REGISTERED COMPANY NUMBER.. 04046674 (England and Wales) REGISTERED CHARITY NUMBER.. 1092126 REPORT OFTHE TRUSTEES Afrjo FINANCIAL STATEME14TS FOR THEYEAR ENOED 31STMARCH 2025 FOR VOLITION-LEEDS Thomas Coombs Llmited Statutory Audltor Chartered Accountants 3365 The Pentagon Century Way Thorpe Park Leeds West Yorkshire LS15 8Z8 *AEGL16NNV' 0611212025 COMPANIES HOUSE A08 #174 VOUTION-LEEDS CONTENTS OF THE FINANCIAL STATEMENT5 FOR THE YEAR ENDED 31ST MARCH 2025 Reference and AdmiTrI￿ratIve Oetalls Report of the Trustee5 2 10 10 Independent Emamlner's Report li Statement ol Flnanclal Actlvltles 12 Balance Sheet 13 Cash Flow Ststemeni 14 Notes to the Cash Flow Statement Is Notes io the Flnancial Siatemenls 16 to 28 Detalled Sl•t•ment of Flnan¢l•l Actlvlll¢s 29 VOLITION-LEEDS REFERENCE AND ADMINISTRATIVE DETAILS FOR THE YEAR ENDED 31ST MARCH 2025 TRUSTEES ZA Bawn IResigned 26.05.251 C A Hill (Resigned 28.11.241 J AHill R A Kettle P Bhupal A N Curtls A Hanif (Resigned 24.07.251 N Franklin (Resigned 27.03.251 K J M Proud (Resigned 26.05.25 SMHoey R Wilson N A Lines IRèsi8ntd 23.05.241 MSLaw REGISTEREO OFFICE Suite El josephs Well Hanover Walk Leeds West Yorkshlre LS3 IA8 REGISTEREO COMPANY NUM8ER 04046674 IEn8land and Wales) REGISTERED CHARITY NUMBER 1092126 INDEPENDENT EXAMINER Thomas Coombs Limited Chartered Accountant5 3365 The Penragon Century Way Thorpe Park Leeds West Yorkshlre LS15 8ZB BANKERS Unlty Tr¢Jst 8ank 9 Brindley Place 8irmlngham 612H8 Pa8e I VOLITION-LEEDS REPORT OF THE TRUSTEES FOR THE YEAR ENDEO 31ST MARCH 2025 The Trustees, who are èlso Directors ol the chèrlty for the purpose5 of the Companies Act 2006, present thelr report wlth th& financial Statements of the charity for the year ended 31st March 2025. The TrLtstees have adopted the provisions of Accountlng and Reporting by Charities.. Statement of Recommended Practice applicable to charities prepaling their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021 leffective I january 20191. 08JECTIVES AND ACTIVITIES for publlc benelil Volition receives fundin8 from Leeds City Council and the West Yorkshire IC8 and other statutory bodies and occèsionally from other charities or trusts from time to tlme. It generates other revenue through delivering programmes on behalf of siatutory bodies. The charily's objects, as defined in our Memorandum of Associaiion, are lor the public benefit, to promote the preservation of 800d physical and mental health. the relief of persons experiencing poor menial health andlor mental health illne5S, the relief of persons with physical and sensory impairments and the relief of those with learning disabilities in Leeds and ihe surrounding area and to iaise public awareness ol such need5. In order to do this we work in partnership with Statutory and Voluntary Or8anisailons. The frustee5 conlirm that they have referred to ihe 8uldance contalned in the ChaTSty Commlssion's 8eneral 8uidance on public benefit when reviewing the aims and objectives and in plannin8 activities. In setting our strategy and planning our activities, Trustee5 have given serious consideration to the Charity Commission's general guidance on public beneflt and in porttcular the relief of those in need, by reason of youth, age. 111.health, dlsability, linancial hardshlp or other disadvantaBe and have developed str3te8ic aims ¥lon8side 5hort-term Éoals and objectlves. We are committed to strengthening our expertise and proce55e5 for supportin8 our smaller members and those working with the most mar8inalised communities alongside the wider sector throu6h enga8ement and representation and also giant makin8 as part of Our delivery strategy. This enèbles us io ensure that a wider number of oui member or8anisations are able to access fund5 and deliver at ground level, We have been offerSn8 these and slmilaf servlces lor 40 years and are recognised as a key 50Lsrce of support and information for and on the health and care third sector In Leeds. Prlnclpal Art5vltl•s Volition Leeds Ivolitionl is an alliance of third se¢tor (voluntary, Communily, faith and soclal enterprisel member organi5ation5 which provide health and wellbeing community support in Leeds. At the end of the year Volition had 302 members and Forum Central lour partnership with Leeds Older People's Forurnl had a combined membership of 329 organisations. Volition exlsts to.. Promote and support the contribution of the voluntary sector in strategic planning and development across ihe Leed5 and West Yorkshire health and care system. Encourage collaboration and partnership between agencies and across sectors. Promote and contribute the voluntary sector'5 person and cornmunity centred perspective In aspects of service and practice development. Support and develop our thlrd sector member organisations to enable them to better meet the mental, physical health and wellbein8. learnlng disability and physical and sensory impairment need5 of people acioss all our diverse Leeds, communities. We have continued to develop our three year 51raiegic Plan agreed in 2023. We believe in local solvtions. informed by tlusted lationships with people and commLtnities and have used our Theory of Change to help guide and clarily our work in 2025126. Page 2 VOiITION-LEEDS REPORT OF THE TRUSTEES FOR THE VEAR ENDED 31ST MARCH 2025 ACHIPalEMENTS AND PERFORMANCE This year we demonstraie our achievements 38ain5t the Theory of Change based on our focus on ensuring a better quality of life for people in leeds through promotion ol the unique strengths, approaches. benefits and vision of the third sector. We do this through our two goals of achieving a thrlvin8. diverse and sustainable third sector and local InfrastructLtrÈ that has legacy beyond the life of any single program. Our enablers are.. our relational appro8ch informed by local strategy. the expertise, knowledge and commitment of our team - both board and staff.. our strofiB reputation and our operational strength and sustainability. SIX Priorlty areas of focus l. Showcase and ad¥ocate lor our seclor locuslng on health inequalltles and takin8 aftlon to affect positi¥e system chante Building our Workforce and Human Resources network with accessible, free resources and sharing of knowledge and good practice, benefiting small and micro as well as lar8er organisations Events, m•etln8s and enzagemeni Developin8 settor leadershlp and access for our members to key decision makers. conne¢tlng more of the system to itself. Mechan15rn5 that support the rhird sector by en5urin8 fundlng along with support, advocacy, representallon and capaeltv buildin8 that reaches frontline or8ani5ations includln8 Inte¥national Day of Oi5abled People and supportlng Leeds Older People'5 Forum IL Household Support Fund Brant making. Raising the health and care third sector profile across Leeds and West Yorkshire and developing rnechani5ms to support our members and communities still lebyilding from ihe pandemic, managin8 the current financial and operating challenges, and planning for health system changes and vpheavals. Advocacy,. Advocatin8 for the Health and Care Third sector in all meetln8s from Health & Wellbeing Board to one-to-one meetln8S. State of the Sector.. we are working Wlth partners Nlfty Sustainability and Mycake on our thlrd Iteration of the Leeds State of the Sector Report which will enable us to further quantify and benchmark our sectorfs strengths and challenges. Our updated research shows 1.878 registered organlsations workin8 towards the wider determinants of health in Leeds, which is 90% of all re8lStered or8anlsations, with 164 or8•nisations directly deliverin8 health and care contracts. This has increased as a proportion from 82% in 2022. The second report published In 2023 was highly used, both by Third Sector Leeds In our Thlrd Sector Slrate8y and by statutory paitner5 includin8 the Health and Care Academy annual report and the early draft of the Leeds Joint Strategic Assessment. Sharing It in Pèrtnefship and S¢TUtiny Boards raised understandin& profile and valuing of the third sector and we continue to see piogress in embedding this more data drlven approach to understandin8 the value of investment and cumulative impact on the sector of reducing fundin8 and cuts. Marmot alongside LOPF, Volltion has ensured that the thlrd sector has been Involved and hS8hly visible, wlth the value of third sector infrastructure being reco8nised in helping the Leed5 system to join up, scale up, be bold (FAIRER, HEALTHIER LEEDS.. REDUCING HEALTH INEQUALITIES, report by the Instltvte of Health). 2. Connect and influence to amplify the ¥oices of People and Commun￿leS In Leeds as ralsed thr¢uih our membeis Vsin8 a range of indicators, milestones and benchmarks for both our members and funder5 to see the lon8 term effect Of the charity's activities on both individual members and at a wider level of the communities we serve and the health and care system in which we operate. We have sought to Increase the range of our partners and the number and diversity of our members. Our work lo address health Inequalities has included en8agement with partners to strenBthen connection5 and bfidge the 8ap between senior decision maker5 and people who experience the greatest health inequalities and the or8anisaiion5 that provide Support including the Health and Wellbeing Board Allyship Programme which has been (￿cluded wlth a report reviewed by the board in Junè 2025. Volitlon, workin8 Wlth IOPF. as Forum Central, keeps members informed about strategic developments happenin8 in the health and care system which have an impact on the Leed5 third sector and enable our members to feed inio those development5 and strategies wherever possible. Page 3 VOLITION.LEEDS REPORT OF THE TRUSTEES FOR TblE YEAR ENDED 31ST MARCH 2025 We do this thro￿gh network and one-to-one meetings- themed events and bespoke materials including thought leadership. most recently our Third Sector position statement on Neighbourhood Health. We also share regular e-bulletins tailored in response to feedback. We gather intelligence from the Health and Care Third Sector through representatives, meetin8s and events which enables us to help achieve better health and wellbeing outcomes for people through our Team Leeds valLses and principles shared with other H&C system partners Information delivered throu8h our Forum Centr31 website. email and socsal media has enabled our members to better respond to systern restructuring and to the cost pressure challenges they all face. We have continued to sustain some elements of the one information source principle of the former LOOP partnership. Our on80ing work to address health ineqvalities has included facilitating the Communities of Interest Network. for8in8 stron8er links between this and our other spe¢iali5t network5 (Mental Health, Learning Disabilities, Physical and Sensory Impairments and Local Care Partnershipsl.. and continued en8agement with the People's Voices Group. This has enabled us io better amplily the voices of our member5 and the communities- both geographic and of interest that they work with and create opportunities to influence decision makers, including.. through the Allyship ProÈramrne that we developed with the Health and Wellbeing Board,. representation on the Population Health and Care Oelivery 8oard,' and involvement in the Tackling Health Ineoualities Group I relaunched in 2025 as the Leeds Healthcare Inequalities Ovefsight Group). Our understèn(ling of the needs of people in communities throu8h our members is key to èdvocatin8 for community voice to be at the centre of de¢i51on making and supportln8 shift of power to communitles. We have developed a risk monitorin8 mechanism to ensure issues ralsed are recorded, escalated and ècled upon. In 2025, we continued the work in partnership with or8anTrsations working with Roma communities and Publi¢ Health to support community capacity bulldin8 and more Collaborative workin8. 3. Develop and strengthen third se¢tor representatlon •cross key forums •nd stratellc boards We have strengthened strategic enBagemeni across Leeds and with our West Yorkshire peer5 including the Leeds and West Yorkshire IWY) digital Boards where we continue to highlighi the digital requirements of the sector and Interoperability, which remains a barrier for all Health and Care system partners. Xarl Willy has been appointed as WY VCSE rep on the newly established Neighbourhood Health Board and we have been an active founding member of the Health ènd Care Hub with Dept for Health &5ocial Care. Acilvely coTrtrlbute to and Influence pollcy and strate As Forum Central, we support representatton across 100 different boards and strate8lC groups. bringing a Third Sector Health and Care perspective as well as keeping others in the sector engaged and well informed through Third Sector Leeds. The value ènd impact of this woik 15 exemplilled by the followift8 feedback.. 'It has been a privilege to lead St Gemma's for the last 14 years and a pleasure to work with you, the Forum Central tearn and other Third Sector colle•8ues. What amazin8 work the Third Sector does in Leeds and what a difference that work makes to local people's lives. We aTe an active partner in the Leeds Health and Care Hub. a Leedslcabiner Office partnership launched in 2022 and representing a new and dynamic way lor Central Government. Local Government. the NHS and the Voluntary and Community Sector to work together to influence national policy and apply test, 1È3rn and 8row methodo108y. Through our WY Power of Communltles we Influence and support work at WY level anLI we have also stspported locèl work through Third SÈ¢tor Leeds, for example meetln6 lotal MPS in March 2024 to raise Issues around VCSE sustainability, Household Support Fund, housin8. concerns around privaie profit Irom public funding and ihe Third Sector role in improving quality of later Ilfe. Around 60.000 people are employed across Leeds in health and care services, of which 6,465 are in the third sector. We have been working since 2021 to ensure theie 15 third sector representation on the Leeds Health and Care Academy work which is overseen by the Leeds One WDrklorce Strategic Board. This has included ensuring that tratning and support is available to meet the needs of the third sector workforce. To address thls, we have collaborated with ihe Leeds Health and Care Academy to establish and coordinate a Third Sector HR Network. Established in 2022 following our workforce survey that raised concerns about challenge5 being faced by the sector, the network cover5 workforce, culture, inclusion and organisational development matters. The Network is supported via the Leeds Health and Care Academy with Emma Holford (Project Managerl I day a week embedded in our team alongside Tina Turnbull who was employed support the work and develop the engagement and network from September 2023 to October 2024. This, and our increased 8rantmakin8 experience. lay the ground for a significant short term WYCA funded Work and Health programme which we will deliver with Leeds City Council in 2025Iz6. Page 4 VOUTION-LEEDS REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31ST MARCH 1025 4. Transform and Innovate through new and existlni partnershlps In orderto shape the future of health and care The continuation of Volition's partnership with LOPF through the Leeds City Council Forums Contract has seen us deliver ongoing specialist support to our members, underpinned by two way engagement through the Health and Care Leaders Network and Represeniatives meetings. Our partnerships with Voluntary Action Leetls, Healthwatch. Leeds Community Foundation and statutory paitners continue5 to be core to our work and has brought significant benefits of increased influence for people and communities and additional resources to our members and the wider third sectoi. In 2024 we commissioned a Leeds Third Sector Infrastructure Review jointly with LOPF and Voluntary Action Leeds. This Included three workshops with key stakeholders over Summer 2024 Through our West Yorkshlre IWYI Power of Communities work we have ¢ontinued to Identlfy and respond to the needs of member5. We continued to inform and involve the sector in wider healih System chanBe including as an equal partner In the Leeds and Vrfy Integrated Care System whilst navlgatin8 signiflcant additional challen8es to tackling the health needs ol the city b¥ the operatinB restructure in 2024125 and the 2025 NHS changes and Ten Year Plan for Heallh now being worked throu8h. Feedback from our memberoryanlsatlons We conducted our membei satisfactlon survey a8ain this year lo help us understand more about what our members think we do well OT covld do better. Example feedback from one tesllmonial we received highlighted the imp3ci of our high leve15 01 communications and connections and the value of our 5harin8 of information and providing a mechanism and lever for chan8e. Member organlsations have provided feedback that we keep them "well connected to the local care community and well Informed" Our netwoik meetln8s are valued as well run and very useful - a member praised them for the 'positivlty and such a good vibe" Mernber5 have told us they value the support offered and for'hearing, really listening and hearing". We also seek evaluation feedback on the impact of the Projects we run. We recelved the followln8 feedback on one of our Power of Community partners. Thig Inlrastiuciure development pro8ramme has managed to deliver in-depth sUPPOrt to communlty leaders from culturally diverse back8rounds who have immense potentSal to contribute to the voluntary sector in Leed5. While doing $0. we have a150 managed to build the long terrn resilience of the third sector. Every community leader has evidenced growth and a hi8h level of commitment to become self-reliant and sustainable community groups. 5. Develop and Support our te•m In 2024125 we completed an option5 appraisal for downsi2ing and having exploied a range of options we agreed and swiftlv completed a move, Still co-locating with LOPF. to a Smaller, flexible office in joseph5 Well. This well located building on the edge of the city centre is shared with many different third sector, NHS and private sector teams and organisations. Our team has shifted to a more flexible and matrlxed way of working. where responsibilities are distributed lo leverage collettive strengths, yet leadership remain5 clearly defined to Buide outcomes in a fast-changing system and to ensure we can be responsive to the needs of our members and wider partners. Our specialist development workers continue to fulfll their core remit with professlonallsm. enlhLtsSasm. compa551on and skill via monthly network meetin85, regular bulletins and one to one meetings, supporting existing members and en8aBin8 and supporting the full lange of or8anisations across the sector whilst shifting the balance of time from 5y5tem partner meeting5 lo direct support and networkin8 in response to member feedback and core aims. The distributed approach to 5UPPOrting LCP5 and joint network meetiri85 since 2023 ha5 ensured that these have been well attended and Tealised our ambition to work practically in a more intersectional way with focus on highlighting health inequalities. Our team and Board ol Trustees undertook Equallty and Diversity tralning trustees in 2024125. 6. Ensure financial 5UStainability Quarterly monitorinB form5 are submitted to our joint health and local authority funders who continue to give positive feedback about our performance. Feedback from our Members and evaluatlon of the support we provide to both our members and partners bs also p051tive with an overall increased demand on all areas of our work. We have experienced significant Challenges setting balanted budgets for 2024125 and 2025126 due to uncertainty re8ardSng funding which has been resolved Isee Financial Reviewl. However, thi5 did mean we could explore and reduce costs very successfully in a number of areas and are as a result fit for future challenges with a more sustainable cost base and a very proactive and forward thinking team who are more able to be flexible and responsive. Page S VOLITION-LEEDS REPORT OFTHE TRUSTEES FOR THE YEAR ENDED 31ST MARCH 2025 KEY ACHIEVEMENTS IN 2024125 Partnershlp wlth H*alth In late 2024 the Leeds ICB Annual Position Statement was published outlining the commitment to working in partnership with the Health and Care System. It sets out the current coniext, opportunities, and future priorities relation to rhe third sector as Member of the Leeds Health an¢J Care Partnership and is grounded in priorities seen within the Leeds Third Sector Strategy and honed throu8h a collaborative workshop involvin8 the ICB and third sector colleagues in july 2024. The launch ol the statement came as the new Government and the Daoi report set out the challenge to identify how we best care for the health of people in our communities. The third sector has poterntial ro be the cornerstone of the Governrnent's ask of a neighbourhood health and care system, whlch is recognised in ihe three ambltions ol the ten year plan.. to move care frorn the hospital to communily; from treatment to prevention; and to support people in the move from analogue to digital,. all underpinned by 3 commitment to Neighbourhood Health. This will only be possible if we harness the ihird sector reach into communities alongside other partners. West Yorkshire Health and Care Partnership is the flrst 'Keep it Local, ICS in the country. A clear position statement outlines how the ICB in Leeds will work wirh partners to prioritise 5UPPOrtin8, Partnering wilh and commlssioning local third sector partners. West Yorkshire Is leadin8 the way as one of 7 out of the 42 Integraled Care 8oards IIC8sl who have partnerships with the Voluntary, Community and Social Enterprise IVCSEI sector. and our West Yorkshire Memofandurn of Understanding IMOUI with us respresentin the VCSE sector Is a $18nSflcani commltment to embed the sector and deliver better health and well-beinB Outcomes. We are proud of our Leed5 Health and Care Partnership Team Leeds approach to and are committed to ensuring that we continuallv Smprove how we work 108ether to Improve the lives of local people, particularly those IlvSn8 Wlth the hi8hest health Inequalities. Mindwell Mindwell is the 'go.to' onllne resource for adult mentèl health and wellbeing support In Leeds, provided by Volltlon in partneiship with Thrive by Design up until March 2025. Mindwell offers a comprehensive directory of over 520 local and national services, information on common mental health issues. and a collection of accessible self-help resources. Widely used by healthcare professiona15 and the voluntary seclor. Mindwell ensures easy access to free, reliable mental health support. Key developments durin8 the year Included.. Launch of a new volunteer programme, with the first cohor( inducted before Christmas and supporting research and Inform¥tion.8atherlng. Refresh of key content. includSng new resources for older adults. Strengthened Collaboration with Public Healrh and 8ein8 You Leeds, particularfy around antl-Stl8ma and prevention work. Progress toward PIF.Tick accrediiation, locusin8 on quality standards and streamllnin8 directory updates. MonitOfill8 of reach ar)d impact through web analytics and newsletter en8a8ement. Dufin8 the year, si8nificanl time was spent workin8 Wlth ¢ommi$5ionerg on the handover of responsibilities from Thrive by Design to Leeds City Council. Much of the work previously delivered by Thrive transferred to Volition, alon8side E20k in additional fundin8. The contratt was also extended to 2027, providin8 longer-term stability. While this ensuied continuity, some development activity like ihe Advisory Board has been paused pendin8 furthef directlon Irom commissloners on the wider f￿Ure model. The team have shown iemarkable resil*nce in respondin8 to this change. Community Mèntal Health Tr•n5fornMtion Transforming Mental Health Grant funded delivery partners- Gold Oust ￿port.. we have pulled together a powerful evaluation report that highlights the significant achievements of frontline organisations. supported by Volition, to meet the need5 01 people with severe and complex meni31 health needs. There 15 a shift in development capacity of the core team as Mental Health Transformation became business as usual, with ongoin8 staff changes/reductions. The focus for the core team is acr055 the three pilot (CPS with focused work5tream5 I0150rder, Complex Rehab & Psychosis, Eatiri8 Oisorders, Neurodiversity & Transitions) and preparing to mobilise the next wave OF sites across the city. Page 6 VOLITION-LEEDS REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31ST MARCH 2025 We have worked at the request of the ICB and partners to help develop a new Alliance model whlch can, with our input, ensure the safe transfer of mental health community support contracts alongside keeping wider opportunities for other p3rtners with expertise in this space to join the Alliance as it builds and grows. In summer 2025 two contratts wefe awarded under the new Provlder Selectlon Rè8ime. Communlty Vac¢ine Chimplons The Community Vaccine Champions work with Voluntary Action Leeds ènd pariners from Leeds City Council's Public Health team is building on the signilicant succes5 of the original Champion5 work dellvefed during the Covid-19 pandemlc. The asset-based model utilises the reach, skills and knowledge of communities to Support the communication of public health messaging into undefserved communities. throu8h a volunteering programme and community grant scheme. The latest rceration of the Community Champions work is designed to promote informed conversations about vaccination5 across the lifecourse. Staftlng in April 2025, withfundlng from NHS England, Volition has already successfully delivered the first phase of the grants scheme, provtding small grants to 10 organi58tions to deliver work aiming to enhance community engagement with childhood vaccinations. Leeds Beckett Universlty wlll a8ain be evaluating the programme, buildlng upon learninB shared wlthin the original Communltv Champions evaluation report. Trauma Inlormed This Project aimed to develop city-wide capacity and initiatives that focu5 on developing, strenithenin8 and implementing third sector Trauma Informed care and Support for Children and Young People in Leeds. Volition received fundin8 Irom Leeds ICB for a two-year Developmeni Worker post to support thi5 Projert. Volition developed and 5Uslained a Tiauma Informed Communities network, held regular orientaiion sessions and produced bi-monthly leaining briefings, Volltlon partnered with Leeds Communltv Foundation and Leeds IC8 on two grant programmes. playlng an active role for grant recipients. Both the funds take a test and learn appfoach, with the ambition r.o embed learning into the Compassionate Leeds strategy. The Development Worker post ended In July 2024 but Volltion continued to suppoit the grant-holders as they completed thelr projects and we held an end.ol- grant ¢elebration event in March 2025. Flnanclal revlew R•view of linanciol artlvltv The financial statements have been prepared in accordance with the Companles Act 2006 and Charlties Act 2011. The company has adopted FR5102 and complies with the St3tement of Recommended Prattice 'Accounting and ReportinB by Charltles. lissued in December 20191. The nèt income for the year was £59,39612024'. net expenditure Df E273.9581, made up of net income of £32,692 on unrestritted funds and net Income of £26,704 on restricted funds. Overall Charlty income was E909,39312024.' 807,6421. We received several lar8e one-off 8rants in 2024125 which have been offset to an extent by a redltction of É67k in our ICB grant fundlng for our Forurn Centr31 activities. In 2023124. we received annual grant funding from the IC8 Leeds of E302k, Thi5 funding was reduced by £33.6k per quarter from 1st October 2024, a significant reduction in ICB inve51menl in Forum Central enga8emenl, repiesentation and leadership activity and a reflection of the challenging financial sitvation for the sertor. Overall expenditlJTe on ChaTltable activities was £849.99712024: £1,081,6CK)). Expenditure on Core Charitable activities has reduced by £180k. M05t of this reduction is salary costs. Several posts ended In late 2023124 or early 2024125 because fixed term funding for these posts came to an end. We have also Streamllned Staffing and other costs and processes for ForLtm Central activities thfoughout 2024125 to respond to the proposed and actual redurtion in fundin8 from the ICB and to place us on a more sustainable footing for 2025126. For example. we relocated offices in late 2024125 reducing our Premises costs by 33%. Grant. making using pass-throvgh funding ha5 reduced by £51k. The tompany's total funds amounted to £931.120 at 31st March 202512024.. £871,724), an increase of £59.396. This 15 largelv attributable to the increase in Cash at bank, which increased by £86,351 to E951,838 at 31st March 202512024: £865,487), offset by a smaller decrease of E28,259 In our Debtors to £17,235 at 31 March 202512024.. £45,4941. Page 7 VOLITION-LEEDS REPORT OF THE TRUSTEES FOR THE YEAR ENDED 315T MARCH 2025 The investment policy for cash balances is to hold whatever is not requlred for short term cashflow in term or notice deposlt savings accounts. We opened a Deposit Platform Account during the year in order to maKimise returns and improve our FSCS protection. The amount of cash cafried is mainly a result of the fact that several restricted funds span more than one year. Some of the major funds carried forward intlude- West Yorkshire Unpaid Carers Programme funding of E105k for an 18 month post to support the project management of the Programme received in March 2025. Vaccine Champions fundin8 of £59,486 received in March 2025 for dellvery in 2025126, Mental Health Transformation funding for grants programmes and projects and Mental Health First Aid project- É140k. WY Power of Communitie5 funding of £124k for delivery of projects spanning more than one financial year. Leeds City Council Covid 19 Outbreak Plan funding - £30k has been carried forward to be spent on the Communities of Interest Network Development Worker post, in accordance with the funding agreemeni and wishes of the funder. Mindwell. £30k has been carrled forward in 25126 to support opÈratlonal and cashflow nÈeds for Mindwell. . A full schedule of the restricted funds that have been cariied forward are set oui In the Notes to these Accounts. Our debtor5 at the end of the prior financial year included West Yorkshire IC8 fundln8 of £30k, which wa5 awarded in March 2024 and paid Sn April 2024, for VC5É Mental Health and Neurodiver51ty work. A bolance of £282,97112024.. £250,279) 15 held in unrestricted funds. Details re¥ardinB our reserves policy are found in the section below. Reserve5 poliry The charlty takes a rlsk based approach in settln8 the level of reserves, A minirnum level (lower band) and maxlmum level lupper bandl of reserves 15 Set and reserve5 are maintained between the lower and upper band limits. This ensures that the charlty hold5 enough reserves for orderly winding up if faced with unexpected closuie, whilst also ensuring the chirity does not maintain unnecessary high surplus reserves, The lower band level1$ Set with reference to fund5 needed In order to conduct an orderly windlng up of the charlty Sn the face of unexpeeied closure. The number of months expendilure whlch is held for these purp05es 1$ 3 months of operating costs plus redundancy and other known committed expenditure and equated to £224.000 at the time of annual review in March 2025. Tht upper level includes an allowance for any additlonal Items . speciflcally £4S,000 contin8ency for unexpected cash flow on5iderat10115, £10,000 in relation to specific additional expenditure and £25,th)O to support the infrastructure and operation of Ihe charlty for the 12 month perlod to 31st March 2026. The upper band level has therefore been set at £304,000. The charity's free reserves. excluding fixed assets, at 31st March 2025 were £282,3g6 and therefore are withln our minimum and rnaximum banding levels, Our current forecast lo 31 March 2026 anticipates year end reserves will fall below the upper level of reserves defined in our policv. Plans for the Future Volition's strategic plan is reviewed and updated annually - see page 2 for an Overview of our Strategic Objectives. In terms of the Forum5 Contract with Leeds City Council, we have been informed in September 2025 of the intention to develop a joint infrastructure contract to cover both Ihis and Volunrary Aclion Leeds infrastructure work and we will, alongside LOPF, remain committed to being an effective voice for the health and cafe third sector in Leeds. Our new Mindwell paltnership with Leeds City Council is being developed and we continue t0 seek adequate funding and system vision and leadership. Page 8 VOLITIOhl-LEEDS REPORTOF THE TRUSTEES FOR THE YEAR ENDED 31ST MARCH 2025 STRu￿URE. GOVERNANCE AND MANAGEMENT Legal and administrative deta•ls The organisation is a charitable company limited by guarantee, incorporated on 3 August 20(￿ with fegistered Company number 04046674 and registered as a chdrity on 21 May 2002, registration number 1092126. Since January 2025 our principal and registered offlce Is Sulte El. joseph's Well, Hanover Walk. LS3 IA8. The company was established under a Mefnorandum of Associatiun which e5tèbli5hed the objects ènd powers of the charitable company and is governed under its Articles of Association as amended by special resolutions on 22 January 2018 and 22 August 2019. In the event of the company being wound up members are required to contribute an amount not exceeding £1. Method of recrultment and appolntmefit ot tnstees The Trustees of the charity are also the Directors for the purposes of company law. Each member organisation can nominate a representative to stand for election but individuals become trustees in rheir own ri8ht. Members are all invited to nomlnate representatives to stand for available places at each Annual General Meetlng IAGMI at which trustees are elected. Each year one third of the trustees - the longest stondin8- ?re required to Stand down and may stand for re-election. There is a maximum limlt of 18 tTUStees and rninimum number of 5 trustees on the Board. In èddition, trustees can be co-opted for their particular knowled8e or expertise, or if there 15 a vac?ncy between AGMS. We have contlnued our partnership workin8 wlth our local infrastructure partner Voluntary Action Leeds Ihrou8h shared trustees Adrian Curt15 and Neil Frankliri. Neil resigned during the year and we are currently seeking a trustee lo replace Neil in this role. Or8anlsatlonal rtructure The Trustees moved from monthly to blmonthly meetin8s 2025. The Chair Is elected ai the first meeting followlng the AGM. Meetings cover finance, governance and settin8 of the strategy for Volitions alternating between business and policy meetings. The Finance Sub-commiltee, established in 2022, gives assurance that the board is fully sighted on the organi5alion'5 increasingly complex finances. It met at least quarterly basis in 202415 (increasing to monthly to support the management team and oversee the Strategic Review at this challenginB tlme of reduced funding). The Volltion Director, Plp Goff, Is accountable to the Chair of the Trustees, and manages the staff team. Trustee Indurtion and TrainlTr8 The 803rd keeps the skill requirements of the Trustee Body under review. Once appointed, newly elected tru5tee5 under80 an induction pro8ramme and any trainin8 requirement5 Identifled are addressed. The charlty keeps up io date with key developments and traininB is provided to trustees as reqvired. Team development and rerrultment Volition's Staff structure Diagram is on the Forum Central website,. https..l/forumcentral.org.uklabout-us/our-teaml Staff development remalned ? priority, wilh team wSde tralnlng opportunlties offered. We have a150 supported team members to pursue external qualifications that enhance both individual growth and organisation81 capacity. We welcomed our new Development Team Admin Coordinator in 202412S, 3 Vital role whSch supports the Development Teom with admin for running the various health and care nelworks and key developing project5 Wlthin Volition. Key management Yemuneration The charity's Finance Sub-commlttee convenes annually as the Remuneration Committee in order to review salary bandlngs and scale points of all employees. The charity's pay scales 3re aligned with the pay scales of the National joint Council for Local Government Services meaning salary increases are kept in line with those negotiated by the National joint Council for Local Government Service5. Volition a150 ensures benchmarking comp3rison5 usrng an external benchmarking company with local govemment experience. to review new or chènged job roles against job descriptions and compare with similar roles across the third sector to ensure payls fair and reflective of the duties cariied out by employees. Page 9 VOLITION-LEED5 REPORT OF THE TRUSTEES FOR THE YEAR ENDED31ST MARCH 2025 Risk Factors The Trustees recognise the need to undertake a rlsk assessrnent. Volition 15 an infr?5tructure organ55ation rather than a direct 5eivice provider. The risks associated with our work include strategic and reputational risks a5 well as health and safety issues related to office-based work and also the risk, common across the third sector, of loss of fLJnding. Our strategic and reputational risks are mitigated through our bimonthly board meetings when oreanisational risks are identified. These are captured in 3 formal risk document whith is reviewed reEu13rly. The Trustees ensure appropriate liaison with stakeholders, partners, commissioners and potential funders in order to secure suff icient funds to continue the work of the organisation. Report of the trustees, incorporating a strategic report, approved by order of the board of trustees, as the company directors, on 27th November 2025 and signed on the board's behalf bv: Mark Law . Trustee Pa8e 10 INDEPENDENT EXAMINER'S REPORTTO THE TRUSTEES OF VOLITION-LEEDS Independent examiner's report to the trustees of Volition-Leeds I'the Companv'l I report to the charity trustees on my examination of the account5 Of the Company for the year ended 315t March 2025. Responsibllitles and basls of report As the charity's trustees of the Company land also its director5 for the purposes of company lawl you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 I'the 2006 Act'l. Having satlsfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity's account5 as carried out under Section 145 of the Charities Act 20111'the 2011 Act'l. In carrying out my examination I have followed the Directions 8iven by the Charity CornmI55lon under Sectlon 145151 Ibl of the 2011 Act. Independent examlner's statement I have completed my examination. l Confirm that no matters have come to my attention in conne¢rion with the eyamination 8lvlng me cause to believe: l. actounting records were not kept in respect of the Company as required by Section 386 of the 2C(J6 Act,. or 2. the accounts do not accord with those records,. or 3. the account5 do not comply with the accountinE iequiTements of Section 396 of the 2006 Act other than any requirement that the accounts Bive a true and fair view which is not a matter considered as part of an inLlependent examlnation,. or 4. the accounts have not been prepared in 4ccordance with the method5 an¢J principles of the Statement of Recommended Practice for accounting and reportin8 by charities lapplrcable to chaiities preparin8 their accounts in accordance with the Financial Reportlng Standard applicable in the UK and Republic of Ireland IFR5 10211. I have no concerns and h&ive come across no other matters in connection wilh the examinatlon to which attention should be drawn in this report in order lo enable a proper understandin8 of the accounts to be reached. C. Darw Christopher Darwin FCA Thomascoombs Limited Chartered Accountant5 3365 The Penta£on Century Wav Thorpe Park Leeds West Yorkshire LS15 8ZB Date.. 27th November 2025 Page 11 VOLinoN-LEEDS STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31ST MARCH 2025 2025 Total funds 2024 Total funds Unrestricted fund Restricted funds Notes INCOME ANO ENDOWMENTS FROM Charitable activitie5 Core charitable activities Grant maklng 372,001 425,181 62.893 797.182 62A93 712,030 46.132 Other irading activities Toial 420 103 EXPENDITURE ON Charitable artivities Core charitable activities Grant making 381,911 321,506 141 703,417 883.869 loial 1081600 NET INCOMEIIEXPENDITUREI 32.692 26,704 59,396 1273,958} RECONCILIATION OF FUNDS Total funds brought forward 250,279 621,445 871.7Z4 1,145,682 TOTAL FUNDS CARRIED FORWARD The note5 form part of these finantlal ststements Page 12 VOLITION-LEEOS BALANCE SHEET 31ST MARCH 2025 Z025 Total funds 2024 Total fund5 Unrestricted fund Restricted funds Note5 FIXED ASSETS Tangible assets 12 575 575 CURRENT ASSETS Debtors Cash at bank 13 17.235 17,235 951838 45,494 320.924 648,149 969,073 910,981 CREOITORS Amounts falling due within one year 14 138,5281 138,5281 140,1201 NET CURRENT ASSETS 870861 TOTAL ASSETS LESS CURRENT LIABILITIES 282.971 648,149 931,120 871,724 14ET ASSETS FUNDS Unrestrlcted funds Restrlcted funds 16 282.971 250,279 621445 TOTAL FUNDS The financial statements were appioved by the Board of Trustees and authorised lor issue on...............................................and we 518ned on Its behalf by.. A N Curtis. Trustee The note5 form part of these financial 5tstementS Page 13 VOUTION-LEEDS CASH FLOW STATEMENT FOR THE YEAR ENDED 31ST MARCH 2025 2025 2024 Notes Cash flows from operating activities Cash generated from operations Net cash provided byllused inl operating activities Cash ftows from investlng activities Purchase of tangible fixed assets Net cash provided byllused tnl investing attivlties Change In tash and cash equlvalents In the reportlng period Cash and cash equSvalents at the beilnnlng of the reportlni perlod 86.351 64,895 Cash and cash equivalents at the end of the reporting perlod The notes form part of these flnancial statements Page 14 VOUTION-LEEDS NOTES TO THE CASH FLOW sfATEMENT FOR THE YEAR ENDED 31ST MARCH 2025 RECONCIIIATION OF NET IEXPENDITUREIIINCOME TO NET CASH FLOW FROM OPERATING AcfiviTIES 2025 2024 Net {expenditurelllncome for the report4￿ period las per ihe St•tement of FIAancial Artlvliie51 Adjvstments for: Depreciation charge5 Loss on d15PQsal of fixed assets Decrease/lincreasel in debtors Inereaselldecreasel in crèdiiors 59.396 1273,9581 288 2,890 5,474 325,000 28.259 Net