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Annual Report 2025

Charity registration no. 1096779

Committed to making life better for people and communities.

Find us on:

community-resource.org.uk

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Who we are

We are Community Resource, established in 1960, with a demonstrated history of supporting communities. As a charity we are committed to making life better for people and communities facing challenges in Shropshire, Telford and Wrekin.

Our vision

Strong, local communities where everyone gets the support they need.

Our mission

Enabling people to enjoy a good quality of life and empowering people to help their communities thrive.

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Welcome,

From our Chair of the Board of Trustees, Warren

I am proud to reflect on a year of resilience, progress, and collaboration, a sentiment shared by my fellow trustees who continue to guide and support Community Resource.

Our Five-Year Strategy remains a strong foundation. It has helped us navigate sector-wide challenges, shifting political and financial landscapes. While progress has not followed a straight line, the Board sees our current position as realistic and healthy. This year, we have:

maintained financial stability with a positive audit
completed governance and membership improvements recruited strategically to diversify funding
secured long-term funding, including major National Lottery support
delivered a successful Employability and Enterprise project pilot year thanks to funding from the Lintel Trust
begun supporting Armed Forces families and become a Bronze Covenant signatory
welcomed Healthwatch Shropshire to our team, strengthening public voice in health and care

These achievements are thanks to our dedicated staff, passionate volunteers, generous supporters and funders.

Together, we have made a real impact across Shropshire that goes far beyond numbers.

I commend this impact report to you and look forward to what can be achieved, together, in the coming years.

Warren James, Chair of Trustees

Hello,

From our Chief Executive, Bev

At Community Resource, our work is grounded in a clear charitable purpose: to relieve poverty and hardship, protect health, and support learning and opportunity, for individuals and communities across Shropshire.

This past year, that mission has come to life in powerful ways. From helping families navigate financial hardship to supporting grassroots organisations, and from investing in mental health and wellbeing to strengthening community-led infrastructure, we’ve focused on what matters most: people, place and potential.

Our strategy continues to evolve, shaped by local insight, forged through strong partnerships, and driven by values that prioritise dignity, voice and equity. We’re proud of the breadth of what we’ve delivered, but even more proud of the resilience, innovation and care we’ve helped unlock within communities themselves.

As we enter year three of our five year strategy, we are building on firm foundations growing our reach, welcoming new services like Healthwatch Shropshire and Armed Forces Outreach, and staying focused on longterm, people-led impact.

Thank you for being part of this journey.

Bev Baxter Chief Executive

Highlights

2024 saw us celebrate our volunteers during volunteers week. We introduced our new volunteer acknowledgement pins for five and ten years of service, alongside long service certificates for volunteers with more than 15 years dedication. Incredibly one volunteer has been with us for 26 years and counting!

Showing our support to the Armed Forces community in Shropshire, we have signed the Armed Forces Covenant - October 2024.

Funding from the Masonic Charitable Foundation is allowing us to grow our Care and Share dementia support groups.

We collaborated with Sight Loss Shropshire and ran the first See Hear event since the pandemic with an impressive 280 people in attendance.

Falls prevention

“We even got Fitbit watches to stay active!”

Falls prevention attendee, aged 81

After a GP referral, an 81-year-old attended our Let’s Talk Falls session with her husband. Although she hadn’t fallen, she wanted to stay active and independent.

With gentle support and encouragement, they:

reviewed their home for hazards
started walking daily and exercising for balance
began tracking their steps with activity trackers
are now exploring local classes

Falls prevention helps older adults stay independent, active, and confident in their own homes.

ee] “It helped us take simple steps and do it together.”

Highlights

This was followed up in March by celebrating Village Halls Week and the amazing volunteers that keep the doors open to these invaluable community spaces.

September 2024 our rural services team organised the highly successful, Shropshire Village Halls Conference.

A successful application to The National Lottery Reaching Communities Fund, means the work of our Voluntary and Community Support team is secured until March 2028.

Their valuable support to small and medium sized groups across Shropshire will continue and expand into Telford and Wrekin in late 2025.

Following collaboration between ourselves, The Foundation, Shrewsbury Town FC’s charitable arm, Shrewsbury Youth Association (SYA) and Shropshire Youth Support Trust (SYST), our proposal for a three year Enterprise and Employability project was funded by the wonderful Lintel Trust. In it’s pilot year, 531 young people were supported!

Community connections

“They really listened to what David needed.”

Parent of a young adult with autism

When David’s parents reached out to their GP practice looking for meaningful support, they were connected to the Community Resource Volunteer Officer through the Voluntary and Community Support (VCS) Team to gain more understanding of volunteering as a social prescription.

The team took time to understand David’s needs and interests, and quickly arranged a personalised placement with another local charity.

With warm, person-centred support:

David was welcomed into a volunteering role that suited him the VCS team coordinated between services to remove barriers his confidence and enjoyment in volunteering has grown

Inclusive volunteering helps people build confidence, connection, and purpose at every stage of life.

“The VCS Team were so welcoming and proactive, everything fell into place. We’re really grateful.”

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Financial performance

Here’s a summary of our finances for the year 2024/25.

Income*	2024/25	2023/24
Charitable activities	£1,184,106	£ 628,746
Donation and legacies	£ 103,669	£ 105,345
Investment income	£ 37,605	£ 36,723
Other: trading activities	£ 55,926	£ 35,974
Other: income	£ 4,317	£ -
	£1,385,623	£ 806,788

	£1,385,623	£ 806,788
Total
Expenditure	2024/25	2023/24
Raising funds	£ 71,936	£ 80,453
Charitable activities
Strengthening our organisation	£ 43,905	£ 19,005
Health and Wellbeing	£ 383,911	£ 340,716
Community and Support	£ 609,014	£ 245,877
Funding and Advice	£ 217,054	£ 243,022
Total	£1,325,820	£ 929,073

Total

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Income Expenditure
72% 43%
2023/24 2023/24
2024/25 2024/25
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We've seen strong financial growth this year, with income** up 72% and expenditure up 30% on 2023/24. This reflects growing programmes, strong partnerships, and careful cost management. The increase has helped us scale delivery, strengthen systems and build resilience.

*Income excludes net gains or losses on investments

**The surplus net income reflects the timing of restricted project income and expenditure.

Social value:

Growing impact, growing value

2024-2025 saw a 72% increase in income enabling us to expand programmes, invest in new systems, and strengthen our team. As a result, we were able to support over 5,600 individuals and 672 local organisations.

£1.25M invested = real change for our communities

How we turned growth into impact

more capacity: our team grew from 23 to 29 people, giving us greater flexibility to respond quickly and effectively to the needs voiced by our community
smarter delivery: we invested in digital systems and introduced collaborative workspaces, improving efficiency and wellbeing
strengthened partnerships: long-term funding, new collaborations, and co-chairing the VCSA strengthened our voice and influence for the community

Strategy in action:

We are values-led, needs-driven and focused on real change for rural communities across Shropshire, Telford and Wrekin.

Our five-year strategy (2023–2028) sets a clear direction built around three bold aims.

Our ambitions for stronger communities

Demonstrate a difference

delivering services shaped by real community need strengthening rural wellbeing and resilience supporting local groups to lead community change

Collaborate for change

simplifying lived experience and community voice influencing decisions that affect rural lives growing partnerships that extend our impact

Invest for impact

building our team, volunteers and digital systems diversifying income to sustain our work embedding evaluation and learning across everything we do

We have laid strong foundations and delivered sustainable growth. Shaped by community insight, we have expanded services, strengthened partnerships, and built internal capacity to meet growing demand across the county.

This progress sets the stage for even greater impact; reaching more communities and amplifying local voices.

Achievements

completed our first community needs analysis
expanded rural wellbeing services and fuel support
delivered infrastructure support to charitable and voluntary organisation across Shropshire
co-chairing the Voluntary and Community Sector Assembly (VCSA) and strengthened system partnerships
grown stakeholder engagement across sectors
increased presence in rural policy forums
embedded key business systems (Salesforce, SharePoint)
strengthened onboarding, wellbeing and internal comms
laid strong foundations for income growth and supporter engagement

Demonstrate a difference

Jack’s story:

Adjusting to life after sight loss

Jack, a skilled furniture maker, found himself cut off from the life he knew after losing his sight. He was living alone, feeling isolated, and unsure how he could continue with the things that once gave him joy.

When he joined the Oswestry Sight Loss Group, he said outright: “I’m not a group person.”

Through gentle peer support and shared experiences, Jack found something unexpected: not just a sense of belonging, but inspiration. Meeting a blind carpenter who was running his own workshop using support from Access to Work reignited Jack’s belief in what was possible.

Through renewed confidence Jack has began traveling independently to group sessions, rekindled his passion for making furniture, and even invited a group member to join him at a local fishing pond. Jack’s confidence is growing and so is his community.

In 2024–25, over 50 people rebuilt confidence and connection through our Sight Loss and Buddying services.

Kim’s story: Rebuilding trust, one step at a time

Kim, a survivor of domestic abuse, spent years living with anxiety and trauma. She rarely left home and had lost trust in people and places.

Following a referral from her GP surgery, Kim joined the Buddy Project, a service designed to help people rebuild confidence and reduce isolation. Given her experiences, she requested a female volunteer and was matched with a trained buddy for regular, low-pressure meetups. These began simply with coffee and conversation, offering gentle, consistent support that became a turning point.

Kim soon enrolled in a 12-week wellbeing course, joined a local art class, and is now exploring exercise sessions to keep building strength and confidence.

“I couldn’t go anywhere before. Now I’m doing things I never thought I could.”

Whether adjusting to life after sight loss or reconnecting after trauma, these journeys have something in common: they begin with one trusted relationship, one small step.

The difference isn’t just what we do. It’s how we do it, with time, trust and care.

At a glance Delivering local impact

Demonstrate a difference

931 households supported through our affordable fuel programmes.

5664 individual beneficiaries across all of our programmes.

672 organisations supported by our Voluntary and Community Support and Rural Services team.

20 matched pairs and 16 inducted and trained volunteers supported in our Buddy System.

19 Community Connector meetings providing opportunities for people and organisations to collaborate and connect.

93 health events with over 1000 attendees.

138 hearing loss hub sessions with 1455 attendances and 786 home visits delivered by 31 volunteers.

Our reach

65 Care and Share Dementia Support group sessions, providing 195 hours assisting individuals to feel connected and understood.

36 Sight Loss Support sessions, delivering tailored guidance and peer connection.

Employability and Enterprise project: 531 young people supported
46 new grassroots coaches trained
88 young people progressed into work, education or training
26 referees qualified 90+ hours of hands-on work experience 4 start-up grants awarded to future business leaders

50 social group sessions for adults with disabilities.

175 hours engaging adults in inclusive activities.

Collaborate for change

Spotlight: Influencing rural housing decisions

In its first year, our Rural Housing Enabler (RHE) project laid strong foundations with rural communities, sparking informed, community-led conversations about housing needs. Through advisory groups, parish council engagement, and tailored surveys, we’ve created space for local voices and collaborative solutions.

“This isn’t about pushing development, it’s about helping communities shape their own future.” Craig, Rural Housing Enabler

At a glance:

advisory group formed
180 Parish Councils reached via four Shropshire Association of Local Councils (SALC) briefings
7 Parish Councils engaged in follow-up or deeper exploration
2 Parish-led Housing Needs Surveys completed
253 survey responses, representing 538 residents
3 Housing Associations actively collaborating
2 Council planning teams involved
2 Developers exploring future opportunities
key stakeholders including the Community Land Trust, Marches
Community Led Housing, National Farmers Union and Church of England (Lichfield Diocese) engaged

By working collaboratively and transparently, we are shifting the narrative on rural housing from tension to trust, from fear to informed community action.

Spotlight: Ditherington’s chain reaction

Every housing conversation starts with a real person in a real place. In Ditherington, a simple referral for energy advice sparked a journey of transformation. One woman found emotional support, joined community groups, and gained the confidence to help others.

“I never imagined a simple energy grant would lead to all this support.” Beneficiary, Ditherington resident Starting small A beneficiary came to us through a Homes Plus referral for energy help. Alongside financial support and tailored Connecting the dots advice, she shared deeper The beneficiary was connected challenges like loneliness and to the No Interest Loan Scheme difficulty accessing essentials. and our VCS team. The VCS team opened the door to further community-based support. ~~_~~ Strengthening Community Spaces The beneficiary was running a Inspiring action bereavement group. The VCS Renewed energy within team helped move the group Ditherington Community Hall to Ditherington Community inspired Shropshire European Hall. Attendance grew, and the CIC to launch therapeutic hall became a place of healing and connection. pottery sessions for vulnerable _ ~~f~~ groups at the hall. What collaboration looks like One referral led to a whole ecosystem of care. When services work together, we do more than meet needs. We support people, strengthen communities, and grow ideas that last.

Invest for impact

Smart spaces: Designed for impact: making space work

To deliver our mission with purpose and resilience, we’ve invested in the place we call home. Following the staff-led redesign of our staff room in 2023–2024, we have reconfigured our main office space. All staff are now based on one floor, improving communication, collaboration, and wellbeing.

At the same time, we created a quiet zone: a space to focus, reset, or simply step away, which also doubles as a meeting room.

“It’s more than an office. It’s a place where people connect, collaborate and grow.”

By investing in our space, we’re building for the long term. From the thoughtful touches shaped by our team to the income that supports our core work, this is a workspace designed to help us do more for each other and for our communities. That investment is already paying off: the new space has helped us grow our team from 23 to 29 people, giving us greater flexibility to respond quickly and effectively to the needs voiced by our community.

Sustainable growth Growing opportunity with ANTA

This year, we welcomed a new values-led partner in ANTA Community Training CIC, a local social enterprise that shares our commitment to inclusion, wellbeing, and opportunity for all.

Following on from success in year one of our Corporate Partnership Initiative, this new collaboration strengthens our vision to reach new audiences, and deepen community ties through purposeful connection with local business. ANTA brings more than funding: it brings shared purpose and a deep understanding of what communities need to thrive.

“Together, we can offer people the confidence and skills they need to address mental health challenges, find meaningful employment, and build better lives.”

Craig Howard, Managing Director

Stronger spaces. Shared purpose. We are shaping a future where every investment helps communities thrive.

On the horizon

We are entering year three of our five year strategy with momentum, purpose, and a growing sense of possibility. With new services joining the fold and community insight at our core, we are focused on deepening impact, growing partnerships, and strengthening sustainability.

Welcoming new services

Healthwatch Shropshire and Armed Forces Outreach: Serving Families on the Move become part of our work expanding our reach and the voices we represent.

Listening, learning, adapting

We will adapt our services based on what people tell us, making them more connected, inclusive, and accessible.

Championing community voice

New forums and feedback routes will help shape local services and influence change from the ground up.

Investing for the future

From new giving campaigns to smarter systems and income generation, we’re building for long-term impact.

Rooted in community. Focused on what works. Ready for what’s next.

Thank you

We can’t do this work alone: we are indebted to our funders and partners for making all this possible.

Want to get involved?

Contact Community Resource today to discuss how we can work together to build on our proven community-first mission.

REGISTERED COMPANY NUMBER: 04652487 (England and Wales) REGISTERED CHARITY NUMBER: 1096779

Report of the Trustees and Financial Statements for the Year Ended 31 March 2025 for

The Community Council of Shropshire operating as Community Resource

WR Partners Chartered Accountants and Statutory Auditor Belmont House Shrewsbury Business Park Shrewsbury Shropshire SY2 6LG

The Community Council of Shropshire operating as Community Resource

Contents of the Financial Statements for the year ended 31 March 2025

	Page
Report of the Trustees	26 to 35
Report of the Independent Auditors	36 to 39
Statement of Financial Activities	40
Balance Sheet	41
Cash Flow Statement	42
Notes to the Cash Flow Statement	43
Notes to the Financial Statements	44 to 63

The Community Council of Shropshire operating as Community Resource

Report of the Trustees for the year ended 31 March 2025

The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 March 2025. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

REFERENCE AND ADMINISTRATIVE DETAILS

Registered Company number 04652487 (England and Wales)

Registered Charity number

1096779

Registered office

4 The Creative Quarter Shrewsbury Business Park Shrewsbury Shropshire SY2 6LG

Trustees

Mr W James (Chairman) - appointed 3 May 2024 Mr R Amos – resigned 25 March 2025 Mr S Broad Mrs N Cooper Ms R Henley Mr C Johnson Mr M Thorn Mrs L Pearson Mr H Strickland - resigned 14 October 2024 Mrs A Waugh Mr M Vivian – appointed 29 May 2025

Senior Management Team

Mrs B Baxter, Chief Executive Mrs S Homden, Head of Finance Mrs H Clarke (Head of Fundraising and Communications) – appointed 14 July 2025 Ms S Chalk, Head of Service (Health and Wellbeing) Ms A Richardson, Head of Service (Infrastructure and Rural Services) Mrs S Teece, Fundraising Manager - resigned December 2024

Report of the Trustees for the year ended 31 March 2025

Auditors

WR Partners Chartered Accountants and Statutory Auditor Belmont House Shrewsbury Business Park Shrewsbury Shropshire SY2 6LG

Bankers

National Westminster Bank Plc 8 Mardol Head Shrewsbury Shropshire SY1 1HE

Investment Managers

James Hambro & Partners LLP 45 Pall Mall St. James's London SW1Y 5JG

CCLA Investment Management Senator House 85 Queen Victoria Street London EC4V ET

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

Community Resource is a charitable company limited by guarantee as defined by the Companies Act 2006. It was set up by a Memorandum of Association, which established the objects and powers of the charitable company and is governed under its Articles of Association. The Board of Directors consists of the Trustees, all of whom are individual members of Community Resource.

Report of the Trustees for the year ended 31 March 2025

Method of appointment or election of trustees

Trustees are recruited through a variety of methods including advertisement, personal contacts and networks. The appointment process includes completion of a formal application form, a meeting with the Chief Executive, and an interview with a small panel of existing Trustees. If suitable, Trustees are invited to appoint the prospective Trustee for the period until the AGM, when they stand for election.

All Trustees are elected by the wider membership at the Annual General Meeting for a period of three years and retire in rotation, one third each year as specified in the Memorandum and Articles of Association. One of the Trustees is appointed by them as Chair for a period of three years.

Policies adopted for the induction and training of trustees

All members of the Board give their time voluntarily and receive no benefits from the Charity. Any incidental expenses to enable Trustees to attend meetings are reimbursed if requested.

Trustees receive induction which includes time with each of the teams and the senior managers. As part of their induction, new Trustees are given a copy of the Trustees Handbook which is regularly updated. It contains information about the role and responsibilities of Trustees as well as copies of organisational policies and procedures, a copy of the Annual Review and the Memorandum and Articles of Association.

Trustees have access to training locally and nationally. Any expenses incurred to attend training are reimbursed by the charity.

Organisational structure and decision making

In 2024/25 there have been six Board meetings, two of these focused on Governance and Risk management and two half day Away with the Chief Executive Officer. At our AGM in October Air Vice-Marshal (retired) Warren James CB CBE DL, was confirmed as our new Chair of the Board of Trustees, following the retirement of Hugh Strickland after 9 years as trustee and Chair.

Trustees are responsible for running the charity’s strategy, direction and holding to account the employed executive. Day to day operational decisions are taken by the Chief Executive Officer and the staff team, within the delegated authority conferred by the Board.

During the year the charity was supported by 117 volunteers who gave approximately 5,767 hours (2023-24: 108 volunteers, 6902 hours). Of these volunteers ten were directly involved in the governance of the charity.

Arrangements for setting pay and remuneration of key management personnel

Pay and remuneration of key management personnel are reviewed annually and set by the Board of Trustees, taking into account comparable roles in similar charities, sector benchmarks, and the charity’s financial position.

Report of the Trustees for the year ended 31 March 2025

Statement on governance and risk management

The Board of Trustees regularly reviews the major risks to which the charity is exposed and has established systems and procedures designed to manage and mitigate those risks effectively. These risks are reviewed every six months and discussed in governance and risk–specific Board meetings held in March and September. The Board uses the Charity Excellence Framework and the Charity Governance Code to support continuous improvement in governance, oversight, and risk management.

FUNDRAISING STANDARDS INFORMATION

Community Resource does not carry out significant public fundraising activities and is therefore not registered with the Fundraising Regulator. Fundraising is mainly undertaken through grant applications, service contracts, local appeals, and community initiatives. All activities are conducted in accordance with the Fundraising Code of Practice and relevant legal requirements to ensure transparency and integrity.

OBJECTIVES AND ACTIVITIES

A. Policies and objectives

Community Resource is a charitable company limited by guarantee. It was set up by a Memorandum of Association, which established the objects and powers of the charitable company and is governed under its Articles of Association.

The Objects as set out in the governing document are:

To promote any charitable purposes for the benefit of the Community in the ceremonial County of Shropshire and its immediate surrounding area by assisting the work of statutory authorities and voluntary organisations engaged in advancing education, furthering health, relieving poverty, distress and sickness, or in pursuing any other charitable purposes.
To promote and organise co operation in the achievement of the said purposes and to that end to bring together representatives of the authorities and organisations engaged in the furtherance of the said purposes within the area of benefit.

The main activities undertaken in relation to these purposes are:

Speaking up for communities (particularly, but not exclusively rural communities) and raising awareness of the issues in Shropshire.
Delivering direct project work to tackle problems where there are gaps in provision. Supporting other charities and voluntary groups to deliver their objectives and services in Shropshire.

Report of the Trustees for the year ended 31 March 2025

B. Activities for achieving objectives

In setting objectives and planning for activities, the Trustees have given due consideration to general guidance published by the charity commission relating to public benefit and in particular to its supplementary public benefit guidance.

Context

Shropshire is characterised by an ageing community; a decline in rural services (shops, medical services, schools, etc); patchy broadband and mobile phone infrastructure; isolated and fragmented communities; poor public transport, and rural isolation for people who are unable to travel or be involved in community activities, due to caring responsibilities, poor health, or disability.

There is a strong culture of self-help and high levels of voluntary activity. However, these can be hampered by limited access to advice, information and professional support. The voluntary and community sector is characterised by small organisations, disconnected from wider networks, operating with low levels of resources and very limited staffing levels.

Our remit across Shropshire, Telford and Wrekin is very diverse and the Board approved a Business Plan to focus our work for greatest impact under three key strategic objectives:

1.“Health & Wellbeing” – We support people to stay active and connected to their communities and to maintain their health and independence so that they live life to the full.
2.“Community & Support” – We work with voluntary groups so they can help meet the need in their area, enable young people to improve their work prospects through access to volunteering and training, and support rural communities to access competitive heating oil process through our Oil Buying Club.
3.“Funding & Advice” - We connect donors who care with causes that need their support through our Community Fund, offer guidance and funding to households to help them save energy and keep warm, and distribute grants to local organisations, groups, and meeting places.

In addition, Trustees are committed to ensuring that the Charity is sustainable, appropriately resourced, and has the broadest strategic choice to enable it to meet its vision. Overhead costs are continually under review to ensure that these are kept to a minimum.

ACHIEVEMENTS AND PERFORMANCE

The earlier section of this Annual Report details the charity’s activities, achievements and impact during 2024-25, demonstrating the difference our work continues to make across Shropshire, Telford and Wrekin.

Report of the Trustees for the year ended 31 March 2025

FINANCIAL REVIEW

The charity’s financial results this year reflect a period of growth, stability and collaboration. Sound financial management and careful planning have strengthened the charity’s foundations, enabling continued investment in people, partnerships and systems that deliver real impact across Shropshire, Telford and Wrekin.

Total income rose to £1.39 million (2023–24: £0.81 million), a 72% increase driven by growth in charitable activities, new multi-year funding agreements and successful partnership delivery. Expenditure increased to £1.33 million (2023–24: £0.93 million) as we extended support across our wellbeing, community support and employability programmes.

The year closed with a net movement in funds of £70,605, mainly reflecting the timing of restricted project income and expenditure. Total funds increased to £2.53 million, comprising restricted, endowment and unrestricted balances held to sustain service delivery, support new initiatives and provide a buffer against funding volatility. Free reserves of £305,763 remain in line with the Board’s target of £300,000, ensuring financial resilience and stability.

The charity strives to build a diversified income base, combining grant funding, charitable contracts, donations and trading income. The Board continues to manage resources prudently, balancing growth with sustainability, and remains focused on maintaining strong reserves, efficient operations and sound investment management to safeguard the charity’s long-term impact. While cost pressures are expected to rise in 2025–26 due to the increase in Employers’ National Insurance contributions and ongoing uncertainty around local government funding, these risks are being carefully managed within forward financial plans. This provides a stable platform for continued investment in growth, innovation and community impact during 2025–26 and beyond.

A. Going Concern

After making appropriate enquiries, the Trustees have a reasonable expectation that the Charity has adequate resources to continue in operational existence for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing the financial statements.

B. Reserves Policy

To protect the charity from serious disruption to its charitable work it is the policy of the Board to build up free reserves as part of its strategic planning. An assessment of the stability and certainty of future income sources forms an important part of the Board's assessment of risk and feeds in to both the budget and reserves policy.

To ensure the charity can meet its contractual liabilities in the event the organisation has to close the charity holds a designated 'continuity fund' which covers specific liabilities that would need to be met in the event that extreme events, most likely an unsustainable reduction in funding, were to force the charity to close down. This

Report of the Trustees for the year ended 31 March 2025

includes 12 months mortgage payment on the bank loan secured on the charity’s property, the net value of any outstanding lease agreements and staff redundancy costs.

As a large part of our income is insecure, or vulnerable to factors outside of our control the Board aims to hold sufficient reserves to:

Provide funding for up to six months of continuation of essential services for beneficiaries in the event of vulnerable income sources not being renewed and to allow time to develop new sources of income or to cut back on related expenditure. Provide an appropriate level of working capital for when funding is paid in arrears. Cover unforeseen day-to-day operational costs, for example employing temporary staff to cover a long-term sickness.

Following a review of the above criteria in the context of an evaluation of the Charity's current short and long-term financial risks, the Board have agreed it should aim to hold 'free reserves' of £300,000 to ensure financial resilience.

At 31st March 2025, the charity's free reserves were £305,763 (2024: £341,936). The Board will continue to prudently manage the charity’s reserves in line with its strategic objectives and to deliver the greatest possible impact for our beneficiaries.

C. Material Investments Policy

The charity’s investment policy is based on the Charities and investment matters: a guide for trustees (CC14), produced by the Charity Commission for England and Wales.

D. Investment Objectives

All investments are made to further the charity’s aims. The charity has three main investment objectives:

i. To invest the unrestricted surplus funds of the charity, not needed in the short or medium term, in a managed investment portfolio designed for longer-term capital growth. The aim is to achieve the best financial capital growth, within an acceptable level of risk, to spend on the charity’s longer term organisational aims.

ii.To invest sufficient funds required for use in the short or medium term in easily accessible cash-based deposit funds.

iii.To invest the grant making endowment funds of the charity, in managed investment portfolios.These are designed to produce an investment yield to distribute as grants to community and voluntary groups and/or individuals, in accordance with the criteria of the individual named fund, and to provide long-term capital growth. The aim is to achieve a balance between capital growth and income returns, to meet both the current and future needs of the charity’s beneficiaries.

Report of the Trustees for the year ended 31 March 2025

E. Investment Time Frame

The charity’s investments can be both short and long-term.

Endowment funds and unrestricted surplus funds of the charity not needed in the short or medium term are held in longer-term investments.

Restricted funds and unrestricted funds needed in the short-term are held in interest bearing short-term deposits or held on in account with instant access.

In order to be able to react to unplanned events, all unrestricted funds held in investments are capable of withdrawal with no more than 12 months’ notice, unless otherwise agreed by the Board. The Board understand that this may negatively impact upon potential returns or incur penalties upon encashment.

F. Investment Risk

In setting the investment objectives, the trustees have considered the level of risk that is appropriate for the charity and the management of those risks.

Due to the potential risk to capital and the liquidity need, restricted funds and those funds needed for short or medium needs are not held in long-term investment funds. A drop in capital value for funds invested in the longer term is less critical because such investments can be held until their value has recovered.

Capital risk in long-term investments is mitigated by having managed diversified investment portfolios.

Market risk is managed by being aware of likely changes in inflation and interest rates and substantially investing in markets where financial services are closely regulated and compensation schemes are in place.

Counterparty risk is managed by:

Ensuring that as far as possible investments are held with a reputable and regulated firm.
Using agreed performance measures so that all parties know what is expected of them.
Ensuring that quarterly monitoring and review arrangements are in place.
Ensuring that contractual agreements are reviewed periodically to make sure they continue to be appropriate for the charity’s needs.

Cash deposit risks are managed by:

·Ensuring that cash deposits are held with institutions that are registered with the Financial Services Compensation Scheme (FSCS).

Report of the Trustees for the year ended 31 March 2025

Short-term investments

Short-term investments include deposit accounts held with FCA registered financial institutions with a maximum of 12 months’ notice. The charity uses the Bank of England base rate as a benchmark to measure the performance of its short-term cash investments.

In 2025, the charity received £8,482 (2024: £6,635) in earned interest from these deposits.

Long-term investments

The long-term investments of the charity are managed by independent investment managers – James Hambro and Partners and CCLA Investment Management Limited.

The charity uses the ARC benchmarks which take data from discretionary fund managers and provide an average performance return for difference objectives and risk categories to monitor the performance of its long-term investments.

The investments performed positively against the ARC benchmarks and the charity made a net unrealised investment gain of £10,802 (2024: £169,606 gain).

PLANS FOR FUTURE PERIODS

Looking ahead, the charity will continue to build on the strong foundations established in 2024–25, continuing to evolve our services to meet emerging needs and strengthen community resilience. Our priorities include embedding the newly integrated Healthwatch Shropshire and Armed Forces Outreach services, expanding our wellbeing and employability programmes, and deepening collaboration with partners across Shropshire, Telford and Wrekin.

We will continue to invest in digital systems, staff development and income diversification to ensure the organisation remains resilient, efficient and adaptable in a changing environment. Guided by our five-year strategy and values, we are committed to working with our funders, partners and communities to build a future where everyone can thrive.

Report of the Trustees for the year ended 31 March 2025

TRUSTEES' RESPONSIBILITIES STATEMENT

The Trustees (who are also directors of the Community Council of Shropshire for the purposes of company law) are responsible for preparing the Trustees' report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year. Under company law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the Trustees are required to:

select suitable accounting policies and then apply them consistently; observe the methods and principles in the Charities SORP;
make judgments and accounting estimates that are reasonable and prudent; prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company's transactions and 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.

AUDITORS

The auditors, WR Partners, will be proposed for re-appointment at the forthcoming Annual General Meeting.

This report was approved by the Trustees on 22 October 2025, and signed on the board's behalf by:

Mr W James Chairman[-]

Report of the Independent Auditors to the Members of The Community Council of Shropshire operating as Community Resource

Opinion

We have audited the financial statements of The Community Council of Shropshire (the 'charitable company') for the year ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

give a true and fair view of the state of the charitable company's affairs as at 31 March 2025 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors thereon.

Report of the Independent Auditors to the Members of The Community Council of Shropshire operating as Community Resource

Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

the information given in the Report of the Trustees for the financial year for which the financial statements are prepared is consistent with the financial statements; and the Report of the Trustees has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Report of the Trustees.

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us; or
the financial statements are not in agreement with the accounting records and returns; or
certain disclosures of trustees' remuneration specified by law are not made; or we have not received all the information and explanations we require for our audit.

Responsibilities of trustees

As explained more fully in the Statement of Trustees' Responsibilities, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting

Report of the Independent Auditors to the Members of The Community Council of Shropshire operating as Community Resource

unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Our responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue a Report of the Independent Auditors that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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

we identified the laws and regulations applicable to the Charity through discussions with the Trustees and other management, and from our knowledge and experience of the Charity sector;
we ensured that the management team collectively have the appropriate competence, capabilities and skills to identify or recognise non- compliance with applicable laws and regulations; and
identified laws and regulations were communicated within the audit team regularly and the team remained alert to instances of non-compliance throughout the audit.

We assessed the susceptibility of the charities financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:

making enquiries of management as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud; and considering the internal controls in place to mitigate risks of fraud and noncompliance with laws and regulations.

In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:

agreeing financial statement disclosures to underlying supporting documentation; reading the minutes of meetings of those charged with governance; and enquiring of management as to actual and potential litigation and claim.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at

www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors.

Report of the Independent Auditors to the Members of The Community Council of Shropshire operating as Community Resource

Other matters

The financial statements for the year ended 31 March 2024 were not audited. Accordingly, the corresponding figures presented in these financial statements are unaudited.

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditors' report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Helen Pierce ICAEW (Senior Statutory Auditor) WR Partners Chartered Accountants Belmont House Shrewsbury Business Park Shrewsbury, Shropshire SY2 6LG

Date: 22 October 2025

Statement of Financial Activities for the year ended 31 March 2025

Balance Sheet 31 March 2025

The financial statements were approved by the Board of Trustees and authorised for issue on 22 October 2025 and were signed on its behalf by:

Mr W James Chairman

Cash Flow Statement for the year ended 31 March 2025

Notes to the Cash Flow Statement for the year ended 31 March 2025

1.RECONCILIATION OF NET CASH FLOW FROM OPERATING ACTIVITIES

2. ANALYSIS OF CHANGES IN NET FUNDS

Notes to the Financial Statements for the year ended 31 March 2025

1. ACCOUNTING POLICIES

Basis of preparing the financial statements

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention, with the exception of investments which are included at market value, as modified by the revaluation of certain assets.

Financial Instruments

The company has financial assets and financial liabilities of a kind that qualify as basic financial instruments.

Basic financial assets, including trade and other receivables and cash and bank balances are initially recognised at transaction price and subsequently carried at amortised cost with an assessment for objective evidence of impairment. Any impairment is recognised in profit and loss.

Financial assets are derecognised when (a) a contractual rights to the cash flows from the asset expire or are settled, or (b) substantially all the risks and rewards or control of the ownership of the asset are transferred to another party.

Basic financial liabilities including trade and other creditors are initially recognised at transaction price and subsequently carried at amortised cost. Financial liabilities are derecognised when the liability is extinguished, that is when the contractual obligation is discharged, cancelled or expires.

Income

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Grants offered subject to conditions which have not been met at the year-end date are noted as a commitment but not accrued as expenditure.

Notes to the Financial Statements for the year ended 31 March 2025

Tangible fixed assets

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life. For restricted projects, fixed asset depreciation is charged over the life of the project or the expected life of the asset, whichever is shorter.

Freehold Property – 50 years straight line Motor Vehicles – 2 to 4 years straight line Fixtures and Fittings – 3 to 5 years straight line

Taxation

The charity is exempt from corporation tax on its charitable activities.

Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.

Pension costs and other post-retirement benefits

The charitable company operates a defined contribution pension scheme.

Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

Investments

Investments are recognised initially at fair value which is normally the transaction price excluding transaction costs. Subsequently, they are measured at fair value through profit or loss if the shares are publicly traded or their fair value can otherwise be measured reliably. Other investments are measured at cost less impairment.

Notes to the Financial Statements for the year ended 31 March 2025

2. DONATIONS AND LEGACIES

3. FUNDRAISING AND TRADING ACTIVITIES

Notes to the Financial Statements for the year ended 31 March 2025

4. INVESTMENT INCOME

5. INCOME FROM CHARITABLE ACTIVITIES

6. OTHER INCOME

Notes to the Financial Statements for the year ended 31 March 2025

7. RAISING FUNDS

8. CHARITABLE ACTIVITIES COSTS

Notes to the Financial Statements for the year ended 31 March 2025

9. GRANTS PAYABLE

10. SUPPORT COSTS

Notes to the Financial Statements for the year ended 31 March 2025

11. NET INCOME/(EXPENDITURE)

12. TRUSTEES’ REMUNERATION AND BENEFITS

13. STAFF COSTS

Notes to the Financial Statements for the year ended 31 March 2025

14. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES

Notes to the Financial Statements for the year ended 31 March 2025

15. TANGIBLE FIXED ASSETS

16. FIXED ASSET INVESTMENTS

Notes to the Financial Statements for the year ended 31 March 2025

17. DEBTORS: AMOUNT FALLING DUE WITHIN ONE YEAR

18. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

19. CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR

Notes to the Financial Statements for the year ended 31 March 2025

20. LOANS

21. LEASING AGREEMENTS

Notes to the Financial Statements for the year ended 31 March 2025

22. MOVEMENT IN FUNDS

Notes to the Financial Statements for the year ended 31 March 2025

22. MOVEMENT IN FUNDS - continued

Notes to the Financial Statements for the year ended 31 March 2025

22. MOVEMENT IN FUNDS - continued

Notes to the Financial Statements for the year ended 31 March 2025

22. MOVEMENT IN FUNDS - continued

Notes to the Financial Statements for the year ended 31 March 2025

22. MOVEMENT IN FUNDS - continued

Notes to the Financial Statements for the year ended 31 March 2025

22. MOVEMENT IN FUNDS - continued

Notes to the Financial Statements for the year ended 31 March 2025

22. MOVEMENT IN FUNDS - continued

Notes to the Financial Statements for the year ended 31 March 2025

22. MOVEMENT IN FUNDS - continued

Notes to the Financial Statements for the year ended 31 March 2025

23. EMPLOYEE BENEFIT OBLIGATIONS

Contact us

01743 360641 enquiries@community-resource.org.uk community-resource.org.uk

Community Resource is an operating name of the Community Council of Shropshire. A Company Limited by Guarantee 4652487 and a Registered Charity 1096779.

2025-03-31-accounts

Who we are

Our vision

Our mission

Welcome,

From our Chair of the Board of Trustees, Warren

Hello,

From our Chief Executive, Bev

Highlights

Falls prevention

“We even got Fitbit watches to stay active!”

Highlights

Community connections

“They really listened to what David needed.”

Financial performance

Social value:

Growing impact, growing value

£1.25M invested = real change for our communities

Strategy in action:

Our ambitions for stronger communities

Achievements

Jack’s story:

Adjusting to life after sight loss

Kim’s story: Rebuilding trust, one step at a time

Our reach

Spotlight: Influencing rural housing decisions

At a glance:

Spotlight: Ditherington’s chain reaction

Smart spaces: Designed for impact: making space work

“It’s more than an office. It’s a place where people connect, collaborate and grow.”

Sustainable growth Growing opportunity with ANTA

On the horizon

Welcoming new services

Listening, learning, adapting

Championing community voice

Investing for the future

Thank you

Want to get involved?

REGISTERED COMPANY NUMBER: 04652487 (England and Wales) REGISTERED CHARITY NUMBER: 1096779

Report of the Trustees and Financial Statements for the Year Ended 31 March 2025 for

The Community Council of Shropshire operating as Community Resource

The Community Council of Shropshire operating as Community Resource

Report of the Trustees for the year ended 31 March 2025

REFERENCE AND ADMINISTRATIVE DETAILS

Registered Charity number

Registered office

Trustees

Senior Management Team

Report of the Trustees for the year ended 31 March 2025

Auditors

Bankers

Investment Managers

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

Report of the Trustees for the year ended 31 March 2025

Method of appointment or election of trustees

Policies adopted for the induction and training of trustees

Organisational structure and decision making

Report of the Trustees for the year ended 31 March 2025

Statement on governance and risk management

FUNDRAISING STANDARDS INFORMATION

OBJECTIVES AND ACTIVITIES

A. Policies and objectives

B. Activities for achieving objectives

Context

ACHIEVEMENTS AND PERFORMANCE

FINANCIAL REVIEW

A. Going Concern

B. Reserves Policy

Report of the Trustees for the year ended 31 March 2025

C. Material Investments Policy

D. Investment Objectives

Report of the Trustees for the year ended 31 March 2025

E. Investment Time Frame

F. Investment Risk

Report of the Trustees for the year ended 31 March 2025

Short-term investments

Long-term investments

PLANS FOR FUTURE PERIODS

Report of the Trustees for the year ended 31 March 2025