## The Shalom Network
## **Report of the Trustees**
**Period:**
1[st] January 2025 – 31[st] December 2025
**Document Owner:**
The Shalom Network
**Approval Date:**
## **Publication Date:**
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## The Shalom Network
## **8 Overview**
The trustees present their statutory report covering the period from 1st of January 2025 to December 31st, 2025, for The Shalom Network a Charity Incorporated Organisation, charity number 1195375, registered on August 3rd, 2021.
The financial report has been examined and approved by an appropriate third party who is independent of the charity. It has also been reviewed and approved by The Shalom Network Finance Committee and the whole board of trustees.
This report summarises our purposes, vision, values and mission giving an accurate picture of how and to what degree we have met those objectives in the reporting period.
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## **CONTENTS**
|**1**
**Overview**|**1**
**Overview**|**_2_**|
|---|---|---|
|**_2_**
**_Our_**|**_Purposes and Mission_**|**_3_**|
|**2.1**|**Our Charitable Purposes**|**4**|
|**2.2**|**Our Vision & Mission**|**4**|
|**2.3**|**Our Values**|**4**|
|**3**
**Delivering for the Public Benefit – Projects**||**_5_**|
|**3.1**|**Giving Voice Community**|**5**|
|**3.2**|**Digital Inclusion & Accessibility**|**6**|
|**3.3**|**Voice 4 All Project**|**7**|
|**_4_**
**_Delivering for the Public Beneft – Group Sessions_**||**_8_**|
|**4.1**|**Shalom Online**|**8**|
|**4.2**|**Shalom Groups**|**8**|
|**4.3**|**Giving Voice Communicaton Sessions**|**8**|
|**4.4**|**Delivering for the Public Beneft – Shalom Events**|**8**|
|**_5_**
**_The_**|**_Team_**|**_10_**|
|**5.1**|**Paid Professional Resource**|**10**|
|**5.2**|**Voluntary Help**|**10**|
|**5.3**|**Board of Trustees**|**11**|
|**_6_**
**_Advisers_**||**_11_**|
|**7**
**_Funding_**||**_12_**|
|**7.1**|**Grants Provided**|**12**|
|**7.2**|**Donatons**|**12**|
|**8**
**Governance & Management**||**_13_**|
|**8.1**|**Statutory Meetngs**|**13**|
|**8.2**|**Reportng Periods**|**13**|
|**_9_**
**_Risk_**|**_Management_**|**_13_**|
|**_10_**
**_Policies & Procedures_**||**_13_**|
|**10.1**|**Designated Managers/Ofcers**|**14**|
|**10.2**|**Partner Organisatons**|**14**|
|**_11_**
**_Future Opportunites & Challenges_**||**_15_**|
|**11.1**|**Our 2026 project focus will include:**|**15**|
## **9 Our Purposes and Mission**
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## **9.1 Our Charitable Purposes**
The advancement of the Christian faith for the public benefit, in particular but not exclusively, amongst those with additional needs.
The promotion of social inclusion for the public benefit among people with additional needs, their families and carers living mainly, but not exclusively, within the Forest of Dean to relieve the needs of such people and assist them to integrate into society.
## **9.2 Our Vision & Mission**
To bring Christian fellowship, social inclusion, advocacy, skills and opportunities to people with additional needs, their families and communities within the Forest of Dean and beyond.
## **9.3 Our Values**
**Inclusivity** – Welcome displaces judgement and opinion **Enablement** – To develop and grow capacity **Empowerment** – Build sled confidence and self-worth **Self Advocacy** – Help others to help themselves **Integration** – Through loving, lasting relationships
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## **10 Delivering for the Public Benefit – Projects**
## **10.1 Giving Voice Community**
## 10.1.1 What our Giving Voice Community Programme has achieved in 2025
## a. Evaluating Community Needs
From its inception, the project has been shaped by careful assessment of the expressed needs of individuals, families, and support networks. Experiences of isolation, misunderstanding, and the absence of accessible resources have emerged as the most significant barriers. Audio, written, and video resources, alongside safe, empowering spaces and trusted relationships continue to evolve in genuine response to these needs.
b. Adapting Our Approach to Build Community
A flexible, person-led approach has guided community building throughout, recognising that individuals who think and communicate differently require spaces adapted to their needs. The Shalom Network serves as scaffolding, becoming less visible as the community's own strength grows.
c. Professional Collaboration within the Community Meaningful partnerships are being developed with a range of organisations working alongside the people we serve. Drawing on specialist expertise, including Carol Gray's Social Story principles the project ensures that individuals and families are recognised as experts in their own right, blending professional knowledge with lived experience.
d. Listening and Supporting the Community
In partnership with Voices for All Podcasts, the project has begun collecting and sharing real stories from individuals and families in written, audio, and video formats. Social Stories and Easy Read materials shaped through drama, roleplay, sensory experience, and music are being developed as community-owned resources, handled with care, confidentiality, and respect.
e. Continuous Learning and Training to Serve the Community
Volunteers and contributors have received training in digital tools, resource creation, and accessible materials. Each session is logged and reviewed, with learning drawn from both successes and challenges. The pace of development across the project has been encouraging.
f. Building Confidence and Self-Esteem in Ourselves and in the Community A significant achievement has been the growing confidence of individuals, support networks, and the project team. For individuals with limited or no speech, being part of something that genuinely values their contribution has had a meaningful impact on wellbeing and self-esteem. For volunteers and support workers, participating in resource and community creation has strengthened skills and sense of purpose.
g. Developing Techniques and Using Technology for Online Community Learning and Engagement Technology has played a growing and meaningful role. Easy Read resources and Social Stories have been placed onto Grid software for accessible use on iPad. Social media platforms chosen by participants will be
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used to extend reach, and digital skills are being developed so that the community can increasingly own and manage its own online presence.
## 10.1.2 Constraining Factors within the Giving Voice Community Programme
Volunteer recruitment and training is taking longer than planned, and building authentic community ownership requires sustained time and commitment. Some individuals face significant daily challenges that affect the pace of engagement. The infrastructure for community ownership, platforms, roles, and shared leadership, is still being carefully built, as is natural for a new initiative.
## 3.1.3 Giving Voice Community Programme summary
The Giving Voice Community Project represents one of the most purposeful developments for this group of people who have limited or no speech within the Shalom Network this year. Beginning with listening, to stories, needs, and quieter voices; it builds outward into resource creation, friendship, and community ownership. Meaningful progress has been made, and much of the most important work still lies ahead, approached with hope, humility, and a deep commitment to ensuring every individual knows their voice matters and that they belong.
## 3.1.4 Giving Voice Community Programme Next Steps
## a. Empowering Individuals as Leaders and Pioneers
The next phase will focus on amplifying diverse voices by gathering and sharing real stories from individuals and families, using written, audio, and video formats. Working in partnership with Voices for All Podcasts, stories will be collected across multiple formats, shared through accessible community-led spaces and social media, and used to develop guiding principles from lived experience for future initiatives.
## b. Sharing Resources with the Wider Community
A suite of generic Easy Read documents, Social Stories, and accessible resources will be developed for free sharing across wider online communities, relevant to any individual with limited or no speech, any family navigating similar challenges, or any support worker seeking practical, person-centred tools. Partner organisations and communities of practice will be engaged to ensure resources reach those who need them most, with individuals, families, and supporters central to the process as contributors and qualitycheckers. In doing so, the Giving Voice Community aims to contribute to a wider movement toward accessible, inclusive, and community-owned resources for everyone who communicates differently.
## **10.2 Digital Inclusion & Accessibility**
The Shalom Network, with its commitment to challenge social exclusion, has continued this programme in collaboration with and partly funded by other organisations. Together we seek to ensure that those we serve can benefit through appropriate and safe use of digital technology. We recognise that individuals with additional needs are more vulnerable to online risks and that the digital world we now live in needs careful navigating.
## 10.2.1 What Our Digital Inclusion & Accessibility Programme Achieved in 2025
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Throughout 2025, the programme made strong progress in expanding both reach and impact. Easy Read digital guides continued to be a cornerstone resource, with the first edition widely shared and a second edition—focused on email use—developed and nearing publication. These guides have been well received across partner organisations, with growing demand for accessible digital learning materials.
The Digital Inclusion Partnership in the Forest of Dean strengthened, creating opportunities for collaboration with local organisations and increasing awareness of digital exclusion. Participation in local events helped showcase the work and build new connections.
Podcasting workshops, delivered in collaboration with Camphill Village Trust, enabled participants with additional needs to develop communication skills, confidence, and increasing their digital literacy. Participants produced and shared content, including a podcast for Mental Health Week, demonstrating measurable personal development.
Additionally, tailored communication sessions supported individuals through the development of “How to use Email” Easy Read materials.
Building on this progress, a comprehensive rollout plan has been developed for the _Voices for All_ programme. This plan aligns with funding secured through Forest of Dean District Council (FODDC) in Oct 2025 and the Thriving Communities Grant at the end of 2025, covering the period from October 2025 to December 2026. It integrates delivery, governance, partnership working, and sustainability.
The programme is designed to support adults with additional needs to develop communication, confidence, and digital skills through inclusive podcast creation, while strengthening their connection to the wider community. Delivery is strengths-based, accessible, and paced according to participants’ needs.
The initial phase (October – December 2025) focuses on preparation, trust-building, and establishing strong foundations for delivery. This includes planning and scoping meetings, confirming volunteers and partnerships, completing safeguarding and DBS checks, identifying suitable venues, carrying out risk assessments, purchasing podcasting equipment, beginning development of Easy Read materials, and delivering outreach and promotional activities.
## 10.2.2 Constraints on the Digital Inclusion & Accessibility Programme in 2025
The most significant constraint has been funding instability. The Life Development Fund (LDF), which supported key elements of the programme, came to an end during the year, creating uncertainty around sustainability.
Some initiatives, including podcasting and wider digital training expansion, were delayed or paused due to limited resources and reliance on securing new funding streams.
There were also administrative delays in accessing legacy funding, requiring follow-up with funding bodies, which slowed progress on resource development.
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10.2.3 Digital Inclusion & Accessibility Programme 2025 Summary
Despite financial challenges, 2025 has been a year of meaningful growth. The programme successfully strengthened partnerships, expanded accessible resources, and empowered individuals with additional needs to engage more confidently in the digital world.
The development of the Voices for All rollout plan represents a significant step forward, providing a clear and sustainable framework for expanding digital inclusion through creative, participant-led engagement.
## 10.2.4 Digital Inclusion & Accessibility Programme Futures
Looking ahead, the priority is to successfully deliver the Voices for All programme and enable longer term sustainability.
The programme will progress through three key phases as detailed in the Voices 4 All Project section of this report.
Future plans include:
- Rolling out the second edition of Easy Read guides more widely
- Expanding partnership working through formal agreements and collaborative delivery
With appropriate funding and continued partnership support, the programme has strong potential for lasting regional impact.
## **10.3 Voice 4 All Project**
## 10.3.1 Voice 4 All Project Achievements in 2025
The Voices for All initiative has continued to demonstrate strong value as a creative and inclusive digital engagement project. Through pilot podcasting workshops, participants with additional needs have developed confidence, communication skills, and practical digital competencies.
Participants contributed to the creation of podcast content, including themed outputs such as a Mental Health Week podcast. This has provided meaningful opportunities for individuals to express their voices and engage with wider audiences.
The project has also strengthened partnerships and raised the profile of the Shalom Network within digital inclusion networks, creating a firmer foundation for future growth.
## 10.3.2 Constraints on the Voice 4 All Project in 2025
The primary constraint has been funding uncertainty. While initial grant applications were not successful, alternative funding has since been identified, enabling the project to move forward.
Delays in securing funding, confirming resources, and purchasing essential equipment have slowed the transition from pilot activity to a fuller programme of delivery.
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## 10.3.3 Voice 4 All Project 2025 Summary
Voices for All has successfully piloted an innovative and impactful approach to digital inclusion. Participants have shown clear development in confidence and communication, and the project strongly aligns with the organisation’s mission to support individuals with additional needs.
The development of a fully funded and structured rollout plan positions the project for further expansion and a deeper impact.
## 10.3.4 Voice 4 All Project Futures
The Voices for All programme will be delivered through a structured rollout aligned to the October 2025 – December 2026 funding period. This approach integrates delivery, governance, partnership working, and longer term sustainability.
The programme will progress through three key phases:
- **Phase 1 – Preparation, Trust-Building & Setup (October – December 2025)**
- **Phase 2 – Core Delivery (November 2025 – September 2026)**
- **Phase 3 – Evaluation & Sustainability (October – December 2026)**
Future priorities include:
- Expanding participation and outreach
- Maintaining strong governance and safeguarding
- Securing ongoing funding beyond the current grant period
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## **11 Delivering for the Public Benefit – Group Sessions**
## **11.1 Shalom Online**
## 11.1.1 Shalom Online 2025 Achievements
Shalom Online continued to provide consistent, accessible weekly sessions, with attendance stable at 14– 15 participants.
Teaching programmes, supported by interactive quizzes, proved highly effective in reinforcing learning and engagement. The programme successfully transitioned from grant funding to core funding.
## 11.1.2 Constraints on Shalom Online in 2025
Key challenges included:
- Transition from external funding
- Ongoing need for sustainable financial support
- Managing online safety and safeguarding concerns
## 11.1.3 Shalom Online Futures
Future priorities include maintaining consistent delivery, strengthening safeguarding processes, and ensuring long-term financial sustainability.
## **11.2 Shalom Groups**
## 11.2.1 Shalom Groups 2025 Achievements
Shalom Groups continued to provide vital in-person community through regular gatherings, social events, and church engagement.
Key achievements include:
- Successful social events and community activities
- Strengthening partnerships with local churches
- Introduction of a subscription model generating regular income
- Continued provision of inclusive, supportive environments
11.2.2 Constraints on the Shalom Groups in 2025
Challenges included:
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- Volunteer shortages at key points
- Financial pressures, with limited funding secured
- Capacity constraints impacting growth
## 11.2.3 Shalom Groups Summary
Despite constraints, the Shalom Groups remained a strong and consistent ministry, providing belonging, community, and support for individuals with additional needs.
## 11.2.4 Shalom Groups Futures
Future priorities include:
- Increasing volunteer capacity
- Strengthening church partnerships
- Securing sustainable funding for the future of the group
- Exploring opportunities for growth while maintaining quality and safety
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## **11.3 Giving Voice Communication Sessions**
## 11.3.1 Giving Voice Communication 2025 Achievements
The Shalom Network’s Giving Voice Project continues to strengthen its role in empowering individuals with additional needs, particularly those with limited or no speech, to communicate with confidence through personalised, accessible support. In 2026 it will develop the foundation for the wider Giving Voice Community Project, expanding our commitment to co-created resources, lived-experience podcast stories, and inclusive communication across our network.
Giving Voice comprises these key elements that drive the objectives that we have largely succeeded in meeting.
- Evaluation of Individual Needs and Personalised Goals
- Professional Collaboration and Resources
- Communication Progress and Independent Initiation
- Learning, Development, and Confidence
- Technology and Resources
## 11.3.2 Giving Voice Community Achievements in 2025
a. Evaluation of Individual Needs and Personalised Goals
Working in partnership with individuals, families, and carers, personalised goals have been continuously refined to reflect each person's strengths, preferences, and aspirations. Bespoke Easy Read materials and Social Stories have been co-produced with individuals and their support networks. These have measurably reduced anxiety, supported clearer self-expression, and will form the foundation of a wider community toolkit. Creative techniques, including rhythm, music, and hip-hop have made these resources genuinely engaging and memorable.
Self-expression remains central to sessional work. Individuals are encouraged to use vocal sounds alongside gestures, eye-pointing, hand signs, and other body language. This year, a number of individuals have shown notable increases in confidence, with sounds becoming recognisable words, simple, clear, and significant. Music and sensory activities continue to support emotional regulation, creating the conditions of calm and trust in which real communication progress can occur.
## b. Professional Collaboration and Resources
Collaborative work with NHS community teams, including CDLT Speech and Language Therapy services, has strengthened practice and informed the development of accessible resources now in active use and ready for wider sharing.
c. Communication Progress and Independent Initiation
Individuals have made meaningful progress in initiating communication through gestures, body language, communication devices, and emerging spoken words. With consistent modelling and encouragement, individuals are increasingly leading interactions rather than waiting to be prompted. Family and support worker involvement has been central, extending communication practice into daily life and building confidence across a wider range of situations.
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d. Learning, Development, and Confidence
Learning plans have been regularly reviewed in response to each individual's evolving needs. iPad resources, 'Now and Next' visual tools, and Social Stories have supported continued engagement. Selfexpression has been a particular focus as individuals move into adulthood and their choices continue to grow.
## e. Technology and Resources
Confidence in using and adapting Grid software has increased, with bespoke stories and games coproduced using individuals' own photos and text. A wider range of music apps has enhanced creative and sensory engagement, and eye-gaze technology is now accessible via any modern iPad, broadening options for individuals with more complex physical needs.
## 11.3.3 Constraints on the Giving Voice Community Project in 2025
Many individuals experience a particular form of isolation, where those closest to them are often paid professionals. Some individuals are not consistently motivated to communicate, and this is respected rather than overcome; progress depends on safe, settled, and enjoyable environments. Emotional and challenging behaviours, frequently rooted in the frustrations of limited expression, remain a significant factor in the pace of development. Externally, gaps in understanding within statutory and social care services, staff turnover in supported living environments, and the demands of working across multiple agencies continue to present barriers to the consistency that communication development requires.
## 11.3.4 Giving Voice Community 2025 Summary
This has been a productive year of meaningful progress, deepening relationships, and growing confidence across individuals, families, and support networks. The project remains committed to truly listening, carefully observing, and following each individual's lead, investing in enhanced accessible resources and strengthening relationships with all those who support the people we serve.
## 11.3.5 Giving Voice Community Future
Alongside continued Giving Voice sessions, new insights from the Giving Voice Community Project will feed into the wider network. The ambition is clear: to enable individuals with little or no speech to achieve greater understanding, greater inclusion, and a stronger sense of belonging — supported at their own pace and on their own terms.
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## **11.4 Delivering for the Public Benefit – Shalom Events**
## 11.4.1 What we Have Achieved
We have organised and held
- I. A Passover meal at a local gastro pub, which was very well attended.
- II. By popular demand, another summer BBQ and Activity Day blessed with fine weather very good attendance.
- III. We have organised meals out and social times together which were very well attended and appreciated.
- IV. We have attended local churches as a group and on some occasions led their services. This has raised awareness of the Charity and work it does.
- V. Quarterly skittles evenings have become a popular event during which we are joined by members of other local communities comprising people with additional needs and disabilities.
## 11.4.2 Constraints on Holding Shalom Events in 2025
Organising events—even those with modest activities and smaller groups—continues to require significant time and effort. To expand the number and reach of these events, additional support from volunteers and staff is essential.
Securing suitable venues remains a consistent challenge. Factors such as transportation access, hire costs, and the availability of appropriate facilities often determine where events can be held. The overall accessibility of a location also plays a critical role and can significantly limit our options, especially when trying to accommodate individuals with varying needs.
## 11.4.3 Shalom Events Futures
We will continue exploring ways to expand our programme by offering a broader range of both one-off and recurring events. These events will aim to provide diverse opportunities for connection—not only for those already involved with The Shalom Network, but also for members of the wider community. A key focus will be on creating engaging, high-quality content and delivering it in meaningful and memorable ways. This approach is expected to foster new partnerships with like-minded organisations, opening doors for collaborative initiatives that align with our mission and values.
Provided that the funding and resource is available all of the events held in 2025 will, with some updates, be held in 2026.
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## **12 The Team**
## **12.1 Paid Professional Resource**
The Shalom Network employs paid professional project leads on a freelance basis. They deliver according to accepted quotations agreed by a representative trustee at rates agreed by the board and Finance Committee. Those agreements are made at the inception of a particular project and then regularly reviewed, as is the case with core non project assignments such as the Shalom Group activities Giving Voice Communication schedules and Shalom events.
Three freelance professionals have been engaged during this reporting period, one on an ad hoc basis others 1-3 days per week. Due to their extensive experience, specific skills and proven track records they are regularly engaged by other organisations. Good communication ensures effective time management and the involvement with the wider support community is beneficial in terms of networking and information gathering.
As is the case for all team members actively working with The Shalom Network they have been vetted and subject to DBS checks and are required to hold appropriate safeguarding credentials. They are performance managed in line with The Shalom Network policies and procedures with regular reviews and field accompaniment is carried out by one or more trustees.
Funding a deeper and wider pool of available professionals to resource current and planned activities has been and continues to be a priority, They are a significant challenge for The Shalom Network.
## **12.2 Voluntary Help**
The team of regular volunteers comprises a very low number of incredibly committed people. They typically support the Shalom Group activities and events. Regular volunteers are required to sign a volunteer agreement meet safeguarding requirements and are provided with a volunteer handbook that is regularly reviewed and updated.
The Shalom Network acknowledges a need to prioritise the recruitment and training of more committed volunteers and in 2026 greater efforts will be made to meet the identified requirements. Training activities have been identified and mandatory courses completed in the priority areas such as safeguarding and food hygiene.
## **12.3 Board of Trustees**
At the beginning of this reporting period there were 5 trustees. In October 1 trustee resigned and in November the Chair advised his intention to step down as a trustee and Treasurer no later than 31st March 2026.
The recruitment of at least 2 more trustees and a treasurer, who may or may not be a trustee is a priority.
## **13 Advisers**
The Shalom Network has no permanent advisers. However, external resource has been required to complete the Independent Financial Examination. Whilst the charity has been fortunate in the past years to have the inspection covered by a qualified volunteer in this reporting year, we have had to engage a paid professional.
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## **14 Funding**
## **14.1 Grants Provided**
The Shalom Network is dependent on grant funding to support many of its activities. We are fortunate in 2025 to have been awarded grants from:
National Lottery Community Fund Forest of Dean District Council Community Fund
The Day House Trust – Shalom Groups activities.
## **14.2 Donations**
The Shalom Network has been fortunate to have received numerous unrestricted one-off donations. The total was considerably lower than the previous year.
This and other modest donations have contributed towards core funded activities. However, these activities have had to be carefully managed in the absence of more consistent funding streams. Lack of committed regular donations is a perennial concern and a consistent focus of our fund-raising team. Sponsored and crowd funded initiatives, along with direct appeals to sympathetic organisations such as local churches and their members will continue. In person presentations and appeals have in 2025 and will in coming years, continue to be made to local churches and organisations despite the very low level of response in the past. These are valuable in terms of building relationships and receiving donations and volunteer commitment.
## **14.3 Expenditure**
Lower levels of income have curtailed some activities and consequently reduced some key costs such as contractor fees. Limited core funds have also meant that a number of areas of expenditure have been reviewed.
As a consequence we have:
- Moved to monthly payments for insurance
- Removed monthly storage costs
- Have managed to hold Shalom Group sessions in venues that are free of charge
- Removed or reduced some monthly subscriptions
Regular consideration cost management measures will continue in the coming financial year.
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## **15 Governance & Management**
## **15.1 Statutory Meetings**
The board of trustees’ meetings have been held bimonthly incorporating the Finance Committee meeting. From October the frequency of trustee meetings was increased to monthly.
The annual general meeting is on or around the anniversary of Charity Commission registration. In this reporting year the AGM was delayed due to a number of personal clashes AGM wasn’t held until 25th October.
## **15.2 Reporting Periods**
The Shalom Network will submit reports to the Charity Commission covering a 12 month period consistent with the calendar year. There are currently no other statutory requirements.
## **16 Risk Management**
Risk management is clear in the principles and procedures that support our policies, and we ensure they are implemented. Risk assessments are always carried out as required and the results recorded and stored securely in our Microsoft Teams/Sharepoint.
Assessments are appropriately actioned and steps to mitigate to reduce the risk to an acceptable level. Should this not be possible a decision is made not to start or to cease activities. Risk assessments are appropriately actioned to ensure that environments are safe for those attending activities and events, any activity event deemed to be unsafe would not be viable and therefore would not run. Risk assessments are updated as required to ensure careful planning.
Those responsible for carrying out and actioning risk assessments are regularly assessed for and updated on our procedures and requirements.
## **17 Policies & Procedures**
The Shalom Network has and maintains carefully crafted procedures that are appropriate for an organisation of our size and sphere of operations. These policies are published on our website htps://theshalomnetwork.org.uk/our-policies-purposes/
These policies are reviewed annually or bi-annually depending on the subject covered, or when circumstances dictate. Reviews and amendments are agreed and signed off by the board of trustees and any accountable manager who may not be a trustee.
It should be noted that at the end of this reporting period all policies were due reviews, updates and subsequent approval. The trustees have made a joint commitment that all required actions to bring the policies up to date will be completed by 31st March 2026.
## **17.1 Designated Managers/Officers**
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Each policy area has a designated manager who is responsible for ensuring that policies are implemented and for identifying and actioning opportunities for improvement and managing any breeches or reportable incidents.
## **17.2 Partner Organisations**
In 2025 The Shalom Network entered into a formal agreement with the Forest Volunteer Action Forum (FVAF). The agreement was to participate in the creation and publication of Easy Read documents to support digital inclusion.
The charity does not have any other formal partnership or joint venture agreements. We do however, regularly work with or seek assistance from local churches of all denominations.
We also work with other local charitable organisations, examples include Forest Pulse, and Viney Hill Christian Adventure Centre and in the case of the latter we have operated under a informal reciprocal agreement from 2023 to date.
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## **18 Future Opportunities & Challenges**
In previous sections which report on our project activities we have highlighted many areas where we can launch new initiatives and improve on our current delivery.
## **18.1 Our 2026 project focus will include:**
- Giving Voice Community – Building on the foundation work completed in 2025 widening and strengthening the community of service users, support networks/teams to be creative and confident in their communications with those who have little or no verbal speech. This ambitious project will need further funding to ensure that collective experience and expertise that we are gathering provides ways to increase the presence of those with little or no speech capability in the community.
- Continued strengthening of the ties with providers of residential support to ensure that they can better manage and gain benefit from digital technology and services.
- The skill base has grown significantly, but we feel we’ve only just scratched the surface. to use readily available technology in ways that will enhance the Shalom Online offering and widen the appreciation of the Gospel message in relevant and meaningful ways.
- Voice 4 All – funding is now in place to support the development to take our established digital inclusion work into new areas. This project will through the efforts of the team and the service users themselves, deliver compelling quality broadcasts. These will tell stories and alert the public and wider communities of the great potential that exists amongst those with additional needs. There are numerous benefits that will accrue, improved communication and literary skills, heightened levels of confidence in terms of interactions as social skills increase. The project will continue work with partners such as the Forest Voluntary Action Forum (FVAF)and Camphill Village Trust. It will, however, also extend into our other group and project activities where digital technology and input are required.
The development and delivery of any further activities is wholly dependent on recruiting additional people to work with us, particularly volunteers. As part of a future campaign to increase public awareness there will be an emphasis on the need for more volunteers.
We are maturing as a charity though still lacking in terms of an effective public profile, even locally. Discussions with third parties have taken place with a view to growing and improving the situation. Whilst this is likely to be a development of our online and social media presence in person presentations and local events will continue to be priorities. They have the benefit of being inclusive, something that the whole team and the people that we serve can all be involved in.
The Shalom Network welcomes wider involvement with other organisations, whose purposes align with our own, to collaboratively produce opportunities that lead to positive outcomes. We will continue to form more working relationships in the future whilst building on those that are already established.
Page **19** of **19**
**The Shalom Network Report of the Trustees 2025**
**Version 0.1**
|**The Shalom Network**|**The Shalom Network**||**1195375**||
|---|---|---|---|---|
|**Receipts andpayments accounts**||||**CC16a**|
|**For the period**
**from**|01/01/2025|**To**|31/12/2025||
|**Section A Receipts and payments**|**Section A Receipts and payments**||||||
|---|---|---|---|---|---|---|
|**A1 Receipts**|**Unrestricted**
**funds**
**to the nearest**
**£**
**8,849**
**966**
**1,427**
**1,603**
**117**
**-**
**-**
**-**
**649**
**76**
**13,689**
**-**
**-**
**-**
**13,689**
**21,722**
**-**
**1,250**
**-**
**-**
**45**
**726**
**166**
**-**
**208**
**65**
**278**
**1,113**
**139**
**17**
**97**
**425**
**686**
**26,938**
**-**
**-**
**-**
**26,938**
**-**
**13,250**
**-**
**13,944**
**694**|**Restricted**
**funds**
**to the nearest £**
**-**
**-**
**-**
**-**
**-**
**1,213**
**22,234**
**1,485**
**-**
**-**
**24,932**
**-**
**-**
**-**
**24,932**
**-**
**20,267**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**20,267**
**852**
**-**
**852**
**21,119**
**3,813**
**-**
**10,508**
**14,321**|**Endowment**
**funds**
**to the nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**|**Total funds**
**to the nearest £**
**8,849**
**966**
**1,427**
**1,603**
**117**
**1,213**
**22,234**
**1,485**
**649**
**76**
**38,621**
**-**
**-**
**-**||**Last year**
**to the nearest £**|
|200/204 - Session Fees|**8,849**|||||**13,899**|
|201 - GroupSubs|**966**|||||**333**|
|202 - Events|**1,427**|||||**796**|
|206 - Donations One Off Unrestricted|**1,603**|||||**8,440**|
|205 - Donations Regular Unrestricted|**117**|||||**557**|
|207 - Donations Restricted|**-**|||||**12**|
|208 - Grant Income|**-**|||||**15,259**|
|261 - PartnershipIncome|**-**|||||**-**|
|216/7/8 Gift Aid Reclaims|**649**|||||**2,501**|
|260 - Other Income|**76**|||||**-**|
|_AR)_|**13,689**|||||**41,797**|
||||||||
|**(see table).**|||||||
||**-**|||||**-**|
||**-**|||||**-**|
||**-**|||||**-**|
|**_Total receipts_**|||||||
|||||**38,621**||**41,797**|
|||||**21,722**
**20,267**
**1,250**
**-**
**-**
**45**
**726**
**166**
**-**
**208**
**65**
**278**
**1,113**
**139**
**17**
**97**
**425**
**686**
**47,206**
**852**
**-**
**852**
**48,058**
**-**
**9,437**|||
|400 - Contractors - Core unrestricted|**21,722**|||||**16,955**|
|401/403/404 - Contractors - Restricted|**-**|||||**18,994**|
|410 - Event Expenses|**1,250**|||||**920**|
|405 - Personal Expenses|**-**|||||**198**|
|411 - Sessional Expenses|**-**|||||**18**|
|415 - Training|**45**|||||**126**|
|427 - Storage|**726**|||||**936**|
|409 - GroupExpenses|**166**|||||**364**|
|422 - FundraisingExpenses|**-**|||||**12**|
|416 - Health & Safetyexpenses|**208**|||||**399**|
|429 - General expenses|**65**|||||**195**|
|433 - Insurance|**278**|||||**967**|
|417 - Software & IT consumables|**1,113**|||||**1646**|
|426 - Repairs & Maintenance|**139**|||||**-**|
|425 - Printing& Stationery|**17**|||||**198**|
|418 - Phone/Data Networks|**97**|||||**158**|
|430 - Professional Fees|**425**|||||**24**|
|421 - Website - Publicity- Social Media|**686**|||||**362**|
|**_Sub total_**|**26,938**|||||**42,472**|
||||||||
|**A4 Asset and investment**|||||||
||**-**|||||**425**|
||**-**|||||**-**|
|**_Sub total_**|**-**|||||**425**|
|**_Total payments_**
**_Net of receipts/(payments)_**
**A5 Transfers between funds**
**_Cash funds this year end_**|||||||
|||||||**42,897**|
||||||||
||**-**
**13,250**|**3,813**||**-**
**9,437**||**-**
**1,100**|
||**-**|**-**|**-**|**-**||**-**|
||**13,944**|**10,508**|**-**|**24,452**||**25,552**|
||**694**|**14,321**|**-**|**15,015**||**24,452**|
CCXX R1 accounts (SS)
03/05/2026
1
## **Section B Statement of assets and liabilities at the end of the period**
|**Categories**
Signed by one or two trustees on
behalf of all the trustees
**B1 Cash funds**
**B2 Other monetary assets**
**B4 Assets retained for the**
**charity’s own use**
**B5 Liabilities**
**B3 Investment assets**|Signature
Co Operative Bank Account
Petty Cash
**Details**
**_Total cash funds_**
(agree balances with receipts and payments
account(s))
Accounts Receivable
**Details**
**Details**
**Details**
**Details**|**Unrestricted**
**funds**
**Restricted**
**funds**
**to nearest £**
**to nearest £**
**630**
**14,321**
**64**
**-**
**-**
**694**
**14,321**
OK
OK
**Unrestricted**
**funds**
**Restricted**
**funds**
**to nearest £**
**to nearest £**
**240**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Fund to which**
**Cost (optional)**
**-**
**-**
**-**
**-**
**-**
**Fund to which**
**Cost (optional)**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Fund to which**
**Amount due**
**-**
**-**
**-**
**-**
**-**
Print Name
Jessica Thompson|**Endowment**
**funds**
**to nearest £**|
|---|---|---|---|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||OK|
||||**Endowment**
**funds**
**to nearest £**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**Current value**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**Current value**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**When due**|
|||||
|||||
|||||
|||||
|||||
|||||
||||Date of|
|||Jessica Thompson|05/05/2026|
|||||
CCXX R2 accounts (SS)
03/05/2026
2
## **Independent examiner's report on the accounts**
**Section A Independent Examiner’s Report**
|**Report to the trustees/**
**members of**
**On accounts for the year**
**ended**
**Set out on pages**|Charity Name
THE SHALOM NETWORK|Charity Name
THE SHALOM NETWORK|Charity Name
THE SHALOM NETWORK|
|---|---|---|---|
|||||
||31stDecember 2025|**Charity no**
**(if any)**|1195375|
|||||
||1 & 2
(remember to include the page numbers of additional sheets)|||
I report to the trustees on my examination of the accounts of the above charity (“the Trust”) for the year ended **31/12/2025** .
**Responsibilities and** As the charity trustees of the Trust, you are responsible for the preparation **basis of report** of the accounts in accordance with the requirements of the Charities Act 2011 (“the Act”).
I report in respect of my examination of the Trust’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination, I have followed the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.
I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination which gives me **Independent examiner's** cause to believe that in, any material respect: **statement** • accounting records were not kept in accordance with section 130 of the Act; or
- the accounts do not accord with the accounting records.
I have come across the following matters in connection with the examination to which attention should be drawn in order to enable a proper understanding of the accounts to be reached.
These matters are set out in Section B.
|**Signed:**
**Name:**
**Relevant professional**
**qualification(s) or body**
**(if any):**
**Address:**
||03/05/2026|
|---|---|---|
||||
||Tracy Paragreen||
||||
||Business Manager
The Viney Hill Christian Adventure Centre||
||||
||The Old Vicarage,||
||Viney Hill, Lydney||
||GL15 4NA||
1
**October 2018**
**IER**
**Section B Disclosure**
Only complete if the examiner needs to highlight matters of concern (see CC32, Independent examination of charity accounts: directions and guidance for examiners).
**Give here brief details of any items that the examiner wishes to disclose** .
2
**October 2018**
**IER**