REGISTERED CHARITY NU￿[BER. 1179222 REPORT OF THE TRUSTEES AND FITr AF4CIAL STATEMENTS FOR THE YEAR ENDED 31ST JULY 2025 FOR BIGMOOSE CHARITY Green & Co Chartered Certified Accountants and Rcgistcrcd Auditors (Statutory Auditor) Pcmbrokc Housc Llalltarnam Park Way Cwmbran Torfaen NP44 3AU BIGMOOSE CHARITY CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YF.AR F.NDF.D.31ST JUI.Y 2025 Page Report of the Trustees I to 10 Report of the Independent Auditors 11 to 14 Statement of Financial Aetivities 15 Bal*nce Sheet 16 Cash Flow Statement 17 Notes to the Cash Flow Statement 18 Notes to the Financial Statements 19 to 28 Detailed Statement of Financial Aetivities 29 to 31 BIGMOOSE CHARITY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31ST JULY 202S The trustees present their report with the financial statements of the charity for the year ended 31 st July 2025. Thc trustccs havc adoptcd thc provisions of Accounting and Rcporting by Charitics.. Statcmcnt of Rccommcndcd Practic¢ applicablc to charitics preparing thcir accounts in accordanc¢ with the Financial Rcporting Standard applicable in the UK and Republic of Ircldnd {FRS 102) (eff¢etive l January 2019). OBJECTIVES AND ACTIVITIES Objectives and aims The objectives of the C.10 are, for the public benefii.. the relief of hardship and distress for people in the UK and such other places as may seem appropriate by.. (a} the relief of those in need by reason of youth, age. ill-hcalth {cspccially mental ill-hcalthl, disability, financial hardship or other social di5advantagc lincliiding in particular, hoinelcssn¢ss) by any charitabl¢ means; and (b} the advan¢ement uf education uf the general publi¢ dbuiit inental health, 6ui¢ide prevention and homelessness thi.ough the proi'ision of training, infomlation and in any other exclusively chariiable ways which the truste¢s from time to time think fit. Our Mission l. Saving lives through fast and effective therapy-wc've continued to provide frcc, tast, solution focused thcrdpy with no waitli5ts or criteria, cnsuring pcopl¢ in crisis gcl thc 5UPPOrt thcy nccd, when they Iiccd it inost. 2. Building communit), through ei'ents- from thc ultra fun run to thc Cardityhalf, wc'vc broU￿t thousands of pcoplc togcthcr to Stand for mcntal hcajth, raisc awarcncss, and provc thc powcr in cotllmunity taking action. 3. Dreaming big to create change - we've taken bold steps this year to make an impact, from pulling off our biggcst cvcnt to datc to growing our Icam and spaccs. all with onc clcar focus: saving and changing livcs, togcthcr. Significant activities This swear has becn an incredible year for Bigmoose. In 2024-2025 we've pushed ourselves further than ever bcforc with cN'cnts and challcngcs that havc brought thousands of pcoplc togcthcr to stand for bcttcr mcntal hcalth. We'iwe had kin¥ing-it's North to South Wales c}'cl¢ challcnge, our Cardiff half marathon team was our biggest yet, and th¢ 'why w¢ run, multi-day ultramarathon, wh¢rc Bigmoosc was chos¢n as Ihc d¢signated ¢harity again. These events signifivantly contributed to our fundraising efforts and increased public awareness. In April. we delivered our second-ever ultra fun n)n, this time, six times bigger than our inaugural event, with 6,069 runners taking part to represent the 6.069 lives lost to suicide in England and Wales in 2023. It was an emotional, powerful, and record-breaking day for us all. Our wing walking challenge was a big success with a sell out day, and now, we've just sold out our biggesi ever Cardiff half teatn of over 220 runners all raising £500 which will fund 274 people through a full course of thcrapy. B¢hind Ihc sccn¢s, w¢'ve continucd to grow our t¢am, Cxpaiid our thcrapy 6erviccs, and setilc into our ncw office %pace, giving u% the room to do even more. Thi4 year ha8 been defined by ambition and impact. Bigger te£ims. Bigger events. Bigger dreams. And the goal remaining the same, to chaiige and %ave live8. Pagc I BIGMOOSE CHARITY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31ST JULY 202S AcHIEVEME￿Ts AND PERFORMANCE Charitable actii'ities Providing Therap) Throughout the second half of 2024 and the first half of 2025, Bigmoose continued to provide life-changing thcrapy to thosc who rcachcd out for hclp. Dcinand has continucd to risc, with 2,531 pcoplc supportcd during this pcriod,comparcd to 1,098 in 202312024. Wc arc proud to havc uphcld our thrcc non-ncgotiablcs, cnsuring cvcry pcrson who comcs to us rcccivcs thc carc thcy dcscrvc.. Every ¢liei)t receives a reply within 24 hours. Every client is offered a first session within one w¢ek of referral. Every client is treated as an individual, with a bespoke referral plan tailored to their needs. We are also extremely proud to provide support seven days a week, 365 days a year. Our team is always on call, including weekends and even christmas day because we know that mental health doesn't pause for weekends or holidays, and neither do we. Thc fccdback wc continuc to reccivc from clicnts show5 US that Ihc syslcm wc have built is not only robust, bul also highly ¢ff¢ctiv¢ in d¢liv¢ring Incaningful outcuincs. Th¢ huimdn givcn6 approach w¢ usc is fast-paccd and solution focuscd, cnabling pwpl¢ to mak¢ progrcss quickly. Clicnts consistcntly share thdt th¢y ¢xp¢ri¢nc¢ noticeable impr()v¢m¢nts aft¢r only a small number of sessions, this shows that with th¢ right support, Change can happen both rapidly and suqtainably. Provlding Tralnlng Thi8 year we've continued to inve%t in educatiort and prevention, rnnning suicide fir4t aid and mental liealth fir%t aid courqes with more already booked in for the reqt of the year. These courseq are equipping people with the tools to spot the signs, start life-saving conN'ersic tions, and support those who are strug(rlin Every course delivered helps to break down stigma, build confidence, and create ripple effects of hope in workplaces, schools, and communities. Pagc 2 BIGMOOSE CHARITY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31ST JULY 202S ACHILVEMEIN'fs AND PERFORMANCE Fundraising #ctivities Ultra Fun Run A dcfining highlight ot this ycar was our ultra tun run, our inclusivc loopcd running cvcnt in Butc Park, Cardiff. What bcgan witli I,(XIO participants in 2024 grcw to an cxtraordinary 6.069 in 2025. thi5 numbcr carricd dccp significancc, rcprcscnting thc 6,069 pcoplc who dicd by suicidc in England and Walcs in 2023. Eacl) tunncr sjinboliscd onc of those Iiv¢s and on April 13th wc caine togcth¢r as a community to rcmembcr, rcfl¢ct, and takc action. The event reached far beyond Cardiff, with runners joining virtually from over 50 locations around the world. Together, we raised more than £1 00.000, but equally important, we raised vital awareness of Bigmoose and the work we are doing to prevent suicide and support mental health. Whv We Run Another unforgettable highlight for Bigmoose this year was 'why we run,. In September, fifty ultra runners gathered in St Davids, Pembrokeshire, to take on the extraordinary challenge of running 250kn1 across five days along the n]gged Welsh coastline. It was a test of resilience, endurance, and community spirit, with every step iaken in support of our fllission. Each runner fundraised for Bigtnoose, and together they raised over £84,000 enou￿ to fund 210 people through a full course of therapy. Beyond the fundraising, 'why we run, C￿al¢d powcrful ripplcs of awarcncss. It brought p¢opl¢ togcth¢r, sparkcd onvcrsationb abolit mcntdl hedlth and suicidc pr¢vcntion and showcas¢d th¢ str¢ngtli ot coll¢ctiv¢ action. Thc impact %tretched far wider than Pembroke8hire, in September alone, our reach on .%ocial media 8utPa84ed 1,000,000 people, 8preading hope and inqpiring others to get involved. Pagc 3 BIGMOOSE CHARITY REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31ST JULY 202S FINANCIAL REVIEW Financial position Our main focub as a charity IS to continue growing our incomc and diversifying our rcv¢nu¢ streams so wc can meet the rising demand for support. Referr21% ha￿.¢ in¢rea%ed by 130.5 70 year on year and this gr()wth is largely driven by event8 but iiiainly word of mouth. When people graduate from our Service and have a positive experience, they sh£ire their story and the ripple effect brings more people to us who iieed help. Jn early 2022, we built our own bespoke software to track referrals and gather valuable data insights. This system has proven invaluable over the past few years, enabling us to make informed and strategic decisions. A recent development has been the introduction of a 'tagging feature, allowing us to record the key challenges clients are facing for example,financial worries. anxiety, relationship difficulties, or eating disorders. This level of ddail gives us a much dc¢pcr undcrstanding of how our service is being used and whcre thc greatest needs lie. It 21s0 strengthens our grant applications, as we ¢2n evidence the areas where demand is highest. Impurtantly, it dlluws us to create fovused proje¢ts and inteiventions that respond direitly to the issues we k)re seeing most regularly. Prineipgl risk$ and uncertaintie$ Likc dll charitics, Bigmoosc faccs s¢vcral risks and unc¢rtainti¢s that could impact our ability to d¢liv¢r scrviccs. Th¢ mobt significant are.. Funding su8tainability- reliance on fundraising events, grants and donations could make us vulnerable to wider economic pressures. Increasing demand - referrals continue to rise year on year, which places pressure on our capacity to maintain our three non-negotiables (reply within 24 hours. session within one week. bespoke referrals). Workforcc rcsilicncc- as a sinall tcam dclivcriiig a 7-day scrvicc, thcrc is a risk of staff burnout it growth is not managed carefully. Exlcrnal environinent- ¢hai)g¢s in public fundii)g prioriti¢s, cost of living pressures, or wider societal %hifts in mental health needs could affect d¢maiid and resourcing. Our strategies for managing these risks include.. Diversifying income streams, including monthly giving, legacy giving, high-net-worth philanthropy, grants, and corporate partnerships. Expanding our team and systems to ensure capacity keeps pace with demand. Investing in staff wellbeing. stewardship trainillg, and development to build resilience and retention. Strengthening data collection and reporting. so we can evidence impact and adapt our strategy in response to trcnds. Factors lik¢ly to affcct future tinancial p¢rformancc L this level of detail gives us a much deeper understanding of how our service is
being used and where the greatest needs lie. it also strengthens our grant
applications, as we can evidence the areas where demand is highest.
importantly, it allows us to create focused projects and interventions that
respond directly to the issues we are seeing most regularly.
top 10 mental health issues we are supporting
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anxiety disordersrelationship issues depression traumabereavement family issues neurodiversitysuicide & self-harmwork & unemploymentsupporting others
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## **principle funding** ## **individuals** a core focus for bigmoose is building longlasting, impactful relationships with our fundraisers. we have invested in training our team in stewardship to ensure every fundraiser feels fully supported and has the best possible experience when raising money for us. we believe our success in this area comes from the exceptional way we manage relationships and engage with supporters. by caring for our fundraisers, guiding them through challenges, and celebrating their achievements, we create meaningful connections that last well beyond a single event or campaign. businesses and community groups, such as running clubs, also play a vital role in our fundraising. our strategy is to support these partners with the same energy and commitment they show us. we believe these relationships should be mutually beneficial, and our ambition is to build long-term partnerships that last at least three years, creating a foundation for sustainable impact. **thank you for creating something special and including so many people in that. i love fundraising for bigmoose.** ## **key fundraisers** ## **kinging it** craig and aimee, known as kinging it, are youtubers who have built a loyal following over the past decade by sharing their adventures as they travel the world. this year, to support bigmoose, they brought together a team of 50 cyclists to ride the length of wales from north to south, raising £100,000 along the way. ## **amy hughes** amy took on the remarkable challenge of running 53km every single day for 53 consecutive days. her determination and resilience not only inspired thousands of people but also raised over £20,000 to support bigmoose and fund life-changing therapy for those in need. ## **duncan covey** during his adventure of cycling around the world, he experienced a life-threatening trauma when he was mugged at gunpoint. this led him to reach out to bigmoose for support, and following a successful therapy journey he chose to give back. he went on to organise a fundraiser, raising over £20,000 to help others access the same life-changing support he had received. ## **principle funding** ## **grants** **grant funding has been a significant focus for us this year, with applications submitted to a wide range of funders. over the past few years, we have worked hard to build a strong and transparent reporting system, enabling us to clearly evidence the impact of every pound received. this investment in robust reporting not only demonstrates accountability but also strengthens our position when applying for future funding opportunities.** **we have seen firsthand how this approach creates positive outcomes. for example, by securing and successfully delivering on smaller grants, such as those received from the national lottery, we have been able to provide detailed reports that highlight both outcomes and impact. in turn, this has led to invitations to apply for larger, medium-scale grants, creating a clear pathway for growth and sustainability.** **our focus remains on refining this process, ensuring that every funder has confidence in the work we are doing and in the lives being changed through their support.** **this year we have been supported by:** ## **planning for the future** the charity’s main priority moving forward is to build long-lasting and reliable income streams that will sustain and grow our impact. to support this, we have redefined the roles within our team and welcomed two new starters. these additions strengthen our capacity, enabling us to expand into new areas of focus, create stronger systems, and develop opportunities such as legacy giving and high-net-worth philanthropy. ## **our key priorities for the year ahead include:** - growing our monthly giving campaign, increasing the number of people who donate regularly and creating a stable foundation of support. - strengthening our grant application process, with an emphasis on improving success rates and securing more sustainable funding. - continuing to deliver suicide first aid training courses for companies, equipping teams with the skills and confidence to talk about mental health and suicide, and helping to create safer, more supportive workplaces. ## **lessons learnt during this year:** ## **referrals** as the number of referrals we receive continues to grow, more nhs bodies, charities, and service providers are hearing about our work. naturally, this has led to some of these organisations wanting to refer their service users to us. to manage this well, we’ve been reaching out to explain that referrals either need to be funded by the organisation or held back for now. while we started by sending emails, we’re now also making phone calls, which has opened the door to richer conversations and a stronger understanding. ## **99.7% of people who used our service in the last year would recommend us** ## **software** the investment we made in 2022 to build our own bespoke software has continued to transform the way we work, enabling us to operate with greater efficiency and effectiveness. over the past year, we’ve identified and implemented a number of small but significant adjustments to the system, streamlining processes such as registration to make them as simple and userfriendly as possible. the impact of this work is clear. over the past 12 months, 92.6% of those who received therapy reported that it was “very helpful”, the highest rating possible and 99.7% said they would recommend our services. these insights not only demonstrate the value of our support, but also guide us in making ongoing improvements. this year we’ve also developed new functionality within the system that allows us to ring-fence specific amounts of fundraising. this means we can now follow the journey of a client supported by that funding and, importantly, share anonymised updates with the fundraiser. we’re able to show both the human impact, how their generosity has directly helped someone in need and the supporting data to evidence that change. this increased transparency has allowed us to build a much stronger emotional connection with our supporters. fundraisers can see, in real terms, the difference they’ve made, which has not only deepened their engagement but is also helping us retain their support and build more meaningful, long-lasting relationships. ## **lessons learnt during this year:** ## **events** this year we have streamlined our events programme, choosing to focus solely on the initiatives that generate the greatest financial return for the charity while also creating the widest awareness of our mission. by concentrating our energy on these high-impact events, we’ve been able to maximise both fundraising and visibility, ensuring our efforts go as far as possible in supporting the people who need us. importantly, the lessons we learned last year around systems and processes have paid real dividends. the improvements we made have allowed us to organise with far greater efficiency and clarity, reducing unnecessary pressure on the team and giving us the space to focus on creativity, growth, and relationshipbuilding. this shift has not only strengthened our internal operations but has also enhanced the experience for our supporters, participants, and partners, creating a more professional and impactful events programme overall. ## **governance structure** ## **trustees** ## **structure, governance &** **management** the charity is overseen by a board of four trustees. trustees provide strategic leadership, ensure compliance with charity law and regulations, and safeguard the charity’s assets. the trustees are ultimately responsible for the charity’s governance and financial health. bethan lee is the current chair of trustees. ## **leadership team** the trustees delegate day-to-day management to the executive team. **jeff smith, ceo** – responsible for overall leadership, delivery of strategy, and reporting to the trustees. **chloe smith, coo** – responsible for operations, logistics, and supporting the ceo in the delivery of the charity’s strategy. ## **decision-making** trustees meet monthly to review progress, approve strategy, and monitor financial performance. ## **trustees sign off on:** the annual budget and accounts. all payments or commitments over £5,000. new policies or significant changes to existing ones. the leadership team has delegated authority to make decisions on operational matters, manage staff and volunteers, and approve spending below £5,000. ## **financial oversight** the trustees review management accounts at each board meeting. an independent examination or audit is conducted annually in line with charity commission requirements. financial decisions are made with transparency, documented in board minutes, and aligned with the charity’s mission. ## **accountability** trustees are accountable to the charity commission and the public for ensuring the charity delivers public benefit. the ceo is accountable to the trustees for the delivery of strategy and operations. the coo and wider team report into the ceo. ## **policies and compliance** trustees ensure appropriate policies (safeguarding, risk, data protection, financial management, conflicts of interest) are in place and regularly reviewed. all governance processes are guided by the charity commission’s code of governance. monthly bigmoose trustee meeting ## **structures** ## **financials** at bigmoose, we’re committed to staying a lean, efficient charity, keeping nonessential costs to a minimum so that the greatest possible proportion of our income goes directly into impact. one way we achieve this is through a government scheme that provides us with funded office space, ensuring we can carry out all of our work without the burden of high overheads. we’ve recently secured a new three-year lease through this initiative, giving us stability while keeping costs low. when it comes to salaries, we’re careful to strike the right balance, offering fair and competitive pay that allows us to attract and retain exceptional team members, while still being mindful of maximising funds for our mission. every member of our team has a clearly defined role and objectives, and works with a strong sense of purpose that aligns with the heart of our charity’s mission and goals. ## **trustee onboarding** we place strong emphasis on building a diverse and well-rounded board, bringing together individuals with varied skills and experiences to enhance our effectiveness. ## **onboarding** our trustee onboarding process is designed to ensure a smooth transition into the role. it includes: - 1.initial conversations – a one-to-one meeting with the chair, followed by meetings with the ceo and coo. - 2.observation – new trustees are invited to attend their first meeting to observe and gain an understanding of our operations. - 3.documentation – trustees are required to familiarise themselves with key documents, including our constitution, policies, and a comprehensive onboarding guide. ## **trustee onboarding guide** our onboarding guide provides: introduction to bigmoose – the history, background, and purpose. our values and mission. - roles and expectations – responsibilities, ethical standards, and commitments . **“people work extremely hard to fund us, so we work extremely hard to spend their money wisely and efficiently”** jeff smith - ceo key contacts – a directory of important people within the organisation for smooth communication. ## **outcome** we believe this structured process equips trustees with the knowledge, context, and confidence they need to make meaningful contributions from the outset. **reference and administrative details:** jeffrey smith - ceo chloe smith - coo **structure, governance and management** governing document: the charity is controlled by its governing document, a deed of trust and constitutes an unincorporated charity. **reference and administrative details** registered charity number: 1179222 ## **principal address** green & co accountants and tax advisors, pembroke house, llantarnam park way cwmbran np44 3au ## **trustees** t jenner b lee o smith j sin ## **independent examiner** green & co accountants approved by the order of the board of trustees on 29th august 2025 and signed on its behalf by: b lee – chair of trustees