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← Hopscotch Women's Centre

2025-03-31-accounts

Annual Report and Accounts

2025

Prepared by

Registered Charity Number 1079574 Registered Company Number 03512914

Chartered Accountants 66 Earl Street Maidstone Kent ME14 1PS 1

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Table of Contents
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Company Information 3
Hopscotch Women’s Centre Services 4
Impact Highlights 5
Message from Our Chair 6
Message from Our CEO 7
Trustee’s Report 8
Our Main Focus This Year 14
Priorities and the Future 20
Financial Review 22
Auditor’s Report 27
Annual Accounts 30

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Company Information

Trustees

Simran Chawla (Chair) Bharvi Hadani (Treasurer) Vidhu Sood-Nicholls (Fundraising) Olivia Spruce (Homecare) Ria Brookes (Programmes) Wupya Nandap (Retired)

Chief Executive

Benaifer Bhandari

Auditors

Hamilton Coopers Chartered Accountants 66 Earl Street Maidstone Kent ME14 1PS

Bankers

Registered Office

HSBC 176 Camden High Street London NW1 8QL 50-52 Hampstead Road London NW1 2PT

Solicitors

Registered charity number Registered company number

Weil, Gotshal & Manges LLP 110 Fetter Lane London EC4A 1AY 1079574 03512914

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Hopscotch Women’s Centre Service

Culturally sensitive, trauma-informed care to avoid retraumatisation

Wrap-around care & holistic empowerment

Hopscotch Women’s Centre supports women from marginalised and minoritised backgrounds, particularly those affected by violence, abuse, trauma, insecure immigration status, housing challenges, and systemic barriers. We deliver holistic, culturally sensitive, trauma-informed services across VAWG advocacy, welfare rights, housing, mental health, and legal support.

A seamless referral system

Expertise in supporting clients with complex needs

Each year, we work with over 1,500 women and families across Camden and London. Many face multiple disadvantages—domestic abuse, poverty, housing insecurity, and poor access to justice—and are often overlooked by siloed mainstream services.

Hopscotch provides a safe, trusted space where women can leave abuse, access rights, improve wellbeing, and rebuild their lives.

Trust-building through inclusive interventions

27 Languages Spoken – Making support accessible to all

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Impact Highlights: Key Achievements Across Our 438 Mental health and wellbeing appointments Initiatives

3,000+

Appointments that helped women facing domestic abuse to remain safely in their relationships, leave to protect themselves and their children, or just seek support before making a decision

438

741 Welfare appointments

400

£71,466

Mental health and wellbeing appointments

Total benefit support received because of the support of our Welfare Advocates

444

125

Service users supported by our welfare benefits team

95

Professionals trained to be trauma-informed

1,650

Service users supported to move towards employment

Refugee women, men and children assisted since 2022

110

Older women from isolated backgrounds attended workshops and events

5

Message from Our Chair of Board of Trustees – Simran Chawla

This year marks my fifth anniversary of being on the Board of Hopscotch Women’s Centre. And as I sit down to write this, I feel a sense of déjà vu come over me. Last year – even though it fell outside of the period of our report- it felt impossible not to name the impact of the racist and Islamophobic riots that we had lived through in the summer of 2024.

I now find myself doing the same as we reckon with the sinister and truly scary turnout of far-right ‘protestors’ from all over the country who commandeered much of central London, blatantly supported and funded by some of the most powerful men in the world.

And once again our teams rallied around our most vulnerable service users whilst simultaneously covering shifts for colleagues who would be visibly more vulnerable as they went about their work across the borough and elsewhere.

At times like this I am reminded again of the truly heroic nature of our teams- like many global majority women’s organisations, our staff support the most marginalised individuals and communities – even as they grapple with their own personal losses, bereavements and life challenges. And as we mobilise the maximum possible support to hold them through these times, I am acutely aware of how fragile it all feels in the current political climate.

Violence against women and girls and child deaths have reached unthinkable, catastrophic levels in Sudan, the Congo and Palestine just to name a few places. We continue to work against the backdrop of so much suffering globally and locally.

Here in Camden too, we’ve seen an increase in VAWG (Violence against women and Girls) and mental health cases across the board. And this is replicated in Brent, Tower Hamlets and the other London Boroughs we work within.

As someone who has worked in the VAWG sector for over 20 years, I’ve never witnessed sector-wide burnout of the kind we see now- even as critical funding is stripped away and we are expected to provide ever higher levels of support with ever more precarious resources.

As a means of containing this, our staff have had robust boundaries training, and we are constantly walking a tightrope between being accessible and keeping our teams safe.

We are reaching more geographical areas with our trauma-informed and culturally sensitive services. Our positive masculinity work – so desperately needed and often picked up by the women’s sector- is in the planning stages of expansion following exceptional feedback.

Lucie Gourdin, Head of Homecare has had another triumphant year of growing the service as well as improving the mental health of office staff by bringing in her gorgeous pooch who lights up the office.

Girish Popat, unfailingly patient and focussed, keeps our budgets and our sanity in balance and Isabelle Terrisson, our brilliant Head of Programmes was the proud recipient of the London Dangoor Awards 2024 for Outstanding Services to the Faith and Belief Communities in Greater London, in recognition of our refugee advocacy work.

Finally, it is impossible to end this report without a bittersweet adieu to the long-time captain of this ship, Benaifer Bhandari, who leaves us at the end of the year after seven incredible years. Under Benaifer’s watchful and ambitious leadership, not only have our teams grown and flourished but Hopscotch Women’s Centre has become a force to be reckoned with on the Camden landscape. Benaifer has mobilised new funding, built authentic relationships across the sector, brought thoughtful insights and ideas to the Board in ways that have challenged and grown us. She leaves a shining legacy and very big boots to fill.

We will miss her terribly even as we watch her with excitement, taking on bigger challenges further upstream, to tackle racial injustice and inequity in a brilliant new role. We wish her the very best for this new and exciting chapter in her CEO journey.

2025-2026 fills us with hope for remaining stable, full of support of funders and friends of Hopscotch, so we can keep being present for women and their families who are in dire need…

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Summer 2024 saw our country overtaken by race riots, targeting the very communities that Hopscotch Women’s Centre supports and plunging many of our expert team members into fear for themselves and their families.

We did what we do best, we communicated. We held weekly safe spaces where we could share, amongst those who cared, how these horrific events affected us. We shared our learning from experiencing similar attacks in the 1970’s and 1980’s and we worked hard to remember that we were not alone.

We rallied around one of our amazing hijabi team members, when she was verbally attacked on the tube and shared gratitude to the black man on the same tube, who quietly came and stood next to our colleague.

We remembered both why we are proud to be Hopscotch team members, and the intense bravery of our services users who often come to us after struggling with the hidden structural inequities that plague their lives.

This year has helped us to understand the importance of our mission – and how essential it is for organisations like Hopscotch Women’s Centre to exist and be creative in the type of services we offer. Our work needs to be current, meaningful and wholistically planned to meet the multiple needs of vulnerable women, today, in London.

Three of our services which are challenging in their nature are:

Message from Our CEO – Benaifer Bhandari

All three have evolved further over the year. We have been exploring a more trauma informed and person centred Homecare service, involve deeper training for our wonderful Care Workers. Our VAWG team have been grappling with the further increase in women presenting with complex and high-risk cases, which they have handled admirably. Furthermore, the team have engaged with our few trans women clients successfully and compassionately.

The Refugee Advocacy service has gone from strength to strength, tackling the challenges of a refugee community embedded into areas where there already was a lot of socio/economic struggles. The team have handled really difficult situations with grace and compassion and as a result we have our first all-inclusive welfare service in the area, supporting all residents with their welfare and benefit needs.

Lastly, our Homecare service has grown, whilst remaining safe and compliant. This is due to the unfailing dedication of the whole team – hyper-focused, not only on their own important roles, but working beautifully together as a team to make sure there is a constant balance of operational excellence and compliance.

Every team member within Hopscotch brings expertise and passion – over the past seven years, one couldn’t hope to lead a better group of people!

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Trustees Report

The Pay Policy of Senior Staff

Introduction

The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Initiatiaon Memorandum and Articles of Association, and Accounting and reporting for Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and ROI (FRS 102).

Directors and Trustees with Responsibilities

Simran Chawla – Chair Bharvi Hadani – Treasurer Vidhu Sood-Nicholls – Fundraising Olivia Spruce – Homecare Ria Brookes – Programmes Wupya Nandap – Legal and Governance (retired)

The Board of Trustees and Senior Leadership Team of Hopscotch comprise the key management personnel of the charity, directing, controlling, and running the charity on day-to-day basis.

No Trustee/Director received remuneration during the year. The Senior Leadership Team includes the CEO, Head of Programmes, Head of Homecare and Head of Finance.

Monitoring

Hopscotch was established as an independent voluntary organization on 1 June 1998 from Save the Children. It is a company limited by guarantee and became a registered charity on 28 February 2000.

Structure

The Trustees, who are also the Directors for the purpose of company law, do not have any beneficial interest in the Execution company. All Trustees are members of the company and guarantee to contribute £1 in the event of a winding up.

Trustees are interviewed and selected by other Trustees and the Senior Management Team. They are representative of the community in which Hopscotch delivers its services and/or are professionals and advisors with specialist skills that are essential in the sustainability and development of the organisation.

There is an induction process that all Trustees go through which is carried out by the CEO and Chair and includes the organisation's policies and procedures and forms that need to be filled in from Companies House and the Charity Commission.

The Senior Leadership Team agrees upon all decisions which must come to the main Board of Trustees, this is then delegated in the form of action points via the minutes to the CEO.

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Vision

Our vision is a society where all women are empowered, Our connected, well and safe, so they can achieve their full Guiding potential. Priniciples Mission i Aims ~~>~~ Hopscotch seeks to address racial and gender Improve the physical, mental and emotional health and

Mission

Improve the physical, mental and emotional health and wellbeing of women and their families. Increase the economic participation of women through improvements in employability skills to strengthen their life chances and independence with greater resilience. Reduce the risk of gender-based violence amongst women facing a higher risk of abuse.

inequality and empowers women facing this injustice and disadvantage in a culturally sensitive way, so they can be included and equal in society.

We are responsive to changing needs. We aspire to maximize opportunities for women so they feel confident in achieving their aspirations. We are agile in the face of societal pressures and advocate for individuals and communities, through influencing mainstream policy, to adopt good practice.

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Insights From Our Wellbeing Specialist

My focus as Wellbeing Lead is to hold culturally sensitive, trauma informed spaces where women are able to tell their story, this means they feel visible as complete human beings and not just fragments of their complexes. Hopscotch enables this profoundly powerful work to take place, moving women from being stuck in the tunnels of their trauma to being supported, guided and reconnected with their core selves.

Once here we can start to look at many aspects of wellbeing, from nutrition and exercise to establishing routines, to working with grief and trauma, to stress, disease and the layered transitions women experience throughout their lives. My role supports women to feel whole and begin the faceted work towards hope and

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Client Testimonials

Refugee Advocacy

“When we arrived here, we didn’t know anything. Hopscotch programmes and advocates brought us from darkness to brightness. All sessions were arranged perfectly according to our needs filled with information, support, education and helpful for our mental health. I felt proud of myself when I saw my work at the British Library, where people took pictures and asked for information about them. Overall, ever since getting involved with Hopscotch, I feel like myself. For the first time I learned as a woman that I am valued, which boosted my confidence and helped me converse in English.”

Positive Masculinity

“I have seen a huge improvement as there is a decreased number of sexist behaviour incidents at KS4. I am extremely impressed with the rapport and relationship that Nazia has built with the students as they not only enjoy her sessions but really enjoy the style of the sessions too. The Head of Middle School has also commented on how positive the sessions have been for the Y10 students and creates a safe space for students to speak in very comfortable environment.”

- Personal Development Lead at a Camden School

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Case Study VAWG - One Stop Shop (OSS)

B A C K G R O U N D - O N E S T O P S H O P S E R V I C E

HB, a Bangladeshi woman and mother of three, was referred to Hopscotch Women’s Centre via her sons’ primary school headteacher. She arrived accompanied by the school’s Senior Lead and a written referral slip. HB had been subjected to long-term domestic abuse by her husband, which had also extended to physical violence against her children.

Her husband, who had taken a second wife in Bangladesh, pressured HB to accept this situation and discouraged her from reporting the abuse. The violence included multiple incidents of physical assault, choking, knife threats, and an episode where her child was injured to the point of bleeding from the mouth. HB’s challenges were compounded by:

S U P P O R T P R O V I D E D

HB’s situation was assessed during an OSS session at Hopscotch, where she met with a Bengali-speaking Domestic Violence VAWG Advocate. A risk assessment revealed a high level of danger, triggering immediate escalation to MARAC (Multi-Agency Risk Assessment Conference). Through collaborative work at the OSS:

ONE STOP SHOP SERVICE AT A GLANCE

The One Stop Shop (OSS) provides instant wrap around support to victims/survivors from all the services present in the same space. The services include - domestic abuse advocacy, legal advice, mental health support, welfare benefits and housing advice, police engagement, peer and emotional support.

All of these services are trauma-informed, person-centred, and delivered in collaboration by partners, coordinated by Hopscotch’s OSS team. These services provide advice and support which makes it much easier for victims to leave abusive relationships as they get all the relevant advice and support at the same time and the process is much faster.

I M P A C T

Since first presenting at the OSS, HB has made significant progress. She is physically safer, emotionally stronger, and accessing her rights and entitlements. Her children are receiving support and protection, and HB now has a practical support network in place.

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Our Supporters and Funders

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Our Main Focus This Year Violence Against Our Domestic Abuse Service has supported 374 individual Welfare Our experienced Welfare Advocates provided pan-London women, offering the care and assistance they needed to advice and advocacy through our multi-lingual, and culturally Women and navigate challenging situations - many of them life Advice sensitive service. Support was delivered through one-to-one threatening. Additionally, 70 women made use of our one-off drop-ins, referrals, and group sessions, both in person and Girls listening space, which provides immediate emotional support. online, with a focus on financial management. This year, we We are committed to creating a safe and supportive assisted 444 unique service users through 741 appointments, environment where every woman feels heard and empowered resulting in a total financial impact of £71,466. to take the necessary steps towards safety, recovery and joy. Funders - City Bridge, MOPAC, Oak Foundation, Treebeard Trust, Funders - L B Camden, The National Lottery Donations ~~5[“a]~~ During this year we commenced our work preventing suicide Wellbeing amongst community members who have many barriers. Our Employment We worked with individuals furthest from the job market, with service was culturally aligned to ensure accessibility for diverse an emphasis on confidence and communication skills Advocacy communities in Camden. This included making dementia Support development. Other workshops included CV writing and awareness culturally accessible. This year, we supported 70 interview skills, tailored to specific groups and localities. We individuals through 400 sessions across the year. collaborated closely with corporate partners, providing service users with access to spaces and professionals they Crucially, this service is for our whole team of 125 so that our would not have encountered otherwise. This year, we care workers and front-line staff have a safe space to share supported 93 unique service users through these initiatives. without any judgement. ~~, 5~~ Funders - British Land, re-wrap Funders - City Bridge Foundation, L B Camden, Nafsiyat, Donations 14

Our Main Focus This Year Older Through regular session this highly regarded project has This crucial work has focused on integrating women and their supported over 110 service users, with a variety of events families into the community while strengthening partnerships Refugee Women’s aimed at enhancing well-being and social connection. We with amazing organisations around the borough and beyond. address isolation through engaging in exercise andhealth Advocacy The Afghan Refugee Advocacy team successfully established Support activities, gardening, cooking, and outings to places of interest the first community hub connecting families in hotels with which would otherwisebe inaccessible to the group. those in housing under the resettlement programme, and we Theproject achieved notable results, including: cohesion with have continued to support those in long-term housing. Safe women from other communities, improved understanding of spaces for women and children means they socialise, share health conditions, mental wellbeing and finance. There has experiences, and stay connected. Despite many challenges reported a huge increase in participating in this programme. 1,650 evacuees have been supported and helped to feel safe Selfconfidence by those participating in this programme. in their new country. Funder - LB Camden Funder - The National Lottery ~~5[oe]~~ Youth We established a successful partnership with Camden schools, assisting with safeguarding challenges for refugeegirls and boys. Homecare Over the past year, our Homecare team has focused maintaining our high quality service supporting minoritised Advocacy We provided individual and group support sessions to 14 girls communities, including ethnically diverse clients, individuals and 18 boys on various life topics, including DV, race and with dementia, LGBTQ+ people, and others who who need misogyny. By the end of the year, staff observed a marked tailored care. We successfully maintained a steady level of reduction in aggressive behaviour among the boys, more service with over 85 highly trained care workers supporting positive engagement with teachers and peers and a deepened nearly 185 clients in their own homes. All of this is done with understanding of who they were as individuals, and how to step our clients having dignity and control over their own care. into the power that they previously believedthey didn’t have. Funder - BBC Children in Need Funder - LB Camden 15 ~~5~~

MAHFOOZUR RAHMAN

Welfare Advisor

We still have a significant percentage that are pensioners. With the new system pretty much fully digital, this creates a massive barrier and often leads to benefits being stopped without the claimant being aware.

With claimants already impacted by other barriers such as language and health condition, navigating a system that is now fully digital is big hurdle for them to cross.

Many of these elderly clients do not have support available from friends or family and strongly rely on the service provided by organisations like us. If this service was to cease, it will place a significant percentage of Camden's elderly population at risk of falling in to destitution, which will further impact their health both mental and physical.

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Why I Love Where I Work

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Case Study Refugee Advocacy - Transformative Journey of NS, a Young Afghan Woman

B A C K G R O U N D

NS is a 30-year-old woman who arrived in the UK in August 2021, after the Taliban took control of Afghanistan. She is a mother of seven children. Like many women in Afghanistan, NS was denied the right to attend school or learn to read and write due to the oppressive system that banned women and girls from education.

On arriving in the UK, she faced many challenges. Her lack of English, combined with being illiterate in her own language, made communication and integration extremely difficult. She also struggled to connect with other Afghan women who spoke Dari.

S U P P O R T P R O V I D E D

NS first engaged with Hopscotch in late 2021, when she was shy and isolated. Her positive early experiences encouraged her to join a range of trauma-informed activities tailored to Afghan refugee women. She began with English, cooking, and sewing classes, which supported her interests and needs.

Hopscotch later enabled her to attend weekly classes at Belsize Community Library and supported her participation in International Women’s Day in March 2025. To overcome childcare barriers, Hopscotch offered weekly Mums and Children’s activities at the library, creating a welcoming space for her and her children.

I M P A C T

Through consistent support, NS’s confidence and wellbeing grew. She became happier, more settled, and increasingly independent. She is now able to attend school meetings, GP appointments, and shop for groceries on her own. She has developed the confidence to speak with others, ask questions, and contribute to group discussions.

CASE AT A GLANCE

Name - NS Age: 30 Country of Origin: Afghanistan Arrival in UK: August 2021 Children: Seven

Challenges: Illiteracy, no English, isolation, childcare barriers

Hopscotch Support: English, cooking, sewing classes; weekly library sessions; International Women’s Day participation; Mums and Children’s activities

Impact: Improved confidence, independence in daily tasks, social participation, better mental health and wellbeing

Reflecting on her progress, she said: “My husband is encouraging me to attend Hopscotch classes to learn English.” With her husband studying three days a week, the classes became an essential opportunity for her personal growth.

Her journey illustrates how culturally appropriate, trauma-informed support can transform lives — helping women integrate into society, support their families, and contribute actively to their communities.

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Testimonials

VAWG

Pre-employability

“I went to an interview recently for the first time in my life. There is many things I have learnt. What to expect and how to behave in an interview. The questions that the interview asked me, made me think about the workshops that we had done at Hopscotch Employment programme. Sometimes, we need to think about our life experiences.”

“I have benefited from your advice, speak more English so I practice more. My confidence has been boosted. You said to give myself time. You gave me advice, what to do and what not to do. When I called you answered. This was very helpful to me.

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Priorities and

the Future

24-25 has been a year of increased needs – with the most marginalised women needing advocacy to be able to work with statutory bodies around abuse, poverty, mental wellbeing and the many other complex needs which affect daily lives. We have noted that though the cost-of-living crisis is said to be past us – our service users are still struggling to make ends meet.

Those of us with the privilege of language, education and confidence negotiate life daily with a fair degree of success. Those we support are still being treated with less dignity than they deserve, so across all our services the team are focused on advocacy and holding to account those who have the remit to provide culturally appropriate services to those we serve.

We are still constantly evaluating areas in London where there is a lack of culturally sensitive support for women. We are adding our work to boroughs where our VAWG One Stop Shop, Positive Masculinity Work and complete wrap- around service can help citizens who are struggling.

We have formed some great partnerships and looking forward we are laying the groundwork to work with more amazing humans with the same goals that we have.

Our amazing Homecare service team have worked super hard to ensure the service is successful and able to contribute to the Women’s Centre programmes.

We are looking forward to bidding for the homecare contract to continue for another seven years with Camden Adult Social Care – to keep protecting our 185 clients and 85 hard working care workers.

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Case Study Wraparound Service

B A C K G R O U N D

O is a 34-year-old woman from Venezuela with two daughters under ten. She speaks good English and was trained as a bookkeeper. Her husband left the family in 2018. She initially approached Hopscotch for employment support, which later expanded to include help from the VAWG (Violence Against Women and Girls) and Mental Health Advocacy teams due to challenges with her estranged partner and her emotional wellbeing

CASE AT A GLANCE

S U P P O R T P R O V I D E D

O participated in Hopscotch’s employment workshops on interview skills, communication, job searching, confidence, and stress management. Through Hopscotch’s trauma-informed approach, trust was built, and she felt safe to share the difficulties she was facing with her former partner, who was harassing her and causing distress to her and her daughters.

Hopscotch’s employment and VAWG teams worked together to provide coordinated support, ensuring her safety and continued engagement. O was referred to additional services including the Camden Psychotherapy Unit for stress management sessions and to Weil, an international law firm, for professional employment advice and interview guidance.

Throughout, O received consistent encouragement from Hopscotch staff, which helped her rebuild her confidence, explore new career options, and manage her anxiety.

I M P A C T

O’s confidence and self-belief improved significantly. She began practising self-kindness and overcame self-criticism, saying: “It is amazing, Hopscotch gave me an opportunity to express myself, to help me with my confidence, even though at the moment I am going through a difficult situation. I have had so much help in a professional way. They referred me to a different team too - that I never thought about before. Thanks to them I have help which is continued”

Name: O Age: 34 Country of Origin: Venezuela Children: Two girls under ten Initial Reason for Contact: Employment support

Additional Support: VAWG advocacy, mental health support, psychotherapy sessions, legal and employment mentoring Key Achievements: Won court case, secured maintenance, found employment, improved wellbeing

Quote: “Hopscotch has changed my life completely.”

Her situation at home became more stable, with her ex-partner’s contact now arranged through proper channels. O won her court case, secured maintenance for her daughters, and went on to find employment. She continues to receive support for her mental health and career progression. Reflecting on her journey, O shared: “I have so many things I loved. The sessions with the Camden Psychotherapy Unit that Hopscotch organised also had a one to one session which really encouraged me to move forward. The Hopscotch workshops were really good. We had a workshop with Weil, a law firm, really good opportunity, they gave me some advice as how to build my CV, how to manage in an interview. I haven’t missed any workshops because they are all amazing.

It’s like I have a weight taken off my shoulders. A relief, and it has changed my life completely for the good. Hopscotch do a fantastic job - and I feel like a completely different me now”

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Financial Review

Year End Income Expenditure Surplus/Deficit Mar 31, 2025 £3,090,055 £2,990,246 £99,809 Mar 31, 2024 £2,692,682 £2,740,918 -£48,236

We are pleased that last year we expected this year to be better, and 2024-2025 was stronger fiscally for Hopscotch – our Homecare service was did very well and expanded as the year progressed leaving us with a surplus to use for increasing service provision in our Women’s Centre.

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TRUSTEES’ REPORT

RESERVES POLICY

The Trustees have considered the charity's requirements for reserves, taking account of the main risks to the organisation, and they feel that significant reserves should be held because:

We also had:

We found so many supporters of our work with minoritised Global Majority women over this past year. which has raised our profile and spread the word about our essential work. This has included links with local Councillors, art institutions, businesses and community groups, as well as MPs such as Tulip Siddiq and Jess Phillips. We will be launching a corporate fundraising pack to share with business who connect with our values.

Local Authority

A policy has been established by the Trustees whereby the unrestricted reserves not committed or invested in tangible fixed assets (free reserves) and is targeted at a minimum of 3 months of the anticipated expenditure. At 31 March 2025 the free unrestricted funds including the redundancy funds is £415,200 In the uncertain economic times, Trustees feel it is essential to achieve and retain the targeted level of unrestricted reserves. Trustees plan to increase the level of reserves to the minimum requirement by organising fundraising activities for the charity and seeking opportunities for individual and corporate donors. The Trustees will maintain as a prudent approach with the intention to retain reserves sufficient to cover salaries of key personnel and running costs for a minimum of three months. Other non-essential personnel will be covered by the redundancy provision.

Our relationship with LB Camden keeps strengthening as we have found new ways to work together in the past year. Our collaboration with supporting Afghan evacuees has been as successful as it has been challenging. Both the council and Hopscotch support each other to keep the standards of this work high, and in keeping the residents in the hotels safe.

Our role as founding members of Camden’s VAWG Board, has really helped our Women’s Service to be recognised by different departments in Camden and in some cases, offered us a fast-track so that those at risk do not face more harm by being engaged in slow processes.

INVESTMENT POLICY AND OBJECTIVES

PRINCIPAL FUNDING SOURCES

Fundraising

We had an incredible year as Cllr Nasim Ali’s Mayoral Charity of the Year. We raised £75,000 during his appointment which is going towards keeping our services agile in the face of the different crisis our service users are yet to face. Cllr Ali supported us with so many events including hearing from supportive MPs at the House of Commons and celebrating Chinese New Year with delegates from around the country and world.

Aside from retaining a prudent amount in reserves each year, a high proportion of the charity's funds are to be spent in the short term so there are no funds for long term investment. The Trustees currently retain unrestricted funds in a deposit account, which ensures that the funds can be accessed immediately and are not susceptible to financial market risk.

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PRINCIPAL RISK AND UNCERTAINTIES

Risks are analysed by the Board as a whole quarterly and key working groups meet regularly for: -

HR/Legal Some of the main risks identified for Hopscotch:

Dependency on grants and competitive funding environment Mitigation includes:

Delivery of Homecare services

Mitigation includes:

ACCREDITATIONS

Hopscotch holds AQS at the Advice with Casework Level and the Matrix Quality Standard for Information Advice and Guidance services accreditations.

RESERVES

The Trustees have considered the charity's requirements for reserves, taking account of the main risks to the organisation, and they feel that significant reserves should be held because:

A policy has been established by the Trustees whereby the unrestricted reserves not committed or invested in tangible fixed assets (free reserves) and is targeted at a minimum of 3 months of the anticipated expenditure. At 31 March 2024 the free unrestricted funds including the redundancy funds is £373,785. In the uncertain economic times, Trustees feel it is essential to achieve and retain the targeted level of unrestricted reserves. Trustees plan to increase the level of reserves to the minimum requirement by organising fundraising activities for the charity and seeking opportunities for individual and corporate donors.

The Trustees will maintain as a prudent approach with the intention to retain reserves sufficient to cover salaries of key personnel and running costs for a minimum of three months. Other non-essential personnel will be covered by the redundancy provision

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PUBLIC BENEFIT

Trustees of a charity have a duty to report in their Annual Report on their charity's public benefit. The Trustees of Hopscotch have considered the requirements which are explained on the Charity Commission website.

The sections of this report entitled "Hopscotch Mission" onward set out Hopscotch's objectives and reports on the activity and successes in the year to 31 March 2025 as well as explaining the plans for the current financial year.

The Trustees have considered this matter and concluded that: -

There is no detriment or harm arising from the aims or activities

FUTURE DEVELOPMENTS

To develop even stronger relationships with local authorities across London, funders and other VCS to be very efficient in the face of any crisis in London and to be able to be financially agile to meet needs of the moment. We would like to achieve this through: -

Exploring other opportunities for Homecare in neighbouring boroughs to spread our service which is centred on service users who may be marginalised due to race and/or sexuality

STRUCTURE, GOVERNANCE AND MANAGEMENT

Trustee Selection Methods

Trustees are interviewed and selected by other Trustees and the Senior Management Team. They are representative of the community in which Hopscotch delivers its services and/or are professionals and advisors with specialist skills that are essential in the sustainability and development of the organisation.

Induction and Training of Trustees

There is an induction process that all Trustees go through which is carried out by the CEO and Chair and includes the organisation's policies and procedures and forms that need to be filled in from Companies House and the Charity Commission.

The Senior Leadership Team agrees upon all decisions which must come to the main Board of Trustees - this is then delegated in the form of action points via the minutes to the CEO.

Key Management Remuneration

The Board of Trustees and Senior Leadership Team of Hopscotch comprise the key management personnel of the charity, directing, controlling, and running the charity on day-to-day basis. No Trustee/Director received remuneration during the year. The Senior Leadership Team includes the CEO, Head of Programmes, Head of Homecare and Head of Finance.

Organisational Structure

The Trustees, who are also the Directors for the purpose of company law, do not have any beneficial interest in the company. All Trustees are members of the company and guarantee to contribute £1 in the event of a winding up.

OTHER INFORMATION

Statement of Trustees' Responsibilities

The trustees (who are also the directors of Hopscotch Women's Centre for the purposes of company law) are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statement 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 the financial statements the trustees are required to:

select suitable accounting policies and then apply them consistently;

observe the methods and principles in the Charity SORP;

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prepare the financial statements on the going concern basis unless it is inappropriate to presume that the company will continue in business.

The trustees are responsible for keeping adequate accounting records which disclose with reasonable accuracy at anytime the financial position of the charitable company and to enable them to ensure that the accounts comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Statement of Disclosure of Information to Auditors

Each of the persons who are trustees at the time when this trustees' report is approved has confirmed that:

Independent Auditors

The auditors, Hamilton Coopers (Statutory Auditor), have indicated their willingness to continue in office and a resolution concerning their re-appointment will be proposed at the Annual General Meeting.

Small Company Rules

This report has been prepared in accordance with the special provisions relating to companies subject to the small companies regime within Part 15 of the Companies Act 2006. The trustees' report was approved by the board of trustees and signed on its behalf by:

Ge

B Hadani

Trustee

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Date 27 November 2025

INDEPENDENT AUDITORS' REPORT TO THE TRUSTEES OF THE HOPSCOTCH WOMEN’S CENTRE

We have audited the financial statements of Hopscotch Women's Centre (the "charity") for the year ended 31 March 2025 which comprise the Statement of Financial Activities (including Income and Expenditure Account), Statement of Financial Position, Statement of Cash Flows and the related notes, 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 (United Kingdom Generally Accepted Accounting Practice), including FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland".

In our opinion the financial statements:

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 concern for a period of at least 12 months from 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 annual report, other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon. In connection with our audit of the financial statements, 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 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.

Basis of 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 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.

We have nothing to report in this regard.

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion

the information given in the Trustees' Report is inconsistent in any material respect with the financial statements; or

sufficient accounting records have not been kept; or

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

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Responsibilities of trustees

As explained more fully in the Trustees' Responsibilities Statement set out on page 2— 13, the trustees 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 charity or to cease operations, or have no realistic alternative but to do so.

Auditor's Responsibilities for the Audit of the Financial Statements

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder. 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. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

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 extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Capability of the audit in detecting irregularities, including fraud

The objectives of our audit are to identify and assess the risks of material misstatement of the financial statements due to fraud or error; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud or error; and to respond appropriately to those risks.

Based on our understanding of the company and industry, and through discussion with the management (as required by auditing standards), we identified that the principal risks of non-compliance with laws and regulations related to their FCA permissions and requirements. We considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006 and taxation. We communicated identified laws and regulations throughout our team and remained alert to any indications of noncompliance throughout the audit. We evaluated management's incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls) and determined that the principal risks were related to posting inappropriate journal entries to increase revenue or reduce expenditure and management bias in accounting estimates and judgmental areas of the financial statements such as accrued income.

Audit procedures performed by the engagement team included:

There are inherent limitations in the audit procedures described above and the further removed noncompliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we would become aware of it. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by,

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for example, forgery or intentional misrepresentations, or through collusion.

As part of an audit in accordance with ISAs (UK), we exercise professional judgment and maintain professional scepticism throughout the audit. We also:

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

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. The risk increases more when compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to

become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's 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 trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charitable company's trustees those matters that 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 trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Hamilton Coopers (Statutory Auditors)

Date: 27 November 2025

Hamilton Coopers (Statutory Auditor) 66 Earl Street Maidstone ME14 1PS

Hamilton Coopers (Statutory Auditor) is eligible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.

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Including consolidated income and expenditure account for the year ended 31 March 2025

Statement of Financial Activities

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Comparative Statement of Financial Activities (including Income and Expenditure Account for the year ended 31 March 2025)

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Statement of Financial Position

As At 31 March 2025

For the year ending 31 March 2025 the charitable company was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies, although an audit has been carried out under section 144 of the Charities Act 2011.

The members have not required the charitable company to obtain an audit in accordance with section 476 of the Companies Act 2006.

The trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.

These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.

On behalf of the board B Hadani Aye

Trustee

Date 27 November 2025

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Statement of Cash Flows For The Year Ended 31 March 2025

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Notes to the Statement of Cash Flows For The Year Ended 31 March 2025

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1. GENERAL INFORMATION =q/ me is =

services to be provided and undertaken for the charitable purposes of the charity.

a Hopscotch Women's Centre is a company limited by guarantee, incorporated in Some ;aa Interest receivable Interest on funds held on deposit is included when receivable and England & Wales, registered number 03512914 and registered charity number the amount can be measured reliably by the charity; this is normally upon notification of 1079574. The registered office is 50-52 Hampstead Road, London, NW1 2PY. the interest paid or payable by the bank

2. ACCOUNTING POLICIES

2.1. Basis of Preparation of Financial Statements

The financial statements have been prepared in accordance with the Charities SORP (FRS 102) "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 (FRS 102) (effective 1 January 2019)", Financial Reporting Standard 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" and the Companies Act 2006. The charitable company is a Public Benefit Entity as defined by FRS 102.

2.2. Fund Accounting

Unrestricted funds are available to spend on activities that further any of the purposes of charity. Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose. Restricted funds are donations which the donor has specified are to be solely used for particular areas of the Association's work or for specific projects being undertaken by the Association.

2.3. Incoming Resources

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received and the amount can be measured reliably.

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants

It is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

Income from charitable activities includes primary purpose trading

2.4. Resources Expended

Expenditure recognition

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that settlement will i be required and the amount of the obligation can be measured reliably. All expenditure is accounted for on an accruals basis. All expenses including support costs and governance costs are allocated or apportioned to the applicable expenditure headings.

Allocation of support costs

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include back-office costs, finance, personnel, payroll and governance costs which support QCCA's programmes and activities. The basis, on which support costs have been allocated are set out in note 11.

Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a - = payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Costs of raising funds comprise the costs of other trading activities, in which the Association does not yet engage.

Expenditure on charitable activities includes the costs of providing services and activities for our beneficiaries and the local community to further the purposes of the charity and their associated support costs.

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

Income from charitable activities includes primary purpose trading, income earned both — from the supply of goods or services under contractual arrangements or grant agreements, which have conditions that specify the provision of particular goods or

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2.5. Tangible Fixed Assets and Depreciation

6. OTHER INCOME

Tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. Depreciation is provided at rates calculated to write off the cost of the fixed assets, less their estimated residual value, over their expected useful lives on the following bases:

Fixtures & Fittings 20% reducing balance

2.6. Cash and Cash Equivalents

7. NET INCOME/(EXPENDITURE)

Cash and cash equivalents are basic financial assets and include cash in hand and deposits held at call with banks, other short-term highly liquid investments that mature in no more than three months from the date of acquisition and are readily convertible to a known amount of cash with insignificant risk of change in value, and bank overdrafts.

3. INCOME FROM DONATIONS AND LEGACIES

8. ANALYSIS OF EXPENDITURE

4. INCOME FROM CHARITABLE ACTIVITIES

5. INVESTMENT INCOME

9. SUPPORT COSTS

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14. TANGIBLE ASSETS

10. AUDITOR’S REMUNERATION

Remuneration received by the charitable company's auditors and their associates during the year was as follows:

15. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

11. STAFF COSTS

16. DEFERRED INCOME

1 person received remuneration between £70,000 t0 £80,000 which was same as last year.

12. AVERAGE NUMBER OF EMPLOYEES

Average number of employees during the year was: 105 (2024: 92)

13. DEBTORS

17. PENSION COMMITMENTS

The charitable company operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the charitable company in an independently administered fund. During the year the charge to the statement of financial activities in respect of defined contribution schemes was £19,067 (2024: £35,515). At the statement of financial position date contributions of £NIL were due to the fund and are included in creditors.

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18. MOVEMENT IN FUNDS

19. RELATED PARTY DISCLOSURES

The Trustees consider the key management to be themselves the CEO & head of departments. Remuneration paid to key management was £232,959 (2024: £232,550). Neither the trustees nor any persons connected with them have received any remuneration or reimbursed expenses, either in the current year or the prior year. Donated services from volunteer are not valued due to impracticality.

20. COMPANY LIMITED BY GUARANTEE

The company is limited by guarantee and has no share capital. Every member of the company undertakes to contribute to the assets of the company, in the event of a winding up, such an amount as may be required not exceeding £1.

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