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

2. 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

4. 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.
5. 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
6. 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
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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
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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