Charlty registration number: 1190859 Balance (Support) CIO Annual Report and Financial Statements For the Year Ended 31st March 2025 Balance (Support) CIO Contents Page Charity Reference and AdmIn￿tratiVe Details Chairfs Statement Trustee5' Report Independent Auditorfs Report 18 Statement of Financial Activities 21 8alance Sheet 22 Statement of Cash Flows 23 Notes to the Financlal Statements 24 Balance (Support) CIO Charity Infomiation Charity rngistratlon number 1190859 Trustees M RemarGzyk (Chalr) l Davison P Henson S Kuchar N Mauger A Subburaj S Weerasinghe Chiaf Executive Officer G Slevonson Reglstered office Guildhall 2 High Street Kingston upon Thames KT1 1EU Auditor UHY Ross Brooke Chartered Accountants Windrush Court. Abingdon Business Park Suite I, Blacklands Way Ablngdon OX14 1SY Bankgrs The Cooperative Bank 1 St. Pgters Square, Stockport, Cheslre, SK1 1NX Balance (Support) CIO Chalrfs Statement For the year ended 31$1 March 2025 This last year has been very critical for Balance. Like all charilies, we have seen the impact of economic turbulence. the cosl-of-living crises and other factors paired with a hunt for labour and talent in the sector. Charities are now relying on donations from only 500A of the population people, down from 58Vo in 2019 - equivalent to approxtmately four million fewer donors. In the last year, charity sector spending grew by almost 10°A, but income only grew by less than 70h. This left many chari118S With little headroom and almost half of all charities spent more than they received. With fewer people giving, charities are focusing mor8 on retaining existing donors, especially major donors, rather than costty acqui511ion campaigns. One of the issues we face specifically is stagnant funding from the Royal Borough of Kingston IRBK) whilst our cost base steadily increases. Impacted by cuts, too, RBK'S ability to respond to our basic needs to continue a viable service to users is limited. Despite all these sector challenges as well as specific challenges faced by Balance, I remain confident as there are plenty of opportunities. too. Balance's transformative capabilities which were proven during the takeover and integration of the Wandsworth service - substantially improving underperforming services and Iransfomiing these acros5 Greater London support our strategy to diversify our reach and thus reduce reliance on very few boroughs. The charity is building relationships with new boroughs. too. Engaging with for instance Ealing and Merton and exploring opportunities to partner drives the diversification agenda. Although the charity leveTages technology today, as innovation driv8S technological advances, there is continued scope for Balance to digitise ils operation5 to generate operational efficiencies. Lastly, we will begin to make a better use of The Slud, our nursery in Home Park. The investment in a new kitchen and equipment will not only benefit users and staff but will also enablg Th8 Stud's use as an outward facing tool. Public can be invited to walk-ins, or events - such as the one planned during th9 summer 2025. This will increase our outreach, public awareness and brand recognition with the potential lo attract more users and volunteers. As we transitioned into a new set of services and completed the integration of the Wandsworth service- about doubling the size of our operation, we go through a phase of stabilisalion operationally but also financially. The past year saw growth in revenue and reseNes as we p￿etrated additional markets. a moderate surplus. Balance's overall financial situation is positive. I would like to thank our highly dedicated team as well as volunteers. The passion for the wellbeing of our users ensures that we eonsistendy deliver the best services we can. The trustees and l are well aware of the immensely positive impact of the CEO, Guy Stevenson, on th& charrty's growih. We acknowledge also the contribution of Emma Whitehead and Onyekwere Ogueri as well as the wider management team. Their eommitment and hard work are an essential factor in the success. l am very grateful to the tnjstees for their eontribution during these p8sI 12 months. They dedicated their time, brought in their skills and domain expertise to support the board and the eharity's management Finally. I would like lo thank Balance's users and families for their trust, cooperation and continuous feedback that enables us to further Improve how we seNe. gne arcin Remarczyk Chair of the Board of Tr ees Date 16th October 2025 Balance (Support) cio Trustees, Report For the year ended 31" March 2025 The trustees present their reF)Ort and the audlted financlal statements of the charity for the year ended 31$t March 2025. The trustees have adopted the provisions of the Statement of Recommended Practice ISORP) °Accounling and Reporting by Charities" in preparing the annual report and financial statements of the charity. The financial statements have been prepared in acGordanrE with the accounting policies set out in notes lo the accounts and comply with the charitys governing document, the Charities Act 2011 and Accounting and Reporting by Charities.. statement of Recommended Practice applicable lo charities preparin9 their aGcounts in accordance with the Financial Reporting Standard applicable In the UK and Republic of Ireland published in OGtober 2019. Structure, governance and management Constltutlon The Charity Is reglstered Trmth the Charlty Commlssion as a Charitable Incorporated Organisalbon and its goveming document is Its constitution. The charity was formerly operating as a CIC and the process of Gonverting to a charity was completed on 14 August 2020, when it was registered with the Char¢ty Commission. Trustees of the Charity The trustees who have $eNed during the year and since the year end were as follows= Marcin RemarGzyk Paul Henson Stef8n Kuchar Neil M8uger Laura di Bonaventura {until 20th May 2025} lan Davidson Anjali Subburaj Sarath Weerdslnghe Method of appolntment or electlon of truslees There have been no changes to the board in 2024125. Though in for the new financlal year the charity will launch a campaign to upgrade a number of skills on the board. Principally finan¢e, ¢ommunicatlons and HR. Pollcles and procedures adopted for the InductSon and tralnlng of tru$toe$ All new Trustees are sent an induction pack. which gives appropriate informatlon about the charity and the Trustee Role. They are also expected to read the guidance for Trustees available from the Charity Commission and lo speak lo an appropriate member of staff if they require fvrther information or clarificatlon. The charity through ils partnerships with Leading Governance, NCVO and ACEVO ensure regular compliance and d&velopment training for its trustees. Organlsatlonal structure, Related partles and other charities and organisatlons The Board of Trustees meets quarterty to decide on matters that are the prop8r business of the Board, Includlng setbng the Strategy for the charity. Fmm time lo time a small group of Trustees may be asked to form 8 working paty lo consider a particular asped of managemenl or governance and report back into the full board with recommendallons. Day to day management of the charity is delegated lo the Chief Execulive and Senior Management Team who are responsible for the delivery of the strategy and who also advise and provide information for the Board. The major rlsks lo the organisatlon are reviewed regulady underthelurisdiction of the Risk Oversight Committee, evaluated and updaled as necessary, and overseen by the board of trustees as part of ils governance obligations. Balance (Support) CIO Trustees, Report For the year ended 31GI March 2025 The Charity's Values The charity as part of its broader review of strategie priorities reaffimied ils ￿)mMitMent to Its slx cor8 values and see these as central lo Its business development priorities up to 2025. These valtjes shape both ils commitments to those the charity supports, employs andlor contribute their time and knowledge to its work. They are summarised as follows: Partnership Professionalism Staff Recognition Independence Sustalnabillty Empowernient Working effectivety with other services Providing a reliable and high-quality service Valuing each other in our daily work Helping people lo live the lives they want Protecting the future of our work Helping people lo have a voice Aims and activities Purpose and aims The charity's purpose is summarised as the following: The relief of thc6e In need by ￿8$On of youth. age. i[￿heatth. disabilty, financial hardship or other di%athantage forthe public benefft by provKJing support and guidance to disadvantaged persons and therfamflies, in particular, but not limited to persons with leaming disabililiesl8utism and those with mental heath condrtions, by the provision of actommodation. support serV￿e5, ernployment support. day care and any and all such other facil￿'8S as may be reqUI￿d lo enab￿ and support them to experience fulfilling INes and which maximvze their invofvemenl in thg o)mmunrty and improve their quafty of lffe. To promote social inclusK)n forthe public benefft by preventkng pwle from becoming KLIal￿ excluded, reliwng the neeAs of those people who are soc7alty exctuded and assi8llng them to integrate into s￿ety. Alms, stratggles and actlvltles Our prlmary strateglc Alms Aim1 That we build servic85 that ar& financially sustainable and resilient to changes in local markets. That our interventions are qualty assured and deliverconslst&ncy across our operations and development practice. That the skills. abili118s ar¢d knowledge of Ihose who work for us or use our services are c8ntral to how wa design the work around them. That our operations ar8 scalable, larggted and appropriate to our core buslness Alm2 Alm3 Alm4 Balance (Support) CIO Trustees. Report For the year ended 315t March 2025 The key areas of service delivery There has been some change in the charity's key areas of operations since 2022123, but trtese continue to align with its haritable purpose and operational values. Service Aroa Servl¢e component Supported Living Outreach Description of Sgrvico The Outreach service supports those with leaming disabilities, mentsl health illness or autism living within the boroughs of Kingston. Richmond and Wandsworth to Iwe independenlty in their community The Supported Living Houses Service supports adults with mild lo moderate learning disabili118s, or autism living independenlty with others in shared accommodation A supported employment service for people who have a learning, physical or sensory disability and who live in the boroughs of Kensington & Chelsea and Westminster The day opportunities service is delivered from siles in the borough, providing multi-disciplinary support lo people with profound and muttiple leaming disabilities. The oommunty garden offers a welcoming and supportive environmont for people to leam and develop skills. The site has raised beds, polytunnels, greenhouses and a walk4n Chicken coop The charity offers a range of volunteering opportunities from leading the charity as a trustee to helping cultivate its horticultural ace at the Stud Nurse Communlty Support SeThlces Supported Living Houses Employment Support Servlces Supported Employment Day Opportunitios SeThlces Wandsworth Day Opportunities Service Hortlcultural Sorvlce8 The Stud Voluntegrlng All operational departments Publlc benefrt statement The trustees have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the Charity's aims and objectives. and in planning ils future aclivilie5. In particular, the trustees consider how planned activilies will contribute to the aims and objectives that have been seL The primary public benefrts relate to the development of services that support the independence of vulnerable people with leaming disabillties andlor enduring mental heaith needs. The charity Is responsible for the development and delivery of a range of ¢ommunty-based servi¢es in Southwest and West London. Fundralslng Standards Informatlon Fundraising activity has been limited. with the major part of revenue generated through contractual sources and some monie9 from Pfivately contracted services. grants and gift in kind investment from corporate and community partners. Despite thls, the Charity remains mindfvl of its obligations under the fiJndr8ising code of practice, with an undertaking to ensure the following.. Balanca (Support) CIO Trustees, Report For the year ended 31st March 2025 That GDPR obligations have been applied al all times, and that the Charity at no time has made unsolicited approa¢he5 unless express pemission has been granted. That the Charity is registered with the Fundraksing Regulator and h&5 adopted the ¢fft ftJndraislr@ principles set out by them in ts Fundraising Ccxje of Practice. 11 has not used the seNlceg of an extemal &Jenw to support ts fvndraising actwlties, but were ittr) do so, wi)uld require adherence to the same national standarrls andlor registration with a recc¥Jnvzed scheme. Monitoring fijnthaising thty during the year has not idenlffied any practKes that could be deemed as failwu to meet those same naliortal standards. There were no complaints in Telation to the charitys fundraising acbvitses duriNJ the year. Achievements and performance General Introduction The overall pidure for the charity has been one of progress during 2024125. Revenues have continued to increase, new client referrals havg improved, corporate KPI'S have been subslanlially delivered ahead of deadline, and the charity has generated revenue surplusgs for the fourth year in row. The Charity has actively worked on its quality slandard5 through a programme of evaluation, training and development. Realigning its recruitment and retention approach to its charitable values. increasing ils leadership and co-production mglhodology via a broader involvement of thosg using ils seNices and reviewed its policy environment lo refiect its changing operational prospectus. The year has not been withoLrt its ¢hallonges. Growth has placed demands on capacty. Aligning the competencigs and skills of staff transferred to Ihg charity at the end of 2024 in the Wandsworth services for example, has demanded onsiderably more lime and ft)cus than initially planned. Staff retention, particularly for staff transferred as part of its TUPE arrangements in 2024 has proved more fluid than anticipated. And the pressure lo renegoliale and update some of strategic contracts to align with cost pressures outside the charity's control continue to be an area of concern. Broadly though. this has been a good year, wtth some positive achievements. Pgrformance Hlghlights Highlights for the year indude the following key achievements: Revenue gr￿th forlhe ￿WaS 72% highw than that reg￿tered for2023124, generalirKJ a suwus of£193,388 at year end. Full integration of the Wandsworth seNices into the charity including all digital Manage￿nt and operating systems, delMerir4J training to 811 staff trj ensure cornpliance wth its qualty staThdards arKi streamlinirvJ management and administration to generate effiuencies in prLxJuctwty and costs. Opening the new kitchen and training resource at the chaiitys horUculbJral servlces at the Slud conynunty garden and nutsery. Growing new strategic and ￿ntrac*ual rela￿nShIpS wrfh the London B{￿ugh$ ofEaling. Merton and SW London B, increasing revenues, opporlunthes and wider postl•)ning of the and ts work. Balance (Support) CIO Trustoes. Report For the year ended 3151 March 2025 General Performance The charity has continued to build its portfolio of services. increase its operational geography and develop new contractual relationships. It h85 gmwn its revenues as a resuS1 and has entered new markets as 8 registered supplier of Specialist services. widening recognition of the brand. ils work and ils quality standards. The takeover of One Trust operations in Wandsworth and Ihe consequent TUPE transfer ofstaff brought with it a range of issues related to skills. knowledge and opwational cuKure. Consider8blewc** in restructuring the busin￿, its administralwe support systems, the working approach of staff and theircommitment to change up more time and ￿derShip capacty than had been anticipated. However. a business that was loss making at transfer is now delwerir¥J surplus revenues into the business as a whole. The charity has maximEed e￿lencY gans by shrinkiro the management and admini%tration that was inherited al transfer. sUbstsntia1￿ reduced leve15 of sickne&s and the subsequent recourse to agency, and reshaped the qualty standard$ and govemance. I cuThent contracts were renegotiated in year. resufang in improved temts agalnst 3)23124 positscfi. and ensuring th8 charity's forecast position to 2030 remairts reasonabty secure. Grant investment into the IKJthultural operntions deiNered reftJrtrAshed Offi￿ spa￿. waslyooms, a new kbtchen and wojtspaces and a suite of raised LEds lo enable better disabled access. This worf( could not have been athieved without the support offunders such as the National Lottery Communty Fund. Wandsworth C￿rnunty Grant, Royal Borough Kingston Resilignce Fund and Finis Scott Foundation. Further leveraging the chaiiws abilty to delwer AQA registered training, incleased retail and communty partnership options, as well as agreement with the Royal Borough of Richmond for addthonal grant support in 202510 suprx)rt pyoduct develcyment in the ￿tchen at Ihg slud. Corpuate and comnMJnty patherships with Go Gohlng. lfjng51on Adum Education Service and Go Cook have a released a range of in kind beneffts and athities into th8 charity. The charity WCMJld a￿0 like to thank all thosg organisations for their continued commitment to the thanty arml its worL The financial p05faon remains positNe. Vvith five cons&utNe yeats delweriig su￿lUS85 nto the busingss f( has been able to grow ts reserve5 from £425,333 in 2024 to £618,721 at year end 2025. GNen the charivs growth remains below the prefetTed target Multip￿ of 3 months operating costs. kyJt at circ2 2 months is an improvement on th9 2024 figure of 1.08 months. The charity, thanks lo fvndlig frc*m the National Communty Lottery has increas&J the nUm￿r ofvdunteers supwbng aclTrity to 12 exduding trustees in Awil 2025 Compared to 6 the year Ffeviousty. And the hours thatthey dedicatg to the c￿janiSation from 1,170 hours in 2023124 to 2,364 in 2024125. Balan￿ (Support) CIO Trustees, Report For the year ended 31sI March 2025 Key Performance Metrics for 2024/25 Ovèrall Perfomian¢o Total operatlonal highlights for the year included the following principal achievements. Total number of Individuals supported by Ihe charlty In year The number of registered users of services remained generally consistent with the previous year, despite some movemerst in and out of the charty across all its operations other than Employment. And whilst the numbers in receipt of support in most services were lower, the number of contracted hours incr8ased on the previous year. Total reaistered users 2024125 94 9• 83 83 65 45 41 HCrt￿￿ltL't￿ rm.FIty￿.$rt ts CLcréach CS HcL£- 3y CpF5 Total number of new referrals in year New referral starts were more wnsistent with the eharity's historic averages as a total for 24125, than that for last year. Increases into the outreach service stemmed primarily from an uplift in mental health referrals. The Employment Service saw a fall In new referral starts owing to lower staffing capacity and the impact of changes amongst some of ils strategic partners. All new referral starts in Wandsworth were from sources other than the LB Wandsworth. Total nei4J referral Siarts 202412) Ea 65 ETFlTtr￿.t C5 crlicL 10 Balance (Support) CIO Trustees, Report For the year ended 31st March 2025 Source of referral all servlces The growth in new referral starts from a wider sel of contractlng authorities reflects the ch8ngeg to the charity's gecxjraphy of operations and its wide market recognition as a provider of strengths and values-based services. Total support outcomes reviewed 73 70 65 54 50 40 27 30 20 12 12 io 2023124 • 2024125 Total number of supported actlvltles The total number of supported activities across the charity grew against reported outputs for 2023124 from 89.202 to 128,734. reflecting the growth in the charity's operations. Falls in Horticulture and Supported Living Houses resulted from changes in the number of a¢tive users of the service changing in year. And Wandsworth growth was down, ils having a full year lo fully register its client-based activity. Tcra sui:F- Gnt6C¥S dy£knJ&5 8251 478?6 ?4663 ?É Jlg S4a3 421 105 ?89? =Llxre ￿LtrE¥. Totsl numb8T of face to face Contacts Contact hours increasgd ovgrall for all services. The total based on contraclgd values in 2025 against those for 2024 incrBased by 108tyA from 69,000 to 169,206, reflecting both the growth in operations and increased rates of per Capita contracted hours relative lo the previous year. Employment sits at some variance to other services as its face-to-face contact time is limited by staffing capacity and the type ofsupport on offer. Total face to face contact5 2023124 m 2024125 Balano (Support) cio Trustees, Report For the year ended 315t March 2025 Other Performance Highlights Strongths Basgd Evaluation and Support Completgd Support Evaluations The charity contlnued to develop its slrengths-based evaluation and support tools in year. Reviewing methodology, maintsining training and learning for staff and improving compliance with wider good practice govèrnance. There were 322 new support outcomes c￿prOduced with users of servltss in 2024125. New outcomes agreed by department 150 118 loo 52 so 22 19 Horticultu￿ Employment C5- outreach CS- Houses Wandsworth Day Opps Totsl Outcomes Revlewed There were 507 support outcome rewews during the course of the year. reftecting more active use of Ihe support progr8mme methodology by staff and users across the business. Total support outcomes reviewed 300 250 200 Iso loo 50 242 131 65 45 24 Hortlculture Employment CS- Hou5e5 Wandsworth Day Opps Outreach Outcome Impact Outcome impatt at revlew Self-assessment at revlew of the Impact of interventions and activities agreed during the year showed general improvements in confidence against the initial baselines. This aligns with evaluation via the client survey which also underlined the growth in confidence of those uslng the charity's services following support from its staff. 2r 150 IDO 50 Little crne dence crf(1e￿e con", dence ConfderKe 12 Balance (Support) CIO Trustees, Roport For the year ended 31st March 2025 PercentaEe change in tonf Idence There was a 47¥v improvement in the number of retums Indicating people fe confident as a result of the charity's support. Nlh a 310A improvement in those citing a hlgh confidence. For those who stated they continued to have little or no confidence the charity saw an 18D reduction overall based on the evaluated response following review. No ccnf'.dence Lu'e ccrfOe￿e <¢me=onf.,dence ConTd￿e jrh c0nr.￿er￿e 47% Other Qualitative Measures The ch8rlty conducted a number of In year surveys.. for those In receipt of its work and for ils staff who deliver it. Results subslantlale the impact of work undertaken to restructure operations and quality assuranco approath since 2022. Based on the charlty's six operational values, data from each provlded the following key metrics.. What people using the charlty's serrflces tell us From a survey sample lolaling 139 people using its From the same samplg 68°k stated their qualty of lrfe services 140Yo of those registered wllh the charity in remained high as a result of the charity's continued 20241251, 98'A indicated the charity's work makes their life support. better. Our support interventions make your life better Quality of life ratingfollowing our sUPPOrt Ye54nJNo. l*- No. 147 I PoDr 2Lv * 3 M￿d￿l Ye5.98* 5Hiih 107177% of the survey total) of those surveyed said their confidence had improved following support provided by the charity's staff and volunteers. 82% of those surveyed told the charity they would give us five stars for its work and support. 13 Balance (Support) CIO Trustees, Report For the year ended 31st March 2025 Level of Confidence following our support H<)w many stars would you rate our service 15% Got better a Got bvorse Stas'ed the same 82%- What our staff tell us Of the 50Yo of th8 permanent staffing eslablishm8nt who 76% iold stated their ideas were listened lo. responded to thg annual internal suNey, 82Yo said they get enough praise for their work. Do you get enough pralse foryour work Are your Ideas listened to and acted on 5% 5% 5% 14% Nct r: Depreciation charges Interest receivable Loss of disposal of fixed asset Decreasel{Increase) in debtors (Decreaselllncrease in creditors Nel cash provided by operating activili8S 23,120 (4.7051 340 214.748 135.001 291,890 11,578 13,9251 772 1428,5391 174,716 1243,3261 Cashflow from Investlng Intgrest received Purchase of tangible fixed assets Net cash (used in) investing activi118S 4.705 56,484 151,779) 3,925 45.779 141.854) Changè In cash and Ga$h equivalonts In the ygar 240,111 (285,180) Cash and cash equlvalents brought forward Cash and cash equlvalents carrled fobv48rd 321,845 561,956 607.025 321.845 Analysls of cash and cash equlvalents Cash at bank 561,956 321,845 23 Balance (Support) CIO Notes to the Financlal Statements For the year ended 3151 March 2025 Charity infomiatlon Balance Isupportl CIO {the 'charity'l is 8 Charitable Incorporated Organisation I'CIO'I. registered in England and Wales and constitutes a public benefit entity as defined by FRS 102. The address ofthe registered office is Guildhall 2, High Street, Kingston-upon-Thames. KT1 1 EU. Account5ng Policies 1.1 Basls of preparation The financial slalements have been prepared in accordance wtth the Charities SORP {FRS102) (Second Edition) Accounting and Reporting by Charities.. Statement of Recomrnended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (effective 1 January 20191. the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011 and UK Gener￿lY Accepted Accounting Practice. The financial statements have been prepared on th8 going concern basis and under the historical cost convention. The financial statements are presented in sterling which is the functional currency of the charity and rounded to the nearest pound. The signfficant accounting policies applied in the preparation ofth8se financial statements are setout below. These policies have been consistently applied to all years prgsented unless otherwise stated. 1.2 Going ¢oncem The Trustees assess whether the use of going concem is appropriate i.e. whether there are any material uncertainties relaled lo events or conditions that may cast significant doubt on the abilty of the Charity to continue as a going concem. The Trustees make this assessment in respect of a period of at least one year from the data of aulhorisalion for issue of the financial statements. Whilst the closure of Woodbury continues lo present challenges lo the sustsinability of the charity, the Trustees have taken further steps to mitigate the impact of this. Additionally, they have considered the existing contract temis and consider the charity lo have sufficient resources to Continue to operate for at least 12 months from the date of these accounts. The TTUStees have carefully considered the evldence as to whether or not the Charity cont6nue5 to be a golng conc8m and have concluded that it is. 1.3 Income rocognition Ilems of income are recognised in the flnanclal ststements ￿en all of the following criteria a￿ met: The charfty has entitlement to the funds,. any performance conditions have been met or are fully within the control of the charity. there is sufficient certainty that receipt of the income is considered probable., and the amount Can be measured reliably. Contract Income trom the provision of professlon81 services is recognised as the charity earns the right to consideration through the perfomiance of those seNlces, when the stage of completion. costs incurred and costs to completion can be estimated reliably. No amount is included in the financial slatements for volunteer tlme In Ilne wlth the SORP. 1.4 Expenditure recognition Expenditure is recognised once there is a legal or constructive obllgallon to make payment to a third party, it is probable that settlement will be required and the amount can be measured rellably. Expenditure is classified under the following activity headings: Costs of raising funds which comprise those cosls assodated ￿th seeklng donations and grants 24 Balance (Support) CIO Notes lo the Flnanclal Statements For the year ended 31st March 2025 Expenditure on charitable activities which comprises the costs of running the various activities and sejvices for the charity's beneficiari6s. ExpendibJre includes those costs of a direct nature which can be allocated to a specffic acliwty. It also include indirect cost5. including govemance costs that do not relate to a specific activity but are necessary to support them. Support costs are apportioned to each activty on the basis of staff time. 1.5 Interest rocgivable Interest on funds held on deposit is included when receNable and the amount can be Tneasured reliabty by the Charity,. this is normally upon notification of the interest paid or payable by the institution with whom the funds are deposited. 1.6 Fund accountlng Unrestricted general funds are those funds which are freely available for use in furtherance of the objects of the charity and which have not been designal8d for specific purposes. Restricted fvnds are funds which can only b8 used in accordance with specific restricttons imposed by the donor or which have been raised for a particular purpose. The purposes and uses of the restricted funds are set out in the not8s to the financial statements. Investment income, gains and losses are allocated to the appropriate fund. 1.7 Fixed assets and depreciation Tangible fixed assets are initially measured at cost and subsequently measured al c09t or valuation, net of depreciation and any impairment losses. Depreciation is provided so as to write off the cost of each asset over its estimated usefijl lrfe at the following annual rates: Computer equipment Other Equipmenl, Furniture and Fittings 4 years straight line 4 years straight line At each reporting date the Charity assesses whether there is any indication of impairment. If such indication exists, the recoverable amount of the asset is determined lo be the higher of its fair value less costs to sell and ils value in use. An impaimient loss is recognised where the carrying amount exceeds the recoverable amount. 1.8 Cash and cash 9quivalgnts Cash and cash equivalents include Cash in hand, deposits held at call with banks, other short-temi liquid investments wlh original malurrties of throe months or less. and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities 1.9 Flnanclal Instruments The Charity only has financial assets and financi81 liabiliti8s of a knnd that qualify as basic financial inslnjments. sic financtal instruments are initially rgcognised at transaction value and subsequently measured at their $9tt1gmant value with the exception of bank loans which are 5ubsaquentty measured at amortised cost using the effective interest method. Debtors and ¢redilors with no slated interest rate and receivable or payable within one year are recorded at Iransadion priGe. Any losses arising from impairment are recognised in expenditu￿. 1.10 Leases Operating lease rentals are charged to the Staternenl of Financial ktivities on a straight line basis over the period of the lease. 25 Balance (Support) cio Notes to the Flnan¢ial Statements For the year ended 31st March 2025 1.11 Pensions The Charity operates a defined contribution pension scheme. Contributions payable to the Charity's pension schemes are charged to the Statement of Financial Activities in the period to which they relate. The Charity also contributed to tsvo defined benefit schemes for employees: Ihe I￿al govemment F*nsion scheme for approximatety 6 former employees of the Royal Borough of KirMJston the local govemment PWtsK)n stheme for approximatety 15 forner employees ofwandsworth Borough Council It Is not wssible for the charltyto obtain sufficient information to enable itto accountfor these schemes as a defined benefit scheme and it therefore accounts for the scheme as a defined contribullon scheme. The local authority will set the contributlon rates each year for employees. All such payments are then charged directly to the Statement of Financial Activities. 1.12 Redundancy costs Redundancy and temlnatlon costs are recognised immediately a5 an expense when the Charity is demonstrabty committed to terminate the empbymenl of an employee or to provide termination benefrts. 1.13 Critical accounting estimates and Judgements In the application of the charity's accounting policies. the trustees are required to make judgemgrits, gStimate5 and a$sumplions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from the58 estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the perlod of the revlsion and future periods where the revision affects both current and fvture period. Donations and Lggacigs Unrestrlcted Funds Restrlcted Funds Totsl 2025 Total 2024 Donations 12.140 12,140 10,038 2,342 27.460 Grants: 10,038 12.140 10.038 22,178 29,802 26 Balance (Support) CIO Notes to the Financlal Statoments For the year ended 31st March 2025 Income from Charftable Actlvlties Unrostrirted Funds Rgstrlcted Funds Total 2025 Total 2024 Contracts Woodbury Care Home Local Govemmenl Employment Local Govemmenl Supported Living Local Govemment Horticulture Local Govemment Day Opportunities Local Govemment Transport NHS Funding South West London CCG 221.468 173,259 1,078,734 123,637 383,616 54,728 129,300 85,378 1.092,892 167.223 2.231.145 283.020 85,378 1,092,892 167,223 2,231,145 283,020 Other income from charitable aclivili8S 195,174 195,174 164,004 4,054,832 4.054,832 2.328.746 Inv9Stment Income Unrestricted Funds Restricted Funds Totsl 2025 Total 2024 Bank interest 4.705 4.705 3,925 Expenditure on Charltabl¢ Actlvlt10S Direct Costs Support Costs Total 2025 Total 2024 Staff costs Premises Administration costs Residents care and welfare Transport Prof, Licens9s and subscriplions Govemance Costs (see note 8) Depreciation 2,742.060 242,427 14,197 129,620 69,334 270,829 73,995 241,313 3,012,889 316,422 255,510 129,620 69,334 72,614 8,820 23.121 1,998.356 133.412 113,790 29,714 22.835 41.717 9.000 11,578 72,614 8,820 23,121 3,197.638 690,692 3,888,330 2,360,402 27 Balance (Support) CIO Notes to the Flnan¢ial Statements For the year ended 31. March 2025 Analysls of Expenditure by Activity Direct Costs Support Costs Total 2025 Total 2024 Woodbury Supported knving Employment Servlce Horticultural Services Day Opportunities Other Activits'es 188.832 1,274,617 212,436 188,833 495,684 861,854 67.329 131,872 1.982.667 153.917 186,161 14,543 28,484 428,257 33.246 1,048,015 81,872 160,358 2.410.924 187,163 3.197.639 690.691 3,888.330 2,360.402 Govgrnance costs Total 2025 Total 2024 Audit fees 8,820 9,000 8,820 9.000 Net Incomel(expendituro) Totsl 2Q25 Total 2024 Auditor's remuneration Depreciation Operating lease rentals 8,820 23,121 161,285 9,000 11,578 59,520 Trustee Remuneratlon and expenses The tfuslees neither received nor waived any remuneTation during the year {2024.' £nil). No Trustee rece￿ed any expenses during the year {2024.' £nill. 28 Balance (Support) CIO Notes to the Flnan¢ial Statements For the year ended 31$t March 2025 10 Staff costs Charltab19 Costs Support Costs Total 2025 Total 2024 Wages and salaries SoGial seGurity costs Pension costs Other staff related costs Redundancy Agency Staff 2,059,947 188,546 114,843 41.272 22.103 312.987 222,492 22,973 8,689 19.036 2.282,439 211,519 123.532 60,308 22,103 312,987 1,603,677 151,858 80,180 38.713 2.903 114.030 2,739,698 273.190 3.012,888 1,991,361 One employee received total remunèration above £60,000 excluding employerfs national insurance and pension costs, in the £70,000- £80,000 band. (2024.. One in the £70,000 - £80,000 band) The average number of employees analysed by function was.. 2025 Number 2024 Number Direct charitable activities Management and administration 80 86 60 The tolal amounl of Bmployee beneflts recefved by key management personnel was £90,325 (2024: £83,753). Under FRS 102 employee benefits Include gross pay. benefits in kind, employer's national insurance and employerfs pension costs. 29 Balance (Support) CIO Notes to the Flnanclal Statements For the year ended 315t March 2025 11 Tanglble Flxed Ass•ts Computer Equipment Furniture and Equipment Total 2025 Total 2024 Cost Al 31 MarGh 2024 Additions Disposals 54,990 34,625 55.440 1340) 89,615 56.484 (340) 55,103 45,778 {11,267) At 31 March 2025 56.034 89.725 145.759 Dgpreciation At 31 March 2024 In the year Eliminated on disposal 24,350 9.369 11,389 13,751 35.739 23.120 34.656 11.578 110,4951 At 31 March 2025 33,719 25,140 58.859 35.739 Net book value At 31 March 2025 30,640 23,236 53.876 20.447 At 31 March 2024 22,315 64,585 86,900 53,875 12 Debtors 2025 2024 Trade debtors Prepayments and accrued incomg other debtors 209,876 124,463 392,139 154,911 2,037 334 339 13 Credltorn - amounts falllng due wlthln one year 2025 2024 Trade Creditors Accnjals Taxation and soclal Security Other Creditors 30,970 59,521 132,892 141,090 78,345 68,731 139.738 212,659 364,473 499,473 30 Balance (Support) CIO Noles to the Financial Statements For the year ended 31. March 2025 14 Operatlng Lease CommStments Total future mlnlmum lease payments under non-cancellable operating leases are as follows.. 2025 2024 Due within: 1 year 1-5y8ars 195,325 219.804 25,244 6,718 415.129 31,962 15 Penslon and similar obllgatlons Some of the CIO'S empbyees belong lo the Local Govemment Pension Scheme ILGPS}, mulli-employer defined benefit schema managed by the Royal Borough of Kingston upon Thames and by Wandsworth Borough Council. The lalesl actuarial valuation of the Kingston LGPS related lo the perlod ended 31 March 2023. The Wandsworth Borough Council Pension fund admission relates to TUPE transfer on 1st February 2024. No actuarial valuation has been carried out. Local Govemment Pension Scheme- Kin slon The LGPS is a funded defined benefit pension scheme. with the assets held in separate truste8 administered fund5. The total contribution made for the year ended 31 March 2025 was £47.704. of which employerfs contributions totalled £33,726 and employees. contributions lolalled £13.978. The agreed contributlon rates forfuture years are be￿een 5.5% and 12.5% for employees and employers contributions are voluntary. The actuarial valuation shows the present value of the defined benefit obligation at the reportlng date to be less than the fair value of plan assets at that date, and consequently the plan has a surplus. Per FRS102 a plan surplus should only be recognised as a defined benefit plan assgtwhen the surplus is recoverable, eilherthrough reduced contributions in the future or through refunds from the plan. As a result no adjustments have been made to the financial slalements. Prlnclpal actuarlal assumptlons 2025 3.20•/o 5.85Vo 2.70/0 45% 2024 Rate of increase in salaries Discount rate for scheme liabilities Inflation assumption {CPI) Commutation of pensions to lump sums 3.25U 4.85°A 2.75% 45% The current mortality assumptions include sufficient allowance for future improv8m8nts in mortality rates. The assumed life expectations on retirement age 65 are.. 2025 2024 Retiring today Males Females 19.6 19.6 24.8 24.8 Retiring in 20 years Males Females 25.6 25.9 31 Balance (Support) CIO Notes to the Financial Statements For the year ended 31st March 2025 Sonsitivty Analysls Approximate Increase to Deflned Beneflt Obllgatlon Change In assumptlons at 31 March 2025: 0.10A decrease in Real Dls¢ount Rale 1 year increase in member lrfe expectancy 0.1% increase in the Salary Increase Rate 0.1QA increase in the Pension Increase Rate (CPI) 85,000 156,000 2,000 85,000 Approximate 5ncrease to Defined Benefit Obllgatlon Change In assumptions at 31 March 2024: 0.1 ¢A decrease in Real Discount Rate 1 year increase in member life expectancy 0.1% increase in the Salary Increase Rate 0.1QA increase in the Pension Increase Rate (CPI) 109,000 190,000 6,000 106,000 Dellned beneflt penslon scheme net Ilablllty 2025 2024 Scheme assets Scheme obligations 7,229,000 13,894,000) 7,014,000 (4,741,000) Net assel 3 335,000 2.273.000 The share of the assets in the schame were.. 2025 2024 Equf(ies Corporate bonds Property Cash and other liquid assets 3.036.180 3.108.470 939.770 144,580 3.507,000 2,525,040 631,260 350,700 Total market value of assets 7229,000 7,014.000 The actual retum on scheme assets was 3.9Vo (2024 (13%)). 32 Balance (Support) CIO Notes to the Financlal Statsments For the year ended 315t March 2025 Changes In the pres•nt value of defined bonefrt obligations were as follows: 2025 2024 At 1 April Current 8eNlce co$t Interest cost Employee contributions AGluarial Igainllloss Benefits paid 4,741,000 47,000 229,000 13.000 (1.056.000) {80.000) 4.708.000 62.000 224.000 14,000 1213,0001 154,000) At 31 March 3,894,000.00 4.741000.00 Changes In the falr value of schomo assots: 2025 2024 At 1 April Interest inc(*ne Actuarial gainslllossl Employer contributions Employee contributions Beneffts paid 7,014,000 339,000 (67,000) 10,000 13,000 (80,000} 6,210,000 295,000 511.000 38,000 14.000 154,000) Al 31 March 7,229.000 7.014,000 17 Provislons A provision for £17,388 is included in other creditors. This relates to an Employmenl Tribunal Claim in relation to foryner employee that was heard in April 2025. The outcome of this was a payment of £102 to the claimant. No app8al was lodged by them. There was previously no balance in relation to this. 18 Contingent Assets and Liabilltles In relation to the Woodbury Care Home seNice, the Charity was not issued with a lease for the property by the landlord (Royal Borough of Kingslon-upon-Thames} beyond 111 April 2022. As a result. an agreement in relation lo funding and rental of the property from the Commissioner (also the Royal Borough of Kingston-upon Thames) was unable to b8 completed. The seTvice closed in November 2023. The amount of rent due relating to the year ended 319t March 2023 is estimated to be £100,208, with an equal amount of funding also due to be received by the Charity. 33 Balance (Support) CIO Notes to the Financlal Stat8m8nts For the year ended 31st March 2025 19 Movement In fund$ 1Apr 2024 31 Mar 2025 Income Expendlture Transfers Unrestrlctèd Funds General Funds 406,052 4.071,680 3.866.103 611.629 Restrictsd Funds Finnis Scott 1.500 (1,500) National Lottery Community Fund 4,596 (1,446) 3.150 Wandsworth Community grant 3,942 3,942 RBK Community Resilience Fund 18,110 (18,1101 Sport England 1,171 {1,1711 Total Restrlcted Fund$ 19,281 10,038 22,227 7,092 Total Funds 425,333 4.081,718 3.888.330 618,721 At the Stud Community Garden, the Finnis Scott Foundation fundlng enabled us to install raised beds whilst the National Lottery Community Fund allowed us to work on developing the role of volunteers in the organisation. The Royal Borough of Kingston upon Thames Resilience Fund contributed towards the installation of a new kitchen at Stud Community Garden to enable those we work with to leam cooking skills. The Wandsworth Council Community grant relates to new sensory equipment at our Day Centres. 18 Analysls of not assgts between funds General Funds 2025 Restricted Funds 2025 Tolal Total 2025 2024 Fixed assets Current assets Current liabilities Longer lemi Liabilities 86,899 889,203 1364.473) 86,899 896,295 (364,4731 53,875 870,931 {499.4731 7,092 611.629 7.092 618.721 425.333 34