2025-03-31-accounts

Annual Report | January 2026 with financial statements for 2024/25

Contents

Contents
Chair’s Introduction	3
Chief Executive’s Introduction	4
Strategic Report – Overview	5
Strategic Report – Achievements and Performance	6
Strategic Overview	6
Strategic Pillar One: GROW	6
Strategic Pillar Two: EMBED	11
Strategic Pillar Three: SUSTAIN	18
Our Plans – LookingAhead with Purpose	21
Governance Structure and Management	22
Financial Review	27
Statement of Trustees’ Responsibilities	31
Auditor’s Report	32
Accounts	36
Corporate Information	52
Thank You to our Supporters	53

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Chair’s Introduction

It is an honour to introduce this annual report as the newly appointed Chair of SCCCC.

Taking up this role at the close of a strategic cycle has given me a unique vantage point - one where I can look back on the extraordinary progress of recent years, and also look forward to a future of even greater ambition. I have been struck by the scale of SCCCC’s impact, the clarity of its purpose, and the dedication of its people.

Over the past three years, the organisation has expanded its reach, embedded itself within the health and social care system, and built a foundation for sustainable, long-term impact. That work, reflected throughout this report, demonstrates not just delivery - but leadership. SCCCC is not simply responding to need; it is shaping how support for older people is understood, prioritised and delivered across the region.

As we move into a new phase, my focus as Chair will be on ensuring that our governance continues to evolve in line with the complexity of our work and the scale of our ambition. We are entering a period of strategic renewal, and with that comes opportunity - to deepen our commitment to equity, to sharpen our focus on evidence, and to ensure we are resourced and resilient for whatever lies ahead.

I want to thank my fellow trustees for their stewardship, the executive team for their clarity and energy, and the volunteers and staff whose compassion and commitment remain the beating heart of SCCCC. I also offer my gratitude to Tim Plant, my predecessor, for his wise leadership and generous handover. It is a privilege to follow in his footsteps.

Together, we will continue to work towards a future in which no older person feels forgotten, and every older life is valued.

Dr Kash Purohit Chair of the Board of Trustees

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Chief Executive’s Introduction

This year has been one of momentum - not only in terms of service delivery, but also in how we’ve positioned ourselves for the future.

As you’ll read in this report, SCCCC supported more people than ever before in 2024/25. We embedded new services, expanded into new geographies, strengthened our partnerships, and deepened our learning. But more than that, we demonstrated what it means to be adaptive, values-led and community-driven in a time of continued complexity.

This was also the final year of our Grow, Embed and Sustain strategy. It gave us a framework - but more importantly, it gave us focus. From our frontline work in the Discharge Lounge to our volunteer recruitment across South Yorkshire, from data sharing with hospital teams to our first co-designed calendar, every achievement this year can be traced back to that shared sense of purpose.

As we look ahead, we do so with clarity. Our next strategic plan will be shaped by what we’ve learned - that people need to be seen, services need to be responsive, and systems work best when the voluntary sector is at the table, not just on the ground.

I want to acknowledge our staff, whose professionalism and heart define the organisation. I also extend my thanks to our growing family of volunteers, trustees, partners and donors - the people who bring our mission to life.

There is more to do - and we are ready to do it. Our vision remains the same: a city and region where older people are connected, supported, and never left behind.

Mark Storey Chief Executive Officer

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Strategic Report Overview

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Grow:
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This year marked the final phase of SCCCC’s 2022–2025 Strategic Development Plan - a framework structured around three interdependent pillars: Grow, Embed, and Sustain . These pillars have helped guide our decisions, shape our services, and align our efforts across teams and partners.

Expanding our reach and impact through new projects, enhancing our volunteer base, and increasing our geographical and cultural presence.

The plan also commits us to embedding Equality, Diversity and Inclusion (EDI) as a cross-cutting theme, recognising that the best support is not only effective, but equitable and inclusive.

Our focus throughout has remained clear: to reduce loneliness and isolation among older people, while maintaining dignity, promoting independence, and improving wellbeing in later life.

This final year of delivery has seen us consolidate learning, expand our service offer, and deepen the partnerships that underpin our long-term impact. At the same time, we have maintained the flexibility to adapt to system pressures and local need - ensuring we remain relevant and responsive.

As we reach the end of our current strategy, we now enter a period of reflection and planning. The months ahead will see us co-design a new strategic plan that builds on our progress to date while responding to emerging challenges and opportunities across health and social care. We will do this with our values at the centre - and with older people’s voices guiding the way.

Embed:

Becoming an integral part of the hospital discharge system and the trusted partner of choice for health and social care organisations.

Sustain:

Ensuring operational excellence, financial resilience, and reducing loneliness through a well-managed and adaptive organisation.

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Strategic Report – Achievements and Performance Strategic Overview

At the heart of our strategy is a commitment to reduce loneliness and isolation among older people - but also to protect dignity, support independence, and promote wellbeing in later life. This year, as we conclude this strategy cycle, we’ve reflected not only on what we’ve delivered, but also on what we’ve learned - and how this learning will shape the future of our services.

The final year of the strategy has been marked by service expansion, deeper community integration, and renewed energy across our staff, volunteer and partner networks. While many challenges remain, we step into the next phase of our journey with confidence, clarity, and a strong foundation for continued growth and innovation.

Strategic Pillar One: GROW

Expanding reach, innovating services, and increasing our impact.

The Grow pillar reflects our commitment to scale with purpose - to reach more people, in more places, with services that respond to real, evolving needs. It is also about ensuring our services remain dynamic, relevant, and informed by those we support.

This year we delivered services to more people than ever before. SCCCC handled 9,026 referrals - a 19.7% year-on-year increase - reflecting both our growing reputation and rising need. Each referral represented someone in need of timely, compassionate support: a person returning home from hospital, a carer overwhelmed, an older neighbour unseen for weeks.

Hospital to Home and Discharge Lounge Support

One of our most successful developments was the embedding of our Hospital to Home team in the Discharge Lounge at Northern General Hospital. Initially a pilot, this service became a weekday fixture, enabling us to assist vulnerable patients at the very moment they leave hospital.

This matters. A poorly managed discharge can unravel everything - medications missed, no food in the house, hazards unchecked. By placing our team in the lounge, we ensure each journey home is safer, calmer, and better supported.

The number of two-person jobs rose from 1,251 to 1,817 - a 45% increase - highlighting the growing complexity of cases we are asked to support. These referrals often involve more intensive, hands-on help, reflecting the increasing needs of the older people we serve.

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In illustrative terms:

• Nearly 470 older people were supported via the Discharge Lounge

Team members are now Trusted Assessor trained, enabling them to assess for and provide basic equipment - speeding up recovery and reducing avoidable readmissions.

• Delays reduced by up to 2.5 hours per patient improving both patient experience and hospital flow

• Our wider discharge services contributed to system-wide efficiency, with staff regularly called upon to support complex, high-need cases across hospital wards

“He arrived like an angel from heaven after I had been sat in

a corner with people coughing and spluttering all over me. The service was absolutely exceptional, and I never thought that this could be happening in a hospital; it was so wonderful. He even helped my husband who had just had a pacemaker fitted. This is a man who is quite simply perfect for the job!”

Service user feedback

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Placement Support Scheme

The emotional labour of supporting an older person into supported living is often invisible. The Placement Support Scheme steps into this gap - offering a steady hand during one of the most difficult transitions an older person can face.

This year the service supported 101 individuals (up from 53 the previous year) - a 90% increase. The work is intensive. Our Navigators liaise with housing teams, family members, medical professionals and older people themselves. Success is not just about securing a placement - it’s about ensuring a positive, person-centred move.

“Without you, I would have been lost. I was scared, confused and grieving. You gave me strength.” Beneficiary of the Placement Support Scheme

The Good Neighbour Scheme – Scaling Volunteer Impact

The Good Neighbour Scheme (GNS) remains at the heart of our mission - providing befriending and community connection through trained, supported volunteers. In August 2024, we reached 177 active volunteers, our highest level since before the pandemic. However, demand continued to grow, with the service user waiting list expanding over the year, underlining the ongoing urgency of volunteer recruitment. Since then our volunteer pool has continued to fluctuate and the current number of active volunteers sits at 166.

Volunteers delivered over 7,000 visits and calls over the year - a 14% increase from 2023/24. These moments of connection range from weekly coffee chats to letter writing and telephone support.

Tackling Transport Inequality

Transport is more than logistics; it’s access to care, social contact, and community life. This year, we secured £69,000 to purchase a community minibus for a partnership project with St Luke’s Hospice Sheffield. The project was launched in the 2025/26 financial year and provide regular, reliable transport for older people attending day centres and wellbeing hubs.

This investment responds to a gap highlighted by service users and partners alike: older people with mobility challenges or no family transport options often miss out on preventative care, rehabilitation, and social connection. The new service aims to close that gap.

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Case Study: Jean & Stephen From Loneliness to Friendship

When Jean, a spirited 87-year-old widow from the S9 area of Sheffield, was referred to the Good Neighbour Scheme by Active Recovery - a partnership between Sheffield Teaching Hospitals and Sheffield City Council - in early 2023, she was living alone with only her cat for company. Her husband had passed away, her children were largely absent, and support from friends or neighbours was limited. Like many others, Jean joined our waiting list — and though we checked in every few months, what she really longed for was regular companionship.

That changed in September 2024, when Stephen joined SCCCC as a volunteer. A former HGV driver with a background in social care, Stephen was eager to give back in a way that felt personal and impactful. His partner, Louise, was already volunteering and had spoken warmly about her experiences — so he signed up too.

From their very first visit, Jean and Stephen clicked. They shared humour, old songs, football memories and warmth. Jean called Stephen “a dream,” telling us, “He makes me laugh, brings me sticky buns, and even sings to me. I’m not lonely anymore.”

As their friendship grew, so did Stephen’s commitment. He helped Jean with everything from setting up her television to referring her to financial advice services. When Jean received a cancer diagnosis in December — with no treatment options due to other health issues — Stephen and Louise stepped up even more.

Despite SCCCC’s standard weekly commitment of one hour, Stephen visited up to 20 times over a few months, especially during Jean’s hospital stays. He’d pop round for a coffee, help with small tasks, and — most importantly — make her feel seen, heard, and cared for. During one of Jean’s toughest times, Stephen even called her every day just to check in.

Their friendship has become a powerful example of what befriending is truly about: consistency, kindness, and connection. As Stephen put it, “It’s amazing that we are so close as friends — I feel like someone put us together.”

He even set “Tie a Yellow Ribbon” as Jean’s custom ringtone — a small gesture that carries deep meaning. When that song plays, Jean knows a friend is thinking of her.

We have:

• Strengthened university partnerships (Sheffield and Hallam)

  • Attended over a dozen community recruitment events (e.g. Zest Fun Day, SOAR, Norton Festival)

• Piloted new drop-in sessions and digital application options

• Expanded into Doncaster, launching GNS support beyond Sheffield city limits

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Training has been a key focus, with staff and volunteers completing Dementia Stars training this year, with additional modules on safeguarding, cuckooing and mental health rolled out to improve confidence and risk awareness. In parallel, we began a volunteer process review in collaboration with the University of Sheffield’s Knowledge Exchange Project. This aims to enhance volunteerservice user matching and improve volunteer experience from onboarding to impact.

We also increased staff numbers across the GNS team - including two new GNS Coordinators, a Volunteer Coordinator, a Placement Support Navigator, and an additional bank staff member.

We also built stronger links with minority communities through attendance at networking events with organisations such as Shipshape, and via our involvement in the South Yorkshire Menopause Project. These efforts helped raise awareness of SCCCC in more diverse communities across our wider footprint.

Volunteer and Beneficiary Impact Doug and Diane

Doug, living with dementia and skin cancer, was referred to us by a dementia advisor. He craved connection beyond his immediate family and wanted someone he could simply chat to. Diane, a seasoned volunteer, was matched with him in early 2024.

Their weekly visits are filled with conversation, football trivia, and laughter. Doug’s wife, Caren, says:

“It’s not just a 10 out of 10 – it’s a woohoo!”

“I just love spending time with Doug. He’s warm, cheeky and remembers all the old football teams. It’s a privilege to be part of his week.”

The Pen Pal Scheme – 15,000+ Messages of Connection

Initially launched during COVID-19, the Pen Pal Scheme has now delivered over 15,000 items to isolated older people. Letters, cards, and drawings continue to arrive from individuals, schools and community groups, and are matched with recipients across the city.

The scheme continues to grow, offering connection and comfort to those who may otherwise feel forgotten. A recent letter from a service user reads:

“Because I’m housebound, receiving the post is like receiving little jewels.”

And the difference is also felt by professionals working closely with older people. One occupational therapist from Primary care recently shared:

“I saw a patient this morning who receives letters from your Pen Pal Scheme. I wanted to feed back how valuable and meaningful this service is for him. He says it ‘makes all the difference’ and ‘I feel like someone cares’. As always, I was professionally struck by what a difference SCCCC makes to older people’s lives. The patient and I wanted to say ‘thanks’. All the best.”

These voices - from professionals and service users alike - remind us that human connection remains one of the most powerful interventions we can offer. a= 7

Volunteer Diane

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Strategic Pillar Two: EMBED

Integrating SCCCC services into wider systems and communities

To truly embed SCCCC within Sheffield’s health and social care ecosystem means more than delivering high-quality services - it means becoming a trusted, indispensable presence within the structures that surround

and support older people. Embedding, for us, is about more than being known - it’s about being relied upon. It’s about being part of the conversation when services are designed, when pathways are restructured, and when decisions are made that affect vulnerable individuals.

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In 2024/25, we made deliberate and sustained efforts to strengthen our presence across the system. This included deepening our partnerships with statutory and voluntary sector colleagues, enhancing how we share data and insight, and ensuring that we are visible and active at key decision-making tables. From engaging with local Integrated Care Boards to contributing to strategic forums like the Sheffield Adult Partnership Board, we positioned ourselves not only as a service provider - but as a sector partner. Our presence is increasingly being felt not just at the point of discharge or crisis, but at the strategic level where long-term change is shaped.

Our aim is to be the partner of choice - trusted by clinicians, social workers, local authorities and community leaders alike. That ambition has shaped how we build relationships, how we design services, and how we respond to emerging need.

System-Level Engagement and Influence

Throughout the year, we deepened our engagement with system partners and policy leaders across Sheffield and the wider South Yorkshire footprint. Our Chief Executive and senior team contributed to Sheffield City Council’s strategic planning through active participation in the Sheffield Adult Partnership Board, alongside continued engagement via the GSK Alumni Network.

Alongside this, we developed new relationships at regional and national level, including:

• Initial dialogue with the South Yorkshire Mayoral Combined Authority (SYMCA)

• Early engagement with the Centre for Social Justice

• Strengthened working relationships with Integrated Care Boards (ICBs) in Doncaster and across South Yorkshire

These relationships are vital. They provide us with the insight, influence and alliances needed to shape better outcomes for older people - not just at the point of discharge or crisis, but across the continuum of care. They also offer a deeper understanding of system pressures, enable collaboration at pace, and ensure that both the voluntary sector voice and the lived experience of older people are present where decisions are made.

As a result of this sustained engagement, SCCCC is now:

• An invited stakeholder in discharge pathway reviews

• Consulted during policy discussions on delayed discharges and patient flow

• Named in care plans as a trusted aftercare provider

By attending regular multi-agency meetings and fostering strong working relationships with hospital teams, we have moved from being viewed as a helpful add-on to being recognised as an integral part of patient discharge and recovery.

Our Hospital to Home team now works closely with occupational therapists and ward staff, sharing insight and jointly supporting complex discharges. One referrer reflected:

“Your CEO made a real impression on me. I now refer to SCCCC whenever I can.”

Embedding in the Patient Journey

Our Hospital to Home and Discharge Lounge services have been central to embedding SCCCC within the patient journey. By working alongside operational teams at Northern General Hospital, we have demonstrated how voluntary sector support can reduce delays, release hospital capacity and provide compassionate, person-centred discharge support that extends beyond clinical need.

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Case Study: “I can’t face it alone”

Di’s Journey Home

Di, an 81-year-old woman with no close friends or family nearby, was admitted to hospital after a fall. While receiving care, her husband — her lifelong companion — passed away. She was too unwell to attend his funeral, and never got to say goodbye. Returning home would mean walking into that silence for the first time. She was overwhelmed with grief, fear, and anxiety.

Recognising the severity of her situation, hospital social workers contacted SCCCC to request a meet-and-greet. Our team immediately saw that this required more than a standard discharge. We arranged for Di to go via the Discharge Lounge, where our colleague Julie sat with her, offered comfort, and simply listened. As soon as her medication was ready, Gavin — another member of our Hospital to Home team — transported her home.

Gavin sensed how emotionally fragile Di was. Rather than leave her to face an empty house, he stayed — making her a cup of tea, preparing lunch from shopping our team had bought in advance, and checking the home for trip hazards. He facilitated the fitting of a personal alarm, liaised with Adult Social Care to complete a risk assessment, and calmly waited with Di until Active Recovery staff — delayed on another job — arrived nearly three hours later.

By the time he left, Di had not only been safely discharged, but emotionally supported through one of the hardest moments of her life.

This wasn’t just a hospital discharge — it was dignity in action. And it’s why services like ours matter.

But his work didn’t stop there.

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Case Study: Bridging Cultures, Building Trust

Khalsoom, a 72-year-old Arabic-speaking woman with no next of kin or local support, was discharged after a stroke that left her anxious, disoriented, and unsure how she would cope at home. Her limited English, lack of visitors, and unfamiliarity with discharge procedures meant she faced returning alone to an empty house, after four weeks in hospital and rehabilitation.

Our Hospital to Home team stepped in with cultural sensitivity, compassion, and practical support.

a shower chair, and mobility aids — before thoroughly checking for hazards. The fridge was emptied of spoiled food, surfaces cleaned, and the heating and hot water made ready.

Khalsoom had no food in, so the team created a shopping list together using Google Translate, fetched groceries, and helped her settle in with a warm drink and a smile. They even contacted her housing warden to alert them to her return, ensuring someone nearby was aware of her needs.

Using translation apps, they carefully communicated with Khalsoom to ensure she understood the process and felt reassured. They transported her home using a wheelchair-accessible vehicle and fitted essential equipment — a raised toilet seat,

Khalsoom’s story is one of many that shows why SCCCC’s work matters — because going home should never mean facing fear and confusion alone.

Through this work, SCCCC has become a trusted presence within the hospital-to-home pathway. We continue to advocate for deeper integration at both ward and strategic level, ensuring that voluntary sector expertise is embedded early - not added late.

In parallel, we are progressing steadily toward CQC registration. This is a significant organisational commitment and a key enabler of future growth, formalising our standing as a regulated provider and supporting our ability to respond to more complex need.

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Knowledge Sharing and Co-production

Embedding also means learning alongside others. This year, we strengthened our relationship with the University of Sheffield through their Knowledge Exchange Project. This collaboration is reviewing and redesigning our volunteer induction and training pathway, with the aim of:

• Improving volunteer satisfaction and retention

• Creating a scalable, replicable model for other organisations

• Contributing to a research paper, with SCCCC named as co-author

This pro bono partnership has brought academic rigour and fresh perspectives into our practice, while creating meaningful opportunities for volunteers, staff and service users to shape future service design.

Embedding Volunteer Excellence

Training is no longer simply a compliance requirement - it is a cultural commitment. In 2024/25, we expanded our volunteer learning offer to include:

• Dementia awareness

• Suicide awareness

• Cuckooing and safeguarding

• Health inequalities and EDI principles

Volunteer voices are also embedded within service development. Feedback and focus groups held this year directly influenced:

• The introduction of digital application options

Community Connection and Reputation Building

Our visibility across the city has continued to grow. This year we:

• Took part in Zest’s Community Fair and SOAR Wellbeing Event

• Hosted volunteer walks and social events at Endcliffe Park

• Were shortlisted as Charity of the Year at the Doncaster Business Awards

• Became a finalist for Workplace of the Year, Innovation Award, Best Not for Profit, and Entrepreneur of the Year with UnLTD Magazine

These activities have strengthened our reputation and helped fuel a steady increase in referrals, volunteer sign-ups, and digital reach across the year.

Creative Campaigns and Public Engagement

We launched our first ever SCCCC calendar, co-created with service users who selected photographs submitted by supporters. More than a fundraising product, the calendar became a celebration of place, connection and belonging. Hundreds of copies were distributed as festive gifts, made possible through sponsor support.

Our 12 Days of Christmas campaign, now in its third year, also continued to grow. Donations from organisations including See It Be It, Mason Thomas Law, Sheffield College students, and Live & Learn Consultancy enabled us to provide emergency food parcels to older people returning home from hospital with no immediate support.

• The re-design of our volunteer welcome pack

• The rollout of Volunteer Spotlight features across communications

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Case Study: One Last Goodbye — JB and Titch

JB was a quiet, kind-hearted older man who had been supported through our Back Home Scheme following a hospital admission. Living alone, his closest companion was his rescue dog, Titch — a small terrier with an enormous presence in his life.

When JB was sadly readmitted to hospital later in the year, it became clear that he was approaching the end of his life. His final wish was simple, but profound: to see Titch one last time.

Many tears were shed, but the team were honoured to make it happen. For JB, that moment of connection offered peace. For Titch, it was a chance to be with her person — to comfort and to say farewell.

This was not part of a formal referral. It was a request. And it was met with dignity, speed and compassion — the SCCCC way.

Within 24 hours, the SCCCC Hospital to Home team coordinated everything. A crate was arranged to ensure safe transport for Titch, and compassionate staff made the journey to bring Titch to the hospital for a final visit. The reunion was deeply moving. JB and Titch sat together quietly — a man and his dog, saying goodbye in the only way they knew how.

Feedback Loops and Service Development

This year, we strengthened how we listen and respond. Formal feedback mechanisms were expanded to include:

• An annual service user survey across all programmes

• More service user focus groups, attended by 12 people

Service users told us what works - and what could be improved. One participant noted:

“You bring sunshine to our lives. But more weekend cover would help people who leave hospital late on Fridays.”

As a result, we’re exploring bank worker availability for weekend discharge cover and developing new volunteer support models for Friday discharges.

• Short feedback conversations embedded at the end of discharge support

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Service Agility and Responsiveness

Our approach to embedding is rooted in agility. By analysing referral data and engaging directly with practitioners, we continue to identify gaps and act swiftly to fill them.

This year we:

• Developed a Trusted Assessor pathway, reducing delays by sourcing and fitting equipment directly

• Partnered with St Luke’s Hospice on a new transport initiative supporting access to day centres

• Piloted group support sessions in S5, addressing isolation through peer connection

• Continued to grow the Placement Support Scheme, offering person centred transitions into supported accommodation

Each development stems from frontline insight - and reinforces why SCCCC is increasingly seen as a partner that delivers practical solutions where others cannot.

We also strengthened engagement with minority communities.

These connections support our commitment to being a culturally competent and geographically inclusive organisation, in line with our charitable governance document.

Foundations for Wider Replication

Looking ahead, we continued to review our delivery models to assess their suitability for expansion beyond Sheffield.

In Doncaster, we now have an established Good Neighbour Scheme team and a presence within local voluntary and health networks. We have also maintained exploratory conversations in Rotherham and Barnsley, ensuring we remain alert to opportunities that align with our mission and capacity.

Together, these foundations - strong partnerships, policy engagement and proven service models - place SCCCC in a strong position to replicate high-impact services in new areas, when the time is right.

Building Influence Through People

We know that embedding isn’t just about systems or services - it’s also about people. The champions who refer older people to us, the volunteers who represent us in the community, and the partners who advocate for our work all help us deepen our roots across the system.

This year, we made headway in developing volunteer fundraising ambassadors, a step toward a wider network of reserves. Our growing pool of referrers - now more than 200 individuals across acute, primary and social care - are becoming natural ambassadors in their own right, encouraging more frequent, earlier referrals and highlighting the difference SCCCC makes.

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Strategic Pillar Three: SUSTAIN

Strengthening the foundation for long-term impact

Sustaining SCCCC means more than keeping the lights on. It’s about ensuring we remain adaptive, values-led, and financially resilient – able to navigate change while delivering excellence every day. This year, our focus has been on investing in people, modernising our infrastructure, and diversifying income so that our mission can thrive well into the future.

Building a High-Performing, Values-Driven Team

At the heart of sustainability is our team. In 2024/25, we prioritised people development across all levels - recognising that a welltrained, well-supported team is the engine behind everything we do.

We began implementing a ‘People Strategy’ that invests in staff learning and wellbeing. We introduced an internal training portal and are actively exploring external development routes, including accredited care certificates for staff and volunteers. Several team leaders also undertook formal qualifications this year, and members of our leadership team

completed management training as part of our commitment to growing internal capacity.

We’ve continued embedding the EOS (Entrepreneurial Operating System) framework, helping us to clarify responsibilities, align teams around shared goals, and build a stronger feedback culture. In recognition of our evolving work environment and positive internal culture, we were proud to be shortlisted for ‘Workplace of the Year’ in the UnLTD Business Awards - a reflection of our progress and ambition.

Embedding Staff Support and Retention

Recognising the pressures of frontline work, we also began reviewing our staff retention and reward strategy. This included an internal benchmarking exercise to assess salary competitiveness and the creation of a salary review framework to ensure we continue paying fair, market-aligned rates.

As our services grow, so do the demands on our people. Our ability to retain and attract committed staff is essential to our sustainability, and our ongoing strategy reflects that reality.

Diversifying Income and Building Financial Resilience

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This year, we made significant strides in broadening our income base. A clear fundraising strategy is now in place, underpinned by an action plan that spans grant funding, community fundraising, individual giving, and legacies.

Highlights included:

• A hugely successful Gala Dinner to mark our 60th anniversary, attracting new donors and corporate supporters

• Expansion of our regular donor programme

• Continued momentum behind legacy giving, with new campaign materials and stories to inspire pledges

We also developed bespoke sponsorship proposals, helping us secure funding from businesses for events and campaigns such as the Christmas Calendar and the Big Give. Relationships are key here - our focus on relationship-building and account management ensures our sponsors feel part of the SCCCC mission, not just supporters from afar.

A new contingency and risk framework is in development, to help us anticipate financial shocks and build buffers where possible - a sign of our growing maturity and readiness for the future.

Tackling Loneliness Through Innovation

Sustainability also means staying responsive to what older people need. Our latest annual service reviews for both the Good Neighbour Scheme and Placement Support Scheme highlighted areas where we could go further - and we’ve begun doing just that.

We are currently exploring a Peer Mentor model within the GNS, enabling service users to evolve into volunteer supporters themselves, where appropriate. This taps into lived experience and helps build confidence and community in equal measure.

Additionally, we’re exploring new crosssector partnerships - including earlystage conversations with Blue Cross about potential joint projects that combine animal companionship with older people’s support.

Volunteer Recruitment: A Strategic Focus

Volunteers remain the lifeblood of SCCCC. In 2024/25, we launched a volunteer recruitment strategy aimed at widening our reach, modernising our processes and increasing role diversity.

This included:

• Tailored outreach through NHS and Royal Voluntary Service (RVS) volunteer portals

• Updated listings on all South Yorkshire Voluntary and Community Sector (VCS) platforms

• Presentations, media campaigns and community events across Sheffield, Doncaster, Barnsley and Rotherham

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Though natural churn continues, we now have a steadier stream of incoming volunteers from a wider range of channels. We’re also diversifying roles beyond befriending, with plans for fundraising ambassadors, admin support volunteers, and potential peer mentors under development.

As we look ahead, sustainability for us means continuing to deliver vital services - but doing so in a way that is financially, culturally and operationally robust. It means building strong systems, strong people, and strong partnerships.

Strengthening Our Identity for the Future

This year also marked two important milestones in the life of SCCCC. First, we undertook a major rebrand - refreshing our visual identity and introducing a new, modernised logo featuring the ‘S Frame’. This distinctive shape, composed of interlocking arcs, represents support, connection and care - core values that define our work. The rebrand is more than aesthetic; it reflects our evolution as a charity and strengthens how we communicate with volunteers, donors and partners.

Secondly, we proudly celebrated our 60th anniversary - a rare achievement in the voluntary sector. While celebrations have been modest so far, this anniversary represents six decades of service, trust and community connection. It also sets the stage for a year of storytelling and reflection in 2026, where we’ll look back on our legacy and forward to our ambitions for the future.

Both of these developments reinforce our commitment to sustainability - not only operational and financial, but reputational and relational too.

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Our Plans – Looking Ahead with Purpose

This year marks the conclusion of our 2022–2025 Strategic Development Plan, built on the pillars of Grow, Embed and Sustain . Over the past three years, these pillars have guided our progress, helping us reach more older people, strengthen our systems partnerships, and lay the groundwork for long-term resilience.

As we move beyond this strategy cycle, we are entering a transitional planning period - one that offers space for reflection, consultation, and bold thinking. Our priorities now are to:

• Consolidate what works - embedding successful projects like Discharge Lounge support and the Placement Support Scheme as core services

In the year ahead, we will begin designing our next strategic plan, drawing on everything we’ve achieved - and everything we still aim to do. We know the world has changed since 2022. Our next strategy must reflect that - shaped by lived experience, equity, and the realities of health and social care today.

Until then, we remain focused on:

• Reducing loneliness and isolation

• Build on learning - using insights from feedback, referral data, and frontline delivery to guide where we go next

• Engage widely - involving our staff, volunteers, partners and service users in shaping a future strategy that is inclusive, relevant and ambitious

• Stay responsive - continuing to meet urgent needs while preparing for broader transformation

• Supporting safe, supported hospital discharge

• Strengthening our volunteer network

• Exploring regional growth where there is need and opportunity

As always, older people are at the heart of our vision: a future where no one feels forgotten, unseen, or alone.

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Governance structure and management

The Charity is a Charitable Incorporated Organisation (CIO) governed according to a Charity Commission Foundation Model Constitution dated 6th July 2016 and is therefore detailed and fit for purpose and protects the continuation of the charity.

Objectives and Aims

The objects of the CIO are for the public benefit:

1. To provide relief for those in need in Sheffield and neighbouring districts by reason of age, ill-health, disability, financial hardship or other disadvantage by the provision of goods and services, in particular but not exclusively by providing:

2. a) Assistance and aftercare for patients following admission to or discharge from hospital or other care facility;

3. b) Practical and emotional support for those in need to improve the quality of life of those who are residing in their own homes;

4. c) Delivery of emergency goods and medical related equipment to assist people in need in their homes; and

5. d) Assistance and support to prevent admission or re-admission to hospital or other after care facility.

The charity works with statutory and other voluntary agencies to provide packages of care for vulnerable people: specifically to relieve poor, sick, older or disabled persons in South Yorkshire by providing or assisting in the provision of services calculated to reduce the need, hardship or distress of such persons.

Public Benefit

In planning the charity’s activities, the trustees consider the specific objectives of the charity, along with its vision, mission and values. We review our aims, objectives and activities annually. As part of that process, we consider the outputs of our activities, assess the benefit of those outputs on the lives of older people and develop future objectives to make sure that our work continues to deliver the most benefit against our charitable objectives.

This report contains more information on the way our work has benefited older people and their families over the last 22 months, measured against objectives set at the beginning of 2022. (April 2024 to January 2026)

The Trustees confirm that they have complied with the duty in section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit.

Activities

We want to place SCCCC at the heart of the community it serves. To do this effectively we continually monitor and evaluate the services and activities we provide to ensure they meet the needs of our service users and their carers. The current services delivered by SCCCC are:

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Good Neighbour Scheme

Friendly Visiting Placement Support Scheme Pen Pal Scheme Telephone Support

Hospital to Home Scheme

Hospital After Care Scheme A&E to Home Scheme Winter Pressures Service Back Home Service Discharge Lounge Support Trusted Assessors

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The schemes are co-ordinated by a team of staff and a large amount of the work is carried out by volunteers currently numbering around 166 who not only live in Sheffield but other areas of the UK too.

Our volunteers come from a wide range of backgrounds and vary in age from 19 to 92.

The people who benefit from our services are mainly much older people. Some might be quite frail or described as “vulnerable”. This might be because of their physical or mental health, or long-term conditions such as coronary heart disease, diabetes or the impact of a stroke. Many of those we now help have a combination of these conditions and may have lost their partners and many of their friends and may be socially isolated.

A significant number do not have any family living in the area. Frequently the help we provide for the patient also helps relatives and friends who devote themselves to caring for a loved one.

SCCCC strives to work in collaboration with its partners in both the statutory and independent sector to provide a flexible and responsive service for all its stakeholders. Referrals are taken from teams of health and social care professionals based in GP practices and community teams, as well as the Royal Hallamshire Hospital, Weston Park Hospital and the Northern General Hospital. Referrals are also made by family carers and by the service users themselves.

SCCCC operates from 8am - 6pm Monday to Friday and also has an out of hours service that operates in the evenings and at weekends.

In the 22 months covered by this report, the schemes have taken over 15,668 referrals and helped 5,916 older people and their families.

Governance and Management

The overall management and control of the charity rests with the individual members of the Board of Trustees who give their time freely and receive no remuneration or other financial benefits. The charity’s Trustees meet in accordance with the Constitution which requires the presence of at least two or, if greater, a third of its members to form a quorum. The Board may appoint a Chairperson and revoke such appointment at any time. All business is decided by a simple majority, each Trustee having one vote. In the event of an equality of votes, the Chairperson of the meeting has a second or casting vote. The Trustees are responsible for decisions taken in relation to the strategic running of the charity but the day-to-day running of the charity is delegated to staff.

Trustee Committees

The Trustees delegate responsibility for more detailed consideration of the Charity’s affairs to four sub-groups, each including at least two trustee members, chaired by a trustee and reporting to the Board of Trustees. These sub-groups are:

• Finance

• HR and Policies

• Service Development and Quality Improvement

• Fundraising and Marketing

During the reporting period, only the Finance sub-group met regularly. The remaining sub-groups were paused due to transitional arrangements following the retirement and appointment of new trustees. As part of a wider governance review, the Board is currently revising the structure, remit and membership of sub-groups to ensure they are aligned with strategic priorities and offer meaningful oversight and support going forward.

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Recruitment and appointment of new trustees

The existing Trustees are responsible for the recruitment of new Trustees. The Trustees having undertaken a skills audit have identified specific skills needed to enhance the existing board. In selecting individuals for appointment as appointed charity trustees, the charity trustees must have regard to the skills, knowledge and experience needed for the effective administration of the CIO. In addition, individuals who apply to become trustees must demonstrate a personal or professional interest in the care and wellbeing of older people.

Every appointed trustee must be appointed for a term of three years by a resolution passed at a properly convened meeting of the charity trustees. Trustees retiring at the end of their term are eligible for reappointment. A charity trustee who has served for three consecutive terms of three years may not be reappointed for a fourth consecutive term but may be reappointed after an interval of at least one year.

There shall be a minimum of 5 trustees and a maximum of 12. At the end of the reporting period there were 8 trustees.

Following appointment, new trustees are introduced to their new roles and given a trustee’s handbook that covers all aspects of the role. This includes a copy of the Charity Commission’s guide ‘The Essential Trustee’ and copies of the charity’s Governing Document, financial statements and a guide to the policies and procedures adopted by the charity. An induction checklist to ensure everything is covered and signed off is included. All trustees are DBS checked and references obtained.

Voluntary support

Whilst voluntary help is not valued for the purposes of the financial statements, the charity benefits immensely from the services provided by volunteers. In the 22 months covered by this report the charity had an average of 171 volunteers, completing around 14,500 volunteer hours between them. This volunteer contribution was mainly to support our Good Neighbour Scheme, but volunteers also helped out in many other ways such as through fundraising, office administrative support, or by helping the Hospital to Home Team.

The trustees would like to take this opportunity to thank all our volunteers for their continued support. Without their time and skills, our impact would not be as significant as it is.

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Risk management

The trustees have a duty to identify and review the risks to which the charity is exposed and to ensure appropriate controls are in place to provide reasonable assurance against fraud and error. Strategic risk management is regularly overseen by the Board of Trustees. There is an overarching Risk Management policy which involves a regular review of key risks faced by the charity, and setting up systems and procedures to address those potential risks and to minimise any impact on the charity if the risks materialise. An annual review of the risk register also takes place. The trustees also have in place policies addressing the main operational risk areas and they aim to use best practice. The trustees consider the following to be the key risks facing the organisation:

• Similar to many charities, the main risks facing SCCCC are financial, relating to the loss of contracts, a reduction in grant income or a reduction in public donations, thus impacting on income targets. Because of the reliance identified above we need to take account of changing economic, policy and social conditions that may affect individual supporters, corporate donors, and statutory and trust funders. These risks are managed proactively through the assessment of new opportunities and existing contracts, planned appeals and a continuous review of organisational costs. An appropriate level of funds will be maintained to help mitigate the main financial risks.

• Additionally, trustees monitor results quarterly and consider the longer-term impact of emerging trends. They also oversee compliance with fundraising regulation and ensure that fundraising is carried out to high ethical standards. Investment continues in income diversification projects to mitigate the risk where possible.

• We recognise the importance of safeguarding vulnerable people in all areas of our work. The charity has a safeguarding policy which applies to all staff and volunteers who have regular contact with older people. This policy is supported by safer recruitment practice and training programmes for staff and volunteers. Although we believe the operational procedures have strong safeguards embedded in them, it remains a key risk on our risk register.

• We recognise the risks associated with information security and the importance of protecting our IT systems from malicious attack and unauthorised access and misuse. Security measures are in place to protect from unauthorised access to IT systems and to test vulnerabilities in the network. We hold a limited amount of personal information about our service users and supporters in order to understand their needs and offer an improved service. We have a data protection policy in place which ensures only authorised access to personal details and continues to enhance the security of the data in line with best practice.

• We deliver services where they are needed. In all situations the health and safety of our staff, service users and others working with us is a prime concern. A significant proportion of staff volunteers are lone workers, making visits to a range of locations. The charity has appropriate policies, guidance and training, and a health and safety summary is reported to Ju ’

• the trustees at quarterly meetings.

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Financial Review

Major changes continue to be made across adult social care nationally. At the same time there are also constant changes in how the NHS operates and commissions services and the impact of a number of national priorities. Added to this are the constant cuts to local authority budgets, which in recent times have seen a number of councils issuing section 114 notices, effectively declaring themselves bankrupt.

As a voluntary sector provider, SCCCC has made the most of every opportunity to understand and adapt to the changing environment in health and social care. However, the trustees acknowledge that SCCCC is facing further pressures on its income as well as competition from other agencies.

In spite of this year’s considerable achievements, the trustees are clear that SCCCC has to ensure its services remain relevant, fit for purpose and value for money in order to respond to these new demands. They further acknowledge the need to undertake further work in a number of strategic and operational areas if SCCCC is to maintain its growth in the next few years. 5

Overview

The financial statements in this report are for the year ended 31 March 2025. Total income in the year was £1,318,961, of which £873,963 was restricted funds. Income from donations, fundraising and grants was £433,063. Charitable expenditure was £976,024.

Income exceeded expenditure for the year by £342,937, reflecting a stronger-thananticipated year-end position. Total funds (reserves) at the financial year end were £1,060,947. Further detail is provided in the financial statements and the notes that accompany them.

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Reserves policy

The trustees have established a reserves policy in accordance with Charity Commission guidance and the Charities SORP (FRS 102). The policy explains the purpose of holding reserves, the level considered appropriate, and how the position is monitored and reviewed.

Reserves are defined as unrestricted funds that are freely available for the general purposes of the charity. This excludes restricted funds held for specific purposes and unrestricted funds designated by trustees for future or specific use. Only unrestricted and undesignated funds are treated as free reserves.

Restricted funds comprise income received for particular services, projects, or client groups and cannot be applied for other purposes. Designated funds represent unrestricted funds that trustees have formally set aside for known future requirements, including premises obligations, asset replacement, and strategic development. Neither restricted nor designated funds are included within free reserves.

The trustees consider the holding of free reserves to be necessary to manage financial risk and support the ongoing operation of the charity. Free reserves provide working capital, protect service continuity during periods of income uncertainty, enable the charity to meet legal and contractual obligations, and allow for an orderly closure of services should this ever be required. They also support investment in strategic development where appropriate.

The trustees have set a target level of free reserves of £569,049, which is reviewed annually. This level has been determined following assessment of statutory and contractual liabilities, estimated redundancy and closure costs, the cost of maintaining operations for a four-month period to allow for managed transition or closure, and working capital requirements to manage cash-flow timing. The target reflects the charity’s size, complexity, funding profile, and exposure to short-term grant funding and external economic conditions, rather than a fixed percentage of income.

At 31 March 2025, free reserves totalled £469,968, which is £99,081 below the target level set by trustees. The trustees do not consider this position to pose a material risk to the charity’s ability to continue as a going concern. The shortfall reflects planned and approved investment during the year in staffing, infrastructure, and service development to strengthen long-term capacity and resilience.

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At the year end, free reserves were held primarily to cover estimated closure-related obligations, four months of salary costs, and working capital to manage cash-flow timing. These assumptions are reviewed regularly by trustees as part of ongoing financial monitoring.

In addition to free reserves, the charity held designated funds totalling £150,852 at 31 March 2025, relating to premises obligations, asset replacement, and strategic development. Restricted funds totalled £440,127 and relate to income received for specific purposes. These funds are excluded from free reserves and are monitored to support appropriate use and compliance with funder conditions.

Where free reserves fall below the agreed target, the trustees plan to rebuild them over an 18-month period through a combination of income growth and cost management. Where free reserves exceed the target for a sustained period, trustees will consider reinvestment in services or organisational infrastructure, subject to future income projections and ongoing liabilities.

The level of reserves is reviewed quarterly by the Chief Executive Officer and the Finance Sub-Group and formally reviewed annually by the Board of Trustees as part of the charity’s financial governance arrangements.

Principal sources of funds

Although there has been significant progress in obtaining additional income from a wider group of funders this year, the trustees agree that it is vital to make a further case for an increase in funding for SCCCC in the longer term.

In addition, the trustees recognise the importance of monitoring national trends and changes in funding streams that might affect the organisation.

The principal sources of funding for SCCCC are from South Yorkshire ICB (Sheffield Place), Sheffield City Council and The City of Doncaster Council with whom SCCCC has service level agreement and contracts. These are currently renewed on an annual basis.

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This core funding does not cover a number of essential organisational costs, such as staff training, publicity, IT and expenditure relating to volunteers.

The activities covered by the core funding are:

• Good Neighbours Scheme

• The A&E to Home Scheme

• The Hospital Aftercare Scheme

• Home from Hospital

• Trusted Assessor

• Discharge Lounge

• Placement Support Scheme

SCCCC also receives a number of grants from local charitable trusts and foundations, which help meet the costs of supporting SCCCC volunteers and developing new activities.

Donations are received from a small number of local churches and an increasing number of individual donors, particularly those who take part in sponsored activities or attend the events that we hold.

While the organisation is no longer operating in a pandemic recovery phase, it continues to face a period of economic uncertainty. Ongoing global instability, including the war in Ukraine, the conflict between Israel and Hamas in Gaza, and sustained cost-of-living pressures, continue to affect household finances and the funding environment. Trustees remain mindful that these factors may constrain fundraising performance in the medium term.

From time to time a number of private sector organisations make ‘in kind’ donations, mainly through the offer of services and free room hire and we would like to acknowledge these supporters in this report. SCCCC is also assisted by a number of professionals who give their expertise and time.

We would also like to thank everyone who supported the work of SCCCC during 2024/25, including all the individuals and companies who have fundraised for us. Each donation makes a big difference and supports us to continue to have a significant impact on the wellbeing of older people in South Yorkshire.

Whilst the Annual Accounts that form part of this report are confined to the financial year 2024/2025, the Trustees Annual Report reflects a longer period up to January 2026. It is therefore important that mention is made of anything that has significant financial impact on the charity in the intervening period. Therefore, whilst the ongoing economic crisis has impacted upon our ability to fundraise, SCCCC has seen increased income from additional grants, contracts and donations. Contracts and grants with an approximate value of £700,000 are anticipated from South Yorkshire Integrated Care Board for a range of existing and new projects and this will be carried forward into the 2026/27 financial year.

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Statement of trustees’ responsibilities

in respect of the trustees’ annual report and the financial statements

The trustees are responsible for preparing the Trustees’ Report and Accounts in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

of the charity and enable them to ensure that the accounts comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of the Trust Deed. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The law applicable to charities in England and Wales requires the trustees to prepare accounts for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources of the charity for that year.

The trustees confirm that to the best of their knowledge there is no information relevant to the independent auditor of which the auditor is unaware. The trustees also confirm that they have taken all necessary steps to ensure that they themselves are aware of all relevant information and that this information has been communicated to the auditor.

In preparing these accounts, the trustees are required to:

• select suitable accounting policies and then apply them consistently;

The auditors, French Ludlam & Co Limited, will be proposed for re-appointment at the forthcoming Annual General Meeting.

• observe the methods and principles in the Charities SORP;

• make judgements and estimates that are reasonable and prudent;

Report of the trustees, incorporating a strategic report, approved by order of the board of trustees, as the company trustees, on 30th January 202630th January 2026 and signed on the board’s behalf by: Dr O P Purohit - Trustee 31 C

• state whether applicable accounting on 30th January 202630th January 2026

• standards have been followed, subject board’s behalf by:

• to any material departures disclosed and explained in the accounts; and

• prepare the accounts on the going concern basis unless it is inappropriate to presume that the Charity will continue in operation.

The trustees are responsible for keeping sufficient accounting records that are sufficient to show and explain the charity’s transactions and disclose with reasonable accuracy at any time the financial position

Report of the Independent Auditors to the Members of Sheffield Churches’ Council For Community Care

Opinion

We have audited the financial statements of Sheffield Churches' Council For Community Care (the 'charitable company') for the year ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

• In our opinion the financial statements:

• give a true and fair 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 standards are further described in the Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC's Ethical Standard, and we have fulfilled our other ethical 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 have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company'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 trustees with respect to going concern are described in the relevant sections of this report.

Sheffield Churches’ Council For Community Care

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Report of the Independent Auditors to the Members of Sheffield Churches’ Council For Community Care

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors thereon.

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.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies 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 we 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 Report of the Trustees for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the Report of the Trustees has been prepared in accordance with applicable legal requirements.

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 Report of the Trustees.

We have nothing to report in respect of the following matters where 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 trustees' remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit.

Responsibilities of trustees

As explained more fully in the Statement of Trustees' Responsibilities, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial 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 responsible 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.

Sheffield Churches’ Council For Community Care

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Report of the Independent Auditors to the Members of Sheffield Churches’ Council For Community Care

Our 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 a Report of the Independent Auditors that includes our opinion. Reasonable assurance is a high level of assurance, 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 material 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.

The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Because of 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 statements 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 irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

As part of an audit in accordance with ISAs (UK), we exercise professional judgment and maintain professional scepticism throughout the audit. We also:

• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the company's internal control.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the trustees.

• Conclude on the appropriateness of the trustees' use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the company's ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor's report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor's report. However, future events or conditions may cause the company to cease to continue as a going concern.

• Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation (ie. gives a true and fair view).

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

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/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors.

Sheffield Churches’ Council For Community Care

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Report of the Independent Auditors to the Members of Sheffield Churches’ Council For Community Care

Other matters

The prior year comparative figures have not been audited.

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 auditors' report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone 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 formed.

John Richard Fullman FCCA (Senior Statutory Auditor) for and on behalf of French Ludlam & Co Limited Statutory Auditors and Accountants Mountfield House 661 High Street Kingswinford West Midlands DY6 8AL

Date: .............................................

Sheffield Churches’ Council For Community Care

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Statement of Financial Activities for the year ended 31 March 2025

2025 Unrestricted Restricted Total funds fund funds Notes £ £ £ INCOME AND ENDOWMENTS FROM Donations and legacies 2 433,063 873,963 1,307,026 Investment income 3 11,935 - 11,935 Total 444,998 873,963 1,318,961 EXPENDITURE ON Charitable activities 4 Charitable 240,492 735,532 976,024 NET INCOME 204,506 138,431 342,937 RECONCILIATION OF FUNDS Total funds brought forward 416,314 301,696 718,010 TOTAL FUNDS CARRIED FORWARD 620,820 440,127 1,060,947

2024 Total funds £ 925,682 11,345 937,027 852,356 84,671 633,339 718,010

The notes form part of these financial statements Sheffield Churches’ Council For Community Care

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Balance Sheet 31st March 2025

2025 Unrestricted Restricted Total funds fund funds Notes £ £ £ FIXED ASSETS Tangible assets 10 65,125 29,231 94,356 CURRENT ASSETS Debtors 11 98,638 - 98,638 Cash at bank and in hand 599,818 410,896 1,010,714 698,456 410,896 1,109,352 CREDITORS Amounts falling due within one year 12 (142,761) - (142,761) NET CURRENT ASSETS 555,695 410,896 966,591 TOTAL ASSETS LESS CURRENT LIABILITIES 620,820 440,127 1,060,947 NET ASSETS 620,820 440,127 1,060,947 FUNDS 14 Unrestricted funds: General fund 469,968 Designated funds 150,852 620,820 Restricted funds: RESTRICTED 440,127 TOTAL FUNDS 1,060,947

2024 Total funds £ 60,076 58,928 754,547 813,475 (155,541) 657,934 718,010 718,010 225,044 191,270 416,314 301,696 718,010

The financial statements were approved by the Board of Trustees and authorised for issue on ............................................. and were signed on its behalf by:

............................................. S Lamb - Trustee

The notes form part of these financial statements Sheffield Churches’ Council For Community Care

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Cash Flow Statement for the year ended 31 March 2025

Notes Cash flows from operating activities Cash generated from operations 1 Net cash provided by/(used in) operating activities Cash flows from investing activities Purchase of tangible fixed assets Sale of tangible fixed assets Interest received Net cash (used in)/provided by investing activities Change in cash and cash equivalents in the reporting period Cash and cash equivalents at the beginning of the reporting period Cash and cash equivalents at the end of the reporting period	2025 £ 302,952 302,952 (65,202) 6,482 11,935 (46,785) 256,167 754,547 1,010,714	2024 £ (168,618) (168,618) (4,128) - 11,345 7,217 (161,401) 915,948 754,547

The notes form part of these financial statements Sheffield Churches’ Council For Community Care

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Notes to the Cash Flow Statement for the year ended 31 March 2025

1. RECONCILIATION OF NET INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES

Net income for the reporting period (as per the Statement of Financial Activities) Adjustments for: Depreciation charges Profit on disposal of fixed assets Interest received Increase in debtors Decrease in creditors Net cash provided by/(used in) operations 2. ANALYSIS OF CHANGES IN NET FUNDS	2025 £ 342,937 26,631 (2,191) (11,935) (39,710) (12,780) **302,952 **	2024 £ 84,671 20,237 - (11,345) (4,856) (257,325) (168,618)

Net cash Cash at bank and in hand Total	At 1.4.24 £ 754,547 754,547 754,547	Cash flow £ 256,167 256,167 256,167	At 31.3.25 £ 1,010,714 1,010,714 1,010,714

Total

The notes form part of these financial statements Sheffield Churches’ Council For Community Care

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Notes to the Financial Statements for the year ended 31 March 2025

1. ACCOUNTING POLICIES

Basis of preparing the financial statements

The financial statements of the charitable company, which is a public benefit entity under FRS 102, 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 Companies Act 2006. The financial statements have been prepared under the historical cost convention.

Income

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

Legacies are recognised on receipt or otherwise if the charity has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset.

Income is measured at the fair value of the consideration received or receivable and represents amounts receivable for goods and services provided in the normal course of business.

Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Tangible fixed assets

Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.

Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:

Fixtures, fittings & equipment 20% reducing balance or 33% straight line Motor vehicles 25% reducing balance

The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.

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Notes to the Financial Statements - continued for the year ended 31 March 2025

1. ACCOUNTING POLICIES - continued

Tangible fixed assets

Impairment of fixed assets

At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).

Recoverable amount is the higher of fair value less costs to sell and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate hat reflects current market assessments of the time value of money and the risks specific to the asset for which the estimates of future cash flows have not been adjusted.

If the recoverable amount of an asset is estimated to be less than its carrying amount, the carrying

amount of the asset is reduced to its recoverable amount. An impairment loss is recognised immediately in income/(expenditure) for the year, unless the relevant asset is carried at a revalued amount, in which case the impairment loss is treated as a revaluation decrease.

Recognised impairment losses are reversed if, and only if, the reasons for the impairment loss have ceased to apply. Where an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset in prior years. A reversal of an impairment loss is recognised immediately, unless the relevant asset is carried in at a revalued amount, in which case the reversal of the impairment loss is treated as a revaluation increase.

Taxation

The charity is exempt from corporation tax on its charitable activities.

Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Designated funds comprise funds which have been set aside at the discretion of the Trustees for specific purposes. The purposes and uses of the designated funds are set out in the notes to the financial statements.

Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

Further explanation of the nature and purpose of each fund is included in the Report of the Trustees.

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Notes to the Financial Statements - continued for the year ended 31 March 2025

1. ACCOUNTING POLICIES - continued

Hire purchase and leasing commitments

Rentals paid under operating leases are charged to the Statement of Financial Activities on a straight line basis over the period of the lease.

Pension costs and other post-retirement benefits

The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

Going concern

At the time of approving the financial statements, the Trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the Trustees continue to adopt the going concern basis of accounting in preparing the financial statements.

Allocation and apportionment of costs

Where it is possible, costs are allocated directly to the main expenditure categories of the SOFA. Where this is not possible, costs are allocated on the basis of the number of direct and support employees.

2. DONATIONS AND LEGACIES

Charitable activities Donations and gifts Grants	2025 Unrestricted Restricted Total funds funds funds £ £ £ 331,069 50,000 381,069 94,103 - 94,103 7,891 823,963 831,854 433,063 873,963 1,307,026	2024 Total funds £ 366,427 138,466 420,789 925,682

Grants received, included in the above, are as follows:

grant received	2025 £ 831,854	2024 £ 420,789

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Notes to the Financial Statements - continued for the year ended 31 March 2025

3. INVESTMENT INCOME 2025 Unrestricted Restricted Total funds funds funds £ £ £ Deposit account interest 11,935 - 11,935 4. CHARITABLE ACTIVITIES COSTS Support Direct costs (see Costs note 5) £ £ Charitable 948,439 27,585 5. SUPPORT COSTS Governance Finance costs £ £ Charitable 1,099 26,486 6. NET INCOME/(EXPENDITURE) Net income/(expenditure) is stated after charging/(crediting): 2025 £ Share of governance costs 3,518 Depreciation - owned assets 26,631 Hire of plant and machinery 12,425 Other operating leases 28,984 Surplus on disposal of fixed assets **(2,191) **

2024 Total funds £ 11,345 Totals £ 976,024 Totals £ 27,585 2024 £ 1,650 20,238 11,611 31,076 -

7. TRUSTEES' REMUNERATION AND BENEFITS

None of the Trustees (or any persons connected with them) received any remuneration or benefits from the charity during the year.

Trustees' expenses

There were no trustees' expenses paid for the year ended 31 March 2025 nor for the year ended 31 March 2024.

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Notes to the Financial Statements - continued for the year ended 31 March 2025

8. VOLUNTEER EXPENSES Wages and salaries Social security costs Other pension costs The average monthly number of employees during the year was as Co-ordinators Administration and Management Fundraising	2025 £ 689,259 31,391 17,523 738,173 follows: 2025 30 7 2 39	2024 £ 588,706 40,945 14,951 644,602 2024 22 7 2 31

	The number of employees whose employee benefits (excluding	The number of employees whose employee benefits (excluding	employer	pension costs)	pension costs)	pension costs)
	exceeded £60,000 was:
			2025		2024
	£60,001 - £70,000		-		1
	£70,001 - £80,000		1		-
			1		1
9.	COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES
		Unrestricted	Restricted		Total
		funds	fund		funds
		£	£		£
	INCOME AND ENDOWMENTS FROM
	Donations and legacies	519,910	405,772		925,682
	Investment income	11,345		-	11,345
	Total	531,255	405,772		937,027
	EXPENDITURE ON
	Charitable activities
	Charitable	838,940	13,416		852,356
	NET INCOME/(EXPENDITURE)	(307,685)	392,356		84,671
	Transfers between funds	164,954	(164,954)			-
	Net movement in funds	(142,731)	227,402		84,671

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Notes to the Financial Statements - continued for the year ended 31 March 2025

9.	COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES -	COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES -	COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES -
	continued
		Unrestricted	Restricted	Total
		funds	fund	funds
		£	£	£
	RECONCILIATION OF FUNDS
	Total funds brought forward	559,045	74,294	633,339
	TOTAL FUNDS CARRIED
	FORWARD	416,314	301,696	718,010
10.	TANGIBLE FIXED ASSETS
		Fixtures
		and	Motor
		fittings	vehicles	Totals
		£	£	£
	COST
	At 1 April 2024	38,374	92,387	130,761
	Additions	7,027	58,175	65,202
	Disposals	**(2,450) **	**(13,795) **	**(16,245) **
	At 31 March 2025	42,951	136,767	179,718
	DEPRECIATION
	At 1 April 2024	22,944	47,741	70,685
	Charge for year	6,839	19,792	26,631
	Eliminated on disposal	**(837) **	**(11,117) **	**(11,954) **
	At 31 March 2025	28,946	56,416	85,362
	NET BOOK VALUE
	At 31 March 2025	14,005	80,351	94,356
	At 31 March 2024	15,430	44,646	60,076

All of the above assets are used in the furtherance of charitable activities.

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Notes to the Financial Statements - continued for the year ended 31 March 2025

11. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR Trade debtors Other debtors Prepayments and accrued income 12. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR Trade creditors Social security and other taxes Other creditors Accruals and deferred income	2025 £ 52,723 370 45,545 98,638 2025 £ 28,430 8,513 2,746 103,072 142,761	2024 £ 33,622 3,541 21,765 58,928 2024 £ 5,275 - 2,426 147,840 155,541

13. LEASING AGREEMENTS

Minimum lease payments under non-cancellable operating leases fall due as follows:

Within one year Between one and five years 14. MOVEMENT IN FUNDS Unrestricted funds General fund Designated funds Restricted funds RESTRICTED TOTAL FUNDS	At 1.4.24 £ 225,044 191,270 416,314 301,696 718,010	2025 2024 £ £ 45,990 34,400 123,575 129,000 169,565 163,400 Net movement At in funds 31.3.25 £ £ 244,924 469,968 (40,418) 150,852 204,506 620,820 138,431 440,127 342,937 1,060,947

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Notes to the Financial Statements - continued for the year ended 31 March 2025

14. MOVEMENT IN FUNDS - continued

Net movement in funds, included in the above are as follows:

Incoming Resources resources expended £ £ Unrestricted funds General fund 444,998 (200,074) Designated funds - (40,418) 444,998 (240,492) Restricted funds RESTRICTED 873,963 (735,532) TOTAL FUNDS 1,318,961 (976,024) Comparatives for movement in funds Net Transfers movement between At 1.4.23 in funds funds £ £ £ Unrestricted funds General fund 509,541 (307,685) 23,188 Designated funds 49,504 - 141,766 559,045 (307,685) 164,954 Restricted funds RESTRICTED 74,294 392,356 (164,954) TOTAL FUNDS 633,339 84,671 - Comparative net movement in funds, included in the above are as follows: Incoming Resources resources expended £ £ Unrestricted funds General fund 531,255 (838,940) Restricted funds RESTRICTED 405,772 (13,416) TOTAL FUNDS 937,027 (852,356)

Movement in funds £ 244,924 (40,418) 204,506 138,431 342,937 At 31.3.24 £ 225,044 191,270 416,314 301,696 718,010 Movement in funds £ (307,685) 392,356 84,671

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Notes to the Financial Statements - continued for the year ended 31 March 2025

14. MOVEMENT IN FUNDS - continued

A current year 12 months and prior year 12 months combined position is as follows:

Unrestricted funds General fund Designated funds Restricted funds RESTRICTED TOTAL FUNDS	At 1.4.23 £ 509,541 49,504 559,045 74,294 633,339	Net movement in funds £ (62,761) (40,418) (103,179) 530,787 427,608	Transfers between At funds 31.3.25 £ £ 23,188 469,968 141,766 150,852 164,954 620,820 (164,954) 440,127 - 1,060,947

A current year 12 months and prior year 12 months combined net movement in funds, included in the above are as follows:

Unrestricted funds General fund Designated funds Restricted funds RESTRICTED TOTAL FUNDS	Incoming resources £ 976,253 - 976,253 1,279,735 2,255,988	Resources Movement expended in funds £ £ (1,039,014) (62,761) (40,418) (40,418) (1,079,432) (103,179) (748,948) 530,787 (1,828,380) 427,608

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Notes to the Financial Statements - continued for the year ended 31 March 2025

15. RELATED PARTY DISCLOSURES

The trustees review payments made to employees in equivalent managerial positions in similar organisations when considering the levels of pay for key managers. The trustees also take in to consideration the ability of the charitable company to be able to pay such salaries.

16. RESTRICTED FUNDS

The funds received for the Hospital Sunday and Volunteer funds are mainly used to reimburse costs incurred by the volunteers such as mileage and travel costs, DBS checks and relevant administrative costs.

The Vehicle funds were received from the ICB for the Winter Pressures Service and are primarily used to purchase and adapt a 4x4 Utility Vehicle to support the discharge of patients from hospital and to give assistance to health and social care workers to reach patients who are cut off due to terrain or inclement weather.

The Device Loan Scheme provides funds to help people who are digitally excluded to get online. It does not pay for the devices themselves but does pay for costs related to internet connections etc.

The Marjorie Coote Older People's Charity, Zachary Merton and George Woofindin Convalescent Trust, Diocese of Sheffield, Stadium Trust, and Arnold Clark funding were all received to partly fund employees wages.

Funds received from the ICB were to support hospital discharge and for hospital admission prevention services.

The funds from Charles and Elsie Sykes Trust and the Hospital Saturday Fund are to support the project between SCCCC and St. Luke's Hospice Sheffield.

Funds received from St. James' Place Charitable Foundation, South Yorkshire Community Foundation, Doncaster Culture and Leisure Trust, and Doncaster Council were all used for the establishment and running costs of the Doncaster Good Neighbour Scheme.

Income received from Skipton Building Society is for emergency food parcels for those SCCCC supports through hospital discharge.

The funding received from Westfield is to support the work of SCCCC in the discharge lounge at Sheffield Teaching Hospitals

All restricted funds are considered to have sufficient resources held in an appropriate form to enable them to be applied in accordance with the restrictions.

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Detailed Statement of Financial Activities for the year ended 31 March 2025

y INCOME AND ENDOWMENTS Donations and legacies Charitable activities Donations and gifts Grants Investment income Deposit account interest Total incoming resources EXPENDITURE Charitable activities Wages Social security Pensions Travelling Rent,rates and car parking Insurance Light and heat Telephone Postage and stationery Advertising Sundries Repairs and computer maint Vehicle expenses Training Recruitment Project expenses Computer / IT expenses Subscriptions Volunteer expenses Fixtures and fittings Motor vehicles Loss on sale of tangible fixed assets	2025 £ 381,069 94,103 831,854 1,307,026 11,935 1,318,961 689,259 31,391 17,523 12,425 28,984 8,255 5,059 12,743 13,493 2,873 11,583 11,088 25,594 11,048 - 8,096 22,681 9,553 2,345 6,844 19,793 (2,191) 948,439	2024 £ 366,427 138,466 420,789 925,682 11,345 937,027 588,706 40,945 14,951 11,611 31,076 7,478 7,703 12,601 12,077 2,998 4,942 9,469 16,431 15,245 6,164 6,676 18,190 8,670 2,938 5,355 14,882 - 839,108

50 Sheffield Churches’ Council For Community Care

Detailed Statement of Financial Activities for the year ended 31 March 2025

y Support costs Finance Bank charges Governance costs Share of governance costs Accountancy fees Auditor fees Total resources expended Net income	2025 £ 1,099 3,518 15,768 7,200 26,486 976,024 **342,937 **	2024 £ 954 1,650 10,644 - 12,294 852,356 84,671

This page does not form part of the statutory financial statements Sheffield Churches’ Council For Community Care

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Corporate Information

Sheffield Churches’ Council for Community Care

(A charitable incorporated organisation). Also known as SCCCC.

Chief Executive Officer

Mark Storey

Accountants

Royston Parkin, Unit 2 President Buildings, Savile Street East, Sheffield, S4 7UQ

Principal address

Solicitors

Unit 19 President Buildings Savile Street East Sheffield South Yorkshire S4 7UQ

Telephone [phone] Website www.scccc.co.uk

Registered charity number 1168077

Trustees

The charity trustees are appointed as and when appropriate by the body of trustees in office. The trustees who served during the period and those currently in office are:

Counterculture Partnership LLP, Unit 115 Ducie House, Ducie Street, Manchester, M1 2JW

Bankers

Unity Trust Bank plc, 9 Brindley Place, Birmingham, B1 2HB.

Triodos Bank, Deanery Rd, Bristol BS1 5AS.

National Westminster Bank plc, 42 High Street, Sheffield, S1 2GE

Auditors

French Ludlam & Co Limited Statutory Auditors and Accountants, Mountfield House, 661 High Street, Kingswinford, West Midlands, DY6 8AL

Dr Kash Purohit (Chair) (Appointed May 2024) Anne Jennings (Deceased March 2025) Claire Revitt Grace Stead (Appointed January 2025) Irene Mabbott (Appointed July 2025) Javed Khan John Mothersole Linda Browell (Resigned May 2025) Paul Teasdale (Resigned June 2024) Russell McSweeney (Resigned July 2025) Simon Lamb Terezia Rostas (Appointed May 2025) Tim Plant (Resigned January 2025)

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Thank you to our supporters

We would like to thank everyone who supported the work of SCCCC during 2024/25 and since the end of the financial year, including all the individuals and companies who have fundraised for us. Each donation makes a big difference and supports us to continue to have a significant impact on the wellbeing of older people in Sheffield.

We give particular thanks for the financial support given by:

Andrew Rogers Wealth Management Benchmark Recruitment Betteryou Ltd Church of St Columbus

Doncaster Culture and Leisure Trust Dore and Totley United Reform Church

FluidOne Sheffield

Hassra Sheffield Inner Strengths

Island Charity Lavang

Mason Thomas Law

Medequip

NHS South Yorkshire ICB Rosalind Watchorn Solicitors

Steelmekker Magazine Stocksbridge Regeneration Company The Big Give Trust

The Estate of Grayson Fieldhouse

The family of David Jowett

The Marjorie Coote Old People’s Charity Fund

The Hospital Saturday Fund

The Zachary Merton and George Woofindin Convalescent Trust

Totley Rise Methodist Church

Twelve Trees Care

Unite

Westfield

World of Superheros

Woskow Brown

Royston Parkin Ltd St Andrew’s URC St Mark’s Church

Sheffcare

Sheffield City Council Skipton Building Society South Yorkshire Community Foundation STA15

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The Trustees would like to thank everyone who has supported us financially or through volunteering their valuable time and skills.

Because of your generosity we’ve been able to achieve much more than we normally would, helping many more people out of hospital and preventing loneliness and isolation for many more older people who sometimes don’t see anyone from one week to the next. Thanks to your support we can continue to give the kind of help that older people sometimes need.

We remain committed to supporting older people where and when they need us, in hospital, on discharge from hospital or in their own homes. We will do this by working in partnership and by using our resources effectively.

SCCCC is the trading name of Sheffield Churches’ Council for Community Care. A Charitable Organisation registered in England and Wales (1168077). Company number CE007777.

© Sheffield Churches’ Council for Community Care 2025.

The copyright of all material appearing in this publication belongs to Sheffield Churches’ Council for Community Care. It may not be reproduced, duplicated or copied by any means without our prior written consent.

CIO Registration No. 1168077.