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
CharIt￿S 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**<br>**Income from:**<br>Donations and legacies<br>3<br>Charitable activities<br>4<br>Investments<br>**Total income**<br>**Expenditure on:**<br>Raising funds<br>5 & 6<br>Charitable activities<br>5 & 7<br>**Total expenditure**<br>**Net income/(expenditure)**<br>Transfers between funds<br>12<br>**Net movement in funds**<br>**Reconciliation of funds**<br>Balance brought forward<br>12 & 13<br>Balance carried forward<br>12 & 13|Total<br>**Unrestricted**<br>**Restricted**<br>**Total**<br>funds<br>**funds**<br>**funds**<br>**funds**<br>Year ended<br>**Year ended**<br>**Year ended**<br>**Year ended**<br>31 Aug 2024<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>(restated)<br>**£**<br>**£**<br>**£**<br>£<br>76,605<br>212,493<br>**289,098**<br>369,970<br>51,549<br>-<br>**51,549**<br>55,961<br>1,312<br>-<br>**1,312**<br>1,118|
|---|---|
||**129,466**<br>**212,493**<br>**341,959**<br>427,049|
||9,203<br>3,000<br>**12,203**<br>14,772<br>104,682<br>146,069<br>**250,751**<br>256,752|
||**113,885**<br>**149,069**<br>**262,954**<br>271,524|
||**15,581**<br>**63,424**<br>**79,005**<br>155,525<br>649,744<br>(649,744)<br>**-**<br>-|
||**665,325**<br>**(586,320)**<br>**79,005**<br>155,525<br>67,031<br>625,260<br>**692,291**<br>536,766|
||**732,356**<br>**38,940**<br>**771,296**<br>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**<br>**Fixed assets**<br>Tangible assets<br>9<br>**Current assets**<br>Debtors and prepayments<br>10<br>Cash at bank and in hand<br>**Creditors:**<br>Amounts falling due within one<br>year<br>11<br>**Net current assets**<br>**Net assets**<br>**Funds of the charity**<br>Restricted funds<br>12 & 13<br>Unrestricted funds<br>General funds<br>12 & 13<br>Designated funds<br>12 & 13<br>Unrestricted funds<br>**Total funds**|**£**<br>5,615<br>109,289|**Total**<br>**funds**<br>**31 Aug 2025**<br>**£**<br>**659,928**<br> <br> <br> <br>**111,368**|£<br> <br>5,439<br>98,913|Total<br>funds<br>31 Aug 2024<br>£<br>595,717<br> <br> <br> <br>96,574|
|---|---|---|---|---|
||**114,904**<br>(3,536)||104,352<br>(7,778)||
||72,428<br>659,928||<br> <br> <br>67,031<br>-||
|||**771,296**||692,291|
|||**38,940**<br> <br> <br>**732,356**||625,260<br> <br> <br>67,031|
||||<br>||
|||**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**<br>Income from:<br>Donations and legacies<br>3<br>Charitable activities<br>4<br>Investments<br>Total income<br>Expenditure on:<br>Raising funds<br>5 & 6<br>Charitable activities<br>5 & 7<br>Total expenditure<br>Net income/(expenditure)<br>Transfers between funds<br>12<br>Net movement in funds<br>Reconciliation of funds<br>Balance brought forward<br>12 & 13<br>Balance carried forward<br>12 & 13|Unrestricted<br>Restricted<br>Total<br>funds<br>funds<br>funds<br>Year ended<br>Year ended<br>Year ended<br>31 Aug 2024<br>31 Aug 2024<br>31 Aug 2024<br>(restated)<br>(restated)<br>(restated)<br>£<br>£<br>£<br>77,393<br>292,577<br>369,970<br>55,961<br>-<br>55,961<br>1,118<br>-<br>1,118|
|---|---|
||134,472<br>292,577<br>427,049|
||8,200<br>6,572<br>14,772<br>107,000<br>149,752<br>256,752|
||115,200<br>156,324<br>271,524|
||19,272<br>136,253<br>155,525<br>(4,571)<br>4,571<br>-|
||14,701<br>140,824<br>155,525<br>52,330<br>484,436<br>536,766|
||67,031<br>625,260<br>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<br>Grants<br>Donations and gift aid<br>Grants|**Unrestricted**<br>**Restricted**<br>**Total**<br>**funds**<br>**funds**<br>**funds**<br>**Year ended**<br>**Year ended**<br>**Year ended**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**£**<br>**£**<br>**£**<br>50,605<br>3,060<br>**53,665**<br>26,000<br>209,433<br>**235,433**|
|---|---|
||**76,605**<br>**212,493**<br>**289,098**|
||Unrestricted<br>Restricted<br>Total<br>funds<br>funds<br>funds<br>Year ended<br>Year ended<br>Year ended<br>31 Aug 2024<br>31 Aug 2024<br>31 Aug 2024<br>(restated)<br>(restated)<br>(restated)<br>£<br>£<br>£<br>40,393<br>6,625<br>47,018<br>37,000<br>285,952<br>322,952|
||77,393<br>292,577<br>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<br>Bemerton Health Inter-Agency Group<br>Empower Community Foundation<br>The Joseph Rank Trust<br>Lauderdale Trust<br>The Melville Charitable Trust<br>The National Lottery Community Fund<br>The Prism Charitable Trust<br>SCORE<br>Souter Charitable Trust<br>Sported Foundation<br>The Walter Guinness Charitable Trust<br>Wiltshire Community Foundation<br>Wiltshire Council - Drop Ins<br>Wiltshire Council - Garden Development<br>Wiltshire Council - Other<br>Wiltshire Gardens Trust|**Unrestricted**<br>**Restricted**<br>**Total**<br>**funds**<br>**funds**<br>**funds**<br>**Year ended**<br>**Year ended**<br>**Year ended**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**£**<br>**£**<br>**£**<br>-<br>1,000<br>**1,000**<br>-<br>5,000<br>**5,000**<br>-<br>5,000<br>**5,000**<br>-<br>12,500<br>**12,500**<br>-<br>25,000<br>**25,000**<br>1,000<br>-<br>**1,000**<br>-<br>63,138<br>**63,138**<br>25,000<br>-<br>**25,000**<br>-<br>3,000<br>**3,000**<br>-<br>3,000<br>**3,000**<br>-<br>2,500<br>**2,500**<br>-<br>2,000<br>**2,000**<br>-<br>7,500<br>**7,500**<br>-<br>3,000<br>**3,000**<br>-<br>70,800<br>**70,800**<br>-<br>995<br>**995**<br>-<br>5,000<br>**5,000**|
|---|---|
||**26,000**<br>**209,433**<br>**235,433**|





**32.** 

## 3.    Income from donations and legacies (continued from previous page) 

|1485 Charitable Trust<br>The Forrester Family Trust<br>George Bairstow Charitable Trust<br>Lauderdale Trust<br>The Melville Charitable Trust<br>The National Lottery Community Fund<br>The Prism Charitable Trust<br>Sherlock Charitable Trust<br>Sport England: Together Fund<br>Stanley Smith (UK) Horticultural Trust<br>Stewardship - Housing fund<br>The Syder Foundation<br>Sylvia Waddilove Foundation<br>The Walter Guinness Charitable Trust<br>Wiltshire Council - Bike Hub<br>Wiltshire Energy Food & Community Support Fund|Unrestricted<br>Restricted<br>Total<br>funds<br>funds<br>funds<br>Year ended<br>Year ended<br>Year ended<br>31 Aug 2024<br>31 Aug 2024<br>31 Aug 2024<br>(restated)<br>(restated)<br>(restated)<br>£<br>£<br>£<br>-<br>500<br>500<br>10,000<br>-<br>10,000<br>-<br>5,000<br>5,000<br>-<br>25,000<br>25,000<br>1,000<br>-<br>1,000<br>-<br>86,752<br>86,752<br>25,000<br>-<br>25,000<br>1,000<br>-<br>1,000<br>-<br>500<br>500<br>-<br>1,000<br>1,000<br>-<br>155,000<br>155,000<br>-<br>2,000<br>2,000<br>-<br>2,500<br>2,500<br>-<br>2,000<br>2,000<br>-<br>2,700<br>2,700<br>-<br>3,000<br>3,000|
|---|---|
||37,000<br>285,952<br>322,952|





**33.** 

## 4.    Income from charitable activities 

|Sales<br>Rental income<br>Referral payments<br>Sales<br>Rental income<br>Referral payments|**Unrestricted**<br>**Restricted**<br>**Total**<br>**funds**<br>**funds**<br>**funds**<br>**Year ended**<br>**Year ended**<br>**Year ended**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**£**<br>**£**<br>**£**<br>3,599<br>-<br>**3,599**<br>14,040<br>-<br>**14,040**<br>33,910<br>-<br>**33,910**|
|---|---|
||**51,549**<br>**-**<br>**51,549**|
||Unrestricted<br>Restricted<br>Total<br>funds<br>funds<br>funds<br>Year ended<br>Year ended<br>Year ended<br>31 Aug 2024<br>31 Aug 2024<br>31 Aug 2024<br>(restated)<br>(restated)<br>(restated)<br>£<br>£<br>£<br>5,188<br>-<br>5,188<br>11,836<br>-<br>11,836<br>38,937<br>-<br>38,937|
||55,961<br>-<br>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<br>Charitable activities<br>Raising funds<br>Charitable activities|**Direct**<br>**Other**<br>**staf**<br>**direct**<br>**Support**<br>**Total**<br>**costs**<br>**costs**<br>**costs**<br>**costs**<br>**Year ended**<br>**Year ended**<br>**Year ended**<br>**Year ended**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**£**<br>**£**<br>**£**<br>**£**<br>8,713<br>703<br>2,787<br>**12,203**<br>131,670<br>61,821<br>57,260<br>**250,751**|
|---|---|
||**140,383**<br>**62,524**<br>**60,047**<br>**262,954**|
||Direct<br>Other<br>staf<br>direct<br>Support<br>Total<br>costs<br>costs<br>costs<br>costs<br>Year ended<br>Year ended<br>Year ended<br>Year ended<br>31 Aug 2024<br>31 Aug 2024<br>31 Aug 2024<br>31 Aug 2024<br>(restated)<br>(restated)<br>(restated)<br>(restated)<br>£<br>£<br>£<br>£<br>9,377<br>621<br>4,774<br>14,772<br>124,665<br>49,112<br>82,975<br>256,752|
||134,042<br>49,733<br>87,749<br>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:<br>Support staf costs<br>Administration<br>Professional fees<br>Governance costs<br>Independent examination - current year<br>Independent examination - prior year under accrual|Total<br>**Total**<br>costs<br>**costs**<br>Year ended<br>**Year ended**<br>31 Aug 2024<br>**31 Aug 2025**<br>(restated)<br>**£**<br>£<br>**40,751**<br>43,857<br>**3,975**<br>4,109<br>**13,521**<br>37,623<br>**1,800**<br>2,160|
|---|---|
||**60,047**<br>87,749|
||Total<br>**Total**<br>costs<br>**costs**<br>Year ended<br>**Year ended**<br>31 Aug 2024<br>**31 Aug 2025**<br>(restated)<br>**£**<br>£<br>**1,800**<br>1,440<br>**-**<br>720|
||**1,800**<br>2,160|



Governance costs consists of the following: 



**36.** 

## 6.    Expenditure on raising funds 

|Direct staf costs<br>Other direct costs<br>Support costs<br>Direct staf costs<br>Other direct costs<br>Support costs|**Unrestricted**<br>**Restricted**<br>**Total**<br>**funds**<br>**funds**<br>**funds**<br>**Year ended**<br>**Year ended**<br>**Year ended**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**£**<br>**£**<br>**£**<br>5,713<br>3,000<br>8,713<br>703<br>-<br>703<br>2,787<br>-<br>2,787|
|---|---|
||**9,203**<br>**3,000**<br>**12,203**|
||Unrestricted<br>Restricted<br>Total<br>funds<br>funds<br>funds<br>Year ended<br>Year ended<br>Year ended<br>31 Aug 2024<br>31 Aug 2024<br>31 Aug 2024<br>(restated)<br>(restated)<br>(restated)<br>£<br>£<br>£<br>2,812<br>6,565<br>9,377<br>615<br>6<br>621<br>4,773<br>1<br>4,774|
||8,200<br>6,572<br>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<br>Other direct costs<br>Support costs<br>Direct staf costs<br>Other direct costs<br>Support costs|**Unrestricted**<br>**Restricted**<br>**Total**<br>**funds**<br>**funds**<br>**funds**<br>**Year ended**<br>**Year ended**<br>**Year ended**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**£**<br>**£**<br>**£**<br>43,700<br>87,970<br>**131,670**<br>32,761<br>29,060<br>**61,821**<br>28,221<br>29,039<br>**57,260**|
|---|---|
||**104,682**<br>**146,069**<br>**250,751**|
||Unrestricted<br>Restricted<br>Total<br>funds<br>funds<br>funds<br>Year ended<br>Year ended<br>Year ended<br>31 Aug 2024<br>31 Aug 2024<br>31 Aug 2024<br>(restated)<br>(restated)<br>(restated)<br>£<br>£<br>£<br>33,896<br>90,769<br>124,665<br>18,656<br>30,456<br>49,112<br>54,448<br>28,527<br>82,975|
||107,000<br>149,752<br>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<br>Employers national insurance<br>Employers pension|**Total**<br>Total<br>**costs**<br>costs<br>**Year ended**<br>Year ended<br>**31 Aug 2025**<br>31 Aug 2024<br>**£**<br>£<br>**168,189**<br>166,641<br>**7,962**<br>6,350<br>**4,983**<br>4,908|
|---|---|
||**181,134**<br>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<br>**Fixtures,**<br>**Freehold**<br>**Garden**<br>**Bike**<br>**fttings &**<br>**property**<br>**Develop’t**<br>**Hub**<br>**equipment**<br>**£**<br>**£**<br>**£**<br>**£**<br>**Cost**<br>As at 1 September<br>2024<br>571,676<br>-<br>8,000<br>10,899<br>Additions<br>5,350<br>70,800<br>-<br>3,420<br>As at 31 August<br>2025<br>**577,026**<br>**70,800**<br>**8,000**<br>**14,319**<br>**Accumulated**<br>**depreciation**<br>As at 1 September<br>2024<br>2,254<br>-<br>5,600<br>8,868<br>Charge for the year<br>1,432<br>5,900<br>800<br>1,761<br>As at 31 August<br>2025<br>**3,686**<br>**5,900**<br>**6,400**<br>**10,629**<br>**Net book value**<br>As at 1 September<br>2024<br>**569,422**<br>**-**<br>**2,400**<br>**2,031**<br>As at 31 August<br>2025<br>**573,340**<br>**64,900**<br>**1,600**<br>**3,690**<br>Trade debtors<br>Accrued gift aid<br>Prepayments<br>Other|**Fixtures,**<br>**Freehold**<br>**Garden**<br>**Bike**<br>**fttings &**<br>**property**<br>**Develop’t**<br>**Hub**<br>**equipment**<br>**£**<br>**£**<br>**£**<br>**£**<br>571,676<br>-<br>8,000<br>10,899<br>5,350<br>70,800<br>-<br>3,420|**Motor**<br>**vehicles**<br>**Total**<br>**£**<br>**£**<br> <br>44,422<br>**634,997**<br> <br>-<br>**79,570**|
|---|---|---|
||**577,026**<br>**70,800**<br>**8,000**<br>**14,319**|<br>**44,422**<br>**714,567**|
||2,254<br>-<br>5,600<br>8,868<br>1,432<br>5,900<br>800<br>1,761|<br>22,558<br>**39,280**<br> <br>5,466<br>**15,359**|
||**3,686**<br>**5,900**<br>**6,400**<br>**10,629**|<br>**28,024**<br>**54,639**|
||**569,422**<br>**-**<br>**2,400**<br>**2,031**|<br>**21,864**<br>**595,717**|
||**573,340**<br>**64,900**<br>**1,600**<br>**3,690**|<br>**16,398**<br>**659,928**|
|||**Total**<br>Total<br>**costs**<br>costs<br>**Year ended**<br>Year ended<br>**31 Aug 2025**<br>31 Aug 2024<br>**£**<br>£<br>**2,323**<br>2,381<br>**1,901**<br>2,320<br>**1,391**<br>-<br>**-**<br>738|
|||**5,615**<br>5,439|



## 10.    Debtors and prepayments 



**39.** 

## 11.    Creditors: amounts falling due within one year 

|2.    Analysis of charity funds<br>Accounts payable<br>HMRC payable<br>Accruals<br>**Unrestricted funds**<br>General funds<br>Designated funds - fxed assets<br>Freehold property<br>Garden development<br>Bike Hub<br>Fixtures, fttings and equipment<br>Motor vehicles<br>Designated funds - fxed assets<br>**Unrestricted funds**|**Balance**<br>**Income**<br>**Expend.**<br>**brought**<br>**for the**<br>**in the**<br>**forward**<br>**period**<br>**period**<br>**Year ended**<br>**Year ended**<br>**Year ended**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**£**<br>**£**<br>**£**<br>67,031<br>129,466<br>(113,885)<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-|**Total**<br>Total<br>**costs**<br>costs<br>**Year ended**<br>Year ended<br>**31 Aug 2025**<br>31 Aug 2024<br>**£**<br>£<br>**1,208**<br>4,539<br>**528**<br>1,799<br>**1,800**<br>1,440|
|---|---|---|
|||**3,536**<br>7,778|
|||**Transfers**<br>**Balance**<br> <br>**between**<br>**carried**<br> <br>**funds**<br>**forward**<br>**Year ended**<br>**Year ended**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**£**<br>**£**<br>(10,184)<br>**72,428**<br> <br>573,340<br>**573,340**<br> <br>64,900<br>**64,900**<br> <br>1,600<br>**1,600**<br> <br>3,690<br>**3,690**<br> <br>16,398<br>**16,398**|
||**-**<br>**-**<br>**-**|<br>**659,928**<br>**659,928**|
||**67,031**<br>**129,466**<br>**(113,885)**|**649,744**<br>**732,356**|



## 12.    Analysis of charity funds 



**40.** 

## 12.    Analysis of charity funds (continued from previous page) 

|**Unrest’d funds from prev. page**<br>**Restricted funds**<br>Fixed assets:<br>Freehold property<br>Garden development<br>Bike Hub<br>Fixtures, fttings and equipment<br>Motor vehicles<br>Other funds:<br>1485 hardship fund<br>Coronation Living Heritage<br>Orchard Grant<br>Empower Comm. Foundation<br>George Bairstow Char. Trust<br>Hardship grants<br>IAG garden grant<br>The Joseph Rank Trust<br>Lauderdale Trust<br>Minibus fund<br>National Lottery Comm. Fund<br>NLCF - impact grants<br>RING Communities Fund<br>Salary support<br>Spring Harvest 2025<br>Sylvia Waddilove Foundation<br>Walter Guinness Char. Trust<br>Wilts Community Foundation<br>Wilts C’l - Area B’d - B/Hub<br>Wilts C’l - Area B’d: Drop Ins<br>Wiltshire Gardens Trust<br>Youth Hub Dev’t Project|**Balance**<br>**Income**<br>**Expend.**<br>**Transfers**<br>**Balance**<br>**brought**<br>**for the**<br>**in the**<br>**between**<br>**carried**<br>**forward**<br>**period**<br>**period**<br>**funds**<br>**forward**<br>**Year ended**<br>**Year ended**<br>**Year ended**<br>**Year ended**<br>**Year ended**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**£**<br>**£**<br>**£**<br>**£**<br>**£**|
|---|---|
||**67,031**<br>**129,466**<br>**(113,885)**<br>**649,744**<br>**732,356**|
||569,422<br>-<br>(1,432)<br>(567,990)<br>-<br>-<br>70,800<br>(5,900)<br>(64,900)<br>-<br>2,400<br>-<br>(800)<br>(1,600)<br>-<br>1,630<br>-<br>(900)<br>(730)<br>-<br>21,864<br>-<br>(5,466)<br>(16,398)<br>-<br>-<br>1,000<br>(1,000)<br>-<br>-<br>-<br>995<br>(995)<br>-<br>-<br>-<br>5,000<br>(3,079)<br>-<br>1,921<br>10,000<br>-<br>-<br>-<br>10,000<br>-<br>2,500<br>(500)<br>-<br>2,000<br>-<br>5,000<br>(5,000)<br>-<br>-<br>-<br>12,500<br>(12,500)<br>-<br>-<br>-<br>25,000<br>(25,000)<br>-<br>-<br>940<br>60<br>(1,000)<br>-<br>-<br>10,772<br>63,138<br>(59,870)<br>-<br>14,040<br>6,913<br>-<br>(2,808)<br>-<br>4,105<br>-<br>2,500<br>(2,500)<br>-<br>-<br>-<br>3,000<br>(3,000)<br>-<br>-<br>-<br>6,000<br>(6,000)<br>-<br>-<br>1,040<br>-<br>(1,040)<br>-<br>-<br>-<br>2,000<br>(2,000)<br>-<br>-<br>-<br>5,000<br>(5,000)<br>-<br>-<br>279<br>-<br>(279)<br>-<br>-<br>-<br>3,000<br>(3,000)<br>-<br>-<br>-<br>5,000<br>-<br>-<br>5,000<br>-<br>-<br>-<br>1,874<br>1,874|
||**625,260**<br>**212,493**<br>**(149,069)**<br>**(649,744)**<br>**38,940**|
||**692,291**<br>**341,959**<br>**(262,954)**<br>**-**<br>**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<br>General funds<br>Restricted funds<br>Fixed assets:<br>Freehold property<br>Bike Hub<br>Fixtures, fttings and equipment<br>Motor vehicles<br>Other funds:<br>#iwillfund 2023<br>1485 hardship fund<br>George Bairstow Char. Trust<br>Housing fund<br>The Jerusalem Trust Grant<br>Lauderdale Trust<br>Minibus fund<br>National Lottery Comm. Fund<br>NLCF - impact grants<br>SCORE grant<br>Sport England: Together Fund<br>Stanley Smith (UK) Hort’l Trust<br>The Syder Foundation<br>Sylvia Waddilove Foundation<br>The Walter Guinness Charitable<br>Trust<br>Wilts Community Foundation<br>Wilts Council - Area B’d: B/Hub<br>Wilts Council - Area B’d: C/Hub<br>Wilts Council - Youth Facility<br>Wilts Council - Energy Food &<br>Comm'y|Balance<br>Income<br>Expenditure<br>Transfers<br>Balance<br>brought<br>for the<br>in the<br>between<br>carried<br>forward<br>period<br>period<br>funds<br>forward<br>Year ended<br>Year ended<br>Year ended<br>Year ended<br>Year ended<br>31 Aug 2024<br>31 Aug 2024<br>31 Aug 2024<br>31 Aug 2024<br>31 Aug 2024<br>£<br>£<br>£<br>£<br>£<br>52,330<br>134,472<br>(115,200)<br>(4,571)<br>67,031|
|---|---|
||52,330<br>134,472<br>(115,200)<br>(4,571)<br>67,031|
||329,175<br>-<br>(1,429)<br>241,676<br>569,422<br>3,200<br>-<br>(800)<br>-<br>2,400<br>2,856<br>-<br>(1,226)<br>-<br>1,630<br>29,152<br>-<br>(7,288)<br>-<br>21,864<br>2,011<br>-<br>(1,587)<br>(424)<br>-<br>-<br>500<br>(500)<br>-<br>-<br>5,000<br>5,000<br>-<br>-<br>10,000<br>76,304<br>161,000<br>-<br>(237,304)<br>-<br>1,847<br>-<br>(1,847)<br>-<br>-<br>-<br>25,000<br>(25,000)<br>-<br>-<br>1,812<br>625<br>(1,497)<br>-<br>940<br>14,659<br>68,752<br>(72,639)<br>-<br>10,772<br>161<br>18,000<br>(11,248)<br>-<br>6,913<br>1,403<br>-<br>(1,403)<br>-<br>-<br>-<br>500<br>(500)<br>-<br>-<br>-<br>1,000<br>(1,000)<br>-<br>-<br>-<br>2,000<br>(2,000)<br>-<br>-<br>-<br>2,500<br>(1,460)<br>-<br>1,040<br>-<br>2,000<br>(2,623)<br>623<br>-<br>1,962<br>-<br>(1,962)<br>-<br>-<br>-<br>2,700<br>(2,421)<br>-<br>279<br>4,894<br>-<br>(4,894)<br>-<br>-<br>10,000<br>-<br>(10,000)<br>-<br>-<br>-<br>3,000<br>(3,000)<br>-<br>-|
||484,436<br>292,577<br>(156,324)<br>4,571<br>625,260|
||536,766<br>427,049<br>(271,524)<br>-<br>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<br>Current assets<br>Current liabilities<br>Fixed assets<br>Current assets<br>Current liabilities|**Unrestricted**<br>**Restricted**<br>**Total**<br>**funds**<br>**funds**<br>**funds**<br>**Year ended**<br>**Year ended**<br>**Year ended**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**31 Aug 2025**<br>**£**<br>**£**<br>**£**<br>659,928<br>-<br>**659,928**<br>75,964<br>38,940<br>**114,904**<br>(3,536)<br>-<br>**(3,536)**|
|---|---|
||**732,356**<br>**38,940**<br>**771,296**|
||Unrestricted<br>Restricted<br>Total<br>funds<br>funds<br>funds<br>Year ended<br>Year ended<br>Year ended<br>31 Aug 2024<br>31 Aug 2024<br>31 Aug 2024<br>£<br>£<br>£<br>401<br>595,316<br>595,717<br>74,408<br>29,944<br>104,352<br>(7,778)<br>-<br>(7,778)|
||67,031<br>625,260<br>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).