BRENT MENCAP LEGAL AND ADMINISTRATIVE INFORMATION FOR THE YEAR ENDED 31 MARCH 2025 BRENT MENCAP (A Company limited by guarantee) TRUSTEES' REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Registered Number: 03651245 Charity Number: 1077038 BRENT MENCAP LEGAL AND ADMINISTRATIVE INFORMATION FOR THE YEAR ENDED 31 MARCH 2025 CONTENTS Trustees Report Legal and administrative information Brent Mencap Values Governing Document and Charitable Objects Chair's Report 2024-2025 Organisational Structure and Procedures for Setting Staff Salaries Objectives Our Main Activity Strands Creative and Wellbeing Activities: 2024-2025 Health Educator Partnership Service (HEPS) Disability Rights and Politics Group -Empowering Self-Advocacy Social Prescribing, Care Navigation, and Health & Wellbeing Coaching Patient Feedback and Evaluation Brent Mencap's Partnership Work and Community Ripples Brent Mencap's Influencing & Challenges Faced Financial Review Plans for 2025-2026 Statement es to Disclosure of Information to Auditors Independent examiner's report Statement of Financial Activities Balance sheet Cash Flow Statement Notes forming part of the financial statements Pages 3 4 5 5 6 7 12 12 15 16 16 18 19 19 20 23 25 26 29 30 31 32 - 41 Trustees Pete Bickers, Vice Chair Shirley Bickers Noel Gibb, Treasurer Charlotte Johnson, Chair Patrick O'Shea John Gribbon Michael Odumosu Marcus Bull Harriet Bird (elected 6h December 2023) Executive Director Ann O'Neill Company Registered Number 03651245 Charity Registered Number 1077038 Registered Office 379-381 High Road, Willesden, London, NW10 2JR Independent Examiners K C Fisner FCA c/o Kingston Burrowes Audit Ltd 308 Ewell Road Surbiton Surrey KT6 7AL Bankers National Westminster Bank, 12 Station Parade, Willesden Green, London, NW2 4NN Brent Mencap Values locall mencap • Brent Our Values Brent Mencap supports people with long-term conditions; especially people with a learning disability. IMAGINATIVE We work creatively to find solutions to problems Brent people face. W E LCOMING We are friendly, caring, helpful, - honest and patient INCLUSIVE COLLABORATIVE ASSERTIVE PROFESSIONAL We are person-centred treating everyone as a unique individual. We work with other organisations to get the best for Brent people. We have a positive approach and we are determined to make Brent a healthier and Fairer place. We are proud of our long record as an accountable, skilled, safe and organised Brent charity. Passionate about a Healthier and Fairer Brent Copyright @ Brent Mencap, 379-381 High Road, London NW10 2JR The Trustees, who are also directors of the charity for the purposes of the Companies Act, submit their annual report and the financial statements of Brent Mencap (the company) for the year ending 31st 4 March 2025. Governing Document and Charitable Objects Brent Mencap is registered as a Charity with the Charity Commission under registration number 1077038. It is constituted as a company limited by guarantee (registration number 03651245) and is therefore governed by its Memorandum and Articles of Association. The objects of the charity are: "Primary object: The relief of PWLD in particular by the provision of help and support for them and for their families, dependents, and carers, and to promote inclusion, independence and choice for PWLD and to challenge discrimination against PWLD. Secondary objects: The promotion of the welfare of older people and adults and children with disabilities and their carers in any manner which now or hereafter may be deemed by law to be charitable within the London Borough of Brent and adjoining areas particularly by the provision of care, advocacy, support, treatment and education commensurate with their needs and potential ("Older people" are people over the age of 55). To provide or assist in the provision of facilities for the recreation or other leisure time occupation for people who have need thereof by reason of their age or disability with the object of improving their conditions of life" Chair's Report 2024-2025 Dr Charlotte V. V. Johnson, Chair of Brent Mencap This year has been one of real progress and renewal for Brent Mencap. Together, trustees, staff and members have built stronger foundations for the charity's future - ensuring we remain a trusted voice and source of support for people with learning disabilities (PWLD) and people with long-term conditions (LTC)in Brent. Building for the Future We have taken major steps to strengthen leadership and strategy: We have • Begun the recruitment for our new Executive Director and Finance Manager to lead us into the next phase of development and growth. • Commissioned an independent consultant to benchmark Brent Mencap against similar organisations and help shape a new Strategic Development Plan. • Participated in a Theory of Change workshop that led to three focused workstreams now guiding our priorities. • Created and agreed a new Values Statement, developed collaboratively by trustees, staff and users (see page 4) Investing in People and Good Governance Our commitment to fairness, quality and compliance remains at the heart of our work: We have • Benchmarked staff salaries against similar roles across Greater London, ensuring our 2025 pay rise was fair and competitive. • Budgeted responsibly for the upcoming rise in employers' National Insurance contributions. • Reviewed policies more frequently and introduced new ones in line with updated legislation - including a new Sexual Harassment Policy. 5 Updated employment contracts and the Employee Handbook ahead of new legislative changes. • Completed a full GDPR compliance review and delivered refresher training for all staff and trustees Expanding Our Reach and Influence To raise our profile and strengthen community connections, we have : • Launched a detalled marketing plan, including a new website and improved social media presence. • Began researching the most relevant Quality Standards accreditation for our work. Meanwhile, our Service Development Groups have continued to explore new ways to make life better for PWLD in Brent-from employment and advocacy to inclusion and wellbeing. The Disability Rights and Politics (DRaP) group, in particular, continues to grow as an influential voice for local people with learning disabilities. Looking Ahead As we move into 2025-2026, Brent Mencap is in a strong position - with a clear strategic direction, renewed leadership, and a shared commitment to inclusion, empowerment and equality. It is heartwarming to read the details of the impact of Brent Mencap's work in this report. I also find it a delight to see people here enjoying the art groups, singing, gardening and self-advocacy. Our heartfelt thanks go to all our staff, volunteers, members, and supporters who make this work possible. Together, we are ensuring that Brent Mencap continues to be a place where everyone can belong, contribute and thrive. Organisational Structure and Procedures for Setting Staff Salaries Legal responsibility for the management and stewardship of the charity is vested in the Board of Trustees. A list of Trustees who served during the year is on page 1. The Trustees met 6 times during the year, with the Executive Director and finance manager present. Regular reports about Brent Mencap's financial position and performance are sent to the Trustees. The committee discuss the reports and agree proposals in line with our current/future financial and strategic direction. The trustees have an established system for setting pay and remuneration for key management personnel, which takes account of salary levels for similar posts elsewhere as well as existing posts within the organisation. All salaries are reviewed annually and take account of comparative local and national trends as well as the financial performance of the organisation. As a London Living Wage employer all our employees receive at least the London Living Wage. Staffing: Achievements and Challenges The day-to-day running of the charity is delegated to a part-time Executive Director, part-time finance manager and part-time office manager. Our staff team decreased slightly from 51 FTE staff to 46FTE during the year. This includes a full-time Social Prescribing /Care Navigation team manager, 4 full-time seniors, 30 Social Prescribing Link Workers, 2 Care navigators, 9 Health Coaches, 6 part- time project workers, and 1 As and When admin-l.T.worker Brent Mencap's excellent staff are crucial to providing great person-centred support and services. So we continue to recruit, retain and develop excellent staff. In 2024-2025 we are proud of: • Responding to staff concers about cost-of-living pressures, workloads, handling difficult cases, unrealistic expectations of some patients/partners and emotional impact of this. 6 Offering an 8% pay increase in January 2024 till March 26. • More enjoyable staff social events, BBQs, picnics and employee of the month awards, • Our supportive management style, regular peer support and supervision Increasing variety of training courses eg Basic Life Support and Defibrillator Awareness Introducing Champion roles so staff can develop areas of interest and specialist knowledge • Involving all staff in the development of the strategic development plan and work streams All staff are now using the Breathe HR system to request annual leave, report sickness and access Staff are benefitting from our Employee Assistance service eg cash back on health costs, free legal advice and counselling. Some have used our salary advance scheme for home/car emergencies Brent Mencap Staff Ethnicity Breakdown Ethnic Distibution at Brent Mencap compared to Brent population Total Populaton percentage 13.00% 3-6.00 22.0092 24.90 3.00% 9.0092 L. Etic Coup s Brene Borough Related Parties Brent Mencap is affiliated to Royal Mencap as a branded group and is approved to use the name Mencap and their logo. Brent Mencap is an autonomous local group. We receive no funding from Royal Mencap. Objectives Brent Mencap exists to enable Brent residents of all ages with a learning disability or long-term health conditions to live as full and independent a life as possible. Our services/activities encourage and enable people with a learning disability (PWLD) and others with long term conditions to be more in control of their lives and positively included in their communities through tocusing on: • inclusive, person-centred health and well-being services, • specialist information, advice, and support. • social inclusion and keeping safe activities: giving people a voice and the ability to influence through user involvement and engagement activities, • promoting equal rights, inclusion and accessible community services, • gathering local evidence of people's lived experiences and using this to inform and influence local decision makers and service providers. 7 Strategies for Achieving Objectives Our key strategies for achieving our objectives were reviewed and adapted in light of new and ongoing threats and changes such as the Gaza and Ukraine wars, the new government, and the continuing cost- of-living crisis in 2024-2025. We analyzed the external environment, likely future developments, possible funding streams and other factors affecting Brent Mencap in 2024-2025. Our agile approach means we adapted swiftly and continued to provide support in person centred ways to our beneficiaries. Strategic Development Areas 2024-20251 How did we do? In 2024-2025 we planned to focus on: • Continuing and improving our current preventative support projects e • Submit longer term bids to continue current creative, wellbeing and self-advocacy services. Our 2nd National Lottery bid was rejected in mid-2024 • Achieving new quality assurance accreditation? Partly. We agreed to undertake Quality For Health accreditation in 2025-2026 • Reviewing and reinforcing our values, ensuring staff, trustees and stakeholders understand and support them. see introduction • Developing a longer-term strategic plan which is more explicit about fundraising, data, impact reporting and marketing. G • Implementing our management succession plan, ensuring continuity is provided by trustees and other senior managers? Partly. We selected a recruitment consultancy to begin the process • Improving our managers' leadership and strategic planning skills. Partly all were involved in strategic planning and some development activities • Using our data more effectively to highlight unmet needs, development areas or inequalities? Partly. We have clearer data about impact and outcomes of our creative and wellbeing activities • Improving our website, marketing and social media Plan in place and began November 24 • Set up and support a Disability Rights Advisory sub-group of the Board of Trustees of PWLD self- advocates and key stakeholders, to steer disability rights initiatives. No action taken yet • Use new technologies to improve services, reporting, accessibility and impact © Using Al more • Create service model templates to prepare for future tendering/contracts/opportunities © no time • Scope possibility developing of an information/support service fer people with ASD or family carers no time but people can access social prescribing services • Expand wellbeing activities and support to children and young people aged 14-25 and their carers? Partly. We offered creative activities to them, but no time to expand the range beyond social Our Achievements 2024-2025 2024-2025 was a busy, challenging, and successful year for Brent Mencap despite new and continued external challenges and changes. We solved problems, adapted successfully, reinforced local relationships, made new partnerships and offered new wellbeing and creative experiences and opportunities to our users. We strengthened our financial situation. We are determined to ensure Brent Mencap will build on this to continue our support to Brent PWLD, carers and other people with long-term health conditions to survive and thrive. 1 See page 29 in our 2023-2024 report 2 If we succeeded there is a * next to it. If we partly achieved it, there is a ? and an explanation. If we didn't there is a E with a short explanation. The full report, which follows, gives more details 8 Given this we are especially proud of: • Completing a strategic review of our priorities and identifying 3 key areas to work on in 2024-2026 • Improving our marketing through a new website and energized social media posts • Completing our lease negotiations with Brent Council and securing a 10-year lease. Maintaining full occupancy of our building with organisations that share our values and ethos. Supporting more Brent people in a person-centred way to improve well-being, income and lives. Improving the evaluation of our services with patients and users Being "greener" and saving money by installing solar panels on our roof Building patients, users and carers' resilience, confidence, talents and skills • Sharing personal stories and achievements. Recording the lived experience & views of people with long term health conditions and disabilities. • Highlighting gaps in services they face to service providers and decision makers. • The persistence of our users to speak up in public and challenge barriers they face. • Delivering enjoyable wellbeing, exercise, arts, gardening, creative activities and self-advocacy with 1 short term grant, topped by up reserves • Improving our impact reporting and data collection • Still providing face-to-face/phone practical and emotional support to people with a learning disability • Raising local awareness of the Accessible Information Standard, Easy Read information & Hate crime • Strengthening links with new local and London wide partners • Increasing our income, making a surplus for the 5th time in several years and using some of it to keep our creative and well-being activities going. We increased our savings. • Improving the Social Prescribing Link Worker, Health and Wellbeing Coaching and care Navigation Service and the management support for this team of workers • Keeping all our tenants and hirers happy and the building safe and smart. • Full details of the achievements of individual projects strands are included in the rest of this report. A Statistical Snapshot of Brent Mencap Beneficiaries and Activities and their Ethnicity in 2024-2025 2023- 2024 Total support91564 Sessions/ Activities/events offered to all client groups Total session 94442 attendances all client groups Total attendance 76142 PWLD Sotal clients worked 18689 People with a 1692 learning disability 2024- 2025 104395 service Heat and weening oscas nerdine a gore We estimate 3 % had a learning disability/neurodiversity as shown in national statistics. Not everyone has a diagnosis. 101121 See above 75915 22175 825 ight decrease due to the lack of longer-term funding. Som eople are on waiting lists and others are now accessing oth community activities independently Increase due to increase in social prescribing service and health We refer more people with LD or carers to universal services eg Social Prescribing Brent Mencap Service Users' Ethnicity Asian or Asian British (Indian) Other Black or Black British (Carribean) Asian or Asian British (Other) Mixed Asian or Asian British (Bangladesh) 2 1% 10% 0.00% 24% 1 19% 8 11% 1 10% • 7% 6% . 6% 215% 4% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 10 Individual Event and Project Data 2024-2025 Event / Service 2024-2025 Individuals involved. or assisted AGM 2024 28 Care Navigation 416 Creative and Wellbeing activities 82 Health and Wellbeing coaches 9501 Health Educator Programme Service 1781 Self-Advocacy (DRAP) 15 Social Prescribing Link 10227 Workers Other beneficiaries 54 Winter and summer parties 71 Totals 22175 Support Sessions or number of activities offered by service 4992 578 21851 2061 46 71589 154 101121 Total personal Participations or support sessions per person per notes service/event 28 4992 3160 21851 2061 460 71589 183 71 104395 Numbers of people with a LD 80% with a learning disability or Autism. 23 spectrum disorder (LD or ASD) Av or As o 12 sessions per patieni, (3% 12 Our Creative/well-being activities always 72 provide wrap around support and advice. 10% 13% LD or Ason 60% 2 calls or 285 Includes individual encounters, outreach, 17 peer support. follow-up case management sessions (3% LD or ASD) Includes external meetings Average: 7 patient contacts. (3% LD or 14 307 Sunue ofered by volunters eg 80% have LD or ASD 31 8254 3 Brent Health Matters funding for Wellfest 4 We are probably in touch regularly with about 120 people who have a LD/ASD diagnosis. Not all these people choose to use our services. The majority (3% of the overall population) may be undiagnosed and access universal services such as Social Prescribing or Health Educator Our Main Activity Strands Focus on • Improving the health, well-being, and safety of people with a learning disability (PWLD) and others with long term health conditions through person-centred appropriate advice and support • Providing creative, well-being, inclusion, equality and engagement activities and opportunities for PWLD and others with other disabilities or long-term conditions, • Gathering local evidence of people's lived experiences and using this to inform and influence local decision makers and service providers. • Promoting accessible and up to date information and advice for people with a LD or long-term conditions, their carers and local stakeholders Health and Wellbeing Activities Include Creative and Well-being Activities, Health Educator Programme Service, Social Prescribing Link Worker Service, Care Navigation and Health and Wellbeing Coaching and safeguarding Equality, Influencing, Inclusion and Engagement Activities. Includes Self-Advocacy and Hate Crime parts of Creative and Wellbeing Activities as well as our partnership/influencing activities with Brent Council, Brent G.P practices and Brent voluntary sector partners. Accessible Information and Advice Includes advice provided by Social Prescribers, Health Coaches, project workers, our informal telephone advice (which often results in a referral to a Social Prescriber or wellbeing activity), emails to partners, website, and social media. It also covers awareness raising sessions. Our Values and Commitments A commitment to partnership, equality, volunteers, inclusion and keeping people safe is interwoven into all strands of our work. The lived experience and feedback from participants informs how projects develop. They provide the evidence we use to influence and educate partners and providers. The activity, achievements and performance of each core strand are reviewed below. Creative and Wellbeing Activities: 2024-2025 In 2024-25, our wellbeing and creative activities with wraparound support continued to evolve, despite having just one dedicated 28-hour-per-week coordinator, one as and when support worker and a team of committed tutors who volunteered as much as they were paid! This work was made possible through funding from Brent Health Matters, 3 large donations from Francis Holland School and additional support from our reserves. Over the past year, • 11 varied groups ran across 46 weeks, delivering 446 sessions - more than 800 hours of activities — alongside 178 individual support and signposting sessions. • A total of 82 people took part in Wellbeing Sessions, with a further 54 people receiving 183 bouquets through our partnership between the Gardening Groups and Flower Friends. • Our social events brought the community together: 35 people enjoyed special outings like the Royal Albert Hall and the British Library while 71 people loved our Summer BBQ & Winter Party. • Altogether, we delivered an impressive 3,620 participation opportunities. • Feedback from participants shows significant improvements in confidence, social connection, and self-esteem, as illustrated in our Wellbeing infographic on page 14 below Singing and the Arts Creativity flourished this year. Our All Stars singing group completed their first 11-track album, supported by our neighbours at BBMC Studios, and applied for Arts Council funding to launch it publiciy. The group's ambition - to inspire oters and change perceptions of PWLD - stands as a testament to their confidence and talent. 5 See page 4 for our Values statement. 12 We were proud to collaborate with the Royal Philharmonic Orchestra on its Sound Sanctuary outreach project, which became one of their most successful initiatives thanks to our joint approach. Through our partnership with Create Arts, 18 young SEND students took part in four three-day workshops led by professional artists. A highlight was the film-making project, where nine young people learned every stage of production and created a short film now featured on our website. Our Art Group continued to thrive, benefiting from use of the New Millennium Day Centre ceramics kiln and showcasing art now displayed across our garden and offices. The continued development of participants' artistic skills highlights the lasting impact of regular creative opportunities - and demand is such that we plan to launch a second art group next year. Exercise and Outdoor Activities Physical wellbeing was promoted through Breathe and Movement, yoga, and Create's dance workshops. Our Gardeners worked closely with Flower Friends to grow and share beautiful bouquets with isolated residents across Brent, improving both wellbeing and community connection. Yoga with Rita is always popular. Our Breathe and Movement classes (delivered by FFfit UK) went from strength to strength, with attendance rising from an average of 7 to 11 participants per session -evidence of growing interest in accessible fitness and mindfulness activities. Safeguarding and Partnership Working This year also brought vital progress in safeguarding. Following a complex case involving multiple agencies, our proactive engagement with Brent Adult Safeguarding led to a well-planned and supported move for a vulnerable older woman who had experienced high level financial abuse. We now have new quarterly coordination meetings with safeguarding leads from several partner organisations. This collaboration has already improved joint responses and will continue to strengthen protection for vulnerable adults. Our achievements have been made possible through strong and diverse partnerships with organisations including the Royal Philharmonic Orchestra, Create Arts, Brent Start, Flower Friends, FFfit UK, BBMC Music Studios, BEAM Employment Support, and Brent Council's Co-Production Team. These collaborations have enriched our offer and extended our impact. Looking Ahead: 2025-26 Next year, we plan to: • Launch the All Stars' debut album of original songs. Continue DRaP's campaign for better employment support for PWLD. Deliver 10 diverse wellbeing activities across the year. • Establish a second Art Group to meet growing demand. • Expand communication and sharing of wellbeing successes and advocacy outcomes. • Develop an Easy Read group with Brent Council's Co-Production Team 13 mencap Participant Feedback: Creative Groups at Brent Mencap 01 Participation • 41 total participants • 24 responded (58% responso rato) • on gave positive ratings • 0% reported any negative impact What Participants Loved Most 02 Participants said they mostly loved the people, learned new skills and felt more confident. "I love it." "I now speak on the phone - that was a challenge before. "I was very nervous on stage - now I'm ready to gol" 03 Skill Building •& Singing, songwriting, performing / Creative writing, poetry. expression • @ Art teahniques "The tulars holped improve my art." "From not knowing much to recording songa. Confidence & Creativity 04 75% felt more confident 83% falt more creative "I feel creative because my interost is strong." "I like to como up with ideas." 05 Wellbeing & Mental Health 90% said their mental health improved. Described sessions as. relaxine, buttine "Doing art has made me happier." *It wasn't with poet and Sheda. Id be home, bored, depressed." Friendship & Belonging 06 • 90% felt well-supported •Most people made good friends through the " live alone, but have lots of friends at poetry." "We need to help each other out." 07 At Home: Then & Now Befare joining: Now: * 80% create at home - music, art, poetry → Some jolned choirs, events, or publi performances Support Communit 08 75% got more than they expect Tutors praised as: fun. helpful, clec supportive "We have our poetry book in the National Poetry Library." "We painted a mural in the garden" 09 Would The! Zecommend It 90% would recommend these activities. Requests include: → More time in the recording studio • R Keep the great art tutorials going! Health Educator Partnership Service (HEPS) Background to HEPS Brent had a high level of deaths and cases of Covid 19. But even before Covid, many Brent residents had worse health and died earlier than most other places. This is for many reasons: 14 poorer housing, less income, language and cultural issues, discrimination, less awareness of how to keep themselves healthy and prevent illnesses like Covid, diabetes, cancer and high blood pressure. (The posh word for this is "health inequalities") In early 2024 our partnership® submitted a successful tender to continue the project which had new targets, more outcomes, but no more money from Brent Council's Brent Health Matters. There was more emphasis on Diabetes case management, closer locality working and providing diabetes peer support and digital diabetes awareness sessions as part of the overall contract these had been funded separately before The original 3+year HEPS contract finished on 30 June 2024. All partners worked hard together with health educators to adapt to delivering the new targets. The planned increase in employers National Insurance in April 2025 meant we had again to review ongoing staffing to stay within budget during the contract life. We asked for a slight contract variation to reduce staffing overall. Brent Mencap still has the same amazing 4 part-time Health educators who work 35 hours a week. We lead work in our neighbourhood of Neasden, Dollis Hill and Willesden. Our area has some of the most deprived areas in Brent. They supported 1781 people, 90 more than last year, despite significant contract changes, no project coordinator in post and longer support given to residents. Contact varies from handing out leaflets, showing people online resources, short conversations to ongoing casework support for a month or leading 8-week Community Diabetes peer support sessions. HEPS Achievements April 24-March 25 Promoting Health and Reducing Inequalities From April 2024 to March 2025, the borough wide Health Educators Programme (HEPS) delivered 1,208 outreach activities across Brent's five key areas — Kilburn, Wembley, Harlesden, Kingsbury, and Willesden - engaging 11,416 residents aged 18-95, predominantly from BAME communities. Through workshops, one-to-one support, and community events, HEs focused on reducing health inequalities and raising awareness of conditions such as diabetes, hypertension, mental health issues, and cancer screening. Key achievements include helping residents adopt healthier lifestyles: using tools like the 'Eat Well' plate and community food workshops, participants learned to make informed dietary choices and follow low-carb plans. Diabetes awareness was reinforced through leaflets, NHS risk checkers, and a six-week Diabetes Peer Support Programme, which was well-attended and highly valued, with participants requesting ongoing sessions. HEs also contributed to public health initiatives, supporting the Brent Health Matters (Brivi programme, vaccination buses, the Man Van Mobile Clinic, and monthly wellness events. efforts reduced unregistered GP residents from 107 last year to 60 this year, demonstrating a tangible impact on access to healthcare. Health Educators motivated community members to engage in physical activity, attend talking therapies, and participate in health checks, while distributing information on preventive care, including blood pressure, sugar, BMI, and diabetes risk scores. upporting clinical teams, 12 trained HEs delivered health checks, promoted screenings, ar cilitated health promotion events. A new role of Diabetes Case Management He was introduce focusing on personalised case studies across all five localities. Through training in diabetes management, mental health, NHS digital tools, and obesity interventions, HEs enhanced their knowledge and capacity to provide accurate, relevant guidance. Overall, the team's work has led to improved health literacy, behaviour change, and stronger 6 Brent Carers Centre, Brent Mencap, PLIAS, CBplus and Saafi 15 community connections, while reducing barriers to healthcare and empowering residents to take charge of their wellbeing. Disability Rights and Politics Group - Empowering Self-Advocacy Our Disability, Rights and Politics (DRaP) group continued to champion the voices of people with learning disabilities (PWLD) in Brent. Meeting weekly, members spoke up about critical issues - articularly the lack of effective employment support for PWLD. DRaP self-advocates' persistence led to tangible change: following their advocacy, Brent Council commissioned a new short-term LD/autism-specific employment project in partnership with BEAM, resulting in two participants gaining paid work and three more preparing to apply. DRaP also played a key role in Brent's Disability Forum, offering detailed feedback on accessibility and Easy Read communication. They trained 30 new Thames Reach staff, improving frontline understanding of learning disability. Their independent mystery shopping led directly to improvements in Brent's Advice Hubs - a powerful example of peer-led change. A core group of 15 experienced self-advocates still met regularly during 24-25. No new self-advocacy group could be started due to lack of new funding. Through the DRaP group members know they have a voice and can make a difference. These efforts have not only raised awareness but also led to systemic changes that benefit PWLD in various aspects of life, from public services to community engagement. Social Prescribing, Care Navigation, and Health & Wellbeing Coaching In April 2024 to March 2025, our Social Prescribing Link Workers (SPLWs), Care Navigators (CNs), and Health and Wellbeing Coaches (HWBCs) supported 20,144 patients, up from 15,374 the previous year - representing a 31% increase in patients supported. This demonstrates the growing demand for and impact of our services in the community. Service Developments • Staffing remained stable, with only four leavers and two maternity leaves. Our team reflects Brent's diverse population, and future recruitment will continue to prioritise inclusivity. • Training included Basic Life Support, advanced safeguarding, housing training with Shelter, and HS online refreshers, equipping staff to respond to complex needs. Referral Numbers and Year-on-Year Growth Our team supported 20,144 patients in 2024-25, representing a 31% increase from 15,374 in 2023-24. Breakdown by service shows substantial growth across all teams: • Social Prescribing Link Workers (SPLWs): 10,227 referrals (up 10.7%) • Health and Wellbeing Coaches (HWBCs): 9,501 referrals (up 63.0%) • Care Navigators (CNs): 416 referrals (up 33.0%) This highlights both the rising demand and the team's ability to respond effectively to a growing and diverse patient population. The chart below shows we are reaching people in the majority of Brent's Ethnic groups. We will increase the take up by Middle Eastern, Pakistani and Sri Lankan patients in 2025-2026. 16 Ethnic Distribution Comparison: Brent Population vs. Brent Mencap Service Users 30% 25% 20% 15% 10% 5% 0% 24% 19% 19% 15%% 119 10% 9% 7% 8% 6% 75% 695 7% 5% Black or Black British (African) Black or Black British (Carribean) 5% Middle Eastern Asian or Asian British (Other) 690 4% gr 5% 496 Mixed 1% 0.0% 150 = Brent Population • Brent Mencap Service Users Referral and Enquiry Highlights • SPLWs addressed housing, social care, benefits, mental health, employment, education, transport, and family matters. • Top enquiry themes across the six Primary Care Networks (PCNs) were housing, social care, and welfare benefits, reflecting local social challenges. • Safeguarding: 66 cases managed, as well 28 patients with suicidal ideation. Staff ensured timely referrals to social services, mental health teams, and other agencies. For 4 out of the 6 Primary Care Networks Housing is the top enquiry. This includes homelessness, unsuitable accommodation, rehousing, disrepairs and adjustments needed in home. Social care is also one of our top enquiry types, this included care packages, liaising with social services, requesting care needs assessments and reviews, OT referrals and supporting carers. Welfare benefits are in our top 3, this included eligibility checks, providing information and advice, making claims, supporting with application forms, and checking progress. CNs: Like our SPLWs, the CNs support patients with social related matters. They provide longer term support. Our CNs top 3 enquiry types are Housing, Benefits and transport (supporting patients with application process for blue badge, taxi card, dial-a-ride). HWBCs: Our HWBCs have been supporting practices and their patients with the following: health and wellbeing enquiries, diabetes, health management programme, healthy eating and physical health checks, screenings (such as cervical, bowl and breast screenings), child immunisations and cancer prevention. Numbers are up this year due to more one-off phone calls, reminding patients to book cancer screening and vaccination appointments. They educate patients, listen to their concerns, provide information, make appropriate referrals and book required Case Studies: Transforming Lives • 75-year-old male - Struggling with alcoholism and daily care needs; SPLWs coordinated social care and alcohol support. Carers now visit daily, he has reduced drinking, and life is more manageable for him and his wife. • 32-year-old female - Wheelchair-bound; SPLW advocacy secured a ground-floor, accessible flat, improving safety and dignity. 17 • 26-year-old female - Sofa-surfing after domestic violence; CN support secured temporary accommodation and safeguarding interventions. • 30-year-old male - Diagnosed with tuberculosis; HWBC guidance on smoking cessation, diet, and self-management improved his overall wellbeing. • 69-year-old female - Managing chronic conditions and grief; HWBC support included lifestyle coaching and community engagement, reducing isolation. • Additional cases addressed mobility grants, benefits, debt advice, and mental health support. Patient Feedback and Evaluation In early 2025, an initial evaluation survey was conducted with patients and carers. 73 responses were received via Google survey or phone. Key findings: 82.7% of responses were from patients; 19.1% from relatives/carers. • Top social issues: Housing (23.6%), Benefits (21.8%), Social Care (16.4%). • Most helpful support received: Referral to services (60%), Advice and information (52.7%), Support with applications (51.8%). 99.1% felt their SPLW focused on what mattered to them. • 76.4% were "very satisfied" with the support provided. • 98.2% would return for future issues and recommend the SPLW to others. Strategic Impact Our team not only responded to immediate social and health needs but empowered patients, improved access to services, and strengthened partnerships with housing, social care, and health providers. Through advocacy, personalised care, and holistic support, patients regained independence, confidence, and hope, transforming lives across Brent. Plans for future • Increase number of patients completing evaluation feedback. • Set up patient participation focus groups to get more detailed feedback, • Plan to increase take up of services in Sri Lankan and Mixed other ethnicity groups though outreach. Brent Mencap's Partnership Work and Community Ripples Brent Mencap has always worked in informal and formal partnerships to improve the lives of PWLD and people with long term health conditions. There is a wealth of excellent statutory, community and voluntary sector organisations in Brent that provide different types of services and support. This section names a small number of organisations, but our network is much wider. How we involve partners to improve people's lives shines through this report. Our aim is always to deliver or find the right service or support for people. We choose our formal partnerships carefully: checking project plans include enough time and funding. We research partners' skills, working culture and values to ensure the best fit for participants. We carefully assess risks and benefits to us and our beneficiaries before committing. Key Partners In 2024-2025 • Harness and Kingsbury and Willesden NHS localities on Social Prescribing, Health Coaching and Care Navigation • The Health Educators Partnership Service with Brent Carers Centre, Plias, Saafi and Community Barnet and Brent Health Matters. • New partner Royal Philharmonic Orchestra outreach who started Sound Sanctuary sessions here in May 2024 • "Create" who have delivered 12 creative day workshops a year for young people with a learning disability at Brent Mencap since April 2023 • Our tenants and neighbours: the Work Rights Centre, Brent Bereavement Service, Brent Irish 18 Advisory Service, the Shaw Trust, BBC the studio next door and Brent Trades Council who own the iconic but rather derelict building on the other side of our building • Brent Council, Brent NHS and voluntary sector partners. • Local organisations such as Advice for Renters, Sufra, Brent CAB, Brent Council Hubs, Green Doctors Flower Friends etc. We've found that our creative and well-being participants and self-advocates created many community ripples of their own. They positively impact the public, staff and customers in their own way, changing views, defying stereotypes, one ripple at a time. Brent Mencap's Influencing & Challenges Faced Despite trying to work in partnership and using our users/patients' lived experience to influence local policy and services Council's Draft Budgets in December 2023 and 2024. They included aco 2023 and 2, hay males a are one are • The general lack of respect, understanding and recognition shown by Brent Council and the ICP to the income generated, services provided, and contribution made by the Voluntary Sector in Brent to the wellbeing and health of Brent people of all ages. • Not being treated as equal, knowledgeable partners by them and not having the voices, wishes and experiences of the people we support, heard and acknowledged • The length of time it takes us to get a response from Adult Social Care (A.S.C.), safeguarding, and housing department etc. The lack of response and understaffing frustrates both staff and residents, with little hope for near-term improvement. Recent reports highlight many problems eg the recent CQC Brent Adult Social Care report and a Healthwatch Brent ASC report. • Our self-advocacy group and Brent Mencap have highlighted gaps in service for PWLD, people with other disabilities and long-term conditions especially lack of support into employment. Only short-term projects are provided. As a result of this feedback- given in writing and in person at the Budget Scrutiny task groups, we were approached by the Brent Safeguarding team and ASC for meetings to improve joint working. It also led to Brent's Employment lead commissioning a short-term employment project for people with LD/Autism in early 2025- but still no long-term changes. Accessible Information /Digital Exclusion Many older and disabled people are not as digitally confident or aware as other sections of the population. Many do not want to be either. This digital exclusion was highlighted through the Covid pandemic. Many still prefer information and support in non-digital, accessible paper formats and through face-to-face contact. For this reason, we provide paper-based information, leaflets, and are reachable by phone or if people call at the office. We raise the need for accessible information continuously at regular strategic meetings with Brent Council and partners throughout 2024-2025 when discussions took place about how to reach out to marginalised, hard-to-reach groups. We stressed the need for simple, easy to read paper information as well as digital resources. Important correspondence regarding care packages, financial charges, or service reductions is frequently not provided in accessible or easy read formats for individuals with learning disabilities. Financial Review As stated in the Statement of Financial Activity (SOFA), income for the year totalled £1,800,408 (£1,706,499 2023-24). This increase was mostly due to expansion of the Social Prescribing Link worker service and Health and Wellbeing coaching service, the Care Navigator Project continuation. Grants from 1 BHM Healthfest, Watling Gardens Community Fund and Mencap - Big Healthcheck Day 19 During the year the principal sources of funding were: Source of Income Service Level Agreements Statutory Sources € 1,714,236 2,271 % 95.21% 0.13% Investments, Donations & Other Income 83,901 4.66% We are grateful to all our funders for their financial support. This has enabled Brent Mencap to achieve its aims of supporting PWLD throughout the year. Donations and Other income totalled £10,438 (2023-24: £2,774). This figure includes 3 donations from the Francis Holland School, a single donation from Breathe and a regular £5 per month donation from JV. Income from other trading activities totalled £65,192 (2023-24: £63,941). This income originates from clients, club and event fees, room hire charges and income generated from training courses. The figure is higher because we have been able to increase the office rental or stares invertes receive pilled 151 art in eased To on l numbere investment income we currently receive has been significantly affected by the higher interest rates currently being offered by banks. Income for charitable activities totalled £1,716,507 (2023-24: £1.635,428) and is generated from two areas of work- Information, Advice and Equality and Health and Wellbeing. There are several different projects that fall under these headings. These were funded by 5 different funders throughout the year. Expenditure totalled £1,633,371 (2023-24: £1,429,620) during the financial year. All Expenses in 2024 and 2025 were incurred in pursuit of the charity's activities. These costs were split between direct costs of £1,477,696 (2023-24: £1,216,824) on Information, Advice & Equality and Health & Wellbeing activities; support costs totalled £155,675 (2023-24: £212,796). Support costs are allocated to all projects and are apportioned on a basis calculated by the total staff time spent working on each project. Governance costs were £7,173 (2023-24 £4,507) The revaluation of our investments (121 Santander shares originating from when the Abbey National Building Society demutualised in 1989), showed an increase in their value to £632 (2024: £466) at the end of the year. Unrestricted Funds have increased by £174,466 to £764,036. No funds at the end of the financial year were in material deficit. The total funds of the charity on 31 March 2025 totalled £766,307, (2023-24: £599, 104) comprising restricted funds totalling £2,271 (2023-24: £9,534) and unrestricted funds of £764,036 (2023-24: £589,570). Unrestricted funds include designated funds of £144,900 (2024: £144,900). Going forward, Brent Mencap will continue to build on its successful work with the local NHS and Brent Councii. We will aiso consider now the adverse erects of the current cost of living crisis in our funding bids and strategic planning for people with a learning disability and long-term health conditions. We will get better at collecting more evidence of need, so we are better placed to develop other larger charitable bids, maintain the income from our premises and explore other ways 20 to generate income. This as well as our selective and strategic approach to partnership working will ensure Brent Mencap has a firm foundation to enable it to continue to develop and deliver support to PWLD and others with long term needs into the future. Reserves Policy The Trustees of Brent Mencap have assessed the organisation needs to hold reserves to ensure the continuity of its charitable activities by protecting itself from fluctuations in income, providing a level of working capital, maintaining its fixed assets and covering all liabilities including the pension deficit. The levels of reserves the Trustees have calculated are needed are £374,784, equivalent to three months 2024-2025 salary costs and Office Rent Liability. We currently hold £738,870 of savings so we can cover these possible liabilities and any other eventualities. Investment Policy Brent Mencap's funds are split between 2 British banks. The Trustees decided that the funds would be put into banks with an ethical ethos. The trustees reviewed this in March 2024. Risk Management Brent Mencap Trustees and staff regularly review the risks the charity is exposed to. We undertake regular risk assessments on our activities and on the participants of our services. All discernible risks have been thoroughly assessed, and suitable plans, systems, procedures, and training have been implemented to mitigate these risks and minimise their potential impact on the charity if they occur. While the Covid legacy, the conflicts in Gaza and Ukraine and the ongoing cost-of-living crisis were unforeseen, our proactive management and agile planning enabled us to recruit adaptable, fiexible qualified staff to provide support to more patients and vulnerable individuals in 2024-2025. We learn and adapt continuously to support our large staff group and our customers. We are committed to maintaining our creative activities and well-being projects and core NHS funded services. advice and indemnify us against legal action, provided we follow their advice. Our increased management team reviewed some core systems and processes. We improved our cleaning and building health and safety as building use increased. We have started to identify and undertake new areas of work, income generation and project development while using our free reserves wisely to protect key services that benefit people with a learning disability. We have become experts at repositioning the charity so it can operate effectively at a time of cost-of-living increases, continually reduced public funding and changes to areas of service delivery. In 2024-2025 we continued the Social Prescribing Link Worker and Health Coaching and Wellbeing services, which provide the bulk of our income. We negotiated a price increase and fuller funding for the management team, some of which previously had been covered from our reserves. We also slightly increased the free income from office rentals and continued the Health Educator Programme Service (HEPS). We submitted several grant applications or bids during the year • Brent Health Matters Fund for Healthfest. Successful. This grant part funded our creative 21 and well-being activities • A second Community Fund large 3-year bid for Creative, Wellbeing and Self-advocacy services and development work- Unsuccessful again •National VCSE Energy Efficiency grant for 32k for solar panels and air to air heat pumps. Unsuccessful so we used reserves to pay for it • Health Educator Programme Tender with Brent Carers Centre, CBPlus, Saafi and Plias. We led on budget development for this 4-year project. Successful We are proud of our continued income generation and fundraising achieved during a very difficult and increasingly competitive time. The cost-of-living crisis is still hitting many charities. We focus on delivering well on existing contracts. Big funding bids take a very long time to develop and there is stiff competition. We are fortunate to be able to maintain our creative and well-being services for people with a LD with top-up funding from reserves and from donations. We were lucky to receive regular donations from Francis Holland school and an unexpected donation from the family of a young disabled man who died. They thought we were the best Brent organisation most able to make disabled people's lives better. Finding longer term funding for those services will be a priority in 2025-2026 Plans for 2025-2026 Brent Mencap has done well to consolidate core preventative support services and maintain self-advocacy, creative and well-being activities. We have begun to build up our free income stream; develop our talented staff team and deliver much-needed services. We completed some aspects of our new strategic plan in mid-2024 and will refine a 3-year business plan by March 2026. In 2025-2026 We will focus on • Recruiting and inducting a new Executive Director and Finance Manager, ensuring staff and users are involved as far as possible in the process • Increasing the amount of care navigator hours to meet increasing demand • Investigating the most suitable CRM database for the volume and variety of patients and users we support. • Increasing the take up by Middle Eastern, Pakistani and Sri Lankan patients to borough levels • Involving more patients and users in our evaluations of services and activities = Developing separate plans to support older carers of people with an LD/ASD, and young people aged 14-25 • Investigating JCP or other funding to increase employment opportunities for PWLD and ASD • Dividing the Wellbeing and Creative activities budget into smaller, fully costed projects for targeted funding bids. • Setting up a disability subgroup to inform Trustee plans and decisions • Supporting our self-advocates to participate meaningfully in local co-production with Brent Council ASC and ensure they are paid for their experience, time and knowledge • Assisting our self-advocates to campaign against proposed P.I.P. reductions through involvement in the Timms review taking place • Launching the All-Stars' debut album of original songs. • Continuing DRaP's campaign for better employment support for PWLD. • Delivering 10 diverse wellbeing activities across the year. • Establishing a second Art Group to meet growing demand. = Strengthening existing partnerships and build new ones. • Expanding our communication and sharing of wellbeing successes and advocacy outcomes. • Developing an Easy Read group with Brent Council's Co-Production Team. 22 • Using the memories and past experiences of services, housing, lived experiences of Brent PWLD and Brent Mencap historical documents/photos as the basis of a Heritage lottery bid • Highlighting the creativity, skills and talents of local people with a learning disability. ASD and other long-term conditions through public events, record releases and on our social media • Continuing to support our users now and in the future by managing our projects and building efficiently to produce an annual surplus and maintain our reserves. • Supporting our staff with their performance, development, work life balance and cost of living. • Supporting the meaningful involvement of people with long-term conditions in local engagement • Recruiting new trustees • Re-igniting data workstream that emerged from the consultant priority focus areas • Building on great progress made in marketing and expand to different channels Statement on Public Benefit The objects of the charity include: "the relief of learning-disabled children and adults and their carers within the London Borough of Brent and adjoining areas by the provision of care, advocacy, support, treatment and education consummate with their needs and potential." Our activities provide public benefit by enabling people of all ages with a learning disability and people with long-term health conditions to live as full and independent a life as possible. The services we provide encourage PWLD and other long-term conditions to be in control of their lives and make informed choices. We do this in various ways by providing activities such as information, advice, casework, anti-discriminatory support, advocacy, wellbeing and social activities, engagement and consultation opportunities, research and by campaigning for better rights and services. Our activities provide public benefit by • Enabling PWLD and other people with long term conditions to make informed choices about their housing, health, income, education, employment, leisure and give them the appropriate information and support to live as independently as they can. • Enabling PWLD and other people with long term conditions to be active citizens, engaged in their local communities and influencing local services. • Supporting PWLD and other people with long term conditions to maximise their income and avoid debt through specialist advice and sourcing relevant financial support. • Ensuring universal service providers make reasonable adjustments to their services so PWLD and other people with long term conditions can access them like other people. • Promoting health and wellbeing; reducing social isolation, through free or low-cost wellbeing and social activities for people with long term conditions and encouraging access to community events and groups. • Ensuring that any activity costs are reasonable and affordable by PWLD and other people with long term conditions. • Promoting better health services and more inclusion of PWLD and other people with long term conditions in consultations on health and social care and other community issues such as transport, information, civic engagement. • Working in partnership with other agencies in the borough and in West London to improve service delivery for all vulnerable people. • Enabling a strong consumer voice through increased user engagement projects and activities. This report comprehensively outlines the charity's objectives, activities, achievements, and performance over the past year, detailing its ongoing commitment to public benefit. The trustees, in setting our aims, objectives and planning our activities, have considered the Charity Commission's general guidance on public benefit. 23 Trustees Responsibilities The Trustees are responsible for preparing the Annual Report and the financial statements in accordance with applicable law and regulations. The Trustees (who are also directors of Brent Mencap 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 fiscal year. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure of the charitable company for that period. In preparing these financial statements, the trustees are required to: • Select suitable accounting policies and then apply them consistently. • Observe the methods and principles in the Charities SORP 2019 (FRS 102). • Make judgements and estimates that are reasonable and prudent. • State whether applicable UK Accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements. • Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation. The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. Statement as to Disclosure of Information to Auditors So far as the trustees are aware, there is no relevant audit information of which the company's auditor is unaware and each trustee has taken all the steps that they ought to have taken as a trustee in order to make themselves aware of any relevant audit information and to establish that the company's auditor is aware of that information. Small Company This Report has been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities issued by the Charity Commission in October 2019 and in accordance with the special provisions of part 15 of the Companies Act 2006 relating to small entities. Approval This report was approved by the Trustees on il December 2025 and signed on its behalf, by: Charlotte Johnson, Chair 24 Opinion We have audited the financial statements of Brent Mencap (the 'charitable company') for the year ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements: • give a true and fair view of the state of the charitable company's affairs as at 31 March 2025, of its incoming resources and application of resources, including its income and expenditure, for the year then ended; have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and have been prepared in accordance with the requirements of the Companies Act 2006. Basis for opinion We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Conclusions relating to going concern In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going condem for a penou of at least twelve months froin when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. Other information The other information comprises the information included in the trustees' report, other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information contained within the trustees' report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. 25 We have nothing to report in this regard Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audit: the information given in the trustees' report (incorporating the directors' report) for the financial year for which the financial statements are prepared is consistent with the financial statements: and the directors report has been prepared in accordance with applicable legal requirements. Matters on which we are required to report by exception In the light of our knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors' We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion: adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or the financial statements are not in agreement with the accounting records and returns; or certain disclosures of directors' 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 of the small companies exemptions in preparing the directors' report and from the requirement to prepare a strategic report. Responsibilities of trustees As explained more fully in the trustees' responsibilities statement on page 29, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. Auditor's responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud is detailed below: 26 Enquiry of management and those charged with governance about actual and litigation or claims and the identification of non-compliance with laws and regulations. Reviewing minutes of meetings of those charged with governance. Reviewing financial statement disclosures and testing to supporting documentation to assess compliance with applicable laws and regulations. Auditing the risk of management override of controls, including testing journal entries and other adjustments for appropriateness; assessing whether the judgements made in making accounting estimates are indicative of a potential bias; and evaluating the business rationale of any significant transactions that are unusual or outside the normal course of business. Performing analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud • Professional scepticism in course of the audit and with audit sampling in material audit areas. Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. A further description of our responsibilities is available on the Financial Reporting Council's website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report. Use of our report This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditor's 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 the charitable company's members as a body, for our audit work, for this report, or for the opinions we have K. C. Asha Kevin Fisher BA FCA CTA (Senior Statutory Auditor) For and on behalf of Kingston Burrowes Audit Ltd 308 Ewell Road Surbiton Surrey 17 December 2025 27 BRENT MENCAP STATEMENT OF FINANCIAL ACTIVITIES AS AT 31 MARCH 2025 Company Number: 03651245 Total Notes Income Donations Charitable activities Other trading activities Investments Other Total Expenditure Charitable activities Total let income/(expenditure ransfers between fund Other recognised gains/(losses) Gain / (loss) on investment assets Net movement in funds Fund balances carried forward 6 14 18 18 10,438 1,714,236 65,192 8,151 120 1,798,137 1,623,837 1,623,837 174,300 174,300 166 174,466 589,570 £764,036 Total 2,271 : 2,271 9,534 9,534 (7,263) (7,263) (7,263) 9,534 £2,271 The Charity's income and expenditure all relate to continuing activities. Movements in reserves and all recognised gains and losses are shown above. Total 10,438 1,716,507 65,192 8,151 120 1,800,408 1,633,371 1,633,371 167,037 167,037 166 167,203 599,104 E766,307 Total Funds 2,774 1,635,428 63,941 4,283 73 1,706,499 1,429,620 1,429,620 276,879 276,879 104 276,983 322,121 £599,104 The notes on pages 32 to 41 form part of these financial statements. 28 BRENT MENCAP BALANCE SHEET AS AT 31 MARCH 2025 Company Number: 03651245 FIXED ASSETS Tangible fixed assets Investments CURRENT ASSETS Debtors Cash at bank and in hand Note 13 14 2025 2024 € 21,330 632 16 74,366 738,870 813,236 68,891 185,168 461,602 646,770 48,132 CREDITORS: Amounts falling due within one year NET CURRENT ASSETS NET ASSETS CAPITAL AND RESERVES Restricted funds Inrestricted funds General funds Designated funds TOTAL FUNDS 17 19 18 18 744,348 E766,307 2,271 619,136 144,900 £766,307 598,638 £599,104 9,534 444,670 144,900 £599,104 The financial statements were approved by the Board of Trustees on I! December 2025 and signed on its behalf by: The financial statements have been prepared in accordance with the special provisions for small companies under Part 15 of the Companies Act 2006. Charlotte Johnson Chair Pete Bickers Vice Chair The notes on pages 32 to 41 form part of these financial statements. 29 BRENT MENCAP CASH FLOW STATEMENT (Incorporating Income and Expenditure account) FOR THE YEAR ENDED 31 MARCH 2025 Net cash generated from / (used in) operating activities (see below) Cash flow from investing activities Interest received Purchase of tangible fixed assets Increase / (Decrease) in cash in the year Cash brought forward Cash carried forward Analysis of cash Cash at bank Reconciliation of net income to net cash flow from operating activities Operating surplus on ordinary activities Adjustments for non-cash items: Unrealised (gain) /loss on investment asset Decrease /(Increase) in debtors (Decrease) / increase in creditors Adjustment for investing activities Interest receivable Net cash used in operating activities The notes on pages 32 to 41 form part of these financial statements. 30 2025 290,447 8,151 (21,330) 277,268 461,602 £738,870 £738,870 2025 167,203 (166) 110,802 20,759 298,598 (8,151) £290,447 2024 161,489 4,283 165,772 295,830 £461,602 €461,602 2024 276,983 (104) (122,943) 11,836 165,772 (4,283) £161,489 BRENT MENCAP NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 1. ACCOUNTING POLICIES Basis of preparation and assessment of going concern The charity constitutes a public benefit entity as defined by FRS 102. The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Accounting Practice. The financial statements are prepared on a going concern basis under the historical cost convention. The financial statements are presented in sterling which is the functional currency of the charity. The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated The trustees consider that there are no material uncertainties about the charity's ability to continue as a going concern. Income recognition Items of income are recognised in the financial statements when all of the following criteria are met: • The charity has entitlement to the funds; • any performance conditions have been met or are fully within the control of the charity; • there is sufficient certainty that receipt of the income is considered probable; and • the amount can be measured reliably. Contract income is recognised as the charity earns the right to consideration through the performance of its services. The company received government support through the Coronavirus Job Retention Scheme (CJRS) which is accounted for on the accrual basis, and is included under other income on statement of financial activities. Expenditure recognition Expenditure is recognised once there is a legal or constructive obligation to make payment to a thir party, it is probable that settlement will be required and the amount can be measured reliably. Expenditure on charitable activities which comprises the costs of running the various activities and services for the charity's beneficiaries. Expenditure includes those costs of a direct nature which can be allocated to a specific activity. It also includes indirect costs, including governance costs that do not relate to a specific activity but are necessary to support them. Support costs are apportioned to each activity on the basis of staff time. Financial instruments Debtors and creditors with no stated interest rate and receivable or payable within one year are recorded at transaction price. Any losses arising from impairment are recognised in the profit and loss account in other administrative expenses. Loans and borrowings are initially recognised at the transaction price including transaction costs. Subsequently, they are measured at amortised cost using the effective interest rate method, less impairment. If an arrangement costitutes a finance transaction it is measured at present value. 31 BRENT MENCAP NOTES TO THE FINANCIAL STATEMENTS (continued) FOR THE YEAR ENDED 31 MARCH 2025 1. ACCOUNTING POLICIES/contd... Fund accounting Unrestricted general funds are those funds which are freely available for use in furtherance of the objects of the charity and which have not been designated for specific purposes. Designated funds are unrestricted funds set aside by the trustees for particular purposes. Restricted funds are funds which can only be used in accordance with specific restrictions imposed by the donor or which have been raised for a particular purpose. Depreciation Depreciation is provided at rates calculated to write off the cost of fixed assets, less their estimate residual value, over their expected useful lives at the following rates Motor vehicles, furniture and fixture 25% straight line Computer equipmen 25% straight line Pension Scheme The charity operates a defined contribution scheme. Contributions payable to the scheme are charged to the Statement of Financial Activities in the period to which they relate. 2. DONATIONS Unrestricted Restricted Donations £10,438 ENil Total Funds 2025 £10,438 Total Funds 2024 £2,774 All of the E2,774 recognised in 2024 reiated to unrestricted funds. 32 BRENT MENCAP NOTES TO THE FINANCIAL STATEMENTS (continued) FOR THE YEAR ENDED 31 MARCH 2025 3. INCOME FROM CHARITABLE ACTIVITIES Unrestricted Restricted HEALTH AND WELLBEING ocial Prescribing/Care Navigato /atling Gardens Community Fur Mencap - Big Healthcheck Day High Street Challenge Health Educators BHM Healthiest Sports England - Track Academy Energy Efficient Grant Willesden Winter Warmfest TOTAL 1,681,530 1,781 £1,714,236 - : £2,271 1,681,530 1,781 490 32,706 : 1,555,824 £1,716,507 9,530 6,711 4,206 21,815 £1,635,428 Of the E1,635,428 recognised in 2024, E1,539,166 related to unrestricted funds and £42,262 to restricted funds. 4. INCOME FROM OTHER TRADING ACTIVITIES Unrestricted Restricted Room hire Club fees Training fees 65,064 128 €65,192 : ENI! 65,064 128 £65,192 63,429 112 400 £63,841 All of the £63,941 recognised in 2024 related to unrestricted funds. 5. INVESTMENT INCOME Bank interest Unrestricted Funds £8,151 Restricted Funds ENil Total 2024 E8,151 Total 2023 £4,283 All of the £4,283 recognised in 2024 related to unrestricted funds. 33 BRENT MENCAP NOTES TO THE FINANCIAL STATEMENTS (continued) FOR THE YEAR ENDED 31 MARCH 2025 6. EXPENDITURE ON CHARITABLE ACTIVITIES Direct Information, advice and equality Health and wellbeing 60,175 1,417,521 £1,477,696 Support costs € 94,435 61,240 £155,675 Total 2025 Total 2024 154,610 1,478,761 £1,633,371 52,069 1,377,551 £1,429,620 Of the 21,429,620 expenditure recognised in 2024, £1,391,330 was charged to unrestricted funds and £38,290 was charged to restricted funds. 7. ANALYSIS OF DIRECT COSTS Total 2025 Total 2024 Staff costs Travel and subsistence Venue hire Contractor costs Equipment costs Other direct costs 1,459,730 1,603 11,098 1,484 3,781 £1,477,696 1,193,364 2,930 340 12,230 6,057 1,903 £1,216,824 8. ANALYSIS OF SUPPORT COSTS 2025 2024 Staff Costs Bank charges Sundry IT support Office rent Other office costs Subscriptions and publications Printing, postage and stationery Telephone and broadband Insurance Staff training Legal and professional fees Governance costs (note 9) 13,332 926 14,981 7,385 26,073 44,762 1,414 4,057 8,882 2,617 3,982 20,091 7,173 £155,675 102,761 881 6,987 6,914 27,000 27,975 702 2,921 10,893 2,532 1,815 16,908 4,507 £212,796 34 BRENT MENCAP NOTES TO THE FINANCIAL STATEMENTS (continued) FOR THE YEAR ENDED 31 MARCH 2025 9. GOVERNANCE COSTS Audit fee Strategic development costs Legal and professional fees AGM expenses 2025 3,000 109 £7,173 2024 3,900 330 48 229 £4,507 10. NET INCOME/(EXPENDITURE) Net income/(expenditure) for the year is stated after charging: Audit fees Pension costs Operating lease rentals 2025 €3,900 £22,000 £3,222 2024 £3,900 €17,902 £2,682 11. TRUSTEES REMUNERATION AND EXPENSES The trustees neither received nor waived any remuneration during the year (2024: ENil). Travel expenses of £491 were reimbursed to 2 trustees during the year (2024 - £262). 12. STAFF COSTS 2025 2024 Salaries and wages Social security costs Pension costs 1,344,706 106,356 22,000 £1,473,062 1,193,364 84,859 17,902 £1,296,125 more wan 50,00 in either ye received total employee benefits excluding employer pension costs) of The average number of employees analysed by function was: Direct charitable activities Management and administration 2025 Number 44.00 3.00 47.00 Total employee benefits received by key management amounted to £33,096 (2024: E30,060) 2024 Number 48.00 3.00 51.00 35 BRENT MENCAP NOTES TO THE FINANCIAL STATEMENTS (continued) FOR THE YEAR ENDED 31 MARCH 2025 13. TANGIBLE FIXED ASSETS Leasehold Property Improvements Total COST At 1 April 2024 Additions At March 2025 DEPRECIATION At 1 April 2024 Charge for the year At March 2025 - 21,330 21,330 - ENil Net Book Value 31 March 2025 Net Book Value 31 March 2024 £21,330 ENil 14. INVESTMENTS All investments are quoted and dealt on a recognised stock exchange Market value brought forward Net unrealised gain/(loss) on revaluation Market value carried foward 2025 2024 466 166 £632 362 104 £466 15. TAXATION The charitable company is exempt from corporation tax on its charitable activities carried out during the 16. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR Debtors Prepayments Staff Rooms 2025 € 71,630 1,320 1,416 £74,366 2024 184,117 1,050 £185,168 17. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR Accruals Other creditors 2025 25,842 43,049 £68,891 2024 4,937 43,195 £48,132 36 BRENT MENCAP NOTES TO THE FINANCIAL STATEMENTS (continued) FOR THE YEAR ENDED 31 MARCH 2025 18. STATEMENT OF FUNDS 2025 UNRESTRICTED FUNDS General funds Designated funds Total unrestricted funds RESTRICTED FUNDS BHM Healthfest Willesden Winter Warmfest Watling Gardens Community Fund Mencap - Big Healthcheck Day Sports England - Track Academy Total Restricted Funds Total Funds Brought Forward 444,670 144,900 589,570 9,530 9,534 £599,104 Income 1,798,137 1,798,137 490 2,271 £1,800,408 Designated Funds Staffing contingency Building fund Capacity building 30,000 50,000 64,900 £144,900 37 Expenditure 1,623,837 ... El 9,534 £1,633,371 Gains/ (loss) 166 166 £166 Transfers Carried Forward BRENT MENCAP NOTES TO THE FINANCIAL STATEMENTS (continued) FOR THE YEAR ENDED 31 MARCH 2025 STATEMENT OF FUNDS cont Comparative information for the statement of funds is as follows: Brought Forward 2024 UNRESTRICTED FUNDS General funds Designated funds Total unrestricted funds RESTRICTED FUNDS BHM Healthfest Willesden Winter Warmfest Awards4All - Wellfest23 Energy Efficient Grant Sports England - Track Academy Total Restricted Funds Total Funds 171,659 144,900 316,559 9,768 (4,206) 5,562 £322,121 Income 1,664,237 1,664,237 9,530 21,815 4,206 6.711 42,262 £1,706,499 Designated Funds Staffing contingency Building fund Capacity building 30,000 50,000 64,900 €144,900 38 Expenditure 1,391,330 1,391,330 21,811 9,768 6,711 38,290 E1,429,620 Gains/ (loss) 104 104 - £104 Transfers In/(out) ENil Carried Forward 444,670 144,900 589,570 9,530 9,534 6599,104 BRENT MENCAP NOTES TO THE FINANCIAL STATEMENTS (continued) FOR THE YEAR ENDED 31 MARCH 2025 18. STATEMENT OF FUNDS (continued) Brent Council Community Network Fund Community er stagenet and feedback re emerginute Goid response planning including Peoples Postcode Lottery Funding for Rights Impact Brent, a self-advocacy group Sport England Funding for Keep Moving: exercise and movement sessions for people with a learning disability and long-term conditions Brent NCIL development. Building capital repairs, wellbeing activities, community garden and Heritage network Edward Harvist Trust Chat café which included self-advocacy group for people with learning disability. Quality and Health Accreditation To work towards quality accreditation. Awards4All - Welfest23 Funding for running yoga, poetry, creative arts, singing, cookery, self-advocacy and gardening workshops for Brent residents with learning disabilities. Energy Efficient Grant from Brent for Business which provides a capital subsidy to help implement energy efficiency initiatives. 39 BRENT MENCAP NOTES TO THE FINANCIAL STATEMENTS (continued) FOR THE YEAR ENDED 31 MARCH 2025 19. ANALYSIS OF NET ASSETS BETWEEN FUNDS 2025 Fixed assets Investments Current assets Current liabilities Unrestricted Restricted € 21,330 632 816,965 (68,891) £764,036 £2,271 Comparative information for the analysis of net assets between funds is as follows: Unrestricted Restricted 2024 € Investments Current assets Current liabilities 466 637,436 (48,132) 589,570 9,534 9,534 Total Funds 21,330 632 813,236 (68,891) £766,307 Total Funds 466 646,770 (48,132) 599,104 20. COMPANY STATUS rent Mencap is a registered charity (no. 1077038) and a private company (no. 03651245), limited t Jarantee and registered in England and Wales. The registered office of the company is given in th Legal and Administrative information on page 1. very member is liable to pay an amount of up to £1 to meet the liabilities of the company in the ever 21. OPERATING LEASE COMMITMENTS Minimum lease payments under non-cancellable operating leases fall due as follows: Other 2025 2024 Land and Buildings 2024 Operating leases payable within: 1 year 1-5 years £4,800 £20,400 = £2,640 £3,468 £24,300 £101,250 ENil ENil 22. RELATED PARTIES There were no iransactions with related parties other than those disclosed in Notes 11 and 12. 40