For the year end July 2025 Charity number: 1168547 1 ## Our Values ## Servanthood slave. For even the Son of Man came not to be served but to serve others and to give his life as a ransom for many.” **- MATTHEW 20:27-28** ## Humility “Always be humble and gentle. Be patient with each other, making allowance for each other’s faults because of your love.” **- EPHESIANS 4:2** ## Compassion “Jesus saw the huge crowd and he... had compassion on them because they were like sheep without a shepherd.” **- MARK 6:34** ## Unity & Peace spirit, binding yourselves together with peace.” **- EPHESIANS 4:3** ## Contents - 4 Our purpose - 5 Governance & Management - 6 Strategic Report & Welcome - 8 Outcomes - 9 Prison - 11 The Walk Centre - 12 Days Out - 16 Housing Stages - 20 Partnerships - 24 Restoration Shack - 26 Volunteering Journey - 27 Placement Stages - 29 Training - 30 Funding - 32 Bringing Walk Together - 37 The Year Ahead - 39 Financial Review - 40 Reserves Policy & Financial Planning - 42 Independent Auditors Report ## **Walk Ministries** The Walk Centre Phoenix Street Tunstall ST6 5AH **Organisation Type:** Charitable Incorporated Organisation (CIO) **Charity Number:** 1168547 www.walkministries.org.uk info@walkministries.org.uk @wearewalkuk 3 ## Our Purpose ## duty in section 17 of the Charities Act 2011 to have due regard to the Charity Commissions general guidance on public benefit, ‘Charities and Public Benefit‘. ## **Objectives and Activities** To promote the rehabilitation of released prisoners or individuals who are at risk of being imprisoned; to enable them to live a more structured life by such means as the trustees think fit including the provision of housing, training, advice, support, and counselling with a Christian ethos. ## **Our Mission Statement** Helping men on their journey to freedom and helping the church to welcome men home. ## Governance & Management ## **Trustees** Wayne Gough (Chair) David Myers Alison Fenning _(resigned 5/10/24)_ Rebecca Taylor _(resigned 7/2/25)_ Alistair MacPhee _(resigned 26/6/25)_ Sandra Gibson _(resigned 27/6/25)_ ## **Accountants** B&R Partners Riverside Mill Mountbaten Way Congleton Cheshire CW12 1DY ## **Key Management** Simon Edwards (CEO) Karen Edwards (COO) ## **Bankers** Lloyds Bank 7 Carter Street ## **Auditors** DPC Accountants Ltd Stone House Stone Road Business Park Stone Road Stoke-on-Trent The charity is governed by its CIO constitution document and was registered with the charity commission on 1st August 2016. Under the constitution the trustees must be appointed for a term of one year by a resolution passed at the trustee meeting. Trustees are recruited from those who have an interest in the work of the charity and have skills to benefit the charity’s work. All trustees are briefed in the operation of the charity when appointed. The CEO, has day to day responsibility for the running of the charity and is supported by a Senior Management team including, the COO, Operations Manager, Finance Officer, Funding Manager, Design and Communications Officer, and Training and Development Manager. The CEO reports to the chair of the trustees and provides detailed updates at quarterly meetings, where they also receive comprehensive financial information. 5 ## Strategic Report This year, prison leavers across the nation stepped into uncertain terrain. Economic hardship, housing instability, and strained health services turned reentry into an uphill climb. For many, that journey began sooner than expected—accelerated by early release measures that tested the strength of communities and support systems. ## Welcome Faced with this landscape, our mission widened—and deepened with resolve. We strengthened foundations, extended care, and built lasting partnerships rooted in support that endures. Walk began as a vision in a prison cell—a single spark of possibility, real enough to risk everything. That moment took root in the hearts of volunteers who showed up, donors who dared to believe, and funders who chose to invest in Walk’s promise— and in the men determined to change their lives. Walk is more than a charity. It’s a community. A movement. One fuelled by mutual service, shared courage, and the healing found in journeying together. This report goes beyond just summarising services and achievements. Each milestone—whether completing detox, securing housing, stepping into a new placement, expanding support roles, or navigating a setback with courage—marks a meaningful step forward. It honours those who made it happen—but most of all, it celebrates the men who challenge the narratives writen over their lives. Who rebuild with grit and grace. Who choose connection—and who contribute, daily, to the Walk community. Choosing a new, unfamiliar life over the chaos they’ve known is one of the greatest challenges they face. Yet they show up—with vulnerability, with discipline, and with a quiet determination to change. Walk belongs to them. And the legacy of each man’s journey becomes a guide for those who follow in his footsteps. As you read through this report, you’ll meet some of these people. Their names may not appear in headlines, but their impact is writen into every life touched by Walk. We honour their servanthood by continuing the journey they make possible. This year has marked a dynamic stretch of growth, creativity, and connection across the Walk movement. From deepened relationships with local prisons to the fast-paced expansion of our Support Team, every strand of our work has been shaped by a commitment to transformation—practical, personal, and spiritual. build with care, and keep creating space for men to rise, rebuild, and lead. We’ll continue investing in housing, trauma-informed care, and the full spectrum of needs—because if it maters to him, it maters to us. We journey with those bold enough to embrace the demanding path of personal change, knowing that transformation is never easy, but always worth it. 7 ## Outcomes Every year we track the progress of each man from the application stage to their individual journey through Walk. (Not all new arrivals require detox) 214 referrals 89 men accepted 80 men arrived 55 detox arrivals 33 successful detoxes 60% success rate “Walk has quite literally saved my life. It has taught me a new way to think, and a new way to live. I didn’t get it at first, in all honesty I thought they were bonkers, but Walk met me where I was at and took the time to show me small changes that have transformed my life.” **Peter - Walk Resident** ## Prison Following the sucesses of last year, we’ve continued to build on relationships established with chaplaincy, substance misuse teams, and offender management services. These partnerships form the foundation of our outreach, enabling us to engage meaningfully across UK prisons connecting with men who are preparing for release and searching for a new beginning. Whether through worship services, resetlement stalls, shared testimonies, or oneto-one conversations, our visits create space for hope, reflection, and connection. We meet men exploring faith, seeking support, or simply curious about what Walk might offer, and are ofen invited into deeper dialogue with chaplaincy and prison staff as a result. Each year, our outreach teams connect with around 200 men. For some, these encounters become a bridge leading from prison into the Walk programme and wider society. For others, they offer a moment of dignity and encouragement: a meaningful conversation, a reminder that change is possible. With every visit, we share Walk magazines that celebrate the journeys of our residents, offer referral forms, and begin long-term relationships with those who choose to walk with us. While not every man will join Walk, each one receives a reminder that he is not forgoten and that every man holds worth and potential, even while serving a sentence. ## 23 men picked up from the gates ## 577 leters and emails sent to men in prison ## 6 chaplaincy services participated in ## 49 visits to prisons 9 **----- Start of picture text -----**
Total:
35 prisons connected
with
27 arrivals from 16
prisons
Scotland
engaged with 12 prisons
5 arrivals from 4 prisons
engaged with 15 prisons
Northern 14 arrivals from 6 prisons
Ireland
North of
England
Ireland
Midlands & East
Anglia
Wales
engaged with 5 prisons
South East
3 arrivals from 2 prisons
South West
engaged with 2 prisons
1 arrival from 1 prison
engaged with 3 prisons engaged with 1 prison
2 arrivals from 2 prisons 1 arrival from 1 prison
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## The Walk Centre **residents come together in work, training, recreation, and companionship, building lives shaped by restoration, purpose, and shared responsibility. For many, this community becomes their extended family - and in some cases, the only one they’ve known. The atmosphere is warm, grounding, and rooted in the value of servanthood: the belief that we serve one another, just as Christ first served us.** Each week, the Centre hosts a wide range of activities including gym and Bible studies. Yet it’s ofen in the smaller moments where transformation takes root: a conversation over a well-earned brew, or a spirited chess match where tactics rival a Game of Thrones showdown. Beneath the banter lies a deeper truth: this is a place of lived companionship, where compassion, humility, and unity aren’t just values, but daily practices. Behind the scenes, a commited team keeps the heartbeat steady - from prison referrals and personal development to accounts, management and communications, among the many other roles that keep the cogs of Walk turning. This shared life calls for shared care. We adapt the Centre itself to meet the growing needs of the men we serve: every maintenance improvement, paint stroke, and layout change reflects the companionship and purpose within. This year’s renovations reflect that intentionality: a new boiler provides warmth and stability through the colder months; electrical upgrades in the middle warehouse create a safer, more usable gym space; the newly added Hose Street office makes room for quiet support and planning; and the refurbished main office breathes fresh life into our coordination hub. These aren’t just building works—they’re acts of hospitality. As the Centre evolves, so too does the community it nurtures. And together, we keep shaping a place where every person can contribute, be seen, and feel that simple, amazing truth that they belong. 11 ## Days Out **recovery: freedom. Once a week, residents from our detox and recovery homes step into the therapeutic landscapes of Staffordshire and beyond—along canal paths, beside lakes, or into the foothills of the Peak District. Most outings involve activities such as hiking, though some include beach trips, ice skating, or indoor climbing. These shared adventures spark joy, strengthen bodies, and nurture healing.** addiction, and homelessness. Institutionalisation ofen leaves behind emotional withdrawal, enforced inactivity, and a loss of autonomy—compounded by poverty and poor mental health. In this context, Days Out becomes a lifeline. We also involve former residents in the delivery of the programme. One such individual now serves as our Entertainment Maestro, planning and leading physical and social activities - including the days out. His journey through recovery, combined with his passion for health and fitness, makes him a relatable and inspiring figure who motivates others to engage and grow. These outings rebuild physical stamina and emotional resilience, and foster connection, all essential for lasting recovery. Through substance-free routines, residents learn to manage stress, restore self-esteem, and reconnect with their bodies in ways that feel empowering and safe. Each walk becomes part of a larger journey away from isolation and instability, and towards community, hope, and a life reclaimed. 13 ## Beach Day **In June, we took all of our residents on a muchanticipated trip to the beach at Lytham St Anne’s! Taking full advantage of the beautiful weather, we made our way to the sandy shores, where we spent the day playing a few competitive and energetic games of rounders, football, and frisbee. Some of us even enjoyed a refreshing litle dip in the sea to cool off.** Afer working up an appetite, we treated ourselves to some well-earned ice cream before piling back into the van for a nap on the way home. and laughter, a perfect opportunity for the men to take a break from their ofen busy routines, focus on their wellbeing, strengthen friendships, and reconnect with a sense of playfulness as they embraced their inner child. ## Together Festival **A dedicated group of residents from both the houses and flats stages volunteered their time and energy at the Together Festival, a vibrant, community-driven celebration of Christian faith, unity, and joy.** Held in the heart of the Black Country, the festival brought people together for a day filled with uplifing entertainment, hands-on activities, delicious food, lively music, and a spirit of fun and creativity that could be felt by all who atended. They played an important role in supporting the event, contributing behind the scenes to help with the setup and preparation that made the day run smoothly. Their commitment and teamwork helped bring the festival to life for the wider community. But it wasn’t all work, afer lending their helping hands, they also had the opportunity to immerse themselves in the celebrations. They found time to relax, connect with others, and make the most of a truly memorable day. 15 ## Housing Stages **The Walk Journey: Stability, Community, Independence** Stable housing is one of the most critical factors in reducing reoffending. According to the Bromley Briefings, people released into safe, supported accommodation are significantly less likely to reoffend than those released homeless or into unstable housing— highlighting the urgent need for values-based housing models. At Walk, housing is more than shelter, it’s a guided journey. From safety to shared purpose to quiet independence, each phase offers just enough structure and trust for residents to grow. Along the way, support sofens but never disappears. Residents learn to stretch, contribute, and navigate life with dignity, grounded in shared values that shape everyday choices and challenges as they journey into lives defined by purpose, resilience, and choice. dignity, and a sense of belonging. From the quality of furnishings to the warmth of shared spaces, every detail affirms that residents are worthy of care and respect. These are not institutional setings - they are healing environments that feel like home. Our housing model has earned recognition from Stokeon-Trent City Council as a leading example of supported accommodation proving that healing spaces, when built on values, truly change lives. ## In The Journey In begins at Bridgegate and The Railway, where men find stability through acceptance, detox, structured routines, and intense support. Here, healing starts and hope takes root. ## On The Journey On continues in Shared Supported Housing, where residents live as family sharing meals, routines and purpose as they take on more responsibility within a nurturing community. ## To The Journey To unfolds in Independent Flats, where men live autonomously, manage their own homes, and build confidence in the quiet strength of independence. ## Detox ## **Becoming clean and whole again** Bridgegate marks the beginning of the Walk residential journey providing up to 16 weeks of stabilisation and support for men transitioning out of prison or addiction. It’s a vulnerable first step, ofen marked by withdrawal, uncertainty, and the slow rebuilding of trust. With compassion and structure, Bridgegate offers medically supervised detox in partnership with the NHS and CDAS, ensuring safety and specialist care throughout. Support Workers with lived experience are available 24/7, offering comfort, guidance, and practical help as residents navigate detox, confront trauma, and begin learning to live more structured home lives. They play a vital role in building relational trust, offering insight and encouragement rooted in empathy and shared understanding. Beyond detox, a daily rhythm helps restore calm and purpose. Wellbeing sessions strengthen emotional resilience, while creative therapies such as expressive writing, art, and furniture restoration offer space for reflection and healing. Physical and social activities, from table tennis to allotment gardening, bring movement and joy. Shared meals, games nights, and Bible studies foster connection and spiritual grounding. This is where the journey begins, but it’s also where dignity is restored, trust rebuilt, and hope begins to take root. 17 ## The Railway ## **Strengthening Sobriety, Contributing In Community** Afer the foundational work of detox and stabilisation at Bridgegate, residents move into The Railway, a nurturing environment where sobriety is strengthened through purpose, connection, and gentle forward motion. With stays ranging from 2 weeks to 6 months, this phase provides structured support while allowing men to start contributing and connecting beyond themselves. Volunteering becomes a key part of daily life, with residents joining local community projects such as landscaping at Rudyard lake, work on the cleaning team, and supporting hospitality at the Walk Centre that build confidence, expand relational skills, and step into the truth of their own worth. These first steps into service are always supported, slow, deliberate, and deeply transformative. The rhythms of daily life continue to nurture residents emotionally and spiritually. One-to-one counselling and group wellbeing sessions provide space for growth and resilience. Physical and social activities, shared meals, games nights, and Bible studies round out a familystyle environment, where every man is seen, valued, and encouraged on his journey. In The Railway, healing becomes momentum and residents begin to experience themselves not just as survivors, but contributors to the world around them. ## Supported Houses ## **Living with Purpose, Growing in Responsibility** Afer recovery at The Railway, residents move into Walksupported homes, where 4–5 men live as a family, growing together in trust, responsibility, and faith. Here, shared meals, communal shopping, and informal moments of connection help foster a sense of family. It’s a place where trust deepens, mutual support becomes instinctive, and men learn to navigate life beyond institutional structures—with greater autonomy, and together. Daily rhythms like meal prep, shared prayer, and gentle routines create a culture of mutual encouragement. Personal Development Plans guide each resident through practical steps—from debt and emotional healing to employment and deeper spiritual growth. Each home is anchored by a resident “house parent,” offering lived insight and day-to-day reassurance. Staff presence is gentle but steady, allowing men to stretch into independence without losing their safety net. Here, volunteering and part-time work become stepping stones into long-term purpose. Residents begin contributing not just to their homes but to the wider world—building confidence, expanding relational skills, and discovering what it means to give back. And through everyday choices and challenges, men begin to realise they’re not just surviving. They’re thriving, and helping others do the same. 19 ## Independent Flats **Learning to live alone, knowing you’re never alone** IIn the final phase of the Walk journey, residents step into a new kind of freedom: semi-supported living in independent flats. Over 6 to 12 months, each man begins to manage his own household—cooking, handling utilities and personal expenses, volunteering, and ofen transitioning into parttime work. This stage is not just about running a home— it’s about inhabiting one. As they take full responsibility for daily life, they build confidence and begin to establish a tenancy history, laying the foundations for permanent housing when they’re ready to move on from Walk. offer guidance to progress into full-time employment and secure short-term tenancies when they leave Walk. The Walk Centre remains a safe and familiar place to return to—with open doors, open hearts, and the ketle always on. One man, now in his thirties, shared how profound this chapter had been. **“I’ve never lived on my own before. It was always sofas, streets, shared rooms, prison. I didn’t know how to just sit with myself.”** For him, and many others, this phase is both a homecoming and a brave new beginning. pride in self-sufficiency, and the assurance that though their seting may change, they remain rooted in a community that believes in their journey—and in who they’re becoming. Partnerships +￿¥ Ccmrwnrt Or &Alcohol VICTORY Keele University shaw trust National Probation Service ftox@OF AUOUST.ORO LtAD Yolth TH E HM Prison & PrcthtKJn Setvke jPJVOUI< Yn¢A Good Soil • HC HOPE CENTRE MI N 15TR I E S mission ON THE MOVI t Samaritan's Purse. Community Foundation Sii"cliLYhL Aiicl Ncll-I"c)wl)c)at% NHS Edward Myers Unit ## Church Partnerships ## **Welcoming Men Home** At Walk, we believe every person returning from prison deserves more than a second chance. They deserve to reintegrate into communities that accept them, recognise their worth, and honour their journey. That’s why we’ve partnered with churches across the city to train and equip them to “welcome men home”, not just into buildings, but into belonging. Each Walk property is linked with a local church, offering residents a rich and varied experience of church life across denominations including; House of Prayer, Methodist, Evangelical, and Pentecostal, reflecting our commitment to being non-denominational and inclusive in our approach to faith. they’ll encounter the wider community afer years of incarceration. It’s a moment filled with vulnerability and possibility. These churches, shaped by grace and guided by compassion, offer a rare kind of welcome, one that affirms their value, extends support, and reminds them they are not alone. UK studies like Faith in Prisons, Belief in Change, and Faith Moves Mountains consistently show that faith-based engagement during and afer incarceration can foster emotional healing, moral reflection, and stronger relationships, all key factors in reducing reoffending. While national statistics don’t yet isolate faith as a variable, the broader picture is clear: connection, purpose, and community mater. In England and Wales, the average reoffending rate stands at 26.3%, rising to 48.4% for thef-related offences. In contrast, 89% of previous Walk residents have not returned to prison - a powerful testament to what’s possible when men are welcomed into communities that offer dignity, wraparound support, and journey with them in faith and friendship. Through Walk and our church partnerships, men are invited to explore faith within communities that recognise their humanity and support their growth. Together, we’re helping men grow in faith, re-enter society and rediscover hope for their future. ## Rudyard Lake ## **Healing Through Nature, Giving Through Service** Moorlands, welcoming over 500,000 visitors each year. Owned by the Canal & River Trust and managed by Rudyard Lake Ltd, it offers some of the most dramatic scenery in the region—a place where stillness, beauty, and open skies invite reflection and renewal. Just 30 minutes from our offices in Stoke, Rudyard holds a special place in the hearts of all at Walk. It offers not only an escape into nature, but a partnership rooted in restoration, growth, and community. Through our long-standing partnership, residents take part in a unique volunteering placement that combines practical skill-building with the healing power of nature. Under the kind leadership and guidance of Ray Perry, they help maintain the landscape while learning teamwork, communication, and consistency. As they contribute to the upkeep of the lake, they begin to experience the joy of giving back, knowing their efforts help preserve this breathtaking space for others to enjoy. Their work supports the wider community and contributes to the lake’s financial sustainability, while also preparing them for employment and offering a gentle introduction to responsibility, routine, and purpose. Afer their work, residents ofen enjoy recreational activities like paddleboarding, moments of freedom and joy that complement the discipline of volunteering. They also took part in Rudyard’s Honey Lives On project: an art workshops centered around the canal boat Honey, offering a safe, creative space for reflection and emotional healing. Rudyard Lake is also the seting for some of our most meaningful gatherings. We host family meetings here, where the peaceful surroundings offer a gentle space for loved ones to take tentative steps toward reconciliation. It’s also where we run training sessions and gather each year for our annual sports day—a celebration of progress, community, and shared joy.This partnership with Rudyard Lake is a mutual exchange of care, trust, and transformation. As our residents help tend the land, Rudyard offers them space to heal, grow, and reconnect. Together, we preserve something precious: not just the beauty of the lake, but the belief that restoration is possible—through service, through nature, and through community. 23 ## Restoration Shack ## **Crafing purpose, Restoring lives** As part of our placement programme, men in Bridgegate who are undergoing detox atend the Restoration Shack once a week to participate in a creative workshop that offers more than just woodworking. It’s a gentle introduction to volunteering, a chance to step beyond the safe confines of the detox home, and a space where hands-on activity becomes a pathway to healing. At the Restoration Shack, old-furniture is given new life, vintage gems are restored, wooden pieces are upcycled, and new creations are crafed with care. In the process, something deeper happens: as men sand, shape, and rebuild, they begin to restore parts of themselves too. contribution. It helps build practical and personal skills - confidence, resilience, and self worth all while fostering social connection and inclusion. We are deeply grateful to Linda whose compassion, creativity, and commitment continue to make the Restoration Shack a place of healing, hope, and transformation. **place of vulnerability. Perhaps, with a feeling of inadequacy and brokenness, but as they engage in the creative process within the workshop, and produce a beautiful piece of furniture, they feel accomplished and valued.” - Restoration Shack** **“Having a project to work on and be proud of is a form of therapy. Going there is peaceful, and great for my mental health. We are not just restoring old furniture but restoring parts of ourselves in the process.” - Ruairi, Walk Resident** ## Events ## **Fixed 2024** In November all of our residents enjoyed a day trip to Bolton for the 2024 Fixed Conference. The day, orchestrated by Barry Woodward and The Proclaim Trust, is a one day conference filled with inspiring testimony and word for recovering addicts and people with a heart for addicts. The day contained vibrant, lively worship from the Victory Outreach band and hosted a great line-up of speakers including Alison Fenning (Mission on the Move), Paul Lloyd (Victory Outreach Manchester), and Clyde Thomas (Hope Centre Ministries). We also hosted a stall where those atending the conference, and other organisations could speak to us, find out more about what we do, and take away our literature such as magazines and flyers. ## **Resetlement Fair** The Substance Misuse Team from HMP Dovegate invited us to be part of their resetlement fair where prisoners nearing the end of their sentence were able to visit stalls and see what support is avaliable to them upon release. operations teams represented Walk at the event and spoke to the men. This resulted in many applications and we have since wecomed residents from HMP Dovegate. 25 ## Volunteering Journey ## **Volunteering that rebuilds lives** access to safe housing—removing urgent pressures and creating space to recover and rebuild. From this foundation, residents engage in training and volunteering opportunities that foster social connection and develop transferable skills for employment. Volunteering is widely recognised as a catalyst for personal growth. According to the UK Household Longitudinal Study, it’s associated with improved mental health, increased social capital, and stronger community ties - all key factors in reducing the risk of reoffending. Walk’s volunteering model has been honoured with the Queen’s Award for Voluntary Service, recognising its role in restoring dignity, sparking transformation, and building bridges back into community life. 1 2 ## PLACEMENT STAGES ## BRIDGEGATE (DETOX HOME) **----- Start of picture text -----**
GARDENING COOKING CLEANING
All volunteering takes place inside of the property.
CLEANING
THE RAILWAY (RECOVERY HOME)
CLEANING
COOKING
helping to maintain HOSPITALITY
TEAM
the landscape
servicing projects RUDYARD at the Walk Centre
GARDENING
across our city LAKE
within the property
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3 ## TRENT VALLEY & HIGH LANE (HOUSES) LIVED 3 & 1/2 day shifts at the detox and EXPERIENCE recovery properties supporting residents with appointments, groups, and daily tasks. They begin at Bridgegate and move Bridgegate Detox Railway Recovery onto the Railway when they have more Home Home experience. 3 & 1/2 day shifts at the detox and recovery properties supporting residents with appointments, groups, and daily tasks. ## FLATS EXTERNAL Ruff & Ruby PLACEMENT YMCA Hepatitis-C Trust Building Company Painting Straight and Narrowboats CDAS Shaw Trust INTERNAL PLACEMENT Looking to move into part-time employment, either at Support Staff at Walk their current -Prison Team placement, or actively -Referrals seeking work. -Operations 4 27 ## Volunteering & Placements and change. Over the past year, our Operations Manager and her team have worked tirelessly to secure new partnerships and expand the variety of placements available. Their efforts have ensured that opportunities are beter matched to the individual needs, interests, and capabilities of the men—making volunteering not just accessible, but deeply meaningful. At Walk, placements range from support work, gardening, and decorating to canal boat building, cleaning contracts, health advocacy with the Hep C Trust, the Entertainment Maestro who arranges gym sessions and recreation activities, and a growing number of office-based roles. These experiences strengthen CVs, build payslip history, and nurture confidence, purpose, and long-term independence—providing a space where men can begin to shape a future beyond prison. programme this year, with more residents transitioning into part-time and full-time work through our partner network. ## Training At Walk Ministries, we continue to prioritise training and development as a cornerstone of personal growth and organisational effectiveness. Over the year, staff, volunteers, and residents have engaged in a wide range of training opportunities that strengthen skills, deepen faith, and promote wellbeing. During the year training included: **Emergency Response:** Defibrillator training, ensuring confident, life-saving support in emergencies. **Spiritual Development:** spiritual discernment and integrate faith into daily life. **Relational Safety:** Bespoke training with Glow equips participants to recognise healthy relationships, improve communication, and foster respectful connections. **Relationship-Based Workshops:** In partnership with Charlie Weinberg, we continue to deliver creative workshops for all residents that use art and drama to explore relational control, manipulation, and behavioural impact. These sessions promote social inclusion and help residents reflect on how their actions affect themselves and those around them. The methodology fosters self-awareness, agency, and accountability, and now underpins ongoing training across personal and community contexts. **Sexual Health Awareness:** New training empowers residents with knowledge around sexual health, consent, and emotional wellbeing, supported by confidential testing and open dialogue. **Health Initiatives:** Our continued work with the Hepatitis C Trust has led to full BBV testing and treatment for all men in rehab, with new arrivals now screened upon induction—positioning Walk as a city-wide leader in proactive health care. **Support Team Growth:** transformative roles for men progressing through Walk. Under the mentorship of the Operations Manager and experienced staff, new team members are building confidence, developing practical skills, and contributing meaningfully across logistics, property, group facilitation, and prison referrals. Several placements have already transitioned into paid roles, reflecting the power of lived experience and the effectiveness of our peer-led model. 29 ## Funding ## **Fundraising in a Landscape of Scarcity and Hope** Charitable funding in the UK is more competitive than ever. Since 2020, many funders have seen a 30–50% rise in applications. At the same time, rising costs, shrinking public grants, and the cost-of-living crisis have pushed frontline charities to the brink—just as demand for poverty relief, mental health support, and community restoration has surged. For Walk, this means tighter margins and greater pressure, even as resident needs grow. Our funding model depends on core and project grants to cover essentials that Housing Benefit doesn’t—quiet but vital needs like clean clothing, stable housing, reliable transport, counselling, and the shared humanity of a warm home or nutritious meal. ## Giving ## **From Grants to Grace: The giving That Powers Walk** Every gif, whatever its size, delivers a message no spreadsheet can capture: someone believes in their future. That kind of belief is transformative. It tells a man rebuilding his life that he is not alone—and that his future is worth investing in. ## **Trusts and Foundations – Deepening the Journey** In the reporting period we received support from a remarkable circle of trusts and foundations whose values reflect our own: justice, restoration, and the power of second chances. With gratitude to: Hanley at Home, Edward Cadbury Charitable Trust, 1772 Charity, National Grid Community Maters Fund, Oak Trust, Grace Trust, Alex Trust, Edward & Dorothy Cadbury Trust, Belpech Trust, Northdrif Foundation, Jeremy Alexander Setlement, and Forest Hill Charitable Trust. Together, these partners made deep, lasting investments into rehabilitation, vocational training, holistic care, and everyday essentials. Their generosity has enabled us to offer steadier, more enduring support to the men we journey with. ## **Individual and Church Giving – A Tapestry of Love** Alongside them, individuals and churches gave with quiet faithfulness—offering monthly contributions and one-off donations to men they may never meet. In a year when inflation tested every household, these gifs—and the personal cost they ofen represent—are profoundly appreciated. A £5 monthly gif may seem modest, but woven together with the generosity of others, it becomes a foundation where hope is planted and cultivated. 31 ## Bringing Walk Together Everyone in the Walk community shares a common purpose and values, this community may be spread over different properties and workplaces, given our different roles or journeys. We therefore plan a range of activities that bring Walk together to ensure that we maintain connections, get to know each other beter and enhance everyone’s sense of belonging. ## Team Building properties and roles, we remain united by shared values and a commitment to building a community where everyone belongs. We stay connected through team building activities that nurture peace, humility, and unity - sharing laughter over badminton matches, wild swimming, and rollercoasters at Alton Towers, and gathering for wreathmaking and creative workshops. The Walk ladies enjoyed a Christmas lunch gifed by support staff, while the men celebrated at an all-youcan-eat buffet. Mal, our Finance Officer, cooked a heartfelt Easter lunch to thank the team for creating a Haf Sin table—an Iranian New Year tradition honouring renewal and hope. 33 ## Christmas Christmas can be a tender time for those far from family or navigating painful memories. For some, the season brings reminders of neglect, loss, or growing up outside traditional family structures. At Walk, we recognise these complexities—and respond with warmth, dignity, and togetherness. We become the family that gathers, celebrates, and makes space for joy. From shared meals to thoughtful gifs and festive activities, we’re determined to create a Christmas to remember—one marked not by what’s missing, but by what’s shared. ## **Talent Show** Our Talent Show brought out the best in everyone-from heartfelt poetry and soulful singing to unexpected dance moves and hidden skills we never saw coming (and may never unsee). The room was alive with encouragement and camaraderie, reminding us just how gifed, brave, and delightfully unpredictable our Walk family truly is. ## storytelling, and plenty of laughter. Beneath the humour, it echoed a deeper truth: that joy is sacred, and hope ofen arrives in humble form. For many at Walk, the birth of Christ resonates personally, a reminder that healing is possible and every life is worthy of renewal. As Luke 4:18 declares, He came “to proclaim freedom for the prisoners… to set the oppressed free.” In that light, our Nativity was a celebration of restoration, belonging, and new beginnings. ## **Christingle** We held a Christingle service, where light and symbolism helped us reflect on hope, peace, and the meaning of Christmas. Each orange, candle, and ribbon carried a message of love and restoration— reminding us that even in the darkest seasons, light can be shared. ## **Christmas Meal** Our annual Christmas lunch at Tandoori Knights was a feast of Indian delights. Picture 45 men and the Walk ladies filling every table in a local restaurant, laughter echoing between plates of sizzling tikka and spicy vindaloo. It’s become a cherished tradition that turns a simple meal into a celebration of belonging, joy, and shared memory. The staff at Tandoori Knights now greet us like old friends (and brace themselves for the annual naan shortage). **“Last Christmas Eve I was sat on basic in HMP Oakwood trying to figure out what I was going to do on release. I am now sat in the office, and watching over residents as we prepare for Christmas 2024 – clean, sober, healthy, warm, fed and loved.”** 35 ## Sports Day Our second annual Sports Day at Rudyard Lake was a celebration of movement, laughter, and connection. Staff and residents came together not for medals or records, but to embrace the joy of being a bit silly with egg-and-spoon races, three-legged dashes, and wheelbarrow relays reminded us how good it feels to laugh, wobble, and cheer each other on. The spirit was electric, inviting us to nurture our inner child and lean into teamwork, especially when literally tied to your partner in a three-legged race. Afer the races, we enjoyed peaceful time on the water paddling, chating, and soaking in the lake’s beauty. Though “on the water” might be generous, some spent more time in it than planned, thanks to enthusiastic rowing and questionable balance. But the laughter that followed was worth every soggy sock. We then gathered as one big Walk family to share a Rudyard-famous lunch with hearty portions, second helpings, and the kind of banter only found around a well-fed table. As the saying goes, the family that eats together… ends up arguing over the last sausage roll. Sports Day reminded us that dignity lives in joy, and that healing ofen begins with people caring for each other and building new, affirming memories side by side. ## The Year Ahead As Walk Ministries enters its 13th year, we remain steadfast in our mission: supporting men on their journey to freedom. Our programme continues to evolve in response to the needs of those we serve, with a renewed emphasis on personal agency, dignity, and long-term reintegration. . 35 37 ## **In the year ahead, we will deepen our investment in:** values-led opportunities to build confidence, develop skills, and transition into meaningful employment rooted in purpose and belonging. Prison outreach, with dedicated teams expanding our presence inside. We aim to reach men who are ready for change but lack the support to begin. Through consistent, relational engagement, we offer hope, practical tools, and belief in their potential, ofen before they believe it themselves. the programme. It is profoundly encouraging to see former beneficiaries stepping into leadership, bringing lived experience, insight, and empathy. Their presence strengthens our culture of dignity and shared purpose, lighting the way for those who follow and reminding us that restoration is not just possible, it’s contagious. Looking ahead, our vision is to see more men not only reintegrated, but thriving—becoming mentors, leaders, and contributors to the communities they once felt excluded from. We remain commited to reducing reoffending, homelessness, and substance misuse, while restoring family connections and strengthening communities. As we step into the year ahead, we do so with faith—faith that transformation is possible, even when the path is unclear. “Now faith is the substance of things hoped for, the evidence of things not seen” (Hebrews 11:1). This verse reminds us that hope is not passive—it’s active, grounded in trust and perseverance. Each life changed is a testament to that faith, and together, we will continue to walk toward a more compassionate, resilient future. ## **Financial Review** strengthening financial performance for the charity, building on the operational growth achieved in the previous year following the expansion of residential services. Total income for the year was £1,359,148 (2024: £1,173,623), representing an increase of 15.8% year on year. This significant growth was primarily driven by increased Housing income, which rose to £1,202,800 (2024: £993,799), an increase of 21.0%, reflecting a full year impact of expanded bed capacity and sustained occupancy levels. Investment income remained consistent at £5,520 (2024: £5,530), and voluntary income from donations and legacies remained steady at £10,295 (2024: £10,268), demonstrating ongoing support from individual donors. Total expenditure for the year was £1,170,820 (2024: £984,637), representing an increase of 18.9%. This increase reflects the cost base required to support expanded service delivery, together with general price increases arising from the current economic climate. Despite the rise in expenditure, the charity generated a net surplus of £188,328(2024: £188,986), representing continued strong operating performance.Unrestricted funds increased to £757,719 (2024: £556,687), strengthening the charity’s free cash reserves to £444,517. of restricted funding during the year. Total funds carried forward at year end were £763,398 (2024: £575,070), with reserves built up to support the planned purchase of a property for £195,000.00. 39 The trustees recognise the importance of maintaining adequate reserves in an environment of continued economic uncertainty and rising cost pressures. The surplus generated this year provides greater financial resilience and supports the charity’s strategy to maintain high-quality residential and rehabilitative services, while continuing to explore opportunities to diversify income streams and secure long-term sustainability. ## **Reserves Policy** The trustees aim to maintain free reserves in unrestricted funds at a level which equates to approximately three months of unrestricted charitable expenditure. The trustees consider that this level will provide sufficient funds to respond to operational needs and ensure that support and governance costs are covered. ## **Financial Planning & Monitoring** Detailed budgets are produced prior to the commencement of the year to establish the level of funding required to cover expenditure, this enables us to set targets for our funding strategy and to secure funds required. Management accounts are generated monthly providing key information for financial operations. REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF WALK MINISTRIES Oplnlon We have audited the Ilnanclal st8lements ofwalk Mlnlstrles Ilhe charflyl forthe year ended 31 Juty 2025 whi¢h comprise the Statement of Flnancial Actfvities, the Slalemenl of Financlal Posllion, the Sialement of Cash Flows and notes to tho 1SnanoiaS slalements, Inoluding a summary of signilicant acGoufiling policies. The financial reporting framework that has been applled In thelr preparallon Es appllcable law and Unlled Klngiiom Acaounling Standards Iunlted Klngdom Generally Aecepted Accounllng PT8dicèl. In our oplnion the lin8nG1818taleménl8= give a true and lair vlew ol the state ol the chaiily's affair8 88 8131 July 2025 and of Ils Incoming resourc&s and application of resources, including Its income and 8xpendllure. for the ye8r then énded: have been properly prepared In accord8n¢8 with Unlled Klngdom Generally Ace8Pted Accounting Practlce., and,. have been prepared in accordance wllh the requirements of the Charttles Act 2011. Basls for oplnlon W8 conducted our audll in awdanca wilh Intemalional Standards on Audilin9 (UK) IISAS IUK}l and applicable law. Our responslbilltles under IIK)se slandards aT8 further de8crlbed in Ihg Audilors, re5ponsibililies for the audil Df the financial st81ements sedlon of otjr r8porl. W8 are Independant of the charily in accordance with the ethical requiremenls that are relevant to our audlt of the financSal slalements in Ihe UK, including the FRC'S Ethical Slandaid. and w8 hav8 fulfilled our other ethlcal responsiblli118s in accordance with these requirements. We ￿lIeVe thal th8 audit evld6nc8 W8 have oblalned is sufflo18nt and appropriate to piovidg basls for our opinion. Concluslons relatlng lo golng Concern In auditing the Ilnancial statements, we have concluded thal the Iruslees, use of Ihè golng conc8rn ba8ls of accountlng in the Neparatlon of the Ilnanclal statements Is appropriale. Based on the work we have performed, we have not i(lentified any maierial un¢ertainlies relatlng to events or condltlons that, indThiidually or collectively, may cast signilicanl doubl on lh9 charily's abilily lo continue as a gtsing concern lor a period of at least iwelve months from when the financial slalements are authorised for 188ue. Our responslbllilies and the re$ponsilJillties of the Irustegs wilh respect lo going conoorn ar8 doscribed in the relevant sections of Ihis report. Other Inforniatlon The trustees are responslNe for the olhw information. The other informalion compri388 the inf(xmalion Included In the Annual Report, other than the financial slatemenls and our Report of th8 Ind8pfjndentAuditors thereon. Our opinion on the financial statements doe$ not Govgr the olhei infDttnalion and. excepl lo the extent otherwSse explicltly slated in our reporl, we do not express any forffl of a85uioncp Gonslu$lDn Ihereon. In connecllon wlth our audit of Ihe flnanclal slalements, our responsibility is to lead Iho gthfjr inFr)rmalion and, in doifig so, consider whethér the other Inlormatlon Is malerially inGonsistent with Ihp finansial $latemenls. or our knowledge ob181n8d in the audlt or olheNise appears to be materially misstated. Ifwp idenlfy such material inconsistenctes or apparent maleri81 misslalemenls, we are required to determine whether this gN¢s rise lo a material mis8lalemenl in Ihe lin8nci81 stal8m8nls Ihemselves. 11. baseé on the work we have pgrfDrmfjd, we conclLtde thal ihere 18 a material mis8tal8mènl ol Ihls other information, we are required to that lacl. W8 have nothin9 to report In this re9aid. REPORT OF THE INOEPENDENT AUDITORS TO THE MEMBERS OF WALK MIMISTRIES Matt9r8 on which wo are requlrèd lo report by ¢x¢èptlon In the light of th8 knowledge and understanding of the charity and ils enviijnment obtalned in the ccurse of the audit, we have not identified maierial misslalements in Ihe ReF)Ort of the Truslee8. We have nothing to report in respect of the follLiwing mallers where the Charilies (Account8 and Reports) Regulalion5 20Qb8 requires us lo r8porl to you if, in our opinion.. The information gNen in th8 Report of the Trustees is inconsislent in any material respect with the linandal statements- or Sufficienl aGGounling iecord8 have nol been kept. er the linanGial slalemenis are nol in agreement with the aceour)tlng records and returrbs; Dr we have not recgived all IhB information and explanalions we require for our aLKIII. Responslbllltlo$ of trust99S As explained more fulty in the Stalemgnl ol Trustees, Responsibilities, the trustses are re8lYJ115ible for lh8 preparation ol the financial statements and for being satisfied that they give a true and fair view, and for such inlernal Gontrol as the tru5tee5 determine is necessary to enabte the preparallon of fi.nancial stalements that aro free from material misstatement. whether due lo fiaud Dr error. In preparing the financial statements, the trustees are respon8lble for assessing the charlty's abllity io conlinue as a going COllGern. disGlosing, as aP￿1¢able, mallers relaled to going eoncern and using the going ￿nCeM basis of accounting unles$ the Iiustfjes either intend lo liquid810 the eharily or lo cease operalhjns, or have no realist* allernalive but to do so. Our re6ponslbllltle5 for the audlt of the linanGial statem8n18 We hav& b88n appointed as audilors un¢Jer Seclp)n 144 of the Charilies Acl 2011 and report In accordance wilh the Ace and relevant Tegulalions made or having effecl Ihereunder. Our 0￿.eCtIVeS ale lo obtain reasonable assurance aboutwhether the financFal statements as a whole are free fiom material misslatemenl. whalher due lo fraLKI or error, and lo issue a Report of the Independent Auéilors that Inoludes our opinion. Reasonabk assurance is a high level of a55urance but is not a guar8nlee Ihat èn audit conducted in accordance with ISAS (UK) will ahmays delect 3 material misstatement when 11 exlsts, Mlsslalements can arise from fraud or error and are considered material if, indiv*Sually or in the 8ggregale. they oould reasonabty be expected lo inlTruen¢e the economic decisions of users t8ken on Ihe basls of Ih&se financial 5talemonts. The 9xienl lo wh￿h our procedures a￿ Capab￿ of deteGling Irregularitles. Includlng fraud is detailed below.. We idgnlify and assess the fisks of mateThal mi851atement of the financlal stalemenls, whether due to fiaud or error, and than design and pèrform audit pro¢e(Jures responsive lo rlsks. Includlng oblaining audil evidenGe Ih¥l k8 suffKient and appropriate lo provide a basis for our oplnlon. REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF WALK MINISTRIES Identlfylng and as80$sin9 PQtenlial Tisks Telated to Irregularitles In Identifying and assessing risks ol material mi58tatemenl in respect ol iiregularitie5, including fraud and non Complian￿ wilh law5 and regulations. we cons¥4ered the following: the nature of the industry and sector, conlrol environment and bustness perloimance including Ihe design of Ihe chartly iemuneialion puliaes., results of our anquiries of manayernenl about their own identificalion and assessment of the risks of Irregularities- any mallers we identified haying obtained and r8view8d Ihe Charity documental￿Th of their poli￿e5 and procedures relaling to.. identifying, evaluating and complying with law5 and regulab'on5 and whether they were aware of any inslances of noncompliance., delecling and responding io risk5 Qf fraud and whelher thèy have knowledge of any actual. SL15pected or alleged fraud., the int￿nal conlrols established to milKJate risks ol fraud or non-CK)mpliance wllh laws and regulations., the matters discussed among Ih? audit engagement team feg8rding how and where fraud might ￿¢ur In the linancial statements and any potential iFKlic?tors of fraud. Based on this approach, we were able to assess Ihe ¢harily risks and engure the rlsks were consldered throughout all areas of audit tesb'ng. The audit team was prolEssionally Sceplul throughoul the audll and remairBd alert for Inaccura16 or misleading information. Audit raÈpon8e to rlsks Identifiod During th8 planning stage of the audit, the susceptibility of the charily to irregularities Includlng fraud was considered 8nd discussed with the audit team. No key audil iisk5 were identified relatin9 to the potentlal rlsk ol fraud ot ifregukrilies. Oui procedures to respond to rtsks idenlifEd included the lollowin9- roviewing the financial stslement disclosures and testing to supporting éocumenlalion to assess ¢¢mpllance wlth provisions ol relovanl laws and regulations described as having a direcl effect on the Ilnanclal statemenls., perlorming out-off iests lo ensure income is recognised in the approwiale accounting perlod., ènquiTing of management concerning actual and potential litig?lion and clalms- perfc)rmlng anaEylical Procedures lo identify any unusual or unexpected rek8tk)n8hlP8 that may Indlcate risk$ of malprial rnissiatem&nt due lo fiaud., obtaineij an understanding ol provisions ant1 hekj discu53v)ns with management lo undersland the basls of recognition or non-iewgnilion of tax proYish)ns', and In 8ddTessing the risk ol fraud through management override ol controls, testlng the Bpproprlateness ol journal entrp$ and olhei adjLFslments,' assessing whether the judgements made in rn8king accountlng 8slimales are indicalivg of a potential bias- and evaluating ihe business raI￿ale of any $ignllic8nt Iransacllons that arè unusual or outside the normal cour$8 of business. Audit tesling was comp18ted on a largeted sample basi5 based on our 888essmant of rlsk anrj materialily. Dug to the inherfjnl limilalions ofan audit. Iheie 1$ an unavoidable risk thal w8 may not have delecled Some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing slandards. For example, as wilh any 8udll. theré remalned a higher risk of nDri- detection of iireyuLqrities, as these may Involve collusKin. forgery. Inl8ntional omlssions, misrepres8nlalions, or the overFide of internal controls. Vve are not responsible lor preventing fraud or non-compliance with laws and regulatiPFlS and cannot be expected to delecl 811 fraud and non-compliance wilh laws and regulations. REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF WALK MINISTRIES A further descriplion of our respx)nsibiIiti￿S for the audit of the financial 5talemenls is located on the Financial Reporting CDuncil's website al www.IrG.Ql9.uklauditorsresponsibililies, This deseriplion forms parl of our Report of the Independent Audilors. Usè of our ￿pOrt Thls repoTI Is mad& Sole￿ ID the Ghaiity'5 Irustaes, as a body. in accordance with Part 4 or the Charitie (Accounts and Reports) Regulations 2¢J08. Our audit work has been underlaken so that we m&ht stale lo the chaTity'S truslees Ihose mallers we are requifed ID slate ID them in an auditors, report and lor no other purpose. To lh8 fullest extent permiiled by law. we do not acfjepl or assume responsi￿￿11Y to anyone other than the charlty and Ihe charity's liuslee$ as a body, for our audit woik. lor this report, or for the opinions we have formeii. Halen Tldyman (Senior Stalulory Audilor) fLir and on behalt of Sumer Audilco Limited Stone House Stone Road Buslness Park Stok8-On-Tient ST4 6SR 06 0% StAiem8nt of Fina forth d31Ju 2025 Unre8tiiCted fvnd Reslrtcled nd Totsl Tol81 2024 Nots$ INCONIE AND ENDOWMENTS FROM Donatlons and 10,295 10,295 10.268 Charllabl? A¢Uvltle$ RehabllhalSot) Employalllky Sk115 HousM)g InvéstJM6nl Inc¥me Other incomo 65,714 48,715 107.429 29,864 1.201,800 5.520 3,240 110.961 50.541 993,799 5.530 1,202,8LXJ Tolal 1317.433 1.369.149 1 173,V23 EXPENDITURE ON Ralsire funds 26.656 25, 20,629 GhArltAbl¢ o¢tlvltl•8: Rehabiltgtlon Employablity SkllL% Hou8inu 427,757 155.137 507,852 44.502 472.25Q 1S5,137 517,788 424,183 111.216 42&8(la 9,916 Ttytal 1,118.402 54.418 1.170.820 NET INCOME 201,031 112,7031 18&328 188,086 RFwn¢iliatlon of lunda Total funds browdht lotward Totsl lund¥ ￿rIE¢￿ forwar(I 575 070 763,398 757 718 575 070 There weie no le￿￿8£d galns or l(w8 fci 2025 or elher than Ih¢)sè IncI￿J&d in the Stsl4nent dFlnan(491 A¢dvities, All incom& and expen(*lure relale ￿ wnllntslng ac*vltles and there is no dlfthnce b&lwegn the ￿PDrterj an(J thol on a hi8toiical ￿$1 basls. lkne Ya Unrestr£&od Fun 202$ Total Fund$ 2024 Total Furbfjl Fund FIXEO ASSETS assets 13 304.084 CUIIREMfA88ET8 Dobiors cash albank 54.647 54.847 450,197 504.044 51.550 335,224 SBG,774 499.164 CREIJITORS Cr8dltor8.' AmrADl¥ fplkng YAlliTh one yeor 16 {66,40n 166.40n 157.9051 NET CURREtIT AFSETS 432,757 5ffj80 438.437 TQTALA8SEfs LE86 CURRENT LIABILITIE8 813.7SG 819A3 892,DJY CREOITORS unts aftermm lh￿ on8 yOaW IS6,OJ91 {66.0301 11170631 N£TM8Ers 757.717 5.680 070￿70 PIJNP¥ Lknre8lri¢t•d lund6 ReÈtrkl8dknds 19 757.717 5,880 763,3gr 556fib7 575,070 The Iiuots•9 gGknrrt¥18￿0 i￿1r rotyonèlNlltt•s for ensurkng Ih?tthe£hath*&Y& comm malnlplnj gcryunlKw ￿￿01￿* in o)mpt18nBé whh charfl￿$ 60RP IFRS 1021. $ts*rnents w8re approved ty th? 808rd olTruSloè8anOa￿ho￿Jed on.._ . *mdwèrè ¢n If$ b&haWby'. Wiyn¢ Gough TnMtEe Ik Mtnistri talemoni of Cash Flows Ended 31 J 202S Noles 2025 2024 Cash flows from operatlng actlvitios Ca8h yonaraled Irom OF¢rati￿$ Intsresl Paid 326,530 9,562 227,001 10.482 Netcash provlde¢J by operating acli¥ilieB 316.968 216.S19 Cash flows from Invgstlng activitigs Purchase of langlble fixed assels {13B.995) (54,2661 Net ca8h used In investh)g 8Ctlvllles 138 995 54.266 Cayh flDW from finaftelng ac1Mlles New loans in year Loan repayments irtr yeaT Inlerest InGurftd In year 172.6611 9,563 (13,052) Net cash (used Inyprovklod by financlng actS¥lties 2.792 Char￿e In cash and ¢y¥h èquivalents In the reportlng porlod 114,075 159,472 Ca8h and cash •quivalonts at the beylnning ol Mporting perlod 336,224 175,752 Cash and cash èqulvalonts atthe gnd of roportlng period 450,199 1 AECONCIUATION OF NET IMGOME TO NETCASH FLOW FROM OPERATING ACTIVITIE6 2020 2024 Nèt Inoome for th• rfjpurtlng p•¥lod (as pwtho 3l•tomant of Flnan¥lal Actlvlllosl Adjustments lor.. Depre¢hlknn tharo Lo88 on di¥ky)sèl olfixgj a$46qS lfitor•st pald Decr¢4*J(intre￿Tr ID . Walk Ministrles Is cla88ifl8d as a pubkn'c benefit entity undèr FRS 102.The flnanoial $18temÉnts have been prepared under the historic*1 c08t convenllon. The financial statements ar8 wepared In slerllng, wh￿h is the functional currency OF the entity. Critical ac¢Juntlng iudgemenls and key source5 of estimation un¢ertainty In act))rdance with the Statement of Recommend8d Practices ISORPI guid811nés for larger charilies, tho ¢rilical accDuntlng ludgmenls and key Sources of estimation unc6rlalnty dlsclosed In our flnandal statements are as follows.. Detem)Inalion of Useful LNes and Residud Values of Flxed A8sels. In the depreaalion of tangible Ilxèd assets, the Iruste88 have exerclsed judgmenl lo determlt)e the estimale¢J useful liv8s and residual valu?8 Ihat they conslder most appropriate. These estimates are revlewed on an annu basis and are adjusted if necessary. The 8dJUStmenls are infoTm8d by the wrparison of e81im8led useful ]￿e5 wllh those of slmilar charitable organizations, as well as actual 9xpeii8nc85 01 asset life and residual values. p2rtlcularty in light of asset dlsposa15 recorded in bolh Ihe current and pr8ceding finan¢i81 p6rtiJs. Recognllwjn and Measurement of Prwsions.. The chafity mak88 provlslons for a88gt dilapidalion and potential conlingenoios. which necessllate management's best estimate ol the an￿e[pated Gosls based on current legislatlve and contractual oblbJallons. These estimates aro pivoial in the re¢ognlllon and measuiemenl of provisions within our flnanclal statements and invofv a high degree of judgment and complexlty, partLularly in ass88sing the future obli9¥llons of Ihe charlty. Th88e crillcal judgments and aslimalions are signlflc8nt as they Smt>act the r8POrted amounts of assets, liabilities. Income. and 9xpenses, reflecting the trustees, and m8nagemenl's b081 undfjfsiandiny and assessmenl ol the charit($ finanryal Condit￿1n. W4lk Mlnlulrl Noie$ to th neial Stateme for hè Yèar Ended 31 Ju Z025 n*lnu•d 1 ACCOUNTING POLICIES- contlnueil In¢om• In¢cme r¢¢elved in &lvan¢* for 88Nlce81g d&ferred until the 1)Il$rla for sn￿￿& rec¢•Jnttlon aro satlsfled. Donated prof6&8ional 80rvJct8 and dotiat¢d fa¢lMU86 are aCkn￿O￿ge￿I as inciTh when Walk Uinislries gans ntrol owor Ihg korr*, all condibons with the donati¢n have been mrf tha re¢&lpt ot o￿nomiC n8fits from the use of the it¢m by Walk Minislriès 18 probawg. 8nd that 8(t)nomk b8r￿fil opn be measyrgij reliably. In linè wllh the Ch￿11￿89 SORP {FRS 1021, Ihe voluè Of genW￿ volunlg8rtlmb Is not r0cogniz8J. hftoits infowmation about tsir ¢onlribulbn$ Can bg found in the tru8t885' &Mual report. up£￿ ￿c91p1, the vslu8 ol don#ted prtsfessiond tservI￿$ and fae]b￿08 18 iewnlzed t)88ed on thè valug 10 Wak MiN¥bles, Ythch is the amount OTgan180tion woukj h&ve ￿li￿lY pihj to (knla￿ s¢rvlcos or la(alilB8 o1￿￿¢￿81enI econom￿ bonefil on the opon markèt A ￿￿ondIng amount Ih8n I0￿gniled as exFendSlwe in Ihg period ol it￿lP¢. Inter98t incDm8 from fund3 ￿ld on deposit 15 incbJd&J Wh￿ 1118 fBcaiYaLI8, and the am0￿1 can be m¢Asured reh'ably by W8Lk Min18tr108'. this iTriC8lly 0¢￿r$ up)n nolificalKJn ol th8 interest paid or payable by Èhg bgnk. Funds arg ¢*8goris8d as unr8strictod, desigrole¢J, or restrfdod basefJ on th8 donorfs 5￿c￿l¥￿0n$ orlhe Irusleel dI$￿ell￿n. U￿881racted lunds aro freely avalPdbio tr use In ary of Walk Ministri8S' acdvi116s. d88lgn8W l￿d8 ate unrestricl¢d luThJs sel asid* for a spo¢ific purpo8e, and reslricled l￿d5 are oaimarked by donots lor specifi¢ Pr4￿ts or area8 irf wk. Expondiiur• Exp8nditure 19 r8cogni88d on an &c¢rual basis as liaErflill&s am in¢urr&l. TIK8 indtyjes any VAT that ¢anfl￿ b ful￿ tg¢4vered, whi¢h is r8wrt8d as p8rt uf the tdated expendllure. ¢harftab￿ 6yp8ndituro oncompa58es eosls incurr8d in dtrlivering the charws a¢tMtIo8 aThJ Serv*￿8 lo beneficiawio$. cov*r$ b)Ih cDsl$ Irectly agw¢latèd wilh 8uch ar￿￿tIeS and iThJiwct costs neo$sary to 5UPPDrt Ih8m. Suppcrt cosis knfAudg IF￿80 8xpens98 diifj¢lW supporbng charrfy'8 obj8cli¥trs, such as prie¢l managthnant. Wh8r8 costs ¢annot h dlrody attributed til parfl¢￿T headlNJs thay hav8 ￿en allocated lo actsvi1195 ¢)n o basls con$i*nt with the uge of re¥ow¢e¥. Grants ¢)ffèrèd subi8¢11o condi1￿n5 whKh have rKJt t*•n m6t al Ihe ye8ren¢J date are Th)t¢d as a coM)Ibn￿l but not accrued as ¢xpendllur¢. Ral6lng fund¥ ExpondÈtwa Incur(ed on rai$4ro lunds knC￿dad th08e kncurred In: 809￿ng donatitsw, grants, and lega¢ies Expendl¢ure on ¢h•rttabh aellvlll Eyndilurfr on charilabl? adivits8 In(Auded all ¢o$ls InwrrÉd by Walk MI￿1￿0$ In undertakiTrJ a¢liviks that ffijrther1￿ chafftAbkn 8iTll8, kn￿1￿￿1￿g 8upport Cost￿ and diT8d service costs. Adthlbnd 8ub-h&adno8 aTe u8od to ehow sn ￿&SyS1$ ol d)aiitabf8 aclivili8S to identfy dl dgnlficant eherltoble oollvrtitr# undgrtd(Èn whkh hav8 been ravl8W8d in th8 annual IrLtslees' report. Walk Min>rle8 emen for the Year End 31 Jul 2025 1 ACCOUNTIMG POLICIES - Contlnuod Tanglblèflx•d a￿ts Tanglblo a88el8 8re inmially recorded at ¢ost and a￿ $ubsequenlly slated at Cost les8 accumulated depre¢latlon. Deweci9tion Is tharged frjr a full year In the year ol aGquisilion. OeprecLatlon18 provided 81 lh& follo￿ng amual rates In order to wdle off each asset over its eslimated usèful Ilfe.. Freehold propety. 2% Straight Line Improvements to Property- 20% Slralyht Un8 otor vehl¢les- 33% Reluang Balan¢8 Plant & Machinery- 20% Slralght Llne r 33°h P&luokng B818n¢é Taxatlon Walk Mlnl8lrks Is exempl frcm cOrp￿￿19n tax on 118 ¢h8Yit8ble 8c¢lville Fund accountlng Unrèslrkted fund8 can b8 vsed in accordance wSth Ihe charitrAble objeclwes at tho d18crellon of the tr￿lee5. Resirlctèd funds ¢an only b8 us8d for particular restri¢led purposes within Ihe ob￿ct8 ol ihe charlty. Re8trfctlons ad66 vthen spe(4fi8d by the doThx ¢x when fuThd$ are raised for partlcular re8trl¢ted purp￿9￿. Fwiher explanatlon of Ihg nalure and purpo8e of each fund is incbjded in Ihe n(rtes lo Ihe ffinan¢lal 8lalemenls. Hiro purch￿8 and leaglng ¢ommltm•nts Rertals paid urtd6r operallng leases ara charged to lh& Slatement ol FlnanGial Activrti99 on a slrgighl Une basi8 over the pertod of the lea Penslon ¢osts and othor pt*t4ell¥em•nt bonoflts The charflable cthnpany operates a defined ¢onlrll)ullon pensK)n 8ch8me. Conlrlbullons Payab￿ to th& charitab￿ companys ptsn8kpn 8¢h6me are charged to the Slatemenl Df Finanual Adlvttle$ In Ihe perlct1 lo whth Ihey relate. nl 25 iN8d 2 DONATIONS AND LEGACIES 2025 2024 Don&t￿n$ Gfft Al(1 io.oco 295 10,295 9,995 273 10.26B Thè h¢omo from donations wa3 £10.000 (2024: £9,995), of £10,000 (2024: £9,996) wa8 unrestrldoj. The charlty is graieful for all donation$ made in 2025. The chafity benefits from thè bnvolvgmenl and $uppL)rt of Its VOIL￿teerS, d8lails of whEd) are given in our annlral reporL In accordance FRS 102 and the Charities SORP IFRS 102). Ihe econom￿ ¢ontrlbullon ol geneTal voluntèers Is not recognlBed in thg account5. 3 INVESTPIIENT INCOME 2025 Renls ReCe￿d 5.520 5,530 The investment In¢ome wa8 £5.62012024'. £5,530). TrM5 inc￿& has ari8•n from rent of an offle buKdiry and conference room In the Walk Centre that available to ronl. The prop81ty wa5 leased, but w88 purchased vla mortgag8 duflNJ the financial year and the in¢onw 15 re¢Dgnix•d on a 31raighl-1Sne b8919. Direct expenses relatèd to propoty maintenance and managgm•nl are fttPOrt8d sepArateW. 4 INGOME FROM CHARITABLE ACTIVITIES 2025 2024 Rehat¥Malbn Employabllity sluls Hou$ing 107,429 29,864 1202,800 1,340,093 110.981 50,541 993.799 1.155.301 Ineomo on ¢harilablg ￿tiVitieS was £1,340,09312024,. £1,155.301). InclLvJocl kn the abovo18 Hou8lng Benefit Income of £1.202,800 (2(Y24.. 993,799). . ContirHJ 2025 Z025 stqlGo$l$ 25,b 2D.379 25A5 ft￿&01¥￿9 warvJiwrewaÈu5,o￿1X24'. 20mg). TtR%aTh¢JuNl¢orn efforfsio IDnalkni or•rts, 8￿j1e9￿GLQS. 6 CHARITABLÈ AC7MTIE8 COST8 GyAnt￿ndIr¥J Support ToLql 2025 TOMI 024 0￿1 RÈhabllWaiion Tywai#wsdlÈ 6, 7&691 46197$ 13,OD 471259 424,18S 155.187 giYYe• 428,0c4 1 745 1¢4 *4,0f ?OD 132 ExwdNur•oDthrfI8Ne ac#YWeswo5 £1.146.184 PL124- tw4,ri)81. É04,418 wa6iasmcl￿ FO24.￿.63•. IncbJdEd inlheobw1& F*u8lw ¢T£461,97812024- Wq735I. 7 GRANTS PAYABLe 2026 2024 Rthatlll¥lloTh ¥UPPORT COSTS Qenefal FlTr8f*C8 Go¥wThènce Coa$ Total Tokl 2￿4 Reh￿7￿￿10 ErwlwJLI￿1YS￿Jlts Houlng 140.612 7ts,&)3 4,780 2,391 17,SD4 3,762 01,446 J7,874 301b 132 221467 Th* bydetemlrthg w￿¥46$¢￿Al¢dYAI￿l1s 5LVPNtfunclkn% 8￿j1￿J￿1y.ttVrWI￿￿ ￿￿8¥pÉnb&$ ￿kod b>gtyvem￿.Atsr 1sd&llN￿q0￿Mart&i4•19￿ thg MmI￿n9 co*$forsuwl, alm9￿1th tIK•govUnoncee￿rbS05. 8* d￿Irfb￿•Y2MQryt￿]I￿e¢ Walk IA'rdstri65 Flnartclal Statements. Contin OT Ihe Yg8r Etmled 31st J 2025 9 NEY INCOMEIIEXPEhlDITURE) Net incomg11gxpenditurel r6 Stated after ¢hargIn￿(Cre1￿1[n9).' 2025 2￿24 Audiltrrn, Yemuner*don Depreck3tion- owned 838et8 Olhor opeMlln9 I￿8¥ Del￿11 on di8ptssal of fixed assets I1￿m6 from oporatlng leas¥s 13.oc 112,748 12,368 90.643 9.312 6,520 971 10 TRU8TEES' REMUNERATION AND BENEFITS Thw8 was no tW5tetss' remunerauon OT Oiherb8n8lM8 for Ihe year ended 31 ju￿ 2025 Tr)r Ihe year gndad 31 July 2024. TrustO•8 oxp•n8e8 The tW8te08 expens8$ pald for t￿ year •nd•Y 31 Juty 2025 were £1,321 Forthg yo8r ond8d 31 Ju 2024 there wa5 a lotal of £212. 11 STAFF COSTS 2025 2024 Salaries and wagès Social S?￿rity Pfjn6Ions Cosls 314.167 20.740 203.152 9.581 Ono mèmber of gt8ff had a sahry In ex¢ess of £60.000 12024.. 11. Penslon ¢08ts ar8 allocated lo advltles in propJrfiM to the relatsd slath'ng (0818 kn¢urred and arè chaiged lo ￿reStricted funds. No ¢harity Ill￿188 re￿IVed paymenl for wol8$6larvdl orolher serv￿5 suppl￿d to the chathty12¢y24: £nlll. The key managèmet)t wrsonnel comprise ofts¥tr Chief EXe(XJl￿e Olfi¢¢r8. Thgrè w*6 no erWDye8 kfjnèfi18 pr￿d￿ to key management personnel durSng lh¢ year12tr24= £nlll. The average mnlhty number of employees duriry th8 year wew as foltow. Emptoy8d8 Tru8tee8 2026 2024 14 15 18 20 W H( mln1slr￿S in q2 COMPARATIVES FOR THE STATEMENT OF FIPIANCIALACTMTIES Unrg8trict8d lund Rtrslricted fund Total lunds INCOME AND ENDQWMENYS FROM Donations and log￿leS 10.2e8 10.2&8 Charllablo a¢Uyltl•8 Reh8biMalton Employability 8kHIs Houstng Inv68knenl Incon￿ other Tot41 6.402 50.641 993,354 5,530 2,524 1,1)68,619 104.659 110.961 SO.541 993.799 5.530 2,524 1,173,623 445 105,OC4 EXPENDITURE ON R8i8ing f￿dI 20.629 20,629 Choyilable acllv(ty Rehablllatlon Employabiftly Sk1116 Housinu Total 67,729 424,1&8 111.218 428,609 9S4,637 111,218 423.899 NET INCOME 176,621 12,%5 188.988 RECQNCILIATIOM OF FUNDS Total funds biou9hl forward 380.066 6,018 386,064 575 070 Wallo Mw¥stiie$ otes to the Financial Statemen 01 the Yeat End6d 31st J 202 nlmiue 13 TANGIBLE FIXED ASSET8 Imwov8menls lo prop8rty Fr99hold propgrty Plant and Machlnery Molor Vehtdes Total fur¥J8 COST At 1 Augusl 2024 Addilitsns DkspE)sals At 31 July 2025 184.T46 297,644 70,766 129.554 37.730 43.641 45,859 30,500 657,eiJ3 138,995 43,841 752,757 184.746 368,409 78,159 DEPRECIATION Al 1 August 2024 Chargo for year Ellminated on di8POS81 Al 31 Juty 2025 7,3 3.69S 170.474 72.684 81,046 22.500 34.5291 89 243.158 ￿17 34,129 13,869 293.539 112,748 34.529 371 758 11.005 NET BOOK VALUE Al 31 July 2025 125251 127 170 380999 177356 11.530 14 DEBTORS.. AMOUNTS FALUNG DUE IMTHIN ONE YEAR 2025 2024 Trad8 d8blors Pfepaymenis and accrued income Olhor debtor8 22,066 28,468 4,115 28,366 19.593 15 CREDITORS: AMOUNT8 FALUNQ DUE WITHIN OME YEAR 2026 2024 B8nk lofins and oyerdrafts {$éè nole 17) Trade creditors Socjal Se(￿ritY and other taxes 1.848 15,615 3,021 10,985 5,277 15,988 22,074 57.905 other uedllors AccNa18 and dèfwfed lrnome 10,124 31,418 66,407 16 CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR Bank loans ($eo note ln 117.863 202S 17 LOANS 20 An ana￿￿5 ollh8 maiurliy of loans 15 bEfow.' Amoun1$ tsIKr*J du•wiihln on d8mand- So¢ur6d bank loan Amounls lalllng belweon on• and trth>year8.' $9curgd Bank loan$- 1-2 Amunls fa15ng due bEkneen aL*J fwe yeaTh'. $l¢Ur￿ Bank loans. 2.SyeaTs Amouni8lallin J duo kn mora than five year& 6 3021 3.276 11.585 Repayatle by ifistsknents.. Sar* L¢An Over 5 yea1$ 18 SECURED DEBTS The foIrJ￿g t0¢￿red d8bti af• thdud8d wethitys: 2025 gank Logns 120 A MortaAgo of E57A8512024.. £120,884) * $￿Wed agaln5t Iho propety al PhogniK Street roi a peiic*l of 26y¢th¥. I￿￿￿8￿ aro 8gir•G&te 8mount¥ of£47.21112(Q4.' £103.0021 ￿khI&ll$ duo 8n8r￿Ve year$ and whKh ate rppoyable by monthly In$tahnwhl5. Th& Inte￿51 ole16 3.2VAPR bas8 r8to. rmnlhty in*l*ln￿n15 ￿¢ Ouble￿t0 ¢hang8d8pèrtd*)i on tho ba89 nunued N81 IAovemwlkl J8 19 MOVEMÉNf w FUMYJ AIOI.9.24 Al 31.7.25 Unmitrkt•d lund• 0￿6raI￿nd S$6,6b7 201,031 707,718 R941rlGtqdfwdG Fvthbi￿htff0￿t3l 1È.a83 112.7ffJl s,ieo IOTAL FiWDS 788 y98 r*¥wrc •YP9nd￿j In r•otr1rt9dliindS Genei81 Iw¥J 1.817,433 {1,116,402) 261,031 R•tstri6t•d FuArtS brouohllcmr 41.715 154.41BI 11?.70a Totsl Fvr .170.820 AoJrfenLy8ar 12fflonth& 12 pjswon l# i>fUll￿.. . All.9.23 movem￿￿11Th AtJl.7.24 UrKe•trkle41 Gener4fvnd o,oee 1nM24 66e,eB7 RpBtrlGt¢dfund• FLF¥Js bM*1kir￿ard 6,01¢ 11385 18.383 TOTAL FiA4D8 575 070 N&tmowwn•ntin Inelud•d Inthealbrv4p arva7 follows 2024., I￿oMi Rasourco8 &¥p4xi¢d IAovernenf IDfuTh Lhbr•sith*d fUMd$ 1,C4&619 1891.9PB) 174621 R•itrlCt￿ fvnd• Furndo tF¢whttoN•r 105,004 (W2￿39) I￿66 TOTAL PUIID 198￿86 Walk ￿r*Str. £ternenls- Cur 11 MOVEMENThN FUPIDSAT 31I7.28- oorrtlnue At01.8.23 At 31.7.26 I)f￿￿8 Unr•th¢tedlund¥ Ger￿1 fur geo,086 377,652 757.719 F￿d5 bra￿￿1 fward 6,011 13381 TOTPL FUNDS 386 877 316 Awf¥en¢yw 12 morlhÈ éhd prf￿￿r 12 MC￿￿$¢¢￿b￿￿nl movemen1knf￿rfS, Incl￿38￿ In I1￿ al￿• foll I￿rning6 R￿￿r¢e¥ io fvnd$ U￿r￿tT￿l*d lund G£nera1 385,01> Q,DO8O00 377.fl R•$tyi¢tod lun ndi br¢ugM l)ThYard 148.719 1147.067) TOTALFUND8 2532772 155.4 J77 315 re*ihè Y 2(t RELATEO DI$CLQSURES Iheyeof. WanlAthrA&ts￿5 und*lt)*kn8adi0rffjwlh￿ht¢d prbg8 •• dè8Crt*d ba￿. Th88• CDrwJwiedon terrn¥ ihe parfiesand arèrtytr18d In Ilngwllh llxchwili￿ SORP IFRS 102) g￿k1￿lAPs0n ¢Jwb¥wool re￿10L1 P8T1Wtr8￿￿¥410n5. Lld IscsJn81d81è0 a rd8tfjd pyty8$ E&t4aid* dI￿LI(￿s ol merMcea￿ R¢lurtrxshm8rdLld. s EQsol WAlk Mhl4rf¢>Thèlotal goodts and MrAcé$Sc4dbtall￿ £0 IZ024. £97,9￿> 31 J￿￿{20￿. ¥er*hXB of£7e,327 w8ro wvidthj ChhfExth*ifvo OfttC6f, and payMI8 ￿re m8dDto hlm Pers￿•￿. lknCeo￿ Pro$￿￿8 Ud ileons￿er8ts a Mfated pjty ao $knwn Edwa￿&, dr￿*101H0ronc*a￿ PropotbOS Ltts, tEo cIWalk Mini&liies. piim$rytwaeAWirrf￿ith H#r0￿￿￿ Proporbev* Ltdwr• l)rmnt• p*dtsJrfng th?yp8w. Thp lo￿ fÈg$lor 58Nices yovbjed byHeronceBu fvopeTl*s Ltdomrwrtl) È2&.th212024.£6.8931. 21 POSTBALAN¢E 8HEET EVEMf8 (Xhorthanth05edknEl0￿d in If* IrusteBI repxL knF¢Yieie no M&¢Will1￿•￿I$ Uplts thodat8tM fln•rn¢*i st•*meN&IV8rB apwoved PAwdafyrust￿￿. 22 LEASE COMfiiTMENTS Thtrchorily hos EThter￿ le85eAgrofftrnt&f¢r rfjht￿ proport195 and ¢•[1￿+. T1*tr)￿ fui¥r8 mlRhwm agreements a￿&5 Idlu￿., e3e4.687 (2024. £aTQ726