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.
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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$18n background kn*i*
A818n or Asian Brltish Chlnese
A818n or A818fb Brltish Banglad8shl
Asl8n or Aslan Brltish Paklstanl
Aslan or As18n 8rltl¥h Ind18n &
10% 15% 20% 25% 30ry6 35% 40%
VA Cen$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
Tea￿s. 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. I￿e learnt to be less shy, andhow to talk to people."
"Coming here helps me feel independent. I￿8 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 SUbj￿t 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 prO￿d￿re5 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 Servi￿8 (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 CoMpan￿S 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[n￿O3
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 ern￿oYed 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
P￿PaYmentS
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 person￿ntr9d 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-¢an￿lIable 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