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soulscape
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||||
|---|---|---|
||Reference and administrative details for Soulscape
1||
||Trustees report
2||
||Objectives and activities
3||
||Achievements and performance
4||
||Our Projects
5||
||Feedback from Staf and Students
10||
||Plans for the future
11||
||Public beneft
11||
||Financial Review
12||
||Remuneration policy for key management personnel
12||
||Investment policy
12||
||Fundraising policy
12||
||Reserves policy and going concern
12||
||Risk
12||
||Statement of Trustees’ responsibilities
13||
||Independent auditor’s report to the Trustees of Soulscape
14||
||Financial Statement
15||
||Use of our report
17||
||||
||||
## **Soulscape is a Charity registered in England and under number 1169989.**
Soulscape began on 10 January 1996 as the Wokingham Area Schools’ Christian Workers Trust, established to support young people in schools and the wider community. Over time, our work grew and evolved, leading to the creation of Soulscape as a Charitable Incorporated Organisation on 2 November 2016.
With the approval of the Charity Commission, all assets and responsibilities were transferred to Soulscape, and the original Trust has now been formally closed and removed from the register.
Today, Soulscape continues this legacy, guided by our Constitution dated 24 October 2016, as we support and journey with children and young people creating space for them to explore life.
## **Board of Trustees**
Sarah Burbedge (resigned August 2025) Geoffrey Hulme (Treasurer) Jonathan Newport (resigned June 2025) Nick Hudson (resigned June 2025) Railton Blyth (resigned September 2024) Dave Clarke
Clare Hooper (appointed December 2024)
## **Executive team**
Nick Barnett (CEO)
Michelle McLeish (Relationships and Operations Manager) Graham Preston (Finance & Resources Manager)
## **Charity address**
The Emmbrook School, Emmbrook Road, Wokingham RG41 1JP **Bankers**
CAF Bank, 25 Kings Hill Avenue, Kings Hill, West Malling, Kent, ME19 4JQ **Solicitors**
Blandy & Blandy LLP, 1 Friar Street, Reading, Berkshire, RG1 1DA **Examiner**
Geoffrey Hulme, 25 Wiltshire Road, Wokingham, Berkshire, RG40 1TS
1
The trustees submit the annual report and the audited financial statements of Soulscape for the year ended 31 August 2025.
The financial statements comply with the Charities Act 2011, the Charity Constitution and 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 2015).
The objectives of the Charity are to empower children and young people’s to flourish and live full and positive lives, developing resilience towards the pressures that they face, discovering new ways to think and express themselves, so they are transformed and equipped to transform their world; and to encourage and support the teaching and learning of Christian faith, values and spirituality in schools.
Soulscape is a charity committed to supporting children and young people’s physical, mental and spiritual wellbeing. We work with schools, children and young people themselves, and other stakeholders in a partnership of mutual respect, input and benefit. Rooted in and inspired by Christian values but serving those of all faiths and none, Soulscape’s approach is rooted in a conviction about the dignity and value of every child and young person, and that each child and young person should be the object of unconditional love and acceptance.
At Soulscape, we create space for children and young people to explore real-life stories — and to share their own. We invite honest conversations, helping them hear different perspectives and reflect on what they believe and value.
Through creative media, we enable children and young people to express their thoughts and feelings on the issues that matter most to them. As they take part, we encourage active learning, confidence and a sense of ownership over their journey.
Our heart is to see children and young people grow into who they are made to be - resilient in the face of pressure, secure in their identity and empowered to live out their full potential.
Soulscape works in partnership with schools to create space for children and young people to explore the issues that matter most to them. We listen carefully to what they are facing and walk alongside them, offering opportunities to reflect, express themselves and discover their own voice.
Being a teenager has always had its challenges, but for children and young people today, the pressure can feel constant. Social expectations don’t switch off, and online life can follow them everywhere. Bullying can reach into their homes, while academic demands continue to grow.
With pressure to keep up appearances, stay constantly connected, achieve, look a certain way, say the ‘right’ things, and support those around them, many children and young people are carrying more than ever before.
We are seeing the impact of this pressure in the lives of children and young people every day. Mental health challenges have risen significantly, and many children and young people are struggling to cope.
Even for those who may not reach a point of crisis, there is often very little space to pause, to breathe, reflect and make sense of who they are becoming. Yet this space is a vital part of growing up.
Children and young people don’t need another voice telling them what to think or how to fix themselves. Instead of adding to the noise, Soulscape creates space - space to slow down, to be heard, and to explore life’s bigger questions.
We offer opportunities for children and young people to reflect on their experiences, connect with what’s going on inside and use their voice. In that space, they can begin to make sense of their world and discover who they are.
- Listening to young people’s ideas and requests about what they want to discuss, whether that be self-harm, pornography, or how to make good decisions.
- Running workshops on these topics in their schools, where they can explore, debate, reflect and express themselves through the creative arts.
- • Helping schools in Berkshire to run an effective PSHE and RE curriculum.
2
3
Young people in 2024/25 encountered numerous mental health challenges influenced by social, economic, and technological factors.
These challenges include:
- Increased screen time and social media usage: This has led to comparison culture, cyberbullying, body image issues, fear of missing out, pressure to curate a ‘perfect’ online life, and exposure to distressing global news and misinformation.
- Academic and career pressures: Rising competition for jobs and university placements creates stress and anxiety. Economic uncertainty and the cost-of-living crisis make future planning overwhelming, while the pressure to excel in exams and extracurricular activities can contribute to burnout.
• Financial stress: Young people struggle with rising rent, student debt, and inflation, impacting their mental well-being and leading to feelings of being ‘stuck.’
- Post-pandemic effects: Many young people find it difficult to rebuild in-person social skills. Remote learning and work have reduced faceto-face interactions, and the breakdown of traditional community support systems leaves young people feeling isolated.
- Lack of mental health services: Long waiting lists and a shortage of mental health services leave many without professional help, while stigma continues to hinder open conversations about struggles with anxiety, depression, and other conditions.
- Concerns about climate change and environmental issues: These contribute to stress, helplessness, and eco-anxiety. The feeling that governments and corporations are not doing enough can lead to frustration and existential distress.
- Pressures surrounding gender identity, sexual orientation, and cultural identity: These complicate self-expression, especially in an increasingly polarized social and political landscape.
- Wars, political instability, and global conflicts: These create a sense of insecurity and stress. Constant exposure to crisis news contributes to emotional fatigue and distress.
A survey conducted by NHS England, supported by data from the Office for National Statistics, shows that in 2023 around one in five children and young people aged 8 to 25 were likely to be experiencing a mental health condition.
## **This figure has been increasing since 2017, particularly among those aged 17 to 19.**
- Recent NHS data indicates that the number of children and young people being referred to emergency and urgent mental health services continues to rise. Many of these young individuals face long waits for support, sometimes for months or even years.
- According to the Office for National Statistics, suicide remains one of the leading causes of death among young people, particularly among boys and young men.
- Research highlights that self-harm remains a significant concern among children and young people, especially those with probable mental health conditions, where rates are considerably higher.
- Research by YoungMinds shows that the rising cost of living in the UK is putting significant pressure on the mental health of children and young people, with a large majority expressing concern about their ability to earn enough to support themselves.
- We continue to see these challenges and their impact on children and young people’s mental health through our work in Berkshire schools. With demand on local mental health services remaining extremely high, and long waiting times for support, it has never been more important for Soulscape to provide Tier 1 early intervention and prevention services and to promote wellbeing.
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5
tier 4
Specialised inpatient CAMHS and intensive community treatment services
Specialist multidisciplinary outpatient CAMHS teams
A combination of some specialist CAMHS services and some community-based services, including promary mental health workers
Universal non-specialised services consisting of all primary care agencies (e.g. GP’s, school nursing, health visiting and schools)
tier 1
Early support can make a life-changing difference for young people. Yet many schools are facing increasing pressure, reduced budgets, fewer universal services, and the ongoing demand to evidence academic outcomes - all while responding to growing mental health needs. It’s an overwhelming challenge, and one that continues to leave gaps in care.
## **This is where Soulscape steps in.**
Our staff and volunteers are uniquely placed to notice when a young person is struggling and to respond with compassion, care and practical support. Whether walking alongside them directly or connecting them with the right support, we aim to ensure no young person feels alone or overlooked.
Over the past year, we’ve had the privilege of journeying with over 5,000 young people across more than 30 schools, delivering ten different projects: REAL, Revive, Object, Mind The Gap, More Inside Out, Fuse, Cake, Give & Take, Mentoring and The Lounge. In addition to this, we were supported many of the 105,000 young people at Reading Festival, contributing over 2,016 volunteer hours on site.
Each conversation, each safe space, each moment of connection matters and together, they are helping to shape a future where every young person can thrive.
REAL stands for **R** elationships, **E** steem, **A** spiration and **L** ifestyle. REAL lessons provide space for young people to explore real-life issues that concern them; for example, ‘How to cultivate Beam
me
up
Heidi… good relationships by the decisions they make’, ‘consent’, ‘sending or receiving nudes’ and ‘reflecting on their self-esteem’.
REvive helps schools bring the RE curriculum to life.
Our church walking tours support the year 7 curriculum and bring a real sense of community as school staff, students, Soulscape staff, Soulscape volunteers and local churches join to visit churches in Wokingham.
Mind The Gap is a Soulscape project designed to help young people make a happy and successful transition from primary to secondary school. For more than ten years, Mind The Gap has provided support for thousands of young people – through this project, we have now worked with almost all the current secondary school students in Wokingham Town and more in the wider area.
6
7
Fuse is all about being part of a community. It’s an ideal project for Year 7 as young people start their journey in a new school community, giving space to think about what being part of a community looks like and what that means. A project about caring for ourselves and others! We explore what it means to be kind and to care of ourselves and others, as well as how the ways we communicate can impact all of us within a community.
More Inside Out was created to support young people, focusing on their wellbeing and enabling them to express themselves through art without necessarily having to find the words. Art is widely recognised as a therapeutic process across a range of mental health needs as well as a means of building a sense of community. The aim is to work with Year 6 students who will be transitioning to Secondary School and need a boost of self-confidence, may struggle with anxieties, have a fear of failure and/or struggle to express themselves.
The Lounge is a space within school to “come as you are” and step away from the pressure. The Lounge is run by our trained volunteers and Soulscape staff, who are on hand to chat with any student who wants to talk. It’s a space to share what’s on your mind, process what you’re feeling, or just to take some time out from the pressure and relax. We believe that creating a space like this within school is the ideal scenario, as all the young people are already there and can easily access it. Our experience is that school can be a pressurised place and young people really value a place to rest and reflect during the day.
Soulscape’s trained mentors work with students in primary and secondary schools. It’s an opportunity for young people to be supported one-on-one, prioritise their mental wellbeing and personal development, and talk through whatever is on their mind before it becomes a bigger problem. Many studies have shown that a stable, trusting relationship with a significant adult is the biggest factor determining how well a young person navigates through life. Parents, carers and teachers are obvious potential role models and sources of support, but not every young person has these in place.
Festival Republic have introduced AIR Hubs to Reading Festival which is mostly attended by 15 to 21 year olds. The purpose of the AIR Huns is to provide Assistance, Information and Response to those attending the festival, running 24 hours a day for 6 days. Soulscape has been running Air Hubs for the past 2 years at Reading Festival and in addition to assistance, information and response, provides wellbeing support to festival goers, many of whom can feel overwhelmed.
CAKE is Care And Kindness in Education. Teachers spend a lot of time with young people and are often under a lot of pressure in their role. Food is something that brings people together and on cake day in schools, staff enjoy gathering together in the staff room. Our teams of bakers produce wonderful homemade bakes to deliver to the schools. A practical way to show kindness, letting staff know they’re appreciated.
Give &Take engages students in creative, interactive discussions about what people might offer to give them – and what they might take in return; giving love and respect or taking advantage; how giving drugs to others can take away their freedom. Using video and conversation, we explore positive life narratives, decision-making, and resisting peer pressure. We don’t lecture; instead, we encourage selfexpression and critical thinking. The goal is to help students build aspirations and consider alternative lifestyles. By addressing risks early, we aim to prevent future vulnerability to exploitation and addiction, fostering resilience and awareness through collaboration, creativity and meaningful dialogue rather than authority-led instruction.
Object explores the issues around pornography through classroom discussion.The thoughtprovoking presentation examines the issues raised by the increasing and instant availability of pornographic images on the internet and the damaging effects this may have in young people’s lives and relationships.
8
9
Our CEO and Operations Manager remain active in local advisory groups, Wokingham SACRE (the Standing Advisory Council on Religious Education); Community and Faith Sector Steering Group – Children, Young People and Families; and Chaplaincy And Schools Work Around Reading
We continue to outsource our communication to Fresh01 Ltd, a digital agency, who meet all of the charities marketing, social media, website, publishing and other needs.
Feedback is received from students and staff to enable the trustees to shape the work of the Charity in accordance with its purposes and resources.
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**----- End of picture text -----**
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**Head of RE, Forest School**
Our future focus is on reaching more young people earlier with the support they need to thrive. We know that early, relationship-based intervention makes a real difference, so we are committed to expanding access to this support while continuing to listen carefully to young people. Through regular forums and feedback opportunities, we will ensure that their voices shape our work, keeping our projects relevant, responsive, and effective in addressing the challenges they face.
A key part of this vision is the continued growth of The Lounge, building on its success by expanding its presence in schools and strengthening it as a core model of support. By creating more safe, welcoming spaces where young people feel known, understood, and connected, we aim to reduce isolation and improve emotional wellbeing. Alongside this, we will deepen our work in Reading and across Berkshire, developing stronger partnerships with schools and collaborating with other organisations to play a leading role in supporting young people’s mental health across the region.
Strong partnerships and financial sustainability will be essential to achieving this growth. We will continue to work closely with churches to recruit volunteers, strengthen community support, and increase funding opportunities. At the same time, we will diversify our income through business partnerships, grant funding, and stronger relationships with local authorities. Together, these steps will help create a resilient foundation for the future, enabling us to reach more young people, build resilience, reduce loneliness, and offer hope for the years ahead.
The Trustees have complied with the Charity Commission’s guidance on public benefit and remain confident that the charity’s work delivers a positive and meaningful impact for young people and the wider community. Through its activities, the charity seeks to improve wellbeing, build resilience, and support young people in navigating the challenges they face.
The charity achieves its objectives primarily through its work in schools across Berkshire, providing early, relationship-based support to young people dealing with issues such as stress, bullying, relationships, and other pressures. By creating safe and supportive environments, the charity helps students feel listened to, valued, and better equipped to make positive choices in their lives.
Alongside this, the charity supports the wider life of schools through Religious Education, offering opportunities for young people to explore questions of faith, values, and spirituality in an open and inclusive way. Regular feedback from students and school staff ensures that programmes remain relevant and effective, enabling the charity to adapt its work and respond to the changing needs of young people
10
11
The Charity’s bank balance closed at £30.7k, an increase of £10.4k from the opening balance of £20.3k, this represents 4.9 months of average costs and is above our target of holding at least two months of operating costs.
Adjusting the cashflow for accruals and receivables, the net income for the year was a surplus of £21.4k. Compared to the previous year surplus of £2.3k this was a increase of £19.1k, due to a reduction in operating costs of £13.9k and an increase in Income of £5.2k.
The £13.9k operating cost reduction was due mainly to a £12k reduction in personnel costs and direct wages, reflecting the decision made during the previous year to reduce permanent staff from 3 to 1 and to buy in skilled resources as required for delivery to schools. The £5.2k income increase was due increases of £6.5k from churches, £7k from schools, and £6k from chargeable events, offset by a £12k reduction in individual giving.
The trustees have identified the charity’s CEO and Operations Manager as the key management personnel of the charity. Executive pay is determined by the Trustees, with decisions about executive pay being informed by comparison to salaries within the sector, and subject to a “value for money” test. Salaries are reviewed annually..
The Charity has power to do anything which is calculated to further its Objects or is conducive or incidental to doing so. In particular, the CIO has power to: deposit or invest funds, employ a professional fund-manager and arrange for the investments or other property of the CIO to be held in the name of a nominee, in the same manner and subject to the same conditions as the trustees of a trust are permitted to do by the Trustee Act 2000; and do anything else within the law which is incidental and conducive to the Objects.
Law applicable to charities in England & Wales requires the trustees to prepare financial statements for each financial year which give a true and fair view of the charity’s financial activities during the period and of its financial position at the end of the period. In preparing financial statements giving a true and fair view, the Trustees should follow best practice and:
- •select suitable accounting policies and then apply them consistently;
- •observe the methods and principals in the Charities SORP;
- •make judgements and estimates that are reasonable and prudent;
- state whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements;
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.
The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011. 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 Trustees are responsible for the maintenance and integrity of the charity and financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
Geoffrey Hulme was appointed as the charity’s examiner during the period and has expressed his willingness to act in that capacity.
This report was approved by the Trustees on 18 June 2026 and signed by:
The Charity does engage in public fundraising (through volunteers and commercial participators) but does not use professional fundraisers. We monitor the relevant fundraising regulations and codes to ensure compliance, if relevant. During the year there was no non-compliance of these regulations and codes and the Charity received no complaints relating to its fundraising practice.
The Charity has agreed to maintain a liquid balance of income equal to at least two months of salary expenditure to meet its commitments and provide stability in the event of any deterioration in voluntary giving.
## **Dave Clarke Trustee**
The major risks to which the Charity is exposed have been identified by the Trustees and procedures established to mitigate these risks are monitored and reviewed regularly and have been recorded in the risk register. We minimise finance risk by the preparation and monitoring of budgets; strategic risk by the maintenance of good practice in delivery of our services; and operational risk and regulation compliance risk through the regular review of activities and the use of professional advisers, where appropriate.
12
13
The charity’s trustees are responsible for the preparation of the accounts. The
charity’s Trustees consider that: an audit is not required for this year (under section 144 of the Charities Act 2011 (the Charities Act); and an independent examination is needed.
## It is my responsibility to:
- Examine the accounts under section L44 of the Charities Act
- to follow the procedures laid down in the General Directions given by the Charity Commission under section 145(5)(b) of the Charities Act, and
- to state whether particular matters have come to my attention.
My examination was carried out in accordance with General Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. lt also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from the trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit, and consequently no opinion is given as to whether the accounts present a “true and fair’ view and the report is limited to the matters set out in the statement below.
||**SOULSCAPE CIO**|**SOULSCAPE CIO**|**SOULSCAPE CIO**|**1169989**|**1169989**|**1169989**|**CC16a**|
|---|---|---|---|---|---|---|---|
||**For the period**
**from**|01/09/2024|**To**||31/08/2025|||
|||||||||
|**Section A Receipts and payments**||||||||
|**A1 Receipts**|**Unrestricted**
**funds**
**to the nearest £**
**27,514**
**7,084**
**12,576**
**500**
**1,901**
**7,065**
**23,024**
**5,006**
**998**
**85,669**
**85,669**
**60,433**
**1,690**
**85**
**1,814**
**162**
**124**
**578**
**809**
**749**
**195**
**415**
**7,345**
**311**
**468**
**63**
**75,241**
**-**
**-**
**-**
**75,241**
**10,428**
**-**
**20,275**
**30,703**|**Restricted**
**funds**
**to the nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**|**Endowment**
**funds**
**to the nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**||**Total funds**
**to the nearest £**
**27,514**
**7,084**
**12,576**
**500**
**1,901**
**7,065**
**23,024**
**5,006**
**998**
**85,669**
**85,669**
**60,433**
**1,690**
**85**
**1,814**
**162**
**124**
**578**
**809**
**749**
**195**
**415**
**7,345**
**311**
**468**
**63**
**75,241**
**-**
**-**
**-**
**75,241**
**10,428**||**Last year**
**to the nearest £**|
|Total SponsoringChurches|**27,514**||||||**21,042**|
|Regular Giving|**7,084**||||||**19,146**|
|Regular Giving- Gift aided|**12,576**||||||**11,818**|
|Donations from Organisations|**500**||||||**1,200**|
|Other Fund Raising|**1,901**||||||**3,437**|
|Grants|**7,065**||||||**8,000**|
|Schools|**23,024**||||||**18,623**|
|Chargeable events/Items|**5,006**||||||**5,100**|
|Bank Interest|**998**||||||**360**|
|**_Sub total_**_(Gross income for_
_AR)_
**_Total receipts_**
**A3 Payments**|**85,669**||||||**88,725**|
|||||||||
||||||||**88,725**|
|||||||||
|
Total Personnel Costs|**60,433**||||||**74,103**|
|Direct Wages|**1,690**||||||**-**|
|Trainingand Travel|**85**||||||**4,962**|
|Project Resources|**1,814**||||||**1,521**|
|Office and Telephones|**162**||||||**698**|
|Stationeryand office supplies|**124**||||||**305**|
|Insurance|**578**||||||**560**|
|Computer Equipment & Software|**809**||||||**916**|
|D & B Checks|**749**||||||**426**|
|Volunteer Appreciation/Expenses|**195**||||||**110**|
|Payroll AgencyCharges|**415**||||||**331**|
|Communication & Publicity|**7,345**||||||**3,699**|
|Miscellaneous|**311**||||||**111**|
|FundraisingExpenses|**468**||||||**669**|
|Bank Charges|**63**||||||**60**|
|**_Sub total_ **|**75,241**||||||**88,472**|
|||||||||
|**A4 Asset and investment**
**purchases, (see table)**||||||||
||**-**|||||||
||**-**|||||||
|**_Sub total_ **
**_Total payments_**
**_Net of receipts/(payments)_**
**A5 Transfers between funds**
**A6 Cash funds last year end**
**_Cash funds this year end_**|**-**||||||**-**|
|||||||||
||||||||**88,472**|
|||||||||
||**10,428**|**-**|**-**||**10,428**||**253**|
||**-**|**-**|**-**||**-**||**-**|
||**20,275**|**-**|**-**||**20,275**||**20,021**|
||**30,703**|**-**|**-**||**30,703**||**20,275**|
14
15
## **Section B Statement of assets and liabilities at the end of the period**
|**Categories**
Signed by one or two trustees on
behalf of all the trustees
**B5 Liabilities**
**B4 Assets retained for the**
**charity’s own use**
**B3 Investment assets**
**B2 Other monetary assets**
**B1 Cash funds**|Signature
Sundry Accruals
Deferred Income
Pay as You Earn
NEST Control
**Details**
**Details**
**Details**
**Details**
Accounts Receivable
CAF Cash
CAF Gold
Petty Cash
**_Total cash funds_**
(agree balances with receipts and payments
account(s))
**Details**|**Unrestricted**
**funds**
**Restricted**
**funds**
**to nearest £**
**to nearest £**
**1,536**
**-**
**29,017**
**-**
**150**
**-**
**30,703**
**-**
OK
OK
**Unrestricted**
**funds**
**Restricted**
**funds**
**to nearest £**
**to nearest £**
**13,525**
**-**
**Fund to which**
**asset belongs**
**Cost (optional)**
**-**
**Fund to which**
**asset belongs**
**Cost (optional)**
**-**
**-**
**Fund to which**
**liability relates**
**Amount due**
**(optional)**
Unrestricted
**-**
Unrestricted
**-**
Unrestricted
**775**
Unrestricted
**438**
**-**
Print Name
J Caplin|**Endowment**
**funds**
**to nearest £**|
|---|---|---|---|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||OK|
||||**Endowment**
**funds**
**to nearest £**|
||||**-**|
||||**Current value**
**(optional)**|
||||**-**|
||||**Current value**
**(optional)**|
||||**-**|
||||**-**|
||||**When due**
**(optional)**|
|||||
|||||
|||||
|||||
|||||
||||Date of
approval|
|||J Caplin|1st June 2026|
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These accounts have been prepared on a “receipts and payments” basis as prescribed by the Charities Commissioners, and they meet the legal requirements.
The following church charities supported the Trust during the year
Parish of Finch and California St Pauls Church All Saints Church Finchampstead Baptist Church Kings Church St Sebastians Church Wokingham Baptist Church Woosehill Community Church
Employee numbers of one.
There are no other significant assets or liabilities
The accounts and statement of assets and liabilities relate to the year ended 31 August 2025 are as approved by the trustees.’
## 18 June 2026
Signed ………………………………….………(Trustee) Date ……………………..
**Jeremy Caplin Soulscape Treasurer**
## **Use of our report**
This report is made solely to the charity’s trustees as a body, in accordance with section 144 of the Charities Act 2011 and regulations made under section 154 of that Act. Our audit work has been undertaken so that we might state to the charity’s trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.
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**Registered Charity Number 1169989**
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