Registered number 10690071 Charity number 1173379 ADSS FaeknB dfftfttla tQ9•14iw TRUSTEES REPORT AND ANNUAL STATEMENT FOR THE YEAR ENDING 31ST MARCH 2025 Alzhelmer's & Dementla Support Servlces (ADSS) TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2024 Reglstered Charity Number. 1173379 Reglstered Company Number: 10690071 Prlnclpal Office Safeharbour Coldharbour Road NORTHFLEET Kent DAI 18AE Twstees Chris Inwood Denise Osborn resigned 291h May 2024 Sam Barton Catherine Jones Adedayo Ajakaiye Goreth Simpson Louise Buet resigned 4th October 2024 Vikki Harding Avril Hamilton Mandeep Sahota appointed 13th January 2025 resigned 22nd May 2025 Shubham Sarvaiya appointed 13th January 2025 Sharmila Ghosh appointed 13th January 2025 Laura Kubica Grigerova appointed 13th January 2025 Philip Carrington appointed 9th June 2025 Chalr of Twstees Sam Barton Treasurer Catherine Jones Chlef Execullve Offlcer Katie Antill Auditors UHY Hacker Young Thames House Romon Square Sittingbourne Kent MEIO 4BJ Bankers CAF Bank Ltd Kings Hill WEST MALLING Kent ME19 4JQ Charity Bank Fosse House 182 High St TONBRIDGE Kent TN9 IBE 21 Page Flagstone I st Floor Clareville House 26-27 Oxendon Street London SWIY 4EL Advisors Peninsula- HR and Employment Consultants Peninsula- Health and Safefy Consultants Cyber and Data - Data Protection Advisors Hempsons- Legal Trustees report The Trustees are pleased to present Iheir report with financial statements of the Charity for the year ending 31 March 2025. The Trustees confirm that the report and financial statements of the Charity comply with the cu￿ent statutory requirements, the requirements of the governing document, and the provisions of Accounting and Reporting by Charilies: Statement of Recommended Practice applicable to charilies preparing their accounts in accordance with the Financial Reporting standard applicable in the UK and Republic of Ireland IFRS 1021" (Charities SORP (FRS 102)) (second editionl. Executive Summary The 2024-25 financial year marked a significant period of fundraising growth, service innovation, and impact for Alzheimer's & Dementia Support Services IADSSI. ADSS has expanded ils services, strengthened its governance. enhanced sfrategic delivery, and achieved major milestones in service quality, reach, and recognition. strategic Achievements Launched our new 2030 Strategy: "Facing Dementia Together with Kent and Medway" focusing on visibility, accessibility, equity. and advocacy. Achieved award-winning recognition, including Kent Charity of Ihe Year, Kent Disak)ility Charity of the Year, and High Sheriff of Kent's Charily of the Year. strengthened leodership Ihrough strotegic trustee appointments and the formation of new board committees and advisory groups. Continued to evolve as an employer of choice, enhancing staff benefils. leadership development. and diversity. equity, and inclusion effort5. Service Expansion & Impact Dementio Support reached more than 4,31)) referrals with 3,191 individuals supported, including groundbreaking work in Darent Valley Hospital that reduced inpatient stays. Dementia Wellbeing Services delivered over 6,700 group attendances and launched successful, culturally failored partnerships with local Gurdwaras. Dementia Core services supported over 100 individuals through Support at Home and our Beacon Day Centre, with exciting inlergenerational programmes with a local primary school. Safeguarding & Quality Responded to 50 safeguarding cases. driven by increasing complexity in service user needs, and developed a robust internal safeguarding structure. Maintained a seven-year record of zero heallh and safety breaches. Achieved 87% staff retention and increased volunteer engagement, with over 7.400 volunteer hours contributed. Financial Performance Income reached a record £3.25 million, up from £3.06 million in the previous year. Delivered a surplus of £205,061. with unrestricted free reserves al £663,728 - above targel levels. Fundraising income exceeded £620,000, marking a new high, supported by innovative partnerships such as that with Southern Gas NebNorks ISGNI. Future Focus In 2025-26, ADSS will continue driving forward its strategic goals by launching a new website, developing county-wide carer services, expanding its training offering, and scaling its cullurally tailored services. The charity is poised to grow its fundraising capacity and enhance efficiency. and will also be preparing for anticipated NHS tendering processes. This year. ADSS has consolidated its Position a5 a highly effective. forward-thinking. and compassionate organisation delivering truly impaclful services that are enhancing the lives of those affected by dementia. Our efforts are not only improving individual live5 but also transforming the broader System of dementia care across Kent and Medwa status Alzheimer's & Dementia Support Services IADSSI is a charilable company limited by guarantee and has no share capital. The company was incorporated on 24 March 2017 and is governed by Aiticles of Association. structure, Management and Govemance Method of appointment for eleclion of Trustees Following an update to our Articles of Association, Truslees are now appointed by resolution of the existing Board of Trustees, provided the total number does not exceed the maximum of 12. Each trustee serves a term of three year5, affer which they are eligible for reappoinlment for up to two further terms, subject to Board approval. In exceptional circumstances, trustees may serve beyond nine consecutive years if it is deemed to be in the best interests of the charity. The Board reviews its strengths and weaknesses to ensure its effectivene55 in achieving the Charity's mission. governing the organisation. and leading the strategy. This helps the Board to identify when new Trustees should be recruited. Where it is deemed that new Trustees are required, the Board of Trustees has delegated authority to fhe Nominations Committee to screen and select new Trustees. During the year 2024-25, four new Trustees have been recruited: Mandeep Sahola, Shubham Sarvaiya, Sharmila Ghosh and Laura Kubica Grigerova. Unfortunately, Mandeep was unable to find Ihe time to commil to the role of Truslee. We were also sad to say goodbye to Louise Buet and Denise Osborn, who stepped down from the Board for personal reasons, but we thank them for their time, wisdom and commitment. The financial year 2025-2026 ho5 already proved fruitful in appointing a new Trustee; we are pleased to welcome Philip Carrington to the Board as of June 2025. Policies adopted for the inductlon and trainlng of Twstees There is an agreed procedure for inducting and training Trustees, which ensures they are provided with relevant information about Ihe Charity, in order that they can contribute to the effective governance and leadership of the organi5ation. Trustees also commit to regular training throughout their tenure. Training needs are identified through informal reviews with the Chair of Trustees and an annual skills audit. Organlsallonal slruclure and declslon maklng The overall management of the Charity is in the hands of the Trustees, who currently meet quarterly. During the year, two committees also held quarterly meetings lo support with Ihe governance, compliance and oversight of the charity. They were the Finance & Audit Commiltee, and the Quality, Risk & Compliance Committee. In the year in question, two further formal comrniltees have been added to ADSS'S governance structure. Remuneration Committee- to ensure the charity has a fair and consistent approach for paying all team members and to make specific decisions about the CEO and COO'S salaries. Nominations Committee- to oversee the recruitment of new Trustees and Executive team members. ADSS has a150 developed an innovative way of combining the skills of the individual Trustees and team members to work on specialist areas of focus for the Charity to meet its strategic aims. To dale. two Advisory Groups have been formed to work on the following areas- People Advisory Group- to support ADSS'S ambifion to be an employer of choice and to recruit and retain the best talent possible. Brand and Marketing Advisory Group- lo support our Strategic plans to be more recognised in the community and visible to those who want to support us or use our services, and to drive our fundraising efforts. These groups have already proved highly successful in helping the Charity achieve its strategic ambitions. The Board delegates the day-to-day running of the organisalion to the Chief Executive Officer, Katie Anfrill. Kalie has restructured her team, redefined job roles and is working to ensure that Ihere is a robust Senior Leadership Team Ihal has the capacity and capabilily to lead a dynamic, ambitious and much-needed charity. The Senior Leadership Team comprises Mafl Thurslon, Chief Operating Officer," Sarah Taylor. Head of Quality and Development; Kelly Clark, Head of Community Care & Wellbeing Services; Denise Kilshaw, Head of Dementia Coordinator Services; Andreas Okpere. Head of Finance: and Cathy Assoba. Marketing and Communications Manager. In June 2025 we were delighted to welcome Chloe Edwards. who becomes ADSS'S first Head of Fundraising, and also joins the Senior Leadership Team. Risk management ADSS is commilted to a robust and proactive approach to risk rnanagement to safeguard the people we support, uphold our values, and achieve our strategic objectives. Risk is recognised as an inherent part of our work, and we embrace positive risk-taking where the benefils outweigh potentiol harm. Our Risk Management Policy provides a structured framework for identifying, evaluating. and controlling risks across strategic, operational, financial, compliance, and external domains. The Risk Management Policy and Risk Regisler have been reviewed and updated in the first half of 2025-26. The Board of Trustees holds overall responsibility for ensuring effective oversight, cultivating a heallhy risk culture, and regularly reviewing strategic risks. The CEO and Senior Leadership Team implement controls, maintain the Risk Register. and support a risk-aware workforce Ihrough training and governance. All staff and volunteers play a vital role by adhering to risk procedures and reporting concerns. Risks are assessed using a standard matrix and regularly monitored by relevant commitlees. This integrated approach ensures thal risk managemenl is embedded at all levels of the organisation, supporting ADSS'S mission to deliver safe, effective. and per50n-centred 5etvice5. Conslstent with many other charities. the key risks. based on their impacl and likelihood, are: Risk Miligation Futvre plons Board and Executive Team Governance action plan in To complete a skills audit for the not having sufficient place. Leadership Board and identify gaps. capacity or capability to Developmenl Nominated Board members to lead ADSS Planned Board & Senior develop skills & knowledge in Leadership Team away days identified skills gaps Annual audit, Compliance Carry out mock a CQC calendar in place. inspection. Review & updale all Compliance overseen by related policies Quality, Risk and Compliance Committee, Maintaining the security of Security measures at Review Data Protection Policies our assets Safeharbour, Cyber Essentials and Procedures to identify gaps certification, Support from & make required adjustments Data Protection specialists Training for SIRO and Coldicott Guardian Not meeting ADSS'S legal and statutory compliance The firsl Iwo risks have been identified due to Ihe significance they would have and the lalter because of factors such as cybei security and fraud being the biggesl threat to all charilies. Through the skilled work of our Senior Leadership Team, People Advisory Group and focus from the Board of Trustees, we have been able to reduce the risk of not having a capable and competenl workforce. We are attracting talenl lo ADSS at all levels and have stabilised our staff turnover to a retention rate of 87%. Constitution The organisation is governed by a constitution, which was adopted on 24 March 2017. Its objectives are to give continued practical and emotional support to people with dementia, their carers, other relatives, and supporters, and to deliver such support in a respeclful way which recognises individualily and safeguards dignity. In 2024, ADSS instructed law firm Hempsons to review and update the Charity's Articles of Association. The Trustees felt it was important to ensure the Charity's Articles were fit for purpose, considering the growth of the Charity over recent years. The changes that were made were: Giving the power to Trustees to appoint other trustees by way of special resolution. Ensuring Trustees serve for a fixed term. Enabling Trustees to remove other Trustees from the Board by a majority vote, where it is in the Charity's best interest. The new Articles were approved and adopted by the membership on 15th November 2024. Investmenl Powers The constitution authorises the Trustees to apply the assets and property of the Charity solely towards the promotion and purpose of ADSS as laid down in the constitution. In the year in question, the Board of Trustees has continued lo implement its investment policy and invested its reserves using the CAF deposit platform managed by Flagstone. Publlc Beneflt The Trusfees have had due regard to the guidance issued by the Charity Commission on public benefit when reviewing the Charity's objectives and planning future activities. An Inlroduction from our Chalr It is a privilege to present this year's Trustees, Report for ADSS, and, a5 always, I want to begin with heartfelt thanks. To our extraordinary staff. dedicated volunteers. committed trustees, generous supporters. and Ihe people and families we are honoured to serve- thank you. It is your passion, skill, and compassion that continue to make ADSS a lifeline for so many across Kent and Medway. The past year has been one of record-breaking achievement and meaningful impact. Financially, we reached our highest income to date - £3.25 million- delivering a healthy surplus while keeping unrestricted reserves above target. Fundraising played a huge role in this success, with more Ihan £620,000 raised - our best ever result- fuelled by creative campaigns, inspiring community support, and innovative partnerships such as our work with Soulhern Gas Nelworks to promote home safety and energy efficiency for people with dementia. These resources are not just numbers on a page- they are the hours of support, the warm welcomes, Ihe safe and fun spaces. and the timely interventions that change live5. Service delivery has grown in both scale and scope. Our Demenlia Support service reached over 4,300 referrals, with 3.191 individuals supported. including through our groundbreaking Hospital Dementia Coordinator and Enablement Service at Darent Valley Hospital, which has reduced inpatient stays and helped people return home sooner. Dementia Wellbeing services delivered more than 6.700 attendances, expanding into Medway for the first tirne and launching culturally tailored partnership5 wilh local Gurdwara5 lo ensure that support truly reflects the communities we serve. Meanwhile, our Dementia Care services - including the Beacon Day Centre ond Support at Home- continued to provide personalised, dignified care. enriched this year by intergenerational projecls and enhanced activity programmes. Behind the numbers are the human stories that drive us forward - people who tell us they feel less lonely, safer. better informed, and more connecled because of ADSS. One person told us, I felt quite isolated before and thought I had to muddle Ihrough, but you took away that feeling and with your support I know now that I don't have to., Feedback like this reminds us why our work matters- and why we musl keep striving to reach more people, earlier, and in ways that meet their needs and aspirations. This year also brought well-deserved recognition. Al the Kent Charity Awards we were named Disability Charity of the Year and overall Charily of the Year. We also received the High Sheriff of Kent's Charity of the Year Award. Finally. we were shortlisted nationally for the Charity Governance Awards- an aff irmation of the robust. values-driven leadership that underpins all we do. Looking ahead, our 2030 Strategy- Facing Dementia Togelher with Kent and Medway- continues to guide our ambition5: to be more visible, more accessible. more equitable. and a stronger voice for those affecled by dementia. In 2025-26. we will launch our new web51te, expand county-wide carer services. and scale our culturally tailored work, while building the fundraising strength to sustain and grow our impact in an increasingly challenging environment. l am proud of what ADSS ha5 achieved this year, but even more inspired by what lies ahead. Together- with the commitment of our team, the trust of our supporters, and Ihe courage of the people we serve- we will continue to push for a future where everyone living with dementia in Kent and Medway gets the support they need to live the life they want. SAM 81 Page Objective and Activities Purpose Our purpose is to give people affecled by demenlia the knowledge. support and care they need to take back control of their lives, take part in family and community life, and manage their symptoms. Vision Everyone living with dementia, in Kent and Medway, gets the support they need to live the life they want. Mission Too many people affected by dementia do not get the vital social care, support and guidance Ihey need. We use our person-cenlred experience of dementia to define and implement social care services, from diagnosis to end of life: that reduce the devastating impacf the disease can have. Values We believe: That everyone's rights and dignity should be promoted. In being person-centred and focused on people's abilities. In being inclusive and embracing everyone in our community. In working together lo deliver excellence in the information, support and services we provide. In being caring and compassionate in all we do. In acting with integrity and honesly at all limes. Achlevements and performance Awards 2024-25 has been an exceptional year in terms of the external recognition received for the work we do, our impact and the way the charily is led. We were delighled to be the shortlisted finalists or proud winners of a number of award5 and accolades. which were; Kent Charity Awards In September 2024 we were the first ever recipients of Ihree awards at the Kenl Charity Awards. We won the Disability Charity of the Year ond fhe oveiall Kent Charity of the Year, and our Chair, Sam Barton, was named Trustee of the Year. These local but highly prized award5 are judged by a prestigious panel, and with over 70 entrants our Ireble win was a true honour. Whilst it is impossible to truly quantify the significance of wining on award like this, it has helped us secure additional funding, grow our social media following. and directly led to a significant capital gift in kind for renovation work. It also serves to build confidence in us from our stakeholders and new parlners. High Sheriff of Kenl Charity of the Year Award In early 2025 we were given special recognition from the High Sheriff of Kent, Dr Gill Fargher. with her Charity of the Year Award. This ceremonial award was testamenl to the high regard ADSS is held in. Charity Governance Awards- People in Governance ADSS was also proud to be shortlisted for the Cloth Workers Foundation's Charity Governance Awards- national awards with more than l 00 entrants. Our Board and CEO have worked hard to ensure the governance of the charity has kept pace with ADSS'S growth, at the same time as exemplifying the values of the organisalion and demonstrating best practice.11 was therefore a real honour to be shortlisted in the People in Governance category. This award has drawn the attention of our funders and stakeholders, giving them even more confidence in the capability of the leadership to ensure ADSS is a well-run charity. strategy Launch In April 2024 we launched our new 2030 Strategy: 'Facing Dementia Togelher with Kent and Medway, This strategy builds on our previous ambitions and will enable us to be Bigger, Brighter and Bolder. The strategy sets out what we aim to achieve by 2030: ADSS will be an aword-winning, well-known and sustainable charity for people living with dementia and their carers. ADSS will ensure the delivery of high-quality and evidence-based services to all communities acros5 Kent and Medway, and we will champion the rights and aspirations of those affected by dementia. Our strategy is built on four key areas and underpinned by our dementia expertise. the partnerships we have built and will build, the people in our teamlstaff and volunteers). and the income we generate to pay for the support we know we need to provide. Our strategy is reliant on ADSS working to: Be Visible - We will create greater public and professional awareness of the work we do lo support people affected by dementia and the impact we have. Be accessible - We will ensure that wherever you are in Kent and Medway you can 101 Page access a full range of services to help you live well with demenlia, or as a carer of someone. Be equifable - We will ensure that the people who use our services, and our leam, reflect the diversity of Kent and Medway, driven by our Diversity. Equity & Inclusion ambition. Be heard - We will champion the rights of people with dementia, and carers of people with dementia, and call oul the injustice5 that they face. We will take a righls-based approach to our work. For more delai15 on our 5tralegy. you can visit our website htlps://www.alz- dem.org/strategy-20301 What we have achieved in year one Be vlslble Created a communications strategy with clear target audiences and key messages. Begun a project to redevelop our website. Be accessible Funded and begun the roll out of essential wellbeing services in Medway, where no previous services existed. Held a carers forum to begin the co-design of a model of services specifically for carers of people with dementia. Be equitable Piloted bespoke services for underserved communities. Sel up our People Advisory Group. Be heard Created our Safeguarding and Mental Capacity Charnpions to build our organisalional capability in this regard. Our plan5 for 2025-26 We continue in force to ensure we meet our stralegic ambilions to enable people affected by dementia to live the life they deserve. In 2025-26 we will continue to be 111 Page brave and ambitious to deliver the objectives of our strategy. Our key focuses will be: Be vlslble Launch our new website with renewed fundraising capability. greater detail about our services and more informalion on how people can live the life they want with demenfia. Align our fundraising messaging with our key messages and make better use of all of our communications channels, Develop a business model for providing dementia training. In-reach into more of Ihe diverse communities across Kent and Medway. Be accessible Co-produce, design the service rnodel and work on Ihe funding campaign for a county-wide carers service that meets Ihe wellbeing needs of carers of people with dementia. Identify gaps and opportunities to bring more of our services to a wider reach across all of Kent and Medway. Be equitable Work on our diversity, equity and diversity ambitions lo increase Ihe diversity of our team. Be heard Continue to move the organisalion towards having a true rights-based eth05 Wlth improved training in the rights of people who are in receipt of care. further upskilling our Safeguarding and Metal Capacity Champions and appointing a responsible Trustee to oversee our development. Evaluation The key findings from our evaluation showed that ADSS is having a significant impact on the people we support. 74% of people say they feel less lonely since accessing our services 86% of people feel our services help them to feel safe 781. feel our staff encourage them to do the activilies they are able to 941. feel we provide them with the information they need, and this hos gone up from 811. last year 71 of people can access social activities thal they enjoy- the same level as last year. Our findings emphasise how it important it is that we expand the reach of our wellbeing services, as they are not accessible to all yet 99Tt> of people feel listened to by our team Our annual evaluation gives us a great opportunity to hear from the people we support to develop and grow our services, the knowledge of our team and our understanding of what people need from us. People told us: '1 felt quite isolated before and thought I had lo muddle through, but you took away Ihat feeling and with your support I know now that I don't have to. You have given us the guidance we needed." 121 Page "I like to support my husband myself and you knew that and did nol put any pressure on me to change things but made me aware of what was available. "ADSS is so knowledgeable about dementia and what I should do in situations." Compllments and Complalnts During 2024-25 we were delighted to receive 35 compliments150 last yearl. Many of the compliments were directed towards team members or about the difference we collecfively make to the people we support. This is testament to the excellent service we provide. However, we did also receive 12 complaints (13 last yearl. We are always grateful that people fake the trouble to share Iheir honest feedback with us, which gives us the opportunity to improve. A few examples of our compliments: "I would like to take this opportunity to add my personal fhonks to you for the support you have provided over the past ￿0 or three years. In porticular the time you have taken to explain the issues, options and strategies." We would like fo thank everyone involved in my mum's care for oll of Iheir kindness, dedication and professionalism in ensuring my mum has been oble to live well with her dementia at home. Sadly, my mum has reached a point now that she is no longer safe at home, and we have reached the point to look at my mum's best interests. We could not have walked our dementia journey without everyone at ADSS being there for us 011." Diversity. Equty and Inclusion Throughout 2024-25 we have been working hard on our diversily, equity and inclusion ambitions and improvements. It is important to us that we remove barriers to accessing our services and are able to benefit from a truly diverse workforce. We have a clear ambition statement and an action plan to follow that up. "We have an ambitious slrategy to ensure that everyone living with dementia, in Kent and Medway. gets the support they need to live the lite they want. To understand Ihe diverse communities across Kent and Medway. we need to ensure that our workforce represents these communities so that we understand the needs of the people we support. We have 3 key objectives to deliver our ambition: Take affirmative action with our employee, brand and recruitment processes to increase the diversity of our team (employees and volunteers). Be person-centred. removing barriers to participation and embedding equity in everything we do, lo occommodate the needs of our employees, volunteers and the people we support. Ensure that our diverse employee and volunteer base feels included so thal they can thrive and grow with the Charity." Some of our key achievements have been: Designing our training and beginning its roll out to our whole team. Taking targeted action with underserved communities lo coproduce specific services in the Guru Nanak Darbar (Sikh Temple in Gravesendl. 13 Ipage Raising our profile within key cultural and religious groups and increasing their underslanding of dementia. Spotlight: Woiking Together in Gravesend - Supporting the Sikh Communily In early 2024, ADSS began a new partnership with the Guru Nanak Darbar Gurdwara in Gravesend. It started with a simple question: how could we better support people in the local Sikh community who were WO￿led about memory loss and dementia? The answer grew into something truly special. Togefher with the team at the newly reopened Guru Nanak Wellbeing Centre, we set up a twice-monthly Memory Café. It's a warm, welcoming space where older people, carers. and familie5 can come together for conversation. support. and practical advice. There's always Someone on hand to translate if needed, and we offer clear routes to further help, including referrals to our dementia coordinators for more personalised support. Each session is shaped by the community it serves. That's what makes it work. The Gurdwara team brings deep knowledge of the community's culture, values and needs: we bring our experience in dementia care and support. The result is a real collaboration thot's already making a difference. People like BK. who came fo us in June, have already benefited from this support. She hod been struggling with memory problems and sleep issue5 caused by audio hallucinations. bul a language barrier meant she couldn't explain what was happening to her GP. With support from our Dementia Coordinator. she was able to access the memory clinic and audiology services - and is now feeling much better, with a diagnosis and new medication. The feedback from attendees and community leaders has been incredibly positive. Susan Gill, Guru Nanak Wellbeing Centre Manager, said "By working with ADSS, we are not only enhancing the services we offer but also addressing a critical need for specialised support and awareness around dementia. ADSS'S comprehensive approach to raising awareness, providing essenfial care and fostering community engagement aligns perfectly with our goals., But what matters most is that people are getting help earlier. in a place they trust, in a way that feels right for them. So far we have supported an average of 22-25 people per month. and we are working with Iwo further Gurdwaras, in Dartford and Medway. to replicate this community-led support. We have identified ten people who have gone on to be supported to get a diagnosis of dementia or other additional support from our Dementia Coordinators. Safeguording the people we support At ADSS we have a robust safeguarding policy, procedures and training. Due to the increasing in demand for our support, the greater complexity of the people we support and the greater number of economically deprived areas we now work in, we have seen an increase in the number of safeguarding concerns we have for the people we support. In Ihe year in question, we have supported 50 people where there are concerns of abuse or neglect. But the preventative work we do with the majority of the people we support is also a significant factor in preventing more concerns. 141 Page Operationally, we have had to create a robust and responsive safeguarding structure to ensure the best support is given to Ihose who use our services. and our team members. In practical terms. it takes more time lo support people when there are safeguarding concerns. but il can also take an emotional toll on the team rnember dealing with the siluation. We have: Promoted Kelly Clark (Head of Community Care and Wellbeing) to Designated Safeguarding Lead. Introduced a team of Safèguarding Champions from all areas of our organisalion and trained them all to level three. Built an excellent working relalionship with Kent & Medway Safeguarding Adults Board. We are very grateful fo their independenl chair. Andy Raby. and their manager, Vicky Widden, for their ongoing support and engagement. Conducted a Safeguarding Adults Week awareness campaign. Spolllght: Worklng togelher to keep people safeT,, - Our Dementia Coordinators work tirelessly to keep people living with demenfia safe from harm and abuse. Building trusted relationships is at the heart of what they do, enabling them to 5POt signs of risk early and act quickly. For example, one of our Dementia Coordinators recently supported Barry. who was at risk of finoncial abuse by his son. By listening to him, liaising wilh his friends. and working in partnership wlh Social Services and the Po5ice, they helped raise a safeguarding alert. removed online banking access. and ensured regular welfare checks were carried out. As a result. Bany has now received a social care review recommending 24-hour care, leaving him feeling safer and less vulnerable. This casè is ongoing. and our Dementia Coordinator continues to attend Best Interest Meetings wilh Social SeNices to make sure Bary's needs and wishes are fully considered. This kind of proactive safeguarding is essential. Our staff work closely with families. friends, local aulhorities, and other agencies to prevent harm, slop abuse from continuing. and ensure the people we support can live with dignity and security. Whilst the abuse, or potenlial abuse, of people affected by dementia is not a topic we want to be discussing, we believe it is vital to shine a light on the fact that people living with dementia can and do experience abuse. The impact of abuse or the risk of abuse on people affected by dementia can be huge, 11 can lead to people being hurt. caring arrangements breaking down, and greater social care needs developing. We believe that Covid lockdowns, the cost of living crisis, financial pressure5 in the NHS and local authorities, and a precarious social care syslem have all compounded the complexity and fragility of people's lives and circumstances. Health and safely of our team and the people we support The charily continues to maintain its excellent safety record with zero breaches of health and safety and zero reportable injuries over Ihe past seven years. 151 Page The charily has conlinued to develop our safety leadership which has enabled us to focus on near miss reporting and behaviour. All activities undertaken by ADSS have comprehensive risk assessments, policies and procedures that ensure we keep our staff and the people we support safe. We have in the lasl period appoinled a Training Manager who is working with Ihe team to enhance and develop different ways to train our staff. This will ensure that we have a robust training programme to meet everyone's needs and learning styles, in relation to health and safety. ADSS as a place to woik The Board of Trustees and the Senior Leadership Team are committed to ensuring that ADSS is a place where people want to work and volunteer. We ore commitled to hiring. relaining and developing excellent talent to ensure we provide the best for the people we support. To support this work. we have worked closely wilh our team to develop our staff benefits offer. Our Employee Forum and People Advisory Group have helped the Board of Trustees and SLT to implemenl a suite of improved benefits. During the last financial yeor. we have: Increased our employers pension conlribution by l % Increased the base annual leave entitlement from 24 days lo 25 days plus bank holidays Introduced a Long Service Recognilion Award Invested significantly in our leadership development programme Volunteers at ADSS Our volunteers, those who are kind enough to give their time freely, are a vilal part of our ability lo deliver the supporl we offer. This year we have embraced a new kind of volunteering and now have office volunteers, helping with operational and service delivery administration. We also have volunteers who are working on specific projects, such as Salesforce development. Our volunteers have given 7482 hours 1312 days) of their time in 2024-25. During the year we sadly ended our long-running Medway Dementia Buddies service in Medway Maritime Hospital. Our trained and supported volunteers cored for hospital patients with dementia. but the hospital decided they would bring Ihe service under their direct control and no longer commission us. Volunteers will continue lo be a vital component of our ability to achieve our strategy, and 2025-26 will see the launch of our volunteer strategy. We will also work on the volunteer experience and set up a volunteer forum. We would like to say a huge thank you to all Ihe wonderful volunteers who give their time to help improve the lives of people affected by dementia. Our Servlces ADSS delivers a range of services lo people affected by dementia through our seNice lines 'Dementia Care,, 'Dementia Wellbeing, and 'Dementia Support,. The 161 Page Dementia Support service is our overarching service that provides practical and emotional support to people, from pre-diagnosis lo end of life. Our Dementia Coordinators are now operating in partnership with GP surgeries across half of Kent, from Tunbridge Wells to the Isle of Sheppey and everywhere in between. They provide information and support and work in conjunction with people affected by dementia to create a support plan that enables Ihem lo live Ihe life they want. We have a collaborative approach and therefore are working in partnership wilh Kenl & Medway Partnership Trust IKMPT- which operales the memory clinicsl, social services. care providers and other charities to ensure people affected by dementia get Ihe best support Kent can offer. Our Dementia Wellbeing services are there to ensure people understand what dementia is, what support is available and help people build peer networks, but most importantly to help people have fun and live a fulfilling life. The services include hAemory Cafés, Peer Support Groups, support and learning groups for carers, activity groups and cafes. day trips and so much more. Each year we build on the variety and choice we can offer people to ensure as far as possible there is somelhing for everyone. Our Dementia Care team builds on that by providing a greater level of support and personal care to people whose dementia has advanced or who need more. This includes our Beacon Day Support Centre and our home care service, Supporl at Home. Our Beacon Day service provides a vibrant and lively atmosphere for people to make friends. take part in fun activities and try new things. From our card playing to the 'Crafly Crafters, each day there are person-centred activities for all to enjoy. Our Support at Home team take what we can offer into the home and we supporl people to enjoy hobbies or connect with their community. Our Support at Home+ service supports people with personal care and the tasks of daily living lo ensure they can live a happy and healthy life in Iheir own home. The service is regulaled by the Care Quality Commission ICQC). The difference we make DEMMA SUPPORI .DeW1￿ C.ocedwyJ r￿VIDE PEOPIE.. Pegpl infffta gr People Ywitli domenlia thc>se WI-￿ etyt lor th&rri crd Ihose who c￿e loi Ihem 4Je oble lo Ive well DEMENNA WELL8EUIG Cqfe SO-￿ the- kK)￿IVrL or FVD &trrt51 Pea SLyxYl Pnysicoi a wmfve é the*rs- Mty(>cxJps & TrFS ).'? & ri dso'.etyal 1>4 DkMENIIA CAIIE P￿Or.c?cc1& with ol Be0Ct￿ EVJyC*rilr8 Fig.1 ADSS Theory of Change 171 Page Our heritage is in Dartford, Gravesham and Swanley- in fhese areas we can offer our full array of services. But all residents in north and west Kent are now able to access some level of service from ADSS, and where we don't provide a full range of services, we work with partners to help people access what they need. However. sadly in some areas these services jusl do not exist yet. Dementia Support 4,347 referrals inlo the service 1,958 home assessments conducted 3,191 people supported 9,158 outcomes created 1,129 carers supported 670 supported in Darent Valley Hospital 714 hours of enablemenl support Key achlevements Developing a new groundbreaking service in Darent Valley Hospital. with specific Hospital Dementia Coordinalors and Enablement Workers working in a truly integrated way. in the Same Day Emergency Care Department and the Emergency Department. A University of Sussex evaluation of the Dementia Coordinator services concluded, overwhelmingly. thot the service is having huge benefits to people with demenlia, their carers and the healfh system. To find out more visit https://www.surrey.ac.uklresearch-projects/dcc-service-realist-evaluation#outputs 181 Page Developing our ways of working and integrolion with local GP surgeries to become truly embedded in the local system. Playing a pivotal role in helping the Dartford, Gravesham and Swanley area go from the worst performing, for diagnosis, to the best. Spotllght- Hospltal Dementla Coordinator and Enablement Service at Darent , Valley Hospital i This year, ADSS has further strengthened its innovative Hospital Dementia ' Coordinator (HDCI and Enablement Service at Darent Valley Hospital, developed in partnership with the NHS and funded through Ihe hospital's Community Investment Programme. Recognising that hospital 15 often the worst place for people wth dem@nlia, where hospital-acquired deterioration can reduce their chances of relvrning home, ADSS Iworked proactively from the start to help design a service that meets the real , needs of people living with dementia and their families. Our goal was clear: to ' help people avoid unnecessary admissions, return home sooner, and have a better. more compassionate experience of care. ', Our specialist Dementia Coordinators are embedded within the Emergency ', Department and Same Day Emergency Care unit, identifying patients early and working holistically with them and their carers. They create personalised support plans. coordinate with hospital teams. and plan safe discharges. Posf-discharge. our Enablement Support Workers deliver tailored. strengths-based support at ' home. helping people rebuild confidence. independence. and social Iconnections. | Between October 2024 and March 2025. the service supported over 670 people. reducing average hospital stays from 11.4 days to 7.4 days, and enabling 176 people to return home the same day. This service exemplifies our commitment to partnership working, person-centred care. and ensuring people with dementia get Ithe right support at the right time to liv8 the life they choose. Challenges to the seNlce The ongoing funding pressures of the NHS continue to have a knock-on effect on the delivery of this service. The NHS has been unable to increase the contract omount since the first year of the project and we have had to continue to pay our staff fairly ond cope with increasing cost pressures. We have worked hard on efficiencies, and this led to us going through a consullation process with our five area leads, instead creating two Area Managers. It is a testament to our Head of Service and Chief Operating Officer that we managed lo keep everyone affecled by the restructuring in our organisation. Getting acce55 lo all GP surgeries and creating integraled working across the whole area continues to be a challenge. Dementia Support: plans for the year ahead We will continue to work on our innovative hospital service and see how else our expertise can be utilised. We also need to understand our prOCe￿e5 and ensure we 191 Page are working efficiently for Ihe good of all people with dementia, who need to go to hospital. We also need to ensure that all our Demenlia Coordinotors have standardised practice and are working well to maximise the number of people they can support, without taking on more than they can manage. We will be working on our record system to ensure it works hard for Ihis team. We also anticipate a new lender for fhis service, commissioned by Kent & Medway NHS. We need to ensure we are ready for that and can demonstrate our impact and expertise. We are ready lo support the system in transforming its diagnostic routes to reduce waiting lists and waiting times for a diagnosis of dementia and are attending the redesign meelings to help make a lasting and meaningful change for people getting diagnosed with dementia. Dementia Wellbeing 868 people attended 6,773 times at our groups 632 groups held throughout Ihe year 2-day trips with an average of 70 people attending Key achlevements During the year in question. we worked on redesigning our Mernory Cafés to better meet the needs of people who atlend. Following feedback from our attendees, who told us that they wanted to use the Memory Café for fun activities, peer support and connection more than getting information, we created less regular partnership information events and gave more time at the monthly dementia cafés for the activities that meant so much to those coming along. These changes have been well received and we thank all of our partners who have given their time to atfend 201 Page Kent Fire and Rescue, Kent Association for the Blind, KCC, Green Doctor, Community Wardens, Dartford Healthy Living Centre, and Imago. This year our Wellbeing Team also., Acquired funding for and mobilised a range of wellbeing services across Medway. Developed a great partnership wilh the Guru Nanak Darbar in Gravesend to start our targeted work with underserved communilies. Supported our delivery parlners Age UK Kent Rivers and Age UK Sheppey to deliver a range of services across Swale. !ISpotUghl - ADSS brings Wellbeing SeNlces to Medway ',This year saw the successful launch and rapid growth of our Medway Wellbeing ,,SeNices. made possible thanks to generous funding from the Masons Charitable IIFoundation. Recognising a clear gap in dementia-specific support across ' Medway. we set out to create accessible. inclusive spaces that bring people ,,together. offer vital help. and reduce isolation. Since opening our first Memory Café in Strood. we've expanded quickly to establish Iwo more cafés in Chatham and on the Hoo Peninsula, alongside 5peciali5t activity groups in creative arts, singing, and peer suppork. These services were shaped by people living with dementia and their coreT5 through an extensive co-production process, ensuring that local voices defined what was truly needed. Our Memory Cafés have been warmly welcomed. with up to 50 people attending some sessions. One carer wrote: "Just to have that group on offer and to meet others in a similar situalion - and for me to know he has something to go to support him - is so amazing. He was so delighted. teary and happy." 'A volunteer shared: "I see how you brighten people's faces and bring people together. You work hord ', to make sure everyone 15 okay. I truly see your passion. and we are all so lucky to I have you." A particlpant in one of our creative groups put it simply: "I'm having so much fun. and l a￿ayS look foward to the next groupl>% Thanks to thts collaborative. personns Sundry ¢ountancy- Salary administrathon costs 1,831,337 1,974 9,219 3.792 1,001 72.362 14,238 96.510 79,882 22,478 40,336 5,164 9,066 61.722 1,037 13,555 4.382 1,739.067 5,967 8,312 9,079 74,664 20,075 88,719 79,882 20.002 44,752 5.172 57,015 2.999 4.165 13,625 2,268,055 2.182,725 42 Althgirngrfs S 0om•nlla Support S•ryl¢ NOTES TO THE ACCOUNTS FOR THe YEAR ENDED 31 MARCH 2025 7 Costs of Charflablg Aclivltig• l¢ontlnu8dl 2025 2024 Car¢r4 Ajsttsmènt & Support costs Wages and Salaries Staff Training Recruitment staff Wtlfare Cliènt 8etivitiès Community Calé Conwmables Rent and Rates Repairs anil rer￿￿1$ 393.537 17.168 282,548 14.5 7.872 1.s24 6.702 15.355 13.894 19.528 14.830 13.750 21,529 1,958 24.953 11.371 12.625 21.6 Insurane Cleaning Travel costs Printing, m?rkèting. poslaga and stationery Tèlèphon• Equlpmenl Prol&ssKJnal lee5 IT costs Bank ¢har9$S Bad debts LicerKes and subscriptign Sundry Dèprèaation Loss on dlsposal of fixed assets Governance ¢￿ts - Auditorf¥ r*munèraiK)n-audit I￿$ - Auditorf$ rèMUn•rat￿-oth￿r accouniaJKy seryices - TrLtstee meeting and training ex￿n8¥S 4,012 7,421 8.392 687 6.355 97 336 11.727 13,423 53,662 2,089 5.399 8.993 967 17.189 102 8,145 15.704 54.044 677 9,300 620 7.635 8.700 588 3.4n 642.950 517,766 8 Staff ro•t¥ 2025 Gross salar￿$ Social sè¢uilycosts Penslon costs 2,105,849 188,203 45,283 1.891.137 142.È154 37,223 2,319,335 2,070,814 The average numt*r of ernpknyéès linejuding part tlme w￿￿ers)￿aS.. Dlrect charllat4e workers Administrative staff 95 92 102 99 Onè Èmplo￿ recelved emoluments of bets¥een £60,001 . £70,000 in lh8 ￿ar ènd8(131 March 202512024: no empbyees earned total emplo￿ benefrts exceeding £60,OWI. Twstee, ￿r any person conn8ctèd wilh a Truste8. recelvet1 any remuneration. The charl1￿$ kèy managemènt ￿rsOnnel are the trustees, Ihe Chief Executwe 0[￿er5. th? ch￿f Operating Officer, the Service Dèv6k)pmen( N*nager, the CEmentl8 Care Manag?r, thè Dèmèntfd Support Manager. the Flnance Manager and the Marktstin9 & Communi¢atsons Managèr. Total enk)luments, Includiro employerfs pension ¢onlribulh?ns and social tscurity contributions pa(d lo kèy management Fersonnel were £303,10012024.. £209.7881. Althelmefg & Oementi• Support SgThlc•s NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 202S Tangiblè fu•d ass•ts Fffthold Iwjd and bulldlngs Long Tenn Improvem￿ts Flxlure & Flttlngs Offlc• Equlprnent Motor v•hlchs Cogt At 1 April 2024 Additions DIspos81s 300,000 152,935 11,957 127,031 1D6,107 63.044 5.097 { 8721 749.117 17,840 13,2191 12,3461 31 March 2025 300,000 164.892 125,471 106,107 67.268 763,738 prKlatlorb Al 1 April 2024 Di5posa15 Charge for the ye81 5,600 3.987 63,147 12,1101 17.358 46,056 33,220 4321 8.232 152,008 12,5421 54,044 2,800 10.642 15,012 At 31 March 2025 8,400 14.629 78.395 61,067 41.020 203.510 book valu• At 31 March 2025 291,600 150,263 47.L176 45.040 26.249 560,228 At 31 Mareh 2024 294.400 148.948 63,884 60.052 29.824 597,108 10 Dèbtors 2025 2024 Fèès for S6MCA8S prepay￿￿nts Accrued (Grft AHI) 101,756 35,204 1,492 85.521 10.325 I38.￿2 95,846 11 Credltorn: amounts falllng due within one yeaT 2025 2024 Arnounts duè to suppliers PAYEINI Accruals otTr￿T creditors 45,094 36.674 28.785 65,46e 24,037 33.&50 29,554 63,462 176,019 1SO.t103 I￿l￿d￿l in other creditors is defèrrèd ine4)mè. of whlch the movement is as folh)w& 2025 2024 Balance at 1 Apn'l 2024 R&kased to irthme 47.n8 59.959 112.1811 Balan¢9 * 31 March 2025 47,778 47,778 Alz￿lm•￿• & D•montla Support Ser¥lc NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 12 Mov•mnt In fund• Rgstrictgd funds hokl amounts received lor specrfK activities and exFenditurÈ on thosè activitiès is sat against Ihose amounts. Unrestrictgd funds comprlsè donatlons aThJ Ir￿rne recelved for general ol the Charity. rr8nsfers 1 Aprfl 2024 31 Mar¢h 2025 Unr••trlct•d fund8 General Reserve DgsvJnatèd lutsjs 1.181.217 3,016,769 12,927,030) 147,0001 47,000 1.223,956 47.000 Tot41 unRsfrl¢(ed fund$ 1,181.217 3,016,769 12.927,0301 1,270.956 R49￿cl•d funds Britannia Refired Metals )rrisons Co op- Sln9iThJ back the rnemorfes Rana donation Branton - In Biz Giv W•bsTt8 gardon campalgn- Molh8rs day {501 I1,￿3) 11,9451 14101 11,0001 11.1101 16911 1,563 1.945 410 3,000 1.110 691 8eacon Garden Ebbsfloèt Dèvèlopmènt Cowation In menw)ry ol VArgaret Kirby 2.650 1,000 12,6501 11.0001 Bilham.. ActI￿1ty packs & Aboltt Klè Boxas Salui(Joy Carers re Beacon Garden NHS Kent & I￿￿aY ICB.. Kent Dernenlia Action Alliance 2024 KCF HEIT BD Lirnitsd.. Donati9n lor ADSS Wèllbèing S•Nlces Diana Plants Cad(•tt- Gard8n KCC Acilve Kent and Medway Trevor and ￿rga￿l Miller- Gaiden Evan$- Gard Tlmms- Garden Masonk Chariiable Kent Cornmunty Foundation Don31ions r•pJrt- RèstrKt8d lor gard8n Dariford BoTothJh Council- UK Shared Prosperity Fund Robert and SteF*en Clarke for Support Group Ebbsneet- Beaeon Christmas Activillès CLWP- Slnging Back the Memories Port ol London AuthoTlly- Donation for Cargrs PF¢r Support Grtjup HSBC- we￿18 redesign Bilh Bilhan C¢>op- SlngiTrJ Back the ￿MritS SoUt￿M Gas Nalwork 12961 1901 { 2,0001 { 8.0001 { 1,1001 1201 11,0001 1495} Iso) 1450} 1251 112,981) { lo.0￿) 156} 19,6201 11,0501 15(M)I 13.5631 90 2.000 8.000 1.100 20 1,000 495 25 45.000 10.000 32,019 25,000 1,050 15,380 3,563 5,OCM) 24.946 5,000 18.946 16,0001 572 500 101,269 1351 537 500 53.655 147,6141 Totsl rp¥triet¢d funds 10,71S 230,687 1115.3651 126,037 Totsl funds 1,191.932 3,247.4S6 13,041395) 1,391993 Alzh•lmèrf$ & DemeTrtla S¥pport Servie•s NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 12 MovgThnt In lunds {conllnu•dl R•strlcted Fund balances to be Lrtiliséd in firtur8 p•rl¢)ds ny signifrant cawry-forward balano¢s primarily relate to onoKJiro wDiects Ihal ￿11 ￿ntinUe into the r￿t financial yoaT. T￿ R•strlctsd Fund¥ orn woed as follows: Ma8onl¢ Charltable: Funds awarded lor tsur Damantla Welltelng programme in K*dway. Darfford Borough Councll- UK Shared Prosperlty Fund.. Funds awarded to support DartfoTd to t*corne demenlia friendty. This enabled ts d81ivery of Iiaining to retailers aThJ o)mmtJnity groups. and the conduct ol dementia friendly audits. Port of Londorn Aythorlty- Car•rs Peer Support Group: Funds to ènablg th• conunuation for another y¢?r of our GraV￿ham-baS8d carers support group5. HSBC - Wèbslte r•d•8lgn: Funds received lo support the redèsign and developThenl of Ihe charity's websit•, 8imgd at 8nhanclng lundraisirKJ and marketing cawity. Bllham.. A donatitsn to ènhanc& Ihe SUPFth provid&d through our SupFQrt at Home Service. i￿lUding saasonal aCtI￿tY packs for service users to enjoy with th81T Suppxjrt Workers and families. Co-op- Singlng Back thè Memorfes: Fund5 to contribut8 to th8 running costs of our popular Siroing Back the V£mo¥￿5 groups across Grav8sham. Southern Gas N¥lworK. Funds awarded lo support peD￿e wrfh demonlla In Kent by improv¢ng ener9y safety allèvKadng fuel poverty. Thi5 include5 provKlir9 Staff training on energy safety, hostirrtj wmrnunity ev•nt* and offertng p6rsonallzed advi¢e to wtmce users. Dèslgnated funds trj be ullilisod in fvturè perlodg As rts)ted in the Tru5tees' rewJrL the Tru¥lees have decided to desHJnak a ftjnd foT the followirvJ future expenditurè.. - laplops £22.0(10 - walkway £15.WO - ¢xpendtture for website and ¢ontsnt crèation £10.000 This fund is expectsd to stsrt 19 tré utilisad In the nexl 12 month5. Al2h•lm•r'8 & Demenua Support 8eNIc•s NOTES TO THE ACCOUIfft8 FOR THE YEAR ENDED 31 MARCH 2025 12 Movgmgnt In fvnd8 IcontSnuedl Prgvk>uB ygar f Apffll 2023 In¢om¢ Exp•ndllurn 31 Alareh 2024 Unrestrfcled funds Genèral Rè5eNe D8signated F￿d$ 664.759 190.000 3,047.377 12,720.9191 190.000 1190.(K)01 1.181,217 Totsl unrestrictod funds 854.759 3.047.377 12,720.9191 1.181.217 R•strfict•d funds Heaver Famitydonation - for 51aff John Lewis- Christmas Adivty Britannia Refined Metals Kyndi Christmas donatlon Morrisons Kenl Comrnunty FOUnda￿On co￿p- Singing lyack Ihè memoiiss Rana donation Branlon- In memorium BE Giv Websitt garden camp8lgn- K4)thers day FP ThUrs￿n re Staff Party 5.(KJO 1.333 250 250 1.563 3.000 { 5.0001 { 1.3331 12001 12501 50 1.563 13.0001 410 1.000 1,110 691 300 410 1.000 1,110 691 13001 B8acon Garden CO-OP T¢sCO DHUSainsburys Amokj Cb John Lewis Screwfix Ebb5fket De￿lopment Corporation In memory ol lkngaret Kirby Edward Gosilry AL¥)ut Me Boxes Kent Commurrity Foundation- Post DAgnostic Support NHS Kènt & I￿(￿VaY DAA Evant Chilthwck Trust Carers Group Bilham for activlly packs & At¥Jul Ve Boxes Sue Frost Wellb&ing Activities Main GraAis Lottery cgronat￿n and Kindr8d Splrfts SEKSEUI lor PDS Groups 1.622 1.(K)O 1,526 1,(K)O 3,￿0 s.(M)o 2.650 1,000 969 5,000 2.300 10,000 303 300 2.633 4.145 11.622} 11,000} 11,5261 11,000} 13,0001 15.0001 1.0(10 15.0001 12,3001 (lo.￿0> 171 IKJOI {2.5331 14,1451 42,348 16,852 148.4851 10,715 897,107 3.064229 { 2.769.404> 1.191.932 Alzhelrnerf• & Debhgnth Support Sen*lce8 NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 13 Analy81N of not •u•ts bgtw•on lundg Unre5trfctedfunds Rtslrict•d tsnds Tolal fund$ 2025 2025 2025 Flxed assets Current assets Cuffttnt LKqblllD¢S 560.228 880.747 1176.0191 560,228 1.￿.784 1176,019} 126,037 Totsl A￿tr￿ 1,264,956 126,037 1,390.993 Unreslrf¢ted fumls R•stiYct8dlunds Total funds 2024 2024 2024 Fixèd assets Currenl assels Currenl liabilitl8S 597.108 734.512 1150.4031 597.108 745,227 {150.403} 10.715 Total net asgets 1.181.217 111.71S 1,191.932 14 R•lated pabty transacllon• Expgns95 totallirrfJ £TT wore relmbursed to Or￿ trustee fortr￿1 ?XFens•s12024: £591 t*Jrin9 the year the Charfty er4Jaged the seThI￿8 ol Ni¢ots Fye Coathing Ltd. The sole dlreclor ol the company. Pyg, is eonsKJ&r8d a dose family of the Chartws CEO. Katie Antill. In the year, £12.215 was paid to thè compartyfor training12024.' £4,127 for training}. At the year end, £6,804 was due from Ihe Charity to Nicola Pye Coaching Limited. and is ind￿Jed in Arnounts du8 to Suppliers in Note 1012024.. £nil outstandingl. 15 c￿lIa1 commknnts 2025 2024 Contra¢tual commltments 17.472 At 31 March 2025. Ihe Charity had ￿pital commitments in re3pect of the r¢dg$ign of ils websiie.