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2025-01-31-accounts

Docusign Envelope ID: 5A2DFD71-9CCD-4A5F-82F2-6DAACB1E6F64

Company registration number CE027637 (England and Wales) Charity registration number 1197140 (England and Wales)

C-CHANGE WEST LONDON

ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JANUARY 2025

Docusign Envelope ID: 5A2DFD71-9CCD-4A5F-82F2-6DAACB1E6F64

C-CHANGE WEST LONDON

LEGAL AND ADMINISTRATIVE INFORMATION

Trustees A D Fraser L J Morris P Kaher E Kahlon R P S Sandhu P Patel Secretary E Kahlon Charity number 1197140 Company number CE027637 Registered office Cranford Community College High Street Cranford Hounslow TW5 9PD

Docusign Envelope ID: 5A2DFD71-9CCD-4A5F-82F2-6DAACB1E6F64

C-CHANGE WEST LONDON

CONTENTS

Page
Trustee report 1 - 13
Independent examiner's report 14
Statement of financial activities 15
Balance sheet 16
Notes to the financial statements 17 - 23

Docusign Envelope ID: 5A2DFD71-9CCD-4A5F-82F2-6DAACB1E6F64

C-CHANGE WEST LONDON

TRUSTEE REPORT (INCLUDING DIRECTORS' REPORT) FOR THE YEAR ENDED 31 JANUARY 2025

The Trustees present their annual report and financial statements for the year ended 31 January 2025.

The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the Foundation's [governing document], the Companies Act 2006 and "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019).

Objectives and activities:

1) To develop the capacity and skills of the socially and economically disadvantaged residents of Hounslow, Ealing, Hillingdon and Spelthorne in such a way that they are better able to identify, and help meet, their needs and to participate more fully in society.

2) To promote social inclusion for the public benefit by preventing people from becoming socially excluded, relieving the needs of those people who are socially excluded and assisting them to integrate into society.

For the purpose of this clause ‘socially excluded’ means being excluded from society, or part of society, as a result of being a member of a socially and economically deprived community.

All trustees have read and understand the guidance issued by the Charity Commission on public benefit and have regard to public benefit guides PB1, PB2 and PB3 when making decisions they are relevant to.

C-Change West London (CCWL) remained committed to empowering socially and economically disadvantaged residents across Hounslow, Ealing, Hillingdon, and Spelthorne. During the reporting period, CCWL delivered impactful projects that promoted social inclusion and addressed the needs of marginalised communities.

Heston West Big Local (Final Year Closure)

In 2024–25, C-Change West London (CCWL) successfully delivered the final phase of the 10-year Heston West Big Local (HWBL) programme, completing one of the most recognised and impactful resident-led regeneration initiatives in West London. Supported by Local Trust funding, this final year celebrated a decade of community leadership, volunteering, and partnership working that transformed Heston and Cranford into a thriving model of grassroots engagement.

Over the year, CCWL and the HWBL Partnership delivered nine major Big Local community events, which together engaged over 800 local residents. These events celebrated the programme’s legacy while promoting inclusion, wellbeing, and civic pride. Highlights included:

• A community trip to Littlehampton Beach, bringing together families, older residents, and volunteers for a day of connection and joy.

• A Women’s Wellbeing Event, co-delivered with the NHS and local health services, supporting over 60 women through workshops, health checks, and creative wellbeing activities.

• The “Reflecting on a Decade of Achievements” workshop, held with Locality and attended by partners, residents, and funders to capture lessons learned and chart the future of community-led development.

• A Royal Visit from HRH The Duchess of Edinburgh, recognising the outstanding work of CCWL and HWBL in empowering residents and improving wellbeing in Heston and Cranford.

• A series of creative and cultural events such as “A Celebration of Local Art” at the London Museum of Water & Steam, “Connecting Creativity and Community” at Osterley Park and House, and the “Time to Elevate” launch event marking the creation of Elevate Community Productions (ECP) – a lasting Big Local legacy project supporting young people into creative careers.

These activities, combined with ongoing projects like the Over-60s Bingo Club, community lunches, and volunteering programmes, ensured that HWBL’s spirit of inclusion and empowerment continues beyond the official funding period. The transition from Heston West Big Local to CCWL and ECP represents a national success story, recognised by Local Trust for its effective closure, sustainability planning, and long-term community leadership. The legacy now lives on through CCWL’s continued delivery of health, wellbeing, and creative initiatives, and through ECP’s growth as a film and social enterprise led by local young people.

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C-CHANGE WEST LONDON

TRUSTEE REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 JANUARY 2025

Heston in the Loop Programme

Delivered in partnership with ReLondon and Hounslow Council, this project reached 1,608 residents, 131 local businesses, and 9 community and faith groups.

The programme promoted environmental responsibility, volunteering, and neighbourhood pride, connecting longterm residents and younger participants through sustainability workshops, repair cafés, and intergenerational cleanup events.

Equality, Diversity & Inclusion

North Hyde and North Cranford Equality Opportunity Area Programme (Hounslow Council)

• Findings informed Hounslow Council’s Equality Opportunity Area Action Plan, ensuring resident voices shaped borough policy.

Health Inequalities and Wellbeing

CORE20 Heston and Cranford Health Inequalities Programme (NHS / Public Health Hounslow)

• Engaged 104 residents across Heston and Cranford to identify barriers to healthcare, including language, stigma, and accessibility.

• Findings directly influenced NHS and GP service design, promoting flexible appointments, community-based outreach, and improved engagement with marginalised communities.

• Delivered a series of wellbeing sessions, community meals, and awareness events to reduce stigma, build trust, and address health-related isolation.

This programme not only improved access to healthcare but also supported wider UK Government and NHS priorities focused on reducing health inequalities and empowering people affected by ill-health to re-engage with work and community life.

In line with NHS England’s Core20PLUS5 framework and the UK Government’s Keep Britain Working Review (2024), CCWL’s approach helped residents build the confidence, knowledge, and social support needed to better manage their health – a key step toward overcoming economic inactivity linked to long-term illness.

Participants reported increased confidence in accessing health services, greater motivation to participate in volunteering and training, and improved overall wellbeing. By combining health education, social connection, and empowerment, the programme has contributed to national efforts to improve population health, reduce inequality, and enable more people to move closer to employment.

Thriving Communities: Empowerment Creative Wellbeing Project

• Supported over 70 residents weekly, including women, carers, and individuals with long-term health conditions or disabilities.

Sports England Movement Fund Programme

Expanded inclusive multi-sports activities, including walking football, boccia, and archery, promoting physical fitness, teamwork, and mental wellbeing among older and disabled residents.

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C-CHANGE WEST LONDON

TRUSTEE REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 JANUARY 2025

Hounslow and Hillingdon HAF Programmes

Across both boroughs, CCWL engaged 177 unique children and teenagers in creative, sports, and wellbeing activities.

Of these:

• 19 young people (aged 15–20) were employed in paid holiday, summer, or weekend assistant roles. Supported by the London Borough of Hounslow, Inspire Hounslow, and the London Community Foundation, and delivered with Cranford Community College and Creative Spaces London, the programmes provided inclusive, enriching experiences for young people and families.

Highlights:

• Cranford Hub established as a community support space offering groceries (via The Felix Project), family health information, and volunteering opportunities.

• Trips to Hampton Court Palace and Chiswick House provided cultural and educational enrichment.

• Received the National HAF Recognition Award 2024 for community engagement and innovation. Impact and Feedback:

Hillingdon Youth Filmmaking and Drama Social Action Programme

• Engaged 25+ young people (ages 10–16) in filmmaking, interfaith dialogue, and civic leadership.

• Produced “A Day in the Life of a Faith Leader” with Hillingdon Interfaith Community Group, premiering at the Battle of Britain Bunker.

• Provided 5 youth volunteering placements and 2 paid assistant roles.

My London Enabling Youth Social Action Programme (Mayor of London & Ealing Hounslow CVS)

• Empowered young people to design and deliver community action projects addressing mental health, equality, and social justice.

Mental Health Awareness Day (Hillingdon)

• Delivered in Uxbridge, engaging 17 youth volunteers and attracting around 80 community attendees.

• Promoted open dialogue, wellbeing awareness, and reduced stigma through youth-led activities and creative workshops.

NHS Winter Wellness Campaign (NHS NWL)

Delivered targeted outreach in Hounslow to promote flu and COVID vaccination, energy efficiency, and winter wellbeing.

Partnered with local GPs, pharmacies, and community groups to reach vulnerable and multilingual populations. Cooking in Chiswick Programme

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C-CHANGE WEST LONDON

TRUSTEE REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 JANUARY 2025

Volunteer and Community Contribution

Volunteers remain at the heart of CCWL’s mission.

In 2024–25, the organisation supported 103 active volunteers, including:

Collectively, volunteers contributed over 4,000 hours across all projects – from youth mentoring to health outreach and creative facilitation.

Many are former participants who have progressed into leadership, mentoring, and paid employment, demonstrating CCWL’s successful “Pathway Model” – participation → volunteering → employment.

Public Benefit

All CCWL activities directly contributed to the charity’s purpose of improving wellbeing, skills, and community cohesion.

The trustees confirm they have had due regard to the Charity Commission’s public benefit guidance. This year, CCWL:

Through collaboration, empowerment, and creative innovation, C-Change West London continues to deliver positive public benefit – building stronger, healthier, and more connected communities across Hounslow and Hillingdon.

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C-CHANGE WEST LONDON

TRUSTEE REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 JANUARY 2025

Volunteering:

Volunteers remain at the heart of C-Change West London’s (CCWL) work and are essential to the charity’s success in delivering meaningful public benefit. Their contribution during the 2024–25 financial year was exceptional, reflecting a strong culture of community participation, shared ownership, and personal growth.

In total, 103 volunteers actively supported CCWL’s programmes and events – including 62 young people aged 13– 24 and 41 adult volunteers from the local community. Together, they contributed more than 4,000 volunteer hours across Hounslow, Hillingdon, and Ealing, supporting a wide range of projects from youth leadership and wellbeing initiatives to community meals and health campaigns.

Youth Volunteers

Many of CCWL’s youth volunteers began their journey as participants in the Holiday Activities and Food (HAF) programmes, the Youth Filmmaking and Social Action Programme, or the My London Enabling Youth Social Action Project (delivered in partnership with the Mayor of London and Ealing Hounslow CVS). Through CCWL’s structured “Pathway Model” these young people gained confidence, leadership experience, and practical skills that have led several into paid work, education, or community leadership roles.

Youth volunteers played a vital role in:

• Supporting the delivery of HAF sessions, mentoring younger children, and assisting with sports, drama, and arts activities.

• Helping to produce films and creative projects, including “Zombie School”, “A Day in the Life of a Faith Leader” and “Painting”.

• Leading community outreach at events such as the Mental Health Awareness Day in Uxbridge, which engaged 17 young volunteers and 80 local attendees.

Their involvement not only enhanced programme quality and engagement but also fostered peer-to-peer learning, representation, and youth leadership within their communities.

Adult Volunteers

Adult volunteers supported a wide range of activities that strengthened community wellbeing and cohesion. Their contributions included:

• Transport and support for older residents attending the Over-60s Bingo Club and Cooking in Chiswick programme.

• Delivering Sunday community activities at Cranford Community College – from the Multi-Sports and Creative Wellbeing Programme to wider community events –promoting inclusion and reducing loneliness.

• Supporting community workshops, and health campaigns – including CORE20, Thriving Communities, and Heston in the Loop – through facilitation, and community outreach.

Many adult volunteers were parents, carers, or residents who initially joined CCWL activities and later chose to give back to their community. Their involvement has helped to build local trust, increase capacity, and ensure CCWL’s programmes remain accessible and inclusive.

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C-CHANGE WEST LONDON

TRUSTEE REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 JANUARY 2025

Board and Partnership

C-Change West London (CCWL) is guided and supported by a dedicated and active Board of Trustees, consisting of six volunteer members (Alan Fraser, Esther Kahlon, Lewis John Morris, Poonam Kaher, Poorvi Patel, and Rajan Sandhu) who collectively bring expertise in education, community development, health, youth engagement, finance and law.

Throughout 2024–25, the trustees played a vital role in governance, oversight, and strategic direction, ensuring the charity continued to deliver high-quality, impactful, and inclusive programmes in line with its public benefit objectives. In addition to their governance responsibilities, several trustees also volunteered at events, community workshops, and evaluation sessions, contributing to the delivery and visibility of CCWL’s work on the ground. Alongside the main board, CCWL also benefited from the leadership and dedication of nine active partnership members who served as part of the Heston West Big Local Programme. All were local resident volunteers who helped guide the legacy transition of Big Local into CCWL’s ongoing operations, supported community grant making decisions, and championed resident-led engagement across Heston and Cranford.

Together, the trustees and partnership members have provided a strong foundation of voluntary leadership, accountability, and community representation, helping to ensure CCWL remains transparent, community-driven, and resilient as it continues to grow.

Volunteer Development and Impact

CCWL is proud that volunteering provides participants with pathways to growth and empowerment. Volunteers regularly receive mentoring, safeguarding training, and opportunities to lead or co-deliver sessions. Several former volunteers have transitioned into paid employment roles within CCWL or partner organisations. Measured outcomes (2024–25):

• 92% felt more connected to their community as a result of volunteering. Volunteers have described CCWL as “a family that makes you believe you can make a difference.” Their contribution extends beyond individual projects – it represents a sustained community effort that drives CCWL’s mission to empower local people, promote inclusion, and build stronger, more resilient communities across West London.

Docusign Envelope ID: 5A2DFD71-9CCD-4A5F-82F2-6DAACB1E6F64

C-CHANGE WEST LONDON

TRUSTEE REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 JANUARY 2025

Achievements and performance

Significant activities and achievements against objectives

In its second full operational year, C-Change West London (CCWL) made significant progress in empowering socially and economically disadvantaged residents across Hounslow, Ealing, and Hillingdon. By delivering impactful programmes and promoting social inclusion, CCWL brought about meaningful improvements to the lives of its beneficiaries and contributed to wider societal benefits.

Throughout 2024–25, the charity strengthened its position as a trusted community partner, improving wellbeing, reducing inequalities, and supporting local people to thrive through education, creativity, and volunteering.

Empowering Young People Through Participation, Employment, and Leadership

Across the Hounslow and Hillingdon Holiday Activities and Food (HAF) programmes, CCWL engaged a total of 177 unique children and teenagers throughout the year. These young participants benefited from inclusive creative, sports, and wellbeing sessions designed to improve health, confidence, and social connection. Of these participants:

• 62 young people gained valuable employability skills and experience by moving into volunteer roles, contributing to the delivery of sessions, mentoring others, and leading creative projects.

• 19 young people (aged 15–20) were employed in summer, holiday, and weekend assistant roles – gaining invaluable work experience, leadership, and teamwork skills.

Programmes were delivered in partnership with Cranford Community College, Creative Spaces London, and St Margaret’s Church, Uxbridge, and supported by the London Borough of Hounslow, Inspire Hounslow, and the London Community Foundation.

CCWL also successfully completed the My London Enabling Youth Social Action Programme, in partnership with the Mayor of London and Ealing Hounslow CVS, empowering young people to design and deliver local social action initiatives. Participants built confidence and civic awareness while tackling local challenges around mental health, equality, and community safety.

Difference made: Young people reported higher confidence, improved communication, and a stronger sense of belonging. Parents noted better teamwork, behaviour, and wellbeing among their children, with one describing CCWL as “a second home for our community’s youth.”

Strengthening Wellbeing and Tackling Isolation

• The Bingo Club for Over-60s, launched in early 2024, supported up to 15 elderly residents weekly in Heston and Cranford, with free minibus transport and intergenerational volunteer support.

• The Thriving Communities Empowerment Creative Wellbeing Project engaged up to 70 residents weekly across sports, creative arts, and wellbeing sessions.

• Participants reported 94% satisfaction and 50% improved mental wellbeing, supported by counselling, group activities, and arts-based therapy.

• Weekly community lunches at Cranford Community College offered companionship, healthy meals, and social inclusion opportunities.

Difference made: Residents described feeling “less alone” and “more motivated to take part in community life,” with measurable improvements in wellbeing and confidence.

Docusign Envelope ID: 5A2DFD71-9CCD-4A5F-82F2-6DAACB1E6F64

C-CHANGE WEST LONDON

TRUSTEE REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 JANUARY 2025

Promoting Health Equity and Inclusion

• The CORE20 Health Inequalities Programme, delivered with NHS North West London, engaged 104 residents to identify barriers to healthcare and shape inclusive service models.

• The NHS Winter Wellness Campaign reached hundreds of residents in Heston and Cranford, promoting vaccination uptake, energy efficiency, and self-care guidance.

• The North Hyde and North Cranford Equality, Diversity & Inclusion Programme engaged 101 residents, influencing Hounslow Council’s Equality Opportunity Area Action Plan.

Difference made: Residents’ lived experiences informed local NHS outreach and council strategies. Young facilitators developed professional skills in research, communication, and leadership.

Expanding Creative Opportunities and Cultural Inclusion

Through our partnership with our Big Local legacy organisation Elevate Community Productions (ECP), CCWL continued to grow its legacy as a film and arts social enterprise:

• “Zombie School”, a youth-led international collaboration with young people in Lviv, Ukraine in partnership with Cranford Community College, Unbroken Cities and One World Foundation.

• “A Day in the Life of a Faith Leader” – interfaith documentary to be shown in Hillingdon schools from 2025, in partnership with the Hillingdon Interfaith Community Group and Grey Beanie Productions.

Building Community and Environmental Resilience

• The Heston in the Loop project reached 1,608 residents, 131 businesses, and 9 community groups, exceeding targets by promoting recycling, reuse, and sustainability.

• CCWL also delivered the Cooking in Chiswick programme with Chiswick House and Gardens Trust, engaging up to 12 participants weekly, mainly older adults, unemployed residents, and people with disabilities, who enjoyed healthy cooking sessions and social interaction.

Difference made: Residents reported healthier eating habits, improved budgeting, and reduced isolation. The project also promoted environmental awareness and intergenerational learning.

Volunteer and Community Leadership Growth

In 2024–25, CCWL supported 103 volunteers across all projects. Of these:

Together, volunteers contributed over 4,000 hours of community service. Many young people progressed into leadership or paid roles through CCWL’s Youth Pathway Model. Adult volunteers also played an essential role in outreach, community lunches, and supporting older residents.

CCWL also hosted a successful Mental Health Awareness Day in Uxbridge, engaging 17 youth volunteers and attracting around 80 attendees. The event promoted understanding, reduced stigma, and strengthened intergenerational dialogue on mental health.

Difference made: Volunteers described CCWL as “a platform that gives people purpose and belonging.” Participants gained confidence, skills, and a deeper connection to their community.

Partnership with Prospero World and London Business School

During this reporting period, C-Change West London (CCWL) developed a valuable new partnership with Prospero World, which helped connect the organisation with London Business School (LBS). This collaboration involved working with students specialising in behavioural psychology, who provided fresh insight and practical support to strengthen CCWL’s internal systems and strategic planning.

The LBS students worked closely with CCWL to explore ways to improve volunteer retention and recruitment, while also reviewing how the organisation measures impact, and collects and evaluates data. Their research contributed to the development of enhanced monitoring tools and volunteer engagement frameworks that have since informed CCWL’s wider delivery model.

As part of the project, the students also conducted community-based research and data analysis, helping CCWL better understand local needs and evidence the value of its work. This data was subsequently used to strengthen funding applications – most notably contributing to the success of CCWL’s Sport England Movement Fund bid.

The collaboration has laid the foundations for a long-term relationship with London Business School, creating opportunities for continued knowledge exchange, capacity-building, and research partnerships that support CCWL’s mission to deliver sustainable, community-driven impact across West London.

Docusign Envelope ID: 5A2DFD71-9CCD-4A5F-82F2-6DAACB1E6F64

C-CHANGE WEST LONDON

TRUSTEE REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 JANUARY 2025

Collaborative Work

The success of CCWL’s community engagement and development initiatives was made possible through strong partnerships with local organisations, schools, and charities.

Key collaborators included:

Local Trust, Heston West Big Local, Elevate Community Productions, Cranford Community College, Berkeley Academy, London Borough of Hounslow, London Borough of Hillingdon, Hillingdon Interfaith Group, NHS North West London, Ealing Hounslow CVS, Let’s Go Outside and Learn (LGOAL), Crane Valley Fund, H4ALL, Spark! Charity, HFEH Mind, Hillingdon Autistic Care and Support, EACH Counselling, Creative Spaces London, Certitude London, Heston Action Group, Cranford Action Group, Heston Repair Café, Chiswick House and Gardens, Prospero World, London Business School, and many others.

These partnerships ensured that CCWL’s programmes reached diverse and underserved communities, combining grassroots action with strategic collaboration.

Wider Recognition and Societal Impact

• CCWL received national recognition from Local Trust for successfully completing the Heston West Big Local legacy transition.

• The Royal Visit from HRH The Duchess of Edinburgh (November 2024) highlighted CCWL’s innovative community wellbeing model.

• Our partners, including NHS North West London, cite us as an example of best practice in community-led health promotion, creative empowerment, and youth development.

Wider Societal Benefits

C-Change West London’s holistic, community-led approach has generated lasting benefits that extend beyond individual participants, contributing to wider social and economic priorities. The charity’s programmes have:

• Strengthened community cohesion and participation, creating safer, more connected neighbourhoods where residents take pride in their local area.

• Improved mental and physical wellbeing through inclusive activities, creative expression, and peer-led support – helping to reduce loneliness and promote healthier lifestyles.

• Created new volunteering and employment pathways, particularly for young people and those furthest from the labour market, building confidence, transferable skills, and work readiness.

• Enhanced cultural inclusion and cross-sector collaboration, bringing together diverse communities, faith groups, and partner organisations to foster mutual understanding and shared purpose.

• Delivered long-term preventative outcomes that reduce pressure on public services, including health, social care, and employment support.

These outcomes directly align with national government priorities to reduce unemployment – particularly among young people and those affected by long-term ill-health – while promoting economic participation, mental wellbeing, and community resilience. Through programmes that build confidence, skills, and local capacity, CCWL is contributing to the wider public agenda of helping communities to connect, thrive, and reduce health inequalities across West London.

This community-led, evidence-based approach ensures that national priorities are achieved through locally designed, people-centred programmes that empower residents to take ownership of their wellbeing and future opportunities.

In 2024–25, C-Change West London:

• Engaged over 2,500 residents from some of the most deprived neighbourhoods in Hillingdon, Hounslow, and Ealing, as identified by the Indices of Multiple Deprivation (IMD) 2019.

• Built lasting partnerships with local councils, NHS partners, schools, and charities.

Through creativity, collaboration, and empowerment, CCWL continues to make a measurable difference – improving lives, building connections, and creating stronger, more resilient communities across West London.

Docusign Envelope ID: 5A2DFD71-9CCD-4A5F-82F2-6DAACB1E6F64

C-CHANGE WEST LONDON

TRUSTEE REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 JANUARY 2025

Fundraising practices

Funding from Local Trust, NHS North West London, London Community Foundation, Crane Valley Fund, Sport England, Locality, Ealing Hounslow CVS (GLA Funded), London Borough of Hounslow, and London Borough of Hillingdon.

Financial review

Reserves policy

It is the policy of the Foundation that unrestricted funds which have not been designated for a specific use should be maintained at a level equivalent to between three and six months expenditure. The Trustees consider that reserves at this level will ensure that, in the event of a significant drop in funding, they will be able to continue the Foundation’s current activities while consideration is given to ways in which additional funds may be raised. This level of reserves has been maintained throughout the year.

Principal funding sources

Funding from Local Trust, NHS North West London, London Community Foundation, Sport England, Inspire Hounslow, Locality, Much Loved, St. Margaret’s Church (Hillingdon Interfaith Community Group), Chiswick House and Gardens, H4ALL, Crane Valley Fund, The Freshwater Foundation, London Borough of Hounslow, and London Borough of Hillingdon.

Major risks

During its second full operational year, C-Change West London (CCWL) continued to grow as an independent organisation, building on the legacy of the Heston West Big Local programme. As a developing community charity, CCWL recognises a number of strategic and operational risks that could affect its ability to achieve its objectives. These risks are actively monitored and managed by the Board of Trustees through regular meetings, reviews, and risk assessments.

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C-CHANGE WEST LONDON

TRUSTEE REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 JANUARY 2025

Financial Sustainability

As Big Local funding comes to an end, CCWL’s primary risk is maintaining long-term financial sustainability. The charity remains reliant on short- to medium-term grant funding, which can fluctuate year to year. To mitigate this, CCWL is:

• Expanding income diversification through new partnerships and service contracts.

• Building strong relationships with funders and community partners including the London Borough of Hounslow, London Borough of Hillingdon, London Community Foundation, The National Lottery Fund, Inspire Hounslow, and Sport England.

• Strengthening internal financial planning with trustee oversight and improved forecasting.

Capacity and Staffing

As a small but growing organisation, CCWL faces ongoing challenges in managing increasing demand with limited staff capacity. With the CEO currently overseeing multiple operational roles, including finance and project management, there is a risk of overextension.

To manage this, CCWL plans to:

• Recruit project coordinators and managers to support delivery and relieve pressure on senior staff.

• Continue investing in staff development and volunteer progression.

Funding Dependency and Project Continuity

CCWL delivers a wide range of community projects often dependent on time-limited external grants. The risk is that discontinuation of funding may disrupt community services. Mitigation actions include:

• Applying for multi-year grants and exploring Reaching Communities (The National Lottery Fund), Garfield Weston Foundation, and NHS partnership funding.

• Developing sustainable revenue streams through training, consultancy, and possible income from its partnership with Elevate Community Productions (ECP).

• Strengthening its collaborative co-design approach with partners, ensuring community programmes deliver lasting value and have a greater chance of continuation.

Volunteer Retention and Wellbeing

With over 100 volunteers contributing across all programmes, CCWL’s success depends heavily on their sustained engagement. Risks include burnout, inconsistent availability, and maintaining quality standards. To mitigate this, CCWL:

• Provides ongoing supervision, training, and recognition.

• Offers progression routes into employment and leadership roles.

• Maintains flexible opportunities tailored to volunteers’ skills and interests.

Partnership and Reputation Management

CCWL’s work is highly collaborative, relying on trusted relationships with local authorities, NHS partners, and community organisations. Any breakdown in partnership communication or delivery quality could affect reputation and funding confidence.

The charity mitigates this risk by maintaining:

Our ultimate goal is to strengthen CCWL’s internal capacity, reduce the burden on key individuals, and build a sustainable infrastructure that will allow us to meet the growing needs of the communities we serve.

Structure, governance and management

The Foundation is a Charitable Incorporated Organisation (CIO).

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C-CHANGE WEST LONDON

TRUSTEE REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 JANUARY 2025

The Trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:

A D Fraser

L J Morris

P Kaher E Kahlon R P S Sandhu P Patel

Recruitment and appintment of trustees

The selection of trustees at C-Change West London reflects a commitment to ensuring a diverse and well-rounded representation from the local community and beyond. Trustees are chosen based on their relevant expertise and experience aligned with the charity's objectives.

When appointing new charity trustees, careful consideration is given to their skills, knowledge, and experience to ensure effective administration of the Charitable Incorporated Organisation (CIO). This approach ensures that the board of trustees is equipped with a wide range of talents and capabilities that can positively impact the organisation and its beneficiaries.

By valuing external experience and expertise, C-Change West London is able to benefit from fresh perspectives and innovative ideas that contribute to the charity's continued growth and success in fulfilling its mission and objectives.

Organisational structure

Organisation Structure from February 2024 to January 2025:

We worked closely with the London Borough of Hounslow, London Borough of Hillingdon, Local Trust, Cranford Community College, NHS North West London and Creative Spaces London during this period.

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C-CHANGE WEST LONDON

TRUSTEE REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 31 JANUARY 2025

Induction of training and policies

Policies developed by our trustees and adopted by C-Change West London:

The Trustee report was approved by the Board of Trustees.

A D Fraser Trustee

27 November 2025

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C-CHANGE WEST LONDON

INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF C-CHANGE WEST LONDON

I report to the Trustees on my examination of the financial statements of C-Change West London (Foundation) for the year ended 31 January 2025.

Responsibilities and basis of report

As the Trustees of the Foundation (and also its directors for the purposes of company law), you are responsible for the preparation of the financial statements in accordance with the requirements of the Companies Act 2006.

Having satisfied myself that the financial statements of the Foundation are not required to be audited under Part 16 of the Companies Act 2006 and are eligible for independent examination, I report in respect of my examination of the Foundation’s financial statements carried out under section 145 of the Charities Act 2011. In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the Charities Act 2011.

Independent examiner's statement

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

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 financial statements to be reached.

Harsheel Dodhia KLSA LLP Chartered Accountants Kalamu House 11 Coldbath Square London EC1R 5HL

Dated: 27 November 2025

Docusign Envelope ID: 5A2DFD71-9CCD-4A5F-82F2-6DAACB1E6F64

C-CHANGE WEST LONDON

STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT

FOR THE YEAR ENDED 31 JANUARY 2025

Unrestricted
Restricted
funds
funds
2025
2025
Notes
£
£
Income from:
Donations and legacies
3
25,979
213,140
Total income
25,979
213,140
Expenditure on:
Charitable activities
4
114,940
27,424
Total expenditure
114,940
27,424
Net income/(expenditure) and
movement in funds
(88,961)
185,716
Reconciliation of funds:
Fund balances at 1 February
2024
35,684
32,895
Fund balances at 31 January
2025
(53,277)
218,611		 Total
Unrestricted
Restricted
funds
funds
2025
2024
2024
£
£
£
239,119
3,313
102,452
239,119
3,313
102,452
142,364
19,120
62,823
142,364
19,120
62,823
96,755
(15,807)
39,629
68,579
51,491
(6,734)
165,334
35,684
32,895		 Total
2024
£
105,765
105,765
81,943
81,943
23,822
44,757
68,579

The statement of financial activities includes all gains and losses recognised in the year.

All income and expenditure derive from continuing activities.

The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.

Docusign Envelope ID: 5A2DFD71-9CCD-4A5F-82F2-6DAACB1E6F64

C-CHANGE WEST LONDON

BALANCE SHEET

AS AT 31 JANUARY 2025

Notes
Current assets
Cash at bank and in hand
Creditors: amounts falling due within
one year
10
Net current assets
The funds of the Foundation
Restricted income funds
12
Unrestricted funds
13		 2025
£
169,486
(4,152)		 £
165,334
218,611
(53,277)
165,334		 2024
£
73,715
(5,136)		 £
68,579
32,895
35,684
68,579

The company is entitled to the exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year ended 31 January 2025.

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

The members have not required the company to obtain an audit of its financial statements for the year in question in accordance with section 476.

These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.

The financial statements were approved by the Trustees on 27 November 2025

A D Fraser

Trustee

Company registration number CE027637 (England and Wales)

Docusign Envelope ID: 5A2DFD71-9CCD-4A5F-82F2-6DAACB1E6F64

C-CHANGE WEST LONDON

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JANUARY 2025

1 Accounting policies

Charity information

C-Change West London is an incorporated charity limited by guarantee whose principal address is Cranford Community College, High Street, Cranford, Hounslow, TW5 9PD. The charity was registered 15 December 2021.

1.1 Reporting period

FRS 102 3.10 An entity shall present a complete set of financial statements (including comparative information as set out in paragraph 3.14) at least annually. When the end of an entity’s reporting period changes and the annual financial statements are presented for a period longer or shorter than one year, the entity shall disclose the following: (a) that fact; (b) the reason for using a longer or shorter period; and (c) the fact that comparative amounts presented in the financial statements (including the related notes) are not entirely comparable.

1.2 Basis of preparation

The financial statements have been prepared in accordance with the Foundation's governing document, the Companies Act 2006, FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland" and the Charities SORP "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)". The Foundation is a Public Benefit Entity as defined by FRS 102.

The Foundation has taken advantage of the provisions in the SORP for charities not to prepare a statement of cash flows.

The financial statements are prepared in sterling, which is the functional currency of the Foundation. Monetary amounts in these financial statements are rounded to the nearest £.

The financial statements have been prepared under the historical cost convention, [modified to include the revaluation of freehold properties and to include investment properties and certain financial instruments at fair value]. The principal accounting policies adopted are set out below.

1.3 Going concern

At the time of approving the financial statements, the Trustees have a reasonable expectation that the Foundation has adequate resources to continue in operational existence for the foreseeable future. Thus the Trustees continue to adopt the going concern basis of accounting in preparing the financial statements.

1.4 Charitable funds

Unrestricted funds are available for use at the discretion of the Trustees in furtherance of their charitable objectives.

Restricted funds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.

Endowment funds are subject to specific conditions by donors that the capital must be maintained by the Foundation.

1.5 Income

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

Cash donations are recognised on receipt. Other donations are recognised once the Foundation has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

Docusign Envelope ID: 5A2DFD71-9CCD-4A5F-82F2-6DAACB1E6F64

C-CHANGE WEST LONDON

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 JANUARY 2025

1 Accounting policies

(Continued)

Legacies are recognised on receipt or otherwise if the Foundation has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset.

1.6 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably.

Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges are allocated on the portion of the asset’s use.

1.7 Cash and cash equivalents

Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.

Basic financial assets

Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.

Basic financial liabilities

Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.

Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.

Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.

Derecognition of financial liabilities

Financial liabilities are derecognised when the Foundation’s contractual obligations expire or are discharged or cancelled.

1.8 Employee benefits

The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.

Termination benefits are recognised immediately as an expense when the Foundation is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

1.9 Retirement benefits

Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.

Docusign Envelope ID: 5A2DFD71-9CCD-4A5F-82F2-6DAACB1E6F64

C-CHANGE WEST LONDON

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 JANUARY 2025

2 Critical accounting estimates and judgements

In the application of the Foundation’s accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.

3 Income from donations and legacies

Unrestricted
Restricted
funds
funds
2025
2025
£
£
Donations and gifts
25,500
15,812
Grants
479
197,328
25,979
213,140		 Total
Unrestricted
Restricted
funds
funds
2025
2024
2024
£
£
£
41,312
-
-
197,807
3,313
102,452
239,119
3,313
102,452		 Total
2024
£
-
105,765
105,765

Docusign Envelope ID: 5A2DFD71-9CCD-4A5F-82F2-6DAACB1E6F64

C-CHANGE WEST LONDON

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 JANUARY 2025

4 Expenditure on charitable activities

Charitable Charitable
activities activities
2025 2024
£ £
Direct costs
Staff costs 81,542 61,012
Insurance 1,098 1,060
Travel costs 1,598 140
Computer costs 2,964 1,433
Legal and professional fees 500 100
Printing, postage and stationery 884 260
Other charitable expenditure 41,886 11,736
Telephone 574 369
General expenses 5,282 178
136,328 76,288
Share of support and governance costs (see note 5)
Governance 6,036 5,655
142,364 81,943
Analysis by fund
Unrestricted funds 114,940 19,120
Restricted funds 27,424 62,823
142,364 81,943
5 Support costs allocated to activities
2025 2024
£ £
Governance costs 6,036 5,655
Analysed between:
Charitable activities 6,036 5,655
6 Net movement in funds 2025 2024
£ £
The net movement in funds is stated after charging/(crediting):
Fees payable for the independent examination of the charity's financial
statements 2,800 2,000

Docusign Envelope ID: 5A2DFD71-9CCD-4A5F-82F2-6DAACB1E6F64

C-CHANGE WEST LONDON

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 JANUARY 2025

7 Trustees

None of the Trustees (or any persons connected with them) received any remuneration or benefits from the Foundation during the year.

8 Employees

The average monthly number of employees during the year was:

2025 2024
Number Number
10 5
Employment costs 2025 2023
£ £
Wages and salaries 80,097 59,441
Other pension costs 1,445 1,571
81,542 61,012

There were no employees whose annual remuneration was more than £60,000.

9 Taxation

The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.

10 Creditors: amounts falling due within one year

Other taxation and social security
Trade creditors
Other creditors
Accruals and deferred income
11
Retirement benefit schemes
Defined contribution schemes
Charge to profit or loss in respect of defined contribution schemes		 2025
£
1,270
196
286
2,400
4,152
2025
£
1,445		 2024
£
842
1,988
306
2,000
5,136
2024
£
1,571

The foundation operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the Foundation in an independently administered fund.

Docusign Envelope ID: 5A2DFD71-9CCD-4A5F-82F2-6DAACB1E6F64

C-CHANGE WEST LONDON

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 JANUARY 2025

12 Restricted funds

The restricted funds of the charity comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used.

At 1 February
2024
Incoming
resources
Resources
expended
At 31
£
£
£
32,895
213,140
(27,424)
Previous Period:
At 1 February
2023
Incoming
resources
Resources
expended
At 31
£
£
£
(6,734)
102,452
(62,823)		 January
2025
£
218,611
January
2024
£
32,895

13 Unrestricted funds

The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they may be used. These include designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes.

At 1 February
2024
Incoming
resources
Resources
expended
At 31
£
£
£
General funds
35,684
25,979
(114,940)
Previous Period:
At 1 February
2023
Incoming
resources
Resources
expended
At 31
£
£
£
General funds
51,491
3,313
(19,120)
Analysis of net assets between funds
Unrestricted
Restricted
funds
funds
2025
2025
£
£
At 31 January 2025:
Current assets/(liabilities)
(53,277)
218,611
(53,277)
218,611		 January
2025
£
(53,277)
January
2024
£
35,684
Total
2025
£
165,334
165,334

14 Analysis of net assets between funds

Docusign Envelope ID: 5A2DFD71-9CCD-4A5F-82F2-6DAACB1E6F64

C-CHANGE WEST LONDON

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 JANUARY 2025

14 Analysis of net assets between funds (Continued)
Unrestricted Restricted Total
funds funds
2024 2024 2024
£ £ £
At 31 January 2024:
Current assets/(liabilities) 35,684 32,895 68,579
35,684 32,895 68,579

15 Related party transactions

There were no disclosable related party transactions during the year.