Trustees’ Annual Report Period from 1 January 2025 to 31 December 2025 Bedhampton Community Centre (BCC) Charitable Incorporated Organisation (CIO) ## Registered Charity Number: 1177531 ## Registered Address: 21 Bedhampton Road, Havant, PO9 3ES - Section 1 Our People ## Trustees |Trusteename|Office (if any)|Datesactedif notwhole year| |---|---|---| |Jennie Fox|Interim Chair|Resigned 30 March 2025| |Sandra Howells||Resigned13 July2025| |GrainneRason||Resigned 9April 2025| |Cllr Philippa Grey|Interim Treasurer|Resigned| |Alastair Allison|Chair|Appointed4June2025| |Amanda Allen||Appointed 4 June 2025 but stood-down 29 July 2025| |JaneBatchelor||Appointed4June2025| |James Dennett|Digital Trustee|Appointed 20 June 2025| |Irene Garnett|Treasurer|Appointed 21 January2026| ## Manager The BCC CIO Manager is a salaried role currently filled by Ms Hayley Gillians ## Staff and Volunteers The BCC ordinarily employs 3 other members of staff on a part time basis and has around 11 volunteers. ## Name(s) and addresses of advisors The BCC CIO did not use external advisors during 2025. However, we have had the benefit of the skills and experience of a Chartered Accountant, Mrs Irene Garnett, since July 2025. Mrs Garnett joined the team with intent to becoming the Treasurer for the Centre in the future. She has helped the Centre strengthen its financial controls around reconciliation processes and the correct allocation of deposits and unearned income in particular. She was appointed as Treasurer by the Board of Trustees on 21 January 2026. ## – Section 2 Structure and Governance ## Description of BCC CIO The BCC CIO is governed in accordance with its Constitution document as a Charitable Incorporated Organisation and is registered with the Charities Commission. It is managed by a Centre Manager and overseen by a minimum of 3 Trustees. The BCC CIO is located within a building leased from Havant Borough Council for its exclusive use. Havant Borough Council retains the right to have two representatives at the BCC CIO Trustee meeting as part of the terms of the lease agreement. ## Trustee Appointments Trustees are appointed either by other Trustees or by the Members at an AGM in accordance with the Governing document. Any Trustee appointed into financial roles will also need to provide additional references prior to appointment. Trustees are appointed for specific tenures, and their potential for re-election is outlined in the Constitution. ## Trustee Induction Potential trustees undergo a vetting process to ensure they are fit for the role and are not listed as disqualified with the Charity Commission. Once interviewed and appointed, Trustees will receive the last audited Statements of Financial Accounts, a copy of the Constitution and the Lease before being provided with induction training. Induction training covers the duties expected of all Trustees set against the expectations of the Charities Commission, plus additional training for any specific role they may have been appointed to such as Treasurer. Specifically, training covers the charitable purpose of the BCC, compliance with the Constitution and appropriate legislation, the management of resources and the liabilities of Trustees. ## Risk Management In December 2025, Bedhampton Community Centre celebrated 25 years in its current building and has weathered many challenges in that time. According to the Charities Commission, 42.6% of all charities reported in 2023 that expenditure was outstripping income with operations and service being funded from Reserves to bridge the funding gap. Bedhampton Community Centre is one such charity. We face several challenges on a broad front as we try to recover from the Covid pandemic and the subsequent Cost of Living Crisis. Our key, and not unsubstantial, risks are centred around financial resilience, skills availability and contribution, ever tightening legislative and regulatory frameworks and sustaining a robust governance framework. In 2025 we also faced significant technology risk caused by obsolescence in our systems. To significantly reduce that risk, and the associated cyber and privacy risks, we invested in new systems that will eventually increase our internal collaboration, operational resilience and stronger cyber and privacy controls. ## Financial Resilience For several years we have had to bridge a funding gap between our income and our expenses such that our reserves have reduced by almost 50% in the last 5 years. Inflationary pressures, increased staff costs, hirers not paying on-time, significantly reduced donations and gifts, and reduced revenues, have all taken a toll on our financial resilience. We must work harder just to keep going. As the Trustees examined the risk landscape, it became clear that our mounting costs could not be absorbed; cost of supplies and services were rising, increased minimum wages with the resulting higher costs of National Insurance and Pension contributions and, increased overtime for the paid staff as volunteer numbers remained low. Consequently, and with great reluctance, the Trustees agreed in late 2025 to a small price increase across the board whilst also committing to lowering our cost base without reducing staff numbers. The increase in Minimum wage this coming April, has added approximately £3000 to our wage bill. That equates to us needing to hire out an extra 12 hours of capacity each month or raise such funds through Fundraising Events. This is no small feat to achieve. We have seen a decline in donations and gifts to the Centre over the last 3-5 years and the Centre is increasingly having to actively raise funds. The Centre is looking to increase its fundraising efforts so that we can continue to provide our charitable endeavours to those in our local community that rely on the facilities and services that we provide. A key risk to our Centre remains attracting new Hirers to increase our revenues. Without new hirers, the Centre will face increasing pressure when it wants to invest in making the hall more attractive to others to use as a venue for their events. The Centre has just celebrated 25 years since the building was built, replacing the old huts that were here previously. Whilst the building is in good condition, there are some areas that need updating and modernising if we are to attract those new hirers and we face a moderate risk that we cannot afford to keep pace with the maintenance needs that keeps us as an attractive and relevant venue to hire. The costs of getting work done, especially since Covid, adds a significant challenge to us. However, we have been working in partnership with several local businesses and Volunteer Groups that have given their time freely resulting in the grounds being maintained and rooms being redecorated. ## Skills availability and Contribution To keep costs down, Charities rely heavily on volunteers. However, we see changes in attitudes towards volunteering that puts our endeavours at risk and increasingly, we are having to evaluate our ability to maintain the level of fundraising events simply because we cannot guarantee support from volunteers. We achieve a lot for our community but many events that we put on are only possible with the help of volunteers to staff the kitchen, lay on refreshments, keep the garden maintained and to help keep event costs low by providing their skills and expertise in organising and delivering those community events. If we had more committed volunteers, for example, we could offer more regular social facilities and become a daily meeting hub within the community. What is more, the Centre is overseen by Trustees who also provide experience and skills that oversee the strategic management of the Centre and to ensure a sustainable future. Without strategic minded trustees, who are unpaid volunteers themselves, the Centre cannot function effectively, and this puts the longer-term viability of the Centre at risk. Despite continuous adverts on social media and in print, we are not attracting new people to become Trustees or volunteers. This will be an area of focus in 2026 simply because of the heightened risk of having to cancel events at short notice which will, in turn, damage our reputation. ## Legislative and regulatory frameworks Our legislative and regulatory environment continues to evolve and the need to maintain accurate and robust records is increasing the burden on charities across the sector. New regulations are increasingly complex to interpret, navigate and deliver, often having far reaching implications on our small charity. Fraud and the mis-use of Charitable status for personal gain has led successive Governments to tighten the regulatory frameworks we need to follow. For example, changes to understanding the source of donations and legacies, regulations around fundraising and an increasing need to evidence demonstrable impact, transparency and integrity, all come at a cost. The Tax Reform Bill 2026 increases the regulations on scrutinising donations and how we raise funds and the sources of those funds. The Charities Commission has introduced new Accounting Standards that have redefined how and what we report, as demonstrated by this very report which is more detailed and requires us to maintain detailed records than we have hitherto done. It also means that Management and Trustees need to actively monitor any changes to the frameworks over time and respond in a timely manner. Some changes add obvious costs such as changes in the Minimum Living Wage or the new Nuclear levy being applied to all our utility bills. Yet it is the hidden administrative costs of compliance and regulatory monitoring that hit us hard. The Data Protection Act 2018, for example, required upgrades to systems and practices and a raft of measures, policies and procedures to be put in place. With so few staff and so little financial resource, it means less time is given to fulfilling our charitable purpose, and raising the funds to do that, but more time on administrative actions and monitoring an increasingly complex regulatory environment. Increasingly, there is an expectation that the Trustees will either complete their own monitoring reviews/audits or employ external help to do so. We face the risk of fines, reputational damage, Charity Commission Censure as well as, for the Management and Trustees, increasing liabilities as well as changing the mix of skills we now need to adopt and attract just to sustain a robust governance framework. ## Risk Management Summary Balancing the books will, therefore, remain a significant risk for the next few years and without increased sources of revenues, maintaining our facility will be harder, potentially leading to a downward spiral towards eventual closure of this fantastic facility. We need to attract new business, as well as increase our pool of volunteers and Trustees, to secure our future. The future is very uncertain and the risks we face are significant. The Management and Trustees of the Bedhampton Community Centre are actively developing solutions to mitigate them as well as addressing emerging compliance and legislative risks. What 2025 has demonstrated, however, is that with the right people in place, we can mitigate the risks. In early 2025, we would have said a significant risk to the future of the Centre was the risk of insolvency within 3 years. We are glad to report that your Management and Trustees have mitigated that risk and pushed it out to beyond 6 years. Now it is about creating a longer-term sustainable future for this vibrant Community Centre so that it can celebrate a further 25 years serving the people of Bedhampton. ## – Section 3 Objectives and activities ## Stated Charitable Objectives The BCC CIO objectives are to: - Promote the benefit of the inhabitants of Bedhampton and the neighbourhood _._ This shall be without distinction of sex, sexual orientation, race or of political, religious or other opinions, by associating together the said inhabitants and the local authorities, voluntary and other organisations in a common effort to advance education and to provide facilities in the interests of social welfare for recreation and leisure time occupation with the object of improving the conditions of life for the said inhabitants. - Maintain and manage the Community Centre for the benefits of our community. ## Summary of activities undertaken to achieve Charitable Objectives The centre continues to provide a safe, friendly space for the community and is a lifeline to many local people who enjoy the social groups and coffee mornings we organise each week. It has been scientifically proven that community spaces are good for mental health and wellbeing, and our centre does just that for all who use it. The centre provides a base for groups supporting people with a range of health conditions, including a monthly veterans’ dementia group, a weekly Qigong class for people with Parkinson’s, a support group for people who have had a stroke, armchair yoga, and the local NHS Health Visiting Team for new parents. We remain dynamic to the needs of the community and our changing groups reflect this. Equality and inclusivity are very important to us and underpin what we are all about. We greatly value the contribution of Positive Pathways, a local support group for adults, whose members have helped to deep clean the kitchen and lounge, clean the centre’s windows and tidy our outdoor space. We have also supported a long-term work experience placement from Havant and South Downs College, providing meaningful real-life work opportunities. ## Contribution made by volunteers During 2025, our volunteers continued to play a vital role in supporting the work of the centre and the delivery of our activities and events. Throughout the year, volunteers supported a wide range of activities including our Fun Day, Christmas market and Christmas party, fundraising activities, soft play sessions, and general support within the office, building and gardens. Their contribution of time, skills, and commitment has helped ensure that services could continue despite ongoing pressures on resources and capacity. We are pleased to report that the overall number of volunteers has increased to 38 during 2025. This reflects growing awareness of the centre and a growing willingness from the community to get involved and support our work. In addition, we were pleased to welcome two volunteers to develop their practical life and work skills, along with a placement from Havant College. These opportunities have focused on building confidence and better preparing participants for future employment. We have also benefited from the support of Positive Pathways, whose volunteers have helped in the garden and carried out deep cleans of the kitchen and lounge areas. We are very pleased to announce that, going forward, Positive Pathways will be supporting us on a monthly basis. We also benefitted from the generosity of a local company, SGN, whose staff gave up some precious time by redecorating one of our meeting rooms as part of their contribution to the Community and for which we are very appreciative. However, while volunteer numbers have increased, overall engagement has reduced. Fewer volunteers are able to commit regularly, and attendance at some sessions and meetings has been more inconsistent. This appears to reflect wider pressures on people’s time, including work and family commitments. Despite these challenges, the volunteers who remain active continue to make a significant difference. Their flexibility and willingness to step in when needed has helped us maintain key activities and events, particularly those that generate important income for the centre. ## – Section 4 Achievements and performance ## Summary of 2025 achievements As will be seen from our financial data, the use of the centre continues to grow and we have a diverse group of users of our facilities that provide events for the Bedhampton Community as well as support diverse groups to stay connected including families celebrating key milestones. Our casual hirers continue to book weekends for celebrations and parties, with or without hire of our bar, and our regular groups are still growing. New dance, Kung Fu, Tai Chi and singing groups have brought different audiences to the centre, as does our popular Crafternoon group. One of the most significant additions has been our new amateur dramatics group, ‘WITS’, who have put on several performances which have been warmly received by local people who can now see a local show at a reasonable cost, which, when combined with a concert of 12 harpists last autumn, starts to provide the local community with cultural events and entertainment. Our partnership with The Portsmouth Party Company has been very successful this year and coupled with the recruitment of Lisa as our Event Coordinator, we have been able to offer soft play parties for younger children which has broadened our reach. The membership of the Havant U3A has continued to grow and they have hired more spaces for new groups which has increased our income. They have helped us to organise several quiz evenings this year which have been enjoyed by those attending. Overall, the centre continues to perform well with an increased use of its facilities and a strong community engagement. It remains a vital hub for local people, and we are looking forward to the opportunities that will arise in the year ahead. ## – Section 5 Financial Review ## Summary of 2025 Accounts The Profit and Loss account and Balance sheet are shown at Annex A to this report which have been approved by our Independent Accountant. To put the 2025 accounts into perspective, we finished 2024 Accounting Year with a loss of approximately £21,000. In 2025, this was reduced to just over £10,000 which is a significant improvement and that turnaround in our fortunes has carried forward into the first 5 months of 2026 where we are now operating at a small profit. Our key financial points for the year ending 31 December 2025 were: - Gross Income: £87,789 - Total Expenses: £98,588 - • Total loss for 2025: £10,799 Overtime payments, primarily to cover the lack of volunteers, accounted for £3,807.93 of that loss and we also invested nearly £2,000 in upgrading our IT systems and cyber security. The 2025 figures are set against those of the last 4 years, as shown in the graph below, which shows the recovery from the previous year. However, what the graph also illustrates is that whilst our income streams seem to be recovering from the Covid years, operating expenses continue to run at a similar rate to last year and that was despite 6 months of proactive expense management and tighter rules on spending. This illustrates the cost pressures we are under and why price rises are inevitable unless we can attract more hirers and/or increase our fundraising efforts. Right now, we are working hard just to stay still! The significant change in our fortunes compared to 2024 was helped with an increase in regular hirers of the venue and strict application of the overtime arrangements as detailed in the Contracts of Employment, with flexible working practices and more time taken in lieu of payment. Furthermore, the staff did a fantastic job in cutting discretionary spending and reducing costs within their control. However, the financial and management turnaround are also down to the leadership and tenacity of the new cohort of Trustees who have added new structure, purpose and a sense of direction to follow. They have laid solid foundations from which the green shoots of success will surely flourish. Whilst we saw a drop in our cash account reserves in the bank reduce by just over £8,000 leaving only £2,300 in the cash account at year end, our capital reserves remained untouched during 2025 remaining at £57,222.42. In otherwords, the losses were absorbed within our cash holdings. ## Policy on reserves The Reserves Policy is outlined in our Risk Management Policy. The Board seeks a long term sustainable financial outlook for the BCC by maintaining reserves. In the event the BCC incurs unsustainable losses over a prolonged period, preparations are to be made for an orderly wind-up of the CIO without reducing the reserves to zero. In the event the reserves are insufficient to support operations for the immediate 3 years, the treasurer is to advise all Trustees as soon as possible. Trustees are to develop remediation plans to return the reserves to the 3-year threshold. If reserves fall below 2.5 year’s operating losses, Trustees are to develop plans for an orderly wind-up of the organisation. The initiation of such plans is to be sufficiently early so that the reserves do not diminish below zero which would leave Trustees exposed to financial liabilities. Other than to cover the 2024 losses, further depletion of the reserves was prevented in 2025. However, if losses are incurred in 2026, it will have to be met from drawing down from our reserves due to the unsustainable position of the cash reserves. ## Details of any funds materially in deficit The BCC has no funds in a deficit situation. ## Funding Sources As mentioned earlier in the risk section of this report, we have seen a decline in donations and gifts to the Centre over the last 3-5 years and the Centre is increasingly having to raise funds just to stay still. We have 3 primary sources of funds, all related to sales: - 61% of our gross income is derived from Regular hirers that use the facilities each week, month or other such interval to run clubs, Wellness clinics, drama Groups and Choirs. We have witnessed a decline in Regular Hirers over the last 12 months. - 18% of our gross income is derived from casual bookings, i.e those for private events such as parties, weddings and baby showers. 2025 was a positive year for casual hires with the growth in revenue off-setting the reduction in regular hirers. - The profits from the bar account for 9% of gross income. In 2025, only 1% of our income was derived from fundraising and a further 1% from donations. The remaining 10% is derived from a variety of other sales related income. ## Spending to support key objectives Our main charitable purpose is to run the Community centre for the benefit of all the community. To that end, our spending is primarily on salaries for the paid staff (approx 70%) and costs to maintain the Centre including utilities, licences and maintenance (approx 30%). Spending on the charitable events such as Coffee Mornings, Games events and Community Christmas party tends to be selffunded through ticket sales and raffles of donated prizes. In 2024 and 2025, we operated at a loss. ## Investment Policy The BCC CIO does not have investment holdings other than its reserves. Our Reserves were previously held with Scottish Widows but the facility was withdrawn from their savings portfolio in Q4 2025 and the investment is currently ringfenced within the current account until a new Savings Account can be established. ## – Section 6 Declaration The Trustees declare that they have approved the Trustees’ report above. Signed on behalf of the charity’s trustees |Signature|| |---|---| |Full name|AlastairJamesAllison| |Position|Chairof Trustees| |Date|11 June 2026| ## **– Annex A Financial Statements** ## **Balance Sheet (As of 31 December 2025)** |Fixed Asset|| |---|---| |Tangible assets|| |180 Fixtures and Fittings Cost|£ -| |182 Office Equipment Cost|£ 1,922.76| |184 Purchase of Equipment|£ -| |Total for Tangible assets|£ 1,922.76| |Total for Fixed Asset|£ 1,922.76| |Cash at bank and in hand|| |100 Current|£ 61,886.94| |110 Scottish Widows|£ -| |120 SumUp|£ -| |130 Bar - account not used|£ -| |90 Cash Float|£ 7.00| |Cash on hand|£ -| |Total for Cash at bank and in hand|£ 61,893.94| |Debtors|| |140 Debtors|£ 9,801.45| |Total for Debtors|£ 9,801.45| |Current Assets|| |145 Bad Debt Provision|£ (1,832.00)| |150 Stock Asset|£ -| |170 Undeposited Funds|£ 24.00| |Total for Current Assets|£ (1,808.00)| |NET CURRENT ASSETS|£ 69,887.39| |Creditors: amounts falling due within one year|| |Trade Creditors|| |200 Creditors|£ -| |205 Charity Events|£ -| |Total for 200 Creditors|£ -| |Total for Trade Creditors|£ -| |Current Liabilities|| |203 Accruals|£ 18.74| |209 Unearned Income|£ (104.00)| |210 Refundable Deposit|£ -| |21022 Refundable Deposits 2022 onwards|£ -| |21023 Refundable Deposits 2023 onwards|£ -| |21024 Refundable Deposits 2024|£ 900.00| |21025 Refundable Deposits 2025|£ 2,700.00| |Total for 210 Refundable Deposit|£ 3,600.00| |Total for Current Liabilities|£ 3,514.74| |Total for Creditors: amounts falling due within one year £ 3,514.74|| |NET CURRENT ASSETS (LIABILITIES)|£ 66,372.65| |---|---| |TOTAL ASSETSLESS CURRENT LIABILITIES|£ 68,295.41| |**TOTAL NET ASSETS (LIABILITIES)**|**£ 68,295.41**| |Capital and Reserves|| |300 Opening Balance Equity|£ 118,851.58| |310 Retained Earnings|£ (40,478.66)| |Profitforthe year|£ (10,077.51)| |**Total for Capital and Reserves**|**£ 68,295.41**| ## **Profit and Loss Statement 1 January 2025 to 31 December 2025** ||| |---|---| |**Income**|| |400 Annual Subscriptions
402 Membership Subscriptions
**Total for 400 Annual Subscriptions**
410 Bookings
411 Casual Bookings
412 Casual Booking Refund
413 Cooker
414 Corkage
415 Miscellaneous Sales
416 Sound System
418 Projector
419 Teas and Coffees (price on enquiry)
**Total for 411 Casual Bookings**
420 Regular Bookings
424 Bar
453 Bar Income
**Total for 424 Bar**
**Total for 410 Bookings**
422 Unclaimed Refundable Deposits
430 Donations and legacies
431 Donations
434 Havant Lottery
**Total for 430 Donations and legacies**
440 Events
443 Coffee Bar Income
447 Fundraising|£1,619.00| ||**£ 1,619.00**
£ 15,013.05
£ (118.00)
£ 175.00
£ 30.00
£ -
£ 230.00
£ 15.00
£144.00| ||**£ 15,489.05**
£ 60,698.68
£ 8,555.57| ||**£ 8,555.57**| ||**£ 84,743.30**
£ (20.00)
£ 792.60
£ 82.00| ||**£ 874.60**
£ 780.50
£ 1,222.84| |456 Seasonal Events
**Total for 440 Events**
460 Photocopying
470 Sales
472 Community Board Space Hire
**Total for 470 Sales**
491 Discounts and Refunds from suppliers
495 Unapplied Cash Payment Income
499 Uncategorised Income|£ 3,180.55| |---|---| ||**£ 5,183.89**
£ 114.97
£ 1,234.55
£40.00| ||**£ 1,274.55**
£ (36.66)
£ 7.00
£ 0.60| ||| |**Total for Income**|**£ 93,761.25**| |Cost of Sales
500 Cost of sales
510 Event Costs
511 Coffee Bar Expenses
**Total for 510 Event Costs**
520 Bar Costs
521 Bar Supplies
522 Bar Staff Costs
**Total for 520 Bar Costs**
**Total for Cost of Sales**|£ 430.12
£ 651.70| ||**£ 651.70**
£ 2,421.09
£ 2,469.80| ||**£ 4,890.89**| ||**£ 5,972.71**| ||| |**Gross Profit**|**£87,788.54 **| ||| |**Expenses**|| |600 Building Maintenance
605 Fixtures and Fittings Maintenance
610 Cleaning and Hygiene
611 Cleaning and Hygiene Consumables
612 Cleaning Services
613 Hygiene Services
615 Waste Disposal
**Total for 610 Cleaning and Hygiene**
630 Electricity
650 Gas
660 Grounds Maintenance
670 Insurances
690 Licences
700 Non-office Consumables
710 Office/General Administrative Expenses
711 Computer Costs
712 Office Consumables|£ 512.07
£ 3,604.99
£ 1,059.23
£ 376.94
£ 576.62
£ 2,472.01| ||**£ 4,484.80**
£ 7,312.40
£ 3,276.89
£ 84.86
£ 1,458.13
£ 1,341.38
£ 451.08
£ 119.80
£ 1,609.43
£ 86.92| |713 Phone Costs
714 Printing, Postage and Stationery
715 Website
716 Printer Rental
**Total for 710 Office/General Administrative**
**Expenses**
730 Payroll Expenditures
731 Employers Nest Pension Contributions
732 Employers NI/Tax
734 Net Wages
736 Payroll Service
737 Pension Service
**Total for 730 Payroll Expenditures**
750 Subscriptions
770 Transaction Charges
780 Travel and Accommodation
800 Water
890 Bad debts
Legal and professional fees
Purchases|£ 851.99
£ 102.99
£ 495.40
£448.81| |---|---| ||**£ 3,715.34**
£ 3,400.46
£ 9,798.82
£ 53,217.90
£ 417.60
£194.40| ||**£ 67,029.18**
£ -
£ 330.06
£ 65.56
£ 2,605.40
£ 1,832.00
£ 420.00
£ 63.40| ||| |**Total for Expenses**|**£98,587.54 **| |**Net Operating Income**
Other Income
900 Interest earned
**Total for Other Income**
Other Expenses
930 Reconciliation Discrepancies
**Total for Other Expenses**
**Net Other Income**|**£ (10,799.00)**
£ 725.66| ||**£ 725.66**
£ 4.17| ||**£ 4.17**| ||**£ 721.49**| ||| |**Net Income**|**£ (10,077.51)**| CHARITY COMMISSION FOR ENGLAND ANO WALES Independent examiner's report on the accounts Section A Independent Examiner's Report Report to the Irustees Bedhampton Cornmunity Centre On accounts for the year ènded 3111212025 Charlty no (If any) 1177531 Sal out on pages I report lo the trustees on my examinats'on of the accounts of the above chanty {'Ihe Trusf) for the year 8nded ResF)onslbllltlos and basls of report As the chariws trustees, you are responsible for the preparation of the accounts in accordance wrth the requ1￿MentS of the Charib'es Act 2011 {'Ihe Acr). I report in respect of my examination of the Trust's accounts camed out under section 145 of the 2011 Act and in carrying out my examination, I have followed all the applicable Direclions given by the Charity Commission under section 145{5)(b) of the Act. Indepondont •xamlnerfs statement I have compleled my examinalion. I confiryn that no material matters have come to my attention in connection wilh the 8xamination lo$kep* &GlOS&￿') which gives me cause to believe that in, any material respect.. the accounting ￿cOrdS were not kept in accordance ￿th section 130 of the Charities Act,. or the accounts did not accord wlh the accounting records,. or the accounts did not comply wilh the applicable requirements concerning the fom and content of accounts set out in the Charities (Accounts and Rewrts) Regulations 2CKI8 other than any requirement that the accounts giv8 a 'true and fairf wew which is not a matter considered as part of an irKlependenl examination. I have no concems and have come across no other matters in connection with the examination to which att6nlion should be drawn in Ihis report in order to enable a proper urKlerslanding of the accounts to be reached. ' Please delete the wonys in the bTrckets if they do not apply. Slgned: Date: Name: Sarah Redfem (CGMA) Relevanl professional qualiflcation(s) or body Chartered Institute of Management Accountants IER Oct 2018 (If any): Address: 5 Longacre Close Liss GU33 7UZ Section B Disclosure Only complele Il the exaniiner needs to highlight material mallers of concern (see CC32, Independent examination of Gharity accounls.. directions and guidance for examineT5). Glve here brlel detalls of any Itern8 that the exarnlner wlshes to dlsclo$e. None IER Oct 2018 Bedhampton Community Centre Profft and Loss Jan￿ary-D￿emtIef. ￿)25 TOTAL JAN 1 . DEC 31 2025 JAN 1- DEC 31 2024 IPYI Inccfflo 4tJ) Annual 402 M•mbarship sUt￿pt￿l￿S Total lor 400 Annu•l 8ubs¢rfptloM 410 8ookings 411 Casual Book￿0¥ 412 Casu818wknng R 413 Cookor 414 Cork490 415 M1$¢*llaneo￿ S4kn1 418 sc￿￿4 $y￿eM 418 ProJ8d 419 T¢•$ and Coff••s (wic• on •r+tyJryl Tot•1 lor 411 Casual Bookln 420 R•gular 8c¥iking• 421 s(￿1•1 S•qu•nc• Da 424 Bar 453 8*r Incom Totsi ior 424 8•r 1.619 £1,ffj19 1,171 £1,171 £15,013.00 £14.053.00 175 110 45 230 15 es 85 94 £14.258 $9.396 274 £13,489 £S.901 Totsi for 410 Booklng• 422 Undaimed R￿Undabl• D•po•ts 430 Oonabon• 431 Qcd&tionB 434 Havanl Lott•ry Tot•1 lor 430 DoMiion• •nd l•y*d• 440 Events 443 Coff•• Bor Ir*om• 447 Fundr•l•ing 451 Tabl• Tcp Sg1• R•fitr 452 T•bl• Top S•1 456 Se&sonal Ev 458 F￿￿raIsin0 Ev•nt8 R•fvn Total lor 440 Ev•nts tM743 £79,829 -20 793 82 48 £04 781 1.223 200 -24 711 3.181 -15 881 £S.104 115 £1,235.00 40 4eo Ph•tc¢opyir¥ 470 Sales 472 CornmL#W Bo•rd Space Hire 473 R•cycling 474 Logo Item$ Tot•1 lor 470 Sales 44 701.00 83 10 £1.27S 026 491 0￿¢￿UniS and Refvnds from 495 Un*p￿￿*d CaBh PayTrnnt InkXm• 499 Uncatewsod In￿m• Total lor Incom• -37 31 £•3.781 £83,354 Cost of Sales J Cost of $al 184sis GPATZ Bedhampton Community Centre Profft and Loss JaThJary-December, 2025 TOTAL N1-DEC3J2025 JAN 1- OEC 31 2024 IPYI 510 Event Co¥tS 511 Coffee Bar Exp•rn•s Total for SIO Ev•nl Co•ts £1100 852 £gS3 520 B8r Costs 521 B4r sup￿ 522 Bar Staff Cos18 Tgtsl Tor S20 Bw Costs 2,421 2.410 t4,••1 1.312 t3.388 Tolal lor ¢o$t ol 8•1•s £S,973 £4.321 Gro5$ Profi¢ £87,789 £79,033 Exp8n506 6CrfJ 8uiK1mq mWnt•n￿r 805 Fixtyre8 and FIttiw8 m•nIen￿e4 610 Cl•aning Hyy•M 611 ¢l￿nItvj •nd Hygi•n• c￿￿￿•bI•l 612 Cl••niThJ S•rvi 813 Hyqwm S•NI¢ 615 Wa8t• DMpoAal Total for 610 ¢l••nlng and Hyghn• 630 El•driGty 850 Gga eeo Ground8 Kl•int•n*)¢• 870 In•ur•nc•B 8￿1 LKenc•8 7￿ Non-the 710 Offic•lG•n•ral AdminMtrativ• 711 Computer 712 offi￿ Con￿rna￿ 713 Phone Cog18 714 pnn￿O. P￿1•9• w)d St*tthwy 715 W•bsrt• 718 Printer R•nt•l Total fvr 710 oincelGener•l A(*nlnlslr•llw Exp•n 720 Other Prof•S•1￿41 730 Pa￿￿1 Exp8nditur88 731 Empbyws N•si P•n¥¢J) Contrbulpjii 732 EmP￿Y￿¥ 734 Net Wages 736 Payroll Seryic4 737 Pen8i¢n Serri Total lor 730 Pwoll Expendlturès 750 Subs¢xptb)rrd 770 Transaction Ch¥o0S 780 Travd and Aftrynmodat 800 Water 890 Bad dabls First 512 1.175 3.103 377 577 2.472 £4.4815 7.312 3.277 747 524 e4916 7.7CI) 2,579 1.857 1.540 1,4S8 1,341 451 £120.00 1.609 137 £422.00 678 10e 1.095 619 524 852 103 495 449 .71S £3,445 2.156 9.593 55,383 411 208 £87,751 53.218 418 194 t67,029 277 2.￿5 1.832 2.018 A¢ Bedhampton Community Centre Profft and Loss Jar#Jary-Dewber. 2025 TOTAL N1.DEC312025 JAN 1 . OEC 31 2024 IPYI Legal and pmfv56bJnal f Purth8se6 Total for ExpenM$ 420 63 ,588 745 E99.071 Not Operavng In¢ome 10,799 20.037 Oth•r Irco grm) Int•rè81 •¥Frnd Totsl for Olh•r Ir*c 726 £728 £1,051 her Expen8•S 920 (Xh•r ExF•n 930 A*￿r￿lia¢1(*t Di*¢r•p•nrA• Total fr)r Oth•r Exp•n••8 Net Other Incom• 72 £4 É721 £968 N•t In¢om• 410.078 19,069 Bedhampton Community Centre Balance Sheet As of 31 Dtt. 2025 TOTAL AS OF 310EC. X$25 AS OF 31 DEC. 2024 IPYI Fixed A$8•t TangiN8 8$strts 180 Fixtw08 0rn1 FitIKy Cc4t 182 Offiee Eq￿1pm￿nt Co 184 Purchasa of Equipm6nt Total lor Tanglbl• a$$•ts Total for Flx•d Ass•t t,C#J2 203 1.923 £1.923 £2,106 £2,106 £1.923 C8sh al barnk 8nd In haTrJ 1CQ Cuff•nt 110 Scottmh Wid 120 Surnup 130 88r- •￿lUnt u••d Cg8h Floal Cash on hand Total for Calh •t bank Ind In hand 81.8B7 10.220 56.497 £ffj1,8•4 £66.710 D•btor• 140 D•btL¥s Totsl lor D•btor• 9.801 £9.801 8.927 £8,927 Curr•nl A&•¢ts 145 8*d Debt Prowwc 150 Siock 170 Undepwilod Funds Tot•1 for Curr•nt A¥%•t• -1.832 24 41,808 577 £1.CQ7 NET CURRENT ASSETS £69.487 £76,044 credit￿8. •mounts fglling du• wthin one y•gr Trod• Cr8drtor• 200 Cr•dito 205 Ch•nty Ev•r Totsl for 200 Cr•dltov• Totsl lor Trnd• Cr•dttors cU￿ent L￿bIl￿ 203 Accru•ls 209 UNJ•rrnd Income 210 Refundabl• Depo8 21022 R6fund•ble Oewt$ 2022 21023 Rèlund8t4• D•rAwl8 2023 21024 R0fiJnd8￿O DeFQ*t$ 2024 21025 R•lundable DoPJSts 2025 Total lor 210 R*1undab￿ l)eposlt Total for Currnnt Llabllllles Tot*1 for Cr•