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renewal Og F% brid for happy and healthier communities

CHARITY NUMBER: COMPANY NUMBER:

1131941 06949568

THE BRIDGE RENEWAL TRUST TRUSTEES’ REPORT AND AUDITED ACCOUNTS FOR THE YEAR ENDED 31ST MARCH 2025

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THE BRIDGE RENEWAL TRUST
TRUSTEES’ ANNUAL REPORT
For the year ended 31 March 2025
CONTENTS Page
Legal and administrative information 3
Trustees’ report 3-28
Auditors report 29-32
Statement of financial activities 33
Balance sheet 34
Statement of cash flow 35
Note to the accounts 36-45
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2
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THE BRIDGE RENEWAL TRUST
TRUSTEES’ ANNUAL REPORT
For the year ended 31 March 2025
LEGAL AND ADMINISTRATIVE INFORMATION
For the year ended 31 March 2025
TRUSTEES
Rachel Hughes Chair (Appointed 12th March 2011)
Michele Eastmond _ Vice Chair (Appointed (30th October 2018)
Paul Birtill Treasurer (Appointed 19th July 2012)
Yvonne Denny (Appointed 12th March 2011)
Lorne Horsford (Appointed 12th March 2011)
Natasha Afflick (Appointed 30th October 2018)
Joe Baker (Appointed 16th July 2019)
Lucia das Neves (Resigned 31st January 2023)
Glyn Clark (Appointed 19th April 2022)
Mary Mason (Appointed 18th April 2023)
CHIEF EXECUTIVE AND COMPANY SECRETARY
Geoffrey Ocen
CHARITY NUMBER 1131941
DATE OF REGISTRATION 30 September 2009
COMPANY NUMBER 06949568
DATE OF INCORPORATION 1 July 2009
REGISTERED OFFICE & PRINCIPAL OPERATIONAL ADDRESS
Laurels Healthy Living Centre
256 St Ann’s Road
South Tottenham
London N15 5AZ
AUDITORS
Price Bailey LLP
3rd_ Floor,
24 Old Bond Street, Mayfair,
London W1S 4AP.
3
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THE BRIDGE RENEWAL TRUST
TRUSTEES’ ANNUAL REPORT
For the year ended 31 March 2025
BANKERS
Unity Trust Bank
PO Box 7193
Planetary Rod
Willenhall
WV19DG
Barclays Bank PLC
P.O. Box 299
Birmingham
B1 3PF
EMPLOYMENT LAW & HUMAN RESOURCES ADVISORS
NatWest Mentor
The Royal Bank of Scotland plc.
36 St Andrew Square
Edinburgh EH2 2YB
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THE BRIDGE RENEWAL TRUST
TRUSTEES’ ANNUAL REPORT
For the year ended 31 March 2025
The Trustees, who are also directors of the charity for the purposes of the Companies Act 2006,
present their report with the financial statements of the charity for the year ended 31 March 2025.
The Trustees have adopted the provisions of 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
October 2019).
OUR AIMS AND OBJECTIVES
Our aims
The objects of the charity are for the public benefit as set out below:
e To promote and protect the physical and mental health of residents in and around the
Seven Sisters area of South Tottenham, London (“the Area of Benefit”); and
e The relief of unemployment for the benefit of residents in the Area of Benefit through a
range of interventions including training and assistance to find employment whether as an
employee or on a self-employed basis; and
e To relieve and prevent poverty amongst people living within the Area of Benefit; and
e To further or benefit the residents of the Area of Benefit and the surrounding
neighbourhood, without distinction of sex, sexual orientation, race or of political, religious
or other opinions by associating together the said residents and local authorities, voluntary
and other organisations in a common effort to advance education and to provide facilities
and services in the interest of social welfare for the objective of improving the conditions of
life for the residents.
Our main purpose is to deliver practical ways that people can live healthier and fulfilling lives — thus
playing our part in working towards reducing health inequalities and building stronger
communities.
Our Objectives
Objective 1: People are healthier and live independent active and fulfilling lives
Objective 2: People make healthier life choices
Objective 3: Increase access to vibrant and thriving community facilities with mix of health and
wellbeing activities for all members of the community.
Objective 4: Work in partnership and support voluntary and community sector activities that
improve the health and wellbeing of the community.
We review our objectives and activities each year to ensure that they continue to reflect our aims
and stated purposes. In carrying out the review, we have considered the Charity Commission’s
general guidance on public benefit and how planned activities will contribute to the aims and
objectives we have set.
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Our Values
At the heart of what we do is the way that we work with people. Our starting point for identifying
the priorities for what we should do are underpinned by how we want to work.
We will offer practical ways that people can live happier healthier fulfilling lives and our approach is
guided by the following values:
e Respect and dignity
e Inclusion
¢ Empowerment
e Whole health
¢ Developing community resilience
e Socially responsible
e Value for money
Our Approach
The strategies we have used to deliver practical ways to address health inequalities include:
e Supporting people holistically to have the confidence, motivation, skills and knowledge to
make their own healthy life choices — and to be able to pass this on in their families and in
the community.
e Ensuring people can access the right mix for them of the medical and healthy living support
to get and stay well.
¢ Working collaboratively and in partnerships to increase the availability of accessible services
and support that will enhance the health and wellbeing of local people.
We put these strategies into action by delivering services and projects as detailed under
achievements and performance in this report.
The Charity produced a fourth Business Plan in February 2023 which is intended to steer our
strategic, financial, and operational planning activities over the next 5 years.
ACHIEVEMENTS AND PERFORMANCE
How our activities deliver public benefit
During 2024-25, the charity carried out a wide range of activities in pursuance of its charitable aims.
The activities which are considered by Trustees to provide public benefit to residents in and around
the Seven Sisters area of South Tottenham are reported under the following headings below:
e Community facilities.
e Healthier and stronger communities including whole health services, home from hospital,
Tottenham Talking, Haringey Wellbeing Network, care navigation and social prescribing, and
NHS Health Inequalities projects.
e Safer and stronger communities including safer neighbourhood board, homecooked and
youth echo projects.
e Haringey Giving.
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Community Facilities

The Bridge Renewal Trust’s Facilities Team continues to serve as the operational foundation for our key programmes. These include:

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° Management of support services for e Building management for community
telephones, mobile phones, facilities: Bridge Community Hut,
reprographics, IT support, and network Chestnuts Community Centre and parts
management of the Laurels Healthy Living Centre
° Resource management, including e Management of the Bridge
audio visuals, PA, sound equipment. Complementary Health Clinic
° Event management e.g. Bridge e Bereavement Support Group
Summer Fest management
° Management of support services for e Room bookings: activity space hire,
waste management, cleaning, pest office space hire
control, and supplies e Fire safety, Fire Wardens, First Aiders
° Building infrastructure management, and Health and Safety
repairs and maintenance, including lifts
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The Chestnuts Community Centre also serves as the base for several key community projects:
eae ‘ a St Anns Food Hub: which continues to distribute
ed ee a ete fresh fruit and vegetables on a weekly basis to
hes tReet te fee those who struggle to afford healthy food.
GN| y Ose pe Meetae eae ‘ 3eae ses gS SENDchildren/young PowerA forumpeople for with parentsSpecialandEducational carers of
. ae ‘ gee TRE als | 4% ~2, Needs and/or Disabilities (SEND). SEND Power
Pte ety Seti Me have been in Chestnuts since 2021.
NT ¥ ye ad | Pe i Sewn Together: Home to the 4U2 News
ton) i Be 7 _ > We magazine and a crafting programme designed to
Lay ON be es ‘\ 57 io! “aml equip women with the skills, support, and
ai ‘he r \ NS 7. =. confidence they need to re-enter the workforce.
is eh rt. & a ‘ a im also hosts the Go Green Eco Urban Festival,
"ges. me sei Haringey’s leading sustaina bility event. . .
Peee ™ SCTottenham Community Choir: An inclusive choir
ee ... established in 2009 that pioneers singing without
Seeeet ee * | sheet music.
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e Moving Waves Dance Academy: Children’s Dance and Drama classes running 6 days per week for ages 3-17.

In 2025-26, we

team - is aimed at improving health and wellbeing outcomes and takes a holistic view to tackling health issues.

In October 2024, we recruited a Community Support Worker, whose function is to outreach and promote health awareness in African and Caribbean communities around Cardiovascular (CVD) and lung diseases (chronic obstructive pulmonary disease - COPD) and chronic kidney disease (CKD. We will continue to support the Care Navigation team and the wider strategic relationships they’re founded on, embedding positive behavioural change and advancing collaborative, cross-sector approaches to enhance population health and reduce health inequalities.

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In 2025-26, we will work with NHS partners to align our care navigation and social prescribing
services with the emerging NHS Neighbourhood health agenda aimed at bring services nearer to
where people live.
Healthy Hearts: This 12-month project, il @ eam =
commissioned by Haringey Public Health, is a = e a ==
delivered using a “Resident Provider” model, = ig
working alongside existing healthcare service 1 Be ig ig AT & R
providers to leverage social capital to tackle Oe M @. '5f “. Amey:
lifestyle improvements within communities A nog \ ca :
identified to be at risk of cardiovascular disease Bo) < ae. mT |
(CVD). The project continues to perform well — awe. a
andof will engage independent evaluators as part aaa=e az aa=o
its final reporting in July 2025. eeSo, SS
ABC Parents: Working in partnership with North Middlesex University Hospital and with our
programme partner, Every Parent and Child (EPC), the ABC Parents programme offers free
workshops, training, and peer support to educate parents and carers to help them deal with
emergencies and childhood injuries and illnesses, thereby reducing anxiety-related and avoidable
A&E visits, whilst supporting post-natal fitness and breastfeeding. This year, the programme has
delivered workshops and training sessions, reaching over 1100 parents and carers of children and
diversesessionsParent supportcommunities,in community championsand languages. haveoffering i sh :| =— SES= _.—" Se| mith =a ——;
conducted 164 breastfeeding drop-in ~ Bay Pe Py re ee St.
sessions and 30 support sessions for = 8 TD 2 A) Mee i GS
mothers on maternity/NICU wards. In an & f Ce — ei
2025-26, we will work with partners to [i Wht pb! , | a4 4
develop targeted workshops for |
different demographic groups—suchas F ih ib 5 Beli a} ia «ez
AE Set ae _ Sea
Albanian, Turkish & Cypriot. —— Ze LT oo
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Co-Production Theme: Our Co-Production project aims to tackle health inequalities locally by supporting both community organisations and health service providers to co-produce the design and development of key services across several community-identified priority themes. This year, we delivered 23 collaborative sessions that engaged 346 participants, thereby deepening community partnerships with seven key services. Engagement in sessions is very positive, for example, 100% of participants attending a session delivered by Haringey Basketball For All and the GP Federation’s Long-Term Conditions Service found it ‘Extremely Useful’ and felt 'Very Supported’. Other collaborations between community leaders and services have shown similar levels of participant development and engagement. In 2025-26, we will work with NHS Partners to align the project activities with the NHS Neighbourhood Health Plan. Volunteering 4 Health: This programme is a partnership between the Bridge Renewal Trust and the Volunteer Centres of five neighbouring boroughs that make up the North Central London Integrated Care Board (ICB): Haringey, Camden, Islington, Enfield, and Barnet. The overarching aim of the programme is to increase the level and diversity of volunteering in NHS settings over three years, from 2024 to 2027. Additional outcomes include embedding volunteering in priority ICB workstreams; meeting the needs of NHS Charities Volunteer Programmes; sharing innovative volunteering approaches via established networks; increasing the involvement of volunteers in decision-making; and developing pathways from volunteering into work. In 2025-26, we will continue the activities to strengthen volunteering in the NHS by providing more opportunities for residents.

Mental Wellbeing Project: The mental wellbeing project continues to deliver community-led wellbeing activities to support those traditionally excluded from mainstream services. The project, led by Mind in Haringey in partnership with The Bridge Renewal Trust and 5 community based delivery partners (Community Cook Up, Sewn Together, Turkish Cypriot Community Association, You vs You, House of Polish and European Community) has reached 366 residents in 2025, and over 1500 residents since the project began in 2022. Through the project we have learnt that residents that are not accessing ‘mainstream’ interventions place value on local, community-led and culturally informed activities that improve their mental wellbeing. Popular activities include celebration of cultural events and meals, arts and crafts session including slow stitch meditation, and awareness raising coffee mornings where they can access relevant information from other voluntary and community service providers and statutory services. For example, services that have provided information in 2025 include: One You Haringey — Weight Management, Move More, Citizens Advice Haringey, Tottenham Talking, Haringey Walks, Mulberry Junction, Coffee and Computers, All People All Places (Edmonton), Estudiantes and Mind in Haringey.

Residents engaging in these activities are then supported with other emerging needs. The community organisations have supported residents with mentoring services, health checks, meal vouchers, community laundry, digital support and access to food banks. The result of these activities and support services is that residents self-reported wellbeing is improving. Measured through the Warick-Edinburgh mental wellbeing scale, this year we have seen an improvement in self-reported wellbeing for all attendees. See tables below for comparisons between Q1 and Q2.

~~Table showing the median wellbeing scores of the sample groups for Quarter 1~~

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Together
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like seeing everyone and having time to catchup”

patients sharing positive feedback about their experience. One 94-year-old resident said “The shopping and emotional support made a real difference. It’s comforting to know there’s a service | can access when | need someone, both practically and emotionally.”

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Looking ahead to 2025-2026, we will continue to build on this momentum by expanding our
outreach activities and working closely with patients, hospital discharge teams, pharmacies, GP
surgeries, and health centres. Through this collaborative approach, we aim to ensure that even
more residents are aware of the service and can easily access the support they need.
Health@theHut Project: Funded by the National Lottery Reaching Communities, Health@theHut
aims to improve the health and wellbeing of local residents by promoting healthier diets, increasing
physical activity, and fostering stronger social = z =
connections. Running from 1 October 2021to30 [i OE be Re
September 2024, the project has successfully “ a Are ee
supported 1,014 residents, helping them lead ea j ‘ :
cookinghealthier sessions,and more physicalconnectedactivities,lives through and ae 1,= } Ww w. =ee =|
community events. \ ot » Loge Ss
Over the past three years, Health@theHut has 74 Saonee ¢
made a lasting impact across the community: 426 | Ws ep. a
parents and children gained healthy cooking skills ~ PF & | ‘
and reduced social isolation, 169 older adults lug P eee 3
improved mobility and wellbeing through yoga y. 4 y ia —
and chair-based exercises, and 307 young people ‘ ies Eo wt. od
became more active through sports and fitness ia eS 6 A a
sessions. The project also fostered local leadership, <4 ‘y : ') ,” Bry
with 75 volunteers and 37 Community Champions 7 » ZZ =]
gaining confidence and skills while supporting others. ee ee * g aa
In total, 2,378 residents took part in activities such as 2 "ef b
the Saturday Café@theHut, seasonal gatherings, and | } [Boe]
cost-of-living workshops, strengthening community SS+ he =
bonds and promoting a sense of belonging. yee Ye saeetr
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The project will end on 30 Big 52 Be
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Looking ahead to 2025-2026: Tottenham Talking will build on its success through new collaborations, expanded group activities, and creative engagement. The team aims to reach more young adults, men, and individuals with neurodiversity or dementia by relaunching the men’s group, strengthening partnerships, and offering more evening sessions to enhance accessibility and inclusion.

Haringey Wellbeing Network (HWN) Project: Funded by Haringey Council and run in partnership with Mind in Haringey, the Haringey Wellbeing Network (HWN) successfully delivered its Year 7 programme, exceeding all targets by supporting 508 individuals and 72 community organisations, and securing £159,400 in additional funding. Through over 20 training sessions, workshops, and networking events, HWN strengthened collaboration and capacity across the Voluntary and Community Sector, particularly among BAME, Turkish/Kurdish, Somali, and faith-based groups, enhancing their ability to address mental health challenges, reduce inequalities, and improve wellbeing across Haringey. The project ended on 31 March 2025. Family Hubs and Start for Life Programme: Funded by Haringey Council till March 2025, the Bridge Renewal Trust successfully strengthened the Family Hubs and Start for Life programme, engaging over 65 voluntary, community, and faith groups to reach traditionally underrepresented communities, including Bulgarian, Caribbean, Kurdish, Turkish, Latin American, Somali, and Orthodox Jewish populations.

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The Bridge Renewal Trust continued to provide ongoing support to the Parent Carer Panel (PCP),
acting asa vital ae a = | y sm
resource to ensure that ; a, ae ‘J isl it“ ?
panel members feel h set | amr . a Fae : 5 i | we
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proactive in promoting the PCP, ensuring that information about the opportunity reaches a wide
network of Voluntary and Community Sector (VCS) groups. This inclusive approach has helped
disseminate the message broadly, engaging diverse communities and organisations that work
closely with families.
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Through training, governance support, and mentorship, we strengthened community pathways and
empowered parent carer panels to play an active role in shaping local services. By working
collaboratively with local partners, the Bridge enhanced parenting support, service accessibility, and
community engagement. Overall, through effective communication, evaluation, and partnership
working, we have fostered stronger community connections and contributed to building an
inclusive, integrated network of support for families across Haringey.
Community Outreach & Engagement (Somali speaking): Funded by Haringey Council till March
2025, the Haringey Somali Outreach Project continued to build strong, trusted relationships within
the local Somali community, delivering 39 workshops and. —
engaging 152 participants - exceeding annual targets. The —— —__-
project focuses on raising awareness of the risks ———— a ——
associated with violent extremism and supporting those hs a cl
vulnerable to radical influences through collaboration with : : y 1 j 1
mosques, community organisations, and local leaders. ~~ “3 Pw a ‘Se
Despite challenges arising from the global political climate P= ,
since October 2024, engagement has strengthened in r= A = : ais
Quarter 4, particularly during Ramadan, with increased = aS
community participation and partnerships reinforcing the 5
project’s impact and sustainability.
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SEND Power in Haringey: Funded by Haringey Council and the DfE since 2021 to provide a SEND
parent carer forum, SEND Power aims to provide a friendly, supportive and welcoming forum where
views can be gathered, shared and represented to the Local Authority, with a view to co-producing
better services for SEND children and young people.
The forum is led by an elected Steering Group made up ian
of 12 local parent carer volunteers. Key achievements in = Jyokanint << SS
2024-25 included: Membership — 440, actively rag ss ps Ar sh “i Weak
contributed views — 360, followed social media — 312, as ‘~ me on ga aaa
Walk and Talks held (including summer seaside trip) — 12, oi “al re
children’s activities tickets distributed (ice skating, pitch =~ A = = ig oN ene 4
and putt and theatre) — 187 and meetings at which i hates f ee an
representation provided — 80. wie fy ‘nd py) ww 1
We also delivered 12 information and support events, ll ae a
reaching a total of 190
local parent carers. Our Haringey SEND Working Together Charter Haringey
survey of SEND pa rents Families and practitioners as equal partners
views was disseminated
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targeting Whittington Health SEND PowER 2 EN D
underrepresented groups a
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Safer and stronger communities
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Our safer and stronger communities programme strives to foster a community in Haringey where every individual feels safe, valued, and empowered to contribute to the community wellbeing. We do this by developing high-quality services and embedding of co-production and youth participation values and principles across our work.

Home Cooked Northumberland Park ~~:~~ The Home Cooked consortium were successful in securing £800,000 across two years to deliver a violence reduction project in the Northumberland Park Ward. The programme is now in the second half of the second year. To date we have supported over 4,000 young people to access positive opportunities, employment, mentoring, mental health and education support helping to reduce violence in Tottenham Hale and Northumberland Park wards and improve the lives of young people in these areas. The Violence Reduction Unit will be funding the programme for a third year extension, bringing the total funding awarded to £1.2 million over 3 years, and cumulative total of £2.3 million across 6 years, a significant investment in hyper-local, community led solutions to tackle violence it’s root cause.

Since our Home Cooked programme began addressing youth violence in the borough. Latest

Haringey data comparing incidents in 2025 compared to 2024, shows the following:

e 11% reduction in youth violence victims e 39% reduction of knife injury victims e 9% decrease in robbery offences in the borough This shows the impact our programmes, amongst other stakeholder approaches, are having on the safety of young people in the borough.

In 2024-25, the Bridge and the wider Home Cooked consortium reviewed the partnership to ensure the most impactful outcomes for local young people and communities. To ensure that the needs around mental health and family support were met, we welcomed Open Door as our new consortium partner. Open Door offer psychotherapeutic interventions to young people affected by violence and trauma, whilst also supporting their parents alongside their children’s journey. We thank our other partners — Godwin Lawson Foundation, North London Partnership Consortium and Tottenham Hotspur Foundation for the dedication and delivery.

~~Strengthening Partnerships:~~ Through continuous learning, we have also strengthened our partnership approach with Haringey Council and the Metropolitan Police. Meeting regularly with Haringey’s Head of Early Help, Prevention and SEND to troubleshoot any emerging issues and network the programme into the wider statutory services such as the Learning in Tottenham headteacher’s forum, Family hubs teams, Exploitation, Early Help Panels and Youth Justice Service resulting in bi-directional referrals between statutory and community services. These strengthened partnerships ensure that the programme is aligned with wider violence reduction initiatives in the borough, and importantly, that more young people and their families can access the breadth of services on offer.

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Supporting the Grassroot Sector: The
consortium are proud to continue to support
the development of the grassroots sector and a
embed youth participation principles across all
streams of delivery. Through the youth led
community fund process, this year we have en a # —
awarded £70,000 to 8 local organisations cS ge 2© o Ss af 2 é ig aS. i,
rooted in Northumberland Park and 2 tn SH &. \7 ale YO the
neighbouring wards. Cumulatively, we have SS) aa TP a A OF Ria -
awarded approximately £250,000 to local | ae Ve 4 W a
grassroot organisations across the 5 years of he 4 j S » ~~ s ae
the Home Cooked programme to date. {Oe V7 > 7 Raw
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Home Cooked community forum, 29 Oct 2025

All applicants of the most recent community fund round, whether successful or not, have been offered a package of capacity building workshops focussed on improving monitoring and evaluation processes delivered in collaboration with our Youth Echo - Partnerships and Social Action Lead. This collaborative approach demonstrates the compounding impact that our local youth focussed programmes are having on Haringey’s local youth sector.

In 2025-26, we will undertake further work to strengthen the impact of our work and distribute additional onward grants to local grassroots organisations.

Youth Echo: Youth Echo was awarded approximately £1.1 million to address the racial inequity faced by Haringey’s Black and Minority Ethnic young people by strengthening their voices, empowering system change and supporting sustainability within the youth sector. The programme is now in the third and final year.

We have successfully engaged 910 young people in personal development activities, provided training around peer leadership, public speaking, and peer mentoring to 180 young people. We have supported 80 young people to co-create impactful campaigns around guaranteeing interviews for 16—18-year-olds and sharing the impact of knife crime on young people's perceptions of safety.

By providing young people with these skills and opportunities they are better equipped to advocate for local organisational and policy changes that affect them. The mechanisms which we use to centralise young people’s input to these forums include our existing Youth Advisory Board, and the newly developed Young Speakers Network.

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The first cohort of the Young Speakers Network

~~Supporting Haringey’s Youth Sector:~~ Young people’s voices are also represented through the collective of youth organisations in the borough. In 2025, Youth Echo launched Haringey’s Youth Organisations Network (HYON), which now sits on the North East Haringey Health Board representing the young people and the youth sector to shape key health strategies and initiatives.

Through HYON, we have provided workshops on monitoring, evaluation, digital engagement, sustainability, the role of Al in Fundraising, and a series of funding-related webinars. The network has 52 youth organisation members, and we have supported 14 organisations to secure a cumulative total of £209,500 in grants. This network enables youth organisations to connect, collaborate and grow their impact and improve the lives of young people in Haringey.

The combined total funding secured by grassroots organisations through direct support from Home Cooked and Youth Echo programmes over the past 5 years is an impressive £459,500. The Bridge is proud to support sustainable outcomes for young people, helping to improve safety, a sense of community and positive opportunities.

As Youth Echo enters the final year, we are focussed on monitoring and sharing the impact of the programme for young people and the youth sector. The staffing team is comprised of:

Programme Impact Manager - responsible for capturing and sharing the programme’s impact

Partnerships and Social Action Lead — responsible for building the capacity of the youth sector and designing and delivering youth-led social action campaigns related to health outcomes
Youth Engagement Officer — Responsible for outreach and delivering workshops with young people to increase their readiness to engage in social action campaigns

We are excited for the year ahead and continuing to build on the successes of the past two years.

Haringey Safer Neighbourhood Board: The Bridge continues to administer Haringey’s Safer Neighbourhood Board. The board, comprised of local residents and community organisations, holds the 3 Metropolitan Police and Haringey Council to account for - § their safer communities duties. By advocating on behalf of the community, the board receives updates on local crime \Etrends and the respective Police, Council and Community Safer | E initiatives that are working to address these. Priorities . include, violence against women and girls, increasing I eighbou rhood community tensions and hate incidents, substance harm Board HARINGEY reduction and other relevant local operations. The Safer neighbourhood Board also administer grants to local organisations to support them in addressing priority concerns around: Keeping children and young people safe, tackling violence against women and girls, tackling hate crime and intolerance, putting victims first, reducing inequalities and providing engagement opportunities, particularly for those communities that do not historically engage with the police.

Six local organisations were funded a total of £19,055 through the board in 2025-26, their projects range from increasing young people’s awareness of county lines to supporting women and girl’s safety through self-defence and healthy relationship workshops.

In 2025-26, we will continue to support the Haringey Safer Neighbourhood Board to serve as a mechanism to connect residents, community organisations and statutory services around the agenda of community safety, sharing insights, updates and offering practical solutions through funded initiatives to address local safer communities’ priorities.

Haringey Giving

Haringey Giving (www.haringeygiving.org.uk) is an independent partnership led by local residents which exists to enable positive action through local giving in Haringey.

We raise and leverage funds and resources to invest equitably across our vibrant and highly diverse borough. Our skilled and experienced team and Board work closely with community organisations, local businesses and funders in Haringey.

Haringey Giving is a proactive member of the London's Giving network of local place-based giving schemes and works collaboratively with other funders. Haringey Giving’s vision - To see an equal inclusive Haringey where people can make positive change happen.

Our mission - To inspire and support local giving to make a difference in Haringey.

The three local priorities we support have been drawn from local data and insight and include:

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= Enabling children and young people to live their best lives, addressing the serious impact of gun and knife crime. = Improving a person's mental health and tackling loneliness, especially among older people in our community. =" Enhancing skills and supporting enterprise, including people who are refugees or from migrant communities.

Our activity areas include:

=" Fundraising - leveraging funds and in-kind resources to support people and communities locally. =" Distribution of funds and resources - agile and accessible funding through our core grant programmes. = Corporate volunteering - skilled corporate and employee volunteering to build community Capacity. =" Aconvening role around our priorities, bringing together communities and stakeholders’ sectors to tackle underlying issues and make more effective use of resources, locally. Haringey Giving has been a lifeline to the borough, raising £133,576 of grant funding and distributing grants to 12 local grass roots community projects during the financial year. In addition, Haringey Giving has leveraged £750 of in-kind support, secured from a corporate partner. Leveraging funds and in-kind resources: The Haringey Giving Board is grateful to our corporate donors and funders who contributed towards core operating costs, grant making, tailored projects and other in-kind support available during the year, including City Bridge Trust, The Cornerstone

Our annual Changing Lives appeal which raised over

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Partnerships and Friends of the Bridge
Partnership is central to our work and key partners during 2024-25 included: London Borough of
Haringey, North Central London Integrated Care Board, North London NHS Foundation Trust, GPs at
the Laurels, Whittington Health, North Middlesex Hospital University NHS Trust, Haringey GP
Federation, Primary Care Networks, Hope in Haringey, Citizen Advice Haringey, North London
Partnership Consortium, Godwin Lawson Foundation, Father2Father, Mind in Haringey, Public
Voice, You Vs You, Every Parent and Child, Sewn Together/Gold & Silver Enterprises, Turkish Cypriot
Community Association (TCCA), RISE Projects, HOPEC, ARK Resettlement Services, Dalmar Heritage
and Family Development, Local Resident Associations and Local Primary and Secondary Schools.
The charity also continued to support New Deal for Communities legacy groups - such as Triangle
Family Hub Management Advisory Board - with the aim of ensuring that local people can actively
participate in local service development and delivery.
Financial review
Principal Funding Sources: The main income sources during the year included:
a) Earned income from rent the Laurels Healthy Living Centre £290,025 (2024: £290,025).
Chestnuts Centre venue rental income £35,004 (2024: £47,035) and Community Hut rental
income £11,050 (2024: £13,905).
b) Earned income from sales Whole Health Services £84,721 (2024: £79,036) Somali Worker
Grant- £26,000 (2024: £20,000) Service contracts from ABC Parentcraft £140,948 (2024:
£160,930) and City Bridge Youth Echo £357,800 (2024: £268,350)
c) Federated4Health £277,480 (2024: £319,932)
d) Grants from Charitable Funders and Trusts National Lottery Community Fund £66,405
(2024: £121,663), Haringey Giving General Appeal £12,703 (2024: £15,727)
e) City Bridge Foundation £185,650 (2024 £214,100) Linklaters ENil (2024: £30,000) and
LOCALITY £Nil (2024 £10,000)
f) Mayor’s Office for Policing and Crime £300,00 (2024: £376,000) and Greater London
Authority £375,000 (2023: £385,759)
g) Other major sources: include North Central London Cancer Alliance £41,387 (2024: £71,397,
NCLICB- REN £52,485. (2024: 42,500).
It is worth noting that Haringey Council’s supports a huge proportion of our total grants and
contracts programmes.
Turnover for the year was £3,316,599 (2024: £3,391,778 - restated) and expenditures of £3,329,651
(2024 £3,248,815 - restated) resulting into a small deficit of £13,052 (2024: £142,963 — restated.
The Statement of Financial Activities (SOFA) on page 38 of this report detailed the trading results
for the financial year.
Investment Policy: Trustees have agreed an updated investment policy with the following main
objectives:
a) To produce the best financial return within an acceptable level of risk.
b) To generate a return in excess of inflation over the long term whilst generating an income to
support the on-going activities of the charity.
c) To preserve the capital value with a minimum level of risk in the short-term. Assets should
be readily available to meet unanticipated cash flow requirements.
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d) To ensure the financial investments take into account the charity’s values and ethos. There is
proven link between health inequalities and the consumption of alcohol, tobacco and poor diet.
The Finance and Investment Committee, chaired by the Treasurer, which meets as required, is
tasked with meeting one of the Trust’s investment objectives for investing an appropriate amount
of the reserves to generate an income to support the on-going activities of the charity.
The total assets value of £4,128,502 on the balance sheet includes the programme related
investments of £3,072,733 which form part of the total funds and represents property which
cannot be readily realised.
Reserves policy and going concern: The Board of Trustees agreed in principle to set annual budgets
in line with the projected annual income from grants, service contracts and earned income.
Reserves are needed to bridge the gap between spending and receiving of income and to cover
unplanned emergency expenditures and to build resources for future investments.
This charity remains committed to achieving its target reserve of £1.375m.
Purpose of reserve Target £1,375m
e Contingency Reserves:
- £450k to provide for short term solvency and stability in case of an extreme event.
- Ensure the Charity can function while action is taken.
e Working Capital Reserves:
- 275k to manage the working capital requirements and ensure it can meet its operational
costs.
e External Financial Risks:
- £500k to provide level of mitigation against the financial risk of the loss of main tenant.
- contingency for void at the Laurels through loss of income from main tenant.
tendering and void at the Laurels.
e Strategic Reserves:
- £150k to explore the redevelopment of the Chestnuts Centre. It is anticipated funding
could be secured that would reduce the strategic reserves substantially.
We wish to thank our funders and supporters for their interest in our work.
Risk Management
A risk management strategy is in place comprising the charity and subsidiary company:
e Establishment and implementation of policies, systems and procedures to mitigate
identified risks.
The following matters have been considered as part of the risk review by Trustees during the year:
e Board responsibilities and risks areas: Board development and training days have been held
covering key areas such as risk management and financial management; and Register of
Conflict of Interest for Trustees is kept up to date.
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e Reputational risks ensure that key contractual services such as the Strategic Partner
service/Community Impact Haringey are successfully delivered.
e Operational and staffing issues - Operational Risk Register used to identify and manage
these risks.
Trustees receive quarterly strategic risk reports that provide assurances that the risk management
strategy is being effectively implemented.
Trustees have also identified key risks and threats to the charity which include the need to diversify
income sources to avoid overdependence on a few main sources of income and urgent
redevelopment of Chestnuts Community Centre to improve its viability and sustainability. We are
managing these through regular risk assessment. The viability of the Chestnuts Community Centre
remains a concern in the short to medium term. We started co-production work for a shared vision
and long-term plan to deliver a modern and environmentally friendly community facility. In 2024-
25, we employed a Bid Co-ordinator who support us to develop a business plan and submit bids to
secure funding for the redevelopment. We will review progress in 2025-26 to inform the long term
future of the centre.
Through our Financial Procedures, we are ensuring that internal financial and operational controls
are monitored and improved. The Board of Trustees have previously reviewed and clarified the role
of the Finance and Investment Committee. The Finance and Investment Committee has been
focusing on reviewing financial policies and improving procedures to improve financial and
operational processes.
PLANS FOR THE FUTURE
Our fourth Business Plan (2023-28) continues to guide our strategic, financial, and operational
priorities for the coming year and beyond. We remain committed to collaborative working that
enables communities to build resilience and thrive, even in challenging times. Our forward priorities
include:
e Working closely with key stakeholders to review the future of Chestnuts Community Centre.
e Strengthening our health and wellbeing offer by aligning all future health projects with the
NHS 10-Year Plan and the Neighbourhood Health Plan, ensuring our services complement
wider system priorities and deliver meaningful early help, prevention, and self-care support
for residents.
e Continuing to champion borough-wide leadership that deepens understanding of health and
social disparities and drives fairer, more equitable access to local services.
STRUCTURE, GOVERNANCE AND MANAGEMENT
Governing Document
The Bridge Renewal Trust is constituted as a limited company (No. 06949568) and registered charity
(No. 1131941). It is governed by a memorandum and articles of association and stated charitable
objects.
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Directors and Trustees
The Bridge Renewal Trust is led by a Board of Directors who are also its Trustees for the purpose of
charity law. Trustees bring together a diverse set of skills and experience to set the strategic
direction for the organisation.
Appointment of Trustees
As set out in the Articles of Association, officers of the Board (Chair, Vice Chair and Treasurer) are
nominated and appointed by Trustees at the Annual General Meeting.
We currently have 9 Board members. Each year we carry out skills audit to identify training and
development needs. Currently we are running an open recruitment process to fill some skills gap
that were identified during this process. This involves advertisement, shortlisting and interviewing
by a designated small team of Trustees. The final decision to appoint a new Trustee is made by the
Board of Trustees. The Board can consider and co-opt a Trustee based on specialist skills needed.
Trustee induction and training
New Trustees undergo induction covering areas such as legal obligations under charity and
company law, the Charity Commission guidance on public benefit, the Bridge Renewal Trust
Memorandum and Articles of Association and the decision - making process by the Board. New
Trustees also get to meet other Trustees and key employees. There is also peer support from fellow
Trustees and opportunities to attend external training.
Organisation
The Board of Trustees meets quarterly, and the Finance and Investment Sub-Committee also meets
as required. The Chief Executive is appointed by the Trustees to serve as the Company Secretary
and to manage the day-to-day activities of the Charity.
The Bridge Renewal Services is a trading arm of the Bridge Renewal Trust. It was set up to facilitate
the development of a healthy living pharmacy as well as to allow for the easy development of other
social businesses. The company directors include the founding Trustees. In 2024-25, the company
did not trade (dormant) following a decision in 2012-13 to suspend the plans to open a pharmacy.
The future of the company will be reviewed in 2025-26.
Staffing
The Chief Executive who is accountable to the Board of Trustees is responsible for the day-to-day
operation of the charity. He is supported by a senior management team comprised of Head of
Healthier and Stronger Communities, Head of Safer and Stronger Communities, Director of
Haringey Giving, Community Services & Facilities Manager, Community Empowerment Manager,
and Finance and Monitoring Manager who are responsible for co-ordinating the delivery of services
and facilities management. In 2024-25, the workforce was comprised of 55 members of staff. A
framework is in place to allow essential support service contracts such HR and Employment Law,
Health and Safety advice, Payroll and IT. In 2025-26, we will continue to review our leadership and
operational capacities and take appropriate actions as necessary including the introduction of
heads.
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Pay policy for senior staff
The pay of senior staff is reviewed annually and normally increased in accordance with satisfactory
employee performance appraisal and organisational financial health. In April 2024, Trustees
approved a 2.5% cost of living pay rise for the entire work force with effect from 1 April 2024 to
help mitigate the rising costs of living. This increase was informed by best practices within the
sector — both locally and nationally. Overall remuneration is benchmarked against pay levels in
similar sized organisations and adjusted for any additional responsibilities.
Fundraising Policy
The charity understands its duty to protect the public, including vulnerable people from
unreasonably intrusive or persistent fundraising approaches and undue pressure to donate.
The charity employs a Director of Haringey Giving who leads on all fundraising matters including
dealings with external online fundraising platforms. The charity does not currently use external
fundraising agencies for either telephone or face-to-face campaigns. We raise funds in compliance
with the Code of Fundraising Practice of the Fundraising Regulator in England, Wales and Northern
Ireland.
We received no fundraising complaints during the year (2024-25).
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STATEMENT OF TRUSTEES’ RESPONSIBILITIES
The charity trustees (who are also Directors of the Bridge Renewal Trust for the purposes of
company law) are responsible for preparing the Trustees’ Report and the accounts in accordance.
with applicable law and United Kingdom Accounting Standards (United Kingdom Generally
Accepted Accounting Practice).
Company law requires the Trustees to prepare financial statements for each financial year and not
approve the financial statements unless they are satisfied that the financial statements give a true
and fair view of the state of the affairs of the charity as at the balance sheet date and of its
incoming resources and application of resources, including income and expenditures, for the year
then ended.
In preparing those financial statements which give a true and fair view, the Trustees should follow
best practice and:
e Select suitable accounting policies and then apply them consistently.
e Observe the methods and principles in the Charities SORP (FRS102-2019).
e Make judgments and estimates that are reasonable and prudent.
e State whether applicable accounting standards have been followed, subject to any material
departures disclosed and explained in the financial statements.
e Prepare the financial statements on the going concern basis unless it is inappropriate to
presume that the charity will continue in operation.
The Trustees are responsible for keeping accounting records which disclose with reasonable
accuracy at any time the financial position of the charitable company and which enable them to
ensure that the financial statements comply with the Companies Act 2006. The Trustees 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.
The Trustees are responsible for the maintenance and integrity of the corporate and financial
information included on the charitable company’s website. Legislation in the United Kingdom
governing the preparation and dissemination of financial statements may differ from legislation in
other jurisdictions.
Statement as to disclosure to our auditors
In so far as the Trustees are aware at the time of approving our Trustees’ annual report:
e There is no relevant information, being information needed by the auditors in connection
with preparing their report, of which the organisation’s finance staff is unaware, and
e The Trustees, having made enquiries of fellow Directors and the organisation’s finance staff
that they ought to have individually taken, have each taken all steps that he/she is obliged
to take as a director in order to make themselves aware of any relevant audit information
and to establish that the auditor is aware of that information.
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Independent Auditor’s Report to the Members of The Bridge Renewal Trust
Opinion
We have audited the financial statements of The Bridge Renewal Trust (the ‘charitable company’) for
the year ended 31 March 2025 which comprise of the Statement of Financial Activities, the Charitable
Company Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a
summary of significant accounting policies. The financial reporting framework that has been applied
in their preparation is applicable law and United Kingdom Accounting Standards, including Financial
Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of
Ireland (United Kingdom Generally Accepted Accounting Practice).
In our opinion the financial statements:
e give a true and fair view of the state of the charitable company’s affairs as at 31 March 2025, and
of the it’s incoming resources and application of resources, including its income and expenditure,
for the year then ended;
e have been properly prepared in accordance with United Kingdom Generally Accepted Accounting
Practice; and
e have been prepared in accordance with the requirements of theCompanies Act 2006
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and
applicable law. Our responsibilities under those standards are further described in the Auditor’s
responsibilities for the audit of the financial statements section of our report. We are independent
of the charitable company in accordance with the ethical requirements that are relevant to our audit
of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our
other ethical responsibilities in accordance with these requirements. We believe that the audit
evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Conclusions relating to going concern
In auditing the financial statements, we have concluded that the trustees’ use of the going concern
basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to
events or conditions that, individually or collectively, may cast significant doubt on the charitable
company's ability to continue as a going concern for a period of at least twelve months from when
the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are
described in the relevant sections of this report.
Other information
The other information comprises the information included in the trustees’ annual report, other than
the financial statements and our auditor’s report thereon. The trustees are responsible for the other
information contained within the trustee’s annual report. Our opinion on the financial statements
does not cover the other information and, except to the extent otherwise explicitly stated in our
report, we do not express any form of assurance conclusion thereon.
In connection with our audit of the financial statements, our responsibility is to read the other
information and, in doing so, consider whether the other information is materially inconsistent with
the financial statements or our knowledge obtained in the course of the audit or otherwise appears
to be materially misstated. If we identify such material inconsistencies or apparent material
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misstatements, we are required to determine whether this gives rise to a material misstatement in
the financial statements or a material misstatement of the other information. If, based on the work
we have performed, we conclude that there is a material misstatement of this other information, we
are required to report that fact.
We have nothing to report in this regard.
Opinions on other matters prescribed by the Companies Act 2006
In our opinion, based on the work undertaken in the course of [the] [audit:]
e the information given in the trustees’ report, which includes the directors’ report prepared for
the purposes of companies’ law, for the financial year for which the financial statements are
prepared is consistent with the financial statements; and
e the directors’ report included within the trustees’ report has been prepared in accordance with
applicable legal requirements
Matters on which we are required to report by exception
In the light of our knowledge and understanding of the charitable company and its environment
obtained in the course of the audit, we have not identified material misstatements in the trustees’
report.
We have nothing to report in respect of the following matters in relation to which the Companies Act
2006 requires us to report to you if, in our opinion:
e adequate and proper accounting records have not been kept by the charitable company, or
returns adequate for our audit have not been received from branches not visited by us; or
e the charitable company’s financial statements are not in agreement with the accounting records
and returns; or
e certain disclosures of trustees’ remuneration specified by law are not made; or
e we have not received all the information and explanations we require for our audit.
e the trustees were not entitled to prepare the financial statements in accordance with the small
companies’ regime and take advantage of the small companies’ exemptions in preparing the
trustees’ report and from the requirements to prepare a strategic report.
Responsibilities of trustees
As explained more fully in the trustees’ responsibilities statement, the trustees (who are also the
directors of the charitable company for the purposes of company law) are responsible for the
preparation of the financial statements and for being satisfied that they give a true and fair view, and
for such internal control as the trustees determine is necessary to enable the preparation of financial
statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the trustees are responsible for assessing the charitable
company’s ability to continue as a going concern, disclosing, as applicable, matters related to going
concern and using the going concern basis of accounting unless the trustees either intend to liquidate
the charitable company or to cease operations, or have no realistic alternative but to do so.
Auditor’s responsibilities for the audit of the financial statements
We have been appointed as auditor under the Companies Act 2006 and report in accordance with
regulations made under those Acts.
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole
are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report
that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee
that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement
when it exists. Misstatements can arise from fraud or error and are considered material if, individually
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or in the aggregate, they could reasonably be expected to influence the economic decisions of users
taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design
procedures in line with our responsibilities, outlined above, to detect material misstatements in
respect of irregularities, including fraud. The extent to which our procedures are capable of detecting
irregularities, including fraud is detailed below:
We gained an understanding of the legal and regulatory framework applicable to the Charitable
Company and the sector in which it operates and considered the risk of the Charitable Company not
complying with the applicable laws and regulations including fraud in particular those that could have
a material impact on the financial statements. This included those regulations directly related to the
financial statements, including financial reporting, and tax legislation. In relation to the operations
of the Charitable Company this included compliance with the Charities Act 2011 and Companies Act
2006.
The risks were discussed with the audit team and we remained alert to any indications of non-
compliance throughout the audit. We carried out specific procedures to address the risks identified.
These included the following:
Reviewing minutes of Board meetings, reviewing any correspondence with the Charity Commission,
agreeing the financial statement disclosures to underlying supporting documentation, and made
enquiries of management and officers of the Charitable Company.
We have also reviewed the procedures in place for the reporting of any incidents to the Trustee Board
including serious incident reporting of these matters as necessary with the Charity Commission. We
also reviewed the latest risk register and legal fees in the period.
Management override: To address the risk of management override of controls, we carried out
testing of journal entries and other adjustments for appropriateness. We also assessed
management bias in relation to the accounting policies adopted and in determining significant
accounting estimates.
Because ofthe inherent limitations of an audit, there is a risk that we will not detect all irregularities,
including those leading to a material misstatement in the financial statements or non-compliance
with regulation. This risk increases the more that compliance with a law or regulation is removed
from the events and transactions reflected in the financial statements, as we will be less likely to
become aware of instances of non-compliance. The risk is also greater regarding irregularities
occurring due to fraud rather than error, as fraud involves intentional concealment, forgery,
collusion, omission or misrepresentation.
A further description of our responsibilities for the audit of the financial statements is located on the
Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description
forms part of our auditor’s report.
Use of our report
This report is made solely to the charitable company’s members, as a body, in accordance with
Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we
might state to the charitable company’s members and its trustees those matters we are required to
state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law,
we do not accept or assume responsibility to anyone other than the charitable company and the
charitable company’s members as a body and the charitable company’s trustees as a body, for our
audit work, for this report, or for the opinions we have formed.
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| . bege- f)-

THE BRIDGE RENEWAL TRUST

STATEMENT OF FINANCIAL ACTIVITIES

INCLUDING INCOME AND EXPENDITURE ACCOUNT

2025 2025 2025 2024 2024 2024

Restricted Unrestricted Total Restricted Unrestricted Total Funds Funds Funds Funds Funds Funds As Restated AsRestated As Restated

Note £ £ £ £ £ £

INCOME:

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Laurels Rent 2 - 290,025 290,025 - 290,025 290,025
Income from Charitable Activities
Promote and Protect Mental & Physical Health 3 2,028,374 960,654 2,989,029 1,147,421 1,899,606 3,047,027
Other Income 3a - 14,195 14,195 - 32,355 32,355
Income from Investment 3b - 23,350 23,350 - 22,370 22,370
Total income and endowments 2,028,374 1,288,224 3,316,599 1,147,421 2,244,357 3,391,778
EXPENDITURE:
Fundrasing - - - - 88,801 88,801
Promote and Protect Mental & Physical Health 4 1,817,904 1,511,747 3,329,651 1,203,216 1,956,799 3,160,015
——_———$S—
Total expenditure 1,817,904 1,511,747 3,329,651 1,203,216 2,045,599 3,248,815
NET MOVEMENT IN FUNDS (restated) 210,470 (223,523) (13,052) (55,795) 198,758 142,963
Balance Brought forward - 1st Apr 2024 (restated) 47,775 4,051,275 4,099,050 103,570 3,852,517 3,956,087
258,245 3,827,752 4,085,997 47,775 4,051,275 4,099,050
Prior year adjustment (Note 20) - 42,505 42,505 - - -
Total funds carried forward - 31st Mar 2025 16-19 258,245 3,870,257 4,128,502 47,775 4,051,275 4,099,050
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The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing operations. The statement of financial activities also complies with the requirements for an income and expenditure account required by the Companies Act 2006. The notes on pages form part of these accounts.

Rachel Hughes (Jan 30, 2026, 5:31pm)

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THE BRIDGE RENEWAL TRUST
YEAR ENDED 31 MARCH 2025
NOTES TO THE ACCOUNTS
1
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 bythe Bank.
Fund accounting
Unrestricted funds are available to spend on activities that furtherany 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 for specific purpose. Restricted funds are donations which the donor has specified are
be solely used for particular areas of charity's work or fors [pecific] [purpose.] [Funds] [are] [also][ raised] fors pecific
restricted purposes.
Expenditure
Expenditure is recognised once there is a legal or constructive obligation to make a payment toa third party, it
is probable that settlement willbe required and the amount of the obligation can be measured reliably.
Expenditure is classified under the following activity headings:
Costs of raising funds comprise the costs associated with attractingvol untary income and costs of
trading forfundraising purposes.
Expenditure on charitable activities includes the costs incurred bythe charity in the delivery of its
activitiesandservices for its benefidaries. It includes both costs that canbe allocated directlyto such
activities and those costs of anindirect nature necessary to support them.
Irrecoverable VAT is charged as a cost against the activityfor which the expenditure was incurred.
Allocation of support costs
Support costs have been allocated between expenditure categories of the SOFA ona basis designed to reflect
the use of the resource. Costs relating to particular activity are allocated directly; others are apportioned on an
appropriate basis. The basis on which support costs are allocated are set out innote 4.
Operating leases
The charity classifies the lease of printing (photocopiers) IT servers, telephone handsets, etc equipment as
operating|eases; the title to the equipment remains with the lessor and the equipment should be replaced
every5 years or, remainona rolling basis. Rental charges are charged ona straight-line basis over the term of
the lease.
Tangible fixed assets
Individual fixed assets or bulk purchase of the same class of assets costing £1,000 or more are capitalised at
cost and depreciated over their estimated useful economic lives as follows:
Fixtures and fittings 25% straight-line
Computer equipment 25% straight-line
Laurels longleasehold 2% straight-line
Improve mentto building On the remaining|easehold duration
Investments
Investments are held at market value as at the Balance Sheet date
The Charity holds 100% of the share capital in the presently dormant subsidiary companyThe Bridge Renewal
Services Limited at cost.
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THE BRIDGE RENEWAL TRUST
YEAR ENDED 31 MARCH 2025
NOTES TO THE ACCOUNTS (Continued)
Debtors
Trade and other debtors are recognised at the settlement amount due. Prepayments are valued at the
amount prepaid net ofany discounts due.
Cash at bank and in hand
Cash at bankandinhandincludescash and short term highly liquid investments witha short maturityof
three months orlessfrom the date of the acquisition or opening the deposit or similar account.
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 transferof funds to a third partyandthe amount due to settle the
obligationcan be measuredor estimated reliably. Creditors and provisions are normally recognised at their
settlement amount after allowing for any discounts due.
Financial instruments
The charity only has financial assets and financial liabilities ofa kind that qualifyas basic finandal
instruments. Basic financial instruments are initially recognised at transaction value and subsequently
measured at theirs ettlement value, which is at cost, with the exception of:
Investments measured at their fair value as at the balance sheet date;
Fixed assets are measured at cost less depreciation;
The Investments note11 details the historic cost of investments and the unrealised gains/(losses) to arrive at
their fair value.The note also detailed the disposal ofthe investmentduring the year.
Pensions
The charity operatesa defined contribution pension scheme. The assets of the scheme are held separately
from those ofthe charityin anindependently administered fund. The pension cost charge represents
contributions payable under the scheme by [the] [charityto] [the][ fund.]
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37
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THE BRIDGE RENEWAL TRUST

YEAR ENDED 31 MARCH 2025

NOTES TO THE ACCOUNTS TO THE ACCOUNTS THE ACCOUNTS ACCOUNTS (Continued)

NOTES TO THE ACCOUNTS TO THE ACCOUNTS THE ACCOUNTS ACCOUNTS (Continued) Total Total Restricted Unrestricted 2025 2024 As Restated Income: £ £ £ £ 2 Core -LBH Laurels main rent - 290,025 290,025 290,025 Grant Income -SEND Project 77,157 - 77,157 73,204 Somali Worker Grant-COP 26,000 - 26,000 20,000 LB Haringey Residents Fund Grant 52,001 - 52,001 4,333 FOOD ROOTS INCUBATOR GRANT - GLA 41,790 - 41,790 44,849 Community Impact Haringey-LBH - 41,700 ~~r~~ 41,700 182,100 Big Lottery Grant -Health@the HUT 66,405 - 66,405 121,663 Other Earned Income - 2,418 2,418 460 ABC PARENTCRAFT 140,948 - 140,948 160,930 NAVNET Grant - Haringey Council - 15,000 15,000 65,000 Social Prescriber Service -SP 38,067 - 38,067 38,067 NCL CANCER ALLIANCE GRANT 41,387 - 41,387 71,397 Service Charges Receivable - 9,015 9,015 9,015 Care Navigation Contract 277,480 - 277,480 319,932 ACCESS TO WORK - 26,028 26,028 - MYENDS SUSTAINABILITY 150,000 - 150,000 - Wellbeing Service - Mental Health 54,058 - 54,058 58,650 Core-Bridge Therapy Suite rent First Floor - 3,045 3,045 2,880 Londonplus-VCS Emergency Grant - 5,000 5,000 9,253 Community Empowerment-HFH - 163,125 ~~r~~ 163,125 150,000 Public Voice -LBH Comm Empowerment Project - Co Production 37,300 - 37,300 73,400 VCSE Alliance Grant - 9,074 9,074 5,650 Food Network Co-ordinator -FNC - 21,349 21,349 47,946 Haringey Giving Grants 185,650 - 185,650 214,100 General Donations- Haringey Giving 12,703 - 12,703 15,727 Cornerstone Project Grant 100,000 - 100,000 100,000 City Bridge Youth Voice Grant 357,800 - 357,800 268,350 NHS Charities Togeher V4H Grant - 3,390 3,390 - MYEND MOPAC Grant - 300,000 ~~r~~ 300,000 376,000 Chestnuts Room & Office Hire - 35,004 35,004 47,035 Winter Pressures Project-WP 192,144 - 192,144 192,917 Insurance Premium Receivable - 5,841 ~~r~~ 5,841 5,281 LB Haringey Community Protect 2 90,000 - 90,000 59,997 MMR VACINATIONS 35,000 - 35,000 - ~~,~~ Haringey Council-Family Hubs Grant - 37,262 37,262 42,000 Research Engagement Network (REN) Grant 52,485 - 52,485 42,500 Community Connection & Advocay - 30,000 ~~r~~ 30,000 - Grants - Other - 50,000 50,000 - Whole Health -Therapies - 84,721 84,721 79,036 Strategic Partnership Contract - NHS CCG - 26,392 26,392 - Community Hut - 11,050 11,050 13,905 Safer Neighbourhood Board (SNB) - 17,000 17,000 17,000 MOPAC Grants (SNB) - 24,255 24,255 24,729 North London Partnership Consortium - - - 3,750 NCLICB Long Covid Referal - 39,985 39,985 5,214 Claremont Communications Lunghealth Campaign - - - 4,000 Whittington Health hospital Care - - - 16,341 Royal Free Charity Grant - - - 17,394 BEH-Community Engagement Sessions - - - 20,761 LBH Go Green Grant - - - 12,500 LBH CVS On A Page Grant - - - 2,500 ICB Small Community Grant - - - 11,500 Sport England - - - 7,605 Bridge To Work - Haringey Council (Employability) - - - 23,344 Community Hub - Hotdesking - - - 520 MIND IN HARINGEY - Wellbeing Theme Project - - - 23,948 Prior Year of Adjustment Restated Income items - - - (59,655) 3 2,028,374 960,654 2,989,028 3,047,027 3a Bank Interest Earned - 14,195 14,195 32,355 3b Income from Investment 23,350 23,350 22,370 Total (Notes 2, 3, 3a & 3b) 2,028,374 1,288,224 3,316,599 3,042,098

49,199

THE BRIDGE RENEWAL TRUST

YEAR ENDED 31 MARCH 2025

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NOTES TO THE ACCOUNTS (Continued)
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2025 2024
Governance
£ £
Staff costs 40,472 39,317
Services 9,726 17,997
Audit 18,000 16,261
Trustees' expenses 1,236 3,459
Other - 1,447
Total
69,434 78,481
Net income/expenditure 2025 2024
£ £
This is stated after charging:
Depreciation of tangible fixed 32,691 35,746
Auditors' remuneration:
audit current year 18,000 16,261
overprovision in previous year - 4,003
underprovisioninin previous year - -
Operating leases:
Photocopiers 22,353 45,268
Telephone Systems 30,217 33,508
Staff costs and numbers 2025 2024
£ £
Staff costs were as follows:
Salaries and wages 1,493,722 1,407,376
Social security costs 139,648 127,343
Pension costs 78,881 76,188
Sub-total 1,712,251 1,610,907
Other staff costs 10,884 41,540
Total staffing costs 1,723,135 1,652,447
Redundancies
Employees who received emoluments - between £80,000 and £90,000 Nil Nil
Employees who received emoluments - between £90,000 and £100,000 1 1
The average weekly number of employees (full-time equivalent) during 2025 2024
the year was as follows:
Charitable activities 46.5 49.8
Support activities 7.5 7.5
54 57.3
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5 Governance
Staff costs
Services
Audit
Trustees' expenses
Other
Total
6 Net income/expenditure
This is stated after charging:
Depreciation of tangible fixed
Auditors' remuneration:
audit current year
overprovision in previous year
underprovisioninin previous year
Operating leases:
Photocopiers
Telephone Systems
7 Staff costs and numbers
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THE BRIDGE RENEWAL TRUST

YEAR ENDED 31 MARCH 2025

NOTES TO THE ACCOUNTS (Continued) Key Management Personnel The key management personnel of the charity comprise the Trustees, the Chief Executive Officer, the Community Services and Facilities Manager, the Community Enpowerment Manager, the Finance and Monitoring Manager, the Head of Partnership, the Director of Haringey Givingand the Head of Programme Delivery. The charity trustees were not paid or received any benefits from employment with the charityin the year (2024:Nil). During the year, 3 trustees received benefits in kind relating to mobile phones (2024: 3).

No trustee received any reimbursement for expenses (2024:none).

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The total remuneration, benefits and pensions paid to key management personnel in the year was:
2025 2024
£ £
Salaries 339,695 322,488
Employer NIC 38,091 35,717
Employer Pensions 20,382 18,913
Total 398,168 377,118
8 Taxation
The charitable company is exempt from corporation tax as well as all its income is charitable and is applied
for charitable purposes.
9 Tangible fixed assets
Computers & Laurels Community Hut Total
Telephone long lease improvement
equipment
£ £ £ £
Costs/valuation
As at 1 April 2024 56,958 680,000 48,522 785,480
Disposal
Fully depreciated
Additions during the year 4,794 4,794
As at 31 March 2025 61,752 680,000 48,522 790,274
Depreciation
As at 1 April 2024 33,457 68,000 29,113 130,570
Disposal
Disposalof fully depreciated assets -
Charge for the year 14,239 13,600 4,852 32,691
As at 31 March 2025 47,696 81,600 33,965 163,261
Net book value
As at 31 March 2025 14,056 598,400 14,557 627,013
As at 31 March 2024 23,501 612,000 19,409 654,910
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THE BRIDGE RENEWAL TRUST

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YEAR ENDED 31 MARCH 2025
NOTES TO THE ACCOUNTS (Continued)
FIXED ASSET VALUATION
The property knownas the Laurels, 256 St Ann's Road N15 5AZ, was valued as at 18 December 2019 by
RES PROPERTY SURVEYORSon the basis of Open Market Rent for £3,020,000.The asset was donated to
the charity and this valuation was the used as the basis of recordingthe donationin income and in fixed
assets during that year. The £3,020,000 was split between propertyin fixed assets of £680,000 and
programme related investments of £2,340,000.
10 FIXED ASSET INVESTMENT 2025 2024
Values as at 31 March 2025: £ £
CCLA 95,228 96,652
Flagstone 710,763 699,072
Additions / (Disposal) 7 -
Realised/ Unrealised Gains/(Loss) - -
805,991 795,724
11 PROGRAMME RELATED INVESTMENTS
At cost 2,340,000 2,340,000
This is the proportion of the propertyat 256 St Ann's Road, valued as at 18 December 2019 and used for
community medical and health provision. Programme related investments are made in furtherance of the
charity's objects and any return on investment is secondaryto the purpose supported by the investment.
12 INVESTMENT IN SUBSIDIARY
The Bridge Renewal Services Limited
Company Number 07061456
The Charity owns 100% of the voting equity. Net assets as at balance sheet date was £1.00. There
were no liabilities. The companyis presently dormant and has no trading profits or losses.
13 DEBTORS 2025 2024
£ £
Grant & Contract debtors 521,405 377,258
Trade 2,643 (31,072)
Other debtors 1,069 -
525,117 346,186
Accrued income 44,845 58,561
Prepayments 24,061 52,232
Other current assets 810 -
Employee Advance - 1,184
69,716 111,977
Total 594,833 458,163
14 CREDITORS 2025 2024
AMOUNTS FALLING DUE WITHIN ONE YEAR £ £
Trade 200,414 238,725
Social security and other taxes 30,905 33,358
Accruals 115,755 70,218
Deferred grants and contracts income 71,931 158,685
Pensions 9,465 12,323
Other 1,770 1,770
Valued Added Tax 60,076 61,360
HMRC VAT Suspense - 7,256
Total —_ 490,316 —__ 383,695
Deferred income comprises grants and otherincome received for services which have not been
delivered as at 31 March 2025 or which specifically relate to the next financial year.
CREDITORS
AMOUNTS FALLING DUE MORE THAN ONE YEAR
2025 2024
£ £
VAT HMRC Tax (63,199) (63,199)
Other Liabilities 65 2385
Refundable Deposit 615 615
(62,519) (60,199)
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THE BRIDGE RENEWAL TRUST

YEAR ENDED 31 MARCH 2025

NOTES TO THE ACCOUNTS (Continued) MOVEMENT IN DEFERRED INCOME

MOVEMENT IN DEFERRED INCOME 2025 2024 £ £ Balance as at 1 April 2024 161,070 138,537 Amount released to income (161,070) (138,537) Amount deferred in the year 71,931 161,070 Balance as at 31 March 2025 71,931 161,070 MOVEMENT IN FUNDS 15 RESTRICTED FUNDS Opening Income Expenditure transfers Closing Funds /Gains Funds As Restated £ £ £ £ £ Grant Income -SEND Project - 77,157 77,368 - (211) Somali Worker Grant-COP - 26,000 27,354 - (1,354) LB Haringey Residents Fund Grant - 52,001 37,325 - 14,676 FOOD ROOTS INCUBATOR GRANT -GLA - 41,790 33,137 - 8,653 Big Lottery Grant -Health@the HUT - 66,405 - - 66,405 ABC PARENTCRAFT (10,198) 140,948 136,494 - (5,744) Social Prescriber Service -SP - 38,067 33,151 - 4,916 NCL CANCER ALLIANCE GRANT - 41,387 35,189 - 6,198 Care Navigation Contract - 277,480 245,234 - 32,246 MYENDS SUSTAINABILITY - 150,000 147,459 - 2,541 Wellbeing Service - Mental Health - 54,058 25,753 - 28,305 Public Voice -LBH Comm Empowerment Project - Co Production - 37,300 28,926 - 8,374 Haringey Giving Grants - 185,650 213,565 - (27,915) General Donations- Haringey Giving - 12,703 - - 12,703 Cornerstone Project Grant 3,548 100,000 80,909 - 22,639 City Bridge Youth Voice Grant (3,717) 357,800 260,891 - 93,192 Winter Pressures Project-WP - 192,144 114,879 77,265 LB Haringey Community Protect 2 - 90,000 91,799 - (1,799) MMR VACINATIONS - 35,000 51,478 - (16,478) Research Engagement Network (REN) Grant (1,962) 52,485 25,969 - 24,554 Food Roots Incubators - - 1,167 - (1,167) Com Outreach Project - - 34,349 - (34,349) Whittington Carers Project - - 22,571 - (22,571) Whittington HHC Navigators - - - NHS I'Ties W'Being Theme - - 20,755 - (20,755) BEH Com. Eng Sessions - - 18,509 (18,509) Thrive Haringey - Arts Council 6,698 - - - 6,698 Equal Start Project 19,204 - - - 19,204 Sport England 7,605 - - - 7,605 Safer N'Hood Boards - - 32,918 - (32,918) NHS I'Ties W'Being Theme 20,755 - (20,755) Total 21,179 2,028,374 1,817,904 - 285,322

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THE BRIDGE RENEWAL TRUST
YEAR ENDED 31 MARCH 2025
NOTES TO THE ACCOUNTS (Continued)
16 SUMMRY OF FUNDS 31 March 2025
Opening Income Expenditure Designated/ Adjustment Closing
funds Unrestricted
Funds funds
As
Restated
£ £ £ £ £ £
Restricted Funds 47,775 2,028,374 (1,817,904) - - 258,245
Designated Asset Funds 3,049,383 - - (82,370) - 2,967,013
Unrestricted Funds 1,001,892 1,288,224 (1,511,747) 82,370 - 860,739
Prior year adjustment - - - - 42,505 42,505
Or
4,099,050 3,316,599 (3,329,651) - 42,505 4,128,502
Designated funds comprise the net book value of the fixed assets held by the charity plus the value of the
Programme related investments.
17. SUMMARY OF FUNDS 31 March 2024 Opening Income Expenditure Transfers / Closing
funds gains funds
As Restated
£ £ £ £ £
Restricted Funds 103,570 1,147,421 (1,203,216) - 47,775
Designated Asset Funds 3,027,013 - - 22,370 3,049,383
Unrestricted Funds 825,504 2,244,357 (2,045,599) (22,370) 1,001,892
3,956,087 3,391,778 (3,248,815) - 4,099,050
Designated funds comprise the net book value of the fixed assets held by the charity plus the value of the
Programme related investments.
18 = Analysis of Net Assets between funds as at 31 March 2025
Unrestricted Restricted Designated Total
Funds Funds Funds Funds
£ £ £ £
Tangible Fixed Assets - - 627,013 627,013
Investments 805,991 - - 805,991
Programme Related Investments - - 2,340,000 2,340,000
Current Assets 525,051 258,245 - 783,296
Current Liabilities (427,797) - (427,797)
903,246 258,245 2,967,013 4,128,502
19 Analysis of Net Assets between funds as at 31 March 2024
Unrestricted Restricted Designated Total
Funds Funds Funds Funds
As Restated
£ £ £ £
Tangible Fixed Assets - - 654,910 654,910
Investments 795,724 - - 795,724
Programme Related Investments - - 2,340,000 2,340,000
Current Assets 784,139 47,775 - 831,914
Current Liabilities (523,498) - - (523,498)
1,056,365 47,775 2,994,910 4,099,050
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THE BRIDGE RENEWAL TRUST

YEAR ENDED 31 MARCH 2025

NOTES TO THE ACCOUNTS (Continued)

20 PRIOR YEAR ADJUSTMENT "Prior year adjustments have been made as follows: £49,513 in relation to income that was not recognised during 2023-2024 leading to an understatement in the recognised income during that period. This has affected the SOFA, the balance sheet, the cashflow statement and notes 2, 15, 16, 17 and 19.

21 RELATED PARTY TRANSACTIONS There were no related party transactions during the yearor the previous year. There no ultimate controlling party.

22 CONTINGENT LIABILITIES There were no contingent liabilities as at 31 March 2025 31 March 2024: (none)

23) COMMITMENTS Total commitments remaining on operating lease rentals:

Photocopiers and Telephone Systems:

2025 2024 £ £ Within 1 year- lease 22,353 38,320 Between 2 and 5 years lease 14,295 14,370

Note: the lease ends in October 2025

OpenCharities

2025-03-31-accounts

Community Facilities

like seeing everyone and having time to catchup”

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