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← Inn Churches

2025-06-30-accounts

Annual Report 2024-25

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Introduction Introduction and contents
Our Objectives
Progress Review		 2
3-4
5-29
Volunteers and thank yous 9-10
Welfare Hub 11-14
The Trustees present their annual report together with the The Storehouse 15
fnancial statements of the Charitable Company for the year FoodSavers Network 16-18
1 July 2024 to 30 June 2025. The annual report serves the FoodSavers Wellnest
A Gordian Knot		 19
20-21
purposes of both a Trustees’ report and a directors’ report FoodSavers Cookery School 22-25
under company law. Other highlights 26-29
The Trustees confrm that the Annual Report and fnancial
statements of the charitable company comply with the		 Looking Ahead
Financial Update
Financial review		 33 30-32
33-50
current statutory requirements, the requirements of the Principal risks and uncertainties 33-34
charitable
company’s
governing
document
and
the		 Reserves policy 34
provisions of the Statement of Recommended Practice
(SORP) applicable to charities preparing their accounts in		 Fundraising
Statement of Trustees’Responsibilities
Independent Examiner’s Report		 35-36
37
38
accordance
with
the
Financial
Reporting
Standard		 Statement of Financial Activities (SOFA) 39
applicable in the UK and Republic of Ireland (FRS 102) Balance Sheet 40
(efective 1 January 2019). Trustee Declaration
Statement of cash fows		 40
41
Since the Company qualifes as small under section 382 of Notes to the Accounts 42-50
the Companies Act 2006, the Strategic Report required of Company Information 51-53
medium and large companies under the Companies Act
2006 (Strategic Report and Directors’ Report) Regulations		 Structure, governance and management
Our team
Contact information		 51
52
53

Since the Company qualifies as small under section 382 of the Companies Act 2006, the Strategic Report required of medium and large companies under the Companies Act 2006 (Strategic Report and Directors’ Report) Regulations 2013 has been omitted.

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Our Objectives

The prevention or relief of poverty in West Yorkshire by the provision of emergency and other accommodation, advice and assistance for persons in need who are deemed homeless.

To provide grants, items and services to individuals in need, or to other charities or organisations working to prevent or relieve poverty, as the trustees see fit.

To promote the physical and mental health of homeless men and women through the provision of shelter, financial assistance, support, education and practical advice.

In setting their objectives and planning their activities, the trustees have given serious consideration to the Charity Commission’s general guidance on public benefit and in particular the prevention and relief of poverty.

To advance the education of the public and volunteers in the subject of drug awareness, homelessness and other related subjects.

Promoting social inclusion for those excluded or marginalised from society because of social or economic disadvantage.

The furtherance of other such purposes as are exclusively charitable under the Laws of England and Wales, as the trustees shall from time to time determine.

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Practical support for those that need it most

We work to ensure that everybody has access to � affordable, healthy food. Through our Food Savers Network, combining sustainable low-cost food markets with easy access to a Credit Union, we try to reduce dependency on free food provision as part of the wider food support ecosystem. We intercept surplus food and redistribute it to feeding projects across Bradford. We work with Bradford Council and Feeding Bradford & Keighley to plan and coordinate an inclusive food strategy across the District.

Inn Churches aims to provide practical support to those that need it most across the Bradford District. Through our activities we try to empower people who are homeless, vulnerably housed, hungry or cold, helping them to help themselves to make permanent and lasting change with dignity and choice.

Our original area of work, and still core to what we do, is supporting people who are homeless or vulnerably housed. We work with other agencies to ensure that everyone in Bradford has � access to safe and secure accommodation.We run a winter shelter providing emergency accommodation in churches from December to March, working with each guest to secure them longer-term accommodation. We support guests moving into longer-term accommodation with starter packs of kitchen and household equipment, and partner with the Acts 435 charity to fund white goods, furnishings, furniture and other needs.We provide bedding and food to Bradford residents in need as part of the Warm Homes Healthy People partnership, and work with Palm Cove Society to provide food to refugees and asylum seekers. �

�

Our cookery school aims to empower, educate and inspire as many people as possible to cook great tasting healthy food for themselves and their families, helping them to understand healthy eating, food safety in the kitchen, a range of different cooking methods, and how to improve their cooking skills.This empowers people to make better food-related choices, as well as reducing social isolation.

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Progress Review Year ending 30[th] June 2025

Last year, we spoke of “expanding horizons and deepening connections”. This year proved that even the best laid plans require resilience, adaptation, and sometimes, difficult choices. It taught us that “together” means supporting each other not just in success, but through delays, disappointments, and challenges.

Our small but mighty team continues to defy expectations. Funders, partners, and visitors still ask in amazement, “you accomplish all this with how many staff?”The answer remains our exceptional Social Return on Investment - we continue the art of transforming limited resources into real community impact.

2024-25 was meant to be the year of Darley Street Market. The already-delayed market was scheduled to open in early 2025, with our anchor unit on the ground floor as a cooking school, and on the middle floor a FoodSavers hub and events space. However, the further delays we anticipated became the delays we experienced. The opening has been pushed back yet again, with goalposts continuing to shift throughout our negotiations with Bradford

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Council. While frustrating, this has taught us valuable lessons about patience, persistence, and the importance of having alternatives. In the midst of these delays and continued uncertainty, we found we must close Shaw House towards the end of 2025 as the building is being purchased for redevelopment.

Our FoodSavers network continues to evolve, with existing outlets transitioning to our software platform. While we haven’t yet expanded beyond West Yorkshire as anticipated, we did spend time strengthening the resilience of the existing network. Meanwhile, our asset-based development work with Holme in the Wood in Holmewood is opening new doors, developing their popup food offer through genuine partnership.When one opportunity stalled, we found others - proving our adaptability and commitment to our mission.

Our Cooking Hub maintained its vital work with schools and community organisations across Bradford. Kitty's Kits continued to roll out through schools, pantries, and community groups. Our grow kits brought fresh possibilities to families across the district.

The end of the Household Support Fund finally arrived, and we successfully pivoted back toward our original mission: intercepting and redistributing surplus food, and focusing on supporting our FoodSavers outlets.

Amidst all this, we found time to celebrate our fifteenth year, and our growth from a single idea and one staff member to the work of today that you’ll found outlined below.

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During 2024/25, our work increasingly focused on changing the food system itself, not simply responding to its failures. Through strategic partnerships with the Food, Farming and Countryside Commission, Sustainable Food Cities, Trussell and others, we helped advance national and local campaigns calling for Food for Health, Not Wealth and a fundamental rebalancing of how food is produced, promoted and accessed. This included contributing front line insight to policy discussions, supporting public campaigns to fix our broken food system, and amplifying lived experience through platforms such as the Feeding Britain podcast.

Across these collaborations, we championed practical, evidenceled solutions from universal free school meals and restrictions on junk food advertising, to supporting fresh food access, local supply chains and cooking from scratch.

This work is embedded locally as well as nationally.We are proud to be an active partner in Bradford’s Good Food Strategy and the city’s Anti-Poverty Strategy, ensuring that food is recognised not just as a welfare issue, but as a driver of health, dignity and economic resilience. By aligning grassroots delivery with strategic advocacy, we have helped build momentum for change - demonstrating how small, practical interventions can scale into wider system impact when citizens, communities and institutions move together. This approach continues to underpin our mission: creating food systems that nourish people first and place health, equity and sustainability at their core.

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From Credit Unions to our volunteer army, from corporate allies to individual donors - our collaborative tapestry proved essential this year. When external factors created obstacles, these partnerships provided stability and alternative pathways.

Our five pillars - behaviour change, choice, dignity, empowerment, - and financial inclusion guided us through every pivot and decision. In a year when plans changed, our values didn’t.

Bradford’s challenges continue to mirror global pressures,

but we’ve proven something vital: resilience isn’t just about achieving what you planned - it's about maintaining impact when plans must change.

What sets us apart isn't just our ambition, but our ability to adapt without losing sight of our mission. We remain committed to collaboration, innovation, and unwavering respect for human dignity.

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Juli
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Juli Thompson, CEO

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Volunteers

We’d like to say a huge thank you to all the volunteers who work with us all year round: we couldn’t achieve everything we do without them, so thank you very much to everyone who helps throughout the year.

At our Storehouse and Shaw House locations, our regular volunteers gave over two thousand hours of time, weighing and sorting food donations and purchase, moving food around the warehouse, preparing deliveries and keeping the warehouse running, looking after customers at our social supermarket, and maintaining and improving the premises.

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Throughout the year we’re always thrilled to welcome staff from companies and organisations who very kindly volunteer some of their time to help us with various tasks. These include helping out in our social supermarket, looking after our garden at Shaw House, and helping the warehouse team at the Storehouse. Groups also spend some time learning about what we do as an organisation, before – cooking and eating lunch together maybe gaining some new skills as they do. In 2024/25 we have been joined by Univar Solutions,Virgin Media O2,Yorkshire Building Society, Virgin Money, Mastek, and the Hookers & Clickers charity knitters (hookersandclickers.org).

Each Winter Shelter venue recruits their own volunteers, and a single night takes around 65 hours of volunteer time. We operated at host churches for 63 nights in 2024/25 equating to just over four thousand hours of volunteering.

Volunteers are also crucial to the operation of each Food Savers outlet, which operate autonomously.

Finally a big thank you and good luck to our newest cookery school volunteer this summer, Ryan, who has now enrolled at Bradford College to become a chef. Good luck Ryan!

We’re grateful to each and every person who has helped us this year.

Thank you!

We can’t thank Shaw Moisture Meters, and latterly Hami Patel, enough for their extraordinary generosity in gifting us the use of Shaw House for the past five years. It has allowed us to build relationships and develop work that we hadn’t even imagined. We’ll miss the place when it’s gone.

Thanks continue to go to Mad Hatter Tea for keeping us supplied with tea.

Finally we’d like to thank all of our food supply partners, many of whom prefer to remain anonymous, for their continued donations of food.

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Starter Packs

Our starter packs are provided to people moving from the streets into tenancies, and contain essentials such as bedding, crockery, cutlery, cooking equipment and utensils and a kettle. This year we provided 340 starter packs (from 400 referrals), by far the most we’ve ever provided (compared with 132, 170, 209 and 229 over the past four years). This trend shows no sign of declining either.

Warm Homes Healthy People (WHHP)

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340
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WHHP is a partnership of organisations in Bradford helping people who are homeless, or vulnerably or poorly housed, to keep warm through information, emergency support and energy efficiency measures.This year we provided 139 duvets and food for 115 people to 68 families, from 88 referrals. This was a decrease from the last few years, maybe due to milder weather conditions, or to the service not being promoted as much across the partnership.

Essentials

We work with a small number of partners to provide food parcels to newly-arrived refugees and asylum seekers, and other clients in need. This year we provided food to 19 individuals.

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Acts 435

Acts 435 connects people with specific needs to donors who can support them through a crowd-funding site. We post requests for items such as fridges, washing machines, microwaves, clothing, curtains and carpets, and donors are then able to donate towards each item until the need is met. This year generous donors helped us to support a record 168 individuals (from 252 referrals) to purchase nearly £30,000 of items that they wouldn’t otherwise have been able to afford, helping them in establishing tenancies, escaping crisis or building new lives following trauma.

We’re really grateful to be a key partner of Acts 435, allowing us to directly support so many individuals who have nowhere else to turn for support.

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Winter Shelter

Our shelter was planned to open for ten weeks from January to March 2025, as part of the wider Cold Weather Provision and homelessness support network in Bradford.

Unfortunately our opening week this year coincided with heavy snow, and staff and volunteers were unable to get to the church to open. However, Bradford operates a Cold Weather Provision scheme, which is a multi-agency partnership that provides emergency bed spaces to rough sleepers when the temperature is forecast to be below freezing, and all of our guests were able to be accommodated.

As always, our guests were from varied and diverse backgrounds. One guest, who has worked in high-powered jobs in London and Dubai for years, ended up in our shelter after he left his flat one morning to run an errand and returned to find the building boarded up with all his possessions inside. It emerged that his landlord had been engaged in some very shady dealings and had absconded, leaving his tenants unable to get into their homes.

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A very Big Thank You!

“It is with great joy and appreciation that I say thanks for the support provided to me to purchase a much needed fridge/freezer.

First of all, sorry for the delay in expressing my thanks and appreciation for such great kindness towards me. I have been poorly the last couple of weeks. However, I am on the mend now, and have taken this opportunity to say a big thank you, to all who made it possible for me to purchase the much needed fridge/freezer. This show of kindness has not only brought a smile to my face, but it has also renewed my belief in the kindness of humanity to people in dire need.

I am truly grateful for this act of kindness to all who gave to make this dream come true. I send big hugs of appreciation to you all, as you have put a smile on my face once more. Your act of kindness has once again made me believe that there are still very kind people out there. This gift has well and truly been a blessing at the right time.

Thanks to all who gave towards this venture as this is a much needed item that would help me to maintain the right temperature for my medication, and give me peace of mind to know that my medicine is in a safe place at all times. Thanks very much to you all who gave to make my life more comfortable at this moment in time.

THANK YOU VERY MUCH

Partnering with business

“St John’s Shopping Centre have spent a lot of time researching local need in our area. We’re located in a central part of Leeds, and are witness to high levels of deprivation. We want to support the people who support us, and so were keen to work with an organisation that were working with members of our local community.

When we discovered FoodSavers and learned about the work they do, we knew they aligned with our values and aims. So when we found their pantry, only a stone’s throw from us in Little London, we decided to launch a food donation point in partnership with them.

Since then, we have hosted them at the Centre to raise awareness and funds with a pop-up pantry, a mini harvest festival and a Christmas fair! We continue to drum up support of the donation point and hope that our partnership with FoodSavers will continue to grow and develop.”

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65 of food landfill

emits

The Storehouse

Inn Churches Our work supporting food banks and pantries through purchasing and redistributing food came to an end this year. From an initial five-month emergency response to the pandemic, the project has been extended multiple times and has seen us buy and redistribute 800 tonnes of food over a period of five years, thanks to funding from the Government’s Household Support Fund, through Bradford Council.

We continue to support our regular food partners with donated and intercepted food, and as last year have saved 65 tonnes of food from going to landfill, redistributing it to community and faith groups, asylum and refugee projects, homeless provision, schools and other organisations.

As part of our evolving strategy, from April 2025 we have focused our wholesale food support primarily on resourcing FoodSavers outlets who wish to source some of their food from us, in order to make best use of the available supplies.

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123,50
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which is equivalent to
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“Without this, I couldn’t do my week.”

Pantry customer

. Food Savers Network

Our Food Savers Network aims to reduce dependency on foodbanks and free food, by combining sustainable low-cost food markets with easy access to a Credit Union, as part of the wider food support ecosystem.

Each outlet offers high quality fresh and store cupboard food, plus toiletries and household products, for a low weekly membership fee. Much of the food is unwanted or surplus, intercepted from being wasted.

“I can budget much better knowing I can get some of my regular items from the market. I like to come in and meet new people that I wouldn’t normally meet. I get to try veg I’ve never tried and we share different ways of cooking things. Not sure how I managed food wise before I attended the market.”

Pantry customer

Membership also gives the opportunity to attend cookery classes, save in a recognised Credit Union scheme at no extra cost, and enjoy other benefits.

We have now successfully moved all of our existing FoodSavers outlets onto the software platform that supports their operations, tracking members and visits and ensuring that the correct savings are deposited with the Credit Union. Having completed the rollout of the platform, we’ve been able to speed up the opening of new outlets, growing the network to 28 outlets by the end of the year, with more openings in progress across Bradford, Leeds and Calderdale, and initial conversations happening with Credit Unions and local food networks in other areas across the UK.

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e 2024-25 July to June Ado 31,921 FoodSavers weekly shops food for £27,321 191,526 I started by putting away the £1 with my shopping in the Credit of personal meals Union. Now I pay £10 in a week and at Christmas the money in my £ S Network Credit Union account pays for all my savings 2328 Christmas presents! It’s brilliant!”Pantry customer outlets foodsavers.org.uk

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FoodSavers locations : Oe Dest HLL ° Shadwell

L was out of work, was becoming increasingly depressed and required affordable food to feed his son. He always came with his list of foods he required.

Saving with the Credit Union enabled him to buy his son a birthday present, and, with the support of mental health services and Bingley Community Kitchen, he gained much confidence and has now secured a full time post.

Feedback is that he is enjoying life again, both within his employment and socially with his son.

Story from Bingley Community Kitchen

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Food Savers ™ Wellnest

The Wellnest, opening in July 2025 in the new Darley Street Market, is a dedicated - community space designed to nurture wellness, sustainability, and social impact both individually and in building collective resilience within our community.

Created as a collaborative venue for FoodSavers and our partner organisations, this versatile space will create accessible opportunities for the community to engage with essential wellness services, including mental health support, nutritional education, food safety and hygiene training, and health screenings. The space is thoughtfully designed to accommodate diverse programming, from intimate workshops and support groups to larger community wellness fairs and educational seminars.

The Wellnest will operate on the principle that wellness extends beyond individual health to encompass food security, environmental consciousness, and community connection. With partners including My Living Well, BDCU, healthcare providers, wellness practitioners, and other local organisations, we aim to create a network of resources that addresses personal and community wellbeing in a welcoming, accessible environment where learning, healing, and community building intersect.

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A Gordian Knot

In April 2025, in partnership with Bradford Council, we launched our FoodSavers Nourishing Communities vouchers. We’ve been piloting these vouchers over the last 18 months with stallholders in Oastler and Keighley Markets, offering families who really need them the chance to shop for healthy, nourishing food of their choice.

Juli, our CEO, writes:

A Gordian Knot refers to a legendary, impossibly tangled knot said to be undone only by the future ruler of Asia. While many tried to unravel it carefully, Alexander the Great famously solved the puzzle by slicing through it with his sword. Today, the phrase stands for complex problems that demand bold, decisive action - not more tinkering at the edges. The food sector is tangled in contradictions. Supermarkets are overflowing, yet millions can’t afford fresh produce. We teach cooking skills in community kitchens, but learners often go home to empty cupboards. Surplus food piles up in warehouses, while food banks grow busier by the week.

This isn’t a supply problem, it’s a system problem. And like the Gordian Knot, it may not need slow untangling. It needs a bold cut. FoodSavers Nourishing Communities vouchers are that decisive cut. They provide low-income families with direct access to healthy, fresh food, not as handouts, but as purchasing power. People shop where they choose, for food that meets their cultural and nutritional needs. It’s a simple intervention with big results: dignity, health, local economic impact, and reduced reliance on emergency aid.

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These vouchers are part of a wider community infrastructure we’re building, one that includes:

This is not about charity. It’s about shifting power. It’s about enabling people to feed themselves and their families on their terms, and keeping more of that food economy local.

For too long, policy has responded to food poverty with temporary fixes. But we believe it’s time to disrupt the cycle starting from the ground up.

Our work shows that when people are trusted with choice, they make good decisions. When they’re equipped with skills, they use them. And when communities are resourced properly, they thrive.

We invite policymakers to consider:

The Gordian Knot of the food sector can be cut—but only with bold, people-centred solutions that put dignity, choice, and empowerment at the heart.

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Food Savers - Cookery School

We’re very excited that in July 2025 our cooking education work will be moving to a new cookery school space in the new Darley Street Market. We’ve been working with Bradford Council for several years on the move, which will provide a dedicated and purpose-built space where we can deliver cooking courses and workshops to children and adults alike, in the heart of a busy market.

Kid’s Holiday Cooking Classes

When the schools take a break for the holidays, we start our holiday kids’ cooking sessions, and as always this year we welcomed back lots of familiar faces and met lots of new young people too, delivering 42 classes with 336 attendees (non-unique). We celebrated Yorkshire Day, National Burger Day and Afternoon Tea week, and taught lots of healthy and nutritious recipes. We introduced our “Have You Tried Anything New Today?”board, which has been a fun addition, encouraging lots of people to try new foods. We were again grateful to Bradford Council’s Holiday Activities and Food (HAF) programme, funded by the Department for Education, which enabled us to offer many of our sessions to families in receipt of free school meals at no charge.

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Schools and young people

This year we delivered 104 sessions with 703 attendees (non-unique).

We’ve continued our weekly sessions with High Park School: some students have been coming for a few years now and have made amazing progress with their chopping and cooking skills. We’ve had some very positive feedback from the school describing the students’learning and progression:

“H can struggle to go to new places and needed the help of visuals and prompts to transition to his first visit three years ago. H has since shown great improvement and personal enjoyment during his time… He is keen to attend each week and will transition positively there with little prompting.”

“R appears to feel proud of himself when he can answer questions in group discussions about food and nutrition which helps him remain engaged and regulated. The staff have shown R how to safely use tools and equipment which is a functional skill he will take into adulthood with him.”

For some of the students this was their last year at school, and we were delighted to have an invite to their School Leavers Prom. It was lovely to see everyone looking so dressed up and excited at their party. We’ll miss them all coming to classes, but we wish them all well as they move on from school.

West SILC have also been attending for several years and have also made great progress in their cookery skills. We had another student say goodbye, moving on to another class, but not before doing an amazing job of passing their Food Safety Level 2 training. We’re so proud of them and wish them all the best in the future.

In addition to schools attending, we have also worked with two home-school groups.

“The staff at Inn Churches invite attendees into a positive safe space. They use clear and simple communication which helps put the students at ease.

The sessions are clearly broken down into manageable steps which encourage sensory exploration as well as learning functional skills for independence.”

Teacher, High Park School

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Both groups attended our eight-week Ministry of Food Cookery Course, learning about healthy and nutritious balanced meals, chopping and cooking skills and how to be safe in the kitchen.

Bradford Inclusive Disability Service (BIDS) have joined us throughout the year for more sessions, with Teen Zone making a meal for themselves and their families, and Adult Zone making a two-course meal also for themselves and their families. Both events are great teamwork sessions, and we look forward to working with both groups again.

Adult classes

On top of all that, we also delivered a further 13 workshops and classes with organisations including Bradford College, Leaving Care, Neesie, NHS Dieticians, HALE, Carers Resource, as well as delivering Jamie’s Ministry of Food taster sessions and CIEH Food Safety courses.

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Grow kits and cookie tins

This year, as always, we’ve had a lot of help from our volunteers with some big projects we’ve worked on. We worked with Bradford Public Health’s Living Well team to make more “grow kits” for households across the Bradford District. These kits contain seeds for herbs and edible plants, along with planting medium and instructions. What started as a few kits, quickly grew into a huge project where we put together 1,000 kits in one day!

Leading up to the event was a big task: trying to find places to purchase 3,000 packs of seeds at the start of the growing season was tough, plus sourcing 1,000 boxes, 1,000 dry soil pods and 3,000 biodegradable pots. However, our amazing team of volunteers worked so hard on the day and we completed all 1,000 kits in one day.

Thanks also to our volunteers, we spent another day emptying cookies from Christmas tins! We received the donation of tins after Christmas, so to ensure that all the cookies were used before their best before dates and sent to pantries for customers to enjoy, we opened and emptied 2,000 tins, removing the cookies and putting all the tins back for use at a later date.

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Other Highlights

Social Enterprise Yorkshire & Humber awards

We were pleased to be nominated again for an Innovative Use ofTechnology Award at the annual SEYH awards. At the awards ceremony in Doncaster it was fantastic to see all of the amazing work being done by social enterprises across the region, and the countless lives improved by all of organisations doing creative and compassionate work.

Christmas gifts

From donations given to us by Morrisons and Marks & Spencer, with help from our wonderful volunteers from Virgin Media O2, we were able to support Bradford Children and Families Trust with loads of children’s gifts this Christmas.

They told us,

"we’ve given a lot out to social workers who have been taking them to their lookedafter children and we’ve also put some under our Christmas tree in reception."

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Racing the Dragon

In 2024 somebody suggested we sign up for the annual Bradford Dragon Boat Racing Festival at Roberts Park in Saltaire. Always game for a new experience, we assembled a team and jumped right in (not literally) to learn how to paddle. An exhausting but fun day later, we’d stormed to penultimate place, ahead only of the team which failed to even show up!

So when we decided to enter 2025’s festival, there was a lot riding on it: would we manage to improve our position?

Resplendent in our subtle and understated FoodSavers t-shirts, in our first race we left ourselves plenty of room to improve, clocking up a time of 1m20.1s – but still good enough for 24th out of 35 teams. With some excellent coaching from our helmswoman for race 2, we were delighted to shave nearly 3 seconds off our time, though with everybody else improving that was still only 23[rd] in the round. However, in the final heat we slashed another 4 seconds off, for a fastest time of 1m13.2s – 15th in the round.

With the final rankings decided on teams’single fastest times from all three heats (and other teams setting faster times in earlier rounds), our round 3 time was enough to place 24th overall, a very satisfying improvement on last year. More important was the improvement in team work and timing reflected in the 7 second improvement, and the noticeable difference in the feel of the boat when we all pulled together. Draw your own parallels…

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Bradford Community SOUP

This year we reached 36 SOUP events, in partnership with Bradford Bronte Rotary Club and the Bradford G10 Rotary clubs, and heard our 100[th] pitch! SOUP aims to change our local communities for the better by bringing together members of those communities to pitch their ideas for improving our area, and distributing donations to support them based on the votes of those attending.

This year attendees’ donations have supported a prison project teaching cycle maintenance, an accessible games event, an lgbtq cookery support group, an F1 in Schools project, a prostate cancer awareness campaign, our own homeless beanies project, the creation of a counselling space, beds for children who don’t have them, a female genital mutilation awareness and support group, a peace garden, a knife crime project and a heritage festival.

Full details at bradfordsoup.org.uk.

Christmas Pudding party

In November 2024 we held a Christmas pudding masterclass. During a fun afternoon filled with festive fare, delightful company and seasonal cheer, attendees learnt the secrets of creating their own Christmas pudding masterpieces, as well as nominating a charity to receive £10 from every entry ticket. The winning charity, drawn from a festive hat, was the West Yorkshire Rotary Accessible Games.

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The Magic of Rotary

One crisp October weekend, in the coastal town of Scarborough, Rotarians converged for the annual District 1040 Conference, the annual coming together of fellowship and friendships old and new. The event was a testament to the spirit of Rotary: a force that brings people together to create meaningful change. This year’s theme of “The Magic of Rotary“ was evident in every session, conversation, and initiative shared.

The conference showcased a diverse programme of speakers who inspired with their stories of impact, both locally and internationally. One of the most exciting additions to this year’s agenda was FoodSavers, an initiative emphasising the role of affordable food pantries in tackling hunger and sustainability whilst building financial security through saving.

At this year’s conference, FoodSavers sparked an important conversation about expanding Rotary’s impact.With food being central to health, stability, and economic growth, the question was asked to formally recognise it within Rotary’s Seven Areas of Focus. By incorporating Food Security and Sustainability, Rotary would further its commitment to eradicating hunger and promoting equitable access to nutritious meals worldwide. Food is not just a necessity it is a foundation for thriving communities, aligning with every aspect of Rotary’s global mission.

Beyond the sessions and exhibitions, the true magic of Rotary was evident in moments of connection. As delegates gathered over shared meals, discussed ideas, and celebrated achievements, it became clear: together people create change. Rotary, where passion and kindness creates action, and where togetherness truly achieves more.

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Looking
ahead
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As last year, the most significant future development is the opening of our cookery school and Wellnest in the new Darley Street Market, which will finally be happening in July 2025. It will be quite a job to finish kitting out the two venues, move in all of the equipment required, and set up all the processes required to operate the spaces. Amidst the additional work of the move, we will continue to work with schools and community organisations across Bradford to deliver cooking and healthy eating education.

All of the market traders involved in our Nourishing Communities voucher scheme are moving to Darley Street when Oastler Market closes, and we are working with Bradford Council to increase access to the scheme with new referral partners, more places to redeem the vouchers for fresh and healthy produce, and regular support sessions for participants in the scheme to help with health and nutrition information, cooking lessons and wellbeing support.

We will continue to bring new FoodSavers outlets on board across West Yorkshire, as well as continuing and beginning conversations with Credit Unions and food networks across the UK about taking up the FoodSavers model. We want to develop our early asset-based community development work with Holme in the Wood to see

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how the FoodSavers can be adapted for a different context. We will also continue to work closely with Feeding Bradford & Keighley, Bradford Council and other partners to develop a fair and sustainable food strategy for Bradford, in particular around the Government’s new Crisis and Resilience Fund for 2026-29.

Having focused back on redistributing intercepted and donated food, rather than extensive purchasing of food, we need to refine and develop our model in the changing food landscape to ensure that we can find the right balance of affordability and sustainably for us.

We will continue to try and grow the number of venues for our Winter Shelter so that we can operate throughout the winter, and to ensure that we move as many guests as possible into longer-term accommodation.

Running through our work we want to refocus slightly onto the benefits we can bring to children and families, as well as focusing on building hyper-local community and ensuring that our work keeps resources within those communities, rather than extracting resources elsewhere. We think that those are threads and values that run through many aspects of our work, and we want to spend some time as a team thinking about how that might inform our work going forward.

Organisationally, ensuring financial stability is always a priority. Our new presence in Darley Street Market, an area of much higher footfall and‘passing trade’than we have previously enjoyed should provide significant opportunities both for raising awareness of our work, and for income generation. We will need to work strategically to ensure we maximise those opportunities. We also want to develop more comprehensive and long-term relationships and partnerships with businesses and organisations across the city to help raise awareness of issues key to the vision of the

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charity, to gain support to help tackle those issues, and to maximise the benefits to both parties. A great example of this is the voucher scheme, which directly supports families who need a little help to afford to eat properly, but has also brought new trade to the market traders and benefited the local economy by keeping money flowing into it. This forms part of our ongoing strategy to diversify our income streams and provide longer-term stability for the organisation.

Our staff team has grown significantly over recent years, and will do so further next year. We need to make sure that we adapt to the challenges and opportunities of a larger team, supporting and developing each team member and building a strong and healthy team culture. We also continue to seek new Trustees to strengthen our Trustee board and to build a healthy and strong culture of good governance.

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Financial Update Year ending 30[th] June 2025 Financial review Principal risks and uncertainties

Financial review

Total income for the year was £865,044 (2024: £598,048). Total expenditure for the year was £898,700 (2024: £1,055,356).

Net expenditure for the year was £33,656 (2024: £457,308), including net income of £39,575 on unrestricted funds and net expenditure of £73,231 on restricted funds.

The trustees have reassessed the charity's ability to continue for at least twelve months from the date that the accounts are approved and conclude that no material uncertainties exist that cast significant doubt on the charity’s ability to continue as a going concern.

The Trustees continually monitor external factors, as well as those within our control, which might affect the current operations of the charity, or its future. The Trustees continue to be mindful of the fragility of the global food chain and the sustained inflation in food prices over recent years, and the knock-on effects to the availability of surplus food as suppliers and individuals donate less. There are encouraging signs that the availability of surplus food has stabilised somewhat.

Whilst individual and organisational giving has held up reasonably well, there are many local, national and international factors that could lead to people and organisations being less able or willing to give, so we continue to monitor levels of donations closely.

The Government’s Household Support Fund ends in March 2026. The shortcomings of that funding were discussed in last year’s report, and some have been addressed in the replacement Crisis and Resilience Fund which will be rolled out from April 2026, in particular a commitment to three years of funding which will help budgeting and planning across the sector. We continue to work closely with Bradford

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Metropolitan District Council on how best to allocate this funding to best support those who need it most.

Competition for funding from grant funders continues to be fierce, with most funders heavily oversubscribed.

With the long-awaited move to the market now imminent, there will be more scope to generate income with greatly increased visibility and footfall.

We have received notice that our Shaw House venue now falls within the footprint of the proposed Bradford CityVillage development and we will therefore need to vacate the premises within the next year. Some activities will move to our new units at Darley Street Market, but there is currently no obvious home for our pantry, so we are exploring options as to whether and how we continue that work. We’re also sad to be saying goodbye to the Homeless Outreach Partnership (HOP) who have been based there for the past couple of years, but we look forward to building on the excellent working relationship we have developed.

All incoming resources and resources expended derive from continuing activities.

Reserves policy

The charity’s free reserves, excluding fixed assets, at 30[th] June 2025 were £273,464 (2024: £215,760).

The charity’s reserves policy states that it will hold three to six months’ expenditure as unrestricted reserves, equivalent to £204,411 to £408,822 for the budgeted 2025-26 expenditure.

Free reserves are therefore in the range required by the reserves policy, albeit towards the lower end.

The charity continues to generate unrestricted income wherever possible to fund current and future activities and ensure that we remain sustainable and resilient.

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Expenditure Income
-900 -700 -500 -300 -100 100 300 500 700 900
£ thousands
Unrestricted funds
Restricted funds
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Fundraising

Inn Churches is committed to ensuring that fundraising to support its objectives is carried out ethically, adhering to best practice guidance from the Charity Commission and the Institute of Fundraising.

We are committed to being accountable and transparent in all aspects of our fundraising, operating in line with the Institute of Fundraising’s Codes of Conduct.

Telling our story

Any requests or appeals for donations will truthfully and accurately present the charity’s work, and not seek to mislead or distort our activities and their impact.

Our work supports individuals and groups in difficult and challenging situations, and it is often these circumstances that best explain why our work is needed.We therefore need to present and publicise these situations in order to raise funds. In doing so we are mindful that whilst text and images explaining the difficulties faced by those we support are not in themselves harmful, we need to ensure that they are presented in a balanced way whilst not downplaying the challenges faced by those we support.

We are also mindful of the need to respect the dignity and privacy of those we support. We will therefore seek and record permission from individuals where we use their name, tell a story which might identify them, use a direct quote from them or use an identifiable image of them. Where we use images and names, we will ensure that we provide a full briefing before asking for consent, to ensure that all those identified know what to expect and are prepared for how this might impact them, both practically and emotionally.

Donors and the public are entitled to expect administrative and overhead costs to be kept to the minimum necessary for the charity to operate efficiently and effectively, but in telling our story we will always challenge the

belief that services can be delivered without these costs, and seek to portray the true cost of delivering services.

In order to maximise our reach (and therefore access to potential donors), we will consider reciprocal mailings, where we send out information to our supporters about another charity. In exchange for them sending our information out to an equivalent number of their supporters. This will only be done where the other charity’s objectives do not conflict or compete with ours, and by an exchange of information between the charities rather than giving access to or sharing the mailing lists (even temporarily).

Recording and reporting on donations

Our financial procedures policy outlines our processes for handling incoming cash, cheques and bank payments. In particular, we will bank donation cheques as soon as possible after receiving them.

Donors will be thanked promptly for their donations. Any questions about donations will also be responded to as soon as possible, and within 14 days.

Donors’ preferences relating to their donations will be respected wherever possible. In particular, where funds are donated towards a particular piece of work they will be classed as restricted funds and accounted for (and reported on) separately in our annual accounts, along with the expenditure they are used for. We will make every effort to honour donors’preferences on the frequency and type of follow-up contact they receive.

We affirm that donors and public are entitled to know how we spend funds that are donated to us. To that end, we will publish annual accounts conforming to the Charities Statement of Recommended

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Practice (SORP), which will include a breakdown of what our funds have been spent on. All reasonable requests for details of our expenditure will be welcomed and responded to with the information requested.

Donations worth more than 1% of our annual income (in the year in which they are received) will be declared separately in our annual accounts.

Records of donations and donors will be stored in line with our Data Protection and Confidentiality policies, and kept confidential except where we are required to disclose them by law, or for the purposes of reclaiming Gift Aid. We are committed to respecting the privacy of donors, and allow anonymous donations.

The cost of fundraising

To help prevent staff or contractors applying undue pressure on the public to donate funds, individuals or organisations providing skills or services used in, or relating to fundraising will be paid an agreed fixed or time-related fee, not a commission or percentage-based fee. Any employed staff engaged in fundraising will not be paid performance-related pay.

Fundraising costs will be separated and monitored in management and annual accounts.

Ethical considerations in accepting donations

In deciding whether to accept or refuse donations, Trustees (and those acting on their behalf) have a responsibility to maximise the charity’s resources. Therefore they must be able to demonstrate to the Charity Commission that any decision to refuse a donation is in line with the charity’s objectives.

There are usually three grounds for refusing a donation:

Where none of these apply, there would normally be no reason to refuse the donation and therefore it should be accepted, to maximise the resources available to the charity.

The main matter of judgement which arises is therefore when association with a donor would negatively affect Inn Churches’ reputation, for example where the donor’s reputation or public image would alienate other donors, supporters or volunteers (or potential donors, supporters or volunteers). If the Trustees consider that accepting the donation would weaken the charity more than the funds would strengthen it, the donation should be refused.

In making such judgements, consideration should also be given to the form of the donation and the benefits to the donor of association with Inn Churches. For example, an un-publicised donation from the charitable arm of a contentious donor brings different benefits to the donor (and potential risks or harms to Inn Churches) than a highprofile corporate sponsorship.

Any decision relating to a potentially controversial donor or donation must be made by considering whether the charity's objects are affected by association with the donor or donation, and not by aggregating the personal beliefs of trustees, staff or volunteers.

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Statement of Trustees’ Responsibilities

The Trustees (who are also the directors for the purposes of company law) are responsible for preparing the Trustees’report and the financial statements in accordance with the 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. Under company law, the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Company and of its incoming resources and application of resources, including its income and expenditure, for that period. In preparing these financial statements, the Trustees are required to:

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the Company’s transactions and disclose with reasonable accuracy at any time the financial position of the Company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Approved by order of the members of the board of Trustees and signed on their behalf by:

Gemma Basharan 25[th] March 2026 Gemma Basharan

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Independent Examiner’s Report for the year ended 30 June 2025

Independent Examiner's Report to the Trustees of Inn Churches (the charitable company)

I report to the charity trustees on my examination of the accounts of the charitable company for the year ended 30 June 2025.

Responsibilities and basis of report

As the trustees of the charitable company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).

Having satisfied myself that the accounts of the charitable company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charitable company’s accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

view’which is not a matter considered as part of an independent examination; or

  1. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities [applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)].

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.

This report is made solely to the Charitable Company’s Trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. My work has been undertaken so that I might state to the Charitable Company’s Trustees those matters I am required to state to them in an Independent Examiners Report and for no other purpose. To the fullest extent permitted by law, I do not accept or assume responsibility to anyone other than the Charitable Company and the Trustees as a body, for my work or for this report.

Independent examiner's statement

Since the charitable company’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 Institute of Chartered Accountants in England and Wales, which is one of the listed bodies.

Lesley Kendrew 26[th] March 2026

I have completed my examination. I confirm that no 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 company as required by section 386 of the 2006 Act; or

  2. the accounts do not accord with those records; or

  3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a‘true and fair

Lesley Kendrew FCA BHP Professional Services Limited New Chartford House, Centurion Way, Cleckheaton, Bradford, West Yorkshire, BD19 3QB

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Statement of Financial Activities

For the year ended 30[th] June 2025

Year ending 30 Year ending 30th June 2025 (£) 2023-24 (£)
Unrestricted Restricted Total Total
Notes funds funds funds funds
Income from:
Donations and grants (2) 34,344 775,844 810,188 563,544
Charitable activities (3) 42,314 - 42,314 28,023
Other trading activities (4) 3,423 - 3,423 12
Investments (5) 9,119 - 9,119 6,469
Total income 89,200 775,844 865,044 598,048
Expenditure on:
Raising funds 1,376 1,979 3,355 3,580
Charitable activities (6) 48,249 847,096 895,345 1,051,776
Total expenditure 49,625 849,075 898,700 1,055,356
Net movement in funds 39,575 (73,231) (33,656) (457,308)
Reconciliation of funds:
Total funds brought forward 266,597 846,440 1,113,037 1,570,345
Transfers - - - -
Net movement in funds 39,575 (73,231) (33,656) (457,308)
Funds carried forward 306,172 773,209 1,079,381 1,113,037

The Statement of Financial Activities includes all gains and losses recognised in the year. The notes on pages 42 to 50 form part of these financial statements.

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Balance Sheet

As at 30[th] June 2025

2025 (£) 2024 (£)
Notes
Fixed assets
Tangible assets (11) 9,668 16,277
Intangible assets (12) 23,040 34,560
Total 32,708 50,837
Current assets
Debtors (13) 569,867 409,360
Cash at bank & in hand 519,685 716,826
Total 1,089,552 1,126,186 .

Creditors: amounts falling due within one year

Creditors: amounts falling
within one year		 due
Creditors (14) (42,879) (62,102)
Net current assets 1,046,673 1,064,084
Total assets less current liabilities 1,079,381 1,114,921
Creditors: amounts falling due
after more than one year:
Creditors (15) - (1,884)
Total net assets 1,079,381 1,113,037
Charity funds (17)
Restricted funds 773,209 846,440
Unrestricted funds 306,172 266,597
Total funds 1,079,381 1,113,037

Trustee Declaration

The charitable company was entitled to exemption from audit under section 477 of the Companies Act 2006.

The members have not required the company to obtain an audit for the year in question in accordance with section 476 of Companies Act 2006.

The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preparation of financial statements.

The financial statements have been prepared in accordance with the provisions applicable to entities subject to the small companies’regime.

The financial statements were approved and authorised for issue by the Trustees and signed on their behalf:

Gemma Basharan 25[th] March 2026

Gemma Basharan

The notes on pages 42 to 50 form part of these financial statements.

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Statement of Cash Flows

For the year ended 30[th] June 2025

For the year ended 30[th] June 2025
Cash flow from operating activities 2025 (£) 2024 (£)
Net cash used in operating activities (203,030) 37,824
Cash flows from investing activities
Dividends, interest and rents from investments 9,119 6,469
a
Net cash provided by investing activities 9,119 6,469
Cash flows from financing activities
Repayments of borrowing (3,230) (3,230)
Net cash used in financing activities (3,230) (3,230)
Change in cash and cash equivalents in the year (197,141) 41,063
Cash and cash equivalents at the beginning of the year 716,826 675,763
Cash and cash equivalents at the end of the year 519,685 716,826
Reconciliation of net movement in funds to net cash flow from operating activities2025 (£) 2024 (£)
Net movement in funds for reporting period(per Statement of Financial Activities) (33,656) (457,308)
Adjustments for:
Depreciation charges 6,609 16,758
Amortisation charges 11,520 11,520
Dividends and interest from investments (9,119) (6,469)
Loss / (profit) on sale of fixed assets - 2,160
(Purchase of tangible fixed assets) - (19,336)
(Purchase of intangible fixed assets) - (46,080)
(Increase) / decrease in debtors (160,507) 545,981
Increase / (decrease) in creditors (17,877) (9,402)
Net cash provided by (used in) operating activities (203,030) 37,824
Analysis of cash and cash equivalents 2025 (£) 2024 (£)
Cash at bank 519,673 716,811
Cash in hand 12 15
Total cash and cash equivalents 519,685 716,826

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Notes to the accounts

1. Accounting policies

1.1 Basis of preparation of financial statements

The financial statements have been prepared in accordance with the Charities SORP (FRS 102) - Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Acts 2006.

Inn Churches meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.

1.2 Going concern

At the time of approving the financial statements, the Trustees have a reasonable expectation that the charitable company has adequate resources to continue in operational existence for the foreseeable future. Thus the Trustees continue to adopt the going concern basis of accounting in preparing the financial statements.

1.3 Income

All income is recognised once the charitable company has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.

Grants are included in the Statement of Financial Activities on a receivable basis. The balance of income received for specific purposes but not expended during the period is shown in the relevant funds on the Balance Sheet. Where income is received in advance of entitlement of receipt, its recognition is deferred and included in creditors as deferred income. Where entitlement occurs before income is received, the income is accrued.

Income tax recoverable in relation to investment income is recognised at the time the investment income is receivable.

1.4 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity.

Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use. Expenditure on raising funds includes all expenditure incurred by the charitable company to raise funds for its charitable purposes and includes costs of all fundraising activities, events and non-charitable trading.

Expenditure on charitable activities is incurred on directly undertaking the activities which further the charitable company’s objectives, as well as any associated support costs.

All expenditure is inclusive of irrecoverably VAT.

1.5 Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the Company; this is normally upon notification of the interest paid or payable by the institution with whom the funds are deposited.

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1.6 Tangible fixed assets and depreciation

Tangible fixed assets costing £2,500 or more are capitalised and recognised when future economic benefits are probable and the cost or value of the asset can be measured reliably.

Tangible fixed assets are initially recognised at cost. After recognition, under the cost model, tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. All costs incurred to bring a tangible fixed asset into its intended working condition should be included in the measurement of cost.

Depreciation is charged so as to allocate the cost of tangible fixed assets less their residual value over their estimated useful lives.

Depreciation is provided on the following bases:

1.7 Intangible fixed assets and amortisation

Intangible fixed assets costing £2,500 or more are capitalised and recognised when future economic benefits are probable and the cost or value of the asset can be measured reliably.

Intangible fixed assets are initially recognised at cost. After recognition, under the cost model, intangible fixed assets are measured at cost less accumulated amortisation. All costs incurred to bring an intangible fixed asset into its intended working condition should be included in the measurement of cost.

Amortisation is charged so as to allocate the cost of intangible fixed assets less their residual value over their estimated useful lives.

Amortisation is provided on the following bases:

1.8 Debtors

Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

1.9 Cash at bank and in hand

Cash at bank and in hand includes cash and shortterm highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

1.10 Liabilities and provisions

required in settlement, and the amount of the settlement can be estimated reliably.

Liabilities are recognised at the amount that the charitable company anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide.

Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised in the Statement of Financial Activities as a finance cost.

1.11 Financial instruments

The charitable company only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

Liabilities are recognised when there is an obligation at the Balance Sheet date as a result of a past event, it is probably that a transfer of economic benefit will be

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1.12 Finance leases and hire purchase

Assets obtained under hire purchase contracts and finance leases are capitalised as tangible fixed assets. Assets acquired by finance lease are depreciated over the shorter of the lease term and their useful lives. Assets acquired by hire purchase are depreciated over their useful lives. Finance leases are those where substantially all of the benefits and risks of ownership are assumed by the charitable company. Obligations under such agreements are included in creditors, net of the finance charge allocated to future periods. The finance element of the rental payment is charged to the Statement of Financial Activities so as to produce a constant periodic rate of charge on the net obligation outstanding in each period.

1.13 Operating leases

Rentals paid under operating leases are charged to the Statement of Financial Activities on a straight-line basis over the lease term.

1.14 Pensions

The charitable company operates a defined contribution pension scheme and the pension charge represents the amounts payable by the charitable company to the fund in respect of the year.

1.15 Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the charitable company and which have not been designated for other purposes. Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charitable company for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

Investment income, gains and losses are allocated to the appropriate fund.

2. Income from donations and grants

2. Income from donations and grants
(£)
Unrestricted
Restricted
Donations
32,194
1,334
Grants
2,150
774,510		 2024-25
Total
33,528
776,660
34,344
775,844		 810,188
(£)
Unrestricted
Restricted
Donations
36,764
30
Grants
-
526,750		 2023-24
Total
36,794
526,750
36,764
526,780		 563,544

3. Income from charitable activities

3. Income from charitable activities
(£)
Unrestricted
Restricted
Commissioned services
42,314
-		 2024-25
Total
42,314
42,314
-		 42,314
(£)
Unrestricted
Restricted
Commissioned Services
28,023
-		 2023-24
Total
28,023
28,023
-		 28,023

4. Income from other trading activities

4. Income from other trading activities
(£)
Unrestricted
Restricted
Events and fundraising
3,423
-		 2024-25
Total
3,423
3,423
-		 3,423
(£)
Unrestricted
Restricted
Events and fundraising
12
-		 2023-24
Total
12
12
-		 12

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5. Investment income

5. Investment income
(£) 2024-25
Unrestricted Restricted Total
Bank interest
9,119		 - 9,119
9,119
(£)
qq		 - 9,119
2023-24
Unrestricted
Restricted
Total
Bank interest
6,469
-
6,469
6,469
-
6,469
6. Analysis of expenditure on charitable activities
——S——<=
Summary by fund type
Summary by fund type
(£) 2024-25
Unrestricted Restricted Total
Staff costs 6,583 295,382 301,965
Direct project costs 6,465 479,618 486,083
Grants to other organisations 200 (800) (600)
Overheads 16,872 72,896 89,768
Depreciation 6,609 - 6,609
Amortisation 11,520 - 11,520
Disposal of fixed assets - - -
NN
e_V—		 48,249
847,096
895,345
e_V—
(£) 2023-24
Unrestricted Restricted Total
Staff costs 400 303,414 303,814
Direct project costs (3,004) 622,867 619,861
Grants to other organisations - 15,376 15,376
Overheads 726 81,560 82,286
Depreciation 16,759 - 16,759
Amortisation 11,520 - 11,520
Disposal of fixed assets 2,160 - 2,160
28,559 1,023,217 1,051,776

Analysis of total expenditure

Staff costs

Direct Project Costs

Grants and gifts

Fundraising & Promotional

Overheads

Depreciation / Amortisation / Disposal

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7. Analysis of expenditure by activities

(£) 2024-25
Activities undertaken directly Total
Staff costs 301,965 301,965
Direct project costs 486,083 486,083
Grants to other organisations (600) (600)
Overheads 89,768 89,768
Depreciation 6,609 6,609
Amortisation 11,520 11,520
895,345 895,345
(£) 2023-24
Activities undertaken directly Total
Staff costs 303,814 303,814
Direct project costs 619,861 619,861
Grants to other organisations 15,376 15,376
Overheads 82,286 82,286
Depreciation 16,759 16,759
Amortisation 11,520 11,520
Disposal of fixed assets 2,160 2,160
1,051,776 1,051,776

8. Net income / (expenditure)

9. Staff costs

9. Staff costs
(£) 2024-25 2023-24
Wages and salaries 272,479 278,567
Social security costs 20,729 20,230
Contribution to defined contribution pension schemes 5,084 5,017
Redundancy and termination payments 3,673 -
Total 301,965 303,814
(No.) 2024-25 2023-24
All staff 11.4 10.0
Full-time equivalent (FTE) 8.6 8.2

No employee received remuneration amounting to more than £60,000 in either year.

Key management personnel compensation in total was £92,930 (2024 - £83,895).

10. Trustees’ remuneration and expenses

During the year, no trustees received any remuneration or other benefits (2024 - £NIL).

During the year ended 30[th] June 2025, no Trustee expenses have been incurred (2024 - £NIL).

8. Net income / (expenditure)
(£) 2024-25 2023-24
Depreciation of tangible fixed assets 6,609 16,759
Amortisation of intangible fixed assets 11,520 11,520
Disposal of tangible fixed assets - 2,160
Operating lease rentals 15,250 15,188

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11. Tangible fixed assets

(£) Fixtures and fttings Vehicles Total
Cost
At 1st July 2024 22,384 52,484 74,868
Disposals - (12,000) (12,000)
Additions - - -
At 30th June 2025 22,384 40,484 62,868
Depreciation
At 1st July 2024 20,609 37,982 58,591
Disposal - (12,000) (12,000)
Charge for the year 1, 775 4,834 6,609
At 30th June 2025 22,384 30,816 53,200
Net book value
At 1st July 2024 1,775 14,502 16,277
At 30th June 2025 - 9,668 9,668

12. Intangible fixed assets

12. Intangible fxed assets
(£) Software Total
Cost
At 1st July 2024 46,080 46,080
Additions - -
At 30th June 2025 46,080 46,080
Amortisation
At 1st July 2024 11,520 11,520
Charge for the year 11,520 11,520
At 30th June 2025 23,040 23,040
Net book value
At 1st July 2024 34,560 34,560
At 30th June 2025 23,040 23,040

13. Debtors

(£) 2025 2024
Due within one year
Trade debtors 2,471 5,360
Prepayments and accrued income 567,396 404,000
Total 569,867 409,360

14. Creditors: Amounts falling due within one year

(£) 2025 2024
Trade Creditors 13,060 43,994
Obligations under fnance lease and hire purchase contracts 1,884 3,230
Other creditors 21,935 8,878
Accruals and deferred income 6,000 6,000
Total 42,879 62,102

15. Creditors: Amounts falling due after more than one year

one year
(£)
Net obligations under fnance lease and
hire purchase contracts		 2025
2024
-
1,884
Total -
1,884
16. Financial instruments
(£)
2025
2024
Financial assets measured at fair value
through income and expenditure
519,685
716,826
Total
519,685
716,826

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17. Statement of funds

Statement of funds - current year

(£) Balance at Balance at Income Expenditure Balance at
1st July 2024 30th June 2025
Unrestricted funds
General Funds - all funds 266,597 89,200 (49,625) 306,172
266,597 89,200 (49,625) 306,172
Restricted funds
Clothing 640 - - 640
Feeding Bradford 7,981 7,505 (7,253) 8,233
FoodSavers
Comic Relief 376,564 - (87,094) 289,470
Feeding Britain 5,924 - - 5,924
LCCT - 13,000 (13,000) -
Jerusalem Trust 3,011 - (2,276) 735
Vouchers (Council) - 210,000 (6,284) 203,716
Wellnest (Public Health) - 30,000 (1,485) 28,515
Grow Well (Public Health) 5,000 9,500 (14,500) -
Healthy eating (HAF) 13,135 7,665 (10,585) 10,215
Household Support Fund
Food provision 356,677 416,350 (620,868) 152,159
Healthy eating 8,407 37,775 (24,778) 21,404
Leeds vouchers - 1,000 (705) 295
LindenTrust - 8,000 (7,880) 120
BradfordSOUP - 3,619 (3,227) 392
RotaryTree - 650 (350) 300
StitchingElbaFoundation 40,350 - (10,360) 29,990
Warm Homes Healthy People 28,751 29,508 (38,430) 19,829
WOW Community Partnership - 1,272 - 1,272
846,440 775,844 (849,075) 773,209
Total of funds 1,113,037 865,044 (898,700) 1,079,381

The specific purposes for which the funds are to be applied are as follows: Donation towards winter coats and clothing for people who are homeless Costs of hosting the Feeding Bradford & Keighley Network Funding for FoodSavers Network setup and rollout Rollout of FoodSavers Network nationwide Initial setup costs of FoodSavers outlets (equipment and promotion) Rollout of FoodSavers in Leeds FoodSavers rollout (promotion, research and evaluation) Nourishing Communities food voucher scheme Wellnest wellbeing venue and activities in Darley Street Market Seed growing kits Provision of food and cooking classes for school holiday feeding projects Household Support Fund Council food provision for food banks / pantries (distributed centrally) Food education and market voucher scheme Voucher scheme extension to Pudsey Inn Churches’charitable aims Bradford SOUP donations and grants Ornamental tree in Darley Street Market Fit out of cookery school in Darley Street Market (change agreed with funder) Provision of duvets and food to those referred through WHHP “Cooking for Health Benefits”project

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17. Statement of funds - continued

Statement of funds - prior year

(£) Balance at Balance at Balance at
1st July 2023 Income Expenditure Transfers 30th June 2024
Unrestricted funds
General Funds - all funds 156,339 71,268 (29,200) 68,190 266,597
156,339 71,268 (29,200) 68,190 266,597
Restricted funds
Clothing 640 - - - 640
Feeding Bradford 13,668 30 (5,717) - 7,981
FoodSavers
Comic Relief 554,000 - (134,839) (42,597) 376,564
Council 33,343 - (29,083) (4,260) -
Feeding Britain 6,531 - (607) - 5,924
Jerusalem Trust 8,213 - (5,202) - 3,011
Grow Well - 5,000 - - 5,000
Healthy eating (HAF) 5,659 8,272 (796) - 13,135
Healthy food (SPF) 2,375 - (2,375) - -
Homelessness Transformation 30,276 - (28,727) (1,549) -
Household Support
Food provision 628,712 496,100 (748,695) (19,440) 356,677
Healthy eating 19,981 19,019 (30,593) - 8,407
Positive Pathways 5,205 (5,205) - - -
BradfordSOUP (25) - 25 - -
StitchingElbaFoundation 40,350 - - - 40,350
Warm Homes Healthy People 65,078 3,564 (39,547) (344) 28,751
1,414,006 526,780 (1,026,156) (68,190) 846,440
Total of funds 1,570,345 598,048 (1,055,356) - 1,113,037

18. Analysis of net assets between funds

Analysis of net assets between funds - current year

(£) 2024-25
Unrestricted Restricted Total
Tangible fxed assets 9,668 - 9,668
Intangible fxed assets 23,040 - 23,040
Current assets 304,010 785,542 1,089,552
Creditors due within one year (30,546) (12,333) (42,879)
Total 306,172 773,209 1,079,381

Analysis of net assets between funds - prior year

(£) 2023-24
Unrestricted Restricted Total
Tangible fxed assets 16,277 - 16,277
Intangible fxed assets 34,560 - 34,560
Current assets 225,851 900,335 1,126,186
Creditors due within one year (8,207) (53,895) (62,102)
Creditors due in more than one year (1,884) - (1,884)
Total 266,597 846,440 1,113,037

19. Financial commitments

Future minimum lease payments due under finance leases:

(£) 2025 2024
Within one year 1,884 3,230
In two to fve years - 1,884
Total 1,884 5,114

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20. Related party transactions

During the year, the charitable company had the following transactions with related parties:

Juli Thompson, related to Connor Birch

During the year the charitable company was charged purchases of £2,732 (2024 - £NIL) from Connor Birch. At 30[th] June 2025, the charitable company owed £175 (2024 - £NIL) to Connor Birch. Connor Birch is a related party by virtue of being son to Juli Thompson (CEO of Inn Churches).

Acts 435 and Bradford District Credit Union

The charity is an Advocate for the Acts 435 charity. We post requests for help on the Acts 435 website on behalf of our beneficiaries who are in need. Donors visiting the Acts 435 website can then donate towards those requests. We ensure that the donation is spent on the help requested by the beneficiary.

In this way we are acting as agent: donations are made to Acts 435 (a registered charity), who are eligible to claim Gift Aid on the donations (which fund its operational costs). During the year we received £26,405 of funds (2024: £21,405) and disbursed £28,047 of funds (2024: £20,731).

At the year end the charity was holding £494 relating to the scheme (2024: £2,136). This sum has been excluded from the cash balance at the year end and the donations received and passed on have also been excluded from the accounts in accordance with the Charities SORP FRS 102.

Similarly, we process FoodSavers member contributions to Bradford District Credit Union (BDCU) which are excluded from the accounts. This year we received £1,505 from members (2024: £1,384) and sent £1,532 to BDCU (2024: £1,325), holding a balance of £115 at the year end (2024: £142).

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Company Information

Year ending 30[th] June 2025

Structure, governance and management

The charity (#1149792) is a company limited by guarantee (#08242641) and was formed on 5[th] October 2012. It is governed by a Memorandum and Articles of Association.

The liability of the members in the event of the company being wound up is limited to a sum not exceeding £1 each.

New Trustees are appointed by an ordinary resolution of the charity. New Trustees receive a comprehensive induction including an interview with the existing Trustees, two trial meetings, copies of the charity’s governing document and its policies, copies of previous annual reports and the Charity Commission’s“Essential Trustee”guide. They also contribute to a skills audit.

The charity’s day-to-day operational decisions are delegated to staff (via the CEO), whilst Trustees take decisions about new projects or services, stopping an area of work, property, staff remuneration and entering or ceasing partnerships.

The Charity works in formal partnership with Bradford District, Calderdale and Leeds Credit Unions on the Food Savers Network, and with FareShare on surplus food provision. It is a founding partner (and host) of the Feeding Bradford & Keighley Network, a member of the Bradford Sustainable Food Partnership, part of the Warm Homes Healthy People partnership in Bradford, and a key partner of Acts 435. It also works closely with the Housing Outreach Partnership, and works extensively with Bradford Metropolitan District Council on their good food and anti-poverty strategies.

Registered office

Inn Churches The Storehouse 116 Caledonia Street Bradford BD4 7BQ

Independent examiner

BHP Professional Services Limited New Chartford House Centurion Way Cleckheaton Bradford West Yorkshire BD19 3QB

Bankers

Triodos Bank National Westminster Deanery Road Bank Plc Bristol 250 Bishopsgate BS1 5AS London EC2M 4AA

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Staff

Trustees

Juli Thompson Chief Executive Officer, Company Secretary Soraya Overend Chief Operating Officer Ben Clymo Business Manager

Roland Clark Chair Gemma Basharan Treasurer Sue Rhodes Secretary Emma Strachan David Butterfield

Maria Varley-Tawfik FoodSavers Relationship Manager (West Yorkshire)

Clare Howarth FoodSavers Relationship Manager (Bradford)

Lily Turk FoodSavers Wellnest Associate From January 2025 Blanca Rios FoodSavers Nourishing Communities Relationship Manager From April 2025

Iryna Meggitt Pantry Manager From October 2024

Julie Turner Catering Assistant Jack Howarth Storehouse Centre Manager From January 2025 Yordano Fresneda FoodSavers Driver Roland Makula Storehouse Assistant

Farewell

We were sad to learn of the death of Jo Hume, our welfare support worker for a number of years. A fierce warrior against injustice who took no nonsense from anyone, Jo’s deep compassion for those she was supporting changed many a life for the better.

Moses Ighogboja Storehouse Assistant From February 2025

Gary Peacock Centre Manager To December 2024

Tess Wilkins FoodSavers Platform Consultant To December 2024

Vasileios Alexiou Storehouse Assistant To December 2024

Amanda Garcia FoodSavers Relationship Manager (Bradford) To August 2024

Volunteers

Along with our skilled and dedicated trustees and staff, our hundreds of volunteers make a huge difference to countless people. They bring great skills and qualities and work tirelessly throughout the year, showing a huge heart for every guest we meet.

We’d especially like to thank our team of volunteers at The Storehouse (Ken, Leo, Martin, Steve and Ollie), Shaw House (Najma, Rachel,Marjery and Adrian) and with our Cooking work (Ryan), as well as the teams from Univar Solutions, Virgin Media O2, Yorkshire Building Society, Virgin Money, Mastek, and the Hookers & Clickers charity knitters.

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Registered address, warehouse:

Inn Churches The Storehouse 116 Caledonia Street Bradford BD4 7BQ

Food Savers Cookery School and Wellnest:

hello@innchurches.co.uk 01274 955010 @innchurches hello@foodsavers.org.uk 01274 270770 @foodsaversorg

Darley Street Market Darley Street Bradford BD1 3AW

innchurches.co.uk foodsavers.org.uk