# **ANNUAL REPORT 2025**
**and financial statements for the year ended 31 December**
**Charity Registration Number: 1094599 Company Registration Number: 04543199**
## **CONTENTS**
|**Section**|**Page**|
|---|---|
|Reference & Administrative Details|4|
|**Trustees’ Report**||
|Objectives, Activities & Public Benefit|5|
|Joint Statement from the Chair of Trustees & CEO|6|
|2025: A Year Unlike Any Other|7|
|Community, Celebration & Presence|8|
|Our People (Staff & Volunteers)|9|
|Community Café|10|
|Support Service|11|
|Craft Room|12|
|Parent Hub|13|
|Youth Services|14|
|Men’s Shed|15|
|Cross‑Service Impact|16|
|Environmental, Social & Governance and Risk Management|17|
|Future Plans|18|
|Acknowledgements & Thanks|19|
|Financial Overview, Trustees’ Declaration & Statement|20-22|
|Independent Examiner’s Report|23|
|**Financial Statements & Notes**|24-41|
**| 0 3 |**
## **REFERENCE & ADMINISTRATION DETAILS**
Open Door Exmouth is a charitable company limited by guarantee, number 04543199, incorporated in England and Wales on 24th September 2002 and registered as a charity, numbered 1094599, on 14th November 2002.
Registered Office: Open Door Exmouth, Church Street, Exmouth, Devon. EX8 1PE
## Independent Examiner: Thompson Jenner LLP, 1 Colleton Crescent, Exeter, Devon. EX2 4DG
The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association. Under those Articles, all the original Trustees/Directors retired at the first AGM and submitted themselves for re-election. Thereafter, onethird have retired by rotation each year.
The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and 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 January 2019).
The objectives of the charity are a) to relieve persons who are in conditions of need or hardship, or who are aged or sick, and to relieve the distress caused thereby in Exmouth in the county of Devon and in such other parts of the United Kingdom, or the world, as the Trustees may from time-to-time see fit and b) to advance education, by such means as the Trustees may consider appropriate, including by means of establishing and operating any educational establishment or establishments in the said location, and in such other parts of the United Kingdom, or the world, as the Trustees from time-to-time think fit and c) to demonstrate the Christian faith in accordance with the ethos statement appearing in the schedule hereto in the said location and in such parts of the United Kingdom, or in the world, as the Trustees may from time-to-time think fit.
## **Board of Trustees during the year 2025**
**Dianne Conduit - Chair Nicholas Jackson - Treasurer Katie Ranft - Safeguarding**
**Fiona Bolt Anne Wynne Robert Ferns Jeff Russell Peter Stiff (retired July 2025)**
**Senior Management Team Lisa Pike - Chief Executive Officer and Tim Chappell - Head of Operations**
**| 0 4 |**
_The following pages form the Trustees’ Annual Report for the year ended 31 December 2025._
## **OBJECTIVES, ACTIVITIES & PUBLIC BENEFIT**
Open Door Exmouth has been at the heart of the Exmouth community for three decades. Originally a homeless drop-in service established by the local church, Open Door is now a multi-service charity with a Christian heartbeat, providing welcoming spaces and non-judgemental support across the age-groups.
**----- Start of picture text -----**
Our Purpose Our Guarantee
To support
To be at the
people in need
heart of our
shoulder-to- Quality support
shoulder and face- community, without
to-face with love creating safe and judgement.
integrity and welcoming
compassion. spaces.
**----- End of picture text -----**
**Our doors are open to all people of all ages; we have a big heart for those who are experiencing disadvantage, marginalisation, vulnerability and social isolation.**
**OUR BENEFICIARIES**
## **2025 ORGANISATION-WIDE IMPACT**
Figures reflect a year in which the Community Hub building was closed for five months, with services relocated wherever possible. Each number represents a person — someone welcomed, supported, listened to or encouraged. Despite disruption, ‑ Open Door continued to provide relationship based support, dignity and practical help across Exmouth.
## **15,161 total visits across all Open Doors’ services**
- **306 individuals supported for the first time**
- **4,950 visits to the Community Fridge Over 11 tonnes of food redistributed to the community 2,170+ befriending conversations, reducing isolation and enabling early support**
- **104 active volunteers, an 8% increase on 2024**
- **12,532 volunteer hours given across 3,145 sessions 4,012 meals served through the Community Café**
**| 0 5 |**
## **JOINT STATEMENT FROM THE CHAIR OF TRUSTEES & CEO**
2025 reminded us powerfully that Open Door is not defined by a building, but by people. As we marked our 30th anniversary, an unexpected sewage leak from the flats above, forced the closure of our Community Hub for five months, disrupting familiar services and routines. It was a challenging and humbling experience, one that shaped the year that followed.
Even so, the year was rich with generosity and encouragement. We were grateful to Exmouth in Bloom for marking our anniversary with a beautifully planted boat on the seafront and honoured to be invited as VIP ‑ guests to the King’s Squad Passing Out Parade at the Commando Training Centre Royal Marines (CTCRM), Lympstone; small but meaningful moments of support in a testing year. We thank the many individuals, groups and schools who fundraised for us, the businesses who chose Open Door as their Charity of the Year, those who sponsored our anniversary celebrations, our faithful keyholders, local churches and the trusts and funders who continue to place their confidence in our work. Our volunteers showed remarkable loyalty and adaptability. For some, particularly café volunteers, the closure brought a real sense of loss as familiar roles and connections were disrupted. One volunteer shared how they “felt rudderless” at times, yet also expressed pride in being part of a team that kept so many services going. We are equally grateful to our staff team, who went above and beyond to ensure support continued, often stepping into unfamiliar roles with determination and care. One service user captured the spirit of the year simply: “Open Door was missed very much, but we appreciated all that was done during the closure.”
Perhaps the sharpest truth of 2025 was this: as a charity supporting people facing homelessness, we briefly found ourselves without a home. It was a stark reminder of why presence, dignity and compassion matter so deeply. As we look ahead, we do so renewed in purpose — to remain a steady, welcoming presence at the heart of Exmouth, whatever challenges lie ahead.
_Dianne Conduit (Chair) and Lisa Pike (CEO)_
**| 0 6 |**
## **2025 - A YEAR UNLIKE ANY OTHER** Disruption and Resilience
2025 was a year that tested Open Door Exmouth in ways we could never have imagined. In early April, a major sewage leak caused extensive damage to our Community Hub, forcing the closure of the building for five months — the longest interruption in Open Door’s history. The immediate impact was significant: hot meals, showers, laundry, clothing provision, Parent Hub sessions, Craft Cafe, Toast Youth Cafe and the Community Café were suddenly unavailable, creating uncertainty for those who rely on Open Door for routine, dignity and connection. Despite this, our services did not stop. With remarkable generosity from local churches, we relocated activities within two weeks across multiple venues and made use of outdoor spaces where possible, allowing all our services to continue. Staff and volunteers adapted quickly, maintaining contact with those most at risk and ensuring that Open Door remained present, responsive and welcoming throughout an exceptionally challenging period.
During the closure, local churches opened their doors so services could continue, providing safe and welcoming temporary spaces. Over the summer, good weather also enabled youth sessions to move outdoors, helping maintain connection and engagement. On returning to the building, we used learning from the closure to make improvements, including converting a former cupboard into a small dedicated 1:1 meeting room, improving privacy and dignity for support clients.
**| 0 7 |**
## **2025 - A YEAR UNLIKE ANY OTHER** Community, Celebration and Presence
2025 was not only a year of disruption and resilience, but also a year rich in community connection, celebration and shared purpose. As Open Door marked its 30th anniversary, these moments reminded us of the strength of our roots, the generosity of our supporters and the place Open Door holds within Exmouth.
**30 Years of Welcome:** A special anniversary service at Holy Trinity Church in January, where Open Door was birthed.
**30 for 30:** Thirty runners taking on the Great West Run in May to fundraise for Open Door in our 30th year.
**Portrait of Our Town:** Community Creativity developed at Exmouth Festival in July and displayed at our anniversary event.
**A Night to Celebrate:** Our 30-Year anniversary celebration in October, sharing stories with 200 guests.
**Recognition:** Receiving the Judge’s Special Recognition Award at the Exmouth Chamber of Commerce Awards evening.
**Bags of Hope:** 300 Bags of Hope filled by our community in December and distributed across Exmouth.
**| 0 8 |**
## **2025 - OUR PEOPLE**
## Staff and Volunteers
People are at the heart of Open Door and in 2025 that truth was never more evident. During a year marked by disruption and uncertainty, it was the commitment, adaptability and care of our staff and volunteers that enabled services to continue and relationships to be sustained.
We were delighted to welcome three new members to the staff team this year. Mike Atkinson joined in February as Volunteer Coordinator, a role made possible through dedicated funding support. Mike hit the ground running and his arrival proved particularly timely as the sewage leak unfolded. His focus on communication, wellbeing and connection played a vital role in supporting volunteers through a period of change and challenge. We also welcomed Yvonne Tolhurst as Finance Manager and Claire Balmer as Support Assistant, strengthening our operational resilience and frontline capacity.
Volunteers continued to show remarkable flexibility and loyalty throughout the year. While the building closure inevitably reduced opportunities for some roles, volunteers adapted to temporary venues, changed routines and, in some cases, the absence of familiar spaces and relationships. Feedback from our Volunteer Survey highlighted both the sense of loss felt during closure and the pride volunteers have in being part of Open Door’s mission.
As we look ahead, the learning from 2025 is shaping renewed investment in ‑ volunteer support, training and connection. Our volunteers are not an add on to our work – they are integral to who we are and how we serve our community.
## **“Open Door is the highlight of my week. Volunteering gives me a sense of purpose and makes a real difference.”**
- **8% more volunteers than 2024**
- **25 new volunteers joined 12,532 volunteer hours**
- **3,145 volunteer sessions**
**| 0 9 |**
## **COMMUNITY CAFE**
The Community Café remains a warm, welcoming space where people can eat well, feel safe and connect with others. When the sewage leak forced our building closure, we were unable to provide hot meals or fresh food through the Community Fridge. Despite this, the Café continued to be a vital point of ‑ connection. A food voucher scheme run through a local sandwich shop, alongside a temporary coffee bar hosted in a church hall, helped us stay in touch with those most at risk of hunger and isolation. We also provided a small community larder using store-cupboard food donated by local supermarkets. When we reopened, on 3rd September, the response was immediate and encouraging. Meals served were only 7% lower than in 2024, customer numbers were within 4% of previous levels and free/discounted meals rose by 42% as local hardship increased. The closure also allowed us to rethink our layout, enabling us to reopen the Community Fridge and larder with improved shelving and reorganised storage to enhance dignity, accessibility and food safety. A legacy donation from the family of one of our regular customers enabled us to introduce a new barista coffee machine, affectionately named “Martin” in his honour. Staff and volunteers were trained to use it and good coffee has become a simple but powerful way of creating welcome and connection. We also opened our doors on Christmas Day to 25 guests who would otherwise have been alone — a shared moment of joy and gratitude for visitors and volunteers alike.
## “The meals here are cooked with love.”
- **4,012 meals served £21,854 Café takings £1,365 received in café donations**
- **4,950 visits to the Community Fridge 1,364 kg of donated food redistributed**
- **1,977 volunteer hours 25 guests joined us on Christmas Day**
**(Figures reflect a year with the five ‑ month building closure)**
**| 1 0 |**
## **SUPPORT SERVICE**
The Support Service sits at the heart of Open Door, walking alongside people facing some of the most complex challenges in our community. In 2025, that role became even more critical. During the building closure, many of those we support lost not only access to practical help such as showers, laundry and clothing, but also the routine, relationships and sense of safety that Open Door provides. The Support Team adapted quickly to ensure no one was left without contact. Welfare calls increased significantly, we initiated street outreach and support workers continued to offer advocacy, crisis support and emotional care from temporary venues and out in the community. For many clients, these regular ‑ check ins were a lifeline during a period of heightened isolation and instability. When we reopened in September, demand rose sharply. Existing clients returned and many more sought help for the first time, reflecting both unmet need during the closure and growing pressures linked to housing, mental health, addiction and financial hardship. The reopening of showers, laundry and clothing provision ‑ restored dignity affirming support, while the creation of The Ark, our new dedicated 1:1 support room, improved confidentiality and the quality of care we could offer.
Across the year, the Support Service remained grounded in relationship, persistence and advocacy — offering not quick fixes, but trusted accompaniment through some of life’s most difficult circumstances.
"I would have been lost without Open Door. It was amazing to come to a place that was safe and welcoming. Very quickly I realised these were people I could trust."
**1257 support service visits 209 people supported including 119 new clients 2170 befriending conversations 22 clients helped into housing 44 individuals engaged through street outreach**
**| 1 1 |**
## **CRAFT ROOM**
‑ The Craft Room and Craft Café continue to offer welcoming, low pressure spaces where people can connect, create and find belonging. In 2025, their role became increasingly important as more people shared experiences of isolation, bereavement, declining health and mental health challenges.
Attendance remained strong across the year, even with the Craft Café’s temporary relocation to a church hall, demonstrating that both groups continue to be accessible points of contact for those who find formal support difficult or overwhelming. Shared creative activity allowed conversations to develop naturally, building trust and mutual care, with local social prescribers regularly referring people to the group.
In July 2025, the Craft Room also led ‘Portrait of Our Town’, a community art project developed at Exmouth Festival. The finished piece was displayed at our ‑ 30 year celebration in October and then in the Community Café, creating a visible reminder of shared experience and community identity. Participants also created colourful willow lanterns for the town’s Lantern Parade in November.
Volunteer befrienders played a vital role throughout the year, offering listening support and gentle signposting where needed. For some, the Craft Room became a first step into wider support at Open Door. More than a creative space, it remains a place of routine, purpose and dignity, where people are known, valued and supported.
“The craft room has helped me through a very difficult time and given me confidence again.”
**1,493 visits (+6% on 2024) 53% identified social isolation as a need 53% shared mental health challenges 50% reported physical health issues 89 bereavement conversations**
**| 1 2 |**
## **PARENT HUB**
Parent Hub supports parents and carers during the earliest stages of family life, offering connection, practical help and reassurance at a time that can feel isolating or overwhelming. In 2025, the service responded to rising need while keeping safety at the centre of everything it does
Following the return to our building in September, attendance increased quickly. By the latter part of the year, sessions were regularly full and often overcrowded, with limited space for pushchairs. Ensuring a safe environment for babies, parents, volunteers and staff required careful reflection, particularly as the closure of a local children’s centre has reduced the availability of free, accessible provision for families.
‑ Parent Hub therefore continued to prioritise inclusivity, offering no cost access, ‑ low cost and free refreshments, practical resources from our Baby Bank and support without judgement. Partnership working remained a key strength, with ongoing involvement from Devon Family Hub and other local services, enabling early help to be accessed in a trusted setting.
Learning from 2025 has shaped a clear focus for the future. From Easter 2026, Parent Hub will be aimed specifically at parents with babies aged 0–12 months, recognising the importance of the earliest days and enabling safer, more focused sessions. We will also support a local church to reinstate a toddler group, with our team attending to provide an additional layer of support and signposting.
“The extras they provide have been very beneficial, especially the food and baby bank.”
- **1127 visits by parents and children 37% of attendees received support with parenting concerns Threefold increase in conversations held around finance and food poverty 313 visits to the Community Fridge**
**| 1 3 |**
## **YOUTH SERVICES**
Open Door’s Youth Services provide vital mental health and wellbeing support for young people in Exmouth, offering safe and consistent spaces at times when vulnerability and isolation are often greatest. In 2025, both Haven and Toast responded to increasing pressures linked to mental health, neurodivergence, bullying, family stress and food insecurity.
Haven continued its work at Exmouth Community College, combining open‑access lunchtime support with structured mentoring. Young people used the Haven Hub as a calm, reliable space within the school day, while mentoring and transition work helped build confidence, emotional regulation and preparedness for Year 6's moving to secondary school.
‑ Now in its second year, Toast Youth Café remained a crucial after school space for young people aged 11–18. Over the summer months, good weather enabled sessions to take place outdoors, supporting continuity and engagement. As soon as sessions returned to the building, attendance increased rapidly. In December average attendance rose to 25 per session with a peak of 34 young people at the final session of the year. Across the final quarter, we met 12 new young people.
At both Haven and Toast, relationships remained central. Youth workers and volunteers provided consistency, care and positive boundaries, while young people helped shape activities through planning and feedback. In 2025, Youth Services offered not just activities, but safety, belonging and hope.
**“I was always lonely after school, but then I started coming to Toast.”**
**1911 youth service visits 42 young people supported at Toast Youth Cafe 33 bespoke mentoring programmes delivered 12 LGBTQ+ young people engaged 19 young people with SEND**
**| 1 4 |**
## **MEN’S SHED**
Men’s Shed continues to provide a welcoming and purposeful space for men to connect, share skills and support one another. In 2025, the Shed remained a place where friendship, routine and mutual care were as important as the practical work being undertaken.
Attendance across the year remained steady, despite a reduced number of Shed Leaders at times due to illness. A significant highlight was the number of new shedders who found their place within the group, alongside the continued supportive and inclusive atmosphere that existing members value highly. ‑ Shedders worked together on a wide range of projects, including high quality community builds such as picnic benches for local schools, demonstrating pride in their work and commitment to the wider Exmouth community.
The Shed also played an important role in supporting men facing health challenges, with members looking out for one another and offering encouragement during difficult periods. Passing on skills remained central to the Shed’s ethos, with experienced shedders supporting others to grow in confidence and capability.
Alongside its community and wellbeing impact, the Shed explored new ways of generating income through online sales platforms, helping sustain the service while continuing to offer a safe, welcoming space where men feel valued and connected.
“Going to Men’s Shed has improved my confidence. I went from not being able to use any tools to being confident and safe using a wide range.”
**2714 visits Over 60 men attend each week 58% of men attended for social connection 115 community projects completed 29 new shedders joined in 2025 65% of men reported improved skills and confidence**
**| 1 5 |**
## **CROSS SERVICE IMPACT**
Open Door’s strength lies in the way services connect and reinforce one another, enabling people to access support flexibly as needs change. In 2025, several needs cut across almost every service, reflecting wider pressures within our community. These included mental health challenges, social isolation, food poverty, financial stress and parenting pressures — all heightened by the ongoing ‑ ‑ cost of living crisis and, for part of the year, the disruption caused by the closure of our Community Hub building.
Support increasingly flowed across service boundaries. The Support Team worked not only from the Community Café, but also within Parent Hub and the Craft Room, enabling issues to be identified early in spaces where people already felt safe. Families and young people engaged through Youth Services were able to access free meals and food support in the school holidays, while parents of children and young people were signposted and supported by the Support Team ,when additional help was needed.
The Community Fridge remained a shared resource across services, accessed through the Community Café, Craft Café, Parent Hub and Youth provision, helping to meet immediate need while reducing stigma. The Men’s Shed strengthened its connection to the wider organisation through shared breakfasts and social gatherings hosted in the Community Café, reinforcing relationships and belonging across age groups.
Beyond Open Door’s walls, community involvement played a vital role in ‑ sustaining connection and visibility. Participation in town wide activities, Men’s Shed Open Days and engagement with local networks helped raise awareness of need, strengthen relationships and reinforce Open Door’s role within the life of Exmouth. Throughout the year, strong partnership working with churches, schools, community organisations, statutory services and businesses demonstrated that Open Door is most effective when working together.
**| 1 6 |**
## **ENVIRONMENTAL, SOCIAL & GOVERNANCE**
Open Door takes a practical, proportionate approach to environmental responsibility. Surplus food donated by local supermarkets is used within the Community Café and redistributed through the Community Fridge, reducing food waste while meeting immediate need. Craft and Men’s Shed activities prioritise repair, reuse and upcycling, while services operate locally wherever possible to minimise environmental impact.
Social responsibility underpins all aspects of our work. Safeguarding is embedded through policy, training and culture. Our Christian ethos is expressed through ‑ welcome, compassion and non judgemental support, ensuring services are accessible to all.
Open Door is governed by an active Board of Trustees who provide strategic oversight, accountability and support. Trustees played a key role during 2025 in ‑ overseeing risk, decision making and financial stewardship, particularly during the period of building closure.
## **RISK MANAGEMENT & RELIANCE**
The Trustees regularly review risks that may affect Open Door’s ability to deliver public benefit and take appropriate steps to mitigate these. In 2025, the temporary closure of the Community Hub highlighted risks associated with reliance on physical infrastructure and reinforced the importance of contingency planning, partnership venues and operational flexibility.
As the scale and complexity of Open Door’s work has increased, Trustees ‑ identified key person dependency and organisational capacity as developing risks. These have been addressed through the appointment of a Finance Manager and a Volunteer Coordinator, strengthening financial oversight, volunteer support and operational resilience, while reducing reliance on a single senior post.
Ongoing risks include rising demand within the community and reliance on a mix of grant funding and unrestricted income. These are mitigated through careful reserve monitoring, income diversification, strong partnerships and continued investment in people.
**| 1 7 |**
## **FUTURE PLANS**
Following a highly disruptive year, Open Door’s focus for the year ahead is on continuity, learning and sustainable development. The challenges of 2025 reaffirmed the importance of strong relationships, flexible delivery and trusted partnerships, and these insights continue to shape our planning.
Plans for Parent Hub have already been outlined earlier in this report (see page 13), reflecting a strengthened focus on supporting parents in the earliest stages of family life, while working in partnership to widen provision locally.
Alongside this we are developing new ways to respond to growing mental health need. In partnership with the Devon Mental Health Alliance, we aim to introduce a ‑ regular weekly mental health drop in at Open Door, providing accessible, early support, within a trusted community setting.
The Craft Room will continue to develop as a creative space for connection and wellbeing. In the coming year; the team will open the space during Exmouth Arts Weekend for a community mosaic project and will again take part in Exmouth ‑ Festival, creating large scale willow structures that encourage participation, visibility and community engagement.
Within the Support Service, delivery will expand beyond the building through the introduction of home visits for known clients who find everyday organisation or life administration challenging. We are also exploring additional ways to extend support where need is greatest, recognising that limitations of space require a ‑ more flexible, community based approach.
Financial sustainability remains a key priority. Over the coming year, we will focus on developing a clear and proactive fundraising plan, alongside improving the ways individuals, groups and organisations can support and fundraise for Open Door. Generating sufficient income to sustain and grow our services is vital if we are to continue meeting increasing levels of need within our community.
Open Door also aims to strengthen how it captures and communicates impact. We are exploring opportunities to work alongside researchers linked to Exeter ‑ University and community based research partners, improving both quantitative and qualitative data capture, while ensuring that community voices remain central. Across all plans, partnership working remains vital as we continue to develop services that are responsive, relational and rooted in the life of Exmouth.
**| 1 8 |**
## **ACKNOWLEDGEMENTS & THANKS**
Open Door Exmouth exists because of people — people who give, people who serve and people who trust us with their stories. During a year marked by disruption and resilience, we are deeply grateful to everyone who walked alongside us.
Thank you to those who use our services for your trust, honesty and courage, and for reminding us why this work matters. To our volunteers, we are profoundly grateful for your flexibility, commitment and care during a year of change and uncertainty. You are central to who we are.
To our staff team, thank you for carrying responsibility with compassion, creativity and determination, ensuring support continued even in difficult circumstances. We also thank our individual supporters and keyholders, whose faithful giving sustains Open Door month after month.
We are thankful to the many fundraisers, individuals and community groups who gave so generously — through events, challenges, collections and practical acts of kindness such as filling Bags of Hope. We are grateful to those who left a legacy gift and to the anonymous donors whose quiet generosity reflects a deep belief in our work. We also thank the churches, community partners, schools and local businesses who supported us financially and practically throughout the year. Open Door is sustained by community and together we remain committed to creating safe, welcoming spaces where people are met with dignity, hope and care.
## **With Grateful Thanks to our Grant Funders**
- **We gratefully acknowledge the generous support of the trusts, foundations and statutory funders listed below, as well as those who prefer to remain**
- **anonymous, whose investment during 2025 enabled Open Door Exmouth to continue delivering vital services during a challenging and disruptive year.** _**(Funders are listed alphabetically to ensure equality of recognition.)**_
- **Andre Christian Trust Speranza Trust Barleycorn Trust SPACE Small Grant Fund Beatrice Laing Trust The Alchemy Foundation BBC Children in Need The Albert Hunt Trust Exmouth Town Council The Edward Gostling Fund Garfield Weston Foundation (endowment) Gibbons Family Trust The Elmgrant Trust Heydown Trust The Marsh Charitable Trust John & Susan Bowers Trust Fund The National Lottery Community Loraine Christian Trust Fund Moshulu The National Lottery Reaching NHS Communities Seymour Charitable Foundation The N Smith Charitable Settlement**
- **Speranza Trust SPACE Small Grant Fund The Alchemy Foundation The Albert Hunt Trust The Edward Gostling Fund**
- **(endowment) The Elmgrant Trust The Marsh Charitable Trust The National Lottery Community Fund The National Lottery Reaching Communities The N Smith Charitable Settlement**
**| 1 9 |**
## **FINANCIAL OVERVIEW & RESERVES POLICY**
**The income generated for the year was £381,222 The expenditure for the year totalled £383,411 This resulted in a deficit for the year of £2,189**
## **Reserves**
**The reserves held at 31st December 2025 totalled £193,351, broken down between Unrestricted Funds of £127,801, Restricted Funds of £4,897 and an expendable 5-year Endowment Fund of £60,653.**
**The trustees remain diligent in monitoring the charity's reserve levels, aiming to maintain unrestricted funds sufficient to cover six months of core operating costs. This target has been calculated at £216,592 with designated funds for closure at £68,000.**
**However, given a secured commitment of over £100,000 from grant providers for 2026, for restricted activities, the target reserve level has been revised to £165,842.**
**The approved 2026 budget does not generate a surplus, meaning we will fall short of this target unless additional income is secured.**
**| 2 0 |**
## **TRUSTEES’ REPORT DECLARATION**
**The trustees, who are directors for the purposes of company law, present the annual report together with the financial statements of the charitable company for the year ended 31 December 2025.**
## **Public Benefit**
**The trustees confirm that they have complied with the requirements of section 17 of the Charities Act 2011, to have due regard to the public benefit guidance published by the Charity Commission for England and Wales.**
**The Trustees of Open Door Exmouth approved the Annual Report on**
Dianne Conduit
Chair of Trustees Date:
**| 2 1 |**
## **Open Door Exmouth**
## **Statement of Trustees' Responsibilities**
The trustees (who are also the directors of Open Door Exmouth 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), including FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland".
Company law requires the trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including its income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:
- select suitable accounting policies and apply them consistently;
- observe the methods and principles in the Charities SORP;
- make judgements and estimates that are reasonable and prudent;
- state whether applicable accounting standards, comprising FRS 102 have been followed, subject to any material departures disclosed and explained in the financial statements; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.
The trustees are responsible for keeping proper accounting records that can disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
Approved by the trustees of the charity on .................... and signed on its behalf by: 14/07/2026
......................................... N C Jackson Trustee
Page 22
## **Open Door Exmouth**
## **Independent Examiner's Report to the trustees of Open Door Exmouth ('the Company')**
I report to the charity trustees on my examination of the accounts of the Company for the year ended 31 December 2025.
## **Responsibilities and basis of report**
As the charity’s trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).
Having satisfied 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 accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
## **Independent examiner’s statement**
Since the Company's gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of ACA, which is one of the listed bodies.
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:
1. accounting records were not kept in respect of Open Door Exmouth as required by section 386 of the 2006 Act; or
2. the accounts do not accord with those records; or
3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair view' which is not a matter considered as part of an independent examination; or
4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities [applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)].
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
...................................... Dave Tucker ACA FCCA Thompson Jenner LLP Chartered Accountants 1 Colleton Crescent Exeter Devon EX2 4DG Date:............................. 16/07/2026
Page 23
## **Open Door Exmouth**
## **Statement of Financial Activities for the Year Ended 31 December 2025 (Including Income and Expenditure Account and Statement of Total Recognised Gains and Losses)**
|**Note**
**Income and Endowments from:**
Donations and legacies
3
Charitable activities
4
Investment income
5
Other income
6
Total income
**Expenditure on:**
Raising funds
7
Charitable activities
8
Other expenditure
10
Total expenditure
Net income/(expenditure)
Net movement in funds
**Reconciliation of funds**
Total funds brought forward
Total funds carried forward
20|**Unrestricted**
**funds**
**£**
140,452
31,634
1,277
12,651
186,014
(18,560)
(145,656)
(4,529)
(168,745)
17,269
17,269
110,532
127,801|**Restricted**
**funds**
**£**
188,039
5,000
-
-
193,039
(2,469)
(193,351)
(1,678)
(197,498)
(4,459)
(4,459)
9,356
4,897|**Endowment**
**funds**
**£**
-
-
2,169
-
2,169
-
(17,168)
-
(17,168)
(14,999)
(14,999)
75,652
60,653|**Total**
**2025**
**£**
328,491
36,634
3,446
12,651|
|---|---|---|---|---|
|||||381,222|
|||||(21,029)
(356,175)
(6,207)|
|||||(383,411)|
|||||(2,189)|
|||||(2,189)
195,540|
|||||193,351|
The notes on pages 27 to 41 form an integral part of these financial statements. Page 24
## **Open Door Exmouth**
## **Statement of Financial Activities for the Year Ended 31 December 2025 (Including Income and Expenditure Account and Statement of Total Recognised Gains and Losses)**
## **Prior period comparative**
|**Note**
**Income and Endowments from:**
Donations and legacies
3
Charitable activities
4
Investment income
5
Other income
6
Total income
**Expenditure on:**
Raising funds
7
Charitable activities
8
Other expenditure
10
Total expenditure
Net income/(expenditure)
Transfers between funds
Net movement in funds
**Reconciliation of funds**
Total funds brought forward
Total funds carried forward
20|**Unrestricted**
**funds**
**£**
160,454
46,078
1,693
5,962
214,187
(17,791)
(177,963)
(4,318)
(200,072)
14,115
5,500
19,615
90,917
110,532|**Restricted**
**funds**
**£**
141,441
-
-
-
141,441
-
(144,176)
(1,678)
(145,854)
(4,413)
(5,500)
(9,913)
19,269
9,356|**Endowment**
**funds**
**£**
75,000
-
652
-
75,652
-
-
-
-
75,652
-
75,652
-
75,652|**Total**
**2024**
**£**
376,895
46,078
2,345
5,962|
|---|---|---|---|---|
|||||431,280|
|||||(17,791)
(322,139)
(5,996)|
|||||(345,926)|
|||||85,354
-|
|||||85,354
110,186|
|||||195,540|
All of the charity's activities derive from continuing operations during the above two periods. The funds breakdown is shown in note 20.
The notes on pages 27 to 41 form an integral part of these financial statements. Page 25
## **Open Door Exmouth**
## **(Registration number: 04543199) Balance Sheet as at 31 December 2025**
|**Note**
**Fixed assets**
Tangible assets
15
**Current assets**
Stocks
16
Debtors
17
Cash at bank and in hand
18
**Creditors: Amounts falling due within one year**
19
**Net current assets**
**Net assets**
**Funds of the charity:**
**Endowment funds**
**Restricted income funds**
Restricted funds
20
**Unrestricted income funds**
Unrestricted funds
**Total funds**
20|**2025**
**£**
18,909
5,683
13,604
197,791
217,078
(42,636)
174,442
193,351
60,653
4,897
127,801
193,351|**2024**
**£**
13,792
5,500
7,487
225,599|
|---|---|---|
|||238,586
(56,838)|
|||181,748|
|||195,540|
|||75,652
9,356
110,532|
|||195,540|
For the financial year ending 31 December 2025 the charity was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies.
Directors' responsibilities:
- The members have not required the charity to obtain an audit of its accounts for the year in question in accordance with section 476; and
- The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.
The financial statements on pages 24 to 41 were approved by the trustees, and authorised for issue on .................... and signed on their behalf by: 14/07/2026
.........................................
N C Jackson Trustee
The notes on pages 27 to 41 form an integral part of these financial statements. Page 26
## **Open Door Exmouth**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **1 Charity status**
The charity is limited by guarantee, incorporated in England and Wales, and consequently does not have share capital. Each of the trustees is liable to contribute an amount not exceeding £1 towards the assets of the charity in the event of liquidation.
The address of its registered office is: Open Door Exmouth Church Street Exmouth Devon EX8 1PE
## **2 Accounting policies**
## **Summary of significant accounting policies and key accounting estimates**
The principal accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.
## **Statement of compliance**
The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)) (issued in October 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
## **Basis of preparation**
Open Door Exmouth meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.
## **Going concern**
The trustees consider that there are no material uncertainties about the charity's ability to continue as a going concern nor any significant areas of uncertainty that affect the carrying value of assets held by the charity.
## **Income and endowments**
All income is recognised once the charity has entitlement to the income, it is probable that the income will be received and the amount of the income receivable can be measured reliably.
## _**Donations and legacies**_
Donations are recognised when the charity has been notified in writing of both the amount and settlement date. In the event that a donation is subject to conditions that require a level of performance by the charity before the charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the charity and it is probable that these conditions will be fulfilled in the reporting period. Donations received in cash, with no performance conditions attached are recognised upon receipt.
Page 27
## **Open Door Exmouth**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## _**Grants receivable**_
Grants are recognised when the charity has an entitlement to the funds and any conditions linked to the grants have been met. Where performance conditions are attached to the grant and are yet to be met, the income is recognised as a liability and included on the balance sheet as deferred income to be released.
## _**Deferred income**_
Deferred income represents amounts received for future periods and is released to incoming resources in the period for which, it has been received. Such income is only deferred when:
- The donor specifies that the grant or donation must only be used in future accounting periods; or - The donor has imposed conditions which must be met before the charity has unconditional entitlement.
## _**Investment income**_
Interest is recognised once the interest is receivable.
## **Expenditure**
All expenditure is recognised once there is a legal or constructive obligation to that expenditure, it is probable settlement is required and the amount can be measured reliably. All costs are allocated to the applicable expenditure heading that aggregate similar costs to that category. Where costs cannot be directly attributed to particular headings they have been allocated on a basis consistent with the use of resources, with central staff costs allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use. Other support costs are allocated based on the spread of staff costs.
## _**Raising funds**_
These are costs incurred in attracting voluntary income, the management of investments and those incurred in trading activities that raise funds.
## _**Charitable activities**_
Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.
## **Support costs**
Support costs include central functions and have been allocated to activity cost categories on a basis consistent with the use of resources, for example, allocating property costs by floor areas, or per capita, staff costs by the time spent and other costs by their usage.
## **Governance costs**
These include the costs attributable to the charity’s compliance with constitutional and statutory requirements, including audit, strategic management and trustees meetings and reimbursed expenses.
## **Government grants**
Government grants are recognised based on the accrual model and are measured at the fair value of the asset received or receivable. Grants are classified as relating either to revenue or to assets. Grants relating to revenue are recognised in income over the period in which the related costs are recognised. Grants relating to assets are recognised over the expected useful life of the asset. Where part of a grant relating to an asset is deferred, it is recognised as deferred income.
Page 28
## **Open Door Exmouth**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **Taxation**
The charity is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.
## **Tangible fixed assets**
Individual fixed assets are initially recorded at cost, less any subsequent accumulated depreciation and subsequent accumulated impairment losses.
## **Depreciation and amortisation**
Depreciation is provided on tangible fixed assets so as to write off the cost or valuation, less any estimated residual value, over their expected useful economic life as follows:
## **Asset class**
Fixtures, fittings and equipment
**Depreciation method and rate** 25% straight line
## **Stock**
Stock is valued at the lower of cost and estimated selling price less costs to complete and sell, after due regard for obsolete and slow moving stocks. Cost is determined using the first-in, first-out (FIFO).
## **Trade debtors**
Trade debtors are amounts due from customers for merchandise sold or services performed in the ordinary course of business.
Trade debtors are recognised initially at the transaction price. They are subsequently measured at amortised cost using the effective interest method, less provision for impairment. A provision for the impairment of trade debtors is established when there is objective evidence that the charity will not be able to collect all amounts due according to the original terms of the receivables.
## **Cash and cash equivalents**
Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value.
## **Trade creditors**
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Accounts payable are classified as current liabilities if the charity does not have an unconditional right, at the end of the reporting period, to defer settlement of the creditor for at least twelve months after the reporting date. If there is an unconditional right to defer settlement for at least twelve months after the reporting date, they are presented as non-current liabilities.
Trade creditors are recognised initially at the transaction price and subsequently measured at amortised cost using the effective interest method.
Page 29
## **Open Door Exmouth**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **Fund structure**
Unrestricted income funds are general funds that are available for use at the trustees discretion in furtherance of the objectives of the charity.
Designated funds are unrestricted funds that have been set aside by the Trustees of the Charity to be used against specific future projects or commitments. A detailed descriptions of these designated funds can be found in Note 20 – Funds.
Restricted income funds are those donated for use in a particular area or for specific purposes, the use of which is restricted to that area or purpose.
## **Pensions and other post retirement obligations**
The charity operates a defined contribution pension scheme. Contributions are charged in the statement of financial activities as they become payable in accordance with the rules of the scheme.
## **3 Income from donations and legacies**
|Donations and legacies;
Donations from companies, trusts
and similar proceeds
Donations from individuals
Donations from local religious
establishments
Gift aid reclaimed
Grants, including capital grants;
Government grants|**Unrestricted**
**funds**
**General**
**£**
30,196
91,779
13,254
5,223
-
140,452|**Restricted**
**funds**
**£**
171,690
8,179
1,170
-
7,000
188,039|**Total**
**2025**
**£**
201,886
99,958
14,424
5,223
7,000
328,491|**Total**
**2024**
**£**
211,510
120,235
14,856
5,356
24,938|
|---|---|---|---|---|
|||||376,895|
In the prior period, £160,454 of income from donations and legacies was unrestricted, £141,441 was restricted, and £75,000 was income from endowment funds.
Page 30
## **Open Door Exmouth**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **4 Income from charitable activities**
|Men's Shed
Mentoring
Cafe Sales|**Unrestricted**
**funds**
**General**
**£**
8,392
-
23,242
31,634|**Restricted**
**funds**
**£**
-
5,000
-
5,000|**Total**
**2025**
**£**
8,392
5,000
23,242
36,634|**Total**
**2024**
**£**
6,865
3,834
35,379|
|---|---|---|---|---|
|||||46,078|
In the prior period £46,078 of income from charitable activites was attributable to unrestricted funds and £nil to restricted funds.
## **5 Investment income**
|Interest receivable and similar
income;
Interest receivable on bank
deposits|**Unrestricted**
**funds**
**General**
**£**
1,277
1,277|**Endowment**
**funds**
**Expendable**
**£**
2,169
2,169|**Total**
**2025**
**£**
3,446
3,446|**Total**
**2024**
**£**
2,345|
|---|---|---|---|---|
|||||2,345|
In the previous year, £1,693 of investment income was unrestricted, and £652 was expendable endowment funds.
Page 31
## **Open Door Exmouth**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **6 Other income**
|Rental income
Gains on sale of tangible fixed assets for charity's own
use
Insurance compensation payment|**Unrestricted**
**funds**
**General**
**£**
2,531
120
10,000
12,651|**Total**
**2025**
**£**
2,531
120
10,000
12,651|**Total**
**2024**
**£**
5,962
-
-|
|---|---|---|---|
||||5,962|
## **7 Expenditure on raising funds**
## **a) Costs of generating donations and legacies**
|**Note**
Marketing and publicity|**Unrestricted**
**funds**
**General**
**£**
18,560|**Restricted**
**funds**
**£**
2,469|**Total**
**2025**
**£**
21,029|**Total**
**2024**
**£**
17,791|
|---|---|---|---|---|
In the prior period, £17,791 of costs of generating donations and legacies was unrestricted.
Page 32
## **Open Door Exmouth**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **8 Expenditure on charitable activities**
|Wages and Salaries
Cafe Food Costs
Repairs and Maintenance
Volunteer Training and Expenses
Charitable Contributions
Utilities
Charges and Subscriptions
Computer costs and consumables
Insurance
Governance Costs
Equipment
Bookkeeping Fees
Rent
Materials
Travel and Transport
Events
Office costs|**Unrestricted**
**funds**
**General**
**£**
104,837
4,501
10,865
1,355
1,116
3,667
4,597
2,954
2,791
1,370
260
2,786
2,240
658
54
1,130
475
145,656|**Restricted**
**funds**
**£**
154,194
10,134
3,180
2,846
-
5,032
-
1,757
1,520
580
4,161
1,080
250
4,425
365
1,040
2,787
193,351|**Endowment**
**funds**
**Expendable**
**£**
12,250
1,481
700
200
-
500
-
300
300
100
300
100
-
287
150
150
350
17,168|**Total**
**2025**
**£**
271,281
16,116
14,745
4,401
1,116
9,199
4,597
5,011
4,611
2,050
4,721
3,966
2,490
5,370
569
2,320
3,612|
|---|---|---|---|---|
|||||356,175|
Page 33
## **Open Door Exmouth**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **Expenditure on charitable activities - prior period comparative**
|Wages and Salaries
Cafe Food Costs
Repairs and Maintenance
Volunteer Training and Expenses
General Expenses
Charitable Contributions
Utilities
Printing and Stationery
Charges and Subscriptions
Computer costs and consumables
Insurance
Governance Costs
Equipment
Rent
Materials
Events
Office costs|**Unrestricted**
**funds**
**General**
**£**
158,313
195
140
2,596
1,710
720
-
612
322
176
2,152
2,200
379
-
337
3,846
4,265
177,963|**Restricted**
**funds**
**£**
72,028
23,000
9,376
3,083
1,068
-
13,526
1,823
1,593
5,196
-
-
4,329
2,957
5,204
282
711
144,176|**Total**
**2024**
**£**
230,341
23,195
9,516
5,679
2,778
720
13,526
2,435
1,915
5,372
2,152
2,200
4,708
2,957
5,541
4,128
4,976|
|---|---|---|---|
||||322,139|
## **9 Analysis of governance and support costs**
## **Governance costs**
|Independent examiner fees
Examination of the financial
statements|**Unrestricted**
**funds**
**General**
**£**
1,370
1,370|**Restricted**
**funds**
**£**
580
580|**Endowment**
**funds**
**Expendable**
**£**
100
100|**Total**
**2025**
**£**
2,050
2,050|**Total**
**2024**
**£**
2,200|
|---|---|---|---|---|---|
||||||2,200|
In the prior period £2,200.00 of governance costs were unrestricted funds.
Page 34
## **Open Door Exmouth**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **10 Other expenditure**
|**Note**
Depreciation, amortisation
and other similar costs
Other resources expended|**Unrestricted**
**funds**
**General**
**£**
4,371
158
4,529|**Restricted**
**funds**
**£**
1,678
-
1,678|**Total**
**2025**
**£**
6,049
158
6,207|**Total**
**2024**
**£**
5,870
126|
|---|---|---|---|---|
|||||5,996|
In the prior period, £4,318 of other expenditure was unrestricted and £1,678 was restricted.
## **11 Trustees remuneration and expenses**
No trustees, nor any persons connected with them, have received any remuneration from the charity during the year.
No trustees have received any reimbursed expenses or any other benefits from the charity during the year.
Donations made by the trustees without any conditions attached totalled £3,470 for the year (2024 - £1,505).
## **12 Staff costs**
The aggregate payroll costs were as follows:
|**Staff costs during the year were:**
Wages and salaries
Social security costs
Pension costs|**2025**
**£**
243,419
13,642
14,220
271,281|**2024**
**£**
205,933
10,467
13,941|
|---|---|---|
|||230,341|
The monthly average number of persons (including senior management / leadership team) employed by the charity during the year were as follows:
|Employees|**2025**
**No**
14|**2024**
**No**
12|
|---|---|---|
11 (2024 - 8) of the above employees participated in the Defined Contribution Pension Schemes.
No employee received emoluments of more than £60,000 during the year.
The total employee benefits of the key management personnel of the charity were £95,933 (2024 - £75,065).
Page 35
## **Open Door Exmouth**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **13 Independent examiner's remuneration**
|**13 Independent examiner's remuneration**|||
|---|---|---|
||**2025**|**2024**|
||**£**|**£**|
|Examination of the financial statements|2,050|2,200|
## **14 Taxation**
The charity is a registered charity and is therefore exempt from taxation.
## **15 Tangible fixed assets**
|**Cost**
At 1 January 2025
Additions
Disposals
At 31 December 2025
**Depreciation**
At 1 January 2025
Charge for the year
Eliminated on disposals
At 31 December 2025
**Net book value**
At 31 December 2025
At 31 December 2024
**16 Stock**
**2025**
**£**
Stocks
5,683|**Furniture and**
**equipment**
**£**
81,462
11,381
(54,214)|
|---|---|
||38,629|
||67,670
6,049
(53,999)|
||19,720|
||18,909|
||13,792|
||**2024**
**£**
5,500|
Page 36
## **Open Door Exmouth**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **17 Debtors**
|**17 Debtors**|||
|---|---|---|
|Trade debtors
Prepayments
Accrued income
Other debtors|**2025**
**£**
326
3,729
9,300
249
13,604|**2024**
**£**
1,013
1,904
4,570
-|
|||7,487|
## **18 Cash and cash equivalents**
|Cash on hand
Cash at bank
**19 Creditors: amounts falling due within one year**
Trade creditors
Other taxation and social security
Other creditors
Pension scheme creditor
Accruals
Deferred income
Deferred income at 1 January 2025
Resources deferred in the period
Amounts released from previous periods
Deferred income at year end|**2025**
**£**
579
197,212
197,791
**2025**
**£**
1,189
2,243
951
1,605
2,048
34,600
42,636
**2025**
**£**
45,500
34,600
(45,500)
34,600|**2024**
**£**
501
225,098|
|---|---|---|
|||225,599|
|||**2024**
**£**
541
3,447
1,120
2,528
3,702
45,500|
|||56,838|
|||**2024**
**£**
25,032
45,500
(25,032)|
|||45,500|
Page 37
## **Open Door Exmouth**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
|**20 Funds**
**Unrestricted funds**
**_General_**
General Funds
Stock
**_Designated_**
Designated Reserves
**Total unrestricted funds**
**Restricted funds**
Haven
Men's Shed
Cafe - Furniture
Community Hub
National Lottery resources
Cafe - Support lead
NHS
Bags of Hope
Barleycorn - volunteer
coordinator
Toast
**Total restricted funds**
**_Endowment Funds_**
Expendable Endowment
Funds
**Total funds**|**Balance at 1**
**January**
**2025**
**£**
37,032
5,500
42,532
68,000
110,532
-
-
4,782
-
1,276
3,298
-
-
-
-
9,356
75,652
75,652
195,540|**Incoming**
**resources**
**£**
186,014
-
186,014
-
186,014
6,640
27,725
1,500
62,000
56,940
-
1,750
484
15,500
20,500
193,039
2,169
2,169
381,222|**Resources**
**expended**
**£**
(168,745)
-
(168,745)
-
(168,745)
(6,640)
(27,725)
(6,282)
(62,000)
(54,411)
(3,298)
(1,750)
(484)
(14,408)
(20,500)
(197,498)
(17,168)
(17,168)
(383,411)|**Transfers**
**£**
(183)
183
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-|**Balance at**
**31 December**
**2025**
**£**
54,118
5,683|
|---|---|---|---|---|---|
||||||59,801
68,000|
||||||127,801|
||||||-
-
-
-
3,805
-
-
-
1,092
-|
||||||4,897|
||||||60,653|
||||||60,653|
||||||193,351|
Page 38
## **Open Door Exmouth**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **Prior year funds comparative**
|**Unrestricted funds**
**_General_**
General Funds
Stock
**_Designated_**
Designated Reserves
**Total unrestricted funds**
**Restricted**
Haven
Parent Hub
Men's Shed
Craft Room
Men's Shed Stock
Cafe
Cafe - Furniture
Cafe Stock
Cafe - Saturday AM
Community Hub
Gibbons Youth
Hubbub Youth
Cafe- Freemeals
Cafe- Youth
National Lottery resources
Cafe - Support lead
**Total restricted funds**
**Endowment funds**
**_Expendable_**
Endowment Funds
**Total funds**|**Balance at 1**
**January**
**2024**
**£**
49,417
-
49,417
41,500
90,917
-
-
-
-
3,850
-
3,260
1,650
1,972
-
4,935
3,602
-
-
-
-
19,269
-
-
110,186|**Incoming**
**resources**
**£**
214,187
-
214,187
-
214,187
4,240
13,627
27,674
13,900
-
21,053
3,200
-
7,424
4,570
-
-
8,829
18,716
1,800
16,408
141,441
75,652
75,652
431,280|**Resources**
**expended**
**£**
(200,072)
-
(200,072)
-
(200,072)
(4,240)
(13,627)
(27,674)
(13,900)
-
(21,053)
(1,678)
-
(9,396)
(4,570)
(4,935)
(3,602)
(8,829)
(18,716)
(524)
(13,110)
(145,854)
-
-
(345,926)|**Transfers**
**£**
(26,500)
5,500
(21,000)
26,500
5,500
-
-
-
-
(3,850)
-
-
(1,650)
-
-
-
-
-
-
-
-
(5,500)
-
-
-|**Balance at**
**31**
**December**
**2024**
**£**
37,032
5,500|
|---|---|---|---|---|---|
||||||42,532
68,000|
||||||110,532|
||||||-
-
-
-
-
-
4,782
-
-
-
-
-
-
-
1,276
3,298|
||||||9,356|
||||||75,652|
||||||75,652|
||||||195,540|
Page 39
## **Open Door Exmouth**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
The specific purposes for which the funds are to be applied are as follows:
Unrestricted funds comprise of donations and other incoming resources receivable or generated for the objectives of the charity without further specified purpose and are available as general funds.
The Board has established a designated fund within the unrestricted funds as a minimum amount to cover the controlled reduction of activities or closure of Open Door Exmouth. This mostly covers staff costs including redundancies but also extrication from property arrangements and operating leases.
The trustees remain diligent in monitoring the charity's reserve levels, aiming to maintain unrestricted funds sufficient to cover six months of core operating costs. This target has been calculated at £216,592 with designated funds for closure at £68,000. However, given a secured commitment of over £100,000 from grant providers for 2026, for restricted activities, the target reserve level has been revised to £165,842.
Taking the above into account, the level of unrestricted reserves is significantly below the target of 6 months but is above the minimum level for consideration of reducing activities/closure. The approved 2026 budget does not include a surplus, which means the target will not be achieved unless additional income is secured.
A 3-year business plan is still being designed to include a view of the achievable increments each year towards meeting the unrestricted reserves target.
The restricted funds are made up of funds received for specific purposes as laid down by the donor. Expenditure which meets this criteria is charged to the fund, together with a fair allocation of management and support costs.
**Haven** - Donations and funding from Exmouth Community College and individual donors for the Haven project (shown as mentoring in the accounts).
**Men’s Shed** - funding from The National Lottery for equipment and management costs.
**Café furniture** - Furniture purchased using restricted donations or grants. The fund reflects the net book value of remaining assets and is released as the assets depreciate.
**Community Hub** - Grants received for work delivered in the Community Hub.
**The National Lottery** - Funding for specific costs relating to our support services.
**Café - Support Lead** - Grant for the provision of a support lead (part of The National Lottery fund).
**Bags of Hope** - Donations received to create the Christmas Bags of Hope.
**Barleycorn - Volunteer Coordinator** - Funding from the Barleycorn Trust for the volunteer coordinators salary.
**NHS** - Funds to deliver 10 Wellbeing Workshops and 4 Healthy Cooking Sessions for young people at the Toast Youth Cafe
**Toast** - Funding from Children in Need and others for the Toast Youth Café.
Page 40
## **Open Door Exmouth**
## **Notes to the Financial Statements for the Year Ended 31 December 2025**
## **21 Analysis of net assets between funds**
|Tangible fixed assets
Current assets
Current liabilities
Total net assets
Tangible fixed assets
Current assets
Current liabilities
Total net assets|**Unrestricted funds**
**General**
**£**
**Designated**
**£**
18,909
-
73,528
68,000
(32,636)
-
59,801
68,000
**Unrestricted funds**
**General**
**£**
**Designated**
**£**
9,710
-
89,660
68,000
(56,838)
-
42,532
68,000|**Restricted**
**funds**
**£**
-
14,897
(10,000)
4,897
**Restricted**
**funds**
**£**
4,082
5,274
-
9,356|**Endowment**
**funds**
**Expendable**
**£**
-
60,653
-
60,653
**Endowment**
**funds**
**Expendable**
**£**
-
75,652
-
75,652|**Total funds**
**at 31**
**December**
**2025**
**£**
18,909
217,078
(42,636)|
|---|---|---|---|---|
|||||193,351|
|||||**Total funds**
**at 31**
**December**
**2024**
**£**
13,792
238,586
(56,838)|
|||||195,540|
## **22 Related party transactions**
During the year the charity made the following related party transactions:
## **T Pike**
(T Pike is the son of CEO Lisa Pike.)
Food collection was carried out by self-employed driver, T Pike. At the balance sheet date the amount due to/from T Pike was £Nil (2024 - £Nil).
Page 41
ftfi at the heart of
ourcommunity