SUPPORT STAFFORDSHIRE Trustees Annual Report and Accounts For the Year Ended 31 March 2025 • NJIVll/ • LIQA Local Infrastructure Quality Accreditation thrive at work Workplacowellboing Bronze Award SUPPORT STAFFORDSHIRE Our Values Community Driven Inclusive People Powered We belleve that people create their own futures together We Lhampion mutual understanding, collectlve learning & local decision making We are fair & believe In the potential of everyone We are positlve about people & their talents We support everyone to achieve their goals, but focus on equity for marginalised people We recognise everyone's skills, experiences, knowledge, connections, passion & potential 4r Trusting Ambitious Sustainable We value empathy, integrity, transparency, & respect We spend tiime & energy building relationships, listening, and collaborating We are brave, inquisitive, imaginative, & adaptable We. r.ontinuously learn with cornmunities, leadlng & dreaming big together We are all responsible for a healthy & prosperous future We ensure future generations can thrive aswedo CONTENTS Trustees Annual Report l. Company Details 2. Structure, Governance & Management 3. Relationships with Other Organisations 4, Objectives & Activities 5. Achievements & Performance 12 6. Financial Review 28 7. Plans for Future Periods 32 8. Custodian Funds 33 9. Declaration 33 Responsibilities of the Board of Trustees 34 Independent Auditors Report to Members 35 Statement of Financial Activities 39 Balance Sheet 40 Statement of Cash Flows 41 Notes to the Accounts 42-58 Trustees Annual Report The Trustees of Support Staffordshire present the following annual report together with the financial statements of the charity for the year ended 31 March 2025. In preparing these reports, the Trustees have adopted the provisions of the Charities SORP (Statement of Recommended Practice): Accounting and Reporting by Charities as issued by the Charity Commission for England and Wales. This report has been prepared in accordance with the special provisions for small companies under Part 15 of the Companies Act 2006. l. Com an Detail Company Limited by Guarantee: No. 8967045 Registered Charity: No. 1161077 Company Secretary and Chief Executive: Garry Jones Registered Office and Principal Address: Stafford Civic Centre Riverside stafford staffordshire ST16 3AQ Telephone.. 0300 777 1207 Email.. info su ortstaffordshire.or Website: www.su ortstaffordshire.or .uk Other Operating Premises: North Staffordshire The Guildhall Newcastle-under-Lyme Staffordshire ST5 IPW Leek Health Centre Fountain Street Leek Staffordshire ST13 6JB Southeast staffordshire Lichfield Business Hub Frog Lane Lichfield staffordshire WS13 6HS Bank.. CAF Bank 25 Kings Hill Avenue Kings Hill, West Malling Kent ME19 4JQ ructur Gov nance ndm na nt Constitution and Articles of Association Support staffordshire is constituted as a company limited by guarantee and is also a registered charity. The articles outline the objects and powers of the charityR how the charity is governed by its Board of Trustees, how membership operates, how general meetings are to be conducted, and general administrative provisions. Board of Trustees Chair: Jan Wilson: re-elected 21 March 2024. reappointed as Chair 22 May 2025 Trustees Elaine Day: re-elected 21 March 2024 Ian North: re-elected 21 March 2024 lon Everett: re-elected 21 March 2024 Martin Peake: re-elected 21 March 2024 Nicola Taylor.. re-elected l May 2025 Rowan Crozier: re-elected l May 2025 Wei Le Hou.. elected 21 March 2024 Weceam Akhtar.. stood down 31 March 2025 Sanjida Rahim.. stood down l May 2025 The Board wishes to record special thanks and appreciation to Simmy (Weceam) Akhtar and Sanjida Rahim who have stood down a5 trustees this year. Recruitment and appointment of Trustees The charity is governed between general meetings by its Board of Trustees. The Trustees are also the Directors of the Company. Trustees are elected at the AGM by and from the Members (see below), for a fixed 3-year term. The existing Board of Trustees may also appoint Trustees during the year to fi15 any vacancy in their number from amongst the Members. Appointed trustees must stand down at the next AGM but are then eligible to stand for election. All Trustees have the same status once in post. For full details please see the Articles of Assoclation. Induction and training of Trustees A complete trustee Induction is in place for new Trustees. We undertake an annual skills and knowledge audit and arrange a seminar series as a result. Further training can be organised as required. Membership of Support Staffordshire Support Staffordshire currently has three categories of merllber who can vote.. No. members at l June 2025 1,051 156 Local Communit & Charit members Local Social Enter rise members Individual members We also have four categories of non-voting membership: No. members at l June 2025 126 37 61 26 Associate Members Start-u Members V4AII Members Parish Council Members Given the large and growing length of our membership register we are no longer including it in full as part of the annual report. However, a full list can be provided on request to any member and full listings of members who agree to be included can be found at our Member Directory here: htt staffordshire.sim connect.uk Management structure and decision making The Board of Trustees usually meets six times per year, comprising four quarterly meetings plus at least two extra meetings. At the quarterly meetings the Board receives information and makes decisions concerning applications for membership, organisational policyi Strategic planning, a quarterly business report and quarterly health & safety report from the Chief Executive, a quarterly financial report from the Head of Finance, and other occasional business. Additional meetings typically cover the setting of the annual budget in around February; and meeting with the auditor, plus reviewing and approving the trustees, annual report & accounts in the autumn. The Board has three Committees as follows: Healthwatch Committee - to oversee independent decision-making of Healthwatch Policy Committee - to advise on policy development and review Remuneration Committee to support staff terms & conditions reviews and updates Day to day decision making is fully delegated to the Chief Executive and subsequently to the staff and volunteer team through an agreed management and organisational structure. The current organisational structure has operated since April 2022, but has been supplemented by a sixth operational team from l April 2025. There are now six operational teams, each led by an Executive Leader, as follows.. Deputy Chief Executive - Health & Wellbeing Team Head of Finance & Business Development - Central Team Head of Development- Programme Development Team Head of Operations - North Staffordshire Team Head of Operations - Southeast Staffordshire Team Head of Operations - Southwest Staffordshire Team They in turn manage and are supported by a Senior Leadership Team who are also budget holders for the purposes of financial management, as follows: Communications & Impact Manager Engagement & Research Manager Health Integration Manager Healthwatch Staffordshire Manager OUTSIDE Creative Director Partnerships Manager Food & Nature Rural Development and Resilience Manager We also have a wider leadership team which includes all team leaders with some degree of line management responsibility. Together they lead and manage local, project and countywide teams of officers, a5SlStants, and volunteers. The Board reviewed and updated the pay structure for the organisation in early 2025 and agreed some minor changes. staff and volunteer teams work to locality/team Delivery Plans based upon the Strategic and Business Plans of the organisation. They meet regularly as teams and for individual supervision and support. The Trustees of Support staffordshire wish to extend their ongoing thanks and appreciation to the whole staff team for their energy, commitment, and expertise. Involving volunteers Support Staffordshire is proud to have a team of around 60 volunteers. We are committed to demonstrating good practice in volunteer recruitment and management and being a role model for the organisations we support. The Trustees of Support staffordshire wish to extend their thanks and appreciation to every volunteer for their commitment, skills, know-how and most of all, their time. Risk management The Trustees last reviewed and updated our established risk management plan in May 2025. This risk management plan and agreed mitigation is reported on regularly at quarterly Board meetings. During the year the moderate and substantial risks and mitigations were as follows. Miti ation Relationship management with specific focus on planning for change associated with Devolution and Local Government reorganisation, local elections and potential changes to the Integrated Care Board Profile & Influellce risks Income risks Relationships, performance management, monitoring and impact reporting, plus new opportunity development and sustained focu5 Oll trading and unrestricted fundraising Personnel risks Recruitment and retention activityi personal development and work-related wellbeing Governance risks Trustee skills and knowledge development, recruitment and compliance Legal & regulatory risks Policy review schedule, associated induction & training, regulatory compliance Financial Mallagement risks Financial management, budget planningi and review/audit, spendin9 controls and checks elati switho ani ion The nature of Support staffordshire means we have a large number of relationships with other organisations. We worked particularly closely with the following of our Members in 2024-2025.. Member Asist Advocac Business Enter rise Su Communit To ether CIC Globe Grou CIC Staffordshire Parent Carers Forum staffordshire Wi Idlife Trust To ether Active VAST Partnership Ca acit Partner to Healthwatch Staffordshire Deliver Partner for Volunteerin Deliver Partner for Social Prescribin Partner for Climate Action ort Staffordshire acts as SPCF accountable bod Partner for Climate Action Partner for Health & Wellbein Partner for oint local i nfrastructure ort BES & Volunteerin ro rams Support Staffordshlre is a member of the following local networks: Staffordshire and Stoke-on-Trent Adult Safeguarding Partnership Staffordshire and Stoke-on-Trent Climate & Nature Commission Staffordshire and Stoke-on-Trent Community Mental Health Transformation Partnership Staffordshire and Stoke-on-Trent Climate Celebration of the Possible (COP) Steering Group Staffordshire and Stoke-on-Trent Integrated Care Board (ICB) - Healthwatch 5taffordshire Staffordshlre and Stoke-on-Trent Integrated Care Partnership (ICP) staffordshire and Stoke-on-Trent Local Nature Recovery Partnership (LNRP) staffordshire and Stoke on Trent, Shropshire, Telford and Wrekin Health and Care Research Partnership (SSHERPa) Research & Innovation ICS Committee in Common staffordshire and Stoke on Trent, Shropshire, Telford and Wrekin Research Engagement Network (REN) Staffordshire Business Environment Network {SBEN) Staffordshire Dementia Action Alliance Staffordshi re Disability Neurodiversity Pa rtnership Board staffordshire Health and Wellbeing Partnership Board staffordshire Health & Care Overview & Scrutiny Committee - Healthwatch Staffordshire is an associate non-voting member Staffordshire Learning Disability, Autism & Down's Syndrome Partnership Board (LDAP) Staffordshire Parish Councils Association (SPCA) Health & Wellbeing Project Advisory Board staffordshire Prevent Board staffordshire Prepared Resilience Forum Staffordshire Protect and Prepare Staffordshire Safer & Stronger Communities Strfitegy Group Team Staffordshire The Staffordshire (NHS) Training Hub Transforming the Trent Valley Partnership (rFrv) Trent Headwaters Partnershlp Support staffordshire works closely with a range of local statutory organisations including: Cannock Chase District Council Cannock North Primary Care Network Cannock Villages Primary Care Network GP First Limited Keele University Leek and Biddulph Primary Care Network Lichfield and Burntwood Primarv Care Networks Lichfield District Council Midlands Partnership University NHS Foundation Trust Moorlands Rural Primary Care Network Newcastle Central Primary Care Network Newcastle-under-Lyme Borough Councll North Staffordshire Combined Healthcare NHS Trust Rugeley and Great Haywood Primary Care Network south Staffordshire Council Stafford Borough Council Stafford Central Primary Care Network Stafford South Primary Care Network Stafford Town Primary Care Network Staffordshire and 5toke-on-Trent Integrated Care Board staffordshire County Council Staffordshire Civil Contingency Unit (CCU) Staffordshire Fire and Rescue Service staffordshire Moorlands District Council Staffordshi re Parish Councils Association Staffordshlre Pol ice Stoke-on-Trent City Council Tamworth Borough Council The Envlronment Agency University Hospitals North Midlands University Hospitals of Derby and Burton NHS Foundation Trust Support Staffordshire works closely with a range of regional and national partners including: Buxton & Leek College Community Resource (Shropshire RCC) Healthwatch England NHS England The Peak District National Park Authority Support staffordshire is a member of the following national networks: Action with Communities in Rural England (ACRE) Alliance 42 Charity Finance Group (CFG) Local Healthwatch Network National Association for Voluntary and Community Action (NAVCA) National Council for Voluntary Organisations (NCVO) The Voluntary & Community Sector Emergencies Partnership (VCSEP) The Trustees of Support Staffordshire wish to extend their thanks and appreciation to all of our partners for thelr support and collaboration. Declaration of Interests Support Staffordshire Trustees are commonly also tru.%tees, staff or volunteers of other organisations and hence are required to declare all potential conflicts of interests as pa rt of their induction, and on an ongoing basis, A register of Trustee and Board Officers, declared interests is maintained for this purpose and is published on the About Us section of our website. Staff may sometimes also be trustees, employees or volunteers of other organisations and are required to declare any potential conflicts of interests as and when they arise. ectives an Activi Charitable Objects The charitable objects of Support Staffordshire are: To promote any charitable purposes for the benefit of the communities of West and East Midlands and neighbouring counties and the wider public, principally but not exclusively In the local government area5 of Staffordshire and Stoke on Trent énd their environs (the "area of benefit"), to include building the capacity of Voluntary, Community and Social Enterprise Organisations and providing them with the necessary support, information and services to enable them to pursue or contribute to any charitable purpose. The voluntary sector, means charitles and voluntary organisations. Charities are organisations, which are established for exclusively charitable purposes in accorda nce with the law of England and Wales. Voluntary organisations are independent organisations, which are established for purposes that add value to the community as a whole, or a significant section of the community, and which are not permitted by their constitution to make a profit for private distribution. Voluntary organisatlons do not i nclude local government or other statutory authorities. To promote, organise and facilitate co-operation and partnership working between third sector, statutory and other relevant bodies in the achievement of the above purposes within the area of benefit. Strategic and Business Plans During the year we developed a new Strategic Plan for 2025-2035: Empowering Communities Il. Our new Business Plan is for the shorter period 2025-2029 was also finalised. Together these plans set out our Vision Mission and Values as an organisation. They also set our Strategic Aims and Objectives. Vision A strong & resilient voluntary sector creates a strong, reslllent community Our support enables this Creating a Stronger Staffordshire Mission We deliver the four functions of Local Infrastructure as recognised and promoted by the National Association for Voluntary & Community Action (NAVCA). l. Volunteering: We empower neighbourhoods and communlties 2. Capacity Building.. We increase skills & knowledge through great value information, advice & guidance 3. Partnerships & Collaborations: We build resi lient networks between charities, public and private organ isations 4. Leadership & Advocacy.. We are the13rgest independent voice for voluntary{ community and social enterprise organisations (VCSE) in Staffordshire Aims & Objectives Aim I: Sustain & Develop the Four Functlons of Local Infrastructure Objective l.l., Volunteering We empower neighbourhoods and communities. Volunteering is integral to thriving communities. We encourage & nurture volunteering opportunities, so that people can build connections & work together on things they care about, driving positlve change locally Objective 1.2: Capacity Building We increase skills & knowledge through great value information, advice & guidance. When local voluntary & community organisations have access to practical support, people & communities become more resilient & able to flourish. We provide training, resources & advlce to facilitate community development. Objectlve 1.3: Partnerships & Collaboration We build resilient networks between charities, publlc and private organisations, We create opportunities for collaborative working by building networks & partnerships between local organisations & strategic partners. Through nurturing these relationships, communities are better equipped in both the development of ongoing projects & times of crisis. Objective 1.4 - Leadership & Advocacy We are the largest independent voice for voluntary, community and social enterprise organisations (VCSE) in Staffordshire. We are leaders in our communities, strengthening our sector's voice & influence on key decislon-makers & funders. We support & empower vulnerable & marginalised communities, working towards a more equal society. Aim 2.. Evidence Informed Opportunities Acting within our vision & val ues, operating with particular regard to our role as Leaders of place, working in Partnership & Collaboration, we will seek opportunities for a Stronger Staffordshire, rooted in evidence of need & assets of communities. Alm 3: Local Infrastructure Collaborations Working colla boratively with near neighbour and national ly relevant Local Infrastructure Organisations to Strengthen the LIO sector, and for mutual benefit. Aim 4.. Operational Excellence Working to achicve continuous improvement that benefits the organisation as a whole. All personnel, members and stakeholders receive the best possibSe experience when working for and with Support staffordshire. Activities of the Charity during 2024-2025 Aim I: Sustain & Develop the Four Functions of Local Infrastructure Objective l.L: Volunteering Volunteering promotion Volunteer brokerage and role development Volunteering collaborations Objective 1.2., Capacity Building Membership engagement Member information, advice and guidance (IAG) Community development and health inequalities Training and consultancy Rural development Objective 1.3: Partnershlps & Collaboration Member relations and intelligence Locality forums Thematic forums and networks Engagement and research Suc13 I prescribi ng Healthwatch Staffordshire Climate action partnerships Arts, culture and heritage partnerships Objective 1.4 - Leadership & Advocacy Local strategic partnerships Countywide strategic partnerships National policies and programmes VCSE voice Equityi diverslty and inclusion Aim 2: Evidence Informed Opportunities Aim 3: Local Infrastructure Col laborations Noar neighbour LIOS National LIO relationships Aim 4- Operational Excellence Governance Policy Planning Financial planning Financial management Financial review and audlt HR Volunteering development Leadership development Thrive at work Facility management Information technology and digital Climate action inhouse Marketing and communications Corporate partnerships Customer relationship management systems Performance management Quality Impact Public Benefit The Trustees have paid due regard to the requirements to act for the public benefit and are fully satisfied that the a ims, objectives, and activities of the Charity meet al l of the guidance. The public benefit of our work is self-evident in the report of our achievements that follows. chi veme and Perf manc During the 2024-2025 financial year, Support Staffordshire's key achievements and performance indicators were as follows. We have provided the prior year comparison. This was the end of our 10 year Strategic Plan period and of the 18 Key performance indicators we had set for the most recent business plan period we: O Exceeded targets: 6 O Achieved targets: 8 Partly achieved targets: 4 Aim I: Sustain & Develop the Four Functions of Local Infrastructure Objective 1.1 Volunteering Deliverables Annual Report 2024-2025 Promotion Annual Report 2023-2024 Promotion i.i.I PROMOTING VOLUNTEERING Events held to promote volunteering: loo Events held to promote volunteeri ng.. 165 People engaged at events.. 1,202 ( up 140/0) People engaged at events.. 1,058 X.1.2 VOLUNTEER BROKERAGE & ROLE DEVELOPMENT (previously l. 1.1) Organlsatlons registered at year end.. 532 No. of live volunteering vacancies at year end.. 262 Organisations registered at year end.. 512 No. of live volunteering vacancies at year end.. 224 No. enquiries 589 (up 49010) No. orgg referred into 380 No. referrals 652 No. follow-ups 2,231 No. confirmed placed - 285 (up 47Wo) No. enqulrles 394 No. orgs referred into No. referrals - 238 No. follow-ups 1,376 No. confirmed placed - 194 171 As part of our feedback, we ask all volunteers if they a re stlll volunteering six months later 850/0 say that they are. As part of our feedback, we ask all voluiiteers if they are still volunteering six months later 92010 say that they are. We also ask if volunteering has contributed to improvod wellbeing 740/0 agree wlth this statement. We also ask if volunteering has contributed to improved wellbeing 58010 agree with this statement. 1.1.3 VOLUNTEERING COLLABORATIO NS Integrated Offender Health Integrated Offender Health The Black Country and Starfordshire teams of the IOH project were all offered I day's paid leave to volunteer at an organisalion relevant to their work or within their community. Engagement was much lower than the previou5 year, however those that did engage were really enthusiastic and positive about their experience. 12 placements were completed at 5 organisations, 3 of which are Support 5taffordshire members. The choice of placements will be more streamlined for the coming year to Improve staff engagement and Inc￿aSe com leted lacement5. The Integrated Offender Health project has completed its first year with very positive volunteering experience5. 430/0 of the eiack Country tea m completed their volunteering placements, and 7.50/0 of the Staffordsliire tea m completed a placement too. Objective 1.2 - Capacity Building Deliverables Annual Report 2024-2025 During the year we welcomed 145 new members, taking our membership to a record level of 1,457 when closures and rNergers are considered (11 % net increase overall). Annual Report 2023-2024 During the year we welcomed 131 new members, taking our membership to a record level of 1,3 17 general members when closures and mergers are considered (7D/o net increase overall). 1.2.1 MEMBERSHIP ENGAGEMENT We have continued to support a number of new organisations through start-up membership during the year. Some startups lapse, others convert to full membership, whilst some are ongolng. Our current conversion rate to full members stands at 32Wo for 2024. We have continued to support a nLimber of new organ i5ations through start-up membership during the year. Some startLlPS lapse, others convert to full membership, whilst some are ongoing. Our current converslon rate to full members stands at 220/0 for 2Q23. Following consultation and focus g roup feedback, we implemented a new membership system from January 2025, welcoming previous Parish Councils and V4A Associates as Members, and splltting our general membershlp into 3 new calegories with slightly differing access to one to one supporl and bursaries.. I, Local ComFnu nity Groups & Charities 2. Local Social Enterprises 3. Associate Members (national charities) The changes have been well received and membership applications continue to grow steadily 1.2.2 MEMBER INFORMATIO N ADVICE & GUIDANCE (XAG) We supported 497 members through 1,054 direct support sessions. reachlng 40010 of eligible members during the year. We supported 380 members through 878 direct su pi)ort ses5ions- reaching 29010 of members during the year. Support included 446 attendances at training courses (Right start & Supportive Communities) Support included 603 attendances at tra ining course5 (Right start, Su pportive Communities & Others) FLJndlng advice remained the dominant support category, representing up lo 370/0 of enquiries during the year. Governance was second at 200/0. Volunteering Policies and Other Policies each saw 7D/o of demand respectively. Funding advico rema iiied the dominant support category, representing up to 4 1 0/0 of enqii iries during the year. This and other advice enabled members to secure more than £5,198,714 of new investment in their services; significantly exceeding our £IM target. Th is and other advice enabled members to sÈcure more than £1,274,756 OF new Investment in their services,. exceeding our £IM target. Feedback from members: Feedback from members: Around 400h of members hear about our services by word of mouth and the next hlghest category is website al 20010. Around 38010 of members hear about our services by word of mouth and a similar amoLint via ou r website and e-news. the latter having increased in the last year. We undertake to survey by email or phone, all members who use our services within 12 months, to gain broad feedback on OLJr services. We are pleased to say we contlnued to receive excellent feedback this year, though we are always keen to act on anything critically constructive- We undertake to su rvey by omail or phono, all members wl)o use our services withln 12 months, to gain broad feedback on our services. We are pleased to say we received excellent feed back this year, though we are always keen to act on anything critically constructive.. I would use Support staffordshire again - 970/0 I would recommend you to others 930/0 I would use Support Staffordshlre again IOOO/o I would recommend YOLJ to others 98010 Bursaries: Bursa ries: Our Member Bursary scheme offers extended advice and guidance to members undergoing major change. 4 bursaries were awarded this year. Our Member Bursary scheme offers extended advice and guidance to members undergoing major change. 4 bursaries were awa rded this yea r. Grant Making: During the year we administered the following small grants schemes, all of which in close association with developtnent support to recipients.. Grant Making: Du ring the year we administered a second rou lid of small g rants for Taniworth Borough Council, funded by the UK Shared Prosperity Fund, making 15 grant awards totalling £41,783. staffordshire Moorlands Districl Council - Community Climate Change & Nature Action Fund Stafford5hire Moorlands District Council - UK Shared Prosperity Fund Community Energy OUTSIDE Creative Community Commissions National Lottery Community Fund Southeast Staffordshire Healthy Communities Engagement Grants Tamworth Borough Council UK Shared Prosperity Fund Community Grants Cadent Centres for Warmth Grant5 Healthwatch Engagement Fund other grant awards were made, as detailed in the accounts, in close assoclation with partnership projects. Total and individual grant amounts are detailed in the accounts note C ACRE Network. ACRE Network: We supported 82 rural organisalions this year through our ACRE funded team. We supported 76 village halls, 9 Parish Councils, and 10 other rural community group5. LDA Friendly (new) We commeiiced a new capacity building project this year to support our members to become more learning disability and autism friendly. During the year we supported 15 organisètlons to receive our LDA Friendly Mark Social Care Enterprise (new) During the year we supported a number of social care related local enterprises an developed a new Micro-provider scheme working closely wlth Staffordshire County Council 1.2.3 COMMUNITY DEVELOPMEN T & HEALTH INEQUALITIE Healthy Communities - Burton, Lichfteld, and Tamworth Healthy Commiinities Burton, Lichfield, and Tamworth Entering the final year of this five year programme, a final round of engagement fund projects were supported. Our lottery partnerships funded work developed in year, includ ing continuation of these projects.. Living My Life Now (BAcr) Families Social Prescribi ng (ESFS) Befriending (MHA Commu nities) Social Isolation (T&D Housing) The Community Officer team also continued to support key projects and organisations including.. The Women's Collectlve & Women's Health festival Neurodiversity Group5 Health Literacy and Patient Voice Further g ra nt-fu nded partnership projects were a Iso supported to work on VCSE/NHS collaborations.. Cardiac Rehabilitation {BACT) Wheel Connections (CTCICI Parkinson's Support Tèmworth Dementia Exchange (DCI Your Health (Burton Library Friends) Tamwortrh Ties (Creative Choices) Young People Bereavement Support 1ST Giles) Spark RISE Training and support was delivered with several prevlous grant recipients on demonstrating impact and making short impact videos. A number of micro funded projects were also su pported. The Community Officer team also supported the ongoing sustainability of the East Staffordshire & Surrounds Diabetes Patient Network, developed tho Burton based Women's Collective, supported comniunity g roups working on Neurodiversity, and supported coinmLinities with Health Literacy and Patient Voice Healthy Communltles - Southwest Staffordshire Healthy Communities - Southwest staffordshii-e We developed the Compassionate Com mun ities local action plans to cover all of the soutliwest. Our CORE20+FIVE Community Connectors Programme in Cannock, continued to develop and delivered a Smart Symptoms Koadshow across the district, raising awareness of cancer. Our CORE20+FIVE Community ConiiecLors Programme in Ca nnock, continued to develop connectioiis and build networlcs fDCU5sed u on eli We also partnered with the NHS locally to deliver wellbeing and lator life events cross the southwest and have been researching the issues around community transport and access. under-represented communitie£ for early cancer a nd hypertension diag nosis. 1.2.4 TRAINING & CONSULTANC Our Development Consultancy & Tralnlng team secured £117,470 of business, delivering paid for support through 18 completed projects (wi("h 24 projocts ongoing at year end), to members and non-members, includlng: Bespoke training Bid writing strategic planning sessions Board development Charity reg istration Training (see 1.2.2) Our Development Coiisultancy and Engagement & Research teams, secured £119,000 of business, dellvering pa id for support throLJgh 44 prajects, to members and non-lnem bers, includ ing: Bespoke training Bid writing Strategic planning sessions Board development Financia I services payroll, independent examinations, and book- keeping Chririty registratioii Community engagement and consultation Research We continued to act as accountable body for the Staffordshire Parent Carer Forum, ad ministering forum meetings and processing payments, as well as supporting the delivery of their annual conference. This was a significant increase on the prior year as the engagement and research team work is now reported separately at 1.3.4. This was a small decrease on the previous year, relating to one main contract not being renewed. 1.2.5 RURAL DEVELOPMEN Rural Housing Enablement We delivered the first year of our Rural Housing Enablement project. The year was spent building relationshlps with Registered Housing Providers, Parish Councils and others. We also delivered three rural housing needs surveys and su pported one planning process. Rural Housing Enablement We began to plan arld recruit to a new role in Ma rch 2024, for Rura l Housing Enablement through the ACRE Network,. to support rural communities to assess and plan for their own housing needs and move towards development of local rural exception sltes accordingly. Rural Development (new) Our first joint Rural Seminar was held In March with the Staffordshire Parish Councils Association. The event covered tDPICS of Village Halls, Community Resillence and Rural Housing and was attended by 38 representatives. Objective 1.3 - Partnerships and Collaboration Deliverables Annual Report 2024-2025 Engagemenl with membors 750 through 3,933 engagements. This means we engaged 51.5010 of merllbers during the year. Annual Report 2023-2024 Engagement with members 610 through 3,120 engagements. This means we engaged 46010 of meml)ers dLJring the year. 1.3.1 MEMBER RELATIONS & INTELLIGENC At the end of the year, we had gained a net 873 completed census and directory form.£; 66010 of our membership, which informs ou r director of VCSE At the end of I'he year, we had gained a nel. 862 completed census aiid directory forms,. 660/0 of OLir membership, which nforms ou r director of VCSE organlsations as well as anonymlsed data on the state of the sector. organisations as well as anonymised daLa on the state of the sector. We continued to share entries, Wlth consent of members, wSth Staffordshire County CoLJncil to support the populating of Staffordshire Connects. Of the entrie5 published on the Support staffordshire Directory at year end 87010 are also shared on Staffordshire Connects We coiitinued to shal-e @ntries, Vllth consent of members, with Staffordshire County Council to support the populatlng of Staffordshire Connects. Of the entries publlshed on the Support staffordshire Diroctory at year end 85010 a re also shared on Staffordshire Connects 1.3.2 LOCALITY FORUMS We continued to deliver Locallty Forums, both online and Face to face. These totalled 32 local networking opportunities across the county. We continued to deliver Locality Forums, both onllne and face to face. Theso totalled 3 2 local networking opportunities across the county. Attendances across the County have totalled 1,440. from 342 unique member organisations (23.50/0 of membership at year end). Attendees have engaged In a wide range of networking activities, hearing from one another and statutory partners, learning about new opportunitles and feedlng back to ourselves. Attendances 3cross the cou nty have totalled 1,477. from 288 un ique member organisations (220/0 of membership at year endl. Attendees have engaged in a wide range of networking activities, hearing from one another and statutory partners, learning about new opportunities and Feeding back to ourselves. 1.3.3 THEMATIC FORUMS & NETWORKS We continued to deliver the VCSE Healthy Communities Alliance- consisting of three geographic forums in the southwest, southeast, and north (led by VAST) plus two thematic forums covering Mental Health and Child ren, Young People & Families. We continued to deliver the VCSE Hea Ithy Communities Alliance; consistirlg of three geographic foru ms in the southwest, southeast, and north (led by VAST) plus two thematic forums covering Mental Health and Children, Young People & Families. Together the four forums led by ourselves saw 598 attendances. Together the four foru ms led by ourselves saw 453 attendances. We also met monthly with VAST and quarterly with all forurn chairs as the coordination group. We also met monthly with VAST and qua rterly with all forLim chairs as the coordination g roup. Village Halls Network We also ran 2 village hall network sessions during the year. Village Halls Network We also ran 2 village hall network sessions during the yea r, and 3 webinars for Village halls week in March 2024. staffordshire Green Network We continued and expanded the Staffordshire Green Network, supporting 4 Green Conversation networking events (hosted by steering group members), with a total of 62 atlendees. Themes of the events were.. community energy, nature in Stoke-on-Trent, active travel, and wilrjlife conservatlon. We continue to host bi-monthly steering group meetings (made up of cross-5ector organisationsl. staffordshire Gi'een Network During the year we developed and implemented a new network For VCSE organisations to encourage climate action in the broadest sense. We delivered a series of green conversation events and hosted a Iietwork steering group. Staffordshire Voluntary Emergency Network (new) This year we established a new forum focussed On emer enc re5 onse rou working closely with Staffordshire Clvll Contingency Unit. We also ran a Staffordshire Societal reslllence Summit, attended by 55. 1.3.4 ENGAGEMENT Our Engagement & Research team secu red £97,425 of business, delivering a wide range of projects focused upon reaching a diverse range of communities to provide feedback and insight. RESEARCH We are pleased to continue to be part of the Research Engagement Network {REN) led by Mp￿. This year we also completed significant work as follows.. Tamworth UK SPF Community Engagement state of the VCSE Sector Transforming the Trent Headwaters staffordshire Moorlands Dislrict Council Active Travel project Staffordshire Training Hub Community Resource Shropshire - Community Needs Analysis on behalf of Cirlcan 1.3.5 SOCIAL PRESCRIBING At year end we hold agreements through 11 Primary Care Networks as follows.. Cannock North Cannock Villages Leek and Blddulph Lichfield & Burntwood Moorlands Rural Newcastle Central Rugeley Horsefair stafford Central Stafford South Stafford Town At year end we hold agreements through 11 Priinary Care Networl(s as follow5.. Cannock North Cannock Vlllages Leek and Biddulph Liclifield & Bu rntwood Moorlands Rural Newcastle Central Rugeley Horsefair stafford Central stafford Rising Brook Stafford Town Together they handled 7,280 referrals for support We continued to work on secondary care social prescribing programmes through staying Well Cannock Chase We also hosted the Staying Well Connector, worl(ing with MPFT in Cannock Chase. We commenced two new such prog rammes in year as follows: SWITCH Cannock Chase and Stoke- on-Trent' _ focussed on adults with obesity Tran£fer of Care Hub Southern Staffordshire focussed on supporting patients wllh nDn-clinic81 needs that are preventing them leaving hospital in a timely way Togelher they handled 754 referrals for support Wo hold regular peer Support and networking sessions for our own workers. Through the StBffordshire Training Hub (run by GP First) we also operate the system-wlde peer support networks for social prescribers and for care co-ordinators. We hold regu lar peer support and networl(ing sessions for our own workers. Through the Staffoi-dshire Training Hub (run by GP Fir5L") we also operate the system-wide peer support networks for social prescribers and for care co-ordincltors. Volunteer Buddies During the year we expanded the servlce to cover East staffordshlre and Stafford districts. in addition to Lichfield, Cannock Chase and South Staffordshire. At year end we hosted 12 Buddies who supported successful referrals for 96 people recelvillg one to one support. In addition the team are supporting around 61 people each month on an informal basis through group5 and clubs they support. Volunteer Buddies During the year we secured, developed and implemented a volunteer buddy recruitment, training and support programme, placing volunteers witliin social prescribing and wider 'link worker, settings to offer more intensive su pport to vulnerable people. 1.3.6 HEALTHWATC Healthwatch Staffordshire continued delivery during the year.. Operated tho independent Healthwatch Committee to steer the programme Publlshed a monthly Bulletin with a dashboard of current Intelligence and feedback Maintained a joint working relationshlp with the Health and Wellbeing Boa rd and Health Overview & Scrutiny Committee Undertook an extensive programme of outreach and engagement, gathering feedback from communities Developed the Healthwatch Intelligence Network of VC5E partners Completed 3 Deep Dlve projects Undertook a range of quality visits using our power to 'Enter & View, Actively contributed to the Local Healthwatch Net"work and Heallhwatch England Healthwatch Staffordshire continued delivery during the year.. Operated the Independent Established a new Healthwatch Committee to steer the programine Published a moiithly Bulletin with a dashboa rd of CLirrent i ntelligence and feedback Maintained a Joint working relatlonship with the Health and Wellbeing Board and Health Overview & Scrutiny Committee Undertook an extensive programme of outreach and engagement, gathering feedback from communiLies Developed the Healthwatch Intelligeiice Network of VCSE partners Completed 3 Deep Dive projects Undertoolc a range Df qtiality visits using our powei. to 'Enter & View, Actively contributed to the Local Healthwatch Network and Healthwatch England STAFFORDSHI RE A detailed Healthwatch annual report is published separately. A detailed Healthwatch annual report will be published in early July 2024. 1.3.7 CLIMATE ACTION PARTNERSHXP Income of £77,646 in first year of Climate Action team, through delivery of following projects and partnerships. It was agreed to invest up to £40k through a designated FLind into cl iimate action, in the maiii to Support the new post of Climate Action Manager, to commence from l April 2024. We were an active partner in the Staffordshire COP event held by Globe Group in March 2024, including chairing the sL'eering group. We a Iso joined the Staffordshii'e and Stoke-on-Trent Climate Expo event at Keele University in september 2023. Hosted 5 university students (undergraduate and masters) from Keele University and Universlty of Derby to su pport projects and Green Network admin (contributing 390 hours) Trent Headwaters & Trent RENEW (led by Staffordshi re Wildlifo Trust) New staff member recruited to deliver across these two delivery projects in the north of Staffordshire Community engagement with 45 conimu nity groups individually, and ttended 35 external events. Initlal Investigation inlo current and potential citizen science opportunities arou nd River Trent in Stoke Convened cross-sector meetings about vJider citizen science initiatives in Staffordshire. Communily Climate Skills (funded by Keele Universlty focussing on 'tralning and skills, theme of StafFordshire Green Network. Hosted 4 initial workshops with 24 attendees, and 4 events in response to workshop findings. Rethinklng Health (fur)ded by Centric Lab) delivered informal conversations with a multi-faith, multi-cultural womens group in Bu rton, and a neurodlvergent group in Lichfield, to explore the links between climate change impacts and our daily health and wellbeing. The visual summarie.£ havo been extromely popular as an aC￿ssIble method of summarising research. COP/Climate Expo was supported and ttended both the Celebratlon of the Possible conference and Climate Expo, organised by Globe Group CIC Local Nature Recovery Strategy Contribijted to CDmmunicatlons and Engagement steering group Chaired Community Advisory Group Durlng the year we formed a partnership to develop the concept of forming a staffordshire and Stoke-on-Trent Community Land Trust. Towards the end of the year we drafted an application to form a CIO for this purpose. 1.3.8 ARTS/ CULTURE/ HERITAGE PARTNERSHIP During 202415 OUTSIDE presented a total of 260 events at 81 different venue5 and locations across the Moorlands, with 76,326 attendances. OUTSIDE Creative People & Places continued with a full yea r of delivery during the year. We liad over 24k participations froin live audiences, across 69 venues, with over 150 volunteei's contributiiig over 1000 volunteer hours and worked with 49 partners a nd employed over 60 artiStS. Key events have included: The Festival of Brilliant an award winning children's book festival 24 Doors a live advent calendar The LeeklPolish Connection Leek Textlle Week Waymaking an inclusive landscapes project Cheadle Lantern Pa rade Nature in You r Neig hbourhood A rlbral isolation ro ect in Lon (previously withln 1.3.4) nor A wlde range of partnerships have been established with a variety of stakeholders from different sectors including environment, educatlon, welfare, regeneratlon, health and tourlsm. A full annual report and independent evaluation has been produced, the key findings of which are published on the OUTSIDE webslte Objective 1.4 - Leadership and Advocacy Deliverable5 Annual Report 2024-2025 In Cannock Chase, East Staffordshire, and Lichfield District the statutory Communlty Safety role continued to be the primary focus In year. Newcastle- under-Lyme, South Staffordshire, Stafford District and Tamworth have a wider LSP with interests covering local economyi health & wellbeing, and community cohesion. Annual Report 2023-2024 In Cannock Chase and East Staffordshire, the statutory Community Safoty role was the prima ry focus in year. Newcastle-under-Lyme, Stafford District and Tamworth have an explicit interest in wider health and wellbeing with su bgroup5. 1.4.1 LOCAL STRATEGIC PARTNERSHIP There were limited formal LSP meetings in Lichfield District, Soiith Staffordshire or Staffordshl re Moorlands during the year, though we continued to have regular informal contact with officers. There continued to be limited formal LSP meetings in Staffordshire Moorlands du ring tho year, though we continued to have regular informal contact with officers. Support Staffordshire continues to seek to represent and influence on behalf or our membors at a range of formal and informal partnerships Including.. 1.4.2 COUNTYWIDE STRATEGIC PARTNERSHIP Su pport staffordshire continues to seek to represent and influence on beha If of our members at a range of formal and informal partnerships iiicludiiig: staffordshire Health & Wellbeing Board we attended all four quarterly meetings and engaged actively in debates staffordshire County Council Communities Leadership Board we engaged in the final development of the Community Strategy and its lau nch Staffordshire County Council Supportlve Communities Programme Board we took on Co-chairing the Connected Communities Workstream thls year Staffordshlre & Stoke-on-Tfftnt Safeguarding Adults Partnership Board we attended all four quarterly meetings and engaged actively in debates Staffordshire Stronger & Safer Communities Board and Prevent Board we attended all three meetings and led on Community Cohesion reporting Staffordshire Health & Wellbeing Board staffordshire County Council Com¥nunities Leadership Board - we were partricularly involved in the SCC Community Strat'egy Developinent and associated Engagement. Staffordshire County Council Supportive Communities Programme Board Staffordshire & Stol(e-on-Trent Safeguarding Adults Partnership Board Staffordsliire Stronger & Safer CommLJnlties Board and Prevent Board staffordshire Resilience Forum Stafford£hire Kesilience Forum attended regular meetings and engaged in a range of traininglscenario exorcises we staffordshire & Stoke-on-Trent Jntegrated Care System Partnership Board staffordshlre & Stoke-on-Trent Integrated Care System Partnership Board- we atLended all four quarterly meetings and engaged actively in debates ICB Committees we attended all four quarterly meeting5 and engaged actively in debates ICS People, Culturo and Inclusion Committee - VAST led on a joint project to successfully secure a three year Volunteering for Health programrne which takes in the pre- exisling H&C Volunteer Managers network Ics strategic Transformation Committee (new) ICS Portfolios during the year we continued to act as elected representatives for 4 portfolios.. Improving Population Health, Urgent 8A Emergency Care, Primary Care and Planned Care 84 Cancer. We a150 supported the elected reps for Children &Young People & Families (CYPF). Mental Health & Learning Dlsabilities & Autism (MHLDA), and End of Life Care & Long-term Conditions & Frailty (ELF), who report directly back to the VCSE Alliance ICB Committee.. ICS People, Culture and Inclusion Comrnittee Volunteer Managers network establlshed jointly with VAST ICS Portfolios during the year we acted as elected representatives for 4 portfolios.. Improving Population Health, Urgent Care, PriTnary Care and Planned Care & Cancer. We also supported the elected reps for Children & Young People & Families {CYPF); Mental Health & Learning Disabilities & Autism (MHLDA), and End of Life Care & Long-term Conditions & Frailty IELF). 1.4.3 NATIONAL POLICIES & PROGRAMMES We have been an active member of the Action with Communities in Rural England {ACRE) Network. We have been an active member of the Action with Communlties in Rural England (ACRE) Network. We have been an active member of the NAVCA network, engaging with health & care in particular. We have been an active memboi. of the NAVCA networl<, engag ing with health & care, tackling racism aiid CVS research programmes in particula r. We have met at least once with all new Nembers of Parliament following the July 2024 general election, and have maintained further dialogue wlth key MPS on strategic i55ues. 1.4.4 VCSE VOICE Member Campaigns (new) We commenced new quarterly campaigns in January 2025 and undertook member storie5 each month via e-news and social rnedia platrorms. state of the Sector (biennial) We undertook our 2025 State of the VCSE Sector research from January to April 2025 and published the final report on l May 2025. We have since presented this to the Comtnunities Leadership GroL¢ 1.4.5 EQUITY, DIVERSITY & INCLUSION (previously 2.3) In year we developed a new Equityi Diversity & Inclusion Policy. Our ED Action Plan was progressed during the yea r as follows.. At the start Df the year, we wei'e pleased to be owarded accred itation by t'he All Equals Charter at Foundation level. We have made further prog ress on our EDI action plan during the year including.. O Insourced and updated anti-raclsm tralning delivery O LGBTQI+ inclusion traiiiing implemented / Lunch and learn programme embedded O An updated EDI Policy and Wellbeing at Work Policy O Recruitment to our first lived experience role / EDI in recruitment analysis and furthor actions agreed Introduction of reporting and monitoring of minor lapses i Inclusive practice (BLIPS) O Accessible workspaces checklists implemented / Hate crime awareness rnateria15 dlsplayed and promoted O Updated guidance on religious holidays Standard I: Chal ler)ging Prejudice & Dlscrimination EDI plans and action5 regularly promoted and discussed at Staff days and team meetings Regular EDI focussed lunch and learn sessions now integrated with wellbeing prograrnme standard 2.. Policy & Decision Making New EDI Policy adopted going beyond protected characteristics and into allyship Standard 3: Workforce Recruitment brochure Implemented New inclusive recruitment processes widely adopted Annual EDI rnonitorlng of staff undertaken Inclusive Leadership training held Standard 4.. Services Consistent and thorough monitorlng being implemented Communication accessibility and diversity ongolng Resource sharing through training Member code of conduct reviewed and updated standard 5.. Working with Partners Corporate partnership agreements reviewed Religious member engagement proactlvely seeking inclusive faith orgs Code of conduct a5 above Aim 2: Evidence Informed Opportunities Our EDI and Climate Action work was mainstreamed into our core business plan this year Better Health & Food Networks We continued to be part of t.he Better Health staffordshire steering grou p and associated workshops, looking at a system change approach to tackling obesity. Food Network5 (funded by Better Health Staffordshiro) enabled research into Issue5 around food secu rity and redistribution in C.annock Chase and East Staffordshire. and established ir)formal peer networking groups in each districli guided by local organisational needs. We are seeking to mainstream this in 2025-2026. Aim 3: Local Infrastructure Collaborations 3.1 Near Neighbour LIOS VAST We hold a joint Memorandum of Understanding with VAST and have continued to further our positive and productive collaboration working on a number of projects. O VCSE Healthy Commu nities Alliance jointly / VCSE Locality Improvement Framework for Health Inequalities jointly VCSE Local Resilience Support Staffordshire led / Mental Health, Learning Disabilities & Autlsm Project - Support Staffordshire led O Totally Stoked led by VAST / staffordshire & Shropshire Research Engagement Networks jointlyi mp￿ led O Staffordshire Green Network - Support staffordshire led Together Active We have continued to collaborate with Together Active Informally, meeting on a quarlerly basis to discuss shared aims, Wlth particular regard to Healthy Ageing and Better Health Staffordshire. Together Active also participate in the Staffordshire Green Network. Neighbourlng LIOS We continued to provide the training on behalf of the Shropshire VCSE Jnfrastructure Programme, led by Community Resource Shropshire. We worked collaboratively with Rural Action Derbyshire through the Rural Housing Enabler programme. We also held catchup meetings with a number of neighboLtring LIOS In the West Mldlands and Derbyshire during the year. staffordshire Council for Voluntary Youth Services (SCVYS) We hold a joint Nemorandum of Undersl"anding with SCVYS and met informally on a monthly basis, as deliverers of the county council capacity bu ildiNg framework. SCVYS also participate in the Staffordshire Green Network. 3.2 National LIO Relationships NAVCA We have been actively engaged in NAVCA work to tackle racism and have Jolned their Allyship Network. We were heavily involved in the NAVCA development programme, for which our Chief Executive undertook member engagement on seconded basis during summer 2024. ACRE We have been an active participant in the ACRE strategy review, and joined a collaborative bid to the National Lottery for Community Empowerment. We convened a West midlands ACRE meeting during the year. VCSEP We have been an active member of the Voluntary & Communlty Sector Emergencies Partnership through network meetings and trainlnglworkshops. County LIO Network We continued to co-chair the county CVS network during the year, working with Communlty Action Suffolk, which cuts across both the NAVCA and ACRE network. Aim 4: Fit to Function Governance, Policy and Planning / We undertook the Governance App self-assessment and identified areas for Board development to be undertaken In 2025 / We reviewed a range of policies in accordance with our policy schedule We developed and approved a new 10 year Strategic Plan and 4 year Busine￿ Plan / We supported starf through regular 'progress and planning, meetings, new staff through our induction and 6 month probation review process, and existing staff through their individual performance and development reviews {PDRs) Financial Planning¥ Management and Audit We secured a nurnber of new income sources during the year as set out further below O Finance inductions were undertaken with all new staff Budget holders were supported with continuous learning, and both monthly and quarterly mor)itoring and review were undertaken effectively / The budget for the year ahead was developed from Novembor through to May O We received a strong audit report and implomented all recommended actions HR, Volunteeringy Leadership and Thrive at Work / The staff team grew in year to end the year at 100 posts and 91 post holders / The HR Officer and line managers implemented Breathe, a HR management system / We Implemented a new recruitment brochu re and successfully recruited all vacancies rf We undertook our regular Health Needs Assessment of staff O We achieved the Thrive at Work Bronze award 0 The Staff Thrive at Work group met regularly focusslng on book club, neurodivergence, and physical activity; plu4 existing bereavement and menopause g roups Faclllty Management, IT & Digital / We exited the Voluntary Services Centre in Burton-upon-Trent at September 2024 / Our management of the Guildhall In Newcastle-under-Lyme continued successfully, with ourselves moving to occupy more space on the first floor O Offlces in Lichfield, Leek and Stafford were maintained O We began a new IT Support Partnership with existing corporate supporters Zephi Climate Action Inhouse O The internal working group organised swap tables at the staff days, and are developlng a Sustainable procu rement policy Marketing & Communications, and Corporate Partnerships O We recru ited a new post to our communications team to focus ork the Healthy Communities Alliance and member engagement rf Communications via all channels saw continued increases in followers and engagement throughout the year; including launching our first campaign wit'h a focus on our work with LGBTQ+ and neurodiverse communities O Our website was furLher developed for its Members area, and new promotional banners and workwear were produced for all pu bllc facing teams O Wo dellvered a series of 6 Business Clubs and our now established Race Day at Customer Relationshlp Management Systems, Performance Management, Quality & Impact 0 We maintained hig h quality internal systems, processes and data integrity through comprehensive customer relationship management O Wo implemented a new Membership Structure following consultation, wlth a focus on local members and rocog nising social enterprises We ensured that work was monitored, and our impact evaluated Fundraising activities Support staffordshire has sought to maintain its relationships with existing funder5, as well as developlng new income streams during the year. There is a detailed breakdown of income contained in notes A to the accounts. We want to thank everyone who has invested in us during this year, without whose generous and dedicated commitment we would not be able to succeed. New income secured thls year includes: Cadent via NAVCA for Centres for Warmth Centric Lab Ltd for community climate action Community Foundation for Staffordshire Better Health Staffordshire for food networks Environment Agency for Trent RENEW community engagement Forestry England for OUTSIDE Keele University for community climate action Midlands Partnership University NHS Foundation Trust for SWITCH social prescribing Midlands Partnership University NHS Foundation Trust for Transfer of Care Hub NHS England via The Shrewsbury and Telford Hospital NHS Trust for engagement/research NHS England via VAST for Volunteering for Health staffordshire County Council CommLsnity Learning Responsiveness Fund for training Staffordshire County Council - Libraries and Arts for OUTSIDE Festival of Brilllant staffordshire County Council - Multiply for community training and workshops Staffordshire Moorlands District Council for Active Travel Moorlands staffordshirc Moorlands District Council for Move More Moorlands in Cheadle U K Shared Prosperity Fund via Llchfield District Counci I for capacity building We wish to particularly thank Staffordshire County Councll for its investment in Support Staffordshire and thereby local communities via its VCSE Capacity Building Framework, of which we are a major partner. Without this 'core' investment of c.£220k during 2024-2025 we would not be able to leverage so much additional investment which then brings substantial added value to the partnership. The courlcil invested further into our work during the year through this framework and others to a total of c.£639k, making it our single largest investor. We would also like to thank Arts Council England for funding our Creative People & Places Project., OUTSIDE in Staffordshire Moorlands during this year, our second largest investor at c.£546k. We would also like to thank Midland5 Partnership University NHS Foundation Trust who through various strands of work have invested c,£287k during the year, making it our third largest investor. We would also like to thank the National Lottery Community Fund who through various strands of work have invested c,£223k durlng the year, making it our fourth largest investor. We would also like to thank Staffordshire and Stoke-on-Trent Integrated Care Board {ICB) who through various strands of work have invested c,£202k during the year, making it our fifth largest i nvestor. We would also like to thank the six district and borough councils with whom we held funding agreements this year as follows,. Lichfield District Newcastle-under-Lyme District South Staffordshire stafford Borough Staffordshi re Moorlands District Tamworth Borough Stafford Borough Council and Tamworth Borough Council also provided us with pro-bono office accommodation during the year for which we are extremely grateful. Newcastle-under-Lyme District offer peppercorn lease arrangements for multi-occupancy VCSE premises, whlch we manage at The Guildhall, for which we are extremely grateful. Unfortunately, Cannock Chase Council and East Staffordshire Borough Council do not currently support our work financially. Corporate partnerships During the year we further developed our Corporate Fundraising Programme, that is also supported with a few Fundraising events throughout the year. However, we are conscious to focus our efforts upon events that do not compete directly with our own members, and where possible and appropriate we collaborate with members. We would like to thank all the individuals and Corporate Partners who have supported us, our events and donated to us during the year including: Arc Thermal Products Brand Jam Bruce Boucher Consulting and Design C. Brandauer & Co Chess ICT Coffee #l Stafford Coliberate Carthy Accountants Disbury Creative First For Energy (formerly Circle 17) Hope Creative JD Fabrications Welding Company Ltd Karolyn Gamble Lemonbooking Lapley Roofing M&Mgroup Measure Well Ltd Meusburger Parx Rosie Milsom Same Day Freight SCG Staffordshire Sound Redurtion Systems South Staffordshire Golf Club Square Peg Staffordshire FA Steve Woods Swinford Graphics Surestore The Chase Golf Club The Coffee Bar and Kitchen The Grand Theatre, Wolverhampton The Stafford Bullding Society The Taylor Lucas Partnership Troopr T150 Energy Think Insurance Utility Aid Wolverhampton Racecourse Zephi Zero Waste Medals other significant activities including employees, beneficiaries and stakeholders We jointly agreed to windup the activity of Cirican LLP during the year alongside the other partners from within the ACRE network. However this work had not been completed at year end. The anticipated loss of investment of a maximum of £3,000 will therefore be fully quantified in the 2025-2026 accounts, There were no other sign ificant changes in the activities of the charity during the year or since, affecting beneficiaries, funders, or the local com munity. 6. Financi view Reserves Policy - last updated September 2023 Support Staffordshire recognises four types of reserves as outlined below, three of which are detailed in the accounting statements: Restricted Reserves Restricted Reserves held in accordance with any restrictions required by the origlnal funder. Our current levels of restrlcted reserves are detailed in the accounting statements, with a breakdown of the restrictions which apply. Desi nated Reserves Designated Reserves which are set aside for a specified future use, This could include making provision for fluctuations in predicted future income, for significant costs associated with maintaining our premises or other assets, for planned future development of services or any other reasonable specified use. Our current level of designated reserves are detailed in the accounting statements, with a breakdown of the designations which have been agreed. General Reserves General reserves include all other funds that are neither restricted nor designated, However, this does not mean that such reserves are completely free and instantly available. For example, general reserves may include fixed assets held for charity use, which could in theory be sold for cash; and reserves that are held as investments with specified clauses affecting when they can be accessed, Our current level of general reserves is dctailed in the accounting statements. Free Reserves Free reserves are a subset of the general reserve. They only include reserves which are readily accessible as cash. They exclude assets and investments which are not readily available as cash. Support Staffordshire aims to hold a free reserve that wi15 enable the charity to meet its obligations in an orderly manner, should it decide to or have no option but to wind up its activities. Thls is made up of two main components. Firstly, the funds to meet all contractual obligations of the company including long term leases, service contracts and the redundancy costs of employees. RedLJndancy liabilities fluctuate on an ongoing basis when staff leave and as they accrue service. As such, this figure is only ever a broad estimate and would always need to be recalculated in the event of a potential redundancy scenario. Secondlyi the costs of continuing to operate core services for between 3 and 6 months, assuming no further core income is secured in this period. This is in order to allow for all orderly wind down of those services, with up to 12 weeks, notice periods for employees, and so as not to have a sudden, unplanned, and adverse impact upon service users. The free reserves target is therefore expressed as a range. Free reserves are not detailed in our accounting statements as they are a matter of judgement for the Board of Trustees. Current Reserves Position At 31 March 2025 contractual obligations were estimated at £133,992 (£6,273 leasing commitments, £127,719 redundancy liabilities). Excluding programmes of work which are project funded, where there is very low or no liability for us financially, if the funding ceased, we would stop delivering the service; we have estimated our current running costs as being approximately £230,771 per quarter. As such, the current target for free reserves is between £364,763 (3 months) and £595,534 (6 months). This figure remains higher than that which would be strictly necessary as in reality much activity would begin to cease, from less than 3 months if funding were to be lost and some staff would be expected to leave for new employment prior to redundancy payments being made. At 31 March 2025 we considered that we held £614,252 of Free Reserves, which is made up from our general reserves (£861,204), less current investments/assets which were not readily accessible (£246,952). This is slightly higher than the target. Trustees review the reserves and investments position twice a year. In May 2025 trustees designated a further £34k of reserves for specific use, bringing the total free reserves back into the target range, Fund Out-turn During the year 2024-2025 Support staffordshire had an overall surplus of £233,916 as per the Income and Expenditure account, against a budgeted loss of £8,859. This included recognltion of £92,402 of restricted funds relati ng to Arts Counci l England (OUTSIDE) and Staffordshire County Council (Healthwatch Staffordshire) in both céses for contracts ending but whlch have secured single year extensions, in which the restricted funding must be used next year. The Voluntary Services Centre designated reserves was partly spent and the remainder de- designated i n year as we concluded all lia bi l ities for the building at the end of lease. As such we performed significantly better than budget. Funding Sources Support Staffordshire received £3,442,065 total income during the year, from a wlde range of national and local investors and funders, both government and non-government. Total income grew from the previous year by 41010, predominantly through additional grants and contracts. Over 970/0 of income was from charitable activities These include Staffordshire County Council, some district and borough councils, the NHS, primary care networks, other public bodies, the National Lottery, the Community Foundation, and other trusts & foundations, which usually operate through grant or service level agreements. These sources of income are outlined in detail in the notes to the accounts. We secured approximately 2.90/0 of our income from both charitable and other trading activities, largely sale of space at premises and paid for training and consultancy. Donations and Gift Aid represented approximately 1.30/0 of income. Investment income represented approximately 0.80/0 of income. Expenditure During the year Support Staffordshire spent £3,187,469 on charitable activities, in support of VCSE organisations. This includes approximately 0.40/0 of total expenditure on governance costs and 3.50/0 on direct management and support services. Additionallyi we spent £7,822 on raising funds, which represents 0.2010 of total expenditure and pertains to significantly reduced and restructured ongoing corporate partnerships work and fees charged for our endowment fund management. A breakdown of spending pertaining to our aims and objectives is given in note B2 of the accounts and shows that we spend 85,8010 of funds on direct delivery and 14.20/0 on indirect support costs. We spend the largest amount on aims 1.2 and 1.3, concerning capacity building and partnershipslcollaborations with members (330/0), and the second largest on aim/objective 1.3,5 social prescribing (also 330/0 when rounded), with 30.5010 spent on other partnerships and collaborations under aim 1.3, and 3.60/0 directly on aim l. I volunteerSng. Aim 1.4 leadership and advocacy and aims 2 and 3 have very minimal expenditure, though by their nature are cross-cutting. Approximately 5.40/0 of charitable expenditure was grant funding to dellvery partners or grant fund recipients. Restricted grant giving and details of grant reci pients are outlined in detail in the note C to the accounts. Across all expenditure, approximately 690/0 of spend is on staffing as our services are predominantly those delivered by people, This has reduced slightly as a proportion since last year. Pay We have an agreed pay banding structure which links indicators of responsibility and experience to pay levels. This structure is reviewed annually by the Chief Executive and a Remuneration Commlttee, which recommends a revised structure to the Board. We benchmark the pay structure to national sector specific datasets, with a particular focus on lower pay bands meeting or exceeding average sector pay for comparable roles. Senior executive pay is independently reviewed by the Committee and comparisons made to similar posts in si milar organisatlONs for which national datasets are less applicable. Chief Executive pay is ultimately the sole responsibility of the Board. At l April 2025, we committed to a minimum wage of £23,500 per annum pro-rata or £12.21 per hour. This represents a salary multiple of x2.8 between the lowest and hlghest paid employee, which has beer) broadly consistent for several years. Approximately 8.80/0 of all spend is on key management persorlnel which we consider to be the executive management team. This has reduced slightly as a proportion since last year. At l April 2025, the Chief Executive was the highest paid employee and received an annual salary of £65,000. Gender Pay Equality Although we are not statutorily required to report upon it, we have determined that Support SLaffordshire had a 1.30/0 median gender pay gap at l April 2025 in favour of female employees (the middle ranking female employee earned 18p per hour more than the middle ranking male employee). We have a 6.30/0 mean (average pay) gender pay gap in favour of male employees, but this reverses to a 4.10/0 gender pay gap in favour of female employees if the Chief Executive, who is male, is not included. 86.50/0 of employees identified as female. Investments Policy - last reviewed 22 May 2025 This policy OLttlines the parameters that the Trustees have agreed, to guide their powers to make investments as per the Articles of Association. Investments a re prlmarily made to secure the best financial return, in order that additional funds may be raised for the furtherance of the charity's objects. However, this primarv objective must be balanced with the following factors. Funds held by Support Staffordshire on behalf of other organisations should be held with minimal risk and maximum access. Funds that are known to be reqLrired within the Support Staffordshire budgets outlined for the upcoming 12 months should be held with minimal risk and appropriate access. Funds that are known not to be required within the Support Staffordshire budgets outlined for the upcoming 12 months but are within the minimum level of reserves set out by the Board, may be invested with a manageable and agreed level of risk and with manageable and agreed levels of limited access. This will normally be a cash or near cash fund, with instant access or a notice perlod of less than 6 months. This will be agreed by the Trustees. Funds that are knovvn not to be required within the Support Staffordshire budgets outlined for the upcoming 12 months and are beyond the minimum level of reserves set out by the Board, may be invested with a manageable but enhanced level of risk and with manageable but lesser levels of access. This could include cash bonds for 12 months or more, or non-permanent endowments. This will be agreed by the Trustees. Wherever possible, investments will be made with institutions that demonstrate a track record in managing risk, high return funds and that have an ethical investment stance. The investment position will be reported to the Trustees at least twice per year. nsf rFu reP rio The aims and objectives outlined in this report were comprehensively reviewed and updated as part of a full strategic planning process thi5 year. They are reported against quarterly to the Board of Trustees. The following key performance indlcators are set out in our new Business Plan: Aim l. Sustain & Develop the Four Functions of Local Infrastructure Objective 1.1 Volunteering I,QOO people engaged In volunteering through promotional events per annum 500 enquiries, 400 referrals and 250 resldents brokered into volunteering per annum, by 2029 900/0 of volunteers we broker are still volunteering after 3 months Objective 1.2 Capacity Building 150 members supported each quarter, 500 unique groups supported per annum, 1,000 groups supported over a three year period by 2029 £1.5 million inward investment per annum 95010 of members would recommend us to others Over 500 people attending sector training annually Specialist support for social enterprises and rural communities sustained and enhanced by 2029 Successfully implement Health Inequalitles focussed Community Development programmes countywide through to 2028 Sustain Consultancy Support Services to the VCSE sector and partners Objective 1.3 Partnerships & Collaboration Increase member engagement to 50010 annually by 2029 Increase member census completion rate to 750/0 by 2029 Increase member attendance at Locality Forums to 330/a by 2029, and grow attendance at thematic networks Sustain Engagement & Research support to the VCSE sector and partners Mainstream social prescribing in target pathways a nd hospital discharge Sustain Volunteer Buddies Project beyond annual funding Re-secure Healthwatch Staffordshire beyond 2026 Secure significant Climate Action project investment before 2027 Re-secure ACE CPP investment from 2026 Objective 1.4 Leadership & Advocacy Sustain strong local strategic partnerships through local government reorganisation Build strong strategic partnerships with new Strategic Authority/s as they emerge Sustain ICB commitment and investment into the VCSE Alliance Sustain commitment to VCSE partnership from the Local Resilience Forum Sustain high level engagement in NAVCA and ACRE networkg Build engagement with local MPS Sustain and develop leadership role in EDI Aim 2: Evidence Informed Opportunities Sustain a flexible and responsive approach to new opportunities Aim 3: Local Infrastructure Collaborations Sustain strong working relationships with VAST, Together Active and SCVYS Aim 4: Operational Excellence Sustain strong performance in governance Sustain strong financial planning, management and audit performance Sustain high staff retention, wellbeing and personal development Develop our internal volunteeri ng capacity and capability Develop our leaders Ensure we have the assets, systems and technology to succeed Grow our engagement through marketing énd corporate partnershlps Re-secure our LIQA award in 2025-2026 8. Custodian Fund At 31 March 2025 Support Staffordshire held a total of £21,172.90 of custodlan funds on behalf of unincorporated members as follows: Staffordshire Parent Carer Forum: £20,190.89 Rugeley SEND Community Group.. £982.01 For a detailed breakdown of these funds, please contact the relevant organisation. Such funds, held from time to time, are held in Support Staffordshire current accounts and sufficient control and detail is available within the accounting system records to ascertain the balances held at any time. 9. Declarati The Trustees Annual Report and Accounts were approved by the Board of Trustees on 10 September 2025 and signed on behalf of the Trustees by Jan Wilson Chair Responsibilities of the Board of Trustees The trustees (who are also directors of Support staffordshire for the purposes of company law) are responsible for preparing the Trustees Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statcments unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period, In preparing these financial statements, the trustees are required to.. select suitable accounting policies and apply them consistently. observe the methods and principles of the Charities SORP (FR5102); make judgements and estimates that are reasonable and prudent; state whether applicable UK accounting standards and statements of recommended practice have been followed subject to any departures disclosed and explained in the financial statements. prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue to operate. The trustees are responsible for keeping adequate accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the trustees are aware there is no relevant audit Information of which the charitable company's auditors are unaware. and the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information. The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemlnation of financial statements may differ from legislation in other jurisdictions. By order of the Board, 10 September 2025 Jan Wilson Chair Independent Auditor's Report to the Members of Support staffordshire Opinion We have audited the financial statements of Support staffordshire (the 'charitable company,) for the year ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Sheet, and notes to the financial statements, including a summary of significant accounting pollcies. The fi nancial reporting fra mework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Flnancial Reporti ng Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements: Give a true and falr view of the state of the charitable company's affairs as at 31 March 2025, and of its incoming resources and application of resources, including its income and expenditure, for the year then ended; Have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and Have been prepared in accordance with the requirements of the Companies Act 2006. Basis for opinion We conducted our audit in accordance with International Standards on Auditing (UK) (ISAS (UK)) and applicable law. Our responsibilities under those 5talldards are further described in the Auditor's responsibilities for the audit of the fi nancial statements section of our report. We are independent of the charitable company in accordance with the ethlcal reqLrirements that are relevant to our audit of the financial statements in the UK, including the FRC'S Ethical sta ndard, and we have fLtlfilled our other ethlca I responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Conclusions relating to going concern In auditing the financial statements, we h4ve concluded that the trustees, use of the going concern basis of accounting in the preparation of the financia I statements is appropriate. Based on the work we have performed, we have not identified any material uncertaintles relating to events or cond itions that, individ ually or collectivelyi may cast sign ificant doubt on the charity's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustee5 Wlth respect to goi ng concern are descri bed i n the relevant sections of this report. Other information The other Information comprises the information included in the trustees annual report, other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information contained within the allnual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility Is to read the other information and, in doing so, consider whether the other i nformation is material ly i nconsistent with the financial statements or our knowledge obtained in the course off the audit or otherwise appears to be materially misstated. If we identify such material illconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work wc have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audit: the information given in the trustees, report (incorporating the directors, report) for the financla1 year for which the financial Statements are prepared is consistent wlth the financial statements. and the directors, report has been prepared in accordance with applicable legal requlrements. Matters on which we are required to report by exception In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors, report. We have nothing to report in respect of the following matters in relation to whlch the Companies Act 2006 requires us to report to you if, in our opinion: adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us. or the financial statements are not in agreement with the accounting records and returns. or certain disclosures of directors, remuneration specified by lèw are not made. or we have not received all the information and explanations we require for our audit,. or the trustees were not entitled to prepare the financial statements in accordance with the small companies, regime and take advantage of the small companies, exemption in preparing the directors, report and from the requirement to prepare a strategic report. Responsibilities of trustees As explained more fully in the trustees, responsibilities statement set out on page 34, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the fina ncial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responslble for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. Auditor's responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an a uditor's report that incl udes our opinion. Reasonable assurance is a high level of assu rance but is not a guarantee that an audit conducted in accordance with ISAS (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered materia l if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements, A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at: www.frc.org. uk/a Ltditorsresponsibilities. This description forms part of our auditor's report. Irregula rities, including fraud, are instances of non-com pl lance with laws and regulations. We design procedures in l i ne with our responsibilities, outl ined above, to detect material misstatements in respect of irregularitie5, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below. Our audit approach included the following elements.. Assessment of the susceptibility of the charity's financial statements to material misstatement, including how fraud might occur. Assessment of the laws and regulations identified as being of significance in the context of the charity. We obtained an understanding of thc legal and regulatory framework applicable to the charity and how the charity is complying with that framework. We obtained an understanding of the charity's policies and procedures on compliance with laws and reg Lrlations, i ncl udirbg documentation of any instances of non-compliance. We obtained an understanding of the charity's policies and procedures on fraud risks, including knowledge of any actual, suspected, or alleged fraud. We ensured that our audit personnel have the experience and knowledge to identify or recognise non-compliance with laws and regulations. We use appropriate audit resources and tools to guide us in selecting the right audit approach. In considering the extent to which the audit was considered capable of detecti ng irregularities, we considered how our approach to the audit has affected the likelihood of detection. This was affected by: the i nherent difficulty in detecting irregula rities; the effectiveness of the entity's controls; and the nature, timing and extent of the audit procedures performed. In determlning those matters that are of significallce, both quantitative and qualitative factors are relevant to such consideration. Because or the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statemer¢ts or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding Irreg ularities occurri ng due to fraud rather than error, as fra ud involves i ntentional concealment, forgery, collusion, omission or misrepresentation. Use of our report This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to allyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have forrlled. Mark McLean FCA Senior Statutory Auditor For and on behalf of Thomas & Young Limited statutory Auditor Carleton House 266-268 stratford Road Shirley SolihLtII B90 3AD Date., 10 September 2025 Thomas & Young Limited is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006. Statement of Financial A¢tivitues (SOFA), 2025 Unrestricted Funds Restricted General Designated Funds Total 2024 Notes INCOME Donations 48,708 48,708 50,280 A1 Charitable Activities 1,533,225 1,814,888 3,348,113 2,362.148 A2 Other Trading Activities 18,856 18,856 8,238 A3 Investment Income 26,388 26,388 16,774 A4 TOTAL 1,627,177 18d4,888 3 442.065 2,439 440 EXPENDITURE Charitable Activities B1&2 1,464,983 1,722,486 3,187,469 2,391.108 Expenditure on Raising Funds 7,822 7.822 78,228 B3 TOTAL 1,472 806 1.722 486 3.195,291 2 469,336 Nel g2insllosses on investments 112.8581 112,8581 14,702 Net income l {expendilurel for the year 141.514 92,402 233,916 15,194 Transfer betheen funds 11,988 { 11,9881 Nel movement in funds 153 502 233 916 Total Funds brought forward 707,701 59,756 1,935 769,392 784,588 Total Funds carried forward 861.204 47.768 94 337 1003 308 769.392 Balance Shéet. BALANCE SHEET 2025 2024 Notes Fixed Assets Tangible Assets Investments 1,696 246,952 248.648 4,707 198,493 203,200 1b Current Assets Debtors Cash at bank and in hand 288,362 1,255,981 224,572 1,128,310 1,544,343 1.352,882 Creditors.. amounts f811ing due within one year 789,682 786,691 Net Current Assets 754,661 566.192 NetAssets 1.003,308 769 392 The Funds of the Charity Restricted Funds 94,337 1,935 Unrestricted Income funds General Designated 861,204 47,768 908,972 707,701 59,756 767,457 Total Charity tunds 1.003,308 769,392 For the financial year in question the company was entitled to exemption under section 477 91 the Companies Act 2006 relating to small companies. No members have required the company to obtain an audit of ils accounts for the year in question in accordance with section 476 Df the Companies Act 2006. The directors acknowledge their responsibility for complying with the requirements of the Act with respect to accounting records and for the preparation of accounts. These accounts have been prepared in accordance with the provisions applicable to companies subject lo the small companies, Tegime. Approved by the Board of Directors and Trustees and signed on their behalf on 10 September 25 Jan Wilson Director 8967045 Company number ,Cash Flow Statement 2025 2024 Note Cash flow from operating activities Cash18bsorbed byygeneraled from operations 149,741 213,902 16 Net cash flow from operating activities 160,145 213,902 Cash flow from investing activities Payments lo acquire tangible fixed assets Payments lo acquire investments Interest reTrived { 48,4591 26,388 60,295 18,774 Net cash flow from Investing activities 1 22,0711 79,069 Net cash flow from financing activitle$ Net Increase I Idecreasel In cash and cash equivalents 127,670 292,971 Cash and cash equlvalents at 1 Aprll 2024 1,128,310 835,338 Cash and cash equivalents at 31 March 2025 1,255,981 1,128,310 ',Notes to. the Accounts Accounting Polici8s Th8 principal accounting policies are summarised below. The accounting policies have been applied consislenlly throughout the yèar and in the preceding year P1. Basls of preparation of accounts The charity eonslilules a public benefit entity as defined by FRS 102. The financial statements have been prepared in accordance with Accounting and Reporting by Charities. Statement of Recommended Practice applicable lo charities preparing their accounts in accordance with the Financial Reporting standard applicable in the UK and Republic of Ireland issued in October 2019. the Financi81 Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 1021, the Charitiès Act 2011, the Companies Act 2006 and UK Generally Accepted Accounting Practice. The financial slalements are prepared in Sterling, which is the functional currency of the company. Monetary amounts in the financial statements are rounded to the nearest £. P2. Tangible fixed assets for use by the ¢harity and depreciation Tangible fixed assets for use by the charity are staled at cosl18ss depfftcialion. Depreoialion rates-. 330/0 reducing balance P3. Investments Investments are recognised initl8lly at fair value which is norrllally the transaction price excluding transaction costs. Subsequently, they are measured al fair value with ¢hanges recognised in 'net gains 111ossesl on investments, in the SOFA if the shares are publicly traded or their fair value can otherwise be measured reliably. Other investments are measLJred at cost less impairment. P4. Incoming resources All incoming resources are included in the Slalemenl of Financial Activities when the charity is enlilled to the income and the amount e2n be quantified with reasonable accuracy. Specific policies relating lo particular categories of income are as follows.. Income from charitable activities and other Irading activities is recognised when the Gharity becomes unconditionally entitled to the income. after any performan￿ conditions have been mel, Investment income is included when re￿ivable. P5. Resources expended All expenditure is accounted fr)r on an accruals basis and ha5 been classified under headings that aggregate all Costs related lo the category. Expenditure is recognised where there is a legal or conslruclive obligation lo make payments lo third parties, it is probable that the selllemenl will be required and the amount of the obligation can be measured reliably.11 is calegorised under the following headings.. Charitable activities expenditure comprises those costs incurred by the charity in the perlormance of its activities and services. It includes costs which are incurred directly by those activities and indirect costs necessary lo support those aclivilies. Expenditure on raising funds includes the costs of all fundraising activities. Governance costs comprise those costs associated with meeting the conslilulional and statutory requirements of the charity and include the audit fees and costs associated with the operation of the Board of Trustees of the charity. Analysis of expènditure by aimslobjectiveslactivilies is undertaken by aligning cost centres lo al least one of the aimslobjeclives. Where il is not possible to disaggregate costs fully in this way, we have reported these aimslobjeclives colleclively with a total cost. Support costs analysis by aimslobjectiveslactivity is based directly on internal apportionment of support costs as reflected in the mnagemenl accounts for the relevant cost centres P6. Value added tax The charity is not VAT registered P7. Pension costs The Charity conlribules lo a defined ¢onlribulion scheme employer contribution is 34/0 We also offer a salary sacrifice option paying both employer and employee contribution as detailed in staff contracts P8. Donated services The Gharity is greatly dependent in carrying out Ils activities upon the time given by many volunteers and the dedication of stsff members. The financial benefit of their lime is not quantified in these aGcounts. P9. Fund accountlng This differenliales be￿een restricted and unrestricted funds. Unreslri¢led fund5 are available for use al the disGrelion of the trustees in furtherance of the general objectives of the charity. Designated funds are those which have been earmarked by the Trustees for specific purposes, but remain unreslricled funds. Restricted funds are those which are to be used in accordance with th& specific reslriclions imposed by the donors or funders. Expenditure that meets these criteria is charged to the relevant fttnd. P10. Going concern The fin2ncial statements have been pr8pared on a going concern basis as the trustees believe that no material uncertainties exist. The Iruslees have Gonsidered the level of funds held and the expected level of income and expenditure for 12 months from authorising these financial slalemenls. The budgeted income and expenditure is sufficient with the level of reserves for the charity lo be able lo continue as a going concern. iNotes to the SOFA,: A1 Income: Donations and Gift Aid 2025 Restricted 2024 Unrestricted Total Donations business club Donations - corporate Donations - in kind t)onalions individual Donations- small trusts 265 9,153 14.000 26,862 22,565 14,000 11,143 1,DOO 48.708 22,565 14,000 11,143 1,000 48,708 50,280 A2 Income- Charitable Activities 2025 2024 UNRESTRICTED Central and Local Government Grants and Service Level Agreements ACRE- Aotion with Communities in Rural England Cannock Chase CCG Gannock Chase District Council Cannock North Primary Care Network Cannock Villages Primary Care Netwoik Department lor Education Environment Agency via swr GP First Limited Health Hayes & Wimblebury Parish Council Leek and Biddulph Primary Care Network Lichfield and Burntwood Primary C2re Networks Lichfield District Council - VCSE Development & Volunteering Midlands Partnership NHS Foundation Trust- Healthy Communities Midland5 Partnership NHS Foundation Trust - Integrated Offender Health Midlands Partnership NHS Foundation Trust- Research Engagement Network Midlands Partnership NHS Foundation Trust- Mental Health Consultancy Midlands Partnership NHS Foundation Trust- staying Well Ivtidlands Partnership NHS Foundation Trust - Switch Midlands Partnership NHS Foundation Trust - Transfer of Care Hub Moorfands Rural Primary Care Neiwork NHS England via MPFT NHS England via The Shrewsbury and Telford Hospital NHS Trust NHS England via VAST NHS Staffordshire & Sloke-on-Trenl ICB NHS Slaffordshire & Sloke-on-Trenl ICB via NHS Midlands and Lancashire CSU NHS Slaffordshiie & Sloke-on-Trenl ICB via VAST Newcastle-Under-Lyme Borough Council Newcastle Central Primary Care Network Rugeley Holse Fair Practice Rugè5ey Town Council South Slaffordshire CounGil Slafford Borough Council stafford Central Primary Care Netwoik stafford South Primary Care Network via Rising Brook Slaffordshire Moorfands District Council - Community Group Support stone & Eccleshall Primary Care Network Yarnlield & Cold Meece Parish Council 92,455 2,047 53,423 1,000 9,454 58,188 51,542 8,425 71,144 85,863 9,635 16,599 78,024 40,605 180 165,573 110,283 30,000 16,890 11,234 176,952 122,247 17,154 19,101 39,025 3,000 15,456 15,456 12,098 184,948 69.046 30,359 21,900 10.000 11,000 195,585 119,556 1,800 7,000 3,360 30,920 17,223 6,368 7,470 15.732 395 13,235 8,250 93,568 6.249 11,480 150 200 911,965 13,961 8,250 90.574 8,825 11,780 600 1,420,775 MembBrship Fees 850 850 700 700 Non-Government Grants Cadent Via NAVCA NAVCA via VAST Tudor Trust VolLJnlary Sector Emergencies Partnership 25,000 8,800 1,775 6.000 16,57S 6,ODO Primary Purpose Trading Income Office Rental East Slaffordshire - Voluntary Service Centre Lichfield Newcastle-under-Lyme- Guildhall 8,393 120 6,379 14,892 26,906 180 12,130 39,216 Meeting Room Hire East Staffordshire - Voluntary Service Centre Newcaslle-under-Lyme - Guildhall 780 16.931 17,711 5,280 14,474 19,754 Consultancy Servlces Accoiinling and Independent Examinations Adminislralive SetviGes Consultancy Payroll Service Training and Workshops 3,803 1,663 23,296 9,708 9,378 47,847 3,507 1,808 4,632 7,094 10,262 Total Primary Purpose Trading 80,450 86,272 Other Income Other income 150 150 650 650 TOTAL UNRESTRICTED 1533,225 1016 162 RESTRICTED Central and Local Government Grants and Service Level Agreements Forestry England Health Education England staffordshire County Council Capacity Building Framework Stsffordshire County Council - Capacity Building Framework.. Buddies Call-off Slaffordshire County Council - Capacity Building Framework.. Community Engagement Call-off Slaffordshire County Council- Capacity Building Framework= Local Resilience Forum Call-off Staffordshire County Council - Capacity Building Framework.. Tr8ining Call-off Staffordshire County Council - Community Fund Slaffordshire County Council - Community Learning Responsiveness Fund Slaffordshire County Council Heallhwalch Slaffordshire Slaffordshire County Council Festival Of BriS1ianl Staffordshire County Council - Multiply staffordshire County Council - Nature Connections Slaffordshire County Council - Older People Strategy Slaffordshire County Council - Student social work placement staffordshire Moorlands District Council Climate Action Fund Staffordshire Moorlands District Council - Creative Pèople and Places IOUTSIDEI StaffoTdshire Moorlands District Council - Moorlands Volunteering Slafft)rdshire Moorlands District Council - Move More Moorlands Slaffordshire Moodands District Council - Active Travel Moorlands UK Shared ProspÈrity Fund via Lichfield District Council UK Shared Prosperity Fund via Newcastle Borough Council UK Shared Prosperity Fund via Slaffordshire Moorlands District Council UK Shared Prosperlty Fund via Tamworlh Borough Council 2,000 2,000 253,675 34.885 220,923 48,166 3,000 11,000 33,680 33,490 20,326 610 221 2e4,454 31,000 16,301 5,179 181,989 2,800 6,970 840 31,596 24,030 21,500 7,671 10,000 33,333 35,811 68,804 99.225 973,301 14,342 23,850 17,545 28.625 28,275 62,962 707,778 Non Government Grants Arts CoLfn¢il England Centric Lab Ltd Community Foundation for Slaffordshire - Better Health Staffordshire Flatpack Projects Heallhwatch England Historic England Honeycomb Group - Glow Keele University Lloyds Bank Foundation for England and Wales National Forest Company National Lollery Communily Fund via BES National Lottery Community Fund - Partnership Fund National Lottery Community Fund - Reaching Communities via VAST National Lottery Community Fund via Community TogelherTamworth CIC Nalior121 Lollery Community Fund - Awards For All via Yarnfield and Cold Meece Parish Council National Lollery Hèritage Fund Cheadle Moon National Lollery Heritage Fund via Slaffordshire Wildlife Trust Severn Trent Water Your Housing - Trees Projecl 542,542 1.460 24.687 300 500 13,173 319.205 250 5,000 2,000 5,100 2,499 417 500 6.359 109,923 46,612 15,000 19,776 160,617 28,260 15.280 10,900 22,224 91,103 6,715 2,000 638.208 2,469 24,924 841,587 TOTAL RESTRICTED 1814,888 1,345,986 TOTAL CHARITABLE ACTIVITIES 3 348,113 2 362.148 2025 2024 A3 Incorne: Other Trading Activities Non Primary Purpose Trading Sponsorship 5,600 Consultancy Services Consultancy Parish Council Internal Audit Payroll service 1,750 986 450 932 268 2,736 Ticket Events- Outside Meetlng Room Hire East Staffordshire - Voluntary Service Centre Newcaslle-under-Lyme- Guildhall 75 2.425 2,500 1,059 60 TOTAL 18,856 8,238 A4 Income.. Investment Income Bank and investment interest 26,388 18,774 TOTAL 26,388 18,774 B1 Expenditure: Charitable Activities 2025 2024 UNRESTRICTED Governan Trustee expenses Unreslricled Charitable activities expended Direct Management and Support Services Depreciation 13,157 287 1,360,570 87,958 12,161 210 924,805 103,675 2,318 1464983 1043169 RESTRICTED Arts Council England Centric Lab Ltd Comrllunily Foundation for Slaffordshire - Bellei Health Slaffordshiie Flalpttck Projects Forestry England Hislor¢c England Healthwalch England Honeycomb group- Glow Keele University 51 Q,903 1,460 24,687 300 2,000 13,173 500 319.205 250 5,ODD 2.000 5.100 Lloyds Bank Foundation for England and Wales National Forest Company National Lottery Community Fund - BES National Lollery Community Fund Partnership Fund National Lottery Gommunily Fund Reaching Communities via VAST National Lottery Community Fund via Yarnfield & Cold Meece Parish Council National Lollery Community Fund - via Community Together CIC National Lollery Heritage Fund National Lottery Heritage Fund via Slaffordshire ljvildlife Trust Restricted Reserve - staffordshi￿ Moorlands - Employability Severn Trent Water St8ffordshire County Council - Capacity Building Framework Slafford5hire County Council - Capacity Building Framework.. Buddies Call-off Slafford5hire County Council - Capacity Building Framework., Community Engagement Call-off Slaffordshire County Council - Capacity Building Framework.. Local Resilience Forum Call-off Slaffordshire County Council Capacity Building Framework: Training cal1.off Slaffordshire County Council - Community Fund staffordshire County council - Community Learning Responsiveness Fund Slaffordshire County Council - Healthwalch Slaffordshire Slafft)rdshire County Council Festival of Brilliant Slaffordshire County Council Multiply Staffordshire County Council - Nature Connections Staffordshire County Council - Older Peoples Strategy Slaffordshire County Council - Sludenl social work placement Slaffordshire Moorlands District Council - Climate Action Fund Slafft>rdshire Moorlands District Council - Creative People and Places IOUTSIDE) staffordshire Moortands District Council Moorlands Volunteering S12ffordshire Moorlands District Council - Move More Moodands Slaffordshire Moorlands Dislllct Council - AGlive Travel Moodands UK Shared Prosperity Fund via Lichfield District Council UK Shared Piosperity Fund via Newcastle Borough Council UK Shared Prosperity Fund via Staffordshire Moorlands Distrtct Council UK Shared Prosperity Fund via Tamworth Borough Council Your Housing Tree5 Project 2,499 417 500 6,359 109,923 46,612 10,900 15,000 22,224 91,103 1.954 6,715 253,675 34,885 19,776 160,617 28.260 15,280 2,469 24,924 220.923 48,166 11,000 3,000 33,490 20,326 610 221 203,691 31,000 16,301 33,680 5,179 181,989 2,800 6,970 840 31,596 24,030 21,500 7,671 10.000 33,333 35,811 68.804 99,225 14,342 23,850 17,545 28,625 28,276 62,962 2,000 1,722.486 1,345,940 TOTAL CHARITABLE ACTIVITIES 3 187469 2 389 108 B2 Expenditure Analysed by AimslObjectlveslA¢tivitles Dlrect Costs 92,189 Support Costs 18,231 1.1 Volunteering 1.2 Capacity Building & 1.3 Partnerships & Collaborations.. Member Intelligence & Forums" 1.3.4 Partnèrships & Collaborslions.. Engagement & Resèarch 1.3.5 Partnerships & Collaborations." Social Prescribing 1.3.6 Partnerships & Collaborations.. Heallhwalch Slaffordshire 1.3.7 Partnerships & Collaborations: Climate Action Partnerships 1.3.8 Partnerships & Collaborations-. Arts, Culture & Heritage Partnerships 1.4 Leadership & Advocacy & Aim 2". Evidence Informed Opportunities & Aim 3.. Local Inlr8slruclure Collaborations" 4.. Operational Excellence (Policy, Planning. Finance, HR. Facilities, IT, M&C. Performance, QLJality & Impacll 845,314 41,338 905,948 171,120 66,438 590.379 179,491 22,240 116,643 33,300 8,900 14,040 17,984) 9.745 87.958 490,549 2,704.742 Some activity is delivered in a fully integrated way and cannot be meaningfully financially disaggregated B3 Expenditure: Raising Funds 2025 2024 Endowment Fee charge Fundraising Development 1.955 5,867 7,822 1,942 76,286 Total grants by Funder Payments by grant Recipient C. Grant payments . 2024-2025 RESTRICTED staffordshire Moorlands Dlstrlct Council - Community Climate Change and Nature Actlon Fund Bagnall Norton Cricket Club Biddulph Youth and Community Zone 8radnop Village Hall Caverswall Village Hall Creative Cheadle Dane Valley Climate Action Group Grindon Old School New Management Committee Kingslèy Holl Centre Leek Town Centre Youth Project l@211 Manifold Community Action for Nature Moorlands Climate Aetion Swainsley Fishing Club The Kenelm Youth Trust While Peak Farmers Social Connective CIC - original grant for £4801£385 claimed) 7,729.95 600.00 600.00 500.00 600.00 500.00 600.00 500.00 500.00 600.00 600.00 600.00 600.00 424.95 600.00 -95.00 staffordshlre Moorlands Distrlct Council UK Shared Prosperlty Community Energy Fund Alton Village Hall Bagn811 Norton Cricket Club Cheadle Cricket Club Cheadle Town Council 14,450.14 1,992.00 1,800.00 5,047.85 5,610,29 Arts Council England - Creative Community Commisslons: Groups Alslonelield Village Hall Committee Borderland Voices Caverswall Community Society Cheadle Arts Foxlowe Arts Centre (s) Greenwood Growth CIC Honeycomb Group Ltd IGLO Kingsley Holl Centre Leek Town Centre Youth Project i@211 Stockton Brook Time & Space CIC Tean Youth Club 5,769.80 400.00 500.00 500.00 500.00 1,000.00 500.00 500.00 409.80 600.00 460.00 500.00 Arts Council England - Creative Community Commissions: Individuals Cal McGill Calhey Yardley Chris Thornpson Dr E Dawson Varughese 2,000.00 500.00 500.00 500.00 500.OD staffordshire Moorland5 District Councll - Creative Community Commlsslons: Groups Biddulph Methodist Church Biddulph Moor Community Association Biddulph Youth and Community Zone Bolton Gale Farm Borderland Voices Brown Edge Parish Council Cheadle Arts 19,278.00 985.00 500.00 1,000.00 1.000.00 995.00 500.00 1,000.00 Cheadle Organisalions GroLJP Cheddleton Flint Mill Creative Cheadle Draycoll Parish Council Equal Base Flash Village Hall Greenwood Growth CIC Leek Open Studios Leek Town Council Is) Many Strands Moortands Climate Adion Slocklon Brook Waterworks The Happy Makers The Public Catalogue Foundation (Arl UK) The Rudyard Lake Trust Vol - Karen Hare clo Leek Yaffl Bombers Waterhouse8 Youth Project Woolly Wednesdays (Biddulph Yambams) 600.00 500.00 500.00 goo.DO 250.00 1.000.00 1,000.00 900.00 500 00 250.00 1,054 00 600.00 1,000.00 2.000.00 500.00 25.00 1,000.00 719.00 staffordshire Moorlands District Council - Creative Community Commlssions: Individuals Ale Bravo Amy Ford Bev Reardon Kate Dawes Louie Young Ruby Nixon Teresa Pallison 6,700.00 1,000.00 1,000.00 1,000.00 795.00 1,000.00 905.00 1,000,00 National Lottery Community Fund ~ Totally Stoked Small Grant Life Stream Church CIO 360.00 360.00 National Lottery Community Fund - Southeast staffordshire Healthy Communities Engagement Fund Action Deafness Belgrave Community Allotment & Garden Beller Way Recovery BLJrlon Unlty Community Leaming Centre Harvey Girls Liberty Lichfield Re-cycle Move Mojo CIC New Urban Era CIC Revive Slaffordshire Tamworth Wellbeing & Cancer Support Centre ttwcscc) Trent & Dove Housing Icl Your Emotional Support Service {YESS) Return of unused grant money Southeast Slaffordshire Healthy Communities Engagement Funding - Charity Number 1167511 24,215.00 2.000.00 660.00 1,670,00 2,000 00 1,100.00 2,000.00 1,850.00 2,000.00 2,000.00 2,000.00 1,935.00 2,000.DO 2,000.00 2,000.00 -1,000.00 National Lottery Community Fund - Southeast staffordshire Healthy Communities Needs Analysls Burton Unity 7.000.00 7,000.00 Tamworth Borough Council - UK Shared Prosperity Fund 1st Mercian Scout Group Belgrave Comrnunity Allotment & Garden Changes Tamworth Choices Dosthill Boys Club 69,580.00 2,333.00 1,562.00 5,000.00 3,560.00 5,000.00 Friends of Warwickshire Moor Fun Club Hub CIO Park Farm Soci81 Group Read Easy Birmingham North, Tamworth & Lichfield RighQSpeak CIC Shoebox Theatre CIO St Andrews Church Kelllebrook Sl Francis, Church Leyfields Sl Peter's Community Church and Centre Staffordshire Care Farming Development cic Tamworth & Lichfield Sea Cade15 Tamworth DislriGI Scout Council Tamworth Rugby Union Football Club Tamworth Samaritans Tamworlh Street Angels Tamworth Youth Club The Hygiene Bank The Manna House Charity 1,000.00 4,749.00 1.262.00 1,077.00 2,880.00 1,566.50 1,200.00 4,000.00 3,000.00 4,418.00 2,600.00 5,000.00 1.000.00 5.000.00 1,199.00 4,899.17 2,274,33 5,000.00 Cadent Centres for Warmth Grants Biddulph Youth and Community Zone Friends of Heath Hayes Library Friends of Perton Library Kingsley Holt Centre Stone Community Hub ISI West Chadsmoor Family Centre Is) 15,000.00 2,500.00 2,500_00 2,500.00 2,500.00 2,500.00 2,600.00 Healthwatch Engagement Fund Burton Caribbean Association dDeaflinks Slaffordshire The Over 55's Tuesday Mixer Club 1,820.00 400.00 720.00 700.00 173,903 173,903 Total grants by Funder Payments by grant Recipient C. Grant payments . Last year 2023-2024 RESTRICTED Healthwatch Staffordshire Engagement Fund Tamworth Wellbeing & Can￿r Support Centre ITWCSCC) 200.00 200.00 Natlonal Lottery Community Fund - Partnerships Fund: Health Equity Grants Burton and District Mind Compassionate Communllies UK Dilema Everyone Active Inter Theatre CIC People Express Street Whyze Project CIC 5,160.00 1,999,oa 2,000.00 1.211.00 1,950.00 2,000.00 2.000.00 2.000.00 National Lottery Community Fund vla VAST: Totally Stoked Grants Approach Dementia Support Biddulph Methodist Church Biddulph Youth and CommLJNity Zone Chell Ares Family Action Group dDe8flinks Slaffordshire Kidsgrove Care Solutions Moorlands Brunch Bunch Reaching CIC Talke Clinic PPG Ten Count Boxing Gym CIO The Dove servi￿ (sl Vibe 2 Thrive CIC Retum of unspent grant money from East Slaffordshire Surrounds Diaheles UK Patient Network 6,496.00 500.00 500.00 500.00 498.00 500.00 498.OD 500.00 500.00 500.00 500.00 1.000 00 500.00 ~8,000.00 National Lottery Heritagg Fund via Staffordshlre Wlldlife Trust .' Community Grants 1 sl Stramshall Scout Group Alrewas Parish Council Brizlincole Parish Council 1¢) Burlon Leander Rowing Club Derby and Burton Hospitals Charity Fish 2013 Friends of Howard School Inspiring Healthy Lifestyles Lichfield District Scout Council Manor Park Sailing Club Rugeley Power Slalion Angling Club Sinai Park House Trust Staffordshire Caie Farming Development CEC The GloP)e Group CIC Trent & Dove Housing (cl Tynsel Parkes CE Primary School Walking lor Health Wellb&ing Winshill Parish Council 45,744.17 1,849.75 2,456.19 4,113.08 2,500.00 4,999.48 536.25 536.25 3.000.00 585 00 5,536.25 4,648.67 536.25 5,000.00 3,254.65 1,742.43 536.25 477.92 3,435.75 staffordshire Moorlands District Council - Aris Grants Bolton Gate Arts CIC Christ Church Biddulph Moor Greenwood Growth CIC Leek Allolmenl Holders & Gardeners Association Moorlands Climate Action 7,222.00 500.00 500.00 500.00 500.00 1.000.00 Oakamoor Village Group Quarnford Memorial Hall Waterhou5es Allotment Association Werrington Community Library & Wellbeing Cèntre 1,039.00 500.00 360.00 417.00 Staffordshlre Moorlands Dlstrict Council - Climate Grants Biddulph Youth and Community Zone Moorlands Climale Action Social Connective CIC stockton Brook Time & Space CIC Support staffordshire retain8d £1,500 following 8greemenl from the council that a grant could b8 awa￿ed lo the OUTSIDE arts project whffch sits under Support staffordshire 500.00 426.00 480.00 500.00 UK ShaTed Prosperity Fund (UKSPFI via Staffordshire Moorlands District Council Business Enterprise Support Ltd (BES} 9,678.00 9.678.00 UK Shared Prosperlty Fund IUKSPFI via Tamworth Borough Councll.. VCSE Grants 1 st Fazeley Scout Group 1st Glascole ISI George) Scout Group Changès Tamworlh CIO Cheer Sport Alpha Choices Dosihill Boys Club Fun Club Hub CIO Right2Speak CIC Sl Georges Church Sl Martin in the Delph Church st Peter's Community Church and Centre Tame Commullity First Responder Group Tamworth & Lichfield Sea Cadets Tamworlh Samaritans The Manna House Charity 41.783.00 1,000.00 1,DOO.00 5.000.00 2,175.00 3,OOD.00 4.000.00 1,540.97 1,280.00 3,500.00 2,500.00 2,490.00 1,243.00 3,554,03 5.000.00 4,500.00 UNRESTRICTED NHS Strategic Partnerships VAST 2,000.00 2,000.00 Primary Carg Social Prescribing Age UK Staffordshire The Beth Johnson Foundalion 47.040.00 34,017.96 47,040.00 34.017.96 199.341.13 199.341.13 D. Net Movement in Funds forthe Year The nel movement in funds for the year is stated after chaiging. 2025 2024 Audit lees 6,600 E. Staff Costs 2025 2024 S81gries and Wages Employers National Insurance contributions Employers Pension contributions Redundancy 1,982,334 1,58S,328 165,427 126,703 50,421 39,724 2.750 767 2,200.932 1,752,522 Number of employees earning £60.000 or more.. Number of employees earning £60,000 - £70,000 Total Benefits ol Key Management Personnel 282,212 259,988 The average number of employees during the year was as follows.. 84 73 The average number of full-time equivalent employees during the year was as follows.. 70 57 F. Trustee Remuneratlon and Related Party Transactions Trustee èxpenses 287 108 Trustee, Christine Thomas received payment via Christine Thomas Limited for provision of E Learning modules. These were piovided al a discounted rale and followed a pro bono donation of modules in 2020-2021 worth in excess of £14k. Alternative quotes were obtained lo ensure best value. Christine Thomas ceasèd lo be a Iruslee in February 2024 and as SLJch no figure is reported for 2024-2025. 3,915 No other Iruslee or other person related to the charity had any personal interest in any contract or transaction entered into by the charity during Ihe year No trustee received any remuneration in relation to their role as a TrusleolDireclor '.Wotes to the Balance Sheet 1a. Flxed Assets: Tangible Assets Cost or valuation Furniture and Equipment Brought Forward Additions Disposals 4,707 4.707 Depreciation Brought Forward Charge for the year Disposals 3,011 3,011 Nel Book Value 31st March 2025 1,696 Nel Book Value 31st March 2024 4,707 q b. Fixed Assets - Investments Cirican Consulting LLP Community Foundation for Staffordshire - Endowment 3,000 243,952 246.952 2. Debtors 2025 2024 Prepayments Accrued Revenue Accounts Receivable 15,080 91,584 181698 288,362 17.634 42,829 164,109 224 572 3. Creditors.. amounts falling due within one year 2025 2024 Accruals Accounts Payable Payroll Liabilities Pension Liabilities Unearned Income Other Creditors Funds held for third parties 55,010 147,593 39,223 153 503.960 22,570 44,928 50,252 28,115 611.217 22.649 29,529 786,691 789,682 4. Analysis of Net Assets between Funds 2025 Unrestricted Designated Restricted Funds Funds Funds Total Funds Asgèls Net Current Assets 246,952 614,251 246,952 756,356 47,768 94,337 Nel Assets al 31 March 2025 861,204 47.768 94,337 1,003,308 5. Restrieted Funds 2025 2024 Nature of Restriction l Designation Arts Council England cre21iv8 people and place5 31,639 Restrided tts delivery of Oulsldtr project only Reslrlded lo delivery trlcomnwssioned H$allhwatch se[V￿eS only RèslriciÈd to Communlly work in Tamworth Healthwalch Slaffordshire Tamworth Community Fund 60,763 1,935 94,337 1,935 1,935 6. Designated funds 2025 2024 9,335 40,000 6.586 Burton Voluntary Services Centre Climate Action Newcastle-under-Lyme Guilclhall Slafford Railway Building Society D& designated- VSC vafjaled Designated for inv851tnenl in Climate Action obiedlve5 Dssignated for any costs associaled with the Gulldh311 Designated lo k sp8nl In Slaffoid Dislri¢t- serv£rs 40,000 6,586 1,182 47,768 59,756 7. Restrl¢ted Fund Movements 202412025 SOFA Surplusl Deficit for the year Transfer to Unrestricted Funds Opening Balance Balance at 3110312025 Arts Council England - creative people and places Heallhwsloh Slafford5hire Tamworth Commijnity Fund 31,639 60,763 31,639 60,763 1,935 94.337 1,935 1,935 95,877 8. Related Party Transactions See note F 9. Lea5Ing Commitments Al 31st March 2025 the company had annual commitments under non.cancellable operating leases as follows,. Within One Year Between one and five years Over live years 2,281 3,992 10. Cash generated from operations 2025 2024 IDeficillJSurplus for the year 233,916 115.1941 Adjustments for.. Non cash donations in kind land and buildings Investment Igainsl I losses Investment income recognised in the slalemenl of financial acliviliÈs Depreciation and impairment of tangible fixed assets 126,3881 3,011 {18,7741 2,318 Movement in working capital,. Ilncreaselldecreasel in debtors Increaselldecreasel in creditors 163,790) 2,992 (35,5191 281,072 Cash (absorbed byllgenerated by operatlons 149,741 213,902