2025-03-31-accounts

TOGETHER FOR THE COMMON GOOD

Annual Report and Unaudited Financial Statements for the year ending 31 March 2025.

Registered Charity number

Together for the Common Good is a charitable incorporated organisation registered with the Charity Commission in England and Wales under charity registration number 1172113.

Trustees

Richard Holman (Chair and Treasurer)

Edward Hadas

David Smith Daisy Inglese (from 10/12/24) Fr Michael Hall (from 10/12/24)

Officers

Founder and Director: Jenny Sinclair (full time)

Team Support Worker: Louise Lambert (part time)

Common Good Schools Project Leader: Jo Stow (part time) Head of Communications: Ben Curran (part time)

Registered office

11 Genoa Avenue, London SW15 6DY

Website

www.togetherforthecommongood.co.uk

Contents

Annual Report

Chair’s Foreword	3
Report of the trustees	4
Review of 2024-25	5
Delivering public benefit	10
Planning for 2025-26	11
Structure, governance and management	12
Pro bono support, volunteers and help in kind	13
Financial review	14
Independent examiner’s report	15
Financial statements
Statement of financial activities	16
Balance sheet	17
Notes to the unaudited financial statements	18

2

CHAIR’S FOREWORD

In a time of profound uncertainty and social fragmentation, the UK faces challenges that call for moral clarity and renewed commitment to the common good. Many churches, too, are struggling with mission drift, influenced by cultural pressures. At Together for the Common Good (T4CG), we believe this is a moment to recover confidence in our shared vocation and to bear witness to a generous vision of solidarity—one that balances rights with responsibilities and restores the bonds of family and community life.

Our work presents the Common Good as a practical framework for hope and action. Rooted in the Catholic Social Thought tradition and drawing from across the Christian family, we equip leaders, churches, schools and charities to navigate this volatile period and to play their part in civic and spiritual renewal.

2024–2025 has been a year of growth and impact. We delivered 28 keynotes, talks and sessions reaching over 4,000 people in person and many more online; our Leaving Egypt podcast expanded to 96 countries with over 25,000 downloads; and our Common Good Schools programme grew by 50%, now serving nine partner schools involving over 2,500 young people. We convened three strategic gatherings, bringing together over 170 leaders from across Christian traditions to deliberate on the big questions of our time. We produced over 40 original resources, responded to over 100 requests for advice—and much more. Across all metrics we have seen significant growth. These achievements were made possible by a small team of just 1.9 FTE, working virtually with minimal overheads, and by the generosity of volunteers, donors and partners who share our vision.

Looking ahead, we will deepen our thought leadership, expand our schools programme— including developing new resources for primary schools—and continue to convene leaders around the critical questions of our time. Demand for this work is increasing, and we remain committed to delivering it sustainably and for the public benefit.

We warmly invite all who share our vision to join us on this journey—through prayer, partnership and support—as we work together for the common good.

Richard Holman

Chair

Together for the Common Good

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REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025

The trustees present their annual report and financial statements of the charity for the year ended 31 March 2025. The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the charity's Memorandum and Articles of Association, the Charities Act 2011 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 published on 1/01/2019.

Overview

Together for the Common Good (T4CG) is a small independent UK-based Christian charity dedicated to spiritual and civic renewal.

Our work draws from across the Christian traditions and from the insights of Catholic Social Thought. We call this 'common good thinking'. We believe it holds the key to addressing many of the challenges facing society and our churches today. It can help to ignite passion, reimagine vocation and encourage people to join in the reweaving of our broken social fabric. It starts by building relationships.

Our activities were focused through following integrated strands:

1. Providing thought leadership through keynotes, talks, sessions, newsletter, online content, advisory roles and relationship building, equipping leaders with common good thinking to enable them better to navigate this period of instability

2. Producing resources to help churches discern their unique vocation for the common good

3. Convening public talks and events for leaders addressing big issues through the lens of the common good

4. Equipping schools to be a force for the common good in the neighbourhood

Our guiding principle: the Common Good

The Common Good is an ancient idea shared by many traditions. Our understanding has its roots in the Jewish and Christian traditions, reflected in Scripture:

“Seek the welfare of the city where I have sent you… for in its welfare you will find your welfare.” Jeremiah 29:7

We define the Common Good as follows:

The shared life of a society in which everyone can flourish - as we act together in different ways that all contribute towards that goal, enabled by social conditions that mean every single person can participate.

We create these conditions and pursue that goal by working together across our differences, each of us taking responsibility, according to our calling and ability.

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REVIEW OF 2024-25

This report covers the 12 months to 31 March 2025.

1. Thought Leadership

Providing thought leadership through keynotes, sessions, newsletter, online content, advisory roles and relationship building, equipping leaders with common good thinking to enable them better to navigate this volatile moment.

Talks and sessions, articles and interviews

This year we delivered 28 keynotes, interviews and sessions – reaching an in-person audience of at least 4,200 and a much larger audience online. We were invited to contribute content for a variety of settings. Examples include:

Trinity Forum London, TWR Radio, Pastoral Review, Caritas Social Action Network, Diocese of Clifton, Divine Renovation, Methodist Church of Great Britain, The Tablet, the Catholic Union of Great Britain, Community Organisers, Crucible Magazine, Songs of Praise, Margaret Beaufort Institute of Theology, The Salvation Army, Faith in Labour, EducareM, Radio Maria, Word on Fire Ministries, East Brighton Parish, and others.

T4CG Newsletter

The T4CG Newsletter goes to over 2,500 subscribers, a 25% increase on the previous year. During the year, 6 editions were published, each featuring originally commissioned content, talks, guest articles, latest podcast episodes, updates about our Common Good Schools programme, plus recommended books and selected articles on current affairs.

New online content

We published over 40 online resources which were disseminated widely and added to the T4CG website resource. This included editorial reflections, commissioned stories and essays by leading thinkers and grassroots practitioners, and resources for leaders and schools. Some of these resources were republished by third parties.

Advisory roles

During this period, we responded to at least 100 requests from a range of organisations and individuals, including leaders, churches, academics, dioceses, charities, festivals and networks. We gave advice, made verbal and written contributions and provided coaching on a one-to-one basis and in groups. In addition, our director contributed a chapter to a book on the anniversary of the Faith in the City report. She also fulfilled several formal advisory roles, including serving as a trustee of the Common Good Foundation, and as a member of Caritas Social Action Network's Reference Group.

Strategic relationships

As a matter of course, our work is relational in character. The T4CG network consists of an informal, growing coalition of many organisations and leaders across the Christian traditions and beyond. This year, we built new relationships and facilitated strategic introductions, and all activities were delivered through partnerships, some named in this report.

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2. Resources

Producing resources to help churches discern their unique vocation for the common good

Leaving Egypt Podcast

• This year we marked the second year of our Leaving Egypt podcast. The podcast focuses on what it means to be God's people in an age of unravelling and is cohosted by T4CG’s director Jenny Sinclair along with Canadian missional leader and theologian Alan Roxburgh. Leaving Egypt’s fortnightly episodes engage special guests who help to read the signs of the times and share grassroots stories of hope.

• 21 episodes were produced during the year.

• The podcast this year increased its reach from 64 to 96 countries and was received with enthusiasm, with a cumulative total of 25.8K downloads.

• This year, local churchgoers and in particular church leaders commented that they valued the podcast as a resource; they were inspired and equipped better to fulfil their vocation for the common good in their local areas.

• In addition, four zoom forums were held for listeners to engage with guests.

• Guests included Sally Gaze, Peter Aschoff, Brian Fraser, Luigino Bruni, John Milbank, Rob Duncan, David Widdicombe, Sr Helen Alford OP, Colin Miller, Sian Wade, Paul Kingsnorth, Martin Robinson, David Fitch, Alison Milbank, Harvey Kwiyani, Martin Rodriguez and Greg McKinzie, Sally Mann, John van Sloten.

Misc projects

At any given time, T4CG is open to discuss potential projects and creative ideas, which if not directly funded are not listed here. This year, one project – a congregational project to develop awareness of “God’s Economy” was funded in its initial stages, but not then pursued when funders’ circumstances changed.

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3. Public talks and events

Convening public talks and events for leaders addressing the critical issues of our time through the lens of the common good.

T4CG holds events from time to time to inform and inspire Christians of all traditions to play their part in spiritual and civic renewal, each exploring a focused challenge around a critical issue. T4CG events serve to generate in-person, strategic relationships across the Christian traditions and uniquely, enabling leaders to deliberate together through the framework of Catholic social thought. Each event is simultaneously livestreamed and the recording later released as a podcast on the T4CG podcast channel, enabling the content to be made available for a wider audience and for the public benefit.

As the country faced profound social and political change and increasing inequality, we chose to focus our events in 2024-2025 on two key themes:

1. The Future of Christian Social Action – this was the focus for two events, each examining mission drift in the church-based charity sector. Examining established patterns and practices, we explored why well-intentioned charitable initiatives have become disconnected from justice, deepened dependency and have drifted in a secular direction. Our purpose was to open up an honest conversation about impact, power and authentic Christian witness, to challenge leaders in the sector and to identify practical steps to correct the drift:

2. 1.1. Grace, Truth and the Common Good the Future of Christian Social Action was a lecture commissioned by T4CG from Jon Kuhrt, CEO of Hope into Action. Held inperson, simultaneously livestreamed and later released as a podcast, the lecture was given before a live, invited audience of 70 church and charity leaders from across the Christian traditions. Following the lecture, a private roundtable dinner was held for a group of 30 leaders convened to deliberate together on the themes raised.

3. 1.2. The Advent Retreat followed the above event. We convened 36 leading Christian charity CEOs and church leaders to discern these themes of mission drift. The retreat enabled deep communal reflection in the format of a one day retreat using the methodology of Conversation in the Spirit. The outcomes of the retreat and a call to action were shared in a report which was widely distributed.

4. Staying Human – this was the focus of a new series of public talks launched to address how to stay human in this rapidly unfolding period of epochal change. In the context of cultural confusion, fragmentation, accelerating AI, the breakdown of trust, extreme inequality and loss of agency amidst the intensification of money and state power, we began by asking “what does it mean to be human?” and “how can we restore our common life?” To help our pool of leaders address this, we commissioned the first lecture, Reimagining the Spirit of the Commons from Professor Luke Bretherton.

Again, this lecture event was held in-person, simultaneously livestreamed and later released as a podcast. It was given before a live, invited audience of 70 church and charity leaders from across the Christian traditions. Following the lecture, a private roundtable dinner was held for a group of 30 leaders convened to deliberate together on the themes raised.

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4. Schools

Equipping schools to be a force for the common good in the neighbourhood.

Common Good Schools programme

• Our young people are facing a more confused and uncertain future than ever before. It is vital that they are formed with the skills to thrive in this environment.

• T4CG’s Common Good Schools enables young people and schools to play their part in spiritual and civic renewal. The programme fosters character development and teaches the principles of common good thinking in practice and cultivates a respect for others, the importance of good relationships, while demonstrating good stewardship and valuing community.

• Delivered through a train-the-trainer model and through classroom-based learning and community-based experience, the 10-week programme is designed for 11-16s in school and youth settings.

• Schools that join the Common Good Schools programme become our partners.

Serving secondary schools

• This year the programme was delivered in 9 partner schools and youth settings (Key Stage 3/4), an increase of 50% on the previous year.

• We delivered two CPD sessions for our partner schools’ teachers to deepen their knowledge of Catholic social teaching beyond the course programme.

• The number of subscribers for the monthly Common Good Schools Newsletter grew by 143% to 258. The newsletter continued to serve our partner schools’ teachers and chaplains as well as others interested in how a school can be a force for the common good in the neighbourhood.

Developing a new resource for primary schools

• This year we carried out a survey among primary head teachers to research how a new resource for Key Stage 2 should be designed. We convened a working group of 20 primary school leaders to assist with the development of this new resource.

Resourcing the wider education community

• We delivered bespoke workshops, talks and sessions for dioceses, multi academy trusts, festivals and strategic head teacher and chaplains training programmes. We worked hard to respond to an increasing number of invitations from across the UK, as well as approaches from Sweden and Italy. We published articles in education magazines and online platforms.

• Further, we created free resources for schools - for the General Election, for Advent and Lent, and collected download data to help us monitor traction. We also held a common good themed Christmas card competition.

• Our work is relational in nature. and we forge strategic relationships with organisations who share our vision. New strategic partners this year include dioceses, archdioceses and multi academy trusts and Christian networks.

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Communications

This year’s communications strategy continued to focus on developing T4CG’s thought leadership profile among Christian networks and growing our audiences.

Attention was devoted to promoting the unique content and messaging outlined in the strands of work above – disseminating our director’s talks, online stories, essays and newsletter, promoting our Leaving Egypt podcast, our public lectures and our schools programme.

Press releases were disseminated to promote our public talks.

Weekly social media postings on Twitter/X, LinkedIn, Instagram and Facebook resulted in growth across all metrics.

In addition, strategic plans were put in place to relocate the T4CG Newsletter from Mailchimp to Substack, to be actioned in the next financial year.

Throughout, the T4CG website was updated with our original content, maintaining a unique online resource for the public benefit.

Strategy, Infrastructure and Sustainability

We continued to follow the general direction of our 2022 Strategic Review, making adaptations as required. Our risk assessment practice was ongoing throughout the period and strategic decisions were taken in order to achieve optimum leverage of our small staff team.

Demand for this work is increasing and our resources are severely overstretched. At only 1.9 FTE (director 1.0 FTE, schools 0.4FTE, comms 0.2 FTE, admin 0.3 FTE), our team achieves far more than would be expected of such a small charity, thanks to partnership working, and associates giving their time pro bono. Working remotely means there are no office costs.

Securing sustainable funding is still proving elusive. We have continued to pursue a major gifts strategy and made progress in developing our minor revenue streams such as podcast subscriptions, earned income, honoraria, fees and regular donations. However, although demand for T4CG’s work is growing, fundraising conditions are increasingly challenging.

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Delivering public benefit

In planning our activities this year, the trustees have given consideration to the duties set out in section 17(5) of the Charities Act 2011 to have due regard for public benefit guidance published by the Charity Commission.

Objects

The object of the CIO is the furtherance for the public benefit of the following purposes in a manner which promotes moral and ethical principles based on the notions of human dignity, mutual respect and understanding, honesty and fairness and civic responsibility:

1. promoting religious harmony and equality and diversity

2. promoting community capacity building in socially or economically disadvantaged communities

3. relieving poverty by undertaking or supporting research into inequality and other factors that contribute to poverty and the most appropriate ways to mitigate these.

The trustees are confident that T4CG’s aims and objectives fulfil the criteria. The trustees do not anticipate any change in the future to this operational approach.

Our approach

T4CG’s primary aims are to tackle social and economic disadvantage and social fragmentation, and we do this in ways set out earlier in this document. We do this by calling people of goodwill to fulfil their vocational responsibility, put Common Good principles into practice where they live and work, to build relationships and work together across their differences.

We believe the church has a legitimate, distinctive part to play and that revitalising its vocation is critical for civic and spiritual renewal. We work mainly across the Christian traditions but also with people and organisations of other faiths and non-religious backgrounds. Beneficiaries are not restricted by faith, gender, ethnic origin, disability, age or sexual orientation.

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Planning for 2025-26

2024-2025 is set to be another year of instability with indications pointing to a further deterioration in social trust. This only strengthens our dedication to civic and spiritual renewal and the urgency of promoting the common good. We will pursue this by focusing our influence in the following ways:

Using Catholic Social Thought as a framework we will continue to help people read the signs of the times, to navigate well and discern their unique vocation for the common good.

Across all our work we will build confidence in common good thinking amongst Christian leaders by working across traditions. To achieve this, we will work with our longstanding partners and seek to build relationships with new partners who share our vision.

• We will serve leaders across churches, Christian charities, organisations and schools with talks and bespoke sessions, and as capacity allows, respond to their requests for advice, contribute to their projects, and fulfil formal and informal advisory roles.

• We will serve a broad audience across the Christian traditions with original high quality content by commissioning and producing stories, essays and resources. We will disseminate this content via the T4CG website, the T4CG Substack, the T4CG Newsletter and across our social media platforms.

• We will serve the local church, church leaders and ordinary Christians through fortnightly episodes of the Leaving Egypt podcast in partnership with Alan Roxburgh and build the community of Christian leaders around the podcast.

• We will serve strategic Christian leaders through public talks and events on the critical questions of our time. Through our hybrid model we will convene invitationonly, in-person thought-leadership events and round tables to enable peer to peer deliberation and relationship building. Via livestream and via our podcast platform we will deliver this content to a wider audience.

• We will train more secondary schools to run our Common Good Schools programme and continue to support our partner schools with advice and CPD sessions.

• We will develop a new Common Good Schools resource for primary schools.

• We will endeavour to meet growing demand from the wider education community for keynotes, talks and sessions.

• We will communicate this work for the public benefit and extend our audiences via our social media platforms and the T4CG website. We will move the T4CG newsletter from Mailchimp to Substack platform and develop a community of subscribers.

• In 2024-2025 it is our aspiration to secure sufficient funding for this work through a mix of major gifts, earned income and regular donations.

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Structure, governance and management

T4CG is a creative initiative which has evolved organically and as such its character is unique. At the same time, T4CG fulfils conventional governance obligations.

Governing documents

T4CG is a CIO registered with the Charity Commission. It is governed by its Constitution of 14 June 2016 which was registered by the Charity Commission on 16 March 2017. The charity number is 1172113. The CIO's area of activity is primarily, but not exclusively, the UK.

Trustees

Two new trustees joined in this period - Daisy Inglese and Fr Michael Hall.

Trustees are identified through existing networks and advertising. They are selected and appointed by the Board. In selecting trustees, the Board pays regard to the balance of skills and experience required, the need for capacity to develop the charity, the need for continuity, and the beneficiaries the charity seeks to serve. There is a trustee induction programme in place and a rolling programme of recruitment. The trustees serve on sub-committees as needed and report to the main Board.

The current composition of the trustees is set out on page 1.

Management and organisational structure

Responsibility for the implementation of strategy and planning was delegated to the management team, with day-to-day management delegated to the founder director.

Capacity was significantly boosted by volunteers and associates contributing on a pro bono basis, both individually and via working groups convened and coordinated by the staff team to address different strands of the work. Professional assistance was retained where required.

Formal reporting to the Trustee Board took place four times during the year, with additional interim updates.

Risk management

The trustees have conducted a review of the major risks to which the charity is exposed. These risks are monitored throughout the year and updated annually. A risk register is used to support this. Where appropriate, systems or procedures have been established to mitigate the risks the charity faces, and the management of risks are owned by the appropriate personnel. Different risks are assessed by the most appropriate people: the full Board, the trustee sub-committees, and the staff team. Regardless of who manages the risk, all risks are reported to the full Board, with key risks assessed at each meeting.

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Pro bono support, volunteers and help in kind

T4CG achieves more than would be expected of a charity of its size thanks to strong pro bono support, augmenting T4CG's small staff team, which this year was 1.9 FTE.

During 2024-2025, T4CG benefited from at least 30 people generously contributing in practical ways to different areas of our work.

We are grateful to all who contributed this year:

• T4CG's trustees devoted time in addition to their board responsibilities.

• Members of our staff team who devoted time in addition to paid hours.

• Annette McBride provided voluntary admin support for the team.

• Rob Duncan provided voluntary admin support for Leaving Egypt .

• Charles Wookey advised on fundraising strategy.

• Members of our informal fundraising advisory group.

• Members of our informal Common Good Schools advisory group.

• Our associate thinkers and practitioners - all our stories, essays and lectures were contributed on a pro bono basis.

• Fr Chris Vipers hosted our board meetings at St Mary Moorfields, London.

• The Vicariate for Education at Hinsley Hall in Leeds hosted our away days.

T4CG punches above its weight due to a wide range of active working relationships. It is impossible to name all the organisations and individuals involved, but some appear in this report. Apologies for any oversights.

Sincere thanks to those who generously gave strategic advice, to all those friends of T4CG praying for the work and those providing moral support.

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Financial Review

The achievements of 2024-25 have been made possible thanks to a number of trusts and individual donors whose generous support funded key projects and the salaries of T4CG’s key officers.

Review of the charity’s financial position at the end of the period

During the year to 31 March 2025, T4CG’s total income amounted to £118,398 and expenditure came to £114,514.

There was a surplus on unrestricted funds of £3,804. The restricted fund income of £18,199 was all spent in the year.

Net assets at 31 March 2025 were £48,597.

In 2024-25, T4CG’s work was made possible by a range of trusts, individual gifts and a small number of committed regular individual donors. We are grateful to all those who have supported our work. In particular we appreciate sponsorship of our events by CCLA, a longstanding partner and the UK's leading sustainability fund manager for charities, faith and public sector organisations. We also acknowledge sponsorship from Church Urban Fund and Caritas Westminster for one of our events.

Going concern

See note 1.2 on page 18.

Reserves policy

The trustees’ policy on reserves is to hold sufficient funds to cover salaries and the other repeat operating costs of the charity for a minimum of six months to ensure that the charity is not at risk in the event that expected income does not materialise or is delayed. The unrestricted reserves of £48,597 at 31 March 2025 fell short of that target but it was achieved again subsequent to the end of the financial year.

Richard Holman, Chair Date: 29 December 2025

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INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF TOGETHER FOR THE COMMON GOOD I rq)ort to the trustees on my ex￿nina1•On of th8 firw￿la￿ stat￿nentS of Together for ￿ Common Good (ttp ctwity) for the Y￿ axlal 31 ma￿ 2025, are sd oul on paJes 16 to 24. RESPONSIBILMES MD WIS OF REpoKr As In￿teeS of ts dvity. you au reSpo￿lbIe for tre prepwation of the fI￿￿la[ st&em in acco￿ar￿ valh the wuiremerrts of Ctsiiies Act 2011 2011 Act). I rpport in respect of my vAanir0tion of clmrity's fuHKial Stat￿￿￿ts caried out section 145 of the 2011 Act. aThJ in C￿Ing out my examination. I have follo￿d all the applicable DIr￿li0n5 given by ￿ Qrity Commission ￿KIe[ ￿tIOn 145 (5Xb) of the 2011 Act. An lrMJepw￿￿tt ex￿nt￿lI0n does N)t ithwofve gatheriru all ￿ evtdence that be in audit and consaquontly doas not cover all the mattets that an aKJitor considers in giving their opinion on Il fin￿la1 ststements. The plannirNJ a￿1 co[¥J￿t of ￿ a￿lIt goes beyond ts limil&J assurwKe that ￿ irxlepeThJent exam1r￿tIOn can provide. cO￿￿uentty. l express m opinion as to thether the financial stat8ments presert a ￿￿1 &KJ my is limrted to I￿se $￿IfiC matters set out in the indepetxlenl e￿nIn￿S S&￿ernent. INDEPENDENf EXAMINEIYS STATEMENT I have completed my examinatK)n. I corrfiffn that Tr) material niatteTr tpve come to my attention. in connection Mrith tTr￿ examination. giviThJ me reasonable Cause to bdieve that in any Mat￿la1 respect: accoLmtiNJ records Mt kept in res￿ of the C￿lty as required by section 130 of ￿ 2011 the fir¥gncial statements do ¢ord ttK)se records: or the fInar￿1￿ statements do ￿t comply Kith the applic)le requirements c0￿mIng the forn aKJ cOnt￿t of financial statements set out in the Charities (Accounts a￿1 Reports) Regulations 21X)8, ottr￿ than requirement that the finaTKial statemerts give a aThJ fair view. vAych is not a mattw cortsidoed as part of an TKlepeTrJent examinatK)n. I have no corwns and have come no other matter5 in conrwtion ￿1th the examination to Ithich attention SIK)￿￿ be drd¥￿ in ttms report in 0￿er to er**le a proper ￿d￿Sta￿li￿J of the financial slat6m6rts to be r8ached. sign￿1. Name: Edul Avari B COMM, MAAT Name of applicable liSt￿j body: Association of ACCO￿tIr￿j Techrthcians Rdev&rt professional qualrfication or MeMb￿ship of professiorHI body. AccowrtI￿ Technician On bthaif of E J Avari & Co Ltd. 1T8 T￿Ord Roal. Fknow. Middks8x HA2 OSN

TOGETHER FOR THE COMMON GOOD

Statement of financial activities

For the year ended 31 March 2025

		2025			2024
	Unrestricted	Restricted	Total	Unrestricted	Restricted	Total
	funds	income	funds	funds	income	funds
		funds			funds
	£	£	£	£	£	£
Incoming resources (Note 3)
Income from:
Donations and grants	80,672	18,199	98,472	83,654	7,250	90,904
Charitable activities	19,816	-	19,816	8,441	-	8,441
Bank interest	110	-	110	1337	-	137
Total	100,199	18,199	118,398	92,232	7,250	99,482
Resources expended (Note
4)
Expenditure on:
Raising funds	2,129	-	2,129	3,958	-	3,958
Charitable activities	92,090	18,119	110,209	89,025	17,917	106,924
Governance	2,175	-	2,175	2,489	-	2,489
Total	96,395	18,119	114,514	95,472	17,917	113,389
Net income/(expenditure)	3,804	-	3,804	(3,240)	(10,667)	(13,907)
Transfers between funds	-	-	-	(9,795)	9,795	-
Net movement in funds	3,804	-	3,804	(13,035)	(872)	(13,907)
Reconciliation of funds:
Total funds brought forward	44,793	-	44,793	57,828	872	58,700
Total funds carried forward	48,597	-	48,597	44,793	-	44,793

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TOGETHER FOR THE COMMON GOOD

Balance sheet

At 31 March 2025

	Unrestricted	Restricted	Total at	Total at
	funds	income	31 March	31 March
		funds	2025	2024
	£	£	£	£
Fixed assets	-	-	-	-
Current assets
Stock	606	-	606	-
Debtors (Note 7)	3,830	-	3,830	1,351
Cash at bank and in hand (Note 9)	50,326	-	50,326	55,398
Total current assets	54,762	-	54,762	56,749
Creditors: amounts falling due within	(6,165)	-	(6,165)	(11,956)
one year (Note 8)
Total net assets or liabilities	48,597	-	48,597	44,793
Funds of the Charity (Note 11)
Restricted income funds	-	-	-	-
Unrestricted funds	48,597	-	48,597	44,793
Total funds	48,597	-	48,597	44,793

The financial statements were approved by the board of trustees and authorised for issue on 29 December 2025.

Signed by two trustees on behalf of all the trustees

……………………………………………… (Richard Holman – Chair and Treasurer) ……………………………………………… (David Smith – Trustee)

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TOGETHER FOR THE COMMON GOOD

Notes to the unaudited financial statements

Year ended 31[st] March 2025

Note 1 Basis of preparation

1.1 Basis of accounting

These accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note(s) to these accounts.

The accounts have been prepared in accordance with:

• the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued on 16 July 2014; and with

• the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102)

• and with the Charities Act 2011.

The charity constitutes a public benefit entity as defined by FRS 102.

1.2 Going concern

The charity relies on grant and donation income to meet a high proportion of its expenses. We have been successful in obtaining substantial multi-year donation commitments from private supporters and we are continuing to work to expand this group.

A cash flow forecast prepared for trustees shortly before the approval of these financial statements confirmed that funds received since the end of the accounting period, taken together with confirmed donations not yet received and firm commitments from donors, will be sufficient to maintain the current level of activity for the full twelve months from the date of signature of the report.

The trustees have a strict policy that no expenditure commitments will be made that exceed available resources.

The trustees are therefore satisfied that it is appropriate to prepare the accounts on a going concern basis.

1.3 Changes of accounting policy

The accounts present a true and fair view and the accounting policies adopted are those outlined in this note 1. The policies are the same as those applied in the previous period.

1.4 Changes to accounting estimates

No changes to accounting estimates have occurred in the reporting period (3.46 FRS 102 SORP).

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Notes to the unaudited financial statements (contd)

Year ended 31[st] March 2025

Note 2 Accounting policies

2.1 INCOME

The following accounting policies have been applied by the charity:

Recognition of	These are included in the Statement of Financial Activities (SoFA) when:
income
	· the charity becomes entitled to the resources;
	· it is more likely than not that the trustees will receive the resources; and
	· the monetary value can be measured with sufficient reliability.
Offsetting	There has been no offsetting of assets and liabilities, or income and expenses,
	unless required or permitted by the FRS 102 SORP or FRS 102.
Grants and	Grants and donations are only included in the SoFA when the general income
donations	recognition criteria are met (5.10 to 5.12 FRS102 SORP).
Legacies	Legacies are included in the SOFA when receipt is probable, that is, when there
	has been grant of probate, the executors have established that there are
	sufficient assets in the estate and any conditions attached to the legacy are
	either within the control of the charity or have been met.
Tax reclaims on	Gift Aid receivable is included in income when there is a valid declaration from
donations and gifts	the donor. Any Gift Aid amount recovered on a donation is considered to be
	part of that gift and is treated as an addition to the same fund as the initial
	donation unless the donor or the terms of the appeal have specified otherwise.
Contractual income	This is only included in the SoFA once the charity has provided the related goods
	or services or met the performance related conditions.
Donated goods	Donated goods are measured at fair value (the amount for which the asset could
	be exchanged) unless impractical to do so.
	Goods donated for on-going use by the charity are recognised as tangible fixed
	assets and included in the SoFA as incoming resources when receivable.
	Gifts in kind for use by the charity are included in the SoFA as income from
	donations when receivable.
Volunteer help	The value of any voluntary help received is not included in the accounts but is
	described in the trustees’ annual report.
Donated services	Donated services and facilities are included in the SOFA when received at the
and facilities	value of the gift to the charity provided the value of the gift can be measured
	reliably.
	Donated services and facilities that are consumed immediately are recognised as
	income with an equivalent amount recognised as an expense under the
	appropriate heading in the SOFA.

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Notes to the unaudited financial statements (contd)

Year ended 31[st] March 2025

2.2 EXPENDITURE AND LIABILITIES

Liability Liabilities are recognised where it is more likely than not that there is a legal or recognition constructive obligation committing the charity to pay out resources and the amount of the obligation can be measured with reasonable certainty. Governance costs Governance costs comprise all costs involving public accountability of the charity and its compliance with regulation and good practice. Support costs Support costs include central functions and have been allocated to activity cost categories on a basis consistent with the use of resources, e.g. allocating staff costs by the time spent and other costs by their usage. Redundancy cost The charity made no redundancy payments during the reporting period. Provisions for A liability is measured on recognition at its historical cost and then liabilities subsequently measured at the best estimate of the amount required to settle the obligation at the reporting date. Basic financial The charity accounts for basic financial instruments on initial recognition as instruments per paragraph 10.7 FRS102 SORP. Subsequent measurement is as per paragraphs 11.17 to 11.19, FRS102 SORP.

2.3 ASSETS

Tangible fixed Fixed assets are capitalised if they can be used for more than one year and assets for use by cost at least £1,000. charity The Charity had no fixed assets during the reporting period. Debtors Debtors (including trade debtors and loans receivable) are measured on initial recognition at settlement amount after any trade discounts or amount advanced by the charity. Subsequently, they are measured at the cash or other consideration expected to be received.

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Notes to the unaudited financial statements (contd)

Year ended 31[st] March 2025

Note 3 Analysis of income

		Unrestricted	Restricted	Total	Prior
		funds	income	funds	year
			funds	2025	2024
		£	£	£	£
Donations	Donations and gifts	56,259	-	56,259	45,458
legacies and	Gift Aid	2,413	-	2,413	5,396
grants:	Communities of Hope project
	grants	-	18,119	18,119	17,800
	Grants provided by other charities	22,000	-	22,000	22,250
	Total	80,672	18,119	98,791	90,904
Charitable	Fees and sundry income	19,417	-	19,417	8,441
activities:	Total	19,417	-	19,417	8,441
Bank Interest		110	-	110	137
TOTAL INCOME		100,199	18,199	118,398	99,482
All income was unrestricted.
Note 4	Analysis of expenditure
		Unrestricted	Restricted	Total	Prior
		funds	income	funds	year
			funds	2025	2024
		£	£	£	£
Expenditure on	Fundraising software and fees	2,129	-	2,129	3,997
raising funds	Total	2,129	-	2,129	3,997
Expenditure on	Salaries, NIC and pension	59,113	4,147	63,260	95,053
charitable	contributions
activities	Project delivery costs	10,170	14,052	24,222	766
	Travel and administration	7,040	-	7,040	4,382
	Communications and outreach	14,451	-	14,451	4,089
	Other expenses	1,317	-	1,317	2,634
	Total	92,091	18,199	110,290	106,924
Expenditure on	Accounts examination	1,250	-	1,250	2,100
Governance	Bank charges	187	-	187	117
	Payroll fees	738	-	738	794
	Total	2,175	-	2,175	3,011
Expenditure for		96,395	18,199	114,594	113,932
the year

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Notes to the unaudited financial statements (contd)

Year ended 31[st] March 2025

5.1 Staff Costs

5.1 Staff Costs
	2025	2024
	£	£
Salaries and wages	61,650	59,822
Social security costs	-	-
Pension costs (defined contribution scheme)	1,609	1,562
Total staff costs	63,259	61,384

Staff costs of £4,147 were charged to Restricted Funds.

No employees received employee benefits (excluding employer pension costs) for the reporting period of more than £60,000

The total amount paid to key management personnel for their services to the charity during the period was £37,150 (2024: £36,050).

5.2 Average head count in the year

5.2 Average head count in the year		2025	2024
		Number	Number
The parts of the
charity in which the
employees work	Charitable Activities	3	3
	Total	3	3
Note 6 Defined contribution pension scheme.
Amount of contributions recognised in the SOFA as an		1,609	1,562
expense.
Note 7	Debtors and prepayments
Analysis of debtors		2025	2024
		£	£
Gift Aid tax reclaimable		2,622	796
Other Debtors		1,208	555
Total		3,830	1,351

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Notes to the unaudited financial statements (contd)

Year ended 31[st] March 2025

Note 8 Creditors and accruals

Amounts falling due within one year

Note 8 Creditors and accruals Amounts falling due within one year
	2025	2024
	£	£
Accruals and deferred income	5,852	11,652
Pension contributions	313	304
Total	6,165	11,956
Note 9 Cash at bank and in hand
	2025	2024
	£	£
Cash at bank	50,326	55,398
Total	50,326	55,398

Note 10 Events after the end of the reporting period

There have been no material events since the end of the reporting period.

Note 11 Charity funds

11.1 Details of material funds held and movements during the current reporting period

* Key: PE – permanent endowment funds; EE – expendable endowment funds; R – restricted income funds, including special trusts, of the charity; and U – unrestricted funds

Fund names	Type	Fund	Income	Expenditure	Fund balances
	PE, EE	balances			carried
	R or	brought			forward
	UR *	forward
			£	£	£
		£
Communities	R	-	18,199	(18,199)	-
of Hope
General	U	44,793	100,199	(96,395)	48,597
Total Funds		44,793	118,398	(114,594)	48,597

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Notes to the unaudited financial statements (contd)

Year ended 31[st] March 2025

Note 11 Charity funds (contd)

11.2 Description of funds Unrestricted funds are available for any purpose consistent with the objectives of the charity.

Restricted funds are subject to limitations set by donors on the purposes for which they can be applied. In relation to these financial statements restricted funds were provided specifically for the development of the Communities of Hope project, which was terminated during the financial year.

Note 12 Transactions with trustees and related parties

12.1 Trustee remuneration and benefits

None of the trustees have been paid any remuneration or received any other benefits from an employment with their charity or a related entity (2024: None).

12.2 Trustees' expenses

No trustee expenses have been incurred (2024: None).

12.3 Related party transactions

There have been no related party transactions in the reporting period (2024: None).

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