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← Slow - Supporting Bereaved Parents And Siblings

2025-01-31-accounts

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ADMINISTRATIVE INFORMATION

SLOW - Surviving the Loss of Your World

Charity Registration Details Registered Charity Number 1161337 Registered April 2015 Founded September 2007

Founded By Nic Whitworth and Susie Hanson

TRUSTEES 2024-25

Registered Address and correspondence: SLOW, 1 Kenilworth Avenue, London, NW6 7HL admin@slowgroup.co.uk info@slowgroup.co.uk 07532 423674

Website: slowgroup.co.uk Facebook: slowsupport Instagram: slowgroup LinkedIn: linkedin.com/company/slowsupport

PATRONS: Jason Watkins and Clara Francis

CONTENTS

1 Objectives and ethos Why SLOW’s work matters 3 Activities & Achievements 5 Get in touch Charity Development & 10 Growth Financial Review 14 19 SLOW Team Governance

14 19 21

SLOW OBJECTIVES

At SLOW, we have evolved a unique and successful model of bereavement support that is a direct response to what bereaved parents and siblings have told us they need.

SLOW cultivates a stance of ‘coming alongside’ parents, going at their own pace, within a non-pathologising culture. At SLOW we know that grief cannot be fixed, and do not strive to ‘make things better’. Instead, we support and give space to bereaved families, so they may in time harness their own resources in slowly rebuilding their lives. In this way, we believe there is hope to be found in connecting with other bereaved families, relief in sharing the pain of grief, and company in bearing the unbearable, alongside others who are living with the death of their child or sibling.

Our ethos has grown from the roots of a community, facilitated and supported by bereaved families who have experienced first-hand the devastating grief resulting from the death of a child or sibling.

A core feature of SLOW is that all our groups are facilitated by bereaved parents and siblings who have received expert facilitation training which is grounded in group dynamics and grief theories whilst also bringing their own lived experience of grief.

They receive regular, ongoing professional development and support. Many have themselves benefitted from SLOW’s support in the past.

Our Charitable Objects

1. To promote the emotional and physical well-being of bereaved parents, siblings and children suffering from grief through expert support of bereaved facilitators promoting selfhelp and mutual support.

2. To promote and support social inclusion of bereaved parents, siblings and children to fully participate in society.

3. To promote the emotional and physical well-being through the provision of education and training materials on grief and bereavement support.

4. To promote the emotional and physical well-being of other bereaved family members where this contributes to achieving objects 1-3.

4

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WHY SLOW’S WORK Cont... MATTERS

The death of a child is an unimaginably traumatic event, leaving parents with overwhelming emotional needs. Equally devastating is the grief experienced by bereaved siblings, an often overlooked and under supported form of mourning - the ‘silent grievers ’ as they are often referred to.

Although the death of a child is relatively rare, its impact is profound, frequently shattering the fabric of family life and permanently altering a family’s worldview. Such a loss can lead to depression, anxiety, substance dependency, and the breakdown of relationships within the family unit. Many members of SLOW (Surviving the Loss of Your World) face the immense challenge of navigating a world that feels unfamiliar and irreparably changed—where deep bonds, daily routines, and social connections are disrupted. In the early stages of grief, many describe an overwhelming sense of isolation and loneliness.

SLOW support groups provide a vital and positive intervention for bereaved families by:

“ To have somewhere safe to speak about how I feel and to know that I am not alone ”

" This is the first time I've felt 'not alone' in a very long time "

6

WHY SLOW’S WORK Cont... MATTERS

Supporting Healing Through Connection

At SLOW, we understand that healing for bereaved families begins with connection. When families share their grief with others who truly understand, they experience the relief of being heard, seen, and validated. This connection helps them realise they are not alone, and that their feelings—however overwhelming—are normal responses to profound loss.

Within our peer support groups, families gradually begin to explore ways of living with grief. They learn to navigate life after the death of a child or sibling, and to manage the ongoing emotional impact in a supportive and understanding environment.

A key message we share at SLOW is that healing does not mean forgetting. Instead, we support families to remember their loved ones with compassion, and to find meaningful ways to stay connected to them. We encourage members to be gentle and patient with themselves, recognising that grief is not a problem to be solved, but a journey to be supported.

Through this process, bereaved families begin to build a sustainable emotional support system—tools, insights, and resilience that continue to serve them long after they leave SLOW. They come to understand that grief is complex and deeply personal, and they gain the strength to carry it forward in their own unique way.

Creating Space for Grief

At SLOW, we make space for grief—acknowledging its weight, its complexity, and its ongoing presence in the lives of bereaved parents. Many parents tell us that simply being able to express their grief and be truly heard leaves them “ feeling lighter. ”

Through listening, sharing, and reflecting with others who understand, parents begin to find new ways of coping. These moments of connection allow for small but meaningful steps towards rebuilding their lives. Over time, these steps accumulate, helping families to move forward—not by leaving their grief behind, but by learning to live alongside it with greater resilience and hope.

“ I honestly don’t know what I would have done without Adult Sibs ”

" Here is a place I feel seen, understood, and what I want to share is heard and held in a safe space - that feels very good. "

7

ACTIVITIES & ACHIEVEMENTS '/- t LVAR .0

ACTIVITIES & ACHIEVEMENTS

227 1237 139 GROUP ATTENDANCES MEETINGS NEW REFERRALS AT GROUPS HELD

ATTENDANCES NEW REFERRALS AT GROUPS 14 5 SIBLING SUPPORT WEEKLY MEETINGS MEETINGS AVAILABLE

NEW REFERRALS

ONLINE, AND IN PERSON SUPPORT GROUPS AVAILABLE

1855 250

181

INDIVIDUAL MEMBERS SUPPORTED

HOURS OF SUPPORT

HOURS OF DAYTIME SUPPORT MEETINGS 5.4 42

EVENING MEETINGS

AVERAGE GROUP ATTENDANCE

ACTIVITIES & ACHIEVEMENTS

Support overview

Support for Bereaved Parents

At SLOW, our support for bereaved parents is both special and evidence based. The heart of our work lies in the culture and community of our regular weekly support groups — where bereaved parents find connection, company, comfort, and hope following the death of their child.

Each group follows a simple, consistent structure that provides safety through containment and continuity. Sessions begin with an introductory round, offering every parent the time and space to say their child’s name, speak about their loss, and reflect on the areas where they need support — forming the basis of that group’s shared discussion.

In 2024–25, we saw a significant increase in engagement, with 1,237 individual attendances, up from 1,124 the previous year.

Parents could choose from six groups:

Five weekly groups (four daytime, one evening)

One monthly group (in person)

Of these, two groups are held in person (North and South London), while the others run online. In October, we responded to growing demand by transitioning our monthly online evening group into a weekly session, which has been a great success.

Our blended model of in-person and online support has made SLOW more accessible than ever, offering parents meaningful choice in how and when they attend — while remaining rooted in community and care.

"I wouldn’t be able to come in person because of my health, so having an online option has really helped."

"It’s different when you’re sitting together, having a cup of tea. It feels easier to talk."

"Everybody cares about each other. A member might say, ‘Oh, well, we haven’t seen so and so… how are they?’ They’re very connected." -Facilitator

"I feel like I trust the space. There’s genuine listening and connection. I don’t feel an expectation to do or say anything—just knowing it’s OK to be open about my loss."

10

ACTIVITIES & ACHIEVEMENTS

Support group meetings

==> picture [511 x 415] intentionally omitted <==

----- Start of picture text -----
2024-2025 2023-2024 2022-2023
Number of group meetings
Unique members
0 50 100 150 200 250
----- End of picture text -----

11

ACTIVITIES & ACHIEVEMENTS

Support overview and other events

Group Support and workshops overview

Throughout the year, our groups continued to offer a compassionate and inclusive space for bereaved families, with a strong emphasis on developing coping strategies, encouraging self-care practices, and supporting parents in navigating the ongoing challenges of parenting surviving children and maintaining relationships with friends and colleagues.

As new parents joined our groups, long-standing members played a vital role in upholding SLOW’s core values and culture. Their presence helped foster an atmosphere of warmth, inclusion, and mutual support, creating a community where all bereaved parents, regardless of the circumstances surrounding their loss, felt safe and supported.

Support for bereaved siblings

Our virtual groups for bereaved adult siblings continued to run monthly for 1.5 hours, facilitated by two trained bereaved sibling facilitators. In addition, our informal sibling meetups offered a more flexible, drop-in format, running for up to three hours, where siblings could join as needed and stay for as long—or as little—as they wished.

We also ran quarterly creative workshops for bereaved siblings aged 6 to 15. These three-hour sessions, attended by 7 to 9 children, provide a safe, nurturing space to connect with peers, explore feelings through creative expression, and begin to rebuild confidence and reduce isolation. Art and creativity remain a core part of our support for children, helping them to process grief and reshape their understanding of loss in a meaningful and age-appropriate way. We have been developing an expanded service to offer support for older teens, which will be fully implemented in 2025-26.

SLOW community non Christmas suppers

In December, SLOW members came together for two non-Christmas suppers, creating supportive spaces during what is often an emotionally challenging time of year for bereaved families. Over 30 people attended the North London gathering, which brought together a mix of staff, current group participants, including both parents and siblings and individuals who had not attended a SLOW group in several years. The South London group hosted a lunchtime gathering immediately following one of their regular sessions, offering a similarly warm and inclusive environment.

These community events provide a vital opportunity for connection, understanding, and solidarity beyond the regular group setting. They are especially meaningful during the festive season, providing comfort and companionship to those who may feel isolated or unable to engage with what is typically a joyful time of year.

12

CHARITY DEVELOPMENT

& GROWTH Marketing outreach

As SLOW continues to receive referrals from a wide range of sources, it remains essential that we actively promote our services and strengthen our connections with bereavement charities and support organisations across London and beyond.

Over the past year, we have presented to, collaborated with, or marketed the SLOW service to the following organisations:

These efforts help ensure that more bereaved individuals and families are made aware of the support SLOW can offer, while also building valuable partnerships within the bereavement and wider support sector.

SLOW was approached for comment by Lewis Atkinson MP, a member of the Petitions Committee, to help inform a debate on the petition “Give parents/guardians a right to access social media accounts of their children .” The debate took place on Monday 13 January at 4:30pm in Westminster Hall, the second debating chamber of the House of Commons.

The petition calls for parents to have the right to access their child’s social media accounts in the event of their unexplained death. This issue holds particular significance for bereaved families, as access to such accounts could provide insight, support the grieving process, and help bring understanding or closure.

SLOW was credited and mentioned during the live debate, highlighting our role in representing the voices and experiences of bereaved families.

13

CHARITY DEVELOPMENT

& GROWTH

Evaluation

Throughout the year, we draw on evidence from our service evaluations previously completed with the University of Hertfordshire to support our grant applications and share our impact through social media channels. However, we recognise that there is still much more we can do with the wealth of positive feedback and research we’ve gathered to further publicise SLOW’s story and reach a wider audience.

Making better use of this powerful evidence will help strengthen our voice, raise awareness of the impact of our work, and support future funding and partnership opportunities.

Thanks to our ongoing and successful partnership with the University of Hertfordshire, we currently have two trainee Clinical Psychologists on placement with SLOW. They are contributing to a range of valuable projects, including:

Their work is helping to strengthen and inform our services, and we’re grateful for their thoughtful contributions.

We have also supported Dr Shivani Patel with her research into “Bereavement in the Hindu Community.”

CHARITY DEVELOPMENT & GROWTH

Strategy

In October, we held a strategy session with Trustees, employees, and facilitators to reflect on the past year’s achievements, challenges, and future ambitions. A key focus of the session was the need to

strengthen SLOW’s internal infrastructure to support sustainable and scalable growth, ensuring we can continue to expand our reach while maintaining the organisation’s ethos and the high-quality service delivery that defines our work.

Organisational Structure and Leadership Resilience – 2024/25 priorities

During the recent review of our organisational structure, several pinch points and challenges were identified that impact SLOW’s resilience and long-term sustainability. In particular, the Director’s role was highlighted as a lone leadership position with an extensive span of responsibilities, including the direct management of multiple staff, oversight of grants, business operations, and quality assurance. While the Chair has provided valuable support, it was recognised that the current structure places significant pressure on the Director.

As a result, a decision was made to implement immediate changes to better manage current demands, followed by the development of a longer-term structure to support sustainable organisational growth and a more balanced leadership model. This will be fully implemented in 2025-26.

15

CHARITY DEVELOPMENT

& GROWTH Strategy

It was agreed that we would also keep the following under review in 2025:

  1. Implement the CRM fully to drive growth and efficiency at SLOW.

  2. Ensure the continued inclusion of Bereaved Parent Trustees to represent members

  3. Operationalise the Quality Assurance framework.

  4. EDI – reach those we are currently not serving

  5. Quantitative data - collect more data to evidence impact

  6. Risk – Mitigating capacity issues

  7. Trustee succession planning for leadership roles

  8. Continue with existing sub groups:

  9. Clinical Sub-Group – with co-opted members Dr Marilyn Relf and Sara Portnoy, both experts in the field of bereavement Risk Register

To support the strategic development of SLOW and ensure informed decision-making, the following Trustee sub-groups will be established:

Each sub-group will explore key areas in depth and report back to the full Board of Trustees with recommendations, ahead of any formal decisions being made.

Strategic Priorities

Diversify Funding Streams : Explore and map out the steps needed to develop a corporate fundraising strategy. This includes researching how corporate partnerships work, identifying themes and causes companies typically support, and aligning potential opportunities with SLOW’s mission and ethos to find the right fit.

Expand Community Fundraising : Increase the number and variety of community-led fundraising events to boost engagement and broaden our support base.

Grow Service Provision : Explore the launch of a new group, including the development of ' moving on ' groups or workshops tailored to the needs of longer-term members.

Deliver More support groups for Children and Young People

Advance Equity, Diversity & Inclusion (EDI) : Continue progressing EDI at SLOW by exploring opportunities to better engage and support Black and Asian parents. This work directly supports SLOW’s charitable objectives by making our services more inclusive and accessible. Share Our Impact: Publish and promote SLOW’s story using findings from our research and evaluations to raise awareness, support advocacy, and strengthen our case for support. Complete CIO Transition: Upon achieving Charitable Incorporated Organisation (CIO) status, finalise the administrative and operational changeover to reflect the new structure.

16

FINANCIAL REVIEW

Overview

28% Supporter Fundraising

The charity’s income in 2024-25 was £163,282 an increase of 5% compared to 2023-24.

The majority of our income (70%) was from grants and trusts, the remainder was mostly generate through supporter fundraising (28%). Our supporter fundraising has increased by 15% to £47,360.

1% Group donations

Expenditure increased to £151,624 (up 15%), reflecting the expansion of charitable activities across multiple programmes. Of this, £9,500 was allocated to upgrading IT infrastructure, with full implementation expected in summer 2025. This investment is expected to significantly improve administrative efficiencies, streamline internal processes, and enhance data security and reporting capabilities.

1% Individual donations

We have doubled our fundraising expenditure this year to £10,500, reflecting our successful efforts in securing four charity places for the 2026 London Marathon. Additionally, we incurred costs for two sets of entry fees for the Royal Parks Half Marathon, further contributing to the increase.

We start the new financial year 2025-26, with £86.6k of funds, this includes carried forward unrestricted funds of £29.6k and £4.1k of restricted funds committed to specific activities. £53k will be ringfenced for reserves during 2025-26 up from £48k last year to reflect the increase in annual costs. The remaining funds are designated to the growth of support activities in 2025-26.

70%70%

Again, this year, as per advice from the Charity Commission, we have excluded in kind income / expenses. The accounts therefore do not reflect the considerable contribution of our many volunteers who freely donate their time.

Grants and Trusts

17

FINANCIAL REVIEW Income and expenditure

£163,282 2024-25 income

2024 - 2025 (income) 2023 - 2024 (income) 2024 - 2025 (expenditure) 2023 - 2024 (expenditure)

200000

==> picture [527 x 359] intentionally omitted <==

----- Start of picture text -----
£155,493 150000
2023-24
income
100000
50000
£151,624
2024-25
0
expenditure
£132,329132,329
2024 - 2025 (income)2023 - 2024 (income)2024 - 2025 (expenditure)2023 - 2024 (expenditure)
----- End of picture text -----

£132,329132,329 70% 2023-24 expenditure

18

FINANCIAL REVIEW Supporter fundraising

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----- Start of picture text -----
~ YN a
Py ‘
Na
70%
Grants and Trusts SLO W/
nd
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FINANCIAL REVIEW Supporter Fundraising

We entered a team of 19 runners into the Royal Parks Half Marathon in October. Our team of runners stormed past the initial target of £20,000 raising an impressive £31.700 between them. We would like to give a special thanks to Demi Chase for the number of friends and family she encouraged to run for SLOW and her support on the day made it a very special occasion.

We did it! 1106 supporters helped us to raise £31,813

Several other individual family members, friends and colleagues of SLOW members organised their own fundraising events. Thanks to Hannah and her team of teachers, Rory Norrington and others who organised fundraisers on behalf of SLOW.

FINANCIAL REVIEW Trusts and Foundations

After SLOW’s grants successes in 2023, we carried forward £18,000 of restricted and unrestricted designated funds into 2024.

The charity continued to benefit from several multiyear grants including those from Garfield Weston, the John Armitage Trust and Mrs Smith & Mount.

We were awarded two new multi-year grants from Reaching Communities (five years) and True Colours Trust (three years). We were also successful in our applications to the Wesleyan Fund and Charity Job.

Reserves Policy

The Trustees’ policy is to follow recommended practice and maintain unrestricted reserves to cover at least three months’ of operating expenditure. In 2025-26 SLOW will be dependent on approximately £230,000 income to sustain its activities therefore the reserves figure equates to £53,000. At this level, Trustees believe they would be able to continue the current activities of the charity in the event of a significant drop in funding while seeking to replace the funding or alternatively wind the charity down.

The main concerns of the Board are to ensure that the team can continue working to either secure new funding or close the charity and to support members in moving on to other services. The SLOW trustees review this policy annually and review income and expenditure at every board meeting.

21

THE SLOW TEAM April 2025

Trustees

Pippa Murray, Chair Cecilia Wan, Treasurer Tim Whitworth, Secretary Sebastian Lewis Elise Soucie Lizette Nolte Paresh Pithiya Robin Willard

Organisational Development and Capacity Building

In February, we implemented a successful organisational restructure and appointed a Charity Director to lead SLOW into its next phase of growth. The focus of this transition was to strengthen our foundations and establish the structures needed to support the charity’s continued development across all areas. Following a transparent and successful recruitment process, Nikki Peterson was appointed as SLOW’s Charity Director.

Staff Team

Nikki Peterson, Charity Director & Facilitator Sian Gill, Business Admin & Facilitator Amber Dobinson, Facilitator Lead

Facilitator Team

Nic Whitworth, Co-Founder Susie Hanson, Co-Founder Christiane Kerr Erica Stewart Hattie Deards Shushma Jain Neil Cross Gabriela Aviles Sarah Gosling

Staffing and Team Growth

As part of the restructure, we recruited additional support staff throughout the year to enhance our operational capacity:

Business Management Assistant Fundraiser (short-term contract, six months) Facilitator Lead

We also expanded our facilitation team:

Samina Iqbal joined as a new facilitator after regularly attending SLOW meetings prior to her appointment.

Christiane Kerr, a previous facilitator, rejoined the team, bringing valuable experience and continuity.

Trustee Recruitment

Support Function

CoRe Volunteers x 4 SLOWSibs Volunteers Social Media Volunteer - Isabel Astley Accountants

Patrons

Jason Watkins Clara Francis

Through the Big Alliance’s Board Match Programme, we successfully recruited two new Trustees: Seb Lewis (S&P Global)

Robin Willard (Financial Conduct Authority)

We also marked a significant transition as Kelly Carter stepped down from her role as Business and Development Manager in February 2024, after ten years of dedicated service in shaping and leading SLOW’s business operations.

22

THE SLOW TEAM

Volunteer Support:

CoRe - Born out of Macquarie Group's commitment to supporting the local community infrastructure in Islington and beyond, the programme currently sees mixed teams of Macquarie Group, Slaughter and May and Expedia Group employees utilising their skills, knowledge and expertise to transform the capability, capacity and sustainability of charities and social enterprises for a six month period.

University of Hertfordshire, third year Clinical Psychologist trainee placements:

Training and Support

To ensure high-quality delivery and a well-supported team, we invested in training and professional development across the organisation: In-house training:

Training courses and webinars attended:

Our small but mighty team of volunteers

We simply couldn’t do the work we do and create the impact we do without our dedicated volunteers who kindly give up their time freely to support our mission and aims. We’d like to give a special mention to the following:

Facilitator Support:

Ongoing clinical supervision and reflective practice sessions were held throughout the year, enabling facilitators to share learning and support one another.

University of Hertfordshire:

Dr Lizette Nolte, Shivani, and Olivia

Clinical Sub Group Co-opted members:

Dr Marilyn Relf, Chair, National Bereavement Alliance Sara Portnoy, Clinical Psychologist

CoRe volunteers: Jamie Holmes, Pratik Bhandari , Emma Nolan, Joanne Doobay The Big Alliance

23

GOVERNANCE

SLOW was founded in 2007 by Nic Whitworth and Susie Hanson, and became a registered unincorporated charity in 2015. Following agreement by the Trustees that the charity should change its legal structure, we began our application with the Charity Commission in the autumn to become a Charity Incorporated Organisation. We received confirmation of our new charitable status in April 2025.

Organisational Structure

The Trustee Board meets at least four times a year to agree the charity’s strategy and activities, and to review key areas including finance, fundraising, and risk management. All Trustees volunteer their time and receive no remuneration during the year. The dayto-day operations and management of the charity are delegated to the Charity Director, who reports regularly to the Chair of Trustees on performance and operational matters.

Recruitment / Appointment of Trustees

SLOW aims to maintain a Trustee Board with a broad range of skills and experience relevant to the charity’s activities. When recruiting new Trustees, we assess the current composition of the Board to identify any skills or diversity gaps. Trustees are recruited through a variety of methods:

“Being a trustee for SLOW is a way to honour and remember my sister, Anli who died in 2003 when she was 36, as well as all those I met in my work in the Pretoria hospice in South Africa and as bereavement researcher at University of Hertfordshire. I am so grateful for my connection with SLOW.”

All prospective Trustees are interviewed by existing Trustees and senior staff. Appointments are made at Trustee Board meetings throughout the year. All new Trustees undergo induction training and are DBS-checked before formally joining the Board.

SLOW is committed to best practice in the safeguarding of adults and young people. As such, all staff and trustees receive annual training. We have a nominated DSL and safeguarding is a standing agenda item on Trustee Board meetings.

SLOW is proud to have a deeply connected and representative Board — with 50% of our Trustees being either bereaved parents or bereaved siblings, bringing lived experience that informs and strengthens our mission.

24

GOVERNANCE

Risk Management

SLOW adopts a proactive approach to risk appraisal and mitigation as part of its ongoing development and strategic planning. The charity maintains a risk register, which is formally reviewed by the Trustee Board on a quarterly basis.

In 2024–25, the major risks identified, along with their corresponding mitigating actions are listed below.

This structured approach enables SLOW to manage challenges effectively while remaining focused on our mission to support bereaved families.

Confidentiality and Data

A temporary risk has been identified during the migration of emails and member data to SLOW’s new CRM system. While this process is being carefully managed, we recognise the critical importance of maintaining data integrity, confidentiality, and security throughout.

Implementation began in autumn 2024, and we have put in place robust oversight and controls to minimise disruption and mitigate risk, including:

This transition is a key step in strengthening our infrastructure and will ultimately enhance how we manage relationships and communications with our members.

Strengthening Organisational Resilience

To build greater resilience and shared responsibility across our finance, fundraising, and administrative functions, SLOW has agreed on several key actions for implementation:

These steps are designed to strengthen our internal infrastructure and support SLOW’s continued growth and sustainability

Trustees

With several long-standing Trustees potentially standing down within the next 12 months, the Board recognises the need to implement a trustee succession plan. To ensure continuity, good governance, and a balanced range of expertise, a skills audit will be carried out to identify gaps and inform future recruitment. This process will help ensure the Trustee Board remains diverse,

experienced, and well equipped to support SLOW’s continued growth and strategic development.

Get in touch

info@slowgroup.co.uk Tel: 07532 423 674

Insta: @slowgroup Facebook: slowsupport

LinkedIn: slowsupport

JustGiving: slowgroup

Anyone who is a bereaved parent or bereaved sibling can attend our support groups and workshops. Referrals can be made directly, or we can be contacted by a family member or health professional.

Our referrals team will contact the bereaved parent or sibling within a few days to arrange a convenient time for a phone call and to discuss how SLOW groups may be able to help.

1161337

SLOW - Surviving the Loss of Your World

Receipts and payments accounts

CC16a

For the period from 01/02/2024 To 31/01/2025

Section A Receipts and payments

A1 Receipts Unrestricted
funds
to the nearest £
35,000
-
47,361
1,664
79
1,480		 Unrestricted
funds
to the nearest £
35,000
-
47,361
1,664
79
1,480		 Restricted
funds
to the nearest £
77,698
-
-
-
-
-		 Restricted
funds
to the nearest £
77,698
-
-
-
-
-		 Endowment
funds
to the nearest £
-
-
-
-
-
-		 Endowment
funds
to the nearest £
-
-
-
-
-
-		 Total funds
to the nearest £
112,698
-
47,361
1,664
79
1,480		 Total funds
to the nearest £
112,698
-
47,361
1,664
79
1,480		 Last year
to the nearest £
93,042
-
41,322
4,732
14,204
2,193
155,493
-
-
-
155,493
Last year
62,029
41,444
3,428
3,020
1,031

874

5,619

385
1,618
79
2,234
1,235

5,201
875
603
899
1,051
459
245
-

-
132,329
-
132,329
23,164
92,084
66,461*
Grants 35,000 77,698 - 112,698 93,042
Charitable Retail Schemes - - - - -
Fundraising 47,361 - - 47,361 41,322
Individual Donations 1,664 - - 1,664 4,732
Donations from Organisations 79 - - 79 14,204
Group voluntary donations 1,480 - - 1,480 2,193
Sub total(Gross income for AR) 85,584 77,698 - 163,282 155,493
-
-		 -
-		 -
-		 -
-
A2 Asset and investment sales, (see table).
- - - - -
- - - - -
Sub total - - - - -
Total receipts
A3 Payments
85,584 77,698 - 163,282 155,493
Unrestricted
funds
25,807
15,592
1,054
3,358
357
948
8,676
1,249
10,596
1,153
899
2,730
1,000
77
-
164		 Restricted
funds
20,410
43,225
950
1,052
1,612
5,707
15
1,057
895
1,057
827
100
100
957
-
-		 Endowment
funds
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 Total funds
46,217
58,817
1,054
4,308
1,052
1,612
5,707
372
2,005
9,571
2,306
827
10,596
1,253
999
3,687
1,000
77
-
-
164
Salaries and NICs 25,807 20,410 - 46,217 62,029
Sessional workers 15,592 43,225 - 58,817 41,444
Pensions 1,054 1,054 3,428
Supervision 3,358 950 4,308 3,020
Support group workshop refreshments 1,052 - 1,052 1,031
Sibs workshop materials 1,612 - 1,612 874
Premises rental 5,707 - 5,707 5,619
Professional development, events and training 357 15 - 372 385
Home phone, broadband, and mobile 948 1,057 - 2,005 1,618
IT expenses 8,676 895 9,571 79
Marketing - website and publicity 1,249 1,057 - 2,306 2,234
Volunteer Expenses 827 - 827 1,235
Fundraising Expenses 10,596 - 10,596 5,201
Travel 1,153 100 - 1,253 875
Stationery, books, postage and equipment 899 100 - 999 603
Insurance and compliance 2,730 957 - 3,687 899
Trustee board development and expenses 1,000 - 1,000 1,051
Meeting expenses and gifts 77 - 77 459
Recruitment - - 245
Evaluation and Focus Groups - - - - -
Other 164 - 164 -
**Sub total ** 73,660 77,964 151,624 132,329
-
-		 -
-		 -
-		 -
-
A4 Asset and investment purchases, (see
table)
- - - -
- - - -
**Sub total ** - - - - -
Total payments
Net of receipts/(payments)
A5 Transfers between funds
A6 Cash funds last year end
Cash funds this year end
73,660 77,964 - 151,624 132,329
11,924 - 266 - 11,658 23,164
-
66,250 211 - 66,461 92,084
86,626 - - 86,626 66,461

Section B Statement of assets and liabilities at the end of the period

Categories
B2 Other monetary assets
B1 Cash funds		 Details
Total cash funds
Details
Balance at bank
Petty cash		 Unrestricted
funds
to nearest £
86,626
-		 Unrestricted
funds
to nearest £
86,626
-		 Restricted
funds
to nearest £
-
-
-		 Restricted
funds
to nearest £
-
-
-		 Endowment
funds
to nearest £
86,626 - -
- - -
- -
86,626 - -
OK
Unrestricted
funds
to nearest £
-
-
-
-		 OK
Restricted
funds
to nearest £
-
-
-
-		 OK
Endowment
funds
to nearest £
- - -
- - -
- - -
- - -

Fund to which Current value Details asset belongs Cost (optional) (optional) B3 Investment assets - - - - - - - - - - ~~===~~ Fund to which Current value Details asset belongs Cost (optional) (optional) B4 Assets retained for the charity’s own - - use - - - - - - - - - - - - - - - - ~~= ===~~ Fund to which Amount due When due Details liability relates (optional) (optional) B5 Liabilities Trade creditors Both 2,956 28 February 2025 PAYE Both 1,663 25 April 2025 Pension Both 233 28 February 2025 Deferred Restricted Grants Restricted 5,802 - Signed by one or two trustees on behalf of all the trustees ~~==~~ Signature ~~=5E~~ Print Name Date of approval Sebastian Lewis 27-Oct-25 ~~fff|_~~

Independent examiner's report on the accounts

Section A Independent Examiner’s Report Report to the trustees Charity Name SLOW - SUPPORTING BEREAVED PARENTS AND SIBLINGS On accounts for the year Charity no ended 31 January 2025 (if any) 1161337 Set out on pages 1-2 (remember to include the page numbers of additional sheets) I report to the trustees on my examination of the accounts of the above charity (“the Trust”) for the year ended DD / MM / YYYY 31 / 01 / 2025 . Responsibilities and As the charity's trustees, you are responsible for the preparation of the basis of report 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 all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.

Independent ~~[The charity~~ ’ ~~s gross income exceeded £250,000 and I am qualified to~~ examiner's statement ~~undertake the examination by being a qualified member of [insert name of~~ applicable listed body]]. Delete [ ] if not applicable.

I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination ~~(other than that disclosed below *)~~ which gives me cause to believe that in, any material respect:

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.

Signed: Date: 03/09/2025 ~~U / [|~~ Name: Rob Young Relevant professional qualification(s) or body ICAEW

Oct 2018

1

IER

(if any):

Address:

2A The Quadrant

Epsom

Surrey, KT17 4RH

Section B Disclosure

Only complete if the examiner needs to highlight material matters of concern (see CC32, Independent examination of charity accounts: directions and guidance for examiners).

Give here brief details of any items that the examiner wishes to disclose .

Oct 2018

2

IER