Company registration number: 04629036 Charity number:1098118 The Hardman Trust (A company limited by guarantee) Annual Report and Financial Statements for the yeor ended 31" March 2024 ����  ��� ���  ����� �  � �   � �� � � � � � ����� ���� � � � � � � � ��������� !   �"#   ��� � � � � � � �� $  ��%  � �� � � � � � ������� & �$� � � � � � � � � � �� ' ���%  �$   � � � � � � ��(���� ) ) ) ) ) ) ) ) ) ) ) The Hardman Trust The Report of the Trustees for the year ended 31 Morch 2024 Reference and Administrotive Detoils Charity Registration Number 1098118 Company Registration Number 04629036 The charity is incorporated in England. Registered Office 7 Bell Yard, London. WC2A 2JR Accountants Oak Accounting Ltd 27 Bascott Road,Wallisdown, Bournemouth,Dorset BHII 8RJ Introduction The Trustees present their annual report and accounts for the year ended 31st March 2024. The Board of Trustees is satisfied with the performance of the chority during the year ond with its position as of 31st March 2024. The Board considers the charity well-placed to continue its activities during the coming year, and that the charitys assets are adequate to fulfil its obligations. Name, registered office and constitution of the charity Date of formation: 14 November1994 The legal registration details during Ist April 2023- 31st March 2024 were: The Principal Office. 7 Bell Yard, London, England, WC2A 2JR Charity Registration Number.1098118. Please note, the charity's previous registration number was 1042715. This was changed following a merger with Prisoners, Penfriends. Company number. 04629036 The Trust's Purpose. Vlslon and Mlsslon Our Purpose We support people on long sentences to take their next steps in life so they benefit, their families benefit and the wider community benefits too. Our Vision A future where everyone can achieve their potential within and beyond prison Our Mission Specialising in the unique needs of people on long sentences, we provide tailored practical and financial support to help people find belonging, move into work or training, and reach their personal goals. Objectives and Activities ol the Charity A summary of the objects of the charity as set out in its governing document, and a description of its activities. Our objects To promote the relief and rehabilitation of people in prison and anyone who has received o criminal sentence. Our history The Hardman Trust was founded in1994 by Lt Col The Revd Guy Armstrong OBE, a prison chaplain at HMP Parkhurst on the Isle of Wight. The Trust was named after Governor David Hardman of Parkhurst Prison (formerly Royal Navy), who died just before the Trust was founded. A Butler Trust award winner, Guy Armstrong wanted to support people serving long sentences, facing particular challenges in preparing for life upon release. Our actlvitles Thirty years later, the Hardmon Trust continues to focus on the needs of people on long sentences through the provision of practical and financial support, helping each person to take their next steps in life. Our work focuses on people who ore serving ten years or more in England, Wales and Scotlond. Over the past year, we have worked on achieving the objectives set out in our strategic plan. Our focus has been on developing the way we offer financial support to people leaving prison," by piloting a programme of enhanced one-to-one support for people on long term sentences preparing for their release, developing our directory of support seNices for prison-leavers and merging with a penfriends letter-writing charity, offering prolonged contact and emotional support during long sentences. We are on track against the milestones set out in the first year of the strategy. and are looking ahead to the ambitions set out for the next12 months. One of the key changes has been transitioning away from'awards. for prison-leavers, towards financial grants and a broader package of support. This shift reflects the current needs of people on long sentences, following feedback gained during our strategic review, and is in line with our oim of providing more support to people on long sentences both before and after their release from prison.. By providing grants, we are able to support people leaving prison to overcome a range of challenges, and move towards achieving their post-prison goals. By adding a broader package of support such as regular letter-writing to and from one of our volunteers, we are able to build a relationship with individuals, tailor our work to their particular needs, and build a more relational rather than one-off transactional approach to our work. Our brooder pockoge enobles us to not only offer practical support to individuals but also promotes a positive approach towards mental health and wellbeing whilst encouraging us to build a positive relationship with the people we support. We continue to produce the Hardman Directory and distribute this across prisons. This year, we launched an updated digital version of the directory (available on prison platforms and on our website), and are developing new products and resources. including a 'how to. guide and related workbook, aimed ot providing practicol support to people as they move bock into the community. These resources are also available to families as well as probation staff and Approved Premises. an Perf rm Our work 346 Over the past year we supported 346 people in prisons across England. Scotland, and Wale& > We 8UpF￿rt8d 174 P*8 on br#J-temi sentences (up9% Irom la•tywY) peo* redeved support through our penfriend scheme (up 6% from la*t y•(Y) Over the past year we supported 346 people in prisons across Englond, Scotlond ond Wales. We supported174 people on long term sentences with financial support as they left prison (up 9Y. from last year), and we supported an additional 172 people throughout their time in prison with letter-writing support, reducing loneliness and enhancing connection (up 6°A from last year). Grants Our focus this year was to change the way we offer financial support to people leaving prison. Moving away from'awards. which were based on nominations by prison staff, we switched our approach to a grants scheme. The grants scheme means people can apply for the financial assistance that would make a real difference to their lives after prison. This is both empowering for the applicants and renders our offer more inclusive. We changed our criteria for financial grants to focus on people serving10 years or more, reflecting the increased length of custodial sentences. We are now focusing on fairness. being more transparent about our criteria and how to access support. We increased the size of our grants (now up to maximum £1,500) in response to the cost of living crisis and the rising costs of tools, courses and programmes. We broadened our delivery sites. now working with Cat C and Cot D prisons. We issued £163,404 in financiol support to individuals, an increase of 24Yo on lost year. These funds covered the cost of training and educational courses, tools and equipment for work, or items that supported wellbeing. All these funds were used to help people resettle after prison or to improve the purposeful use of time while still in prison. 32 22 7 16 15 32 pwplo 22 POOF48 trained to b￿Orn8 traned to enter HGV drlvgrs tho Construct industry 7 people in IT skill 18 pooplo 8UPPOrted with trad0-l￿Sed 15 pwilo trained to entor tha rallway industy of people said the supwrt of The Hardman Trust helped them achieve th9ir goals 99/. 90/. of people found work (515% employed, 37.5% self employed) 51% completed training or educ(rtional courses -support from The Hardman Trust has increased my employment opportunities significantly. A further 35% are currentty completing their training I gdLuitional ¢QUTSgS 35°A 11 started volunteeriTrJ 100/. ore satisfied wtth the support they received have improved confidence 97/. 100/. are rr￿ optimistic about the future 87/. hove Improved wellbelng and mental health 100/. hcwe an imyoved sense of independence -It improved my confidence and my famiL￿S confidence in my abilities. Support from The Hardman Trust gave me a career Mindset and a positive oudook on the fvture.- Support programme We know that financial support helps a Ioc but the people we work with tell us they need more. They have asked for help in planning and preparing for their release, and support when back in the community to stay on track. Understanding that people on long sentences face unique challenges and barriers, they asked for this support to be tailored to their particular needs and circumstances.. In 2023, we were awarded multi-year funding to develop and pilot a service that is designed to meet these needs. We're piloting this programme in London, and our aim is to'test and learn, what works, to enable us to replicate this in prisons across the UK. Progress this year. We recruited a Programme Development and Delivery Manager to lead this work. We set up partnerships with five prisons across London - of varying types, security category and location- to pilot the programme HMP Standford Hill - Cat D HMP Belmarsh - Cat A HMP Downview- Female HMP Mount- Cat c HMP Ford- Cat D We held initial focus groups and information gathering sessions, set up referral pathways, conducted research to shape the pilot, and explored different programme delivery models. We're investing time in setting up the systems and processes we need to make the programme a success, with new policies and ways of working for the organisation. This work is timely. With prisons reaching full capacity, the new Labour government has committed to an early release scheme, with thousands of people in prison due to be released having served only 40% of their sentence in custody rather than 50Y.. This increases the importance of support in planning for life after prison and places an emphasis on support in the community for people to experience a positive resettlement journey. We now have'boots on the ground, in each of our partner prisons, and we are excited to see the programme coming to life after these initial months of planning and preparation. We look forward to sharing the outcomes of this work in our report next year. Hardman Directory. and other new products Because leaving prison can be daunting. with a lack of information on the help available, each year we create and distribute The Hardman Directory. This resource is used by people in prison and partner agencies to help connect people to the support seNices, information and knowledge they need. The Directory includes agencies that provide funding to individuals, mentoring schemes, employment help and support services. It helps people to plan for their life after prison and consider the steps they need to take. We send copies to every prison in the UK, and in March we launched our improved digitol version to help people in prison ond the community find the specialist support they need. The digital Directory can be accessed through The Hardman Trusfs website and is also available within prisons via the'virtual Campus,, an accessible educational platform for those in prison in England and Wales without internet access. Progress this year. We sent1,350 Directories to prisons in the UK We sent 740 additional Directories to people in the community We feotured 200 specialist support agencies in the Directory We lounched our new di ital director We commenced work on two new products.. A'how to. guide, with advice on how to navigate life after prison o A'workbook. to be completed by people as they plan for their life after prison. Prlsoners. Penfrlends We ore pleased to hove completed our merger with Prisoners. Penfriends. By joining our organisations together. we can now do more to support people in prison throughout all stages of their sentence, notjust at the point of release. Our penfriends programme provides a vital lifeline for individuals experiencing the isolating effects of prison life. By matching individuals with dedicated volunteers, we offer a source of companionship, hope, and external support. The increasing length of prison sentences hos led to an increase in feelings of isolation and disconnection from others. Our programme directly addresses these challenges. Through our carefully managed scheme, dedicated volunteers from the UK engage in non-judgmental, supportive correspondence with prisoners. These letters can continue over several years, with some people still writing to each other after a decade or more. This year. we have continued to increase awareness of our penfriends scheme across the prison estate and have successfully recruited new volunteers to meet the growing demand for the service. -In these past years. you've walked with me through my sentence. celebrated my successes, comforted, calmed. lifted. and sustained my very existence." 172 people Overl.500 74 prisons 20 people in prison received letters from volunteers letters were exchangad in England now run the penfriend progromme and this number is growtng released into the community continue to writa to their penfriends 10 Fundralslng This year we continued with our strategy to grow our income through multi-year funding commitments and larger grant awards to increase the financial stability of the organisation. This has been successful, with an increase in income from £266,202 in 2021122 to £394,204 in 2022123 (a 33°A increase), to £492 423 in 2023124 reflecting a 25Yo increase in income year on year. Our continued focus will be on diversitying and stobilising our income to enoble us to deliver on our strategic priorities. This will involve growing individual giving, corporate sponsorship, sales of the Hardman Directory, and building on the support we gratefully receive from trusts and foundations. The Trustees wish to record their thanks to all donors without whose contributions the Trust's work would simply not be possible. Trustee and Volunteer Involvement The Trust Board comprises10 Trustees. The Trust would like to record its thanks to all Trustees for their contributions, and to our Patron, Lord Wilson of Culworth, for his kind encouragement and support. We were delighted to welcome to the Board this year three new Trustees.. Melanie Essex; Perry Sutherland; and Cathal Cunningham (who is also our new Treasurer) We bid a fond farewell and grateful thanks to.. Prue Keeley- Graham Jones; Jamie Bennett; and John Holmes (previously our Treasurer The Trust also benefits hugely from the time given by carefully selected volunteers who visit people on long sentences in prisons in England, Wales and Scotland throughout the year. We currently have 76 active volunteers visiting people across 32 prisons, and work in partnership with 158 prison support leads who volunteer their time to the cause. into the organisation with a mixture of professional and lived experience. We would like to thank all our volunteers for their ongoing supporL enthusiasm and commitment to The Hardman Trust's work. 11 Showcase 2023 On October 24th 2021 The Hardman TnAt hosted its first Showcase event a celebration of the remarkable ioumey3 of our ser¥ice users and the launch of our2023-2026 Strategic Plarl The event was a powerful platrorm for individuals to Share their exF)erience8 of overcoming challonges after Pri80￿ (xxl ther ospiratlons for tha future. We sincerety thank everyone who supportad our evenL aspeclalty Goldsmlth¥ HalL for hostlng and •48ryon• who kindly sharad thoir stori6s of resilienc We heard from several p8ople bravety shared thelr rasettlementJoumoyS. Inspiring atterKleo$ with thoir resili8nce and d8termination. Th8 event also featured an energising exercise sessN)n led by LJ nander3 from Cell WorkouL highlighting the importarK% of physical and m8ntal wellbeing in roh(knilitatio And there v￿8 a conversation between our Chaif of Trusteas Alexandra Marks CBE and our 8st8amad Patrory Lord Nlcholas Wllson. 12 Sam's Story Sam faced a long sentence of16 years in prison. The initiol period wos chollenging os he adjusted to a new and often complex environment Despite struggles adapting Sam chose a poth of self-developmenL He octively participated in thè courses and opportunitios available to him. Sam is proud to hove become a peer mentor, supporting others in prison. "Nowlampart of the team" Nearing release, Sam prioritis8d employment to build routine ond stabilty- The Hardman Trust supported him in planning for his release and identitying his goals in lrfe. His focus and the skills acquired during his sentence prepared him for o career in construction. He had been offered a job wth tho construction firm he was on plocementwith, but he needed t¢)ols. He worried that without them, he would not be able to a￿ept the job offor. Tho Hordman Trust provided the linoncial support to purchase the necessory tools so he could work. Som said.. "Borrowing tools trom others was demoralising. it made me stand out from my colleagues. But now l am part of the team." -coming out of the gate and having employment has glven me routlne and helped me make posltive declsions about my future.- Today, Sam thrwas os a construction suporvisor, taking pride in being a valued team membei. He plans to further his education and enjoys spending time with his fomily, who are immènsely proud of his ochievements. The Hardman Trust's support boosted his confidence ond empowered him to fi.nd a fulfi"Iling career patN reconnecting him with his loved onos. 13 Behind the scenes Next steps We successfully Comp￿ted the first year of our strategic plan, meeting all of our year-one objectwes. Our focus for the first year was to update how we offer financial support to individuols, commencework on our support programme. and update The Hardman Directory. Behind the scenes, we wanted to develop our organisational capacity, become a respected voice on issues reloted to long sentences, develop our fundraising approacli and embed new systems and processes that enhance our work. As wo movo Into tho socond yoor of our strategic our Iocug is t Contlnue to pllot our 8UPFX)rt programme in Londory tuming wlKrt we learn into a programme that can be replicated across prlson 8St(rt8. Pli ot a nwl approach to worhing wilh womon m long sontonco& Expand our grants programme to all Category C and D Fyisons across Ervabon Woles or)d Scotlon(I to ensure everyone on a long sentence fmls access to the fmancial support availablo to thgrYL Progfesg this yeor. We expanded our stoff tean wlth new roles to help meet our strategic aims Expand our penfriends programme to all prisons ocross the UK creating a sen9e of conn8ctlon for p8opI8 at all stag8S Ot thelr time in priso We updated our Intemal system$ ond procassas, wlth on In￿stM￿nt In our database and financlal reportlng software Launch rnjr now Hordman DSroctOry, How- To GuKle. armd Workbook to support people in taking their next steps in lite after prison. Ir￿reasO awareness of all our progrommas and seNice4 and hove a louder voice on i$8uo$ related to long Sontences. Implement a new monitoriry arKI evaluation framework to demonstr(rte t￿ outcomes and Impact of all our programme& We raised our voice on issues related to long $entencè$, leadlng roundtabl• discusgions vAth MPS Lords. sector partners. and regearchers on sentencing prlson educotlon, Y￿ettlemen( and mental health Dovelop our aPPr￿Ch to voluntèèrlng with c&￿Ter roles. training ond onboardirva We developed our approaeh to fundraising increasing our income by 41X on last year Embed ow new staff team and develop Continue to lea￿ develop and grow as a charity. 14 Plans for future periods Strategic plan We entered 2023 with a three year strategic plan. which focuses on the following four areas.. Reviewing the way we offer financial support to people leaving prison ofter long sentences In 2024125 our focus will be to continue to develop and refine this, with a specific focus on the needs of women. We will continue to use data and feedback from people in prison to ensure our approach meets the changing needs of people in prison today. Developing our pre and post release support offer In 2024125 our focus will be on building on our post-release support and devising and delivering a new pre-release support offer. We will continue to pilot this work in London, and begin to consider how best to scale this work to other prisons across the UK. Developing new products and services In 2024125 the focus will be on the development of new products, such as a 'How to, Guide and Workbook to support people with their release from prison, and maintaining the Hardman Directory in both hard copy and digital formats to ensure it is up to date and relevant to prisoner needs. Raising our voice on issues related to long sentences, to influence policy and practice. In 2024125 the focus will be on having a public voice on issues related to long sentences (including IPPS). influencing policy, and raising our profile at sector events. More details can be found in our Supporting factors To support our work during this period, we will be investing time in: Income generotion: We have ambition to reach more people and offer broader support. This comes at a cost. We will therefore continue our income generation strategy to ensure we have sustainable income to both and expand our work to meet the growing need. We will continue to work with Trusts & Foundations and will grow our work with corporate sponsors and commercial income. People and culturff. We will ensure The Hardmon Trust attracts and retains a staff and volunteer team that are encouraged and able to work towards our shared vision and mission, working in a positive culture that supports 15 our organisational values. We will revamp our approach to volunteer recruitment, training and development ensuring volunteers have a positive and consistent experience of volunteering at The Hardman Trust. Brand awareness and communication: We will tell our story to more people and raise awareness of the work we do. Systems and processes: we will continue to update and improve our ways of working, to ensure we are effective, efficient and provide value for money. We will continue to update our CRM to ensure we are able to track the impact of our work, and provide the most tailored support to those we are here to help. structure, Governance and Management Nature of the Governing Document and Constitution of the Charity The Trust was formerly an unincorporated charity, governed by a Trust Deed dated 14th November 1994., Following a Deed of Variation in 2021, we were enabled to grow our board to twelve trustees. from a former limit of nine. As the organisation grows in size. the Board agreed to transition to an incorporated entlty. This has been achieved through the merger with Prisoners, Penfriends. In terms of decision-making, strategic and other major decisions are made at Board meetings held four-times a year. The day-to-day running of the Trust is the responsibility of a Chief Executive who is answerable to the Trustees. The Chief Executive has regular contact throughout the year with the Chair, the Treasurer and other Trustees with specific expertise to discuss broader strategy as well as various aspects of the daily operations of the Trust. The Chief Executive is supported by a senior leadership team comprising the Head of Service Delivery, Fundraising and Partnerships Manager. and Finance Manager. The Board hos the following subcommittees, oll populated by Trustees ond serviced by relevant staff members: Remuneration subcommittee Finance ond Income Generotion subcommittee Nominations subcommittee Management of risk A review of potential risks takes place on a regular basis at Board meetings. The Trustees and staff team identify and review the major risks to which they feel the Trust is exposed and have systems in place to mitigate those risks. The methods odopted for the recruitment ond appointment of new Trustees We recruit new Trustees by advertising the vacancies to ensure openness, 16 inclusion and a wide range of applicants.. The Nominations Committee sifts applications, shortlists, interviews applicants, and then presents its recommendations to the Boord. The existing Trustees consider. and make, the appointment(s). The Chair of Trustees and the Chief Executive ore responsible for the induction of new Trustees and will ensure they are familiar with their responsibilities as Trustees and with the ethos and the operotion of the chority. Every new Trustee is provided with o Trustee pock which includes o copy of the governing documents and the minutes of the lost two Board meetings along with a copy of the most recently independently examined accounts. Each new Trustee is signposted to the online version of the Charity Commission's publication, 'The Essential Trustee; What You Need to Know. The Trust periodically undertakes a Board-skills audit the purpose of which is to identify any gaps in Board expertise and to help the Nominations Committee profile suitable candidates for future appointment. Publlc Beneflt statement The Trust hos paid due regard to the guidance on public benefit issued by the Charity Commission. Financial Review A small deficit of £6,236 has been recorded for this financial year. The Trust continues to show a strong reserves position as at the end of the financial year. The income and expenditure for the year ended 31st March 2024 is summarised below Year ending 3110312024 Year ending 3110312023 Income 492,423 394,204 Expenditure 498,659 401,506 Deficit (6,236) (7,302) The Board of Trustees operates a reseNes policy set against the cash balance held by the Trust from time to time. The current reseNes equate to: A. All Hardman Grants awarded but not yet claimed as at the end of the financial year less15y. provision for unclaimed awards B. Any Restricted funds held as at the end of the financial year 17 C. Unrestricted Grants to be awarded soon after the financial year-end in respect of the Grant applications process completed before the year end less 15Y. provision for unclaimed awards D. Three months of other day to day orgonisational running costs. This represents the level of funds considered adequate to provide for an orderly disbursement of liobilities in the event the Trust is wound down. The below table shows the breakdown of our Reserve Policy. Please note that Section D relates to our free reserves (unrestricted, un-designoted). Cash balance as at 31 March 2024 £348,576 Allocated / designated uses. A - Outstanding award I grant commitments less15° provision of unclaimed owards (note14 to the accounts) (£130,432) B - Restricted funds as at year end (note15 to the accounts (£51,622) C - Awards I grants commitments April 2024 less 15°A provision of unclaimed awards (£27,491) D - Three months budgeted organisational running costs (salaries, overheads etc) (£112,805) Total allocated I designated uses £322,350 Excess cash against reserve policy £26,226 Bankers CAF Bank Ltd 25 Kings Hill West Malling Kent ME19 4JQ Independent Examiner Sue Wintle Oak Accounting 27 Boscott Road Wallisdown Bournemouth Dorset BHII 8RJ 18 stotom•nt otTru8tM8' Rospon$lbllltlgs Charity Low requires th8 Board to prepare financial statements for each flnancial year which give o true and fair vlew of the stat8 of affairs of the charity as at the end of the linancial y8or and of the surplus or deticit of the charity. In preporing those financSal statements the Board is required to select suitable accounting policies and then apply them consistently,. _ make judgements and estimates that ore reasonoble and prudent,- and - prepare the tinancial stotements on the going concern basis unless it is inoppropriat8 to presume thot the charity will continue in business. state whether applicable accounting stondards and statements of racommended practice have been followed, subject to any material departur&s disclosed and exploined in the financial statements,. The Trust8es are also responsible for maintaining proper accounting records which disclose with reosonoble accuracy at any time the financial position of the charity and which are sufficient to show ond explain the ¢hority's tronsactions and enable them to ensure that the financial stotements comply with r8gulotions madè under tha Charities Act. They are also responsible for safeguarding the assets of the charity ond hence for taking reasonoble steps for the prevention and detection of fraud and other irregularities. The Trustegs arè also responsible for the contents of the Trustees repor¢ and the responsibility of the independent examiner in relation to the Trustges. report is limited to exomining the report and ensuring thai, on the face of th8 repor¢ there are no inconsistencies with the figur8S disclosed in the financial statements. Alexandra Marks CBE Chair ot Trustees Dated*¥ao24 Iq Deowbber 2074 Tru$te•s and offlcers The name of tho Director I CEO and other senior staff member(s) to whom day to day management of the charity is delegated by the charity trustees.: Miss Kerryn Wotton (formerly Huck).. CEO Irom 1st April 2022 Thg members of the Board of Trustees of the Charity at the date the report and accounts were approved were'.- Ms Alexandra Marks CBE (Chair} Mr Cothal Cunningham (Traasurer) (w.e.f. 2410712023) MrJlm King Dr David Maguire Mr Edward de Boulay Ms Kim Evans Mrs Louise Spencer Mr Christopher Leslie Mr Perry Sutherland (w.e.f. 2410712023) Ms Melanie Essex (w.e.f. 2410712023) The members of the Board of Trustees of the Charity during the year ended 31st March 2024 were:_ Ms Alexandra Marks (Chair) MrJim King E)r David Maguire Mr Edward de Boulay Ms Kim Evans Mrs Louise Spancer Mr Christopher Leslie Mr Cathal Cunningham Mr Perry Sutherland Ms Melanie Essex 20 The Hardman Trust Independent Examlner'5 Report to the trustees of The Hardman Trust ("the Company") I report to the charity trustees on my examination of tb¢ accoullts of the Company for the ycar ellded 31 March 2024. Responsibilities b*sis ofreport As th¢ ¢harily'S trnstee5 of the Curnpany (ond also its directors for the purposes of company law) you are responsible for the preparation ofthe &ceounts in aeeordance with th¢ requirem¢nis of th¢ Compani¢.% Act 2(M)6 ('the 2006 Act'l. Having satisfied niy5ell thai (he accounts. olThe Harthllan Trust are not required io be audited L￿der Pan 16 of the 2006 Act and are eligiblr foT independet2t examination, I report in respect of my examination of your charity's accounts as carri¢d out under sectioli 145 of the ChaTitiC5 Act 2011 ('th¢ 2011 Act,). Ill Larrying out my examination I h&vc follom'cd tbe Dirccllons given by ihe Charity Commis%ion under section 145(5)Ib} of th¢ 2011 ALI. Indq)tnd¢nt e￿mIner'S slatemeDt Since the Company's gmss income CK¢e¢ded £250,000 your ¢xatniner must be a membcr of a Ix)dy listed in section 145 of th¢ 2011 Act. I confimi thai l am qualified to undertakr the examination b￿U￿¢ l am a tnernber OFAAT,. ACIL. whiLh i& ooe ofthe listed bodies. I have cornpleted my examina¢ioD. I confum thkt no matters have colne to my aiteniion in connection with the examination giNing rne cause to belicve= accounting records were tM)t kept in Tespect of The Hardman Trust as required by section 386 of the 2006 Act., or 2. the 8¢counts do not ac¢ord with those rrcords. or 3. the accounts dv not comply with the accouniing rCquire￿ents uf Section 396 of the 2006 Act other tha any requiretllenL thal the accounts give a 'trye and fair Triew, which is not a mAtw considcr¢d as part of an indcpcndent examination. or 4. the dLcounts hav¢ not been pr¢parid in ac¥ordancc M'ith thc mcth(th aDd principles of the Sratetnent tsf Recommendeil Practi¢¢ for accountitig and reponillg by chariiies IELpplicable to cbariti¢s prepEring their a¢cuunts' in w¢ordance with the Fi￿Cial Reporting Standard applicable ITr th¢ UK atid R¢publiL of treland (FRS 102)]. I have no ¢onceTDS and hav¢ come aL'EQ85 no other mattels in COllDeetion with the exa[￿]natiOn to which att¢ntion should be drawn ill this rew)rt in order to enable a proper understanding of the aLeounts. to be reachcd. Suc Wintlc llldepcndcnt Examiner AAT,. ACIF. 19 Decembcr 2024 Pa8¢21 The Hard￿￿￿ Trust Ststement of Financial A¢tivitles for the Year Ended 31 March 2024 {Ineluding Inconje and Expenditure Aceount and Statement of Total Recognised Galns and Losses) Unrestrleted funds liestrletsd funds Total 2024 Total 2023 Note In£&me *fjd Endowments from: Don&tioTJS and legacies Other tyading activities ItNestmeni ineome Othcr income 341,962 148,198 490.160 31 1.374 858 393,644 1.374 858 560 Toial in¢ome 148 198 492 423 xpenditure on: Raising funds Charitabl¢ a¢iivities (18.024) 363,640 118.024) 480,635 {15.7041 385.802 116,995 l expenditutE 381.664 116995 498.659 401.506) Nci {expenditurcllinco￿e 1'ran￿terS beNeell funds 137,439) 972 31,203 972 16,236} {7,302) Net movement in fU]￿S {38,411) 32.175 {6.236) (7,302) ReconeiiiY4tion of futsds Total funds brought forward Total fimds ￿rIed forward 177.851 51.622 229,473 236,775 15 139,440 83.797 223.237 229.473 The noies onp&ges 25 to 32 form an integral part of ttwe fmancial ststemenis. Pagc 22 The Hardman Trust Statement of Flnancial ActtTr4ties for the Year Ended 31 March 2024 (Ineluding Income and Expenditure Account and State]nent of I'otal Reeognised Gains and Losses) UDrestrIctod funds Restrlcted fynd$ Tot*1 2023 Note Income Elldowmenls from: DonatiODS and legacies Inv¢sknent in¢ome 248,396 560 145,248 393.644 560 Totsl income 248,956 145,248 394204 penditurt on: Raisin¥ funds Charitable activities (15,704} 233,539 (15.704) 385,802 152.263 Total expcnditure 249,243 152.263 401,506 Nei ex￿ndIture 287 {7,015 7,302 Net movement in funds (287) (7,015) (7,3021 Recon¢ltladoD of funds Totsl fijnds brought fon¥ard T￿al fLTnds ca￿led forward 178.138 58,637 236,775 15 177,851 51,622 229.473 All of tlEe charilys a¢tiviiie5 dcrive fro￿ LQDtinuing operatiot)s during th¢ above Lwo period5. The fimds breskdQu￿ for 2023 is shown in note 15. The notcs on pages 25 to 32 fo￿ an inlegral part of these finat)cial statemcnts. Pa8¢ 23 The Hardman Trust (RegislrAtion Dumber: 046290361 BAlance Sheet as at 31 March 2024 2024 2023 Note Flx¢d *S$￿s Tangible assets 2.672 3,808 Current &sseti DebioTS Cash at bank and in hand 12 13 43,510 348,576 10.547 353,405 392,086 363,948 Credltors: Awounts f4lllng due wlthiD one year Net current asgets 14 171,521 (138,2831 220,565 223.237 225.665 et assets 229,473 Funds of tbe cbarlty: Rostrlcted income fuTrds Restricted fimd$ 83,797 51.622 Unrestrict¢d Rlleorn¢ funds Unrestricted fi￿d5 139,440 177.851 Total funds 15 223,237 229,473 For rhe fillancial year ending 31 March 2024 tbe tharity was entitled to exetllPttOD from audit und¢r seciion 477 of the Companics Act 2006 relating 10 small compatiieg. Dir￿torS, responsibilities: Th¢ members have not requir¢d the to obtain an audit of its accounts for the year in question in aceordauce with sedion 476,. an¢J Th¢ director5 acknowledge their responsibilities for complying witb the r¢quirem¢Dts of th¢ Act with respect tIF ac¢ountlIl8 r¢cords and the w¢parntion of aceounts. These fmattcial statements hav¢ b¢¢n prepared in ￿OrdanCe with the special provisions rclatin8 to companies subject to the small companies re8itne within Pan 15 of the Comp8Dies Aci 2006. Th¢ f]nan¢ial ststements on page5 22 to 32 were approved by tbe tnJst¢es, aod auth0ri5ed for issue on 19 December 2024 signed on their behalf by.. Alexandra Marks Trustee The notes oll pages 25 to 32 fortu an integral part of th&%e fmancial st8t¢m¢nts. Page 24 The Hardman Trust Notes to the Flnancial Statsments for the Year Ended 31 March 21124 I Ch#rlty st4¢u6 The charity is litnited by giuarantce, incorporatcd it) F.ngland. aiid consequently does not hav¢ share capital. Each of the trusteey is liable to ¢ontribut¢ dll aTnount not excecding £1 towards the assets. of the ch￿tY in the event of ]iquidatio The addr¢%$ of its registered offic¢ ts: 7 Bell Yard London WC2A 2JR Tbeb¢ fiDaiicÉal ststemEllts ￿re authori5¢d for issue by thc trustees on 19 D¢c¢mbei 2024. 2 A¢¢ountlng poli¢Res Summary tsf 51gttificant &c£ountiDg policies 8nd key #ccounting e$tlnM*es Thc principal accvuiitillg poliLiLS applied iii the preparation ot. thcse finAn¢ial statcrnents arr 5¢t out below. These policies have been consistently applied to all the years presenk¢ unless otherwise ￿ated. St*temellt of compll#llfe The finhucial Stat￿￿ents have been prcpared in accordance with Accounting and R¢porting by chariti￿.. Statement ol Rc¢ommended Practice (applicable to charities preparing their aeeounrs ill a¢¢ordanc¢ wryth the Financial Reporting Standard app1)L￿b]e in the UK and Republic of Ireland {T.'RS 10211 (issued in October 2019) ((:h￿tIcS SOIiP (FRS 102)), the Financial RerM)rtirtg Standard applicablc in the UK and Republic ofTrcland (FRS IU2) and ihe Companies Act 2(K)6. B&sls of preparatioA The Hardman frust meets Ihe defillition of a public bellefit entity under FRS 102. As5cts and liabilÈties are initially r¢co8ni5¢d at histOTical cosi or tfdn5action value unle55 Otherwise ststed in the relevant accounting policy notc%. Going toncer Tb¢ trus'tees Lonsider that there are no material un¢enainties about the Charity's ability io Continue as a going con¢¢rn nor ally si¥nifi¢ant iireas of uncertainty t[￿t affect the Larryin¥ value of assets held by the charity. xemptlon fr•Th preparfng a cash flow statement 'I'he charity opted tts edily adopt Bulletin I publisbed on 2 F¢bruary 2016 and have tkneFefore not in¥lu4Jd a c&sh flow stAtemcnt in tbese fuuncial stalements. lTrcome and endowrnents All income is recogni%ed once the ¢harity has entitlement 10 the incom& it is probable thot the incotne will be received and the aTLount of the income receivable can be me&8ured reliably. Page 25 The Hardman Trust Notes to the FlnAllclal Statements for the Year Ellded 31 March 2024 J)onulloAs ttndlegaci DonatIo￿S are re¢ognised when the chority has been notified IJ WTSting of both the ￿￿OI￿￿t and Settle￿¢￿t da¢¢. In the event that a ¢Jonation is subject ￿ conditiolls that require a Icvel of pcrfomiance by the charity before Ilie charity is entitlcd to th¢ ￿thd5, the income is d¢ferred and not recogniscd until either those conditions are fully met, or Ihc fulfilrnent of th￿￿e conditions 15 wholly within the control of the chaTity and it is probable that these eonditions will be fidfilltd in the reporiAng p￿10d. Legacy gifts arc recugnised on a case by cas¢ basis following the grant of proba￿ whcll the adminisrtt8torlexcwtt)r for the utat¢ tyommunicatcd in writing both the arnuunt and 5cttl¢rnent date. In the eveni tbat thc gjft is in the forn) of an asset other than ¢asb or a fsnan¢idl asset traded on a recognised stock exchange. recugniiion is subject to thc value of the gift beillg reliably ]lle&Sl￿dbIC wlth a degree uf reasonable accuracy and the titl¢ to the asset having been trdnsferrcd to the clwity. Grnnts rece1￿ble Grants are reCO￿ls¢d when the charity hos an Cntitlernellt io the funds and any conditions lillk￿ to tbe gmts hakc been met. ltyknerc pcrfomiance conditions are attached to the grant aJ)d yet to be tneL the Éncorne is recO￿lSe1] a lidbility and includ¢d on thc balgthec sh¢d as dcferred inC0￿C ts) be r¢ltased. DoAoiedstrvices ondf4eililies Where serviccs or facilities are provided io the charity as a donation that would nonnally be purchased frorn OUT sllppliers. this benefit is included in the financial statements at il's fair value unle￿% it's fair value cannot be reliably measured then at the cost to the donor or the rebale value of go¢xts that are to be sold. Investment ine•me Dividonds are recognIs￿ once the dividend has beeo declared and notification has b¢¢n received of the dividend due. Expendlture All eApenditUTe is reCo￿ls¢d once there is a lega] OT constructive obligation to that expenditure, it is probable setti¢ment is requirod and the ￿￿OUDl can be measuTed reliably. All Cos1￿ are allobdl¢d to the appliLable expenditure hcadtng that a¥¥te¥ate simi18r Losts to that ¢ategory. Where costs ¢anno¢ be dirertly aLtribu￿d to particular headEngs they have been all(Kated on a basis congistent with the use of resour¢c& with Lentral staff ¢osLs alliKated on ihe bagis of tim¢ .qpenL and depreciation ch￿g¢S allocated on the portioD of the a$set's use. Oihcr support casts are allocated b&8ed the spread of staff Costs. Theb¢ are costs in¢uKred in attracting voluntary inc()TDe, the llw)agement of investments and those incunEd ID trading a¢tiviti¥s that rdise funds. Chaniablg odi¥lrfes Charitdble expenditllr¢ comprise5 those costs incurred by the charity in thE delivcry of its aCti￿tieS and services for its beneficiaries. It includes both costs that can be all(￿ated directly io such activities and those costs of an ittdirect nature necess8ty tt) support tbem. Page 26 The Hardman Trust Notes to the Finanelal Statements for the Year Ended 31 MArch 2024 Taxatio The charity is considered to pass the tests s¢t out in Patsgrdph I Schedule 6 of the Pinance Act 2010 and therefore it meets the definili¢)n of a chariiable company for UK ¢Ory￿ratIOn lax puwses. Accordingly, the charity is potentL