2025-03-31-accounts

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Annual Report and Financial Statements Year ended 31st March 2025

helping people to BE HEARD since 1995

Charity Registration Number: 1097608 (England and Wales) Company Registration Number: 03790911

Cloverleaf Advocacy Annual Report 2024-2025



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Cloverleaf Advocacy Annual Report 2024-2025

Introduction

The trustees present their report and the audited financial statements for the year ended 31st March 2025. Included within the trustees’ report is the directors’ report as required by company law.

The reference and administrative information set out on page 4 forms part of this report. The financial statements on pages 42 to 59 comply with current statutory requirements, the memorandum and articles of association and the Statement of Recommended Practice – Accounting and Reporting by Charities: SORP applicable to charities preparing their accounts in accordance with FRS 102.

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Cloverleaf Advocacy Annual Report 2024-2025

Charity Details

Company Number: 03790911 Charity Number: 1097608

Registered office and operational address: 4th Floor, Empire House, Wakefield Old Road, Dewsbury, WF12 8DJ

Trustees

Trustees, who are also directors under company law, who served during the year and up to the date of this report, were as follows:

Mr M Chamberlain
Mr J Hiscock
Mrs J Wilson
Mr C Sutherland
Mr NE Whittingham
Mr D Foulds (resigned September 2024)
Dr P Roberts
Mr D Cooper
Mr C Brown (appointed August 2025)
Mrs A Johnson (appointed August 2025)
Ms K Watson (appointed August 2025)
Mrs C Attwood (appointed September 2024, resigned October 2024)

There were no trustees who held title to property belonging to the Charity during the reporting period or at the date of approval.

Key Management Personnel

Suzi Henderson, Chief Executive Officer

Senior Leadership Team - see page 32 for details

Bankers

Co-operative Bank PLC, 19/20 Commercial Street, Leeds, LS1 6AL

Auditors

Slade and Cooper Limited, Beehive Mill, Jersey Street, Ancoats, Manchester, M4 6JG

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Cloverleaf Advocacy Annual Report 2024-2025

Chairman’s Statement Key messages

Dr Peter Roberts

It is with great pleasure that I am able to welcome you once again to the annual report for Cloverleaf in my capacity as Chair of the Trustee Board.

The report covers the organisation’s work over the last 12 months ending on 31st March 2025. I am pleased to report that it has been another successful year with Cloverleaf despite the economic challenges we have faced. Employment costs rose because of the increase in National Living Wage and National Insurance Contributions and the difficulties this caused for organisations have been well documented in the media. Although these affected all sectors, they were particularly hard hitting for the charity sector.

The work we do to help people remains essential to ensure that their voice is heard. It is with great pride that I can report that Cloverleaf has continued to grow over the last 12 months. Local authorities have continued to choose to partner with Cloverleaf in providing advocacy services for those in need. As a result, we have managed to move into geographical regions where we were previously absent.

None of this would be possible without the dedication of our staff, whose tireless efforts deserve recognition and thanks. On behalf of the trustees, I would like to extend our gratitude to our staff for the work they do.

Finally, I would like to thank the support from my fellow trustees for the help and support they have given to both myself and Cloverleaf over the last 12 months. The organisation remains a strong and increasingly loud voice within our sector. I am sure this will continue as we continue to grow over the next year.

Dr Peter Roberts

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Cloverleaf Advocacy Annual Report 2024-2025

CEO’s Statement

Suzi Henderson

Cloverleaf exists for a single, clear purpose: to help people be heard. It is a privilege to lead an organisation whose people stand alongside individuals at crucial moments — making sure rights are upheld, choices are respected, and voices shape decisions.

This has been our biggest year of growth. We have expanded into areas where we previously had no footprint, strengthening our reach and impact across communities. Alongside our core advocacy work, we have continued to develop and deliver Carers Services, ensuring unpaid carers receive the support, information, and recognition they deserve. Our Self-Advocacy and Inclusion Services have also gone from strength to strength, empowering people to speak up for themselves and promoting equality, diversity, and inclusion at every level of our work.

We have invested in developing our infrastructure, ensuring that our advocates, carers teams, and inclusion services are well supported, and can maintain the highest standards of service. Building robust infrastructure is about creating a foundation that supports people, ensures compliance, and enables sustainable growth.

Our strategy remains simple and focused. We aim to deliver outstanding services, be a trusted voice in the wider sector, ensure our support is equitable, accessible and fair, and maintain strong, sound governance and compliance with a financially secure footing. Those themes run through this report — in our performance, quality measures, and the stories of advocacy, carers support, and inclusion in action.

Looking ahead, we are excited to celebrate Cloverleaf’s 30th anniversary in 2025 — a milestone that reflects decades of commitment to people and communities. We will build on what works: person-led practice, partnership with community anchors, and continuous improvement shaped by lived experience. We will keep investing in our people, infrastructure, and systems so that Cloverleaf remains a reliable, values-driven provider — one that meets need, reduces barriers, and amplifies voices.

Thank you to everyone who made this year possible: our advocates, carers teams, and inclusion services; our central staff; our volunteers; our Trustees; our funders; and most importantly, the people who choose Cloverleaf to stand with them. Your trust inspires us to do better, and to go further.

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Values and Objectives

----- Start of picture text -----
Person led Fairness, Equity and Voice
Inclusion
We should all be able to We all have the right to be
We celebrate difference
understood and taken
control our own lives.
and recognise the barriers
We should all have seriously.
people can face.
We listen and help people
independence and choice.
Our work is guided by and to be seen and heard.
Our work should help you
includes lived experience.
have more control over the Our work will be shaped by
We support people to live
what you tell us.
things that matter to you.
good lives on their terms.
----- End of picture text -----

----- Start of picture text -----
Respect and Dignity Accountable
We all have value and
Integrity underpins
deserve dignity and
everything we do.
respect. We take responsibility for
We challenge situations what is ours.
where that value is not
We bring honesty, clarity
recognised. and commitment to our
We work so that people feel work.
respected.
----- End of picture text -----

Charitable Objectives

The Objects of the Charity as set out in its Articles of Association are:

To promote the wellbeing of people who are in need because of mental or physical illhealth, disability, learning difficulties, age, or otherwise. To do this through:

the provision of an advocacy service to such people

facilitating self-advocacy amongst such people

encouraging and facilitating their access to, and involvement in, the delivery of care services

To advance public education in the experiences and needs of users of care services.

Cloverleaf Advocacy Annual Report 2024-2025

Family of services

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Cloverleaf Advocacy Annual Report 2024-2025

What we do

Putting our core values and objectives into action, we have four main service areas:

Advocacy
Self-advocacy and inclusion
Information and advice Training

Advocacy

"Advocacy is taking action to help people say what they want, secure their rights, represent their interests and obtain services they need. Advocates and advocacy schemes work in partnership with the people they support and take their side. Advocacy promotes social inclusion, equality and social justice." (National Development Team for Inclusion)

We deliver advocacy services through both one-to-one casework and group work. We provide statutory advocacy which is set out in legislation (such as the Mental Capacity Act, Mental Health Act, and Care Act), including Independent Mental Capacity Advocacy, Relevant Person’s Representative services, Independent Mental Health Advocacy, Independent Care Act Advocacy, and NHS Complaints Advocacy. We also offer community or non-statutory advocacy. For us, advocacy is as simple as helping people to have their voice heard and speak up about what they need and what is important to them. We provide advocacy services to people in hospitals, residential/nursing, community, mental health inpatient, and secure hospital settings.

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What we do

Advocacy (continued)

Independent Mental Capacity Advocacy (IMCA) acts as a safeguard for people who lack the capacity to make specific decisions (for example, about where they live, or serious medical treatment) and who have no other unpaid person in their lives who can put forward what they would want. The IMCA is there to put the person's views, wishes and feelings across to professionals making those decisions, and support the following of the Mental Capacity Act.
Relevant Person's Representative (RPR) supports people who are subject to a Deprivation of Liberty (DoLS) to understand the restrictions that are placed on them and can help people apply to the Court of Protection to challenge the DoLS.
Independent Mental Health Advocacy (IMHA) supports people detained under the Mental Health Act, or subject to a Community Treatment Order, to communicate their views and wishes about their care and treatment.
Care Act Advocacy supports people who have substantial difficulty in engaging in social care processes (for example, with a needs assessment, care review, or safeguarding process) to be as involved as possible and to communicate their views and needs to social care professionals.
Independent NHS Complaints Advocacy supports people to raise complaints where they are unhappy about NHS-funded care or treatment they have received. We offer support in writing a letter, attending a meeting, or making a complaint to the Ombudsman.
Non-statutory advocacy can support a wide range of vulnerable people to have their voices heard about decisions and issues that matter to them. We can offer, for example, support to parents with a learning disability involved in child protection processes, support around housing and accommodation issues, and help making complaints about social care.

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Cloverleaf Advocacy Annual Report 2024-2025

What we do

Self-Advocacy and Involvement

We work with groups and networks of disabled people who want to improve their lives or communities and come together to speak with one voice.

We offer support to groups and individual members to access information, build confidence, and speak out about how local health and social care services are designed and delivered.

Information and advice

Our services aim to provide a one-stop-shop for eligible people to access information, signposting and advice about their rights and entitlements, local support, community services, and peer support.

Training

Our training department, Cloverleaf Connect, is a registered City and Guilds centre that offers recognised qualifications. We offer the National Advocacy Qualification and a range of CPDaccredited and non-accredited training.

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Cloverleaf Advocacy Annual Report 2024-2025

Where we work

Barnsley Durham North East Lincolnshire Sheffield Bradford East Riding of Yorkshire North Lincolnshire Wakefield Calderdale Hull North Yorkshire Derbyshire Kirklees Oldham Doncaster Lancashire Rotherham

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IMHA

David’s Story

‘David’ (name changed) is 47, and lives in a converted van, travelling around the North of England. He was detained under the Mental Health Act and wanted to get back to the area he viewed as his ‘home town’.

How we’ve helped

‘Stephen’, the IMHA, met with David, who spoke to him about complex issues relating to his family, and his involvement with a biker group, who he described as ‘bad lads’. He had two great friends back in his home town – he wasn’t able to stay with family due to past issues.

Stephen supported David at his ward review, where the clinical team wanted to involve the local community mental health team to prepare for his discharge. Stephen explained to David that this would link him to the local area, which wasn’t what he wanted. With Stephen’s support, David was able to explain to the clinicians that he wanted to return to his home town, and that he had two trusted friends there. David asked that one of his friends be invited to the next ward review.

David’s friend was invited and attended the ward review, where she confirmed that he could stay with her on discharge. Stephen and David asked the clinical team to help register with a GP in his home town, so he could be supported by the community mental health team there.

Outcome

With Stephen’s support, David’s discharge from hospital was centred around his views and wishes, to a place where he would feel safe, and away from complex family dynamics. David said that without advocacy he would have been discharged locally, which wouldn’t have helped his mental health recovery.

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Cloverleaf Advocacy Annual Report 2024-2025

Care Act Advocacy

Leon’s Story

‘Leon’ (name changed) is 39 and lives at home with his mum. He attends a day service from Monday to Friday. Leon is autistic and has a learning disability. The day service had told Leon’s social worker that they could no longer support him as his behaviours were a risk to other people attending. Leon’s mum’s relationship with the day service had broken down as a result. A new care and support plan was needed for Leon, so a referral was made for an advocate.

How we’ve helped

‘Sammy’, the advocate, met with Leon at the day service during a quiet time. Leon told Sammy he found meeting new people really hard, so Sammy agreed to only stay for a short while, but to come back and see Leon a few times so he could get to know him.

After several visits, Leon told Sammy he didn’t like the day service anymore, as he felt he was being ‘kicked out’. Leon also told Sammy he was scared of getting on the bus each day as it was driven by a member of staff he did not like. Sammy and Leon discussed potential support options and Leon said he wanted to look at some other day services. Leon emphasised it was really important to him to go out in the car to go shopping, bowling and to arcades.

As Leon did not like any of the day services he visited, Sammy helped him ask his social worker what else he could do. A week’s trial of Leon having his own support workers for a few hours a day was given. Leon told Sammy he ‘loved this and loved the staff’. This support was put into place and Leon is now picked up each day by his support staff and goes out to do the activities he chooses. Leon’s mum has said he is much happier at home, and some of his behaviours which were challenging others have reduced.

Outcome

Leon was able to have a care and support package which worked for him, giving him the ability to go out and do the things he loves. Leon told Sammy he wouldn’t have felt ‘brave enough’ to ask the social worker for something different without Sammy’s help.

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Cloverleaf Advocacy Annual Report 2024-2025

NHS Complaints

Mrs. Jones’ Story

‘Mrs. Jones’ (name changed) needed support filing a formal complaint to an NHS Trust following the death of her son while he was in their care. Unsure of how to begin the process or what her rights were, she reached out to Cloverleaf for guidance. After making contact, she was assigned an Independent Health Complaints Advocate, ‘Abby’, who helped her understand the complaints procedure and gather the information she needed to move forward.

How we’ve helped

Together, Abby and Mrs. Jones decided that meeting with the Trust face-to-face would be the most constructive way to discuss the complaint, given its emotional weight and the need for clarity and compassion. Abby helped Mrs. Jones reach out to the Trust, and they agreed to an in-person meeting.

To prepare, Abby stayed in touch with Mrs. Jones, helping her figure out the main issues she wanted to discuss and the outcomes she hoped for. They reviewed important documents and worked on building Mrs. Jones’ confidence to speak up for herself.

During the meeting, Abby was there to support Mrs. Jones. This allowed her to share her concerns and what she wanted to happen next. One important issue that came up was that hospital passport documents, which share key patient information, were not available to ambulance crews. The Trust recognised that this was a problem and promised to provide new training to fix it.

Outcome

After the meeting, Mrs. Jones felt satisfied with how it went. She told Abby that she felt heard and validated, which helped her start the healing process. The hospital Trust made changes to their training as a result. Through Abby’s support and sensitive handling of this emotionally complex case, Mrs. Jones had her voice heard and her concerns addressed appropriately.

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IMCA

Alan’s story

‘Alan’ (name changed) was living independently when he had two strokes in quick succession. Although medically fit for discharge, hospital staff were concerned about his safety at home due to confusion, reduced mobility, and cognitive changes. A Mental Capacity Assessment found Alan lacked capacity to decide where he should live, so an IMCA referral was made.

How we’ve helped

An advocate visited Alan in hospital to learn what mattered most to him. Alan described himself as highly independent and said he wanted to return to his own home where he could follow his usual routines. He was initially resistant to any form of care setting, fearing it would compromise his autonomy.

Through ongoing conversations, the advocate helped Alan explore his needs, the concerns raised by professionals, and the possibility of a temporary stay where he could receive rehabilitation. This supportive dialogue enabled Alan to consider how short-term care might help him work towards his goal of living independently again. He eventually agreed that if returning home immediately was not possible, a time-limited placement was acceptable. He also gave consent for the advocate to share his wishes with professionals involved in his care.

The advocate then met with Alan’s social worker to ensure his views were clearly understood. Together, they agreed on a review timeframe for the short-term stay, discussed the support available to help him regain independence, and highlighted the importance of professionals communicating with Alan in a way that built trust. They also recommended that his mental capacity be reassessed as his condition was likely to improve with rehabilitation.

Outcome

Alan moved into a care setting on a short-term basis and, although the transition was initially challenging, he gradually engaged with staff and participated in his rehabilitation programme. A later Mental Capacity Assessment confirmed he had regained capacity to decide about his accommodation. Alan chose to return to independent living and took an active role in planning his move home. In one of his final conversations with the advocate, Alan said: “This is the first time I’ve been listened to – I’ve got hope back.”

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Cloverleaf Advocacy Annual Report 2024-2025

Carers

James’ story

‘James’ (name changed) cares for his wife, who has dementia and mental ill-health, as well as his grandson, who has cystic fibrosis and is currently undergoing an assessment for autism. While James already receives Carers Allowance for looking after his grandson, his wife was not receiving Attendance Allowance, although she was eligible. James was referred to Carers Count by the Kirklees Nursing Team for help filling out the Attendance Allowance claim form.

How we’ve helped

An Information and Advice Worker, ‘Phoebe’, visited James and supported him to fill in the form. The application was successful: James’ wife began receiving Attendance Allowance.

During the visit, Phoebe also asked James about how he was coping mentally and emotionally. James told her he was finding things very difficult and he didn’t know where to turn for support. She talked to him about Carers Count Mental Health and, with his agreement, made a referral to the service. Carers Count Mental Health were able to prioritise the referral and James continues to receive support from them.

James also told Phoebe he needed to fill in a form to support his grandson’s ongoing autism assessment, but he was feeling overwhelmed and unable to focus on finding the information he needed to complete it. Phoebe supported him to gather the relevant information, fill in the form and send it back, which helped alleviate some of the immediate stress.

Additionally, James asked Phoebe for help filling out a Blue Badge application for his wife. She supported him to complete the application and James is now awaiting the result.

Outcome

With Phoebe’s support, James successfully applied for Attendance Allowance for his wife, ensuring his household receives the financial support they are entitled to. Phoebe also talked to James about counselling and discussed the various options open to him. James is currently considering this and Carers Count will support him to make the referral if he chooses to explore counselling.

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Autism Peer Support

Oliver’s story

‘Oliver’ (name changed) is an autistic man living with his parents. He was struggling with anxiety around driving due to a recent accident; both he and his parents felt it would be unwise for him to continue driving until this had been addressed. However, not driving led to Oliver feeling like he was a ‘burden’ on his ageing parents, so the family reached out for support.

How we’ve helped

A Peer Support Worker, ‘Matt’, suggested Oliver could do some bus training with him, as Oliver had said he used to get the bus many years ago but had not done so for a long time and was incredibly anxious about it. Matt arranged for them to meet, travelled to Oliver’s house, and supported Oliver to download the Stagecoach app, which shows live bus times and relevant stops. They then walked to the bus stop from Oliver’s home, got the bus into town, got off and had a drink, and then got the bus back to Oliver’s home.

Outcome

Since the bus training, Oliver has been getting the bus to autism peer groups and has said: “Public transport is as close to a superpower as I think we can have and I am so glad you showed me the route as it has made me less anxious about getting the bus. I feel like I’m less of a burden on my parents and that they can worry less about me. Thank you.”

Oliver’s father said “Oliver has always been anxious about using public transport, and so has avoided it. He wanted to give it another go and Matt offered to accompany him on a bus journey from his home into town, about a 15-minute journey. Matt travelled to Oliver’s house and together they walked to the bus stop and waited for the bus. Once on board, Oliver paid his fare, travelled with other passengers and got off at the correct stop. Each of those tasks could have been a source of anxiety for Oliver, but Matt was with him throughout, and on the return journey, to reassure him and help him feel comfortable.

“I'm delighted to report Oliver now takes this journey every Thursday on his own, to attend his art group. It's a first step to increasing his independence and we are both very grateful to the service for your very helpful and effective support."

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Cloverleaf Advocacy Annual Report 2024-2025

Lead the Way

Amal and Fatima’s story

‘Amal’ (name changed) is a young woman who has a learning disability. She experienced two traumatic incidents in quick succession: the first involved her hijab being forcibly removed outside her college; the second occurred on public transport, where she was spat on. These incidents deeply affected Amal's sense of safety and wellbeing, leading to panic attacks, anxiety, and social withdrawal. Amal’s mother ‘Fatima’ wanted to seek advice about support for her daughter, but had previously had issues communicating with some services and professionals due to a language barrier.

How we’ve helped

Fatima reached out to Lead the Way for advice about support for Amal. It was agreed they would meet with ‘Jamilah’, who works for Lead the Way and is fluent in Fatima’s first language. This allowed for effective communication and Fatima was able to share what Amal had been struggling with. Amal also expressed a desire to engage in activities and groups where she could rebuild social connections in a culturally and religiously appropriate setting.

Jamilah talked them through the range of local support available and signposted them to Calderdale Adult Learning and Halifax Opportunities Trust. She also suggested that a home visit be arranged with a representative from the council to further discuss Amal’s situation and explore potential support options. Fatima agreed to this, and it was noted that Amal’s father and brother would also be present to help her feel at ease during the meeting.

Outcome

Fatima said how grateful she was to be able to speak with Jamilah and express her concerns about her daughter in her first language. Having someone who can speak in her mother tongue and understand cultural and religious sensitivities allowed her to feel comfortable, explain the issues in depth, and feel heard. Following their discussions with Jamilah, the family also confirmed that they wish to proceed with a Care Act Assessment for Amal to ensure appropriate support is in place for her ongoing needs.

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Cloverleaf Advocacy Annual Report 2024-2025

Self Advocacy

Cloverleaf’s self advocacy networks and peer-led services are at the heart of our mission to ensure that people have a strong voice in shaping their lives and communities. These networks provide safe, inclusive spaces where people can speak up, share experiences, and influence local decision-making. Over the past year, we have strengthened opportunities for people to speak up and shape the services they draw on.

Our Kirklees Involvement Network (KIN), Calderdale Self-Advocacy Network (CSAN) and Talking Lincs groups bring self-advocates together to learn skills, address real-world issues, and feed lived experience into local Partnership Boards. Across Lancashire, our peer advocacy and group advocacy services support autistic people and those with mental health needs, coproducing solutions with local partners and delivering specialist training. In Calderdale, Lead the Way provides accessible information, advice, and community connections for people with learning disabilities and their families, strengthening voice and inclusion.

Through discussions within our self advocacy groups, it became clear that there was little information and support for people with learning disabilities around bereavement support. Many of the self advocates had lost people they cared about and shared that they felt invisible afterwards and they didn’t know who to talk to.

The groups agreed that it would be helpful to ask the bereavement service to come to some meetings to talk about what they offer. This was arranged and the bereavement service attended the meetings. The self advocates found it really useful, but identified that the information the service gave out was not accessible to people with a learning disability.

The group told the bereavement service why Easy Read information is so important, and explained the difference it makes to people with a learning disability. The bereavement service were keen to work with the group and have agreed that they will work with self advocacy groups over the next year to develop and produce Easy Read information and leaflets that will be available to everyone within the community.

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Cloverleaf Advocacy Annual Report 2024-2025

People’s Panel

Our People’s Panel gathered on three occasions throughout the year, bringing together a vibrant mix of individuals currently using our services, as well as people who have previously engaged with Cloverleaf’s advocacy, carers and self-advocacy services.

The first session was especially dynamic, as the Panel played a key role in interviewing candidates for the new Advocacy Director positions. Members relished the opportunity to get involved and offered valuable insights into how they believed the candidates would connect with those accessing our services. There was a real energy in the room, with everyone eager to share feedback on how each candidate embodied Cloverleaf’s values.

The second gathering was our largest, with attendees delving into our marketing materials. The group offered a wealth of constructive feedback on the images featured in our posters and leaflets, discussing the accessibility of layouts and font choices, and making creative suggestions to make our materials more inviting and inclusive.

At the final session, the Panel focused on how we could improve our feedback forms to make them easier and more appealing for people to share their views. The Panel helped us come up with new ideas, such as incorporating QR codes and text messages to simplify the process and encourage more people to have their voices heard about their experiences with Cloverleaf.

“I enjoy going to Dewsbury to head office and I like being involved. Last time we talked about Cloverleaf’s updated values and I enjoyed sharing what I thought about them. I also liked meeting other people who are supported by Cloverleaf.” - People’s Panel member

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Cloverleaf Advocacy Annual Report 2024-2025

Public Benefit

In shaping our objectives for the year and planning our activities, the trustees have followed the Charity Commission's guidance ‘Public benefit: running a charity (PB2)' which focuses specifically on public benefit in the context of running a charity.

Cloverleaf aims to enable and support people to build a better life for themselves and be at the centre of decisions affecting their lives. Our primary beneficiaries are people with mental illhealth, people with learning disabilities, autistic people, people with an acquired brain injury, physical or sensory impairment, older people, unpaid carers and young people transitioning to adult social care services. We aim to do this through the provision of high-quality and effective advocacy services, provision of advice and information, training and development.

Volunteering

We are proud to have around 40 volunteers across the organisation, who make a significant contribution, either through a regular time commitment, or one-off ‘microvolunteering’ opportunities. We have four dedicated Volunteer and Engagement coordinators within Cloverleaf, and a Volunteer Lead who helps us continue to meet high standards in volunteer recruitment, support and retention.

Our volunteers support with a range of activities, including administration, supporting carers or self-advocacy groups, helping out at events, and marketing and promotion. We are exceptionally grateful for their support and ongoing championing of advocacy and carer support services.

How we measure success

----- Start of picture text -----
Services and
contracts
delivered to meet Positive outcomes for
Staff retention Social value
Key Performance people who draw on Social value
Indicators, our services
outcome and
output targets
----- End of picture text -----

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Cloverleaf Advocacy Annual Report 2024-2025

----- Start of picture text -----
1.2 Rep Care Act Advocacy
1.9% 11.3%
RPR
20.9%
Parent Advocacy
1.6%
NHS Complaints
4.9%
Carers Support
Litigation Friend 27%
0.7%
IMHA
18.5%
IMCA Community Advocacy
8.8% 4.4%
----- End of picture text -----

Number of people we have supported

Last year, we supported over 18,758 people through our advocacy, unpaid carers, self-advocacy and inclusion services.

What We’ve Achieved

Strong Sound Governance and Compliance

Recruited additional trustees onto the board, with strong skills and experience
Completed Cyber Essentials Plus Quality Mark to demonstrate our commitment to data and cyber security
Expanded our senior leadership team and infrastructure in line with growth over the year

Outstanding services

Started our Quality Performance Mark for Advocacy Services Reassessment
Awarded Social Value Bronze Award
Started work on our new website
Worked with our People’s Panel on recruitment, marketing and policies

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Cloverleaf Advocacy Annual Report 2024-2025

What We’ve Achieved

Financially Secure and Diverse

Significantly increased our annual income across multiple successful tenders and grants

Be a Trusted Voice

Continued participation in National Leaders in Advocacy Network
Planned a campaign around PIP changes in partnership with self-advocates
Increased networking and membership of groups, boards and forums across the region

Outstanding People

Continuing to offer competitive remuneration packages for staff
Restructure of our training arm into a Learning and Development Team

Completed our expansion of our infrastructure to support growth

Equitable, Accessible and Fair

Continued delivery of our Train the Trainer approach to widen accessibility to advocacy skills
Continued partnerships with specialist organisations including RAD and NYAS

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Cloverleaf Advocacy Annual Report 2024-2025

What We’ve Achieved

Awarded and successfully implemented three new advocacy services (NHS Complaints Barnsley, Derbyshire Advocacy and Wakefield Advocacy) and one Carers service (Carers Count Calderdale)
Successfully retendered for our Absolute Advocacy Service in Rotherham, and our Peer and Group Advocacy Services in Lancashire
Been approved for and delivered Oliver McGowan mandatory training around autism for NHS trusts, co-delivering with people with lived experience
Completed our first rounds of Happy Healthy Relationships training, after co-producing the content with people with lived experience, who have then co-delivered the training to people with a learning disability and their supporters
Completed our Social Value Bronze Award, demonstrating our commitment to providing additional social value within our services
Held our second Be Heard Conference in November 2024 for self-advocates and their supporters

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Cloverleaf Advocacy Annual Report 2024-2025

Be Heard Self Advocacy Conference

In November 2024, we held our second Be Heard Conference for people with learning disabilities. Held in Bradford, it was attended by around 100 self-advocates from our services and others across the North of England.

The conference was themed ‘belonging’, and we hosted fantastic sessions from:

The Dark Horse Theatre Company, who premiered their new short film ‘Belonging’ and ran a workshop on confidence
ArtWorks South Yorkshire, who helped us create a piece of artwork to represent the day
Learning Disability England, who ran a workshop on campaigning for change
Seeability, who looked at accessibility and eye health.

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Cloverleaf Advocacy Annual Report 2024-2025

Feedback

We continuously gather feedback on our services to ensure they are meeting need. This year, this is what people told us:

----- Start of picture text -----
It was easy to make a referral into our services
Their referral was responded to in a timely manner
Our services helped their voices to be heard
Having an advocate made a positive difference
0 20 40 60 80 100
----- End of picture text -----

Their referral was responded to in a timely manner

We have an overall Net Promoter Score of 65 (Excellent), compared to a sector average of 20.

What people have said about our services

“Thank you for helping me understand. I like that you explained things to me in my own language and in simple words.”

“I have worked alongside a number of advocates and they have been very professional and focused on each task and always put the individual at the forefront.” - Social Worker

“[My Advocate] has been extremely understanding of my situation and listened to all my points of view. He has helped me sort complex situations... without his guidance and support, my mental state would have definitely deteriorated. I cannot thank him enough.”

“I also want to thank you again as if you hadn't intervened, I'd probably have had some trust issues with medical staff forever.”

“I am so very, very impressed with the support I have received from the moment I contacted Cloverleaf.”

“Thank you so much for your hard work on this, I really appreciate it... you honestly couldn't have done a better job on my behalf.”

2025

Cloverleaf Advocacy Annual Report 2024-2025

Social value

We’re really pleased to have been awarded the Social Value Bronze Award, which demonstrates our commitment to social value. We’ve been using the TOMS (Themes, Outcomes and Measures) approach as well as a more qualitative approach to demonstrate the added value we provide through our service models.

Examples of our social impact in the last year include:

social work degree placements offered across advocacy services (300 days total)

apprenticeship commenced 1

self-advocacy skills sessions delivered to local communities, including a train the trainer approach with specialist organisations

Staff employed locally (in the area which they work) 72%

2025

Cloverleaf Advocacy Annual Report 2024-2025

Financial review

Financial Review

Total income generated by the Charity during the year to 31st March 2025 amounted to £7,521,840. We spent £7,585,967 on delivering our charitable activities. In light of the ongoing cost of living crisis, significant increases to National Living Wage, inflation costs and budget pressures on funding authorities, we operated at a proportionately small loss throughout the year. This was agreed by Trustees as part of budget planning as a positive use of reserves, to enable the Charity to uplift staff salaries and invest in longer-term additional infrastructure to support our rapid growth during the year. Our total funds held at the end of the year are £1,564,757, including £104,499 held in restricted funds.

The primary sources of income continued to be commissions and grants from Local Authorities, Integrated Care Boards and other Commissioning Authorities. The Charity doesn't undertake significant fundraising from the general public, and total reserves of unrestricted funds held by Cloverleaf 2000 Limited as of 31st March 2025 amounted to £1,460,258.

Reserves Policy

The trustees have regularly reviewed the financial risks facing the Charity during the year as part of agreed risk management processes, and the main risk remains the loss of a significant source of funding.

The financial impact of being unsuccessful in retaining funding will, in many cases, be mitigated by the fact that the Charity's services are delivered in response to statutory commitments of public bodies. It follows that if Cloverleaf were no longer funded to provide a particular service, another service provider would be funded to deliver it instead. In such a case, the service and all staff associated with it would transfer to the new provider.

However, loss of funding for several significant services would compound the risk to the Charity, as time and expense would be needed to reduce less variable and sometimes fixed central and other overhead costs to a level commensurate with reduced overall activity levels.

2025

Cloverleaf Advocacy Annual Report 2024-2025

For services provided outside of a statutory requirement, a loss of funding could result in the termination of the service; the trustees wish to have sufficient resource to cover the shortterm cost of running a project whilst continuation funding is sought and the redundancy implications of such a scenario are evaluated.

In addition, trustees have reviewed the level of reserves required to ensure adequate cash flow for the smooth running of the organisation's day-to-day operations. This review took into account the fact that most of Cloverleaf's funding is contractually committed for a fixed term, provided by bodies of good credit standing, with agreed payment terms, but acknowledged that delays in payments can occur and be substantial.

The trustees consider that in the event of distress, little value would be realised from the Charity's fixed assets and, therefore, have focused on the sufficiency of "free reserves" being unrestricted and undesignated reserves, less the net book value of fixed assets. As a result, the trustees feel that a free reserve of between £1.2 million and £1.5 million is the appropriate and prudent level to hold at this point. As of 31st March 2025, total reserves amounted to £1,564,757, and after allowing for fixed assets in the balance sheet of £82,905 and £104,499 held in restricted funds, our free reserves total £1,377,353.

This is within the policy level of free reserves, in the current operating climate of uncertainty around funding due to the ongoing cost of living crisis, uncertainty around inflation, and in particular, wage inflation, trustees feel it is appropriate and prudent to maintain all unrestricted reserves as free reserves and not to designate an element for particular purposes to retain flexibility, should there be a significant and swift unexpected downturn in income. Finally, the trustees consider it wise that, in the unlikely event of the Charity ceasing its activity entirely, it has sufficient resources to cover the cost of residual contractual obligations, for example, rent on leases.

Our plans for the future

In the financial Year 2024-2025, we saw:

Our income increase by 42%

Staff numbers (FTE) increase by 38%

Our reach significantly increase due to new services joining the organisation

Following a period of significant growth during the financial year, our focus for 2025-2026 is to consolidate and review our systems, communications and approaches, whilst maintaining a steady level of income and service delivery.

2025 also sees Cloverleaf celebrate its 30th anniversary of supporting people to have their voice heard, with some exciting plans to commemorate!

2025

Cloverleaf Advocacy Annual Report 2024-2025

Outstanding Services

Cloverleaf Advocacy Annual Report 2024-2025 Launch our new websites, with interactive online referral forms Achieve the Quality Performance Mark for Advocacy Services

Celebrate our 30th Anniversary with a review of values, Our plans for the future Theory of Change and Mission Statement

Achieve Quality for Health Level 2

Strong Sound Governance and Compliance

Maintain strong approaches to cyber security and data protection (via Quality Marks)

Recruit additional trustees to ensure a board representative of the skills and experience required

Outstanding People

Implement redesign of our L&D pathways across the organisation

Achieve Real Living Wage Accreditation

Financially Secure and Diverse

Explore opportunities compatible with our growth strategy Retender for services due to be recommissioned

Invest in support for services to apply for grant funding

Equitable, Accessible and Fair

Continue partnership development and engagement with minoritised communities to enhance self-advocacy skills development
Work with People’s Panel around accessibility of marketing and information

Be a Trusted Voice

Continue with our promotional and marketing strategies

Deliver a co-designed campaign with people with lived experience

2025

Cloverleaf Advocacy Annual Report 2024-2025

Structure, Governance, and Management

Cloverleaf Advocacy is constituted as a company limited by guarantee and is registered as a charity by the Charity Commission. The Memorandum and Articles of Association act as the governing documents of the organisation. It has a Board whose members are both Directors and Trustees.

All decisions in the following areas are referred to, and are subject to agreement by the Board:

The setting of strategic direction and the strategic plan

New policies and procedures that are deemed as higher risk

Major revisions to existing policies and procedures.

Budget setting

Remuneration for employees

The trustees receive and approve progress reports on developments in all parts of Cloverleaf's services. Any changes that fall outside previously agreed parameters require endorsement or approval by the trustees.

The following functions are delegated to the Senior Leadership Team:

Responsibility to ensure that the organisation establishes and maintains good practice

That the Charity complies with contracts to which it is a party

That the organisation maintains agreed quality standards

Day to day operational decisions

That the Charity's products and services are appropriately marketed.

That human resources are managed responsibly

The Senior Leadership Team during the last year was made up of the Chief Executive Officer (Suzanne Henderson), Finance Director (Christopher West), Business Development Director (Emma Kleinfeldt), HR Director (Laura Hopewell), Director of Business Operations (Kristina Golijanin), Director of Carers, Self-Advocacy and Inclusion Services (Joanne Green), Operations Directors for Advocacy Services (Lucy Webley-Pitt and Sophie Robson).

Peter Roberts was re-elected as Chair of the Board of Trustees in May 2024 and May 2025. David Foulds served as Vice-Chair until stepping down in September 2024. Jason Hiscock continued as Vice-Chair throughout the reporting period.

2025

Cloverleaf Advocacy Annual Report 2024-2025

Appointment of Trustees

The trustees are the members of the Charity and as such recruit and appoint additional trustees who are considered able to contribute to the proper management and conduct of the business. When considering recruiting trustees, the Board looks at any specialist skills needed and the current make-up of the Board. Trustee opportunities are advertised on the Charity's website and via local networks and applications are submitted to the Board, and, if suitable, applicants are invited to attend in person to expand on their applications. They can then be coopted onto the Board by majority vote.

Trustee induction and training: New trustees undergo an induction to brief them on their legal obligations under charity and company law, and inform them of the content of Memorandum and Articles of Association, meetings, decision-making processes and the business plan and financial performance of the Charity.

Trustees meet with key personnel within the Charity and can meet with operational managers in order to develop an understanding of the range of activities undertaken by the Charity. Trustees are also informed of appropriate external training events where these will facilitate the undertaking of their role.

Related parties and relationships with other organisations

Details of related party relationships and transactions are disclosed in Note 10 to the financial statements.

Remuneration policy for key management personnel

The trustees consider that they and the Senior Leadership Team comprise the key management personnel of the Charity in charge of directing and controlling, running and operating the Charity on a day-to-day basis. All trustees give of their time freely, and no trustee received remuneration in the year. There were £40 trustee expenses claimed in the year ending 31st March 2025.

The pay of senior management is reviewed annually by the Board of Trustees. Trustees benchmark against pay levels of other charities of a similar size and/or delivering similar services. The benchmark is the mid-point of the range paid for similar roles.

No employees recieved benefits totalling over £60,000 in the financial year.

2025

Cloverleaf Advocacy Annual Report 2024-2025

Risk Management

The trustees have a risk management strategy which comprises a full annual review, alongside a minimum of quarterly updates of the principal risks and uncertainties that the Charity faces.

A comprehensive, high-level risk register is maintained covering the key themes recommended by the Charity Commission:

Governance
Operational
Financial
Environmental/External
Compliance

This co-exists with a detailed operational risk register which is reviewed six-weekly by the Senior Leadership Team. Heat maps and traffic light systems are used to highlight likelihood and severity of risk.

Risk mitigation is broadly managed through the establishment and implementation of policies and procedures, and systems to mitigate those risks or manage any potential impact on the Charity should those risks materialise.

The principal risks and uncertainties facing the Charity include:

Loss of income relating to tendering processes

Loss of income linked to decreasing resources available to Local Authority and ICB commissioners
Governance risks relating to financial management due to changes in government legislation, National Living Wage, pensions
Political uncertainty, including changes to social care legislation and policy, changes to local or central government

The Charity incorporates risk management into its strategic planning processes and seeks to ensure financial risks are mitigated as far as possible through:

Robust financial management policies and practices in place which are compliant with all relevant legislation and guidance.

Ensuring the submission of high-quality bids through quality service delivery and innovation, dedicated resource for tender preparations and exploration of local and national partnerships to strengthen the Cloverleaf offer.

2025

Cloverleaf Advocacy Annual Report 2024-2025

Risk Management continued...

Actively seeking to diversify funding streams and commissioning arrangements and via income generation from training and development work undertaken by the Charity.
Ensuring that the Charity is up to date with local and national policy direction concerning social care, and performs impact analysis accordingly.
Specific procedures to manage the risk of fraudulent activity including increased measures around cybersecurity.

We have also focussed attention on non-financial risks, including health and safety. We manage health and safety by working with external consultants, ensuring CHAS accreditation is up to date, having robust policies and procedures in place, and regular training for staff as needed.

We have invested in additional measures relating to cyber security, completing the Cyber Essentials Plus Accreditation and working alongside our IT contractors to ensure robust security measures are in place. This is supported by regular training for staff.

There are no significant factors likely to affect the financial performance or position going forward.

Funds held as custodian trustee on behalf of others

There are no funds held as a custodian trustee on behalf of others

2025

Cloverleaf Advocacy Annual Report 2024-2025

Statement of Responsibilities of Trustees

The trustees (who are also directors of Cloverleaf Advocacy 2000 Ltd for the purposes of company law) are responsible for preparing the trustees’ annual report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of 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 judgements and estimates that are reasonable and prudent

State whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements
Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation

The trustees are responsible for keeping proper accounting records that 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.

In so far as the trustees are aware:

There is no relevant audit information of which the charitable company’s auditors are unaware
The trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information

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

2025

Cloverleaf Advocacy Annual Report 2024-2025

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Auditors
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Slade & Cooper Ltd were re-appointed as the charitable company's auditors during the year and have expressed their willingness to continue in that capacity.

This report has been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime of the Companies Act 2006.

The trustees’ annual report has been approved by the trustees on 19th December 2025 and signed on their behalf by Dr Peter Roberts Chairperson.

Peter Roberts

Peter Roberts (Dec 19, 2025 15:22:51 GMT)

19/12/2025

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37
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2025

Cloverleaf Advocacy Annual Report 2024-2025

Independent Auditor’s Report to the Members of Cloverleaf Advocacy 2000 Ltd

Opinion

We have audited the financial statements of Cloverleaf Advocacy 2000 Ltd (the ‘charitable company’) for the year ended 31 March 2025, which comprise the Statement of Financial Activities (including the income and expenditure account), the Balance Sheet, the Statement of Cash Flows and the related notes. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (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 Auditor’s 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.

2025

Cloverleaf Advocacy Annual Report 2024-2025

Auditor’s Report Continued / ...

Other information

The trustees are responsible for the other information. The other information comprises the information included in the trustees’ annual report, other than the financial statements and our auditor’s report thereon. 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 there is a material misstatement in the financial statements or a material misstatement of the other information. 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 trustees’ report (incorporating the directors’ report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and
the trustees’ report has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of our 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 trustees’ report.

We have nothing to report in respect of the following matters in relation to which 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

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Cloverleaf Advocacy Annual Report 2024-2025

Auditor’s Report Continued / ...

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; or
the trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies’ exemptions in preparing the Trustees’ Annual Report and from the requirement to prepare a strategic report.

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 36, 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 unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s 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 an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists.

Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud is detailed below:

enquiry of management and those charged with governance around actual and potential litigation and claims.

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Cloverleaf Advocacy Annual Report 2024-2025

Auditor’s Report Continued / ...

enquiry of the charity's staff, management and those charged with governance to identify any instances of non-compliance with laws and regulations.

reviewing minutes of meetings of those charged with governance.

reviewing financial statement disclosures and testing to supporting documentation to assess compliance with applicable laws and regulations.

auditing the risk of management override of controls, including through testing journal entries and other adjustments for appropriateness, and evaluating the business rationale of significant transactions outside the normal course of business.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company’s 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 auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Christy Yun Hing Lau FCCA CTA DChA Senior Statutory Auditor for and on behalf of

Slade & Cooper Limited Statutory Auditors Beehive Mill Jersey Street Manchester

M4 6JG 24th December 2025

2025

Cloverleaf Advocacy 2000 Ltd

Statement of Financial Activities

(including Income and Expenditure account) for the 2024-25 ended 31 March 2025

Total expenditure Total funds carried forward Income from: Donations Charitable activities: Advocacy Self advocacy and involvement Information and advice Training Investments Total income Expenditure on: Charitable activities: Advocacy Self advocacy and involvement Information and advice Training Net income/(expenditure) for the year Transfer between funds Net movement in funds for the year Reconciliation of funds Total funds brought forward 7,368,502 7,460,673 1,460,258 1,552,429 10,487 5,076,725 283,591 1,973,764 7,844 16,091 4,849,137 347,916 2,151,281 112,339 Unrestricted funds £ (92,171) - (92,171) 3 4 5 6 8 Note	Restricted funds £ 28,044 153,338 125,294 104,499 76,455 - - 153,338 - - - 25,081 100,213 - 28,044 - -	Total funds 2025 £ 7,521,840 7,585,967 1,564,757 1,628,884 10,487 4,849,137 372,997 2,251,494 112,339 5,076,725 283,591 2,127,102 7,844 16,091 (64,127) - (64,127)	*5,278,909* *5,296,875* 3,072 3,282,136 279,850 1,691,228 14,020 8,603 3,273,727 300,110 1,635,813 87,225 Total funds 2024 £ (17,966) -
			1,646,850 *(17,966)*
			*1,628,884*

The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.

A full comparative SOFA is available on the last page of the financial statements.

Cloverleaf Advocacy 2000 Ltd

Company number 03790911

Balance sheet as at 31 March 2025

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Note 2025 2024
£ £ £ £
Fixed assets
Tangible assets 12 82,905 70,768
Total fixed assets 82,905 70,768
Current assets
Debtors 13 727,918 678,608
14
Cash at bank and in hand 1,222,914 1,230,532
Total current assets 1,950,832 1,909,140
Liabilities
Creditors: amounts falling (468,980) (351,024)
due in less than one year 15
Net current assets 1,481,852 1,558,116
Total assets less current liabilities 1,564,757 1,628,884
Net assets 1,564,757 1,628,884
The funds of the charity:
Restricted income funds 17 104,499 76,455
1,460,258 1,552,429
Unrestricted income funds 18
Total charity funds 1,564,757 1,628,884
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These accounts are prepared in accordance with the special provisions of part 15 of the Companies Act 2006 relating to small companies and constitute the annual accounts required by the Companies Act 2006 and are for circulation to members of the company.

The notes on pages 45 to 59 form part of these accounts. Approved by the trustees on 19/12/2025 and signed on their behalf by:

Peter Roberts

Peter Roberts (Dec 19, 2025 15:26:19 GMT)

Peter Roberts (Chairman) Nick Whittingham (Trustee)

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19/12/2025

Cloverleaf Advocacy 2000 Ltd

Statement of Cash Flows

for the 2024-25 ending 31 March 2025

	Note	2025	2024
		£	£
Cash provided by/(used in) operating activities	21	32,242	*(50,363)*
Cash flows from investing activities:
Interest		16,091	8,603
Purchase of tangible fixed assets		(55,951)	(64,537)
Cash provided by/(used in) investing activities		(39,860)	*(55,934)*
Increase/(decrease) in cash and cash equivalents in
the year		(7,618)	(106,297)
Cash and cash equivalents at the beginning of the		1,230,532	1,336,829
year
Cash and cash equivalents at the end of the year		1,222,914	*1,230,532*

Cloverleaf Advocacy 2000 Ltd Notes to the accounts for the 2024-25 ended 31 March 2025

1 Accounting policies

The principal accounting policies adopted, judgments and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

a Basis of preparation

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), second edition - 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 and UK Generally Accepted Accounting Practice.

Cloverleaf Advocacy 2000 Ltd meets the definition of a public benefit entity under FRS102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note.

b Preparation of the accounts on a going concern basis

The trustees have considered the company's ability to continue as a going concern and are satisfied after communications with funders in relation to Procurement Policy Note PPN 02/20 that are no material uncertainties.

The trustees consider that there are no other material uncertainties about the charitable company's ability to continue as a going concern. There have been no key judgments which trustees have made which have a significant effect on the accounts.

The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amount of assets and liabilities within the next reporting period.

c Income

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

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

Income received in advance of a provision of a specified service is deferred until the criteria for income recognition are met.

d Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the Bank.

Cloverleaf Advocacy 2000 Ltd

Notes to the accounts for the 2024-25 ended 31 March 2025 (continued)

e Fund accounting

Unrestricted funds are available to spend on activities that further any of the purposes of charity. Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose.

Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity’s work or for specific projects being undertaken by the charity.

The charity currently has no designated funds.

f Expenditure and irrecoverable VAT

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

The charity does not have any cost of raising funds.
Expenditure on charitable activities includes is allocated on an activity basis and includes the costs of delivering services and other training activities undertaken to further the purposes of the charity and their associated support costs.
Other expenditure represents those items not falling into any other heading.

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

g

Allocation of support costs

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include back office costs, finance, personnel, payroll and governance costs which support the charity's programmes and activities. These costs have been allocated between the different charitable activities. The bases on which support costs have been allocated are set out in note 7.

h Operating leases

Operating leases are leases in which the title to the assets, and the risks and rewards of ownership, remain with the lessor. Rental charges are charged on a straight line basis over the term of the lease.

i Tangible fixed assets

Individual fixed assets costing £500 or more are capitalised at cost and are depreciated over their estimated useful economic lives on a straight line basis as follows:

IT equipment 33% Office fixtures and equipment 17%

j Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

Cloverleaf Advocacy 2000 Ltd

Notes to the accounts for the 2024-25 ended 31 March 2025 (continued)

k Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

l Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

m Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

n

Pensions

Employees of the charity are entitled to join a defined contribution ‘money purchase’ scheme. The charity’s contribution is restricted to the contributions disclosed in note 9. There were outstanding contributions of £29,378 at the year end (2024: £20,284). The costs of the defined contribution scheme are allocated to the funds of the charity using the methodology set out in note 7.

2 Legal status of the charity

The charity is a company limited by guarantee registered in England and Wales and has no share capital. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. The registered office address is disclosed on page 4.

3 Income from donations Current reporting period

Total Donations Previous reporting period Donations Total	10,487 Unrestricted £ 3,072 Unrestricted £ 10,487 3,072	Restricted £ - Restricted £ - - -	10,487 Total 2024 £ Total 2025 £ 10,487 3,072 3,072

Cloverleaf Advocacy 2000 Ltd

Notes to the accounts for the 2024-25 ended 31 March 2025 (continued)

4 Total Subtotal for training Subtotal for Advocacy Self advocacy and involvement Income from grants/contracts Other income Subtotal for Information and advice Income from charitable activities Current reporting period Subtotal for Self advocacy and involvement Advocacy Income from grants/contracts Other income Information and advice Income from grants/contracts Other income Training Income from grants/contracts Other income	5,076,725 1,973,764 7,341,924 1,971,718 2,046 7,844 283,591 282,774 817 7,835 9 Unrestricted £ 5,064,707 12,018	153,338 153,338 Restricted £ - - - - 153,338 - - - - - -	5,076,725 2,127,102 2,125,056 2,046 7,844 283,591 282,774 817 7,835 9 Total 2025 £ 5,064,707 12,018
			7,495,262

Cloverleaf Advocacy 2000 Ltd Notes to the accounts for the 2024-25 ended 31 March 2025 (continued)

4 Income from charitable activities Previous reporting period

5 Total Subtotal for training Income from bank deposits Income from bank deposits Investment income Current reporting period Previous reporting period Subtotal for Advocacy Self advocacy and involvement Income from grants/contracts Other income Subtotal for Information and advice Training Income from grants/contracts Other income Subtotal for Self advocacy and involvement Information and advice Income from grants/contracts Other income Advocacy Income from grants/contracts Other income	3,282,136 1,630,690 5,174,304 1,623,810 6,880 14,020 16,091 247,458 247,373 85 13,999 21 Unrestricted £ 3,271,112 11,024 Unrestricted £ 16,091 Unrestricted £ 8,603 8,603	32,392 60,538 92,930 Restricted £ - - 32,392 - 60,538 - - - Restricted £ - Restricted £ - - - - -	3,282,136 1,691,228 5,267,234 1,684,348 6,880 2024 £ 14,020 2025 £ 16,091 16,091 279,850 279,765 85 13,999 21 Total 2024 £ 3,271,112 11,024 8,603 8,603

Cloverleaf Advocacy 2000 Ltd Notes to the accounts for the 2024-25 ended 31 March 2025 (continued)

6 Analysis of expenditure on charitable activities

Current reporting period

	Advocacy £	Self advocacy and involvement £	Information and advice £	Training £	Total 2025 £
Salaries and wages	3,599,608	241,732	1,566,545	73,562	5,481,447
Other staff costs	201,941	14,769	59,905	3,458	280,073
Volunteer and group	6,328	30,865	48,252	4	85,449
Office costs	60,622	12,549	66,413	342	139,926
Premises costs	27,484	1,443	42,909	-	71,836
Legal and professional Governance costs	41,609	12,445	25,701	19,342	99,097
(see note 7)	4,481	287	2,172	78	7,018
Support costs (see note 7)	907,064	58,907	439,597	15,553	1,421,121
	4,849,137	372,997	2,251,494	112,339	7,585,967

Previous reporting period

Salaries and wages Other staff costs Volunteer and group Office costs Premises costs Legal and professional Governance costs (see note 7) Support costs (see note 7) 3,273,727 2,345,271 137,974 2,378 28,237 16,703 15,343 4,922 722,899 Advocacy £ otal restricted expenditure otal unrestricted expenditure	300,110 Self advocacy and involvement £ 191,223 16,204 21,858 1,861 1,091 6,214 417 61,242	1,635,813 Information and advice £ 1,049,286 64,733 44,239 31,405 38,380 61,154 2,344 344,272	2025 £ 87,225 Training £ 52,377 1,035 24 475 90 17,951 103 15,170 125,294 7,460,673	2024 £ 5,296,875 Total 2024 £ 3,638,157 219,946 68,499 61,978 56,264 100,662 7,786 1,143,583 55,482 5,241,393

Total restricted expenditure Total unrestricted expenditure

7,585,967 5,296,875

Cloverleaf Advocacy 2000 Ltd Notes to the accounts for the 2024-25 ended 31 March 2025 (continued)

7 Analysis of governance and support costs

	Current reporting period	Basis of	Support	Governance	Total 2025
		apportionment	£	£	£
	Trustee expenses and related costs	Direct costs	-	248	248
	Staff costs	Direct costs	829,993	-	829,993
	Office costs	Direct costs	467,275	-	467,275
	Audit fees	Direct costs	-	6,770	6,770
	Legal and professional	Direct costs	123,853	-	123,853
			1,421,121	7,018	1,428,139
		Basis of	Support	Governance	Total 2024
	Previous reporting period	apportionment	£	£	£
	Staff costs	Direct costs	687,511	-	687,511
	Office costs	Direct costs	327,214	-	327,214
	Audit fees	Direct costs	-	7,786	7,786
	Accountancy services	Direct costs	-	1,750	1,750
	Legal and professional	Direct costs	127,108	-	127,108
			1,141,833	9,536	1,151,369
8	Net income/(expenditure) for the year
	This is stated after charging/(crediting):		2025	2024
			£	£
	Depreciation
	Operating lease rentals:		43,814	40,610
	Property Other		9,875 151	18,500 2,223
	Auditor's remuneration - audit fees		6,770	7,786

Cloverleaf Advocacy 2000 Ltd Notes to the accounts for the 2024-25 ended 31 March 2025 (continued)

9 Staff costs Staff costs during the year were as follows:

	2025	2024
	£	£
Wages and salaries	5,687,657	3,966,743
Social security costs	443,491	256,431
Pension costs	180,292	102,494
	6,311,440	4,325,668
Allocated as follows:
Charitable activities	5,481,447	3,638,157
Support costs	829,993	687,511
	6,311,440	4,325,668

No employees has employee benefits in excess of £60,000 (2024: Nil).

The average number of staff employed during the period was 281 (2024: 184). The average full time equivalent number of staff employed during the period was 210 (2024: 152).

The Key Management Personnel of the charity comprise the Trustees and the Senior Management Team. The total employee benefits of the key management personnel of the charity were £312,832 (2024: £252,513).

10 Trustee remuneration and expenses, and related party transactions

One (2024: One) member of the management committee received reimbursed expenses of £40 during the year (2024: £90). Neither the management committee nor any persons connected with them received any remuneration during the year (2024: Nil).

Two (2024:no) members of the management committee received travel and subsistence expenses of £200 during the year (2024:£nil).

There are no donations from related parties which are outside the normal course of business and no restricted donations from related parties.

No trustee or other person related to the charity had any personal interest in any contract or transaction entered into by the charity, including guarantees, during the year (2024: nil).

Nicholas Whittingham, a trustee of Cloverleaf, is also a trustee of Healthwatch Kirklees. During the year, Cloverleaf paid £17,462 to Healthwatch Kirklees in respect of subcontracted advocacy services. Nicholas Whittingham was not involved in the decision-making process relating to this transaction, which was undertaken in the ordinary course of business for both charities.

Cloverleaf Advocacy 2000 Ltd Notes to the accounts for the 2024-25 ended 31 March 2025 (continued)

11 Corporation tax

The charity is exempt from tax on income and gains falling within Chapter 3 of Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects. No tax charges have arisen in the charity.

Cloverleaf Advocacy 2000 Ltd Notes to the accounts for the 2024-25 ended 31 March 2025 (continued)

12 Fixed assets: tangible assets

14 13 Debtors Cost At 1 April 2024 Additions Disposals At 31 March 2024 At 31 March 2025 Net book value At 31 March 2025 At 31 March 2025 Depreciation At 1 April 2024 Charge for the year Disposals Short term deposits Cash at bank and on hand Cash at bank and in hand Trade debtors Other debtors Prepayments and accrued income 70,768 82,905 344,762 261,857 Computer equipment £ 361,311 55,951 (72,500) 290,543 43,814 (72,500)	15,146 15,146 2025 £ 697,080 4,625 26,213 727,918 2025 £ 277,665 945,249 15,146 - - Office equipment £ 15,146 - - - - 1,222,914	70,768 2024 £ 644,534 4,625 29,449 678,608 2024 £ 267,256 963,276 82,905 359,908 277,003 Total £ 376,457 55,951 (72,500) 305,689 43,814 (72,500) 1,230,532

Cloverleaf Advocacy 2000 Ltd Notes to the accounts for the 2024-25 ended 31 March 2025 (continued)

15 Creditors: amounts falling due within one year

Creditors: amounts falling due within one year
	2025	2024
	£	£
Trade creditors	163,083	63,625
Short term compensated absences (holiday pay)	15,000	11,075
Other creditors and accruals	43,228	29,967
Income received in advance	149,773	149,773
Deferred income	-	23,612
Taxation and social security costs	97,896	72,972
	468,980	351,024
Deferred income
	2025	2024
	£	£
Deferred grant brought forward	23,612	66,250
Grant received	-	23,612
Released to income from charitable activities	(23,612)	(66,250)
Deferred grant carried forward	-	23,612

16 Deferred income

Cloverleaf Advocacy 2000 Ltd Notes to the accounts for the 2024-25 ended 31 March 2025 (continued)

17 Analysis of movements in restricted funds

Total Total 34,536 41,919 76,455 39,007 Information and advice Living Well Happy Healthy Relationships Other 7,104 34,815 - 39,007 Information and advice Living Well Happy Healthy Relationships - - Previous reporting period Balance at 1 April 2023 £ Self advocacy and involvement Young Leaders 39,007 Current reporting period Balance at 1 April 2024 £ Self advocacy and involvement Young Leaders 34,536 -	Income £ 25,221 82,957 45,160 Income £ 32,392 32,392 24,523 36,015 60,538 92,930 153,338 153,338 - -	Expenditure £ (25,081) (25,081) (15,396) (57,656) (27,161) Expenditure £ (36,863) (36,863) (18,619) (55,482) (100,213) (125,294) (17,419) (1,200)	Transfers £ - - - - Transfers £ - - - - - - - - -	9,455 16,929 60,116 17,999 95,044 34,536 7,104 34,815 41,919 76,455 104,499 Balance at 31 March 2025 £ Balance at 31 March 2024 £ 34,536 9,455

Cloverleaf Advocacy 2000 Ltd Notes to the accounts for the 2024-25 ended 31 March 2025 (continued)

18 Analysis of movement in unrestricted funds

Total Total General fund Previous reporting period Tangible fixed assets Net current assets/(liabilities) Tangible fixed assets Net current assets/(liabilities) 1,552,429 1,607,843 Previous reporting period Balance at 1 April 2023 £ 1,607,843 19 Analysis of net assets between funds Current reporting period Current reporting period Balance at 1 April 2024 £ General fund 1,552,429	Income £ 7,368,502 7,368,502 Income £ 5,185,979 5,185,979 1,460,258 1,552,429 General fund £ 82,905 1,377,353 General fund £ 70,768 1,481,661	Designated funds £ - - Designated funds £ - - Expenditure £ (7,460,673) (7,460,673) Expenditure £ (5,241,393) (5,241,393) - -	76,455 104,499 Transfers £ - Transfers £ - Restricted funds £ - 104,499 Restricted funds £ - 76,455 - -	1,460,258 1,552,429 1,564,757 1,628,884 Total £ 82,905 1,481,852 Total £ 70,768 1,558,116 As at 31 March 2025 £ 1,460,258 As at 31 March 2024 £ 1,552,429

Cloverleaf Advocacy 2000 Ltd Notes to the accounts for the 2024-25 ended 31 March 2025 (continued)

20 Operating lease commitments

The charity's total future minimum lease payments under non-cancellable operating leases is as follows for each of the following periods:

	Property			Equipment
	2025	2024	2025		2024
	£	£	£		£
Less than one year	18,250	4,625		-	151
One to five years	103,500	-		-		-
Over five years	-	-		-		-
	121,750	4,625		-	151

21 Reconciliation of net movement in funds to net cash flow from operating activities

Net cash provided by/(used in) operating activities Net income/(expenditure) for the year Adjustments for: Depreciation charge Bank interest Decrease/(increase) in debtors Increase/(decrease) in creditors	32,242 2025 £ (64,127)) 117,956 43,814 (16,091) (49,310)	2024 £ (17,966) (8,603) (37,798) (26,606) 40,610
		(50,363)

Cloverleaf Advocacy 2000 Ltd Notes to the accounts for the 2024-25 ended 31 March 2025 (continued)

22 Prior year Statement of Financial Activities (including Income and Expenditure account)

Total expenditure Total funds carried forward Net income/(expenditure) for the year Transfer between funds Income from: Donations Advocacy Self advocacy and involvement Information and advice Training Investments Total income Net movement in funds for the year Reconciliation of funds Total funds brought forward Note 3 4 5 6 8 Charitable activities: Expenditure on: Advocacy Self advocacy and involvement Information and advice Training Charitable activities:	5,185,979 5,241,393 1,552,429 1,607,843 3,273,727 263,247 1,617,194 87,225 3,072 3,282,136 247,458 1,630,690 14,020 (55,414) - (55,414) Unrestricted funds £ 8,603	92,930 55,482 37,448 76,455 39,007 - 32,392 60,538 - - 36,863 18,619 - 37,448 - Restricted funds £ - -	5,278,909 5,296,875 1,628,884 1,646,850 3,273,727 300,110 1,635,813 87,225 3,072 3,282,136 279,850 1,691,228 14,020 (17,966) - (17,966) Total funds 2024 £ 8,603	*4,248,514* 3,101,127 245,097 966,624 58,981 8,321 2,973,987 273,004 970,036 20,671 Total funds 2023 £ 2,495
				*4,371,829*
				(123,315) -
				1,770,165 *(123,315)*
				*1,646,850*

The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.

[ J Cloverleaf

Contents

Introduction

Charity Details

Trustees

Key Management Personnel

Bankers

Auditors

Chairman’s Statement Key messages

Dr Peter Roberts

CEO’s Statement

Suzi Henderson

Values and Objectives

Charitable Objectives

Family of services

What we do

Advocacy

What we do

Advocacy (continued)

What we do

Self-Advocacy and Involvement

Information and advice

Training

Where we work

IMHA

David’s Story

How we’ve helped

Outcome

Care Act Advocacy

Leon’s Story

How we’ve helped

Outcome

NHS Complaints

Mrs. Jones’ Story

How we’ve helped

Outcome

Outcome

IMCA

Alan’s story

How we’ve helped

Outcome

Carers

James’ story

How we’ve helped

Outcome

Autism Peer Support

Oliver’s story

How we’ve helped

Outcome

Lead the Way

Amal and Fatima’s story

How we’ve helped

Outcome

Self Advocacy

People’s Panel

Public Benefit

Volunteering

How we measure success

Number of people we have supported

What We’ve Achieved

Strong Sound Governance and Compliance

Outstanding services

What We’ve Achieved

Financially Secure and Diverse

Be a Trusted Voice

Outstanding People

Equitable, Accessible and Fair

What We’ve Achieved

Be Heard Self Advocacy Conference

Feedback

What people have said about our services

Social value

Examples of our social impact in the last year include:

Financial review

Financial Review

Reserves Policy

Our plans for the future

Outstanding Services

Strong Sound Governance and Compliance

Outstanding People