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2025-03-31-accounts

Airedale Voluntary Drug and Alcohol Agency Limited operating as

Project 6

A company limited by guarantee

Trustees’ Annual Report and Financial Statements for the year ended 31st March 2025

Company number: 3430925

Charity Number: 1173006

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

(A company limited by guarantee)

Contents

Contents
Page
Reference and administrative details of the charity, its
trustees, and advisers 1
Trustees' annual report (including directors’ report) 2 - 34
35
Independent auditors’ report 35 -
36 -		 39
40
Statement of fnancial activities
(including income and expenditure account) 40
41
Balance sheet 41
42
Statement of cash fows 42
43

Notes to the fnancial statements		 43 -
44 -		 68
69

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Reference and administrative details of the charity, its trustees and advisers

Company number 3430925
Charity number 1173006
Registered ofce 11/19 Temple Street
and operational Keighley
address West Yorkshire
BD21 2AD
Trustees Trustees, who are also directors under company law, who served during
the year and up to the date of this report were as follows:
Kes Lewis: Chair (appointed Chair from Vicechair 5thDecember 2024)
Joanne Morley: Chair (resigned 5thDecember 2024)
Anthony Ball: Treasurer
Sarfraz Arif
Pam Essler (resigned 30thJuly 2024)
Umar Iqbal
Quentin Marris
Jane McGeagh
Lynn Lawson (appointed 5thDecember 2024)
Senior Leadership
Team
Jo Jepson Chief Executive (appointed 2ndSeptember 2024)
Vicki Beere Chief Executive (resigned 31st August 2024)
Caroline Britton Deputy Chief Executive
Ruth Bowditch Director of Finance
Scott Carrick Director of People
Bankers Unity Trust Bank Auditor BHP LLP
PO Box 7193 Albert Works
Planetary Road
Willenhall		 Sidney Street
Shefeld
WV1 9DG S1 4RG

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

The trustees (who are also directors of the charity for the purposes of the Companies Act) present their report and the audited financial statements of the charity for the year ended 31 March 2025. The trustees have adopted the provisions of the Statement of Recommended Practice (SORP) “Accounting and Reporting by Charities” (FRS 102) in preparing the annual report and financial statements of the charity.

out in notes to the accounts and comply with the charity’s governing document, 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 in October 2019.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Objectives and activities

Purpose and Aims

The trustees review the aims, objectives and activities of the charity each year. This report looks at what the charity has achieved and the outcomes of its work in the reporting period. The trustees report the success of each key activity and the benefits the charity has brought to those groups of people that it is set up to help. The review also helps the trustees ensure the charity's aims, objectives and activities remain focused on its stated purposes.

In setting plans and priorities for areas of work, the trustees have referred to the guidance from the Charity Commission on the provision of public benefit, in accordance with section 17 of the Charities Act 2011. In particular, the trustees consider how activities will continue to meet the objectives they have set and focus on the services which will deliver the greatest benefit to the most vulnerable of the potential service users. In delivering these services we clearly identify, and measure where possible, the benefits that have been delivered.

that can be fed back into the planning and delivery cycle. Throughout this report, and particularly in the Headline Outcomes and Achievements sections, we note the numbers and categories of service users who have benefitted.

support of families and groups, which assist the reintegration of service users into wider society. In doing so, the trustees believe that they are meeting the public benefit requirement, as set out in section 4 of the Charities Act 2011.

Our core purpose remains as follows:

To provide opportunities and choices for individuals, families and communities to create meaningful and sustainable change in their wellbeing.

Our Objectives were amended on 7[th] December 2023. They are described in our governing documents as being:

To reduce harm caused by substances and other dependencies to individuals, their families and communities through harm reduction, advice and information, counselling and support.

developing such dependencies later in life, to make and sustain positive changes in their lives, through developing recovery and community engagement services to assist people in this journey.

To promote good health within local communities through delivery of community rooted prevention delivering evidence-based interventions aimed at reducing the impact of substance use or other dependencies or areas of multiple disadvantages.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

To reduce stigma and lack of understanding by promoting education of the public and professionals about the impact of dependence on those affected by substance use and / or other dependencies, their families and the wider community.

Project 6’s value statements are as stated below, having been reviewed during the year. These values drive our strategic and operational work, and guide how we behave internally and externally to the organisation. The people and families we work with are at the heart of our organisation.

The organisation is committed to our values, which are as follows:

In order to meet our charitable objects and our core purpose, our activities are structured into the following services delivered both in West and South Yorkshire through a wide variety of income sources.

We have continued to use the 5 Ways to Wellbeing across the organisation, both internally and externally, to promote the wellbeing of everyone who works for us, volunteers for us or receives our service.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Summary of Achievements and Impacts on Beneficiaries

Jo Jepson Project 6 CEO

During this year, Project 6 experienced a leadership transition. Vicki Beere, our long-standing and highly respected CEO, stepped down at the end of August 2024. I assumed the role of incoming CEO in September. As such, much of what is reported here reflects the energy, passion, and direction Vicki brought to the organisation.

Joining Project 6 has been a deeply humbling and inspiring journey. I have witnessed first-hand the profound impact this charity has on people’s lives — igniting hope, walking alongside individuals, and delivering support through a holistic and compassionate lens.

As I stepped into the CEO role, Project 6 was in a strong and stable position. However, as the year progressed, it became increasingly clear that the wider sector faced significant challenges. Many organisations across our region have been affected by the changing political climate, both the shifting priorities of the new government, the impact of increased

national insurance costs and wider sector instability following years of short-term funding. By the end of the year, we still lacked clarity on our contracts and grants, with the period from December to March marked by widespread uncertainty. We worked closely with VCS colleagues to ensure our influence could be maximised during this time. Now, with a better understanding of how both the sector and the communities we work with have been affected, we are looking forward to opportunities that come with change.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

At the point I joined Project 6 in September 2024 the charity had recently undergone a large-scale project implementation. Although some cultural shifts were still settling, the workforce showed resilience — working hard to navigate challenges and build future sustainability and stability. We have focused on strengthening relationships with key stakeholders, including our volunteers and people accessing our services. I’ve been greatly moved by the passion, compassion, and dedication of everyone involved, which speaks volumes about the legacy of Vicki’s leadership.

1.

We will put the needs of people and communities who use our services at the heart of our work.

Our Your Voice events aim to ensure voices from across Project 6 and beyond play a meaningful role in making decisions on key issues affecting the organisation. These events run at each location across our footprint and reflect the different needs of our communities. Project 6 has been grown up from the community and this year Your Voice brought together local stakeholders, staff, trustees, people accessing our services and those who might one day in the future, to look at the challenges we face and how we will meet these together. Throughout the year we have created opportunities to showcase the success of our services. This has created useful spaces to engage commissioners and local councillors in conversations alongside staff, volunteers and people accessing our services, further reducing the gap between the people who use services and those who commission them.

In West Yorkshire we completed a comprehensive South Asian community needs assessment project with partners. This received excellent levels of engagement and started to build strong relationships. From this we had some rich qualitative and quantitative data and a commitment from the community to keep working towards the recommendations. We were disappointed that funding that had initially been set aside for the future of this project did not materialise, however we are committed to continue to look for alternative ways of ensuring this work continues.

2. We will position Project 6 as experts in the

This year Project 6 delivered our second Ideas Conference, discussing ideas around belonging, inclusion and culturally relevant support in our sector. We welcomed

practitioners, commissioners, activists and other professionals from across our region to Sheffield. It was fascinating to be part of open and honest conversations exploring ways different groups may be excluded from support, anti-racist practice and what it really means to truly meet the needs of our communities.

We successfully submitted an abstract to deliver at the European Harm Reduction conference in Warsaw in December, which saw two of our team present at this conference. In addition, women from our Fresh Start service participated in a project with Dr Lisa Williams from the University of Manchester, exploring stigma experienced by women accessing support.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Abbeydale Road leaving party

This year our MAST project won the Charity Collaboration of the year at the Charity Times Awards, which was fantastic recognition of the multi-agency project teams and leadership, as well as the outstanding outcomes achieved.

the Yorkshire HR Wellbeing Awards, alongside teams representing national and international businesses. This recognised the continued development of innovative policies and training that has taken place this year.

3.

We will maintain and improve our internal systems and processes to provide the best possible services.

facilities and improve the accessibility of our services, for many Abbeydale Road held important memories. This change allowed us to explore our purpose and identity in the city, reflecting on what makes our spaces valuable and bringing that with us.

We have implemented our Safeguarding Committee this year, which has enabled us to focus more fully on the vulnerabilities of the people we work with. This has allowed trustees to stay informed of our processes and local challenges whilst ensuring we continue to work effectively and compassionately within the Health and Social Care system.

After nearly 40 years, Project 6 left our Abbeydale Road building in Sheffield for a new space in the city centre. Although this decision was taken to provide new

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

4.

We will become a learning organisation

Our new People Strategy was launched, which focused on the three key areas of retention of staff, becoming a learning organisation, and belonging. This work has been strengthened by additional developments of our induction process, internal training offer, and leadership development.

We have continued to renew and build strong networks with other charities working in the sector. Sharing knowledge and skills is an important part of our local VCS community and we have also taken the opportunity to travel further afield to see examples of best practice taking place in other projects across the country.

5.

funding structure.

We recognise that as the funding landscape changes, and local authority and other system commissioners must flex in line with the new political approaches, we will need to think creatively about how we can continue to innovate new services, maintain what we have, and balance real terms reducing contract values. Our activity around this has now taken on a more structured approach, with defined activities planned for the forthcoming year.

6. We will become a diverse organisation.

The work to address decades of imbalance in our sector will not take place quickly however change must happen. This year Liz Mytton led our staff in training around anti-racism, using theatre techniques to allow people to be both inquisitive and have challenging conversations. This theme was also explored further at our conference as we asked what the sector needs to do to take meaningful action. We consider this is a vital piece of work to understanding the communities we represent, employ and support. Therefore, it is a thread that informs our recruitment practice, and we have an active strategic focus to represent other groups in our services.

This year we agreed the development of Affinity groups for our staff; these are co-designed and facilitated by group members. They will provide a space for people to explore some of the challenges and advantages difference can bring within Project 6.

During 2024 we continued to work closely with fundraising consultants, who supported our delivery against the Income Generation Strategy. The momentum from this will continue into next year as we look to build a sustainable funding model.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Kes Lewis Chair of Trustees

Project 6 had another successful year with local, national, and international impact.

Our new CEO, Jo Jepson, has settled in well and I was honoured when my fellow trustees elected me as Chair in December 2024, following the departure of Jo Morley to focus on her changed personal circumstances. I’d like to thank both Vicki Beere and Jo M for their hard work over the years, and for taking the time to hand over their respective roles with skill and grace.

As ever, Project 6 is made by its people, at all levels, in all roles, whether employee or volunteer, and I extend my thanks here too for creating such a successful and compassionate organisation even during trying socioeconomic and political times. And of course, our service users, without whom we wouldn’t exist. Thank you for your trust in us for this part of your journey.

Project 6 had several notable highlights and successes during 24/25. On the local frontline, Bradford experienced a contaminated batch of Spice, which led to many hospitalisations. Over the week, Project 6 teams responded quickly and

the city, including the Police, to monitor incidents, gather intelligence, and ultimately keep people safe. They received a letter of appreciation from Sarah Muckle, Director of Public Health, praising the team’s work.

in the Yorkshire HR Workplace Wellbeing Awards for their work implementing a new staff wellbeing strategy. They have also created a sector-leading Family Leave policy, ensuring our staff have access to flexible leave options, regardless of sexuality, gender, or family arrangements.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

On the national level, MAST won the Charity Collaboration of the Year at the Charity Times Awards. This showcases both our effective services and the cocreative and innovative ways we design and deliver them for maximum impact. MAST is a partnership of five charities that work in hospitals and out in the community, to reduce pressures on emergency departments and reduce hospital readmissions.

On the international stage, Deputy Director Jon Gooch and HR Service Manager Dave Tebbit led a workshop at the European Harm Reduction conference in Warsaw in partnership with the University of Manchester. This saw the organisation present alongside representatives from the UN, national governments, and senior policy makers and researchers.

Alongside these achievements, we have continued our culture of continuous learning & improvement. We have established a Safeguarding Subcommittee from the Board, reflecting the importance of this area alongside the existing subcommittees of People, Finance, and Performance Management & Quality. We have implemented new IT systems for incident recording and safeguarding concerns, giving us more comprehensive information and allowing for a strategic view of trends and needs.

Inevitably, the Autumn Budget created pressures for Project 6, and we had selected Jo as our new CEO with this eventuality in mind. The Board had decided to give more weight to income generation beyond our traditional sources of grants and commissions, and our 2025-2028 strategy reflects that, diversifying our sources to insulate us somewhat from government policy decisions so we can continue to deliver our services where, when, and how they are needed. The Board congratulates Scott Carrick on his permanent appointment to a combined role of Director of People, Learning & Development. Scott’s team is offering a partnership package to local businesses, incorporating training and support in identifying and helping employees at risk of, or struggling with substance use.

across the region with our revitalised Your Voice events, bringing together staff, service users, commissioners, key stakeholders, trustees, and volunteers to showcase the impact Project 6 has, and the way working together is the heartbeat of our organisation. For all the changes, we remain committed to our values that People Matter, Everyone Can Change, and We Care About Doing Things Well. I’m excited to see how much we can change our world for the better over the coming 12 months.

from our longstanding home at Abbeydale Road to new premises at Cumberland Street. There is a thriving community with a range of social and treatment areas available for us, all within easy reach of the city centre. This was a significant change for staff, volunteers, and service users, alongside the logistical and practical challenges, and I’m thrilled that it has been a complete success.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

for the year ended 31st March 2025

Trustees’ annual report

Core Purpose

To provide opportunities and choices for individuals, families and communities to create meaningful and sustainable change in their wellbeing.

We work with people experiencing problematic drug and alcohol use and multiple disadvantage. These issues don’t just impact on the individual, they also affect families and communities.

To achieve this, we deliver services in 4 key areas:

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Our Values

Our values underpin every piece of work we undertake. Through them we aim to deliver compassionate and inclusive services as well as creating a great place to work where all members of Project 6 feel supported to achieve their potential.

People matter

Everyone can change

We care about doing things well

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Headline Achievements

of individuals demonstrated positive changes in one or more of our core outcome areas

individuals received services, above our contracted target of 6464, 26% above target

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

This year we consolidated our two large partnership contracts within the main treatment system in Bradford and Sheffield, strengthening our service delivery, reaching more people, and meeting people in the community on their own terms.

Some of our achievements this year include:

The Likewise Recovery Hub Teams has developed the service’s first Ambassadors Programme, a structured course of training and development which equips people looking to work within the drug and alcohol field with the skills and knowledge to go on to successful careers.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Our Services

We work with individuals and families to achieve meaningful and sustainable impact and improve life chances.

disproportionately as a result of health inequalities, austerity and stigma. By increasing capacity where the need was greatest, meeting people where they are, and developing our new services to address gaps in provision, we have adapted effectively to meet the needs of our local communities. We continue to offer choices with digital, one-to-one, group work, and face-to-face services to meet the needs of those most vulnerable.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Harm Reduction

We deliver a range of harm reduction services across the Bradford district as part of the New Vision Bradford partnership. Creating accessible spaces for Needle and Syringe Programmes, specialist harm reduction advice, and supporting new people into treatment services across the district. This year we trained over 300 people in the use of Naloxone and delivered harm reduction training to 27 different organisations, within the third, private and public sector.

Our Third Place project works with people engaged in street drinking and some of the most vulnerable and excluded groups in Keighley. This year we saw 878 contacts via our drop in, providing a range of harm reduction interventions, food, and support with basic needs. The Third Place has supported 71 people with substance use interventions and 15 people into treatment pathways. 60% of attendees showed improvements in mental and physical health through contact with the project.

Project 6 Welcome Wall

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

The Hospital Mentoring Service (HMS)

works with people over 50 who have been admitted to hospital as a consequence of alcohol use. HMS provides peer mentoring to prevent relapse and re-admittance. The team includes a specialist worker to focus on people with Wernicke Korsakoff Syndrome (WKS) and Alcohol Related Brain Damage (ARBD). HMS received 484 referrals from the hospital ACT (Alcohol Care Team) with 73% of people being taken onto caseload for support in the community. Only 9% of people were readmitted to hospital within 30 days of working with the HMS team, well below the target of 40%.

Support Services

Our Support Services are based locally in our communities and within primary and secondary care services. They provide opendoor access, meeting people’s immediate needs. They offer crisis interventions, harm reduction advice, structured drug and alcohol treatment, health and wellness interventions, and information and awareness sessions.

Our Keighley Pathways Service (KPS) is a partnership project offering open access, specialist support in a range of areas to anyone in Keighley who feels they are at a time of crisis. This year Keighley Pathways has received 969 visits, providing 1334 bespoke interventions. By offering the right support at the right time, we diverted people from the local health and social care services. 80% of people reported an improvement in their health and wellbeing after attending KPS and 96% knew where to go in the future to deal with a crisis.

Our Community Development workers continue to take steps towards making our services more accessible to lesser reached communities in Doncaster. Our Central Eastern European (CEE) worker has completed interventions with 80 people, across 19 events in the city. Additionally, they have taken on a caseload of 50 people from the CEE community who were not previously accessing recovery support with Project 6.

Our LGBTQ+ worker in Doncaster reached 506 people across 64 events in the city. They engaged with people from the community to better connect them with recovery support, as well as exploring ways to improve the current offer. The LGBTQ+ worker has now taken on a caseload of 14 people and continues to collaborate with other organisations and facilitate events in community spaces.

Airedale ASIST Service

The ASIST service is delivered by a team of specialist alcohol support workers, who liaise closely with the Multi Agency Support Team (MAST), Psychiatric Liaison Nurses (PLN) of the Mental Health team and staff on the wards at Airedale General Hospital (AGH). They deliver timely, motivational interventions at the bedside of patients admitted to hospital for alcohol related reasons. These can either be direct, such as liver disease, pancreatitis and gastro-intestinal problems, or indirect such as injuries caused by trips and falls. Each admission is potentially a teachable moment, so ASIST workers visit AGH daily to engage new admissions and attempt to encourage them to address their problematic alcohol use. This year they have received 111 referrals, working with patients in the hospital and intensively 64 patients on discharge.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

MAST

Multi Agency Support Team (MAST) is a VCS led service made up of 5 organisations that works across acute and community settings in Bradford and Craven (Bradford Royal Infirmary and Airedale General).

The service was developed to relieve pressures on the health and care system by reducing unnecessary hospital readmissions. MAST works with people in Emergency Departments with intensive follow-up support in the community. It works on an integrated basis with the NHS and social care.

MAST works in collaboration with both the public sector and VCS organisations which enables the team to provide effective in-hospital interventions with continued support out into the community. This ensures people do not ‘fall through the cracks’ and are provided with the right support for their specific needs.

“ MAST is a fantastic example of collaborative working across services and sectors. The project’s design enables NHS West Yorkshire to blend funding with the Local Authority and work in equal partnership with the VCS. There are multiple benefits and positive results from the project, primarily more tailored and effective care for local people in their communities. The NHS benefits in a variety of ways, including mental health and acute services working more effectively, and enabling service users to access more appropriate care. Having met someone recently who benefited from the project, she shared that it had in some ways saved her life. I share MAST as a best practice example of our work across sectors in our West Yorkshire Health & Care Partnership, especially with NHS colleagues nationally.’

Cathy Elliott, Former Chair of NHS West Yorkshire

MAST is made of workers from:

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Our Families Services work with some of the most vulnerable families in Keighley and Sheffield. The interventions provide direct benefit to families, concerned others, grandparents and kin carers; this helps achieve sustainable, positive outcomes for the whole family.

Fresh Start who have had one or more children removed by the local authority, to take time out from parenting, deal with loss and learn new skills for the future. This year the service worked with 19 mothers who have had children removed, providing over 1297 hours of contact. Fresh Start have developed a bespoke peer support service for women to access during and on discharge, delivered and lead by women from the programme.

We work with vulnerable young people to increase resilience and reduce risk, using evidence-based approaches which inspire and enable individuals to take more responsibility for themselves and their own actions. In Keighley, our Young Persons Resilience Service – RISE worked with 144 young people, providing weekly one-to-one interventions to those experiencing mental health issues that are below the threshold for CAMHS. 98% showed an improvement in resilience.

In Keighley, our Family Support Service worked with 60 concerned others, to build skills in understanding and managing feelings, increase resilience and reduce risk. Weekly peer led support groups provide space for people to share concerns, ask questions and connect with others facing similar challenges.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Recovery Services

Our vibrant Recovery Services in Doncaster, Sheffield and Keighley aim to provide long term, sustainable recovery from problematic drug and alcohol use. We achieve outstanding results through a range of therapeutic groups, health and wellness activities, Structured Recovery and Active Citizens programmes, peer support, training and volunteering opportunities.

Our Structured Recovery Programme is an intensive 12-session course which consolidates the positive life changes people in recovery have achieved through statutory treatment service or personal rehabilitation journeys. This year 123 people have completed the course within 29 programmes. 87% of people report an increase in recovery capital and are less likely to engage in harmful substance use and 86% were feeling more resilient, with improved social networks.

Active Citizens are people who care about their local communities and the places they live. By taking an active role in decision making they can help influence positive change and take a leadership role in shaping how their communities function. 24 Active Citizens Programmes have been completed across all sites, offering volunteering opportunities and accredited Recovery Coaching courses.

We have taken steps to retain and build on our volunteer capacity within our Recovery Services, delivering peer mentor and volunteer training. This year, through the New Vision Bradford partnership, we have significantly increased the numbers of volunteers in Keighley. We have 85 active volunteers across the organisation supporting our delivery.

Better Together is a Lived Experience Recovery Organisation (LERO) in Doncaster. The project is led by people with lived experience of problematic substance use and works to consult with the wider community and research the experiences of people to identify barriers to accessing support and unmet need. They work alongside Public Health and the local Combatting Drugs Partnership.

Sober Social in Doncaster was established to support people in recovery from alcohol and other drugs in a community setting. From its city centre location the service provides oneto-one interventions as well as a timetable of activities five days a week, most of which are facilitated by volunteers. Sober Social is designed to be open door access with many people referring themselves to the project. This year Sober Social received 135 new referrals and ran 680 skill and wellbeing activities with a cumulative attendance of 1968.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

The ARC

“Recovery: Lived experience of improved quality of life and sense of empowerment” Best and Laudets’ (2010)

Research shows that the likelihood of relapse reduces to less than 15% around 5 years into a person’s recovery. Longer term support that helps people identify goals, maintain motivation and build social and recovery capital is essential in order to reduce the chance of relapse and re-entering treatment in the future.

that provides hope, choice and opportunities with a focus on relapse prevention.

person will find different types of support more meaningful than others in their recovery journey. People often describe their experience of substance use services as something that was done to them rather than with them, or that the options available were limited to what is desired by the majority. Providing genuine choice means working with people to set their own goals, providing a diverse range of support, and enabling people to take a lead on designing new activities that fill the gaps. The ARC works with individuals to help them identify new opportunities as they consolidate the changes they have made.

The ARC delivers a full timetable of activities six days a week. This includes a mix of therapeutic, peer support and wellbeing groups. The timetable is facilitated by two members of paid staff, 15 volunteers and people accessing the service. All these individuals have experienced the impact of problematic substance use in their lives. The ARC provides a space where people are able

to develop their own identity in recovery; this includes people who are looking for further support after structured treatment as well as individuals beginning to contemplate making changes. The service is led by the community of people who access the service, rather than support that is ‘done for’ people, it is the community that design and shape the ARC with each other. It offers a place where people can explore their personal and professional growth while discovering new challenges and taking on leadership roles within the recovery community.

We recognise the role that opportunities for progression have in helping people maintain longer-term recovery. Although not every person will want to volunteer within the ARC, for those who do the service offers a wide range of opportunities including group facilitation, accredited Recovery Coaching, and professional skills training. The project also has strong links with other organisations that offer training, education and experience that extend into different areas and settings. Hope is a key element of the recovery process. Individuals who have successfully made changes can be important role models for others. Within the ARC, more established members of the community provide support and guidance to those who are newer.

“Recovery can feel like losing something, the way drugs made me feel, the connections you had, a way of living; within the ARC the focus is on what can gain, both for yourself, your family and your community.”

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Project 6 Training Services

Our Training Team deliver high-quality and innovative training that promotes excellence in working with a range of vulnerable groups. The team deliver training both internally and to the external market. This year we’ve seen real progress across our training offer, both in terms of reach and impact.

The Changing Futures programme continues to be a key part of our work in Sheffield. We’ve delivered training to over 700 people from around 60 organisations, helping professionals build their confidence and understanding when working with people facing multiple disadvantage. The programme has now been extended for another year, during which we’ll start to transition from individual sessions to delivery of the new Multiple Disadvantage Practitioner Course. This course was co-designed with people working directly in the field but also those who’ve experienced multiple disadvantage themselves and is currently going through CPD accreditation.

Across all our training, feedback has been consistently strong, with evaluation scores averaging 4 out of 5. People regularly tell us they leave our sessions feeling better equipped, more confident and more able to support the people they work with. In Keighley and Bradford, our Community Education work through the New Vision partnership has continued to grow. Alongside core training on Naloxone and Drugs and Alcohol Awareness, we’ve started developing more focused harm reduction sessions for specific groups. These include parents and maternity professionals, and cover topics like stimulant use and club drugs.

This year also saw the launch of our pilot People Matter, our new training subscription offers for employers. It gives organisations

access to a rolling programme of topics like Supporting a Loved One with Drug or Alcohol Use, Drugs and Alcohol in the Workplace, and Working in a Trauma-Informed Way. Subscribers also get a bespoke session tailored to their team, a co-branded policy, and public recognition for their commitment to staff wellbeing. It’s a practical, values-led way for employers to support their people while helping us reach new sectors and challenge stigma more widely.

We’ve also rolled out a new onboarding programme for all new starters at Project 6. It gives a consistent introduction to who we are, how we work and what’s expected, while helping people feel supported from day one. This sits alongside our internal training calendar, which continues to grow and respond to what staff tell us they need.

taken another step forward. We’ve continued to focus on coaching skills, person-centred leadership and understanding neurodiversity. The offer now includes staff who are not yet in leadership roles but show potential, helping us build future managers from within.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Our Outcomes and Impact

----- Start of picture text -----
‘Your Love Has Power’, Marcus Method at Ideas Conference 2024
----- End of picture text -----

“Attending Sober Social has given me hope, because without this place I don’t know where I would be... I no longer feel alone, I am with like-minded people experiencing the same thing without judgement or prejudice. It is an amazing place; everyone is so supporting and caring.”

Satisfaction Survey 2024

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Individuals: In our annual Satisfaction Survey 95% of individuals reported improvements in mental health and wellbeing and 99% reported improved physical health.

Families: Alcohol and other drug use, as well as other challenges to wellbeing, don’t only affect the person experiencing them; the harm can extend to the whole family. By adopting a family-focussed approach across our services we believe we achieve a greater impact. 91% of our service users in our annual Satisfaction Survey reported improved relationships with families and friends.

Communities: By being a visible and active presence in our local communities, we can reduce the stigma and discrimination experienced by people using our services. A community where people have clear and open pathways to support reduces the cost to local services and helps rebuild social cohesion. 86% of people responding to our annual Satisfaction Survey felt more connected to their community and able to play a positive role, with 97% feeling optimistic about their ability to have a positive future.

Core Outcomes

Our services, activities and interventions are designed to facilitate positive changes, which lead to meaningful and sustained impact through our core outcomes.

Improved mental health and wellbeing

Improved physical health and wellbeing

“The service adds structure to my week, and over time I look forward to seeing familiar faces. It’s a chance to listen to other people’s stories, relate, and hear your own voice too”

From our Satisfaction Survey 2024

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Delivering on our Values

This year we asked people who used our services how they feel about us:

Greater Community Connectedness

Improved Life Chances

Improved relationships with family and friends

Storytelling event, Project 6 Keighley

25

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Strategic and Operational Success

review, and Project 6 has continued to make strong, measurable progress. Our plan is reviewed quarterly, with clear targets that allow us to address any issues promptly. Last year, we introduced a new and important objective: to become a truly diverse organisation. This reflects our core values – creating spaces where everyone feels they belong and ensuring our team reflects the diversity of the communities we serve. We have made excellent headway across all six strategic objectives. Guided by individual work plans aligned with these goals, our senior leadership team has not only met but, in some areas, exceeded our targets – always keeping our core values central to every decision. Regular quarterly performance and quality management meetings have helped us remain focused, accountable, and on track.

Towards the end of this year, we reviewed our strategic objectives and reset the operational business plan for the next three years, this reflects the increased need to diversify our income streams to enable us to continue meeting our mission, while remaining well placed to look at future opportunities. From April 2025 we moved to an Objectives and Key Results framework, maintaining clear priorities and measurable targets for the next three years.

Our dedication to the people we serve and to the mission of Project 6 remains as strong as ever.

Financial

Review of Financial Activities

year of growth, albeit it at a slower rate than in the last couple of years, with the increase in total income of 5.6%, from £3.6 million to £3.8 million, while expenditure increased from £3.5 million to £3.9 million, resulting in a total deficit of £158k. This compares to a surplus of £110k in 2024.

The increase in income, is mainly due to the full mobilisation of the New Vision Bradford, Likewise and Housing Support projects, all delivered in partnership with Waythrough; and the expansion of Sober Social, funded by the City of Doncaster Council.

addition, the Winter Pressures project, funded by the VCS Alliance, also ceased part way through the year.

Expenditure has increased at a higher rate than income, increasing by 13.5% which is £470k in total.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

the year on the NVB, Likewise and Housing Support contracts. During 2024 there was a strengthening of the central support team, with this year’s figures including a full year’s costs.

premises at Abbeydale Road, to Cumberland Street. This took place in June 2024. Project 6 moved premises to occupy both floors at Cumberland Street. Previously Project 6 occupied just the ground floor. The early surrender of the lease of Abbeydale Road resulted in additional fees being incurred including dilapidation costs, legal fees and removal fees. These totalled approximately £67k.

Total reserves have reduced from £1.14 million to £984k, with restricted reserves reducing from £290k to £98k. This is predominantly due to the drawdown on the Sheffield Council funded projects' underspend which was ringfenced last year. Despite the reduction in total reserves and the in-year deficit, free reserves have continued to increase. At the year end, the total unrestricted reserves were £886k (2024: £852k). Of this, £120k are designated, £429k are in relation to the fixed assets reserves and £337k are free reserves (2024: £320k). More details can be found in the Reserves section.

premises maintenance work being planned in advance; and close monitoring of income and expenditure, including reforecasting. It is also a result of the increase in contracts for services which are unrestricted.

Principal funding sources

via Sheffield and Bradford Councils, partnerships with Waythrough, Bradford and Craven Integrated Care Board, the City of Doncaster Council, the National Lottery Community Fund and The Henry Smith Foundation.

A detailed analysis of our donations and grants is shown in Note 2 and of our charitable activities in Note 3.

growth, we work hard at generating other income from our training programme and other grants. We have an Income Generation Plan and Training Business Plan, which are continuously reviewed to ensure that they continue to be relevant, aligned to our objectives and values, innovative and successful.

Financial controls

reasonable assurance against fraud and error. We have recently reviewed and tightened our financial controls. This will ensure that our financial reporting continues to be accurate and that core costs are controlled for the foreseeable future. These controls include the roll out and expansion of delegated budget holders being responsible for both core and project

27

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

expenditure, ensuring that each project’s needs are met to give the best delivery and value for money.

Compliance

We have taken note of the directive from the Fundraising Regulator and ensured our compliance. Our charity has no contracts with professional fund-raisers or commercial participators, and no complaints have been received regarding fundraisers acting on our behalf.

Reserves

As of the end of this reporting period, our reserves stand at:

Comprising:

Reserves Policy

The trustees are aware of their general legal duty to apply the income of the charity for its purposes within a reasonable period of receipt, and within that framework have reviewed the charity’s needs for reserves in line with guidance issued by the Charity Commission.

available to spend on charitable purposes.

Reserves are an inherent part of the risk management process, and the required level depends on our financial position and our assessment of the risks that the charity faces at a particular time.

a clear basis to ensure the financial strength, resilience and sustainability of the organisation. The trustees have considered our legal and moral commitments.

In setting the reserves as at 31 March 2025, the trustees have considered the following:

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

The level of unrestricted reserves required to meet these needs has been calculated as:

The level of unrestricted reserves required to meet these needs has been calculated as:
Redundancy costs – all staf £150,000
Cost of living increase and associated on-costs
 £60,000
Provision for unexpected cessation/ shortfall in funded projects to
allow a wind down
£40,000
Business development / income generation provision £55,000
Provision to general property improvements to meet needs
of ageing buildings £45,000
Total general unrestricted funds £350,000

The current unrestricted free reserves total £337,320. The trustees and Senior Leadership are working hard to review income generation opportunities and areas of cost savings, to achieve the desired reserves position.

The charity’s unrestricted reserves currently meet four months’ core salary and operational costs.

In addition to the above, designated funds have been allocated to support premises moves and improvements to property, as follows:


improvements to property, as follows:
Designated Funds –Shefeld property improvements at Portland House £60,000
Designated Funds – Keighley property improvements at Devonshire Street £15,000
Designated Funds – Shefeld property legal fees to support a lift at
Cumberland Street £10,000
Designated Funds – External evaluation fees for National Lottery/Henry Smith
funded project due to cease March’26 £5,000
Designated Funds – General shortfall in funding in respect of the national
insurance and pay increment across a number of projects £30,000
Total designated unrestricted funds £120,000

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Investment Policy

Our trustees invest surplus liquid funds in short-term interest-bearing accounts to maximise liquidity. An investment review is planned for the upcoming year.

Income Policy

Project 6 recognises income from donations or government grants when there is evidence of entitlement to the gift, receipt is probable, and its amount can be measured reliably.

The Future

2024/25: Holding Our Values in a Changing Landscape

This year has been one of both resilience and renewal. The pressures facing drug and alcohol services remain severe: funding is still fragile, demand for support is growing, and national policy continues to lean heavily towards criminal justice rather than public health. While there are early signs of political will to stabilise the sector, the challenges of the past decade – service closures, fragmented commissioning, and the erosion of harm reduction – continue to shape the environment we work in.

established, providing a solid backbone for our delivery teams. We have expanded our Learning & Development offer, creating opportunities for our staff to grow their skills and share their expertise beyond the organisation. We have maintained a strong focus on staff wellbeing, knowing that the work we do can only be as strong as the people who deliver it.

We have remained consistent in our voice and our values. We are still one of the few organisations in the sector committed to harm reduction as a principle of social justice. We have continued our anti-racism journey and developed practical steps to embed this into our culture and services. The #ideasconference returned for a second year, sparking important conversations about how our sector can evolve to meet people’s needs more compassionately and effectively.

This year also saw the start of a new chapter in our leadership. We welcomed Jo Jepson as our new Chief Executive, building on the secure foundations laid over the past decade. Jo brings both leadership experience and fresh energy to our mission. We have also reviewed our strategy for the next three years, moving to an ‘Objectives and Key Results’ model, streamlining our approach, but maintaining clear priorities in the areas that enable us to meet our organisational goals and mission.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

also signals a policy approach that will require us to work hard to ensure harm reduction remains at the heart of what we do. We will continue to advocate for a system in which people are supported because they are valued as human beings – not solely as a means to reduce crime or manage risk.

adapted, and we have kept our commitment to the people we serve. Our work remains rooted in compassion, evidence, and the belief that everyone deserves the chance to thrive.

Going Concern

position, together with a detailed budget for 25/26, which includes a cash flow and projected balance sheet. They have also reviewed reforecasts presented at the September ‘25 position and 3-year forecasts to 27/28 based upon known project income and forecast costs, including payroll costs.

number of projects will cease and income will reduce by 2.5%.

They take into account the savings generated as a result of the restructuring exercise carried out in 24/25. Ahead of the increase in national insurance contributions, implemented in April ‘25, coupled with many contracts not funding the increase, a review of the potential cost savings was carried out. This resulted in a reduction in the size of the core support team, in order to protect the free reserves.

months with a projected free reserves position of £327K at 31[st] March ‘26.

The trustees and Senior Leadership Team are, however, very aware of the risk and challenges, particularly associated with the cost-of-living increases, annual and cash flat contracts, and the increasing struggle to be competitive with salaries and attract and retain staff.

The trustees and Senior Leadership team will continue to monitor the situation carefully and be ready to respond quickly to adverse trends, should they need to.

It is for these reasons that the trustees are of the opinion that the charity has adequate resources to meet its financial obligations, and to continue in operational existence for a period of at least 12 months from approval of these financial statements, and has prepared these financial statements on the going concern basis.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Structure, Governance and Management

Project 6 operates as a charitable company limited by guarantee, established on September 3, 1997, and registered as a charity on June 23, 1989. Our Board of Trustees oversees the organisation's strategic direction, planning, and risk management. Key roles are divided between the Chair of Trustees and the Chief Executive.

reclaimed by the trustees from the charity are set out in Note 8 to the accounts.

The Chief Executive and members of the Senior Leadership Team have day to day responsibility for the leadership and operational delivery of the charity.

Recruitment and Induction of Trustees

We are committed to recruiting trustees who align with our values and Code of Conduct, promoting diversity and equal opportunities. Trustees undertake an induction process, reviewing the organisation's key documents and engaging with the wider organisation.

During August 2025, an external recruitment process took place. It is hoped that one new trustee will be appointed at the AGM on 9[th] December 2025.

Partnerships and Collaboration

We actively engage in ethical collaboration and partnership working, which is central to our approach. In the past year, we have partnered with various organisations in Keighley, Sheffield and Doncaster to develop new services and enhance service delivery.

Supporters

We extend our gratitude to the organisations and individuals who have supported us. These include our volunteers, partners and grant funders who believe in our mission.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Remuneration Policy for key management personnel

the Chief Executive are reviewed annually by the Remuneration Committee.

Risk management

Our trustees have a duty to identify and review the risks to which the charity is exposed and, as such, have a robust approach to risk management. Risks are identified, assessed, and managed through our annual business plan and quarterly business plan reviews, which feed into our risk register. The principal risks and uncertainties identified include:

  1. Uncertainty of Annual Grants and Commissioned Service Funding

Much of the charity’s income relies on short-term grants or commissioned services. This limits the ability to plan long term, affects staff recruitment and retention, and creates uncertainty for service continuity.

The sector faces challenges in attracting and retaining skilled professionals due to pay constraints and increasing workloads. This could impact service quality and organisational capacity.

3. Funding Pressures Across the Sector

pressures affecting the voluntary and community sector.

  1. Government Policy Changes and Cost Increases

Reductions in public sector funding, changes to commissioning arrangements, and increased costs such as National Insurance contributions pose ongoing risks to the charity’s financial sustainability.

  1. Ageing Buildings and Rising Maintenance Costs

maintenance. The cost of these works presents a financial and operational challenge.

To mitigate these risks, the trustees have developed the following strategies and actions:

  1. Property and Infrastructure Management

A programme of repairs and maintenance is being implemented following recent building condition surveys, ensuring properties remain safe, functional, and fit for purpose.

2. Sector Awareness and Advocacy

The charity continues to monitor and respond to developments in the drug and alcohol

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

sector, ensuring our services remain relevant and aligned with best practice and emerging needs.

3. Promotion and Partnership Building

We actively promote our work through conferences, events, and networks, helping to strengthen our reputation, influence policy, and build new funding and partnership opportunities.

4.

To reduce dependency on grant funding, we are developing a training arm to generate additional income and have recently recruited a fundraiser to expand our income streams.

5. Strengthening Organisational Culture and Retention

The charity is committed to being a values-led organisation and a good employer, exploring ways to improve staff wellbeing, engagement, and development to support recruitment and retention.

Statement of responsibilities of the trustees

The trustees (who are also directors of Airedale Voluntary Drug and Alcohol Agency Limited for the purposes of company law) are responsible for preparing the trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company, and of the incoming resources and application of resources, including the income and expenditure of the charitable company for that period. In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

34

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Disclosure of information to auditor

In so far as the trustees are aware:

information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Auditor

BHP LLP has been re-appointed as our auditor and will continue in this role.

This report adheres to the provisions for small companies under the Companies Act 2006 and has been approved by the trustees.

The trustees’ annual report has been approved by the trustees on 49[th] December 2025 and signed on their behalf by

Kes Lewis Chair

35

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Independent Auditor’s Report

to the Members of

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Opinion

Limited operating as Project 6 (the 'charitable company') for the year ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows, and the related notes, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' (United Kingdom Generally Accepted Accounting Practice).

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditors’ responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the United Kingdom, including the Financial Reporting Council's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

concern basis of accounting in the preparation of the financial statements is appropriate.

relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

35 36

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Independent Auditor’s Report

to the Members of

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Other information

The other information comprises the information included in the trustees' annual report, other than the financial statements and our auditors’ report thereon. The trustees are responsible for the other information. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report included within the trustees' report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

36 37

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Independent Auditor’s Report to the Members of

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor responsibilities for the audit of

whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

3837

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Independent Auditor’s Report

to the Members of

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

including obtaining an understanding of how fraud might occur, by:

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities is available on the FRC's website at: https://www.frc.org.uk/auditors/audit-assurance/auditor-s-responsibilities-for-the-audit-of-thef/description-of-the-auditor%E2%80%99s-responsibilities-for. This description forms part of our auditor’s report.

38 39

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Independent Auditor’s Report

to the Members of

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an 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 charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Signer ID: WKOLTHN6RI...

Rachel Heath (Senior statutory auditor)

for and on behalf of

BHP LLP

Chartered Accountants Statutory Auditor Albert Works Sidney Street Sheffield S1 4RG

Date: 11/12/2025 GMT

4039

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Statement of Financial Activities incorporating an Income and Expenditure Account For the year ended 31 March 2025

Income from:
Donations and legacies
Charitable activities
Other trading activities
Investments
Other income
Total income
Expenditure on:
Raising funds
Charitable activities
Total expenditure
Net income /
(expenditure) before
investment gains and
losses
Net gains / (losses) in
investments
Net income /
(expenditure)
Transfers between
funds
Net movement in
funds
Brought forward
Carried forward		 Unrestricted
funds
Restricted
funds
Total funds
Total funds
2025
2025
2025
2024
Note
£
£
£
£

2
69,701
209,826
279,527
233,749
3
1,756,299
1,703,174
3,459,473
3,273,768
4
45,746
-
45,746
22,480
5
1,026
-
1,026
905
-
-
-
53,676
1,872,772
1,913,000
3,785,772
3,584,578
387
-
387
76
6
1,854,154
2,089,660
3,943,814
3,474,316
1,854,541
2,089,660
3,944,201
3,474,392
18,231
(176,660)
(158,429)
110,186
12
179
-
179
(100)
18,410
(176,660)
(158,250)
110,086
15,552
(15,552)
-
-
33,962
(192,212)
(158,250)
110,086
851,786
290,020
1,141,806
1,031,720
885,748
97,808
983,556
1,141,806

44-69

Income and expenditure is derived from continuing activities. Statement of Financial Activities complies with the requirement for an income and expenditure account under the Companies Act 2006 and includes all gains and losses recognised in the year.

4140

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Balance Sheet As at 31 March 2025

Note
Total Fixed Assets
Tangible assets
11
Investments
12
Current assets
Debtors
13
Cash at bank and in hand
Creditors:amounts falling due
within one year
14
Net current assets
Net Assets
Charity Funds
Restricted funds
15
Unrestricted funds –
designated
15
Unrestricted funds – general
15
Total Capital and Reserves
£



72,639
658,600		 31 Mar 2025

£
474,698
18,322

£



98,107
773,809		 31 Mar 2024

£
502,896
18,143
493,020



490,536		 521,039



620,767
731,239
(240,703)		 871,916
(251,149)







983,556 1,141,806
97,808
120,000
765,748		 290,020
80,000
771,786
983,556 1,141,806

applicable to companies subject to the small companies regime.

9[th] December and signed on behalf of the Board of Trustees.

Kes Lewis (Chair) Anthony Ball (Treasurer)

44-69 Company Registration Number: 3430925

41 42

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

for the year ended 31 March 2025

Note
Cash fows from operating activities
Net cash (used) / provided by operating activities
17
Cash fows from investing activities:
Dividends, interest and rents from investments
Proceeds from the sale of property, plant and equipment
Purchase of tangible fxed assets
Net cash used in investing activities
Change in cash and cash equivalents in the year
Cash and cash equivalents brought forward
Cash and cash equivalents carried forward
18		 2025
2024
£
£
(63,289)
550,939
1,026
905
1,457
1,355
(54,403)
(124,624)
(51,920)
(122,364)
(115,209)
428,575
773,809
345,234
658,600
773,809

4342

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

1. Accounting Policies

Airedale Voluntary Drug and Alcohol Agency Limited is a charitable company in England and Wales. The address of the registered office is given in the charity information on page 1 of these financial statements. The nature of the charity’s operations and principal activities are on page 3 of these financial statements.

statements have been prepared in accordance with 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) published October 2019), the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Accounting Practice.

cost convention, modified to include certain items at fair value. The financial statements are presented in sterling which is the functional currency of the charity and rounded to the nearest £

statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.

1.2 Company status

The company is a company limited by guarantee. The members of the company are the trustees named on page 1. In the event of the company being wound up, the liability in respect of the guarantee is limited to £1 per member of the company.

1.3 Going concern

The trustees and members of the Senior Leadership Team have reviewed the current financial position, together with a detailed budget for 25/26, which includes a cash flow and projected balance sheet. They have also reviewed reforecasts presented at the September ‘25 position and 3-year forecasts to 27/28 based upon known project income and forecast costs, including payroll costs.

a number of projects will cease and income will reduce by 2.5%.

They take into account the savings generated as a result of the restructuring exercise carried out in 24/25. Ahead of the increase in national insurance contributions, implemented in April ‘25, coupled with many contracts not funding the increase, a review of the potential cost savings was carried out. This resulted in a reduction in the size of the core support team, in order to protect the free reserves.

next 12 months with a projected free reserves position of £327K at 31st March ‘26.

4443

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

1. Accounting Policies (continued)

The trustees and Senior Leadership Team are, however, very aware of the risk and challenges, particularly associated with the cost-of-living increases, annual and cash flat contracts, and the increasing struggle to be competitive with salaries and attract and

The trustees and Senior Leadership team will continue to monitor the situation carefully and be ready to respond quickly to adverse trends, should they need to.

It is for these reasons that the trustees are of the opinion that the charity has adequate resources to meet its financial obligations, and to continue in operational existence for a period of at least 12 months from approval of these financial statements, and has prepared these financial statements on the going concern basis.

1.4 Income

All income is recognised once the company has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.

For legacies, entitlement is taken as the earlier of the date on which either the company is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the company that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the company has been notified of the executor's intention to make a distribution.

granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material.

Donated services or facilities are recognised when the company has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use of the company of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), the general volunteer time is not recognised. Refer to the trustees' report for more information about their contribution.

On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the company which is the amount the company would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

Income tax recoverable in relation to investment income is recognised at the time the investment income is receivable.

4544

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

1. Accounting Policies (continued)

Grants are included in the Statement of Financial Activities on a receivable basis. The balance of income received for specific purposes but not expended during the period is shown in the relevant funds on the Balance Sheet. Where income is received in advance of entitlement of receipt, its recognition is deferred and included in creditors as deferred income. Where entitlement occurs before income is received, the income is accrued.

1.5 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably.

of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use.

Costs of raising funds are costs incurred in attracting voluntary income, and those incurred in trading activities that raise funds.

Charitable activities are costs incurred on the company's operations, including support costs and costs relating to the governance of the company apportioned to charitable activities.

Governance costs are those incurred in connection with administration of the company and compliance with constitutional and statutory requirements.

All assets costing £500 or more, or lower value items which amount to £1,000 in aggregate, are capitalised.

circumstances indicate that the carrying value of any fixed asset may not be recoverable. Shortfalls between the carrying value of fixed assets and their recoverable amounts are recognised as impairments. Impairment losses are recognised in the Statement of financial activities incorporating income and expenditure account.

impairment. Depreciation


impairment. Depreciation
Leasehold improvements 10% straight line or length of lease
Freehold improvements 10% straight line
Fixtures and fttings 25% straight line
Freehold property 2% straight line

45 46

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

1. Accounting Policies (continued)

1.7 Investments

Investments in shares are included at fair value.

1.8 Debtors

Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

1.9 Cash at bank and in hand

Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

1.10 Liabilities and provisions

Liabilities are recognised when there is an obligation at the Balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Liabilities are recognised at the amount that the company anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide. Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised within interest payable and similar charges.

1.11 Financial instruments

basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the

1.12 Pensions

charge represents the amounts payable by the company to the fund in respect of the year.

1.13 Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the institution with whom the funds are deposited.

1.14 Leases

Operating lease rentals are charged to the income and expenditure account as incurred.

46 47

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

1. Accounting Policies (continued)

1.15 Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the company and which have not been designated for other purposes. Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors, or which have been

raised by the company for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted

1.16 Accounting estimates and areas of judgment

Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.

The cost of any unused holiday entitlement is recognised in the period in which the employee's services are received.

1.18 Tax exemption

The charitable company is considered to pass the tests set out in Sch. 6 para.1 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charitable company is potentially exempt from taxation in respect of income or capital gains received within categories covered by Pt. 11, Ch. 3 of the Corporation Tax Act 2010 or s. 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.

47 48

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

2. Income from donations and legacies

Donations
National Lottery
Henry Smith
Beat-Herder
The Liz and Terry Bramall
Foundation
Garfield Weston
Total
Total 2024		 Unrestricted
funds
2025
Restricted
funds
2025
Total funds
2025
Total funds
2024
£
£
£
£
11,201
-
11,201
12,057
-
146,526
146,526
141,662
-
63,300
63,300
61,500
18,500
-
18,500
18,530
10,000
-
10,000
-
30,000
-
30,000
-
69,701
209,826
279,527
233,749
30,587
203,162
233,749

3. Income from charitable activities

Recovery Services
ARC Recovery and Relapse
Prevention
Sober Social
Skills House - BMDC
Likewise
Enhanced Recovery Support
(CJS)
Craven DC
Better Together – City of
Doncaster		 Unrestricted
2025
Restricted
2025
Total
2025
Total
2024
£
£
£
£
-
44,170
44,170
80,000
-
335,811
335,811
177,308
-
32,374
32,374
35,611
595,029
-
595,029
326,878

-
-
-
87,500
-
26,317
26,317
26,317
-
14,987
14,987
-
595,029
453,659
1,048,688
733,614

48 49

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

3. Income from charitable activities (continued)

Support Services
Fresh Start (Sheffield) (SCC)
Older Person Alcohol Worker
Winter Pressures Fund
Wharfe Valley Pathways
AWC Community Health
Modality (Pathways Worker)
Hospital Mentoring
Stronger Links
Non recurring grants
Harm Reduction
KPS (Pathways)
Complex Alcohol Project
Safer Spaces
Jack’s Snacks
Partnerships
New Vision Bradford
Resilience Support (WACA)
MAST Bradford & Keighley
Hospitals
Sheffield Pathways
HIU Hospital Project
Housing Support
Mental Health Connect
Partnership
Core Services
City of Bradford
Changing Futures
Non recurring grants		 Unrestricted
2025
Restricted
2025
Total
2025
Total
2024
£
£
£
£
88,000
-
88,000
88,000
-
-
-
10,000
-
29,775
29,775
117,958
-
-
-
41,700
-
18,994
18,994
14,725
-
-
-
24,076
-
132,510
132,510
168,750
-
29,181
29,181
14,590
-
-
-
15,007
88,000
210,460
298,460
494,806
-
89,000
89,000
89,000
-
162,000
162,000
162,000
-
8,304
8,304
8,000
-
597
597
329
-
259,901
259,901
259,329
814,348
-
814,348
797,164
-
37,918
37,918
35,000
-
630,241
630,241
638,189
-
-
-
27,903
-
80,657
80,657
82,727
195,084
-
195,084
170,699
-
29,643
29,643
26,991
1,009,432
778,459
1,787,891
1,778,673
-
-
-
7,346
60,000
-
60,000
-
3,838
695
4,533
-
63,838
695
64,533
7,346
Total 1,756,299
1,703,174
3,459,473
3,273,768
Total 2024 1,390,087
1,883,681
3,273,768

49 50

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Notes to the Financial Statements

for the year ended 31 March 2025

4. Other trading activities

4. Other trading activities
Fees and other income
Total
Total 2024		 Unrestricted
funds
2025
Restricted
funds
2025
Total funds
2025
Total funds
2024
£
£
£
£
45,746
-
45,746
22,480
45,746
-
45,746
22,480
22,480
-
22,480

5. Investment income

5. Investment income
Interest received
Total
Total 2024		 Unrestricted
funds
2025
Restricted
funds
2025
Total funds
2025
Total funds
2024
£
£
£
£
1,026
-
1,026
905
1,026
-
1,026
905
905
-
905

50 51

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

6. Analysis of expenditure on charitable activities (and donations and legacies)

Restricted
Donations Harm
Core and Recovery Support Reduction Partner- Total funds
services Legacies services services Services ships Training 2025
£ £ £ £ £ £ £ £
Staff costs (as per
note 9) 1,333,467 121,643 384,176 248,556 186,021 379,672 67,648 2,721,183
Training and
recruitment 19,966 3,056 5,100 10,053 - 250 50 38,475
Premises and
administration 243,565 66,103 76,456 7,196 31,245 104,642 505 529,712
Project costs 90,924 25,024 46,372 23,118 45,575 321,095 3,082 555,190
Depreciation
and profit/loss
on disposal
charges 80,769 - - - - - 375 81,144
Governance
costs (note 7) 18,110 - - - - - - 18,110
Total 1,786,801 215,826 512,104 288,923 262,841 805,659 71,660 3,943,814

5251

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

6. Analysis of expenditure on charitable activities (and donations and legacies) (continued)

Prior year

Prior year
Restricted
Donations Harm
Core and Recovery Support Reduction Partner- Total funds
services Legacies services services Services ships Training 2024
£ £ £ £ £ £ £ £
Staff costs (as per
note 9) 938,783 150,086 339,103 212,670 208,772 420,066 59,606 2,329,086
Training and
recruitment 24,956 - - - - - - 24,956
Premises and
administration 71,909 22,893 98,011 83,957 14,668 89,411 26,150 406,999
Project costs 66,819 4,613 59,215 46,908 39,815 356,678 2,405 576,453
Depreciation
and profit/loss
on disposal
charges 108,155 - - - - - 638 108,793
Governance
costs (note 7) 28,029 - - - - - - 28,029
Total 1,238,651 177,592 496,329 343,535 263,255 866,155 88,799 3,474,316

52 53

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

7. Governance costs

7. Governance costs
Auditor's remuneration
Accountancy fees
Other
Total
Total 2024		 Unrestricted
funds
2025
Restricted
funds
2025
Total funds
2025
Total funds
2024
£
£
£
£
17,917
-
17,917
15,750
98
-
98
8,320
95
-
95
809
18,110
-
18,110
24,879
24,879
-
24,879

8. Net income/(expenditure)

This is stated after charging:
Depreciation of tangible fixed assets:
- owned by the charity
Impairment of assets
(Profit) / loss on disposal / sale of assets
Auditor's remuneration - audit
Operating lease rentals		 2025
2024
£
£
82,123
53,113
-54,325
(979)
822
16,500
15,750
59,186
15,861

During the year, no trustees received any remuneration (2024 - £NIL).

During the year, two trustees received a reimbursement of expenses totalling £71 (2024 - £126).

5453

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

Staff costs were as follows:

Wages and salaries
Social security costs
Other pension costs
Redundancy costs
Average number of persons employed by the company during
the year
Average headcount expressed as a full time equivalent		 2025
2024
£
£
2,383,0142,024,466
198,020
181,088
129,003
112,116
11,146
11,416
2,721,1832,329,086
2025
2024
No.
No.
97
83
84
71

No employee received remuneration amounting to more than £60,000 in either year.

(2024: £300,346).

There were redundancy payments totalling £11,146 made in the year (2024: £11,416). These were made following a restructure of the core staffing team, ahead of the national insurance increases, together with a cessation of one project. As at the year end, a balance of £7,249 (2024: £Nil) was included in creditors in relation to redundancy payments.

10. Grants

NHS Bradford Districts
Bradford MDC
North Yorkshire Council
City of Doncaster Council
National Lottery Community Fund
The Henry Smith Foundation
Leeds Community Foundation		 2025
2024
£
£
280,775
452,358
662,615
673,800
26,317
26,317
374,913
201,898
146,526
141,662
63,300
61,500
18,994
14,725
1,573,440
1,572,260

5554

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

Cost
At 1 April 2024
Additions
Elim re disposals
At 31 March 2025
Depreciation
At 1 April 2024
Charge for the year
Elim re disposals
At 31 March 2025
Net book value
At 31 March 2025
At 31 March 2024		 Freehold
property
Freehold
improvements
Leasehold
improvements
Fixtures
and
fittings
Total
£
£
£
£
£
495,359
61,210
142,097
282,385
981,051
-
4,849
29,809
19,745
54,403
-
-
-
(12,913)
(12,913)
495,359
66,059
171,906
289,217 1,022,541
107,494
17,536
142,097
211,028
478,155
9,907
6,441
28,249
37,526
82,123
-
-
-
(12,435)
(12,435)
117,401
23,977
170,346
236,119
547,843
377,958
42,082
1,560
53,098 474,698
387,865
43,674
-
71,357
502,896

12. Fixed asset investment

12. Fixed asset investment
The charity holds an investment in M&G Investments
Market valuation at 1 April 2024
Increase (reduction) in value
Market valuation at 31 March 2025
At cost		 2025
2024
£
£
18,143
18,243
179
(100)
18,322
18,143
20,000
20,000

5655

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

13. Debtors:

Amounts falling due within one year

Trade debtors
Other debtors
Prepayments and accrued income
Amounts falling due after more than one year
Other debtors
Total
14. Creditors: Amounts falling due within one year
Trade creditors
Other taxation and security
Other creditors
Accruals and deferred income		 2025
2024
£
£
29,792
46,953
5,481
5,582
27,366
45,572
62,639
98,107
10,000
-
10,000
-
72,639
98,107
2025
2024
£
£
36,195
68,517
47,326
50,202
39,093
19,071
118,089
113,359
240,703
251,149

Creditors include contributions to pensions transferred and not yet paid over of £31,162 (2024: £18,803).

5756

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

14. Creditors: Amounts falling due within one year (continued)

Deferred income
Deferred income as at 31 March 2024
Resources released during the year

Resources deferred during the year
Deferred income balances at 31 March 2025
Training contracts
Deferred income as at 31 March 2025
15. Statement of funds
Balance
at 1 April
2024
Incoming
Resources
Expenditure
Transfers
£
£
£
£
Current year
General unrestricted
funds
771,786
1,872,772
(1,788,330)
(90,480)
771,786
1,872,772
(1,788,330)
(90,480)
Designated funds:
Premises
Development
20,000
-
-
(20,000)
Premises move
55,000
-
(66,032)
11,032
Premises improvement
5,000
-
-
80,000
Project 6 salary costs
-
-
-
30,000
Evaluation fees
-
-
-
5,000
80,000
-
(66,032)
106,032
Total unrestricted
funds
851,786
1,872,772
(1,854,362)
15,552		 Deferred income
Deferred income as at 31 March 2024
Resources released during the year

Resources deferred during the year
Deferred income balances at 31 March 2025
Training contracts
Deferred income as at 31 March 2025
15. Statement of funds
Balance
at 1 April
2024
Incoming
Resources
Expenditure
Transfers
£
£
£
£
Current year
General unrestricted
funds
771,786
1,872,772
(1,788,330)
(90,480)
771,786
1,872,772
(1,788,330)
(90,480)
Designated funds:
Premises
Development
20,000
-
-
(20,000)
Premises move
55,000
-
(66,032)
11,032
Premises improvement
5,000
-
-
80,000
Project 6 salary costs
-
-
-
30,000
Evaluation fees
-
-
-
5,000
80,000
-
(66,032)
106,032
Total unrestricted
funds
851,786
1,872,772
(1,854,362)
15,552		 £
16,946
(16,946)
1,990
1,990
£
1,990
1,990
Balance at
31 March
2025
£
765,748
771,786
1,872,772
(1,788,330)
(90,480)		 765,748
20,000
-
-
(20,000)
55,000
-
(66,032)
11,032
5,000
-
-
80,000
-
-
-
30,000
-
-
-
5,000		 -
-
85,000
30,000
5,000
80,000
-
(66,032)
**106,032 **		 120,000
851,786
1,872,772
(1,854,362)
15,552		 885,748

57 58

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

15. Statement of funds (continued)

Restricted funds: Balance Incoming Expenditure Transfers Balance at
at 1 April Resources 31 March
2024 2025
£ £ £ £ £
Current year
Grants
Recovery Services
ARC (Recovery and
Relapse Prevention
(Sheffield City
Council) 27,227 44,170 (71,397) - -
Sober Social
(Doncaster City
Council) - 335,811 (319,500) (10,400) 5,911
Skills House - BMDC - 32,374 (32,374) - -
Enhanced Recovery
Support (CJS) 52,681 - (52,681) - -
Craven DC - 26,317 (26,317) - -
Henry Smith
(Donation and
Legacies) 20,500 63,300 (63,300) - 20,500
National Lottery
(Donations and
Legacies) 6,000 146,526 (152,526) - -
Better Together - 14,987 (9,835) (5,152) -
Support Services
Winter Pressures Fund 12,341 29,775 (42,116) - -
AWC Community
Health 10,509 18,994 (29,503) - -
Hospital Mentoring 42,487 132,636 (175,123) - -
Stronger Links 10,159 29,181 (33,086) - 6,253
Non-recurring grants
(support) 9,167 569 (9,095) - 641

58 59

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

15. Statement of funds (continued)

Restricted funds
(continued):
Current year
Grants
Harm Reduction
KPS (Pathways)
Complex Alcohol
Project
Safer Spaces
Jack's snacks
Partnerships
Resilience support
(WACA)
MAST Bradford &
Keighley hospitals
HIU Hospital Project
Mental Health
Connect
partnership
Core Services
Premises capital
Total restricted funds
Total funds		 Restated
balance at
1 April
2024
Incoming
Resources
Expenditure
Transfers Balance at
31 March
2025
£
£
£
£
£
-
89,000
(89,000)
-
-
-
162,000
(162,000)
-
-
-
8,304
(8,304)
-
-
2,940
597
(3,537)
-
-
-
37,918
(37,918)
-
-
27,200
630,241
(657,441)
-
-
-
80,657
(80,657)
-
-
-
29,643
(29,643)
-
-
68,809
-
(4,307)
-
64,502
290,020
1,913,000
(2,089,660)
(15,552)
97,808
1,141,806
3,785,772
(3,944,022)
-
983,556

59 60

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

15. Statement of funds (continued)

15. Statement of funds (continued)
Prior year:
General
unrestricted
funds
Designated funds:
Premises
Development
Premises move
Premises improvemen
Total unrestricted
funds
Grants
Recovery Services
ARC (National Lottery
Community Fund)
ARC (Recovery and
Relapse Prevention
(Sheffield City
Council)
Sober Social
(Doncaster City
Council)
Skills House - BMDC
Enhanced Recovery
Support (CJS)
Craven DC
Henry Smith
(Donation and
Legacies)
National Lottery
(Donations and
Legacies)		 Restated
balance at
1 April
2023
Incoming
Resources
Expenditure
Transfers Balance at
31 March
2024
£
£
£
£
£
596,515
1,497,735
(1,327,626)
5,162
771,776
596,515
1,497,735
(1,327,626)
5,162
771,776
75,000
-
-
(55,000)
20,000
-
-
-
55,000
55,000
t
-
-
-
5,000
5,000
75,000
-
-
5,000
80,000
671,515
1,497,735
(1,327,626)
10,162
851,786
27,227
44,170
(71,397)
-
-
27,227
44,170
(71,397)
-
-
-
335,811
(319,500)
(10,400)
5,911
-
32,374
(32,374)
-
-
52,681
-
(52,681)
-
-
-
26,317
(26,317)
-
-
20,500
63,300
(63,300)
-
20,500
6,000
146,526
(152,526)
-
-

60 61

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

15. Statement of funds (continued)

Prior year (continued): Restated Incoming **Expenditure ** **Transfers ** Balance at
balance at Resources 31 March
1 April 2024
2023
£ £ £ £ £
Support Services
Older Person
Alcohol Worker - 10,000 (10,000) -
Winter Pressures
Fund - 117,958 (105,617) 12,341
Wharfe Valley
Pathways - 41,700 (41,700) -
AWC Community
Health 14,725 14,725 (18,941) 10,509
Modality (Pathways
Worker) - 24,076 (24,076) -
Hospital Mentoring - 168,750 (126,263) 42,487
Stronger Links - 14,590 (4,431) 10,159
Non recurring grants
(support)) 6,667 15,007 (12,507) 9,167
Harm Reduction
KPS (Pathways) - 89,000 (89,000) - -
Complex Alcohol
Project 932 162,000 (162,932) - -
Safer Spaces 4,000 8,000 (12,000) - -
Jack's snacks 3,140 329 (529) - 2,940
Partnerships
Resilience support
(WACA) - 35,000 (35,000) - -
MAST Bradford &
Keighley hospitals 32,027 638,189 (643,016) - 27,200
Sheffield Pathways - 27,903 (27,903) - -
HIU Hospital Project 45,936 82,727 (128,663) - -
Mental Health
Connect
partnership - 26,991 (26,991) - -

6261

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

15. Statement of funds (continued)

Prior year (continued): Restated Incoming Expenditure **Transfers ** Balance at
balance at Resources 31 March
1 April 2024
2023
£ £ £ £ £
Core Services
Premises capital 55,093 - (4,307) 18,023 68,809
Capital refurbishment 28,185 - - (28,185) -
Total restricted funds 360,205 2,086,843 (2,146,866) (10,162) 290,020
Total funds 1,031,720 3,584,578 (3,474,492) - 1,141,806

Purpose of restricted funds

Recovery services

finishing alcohol and substance use treatment interventions. It is funded by the Sheffield City Council.

Sober Social is an initiative to support people in Doncaster who are in recovery from drug and alcohol use. It provides a safe place for interventions, including therapeutic and wellbeing groups sessions, skills and qualification development and access to education, training and employment. It includes the LERO programme (Lived Experience and Recovery Organisation) which is primarily made-up people with lived experience who influence service delivery and focus through real experiences and reduce stigma by representing and advocation for the recovery community. It is funded by Doncaster City Council.

Skills House is a service providing support to Keighley residents, in accessing ETE provision and in offering support around skills development following COVID related unemployment. This is funded by Bradford Metropolitan District Council.

Craven Drug and Alcohol Recovery (North Yorkshire Council) is an initiative aimed at people in Skipton. It offers support to people with drug and alcohol issues who have experienced homelessness and who are accommodated within the Rough Sleepers Pathway, provided by Horton Housing. It offers recovery activities, events, access to treatment and community services that encourage recovery, wellbeing and a sense of purpose.

Recovery Pathways is a National Lottery Community funded initiative, working with people across Sheffield, Keighley and Doncaster, in their recovery from drug and alcohol use, so that they achieve long term sustainable life changes which increase their resilience, wellbeing and support networks. Interventions include peer-designed social action projects, community volunteering projects and support from trained Recovery Coaches. The initiative also allows Project 6 to build strong connections with statutory and voluntary organisations, ultimately

62 63

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

15. Statement of funds (continued)

providing better opportunities for the people who use our services. Recovery Pathways is also partly funded by The Henry Smith Charity.

Better Together is an annual initiative funded by Doncaster City Council and is an expansion of the LERO programme, within Sober Social the initiative. The grant was used to purchase additional equipment and resources.

Support services

Winter Pressures (the Wellbeing Network), funded by the VCS Alliance, is a partnership programme which provides community support for people experiencing difficulties with substances, domestic abuse, mental and physical health.

AWC Community Health is a project, funded by the Leeds Community Foundation, for the provision of a South Asian Community Worker. The project works to build relationships within the South Asian community to remove barriers for those accessing support for alcohol and other drugs.

mentoring service for over 50s who have been admitted to hospital with alcohol use related problems. It is aimed at preventing relapse and readmittance into hospital.

Stronger Links is an initiative funded by Doncaster Council. It is a partnership of local charities of Doncaster, with Project 6 providing one to one and group-based sessions for people affected by alcohol use.

Harm Reduction

Keighley Pathways Service (KPS) is an initiative providing crisis support for individuals across Airedale, through working with multiple partners from the local VCS.

The Complex Alcohol Project is an initiative funded by West Yorkshire ICS, supporting people attending Airedale NHSFT and /or living street-based lives with chronic alcohol dependency and pregnant women who are using alcohol/other drugs.

Safer Spaces is an initiative which provides crisis café drop-in style support for those experiencing emotional distress. This is located in Keighley at Central Hall. This is funded by Missing Peace.

support food provision in the Needle Exchange.

6463

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

15. Statement of funds (continued)

Partnerships

Resilience Support (WACA) is an initiative to work in partnerships with GP practices to deliver support on an enhanced brief intervention basis to young people.

Multi Agency Support Team (MAST) Bradford & Keighley Hospitals is funded by W Yorks and Harrogate ICS, to set up and deliver a multi support team of workers focusing on supporting older people, people with alcohol and/or mental health issues who are accessing hospital services during winter.

HIU Hospital Project receives funding from The VCS Alliance. This project supports people in the Bradford district who frequently attend hospital emergency departments, to reduce the burden on emergency services.

The Mental Health Transformation is a partnership project funded by Keighley Healthy Living carried out within Airedale and Wharfedale. It includes delivering individual and group sessions for individuals living with serious mental illness and substance use.

Core Services

Premises Capital. This relates to two legals charges held by the donors, on 11/13 Temple Street and 15 - 19 Temple Street. The fund is expended by depreciation on the premises. The requirements of the charges stipulate that if the premises are sold or no longer used for charitable purposes, the market value of the premises, in the proportion of the original cost that was given by the donor, is repayable to the donor.

Designated funds

Funds were designated last year for the move out of Abbeydale Road to Cumberland Street, for Sheffield based activities. The move took place on 28th June. Costs incurred included dilapidation costs: the early surrender of lease costs: removal costs: and all legal fees.

In addition, funds were allocated last year for leasehold property improvement works at Doncaster. These were essential works required, following a Fire Risk Assessment. All the works have successfully taken place.

This year, funds have been designated for improvements at a number of properties. £60k for improvements at Portland House in Sheffield: £15k for improvement works at Devonshire Street in Keighley: and £10k towards the legal fees in respect of a lift, which will hopefully be installed at Cumberland Street.

volunteers and people who the service, being delighted with the changes.

A focus group will be formed in respect of the improvements proposed for Devonshire Street and a grant application is currently underway in respect of the lift, for Cumberland Street. This is being led by MAC Construction Consultants.

6564

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

15. Statement of funds (continued)

Additional funds have been designated to meet the increase salary costs because of the increase in employers’ national insurance and the 2% salary increase awarded to all staff, effective from 1[st] April 2025. Unfortunately, not all of the grants awarded included the increases and so additional reserves have been allocated to meet this shortfall.

Finally, Recovery Pathways funded by the National Lottery and The Henry Smith Charity, is due to come to an end in March 2025. Funds have been designated to commission an evaluation of this project.

Transfers

Capital expenditure incurred during the year funded by restricted projects is now included in unrestricted Fixed Assets.

Summary of funds –
current year
General funds
Designated funds
Restricted funds
At 31 March 2025
Summary of funds –
prior year
General funds
Designated funds
Restricted funds
At 31 March 2024		 Balance
at 1 April
2024
Incoming
Resources
Expenditure
Transfers Balance at
31 March
2025
£
£
£
£
£
771,786
1,872,772
(1,788,330)
(90,480)
765,748
80,000
-
(66,032)
106,032
120,000
290,020
1,913,000
(2,089,660)
(15,552)
97,808
1,141,806
3,785,772
(3,944,022)
-
983,556
Restated
balance at
1 April
2023
Incoming
Resources
Expenditure
Transfers
Balance at
31 March
2024
£
£
£
£
£
596,515
1,497,735
(1,327,626)
5,162
771,786
75,000
-
-
5,000
80,000
360,205
2,086,843
(2,146,866)
(10,162)
290,020
1,031,720
3,584,578
(3,474,492)
-
1,141,806

6665

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Notes to the Financial Statements

for the year ended 31 March 2025

16. Analysis of net assets between funds

Current year
Tangible fixed assets
Current assets
Creditors due within one year
Prior year
Tangible fixed assets
Current assets
Creditors due within one year		 Unrestricted
funds
2025
Restricted
funds
2025
Total funds
2025
£
£
£
428,518
64,502
493,020
574,916
156,323
731,239
(117,687)
(123,017)
(240,703)
885,748
97,808
983,556
Unrestricted
funds
2024
Restricted
funds
2024
Total funds
2024
£
£
£
452,230
68,809
521,039
545,519
326,397
871,916
(145,963)
(105,186)
(251,149)
851,786
290,020
1,141,806

Net (Expenditure) / Income for the year (as per Statement of
Financial Activities)
Adjustment for:
Depreciation charges
(Profit) / loss on disposal / sale of assets
Impairment of Fixed Assets
Interest from investments
(Gain) / Loss on investment
Decrease in debtors
(Decrease) / increase in creditors
Net cash (used) / provided by operating activities		 2025
2024
£
£
(158,250)
110,086
82,123
53,113
(979)
822
-
54,325
(1,026)
(905)
(179)
100
25,468
298,139
(10,446)
35,259
(63,289)
550,939

6766

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

18. Analysis of cash and cash equivalents

18. Analysis of cash and cash equivalents
Cash at bank and in hand
Total		 2025
2024
£
£
658,600
773,809
658,600
773,809

19. Analysis of changes in net debt

Cash at bank and in hand At 1 April
2024
Cash Flows
At 31 March
2025
£
£
£
773,809
(115,209)
658,600
773,809
(115,209)
658,600

20. Operating lease commitments

At 31 March 2025 the total of the charity's future minimum lease payments under noncancellable operating leases was:

Within 1 year
Between 1 and 5 years
Total		 2025
2024
£
£
63,986
67,694
83,430
97,292
147,416
164,986

67 68

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

21. Related party transactions

During the year £110,432 (2024: £206,881) was received from Bradford VCS Alliance, an organisation of which Vicki Beere and Pam Essler, a trustee of the charity, are directors, in relation to funding for both the Winter Pressures Funds and the MAST Bradford projects. At the year end, £6,913 (£nil, 2024) was owed by Bradford VCS Alliance to the charity.

Pam Essler is also a director and chair of Keighley Health Living. During the year, payments amounting to £3,750 (2024, £26,875) were received. All (2024: £16,875) of this relates to invoices from Keighley Health Living to fund salaries of Pathways workers on the Keighley Pathways project. The remaining payments totalling £nil (2024: £10,000) related to system connectivity in relation to the Wellbeing Network/Winter Pressures Fund. At the year end, £nil (2024: £nil) was owed by Keighley Healthy Living.

During the year, the charity also received £29,643 (2024: £26,991) from Keighley Health Living in respect of a funded partnership project carried out within Airedale and Wharfedale. This involves delivering group sessions for individuals living with serious mental illnesses and substance use.

During the year, the charity also received £550 (2024: £nil) from Keighley Health Living in respect of de-escalation training.

charity received £nil (2024, £24,076) from AWC Modality Partnership during the year. At the year end, £nil (2024: £nil) was owed by AWC Modality Partnership.

Pam Essler is also a director of Community Action Bradford and District. The charity paid £nil (2024: £740) during the year to the organisation in relation to room hire. At the year end, £nil (2024: £nil) was owed to Community Action Bradford and District).

Scott Carrick, a member of the Senior Leadership Team, is a director of C13 Solutions Ltd. During the year the charity paid £nil (2024: £435) for services. At the year end £nil (2024:£nil) was owed to C13 Solutions Ltd.

68 69

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as

Project 6

A company limited by guarantee

Trustees’ Annual Report and Financial Statements for the year ended 31st March 2025

Company number: 3430925

Charity Number: 1173006

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

(A company limited by guarantee)

Contents

Contents
Page
Reference and administrative details of the charity, its
trustees, and advisers 1
Trustees' annual report (including directors’ report) 2 - 34
35
Independent auditors’ report 35 -
36 -		 39
40
Statement of fnancial activities
(including income and expenditure account) 40
41
Balance sheet 41
42
Statement of cash fows 42
43

Notes to the fnancial statements		 43 -
44 -		 68
69

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Reference and administrative details of the charity, its trustees and advisers

Company number 3430925
Charity number 1173006
Registered ofce 11/19 Temple Street
and operational Keighley
address West Yorkshire
BD21 2AD
Trustees Trustees, who are also directors under company law, who served during
the year and up to the date of this report were as follows:
Kes Lewis: Chair (appointed Chair from Vicechair 5thDecember 2024)
Joanne Morley: Chair (resigned 5thDecember 2024)
Anthony Ball: Treasurer
Sarfraz Arif
Pam Essler (resigned 30thJuly 2024)
Umar Iqbal
Quentin Marris
Jane McGeagh
Lynn Lawson (appointed 5thDecember 2024)
Senior Leadership
Team
Jo Jepson Chief Executive (appointed 2ndSeptember 2024)
Vicki Beere Chief Executive (resigned 31st August 2024)
Caroline Britton Deputy Chief Executive
Ruth Bowditch Director of Finance
Scott Carrick Director of People
Bankers Unity Trust Bank Auditor BHP LLP
PO Box 7193 Albert Works
Planetary Road
Willenhall		 Sidney Street
Shefeld
WV1 9DG S1 4RG

1

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

The trustees (who are also directors of the charity for the purposes of the Companies Act) present their report and the audited financial statements of the charity for the year ended 31 March 2025. The trustees have adopted the provisions of the Statement of Recommended Practice (SORP) “Accounting and Reporting by Charities” (FRS 102) in preparing the annual report and financial statements of the charity.

out in notes to the accounts and comply with the charity’s governing document, 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 in October 2019.

2

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Objectives and activities

Purpose and Aims

The trustees review the aims, objectives and activities of the charity each year. This report looks at what the charity has achieved and the outcomes of its work in the reporting period. The trustees report the success of each key activity and the benefits the charity has brought to those groups of people that it is set up to help. The review also helps the trustees ensure the charity's aims, objectives and activities remain focused on its stated purposes.

In setting plans and priorities for areas of work, the trustees have referred to the guidance from the Charity Commission on the provision of public benefit, in accordance with section 17 of the Charities Act 2011. In particular, the trustees consider how activities will continue to meet the objectives they have set and focus on the services which will deliver the greatest benefit to the most vulnerable of the potential service users. In delivering these services we clearly identify, and measure where possible, the benefits that have been delivered.

that can be fed back into the planning and delivery cycle. Throughout this report, and particularly in the Headline Outcomes and Achievements sections, we note the numbers and categories of service users who have benefitted.

support of families and groups, which assist the reintegration of service users into wider society. In doing so, the trustees believe that they are meeting the public benefit requirement, as set out in section 4 of the Charities Act 2011.

Our core purpose remains as follows:

To provide opportunities and choices for individuals, families and communities to create meaningful and sustainable change in their wellbeing.

Our Objectives were amended on 7[th] December 2023. They are described in our governing documents as being:

To reduce harm caused by substances and other dependencies to individuals, their families and communities through harm reduction, advice and information, counselling and support.

developing such dependencies later in life, to make and sustain positive changes in their lives, through developing recovery and community engagement services to assist people in this journey.

To promote good health within local communities through delivery of community rooted prevention delivering evidence-based interventions aimed at reducing the impact of substance use or other dependencies or areas of multiple disadvantages.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

To reduce stigma and lack of understanding by promoting education of the public and professionals about the impact of dependence on those affected by substance use and / or other dependencies, their families and the wider community.

Project 6’s value statements are as stated below, having been reviewed during the year. These values drive our strategic and operational work, and guide how we behave internally and externally to the organisation. The people and families we work with are at the heart of our organisation.

The organisation is committed to our values, which are as follows:

In order to meet our charitable objects and our core purpose, our activities are structured into the following services delivered both in West and South Yorkshire through a wide variety of income sources.

We have continued to use the 5 Ways to Wellbeing across the organisation, both internally and externally, to promote the wellbeing of everyone who works for us, volunteers for us or receives our service.

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Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Summary of Achievements and Impacts on Beneficiaries

Jo Jepson Project 6 CEO

During this year, Project 6 experienced a leadership transition. Vicki Beere, our long-standing and highly respected CEO, stepped down at the end of August 2024. I assumed the role of incoming CEO in September. As such, much of what is reported here reflects the energy, passion, and direction Vicki brought to the organisation.

Joining Project 6 has been a deeply humbling and inspiring journey. I have witnessed first-hand the profound impact this charity has on people’s lives — igniting hope, walking alongside individuals, and delivering support through a holistic and compassionate lens.

As I stepped into the CEO role, Project 6 was in a strong and stable position. However, as the year progressed, it became increasingly clear that the wider sector faced significant challenges. Many organisations across our region have been affected by the changing political climate, both the shifting priorities of the new government, the impact of increased

national insurance costs and wider sector instability following years of short-term funding. By the end of the year, we still lacked clarity on our contracts and grants, with the period from December to March marked by widespread uncertainty. We worked closely with VCS colleagues to ensure our influence could be maximised during this time. Now, with a better understanding of how both the sector and the communities we work with have been affected, we are looking forward to opportunities that come with change.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

At the point I joined Project 6 in September 2024 the charity had recently undergone a large-scale project implementation. Although some cultural shifts were still settling, the workforce showed resilience — working hard to navigate challenges and build future sustainability and stability. We have focused on strengthening relationships with key stakeholders, including our volunteers and people accessing our services. I’ve been greatly moved by the passion, compassion, and dedication of everyone involved, which speaks volumes about the legacy of Vicki’s leadership.

1.

We will put the needs of people and communities who use our services at the heart of our work.

Our Your Voice events aim to ensure voices from across Project 6 and beyond play a meaningful role in making decisions on key issues affecting the organisation. These events run at each location across our footprint and reflect the different needs of our communities. Project 6 has been grown up from the community and this year Your Voice brought together local stakeholders, staff, trustees, people accessing our services and those who might one day in the future, to look at the challenges we face and how we will meet these together. Throughout the year we have created opportunities to showcase the success of our services. This has created useful spaces to engage commissioners and local councillors in conversations alongside staff, volunteers and people accessing our services, further reducing the gap between the people who use services and those who commission them.

In West Yorkshire we completed a comprehensive South Asian community needs assessment project with partners. This received excellent levels of engagement and started to build strong relationships. From this we had some rich qualitative and quantitative data and a commitment from the community to keep working towards the recommendations. We were disappointed that funding that had initially been set aside for the future of this project did not materialise, however we are committed to continue to look for alternative ways of ensuring this work continues.

2. We will position Project 6 as experts in the

This year Project 6 delivered our second Ideas Conference, discussing ideas around belonging, inclusion and culturally relevant support in our sector. We welcomed

practitioners, commissioners, activists and other professionals from across our region to Sheffield. It was fascinating to be part of open and honest conversations exploring ways different groups may be excluded from support, anti-racist practice and what it really means to truly meet the needs of our communities.

We successfully submitted an abstract to deliver at the European Harm Reduction conference in Warsaw in December, which saw two of our team present at this conference. In addition, women from our Fresh Start service participated in a project with Dr Lisa Williams from the University of Manchester, exploring stigma experienced by women accessing support.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Abbeydale Road leaving party

This year our MAST project won the Charity Collaboration of the year at the Charity Times Awards, which was fantastic recognition of the multi-agency project teams and leadership, as well as the outstanding outcomes achieved.

the Yorkshire HR Wellbeing Awards, alongside teams representing national and international businesses. This recognised the continued development of innovative policies and training that has taken place this year.

3.

We will maintain and improve our internal systems and processes to provide the best possible services.

facilities and improve the accessibility of our services, for many Abbeydale Road held important memories. This change allowed us to explore our purpose and identity in the city, reflecting on what makes our spaces valuable and bringing that with us.

We have implemented our Safeguarding Committee this year, which has enabled us to focus more fully on the vulnerabilities of the people we work with. This has allowed trustees to stay informed of our processes and local challenges whilst ensuring we continue to work effectively and compassionately within the Health and Social Care system.

After nearly 40 years, Project 6 left our Abbeydale Road building in Sheffield for a new space in the city centre. Although this decision was taken to provide new

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

4.

We will become a learning organisation

Our new People Strategy was launched, which focused on the three key areas of retention of staff, becoming a learning organisation, and belonging. This work has been strengthened by additional developments of our induction process, internal training offer, and leadership development.

We have continued to renew and build strong networks with other charities working in the sector. Sharing knowledge and skills is an important part of our local VCS community and we have also taken the opportunity to travel further afield to see examples of best practice taking place in other projects across the country.

5.

funding structure.

We recognise that as the funding landscape changes, and local authority and other system commissioners must flex in line with the new political approaches, we will need to think creatively about how we can continue to innovate new services, maintain what we have, and balance real terms reducing contract values. Our activity around this has now taken on a more structured approach, with defined activities planned for the forthcoming year.

6. We will become a diverse organisation.

The work to address decades of imbalance in our sector will not take place quickly however change must happen. This year Liz Mytton led our staff in training around anti-racism, using theatre techniques to allow people to be both inquisitive and have challenging conversations. This theme was also explored further at our conference as we asked what the sector needs to do to take meaningful action. We consider this is a vital piece of work to understanding the communities we represent, employ and support. Therefore, it is a thread that informs our recruitment practice, and we have an active strategic focus to represent other groups in our services.

This year we agreed the development of Affinity groups for our staff; these are co-designed and facilitated by group members. They will provide a space for people to explore some of the challenges and advantages difference can bring within Project 6.

During 2024 we continued to work closely with fundraising consultants, who supported our delivery against the Income Generation Strategy. The momentum from this will continue into next year as we look to build a sustainable funding model.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Kes Lewis Chair of Trustees

Project 6 had another successful year with local, national, and international impact.

Our new CEO, Jo Jepson, has settled in well and I was honoured when my fellow trustees elected me as Chair in December 2024, following the departure of Jo Morley to focus on her changed personal circumstances. I’d like to thank both Vicki Beere and Jo M for their hard work over the years, and for taking the time to hand over their respective roles with skill and grace.

As ever, Project 6 is made by its people, at all levels, in all roles, whether employee or volunteer, and I extend my thanks here too for creating such a successful and compassionate organisation even during trying socioeconomic and political times. And of course, our service users, without whom we wouldn’t exist. Thank you for your trust in us for this part of your journey.

Project 6 had several notable highlights and successes during 24/25. On the local frontline, Bradford experienced a contaminated batch of Spice, which led to many hospitalisations. Over the week, Project 6 teams responded quickly and

the city, including the Police, to monitor incidents, gather intelligence, and ultimately keep people safe. They received a letter of appreciation from Sarah Muckle, Director of Public Health, praising the team’s work.

in the Yorkshire HR Workplace Wellbeing Awards for their work implementing a new staff wellbeing strategy. They have also created a sector-leading Family Leave policy, ensuring our staff have access to flexible leave options, regardless of sexuality, gender, or family arrangements.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

On the national level, MAST won the Charity Collaboration of the Year at the Charity Times Awards. This showcases both our effective services and the cocreative and innovative ways we design and deliver them for maximum impact. MAST is a partnership of five charities that work in hospitals and out in the community, to reduce pressures on emergency departments and reduce hospital readmissions.

On the international stage, Deputy Director Jon Gooch and HR Service Manager Dave Tebbit led a workshop at the European Harm Reduction conference in Warsaw in partnership with the University of Manchester. This saw the organisation present alongside representatives from the UN, national governments, and senior policy makers and researchers.

Alongside these achievements, we have continued our culture of continuous learning & improvement. We have established a Safeguarding Subcommittee from the Board, reflecting the importance of this area alongside the existing subcommittees of People, Finance, and Performance Management & Quality. We have implemented new IT systems for incident recording and safeguarding concerns, giving us more comprehensive information and allowing for a strategic view of trends and needs.

Inevitably, the Autumn Budget created pressures for Project 6, and we had selected Jo as our new CEO with this eventuality in mind. The Board had decided to give more weight to income generation beyond our traditional sources of grants and commissions, and our 2025-2028 strategy reflects that, diversifying our sources to insulate us somewhat from government policy decisions so we can continue to deliver our services where, when, and how they are needed. The Board congratulates Scott Carrick on his permanent appointment to a combined role of Director of People, Learning & Development. Scott’s team is offering a partnership package to local businesses, incorporating training and support in identifying and helping employees at risk of, or struggling with substance use.

across the region with our revitalised Your Voice events, bringing together staff, service users, commissioners, key stakeholders, trustees, and volunteers to showcase the impact Project 6 has, and the way working together is the heartbeat of our organisation. For all the changes, we remain committed to our values that People Matter, Everyone Can Change, and We Care About Doing Things Well. I’m excited to see how much we can change our world for the better over the coming 12 months.

from our longstanding home at Abbeydale Road to new premises at Cumberland Street. There is a thriving community with a range of social and treatment areas available for us, all within easy reach of the city centre. This was a significant change for staff, volunteers, and service users, alongside the logistical and practical challenges, and I’m thrilled that it has been a complete success.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

for the year ended 31st March 2025

Trustees’ annual report

Core Purpose

To provide opportunities and choices for individuals, families and communities to create meaningful and sustainable change in their wellbeing.

We work with people experiencing problematic drug and alcohol use and multiple disadvantage. These issues don’t just impact on the individual, they also affect families and communities.

To achieve this, we deliver services in 4 key areas:

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Our Values

Our values underpin every piece of work we undertake. Through them we aim to deliver compassionate and inclusive services as well as creating a great place to work where all members of Project 6 feel supported to achieve their potential.

People matter

Everyone can change

We care about doing things well

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Headline Achievements

of individuals demonstrated positive changes in one or more of our core outcome areas

individuals received services, above our contracted target of 6464, 26% above target

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

This year we consolidated our two large partnership contracts within the main treatment system in Bradford and Sheffield, strengthening our service delivery, reaching more people, and meeting people in the community on their own terms.

Some of our achievements this year include:

The Likewise Recovery Hub Teams has developed the service’s first Ambassadors Programme, a structured course of training and development which equips people looking to work within the drug and alcohol field with the skills and knowledge to go on to successful careers.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Our Services

We work with individuals and families to achieve meaningful and sustainable impact and improve life chances.

disproportionately as a result of health inequalities, austerity and stigma. By increasing capacity where the need was greatest, meeting people where they are, and developing our new services to address gaps in provision, we have adapted effectively to meet the needs of our local communities. We continue to offer choices with digital, one-to-one, group work, and face-to-face services to meet the needs of those most vulnerable.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Harm Reduction

We deliver a range of harm reduction services across the Bradford district as part of the New Vision Bradford partnership. Creating accessible spaces for Needle and Syringe Programmes, specialist harm reduction advice, and supporting new people into treatment services across the district. This year we trained over 300 people in the use of Naloxone and delivered harm reduction training to 27 different organisations, within the third, private and public sector.

Our Third Place project works with people engaged in street drinking and some of the most vulnerable and excluded groups in Keighley. This year we saw 878 contacts via our drop in, providing a range of harm reduction interventions, food, and support with basic needs. The Third Place has supported 71 people with substance use interventions and 15 people into treatment pathways. 60% of attendees showed improvements in mental and physical health through contact with the project.

Project 6 Welcome Wall

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

The Hospital Mentoring Service (HMS)

works with people over 50 who have been admitted to hospital as a consequence of alcohol use. HMS provides peer mentoring to prevent relapse and re-admittance. The team includes a specialist worker to focus on people with Wernicke Korsakoff Syndrome (WKS) and Alcohol Related Brain Damage (ARBD). HMS received 484 referrals from the hospital ACT (Alcohol Care Team) with 73% of people being taken onto caseload for support in the community. Only 9% of people were readmitted to hospital within 30 days of working with the HMS team, well below the target of 40%.

Support Services

Our Support Services are based locally in our communities and within primary and secondary care services. They provide opendoor access, meeting people’s immediate needs. They offer crisis interventions, harm reduction advice, structured drug and alcohol treatment, health and wellness interventions, and information and awareness sessions.

Our Keighley Pathways Service (KPS) is a partnership project offering open access, specialist support in a range of areas to anyone in Keighley who feels they are at a time of crisis. This year Keighley Pathways has received 969 visits, providing 1334 bespoke interventions. By offering the right support at the right time, we diverted people from the local health and social care services. 80% of people reported an improvement in their health and wellbeing after attending KPS and 96% knew where to go in the future to deal with a crisis.

Our Community Development workers continue to take steps towards making our services more accessible to lesser reached communities in Doncaster. Our Central Eastern European (CEE) worker has completed interventions with 80 people, across 19 events in the city. Additionally, they have taken on a caseload of 50 people from the CEE community who were not previously accessing recovery support with Project 6.

Our LGBTQ+ worker in Doncaster reached 506 people across 64 events in the city. They engaged with people from the community to better connect them with recovery support, as well as exploring ways to improve the current offer. The LGBTQ+ worker has now taken on a caseload of 14 people and continues to collaborate with other organisations and facilitate events in community spaces.

Airedale ASIST Service

The ASIST service is delivered by a team of specialist alcohol support workers, who liaise closely with the Multi Agency Support Team (MAST), Psychiatric Liaison Nurses (PLN) of the Mental Health team and staff on the wards at Airedale General Hospital (AGH). They deliver timely, motivational interventions at the bedside of patients admitted to hospital for alcohol related reasons. These can either be direct, such as liver disease, pancreatitis and gastro-intestinal problems, or indirect such as injuries caused by trips and falls. Each admission is potentially a teachable moment, so ASIST workers visit AGH daily to engage new admissions and attempt to encourage them to address their problematic alcohol use. This year they have received 111 referrals, working with patients in the hospital and intensively 64 patients on discharge.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

MAST

Multi Agency Support Team (MAST) is a VCS led service made up of 5 organisations that works across acute and community settings in Bradford and Craven (Bradford Royal Infirmary and Airedale General).

The service was developed to relieve pressures on the health and care system by reducing unnecessary hospital readmissions. MAST works with people in Emergency Departments with intensive follow-up support in the community. It works on an integrated basis with the NHS and social care.

MAST works in collaboration with both the public sector and VCS organisations which enables the team to provide effective in-hospital interventions with continued support out into the community. This ensures people do not ‘fall through the cracks’ and are provided with the right support for their specific needs.

“ MAST is a fantastic example of collaborative working across services and sectors. The project’s design enables NHS West Yorkshire to blend funding with the Local Authority and work in equal partnership with the VCS. There are multiple benefits and positive results from the project, primarily more tailored and effective care for local people in their communities. The NHS benefits in a variety of ways, including mental health and acute services working more effectively, and enabling service users to access more appropriate care. Having met someone recently who benefited from the project, she shared that it had in some ways saved her life. I share MAST as a best practice example of our work across sectors in our West Yorkshire Health & Care Partnership, especially with NHS colleagues nationally.’

Cathy Elliott, Former Chair of NHS West Yorkshire

MAST is made of workers from:

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Our Families Services work with some of the most vulnerable families in Keighley and Sheffield. The interventions provide direct benefit to families, concerned others, grandparents and kin carers; this helps achieve sustainable, positive outcomes for the whole family.

Fresh Start who have had one or more children removed by the local authority, to take time out from parenting, deal with loss and learn new skills for the future. This year the service worked with 19 mothers who have had children removed, providing over 1297 hours of contact. Fresh Start have developed a bespoke peer support service for women to access during and on discharge, delivered and lead by women from the programme.

We work with vulnerable young people to increase resilience and reduce risk, using evidence-based approaches which inspire and enable individuals to take more responsibility for themselves and their own actions. In Keighley, our Young Persons Resilience Service – RISE worked with 144 young people, providing weekly one-to-one interventions to those experiencing mental health issues that are below the threshold for CAMHS. 98% showed an improvement in resilience.

In Keighley, our Family Support Service worked with 60 concerned others, to build skills in understanding and managing feelings, increase resilience and reduce risk. Weekly peer led support groups provide space for people to share concerns, ask questions and connect with others facing similar challenges.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Recovery Services

Our vibrant Recovery Services in Doncaster, Sheffield and Keighley aim to provide long term, sustainable recovery from problematic drug and alcohol use. We achieve outstanding results through a range of therapeutic groups, health and wellness activities, Structured Recovery and Active Citizens programmes, peer support, training and volunteering opportunities.

Our Structured Recovery Programme is an intensive 12-session course which consolidates the positive life changes people in recovery have achieved through statutory treatment service or personal rehabilitation journeys. This year 123 people have completed the course within 29 programmes. 87% of people report an increase in recovery capital and are less likely to engage in harmful substance use and 86% were feeling more resilient, with improved social networks.

Active Citizens are people who care about their local communities and the places they live. By taking an active role in decision making they can help influence positive change and take a leadership role in shaping how their communities function. 24 Active Citizens Programmes have been completed across all sites, offering volunteering opportunities and accredited Recovery Coaching courses.

We have taken steps to retain and build on our volunteer capacity within our Recovery Services, delivering peer mentor and volunteer training. This year, through the New Vision Bradford partnership, we have significantly increased the numbers of volunteers in Keighley. We have 85 active volunteers across the organisation supporting our delivery.

Better Together is a Lived Experience Recovery Organisation (LERO) in Doncaster. The project is led by people with lived experience of problematic substance use and works to consult with the wider community and research the experiences of people to identify barriers to accessing support and unmet need. They work alongside Public Health and the local Combatting Drugs Partnership.

Sober Social in Doncaster was established to support people in recovery from alcohol and other drugs in a community setting. From its city centre location the service provides oneto-one interventions as well as a timetable of activities five days a week, most of which are facilitated by volunteers. Sober Social is designed to be open door access with many people referring themselves to the project. This year Sober Social received 135 new referrals and ran 680 skill and wellbeing activities with a cumulative attendance of 1968.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

The ARC

“Recovery: Lived experience of improved quality of life and sense of empowerment” Best and Laudets’ (2010)

Research shows that the likelihood of relapse reduces to less than 15% around 5 years into a person’s recovery. Longer term support that helps people identify goals, maintain motivation and build social and recovery capital is essential in order to reduce the chance of relapse and re-entering treatment in the future.

that provides hope, choice and opportunities with a focus on relapse prevention.

person will find different types of support more meaningful than others in their recovery journey. People often describe their experience of substance use services as something that was done to them rather than with them, or that the options available were limited to what is desired by the majority. Providing genuine choice means working with people to set their own goals, providing a diverse range of support, and enabling people to take a lead on designing new activities that fill the gaps. The ARC works with individuals to help them identify new opportunities as they consolidate the changes they have made.

The ARC delivers a full timetable of activities six days a week. This includes a mix of therapeutic, peer support and wellbeing groups. The timetable is facilitated by two members of paid staff, 15 volunteers and people accessing the service. All these individuals have experienced the impact of problematic substance use in their lives. The ARC provides a space where people are able

to develop their own identity in recovery; this includes people who are looking for further support after structured treatment as well as individuals beginning to contemplate making changes. The service is led by the community of people who access the service, rather than support that is ‘done for’ people, it is the community that design and shape the ARC with each other. It offers a place where people can explore their personal and professional growth while discovering new challenges and taking on leadership roles within the recovery community.

We recognise the role that opportunities for progression have in helping people maintain longer-term recovery. Although not every person will want to volunteer within the ARC, for those who do the service offers a wide range of opportunities including group facilitation, accredited Recovery Coaching, and professional skills training. The project also has strong links with other organisations that offer training, education and experience that extend into different areas and settings. Hope is a key element of the recovery process. Individuals who have successfully made changes can be important role models for others. Within the ARC, more established members of the community provide support and guidance to those who are newer.

“Recovery can feel like losing something, the way drugs made me feel, the connections you had, a way of living; within the ARC the focus is on what can gain, both for yourself, your family and your community.”

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Project 6 Training Services

Our Training Team deliver high-quality and innovative training that promotes excellence in working with a range of vulnerable groups. The team deliver training both internally and to the external market. This year we’ve seen real progress across our training offer, both in terms of reach and impact.

The Changing Futures programme continues to be a key part of our work in Sheffield. We’ve delivered training to over 700 people from around 60 organisations, helping professionals build their confidence and understanding when working with people facing multiple disadvantage. The programme has now been extended for another year, during which we’ll start to transition from individual sessions to delivery of the new Multiple Disadvantage Practitioner Course. This course was co-designed with people working directly in the field but also those who’ve experienced multiple disadvantage themselves and is currently going through CPD accreditation.

Across all our training, feedback has been consistently strong, with evaluation scores averaging 4 out of 5. People regularly tell us they leave our sessions feeling better equipped, more confident and more able to support the people they work with. In Keighley and Bradford, our Community Education work through the New Vision partnership has continued to grow. Alongside core training on Naloxone and Drugs and Alcohol Awareness, we’ve started developing more focused harm reduction sessions for specific groups. These include parents and maternity professionals, and cover topics like stimulant use and club drugs.

This year also saw the launch of our pilot People Matter, our new training subscription offers for employers. It gives organisations

access to a rolling programme of topics like Supporting a Loved One with Drug or Alcohol Use, Drugs and Alcohol in the Workplace, and Working in a Trauma-Informed Way. Subscribers also get a bespoke session tailored to their team, a co-branded policy, and public recognition for their commitment to staff wellbeing. It’s a practical, values-led way for employers to support their people while helping us reach new sectors and challenge stigma more widely.

We’ve also rolled out a new onboarding programme for all new starters at Project 6. It gives a consistent introduction to who we are, how we work and what’s expected, while helping people feel supported from day one. This sits alongside our internal training calendar, which continues to grow and respond to what staff tell us they need.

taken another step forward. We’ve continued to focus on coaching skills, person-centred leadership and understanding neurodiversity. The offer now includes staff who are not yet in leadership roles but show potential, helping us build future managers from within.

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Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Our Outcomes and Impact

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‘Your Love Has Power’, Marcus Method at Ideas Conference 2024
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“Attending Sober Social has given me hope, because without this place I don’t know where I would be... I no longer feel alone, I am with like-minded people experiencing the same thing without judgement or prejudice. It is an amazing place; everyone is so supporting and caring.”

Satisfaction Survey 2024

23

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Individuals: In our annual Satisfaction Survey 95% of individuals reported improvements in mental health and wellbeing and 99% reported improved physical health.

Families: Alcohol and other drug use, as well as other challenges to wellbeing, don’t only affect the person experiencing them; the harm can extend to the whole family. By adopting a family-focussed approach across our services we believe we achieve a greater impact. 91% of our service users in our annual Satisfaction Survey reported improved relationships with families and friends.

Communities: By being a visible and active presence in our local communities, we can reduce the stigma and discrimination experienced by people using our services. A community where people have clear and open pathways to support reduces the cost to local services and helps rebuild social cohesion. 86% of people responding to our annual Satisfaction Survey felt more connected to their community and able to play a positive role, with 97% feeling optimistic about their ability to have a positive future.

Core Outcomes

Our services, activities and interventions are designed to facilitate positive changes, which lead to meaningful and sustained impact through our core outcomes.

Improved mental health and wellbeing

Improved physical health and wellbeing

“The service adds structure to my week, and over time I look forward to seeing familiar faces. It’s a chance to listen to other people’s stories, relate, and hear your own voice too”

From our Satisfaction Survey 2024

24

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Delivering on our Values

This year we asked people who used our services how they feel about us:

Greater Community Connectedness

Improved Life Chances

Improved relationships with family and friends

Storytelling event, Project 6 Keighley

25

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Strategic and Operational Success

review, and Project 6 has continued to make strong, measurable progress. Our plan is reviewed quarterly, with clear targets that allow us to address any issues promptly. Last year, we introduced a new and important objective: to become a truly diverse organisation. This reflects our core values – creating spaces where everyone feels they belong and ensuring our team reflects the diversity of the communities we serve. We have made excellent headway across all six strategic objectives. Guided by individual work plans aligned with these goals, our senior leadership team has not only met but, in some areas, exceeded our targets – always keeping our core values central to every decision. Regular quarterly performance and quality management meetings have helped us remain focused, accountable, and on track.

Towards the end of this year, we reviewed our strategic objectives and reset the operational business plan for the next three years, this reflects the increased need to diversify our income streams to enable us to continue meeting our mission, while remaining well placed to look at future opportunities. From April 2025 we moved to an Objectives and Key Results framework, maintaining clear priorities and measurable targets for the next three years.

Our dedication to the people we serve and to the mission of Project 6 remains as strong as ever.

Financial

Review of Financial Activities

year of growth, albeit it at a slower rate than in the last couple of years, with the increase in total income of 5.6%, from £3.6 million to £3.8 million, while expenditure increased from £3.5 million to £3.9 million, resulting in a total deficit of £158k. This compares to a surplus of £110k in 2024.

The increase in income, is mainly due to the full mobilisation of the New Vision Bradford, Likewise and Housing Support projects, all delivered in partnership with Waythrough; and the expansion of Sober Social, funded by the City of Doncaster Council.

addition, the Winter Pressures project, funded by the VCS Alliance, also ceased part way through the year.

Expenditure has increased at a higher rate than income, increasing by 13.5% which is £470k in total.

26

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

the year on the NVB, Likewise and Housing Support contracts. During 2024 there was a strengthening of the central support team, with this year’s figures including a full year’s costs.

premises at Abbeydale Road, to Cumberland Street. This took place in June 2024. Project 6 moved premises to occupy both floors at Cumberland Street. Previously Project 6 occupied just the ground floor. The early surrender of the lease of Abbeydale Road resulted in additional fees being incurred including dilapidation costs, legal fees and removal fees. These totalled approximately £67k.

Total reserves have reduced from £1.14 million to £984k, with restricted reserves reducing from £290k to £98k. This is predominantly due to the drawdown on the Sheffield Council funded projects' underspend which was ringfenced last year. Despite the reduction in total reserves and the in-year deficit, free reserves have continued to increase. At the year end, the total unrestricted reserves were £886k (2024: £852k). Of this, £120k are designated, £429k are in relation to the fixed assets reserves and £337k are free reserves (2024: £320k). More details can be found in the Reserves section.

premises maintenance work being planned in advance; and close monitoring of income and expenditure, including reforecasting. It is also a result of the increase in contracts for services which are unrestricted.

Principal funding sources

via Sheffield and Bradford Councils, partnerships with Waythrough, Bradford and Craven Integrated Care Board, the City of Doncaster Council, the National Lottery Community Fund and The Henry Smith Foundation.

A detailed analysis of our donations and grants is shown in Note 2 and of our charitable activities in Note 3.

growth, we work hard at generating other income from our training programme and other grants. We have an Income Generation Plan and Training Business Plan, which are continuously reviewed to ensure that they continue to be relevant, aligned to our objectives and values, innovative and successful.

Financial controls

reasonable assurance against fraud and error. We have recently reviewed and tightened our financial controls. This will ensure that our financial reporting continues to be accurate and that core costs are controlled for the foreseeable future. These controls include the roll out and expansion of delegated budget holders being responsible for both core and project

27

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

expenditure, ensuring that each project’s needs are met to give the best delivery and value for money.

Compliance

We have taken note of the directive from the Fundraising Regulator and ensured our compliance. Our charity has no contracts with professional fund-raisers or commercial participators, and no complaints have been received regarding fundraisers acting on our behalf.

Reserves

As of the end of this reporting period, our reserves stand at:

Comprising:

Reserves Policy

The trustees are aware of their general legal duty to apply the income of the charity for its purposes within a reasonable period of receipt, and within that framework have reviewed the charity’s needs for reserves in line with guidance issued by the Charity Commission.

available to spend on charitable purposes.

Reserves are an inherent part of the risk management process, and the required level depends on our financial position and our assessment of the risks that the charity faces at a particular time.

a clear basis to ensure the financial strength, resilience and sustainability of the organisation. The trustees have considered our legal and moral commitments.

In setting the reserves as at 31 March 2025, the trustees have considered the following:

28

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

The level of unrestricted reserves required to meet these needs has been calculated as:

The level of unrestricted reserves required to meet these needs has been calculated as:
Redundancy costs – all staf £150,000
Cost of living increase and associated on-costs
 £60,000
Provision for unexpected cessation/ shortfall in funded projects to
allow a wind down
£40,000
Business development / income generation provision £55,000
Provision to general property improvements to meet needs
of ageing buildings £45,000
Total general unrestricted funds £350,000

The current unrestricted free reserves total £337,320. The trustees and Senior Leadership are working hard to review income generation opportunities and areas of cost savings, to achieve the desired reserves position.

The charity’s unrestricted reserves currently meet four months’ core salary and operational costs.

In addition to the above, designated funds have been allocated to support premises moves and improvements to property, as follows:


improvements to property, as follows:
Designated Funds –Shefeld property improvements at Portland House £60,000
Designated Funds – Keighley property improvements at Devonshire Street £15,000
Designated Funds – Shefeld property legal fees to support a lift at
Cumberland Street £10,000
Designated Funds – External evaluation fees for National Lottery/Henry Smith
funded project due to cease March’26 £5,000
Designated Funds – General shortfall in funding in respect of the national
insurance and pay increment across a number of projects £30,000
Total designated unrestricted funds £120,000

29

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Investment Policy

Our trustees invest surplus liquid funds in short-term interest-bearing accounts to maximise liquidity. An investment review is planned for the upcoming year.

Income Policy

Project 6 recognises income from donations or government grants when there is evidence of entitlement to the gift, receipt is probable, and its amount can be measured reliably.

The Future

2024/25: Holding Our Values in a Changing Landscape

This year has been one of both resilience and renewal. The pressures facing drug and alcohol services remain severe: funding is still fragile, demand for support is growing, and national policy continues to lean heavily towards criminal justice rather than public health. While there are early signs of political will to stabilise the sector, the challenges of the past decade – service closures, fragmented commissioning, and the erosion of harm reduction – continue to shape the environment we work in.

established, providing a solid backbone for our delivery teams. We have expanded our Learning & Development offer, creating opportunities for our staff to grow their skills and share their expertise beyond the organisation. We have maintained a strong focus on staff wellbeing, knowing that the work we do can only be as strong as the people who deliver it.

We have remained consistent in our voice and our values. We are still one of the few organisations in the sector committed to harm reduction as a principle of social justice. We have continued our anti-racism journey and developed practical steps to embed this into our culture and services. The #ideasconference returned for a second year, sparking important conversations about how our sector can evolve to meet people’s needs more compassionately and effectively.

This year also saw the start of a new chapter in our leadership. We welcomed Jo Jepson as our new Chief Executive, building on the secure foundations laid over the past decade. Jo brings both leadership experience and fresh energy to our mission. We have also reviewed our strategy for the next three years, moving to an ‘Objectives and Key Results’ model, streamlining our approach, but maintaining clear priorities in the areas that enable us to meet our organisational goals and mission.

30

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

also signals a policy approach that will require us to work hard to ensure harm reduction remains at the heart of what we do. We will continue to advocate for a system in which people are supported because they are valued as human beings – not solely as a means to reduce crime or manage risk.

adapted, and we have kept our commitment to the people we serve. Our work remains rooted in compassion, evidence, and the belief that everyone deserves the chance to thrive.

Going Concern

position, together with a detailed budget for 25/26, which includes a cash flow and projected balance sheet. They have also reviewed reforecasts presented at the September ‘25 position and 3-year forecasts to 27/28 based upon known project income and forecast costs, including payroll costs.

number of projects will cease and income will reduce by 2.5%.

They take into account the savings generated as a result of the restructuring exercise carried out in 24/25. Ahead of the increase in national insurance contributions, implemented in April ‘25, coupled with many contracts not funding the increase, a review of the potential cost savings was carried out. This resulted in a reduction in the size of the core support team, in order to protect the free reserves.

months with a projected free reserves position of £327K at 31[st] March ‘26.

The trustees and Senior Leadership Team are, however, very aware of the risk and challenges, particularly associated with the cost-of-living increases, annual and cash flat contracts, and the increasing struggle to be competitive with salaries and attract and retain staff.

The trustees and Senior Leadership team will continue to monitor the situation carefully and be ready to respond quickly to adverse trends, should they need to.

It is for these reasons that the trustees are of the opinion that the charity has adequate resources to meet its financial obligations, and to continue in operational existence for a period of at least 12 months from approval of these financial statements, and has prepared these financial statements on the going concern basis.

31

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Structure, Governance and Management

Project 6 operates as a charitable company limited by guarantee, established on September 3, 1997, and registered as a charity on June 23, 1989. Our Board of Trustees oversees the organisation's strategic direction, planning, and risk management. Key roles are divided between the Chair of Trustees and the Chief Executive.

reclaimed by the trustees from the charity are set out in Note 8 to the accounts.

The Chief Executive and members of the Senior Leadership Team have day to day responsibility for the leadership and operational delivery of the charity.

Recruitment and Induction of Trustees

We are committed to recruiting trustees who align with our values and Code of Conduct, promoting diversity and equal opportunities. Trustees undertake an induction process, reviewing the organisation's key documents and engaging with the wider organisation.

During August 2025, an external recruitment process took place. It is hoped that one new trustee will be appointed at the AGM on 9[th] December 2025.

Partnerships and Collaboration

We actively engage in ethical collaboration and partnership working, which is central to our approach. In the past year, we have partnered with various organisations in Keighley, Sheffield and Doncaster to develop new services and enhance service delivery.

Supporters

We extend our gratitude to the organisations and individuals who have supported us. These include our volunteers, partners and grant funders who believe in our mission.

32

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Remuneration Policy for key management personnel

the Chief Executive are reviewed annually by the Remuneration Committee.

Risk management

Our trustees have a duty to identify and review the risks to which the charity is exposed and, as such, have a robust approach to risk management. Risks are identified, assessed, and managed through our annual business plan and quarterly business plan reviews, which feed into our risk register. The principal risks and uncertainties identified include:

  1. Uncertainty of Annual Grants and Commissioned Service Funding

Much of the charity’s income relies on short-term grants or commissioned services. This limits the ability to plan long term, affects staff recruitment and retention, and creates uncertainty for service continuity.

The sector faces challenges in attracting and retaining skilled professionals due to pay constraints and increasing workloads. This could impact service quality and organisational capacity.

3. Funding Pressures Across the Sector

pressures affecting the voluntary and community sector.

  1. Government Policy Changes and Cost Increases

Reductions in public sector funding, changes to commissioning arrangements, and increased costs such as National Insurance contributions pose ongoing risks to the charity’s financial sustainability.

  1. Ageing Buildings and Rising Maintenance Costs

maintenance. The cost of these works presents a financial and operational challenge.

To mitigate these risks, the trustees have developed the following strategies and actions:

  1. Property and Infrastructure Management

A programme of repairs and maintenance is being implemented following recent building condition surveys, ensuring properties remain safe, functional, and fit for purpose.

2. Sector Awareness and Advocacy

The charity continues to monitor and respond to developments in the drug and alcohol

33

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

sector, ensuring our services remain relevant and aligned with best practice and emerging needs.

3. Promotion and Partnership Building

We actively promote our work through conferences, events, and networks, helping to strengthen our reputation, influence policy, and build new funding and partnership opportunities.

4.

To reduce dependency on grant funding, we are developing a training arm to generate additional income and have recently recruited a fundraiser to expand our income streams.

5. Strengthening Organisational Culture and Retention

The charity is committed to being a values-led organisation and a good employer, exploring ways to improve staff wellbeing, engagement, and development to support recruitment and retention.

Statement of responsibilities of the trustees

The trustees (who are also directors of Airedale Voluntary Drug and Alcohol Agency Limited for the purposes of company law) are responsible for preparing the trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company, and of the incoming resources and application of resources, including the income and expenditure of the charitable company for that period. In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

34

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Trustees’ annual report

for the year ended 31st March 2025

Disclosure of information to auditor

In so far as the trustees are aware:

information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Auditor

BHP LLP has been re-appointed as our auditor and will continue in this role.

This report adheres to the provisions for small companies under the Companies Act 2006 and has been approved by the trustees.

The trustees’ annual report has been approved by the trustees on 49[th] December 2025 and signed on their behalf by

Kes Lewis Chair

35

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Independent Auditor’s Report

to the Members of

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Opinion

Limited operating as Project 6 (the 'charitable company') for the year ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows, and the related notes, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' (United Kingdom Generally Accepted Accounting Practice).

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditors’ responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the United Kingdom, including the Financial Reporting Council's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

concern basis of accounting in the preparation of the financial statements is appropriate.

relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

35 36

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Independent Auditor’s Report

to the Members of

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Other information

The other information comprises the information included in the trustees' annual report, other than the financial statements and our auditors’ report thereon. The trustees are responsible for the other information. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report included within the trustees' report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

36 37

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Independent Auditor’s Report to the Members of

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor responsibilities for the audit of

whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

3837

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Independent Auditor’s Report

to the Members of

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

including obtaining an understanding of how fraud might occur, by:

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities is available on the FRC's website at: https://www.frc.org.uk/auditors/audit-assurance/auditor-s-responsibilities-for-the-audit-of-thef/description-of-the-auditor%E2%80%99s-responsibilities-for. This description forms part of our auditor’s report.

38 39

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Independent Auditor’s Report

to the Members of

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an 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 charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Signer ID: WKOLTHN6RI...

Rachel Heath (Senior statutory auditor)

for and on behalf of

BHP LLP

Chartered Accountants Statutory Auditor Albert Works Sidney Street Sheffield S1 4RG

Date: 11/12/2025 GMT

4039

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Statement of Financial Activities incorporating an Income and Expenditure Account For the year ended 31 March 2025

Income from:
Donations and legacies
Charitable activities
Other trading activities
Investments
Other income
Total income
Expenditure on:
Raising funds
Charitable activities
Total expenditure
Net income /
(expenditure) before
investment gains and
losses
Net gains / (losses) in
investments
Net income /
(expenditure)
Transfers between
funds
Net movement in
funds
Brought forward
Carried forward		 Unrestricted
funds
Restricted
funds
Total funds
Total funds
2025
2025
2025
2024
Note
£
£
£
£

2
69,701
209,826
279,527
233,749
3
1,756,299
1,703,174
3,459,473
3,273,768
4
45,746
-
45,746
22,480
5
1,026
-
1,026
905
-
-
-
53,676
1,872,772
1,913,000
3,785,772
3,584,578
387
-
387
76
6
1,854,154
2,089,660
3,943,814
3,474,316
1,854,541
2,089,660
3,944,201
3,474,392
18,231
(176,660)
(158,429)
110,186
12
179
-
179
(100)
18,410
(176,660)
(158,250)
110,086
15,552
(15,552)
-
-
33,962
(192,212)
(158,250)
110,086
851,786
290,020
1,141,806
1,031,720
885,748
97,808
983,556
1,141,806

44-69

Income and expenditure is derived from continuing activities. Statement of Financial Activities complies with the requirement for an income and expenditure account under the Companies Act 2006 and includes all gains and losses recognised in the year.

4140

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Balance Sheet As at 31 March 2025

Note
Total Fixed Assets
Tangible assets
11
Investments
12
Current assets
Debtors
13
Cash at bank and in hand
Creditors:amounts falling due
within one year
14
Net current assets
Net Assets
Charity Funds
Restricted funds
15
Unrestricted funds –
designated
15
Unrestricted funds – general
15
Total Capital and Reserves
£



72,639
658,600		 31 Mar 2025

£
474,698
18,322

£



98,107
773,809		 31 Mar 2024

£
502,896
18,143
493,020



490,536		 521,039



620,767
731,239
(240,703)		 871,916
(251,149)







983,556 1,141,806
97,808
120,000
765,748		 290,020
80,000
771,786
983,556 1,141,806

applicable to companies subject to the small companies regime.

9[th] December and signed on behalf of the Board of Trustees.

Kes Lewis (Chair) Anthony Ball (Treasurer)

44-69 Company Registration Number: 3430925

41 42

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

for the year ended 31 March 2025

Note
Cash fows from operating activities
Net cash (used) / provided by operating activities
17
Cash fows from investing activities:
Dividends, interest and rents from investments
Proceeds from the sale of property, plant and equipment
Purchase of tangible fxed assets
Net cash used in investing activities
Change in cash and cash equivalents in the year
Cash and cash equivalents brought forward
Cash and cash equivalents carried forward
18		 2025
2024
£
£
(63,289)
550,939
1,026
905
1,457
1,355
(54,403)
(124,624)
(51,920)
(122,364)
(115,209)
428,575
773,809
345,234
658,600
773,809

4342

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

1. Accounting Policies

Airedale Voluntary Drug and Alcohol Agency Limited is a charitable company in England and Wales. The address of the registered office is given in the charity information on page 1 of these financial statements. The nature of the charity’s operations and principal activities are on page 3 of these financial statements.

statements have been prepared in accordance with 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) published October 2019), the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Accounting Practice.

cost convention, modified to include certain items at fair value. The financial statements are presented in sterling which is the functional currency of the charity and rounded to the nearest £

statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.

1.2 Company status

The company is a company limited by guarantee. The members of the company are the trustees named on page 1. In the event of the company being wound up, the liability in respect of the guarantee is limited to £1 per member of the company.

1.3 Going concern

The trustees and members of the Senior Leadership Team have reviewed the current financial position, together with a detailed budget for 25/26, which includes a cash flow and projected balance sheet. They have also reviewed reforecasts presented at the September ‘25 position and 3-year forecasts to 27/28 based upon known project income and forecast costs, including payroll costs.

a number of projects will cease and income will reduce by 2.5%.

They take into account the savings generated as a result of the restructuring exercise carried out in 24/25. Ahead of the increase in national insurance contributions, implemented in April ‘25, coupled with many contracts not funding the increase, a review of the potential cost savings was carried out. This resulted in a reduction in the size of the core support team, in order to protect the free reserves.

next 12 months with a projected free reserves position of £327K at 31st March ‘26.

4443

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

1. Accounting Policies (continued)

The trustees and Senior Leadership Team are, however, very aware of the risk and challenges, particularly associated with the cost-of-living increases, annual and cash flat contracts, and the increasing struggle to be competitive with salaries and attract and

The trustees and Senior Leadership team will continue to monitor the situation carefully and be ready to respond quickly to adverse trends, should they need to.

It is for these reasons that the trustees are of the opinion that the charity has adequate resources to meet its financial obligations, and to continue in operational existence for a period of at least 12 months from approval of these financial statements, and has prepared these financial statements on the going concern basis.

1.4 Income

All income is recognised once the company has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.

For legacies, entitlement is taken as the earlier of the date on which either the company is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the company that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the company has been notified of the executor's intention to make a distribution.

granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material.

Donated services or facilities are recognised when the company has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use of the company of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), the general volunteer time is not recognised. Refer to the trustees' report for more information about their contribution.

On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the company which is the amount the company would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

Income tax recoverable in relation to investment income is recognised at the time the investment income is receivable.

4544

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

1. Accounting Policies (continued)

Grants are included in the Statement of Financial Activities on a receivable basis. The balance of income received for specific purposes but not expended during the period is shown in the relevant funds on the Balance Sheet. Where income is received in advance of entitlement of receipt, its recognition is deferred and included in creditors as deferred income. Where entitlement occurs before income is received, the income is accrued.

1.5 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably.

of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use.

Costs of raising funds are costs incurred in attracting voluntary income, and those incurred in trading activities that raise funds.

Charitable activities are costs incurred on the company's operations, including support costs and costs relating to the governance of the company apportioned to charitable activities.

Governance costs are those incurred in connection with administration of the company and compliance with constitutional and statutory requirements.

All assets costing £500 or more, or lower value items which amount to £1,000 in aggregate, are capitalised.

circumstances indicate that the carrying value of any fixed asset may not be recoverable. Shortfalls between the carrying value of fixed assets and their recoverable amounts are recognised as impairments. Impairment losses are recognised in the Statement of financial activities incorporating income and expenditure account.

impairment. Depreciation


impairment. Depreciation
Leasehold improvements 10% straight line or length of lease
Freehold improvements 10% straight line
Fixtures and fttings 25% straight line
Freehold property 2% straight line

45 46

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

1. Accounting Policies (continued)

1.7 Investments

Investments in shares are included at fair value.

1.8 Debtors

Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

1.9 Cash at bank and in hand

Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

1.10 Liabilities and provisions

Liabilities are recognised when there is an obligation at the Balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Liabilities are recognised at the amount that the company anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide. Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised within interest payable and similar charges.

1.11 Financial instruments

basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the

1.12 Pensions

charge represents the amounts payable by the company to the fund in respect of the year.

1.13 Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the institution with whom the funds are deposited.

1.14 Leases

Operating lease rentals are charged to the income and expenditure account as incurred.

46 47

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

1. Accounting Policies (continued)

1.15 Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the company and which have not been designated for other purposes. Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors, or which have been

raised by the company for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted

1.16 Accounting estimates and areas of judgment

Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.

The cost of any unused holiday entitlement is recognised in the period in which the employee's services are received.

1.18 Tax exemption

The charitable company is considered to pass the tests set out in Sch. 6 para.1 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charitable company is potentially exempt from taxation in respect of income or capital gains received within categories covered by Pt. 11, Ch. 3 of the Corporation Tax Act 2010 or s. 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.

47 48

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

2. Income from donations and legacies

Donations
National Lottery
Henry Smith
Beat-Herder
The Liz and Terry Bramall
Foundation
Garfield Weston
Total
Total 2024		 Unrestricted
funds
2025
Restricted
funds
2025
Total funds
2025
Total funds
2024
£
£
£
£
11,201
-
11,201
12,057
-
146,526
146,526
141,662
-
63,300
63,300
61,500
18,500
-
18,500
18,530
10,000
-
10,000
-
30,000
-
30,000
-
69,701
209,826
279,527
233,749
30,587
203,162
233,749

3. Income from charitable activities

Recovery Services
ARC Recovery and Relapse
Prevention
Sober Social
Skills House - BMDC
Likewise
Enhanced Recovery Support
(CJS)
Craven DC
Better Together – City of
Doncaster		 Unrestricted
2025
Restricted
2025
Total
2025
Total
2024
£
£
£
£
-
44,170
44,170
80,000
-
335,811
335,811
177,308
-
32,374
32,374
35,611
595,029
-
595,029
326,878

-
-
-
87,500
-
26,317
26,317
26,317
-
14,987
14,987
-
595,029
453,659
1,048,688
733,614

48 49

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

3. Income from charitable activities (continued)

Support Services
Fresh Start (Sheffield) (SCC)
Older Person Alcohol Worker
Winter Pressures Fund
Wharfe Valley Pathways
AWC Community Health
Modality (Pathways Worker)
Hospital Mentoring
Stronger Links
Non recurring grants
Harm Reduction
KPS (Pathways)
Complex Alcohol Project
Safer Spaces
Jack’s Snacks
Partnerships
New Vision Bradford
Resilience Support (WACA)
MAST Bradford & Keighley
Hospitals
Sheffield Pathways
HIU Hospital Project
Housing Support
Mental Health Connect
Partnership
Core Services
City of Bradford
Changing Futures
Non recurring grants		 Unrestricted
2025
Restricted
2025
Total
2025
Total
2024
£
£
£
£
88,000
-
88,000
88,000
-
-
-
10,000
-
29,775
29,775
117,958
-
-
-
41,700
-
18,994
18,994
14,725
-
-
-
24,076
-
132,510
132,510
168,750
-
29,181
29,181
14,590
-
-
-
15,007
88,000
210,460
298,460
494,806
-
89,000
89,000
89,000
-
162,000
162,000
162,000
-
8,304
8,304
8,000
-
597
597
329
-
259,901
259,901
259,329
814,348
-
814,348
797,164
-
37,918
37,918
35,000
-
630,241
630,241
638,189
-
-
-
27,903
-
80,657
80,657
82,727
195,084
-
195,084
170,699
-
29,643
29,643
26,991
1,009,432
778,459
1,787,891
1,778,673
-
-
-
7,346
60,000
-
60,000
-
3,838
695
4,533
-
63,838
695
64,533
7,346
Total 1,756,299
1,703,174
3,459,473
3,273,768
Total 2024 1,390,087
1,883,681
3,273,768

49 50

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Notes to the Financial Statements

for the year ended 31 March 2025

4. Other trading activities

4. Other trading activities
Fees and other income
Total
Total 2024		 Unrestricted
funds
2025
Restricted
funds
2025
Total funds
2025
Total funds
2024
£
£
£
£
45,746
-
45,746
22,480
45,746
-
45,746
22,480
22,480
-
22,480

5. Investment income

5. Investment income
Interest received
Total
Total 2024		 Unrestricted
funds
2025
Restricted
funds
2025
Total funds
2025
Total funds
2024
£
£
£
£
1,026
-
1,026
905
1,026
-
1,026
905
905
-
905

50 51

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

6. Analysis of expenditure on charitable activities (and donations and legacies)

Restricted
Donations Harm
Core and Recovery Support Reduction Partner- Total funds
services Legacies services services Services ships Training 2025
£ £ £ £ £ £ £ £
Staff costs (as per
note 9) 1,333,467 121,643 384,176 248,556 186,021 379,672 67,648 2,721,183
Training and
recruitment 19,966 3,056 5,100 10,053 - 250 50 38,475
Premises and
administration 243,565 66,103 76,456 7,196 31,245 104,642 505 529,712
Project costs 90,924 25,024 46,372 23,118 45,575 321,095 3,082 555,190
Depreciation
and profit/loss
on disposal
charges 80,769 - - - - - 375 81,144
Governance
costs (note 7) 18,110 - - - - - - 18,110
Total 1,786,801 215,826 512,104 288,923 262,841 805,659 71,660 3,943,814

5251

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

6. Analysis of expenditure on charitable activities (and donations and legacies) (continued)

Prior year

Prior year
Restricted
Donations Harm
Core and Recovery Support Reduction Partner- Total funds
services Legacies services services Services ships Training 2024
£ £ £ £ £ £ £ £
Staff costs (as per
note 9) 938,783 150,086 339,103 212,670 208,772 420,066 59,606 2,329,086
Training and
recruitment 24,956 - - - - - - 24,956
Premises and
administration 71,909 22,893 98,011 83,957 14,668 89,411 26,150 406,999
Project costs 66,819 4,613 59,215 46,908 39,815 356,678 2,405 576,453
Depreciation
and profit/loss
on disposal
charges 108,155 - - - - - 638 108,793
Governance
costs (note 7) 28,029 - - - - - - 28,029
Total 1,238,651 177,592 496,329 343,535 263,255 866,155 88,799 3,474,316

52 53

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

7. Governance costs

7. Governance costs
Auditor's remuneration
Accountancy fees
Other
Total
Total 2024		 Unrestricted
funds
2025
Restricted
funds
2025
Total funds
2025
Total funds
2024
£
£
£
£
17,917
-
17,917
15,750
98
-
98
8,320
95
-
95
809
18,110
-
18,110
24,879
24,879
-
24,879

8. Net income/(expenditure)

This is stated after charging:
Depreciation of tangible fixed assets:
- owned by the charity
Impairment of assets
(Profit) / loss on disposal / sale of assets
Auditor's remuneration - audit
Operating lease rentals		 2025
2024
£
£
82,123
53,113
-54,325
(979)
822
16,500
15,750
59,186
15,861

During the year, no trustees received any remuneration (2024 - £NIL).

During the year, two trustees received a reimbursement of expenses totalling £71 (2024 - £126).

5453

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

Staff costs were as follows:

Wages and salaries
Social security costs
Other pension costs
Redundancy costs
Average number of persons employed by the company during
the year
Average headcount expressed as a full time equivalent		 2025
2024
£
£
2,383,0142,024,466
198,020
181,088
129,003
112,116
11,146
11,416
2,721,1832,329,086
2025
2024
No.
No.
97
83
84
71

No employee received remuneration amounting to more than £60,000 in either year.

(2024: £300,346).

There were redundancy payments totalling £11,146 made in the year (2024: £11,416). These were made following a restructure of the core staffing team, ahead of the national insurance increases, together with a cessation of one project. As at the year end, a balance of £7,249 (2024: £Nil) was included in creditors in relation to redundancy payments.

10. Grants

NHS Bradford Districts
Bradford MDC
North Yorkshire Council
City of Doncaster Council
National Lottery Community Fund
The Henry Smith Foundation
Leeds Community Foundation		 2025
2024
£
£
280,775
452,358
662,615
673,800
26,317
26,317
374,913
201,898
146,526
141,662
63,300
61,500
18,994
14,725
1,573,440
1,572,260

5554

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

Cost
At 1 April 2024
Additions
Elim re disposals
At 31 March 2025
Depreciation
At 1 April 2024
Charge for the year
Elim re disposals
At 31 March 2025
Net book value
At 31 March 2025
At 31 March 2024		 Freehold
property
Freehold
improvements
Leasehold
improvements
Fixtures
and
fittings
Total
£
£
£
£
£
495,359
61,210
142,097
282,385
981,051
-
4,849
29,809
19,745
54,403
-
-
-
(12,913)
(12,913)
495,359
66,059
171,906
289,217 1,022,541
107,494
17,536
142,097
211,028
478,155
9,907
6,441
28,249
37,526
82,123
-
-
-
(12,435)
(12,435)
117,401
23,977
170,346
236,119
547,843
377,958
42,082
1,560
53,098 474,698
387,865
43,674
-
71,357
502,896

12. Fixed asset investment

12. Fixed asset investment
The charity holds an investment in M&G Investments
Market valuation at 1 April 2024
Increase (reduction) in value
Market valuation at 31 March 2025
At cost		 2025
2024
£
£
18,143
18,243
179
(100)
18,322
18,143
20,000
20,000

5655

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

13. Debtors:

Amounts falling due within one year

Trade debtors
Other debtors
Prepayments and accrued income
Amounts falling due after more than one year
Other debtors
Total
14. Creditors: Amounts falling due within one year
Trade creditors
Other taxation and security
Other creditors
Accruals and deferred income		 2025
2024
£
£
29,792
46,953
5,481
5,582
27,366
45,572
62,639
98,107
10,000
-
10,000
-
72,639
98,107
2025
2024
£
£
36,195
68,517
47,326
50,202
39,093
19,071
118,089
113,359
240,703
251,149

Creditors include contributions to pensions transferred and not yet paid over of £31,162 (2024: £18,803).

5756

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

14. Creditors: Amounts falling due within one year (continued)

Deferred income
Deferred income as at 31 March 2024
Resources released during the year

Resources deferred during the year
Deferred income balances at 31 March 2025
Training contracts
Deferred income as at 31 March 2025
15. Statement of funds
Balance
at 1 April
2024
Incoming
Resources
Expenditure
Transfers
£
£
£
£
Current year
General unrestricted
funds
771,786
1,872,772
(1,788,330)
(90,480)
771,786
1,872,772
(1,788,330)
(90,480)
Designated funds:
Premises
Development
20,000
-
-
(20,000)
Premises move
55,000
-
(66,032)
11,032
Premises improvement
5,000
-
-
80,000
Project 6 salary costs
-
-
-
30,000
Evaluation fees
-
-
-
5,000
80,000
-
(66,032)
106,032
Total unrestricted
funds
851,786
1,872,772
(1,854,362)
15,552		 Deferred income
Deferred income as at 31 March 2024
Resources released during the year

Resources deferred during the year
Deferred income balances at 31 March 2025
Training contracts
Deferred income as at 31 March 2025
15. Statement of funds
Balance
at 1 April
2024
Incoming
Resources
Expenditure
Transfers
£
£
£
£
Current year
General unrestricted
funds
771,786
1,872,772
(1,788,330)
(90,480)
771,786
1,872,772
(1,788,330)
(90,480)
Designated funds:
Premises
Development
20,000
-
-
(20,000)
Premises move
55,000
-
(66,032)
11,032
Premises improvement
5,000
-
-
80,000
Project 6 salary costs
-
-
-
30,000
Evaluation fees
-
-
-
5,000
80,000
-
(66,032)
106,032
Total unrestricted
funds
851,786
1,872,772
(1,854,362)
15,552		 £
16,946
(16,946)
1,990
1,990
£
1,990
1,990
Balance at
31 March
2025
£
765,748
771,786
1,872,772
(1,788,330)
(90,480)		 765,748
20,000
-
-
(20,000)
55,000
-
(66,032)
11,032
5,000
-
-
80,000
-
-
-
30,000
-
-
-
5,000		 -
-
85,000
30,000
5,000
80,000
-
(66,032)
**106,032 **		 120,000
851,786
1,872,772
(1,854,362)
15,552		 885,748

57 58

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

15. Statement of funds (continued)

Restricted funds: Balance Incoming Expenditure Transfers Balance at
at 1 April Resources 31 March
2024 2025
£ £ £ £ £
Current year
Grants
Recovery Services
ARC (Recovery and
Relapse Prevention
(Sheffield City
Council) 27,227 44,170 (71,397) - -
Sober Social
(Doncaster City
Council) - 335,811 (319,500) (10,400) 5,911
Skills House - BMDC - 32,374 (32,374) - -
Enhanced Recovery
Support (CJS) 52,681 - (52,681) - -
Craven DC - 26,317 (26,317) - -
Henry Smith
(Donation and
Legacies) 20,500 63,300 (63,300) - 20,500
National Lottery
(Donations and
Legacies) 6,000 146,526 (152,526) - -
Better Together - 14,987 (9,835) (5,152) -
Support Services
Winter Pressures Fund 12,341 29,775 (42,116) - -
AWC Community
Health 10,509 18,994 (29,503) - -
Hospital Mentoring 42,487 132,636 (175,123) - -
Stronger Links 10,159 29,181 (33,086) - 6,253
Non-recurring grants
(support) 9,167 569 (9,095) - 641

58 59

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

15. Statement of funds (continued)

Restricted funds
(continued):
Current year
Grants
Harm Reduction
KPS (Pathways)
Complex Alcohol
Project
Safer Spaces
Jack's snacks
Partnerships
Resilience support
(WACA)
MAST Bradford &
Keighley hospitals
HIU Hospital Project
Mental Health
Connect
partnership
Core Services
Premises capital
Total restricted funds
Total funds		 Restated
balance at
1 April
2024
Incoming
Resources
Expenditure
Transfers Balance at
31 March
2025
£
£
£
£
£
-
89,000
(89,000)
-
-
-
162,000
(162,000)
-
-
-
8,304
(8,304)
-
-
2,940
597
(3,537)
-
-
-
37,918
(37,918)
-
-
27,200
630,241
(657,441)
-
-
-
80,657
(80,657)
-
-
-
29,643
(29,643)
-
-
68,809
-
(4,307)
-
64,502
290,020
1,913,000
(2,089,660)
(15,552)
97,808
1,141,806
3,785,772
(3,944,022)
-
983,556

59 60

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

15. Statement of funds (continued)

15. Statement of funds (continued)
Prior year:
General
unrestricted
funds
Designated funds:
Premises
Development
Premises move
Premises improvemen
Total unrestricted
funds
Grants
Recovery Services
ARC (National Lottery
Community Fund)
ARC (Recovery and
Relapse Prevention
(Sheffield City
Council)
Sober Social
(Doncaster City
Council)
Skills House - BMDC
Enhanced Recovery
Support (CJS)
Craven DC
Henry Smith
(Donation and
Legacies)
National Lottery
(Donations and
Legacies)		 Restated
balance at
1 April
2023
Incoming
Resources
Expenditure
Transfers Balance at
31 March
2024
£
£
£
£
£
596,515
1,497,735
(1,327,626)
5,162
771,776
596,515
1,497,735
(1,327,626)
5,162
771,776
75,000
-
-
(55,000)
20,000
-
-
-
55,000
55,000
t
-
-
-
5,000
5,000
75,000
-
-
5,000
80,000
671,515
1,497,735
(1,327,626)
10,162
851,786
27,227
44,170
(71,397)
-
-
27,227
44,170
(71,397)
-
-
-
335,811
(319,500)
(10,400)
5,911
-
32,374
(32,374)
-
-
52,681
-
(52,681)
-
-
-
26,317
(26,317)
-
-
20,500
63,300
(63,300)
-
20,500
6,000
146,526
(152,526)
-
-

60 61

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

15. Statement of funds (continued)

Prior year (continued): Restated Incoming **Expenditure ** **Transfers ** Balance at
balance at Resources 31 March
1 April 2024
2023
£ £ £ £ £
Support Services
Older Person
Alcohol Worker - 10,000 (10,000) -
Winter Pressures
Fund - 117,958 (105,617) 12,341
Wharfe Valley
Pathways - 41,700 (41,700) -
AWC Community
Health 14,725 14,725 (18,941) 10,509
Modality (Pathways
Worker) - 24,076 (24,076) -
Hospital Mentoring - 168,750 (126,263) 42,487
Stronger Links - 14,590 (4,431) 10,159
Non recurring grants
(support)) 6,667 15,007 (12,507) 9,167
Harm Reduction
KPS (Pathways) - 89,000 (89,000) - -
Complex Alcohol
Project 932 162,000 (162,932) - -
Safer Spaces 4,000 8,000 (12,000) - -
Jack's snacks 3,140 329 (529) - 2,940
Partnerships
Resilience support
(WACA) - 35,000 (35,000) - -
MAST Bradford &
Keighley hospitals 32,027 638,189 (643,016) - 27,200
Sheffield Pathways - 27,903 (27,903) - -
HIU Hospital Project 45,936 82,727 (128,663) - -
Mental Health
Connect
partnership - 26,991 (26,991) - -

6261

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

15. Statement of funds (continued)

Prior year (continued): Restated Incoming Expenditure **Transfers ** Balance at
balance at Resources 31 March
1 April 2024
2023
£ £ £ £ £
Core Services
Premises capital 55,093 - (4,307) 18,023 68,809
Capital refurbishment 28,185 - - (28,185) -
Total restricted funds 360,205 2,086,843 (2,146,866) (10,162) 290,020
Total funds 1,031,720 3,584,578 (3,474,492) - 1,141,806

Purpose of restricted funds

Recovery services

finishing alcohol and substance use treatment interventions. It is funded by the Sheffield City Council.

Sober Social is an initiative to support people in Doncaster who are in recovery from drug and alcohol use. It provides a safe place for interventions, including therapeutic and wellbeing groups sessions, skills and qualification development and access to education, training and employment. It includes the LERO programme (Lived Experience and Recovery Organisation) which is primarily made-up people with lived experience who influence service delivery and focus through real experiences and reduce stigma by representing and advocation for the recovery community. It is funded by Doncaster City Council.

Skills House is a service providing support to Keighley residents, in accessing ETE provision and in offering support around skills development following COVID related unemployment. This is funded by Bradford Metropolitan District Council.

Craven Drug and Alcohol Recovery (North Yorkshire Council) is an initiative aimed at people in Skipton. It offers support to people with drug and alcohol issues who have experienced homelessness and who are accommodated within the Rough Sleepers Pathway, provided by Horton Housing. It offers recovery activities, events, access to treatment and community services that encourage recovery, wellbeing and a sense of purpose.

Recovery Pathways is a National Lottery Community funded initiative, working with people across Sheffield, Keighley and Doncaster, in their recovery from drug and alcohol use, so that they achieve long term sustainable life changes which increase their resilience, wellbeing and support networks. Interventions include peer-designed social action projects, community volunteering projects and support from trained Recovery Coaches. The initiative also allows Project 6 to build strong connections with statutory and voluntary organisations, ultimately

62 63

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

15. Statement of funds (continued)

providing better opportunities for the people who use our services. Recovery Pathways is also partly funded by The Henry Smith Charity.

Better Together is an annual initiative funded by Doncaster City Council and is an expansion of the LERO programme, within Sober Social the initiative. The grant was used to purchase additional equipment and resources.

Support services

Winter Pressures (the Wellbeing Network), funded by the VCS Alliance, is a partnership programme which provides community support for people experiencing difficulties with substances, domestic abuse, mental and physical health.

AWC Community Health is a project, funded by the Leeds Community Foundation, for the provision of a South Asian Community Worker. The project works to build relationships within the South Asian community to remove barriers for those accessing support for alcohol and other drugs.

mentoring service for over 50s who have been admitted to hospital with alcohol use related problems. It is aimed at preventing relapse and readmittance into hospital.

Stronger Links is an initiative funded by Doncaster Council. It is a partnership of local charities of Doncaster, with Project 6 providing one to one and group-based sessions for people affected by alcohol use.

Harm Reduction

Keighley Pathways Service (KPS) is an initiative providing crisis support for individuals across Airedale, through working with multiple partners from the local VCS.

The Complex Alcohol Project is an initiative funded by West Yorkshire ICS, supporting people attending Airedale NHSFT and /or living street-based lives with chronic alcohol dependency and pregnant women who are using alcohol/other drugs.

Safer Spaces is an initiative which provides crisis café drop-in style support for those experiencing emotional distress. This is located in Keighley at Central Hall. This is funded by Missing Peace.

support food provision in the Needle Exchange.

6463

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

15. Statement of funds (continued)

Partnerships

Resilience Support (WACA) is an initiative to work in partnerships with GP practices to deliver support on an enhanced brief intervention basis to young people.

Multi Agency Support Team (MAST) Bradford & Keighley Hospitals is funded by W Yorks and Harrogate ICS, to set up and deliver a multi support team of workers focusing on supporting older people, people with alcohol and/or mental health issues who are accessing hospital services during winter.

HIU Hospital Project receives funding from The VCS Alliance. This project supports people in the Bradford district who frequently attend hospital emergency departments, to reduce the burden on emergency services.

The Mental Health Transformation is a partnership project funded by Keighley Healthy Living carried out within Airedale and Wharfedale. It includes delivering individual and group sessions for individuals living with serious mental illness and substance use.

Core Services

Premises Capital. This relates to two legals charges held by the donors, on 11/13 Temple Street and 15 - 19 Temple Street. The fund is expended by depreciation on the premises. The requirements of the charges stipulate that if the premises are sold or no longer used for charitable purposes, the market value of the premises, in the proportion of the original cost that was given by the donor, is repayable to the donor.

Designated funds

Funds were designated last year for the move out of Abbeydale Road to Cumberland Street, for Sheffield based activities. The move took place on 28th June. Costs incurred included dilapidation costs: the early surrender of lease costs: removal costs: and all legal fees.

In addition, funds were allocated last year for leasehold property improvement works at Doncaster. These were essential works required, following a Fire Risk Assessment. All the works have successfully taken place.

This year, funds have been designated for improvements at a number of properties. £60k for improvements at Portland House in Sheffield: £15k for improvement works at Devonshire Street in Keighley: and £10k towards the legal fees in respect of a lift, which will hopefully be installed at Cumberland Street.

volunteers and people who the service, being delighted with the changes.

A focus group will be formed in respect of the improvements proposed for Devonshire Street and a grant application is currently underway in respect of the lift, for Cumberland Street. This is being led by MAC Construction Consultants.

6564

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

15. Statement of funds (continued)

Additional funds have been designated to meet the increase salary costs because of the increase in employers’ national insurance and the 2% salary increase awarded to all staff, effective from 1[st] April 2025. Unfortunately, not all of the grants awarded included the increases and so additional reserves have been allocated to meet this shortfall.

Finally, Recovery Pathways funded by the National Lottery and The Henry Smith Charity, is due to come to an end in March 2025. Funds have been designated to commission an evaluation of this project.

Transfers

Capital expenditure incurred during the year funded by restricted projects is now included in unrestricted Fixed Assets.

Summary of funds –
current year
General funds
Designated funds
Restricted funds
At 31 March 2025
Summary of funds –
prior year
General funds
Designated funds
Restricted funds
At 31 March 2024		 Balance
at 1 April
2024
Incoming
Resources
Expenditure
Transfers Balance at
31 March
2025
£
£
£
£
£
771,786
1,872,772
(1,788,330)
(90,480)
765,748
80,000
-
(66,032)
106,032
120,000
290,020
1,913,000
(2,089,660)
(15,552)
97,808
1,141,806
3,785,772
(3,944,022)
-
983,556
Restated
balance at
1 April
2023
Incoming
Resources
Expenditure
Transfers
Balance at
31 March
2024
£
£
£
£
£
596,515
1,497,735
(1,327,626)
5,162
771,786
75,000
-
-
5,000
80,000
360,205
2,086,843
(2,146,866)
(10,162)
290,020
1,031,720
3,584,578
(3,474,492)
-
1,141,806

6665

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

Notes to the Financial Statements

for the year ended 31 March 2025

16. Analysis of net assets between funds

Current year
Tangible fixed assets
Current assets
Creditors due within one year
Prior year
Tangible fixed assets
Current assets
Creditors due within one year		 Unrestricted
funds
2025
Restricted
funds
2025
Total funds
2025
£
£
£
428,518
64,502
493,020
574,916
156,323
731,239
(117,687)
(123,017)
(240,703)
885,748
97,808
983,556
Unrestricted
funds
2024
Restricted
funds
2024
Total funds
2024
£
£
£
452,230
68,809
521,039
545,519
326,397
871,916
(145,963)
(105,186)
(251,149)
851,786
290,020
1,141,806

Net (Expenditure) / Income for the year (as per Statement of
Financial Activities)
Adjustment for:
Depreciation charges
(Profit) / loss on disposal / sale of assets
Impairment of Fixed Assets
Interest from investments
(Gain) / Loss on investment
Decrease in debtors
(Decrease) / increase in creditors
Net cash (used) / provided by operating activities		 2025
2024
£
£
(158,250)
110,086
82,123
53,113
(979)
822
-
54,325
(1,026)
(905)
(179)
100
25,468
298,139
(10,446)
35,259
(63,289)
550,939

6766

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

18. Analysis of cash and cash equivalents

18. Analysis of cash and cash equivalents
Cash at bank and in hand
Total		 2025
2024
£
£
658,600
773,809
658,600
773,809

19. Analysis of changes in net debt

Cash at bank and in hand At 1 April
2024
Cash Flows
At 31 March
2025
£
£
£
773,809
(115,209)
658,600
773,809
(115,209)
658,600

20. Operating lease commitments

At 31 March 2025 the total of the charity's future minimum lease payments under noncancellable operating leases was:

Within 1 year
Between 1 and 5 years
Total		 2025
2024
£
£
63,986
67,694
83,430
97,292
147,416
164,986

67 68

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

Airedale Voluntary Drug and Alcohol Agency Limited operating as Project 6

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

21. Related party transactions

During the year £110,432 (2024: £206,881) was received from Bradford VCS Alliance, an organisation of which Vicki Beere and Pam Essler, a trustee of the charity, are directors, in relation to funding for both the Winter Pressures Funds and the MAST Bradford projects. At the year end, £6,913 (£nil, 2024) was owed by Bradford VCS Alliance to the charity.

Pam Essler is also a director and chair of Keighley Health Living. During the year, payments amounting to £3,750 (2024, £26,875) were received. All (2024: £16,875) of this relates to invoices from Keighley Health Living to fund salaries of Pathways workers on the Keighley Pathways project. The remaining payments totalling £nil (2024: £10,000) related to system connectivity in relation to the Wellbeing Network/Winter Pressures Fund. At the year end, £nil (2024: £nil) was owed by Keighley Healthy Living.

During the year, the charity also received £29,643 (2024: £26,991) from Keighley Health Living in respect of a funded partnership project carried out within Airedale and Wharfedale. This involves delivering group sessions for individuals living with serious mental illnesses and substance use.

During the year, the charity also received £550 (2024: £nil) from Keighley Health Living in respect of de-escalation training.

charity received £nil (2024, £24,076) from AWC Modality Partnership during the year. At the year end, £nil (2024: £nil) was owed by AWC Modality Partnership.

Pam Essler is also a director of Community Action Bradford and District. The charity paid £nil (2024: £740) during the year to the organisation in relation to room hire. At the year end, £nil (2024: £nil) was owed to Community Action Bradford and District).

Scott Carrick, a member of the Senior Leadership Team, is a director of C13 Solutions Ltd. During the year the charity paid £nil (2024: £435) for services. At the year end £nil (2024:£nil) was owed to C13 Solutions Ltd.

68 69

Document ID: f37abdd0dae96dd439a4126ea296c0e5d093db408db163b9e85d9ce2f8aab583

BHP Airedale Voluntary ru and Alcohol Agency Lt Audit Findings Report Year ended 31 March 2025 Athisory l Assurance I CoryJor8te FInar￿ l Tax bhp.co.uk

Contents Audit summary Audit status and expected opinion Identif led audit risks Internal controls Appendix I: Audit adjustments and surplus/(deficit) reconciliation Appendix 2: Summary of unadjusted misstatements Appendix 3: Specific representations Appendix 4: Keeping you informed 12 15 16 17 18 BHP

Introduction

Instances of fraud

This report forms part of the ongoing communication we are required to make under the relevant auditing standard (International Standard on Auditing (UK) 260).

Our work did not highlight any actual or suspected instances of fraud perpetrated either internally or externally and we have not been made aware of any such instances.

The purpose of this document is to report to those charged with governance, the findings following our audit of the financial statements and receive feedback on the performance of the audit team.

As explained in our audit plan, we are responsible for forming and expressing an opinion on the financial statements that have been prepared by management with the oversight of those charged with governance. The audit of the financial statements does not relieve management or those charged with governance of their responsibilities and details of our respective responsibilities are summarised in our letter of engagement dated 8 July 2024.

We would like to take this opportunity to thank Ruth Bowditch and David Binns for the assistance that they have provided to us during our audit. We are pleased to report that we incurred no significant difficulties in completing our audit work. Information, explanations and documentation were all presented to us in a timely fashion and the agreed deliverables were uploaded to our secure portal as and when expected. We would like to thank the finance team for their hard work in this regard.

Materiality

Our approach to determining materiality has not changed from planning to completion stage. Our materiality has been set on the benchmark of income. In appendix 2 we report to you all unadjusted misstatements which are not considered trivial. Triviality is usually considered to be 5% of materiality unless the potential errors notes are material by nature.

Related party transactions

The Trustees are required to disclose transactions with related parties of the Charity where those transactions are material to either the related party or to the Charity. As part of the letter of representation, we ask you, as Trustees, to confirm to us that the related party disclosure in the accounts is complete.

No new related parties were identified during our work.

Independence

Changes to audit approach

At planning we communicated to you our review of auditor independence and the safeguards we have put in place to mitigate any actual or perceived threats to our independence.

There have been no significant changes to the planned audit approach.

We confirm that we have reviewed and considered our independence at audit completion, having remained alert throughout the audit, and there are no changes to be brought to your attention since our communications at planning.

3

Unadjusted misstatements

Systems and controls

We report to you any misstatements in excess of 5% of materiality. See Appendix 2 for a breakdown of all unadjusted errors identified during our audit work.

Audit risks

We have satisfactorily concluded on all audit risk. Section 3 lays out these in detail and sets out both the work done and our conclusions. No new risks were identified during the audit.

Trustees’ Annual Report (incorporating the Directors’ Report)

The Charity qualifies as small in accordance with Companies Act 2006 and large in accordance with the requirements of Charities Act and SORP (FRS 102).

We are satisfied that the Trustees’ Annual Report (which incorporates the Directors’ Report) is consistent with the financial statements and has been prepared in accordance with the legal requirements.

In accordance with the auditing standards, we have documented and evaluated key internal controls which are relevant to the financial reporting process in order design and tailor our audit approach.

Our audit work is not designed to identify all significant weaknesses in the Charity’s internal controls but is designed primarily for the purpose of expressing an opinion on the financial statements. However, where, as part of our testing, we identify any control weaknesses, we have reported these to you at section 4 of this report. This lays out any systems and controls observations identified during the audit and follows up on observations raised in the previous audit.

Our work did not encompass a detailed review of all aspects of the internal controls and cannot be relied upon to disclose all deficiencies or other irregularities, or to include all improvements in internal control.

The Charity’s management is responsible for the identification, assessment, management and monitoring of risk, for developing, operating and monitoring the system of internal control and for providing assurance that it has done so.

4

Matters of governance interest

We would like to report to you the following matters in respect of governance interest:

Sale of donated minibus

It was noted that a donated minibus received several years ago was not capitalised in the financial statements at the time of receipt. However, upon its subsequent disposal, the sale resulted in a profit £1,457 being recognised. Donated assets should be recognised as income and capitalised at their fair value on the date of receipt and then depreciated over their useful economic life.

5

Audit status and expected opinion

Our audit work is substantially complete with the matters outstanding as set out below:

Outstanding item Requested from
Meeting minutes up until the date of sign off Ruth Bowditch
Post year end management accounts up to sign off Ruth Bowditch
Confirmation of any post balance sheet events Ruth Bowditch
Receipt of signed Annual Report and Financial
Statements and Trustee Letter of Representation		 Trustees

As part of our audit close out procedures, we will ask the trustees and management to confirm in writing that there have been no further issues arising since the completion of our fieldwork which could be considered either adjusting post balance sheet events or post balance sheet events which although not adjusting, are of such significance that they should be reported within the financial statements in order to show a true and fair view. We will discuss these matters with management and ask management to confirm on behalf of the Board of Trustees, through a letter of representation.

Subject to the satisfactory conclusion of the outstanding matters and the receipt of the signed letter of representation, which includes the specific representations as included in Appendix 3, we can confirm that we anticipate issuing an unmodified opinion on the financial statements.

6

Going concern

In our audit planning report dated 04 June 2025, we set out the respective responsibilities of the directors/trustees and auditors in relation to going concern, which is a fundamental principle that underlies the preparation of a charity’s financial statements. These are not repeated in this document but should be referred to before the directors/trustees finalise and authorise the charity’s financial statements for issue.

We are pleased to report that we were provided with the information we requested at the planning stage, and we saw evidence of the policies and procedures being operated as described.

At this point in the audit, we are therefore able to concur with the trustees’ assessment that a material uncertainty does not exist.

The current disclosures in the trustees’ report and accounting policy adequately cover the current position, future challenges and the steps the directors are taking to ensure the charity remains a going concern in the long term.

We will seek specific representations from the trustees on the going concern circumstances, so if you believe we have misunderstood any aspect, let us know. Similarly, we must revisit this matter immediately before we issue our opinion. We would therefore request you keep us updated on any favourable or unfavourable developments at the earliest opportunity.

Based on the information above we have issued an unmodified opinion on going concern.

7

During the course of the audit planning, we identified audit risks and other key matters and considered the impact of these on our approach. These were established through discussion with both those charged with governance and management and also our review of the systems and procedures and a review of the detailed financial information. We set out below the significant audit risks and key accounting estimates that we have focused our work on, in order to reduce the risk of material misstatement in the financial statements.

Set out below is the summary of our assessment of the key business and audit risks affecting the financial statements, together with an overview of our planned audit procedures.

Risk Description Our approach (how we addressed the risk) Audit conclusion
Risk of material
misstatement
arising
from
Income
recognition		 Auditing standards state that there is a
presumed
risk
that
income
may
be
misstated through fraud and / or error.		 For new and existing grants and contracts, we reviewed
the
signed
agreements
and
ensured
the
recorded
income was in line with these. Other income was
reviewed in reference to expectation and if necessary,
testing
was
devised
to
agree
this
from
source
documentation.
Grant income was tested based on the spreadsheet
maintained by David Binns, this project spreadsheet
detailed
all
the
grants
received
during
the
period
together with the associated project costs and central
shared costs.		 There were no issues identified during income testing.
There were no instances of income being recorded in the
wrong period.
Overall, from our income testing there is no indication that
income is materially misstated.

8

Risk Description Our approach (how we addressed the risk) Audit conclusion
Risk
that
the
going
concern
assumption
is
inappropriate		 In the current economic environment, the
trustees’ assessment of the going concern
basis of preparation is inherently more
complex. In response to these inherent
challenges, we consider it appropriate to
elevate our audit risk assessment and
proposed work.		 We have reviewed the current financial position and
budgets
and
cashflow
provided,
which
covered
the
periods to March 2027.
We assessed and corroborated the reasonableness of any
underlying assumptions and the inherent sensitivity in the
budgets and ensured that the appropriate disclosure has
been made in the financial statements regarding any
inherent uncertainties with respect to going concern.		 We have performed our going concern review and have
concluded that it is appropriate to recognise the entity as
a going concern. We compared the current year budget to
the current year actuals to assess the accuracy of
management’s budgeting. Additionally, we reviewed
budgets covering up to 12 months beyond the expected
date of sign-off. Sensitivity analysis was also performed
to the YE 2026 budget.
We can conclude that we are satisfied with the Trustee’s
assessment of going concern.

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Risk Description Our approach (how we addressed the risk) Audit conclusion
Risk of material
misstatement
arising from
management
override of
controls		 Auditing standards state that the presumed
risk of management override of controls
exists in all entities.
Due to the size of the organisation, it is not
possible for the Charity to have all the
controls and segregation of duties in place to
ensure
there
is
no
opportunity
for
management
over-ride.
We
therefore
consider this is a key business risk.		 We used Data Analytics software which scanned the
whole of each entities financial data set to identify higher
risk
transactions.
We
reviewed
the
transactions
highlighted
to
ensure
they
corresponded
with
our
expectations.
In addition, we performed the following
procedures:
•
Considered the financial reporting process and made
inquiries of individuals involved
•
Discussed
with
management
how
they
identified
transactions or other events that gave rise to the need
for accounting estimates
•
Reviewed accounting estimates for susceptibility to
misstatement due to management bias or fraud
•
Performed a retrospective review of management
judgements and assumptions relating to accounting
estimates recorded in the prior year
•
Evaluated
the
business
rationale
for
significant
transactions outside the normal course of business		 A sample of journals identified by Inflo have been tested
and agreed to supporting documentation.
We have mined 100% of the database using Inflo and
have selected those transactions which are deemed
higher risk. These has been investigated further and no
evidence of management override was found.
Furthermore, our review of minutes and discussions with
management did not identify any instances of
management override.

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Risk Description Our approach (how we addressed the risk) Audit conclusion
Risk of material
misstatement
arising
from
inaccurate fund
accounting		 Fund accounting is key to true and fair
financial reporting for charities and can be a
complex area.
There is a risk that income
and expenditure in relation to restricted and
endowment funds is not correctly disclosed
or spent for the relevant purpose.		 As part of our transactions testing of income we reviewed
the sources of income to assess whether they should be
recorded as restricted funds.
We selected a sample of
expenditure allocated against restricted funds to ensure
the funds had been correctly applied for the purpose for
which they were received. We reviewed the calculations
supporting any transfers between funds and the use of
designated funds.		 No issues were found from the transactional testing of
income or expenditure relating to restricted funds.
Testing of restricted expenditure showed that the funds
were being spent in accordance with the terms of the
restrictions imposed.
Risk
that
non
compliance with
laws
and
regulations
might
lead
to
material loss to
the Charity		 Failure to comply could result in a major
financial
or
reputational
impact
on
the
Charity.		 We reviewed the minutes of the Charity, corresponded
with the regulators and discussed with management to
identify instances of non-compliance and claims.		 No
instances
of
non-compliance
with
laws
and
regulations were noted.
Risk that related
party
transactions are
not
identified
and
correctly
disclosed.		 Related
party
transactions
may
not
be
adequately disclosed.		 Completeness of disclosure was confirmed with informed
management. Register of interest forms completed by
senior management and trustees together with conflicts of
interest declarations within minutes of meetings were
documented
and
tested
during
our
sample
testing
throughout the audit.		 No undisclosed related party transactions were identified
through our audit testing.

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Current year

The purpose of the audit was to form an opinion on the financial statements. As part of our audit, we have considered the internal controls relevant to the preparation of the financial statements, in order to design audit procedures to allow us to express an opinion on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of internal controls. The matters reported are limited to those deficiencies in internal controls which came to our attention during the course of our audit work. This does not constitute a comprehensive statement of all deficiencies that may exist or of all improvements which may be made and has addressed only those matters which have come to our attention as a result of the audit procedures performed.

Our findings and recommendations are noted below. We have assigned a priority indication to each finding to reflect the urgency we consider management should place in addressing each item.

Implies a high priority issue requiring
immediate management attention		 Implies a high priority issue requiring
immediate management attention		 Implies an important issue that should be reviewed
and/or implemented at your earliest convenience		 Implies an important issue that should be reviewed
and/or implemented at your earliest convenience		 Implies an important issue that should be reviewed
and/or implemented at your earliest convenience		 Implies an advisory issue that is raised purely for
management information and possible further discussion		 Implies an advisory issue that is raised purely for
management information and possible further discussion
Observation Risk Rating Recommendation Response
During our evaluation of the system
controls, it was observed that one of
the bank accounts had several users
in place who had ceased to work for
Project 6.		 There is a risk of former employees
accessing the banking system, having sight
of confidential information, and authorising
transactions.		 We recommend that the charity adopts a
formal exit checklist for employees which
includes a process of identifying banking and
other access credentials which need to be
revoked upon exit.
A mandate amendment form was completed
in August 2024, under the assumption that it
would apply to both Unity accounts.
However, separate mandate amendment
forms are required for each account. These
have now been completed and submitted.

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Current year – continued

Implies a high priority issue requiring
immediate management attention		 Implies a high priority issue requiring
immediate management attention		 Implies an important issue that should be reviewed
and/or implemented at your earliest convenience		 Implies an important issue that should be reviewed
and/or implemented at your earliest convenience		 Implies an important issue that should be reviewed
and/or implemented at your earliest convenience		 Implies an advisory issue that is raised purely for
management information and possible further discussion		 Implies an advisory issue that is raised purely for
management information and possible further discussion
Observation Risk Rating Recommendation Response
During our review of debtors, we
noted a trivial balance outstanding
from an employee relating to personal
expenditure incurred on the expend
card.
We also identified personal expenses
going through Project 6 within our
keyword search. This was reported on
within our Data Analytics Report.

Significant personal expenditure could be
incurred using the charities funds.		 Implement enhanced controls to prevent the
use of the charity’s funds for personal
expenditure.		 Expend cards are issued to budget holders
and /or members of staff who travel
frequently between sites. This is to assist with
their cashflow. A review was undertaken
during the year (October) with the number of
Expend card holders being reduced from 36
to 21. On the odd occasion where staff make
a personal transactions in error, the funds are
promptly returned to the charity. On this
occasion, the member of staff was off work
for some time following this transaction. The
amount was recovered when she returned to
work. The finance team monitor the expend
transactions and limits closely and frequently
lock cards immediately when staff leave or
are on long term sick leave.

13

Prior year

We have also set out the deficiencies identified in the previous year’s audit with an update on the position in the current year.

Implies a high priority issue requiring
immediate management attention		 Implies a high priority issue requiring
immediate management attention		 Implies an important issue that should be reviewed
and/or implemented at your earliest convenience		 Implies an important issue that should be reviewed
and/or implemented at your earliest convenience		 Implies an important issue that should be reviewed
and/or implemented at your earliest convenience		 Implies an advisory issue that is raised purely for
management information and possible further discussion		 Implies an advisory issue that is raised purely for
management information and possible further discussion
Observation Risk Rating Recommendation Current year update
One transaction totalling £69,545 was made
without the level of authorisation required per
the financial procedures. The transaction was
solely authorised by the Head of Finance.
Although David was "acting up" without a
Director of Finance, this level of expenditure
would still require two signatories.
Risk of unauthorised or inaccurate expenditure		 To review authorisation procedures in the event
of key posts being vacant and ensure clarity as
to how the scheme of delegation can be followed
in this instance.
This was not identified as an
issue this year.
During our income testing, we have been
unable to identify the expected income on a
number of contracts. This is particularly
prevalent with contracts with Humankind
where the payments section of the contracts
is incomplete or missing.		 There is a risk that there is a lack of evidence
around the income that is due to Airedale
Voluntary Drug and Alcohol Agency Ltd for the
work they are completing. There is also a risk
that there is a lack of evidence around the
completeness of income in the financial
statements.		 To ensure all contracts and variations to
contracts are fully complete before signing.		 This was not identified as an
issue this year.
During a review of the fixed asset register, we
identified a significant number of items with a
£Nil net book value. The review also identified
a number of £Nil net book value fixed assets
within the leasehold property category,
despite all leasehold property assets being
written off at the year end.

There is a risk that the fixed asset register
includes assets which are no longer held by
the charity.
There is an additional risk that the depreciation
policies are too aggressive and are not an
accurate representation of the fixed assets held
by the charity.
To perform a full review of the items on the fixed
asset register to ensure that items at £Nil net
book value are still held and in use within the
charity.
To review the depreciation policies to ensure
they are accurate and appropriate.
This was not identified as an
issue this year.

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We set out below the identified audit misstatements that have been adjusted in the financial statements and show a reconciliation between the surplus/(deficit) per the trial balance/management accounts provided at the planning stage and that reported in the financial statements.

Total
£
(Deficit) per trial balance (158,250)
No adjustments in the year -
(Deficit) per the financial statements (158,250)

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We set out below the misstatements above the level of ‘clearly trivial’, that we have identified during our audit testing.

These misstatements were not considered material either individually or in aggregate and so have not been adjusted in the financial statements.

Detail SOFA SOFA Balance sheet Balance sheet
DR
£
CR
£		 DR
£
CR
£
Deposit for Cumberland Street - - 10,000 10,000
Total potential adjustments - - 10,000 10,000
Total effect of these
misstatements on surplus/
(deficit)
-

16

There are no non-standard representations included in the representation letter.

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Charity Commission updates

BHP Charity Hub

5-minute guides

The Commission has developed a collection of short and engaging guidance on issues ranging from safeguarding people to managing conflicts of interest.

Dubbed the ‘5-Minute Guides’, the collection serves as a basic toolkit for trustees who are managing the many demands of running a charity.

The core suite of 5-minute guides includes advice on the following subject areas:

BHP Charity Hub

During the year, the BHP Charity and not-for-profit team release regular articles giving updates on the latest sector developments. The latest ones can be found on the links below.

In addition, we also hold regular webinars, Trustee training and our annual conference, recordings off these can be found on our website:

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Compliance and financial reporting

Accountancy and audit

Changes on the horizon for the role of Companies House in 2024

The Economic Crime and Corporate Transparency Act will introduce a number of changes over the next few years, summarised below:

Key changes:

✓ From 4 March 2024, new requirements to provide a registered email address and to confirm that the intended future activities of the company will be lawful.

✓ Anyone setting up, running, owning or controlling a company in the UK will need to verify their identity.

✓ Transitioning towards filing accounts by software only, and changes to small company accounts filing options by filing full accounts, this will mean all entities will file a profit and loss account.

✓ Individuals will be able to apply to suppress personal information from historical documents and apply to have personal information protected from public view if there is a risk of harm.

✓ New requirements to provide additional shareholder information, and restrictions on the use of corporate directors.

Financial Planning changes – what’s on the horizon?

There are no new major accounting standards of amendments applicable for the 31 December 2023 to 31 December 2024 year end.

Company Size Thresholds

For periods starting on or after 6 April 2025 (which can be of any length from 1 day up to 18 months), company size gross assets and turnover threshold are increasing:

Micro Micro Small Small Medium Medium
Current New Current New Current New
Turnover not more than: £632k £1m £10.2m £15m £36m £54m
Balance sheet total * not more than: £316k £500k £5.1m £7.5m £18m £27m
Monthly average number of
employees, not more than:		 10 10 50 50 250 250

Audit thresholds will continue to align with size thresholds as these are referenced to company law, so any subsidiary of a charitable company meeting the micro or small definitions will be eligible for audit exemptions.

This may mean that the statutory audit requirement for some entities may fall away as a result of this change.

There is also pressure from the sector to rebase charity audit limits, as they have been set at the current £1m income level since 2015.

No early adoption of new size company thresholds is allowed.

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Accountancy and audit

Tax changes as a result of recent Budget announcements

Financial Planning changes – what’s on the horizon?

FRS 102 – Triennial Update

On 27 March 2024, the FRC issued amendments to FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland and other FRSs – Periodic Review 2024.The revisions in the standard will impact virtually all non-micro UK companies, LLPs and other entities such as unincorporated charities. The effective date for most amendments is periods beginning on or after 1 January 2026, with early adoption permitted. The two major changes are in the treatment of leases and revenue recognition, which will both substantially align with International Financial Reporting Standards.

Inline with IFRS 16 virtually all leases will come onto balance sheet; the distinction between operating and finance leases is removed, and only short-term and leases of low-value assets are exempt (low value being by reference to the nature of the asset, not the value lease payments). This results in all lease assets and liabilities being recognised on the balance sheet with an appropriate discount rate being applied. This could have a significant impact on companies with borrowing covenants, or who are close to audit thresholds for assets.

New legislation to prevent charity tax rule abuses:

Income recognition will now be similar to the 5-step model of IFRS 15. For many companies nothing will change, but a few may be heavily impacted by this.

Other more niche changes including modifications to fair value measurement, uncertain tax positions and business combinations will also impact financial reporting of some entities, which are detailed in our guidance document linked here : FRS-102Triennial-Review.pdf

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Tax changes as a result of recent Budget announcements

Tax changes as a result of recent Budget announcements

National Insurance contributions:

National Living Wage increase

Taxation of company cars:

Employment Allowance:

✓ Whereas previously to be eligible for the Employers’ Allowance a company would be required to have an Employer’s Class 1 NIC liability of less than £100,000 in the previous tax year, recent Budget announcements included the removal of the £100,000 threshold for previous year National Insurance liabilities.

Benefits In Kind reporting

✓ The government confirmed that the use of payroll software to report and pay tax on benefits in kind will become mandatory, in phases, from April 2026. This will apply to Income Tax and Class 1A National Insurance contributions. This was first announced by the previous government in the January 2024 simplification update.

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