THE RIPPLE POND SUPPQFTING STRENGTHENING FUTURES for the armed forces community TRUSTEES ANNUAL REPORT AND ACCOUNTS For the Year Ending 31" March 2025 Registered Office: 66 High Street, Lewes, BN7 IXG The Ripple Pond is a Registered Charity in England and Wales (11612241 and in Scotland ISC0464021 www.theripplepond.org ## **Contents** |Chairpersons Statement|Page 3| |---|---| |CEOs Statement|Page 5| |Report by the Trustees|Page 7| |Independent Examiners Report to the Trustees|Page 28| |Statement of Financial Activities|Page 30| |Statement of Financial Position|Page 32| |Notes to the Financial Statements|Page 33| 2 ## **Chairperson’s Statement** _**Brigadier Andrew Wood**_ It is with great pride that I present this year’s Annual Report on behalf of The Ripple Pond. Since our founding in 2012, The Ripple Pond has remained unwavering in its mission to support the families and loved ones of those injured in the line of military duty. Born from the lived experiences of our founders, our charity was established with a deep and personal understanding of the unique challenges faced by those caring for injured serving personnel and veterans. From humble beginnings as a grassroots network, we have grown into a nationally recognised charity, offering connection, peer support, and a safe, understanding space where no one is left to face their journey alone. This year has been one of both consolidation and meaningful progress. Among our most significant achievements: - We delivered a targeted programme of workshops focused on strengthening resilience, enhancing wellbeing, and empowering families to navigate the often complex emotional and practical challenges they face. - We developed a suite of resources designed specifically to support parents in navigating difficult conversations with their children about a loved one’s injuries, building confidence, compassion, and clarity for the whole family unit. - We have developed a comprehensive programme of regional professional information and networking sessions to highlight our work to a wide range of 3 professionals working with serving people, veterans and their families across both the public and third sectors. - We deepened and expanded our partnerships across the Armed Forces community and the wider charitable sector, ensuring our members continue to benefit from coordinated, holistic support. Looking ahead, our vision remains resolute: to expand our reach so that every family member of an injured serving person or veteran knows where to turn for support. We are committed to continually evolving our services, forging stronger collaborations, and ensuring that the voices of Armed Forces families are not only heard, but valued and supported. None of this would be possible without the generosity of our funders, donors, and partners, whose continued support enables us to deliver truly life-changing work. To each of you, I extend my deepest gratitude. I would also like to express sincere thanks to our dedicated team of staff, volunteers, and trustees. It is their passion, expertise, and unwavering commitment that propels this charity forward every single day. Together, we stand firm in our mission: to ensure that no family walks this path alone. Brigadier Andrew Wood Chairperson The Ripple Pond 4 ## **CEO’S Statement** As we reach the end of this financial year, I feel an enormous sense of pride in what The Ripple Pond has achieved. This has been a good year, one where we’ve continued to stay true to our values, deliver on our vision, and above all, put our members at the heart of everything we do. Our progress reflects the dedication, collaboration and genuine care shown by everyone connected to The Ripple Pond. We have strengthened our services with new wellbeing workshops and resources designed to support and improve conversations across the whole family. We have supported more families and continued to create a community where people feel seen, heard and supported. Alongside our regional and national peer-support forums, our interest-based groups are growing in popularity. Our Member Engagement Group continues to ensure that lived experience shapes our work and gives Members a meaningful voice and agency within our services. We have also strengthened our professional relationships across the UK through information and networking events, and we continue to work closely with statutory services, including Op COURAGE and the wider NHS. Every success, large or small, reflects the compassion and commitment that runs through our staff, trustees, Members and supporters. Looking ahead, we are focused on building a strong and sustainable foundation for the future. This includes aligning our strategic priorities with the growing demand for our services, the wellbeing of our workforce and the need for continued digital innovation. We have been reviewing our organisational structure to ensure it meets the needs of both our staff and our Members and we are introducing a new HR system to strengthen how we work together. We are also placing greater emphasis on staff wellbeing through our Employee Assistance Programme, improved access to equipment and ensuring everyone has what they need to do their best work. 5 Our strategic development is also centred on strengthening the support we provide to our Members. Expanding our digital peer support network ensures more Members can receive timely, accessible and in some cases, life-saving interventions, particularly those who may be isolated, at risk or living in areas with limited specialist support. Our people are central to our impact and investing in them is ultimately an investment in our Members and the continued growth and resilience of the community we serve. We know that the wider funding environment is becoming more challenging. In response, we have established a new Engagement and Income Generation Group to identify funding opportunities and partnerships to help us sustain and grow our work. Our commitment to our Members does not waver and securing the resources to keep supporting them is more important than ever. What stands out to me most this year is the sense of community and shared purpose that defines The Ripple Pond. It is present in every conversation, every offer of support and every moment of connection between our Members. This community keeps driving us forward, even when times are uncertain. I want to express my heartfelt thanks to everyone who has been part of our journey this year: our incredible Members, dedicated staff, supportive trustees and the funders who believe in what we do. Your trust, commitment and generosity make all the difference. Together, we are building something truly special, a place of understanding, hope and belonging for all those caring for our Armed Forces and Veterans. Rodger Cartwright Chief Executive Officer 6 ## **Trustees' Report For the Year Ended 31 March 2025** The trustees present their report and the financial statements for the year ended 31 March 2025. For core details of the trustees, please refer to page 24 **Introduction:** Ripple Pond continues to be a trusted charity supporting those caring for physically, psychologically or emotionally injured serving people and veterans. The charity provides beneficiaries with a UK wide peer support network, connecting them with other likeminded individuals and enabling them to share their experiences and coping mechanisms, ensuring that they are truly, seen, heard and supported. It provides support with employment, one to one support and navigation and a wealth of different activities including but not limited to craft clubs, quizzes, and book clubs. **Trustee Selection Methods:** New Trustees are selected and appointed by existing Trustees in accordance with the procedures outlined in the constitution. Tr **ustee Induction:** New Trustees are briefed on their legal obligations as Trustees, the charity’s constitution, the financial situation and the current strategic plan. All Trustees can meet with the charity’s staff, either in person or virtually. **Trustee Numbers:** We require a minimum of three, with no maximum number **Meetings of Trustees:** The Constitution provides for the Board of Trustees to meet at the request of any individual Trustee or at other times they so decide. In the period covered by this report, the Board of Trustees convened on three occasions, for board meetings. **Operational Management:** Day-to-day management of the charity is led by the Chief Executive. The Chief Executive reports regularly to the Board of Trustees. **Risk Management:** The charity has a documented risk management policy. The Board of Trustees has delegated day-to-day management of risks to the Chief Executive. The policy is reviewed annually to ensure it remains relevant to the charity’s operations and compliant with any statutory requirements. A review of key risks facing the charity is conducted at each formal meeting of the Board of Trustees and more regularly as required. Risks evaluated to be extreme or high must be referred to the Board of Trustees at the earliest practicable opportunity. Details of key risks facing the charity are described later in this report. 7 **Additional Governance Issues:** Due to the nature of the issues facing many of our beneficiaries, there is a risk that providing support can take its toll on our staff and volunteers. The charity provides a supervision framework process that supports wellbeing and develops the knowledge, skills, and resilience of our workforce. ## **Our Mission:** Our mission is centred around six key aims based on the needs of our Members. The Ripple Pond believes in the principle that meaningful support for all individuals impacted on by military service can greatly improve health and social outcomes for the entire family. Our mission underpins all our strategic initiatives and continues to guide our commitment to delivering measurable, sustainable outcomes for those we serve. _Image shows the six outcomes that we hope Members will achieve as part of our mission_ ## **Geographical locations we work in:** We work across all the regions of the UK, in all four countries England, Scotland, Wales and Northern Ireland. We are also able to support those that are caring for British Forces personnel and veterans overseas. Currently we are supporting Members in Spain, Ireland, Australia, Chile, Malta, Germany and South Africa. These regions connect our Members with likeminded, local individuals and are coordinated with support from dedicated Member Volunteers, who help to strengthen local engagement and services. _Image shows the percentage of members by location_ 8 **The Workforce:** As of the end of March 2024, there were 10 staff members and the Chief Executive. The staff are supported by 20 volunteers whose contribution to the overall success of The Ripple Pond is significant. The workforce is all home-based and delivers the charities support services to our beneficiaries across the United Kingdom and overseas. **Equality, Diversity and Inclusion:** At The Ripple Pond, we remain steadfast in our commitment to equality, diversity and inclusion (ED&I) across all aspects of our work. Over the past year, we have continued to foster an environment where every individual, regardless of background, identity or experience, feels respected, valued and supported. Through targeted training, inclusive recruitment practices and ongoing community engagement, we are working to ensure our services reflect and respond to the diverse needs of the families and individuals that we support. We recognise that meaningful inclusion is a continuous journey, and we are dedicated to listening, learning and evolving as an organisation to promote fairness and belonging. In terms of our structure, two thirds of our management team identify as female, with 60% of our trustees identifying as female and 40% of our trustees identifying as male respectively. A third of our management team is made up of ethnic minorities. During the reporting period, all of our frontline team were parents working flexibly and remotely. We cater for staff with disabilities and provide support as a responsible employer. Many were partners of serving or ex-military and one member of staff was also a Member of The Ripple Pond and actively caring for her husband who has complex PTSD from his time in the military. We also have a diverse membership, which we describe in more detail in the next section. **Membership:** The Ripple Pond’s service users or beneficiaries are referred to as “Members”. The use of this title is in response to feedback received from our beneficiaries. Our Members support serving people and veterans with a range of service attributable injuries. 78% of Members are supporting people with an emotional or psychological injury and 22% of Members are supporting a loved one with both a physical and psychological injury. 9 We are tri service and have Members across all services and ranks. We accept all adults that are caring for a loved one with a service attributable injury and as such have parents, partners, siblings, adult children and chosen family as Members. Our service users have agency and voice within the charity, and they inform and coproduce our services; the title “Member” describes their empowered position within the charity. There is no financial cost to access the charity’s services. As of 31 March 2025, we had 1146 Members. Our rate of retention in March 2025 was 99.91%. **Membership Changes:** The figures below highlight the changes in membership over the reporting period. - 131 new Members joined the service, a 13% increase on the previous year. - Only 9 Members left, representing less than 1% of the total membership. - Those who left mainly did so because of changes in their personal circumstances such as a relationship breakdown, not because they were unhappy with the service. This very low number of people leaving shows the trust our members place in us and the important part we play in keeping vulnerable families safe, supported and connected. ## **Main Activities Undertaken** Throughout the reporting period, as part of our core offering to families, we produced several different activities across the UK and overseas. These included virtual Member meet ups, book club meetings, quizzes and craft sessions. **Evolving Services and Co-production:** Our programme of online activities has continued to flourish, helping Members build community connections and mutual understanding. These activities are co-produced with Members and include arts and crafts, creative writing, meditation, book clubs and quizzes. The Ripple Pond’s services are constantly shaped by Member feedback and collaboration. We have a Member forum which meets regularly to help co-produce resources. We provide regular opportunities for Members to meet with the wider team 10 and continue to work alongside our community to develop opportunities for accessible, time-sensitive support tailored to Members. **Support Provided to our Members:** All Members begin their journey with us through an onboarding process, including triaging, needs analysis, and initial support and monitoring. From there, Members access five main channels of support. These are outlined below. **Peer-support forums and regular meetings:** We have safe, facilitated online spaces across 15 regions of the UK for sharing experiences, coping mechanisms and mutual encouragement. Additionally, we also hold regular facilitated online meetings to encourage the above and help to reduce the loneliness and isolation experienced by the community. **One-to-one specialist support:** Our Contact Buddy and Mentor roles continue to provide short- term, non-clinical emotional support and practical guidance for Members navigating difficult periods in their lives. Contact Buddies offer emotional support during times of crisis. Mentors provide both emotional and practical guidance, helping Members address housing issues, access specialist services, and connect with local networks. **Information and event services:** All of our information and events are delivered virtually with catch-up options to ensure accessibility. We run online talks and events in partnership with Members and external collaborators, addressing topics such as mental health, treatment pathways, and self-care. Most talks are recorded and made available through our catch-up service, ensuring accessibility for all. **Specialist support from the Member Support Advocate Team:** We support our Members on a range of complex issues and needs. The Member Support Advocate Team is available during office hours to assist Members with their questions, concerns, and enquiries. This support extends not only to the Members themselves but also to any concerns they may have about the welfare or well-being of others within the community. When necessary, the team can swiftly connect with clinicians and specialists from our extensive network of collaborative partners, including the NHS, Defence Medical Services, and Service Welfare Teams, ensuring Members receive the expert guidance and support they need. **Employment Pathway:** We continue to work with funders to provide employment related support throughout the reporting period. 11 Through this informal working relationship, we aim to empower military carers to overcome barriers and access meaningful employment. We provide tailored support to Members navigating the challenges of balancing caring responsibilities with career aspirations. We offer guidance on job applications, CV writing, interview preparation, and identifying opportunities suited to individual skills and circumstances. By addressing challenges such as gaps in employment history, confidence building, and the complexities of the benefits system, we help carers achieve sustainable employment, regain independence, and improve their overall well-being. **Member Driven Focus:** Throughout this year, we have listened to our Members’ needs and adapted our services accordingly. Members have highlighted the importance of: - Gaining knowledge about their loved one’s health conditions and treatments. - Developing skills to improve family wellbeing and life outcomes. - Prioritising self-care and resilience building. The Ripple Pond remains committed to supporting those caring for loved ones injured in service. By evolving our services and fostering collaboration, we strive to ensure that no military carer feels isolated or unsupported. **Growing Focus on High-Risk Members:** Over the course of the reporting period, we have seen an increase in high-risk Members. During the year, 49 members were identified as at immediate or growing risk of serious harm. All our Members come to us because they are already facing distress, instability and challenge. By the time they arrive at The Ripple Pond, many are in very difficult situations. Their mental health, emotional well-being and welfare are often already badly affected. In this broader context of vulnerability, these 49 high-risk cases marked a point at which the risk became critical. Urgent and sometimes life-saving help was needed. Many of these 49 members were dealing with several high-risk problems at the same time, which made them more vulnerable and raised the chance of serious harm. Our trained staff worked quickly and with others in statutory and specialist roles to prevent harm and, in some cases, almost certainly saved lives. High-risk concerns included: - Suicidal ideation within the family: 8 12 - Safeguarding concerns involving children: 9 - Domestic Violence within the home: 20 - Critical deterioration in mental health and wellbeing: 18 - Severe financial crisis or risk of homelessness: 4 - Very high-risk levels of addiction within the family: 8 - Bereavement: 3 These numbers reveal just how deep the crisis went for our members. Many faced more than one of these problems at once, which led to situations that were unsafe, unpredictable and emotionally overwhelming. In these moments, our staff acted quickly to make sure Members and their families were safe, protected and able to get urgent support from specialists. Without this help, the outcome could have been tragic. Our annual survey also highlighted vulnerabilities within our membership, with 82% stating that they struggle with anxiety and 45% stating that they have depression. A third reporting struggling with adverse emotions and 9% told us that they experience suicidal ideation. _Infographic shows the percentage of Members who self-identified as experiencing the above._ Our Members are reporting alcohol addiction at nearly nine times the national rate of diagnosed dependency when compared to national figures by NHS Digital (2022). Our Member group is showing rates five times higher than the national average for problematic or dependent illegal drug use when compared to figures by the ONS and Public Health England (2022). According to the Gambling Commission (2023), approximately 0.3% to 0.5% of UK adults are classified as problem gamblers, with a further 1.2% at moderate risk. Our Members are reporting rates at least 18–30 times higher than the general adult population. While 4% of Members told us that they are experiencing domestic abuse, we estimate from qualitative feedback that this figure is substantially higher. 13 **Supporting Our Volunteers:** Volunteers remain vital to the delivery of our services. They receive regular one-to-one support, practice development sessions, and training to ensure high standards and team wellbeing. **Grant Making:** The Constitution of the charity does not provide for grant-making activities and grants can therefore not be made. **Contribution by Volunteers:** Volunteers are essential to the delivery of The Ripple Pond’s services. Every beneficiary is, in essence, a volunteer because by joining The Ripple Pond, they undertake to provide support to others as and when they can. As previously stated, the charity also has specifically trained volunteers who are our Contact Buddies and Mentors. These volunteers are drawn from our Members or have lived or professional experience that helps them to understand and empathise with service users. The journey from beneficiary to volunteer also creates a development pathway that supports them to develop their confidence, skills and knowledge. Our volunteers all receive specialist training in a range of areas including listening skills, safeguarding, and GDPR. **Main Achievements:** The Ripple Pond continues to deliver positive outcomes for its Members by reducing isolation and helping them build resilience and a sense of empowerment. Each Member’s journey is unique, but common milestones often include: - Developing self-belief and confidence in their ability to manage stress. - Realising they are not alone and that others share similar experiences. - Seeking support, asking for help, and building a strong, supportive network. - Rediscovering purpose and looking towards the future with hope. - Cultivating flexibility, adaptability, and problem-solving skills. - Prioritising their own physical and mental health alongside caring for their loved ones. **Service Impact:** Our members regularly tell us that we have a huge impact on their lives. The image below highlights feedback from our most recent annual survey, undertaken in March 2025. 14 Some of our Members chose to share their stories to raise awareness of our work and give back. B’s story on the following page is an example of how we safeguarded one of our members and how they have found the support provided by The Ripple Pond. There are also two more recent case studies, which can be found on pages 19 and 20 of this document. 15 RIPPLE POND for the armed forces communlty B'S STORY (name anonymised) Responding to Risk with Compassion: Safeguarding in Action In December 2023."B' contacted The Ripple Pond through a self-referr31. having been signposted by Op Courage. At the time, She was facing rnultiple challenge5- managing a physical disability, the complex demands of c3ring for four children with additional needs, and the emotional toll of suppose little mc>ments began tts fc>rn) a pattern. NOW, I have 3 CC>mn)uniiy ol people Who 9et ii. We're all going through differentlhing5, bui there'5 this shared understanding that'5 incredibly powerful. I know I have people I can 13lk to, peer suppori ihat's there when I need it. and a space where I feel safetoshare what's really going on. Eventually, we realisecl thiswasn'tjust the culture he'cl bèen Pari of, Itw3Strauma What staited as fleeiing behaviour5 became more intense and harder to Ignore. On one memorable da￿, I looked at him and didnt recognisethe person in froni of me. There have been timeswhen I've reachecl crisis Oint and The Ripple Pond has èlways been ihere. The tearn regularlycheck in, and I know I can turn to Ihen) for practical advice, emotional supporL and a wayto steady myselfwhen everything feels overwhelming. Life becarne confusing One momenr hewascalrn and gentle. the next, I was faced wilh anger or cornplete withdrawal. Neither of u5 knew what to do or howto handle it I started tofeel isolated. anxious ncl alone in my own home. They've giwen me tools ic> make sense of things and helped mefind a wayforward, even when I couldn't see one. Through The Ripple Pond.1've found people I've never mei in person. but who understand me better than anyone. It feli like the door to histrauma had bpen opened and Suddenly ever￿￿1Th9 poured out Whèt had been hidn fc>r what had been happening. but on the other.we didn't knowwhat the r03d ahe3d would look like. Rlppl•Pondur• th•onlyp•opl• who been tI￿e imMedi¢7t￿Y to stop me from free Illng. Thelrsupport Is Invaluuble. Whenyou feel there's no woy out, The Ripple Pondg¢we ffle the he b￿an to get treatment. Ihe full scale of his mental health Injury became clear. Lifefelt out of control and I wa5n'i equipped io handle it. Itwasn't until I wa5 referred toThe Ripple Poncl thai things started tochange. Thanks io The Ftipple Pond, I'm notjust SuNiving- I'rn grnversation With The Ripple Pond n)ade all the difference, I was heard, sorneone truly saw rne in my sltuation. From there, I b8gan to understand more aboutwhat PTSD really meant- notiust for him. but lor me too I started to feel le%% alone. WITH GRATEFUL THANKS lo 01 Ir furiijoro e•• 20 RIPPLE POND for the armed forces communlty JOHN AND JANET'S STORY Seen | Heard | Supported We knewour son was In trouble whilgt he was in thÈArmy. and tried to get Army welfare involved. We were told that they could only help If our son approached them directly, otherwise theyweren able to do anything. The problem with th3t 15 that our son would never have reached out for help, becausè he didn't see that Ihere w3$3nything wrong with him. He'5 beeD sectioned several tirnes now and. despite him sometime5 saying that he's glad he was sectioned. he Still doesnt see that there's an￿hIng wrong. It can be hard for other people to understand that the issues c3n feel $0 aifferent for parents- even though he Isn't living with u5day to day, our son will alway5 be our child. Although we have a good relationship with him. and we see him regularly, the worry doesn't ever dI￿ppear It ha5 been $0 helpful to see Trther members. Stories, and to be able to take a little bit away from each one. We mainly use the parent5, WhatsApp group. because we don't use FacebooK but we don't often tend to get actively involved with the chats. As parents, we feel that ourfocu5 15 more on 50rting out oui son and hi5 issue5", but we do discusswhat we've seen between ourselves, and we'll always reach out and offer support to anyone who is struggling. We had to watch him deteriorate, and see his relatlOn5hip fall apart. and we weren't able to find any informatiori or get any help. We felt completely powerless as parents, and that had a big impact on both of us. both emotionally and on our Up until joining TRP, we had felt isolated and alone. Finding an outlet where we feel listened to and heard has beer) a ￿VioUr. We called RBL to see if they could offer us support, and they si9nposted us toThe Ripple Pond That initial call with the team was the first time we had felt listened to. 3nd we've felt supported ever since. All of a 5uddeD. we didn't feel like we were the only parent5 in our 51tuation, it wasn'tjust U5 up against the world. Realising that we werent alone helped to shift the focus with our son too. and everything became different WITH GRATEFUL THANKS To oijr funder£ VETERANS FOUNLIITION 21 ## **Financial Review** **Financial Position:** The Trustees confirm that the financial position as set out in the accounts provided below (and which have been reviewed by an Independent Examiner) is accurate. **Policy Reserves:** The Trustees have determined that the development and maintenance of financial reserves are not yet appropriate, especially given that a significant proportion of the charity’s funding is ‘restricted’. This policy is reviewed on an annual basis. However, the charity has sufficient unrestricted funds at its disposal to support continued operations for around four to six months, and the Trustees consider this to be a satisfactory buffer against any short-term shortfalls in securing further funding. **CIO as a Going Concern:** The Trustees have concluded, based on forecasts, that the charity has adequate resources to continue to meet its objectives and deliver its activities for the public benefit for the foreseeable future. Accordingly, in preparing the annual report and financial statements, the Trustees consider that the charity remains a going concern. **Investment Policy:** The charity has not, to date, had funds sufficiently in excess of those needed to meet normal running costs to consider making material financial investments. If the situation in future provides such opportunities, the Trustees would first consider its investment policy and any objectives it would set. **Sources of Funding:** The principal source of funding has been through grants from trusts and foundations, with donations from individuals forming the majority of the balance of income received. The Ripple Pond wishes to acknowledge the financial contribution of our funders during the reporting period, without which it is difficult to envisage how the charity could operate effectively. The charity would like to draw particular attention to the following donations, trusts and foundations: - Armed Forces Covenant Fund Trust - Lloyds Patriotic Fund - Camden & Islington NHS Foundation Trust - Lincolnshire Partnership NHS Trust - Veterans Foundation 22 **Looking Ahead:** In the year to come, The Ripple Pond Board approved a new strategy for the period 2025 to 2028, with the overall aim to ensure that we continue to provide vital peer support to military carers while expanding our reach and impact. This is with the aim to to expand our Membership to 2,000 by March 2028 by: - Increasing our visibility and national recognition to reach more military carers. - Strengthening our capacity and workforce development to meet growing demand. - Diversifying revenue streams to ensure long-term sustainability. To achieve this, we will enhance our operational infrastructure, invest further in our workforce, and improve digital systems, ensuring high-quality, accessible support for every carer. ## **Declarations** The Trustees of The Ripple Pond declare that they have approved the Trustees’ Report above. ## **Signed on behalf of The Ripple Pond’s Trustees:** To be signed ## **Name:** Brigadier Andrew Wood **Position:** Chair of the Board of Trustees **Date:** 19 December 2025 23 ## **Objectives and Activities Aims and Objectives** ## **The CIO’s Objects: Relevant extract from the charity’s constitution** “The objects of the charity are to relieve the needs, suffering and distress of the families, partners, relatives and other dependants of members and former members of the British Armed Forces (“beneficiaries”) by: - Enabling beneficiaries to meet each other to provide reassurance and comfort to one another. - Providing an opportunity for beneficiaries to share coping strategies. - Encouraging self-motivation among beneficiaries for recovery from secondary trauma. Beneficiaries must be at least 18 years of age.” In overseeing the operations of the charity, the Trustees continue to have regard to the Charity Commission’s Guidance on public benefit. Often the families and friends of physically and psychologically injured serving people and veterans are unseen but play a vital role in caring for their loved ones that have given so much for our country. The Ripple Pond continues to be the only UK based charity to solely support those caring for physically, psychologically or emotionally injured serving people and veterans. The charity provides beneficiaries with a UK wide peer support network, connecting them with other likeminded individuals and enabling them to share their experiences and coping mechanisms, ensuring that they are truly, seen, heard and supported. It provides support with employment, one to one support and navigation and a wealth of different activities including but not limited to craft clubs, quizzes, and book clubs. Examples of the public benefit delivered are outlined in the section on main achievements. ## **Public Benefit** Examples of the public benefit delivered are outlined in the section on main achievements. The trustees confirm that they have complied with the requirements of Section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s guidance on public benefit. 24 ## **Reference and Administrative Details** ## **Trustees** Mr Jonathan Werrett Ms Jacqueline Watts Mr David Arnold Ms Sarah Cook Ms Kathleen Parker Ms Jessica Cheesman Ms Rachel Mason Mr Simon Broomfield Mr Andrew Wood Ms Gemma Begley ## **Charity Number** 116124 ## **Principal Address** Ground Floor 66 High Street Lewes BN7 1XG ## **Independent Examiner** Caroline Clarke ACA 25 Clarke + Wells Ground Floor Ground Floor 66 High Street Lewes BN7 1XG 26 The trustees' report was approved by the board of trustees and signed on its behalf by: ## **Name:** Brigadier Andrew Wood **Position:** Chair of the Board of Trustees **Date:** 19 December 2025 27 ## **Independent Examiner's Report to the Trustees of The Ripple Pond For The Year Ended 31 March 2025** I report to the trustees on my examination of the accounts of The Ripple Pond (the Trust) for the year ended 31 March 2025. ## **Responsibilities and Basis of Report** As the charity trustees of the Trust, you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (“the Act”). I report in respect of my examination of the Trust’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination, I have followed the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act. ## **Independent Examiner’s Statement** I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect: accounting records were not kept in respect of the Charity as required by section 44(1)(a) of the 2005 Act and Regulation 4 of the Charities Accounts (Scotland) Regulations 2006 (as amended) and section 130 of the 2011 Act; or the accounts do not accord with those records; or the accounts do not comply with the accounting requirements of Regulation 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended) and do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a 'true and fair view' which is not a matter considered as part of an independent examination. I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. 28 21/12/25 ## Caroline Clarke ACA Clarke + Wells Ground Floor Ground Floor 66 High Street Lewes BN7 1XG 29 ## **Statement of Financial Activities** ## **For The Year Ended 31 March 2025** |**Notes**
**INCOME AND ENDOWMENTS FROM:**
Donations and legacies
**3**
Charitable activities:
Supporting relatives of the wounded
Investments
**4**
**EXPENDITURE ON:**
Raising funds
**6**
Charitable activities:
**6**
Supporting relatives of the wounded
**NET INCOME/(EXPENDITURE)**
**NET MOVEMENT IN FUNDS**
**RECONCILIATION OF FUNDS:**
Total funds brought forward
**TOTAL FUNDS CARRIED FORWARD**
**16**|**Unrestricted**
**funds**
**£**
189,250
-
576|**Restricted**
**funds**
**£**
176,085
-
-|**2025**
**Total**
**funds**
**£**
365,335
-
576|**2024**
**Total**
**funds**
**£**
164,954
48,740
515| |---|---|---|---|---| ||189,826|176,085|365,911|214,209| ||(1,281)
(94,096)|-
(176,085)|(1,281)
(270,181)|(4,225)
(250,680)| ||(95,377)|(176,085)|(271,462)|(254,905)| ||94,449|-|94,449|(40,696)| ||94,449
140,486|-
-|94,449
140,486|(40,696)
181,182| ||234,935|-|234,935|140,486| The notes on pages 32 to 39 form part of these financial statements. 30 ## **Comparative Statement of Financial Activities For The Year Ended 31 March 2025** |**Notes**
**INCOME AND ENDOWMENTS FROM:**
Donations and legacies
**3**
Charitable activities:
Supporting relatives of the wounded
Investments
**4**
**EXPENDITURE ON:**
Raising funds
**6**
Charitable activities:
**6**
Supporting relatives of the wounded
**NET EXPENDITURE**
Transfers between funds
**16**
**NET MOVEMENT IN FUNDS**
**RECONCILIATION OF FUNDS:**
Total funds brought forward
**TOTAL FUNDS CARRIED FORWARD**
**16**|**Unrestricted**
**funds**
**£**
1,860
48,740
515|**Restricted**
**funds**
**£**
163,094
-
-|**2024**
**Total**
**funds**
**£**
164,954
48,740
515| |---|---|---|---| ||51,115|163,094|214,209| ||(4,225)
(87,586)|-
(163,094)|(4,225)
(250,680)| ||(91,811)|(163,094)|(254,905)| ||(40,696)
112,425|-
(112,425)|(40,696)
-| ||71,729
68,757|(112,425)
112,425|(40,696)
181,182| ||140,486|-|140,486| The notes on pages 32 to 39 form part of these financial statements. 31 ## **Statement of Financial Position as at 31 March 2025** |**Notes**
**FIXED ASSETS**
Tangible Assets
**12**
**CURRENT ASSETS**
Debtors
**13**
Cash at bank and in hand
**Creditors: Amounts Falling Due Within One Year**
**14**
**NET CURRENT ASSETS (LIABILITIES)**
**TOTAL ASSETS LESS CURRENT LIABILITIES**
**NET ASSETS**
**FUNDS OF THE CHARITY**
Unrestricted Funds
**TOTAL FUNDS**
**16**|**Unrestricted**
**funds**
**Restricted**
**funds**
**£**
**£**
2,414
-|**2025**
**2024**
**Total**
**funds**
**Total**
**funds**
**£**
**£**
2,414
-| |---|---|---| ||2,414
-
56,605
-
181,610
-|2,414
-
56,605
-
181,610
149,273| ||238,215
-
(5,694)
-|238,215
149,273
(5,694)
(8,787)| ||232,521
-|232,521
140,486| ||234,935
-|234,935
140,486| ||234,935
-|234,935
140,486| |||234,935
140,486| |||234,935
140,486| On behalf of the board ## **Name:** Brigadier Andrew Wood ## **Position:** Chair of the Board of Trustees ## **Date:** 19 December 2025 The notes on pages 32 to 39 form part of these financial statements. 32 ## **Notes to the Financial Statements For The Year Ended 31 March 2025** **1. General Information** **2. Accounting policies** ## **2.1 Basis of Preparation of Financial Statements** The financial statements have been prepared in accordance with the Charities SORP (FRS 102) "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)", Financial Reporting Standard 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" and the Charities Act 2011. The charity is a Public Benefit Entity as defined by FRS 102. ## **2.2 Incoming Resources** All incoming resources are recognised once the charity has entitlement to the resources, it is certain that the resources will be received and the monetary value of incoming resources can be measured with sufficient reliability. ## **2.3 Resources Expended** Liabilities are recognised and resources are recognised as expended as soon as there is a legal or constructive obligation committing the charity to the expenditure. All expenditure is accounted for on an accrual basis and has been classified under headings that aggregate all costs related to the category. Allocation and appointment of costs Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs may include any back office costs, finance, personnel, payroll and governance costs which support the charities programmes and activities. These costs have been allocated between cost of raising funds and expenditure on charitable activities where applicable. ## **2.4 Tangible Fixed Assets and Depreciation** Tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. Depreciation is provided at rates calculated to write off the cost of the fixed assets, less their estimated residual value, over their expected useful lives on the following bases: Computer Equipment 33% Straight Line 33 ## **2.5 Cash and Cash Equivalents** Cash and cash equivalents are basic financial assets and include cash in hand and deposits held at call with banks, other short-term highly liquid investments that mature in no more than three months from the date of acquisition and are readily convertible to a known amount of cash with insignificant risk of change in value, and bank overdrafts. ## **2.6 Taxation** The charity is exempt from tax as all its income is charitable and applied for charitable purposes. ## **3 Income From Donations and Legacies** |Donations and gifts
Grants|**Unrestricted**
**funds**
**£**
**Restricted**
**funds**
**£**
**2025**
**Total**
**funds**
**£**
2,680
-
2,680
186,570
176,085
362,655| |---|---| ||189,250
176,085
365,335| |Donations and gifts
Grants|**Unrestricted**
**funds**
**£**
1,860
-|**Restricted**
**funds**
**£**
-
163,094|**2024**
**Total**
**funds**
**£**
1,860
163,094| |---|---|---|---| ||1,860|163,094|164,954| 34 The following grants are included within the total income from donations and legacies above: ## **4. Investment Income** ## **5. Net Income/Expenditure** 35 ## **6. Analysis of Expenditure** ## **7. Direct Costs** 36 RIPPLE POND for the armed forces communlty penslons- defined contrlbutlon schemes Travel and subsistence expenses Depreciation.. tiepreriation of computer equiptnent 4,194 5,424 4,194 5,424 386 386 4,225 218,150 222,375 8. Support Costs 2025 Supporting relatives of v¥ounded ETnployee costs.. volunteer costs 1.541 3.142 staff trainin9 Premises e¥pense5'. other premlse5 Costs General 3dmini5tration'. Cornput8r software. con5umable5 and tnaint8nanCè Buslness Costs 717 21,242 1,519 Governance costs.. TfuSt•ès' Éxpensès Independent examiner's fees 120 1,140 29,421 IU24 Supporting relatlve5 of the Woilnded Employee costs= Volunteer C05t5 staff training Premises expense5'. other pretTli5es costs General adtnini5tration'. Computer and IT repairs and rnainten3nE8 Trainlng semlnars and workshops Business Costs 1,396 0,848 961 14,284 2,726 1,416 Govemance c05t5'. Tru5tees' expenses Indèpèndent èxaminèr's feés Legal f 231 1,020 3,648 32,530 37 ## **9. Independent Examiners Remuneration** ## **10. Staff Costs** No employees received employee benefits (excluding employer pension costs) for the reporting period of more than £60,000. ## **11. Average Number of Employees** Average number of employees during the year was: 10 (2024: 8) ## **12. Tangible Assets** 38 ## **13. Debtors** ## **14. Creditors: Amounts falling due within one year** ## **15. Pension Commitments** The charity operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the charity in an independently administered fund. During the year the charge to the statement of financial activities in respect of defined contribution schemes was £4,379 (2024: £4,194). At the statement of financial position date contributions of £NIL were due to the fund and are included in creditors. ## **16. Movements in Funds** 39 ## **17. Transactions with Trustees** During the year the expenses reimbursed to the trustees or paid directly to third parties were as follows: ## **18. Related Party Disclosures** Key management personnel (including directors) received compensation of £88,594 (2024: £87,523) 40