**REGISTERED CHARITY NUMBER: 1170553**
## REPORT OF THE TRUSTEES AND
## UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2026
## FOR
## THEHORSECOURSE CIO
THEHORSECOURSE CIO
CONTENTS OF THE FINANCIAL STATEMENTS for the Year Ended 31 March 2026
||Page|
|---|---|
|Report of the Trustees|3 to 5|
|Approval Statement & Accountant’s Report|6|
|Income & Expenditure|7|
|Balance Sheet|8|
|Notes to the Accounts|9 to 11|
Cover photo credits: Ride the Sky Equine Photography, Tennessee, USA; Ute Leonards, Bristol University
THEHORSECOURSE CIO
## REPORT OF THE TRUSTEES for the Year Ended 31 March 2026
The trustees present their report with the accounts for the charity for the year ended 31 March 2026.
## **OBJECTIVES AND ACTIVITIES**
## **Objects**
To promote social inclusion for the public benefit by preventing people from becoming socially excluded, relieving the needs of those people who are socially excluded and assisting them to integrate into society by enhancing life skills of such people (a) through interaction with horses or (b) by advancing the education of such people and those supporting such people.
## **Strategic priorities**
The following 6 strategic priorities have guided our activities since 2010. After 15 years of developing and testing our flagship **equine-assisted intervention, the ReStart** , we have completed a number of our original goals and have now stepped back from direct service delivery to focus on training and supporting others to deliver our equine assisted services (EAS), and to work on further innovation and research. We continue to be guided by our original six strategic priorities.
## _1. Boldly Innovate_
Develop effective behaviour-change programmes based on horse/human interactions.
- Our innovative **equine-assisted** ReStart programme is now stable and proven
- We continue to work with universities on innovative **VR/Robotics** systems as a means of tackling social exclusion at greater scale.
_Air-filled robot, Luma (www.airgiants.co.uk), in a public setting and during experiments with TheHorseCourse and Bristol University_
## _2. Rigorously Test & Evidence_
Participate in robust research and evaluation.
- The **equine-assisted** ReStart programme has been subjected to numerous studies including large scale, controlled datasets showing significant benefits for youth outcomes and to reduce domestic violence. It
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THEHORSECOURSE CIO
now has a more compelling evidence base than most talk-based psychotherapies or other behaviour change programmes. This strong evidence underpins the funding and commissioning streams for those we train to replicate our service.
- We follow the same evaluation principles for our **VR/Robotics** projects.
## _3. Deliver Excellent Services_
Provide effective services for socially excluded individuals where all else is failing.
- We support those we have trained to provide face-to-face services in the UK and overseas. There are currently 12 centres in the UK and 6 overseas.
## _4. Generate Sustainable Income_
Test and prove the market for our work, so that service delivery and replication are sustainable.
- Though funding is extremely difficult for all charities and services at present, our associated centres are able to compete for funding due to the excellent evidence base we have built to demonstrate the efficacy and cost-effectiveness of the **equine-assisted** ReStart programme
## _5. Replicate Carefully_
Provide high quality training, materials and support to ensure faithful replication by independent practitioners.
- We continue to train and support talented and committed individuals in the UK and overseas to deliver our **equine-assisted** programmes.
- This year that has included training and supporting new facilitators in Slovenia, USA (Georgia) and The Netherlands, as well as within the UK.
## _6. Freely Disseminate Knowledge and Skills_
Share methodology, materials and learning.
- We continue to provide our Non-Verbals Toolbox Training as an online self-paced course. This teaches our speciality: recognising body language as a guide to emotions and using non-verbal strategies to improve calmness and engagement. It is accredited as CPD for support professionals in health and social care but is also useful for parents and other adults.
- We will continue to disseminate our knowledge through channels in the equineassisted sector and more widely.
The financial statements represent a year during which we were downsizing as we stepped back from running a busy centre to focus on training, supporting our trained centres and innovating through use of technology.
## **Public benefit**
In setting our objectives and planning our activities our trustees have given careful consideration to the Charity Commission's public benefit guidance.
## **Goals**
We aim to train others to replicate our programmes geographically.
We aim to develop a Neuro-VR or other mass-scale version of our equine-assisted programme "ReStart" as a way to increase our reach and support those with mental health challenges worldwide, as described above.
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THEHORSECOURSE CIO
REPORT OF THE TRUSTEES for the Year Ended 31 March 2025
## **ACHIEVEMENT AND PERFORMANCE**
Over 80% of participants in our flagship ReStart programme are proven to improve psychosocial skills and long term outcomes such as engagement with education, training and work, better relationships, reduced problem behaviours, improved self belief. Furthermore, large-scale controlled studies show hard data reductions in domestic abuse and offending and improvements in youth outcomes.
## **STRUCTURE, GOVERNANCE AND MANAGEMENT**
## **Governing document**
The organisation is controlled by its constitution which was adopted on 28 November 2016 and registered as a Charitable Incorporated Organisation (CIO) by the Charity Commission of England and Wales on 5 December 2016 to replace the previous organisation (1141654) which was registered as a charity by the Charity Commission of England and Wales on 3rd May 2011. The constitution was amended on 5th July 2019.
All assets of the previous charity registration (1141654) were vested in the CIO on 19 January 2017 and the CIO took over all the activities of the organisation from 1 April 2017. The board of trustees for both entities was the same at time of transfer. The previous charity ceased all activities at the same time and was wound up then formally dissolved on 18 May 2018.
Trustees are recruited in line with a Trustee Role Description and our Safer Recruitment Policy (including DBS check) and are given level 2 Safeguarding training.
Along with the organisation's suite of policies, Trustees maintain a Governance Policy and a Financial Policy specifically to guide their governance activities.
THC adheres to the Charity Governance Code, as supported by the Charity Commission.
## _Trustee roles_
Justine Davie held special responsibility for Safeguarding at board level, liaising with the charity's designated Safeguarding Officer. Liz Eaton FBHS held special responsibility for Health & Safety.
Rob Cole acted as Treasurer
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THEHORSECOURSE CIO REPORT OF THE TRUSTEES for the Year Ended 31 March 2025
## **Approval statement**
The Board of Trustees approve the report and accounts for the year ended 31 March 2026 which comprise of the Income and Expenditure Account, the Balance Sheet and the related notes. We acknowledge our responsibility for the accounts, including the appropriateness of the applicable financial reporting framework as set out in note 1, and for providing Donovan Atyeo with all information and explanations necessary for their compilation. The accounts were approved by the Board of Trustees on
## 22/06/26
…………………………….. and were signed on its behalf by
## 23/06/26
............................................. Anna Rose-Prynn (Jun 23, 2026 12:11:43 GMT+1) A Rose-Prynn – Chair of Trustees
## **Accountants' report on the unaudited accounts to TheHorseCourse**
TheHorseCourse board of trustees has approved the accounts for the year ended 31 March 2026 which comprise the Income and Expenditure Account, the Balance Sheet and the related notes. In accordance with your instructions, we have compiled these unaudited accounts from the accounting records and information and explanations supplied to us.
……………………………… David Atyeo 23/06/26 …………………………… Date
Donovan Atyeo Accountancy & Taxation Services
Unit 4, Hounsell Building North Mills Trading Estate Bridport Dorset DT6 3BE
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THEHORSECOURSE CIO
## **Income and Expenditure Account**
## **for the year ended 31 March 2026**
|**Income**
**Investment income**
**Expenditure**
Wages, salaries and other staff costs
Car, van and travel expenses
Rent, rates, power and insurance costs
Repairs and renewals of property and equipment
Telephone, fax, stationery and other office costs
Advertising and business entertainment costs
Bank, credit card and other finance charges
Accountancy, legal and other professional fees
Depreciation and loss/(profit) on sale
Other business expenses
**Net expenditure**||**2026**
**£**
19,079
159
50,189
4,205
15,995
1,301
4,350
477
10
23,250
(10,370)
2,025
91,432
(72,194)||**2025**
**£**
337,188
936
251,900
4,647
39,612
7,053
7,202
1,430
22
3,000
4,022
20,694|
|---|---|---|---|---|
|||||339,582|
||||||
|||||(1,458)|
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THEHORSECOURSE CIO
## **Balance Sheet as at 31 March 2026**
|**Notes**
**Fixed assets**
Equipment, machinery and motor vehicles
3
**Current assets**
Trade debtors
Bank/building society balances
Other current assets and prepayments
**Current liabilities**
Trade creditors
Other liabilities and accruals
**Net current assets**
**Net assets**
**Capital account**
Brought forward as at 1 April 2025 - restricted
Brought forward as at 1 April 2025 - unrestricted
Surplus/(deficit) for the year|2,355
11,044
416|**2026**
**£**
296
13,195
13,491
40,845
44,840
(72,194)
13,491|9,075
76,744
2,815|**2025**
**£**
6,389
79,296|
|---|---|---|---|---|
||13,815||88,634||
||-
620||4,594
4,744||
||620||9,338||
||||||
|||||85,685|
|||||50,349
36,794
(1,458)|
|||||85,685|
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THEHORSECOURSE CIO
## **Notes to the Accounts**
**for the year ended 31 March 2026**
## **1 Accounting basis**
The financial statements have been prepared in accordance with the Charities SORP (FRS 102), applicable accounting standards, and the Charities Act 2011. The accounts are drawn up on the historical cost convention, modified by the revaluation of investment assets, and are prepared on an accruals basis to reflect when income and liabilities fall due.
The trustees consider that there are no material uncertainties about the Charity’s ability to continue as a going concern.
## **2 Income and expenditure account analysis**
|**Income**
Course delivery fees
Community crowd fundraising and donations
Grants
Horse sponsorship
Training fees
**Investment income**
Interest receivable
**Wages, salaries and other staff costs**
Staff costs
Freelance staffing
Training and CPD
**Car, van and travel expenses**
Motor expenses
Travel and subsistence
**Rent, rates, power and insurance costs**
Facility hire
Rates and water
Light and heat
**Repairs and renewals of property and equipment**
Repairs and maintenance
**Telephone, fax, stationery and other office costs**
Telephone and internet
Postage and stationery
Software
Other insurance costs|**2026**
**£**
595
3,377
14,903
204
-
19,079
159
50,156
22,050
33
72,239
2,966
1,239
4,205
15,133
207
655
15,995
1,301
166
-
2,237
1,947
4,350|**2025**
**£**
64,395
10,529
259,061
2,184
1,019|
|---|---|---|
|||337,188|
|||936|
|||247,973
-
3,927|
|||251,900|
|||3,163
1,484|
|||4,647|
|||37,102
318
2,192|
|||39,612|
|||7,053|
|||2,066
175
2,235
2,726|
|||7,202|
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## THEHORSECOURSE CIO
|EHORSECOURSE CIO|||
|---|---|---|
|**Advertising and business entertainment costs**
Marketing and publicity
**Bank, credit card and other finance charges**
Bank charges
**Accountancy, legal and other professional fees**
Accountants fees
**Depreciation and loss/(profit) on sale**
Depreciation
Profit/loss on sale of fixed assets
**Other business expenses**
Subscriptions
Horse expenses and course consumables
Other expenses|477
10
1,200
605
(10,975)
(10,370)
530
872
623
2,025|1,430|
|||22|
|||3,000|
|||4,022
-|
|||4,022|
|||955
14,636
5,103|
|||20,694|
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THEHORSECOURSE CIO
## **Notes to the Accounts**
**for the year ended 31 March 2026**
## **3 Plant, machinery and motor vehicles**
|**Plant, machinery and motor**
**vehicles**||||
|---|---|---|---|
|**Cost**
At 1 April 2025
Disposals
At 31 March 2026
**Depreciation**
At 1 April 2025
Charge for the year
On disposals
At 31 March 2026
**Net book value**
At 31 March 2026
At 31 March 2025|**Fixtures,**
**fittings**
**and**
**equipment**
**£**
34,357
(31,331)
3,026
27,968
605
(25,843)
2,730
296
6,389|**Motor**
**vehicles**
**£**
22,395
(22,395)
-
22,395
-
(22,395)
-
-
-|**Total**
**£**
56,752
(53,726)|
||||3,026|
||||50,363
605
(48,238)|
||||2,730|
||||296|
||||6,389|
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THC Annual Report and Accounts 2025-26approved Final Audit Report 2026-06-23 Created: 2026-06-22 By: Harriet Laurie (admin@thehorsecourse.org) Status: Signed Transaction ID: CBJCHBCAABAATxcoulhJc6B9oTlc6XQN9ISmWu54u3x-
## "THC Annual Report and Accounts 2025-26-approved" History
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## Document e-signed by David Atyeo (david@accounts-tax.co.uk)
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