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2025-09-30-accounts

Elijah’s Pot CIO

Annual Report and Accounts

30 September 2025

Charity Registration Number 1195718

Contents

Reports

Reports Reports
Reference and administrative details of the
charity, its trustees and advisers 1
Trustees’ report 2
Independent examination report 26
Accounts
Statement of financial activities 27
Balance sheet 28
Principal accounting policies 29
Notes to the accounts 33

Elijah’s Pot CIO

Reference and administrative details of the Charity, its Trustees and advisers

Trustees Stewart Adkins
(All appointed 6 September 2021, except Annalise Coady
Steve Webb appointed 7 February 2025) Sarah Fruchard
Sister Diana Impey
Nigel Mason
Sister Moira J F O'Sullivan
Steve Webb
Registered address 130 Wood Street
London
EC2V 6DL
Telephone 01245 604108
Charity (CIO) registration number 1195718
Independent examiner Buzzacott Audit LLP
130 Wood Street
London
EC2V 6DL
Investment advisers/ managers Sarasin and Partners LLP
Juxon House
100 St. Paul's Churchyard,
London
EC4M 8BU
James Hambro & Partners
45 Pall Mall
London
SW1Y 5JG
Bankers Reliance Bank Limited
Faith House
23-24 Lovat Lane
London
EC3R 8EB

Elijah’s Pot CIO 1

Trustees’ report Year to 30 September 2025

The trustees present the annual report and accounts of Elijah’s Pot CIO (the “charity” and the “CIO”) for the year ended 30 September 2025.

Elijah’s Pot CIO was created by means of a charitable donation from The Charity of the Regular Canonesses of the Order of the Holy Sepulchre of Our Lord (Charity Registration Number 1167869) (from here on referenced as “CRSS”) to carry out the works and aspirations of the Community of the Regular Canonesses of the Holy Sepulchre of Our Lord in England (the “Community”) which comprises 12 members (the Chapters), being the one autonomous Community in England and part of an international Roman Catholic Religious Order which began in the 12th century. References to Association means the Association of the Chapters of the Regular Canonesses of the Holy Sepulchre (a collegial person of pontifical right, erected by decree of the Sacred Congregation for Religious and Secular Institutes).

The accounts accompanying this report are the accounts of the Charitable Incorporated Organisation (CIO) which is registered with the Charity Commission under Charity Registration Number 1195718.

The accounts have been prepared in accordance with the accounting policies set out on pages 29 to 32 of the attached accounts and comply with the charity’s Constitution, applicable laws, applicable United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) and the requirements of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102).

Objectives, aims, activities and relevant policies

Charitable objectives and aims

Elijah’s Pot CIO, a grant-making charity, has been established to support a range of charities, activities, organisations and individuals, that are predominantly registered and based in the UK, which undertake activities and initiatives mainly in the UK, as well as Africa and Belgium, which fall within the charity’s objectives.

The objectives of the charity align to the Values of the Community which historically and traditionally has served to respond to those that are disadvantaged, oppressed or discriminated against in the UK and elsewhere. These objectives are aligned with those of the Priories of the Association of Canonesses of the Holy Sepulchre/Daughters of the Resurrection.

Our priorities favour projects and initiatives which:

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Objectives, aims, activities and relevant policies (continued)

Charitable objectives and aims (continued)

The trustees envisage the charity’s grant making activities will reflect these objectives by addressing such specific needs as:

In all decision making and choices, we assess projects through three key criteria:

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Objectives, aims, activities and relevant policies (continued)

Charitable objectives and aims (continued)

Additional considerations

The Community currently supports three autonomous Priories in Africa, namely Mirhi, and Kindu (DRC), and Rwanda.

When new Priories are created, they will receive the same monies and considerations, in line with the parameters noted above.

The Elijah’s Pot CIO trustees will consider providing a modest annual sum to the Association’s in Belgium to support the costs of continuing shared life. This will continue until the death of the last sister and will be accounted for annually.

Likewise, if CRSS requires money before their end, any request for funds will be reviewed sympathetically.

The trustees of Elijah’s Pot CIO, in line with the wishes of the Community, remain mindful that we may need to consider providing monies to: OODIL CIO (Out of Darkness into Light), a housing charity which is an independent CIO; Durham University’s Centre for Catholic Studies, as well as the CRSS Cemetery CIO.

If a capital project arises, that appears to fit the criteria to achieve long-term social benefits, and would not be otherwise be funded, the trustees are also able to consider providing support.

We are not open for grant applications. Our focus is on maintaining initiatives and providing annual funding for the projects and causes outlined above as “specific needs” and “additional considerations”. Our financial priorities in providing grants are funding for:

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Objectives, aims, activities and relevant policies (continued)

Fundraising policy

The charity benefits from donations from CRSS. The charity will aim to achieve best practice in the way in which it communicates with donors and other supporters including providing a letter of comfort to CRSS each year.

The charity takes care with both the tone of its communications and the accuracy of its data to minimise the pressures on supporters. It applies best practice to protect supporters’ data and never sells data, it never swaps data and ensures that communication preferences can be changed at any time. The charity manages its own fundraising activities and does not employ the services of professional fundraisers.

The charity undertakes to react to and investigate any complaints regarding its fundraising activities and to learn from them and improve its service. During the year, the charity received no complaints about its fundraising activities.

Protection of Children and Vulnerable Adults

The trustees recognise the absolute necessity of ensuring the protection and safety of all those people whom the charity serves. All the trustees have been checked by the Disclosure and Barring Service (DBS). We can confirm that we have a written policy for safeguarding our vulnerable beneficiaries, and that there have been no serious incidents in respect to safeguarding to report during this last year.

Volunteers

There are currently no needs within the charity for an ongoing pool of volunteers for activities. The trustees complete the vast majority of activities.

Investment policy

There are no restrictions on the charity’s power to invest. At 30 September 2025, the charity’s investments were managed by Sarasin and Partners LLP and James Hambro & Partners. The investment strategy is set by the trustees with advice from their investment managers. It takes into account the charity’s income requirements for the year, the risk profile and the investment managers’ views of the market prospects in the medium term.

The policy is to maximise total return through a diversified portfolio whilst providing a level of income as advised by the trustees from time to time. The trustees also have an Ethical Policy which precludes investment in any company, which after reasonable enquiry, clearly generates significant profits from an activity which is contrary to the objectives of the Catholic Church.

The performance of the portfolios and the charity’s investment strategy are reviewed by the trustees whose representatives meet with the investment managers on a regular basis.

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Objectives, aims, activities and relevant policies (continued)

Grants, donations and other payments in support of missionary work and ministry

Grants, donations and other payments in support of missionary work and ministry in the United Kingdom and overseas are decided on by the trustees.

Whilst the trustees give grants to United Kingdom organisations whose work is within the objects of the charity; the charity does not regard itself as a grant making entity and applications for grants and donations are not invited.

Achievements and performance

Overview

During the period 1st October 2024 to 30th September 2025 the Trustees approved a total of £111,188 grants that were aligned with the vision and objectives of Elijah’s Pot to fund initiatives that provide additionality and are sustainable, while delivered through working with trusted partners. The grants awarded included:

After three years of funding, our first engagement with Home-Start Essex to fund a Volunteer Development Officer finished in July 2025.

Home-Start Essex (HS-E)

We provided two grants to HS-E. The first was to provide a contribution for the funding of a Volunteer Development Officer (VDO) to enable the charity to scale resources to support more families and replace, recruit and train a more diverse community of volunteers. This was the third annual grant approved by the trustees for this initiative.

The second, for the SEND Project, was to fund a new group for children with special educational needs and disabilities (SEND) which would be facilitated by an experienced Family Co-ordinator from Home-Start Essex.

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Achievements and performance (continued)

Home-Start Essex (continued)

H-SE is an independent local charity in Mid, South and West Essex, which is part of the HomeStart UK network. The organisation works alongside parents, in their communities, to help them cope with the stresses and strains of life and make sure they have the skills, confidence and strength they need to nurture their children. They do this through a team of trained volunteers and dedicated, experienced staff that support families with young children through challenging times.

Volunteer Development Officer Funding (VDO)

Based on H-SE success in continuing to scale and build capacity to support more families in the area with strong outcomes and measurable impact, Elijah’s Pot trustees agreed to approve third tranche of funding to go towards the salary of the Volunteer Development Officer, (£15,000) from 10[th ] July 2024 to 9[th ] July 2025 against the following objectives:

The final impact report from H-SE included the following information:

‘We needed your funding to help sustain and expand our capacity to support vulnerable families across Essex. As demand for our services continues to grow, the need for a strong and well supported volunteer network has become more critical than ever.

Specifically, your support was essential in helping us:

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Achievements and performance (continued)

Volunteer Development Officer Funding (VDO) (continued)

By investing in this key position, we are ensuring that our volunteers remain supported, trained and well prepared to deliver consistent, high-quality care to families across the country.

Behaviour Support Training for volunteers in supporting SEND families

Over the past 3 years we have seen a dramatic and pressing increase in the demand for our SEND (special educational needs and disabilities) support services. The number of families seeking our help has grown significantly, reflecting the increasing challenges faced by families raising children with SEND. In recognition of this need, we made a clear commitment to expand our capacity by equipping our volunteers with the skills and training required to support SEND families. Specifically, we set a target to train 40 volunteers in Behaviour Support over a two-year period. Thanks to your funding and the dedicated efforts of our Volunteer Development Officer, we’ve made strong progress towards this goal. To date, 20 volunteers have successfully completed behaviour support training.

These specially trained volunteers are now actively working with families who have children with SEND and other additional needs, offering targeted support through both one-to-one home visits and our structured Behaviour Support Programme. In addition, and in response to the demand and the evolving needs of the families we support, our volunteers are now also receiving specialist training in Parent and Infant Mental Health. This training equips them with the knowledge and skills to provide sensitive, informed support to families during the crucial early stages of a child’s development.

Volunteer Strategy

As part of our newly developed Volunteer Strategy, we are committed to improving the volunteer journey, focusing on streamlined onboarding, deeper engagement and stronger motivation to enhance volunteer satisfaction, increase retention and ultimately strengthen the impact of our services.

To create a more accessible and flexible entry point, we’ve revamped our Volunteer Preparation Course, now offering in person, online and hybrid options, including daytime, evening and bite-sized sessions to suit varying schedules. We’ve also simplified the volunteer application process, making it more user-friendly and efficient.

In recognition of the diverse skills and interests of our community, we’ve expanded our volunteer roles to include administration and fundraising. A volunteer recognition programme now celebrates contributions from year one, with long service awards regular events and peer support gatherings to build a sense of connection and appreciation.

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Achievements and performance (continued)

Volunteer Strategy (continued)

To further support our volunteers, we’ve launched a dedicated volunteer section on our website, developed an evolving resource library and enabled access to essential documents via a shared network drive. We’ve also implemented a monthly e-newsletter to share updates,

opportunities and organisational news. Recognising the importance of listening to our volunteers, we introduced an annual volunteer survey, with feedback actively shaping our training offer and support systems. In response, we’ve expanded our training programme beyond the essentials to include trauma-informed practice, perinatal mental health, the impact of domestic abuse, gender identity and neurodiversity awareness.

To strengthen engagement and reach, we’ve taken a more community-based approach with Family Support Coordinators meeting volunteers and potential recruits in informal, public settings such as libraries and cafes. We’re proud to have presented our Equity, Equality, Diversity and Inclusion work at Home-Start UK’s Connection Day, reinforcing our commitment to inclusive volunteering. Corporate partnerships like the one with Seymour Children’s Nurseries, which enables staff to volunteer in our Family Groups, showcase models that can be scaled across the wider network.

To ensure volunteer voices are heard and embedded in decision making, we’ve established a volunteer network with district champions and appointed a Trustee lead for volunteers, ensuring regular feedback reaches our Volunteer Development Officer and influences ongoing improvements.

Volunteers Supporting More Fundraising Events and Promotions to Maximise Community and Financial Impact, Reach and Recruitment with Corporate Partners

We continue to actively engage with local businesses and corporate partners to expand our volunteer base and enhance community involvement and we’re seeing encouraging progress. A newly onboarded local business has committed to supporting families over the next 12 months by offering ’60-minute makeovers’, transforming family homes through gardening or room painting, providing both practical help and a morale boost to those we support.

Our valued partnership with Seymour House also remains strong with their staff continuing to volunteer at our Family Groups, demonstrating the power of ongoing corporate and community collaboration. Volunteers also play a vital role in our fundraising efforts. This year, for the first time we are participating in the Big Give Christmas Challenge, and our volunteer network has been mobilised to support the campaign through their local groups, helping us reach new donors and raise much needed funds. These efforts highlight the growing importance of volunteer-led fundraising and the strength or our community partnerships. This has all been made possible through the work of our Volunteer Development Officer, a role directly supported by your funding.

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Achievements and performance (continued)

Volunteer Strategy (continued)

Completing the ‘Investors in Volunteers’ Application Process

While we fully recognise the value and credibility of achieving the Investing in Volunteers (IiV) UK Quality Standard, but we have not yet been able to pursue formal accreditation due to the cost involved, which is currently beyond our capacity. However, we remain firmly committed to aligning our volunteer practices with the IiV framework and aspire to formally obtain the accreditation, subject to securing the necessary funding. It is our goal to begin this process in 2026, ensuring our volunteer management continues to meet the highest national standards and reflects our dedication to be practice.

Our trained and dedicated volunteers have played a vital role in delivering measurable improvements in the lives of the families we support. Thanks to their involvement, families reported substantial positive change across a range of key areas:

Volunteers also supported practical aspects of family life:

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Volunteer Strategy (continued)

Addressing Ongoing Challenges

Recruiting new volunteers has become increasingly challenging. Financial pressures are leading some of our existing volunteers to seek paid work, while others particularly grandparents, are taking on childcare responsibilities as parents return to employment, reducing their availability. These shifts have impacted volunteer retention and highlighted the need for more flexible and targeted opportunities. In response, our Volunteer Development Officer has led on developing specialised roles, such as Behaviour Support and School Readiness to attract individuals with specific interests and skills. We’ve also introduced new ‘back office’ volunteer roles in areas like admin administration and finance. While ideally these roles would be paid, we’ve been encouraged by the willingness of

new volunteers to step in and help. As times change, so must we and these adaptations are helping us respond to the evolving landscape of volunteering.

One of the most significant positive developments has been our growing recognition of the critical value in having a dedicated, paid Volunteer Development Officer in post. This role has proven essential to the successful recruitment, training, coordination and ongoing support of our volunteer team. Having a consistent, experienced staff member focused solely on volunteer engagement has enhance the quality, retention and overall impact of our volunteer programme.

Your funding has made a significant and lasting impact by contributing directly to the salary of our Volunteer Development Officer. As a result of this support, we have been able to provide comprehensive guidance and coordination to our volunteers, ensuring they are equipped with the skills, confidence and resources they need to support families effectively.

To highlight the personal impact, we have included quotes and testimonials from families who have accessed our services. We hope that these personal accounts bring our work to life and serve

as a testament to the value of investing in our volunteer infrastructure:

“Home visiting support was amazing. It’s given me support when I didn’t have any from friends and family. It’s boosted my confidence & given me a safe space to express my feelings when I've needed it. Having someone to speak to who can be objective has made such a difference. It has given me the time to be able to process my situation which made me a calmer and more patient mum. You were a God send helping people at their lowest.”

“Supported Mum today to have Peabody Trust visit her at home to help her complete the PIP application form. Mum told me that she couldn’t have completed the appointment and the form without Home-Start Essex’s support. Mum has significant

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Achievements and performance (continued)

Volunteer Strategy (continued)

mental health needs and really struggles to attend appointments or complete paperwork. Having her home visiting volunteer has helped mum to seek additional support for her mental health and the volunteer has supported Mum to make and attend crucial appointments.”

Speaking to the volunteer after Mum's end visit. The volunteer said: “I don't think she would have survived the last year without us.”

“The children are far more enriched now and for me I feel more prepared to cope.”

“Want to say thank you, I really appreciate everything with Team Around the Family support, adult social care referral, you gave me lots of support. Nice to see I've improved in everything. Boys and I will miss our volunteer a lot.”

“At the end visit Dad described how invaluable the support from his volunteer and from Home Start had been. Although there is a long journey ahead still for this family Dad described having Home Start support as something that ‘gave me space to breathe.’ When Dad was referred to us, he was living in temporary accommodation as the sole carer of his 3 children. The eldest child did not have a school place. During support from Home-Start Essex we encouraged Dad to pursue a school place for child 1 and a nursery space for child 2. We provided referrals to the foodbank, clothing bank and reconnected Dad with Peabody Trust. Support ended early for this family as a mental health crisis for Dad meant that the children were placed back with their mother but at that time Dad had progressed to having a permanent home and had child 1 in school (which we worked in partnership with to set up a Team Around the Family) and child 2 in nursery.”

“Excellent service supporting someone when they are really in need. It makes a big difference. Having someone to support us has made us feel stronger and more able to deal with our situation. All the staff of home start are giving their best. Thank you for your positive support.”

"I just wanted to say thank you so much to the team, I’ve been in tears from receiving the kind support and the voucher, this will really make a difference and I’m forever grateful, we’ve been through so much and it’s so nice that everyone’s so supportive, thank you.”

This grant was the final tranche of funds for the funding of a Volunteer Development Officer and fulfilled the vision and objectives of Elijah’s Pot to work on initiatives which provide additionality, that are sustainable, while working with trusted partners.

Home-Start Essex Braintree SEND Group

In July 2024, the Trustees agreed to donate a second grant of £16,687.72 for another H-SE supported project to a fund a new group for children with special educational needs and disabilities (SEND) which would be facilitated by an experienced Family Support Co-ordinator from H-SE.

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Home-Start Essex Braintree SEND Group (continued)

Based in the local Essex Children and Family Wellbeing Hub in Halstead, this programme launched in September 2023 and delivers bi-weekly support, to two cohorts of children and families with sensory play and activities for the parents/carers and children to enjoy together . Parents are also helped through the diagnostic process for SEND, with access to early developmental checks and support strategies are put in place for each family.

This new donation also unlocked the support of several additional charitable partners, all experienced in the delivery of help to families and young people in different ways. These partners include Families in Focus, the Hamelin Trust and Seymour House.

This year a total of 25 children attended the group. 22 children having been identified as having SEND, with 10 specifically experiencing speech and language difficulties. In addition, three children who attend the sessions have a physical disability. These numbers reflect the broad and inclusive nature of the support that the group provides, meeting a diverse range of needs with the SEND community. In total the number of individuals who have benefitted within these families is 76. This includes the children, parents, siblings and carers, demonstrating the wider impact the sessions have had across family units.

The group successfully delivered 33 structured group sessions, designed to support both the children and their families in a nurturing and engaging environment. These sessions have been well attended with a combined total of 177 individual attendances. This level of engagement reflects the consistent value and support that families have found through the programme.

Among the families supported, many identified specific needs at the start of their engagement with the group. Since attending, families have reported significant improvements in these areas. 100% of families have seen progress in managing their child(ren)’s behaviour and 89% feel more involved in their child(ren)’s development. Additionally, all families (100%) reported improvements in coping with their own physical health. Improvements we also seen in emotional wellbeing with 60% reporting better coping with their mental health and 90% feeling less isolated because of the support provided.

Looking at the families currently being supported, they face several complex challenges. 25% are lone parents, while 30% of parents are living with mental health difficulties. In 10% of households the main carer has a disability, special educational needs, or speech and language difficulties themselves. Furthermore, a significant 85% of these families live in temporary or social housing and 25% have no one in the household in paid employment.

The impact of the grant has been far reaching and below are quotes and case studies that highlight the real difference the contribution has made.

Feedback from the Family Support Co-ordinator on this family:

“Mum and C1 have absolutely loaved the SEND group and support. They have really engaged well and got involved with everything”

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Home-Start Essex Braintree SEND Group (continued)

This feedback from the Family Support Worker is particularly impactful as it highlights the deep emotional and practical value the SEND group has provided. The family ‘absolutely loved the SEND group and support’ and ‘really engaged well and got involved in everything’, showing that parent and child(ren) felt welcomed and included. For families with SEND, finding a space where they can fully participate and feel supported is significant and this response clearly demonstrates the positive impact of the funding on their wellbeing and sense of belonging. Quote from the family, “ Having the SEND group to go to has been amazing. We felt supported and have enjoyed everything that has been offered for us to try in the group.”

Feedback from the Family Support Co-ordinator on this family:

“Amy feels that she is much further on her SEND journey and a lot more things are now in place for the family”

This feedback is important because it reflects meaningful progress and empowerment in a family’s SEND journey, something that can often feel overwhelming and isolating. Amy’s acknowledgement that she is ‘much further on’ and that ‘a lot more things are now in place’ indicates a transformation from uncertainty to stability. It highlights the tangible outcomes of the support provided, in terms of services accessed and the family’s growth in confidence, understanding and ability to navigate the SEND system. Quote from the family, “the SEND support group has been amazing for us all. Attending a group that accepts us and my children, that has been amazing help advice and support”

The Family Support Co-ordinator offered this feedback on another supported family:

“Mum really enjoys the group with her son and has noticed how much more confident he is becoming in the group.”

This shows emotional connection and personal growth resulting from the support provided. The mother’s enjoyment of the group with her son highlights the value of shard positive experiences, which can strengthen family bonds and reduce the sense of isolation that many SEND Families face. Her observation that her son is becoming more confident reflects a significant developmental gain as confidence is often a key barrier for children with SEND and progress in this area can lead to better social interaction, learning and overall wellbeing.

Activities and Events

The group has continued to strengthen the support available to families by actively involving other local services and professionals who specialise in SEND. As part of this collaborative approach, there are regular guest visits from key organisations to our group sessions. Claire McConnell from the Essex Family Forum and Sally Grainger from the Special Educational Needs and Disabilities Information, Advice and Support Service have both become valuable contributors, attending sessions to offer direct guidance and support to families.

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Achievements and performance (continued)

Home-Start Essex Braintree SEND Group (continued)

Their involvement has been instrumental in helping parents navigate complex systems such as the process of applying for Disability Living Allowance. They provide hands on assistance with completing application forms and offer clear, personalized advice to ensure families understand their rights and are accessing all the benefits and financial support available to them.

The group’s Family Support Coordinator, Jo Pease and Family Play Worker, Emma Church were pleased to attend the opening of the Happy Hill Hub. Happy Hill is one of six organisations that form the SEND Sensation Partnership which delivers hub-based sessions designed to support the emotional and social development of children with SEND. Attending the event provided a valuable opportunity for the team to build relationships with Happy Hill and explore ways to collaborate more closely in the future.

As a result, the SEND groups were invited to visit the venue, benefit from its excellent facilities and take part in a range of engaging activities. The families had a fantastic time at Happy Hill, making full use of the centre’s excellent resources. The sensory room was especially popular, along with the ball pool, soft play area and outdoor sandpit. This partnership has enhanced our group sessions and has also offered families ongoing support and opportunities beyond the group’s own provision.

The group also organised a festive outing to the Enlightened sensory event, providing families with a supported, inclusive Christmas experience led by our staff and volunteers.

This was the second grant that the Trustees approved for the initiative, and we have approved a third and final grant for the H-SE. It will be used in the same way as previous years, to fund the provision of a weekly group session for parents and children with SEND including access to a support network of suitably trained experts who can guide parents to get an appropriate diagnosis.

These grants fulfil the vision and objectives of Elijah’s Pot to work on initiatives which provide additionality, that are sustainable, while working with trusted partners.

Sisters of the Resurrection in the Democratic Republic of Congo and Rwanda

The Trustees approved annual grants to support the Community in the three autonomous Priories in Africa, namely Rwanda, Mihri and Kindu of £10,000 each. The Rwanda and Mihri Priories acknowledged receiving the grants and they have been used to meet the basic needs of the Communities and their missionary work, including supporting the running of schools, food for malnourished children, support and basic medical care.

The Kindu Priory was unable to safely receive it’s designated £10,000 so that money has been accrued and will be paid when they are next able to receive.

Until the death of the final sister of the Community, the Elijah’s Pot CIO trustees will offer an annual sum to each community, initially £10,000. This will be reviewed annually.

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Sanctus in Chelmsford, Essex (Charity Number 1150313)

Based on the impact of our first grant, in May 2024 the Trustees approved a second grant of £13,000 to Sanctus which is a charity based in Chelmsford, Essex. Sanctus supports homeless and vulnerable individuals in the community. The organisation operates the only drop-in day centre in the area that is open five days a week and through the centre it provides food and warmth in the Sanctus Cafe (serving approx.17,400 meals each year) and support services through its Hub (including advice and counselling and free use of phones and computers).

Based on the impact that our first grant had with Sanctus to support the vulnerable community in Chelmsford, the Trustees agreed a second tranche of funding for £13,000 for FY2024/25. Sanctus provided the following impact report for this second grant:

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Achievements and performance (continued)

Sanctus in Chelmsford, Essex (continued)

Based on the impact that our second grant has had with Sanctus to support the vulnerable community in Chelmsford, the Trustees agreed to a third and final tranche of funding for £13,000. The grant will be used to fund:

The grants fulfil the vison and objectives of Elijah’s Pot to work on initiatives which provide additionality, that are sustainable, while working with trusted partners.

Candles - Down Syndrome Support Group (Charity Number: 1198215)

Candles is a parent led support group for families with Down Syndrome in Colchester and the surrounding districts. It aims to provide families with support and advice through sessions and activities, sharing stories and experiences and enabling the children to play and make friends in safe spaces. We were first introduced to Candles at a presentation evening hosted by ECF.

The trustees had previously approved a £15,000 grant to Candles to pay a large contribution towards to a fully inclusive activity holiday for families with The Calvert Trust in the Lake District .

This second grant of £15,000 is for the sole purpose of funding a speech and language therapy (SALT) project led by Carrie Hughes (private SALT provider). This grant will cover a large proportion of the cost for the first year, supporting 25 children. (Candles has already met the cost of the individual assessments - approximately £2,000.)

Candles explained that they are finding it increasingly difficult to get the right, or any Speech and Language therapy for their children.

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Achievements and performance (continued)

Candles (continued)

‘Children with Down Syndrome always have difficulty speaking, whether it is due to their learning disabilities, their larger tongue, verbal dyspraxia or Autism or ADHD diagnosis. They understand EVERYTHING but just cannot communicate it well enough and have no one fighting their corner enough apart from their parents!!’

This leads to frustration in the school environment with instruction, bullying and general feedback on communicating their experience. Even if children do have NHS SALT, it is sparse, limited, inconsistent and often not fit for purpose. It is key that the children have access to a robust SALT provision, so they have equitable opportunities in education and life.

The sessions will take place at Carrie Hughes’ clinic in Wivenhoe. All costings are based on the sessions being one hour long, but there may be a move to shorten them to 45 minutes if the children struggle with a full hour - again, the costings may change. There also maybe the possibility to use university students to help lower costs. As well as therapy, Carrie’s clinic will also provide the annual reports required for the children’s Education, Health, and Care Plan (EHCP)reviews.

This grant fulfilled the Vision and Objectives of Elijah’s Pot to work on initiatives which provide additionality, that are sustainable, while working with trusted partners.

Witham Community Hub (Charity Number: 1188048)

The Witham Community Hub (Hub) is a charity that supports the homeless, lonely and hungry in Witham. The Hub was born out of the desire to tackle social exclusion within all demographics and, amongst other things, runs drop-in support groups, offers events and activities, provides a youth group and helps people that are returning home alone after being in hospital.

The Hub is open between 10am and 2pm during the week at a site in central Witham and operates with a large bank of volunteers, 11 paid staff and four trustees. Approximately 75 to 100 people visit daily, and they have 3,000 individuals listed on their safeguarding database.

The Trustees agreed to provide a grant of £15,000 to employ a dedicated staff member to support the Hub’s ‘removing and preventing isolation’ programme. Subject to review of the year one impact of the programme, there is potential allocation for two more years.

To date the staff member has instigated both daily craft sessions and monthly events to bring the community together over shared interests.

This grant fulfils the Vision and Objectives of Elijah’s Pot to work on initiatives which provide additionality, that are sustainable, while working with trusted partners.

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Trustees’ report Year to 30 September 2025

GaTEssex (Gypsy and Travellers Essex)

GaTEssex (Gypsy and Travellers Essex), is a new charity founded to address a critical gap in support for Gypsy, Roma, and Traveller (GRT) communities in Essex—a county with the highest percentage of these populations. The voluntary organisation supports direct response to urgent needs, particularly concerning health, education, and housing inequalities experienced by the GRT communities through such issues as systemic barriers, structural discrimination, digital exclusion and a lack of targeted service provision.

The Trustees agreed to support two initiatives to tackle health and education advocacy with an initial £21,500 grant for:

GaTEssex aims to use this engagement and consultation approach to the shape the future service delivery for the GRT communities. More specifically to create the following impact:

Subject to review of the year one impact, there is potential allocation of funding for two more years.

This grant fulfils the vision and objectives of Elijah’s Pot to work on initiatives which provide additionality, that are sustainable, while working with trusted partners.

Elijah’s Pot CIO 19

Trustees’ report Year to 30 September 2025

Financial Overview

The year 2024/25 was the fourth year of normal operating activity as a completely autonomous CIO for Elijah’s Pot. In addition to the annual donations to the three African Priories, we continued another round of funding for four of the five previous year’s recipients of donations (Parkwood Academy was a one-off donation to enable the completion and furnishing of a demountable in the school’s playground). Two additional organisations received donations for the first time last year - Witham Community Hub and GaTEssex. A total of £111,187.72 was donated to selected charities in the year, a decrease of £28,626 year-on-year, but it must be remembered that the aggregate donation last year to Parkwood Academy, of £50,126, was to fund a building project rather than fund additional operating activities of the chosen charities.

As in previous years the cash for the purpose of making donations was drawn down solely from the CIO’s assets managed by Sarasin. The decision to leave the portion of CIO’s assets managed by James Hambro and Partners untouched was carried over from the previous year. This is in line with the original mandate to James Hambro that the funds would be untouched for five years. Hambro have allocated the assets with long term growth in mind.

From September 2024 to September 2025, global capital markets were driven by a mix of monetary easing, geopolitical shocks, and structural shifts. Equities rallied late in 2024 on interest rate cuts by the US Federal Reserve and Chinese stimulus, but early 2025 saw sharp volatility as U.S. tariff hikes and India’s slowdown triggered one of the worst selloffs since 2020 before markets rebounded on trade concessions. Bond markets swung between falling yields on Fed-cut expectations and surges driven by fiscal concerns in the U.S., U.K., and France. Meanwhile, long-term “mega-forces” such as Artificial Intelligence, geopolitical fragmentation, and climate transition reshaped investor strategies, while emerging markets outpaced developed peers, gold surged to record highs on safe-haven demand, and broader equity strength extended beyond U.S. mega-cap tech, even as their heavy spending raised margin concerns.

Despite the volatility in world markets there remains an expectation of lower interest rates and lowering inflation across the main economies. Markets have responded somewhat positively in the last year, generating a 3.4% increase in the portfolio valuations despite significant volatility in the interim . Consequently, the aggregate valuation of the two portfolios on 30 September 2025 was £5.50m (Sarasin: £3.11m; James Hambro: £2.39m). It is worth noting that the total amount drawn down from the Sarasin funds since founding Elijah’s Pot is £385,000. Adding this back to the current portfolio valuation gives a crude idea of the total theoretical value of the fund had there been no donations or administrative expenses. This total would have been £5.89m, a 17.8% growth since the original donation of £5m by CRSS.

Based on the work done by Sarasin and Partners LLP on understanding the growth of various financial assets over the last 100 years, including World War II and numerous periods of economic boom and bust, we are advised that we can still drawdown approximately 3.5% of assets each year while maintaining the real value of the original capital. This equates to approximately £108,500 each year (3.5% of £3.1m), very close to the £111,187.72 donated during the year. However, if we consider the aggregate value of both Sarasin and James Hambro’s portfolios we could still donate approximately £175,000 pa based on the original £5m valuation. To be able to make donations beyond this total or to donate larger sums for

Elijah’s Pot CIO 20

Trustees’ report Year to 30 September 2025

Financial Overview (continued)

capital projects, while maintaining the real value of the original capital, will require larger gains than the capital markets have supported recently.

Donations were made after appropriate due diligence, usually involving face-to-face conversations with partners responsible for delivering the approved project, review of written documents and robust discussions to address outstanding questions. All partners receiving donations are charitable organisations, having met appropriate governance and regulatory standards.

It should be noted that all charity recipients of donations are aware that Trustees of Elijah’s Pot do not expect to make a grant to any one recipient for more than three consecutive years . The expectation is that recipient charities will be motivated by the success of their projects to find more permanent funding after three years.

Reserves policy and financial position

The CIO is in the early years of its formation, with its activities being funded by a donation from CRSS. The trustees will develop a meaningful reserves policy in the next few years.

Both investment managers have an investment mandate for long term growth in excess of inflation. It is anticipated that Sarasin, having the larger tranche of the charity’s assets, will provide the income to support the CIO’s immediate priorities (African priories) and some smaller donations.

The funds available at 30 September 2025 amounted to £5,525,892 (2024 - £5,339,457).

Structure, governance and management

The charity is a Charitable Incorporated Organisation (CIO) governed by a Constitution agreed by the trustees on 26 February 2021, and registered with the Charity Commission on 6 September 2021.

Members of the CIO and limitation of liability

The members of the CIO are its trustees for the time being.

If the CIO is wound up, the members of the CIO have no liability to contribute to its assets and no personal responsibility for settling its debts and liabilities.

Trustees

The names of the trustees are given on page 1 of this annual report and accounts. All trustees were appointed on 6 September 2021, except for Steve Webb who was appointed 7 February 2025.

At any time, there must be a minimum of three trustees. The Prioress of the Community for the time being is automatically, ex officio, a charity trustees for as long as she holds that office.

The Prioress for the time being may appoint a charity trustee (the “Nominated Trustee”, who

Elijah’s Pot CIO 21

Trustees’ report Year to 30 September 2025

Trustees (continued)

must be a member of the Community) and the appointment shall be for a term of three years or such other term as the Prioress shall decide and they may be reappointed.

Apart from the first charity trustees, the Nominated Trustee and Prioress, the charity trustees may appoint additional charity trustees for a term of three years or such other term as the charity trustees decide.

In selecting individuals for appointment as appointed charity trustees, the charity trustees have given regard to the skills, knowledge and experience needed for the effective administration of the charity.

Looking Forward

We continue to operate in one of the most turbulent socio-economic and political climates both in the UK and abroad and take comfort that we have been able to support communities through funding initiatives in Essex and Africa with trusted partners that are sustainable and provide additionality.

We remain committed to the Vision and Wishes of the community and our financial priorities and focus for the next year (ending September 2026) are in providing grants funding for: Priories in developing countries, particularly Africa; The Association; and supporting charities that meet specific needs that are aligned to the CIOs objectives.

To that end, the Trustees continue to identify charities, organizations and individuals that meet the criteria for financial support over the year, in line with our financial capabilities. Following presentations to the Trustees, we agreed to fund projects for up to three years (with each new tranche contingent on a satisfactory annual report) with:

We have also investigated opportunities to work with Reach, The Wilderness Trust, The Bosco Camp, Citizen’s Advice, The Children’s Society and Fatima’s UK Campaign. Two trustees also attended the ECF AGM in November 2024. We continue to work with Lisa

Cracknell to explore other types of counselling and extra-curricular services that could also be run from Parkwood demountable as a centre for the community, that we provided a grant for last year. Trustees will also be visiting the Youth Zone Dagenham in October to learn more about the project.

Elijah’s Pot CIO 22

Trustees’ report Year to 30 September 2025

Looking Forward (continued)

We remain mindful that we may need to provide monies to OODIL CIO and Durham University’s Centre for Catholic Studies, as well as the CRSS Cemetery CIO. If an exceptional opportunity becomes known to us, we may invest capital sums into projects that fit the Community’s vision and objectives, and that achieve long-term social benefits that wouldn’t ordinarily be funded.

As the Trustees of Elijah’s Pot, our objectives and approach remain aligned to the Community’s Vision and wishes to respond to the needs of those that are disadvantaged, oppressed or discriminated against in the UK and elsewhere.

The Elijah Pot Trustees are extremely grateful for the initial generous donation and will continue to fully respect the original desires and outcomes that supported the grant.

Organisational management

In terms of Civil Law, the trustees of the charity are legally responsible for the overall management and accounting of the charity and for safeguarding the assets of the charity. They receive no remuneration or expenses for their service as trustees.

Elijah’s Pot CIO was created by means of a charitable benefaction to the value of circa £5 million from CRSS. It is noteworthy that Sister Moira O'Sullivan is a trustee of both CRSS and Elijah’s Pot CIO.

The charity's strategy and overall management control is set and completed by the trustees. The trustees are made up of the original founders, plus Steve Webb, who was appointed in 2025. They are experienced personnel within varying sectors, and all of whom have the ability to add value to the charity.

To date the complete operational running of the charity is also undertaken by the trustees. Control is via formal discussion and decisions at trustee meetings as well as day to day operational communication and information sharing. The trustees meet regularly to review developments within the charity and to take decisions.

This structure allows the charity to evolve and develop at the required pace.

Policies are in place to ensure the charity operates effectively, safely and conforms to required legalisation. Policies also ensure the trustees and the beneficiaries are protected from any detriment. All trustees have undertaken a Disclosure and Barring Service Check as some of our beneficiaries may be deemed vulnerable.

In terms of formal training, three of the trustees have undergone charity trustee training in the past. It is expected that more courses will be undertaken, and trustees will undertake training across the next year. The trustees feel they are fully informed and equipped to effectively operate the charity.

Elijah’s Pot CIO 23

Trustees’ report Year to 30 September 2025

Public benefit

All the trustees are conversant with the Charity Commission’s guidelines concerning Charities and Public Benefit and have given consideration to them when assessing our activities. We therefore believe that we have complied fully with the duty in Section 4 of Part 1 of the Charities Act 2011 to have due regard to the Public Benefit guidance published by the Commission.

Risk management

The trustees recognise their responsibility for the management of risks faced by the charity and its beneficiaries. As the charity is in the initial stages of its operations it is developing its risk management strategy and is in the process of documenting the procedures put in place.

The areas identified for particular attention within our risk management strategy are:

The trustees plan to operate within the key areas of risk controls which include:

Timeframes exist for the annual monitoring of the risk assessments.

The charity's principal asset, since 1 October 2022, comprises listed investments, the value of which is dependent on movements in UK and world stock markets. The investments are managed by reputable investment managers who adhere to a policy agreed by the trustees. The investments are monitored closely by the trustees. The investment strategy will be assessed regularly to ensure it remains appropriate to the charity's needs both now and in the future. To date the trustees have worked closely with CRSS’s finance group and investment managers to ensure that as far as we are able, we do not invest in ways which impact negatively on the environment.

Elijah’s Pot CIO 24

Trustees’ report Year to 30 September 2025

Statement of trustees’ responsibilities

The trustees are responsible for preparing the trustees’ report and accounts in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

The law applicable to charities in England and Wales requires the trustees to prepare accounts for each financial year which give a true and fair view of the state of affairs of the charity of the incoming resources and application of resources of the charity for that period. In preparing these accounts, the Trustees are required to:

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the accounts comply with the Charities Act 2011, the relevant Charity (Accounts and Reports) Regulations and the provisions of the charity’s Constitution. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Key management personnel

The trustees consider that they comprise the key management of the charity in charge of directing and controlling, running and operating the charity on a day-to-day basis.

None of the trustees received any remuneration or reimbursement of expenses in connection with their duties as trustees or key management personnel during the period.

Signed on behalf of the trustees:

Annalise Coady Trustee

Approved by the trustees on: 1/6/2026

Elijah’s Pot CIO 25

Independent examination report Year to 30 September 2025

Independent Examiner’s Report to the Trustees of Elijah’s Pot CIO

I report to the trustees on my examination of the accounts of Elijah’s Pot CIO (the Charity) for the year ended 30 September 2025, which are set out on pages 27 to 36.

Responsibilities and basis of report

As the charity trustees of the CIO you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011(‘the Act’).

I report in respect of my examination of the CIO’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

Independent examiner’s statement

I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

  1. accounting records were not kept in respect of the CIO as required by section 130 of the Act; or

  2. the accounts do not accord with those records.

  3. the accounts do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair view’ which is not a matter considered as part of an independent examination.

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Peter Mackereth, Chartered Accountant Independent Examiner Buzzacott Audit LLP 130 Wood Street London EC2V 6DL

Date: 1 June 2026

Elijah’s Pot CIO 26

Statement of financial activities Year to 30 September 2025

Notes
Year to 30
September
2025
£
Year to 30
September
2024
£
Income from:
Donations and legacies
1
Investments and interest receivable
2
Total income
Expenditure on:
Raising funds
Charitable activities
. Grants and donations
3
Total expenditure
Net income before investment gains
5
Net gains on listed investments
Net income and net movement in funds
Reconciliation of funds:
Total funds brought forward at 1 October 2024
Total funds carried forward at 30 September 2025
20,000
—

95,198
100,668
115,198
100,668
18,312
17,488

161,616
136,079
179,928
153,567

(64,730)
(52,899)
251,165
685,125
186,435
632,226
5,339,457
4,707,231
5,525,892
5,339,457

All recognised gains and losses are included in the above statement of financial activities.

All of the charity’s activities derived from continuing activities in each of the above two financial periods.

Elijah’s Pot CIO 27

Balance Sheet 30 September 2025

DRAFT

Notes
2025
£		 2025
£		 2024
£		 2024
£
Fixed assets
Investments
8
Current assets
Debtors
9
Cash at bank and in hand
Current liabilities
Creditors: amounts falling due
within one year
10
Net current assets (liabilities)
Total net assets
The funds of the Charity:
Unrestricted income funds
. General fund
11

3,431
53,343		 5,511,442
14,450		 7,308
5,153		 5,339,043
414
56,774

(42,324)		 12,461
(12,047)
5,525,892 5,339,457
5,525,892 5,339,457

Approved by the trustees and signed on their behalf by:

Annalise Coady Trustee

Approved on: 1/6/2026

Elijah’s Pot CIO 28

Principal accounting policies 30 September 2025

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the accounts are laid out below.

Basis of preparation

These accounts have been prepared for the year to 30 September 2025 with comparative information given in respect to the year to 30 September 2024.

The accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant accounting policies below or the notes to these accounts.

The accounts have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Charities Act 2011.

The charity constitutes a public benefit entity as defined by FRS 102.

The accounts are presented in sterling and are rounded to the nearest pound.

Critical accounting estimates and areas of judgement

Preparation of the accounts requires the trustees to make significant judgements and estimates.

There are no significant judgements or estimates.

Assessment of going concern

The trustees have assessed whether the use of the going concern assumption is appropriate in preparing these accounts. The trustees have made this assessment in respect to a period of at least one year from the date of approval of these accounts.

The trustees communicate regularly with their investment managers and, whilst there are concerns over the volatility in world stock markets, they acknowledge also that the charity is a long-term investor. The charity’s trustees keep a watching brief over the markets.

The trustees do not expect material concerns to arise over the charity’s financial position or going concern. The trustees have concluded that the charity will have sufficient resources to meet its liabilities as they fall due.

Income

Income is recognised in the period in which the charity is entitled to receipt, the amount can be measured reliably, and it is probable that the income will be received.

Income comprises donations, investment income and interest receivable.

Elijah’s Pot CIO 29

Principal accounting policies 30 September 2025

Income (continued)

Donations are recognised when the charity has confirmation of both the amount and settlement date. In the event of donations and grants pledged but not received, the amount is accrued for where the receipt is considered probable. In the event that a donation or grant is subject to conditions that require a level of performance before the charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the charity, and it is probable that those conditions will be fulfilled in the reporting period.

Donations receivable in kind (in the form of investments) are recognised at fair value.

In accordance with the Charities SORP FRS 102 volunteer time is not recognised.

Investment income is recognised once the dividend or similar distribution has been declared, and notification has been received of the amount due.

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity. This is normally upon notification of the interest paid or payable by the bank.

Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to make a payment 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. All expenditure is stated inclusive of irrecoverable VAT.

All expenditure is accounted for on an accruals basis. Expenditure comprises direct costs and support costs.

The costs of raising funds include direct costs associated with managing listed investments and comprise investment management fees.

The costs of charitable activities comprise expenditure on the charity’s primary charitable purposes as described in the trustees’ report. Such costs include:

Grants, donations and support of missionary work of the Community relates to the support of work overseas carried out by Communities of sisters with which the Regular Canonesses of the Order of the Holy Sepulchre of Our Lord is associated and the support of other charitable organisations with objectives consistent with those of the charity.

Elijah’s Pot CIO 30

Principal accounting policies 30 September 2025

Expenditure (continued)

Charitable grants and donations are made where the trustees consider there is real need following a review of the details of each particular case and comprise both single year payments and multi-year grants. Grants payable are included in the statement of financial activities when approved and when the intended recipient has either received the funds or been informed of the decision to make the grant and has satisfied all performance conditions. Grants meeting these criteria but which are not paid at the end of the financial year are accrued. Grants where the beneficiary has not been informed or has to fulfil performance conditions before the grant is released are not accrued for but are disclosed as financial commitments in the notes to the accounts.

Support and governance costs

Support costs represent indirect charitable expenditure. In order to carry out the primary purposes of the charity it is necessary to provide support in the form of financial procedures.

Governance costs are the costs associated with the governance arrangements of the charity including audit or examiner costs and the necessary legal procedures for compliance with statutory requirements.

The majority of expenditure on support and governance is allocated to the charitable activities of provision of donations and grants.

Fixed asset investments

Listed investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price.

The charity does not acquire put options, derivatives or other complex financial instruments.

As noted in the trustees’ report, the main form of financial risk faced by the charity is that of volatility in equity markets and investment markets due to wider economic conditions, the attitude of investors to investment risk, and changes in sentiment concerning equities and within particular sectors or sub sectors.

Realised gains (or losses) on investment assets are calculated as the difference between disposal proceeds and their opening carrying value or their purchase value is acquired subsequent to the first day of the financial year. Unrealised gains and losses are calculated as the difference between the fair value at the year end and their carrying value at that date. Realised and unrealised investment gains (or losses) are combined in the statement of financial activities and are credited (or debited) in the year in which they arise.

Debtors

Debtors are recognised at their settlement amount, less any provision for non-recoverability. Prepayments are valued at the amount prepaid. They have been discounted to the present value of the future cash receipt where such discounting is material.

Elijah’s Pot CIO 31

Principal accounting policies 30 September 2025

Cash at bank and in hand

Cash at bank and in hand represents such accounts and instruments that are available on demand or have a maturity of less than three months from the date of acquisition. Deposits for more than three months but less than one year have been disclosed as short-term deposits. Cash placed on deposit for more than one year is disclosed as a fixed asset investment.

Creditors and provisions

Creditors and provisions are recognised when there is an obligation at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Creditors

and provisions are recognised at the amount the charity anticipates it will pay to settle the debt. They have been discounted to the present value of the future cash payment where such discounting is material.

Fund structure

The general fund comprises those monies which may be used towards meeting the charitable objectives of the charity and which may be applied at the discretion of the trustees.

Elijah’s Pot CIO 32

Notes to the accounts Year to 30 September 2025

1
Income from: Donations
Donations from The Charity of the Regular Canonesses of the Order
of the Holy Sepulchre of Our Lord (Charity Registration No
1167869)		 1
Income from: Donations
Donations from The Charity of the Regular Canonesses of the Order
of the Holy Sepulchre of Our Lord (Charity Registration No
1167869)		 Year to 30
September
2025
£
Year to 30
September
2024
£
Donations from The Charity of the Regular Canonesses of the Order
of the Holy Sepulchre of Our Lord (Charity Registration No
1167869)		 20,000
—
20,000
—

2 Income from: Investments and interest receivable

Income from: Investments and interest receivable
Year to 30
September
2025
£
Year to 30
September
2024
£
Investment income
. Unit trusts and common investment funds
. UK equities
. Overseas equities
Interest receivable
. Cash instruments
. Cash held by investment managers for reinvestment		 74,028
77,128
3,938
4,232
14,818
15,317
298
1,591
2,116
2,400
95,198
100,668

3 Expenditure on: Grants and donations

Expenditure on: Grants and donations
Year to 30
September
2025
£
Year to 30
September
2024
£
Provision of grants and donations (see below)
Support and governance costs (note 4)		 155,738
124,814
5,878
11,265
161,616
136,079
Year to 30
September
2025
£
Year to 30
September
2024
£
Sisters of the Resurrection in Africa
. Mirhi
. Rwanda
. Kindu
Sanctus
Home-Start Essex
Candles		 10,029
10,000
10,050
10,000
9,965
10,000
13,000
13,000
16,688
31,688
15,000
_

Elijah’s Pot CIO 33

Notes to the accounts Year to 30 September 2025

Expenditure on: Grants and donations (continued)

South Essex Academy Trust
Gypsy and Travellers Essex
Essex and Suffolk Youth Enquiry Service
Kinetix Academy
Witham Community Hub		 _
50,126
21,500
_
15,000
_
14,506
_
30,000
_
155,738
124,814

4 Support and governance costs

Support and governance costs
Year to 30
September
2025
£
Year to 30
September
2024
£
Governance costs - professional fees
Bank charges		 5,700
11,220
178
45
5,878
11,265

5 Net income before net investment gains

This is stated after charging:

Year to 30 Year to 30
September September
2025 2024
£ £
Independent examiner’s remuneration(includingVAT) 5,700 4,800

The trustees consider that they alone comprise the key management of the charity in charge of directing and controlling, running and operating the charity on a day-to-day basis. They received no remuneration or reimbursement of expenses in connection with their duties as trustees.

7 Taxation

Elijah’s Pot CIO is a registered charity and therefore, is not liable to income tax or corporate tax on income derived from its charitable activities, as it falls within the various exemptions available to registered charities.

Elijah’s Pot CIO 34

Notes to the accounts Year to 30 September 2025

8 Fixed asset investments

Fixed asset investments
2025
£
2024
£
Market values (fair value)
At 1 October 2023
Additions at cost
Disposals (see below)
Net unrealised investment gains
At 30 September 2024
BlackRock Sterling Liquidity Fund
Cash held by investment manager for reinvestment
At 30 September 2024
Cost of investments at 30 September 2024		 5,161,922
4,646,384
576,452
497,859
(702,899)
(643,786)
325,672
661,465
5,361,147
5,161,922
70,000
70,000
80,295
107,121
5,511,442
5,339,043
4,742,107
4,452,899

Disposals at book value included above are made up of the following:

2025
£
2024
£
Proceeds
Realised loss/(gain)
Disposals at book value		 628,392
667,447
74,507
(23,661)
702,899
643,786

All listed investments were dealt in on a recognised stock exchange.

Listed investments held at 30 September 2025 comprised the following:

UK unit trusts and common investment funds
UK equities
Overseas equities
Alternatives and commodities		 2025
£
2024
£
3,399,545
3,028,321
195,586
211,962
1,377,652
1,680,835
391,364
240,804
5,361,147
5,161,922

At 30 September 2024, the following individual holding was deemed material in comparison with the market value of the entire listed portfolio held at that date:

Market
value
£
3,399,545		 Percentage
of total
portfolio
%
Sarasin Climate Active Endowments Fund Class A Inc 63%
9

 Debtors 2025
£		 2024
£
Investment income and interest receivable 3,431 7,308

Elijah’s Pot CIO 35

Notes to the accounts Year to 30 September 2025

10 Creditors: amounts falling due within one year

Creditors: amounts falling due within one year
2025
£		 2024
£
Witham Community Hub
Kinetix Academy
Other accruals		 15,000
14,506
12,818		 _
_
12,047
42,324 12,047

11 Fund accounting

Unrestricted funds comprise general funds that are available for use at the charity trustees’ discretion in furtherance of any of the objectives of the charity.

The total unrealised gains as at 30 September 2024, constituted movements on revaluation and were as follows:

and were as follows:
2025
£
2024
£
Total unrealised gains included above:
On listed investments
Reconciliation of movements in unrealised gains
Total unrealised gains at 1 October 2024
Net gains arising on revaluation in the year
Total unrealisedgains at 30 September 2024		 1,152,766
827,094
827,094
165,629
325,672
661,465
1,152,766
827,094

12 Related party transactions

Sister Moira O'Sullivan, a trustee of the charity, is also a trustee of a Charitable Incorporated Organisation, The Charity of the Regular Canonesses of the Order of the Holy Sepulchre of Our Lord, Charity Registration Number 1167869. The Charity of the Regular Canonesses of the Order of the Holy Sepulchre of Our Lord donated £20,000 (2024 - £nil) to Elijah’s Pot CIO.

There were no other related party transactions requiring disclosure.

13 Membership of the CIO and members’ liability

The members of the CIO are its charity trustees for the time being. The only persons eligible to be members of the CIO are its charity trustees. Membership of the CIO cannot be transferred to anyone else.

If the CIO is wound up, the members of the CIO have no liability to contribute to its assets and no personal responsibility for settling its debts and liabilities.

Elijah’s Pot CIO 36