OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

2026-03-31-accounts

1

REHABIT Charity number: 1188034

ANNUAL REPORT

FOR YEAR ENDING MARCH 2026

2

CONTENTS

CONTENTS
Trustees’ annual report 1
Contents page 2
Structure, governance and management 3
Reference and administra�on details 3
Aims and objec�ves 4
Ac�vi�es, achievements and performance (includes guiding note) 4-8
Financial review 8
Declara�on 8
Independent examiner’s report on the accounts 9
Sec�on A: Independent examiner’s report 10
Receipts and payments accounts 10
Receipts and payments 11
Statement of assets and liabili�es at end of the period 11
Notes on accounts 12

3

Trustees’ Annual Report for the period 01-04-25 to 31-03-26

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

Trustees and board

Though Garry Durston stood down as trustee, he remained an ac�ve peer supporter. Joe Clark stood down to avoid conflict of interest with a new work role. And Keshini Rajendra decided to spent more of her spare �me pursuing her medita�on prac�ce. We were joined by Jack Murphy who was – and s�ll is - a peer supporter. Ian Blake joined as our new treasurer. And Aaron Barzey is our latest member and will also do some peer support.

Sean Robinson con�nued to serve as CEO and a board member. The board was supported by four advisors: a psychologist, a surgeon, a dual diagnosis prac��oner and our newest member, a 23 year-old female undergraduate. The psychologist leads our counselling input at triage mee�ngs, where the dual diagnosis prac��oner also plays an ac�ve role.

change con�nued over the year, with the role taking on more responsibility not only for client assessments and day-to-day delivery support, but also for systems development, outcome monitoring and wider network engagement. This has helped create more organisa�onal capacity and reduced pressure on the CEO role

Reference and administra�on details

The charity is registered as Rehabit and our charity number is 1188034.

Our registered address is: Voluntary Ac�on Islington, 200a Pentonville Road, Islington, N1 9JP.

Policies and procedures

During the year, we continued to strengthen and refine our core procedures to reflect the realities of our frontline work. This included integrating lessons from safeguarding experience into our core procedures, as well as adding clearer guidance on wellbeing time for those carrying out client assessments.

We also developed clearer policies on emergency response and on communicating with clients who disengage from support, with the key elements of the disengagement policy incorporated into our core procedures. Taken together, these changes have helped strengthen the practical framework around our service and improve the consistency of our approach.

4

AIMS AND OBJECTIVES

The Charity Commission approved our request to update our charitable objects to:

FOR THE PUBLIC BENEFIT TO RELIEVE THE NEED OF THOSE SUFFERING FROM DRUG AND/OR ALCOHOL ADDICTION, OR THOSE AT RISK OF BECOMING ADDICTED TO DRUGS AND/OR ALCOHOL IN PARTICULAR, BUT NOT EXCLUSIVELY THROUGH THE PROVISION OF PEER SUPPORT AND COUNSELLING.

The aims of Rehabit are to help those in north London struggling with drugs or alcohol, who have no or limited funds, and who don’t need a medical detox. We do this, primarily, by providing free addic�on counselling for those who can’t afford it, and peer support from those with lived experience of addic�on.

ACTIVITIES, ACHIEVEMENTS AND PERFORMANCE

objects. The trustees have followed the charity commission’s guidance on public benefit.

Strategic summary

Our strategy this year was to con�nue strengthening and gently growing our counselling and peer support offer so we could help more beneficiaries, while holding on to the personal and flexible approach that ma�ers so much to Rehabit. We did this mainly by deepening our presence in Islington, building strong rela�onships with partners and frontline organisa�ons, taking an ac�ve part in volunteering networks, and becoming be�er known in the community. Feedback from peers and partners suggests that this steady approach is helping our reputa�on con�nue to grow.

We also con�nued to develop the role we began shaping last year: suppor�ng people who are falling through the cracks or caught in difficult cycles that other services do not always reach. This has helped make our place in the local system clearer, and Rehabit is increasingly seen in Islington as a useful and valued partner alongside Be�er Lives, the borough’s main drug and alcohol service.

By inves�ng in rela�onships, we have found that more referrals are turning into peer support and counselling, as partners have gained a be�er understanding of our service, our approach, and the people we are best placed to help.

Towards the end of the year, we also started having more detailed discussions about the costs of commissioned service delivery and further developed our model so that we are be�er prepared for future opportuni�es. Alongside this, we developed our new strategy and business plan for 2026 to 2029. This focuses on gentle, sustainable growth that keeps our ethos intact, while giving us a stronger base for more ambi�ous fundraising, including in the corporate space.

Camden partnership leads, the drug and alcohol commissioner, SHP within CGL, and YDAS, as well as developing links with recovery-focused contacts already working locally. While this work is s�ll at an early stage, it has helped us build a clearer picture of where Rehabit may be able to add value beyond Islington in a measured and realis�c way.

Counselling and peer support development

We remained focused on providing free counselling and peer support to our clients, with some also benefi�ng from tailored advocacy where needed.

5

Our counselling team has stayed broadly stable over the year. One placement counsellor replaced a previous placement, helping us maintain capacity, and we have con�nued to benefit from the support of an NHS psychologist, which remains an important part of our wider clinical picture.

Most of our clients con�nue to come from Islington. We have carried on building rela�onships locally and strengthening referral pathways, while also keeping an eye on how and when we might begin to grow more inten�onally into Camden.

We also con�nued to develop our work with clients who are living with co-occurring condi�ons and was the cornerstone of our successful grant bids with Islington Recovery Programme and Cripplegate. This has included thinking carefully about how peer support, counselling and wider wellbeing support can work together, and how we can help clients move between services more effec�vely when they need more specialist help.

Alongside delivery, we con�nued to strengthen the systems and frameworks around our work. During the year we developed new feedback form and introduced CORE-10 outcome measures, and began shaping a care plan approach so that client progress and support needs can be captured more clearly and consistently. We also reviewed our systems carefully and, a�er trialling a new case management pla�orm, decided it was not the right fit for Rehabit at this stage. Returning to a simpler system was a prac�cal decision that reflected our commitment to propor�onate, workable processes as we grow. We also introduced a clearer, more structured exit ques�onnaire that also captures sugges�ons on improving our service.

This work sat alongside the development of a clearer risk framework and further policy updates, helping us strengthen the organisa�onal founda�ons around our frontline work

Sustaining peer support requires constant a�en�on. It depends not only on recruitment, but on careful onboarding, support, supervision and keeping the role manageable and meaningful for volunteers. We have con�nued to build our peer support team steadily, in line with the number of clients we are suppor�ng, and this remains a vital part of our model.

Our co-produc�on work is also beginning to take a more structured shape. We now have the basis for a small advisory group involving people with lived experience, and have iden�fied short client videos as one way of capturing insight and sharing recovery stories more visibly. We also plan to begin a regular Thursday coffee drop-in from April, crea�ng a simple and welcoming space for connec�on, feedback and informal engagement as this area of work develops.

We also began planning for a move in our counselling base, as our regular rooms are due to close in the summer. From then, we expect to work from the Claremont Project in central Islington, which should be both more accessible for clients and more cost-effec�ve for the charity.

We received 78 referrals this year. Of these, 56 people received some level of support from Rehabit, whether through counselling, peer support, or help to access other services be�er suited to their needs.

A total of 26 people received counselling during the year, with 22 s�ll ongoing at year end and 21 star�ng during the financial year. Fi�een clients were in peer support alongside their counselling journey, either before or a�er this phase of support. In addi�on, 30 people received peer support and were guided towards other services where this was the right next step for them.

6

We are especially pleased that 11 people completed their journey with us clean and sober, with one further client making a significant reduc�on in their substance use.

Category Number Notes
New clientsplaced in counselling 22 Target was 20
Clients in counsellingat theyear-end 26
Clients who completed their journey
clean/sober		 11
Total referrals received 78
Referrals who received support 59 Peer support, counselling, or signposting to
another service
Current clients carried over to receive
peer support in 26-27		 30 Includes pre-, during, and post-counselling
stages

Behind these numbers is a client group facing very complex and o�en overlapping challenges, including trauma, poor mental health, possible neurodivergence, housing problems, abuse and family pressures. Some clients completed their journey clean and sober, some made significant reduc�ons in substance use, and others took important steps forward through counselling, detox, safer housing, be�er access to healthcare, or renewed engagement with support. Overall, the year again showed the value of pa�ent, flexible and rela�onship-based support for people whose progress is rarely straigh�orward, but who can make real gains when trust is built over �me.

Fundraising

Our approach was primarily applying for grants and we were successful in ge�ng the following grants;

Despite a very challenging funding environment, including con�nued cuts and pressure across the sector, Rehabit was able to secure a reasonable level of grant support during the year. This funding helped us maintain core parts of our work, including CEO capacity, counselling costs and day-to-day opera�ons.

The year also reinforced the importance of building a broader and more resilient funding base. As a small charity with limited resources, we need to focus on fundraising ac�vity that is realis�c and likely to bring a worthwhile return. With our new strategy and business plan now in place, we are in a stronger posi�on to pursue a wider range of fundraising opportuni�es, including more ac�ve work in the corporate space, while keeping our growth steady and protec�ng the ethos of the charity.

Stakeholders and rela�onships

We con�nued to deepen our rela�onships in Islington and strengthen our presence across the local voluntary and statutory landscape. This included ongoing links with Help on Your Doorstep, Single Homeless Project, Age UK, Mind Islington, GPs and social prescribers, Core Services, Hillside Clubhouse,

7

Stuart Low Trust, People’s Recovery Project and others. We also maintained good rela�onships with the drug and alcohol commissioner and the public health team.

Our CEO con�nued to play an ac�ve role in local networks and partnership spaces. Rehabit remained closely involved with Voluntary Ac�on Islington for much of the year, which was an important and valued network for us un�l its funding came to an end later in the year. Its loss has been much felt. We also con�nued to engage well in other local networks and discussions.

We were regularly invited to speak about our service, contribute to group sessions, and deliver our ‘Bus�ng the myths of addic�on’ sessions, which con�nued to be well received.

and the wider reali�es of addic�on and recovery. During the year we contributed to sessions and events with organisa�ons including Mind, PDG, HMP Downview, the an�-social behaviour case management team and others. These opportuni�es helped extend Rehabit’s reach, strengthen local rela�onships and reinforce the sense that the charity has a strong voice rela�ve to its size

We also con�nued to build our rela�onship with Arsenal FC. Rehabit was featured in the matchday programme for the north London derby against To�enham, and we were pleased to hold a co-produc�on mee�ng at the ground with some of our clients, followed by a stadium tour.

developing together has now been shot, and the final version should be available soon.

Marke�ng communica�ons and social media

awareness, building trust and genera�ng referrals. For a charity of our size, Rehabit con�nues to have a strong voice locally, with a reputa�on that has grown especially well in Islington and is also developing in Camden, where we have seen more referrals from CGL.

than through social media. This approach con�nues to suit the nature of our work and the way trust is built around it. We have kept only a very limited online presence, using LinkedIn selec�vely where helpful, but social media has not been a main focus. This steady, rela�onship-based approach has helped us become be�er known and be�er understood by local partners and frontline organisa�ons. It has also helped strengthen confidence in our service and the role we can play alongside other provision.

Rehabit also played a lead role in wider local resource work during the year through its involvement in the Voluntary Ac�on Islington mental health toolkit project. This gave the charity useful visibility with frontline workers, volunteers and public health colleagues, and helped associate Rehabit with prac�cal work to improve access to support. The visibility of our logo and brand in the printed version was a real coup for a charity of our size and helped raise our profile further.

Community events

Our main public presence this year has been through a�ending events and talks with residents, helping us get our message out more directly in the community. We have complemented this by hos�ng a regular table every other Thursday at the Access Hub at Islington Council’s head office. This has given us useful exposure to residents, while also helping us stay visible to partners and build links with other organisa�ons.

8

FINANCIAL REVIEW AND TREASURER’S REPORT

In the financial year ending 31 March 2026, Rehabit recorded a total income of £53,168 comprising of £47,114 from grants and donations, £4,663 in backdated Gift Aid, £291 in interest and £1,100 in other income. This reflects our continued success in securing support from a range of funders, including the National Lottery Awards for All, Cripplegate, Albert Hunt Trust, Leathersellers, Caerlew Trust, and Arsenal FC Foundation.

Total expenditure was £67,603, including £66,005 on charitable activities and £1548 on charitable administrative activities.

The charity recorded an operating deficit of £14,435 for the year with £24,855 total retained reserves, all held in cash across our current and savings accounts.

Throughout the year, the board maintained a prudent but practical approach to financial management. Restricted funds were used in line with funder agreements, while recognising that, by the nature of grant funding, some funds are often carried over across financial years depending on when awards are made and when related costs fall.

The board also approved an updated and clearer reserves statement within the charity’s financial procedures. This confirms Rehabit’s aim of maintaining sufficient overall provision, through a combination of unrestricted and designated funds, to support continuity and manage periods of uncertainty or delayed income. It also reflects the fact that, because much of the charity’s expenditure is directly tied to service delivery, designated funds play an important part in protecting day-to-day stability as well as longer-term resilience.

Alongside this, the board continued to take a careful and well-managed approach to financial risk, particularly in relation to counselling commitments. This means keeping delivery levels under regular review against secured and forecast income, and being prepared to adjust the pace or scale of new commitments where needed. This approach has helped Rehabit remain realistic, responsive and financially responsible while continuing to meet need.

Declara�on

The trustees declare that they have approved the trustees’ report above. Signed on behalf of the charity:

Signature(s):

Full name: Dave Smith

Posi�on: Chair of Trustees

Date: 2 June 2026

Independent examiner's report to the trustee5 of Rehabit Charitable Incorporated Organisation ltthe CIUI I report io the trustees on rny examination of the accounts of CIO lor the year ended 31" March 2026. Responsibilities and basis of rèport As the charily trustses of ihe CIO, you a￿ responsible for the p￿paration of the accounts In accordan￿ with the ¥equirements of ihe Charirries Act 20111'the Act'l. I report in respect of my examination of the CIO'S accounts carried out under section 145 of the 2011 Act and in carrying out my examination I have followed all the applicable t￿reCtionSKIVen by the Charity Commission under section 14515llbl of the Act. Independent examiner s statement I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me c￿se to believe that in any material respect.. acuuntirE record5 were not kept in respect of the Trust as required by section 130 01 the Act.. or the account5 do not ac￿r￿ with those record5. I have no concern5 and have corne across no other rnatters in connection with the eYBmination to which attention should be drawn in this report in order to enable a Proper understanding of the accounts to be reached. Lee Mathers MIAB, MCIOF (Certl Positive Community Finance Ltd 7 Scholars Rise Stokenchurch Buckinghamshire HP14 3FL 24th May 2026

10

REHABIT

RECEIPTS AND PAYMENTS ACCOUNT FOR THE PERIOD ENDING 31 MARCH 2026

Unrestricted
Funds
2026
£
Income Receipts
Donations, legacies and grants
16,277
Interest Received
291
Other Income
1,100
Total Receipts
17,668
Expenditure Payments
Cost of Charitable Activities
29,388
Cost of Administrative Activities
1,548
Total Payments
30,936
Net Receipts/(Payments) for the year
(13,268)
Transfers between funds
-
Total funds brought forward from previous
year
33,122
Total funds carried forward at the end of
the year
19,855		 Restricted
Funds
2026
£
35,500
-
-
35,500
36,667
-
36,667
(1,167)
-
6,167
5,000		 Total
Funds
2026
£
51,777
291
1,100
53,168
66,055
1,548
67,603
(14,435)
-
39,290
24,855		 Total
Funds
2025
£
53,905
492
303
54,700
45,094
515
45,609
9,091
-
30,198
39,290

11

REHABIT

STATEMENT OF ASSETS AND LIABILLIES AT 31 MARCH 2026

Notes
Cash Funds
Cash at bank and in hand
Represented by funds
Unrestricted funds
Restricted funds
National Lottery
London Catalyst
The Martin Geddes Charitable Trust
Pilot Project
Cripplegate Foundation
Addiction Support		 2026
£
24,855
24,855
19,855
-
-
-
5,000
24,855		 2025
£
39,290
39,290
33,122
1,960
596
3,612
-
39,290

There were no related party transactions. Trustee expenses were £40 (2025: nil). No remuneration was payable to any of the trustees.

Signed on behalf of the Trustees:

Signature:

Name:

Dave Smith

Date of Approval

2 June 2026

12

REHABIT

NOTES TO THE ACCOUNTS FOR THE PERIOD ENDING 31 MARCH 2025

Note 1: Basis of Prepara�on

Charitable Incorporated Organisa�ons (General) Regula�on 2012 and Chari�es Act 2011.

Income Receipts

All material incoming resources have been included on a receivable basis i.e. they are included if the date received falls within the period covered by these accounts.

Expenditure Payments

Going Concern

The Trustees assess whether the use of going concern is appropriate (for example, whether there are any material uncertain�es related to events or condi�ons that may cast significant doubt on the ability of the charity to con�nue as a going concern). The Trustees make this assessment in respect of a period of one year from the date of approval of the financial statements. The charity is opera�ng on a going concern basis.

Fund Accoun�ng

Unrestricted funds are dona�ons and other income received or generated by the charity's charitable purposes. Restricted general funds are to be used for specific purposes as set out by the funder/donor.