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2026-03-31-accounts

ANNUAL REPORT & FINANCIAL STATEMENTS 2025/2026

3 B e l m o nt Ro a d | Wr ex h a m L L 1 3 7 P W 0 1 9 7 8 3 6 4 7 7 7 info@abfwxm.co.uk @ A B F W X M ABF is a company limited by guarantee (no. 04052135) and a registered charity (no. 1089638)

CONTENTS

Chair’s statement 3 Financial statements and reports

Trustees’ report

Trustees’ report
Reference and administration
information
Structure, Governance and
Management
Objectives and activities
Achievements and		 4
5-7
7-8
performance 9-14
Financial Review 14-15
Future plans 15
Recognition and Thanks 15-17
Trustees’ Responsibilities 17-18
Financial statements and
reports
Financial Activities Comparison 19-20
Balance Sheet Comparison 21
Statement of Cash Flows 22
Notes to the Financial
Statements 23-27
Independent Examiner’s
Report to the Trustees of ABF 28

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Chair’s statement for the ear ended March 31[st] 2026 y

Another exciting year for Advance Brighter Futures (ABF) has brought a wealth of magical moments for us to celebrate and enjoy.

This has been tempered with some sadness too as our “forever to be remembered” Chair Rick Bedson moved on where he is most needed. Other members of staff have also moved on to new ventures, ; we thank them all for being an integral part of ABF’s journey. To balance the loss, we have gained new staff bringing fresh skills and enthusiasm to the staff team.

You are all well aware that we operate within a financially turbulent environment which impacts on our delivery and support. Despite the financial challenges , we focus our efforts on our great achievements experienced during the year. These do not happen by accident as we are proud of our strong senior leadership team led by Lorrisa. We have won a children and young people’s contract in Wrexham. What a great coup!

One of our great strengths is how we work with people who need support, our volunteers, members, trustees and staff team; we work alongside people. Forging new partnerships and collaborative working has been key to our successes.

I am sure you will agree the standout “magic” moment for ABF was taking the lead in the Baton of Hope. The synerg y of this united effort was palpable as many people courageously told their stories and put Wrexham on the map , which led to our involvement in the Mental Health Voices Collaboration, working alongside Together Creating Communities (TCC). A huge thank you to Zoe and Susan for taking the lead.

This is a time of acknowledgement for the staff team and volunteers who are often the invisible people in an organisation but provide outstanding service and support. The stories of people we support are testimony to the quality of the service given by our team. A huge thank you for living and delivering ABF’s values.

It is also important to acknowledge the financial support from local businesses; you are the heart of Wrexham whose generosity is outstanding, you have enabled us to continue our support to people who should never be alone with the struggles of poor mental health.

Perhaps one person we supported expressed that sense of hope better than I can:

“I will recommend to anyone struggling and losing hope, ABF will help you find it again and help you live a life you are worthy of.”

That is why we are here.

Rosemarie Williams Cadeirydd y Mddiriedolwyr / Chair of Trustees

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Re ort of the Trustees for the ear ended March 31[st] 2026 p y

The Trustees are pleased to present their Annual Report together with the financial statements of Advance Brighter Futures for the year ended 31 March 2026.

Advance Brighter Futures is a charitable company limited by guarantee. The Trustees of the charity are also the Directors of the company for the purposes of company law. This report therefore also constitutes the Directors’ Report for the purposes of the Companies Act 2006.

Reference and administration information

Registered name: Advance Brighter Futures Registered charity number: 1089638 (England & Wales) Registered company number: 04052135 Principal office: 3 Belmont Road, Wrexham, LL13 7PW

Chief Officer and Company Secretary : Lorrisa Roberts

Independent Examiner: Iona Edwards Chartered Accountant, 19 Denbigh Street, Llanrwst, Conwy , LL26 0LL

Directors and Trustees

The Directors of the charitable company are its Trustees for the purposes of charity law and are referred to collectively throughout this report as the Trustees.

The following Trustees served during the financial year and/or between the end of the financial year and the date of approval of this report:

Trustee Position Appointed
(originally*)		 Ceased to hold office
Rosemarie Williams Chair/Trustee/Director 2010
Robert Cox Trustee/Director 2016
Justine Mason Trustee/Director 2018
Jane Francis Trustee/Director 2018
Richard Bedson Chair/Trustee/Director 2020 2026
Marc Jones Trustee/Director 2020
James Hayward Trustee/Director 2021 2025
MollyWheelan Trustee/Director 2022 2025
CarlyMorrissey Trustee/Director 2026

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Carly Morrissey was appointed by the Board during 2026 and, in accordance with the Articles of Association, will retire at the 2026 Annual General Meeting and be eligible for appointment by the members.

*The appointmentdates shown above are the originaldates ofappointmentwhere there has been no breakin service. Trustees may subsequently have retired and been reappointed in accordance with the Articles of Association.

Structure, Governance and Management

Governing Document and Constitution

Advance Brighter Futures is a charitable company limited by guarantee, incorporated on 14 August 2000 and registered as a charity on 15 November 2001.

The charity is governed by its Memorandum and Articles of Association, which set out its charitable purposes and the framework within which the organisation is governed.

The Memorandum and Articles of Association were most recently amended and adopted by Special Resolution of the members on 25 June 2025, with the amended Articles subsequently filed with Companies House and the Charity Commission.

The Trustees of Advance Brighter Futures are also Directors of the charitable company for the purposes of company law. Throughout this report they are referred to collectively as the Trustees.

Appointment of Trustees

Trustees are appointed in accordance with the Articles of Association.

Trustees may be appointed by the members by ordinary resolution or by the existing Board. A Trustee appointed by the Board is required to retire at the next Annual General Meeting and may then be considered for appointment by the members.

At each Annual General Meeting, one-third of the Trustees, or the number nearest to onethird, retire by rotation in accordance with the Articles of Association. Trustees retiring by rotation may be considered for reappointment.

Trustees are also required to be members of Advance Brighter Futures throughout their period of office.

Trustee Recruitment and Selection

The Board seeks to maintain an appropriate balance of skills, knowledge, experience and perspectives to support the effective governance of Advance Brighter Futures.

When considering potential new Trustees, the Board considers the current and future needs of the charity, including any gaps in the skills and experience represented across the Board.

Prospective Trustees are provided with information about Advance Brighter Futures and the role and responsibilities of a Trustee before deciding whether they wish to proceed. This includes opportunities to learn more about the charity, meet relevant people and discuss the expectations and responsibilities of trusteeship.

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The recruitment process is intended to be open and welcoming while ensuring that prospective Trustees understand the legal, governance and personal responsibilities associated with the role.

Before appointment, appropriate eligibility, conflict of interest and other governance checks are completed.

Trustee Induction, Support and Development

New Trustees receive a structured induction designed to help them understand Advance Brighter Futures, their legal duties and their role as a member of the Board.

Induction includes information and briefings on the charity's purpose, values, services and strategic priorities; Trustee legal responsibilities; safeguarding; financial oversight; risk management; conflicts of interest; confidentiality and data protection; and the distinction between governance and day-to-day operational management.

Trustees are provided with key governance documents and policies and have opportunities to meet the Chair, Chief Officer, other Trustees and members of the staff team and to gain a greater understanding of ABF's services and the people and communities it supports.

New Trustees are supported through their first months on the Board, including an early check-in and a more formal induction review. Ongoing learning and development needs are considered throughout a Trustee's time on the Board.

Organisational Structure and Decision-Making

The Board of Trustees is collectively responsible for the governance and strategic direction of Advance Brighter Futures and for ensuring that the charity is effectively managed, financially sustainable and working in furtherance of its charitable purposes.

The Board sets the strategic direction of the charity, oversees financial performance and risk, monitors organisational performance and impact, and ensures that appropriate systems of governance, safeguarding and internal control are in place.

The Board normally meets monthly throughout the year to consider matters relating to strategy, finance, risk, services, safeguarding, organisational performance and governance. Additional meetings, panels or temporary working groups are established where required to consider specific matters.

Responsibility for the day-to-day leadership and management of Advance Brighter Futures is delegated to the Chief Officer, who works with the staff team to deliver the strategy and priorities agreed by the Board.

Delegation of day-to-day management does not remove the Board's collective responsibility for the charity. Trustees retain responsibility for providing appropriate oversight, scrutiny and support and for ensuring that delegated authority is exercised appropriately.

The Chair supports the effective functioning of the Board and the relationship between the Board and Chief Officer but does not have authority to make decisions on behalf of the Board unless that authority has been specifically provided by the Articles of Association or delegated by the Board.

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Key Management Personnel

The Trustees consider the Chief Officer to be the charity's key management personnel with responsibility for the day-to-day leadership and management of Advance Brighter Futures.

The Board is responsible for oversight of the Chief Officer and for ensuring that appropriate arrangements are in place for accountability, support and performance review.

When remuneration is reviewed, a Pay and Remuneration Working Group is established to undertake appropriate benchmarking and research and to make recommendations to the Board. The working group may include both Trustees and staff and is overseen by the Chair.

The findings and recommendations of the working group are presented to the Board for consideration. Final decisions regarding the remuneration of the Chief Officer are made by the Board of Trustees, with staff members absent from the relevant discussion and decision.

Objectives and Activities

Our Charitable Purpose

Advance Brighter Futures exists to:

“Support persons resident in the North Wales region and surrounding areas experiencing the effects of mental illness and/or having mental health concerns and to enable such persons to obtain their full rights and privileges as citizens, by supporting and promoting emotional and physical wellbeing.”

How We Work

At Advance Brighter Futures, we believe in people and their ability to do the things that matter to them.

We pride ourselves on being an organisation that genuinely cares, listens without judgment, and instils belief and hope for the future. When it comes to mental health, we know there is no magic wand; our belief is in people and their ability to do the things that matter to them.

Our work is guided by our values:

We work alongside people, recognising their individual strengths, experiences and aspirations and supporting them to make meaningful and lasting changes in their lives.

Our Activities

During 2025/26, Advance Brighter Futures provided a range of mental health and wellbeing support designed to meet people where they are and help them move towards the things that matter to them.

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Our activities during the year included:

Public Benefit

The Trustees have had regard to the Charity Commission's guidance on public benefit when exercising their duties and making decisions about the activities and direction of Advance Brighter Futures.

The Trustees are satisfied that the activities undertaken by Advance Brighter Futures during the year were carried out in furtherance of the charity's purposes and for the public benefit.

Through our services, activities and partnerships, ABF seeks to support people experiencing the effects of mental illness and/or mental health concerns; promote emotional and physical wellbeing; reduce isolation; strengthen confidence and connection; and enable people to participate more fully in their lives and communities.

Our services and activities are designed to be accessible and responsive to the needs of the people and communities we support. We listen to people's experiences and feedback and use what we learn to inform the development and improvement of our work. The Trustees will continue to consider public benefit when reviewing ABF's strategy, services and use of resources.

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Achievements and performance

During 2025/26, Advance Brighter Futures continued to provide a broad range of mental health and wellbeing support across Wrexham and the surrounding area.

We work hard to ensure that our services respond to the current and future needs of our communities. Our approach is informed by local knowledge, regular communication and consultation with the people we support, and close working relationships with partners and local organisations.

Our Year in Numbers

Our services supported people at different stages of their journey, from an initial conversation about what support might be right for them, through to one-to-one support, talking therapies, group activities, self-advocacy and training.

During the year:

Within our BYW Group Activities:

The difference between the individual activity figures and the overall total reflects people participating in more than one of our group activities.

Building Skills and Confidence in Our Community

Alongside our direct support, we continued to build knowledge, confidence and skills within the wider community through mental health and suicide prevention training.

During the year:

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Together, this represents 135 training places delivered across these three areas during 2025/26.

The Difference Our Support Makes

Our work is not only about how many people access support or how many sessions we deliver. We also seek to understand whether people experience positive change. Of those for whom we had the relevant completed outcome measures:

Our case studies provide further evidence of what these changes can mean in people's everyday lives. Across our services, people describe building confidence, becoming more independent, reconnecting with others, making decisions for themselves and beginning to see possibilities for the future.

Our talking therapy case studies also demonstrate the importance of the relationship through which support is provided. One account describes someone initially finding it extremely difficult even to make contact with ABF, but feeling hope after their first conversation despite being told honestly that there was a waiting list. The person went on to describe significant positive change for themselves and their family.

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Hear My Voice is intended to do more than bring people together. Through Self-Advocacy Skills, we aim to help people build confidence, develop the skills to have their voices heard and feel better able to make informed choices. This purpose is reflected in how the activity is described elsewhere in the report.

During 2025/26, 98 people participated, generating 651 attendances across 189 workshops. In addition, 91 unique individuals completed a Hear My Voice Leaver Questionnaire, providing a substantial source of feedback about people's experiences of the programme.

The feedback provides strong evidence that people experienced the programme positively. Across completed Hear My Voice questionnaires, 100% of responses rated feeling respected and treated well as Agree or Strongly Agree; 95.8% agreed or strongly agreed that the project had supported them to influence decisions affecting them to influence decisions affecting them; and 94.5% indicated the project helped them feel less isolated or alone. The feedback and case-study evidence also reflect themes of increased confidence, connection with others, developing self-advocacy skills and people feeling safe and able to contribute.

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Living Our Values

Our outcome measures are important, but numbers alone cannot tell the whole story. Throughout the year, we have gathered case studies and feedback from people accessing different parts of ABF. These stories help us understand not only what changed, but also how people experienced the support that contributed to that change.

Across different projects and individual experiences, recurring themes emerge: people describe being listened to and understood without judgement; developing relationships built on trust; being supported to recognise their own strengths and make their own choices; developing confidence and independence; and beginning to rediscover hope. These experiences closely reflect the values that guide ABF: Belief and Hope; Compassion and Empathy; Trust and Integrity; Listening and Learning; Genuine Care and Kindness; and Support and Empowerment.

For us, our values are not simply statements about what we believe. They should be visible in how we build relationships, provide support and work alongside people. The experiences shared with us therefore provide an important way of understanding whether our values are being experienced in practice.

From Awareness to Action – Baton of Hope and Lived Experience

One of our most significant achievements during the year was ABF's role as lead charity partner for the Wrexham leg of the Baton of Hope Tour 2025, co-leading the local work alongside an individual with lived experience.

The Baton brought people, organisations and communities together around suicide prevention and created opportunities for open and compassionate conversations about suicide and mental health. The event itself was designed around people personally affected by suicide, alongside free community Hope Hub activities.

The impact did not end when the Baton left Wrexham. Feedback gathered afterwards described a strong sense of community, genuine connections and the event acting as a “hub of hope”. People also highlighted the importance of safe spaces and appropriate support before and after emotionally significant awareness events.

We sought to build on those conversations. A focus group with Baton Bearers explored support and intervention alongside future awareness activity, deliberately keeping lived experience at the heart of the work. This was followed by wider listening through our Learning from Lived Experience – Suicide Prevention in Our Community survey and the gathering of experiences from people supported by ABF who had engaged with Community Mental Health Teams.

Some important and recurring messages emerged. People spoke about the importance of being heard and listened to, being treated with compassion and without judgement, receiving clear and honest information, and knowing what support is available and what to expect. People also highlighted the importance of earlier, accessible and person-centred support and reducing the experience of being passed between services.

Access to clear information about support is one area we particularly want to explore further. Our public consultation identified uncertainty about what support is available locally and the need for clearer information about how to access services.

We believe people should be able to understand what help is available, where to find it, who it is for and how to access it. We would like to explore how organisations across

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Wrexham might work more collectively to make information about mental health and wellbeing support easier to find, understand and keep up to date.

This work will continue beyond 2025/26. We plan to create further opportunities for people to share their experiences, including through creative approaches to capturing people's stories, and to bring together what we learn to support constructive conversations with our local authority, health board and other partners. One ambition is to explore whether organisations can make a shared commitment to improving how we communicate and promote the support available across Wrexham.

At the heart of this developing work is a simple message: change is something we can all contribute to. Some changes require decisions about services, systems and resources, but others begin with how we respond to one another. Listening, communicating honestly, sharing information, treating people with compassion and helping people feel heard are things we can all influence.

By bringing together lived experience, community voices, organisations and decisionmakers, we hope to build on the legacy of Baton of Hope and turn awareness and conversation into collective action.

Challenges and Learning

The year also brought challenges.

Like many charities, ABF continued to operate in a difficult and uncertain financial environment. The availability and sustainability of funding remained an important consideration as we sought to balance current service delivery with longer-term organisational sustainability.

Periods of planned staff absence and changes within the team, including within senior leadership and service delivery, placed additional demands on organisational capacity during the year. Staff and Trustees worked together to maintain continuity of support while responsibilities were covered and the organisation adapted to change.

The funding environment also meant that not every opportunity was successful. While we secured and renewed funding in a number of important areas, the experience reinforced the need to continue diversifying income, strengthening partnerships and planning carefully for the future.

These challenges have contributed to the reviews and consultations begun during the year and will help inform the development of ABF's next business plan. They have also demonstrated the resilience and adaptability of our staff, volunteers and Trustees and the importance of maintaining our focus on the quality and continuity of support provided to people.

Wider Achievements During the Year

Alongside the delivery and development of our services, other achievements during 2025/26 included:

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Financial Review

Financial Performance

Advance Brighter Futures ended the financial year in a stable financial position. Total income for the year ended 31 March 2026 was £395,870, compared with £388,130 in the previous year. Total expenditure was £371,853, compared with £403,153 in 2024/25, resulting in a surplus of £24,017 for the year. This compares with a deficit of £15,023 in the previous financial year.

The charity's principal sources of income continued to include contracts and grants supporting the delivery of its charitable activities. Income from contracted services totalled £187,426, with a further £153,431 received in grant income.

ABF also generated income through donations and fundraising, training, room and office hire and other activities. During the year, donations and legacies totalled approximately £14,892, training and course income was £10,786, and room and office hire generated £25,840 before discounts were applied (£24,666 after discounts) .

The Trustees continue to monitor the charity's financial position carefully, recognising the importance of maintaining financial resilience in an environment where funding arrangements and demand for charitable services can change.

Reserves

The Trustees regularly review the level of reserves required to support the charity's continued operation and manage financial risk.

ABF's reserves policy is to maintain a minimum level equivalent to three months' expenditure, with a preferred level of six months' expenditure. At 31 March 2026, unrestricted operational reserves were £170,927, representing approximately 5.5 months' expenditure. The Trustees consider this to be an appropriate level of operational reserves, falling within the range established by the reserves policy and close to the preferred sixmonth level.

These reserves provide the charity with financial resilience and the ability to manage unexpected expenditure, fluctuations or delays in income and changes in funding arrangements while continuing to deliver support to the people and communities it serves.

Designated Funds

At 31 March 2026, the Trustees had designated £47,000 of unrestricted funds for anticipated organisational priorities. These designations reflect areas where the Trustees expect investment may be required and provide capacity to plan and respond appropriately as needs are confirmed.

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The designated funds comprise:

The Trustees intend to further develop and agree plans for the use of these designated funds, with expenditure anticipated, where appropriate, within approximately 18 months. The designations will remain under review and may be revised by the Trustees as organisational needs and priorities develop.

Going Concern

At the date of approving this report, the Trustees have a reasonable expectation that Advance Brighter Futures has adequate resources to continue in operational existence for the foreseeable future. The Trustees therefore consider it appropriate to adopt the going concern basis in preparing the financial statements.

Future plans

The priorities for improvement and expansion of current activities and services in the year ended 31/03/2027 are:

1. Develop and establish Brighter Youth

Successfully implement the new counselling support for children, young people and their families and learn from its early delivery.

2. Continue to respond to the needs of parents and families

Explore realistic funding and partnership opportunities to address gaps in support following the closure of PRAMS.

3. Build on our mental health and suicide prevention work

Continue developing training, awareness and appropriate support around suicide prevention and bereavement by suicide, working alongside people with lived experience and community partners.

4. Strengthen and develop our existing support

Continue reviewing BYW 1-2-1, Hear My Voice, talking therapies and wellbeing activities so they remain responsive to people's needs and make the best use of ABF's resources.

5. Invest in quality, people and sustainability

Progress ABF's quality assurance work and continue investing appropriately in staff, health and safety and the premises, while maintaining financial sustainability.

Recognition and Thanks

The Trustees would like to express their sincere thanks to everyone who has contributed to the work of Advance Brighter Futures during 2025/26.

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Our Staff and Volunteers

We are incredibly grateful to our staff and volunteers for the care, commitment and professionalism they bring to their work. Their willingness to adapt, support one another and remain focused on the people we support has been particularly valued during a year of change.

Our Funders and Commissioners

We are extremely grateful to the organisations whose funding and commissioning enabled Advance Brighter Futures to deliver its services and activities throughout the year. Our principal grant providers included Betsi Cadwaladr University Health Board, Gwendoline and Margaret Davies Charity, North Wales Police and Community Trust (PACT), The Postcode Trust, Public Health Wales NHS Trust (SSHP), The Steve Morgan Foundation and The Tudor Trust.

We also acknowledge Asda Foundation and Tesco Bags of Help (through Groundwork), whose funding supported our work during the year.

Our principal contract providers were Betsi Cadwaladr University Health Board, Flintshire Council Adult Social Care , Wrexham County Borough Council Adult Social Services and Wrexham County Borough Council Families First Programme.

We are also grateful to the Canal & River Trust, which funded ABF to undertake specific project activity during the year.

We thank all of these organisations for their support and for the confidence they have placed in ABF and our work.

Our Supporters

We are grateful to the businesses, community groups and individuals who supported ABF through donations, fundraising, volunteering and practical or in-kind support during the year.

This included MSC Technology, The Royal Antediluvian Order of Buffaloes, Glyn Wylfa (Caffi Wylfa), Aqueduct Support Group, Pontcysyllte Chapel Tea Rooms, Let's Sing Bee Happy Community Singing Group, The Freemasons, Magellan Aero and Keystone Family Support.

We also thank everyone who donated to ABF, organised or supported fundraising activities, hosted collection boxes or raised funds on our behalf, including those who chose to support ABF in memory of loved ones.

Our Partners and Collaborators

Partnership working remains an important part of ABF's approach, and we are grateful to the organisations and individuals who worked alongside us during the year.

Our thanks include Citizens Advice Wrexham, with whom we worked through a jointly developed funded project; Together Creating Communities (TCC), with whom we worked on the Mental Health Voices Collaboration (MHVC) campaign; Amser I Siarad, with whom we have continued to work collaboratively; and our partners within the Parabl Talking Therapies Partnership.

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We also thank Baton of Hope UK and everyone who worked alongside us in delivering the Wrexham leg of the Baton of Hope Tour 2025, which ABF was honoured to support as lead charity partner.

Special Thanks

The Trustees would like to thank Iona Edwards, Independent Examiner, and Annesley Wright, for his valued support to the Board as Treasurer.

We extend our sincere thanks to James (Jim) Hayward and Molly Whelan for the time, knowledge and commitment they gave to Advance Brighter Futures during their service as Trustees.

The Trustees would like to give particular thanks to Richard (Rick) Bedson for his exceptional contribution to Advance Brighter Futures, including his service as Chair of the Board. Rick brought considerable commitment, care and dedication to the role and was a valued source of leadership and support to both the Board and the wider organisation. We are enormously grateful for the time, energy and experience he gave to ABF and for the important contribution he made during his years of service.

The People We Support

Most importantly, we thank the people who access and engage with ABF. Your experiences, ideas and feedback help us listen, learn and improve the support we provide. We are grateful for the trust you place in us.

Trustees’ Responsibilities

The Trustees, who are also the Directors of Advance Brighter Futures for the purposes of company law, are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards.

Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of its incoming resources and application of resources, including its income and expenditure, for that period.

In preparing these financial statements, the Trustees are required to:

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company’s transactions, disclose with reasonable accuracy at any time its financial position and enable them to ensure that the financial statements comply with the Companies Act 2006 and applicable charity law.

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They are also responsible for safeguarding the assets of the charity and for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Approval

This report, which also constitutes the Directors’ Report for the purposes of the Companies Act 2006, was approved by the Board of Trustees on 18 August 2026 and signed on its behalf by:

Rosemarie Williams Director / Chair of Trustees

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Financial statements and re orts p

Financial Activities Comparison

1 April, 2025-31 March, 2026

TOTAL
APR 1 2025 - MAR 31 2026 APR 1 2024 - MAR 31 2025 (PY)
Income
Charitable Activites 187,426.00
Discounts given -1,174.00 -1,546.34
Donations and Legacies £0.00
Baton of Hope Wrexham 2025 631.49
Tour Collection Boxes 1,529.72 876.31
Community Councils 550.00
Corporate Donations 1,255.86
Friends of ABF 14.59 175.95
Friends of ABF Donations 19.90
Fundraising (by ABF) 494.59
Fundraising (in aid of ABF) 8,356.47 1,493.86
Membership 16.20 21.85
Private Donations 4,343.22 2,472.55
Total for Donations and Legacies £14,891.69 £7,360.87
Gift Aid 18.13 252.96
Grant 153,430.97 336,239.59
Office Hire 16,277.00 16,973.00
Own Courses Income £0.00
AMHFA Wales 1,680.00 5,190.00
ASIST 3,693.44
eAMHFA Wales 437.36 3,510.00
eAMHFA Wales Refresher 475.00 855.00
Mental Health Awareness 650.00
safeTALK 4,500.00 2,952.51
Total for Own Courses Income £10,785.80 £13,157.51
Payroll Services 240.00 240.00
Room Hire 9,563.06 10,496.07
Sales of Product Income 0.00
Total for Income £391,458.65 £383,173.66
Total £391,458.65 £383,173.66
Expenditures
Advertising/Promotional 35.33
Bad Debt 83.36
Bank charges 177.91 205.00
Cleaning Expense 211.14 219.86
Computer Costs 3,603.07 1,883.00
CRM 7,350.24 12,168.59
DBS Checks 382.00 626.00
HR 14,198.44 2,367.49
Insurances 2,840.00 2,763.00
Office Costs 46.80
Payroll Expenditures 307,245.60 349,670.48
Phone & Broadband Costs 2,680.85 2,244.64
Printing, Postage and 287.65 815.69
Stationery

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Financial statements and re orts p

Financial Activities Comparison

1 April, 2025-31 March, 2026

TOTAL

APR 1 2025 - MAR 31 2026 APR 1 2024 - MAR 31 2025 (PY)
Project Expense
Advocacy 4,752.34 2,807.35
BYW 2,238.19 923.80
Own Courses 5,874.42 4,068.05
Parabl 1,746.21
PRAMS 4,960.28 7,305.74
WellbeingFund 700.90
Total for Project Expense £18,526.13 £16,851.15
PWS Travel Fund 16.70
Recruitment 15.00 215.99
Repairs 6,252.65 4,020.45
Subscriptions 10.00 20.00
Sundries 151.75 101.68
Training 356.66 1,464.76
Travel Expenses 183.74 204.00
Uncategorised Expense 0.00
Utilities 2,825.20 3,181.72
Venue Hire 20.00 0.00
Web/IT Support Costs 2,860.77 2,236.62
Total for Expenditures £370,230.83 £401,390.28
Net Operating Income £21,227.82 -£18,216.62
Other Income
Interest Recieved 4,411.52 4,956.67
Total for Other Income £4,411.52 £4,956.67
Other Expenditures
Annual Depreciation Reconciliation Discrepancies 1,622.00 1,762.90
0.00
Total for Other Expenditures £1,622.00 £1,762.90
Net Other Income £2,789.52 £3,193.77
Net Income/(Expenditure) £24,017.34 -£15,022.85

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Financial statements and re orts p

Balance Sheet Comparison

As of 31 Mar, 2026

TOTAL TOTAL
AS OF 31 MAR, 2026 AS OF 31 MAR, 2025 (PY)
Fixed Asset
Tangible assets
Fixtures and Fittings Cost Fixtures 8,814.38 8,814.38
and Fittings Depreciation Office -8,814.38 -7,192.38
Equipment Cost 655.00 655.00
Office Equipment Depreciation -655.00 -655.00
Total for Tangible assets £0.00 £1,622.00
Total for Fixed Asset £0.00 £1,622.00
Cash at bank and in hand
Aldermore 85,000.00 85,000.00
Co-op Current Account 303.46
Co-op Savings Account 9,571.53
Equals Money 0.00 424.86
Lloyds 32 Day Savings 44,576.92 43,581.73
Lloyds Current Account 5,498.21 7,248.92
Lloyds Instant Access 6,979.96 53,580.92
Savings NatWest Current 0.00 9,396.48
Virgin Savings 87,677.44 86,574.45
Total for Cash at bank and in hand £239,607.52 £285,807.36
Debtors
Debtors 9,498.45 234.90
Total for Debtors £9,498.45 £234.90
NET CURRENT ASSETS £249,105.97 £286,042.26
Creditors: amounts falling due within one year
Current Liabilities
Accruals 27,381.56 31,881.30
Deferred Income 3,797.11 61,873.00
Total for Current Liabilities £31,178.67 £93,754.30
Total for Creditors: amounts falling due within one year £31,178.67 £93,754.30
NET CURRENT ASSETS (LIABILITIES) £217,927.30 £192,287.96
TOTAL ASSETS LESS CURRENT LIABILITIES £217,927.30 £193,909.96
TOTAL NET ASSETS (LIABILITIES) £217,927.30 £193,909.96
Charity Funds
Surplus/(Deficit) Opening 24,017.34 -15,022.85
Balance Equity Retained 193,909.96 208,932.81
Earnings -0.00 -0.00
Total for Charity Funds £217,927.30 £193,909.96

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Financial statements and re orts p

Statement of Cash Flows

1 April, 2025-31 March, 2026

ACCOUNT NAME TOTAL
OPERATING ACTIVITIES
Net Income 24,017.34
Adjustments to reconcile Net Income to Net Cash provided by operations:
Accruals -4,499.74
Debtors -9,263.55
Deferred Income -58,075.89
Fixtures and Fittings Depreciation 1,622.00
Total for Adjustments to reconcile Net Income to Net Cash provided by operations: -£70,217.18
Net cash provided by operating activities -£46,199.84
FINANCING ACTIVITIES
Opening Balance Equity Retained Earnings -15,022.85
15,022.85
Net cash provided by financing activities £0.00
NET CASH INCREASE FOR PERIOD -£46,199.84
Cash at beginning of period £285,807.36
CASH AT END OF PERIOD £239,607.52

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Notes to the Financial Statements

1. Accounting Policies

Charity Information

Advance Brighter Futures is a registered Charity and a private company limited by guarantee incorporated in England and Wales. The registered office is 3 Belmont Road, Wrexham, LL13 7PW.

1.1 Accounting Convention

The accounts have been prepared in accordance with the Companies Act 2006 and the Charities Regulations 2008 as well as the Charities Act 2011. The charity is a small charity under the Companies Act 2006, therefore exempt from external audit in accordance with section 477 of the Companies Act 2006.

1.2 Going Concern

At the time of approving the accounts the Trustees have reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus, Trustees continue to adopt the going concerns basis of accounting in preparing the accounts.

1.3 Charitable Funds

Funds and Reserves held by the charity are:

Operational Reserves - These are funds which can be used in accordance with the charitable objectives at the discretion of the Trustees. The charity's policy is to maintain a minimum of 3 months' expenditure reserve, with the preferred amount being 6 months. The unrestricted operational reserve of £170,927 is the monetary figure that could cover unexpected expenditure during a 5.5 month funding gap.

Designated Funds - These are funds set aside by the Trustees out of unrestricted general funds for specific future purposes or projects. The current monetary value of the Designated Funds is £47,000. The Trustees have agreed to designate £15,500 to Building Costs, £15,000 to Staffing, £14,000 to securing Quality Assurance marks and £2,500 to Health & Safety for the financial year 01/04/2025 - 31/03/2026.

Specific Restricted Funds - These are funds that can be used for specific restricted purposes within the objectives of the Charity. Restrictions arise when specified by the donor.

1.4 Incoming Resources

All incoming resources are included in the Statement of Financial Activities when the charity has received the funds.

1.5 Resources Expended

Expenditure reflects all amounts paid and accrued during the year. Expenditure included VAT which is not recoverable.

1.6 Fixed Assets

Fixed Assets are initially measured as cost less any depreciation and any specific capital grants.

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– Depreciation Rates

Furniture and Equipment 20% on a straight-line basis Computer Equipment 33% on a straight-line basis

1.7 Retirement Benefits

The charity operates a defined contribution pension scheme, and the pension charge represents the employer's contribution to that defined pension scheme (NEST).

1.8 Taxation

The charity benefits from Employment Allowance in relation to PAYE. The charity is not registered for the recovery of Value Added Tax.

2. Trustees

None of the Trustees (or any person connected with them) received any remuneration during the year.

3. Independent Examiners Report

There are no fees payable or paid to the Independent Examiner for their examination

4. Employees

The average number of employees during the year was 18

Part time - 13
Full time - 5
Employment Costs 31/03/2026 31/03/2025
Wages and Salaries 251,532 299,836
Employers National Insurance 32,347 21,978
Employers Pension Contribution 23,367 27,856
307,246 349,670

The number of employees whose annual remuneration was £60,000 or more were none.

5. Fixed Assets shown at historical cost

Land & Furniture & Computer TOTAL
Buildings Equipment Equipment
Cost 304,635.23 8814.38 655.00 162308.49
Additions 0.00 0.00 0.00 151796.12
Disposals 0.00 0.00 0.00 0.00
At 31/03/2026 304,635.23 8814.38 655.00 314104.61
Depreciation % 20% 33%
At 31/03/2025 7192.38 0.00 7192.38
Disposals 0.00 0.00
Charge for the 1622.00 0.00 1622.00
year
Accumulated 8814.38 0.00 8814.38
at 31/03/2026

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Net Book Value At 31/03/2026

0.00

0.00

0.00

0.00

The property at 3 Belmont Road was completely grant funded and therefore does not have any Net Book Value.

6. Debtors

Amounts receivable within one year -

2026
2025
Trade Debtors
9498
235
7. Bank Accounts
31/03/2026
31/03/2025
Natwest
0
9,396
Lloyds
57,055
104,412
Virgin Money
87,677
86,574
Aldermore
85,000
85,000
Equals Money
0
425
Cash
Co-op Bank
0
9,875
0
0
8. Current Liabilities
2026
2025
Accruals
-27,382
-31,881
Deferred Income
-3,797
-61,873
Current Liabilities
-31,179
-93,754
Accruals
Liabilities paid in April 2026 relating to 2025-2026 expenditure
Creditors
Relating to deferred income
9. Charitable Funds
Unrestricted Funds-
2026
2025
Designated Funds - Staffing
15,000
0
Designated Funds – Quality Assurance
14,000
0
Designated Funds - Building
15,500
7,497
Designated Funds – Health & Safety
2,500
10,000
Operational reserves
170,927
176,413
Specific Restricted Funds
0
0
TOTAL Funds
217,927
193,910

10. Income

Income

2026 2025
395,870 388,130

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11. Expenditure

11. Expenditure
2026 2025
Payroll Costs 307,246 349,670
Governance / Operational Costs 53,518 43,963
Premises Costs 9,289 7,469
Depreciation 1,622 1,763
Other 178 288
Total Charity Expenditure 371,853 403,153
12. Difference between income and expenditure
2026 2025
Net Income 395,870 388,130
CharityExpenditure 371,853 403,153
Surplus/Deficit 24,017 -15,023
13. Charitable Activities
The following are contracted services provided by the charity
2026 2025
Wrexham County Borough Council – Adult Social
Services		 49,500 30,975
Wrexham County Borough Council – Families First 49,464 49,464
Flintshire County Council – Adult Social Care 60,000 60,000
Flintshire County Council – Families First 0 21,826
Betsi Cadwalader UniversityHealth Board - Parabl 28,462 14,949
TOTAL 187,426 177,224

14. Treasurer’s report for year ended 31/03/2026

These accounts have been prepared by the Finance Officer at Advance Brighter Futures and reviewed by the Treasurer to ensure that they comply with the Companies Act 2006 and Charities Act 2011 regulations and recommendations. The notes 1-12 above reflect the accounting policies and procedures applied by Advance Brighter Futures.

The Memorandum and Articles were altered on 25/06/25 to enable ABF to accommodate a wider scope. Companies House filing and Charity Commission filing, has been updated to comply with the revised Memorandum and Articles, and objectives.

15. Directors' Report

The Directors acknowledge their responsibility to comply with the requirements of the Companies Act 2006 and the Charities Act 2011.

The financial statements have been properly prepared in accordance with UK GAAP for smaller entities whilst recognising the need to comply with the Charities Act 2011. The recommendations of SoRP and the 2025 FRS 102 have been applied and adhered to.

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Approved by the Board on 05/08/2026 and signed on their behalf by

Rosemarie Williams Director / Chair of the Board

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Independent Examiner’s Report to the Trustees of Advance Bri hter Futures g

Basis of Independent Examiner’s Report

Your attention is to drawn to the fact that the charity has prepared the accounts (financial statements) 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 for Smaller Entities published on 16 July 2014, the Financial Reporting Standard for Smaller Entities (FRSSE) in preference to the Accounting and Reporting by Charities: Statement of Recommended Practice issued on 1 April 2005 which is referred to in the extant regulations but has since been withdrawn.

We understand that this has been done in order for the accounts to provide a true and fair view in accordance with the Generally Accepted Accounting Practice effective for reporting periods beginning on or after 1 January 2015.

My examination was carried out in accordance with the directions given by the Charity Commissioners.

I confirm:

(i) that an examination is required under section 145(1) of the Charities Act 2011, and that section 144(1) (audit) of the Charities Act 2011 does not apply to the charity; and

(ii) the charity is a small company exempt from audit in accordance with section 477 of the Companies Act 2006

The independent examination comprised of a comparison of the accounting records kept by the charity to the financial statements for the period 01/04/25 to 31/03/26.

Independent Examiner’s statement

I confirm that no matter has come to my attention to indicate that in any material respect the requirements to keep accounting records as required by Section 386 of the Companies Act 2006 and to prepare financial statements which accord with the accounting records have not been met for the year ended 31/03/2026.

The accounts have been prepared on an accruals basis and comply with relevant accounting requirements under section 396 of the Companies Act 2006 and are consistent with the Statement of Recommended Practice - Accounting and Reporting by Charities, issued in March 2005.

In my opinion without a full audit the financial statements give a true and fair view of the income and expenditure and state of the charitable company’s affairs at 31/03/2026.

Signature…………………………………………………………………. Date………………………………….

Iona Edwards, Chartered Accountant, 19 Denbigh Street, Llanrwst, LL26 0LL

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