## ANNUAL REPORT AND FINANCIAL STATEMENTS 1[st] April 2024 – 31[st] March 2025 




## CONTENTS 

CHARITY INFORMATION ........................................................................................................................................................ 3 STRUCTURE, GOVERANCE AND MANAGEMENT ..................................................................................................................... 4 REPORT OF THE TRUSTEES ..................................................................................................................................................... 5 INDEPENDENT EXAMINERS REPORT..................................................................................................................................... 15 STATEMENT OF FINANCIAL ACTIVITIES ................................................................................................................................ 16 BALANCE SHEET .................................................................................................................................................................. 18 NOTES TO THE ACCOUNTS................................................................................................................................................... 19 

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**THE WOODLAND CENTRE TRUST CIO /** Registered Charity No. 1202580 



## CHARITY INFORMATION 

|**Trustees/Directors**|Chair|Hannah Crisp|
|---|---|---|
||Treasurer|Hannah Crisp|
||Trustees|Chris Stillman|
|||Amanda Coale|
|||Annie Willmot|
|||Lucy Malin<br>|
|**Bank**||Lloyds TSB Bank plc|
|||14 High Street North|
|||London|
|||E6 2HN|
|**Registered Address**||Camp Mohawk|
|||Wargrave|
|||Reading|
|||RG10 8PU|
|**Accountants/Independent**|**Examiner**|Thames Bridge Chartered Accountants|
|||60 Oak Tree Road|
|||Marlow|
|||Buckinghamshire|
|||SL7 3EQ|



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**THE WOODLAND CENTRE TRUST CIO /** Registered Charity No. 1202580 



## STRUCTURE, GOVERANCE AND MANAGEMENT 

The charity is controlled by its governing document and constitutes an incorporated charity. Camp Mohawk is a CIO and is governed by the Constitution document. 

Trustee selection method: elected by existing trustees at quarterly meetings. New trustees are elected by existing trustees at the general meetings and need at least 2 votes. 

The main decision making body is the Board of Trustees and major decisions are made in quarterly general meetings with the Trustees and Project/Site Manager in attendance. 

The Trustees receive neither remuneration, expenses nor benefits from the Trust, unless permitted by the agreed constitution. The Board of Trustees and the Project/Site Manager are responsible for maintaining the focus of the Trust on its charitable activities. This role includes development activity, fundraising / general administration. 

There are 8 permanent employees; Project Manager, Site Manager, Playwork Supervisor, Family Support Project Co-ordinator, 2 Fundraisers; community & grants, Accounts/office manager and Site Operative.   Duties for these posts are agreed by the Board of Trustees and cover the management and day to day running of Camp Mohawk.  They are assisted by seasonal support staff and volunteers. 

## **Conversion to Charitable Incorporated Organisation (CIO)** 

On 31st March 2023 The Woodland Centre Trust CIO was formally registered with the charity commission, under charity number 1202580. A merge of the original charity (278681) into the new CIO was registered by the Charity Commission on 1st October 2023, at which point full transfer of all assets, contracts and liabilities was made from the original charity to the CIO. The original charity was removed from the Charity Commission Register of Charities on 10th May 2024 but details of that charity, including financial reporting, can still be found on the Charity Commission website if ‘include removed charities’ is used as a search function. 

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**THE WOODLAND CENTRE TRUST CIO /** Registered Charity No. 1202580 



## REPORT OF THE TRUSTEES 

The Trustees of The Woodland Centre Trust present the Report and Financial Statements for the year ended 31st March 2025. The Trustees have adopted the provisions of the Statement of Recommended Practice (SORP) “Accounting and Reporting by Charities” FRS 102. 

Charity Law requires Trustees of The Woodland Centre Trust to prepare financial statements for each financial year that give a true and fair view of the charity's incoming resources and application of resources during the year and the state of its affairs at the end of the year. 

The Trustees are responsible for the direction of the policy of The Woodland Centre Trust in accordance with the Constitution and Purpose of the charity. They must direct and oversee the financial affairs of the CIO and are responsible for safeguarding the assets of the charity. 

They must ensure that proper accounting records are kept, which disclose the financial position of the charity with reasonable accuracy at any time.  They must also take reasonable steps to prevent fraud and other irregularities. 

The Trustees have: 

- Selected suitable accounting policies and applied them consistently; 

- Made judgements and estimates that are reasonable and prudent; 

- Followed applicable accounting standards subject to any material departures disclosed and explained in the financial statements; 

- Prepared the financial statements on a going concern basis. 

## **Reserves policy** 

The Trustees have set out a reserves policy to give confidence to its stakeholders that the charities finances are being managed appropriately and provide an indicator of future needs. 

The policy focuses on the level of general reserves. 

Camp Mohawk has tried to maintain a level of 'free' reserves in its unrestricted funds that is sufficient to fund a minimum of six months’ Operating Expenditure. This, as a value, is c£134,000 +/-£10k. Operating Expenditure is defined as all of Camp Mohawk’s essential costs. This is to allow Camp Mohawk to continue to operate for at least six months in the extreme scenario that its income reduces materially over a very short period of time. During that six month period Camp Mohawk could restructure its finances or even wind up its operation. This would include renegotiation of any contractual liabilities that extend beyond the six month window and cover its longer term liabilities. 

A proportion of our unrestricted funds is designated to a project to build fully accessible changing rooms for our outdoor pool and install a retractable cover, subject to necessary consents. This project is estimated to cost c£800k. The balance of designated funds is currently £370k. 

## **Risk Management** 

The Trustees have a duty to identify and review the risks to which the charity is exposed and to ensure appropriate controls are in place to provide reasonable assurance against fraud and error. 

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**THE WOODLAND CENTRE TRUST CIO /** Registered Charity No. 1202580 



## **Objects and Key Activities** 

The object of the CIO is to help and educate young people, in particular but not exclusively those with special needs, through educational and leisure time activities so as to develop their physical, mental and spiritual capacities that they may grow to maturity as individuals and members of society and that their conditions of life may be improved. 

Key Activities carried out by the CIO; 

- Operating, maintaining and developing a centre with indoor and outdoor facilities tailored to the requirements of children and young people with special needs (CYPSN), enabling them, their families and friends to have fun, relax, learn social skills and develop self-confidence in a positive and uplifting environment that accepts and welcomes them all as individuals. 

- Providing short break activities and workshops for CYPSN and associated activities. 

- Fostering links with other organisations, including local authorities, other charities and commercial entities, in order to raise awareness and/or funds. 

Also, the Centre will make its facilities available to other needy local community or disability support organisations that would benefit from such access, at times that do not compromise activities supporting the primary object. 

In order to help to achieve these aims the organisation may offer professional services or raise funds by any legal means, may acquire assets and property and may employ staff. 

We anticipate that the majority of our beneficiaries reside within the Thames Valley. 

## **Public Benefit Statement** 

The Trustees confirm that the activities of The Woodland Centre Trust have had full regard to the Charity Commission’s guidance on public benefit. 

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**THE WOODLAND CENTRE TRUST CIO /** Registered Charity No. 1202580 



## **Project Manager’s Annual Report 2024-2025** 

The Woodland Centre Trust operates a single facility, known by its working name of Camp Mohawk; a woodland site of just over 5 acres, situated between the villages of Wargrave and Crazies Hill in North East Berkshire. Camp Mohawk is a specialist play and family support centre that runs a variety of services for children and young people with special needs and disabilities (SEND), and their families. Operating without any geographical limits on the families who can access our services, we are actively supporting over 700 families from across the South of England and those service users, together with a variety of disability support groups, respite services, schools, alternative provisions and residential facilities, make around 17,000 visits to the centre each year. 

The families who access Camp Mohawk experience a range of challenges in daily life. Those challenges are variable dependent on circumstance but many of our families find it very difficult to access public play and leisure facilities and mainstream holiday clubs due to the needs of their children. A significant number of our families suffer financial stresses which further limit their ability to access the support that they need. This means that many of the families and their children / young people experience, or are at risk of, significant social isolation which is widely accepted to contribute to poor outcomes for mental and physical health in both children / young people and their parents, as well as having a detrimental impact on educational and developmental attainment. All parents will know how important it is to be able to socialise with other families who are at a similar stage in life, taking support from one another and sharing the highs and lows that come with raising children. For families of children with SEND, those highs and lows can be very different to those experienced by families with neurotypical and nondisabled children which makes it very important that they are able to be part of a community who share and understand their challenges. 

Camp Mohawk offers regular opportunities for these families to access safe, stimulating and engaging play facilities in a social environment that is accepting and inclusive for all needs, and accessible to all families regardless of their financial situation. Most families who wish to are able to visit at least once per week during school holidays, and every 2 to 3 weeks in term time. Our support is available to families right from the time when they suspect their child might have additional needs – an official diagnosis is not required and that ensures that families are able to access support through the often very difficult time of waiting for assessments and diagnosis which in some cases can take years. Many of our families continue to be part of the Camp Mohawk community for many years, bringing a consistent and dependable support as their children transition through the major milestones of their early years, through primary and secondary school ages and into early adulthood. 

Camp Mohawk delivers the majority of services through 3 main projects. An overview of each of these, and the activities they involved over the past year, is given below. 

## **Primary project reports** 

## **Family Support:** 

We provided sessions under our Family Support project on 110 days this year. 81 of these days were open solely to families, whilst the remaining 29 saw a mixture of families and local disability support organisations sharing the facilities. The project saw 3049 family visits, totalling 5939 child / young person visits made by 1222 individuals. More than 60 of the families visited more than once per month. Most days within the project offered morning and afternoon sessions, capped at 17 to 20 families per session dependent on the time of year. This capping of numbers ensures that the site and facilities are never too busy, making it easier for our children and young people to feel calm and regulated, and ensuring that there is always somewhere quiet and peaceful on site for those times when they might feel overwhelmed. During these sessions, the majority of our indoor and outdoor facilities can be used on an ad hoc basis, allowing the families complete flexibility in how they use the spaces and equipment. Our outdoor heated pool, which is open from late May until the end of the summer, runs to a timetable to ensure bather safety and families are also able to book short, private sessions in the soft play and sensory rooms where needs require this. 

Special events provided throughout the year included; Easter fun days with Easter Egg hunts, farm and small animal visits, summer fun days with BBQ catering, bouncy castles and animal experiences; 2 summer camping nights, again with evening meal catering, a camp fire, marshmallow toasting and story telling; 2 low noise fireworks events with BBQ and camp fire; and 4 Christmas Party days, in total offering space for 240 families to meet Father Christmas, undertake festive activities and browse our Christmas table top sales. These special events are an incredibly important part of our annual calendar for our families. Many of them find it very difficult, and in some cases impossible, to access public seasonal events. In many cases that is because their children are unable to cope with and enjoy the busy, noisy environments that such events usually entail.  Having to wait and queue for activities can be very challenging, often resulting in behaviour dysregulation that means the family have to leave an activity early before accessing all available activities. Our special events are, like all sessions, kept intentionally quiet and with 

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**THE WOODLAND CENTRE TRUST CIO /** Registered Charity No. 1202580 



relatively low numbers to ensure they are accessible for our families and the safe, familiar environment, staffed by people with whom the children are comfortable, allows the children to feel safe and enjoy the extra activities. 

Partnering with external organisation also allowed us to offer free tickets for our families for some sought after community events, including the family day at Henley Festival and the final of the British flat racing season, Quipco Champion’s Day, at Ascot. 

For all family sessions, a team of support staff and volunteers, led by a Duty manager, supported the families as they made use of the facilities and activities. The level of support required by the families varies greatly, with some needing a lot more ‘hands on’ help than others due to their circumstances. Although not offering formal respite, our staff team will always give parents as much of a break as possible whilst they are with us, helping to supervise and engage the children and allowing parents the opportunity to socialise with one another or simply have 10 minutes peace and quiet with a cup of tea. Our senior team, and particularly our Family Support Coordinator, are always available to families should they need any specific support, and we regularly assist individual families to apply for additional help from schools / education settings, local authorities and health services. Our staff team are in an often unique position of being able to observe and report on the unique challenges our families have when the children are in their sole care. Health and social care services often undertake observations of children in schools and care settings, but more rarely within the family environment which means the professional evidence and insight our staff are able to give in support of requests for respite and specialist services, is invaluable. 

Funding for Family Support in 2024/25 was provided by The National Lottery, Berkshire Community Foundation, Gerald Eling Trust and the Rothschild Foundation – we would like to thank them all for their support . The total spend for the project was £145,700, comprising: Staff costs of £100,860, Overheads of £25,063 and activity costs of £19,778. 

## **Short Breaks:** 

Our Short Breaks project offers the only formal respite sessions offered by Camp Mohawk, with the programme supporting children and young people, aged 8 to 25 years, who have a primary diagnosis of Level 1 (high Functioning) Autism. These children are independent in terms of their self care but have social, sensory and sometimes medical needs that mean it is very difficult for them to participate in mainstream activities. The majority of the young people our Short Breaks service supports are, or could be were the right support available, in mainstream education settings but most of them expend a huge amount of physical and emotional energy ‘masking’ their needs whilst in those settings. This often results in them being exhausted and dysregulated at other times and means they are unwilling or unable to access after school or weekend activities such as sports and social activities. This leads to them being at significantly increased risk of social isolation and with poor mental health outcomes. 

Our Short Breaks service offers after school activities in 3 age groups; Kestrels (8 to 11years), Kites (12 to 15 years) and Hawks (16+ years) giving the young people regular social opportunities in an environment in which they are supported and comfortable to express their natural personalities. During these sessions they can develop their social skills if that is what they need, and also take part in fun activities with their peers, something that is essential for every child’s wellbeing. The wide age range covered by the groups enables the young people to build a solid peer group and develop lasting, supportive friendships as they undertake the often challenging transitions from primary to secondary school, from secondary school to further education settings, and from there into whatever path they choose as they move into adulthood. Most sessions will include an organised activity which the young people are encouraged to take part in – activities include physical activities such as swimming, archery, laser mission in the woods, team games such as man hunt and capture the flag. Other activities include a variety of arts, crafts and music activities, baking / cooking, board and card games. Some off site activities are also offered to the groups, including trips to local activity venues such as bowling, swimming, cinema trips and meals out. The older groups are occasionally offered formal training sessions – this year these included work experience, interview skills and CV writing training through Verizon (a corporate partner), and they also had the opportunity to undertake a 1[st] Aid course, with attendees gaining a certificated qualification. 

The project also offers full activity days (Adventure Days) during school holidays in two age groups, providing some much needed respite for families and ensuring that the children and young people have essential social contact during those times. Adventure Days give the young people the opportunity to take part in a range of physical and creative activities, with the younger groups having a fairly structured timetable for the day, but the older ones having more freedom and independence to choose their own schedule. Most of these Adventure Day sessions take place on site, but a small number of summer sessions take place at a local activity centre offering water sports and adventure activities. 

For all sessions, the young people are supported by a team of experienced staff who encourage them to interact and socialise with their peers and take part in the activities. They are also supported, during off site trips, to purchase tickets and consumables, communicate their needs where appropriate and navigate social situations that they often find daunting. These life skills are invaluable in preparing them to live as independent a life as possible as they move towards adulthood. 

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Sufficient funding was secured this year to also offer a weekend residential activity break for older members of the Short Breaks group to further their independence, self-confidence and resilience. 14 young people, supported by regular Short Breaks support staff, visited UK Youth’s Avon Tyrell in the New Forest, taking part in activities including canoeing, high ropes, zip wires, orienteering and climbing. 

Funding for Short Breaks in 2024/25 was provided by a range of grants including from The National Lottery (Awards for All), Berkshire Community Foundation, Berkshire Masonic Charity, Big Give Trust, Thamesfield Youth Association, Wokingham United Charities and the Rotary Club of Reading Maiden Erlegh. Total spend for the project was £59,017 comprising staff costs of £37,812, overheads of £9,000 and activity costs of £12,295. 

## **Group Use:** 

We make our facilities available to a variety of groups throughout the year, including special schools and residential services, SEND units within mainstream schools, respite/ SEND playscheme services, specific disability support groups and family support organisations. 

Use of our facilities in term time by local special schools continues to increase in demand, and this year we have had a consistently full timetable of visits from Addington, Avenue, Loddon and Kennel Lane special schools, and the SEND provisions from Wilson and Oxford Road primary schools. These schools all visit weekly, in some cases multiple times, on an exclusive use basis, enabling them to bring pupils with very complex behavioural needs. For these schools, giving their young people the opportunity to undertake outdoor learning as well as having free play time in a specialist environment is a key part of their weekly timetable. These visits can also help schools in meeting EHCP (Education, Health and Care Plan) outcomes regarding community visits for some of their young people as they are able to experience transitions out of school, manage and experience bus trips and gain access to out of school experiences in a safe and secure environment. Community visit outcomes are often present in EHCPs and can be difficult for schools to achieve for young people who have complex needs and / or behavioural challenges due to the limited availability of appropriate facilities that enable the schools to meet and manage those needs safely. In addition to these regular, weekly visits we also host ad hoc visits throughout the year from other schools including Whitley Park, Prior’s Court, the SEND units from the Maiden Erleigh Trust, Brookfields and Oak Tree School. 

During school holidays, we make a small amount of spaces available for groups to attend alongside families. These groups tend to be holiday playschemes catering specifically for children with SEND, often supporting children with complex cognitive, physical, medical and behavioural needs. These respite services give parents a vital break from their caring responsibilities – the young people they support often need constant care and supervision to keep them safe which can be extremely challenging for parents during school holidays. Providing these respite services with safe, appropriate facilities that meet the needs of their service users enables them to provide a varied and engaging schedule of activities, giving the young people opportunities that they might not otherwise have. 

We also make a small number of days available throughout the year to large, specialist groups who require exclusive use of the site. These groups are often those who provide whole family support to families who have a child with a specific condition / diagnosis. Some of these groups support families who have children with such rare conditions that they might generally only be able to meet up virtually. Having a relatively central UK venue for families to meet up in person, that caters for the needs of not just their SEND child but also for siblings and other family members, enables these families to build supportive relationships that would otherwise be very difficult to initiate. 

Over the course of the year, 41 groups made 232 visits. Child / young person attendances with groups totalled 3112. Groups are charged flexible fees for use of Camp Mohawk, with the budgets of individual organisations taken into account when negotiating prices. Although this is an important source of income for the Trust, a group would never be declined a visit on the basis of cost. 

## **Site developments** 

It was a relatively quiet year in terms of developments on the site, with a focus more on maintenance of existing features rather than the creation of any major new features. Site maintenance support from corporate partners continued to be invaluable, with over 1,600 working hours and £20,000 of funding for materials donated by companies including LDC and Partners, Groupe SEB, Acquia, Verizon, Pepsico, Terumo, VMO2, Middleton Advisors, OpsView, MBNL, Invesco, RSM, Handelsbanken, Osborne Clark, Microsoft and Oracle Netsuite. 

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Planning permission for the redevelopment of our swimming pool and associated facilities was granted in May 2024. This permitted the removal of existing ancillary buildings and the erection of a new building housing toilets and changing areas, accessible wet rooms, plant room and storage areas, with an integral, retractable polycarbonate dome over the pool itself, equipped with track hoists extending from the accessible bathrooms to the centre of the pool itself. Being granted permission was the first major hurdle in a very complex project, and since permission was granted our Site Manager has been working hard to bring together detailed plans for specific elements of the project in order that realistic quotes can be sought. It is likely that the whole project will cost in the region of £800K which leaves a significant amount of funding still to find - at 31[st] March 2025 we held designated funds of almost £370K. We are looking at options for breaking the project down into phases, hopefully making funding targets more achievable and allowing the project to commence in the near future, even if full completion might be a way off. The current arrangements for changing for the pool are extremely basic, there are no toilets in the vicinity of the pool and facilities for those with significant physical disabilities are severely lacking. This development is therefore of very high importance in order that we are able to provide modern facilities that cater for the needs of all our visitors. 

## **Core operations and Fundraising** 

It was, as always, a busy year ‘behind the scenes’. Our fundraising team continued to work tirelessly, in an increasingly difficult funding environment. Funds from grants are becoming harder to secure as funders receive overwhelming numbers of applications which means our efforts to secure funds from corporate and community partners and organisations, events and individuals have become more important than ever. 

In October 2024 we held our first ever Gala Ball at which 200 guests, including past and present service users, staff, Trustees, corporate and community partners and friends enjoyed a variety of entertainments, good food and dancing at the Hilton, Reading. The event was primarily organised by our Community Fundraising manager Samantha Rosier, supported by a team of volunteers, and was a triumphant success raising in excess of £14,000. We were very sad that that event was to be Samantha’s final major project for Camp Mohawk as she left the charity in January 2025 to take on a new challenge. We would like to thank Samantha for her tireless enthusiasm and dedication during her time with us. 

Stepping into Samantha’s shoes from February 2025, we were delighted to welcome Davina Turnbull to our team. Davina is a long-time family member of Camp Mohawk and is therefore able to explain the benefits of the charity from a unique perspective. Davina’s enthusiasm and natural ability for community fundraising was immediately apparent and she started with a huge challenge as we partnered with Reading half Marathon just 7 weeks into her role. Davina nurtured, encouraged and supported an increasing team of runners to achieve a fantastic total of over £8,000 from that event which we feel shows huge potential for even larger sums. We would like to express our enormous thanks to all those who ran for us on the day – your spirit, determination and enthusiasm was truly inspiring. 

The costs associated with core running costs of Camp Mohawk, namely the salaries of core and management staff roles, the costs of utilities, services, maintenance contracts and materials / equipment, have all continued to rise and we are very grateful to those funders who support us by providing grants and other funding in support of those costs. In particular, thanks go to the Edward Gostling Charitable Trust who made us the beneficiary of a Deed of Gift, received just before the start of this financial year, of £100,000. These funds are to be held restricted for a period of 5 years, providing a ‘safety net’ to be accessed only in the event that our free reserves drop below the level stated in our reserves. 

Looking ahead to the 2025/26 financial year, we are anticipating fundraising being a significant challenge. Major grants from The National Lottery and the Rothschild Foundation will have come to an end, and other funders who have provided substantial support in recent years are currently unavailable to us due to reapplication restrictions. Amongst grant funders for whom we are eligible to apply, we are anticipating that successful applications will be more difficult to achieve due to the massive increase all funders have seen in applications. Despite these anticipated challenges, we remain resolute in our determination that we will not look to the families who depend on our service to fill any gaps in income. Family finances remain under significant strain, and that is even more the case for families who have a child with additional needs with research showing that, on average, it costs 3 times more to raise a disabled child to adulthood than it does for a child with no disabilities. Although many of our families do contribute financially, we will never introduce a ‘pay per visit’ or any other compulsory payment system to ensure that no family feels unable to access our services due to financial considerations. This means that, more than ever, we will be reliant on the generosity of funding organisations, corporate and community organisations and individuals to support the essential work we do to support such a large community of children, young people and their parents and carers. 

As a final note, I would like to express our enormous gratitude to our team of Trustees, staff and volunteers, without whom it would be impossible to provide the service that we do. The most common feedback we get from our visitors is that it is our staff and volunteers who set Camp Mohawk apart from other similar organisations. The relationships that our team builds with the people who use our service means that our families feel valued, important and seen as individuals when in so many areas of life 

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they feel that they are just another name on another form. Our service is tailored to the needs of individuals throughout the whole organisation, from the format used for our booking emails, to the manner in which individuals book, to the way they use our facilities and the support they receive from us both during and outside their visits. This individualised service is only possible because of the genuine care and dedication of our whole team. 


|**Service User Numbers 2024_25**|This<br>year|Last<br>year|
|---|---|---|
|Number of registered families<br>(families who are registered and have visited within thepast 2years)|951|880|
|Number of active families this year<br>(have made at least one visit or accessed online services duringthis reporting period)|701|700|
|Number of individual children/adults with SEND, siblings and young carers who have accessed services<br>this year (includes groups whose numbers of individuals have to be estimated due to not collecting<br>specific visitor information)|1983|2050|
|Number of new familyregistrations thisyear|267|346|
|Number of activegroups|41|39|
|**Total service user site visits (children / adults with SEND, siblings, young carers)**|**9696**|**9849**|
|**Total Site Visitors (services users + parents and carers)**|**16848**|**17285**|



|**Local Authority Areas where our Active Registered Families reside(701 families)**|**% of families**|
|---|---|
|Wokingham|30.7|
|Reading|14.0|
|RBWM|7.4|
|Bracknell Forest|8.0|
|West Berkshire|5.7|



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|South Oxfordshire|4.0|
|---|---|
|London Boroughs(combined)|2.7|
|Buckinghamshire|3.3|
|Slough|2.3|
|Spelthorne|2.6|
|Others(31 LA areas,<2% individually)|19.3|



Report compiled by Kathryn Wood, Project and Family Support Manager 

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**THE WOODLAND CENTRE TRUST CIO /** Registered Charity No. 1202580 



## **Chair’s Annual Report 2024-2025** 

This year has been one of both continuity and challenge for The Woodland Centre Trust. As always, our central mission has been to provide a safe, inclusive, and enriching environment for children and young people with special needs and their families. The detailed report from our Project and Family Support Manager outlines the extensive and impactful services delivered through Family Support, Short Breaks, and Group Use, all of which remain the majority of Camp Mohawk’s focus. 

I want to highlight here the difference that support from funders, partners, and individuals has made and the measurable impact we have achieved together. 

## **Impact & Reach** 

   - **951 registered families** (up from 880 last year) and **41 active groups** (up from 39) now benefit from our services. 

   - Our programmes supported **1,983 children and young people** with SEND, plus siblings and young carers, enabling **over 16,800 total visits** this year. 

   - 60+ families accessed support more than once a month, building regular, trusted relationships with our staff and volunteers. 

- Beyond the numbers, these services have helped to: 

   - Reduce social isolation for parents and carers. 

   - Build confidence, social skills, and resilience in children and young people. 

   - Support families during critical life stages, from diagnosis to early adulthood. 

_A parent recently told us: “Camp Mohawk is the one place my child feels completely accepted — it has changed our family life for the better.”_ 

## **Major Achievements** 

- **Pool redevelopment project** : Planning permission secured in May 2024 for accessible changing facilities, track hoists, and a retractable cover. With £370,000 already designated, we are now pursuing a phased delivery to bring forward benefits while completing fundraising for the estimated £800,000 total. 

- **Corporate volunteer support** : Over **1,600 hours** donated plus **£20,000 in materials** , allowing us to maintain and improve facilities at minimal cost. 

- **Fundraising innovation** : From Sam organising the Gala Ball that raised **£14,000** , and in seven short weeks of joining, Davina with our Reading Half Marathon team brought in **over £8,000** amongst other events across the year. 

## **People and Team** 

This year saw changes within our fundraising team, with the departure of our Community Fundraising Manager, Samantha Rosier, we were pleased to welcome Davina Turnbull in February 2025 to fill this role. 

The dedication and skill of our staff and volunteers remain the cornerstone of our work. The feedback we receive repeatedly highlights the personal care, respect, and understanding our team shows to every visitor. I would like to extend my sincere thanks to each member of staff, our Trustees, and our volunteers, whose combined efforts make Camp Mohawk the unique and valued service it is today. 

## **Financial Overview** 

2024–25 was financially more challenging than the prior year. Total income for the year was £409,416 (down from £523,373 in the equivalent 2023–24 comparative), while total expenditure rose to £443,504 (from £406,773). This resulted in a net deficit of £34,088 compared with a surplus of £116,600 in the prior year. 

The rise in costs reflects ongoing inflationary pressures, particularly in staffing, utilities, and essential maintenance. 

## **Looking Ahead** 

The year ahead will bring significant fundraising challenges. Major multi-year grants from The National Lottery and the Rothschild Foundation have now ended, and some funders are unavailable to us due to reapplication rules. 

Our priorities for 2025–26 include: 

- Progressing the pool redevelopment project through phased delivery planning and targeted fundraising. 

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- Expanding and diversifying our fundraising base, with a focus on corporate partnerships, community events, and individual giving. 

- Maintaining and enhancing the quality of our services while managing resources carefully in a tighter financial climate. 

On behalf of the Trustees, I extend heartfelt thanks to every individual, organisation, and partner who has supported The Woodland Centre Trust over the past year. Your generosity, whether through funding, volunteering, or advocacy, makes a tangible difference to the lives of children, young people, and families who depend on Camp Mohawk. 

Hannah Crisp Chair of Trustees The Woodland Centre Trust 

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**THE WOODLAND CENTRE TRUST CIO /** Registered Charity No. 1202580 



## INDEPENDENT EXAMINERS REPORT 

I report to the trustees on my examination of the financial statements of The Woodland Centre Trust CIO for the year ended 31 March 2025. 

## **Responsibilities and basis of report** 

As the charity's trustees you are responsible for the preparation of the financial statements in accordance with the requirements of the Charities Act 2011 ('the Act'). 

I report in respect of my examination of the charity's financial statements 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 Act. 

## **Independent examiner's statement** 

As the charity's gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination by being a qualified member of Institute of Chartered Accountants (England & Wales). 

I have completed my examination, and I can confirm that no material matters have come to my attention in connection with the examination, that give me cause to believe that in any material respect: 

- the accounting records were not kept in respect of the charity as required by section 130 of the Act; or 

- the financial statements do not accord with those records; or 

the financial statements do not comply with the applicable requirements concerning the form and content of financial statements set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the financial statements 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 financial statements to be reached. 


**Anthony Platt (FCA) Institute of Chartered Accountants (England & Wales) Thames Bridge Accountants 60 Oak Tree Road Marlow Buckinghamshire SL7 3EQ** 

## **4[th] September 2025** 

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**THE WOODLAND CENTRE TRUST CIO /** Registered Charity No. 1202580 



## STATEMENT OF FINANCIAL ACTIVITIES 

for the Year Ended 31 March 2025 

|**Recommended**<br>**categories by activity**<br>**Notes**<br>**Income and endowments**<br>**from:**<br>Donations and legacies<br>2<br>Income from Charitable<br>Activity<br>Other Trading Income<br>Investments<br>3<br>Other<br>4<br>**Total**<br>**Expenditure on:**<br>Raising funds<br>5<br>Charitable activities<br>6<br>Support Costs<br>7<br>Governance<br>8<br>Other<br>9<br>**Total**<br>**Net**<br>**income/(expenditure)**<br>**Net movement in funds**<br>**Reconciliation of funds:**<br>Total funds brought<br>forward<br>**Total funds carried**<br>**forward**|**Unrestricted**<br>**funds**<br>**£**<br>**Restricted**<br>**income funds**<br>**£**<br>**Total Funds**<br>**2025**<br>**£**<br>**Total Funds**<br>**2024**<br>**£**<br>141,157<br>4,340<br>145,497<br>229,225<br>63,872<br>156,438<br>220,310<br>73,945<br>29,050<br>-<br>29,050<br>3,050<br>14,559<br>-<br>14,559<br>4,695<br>-<br>-<br>-<br>870,399|
|---|---|
||**248,638**<br>**160,778**<br>**409,416**<br>**1,181,314**|
||53,957<br>-<br>53,957<br>24,031<br>99,755<br>160,352<br>260,107<br>123,357<br>113,278<br>426<br>113,704<br>63,180<br>900<br>-<br>900<br>900<br>14,836<br>-<br>14,836<br>18.999|
||**282,726**<br>**160,778**<br>**443,504**<br>**230,467**|
||**(34,088)**<br>**-**<br>**(34,088)**<br>**950,847**|
||**(34,088)**<br>**-**<br>**(34,088)**<br>**950,847**<br>850,847<br>100,000<br>950,847<br>-|
||**816,759**<br>**100,000**<br>**916,759**<br>**950,847**|



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**THE WOODLAND CENTRE TRUST CIO /** Registered Charity No. 1202580 



Due to the change over to CIO in October 2023, the 2024 income and expenditure shown above and detailed in the Notes to the Accounts relate only to the activities of the CIO from 1st October 2023 to 31st March 2024. Detailed analysis of income and expenditure from 1st April 2023 until 30th September 2023 is available on request. The “other income” (Note 4) shown above is the full transfer of assets from the closed Charity to this new one on 1st October 2023. 

The net profit comparative, had the CIO 2024 accounts included a full year of operation, is detailed below. 

|Income<br>Expenditure|**2025**<br>**2024**<br>£     409,416<br>£     523,373<br>£     443,504<br>£     406,773|
|---|---|
||**£(34,088)**<br>**£     116,600**|



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**THE WOODLAND CENTRE TRUST CIO /** Registered Charity No. 1202580 



## BALANCE SHEET 

for the Year Ended 31 March 2025 

|**Recommended**<br>**categories by activity**<br>**Notes**<br>Fixed assets<br>Tangible assets<br>10<br>**Total fixed assets**<br>Current assets<br>Cash at bank and in hand<br>11<br>**Total current assets**<br>Creditors: amounts falling<br>due within one year<br>12<br>**Net current**<br>**assets/(liabilities)**<br>**Total net assets or**<br>**liabilities**<br>**Funds of the Charity**<br>Unrestricted funds<br>13<br>Restricted income funds<br>13<br>Endowment funds<br>13<br>**Total funds**|**Unrestricted**<br>**funds**<br>**£**<br>**Restricted**<br>**income funds**<br>**£**<br>**Total Funds**<br>**2025**<br>**£**<br>**Total Funds**<br>**2024**<br>**£**<br>317,063<br>-<br>317,063<br>322,780|
|---|---|
||**317,063**<br>**-**<br>**317,063**<br>**322,780**|
||519,268<br>127,084<br>646,352<br>695,267<br>**519,268**<br>**127,084**<br>**646,342**<br>**695,267**<br>19,572<br>27,084<br>46,656<br>67,200<br>**499,696**<br>**100,000**<br>**599,696**<br>**628,067**|
||**816,759**<br>**100,000**<br>**916,759**<br>**950,847**|
||816,759<br>-<br>816,759<br>850,847<br>-<br>100,000<br>100,000<br>100,000<br>-<br>-<br>-<br>-|
||**816,759**<br>**100,000**<br>**916,759**<br>**950,847**|



The financial statements were approved by the Board on 4[th] September 2025 and signed on its behalf by: 


## **Hannah Crisp Trustee** 

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**THE WOODLAND CENTRE TRUST CIO /** Registered Charity No. 1202580 



## NOTES TO THE ACCOUNTS 

for year ended 31[st] March 2025 

## _**1 Accounting Policies**_ 

## 1.1 Accounting Policies 

The principal accounting policies adopted by the Charity, which is a public benefit entity, in the preparation of the accounts are as follows. 

## 1.2 Basis of preparation 

These accounts have been prepared, on the accrual basis, under the historical cost convention, as modified by the inclusion of charitable properties and fixed asset investments and investment properties at valuation. 

These 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 UK and Republic of Ireland (FRS 102)” (effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Charities Act 2011. 

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

## 1.3 Going concern 

The Trustees have prepared financial projections, taking into consideration the current economic conditions and have, at the time of approving these accounts, a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus they continue to adopt the going concern basis of accounting in preparing the accounts. 

## 1.4 Income from donations or grants 

Income from donations and grants is recognised when the charity is entitled to the funds, the receipt is probable and the amount can be measured reliably. For donations, this is usually on receipt. For grants, this is usually when a formal offer is made in writing. Where the donated or grant funds have not been fully utilised for their purpose as at the year end, a relevant portion of such income is treated as Deferred Income, to be released at a later date when the expenditure is incurred. 

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## 1.5 Tax reclaims on donations and gifts 

Gift Aid receivable is included in income when there is a valid declaration from the donor. Any Gift Aid amount recovered on a donation is considered to be part of that gift and is treated as an addition to the same fund as the initial donation unless the donor or the terms of the appeal have specified otherwise. 

## 1.6 Income from charitable activities 

Income from charitable activities is recognised over the period to which the income relates. Event fees are recognised at the date of the event. Membership fees are recognised over the period of the membership. Rent is recognised over the period to which it relates. Any amounts relating to future periods are deferred. 

## 1.7 Income from membership subscriptions 

Membership subscriptions received in the nature of a gift are recognised in Donations and Legacies. Membership subscriptions which give a member the right to buy services or other benefits are recognised as income earned from the provision of goods and services as income from charitable activities. 

## 1.8 Expenditure 

Expenditure is recognised when a present legal or constructive obligation exists at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefits will be required to settle the obligation, and the amount can be estimated reliably. It is inclusive of VAT which cannot be recovered. 

Direct costs are those costs which directly attribute to its activities. Wages and salaries are allocated to direct costs based on an estimate of time spent on charitable activities by staff members. 

Support costs include staff costs and are those which do not produce a direct output. Staff costs relate to specific activities and this is reflected in the allocation of payroll costs based on the percentage of time spent. 

All costs, including governance costs, are allocated between the expenditure categories of the charity on a basis designed to reflect the use of the resource. Costs relating to a particular activity are charged directly; others are apportioned on an appropriate basis. 

Support costs and overheads have been calculated by allocating staff time to the level of involvement in the various activities of the Charity. 

## 1.9 Pensions 

The Charity makes contributions to defined contribution pension schemes through auto enrolment. These contributions are charged to the income and expenditure account in the year in which they become payable. 

## 1.10 Taxation 

The organisation is a registered charity and has no liability to income tax or corporation tax on its charitable activities during the year. 

## 1.11 Creditors 

The charity has creditors which are measured at settlement amounts less any trade discounts. 

## 1.12 Fund accounting 

Unrestricted funds are those funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the charity and include funds that have been designated by the Trustees for specific purposes. 

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. 

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## 1.13 Critical accounting estimates and judgements 

In the application of the charity’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, if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods. 

There are no estimates and assumptions which have a significant risk of causing a material adjustment to the carrying amount of assets and liabilities. 

## 1.14 Tangible fixed assets 

Tangible fixed assets, such as land and buildings, plant, vehicles and equipment, are held to provide an on-going economic benefit to a charity through their contribution, directly or indirectly, to the provision of goods or services by the charity. Tangible fixed assets, other than freehold land, are stated at cost or valuation less depreciation and any provision for impairment. Depreciation is provided at rates calculated to write off the cost or valuation of fixed assets, less their estimated residual value, over their expected useful lives on the following basis: 

**Name Rate (%) Method** Leasehold Straight 2.5% to 5% Properties Line Fixtures & Straight 20% Fittings Line 

## 1.15 Debtors 

Debtors (including trade debtors and loans receivable) are measured on initial recognition at settlement amount after any trade discounts or amount advanced by the charity. Subsequently, they are measured at the cash or other consideration expected to be received. 

## 1.16 Change in Policy to reflect Deferred Income 

The Charity amended its policy regarding the recognition of deferred income – see 1.4 above. The March 2025 reported values are based on the revised policy, and the comparative figures have accordingly been restated to treat £49824 as Deferred Income at 31 March 2024. 

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**THE WOODLAND CENTRE TRUST CIO /** Registered Charity No. 1202580 



## **2 Income from Donations and Legacies** 

|**Analysis**<br>Donation and gifts<br>General Grants<br>Gift Aid|**Unrestricted**<br>**funds**<br>**£**<br>107,411<br>28,445<br>5,301<br>141,157|**Restricted**<br>**income funds**<br>**£**<br>4,340<br>-<br>-<br>4,340|**Total funds**<br>**2025**<br>**£**<br>111,751<br>28,445<br>5,301<br>145,497|**Total funds**<br>**2024**<br>**£**<br>208,901<br>19,500<br>824|
|---|---|---|---|---|
|||||253,127|



## **3 Income from Investments** 

|**Analysis**<br> <br>Interest<br>income|**Unrestricted funds**<br>**£**<br>14,559<br>14,559|<br>**Total funds 2025**<br>**£**<br>14,559<br>14,559|**Total funds 2024**<br>**£**<br>4,695|
|---|---|---|---|
||||4,695|



## **4 Other Income** 

|**Analysis**<br> <br>Other|**Unrestricted**<br>**funds**<br>**£**|**Restricted**<br>**income funds**<br>**£**|**Total funds**<br>**2025**<br>**£**|**Total funds**<br>**2024**<br>**£**<br>870,399<br>870,399|
|---|---|---|---|---|



Due to the change over to CIO in October 2023 the 2024 income and expenditure shown above and detailed in the Notes to the Accounts relate only to the activities of the CIO from 1st October 2023 to 31st March 2024. Detailed analysis of income and expenditure from 1st April 2023 until 30th September 2024 available on request. The “other income” (Note 4) shown above is the full transfer of assets from the closed Charity to this new one on 1st October 2023. 

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## **5 Expenditure on Raising Funds** 

|**5 Expenditure on**|**Raising Funds**|**Raising Funds**||||
|---|---|---|---|---|---|
||**Unrestricted**||**Restricted**|**Total**|**Total**|
|**Activity**|**Funds**||**Funds**|**Funds 2025**|**Funds 2024**|
|Incurred seeking donations||53,957|<br>-|53,957|24,031|
|||**53,957**|<br>**-**|**53,957**|**24,031**|
|**6 Expenditure on**|**Charitable Activity**|||||
||**Unrestricted**||**Restricted**|**Total**|**Total**|
|**Activity**|**Funds**||**Funds**|**Funds 2025**|**Funds 2024**|
|Legal/Professional fees||1,116|-|1,116|7,028|
|Charity Running Costs|||||7,631|
|Cost of Services||84,853|18,980|103,833|45,860|
|Employee Costs||13,786|141,372|155,158|62,838|
|||**99,755**|**160,352**|**260,107**|**123,357**|



## **7 Support Costs** 

|**7 Support Costs**||
|---|---|
|**Activity**<br>Bookkeeping<br>Subscriptions<br>Equipment Expensed<br>Health & Safety<br>Misc Expenses<br>Printing & Stationery<br>Staff Costs|**Unrestricted**<br>**Restricted**<br>**Total**<br>**Total**<br>**Funds**<br>**Funds**<br>**Funds 2025**<br>**Funds 2024**<br>10,164<br>0.00<br>10,164<br>5,757<br>2,962<br>0.00<br>2,962<br>1,113<br>1,241<br>0.00<br>1,241<br>1,227<br>260<br>0.00<br>260<br>364<br>997<br>426<br>1,423<br>807<br>598<br>0.00<br>598<br>125<br>97,056<br>0.00<br>97,056<br>53,787|
||**113,278**<br>**426**<br>**113,704**<br>**63,180**|



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**THE WOODLAND CENTRE TRUST CIO /** Registered Charity No. 1202580 



## **8 Governance** 

|**8 Governance**||
|---|---|
|**Activity**<br>Independent Examiner Fee<br>**9 Other**<br>**Activity**<br>Depreciation Fixtures & Fittings<br>Depreciation Freehold Land & Buildings|**Unrestricted**<br>**Restricted**<br>**Total**<br>**Total**<br>**Funds**<br>**Funds**<br>**Funds 2025**<br>**Funds 2024**<br>900<br>-<br>900<br>900|
||**900**<br>**-**<br>**900**<br>**900**|
||**Unrestricted**<br>**Restricted**<br>**Total**<br>**Total**<br>**Funds**<br>**Funds**<br>**Funds 2025**<br>**Funds 2024**<br>13,435<br>0.00<br>13,435<br>17,599<br>1,401<br>0.00<br>1,401<br>1,401|
||**14,836**<br>**0.00**<br>**14,836**<br>**18,999**|



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**THE WOODLAND CENTRE TRUST CIO /** Registered Charity No. 1202580 



## **10 Tangible Fixed Assets** 

## **10.1 Cost or valuation** 

|At 01 April 2024<br>Additions<br>Disposals<br>Revaluations<br>Transfers<br>At 31 March 2025|**Freehold Land & Buildings**<br>**Fixtures & Fittings**<br>**Computer Equipment**<br>**£**<br>**£**<br>**£**<br>293,648<br>222,297<br>1,199<br>8,572<br>548<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-|
|---|---|
||293,648<br>230,869<br>1,747|



## **10.2 Amortisation and impairments** 

||**Freehold Land & Buildings**|**Fixtures & Fittings**|**Computer Equipment**|
|---|---|---|---|
||**£**|**£**|**£**|
|At 01 April 2024|7,004|186,161|1,199|
|Additions|1,401|13,326|110|
|Disposals|-|-|-|
|Revaluations|-|-|-|
|Transfers|-|-|-|
|At 31 March 2025|8,405|199,487|1,309|
|**10.3 Net book value**||||
||**Freehold Land & Buildings**|**Fixtures & Fittings**|**Computer Equipment**|
||**£**|**£**|**£**|
|At 01 April 2024|286,644|36,136|-|
|At 31 March 2025|285,243|31,382|438|



## **10.3 Net book value** 

## **11 Cash at bank and in hand** 

|Short term deposits<br>Cash at bank<br>Other|**Total funds 2025**<br> <br>**£**<br>54,738<br>590,591<br>1,023<br>646,352|**Total funds 2024**<br>**£**<br>476,032<br>218,693<br>543|
|---|---|---|
|||695,268|



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## **12 Creditors: Amounts falling due within one year** 

**Total funds 2025 Total funds 2024** 

|**£**<br>Trade creditors<br>-<br>Income tax payable<br>-<br>Accruals and deferred income<br>30,063<br>Taxation and social security<br>5,585<br>Other creditors<br>11,008<br>46,656|**£**<br>10,562<br>2,158<br>52,803<br>1,524<br>153|
|---|---|
||67,200|



## **13 Charity funds** 

## 13.1 Details of material funds held and movements during the CURRENT reporting period 

|**Fund names**<br>**Unrestricted Funds**<br>**Restricted Income Funds**<br>**Total**|**Fund**<br>**balances**<br>**brought**<br>**forward**<br>**Income Expenditure Transfers**<br>**Gains**<br>**and**<br>**losses**<br>**Fund**<br>**balances**<br>**carried**<br>**forward**<br>**£**<br>**£**<br>**£**<br>**£**<br>**£**<br>**£**<br>850,847 248,638<br>(282,726)<br>-<br>-<br>816,759<br>100,000 160,778<br>(160,778)<br>-<br>-<br>100,000|
|---|---|
||950,847 409,416<br>(443,504)<br>-<br>-<br>916,759|



Restricted Funds of £100k were carried forward at year end, which is a deed of gift from The Edward Gostling Foundation, which can only be used if reserves go below £134k. After 5 years we can access these funds to spend as we wish. 

Unrestricted Funds of £817k  were carried forward at year end. This can be broken out as follows : 

Fixed Assets      £317k 

Designated Reserves (pool fund)     £370k 

Free Reserves (this is the six months operating costs)    £130k 

TOTAL UNRESTRICTED FUNDS       £817k 

## 13.2 Details of material funds held and movements during the PRIOR reporting period 

|**Fund names**<br>**Unrestricted**<br>**Funds**<br>**Restricted**<br>**Income Funds**<br>**Total**|**Fund**<br>**balances**<br>**brought**<br>**forward**<br>**Income**<br>**Expenditure**<br>**Transfers**<br>**Gains**<br>**and**<br>**losses**<br>**Fund**<br>**balances**<br>**carried**<br>**forward**<br>**£**<br>**£**<br>**£**<br>**£**<br>**£**<br>**£**<br>**-**<br>**1,018,279**<br>**(164,432)**<br>**-**<br>**-**<br>**850,847**<br>**-**<br>**163,035**<br>**(63,035)**<br>**-**<br>**-**<br>**100,000**|
|---|---|
||**-**<br>**1,181,314**<br>**(230,467)**<br>**-**<br>**-**<br>**950,847**|



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## **14 Employee Count and Emoluments** 

14.1 Staff Costs 

||**This year**<br>|**This year**<br>|**Last year**||
|---|---|---|---|---|
||**£**||**£**||
|**Salaries and wages**|233,018||103,356||
|**Social security costs**|13,514||<br>9,301||
|**Pension costs (defined contribution scheme)**|4,731||2,439||
|**Other employee benefits**||951<br>|1,530||
|**Total staff costs**|252,214||116,626||
|Expenditure on staff working for the charity whose contracts<br>are with and are paid by a related party||**None**|**None**||
|No employees received employee benefits|||||
|(excluding employer pension costs) in the|||||
|reporting or comparative period of more than|||||
|£60,000|||||
||||**This**|**Last**|
||||**year**|**year**|
||||**£**|**£**|
|Total amount paid to key management personnel (includes|||||
|trustees and senior management) for their services to the|||0|0|
|charity.|||||



## 14.2 Average head count in the year 

||**This**|**Last**|
|---|---|---|
||**Year**|**Year**|
|Fundraising|2.0|2.1|
|Charitable Activity|19.6|20.0|
|Governance|1.0|0.7|
||**22.6**|**22.8**|



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