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2026-03-31-accounts

ARMLEY HELPING HANDS EST 1995 ANNUAL Our Cohtsftuhity, Our CAoiCe. DC 2025-2026 OPT .7 Annual Report and Financial Statement FOR THE YEAR l April 202> - 31 March 2026 Registered Charity 1076692 AGE FRIENDLY DEMENTIA FRIENDLY

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Armley Helping Hands

Annual report & Financial Statement Year: 1 April 2025 – 31 March 2026

CONTENTS

Page
Company Information 3
Trustees’ Report 4-17
Reserve Policy and Risk Management 18
Independent Examiner’s report 19
Statement of Financial Activities 20
Balance sheet 21
Notes to the accounts 22
Summary and Thank you 27

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Armley Helping Hands Company Report Financial Year: 1 April 2025 – 31 March 2026

TRUSTEES Mrs Hazel Boutle Chair Mrs Sue Sander Vice Chair / Secretary Mr David Boutle Councillor Andrew Parnham Councillor Lou Cunningham Christina Taylor Helen Fay Michelle Atkinson Niki Clayton Secretary Alex Clayton CHIEF EXECUTIVE OFFICER Miss Dawn Newsome REGISTERED OFFICE Cross Grasmere Street Sheltered Housing Community Centre Cross Grasmere Street Armley Leeds LS12 1PU West Yorkshire CHARITY NUMBER 1076692 BANK Virgin Money CHARITY BOOKKEEPER Miss Lou Cannon ACCOUNTANTS AND INDEPENDENT EXAMINERS Astraea Accountants Ltd 81A Town Street Armley Leeds LS12 3HD

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Armley Helping Hands

Board of Trustee Report, Financial Year: 1 April 2025 – 31 March 2026

The Board of Trustees present their report for the year ended 31st March 2026.

Objects and principal actvites of the charity

The charity’s objects are to provide facilities to advance the education, recreation and leisure time activities of the elderly in and around the Armley and Wortley districts of Leeds 12, in the interest of social welfare with a view to improving their quality of life.

Organisational Structure

In accordance with its Constitution the charity is managed by its trustees, who are elected by the members.

The trustees meet on bimonthly basis for this purpose and are assisted by volunteers.

Day to day running of the charity is overseen by the Chief Executive Officer, Miss Dawn Newsome.

The trustees and management are grateful for the contribution that the staff and volunteers make towards the day to day planning and running of activities and for their commitment to providing a quality service to older people and their carers.

Trustees’ responsibilities for the financial statements

Charity law requires the trustees:-

Trustees are further required;

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Armley Helping Hands Annual Service Delivery Report- Financial Year: 1 April 2025 – 31 March 2026

Armley Helping Hands continued its vital mission across the Armley and Wortley districts of West Leeds (Leeds 12) throughout the 2025–2026 financial year. The organization provided essential holistic support to reduce social isolation, promote independent living, and keep older people active and healthy.

This financial year was marked by a momentous 30th anniversary milestone, high-impact regional partnerships, and new wellness funding, all navigated alongside a highly challenging socio-economic landscape for adult social care.

Key Achievements & Positive Work

Celebrating 30 Years of Lifeline Community Support

In June 2025, Armley Helping Hands officially marked 30 years of community service with a grand celebration at the White Rose Event Centre. Attended by the Leeds Lord Mayor and the Deputy Lieutenant of West Yorkshire, the landmark event highlighted the decades of vital support the group has provided to Leeds 12 residents. It also solidified corporate and community partnerships with local mainstays like Dixons Unity Academy, Sri Guru Nanak Temple, and Farnell Electronics.

Holistic Core Services Delivery

The charity maintained seamless day-to-day service delivery through its dedicated staff and a network of nearly 30 active volunteers. Core operations successfully achieved:

The core strength of Armley Helping Hands lies in its consistent, reliable, and deeply adaptive day-to-day operations. Between 1 April 2025 and 31 March 2026, the charity delivered a vibrant, diverse, and carefully tailored timetable of regular services, crucial health interventions, and major social events designed to wrap holistic support completely around our members. Our engagement spans a vastly diverse demographic of individuals aged from 50 to 102 years old, each presenting unique and multifaceted life circumstances.

We actively support younger seniors and older elders who range from those experiencing acute social isolation to those facing severe financial challenges and deprivation. Our frontline services are intentionally built to welcome and wrap around individuals living with complex long-term conditions, physical and mental ill-health, as well as those navigating the deeply sensitive realities of memory loss and dementia.

By continuously evolving our approach, we meticulously ensure that every single one of our activities is flexible enough to meet the specific, varied needs of our older people. Above all, we passionately endeavour to break down every structural, financial, or cognitive barrier, ensuring we never allow any individual to be

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left behind or prevented from feeling like an equal, valued part of both our organisation and their wider local community.

Day-to-Day Operations, Services & Social Events

Supporting Our Community

As of March 2025, Armley Helping Hands has 2,061 registered older people. We provide comprehensive support services and weekly activity programmes directly to 270 older individuals. Our mission is to improve quality of life, reduce social isolation, promote independence, and empower the older generation to actively engage with their local community.

Regular Core Services & Day Activities

Physical Health & Wellness Interventions

Social Events & Planned Day Trips

The Frontline Impact on Our Community

The daily delivery of these services achieved profound, measurable transformations across the Leeds 12 community:

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The Enhance Programme

Holistic Post-Discharge Care

In collaboration with Leeds Community Healthcare Trust (LCHT) and Leeds Older People’s Forum, we continue to deliver the Enhance project. Our objective is to provide person-centred, holistic, one-to-one support during the vital first few days following hospital discharge.

Bridging the Gap

Investment from LCHT allows us to bridge critical care gaps and cultivate direct links at the hospital level. Acting as a first point of contact, we offer a proxy wraparound service immediately upon a patient's return home.

Reducing Readmissions

Our Enhanced Community Engagement Team supports older individuals who live alone with frailty and complex issues. By listening carefully to what matters most to them at that moment, we conduct holistic assessments. We empower individuals to focus on personal goals and ambitions rather than just their medical needs. This targeted intervention improves wellbeing, fosters independence, and successfully reduces preventable hospital admissions and readmissions.

Household Fund: Tackling Inequality

Responsive Crisis Support

To meet growing financial pressures, we secured £ 15,850 from the Leeds Community Anchor Network (LCAN) and Voluntary Action Leeds. The Household Fund and warm space supports individuals facing poverty, deprivation, and health inequalities across Wortley and Farnley. As an LCAN Anchor, we also distributed a portion of this funding to local organisations to ensure we collectively reached the most vulnerable.

This person-centred fund provides immediate, practical interventions across four key areas:

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Collaborative Network: The Farnley & Wortley LCAN & The Listening Project

A cornerstone of our community integration this year has been Armley Helping Hands’ delivery of the Farnley and Wortley Local Community Anchor Network (LCAN). Working in close collaboration with Voluntary Action Leeds (VAL) and supported by the Listening project Fund we secured £4,600, (Distributed to key partners in our community) the charity has worked together with Farnley and Wortley Ward Councillors and 23 dedicated community partners—including the third sector, faith groups, West Yorkshire Police, and local schools. Together, we have addressed everyday cost-of-living and social challenges by offering warm spaces, critical access to food, and coordinated community-based services across the entire LCAN footprint.

The LCAN Listening Project

A vital element of this network's delivery was the rollout of The Listening Project, designed to ensure we truly understand and respond to the direct needs of our community. Led by Armley Helping Hands within Farnley and Wortley, the project engaged directly with residents to gather invaluable insights.

The Listening Project highlighted a strong community consensus for:

Through open dialogue and collaborative planning, the project has uncovered a deep commitment from local people to build a more connected, resilient, and self-sufficient local area.

Challenges Faced in 2025–2026

Major Hub Relocation: Impact & Transition

The single most significant operational shift of the 2025–2026 financial year was the forced closure of the Strawberry Lane Community Centre, which had served as the charity’s cherished home for the last 30 years. This closure presented an immediate logistical crisis, requiring a swift transition to a new central hub at the Cross Grasmere Street Sheltered Housing Community Centre.

Financial Impact & Budgetary Strain

Securing the charity’s future required immediate, heavy financial mobilization:

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Long-Term Benefits & Community Enrichment

Despite these severe financial hurdles, the strategic move has secured profound long-term advantages:

Complexities in the Adult Social Care Sector

In line with wider national trends noted across the UK care sector, the organization operated within a highly challenging framework. The increasing complexity of older clients’ needs—especially regarding cognitive decline, dementia, and physical frailty—placed a greater emotional and physical burden on frontline staff and volunteers.

Shifting Winter Welfare Policies

Changes and tightening restrictions surrounding the Winter Fuel Payment created significant anxiety among Leeds 12's vulnerable pensioner population. Armley Helping Hands had to quickly adapt its advice services, dedicating unexpected hours to help worried older residents navigate fuel poverty, check benefit entitlements, and access emergency local energy grants.

Sector-Wide Resource and Inflationary Pressures

While the charity maintained stable finances relative to previous years (anchored by consistent local government contracts of around £115,960 annually), stubborn operational inflation impacted transport costs, catering, and venue overheads. Local authorities across the country faced multibillion-pound funding shortfalls this year, meaning voluntary sector groups had to work harder than ever to achieve efficiency without cutting frontline hours.

Emerging Frontline Challenges: Supporting the "Next Generation"

While sustaining its core elderly demographic, this financial year highlighted a stark, emerging operational challenge: managing the complex needs of the "next generation" of older people (those entering their 50s and 60s). The charity is witnessing a dramatic shift in client profiles, requiring significantly higher-level, multi-agency interventions to tackle deep-rooted systemic issues.

High Levels of Long-Term Complex Conditions

The incoming generation of service users is presenting with a much higher prevalence of complex, multimorbid physical and mental health conditions. Unlike previous generations, these individuals frequently suffer from early-onset frailty, chronic pain, and severe cognitive declines that require specialized, resourceintensive support pathways.

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Escalating Alcohol Addiction and Substance Misuse

Frontline staff have navigated a troubling rise in chronic alcohol dependency and substance addiction among younger seniors. This trend complicates standard group activity delivery and requires delicate, confidential case management, alongside stronger referral loops with local addiction support frameworks like Forward Leeds.

Chronic Hoarding Behaviours

The team has seen an unprecedented spike in severe hoarding behaviours within the community. Addressing these cases safely requires intense trust-building, specialized safeguarding procedures, and close collaboration with West Yorkshire Fire and Rescue and housing associations to mitigate extreme environmental and safety risks to the individuals.

Severe Financial and Social Deprivation

The combined pressures of the cost-of-living crisis, complex benefit systems, and generational unemployment have hit this specific cohort hard. The charity has stepped up to handle unprecedented levels of financial distress, assisting clients trapped in severe debt, food poverty, and total social isolation, often aggravated by broken family structures.

Hostile Environmental and Living Realities

The physical and social environment surrounding many new clients in the Leeds 12 area has grown increasingly hostile. Poor housing quality, anti-social behaviour in localized areas, and a lack of accessible green spaces create a compounding cycle of poor mental health and physical decline, forcing Armley Helping Hands to extend its role far beyond traditional day care into active crisis management.

Looking Forward

As Armley Helping Hands moves beyond its 30th year, the focus remains firmly fixed on the objectives of its 2024–2030 Organisational Strategy. By working hand-in-hand with regional networks, local temples, and city-wide forums, the charity will continue ensuring that the older population of West Leeds is never left behind, remaining a "Dementia Friendly" and "Age Friendly" pillar of the community.

Strategic Governance & Legal Transition

As Armley Helping Hands moves beyond its 30th year, the organization is undergoing a profound structural evolution to future-proof its operations and expand its reach. To navigate this safely, the Board of Trustees appointed Lynsey Heeley from simplythirdsector.co.uk to work alongside the charity's leadership, formally commencing the process of changing its legal status from a traditional registered charity to a Charitable Incorporated Organisation (CIO).

On 25th February 2026, the Board officially submitted the formal application to the Charity Commission. As a core part of this transition, the organization has strategically expanded its official age range to 50 plus, adapting its constitution to directly reflect the changing, complex demographics of West Leeds.

Moving forward into the next financial year and beyond, the organization's newly defined key objectives are officially established as:

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By sharpening our legal framework, up-skilling our staff to meet the multifaceted challenges of the next generation and protecting the secure community we have built at Cross Grasmere Street, Armley Helping Hands ensures that the population of Leeds will always have an adaptive, legally resilient, and deeply compassionate pillar of community care to rely upon.

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Armley Helping Hands

Board of Trustees - Financial Year: 1 April 2025 – 31 March 2026

Armley Helping Hands Board of Trustees are a group of elected or appointed individuals. They’re all responsible for the governance and strategic direction of an organisation and hold legal liability.

To govern a charity means to:

The Charity Trustees, who served during the year and up to the date of this report

Name Role Experience
Mrs Hazel Boutle Chair Local older resident, Community Representatve
Mrs Susan Sander Vice Chair Local resident/Carer, Human resource,
Armley Helping Hands Volunteer
Mr David Boutle Secretary Local older resident/Carer,
Armley Helping Hands Volunteer
Community representatve and Trustee
Councillor Lou Cunningham Local Resident, nurse and elected Councillor
Miss Niki Clayton Local Resident with Long term disabilites
Armley Helping Hands Volunteer
Councillor Andrew Parham Local Resident, Paid Carer and elected Councillor
Miss Helen Fay Local Resident, Paid Carer
Michelle Atkinson Retred Commissioner of Adult and Health
Leeds Care Associaton
Alex Clayton Local Resident with Long term disabilites
Armley Helping Hands Volunteer
Christna Taylor Solicitor

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Armley Helping Hands

Staf Structure Annual Service Delivery Report- Financial Year: 1 April 2025 – 31 March 2026

Armley Helping Hands employed 10 paid workers in 2025-26 financial year to enable us to provide a quality support and interactive service to older people living in Armley and Wortley and west wide through the Enhance project. Paid staff is dependent on core funding resource from which the salary is paid. The Chief Executive officer and Staff Funded by Leeds City Council are on a permanent contract subject to funding. All other staff are on limited period contract of 12 month. All Support Workers and Transport Drivers employees are paid a living wage, staff in roles with management responsibilities and responsibilities are paid in accordance with local Authority NJC scale.

Role
 Working paid hrs Funded by
Chief Executve Ofcer 37.5hrs Leeds City Council
Enhance Coordinator 37.5hrs Leeds Community Health Care Trust & LOPF
Enhance Support worker 28 hrs Leeds Community Health Care Trust & LOPF **
Enhance Support worker 21 hrs Leeds Community Health Care Trust & LOPF**
Enhance Chaperone Support worker 21hrs Leeds Community Health Care Trust & LOPF**
Community Actvity Lead Ofcer
28 hrs		 Leeds City Council
Transport Lead Ofcer 26 hrs Leeds City Council
Transport Driver 26 hrs Self-Funded by client contributon
Transport Driver 28 hrs Leeds City Council
Community Engagement Worker
28 hrs		 Leeds City Council

*** Reference to the Financial Challenges – Leeds Community Health Care Trust – Enhance Project

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Armley Helping Hands

Financial Challenges - Financial Year: 1 April 2025 – 31 March 2026

City of Leeds is facing significant financial challenges going into 2025/2026, in which all services and providers including Armley Helping Hands, The Neighbourhood networks and the Third Sector across the city are enduring the impact.

Armley Helping Hands CEO Miss Dawn Newsome was at the forefront, lobbying key dignitaries with in the city and in Government in raising the awareness how we and our community partners play a pivotal role in Leeds around health and well-being and addressing loneliness and isolation, and to lose, or have reduced, our vital presence in the community will only lead, inevitably, to an upturn in the demand for council services, NHS services and can only have a negative effect on the economic position of the public sector.

Leeds City Council, Adult and Health

Leeds City Council, Adult and Health proposed a 10-15% from our and the Leeds Neighbourhood Network budgets from 2025/26. Our CEO Miss Dawn Newsome presented a Deputation to full Council in January 2025, highlighting the tremendous work that the Neighbourhood Networks do across a whole range of issues from reducing social isolation to providing a responsive support and intervention at a vital time of an older person life.

Leeds City Council have overturned the reduction in budget proposal and will not be reducing our commission contract for the value of 10-15% of our core contract in 2025/2026.

Leeds Community Health care Trust – Enhance Project

Leeds Community Health Care Trust following the evaluation of Year 3 and their processes they have made the decision to reduce the Enhance funding from £1m per year to £300k across the city.

For us, this decision means Leeds Community Health Care Trust terminated our Pudsey Enhance Locality from Thursday 6th February 2025. They were a 12-week transition period to withdraw services from active enhance service users in the Pudsey locality. Our Leeds community Health care enhance contract for Pudsey locality ceased Wednesday 5[th] May 2025.

In relation to our Armley Enhance Allocation, Leeds Community Health Care Trust implemented a new Enhance model (subject to LCH Board approval 6 February 2025). The new model commenced with effect from the 6 May 2025 and Armley Helping hands have secured £55,000 to continue to deliver early intervention and engagement to individuals after discharge, who are receiving care from our Neighbourhood Team or do not have long term support from family or care providers.

The charity had to terminate two Enhance Support worker post and reduce the Enhance Chaperone Support worker post hours from 21hrs to 16 hrs

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Impact assessment on services 2025/2026

Armley Helping Hands remains committed to financial transparency and effective stewardship of funds entrusted to us by our donors. As part of our annual financial review (2025/26) and in preparation for the 2026/27 financial year, this report outlines a projected significant decline in our cash reserves.

This depletion follows a necessary and deliberate decision by the Board of Trustees to cover substantial, unbudgeted expenditure associated with the relocation from Strawberry Lane Community Centre to Cross Grasmere Street Sheltered Housing Community Centre. The exceptionally tight, six-week transition timeframe enforced by the council's sale of our previous site prevented us from seeking external funding to mitigate these relocation costs.

Contextual Financial Environment

Heading into 2026, Armley Helping Hands, alongside the wider UK charitable sector, faces a "perfect storm" of high operational costs, reduced income, and surging demand for services. Many organizations are forecasting a "big squeeze" on financial resilience, characterized by:

Reduced Funding: While we have secured the LCHT enhance project and NNS funding for another year, these contracts provide no cost-of-living adjustments.

Unrealistic Inflation Metrics: Funding providers, including the Lottery, are largely only accepting a 2% cost-ofinflation contribution, which does not align with actual inflationary pressures.

Expenditure Drivers & Projected Costs (2026/27)

Stafng and Payroll

National Living Wage (NLW) Increase: Effective April 2026, the National Living Wage will rise by 4.1% to £12.71 per hour. This creates a mandatory, significant increase in our direct payroll costs.

Our Mid-Level/Specialist & Senior staff salary increased by 5% in April 2026 in line with NJC scale and cost of living

National Insurance (NI): Since the Leeds adult and health commissioned service inception, this represents a cumulative 22.21% increase in staff hourly rates. Furthermore, the rise in Employers' National Insurance Contributions (ERNICS) constitutes an additional 3.1% increase, totalling a 25.3% increase in personnel costs over the contractual period.

Operatonal and Overhead Costs

Relocation Costs: The move required an urgent expenditure of approximately £35,000 in renovation and moving costs.

Fixed Overheads (Rent & Service Charges): The transition from rent-free, local authority-owned accommodation to a chargeable lease at Cross Grasmere Street Sheltered Housing Community Centre introduces new, recurring fixed overheads, with projected annual rental and service charges of £10,000– £15,000.

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Financial Sustainability and Strategy

We have historically strived to keep services free at the point of access to ensure no financial barrier exists for our beneficiaries. However, in 2026/27, the combination of rising overheads and increased wages may necessitate a review of this policy.

To maintain financial viability, the charity has been pressured to:

Commercialize, including increasing fees for services.

Reduce the volume of activities and service outreach if no indicative budget is allocated from third partner.

Focus exclusively on fully funded, high-priority projects.

Conclusion

The 2026/27 financial year will be a period of intense pressure. The deliberate reduction of reserves was crucial to maintaining continuity of care during the relocation, but it necessitates strict monitoring of expenditure and a potential restructuring of our income model to ensure the long-term sustainability of Armley Helping Hands.

Armley helping hands project budget 2026-2027 including salaries and the additional rental cost we project a £30,634 deficit which we have to cover via fundraising, additional funding bids and using charity reserves

Employees Reserve Policy and Risk Management – Charity reserves 2026-27

Cost of Living Salary increment 2026/27 not covered by core cost 24,484.00
Staf Contract terminaton (based on 12-week notfcaton) 47,865.23
Staf Redundancy
 44,202.70

Total 116,551.93

Armley Helping Hands Freelance Worker

Armley helping hands continue to appoint 3 freelance worker who all have a key role within the organisation to ensure a seamless service

Philip Cave IT Consultant and Specialist providing the charity IT, Telephone, Charity Database social media platforms and IT training. Average engagement within the organisation a minimum 3 hrs per week Lou Cannon Charity bookkeeper providing on average 4 hrs per week financial management Audrey William Our Health and Wellbeing coordinator delivering a minimum 5 exercise and tai chi session to our older person on a weekly basis

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Armley Helping Hands Volunteers

Our 28 volunteers (all ages and ranging in age from 18 to 90s years old) are our most valuable resource help us provide a very successful activities and service 5 days a week to older people and help us run groups, trips, parties and administrative help when needed. Our volunteers’ projects enable us to respond to community need in innovative ways and meet social gaps, provide social, environmental and economic benefits. Overall, this contributes to economic regeneration reversing the spiral of decline within our communities and opening up opportunities to employment.

Corporate Social Responsibility

We work in collaborate with Farnell PLC, QTS and Homestead in which our key commitment is giving their workforce community volunteer programs. In 2023, 67 employees were given volunteer work hours from their work commitments and given the opportunity to deliver vital service and intervention to older people including: -

Farnell Plc- Advent Developing a community garden and dementia friendly garden at centre and participated in the annual Christmas party,

QTs Group Delivered Christmas parties and participated community event days

Page 118 Page 118 Armley Helplng Hands Reserve Policy and Risk Management The Trustees have established a policy whereby the unrestricted funds not committed or invested in fixed a55ets Ithe free reservesl held by the charity should amount to approximately three month5 of the resources expended on Un￿ strirted activities and termination costs should they be required. Funds not immediately required are invested in bank deposits at the best rate conveniently available. The Trustees have conducted their own review of the major risks to which the charity is exposed and established systems to manage those risks. At this level. the Trustees feel that they would be able to continue In the event of a sudden decrease in funding, to operate the charity whilst alternative funding was sought. A 31 March 2026 the requirement was £ 220.230.84 and the ￿serveS were £ 263130.00 The Trustees continue to be aware of the need to consider ways in which addibonal unrestricted funds can be raised As it can be seen from the financial statements the charity is almost wholly reliant of Leeds City Council for its core funding. Due to the present financial strain in statutory service and no commissioned contract increment in line with the present cost of living, to ensure the charity continue to provide a living wage to their employees, the charity will be taking a £30,634 out of our ￿serveS in financial year 2026/27. Reserve Policy and Risk Management At this level, the Trustees feel that they would be able to continue in the event of a sudden decrease in funding, to operate the charity whilst alternative funding was sought. A 31 March 2026 the requirement was £ 220,230.84 and the reserve5 were £ 263130.00 The Trustees continue to be aware of the need to consider Wav5 in which additional unie5tricted funds can be raised. Cost of Living Salary increment 2026127 not covered by CO￿ cost 24.484.00 Staff Contract termination (based on 12-week notification) 47,865.23 Staff Redundancy 44,202.70 Transition to close service Ibased on 6 Month5- Step down service program) 113,537.47 Total 230.089.40 Unrestricted reserve 31° March 2026 Approved by Trustees And signed on their behalf by Independent Examiners As resolution to ￿-appoint ￿traea Accountants Ltd as the indepèndent examiner of the Charity's account5 will be proposed at the Annual General Meett"ng. Hazel Boutle Chair of Trustees Date

Page 119 Page 119 Armley Helpin8 Hands Independent Exarnlners ￿part Flnanclal Year. l Awll 2025- 31 March 2026 lTrJependent Examinerfs Report toth¥Tn￿tees l fftportffi the accounts olthe Trust forthe Year Ende(J 31Jt March 2026 whth are set Cxrton pa8e5 19 to 26. flesrtlh re5rThslbllttles of trustees and exarnlner The tharitVstTUStees ère responslblforthe prePrt￿)n of the accounts, The charitystrusteescon51derihat an audit is not required for this year under 5ettlon 144 of the Charltles Att 2011 (the 2011 Attl ?nd that an Independent examination is needed. The Charity 15 preparln8 8¢¢ounts accrued accounts and l am qualified to undertake the examlnatlon by bdn8 qualified member of 5nternation31 A$5Qtiation of Ac¢ounttn8 Profe5$4onal It Is my responwbillty to'.- Examtne the accounts undersectloo 145 ofthe 2011 Act To folbw the Pr￿ed￿re5 lald down in the General Direcbons glven by the Charity Commtsslon undEr settion 145151 ofthe 2011 A¢. and To Stste whether particular matters have come to my attention. Bas15 of Independent examlnerf5 5tatern￿t My eKaminatlon was earned out in accord￿￿ wlth General Dlrectlons 8i¥Èn by the Chartty Cc¥mrThlssion. An examination includes a rewewof theac¢ounting periods kept by the charityand a comparison ofthe accovnts presented with those record& It also indudes constderation ot any unusual fcems or disdosure5 in the accounts, ènd the 5eeklng of exp13nations from you as trustees concernin8 suth matters. The procedure5 undertaken do not provide all the evldencethat woulij ￿ requiréd in an avdit and, conseouently. no oplnlors 15 given as to whether the accounts present a 'true and fair Vie￿ and the rekxjrt Ss Ilmjted to those matter5 set out the statement below. Ind￿ndent emmlnerfs StatmeFIt In connection with myexamlnation. n¢ matter has come to my attention. l. Which 8ive5 me reasonablÈ catsseto belleve that in any materltl re5pectthe requ￿reMents.. • To keep acwntlng records in •c￿rda￿e with s. 130 of the Cthities Act 2011,. and To prepare accounts which atcord with the accounting rttord5 and to cornply wth thè accountln8 requirements of the 2011 Act hèwe noi beerb met; gr 2. To which in my oplnlon. attention should be drawn in order to enabte a prO￿T understandin8 of t accounts to be reached. Ms Linda Daniels MLA*P￿LIS.mK3￿.th Astraea Accountants Ltd 81A Town Street Armley Leeds LS12 aHJ gned Date

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ARMLEY HELPING HANDS

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31[ST] MARCH 2026

Note
£
Incoming Resources:
Donations and similar
Incoming resources
2
Activities to further the
Charity’s objects;
Grants, contracts and fees
3
Total incoming resources
Resources expended:
Staf Salaries
Staf travel and training
Volunteers’ expenses
Rent, rates, heat and light
4
Ofice running costs
Motor vehicle insurance & expenses
Other insurances
Mini bus overnight parking
4
Repairs and renewals
Client activities:
Provision of meals
Social activities and transport
IT Support
Relocation Building Work

Depreciation
Sessional workers
Accounts preparation & Independent
Examination
Legal Fees
Total resources expended
Net movement in funds for the year
Total funds at 1 April 2025
Total funds at 31st March 2026		 Unrestricted
Funds
£
127197
53323
180520
101220


18428
16366
1431
-
24610
1109
12421
10260
320
-
7200
2770
196135
(15615)
278745
263130		 Restricted
Funds
£
32000
94669
126669
87342
1102
418
12000
20000
-
347
5460
-
126669
0
0
0
 Total
2026
£
159197
147992
307189
188562
1102
418
12000
18428
16366
1431
20000
-
24610
1456
12421
10260
320
5460
7200
2770
322804
(15615)
278745
263130		 Total
2025
£
139447
190642
330089
191572
1316
1096
16000
10913
11017
1305
7000
-
23622
3338
6970
3222
6656
284027
46062
232683
278745



The notes on pages 19 to 23 form part of these accounts.

Page 121 Page 121 ARMLEY HELPING HANDS BALANCE SHEEfAS AT 31sr MARCH 2026 NOTES 2026 2025 FIXED ASSETS Tanglble flxed a￿ets 29074 9101 CurrentAssots Debtors and prepayments 9 Cash at bank and in hand 31579 Current Uabllltlos Creditors & Accruals NEf CURRENT ASSETS 10 143121 16298 NET ASSErs FUNDS Restricted funds Unrestrict8d fund$ Approved bythe ttustees on And signed on their behalf by- H Boutle Chair otthe Trustees Date 29.Y.96 The notes of pages 19 to 26 fomi part ofthese accounts.

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ARMLEY HELPING HANDS

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31[ST] MARCH 2026

1. ACCOUNTING POLICIES

The accounts have been prepared under the historic cost convention and in accordance with applicable accounting standards and follow the recommendations in ‘Accounting and Reporting by Charities’ (SORP).

Tangible fixed assets for use by the charity are stated at cost less depreciation. Depreciation is calculated to write down the cost of tangible fixed assets (less expected residual value) over their expected useful lives on the following basis:

Property 16.67% straight line basis Plant and Equipment 20% reducing balance Motor Vehicles 25% reducing balance Computer Equipment 33.33% straight line

Grants receivables are accounted for on receipt, unless the period to which they relate is specified by the funder, in which case they are applied to the appropriate accounting period and that part of the grant relating to a future accounting period is included in deferred income. Voluntary income and donations are accounted for as received by the charity.

d. Resources expended

Resources expended are recognised in the period in which they are incurred. Resources expended include attributable VAT which cannot be recovered.

e. Unrestricted funds

Unrestricted funds are donations and other incoming resources receivable or generated for the objects of the charity without further specified purpose and are available as general funds.

f. Restricted funds

Restricted funds are those funds which are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund.

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ARMLEY HELPING HANDS

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31[ST] MARCH 2026

2. DONATIONS AND OTHER SIMILAR INCOMING RESOURCES

Unrestricted Restricted
Total
Funds
Funds
2026
£
£
£
Leeds Adult Social Care/NHS Leeds 115962
115962
General Donations
11235
11235
Intangible Income: Accommodation
12000
12000
Mini Bus Parking
20000
20000
Total Donations
127197
32000
159197
3.
INCOMING RESOURCES FROM ACTIVITIES TO FURTHER THE CHARITY’S
Unrestricted Restricted
Total
Funds
Funds
2026
£
£
£
Grants and contracts:
Leeds Older People Forum
0

Enhouse
0
49712 49712
Household fund grants
0
15850
15850
Proft on sale of VAN
2200
2200
Armley ward councillors
0
10260
Other Grants
10260
29107
29107
12460
94669
107129
Fees and contributions:
Provision of meals
18631
18631
Grants and Donations
7746
7746
Client activities and transport
14486 14486
40863
0
40863
Total incoming resources from
Activities to further the charity’s _
__
_____
Objects
53323
94669
147992		 Total
2025
£
115962
485
16000
7000
139447
OBJECTS
Total
2025
£
130140
20799
150939
20487
4235
14981
39703
_
190642		 Total
2025
£
115962
485
16000
7000
139447

3. INCOMING RESOURCES FROM ACTIVITIES TO FURTHER THE CHARITY’S OBJECTS

P a g e | 24

ARMLEY HELPING HANDS

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31[ST] MARCH 2026

4. INTANGIBLE INCOME

Intangible income (accommodation) £12000, represents the cost of rent, rates, heat and light incurred in the use of premises occupied by the charity during the year, donated by Leeds City Council (Community Planning and Regeneration). The same amount is included in expenditure.

Intangible income (minibus parking) £20000 represents the costs of free overnight parking for the charity’s mini buses at the premises of Farnell’s Electronics. The same amount is included in expenditure.

5. NET OUTGOING RESOURCES FOR THE YEAR

The net outgoing resources for the year are stated after charging:

2026 2025
£ £
Depreciation of tangible assets for use by the charity 320 3222
Accountancy 3000 3000
Independent Examiner’s fee 750 750

6.

STAFFING COST AND NUMBERS

Staff costs were as follows:

Wages and salaries
Social security costs
Pension Contributions		 2026
2025
£
£
172722
175375
12257
12471
3583
3726
188562
191572

The average weekly number of employees during the year, calculated on the basis of full-time equivalents, was as follows:

Charitable work- activities for the elderly
Administration		 2026
6.00
1.50
7.50		 2025
6.00
1.50
7.50

7.

TRUSTEES

No renumeration or expenses were paid to trustees in the year.

P a g e | 25

ARMLEY HELPING HANDS

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31[ST] MARCH 2026

8. TANGIBLE FIXED ASSETS

Garage
Plant &
Property
Equipment
£
£
COST
Balance at 31/03/25
5250
10400
Additional (disposals)
4526

Balance at 31/03/26
5250
14926
DEPRECIATION
Balance at 31/03/25
5250
6734
Charges for the year
2048
On disposals
_
_
Balance at 31/03/26
5250
8782
NET BOOK VALUE
At 31/03/26
-
6144
At 31/03/25
-
3666
9.
DEBTORS AND PREPAYMENTS
Prepayments & Debtors
10.
CREDITORS
Accruals & Creditors
11.
ANALYSIS OF NET ASSETS BY FUND
Tangible fxed assets
Current assets

Current liabilities		 Motor
Vehicles
£
57150
25767
(10000)
72917
54672
6986
(9700)
51958
20959
2478

Unrestricted
Funds
£
29074
238398
(4312)
263130		 Computer
Total
Equipment
£
£
10809
83348
30923
(10000)
13444
106537
10487
77143
986
10020
_____
(9700)
11473
77463
1971
29074
2957
9101
2026
2025
£
£
31579
31579
4312
6298
Restricted
Total
Funds
£
£
29074
238398
(4312)
0.00
263130

P a g e | 26

ARMLEY HELPING HANDS

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31[ST] MARCH 2026

12. MOVEMENTS IN FUNDS

Over Night Parking
Premises Expense
Restricted Funds

Unrestricted Funds

 Balance
Movement in Resources
Balance
01/04/2025
Incoming
Outgoing
31/03/2026
£
£
£
£
20000
20000 0.00
12000
12000
0.00
0.00
0.00
94669
0.00
278745 180520
196135
278745 307189
322804		 263130
263130

12. INDEMNITY INSURANCE

Indemnity insurance has been purchased at a cost of £1431 (2025 £1305) to protect the charity, trustees and officers from loss arising from the neglect or default of the trustees or officers.

P a g e | 27

Summary

The 2025–26 financial year marked the 30th anniversary of Armley Helping Hands, a milestone that was severely impacted by critical financial and operational challenges. The period was initially dominated by intense financial pressures, following a potential 10% cut to the charity’s core funding. This fiscal strain was heavily compounded by the forced closure and sale of their long-term base at Strawberry Lane Community Centre.

Faced with losing their premises, the charity had to rapidly secure a new home that met both organizational and community needs. Armley Helping Hands successfully relocated to the Cross Grasmere Street Sheltered Housing Community Centre. This monumental move was achieved within an incredibly tight two-week turnaround window, resulting in minimal disruption to vital frontline service delivery.

A Message of Gratitude to Our Partners

Without the swift intervention, shared investments, and hands-on help from our wider network, achieving this survival outcome would have been completely impossible. We want to extend our deepest gratitude to the following key entities for serving as the backbone of our charity during our most challenging hour:

Community:- All our Partners who participate in the Farnley & Wortley Local Community Anchor Partners All our Partners who participate in the Armley Local Community Anchor

P a g e | 28

To our incredible service users, your families, and the wonderful people of West Leeds: thank you. When faced with sudden relocation and funding shortages, your resilience inspired us every single day.

To Our Service Users: Thank you for your patience, smiles, and trust as we adjusted to our new home at Cross Grasmere Street.

To the Families: Thank you for your constant encouragement and peace of mind during a chaotic logistical transition.

To the Wider Community: Thank you for donating, raising awareness, and proving that the spirit of Armley and Wortley cannot be shaken.

To our dedicated Board of Trustees, our tireless staff, and our phenomenal volunteers: thank you for everything you do.

Navigating our 30th anniversary alongside a major relocation and funding crisis required monumental effort. Through it all, your dedication never wavered. You worked around the clock, packed boxes, managed logistics, and provided emotional support, all while ensuring our daily services never stopped.

To Our Board of Trustees: Thank you for your strategic leadership, calm governance, and steady guidance through complex financial and legal transitions.

To Our Staf Members: Thank you for your adaptability, professionalism, and for working far beyond your regular duties to keep operations seamless.

To Our Volunteers: Thank you for giving your energy, time, and hearts to help us move and set up our new home without hesitation.

Your collective selflessness does more than just keep our organization running. You directly enrich the lives of older people and families living in Armley, Wortley, and the wider community every single day. You are the heartbeat of Armley Helping Hands, and we are deeply grateful for your extraordinary commitment.