2025
## Wythenshawe Community Initiative Ltd
REPORT AND UNAUDITED ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025
Wythenshawe Community Initiative Ltd: Report and Accounts 2024-25
## Contents
|Contents|1|
|---|---|
|Trustees’ Report and Financial Statements for the period to 31 March 2025|2|
|Trustees’ Report|3|
|Donations in kind and volunteers|19|
|Financial Review|20|
|Independent Examiner’s Report|23|
|Accounts for the year ending 31 March 2025|24|
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Wythenshawe Community Initiative Ltd: Report and Accounts 2024-25
Trustees’ Report and Financial Statements for the period to 31 March 2025
Registered Charity Number 1112990
Company number 05564192
Principal Office: Woodhouse Park Family Centre 7 Stoneacre Road Wythenshawe Manchester M22 1BP
Trustees at the date this report was approved Christine Greenhalgh (Chair) Jonathan Rudd Sruthi Vepa Michael Clare Sarah Lynch
Bankers National Westminster Bank plc Barclays Bank plc
Independent Examiner John Bate FCCA 74 Ashton Road Woodhouses Failsworth Manchester M35 9WL
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## Trustees’ Report
The Trustees, two of whom are also directors for the purposes of company law, present their annual report together with the unaudited financial statements of the Charity for the year ended 31 March 2025 which are also prepared to meet the requirements of a Directors’ Report and Accounts for Companies Act purposes.
The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the Memorandum and Articles of Association, the Charities Act 2011, the Companies Act 2006 and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) (effective 1 January 2015).
## Trustees
The Trustees who served throughout the year and at the date of this report are listed on page 2.
## Structure Governance and Management
The Charity is a company limited by guarantee. The members of the Company are the directors named on page 1. In the event of the Company being wound up, the liability in respect of the guarantee is limited to £1 per member of the Company. The Charity’s governance arrangements and structure are set out in the Memorandum and Articles of Association. The Trustees are the Management Committee, which comprises the Chairperson, the Treasurer and the other trustees as listed on page 1. New Trustees are recruited from a range of groups including user groups and other interested members of the local community including professional people who come into contact with us, employees, ex-employees and representatives of the United Reformed Church, from which organisation we lease our premises.
The major risks to which the Charity is exposed, as identified by the Trustees, have been reviewed and systems, procedures and initiatives to manage those risks have been established, or are presently being considered, by the Trustees.
## Objectives and Activities
The principal objectives of the Charity are:
1) Alleviating the hardship and distress of children resident in the area of benefit, caused by the break-up of marriage and family and to preserve and protect their good mental and physical health by providing and maintaining a centre and facilities.
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2) Advancing the education of the public and providing facilities in the interests of social welfare for recreation and leisure time occupation with the object of improving the conditions of life of those persons.
- 3) Relieving poverty, in particular by the provision of advice, information and support.
The Charity operates in Woodhouse Park in particular and the district of Wythenshawe in general.
We have had due regard to the public benefit guidance published by the Charity Commission in compliance with its duties under section 4 of the Charities Act 2006. The guidance sets out two key principles:
The organisation must have an identifiable benefit.
The benefit must be to the public or section of the public.
We confirm that we meet these requirements.
## Why We Exist
At Wythenshawe Community Initiative Ltd (WCI), we believe every child deserves to feel safe, every parent deserves to feel supported, and every family deserves the chance to grow stronger—together.
For over 30 years, we’ve been rooted in the heart of Wythenshawe. We’ve seen families face poverty, isolation, mental health struggles and the rising pressure of the cost-of-living crisis. We’ve stood beside them—offering play, early years education, hot meals, mental health support, and a warm welcome.
This year, from April 2024 to March 2025, we supported over 1,200 children and families. And not just with services—but with trust, consistency, and belief in what’s possible.
## Our Charitable Purpose
Our mission is to strengthen families, support children’s development, and build resilience in our community.
We do this by:
- Running inclusive early years programmes for children, especially those with SEND.
- Supporting families through advice and guidance, focused workshops and peer support.
- Providing after-school play, free meals, and creative activities.
- Tackling food insecurity and hardship with practical help and emotional care.
We work with the most vulnerable - families struggling to cope, children navigating trauma, and parents under pressure. And we tailor our services to meet their changing needs.
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## What We Do
## EARLY YEARS
Our Early Years offer remains a key part of our support to local families, providing highquality, inclusive early years education for children aged 0-4yrs. The early years of a child’s life are vital to their development into happy, independent adults. Our work with children under 5 aims to narrow the gap and remove barriers for those children who may not otherwise be able to access early years provision.
## _“Early moments matter for every child” (UNICEF)_
## **Early Years: Stepping Stones Pre-School**
Through our preschool provision, we have continued to prioritise early communication, social development, and preparation for school, within a nurturing and structured environment.
This year, we supported **17** children across our preschool sessions, including those accessing funded 15 hour places. Our experienced early years staff planned daily activities designed to promote language development, confidence, and relationship-building. Children are supported to explore, play, and learn through hands-on experiences that build both emotional resilience and practical skills.
A particular focus has been placed on **communication and social interaction** . Daily routines encourage turn-taking, expressive language, and positive peer interaction. Children take part in small group activities, structured free play, and storytelling, all of which promote listening and speaking skills. Staff use visual tools, prompts, and consistent routines to support understanding and reduce anxiety, particularly for children with
emerging speech or developmental needs.
We also continued to build strong links with the wider community, giving children access to new environments that spark curiosity and encourage language use. Two key highlights this year were our trips to **Wythenshawe Community** M = |aan **Farm** and **Manchester Airport** . These visits provided children with valuable sensory experiences and opportunities to learn outside the setting. They also encouraged conversation and supported ot | knowledge of the wider world—particularly for E ' -_ 44 children with limited access to these types of activities at home.
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**Inclusion and SEND support** remain central to our Early Years work. This year we supported children with a range of additional needs, including autism, speech and language delay, and sensory processing differences. Our team uses tailored strategies such as visual schedules, now-and-next boards, sensory play, and calm zones to ensure children can access learning at their own pace.
We work in partnership with parents and external agencies to monitor progress, provide early identification of need, and support referrals to Speech and Language Therapy, health visitors or Early Help where required. Transitions are carefully managed, with individual support plans in place to help children move confidently into school settings.
Feedback from parents this year has highlighted the value of our supportive, child-centred approach:
_“What a fantastic preschool. Honestly, Brooke had the best time here. David will definitely be coming. Thank you for everything.”_
_“Thank you for welcoming Conan! He can’t wait to come back in September.”_
Parents are kept closely involved through regular communication, progress updates, and opportunities to engage with the setting. The preschool continues to be a trusted space for both children and families.
Looking ahead to 2025–2026, our priorities will be to strengthen communication-focused learning, continue to expand access to community experiences, and build on our strengths in inclusive practice, ensuring all children are supported to thrive.
## **Early Years: Crèche Provision at Willowbank**
Our partnership with Willowbank Homeless Refuge continues to provide vital early years support for families facing crisis. The on-site crèche offers a safe, nurturing space for children while their parents attend support sessions, appointments, or take time to focus on their wellbeing.
The crèche is delivered by experienced early years staff who understand the complex needs of children experiencing housing instability and trauma. Sessions are calm, structured, and
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tailored to support emotional security, routine, and early communication. We create a predictable environment where children can explore, play and build positive relationships with staff and peers.
This year, we supported **24** children through the crèche provision. Many arrive at the refuge with disrupted routines, limited access to toys or play spaces, and high levels of anxiety. Our team works to rebuild trust through consistent, gentle care and activities that promote confidence and resilience.
Play is used as a therapeutic tool, with a focus on sensory activities, role play, story time, and emotional literacy. Children are encouraged to express their feelings through play and to feel safe, valued, and heard.
Parents regularly tell us that the crèche offers them much-needed breathing space, helping reduce stress and giving them the opportunity to attend appointments or simply rest. For many, it is their first positive experience of childcare, which can help build trust and confidence in accessing wider early years services in future.
The crèche at Willowbank plays a small but significant role in supporting family stability during a time of major upheaval, offering children consistency and care at a point when they need it most.
**Early Years: Planet Child’s Play – Mobile Crèche Service**
Our **Planet Child’s Play mobile crèche** continues to provide flexible, high-quality childcare across Wythenshawe and the surrounding area. The service enables parents and carers to access vital support, training, and wellbeing activities by providing safe, on-site childcare in community venues.
The service is designed to be responsive, adapting to a wide range of venues including community centres, refuges, and training spaces. Each session is carefully planned to suit the needs of the children attending, including those with additional needs.
This year, Planet Child’s Play supported organisation such as Family Action, the CAMHS team and local grass roots community groups across multiple community-based crèches. Sessions ran alongside parenting programmes, mental health workshops, and community training. For many parents, the availability of on-site childcare was the deciding factor in their ability to attend and engage with these services.
Activities in the crèche are designed to be both calming and stimulating, with a focus on communication, sensory play, and social development. Staff build consistent relationships with children, offering comfort and reassurance in new or unfamiliar settings. The team also provide feedback to parents after each session, helping build trust and promoting continued engagement.
The mobile nature of Planet Child’s Play ensures we reach families who may not access mainstream early years provision. It plays a key role in reducing barriers to support and ensuring that vulnerable families receive joined-up care that meets both adult and child needs.
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Looking ahead, we aim to grow the service further, responding to rising demand from partners seeking inclusive, high-quality crèche support in their community programmes.
## Family Support
We work with an Open Door ethos – we strive to support our local community in any way we can, without the need to fit criteria for a particular service. We can help filling in forms, signpost to specialist or more appropriate services or simply lend a listening ear.
## **Family Support: Bright Futures**
This year marked the final year of delivery for the Bright Futures project. The programme provided weekly emotional wellbeing and play-based interventions for primary-aged children and associated support for their parents or carers. The service was delivered in-house at Woodhouse Park Family Centre, with adaptations made in response to staffing changes and the evolving needs of the families supported.
## **Delivery Summary**
- **Children supported:** 16 new families, with an additional 10 families accessing lowlevel ongoing support.
- **Session delivery:** Weekly play support groups, divided into age groups (5–7 and 8– 11 years).
- **Parent engagement:** Bi-weekly peer support sessions, 1:1 support sessions available year-round.
- **Trips and events:** Smaller scale events delivered including pantomime trips, a visit to Mix Manchester, and targeted wellbeing activities.
- **Family engagement:** New family play sessions introduced to support joint parentchild interaction.
- **Practical support:** Provision of emergency food packages, clothing, baby essentials, and assistance with form completion and agency engagement.
## **Key Areas of Work**
- **Children’s Play Support**
Play sessions were structured to support emotional literacy, peer connection, and resilience. Sessions used creative and play-based activities to help children build confidence, express emotions, and manage anxiety.
- **Parent Support**
Parents were supported through group sessions and individual meetings. Support included emotional check-ins, completion of DLA and EHCP forms, attendance at multi-agency meetings, and practical signposting. Parents also accessed support via phone and drop-in appointments.
- **Family Sessions and Targeted Events**
Several family sessions were piloted to support joint play and parent-child connection. These included messy play, sensory activities, and shared challenges. Partnership events were held with the National Literacy Trust and other local agencies.
- **Courses and Advice**
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Workshops delivered included sensory processing, housing advice (in partnership with Shelter), SEND information, and low-cost cooking sessions. These were designed based on needs emerging during the programme.
## **Challenges**
- **SEND referrals:** A large proportion of referrals involved children with suspected or diagnosed neurodivergent needs. The programme, focused on emotional resilience, was not designed to deliver specialised neurodevelopmental interventions, limiting impact in some cases.
- **Parent engagement:** Consistent group attendance was lower than in previous years, due to ongoing barriers including shift work, childcare needs, and other commitments. Individual engagement remained high.
- **Staffing:** The unexpected departure of the Project Coordinator mid-year led to internal reallocation of duties rather than recruitment, due to the project’s imminent end. Continuity was maintained through staff already familiar with the families.
- Sessions and group content were adapted in real-time based on emerging family needs (e.g. cost-of-living support, SEND queries, housing concerns).
## **Monitoring and Impact**
Impact was measured using a start/end survey tool assessing parent and child coping strategies. Results showed positive improvements in emotional resilience, including:
- Increased use of positive coping tools (e.g. emotional support, active problem solving).
- Decreased reliance on negative coping tools (e.g. denial, self-blame).
- Data suggests positive short-term gains for most families, aligned with the intended aims of the programme.
## **Outcomes and Legacy**
- **Children’s Development:** Schools and families reported improvements in confidence, communication, and emotional regulation in children attending the programme.
- **Parent Empowerment:** A group of parents from a previous cohort formally constituted a group (Bright Futures Friends) and now deliver SEND support locally, including commissioned work via Manchester City Council.
- **Ongoing engagement:** A high proportion of families continue to access wider Family Centre services following the end of their formal involvement with Bright Futures.
- **Service Integration:** Tools and methods from Bright Futures have been incorporated into wider open-access play sessions to benefit all service users.
- **New provision developed:** Learning from the programme informed the creation of a low-level early-intervention play group to offer emotional support without formal referral.
## **Key Learning**
- There is a local gap in emotional and social support for children with SEND. Existing services primarily focus on education or benefits, not emotional development.
- One-to-one support remains the most effective method for working with parents. Group sessions were more challenging to deliver at scale due to the diversity of family needs.
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- Flexibility in delivery and regular team communication contributed to more responsive, needs-led support.
Bright Futures has delivered a consistent and well-regarded offer over its lifespan. The final year saw adaptations to staffing and delivery, but the core model remained effective. Feedback from families and schools indicates positive outcomes, particularly in emotional development and resilience. The project’s approaches and tools are now embedded within the wider service offer, and several families remain actively involved with the Centre. The programme has also contributed to ongoing service development, including new community-led initiatives and emotional wellbeing provision. Its wider impact includes enhanced internal practice and stronger external partnerships.
## **Family Support: Play Dates**
In 2024–25 we piloted **Play Dates** , a monthly family play session designed to strengthen relationships between parents/carers and their children through shared, structured play. Sessions are led by Play Support Workers and focus on emotional bonding, communication, and behaviour support.
Play Dates offered families a welcoming, inclusive space to play together, try new activities, and take home ideas they can use beyond the session. Each session included a themed **Play Pack** with low-cost, home-friendly activities.
The approach drew on established parenting frameworks, including the **Webster Stratton programme** , with a focus on praise, boundaries, and the power of play. A core strength is that parents and children participate together, rather than separately. **Session focus includes:**
- Strengthening communication and relationships.
- Building parental confidence in managing behaviour through play.
- Encouraging peer support between families.
## **Impact to Date**
- **100%** of families said they would recommend the sessions.
- **80%** rated the sessions 5 stars; **20%** gave 4 stars.
- **100%** tried the activities again at home.
Feedback highlighted the value of shared time, accessible activities, and inclusive delivery: “Nice to spend time together as a family.”
“They like making and play at the same time.”
“Doing activities you wouldn’t think of doing.”
Parents also suggested extending session length and adding content for older children.
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## **Case Study – Family S**
S, a parent of four, two with additional needs, described Play Dates as a “lifeline,” especially during school holidays. With limited space at home and a low household income, the sessions provided rare opportunities to spend quality time with her younger children. S has also encouraged other parents to engage with services during sessions, acting as a peer support link.
## **Case Study – Family L**
After moving to the area, L’s mother joined a Play Dates session to help her daughter settle and make friends. The supported setting helped reduce L’s anxiety. With encouragement from the playworker present, L
has since joined our afterschool club and now attends weekly.
## **Next Steps**
Following strong early engagement, we are seeking funding to continue and expand Play Dates into the next financial year. Plans include extending session length, increasing reach, and embedding it more widely into our family support offer.
**FAMILY SUPPORT: Family Centre Social – Advice, Support and Connection**
The **Family Centre Social** continues to be a core part of our weekly offer, providing a consistent, welcoming space for local parents and carers. Held every Friday morning, the session brings together advice, peer support, and social connection in an informal, relaxed setting.
Many families first come to the Centre through this session, which acts as a gateway to wider services. Staff are on hand each week to offer practical advice on issues such as benefits, housing, SEND support, and referrals to specialist services. Where needed, one-toone follow-up support is arranged, ensuring families can access tailored help.
Equally important is the social aspect of the group. The Family Centre Social reduces isolation, builds confidence, and gives parents a chance to connect with others in similar circumstances. Over tea, toast, and breakfast snacks, families share experiences, exchange advice, and build relationships that continue beyond the session.
The session also hosts visiting professionals from local services such as Shelter, Citizens Advice, and the Local Offer team, giving families direct access to additional support without needing formal appointments. Parents have fed back that this helps reduce anxiety and makes it easier to ask for help.
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This year, we’ve seen strong and consistent attendance, with many families returning week after week. The informal, non-judgemental approach remains a key strength, helping us build trust with new families and maintain longterm engagement with those already known to us
## After-School Club & Holiday Playschemes – Play, Food & Friendship
Here at Woodhouse Park Family Centre we believe play is a vital tool for the development of children and young people. Giving the children freedom to play helps them to develop independence, learn to manage risk and improve their social skills. All of this contributes to increased confidence and self-esteem for the children
_“I have the right to relax and play”_
_Article 31 of the United Nations Convention of the Rights of the Child_
## **Overview**
Across 2024–2025, we continued to deliver three open access afterschool play sessions per week at Woodhouse Park Family Centre, alongside the successful expansion of new sessions at Benchill Community Centre. All sessions were delivered with a strong focus on inclusive, child-led play, with emotional wellbeing embedded throughout. **Session Delivery and Reach**
- **Woodhouse Park Family Centre** : Three sessions per week for children aged 5–11, offering creative, sensory, physical and themed activities.
- **Benchill Community Centre** : Weekly sessions established in early 2024 with consistently high attendance of 25–30 children.
- **Targeted Emotional Wellbeing Session** : A new weekly session introduced, funded externally, focusing specifically on mental health and resilience.
## **Focus on Emotional Wellbeing**
Supporting children’s mental health remains central to our afterschool offer. This year, we introduced a designated emotional wellbeing session each week. This smaller group format enables deeper emotional engagement and supports children who may not thrive in larger or unstructured environments.
Activities in this session included:
- Developing peer relationships and communication.
- Contributing to our “emotions wall” through
- personalised name tags.
- Group planning, budgeting, and cooking shared meals.
- Weekly reflection on emotions, using child-friendly tools and open discussion.
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We also marked **Children’s Mental Health Week** , encouraging discussions about emotional literacy and creating space for children to explore how to ask for help and support others. **Inclusion and SEND**
Supporting children with SEND continues to be a key area of our work. Approximately onethird of our regular attendees either have a diagnosis or are undergoing assessment. In response, we:
- Adapted group sizes and activities to reduce overstimulation.
- Lowered attendance caps on certain sessions to meet individual needs.
- Ensured consistent staffing for children needing 1:1 or small group support.
- Accessed specialist training via MCRActive to increase staff skills.
While these steps have improved access and experience for neurodiverse children, meeting these needs within an open access model remains a challenge. Sustaining inclusive provision while maintaining safe ratios requires ongoing monitoring and resource flexibility.
## **Key Activities and Highlights**
Sessions this year have included a wide range of creative and seasonal activities:
- **Creative play** : Junk modelling (TVs, dens, baby cribs), bookmark making, clay work, and role play.
- **Outdoor exploration** : Ice-based play, scavenger hunts, and sports games.
- **Reading and literacy** : World Book Day activities, new book giveaways, and reading corner enhancements.
- **Special themes** :
- _International Women’s Day_ : Inspirational women display, garden hunt activity, and themed discussions.
- _Birthdays_ : Regular celebrations, providing opportunities for community bonding and inclusion.
## **Benchill Community Centre**
The afterschool sessions at Benchill have continued to be successful, with positive engagement from both children and parents. Feedback has been consistently strong, particularly from children attending for the first time. Many have commented on the welcoming environment and variety of activities available.
Children attending Benchill sessions have:
- Made new friendships outside of their school groups.
- Engaged in arts, sports, construction play, and free play.
- Started to take ownership over session planning, contributing ideas for future activities.
We are currently developing mechanisms to increase **children’s voice** , including a child-led activity council and structured feedback sessions.
## **Accessibility and Capacity Management**
Due to the additional support needs of some attendees, we have not always been able to operate at full session capacity. While we remain an open access service, balancing this with appropriate support and safety has required us to limit numbers when necessary. This has:
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- Enabled staff to provide higher quality engagement for those with higher needs.
- Ensured the environment remains calm and manageable for children with sensory or behavioural challenges.
- Required careful session planning and regular staffing reviews.
## **Staffing and Training**
All delivery was managed by a small, consistent team with a strong understanding of individual children's needs. This year, staff completed training in inclusive play, supporting neurodiverse children, and emotional wellbeing in group he — “ “ i) settings.
## **Future Development**
Plans for 2025–2026 include:
- Strengthening the afterschool children’s council.
- Expanding Benchill delivery based on current demand.
- • Seeking additional funding to support enhanced staffing for high-needs children.
- Continuing to embed wellbeing across all sessions, not only within the targeted group.
## Responding to Crisis – Food, Warmth & Community Connection
## **Food Support**
As part of our after-school club offer, we provide hot, nutritious meals to every child attending. This year, we delivered **1,721 hot meals** to children aged 5–11. Meals are prepared on-site and served in a calm, welcoming environment. For some children, this is the only hot meal they receive that day.
Staff report improved emotional regulation and engagement following mealtimes. Children leave feeling settled and fed, which has a noticeable effect on behaviour and mood. The shared mealtime also promotes social development and healthy eating habits.
For families, the provision of hot meals eases financial and emotional pressure. With rising living costs, many parents are struggling to cover essentials. Knowing their child has had a proper meal after school offers reassurance and helps maintain family routines at home.
We have also distributed **15 emergency food parcels** to families experiencing acute hardship. These are offered when families cannot access food banks or need support over weekends. For some, these packages have helped prevent immediate hunger.
## **Food Education and Cooking Sessions**
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In partnership with **Blossom,** we delivered cooking workshops for parents focused on affordable, fuel-efficient meals. Participants reported increased confidence in the kitchen, improved food knowledge, and enjoyment in preparing meals for their families. **Key outcomes included:**
- Increased skills in meal planning and preparation.
- Awareness of budget-friendly and energy-saving cooking methods.
- Strengthened social connections between parents.
A WhatsApp group set up during the programme remains active, with parents continuing to share ideas, photos, and encouragement.
**Suggestions for future delivery** included more frequent sessions, take-home meal kits, and themed workshops (e.g., “meals with 5 ingredients” or “cooking for fussy eaters”).
## **Family Case Study**
**Family H and L** live in Wythenshawe with their two daughters. Both parents have long-term health conditions and live on a fixed income. Rising costs had made providing regular hot meals difficult.
Their children attend our after-school club, receiving up to three hot meals per week. H and L described this support as a “huge relief,” knowing their children had eaten well. They also attended our coffee mornings and accessed wider support, including:
- Help with SEND referrals for their eldest daughter.
- Guidance around winter energy support.
- Peer connections that reduced isolation.
The family has since become regular volunteers at events, helping to welcome new families and offer informal support.
## **Summary Impact**
- **1,721** hot meals delivered through after-school provision.
- **10** emergency food parcels distributed.
- Positive improvements observed in children’s behaviour and regulation post-meals.
- Strong engagement from families in cooking workshops and wider support.
This area of work continues to provide essential practical support while also fostering connection, wellbeing, and resilience within the community.
## **Shelter Housing Advice Sessions**
This year we continued our strong partnership with **Shelter** , delivering regular **housing advice drop-in sessions** from the Family Centre. These sessions provide free, confidential support to families facing housing issues, including overcrowding, homelessness risk, disrepair, and problems with landlords.
Held monthly as part of our **Family Centre Social** , the sessions allow parents and carers to speak directly with a Shelter adviser in a familiar and accessible environment. This informal approach helps reduce barriers to engagement, particularly for those who may feel anxious or unsure about seeking formal support.
The partnership with Shelter ensures families can receive expert advice quickly, often avoiding crisis escalation. Where necessary, advisers provide follow-up appointments, referrals to legal teams, and help with applications for housing or financial support.
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Feedback has been consistently positive, with parents highlighting how helpful it is to access specialist support without needing to travel or arrange childcare. These sessions have proved especially valuable during the ongoing housing pressures facing many local families. We look forward to continuing and strengthening this partnership as part of our commitment to providing wraparound support that meets both practical and emotional needs.
## **Community Corner and Little Library**
Our **Community Corner** continues to provide practical support for families through free access to essential items such as clothing, books, toys, and er es | toiletries. Located in the entrance to the Family Centre, it is open daily and widely used by families attending sessions or dropping in for advice.
A key feature is our **Little Library** , which encourages a love of reading by offering free books for children and adults to take home and keep. The library is regularly restocked with donations from families and community partners.
This year, we continued our valued partnership with the **Rotary Club** , who once again supported our work through their **Winter Wrap Up campaign** . Thanks to their donations, we were able to offer good-quality winter coats to families facing hardship.
Community Corner remains a low-barrier, high-impact part of our offer—meeting immediate needs while promoting dignity, connection, and access to wider suppor
## **Community Engagement: Family Funday**
In July 2025, we hosted our annual **Family Funday** at the Family Centre, welcoming over 250 attendees for a free, inclusive day of community celebration. The event was designed to bring families together, promote wellbeing, and strengthen local connections.
Activities included outdoor games, creative play, sports, face painting, and stalls run by staff, volunteers, and local partners. We received generous support from several local businesses and corporate partners, who donated prizes, refreshments, and volunteer time. Parents also played an active role in the planning and delivery of the day.
The event provided a valuable opportunity for local families to access a positive, low-cost day out in a safe and welcoming space. For many, it was one of few opportunities this year to take part in a shared community activity.
Feedback from attendees was extremely positive, with families commenting on the warm atmosphere, the range of activities, and how welcome they felt. Several new families who had not previously accessed our services attended for the first time.
Through donations, fundraising activities and local sponsorships, the event raised **over £1,500** , which will be reinvested into our children’s and family programmes.
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The success of the Family Funday highlighted the strength of local partnership and community spirit. It also demonstrated the Centre’s role as a trusted, inclusive space for families to connect, contribute, and belong.
## Our Impact – The Difference We Made
We measure impact not only in numbers, but in trust, confidence, and belonging.
Data shows:
- 90% of children improved in social/emotional development.
- 84% of parents were “extremely satisfied” with services.
- 67% reported improved mental wellbeing.
- 46% said their child may not have had a reliable hot meal elsewhere
## Our People
Staff training and development remain a priority to ensure high-quality, informed practice across all areas of our work. This year, team members completed a range of accredited and specialist courses, including **Paediatric First Aid** , **NVQ Level 3 in Early Years Education** , and **PARS Level 3 Playwork** . Staff also took part in **WELL COMM** training and became certified as **Communication Champions** to strengthen support for early language development. Additional training in the **SEND Pathway** and **Safeguarding** has further equipped the team to respond confidently to the complex needs of children and families. All staff and volunteers are trained and DBS-checked. Policies are reviewed annually.
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## Plans for 2025–2026
We aim to:
- Secure our building long-term.
- Expand SEND support.
- Grow our parent-led support offers.
- Increase unrestricted income through community fundraising.
## **Capital Campaign Summary – Building for the Future**
We are currently developing a **Capital Campaign** to refurbish and improve our Family Centre building, ensuring it meets the growing needs of local children and families. Over recent years, demand for our services has increased significantly, particularly for early years support, SEND provision, and family wellbeing sessions. However, our current building limits what we can offer. Several spaces are outdated, poorly configured, and not fully accessible—especially for children with additional needs or mobility issues.
Our vision is to create a **modern, welcoming, and inclusive environment** that reflects the quality and breadth of support we deliver. Planned developments include:
- A purpose-designed **early years room** with direct outdoor access and accessible toilets.
- A dedicated **sensory and calm space** for children who need quiet, regulationfriendly environments.
- A larger, fully equipped **community kitchen** to support cooking courses and group meals.
- Improvements to **accessibility** , including step-free entry, automatic doors, and wider corridors.
- Flexible **multi-use rooms** that can adapt for play sessions, parenting courses, and private advice appointments.
- Better **storage and staff workspace** to ensure safe, efficient service delivery.
- These changes will allow us to increase capacity, offer more specialist provision, and support children and families in a space that truly meets their needs.
We are currently in the **planning and feasibility** phase, working with architects and consultants to scope the project and develop costings. The next stage will involve identifying funding sources, building partnerships, and launching our formal campaign. This is a vital step forward in securing the future of our work in the heart of the community.
**18 |** P a g e
Wythenshawe Community Initiative Ltd: Report and Accounts 2024-25
## Supporters
Of course, none of the work outlined above would be possible without the funding and support provided by a wide variety of funders, businesses and individuals and we offer our heartfelt thanks and appreciation to the following organisations and individuals who have helped us make such a difference to children and families this year.
## **Corporate supporters**
- ➢ NG Bailey
- ➢ Costain
## **Grant Funders**
- ➢ The National Lottery Community Fund – Reaching Communities
- ➢ Wythenshawe Community Housing Group
- ➢ Manchester Active
- ➢ Manchester City Council
- ➢ The Masonic Charitable Trust
- ➢ Albert Hunt Charitable Trust
- ➢ N Smith Charitable Foundation
- ➢ Feeding Britain
- ➢ Lee Bakirgian Family Trust
- ➢ The Eric Wright Trust
## **‘In Kind’ Donations of time, products or services**
- ➢ Manchester Libraries
- ➢ Wythenshawe Community Housing Group
- ➢ MACE
- ➢ Manchester Airport Community Engagement team
- ➢ Costain and partners
We would also like to thank John of Summed Up for providing his accountancy services.
In addition, we are indebted to the United Reformed Church (North West) Trust for granting us the continued use of our premises without charge.
**19 |** P a g e
Wythenshawe Community Initiative Ltd: Report and Accounts 2024-25
## Financial Review
The Trustees review the financial position of the charity as part of the regular Trustee meetings and are satisfied that the income of the fund is sufficient to meet annual operating expenditure.
## Results for the year
Incoming resources were £201,003 and total expenditure was £191,865 There was an increase in funds of £9,139.
Where do our funds come from?
Income of £201,003….
How do we spend our money? Expenditure of £191,865…..
**20 |** P a g e
Wythenshawe Community Initiative Ltd: Report and Accounts 2024-25
## Reserves Policy
As required by the Charity Commission the Trustees have adopted the following reserves policy:
1. We will maintain the sum of £12,000, or such amount as is determined from time to time by the Management Committee, as a contingency fund (designated reserve) for the sole purpose of bridging a gap in the receipt of funding income.
2. In addition to the above sum we will recognise as a restricted reserve at the end of our financial year any income, received by us for the purpose of funding a specific post, activity or expense, to the extent that the income has not been used for that purpose during the year.
3. Subject to meeting the ongoing expenditure needs of the organisation we will aim to maintain our unrestricted funds at a level equivalent to six months' worth of current running costs.
Finally, for the avoidance of doubt the Trustees confirm that at the year end:
1. no restricted funds are in deficit
2. no funds were held by the Trustees as Custodian Trustees.
**21 |** P a g e
Wythenshawe Community Initiative Ltd: Report and Accounts 2024-25
## Statement of Trustees’ responsibilities
In the attached accounts set out on pages 32 to 39, the Trustees have prepared financial statements for the period up to 31 March 2025. In preparing such statements the Trustees are required to:
- select suitable accounting policies and apply them consistently;
- make judgements and estimates that are reasonable and prudent;
- state whether applicable accounting standards and statements of recommended practice have been followed, subject to any departures disclosed and explained in the financial statements; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume the Foundation will continue in its operational existence.
The Trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at the time the financial position of the Foundation and to enable them to ensure that the financial statements comply with the Charities Act 2011. They are also responsible for safeguarding the assets of the Foundation and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
## 27/01/2026
The report was approved by the trustees on ______________________ and signed on its behalf by:
_______________________ _______________________
**22 |** P a g e
Independent Examiner's Report
Fellow of the Association of Chartered Certified Accountants ~~po~~
**Report to the trustees/members of** Wythenshawe Community Initiative Limited ~~OO~~ **On accounts for the year ended** 31 March 2025 **Charity No** 1121682 ~~or~~ **Set out on pages** 24 to 31 ~~OO~~ I report to the trustees on my examination of the accounts of the above charity (“the Trust”) for the year ended 31/03/2025 ~~ee~~ As the charity's trustees, you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (“the Act”). **Responsibilities and basis of report** I report in respect of my examination of the Trust’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination, I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act. I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination. **Independent examiner's statement** I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. ~~po~~ **Signed: Date:** 30-Dec-2025 ~~|~~ **Name:** John Bate FCCA ~~—~~ **Relevant professional qualification:** Fellow of the Association of Chartered Certified Accountants
**Address:** 74 Ashton Road, Woodhouses, Failsworth, Manchester, M35 9WL ~~pt~~
Page 23
Accounts for the year ending 31 March 2025
2020
2019
## **Statement of Financial Activites for the year ended 31 March 2025**
|**_Notes_**|**_Unrestricted_**
**_funds_**
**_Restricted_**
**_funds_**
**_Designated_**
**_funds_**
**_Total funds_**
**_Prior Period_**
**_Total funds_**
**_2025_**
**_2024_**
**_£_**
**_£_**
**_£_**
**_£_**
**_£_**|
|---|---|
|**Income and endowments from:**
Income from charitable activities
2
Donations and legacies
4
Other trading activities
5
Income from investments
3
**Total income**
**Expenditure on:**
Charitable activities
6
**Total expenditure**
Net income/(expenditure)
Transfers between funds
**Net movement in funds**
Total funds brought forward
Total funds carried forward|132,896
62,278
-
195,175
210,206
5,823
-
-
5,823
3,795
-
-
-
-
-
6
-
-
6
-|
||138,725
62,278
-
201,003
214,001
129,587
62,278
-
191,865
226,039|
||129,587
62,278
-
191,865
226,039
9,139
-
-
9,139
(12,038)
-
-
-
-
-
9,139
-
-
9,139
(12,038)
(27,896)
6,067
12,000
(9,829)
2,209|
||(18,757)
6,067
12,000
(690)
(9,829)|
Page 24
## Accounts for the year ending 31 March 2025
## **Balance Sheet as at 31 March 2025**
|**_Notes_**|**_£_**|**_2025_**
**_2024_**
**_£_**
**_£_**|
|---|---|---|
|**Fixed Assets**
8
**Current Assets**
Debtors
9
Cash at bank and in hand
**Current Liabilities**
Creditors and accruals
10
**Net current assets**
**Net assets**
**The funds of the charity**
Designated funds
11
Restricted income funds
12
Unrestricted funds
13
**Total charity funds**|11,847
8,819|2
2
7,346
7,039
14,385
24,216
(692)
(9,831)|
||20,666||
||21,358||
|||(690)
(9,829)|
|||12,000
12,000
6,067
6,067
(18,757)
(27,896)|
|||(690)
(9,829)|
The directors are satisfied that the company is entitled to exemption from the requirement to obtain an audit under section 477 of the Companies Act 2006 relating to small companies.
The members have not required the company to obtain an audit in accordance with section 476 of the Act.
The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2016 With respect to accounting records and the preparation of accounts.
The accounts have been prepared in accordance with the provisions in Part 15 of the Companies Act 2006 applicable to companies subject to the small companies regime.
Approved by the trustees on __________________________________ and signed on its behalf by
_________________________________ _________________________________ Christine Greenhalgh Jonathan Rudd **Chair Trustee**
Page 25
Notes to the accounts for the year ending 31 March 2025
## **1) Accounting policies**
The charity is a company limited by guarantee. The members of the Company are the directors named on page 1. In the event of the Charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the Charity.
The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:
## _a) Basis of preparation_
The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) – (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
The Charity meets the definition of a public benefit entity under FRS 102. Assets and liabilities are recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.
## _b) Preparation of the accounts on a going concern basis_
The Charity reported net incoming funds of £9,139 in the year, with total charity funds being (£690). The trustees are of the view that 2025/26 will maintain a positive fund flow, with an improvement in overall charity funds, this is supported through the ongoing work to secure new funding
As a result the Trustees consider the going concern basis to be appropriate.
## _c) Income Recognition_
Income from grants and donations is recognised once the Charity has entitlement to the income, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received and the amount can be measured reliably.
Income from creche facilities is recognised as earned as the related services are provided.
Interest receivable on funds held on deposit is included when receivable and the amount can be measured reliably by the Charity; this is normally upon notification of the interest paid or payable by the bank.
## _d) Expenditure and irrecoverable VAT_
Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably.
Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.
Governance costs include those incurred in the governance of the charity and its assets and are primarily associated with constitutional and statutory requirements, including the independent examiner’s fees and legal costs.
## _e) Depreciation_
Tangible fixed assets are stated at cost less accumulated depreciation. Depreciation is charged so as ro write down the value of the assets over their expected useful lives at the following rates:
Computer equipment - 20% per annum straight line
Office equipment - 20% per annum straight line
Page 26
## Notes to the accounts for the year ending 31 March 2025
## _f) Debtors_
Debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid.
## _g) Cash at bank and in hand_
Cash at bank and cash in hand and deposits with a short maturity of three months or less from the date of acquisition or the date of opening the deposit or similar account.
## _h) Creditors and provisions_
Creditors and provisions are recognised where the Charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amounts after allowing for any trade discounts due.
## _i) Fund Accounting_
Funds held by the Charity can be one of:
i) Unrestricted general funds – which can be used in accordance with the Foundation’s objects at the discretion of the Trustees;
ii) Designated funds- which are funds set aside by the Trustees out of unrestricted general funds for specific future purposes or projects; or
iii) Restricted funds – which are funds that can only be used for particular restricted purposes within the objects of the Foundation. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.
Further details of each fund are shown in notes 11,14 and 16.
Page 27
## Notes to the accounts for the year ending 31 March 2025
## **2) Income from charitable activities**
|**_Notes_**|**_Unrestricted_**
**_funds_**
**_Restricted_**
**_funds_**
**_Designated_**
**_funds_**
**_Total funds_**
**_Prior Period_**
**_Total funds_**
**_2025_**
**_2024_**
**_£_**
**_£_**
**_£_**
**_£_**
**_£_**|
|---|---|
|Referral fees
Contact fees
Toddler Group Voluntary contributions
Playscheme fees
PL Playscheme
EY Stepping Stones
Play Group fees
Grants
Mobile creche
PL ASC
TNL Bright Sparks
Early years funding (Local authority)
Total
**3) Investment income**|-
-
-
-
-
-
257
257
478
-
-
800
53,789
53,789
46,160
-
-
213
213
2,074
31,378
-
31,378
35,624
47,482
47,482
47,857
-
-
25,603
25,603
50,337
-
36,676
36,676
26,877|
||133,119
62,278
-
195,398
210,206|
||217
0
217|
|**_Notes_**|**_Unrestricted_**
**_funds_**
**_Restricted_**
**_funds_**
**_Designated_**
**_funds_**
**_Total funds_**
**_Prior Period_**
**_Total funds_**
**_2025_**
**_2024_**
**_£_**
**_£_**
**_£_**
**_£_**
**_£_**|
|None received
Total|-
-
-
-
-|
||-
-
-
-
-|
## **4) Donations**
|**_Notes_**|**_Unrestricted_**
**_funds_**
**_Restricted_**
**_funds_**
**_Designated_**
**_funds_**
**_Total funds_**
**_Prior Period_**
**_Total funds_**
**_2025_**
**_2024_**
**_£_**
**_£_**
**_£_**
**_£_**
**_£_**|
|---|---|
|Donations
Total|5,823
-
5,823
3,795|
||5,823
-
-
5,823
3,795|
## **5) Other trading activities**
|**_Notes_**|**_Unrestricted_**
**_funds_**
**_Restricted_**
**_funds_**
**_Designated_**
**_funds_**
**_Total funds_**
**_Prior Period_**
**_Total funds_**
**_2025_**
**_2024_**
**_£_**
**_£_**
**_£_**
**_£_**
**_£_**|
|---|---|
|Rent received
Total|-
-
-|
||-
-
-
-
-|
Page 28
## Notes to the accounts for the year ending 31 March 2025
## **6) Expenditure on from charitable activities**
|**_Notes_**|**_Unrestricted_**
**_funds_**
**_Restricted_**
**_funds_**
**_Designated_**
**_funds_**
**_Total funds_**
**_Prior Period_**
**_Total funds_**
**_2025_**
**_2024_**
**_£_**
**_£_**
**_£_**
**_£_**
**_£_**|
|---|---|
|Staff costs
Staff training
Rates
Insurance
Repairs and maintenance
Light and heat
Operating lease payments
Cleaning and gardening
Equipment
Postage and stationery
Bank charges
Audit and accountancy
Legal expenses
Telephone
Subscriptions
Publicity and advertising
Travel
Activities and trips
Sundry
Refreshments
Training
Hardship vouchers
Interest paid
Total|108,521
55,755
164,276
181,359
241
197
439
660
403
98
501
478
2,115
514
2,629
2,638
1,072
260
1,333
1,552
4,141
1,005
5,146
7,629
-
-
-
-
339
105
444
354
781
1,097
1,878
4,313
1,006
247
1,253
1,309
284
69
352
408
2,924
710
3,634
1,867
161
39
200
847
3,379
992
4,371
3,939
187
184
371
554
-
-
-
-
10
2
12
407
1,857
-
431
-
2,288
-
10,040
43
10
53
335
2,574
759
3,333
6,135
2,969
721
3,690
14
-
11
11
1,194
294
71
365
7|
||129,587
62,417
-
192,003
226,039|
||0
0
0|
## **7) Net (expenditure)/income is stated after charging**
|||**_2025_**
**_2024_**
**_£_**
**_£_**|
|---|---|---|
|Independent examination
Total
**8) Fixed Assets**|540|540
540|
||540
-|-
540
540|
||||
|||**_Office_**
**_Computer_**
**_Total_**
**_Equipment_**
**_Equipment_**
**_£_**
**_£_**
**_£_**|
|**Cost**
At 1 April 2024 and 31 March 2025
**Depreciation**
At 1 April 2024 and 31 March 2025
**Net book value**
At 1 April 2024 and 31 March 2025||691
2,194
2,885|
|||690
2,193
2,883|
|||1
1
2|
Page 29
Notes to the accounts for the year ending 31 March 2025
## **9) Debtors: amounts falling due within one year**
||**_2025_**
**_2024_**
**_£_**
**_£_**|
|---|---|
|Prepayments and trade debtors
Total|11,847
7,346|
||11,847
7,346|
## **10) Creditors: amounts falling due within one year**
||||**_2025_**
**_2024_**
**_£_**
**_£_**|
|---|---|---|---|
|Accruals and deferred income
Pension and Paye/Nic due
Trade creditors
Total
**11) Statement of funds**|||1,724
3,037
16,869
18,583
2,789
2,597|
||||21,382
24,216|
|||||
|||**_Brought_**
**_forward_**
**_Incoming_**
**_resources_**
**_Resources_**
**_expended_**
**_£_**
**_£_**
**_£_**|
**_Transfer_**
**_between funds_**
**_Carried_**
**_forward_**
**_£_**
**_£_**|
|**Unrestricted funds**
Designated funds
Restricted funds
Unrestricted funds
Total
**12) Restricted funds**||12,000
-
-
-
12,000
6,067
62,278
(62,278)
-
6,067
(27,896)
138,725
(129,587)
-
(18,757)||
|||(9,829)
201,003
(191,865)
-
(690)||
|||
**_Building_**
**_Fund_**
**_EY SS - LA_**
**_Funding_**
**_FS BF TNL_**
**_RC_**
**_Total_**
**_£_**
**_£_**
**_£_**
**_£_**
2,018
-
-
6,067
-
36,676
25,603
62,278
-
(36,676)
(25,603)
(62,277)
-
-
-
-
2,018
-
-
6,068||
||**_NIF_**
**_Equipment_**
**_£_**|||
|Brought forward
Income
Expenditure
Transfers from other funds
Carried forward|4,049
-
-
-|||
||4,049|||
Page 30
Notes to the accounts for the year ending 31 March 2025
## **13) Analysis of staff costs, trustee remuneration and expenses and cost of key management personnel**
||**_2025_**
**_2024_**
**_£_**
**_£_**|
|---|---|
|Wages and salaries including social security
Pension costs
Total
No employee had employee benefits in excess of £60,000|159,248
175,885
5,028
5,473|
||164,276
181,359|
|||
The Charity’s Trustees were not paid or received any other benefits from the Charity or its subsidiary during the year. The trustees were not reimbursed any expenses by the Charity during the year. No trustee received payment for professional or other services supplied to the Charity.
The key management personnel of the Charity comprise the Trustees. The employee benefits of the key management personnel of the Charity were Nil.
## **14) Staff numbers**
||**_2025_**
**_2024_**
**_£_**
**_£_**|
|---|---|
|Number of employees
Total|16
15|
||16
15|
## **15) Designated reserves**
The balance on the designated reserve represents amounts set aside to cover salaries (for one month) in the event of a gap in the receipt of grants
## **16) Related party transactions**
The Company has a wholly owned subsidiary, Planet Child’s Play Community Interest Company, which incorporated on 15 August 2013
One of the trustees (Ms C Greenhalgh) is a Director of Planet Child's Play
At the end of the year Planet Child's Play was owed £nil (2024:nil) by the charity
## **17) Post balance sheet events**
None to note
Page 31