforts and achieve better outcomes across the health and care system. Strong partnerships encourage innovation, creativity, and sustainability. In the past year, we have strengthened relationships across sectors, including with the Guildford and Waverley Integrated Care Partnership IICP}. the North- West Surrey INWS) Alliance, and through our leadership in Mental Health Investment Fund IMHIF) projects. These partnerships have delivered tangible results. such as: The co-creation of Integrated community hubs, streamlining access to services and reducing duplication. Joint delivery of mental health initiatives that have improved acce55. brldged service gaps, and brought peer-led approaches into traditional care pathways. Enhanced engagement with lived experience networks and smallervoluntary, Community, and Social Enterprise (VCSE) partners through place-based delivery models. While collaboradon offers clear benefits, It also requlres commitment and shared understandlng. Challenges such as misaligned priorities, communication breakdowns, or system pressures can strain relationships. Catalyst Support is working to proactively manage these dynamics by promoting open, honest dialogue, clear accountability, and inclusive planning Wlth all stakeholders. In the 2 years I have worked with them, I have seen how much the MHICS teams add to the service we offer to our clients. They are warm, kind, and generous with their time, not just with clients but with their colleagues too. Far beyond their community connector job description, they all have astounding skillsets which we and the local population are lucky to benefit from! Our teams simply wouldn't be the same without them and I hope they all know how appreciated they are. - Surrey Heath, Primary Care Network (PCN) Strategic alignment and broader impact We are proud to contribute to a stronger, more integrated health and care system across Surrey. Our work is closely aligned with the strategic priorities of local and national partners, ensuring that our services not only deliver individual outcomes but also drive systemic change. Contribution to the Surrey Health and Wellbeing Strategy Our services are closely aligned with the priorities of the Surrey Health and Wellbeing Strategy, particularlv: O Improving mental health and reducing suicide, through trauma-informed, client-led services such as Safe Harbour, peer support, and crisis intervention. O Reduclng health inequalities, by embedding outreach and lived-experience leadership into hard-to-reach communities, O Empowering communities, through volunteer-led initiatives, local partnerships, and targeted early intervention work. Voluntary, Community, and Social Enterprise (VCSE) Alliance and system leadership Our commitment to the Surrey VCSE Alliance helps ensure the VCSE sector has a strong and equal volce in the design and delivery of local services. Through our involvement, we co-develop priorities with statutory partners and champion community-rooted solutions. CEO, Susan Murphy, serves as Portfolio Lead for Workforce for the VCSE Alliance. United Surrey Talent Strategy {USTS) Our CEO serves as Portfolio Lead for Workforce on the United Surrey Talent Strategy Alliance Board, advancing collective efforts to: O Build a sustainable and inclusive cross-sector workforce. O Improve recruitment, retention, and staff wellbeing. O Strengthen volunteerin8 and lived-experlence progression pathways into health and care careers. Adult Mental Health Alliance Serving as a Founding Chalr, our CEO drives Integrated approaches to adult mental health provision, helping to influence policy, and address inequalities in mental health outcomes at a system level. Integrated neighbourhood and place-based models We are actively involved in the development of Integrated Neighbourhood Teams (INTS) and community hub models across Surrey, Our embedded roles Wlthin these models allow us to: O Divert people from emergency and acute care, to more appropriate services. O Co-design holistic, preventative pathways at a local level. O Strengthen place-based mental health ecosystems. Through these contributions. we are not only delivering impactful, client-led services, we are also shaping the system in which those services exist. Through leadership roles, strategic partnerships, and active contributions to Integrated models of care. we are helping to build a more compassionate, inclusive, and responsive mental health system across Surrey. Our services Most income is derived from commissioned services, delivered underformal contracts orservice Level Agreements ISLAS) with statutory bodies. These agreements outline the scope of services, key performance indicators {KPIs1, and quality standards. Performance is monitored regularly, with formal quarterly review meetings held with each commissioning body to assess delivery, discuss progress, and identify areas for development. Across all projects. our services measure outcomes to support continuous improvement, inform employee development, and meet the reporting requlrements of funders and the Board of Trustees. Service development is co-produced with employees and cllents, ensuring that improvements reflect the lived experience of those who use our services. Outcomes are assessed using a blend of quantitative and qualitative metrics, including: O Number of Indlvlduals engaged and supported O Effectiveness and quality of support provided O Long-term impact on wellbeing and recovery. We use recognised outcome measurement tools such as the Outcome Star and Recovery Star, alongside internal evaluatton frameworks and client feedback. Where we partner with or sub-contract with other charities or organisations to support Service delivery, we ensure that robust monitoring arrangements are in place. Partner performance is regularly reviewed to ensure accountability, quality, and value for money. Our locations and service delivery footprint Our service5 span Surreyi With some services extending into neighbouring counties through commissioned and partnership-based projects. Our physical presence includes offices and service hubs in Wokin8, Camberley, Godalming, and Gulldford. Surrey Heath Elmbridge Ep50m & Ewèll Reigate & Banstead Aldershot Guildford Mole Valley Farnham Godalmin8 Cranleigh Waverly 14 In late 2024, we relocated our head office from Guildford to Woking (Nankeville Courtl-a significant and strategic move for the charity. O For employees, the new headquarters offers a more accessible, central, and collaborative environment, enhancingteam communication, productivity, and wellbeing. The larger space also provides improved facilities, includin8 dedicated areas for training, reflective practice, and partnership working. O For clients and visitors, the Woking location offers Improved access, community presence, and a welcoming, trauma-informed space, aligned with our cornmitment to delivering person-led and inclusive services. This relocation reflects our evolving operating model and strengthens our capacity to deliver high-quality support in a more integrated and community-based way. Through variou5 servlce requirement5, some employees are co-located with partners in a nurnber of delivery settlngs, including: O GP Integrated Mental Health Servlces (GPIMHS) across Surrey Heartlands O Mental Health Integrated Communlty Services {MHICS) in Frimley South O The Redwood Centre, Farnham Road Hospital (Guildford), for clinical collaboration O Liaison and Dlverslon Servlces based in police custody suites in Woking and Staines In addition, we operate vltal out-of-hours seryices includlng: O Adult Safe Havens in Woking. Guildford, and Aldershot 0 safe Harbour, our client-led crisis prevention and recovery service, based in Woking Through this network of locations and co-located models, we contEnue to deliver accessible, community-based services tailored to meet local needs, while creating collaborative partnerships acr055 the health, justice, and voluntary sectors. Service transformation: Community and specialist outreach service In 2024-2025, we Implemented a strategic transformatlon of our service delivery model, Introducing two distinct but complementary service pillars.. Communities and Specialist & Outreach Services. This change reflects our commitment to delivering more targeted, accessible, and effective support for the people and communities we serve. Communlty servlces The Communities pillar brings together place-based services that focus on early intervention, outreach, wellbelng, and community engagement. These services are often delivered in collaboration with local partners and within neighbourhood settings, such as foodbanks, GP surgeries, and community hubs. By embedding 5UPPOrt directly Into communities. this model: O Reduces barriers to access. O Builds trust with people who may be hesitant to engage with formal servlces. O Strengthens local partnerships and integrated care pathways. O Enables faster, more responsive support for emerging needs. Specialist & Outreach Services The Specialist & Outreach Services pillar focuses on complex and clinical intervention5, such as structured substance use recovery, trauma-informed counselling, cuckooing support, and criminal justice-related mental health interventions. These services require highly skilled professionals and often involve multidisciplinary collaboration. By bringing them under one operational area. we have: O Strengthened clinical oversight and practice development. O Improved consistency and quality of specialist interventions. O streamlined referrals and transitions between services. O Enhanced our ability to meet the needs of people with multiple and intersecting challenges. Our services: Communities Community Connections Community Connections has been successfully delivered by Catalyst Support since 2013, provlding mental health and wellbeing support across Surrey. In 2024125, we were re-awarded the contract to deliver this service for a furtherfive years, reflecting the strength of our delivery model, the dedication of our team, and our proven impact within local communities. This re-commissioning reaffi'rms our long-term commitment to promoting inclusion, recovery, and resilience, and highlights the importance of working in close partnership with local authorities, NHS services, and voluntary sector organisations to ensure people get the right support. at the right time, in the heart of their communitv. Referrals come from a wide range of sources. including Adult Social Care, Community Mental Health services, GPS, Housing, Police, and Catalyst Support services. A comprehensive review of our referral pathways led to the adoption of a more robust risk assessment tool, improving our ability to provide timely, safe access to support. Over the past year, Community Connections ha5 grown to provide accessible, person-centred, and holistic support across Surrey. Our preventative approach addresses mental health needs alongside social isolation, access barriers, and cost-of-living pressures, helping to reduce demand for NHS crisis services and build a stron8er support network. New referrals for the reporting period: 824 We introduced a new timetable of mental health groups, offerin8 both online and face-to-face sessions, including dedicated groups for young people and care8ivers. Feedback from clients who responded to our survey showed a 100% satisfactlon rate. Innovations such as the creatlon of Community Hubs with VCSE partners have helped co-locate service5 like mental health support. financial advice, and perinatal care, making it easier for people to access the right help in one place. We have strengthened data-sharing partnerships through regular meetings to enhance coordinated support. Ourcollaboration with Community Mental Health Recoveryservices ICMHRSI has deepened, with post-assessment discussions helpin8 identify where Community Connections can offer targeted support. We also support CMHRS employees through training and promoting our 5ervice5 during local forums. Additionally, we delivered Emotional Wellbeing talks at Surrey libraries focusing on copin8 Strategie5 and introducing Community Connections to new audiences. A big thank you to the groups team. For me you have literally been one of my lifelines. The Friday group is a weekly milestone I know is there in my diary. In my bad times it'5 supportive and in better weeks l enjoy a social event. - Jock. Community Connections client, 2024 Amigos Amigos offers peer-led mental health recovery support through a compassionate 12-session programme, focusing on meeting individual needs with empathy and understanding. Supported 26 clients, who showed strong commltment throughout the sessions Amigos is a small team of 6 volunteers and 3 interns, which limits the number of people the service can support while ensuring the wellbeing of volunteers remains a priority. To sustain and expand Amigos, important work. the service is working to recruit more volunteers and provide stronger support for the team. Meeting one of the Amigo Buddies gave me a chance to talk to somebody in a safe and friendly wayi which has helped bring me out of my shell. I hope other people take the chance to meet an Amigo and get the same benefits I did. - Emma, client of Amigos, 2024 Wellbeing gardens Catalyst Support operates two community gardens that run Community Connections 8ardenin8 groups and wider community projects.. Flourish Community Garden in Frimley and the Arch Community Garden in Woking. During the reporting year: 0 12 reglstered clients took part in gardenlng groups across both gardens 0 5 regular volunteers supported ongoing garden maintenance and client engagement 0 70 Community Connections group sessions were held The Arch Community Garden also hosted a six-week gardening workshop for the charity Younger People with Dementia. Feedbackfrom the projectworker and attendees highlighted the value of 8ettin8OUtdoors and engaging in hands-on activity. Flourish Garden received further support from the local community. with Camberley's Men's Shed replacing old decking boards. This work was funded by a grant from the Finnis Scott Foundation. Both gardens participated in RHS seed trials.. sunflowers and peas in 2024, followed by carrots and lettuce in 2025, 17 A Year in Numbers 5 Regularvolunteers 7 Workshops Held 54 Workshop Attendees 70 Community Connections group sessions held 12 regular clients attend a group each week "If. Shifa Network Established in 2004, the Shlfa Network supports ethnically diverse women across Surrey, empowering those experiencing mental and emotional health challenges to build confidence. develop life skills and feel more integrated within their communities. Originally a social drop-in group for women with long-term mental health conditions, the service has since expanded to offer more structured support, including lifelong learning opportunities such as ESOL classes. I get so much from the Shifa team, especially the swimming. Not only does it keep me fit and healthy, It's also great from a social and mental health point of view. It's such an amazing and welcoming community. Priya, swim project participant Shlfa Network Is a small team with two full-ttme employees, a few team members offerlng admln and project support and several dedicated volunteers, Durlng the reportlng perlod: 50% of women in Camberley and 10% in Woking reported having a dlsablllty or long-term health condition The service supported up to 210 women each quarter Around 25% of all participants identified as carers 19 Catalyst Counselling Catalyst Counselling is a service delivering mental health support through free, strengths-based counselling sessions. Clients can access up to 24 weeks of counsellin8, aimed at helping them overcome personal challenges and improve their overall wellbeing. Counselling is available online and face-to-face and is delivered by a team of qualified volunteers. From l April 2024 to 31 March 2025, the service recorded: 0 423 referrals 0 81% of clients reported improved ability to manage their mental health, 71% reported an Improvement in their identity and self esteem" and 70% reported an increase in trust and hope. Feedback from volunteer counsellors moving on to other placements highli8hted the variety of client needs, the high quality of training, and the supportive and approachable environment provided by Catalyst Support. I have spent my life attacking myself as a failure and feeling15hould not feel this way and blaming myself for everything. Through counselling I have been able to take a step back a little bit and learn it is ok to honour my feelings. Counselling has provided a safe space to process personal and sensitive matters, without judgement. I felt I was able to open up and reveal more of myself than I have ever done in counselling before. - Sam. client of Catalyst Counselling GP integrated mental health service - Gpimhs and MHICS We work in close collaboration with Surrey and Borders Partnership NHS Foundation Trust ISABPI and GPS to deliver the GP integrated mental health service, GPimhs and MHICS. We are also an active partner in the One Team Approach under the Community Mental Health Transformation Programme, which remains ongoing. We provide Community Connectors across 16 Primary Care Networks IPCNs1 in Surrey. Demand for the service remains high and we see the increasing complexity of client needs. Working alongside Surrey and Borders Partnership. the service supports GPS, IAPT services, Home Treatment Teams, and i-access through an established referral pathway into GPimhs and MHICS. Community Connectors continue to play a vital role in delivering wraparound care. They participate in Pathway Forums, multi-agency meetingsdesigned tosupport individualswith complex needs, helpingtoensurecoordinated, person-led care. The contract with Surrey and Borders Partnership for this service has been renewed for a further three years, demonstrating the continued value and impact of the Community Connectors model. Referral activity for North Guildford and Woking PCNS illustrates the ongoing demand: PCN Incoming Referrals -01 Referral seen by cc Incoming Referrals Referrals seen by cc Incoming Referrals Referral seen by cc Incoming Referrals Referral seen by cc -Q2 -Q3 North Guildford 563 153 678 211 575 202 520 161 Surrey Heath A&B 618 211 638 253 630 235 600 221 Llved Experience Practitioners At Catalyst Support we have several paid Lived Experience Practitioner roles within GPimhs, MHICS. and Service User Network ISUNI. These practitioners use their own experiences of recovery to provide empathetic, person- centred support, offering hope and demonstrating that recovery is achievable. They dellver formal peer support and practtcal guldance, helping Indivlduals take back control of theSr lives and navigate their unique recovery journeys. In addition, Lived Experience Practitioners assist with transitions to other mental health and community services, supporting choice and promoting inclusion and connection within the wider community. We share our mental health challenges, our recovery• and how we've built resilience. We're there like walking companions to say, 'let's get up,. It gives people motivation, to inspire hope that we've been where they are, but we've found strategies to help us and so can they. Callum. Lived Experience Practitioner Volunteer Lived Experience Practitioners also playa vital role across the charity, offering valuable support to others and contributing to the continuous improvement of service5. Service User Network (SUN) This peer-led, community-based service supports adults experiencing complex emotional needs, often linked to personality disorders. It is open to individuals with a formal d iagnosis as well as those who identify with similar challenges but have not been diagnosed. The service offers accessible, non-clinical support in a safe, group setting to help individuals manage their emotions. build resilience, and improve overall wellbeing. SUN groups follow a structured format designed to: O Provide space for individuals to share how they are feeling and what they hope to gain from the session. O Explore shared topics or themes that arise organically. O Offer mutual support and lived experience insights. O Reflect on feelings at the end of the 8roup. In 2024 the SUN Team received the Silver Award in the "team of the year" nomination at the Surrey and Borders Partnership Annual Staff Awards. A Novel Idea A Novel Idea is Catalyst Support's only charity shop, sellin8 pre-loved books, vinyl records, and CDS in Godalming. The shop is run by a manager and a team of volunteers, who curate the collection, sort donations, identify valuable books, and create a welcomingenvironment forvisitors. Overthe past year we were able to recruit more volunteers and in July 2024 extend the shop's openin8 hours. Working closely with the marketing and fundraising team, the shop has established a social media presence on Instagram and Facebook and set up bookshelves in three coffee shops in Godalmine. This helps promote the shop and Catalyst Support, while generating extra proceeds from book sales and donations. The shop is part of the Godalming Business Improvement District (BIDI, which works to improve visitor numbers and shopper experience and promote local businesses, including our shop. In 2024, the shop received a grant to redecorate and give it a fresh new look with works completed in early 2025. l ÈIil | Jf4ffl There are so many reasons why I love volunteering at A Novel Idea in Godalming. The people I volunteer with are great and I learn so much from them; I love chatting with our customers, sometimes giving them reading suggestions and sometimes just listening to what's going on in their lives - you quickly feel like you're part of the Godalming community. It's fantastic to know that the money raised through A Novel Idea goes towards supporting such a worthwhile local charity. - Sue, shop volunteer Key data from the reportSng year: 350A ofshop 'N sales come from vlnyl and CDS, In partnership with Make a Difference I with Records 2024125 sales are £36,500 2025126 target Is £40,000 SAD I'l ji ';11-, '{ Ii',Ii'ri ji,. i.I'il r .1:, I, Wlll- l L . PEACE PAA•NIP• Our services: Specialist and Outreach Bridge the Gap At Catalyst Support we continue to support clients across Surrey through the Bridge The Gap (8TGI Alllance, workin8 in partner5hlp wlth Surrey County Council's Changing Future5 Pro8ramme. BTG takes a proactive approach, offering support that is not available elsewhere by engaging with clients facing multiple disadvantages including homelessness, substance use, domestic abuse. mental health issues and contact with the criminal justice system. The BTG service delivers long-term relational care to clients, with some being on caseloads for 2 years. This service aims to meet the need of those with multiple disadvantage by building a relationship with the client, before supporting them with all aspects of their life which includes bringing other professionals together, and meeting their basic needs. The caseloads are low to reflect the intense support and time commitment for each client, where we are seeing clients multiple times each week. Durlng the reportlng year: 7 clients successfully achieved thelr goals with sUPPOrt from the programme 12 cllents were referred to the service Cuckooing Cuckoolng is a form of exploitation where criminals take over the home of a person at risk, often someone with mental health concerns, a disability, or substance use problems, to use the property for illegal activity, such a5 drug dealing or human trafficking. Our specialist cuckooing service provides targeted sUPPOrt to individuals at risk, helping them reclaim their homes, improve their safety and wellbeing, and reduce the influence of exploitative networks through multi-agency intervention, safeguardlng, and practical assistance. Cuckooing Is currently not recognised as a standalone crlme, meanin8 people affected are not officially considered victims unless other offences have been committed. However, the Crlme and Policing Bill will soon establish cuckooing as a separate offence. The team continues to advise the Home Offi'ce based on their casework to help shape this new legislation. A pilot project, launched in August 2024 in Rushmoor and Hart, Hampshire, has shown positive results. Efforts are ongoing to secure funding to maintain and expand the service. To raise awareness, theteam commissioned a shortfilm, Stephen's Story, and various informational materials. They have delivered presentations to housing providers. fire services, social careteams, and other support organisations to help identify and respond to cuckooing. The project's strong reputation has attracted media attention, leading to multiple articles and a video interview featured on BBC Morning Live. 33 refferals Q4 2024 saw the highest number of referrals 103 22 19to85 Referrals for victims in 5urrev Referrals for perpetrators in Surrey Referrals for victims in Hampshire 34 tenancies saved years old Clients age range Case studv: Breaking the cycle: How Catalyst Support's Cuckooing Team helped rebuild a life 8a¢k8round For Sarah, life had become overwhelming. Grieving the loss of her partner and struggling with complex mental health challenges, she sought solace at a local church drop-in centre. A place where she could find warmth, food, and company, but her vulnerability made her a target. A local drug dealer befriended her and soon after, County Line dealers moved Into her home. They took over her bedroom for drug dealing, while she was confined to the lounge. She lived in fear, aware that the dealers carried knives and was too terrified to call for help. When the police first visited, she was too scared to open the door. That's when Catalyst's Cuckooing Specialist Outreach Team stepped in. Intervention The team alongside the police, conducted a joint visit to assess Sarah's Sltuation. They discovered that she had no wider support network so worked swiftly to secure a Partial Closure Order, preventing the dealers from returnlng. Beyond just removing the immediate threat, the team worked to address the deeper issues affecting Sarah's well-being. They connected herwith a GP, arranged bereavement supportthrough CRUSE, referred her to local foodbanks and well-being services and even helped get an infestation of cockroaches treated, an issue that had been worsening her mental health. Impact- a brighter future Today, Sarah's home remains secure, and her confidence has grown. She has gone from feeling suicidal to redecorating her flat, reconnecting with friends, and enjoying regular bike rides. She continues to engage with support services and now attends well-being classes and bereavement counselling, breaking free from isolation and rebuilding her life. Sarah is proud of how far She has come, a testament to the power of compassionate, targeted support she received from the team. Liaison and Diversion/Reconnect Liaison and Diversion is a Surrey wide early intervention for adults in the criminal justice system ensuring they are assessed for vulnerabilities and provided with support to access communlty-based health and wellbeing service5 through holistic assertive outreach. Reconnect service works with individuals prior to and following release from prison to support transition into community-based services across Surrey. This aims to improve individuals, behaviour through liaison, advocacy and bridging. The partnership delivering assertive outreach to individuals leaving custody is in it5 fi'fth year and continues to 5UPPOrt men and women with complex needs. In the reporting year: The team was also able to provide essential items and homelessness packs to clients in crisis, many of whom were rough sleepin8. Over 8,000 interventions were delivered by the Liaison and Diversion and Reconnect teams More than half of all Onterventions focused on emotional wellbeing 125 referrals were made into other Catalyst Support services HOST Catalyst Support maintains its partnership with Riverside, specialist substance misuse and rehabilitation service, to deliver specialist drug and alcohol outreach services to any person aged 18 or over who is rough sleeping or at risk of rough sleeping in the Guildford borough. During the reporting year. delivery costs have increased to cover clinical supervision and lone working devices. An uplift in funding has been secured for 2025-26 to support ongoing work. In the comin8 year, the service plans to Introduce Servlce Impact Reports and Outcomes Stars to better capture and demonstrate the progress and impact of the support provided to clients. Safe Havens The Safe Havens in Surrey and Aldershot are long-established services, operatingfor nearly a decade. They provide support for individuals experiencing mental health crises, aiming to reduce unnecessary atter)dances at Accident and Emergency departments. The service also plays a preventative role helping people maintain their mental wellbeing and accessing timely support before they reach crisis point. This work is delivered in close partnership with statutory services. including the NHS, and other mental health charities. From April 2025 to March 2025 our Safe Haven. operatlng In three locatlons, have supported the followlng number of individuals, reducing pressure on Crisis Line and A&E: 3,776 individuals overall 1,035 441 stated they would have contacted the Crisls Llne Instead people reported they would have gone to A&E if the Safe Haven was unavailable 1,286 individuals resented in crisis 8reakdown of support by site: Location Total Presented in Crisis Virtual Support .,Aldérshot 1,258 581 662 . Guildford 1,789 580 854 .'iVoking 729 125 394 Total 3,776 1,286 1,910 We continue to review and adapt the Safe Havens service to ensure it meets the evolving needs of the community and operates as efficiently as possible. Safe Harbour This service is designed for adults aged 18 andoverwho frequentlyattend A&E orare identified by HomeTreatment Teams or Community Mental Health Recovery Services ICMHRS) as being at risk of doing so. These individuals require ongoing. non-clinical support to help prevent escalation into crisis but do not need hospital admission or clinical intervention at the time of referral. The statistics represent that scale up of a pilot service which began a phased la￿nch in November 2024, with full delivery commencing in December. As a newly scaled-up iniknative, initial referral numbers were modest, and uptake was gradual. Each 'completion' refers to a client completing the full six-week programme, with the first group of participants supported during this reporting period 0 22 referrals were made to the service. 0 8 clients successfully completed the full 6-week programme, providing positive feedback on their experience and the support received. 0 92% reported a reduction in emergency department attendance. Recovery and Connect Recovery and Connect is part of the HorneFirst service, an enhanced, multi-agency wraparound support programme for individuals needin8 intensive, short-term intervention to maintain meaningful lives within their local communities. The service helps prevent the deterioration of mental health and reduces the need for hospital admission. HomeFirst service was nominated for the Surrey and Borders Partnership Annual Staff Awards, recognising the impact and dedication of the team. The service had 1,201 contacts with clients over the year 219 contacts were face-to- face, 739 by call or text 157 contarts and 86 meetlngs were held with clients Financial Wellbeing Catalyst Support delivers this service in partnership with Mary Frances Trust, Citizens Advice Ep50m and Ewell. and Citizens Advice Surrey Heath. The service offers integrated mental health and financial advice to help improve wellbeing, build independence, and reduce vulnerability. Activity throughout the reporting period: Total clients supported: 95 In the reporting year the service established a need for support at the HMP Coldingley, where inmates and employees could benefi't from using the service. To date the service supported.. 0 5 staff members 0 13 inmates As part of this project we and our partners provided support with.. O Mana8in8 cllents, debts prior to bein8 released New referrals: 57 O Mana8in8 clients, finances O Complettng the recovery star, a strengths-based outcomes tool used to measure progress in key areas of a person's recovery, and set up goals for release O Signpostlng to communlty services Feedback from the prison highlighted the seriice's positive impact on managing debt and Improving mental wellbeing. With continued support, individuals leaving prison are better equipped to manage life's challenges and reintegrate with greater confidence and stability. They help me stay on track and keep me motivated, I feel like there is hope for the future. Lucy, client, Financial Wellbeing Service, 2024 •)¥ ¢5 Womens Support Centre, Surrey The Women's Support Centre in Surrey provides trauma-informed. client-led support to women across the countv, parh'cularly those affected by abuse, discrimination, trauma, homelessness, financial difficulties, or involvement with the criminal justrce system. The Centre currently has six peer mentors providing lived experience support and co-facilitating groups. There's no judgement here. Every walk of life gets on here. We're all accepting, we're all understanding... And even though the centre supports with issues, it's always brought back to YOU. Even when you're procrastinating about other things they say 'But how do you feel, what are you doing for yourself., There's no excuses, it's always down to you, then It helps you realise you have to water your own gra55 to keep growing. - Leonne, Peer Worker at WSC andformer client, 2024 In 202￿25. the servlce received: 0 291 new referrals for indlvldual women 0 195 cases remained open from 2023-24 Outline Throu8h the support of dedicated volunteers, Outline helps people with their sexuality and gender identity, includin8 but not limited to the lesbian, gay, bi-sexual and trans community of Surrey, primarily through a helpline, website and support groups. Primarily a helpline, Outline worked throughout the year to reach out to Members in the community settings and offer safe friendly space for people to come together.. O A monthly drop-in session was introduced at Surrey University in February 2025, held every second Wednes- day O In March 2025. Outline began it5 in-person social drop-in sessions at the new Catalyst Support Head office in Wokin8. Outline works closely with other LGBTQ+ organisations across Surrey and remains an active presence at joint event5 throughout the year, helping to nurture inclusion and visibility within the community. Brockhill 8rockhill, an extra care facility in Woking designed to support older advlts and vulnerable individuals. had to close suddenly due to fire risk, causing significant distress to residents, staff. and families, Catalyst Support was approached by Woking Borough Council to provide mental health support during this challenging time, as residents were relocated from their long-term home. Initially planned as a short-term project ending before summer 2024, the programme ultimately Supported 12 residents. Support ranged from informal conversations to weekly one-to-one sessions. The project concluded in March 2025. when the last resident moved out of Brockhill. End Stigma Surrey End Stigma Surrey is a service commissioned by Public Health SCC dedicated to raising awareness and reducing sts'gma associated with mental health. This is delivered jointly by Catalyst Support and Mary Frances Trust. This year. the team focused on enhancin8 communications, social media, and the website to promote thelr materials and training opportunities. The current funding for the project ended in March 2025. Public Health SCC has acknowledged the importance of expanding the scope of anti-stigma initiatives to include other highly stigmatised issues, such as domestic abuse, substance use, HIV, gambling, self-harm, and suicide. To support this broader focus, the service has been brought in-house at Surrey County Council and will under80 a review to ensure it remains responsive, inclusive, and aligned with evolving public health priorities. 31 Social enterprise Alpha Alpha Community Outreach is our award-winning community enterprise. A highly trusted provider to local authorities and professional services, we take our specialist Assertive Outreach support focusing on prevention. minimi5ing risks and resource misuse across Surrey and bordering areas, to wherever it is needed. During the reporting year, Alpha Community Outreach underwent restructuring as it navigated ongoing challenges within the social care sector. Throughout 202415, the team provided specialist outreach services to over 40 clients, completing approximately 3,500 visits and deliverin8 around 6.500 contracted hours. A signih'cant achievement was the successful expanslon into northeast Hampshire, where contracts tripled. The team is building a strong reputation within Hampshire County Council's NE Mental Health and Substance Misuse Team as the go-to service for complex cases. Alpha Community Outreach was named a finalist in both the Surrey Care Awards and the Surrey 8uslness Awards, reflecting the team's dedication and recognition alongside county industry leaders. Volunteers Our volunteers have played a vital role in everything we have achieved over the past 35 years at Catalyst Support. Many employees, including the CEO, started their jouriiey within the charity as volunteer.%, reflecting the charity's deep appreciation for volunteer contributions. Volunteers work alongside paid employees across various services, playing key roles in areas such as the charity's bookshop and Catalyst Counselling. Their involvement is not just in administrative tasks but also in direct service delivery, enhancing the charity's capacity to provide support. Volunteers bring diverse skills, passion, and a sense of community, helping to expand the reach of the charity's services and ensuring that the support provided is both accessible and impactful. This collaboration between volunteers and paid employees strengthens the charity's operations and creates a culture of inclusion, growth, and shared purpose. Some of the reasons why I volunteer is to give back to society and the people who helped me on my journey of recovery, the help and support I received during this time will never be forgotten. I like to think that my lived experience will help others who are in a difficult situation and I can provide ideas in how they can resolve these issues. I personally feel that my self-esteem is boosted by doing this work and I gain a lot of satisfaction from helping others. It gives me opportunities to meet up with new people and the process that we make together during their time with me are worthwhile. I've met some lovely people during my time volunteering and I hope to meet many more in the future!1 Steve, volunteer We are working together with Surrey Heartlands ICS and our partners through the VC5E Alliance to develop a Volunteer Standard and Code of Practice. This is an important step toward improving the volunteering experience and crean'ng more consistency and quality across organisations in 5urrey. The Volunteer Standard/Code of Practice will help establish best practices for volunteer recruitment, trair)ing, support, and recognition. By working together with other partners, the partnership ensures that voluiilèers are well-equipped to contribiitp. effectively to the organisation's mission. The standard also promotes a shared understanding of the value of volunteering, enhances the quality of volunteer-led experiences, and encourages a supportive, inclusive environment for organisatt'ons, volunteers, employees and clients. This collaboration benefits volunteers by providing clear expectations and professional development opportunities, while also strengthening the organisation's ability to deliver high-quality Services to the community. At the end of March 2025, there are 107 active volunteers Supporting various areas includin8 administration, Amigos, A Novel Idea, Catalyst Counselling. data. community gardening, groups, Outline, outreach, 5hifa Network, and the Women's Support Centre Surrey. As people are at the heart of everything we do, we are committed to providing a supportive, inclusive, and rewarding working environment. Over the pastyear, we have focused on nurturing a fair and just culture of learning and growth, where challenges and setbacks are seen as opportunities for continuous learning and improvement. Our values of kindness, integrity. and commitment, continue to shape our culture and guide our decisions. Over the past year, we have taken deliberate steps to embed these values into everyday experiences. ensuring they are reflected in how we lead, communicate, and support each other. We want everyone to feel that these values are more than just words they are lived. visible, and shared. Between April 2024 and March 2025, our team grew from 150 to 162 employee5 and our volunteer numbers continue to increase, reflecting the charity's ongoing development and expansion through new services and pilot initiatives. As we continue to grow and welcome new employees and volunteers- many of whom bring valuable skills and experiencesto enrich our work, we have taken steps to strengthen our onboarding and induction processes. These improvements are designed to ensure that new employees feel equipped and included from day one. By helping them settle in quickly, understand our ways of working, and feel connected to one another, our values and our mission, we aim to support a smooth transition into their roles and maintain high standards of service delivery. Employeewelfare is a high priorityandwe have continued toensureweenrol our employeesin a health membership programme reflecting our commitment to meeting the evolving and often challenging landscape our employees and volunteers are operating in. We remain committed tocreating a workplacewhere communication isa priority, peoplefeel listened to, supported. and are proud to be part of somethIn8 meaningful. We will continue to build on the progress we have made- invests'ng in our people, strengthening our culture, and creating the conditions for everyone to be authentic, and to thrive to provide the best outcome for our clients. Governance, strategy and accountability Constitution Catalyst Support Limited is a charitable company limited by guarantee, incorporated on 21 December 1998 (Company No. 36895611 and registered as a charity on 9 June 1999 (Charity No. 10758921. The organisation'5 origins date back to the establishment of Surrey Alcohol and Drug Advisory Services (SADASI on l April 1989. The charity is governed by its Articles of Association, which set out its charitable objects and the powers of the organisation. Catalyst Support was originally established under a Memorandum of A$50ciation, in accordance with company and charity law. All trustees are also members ofthe charitable company. As a company limited by guarantee, Catalyst Support has no share capital. and the liability of each trustee is limited to a rnaximum of £10 in the event of winding up. Trustees Catalyst Support is governed by a strong and diverse Board of Trustees who bring a broad and appropriate mix of skills. experience, and insight to the charity. The Board is committed to reflecting the diversity of the communit5es we serve and maintaining a deep understanding of the specialist work we deliver across mental health, substance use, and outreach support. Trustees are recruited without a fixed term or upper age limit. and all appointments are made in line with our Articles of Associa￿On and commitment to inclusion. On joining the Board, new trustees complete a structured trustee induction Programme, and all trustees are encouraged to engage in ongoing training and development. Thi5 rnay include external training or internal sessions typically including one group training opportunity per year. In accordance with our governance framework, trustees undergo periodic reviews, with the first review typically taking place after three years of service. The Board meets formally on a quarterly basis, wlth meetings held in person and attended by members of the Senior Leadership Team and other staff as required. All trustees are also Directors of Catalyst Support Limited and contribute to the work of committees and working groups aligned to the charity's strategic priorities. None of the trustees/directors received, directly or indirectly, any remuneration from the charity during the year. Senior Leadership Team (SLT) The Trustee Board delegates the day-to-day management of Catalyst Support to the Chief Executive Offi'cer ICEOI, who is responsible for overseeing tlie delivery of the charity's services. operational performance, and compliance with service level agreements and key performance indicators. The CEO meets regularly with the Chair of Trustees and works closely with the Board to ensure the charity's mission and values are ernbedded in all areas of service delivery. The Senior Leadership Team ISLTI is responsible for leading the organisation through an increasingly complex and changing external environment. The SLT sets strategic direction. oversees operational delivery, and ensures the charity continue5 to adapt to emerging needs, funding pressures, and policy developments. With a blend of expertlse In service deslgn. Opera￿Onal delivery. finance, and workforce leadership, the SLT plays a vital role in ensuring Catalyst Support remains resilient, innovative, and person-centred. Their leadership helps cultivate a culture of collaboration. accountability. and continuous improvement across the organisation. The salary of the CEO is reviewed at least biennially by the trustee members of the Finance Sub-committee and Chair of Trustee5. Other SLT salaries are subject to an annual benchmarking review. Strategy and oversight The services provided are evaluated in governance board meetings alongside trustees in relation to the charity's short- and long-term strategicgoals. The senior leadership team's proposals serve as the foundation forthe charity's ability to secure funding for its operations. Committees and working groups play a crucial role in ensuring that our activities align with our mission and vision, helpin8 U5 stay focused on what matters m05t: supportin8 people. Feedback and recommendations from the committee5 and working groups are essential in guiding decision-making processe5 Within the charity. Our governance committees that trustees serve on include Finance. Remuneration. and Investments. Strategy and Business Development, Best Practice and Operational Performance, Health and Safety, and Digital, Data, and Information Governance. It is important that our employees have clear goals and are following the direction and ethos of the charity. The current strategy provides this vision to keep us all focused on our aims. It is essential that everyone within the charity understands and supports the strate8y to work towards our common goals effectively. 8y involvin8 various stakeholders in the development process, we ensure that the strategy is reflective of the charity's values and objectives. Promoting a diverse and inclusive environment is essential for creating innovation and collaboration among team members. By embracing different perspectives and backgrounds, we can create a stronger, more resilientworkforce that is better equipped to tackle challenges and drive success. We regularly measure key performance indicators IKP151 through a comprehensive integrated performance monitoring systems to ensure that our strategic objectives are being met and that the charity's actsvities are leading to measurable outcomes. Sustainability is a core focus of our long-term planning. We are committed to integrating Sustainable practices In our operations and finances to ensure our stability and capacity to thrive for years to come. To support this, resource allocats'on is carefully managed to prioritise initr'atives that align with our strategic goals, ensuring we make the best use of available resources to make the bi88est dlfference. By incorporating performance monitorin8, risk management, sustainability, and strategic resource allocation, Catalyst Support ensures robust oversight and a clear path toward achieving our mission, both in the short and lon8 term. Strategic Pillars llllll Policies and governance The trustees work close.ly with the Senior Leadership Team to develop, review, and uphold a comprehensive suite of policies and procedures that guide Catalyst Support's operations. These policies cover key areds including safeguarding. equality and diversity, health and safety, data protection, fi'nance, and ethical practice. All policies are reviewed regularly to ensure they remain compliant with current legislation, reflect best practice. and support the charity's Strategic objectives. To ensure that all employees are aware of, and adhere to. its policies, a structured induction programme, ongoing training. team briefings, and regular updates are In place. All policies are readily accessible via our internal systems and communicated promptly when revisions occur. Risk approach There is a low to moderate overall risk appetite. We take a cautlous approach in areas that may impact compliance, safeguarding, reputation. or financial stability, where the potential for harm or disruption is high. However, we maintain a moderate to hi8h-risk appetite in areas that promote innovation, learning, and strate8iC 8rowth, particularly where the benefi'ts to clients and communities are clear and risks can be mitigated. This includes pilotin8 new Service models, developing digital tools, and contributing to system transformation. This balanced approach enables us to remain agile and forward-looking, while upholding our duty of careto clients, employees, volunteers, and partners. Prlnclple rlsks and mltlgatlons Include: Loss of statutory contracts or changes in commissioning arrangements: we maintain strong relationships with cornmissioner5; align Services Wlth ICS and local prioritie5; scenario plan for income diversification and activelv participate In system-level planning {e.8. VCSE Alliance, MHIFI. Difficulty in attracting. retaining, and developing employees in a competitive labour market. We offerenhanced recruitment supportand have acce55 to external HR expertise. We also run an employee wellbeing programme, and work to improve internal career development. System-wide public sector funding instability: We maintain unrestricted reserves, advocate for VCSE sector funding, contributes to strategic influenclng at Alliance and ICS levels, and pursues matched funding and diversified contribute. Inability to evidence impact or demonstrate value.. We embed outcorne measurement tools le.g. Outcome Stars, WEMWBSI, report regularly to funders and trustees and invests in data efficiencies and evaluation. Future plans: Delivering Catalyst future As part of Catalyst Future. our roadmap for sustainable, impactful growth, we are focused on expanding our reach, deepening our impact, and ensuring that all services are accessible, trauma-informed, and person-led. Our priorities for the year ahead include the following initiatives: Expanding reach and accessibility We are committed to reaching more people by extendin8 our community-based and outreach services. particularly to those experiencing mental health challenges, substance use, or housin8 instability. Our focus 15 on ensuring that support is visible, inclusive, and easy to access, removing barriers so that everyone who needs help can receive it without delay or stigma. Strengthening partnerships and system integration By deepening our relationship5 With local authorities, Integrated Care Boards, universities, and voluntary sector partners, we aim to create a more cohesive support network. We are embedding mental health and wellbeing into wider community health programmes and Integrated Neighbourhood Teams to ensure individuals receive joined- up care that meets their needs holisticallv. Embedding co-design and co-production We value the voice of lived experience and are committed to involving clients, volunteers, and our lived experience workforce in shaping the services we deliver. Through training and leadership opportunities, we empower individuals to influence decisions and co-create solutr'ons that drive meaningful and lasting change. Delivering holistic, integrated support Our approach focuses on providing compassionate, wraparound care by strengthening early intervention and outreach through specialist roles. We continue to embed trauma-informed practlces across all our teams to ensure every person feels safe, heard, and supported In their journey towards recovery. Building financial sustainability To ensure the lon8evityof our services, we are investing in digital fundraising, local community events, and buildin8 relationships wlth corporate partners. We are also exploring new and innovative funding models that reduce our reliance on traditional grants, enabling us to invest more into what matters people and their recovery. These priorities ensure we remain at the forefront of voluntary sector leadershlp in Surrey. dellvering high-impact, inclusive, and future-focused services in line with our values of kindness, integrity• and commitment. Ilnlllllllllll ii¢¢fy Ro(k*it an4J Drennin Warren Rockett and Catalysi Supp Ac-k,nowledgement We extend our deepest gratitude to the donors, employees, volunteers, partners, and commissioners who make our work possible. Your dedication, trust, and generosity are the foundation of everything we achieve at Catalyst Support. O To our donors: thank you for believing in our mission and investing in the people we support. Your generosity enables us to deliver life-changing services and expand our reach where it is needed most. O To our employees.. your expertise, compassion, and commitment to our values of kindness. integrity, and commitment are what bring our services to life. You inspire change every day. O To our volunteers: your t5me and care are Invaluable, Whether supporting Catalyst Counselling, the bookshop, administrative support or community-based services, your contributions reflect the heart of Catalyst Support. O To our partners.. we are grateful for your collaboration and shared ambition to improve lives. Together, we are creating more inclusive communities and developing innovative responses to complex needs. O To our commissioners- thank you for your continued trust and investment. Your support allows us to deliver essential services and respond flexibly to the evolving needs of our communities. Each of you plays a vital role in advancing our mission. Your collective efforts remind us of the power of working together to SUPPOrt wellness and build a more hopeful future. Thank you for being part of the Catalyst Support journey. 4 fA (fMYITIES p•ovDiY p*ffO￿ynD*• 145 Financial review Income and expenditure 2024/25 has been a challengingyearfinanciallyfor the charity, with a deficit of £1479kl forthe year. This has been combination of a challenging funding environment, increased cost, including the National Insurance increases, one off cost and general inflationary pressures. Despite this, the trustees and the SLT consider the charity's financial position remains sound and able to support its increasing number of service users, employees and volunteers engaged in a wide range of community services and support programmes. The sustainability of the charity has been a major focu5 of both the board and SLT over the past 6 months. Total Income for the charity for the year under review amounted to £4.8m (23124: £4.4ml. Group income rose to £S.Im {23124- £4.8ml which included income of £332k {23124: £398kl from its social enterprise subsidiary, Alpha Community Outreach Ltd. After group expenditures of £5.6m {23124: £4.9m) the charity recorded a consolidated deficlt of £479k for the year under revlew123124.. defi'cit of £65kl. We remain committedto responsible financial stewardship, ensuring that every pound we receive is used effectively to support our mission and the people we serve. Following a year of transition that has seen investment in a new head office location and the upgrading of digital infrastructure, plans are in place to stabilise the future of the group going forward, as evidenced In the section on Reserves and Golng Concern. loy. 82% supported essential operational infrastructure such as digital platforms, facillties, and service evaluation. of total expenditure was directed towards frontline services, including cou nselling, crisis su pport, outreach, and community-based interventions. 8/ Our annual accounts are independently audited and submitted to the Charity Commission in accordance with regulatory requirements. We also maintain strong internal financial controls and regularly report to the Board of Trustees to ensure transparency, accountability, and alignment with our charitable purpose. covered governance, leadership, and fundraising costs. Key sources of income Our income is derived from 3 diverse mix of funding sources, which helps maintain stability and independence in service delivery. In 2024125, our primary income streams included: Commissioned contracts from statutory partners, including Integrated Care Boards IICBS), local authorities, and Public Health. Grants from charitable trusts and foundations to support innovation, outreach, and targeted community projects. Donations from Individuals, businesses, and philanthropic supporters. Fundraisin8 events and campaigns run by our dedicated supporters and employees. Partnership funding through multi-agency collaborations such as the Mental Health Investment Fund {MHIF). Reserves The trustees are fully aware of the need to retain a sufficient level of reserves to support future endeavours and developments, to support the charity's contractual obligations and day-to-day operations in the event of unforeseen shortfalls such as the loss of a major source of income. and to provide working capital where funding is paid in arrears or delayed. A suffi'cient reserve Is also needed to comply with legislation and best practice and to demonstrate to our funders and partners that the charity is financially secure and well managed. The charity's reserves policy reflects these requirements while reco8nising that our objectives of requiring the delivery of services must be the prime focus for use of funds, Durin8 the year, unrestricted reserves fell below the minimum threshold set out in the Reserves Policy. In response, the trustees initiated a two-year recovery programme. The trustees aim to hold free reserves equivalent to 2-3 months of operating expenditure. At this level, the trustees consider that, in the event of adverse movements in income or c05ts-including reductions, delays or non-renewals in funding and unavoidable cost increases outside the charity's control-free reserves, together with recurring income streams, should enable the charityto maintain current activities while securing additional income andlor adjusting expenditure. Re511ience, Investment and recovery In 2024 we reported a deficit driven by deliberate, time-limited investments in our operating platform: a digital upgrade, relocation to a central hub, enhanced internal support during change, and targeted staffing to meet service demand In a tOU8h fundin8 climate. These Investments have strengthened compliance, data, and delivery capacity- foundatlons for long-term resllience. For2025,Trustees have approved a balanced budgetthat protects critical investments while strengtheningfinancial discipline and rebuilding reserves to sustainable levels by 2026. Investment guardra115 and assurance Time-boundand reprioritised (notadditive)spend; monthlyrun-ratecontrol.rolling13-weekca5hflow.strengthened Reserves Policy; and clear payback tests le.g., lower back-office cost-to-income ratio, reduced agencylovertime, improved renewal rates and data timeline551. If triggers are missed, spend is paused or re-scoped. Outlook With the platform now stronger and governance tighter, we enterthe current financial year able to protert services, improve value for money, and hopefully rebuilding reserves by 2026- balancing prudent Cost control with targeted Investment that Sustains resilience. 41 Going concern In meeting their obligation to consider the going concern status of the charity, the trustees have reviewed budgets and forecasts forthe coming yearto 31st March 2026 and where possibleto September 2026. Theyhave considered the organisation's abilityto fund its activities and to find new sources of income and funding. The trustees consider that the forecasts prepared are appropriate and that the organisation can reasonably expect to fund its projects and activities until at least September 2026. The charity's progress in meeting its forecasts will continue to be monitored and mitigating actions taken where necessary. Given the action already in place and monitored by trustees and the senior leadership team of Catalyst Support and Alpha Community Outreach Limited, the trustees have concluded that it is approprlate to consider the organi5atlon a going concern. Financial policies Financial policies are approved by the trustees and airn to mlnimise exposure to risk wherever possible. The charity prepares an operating budget at the beginning of each fi'nancial year with revised forecasts during the year. Expenditure is closely monitored against budget and detailed financial reports for each project are reviewed quarterly by members of the Finance Committee and trustees who additionally review the Company's balance sheet, cash flow and reserves position. The reserves policy has been re-written and during a year of transitlon to a new head office location, a digital upgrade including a new financial system, which increased pressure on resources and led to a larger than budgeted deficit for the year. In line with the reserves policy, plans are alreadv in place to Stabilise the financial position over the short and medium term. There were no breaches of any of the charity's other financial policie5 in the year under review. Financial information on services is provided to the service managers of those projects and tothe Senior Leadership Team on a monthly and quarterly basis. The Senlor Leadershlp Team, supported by the trustees, have sought to manage the charity's income and expenditure in such a way that commissioners can readily see the value which is being generated by its activities. All surpluses are held in cash, there are two short-term deposits in place, and there is no medium- or lon8-term Investrnent5. Cash balances are reviewed by the Finance Commlttee each quarter. Auditing and internal controls A robust system of Internal controls is maintained to ensure financial accountability. integrlty, and transparencv across all areas of the charity, The charity's financial statements are subject to an annual independent external audit, conducted in line with all relevant statutory and regulatory requirements. This process ensures that financial reporting is accurate, compliant with charity accounting standards ISORPI, and free from material misstatement. In addition to the external audit, internal audits are conducted periodically to assess the effectiveness of financial systems, Identify areas for improvement, and ensure that all financial policies and procedures are bein8 consistently applied. Oversight of both the internal and external audit processes is provided by the Finance Sub- Committee, a formal sub-group of the Board. The committee reviews audit finding5, monitors the implementation of recommendations. and ensures continuous improvement of fi'nancial controls and compliance processes. The 8oard of Trustees receives re8ular financial and performance reports, which are reviewed against agreed budgets, targets, and strategic priorities. This supports informed decision-making. Strengthens risk oversight, and ensures that Catalyst Support remains allgned with its flnancial and regulatory obligatlons. Investm"erits We do not invest as a charity other than the deposits it retains in accordance with its reserves policy. In 202412025, two short term deposits matured. Investments were made with a cash platform to the value of £260,000 with individual banks, therefore guaranteed under FSCS. The charity seeks funds, principally from the statutory sector, to undertake activities that they alone cannot undertake. It also seeks charitable contributions from the public, grant making organisations, and the government. Relocation of headquarters In late 2024, we relocated our headquarters from Guildford to Woking. This move represents a significant investment in the charity's future and was guided by our commitment to: Accessibility- the new space offers improved access for employees, volunteers, and clients. Collaboration- open-plan and dedicated spaces promote cross-team working and integration. Sustainability- the site offers long-term cost-efficiency and environmental benefits. The new headquarters reflects our commitment to both people and sustalnability con5011datin8 our estates to ensure the health and safety of our staff, reinvesting the resulting savings into a welcoming, trauma-informed environment that better supports our operational model and embodies our values. Employee wellbeing• relations, and organisational culture Over the past year, we have continued to prioritise the wellbeing of our employees and volunteers, fostering a supportive and inclusive working environment. We have strengthened our commltment to employees and volunteers by investing In employee relatlons enhancing our focus on wellbeing, engagement, inclusivity and a positive working culture, Regular check-ins and open communication and dialogue have helped foster a more supportive environment, and we continue to increase collaboration across the charity contributing to greater alignment, transparency and a shared purpose across the charitv. Statement of fundraising information Catalyst Support is re8iStered with the Fundraisin8 Regulator, dernonstratingourcommitment to ethical fundraising and compliance with recognised industry standards. While a portion of our income is generated through public donatlons and community fundraising events, we do not engage professional fundraisers or work with commercial fundraising agencies. No complaints were received about our fundraising practices during the year. We maintain a clear donation policy that protects the people we support. This 15 Particularly important in safeguarding individuals who may be vulnerable. All fundraising activities are governed by an establlshed protocol, designed to ensure alignment with our organisational values of kindness, integrity, and commitrnent. Our marketing and fundraising tearn provides oversight and guidance to ensure all proposals meet our ethical and operational standards. Adjustments are made where necessary to maintain quality and consistencv, During the reporting year, we received 301 donatsons totalling £9,254 throu8h JuptGiving, Key fundraising activities included: Two Big Give match-funding campaigns.. O Kind2Mind raised £5,500 for the Catalyst Counselling service O Women & Girls Fund raised over £6,000 for the Women's Support Centre, Surrey Events-based fundraising included two Surrey Half Marathons, which raised a combined total of £4,000 We extend our Sincere thanks to all our donors, volunteers, and partners. Your generous support ha5 been instrumental in enabling Catalyst Support to reach thousands of individua15 across Surrey. Together, you help us provide life-changing services to people facing mental health challenges, substance use Issues, and social exclusion. We are deeply grateful for your continued belief in our mi55ion to support wellness together. Statement of disclosure to auditors Insofar as the Trustees are aware: There is no relevant audit information of which the charitable company's auditors are unaware The Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information. Thls report has been prepared having taken advantage of the small companies, exemption in the Companies Act 2006. This report was approved and authorised for issue by the Trustees and signed on its behalf by: Yvonne Louise Rees Chair of Trustees Date: 1211212025 Our funders and supporters r OFFICE OFTHE POLICE & CRIME COMMISSIONER FOR POLICE & CRIME SURREY SURREY COMMISSIONER COUNTY COUNCIL Hampshlre & Isle of Wlght ommunity Foundation for Surrey Local giving for local need ThÉ NATIONAL LOTT£RY' The fbnnis Scott oundatson Ainoldllur COMMUNITY FUND co ABigGive Foundation SPORT ENGLAND GHCO SPELTHORNE oflouG￿ CtWPIGIL SHANLY FOUNDATION Duplo s¢yK-=Ix CATALYST SUPPORT LIMITED (A Company Limited by Guaranteè) STATEMENT OF TRUSTEES, RESPONSIBILITIES FOR THE YEAR ENDED 31 MARCH 2025 The Trustees (vtho are also the Directors of the Charity for the purposes of company law} are responsible for preparing the Trustees, Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the Trustees to prepare financial statements for each financial year. Under company law. the Trustees must nol approve the financial statements unless they are satisfied that they give a true and fair view of Ihe state of affairs of the Group and the Charity 2nd of their incoming resources and application of resources, including th8ir income and expenditure. for that P8riod. In preparing these financial statements. tha Trustees ar8 required to: select suitable accounting policies and then apply them consistently,. observe the methods and principles of the Charities SORP (FRS 102).. make judgements and accounting estimates that are reasonable and prudent; state whether applicable UK Accounting Standards (FRS 102) have been followed, subjecl to any material departures dlsc105ed and explained Sn the financlal statements; prepare the financial statements on the going concem basis unless it is inappropriate to presume that the Group and Charity will continue in business. The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explaln the Group and th8 Charitls transactlons and dis¢los8 with reasonable accuracy at any tim8 the financial position of the Group and the Charity and enable them to ensure Ihat the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Group and the Charity and hence for taklng reasonable steps for the prevention and deteclion of fraud and other Irregularities, In so far as the Trustees are aware., there Is no relevant audit infomiation of which the Group and Charity's audilor is unavMre,' and the Trustees have taken all steps that they ought to have taken to make themsalves aware of any relevant audit information and to estsblish that the auditor is aware of thal information. Approved by order of the Members of the Board of Trustees and signed on its behalf by: Yvonne Loulse Rees Chair Date.. 1211212025 Page 46 CATALYST SUPPORT LIMITED (A Company Llmlted by Guarantee) INDEPENDENT AUDITORS. REPORT TO THE MEMBERS OF CATALYST SUPPORT LIMITED Oplnlon We have audited the financlal statements of Catalyst Support Limited (the 'parent charitable companv) and its subsidiary (the 'Group') for the year ended 31 March 2025 which cornprise the Consolidated Statement of Financial Activities, the Consolidated Balance Sheet, the Charity Balance Sheet, the Consolidated Statement of Cash Flows and the relaled notes, Including a summary of signlllcant accountlng pollcles. The financlal 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 falr vlew of the state of the Group's and of the parent charltable companys affalrs as at 31 March 2025 and of the Group's incoming resources and applicats'on 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 Companles Act 2006 and the Charities Act2011. Basis for opinion We conducted our audit in accordance with InternatSonal Standards on Auditing (UK) {ISAs (UK)) and applicable law. Our responsibllities under those standards are further described In the Auditors, responsibililies for the audit of the financial statements section of our report. We are independent of the Group in accordance with the ethical requirements that are relevant to our audit of the financial statements in the United Kingdom, including the Flnancial Reporting Council's Ethlcal Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtalned is sufficient and 8ppropriate to provide a basis for our opinion. Concluslons relatlng 10 golng concern In audiling 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 perfomied, we have not Identified any material uncertalntles relating to events or conditions that, indlvidually or collectively. mdy casl slgnlficant doubt on the GroLlP'8 nr the parent charltable CoMpan￿S ability to continue as a going concern for a period of at least twelve months from when the financlal statements are aulhorised for issue. Our responsibilltles and the responslbilities of the Trustees with respect to going concern a￿ described in the relevant sections of this report. Page 47 CATALYST SUPPORT LIMITED (A Company Limitod by Guarantee) INDEPENDENT AUDITORS, REPORTTO THE MEMBERS OF CATALYST SUPPORT LIMITED (CONTINUED) Othèr tnfornlation The other informats'on comprises the information included in the Annual Report other Ihan the financial statements and our Auditors, Report thereon. The Trustees are responslble for the other information contained withln the Annual Report. Our opinion on the financlal slatemenls does not cover the other information and, except to Ihe extent otherwise explicilly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other infomiation 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 in¢onsisten¢ies 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 p8rformed, we conclude that there is a material mlsstatement of this other information, we are required to réport that fact. We have nothlng to report in this regard. Oplnlon on olher matters prescrlbed by the Companles Act 2006 In our oplnion, 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 whl¢h we aro roqulrod to report by exceptlon 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 r8POrt in respect of the following matters in relalion to which Companles Act 2006 requ1￿$ us to report to you If, in our opinion.. the parent charitable company has not kept adequate and sufficient accounting records, or retums adequate for our audit have not been recelved from branches not visited by us- or the parent charitable company financial statements are not in agreement viith the accountlng 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; or the Trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage ol the small companies. exemptions in preparing the Trustees, Report and from the requirement to prepare a Strategic Report. Responslbllltles of Trustees As explained more fully in the Statement of Trustees, Responsibilities, 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 Ihal they give a true and fair view, and for such Inlernal 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. Page 48 CATALYST SUPPORT LIMITED (A Company Limited by Guarant•e)- INDEPENDENT AUDITORS. REPORT TO THE MEMBERS OF CATALYST SUPPORT LIMITED (CONTINUED) In preparing the financial statements, the Trustees are responsible for assessing the Group's and the parent charitabl8 companls ability to continue as a going concern, disclosing, as applicable. matters related to going concem and using the going concem basis of accountlng unless the Trustees either intend to liquidate the Group or the parent charitable company or to cease operations. or have no realistic altemative but to do so. Audltor re8ponslbllltles for the audlt of tho flnanclal statements Our objecdves are to obtaln reasonable assurance about whether the financial statements as a whole are free from material misststement, 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) wlll always detect a material mlsstatement when 11 exlsts. Mlsslalements can arise from fraud or error and are considered material if. indivldually 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 malerial misstatemenls in respect of irregularities, Including fraud. The extent lo which our procedures are capable of detecting irregularities, including fraud is detsiled below., Obtaining an understanding of the legal and regulatory frameworks that the entity operates in, focusing on those laws and regulations that had a direct effect on the financial statements; Enquiry of management and those charged wlth govemance to identify any Snstances of known or suspected instances of fraud., Enquiry of management and those charged with governance around actual and potentlal litigatlon and claims., Enquiry of management about any instances of non-compliance with laws and regulations. Reviewing the control systems in place and testing the effectiveness of the controls; Performing audit work over the risk of management override of controls. including testlng of joumal entries and other adjustments for approprialeness. Evaluatlng the business rationale of slgnlficant transactions outside the normal course of buslness. Reviewlng accounting ests'mates for bias; Challenging assumptions and judgements made by management and Trustees on significant accounting estimates., Reviewing minutes of meetings of thos6 charged with governance., and Reviewing financial statement disclosures and testing to supporting documentation to assess Compliance with applicable laws and regulations. Because of the inherent limiiations of an audit. there is a risk that we will not detect all irregularibes, 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. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's webslte at: www.frc.o .uklauditorsres onsibilities. This description forms part of our Auditors, Report. Page 49 CATALYST SUPPORT LIMITED IA Company Llmlted by Guarantee) INDEPENDENT AUDITORS. REPORT TO THE MEMBERS OF CATALYST SUPPORTLIMITED (CONTINUED) Use of our report This report Is made solely to the charitable cornpanls Members, as a body, In accordance with Chapter 3 of Part 16 of the Companies Act 2006. and to the charitable companvs Trustees, as a body, Part 4 of the Charlties (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charitable companws 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 lis Members. as a body. for our, audit work, for this report, or for the opinions we have formed. Stuart McKay Bsc FCA DChA (Senlor Statutory Audltor) for and on behalf of MHA Statutory Auditor London, United Kingdom Date: 1711212025 MHA is th8 trading name of MHA Audlt Serwlces LLP, a limited liability partnership in England and Wales (registered number OC455542}. Page 50 CATALYST SUPPORT LIMITED (A Company Llmlted by Guarantee) CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2025 Unrestrlcted funds 2025 Restrlct•d funds 2025 Total funds 2025 Tot81 funds 2024 Note Income from: Donations Charitable activities Other trading activltles Bank interest receivable 2S,420 4,316,407 375,266 8.043 2.483 449.059 27,903 4,765,466 375,266 8.043 96,578 4.323,319 426,688 17 Total Income Expendltur• on: Raislng funds trading actlvities Chariiable activities 4,725,136 451,542 5,176,678 4, 846,602 332,953 4.814,238 332,953 5.248.032 390,306 4,521.175 433,794 Total expendlture 5.147,191 433,794 5.580,985 4,911,481 Net movement In funds (422,055) 17,748 1404.3071 (64, 879) Reconclllatlon of funds: Total funds brought forward Net movement in funds 826,426 (422,055 38,151 17,748 864,577 1404,307) 929,456 (64,879) Total funds Carrled forward 404,371 55,899 460,270 864,577 The Consolidated Statement of Financial Activities includes all gains and losses recognised in the year. All income and expenditure derives from continuing activities. The notes on pages 56 to 83 form part of these financial statements. Page $1 CATALYST SUPPORT LIMITEO (A Company Llmlted by Guarantee) REGISTERED NUMBER: 3689561 CONSOLIDATED BALANCE SHEET AS AT 31 MARCH 2025 2025 2025 2024 2024 Note Flxèd assets Intangible assets Tangible assets 13 14 39,980 35, 180 39,980 35, 180 Current assets Debtors: Amounts falling due within one year Cash at bank and in hand 16 21 625,689 1,673,728 399,616 1.163.576 2.299,417 1,563, 192 Creditors.. Amounts falling due within one year 17 (1,879,127) (733, 795) N•t curront assets 420,290 829,397 Total net asse1$ 460,270 864,577 Funds Restricted funds Unrestrlcted funds 18 55,899 38. 151 Designated funds General funds 18 18 50,000 776,426 404.371 Total unrestricted funds 18 404,371 826.426 Total funds 460,270 864,577 The Trustees acknowledge thelr responslbllllles for complylng wlth the requlrements of th8 Act with respect to accounting records and preparation of financial statements. The financial ststements have been prepared in accordance with the provisions applicable to entities subject to the small companies regime. The financial statements were approvéd and authorised for issue by the Trustees and signed on their behalf by.. Yvonne Louise Rees Chair Date.. 1211212025 The notes on pages 56 to 83 fomi part of these financial statements. Page 52 CATALYST SUPPORT LIMITED (A Company Limited by Guarantee) REGISTERED NUMBER: 3689561 CHARITY BALANCE SHEET AS AT 31 MARCH 2025 2025 2025 2024 2024 Note Fixed assets Intangible assels Tangible assets Investments 13 14 38,024 100 31,624 100 15 38,124 31, 724 Current assets Debtors: Amounts falllng due within one year Cash at bank and in hand 16 608,007 1,631,933 349, 709 1, 131, 171 2,239,940 1,480,880 (656. 192) Creditors: Amounts falllng due wlthln one year 17 (1,831,872> Net current assets 408,068 824,688 Total net assets 446,192 856,412 Charlty funds Restricted funds Unrestrlcted funds 55,899 38,151 Designated funds General funds 18 18 50,000 768, 261 390,293 Totsl unrestricted lunds 390,293 818.261 Total funds 446,192 856,412 The charl1￿8 net movement in funds for the year was £(410.220) (2024 - £(72,868)). The Trustees acknowledge their responsibilities for complwng with the requirements of the Companies Act 2006 with respect to accounting records and preparation of financial statements. The financial statements have been prepared in accordance wlth the provisions applicable to entities subject to the small companies regime. Page 53 CATALYST SUPPORT LIMITED (A Company Limited by Guarantee) REGISTERED NUMBER: 3689561 CHARITY BALANCE SHEET (CONTINUED) AS AT 31 MARCH 2025 The financial statements were approved and authorised for issue by the Trustees and signed on their behalf by: Yvonne Louise Rees Chair Date: 1211212025 The notes on pages 56 to 83 form part of these financial statements. Page 54 CATALYST SUPPORT LIMITED IA Company Llmited by Guarantee) CONSOLIDATED STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2025 2025 2024 Nota Cash flows from operatlng a¢tlvltles Net cash used in operating activities 20 516,509 (843,622) Cash flows from Investlng actlvltles Bank interest receivable Purchase of tangible fixed assets 8,043 {14,400) 17 (14,507) 14 Net cash used In Invostlng actlvltles {6,357) (14,490) Change In cash and cash equlvalents In the year Cash and cash equivalents at the beginnlng of the year 510.152 (858. 112) 2.021,688 1.163.576 Cash and cash equlvalenls at the end of thé year 21 1,673,728 1,163,576 The notes on pages 56 to 83 fonn part of these financial statements. As the Group and Charity does not have any debt, an analysis of net debt has not been produced. Page 55 CATALYST SUPPORT LIMITED {A Company Limited by Guarantee NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Goneral Inforniallon Catalyst Support Limlted is a charitable company Ilmlted by guarantee and is registered with the Registrar of Companies (Company Registered Number: 3689561) and the Charity Commission (Charity Registered Number: 1075892) in England and Wales. In the event of the Group being ￿￿Und up. the liability in respect of the guarantee is limited to £10 per member of the Group. The address of the registered office Is given in the Group information on page 1 of these financial ststements. Accountlng pollcles 2.1 8asl8 of preparatlon of flnanclal statements The financlal statements have been prepared In accordance wlth the Charitles SORP IFRS 102) Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance V￿th the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 102). the Financlal Reporting Standard appllcable in the UK and Republic ol Ireland (FRS 102) and the Cornpanles Act 2006. Catalyst Support Llmited meets the definition of a public beneflt entlty under FRS 102. Assets and liabilities are inilially recognised at historical cost or transaction value unless otherwise staled in the relevant accounting policy. The financial statements are prepared in sterling which is the functional and presentational currency of the Group and are rounded to the nearest pound. Th8 Consolidat8d Statement of Flnancial Actlvlties (SOFA) and Consolidated Balance Sheet consolidate the financial statements of the Charity and its subsidiary undertaking. The results of the subsidiary are consolidated on a Ilne by line basls. The Charity has taken advantage of the exemptlon allowed under section 408 of the Companles Acl 2006 and has not presented its own Statement of Financial Aclivities in these financial statements. 2.2 Golng concern The Trustees have assessed the use of going concem and have considered possible events or conditions that might cast significant doubt on the ability of the Group to continue as a going concem. The Trustees have made this assessment for a period of at least one year from the date of tha approval of these financial statements. The Trustees have concluded that there is a reasonable expectation that the Group has adequate resources to continue in operational existence for the foreseeable future. The Group therefore continues to adopt the going concem basis in preparin9 these financial statements. The Trustees are not aware of any post balance sheet events which would have a material impacl on Ihese financial statements. Page 56 CATALYST SUPPORT LIMITED (A Company LSmit•d by Guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Accounting pollcles (continu8d) 2.3 Income All income is recognised once the Group has entitlement to the Income. It Is probable that the Income wlll be received and the amount of income receivable can be measured reliably. Income is deferred only when the Group has to fulfil conditions which they are uncertain they are able to fulfill before being entitled to the income. Grant income comes from the National Lottery Community Fund and other donors. Other Incorne comes mainly from statutory bodies, including Surrey County Council. Surrey and 8orders Partnership NHS Foundation Trust, the Office of the Police & Crime Commissioner for Surrey, Surrey Police and Local Borough Councils. 2.4 Expondlture All expenditure Is accounted for on an accruals basis and has baan classifled under headlngs thal aggregate all costs related to the categories. Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefil to a third party. it is probable that a transfer of economic benefits will be required in settlement and the amount ol the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which ar8 not attributable to a slngle activity are apportioned belween those activities on a basls consistent with the use of resources. Central staff cosls are allocated on the basls of time spent. and depreclatlon charges allocated on the portion ol the asset's use. Expenditure on charitable activities is incurred on directly undertaking the activlties which further the Group's objectives, as well as any associated support costs. Redundancy and termination payments are recognised immedlately upon becoming a constructive obligation. All expenditure is inclusive of irrecoverable VAT. 2.5 Employee beneflts When employees have rendered service to the Charity. short-term employee benefits to whlch the employees are entitled are ￿cOgnised at the undiscounted amount expected to be paid in exchange for that seprfice. The Charity operates a defined benefit pension plan for the benefit of its employees. A liability for the Charilrfs obligations under the plan is recognised net of plan assets. The net change in the net defined benefil liability is recognised as the Cost of the defined benefit plan during the period. Pension plan assets are measured at fair value and the defined benefit obligation is measured on an actuarial basis using the projected unit method. Page 57 CATALYST SUPPORT LIMITED (A Company Limited by Guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Accounting policies (contlnued) 2.6 Intèrest r•celvabl• Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the Group; this is normally upon notrfication of the interest paid or payable by the institution with whom the funds are deposited. 2.7 Taxatlon The Charity is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporatlon tax purposes. Accordingly, the Charity is potentially exempt from taxation in respect of income or capital gains received wlthln categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992. to the ext8nl that such income or galns are applied exclusively to charitable purposes. 2.8 Tangibl• fixèd assets and depre¢latlon Tangible fixed assets costing £5,000 or more are capitalised and recognised when future economic benefits are probable and the cost or value of the asset can be measured reliably. The £5,000 capitalisation limit is reduced for computer equipment, such as laptops to £NIL so that a good record of computer equipment can be maintained, and motor vehicles held within the subsidiary. Tangible fixed assets are Initially recognised at cost. After recognltion, under the cost model. tangible fixed assets are measured at cost less accumulated depreciation and any accumulated Impairment losses. All costs incurred to bring a tangible fixed asset into its intended working condition should be included in the measurement of cost. Depreciation is charged so as to allocate the cost of tangible lixed assels less their residual value over their eslimated useful lives, using the straight-line method. Depreciation is provided on the following basis: Motor vehlcles Fumlture and equlpment Computer equipment 50Y• 2.9 Intanglble assets - goodwlll Goodwll arising on business combinations is capitalised, classified as an asset on the balance sheet and amortised on a straight line basis over its useful life, which should not exceed ten years if a reliable estimate of the useful lrfe cannot be made. 2.10 Investments Investments in subsidiaries are valued at cost less provision for impairment. 2.11 Debtors Trade and other debtors are recognised at the settlemenl amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. Page 58 CATALYST SUPPORT LIMITED (A Company Llmft•d by Guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Accounting policies Icontinued) 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 maturlty of three months or less from the date of acquisition or opening of the deposit or similar account. 2.13 Liabilities and provlslons Llabililies are recognlsed when there Is an obligation at the Balance Sheet date as 8 result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Liabilities arè rècognised at the amount that the Group anticipates it will pay to Sèttle the debt or the amount it has received as advanced paym8nts for the goods or services it must provide. Provisions are measured at the best estlmate of the amounts requlred to settle the obligatlon. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised in the Consolidated Statement of Financial Activities as a finance cost. 2.14 Flnan¢lal Instruments The Group only holds basic Financial Instruments. The financial assets and financial liabilities of the Group are as follows: Debtors trade and other debtors are baslc financlal Instruments and are debt Instruments measured at amortised cost as detailed In Note 16. Prepayments are not financial instruments. Cash at bank- is classified as a basic financial instrument and is measured at face value. Liabilities trade creditors, accruals and other creditors will be classified as financial instfumenls, and are measured at amortlsed cost as detailed in Notes 17. Taxation and social security balances are not induded in the financial instruments disclosure. 2.1 S Operatlng leases Rentals pald under operating leases are charged to the Consolidated Statement of Financial Activities on a straight Ilne basls over the lease temi. Pag8 59 CATALYST SUPPORT LIMITED (A Company Llmlted by Guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 A¢¢ountlng pollcles (contlnuad) 2.16 Pensions The Group operates Iwo pension schemes for its employees'.- a) A defined contribution workplace scheme which Is available to all eligible employees. The Charity contributes at rates recommended under govemment auto-enrolment procedures. b) The Group is also a participating employer in the defined benefit Local Government Pension Scheme known as the Surrey County Council Pension Fund ("the Fund.) which is now closed to the Group's new employees. The assets and liabilities of the Fund are not separately Idenliflable to each employer. The assets of the scheme are held separately from those of the Group In an independently administered fund and pensions payable under the scheme are based on final pensionable salary. This scheme is the Local Govemment Pension Scheme administered by the Surrey County Council. who also arrange for triennial actuarial reviews to be carried out. The latest actuarlal valuation was carried out as at 31 March 2022. The operating COSt5 of providing these benefits are recognised In the Consolidated Statement of Financial Aclivities in the accounting year in which the benefits are earned by the employees and related financing and other costs recognised in the year in which they arise. No other retirement benefits are provided. The pension charge represents the amounts payable by the Charity to each scheme in respect of the year, Contributlons are expensed as they become payable. 2.17 Fund accountlng General funds are unrestricted funds which are available for use at the discretion of the Trustees In furtherance of the general objectives of the Group and which have not been designated for other purposes. Deslgnated lunds comprise unreslrlcted 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 ststements. Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the Group for particular purposes. The costs of raising and admlnlstering such funds are charged against the specific fund. The aim and use of each restrlcted fund is set out in Ihe notes to the financial statements. Investment income, gains and losses are allocated to the appropriate fund. Page 60 CATALYST SUPPORT LIMITED (A Company Limited by Guarant••> NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Critical accountlng estimates and aroas of Judgement Estimates and judgements are continually evaluated and are based on historical experience and other factors. including expectations of future events that are believed to be reasonable under the clrcumstances. Critical accounting estimates arKI assumptions: The Charity makes estimates and assumptions conceming the future. The resulting accounting estimates and assurnptions will. by definition. seldom equal the related actual results. The estimates and assumptions that have a significant rlsk of causing a material adjustment to the carying amounts of assets and liabilities wlthin the next financial year are discussed below. The annual depreciation charge Is sensitive to changes in the estimated useful lives and residual value of assets. The useful lives and residual values are re-assessed annually and amended where necessary. The discount rate used for deficit reduction payments. Page 61 CATALYST SUPPORT LIMITED (A Company Llmlted by Guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Incomo from donations Unrestrlcted Rastrlcted funds funds 2025 2025 Total funds 2025 Donations 25.420 2.483 27,903 Unrestricled funds 2024 Reslricted funds 2024 Total funds 2024 Donations 91,288 5,290 96,578 Page 62 CATALYST SUPPORT LIMITED (A Company Limited by Guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 In¢ome from charltable actlvftles Unrestricted Restricted funds funds 2025 2025 Total funds 2025 Drugs and alcohol support Mental health and wellbeing Other projects 160.600 4.107.569 48,238 408,470 40.589 569,070 4,148.158 48,238 Tolal 2025 4,316,407 449.059 4,765,466 Unrestricted funds 2024 Restricted funds 2024 Total fvnds 2024 Drugs and alcohol support Mental health and wellbeing Other projects 244, 104 3,637, 148 60,005 352,857 29,205 596,961 3,666,353 60,005 Total 2024 3,941,257 382,062 4,323.319 Page 63 CATALYST SUPPORT LIMITED (A Company Llmlt•d by Guaranta•> NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Income from charitable activities (continued) Income from charitable activities indudes income received from the following govemment sources: 2025 2024 Surrey County Council National Lottery Community Fund Surrey & Borders Partnership NHS Trust Office of the Pollce & Crime Commissioner- Surrey Office of the Police and Crime Commissioner (Hants) Surrey Heath Borough Council NHS Surrey Heartlands CCG Guildford Borough Council Runnymede Borough Council Woking Borough Council NHS England HM Prison GP Federation Hants District Council Hanls BC Hardship Fund Spelthorne BC Arch Communlty Fund Lottery - lead partner MFT Community Foundation Surrey Comrnunity Championsl Making Every Contact Count 1.628.040 177,775 1,718,180 244,418 16,667 2,000 433,430 26,270 1, 558.442 151,414 1,647,935 177, 734 10,000 409,342 26,270 15,000 145,148 103, 295 89.971 100,000 20,000 59,643 30,000 2,510 6,000 10,682 40,589 6,350 25,000 4.637.525 4.244,580 Page 64 CATALYST SUPPORT LIMITED (A Company Llmlted by Guarante•) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Income from other tradlng activities Unrestrlcted funds 2025 Total funds 2025 Income from trading subsidiary Sale of donated goods 338,866 36.400 338,866 36,400 375.266 375,266 Unrestricted funds 2024 Total funds 2024 Income from trading subsidlary Sale of donated goods 398,278 28.410 398,278 28,410 426.688 426,688 Page 65 CATALYST SUPPORT LIMITED (A Company Llmlted by Guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Expenditure on raising funds - trading activities Unr•strlcled lunds 2025 Total funds 2025 Direct costs Support costs - Staff costs Support costs - Other costs Support costs - Depreciation 265,107 30,711 36,135 1,000 265,107 30.711 36,135 1,000 Total 2025 332,953 332,953 Unrestricted funds 2024 Tot81 funds 2024 Dlr8Ct costs Support costs - Staff costs Support costs - Other costs Support costs - Depreciation 314.295 31,483 44.028 500 314.295 31,483 44,028 500 Total 2024 390.306 390,306 Page 66 CATALYST SUPPORT LIMITED (A Company Limited by Guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Analysls of expendlture on charitable activltles - by fund Unrestrlcted Restrlcled fund$ funds 2025 2025 Total funds 2025 Drugs and alcohol support Mental health and wellbeing other projects 150.920 3,854.804 808.514 382.589 51,205 533,509 3.906,009 808,514 Total 2025 4,814.238 433,794 5,248,032 Unreslricted funds 2024 Reslricted funds 2024 Total funds 2024 Drugs and alcohol support Mental health and wellbeing Other projects 318,647 3,432,486 389,221 354,530 26,291 673, 177 3,458, 777 389,221 Total 2024 4,140,354 380.821 4.521, 175 Page 67 CATALYST SUPPORT LIMITED (A Company Llm5ted by Guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Analysis of expenditure on charitable actlvities - by type Actlvltles undertaken directly 2025 Support costs 2025 Total funds 2025 Drugs and alcohol support Mental health and wellbeing Other projects 458,708 3.292.677 74.801 613.332 808.514 533,509 3,906,009 808,514 Total 2025 3,751.385 1.496.647 5,248,032 Activilles undertaken directly 2024 Support costs 2024 Total funds 2024 Drugs and alcohol support Mental health and wellbeing Other projects 559,480 2,841,172 13,269 113,697 617,605 375,952 673, 177 3,458,777 389,221 Total 2024 3.413,921 1,107,254 4.521,175 Page 68 CATALYST SUPPORT LIMITED (A Company Limited by Guaranteo) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Analysls of expendlture on charltable actlvltles - by type {contlnued) Analysls of support costs Total funds 2025 Total funds 2024 staff costs Depreciation Other staff costs Premises costs Venue and evenl costs Bank charges offi￿ costs Technology costs Govemance costs Volunteers expenses Travel and subsistence Service level agreement costs 919,832 8,000 115,817 66.831 13.034 709.094 8,0( 96,451 51,713 13,058 2,617 93,019 43, 164 71.581 960 4,687 12,910 104,542 55.244 201.510 2,258 3,631 4,037 1,496,647 1, 107,254 10. Governance costs 2025 2024 Auditors. remuneration - Audit of the financial stalernents Auditors. remuneration - Taxation serrfices Auditors, remuneration - Other non-audit services Auditors, r8muneration - Under-accwal in prior periods Legal and professional fees Trustee meeling and training expenditure 21,600 1,150 5,700 27.780 190.560 18.500 1,050 5,400 50.554 387 Total 246.790 75,891 Included wlthln Gov8mance costs Is £9,550 (2024 - £7,750J of Auditors. remuneration incurred by the trading subsidiary. which has been recognised within Expenditure on ralsing funds. Page 69 CATALYST SUPPORT LIMITED (A Company Limited by Guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 11. Staff costs Group 2025 Group 2024 Charity 2025 Chan'ty 2024 Wages and salaries Social security costs Penslon costs 3,602,718 313,253 256,773 3,269, 753 201,588 231,938 3,350,239 289,289 238,382 2,983,310 174,491 204,638 4,172,744 3, T03,279 3,877,910 3,362.439 The average number of persons employed by the Group during the year was as follows: Group 2025 Gmup 2024 No. Employees 161 145 The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 was: Group 2025 No. Group 2024 No. In the band £60.001- £70,000 In the band £90,001- £100,000 The total amount of employee benefits received (including employerfs national Insurance and pension contributions) by Key Management Personnel is £92,662 (2024 - £149, 751). The Group considers its Key Management Personnel to comprise of the Trustees, the Chief Executive Officer of Catalyst Support Limited and the Managing Director of Alpha Community Outreach Limited (who ￿Signed during the year). There was one minimum statutory redundancy payment during the year (2024 - one), for the amount of £2.378 (2024 - £1, 122) and one non-contractual settlement payment (2024 one) for the amount of £17.277 (2024- £12.892). Page 70 CATALYST SUPPORT LIMITED (A Company Limited by Guarantee NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 12. Trustees, remuneratlon and expenses During the year, no Trustees ￿ceiVed any remuneration or other benefits {2024 - £NIL). During the year ended 31 March 2025. no Trustee expenses have been Incurred (2024 - £NIL). 13. Intanglble assets Group and Charlty Goodwlll Cost At 1 Aprll 2024 and At 31 March 2025 12,000 Amortlsatlon At 1 April 2024 and At 31 March 2025 12.000 Net book valu• Al 31 March 2025 At 31 March 2024 Page 71 CATALYST SUPPORT LIMITED (A Company Limited by Guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 14. Tangible fixed a$$•t$ Group Furnlture and equipment Motor vehicles Computer equlpment Total Cost or valuation At 1 Aprll 2024 Additions Disposals 3,000 33,948 14,400 170,471 207,419 14,400 {3,000) (3,000) At 31 March 2025 48,348 170,471 218,819 Depreclatlon At 1 April 2024 Charge for the year On disposals 1.400 1.000 (2,400) 32.694 138,145 8,000 172,239 9,000 (2,400) At 31 March 2025 32,694 146,145 178,839 Net book valu¢ At 31 March 2025 15,654 24,326 39.980 At 31 March 2024 1,600 1.254 32,326 35,180 Page 72 CATALYST SUPPORT LIMITED (A Company Llmited by Guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 14. Tanglble fixed assets (continued) Charlty Fumlture and equlpment Computer equlpment Tolal Cost or valuation At 1 April 2024 Additions 32,068 14,400 166,499 198,567 14,400 At 31 March 2025 46.468 166,499 212.967 D•pr•clatlon At 1 April 2024 Charge for the year 31.041 135,902 8,000 166,943 8,000 At 31 March 2025 31,041 143,902 174,943 Net book valuo At 31 March 2025 15,427 22,597 38.024 At 31 M8rch 2024 1.027 30,597 31,624 Page 73 CATALYST SUPPORT LIMITED (A Company Limited by Guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 15. Flxed asset Investments Investment Subsidiary company Charity Cosl or valuatlon At 1 April 2024 100 At 31 March 2025 100 Catalyst Support Limited holds 100 £1 ordinary shares in Alpha Community Outreach Ltd (Company Re9iStered Number- 07563107). repres8nting a 1000/0 holding. The financial results of the subsidiary are Included in these consolidated financial statements. The registered office of Alpha Community Outreach Ltd is 14 Jenner Road. Gulldford. Surrey, GU7 1LQ. The principal activity of the company is to provide support to complex individuals living in the community who will generally have addiction and mental health issues and not be suitable for mainstream services. The company also carrles out specialist cleaning servlces includlng for hoarders and post mortem. The financial results of the subsidiary were as follows: 2025 2024 Income Expenditure Gift aid for distributlon Total comprehensl* Income Net assets 338,866 332,953 398, 295 390, 306 5,913 14.178 7,989 8.265 16. Debtors Group 2025 Gmup 2024 Charlty 2025 Chan'ty 2024 Due within one year Trade debtors Amounts owed by group undertakings Prepayments and accrued income 27,460 100. 704 32,370 575.637 50.797 298.912 598.229 298.912 625,689 399.616 608,007 349, 709 Page 74 CATALYST SUPPORT LIMITED (A Company Limited by Guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 17. Credltors: Amounts falllng due wlthln one year Group 2025 Gmup 2024 Charity 2025 ch8n.ty 2024 Trade creditors Other taxation and social security Other creditors Accruals and deferred income 42.365 158,140 166,737 1,511,885 37,249 110,002 85,000 501,544 41,965 148,734 166,737 1,474,436 35,946 86,552 85.000 448, 694 1,879,127 733. 795 1,831.872 656, 192 The Charity operates 8 defined contribution scheme with Ihe Surrey County Councll Local Government Pension Scheme which has a guaranteed element of p8nsion b8nefits. Th8 pension cost charge represents the contributions payable by the Charlty to the Funds In respecl of the year, and for both schèmes amounted lo £231.938 (2024 - £204.638). The Charity was previously informed that contributions of £120,000 were payable to the defined benefits scheme over a 3 year period. Group 2025 Gn)up 2024 Charlty 2025 Charity 2024 Deferred Income Deferred income at 1 April Resources deferred during the year Amounts released from previous perlods 421,190 1,106.694 376,106 1.055.847 1,381,102 421, 190 1,358,869 376, 106 {421,190) (1, 106,694) (376,106) (1,055,847) Defèrred In¢om• at 31 March 1.381.102 421,190 1,358,869 376, 106 Deferred income relates to various projects and grants which are ongoing into 2025-26 and for whlch lunds have been received in advance. These are below: Recovery & Connect Surrey Heartlands Recovery & Connect Frimley South Catalyst Counselling Financial and Wellbeing Support Service Community Connections Hubs Primary Care Network Safe Hart)our WSC Support Seniice (OPCC Surrey. CSF grant) WSC Support Costs (NHS England) Page 75 CATALYST SUPPORT LIMITED (A Company Limited by Guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 18. Statement of funds Current year Balance at 31 March 2025 Balance at 1 April 2024 Income Expenditure Unr•strlct•d funds Deslgnated funds Digital infrastructure improvements 50,000 (50,0001 G•neral funds General funds Pension reserve 856,426 {80,000) 4,725,136 (5,097,191) 484,371 (80,000) 776,426 4.725,136 (5,097,191 404,371 Total Unrestrfcled funds 826,426 4,725,136 (5,147.191> 404,371 Restrlcted funds Catalyst Counselling Financial and Wellbeing Support Service Cuckooing Surrey Cuckooing Hants 19,598 7,914 10,639 166,358 40,589 195,418 49.177 (197,827) {51,205) (154,505) {30.257) (11,871) (2,702) 51,552 18,920 38,151 451.$42 (433,794) 5S.899 Total of funds 864,577 5,176,678 {5,580,985) 460.270 Page 76 CATALYST SUPPORT LIMITED (A Company Llmlted by Guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 18. Statement of funds (continued) Prior year Balance al 31 March 2024 Balance al 1 Apnl 2023 Income Expenditure Unrestrlcted funds De8lgnated fund8 Digital infrastructure improvements 80,000 (30,000) 50,000 General funds General funds 897,836 (80,000) 4,459,250 (4.500.660) 856,426 (80,000) Pension reserve 817.836 4.459.250 (4.500,660) 776,426 Total Unrostrlcted funds 897,836 4,459,250 (4,530,660) 826,426 Restrlcted funds Catalyst Counselling Financial and Wellbeing Support Service Cuckooing Surrey Support Provision for Self Isolatlng Patients York Road Brldqe the gap 18,738 151,704 34, 205 109.993 (150,844) (26,291) (109.538) (152) (2,546) (91,450) 19,598 7,914 10,639 10, 184 152 2,546 91,450 31,620 387,352 (380,821) 38.151 Tolal of funds 929,456 4,846,602 (4.911,481) 864,577 Page 77 CATALYST SUPPORT LIMITED IA Company Llmited by Guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 18. Ststement of funds {¢ontlnued) The Digital infrastructure improvements was created to fund the upgrading of the Charitrfs information technology, data processing and digital communication systems. The purpose of each major restricted fund Is as follows.. Catalyst Counselling includes funds received from The National Lottery Community Fund for the provision of counselling for individuals around substance misuse by volunteer Gounsellors. The donor (National Lottery) allowed for a Carryover (staff costs) to be made for Ihis project from an underspend in Year 1 to Year 2. The funding year runs from September to August. The deficit position as at the 31st of March is partially due to a timing difference related to the carryover. Cuckoolng Surrey provides support for vulnerable adults affected by cuckooing. Cuckooing Hants provides support for vulnerable adults affected by cuckooing. Flnanclal and Wellbeing Support Service provldes indivlduals with improved confidence In managing their f•nan¢ial resources, increased engagement with the local community, less social Isolation and improved overall mental health. The donor (National Lottery) appreciate there has been an increase in cosls for this project. 11 was awarded over 3 years with no increases, contributing to an overspend in 2024. An uplift has been awarded in 2025 to cover Ihis prior year overspend. 8ridge the Gap provides a relational model of trauma-informed support for people with multiple disadvantages in Surrey. The fundlng Is provided by Surrey County Council. Th8 pension reserva has been created to reflect the pension deficlt recognised In the year followlng notification that additlonal contributions were payable to the scheme. Page 78 CATALYST SUPPORT LIMITED (A Company Llmlted by Guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 19. AnalysSs of nel assets between funds Analys1$ of net assets between funds - current year Unrestricted Restricted funds funds 2025 2025 Total funds 2025 Tangible fixed assets Current assets Creditors due wlthin ona year 39,980 2,243,518 (1,879.127) 39.980 2.299,417 (1,879,127) 55.899 Total 404,371 55,899 460.270 Analysls of net assets between funds - prlor year Unrestricted fiinds 2024 Restricted funds 2024 Total lunds 2024 Tangible fixed assets Current assets Creditors due wrthin one year 35,180 1.525.041 (733, 795) 35, 180 1,563, 192 (733. 795) 38,151 Total 826,426 38,151 864,577 Page 79 CATALYST SUPPORT LIMITED (A Company Llmlted by Guaranto0) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 20. Re¢on¢lllatlon of net movement in funds to net cash flow from operating actlvltles Group 2025 Gmup 2024 Net expenditure for the year (as per Statement of Financial Activities) (404.307) (64,879) Adjustments for: Depreciation charges Loss on the sale of fixed assets Increase in debtors Increasel(decrease) in creditors Bank interest receivable 14 9,000 600 (226,073) 1,145,332 18,043) 8.500 650 (136,013) (651,863) (17) 16 17 Net ¢•$h provlded byl(usfjd In) operatlng a¢tlvltl•s 516.509 (843,622) 21. Analy$l$ of cash and cash equlvalents Group 2025 Group 2024 Cash at bank and in hand 1,673,728 1,163,576 Total cash and ¢ash equlvalents 1.673.728 1.163,576 22. Analysls of changes In net debt At 1 Aprll 2024 Cash flows At 31 March 2025 Cash at bank and in hand 1,163,576 510,152 1.673,728 1,163,576 510.152 1.673,728 Page 80 CATALYST SUPPORT LIMITED IA Company Limitad by Guarant•a) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 202S 23. Penslon commitments The Charity is a participating employer in the Local Government Pension Scheme known as the Surrey County Council Pension Fund ("the Fund") which is now closed to the Charitys new employees. The Fund Is a multiomployer defined benefit scheme. The Scheme Is funded and is Contracted out of the state scheme. The assets and liabilities of the Fund are not separately identifiable to each partlcipating employer. Accordingly. the contributions to the Fund are treated as a defined contributions scheme. The last triennial valuation of the Scheme was performed as at 31 March 2022 by a professlonally qualified actuary. The market value of Ihe Scheme's assets at the last valuation date was £5,358 million. Thé valuation revealed a surplus of assets (£101 million) compared wlth the value of liabilities (£5,257 million). equivalent to a past service funding level of 102Yo. It is possible that future valuations or interim reviews of the Fund may requira additional conlributions to be made. The Charity was previously informed that additional contributions were payablé to th8 schem8 over a 3 year peri<)d by 3 annual payments from 1 April 2020. The operating costs of the defined benefit pension scheme were £65,962 (2024 - £73.568). The Charity is currently required to contribute at the standard rate of 27.30/0 of pensionable salaries. Page 81 CATALYST SUPPORT LIMITED (A Company Llmlted by Guaranto•> NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 24. Operatlng lease commltments At 31 March 2025 the Group and the Charity had commitments to make future minimum leas8 payments under non-cancellable operats'ng leases as follows.. Group 2025 Group 2024 Charlty 2025 Chan'ty 2024 Land and bulldlngs Not later than 1 year Later than 1 year and not later than 5 years More than 5 years 79,000 288,000 150 000 34,500 79,000 288,000 150000 34.500 517.000 34,500 517,000 34,500 Group 2025 Group 2024 Charlty 2025 Charity 2024 Equlpment Not later than 1 year Later than 1 year and not later than S years 2,880 5,360 1,771 4,349 2,880 5,360 1,771 4.349 8,240 6.120 8,240 6,120 The following lease payments have been recognised as an expense in the Consolidated Statement of Financlal Activities: Group 2025 Group 2024 Charlty 2025 Charity 2024 Operating18ase rentals 45,684 42,747 45,684 42, 747 45,684 42,747 45.684 42, 747 Page 82 CATALYST SUPPORT LIMITED (A Company Llmlted by Guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 25. Related party transactlons During the year, salaries and related oth8r costs of £302.030 (2024 £346.768) relating to Alpha Communily Outreach Ltd, the subsidiary of Calalyst Support Llmlted, were paid by Catalyst Support Limited and recharged to Alpha Communlty Outreach Ltd. At the year end, the amount owed to Catalyst Support Limited from Alpha Comrnunity Outreach Ltd is £32,370 (2024 - £50, 797). During the year, Alpha Community Outreach Ltd donated distributable profits of £NIL to Catalyst Support Limited (2024 - £NIL). During the year. payrnents of £3.000 (2024 - £1,900) were made to a contractor, who is a related party of the CEO, Susan Murphy, In respect of repalrs and maintenance services provided. During the prlor year a motor vehicle ovmed by Alpha Community Outreach Ltd was sold to the managing director, Gary Ochoa. The price paid was equal to the net book value of the motor vehicle. being £650. Page 83