pearcefoundation.org.uk
THE
Pearce
Foundation
TM
Supportingyou to supportothgr5
Annual
report
2025
The Pearce Foundation was founded in 2022 to help small Sussex charities build strong foundations for sustainable growth.
## _**Our trustees**_
Jane Robbie
Charlotte Moroney
Jane Waller
Ronald Olufunwa
## _**Communications officer**_
Zoya Rasul
## _**Our skill-sharers**_
Rich James
Caz O'Kane Emily Webster
## Founder’s welcome
2025 has been a year of exploring new ways to increase our impact.
Guided by our three strategic drivers, we’ve strengthened partnerships with community groups, charities, and funders across Sussex, refined our support programme in response to feedback, and explored how our values are maintained and experienced by everyone we work with.
While keeping our ‘more than money’ model at the heart of what we do, we also introduced our first satellite project, supporting an additional community organisation that embodies our values and mission. We were delighted to work with Brighton Soup and the charities they champion for their tenth anniversary, celebrating a decade of community-driven ideas that have made a lasting impact.
## Growing together
## A year of connection and collaboration
stretched and demand continues to rise. Yet what stands out is our partners’ resilience and creativity in facing challenges head-on. Their ability to adapt, learn and support one another has been heartening and inspiring.
This spirit of peer support has reinforced for us the importance of relationships — of trust, connection and a shared vision for positive change. We feel incredibly fortunate to be part of such a connected and collaborative network of charities, funders and voluntary groups, all working together to strengthen and improve local communities across Sussex.
Thank you to everyone who helped make this year so successful, meaningful and impactful.
## Jane Robbie
Jane e Robbie
In the sector more widely, funding remains
Founder and Chair
“ _Working with the Pearce Foundation has been a hugely supportive and nurturing experience. Work on our Theory of Change, comms and strategy has all been valuable._
_The partnership has helped us become more robust, and the wraparound support has helped me work through organisational challenges._
## Support and Strategy
The Pearce Foundation supports fledgling not-for-profit organisations across Sussex by providing financial and bespoke wraparound support.
We believe that the right investment in people and organisations is essential for these organisations to thrive.
Support is shaped by what matters most to our partners. Through our coaching approach and practical tools and frameworks, we work with them to identify key priorities and focus support where it will have the greatest impact.
Lis Long, Apron Community Garden
This year, our work was guided by three key strategic drivers.
Each of these operates in service of our ultimate goal: for The Pearce Foundation to have the greatest impact possible.
## 1.Increase our visibility and reach
We’re confident in the need for our ‘more than money’ model of support. We’ll actively seek to spread the word about what we do so we can reach more organisations that could benefit from our approach.
With more visibility, we believe, we can inspire the thinking of other grantmakers, too, and work in partnership to strengthen the not-for-profit sector in Sussex more widely.
## 3.Bring our values to life through a culture of positivity
Our values have brilliantly guided us this far, but we’re conscious of not being complacent. We’ll promote a welcoming, collaborative and inclusive environment for our volunteers, staff, skill-sharers and partners in a continuous effort to be an authentic, positive influence for everyone we work with.
## 2.Refine our programme of support
We’re committed to ensuring our thinking and decisions reflect the real-life challenges of the amazing organisations we work with. We’ll continue to listen and respond meaningfully to what our partners tell us, expanding our skill-sharer talent pool and shaping our support offer to their needs.
## Our Partners
This year, we were proud to welcome four new charities to the Pearce Foundation. Each organisation brings its own insight, passion and community impact.
Our role is to help strengthen their foundations through tailored funding and wraparound support, equipping them to grow sustainably and deliver lasting change across Sussex.
Our partnerships begin with listening. Working alongside founders, we co-create goals to help strengthen their organisation, from refining fundraising and finances to shaping long-term plans and communications.
“
Our partnerships begin with listening.
Cohort 2025
## What they do
## Location
Apron Creative brings people together through art, craft, and nature-based workshops, alongside a programme of inspiring community events
Shoreham, West Sussex
Eastbourne Trampoline is dedicated to making trampolining accessible, fun, and safe for all. They encourage people to get active while supporting both physical and mental wellbeing.
Eastbourne, East Sussex
Head to the Sky helps young people explore their own stories, culture, and heritage through after-school filmmaking workshops.
Brighton & Hove
Kitchen Session creates ‘community casseroles’—therapeutic cookery workshops designed to bring people together across generations and backgrounds.
Brighton & Hove
## Flourish Mentors is an inclusive
mentoring charity in Brighton and Hove offering free wellbeing and mental health support to young women aged 16-25 years.
Brighton & Hove
“ Our 2025 partners inspire us through their commitment to making a positive difference in their local communities.
I love what I do. Working alongside such dedicated and passionate people is a genuine privilege.
Jane Robbie
Cohort 2025
## “
Being in partnership with the Pearce Foundation has meant so much to me. It gave me validation and made me realise it wasnt just 'another idea'.
## “
The Pearce Foundation goes above and beyond the financial support. This actually fades into the background as you become engrossed in the face-toface support that you get whilst you are one of the partners.
“
Having Jane available to talk to and offer support in many areas was a game-changer for me. She reflects on what you have discussed and helps you see things more clearly. She often points out strengths that you didn't even know you had.
> [“] I don't.
Great to meet people in similar situations. Helpful to talk with those that have expertise and experience
“ Growing We were fortunate to receive a second round of support from the Pearce Foundation, which allowed us to build on the progress made during together our previous engagement.
We were delighted to welcome back Flourish Mentors, our 2023 pilot partners, who re-joined for the next stage of our threestage partnership model, Scaling Up.
Early in the process, Jane helped us identify our areas for improvement during a team strategy meeting, enabling us to focus our efforts effectively. With guidance from Rich and Caz, we strengthened our theory of change, strategy, and budgeting.
Their progress reflects our vision of nurturing long-term relationships and growing alongside the organisations we support.
What makes the Pearce Foundation truly unique and valuable is the time they take to understand each charity’s individual challenges and needs, tailoring their support to fit us—rather than expecting us to fit their model. We’ve also greatly enjoyed the collaboration and shared learning with other charities in this second cohort.
Cathy Chesson, Co-director, Flourish Mentors
## Strengthening foundations
Each charity focused on strengthening the areas most relevant to its stage of growth. Through tailored support across the eight Charity Wheel foundations, partners built the systems, skills and confidence needed for long-term sustainability. Introducing Theory of Change early helped charities clarify the problem they exist to solve, align activities to outcomes, and strengthen their approach to impact.
- Support is shaped around each charity’s stage of development Strategy, vision and mission strengthened as core foundations
- Theory of Change was introduced early to clarify purpose and outcomes Activities aligned more clearly with impact Partners are better equipped for long-term sustainability
“ When I first started my CIC, 'Head to the Sky', I had a clear vision, but navigating the next steps felt daunting. Then I found the Pearce Foundation.
They didn't just offer advice; they truly believed in my vision and provided the incredible support that allowed 'Head to the Sky' to grow and thrive. They were a gamechanger for us
Jenny Linton, Founder, Head to the Sky
Impact: at a glance
## The difference
## we made
100%
**----- Start of picture text -----**
100%
**----- End of picture text -----**
100%
of partners said the support will have a positive impact on the communities they serve
rated the quality of support 9 or 10 out of 10
of partners who received skill-sharer support said it was more impactful than financial support alone
“ I have loved my experience of working with the Pearce Foundation which has more than helped me bring a broad idea into a focused project. The personal support has been most valuable to me - being able to share honestly within a trusted group, in particular one to ones with Jane has helped me gain perspective, strengthened perseverance and galvanised ideas. In a way, the financial support was the least noticeable, it was all about the people, community and ideas for practical action that counted for Kitchen Sessions CIC.
Charlotte Hastings Founder, Kitchen Sessions CIC
What we have learned
## Refining our
## programme
Each year, we learn as much from our partners as they do from us. Through regular check-ins, shared reflections and end-of-programme evaluations, three key themes emerged this year.
## The three themes
## Peer support matters
Connecting with others facing similar challenges was consistently described as one of the most valuable aspects of the programme.
Diversifying income builds confidencer
Partners who explored new funding streams felt more confident about their financial future and long-term sustainability.
## Structure supports progress
Clear milestones and timelines helped partners track development, maintain momentum and focus their efforts
“ By learning alongside our partners, we’re able to refine our programme in ways that stay grounded in real experience and real need.
Jane Robbie Founder, Pearce Foundation
How we are using this learning
## Turning reflection into practical change
## Improving how we model budgeting
We are working more closely with partners at the start of the programme to model how grant funding can be allocated and managed across the year.
## Sustaining connection
## r
We aim to establish a self-sustaining peer support network, enabling partners to share ideas and encouragement beyond the programme.
## Refining our programme structure
We are introducing clearer frameworks and more regular check-ins earlier in the programme to support leadership development and organisational direction.
These changes reflect what our partners have told us matters most — and how we continue to adapt our support in response.
## Living our values
Our values aren’t just words on a page, they guide how we work and how we show up in every conversation, workshop and partnership.
Respect, Connection, Integrity, Kindness, and Growth are at the heart of everything we do. Inspired by a suggestion from founding trustee Janice Taylor, we invited our partners, Skill-Sharers, and trustees to reflect on one value that has stood out for them and to share a short example of how they’ve experienced it through their time with us.
**----- Start of picture text -----**
Ourcore values
**----- End of picture text -----**
In all of my interactions and from everything I have seen of how they work with their charity partners, the integrity of the Pearce Foundation shines through. They are honest and true to their word, and approach everything they do with transparency.
Rich James - Skill-sharer
Respect has been central to every interaction I’ve had with anyone involved. Each time we’ve met, everyone respects one another for what they’re doing and trying to do.
What I love about being a trustee for the Pearce Foundation is the chance to share my experience and expertise in a space outside my day job. It’s gratifying to feel respected and valued by a group of people who are equally experienced in their fields. Our trustee meetings are supportive, and we respect one another’s perspectives and professional expertise.
Charlotte Moroney, Trustee
Danny, Charity Partner
## If we added one more value…
We asked our stakeholders a simple question: if you could choose one more value for the Pearce Foundation, what would it be, and why? The responses below reflect the growing culture that is so important to us.
## Supportive
Providing thoughtful, individualised support that builds on strengths and helps organisations navigate challenges.
## Inclusion
Creating spaces where people feel welcome, ideas are listened to, andHumour organisations are supported equitably.
## Humour
Laughter that brings perspective, eases the journey, and strengthens connection.
## Compassion
Walking alongside organisations with empathy — present in every interaction, even when unspoken.
## Understanding
Truly grasping the realities of being a small charity or founder, and letting that insight shape everyday interactions and support.
## Care
A holistic approach that ensures organisations feel understood, held, and able to turn to us when they need support.
Fond farewell & thank you: Janice Taylor
## Team update
As one of our founding trustees, Janice Taylor has played a pivotal role in shaping the Foundation’s strategy, direction and values from the very beginning. As her three-year term came to an end, we invited Janice to reflect on her experience.
Thank you, Janice. You’ve helped shape a legacy of integrity and a culture that continues to listen, learn and grow.[“]
The Pearce Foundation model is a fabulous blueprint, and I think it can be a template for others to follow. What stands out to me is how open we’ve been to feedback, and how willing the organisation has been to learn and refine its approach.
In the spirit of feedback, we put Janice’s valuable suggestions into action:
## 1. Strengthening trustee’s connection with partners
_Ronald, our trustee, with Marion, one of our partners_
Janice recognised the value of trustees reconnecting with partners at the end of their programme as well as the start. This led to our first Trustee & Partners Social, a relaxed opportunity to reflect and connect.
## 2. Bringing our values to life
Janice also encouraged us to evidence how our values are lived across our work. Her idea inspired a collective exercise with partners, skill-sharers and trustees to capture real examples which are shared on the previous two pages.
## Our skill-sharers
At the heart of our _more than money_ model are our Skill-Sharers: experienced professionals who share their expertise to strengthen a specific area of work identified by our partners.
Their support helps turn Pearce Foundation grants into practical action and long-term learning.
## Rich James – Strategy & Comms
Rich James supported partners to clarify their thinking and organisational models by developing their Theory of Change, shaping strategy, and strengthening communications. A brilliant all-rounder, Rich’s insight continues to make a meaningful difference to the organisations he supports.
“ Rich’s incisive insights have enabled Kitchen Sessions to find clarity of purpose. “
Caz has been instrumental in helping Flourish Mentors build a comprehensive database of funders, as well as develop strategies for accessing smaller grants.
## Caz O’Kane – Fundraising
This year, fundraiser Caz O’Kane led a series of Fundraising Writing Rooms at the cabin.
These structured sessions gave partners protected time to work on funding applications, share ideas and challenges around the table, and receive one-to-one guidance on the trickier parts of their bids..
## Financial About us Overview 2025
We operate with intentionally low overheads so that the majority of our resources are directed into strengthening our charity partners.
With only one part-time paid role, the Foundation’s work is significantly amplified through pro-bono leadership, volunteer expertise and trusted partnerships. This year, 960 hours of professional time were contributed, representing an estimated £38,000 in additional value.
Our total financial expenditure was £18,996, allocated as illustrated below.
**----- Start of picture text -----**
Strategy
2% Governance 2%
Communications
18%
Impact
1%
Beneficiary Grants
77.1%
**----- End of picture text -----**
_960_ £38,000 _volunteer hours value estimate_
## A note of thanks
A big thank you to the following individuals for generously offering their time, expertise and support this year:
Liz Mattos for externally examining our accounts; Benita Matofska for her insight and guidance on impact, and Toby Buckle for providing thoughtful leadership support.
We are also grateful to ScoreApp for enabling our partners to access their Life Wheels and Charity Wheels online, strengthening reflection and ongoing learning..
## About us
At the Pearce Foundation, we believe communities thrive when people come together to support and share. We know small charities can make a big difference where change is needed most.
We provide financial and tailored support to small, fledgling charities and not-for-profit organisations in Sussex, helping them build strong foundations for sustainable growth.
Together, this work contributes to a happier, healthier and more equitable world.
## Connect with us:
www.pearcefoundation.org.uk admin@pearcefoundation.org.uk
The Pearce Foundation’s Registered Charity Number: 1198611
**1198611**
**The Pearce Foundation**
## **Recei ts and a ments accounts p p y**
**CC16a**
**For the period** 1/1/2025 31/12/2025 **To from**
## **Section A Receipts and payments**
|**to the nearest £**
**A1 Receipts**
Investment
**171,000**
Interest
**4,104**
**-**
**-**
**-**
**-**
**-**
**-**
**175,104**
**-**
**_Sub total_ -**
**_Total receipts_ 175,104**
**A3 Payments**
Charity partnergrants
**14,614**
Governance
**356**
Strategy
**404**
Comms
**3,545**
People
**9**
**Unrestricted**
**funds**
**_Sub total_**_(Gross income for AR)_
**A2 Asset and investment sales,**
**(see table).**|**to the nearest £**
**A1 Receipts**
Investment
**171,000**
Interest
**4,104**
**-**
**-**
**-**
**-**
**-**
**-**
**175,104**
**-**
**_Sub total_ -**
**_Total receipts_ 175,104**
**A3 Payments**
Charity partnergrants
**14,614**
Governance
**356**
Strategy
**404**
Comms
**3,545**
People
**9**
**Unrestricted**
**funds**
**_Sub total_**_(Gross income for AR)_
**A2 Asset and investment sales,**
**(see table).**|**to the nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Restricted**
**funds**|**to the nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Endowment**
**funds**|**Total funds**
**to the nearest £**
**171,000**
**4,104**
**-**
**-**
**-**
**-**
**-**
**-**
**175,104**
**-**
**-**
**175,104**
**14,614**
**356**
**404**
**3,545**
**9**|**Last year**
**to the nearest £**|
|---|---|---|---|---|---|
||||||**-**|
||||||**4,412**|
||||||**-**|
||||||**-**|
||||||**-**|
||||||**-**|
||||||**-**|
||||||**-**|
||||||**4,412**|
|||||||
||||||**-**|
||||||**-**|
||||||**-**|
|||||||
||||||**4,412**|
|||||||
|
Charity partnergrants|**14,614**|**-**|**-**|**14,614**|**8,034**|
|Governance|**356**|**-**|**-**|**356**|**3,851**|
|Strategy|**404**|**-**|**-**|**404**|**3,084**|
|Comms|**3,545**|**-**|**-**|**3,545**|**-**|
|People|**9**|**-**|**-**|**9**|**-**|
07/03/2026
1
|Impact|**60**||**-**||**-**||**60**||**-**|
|---|---|---|---|---|---|---|---|---|---|
||**-**||**-**||**-**||**-**||**-**|
||**-**||**-**||**-**||**-**||**-**|
||**-**||**-**||**-**||**-**||**-**|
|**_Sub total_**|**18,987**||**-**||**-**||**18,987**||**14,969**|
|**A4 Asset and investment**||||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|**purchases, (see table)**||||||||||||||||||||||
|||**-**|||||**-**|||||**-**||||**-**||||||
|||**-**|||||**-**|||||**-**||||**-**||||||
|**_Sub total_ **||**-**|||||**-**|||||**-**||||**-**||||**-**||
|||||||||||||||||||||||
|**_Total payments_ **||**18,987**|||||**-**|||||**-**||||**18,987**||||**14,969**||
|||||||||||||||||||||||
|**_Net of receipts/(payments)_ **||**156,117**||||**-**|||||**-**|||||**156,117**||||**- 10,557**||
|**A5 Transfers between funds**||**-**||||**-**|||||**-**|||||**-**||||**-**||
|**A6 Cash funds last year end**||**110,205**||||**-**|||||**-**|||||**110,205**||||**9,028**||
|**_Cash funds this year end_ **||**266,322**||||**-**|||||**-**|||||**266,322**||||**- 1,529**||
## **Section B Statement of assets and liabilities at the end of the period**
|**Categories**
**B1 Cash funds**|**Details**
Banks
**Details**
**_Total cash funds_**
(agree balances with receipts and payments
account(s))|**to nearest £**
**266,322**
**-**
**-**
**266,322**
OK
**to nearest £**
**Unrestricted**
**funds**
**Unrestricted**
**funds**|**to nearest £**
**-**
**-**
**-**
**-**
OK
**to nearest £**
**Restricted**
**funds**
**Restricted**
**funds**|**to nearest £**
**Endowment**
**funds**|
|---|---|---|---|---|
|||||**-**|
|||||**-**|
|||||**-**|
|||||**-**|
|||||OK|
|||||**to nearest £**
**Endowment**
**funds**|
07/03/2026
2
## **B2 Other monetary assets**
|**-**||**-**||**-**|
|---|---|---|---|---|
|**-**||**-**||**-**|
|**-**||**-**||**-**|
|**-**||**-**||**-**|
|**-**||**-**||**-**|
|**-**||**-**||**-**|
**B3 Investment assets**
|**Details**|**Fund to which**
**asset belongs**|**Cost (optional)**
**-**
**-**
**-**
**-**
**-**|**Current value**
**(optional)**|
|---|---|---|---|
|||**-**|**-**|
|||**-**|**-**|
|||**-**|**-**|
|||**-**|**-**|
|||**-**|**-**|
|**B4 Assets retained for the**
**charity’s own use**|**Details**
**Details**|**Fund to which**
**asset belongs**
**Fund to which**
**liability relates**|**Cost (optional)**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Amount due**
**(optional)**|**Current value**
**(optional)**|
|---|---|---|---|---|
|||||**-**|
|||||**-**|
|||||**-**|
|||||**-**|
|||||**-**|
|||||**-**|
|||||**-**|
|||||**-**|
|||||**-**|
|||||**When due**
**(optional)**|
07/03/2026
3
## **B5 Liabilities**
Signed by one or two trustees on behalf of all the trustees
**-**
|Signature
Jane E Robbie
Jane Waller|Print Name
Jane E Robbie
Jane Waller|Date of
approval|
|---|---|---|
||Jane E Robbie|3/7/2026|
||Jane Waller|3/7/2026|
07/03/2026
4
## **Independent Examiner’s Report**
to the Trustees of The Pearce Foundation
(Charitable Incorporated Organisation: Charity number 1198611)
I report on the accounts of the charity for the period ended December 31[st] 2025, which are set out on pages 1 to 2.
## **Respective responsibilities of trustees and examiner**
The charity’s trustees are responsible for the preparation of the accounts. The charity’s trustees consider that an audit is not required for this year under section 144 of the Charities Act 2011 (“the 2011 Act”) and that an independent examination is needed.
It is my responsibility to:
- examine the accounts under section 145 of the 2011 Act;
- follow the procedures laid down in the General Directions given by the Charity Commission for England and Wales under section 145(5)(b) of the 2011 Act; and
- state whether particular matters have come to my attention.
## **Basis of independent examiner’s report**
My examination was carried out in accordance with the General Directions given by the Charity Commission.
An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from you as trustees concerning any such matters.
The procedures undertaken do not provide all the evidence that would be required in an audit and, consequently, no opinion is given as to whether the accounts present a ‘true and fair view’. The report is limited to those matters set out in the statement below.
## **Independent examiner’s statement**
In connection with my examination, no matter has come to my attention:
1. which gives me reasonable cause to believe that, in any material respect, the requirements:
- to keep accounting records in accordance with section 130 of the 2011 Act; and
- to prepare accounts which accord with the accounting records and comply with the accounting requirements of the 2011 Act
have not been met; None
or
2. to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.
**Signed:** Elizabeth Mattos Name: ___________________________
Relevant professional qualification: ___________________________ ACMA, Cert ICM Address: ___________________________ 13 Robertson Road, Brighton, BN1 5NL 30 June 2026 Date: ___________________________