iSE:67 A L L ANNUAL REPORT AND ACCOUNTS 2024-2025 Rise.'61 is Registered Charity in England & Wales111580861, Rise'.61 is a Charitable Incorporared 0f8anisation.
CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDING 31 AUGUST 2025 Page Charity information Report of the Trustees Independent Examiner's Report 23. Statement of Financial Activities 25. Balance Sheet 26. Notes to the Financial Statements 27.
CHARITY INFORMATION FOR THE YEAR ENDING 31 AUGUST 2025 BOARD OF TRUSTEES: Danielle Helen Malone Elizabeth Pollard Dr Laura Buckley Shannon Mears James Melville Christine Robinson-yu Andy Malcolm Sophie Stokes Rowan Kikke (Chair of trustees) -appointed 12 September 2024 -appointed 23 April 2026 -resigned 10 April 2025 -resigned 23 June 2025 -resigned 25 November 2025 SENIOR MANAGEMENT Robin Imeson (Director) Mike Partridge (Head of Operations) PRINCIPAL ADDRESS St Michael's Community Centre, 96 St Michael's Road, Salisbury, SP2 9LE CHARITY NUMBER 1158086 INDEPENDENT EXAMINER: Enaid Accountancy Ltd Platform 10 Engine Room Hood Road, Barry CF62 SQL BANKERS: The Co-operative Bank, 61 Above Bar Street, Southampton, S0147DZ Kingdom Bank Limited, Media House, Padge Road, Beeston, Nottingham, NG9 2RS
Message from our Director Watchingjoe and Simon utilise all of our equipment (tents, van, trailer etc) to put on an incredible camping and mountain biking trip for the bike club lads was also brilliant. IYS nice to reflect back on another year of working on Bemerton Heath and feeling like a real difference was made to the lives of our neighbourhood and community as a whole. Back on the Heath our first 'Week of Fun, event was so well attended and received by our community, which made all the hard work and extra hours worth it. There have been so many highlights but seeing the community garden transformed over the winter months by professionals after years of working hard to get it established with volunteers and local young people was incredible. Robin Imeson Director, Rise:61 The summer was also amazing and full of fun trips. Seeing four of our young people thrive at a festival in the summer with thousands of other teenagers was so good.
, h RPSE:61 Our Context Sadly, research shows that ACE'S are shown to negatively impact adulthood, and our future physical and mental health, alongside our ability to form and maintain healthy relationships. Rise:61 is a place based charity, set up in 2014, working to make the estate where we live, Bemerton Heath, Salisbury, even better for everyone. Our vision is a better Bemerton for all. A Bemerton full of hope, fun and opportunity. Somewhere that's a great place to live, learn and grow. 66 Sometimes I have nowhere to go or no one to talk to but Rise.'61 has changed my lifel I wouldn t be here today without them. There needs to be more people like these they've soved my lifej - L - aged 7 6. We love Bemerton Heath and we love living here, but it does have some real challenges. For over 15 years our staff team have lived and worked in the community of Bemerton Heath, understanding its needs from the inside out. These challenges are summarised below: 99 3. Poor mental health - NHS England data shows that one in five children and young people18-251 had a probable mental disorder in 2023, and waiting lists for support are only getting longer. We see this lived out in our community, as many of the young people we work with are struggling with their mental health and some have even tragically taken their own lives. 1. Poverty - Bemerton Heath is in the top 16% of most deprived wards in England (IMD, 20251 and has the highest child poverty rate across all of Swindon and Wiltshire, with more than 4096 of children living in poverty once housing costs are taken into consideration (Wiltshire Community Foundation, 2023). 2. Trauma- Children growing up here are at higher risk of having an adverse childhood experience (ACE), given the strong association between ACES and child poverty Uournal of Public Health, 2020). Suicidal thoughts. self harm and crippling anxiety are commonplace. The negative stigma attached to this community across the city of Salisbury damages this further. crushing young people's a5piration5 and pride for where they live.
66 4. Lack of youth work provision - Across the UK funding for youth work services has fallen by over 60% in the last decade, with reductions in provision being linked to increases in antisocial behaviour and young people's involvement in crime (Department Culture, Media & Sport, 2024). I grew up on Bemerton Heath myself, and it always had a negative stigma. A lot ofyoung people that I know growing up there, faced problems and hardships such asfinancial struggles and issues at home. They would turn to drugs and violence as an outlet- C- aged 19. 99 Given these needs our strategy to achieve a Better Bemerton for all has young people at the centre. Their experiences today will greatly shape what our community looks like tomorrow. We believe that it is their ideas, energy and enthusiasm that can drive the changes needed to make it better for everyone and build on the strengths of previous generations. 66 Gives me peace of mind and makes me happy that he has agroup outside of home and school to socialise with and learn from. -Local Parent 99 rry I
Ji Enjoying the new table tennis table at the community garden Our Way of Working Relatlonal - at the heart of our work are trusted, long-term relationships, which serve as the foundation for meaningful change. We view wellbeing through this relational perspective, striving to positively impact an individual's relationship with their body, mind and spirit, with others, their future and their environment. We've developed our approach based on years of working alongside families and young people in this community. Place based- our focus is on the Bemerton Heath community, where we take a collaborative, long-term approach to addressing its unique needs. Many of our staff team live and work on the estate, knowing its challenges and strengths from the inside out. Strength based - we focus on improving physical spaces and investing in the development of both individuals and relationships within our community. We connect people to create kind, self- sustaining groups, knowing that a better Bemerton Heath will only be truly achieved when local residents take the lead in creating a neighbourhood where everyone can flourish. Trauma Informed - protective and compensatory experiences (PACES) play a crucial role in shaping young people's health and development, serving as a buffer against the harmful effects of adverse childhood experiences. We create as many opportunities as possible for young people to engage with PACE'S through our work.
Our Delivery Programmes Engaging people- build community and strengthen health and wellbeing through a range of accessible activities where children, young people and their families can make friends, have fun and access support where needed. Developing people - invest in the development of individuals physically, emotionally, spiritually and practically to help them grow and to see a group of empowered placemakers rise up. Our Work Our projects and programmes are informed by the needs and passions of our community and delivered in line with our organisational values and approach. The following pages outline the activities undertaken and the progress made across each programme during the 2024125 financial year. Future Prospects- improve young people's future prospects by providing holistic support from cradle to career for children, families and young adults.. Our Enabling Programmes In 2024125 we engaged with Facilities & Envlronment- young people and families have access to a fantastic range of community facilities and assets on their doorstep. 231 1500 44 25 Operations & Governance - strengthen the governance and operational backbone of the charity so we can sustain our future plans and deliver our work to a high professional Standard. Children Contacts and young with local people residents Volunteers Local par(ners
•qg Engaging People Programme Aim: Build community and strengthen health and wellbeing through a range of accessible activities where children, young people and their families can make friends, have fun and access support where needed. 66 My daughter has adhd. Rise are supportive and inclusive. She neverfeels left out or alone, Truly wonderful people Local parent. 99 Total engaged: Every day of the week we had a different activity for young people to take part in, from our bike, creative and active clubs to our drop-ins, drama club and partner led doorsteps sports club. These give young people a safe place to be, have fun and acces5 support from our youth workers and volunteers. 196 29 Children and young people Adults We created spaces for young people to explore faith through our faith chat and trips, which saw 28 different young people attend. We also partnered with the local church to share a short message explaining the Christmas and Easter stories at our community events. 1500 17 Contacts with local residents Trips and residential 66 They support me the most out of everyone I know, they're supporting and they understand about anything and any situation. -young person. 44 565 Volunteers Volunteer hours 99
We also organised a range of trips and residential that help expand horizons and create memories to treasure. These included mountain biking, climbing at GoApe, and camping. Two highlights from this were: We connected with over 1,100 local residents as we worked with partners, volunteers and our young leaders to deliver four community events. We also supported two partner led events, running a youth drop-in as part of this. After months of preparation, our Active Club team headed to Hyrox London, an international fitness event. It was an especially memorable experience for one young person, who visited the capital for the very first time. This year we ran our first ever Week of Fun, an action packed week of community activities including a climbing wall, creative activities, physical challenges and a prayer tent, all ran in partnership with local organisations and churches. 66 l enjoyed the fact it was the hardest thing I've ever done, but I want to do it a million times overl. Youngperson 99 We also took a group on a residential trip to Hazel Hill Wood, where we made our own pizzas, played games, and enjoyed s'mores around the campfire. For many of the young people who joined us, this was a completely new experience some were nervous at first, but they ended up having an amazing time. Our plan5 for the Engaging People programme- the new Pump and Jump Track on 8emerton Heath will be completed over the next 12 months, providing a valuable new community asset. 66 We are excited to begin delivering sessions and activities at the site next year, expanding our engagement with young people. Alongside this, we will pilot community gym and dance activities to broaden the range of opportunities available. Getting awayfrom homefor a bit was good, also doing all thefun games and being pushed around in the wheelbarrow was greatl . Young person 99
Developing People We've provided 1.1 mentoring to 18 young people over the year, meeting weekly or fortnightly. Through this we've journeyed alongside young people as thelve navigated ill health, bereavement, mental health challenges, applying for jobs and much more. Programme Aim: Invest in the development of individuals physically, emotionally, spiritually and practically to help them grow and to see a group of empowered placemakers rise up. Total supported: This year we recruited 3 sessional youth workers to support our youth and community work across the organisation. Two of these are young people who live on the estate and have been attending activities at Rise:61 for years and more recently helping as young leaders. Theyve been a huge asset to the team. We've been intentional about supporting them, putting time and resources into their training and development to help them grow and excel. 24 24 Young peop5e Adults125+1 66 Rise.'6 7 is an amozing community, they are kind and responsible and respectful to young people, they are great people especially ifyou have problems at home, they olways give you great advice. - young person We supported 24 families this year through 14 foodbank vouchers and 14 hardship grants (giving out a total of £1,550) to meet urgent practical needs. All the families we've supported are known to us, so any small amounts of funding is given within the context of a relationship. 99
10. For young people who wanted to explore Christianity further we took 4 young people to Newday Festival in partnership with a local church. A young person who took a step of faith at the event shared afterwards. 66 Rise.'61 do so much for the local community and the children in the local community. -local resident 66 99 Favourite thing about Newdoy- the milkshake5, becoming a Christian and the ride5. Our plans for the Developing People programme- We will be re-launching our Young Leaders project in September 2025 and exploring ways to further embed co- production across all our work. We are investing further in the training and development of our volunteers. Following conversations with partner agencies and local families, we will also be piloting family support work to better meet the needs of families in our community. This development responds directly to the level of need we are currently seeing. 99 We also took a group of 13 (young people and parents) to Spring Harvest at Butlins. For some this was the first holiday theld had in years. 66 For most of my life, I struggled with not fitting in andfeeling different. Spring Harvest changed thotfor the better. One moment stood out.. a speaker said, you don't need tofit in ifyou belong., Ifinally knew I could be myself because I did belong. Local resident 99
Ivn ISE.'6 ZISE:61 Future Prospects Programme Aim: Improve young people's future prospects by providing holistic support from cradle to career for children, families and young adults. 66 Thankyou 50 much Ben & Joel For allyour support ond lessons. I will always remember and value these. We had some right laughs along the way. I really enjoyed it at Rise.'61 with the lads. So o massive thankyoul _ AP Young Person Total engaged: 99 We've begun piloting a young adult community group for those aged 18-24 who have outgrown our weekly clubs and drop-ins but still want ongoing support. We're excited to have launched with eight young adults and are eager to listen, learn, and shape the group around their needs. 44 3 Young people Volunteers As an approved provider on Wiltshire Council's Alternative Provision Network, we provided 542 alternative education sessions to 36 young people Struggling in mainstream education. Young people learnt to fix bikes, develop creative design skills and got more active. Through this 10 young people achieved a total of 37 AQA awards. 66 Rise are a great community. They are lovely lovelypeople. They have helped me in so many ways and I don t need to see my counsellor any more. - AP Youngperson Our plans for the Future Prospects programme - we are completing a strategic review of the programme to assess how Alternative Provision aligns with our long- term vision of a Better Bemerton for all. 99
Environment and Facilities 66 Programme alm: Young people and families have access to a fantastic range of community facilities and assets on their doorstep. I so love, love. love this. What an amazing project that continues to grow and develop for the people by the people we need more and more of this in the world. - Local resident 99 li We're proud to be continuing to work alongside our partners to improve two important community spaces, The multi-use games area is being redeveloped and is set for completion in early 2026, while a brand- new pump track and jump track are on track to be finished by November 2025 In May we celebrated the grand re- opening of our community garden after a significant transformation that took 3 months to complete. The redevelopment, championed by local residents, has created an accessible, year-round green space on Gainsborough Close in the heart of the estate. It includes beautiful new landscaping, an accessible path, patio areas and an all-weather table tennis table. We're thrilled to have secured planning permission for a new youth facility on the estate a home-from-home space where young people can come together for drop-ins and activities. Our next step is to finalise the plans and lease so we can begin raising funds to bring this exciting project to life. This significant upgrade builds upon years of dedication from young people and local volunteers who initially cultivated the garden, and is now enjoyed by around 500 local residents who come to use it each year. Our plans for the Environment & Facilities programme - We are excited to see the completion of two important community facility upgrades in the year ahead and will work closely with partners to maximise the impact of these new assets. A key priority for the coming year is to make significant progress on the new youth facility and to secure the funding required to begin construction in 2026127. We will also construct a wooden gazebo in the community garden, providing a year-round covered space for community use.
MEET"..- THE TEAM RiSE:61 Operations and Governance Programme aim: Strengthen the governance and operational backbone of the charity so we can sustain our future plans and deliver our work to a high professional standard. We've completed our strategy refresh with the team in the past year, restructuring the team in light of this. As part of this we've also updated our values, our pay scale and pay principles and revised our financial infrastructure to ensure it all aligns and complements our future direction. Trustees completed further trustee training in partnership with Stewardship this year and continue to revise and refresh all key policies and procedures ensuring they are as effective as possible. Our plans for Operation5 and Governance- we aim to further strengthen the organisation and mitigate risk by building a senior management team of three in the coming year. We will also seek to grow our fundraising capacity to support and sustain our future plans.
Impact Snapshot Here are some highlights of the impact we are seeing against four of our key outcomes. Much of this data comes from two surveys in 2025 reaching 66 young people and 8 parents. 66 They have helped mefeel better about myself - Young person The Heath would be so boring without Rise.'6 7 -young person Outcome 1.. Physical Health - People have positive relationships with their own bodies and have access to the food and activities they need to be physically healthy. It's reallyfun and I love going to Rise .'61 Young person 99 80% young people agreed that "I'm more active than before because of Rise:61" 75% of parents surveyed noticed this change in their child too. We gave out fresh fruit at every one of our clubs and activities, had monthly community feasts and provided families with foodbank vouchers and hardship grants. Outcome 2: Mental Health- People have a positive sense of self and the emotional resilience and mental wellbeing they need to flourish and have hope for the future. 66 They make mefeel loved- Young person 94% young people felt happier and more positive because of Rise:61. 100% parents surveyed noticed this in their child too. She is always positive and such o happy girl when she has been with Rise - Parent 99 59% young people felt less stressed and worried because of Rise:61 . 87.596 parents surveyed noticed this in their child too.
Outcome 3: Community building and relationships - People have a network of strong relationships within the community and have spaces where they can connect, find support, make new friends and take meaningful action. 66 Rise has given my daughter opportunities to meet new people and celebrate herself Parent 91 % young people had made new friends at Rise:61. 54% made four or more. "It is a great placefor him to go and hang out with a trustworthy group of people who support him". Parent 68% young people said someone in Rise:61 was a trusted adult - a person outside their family who they could reach out to for support. "Everyone gets a voice, and feel they have o sense of place". Youngperson Rise.'61 is like a secondfamily to me, they have been amazing and I can't waitfor the future. Young person 91 % young people said Rise:61 felt like a family - somewhere you feel appreciated and belong. 99 Outcome 4: Learnlng and work - People have the confidence, skills and opportunities to pursue the future they want. 74% young people believe in themselves more because of Rise:61. 100% of parents surveyed noticed this in their child too. 91 % young people have learnt new things because of Rise.'61. 100% of parents surveyed noticed this in their child too. 66 'It s proven that I con do anything I imagine". young person Alongside this many young people in our Alternative Provision learnt skills and gained AQA awards as previously mentioned. 'I've leaned G lot about myself over the lastfewyears - young person 99
16. 66 I love helping the young people out, knowing that they can go home with a smile on their foce. The chats we hove, especially the really interesting ones during some of our clubs are reollyfunl I met lots offriends through RISE.'61 as o young person, so I love working for Rise because I want to help young people, in the way RISE.'6 7 helped me when I was younger. 99 JAS'S STORY We got to knowjas after she attended a Youth Alpha course at the local secondary school, which we were helping to run. A passionate actor, she has just started a new drama club after the young people asked for onel She later became a young leader and then a volunteer, and we're fortunate to have her on our team. 'SE'61
17. We believe a key part of our role in this community is to equip and train young people to lead and drive change themselves, with lived experience at the heart of what we do. Thavs why it's so exciting to have employed Jas and Shaun as sessional Youth Workers this year. 66 There is so many opportunities I have been able to experience thanks to Rise.'61 -Shoun | RISE:6' 99 SHAUN'S STORY We first met Shaun 15 years ago, before Rise:61 even began. He was always eager tojoin in when we played football with local young people in the MUGA, though we often had to explain he wasn't quite old enough yet. He also attended the after-school clubs we ran once we became a charity, later becoming a young leader and then a volunteer. Shaun has always had a kind heart and a genuine desire to help, and it's been wonderful to employ him now and watch his skills and confidence continue to grow. As soon as he reached the right age, he got involved and has been a regular at Tuesday sports clubs ever since. ••
Trustee Report Objective5 and activities The Charitls objects, as set out in its governing document, are to: Fundraising performance Our fundraising performance continues to be healthy, and we are very grateful to everyone who gave financially to our work. 1. To advance the Christian faith. 2. To advance in life young people through: A) The provision of recreational and leisure time activities provided in the interest of social welfare, designed to improve their conditions of life,. andlor B) Providing support and activities which develop their skills, capacities and capabilities to enable them to participate in society as mature and responsible individuals. Our work 15 funded through a range of sources, with grants being the largest income source. We seek to strengthen this in future years through continuing to diversify our income and by reducing any over-reliance on any one funder. Rise:61 does not work with any commercial partners for fundraising. Publlc beneflt The trustees when making decisions about our activities have always had due regard to the Charity Commission's public benefit guidance when exercising any powers or duties to which the guidance is relevant. Volunteers Many of our activities and all our events are supported by a team of volunteers and young volunteers, around 40% of which are from the community itself bringingvaluable lived experience. We are so grateful for the role each and every one of them plays, With the recruitment of our developing people manager we will be more proactively investing in our volunteers, training and development in the years ahead. Achievements and Performance The first section of the report has set out the achievements and impact of the charity over the year. Our projects continue to be driven by the needs and passions of young people and their families, and enhanced by our networks and partnerships.
19. Financial Review Reserves policy At the end of this financial year we are in a robust financial position, with the upgrade of the community garden having a significant impact on the fixed assets on our balance sheet. The trustees have considered the appropriate level of free reserves to be held by the charity. This has been calculated based on three months of core operating expenditure, together with an additional provision to cover potential staff redundancy liabilities should the charity need to reduce its activities or cease operations. We received income totaling £341,959, which included £70,800 towards the community garden upgrades. Our expenditure was £262,954, leaving a net surplus of £79,005. Donations & gift aid 15.7% The trustees consider this level of reserves to provide an appropriate balance between financial resilience and the effective use of charitable funds. In reaching this conclusion, they have taken into account the assets held by the charity, which could be realised if additional resources were required, reducing the need to maintain higher levels of cash reserves. Referrals 9,9% Rental income 4.1% Grants 68.8% These reserves are held as a contingency against any sudden reduction in income and to safeguard the charity's ongoing operations from the impact of unforeseen fluctuations in income and expenditure. They also help to support cash flow requirements where grant and contract income is received in arrears. Cost of raising funds 4.6% Based on this assessment, the trustees have determined that the charity should maintain free reserves of £69,009. At the end of the financial year, the charity held free {general) reserves of £72,42812024: £67,031), which the trustees consider to be an appropriate level. Charitable activities 95.4% vis '.61
20. Structure. Governance and Management Inductlon and tralnlng of trustees Induction procedures are in place to ensure every trustee is clear of the work of the charity. New Trustees receive a pack upon starting with a copy of our governing document, our strategy, latest management accounts, staff structure and safeguarding policy. Rise:61 is a Charitable Incorporated Organisation guided by its constitution whose only voting members are its charity trustees. The activities we run continue to be based around the wishes of the young people and their families that we serve in the community. Trustees are provided with ongoing training and information to keep their knowledge and skills up to date and relevant. They are also encouraged to spend time with the staff team, observing front-line delivery where possible. Recrultment and appolntment of trustees Charity trustees are recruited through our existing networks alongside promotion online to access a wider pool of applicants and to ensure a balanced and effective trustee board. A role description is written and an interview is carried out to assess suitability. All trustees are required to confirm they are not disqualified from acting as a Trustee. Disclosure and Barring Service checks are carried out on all new trustees before appointment. Organlsational structure and decision making The Director is appointed by the trustees to manage the day to day operations of the Charity and to implement the charity's strategic plan. The Director meets the Chair of trustees for regular supervision sessions and is accountable to the Board of Trustees for the charity's performance against the agreed strategic plan.
21. Organisational structure and decision making organisation will establish a Risk Management Sub-committee, comprising trustees and senior staff, to provide enhanced oversight and focus on risk analysis and management. The board annually reviews staff salaries for cost of living increases. Independent HR expertise is gained when required for support and guidance. Salaries are set against our internal pay scales, to be reviewed every three years by our trustee board. We've always prioritised safeguarding as an organisation and we continue to partner with safeguarding charity 31.8 to ensure we have access to the most up-to- date, expert knowledge from a national level. Our staff team remain our biggest asset with the delivery of Rise:61's charitable vision being primarily dependent on them. This is why staffing is the largest element of our charitable expenditure. The principal financial risks to the charity are our reliance on large multi-year grants, like the lottery which will end in 2027 and also ensuring we raise enough Ljnrestricted funding to cover core costs. Risk Management Rise:61 takes the management of risk seriously, with trustees regularly reviewing the risk register and implementing mitigation strategies where appropriate. In the next financial year, the We are managing these risks by working to increase our regular giver base, unrestricted gifts and trading income, alongside securing alternative multi-year funding. RiSE:61
22. Statement of Trustee Responsibilities The Trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Companies Act 2006. The trustees, who are also the directors of Rise:61 for the purpose of company law, are responsible for preparing the Trustees, Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. Company Law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year. In preparing these financial statements, the trustees are required to: Select suitable accounting policies and then apply them consistently,. Observe the methods and principles in the Charities SORP; Make judgements and estimates that are reasonable and prudent,. State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements,. and Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation All the current Trustees have taken all reasonable steps, which, to the best of their knowledge and belief they ought to have taken, to make themselves aware of any information needed by the Charitls Independent Examiner for the purpose of completing the accounts and to establish that the Independent Examiner is aware of that information. The Trustees are not aware of any information which they understand would be relevant of which the Independent Examiner is unaware. The Trustees, report was approved by the Board of Trustees Danielle Malone Chair of Trustees Dated: 18June 2026
23. Independent Examiner's Report I report to the Trustees on my examination of the accounts of Rise:61 (Charity number 1158086) for the year ended 31 August 2025 which are set out on pages 25 to 45. To the fullest extent permitted by law, I do not accept or assume responsibility to anyone other than the Charity and the Charitls Trustees as a body for my examination work, for this report, or for the statements I have made. Respective responsibilities of trustees and examiner Basis of independent examinerfs Statement The Charity's Trustees are responsible for the preparation of the accounts in My examination was carried out in accordance with the requirements of the accordance with general directions given Charities Act 2011 (the Charities Act). The by the Charity Commission. An CharItS Trustees consider that an audit is examination includes a review of the not required for this year under section accounting records kept by the Charity 144 of the Charities Act and that an and a comparison of the accounts independent examination is needed. presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from the Trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit, and consequently no opinion is given as to whether the accounts present a'true and fairf view and the report is limited to those matters set out in the statement below. It is my responsibility to: examine the accounts under section 145 of the Charities Act; to follow the procedures laid down in the general Directions given by the Charity Commission under section 145(5)(bl of the Charities Act,. and, to state whether particular matters have come to my attention. This report, including my statement, has been prepared for and only for the Charitys Trustees as a body. My work has been undertaken so that I might state to the Charitys Trustees those matters l am required to state to them in an independent examinerfs report and for no other purpose.
24. Independent examiner's statement I have no concerns and have come across no other matters in connection with the Since the Charitys gross income exceeded examination to which attention should be £250,000 your examiner must be a drawn in this report in order to enable a member of a body listed in section 145 of proper understanding of the accounts to the 2011 Act. I confirm that l am qualified be reached. to undertake the examination because I am a member of the Institute of Chartered Accountants in England & Wales, which is one of the listed bodies. I have completed my examination. (FU&- I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect: accounting records were not kept in respect of the Charity as required by section 130 of the Act,. or the accounts do not accord with those Enaid Accountancy Ltd records,. or Platform 10 Engine Rooms the accounts do not comply with the Hood Road applicable requirements concerning Barry the form and content of accounts set CF62 SQL out in the Charities (Accounts and Reports) Regulations 2008 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. Andrew Philip Nash FCA Member of the Institute of Chartered Accountants in England and Wales - 2461833 Dated: 23June 2026
25.
Statement of financial activities
For the year ended 31 August 2025
| Notes Income from: Donations and legacies 3 Charitable activities 4 Investments Total income Expenditure on: Raising funds 5 & 6 Charitable activities 5 & 7 Total expenditure Net income/(expenditure) Transfers between funds 12 Net movement in funds Reconciliation of funds Balance brought forward 12 & 13 Balance carried forward 12 & 13 |
Total Unrestricted Restricted Total funds funds funds funds Year ended Year ended Year ended Year ended 31 Aug 2024 31 Aug 2025 31 Aug 2025 31 Aug 2025 (restated) £ £ £ £ 76,605 212,493 289,098 369,970 51,549 - 51,549 55,961 1,312 - 1,312 1,118 |
|---|---|
| 129,466 212,493 341,959 427,049 |
|
| 9,203 3,000 12,203 14,772 104,682 146,069 250,751 256,752 |
|
| 113,885 149,069 262,954 271,524 |
|
| 15,581 63,424 79,005 155,525 649,744 (649,744) - - |
|
| 665,325 (586,320) 79,005 155,525 67,031 625,260 692,291 536,766 |
|
| 732,356 38,940 771,296 692,291 |
Following on from a change of accountants and review of the structure of the accounts, partially in preparation for the new SORP, the income allocation and cost allocation models have been reviewed and amended. The prior year figures have been restated to reflect this, however both gross income and expenditure remain unchanged.
The notes on pages 27 to 45 form part of the financial statements.
26.
Balance sheet
As at 31 August 2025
| Notes Fixed assets Tangible assets 9 Current assets Debtors and prepayments 10 Cash at bank and in hand Creditors: Amounts falling due within one year 11 Net current assets Net assets Funds of the charity Restricted funds 12 & 13 Unrestricted funds General funds 12 & 13 Designated funds 12 & 13 Unrestricted funds Total funds |
£ 5,615 109,289 |
Total funds 31 Aug 2025 £ 659,928 111,368 |
£ 5,439 98,913 |
Total funds 31 Aug 2024 £ 595,717 96,574 |
|---|---|---|---|---|
| 114,904 (3,536) |
104,352 (7,778) |
|||
| 72,428 659,928 |
67,031 - |
|||
| 771,296 | 692,291 | |||
| 38,940 732,356 |
625,260 67,031 |
|||
| 771,296 | 692,291 |
The notes on pages 27 to 45 form part of the financial statements.
These financial statements were approved and authorised for issue by the Board of Trustees on 18 June 2026 and signed on their behalf by:
DANIELLE MALONE
CHAIR OF TRUSTEES
27.
Notes to the financial statements
1. Accounting policies
Basis of preparation of the financial statements
The financial statements have been prepared in accordance with ‘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) second edition (effective 1 January 2019)’, the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), including Update Bulletin 1, and the Companies Act 2006.
The effect of any event relating to the year ended 31 August 2025, which occurred before the date of approval of the financial statements by the Board of Trustees, has been included in the financial statements to the extent required to show a true and fair view of the state of affairs at 31 August 2025 and the results for the year ended on that date.
The functional currency of the Charity is GBP and amounts in the financial statements are rounded to the nearest
pound.
The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.
Using the exemption available to smaller charities the Board of Trustees has chosen not to include a Statement of
Cash Flows within the financial statements.
Going concern
The financial statements have been prepared on the going concern basis as the Board of Trustees is confident that future reserves and future income is more than sufficient to meet current commitments. There are no material uncertainties that impact this assessment, and the wider economic environment has had no material impact on this assessment.
Legal status
Rise:61 is a charitable incorporated organisation registered in England & Wales, and meets the definition of a public benefit entity. The registered address is St Michael’s Community Centre, 96 St Michael’s Road, Salisbury, SP2 9LE.
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 Charity and which have not been designated for other purposes.
Restricted funds are funds that are to be used in accordance with specific restrictions imposed by donors or that have been raised by the Charity for particular purposes. The cost of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in note 12 of the financial statements.
Income
Income is recognised when the Charity has entitlement to the funds, any performance indicators attached to the item(s) of income have been met, it is probable that the income will be received, and the amount can be measured reliably.
Donations are recognised in full in the Statement of Financial Activities when entitled, receipt is probable and when the amount can be quantified with reasonable accuracy. Gift aid receivable is included when claimable. Client contributions are classed as donations as they are entirely voluntary and do not impact access to service.
28.
1. Accounting policies (continued from previous page)
Income (continued from previous page)
Grant income is credited to the Statement of Financial Activities when received or receivable whichever is earlier, unless the grant relates to a future period, in which case it is deferred.
Income from charitable activities and investments is credited to the Statement of Financial Activities when received or receivable, whichever is earlier, unless it relates to a specific future period or event, in which case it is deferred.
Expenditure and irrecoverable VAT
All expenditure is accounted for on an accruals basis and has been included under expense categories that aggregate all costs for allocation to activities.
Indirect costs, including governance costs, which cannot be directly attributed to activities, are allocated between activities proportionate to the direct costs incurred in those activities.
Irrecoverable VAT is charged against the category of expenditure for which it was incurred.
Tangible fixed assets and depreciation
All assets costing more than £500 are capitalised.
Tangible fixed assets except freehold property are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost of fixed assets, less their residual value, over their useful life, on the following basis:
Freehold property 1% on cost (see below) Garden development 20% reducing balance Bike hub 10% on cost Fixtures, fittings and equipment 25% to 33% on cost Motor vehicles 25% reducing balance
Depreciation is charged on 25% of freehold property due to the high residual value of this asset which is ensured by a regular programme of repair and refurbishment (the cost of which is charged to the Statement of Financial Activities).
Cash at bank and in hand
Cash at bank and in hand includes cash in hand, deposits with banks and funds that are readily convertible into cash at, or close to, their carrying values, but are not held for investment purposes.
Debtors and prepayments
Trade and other debtors are recognised at the settlement amount after any trade discount is applied. Prepayments are valued at the amount prepaid net of any trade discounts due.
Creditors and accruals
Creditors are recognised where the Charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party, and the amount due to settle the obligation can be measured or estimated reliably.
Financial instruments
Basic financial instruments are measured at amortised cost other than investments which are measured at fair value.
29.
1. Accounting policies (continued from previous page)
Pensions
The Charity operates a defined contribution pension scheme which is administered by an external independent pension provider. Contributions are recognised in the Statement of Financial Activities as they fall due.
Critical estimates and judgements
In preparing financial statements it is necessary to make certain judgements, estimates and assumptions that affect the amounts recognised in the financial statements. The treatment of tangible fixed assets is sensitive to changes in useful economic lives and residual values of assets. In the view of the Trustees in applying the accounting policies adopted, no judgements were required that have a significant effect on the amounts recognised in the financial statements nor do any estimates or assumptions made carry a significant risk of material adjustment in the next financial year.
2. Comparative statement of fnancial activities
| Notes Income from: Donations and legacies 3 Charitable activities 4 Investments Total income Expenditure on: Raising funds 5 & 6 Charitable activities 5 & 7 Total expenditure Net income/(expenditure) Transfers between funds 12 Net movement in funds Reconciliation of funds Balance brought forward 12 & 13 Balance carried forward 12 & 13 |
Unrestricted Restricted Total funds funds funds Year ended Year ended Year ended 31 Aug 2024 31 Aug 2024 31 Aug 2024 (restated) (restated) (restated) £ £ £ 77,393 292,577 369,970 55,961 - 55,961 1,118 - 1,118 |
|---|---|
| 134,472 292,577 427,049 |
|
| 8,200 6,572 14,772 107,000 149,752 256,752 |
|
| 115,200 156,324 271,524 |
|
| 19,272 136,253 155,525 (4,571) 4,571 - |
|
| 14,701 140,824 155,525 52,330 484,436 536,766 |
|
| 67,031 625,260 692,291 |
Following on from a change of accountants and review of the structure of the accounts, partially in preparation for the new SORP, the income allocation and cost allocation models have been reviewed and amended. The prior year figures have been restated to reflect this, however both gross income and expenditure remain unchanged.
30.
3. Income from donations and legacies
| Donations and gift aid Grants Donations and gift aid Grants |
Unrestricted Restricted Total funds funds funds Year ended Year ended Year ended 31 Aug 2025 31 Aug 2025 31 Aug 2025 £ £ £ 50,605 3,060 53,665 26,000 209,433 235,433 |
|---|---|
| 76,605 212,493 289,098 |
|
| Unrestricted Restricted Total funds funds funds Year ended Year ended Year ended 31 Aug 2024 31 Aug 2024 31 Aug 2024 (restated) (restated) (restated) £ £ £ 40,393 6,625 47,018 37,000 285,952 322,952 |
|
| 77,393 292,577 369,970 |
Following on from a change of accountants and review of the structure of the accounts, partially in preparation for the new SORP, the income allocation and cost allocation models have been reviewed and amended. The prior year figures have been restated to reflect this, however both gross income and expenditure remain unchanged.
31.
3. Income from donations and legacies (continued from previous page)
Grant income is made up of the following amounts:
| 1485 Charitable Trust Bemerton Health Inter-Agency Group Empower Community Foundation The Joseph Rank Trust Lauderdale Trust The Melville Charitable Trust The National Lottery Community Fund The Prism Charitable Trust SCORE Souter Charitable Trust Sported Foundation The Walter Guinness Charitable Trust Wiltshire Community Foundation Wiltshire Council - Drop Ins Wiltshire Council - Garden Development Wiltshire Council - Other Wiltshire Gardens Trust |
Unrestricted Restricted Total funds funds funds Year ended Year ended Year ended 31 Aug 2025 31 Aug 2025 31 Aug 2025 £ £ £ - 1,000 1,000 - 5,000 5,000 - 5,000 5,000 - 12,500 12,500 - 25,000 25,000 1,000 - 1,000 - 63,138 63,138 25,000 - 25,000 - 3,000 3,000 - 3,000 3,000 - 2,500 2,500 - 2,000 2,000 - 7,500 7,500 - 3,000 3,000 - 70,800 70,800 - 995 995 - 5,000 5,000 |
|---|---|
| 26,000 209,433 235,433 |
32.
3. Income from donations and legacies (continued from previous page)
| 1485 Charitable Trust The Forrester Family Trust George Bairstow Charitable Trust Lauderdale Trust The Melville Charitable Trust The National Lottery Community Fund The Prism Charitable Trust Sherlock Charitable Trust Sport England: Together Fund Stanley Smith (UK) Horticultural Trust Stewardship - Housing fund The Syder Foundation Sylvia Waddilove Foundation The Walter Guinness Charitable Trust Wiltshire Council - Bike Hub Wiltshire Energy Food & Community Support Fund |
Unrestricted Restricted Total funds funds funds Year ended Year ended Year ended 31 Aug 2024 31 Aug 2024 31 Aug 2024 (restated) (restated) (restated) £ £ £ - 500 500 10,000 - 10,000 - 5,000 5,000 - 25,000 25,000 1,000 - 1,000 - 86,752 86,752 25,000 - 25,000 1,000 - 1,000 - 500 500 - 1,000 1,000 - 155,000 155,000 - 2,000 2,000 - 2,500 2,500 - 2,000 2,000 - 2,700 2,700 - 3,000 3,000 |
|---|---|
| 37,000 285,952 322,952 |
33.
4. Income from charitable activities
| Sales Rental income Referral payments Sales Rental income Referral payments |
Unrestricted Restricted Total funds funds funds Year ended Year ended Year ended 31 Aug 2025 31 Aug 2025 31 Aug 2025 £ £ £ 3,599 - 3,599 14,040 - 14,040 33,910 - 33,910 |
|---|---|
| 51,549 - 51,549 |
|
| Unrestricted Restricted Total funds funds funds Year ended Year ended Year ended 31 Aug 2024 31 Aug 2024 31 Aug 2024 (restated) (restated) (restated) £ £ £ 5,188 - 5,188 11,836 - 11,836 38,937 - 38,937 |
|
| 55,961 - 55,961 |
Following on from a change of accountants and review of the structure of the accounts, partially in preparation for the new SORP, the income allocation and cost allocation models have been reviewed and amended. The prior year figures have been restated to reflect this, however both gross income and expenditure remain unchanged.
34.
5. Total expenditure
| Raising funds Charitable activities Raising funds Charitable activities |
Direct Other staf direct Support Total costs costs costs costs Year ended Year ended Year ended Year ended 31 Aug 2025 31 Aug 2025 31 Aug 2025 31 Aug 2025 £ £ £ £ 8,713 703 2,787 12,203 131,670 61,821 57,260 250,751 |
|---|---|
| 140,383 62,524 60,047 262,954 |
|
| Direct Other staf direct Support Total costs costs costs costs Year ended Year ended Year ended Year ended 31 Aug 2024 31 Aug 2024 31 Aug 2024 31 Aug 2024 (restated) (restated) (restated) (restated) £ £ £ £ 9,377 621 4,774 14,772 124,665 49,112 82,975 256,752 |
|
| 134,042 49,733 87,749 271,524 |
Following on from a change of accountants and review of the structure of the accounts, partially in preparation for the new SORP, the income allocation and cost allocation models have been reviewed and amended. The prior year figures have been restated to reflect this, however both gross income and expenditure remain unchanged.
Indirect costs, including governance costs, which cannot be directly attributed to activities, are allocated between activities proportionate to the direct costs incurred in those activities.
An analysis of costs of raising funds split between restricted and unrestricted funds can be found in note 6.
An analysis of charitable activities split between restricted and unrestricted funds can be found in note 7.
An analysis of staff costs can be found in note 8.
35.
5. Total expenditure (continued from previous page)
Indirect costs consists of the following:
| vernance costs consists of the following: Support staf costs Administration Professional fees Governance costs Independent examination - current year Independent examination - prior year under accrual |
Total Total costs costs Year ended Year ended 31 Aug 2024 31 Aug 2025 (restated) £ £ 40,751 43,857 3,975 4,109 13,521 37,623 1,800 2,160 |
|---|---|
| 60,047 87,749 |
|
| Total Total costs costs Year ended Year ended 31 Aug 2024 31 Aug 2025 (restated) £ £ 1,800 1,440 - 720 |
|
| 1,800 2,160 |
Governance costs consists of the following:
36.
6. Expenditure on raising funds
| Direct staf costs Other direct costs Support costs Direct staf costs Other direct costs Support costs |
Unrestricted Restricted Total funds funds funds Year ended Year ended Year ended 31 Aug 2025 31 Aug 2025 31 Aug 2025 £ £ £ 5,713 3,000 8,713 703 - 703 2,787 - 2,787 |
|---|---|
| 9,203 3,000 12,203 |
|
| Unrestricted Restricted Total funds funds funds Year ended Year ended Year ended 31 Aug 2024 31 Aug 2024 31 Aug 2024 (restated) (restated) (restated) £ £ £ 2,812 6,565 9,377 615 6 621 4,773 1 4,774 |
|
| 8,200 6,572 14,772 |
Following on from a change of accountants and review of the structure of the accounts, partially in preparation for the new SORP, the income allocation and cost allocation models have been reviewed and amended. The prior year figures have been restated to reflect this, however both gross income and expenditure remain unchanged.
37.
7. Expenditure on charitable activities
| Direct staf costs Other direct costs Support costs Direct staf costs Other direct costs Support costs |
Unrestricted Restricted Total funds funds funds Year ended Year ended Year ended 31 Aug 2025 31 Aug 2025 31 Aug 2025 £ £ £ 43,700 87,970 131,670 32,761 29,060 61,821 28,221 29,039 57,260 |
|---|---|
| 104,682 146,069 250,751 |
|
| Unrestricted Restricted Total funds funds funds Year ended Year ended Year ended 31 Aug 2024 31 Aug 2024 31 Aug 2024 (restated) (restated) (restated) £ £ £ 33,896 90,769 124,665 18,656 30,456 49,112 54,448 28,527 82,975 |
|
| 107,000 149,752 256,752 |
Following on from a change of accountants and review of the structure of the accounts, partially in preparation for the new SORP, the income allocation and cost allocation models have been reviewed and amended. The prior year figures have been restated to reflect this, however both gross income and expenditure remain unchanged.
8. Staf costs
| Salaries Employers national insurance Employers pension |
Total Total costs costs Year ended Year ended 31 Aug 2025 31 Aug 2024 £ £ 168,189 166,641 7,962 6,350 4,983 4,908 |
|---|---|
| 181,134 177,899 |
The average headcount during the period was 9 persons (2024: 9 persons).
No employee received employee benefits above £60,000.
The total employee benefits paid to key management personnel during the period was £54,524 (2024: £50,774).
38.
9. Tangible fxed assets
| 0. Debtors and prepayments Fixtures, Freehold Garden Bike fttings & property Develop’t Hub equipment £ £ £ £ Cost As at 1 September 2024 571,676 - 8,000 10,899 Additions 5,350 70,800 - 3,420 As at 31 August 2025 577,026 70,800 8,000 14,319 Accumulated depreciation As at 1 September 2024 2,254 - 5,600 8,868 Charge for the year 1,432 5,900 800 1,761 As at 31 August 2025 3,686 5,900 6,400 10,629 Net book value As at 1 September 2024 569,422 - 2,400 2,031 As at 31 August 2025 573,340 64,900 1,600 3,690 Trade debtors Accrued gift aid Prepayments Other |
Fixtures, Freehold Garden Bike fttings & property Develop’t Hub equipment £ £ £ £ 571,676 - 8,000 10,899 5,350 70,800 - 3,420 |
Motor vehicles Total £ £ 44,422 634,997 - 79,570 |
|---|---|---|
| 577,026 70,800 8,000 14,319 |
44,422 714,567 |
|
| 2,254 - 5,600 8,868 1,432 5,900 800 1,761 |
22,558 39,280 5,466 15,359 |
|
| 3,686 5,900 6,400 10,629 |
28,024 54,639 |
|
| 569,422 - 2,400 2,031 |
21,864 595,717 |
|
| 573,340 64,900 1,600 3,690 |
16,398 659,928 |
|
| Total Total costs costs Year ended Year ended 31 Aug 2025 31 Aug 2024 £ £ 2,323 2,381 1,901 2,320 1,391 - - 738 |
||
| 5,615 5,439 |
10. Debtors and prepayments
39.
11. Creditors: amounts falling due within one year
| 2. Analysis of charity funds Accounts payable HMRC payable Accruals Unrestricted funds General funds Designated funds - fxed assets Freehold property Garden development Bike Hub Fixtures, fttings and equipment Motor vehicles Designated funds - fxed assets Unrestricted funds |
Balance Income Expend. brought for the in the forward period period Year ended Year ended Year ended 31 Aug 2025 31 Aug 2025 31 Aug 2025 £ £ £ 67,031 129,466 (113,885) - - - - - - - - - - - - - - - |
Total Total costs costs Year ended Year ended 31 Aug 2025 31 Aug 2024 £ £ 1,208 4,539 528 1,799 1,800 1,440 |
|---|---|---|
| 3,536 7,778 |
||
| Transfers Balance between carried funds forward Year ended Year ended 31 Aug 2025 31 Aug 2025 £ £ (10,184) 72,428 573,340 573,340 64,900 64,900 1,600 1,600 3,690 3,690 16,398 16,398 |
||
| - - - |
659,928 659,928 |
|
| 67,031 129,466 (113,885) |
649,744 732,356 |
12. Analysis of charity funds
40.
12. Analysis of charity funds (continued from previous page)
| Unrest’d funds from prev. page Restricted funds Fixed assets: Freehold property Garden development Bike Hub Fixtures, fttings and equipment Motor vehicles Other funds: 1485 hardship fund Coronation Living Heritage Orchard Grant Empower Comm. Foundation George Bairstow Char. Trust Hardship grants IAG garden grant The Joseph Rank Trust Lauderdale Trust Minibus fund National Lottery Comm. Fund NLCF - impact grants RING Communities Fund Salary support Spring Harvest 2025 Sylvia Waddilove Foundation Walter Guinness Char. Trust Wilts Community Foundation Wilts C’l - Area B’d - B/Hub Wilts C’l - Area B’d: Drop Ins Wiltshire Gardens Trust Youth Hub Dev’t Project |
Balance Income Expend. Transfers Balance brought for the in the between carried forward period period funds forward Year ended Year ended Year ended Year ended Year ended 31 Aug 2025 31 Aug 2025 31 Aug 2025 31 Aug 2025 31 Aug 2025 £ £ £ £ £ |
|---|---|
| 67,031 129,466 (113,885) 649,744 732,356 |
|
| 569,422 - (1,432) (567,990) - - 70,800 (5,900) (64,900) - 2,400 - (800) (1,600) - 1,630 - (900) (730) - 21,864 - (5,466) (16,398) - - 1,000 (1,000) - - - 995 (995) - - - 5,000 (3,079) - 1,921 10,000 - - - 10,000 - 2,500 (500) - 2,000 - 5,000 (5,000) - - - 12,500 (12,500) - - - 25,000 (25,000) - - 940 60 (1,000) - - 10,772 63,138 (59,870) - 14,040 6,913 - (2,808) - 4,105 - 2,500 (2,500) - - - 3,000 (3,000) - - - 6,000 (6,000) - - 1,040 - (1,040) - - - 2,000 (2,000) - - - 5,000 (5,000) - - 279 - (279) - - - 3,000 (3,000) - - - 5,000 - - 5,000 - - - 1,874 1,874 |
|
| 625,260 212,493 (149,069) (649,744) 38,940 |
|
| 692,291 341,959 (262,954) - 771,296 |
41.
12. Analysis of charity funds (continued from previous page)
Fixed assets
These represent the fixed assets held by the Charity, the majority of which have been bought through restricted appeals and grants, with depreciation subsequently charged against each fund. At year end transfers were made to the funds to ensure the balance at year end matched the net book value of the relevant assets. These were also transferred to designated funds as none of the funders hold any legal title or restrictions on the future use or sale of the assets.
1485 Hardship fund
To support families struggling through small hardship gifts.
Coronation Living Heritage Orchard Fund
To fund trees and signage at the community garden.
Empower Community Foundation
To support the second phase of the community garden.
George Bairstow Charitable Trust
To support the purchase of a gazebo for the community garden.
Hardship grants
To support families in need.
IAG garden grant
To support the second phase of the community garden.
The Joseph Rank Trust
To support core costs.
Lauderdale Trust
To fund our youth work that meets practical needs and our ability to create spaces to explore faith.
Minibus fund
To pay towards the ongoing running and servicing costs of the minibus.
The National Lottery Community Fund
To fund our Youth Hubs and associated overhead costs.
The National Lottery Community Fund - Impact grants
To work with an external consultant to develop our impact measurement.
RING Communities Fund
To support girls to increase physical activity levels.
42.
12. Analysis of charity funds (continued from previous page)
Salary support
To support the salaries of individual staff members.
Spring Harvest 2025
To support a trip to Spring Harvest 2025.
Sylvia Waddilove Foundation
To fund community garden accessibility improvements.
The Walter Guinness Charitable Trust
To fund our youth clubs and drop in.
Wiltshire Community Foundation
To fund the feasibility study for our proposed site for building a youth facility.
Wiltshire Council - Area Board: Bike Hub
To purchase a bike rack/trailer for the van and bike jumps.
Wiltshire Council - Area Board: Drop Ins
To support our drop in sessions.
Wiltshire Gardens Trust
To support the purchase of a gazebo for the community garden.
Youth Hub Development Project
To support the possible development of a youth facility.
43.
12. Analysis of charity funds (continued from previous page)
| Unrestricted funds General funds Restricted funds Fixed assets: Freehold property Bike Hub Fixtures, fttings and equipment Motor vehicles Other funds: #iwillfund 2023 1485 hardship fund George Bairstow Char. Trust Housing fund The Jerusalem Trust Grant Lauderdale Trust Minibus fund National Lottery Comm. Fund NLCF - impact grants SCORE grant Sport England: Together Fund Stanley Smith (UK) Hort’l Trust The Syder Foundation Sylvia Waddilove Foundation The Walter Guinness Charitable Trust Wilts Community Foundation Wilts Council - Area B’d: B/Hub Wilts Council - Area B’d: C/Hub Wilts Council - Youth Facility Wilts Council - Energy Food & Comm'y |
Balance Income Expenditure Transfers Balance brought for the in the between carried forward period period funds forward Year ended Year ended Year ended Year ended Year ended 31 Aug 2024 31 Aug 2024 31 Aug 2024 31 Aug 2024 31 Aug 2024 £ £ £ £ £ 52,330 134,472 (115,200) (4,571) 67,031 |
|---|---|
| 52,330 134,472 (115,200) (4,571) 67,031 |
|
| 329,175 - (1,429) 241,676 569,422 3,200 - (800) - 2,400 2,856 - (1,226) - 1,630 29,152 - (7,288) - 21,864 2,011 - (1,587) (424) - - 500 (500) - - 5,000 5,000 - - 10,000 76,304 161,000 - (237,304) - 1,847 - (1,847) - - - 25,000 (25,000) - - 1,812 625 (1,497) - 940 14,659 68,752 (72,639) - 10,772 161 18,000 (11,248) - 6,913 1,403 - (1,403) - - - 500 (500) - - - 1,000 (1,000) - - - 2,000 (2,000) - - - 2,500 (1,460) - 1,040 - 2,000 (2,623) 623 - 1,962 - (1,962) - - - 2,700 (2,421) - 279 4,894 - (4,894) - - 10,000 - (10,000) - - - 3,000 (3,000) - - |
|
| 484,436 292,577 (156,324) 4,571 625,260 |
|
| 536,766 427,049 (271,524) - 692,291 |
44.
12. Analysis of charity funds (continued from previous page)
iwillfund 2023
To engage young people in social action through fundraising challenges.
Housing fund
To purchase two residential properties to house staff in furtherance of the charity’s objectives.
SCORE grant
To fund young people to go on camping trips to festivals.
Sport England: Together fund
To fund our Active and Bike Clubs.
Stanley Smith (UK) Horticultural Trust
To purchase plants, tools and equipment for the community garden.
The Syder Foundation
To fund trips off the estate.
Wiltshire Council - Area Board: Creative Hub
To fund our Creative Hub.
Wiltshire Council - Youth Facility
To further the development of the youth facility.
45.
13. Analysis of net assets
| Fixed assets Current assets Current liabilities Fixed assets Current assets Current liabilities |
Unrestricted Restricted Total funds funds funds Year ended Year ended Year ended 31 Aug 2025 31 Aug 2025 31 Aug 2025 £ £ £ 659,928 - 659,928 75,964 38,940 114,904 (3,536) - (3,536) |
|---|---|
| 732,356 38,940 771,296 |
|
| Unrestricted Restricted Total funds funds funds Year ended Year ended Year ended 31 Aug 2024 31 Aug 2024 31 Aug 2024 £ £ £ 401 595,316 595,717 74,408 29,944 104,352 (7,778) - (7,778) |
|
| 67,031 625,260 692,291 |
14. Trustee remuneration
During the year, no Trustee received any remuneration (2024: £Nil). No members of the Board of Trustees received reimbursement of expenses (2024: £Nil).
15. Related party transactions
During the year there were no related party transactions (2024: £Nil).