maidstone homeless care Formerly Homeless Care REPORT OF THE DIRECTORS AND FINANCIAL STATEMENTS For the year ended 31 May 2025 Registered Charity: 1151412 Company Number: 08414392 1
REFERENCE AND ADMINISTRATIVE DETAILS Charity name: Maidstone Homeless Care (MHC) Registered office: Maidstone Day Centre 15 Knightrider Street Maidstone Kent ME15 6LP Company number: 08414392 Charity number: 1151412. Directors/Trustees: The Council of Management as of 31 May 2025 comprised • ' Kathy High Treasurer Cheryl Smith Company Secretary Gwyn McPherson Kelly-Marie Taylor Board resignations before the year end 31 May 2025 : Elaine Colman 9 March 2025 Lisa Lewis 1 November 2024 Darren Benson-Dare 20 March 2025 Lacey Bradshaw 21 March 2025 David Hitch 9 December 2024 Desmond Long 3 November 2024 Moneaque Teape 12 November 2024 Independent Examiner: Mr. Lee Seal, FCCA FAIA, 74 College Road, Maidstone, Kent, ME15 Bankers: CAF Bank, 25 Kings Hill Avenue, West Malling Insurer: Markel and Aviva Insurance 2
DIRECTORS' REPORT (TRUSTEES' ANNUAL REPORT) 1. OBJECTIVES 1.1. As set out in the Memorandum and Articles of Association incorporated 21 February 2013 as amended 1August 2024, the objectives of the Company are: "To help alleviate suffering by supporting homeless and vulnerable people with the 1.2. In pursuing these objectives, the Company aims to: 1.2.1. Provide a safe and welcoming Day Centre environment offering practical support, advice, and essential facilities to individuals experiencing homelessness, financial hardship, or social exclusion. This includes access to food, washing facilities, clothing, signposting, and assistance with forms, benefits, and housing enquiries. 1.2.2. Offer temporary or short-term accommodation solutions, either directly or through partnership working to individuals in immediate need. This includes enabling access to emergency shelter, crisis accommodation, or supported housing options where appropriate. 1.2.3. Operate and support community food share initiatives, ensuring that surplus food and donated items are distributed fairly to individuals and families facing food insecurity. These services are intended to relieve hardship, reduce waste, and promote dignity and community cohesion. 1.2.4. Work collaboratively with statutory agencies, voluntary organisations, and local community groups to ensure coordinated interventions, reduce duplication, and improve outcomes for vulnerable people across the Borough of Maidstone and neighbouring areas. 1.2.5. Promote personal wellbeing, resilience, and independence through ongoing guidance, advocacy, and signposting to specialist services such as medical care, substance-misuse support, mental health provision, and training or employment support. 1.2.6. Advocate for the needs of homeless and vulnerable individuals, raising awareness of local issues relating to homelessness, poverty, and social disadvantage, in line with the charitable purposes of the Company. 1.3. The Directors consider these aims to be fundamental to the Company's charitable purpose and confirm that all activities undertaken during the reporting period were directed towards furthering these objectives for the public benefit. 3
- PRINCIPAL ACTIVITIES 2.1. The Trustees have full regard for the Charity Commission's statutory guidance on public benefit when assessing the impact of the Company's principal activities. Each activity directly furthers the Company's charitable objectives and provides clear, vulnerability within the Borough of Maidstone and surrounding areas. The public benefit delivered by each activity is summarised below. 2.2. Day Centre Services 2.2.1. The Day Centre provides essential welfare services that meet the basic and immediate needs of homeless and vulnerable individuals. Access to hot meals, showers, laundry facilities, clothing, and supportive social interaction enables guests to maintain personal hygiene, dignity, and physical wellbeing. 2.2.2. Through one-to-one advice and structured guidance, guests are supported to apply for benefits, seek employment, access healthcare, address substance-misuse issues, and secure accommodation. These interventions help individuals stabilise their circumstances, reduce personal risk, and move toward improved health, independence, and social inclusion. 2.2.3. This activity therefore offers direct and measurable benefits to individuals in acute need and contributes to reducing homelessness within the wider community. 2.3. Food for Thought - Community Food Share Project 2.3.1. Food for Thought alleviates food poverty by providing emergency food parcels to individuals and families facing financial hardship. This ensures that vulnerable households, including children, older people, and those in crisis, have access to sufficient and nutritious food. 2.3.2. The project also reduces food waste by redistributing surplus goods donated by businesses, schools, churches, and community groups. 2.3.3. By supporting around 100 families per week, the scheme strengthens community wellbeing, relieves financial pressure on households, and mitigates risks associated with hunger, malnutrition, and social isolation. 2.3.4. This activity provides clear public benefit by addressing an essential human need and preventing hardship among disadvantaged members of the community. 2.4. Goodsell House - Supported Accommodation 2.4.1. Goodsell House provides safe, supported accommodation for up to 10 men who would otherwise face homelessness or be at significant risk of returning to street homelessness. 2.4.2. Residents receive structured daily support aimed at promoting personal stability, improving life skills, and enabling a successful transition to independent 4
living. This reduces pressure on emergency accommodation and statutory services and contributes to long-term homelessness prevention. 2.4.3. The stability provided through supported accommodation significantly improves residents' physical and mental wellbeing, reduces risk behaviours, and increases the likelihood of maintaining a stable tenancy in the future. 2.4.4. Accordingly, Goodsell House delivers substantial and lasting public benefit by addressing both the immediate and underlying causes of homelessness. 3. REVIEW OF THE YEAR AND ACHIEVEMENTS 3.1. The charity continued to deliver a high level of support to homeless and vulnerable individuals throughout the reporting period. Despite seasonal fluctuations in demand, the Day Centre consistently provided essential services such as hot meals, social interaction, personalised support, food parcels, showers, and laundry facilities, which remained highly valued by guests. Maintaining continuity of service during a period of reduced donations and operational pressures represents a significant achievement. 3.2. Against a challenging economic backdrop, the charity successfully sustained its core services despite a decline in both financial and food donations. Careful financial oversight and prudent management ensured that service levels were maintained without disruption. The ability to continue operating effectively during resource-constrained periods reflects the resilience and adaptability of the organisation. 3.3. Following the close of the 2024/25 financial year, the charity secured a major grant from the Postcode Lottery. This award represents a substantial achievement and will enable the expansion and strengthening of projects and core activities in the coming year. This demonstrates both confidence in the charity's work and its ability to attract Significant external funding. 3.4. Recruitment efforts during the reporting period resulted in the successful appointment of permanent staff to fill existing vacancies. Restoring the staffing complement ensured operational stability and enhanced frontline service delivery. Achieving full staffing levels in a difficult recruitment climate is an important organisational success. 3.5. The period saw major positive changes in the composition of the Board of Trustees. The appointment of new trustees, together with the continued contribution of experienced trustees, has strengthened governance capacity. This renewal process enhances strategic leadership, improves oversight, and positions the charity for future development. The Trustees consider successful refreshment of the Board to be a notable achievement. 3.6. Throughout the year, all activities undertaken by the charity were carried out in furtherance of its charitable purposes and delivered clear public benefit. The continuity of services, the safeguarding of support pathways, and the strengthening of governance structures collectively represent significant achievements that underpin the charity's ongoing impact within the community. 3.7. The Trustees confirm that the activities undertaken during the year were carried out in furtherance of the charity's purposes and provided demonstrable public benefit, consistent with the guidance issued by the Charity Commission on Public Benefit. 5
- FINANCIAL REVIEW The results for the year are set out in the Statement of Financial Activities. Total income for the year was £215,257 (2024: £202,826) and total expenditure was £215,263 (2024: £204,330). The charity recorded a deficit of £6 Reserves at the end of the year amounted to £587,292 (see paragraph 5 below for further details.
- RESERVES POLICY 5.1. The Trustees have established a reserves policy to ensure the financial stability of the charity and to support the continuation of its charitable activities in the event of fluctuations in income or unforeseen expenditure. 5.2. In assessing reserves, the Trustees exclude the value of Goodsell House and other fixed assets, as these are not readily realisable. At the year end, the charity's unrestricted reserves total £212,378. 5.3. Of this amount, the Trustees have designated £75,000 as a discretionary fund to support the potential acquisition of alternative accommodation, as outlined in the charity's future plans. This designation reflects a strategic, rather than operational, use of funds. 5.4. After taking this designation into account, the charity's free reserves amountto £137,378, which is equivalent to approximately 6.8 months of budgeted expenditure for the financial year ending 31 May 2026. 5.5. The Trustees consider it prudent and appropriate to maintain free reserves within a target range of six to nine months of planned expenditure. This level of reserves is intended to safeguard the charity against income volatility, meet unforeseen costs, and ensure the continuity of core services. 5.6. The Trustees consider that the level of reserves held at 31 May 2025 is
- STRUCTURE, GOVERNANCE AND MANAGEMENT 6.1. Governing Document 6.1.1. Maidstone Homeless Care ("the Charity") is governed by its Memorandum and Articles of Association dated 21 February 2013, the date on which the ratal tie gas ring orated at stouthe imards guarante without a les under white 6.2. Governance Structure 6
6.2.1. Overall strategic direction and governance are overseen by the Council of Management, which serves as the Charity's board of trustees. The Council is responsible for ensuring that the Charity's activities are aligned with its charitable objects, comply with legal and regulatory requirements, and support long-term sustainability. 6.2.2. During the reporting period, the Full Council met 14 times to review performance, consider strategic matters, and monitor risk and compliance. 6.3. Trustee Recruitment, Appointment and Induction 6.3.1. Trustees are appointed in accordance with the Articles of Association. New members of the Council are recruited by invitation, with the intention of drawing on the skills, experience and perspectives of individuals from the local community. The Council seeks a diverse membership with relevant expertise, including financial management, marketing, public relations, personnel management, and the governance of non-profit organisations. 6.3.2. All new trustees are encouraged to undertake a structured induction programme designed to familiarise them with the Charity's work, policies, governance arrangements and strategic priorities. Trustees may also participate in relevant training programmes offered by local or national bodies to support them in fulfilling their duties effectively. 6.4. Decision-Making and Delegation 6.4.1. The Council of Management is collectively responsible for strategic decision-making and for maintaining oversight of the Charity's operations and resources. Day-to-day management is delegated to senior staff where appropriate, in accordance with agreed policies, procedures and delegated authority frameworks. The Council retains ultimate responsibility for the Charity's governance and ensures appropriate reporting and scrutiny mechanisms are in place. 6.5. Support from Volunteers 6.5.1. The Charity continues to benefit from the generous support of volunteers, 7. PREMISES 7
7.2. Although no formal lease is in place, the charity continues to occupy the premises by agreement and has maintained a positive and cooperative working relationship with Riverside staff. This arrangement has enabled the charity to deliver essential frontline services in suitably designed accommodation that supports its operational needs and contributes directly to its public-benefit objectives. 8. DAY CENTRE SERVICE 8.1. The Day Centre continues to provide comprehensive one-to-one support to guests, tailored to their individual needs and recorded within personalised care plans. Support is offered across a wide range of areas, including assistance with benefit entitlement, employment applications, training opportunities, identity verification, Court-related matters, registration with healthcare providers, issues relating to drug and alcohol misuse, and, critically, applications for accommodation. 8.2. Guests are also provided with access to essential facilities, including hot showers, clean clothing, laundry services, phone-charging points, and opportunities for positive social interaction within a safe and supportive environment. 8.3. As most applications for benefits, housing, and related services must now be completed online, guests are able to use Day Centre laptops, with staff support if required, to set up email addresses and complete necessary applications. 8.4. The Trustees recognise that support needs do not cease once a guest has secured accommodation. The transition into independent living can be challenging, particularly for individuals establishing a home for the first time. Guests may require assistance with budgeting, bill payments, cooking, cleaning and other aspects of sustaining a tenancy. The Day Centre provides ongoing practical and emotional support to newly housed individuals to promote tenancy stability and reduce the risk of homelessness recurring. 8.5. Several guests who have recently moved into accommodation continue to attend the Day Centre to receive ongoing support, advice, and encouragement. Staff also provide telephone guidance to individuals who are newly homeless or at imminentrisk of homelessness, ensuring that advice and early intervention remain accessible beyond the Centre itself. 9. REHOUSING 9.1. Securing appropriate accommodation for guests remains one of the charity's principal objectives and a central component of its public-benefit work. Maidstone Homeless Care has established itself as a key point of coordination within a strong local network of organisations involved in homelessness prevention and housing support. This network includes Maidstone Borough Council (MBC), AMAT, Riverside, and a range of other statutory and voluntary sector partners. 8
9.2. Through these relationships, the charity can identify potential housing pathways for guests and facilitate referrals, joint working, and access to specialist support. Staff play an active role in promoting collaborative solutions and ensuring that guests are assisted promptly and effectively. 9.3. The charity's staff continue to be proactive and determined in seeking new opportunities to support rehousing efforts. Their ongoing engagement with external agencies and emerging initiatives strengthens the charity's ability to help guests secure safe, stable, and sustainable accommodation. 10. KITCHEN 10.1. The Department of Environmental Health continues to oversee the inspection and assessment of the cleanliness, food safety, and operational standards of the charity's catering facilities. During the reporting period, inspectors confirmed that the Day Centre once again achieved the highest possible food-hygiene rating. 10.2. The Trustees recognise the significant effort required to maintain such high standards and commend the staff for consistently achieving a rating that exceeds that of many local commercial food establishments. Maintaining this level of compliance is essential to safeguarding guest wellbeing and contributes directly to the charity's public-benefit objectives. 11. HEALTHCARE 11.1. The Company is grateful for the ongoing support provided by healthcare professionals who contribute to the wellbeing of guests attending the Day Centre. An NHS nurse has continued to hold regular clinics onsite, offering health assessments and making referrals for further treatment where required. In addition, the local Sexual Health Nurse has maintained a regular presence at the Day Centre, ensuring guests have access to essential sexual health advice and services. 11.2. The charity also works with NHS Health Watch, the statutory health and social care monitoring body, to help ensure that guests receive high-quality and accessible services. Engagement with Healthwatch supports the charity's commitment to promoting positive healthcare outcomes and safeguarding the health and wellbeing 12. VOLUNTEERS The charity has relied on the commitment and dedication of volunteers from 12.2. Throughout the year, volunteers from churches, local authorities, and a range of corporate and voluntary organisations have attended the Day Centre to undertake essential tasks. These include sorting and storing food donations, assisting with the 9
upkeep and improvement of facilities, and providing practical support across various aspects of the charity's operations. 12.3. The Trustees recognise the significant contribution volunteers make to the charity's public-benefit activities. Recruitment of volunteers continues on a regular basis, and the organisation remains committed to ensuring that volunteers are welcomed, supported, and valued as an integral part of the charity's work. 13. FOOD FOR THOUGHT 13.1. Food for Thought is Maidstone Homeless Care's community food-share scheme, established in 2005 and has continued to experience year-on-year growth in demand. Most donations are received from individuals who contribute food items at supermarkets and local business collection points, as well as through regular collections organised by churches and schools. 13.2. Emergency food parcels are prepared in response to specific needs and circumstances, whether for an elderly couple, a single individual, or a family with children. Referrals are received from a wide range of local agencies, including Social Services, schools, Family Liaison Officers, Citizens Advice Bureau, Age Concern, supported housing providers, the Probation Service, Health Visitors, Youth and Community Workers, Women's Support Services, and charities supporting individuals with severe learning difficulties or significant health problems. 13.3. A portion of donated food is utilised within the Day Centre kitchen, with fresh fruit, vegetables, and meat particularly valued for enabling the provision of balanced and nutritious meals for guests. Many rough sleepers present with poor physical health, and the positive effects of receiving regular, nutritious meals are often evident within a short period. The scheme is carefully managed and regulated by the charity to ensure that support is provided appropriately and that the service is not misused. 13.4. Annual food drives organised by the Kent Messenger, together with Harvest Festival and Christmas collections from schools and churches, play a vital role in maintaining and replenishing stock levels throughout the year. These contributions ensure the continuity of the service and the charity's ability to meet increasing levels of community needs. 14. GOODSELL HOUSE 14.1. Goodsell House is a House in Multiple Occupation (HMO) located in a 10
14.2. Under Part 2 of the Housing Act 2004, Goodsell House holds a licence permitting occupancy by a maximum of ten residents, with the current licence valid until January 2027. The property stands on its own grounds and provides each resident with a private bedroom, while communal facilities, including toilets, bathroom, shower, kitchen, dining room and lounge are shared. In addition to its HMO licence, Goodsell House is registered as Supported Accommodation and recognised as such by Maidstone Borough Council. The charity provides daily on-site support, with a dedicated support worker available for several hours each day to assist residents in progressing toward permanent housing when they are ready to resettle. The property includes office accommodation used by support staff for one-to-one appointments, care-planning activities, and other meetings. Regular monthly house meetings with residents are well established and form an important part of maintaining communication, addressing concerns, and supporting communal living. 14.4. Goodsell House continues to play an essential role in the charity's mission by offering structured, transitional accommodation that promotes stability, personal development, and long-term independence. 15. DAY CENTRE STATISTICS June 2024 - May 2025 Computer Use Collect Post Laundry Other Phone Benefits Month Jun-24 sul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 Apr-25 May-25 TOTALS 206 295 275 279 268 227 141 209 242 315 323 232 3012 13 10 12 16 5 2 6 6 8 8 104 163 177 170 168 225 219 140 224 164 167 169 167 2153 37 130 149 218 115 182 115 188 91 209 64 149 13 97 15 123 11 140 11 167 67 190 38 146 726 1939 25 18 8 12 13 8 4 15 13 8 14 13 123 11 20 30 30 18 27 38 42 65 28 352 29 58 71 65 62 33 31 42 39 64 68 31 593 20 16 22 14 15 4 4 2 1 8 6 1 12 3 116 12 58 25 41 44 34 35 22 23 27| 32 53 55 35 426 20 32 15 24 27 14 15 23 7 7 N/AT 5 N/A 11 | N/A 24 18 228 N/A 15| N/A 8 N/A 2 N/A 7 N/A 14 N/A 14 N/A 15 N/A 4 N/A 111 16. WINTER ACCOMMODATION 16.1. Over the past decade, churches across Maidstone have collaborated through the Winter Shelter Project to provide emergency accommodation during the coldest three months of the year. Under this initiative, individual churches take turns hosting the shelter, offering guests a hot meal and a safe place to sleep overnight. The venues are staffed by volunteers coordinated through the Winter Shelter Project. 11
16.2. Maidstone Homeless Care continues to work closely with all Winter Shelter partners, contributing to what has become a well-established and successful community-led response to the challenges faced by individuals sleeping rough during severe weather. This collaborative approach plays an important role in safeguarding vulnerable people, reducing health risks associated with cold weather, and supporting broader homelessness-reduction efforts within the borough. 17. DROP IN SERVICE 17.1. The Maidstone Day Centre's drop-in services continue to demonstrate effective partnership working between local organisations committed to supporting individuals facing significant challenges in their lives. These services enable guests to access a range of specialist support on site, reducing barriers to engagement and improving health and wellbeing outcomes. 17.2. A variety of agencies and professionals visit the Day Centre on a regular basis to provide essential services. These include a hairdresser, Sexual Health Nurse, Hepatitis C Nurse, Change Grow Live (CGL), Dentaid, an NHS Optician, a Complex Care Outreach Nurse, and an Osteopath. The availability of these services in a familiar and supportive environment ensures that guests can receive timely assistance, advice, and interventions that they may otherwise find difficult to access. 17.3. The Trustees recognise the considerable value that these partnerships bring to the charity's public-benefit work and remain committed to maintaining and developing collaborative relationships that enhance the support available to guests. 18. FUTURE PLANS 18.1. The Trustees remain committed to ensuring the long-term sustainability, independence, and development of the charity's services for homeless and vulnerable men and women. A key strategic priority continues to be the identification and acquisition of dedicated premises, "a home of our own" located within Maidstone town centre and of sufficient size to support the full operational potential of Maidstone Homeless Care. Securing such accommodation would significantly strengthen the charity's ability to deliver its services effectively and enhance its resilience for the future. 18.2. The Trustees continue to actively explore suitable opportunities as they arise and remain responsive to any viable accommodation options that may become available. The charity will maintain a prudent approach, ensuring that any prospective premises align with its charitable objectives, operational requirements, and financial sustainability. 12
18.3. For more than 35 years, the charity has played an integral role in supporting the management and reduction of homelessness within Maidstone. The Trustees intend to build on this legacy by continuing to work closely with Local Authorities, statutory bodies, voluntary organisations, and other partners. This collaborative approach will remain central to the charity's future development and its ongoing commitment to alleviating homelessness and promoting public benefit within the community. 19. POLICIES AND PROCEDURES 19.1. The Company has established a comprehensive suite of policies and procedures designed to address all key areas of activity that may affect staff, volunteers, and guests. These policies include, but are not limited to, safeguarding, health and safety, equality and diversity, data protection, confidentiality, whistleblowing, risk management, and operational practice guidelines for both the Day Centre and supported accommodation services. 19.2. The Trustees are committed to ensuring that all policies remain current, compliant with relevant legislation, and reflective of best practice within the sector. Policies are subject to periodic review and update, with amendments implemented as required to ensure the effective and safe delivery of the charity's services. Staff and volunteers are expected to always adhere to these policies and are provided with guidance and training where necessary to support understanding and compliance. The Company has developed policies and procedures to cover all issues likely to impact on staff and guests. Periodic review and update is continuing. 20. PUBLIC AND COMMUNITY RELATIONS 20.1. The Company places a high priority on maintaining constructive and transparent relationships with the local community, recognising that its work relies heavily on the goodwill, engagement, and support of individuals, organisations, and community groups within the Maidstone area. Representatives of the charity regularly visit schools, churches, and other community organisations to provide information about the work of Maidstone Homeless Care and to encourage financial, practical, and volunteer support. These visits play an important role in raising awareness of homelessness issues and strengthening community understanding of the charity's activities. The charity produces a monthly electronic newsletter, which remains popular with supporters. The newsletter includes updates on current activities, photographs, and reports from local schools and churches, particularly around Harvest Festival and Christmas collections. It is also made available through the charity's website at www.homelesscare.org.uk. 20.4. The local newspaper, the Kent Messenger, continues to provide valuable support by helping to raise awareness of the charity's work and the broader challenges associated with homelessness. During the "You Can Help" Christmas campaign, reporters and photographers attended seasonal events to highlight the 13
charity's activities and encourage public engagement. This media coverage contributes significantly to the charity's visibility and community support. 21. PUBLIC BENEFIT The Trustees have had regard to the Charity Commission's statutory guidance on public benefit when planning and delivering the Company's activities. They are satisfied that the detailed description of the Company's work set out in this Report demonstrates clearly that all activities undertaken during the year were carried out in direct furtherance of the Company's charitable objectives and provided identifiable The services delivered by the Day Centre, Goodsell House, the Food for Thought scheme, and associated support programmes contribute to the relief o omelessness, poverty, and social disadvantage within the Borough of Maidstone an surrounding areas. These activities promote health, welfare, independence, and community integration for some of the most vulnerable individuals in society. The Trustees therefore consider that the Company fully meets the public benefit requirements as set out in the Charities Act 2011 and associated Charity Commission guidance, and that its resources have been applied exclusively in the public interest during the reporting year. asswith Mrs C D Smith Trustee Date 6tn Febrary 2026 Kathy thy Mrs K High Trustee Date 6 Fehavoy 2026 14
Income and endowments from: Donations and legacies Income from charitable activities Investments Other income Total income and endowments from: Expenditure on: Raising funds Expenditure on charitable activities Other expenditure Total expenditure on: Net income / (expenditure) Transfers Gross transfers between funds - i Gross transfers between funds - oL Net income / (expenditure) Other recognised gains / losses Gains / losses on investment assets Gains on revaluation, fixed assets, charity's own use Net movement in funds Reconciliation of funds Total funds brought forward Total funds carried forward MAIDSTONE HOMELESS CARE Statement of Financial Activities 01 June 2024 to 31 May 2025 Unrestricted funds Restricted funds 60,117 148,740 4,192 1,406 214,455 - 800 - - 800 305 208,158 6,183 214,646 -191 45 -236 615 - 615 185 45 230 - - 230 -236 587,298 587,062 230 Endowment funds Total funds - - - - 60,117 149,540 4,192 1,406 215,257 305 208,773 6,183 215,263 -6 45 -45 -6 - = - = - - - 587,298 587,292 Prior year total funds 66,884 130,964 3,675 1,302 202,826 165 193,099 11,066 204,330 -1,504 - - 1,504 -1,504 588,802 587,298
MAIDSTONE HOMELESS CARE Balance sheet As at: 31 May 2025 As at 31/05/2025 As at 31/05/2024 Fixed assets Tangible assets Current assets Debtors Cash at bank and in hand 374,684 18,363 201,757 220,120 7,512 212,608 587,292 587,292 Liabilities Creditors: Amounts falling due in one year Net current assets less current liabilities Total assets less current liabilities Total net assets less liabilities Represented by Unrestricted Designated Restricted Unrestricted - General fund Designated - Property purchase fund Greggs vouchers Tents for a tenner Funds of the charity 375,145 20,975 193,082 214,057 1,904 212,152 587,298 587,298 512,062 75,000 230 587,292 512,298 75,000 = 587,298 For the year in question the company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies. No members have required the company to obtain an audit of its accountsfor the year in question in accordance with section 476 of the Companies Act 2006. The directors acknowledge their responsibility for complying with the requirements of the Act with respect to accounting records and for the preparation of accounts. These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies' regime Keth y KATHERINE HIGH TRUSTEE 1 februar 2026
MAIDSTONE HOMELESS CARE (Formerly Homeless Care) Notes to the financial statements for the year ended 31st May 2025 1 ACCOUNTING POLICIES The financial statements have been prepared in accordance with the Financial Reporting Standard for Smaller Entities [Charities SORP (FRSSE]. The financial statements have been prepared under the historical cost convention. No changes have been made to the accounts for previous years. There has been no change in the year end or the length of the charity's financial year. The charity did not make any material ex-gratia payments during the year and has no material uncapitalised fixed assets 2 Funds Restricted Funds: There are 2 restricted funds. One for the purchase of Greggs vouchers to give to guests and one for the purchase of tents. Designated Funds: There is a designated fund of £75,000 to provide initial funding for the acquisition of a property to replace the current Day Centre. 3 Incoming Resources Donations are recognized when they are received. Grants and tax recoveries are accounted for when the Charity is legally entitled to the amounts due. Goodsell House rents are recognised when they are due. All other income is recognized when it is receivable. All incoming resources are accounted for gross. The charity receives significant donations of food from supermarkets, from churches at harvest time and from individuals. It is impracticable to attribute a value to these donations. Grants received were: y/e 31.5.25 2,000 5,000 J & C Findlay Charitable Foundation Joan Ainslee Trust High Sheriff award Fleur de Lys Lodge Much Loved Thomas Hendley Charity N C Ware Charitable Trust Puffin Insurance Albert Hunt Trust Creation Kent Community Foundation Barratt Developments Cobtree Charity Trust KCC Members Total y/e 31.5.24 2,000 5,000 500 750 1,153 500 430 19,442 : 750 : 7,000 5,000 8,000 6,750 5,000 600 40,100 29,775
Incoming resources received during the year were: Donations + gift aid recovery Donations to restricted funds From charitable activities: Grants [see above] Rents Goodsell Residents Service charges Goodsell residents Bank interest From fundraising activities y/e 31.5.25 64,108 800 40,100 100,942 3,708 4,192 1,407 215,257 y/e 31.5.24 67,455 - 29,775 100,618 3,675 1,302 202,825 Expenditure is generally recognized when it is incurred and is accounted for gross. Applications for grants and correspondence with donors are made by trustees who are not remunerated. Charitable expenditure: Staff wages, pensions & exps[note 9] Day Centre running expenses Goodsell House utilities & running expenses Goodsell House repairs/maintenance Mental health consultancy General and premises insurance Day Centre rent Depreciation Vehicles expenses Day Centre repairs/maintenance Waste Collection Training & recruitment Other Restricted fund expenditure y/e 31.5.25 132,466 24,111 14,297 5,620 7,727 9,940 3,895 3,808 355 2,239 2,614 947 615 208,634 Other expenditure Independent Examiner Legal and professional fees 582 5,741 6,323 Fundraising expenditure Event costs 306 Total expenditure 215,263 y/e 31.5.24 112,116 18,799 15,980 8,783 2,879 6,378 9,940 3,860 3,259 1,488 2,397 2,107 5,113 193,099 1,630 9,436 11,066 165 204,330
4 Tangible Assets No depreciation is provided on the freehold property Goodsell House which was last valued at £363,000 as the trustees consider it to have a useful economic life in excess of 50 years making any depreciation immaterial. There was, at the Balance Sheet date, no formal lease of the Day Centre to Maidstone Homeless Care. Buildings Equipment NBV @31 May 2024 Additions Depreciation for the year 365,110 : 10,036 3,433 3,895 NBV @ 31 May 2025 365,110 9,574 Total 375,146 3,433 3,895 374,684 5 Debtors and Prepayments Rent receivable Premises & Vehicle insurance Gift aid claims Interest accrued Day Centre rent payable Creditors and accruals y/e 31.5.25 8,451 6,381 2,093 610 828 18,363 y/e 31.5.25 5,000 1,274 689 550 7,513 y/e 31.5.24 7,027 4,928 7,330 862 828 20,975 Light & heat PAYE and NI Pension contributions Independent examiner 7 Movement in funds Unrestricted funds Restricted Designated General y/e 31.5.24 1,080 274 550 1,904 Incoming Outgoing 01/06/2024 resources resources 75,000 512,298 587,298 800 214,457 215,257 570 214,693 215,263 31/05/2025 230 75,000 512,062 587,292
8 Investment Assets The Charity has no investment assets. 9 Paid employees The average number of staff employed during the year was 7. Gross salary costs (including Employers NIC), pension contributions and expenses were £132,466 broken down as follows: Salaries/wages/expenses Employer Pension contributions Social security costs y/e 31.5.25 125,644 3,786 3,036 132,466 No employee received benefits for the year of more than £60,000 10 Risk Management The major risks to which the charity is exposed, as identified by the Trustees, are regularly reviewed and steps have been taken to mitigate these risks. 11 Trustee remuneration and related party transactions y/e 31.5.24 107,453 1,276 3,387 112,116 No members of the Management Committee received any remuneration during the year. 12 Other matters The charity has no commitments not provided for in the accounts, has not given any guarantees, has received no loan secured on any of its assets and, at the year end, had no contingent liabilities.
Maidstone Homeless Care (Formerly Homeless Care) Charity no 1151412 Company no 08414392 I report to the charity trustees on my examination of the attached accounts of the company for the year ended 31 May 2025. Responsibilities and basis of report As the charity's trustees of the Company (who are also the directors of the company for the purposes of company law), you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ("the 2006 Act"). Having satisfied myself that the accounts of the Company are not required to be audited for this year under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity's accounts as carried out under Section 145 of the Charities Act 2011 ("the 2011 Act"). In carrying out my examination, I have followed the directions given by the Charity Commission (under Section 145(5)(b) of the Independent examiner's statement I have completed my examination. I confirm that no material matters have come to my attention which gives me cause to believe that: • • • accounting records were not kept in accordance with Section 386 of the Companies Act 2006; or the accounts do not accord with such records; or the accounts do not comply with relevant accounting requirements under Section 396 of the Companies Act 2006 other than any requirement that the accounts give a 'true and fair' view which is not a matter considered as part of an independent examination; or the accounts have not been prepared in accordance with the Charities SORP (FRS102). L C Seal FCCA FAIA Blain Pritchard Limited Chartered Certified Accountants 74 College Road Maidstone Kent ME15 6SL 06 February 2026