| Page | |
|---|---|
| Reference and administrative information | 1 |
| Trustees' Report | 2-18 |
| Independent Auditors' Report | 19-21 |
| Statement of Financial Activities | 22 |
| Balance Sheet | 23 |
| StatementofCash Flows | 24 |
| Notes to the Financial Statements | 25-41 |
| Charity number: | 1148216 |
|---|---|
| Company number: | 08126776 |
| Registered office: | University of Westminster Students' Union |
| 309 Regent Street | |
| London,W1B2HW | |
| Trustees | Retired Trustees |
| D Airan - appointed 1 July 2023, resigned30June 2025 | |
| C Dhapatkar - appointed 1 July 2024, resigned30June 2025 | |
| R Goyal - appointed 1 July 2024 and resigned 1 July 2025 | |
| N Nwanshi - appointed 9 September 2024, resigned22April 2025 | |
| KNyantakyi - appointed 1 July 2025, resigned10November 2025 | |
| Current Trustees | |
| HAbdel - appointed27November 2025 | |
| I Adnan - appointed 1 July 2025 | |
| Z Bachir - appointed 9 September 2024 | |
| V Barton - appointed 1 July 2024 | |
| S Fuell - appointed 9 November 2023 | |
| C Goldsmith - appointed 9 November 2023 | |
| E Helsen - appointed27November 2025 | |
| J Jacobs - appointed 9 September 2024 | |
| E Manukyan - appointed27November 2025 | |
| R McKoy - appointed 9 September 2024 | |
| C Murray-Gauld - appointed 5 July 2019 | |
| A Musani - appointed 1 July 2023 | |
| MQamar - appointed 1 July 2025 | |
| S Sethi - appointed 1 July 2025. | |
| S Shaikh - appointed 1 July 2025 | |
| C Sorhus - appointed 9 September 2024 | |
| M Ullah - appointed 1 July 2025 |
| Role: | Arrangements: | Arrangements: |
|---|---|---|
| Sabbatical Trustees | Full-time and receive remuneration to reflect this; they may serveupto two terms of oneyear. |
|
| Student trustees | Volunteers who may claim legitimate expenses and can consecutive terms of twoyears. |
serve two |
| Lay Trustees | Volunteers who may claim legitimate expenses and can serve fouryears. |
two terms of |
| University Nominees | Volunteers who may claim legitimate expenses and can serve fouryears. |
two terms of |
| Risk: | Control MeasuresinPlace: |
|---|---|
| Fraud, data loss and cyber-attack. | Use of University network. Annual refresh training. Robust financialprocedures. |
| The impact of Artificial intelligence on Union operations. |
Ongoing training and development. University policies and procedures. Active monitoring. |
| Declineinstaff engagement score. | Implementation of agreed action plan. People strategy implementation. Implementation of new leadershipforum. |
| Elections culture and required change. | Externally commissioned review. Direct engagement with the National Union. Updated bylaws and structure. |
| Expectation of peer support programme impact and delivery. |
Implementation of new staffing structure. Refinement of Union call centre. Establishment of keytask and finishgroups. |
| Implementation of freedom of speech code of practice. |
Additional staffing resource secured. Development of a code of practice. Staff trainingand briefings. |
| The impact of cost of living on member engagement. |
University cost of living support package. Government engagement via National Union. Free sport and societymemberships. |
| Digital systems are not meeting the needsof the organisation. |
Implementation of accessibility audit findings. Development of key insight dashboards. Implementation of dedicated resource. |
| Operational feasibility of the Undercroft bar. | Negotiation surrounding alternative spaces. Negotiation surrounding capital finding. Development of operational manuals. |
| Delivery of Quintin Hogg Trust Equality, Diversity and Inclusion project. |
Implementation ofLEDiFramework. Establishment of collaborative events. Enhanced monitoringand tracking. |
| Portfolio | Unachieved | Partial | Achieved |
|---|---|---|---|
| President | 11% | 11% | 78% |
| VicePresidentActivities | 11% | 11% | 78% |
| VicePresident Underqraduate | 0% | 0% | 100% |
| VicePresidentPostqraduate | 0% | 11% | 89% |
| Vice President Welfare | 0% | 0% | 100% |
| Overall | 4% | 7% | 89% |
| Wewill ensure our physical spaces and venues provide a space for studentstocome together and build community to aid belonging |
Wewill ensure our physical spaces and venues provide a space for studentstocome together and build community to aid belonging |
|---|---|
| **Strategic Outcome Measure: ** | 25/26 Operational Outcomes: |
| All venues are overseenbya student programming board |
All additional events ( outside of core commercialand student group events)inour venues will be overseenbythe programming board. |
| Ensuring a visual Union space/venue onevery campus |
Every campus has clear and consistent Union branding and messaQinQ on display. |
| 40% Increaseinawareness and footfall to the outletsasshown throuah sales and attendance data. |
|
| Ensuring capital funding to develop facilitiesinHarrow |
There is a business plan and agreed fundinginplace for the developmentofHarrow commercial space within the next two years. |
| Wewill ensure holistic and all-encompassing support provision for our members, so they feel_a_senseof security |
Wewill ensure holistic and all-encompassing support provision for our members, so they feel_a_senseof security |
|---|---|
| Strategic Outcome Measure: | **25/26 Operational Outcomes: ** |
| 90% of the advice service users report a positive experience |
90%of students who interact with the service report a positive interaction with the Advice Service, 490 responses |
| A 20% increaseinthe number of cases supported (663) and enquiriesreceived (84) |
|
| 10% of students engageinoutreach activities |
2400 students engageinSUAdvice & Wellbeing outreach activity,andupto 90% of students report that they are aware of the advice team |
| Ensure that two-thirds of members using peer support report a positive impact |
Wewill increase the reach of the Call centre to25%byincreasing awarenessandaccessibility |
| 70%of new students who engage with FANS report a positive impactontheir welcome experience |
| Wewill ensure our extra and co-curricular activities and opportunities ensurethepersonal development ofthose engaged andinleadershio roles |
Wewill ensure our extra and co-curricular activities and opportunities ensurethepersonal development ofthose engaged andinleadershio roles |
|---|---|
| Strategic Outcome Measure: | **25126 Operational Outcomes: ** |
| Ensuring engaged members achieve enhanced continuation rates |
50%of Students who register as members continue to become 'Active'Students |
| Create a minimum of 4 new academic societiesinpartnership withcourseleaders andreps and the students onthese courses |
|
| Ensuring a . . of 90% of minimum members feel their employability has improved |
Create a high-performance sports environment alongside a clear social sport pathway leading to a top 75 finishintheBUGStable |
| 90%of returning FANSwho engaged in development opportunities feel their employability skillsandconfidence has increased |
|
| Ensuring active member's graduate outcomes are higher than their peers |
50%of Reps will hit bronze tier within the reward and recognition scheme |
| Ensure a holistic approach to employability this is embedded across the organisation |
|
| Embed the new Graduate Schemeasa core part of UWSU and seektoexpandinthe future |
| Wewill ensure our democratic forums are accessible forall,are modernintheir design and meet the needsofmembers |
Wewill ensure our democratic forums are accessible forall,are modernintheir design and meet the needsofmembers |
|---|---|
| Strategic Outcome Measure: | 25/26 Operational Outcomes: |
| Ensuring 90% of election candidates feel suooorted |
Implement further improvement from the successful 2025 elections period |
| Ensuring democratic participationis reflective |
Increase candidate diversityinthe 2026 main elections for Female, BlackandHome students |
| Ensuring our democratic forums deliver tangible organisational changes annually |
60% of students will report that they understand what the Union is doinq torepresent themat all levels across the University |
| Lead integration of new democratic model and community organising model, with at least 2 localised changes loaaed |
|
| 85% of officer manifesto objectives are achieved or partially ~~achievedb the end of the academic ear~~ |
|
| ~~y y~~ Student awareness of Officers and their projects increase by 50%, from the current 28% awareness level |
|
| Students are aware of their rights, with minimum of40%of students notinq thisinSTB Survey |
| Wewill bethecredible voiceofstudents throuah data-led insiaht and_a_communitv-omanisina aooroach | Wewill bethecredible voiceofstudents throuah data-led insiaht and_a_communitv-omanisina aooroach |
|---|---|
| Strateaic Outcome Measure: | **25/26 Operational Outcomes: ** |
| Ensuring the eradication of reliance onlagging representation indicators |
Department to analyse academic rep insights monthly and produce reports for proactive pathways and relevant stakeholders |
| The Union will benchmark key data across the organisation to align with and address the evolving needs of students |
|
| Ensuring two-thirds of members engageindata insight activities |
Data insight communication will articulate how the Unionis gathering information semesterly through a closing the feedback loop campaign |
| We will ensure that students understand the purposeandimpact of the data we collectbyclearly communicating how itisused |
|
| Two-thirds of academic reps engageindata insight gathering practices (approx.600Reps) |
|
| Ensuring liberation organising groups engage a minimum of 10% of members |
We will work with students torunevents during the 4 key History Months |
| We will work with students to host socially and culturally relevant activities relatinq to different under-represented aroups/traditions |
|
| We will work with studentsandofficers to honour key awareness days |
|
| We will showcase studentledactivityoncampus and showcase the diversity of the student body through relevant communications |
|
We will use insight to understand our student body, prioritise resource and amend our delivery to serve the needs of students |
|
| We will use insight to advocate for and with minoritised students to ensure the University responds to their need |
|
| We will use our democratic forums to support students to advocateforchange oncampus and runimpactfulcampaigns |
|
| We will track engagement and ensure all students are benefitting from our offer |
|
| We will train and resource student leaders committed to advocating for and with their communities |
| President | |
|---|---|
| **Prioritv; ** | Kev Outcomes: |
| Support students with the high cost of travel |
Secure the extension Student Oyster cards to peak travel times |
| Gain financialsupportforStudent Oystercard admin fees | |
| Enhance sense of belongingand time spent oncampus |
Display theflacisof student countries at all campus sites |
| Deliveratleast onenewsocialspaceforstudents | |
| Remove the barrier of accommodationquarantors |
Ensure the University partner providers don't mandate quarantors |
| Gain aqreementonwhen the University will act as a quarantor |
| Viv (Activities) | |
|---|---|
| **Prioritv: ** | KeyOutcomes: |
| Secure spaces for student group activity and exercise |
Ensure a Marvleboneisincludedinthe capital investment plan |
| Secure a dedicated student group space at the Marylebone campus |
|
| Implement more paid student roles | Expand Dragons Activators,BUGSassistants and Dragons TV roles |
| Providewaysforstudents to build transferable/employability skills | |
| Enhance attendance of group members |
Enable students to leadonLEDi related events |
| Tracking/monitoring of engagement with development interventions |
| Undergraduate Education | |
|---|---|
| Prioritv: | **Kev Outcomes: ** |
| Enhance employability and Scholarships |
Aoorovalona positionpaper for implementationby the University |
| Enhance awareness/engagementinthe current employability ~~offer~~ |
|
Obtain funding from the QHT foranenhanced scholarship proqramme |
|
| Removing barriers for Student Success |
Re-defininqandimprove the academic representation system |
| Enhanced resolution times for student centre cases | |
| EDIvalues delivered and greater awareness of the measuresin place |
| Postgraduate Education Priorit: Enhance employability offering and Enhance awareness/engagementinthe current employabi awareness offer 1---- ---- ------------ -------t |
|
|---|---|
| Balance Sheet | 2025 | 2024 |
|---|---|---|
| Pension Liability | (£549,837) | (£585,516) |
| RestrictedFunds | £1,442,555 | Restated-£1,643,398 |
| UnrestrictedFunds | (£145,095) | Restated- (£310,414) |
| Total Funds | £1,297,460 | Restated-£1,332,984 |
| Free Reserves | £404,742 | Restated-£275,102 |
| Unrestricted Funds 2025 Notes £ Income from: Donations and legacies 4 3,801,519 Charitable activities 5 276,718 Other trading activities 6 13,509 Investments 7 9,505 Total income 4,101,251 Expenditure on: Charitable activities 8 3,933,353 Total expenditure 3,933,353 Net (expenditure)/income 167,898 Transfers between funds 16 (38,259) Net movementinfunds before other recognised gains/(losses) 129,639 Other recognised gains/(losses): Other gains/(losses) 16 35,680 Net movementinfunds 165,319 Reconciliation of funds Total funds brought forward - Restated 24 (310,414) Total funds carried forward (145,095) |
Restricted funds 2025 £ 664,207 15,410 679,617 918,719 918,719 (239,102) 38,259 (200,843) (200,843) 1,643,398 1,442,555 |
Total Total funds funds 2025 2024 Restated £ £ 4,465,726 4,431,835 292,128 393,920 13,509 18,278 9,505 6,580 4,780,868 4,850,613 4,852,072 4,778,447 4,852,072 4,778,447 (71,204) 72,166 (71,204) 72,166 35,680 (124,045) (35,524) (51,879) 1,332,984 1,384,863 1,297,460 1,332,984 |
|---|---|---|
| Fixed assets Tangible assets Current assets Stocks Debtors Cashatbank andinhand Current liabilities Creditors: amounts falling due within one year Net current assets Total assets less current liabilities Defined benefit pension scheme liability Total net assets Charity funds Restricted funds Unrestricted funds General funds Total unrestricted funds Total funds Notes 12 13 14 15 23 16 16 16 |
£ 78,532 294,726 683,356 1,056,614 (504,912) (145,095) |
2025 £ 1,295,594 1,295,594 551,702 1,847,296 (549,836) 1,297,460 1,442,555 (145,095) 1,297,460 |
£ 111,916 885,899 385,392 1,383,207 (970,169) (310,414) |
2024 Restated £ 1,505,462 1,505,462 413,038 1,918,500 (585,516) 1,332,984 1,643,398 (310,414) 1,332,984 |
|---|---|---|---|---|
| Cashflowsfrom operating activities Cash generated from operations Net cash provided by (used in) operating activities Cashflowsfrom investing activities Bankinterest received Purchase of tangible assets Net cash provided by (used in) investing activities Change in cash and cash equivalents in the year Cash and cash equivalents at the beginningofthe year Cash and cash equivalents attheendofthe year Notes 18 |
2025 £ 296,629 296,629 9,505 (8,170) 1,335 297,964 385,392 683,356 |
2024 £ 393,005 393,005 6,580 (226,714) (220,134) 172,871 212,521 385,392 |
|---|---|---|
| Building improvements | 10% per annumoncost |
|---|---|
| Bar fixturesandfittings | 20% per annumoncost |
| Motor vehicles | 20% per annumoncost |
| Other fixtures, fittings and equipment | 20% per annumoncost |
| Grants University subvention Grantofserviced accommodation Other unrestricted grants Other restricted grants Total income Total2024- Restated |
Unrestricted Funds 2025 £ 2,402,500 1,399,019 3,801,519 Restricted funds 2025 £ 664,207 664,207 Total funds 2025 £ 2,402,500 1,399,019 664,207 4,465,726 |
Unrestricted Funds 2025 £ 2,402,500 1,399,019 3,801,519 Restricted funds 2025 £ 664,207 664,207 Total funds 2025 £ 2,402,500 1,399,019 664,207 4,465,726 |
Total funds 2024 Restated £ 2,291,623 1,279,356 162,843 698,013 4,431,835 |
|---|---|---|---|
| 3,733,822 698,013 4,431 ,835 |
| Unrestricted Funds 2025 £ Bar,shop and events 269,773 Clubs and societies 6,945 Total income 276,718 Total 2024 326,716 |
Restricted funds 2025 £ 11,224 4,186 15,410 67,204 |
Total funds 2025 £ 280,997 11,131 292,128 393,920 |
Total funds 2024 £ 307,913 86,007 393,920 |
|---|---|---|---|
| Advertising and media Total 2024 Unrestricted funds 2025 £ 13,509 18,278 |
Total funds 2025 £ 13,509 18,278 |
Total funds 2024 £ 18,278 |
|---|---|---|
| Investment income Total 2024 Unrestricted funds 2025 £ 9,505 6,580 |
Total funds 2025 £ 9,505 6,580 |
Total funds 2024 £ 6,580 |
|---|---|---|
| Analysis of expenditure on charitable activities | ||||
|---|---|---|---|---|
| Unrestricted Funds 2025 £ Summarybyfund type Student Enterprise 823,260 Student Lifestyle 736,407 Student Wellbeing 1,334,253 Student Voice 1,039,433 3,933,353 Total 2024 4,063,575 |
Restricted funds 2025 £ 257,199 138,982 431,213 91,325 918,719 |
Total funds 2025 £ 1,080,459 875,389 1,765,466 1,130,758 4,852,072 |
Total funds 2024 £ 1,002,320 839,043 1,690,556 1,246,528 4,778,447 |
|
| 714,872 | 4,778,447 |
| Student Enterprise Student Lifestyle Student Wellbeing Student Voice Total 2024 |
Activities undertaken directly 2025 470,421 505,726 1,221,973 768,080 2,966,200 |
Support costs 2025 610,038 369,663 543,493 362,678 1,885,872 |
Total funds 2025 1,080,459 875,389 1,765,466 1,130,758 4,852,072 4,778,447 Total funds 2024 1,002,319 839,044 1,690,556 1,246,528 4,778,447 |
|
|---|---|---|---|---|
| 2,948,917 | 1,829,530 |
| Depreciation Bad Debt write off Serviced premises Insurance Computer and telephone costs Bank chargesand commissions Sundry Legal and professional Travelling and subsistence Other staff costs Repairs and maintenance Office expenses Security Governance costs Audit fees Non-Audit fees Total 2024 |
Student Enterprise 2025 £ 214,351 349,755 18,526 9,752 7,361 3,692 6,601 610,038 |
Student Lifestyle 2025 £ 837 349,755 1,151 16,826 1,094 369,663 |
Student Wellbeing 2025 £ 2,409 349,755 28,492 21,948 3,643 (1) 62,058 4,975 52,214 16,000 2,000 543,493 |
Student Voice 2025 £ 676 349,755 9,101 3,040 106 362,678 |
Total funds 2025 £ 218,273 1,399,020 28,492 50,726 3,643 9,751 72,459 21,801 52,214 3,692 1,200 6,601 16,000 2,000 1,885,872 |
Total funds 2024 £ 204,587 5,570 1,279,356 29,533 52,225 8,834 (801) 161,204 29,793 28,462 3,458 1,264 8,920 17,125 1,829,530 |
|
|---|---|---|---|---|---|---|---|
| 536,416 | 343,887 | 597,542 | 351,685 | 1,829,530 |
| Wages and salaries Social security costs Contribution to defined contribution pension schemes Costs of defined benefit pension schemes |
2025 £ 1,912,451 189,772 67,712 2,169,935 |
2024 £ 1,822,584 169,539 62,888 124,045 2,179,056 |
|---|---|---|
| Full time Students - term time only |
2025 No. 41 63 104 |
2024 No. 44 54 |
|---|---|---|
| 98 |
**was: ** |
|||
|---|---|---|---|
| 2025 | 2024 | ||
| No. | No. | ||
| Inthe band £60,001 | - £70,000 | 3 | 2 |
| Inthe band £70,001 | - £80,000 | 1 | |
| Inthe band £80,001 | - £90,000 | 1 | |
| Inthe band £90,001 | - £100,000 | 1 |
| 2025 | 2024 | ||
|---|---|---|---|
| £ | £ | ||
| I Adnan | Remuneration | 3,439 | |
| N Aggarwal | Remuneration | 25,834 | |
| D Airan | Remuneration | 29,748 | 28,187 |
| NAsakzai | Remuneration | 25,303 | |
| T Bangia | Remuneration | 25,880 | |
| V Barton | Remuneration | 33,253 | 3,230 |
| C Dhapatkar | Remuneration | 29,302 | 3,230 |
| MJaffar | Remuneration | 25,303 | |
| A Musani | Remuneration | 31,817 | 3,230 |
| S Sethi | Remuneration | 26,723 | 3,230 |
| S Shaikh | Remuneration | 2,135 | |
| M Ullah | Remuneration | 3,830 |
| Cost or valuation At 1 August 2024 Additions Disposals At31July 2025 Depreciation At 1 August 2024 Charge for the year Disposal At31July 2025 Net book value At31July 2025 At31July 2024 |
Building Improvements £ 2,006,419 2,006,419 |
Building Improvements £ 2,006,419 2,006,419 |
Bar fixtures and fittings £ 18,487 (6,665) 11,822 |
Vehicles £ 9,161 9,161 |
Other Total equipment 2025 £ £ 140,268 2,174,335 8,170 8,170 (31,544) (38,209) 116,894 2,144,296 |
|---|---|---|---|---|---|
| 529,996 200,642 730,638 |
16,069 743 (6,665) 10,147 |
9,161 9,161 |
113,647 668,873 16,888 218,273 (31,779) (38,444) 98,756 848,702 |
||
| 1,275,781 | 1,675 | 18,138 1,295,594 |
|||
| 1,476,423 | 2,418 | 26,621 1,505,462 |
| Stock 14.Debtors Due within one year Trade debtors Other debtors Prepayments and accrued income 15. Creditors: Amounts falling due within one year Trade creditors Other creditors Accruals and deferred income (note 15.1) 15.1Deferred income At the start of the year Additions during the year Amounts released to income At31July 2025 2025 £ 78,532 2025 £ 6,521 4,355 283,850 294,726 2025 £ 398,227 7,959 98,726 504,912 2025 £ 584,122 (584,122) |
2024 £ 111,916 |
|
|---|---|---|
| 2024 £ 821,982 8,464 55,453 885,899 |
||
| 2024 £ 230,470 47,964 691,735 970,169 |
||
| 2024 £ 584,122 584,122 |
| Statement of funds- current year Balance at 1 Aug 2024 Restated £ Unrestricted funds General funds 275,103 Pension deficit (585,517) (310,414) Restricted funds Balance at 1 Aug 2024 Restated £ uw 32,006 QHT - The Hideaway 210,441 QHT - CavenishHub 449,284 QHT - Other 10,744 QHT - Sports Participation/EAP (3,473) QHT-Equality, Diversity & Inclusion 930 QHT - Sports Facilities and SupportFund QHT - Student Partnershipand Enhanced Learning Spaces 912,994 QHT - Dragons Branding 1,769 QHT - Dragons TV Clubs and Societies 28,703 1,643,398 Total funds 1,332,984 |
Income Expenditure £ £ 4,101,251 (3,933,353) 4,101,251 (3,933,353) Income Expenditure £ £ 454,464 (460,749) (48,253) (69,355) (3,463) 99,591 (99,671) 109,971 (109,971) (83,033) 2,686 (2,686) 16,368 (45,001) 679,617 (918,719) 4,780,868 (4,852,072) |
Transfers in/out £ (38,259) (38,259) Transfers in/out £ 6,936 31,323 38,259 |
Gains/ Balance at (Losses) 31Jui 2025 £ £ 404,742 35,680 (549,837) 35,680 (145,095) Gains/ Balance at (Losses) 31Jui 2025 £ £ 25,721 162,188 379,929 10,744 850 829,961 1,769 31,393 1,442,555 35,680 1,297,460 |
|---|---|---|---|
| Statement of funds- Unrestricted funds General funds Pension deficit Restricted funds uw QHT - The Hideaway QHT - Cavenish Hub QHT- Other QHT - Sports Participation/EAP QHT-Equality, Diversity & Inclusion QHT-Sports Facilities and Support Fund QHT - Student Partnership & Enhanced Learning Spaces QHT - Dragons Branding QHT - Fit For The Future Clubs and Societies Total funds |
prior year Balance at 1 Aug 2023 £ 214,297 (605,412) (391,115) Balance at 1 Aug 2023 £ 25,720 258,694 518,639 15,991 (3,473) 1,269 4 933,296 1,769 24,069 1,775,978 1,384,863 |
Income £ Restated 3,941,456 143,940 4,085,396 Income £ Restated 295,594 136,110 125,000 41,153 100,156 67,204 765,217 4,850,613 |
Expenditure £ (4,063,575) (4,063,575) Expenditure £ (289,308) (136,449) (125,631) (100,914) (62,570) (714,872) (4,778,447) |
Transfers in/out £ 182.925 182,925 Transfers in/out £ (48,253) (69,355) (5,247) 627 (61,455) 758 (182,925) |
Gains/ (Losses) £ (124,045) (124,045) Gains/ (Losses) £ (124,045) |
Balance at 31Jui 2024 £ Restated 275,103 (585,517) (310,414) Balance at 31Jui 2024 £ Restated 32,006 210,441 449,284 10,744 (3,473) 930 912,994 1,769 28,703 1,643,398 1,332,984 |
|---|---|---|---|---|---|---|
| Tangible fixed assets Current assets Creditors due within one year Provisions for liabilities and charges Total income Unrestricted funds 2025 £ 19,486 861,607 (476,352) (549,836) (145,095) |
Restricted funds 2025 £ 1,276,108 195,007 (28,560) 1,442,555 |
Total funds 2025 £ 1,295,594 1,056,614 (504,912) (549,836) 1,297,460 |
|---|---|---|
| Tangible fixed assets Current assets Creditors due within one year Provisions for liabilities and charges Total income |
Unrestricted funds 2024 Restated £ 28,668 1,216,603 (970,169) (585,516) (310,414) |
Restricted funds 2024 Restated £ 1,476,794 166,604 1,643,398 |
Total funds 2024 Restated £ 1,505,462 1,383,207 (970,169) (585,516) 1,332,984 |
|---|---|---|---|
| Net income/(expenditure) for the period (as per the statement of financial activities ) Adjustments for: Bank interest received Depreciation charges Gainondisposal of fixed assets Decrease/(increase)instock Decrease/(increase)indebtors (lncrease)/decreaseincreditors Net cash providedbyoperating activities Analysis of cash and cash equivalents Cashinhand Total cash and cash equivalents Analysis of changesinnet debt At 1 August 2024 Cash at bank andinhand £ 385,392 385,392 |
2025 £ (35,524) (9,505) 218,273 (235) 33,384 591,173 (500,937) 296,629 2025 £ 683,356 683,356 Cashflows £ 297,964 297,964 |
2024 £ (51,879) (6,580) 204,587 (70,860) (320,366) 638,103 393,005 2024 £ 385,392 385,392 At31July 2025 £ 683,356 683,356 |
|---|---|---|
| Restatement of the 2024 income: | Income per | Adjustments | Restated |
|---|---|---|---|
| 2024 | 2024 income | ||
| accounts | |||
| £ | £ | £ | |
| Unrestricted Income | |||
| General fund | 3,779,063 | 162,393 | 3,941,456 |
| Pension deficit | 143,490 | 450 | 143,940 |
| Total Unrestricted Income | 3,922,553 | 162,843 | 4,085,396 |
| Restricted Income | |||
| uw | 458,437 | (162,843) | 295,594 |
| Other | 469,623 | 469,623 | |
| Total Restricted Income | 928,060 | (162,843) | 765,217 |
| Total Income | 4,850,613 | 4,850,613 |
| Restatementofthe 2024 funds carried forward: | Balance at | Adjustments | Balance at |
|---|---|---|---|
| 31July | 31July 2024 | ||
| 2024-per | - Restated | ||
| accounts | |||
| £ | £ | £ | |
| Unrestricted funds | |||
| Generalfund | 112,710 | 162,393 | 275,103 |
| Pension deficit | (585,967) | 450 | (585,517) |
| Total Unrestricted | (473,257) | 162,843 | (310,414) |
| Restricted funds | |||
| uw | 194,849 | (162,843) | 32,006 |
| Other | 1,611,392 | 1,611,392 | |
| Total Restricted | 1,806,241 | (162,843) | 1,643,398 |
| Total Funds | 1,332,984 | 1,332,984 |