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← Visionary - Linking Local Sight Loss Charities

2025-03-31-accounts

Visionary

Linking Local Sight Loss Charities

Trustees’ Annual Report and Financial Statements

For the year ended 31 March 2025

Visionary is the working name of Visionary - Linking Local Sight Loss Charities, a CIO registered in England and Wales as a charity (1135360), registered in Scotland as a charity (SC044163)

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Contents

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Reference and Administrative Details of the Charity, its Trustees and Advisors

Registered charity name Visionary – Linking Local Sight Loss Charities Registered charity no. 1135360 OSCR charity no. SC044163

Principal Address

First Floor 3 Queen Square London WC1N 3AR

Visionary Trustee Board

Mark Upton (Chair) Tom Harte (Vice Chair) Philip Mills (Chair of Finance Committee) Owen Williams Shahina Pardhan Craig Spalding Keith Eales Sarah French Lowri Bartrum (co-opted May 2025)

Reference and Administrative Details of the Charity, its Trustees and Advisors

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Finance Committee Philip Mills (Chair) Mark Upton Owen Williams Tom Harte Fiona Sandford

Senior Management Team Chief Executive Officer Operations Director

Fiona Sandford Amy Pearman

Bankers National Westminster Cathedral Square Peterborough PE1 1XH

Independent Examiner

Paul Windmill Myers Clark Chartered Accountants Suite 7A, Building 6 Croxley Park, Hatters Lane Watford Hertfordshire WD18 8YH

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The Trustees’ Annual Report

The trustees present their annual report and the financial statements of the Charitable Incorporated Organisation for the year ended 31 March 2025.

Objectives and activities

Visionary’s charitable objects are ‘to promote the relief of persons who are blind or visually impaired’. The trustees have paid due regard to the Charity Commission guidance on public benefit. The trustees are confident that Visionary’s aims and activities are in accordance with the regulations on public benefit.

Visionary’s ambition is that by working with key partners, we inspire change and create opportunities to make a better world for everyone affected by sight loss.

Visionary’s long-term goals and the change we want to see.

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Visionary’s four strategic priorities

Visionary principles

The Visionary promise

The Visionary Promise sets out how we work and how we expect our partners to work with us and each other. Visionary promises our members that we will:

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Visionary values:

How we achieve our objectives

Visionary’s Activities and Purpose

Visionary achieves its aims by supporting local sight loss charities that provide direct services to people with sight loss. Our role is to help these charities enhance the effectiveness and impact of their work by developing connections, promoting professional development, encouraging the exchange of knowledge and inspiring collaborative approaches.

We also work in close partnership with UK-wide sight loss organisations to strengthen links between local and national bodies. This collaboration creates opportunities to share information, develop joint initiatives and align efforts across the sector.

As part of our commitment to representing a UK-wide movement of local charities, Visionary plays a leading role in national networks such as the Vision Partnership. Through this, we ensure that the voice of local organisations is heard and that their perspectives shape shared sector priorities and initiatives.

Local sight loss charities form the membership of Visionary. Each member organisation nominates representatives who participate in and vote at our Annual General Meetings, helping to shape the direction of our collective work.

Achievement and performance

We are incredibly proud of what Visionary has achieved over the past year with a core team of just five people combined with the collective energy of our member organisations and national partners.

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Everything we deliver is shaped by the experiences, challenges and insights of the organisations we support. By listening carefully, staying responsive, and recognising innovation across the sector, we ensure our work remains relevant, timely and grounded in the realities of frontline service delivery.

Together, we have built a dynamic and evolving approach that reflects the changing external environment and the needs of our network. In 2024/25, this collaborative spirit translated into tangible results.

These achievements reflect our core strategy of connect, develop, share and inspire. By working in partnership with members and listening to what matters most, Visionary has created a collaborative and supportive community that shares a commitment to improving the lives of blind and partially sighted people across the UK.

2024/25 Performance

Introduction

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The 2024/25 financial year has been one of purposeful growth, collaboration and continued impact for Visionary and the wider sight loss sector. Through strategic engagement with our 104 members and 24 national partners, we have supported and strengthened our member organisations which collectively reach nearly 250,000 blind and partially sighted people across the UK. The work we do directly influences the services, leadership and innovation within these organisations, ensuring that our shared efforts create real, lasting change for the communities we serve.

Our activities this year have been shaped by a deep understanding of the challenges and opportunities faced by our network. By combining feedback gathered through events, consultation, and qualitative insight with quantitative data from surveys, CRM, and polls, we have ensured our programmes and priorities are led by what matters most to our members.

This report highlights key achievements across 2024/25 - from high-impact events such as our Annual Conference and international delegation visits, to responsive training offers, leadership development and sector-wide consultation. Each initiative reflects our commitment to building a stronger, more connected, and resilient sight loss sector.

Highlights from 2024 – 2025 include:

Annual Conference

The Visionary Annual Conference is a flagship event for the sight loss sector, and the 2024 conference continued to demonstrate its vital role in bringing the sector together. This year’s event welcomed over 230 professionals from 113 organisations across the Visionary network and beyond, marking it as one of the most significant learning events in the sector’s calendar.

Held over two days, the conference reflected the strength, unity, and collaborative spirit of the Visionary network. Delegates from local member organisations, national partners, sector-leading exhibitors and corporate sponsors contributed to a dynamic and inspiring event.

The programme featured six keynote speakers and panellists, 24 workshops (11 delivered by Visionary members and partners, and 13 by external subject matter experts), and was generously supported by 15 sponsors. The agenda was carefully developed to reflect member feedback, prioritising practical, actionable content that responded to emerging priorities across the sector.

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The event provided a vibrant and inclusive platform for sharing knowledge, showcasing innovation and encouraging meaningful connections. True to Visionary’s values, the atmosphere was forward-thinking and collaborative, encouraging both professional learning and peer support.

Throughout the event, numerous examples of collaborative practice and innovative service delivery were shared. For instance, Essex Vision and Sight Scotland explored opportunities to strengthen rehabilitation support across all four UK nations.

The energy and engagement of the 2024 conference reaffirmed its value as a key event in the sector — a space where ideas are exchanged, partnerships are formed, and the future of sight loss services is shaped together.

Ukraine Delegation Visit

In 2024, Visionary was proud to support Blind Veterans UK, alongside other sector partners, in hosting a delegation of Ukrainian health and education professionals. The visit was coordinated in response to the significant rise in traumatic eye injuries resulting from the ongoing conflict in Ukraine and was supported by the World Health Organisation Ukraine and the British Government.

With input from Visionary and 17 other organisations, many of them Visionary members, the two-week programme showcased the breadth of sight loss services available in the UK. These included independent living training, rehabilitation, employment support, funding structures and partnership models.

A central focus of the visit was the urgent need to strengthen rehabilitation training for the Ukrainian workforce. The initiative aims to support the development of sustainable vision rehabilitation services in Ukraine, while also providing valuable insights into the evolving nature of battlefield injuries.

Visionary’s involvement ensured that the role of local sight loss charities and community-based support was well represented. This collaboration reflects our commitment to sector-wide cooperation and highlights the importance of international knowledge-sharing in improving services both in the UK and abroad.

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Eye Care Conversations – Solving Together

When NHS England launched its ‘Eye Care Solving Together’ consultation with limited notice, Visionary responded swiftly to ensure the charitable sight loss sector was represented. Within 10 days, Visionary convened a focus group of 10 CEOs from member organisations across England to provide a collective response to the consultation’s four key challenges: accessibility, community-based services, children and young people’s care, and environmental sustainability.

The group highlighted serious issues affecting blind and partially sighted people, including persistent failures in the accessibility of NHS communication, particularly the inadequacy of large print correspondence and growing rural healthcare inequalities. Concerns were raised about the reduction or loss of community Low Vision services, often linked to underfunded private sector contracts that made local provision unsustainable.

This initiative ensured that real-world insights from the sight loss community directly informed national policy. Visionary’s rapid coordination reinforced its vital role in amplifying the voices of local organisations and ensuring that policy development reflects the lived experiences of those most affected.

National Eye Health Week

Visionary responded to member feedback highlighting challenges in engaging effectively with National Eye Health Week (NEHW), particularly among smaller organisations lacking dedicated communications support. In partnership with RNIB, we developed and distributed a suite of accessible, pre-prepared social media assets, enabling members to plan ahead and focus on community engagement rather than content creation.

This collaborative approach resulted in consistent, high-quality messaging across the network and improved campaign reach. Forty-one Visionary members participated, demonstrating the value of early resource distribution and sector-wide coordination. The success of this initiative has informed our ongoing efforts to strengthen communication, support for members and advocate for shared campaign planning across the sector.

Creating Cohesion: Leadership and Project Management Programmes

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Under the Creating Cohesion project, Visionary delivered two complementary strands of activity to strengthen leadership and operational capacity across the network.

Together, these programmes demonstrate the value of targeted investment in both operational and strategic leadership, fostering long-term resilience across the Visionary network.

Masterclasses

In response to recurring challenges across the Visionary network, particularly limited time and capacity for independent training, we delivered a tailored series of expert-led online masterclasses in March 2025. Designed to be practical and immediately applicable, the sessions addressed priority areas identified by our members, including inclusion, AI, communications and intersectionality.

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Sarah Stephenson-Hunter opened the series with an interactive workshop exploring disability and LGBTQIA+ identities through a Compassionate Curiosity framework, encouraging reflection and inclusive thinking. Flora Raffai followed with a hands-on session on using generative AI in strategic planning, equipping participants with tools to enhance planning, consultation, and analysis.

To boost communications capacity, Mairi Damer delivered a bespoke threepart media training programme, helping smaller organisations build public presence and confidence. Participants praised its practical insights and engaging delivery. Finally, Fern Lulham led a powerful session on personal approaches to inclusion, building on her well-received 2024 conference workshop. Her session encouraged self-reflection and individual accountability for fostering inclusive cultures.

These masterclasses showcased our ability to respond directly to member needs, attract high-calibre facilitators and provide impactful learning that strengthens both organisations and the wider sector.

Conclusion

Throughout 2024/25, Visionary has demonstrated the value of a responsive, collaborative and insight-driven approach. By listening closely to our members and partners, we have delivered programmes and interventions that not only meet immediate needs but also lay the foundations for long-term capacity, confidence and leadership across the sight loss sector.

The breadth and impact of our work - from convening national conversations and influencing policy, to enabling individual professional growth - underscores our role as a trusted facilitator and connector. As we look ahead, we remain committed to amplifying the voices of local organisations, promoting equity and inclusion, and working together to ensure that blind and partially sighted people across the UK can access the services and support they need to succeed.

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How do we communicate with our members?

Effective communication is at the heart of Visionary’s impact. One of our key strengths is the timely and relevant information we share across the sector, by supporting our members to stay informed, connected and equipped to deliver vital services.

This year, we shared 733 important and useful articles and resources with members and partners, helping to save them valuable time, money and effort and allowing more of their increasingly limited resources to be focused on frontline service delivery.

Our website continues to be a key resource, attracting 45,000 visits over the year. The Knowledge Hub within the members’ area was accessed 1,098 times, highlighting its role as a trusted source of sector-specific content. Our weekly newsletter keeps 797 subscribers up to date with funding opportunities, policy updates and sector insights.

We have also adapted our social media approach to reflect changing user trends. While we ceased using X/Twitter in December 2024, we launched a presence on Bluesky in early 2025 which is gradually building a following.

LinkedIn has grown steadily, with 891 followers, including a high number of blind and partially sighted professionals and we have significantly increased our activity on this platform. Across all social media, our content reached approximately 383,000 people during the reporting period.

Together, this data reflects a strong and evolving communications approach that ensures Visionary remains a relevant, trusted and accessible source of insight and connection across the sight loss sector.

How do we know Visionary is worthwhile, useful and relevant?

At Visionary, we believe in the power of connection, collaboration and shared learning, and our members tell us that is exactly what they get from being part of the network.

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Consultation feedback confirms that Visionary services are not only useful, but also genuinely help organisations grow, adapt and better support blind and partially sighted people across the UK.

When asked which Visionary services they found most useful, 80% of respondents highlighted our information services and online sessions, 70% named the annual conference and 67% appreciated being introduced to others across the network. These same services also ranked highly in terms of helping members do things differently - with 83% saying our information service has influenced their work, alongside 70% citing the conference and 68% pointing to online sessions.

When asked what would change if Visionary did not exist, members spoke powerfully about the value we add. They told us they would lose a trusted space for peer support, a vital platform for collaboration and access to shared learning and resources which help them strengthen their practice. Many highlighted that Visionary has helped them make smoother transitions into new areas of delivery, improve strategic planning, develop services and connect with others doing similar work across the UK.

Members have also credited Visionary with raising their profile through awards and forums, helping them feel more confident, connected, and able to influence the sector as a whole.

In the longer term, members say that we have enabled them to form meaningful partnerships, grow their services, and build a stronger sense of sector identity.

What shines through most in the feedback is a deep appreciation for the role Visionary plays in bringing people and organisations together. We have been described as “an inspiring, well-connected safety net,” and a space where “even small charities have a seat at the table.”

Members see Visionary as a trusted, values-led partner and one that listens, responds, and champions their work.

We are proud to help build a more connected, confident and collaborative sector. With over 40% of members also recognising our role in campaigning, and developing partnerships, it is clear that what we do is not just useful but essential to the strength and impact of the sight loss sector

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Financial Review

Overall, the charity generated a deficit of £38,010 in the financial year ending 31 March 2025 (2024: surplus £49,460) with income of £399,026 and expenditure of £437,036.

Reserves policy

Our policy is to hold reserves at a level between three to six months committed running costs. For 2024/25, this equates to £75,929 . Thomas Pocklington Trust donated £60,000 to supplement our funds in January 2020 and this is held in our restricted funds. Unrestricted funds held in March 2025 were £86,940 equivalent to just over 3 months of running costs.

Looking forward

As we look to the year ahead, our commitment to supporting and strengthening our members remains at the heart of all we do. Building on the success of this year’s activities, we are excited to further evolve our offer and respond proactively to the emerging needs of our members.

We aim to continue developing our popular Masterclass Series, ensuring each session remains relevant, engaging, and practical. Drawing on member feedback and sector trends, we will refine our content to support knowledge exchange and skills development across our audience.

Similarly, we will build on the positive outcomes of the Creating Cohesion leadership programme. These events have proven vital in nurturing peer support, confidence and capacity and we plan to sustain and grow this work to further embed inclusive, skilled leadership across our network.

We are also committed to securing funding to further develop our lived experience work. Amplifying the voices of people with lived experience of sight loss remains a fundamental priority for us, and we recognise the unique value this perspective brings to leadership, service design and strategic development across the sector. Building on the strong foundations already in place, we aim to expand opportunities for lived experience leadership, embed inclusive practices across our programmes and ensure that people with direct experience of sight loss continue to shape the future of our work and the wider sector.

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Listening to our members remains a core priority. We recognise that traditional feedback mechanisms can add an additional pressure to our members, so we are committed to finding innovative and user-friendly ways to gather insights that shape our programmes and that we continue to amplify member voices. This will help ensure that everything we deliver continues to be relevant, responsive and impactful.

We are also already planning for another very successful Annual Conference, an event that continues to be a key event in the sector calendar. We will build on the energy, connection and learning of previous years to ensure this remains a valued space for collaboration, inspiration and celebration.

Looking ahead, we are also focused on building a sustainable funding model that enables us to maintain our core services while expanding new areas of work. Diversifying income streams and developing long-term partnerships will be essential to achieving this goal, and we will approach this work with ambition and creativity.

We are deeply aware of the significant challenges facing UK charities, particularly our member organisations. Continued pressure on funding, staff retention and ongoing cuts to social care are placing unprecedented strain on services and the people who rely on them.

Against this backdrop, Visionary remains wholly committed to being a source of stability, connection and support for our members. We will continue to stand alongside our members, amplifying their work, championing their impact and ensuring their voices are heard at every level.

Together, we will keep striving to create a stronger, more connected and more resilient sight loss sector

Structure, governance and management

The legal and administrative information set out on pages 3 and 4 forms part of this report. The financial statements comply with current statutory requirements, the constitution and the Charities SORP (FRS 102).

Full membership of Visionary is open to voluntary organisations that operate at a local level and comply with the criteria of membership. In addition, there is a partnership category for UK wide sight loss organisations that form part of the network.

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Visionary’s trustee board (the board) is responsible for strategic leadership and oversight as outlined in the constitution.

Visionary trustees are recruited from Visionary members and external sources where a distinct skill benefit will be gained by trusteeship. Elections are held annually with full members voting in person at the AGM or by proxy. The board deals with trustee recruitment and interviews for new board members in between AGMs. In this case, trustees must stand down at the next AGM and submit themselves for election by members. Trustees are appointed for periods of three years and rotated in accordance with the terms of the constitution. After a three-year period, trustees may stand for a further two terms. The Chair and Vice-Chair are elected each year by the board.

Visionary is managed by not less than three trustees who form the board. They meet no less than quarterly. As of 31 March 2025, there are 8 trustees, 4 of whom bring their personal experience of sight loss to the board, in addition to their other skills. One additional trustee (Lowri Bartrum) was coopted in May 2025. Business planning and risk management processes are undertaken at board level.

The Finance Committee reports to the Board. This committee provides independent advice and assurance on risk, control, and finance matters. The Finance Committee is made up of no less than two trustees (including the Chair) and the CEO.

Trustees undergo full induction regarding the Visionary objectives and local charity environment. They are encouraged to take an interest in a particular aspect of the work of the charity. Trustees give of their time freely and do not receive any remuneration in relation to their roles (other than reimbursement of their expenses).

The CEO is responsible for Visionary's day-to-day operations and the leadership of the organisation and is supported by members of the Visionary team. The CEO is further supported by the trustees and the Members Consultative Group which is made up of regional representatives from local sight loss charities who regularly meet with the Visionary team, informing them of the needs, aspirations and views of members in their regions.

The trustees have established systems of internal controls with the CEO which are designed to provide reasonable but not absolute, assurance

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against material misstatement or loss. They include:

Statement of Trustees’ Responsibilities

The trustees are responsible for preparing the Trustees' Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

The laws applicable to charities in England and Wales and Scotland require the trustees to prepare financial statements for each financial year, which give a true and fair view of the charity and of the incoming resources and application of resources, including the income and expenditure, of the CIO for that period. In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the CIO and enable them to ensure that the financial statements comply with Charities Act 2011, The Charities (Accounts and Reporting) Regulations 2008, the Charities and Trustee Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006 (as amended). They are also responsible for safeguarding the assets of the CIO and hence for taking reasonable steps for the prevention and detection of fraud and other

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irregularities.

This report was approved by the trustees on 20 August 2025.

Mark Upton – Chairperson

Principal Address: First Floor 3 Queen Square London WC1N 3AR

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Independent Examiner’s Report to the Trustees of Visionary – Linking local sight loss charities

I report to the trustees on my examination of the accounts of Visionary (Charity Number: 1135360, OSCR Registration Number: SC044163 for the year ended 31 March 2025 which are set out on pages 23-37.

Responsibilities and basis of report

I report in respect of my examination of the charitable incorporated organisation's accounts carried out under section 145 of the 2011 Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.

Independent examiner's statement

Since the charitable incorporated organisation’s gross income exceeded £250,000, your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England and Wales, which is one of the listed bodies.

I have completed my examination and I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

  1. Accounting records were not kept in respect of the charitable incorporated organisation as required by section 130 of the Act; or

  2. The accounts do not accord with those records.

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.

Independent Examiner`s Report to the Trustees of VisionaryLinking Local Sight Loss Charities

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Paul Windmill FCA

Date: 27 August 2025

Myers Clark Statutory Auditor and Chartered Accountants Suite 7A, Building 6 Croxley Park, Hatters Lane Watford Hertfordshire WD18 8YH

Independent Examiner`s Report to the Trustees of VisionaryLinking Local Sight Loss Charities

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Statement of Financial Activities

2025
Note Unrestricted Restricted Total
Funds Funds Funds
£ £ £
Income and
endowments
Donations and legacies 2 143,533 95,624 239,157
Income from charitable
activities 3 54,708 55,942 110,650
Other Trading Activities 4 49,219 - 49,219
Total Income 247,460 151,566 399,026
Expenditure
Charitable Activities 5 (302,392) (134,644) (437,036) (134,644) (437,036)
Total Expenditure (302,392) (134,644) (437,036) (134,644) (437,036)
Net income/expenditure for the Net income/expenditure for the
year (54,932) 16,922 (38,010)
Reconciliation of funds
Funds brought forward 141,872 64,089 205,961
Funds carried forward 86,940 81,011 167,951

Statement of Financial Activities for the year ended 31 March

2025

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Statement of Financial Activities – prior year

2024
Note Unrestricted Restricted Restricted
Total
Funds Funds Funds
£ £ £
Income and endowments Income and endowments
Donations and legacies 2 267,625 87,852 355,477
Income from charitable
activities 3 44,988 43,210 88,198
Other Trading Activities 4 43,596 - 43,596
Total Income 356,209 131,062 487,271
Expenditure
Charitable Activities 5 (310,386) (127,425) (437,811) (127,425) (437,811)
Total Expenditure (310,386) (127,425) (437,811) (127,425) (437,811)
Net income/expenditure for
the year 45,823 3,637 49,460
Reconciliation of
funds
Funds brought forward 96,049 60,452 156,501
Funds carried forward 141,872 64,089 205,961

Statement of Financial Activities for the year ended 31 March

2025

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Balance Sheet at 31 March 2025

Note 2025 2024
£ £
Current Assets
Debtors 10 13,000 12,506
Cash at bank 176,402 208,947
Total current assets
 189,402 221,453
Creditors:Amounts due within one year 11 (21,451) (15,492)
(21,451) (15,492)
Net Current Assets/ Net Assets 167,951 205,961
Funds of Charity 12
Restricted income funds 81,011 64,089
Unrestricted funds 86,940 141,872
167,951 205,961

The trustees approved these accounts on 20 August 2025.

Mark Upton – Chairperson

Balance Sheet for the year ended 31 March 2025

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General Information

The charity is a public benefit entity and CIO registered in England and Wales (1135360) and in Scotland (OSCR Registration Number: SC044163). The principal address is First Floor, 3 Queen Square, London, WC1N 3AR.

Statement of Compliance

These financial statements have been prepared in compliance with FRS 102, ‘The Financial Reporting Standard applicable in the UK and the Republic of Ireland’, the 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 (Charities SORP (FRS 102), the Charities Act 2011 and the Charities and Trustee Investment (Scotland) Act 2005.

1. Accounting Policies

Basis of accounting

The financial statements have been prepared on the historical cost basis, as modified by the revaluation of certain financial assets and liabilities measured at fair value through income or expenditure.

The financial statements are prepared in sterling, which is the functional currency of the entity.

Going concern

The accounts have been prepared on the going concern basis as, after making enquiries, the trustees have reasonable assurance that the charity has adequate resources to continue in operational existence for the foreseeable future. The charity is heavily reliant on the continued support of Thomas Pocklington Trust. A funding agreement is in place for two years from April 2025.

Notes to the Financial Statements for the year ended 31 March

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Judgements and key sources of estimation uncertainty

The preparation of the financial statements may require management to make judgements, estimates and assumptions that affect the amounts reported.

The estimates and judgements are continually reviewed and are based on experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. No material estimates or judgements were made during the year.

Financial instruments

A financial asset or a financial liability is recognised only when the entity becomes a party to the contractual provisions of the instrument.

Basic financial instruments are initially recognised at the amount receivable or payable including any related transaction costs, unless the arrangement constitutes a financing transaction, where it is recognised at the present value of the future payments discounted at a market rate of interest for a similar debt instrument.

Current assets and current liabilities are subsequently measured at the cash or other consideration expected to be paid or received and not discounted.

Income

Voluntary income including donations, gifts and grants that provide core funding or are of a general nature are recognised where there is entitlement, certainty of receipt and the amount can be measured with sufficient reliability. Such income is only deferred when the donor specifies it must be used in future accounting periods or the donor has imposed conditions which must be met before the charity has unconditional entitlement. This includes capital grants.

Incoming resources from charitable activities includes income received under contract or where entitlement to grant funding is subject to specific performance conditions. This income is recognised as the related services are provided and there is entitlement, certainty of receipt and the amount can be measured with sufficient reliability. Income is deferred when the amounts

Notes to the Financial Statements for the year ended 31 March

2025

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received are in advance of the performance of the service or event to which they relate.

Donations received in kind and not in cash are brought into the statement of financial activities at a value which the trustees consider would represent the cost to the charity if these items were purchased. The income is accounted for under donations and the appropriate expenditure under resources expended.

Expenditure

Expenditure is recognised on an accruals basis as a liability is incurred. Expenditure includes any VAT which cannot be fully recovered and is classified under headings of the statement of financial activities to which it relates.

Expenditure on charitable activities includes all costs incurred by a charity in undertaking activities that further its charitable aims for the benefit of its beneficiaries, including those support costs and costs relating to the governance of the charity apportioned to charitable activities.

Other expenditure includes all expenditure that is neither related to raising funds nor part of its expenditure on charitable activities.

All costs are allocated to expenditure categories reflecting the use of the resource. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs are apportioned between the activities they contribute to on a reasonable, justifiable and consistent basis.

Netting off of income and expenditure

It is not the policy of the charity to show incoming resources net of expenditure.

Notes to the Financial Statements for the year ended 31 March

2025

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Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Restricted funds can only be used for restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for restricted purposes.

Transfers from restricted to unrestricted funds are made when the expending of the funds has fulfilled the terms of the restriction. Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.

2. Donations and Legacies

Unrestricted Restricted 2024/25 Unrestricted Restricted 2024/25 Unrestricted Restricted 2024/25 2023/24
Funds Funds Total Total
£ £ £ £
Donations
Donations 325 - 325 20
Pocklington Trust 28,208 - 28,208 26,605
Grants Receivables
Pocklington Trust 115,000 - 115,000 240,000
LWWSL - - -
Vision Foundation - 4,000 4,000 7,926
Specsavers - 16,700 16,700 18,002
Motability - - - 38,000
RNIB Pathways - 24,924 24,924 24,924
FM Muller Trust - 50,000 50,000
Total 143,533 95,624 239,157 355,477

Notes to the Financial Statements for the year ended 31 March

2025

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3. Income from charitable activities

Unrestricted Restricted 2024/25 Unrestricted Restricted 2024/25 Unrestricted Restricted 2024/25 2023/24
Funds Funds Total Total
£ £ £ £
Conference income 54,451 55,942 110,393 86,525
Shared Purchasing 257 - 257 1,673
Total 54,708 55,942 110,650 88,198
4.
Other trading activities		 Other trading activities
Unrestricted Restricted 2024/25 Unrestricted Restricted 2024/25 Unrestricted Restricted 2024/25 2023/24
Funds Funds
Funds		 Total Total
£ £
£		 £ £
National membership National membership
fees 26,141 26,141
-		 26,141 25,527
Other membership
fees 19,290 19,290
-		 19,290 16,198
Bank Interest 3,788 788
-		 3,788 1,871
Total 49,219 219
-		 49,219 43,596

4. Other trading activities

5. Cost of charitable activities by fund

Unrestricted Restricted Total
Funds Funds
£ £ £
Year ended 31 March 2025
Information and co-ordination 260,126 134,644 394,770
Support costs 42,266 - 42,266
Total 302,392 134,644 437,036
Year ended 31 March 2024
Information and co-ordination 268,835 127,425 396,260
Support costs 41,551 41,551
Total 310,386 127,425 437,811

Notes to the Financial Statements for the year ended 31 March 2025

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6. Costs of charitable activities by activity type

Direct Projects Support Support
Total
Costs Costs Costs
£ £ £ £
£
Year ended 31 March 2025
Information and co-
ordination 330,261 64,509 42,266 42,266
437,036
Total 330,261 64,509 42,266 42,266
437,036
Year ended 31 March 2024
Information and co-
ordination 321,958 74,302 41,551 41,551
437,811
Total 321,958 74,302 41,551 41,551
437,811
7.
Analysis of Support Costs		 Analysis of Support Costs
2024/25 2023/24
£ £
General office costs 9,037 10,034
Governance costs 5,021 4,912
Management Charge 28,208 26,605
Total 42,266 41,551

7. Analysis of Support Costs

The Donation in Kind from Pocklington Trust includes administrative and overhead services to Visionary, such as finance and office costs. These have been valued and the in-kind expenditure included as support costs.

8. Governance costs

8. Governance costs
2024/25 2023/24
£ £
Independent Examination 4,020 3,900
Trustees Costs 951 561
Other 50 451
Total 5,021 4,912

Notes to the Financial Statements for the year ended 31 March

2025

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9. Staff Costs

9.
Staff Costs
2024/25 2023/24
£ £
Gross salaries 221,695 227,981
Employers National Insurance 19,318 19,349
Employer's Pension Contribution 11,085 10,531
Health Insurance 1,006 932
Total Staff Costs 253,104 258,793
Headcount
Headcount
The average number of staff during the 5 5 5.7
year was:

The number of employees whose annual remuneration (excluding pension and NI) was £60,000 or more were:

Band 2024/25 2023/24
£70,000 to £79,999 0 0
£80,000 to £89,999 1 1
£90,000 to £99,999 0 0

Included within staff cost is remuneration (including NI & pension) to key management personnel amounting to:

Total remuneration £101,632 £99,580

Disclosure on redundancy and termination payments

There were no redundancy and termination payments in the year (2024 £Nil).

Notes to the Financial Statements for the year ended 31 March

2025

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10. Debtors

10. Debtors
2024/25 2023/24
£ £
Debtors - 6
Prepayments and accrued income 13,000 12,500
Total debtors 13,000 12,506
11. Creditors
2024/25 2023/24
£ £
Trade creditors 7,412 9,359
Accruals and deferred income 5,946 6,133
VAT Liability 8,093
Total creditors 21,451 15,492

Notes to the Financial Statements for the year ended 31 March

2025

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12.1a Funds of the Charity - Current year

At 1 April Income Expenditure At 31
2024 March
2025
£ £ £ £
Restricted funds
Conference Sponsorship
Bayer - 15,000 (15,000) -
Essilor - 790 (790) -
RNIB - 2,081 (2,081) -
Guide Dogs - 1,900 (1,900) -
Glaucoma - 868 (868) -
Russell Cooke - 350 (350) -
Thomas Pocklington Trust - 651 (651) -
Macular Society - 1,634 (1,634) -
Specsavers - 2,338 (2,338) -
Sight Scotland - 1,157 (1,157) -
Fight for Sight - 4,034 (4,034) -
Fight for Sight/VF Powerbanks Fight for Sight/VF Powerbanks
-		 2,382 (2,382) -
The Powell Family 925 (925) -
Associated Optical - 754 (754) -
Utility Aid - 1,078 (1,078) -
Roche Products - 20,000 (20,000) -
Other Restricted
Thomas Pocklington Trust 60,000 - - 60,000
Specsavers Eye Health 1,500 16,700 (18,200) -
Fight for Sight - 4,000 (4,000) -
FM Muller Trust - 50,000 (28,989) 21,011
RNIB Pathways - 24,924 (24,924) -
Motability 2,589 - (2,589) -
64,089 151,566 (134,644) 81,011
Unrestricted Funds 141,872 247,460 (302,392) 86,940
Total 141,872 247,460 (302,392) 86,940
Total Funds 205,961 399,026 (437,036) 167,951 (437,036) 167,951

Notes to the Financial Statements for the year ended 31 March 2025

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12.1b Analysis of net Assets by Fund – Current year

Restricted Unrestricted Restricted Unrestricted Total
£ £ £
Cash at bank 81,890 94,512 176,402
Debtors - 13,000 13,000
Creditors:Amounts due within (879) (20,572) (21,451)
one year
Net assets 81,011 86,940 167,951

Notes to the Financial Statements for the year ended 31 March

2025

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12.2a Funds of the Charity - Prior year

At 1 April Income Expenditure At 31
2023 March
2024
£ £ £ £
Restricted funds
Conference Sponsorship
Bayer - 15,000 (15,000) -
RNIB - 1,826 (1,826) -
Guide Dogs - 1,442 (1,442) -
Specsavers - 3,980 (3,980) -
Sight Scotland - 655 (655) -
Macular Society - 1,783 (1,783) -
Fight for Sight - 2,400 (2,400) -
The Powell Family - 2,195 (2,195) -
Associated Optical - 550 (550) -
Together.ly - 1,500 (1,500) -
Utility Aid - 1,200 (1,200) -
Roche Products - 10,000 (10,000) -
Blind Veterans - 679 (679) -
Other Restricted
Thomas Pocklington Trust 60,000 - - 60,000
Living Well with Sight Loss 2 - (2) -
Specsavers Eye Health 450 17,002 (15,952) 1,500
VF Making Lived Exp Matter - 7,926 (7,926) -
RNIB Pathways - 24,924 (24,924) -
Motability - 38,000 (35,411) 2,589
60,452 131,062 (127,425) 64,089
Unrestricted Funds 96,049 356,209 (310,386) 141,872 (310,386) 141,872
Total 96,049 356,209 (310,386) 141,872 (310,386) 141,872
Total Funds 156,501 487,271 (437,811) 205,961 (437,811) 205,961

Notes to the Financial Statements for the year ended 31 March 2025

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12.2b Analysis of net Assets by Fund - Prior year

Restricted Unrestricted Total
£ £ £
Cash at bank 64,214 144,733 208,947
Debtors 1,500 11,006 12,506
Creditors:Amounts due within (1,625) (13,867) (15,492)
one year
Net assets 64,089 141,872 205,961

13. Trustee remuneration and expenses

No trustee received any remuneration from the charity in the year (2024: none).

Two trustees received reimbursement for travel expenses, £722 (2024: £331 (three) to attend Board meetings.

14. Related Party Transactions

Sense Ability Matters received reimbursement of £200 for travel expenses incurred by a Visionary trustee (Sarah French) in relation to attendance at a Creating Cohesion meeting. 2024: Four).

End of document

Notes to the Financial Statements for the year ended 31 March

2025

37