2025-03-31-accounts - Social Life Opportunities (Solo)

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I-IVINLU Social Life Opportunities Embracing Disability. Empowering Lives ANNUAL REPORT 2024 - 2025 O Social Life Opportunities (SOLO) 38 Walnut Close, Chelmsley Wood, B37 7PU 0121779 3865 1nfo@sololifeopportunities.org www.soclallifeopportunlties.org Charity no. 11022971 Company Limited by Guarantee No 05025939

Overview .................................................................................................................. 2 Our Charitable Objectives & Vision .......................................................................................... 2 Our Values – STAR ....................................................................................................................... 3 Reports ..................................................................................................................... 4 Chair’s Report .............................................................................................................................. 4 CEO’s Report ............................................................................................................................... 5 Strategy 2023-2026 ................................................................................................. 6 Strategic Plan 2023-2026 ............................................................................................................ 6 Empowering Adults with Learning Disabilities ...................................................... 8 Daytime Opportunities ............................................................................................................... 8 Drop In Services ........................................................................................................................... 9 Overnight Breaks ......................................................................................................................... 9 PA Services ................................................................................................................................. 10 Empowering Children and Young People with Learning Disabilities ............... 11 Children’s Services .................................................................................................................... 11 Supporting Individuals to live independently .................................................... 12 Supported Living ....................................................................................................................... 12 Funding & Fundraising .......................................................................................... 14 Trustee Board ......................................................................................................... 15 Financial Review .................................................................................................. 17 Statement of Trustee Responsibilities ...................................................................................... 19 Report of the Independent Auditors ...................................................................................... 20 Statement of Financial Activities for year ended 31 March 2025 ...................................... 25 Balance Sheet as at 31 March 2025 ....................................................................................... 26 Statement of Cash Flow as at 31 March 2025 ...................................................................... 27 Notes to the Financial Statements .......................................................................................... 28 Company Information .............................................................................................................. 38

Annual Report 2024-2025 I Page 1

Overview 2

Our Charitable Objectives & Vision

SoLO’s Charitable Objectives “To help empower children, young people and adults with learning disabilities to achieve their full potential, to encourage their integration in society and improve their conditions of life in particular by the Service, or assistance in the Service, of facilities for them, their families and carers”.

Within SoLO we see people with learning disabilities spending time in an environment that is comfortable, safe and secure enabling them to be stretched, challenged and take risks.

We are happy with what we see, but we want more. In the future, we want to ensure that our service users are not excluded from society in institutional settings but are provided with an environment that equips them for the future. We want to give them the skills and experience they need to be able to make choices and take control of their lives. We want to see the lives of our children with learning disability enhanced as they become adults. For adults with a learning disability, we want to provide them with the chance to experience all that life has to offer, have fun and be happy.

Enable our Service Users to realise their full potential with the support and encouragement of a skilled and dedicated team, through the development of highquality opportunities.

Annual Report 2024-2025 I Page 2

Our Values – STAR

SoLO’s STAR Quality values - Safe, Trusted, Adaptable, Resilient - have continued to underpin everything that happens within SoLO and sustains the positive energy that has continued to focus on the “can” rather than the “can’t” – even in the face of challenge.

Our staff team has continued to be adaptable and resilient, enabling us to manage a variety of need and respond to changing situations.

Service Users and their families have trusted SoLO that they will be kept safe whilst enjoying a fun and sociable experience independently from their families. As restrictions have eased, SoLO has been able to adapt its delivery to bring back more services and start easing into the evening services that have been on hold.

Annual Report 2024-2025 I Page 3

Chair’s Report

Do we do what we say we do?

The Board of Trustees spent time in 2024 reviewing our Memorandum and Articles to ensure that they were still appropriate and fit for purpose. Do we do what they say we do and how? SoLO certainly tries, if not always succeeding all the time, no-one’s perfect! I particularly focus on ‘ enabling our service users to be stretched, challenged and take risks’.

As we audit support plans and risk assessments, it’s clear that the focus is on enabling rather than disabling and giving opportunities with risks being carefully mitigated. I bump into happy service users integrating into the community, being as independent as possible doing day to day activities as well as one off highlights. As I pop into services I’m greeted with a warm, welcoming atmosphere with lots of activities going on and often the waft of delicious smells from cooking experiences. I see children happily engaged in their onsite or offsite activities and recall how much I as a parent, valued the break that gave me from the rigorous demands as a parent/carer.

To enable our service users to be stretched, challenged and take risks I reflect on the financial challenges which face the Board and the whole SoLO team. We value staff and support the ongoing increases in Minimum Wage as our support workers are key to delivery of our vision. However, the impact of the additional funding required to cover NI increases as well have caused heartache and the Board had to take managed financial risks to cover these and the challenge to bring in additional funding to SoLO.

The Board was delighted to welcome two new Trustees in July 2024, both parents of Service Users, Zuzana Vesela and Stephanie Jackson. As their sons grow, and their needs develop it’s so valuable to have their input into strategic decisions to take SoLO forward to its next quarter century.

My thanks as always to all the Trustees for their commitment and contributions and to the Senior Leadership Team who with all staff have worked very hard through 24/25 to achieve what we say we do.

Jan Prior Chair

Annual Report 2024-2025 I Page 4

CEO’s Report

As I reflect on 2024, I am proud of what we have achieved at SoLO. This has been a year of growth, resilience, and positive change, driven by our unwavering commitment to empowering people with learning disabilities to live full, inclusive, and meaningful lives. None of our achievements would be possible without the unwavering support of our donors, partners, staff, and volunteers.

This year, our focus was the improvement and modernisation of our digital systems. Strengthening our digital foundation is essential to support future growth, improve efficiency, and improve sustainability. We have implemented:

Cloud Storage Solutions : Cloud-based storage system OneDrive for all document management needs. This reduces the need for physical storage and enhances accessibility and collaboration.
Digital Forms and Applications : Replace paper-based forms with online forms using Microsoft Forms. This is used for internal processes, recruitment applications, volunteer sign-ups, and donor registrations.
Email Marketing : Using email marketing platform Mailchimp for newsletters, fundraising campaigns, and updates. This reduces the need for printed materials.
Digital Data Collection : Using digital tools like Bright HR, Access and Log My Care for data collection and monitoring for staff and service users. This reduces the need for paper-based documentation.

Moving towards a digital-first approach not only enhances operational efficiency but also significantly reduces the environmental impact of the organisation. By implementing these systems and practices, the charity can continue to fulfil its mission in a sustainable and responsible manner.

While this year was focussed on enhancing our digital systems, we are proud to acknowledge several significant accomplishments that reinforce our mission and impact. We were honoured to have been selected as one of the Solihull Mayor’s Charities of the Year and we were awarded £75,000 by the Peoples Postcode Lottery to support our long-term sustainability. This vital funding will enable us to invest strategically in strengthening our infrastructure, with a focus on capacity-building for the future.

To every person who has supported us, whether by donating, volunteering, or simply believing in our ethos, thank you. Your support is not just financial; it’s a statement of belief in equality, inclusion, and human dignity. Together, we are helping build a more inclusive society, where people with learning disabilities are respected, empowered, and given the tools they need to thrive.

With heartfelt thanks

Lesley Beer, CEO

Annual Report 2024-2025 I Page 5

Strategic Plan 2023-2026

Review, Refresh, Renew

SoLO’s strategy 2023-2026 has achieved its aim to date – enabling stability and sustainability, a time to review and determine where systems, processes, services require a refresh to ensure SoLO is meeting the needs of its Service Users.

STAR Quality Values

SoLO’s values remain a constant in an ever-changing world and are embedded into planning and delivery of our services.

SAFE – risk assessed, vigilant, fit for purpose
TRUSTED - positive relationships, reliable, responsive, honest
ADAPTABLE – inclusive, person-centred, creative, fun
RESILIENT - learn and change, focus, true to member need
QUALITY - value for money, high standards, positive outcomes

In applying these values, between 2023 and 2026 SoLO has and continues to develop its services around three core principles:

1. Commitment to independence

If SoLO has one contribution to make in the world it is supporting disabled children and adults so that they achieve their full potential, living a life of opportunity and choice.

Supported Living – we continue to be committed to running our three supported living house to give our service users the platform for independence that they deserve.

Annual Report 2024-2025 I Page 6

Personal Assistants – We know that this is crucial to enable our service users to engage in their communities, taking advantage of all that they have to offer. We are continuing with reviewing and developing plans to grow these services further to meet the need that we see.
Transition to adult services – A feature of our success in developing day services is that we now need to consider how best to support the next generation of disabled young people into adulthood. Building on our current services, we are creating a blueprint for the growth/development of our provision.

2.Growing towards the need

The history of SoLO has been characterised by seeing a need and working out how best we can meet it, in partnership with other agencies. This is how we are looking to the future. We will continue to explore outstanding need and see how we can respond.

3. SoLO Teamwork

We make a difference through the skill, commitment and flexibility of our people. We will continue to ensure a strong core skill set which is transferable across all our services.

Annual Report 2024-2025 I Page 7

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Empowering Adults with

Daytime Opportunities Aynsley Smith,

Service Manager

Daytime Opportunities Aynsley Smith, Service Manager

SoLO offers three daytime services which provide developmental activities to promote independence and prepare individuals for adulthood, identifying the needs of each Service User as they progress into independent living arrangements away from the family home and becoming a part of the wider community through supported social interaction and where appropriate, as a volunteer or member of the paid workforce. As part of our new drive to the ensure that our services are fit for the future to empower those we serve. Personal development of our service users to encourage their independence and life skills as well as providing social experiences to support people through their lives.

Daylight North is based in Chelmsley Wood (Walnut Close) and Daylight South in Central Solihull at our Fire Station base. Both sites are accessible for those with disabilities and the services cater for those with mild to moderate learning and associated difficulties. Evolve, delivered also from Walnut Close, Chelmsley Wood, provides a facility for those with complex care needs.

During the year SoLO has enabled families who are experiencing difficulties and challenges themselves, to have additional support for the person they and SoLO are supporting. Day services have also worked in conjunction with our Supported living services to develop further independent opportunities including travel training, workplace volunteering and paid employment for those who live in our supported living houses.

SoLO embraces innovative ideas from service users and carers for developing our services and to offer greater choice and options that interest individuals. Our drive for 2025/ 26 will be to support adults with a learning disability, transition into adulthood once leaving education – to gain the skills required to be able to access adult life.

Annual Report 2024-2025 I Page 8

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Aynsley Smith, Service Manager

The disco has grown tremendously over the last year with attendance of 150+ weekly. Individuals are travelling from surrounding areas including Warwickshire, Birmingham and Staffordshire councils as well as being a stronghold for residents of Solihull. Attendees enjoy a fun evening of dancing, chatting, socialising, and making new friends.

Additional drop-ins are now in early stages of communication to develop and run an evening event in the South Solihull which will complement the existing disco in the North and will increase our presence in the community. The aim will be to have this up and running by Autumn 2025.

Overnight Breaks

Aynsley Smith Service Manager

Now running monthly, the overnight breaks are growing in popularity. Running 1 and 2 night breaks at St Swithin’s house has increased the scope of the types of activities we can offer. We often incorporate additional nighttime activities such as watching live bands at local venues.

Quarterly, we are offering a 2 night break at the Pioneer Centre in Kidderminster. This offers team building and skills building activities and games in a fun and social environment that is safe and accessible to all people with a learning disability and caters for the majority of people with a physical disability.

Both offers are now available to adults with complex care needs and we are delighted that they are regularly attended by service users form the Evolve service.

Annual Report 2024-2025 I Page 9

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PA Services

Liv Dance Assistant Service Manager

SoLO's Community PA Service provides support within the community and/or service users' homes. The demand for this type of support has continued to exceed the ability to provide it. This is a nationwide problem that continues to impact social care providers and organisations such as SoLO. SoLO has worked creatively to maximise the use of its workforce, to continue to meet the needs of its service users and continues to think of innovative opportunities.

SoLO's Community PAs and their service users can integrate within both SoLO services/activities and other community-based activities. Service users are encouraged and empowered to be actively engaged in their own support and to take the lead on identifying how they would like to utilise their support hours, guided and supported by their support staff throughout. Community PAs work with their service users to identify goals and wishes and provide consistent support in line with these, embedding social and independence skills along the way.

Throughout this year, SoLO's Community PA service has continued to provide consistent, reliable and engaging support for its longstanding service users, alongside commencement of some new support packages where possible. Service users highly value the relationships they build and skills they develop with their Community PA(s), and this is evident from service user and parent/carer feedback.

Annual Report 2024-2025 I Page 10

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Empowering Children and Young People with Learning

Eve Ralph Service Manager

SoLO has continued to deliver targeted short breaks for children and young people with disabilities as part of the Solihull Council contract. We have continued to deliver many of the popular sessions and developed new sessions and opportunities to ensure the children's service is developing experiences for the children and young people. SoLO receives regular feedback from service users, parents and carers and uses this to help shape and develop future sessions within the service. SoLO supports children from 4 - 19 and works alongside the adults' service when the young people approach 18 to offer support with the transition period from childhood - adulthood.

We work closely with Solihull Council with monitoring progress, and work with local partners, schools, inclusive networking groups and community organisations to ensure we are supporting children to the best of our ability and identifying areas of need or gaps in local opportunities that we can address.

We provide support to children with a range of needs from mild/moderate disabilities to more complex and have ensured that we are able to offer children the same opportunities whether they are supported on a 1:1 or group basis.

In house activities provide a safe and secure environment with themed activities and are enhanced by offering additional opportunities delivered by skilled partner organisations such as music, drama and cooking sessions.

External trips and activities this year have included trips canoeing, walking alpacas, visiting farms, inflatable parks, the seaside, theme parks, pantomimes, live football games and light trails. Children and young people have accessed some trips on public transport including trains - developing life skills when accessing the service.

Annual Report 2024-2025 I Page 11

Supporting Individuals to

Supported Living

Alison Kaufmann Head of Operations

SoLO’s supported living service has continued to provide person centred support for the individuals living in our shared supported living housing. We now have 7 individuals in this service since last year following the closure of one of our houses due to its need for significant renovations. One tenant moved on to new pastures, and another premises was acquired that was suitable for the other tenant to move into.

Our tenants are thriving with developing new skills and independence, and ultimately being supported to live happy, meaningful lives. We have strong core staff teams, with our Supports Workers aligning to our person-centred ethos that embraces stepping back and encouraging the person to achieve as much as possible independently. We ensure that CQC and best practice standards are met and evidenced.

Successes to evidence SoLO’s approach are in abundance this year and many independent living skills have been achieved as tenants are developing personal skills and getting more involved in mainstream community where opportunities are grasped and engaged with.

Independent travel on public transport
Independent & confident access to and involvement with the local community
Paid employment, work experience and volunteering - supporting at local church groups, children's nurseries, shop work, office work - both with and without staff support
Joining and developing social groups within SoLO and other providers and maintaining a community social network

Annual Report 2024-2025 I Page 12

Maintaining their homes effectively – understanding what household tasks need to be done and choosing when and how they carry these out, with active support
Growth in confidence and resilience
Self-administration and management of their own medication
• Empowerment to make informed decisions about their lives

A collaborative approach across all SoLO’s 3 Supported Living houses and our other services has ensured sharing of good practice and consistency across the services. Staff teams are working closely with social & health care teams and learning disability professionals to help our tenants understand their own disability and the impact this has on their lives.

Two of our tenants have been making great strides in developing their understanding of themselves and managing their anxieties, with staff supporting them to recognise when they are getting stressed and independently implementing techniques to help them cope with the overwhelming feelings. This has been integral to supporting one individual through a family bereavement.

During this year, we are supporting one individual with a terminal cancer diagnosis, in liaison with social care, health and medical teams. We have been involved in multidisciplinary meetings regarding decisions being made in their best interests due to mental capacity, and alongside Solihull Action through Advocacy workers & Marie Curie teams we have been able to identify his needs and wishes for his end-of-life support.

This evidences the embodiment of the “spirit of SoLO” in quality person centred care in ensuring his last months are filled with love, respect and care. Our staff teams regularly go above and beyond what is expected of them as support workers, balancing professionalism and human responsibility. Staff teams are being supported practically and emotionally through such difficult circumstances.

Annual Report 2024-2025 I Page 13

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With no professional fundraisers involved, SoLO is guided by the Charities (Protection and Social Investment) Act 2016 and CC20 Charity Fundraising: a guide to trustee duties. No complaints have been received in this reporting period and no direct marketing takes place. A fundraising log is kept, and funding bids are managed and monitored for spend so that reports can be made to funders.

Direct fundraising efforts, understandably, have been more difficult to achieve during this period of economic uncertainty but SoLO have continued to be supported by various organisations and individuals throughout the year.

SoLO has benefited from fundraising events such as:

Solihull’s Mayor Charities of the Year
Knowle Male Voice Choir
Cobbles Café Knowle Parish Church
Maria Brown Abseil
Wren Hall

Donations of edible gifts are always welcome and those received in the form of Easter eggs and selection boxes from Careat and National Grid.

A total of £7,991 was received from individual donors to help SoLO empower people to lead independent lives.

SoLO also received £75,000 from The Peoples Postcode Lottery as part of their Millionaire Street Grant Fund, this will support sustainability and enable SoLO to continue to develop services.

Annual Report 2024-2025 I Page 14

Activities

The organisation is constituted under its Memorandum & Articles of Association, amended in 2014. SoLO’s Board of Trustees has ultimate responsibility for the governance and strategic direction of the charity and to ensure that the provision offered by SoLO benefits the public, with learning and other associated disabilities, who receive those services.

It aims to ensure that SoLO adheres to its objectives and values and is compliant as required by statutory regulatory bodies. To achieve this, the Board receives and reviews the Financial Accounts, Risk Register and Quality Assurance.

At its monthly Board meeting, it is updated on all areas of SoLO’s operation through report mechanism and the CEO is responsible for sharing areas of concern with the Board from incidents or complaints, highlighting areas of good practice through compliments. The Board is not risk averse in its approach to considering new opportunities to support its service users. It considers the risks carefully and requires risks to be managed appropriately. SoLO’s trustees are all volunteers.

Trustees

SoLO’s Memorandum & Articles allow for up to twelve trustees and the aim is to ensure a diversity of skills, experience, and people, using an audit tool to achieve this balance. New trustees are elected on to the Board by existing Trustees.

The current Board skills include finance, health, care, parent/carer experience, law, events management and relationship expertise, strategic management, risk management and IT. The Trustee Board uses its networks to bring in probono support. The CEO is responsible for operational delivery of the Board’s strategic objectives.

The CEO meets with the Chair regularly as required and key staff attend Board meetings as required to contribute and report specifically on their areas of work. To ensure delivery and compliance to the Board’s duties and regulatory requirements a workplan is in place and operational work is reviewed and audited.

Annual Report 2024-2025 I Page 15

Induction and Training

New Trustees take part in the SoLO induction process and join appropriate SoLO training. They are equipped with information about their role and responsibilities and encouraged to visit services to meet with staff and service users to see at first-hand SoLO’s operational delivery.

Remuneration

The Board is responsible for reviewing remuneration for all staff on an annual basis. A review matrix is used to scan the environment, benchmarking salaries against the market and financial position of the organisation.

Public Benefit

In developing and undertaking the charity’s activities, Trustees have due regard to the guidance published by the Charity Commission regarding public benefit.

Annual Report 2024-2025 I Page 16

Financial Review a Going Concern The financial environment in the UK, particularly relating to Social Care funding and fragility throughout the world generally, creates a background of economic challenges. Having reviewed the financial forecast through to March 2026, the Board is satisfied that the charity can continue to provide its services during these ongoing challenging times.

Net Income

In line with the reduced income and regular reviewing of expenditure, this has resulted in an operational surplus of £56,916

Incoming Resources

Income from Fundraising events has increased by 59.4%

Incoming resources from charitable activities include income from local authority grants and service level agreements. Income also includes payments made by service users in respect of certain services; these payments being funded from individual personal budgets.

Resources Expended

Charitable activities cost of £2,251,731 relate principally to the cost of running our 35 activities and increased provision of Supported Living for the benefit of our service users. They also included the depreciation, rent and other costs associated with our buildings.

Assets

The netbook value of fixed assets has increased by £1,639 due to investment in premises.

Fund and Reserves

Restricted funds consist of income received which can be used only for the purposes stated by the donor. At year-end, the balances on restricted funds amounted to £16,993, all of which relate to expenditure on fixed assets and equals the net book value of these assets.

Annual Report 2024-2025 I Page 17

Designated funds are unrestricted funds which Trustees have set aside for particular purposes. At year end, the balances on these funds were £75,000 which relate to expenditure on fixed assets financed by reserves. The balance equals the net book value of these assets.

General funds or reserves amount to £705,427 . Trustees reviewed the reserves policy during the year and hold reserves to fund:

Shortfalls in income where this does not reach expected levels
Unexpected expenditure
Working capital

Trustee policy is to aim to hold liquid reserves equivalent to a minimum of 3 months of future costs, excluding depreciation. This would be in the region of £400K. Currently, the actual figure is £413,368 and work is continuing to build the reserves. As part of the strategic development of the charity, the reserves policy is revisited annually.

Investment Policy

The prime objective of Trustees is to safeguard the value of the charity’s assets and a secondary objective is to earn best interest on cash deposits. All material funds of the charity, except for reserves, are expendable within twelve months of receipt. The policy for investment is to retain funds as cash and place them on deposit, with a number of financial institutions, on notice terms of up to 120 days.

Risks

Trustees have identified, through the risk management process, the following key risks and have identified corresponding mitigating actions to address. These and other risks are reviewed quarterly, and mitigating actions considered to determine proportionality and effectiveness.

Risks are monitored regularly, and new risks added when they arise. The corporate risk register is the vehicle used to ensure risks are managed and trustees assured.

Risk We may not be able to increase our reserves in the financial year which will impact on the future development of the organisation.	Mitigating actions This remains a static risk as withdrawal of social care funding whilst not in budget will have an overall negative impact on the general reserves position. Mitigating actions will include seeking new funding sources to increase sustainability.
Recruitment difficulties for staffing throughout Health and Social Care sector resulting in need for Personal Assistants to support vulnerable children and adults.	Constant review of market and salary analysis to support recruitment drive. Focus on recruiting Personal Assistants in line with local authority drive to increase the support for individuals.
Minimum wage increase will impact on project costs and recruitment for 2025/26	Budgets prepared with all viable options for staffing costs as well as increase of subscriptions to counter this increase.

Annual Report 2024-2025 I Page 18

Statement of Trustee Responsibilities

Trustees as Directors of Social Life Opportunities (SoLO) are responsible for preparing the 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 Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the company and of the incoming resources and application of resources, including income and expenditure of the company for that period. In preparing those financial statements, Trustees are required to:

Select suitable accounting policies and then apply them consistently
Observe the methods and principles in the Charities SORP 2015 (IFRS 102)
Make judgements and estimates that are reasonable and prudent
State whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements
Prepare the financial statements on going concern basis unless it is inappropriate to assume that the company will continue in business.

Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the 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 company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Insofar as Trustees are aware:

There is no relevant information of which the Charity’s auditors are unaware, and 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.

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.

In preparing this report, Trustees have taken advantage of the small companies’ exemptions provided by Section 415A of the Companies Act 2006.

This report was approved and signed on behalf of the Trustees by: Jan Prior (Chair)

DD MMM YYYY

Annual Report 2024-2025 I Page 19

Report of the Independent Auditors

to the Directors of Social Life Opportunities (SoLO) for the year ended 31 March 2025

Opinion

We have audited the financial statements of Social Life Opportunities (SoLO) (the 'charitable company') for the year ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cashflows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 (United Kingdom Generally Accepted Accounting Practice).

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

Basis for opinion

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

Conclusions relating to going concern

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

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

Annual Report 2024-2025 I Page 20

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

Other information

The other information comprises the information included in the Trustees report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the Trustees report. 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. 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 course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinion 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 for the financial year for which the financial statements are prepared is consistent with the financial statements; and
the Trustee’s Report has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

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

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

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

Annual Report 2024-2025 I Page 21

the trustees were not entitled to take advantage of the small companies’ exemption from the requirement to prepare a strategic report or in preparing the directors’ report.

Responsibilities of trustees

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

In preparing the financial statements, the trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Our responsibilities for the audit of the financial statements

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

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

Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:

the engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognise non-compliance with applicable laws and regulations.
we identified the laws and regulations applicable to the charity through discussions with trustees and other management and from our commercial knowledge and experience.

Annual Report 2024-2025 I Page 22

we focused on specific laws and regulations which we considered may have a direct material effect on the financial statements or the operations of the company, including Charities Act 2011, taxation legislation, data protection, anti-bribery, employment, environmental and health and safety legislation.
we focused on specific laws and regulations which we considered may have a direct material effect on the financial statements or the operations of the company; and
we assessed the extent of compliance with the laws and regulations identified above through making enquiries of management and inspecting legal correspondence.

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

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

To address the risk of fraud through management bias and override of controls,

we:
performed analytical procedures to identify any unusual or unexpected relationships.
tested journal entries to identify unusual transactions.
assessed whether judgements and assumptions made in determining accounting estimates were indicative of potential bias; and
investigated the rationale behind significant or unusual transactions.

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

agreeing financial statement disclosures to underlying supporting documentation.
reading the minutes of meeting of those charged with governance.
enquiring of management as to actual and potential litigation and claims; and
reviewing correspondence with HMRC and other relevant parties.

There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the directors and other management and the inspection of regulatory and legal correspondence, if any.

Annual Report 2024-2025 I Page 23

Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors.

Use of our report

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

…………………….

Jeremy Kitson BA FCA Prime Corner Oak 1 Homer Road Solihull West Midlands B91 3QG

DD MMM YYYY

Annual Report 2024-2025 I Page 24

Statement of Financial Activities for year ended 31 March 2025

==> picture [103 x 136] intentionally omitted <==

----- Start of picture text -----
|||| |---|---|---| |Income|from:| |Donations| |Charitable|Activities| |Other|Tracing|Activities| |Investrnent| |Total|Income| |Expenditure|on:| |Raising|Funds| |Charitable|Activities|

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Total Funds Carried Ferward - at 31st March 2025

Alllncome and expenditure derives fram continuing activities

Annual Report 2024-2025 I Page 25

Balance Sheet as at 31 March 2025

			Registered Number 5025939	Registered Number 5025939
	Note		2025	2024
		£	£	£	£
Fixed Assets
Tangible assets	11		292,060		290,420
Current assets
Debtors	12	282,782		334,106
Cash at bank and on hand	13	266,745		189,338
Total Current Assets		549,528		523,444
Creditors: amounts falling due within one year
	14	(147,880)		(177,074)
Net current assets			401,648		346,370
Net assets			693,707		636,790
Funds	15
Restricted funds			16,993		18,715
Unrestricted funds - Designated funds			54,351		(9,397)
Unrestricted funds - General funds			622,363		627,472
Total funds			693,707		636,790

The financial statements have been prepared in accordance with the special provisions relating to companies subject to the small companies regime within Part 15 of the Companies Act 2006.

The financial statements were approved by the Trustees and signed on their behalf by:

Jan Prior Chair DD MMM YYYY

Rehana Begum-Ali Treasurer DD MMM YYYY

Annual Report 2024-2025 I Page 26

Statement of Cash Flow as at 31 March 2025

*Statement of Cash Flows*	2025	2024
	£	£
Cash flow from operating activities	87,725	(70,245)
Net cash flow from operating activities	87,725	(70,245)
Cash flow from investing activities
Payments to acquire tangible fixed assets	(14,612)	(24,314)
Interest Received	4,296	1,416
Net Cash flow from investing activities	(10,317)	(22,898)

Net (decrease) / increase in cash and cash equivalents	77,408	(93,142)

Cash and cash equivalents at 1st April 2024	189,339	282,481

Cash and cash equivalents at 31st March 2025	266,747	189,339
Cash and cash equivalents consists of:
Cash at bank and in hand	184,407	111,296
Short term deposits	82,340	78,043
Cash and cash equivalents at 31st March 2025	266,747	189,339

Annual Report 2024-2025 I Page 27

Notes to the Financial Statements

1 Summary of Significant Accounting Policies

1.1 Basis of Preparation of financial statements and general information

Social Life Opportunities is a charitable company limited by guarantee incorporated and is also a registered charity in England and Wales. The registered office is 38 Walnut Close, Chelmsley Wood, Birmingham, B37 7PU. 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 and details of the charity’s operations are included in the trustees’ report.

The charity constitutes a public benefit as defined by FRS102. The financial statements have been prepared in accordance with the Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard application in the UK and Republic of Ireland (FRS 102) the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Practice. The functional currency of the charity is sterling and the figures have been rounded to the nearest pound sign.

1.2 Fund Accounting

Unrestricted funds are available for use at the discretion of the Trustees in furtherance of the charitable objectives of the charity. Designated funds are unrestricted funds which the Trustees have designated for a particular project or purpose. The policy for determining each designated fund is set out in the notes to the financial statements. Restricted funds are funds subject to specific restrictions imposed by donors or funds which have been raised by the charity for specific purposes. The purpose and use of each restricted fund is set out in the notes to the financial statements.

1.3 Incoming resources

All incoming resources are included in the Statement of Financial Activities when the charity is entitled to the income and that amount can be measured reliably and it is probable that the income will be received. The following policies are applied to specific categories of income.

(a) Voluntary income received by way of donations is included in the Statement of Financial Activities when receivable

(b) Interest is included when receivable
(c) Incoming resources from grants and contracts which are related to

Annual Report 2024-2025 I Page 28

performance and specific deliverables are included in the Statement of Financial Activities as the charity earns the right to the income by its performance. Grant income received during the year that relates to a subsequent financial period is carried forward as a creditor in the balance sheet and shown as deferred grant income

(d) Donated services or equipment are included in the Statement of Financial Activities at their fair value where the economic benefit is probable, it can be measured reliably, and the charity has control over the item. Fair value is the price the charity estimates it would pay in the open market for such services or equipment. The equivalent amount is recognised as expenditure in the Statement of Financial Activities or is capitalised as a fixed asset

(e) The value of services provided by volunteers, including trustees, has not been included in line with the SORP (FRS102)

1.4 Resources expended

Expenditure is recognised on an accrual’s basis. Resources expended include attributable VAT which cannot be recovered. Expenditure is recognised where there is a legal or constructive obligation to make payments to third parties, it is probable that settlement will be required, and the amount of the obligation can be measured reliably.

Charitable expenditure comprises these costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs which can be allocated directly to such activities and those costs of an indirect nature required to support them. Support costs include office costs, governance costs and administrative payroll costs. Supports costs have been allocated to activities in the ratio of direct salaries.

1.5 Pension Contributions

The charity operates a defined contribution pension’s scheme. The assets of the scheme are held separately from those of the charity in an independent administered fund. Contributions are expensed as they become payable.

1.6 Fixed assets and depreciation

Asset additions costing less than £1,000 are not capitalised.

Tangible fixed assets are held at cost less accumulated depreciation and impairment losses. Depreciation is provided at rates calculated:

IT equipment over the period of 3 years
Freehold Purchase over the period of 50 years
Leasehold improvements over the period of the lease
Fixtures and fittings over periods between 3 and 5 years
Motor vehicles over 7 years

Annual Report 2024-2025 I Page 29

1.7 Debtors and creditors receivable / payable within one year

Debtors and creditors with no stated interest rate and receivable or payable within one year are recorded at transaction price. Any losses arising from impairment are recognised in expenditure.

1.8 Concessionary loans

Concessionary loans include receivables / payable to a third party which are interest free or below the market interest rates and are made to advance charitable purposes. The loan is measured at a cost less impairment.

1.9 Operating leases

Payments under operating leases are charged to the statement of financial activities on a straight-line basis over the period of the lease.

1.10 Going Concern

The financial statements have been prepared on a going concern basis as the trustees believe that no material uncertainties exist.

The trustees have considered the level of funds held and the expected level of income and expenditure for 12 months from authorising these financial statements.

The budgeted income and expenditure are sufficient with the level of reserves for the charity to be able to continue as a going concern.

This consideration has taken into accounts the continued expected impact of Covid- 19 on the Charity, as far as it can be determined, and the Trustees remain satisfied that the going concern principle remains appropriate.

1.11 Judgement and key sources of estimation uncertainty

The following judgements have been made in the process of applying the above accounting policies that have had the most significant effect on amounts recognised in the financial statements.

Donations in kind – a judgement has been made as to the fair value of donations in kind, based on an understanding of the local market for these items/s.

Depreciation rates – a judgement has been made as to the estimated useful life of assets and, therefore, the rate of depreciation. The estimate is made based on best practice and knowledge of the usage of such assets in the charity.

Annual Report 2024-2025 I Page 30

There are no key assumptions concerning the future and other key sources of estimation uncertainty at the reporting date that have a significant risk of causing material adjustments to the carrying amounts of assets and liabilities within the new financial year.

1.12 Financial Instruments

The Charity holds only basic Financial Instruments. The financial assets and financial liabilities of the Charity are as follows:

Debtors – trade and other debtors are basic financial instruments and are debt instruments measured at amortised cost as detailed in Note 12. Prepaid expenses are not financial instruments.

Liabilities – concessionary loans, trade creditors, accruals and other creditors will be classified as financial instruments and are measured at amortised cost as detailed in Note 14.

Taxation and social security are not included in the financial instruments’ disclosure.

Deferred income is not deemed to be a financial liability, as in the cash settlement has already taken place and there is simply an obligation to deliver charitable s rather than cash or another financial instrument.

1.13 Government Grants Accounts policy

Grants are included in the Statement of Financial Activities on a receivable basis.

The balance of income received for specific purposes but not expended during the period is shown in the relevant funds on the Balance Sheet.

Where income is received in advance of meeting any performance related conditions there is not unconditional entitlement to the income and its recognition is deferred and included in creditors as deferred income until the performance- related conditions are met. Where entitlement occurs before income is received, the income is accrued.

Annual Report 2024-2025 I Page 31

2. Donations and Legacies

2. Donations and Legacies
	2025	2024
	£	£
Other Donations and Legacies	82,991	5,012
	82,991	5,012

3. Income from Charitable Activities

3. Income from Charitable Activities
	Unrestricted	Restricted	Total	Total
	Funds	Funds	Funds	Funds
	2025	2025	2025	2024
Grants and service level agreements	£	£	£	£
Solihull MBC Children's Services	294,367	-	294,367	292,406
Solihull MBC Infection Control and Workforce retention	-	-	-	-
Solihull Clinical Commissioning Group	15,000	-	15,000	15,000
Olton Ladies Golf Club	-	-	-	12,000
Bailey Thomas		6,119	6,119	-
Solihull Chamber of commerce	-	-	-	8,949
Knowle and Dorridge Lions	-	-	-	-
Total grants and service level agreements	309,367	6,119	315,486	328,355
Service User Income	1,894,513	-	1,894,513	1,903,637

Total Income from Charitable Activities	2,203,880	6,119	2,209,999	2,231,992

Income related to restricted charitable activities £6,119 (2024: £NIL) and income relating to unrestricted charitable activities £2,298,592 (2024: £2,314,572).

4. Other Trading Activities

During the year The Charity received funds from Fundraising Events £ 9,739 (2024: £2,735) as well as funds generated from Letting of Premises £ 9,210 (2024: £10,946) and refunds/compensation in the year for £NIL (2024 : £NIL)

5. Cost of raising funds – Unrestricted

	2025	2024
	£	£
Salary Costs	5,302	5,675
Other Direct Costs	1,220	715
Support Costs (note 7)	1,065	1,420
	7,587	7,809

Annual Report 2024-2025 I Page 32

6. Cost of charitable Activities

	Adult's Services	Children's Services	Independ ent Living	Total	Total
	2025	2025	2025	2025	2024
	£	£	£	£	£
Salaries	243,620	110,063	142,272	495,956	596,977
Sessional Staff	661,784	127,661	401,244	1,190,690	1,038,837
Premises	56,878	19,226	75,124	151,228	117,224
Member Activities	44,581	8,223	6,094	58,897	68,761
Transport of Members	246	1,113	4,179	5,539	3,845
Volunteer Expenses	-	-	-	-	354
Bad Debt	-	-	-	-	250
Depreciation	6,110	2,983	-	9,094	6,121
Support Costs (note 7)	182,836 47,923 109,568 340,327 409,352 1,196,056 317,193 738,482 2,251,731 2,241,721 ~~ee~~

Cost of restricted charitable activities £7,841 (2024: £977) and cost of unrestricted charitable activities £ 2,243,890 (2024: £2,240,744).

7. Support Costs

7. Support Costs
	2025	2024
	£	£
Salaries	165,947	208,215
Legal	1,212	10
Premises Costs	13,884	35,994
Insurance	9,532	8,931
Staff Costs	39,800	36,930
Communication Costs	7,109	9,458
Computer Costs	33,843	41,717
Publicity Costs	5,886	5,265
Depreciation	3,881	4,253
Training Costs	10,417	8,392
Auditor's remuneration - Governance Cost	9,360	10,000
Other Office Costs	44	-
Cost of generating funds	39,222	41,606
	340,137	410,771
Support costs have been allocated to activities in the ratio of direct salaries as	2025	2024
Cost of generating funds (note 5)	1,065	1,420
Cost of charitable activities - Adults (note 6)	182,162	212,169
- Children's (note 6)	47,747	36,493
- Independent Living (note 6)	109,164	160,689
340,137 410,771 ~~a~~

Annual Report 2024-2025 I Page 33

8. Net Expenditure

8.Net Expenditure
8. Net Expenditure	2025	2024
This is stated after charging	£	£
Depreciation of tangible fixed assets (note 11)	12,974	10,374
Auditor's remuneration	9,360	10,000
Operating Lease Cost	33,632	33,632
9. Staff Costs	2025	2024
Staff costs were	£	£
Salaries	1,731,023	1,732,785
Social security costs	123,127	111,245
Pension	28,734	27,479
	1,882,883	1,871,508

The charity employed on average 128 staff (2024:116) of whom 84 (2023: 76) were employed on a sessional part time basis.

The charity operates the auto enrolment pension scheme and makes the minimum contribution of 3 % (2024: 3%) to this scheme, there are 82 employees (2024: 95) within the scheme.

No employee received remuneration amounting to more than £60,000 in either year.

The pensions costs charge represents contributions payable by the charity to the fund and amounted to £ 28,734 (2024: £27,479) Contributions totalling £ 13,006 (2024: £13,114) were payable to the fund at the balance sheet date and are included in creditors.

10. Trustee and Key Management personnel remuneration and expense

No trustee received any remuneration during either year.

During the year no trustees were reimbursed for out of pocket expenses. (2024: NIL).

Related Trustee Party Transactions include: 1 trustee son received support through the choir project a voluntary project with no member contribution required.

The Charity purchased trustee indemnity insurance at a cost of £996 (2024: £996) included in governance costs.

The total amount of employee benefits paid to Key management personnel were £139,303 (2024: £92,051) for the year. Key management personnel are those persons having authority and responsibility for planning, directing, and controlling the activities of the entity, directly or indirectly, including any directors (whether executive or otherwise) of the entity.

Related Employee Party Transactions include : Head of Operations, Sibling Gross Salary £25,850 for working as an assistant project Leader (2024: £23,558)

Annual Report 2024-2025 I Page 34

11. Tangible Fixed Assets

	IT Equipment	Freehold Property	Leasehold Improvement s	Fixtures and Fittings	Motor Vehicle	Total
Cost	£	£	£	£	£	£
At 1st April 2024	76,613	335,604	99,085	126,253	42,000	679,555
Transfer	-	-	-	-	-	-
Capital expenditure for the year	-	-	-	14,612	-	14,612
At 31st March 2025	76,613	335,604	99,085	140,865	42,000	694,167
Depreciation
At 1st April 2024	69,079	86,469	99,085	92,501	42,000	389,134
Transfer		-	-	-	-	-
Charge for the year	1,722	7,743	-	3,509	-	12,974
At 31st March 2025	70,801	94,212	99,085	96,010	42,000	402,108
Net Book Value
At 31st March 2025	5,812	241,392	-	44,855	-	292,060

At 31st March 2024	7,534	249,135	-	33,751	-	290,420
12. Debtors
	2025	2024
	£	£
Trade Debtors	215,012 273,887
Prepaid expenses	16,573 7,219
Other Debtors	51,197 53,000
	282,782 334,106

13. Cash at bank and on hand

	2025	2024
	£	£
Bank deposit accounts	82,340	78,043
Bank current accounts	183,028	109,210
Cash	1,378	2,086
	266,746	189,338

14. Creditors: amounts falling due within one year

	2025	2024
	£	£
Trade creditors	19,679	50,630
Taxation and social security	26,985	23,868
Deferred income	40,927	8,409
Other creditors (charge card/pension)	16,493	16,273
Accruals	43,796	77,893
Total current liabilities	147,880	177,074
Deferred Income	2025	2024
	£	£
Deferred Income as 1st April 2024	8,410	10,933
Amount released from previous year	(8,410)	(10,933)
Incoming resources deferred in the year	40,927	8,410
Deferred Income as 31st March 2025 - which relates to grants which are for 25/26	40,927	8,410

Annual Report 2024-2025 I Page 35

Statement of fund movements	1st April 2024	Incoming resources	Resources expended		At 31st March 2025
	£	£	£		£
General Funds	627,472	2,235,116	2,240,226		622,363
Designated Funds					-
Restructuring	-	-	-	~~r~~	-
Fixed Assets	(9,397)	75,000	11,252		54,351
Total Unrestricted Funds	618,075	2,310,116	2,251,478		676,714
Restricted Funds
Fixed Assets*	18,715	-	1,722		16,993
Workforce retention	-				-
Bailey Thomas Grant	-	6,119	6,119		-
Total Restricted Funds	18,715	6,119	7,841		16,993
Total Funds	636,790	2,316,235	2,259,318		693,707

* The fixed asset fund represents the Net Book Value of assets purchased with restricted funds.

15a. Prior Year Statement of fund movements – 2023/24	15a. Prior Year Statement of fund movements – 2023/24	15a. Prior Year Statement of fund movements – 2023/24
	1st April	Incoming	Resources	At 31st
	2023	resources	expended	March 2024
	£	£	£	£
General Funds	614,220	2,252,099	2,238,847	627,472
Designated Funds
Restructuring	-	-	-	-
Fixed Assets	-	-	9,397	(9,397)
Total Unrestricted Funds	614,220	2,252,099	2,248,244	618,075
Restricted Funds
Fixed Assets *	19,692	-	977	18,715
Children In Need	-			-
Solihull CCG - Project B	-	-	-	-
Total Restricted Funds	19,692	-	977	18,715

Total Funds	633,912	2,252,099	2,249,221	636,790

16. Analysis of net assets between funds

	Unrestricted	Restricted	Restricted	Total	Total
	Funds	Funds		Funds	Funds
	2025		2025	2025	2024
	£		£	£	£
Tangible fixed assets	275,066		16,993	292,060	290,420
Net current assets	401,647		-	401,647	346,370
Creditors ,more than one year	-		-	-	-
Net Assets	676,714		16,993	693,707	636,790
16a. Prior Year Analysis of net assets between funds – 2023/24	16a. Prior Year Analysis of net assets between funds – 2023/24
	Unrestricted		Restricted	Total	Total
	Funds		Funds	Funds	Funds
	2024		2024	2024	2023
	£		£	£	£
Tangible fixed assets	271,705		18,715	290,420	276,480
Net current assets	346,370		-	346,370	357,432
Creditors ,more than one year		-	-	-	-
Net Assets a SocialLife	618,075 18,715 636,790 633,912 ~~ee~~

16a. Prior Year Analysis of net assets between funds – 2023/24

Annual Report 2024-2025 I Page 36

17. Commitments

17. Commitments
*Operating Lease Commitments*	Office Equipment		Land and Buildings	Land and Buildings
Total future minimum lease payments under
non-cancellable operating leases are as	2025	2024	2025	2024
follows:
	£	£	£	£
In less than 1 year	2,158	2,158	33,940	33,940
Between 1 and 5 years	3,236	-	67,880	101,820
Over 5 Years	-	-	-	-
Total annual operating lease commitments	5,394	2,158	101,820	135,760

In addition to the leases disclosed above, the charity has three leases for property, which expire between 2028 and 2030 , which provide supported living accommodation for service users. The service user occupants pay a rental to the charity. The terms of the lease provide that the monthly rent payable by the charity to the landlord is the rental received from the occupants less any sums payable for utilities, council tax and upkeep of the property or, in the event that this net income is negative, then £nil.

Capital Commitments

At the year end there were capital commitments contracted for of £ NIL (2023: £NIL).

18. Reconciliation of net (expenditure) / income to net cash flow from operating activities

18. Reconciliation of net (expenditure) / income to net cash flow from operating activities	18. Reconciliation of net (expenditure) / income to net cash flow from operating	18. Reconciliation of net (expenditure) / income to net cash flow from operating	18. Reconciliation of net (expenditure) / income to net cash flow from operating
activities		2025	2024
		£	£
Net income		68,636	2,878
Interest Receivable		(4,296)	(1,416)
Depreciation and impairment of tangible fixed assets		12,974	10,374
Decrease/(Increase) in debtors		51,324	(117,110)
(Decrease) in creditors	~~r~~	(40,914)	35,029
Net cash flow from operating activities		87,725	(70,245)

19. Analysis of changes in net debt

	At Start of year Cash Flows	At Start of year Cash Flows	Other non-	Other non-	At end of
			Cash		year
			changes
	£	£	£		£
Cash	189,340	77,408		-	266,747
Total	189,340	77,408		-	266,747

19a. Prior Year Analysis of changes in net debt – 2023/24

			At Start of year	Cash Flows	Other non-	At end of
					Cash	year
					changes
			£	£	£	£
Cash			282,481	(93,141)	-	189,340
HMRC Time to Pay arrangement falling due within 1 year	HMRC Time to Pay arrangement falling due within 1 year	HMRC Time to Pay arrangement falling due within 1 year			-
Total			282,481	(93,141)	-	189,340

20. Post Balance Sheet Events

Subsequent to the year-end SoLO are aware of the potential for financial claims arising from the actions of a former employee which is being handled by their Insurers. No provision has been currently included in these financial statements.

Annual Report 2024-2025 I Page 37