Company No. 05436062 Charity No. 1109639 Likewise Community Report & Accounts For the Year Ended 31 March 2025 8 Falrhazel Gardens London NW6 3SG
LIKEWISE LEARNING AND IMPACT REPORT2024-25 OVERALL STRUCTURE Ourtheory of change Our reach and impact- key numbers (including demographics) Developing a new Strategic Frame One-to-one support Community programme Reflections on relationaLworking OUR THEORY OFCHANGE To help ground the rest of this r8port, we've included a short version of our Theory of Change how we understand change to happen at Likewise, and the beliefs and practices that shape our work. We exist to help people navigate life in all its complexity by creating compassionate, human-centred relationships and spaces where people feel v81ued, accepted 8nd connected. People 8re not problems to be solved we see people in their fullness. Change h8ppens In relationship trust and connection enable growth, Context m8tters people's lives shape what support looks like, Organisatlons should be human too honest, open, learning cultures create better c8re. Relational Support grounded in acceptance and genuine connection. Whole-P8rson Practice that stays flexible and responsive to real life. Embedded Community that fosters belonging and shared ownership. People Development through learning, reflection 8nd enquiry. System Leadership that models human-centred, learning-based practice. utc For Individuals.. increased wellbeing, trust and agency. For Communities; more belonging, mutual support and local capaclty. For Systems: more adaptive, relational, human-centred practice. li Support is human, community is strengthened, and systems reflect real life.
OUR REACH AND IMPACT-KEYNUMBERS (including Support and Connect estimate) Hours of support delivered . 6668 (-0.5%} Number of sessions: 3482 {-1.5%) Unique participants: 299 810/0 of Floating Support clients reported better managing their mental health. 60% of Support and Connect clients with a reduced risk of crisis admission. Hours: 1078 {-16.3%) Sessions: 821 (-13.9 % ) Unique Participants: 195 {+18.2%) Attendances: 2895 {+21%) 95% of members said that comingto our hub brings a feeLing of belonging. 85% of members felt participating improved their wellbeing, The numbers this year show clear evidence of the difference that relational support makes for the people we work with. In one-to-one services, 81 % of Floating Support clients told us they were better able to manage their mental health, and 60Vo of Support & Connect clients saw a reduced risk of crisis admission. These outcomes sit alongside th8 Stories shared later In this report- people descrlbing feeling more able to cope, less Isolated, and better supported to navigate housing, benefits and daily life. Across our community programme, the impact is equallyvisible. Even with reduced hours and sessions (mostly due to health and safety closures out of our control), participation and attendance increased. In addition, the vast majority of members reported strong benefits: 95% said the hub brings a sense of belonging, and 85% felt activitles improved their wellbeing. These findings are echoed throughout the quotes in this report people talking about feeling respected, building friendships, becoming more confident, or simply having somewhere they can "be" without judgement.
Who we workwlth- Demographics Ethnicity Olher- Any othef ethnlc group Other- Arab White. Any other While background . White-Gypsy or Irlsh Tr8veller White-lrish Whlt8-Engllsh, Welsh, Scottlsh. Northern Irlsh or Brilish Any other Mixod or multiple eihnlc backgiound Mixed- Whitg and Asian Mlxed - While and Black Alilcan Mlxed -white and Black Caribbean &° Ble¢k or Black Bfltish- any oih8r background 81ack Of Black Britlsh - Afrlcan 81g¢k or Black Brltlsh- Carlbbean I Aslan or Aslan Brlt13h Any othorA$18n background kni A818n or Asian Brltish Chlnese A818n or A818fb Brltish Banglad8shl Asl8n or Aslan Brltish Paklstanl Aslan or As18n 8rltl¥h Ind18n & 10% 15% 20% 25% 30ry6 35% 40% VA Cen$us A P&rc8nt8ge Gender i 60% 53% 52% 50% 47% 44% 1 40% 1 30% 1 20% Female Malo Trans Other Perc8rFtage Censu8
Age 40% 37% 1 35% 30% 25% 27% 2S% 25% 20% 20% 16% 15% 15% 10% 1 10% 8% 18-24 2S-34 35-49 85-74 7S+ Perc8nlag8 Cen8us lex¢ludlng undef 188} In 2024125, the whole organisation took part in creating a new Strategic Frame for Likewise, We used a bow-tie process moving between wide listening and focused sense-making to ensure the Frame genuinely reflected the voices, insight and experience of the whole team, We began by gathering reflections and ideas from staff across roles. Our Le8ds Circle then worked with this material to identify themes and emerging priorities. We tool< these back out to th8 whole organisation for deeper conversation and refinement, before returning to the Leads Circle to shape and flnaLise the Strategic Frame. What the Strateglc Frame Is For The Strategic Frame gives us a shared way of understanding who we are and how we work. It isn't a rigid plan - it acts as an anchor that helps us stay true to our purpose while responding flexibly to what people and communities need. It will support clearer decision-making, alignment across teams, and stronger accountability to the values and ways of working that define Likewise. Wo will use the Strategic Frame through a practice of dynamic steering ontinually tuning intofeedback, noticingwhere energy and tension sit, and makingsmall, timely adjustments rather than following a fixed plan. This ensures the Frame stays allve in the
organisation, guidingus as we sense and respond towhat is emerging in ourwork, our teams, and our community. Key Elements of the Strateglc Frame Likewise exists to create compassionate, human-centred relationships and spaces wh8re.peopLe feel v81ued, accepted, and connected, We support often isolated or excluded people by building authentic Telationships and community together. Through these connections, we nurture wellbeing and inspire systemic change toward a more human, empathetic, and inclusive health and social care system with people at the heart. A vibrant, welcoming community where everyone feels at home. A place where people from all walks of lif8 come together as neighbours and community members building real connections, sharing support, and growing alongslde each other. Our dr68m is a space that runs on the energy and car8 of the people whofill it, where the communitytruly owns it. By sharlngwhat we do and standingfor change, we hope to spark a shift tOW8rd a klnder, more human way of supporting e8ch other. Together, we're rediscovering what it means to belong, connect and be there for each other. Because there's an epidemic of loneliness, isolation, mental health struggles and people not coping, we work in Camden to support often vulnerable adults find onnection, communlty, care and practical support in orderthat peopLe live happier Iiv8s and don't end up in crisis. Over the years we've supported people experiencing homelessness, people who are refugees or seeking asylum. people experiencing ment81 health challenges or who have sociaL care needs, and people feeling lonely, isolated or excluded. Today much of our focus is on supporting people facing enduring mental health challenges, ongolng social care needs, and those who feel sociaLLy isolated or vulnerable. We offer preventative, community-based, and holistic appr02ches in a landscape that can be reactive, clinical, or highly specialised.
We're here for people if they want to connect over a cup Df tea, join a group, see an art therapist or sit quietly in our community garden. Providing one-to-one support through human centred relationships where we're 8Longside people as they navigate life, cuLtivate wellbeing and learn. Evolving and building community spaces, places and relationships, focussed on belonging, learning together and wellbeing. Collaborating and working in partnerships where we learn, act together and model human centred servic88 for gr8ater impact, influence and sustainable change. Being a human. relationship centred organisation where we take good care of each other. We're adaptable, responsive, dynamic and always learning, This y68r, our one-to-one services have continued to deliver at similar levels to last year, demonstrating our continued impactwithin our community. Behind these numbers, we have invested significant effort and time into improving, expanding, and evolving our one-to-one offer to better meet our community's needs. On our 6-8 Sesslon Service, last year marked the launch of Reach Out Camden, four charity organis8tions in Camden collaborating to form a single point of access for referraLs, supporting an easier access to community mental health services and support. This past year, we have supported the navigation process, which discusses options with people who are referred in a relational way to ensure they can find the right service within Reach Out. This has supported a referral process for community services which is more cohesive, compassionate, and human. "I'm absolutely dellghted wlth my support worker. Yes, they're just the kind of person that I feel is goodfor me. They re always willing to listen to a suggestion" client Within our NHS partnerships, we have continued to provide vital one-to-one support, which Is also able to meet both emotional and practical needs, supporting people through challenging times and also helping them access support such as benefits, funding and housing. We are also expandingthe Community Development roles we hold within the team focussed on building links between clinical services and local communities. In particular this work looks to build trust between communltie8 and the NHS to support a diverse range of people boing able to 8ccess the care they need. This year, we have created a new peer support group for those Leaving one-to-one services in the NHS so that they can land back into the community. Discharge is commonLy
identified in services review as a gap in care across the borough, so our 16-week peer groups will address this with a co-created, empathetlc 8nd supportive space. We've 81so seen more variation in the support people are seeking from our one-to-one services. Increasingly, people are receiving a more diverse combination of practical, Social, and emotional support. This means we've been succeeding at meeting different needs as they appear, rather than only tending to one aspect of the lives of the people we work with. We've been able to respond to this due to our flexible and holistic appr08ch. The cost-of-living crisis continues to impact people's lives and the kind of help they are seeking from both an emotional and practical perspective. Al PeoLpe on the 6-8 service reporting stabilis8tion or positive change Practlcal Help 3, 60% Frl8ndshlp¥ 6.86%i Leslur8 A¢tlvitl88 3. 43% Fln8nclal Sltuallon 8. 73% Phy8Ical He811h satlslacllon 11,85%: Montal Health $8tlslactlon 11.85%, 10% 20% 30% 40% 50% 60% 70% 80% 90% 1 The DIALOG scale is a tool we use to observe changes In the lives of the people we work with. It gives an overvlew of the key areas of someone's life where we're making a difference. On our 6-8 session service, we see that most people report either stability or improvement in the majorityof domains. Many of the people we work with are at risk of progressing to a mental health crisis meaning improvement is not always possible in the time we work with them. 71 % of those referred into support and connect in Kentish Town between Jan-April 2024 demonstrated a stabilised or reduced risk of crisis admission. 60 % have demonstrated a reduced crisis risk. Our abilityto support people to stabllise theirwellbeing, avoid a hospital admission, maintain independence and begin working to improving mental health is important as it helps people to avoid the distress around crisis and hospital admission. Importantly this also reduces the demand and cost for crisis services wlthin Camden.
The DIALOG areas covering health, finances and friendships have some of the greatest gains for the people we work with. demonstrating the tangible impact of our support. Feedback Form Satisfaction Rates Overll Sat18f8Gtlon Control oveiwhai I do on 8eNiGg 8896 Posltlve Relgltonshlp wlth keywoiker 98% Do things mysglf 82% Achl8vlngwhat I w8nt 92% Supportlngwfjllbelng 76% 0% 20% 40% 80% 100% 120 We also collect feedback from people directly. Our data for this past year show high levels of satisfaction with the service, with the quality of relationships and overall experience of the support being singled out for praise. This reinforces the value of our person-centred 8pproach where individuals are able to shape the support they receive. However, this data can also highlight the complexity of our work. Improvements to overall wellbeing had the lowest number of positive responses, though still with 76% providing positive responses. Each person has different aims and ambitions for our one- to-one support. For some, maintaining independence and a level of stability comes first, where improving wellbeing may not be the immediate goal or a realistlc expectation. Recognising this nuance is key when thinking about the impact of our services. Floating Support continues to make a tangible difference for people livlng wlth long- term, complex mental health challenges. This year's data shows that 81 % of people felt better able to manage their mental health. 89% achieved what they wanted through support, and 700/0 felt more able to do things for themselves. P80ple repeatedly emphasise the value of having someone consistently alongside them someone who listens, shows up, and supports both practlcal needs and emotionalwellbeing. As one person shared, "I don't feel like l am alone in mymental health challenges." Another highlighted the depth of trust built through the service: I feel protected. I feel safe. I know thatwhatever I'm talking about is confidential.. This helps prevent relapse." The support also plays a crucial role in reducing isolation and enabling people to stay connected to daily life. Many describe Floating Support as their prlmary Point of human connection, with one person sharing, "I don'tsee anyone except forthis seNice, so it's
important forconnection." The mix of emotional. social and practical support from navigating benefits and housing to managing paperwork or simply having someone to talk to creates real movement in people's lives. As one long-term client put it, "Likewise is all I have.. its tike the family that I don't have." These relationships, and the consistency behind them. demonstrate the profound value of Floating Support as a stabilising, life-improving part of people's week. Selectlon of quotes from one-to-one cllents: "The amount of support thathas been given to me has been fant8Stic... I c8nnot complain with the support I have received. The support has 811owed me to talk about my situation and relieve some pressure." "My support worker has been very supportive of me, and very helpful. Talking to them has allowed me to open my mind up to oth8rpossibilities and new ways of thinking about things. "Wasn't sure how to approach problems and Likewise has helped me to do that. Having a keyworker was like h8ving 8 guiding light leading the way. It helped to take my anxiety away, l am not 81w8ys sure how to ask for help.. "My worker's calmness fv8shes overme Usuallyl dreadprofessionals comlnground. But I don't with Likewise - you re more 18idback, less in your face "Ithas been a lifes8ver- it's given me people to talk to. friendships, things to do in the d8y," "My 8xperience w8s a Ilfeline for me in one of the h8rdest times of my life. I don't know what I would have done without it."client "My Support Worker's positive support 8nd encouragement throughout was deeply imp8Ctful. She provided a saf8 space, she was open and non-judgement81, It truly felt like a safe space end this is not something that I have always felt when engaging wlth otherservices." "Mysupport Workerneverg8ve up on me... she is the first person in my life who stuck around and made sure I was ok. I have never in my life felt C8re or love lik8 1t.- Case study Anton was referred by a psychiatrist to the'support & Connect, programme withln the NHS Core Teas. Anton engaged in 12 sessions of one-to-one support wlth two different support workers at Llkewise. He really appreciated the waythey approached the sesslons wlth openness, Wlth Anton able to guide the focus of the sessions.
For Anton, housing was the most pressing issue on his mlnd when he started Support & Connect. Although he didn't receive the decision he was hoping for within hls recent accommodation review, "the fact thatmyLikewise supportworkerwas there to support me and pmgress the case was re8lly valuable." Anton feels that the Support & Connect sessions have had a significant and positive impact on his well-belng and had contributed to him stopplng self-harming. The Support & Connect sessions helped Anton remove a sense of despair, bring In hope and try to integrate otherviewpoints into the internallyfocused and negative cycle of thoughts he was experlenclng. Anton compared it to feeling like 8 "knotted necklace, whlch Likewise helped to slowly unknot,, Anton had a really posltlve relationship with hls support-worker. He felt welcomed and valued by them end appreciated their open and engaging sessions. "To m8ke you feel Ilk8 YOU are valuable to someone is re8llylmport8nt." "It reallyhelps to findsome sortof banteranda back and forth in conversatlon." Anton apprecieted the way his support-worker recognised parts of hlm that made hlm unique and valuable and then reflected it back to him. "The SUPPOrt-workernoticedmykindness, pointed itout to me, and nurtured and watered it like a flower." The flexlbllity of the sesslons also resonated with Anton, in terms of meeting up and potenti81 for re8¢hedullng, which contra8t8 to other mental health services which can be more rigid. "It felt Ilke Llkewise could 8dapt to my needs, as opposed to forcing me into a mold." "Support & Connect sessions were definltely worthwhile for me, they 8re 8 way of r8fiecting on yourselland de811ng with things thatyou might feelyou can't deal with, It opened me up to thlnking about differentpossible paths of my situation, without forcing it.. Our community programme has continued to offer crucial support and a place of belonging and connection for 8 growing number of people in Camden. Through our community sessions we've been able to respond to wide ranging needs. Life Admin Mornings have supported people through the cost-of-living crisis by supporting with benefits, job, and housing applications. While sessions like our Garden Guardians activity have been able to provide a therapeutic space for them to connect and learn. A contributingfactorto our growth this year has been our work to create a more intentionaL welcome process for new attendees. We have streamlined our sign-up form and introduced clearer guidance on how new members can be introduced, ensuring io
that they find the right activity for their needs and are able to land in a new environment with more ease and care. Partnership working has been another growing part of our community programmes. We have continued to coLLaborate with FEAST to provide free hot meals, serving 530 free meals across the year. 60 % of those who attend our meals experience food insecurity and often eat meals alone. The opportunity to connectwith others over food builds connection as well as SUPPOrtingthe nutrition of our community. Aswell 8s partnering with organisations Like The Zen Project and Veolia to run community events at our hub, we've continued out collaboration with Mind in Camden. Coordinating our food provision with them has meant there is a hot meal avaiLable for the community on every day of the week between the two organisations. li Satlsfaction Rate: 85% Positive responsesto the community feedback form Attendlng Qommunlty S88slon$ Improve3 my belonglng I reel accepted and can engage wlth se88lons In a way tho1 $ults me Altendlng Communlty Se$8lon8 h88 had a poslilve Impact on my wellbelng 85% 60% 70% 90% 100% Our f8edback forms indicate the impact the community programme is having withln our community. Having somewhere to experience a sense of belonging as an antidote to Isolatlon and loneliness is critical for wellbeing, and 950h of attende8 said that comlng to sessions at the hub brings a feeling of belonging. 85 % of attendees felt participating in activities at the hub improved their wellbeing. We have also noticed many responses from our community referencing how open our group offer is and how it provides a space for people to simply'be, "The hub helps people, helps me with admin. helps the community. we can meet people, playgames, e8t food or drink coffee" "The people are friendly and there's a togetherness. We can talk to each other about things, what we do and everything." 11
"It's nice because I socialise. Isort of know everyone now. I feeigood when I come home. I feel respected here and more so than out there in the community." "I'v8 le8rntbysh8ring each oth8rexperiences. some of us can help others out. and vice versa. We're 811 caring here." "I've learnt a lot about the people that come here from conversations, they're great to talk to, And I've le8rnt about the cooking too. The tog8thern8SS too- how to be in a community. Ie learnt to be less shy, andhow to talk to people." "Coming here helps me feel independent. I8 been coming on my own rather than needed someon8 to come with me. l also speak another18nguage at home and coming here helps me improve my English. I talk about myself here more than I do elsewhere." The B8king for Wellbeing group has been goingsince 2019 and is led byAgnieszka; baker and founder of Rise and Shine Bakery, through which she offers bespoke classes focusing on the wellbelng benefits of baklng. Agnieszka feels really positive about how the group has evolved to be a space of community and cohesion for members. Although most members aren't easily able to practice their new baking skills at home, due to living in temporary accommodation or not having access to facilities, it's the whole process of baking together that enabl8S people to connect and be themselves in a warm and safe space. "Through baking 8nd coming regularly, they feel comfortable with each other, so they open up and talk aboutprivate stuff, which was not the case when we started of course...It's through baking and eatingsomething delicious at the end of it, and sitting with a cup of tea andjust talking,. a cake is like an excuse for them, it's an outlet. It's 8 way to expressing their daily thoughts, orsillyl)8nter.. Its the communityfeel 8nd spirit., As a group they find a way of understanding and accommodating everyone's different tastes and preferences for what's on the menu and being flexibLe to people's different needs. Through facilitating and leading the group. Agnle8zka is learning a lot about oth8r peoplo's realities and how to navigate difference. "It's a learning two-way street. I'm also learning about various mental he81th conditions through listening to some clients who just openlystate how it affects their life, and how hard or not hard they find it, and howevery dayis different. And I'm amazed sometimes about their openness and the seeming ease with which they express what they're going through,: Agnieszka is supported by one of the regular members of the group who reached out and asked if she could start to regularly come early and help set up. This participant frequently tells Agnieszka that "Likewise saved {her} life." 12
"It's incredible to be a part of a charity thats created that SP8ce." Due to the popularity of the group and growing demand, a second group has recently been set up and WILL be meeting each fortnightly. At Likewise, our way of working is central to what Makes the support we provide across our servic8s different. A central facet of this is our approach to putting relationship first, working in a way that pyioritises belonging, acceptance and learning together. Research from the Relationship Project shows that'relationship first working and a focus on fostering social connection can lead to services that Can have greater impact as they are more rooted in the Lives of the people theywork with. For instance, they reference that in Frome, work on building social connections led to a 140/0 drop in hospital admissions, while Great Yarmouth Council have been able to reduce the housing waiting list by 950/0 by developing a relationally centred approach to tackling it. Our work with ourcommunityst8rts from 8 plac8 of the context of their life, working relationallywith them to achieve outcomes thatare important to their lives. There are three key reasons we work in this way. It allows us to work In 8 context sensitive way, Latllll]g Systems suggests that services "should embr8ce th8 complex reality of the 21" century world" and prioritise le8rning over delivery itself. Working relationally, allows us to understand otherperspectives and co-create support which is relevant to the person we're working with. It helps the impact of our work sustain as we believe that it is derived from 8 network of relationships, services and factors, not one service in iso18tion. Relationships can act as a supportive structure to navigate these systems, helping to build resilience and belonging. W8 believe that relationships help us build change. Robert Waldinger describes relationships as 8 "scientific necessity", rather than a nice to have sentiment. We have seen how workingin 8 person-centred wayenables betterresults for our Gommunityandsupports strongerengagement with ourservices. This year's learning report has given us the opportunity to reflect on our relational approach. its impact, how it has evolved, and what the future may look like. To inform this, in-depth conversations with staff were held exploring the nuances of our approach. Our way of working allows us to have impact that other services may struggle to have. A recurring therne in conversations with staff was the importance of being able to build trust. For many of the people we work with, we are the most trusted service they engage 13
with. There are many examples of this enabling us to be a bridge between the community and other services. For example, we supported a community member struggling with hoarding to work constructively with the council and fire safety teams, facilitating conversations between the two. We're able to take positive risks and experiment in unique ways. Staff described how we're able to take action in practicaL and relationaL ways without being constrained by rigid processes. InternaLLy, our way of working has supported a culture where staff are given the space to reflect, share challenges collectively, and continue to evoLve our practice. This space to reflect allows us to respond to changing needs and tailor our support to individuals Working in SLJch an intentional person-centred, relationship-first way within th8 wider system in Camden can be challenging. We often have to navigate impersonal processes or ways of worklng that clash with the values we bring to the work. Acting as a conduit between people and statutory services can sometimes require us to adapt our approach to support a positive outcome for our clients, for instance by not just working directly with them. but also advocating for them in external meetings or bringing multipLe professlonals together. Another challenge is bal8ncing the depth and breadth of the support we provide. The depth of care and attention reLational work requires can make it difficult to divide time equitably across all those seeking support. Over the past few years, our relatlonal practice has become more intentional and structured: We've moved from a very emergent approach to one more readily supported by clear frameworks. like having explicit community agreements and guidance on workingwith both rupture and repair in relationships. We've become more pragmatic, balancing both reflection and action through the forming of working groups on specific organisational challenges. In order to better provide the support structure needed for the work we do, we've formally constituted a "Leads CircLe" of roles with accountability for stewarding the conditions that alLow for relational work. This group supports a high trust, high autonomy culture in the team, aiming to allow responsive, flexible support work whiLe taking care of the wellbeing of the delivery teams. Our client work is the most collaborative it has been, with staff often working together rather than holding cases individually, allowing for more intentional and considered support. 14
OUR COMMUNITY AGREEMENTS AND RESTORATIVE PROCESS Our community agreements set the frame for the kind of relationships that make a diverse comrnunity possible. We believe that communities are best able to thrive when there are explicit relational agreements that help people navigate spaces, and understand the values that are important to that community. Co-creating these agreements with community members, and then being able to highlight them for everyone, provides a framework for conversations about the kind of community we aspire to, the ways we all want to belong together. People getting things wrong, strained relationships, difference and conflict are all inevitable parts of people coming together in community. Having norms and processes for navigating this Is essential, Workingwith conflict in a way that is relational, restorative, non-punitive and centred on learning, we can build a strong and cohesive community which is better able to hold and include difference. With this In mind, we have recently launched a formalis8d process to working with 'rupture 8nd repair" in relationships with community members. This covers how we approach conflict or when communlty agreements are broken, and whenlhow people might be asked to take a break from the community space. With an emphasis on non- exclusion, our process includes guided learning conversations, times when taking a break might be necessary, as well as a focus on creating the space for a phased return to our community space following more serious ruptures. This was developed following conversations with community members around conflict, and staff meetings, landing on a process that centres the needs of the broader community, as well as the individuals that it is made up of. The key questions showing how our appr08ch has been evolving are: How do we keep adaptingwithin wider systems without diLuting our'humans alongside humans" approach rooted in relationship and mutuality. How do we build more structure Into one-to-one work to support consistency and provide greater support forstaff while maintaining our abilityto put reLationship first, make space for emergence and complexity. How can we continue to experiment in community work while operating with clearer agreements and processes? Creating the space for getting things wrong and tailoring ourway of workingto each community member whilst still having unifying policies and agreements? 15
For organisations seeking to work in a similar way some insights stand out: Relational work is effective and rewarding. but it takes time, space, and intention to do itwell. Flexibility is very important, being pragmatic and belng comfortable with uncertalnty makes the approach impactful. Being able to have the space and support to proc8ss challenglng sltuatlons is pivotal, at Likewise we build in the space to reflect and process in smaller groups and as a team. How we recruit into the te8m matters greatly for how we're able to cultivate our way of working. We integrate and centre the values, mindset and a level of relation8l resilience needed to meet complexity, hold ambiguity, and work with 8Utonomy in our recruitment. The depth of care required can lead to resources being stretched, but the outcomes often justify the eff ort. We make this sustainable by embedding reflectlon Into our regular meeting spaces, to unpack and unpick the emotional load ot the work. We also build a mutually supportive culture where all team members can turn to each other to process their experience of the work, be supported and learn together. Buildlng strong relationship with the wider system is essential for supporting Individuals and advocating for a more person-centred model of care. There Is 8 great deal of optimism aboutthe future of our relational approach. While the context 8nd applications may change. there's a strong belief that the core practice will remain centr81. We expect to see more structures introduced into the one-to-one work, alongside the continued space for experimentation in community projects, ensuring our st8ff and community are supported in ways that are relational, values-led, and sustainabLe.
Likewise Community Report of the Board of Trustees Gonlinued For the Year Ended 31 March 2025 The trustees pr8s8nl the financial statements of the charitable company for the year ended 31 March 2025. The trustees have complied with the duty to have due regard to guidance issued by the Charity Commisston. LEGAL AND ADMINISTRATIVE INFORMATION Charlty name Lk8wis8 Community (formety Holy Cross Centre Trust) Charlty reglstratlon number 1109639 Company reglstratlon number 05436062 Reglstered offlce 8 Fairhazel Gardens, London NW6 3SG Offlce address 8 Fairhazel Gardens. London NW6 3SG Telephonelemall 020 7278 44371 Hugo.ReggianS@likewlse.org.uk Trustees (Dlrectors) Hllary Wendt Llsa Clarke Katherine Beeching Jennifer Wood Hrislina Vaceva Letizia Matlanza Matthew Hacke Chair Resigned 19th September 2024 Co - OffScers Mall Shepheard Hugo Reggianl Independenl Examlner Harry Nicolaou FCA Of Harry Nicolaou & Co Limited Chartered Accountants 21 Brendon Way, Enfield EN12LF Bankers: HSBC plc. 31 Euston Road, London NW12ST Sollcitors: Bates. Wells and Braiihwaite Cheapside House 138 Cheapside London EC2V 6BB
Likewise Community Report of Ihe Board of Trustees continued For the Year Ended 31 March 2025 STRUCTURE, GOVERNANCE AND MANAGEMENT Governlng document The organisation is a charilable company limited by guarant88, incorporaled on 26 April 2005 and registered as a charity on 24 May 2005. The company was established under a M8morandum of Association which defined ils objects and powers. It is governed under its Articles of Associalion. In the event of the company being wound up members are required to contribute an amount not exceeding £1 per member, Recrultment, selectlon, Inductlon and tralnlng of trustees The charity truste8s (under charity law) are also the directors of the company for the purposes of company law. The Charily has detailed policies for the recruitment, selection. inductlon and training of our Trustees. Contained within the Trustee Handbook are the Likewise Community Codes of Conduct and all policies relaling lo Trusteeship of the Trust. Guldance is provided on.. Introducing the Role of Tru8teeship wth clearly defined concepts relating to Likewise Community A guide lo good Trusteeship A clear model for Trustee Codes of conduct Clearly 81ated rights and responsibilities The truste85 who served in the year were as follows: Hilary Wendl Hristina Vaceva Lisa Clarke Letizia Mattanza Katherine Beeching Matlhew Hacke Jennifer Wood Rlsk management The major risks to which the chaiity is exposed, as identified by the trustees, have be8n 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. Organlsatlonal structure The charily is administered by a board of a minimum of three trustees who meet on altemate 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 charily. Likewise Community continues to hold volunteering at the centre of its operations. The value of servlces provided by the 50 volunteers of the charity is not included in these accounls. OBJECTIVES The objects of the charity are.. (a) To relieve need, hardship and dislress among people of the Greater London area {hereinafter called 'Ihe area ). (b) To relieve the needs of dderly people living in the area. (c) To promole the belter care, upbringing and education of children living in the area, and in particular those under the age of five. 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 Ihe area. 18
Likewise Community Report of the Board of Ttustees continued For the Year Ended 31 March 2025 FINANCIAL REVIEW AND RESERVES POLICY Likewlse aims to maintain a minimum of 6 months of operatlng costs as free reserves. 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 th8refore maintenance of our vit81 seNice5. In particular reserves may be needed as statutory contracts are changed, and or reduced In upcoming years. Trustees antlcipate needing to allocale reseDRs to sustain some services and navigate rlsing expendlture and the pressure on staff salaries At 31 March 2025 the Charity has free reserves of £832.030 {2024 £781,684). Our reserves at 31 March 2025 stand at 10.84 months operating expenditur8 (2024 10.27 months), This report has been prepared in accordance with the provisions In Part 15 of the Companies Act 2006 appllcable to companies SUbjt to the small compani8s regime. Approved by the Board on and signed on its behalf by: Hila Chair Wendt 19
Independent Examinerfs report to the Trustees of the Likewise Community I report on the accounts of the company for the year ended 31 March 2025 set out on pages 910 19. This report is made solely to the charlty's tTUStees, as a body, in accordance wth section 145 of tha Charitlos Act 2011 and r8gulalions made under sectlon 154 of that Act. My work has been undertaken so Ihat I mlghl slate to the charlty's trustees those matters l am required to slate to them in this report and for no olher purpose. To the fullest extent permilled by law, I do not accept or a88ume responslbility lo anyone other than the tharity and Ihe charity's trustees as a body. for my work, for Ihls report. or for the opinions I have lormed. Respectlvg responslbllltles of trustee8 and examlner The trustees (who are also the directors of the company for the purposes of company law} are responslble lor lh8 preparation of the accounts. The trustees conslder that an audit is not required for this year under section 144121 ol the Charities Act 2011 (thè 2011 Act) and that an independenl examination is needed. The charity's gTOSS income èxceeded £250,000 and l am qualified lo undertake the examinallon by being a quallfiéd member of The Instltute of Charter8d Accountants In England and Wa18S. Havlng satisfied myself that the charity is not subject to au(Ilt under company law and is ellglble for Independent èxaminalion,11 Is my résponsiblllly to.. examine the accounts under 8ectlon 145 of the 2011 Act., to follow the procedures lald d¢y4¥n In the general Dlrecllons glven by the Charity Commlssion under section 145{51(b) of the 2011 Act. and to state whether partlcular matters have Come to my attention. Basls of Independent examlnerfs report My examinallon was carried out in accordance wilh Ihe gen8ral Dlr8ctions given by the Charity Commisslon. An examination Include5 a review of the accounting records kept by the charity and a comparison ol the accounts presented with those records. It also Includes conslderallon ol any unusual Items or disdosures In the accounts, and seeking explanations from you as Iruslees concernlng any such matters. The prOdre5 undertaken do not provide all the evidence Ihat would be required in an audlt 8nd consequèntly no opinion Is given as to whether the accvurbls present a 'true and falr vlew and the report is Ilmiled lo Iho8e m8tlers sel out in the Statement below. Independent examlner'8 8tatoment In Gonnection with my examination, no matter ha5 com8 lo my 8ttentlon.' (1) whlch gives me reasonable cause lo believe that in any material respect the requlremenls.. to keep accounllng record8 in accordan wth section 386 of the CompanSe5 Acl 20C6", and • to prepare accounts vthiGh accord V4ith ihe accounting records. comply wlh Ihe accounting fequiremenls of secllon 398 of the Companles AGI 2006 and with the methods and prlnciples of the Slalement ol Recommended Practice: Accounting and Reporting by Charlties have not been met: or {21 lo which, in my opinion. attention should be drawn in order lo enable a proper understanding of the accounts to be reached. Harry Nicolaou FCA Of Halry Nlcolaou and Co Limiled Chartered Accountants 218rèndon Way, Enfield, EN12LF 20
Likewise Community Statement of Financial Activities lincluding Income and Expenditure Account) For the Year Ended 31 MaTGh 2025 Unro$lrlcteil lunds Restricted funds Not• Tota rolal 2025 2024 INCOME from: Donatlons and legacies Charitable activities.. Grants Contracts Olher income 844 30,000 826,618 24,736 44.961 74,961 826,618 24,736 t22,259 829,815 21,396 Total Incoma 882,198 44,961 927,169 973,470 EXPENDITURE on: Charltable actlvltles: NHS Core team Reslllence Nelwork Alllance NL - Communlly Cost of Llving project Communlly Support Servi8 (Floating Support & Communlly Programme) Rough Sleepers Project Governance costs 470,790 221,314 470,790 221,314 423,184 223, 294 46, 764 126,117 89,251 215,368 172,420 34,198 13,602 13,547 13,547 Tot•1 oxpendlture 831,768 89,251 921,019 913,462 Nel Income 50,430 (44,290) 6.140 60, 008 Transfers between funds 13 (1,498) 1,498 Net movemont In funds 48.932 (42,792) 6,140 60, 008 Reconciliation of funds Total funds brought forward 791.729 42,792 834,521 774,513 Totsl lunds carrled forward 13 840,661 840,661 834,521 21
Likewise Community Balance Sheet Company No. 05436062 As at 31 March 2025 Note 2026 2024 Flxed assets Tangible assets 8,631 10,045 Current assets Oeblors Cash at bank and In hand 63,507 828,092 66,545 846, 786 891,599 913,331 Credltors: Amounts falling due wlthln one year 10 (69,569) (88, 855) Net current assets 832,030 824, 476 Net assets 12 840,661 834,521 Unrestricted funds RestriGted funds 840,661 791, 729 42, 792 Total funds 13 840,661 834, 521 The directors are satisfied that the company 18 entitled to exemplion 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 audil in accordance with section 476 of the Act, The directors acknowledge their responsibilrties 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 COrdanCe with the provisions in Part 15 of the Companies Act 2006 applicable to companies subject to the small CoMpanS regime. Approved by the Board on . and signed on its behalf by.. Hila Chair 22
Likewise Community Statement of Cash Flows A8 at 31 March 2026 2025 2024 Cash flow from operatlng actlvities Net Incomel for the year Depreciation of langible fixed assets Decreasel{Increase) in debtors Increasel(decrease) In creditors 6,140 2,877 3,038 (29.286) 60,008 3,348 49, 625 16,721 Nel cash flow from op8ratlng actlvltles (17,231 129, 702 Cash flow from Investlng actlvltles Payments to acquire tangible fixed assets (1,463) (2,388) Net cash flow from Investlng actlvltles 11,463) (2,388) Net Increasel(decreage) In cash and cash equivalents (18,694) 127,314 Cash and c8sh equivalents at 1 April 2024 Cash and cash equivalents at 31 March 2025 846,786 828,092 719 472 846, 786 23
Likewise Community Notes to the Accounts Accounting pollcles The principal accounting polici8s are 5ummarised below. The accounting policie5 have been applied con61Stently Ihroughout the year, Basls of accountlng The accounts (financial statem8nts) have been prepared in accordance with Accounting and Reporting by Charilies.. 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 1021 leffeclive 1 January 2015) - Charilies SORP (FRS 102)), the Financial Reportlng 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 Irustees belleve that no material uncertalnlies exist. The trust86s have Gonsidered the level of funds hekl and the expecled level of incom8 and expenditure for iwelve months from authorising these accounts and hav8 decided that the charlly is able to continue as a going concern. Income recognlllon All income Is recognlsed once the charity has enlitlernenl to the income, there is Sufficient certainly of receipt and so it Is probable that the income will be received, and the amount of Income receivable can be measured reliably. Expendlturé racogn5tSon Expendilure Is recognlsed once there 18 a legal or constructive obligation to mak8 a payment to a third party, it is probable that a settlement will be required and the amount of the obligallon can be measured reliably. All expendlture is accounled for on Ihe acGruals 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 aclivilies on the basis of percentages derived from the budget. Governance costs, which are included in charitable expendilure, include those costs associated with meeting the constitutional and statutory requirements of the charity and include audll fees and costs linked to the stralegic management of the charity. Fund accountlng Unrestricted funds are grants, contracts, fees and other incoming resources receivable for the obj8cls of the charily without further specified purpose and are available as general funds. Restricted funds are grants and other incomlng resources which are to be used for specrfic purposes as specifled by the donor. Expenditure which meets this criteria is charged to the fund. Deslgnaled funds are funds set aside out of unrestricted general funds by the truslees for specific future purposes or prolects. Debtors Trade and other d8blors 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. Credltors Cr8ditors and provisions are recognised where the charty has a present obligation resulting Irom a past @vent Ihal will probably result in the transfer of funds to a Ihird party and the amount due to sellle the obligation can be measured or eslimaled reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.
Likewise Community Notes to the Accounts Accountlng pollcles continued Flxed assets Fixed assets are stated at cost tess accumulated depreciation. Deprecialion is provided on all tangible fixed assets at 25¥ty of net book value par annum, a rale calculated to write off the cost of each asset, less its estimaled residual value. over the useful economic life of that asset. Operallng leases Rentals payable under operating leases are charged to the Statement of Financial Activities as Incurred over the tem of the lease. Panslon costs The charity contrlbutes to a workplace pension scheme. Pension costs are charged to th8 SOFA as incurred. Continued 25
Likewise Community Notes to the Accounts For the Year Ended 31 March 2025 Unrestrf¢ted Reslrl¢tèd Total Tol81 2025 2024 Grants The National Lotlery Community Fund LBC- Community Impact Resiliance Fund Community Partner Fund Veolia - Garden proj8cI D'oyle Carte Charitable Trust London Catalyst {Samaritan) Grant City Bridge -creative Therapies 104,645 15,614 30,000 30,000 840 840 2, 000 16 44,105 18 44,105 30.000 44,961 74,961 122, 259 Contracts C&1 NHS Foundation Trust.. Core learns Floating support service CNHS- Rough Sleepers proj8Ct The Resilience Network Alliance 500,094 102,540 500,094 102,540 488, 746 87,454 35,647 217,968 223,984 223,984 826,618 826,618 829.815 Continued
fO¢J>VO 0[nO3 rrDorJrll) rqy If* ¢7i * r VVI In ¢ o ts- O) 0100 (YJ Ln Of40) o) 0> a) O(DTr 17) b P4 0 v a><0 fo(4 1 00 Ill,. Id ul ffj o
Likewise Community Notes to the Accounts For the Year Ended 31 March 2025 Net IncomlngloutgoSng resources for tho year 2025 2024 Thls Is stated after Charging: Depreclation Independent examlnallon fees 2,877 4,000 3,348 4, 000 staff costs 2025 2024 Wages and salaries Social securlly costs Pension costs 697,529 688,240 54,820 56,292 39,169 38,544 791,518 783, 076 No employee recelved emoluments of more than £60.000. The average number of employees durlng the period was: 2025 No. 2024 No, 35 staff employed on pennanenl contracts staff ernoYed on zertrhours contracls 33 35 37 Trusteo remuneratlon No remuneratlon was paid to the trustees In thelr capacity as trustees and no expenses were reimbursed to them (2024 £Nil). 28
Likewise Community Notes to the Accounts For the Year Ended 31 March 2025 Tangible Ilxed as88ts ITIComput•r •4ulpmont Other FurnltUfO and equlpmont flxtures Total Cost Al 1 Aprfl 2024 Addltlons 45,941 47,297 284 47,952 1,179 141,190 1,463 At 31 Mar¢h 2025 45,941 47,581 49,131 142,653 Deproclatlon At 1 April 2024 Charge for the year 41,003 1,234 47,039 136 43,103 1,507 131,145 2,877 At 31 March 2025 42,237 47,176 44,610 134,022 Net book value At 31 March 2025 3,704 406 4,521 8,631 Nel book v8lu8 Al 31 March 2024 4,938 258 4,849 10.045 Debtors 2025 2024 Fees recelvable Other debtors PPaYmentS 6,041 46,668 10,798 6,565 45,523 14,457 63,507 66.545 10. Credltors: amounts falllng due withln one year 2026 2024 Deferred Income (note 11) other Creditors and accruals 7,984 51,585 39,073 49, 782 59,569 88, 855 29
Likewise Community Notes to the Accounts Forthe Year Ended 31 March 2025 11. Dpferred Income Balance al 1 April 2024 Amount released lo incomlng resources Amount delerred in year 39,073 139,0731 7,984 Balance at 31 March 2026 7,984 Deferred income repre88nls grant and conlract Income received in advan. 12. Analysi¥ of n8t a88et8 belween fund8 Unrè8trlcted fund8 Restrlcted fund8 Total fund$ 2025 Tangible flxed assets Current assets Currenl Ilabilllies 8,631 883,615 151,586) 8,631 891,599 159,5691 7,984 (7,9841 N•t a•sets at 31 March 2026 840,661 840,661 13. Movement In fund• Al 1 Aprfl 2024 In¢omlng Oulgolnu rnoour¢e• At J1 March 2026 Tranifér• Unre6tr5Gt8d funds General lunds 791,729 882,198 1831,768) {1,4981 840,661 791,729 882.198 1831,7681 11,498) 840,661 Ro8trlcted lund• Nallonal Lottery.. Communlty Support SgNIcg8 LBC- Communlly Partner Fund & olher8 London Calalyst {S8maritanl Grant city ol London - Community Prograrrmo 42,792 {30,0001 {9.6181 116) 149,6171 (12,7921 8,778 840 16 44,105 5,512 Total reBlrf¢t•d fund8 42,792 44,961 189,251) 1.498 Total fund8 834,621 927,1 $9 {921,019) 840,661 Purpo$?$ of ie8trlcted funds Communily Support Sèrvices lund.. to dellver hlgh qu81ily, deepty personntr9d communily care,. lo influencè Ihe soclal Car9 sector through sharing 188ming.' lo gxploro community ownershlp," cosls lowards a Pod Load&r lo d81iv8r pgrson- C8nlr8d communily Ca,. lo dgliver social carp mon181 h881th s8rvK0s Ihrough lh8 Pod Modgl, we8vlng one-Io-on8 support, social work Iralnlng and community 8Gliwly inlo one. Individu81 grnnls lor the rvlief of poverty lund.. to distrttjute gfants ra¢sed for that pury)08e to Individual clienls of th8 Sl Pancras Refugee Centre. 14. Related Party Tran8actlon8 No ielated party Iran8aclions look place durtng the yeai. 30
Likewise Community Notes to tho Accounts For the Year Ended 31 March 2025 15. Commltments Opgratlng lease commltments The total ol fulufe minimum lease payments under non-¢anlIable operaling lease5 at 31 March 2025 are as follows.. 2025 2024 Not later than ong yèar Lal8r than one year but less Ihan five year8 2,496 10,608 1,214 1,720 13,104 2,934 16. Pèn$lon coots Thè employefs conlrlbulion 1$ 8% 01 lh8 salarÉes of eligible staff who wero on appolnted on or b8fore March 2022. For eligible employees appoin18d on of aftei 1 Aprbl 2022 the employerfs conlibulk¢n rate 18 5%. The conlribullon Is paid into a workplaco penslon schemo. Penslon co818 amounted lo £39,169 {2024 £38,544). 91