Company no. 06571807 Charity no. 1126753 (England & Wales)
CEDE FOUNDATION FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 SEPTEMBER 2025
CEDE FOUNDATION
FOR THE YEAR ENDED 30 SEPTEMBER 2025
| Contents | Page |
|---|---|
| Legal and administrative information | 3 |
| Message from the Chair | 4 |
| Directors’ report | 7 |
| Independent examiner’s report to the trustees | 22 |
| Statement of Financial Activities | 23 |
| Balance sheet | 24 |
| Notes to the financial statements | 25 |
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CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025 LEGAL AND ADMINISTRATIVE DETAILS
| Company number | 06571807 |
|---|---|
| Charity number | 1126753 |
| Registered office | 35 Brook Avenue |
| Manchester | |
| M19 3DQ | |
| Directors | Directors who served during the year |
| Bernard Nwaiwu_(Chair)_ | |
| Chipiliro Kalebe-Nyamongo | |
| Stanley Innocent | |
| Stella-Maris Nwaiwu | |
| Monika Rajani | |
| Ifeoma Igbokwe | |
| Obidoyin Patrick Funsho | |
| Bankers | Unity Trust Bank Plc |
| Nine Brindleyplace | |
| Birmingham | |
| B1 2HB | |
| External Auditors | Olabode Olusola FCCA, MCMI, CPA, CGA |
| BODSAP Consulting Limited | |
| 32 Woodroffe Drive | |
| Peterborough | |
| PE6 0GP | |
| Solicitors | The charity engages the most appropriate |
| solicitors for the given circumstance and does not | |
| retain a dedicated practice. |
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CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
MESSAGE FROM THE CHAIR
As I reflect on the year under review, I am reminded that our work at Cede Foundation unfolds during a time in history when the world is increasingly marked by polarisation, anxiety, conflict, and deepening social divides. Yet, amidst these global tensions, our communities have consistently demonstrated that peace is not an abstract ideal, it is a daily practice forged in shared spaces, compassionate interactions, and collective purpose. This year, more than ever, I have been profoundly moved by the quiet yet powerful ways our staff, volunteers, partners, and beneficiaries have chosen peace over division, hope over despair, and solidarity over isolation.
Our mission has always been rooted in improving lives and empowering communities, but this year re-affirmed that the ultimate aim of all our efforts is the building of a more peaceful, compassionate, and hate-free world. Every food parcel distributed, every child engaged in enriching activities, every adult supported into skills or employment, every health campaign delivered, every youth reached, and every community centre refurbished contributes to this wider vision. Piece by piece, interaction by interaction, we help weave the social fabric necessary for peaceful coexistence. A fabric too easily torn in a climate of economic pressures, political uncertainty, and heightened social tensions.
As we take stock of our achievements and challenges, I want this message to carry a central theme: our work is a deliberate act of peacebuilding . We may not always frame it in those terms, but everything we do, from reducing inequality to nurturing belonging, helps create conditions where hate cannot take root.
Carrying Forward the Best of Who We Are
Looking back at the previous year’s Chair’s Statement, I am heartened by how much of its spirit continues to guide us. The emphasis on empowerment, dignity, integrity, compassion, and inclusivity remains the anchor of our operations. The acknowledgement that our success depends on people—our staff, volunteers, partners, donors, and the communities we serve, remains as true today as it was then. Our commitment to transparent fundraising, strong partnerships, innovation, and resilience in the face of economic uncertainty also remains unchanged.
These values did not weaken through the hardships of this year; rather, they have become more relevant. As cost-of-living pressures intensify and social divisions widen, our insistence on collaboration, service, and community leadership has proven essential. We continue to believe firmly that the answers to society’s greatest challenges lie not in isolation, but in unity and collective action.
A Year That Tested and Strengthened Our Resolve
This has been a year of both notable progress and sobering realities. Inflationary pressures continue to strain household budgets, leaving many families struggling to meet basic needs. Charitable giving across the country has slowed as individuals and organisations grapple with financial uncertainty. And yet, despite these constraints, I am deeply proud of what Cede Foundation has accomplished.
We continued to deliver the Holiday Activities and Food (HAF) programme, ensuring that
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CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
MESSAGE FROM THE CHAIR
children facing food insecurity not only received nutritious meals during school holidays but also gained enriching experiences, educational support, and joyful memories. The 2,492 children we served this year were not just fed, they were inspired, nurtured, and welcomed into safe and inclusive spaces that encouraged friendship, creativity, and curiosity. In doing so, we countered not only hunger but also the loneliness and social isolation that threaten mental well-being.
Our Building Bridges to Opportunity programme supported 64 adults seeking new skills, pathways into employment, and renewed confidence in their abilities. Many of these individuals have faced complex barriers, language limitations, economic hardship, health challenges, or long-term unemployment. The transformation we witness in them is not only economic but emotional and communal. Every new CV written, every digital skill acquired, every job secured is a contribution to personal peace and community stability.
Our Mobile Food Bank continues to be one of our most impactful interventions, demonstrating how environmental sustainability and social justice can intersect. The thousands of kilograms of surplus food we rescued this year did more than fill stomachs, they prevented waste, eased family stress, and generated an astonishing environmental benefit in carbon savings. These are acts of stewardship of the planet and of our neighbours, that reinforce the conditions for a peaceful and equitable society.
Our Creative English, Pre-ESOL classes, and community health initiatives also continued to break down barriers, enabling migrants, refugees, and non-native speakers to integrate more confidently into local life. These programmes do more than teach language or health knowledge, they help build a sense of belonging, dignity, and mutual respect. When individuals feel seen, heard, and supported, hateful narratives lose their foothold.
Our youth work expanded significantly again this year, creating safe environments where young people can grow, explore their identities, and gain a stronger sense of purpose. At a time when young people face unprecedented pressures from social media comparison to economic precarity, we offered them structure, mentorship, and opportunity. This is peacebuilding at its most practical, ensuring young people have meaningful alternatives to disengagement, isolation, or negative influences.
Finally, the ongoing refurbishment of the St Ignatius Centre stands as a proud milestone. When completed, it will be one of the largest community spaces in Ordsall, offering a warm, modern, and inclusive hub for training, events, cultural activities, and social connection. This centre will become a beacon of hope, belonging, and collaboration for years to come, a physical manifestation of our commitment to building peaceful, thriving communities.
Peace as Our Guiding Principle
This year, we made a conscious decision to foreground peace as a defining theme for our organisational direction. Not peace as the absence of conflict, but peace as the presence of justice, opportunity, empathy, and human dignity. The type of peace that empowers, heals, and transforms. The type of peace that pushes back against hate not with retaliation but with understanding, patience, and resilience.
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CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
MESSAGE FROM THE CHAIR
As a charity working with people from every walk of life, diverse ethnicities, religions, generations, and life journeys, we have a responsibility to model peaceful coexistence. Our programmes bring together people who might otherwise remain isolated from one another. In shared rooms, shared activities, shared meals, and shared learning experiences, bridges are built. Prejudices soften. New friendships emerge. Misunderstandings give way to curiosity and respect.
Hate thrives in voids—voids of knowledge, connection, and compassion. Our work fills those voids. When a child from one background plays, eats, and learns alongside a child from another, seeds of lifelong acceptance are planted. When adults from different cultures learn English together, they not only gain skills, but they also build community. When we support people to overcome crisis, we reduce stress, desperation, and hopelessness—conditions that often breed anger or division. Peace is built in the ordinary, everyday acts of community life, and our organisation has been a steadfast guardian of those acts.
A Future Anchored in Hope and Collective Action
Looking ahead, our challenges remain real, but so does our determination. We continue to face funding limitations caused by economic uncertainty. We continue to see growing demand for our services as inflation shapes the lives of the most vulnerable. Yet, we remain steadfast in our belief that communities can overcome adversity when united by a shared purpose.
Our future plans seek to deepen our impact, expand our partnerships, and strengthen our capacity to deliver high-quality services. We will continue to diversify our income, invest in our volunteers and staff, improve governance and internal processes, and remain transparent with donors and the public. We will keep building strong collaborations with public bodies, local organisations, faith groups, businesses, philanthropic institutions, and community leaders. Peacebuilding—across generations, cultures, and neighbourhoods, will continue to be central to our mission.
Profound Gratitude
I close this message with heartfelt gratitude. To our staff, whose dedication and resilience make every programme possible. To our volunteers, whose generosity of time and spirit sustains our work. To our donors and partners, whose trust and investment empower us to serve thousands. To the families and individuals, we support, whose strength inspires us daily. And to my fellow Trustees, whose guidance and leadership continue to steer this organisation with wisdom and integrity.
Together, we reaffirm our commitment to building communities where every person— regardless of background, circumstance, or identity—can live with dignity, opportunity, connection, and peace. In a world that too often tells us to fear one another, your support helps us build a world where we can walk toward one another instead.
Thank you for standing with us.
Bernard Nwaiwu
Chair
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CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
DIRECTORS’ REPORT
Reference and administrative details
Legal and administrative details set out on page 3 forms part of this report. The financial statements comply with current statutory requirements, the Memorandum and Articles of Association and the Statement of Recommended Practice-Accounting and Reporting by Charities (effective from January 2019).
Objectives and activities
The charity’s principal objectives as set out in its Memorandum of Association are:
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the advancement of education and training;
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the prevention and relief of poverty, sickness and distress, including through humanitarian intervention;
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the promotion of good health;
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to promote human right and equality and diversity, in particular where to do so contributes to the prevention and relief of poverty;
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to act as a resource for young people by providing advice and assistance and organising programmes of educational and other activities as a means of advancing in life and helping young people by developing their skills, capacities and capabilities to enable them to participate in society as independent, mature and responsible individuals;
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to advance environmental protection, improvement, and sustainability, in particular where to do so contributes to the prevention and relief of poverty.
Our Vision
A world where marginalized voices are not merely heard but amplified, and where barriers to inclusion are dismantled through collective action and advocacy.
Our Mission
Our mission is to overcome poverty by empowering people and nurturing the development of sustainable communities.
Our mission highlights a holistic and integrated approach to tackling some of the most pressing challenges facing society today. To achieve our mission, we deliver solutions that are personalised to the needs and circumstances of people who experience multiple deprivation, through education, skills training and help to secure employment, health and fitness classes, creative activities to reduce isolation, loneliness while boosting confidence and self-esteem, and support in tackling issues with health and addiction.
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CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025 DIRECTORS’ REPORT
ACHIEVEMENTS
Holiday Activity and Food (HAF) Program Impact
During the period under review, Cede Foundation successfully delivered the Holiday Activities and Food (HAF) programme across both the Manchester City Council and Oldham Council areas, benefiting 2,492 children and young people. This initiative continued to address food insecurity by providing nutritious meals during the school holidays, while supporting social development through structured, enriching, and engaging activities.
Participants embarked on educational tours to Bolton Museum & Aquarium, Wythenshawe Park & Community Farm, and Heaton Park. These trips broadened cultural awareness, strengthened understanding of natural environments, history, and science, and offered experiential learning opportunities that many children do not ordinarily access. Exposure to museum collections, wildlife habitats, and urban green spaces helped inspire curiosity, creativity, and critical thinking skills.
In addition, children took part in BMX sessions at Platt Fields and British Cycling training, which provided opportunities to develop physical fitness, coordination, balance, and road safety awareness. These sessions supported resilience-building, teamwork, confidence, and healthy lifestyle habits. For many participants, these cycling activities introduced new interests and encouraged active recreation that supports long-term wellbeing.
The programme also created a safe and nurturing social environment where children formed new friendships, improved communication skills, and built confidence through group tasks, arts and crafts, team games, and shared meals. Parents and carers reported positive behavioural changes, enhanced emotional regulation, and improved enthusiasm for learning. Many participants returned to school after the break with increased motivation, reduced anxiety, and strengthened social skills.
By blending nutrition, education, physical activity, creativity, and emotional support, the HAF programme made a meaningful difference to children and families across Greater Manchester and Oldham. It alleviated financial pressures for households, reduced holiday-related stress, promoted healthy eating habits, and fostered community cohesion. The Trustees remain committed to expanding this vital provision, recognising its significant contribution to children’s physical, emotional, and social development.
Know & Act – Cancer Screening Awareness
During the year under review, Cede Foundation successfully expanded its Know & Act – Cancer Screening Awareness initiative, focusing on increasing awareness of cancer prevention, early detection, and the importance of regular screening among minoritised and underserved communities. Recognising the cultural dynamics and unique barriers that prevent many individuals from accessing screening services, including stigma, language limitations, misinformation, and lack of culturally appropriate health messaging. The Foundation embedded its awareness activities within key community celebrations to maximise engagement.
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CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
DIRECTORS’ REPORT
A major highlight of this approach was the integration of the campaign into the Yam Festival, a significant cultural celebration of the Igbo Community of Greater Manchester. This annual event, attended by over 5,000 guests, provided an invaluable platform to reach a large and diverse audience with practical cancer screening information and tailored health messages. By situating the awareness campaign within a familiar and celebratory cultural context, the Foundation was able to foster open conversations around health, particularly cancers affecting the Black and minoritised communities, while reducing stigma and encouraging proactive health-seeking behaviour.
Throughout the festival, the Know & Act team engaged attendees through informational booths, one-on-one conversations, distribution of culturally relevant health leaflets, and interactive demonstrations that helped demystify screening procedures such as breast, cervical, bowel, and prostate cancer screenings. Many participants reported feeling more confident about discussing cancer, recognised the importance of early detection, and expressed an intention to follow up with their GP or local screening services. For some, this was their first exposure to formal cancer education delivered in a culturally sensitive format.
This approach strengthened trust between health professionals, community leaders, and families by demonstrating respect for cultural identity while promoting life-saving health information. The initiative also enabled the Foundation to identify recurring concerns within the community, such as fear, cultural myths, and lack of access, which are now informing the next phase of targeted interventions.
By integrating health awareness into community celebrations, Cede Foundation successfully broadened its reach, deepened its impact, and created safe spaces for meaningful health conversations. This culturally embedded model continues to play a vital role in reducing cancer disparities, empowering individuals to take charge of their health, and ensuring that no community is left behind in the fight against preventable cancers.
Mobile Food Bank
During the year ended September 30, 2025, our Mobile Food Bank made 264 collections from local stores, gathering 7,902 kg of surplus food, the equivalent of 18,734 meals. This work contributed to a carbon saving of 19,345 kg of CO₂, demonstrating the programme’s dual impact on hunger relief and environmental sustainability. Since April 2021, we have completed 1,930 collections, rescuing a total of 79,900 kg of food, which equates to 190,300 meals and an overall carbon reduction of 240,200 kg of CO₂. These long-term figures underscore the scale, consistency, and efficiency of our food redistribution efforts.
The Mobile Food Bank initiative offers wide-ranging benefits to individuals, families, and the wider community. By intercepting food that would otherwise go to waste, we provide regular access to fresh, nutritious produce for households experiencing financial hardship, thereby reducing food insecurity and improving dietary health. Families report lower grocery expenses, reduced stress, and greater stability during times of rising living costs. The availability of fresh fruit, vegetables, bakery items, and other essentials also promotes healthier eating habits, especially for children and vulnerable adults.
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DIRECTORS’ REPORT
The programme contributes significantly to environmental sustainability by diverting edible food away from landfill. The substantial CO₂ savings achieved each year demonstrate the environmental value of redistributing surplus food rather than discarding it. This aligns with national and global priorities on waste reduction, carbon emissions, and climate responsibility.
Operationally, the Mobile Food Bank strengthens community cohesion. It brings together volunteers, partner stores, community organisations, and local residents in a shared effort that fosters solidarity and social connection. Volunteers develop skills in logistics, teamwork, communication, and community engagement, while partner stores benefit from meaningful corporate social responsibility contributions. The initiative also supports local networks by supplying food for community events, holiday programmes, and emergency situations, ensuring that resources reach those most in need.
By providing dignity-focused, stigma-free food support, the Mobile Food Bank offers more than meals, it provides a sense of belonging, hope, and collective care. The Trustees remain committed to expanding this initiative, increasing volunteer participation, strengthening partnerships, and ensuring that surplus food continues to be used to nourish families and protect the environment.
Industry Focused ESOL – Ingeus Restart Programme
During the year under review, Cede Foundation successfully delivered three cohorts of the Industry Focused ESOL programme in partnership with Ingeus Manchester as part of the Restart initiative. Through this provision, we supported over 80 participants, many of whom faced significant barriers to employment due to limited English proficiency, confidence issues, or long-term unemployment.
The programme focused on equipping learners with practical language skills directly linked to workplace communication, functional English, and industry-specific vocabulary. By tailoring the curriculum to real-life employment contexts, including hospitality, retail, care, customer service, construction, and digital skills. We ensured that learners gained relevant competencies that strengthened their employability prospects. Participants also received guidance on CV writing, interview preparation, teamwork, and professional behaviour, helping them navigate the UK workplace with greater confidence.
Beyond language acquisition, the programme fostered social inclusion and personal growth. Many participants reported improved self-esteem, stronger communication abilities, and greater readiness to progress into work, training, or further education. The supportive group environment encouraged peer learning, cultural exchange, and mutual encouragement, helping reduce isolation among migrant and refugee communities in Manchester.
The success of all three cohorts reflects Cede Foundation’s commitment to delivering highquality, responsive, and culturally sensitive education that addresses the complex needs of individuals furthest from the labour market. We remain dedicated to expanding this innovative model and continuing our partnership with Ingeus to support more residents into sustainable employment pathways.
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CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
DIRECTORS’ REPORT
Volunteer Development & Community Leadership
Volunteer engagement remained a cornerstone of Cede Foundation’s impact during the year under review. To strengthen our volunteer base and expand our community leadership capacity, we prioritised proactive recruitment, meaningful training, and accessible pathways for individuals wishing to contribute to our mission.
A significant milestone was Cede Foundation’s participation in the University of Manchester Volunteer Fair, a major event that brought together students eager to give back to their communities. Our presence at the fair successfully attracted over 30 new volunteers, many of whom have since taken active roles within our programmes, including food collections, youth support, community events, ESOL assistance, administrative support, and holiday programme delivery. The enthusiasm, energy, and diverse skills that student volunteers bring have added tremendous value to our operations and enhanced the vibrancy of our volunteer community.
To broaden our reach beyond in-person events, we also expanded our recruitment channels by joining GOVO and CharityJob.co.uk, two widely recognised platforms used nationally for volunteer and community engagement opportunities. These platforms have enabled us to connect with potential volunteers across Greater Manchester and beyond, attracting individuals with a wide range of skills, interests, and professional backgrounds. This has strengthened the diversity, capacity, and resilience of our volunteer workforce.
Throughout the year, volunteers received induction training, safeguarding guidance, and rolespecific support, ensuring that they were confident and fully equipped to carry out their duties. Many volunteers have developed new skills—such as teamwork, public speaking, community engagement, leadership, and event coordination—contributing not only to the Foundation’s work but also to their own personal development.
Volunteers continue to play a critical role in shaping our programmes and extending the reach of our services. By investing in volunteer development and recruitment, Cede Foundation has strengthened its community leadership pipeline, fostered active citizenship, and ensured that individuals of all ages and backgrounds have meaningful opportunities to contribute to positive social change.
Greater Manchester Older People’s Network (GMOPN) Membership & Age-Friendly Hub
During the year under review, Cede Foundation became a proud member of the Greater Manchester Older People’s Network (GMOPN), marking a significant step forward in our commitment to supporting older adults and promoting age-friendly communities across the region. Joining GMOPN has strengthened our capacity to advocate for the rights, wellbeing, and active participation of older residents, while ensuring that their voices shape the design and delivery of community services.
Membership in GMOPN has provided Cede Foundation with access to a broad network of organisations, practitioners, and community champions who are collectively working to reduce inequalities and improve quality of life for older people. Through this network, we have benefited from shared expertise, capacity-building workshops, policy insight, collaborative learning, and opportunities to contribute to strategic conversations affecting ageing
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populations. Participation in GMOPN events has enabled our staff and volunteers to deepen their understanding of age-related issues, including social isolation, digital exclusion, mobility challenges, age discrimination, and the importance of accessible community spaces.
Building on this partnership, Cede Foundation launched the CEDE Community Age-Friendly Hub, a dedicated initiative aimed at supporting older adults to remain active, connected, and empowered within their communities. The hub offers a welcoming environment where older residents can participate in social activities, access wellbeing information, receive digital support, engage in intergenerational programmes, and connect with peers in ways that strengthen mental and emotional wellbeing. Activities within the hub focus on reducing loneliness, promoting physical activity, increasing access to technology, and encouraging older adults to take part in community leadership and volunteering opportunities.
The establishment of the Age-Friendly Hub aligns with Greater Manchester’s vision of becoming one of the best places in the world to grow older. By combining the resources and collective expertise of GMOPN with our community-based delivery model, we have positioned Cede Foundation as a key contributor to creating inclusive, supportive, and age-positive neighbourhoods. Through this work, we continue to uplift older adults, enhance their quality of life, and ensure that they remain valued, respected, and active members of the community.
Health Watch
Through our Health Watch initiative, Cede Foundation continued to empower individuals and families to take proactive control of their wellbeing. A key development during the year was the creation and introduction of the Health Pledge, a simple yet powerful tool designed to encourage members of our communities to commit to healthier lifestyle choices. Participants completed the pledge as a personal declaration of their intention to prioritise their physical and mental health, adopt positive daily habits, and make informed decisions that contribute to long-term wellbeing.
The Health Pledge serves as both a motivational resource and a behavioural prompt, supporting individuals to set achievable health goals relating to nutrition, physical activity, sleep, stress management, and routine health checks. By encouraging participants to reflect on their habits and publicly affirm their commitment to change, the initiative helps strengthen personal accountability and fosters a culture of health-conscious living within the community.
The Health Watch programme also provides accessible information, practical guidance, and culturally sensitive conversations around key health issues—such as diabetes, hypertension, cancer prevention, mental health, and healthy ageing. Through workshops, outreach sessions, and one-to-one discussions, individuals gain the knowledge and confidence needed to adopt healthier behaviours and seek early intervention when necessary.
By integrating the Health Pledge into our wider health promotion activities, Cede Foundation has created a meaningful pathway for residents to take small, consistent steps toward improved wellbeing. This initiative contributes to reducing health inequalities, strengthening community resilience, and promoting a proactive, preventative approach to health across the diverse communities we serve.
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CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
DIRECTORS’ REPORT
Youth Work
The charity continued to make significant strides in its youth engagement work during the year under review, offering a wide range of opportunities designed to support young people’s personal development, confidence, and long-term aspirations. Through a combination of work placements, open access youth sessions, and youth-focused volunteer pathways, we have created an environment where young people feel valued, supported, and empowered to reach their full potential.
Our work placement programme provided meaningful hands-on experience for young people seeking to build their skills, explore career options, and gain insight into the world of work. Participants were placed in structured roles across our food operations, holiday programmes, admin and project support, digital media, and community events. These placements improved employability, strengthened teamwork and communication skills, and helped young people develop a sense of responsibility and purpose. Many reported increased confidence and clarity about their future goals as a result of this experience.
Our Open Access Youth Work remained a cornerstone of our youth offer, providing safe, inclusive spaces where young people could take part in fun, enriching, and developmental activities. Through sports, arts, cooking, workshops, group discussions, and social action projects, young people were encouraged to express themselves, build friendships, and develop key life skills. The sessions also helped reduce social isolation, improved emotional wellbeing, and provided positive alternatives to anti-social behaviour or disengagement.
In addition, Cede Foundation expanded its youth volunteer opportunities, enabling young people to get involved in meaningful community action. From helping during holiday programmes to supporting food collections and event delivery, young volunteers contributed significantly to our community impact while gaining practical skills and experience. These opportunities foster leadership, confidence, decision-making, and a strong sense of community responsibility. Several youth volunteers have since progressed into more formal roles, work placements, or training opportunities, demonstrating the transformational potential of this pathway.
Overall, our youth work this year has strengthened the resilience, confidence, and aspirations of young people across our service areas. We remain committed to providing inclusive, supportive, and empowering opportunities that equip young people with the tools to thrive, contribute positively to their communities, and build brighter futures.
St Ignatius Centre Project
The St Ignatius Centre Project continued to be one of Cede Foundation’s most ambitious and transformative regeneration initiatives during the year under review. Significant progress was made toward restoring and repurposing this historic site into a vibrant, multi-purpose community hub that will serve residents for generations to come. As work advances, it is increasingly clear that the completed St Ignatius Centre will deliver far-reaching heritage, economic, environmental, community, and cultural benefits across Ordsall, Salford, and Greater Manchester.
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CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
DIRECTORS’ REPORT
The project represents a major community-led regeneration effort, breathing new life into a building of historical significance and ensuring that it remains a valued asset for future generations. By carefully restoring its structural elements and upgrading its facilities, the Centre preserves a vital part of Ordsall’s heritage, honouring the legacy of the original church while creating a modern, accessible, and functional space that reflects today’s community needs. This commitment to heritage-led regeneration contributes to local pride, strengthens neighbourhood identity, and safeguards an important landmark that might otherwise have fallen into disrepair.
Economically, the completed Centre is set to become a key driver of local economic growth, providing a space where education, training, enterprise, and community activities can thrive. The building will host employability programmes, digital skills training, youth sessions, health and wellbeing activities, cultural events, and community gatherings. These activities will support local residents into jobs, help small businesses and entrepreneurs develop their ideas, and attract external partners to deliver services within the neighbourhood. The Centre will also create new employment and volunteering opportunities, contributing directly to economic resilience and social mobility within Ordsall and surrounding communities.
From an environmental perspective, the project incorporates improved energy efficiency, modern building standards, and sustainable operational practices. The move towards a more efficient heating and ventilation system, enhanced insulation, and long-term plans for clean energy integration contribute to reduced carbon emissions and lower operating costs. The Centre is also designed to host environmental awareness activities, including waste reduction projects, recycling initiatives, and sustainable community events, supporting the transition towards greener living in the local area.
Culturally, the St Ignatius Centre will provide a unique and inclusive space where diverse communities can celebrate their traditions, share their stories, and build stronger connections. With dedicated rooms for workshops, rehearsals, exhibitions, meetings, and social gatherings, the Centre will serve as a vital hub for cultural expression and intercultural dialogue. It will offer a platform for local artists, performers, heritage groups, and community organisations to showcase their work, nurture creativity, and engage residents of all ages in meaningful cultural experiences.
Socially, the Centre’s development is already fostering stronger community bonds by bringing residents, volunteers, partners, and stakeholders together around a shared vision. Once complete, the Centre will play a central role in reducing isolation, promoting active citizenship, supporting families, strengthening youth provision, and providing accessible services for older adults, including through initiatives such as the CEDE Community Age-Friendly Hub. It will function as a safe, welcoming, and flexible environment where people can learn, connect, grow, and thrive.
Overall, the St Ignatius Centre stands as a testament to what community-led regeneration can achieve. It embodies Cede Foundation’s mission to create sustainable, inclusive, and resilient communities by investing in people, preserving heritage, and building spaces that meet evolving community needs. As the project moves toward completion, we look forward to realising its full potential as a landmark facility that will transform opportunities and enrich lives across Ordsall and beyond.
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CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
DIRECTORS’ REPORT
Impact of the Current Cost of Living
The ongoing rise in the cost of living continued to have a profound impact on the individuals and families we support during the year under review. Sharp increases in the cost of food, energy, transport, and housing have placed significant and sustained pressure on household budgets, leaving many families struggling to meet even their most basic needs. For a growing number of households, the challenge is not merely managing limited income but navigating daily decisions between essentials such as heating, eating, and housing stability.
Across our communities, we have witnessed a clear and troubling widening of poverty, affecting families who were previously managing but now find themselves unable to cope with escalating prices. Many parents report increased anxiety, financial stress, and emotional strain as they work to shield their children from the harshest effects of deprivation. Single-parent households, migrants, low-income workers, and those in insecure employment continue to be disproportionately affected. The rising cost of essential goods has also deepened existing inequalities, pushing more families toward food support, emergency aid, and additional services.
The pressure on families has been compounded by limited access to affordable childcare, rising debt levels, and the erosion of disposable income. These factors have contributed not only to material hardship but also to increased social isolation, poorer mental health, and reduced opportunities for children and young people to participate in enrichment activities. For many, the cost-of-living crisis is not a short-term challenge but an ongoing reality that affects their dignity, stability, and long-term wellbeing.
In response, Cede Foundation has continued to strengthen its support through food provision, youth programmes, employability support, health initiatives, and community engagement activities. Our Holiday Activities and Food programmes, Mobile Food Bank, and communityled interventions have become even more vital safety nets for families facing hardship. By providing access to nutritious meals, essential resources, opportunities for learning, and social connection, we have helped alleviate some of the immediate pressures caused by the crisis.
While the cost-of-living environment remains uncertain, our commitment to supporting those most affected is unwavering. The Foundation will continue to advocate for vulnerable families, deliver targeted interventions, and work in partnership with local authorities, funders, and community organisations to ensure that individuals and families can access the support they need during these challenging times.
Funding Limitation
Securing adequate and sustainable funding remains one of the most persistent challenges facing Cede Foundation. The funding landscape has become increasingly competitive, with many grant-making bodies tightening their criteria, reducing available budgets, or redirecting funds toward national priorities. At the same time, economic uncertainty has limited the capacity of individual donors and corporate partners to maintain previous levels of support.
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CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
DIRECTORS’ REPORT
These constraints place significant pressure on our ability to resource our programmes consistently and to plan confidently for future growth.
The impact of funding limitations on our services is becoming increasingly evident. Demand for our programmes, particularly food support, youth engagement, employability training, and health and wellbeing initiatives, has risen sharply due to the continued cost-of-living crisis. However, restricted funding means that our capacity to meet this growing need is stretched. In some instances, we have been required to scale back activity levels, reduce the size of cohorts, or delay the rollout of new initiatives that would have provided vital support to vulnerable residents.
Limited funding also affects our ability to retain and develop staff, invest in training, and maintain the infrastructure required for high-quality service delivery. Rising operational costs—from utilities to insurance, transport, and staffing—mean that a larger proportion of our resources is needed simply to sustain existing activity. This reduces our flexibility to innovate, expand, or respond rapidly to emerging community needs. In certain areas, we have had to prioritise essential projects at the expense of wider community enrichment programmes that play a key role in social cohesion and wellbeing.
For capital projects such as the St Ignatius Centre regeneration, funding constraints slow progress and prolong timelines, delaying the availability of much-needed community spaces. The risk of overreliance on a small number of funders further increases organisational vulnerability, underscoring the importance of diversifying income sources and strengthening long-term sustainability.
Despite these challenges, the Cede Foundation continues to work tirelessly to secure new funding opportunities, cultivate strategic partnerships, and explore alternative revenue streams. We are actively developing social enterprise models, strengthening our fundraising infrastructure, and expanding community-based support to mitigate the effects of limited external funding. Our commitment to delivering high-impact programmes remains resolute, but the constraints we face highlight the urgent need for sustained, multi-year investment to ensure that our services remain accessible, resilient, and responsive to the needs of the communities we serve.
Financial Review
During the most recent financial year, Cede Foundation’s total turnover stood at £148,627, reflecting an increase compared to the previous year’s turnover of £132,158. Our expenditure also increased to £145,646, up from £104,294 in the prior period. The higher spend was primarily directed toward expanding and improving our community-based programs, ensuring that vulnerable individuals received essential services and support. While these figures illustrate a shift in our financial position, our commitment to prudent resource management remained unwavering. Through careful budgeting, strategic partnerships, and ongoing fundraising efforts, we continue to safeguard our core initiatives and maintain a focused approach toward fulfilling our mission in the face of financial challenges.
16
CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
DIRECTORS’ REPORT
Public Benefit Review
The trustees confirm that Cede Foundation continues to operate in full accordance with the public benefit requirements set out in the Charities Act 2011. In reviewing the organisation’s activities, achievements, and strategic direction during the year, the trustees have carefully considered the Charity Commission’s published guidance on public benefit and remain satisfied that all our programmes, services, and community initiatives directly further our charitable objectives and deliver clear, measurable benefits to the public.
Our work is centred on supporting individuals and families experiencing poverty, disadvantage, and social exclusion. Through a wide range of integrated services, including food provision, youth work, employability training, ESOL programmes, health and wellbeing initiatives, cultural engagement, and community regeneration, we aim to improve quality of life, reduce inequalities, and strengthen community resilience. These services are designed to be inclusive, accessible, and responsive to the needs of people facing multiple forms of deprivation, ensuring that the greatest benefit is directed toward those who need it most.
During the year, thousands of residents across Greater Manchester and Oldham accessed our support, many of whom were experiencing significant hardship due to the rising cost of living, limited language skills, unemployment, social isolation, or poor health. Our Mobile Food Bank, HAF programmes, ESOL classes, youth sessions, health campaigns, and community outreach activities played a vital role in providing practical assistance, improving wellbeing, and helping individuals build confidence, skills, and connections.
The trustees are satisfied that the charity does not provide services that restrict access or confer undue private benefit. Programmes are delivered without discrimination on the grounds of race, ethnicity, religion, gender, age, disability, or immigration status. Where modest fees or contributions are applied to certain activities, the Foundation ensures that financial hardship is never a barrier to participation by offering free access, subsidies, or support where needed.
Our commitment to public benefit is also demonstrated through our ongoing investment in community leadership, volunteer development, and strategic partnerships. The launch of the CEDE Community Age-Friendly Hub, our membership of the Greater Manchester Older People’s Network, and the regeneration of the St Ignatius Centre highlight our dedication to creating long-term, sustainable benefits for local residents. These initiatives contribute to social cohesion, cultural vitality, environmental sustainability, and inclusive economic participation, key pillars of public benefit.
The trustees will continue to monitor the effectiveness and reach of our programmes, ensuring that all activities remain aligned with our charitable objectives and continue to deliver meaningful, positive, and lasting impact for the communities we serve.
Going Concern
The trustees have reviewed the charity’s financial position, cash flow forecasts, levels of reserves, and future funding commitments and are confident that Cede Foundation has adequate resources to continue its operations for the foreseeable future. Despite ongoing challenges in the wider economic environment, including increased operational costs,
17
CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
DIRECTORS’ REPORT
competitive funding conditions, and rising demand for our services—the charity has demonstrated strong financial stewardship, effective cost management, and resilience in adapting to changing circumstances.
The organisation’s strengthened reserve position, continued success in securing project-based funding, ongoing partnerships with local authorities and community organisations, and expanding volunteer base all contribute to a stable operational outlook. In addition, the trustees are actively exploring diversified income streams, including social enterprise development, new grant opportunities, and enhanced fundraising activities, to further improve long-term sustainability.
Based on the information available and the mitigating actions already in place, the trustees have a reasonable expectation that the charity will continue to meet its obligations as they fall due and will remain financially viable. Accordingly, the financial statements have been prepared on a going concern basis.
Risk Management
The trustees recognise their responsibility for identifying, assessing, and managing the range of risks that could affect Cede Foundation’s ability to deliver its charitable objectives. A comprehensive review of the organisation’s risk register was undertaken during the year, ensuring that all significant financial, operational, governance, compliance, safeguarding, and strategic risks are appropriately monitored and mitigated.
The trustees have implemented a structured risk management framework that includes regular reviews at board meetings, oversight by senior management, clear reporting lines, and the adoption of proportionate internal controls. This framework ensures that emerging risks are identified early and that mitigation strategies remain effective and responsive to changing circumstances.
Key risks considered during the year include:
Financial Risk: The uncertainties in the funding landscape and rising operational costs pose ongoing challenges. The trustees have strengthened financial planning, increased unrestricted reserves, diversified revenue streams, and enhanced budget monitoring to reduce exposure.
Operational Risk: Delivering multiple programmes across varied locations requires robust systems for staff management, volunteer coordination, data security, and service delivery. The organisation has improved operational procedures, strengthened training for staff and volunteers, and implemented enhanced monitoring mechanisms.
Compliance and Governance Risk: Ensuring adherence to statutory requirements, financial reporting standards, safeguarding regulations, and contractual obligations is critical. Regular policy reviews, trustee training, and professional external advice help maintain compliance and good governance practice.
18
CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
DIRECTORS’ REPORT
Reputational Risk: As a community-facing organisation, maintaining trust is paramount. Transparent communication, rigorous safeguarding, robust complaint handling, and consistent service quality support the protection of the charity’s reputation.
Health and Safety Risk: Activities involving children, young people, older adults, and volunteers require strong health and safety measures. The Foundation continues to maintain appropriate risk assessments, safeguarding protocols, and incident reporting procedures.
Through proactive risk management, the trustees are satisfied that the major risks to which the charity is exposed have been identified and mitigated to an acceptable level. This approach ensures the organisation’s resilience, protects its beneficiaries and workforce, and strengthens Cede Foundation’s ability to continue delivering high-impact services to the communities it serves.
Reserves Policy
Following a review undertaken in October 2025, the trustees resolved that the charity would maintain £27,000 in unrestricted reserves. This level is considered appropriate to safeguard the organisation against short-term operational pressures, cash-flow variations, and unforeseen expenditures. It provides a prudent buffer that enables the charity to respond effectively to emerging risks while ensuring continuity of core services and commitments to beneficiaries.
At the end of the 2024–2025 financial year, the unrestricted reserves stood at £27,231, compared to £10,595 at the end of the 2023–2024 financial year. The increase reflects strengthened financial stewardship, improved income generation, and the trustees' continued commitment to building a more resilient financial foundation for the charity. The reserves remain monitored regularly to ensure they remain sufficient, proportionate, and aligned with the charity’s operational scale and strategic priorities.
Investment Policy
The trustees have carefully reviewed and considered the most appropriate investment approach for the organisation’s funds, taking into account the charity’s size, risk appetite, operational commitments, and long-term strategic objectives. It has been determined that maintaining the organisation’s reserves in a bank deposit account remains the most suitable option at this time, as it provides the required levels of security, liquidity, and low financial risk.
This approach ensures that funds are readily accessible to support ongoing programme delivery, meet short-term obligations, and respond swiftly to unforeseen circumstances or emerging opportunities. The day-to-day management of the organisation’s investment funds is delegated to the Chief Executive Officer, ensuring professional oversight, adherence to financial controls, and alignment with the charity’s broader financial strategy. The trustees will continue to monitor the investment policy annually to ensure it remains fit for purpose as the organisation grows and its financial landscape evolves.
19
CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
DIRECTORS’ REPORT
Structure, Governance and Management
Cede Foundation was registered under the Companies Act 1985 to 2006 on April 21, 2008, as a company limited by guarantee and not having a share capital. The charity is also registered with the Charities Commission in England & Wales. Our governance framework is defined by our memorandum and articles of association. The board of trustees is currently comprised of seven individuals from diverse backgrounds, bringing a wide range of skills and professional expertise to the management of the charity. This diversity ensures robust oversight and strategic direction for the foundation.
Future Plans (2025–2028)
Cede Foundation’s strategic priorities for 2025–2028 are centred on strengthening our longterm sustainability, expanding our community impact, and deepening our commitment to inclusion, empowerment, and social justice. Over the next three years, we aim to build on the progress already made while responding to emerging needs across Greater Manchester and Oldham. Our strategy focuses on growth that is responsible, sustainable, and aligned with our mission to overcome poverty, reduce inequalities, and promote resilient, thriving communities.
To achieve these ambitions, we will continue to develop our work across the following core areas:
-
Social Inclusion
-
Employment and Skills
-
Health and Wellbeing
-
Youth Support and Development
-
Recycling, Environmental Sustainability & Regeneration
-
Arts, Culture, and Heritage
-
CEDE Community Age-Friendly Hub
-
Completion and Activation of the St Ignatius Centre
-
Strengthening Partnerships
-
Streamlining Procedures & Strengthening Governance
-
Funding Diversification & Sustainability
Cede Foundation’s strategy for 2025–2028 is built on compassion, inclusion, and community empowerment. By investing in people, strengthening partnerships, and developing transformative community spaces such as the St Ignatius Centre and the Age-Friendly Hub, we will continue to deliver meaningful impact and ensure that everyone, regardless of background, has the opportunity to thrive.
20
CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
DIRECTORS’ REPORT
Statement of Directors’ responsibilities
The trustees are required to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charity and the incoming resources and application of resources, including the net income or expenditure, of the charity for the year. In preparing those financial statements the trustees are required to:
-
select suitable accounting policies and then apply them consistently;
-
observe the methods and principles in the Charities SORP;
-
make judgements and estimates that are reasonable and prudent;
-
state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
-
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.
The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006 and Charities Act 2011.
They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
Each of the persons who is a trustee at the date of approval of this report confirms that:
-
so far as each of the trustee is aware, there is no relevant material information of which the charitable company’s Independent Examiners are unaware; and
-
each trustee has taken all steps that they ought to have taken to make themselves aware of any relevant material information and to establish that the Independent Examiners are aware of that information.
-
Members of the foundation guarantee to contribute an amount not exceeding £1 to the assets of the foundation in the event of winding up. The trustees are members of the foundation, but this entitles them only to voting rights. The trustees have no beneficial interest in the foundation.
-
The trustees’ annual report has been approved by the trustees on November 18, 2025, and signed on their behalf by
Stanley Innocent Director
21
CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
INDEPENDENT EXAMINERS’ REPORT
I report on the accounts of Cede Foundation, for the year ended 30 September 2025, which are set out on pages 23 to 32.
Responsibilities and basis of report
As the charity’s trustees of the Company (who are also the directors of the company for the purposes of company law), you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (“the 2006 Act”).
Having satisfied myself that the accounts of the Company are not required to be audited for this year under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity’s accounts as carried out under section 145 of the Charities Act 2011 (“the 2011 Act”). In carrying out my examination, I have followed the Directions given by the Charity Commission (under section 145(5)(b) of the 2011 Act.
Independent examiner's statement
The company’s gross income exceeded £25,000 and I am qualified to undertake the examination by being a qualified member of Association of Chartered Certified Accountants.
I have completed my examination. I confirm that no material matters have come to my attention which gives me cause to believe that:
-
accounting records were not kept in accordance with section 386 of the Companies Act 2006; or
-
the accounts do not accord with such records; or
-
the accounts do not comply with relevant accounting requirements under section 396 of the Companies Act 2006 other than any requirement that the accounts give a ‘true and fair’ view which is not a matter considered as part of an independent examination; or
-
the accounts have not been prepared in accordance with the Charities SORP (FRS102).
-
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.
Olabode Olusola FCCA, MCMI, CPA, CGA
BODSAP Consulting Limited
32 Woodroffe Drive, Peterborough, United Kingdom, PE6 0GP
Date: November 18, 2025
22
CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
STATEMENT OF FINANCIAL ACTIVITIES ( including Income and Expenditure account)
Note Income from: Donations and legacies 2 Charitable activities 3a Total income Expenditure on: Charitable activities 4 Finance costs 5 Total expenditure Net income/(expenditure) for the year 6 Transfer between funds Net movement in funds for the year Reconciliation of funds Total funds brought forward Total funds carried forward |
Unrestricted £ 1,678 31,714 33,392 9,261 7,495 16,756 16,636 - 16,636 10,595 27,231 |
Restricted £ 40,340 74,896 115,236 128,890 - 128,890 (13,654) - (13,654) 391,885 378,231 |
September 30, 2025 £ 42,018 106,610 148,628 138,151 7,495 145,646 2,982 - 2,982 402,480 405,462 |
September 30, 2024 £ 588 131,570 |
|---|---|---|---|---|
| 132,158 | ||||
| 96,799 7,495 |
||||
| 104,294 | ||||
| 27,864 - |
||||
| 27,864 231,666 |
||||
| 259,530 |
The notes on pages 25 to 32 form part of these financial statements
23
CEDE FOUNDATION AS AT 30 SEPTEMBER 2025 BALANCE SHEET
| Note | September 30, 2025 |
September 30, 2024 |
|||
|---|---|---|---|---|---|
| £ | £ | £ | £ | ||
| Fixed assets | |||||
| Tangible assets | 8 | 655,006 | 596,886 | ||
| Total fixed assets | 655,006 | 596,886 | |||
| Current assets | |||||
| Cash at bank and in hand | 9 | 42,798 | 25,225 | ||
| Debtors | 10 | 16,738 | 88,131 | ||
| Total current assets | 59,537 | 113,356 | |||
| Liabilities | |||||
| Creditors -Amount falling due within one year |
11 | (24,900) | (10,370) | ||
| Net current assets | 34,637 | 102,987 | |||
| Total assets less current liabilities | 689,642 | 699,873 | |||
| Creditors -Amount falling due after more than one year |
12 | (284,181) | (297,393) | ||
| Net assets | 405,462 | 402,480 | |||
| The funds of the charity: | |||||
| Unrestricted funds | 13 | 27,231 | 10,595 | ||
| Restricted funds | 13 | 378,231 | 391,885 | ||
| Total charity funds | 405,462 | 402,480 |
For the year ending 30 September 2025, the company was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies
The members have not required the company to obtain an audit of its accounts for the year in question in accordance with section 476.
The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.
These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime.
Approved by the trustees on November 18, 2025 and signed on their behalf by:
Stanley Innocent Bernard Nwaiwu Director Chair
The notes on pages 25 to 32 form part of these financial statements
24
CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025 NOTES TO THE FINANCIAL STATEMENTS
1. Accounting policies
The principal accounting policies adopted, judgments 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 (October 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
Cede Foundation meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.
b. Judgments and estimates
The trustees have made no key judgments which have a significant effect on the accounts. The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amount of assets and liabilities within the next reporting period.
c. Going concern
The trustees have reviewed the charity's forecasts and projections and taking into consideration the ongoing renovation work at our community centre building, the trustees are confident that the charity can also fulfil its commitments to its beneficiaries for the period ending 30 September 2026.
d. Fund accounting
Unrestricted funds are available to spend on activities that further any of the purposes of the charity. Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose. Restricted funds are grants and donations which the donor has specified are to be solely used for particular areas of the charity's work or for specific projects being undertaken by the charity.
e. Income
The Income is recognised when the charity has entitlement to the funds, 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.
25
CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025 NOTES TO THE FINANCIAL STATEMENTS
Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.
Income received in advance of a provision of a specified service is deferred until the criteria for income recognition are met.
f. Donated services and facilities
Donated professional services and donated facilities are recognised as income when the charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use by the charity of the item, is probable and the economic benefit can be measured reliably. In accordance with the Charities SORP(FRS102), general volunteer time is not recognised.
On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.
g. Interest receivable
Interest 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.
h. Expenditure
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. Expenditure is classified under the following activity headings:
-
Expenditure on charitable activities includes all costs undertaken to further the purposes of the charity and their associated support costs.
-
Finance costs includes all interest and other costs the charity incurs in connection with the borrowing of funds.
i. Tangible fixed assets
All expenditure of a capital nature on development work overseas is expensed as incurred, while tangible fixed assets in the UK costing more than £100 are capitalized and included at cost, including any incidental expenses of acquisition. Depreciation is provided on
26
CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025 NOTES TO THE FINANCIAL STATEMENTS
tangible fixed assets at rates calculated to write off the cost by equal annual instalments over their expected useful economic lives as follows:
| Freehold land and buildings | Nil |
|---|---|
| Computer infrastructure | 5 years |
| Computer equipment | 4 years |
| Furniture, fixtures and equipment | 4 years |
Impairment reviews are conducted when events and changes in circumstances indicate that an impairment may have occurred. If any asset is found to have a carrying value materially higher than its recoverable amount, it is written down accordingly.
j. Debtors
Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.
k. Cash at bank and in hand
Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.
l. 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 amount after allowing for any trade discounts due.
m. Gift aid
Gift Aid tax reclaims is recognised for any Gift Aid certificates received up to two months after the year-end, in relation to donations made prior to the year-end, where the Gift Aid tax reclaim application was filled to HMRC prior to the year-end.
27
CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
NOTES TO THE FINANCIAL STATEMENTS
| 2. Donations and legacies Donations Gifts in kind Investment income Other income Total 3a.Charitable activities Grants - Revenue Workers’ Educational Association Department for Education Manchester City Council Lloyds Bank Foundation The Ubele Initiative Oldham Council Answer Cancer 3b. Grants - Capital AHF Barrow Cadbury Trust Charitable trading Charity sales Support services Total income from charitable activities |
Unrestricted £ - - 982 695 1,678 Unrestricted £ - - - 25,000 - - - 25,000 Unrestricted - - - 2,108 4,607 6,714 31,714 |
Unrestricted £ - - 982 695 1,678 Unrestricted £ - - - 25,000 - - - 25,000 Unrestricted - - - 2,108 4,607 6,714 31,714 |
Restricted £ 39,140 1,200 - - 40,340 Restricted £ - 52,235 19,500 - 302 800 2,059 74,896 Restricted - - - - - - 74,896 |
Restricted £ 39,140 1,200 - - 40,340 Restricted £ - 52,235 19,500 - 302 800 2,059 74,896 Restricted - - - - - - 74,896 |
September 30, 2025 September 30, 2024 £ £ 39,140 393 1,200 - 982 - 695 195 42,018 588 September 30, 2025 September 30, 2024 £ £ - 67,903 52,235 25,800 19,500 - 25,000 25,000 302 - 800 - 2,059 - 99,896 118,703 September 30, 2025 September 30, 2024 - - - - - - 2,108 5,696 4,607 7,171 6,714 12,867 106,610 131,570 |
September 30, 2025 September 30, 2024 £ £ 39,140 393 1,200 - 982 - 695 195 42,018 588 September 30, 2025 September 30, 2024 £ £ - 67,903 52,235 25,800 19,500 - 25,000 25,000 302 - 800 - 2,059 - 99,896 118,703 September 30, 2025 September 30, 2024 - - - - - - 2,108 5,696 4,607 7,171 6,714 12,867 106,610 131,570 |
|---|---|---|---|---|---|---|
| - | - | - | ||||
| 2,108 4,607 |
- - |
5,696 7,171 |
||||
| 6,714 | - | 12,867 | ||||
| 31,714 | 74,896 | 131,570 |
28
CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025 NOTES TO THE FINANCIAL STATEMENTS
| 4. Expenditure on charitable activities Staff cost Accommodation and rent Digital Inclusion Project costs Depreciation Professional fees Governance costs Support costs Restricted expenditure Unrestricted expenditure 5. Finance costs AHF Mortgage - L1036 AHF Mortgage - L1062 Restricted expenditure Unrestricted expenditure |
September 30, 2025 £ 59,340 14,889 1,200 26,846 4,643 4,889 3,902 22,441 138,151 128,890 9,261 138,151 September 30, 2025 £ 3,462 4,033 7,495 - 7,495 |
September 30, 2024 £ 41,061 4,654 - 24,583 1,162 3,130 3,472 18,736 |
|
|---|---|---|---|
| 96,799 | |||
| 71,037 25,762 |
|||
| 96,799 | |||
| September 30, 2024 £ 3,462 4,033 |
|||
| 7,495 | |||
| - 7,495 |
29
CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
NOTES TO THE FINANCIAL STATEMENTS
| 6. | Net income/(expenditure) | for the year | September | September |
|---|---|---|---|---|
| 30, 2025 | 30, 2024 | |||
| £ | £ | |||
| This is stated after | ||||
| charging/(crediting): | ||||
| Depreciation | 4,643 | 1,162 | ||
| 7. | Corporation tax | The charity is exempt from tax on income and gains |
The charity is exempt from tax on income and gains falling within Chapter 3 of Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects. No tax charges have arisen in the charity.
| 8. Fixed assets: tangible assets Cost At 1 October 2024 Additions At September 30, 2025 Depreciation At 1 October 2024 Charge for the year At September 30, 2025 Net book value At September 30, 2025 At 1 October 2024 |
Land and Buildings (WIP) £ 593,399 47,678 641,078 - - - 641,078 593,399 |
Fixtures and fittings £ 3,593 14,460 18,053 2,257 3,949 6,206 11,847 1,336 |
Computer equipment £ 4,995 624 5,619 2,844 694 3,538 2,081 2,151 |
Total £ 601,987 62,762 |
|---|---|---|---|---|
| 664,750 | ||||
| 5,101 4,643 |
||||
| 9,744 | ||||
| 655,006 | ||||
| 596,886 |
30
CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
NOTES TO THE FINANCIAL STATEMENTS
| 9. Cash at bank and in hand Cash at bank Cash in hand 10. Debtors Trading debtors Grant debtors Prepayments 11. Creditors- Amount falling due within one year AHF Mortgage – L1036 AHF Mortgage – L1062 Contractors’ Retention Other creditors |
September 30, 2025 £ 42,798 - 42,798 September 30, 2025 £ 4,607 7,500 4,632 16,738 September 30, 2025 £ 7,050 13,658 - 4,193 24,900 |
September 30, 2024 £ 25,225 - |
|---|---|---|
| 25,225 | ||
| September 30, 2024 £ - 86,211 1,920 |
||
| 88,131 | ||
| September 30, 2024 £ - - - 10,370 10,370 |
31
CEDE FOUNDATION FOR THE YEAR ENDED 30 SEPTEMBER 2025
NOTES TO THE FINANCIAL STATEMENTS
| 12. | Creditors- Amount falling | due after more than one | due after more than one | year | September | September | September 30, | September 30, | |
|---|---|---|---|---|---|---|---|---|---|
| 30, 2025 | 2024 | ||||||||
| £ | £ | ||||||||
| AHF Mortgage – L1036 | 133,948 | 137,536 | |||||||
| AHF Mortgage – L1062 | 150,233 | 159,857 | |||||||
| 284,181 | 297,393 | ||||||||
| 13. | Fund movements | October | Income | Expenditure | Transfers | September | |||
| 1, 2024 | 31, 2025 | ||||||||
| £ | £ | £ | £ | £ | |||||
| Restricted funds | |||||||||
| Building fund | 327,866 | - | - | 40,806 | 368,672 | ||||
| Special projects' fund | 64,019 |
115,236 | (128,890) |
(40,806) | 9,559 | ||||
| Contractors' retention | |||||||||
| fund | - | - | - | - | - | ||||
| 391,885 | 115,236 | (128,890) | - | 378,231 | |||||
| Unrestricted funds | |||||||||
| General fund | 10,595 | 33,392 | (16,756) | - | 27,231 | ||||
| 10,595 | 33,392 | (16,756) | - | 27,231 | |||||
| The funds of the charity | 402,480 |
148,627 | (145,646) | - | 405,462 |
32