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2025-03-31-accounts

Docusign Envelope ID." D8938DC&D1sF4FAB-9E1&1FA7DA25￿7 It Takes a City (Cambridge) Annual Report 2024125 IT TAKES A CITY Somewhere to call home

Docusign Envelope ID: D893BDC5-D15F-4FAB-9E16-1FA7DA259067

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It Takes a City (Cambridge)
Annual Report 2024/25
Table of Contents
1. CHARITY INFORMATION 3
2. INTRODUCTION 4
3. GOVERNANCE AND COLLABORATION 4
3.1. Legal basis 4
3.2. Leadership 4
3.3. Sta�ing 5
3.4. Delivery and collaboration 5
3.5. A Transition in leadership 5
4. REVIEW OF CHARITABLE ACTIVITIES 6
4.1. Front-line services 6
4.2. Advocating for change 12
4.3. Communications and networking 14
5. FUTURE DIRECTIONS AND ASPIRATIONS 16
5.1. Our Vision 16
5.2. Project developments 16
5.3. Collaborating to end homelessness 17
5.4. Strengthening the core 18
5.5. Final thoughts 18
6. FINANCIAL OVERVIEW AND RESERVES 19
7. TRUSTEES’ RESPONSIBILITIES STATEMENT FOR PERIOD ENDING 31ST MARCH 2025
20
8. INDEPENDENT EXAMINERS REPORT FOR PERIOD ENDING 31ST MARCH 2025 21
9. PRESENTATION OF THE ACCOUNTS 2024-25 22

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1. Charity Information

----- Start of picture text -----
TRUSTEES Christopher Vivian Jenkin BEM (Chair)
Paul Baxter (Treasurer)
Alison Jane Morris (resigned 27 October 2025)
Stephanie Louise Martinsen-Barker
Emma Hooton
Simon Allcock
Barry Harwood Read (resigned 20 August 2025)
Dr Asha Praseedom
Robert Lake
Graham Robert Dempsey (appointed 29 May 2024)
SENIOR MANAGEMENT TEAM Elisabeth Silver CEO
COMPANY NAME AND IT TAKES A CITY (CAMBRIDGE)
NUMBER 12361870
CHARITY NUMBER 1190676
REGISTERED ADDRESS c/o St Andrew’s Street Baptist Church
40-43 St Andrews Street
Cambridge
CB2 3AR
BANKERS Metro Bank
Unit 1
Christ’s Lane
Cambridge
CB2 3BZ
SOLICITORS Mishcon de Reya
Merlin Place
Milton Road
Cambridge
CB4 0DP
ACCOUNTANTS Business Partners Financial & Management Services Ltd
Milton Hall
Ely Rd
Milton
Cambridge
CB24 6WZ
----- End of picture text -----

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2. Introduction

the year 1 April 2024 to 31 March 2025. The Annual Report serves the purposes of both a Trustees' report and a directors' report under company law.

comply with the current statutory requirements, the requirements of the charitable company's governing document and the provisions of the Statement of Recommended Practice (SORP) applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) (second edition of the Charities SORP (FRS102) October 2019, e�ective 1 January 2019).

Report required of medium and large companies under the Companies Act 2006 (Strategic Report and Directors' Report) Regulations 2013 has been omitted.

to have due regard to the Charity Commission’s general guidance on public benefit – “Charities

It Takes a City is an organisation set up to support those in Cambridge and surrounding areas who are or who are at risk of being homeless. The charity supports all who need help regardless of personal circumstances and enables a large number of others to volunteer and contribute in various ways. The wider public benefits through a reduction in street living.

3. Governance and collaboration

This section provides the basic facts about the organisation and how we work.

3.1. Legal basis

Our Memorandum and Articles of Association were registered with Companies House on 12th December 2019 as a company limited by guarantee. A previous charity, It Takes a City, an unincorporated association, was merged into the new charity. The company is registered as a charity with the Charity Commission and acknowledged by HMRC as eligible for Gift Aid.

The charity is generally known as ITAC, and this name is used throughout.

3.2. Leadership

ITAC is governed by a committed and experienced Board of Trustees, who meet every six weeks to provide strategic guidance, monitor performance, and support the senior team in navigating both challenges and opportunities. The Board maintains oversight of all ITAC projects and strategic developments, supported by regular financial reporting, policy reviews, and projectlevel updates. These meetings are attended as needed by key sta� who report on operational activities and emerging developments.

We actively seek trustees who o�er specialized expertise and contribute to our diversity. Several trustees bring lived or professional experience in homelessness, housing, mental health, faithbased community organising, volunteering and local government.

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New trustees are carefully selected through interviews conducted by existing Trustees, contingent upon the submission of a current CV outlining their relevant skills. Prior to their inaugural Trustee meeting, new appointees receive comprehensive briefings from the Chair and are granted access to essential documents.

The Board’s business schedule mandates regular policy reviews to align with legislative updates and operational shifts, as well as the formulation of new policies when necessary. Routine reporting items at each meeting encompass Health & Safety incidents, Safeguarding concerns, Complaints, and GDPR compliance, with designated Trustees responsible for these critical areas.

3.3. Sta�ing

Implementation of strategy and oversight of operations is delegated to our CEO, Elisabeth Silver. She is supported by a highly experienced sta� team and a large group of volunteers, locums, and peer support workers.

navigating changes in commitments or funding.

We have also engaged the support of a professional fund-raiser on a contract basis.

3.4. Delivery and collaboration

one the charity takes full responsibility for service delivery, quality and funding, while integrating the work of partner organisations to provide the service user with a holistic approach to their needs.

We also work with partners to identify, advocate for, design and launch new services. Our strength in service delivery gives us the “voice” to advocate and convene. New services then add to the breadth of the services that we can o�er our service users.

During the year the Charity Commission approved a change in our Objects, to add a further line:

We believe this change better recognises our innovative mix of delivery and advocacy

3.5. A Transition in leadership

Chris Jenkin BEM, has announced his intention to retire from the Board.

Chris has been a driving force behind ITAC since its inception — from convening the original Homelessness Summit in 2018, to leading the establishment of Crossways, shaping the Women’s Homelessness Action Group (WHAG), and most recently spearheading the development of the Cambridge Homelessness Charter.

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and a refusal to accept that rough sleeping is inevitable in a city like Cambridge. Chris will remain involved as a mentor and supporter during the transition, and we are deeply grateful for his legacy and ongoing commitment.

The Board is now actively seeking a new Chair of Trustees who can build on Chris’s foundations while guiding ITAC through its next phase. We are looking for someone with strong strategic and governance skills, a passion for tackling homelessness, and the capacity to help ITAC further evolve its leadership model in line with our maturing structure.

The recruitment process will include consultation with sta�, trustees, partners and service users to ensure the next Chair reflects both the spirit and future needs of the organisation.

4. Review of charitable activities

Here we look back at the services delivered during the year. The charity is in the process of significant growth and development.

4.1. Front-line services

The following reports on the services delivered to end-users during the year.

Crossways – Emergency Winter Accommodation

Crossways completed its fourth year of operation in early April 2025, once again providing essential emergency winter accommodation for some of the most vulnerable people rough sleeping in Cambridge. From November 2024 to March 2025 inclusive, Crossways o�ered a safe and stabilising environment for 43 individuals, with 38 accommodated in regular rooms and 5 during SWEP (Severe Weather Emergency Protocol) periods. A further 5 SWEP placements transitioned into full-time rooms.

Importantly, 26 residents made a successful transition to next-stage accommodation destinations included temporary housing, supported accommodation, or tenancies. For those unable or unwilling to move on, e�orts were made to maintain support through our Survive and Thrive service and city partnerships. The few who did return to street homelessness often did so by choice or due to circumstances such as having no access to necessary funding (NRPFs - No Recourse to Public Funds), substance dependency, or mental health complexities.

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The project again served as a key engagement point for individuals often excluded elsewhere. Several residents faced multiple bans from long-term providers, but with sustained engagement and multi-agency verification through Team around the Person (TAP) panels, we enabled successful referrals to appropriate housing options.

As noted above, delivery of a full service like Crossways depends on the support of numerous partners.

Funding:

Delivery partners:

On site support:

Inward referrals:

Onward referrals:

As in previous years, the key challenge was the mismatch between the high level of resident needs and available move-on options. Many long-term providers are reluctant to accept

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individuals with higher support needs, and evictions remain common. This reinforces the importance of projects like Crossways as a vital stepping stone and stabilising intervention.

For winter 2025/26 and beyond we are working with a new landlord, taking on a year-round lease (rather than a winter licence), and delivering a summer project in the same premises.

The Haven – Creating a safe space for women

established itself as an indispensable service in Cambridge for women who are homeless, vulnerably housed, or otherwise marginalised

A cornerstone of ITAC’s early work was convening the Women’s Homelessness Action Group (WHAG) which was established to highlight and o�er solutions to the distinct challenges faced by vulnerable and homeless women in Cambridge. Working alongside the WHAG, ITAC successfully set up and has run the Haven pilot project since June 2024.

The Haven, open from 8pm-8am twice weekly with some daytime hours in a central Cambridge location o�ers immediate trauma-informed relief while building long-term trust with women who may have been failed by or are distrustful of traditional services. The Haven has supported 38 individuals during the pilot period. The majority of service users are rough sleepers, but the service remains available to support women as they transition into housing and o�ers support to vulnerably housed women. The 2024 Women’s Rough Sleeping Census (an invaluable piece of information-gathering on women’s homelessness) took place while the Haven was open. Many of their responses specifically highlighted the Haven as a place they access due to it being a women-only space.

A Stepping-Stone to Stability

The Haven has served not only as a place of rest and safety, but as a critical engagement point. For many, it has been a bridge to accommodation — including five women who were supported to move into ITAC’s Crossways winter shelter. These links were strengthened by joint work between sta� at both projects and the wider Survive and Thrive service, allowing for smoother transitions and better outcomes.

Women accessing The Haven cite the consistent sta� presence, warm meals, private space, and peer support as core to why they return. The service also o�ers practical support — from hygiene and laundry facilities to phone charging and quiet spaces for meetings with caseworkers.

Case studies from the year include:

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The Haven is transforming lives and demonstrating the potential of trauma-informed, women-focused solutions and its innovative model has garnered local and national attention.

Partnership and Community Engagement

The Haven has successfully become a hub for local partners to connect with hard-to-reach women. Weekly afternoon sessions have hosted drop-ins from Women’s Aid, the Street Outreach Team, CGL Drug and Alcohol Service, and Cambridge Access Surgery, and have included activities such as art, baking, and community meals.

The project has also caught the attention of national charity Crisis , who invited ITAC sta� to present the model as part of their Ending Women’s Homelessness Project .

Operational Resilience and Training

This year saw the successful recruitment of new sta�, including a long-time volunteer who now works as a locum support worker. Sta� have completed Naloxone and First Aid training, and protocols have been refined following a recent medical emergency at the site — an incident in which Haven sta� administered emergency care until paramedics arrived.

repainting of communal areas planned and regular donations of food, hygiene products, and festive gifts received throughout the year.

Challenges and Future Development

Attendance at the Friday afternoon sessions has been lower than hoped, leading the team to explore new formats, including a breakfast drop-in pilot to follow overnight sessions. More outreach is also being planned to engage women living in temporary accommodation, such as those at Jimmy’s. A “buddy system” is being developed to help women attend appointments or navigate new environments, supported by Haven volunteers.

The Haven is now fully funded for 2025/26 thanks to renewed support from Cambridge City Council, the Ann Docwra Foundation, and private donors. This will ensure continued access to a much-needed women-led space in the city and allow the project to build on its successful pilot year.

Celebrating One Year of Impact

partner agencies and the women who use the service to reflect on progress, build connections, and shape the next year. From a fledgling pilot to a recognised cornerstone of women’s homelessness support in Cambridge, The Haven has proved its worth — and its necessity.

Survive and Thrive

accommodation during the COVID pandemic in 2020/21, the service has grown into a dynamic, highly responsive support system for individuals at all stages of their housing journey — from preaccommodation engagement to tenancy sustainment and crisis intervention.

Many individuals supported through Survive and Thrive spent time at Crossways or were supported by The Haven. The continuity of sta� and coordinated support pathways allow for longterm, trust-based relationships. Women who have transitioned from The Haven into housing —

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cyclical and non-linear nature of homelessness recovery.

Similarly, former Crossways guests who did not accept accommodation (o�ers) at closure have remained in contact with the team, showing how the project creates lasting, person-centred connections which allow people to transition into accommodation when they feel ready.

This year, Survive and Thrive supported over 17 former residents of Crossways following the closure of the winter accommodation at the end of March 2025. Support has ranged from assistance with immigration cases and Universal Credit claims, to arranging food parcels, mobile top-ups, and furniture provision. In one notable case, ITAC supported a resident as they made the journey from having no access, to establishing a claim for Universal Credit, which in turn extended their ability to access housing placements.

The team continues to provide outreach for individuals with long histories of rough sleeping, many of whom are reluctant to engage with services. This includes attending Team Around the Person (TAP) and TAP Prevention (of eviction) Panel meetings, o�ering essential insight and advocacy that often influences housing and health decisions for high-needs individuals.

Recent examples include:

Local demand continues to rise. The scope of Survive and Thrive now clearly encompasses both post-accommodation and pre-accommodation work responding to need wherever it emerges. It reflects a wider shift for support to be provided “for the journey” rather than stopping and starting at each stay in accommodation.

ITAC will continue to advocate for this shift.

With its agile, trauma-informed approach, Survive and Thrive continues to demonstrate that homelessness support is most e�ective when it is built on continuity, trust, and the freedom to respond where others cannot.

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Supporting people in modular homes

It Takes a City Community Land Trust (CLT) was set up by ITAC in 2020 with a mission to create “somewhere to call home” for those who are homeless. It is a separate organisation with its own Board of Directors, and a di�erent legal structure. Our Chair and Founder is also the Chair and Founder of the CLT. The CLT has focused on the use of o�site manufactured homes on small plots of land. Its first scheme, known as Joy’s Corner, with four small homes side by side, was completed in November 2024 and all four homes happily occupied by February 2025.

Full details of the scheme, the CLT and its plans for more housing schemes can be found at www.ittakesacity.org.uk/community-land-trust.

ITAC is providing the following support to the CLT:

The support service is part of our wider Survive and Thrive programme.

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Supported modular homes do more than provide shelter — they o�er dignity and connection.

Street Storage

Street Storage Cambridge was set up with the vision of providing a safe place for individuals to store their belongings while they are rough sleeping, in temporary accommodation, or in a period of transition. Based on a successful model in London, and in collaboration with Pickfords Cambridge, Street Storage opened its doors in March 2025.

Street Support Cambridgeshire

Street Support Cambridgeshire is our local version of the national Street Support network, an easy to use and mobile-friendly website to direct people seeking help and those providing help to all the services available. The platform provides a reliable, searchable directory of assistance across the County, in partnership with District Councils.

We carried out a detailed review and update of the site entries at the start of the year.

resource for the Information Pillar of the Cambridge Homelessness Charter (see below), with the potential for extensive information on how to prevent homelessness.

More information can be found at https://streetsupport.net/cambridgeshire/

4.2. Advocating for change

In system change

This year, ITAC sta� have contributed to several system-level initiatives, including:

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In women’s services

The Women’s Homelessness Action Group (WHAG) was created by ITAC in 2018 as an independent group in recognition of a simple but critical truth: homelessness a�ects women di�erently , and traditional services often fail to meet their needs. From hidden homelessness and sexual exploitation to barriers in accessing mixed-gender hostels, women face intersecting risks that require gender-specific responses.

The WHAG leads the conversation on how Cambridge responds to women experiencing homelessness. The Haven service was developed with the active encouragement and support of the WHAG.

This year, WHAG’s advocacy work has directly shaped:

Through the WHAG, ITAC ensures that women experiencing homelessness are not only recipients of care but active participants in shaping the systems meant to support them.

Further information about the WHAG can be found at https://www.ittakesacity.org.uk/whag/

In supporting a culture of learning and visibility

Our presence in citywide initiatives — from the Changing Futures network to local church-led anti-social behaviour forums — reflects our commitment to collective learning and transparency. By contributing insight and advocating for lived experience voices, we help build a citywide culture of responsive, joined-up care.

In a Charter to end homelessness

Launched in late 2023, inspired by Prince William’s Homewards initiative and building on ITAC’s original founding vision, the Charter brings together stakeholders from across Cambridge with a clear goal: to make homelessness rare, brief, and non-recurring. During the year we:

body, growing to 80 members representing more than 50 organisations from across the community.

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The Six Pillars theory of change builds on previous ITAC work: interventions and outcomes needed in Data, Information, Housing, Support, Health and Employment, each to be led by a working group, with overall coordination from the Collaboration Group.

The work is facilitated by ITAC and co-chaired by our Chair of Trustees and Cambridge City Council’s Executive Councillor for Homelessness.

The aim is for the Charter to become self-sustaining within three years, with funding, governance, and delivery models built around collective responsibility — not just individual projects or funders.

More information can be found here: https://cambridgehomelessnesscharter.org.uk

“The Charter signals a cultural shift. It’s not just a call to action, but a shared promise — that Cambridge can and will act together to end homelessness.” — Chris Jenkin - Chair of Trustees, ITAC

4.3. Communications and networking

In 2024/25, ITAC continued to develop its communication and outreach strategy to connect people and organisations working to end homelessness in Cambridge. This work is integral to how we build partnerships, mobilise support, and ensure the voices of lived experience shape what we do.

Strengthening Our Online Presence

Our website continues to serve as a platform for updates on ITAC projects. This year, we refreshed the Women’s Homelessness section in response to rising interest and engagement with the Haven project.

Social Media and Direct Engagement

We have grown our social media footprint across LinkedIn, and Facebook, helping us to:

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Our newsletter, which is published quarterly, showcases case studies, sta� insights, and collaborative initiatives. Open rates remain strong, and subscriber feedback continues to inform future content and strategy.

Media and Public Representation

ITAC sta� and trustees have participated in numerous speaking engagements and media appearances this year — from local radio to sector events. These include:

groups such as CHIRN (Cambridge Homelessness Impact Research Network)

Public recognition of our work also grew this year, with The Haven receiving interest from national charity Crisis and praise from public sector professionals for its innovative, trauma-informed model.

We continued to support student-led initiatives such as Embrace, providing materials, motion templates for college JCRs, and guidance on donation drives and volunteering.

While we remain a relatively small charity, our reputation has grown. This year:

Looking Forward

In the year ahead, we plan to:

Whether sharing stories of transformation or mobilising action around unmet needs, our communications strategy is focused on connection — between people, services, and systems. We believe that telling these stories well, and inviting others into them, is fundamental to changing the conversation — and the reality — around homelessness in Cambridge.

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5. Future Directions and Aspirations

projects in operation — Crossways, The Haven, Survive and Thrive (now including support at Joy’s Corner), Street Support Cambridgeshire, and Street Storage — with our role as convener of the Cambridge Homelessness Charter growing in strategic importance.

5.1. Our Vision

We remain grounded in a single, clear aim:

To end homelessness and rough sleeping in Cambridge by making it rare, brief, and non-recurring

To do this, we are charting a path that strengthens not only our services but also the systems around them.

We can only deliver part of the vision, which will “take a city” to achieve. Implementing the vision comes from strengthening our own contribution across our set of key services, and in convening and collaborating with many others, largely through the mechanism of the Cambridge Homelessness Charter, to make changes and fill gaps across the system of services that provide support and help to those who are rough sleeping or homeless in our city.

5.2. Project developments

Crossways – from seasonal shelter to strategic anchor

Crossways continues to set a citywide standard for trauma-informed emergency winter accommodation. Looking ahead:

The Haven – strengthening women’s safety and belonging

As The Haven enters its second year:

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net. Next steps include:

Street Storage – adjustments to increase take-up

Although uptake for the project was initially slow, there are plans to focus on partnership work with other organisations in the city over the summer, and to make adjustments needed to fit the needs of the local context in Cambridge:

Street Support Cambridgeshire – building up its role in preventing homelessness

As noted above, Street Support Cambridgeshire is a key tool in the Information Pillar of the Cambridge Homelessness Charter. We hope to redevelop and re-launch as a central information and access tool, in particular to hold information that all can use to help someone threatened with homelessness.

5.3. Collaborating to end homelessness

We will continue to host and facilitate the Cambridge Homelessness Charter but will expect the rapidly growing Collaboration Group that forms its initial governance, to contribute resources to complement our own, leading in due course to a self-sustaining self-governing movement for change.

Following launch (31st July 2025) the focus is on establishing working groups under each of the six pillars of change.

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5.4. Strengthening the core

As our project and service portfolio grows, so must the core, the management and sta� capacity and capabilities and the financial capacity to oversee the work and ensure resilience. As noted below this is not restricted to funding (especially reserves) important though that is.

Infrastructure

As our portfolio of projects has expanded, so too has our administrative and strategic workload. To ensure we can continue to deliver high-quality services without overextending our small team, we have:

grants and private donors. Recognising the risks of this model — especially as project complexity increases — we have taken the following steps:

5.5. Final thoughts

Our rapid growth will continue into 2025/2026 and 2026/27, in particular as we introduce the new year-round Crossways projects. There is opportunity and risk – in capacity, structures and funding – and alongside the front-line developments and city-wide advocacy the charity will need a strong focus on its infrastructure to provide a solid basis for these and other developments. It is likely that stabilising these developments and aligning them with our advocacy work will take priority over any further developments for the next year. But who can predict the future!

ITAC is here for as long as it’s needed — and is working every day to make sure that need one day disappears.

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6. Financial overview and reserves

from the previous year’s £331,555. Expenditures totalled £448,800 (2024: £312,057), resulting in a surplus of £30,160 compared to the prior year’s surplus of £19,498.

As of 31 March 2025, the charity’s total reserves amounted to £97,592 (2024: £38,107) of which £61,030 (2024: £29,326) were restricted funds.

Our policy is to maintain a reserve equivalent to three months operational expenditure, which was c. £112k for the year.

This shortfall is due to the rapid growth of the charity over the past two years.

The Trustees intend to grow the reserves level, noting that with the continued growth of the charity further e�orts will need to be made to ensure reserves grow to and are maintained at the right level.

We extend our gratitude to the following key organizations for their substantial grants that have bolstered our initiatives:

In addition we are building support from corporates, community organisations and generous individuals:

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7. Trustees’ Responsibilities Statement for period ending 31st March 2025

The Trustees (who are also the directors of the Company for the purposes of company law) are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

company law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of a�airs of the Company and of its incoming resources and application of resources, including its income and expenditure, for that period. In preparing these financial statements, the Trustees are required to:

The Trustees are responsible for keeping adequate accounting records that are su�icient to show and explain the Company's transactions and disclose with reasonable accuracy at any time the financial position of the Company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Approved by order of the members of the board of Trustees and signed on their behalf by:

………………………………………………………

Chris Jenkin BEM Chair of Trustees

Date: 18 December 2025

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8. Independent Examiners Report for period ending 31[st]

March 2025

I report on the accounts of the Charity for the period ended 31 March 2025, which are set out on pages 22 to 33.

Responsibilities and basis of report

As the charity’s trustees of the Company (who are also the directors of the company for the purposes of company law), you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (“the 2006 Act”).

year under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity’s accounts as carried out under section 145 of the Charities Act 2011 (“the 2011 Act”). In carrying out my examination, I have followed the Directions given by the Charity Commission (under section 145(5)(b) of the 2011 Act.

Independent examiner’s statement

Since the Charity's gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of Institute of Chartered Accountants in England and Wales, which is one of the listed bodies.

connection with the examination giving me cause to believe:

view which is not a matter considered as part of an independent examination; or

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.

Mr M Hewett FCA DChA

Dated: 18 December 2025

Peters Elworthy and Moore Salisbury House, Station Road Cambridge CB1 2LA

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9. Presentation of the accounts 2024-25

tatement of fnancial activities
Restricted
Unrestricted income
funds funds 2025 Total 2024 Total
Income (Note 2)
Donations and legacies 84,731 252,474 337,205 21,012
Charitable activities 141,704 - 141,704 310,378
Other 50 - 50 165
Total Income 226,485 252,474 478,959 331,555
Expenditure (Note 4)
Charitable activities 222,208 226,592 448,800 312,057
Total Expenditure 222,208 226,592 448,800 312,057
Surplus 4,277 25,882 30,159 19,498
Transfer admin charges 5,667 (5,667) - -
Transfer Between Funds (11,489) 11,489 - -
Net transfers (5,882) 5,882 - -
Net Movement of funds (1,545) 31,704 30,159 19,498
Reconciliation of funds:
Total funds brought forward 38,107 29,326 67,433 47,935
Total funds carried forward 36,562 61,030 97,592 67,433

The Statement of Financial Activities includes all gains and losses recognised in the year.

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Annual Report 2024/25

Balance sheet

Note
CURRENT ASSETS
Cash at bank and in hand
Debtors and deposits
8
CURRENT LIABILITIES
Creditors: amounts falling due within
one year
9
NET CURRENT ASSETS
NET ASSETS
Represented by:
Unrestricted
10
Restricted
10		 Year ending 31
March 2025
£
135,469
28,050
163,519
(65,927)
(65,927)
97,592
97,592
97,592
36,562
61,030
97,592		 Year ending 31
March 2024
£
147,291
34,817
182,108
(114,675)
(114,675)
67,433
67,433
67,433
38,107
29,326
67,433

applicable to companies subject to the small companies' regime.

The Trustees consider that the company is entitled to exemption from the requirement to have an audit under the provisions of section 477 of the Companies Act 2006 ("the Act") relating to small companies and members have not required the company to obtain an audit for the period in question in accordance with section 476 of the Act.

The Trustees acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of financial statements.

their behalf by:

Chris Jenkin BEM Chair of Trustees

Dated: 18 December 2025

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Annual Report 2024/25

Notes to the accounts

1.1 Basis of accounting

Charities: Statement of Recommended Practice applicable to charities preparing accounts in accordance with the Statement of Recommended Practice (SORP), applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (Second edition October 2019, e�ective 1 January 2019), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) and the Companies Act 2006.

initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.

1.2 Critical accounting estimates and areas of judgement

preparing these financial statements.

1.3 Going concern

expectation that the charity has adequate resources to continue in operational existence for the foreseeable future and believe no material uncertainties exist over charity’s ability to operate as a going concern. Accordingly, the financial statements will continue to be prepared on a going concern basis.

1.4 Charitable funds

Unrestricted funds are available for use at the discretion of the trustees and directors in order to fulfil the charitable objectives outlined.

purposes and uses of the restricted funds are set out in the notes of the financial statements.

1.5 Company status

The Charity is a company limited by guarantee. The members of the Charity are the Trustees named on page 1. In the event of the Charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the Charity.

1.6 Income recognition

Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.

Grants are included in the Statement of Financial Activities on a receivable basis. The balance of income received for specific purposes but not expended during the period is shown in the relevant funds on the Balance Sheet. Where income is received in advance of entitlement of

24

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It Takes a City (Cambridge)

Annual Report 2024/25

receipt, its recognition is deferred and included in creditors as deferred income. Where entitlement occurs before income is received, the income is accrued.

Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation unless performance conditions require deferral of the amount.

1.7 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity are apportioned between those activities on a basis consistent with the use of resources. Central and support costs which are not attributable to a single activity are not apportioned out and held under general funds.

1.8 Cash at bank and in hand

Cash at bank and in hand includes cash and short-term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

1.9 Debtors

Trade and other debtors are recognised at the settlement amount after any trade discount o�ered. Prepayments are valued at the amount prepaid net of any trade discounts due.

1.10 Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

2 Income

Unrestricted Restricted Total Total
funds funds 2025 2024
£ £ £ £
Donations and Gifts 77,731 5,816 83,547 21,012
Grants from Government and other
charities 7,000 246,658 253,658 161,625
Charitable activities 141,704 - 141,704 148,753
Interest - - - 65
Other 50 - 50 100
Total Income 226,485 252,474 478,959 331,555
Total 2024 100,276 231,279 331,555

25

Docusign Envelope ID: D893BDC5-D15F-4FAB-9E16-1FA7DA259067

It Takes a City (Cambridge)

Annual Report 2024/25

2025
Cambridge City Council - Coordination and communication 10,000
Cambridge City Council - Survive and Thrive project 47,000
MHCLG DLUHC - Crossways 2024-25, last of 3 years funding 41,750
Cambridge City Council – Haven project – deferred from 2023/24 85,205
2024
Cambridge City Council (no name) - Coordination and communication 10,000
Cambridge City Council (no name) - Support Survive and Thrive project 20,000
Cambridge City Council (James McWilliams) - Support for Rough Sleepers 20,000
Survive and Thrive Service 2023/24 Year 1
(DLUHC funded via Cambridge City Council).
DLUHC 1000 2401210969 K IT TAKES A CITY C - £45k to DLUHC Crossways 45,000
Grant (Crossways project)
DLUHC 1000 2401210969 K IT TAKES A CITY C - £30k to DLUHC Crossways 30,000
Grant (Crossways project)

26

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Annual Report 2024/25

4 Expenditure on charitable objectives

xpenditure on charitable objectives
Direct costs
Cost of delivering charitable activities
Employment costs
Support costs
Bank charges
Subscriptions
Insurance
Governance costs
Independent examination fee
Accountancy fees
Total expenditure		 2025
£
230,118
208,900
439,018
565
1,192
2,191
3,948
-
5,834
5,834
448,800		 2024
£
169,972
131,170
301,142
385
1,026
635
2,046
2,140
6,730
8,870
312,058

27

Docusign Envelope ID: D893BDC5-D15F-4FAB-9E16-1FA7DA259067

It Takes a City (Cambridge)

Annual Report 2024/25

Support costs
Wages and salaries
Social security costs
Pension costs
Average number of sta�		 2025
£
192,912
11,826
4,162
208,900
2025
No
9		 2024
£
122,369
5,539
3,262
131,170
2024
No
5

No employee earned in excess of £60,000.

Key management personnel

employee benefits in aggregate for the year were £40,832 (2024: £29,345).

Trustees' Remuneration and Expenses

During the year ended 31 March 2025, no Trustee expenses have been incurred (2024 - £Nil).

6 Independent examiners renumeration

dependent examiners renumeration
2025 2024
£ £
Independent examiners' remuneration
- Examination fees 2,445 2,325

7 Taxation

The Company was recognised as a charity with e�ect from 12 December 2019 and from that date is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or s256 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects. Therefore, no taxation falls to be provided for in the accounts.

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Annual Report 2024/25

8 Debtors

Amounts falling due within one year
Accounts receivable
Other debtors
Prepayments

Creditors
Amounts falling due within one year
Trade creditors
Accruals
Deferred income
Taxes and Social Security
Other creditors
eferred income
Opening balance
Balances released in the year
Amounts deferred in the year
Closing balance		 2025
£
25,401
2,449
200
28,050
2025
£
39,740
260
10,000
14,057
1,870
65,927
2025
£
82,205
(82,205)
10,000
10,000		 2024
£
26,886
7,831
100
34,817
2024
£
12,163
14,223
82,205
5,027
1,057
114,685
2024
£
-
-
82,205
82,205

9 Creditors

Deferred income

Deferred income for 2025 is a £10,000 payment by Cambridge City Council at the end of the year to cover costs to be incurred in 2025/26 on providing temporary accommodation for rough sleepers in specific circumstances.

29

Docusign Envelope ID: D893BDC5-D15F-4FAB-9E16-1FA7DA259067

It Takes a City (Cambridge)

Annual Report 2024/25

10 Statement of Funds

For year 2024/25

Unrestricted Funds
Restricted Funds
Charter
Client support
Comms
Crossways
Haven
DLUHC
-
Capital
Incubator Funding
Street Storage
Survive & Thrive
OASISS Ukrainian Support
Total for all restricted funds
Total funds		 Opening
Balance
Income
Expenditure
Transfer
of admin
charges
Transfer
from
general
funds
Balance as
at the end
of March
2025
£
£
£
£
£
£
38,107
226,485
(222,208)
5,667
(11,489)
36,562
-
26,833
(18,736)
(5,667)
-
2,430
-
1,650
(975)
-
-
675
-
25,000
(36,489)
-
11,489
-
6,860
45,750
(49,187)
-
-
3,423
-
95,702
(73,346)
-
-
22,356
3,197
-
(3,197)
-
-
-
-
9,490
(6,458)
-
-
3,032
17,623
47,100
(35,609)
-
-
29,114
1,646
950
(2,596)
-
-
-
29,326
252,475
(226,593)
(5,667)
11,489
61,030
67,433
478,959
(448,800)
-
-
97,592

other projects.

Funds with similar purpose are amalgamated above, as follows:

Charter – collaborative programme to advocate for ending homelessness in Cambridge

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Docusign Envelope ID: D893BDC5-D15F-4FAB-9E16-1FA7DA259067

It Takes a City (Cambridge)

Annual Report 2024/25

Comms – communications and promotion of all projects

Crossways – winter shelter accommodation for rough sleepers

Haven – safe space and services for vulnerable women. Subsumes previous fund called WHAG.

Street Storage – provision of safe storage for rough sleepers’ carried bags and items

Survive & Thrive – provision of support to those in various accommodation settings

OASISS Ukrainian Support – provision of support to homeless Ukrainians

31

Docusign Envelope ID: D893BDC5-D15F-4FAB-9E16-1FA7DA259067

It Takes a City (Cambridge)

Annual Report 2024/25

For year 2023/24

or year 2023/24
Unrestricted Funds
Restricted Funds
Crossways
Comms
DLUHC
-
Capital
Incubator
Funding
Survive & Thrive
OASISS Ukrainian Support
WHAG
Total for all restricted funds
Total Funds		 Opening
Balance
Income
Expenditure
Transfer
from
general
funds
Balance
as at the
end
of
March
2024
£
£
£
£
£
38,577
100,276
(37,405)
(63,341)
38,107
135
143,358
(192,141)
55,508
6,860
-
39,560
(45,687)
6,127
-
3,197
-
-
-
3,197
-
40,000
(22,377)
-
17,623
5,443
3,358
(7,155)
-
1,646
583
5,003
(7,292)
1,706
-
9,358
224,419
(274,652)
63,341
29,326
47,935
331,555
(312,057)
-
67,433

11. Analysis of Net Assets

11. Analysis of Net Assets
Unrestricted Restricted Total Funds
**Current year ** Funds Funds
 2025
£ £ £
Current assets 92,489 71,030 163,519
Current liabilities (55,927)
 (10,000) (65,927)
Total net assets 36,562
 61,030 97,592
Prior year Unrestricted Restricted Total Funds
Funds Funds 2024
£ £ £
Current assets 70,577 111,531 182,108
Current liabilities (32,470)
 (82,205) (114,675)
Total net assets 38,107
 29,326 67,433

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It Takes a City (Cambridge)

Annual Report 2024/25

12. Related Party Transactions

No trustees or connected persons have received any payments from the charity during the year (2024: £Nil).

Community Land Trust”. The charity’s Founder and Chair is also the Society’s Founder and Chair. The work to develop and bring to operation the modular home scheme for people who are homeless, now known as “Joy’s Corner”, involved both organisations. The potential for a conflict of interest is understood and managed by ensuring that other Trustees/Directors in both parties approve any transactions between the two organisations.

33