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← Likewise Community

2024-03-31-accounts

Company No. 05436062 Charity No. 1109639

Likewise Community

Report & Accounts For the Year Ended 31 March 2024

8 Fairhazel Gardens London NW6 3SG

LEARNING REPORT 2024

Likewise Learning Report 2023

Contents

Executive Summary: 2023-2024 The Growing Need in Our Community In Numbers

Short-term 1-1

6-8

Long-term 1-1

1-1 Case Studies

Community Case Study: The Garden Guardians Case Studies: Creative Therapies

Evolving Our Approach to Measuring Impact Organizational Themes Equity, Diversity, and Inclusion (EDI) Strengthening Partnerships

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Executive

Summary: 2023-2024

This year, we’ve made meaningful strides in expanding our reach, deepening our understanding of community needs, and addressing challenges within our work.

KEY ACHIEVEMENTS

HEADLINE IMPACT

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The Growing Need in Our Community

Over the past year, we've seen a significant increase in the need for support across our community and greater Camden. As the cost-of-living crisis deepens, our team has stepped up to provide essential help in response to what staff see daily: more people struggling financially, In our community sessions, the stories of individuals just trying to make ends meet are more frequent, and our hub has become a warm, safe space for many who rely on it in tough times. |

Isolation and loneliness are compounding these challenges. Social pressures are pushing more people into isolation, leaving them even more vulnerable to financial strain. Camden now has the second-lowest proportion of social care users who feel they have enough contact with others, with nearly 20% more residents who are single, separated, or widowed than the national average (Camden Council, 2024).

like this is like a replacement family, filling a gap in people's lives” ~ Support worker

As isolation grows, so does the vulnerability of those without a support network. In response, we've expanded our 1-to-1 and community programs, adding sessions such as our admin support drop in session for anyone needing assistance with paperwork or applications. These sessions are just one way we're helping to bridge the gap.

This past year has shown us the critical role we play in fighting isolation in Camden. Our hub and 1-on-1 sessions are more than just services; they offer connection and companionship—a lifeline to those who need it most. Of those attending our community programs, 88% report a greater sense of belonging. At a time when many feel vulnerable, we’re here to foster connection.

each of my clients and pinpoint the social isolation” ~ Support worker

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OVERALL FIGURES
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OUR WORK WITH NHS CORE TEAMS: BUILDING TRUST AND A PERSON-CENTRED APPROACH

This past year, our work with NHS Core Teams has been focused on finding our place within the system, supporting Camden’s diverse communities, and enhancing multi-disciplinary care. Our Support and Connect service reached an estimated 177 clients, while our community development workers fostered trust by hosting regular coffee mornings and tailored talks for specific groups like the Somali and Chinese communities.

Our collaboration with clinical staff has created meaningful, multi-disciplinary support opportunities. Regular team meetings allow us to tap into clinical expertise, enriching client care. For example:

frustrated.” - Support and Connect Worker

Alongside Mind in Camden, we've also implemented an evaluation role within the Core Team to assess service impact through staff and service user feedback. This evaluation has led to innovations such as the Kentish Town Triage Calls Pilot.

KENTISH TOWN TRIAGE CALLS PILOT

The Kentish Town Core Teams trialled brief introductory calls for new referrals to learn about clients’ needs and goals. Our evaluation showed these calls significantly improved client experiences, especially due to their person-centred nature. Interviews and data revealed that clients felt more understood and supported. The success of this approach has made these triage calls a permanent part of the process, demonstrating our commitment to a more person-centred system.

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Through our work with NHS Core Teams, we’re not only enhancing trust and connection but also taking tangible steps to build a healthcare system that genuinely centres on each person’s needs.

OUR KEY LEARNING: BALANCING INDEPENDENCE WITHIN THE NHS

This year, we’ve deepened our understanding of what it means to work within the NHS system. Previously, we focused on moving from a position of independence to a willingness to collaborate within the system. Now, we’re learning that while partnership is essential, some aspects of our work require us to maintain a degree of independence to deliver the kind of support our community needs.

Navigating KPIs and standard metrics has presented challenges, as these measurements don’t always align with our approach to support. In the coming year, we will continue exploring how we can fully participate in the health and social care system while preserving the flexibility and independence crucial to our practice— especially when it comes to standardized reporting.

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FEEDBACK
Hours | Better managing MH 71%
8279)
| Achieve what wanted to achieve 95%
Sessions | SarS
Supported to do things myself 95%
aN [315][ 26%)] ee| es
| Good relationship with key worker 100%
Unique participants | aii
Fi (-26%) : Satisfaction 95%
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PREPARING FOR TRANSFORMATION IN OUR 6-8 SERVICE

Our 6-8 service has been gearing up for significant changes this year as part of Reach Out Camden—a partnership among four Camden-based community organizations designed to create a single point of access for referrals. This single referral point will improve collaboration across services and reduce the need for individuals to retell their stories repeatedly.

Early in the year, we operated at reduced capacity for the 6-8 service, even pausing referrals to address a growing waitlist. This slowdown was mainly due to staffing challenges and fewer placement students than usual to support our sessions. By year-end, however, we returned to normal service levels, and we anticipate a strong increase in the number of people we'll serve in the coming year.

Despite these capacity challenges, we maintained our high standard of support, with 95% of participants reporting satisfaction and achieving their goals. This demonstrates our commitment to delivering impactful, person-centred support through the 6-8 service.

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OUR KEY LEARNING: BUILDING PARTNERSHIPS REQUIRES PATIENCE

Our primary takeaway from launching this partnership has been the importance of patience. Establishing a single referral system took considerable time and felt, at times, non-linear—but this was a natural part of building something new. Being present and patient through the process has been essential, underscoring that patience is foundational for a successful, lasting partnership.

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Long-term 1-1

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Hours | FEEDBACK
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| Achieve what wanted to achieve 79%
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| Good relationship with key worker 86%
Unique participants | Naas
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FLOATING SUPPORT: PROVIDING STABILITY AND CONNECTION

Our Floating Support service offers regular, long-term sessions for both practical and emotional support, tailored to each client’s needs. This support can range from discussing how someone feels to assisting with applications or shopping—always flexible and responsive to the needs of our community.

This year, we’ve seen reduced service outputs, keeping referrals closed so that we can devise a sustainable model for the service to function. As a result, we’ve been working with the same client base, with clients leaving naturally without immediate replacements in caseloads. We anticipate re-opening referrals next year, bringing new clients and fresh energy to the service.

Despite limited capacity, Floating Support maintains strong outcomes: 93% client satisfaction and 79% reporting they achieved their support goals. Given the complex, non-linear nature of many of these relationships, this feedback is especially meaningful. For many clients, Floating Support offers stability rather than radical change, which is essential in their journey.

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Our staff have seen first hand the power of simply “being there” for clients—offering a steady, supportive presence. As we prepare to bring in new clients, we look forward to spreading this impact further.

OUR KEY LEARNING: MEETING DEEPENING NEEDS

Our main takeaway this year has been recognizing the heightened needs within Floating Support. Many clients are among those most impacted by ongoing socioeconomic pressures, with more seeking help for benefits applications, financial support, and connection. Through this program, we’ve gained deeper insights into our community and their needs, equipping us to offer the support that truly matters.

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1-1 Case Studies

HARRIET’S STORY

Harriet is a 70 year old woman who has been working with Floating Support for over a year. Due to medical issues she is currently housebound and signed up to get some help with some practical tasks she struggles with doing by herself. She relies on the support to get out of the house, which helps her general mental and physical health. She enjoys playing games with her support workers, they have helped her improve her living conditions by tidying around the house and helping her to go outside. She shared how much it means to her to have people really interact with her and listen.

Theyre very good people they /isten fo you and they help you, and iF (hey dont krow they find people who de

ANGELA'S STORY

Angela is a 93 year old woman who signed up for the 6-8 service in order to help her interact more with the community. She used to be very active in the community and attended regular community meetings on her estate, as well as local community centres and classes, and had a wide circle of friends. However, over the years these meetings have stopped happening, and many of her friends have passed away. This has left her more isolated, which combined with mobility issues, has limited her social life over recent years.

The purpose of starting support was to interact with more people and to help with practical tasks which she struggled with. She has had a very positive experience and has received help with navigating online and getting out of the house. She looks forward to continuing her sessions with Likewise.

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Likewise Leaming Report 2023

Community

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Hours [ a= Sessions
Total Attendances Meals served
2,395 530+
Some attendances won't be Served over 530 free meals
registered due to the drop-in to the community approx.
nature of most activities 350 in Community café, and
180 in Zen days (conservative)
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THE COMMUNITY PROGRAMME: FOSTERING CONNECTION, WELLBEING, AND BELONGING

Our Community Programme offers a wide range of activities designed to enhance wellbeing by creating a welcoming space where people can connect and truly be themselves.

“I can be myself with support from staff’

Over the past year, we have continued to offer a diverse line-up of activities, supported by students, volunteers, and staff, allowing people to engage in ways that resonate with them.

“It’s helped with my mood. Being around others helps. Sometimes| isolate myself. It’s a reason to get out of the house.

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New Activities and Partnerships

To meet community needs, we introduced several new activities this year focused on fostering creativity and connection:

Why We Offer These Activities

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FEEDBACK: KEY RESULTS
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85% of respondents are 95% of respondents said 88% of respondents said
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STRENGTHENING FEEDBACK TO GUIDE OUR WORK

This year, we improved our feedback process, launching the Community Feedback Form to better understand community experiences and needs. Insights from this bi-

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annual survey have deepened our understanding of what matters to our community, guiding us as we shape the future of the programme.

COMMUNITY NEEDS: WHAT WE LEARNED

Through feedback and analysis of local socio-economic trends, two key needs emerged:

  1. Support with Practical Tasks Many community members seek assistance with tasks like housing, benefits, and immigration due to the complexity of these systems. Rising costs are also a concern; between December 2022 and December 2023, Camden Foodbank saw a 34% increase in emergency food box distribution. Surveys conducted with our partner, Feast, highlighted food insecurity as a major issue for a significant portion of our community.

  2. Social Interaction and Connection Loneliness and isolation are recurring themes, with many members emphasizing that simply being around others supports their mental health. The chance to leave the house, meet people, and feel part of a supportive environment is vital for wellbeing.

OUR RESPONSE: STRENGTHENING PARTNERSHIPS AND EXPANDING SERVICES

Community Meals with Feast

In partnership with Feast, we launched Community Meals during our Wednesday Community Café, providing fresh, nutritious meals using surplus ingredients. This year, we expanded to offer meals on Fridays, using our Hub Kitchen to double our service capacity, serving over 350 meals. This shared experience offers both nourishment and connection.

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Connecting with people and sharing a meal gives me a sense of belonging. Being on good terms with people feels nice.” — Community Member

Rise and Shine Baking

Led by Agnieszka Siedlecka, our Baking for Wellbeing class continues to be a staple, allowing members to learn baking skills while fostering friendships. We plan to expand this popular program next year.

Community Events

To strengthen community ties, we hosted a variety of events this year, bringing people together and spotlighting activities and organizations:

Each of these events was free and open to all, encouraging community participation and interaction.

Admin Support

Our weekly Admin Momings continue to provide essential support with tasks like PIP appeals, housing support, visa applications, and medical communications. With over 60 hours of one-on-one support, we’ve helped many people navigate complex administrative processes.

iS.°—— Community Member

Through these efforts, our Community Programme has becomea source of vital support, connection, and belonging for Camden's residents. Looking ahead, we aim to deepen our impact, further adapting to meet evolving community needs.

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LAUNCHING REACH OUT: EXPANDING ACCESS TO PERSONALIZED MENTAL HEALTH SUPPORT

Throughout 2023 and early 2024, we prepared to launch Reach Out—a wellbeing alliance dedicated to providing accessible, personalized mental health support in Camden. With the Community Programme now part of Reach Out, we aim to expand our reach through a dual pathway system: community members can continue to drop in informally, or access guided referrals through Reach Out to find the most suitable activities and support options.

Officially launched in April 2024, we’re excited to fully integrate our Community Programme into this network in the coming year.

KEY LEARNINGS AND FUTURE FOCUS

This year, we emphasized deepening our understanding of community needs, especially with the impacts of the cost-of-living crisis. Our response has included broadening support in new areas, such as food security, practical help, and administrative assistance.

We've also seen the rise of smaller community groups, like the Garden Guardians and the Baking for Wellbeing Group, each bringing people together around shared activities and fostering a sense of belonging. Moving forward, we’re committed to creating even more opportunities for people to connect, empowering them to form supportive communities of their own.

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Case Study: The Garden Guardians

The Garden Guardians are a group of community members who meet every Friday afternoon to collectively tend to the garden. They plant and pot seeds, build and maintain structures and spend time with nature in the garden.

LAURA’S STORY

After coming to Likewise in 2022, Laura found the Garden Guardians after asking about ways she could volunteer. She now attends the sessions weekly as well as workshops such as the Woodshop of Recycled Delights. She has visited other community gardens in London and emphasised the value of the social element of the Garden Guardians at Likewise. Laura said that she is happy to find a place where she can give back to the community and feel useful, as she struggles finding places that can work with the needs that she has. Laura hopes to continue with the group and developing the garden space for the community.

‘Even if | find socialising extremely difficuit. if it's consistently the same people then i'll gei 'o ‘now them anyway just from ire /'ttle \vnigs that go on, and thats whai Id like to happen, | need to ge! to know people because j 1" very isolated, and Ive had a iaugh here

OSCAR'S STORY

Oscar first joined Likewise through being referred by his GP, and had a background in landscaping, but hadn’t been able to focus on it for several decades due to difficult circumstances in his life.

He now attends Garden Guardians regularly and is a prominent member of the community, finding ways to expand the resources of the garden, talking to other community gardens and exploring how they can further develop the space.

The nice thing is you can come here just fora chat, you can come

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here for 2 bi! of company, you can come here to have some Knowledge and also to participate in something. So for your mind body and soul. it’s very positive as far as 1m concemed.”

References: Camden Foodbank, Helping Local People in Crisis, www.camden.foodbank.org.uk

CREATIVE THERAPIES

Our Creative Therapies program offers accessible, no-cost Dance Movement Therapy, Music Therapy, and Art Therapy to the community, available in both oneon-one and group settings. In the UK, these services are often hard to access— especially for those with limited resources—due to high costs and availability gaps. As our only formal therapeutic offering, we’re proud to remove these barriers by hosting Creative Therapies free of charge in our welcoming Community Hub.

This offering is made possible through our partnerships with universities, bringing in dedicated trainee therapists on extended placements, and our new collaboration with the City Bridge Foundation, which underscores the importance of providing free therapeutic services in London. To maximize impact, we've introduced new reporting frameworks and accountability measures that help us understand and expand our reach. New “Getting to Know You” and “Ending” forms are part of this approach, helping us track client progress and refine our methods, while recognizing that such tools will never fully capture the richness of each individual's journey.

Looking ahead, we aim to expand group sessions, creating inclusive communities within our Creative Therapies program. This involves reaching out to more people and ensuring group sessions become regular, supportive spaces for connection and healing.

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WHAT WE’VE LEARNED

We're gaining insights on how to more effectively monitor the progress and impact of our Creative Therapies. Through stories shared by participants and the growth of small, supportive communities within these sessions, we’re seeing the unique strengths that creative therapies bring to people’s lives. These spaces foster connection and healing, and we’re committed to nurturing these micro-communities, keeping the service open, accessible, and impactful for all who need it.

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Case Studies: Creative Therapies

LIKEWISE BAND (GROUP CASE STUDY)

In 2023, community members participating in music therapy at Likewise came together to form a band, rehearsing weekly at the Likewise Hub. Guided by trainee music therapist Joe Jezard, the band performed three original songs at a local community event, delivering a ten-minute live set to an enthusiastic audience.

The bstening and attending to each other is really what helped the pertormance be a success. | en saw all the members interact with olher musicians present socially 70 ime |! seemed (al everyone was beng met in relation to (heir potential and what they cai? offer the communtly musically - Joe Jezard (Music Therapist)

Mark’s Story

Mark joined the music therapy program after working previously with Joe. After several months of individual therapy, he joined the band, taking on the role of lead singer and primary lyricist. For Mark, the band has beena vital creative outlet and a way to connect with others, as he hopes to share their music more widely.

ts good Mal ju sf for me bul for offer iidividuals Because whent work, you know | dont do ings for mysell, | have a tocus and | do fi ng 5 for other peone. — iWark

James’ Story

James joined Likewise initially for art therapy, later moving on to one-on-one music therapy. Within a few months, he became the drummer of the newly formed band, creating original compositions alongside fellow community

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members. Having been in a band years prior, James found joy in reconnecting with this shared creative experience, and he hopes the band will continue to grow and evolve.

i /eave here wilh the thought thal ive gone and done something goo and im left feeling a lot better than | did before’ - James

ART THERAPY (ONE-TO-ONE CASE STUDY)

Maeve’s Story

Maeve came to Likewise in 2023, a survivor of domestic abuse recently diagnosed with Complex Post-Traumatic Stress Disorder. She joined art therapy as a way to maintain her wellbeing while awaiting trauma therapy. Through her sessions, Maeve worked with her therapist on healthy coping strategies and creative ways to express herself, gradually reconnecting with her artistic background.

Art therapy became a safe space for Maeve to process her emotions, building a trusting relationship with her therapist who helped her navigate challenging emotional waves. Previously isolated, she was thrilled to feel safe enough to visit the Likewise Hub regularly—a significant step forward. After completing art therapy, Maeve transitioned to one-on-one support, feeling comfortable with a male support worker visiting her at home weekly—a profound milestone in her journey toward reconnecting with her community.

Everyone was pole and | felt safe. —/ didn| feel safe anywhere felse)’ ~ Maeve

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Evolving Our Approach to Measuring Impact

A central challenge in our work is balancing the need to demonstrate measurable outcomes with the nuanced, person-centred approach that defines our services. The push for clear, quantifiable impact often risks oversimplifying the complexity and human depth of the relationships we build with our community. Yet, we recognize the importance of measuring our impact for both internal understanding and external reporting.

To bridge this gap, we've dedicated the past year to developing an outcomes framework that embraces complexity while providing a clear structure for tracking progress. This framework, designed by our Research, Evaluation, and Learning Lead in collaboration with our Research and Evaluation Lead, emerged from indepth staff interviews, existing data analysis, and a prioritization of our core objectives.

A unique aspect of this framework is its integration of both storytelling and selective key metrics, allowing us to capture the full, authentic impact of our work without losing the nuance of individual journeys. We believe this dual approach will help us honour both the measurable and intangible elements that define our community support.

In the future, we are looking to implement this framework into our regular reporting cycles. This will mean producing a version of the framework every quarter, looking at how trends have developed, in particular where we are having an impact as an organisation and where there is more work to do. The framework also helps to form a general sense of where we have impact as an organisation and how it is evidenced.

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Organizational Themes Equity, Diversity, and Inclusion (EDI)

This year, discussions around equity, diversity, and inclusion (EDI) have become more prominent and focused than ever before. Conversations have naturally surfaced through incidents and team reflections, guiding us to re-evaluate our response to discrimination and work towards a truly inclusive space for our community and staff.

Where disenfranchised community members who find relationships difficult and meet the world in challenging ways they can occasionally speak or act in ways that are discriminatory, we've had to work hard to find ways of meeting and challenging this behaviour without repeating an exclusion, pushing people away or withdrawing support. The question of how we work in a person-centred way, holding acceptance and compassion, while upholding safety and welibeing and resisting polarisation or othering people is very live.

The team has created an open environment to better understand the personal and professional impact that challenging situations, like microaggressions, can have on both community members and staff. This year, we hosted a dedicated “Discrimination in the Workplace” day, where staff and support workers joined to discuss practical approaches community support and alignment on how we meet different situations arising with clients.

This initiative has made clear that many EDI challenges we face aren't new; instead, we are building a collective, actionable approach to manage them more effectively. Our work requires a nuanced balance: we must create a welcoming space for all while also confidently challenging discriminatory behaviour. Through training days like these and ongoing upskilling of our team, we are building processes that support both accountability and growth.

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Strengthening Partnerships

In last year’s learning report, we outlined our evolving approach to partnerships and our commitment to driving system-wide change. One significant shift was the creation of a dedicated team focused on our Core Teams partnership, a change that has greatly supported our staff in their work and allowed us to bring Likewise values into NHS spaces.

Our focus this year has been on maintaining our unique identity while working within the health and care system—a balance between complete independence and full integration. As we prepare for the launch of the Reach Out partnership, we are optimistic about the impact we can achieve by weaving our values into these collaborations. For many team members, Reach Out has moved from a concept to a tangible, impactful initiative, and we look forward to learning from the synergy of Core Teams and Reach Out working in parallel.

Our work with other organizations has shown that we can significantly expand our impact on both people and the broader system. The Core Teams project, for example, has allowed us to bridge the clinical and non-clinical worlds, bringing the strengths of both into collaborative settings. Meanwhile, the single point of access through Reach Out will transform how people connect with a range of services in Camden, setting a new standard for the borough. Sharing our insights and learnings from this partnership will be a priority in the coming year, as we continue to push for innovative, person-centred support systems.

been as valuable if we were not in the NHS partnership” — Core Team Support Worker

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Likewise Community

Report of the Board of Trustees continued

For the Year Ended 31 March 2024

The trustees present the financial statements of the charitable company for the year ended 31 March 2024.

The trustees have complied with the duty to have due regard to guidance issued by the Charity Commission.

LEGAL AND ADMINISTRATIVE INFORMATION

Charity name

Likewise Community (formerly Holy Cross Centre Trust)

Charity registration number

1109639

Company registration number 05436062

Registered office

8 Fairhazel Gardens, London NW6 3SG

Office address

Telephone/email

8 Fairhazel Gardens, London NW6 3SG

020 7278 4437/ Hugo.Reggiani@likewise.org.uk

Trustees (Directors)

Hilary Wendt Chair Emily Graham Resigned ‘1st April 2022 Lisa Clarke Appointed 2nd April'2020 Katherine Beeching Appointed 2nd April'2020 Wood Jennifer Appointed 11th July 2022 Vaceva Hristina Appointed 11th July 2022 Mattanza Letizia Appointed 11th July 2022 Hacke Matthew Appointed 11th July 2022

Co - Officers

Matt Shepheard Hugo Reggiani

Independent Examiner

Harry Nicolaou FCA Of Harry Nicolaou & Co Limited Chartered Accountants 21 Brendon Way, Enfield EN1 2LF

Bankers:

HSBC plc, 31 Euston Road, London NW1 2ST

Solicitors:

Bates, Wells and Braithwaite Cheapside House 138 Cheapside London EC2V 6BB

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Likewise Community

Report of the Board of Trustees continued

For the Year Ended 31 March 2024

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

The organisation is a charitable company limited by guarantee, incorporated on 26 April 2005 and registered as a charity on 24 May 2005. The company was established under a Memorandum of Association which defined its objects and powers. It is governed under its Articles of Association. In the event of the company being wound up members are required to contribute an amount not exceeding £1 per member.

Recruitment, selection, induction and training of trustees

The Charity has detailed policies for the recruitment, selection, induction and training of our Trustees.

Contained within the Trustee Handbook are the Likewise Community Codes of Conduct and all policies relating to Trusteeship of the Trust.

Guidance is provided on:

The trustees who served in the year were as follows:

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||||| |---|---|---|---| |Hilary|Wendt|Hristina|Vaceva| |Lisa|Clarke|Letizia|Mattaza| |Katherine|Beeching|Matthew Hacke| |Jennifer Wood|

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Risk management

The major risks to which the charity is exposed, as identified by the trustees, have been reviewed, and systems or procedures have been established to manage those risks. We continue to invest in our people and are confident in the team we have established.

Organisational structure

The charity is administered by a board of a minimum of three trustees who meet on alternate months. The Trustees are responsible for the strategic policy and direction of the charity. A chief officer or Co - officers are appointed by the trustees to manage the day to day operations of the charity and is assisted by the staff of the charity.

Likewise Community continues to hold volunteering at the centre of its operations. The value of services provided by the 50 volunteers of the charity is not included in these accounts.

OBJECTIVES

The objects of the charity are:

The charity has focused its energies and resources on objective (a) since its inception, working with a range of socially excluded people for whom there is no or insufficient provision in the area.

30

Likewise Community

Report of the Board of Trustees continued

Eriinthe ¥ err Erchecd 39 Miri 2000 nae

FINANCIAL REVIEW AND RESERVES POLICY

Given forecast deficits in upcoming years as the charity navigates an uncertain funding environment, the trustees felt it prudent to retain a level of reserves that can allow for navigating this period and therefore maintenance of our vital services. While the charity invests in fundraising and diversifying income, trustees anticipate needing to allocate reserves to sustain some services and navigate rising expenditure and the pressure on staff salaries.

At 31 March 2024 the Charity has free reserves of £781,684 (2023 £610,595).

Our reserves at 31 March 2024 stand at 10.27 months operating expenditure (2023 8.04 months).

This report has been prepared in accordance with the provisions in Part 15 of the Companies Act 2006 applicable to companies subject to the small companies regime.

Approved by the Board on... esRZ NovemSe202K | and signed on its behalf by:

==> picture [200 x 42] intentionally omitted <==

----- Start of picture text -----
Matthew Hacke J
Trustee | {Ln
Vi My
----- End of picture text -----

31

Independent Examiner's report to the Trustees of the Likewise Community

| report on the accounts of the company for the year ended 31 March 2024 set out on pages 33 to 43.

This report is made solely to the charity's trustees, as a body, in accordance with section 145 of the Charities Act 2011 and regulations made under section 154 of that Act. My work has been undertaken so that | might state to the charity's trustees those matters | am required to state to them in this report and for no other purpose. To the fullest extent permitted by law, | do not accept or assume responsibility to anyone other than the charity and the charity's trustees as a body, for my work, for this report, or for the opinions | have formed.

Respective responsibilities of trustees and examiner

The trustees (who are also the directors of the company for the purposes of company law) are responsible for the preparation of the accounts. The trustees consider that an audit is not required for this year under section 144(2) of the Charities Act 2011 (the 2011 Act) and that an independent examination is needed. The charity's gross income exceeded £250,000 and | am qualified to undertake the examination by being a qualified member of The Institute of Chartered Accountants in England and Wales.

Having satisfied myself that the charity is not subject to audit under company law and is eligible for independent examination, it is my responsibility to:

e examine the accounts under section 145 of the 2011 Act;

e to state whether particular matters have come to my attention.

Basis of independent examiner's report

My examination was carried out in accordance with the general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given as to whether the accounts present a 'true and fair view and the report is limited to those matters set out in the statement below.

Independent examiner's statement

In connection with my examination, no matter has come to my attention:

have not been met; or

(2) to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.

==> picture [218 x 24] intentionally omitted <==

----- Start of picture text -----
ia a MANERA Eoehapaemernaneitenreteay baseeee
Of Harry Nicolaou and Co Limited
----- End of picture text -----

Chartered Accountants

21 Brendon Way, Enfield, EN1 2LF

32

Likewise Community

Statement of Financial Activities (including Income and Expenditure Account)

FortheYear Ended 31 March 2024
Unrestricted Restricted
Note funds funds Total Total
2024 2023
£ £ £ £
INCOME from:
Charitable activities:
Grants
Contracts		 2
3		 -
829,815		 122,259
-		 122,259
829,815		 182,000
799,149
Other income 21,396 - 21,396 9,957
Total income 851,211 122,259 973,470 991,106
EXPENDITURE on:
Charitable activities:
Learning Programme - - - 51,527
NHS Core team 423,184 - 423,184 329,643
Resilience Network Alliance 223,294 - 223,294 239,767
NL -Community CostofLiving project - 46,764 46,764 -
Community Support Services (Floating Support &
Community Programme) 86,804 85,616 172,420 241,521
Rough Sleepers Project 34,198 - 34,198 35,252
Governance costs 13,602 - 13,602 14,121
Total expenditure 4 781,082 132,380 913,462 911,831
Netincome 5 70,129 (10,121) 60,008 79,275
Transfers between funds 13 100,000 (100,000) - -
Netmovement in funds 170,129 (110,121) 60,008 79,275
Reconciliation offunds
Total funds brought forward 621,600 152,913 774,513 695,238
Totalfundscarriedforward 13 791,729 42,792 834,521 774,513

33

Likewise Community

Balance Sheet

Company No. 05436062

As at 31 March 2024

Note 2024 2023
£ £
Fixed assets
Tangible assets 8 10,045 11,005
Current assets
Debtors 9 66,545 116,170
Cash at bank and in hand 846,786 719,472
913,331 835,642
Creditors: Amounts falling due within oneyear 10 (88,855) (72,134)
Net current assets 824,476 763,508
Netassets 12 834,521 774,513
SSS rd
Unrestricted funds 791,729 621,600
Restricted funds 42,792 152,913
Total funds 13 834,521 774,513
—— ores

The directors are satisfied that the company is entitled to exemption from the requirement to obtain an audit under section 477 of the Companies Act 2006 and that members have not required the company to obtain an audit in accordance with section 476 of the Act.

The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of accounts.

The accounts have been prepared in accordance with the provisions in Part 15 of the Companies Act 2006 applicable to companies subject to the small companies regime.

Approved by the Board on een... Nowemdse— 20°

and signed on its behalf by:

Matthew Hacke

==> picture [118 x 35] intentionally omitted <==

----- Start of picture text -----
J[p24 lanes
----- End of picture text -----

Trustee

34

Likewise Community

Statement of Cash Flows

As at 31 March 2024

2024 2023
£ £
Cash flowfrom operating activities
Netincome/ forthe year 60,008 79,275
Depreciation of tangible fixed assets 3,348 3,668
Decrease/(Increase) in debtors 49,625 209,349
Increase/(decrease) in creditors 16,721 (26,196)
Netcash flowfrom operating activities 129,702 266,096
Cash flowfrom investing activities
Payments to acquire tangible fixed assets (2,388) (3,558)
Netcash flowfrom investing activities (2,388) (3,558)
———— =—S——————S
Net increase/(decrease) in cash and cash equivalents 127,314 262,538
Cash and cash equivalents at 1 April 2023 719,472 456,934
Cashandcashequivalentsat31March2024 846,786 719,472

35

Likewise Community Notes to the Accounts

  1. Accounting policies The principal accounting policies are summarised below. The accounting policies have been applied consistently throughout the year.

Basis of accounting

The accounts (financial statements) have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

The charity constitutes a public benefit entity as defined by FRS 102.

The accounts 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 twelve months from authorising these accounts and have decided that the charity is able to continue as a going concern.

Income recognition

All income is recognised once the charity has entitlement to the income, there is sufficient certainty of receipt and so it is probable that the income will be received, and the amount of income receivable can be measured reliably.

Expenditure recognition

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

All expenditure is accounted for on the accruals basis and is inclusive of VAT.

Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. Costs are allocated to activities on the basis of percentages derived from the budget.

Governance costs, which are included in charitable expenditure, include those costs associated with meeting the constitutional and statutory requirements of the charity and include audit fees and costs linked to the strategic management of the charity.

Fund accounting

Unrestricted funds are grants, contracts, fees and other incoming resources receivable for the objects of the charity without further specified purpose and are available as general funds.

Restricted funds are grants and other incoming resources which are to be used for specific purposes as specified by the donor. Expenditure which meets this criteria is charged to the fund.

Designated funds are funds set aside out of unrestricted general funds by the trustees for specific future purposes or projects.

Debtors

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

Creditors

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

36

Likewise Community

Notes to the Accounts

Accounting policies continued

Fixed assets

Fixed assets are stated at cost less accumulated depreciation.

Depreciation is provided on all tangible fixed assets at 25% of net book value per annum, a rate calculated to write off the cost of each asset, less its estimated residual value, over the useful economic life of that asset.

Operating leases

Rentals payable under operating leases are charged to the Statement of Financial Activities as incurred over the term of the lease.

Pension costs

The charity contributes to a workplace pension scheme. Pension costs are charged to the SOFA as incurred.

Continued

37

Likewise Community

Notes to the Accounts

For the Year Ended 31 March 2024

Unrestricted Restricted Total Total
2024 2023
2. Grants
£ £ £ £
LankellyChase Foundation - - - -
The National LotteryCommunity Fund - 104,645 104,645 75,000
TudorTrust Fund z = = =
Covid Support Grants - - - -
Lloyds Bank Foundation - - - =
LBC-Community Infrastructure LevyFund - - - 90,000
- Community Impact Resilience Fund - 15,614 15,614 15,000
D'Oyle Carte Charitable Trust - 2,000 2,000 2,000
- 122,259 122,259 182,000
SSS —=ananc#_a==2= _ _lll lS=—-
3. Contracts
£ £ £ £
C&l NHS Foundation Trust: Coreteams 488,746 - 488,746 439,704
:Community Programme - - -
Mind In Camden: Community Impact Fund - - :
Floating support service 87,454 - 87,454 91,328
CNHS-Rough Sleepers project 35,647 - 35647 -
CDATNHS contract - - - 50,149
The Resilience Network Alliance 217,968 - 217,968 217,968
829,815 - 829,815 799,149

Continued

38

Likewise Community

For the Year Ended 31 March 2024

4. Total expenditure

Resilience Rough
Learning
Programme		 NHSCore
Teams		 Network
Alliance		 CCLFProject Floating
Support		 Community
Programme		 Sleepers
Project		 Governance
costs		 Total Total
2024 2023
£ £ £ £ £ £ £ £ £ £
Costs are allocated to activities directlywhere
possible and on percentages based on
headcountforthose costswhich could not be
allocated directly.
Salaries (Note 6)
Otherstaffing costs
Accommodation costs
Insurance
Independentexaminationfee		 -
-
-
-
-		 368,341
4,265
16,347
2,862
-		 193,616
1,745
6,952
1,241
-		 40,620
-
843
50
-		 119,101
1,286
4,990
875
-		 24,538
698
2,788
408
-		 29,476
318
1,260
474
-		 7,384
257
494
-
4,000		 783,076
8,569
33,674
5,910
4,000		 778,784
11,715
32,976
5,257
4,500
Consultancy, legal and professional fees
Office and othercosts
Depreciation		 -
-
-		 9,875
19,804
1,690		 5,057
13,980
703		 780
4,471
-		 3,536
4,470
546		 3,725
5,177
282		 1,110
1,433
127		 624
843
-		 24,707
50,178
3,348		 19,984
54,947
3,668
-
423,184
——SSS=——-—ShSr		 223,294
US		 46,764
OCLSSS"		 134,804
————————S—-		 37,616
S———		 34,198
GV0_—aea——_—S==		 OOOO 13,602
Sh)OOS		 913,462
911,831
aaaa

39

Likewise Community

Notes to the Accounts

For the Year Ended 31 March 2024

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||||||||| |---|---|---|---|---|---|---|---| |5.|Net incoming/outgoing|resources|for the year| |2024|2023| |£|£| |This|is|stated|after|charging:| |Depreciation|3,348|3,668| |Independent|examination|fees|4,000|4,500| |6.|Staff|costs| |2024|2023| |£|£| |Wages|and|salaries|688,240|670,625| |Social|security|costs|56,292|61,346| |Pension|costs|38,544|46,813| |783,076|778,784| |eE—eES===S=—|anannaa>==| |No|employee|received|emoluments|of more|than|£60,000.| |The|average|number|of employees|during|the|period|was:|

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||||||| |---|---|---|---|---|---| |2024|2023| |No.|No.| |Staff employed|on|permanent|contracts|35|37| |Staff employed|on|zero-hours|contracts|2|4| |37|41| |SSS|US|

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  1. Trustee remuneration No remuneration was paid to the trustees in their capacity as trustees and no expenses were reimbursed to them (2023 E£Nil).

40

Likewise Community

Notes to the Accounts

For the Year Ended 31 March 2024

8. Tangible fixed assets

ITiComputer Other Furnitureand Furnitureand
equipment equipment fixtures Total
£ £ £ £
Cost
At 1 April 2023 43,733 47,297 47,772 138,802
Additions 2,208 - 180 2,388
At31 March 2024 45,941 47,297 47,952 141,190
Depreciation
At 1 April 2023 39,357 46,953 41,487 127,797
Charge forthe year 1,646 86 1,616 3,348
At31 March 2024 41,003 47,039 43,103 131,145
Net book value
At 31 March 2024 4,938 258 4,849 10,045
——————————— EE —aSSS= =
Netbook value
At 7 April2023 4,376 344 6,285 11,005
9. Debtors
2024 2023
£ £
Fees receivable 6,565 12,119
Other debtors 45,523 90,292
Prepayments 14,457 13,759
66,545 116,170
10. Creditors: amounts falling due within one year
2024 2023
£ £
Deferred income (note 11) 39,073 12,100
Othercreditors and accruals 49,783 60,034
88,856 72,134
~~ ]S o_CeE===:

41

Likewise Community

Notes to the Accounts

For the Year Ended 31 March 2024

11. Deferred income £
Balance at 1 April 2023 12,100
Amount released to incoming resources (12,100)
Amount deferred in year 39,073
Balance at31 March 2024 39,073
Deferred income represents grantand contractincome income received in advance.
12. Analysis ofnetassets between funds
Unrestricted Restricted Totalfunds
funds
£		 funds
£		 2024
£
Tangible fixed assets 10,045 - 10,045
Current assets 835,610 77,721 913,331
Current liabilities (53,926) (34,929) (88,855)
Netassets at31 March 2024 791,729 42,792 834,521
aaa
SSS		 —ELESS SSS ———SSSS
13. Movementin funds
At1 April
2023		 Incoming
resources		 Outgoing
resources		 Transfers At31 March
2024
£ £ £ £ £
Unrestricted funds
Generalfunds 621,600 851,211 (781,082) 100,000 791,729
621,600 851,211 (781,082) 100,000 791,729
Restricted funds
National Lottery: Community SupportServices 152,913 104,645 (114,766) (100,000) 42,792
LBC -Community Support Infrstructure,
Resilience & Garden Funds - 15,614 (15,614) - -
D'OyleCarte Charitable Trust-Garden - 2,000 (2,000) - -
Total restricted funds 152,913 122,259 (132,380) (100,000) 42,792
Totalfunds 774,513
_——————————S		 973,470 (913,462) -
ee		 834,521
SS

Purposes of restricted funds

42

Likewise Community

Notes to the Accounts

For the Year Ended 31 March 2024

15. Commitments
Operating lease commitments
The total offutureminimum lease payments under non-cancellable operating leases at 31 March 2024 are as follows:
2024 2023
£ £
Not laterthan one year 1,214 828
Laterthan one yearbut less than five years 1,720 -
2,934 828
———————__——— —SSSSS__=_=

16. Pension costs

The employer's contribution is 8% of the salaries of eligible staff who were on appointed on or before March 2022. For eligible employees appointed on of after 1 April 2022 the employer's contibution rate ie 5%. The contribution is paid into a workplace pension scheme.

Pension costs amounted to £38,544 (2023 £46,813).

43