# **THE SPACE – ANNUAL REPORT 2025/2026**
**Empowering Minds • Strengthening Families • Building Community Resilience**
## **WELCOME**
Welcome to The Space’s Annual Report and Financial Accounts for 2025/2026.
This year has marked a period of meaningful growth, strengthened partnerships and deepened community impact for The Space. As demand for children and young people’s mental health support continues to rise — with younger children presenting more complex needs and families seeking earlier help — our commitment has remained unwavering: **no child or family should face emotional or mental health challenges alone** .
We have expanded our therapeutic capacity, strengthened our Whole Family Early Help model, launched new community partnerships, and invested in the organisational systems that ensure safe, high-quality, sustainable support.
Our Community Hub in central Cheddar has become a recognised anchor for emotional wellbeing support, while our new Wellbeing Blend partnership with Coffee@TheHub has created a warm, accessible space for parents and carers to connect, learn and feel supported.
Across all areas of our work, our purpose remains clear and consistent: **to preserve and protect the mental health of children and young people, and to build a community where every child feels safe, supported and able to thrive.**
1
## **A WORD FROM OUR CHAIR**
This year, The Space has taken significant steps forward in building a **community of support** that wraps around children, young people and families.
We have seen the difference that early, relational, trauma-informed support can make. Whether through counselling, play therapy, youth activities, parent groups or our new Wellbeing Blend, the message is clear: **when children and families are supported early,** . **they flourish**
Our team has grown in skill, confidence and capacity. Our partnerships with schools, health colleagues and community organisations have deepened. And our commitment to listening — truly listening — to children, young people and parents has shaped every development we have made.
I am proud of the resilience shown by our staff, volunteers and trustees during a year of high demand and organisational change. I am equally proud of the young people who have trusted us with their stories, and the families who have walked alongside us. Together, we are building brighter futures — one safe, supportive space at a time.
## **John Pimblott**
Chair of Trustees
2
## **THE SPACE TEAM**
## **Trustees**
John Pimblott (Chair)
Sandra Legg Ian Biggs Stephen Kite Suzanne Smith Gemma Hunt
## **Leadership & Operations**
Lisa Clark – CEO
Teresa Hart -Head of Operations , Service Delivery & People Laura Wilcox – Head of Clinical Services
Ruth Carter – Head of Impact, Engagement and Funding Sara Appleton – Head of Fundraising Head of Community and Youth
## **Therapeutic & Youth Team**
Counsellors, Play Therapists, Art Psychotherapist, Youth Workers, Peripatetic Therapy Team, and sessional practitioners working across Cheddar Valley schools and community settings.
3
## **WHO WE ARE**
The Space delivers **evidence based therapeutic support** , **youth provision** , and **whole family early help** for children and young people aged 4–17 across the Cheddar Valley and surrounding Somerset areas.
We are a **frontline prevention partner** , reducing escalation into crisis services and keeping children close to home, preventing unnecessary admissions and reducing health inequalities.
## **Our integrated model includes:**
- **Play Therapy** (ages 4–8)
- **Counselling (** ages 9–17)
- **Art Psychotherapy** for young people needing non-verbal expression
- **Youth Club & Youth Café** offering safe, informal spaces
- **Holiday activities** reducing isolation and building confidence
- **Community Garden & Allotment** for nature based wellbeing
- **Parent support, workshops and groups** through The Wellbeing Blend
- **Initial Assessment & Triage** to identify risk and prioritise need
- **Partnership working** with schools, NHS, councils and VCFSE partners
- **Responsive, data-informed practice —** the use of our CRM system, impact monitoring, regular fee dback from stakeholders and local mapping (Connect Somerset/INSIGHT) keeps provision aligned to changing community needs.
Our approach is **trauma informed, relational, community rooted and data driven** ,
ensuring support is responsive to emerging needs and grounded in evidence.
4
## **OUR IMPACT IN 2025/2026**
## **590 children and young people supported. Over 2,000 therapeutic sessions**
## **delivered**
**Therapy outcomes remain strong:**
- **78%** of counselling clients showed measurable improvement
- **70%** of play therapy clients showed measurable improvement
- **100%** of young people disclosing suicidal thoughts at assessment no longer presented risk at the end of therapy
## **Youth club running 52 weeks of the year**
## **Holiday activities reaching 200+ young people**
- “The vibes of The Space allow me to be myself.”
- Young person, age 10 (from case study)
## **Families receiving structured parent support and Wellbeing Blend launched for parents and carers**
Our work has contributed to:
- Reduced reliance on crisis services
- Improved emotional, social and academic outcomes
- Stronger, more resilient family units
- Reduced stigma and increased openness to early help
- Fewer behavioural issues and exclusions in schools
- Increased attendance and engagement
- Greater social inclusion and community cohesion
Our model is increasingly recognised as a **replicable, evidence based approach for**
## **rural communities** .
A poem created by a 10-year-old client at the end of their eight-week counselling journey.
5
## **WHAT WE LEARNT THIS YEAR**
## **1. Early intervention works — and demand is rising.**
Younger children are presenting with more complex emotional needs. Parents are asking for earlier help, and schools are seeking more joined-up support.
## **2. Whole family support is essential.**
Parent feedback consistently requested ongoing support after therapy. This led to the creation of **The Wellbeing Blend** , offering drop-ins, resilience groups and art-forwellbeing sessions.
## **3. Community spaces matter.**
Our Community Garden and Hub continue to reduce stigma, build belonging and provide safe, informal support.
## **4. Partnerships amplify impact.**
Collaboration with the Wessex Learning Trust, Connect Somerset, Coffee@TheHub and local activity providers has strengthened early identification and shared care.
## **5. Data and insight drive better outcomes.**
Structured feedback and co-designed activities ensured services stayed responsive and relevant to emerging needs, reinforcing the importance of continuous listening and adaptation.
Our CRM system has transformed our ability to track need, measure change and prioritise risk.
6
## **ACHIEVEMENTS DURING 2025/2026**
## **Therapeutic Services**
- Expanded Play therapy and counselling
- Art psychotherapy introduced
- Embedded Initial Assessment & Triage
- Implemented Red–Amber–Green prioritisation for waiting lists
## **Youth & Community**
- Youth club delivered every week of the year
- Youth café established for ages 13–17
- Expanded holiday activities
- Community Garden won awards at Cheddar Flower Show
## **Parent & Family Support**
- Launched **The Wellbeing Blend**
- Delivered therapeutic art-for-wellbeing sessions
- Weekly Parent Club drop-ins
- Piloted Parent /Child Resilience group project
## **Organisational Strengthening**
- Implemented new CRM system
- Improved website and digital access
- Expended therapy team
- Strengthened governance
## **CASE STUDY: SB (AGE 10)**
## _(Quoted from therapist’s report)_
“The vibes of this space allow me to be myself.”
Over ten sessions, SB moved from low mood and body related anxiety to increased confidence, emotional awareness and improved communication at home. Her CORE score improved by **61%** , and her mother reported a “stronger, calmer relationship”.
7
## **PLANS FOR 2026/2027**
## **1. Expand Whole Family Early Help**
Parent groups, step-up/step-down support, and wider reach through The Wellbeing Blend.
## **2. Building Parent and Child Resilience**
Deliver resilience pilots across schools and embed a Train-the-Trainer model.
## **3. Increase youth provision**
Further develop the Youth Café and expand nature based activities.
## **4. Enhance organisational resilience**
Diversify funding, strengthen Board capacity, and continue investment in CRM, safeguarding and governance.
## **5. Build community wellbeing spaces**
Expand Community Garden activities and develop intergenerational projects
8
## **Structure, governance and management**
We are constantly working to safeguard the children and young people we support. Given the nature of the services we provide, and the vulnerability of the children and young people who need support, we ensure that all our staff and volunteers are trained and supported to ensure safety and to raise concerns appropriately and confidently. In practice we have robust safeguarding processes which are regularly reviewed.
These include:
- coordinating the needs of the child or young person with the capability of our staff systematic, thorough recruitment and screening procedures
- training programme for staff and volunteers
- extensive recruitment and vetting process including DBS checks
- continued, regular supervision of staff and volunteers supervised by an experienced Head of Operations
- professional development of all members of the team
- internal audits conducted by the Designated Safeguarding Lead These requirements are implemented as part of our Safeguarding and Child Protection Policy which is reviewed on an annual basis.
- part of the risk management process is a review of our insurance policy to ensure risks are adequately covered.
The Space uses a risk management process to assess our exposure to a variety of risks and to implement mitigation. The risk register is reviewed regularly by the Board of Trustees.
The defined risks include health and safety, personal safety, reputation, financial, service delivery and governance. The impact of each risk is assessed together with the likelihood of its occurrence.
The product of these two factors is used to identify significant risks, to prioritise and assess adequacy of mitigation actions.
## **Public benefit**
The Trustees have referred to The Space Constitution and the guidance contained in the Charity Commission’s general guidance on public benefit at Trustee meetings, when reviewing our aims and objectives and in planning current and future activities. We fund services which complement services already provided by statutory bodies, including Somerset Unitary Authority and Somerset NHS and do not fund services and support which are within their statutory duty.
The Trustees are satisfied that our activities to preserve and protect the mental health of children and young people living in the Cheddar Valley Area meet our charitable purposes for the public benefit.
9
Our activities include therapy services for ages 4-17 years, a youth club, a youth café, holiday activities, a community wellbeing garden and allotment, peer to peer collaboration, and social media awareness for our beneficiaries and general public. Direct beneficiaries are the local children and young people. Indirect beneficiaries are their direct and indirect family members and the local community.
## **Reserves**
The Trustees of The Space CIO unanimously confirm that they adopt a Reserves Policy to provide reserves provision to cover three months unexpected operating costs at the 2026 forecast level of expenditure. Most operating costs are the cost of staff contracts with the reserve provision providing cover for potential contract termination costs.
## **Statement of trustees’ responsibilities**
The trustees are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
10
The law applicable to charities in England & Wales requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the income and expenditure of the charity for that year. In preparing these financial statements, the trustees are required to:
select suitable accounting policies and then apply them consistently; observe the methods and principles in the Charities SORP; make judgments and accounting estimates that are reasonable and prudent;
state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements, and prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.
The trustees are responsible for keeping sufficient accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of the trust deed. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
2026-06-29
This report was approved by the Board on …………………………………. and signed on its behalf by
………………………………..
Trustee
11
## **The Space (CIO)**
## **Independent examiner’s report to the trustees of The Space (CIO)**
I report to the trustees on my examination of the accounts of The Space (CIO) for the year ended 31 March 2026, which are set out on pages 5 to 8.
## **Responsibilities and basis of report**
As the charity trustees you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011(‘the Act’).
I report in respect of my examination of the Trustee’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 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 cause to believe that in any material respect:
- (1) accounting records were not kept in respect of the charity as required by section 130 of the Act; or
- (2) the accounts do not accord with those records; or
- (3) the accounts do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair view’ which is not a matter considered as part of an independent examination.
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
Robert Orr, Brooking Ruse, Chartered Accountants, 2 Stafford Place, Weston-super-Mare, Somerset, BS23 2QZ.
…………………………….
2026-06-29
12
## **The Space (CIO)**
## **Statement of financial activities for the year ended 31 March 2026**
|**Notes**
**Restricted**
**Funds**
**Incoming resources**
Grant Funding
175,410
Community Fundraising
-
Charitable Activities
-
Contributions to service
-
Bank Interest
-
**____________**
175,410
**____________**
**Resources expended**
Charitable Activities and Projects
4
214,915
Governance Costs
5
-
**____________**
214,915
**____________**
**Net incoming/(outgoing)** **resources**
6
( 39,505 )
**____________**|**Unrestricted**
**Funds**
35,693
52,865
8,011
4,808
1,904
**____________**
103,281
**____________**
57,416
8,366
**____________**
65,782
**____________**
37,499
**____________**|**Total**
**2026**
**2025**
**£**
**£**
211,103
164,320
52,865
19,932
8,011
4,253
4,808
605
1,904
4,290
**____________**
**____________**
278,691
193,400
**____________**
**____________**
272,331
252,222
8,366
8,117
**____________**
**____________**
280,697
260,339
**____________**
**____________**
( 2,006)
( 66,939 )
____________
**____________**|
|---|---|---|
**The notes on pages 15 to 17 form an integral part of these financial statements.**
13
## **The Space (CIO)**
## **Statement of financial position as at 31 March 2026**
|**Notes**
**Current assets**
Cash at bank and in hand
Debtors
**Current liabilities**
**6**
**Net assets**
**The funds of the charity**
**7**
2026-06-29|**2026**
**£**
89,656
444
**____________**
90,100
( 23,802 )
**____________**
66,298
**____________**
66,298
**____________**|**2025**
**£**
114,791
541
**____________**
115,332
( 47,028 )
**____________**
68,304
**____________**
68,304
**____________**|
|---|---|---|
The financial statements were approved by the board on ……………………………….. and signed on its behalf by:
## **Trustee**
**The notes on pages 15 to 17 form an integral part of these financial statements.**
14
## **The Space (CIO)**
## **Notes to the unaudited financial statements**
## **for the year ended 31 March 2026**
## **1.Accounting Policies**
## (a) **Basis of preparation of financial statements**
The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
## (b) **Preparation of the accounts on a going concern basis**
The charity reported a deficit for the year of £2,006 which resulted in a valuation of funds held within the charity of £66,298 at 31 March 2026. The Trustees are confident of receiving the continued support from its members and on this basis, the Trustees have prepared the accounts on a going concern basis.
## (c) **Funds structure**
Unrestricted income funds comprise those funds which the trustees are free to use for any purpose in furtherance of the charitable objects. Unrestricted funds include designated funds where the trustees, at their discretion, have set aside resources for a specific purpose.
Restricted funds are funds which are to be used in accordance with specific restrictions imposed by the donor.
## (d) **Incoming resources**
All incoming resources are recognised once the charity has entitlement to the resources, it is certain that the resources will be received and the monetary value of incoming resources can be measured with sufficient reliability. The following specific policies are applied to particular categories of income:
Grants, where entitlement is not conditional on the delivery of a specific performance by the charity, are recognised when the charity becomes unconditionally entitled to the grant.
Incoming resources from grants, where there are performance or service deliverables required by the terms of the grant, are accounted for as the charity earns the right to payment through its performance.
Donated services and facilities are included at the value to the charity where this can be quantified.
Investment income is included when receivable.
## (e) **Resources expended**
Liabilities are recognised as resources expended as soon as there is a legal or constructive obligation committing the charity to the expenditure. All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category.
## (f) **Irrecoverable VAT**
Irrecoverable VAT is charged against the category of resources expended for which it was incurred.
15
## **The Space (CIO)**
## **Notes to the unaudited financial statements**
## **for the year ended 31 March 2026** …continued
## 2 **.Trustees remuneration**
No members of the management committee received any remuneration during the year, nor were any expenses reimbursed to trustees.
## 3 **. Taxation**
As a charity, The Space is exempt from tax on income and gains falling within sections 466 to 493 Corporation Tax Act 2010 (CTA 2010) or section 256 Taxation of Chargeable Gains Act 1992 (TCGA 1992) to the extent that these are applied to its charitable objects. No tax charges have arisen in the charity.
|4.
**Restricted Unrestricted**
**Charitable activities and projects**
**Funds**
**Funds**
Staffing costs – including social security and training
213,915
-
Project costs
1,000
18,434
Community Hub
-
17,823
Communications, computer and software
-
11,075
General expenses – including travel and DBS
-
10,084
________
________
214,915
57,416
________
________
5.
**Restricted Unrestricted**
**Governance Costs**
**Funds**
**Funds**
Payroll and Human Resources
-
5,139
Independent examination
-
1,710
Insurance
-
1,191
Bank charges
-
326
________
________
-
8,366
________
________
6.
**£**
**Current liabilities**
**2026**
Accruals
3,802
Deferred grant income
20,000
________
23,802
________|**Total**
213,915
19,434
17,823
11,075
10,084
________
272,331
________
**Total**
5,139
1,710
1,191
326
________
8,366
________
**£**
**2025**
2,328
44,700
________
47,028
________|
|---|---|
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## **The Space (CIO)**
## **Notes to the unaudited financial statements**
**for the year ended 31 March 2025** …continued
|7.|**Funds of the Charity**|**Restricted**|**Unrestricted**|**Total**|
|---|---|---|---|---|
|||**Funds**|**Funds**||
||At 1stApril 2025|33,641|34,663|68,304|
||Surplus/(deficit) for the year|( 39,505)|37,499|( 2,006)|
|||________|________|________|
||**As at 31 March 2026**|( 5,864)
________|72,162
________|66,298
________|
## 8. **Related Party Transactions**
The building from which the charity operates is owned by a member of key management. During the year, the charity paid rent and associated costs totalling £16,500 to the landlord.
## 9. **Independent examiners’ fees**
The amounts payable to the independent examiners with respect in respect of the following services were:
|Independent examination
Payroll and bookkeeping services|**£**
**2026**
1,710
2,224
________
3,934
________|**£**
**2025**
1,200
1,674
________
2,874
________|
|---|---|---|
## 10. **Staff costs**
The total staff costs and employee benefits for the period were:
|Wages and salaries
Social security
Employer’s pension contributions|**£**
**2026**
181,787
11,319
3,804
________
196,910
________|**£**
**2025**
181,836
9,054
3,070
________
193,960
________|
|---|---|---|
The average number of employees employed by the charity in the year was 8. (2025: 11).
The number of employees whose total employee benefits for the reporting period fell within each band of £10,000 from £60,000 was:
£60,000 - £69,999
£60,000 - £69,999 > £70,000 Nil
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|**JOHN PIMBLOTT**
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