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2025-12-31-accounts

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REGISTERED COMPANY NUMBER: 13635441 (England and Wales) REGISTERED CHARITY NUMBER: 1203784

Civic Power Fund Trustee Report and Financial Statements 01 January 2025 - 31 December 2025

DSC Accountants Ltd Chartered Accountants Statutory Auditors Tattersall House East Parade Harrogate North Yorkshire HG1 5LT

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CIVIC POWER FUND

CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2025

Page
Foreword from Staff and Trustees 3
Statement of Charitable Objects 4
Mission, Vision and Values 5
Our Vision 5
Our Mission 5
Our Values 5
Our End Goals 6
Our Strategy: Expanding the Ecosystem of Community Organising 6
Activities and Impact 7
Core Grant Programmes 7
1) Anchor Organising Grants 7
Example Anchor Organising Grants 8
2) Community of Common Place Grants 9
Example Place-Based Grants 11
3) Community of Common Struggle Grants 12
Example Migrant Power Project Grants 13
Incubating, Innovating and Responding with Urgency to Support the Field 14
Alliance for Youth Organising 14
Example Alliance for Youth Organising Grants 15
Funding Justice 16
Foundations of Power 17
Example Foundations of Power Grants 18
The Governance Hub 19
Powerful Partnerships and Field Building 19
Our Approach to Learning and Impact 20
Structure, Governance and Management 21
Governing Document 21
Structure of the Organisation 21
Board of Trustees 21
Members of the Board of Trustees 22
Selection and appointment of Trustees 23
Induction and training of Trustees 23
Team 23
Our Approach to Grantmaking 24
Risk Review 26
Finance Review 29
Looking Ahead 32
Insights from the work 32
What next for the Civic Power Fund? 33
Administrative Details 34
Statement of Trustees’ Responsibilities 34
Auditors 35
Report of the Independent Auditors 36
Statement of Financial Activities 40
Balance Sheet 41
Cash Flow Statement 42
Notes to the Cash Flow Statement 43
Notes to the Financial Statements 44
Detailed Statement of Financial Activities 59

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CIVIC POWER FUND

REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 DECEMBER 2025

Foreword from Staff and Trustees

2025 was another uniquely challenging year for the communities we partner with.

Many families are struggling to make ends meet under mounting economic pressures. At the same time, rising polarisation, division, and targeted hostility have punctuated the last twelve months, forcing us - and the groups we support - to pivot rapidly from celebrating local achievements to shielding community leaders and organisations from aggression. Meanwhile, environmental challenges are accelerating, and our civic and democratic institutions face unprecedented strain.

Against this backdrop, it is easy to feel a sense of fatigue. Yet, we choose hope - because the communities we invest in are showing us the way forward.

We see this hope in the parents who built a grassroots coalition to tackle local air pollution while advocating for environmental health. We see it in the Kent-based group that became a beacon of safety and solidarity during summer unrest. And we see it in the North Wales housing estate organising across differences to build collective agency and negotiate for better public services.

Throughout this report, you will see the profound, practical impact of community organising. In moments of deep challenge, local people are cultivating new leaders, forging unexpected relationships, and building the civic resilience needed to win lasting change. It is through this deep, collaborative work that we can build a more secure present and a more democratic future.

However, a critical gap remains. The latest Funding Justice report by Jon Cracknell and Eliza Baring reveals that just 4.5% of grants from the UK’s largest foundations go toward social justice, and a mere 0.2% reaches community organising. To build a resilient civil society, this must change. This is why we do not just fund organising; we actively collaborate with and convene our peers in philanthropy to help redirect resources to the frontline.

For the Civic Power Fund, 2025 was a year of transition and scale. We established ourselves as a major grantmaking intermediary, awarding £3.4 million in multi-year grants and securing an additional £2.7 million in aligned funding for our partners. This milestone included launching our first anchor programme, onboarding 16 exceptional partners with the capacity to scale civic power across the UK.

We achieved this impact with a staff team of just six full-time equivalent (FTE) employees, guided by a dedicated Board of Trustees and powered by a community of thousands who generously shared their time, energy, and wisdom.

Looking ahead to 2026, our priority remains moving capital at scale to the frontline. At a time when division dominates the headlines, local communities are offering a constructive, alternative future. Standing firmly behind them is our most urgent task.

To sustain this work, we are also investing in our own operational footprint - ensuring we are robust, fully compliant, and equipped to protect and support our partners.

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We hope you find inspiration in these pages, and we invite you to join us in building a more resilient, powerful UK.

The six Charity Trustees of the civic power fund are also Company Directors.

Statement of Charitable Objects

The Civic Power Fund is a charity that focuses on developing the capacity and skills of the members of socially and economically disadvantaged communities in the United Kingdom through funding community organising.

Our objects are:

“ To develop the capacity and skills of the members of socially and economically disadvantaged communities in the United Kingdom by providing project grant funding and support so that they are better able to identify, and help meet, their needs and to participate more fully in society. ”

We aim to ensure that those facing disadvantage have the power to shape their quality of life, community and future.

Our mission is to build this power through community organising.

This means bringing people who share common challenges due to age, location, sexual orientation, gender, religion, class, and race together to fully participate in democracy and win lasting change.

Community organising is a practice that builds relationships within communities. It helps individuals participate fully in democracy, through understanding who and what has the power to deliver change - and both engaging with and challenging these structures.

Through this participation, it helps communities secure lasting change that improves their lives. It also makes our democratic institutions more responsive to the rights and needs of those left behind because of economic or social disadvantage.

When targeted at these communities, community organising is a vital charitable practice that can both achieve change and deliver wider public benefit through strengthened civic bonds, diversity, and inclusion.

However, despite the enormous potential impact of community organising, it is underfunded. This is especially true of organising led by communities already disadvantaged because of their age, location, sexual orientation, gender, religion, class, and race.

The Civic Power Fund aims to change this by increasing charitable resources for organising within these communities and providing wrap-around support to boost their capacity.

In setting the Civic Power Fund’s strategy each year, we have regard to the Charity Commission’s general guidance on public benefit. The Trustees review the strategy to ensure that it falls within the Charity’s charitable objectives and aims.

Throughout this report, we may use terms that are better understood by our partners to describe our work.

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This includes:

We also use “partners” to describe both the groups we fund and our core funder partners.

Mission, Vision and Values

Our Vision

A world where every person has the power to shape their quality of life, community and future.

Our Mission

To build lasting civic power through community organising.

By investing in grassroots organising, we can unleash the power of people to improve their lives and their communities and create common cause in pursuit of the social, environmental, and economic justice vital to a flourishing democracy.

Our Values

Because we meet the world as it is, not as we wish it to be, the values that guide our work are as important as the ends we seek.

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Our End Goals

  1. Build a powerful ecosystem of community organising groups that are nurturing organising across the UK and collaborating nationally to win change.

  2. Build a diverse network of local groups that are accountable to their community, building power through organising, and improving local democracy.

  3. Secure a greater proportion of UK philanthropic money for community organising. This is reaching these groups and helping community organising networks scale.

Our Strategy: Expanding the Ecosystem of Community Organising

We view the organising landscape as an ecosystem. To thrive, it requires diverse interventions.

We invest in the ‘Roots’

We invest in the ‘Seeds’

We both invest in and provide ‘Water’

We create ‘Canopies’

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Activities and Impact

In 2025 we awarded new grants worth c.£2.9million to 33 grantee partners. Including new and existing partners, we made £1.8million worth of grant payments to 60 grantee partners.

This means that since our inception in 2022, we have moved £6.5 million through 126 grants to community organising groups across the UK.

These groups have grown in size and impact and secured vital wins from their community - including hundreds of thousands of pounds of compensation awarded to social housing tenants; local authority action on clean air; and national legislation to improve sick pay.

In 2026 we will double this, awarding at least £6 million in additional grants funding .

We house three core grant programmes and three field building initiatives that respond to the urgent infrastructure and funding gaps the ecosystem needs to thrive.

Core Grant Programmes

1) Anchor Organising Grants

The Civic Power Fund provides long-term and flexible funding to strengthen the UK’s community organising infrastructure. In 2025, we funded 16 new partners where community power is their core mission with three-year grants of £40,000-£60,000 per annum .

This relational programme bridges local Roots like Grapevine in Coventry with national movements like Green New Deal Rising, and essential Water like Kinfolk, which provides restorative spaces for Black organisers. These investments boost civic power across a wide geographic footprint and strengthen the ecosystem where it is needed most.

Our ambition is to deepen this impact by increasing grant sizes and extending commitments beyond the initial three years. This long-term funding is vital in resourcing the foundations of lasting community power and systemic change.

We know that these grants will have a genuine impact on the field. As one partner told us:

“This takes us into a territory of having some choice about how we build and grow rather than worrying about how to sustain ourselves. I cannot honestly say just how incredible that feels. At a time where things feel pretty dark it will allow us to build power. It will allow us to plan our interventions, grow our staff and give them some stability. It changes the whole feeling of who we are and the scope of what we can do.”

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Example Anchor Organising Grants

Total Grant New or
Organisation Issues Location Summary Grant Duration Amount Existing 2025
Climate
Justice;
Young
People		 UK-Wide We are a movement of young
people from across the UK
organising to stop the climate
emergency.		 3 years (2025-
2028)		 £ 180,000.00 New £ 60,000.00
Green New
Deal Rising

Gender
Justice		 UK-Wide A feminist community of people
working together to build the
power needed to dismantle
sexism.		 3 years (2025-
2028)		 £ 140,000.00 Existing £ 40,000.00
Love & Power
Community
Organising		 Scotland A collective of facilitators and
educators strengthening
strategic collaboration within
and across movements.		 3 years (2025-
2028)		 £ 140,000.00 New £ 40,000.00
Tripod
Training

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2) Community of Common Place Grants

UK communities are increasingly disconnected from a democracy that often works against them - a failure felt most acutely by minoritised groups. Our place-based programmes address this by investing in local, trusted organisations uniquely positioned to build lasting civic power.

Operating across Greater Manchester and North Wales, we have invested £500,000 into ten three-year grants. In Manchester, we nurture Seeds with potential like Collaborative Women; in Wales, we are expanding Roots like Together Creating Communities to broaden regional impact.

Over the past year, we focused on strengthening the conditions for community organising to grow with our grantee partners.

In Greater Manchester, this included convening a Community Organiser Gathering, bringing together over 70 organisers. This created a rare space for connection, helping to reduce silos and build trust across groups working on related issues.

An attendee told us that:

“ It’s really reassuring to have someone like CPF in the organising ecosystem. Knowing that someone gets what you do, sees the value of your work, and is able to be a bridge between grassroots organising and the funding world is invaluable. It’s been a real blessing to work with Civic Power Fund in the North West. The hard work they put into building relationships, getting to know us and our work, and importantly getting stuff done is wonderful. ”

In North Wales, we collaborated with Together Creating Communities to organise a learning event with rural organising expert Matt Hildreth. And closed the year with a three day Community Organiser training for the cohort. All 20 participants told us they had grown in confidence and developed stronger connections across this geographically dispersed field.

Our place-based work has revealed three core insights:

  1. Proximity is the antidote to alienation: Local groups often begin as service providers, but through trust and relationships, are the most effective architects of civic power.

  2. Collaboration over single issues: Funding core organising capacity enables communities to build local Canopies that can pivot and win on multiple fronts.

  3. Wrap-around support propels: Combining flexible funding with bespoke support is vital for groups to move beyond service provision to sustainable power-building.

Over the past year, TCC strengthened its leadership base via the Cost-of-Living Summit. This brought together 45 participants and resulted in public pledges and ongoing accountability. This fed into the Financial Justice Working Group in Wrexham, developing responses to poverty. TCC also marked its 30th anniversary with over 100 leaders in attendance, alongside delivering youth training, developing online modules, and launching a wellbeing toolkit to support members.

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While we have seen a lot of success in this work, we are also navigating some key challenges, including:

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Example Place-Based Grants

Total Grant New or
Organisation Issues Location Summary Grant Duration Amount Existing 2025
Housing Manchester,
North West
England		 GMTU is a democratic, member-
led union, working across the 10
boroughs of Greater
Manchester. They organise and
represent members in the
private and social rented sector,
fighting for safe, secure and
affordable housingfor everyone.		 3 years (2023-
2026)		 £ 60,000.00 Existing £ 20,000.00
Greater
Manchester
Tenants
Union
Gender
Based
Violence		 Manchester,
North West
England		 Collaborative Women unites
women experiencing gender-
based harm across Greater
Manchester. They work with
women made homeless, women
in the criminal justice system,
and refugee women seeking
protection.		 3 years (2024-
2027)		 £ 60,000.00 Existing £ 20,000.00
Collaborative
Women
Cymunedoli is a Welsh term
which means the coming
together of a community.
Cymunedoli Cyf is an innovative
and exciting network that
supports community initiatives
to manage resources and labour
for common benefit.		 3 years (2024-
2027)		 £ 67,500.00 Existing £ 22,500.00
Community
Ownership;
Cymunedoli Community Across North
Cyf Benefit East Wales
Together Creating Communities
is the primary organising
alliance in North Wales. They
tackle social injustice by
supporting diverse communities
to gain the power they need to
enact change.		 3 years (2024-
2027)		 £ 120,000.00 Existing £ 40,000.00
Together
Creating Community
Communities Organising North Wales

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3) Community of Common Struggle Grants

The Migrant Power Project and Women’s Power Project are two distinct funder collaboratives with a shared mission: building the power of those excluded from democracy. Centring organisations led by people on the move and women and girls, we have invested £3 million to date.

These programmes follow a proven model: providing multi-year grants to locally rooted, ‘byand-for’ Seeds - like Kent Refugee Action Network - coupled with bespoke coaching and network-building from Act Build Change. This wrap-around support provides the Water necessary for groups to move beyond survival and the Canopies that build collective power and stronger, scalable networks.

By investing in those on the frontline, we enable communities to exercise their rights, win policy change, and build the deep solidarity needed to challenge oppression.

In 2025, we deepened our relationship with the 14 Migrant Power Project partners, allowing us to better support their organisational development needs. For example:

The coaching from Act Build Change has also been incredibly successful. 14 organisations are receiving some of the best organising support in the country. Most were not actively organising before the project; they now understand organising and how to use it to win community change.

As one participant noted:

“ This stability is a lifeline... it gives us the space to focus on building power rather than scrambling for survival… We’re also energised by the opportunity to grow our practices through hands-on training, coaching, and collective learning. ”

We learnt that setting up a programme with many new partners takes time, commitment, and resources. We applied this learning to the Women’s Power Project , working closely with two partners to develop the programme and plan to award our first eight grants in mid2026.

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Example Migrant Power Project Grants

Total Grant New or
Organisation Issues Location Summary Grant Duration Amount Existing 2025
KRAN works with separated 3 years (2024-
2027)		 £ 95,976.75 Existing £ 31,950.00
young refugees and asylum
Immigration seekers, also known as UASC
Rights, (Unaccompanied Asylum-
Young Seeking Children). These are
People, young people aged 16 to 24 who
Kent Refugee Racial have arrived in Kent alone and
Action Justice, Kent, are claiming asylum. We provide
Network Community South East them with a safe, positive space
(KRAN) Organising England and support them to succeed.
Migrant Action supports 3 years (2024-
2027)		 £ 95,976.75 Existing £ 31,950.00
Immigration migrants with advice, guidance
Rights, and practical assistance for
Diaspora effective integration. They
Organising, Leeds, advocate against hostile policies
Migrant Social North West
and provide leadership
Action Cohesion England opportunities.
Triangular
CIO		 Immigration
Rights
Tyne and
Wear,
North East
England		 Triangular CIO is a network of
volunteers and professionals
who support migrant
communities in Tyne and Wear.
They are building a network of
Refugee Community
Organisations - bringing together
these vital lived-experience-led
support services to build
collective power and influence
local decision-making.
3 years (2024-
2027)		 £ 95,976.75 Existing £ 31,950.00

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Incubating, Innovating and Responding with Urgency to Support the Field

1) Alliance for Youth Organising

The Civic Power Fund hosts the Alliance for Youth Organising, an intergenerational collective shifting resources to young people to drive social, economic, racial, disability, gender and environmental justice.

Youth organising is chronically under-resourced, especially when led by young people from minoritised and marginalised communities. Philanthropy has historically over-indexed on ‘youth participation’ while missing the transformative opportunity to build youth power. The Alliance aims to correct this by investing in structures, spaces and support the next generation of youth organisers need to realise their collective power.

Currently stewarding £2 million from four major funders, in 2025 the Alliance prioritised trust building, strategy development and getting their grantmaking programme up and running!

They awarded 10 grants to grassroots groups that provide vital support to the field of Youth Organising but often with little to no funding.

They also carried out extensive field mapping and engagement, drawing out five core strategic priorities:

  1. strengthen political education for young people

  2. improve disability inclusion in youth organising

  3. find and fund work in 'youth organising deserts'

  4. promotes international solidarity

  5. and ultimately connect and strengthen the field of youth organising.

Towards the end of the year, they developed two open grant rounds that launched in December: Anchor , to award core funding to youth organising groups providing vital training and support across the UK and Explore : to provide project funding to groups exploring the five themes listed above.

Over 601 groups came through these processes - demonstrating the reach of this powerful collective. Final awards will be made in 2026 alongside more events and opportunities to build the field.

Together, the Alliance is evolving into a cooperative model to scale resources and ensure youth organisers have the sustained support required to thrive and lead.

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Example Alliance for Youth Organising Grants

Total Grant New or
Organisation Issues Location Summary Grant Duration Amount Existing 2025
Muslim
Social
Justice
Initiative		 Racial
Justice		 Manchester A Muslim-led site of political
education, publishing, and
community infrastructure,
building power for collective
liberation.		 1 year (2025-
2026)		 £ 10,000.00 New £ 10,000.00
Survivor
Sanctuary		 Gender
Justice		 Coventry A peer support group by
survivors for survivors.		 1 year (2025-
2026)		 £ 10,000.00 New £ 10,000.00
The
Visionaries
Collective
(Beeches
Collective)		 Common
Ownership		 Peak District
Transforming the Beeches (a
property and 12-acre site in the
Peak District) into a place where
young people can learn, be
restored through nature and
community.		 1 year (2025-
2026)		 £ 10,000.00 New £ 10,000.00

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2) Funding Justice

The third instalment of our flagship report looking at where social justice funding goes was launched in February. Eliza Baring from the Civic Power Fund and Jon Cracknell from The Hour is Late analysed over 20,000 grants made in the 2022/23 financial year together worth more than £935 million.

We have begun to build comparable, year-on-year data to tell us what is happening in UK social justice funding, and whether funding flows are keeping pace with rhetoric, ambition, and need. We also expanded the scope of the research from 60 to 84 funders, and added qualitative insights based on a survey completed by 33 leading social justice funders.

The researchers found that grants directed to social justice work account for 4.5% of funding from the UK’s largest grantmakers, with just 0.2% being directed to community organising work. The majority of grants are still directed to ‘service delivery’ and ‘inside game’ work.

We have been blown away by the interest and feedback on the report. More than 400 people joined two webinars to launch the research. We received extremely positive feedback from the launches from funders, organisers and others. Articles on the research were published by Civil Society, Third Sector. Fundraising UK, Funders Collaborative Hub and Environmental Funders Network, and other sector newsletters.

The research has been mentioned in numerous briefings, presentations and reports shared by social justice funders - from JRRT referencing FJ3 at the National Conference for Democracy to Trust for London highlighting it in a blog. The Civic Power Fund was invited to present the report to over 100 European funders at the 2025 Philea conference in Lisbon.

We have seen a number of social justice funders announce new strategies and programmes which centre either community power building or social justice work: these include National Lottery Community Fund’s Community Power programmes, and City Bridge Foundation’s new strategy Standing with Londoners.

There remains, however, a big gap between the importance accorded to ‘structure organising’ by leading funders and the resources currently being directed to this work. Only 8.4% of social justice funding was directed here, down from 9.4% in 2021/22. This is despite ‘structure organising’ being ranked by funders completing our survey as one of the three most important theories of change.

Whilst it is cheering that funders are pooling resources to address this, we know there is a lot more to do. Similarly, whilst there has been discussion at all Funding Justice events about the balance of funding nationally and to different regions of the UK, we have not been able to track an increase in social justice funding allocated outside London.

In 2026, we will launch Funding Justice 4 this time with a specific focus on Disability Justice.

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3) Foundations of Power

In October, Civic Power Fund signed a £2.1 million partnership agreement with National Lottery Community Foundation to launch an ambitious new programme to increase the knowledge, skills and resilience of organisers and their community organisations: Foundations of Power.

Community organising is essential for systemic change. Yet the organising groups rooted in marginalised communities remain chronically underfunded and misunderstood. As do the groups that make organising possible through providing essential infrastructure like training, governance and digital support. This programme tackles this through four modules combining direct funding, tailored support, and structured learning.

Over 18 months we will work with 44 partners spanning Seeds, Roots and Water - a mix of long-established infrastructure bodies to smaller community-based groups - to understand what support different organisations really need.

We are compensating groups for their expertise and building Canopies to ensure they emerge stronger. By bridging the gap between frontline insight and philanthropic strategy, we are influencing the sector to deliver more and better funding to transform civic power.

At the same time, Civic Power Fund will invest in the infrastructure essential to and created by communities most affected by poverty, disadvantage and discrimination.

The first payments to the core partners in the programme: Act Build Change, the Social Change Nest and Small Axe Communications were made in December 2025.

In 2026 we’ll be bringing on board a Learning Partner along with 20 organisations that offer essential infrastructure to organisers - those who share technical expertise, groups grounded in deep-rooted local community organising, and those who coordinate communities of practice and care - and 20 grassroots organisations.

Foundations of Power is part of the development stage for TNLCF’s Grant Holder Support programme, we hope this work will help TNLCF to build a more open, community-designed programme of support.

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Example Foundations of Power Grants

Total Grant New or
Organisation Issues Location Summary Grant Duration Amount Existing 2025
Movement
Support		 UK-Wide Small Axe supports
organisations and movements to
build and grow campaigns. They
are providing technical support
to an online resource hub.		 New £ 75,000.00
2 years (2025-
Small Axe 2027) £150,000.00
Movement
Support		 UK-Wide Social Change nest provides
fiscal hosting, grant distribution,
grant management and capacity
building support. They are
settingupa newpilot helpdesk.		 New £ 20,000.00
Social 2 years (2025-
Change Nest
2027)		 £100,000.00

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4) The Governance Hub

The Civic Power Fund’s Governance Hub is one way that we strengthen community organising groups. Through free governance advice, specialist support and training, we help organisations grow their capacity to anticipate and manage governance, compliance and regulatory risks.

Led by Matt Howgate - an experienced public lawyer who has over 15 years of experience advising and supporting grassroots groups on their governance needs - the Hub draws in specialist support from a range of consultants and experts. In 2026 we bought on new partnerships with Sistren Legal Collective, Embrace Finance, LawWorks, and People’s Support Coop.

In 2025, we hosted 8 workshops reaching hundreds of partners. These covered advice and support around financial management, charity campaigning, and charity governance. Our financial management workshops were in particularly high demand, with an average of 40 attendees at each session.

We offered direct assistance to over 25 organisations, providing practical support and guidance to our partners and allies. This included supporting organisations on HR issues, on transitioning to becoming a charity, and on cross-border cooperation.

The Hub has also become an essential part of our due diligence. We continue to identify governance or compliance issues with our grant partners and offer clear and robust solutions to resolve issues they are facing.

As initiatives such as the Alliance for Youth Organising seek to direct more resources towards grassroots organising, we have found that the Hub’s services are an increasingly integral part of how we ensure funding strengthens rather than undermines nascent groups. The Hub allows us to boost the capacity of emergent organisations, ensuring that they can access a much wider pool of charitable resources in the longer term.

Powerful Partnerships and Field Building

When the Civic Power Fund launched, we identified that traditional funding models often create a gap between funders and the grassroots organisations they support. Part of our mission is to bridge this gap by actively engaging in field building.

Over the last four years, we have experimented with different ways to live our principles in our field-building work.

We have sought to embody movement generosity in practice by sharing resources, creating space for others to lead, and supporting collaboration across organisations and movements. At the same time, we have explored how to use our positional power as a funder to convene people, strengthen relationships, and amplify underrepresented voices.

We have found that trust is central to this work. By investing in relationships with individuals before bringing them together, and by being open about our intentions, we are able to tailor spaces and make thoughtful connections. This trust also enables us to leverage our relationships to host events at near-zero cost, bringing together movement builders, funders and organisers in ways that might not otherwise be possible.

Some examples of how we brought this to life in 2025 include:

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Our efforts have yielded overwhelmingly positive results, with an average satisfaction rating of 4.8 out of 5 across nine convening events. With one respondent telling us:

“I received amazing feedback from [our staff] about the day that your team organised. They said it helped them overcome some strategic barriers they were experiencing and find a better approach to the local organising project they've been working on.”

However, this approach is not always successful. Many of the introductions we make or spaces we create do not lead to immediate or visible outcomes. We see these tensions as productive, shaping an ongoing practice of reflection, experimentation, and accountability as we refine our role in supporting stronger, more connected movements.

In 2025, we also continued extensive funder engagement and funder influencing, through all the partnerships already mentioned and more. We know that this work is starting to have a real impact.

Through our advocacy, we were able to secure at least £2.7 million in aligned funding for organising. And we heard from one partner that:

" We just did our budget for FY26/27 this afternoon, and it was the first time since we started that we were able to pull things out of the bucket list, and invest seriously towards growth. A lot of that has been down to the work you've done to create space for organising at the table. I am sure sometimes it's been thankless work. Thank you!"

Our Approach to Learning and Impact

Our dynamic evaluation framework developed by organisers tracks impact. We measure how power is being exercised, including: the number of leaders identified; group participation; evidence of new relationships within the community and with decisionmakers; and progress towards goals. We measure the growth of civic power through: signs of recognition by positional power; winning and collaboration beyond first campaigns; emergence of new leaders; and the strength of a group if a leader is removed.

Organising takes time and requires deep, long-term investment. But it also offers robust intermediary results centred around individual transformation. The simple act of listening and building agency can deliver transformative results for people facing disadvantage.

We have a commitment to ‘learn in public’ . We share the successes, failures and lessons from each of our programmes to encourage shared learning and reflection that will strengthen the field of community organising and encourage collective investment.

Whilst relatively new, we are starting to see results . A recent review of pooled funds found that:

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Structure, Governance and Management

The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the period 1 Jan to 31 Dec 2025. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

Governing Document

The Civic Power Fund is a charitable company limited by guarantee (13635441). It was set up by a Memorandum of Association on 21 September 2021. The Civic Power Fund was registered as a charity on 26 June 2023 (1203784). We are registered with the Charity Commission for England and Wales, but operate in all four nations.

Structure of the Organisation

The Civic Power Fund is governed by a Board of Trustees.

The members of the Board of the Civic Power Fund (CPF) are both the Trustees of CPF and (in company law) its Directors. The Board has overall responsibility for stewarding CPF and ensuring its activities are in the public benefit. To do so, the Board is responsible for working in partnership with the Executive Director and other members of the Strategic Leadership Team to deliver the following functions:

  1. Strategic Direction and Performance

  2. Financial and Grantmaking Oversight

  3. Safeguarding

  4. Risk Management and Regulatory Compliance

  5. Board Management and Performance

Trustees share collective responsibility for all decisions made and actions taken with their authority.

Civic Power Fund is an intermediary grantmaking organisation. We fundraise from large trusts and foundations and regrant to smaller grassroots groups with an aim of growing the quality and quantity of funding for grassroots organising.

We are supported in our decision-making by participatory panels, made up of people with lived experience of disadvantage or expertise in community organising. However, final grantmaking decisions are approved by the Board of Trustees.

There are no related parties or relationships with charities and organisations with which Civic Power Fund co-operates in the pursuit of its charitable objectives.

Board of Trustees

The Board may have five to nine members. Terms will be for three years, renewable twice. This means Board members can serve for a maximum of nine years.

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Members of the Board of Trustees

During the reporting period, six individuals served as Trustees, with two resignations during the year.

Due to the small size of the Board, we do not currently have any standing subcommittees.

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Selection and appointment of Trustees

Nominations and recommendations are first made from open recruitment. Their CVs are then circulated to the Board, which arranges for potential candidates to be interviewed for their suitability. A Nominations Committee then takes part in interviews alongside key staff members. Together, they recommend them to the Trustees. The Trustees will then vote to appoint a new Trustee. New Trustees are confirmed through special resolution.

Induction and training of Trustees

Newly appointed Trustees meet with the Chair, the Executive Director, and staff members as part of a documented and structured induction programme; and they receive key Civic Power Fund organisational and programmatic documents. They are asked to sign a Code of Conduct and standing register of interests.

Team

Civic Power Fund has six permanent staff on payroll. The majority of these staff members work part-time, meaning our Full Time Equivalent headcount is 4. We have a Senior Leadership Team of 3, Martha Mackenzie as Executive Director and Mohammed Afridi as Director of Organising.

Salaries for key management are set by the Board of Trustees. These are determined based on internal pay scales, benchmarked against the charitable funding sector. Annual increases for all staff are approved by the Board of Trustees. These increases are determined by benchmarking, inflation, and affordability for the Fund.

We appointed a Director of Finance Lead in Feb 2026, and prior to this worked closely with an external Finance Lead, our accountants and with charity financial advisers at Moore Kingston Smith to support the development of and implementation of robust financial management practices.

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Our Approach to Grantmaking

Civic Power Fund takes a principled and pragmatic approach to grantmaking.

In order to realise the potential of organising for minoritised and marginalised communities, the Civic Power Fund must change the way organising is funded in the UK. A major barrier facing communities is the lack of accessible money to build power. This means communities marginalised because of their age, location, sexual orientation, gender, religion, class, and race are continually prevented from changing the systems and structures that hold them back.

Through learning and working with our grantee and funder partners, we aim to change this.

To enable this, the following principles govern our grantmaking:

And we prioritise organisations that are:

  1. Rooted in and accountable to minoritised and marginalised communities

  2. Hoping to achieve long-term change on issues affecting the lives of their community

  3. Working towards this long-term change by building the capacity and power of their community

  4. Lacking the resources to take their vision to the next level

  5. Seeking to build a larger us and resisting the politics of division

In deciding who to grant to, staff, trustees, and on some occasions appointed experts such as community organisers, work together to identify potential grantees, in line with our charitable objects and aims.

We either work with identified partners to co-produce a funding application, or we run open grant-rounds to attract as wide a range of candidates as possible. This depends on the strategic purpose of the grant.

With all our partners, we aim to break down barriers to funding and share the application load with them. This involves co-producing Grant Memos that capture their work and their plans.

The Board of Trustees authorises grants during quarterly meetings, although in 2026 we have signed off a new Schedule of Delegation that will retain robust trustee oversight whilst giving us greater flexibility to grant between meetings.

Because we recognise the critical importance of trust and partnership between staff and grantees, and the time that grantees will have invested in developing the relationship by this point, the board is expected to authorise grants unless a clear case is made that an organisation does not fall within the Civic Power Fund’s strategy or otherwise presents a serious strategic, reputational, or operational risk.

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In addition to the core criteria above and ensuring alignment with our vision and values, we undertake detailed and holistic due diligence checks. The majority of this work is done by the Fund’s staff in alignment with existing policies and, wherever possible, avoids unnecessary and burdensome form filling for grantees.

For the purpose of grantmaking, the fund remains ‘politely sceptical’ of applicants, ensuring that processes outlined in our financial controls and anti-fraud policies are followed, even when the grant recipient is trusted or we’ve worked with them previously. We also prioritise site visits and regular phone calls to build a relationship with our partners and ensure that we understand the work and are offering them adequate support.

Core to our charitable aims is ensuring funding for community organising reaches minoritised and marginalised communities. This means that some of the groups we work with are likely to be small, local groups who are not registered as a charity. Where this is the case, we are guided by the Charity Commission guidance on grant funding to non-charities. Robust checks and monitoring are carried out to ensure that the work is in line with our charitable purpose, for public benefit, and with a strictly non-partisan and non-political purpose.

All of this is set out in more detail in our ‘Approach to Grantmaking’ which we are happy to share on request.

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Risk Review

The Board of Trustees maintains an active risk register which is reviewed at Board Meetings.

The Board of Trustees applies a proactive risk statement across all our work. This allows us to apply different risk categories to different risk areas - noting that in some instances it serves our objects to take a higher degree of risk. We have been informed by the Information Commissioner's Office categorisation and share our current risk statement below.

Hungry
Eager to be
innovative and to
choose options that
suspend previously
held assumptions
and accept greater
uncertainty		 Grantmaking.
Where we are confident work is rooted in the Mission, Vision and
Values of the Civic Power Fund, we will fund bold, innovative and
often overlooked groups that other funders deem as too risky to
resource (e.g. non-charities, campaign groups, small groups). This
means having a deep, personal relationship with these groups so we
understand the nature of their work.
This is vital to achieve our objects, which centre disadvantaged
communities. These communities are often excluded from formal
structures so we intentionally look beyond them.
Where we have a high degree of trust in the groups and organisations
we support, we will apply minimal funding barriers. This means
moving money quickly with maximum flexibility. It also means
providing vital wellbeing and strategy micro grants to support their
work in real time.
To enable this, we thoroughly document all our decision-making. As
we talk about in more detail below, we also have a hands-on
approach to due diligence. We get to know our partners thoroughly
and we provide partners with legal and compliance support through
our Governance Hub.
Where we have flexibility in our income, we will sign multi-year grant
agreements with our partners, holding funds on our books so we can
resource the work in the way we know achieves maximum impact. By
doing this, we will challenge others to take the same approach and
break the cycle of short-termism in funding.
We will deliberately and publicly test and challenge boundaries with
this work, making a case that campaigning and organising towards
social justice is charitable. We will consistently show our workings to
make this possible.
Speaking our mind.Where it is key to the performance of our grants
and the success of our partners, we will speak up to support their
work and make a case for funding community organising.
Open
Willing to consider
all options and
choose one that is
most likely to result
in successful
delivery		 Recruitment.We want the Civic Power Fund to centre organising in
our recruitment. It should be staffed and run by people who get
grassroots organising and movement building. As a result, we will
prioritise potential and commitment over specific grantmaking and
funding skills (except for our Finance Lead role and other areas where
the overall performance of the Fund requires specific expertise).

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Fundraising.We will explore a wide range of funders. Although we will
do robust funder due diligence, where the funding modality is aligned
with our values (e.g. unrestricted), we will err towards taking the
money and putting it towards the service of the movement, even if
the source of funds is less aligned. We are transparent about this, so
our grantee partners always know where the money is coming from.
Due Diligence.We have robust, hands-on due diligence processes, but
we also ensure these are designed to support potential grantee
partners to perform to the best of their ability, not penalise them on
the basis of knowledge or policy gaps. For example, if an organisation
is lacking something key to their governance, we will work with the
Hub to get this in place in a way that works for them. We have a zero-
tolerance approach to fraud and make that clear in our grant
agreements. We use hands-on relationships with our partners to
monitor this.
Cautious
Preference for safe
options that have a
low degree of
residual risk		 Financial Planning.We do not grant money we do not have. We will
occasionally spend money on core costs on the basis of presumed
income when there is a clear business case that the expense will
boost sustainability. This means keeping the staff team small and only
making grant commitments we can stand up. This is vital to our
sustainability.
Legal.We will seek robust legal and compliance advice whenever we
are unsure. However, we will err towards likeminded experts who
understand our Vision, Mission and Values and our deliberate
intention to challenge assumptions about charitable work.
Compliance.We will ensure full compliance across our finance,
governance and HR systems against the standards we are held to. But
we will also prioritise agility, ensuring our small team remains focused
on our grantee partners and on bringing in external resources into the
organisation.
Minimalist
Preference for safe
options that have a
low degree of
inherent risk		 Staff Wellbeing.We want to ensure a safe environment and will take
minimal risks in this pursuit.
Recordkeeping and Compliance.We will not take conscious risks in
our financial, HR and governance record taking. For example, we will
thoroughly document trustee decision-making where a hungry risk
appetite is applied, and our bookkeeping and accounting will be
thorough, robust, compliant and subject to external scrutiny.
Behaviour.Relationships are our number one assets. We will not
tolerate poor behaviour and we will hold ourselves to the highest
standards in both our internal and external conduct.

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Averse Safeguarding. We will take minimal risks when it comes to the Avoidance of risk safeguarding of our people and the people we support. We prioritise and uncertainty protecting the people we serve above ourselves. This means taking safeguarding approaches that centre survivors. This in turn means creating a culture of mutual accountability and collective care - and zero-tolerance for breaches of this.

Additionally, some of the specific risks to our work that we are monitoring include:

  1. The Civic Power Fund’s financial and operational footprint. The Civic Power Fund has grown quickly over the past few years. This makes keeping pace with our financial and operational requirements a constant challenge. As a result, we need to constantly review our financial controls and invest in more staff and trustees with a clear finance and operations mandate. In 2026 we brought on a Director of Finance and a Grants Administration Officer to assist with this.

  2. Day to day attacks on organisations. Our partners are facing huge challenges. This includes the rise of community tensions and direct attacks on their work and their premises by the Far Right. We are on hand to support them - providing emergency funding and support. But we are also doubling down on our community organising strategy as a way to build stronger communities over the long-term. In 2026 we are collaborating with several funders to ensure responsive funding is available for protection.

  3. Perceived risk and shrinking civil society space. Many of the groups we work with are operating within a constrained civic environment. They are taking strategic and thoughtful risks in order to build power and win change, but they face hostile politics and policies. We stand by these groups as they stand up for their communities. And we have robust systems in place to ensure the charitability of our grants and the independence and challenging nature of the organisations we fund.

  4. Lack of quality funding for community organising . The lack of available funding for organising makes it difficult for communities facing the harshest injustices to move beyond service delivery and focus on the systemic drivers of the challenges they face. Where funding does exist, it is short-term, small, and often project focused. This is forcing organisations to shift strategy depending on what funding is available. The sheer scarcity of resources for this work is also creating competition between groups when collaboration is key to impact. This is why we focus on influencing the wider funding sector to invest more and better resources into community organising.

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Finance Review

The financial results for the accounting period ended 31 December 2025 are set out in the Statement of Financial Activities. The Civic Power Fund has grown significantly since our micro accounts filed in 2022. This is a reflection of our change in status - moving from a start-up company limited by guarantee to a stable grantmaking charity.

We continue to make a clear and compelling case for funding grassroots organising and we have shown that we can reach and support this work effectively.

From 01 January 2025 to 31 December 2025 we raised £3.4 million - from a range of trusts and foundations - and we spent £2.4 million.

We do not raise funds from the public.

The full income is set out on the Statement of Financial Activities and disclosures and descriptions are included below.

Our overall restricted income is £2.88 million. Our overall unrestricted income is £516,287. We should note that the vast majority of our restricted income is extremely flexible - it is restricted to a specific area of our work, but beyond that spending is at our discretion. We are grateful to our funders who understand the vital importance of this flexibility.

Our overall spending was £2.36 million The majority of our spending went towards grantmaking (£1.76 million at 75%) with an additional £117,109 or 7.5% on Sector Support: support for specific projects like the Alliance for Youth Organising, Governance Hub and Funding Justice and the remaining on internal infrastructure and salaries to ensure a tightly managed and robustly governed fund.

Disclosures and descriptions are included below and these projects are covered in detail throughout the report. As we grow and stabilise, we plan to increase our spending on grantmaking, support to the field and internal infrastructure.

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Reserves policy

The reserves policy is designed to protect the organisation against areas mentioned in our risk review along with unexpected falls in income, unplanned increases in expenditure, security risks and unexpected fluctuations in exchange rates.

Unrestricted funds

Our reserves comprise unrestricted funds that are freely available in line with Charity Commission guidance set out in CC19 Reserves and Resilience. The Board of Trustees has considered the risks facing the charity and set a target reserves policy equivalent to three to six months of general running costs to allow for fluctuations in income, one offinvestments in the Fund’s infrastructure and unexpected events. This is currently £150,000300,000. As at 31 December 2025, reserves were £258,788 and comfortably within range.

Overall, our income and projected income puts us in a strong financial position. We are a clear going concern and looking forward to stabilising our incoming and outgoing resources as we transition from a small start-up to a more established fund.

Restricted funds

Our restricted funds carried forward to 2025 are £1,639,602. Per charity SORP income is accounted for when it satisfies the three SORP tests of entitlement, measurement and probability, Our current restricted fund balance represents that income received during the year for activity to be delivered in the coming year. Full disclosures and descriptions are included below and with the Financial Statements.

Designated funds

Of our 2025 underspend, £1.2 million is designated for spend in 2026. This includes sizable grant programmes for the Alliance for Youth Organising that opened in December 2025. It also includes earmarked grant spending for the Women’s Power Project, which will recruit 8 new grantee partners in 2026. This was pre-agreed with contributing funders.

We have some underspend in the Hub project due to efficiency and consultancy challenges. To address this we have applied for a grant extension from the key donor and paused grant renewals until 2027.

Finally, readers of this Annual Report will note that a consistent challenge is investing in our core costs. We are prioritising grantmaking and moving money but have not been able to grow our operational capacity at the same pace. We have designated underspend in our core costs to some critical staff and systems updates in 2026, including recruiting a Director of Finance and completing the overhaul of our Grantmaking System.

Disclosures and descriptions

Alliance for Youth Organising. This is an intergenerational collective making strategic funding decisions to support youth organising infrastructure. The initial investment from Blagrave Trust, Esmee Fairbairn Foundation and Paul Hamlyn Foundation is for 2024-2026, but our collective aim is to seed a long-term initiative that will help transform the sector.

Core Costs . Specific income restricted to our core costs from Unbound Philanthropy, GSR Foundation and John Ellerman Foundation. These funders do not permit regranting, but want to invest in the running and operational costs of the Civic Power Fund as they support the underlying mission. We also included some agreed Fund overheads in this Fund line.

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Emergency Action Fund. Funding from Esmee Fairbairn Foundation, Legal Education Foundation, Joseph Rowntree Foundation, and Paul Hamlyn Foundation to provide emergency funding to groups impacted by the riots in summer 2024. We had a small underspend in 2024 that we closed out in 2025.

Funding Justice. Specific income towards the Civic Power Fund's annual research mapping where UK social justice funding goes.

Foundations of Power . Specific income from the National Lottery Community Foundation for spend on our shared Foundations of Power project looking at what support grassroots groups need to thrive.

Grassroots Organising . Funding from the Joseph Rowntree Foundation for a project to explore and map funding for grassroots organising in the UK. Income remaining in these accounts is designated to grantee support and wellbeing. We had a small underspend in 2024 that we closed out in 2025.

The Hub . Specific income for the Civic Power Fund's Governance Hub. The funding forms part of the multi-year budget to support this vital work. It primarily goes towards consultancy support from the Hub's primary legal advisor.

Infrastructure. This is primarily core funding from the Quadrature Climate Foundation that we allocate to our Anchor Organising Grants. This Fund is topped up with Unrestricted Income.

Manchester. Income from the Oglesby Charitable Trust restricted to our work in Manchester. This includes grantmaking and core costs (10% of total grant amount). We supplement the work in Manchester and Wales through our unrestricted grants.

Migration Power Project . Multiyear income from several funders to support a specific project to resource and provide wrap-around support to grassroots groups organising to improve the mental, physical and material wellbeing of diaspora communities and build social cohesion.

US Learning Exchange. Specific income towards the Civic Power Fund's US Learning Exchange in November 2023. We had a small underspend in 2024 that we closed out in 2025.

Women's Power Project. Multiyear income from Fondation Chanel to support a specific project to resource and provide wrap-around support to grassroots groups organising around gender justice.

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Looking Ahead

Insights from the work

  1. The stakes could not be higher. We are living through a moment of profound crisis. Across the world, societies are more fractured than ever and democracy is in trouble. Political extremists are increasing in power and influence, with Global Majority communities facing daily violence. These are global trends, but they are ricocheting through our communities at home.

  2. People power is our urgent response. The only way we rise to the scale of this challenge is through community organising. Organising builds the power of communities marginalised because of who they are or where they are from. Through organising, these communities build countervailing power - that which influences decision-makers and holds formal power to account. To build this power, organising binds communities together in solidarity. It transforms individual agency and it builds the foundations for a more just society. Social change cannot rely on organising alone. But given the transformational nature of people power, it is concerning that so little grantmaking is going towards this work. The latest Funding Justice report found that just 0.2% of UK grantmaking went towards community organising last year.

  3. Funding that builds people power requires a significant strategic shift. The end goal of community organising is to build power, rather than to serve predetermined objectives. This is a significant shift for most funders. It requires a fundamental rethink of time, risk, and impact.

  4. a. Time, because this is long-term, messy, non-linear work.

  5. b. Risk, because doing this well means ceding control to communities. Our current compliance and governance landscape makes this feel scary. But the big picture risks of not transforming society are far scarier.

  6. c. Impact, because success is not captured through policy outcomes and measurable metrics alone. Although it is possible to get forensic about people power! This is a practice that organisers have thought honed across generations. Rather than imposing their own metrics downwards, funders have to start from a place of understanding the craft of organising.

  7. But, we stand at the edge of a moment of great opportunity - if we can work together. While this feels scary, we are optimistic. Our funders are serious about redistributing power. And we have seen first-hand the incredible work taking place across the country. If we significantly shift resources over the long-term and provide strategic, wrap-around support, we have the potential to grow the field of community organising and materially improve life for communities across the UK. But we can’t do this alone. The scale of the shift required cannot be met by one funder or one group. We must collectively invest capital in people power and stay the course.

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What next for the Civic Power Fund?

Evolving with Purpose and Humility

2026 marks a pivotal transition for the Civic Power Fund. We are moving from the highenergy startup phase into a period of strategic maturation. As we scale, our challenge is to remain as radical and agile as the grassroots movements we support, while building the robust infrastructure necessary to steward significantly larger resources and ensure consistent impact.

Scaling Our Impact: The £12,000,000 Milestone

We are prepared to double our cumulative grantmaking this year, with a commitment to awarding at least £6,000,000 by year-end. This growth is a testament to the trust our partners have placed in us, but we recognise the responsibility it brings. To meet this moment, we have implemented a new Grantmaking System and are slowly expanding our operations functions. These aren’t just operational updates; they are a commitment to ensuring that large-scale funding remains accessible, fast, and focused on the frontline.

Responding to the Moment: The Fast Funding Pilot

In partnership with Migration Exchange, we are launching a responsive fund to support groups facing the rise of political extremism. We do not claim to have all the answers in this volatile space. Instead, we are committing to a dual-approach: providing immediate safety and wellbeing grants while simultaneously investing in the long-term, collective infrastructure the movement needs to stay resilient. We are learning in real-time alongside our partners in this moment of urgency.

Reclaiming Our Learning Muscle

Our model is built on the belief that by pooling resources and learning together we can shift wider funding practices. However, we want to be honest: 2025 was a year of significant internal stretch. Between a significant growth in income and the eight-month maternity leave of our Executive Director, our capacity for external influence and shared learning took a back seat to operational matters. In 2026, we aim to intentionally reclaim this space, scaling our learning efforts to provide the insights required to navigate a turbulent social landscape.

Principled Stewardship: Investing in Operations

With our income tripling, we must ensure our backbone is as strong as our ambition. Our strength lies in the intersection of agility and rigour. To maintain this balance without becoming cumbersome, we are appointing a Director of Finance and investing in organisational design. We are doing this with a clear boundary: our internal growth must never come at the expense of the field. Our goal is a structure that is fit for purpose: agile, expert, and focused on our partners.

The 10-Year Horizon: A Moment of Inquiry

As we reach our five-year anniversary, we must consider our next strategy period. We are shifting from startup to scale, but we do so with humility. We are not interested in institutional permanence for its own sake. Throughout 2026, we will gather the insights and evidence needed to plan for a new 10-year horizon. This process will be guided by a fundamental question: How can we best serve the movement, and for how long are we needed? We begin this next chapter not with a fixed map, but with a commitment to being wherever the fight for civic power requires us to be.

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Administrative Details

For the year ended 31 December 2025

Company Number : 13635441

Charity Number : 1203784

Registered Office and Operational Address : 5-7 Tanner Street, London, SE1 3LE

Trustees:

Principle Staff:

Bankers:

ANNA Coop Foundation Unity Trust Bank

Auditors:

DSC Accountants and Auditors, Tattersall House, E Parade, Harrogate, HG1 5LT

Statement of Trustees’ Responsibilities

For the year ended 31 December 2025

The Trustees (who are also directors of Civic Power Fund for the purposes of company law) are responsible for preparing the report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the Trustees are required to:

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The Trustees are responsible for keeping adequate accounting records that disclose, with reasonable accuracy at any time, the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the detection and prevention of fraud and other irregularities.

The Trustees of the company who held office at the date of the approval of the Financial Statements as set out above confirm, so far as they are aware, that:

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

The report of the Trustees has been prepared in accordance with the special provisions of Part VII of the Companies Act 2006 relating to small companies.

Auditors

For the year ended 31 December 2025

DSC Accountants and Auditors was appointed as the charitable company’s auditors during the year.

We would like to thank everyone, and all organisations, who support our work – donors, staff and Trustees.

Our work would not be possible without you.

This report and the financial statements were approved by the Board on 7[th] July 2026 and are signed on their behalf by:

Dan Paskins , Chair

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REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF CIVIC POWER FUND

Opinion

We have audited the financial statements of Civic Power Fund (the 'charitable company') for the year ended 31 December 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

An overview of the scope of our audit

An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error. This includes an assessment of: whether the accounting policies are appropriate to the company’s circumstances and have been consistently applied and adequately disclosed; the reasonableness of significant accounting estimates made by the directors; and the overall presentation of the financial statements.

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REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF CIVIC POWER FUND

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors thereon.

Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with

the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Report of the Trustees.

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

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REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF CIVIC POWER FUND

Responsibilities of trustees

As explained more fully in the Statement of Trustees' Responsibilities, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Our responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue a Report of the Independent Auditors that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

We gained an understanding of the legal and regulatory framework applicable to the company and the industry in which it operates and considered the risk of acts by the company that were contrary to applicable laws and regulations, including fraud. We focused on laws and regulations which could give rise to a material misstatement in the financial statements, including, but not limited to, the Companies Act 2006 and UK tax legislation. Our tests included agreeing the financial statement disclosures to underlying supporting documentation, a review of correspondence with the Charity Commission, enquiries with management and the inspection of other regulatory and legal correspondence.

We addressed the risk of management override of internal controls, including testing journals and estimates and

evaluating whether there was evidence of bias by the directors that represented a risk of material misstatement due to fraud and the completeness of income recognition by testing to supporting documentation and correspondence. We did not identify any key audit matters relating to irregularities, including fraud.

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REPORT OF THE INDEPENDENT AUDITORS TO THE MEMBERS OF CIVIC POWER FUND

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors.

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditors' report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Graham French BSc(Hons) BFP FCA (Senior Statutory Auditor) for and on behalf of DSC Accountants Ltd Chartered Accountants Statutory Auditors Tattersall House East Parade Harrogate North Yorkshire HG1 5LT

Date: 7[th] July 2026

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CIVIC POWER FUND

STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 DECEMBER 2025

Notes
INCOME AND ENDOWMENTS FROM
Donations and legacies
2
Investment income
3
Total
EXPENDITURE ON
Charitable activities
4
Grants to institutions
Charitable spending
Raising funds
Total
NET INCOME
Transfers between funds
14
Net movement in funds
RECONCILIATION OF FUNDS
Total funds brought forward
TOTAL FUNDS CARRIED FORWARD		 Unrestricted
funds
£
514,999
1,288
516,287
367,750
2,722
-
370,472
145,815
(159,585)
(13,770)
272,558
258,788		 2025
Restricted
Total
funds
funds
£
£
2,884,593
3,399,592
-
1,288
2,884,593
3,400,880
1,398,257
1,766,007
525,815
528,537
66,729
66,729
1,990,801
2,361,273
893,792
1,039,607
159,585
-
1,053,377
1,039,607
586,225
858,783
1,639,602
1,898,390		 2024
Total
funds
£
1,612,415
-
1,612,415
797,200
408,673
43,161
1,249,034
363,381
-
363,381
495,402
858,783

The notes form part of these financial statements

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CIVIC POWER FUND

BALANCE SHEET 31 DECEMBER 2025

2025
Unrestricted
Restricted
Total
funds
funds
funds
Notes
£
£
£
FIXED ASSETS
Tangible assets
11
610
1,448
2,058
CURRENT ASSETS
Debtors
12
-
-
-
Cash at bank
338,178
3,742,084
4,080,262
338,178
3,742,084
4,080,262
CREDITORS
Amounts falling due within one year
13
(80,000)
(2,103,930)
(2,183,930)
NET CURRENT ASSETS
258,178
1,638,154
1,896,332
TOTAL ASSETS LESS CURRENT
LIABILITIES
258,788
1,639,602
1,898,390
NET ASSETS
258,788
1,639,602
1,898,390
FUNDS
14
Unrestricted funds
258,788
Restricted funds
1,639,602
TOTAL FUNDS
1,898,390		 2024
Total
funds
£
2,127
500
1,001,697
1,002,197
(145,541)
856,656
858,783
858,783
272,558
586,225
858,783

The financial statements were approved by the Board of Trustees and authorised for issue on 7[th] July 2026. and were signed on its behalf by:

............................................. Dan Paskins - Chair

The notes form part of these financial statements

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CIVIC POWER FUND

CASH FLOW STATEMENT FOR THE YEAR ENDED 31 DECEMBER 2025

2025
Notes
£
Cash flows from operating activities
Cash generated from operations
1
3,078,325
Net cash provided by/(used in) operating activities
3,078,325
Cash flows from investing activities
Purchase of tangible fixed assets
(1,049)
Interest received
1,288
Net cash provided by/(used in) investing activities
239
Change in cash and cash equivalents
in the reporting period
3,078,564
Cash and cash equivalents at the
beginning of the reporting period
1,001,697
Cash and cash equivalents at the end
of the reporting period
4,080,262		 2024
£
(118,306)
(118,306)
(1,323)
-
(1,323)
(119,629)
1,121,326
1,001,697

The notes form part of these financial statements

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CIVIC POWER FUND

NOTES TO THE CASH FLOW STATEMENT FOR THE YEAR ENDED 31 DECEMBER 2025

1. RECONCILIATION OF NET INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES FLOW FROM OPERATING ACTIVITIES FLOW FROM OPERATING ACTIVITIES
2025 2024
£ £
Net income for the reporting period (as per the Statement of
Financial Activities) 1,039,607 363,381
Adjustments for:
Depreciation charges 1,117 855
Interest received (1,288) -
Decrease in debtors 500 29,500
Increase/(decrease) in creditors 2,038,389 (512,042)
Net cash provided by/(used in) operations 3,078,325 (118,306)
2. ANALYSIS OF CHANGES IN NET FUNDS
At 1.1.25 Cash flow At 31.12.25
£ £ £
Net cash
Cash at bank 1,001,697 3,078,565 4,080,262
1,001,697 3,078,565 4,080,262
Total 1,001,697 3,078,565 4,080,262

The notes form part of these financial statements

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CIVIC POWER FUND

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

1. ACCOUNTING POLICIES

Basis of preparing the financial statements

Civic Power Fund is a charitable company, limited by guarantee, registered in England and Wales. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity.

The company's registered number and registered office address can be found on page 1 of the financial statements.

The financial statements of the charitable company, which meets the definition of a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) '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)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared on a going concern basis (see below) under the historical cost convention.

The financial statements and corresponding notes are prepared in the functional currency of the entity (GBP), and all monetary values are rounded to the nearest whole £1.

Critical accounting judgements and key sources of estimation uncertainty

In the application of the company's accounting policies, the directors 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.

Any 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.

The significant estimates made in the preparation of the financial statements are: Fixed assets - The charge in respect of periodic depreciation is derived after determining an estimate of an asset’s expected useful life. The useful economic life of an asset is determined at the time the asset is acquired or brought into use and reviewed annually for appropriateness. The lives are based on historical experience together with anticipation of future events. Depreciation policy is detailed in the accounting policy for tangible fixed assets.

The critical accounting judgements made in the preparation of the financial statements are: Income recognition - The charity recognises income on a receivable basis where the amount is reliably measurable and there is adequate probability of receipt. Income recognition policies are detailed in the accounting policy for income. When it is considered that the key criteria of entitlement, probability and measurement for income recognition are not fulfilled for a transaction, income recognition is delayed until these have been judged to have been met.

Useful life of fixed assets - The charity has used judgement when deciding on the depreciation rates used. These are reviewed on a regular basis.

Income

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and the amount can be measured reliably.

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CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

1. ACCOUNTING POLICIES - continued

Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, 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 accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Expenditure is classified under the following activity headings:

Grants to institutions - Grants made in furthering the aims of the charity are recognised as an expense in the year of award and when communicated to the recipient in line with the SORP. Grants offered subject to conditions which have not been met at the year end date are noted as a commitment but not accrued as expenditure.

Charitable Spending - comprises direct and support costs including staff costs, human resources and other costs incurred towards achieving Civic Power Fund's charitable objectives. Raising funds - comprises costs incurred in generating donation income, including the costs of administering the charity and compliance with statutory requirements.

Direct costs, including directly attributable salaries, are allocated on an actual basis to each expenditure heading.

Support costs are costs incurred which are not directly attributable to our charitable or fundraising activities, including for example finance, human resources and legal costs.

Governance and support costs have been allocated to expenditure headings on a basis relevant to the nature of the underlying cost, including headcount, time spent or in proportion to resources used.

The activity "Finance and Governance" is no longer used, as all of the Company's spending is charitable and the combined presentation provides more relevant and reliable comparative data between accounting years. These costs are now included in "Charitable Spending". Overall there is no net adjustment to the expenses reported in the SoFA.

Tangible fixed assets

Tangible fixed assets are measured at cost less accumulated depreciation and any accumulative impairment losses. Initial cost includes the original purchase price of the asset and the costs attributable to bringing the asset to its working condition for its intended use. Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.

Fixtures and fittings 25% Straight line Computer equipment 25% Straight line

Taxation

The charity is exempt from corporation tax on its charitable activities.

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CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

1. ACCOUNTING POLICIES - continued

Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose.

Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.

Foreign currencies

Foreign currency transactions are recorded at the exchange rate at the time of the transaction. Foreign currency balances are translated into sterling at the exchange rate at the balance sheet date. Resulting gains or losses are included in the statement of financial activities.

Pension costs and other post-retirement benefits

The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

Financial instruments

The trust only has financial assets and financial liabilities of a kind that qualify as basic financial instruments.

Basic financial assets held by the charity are cash at bank and trade debtors.

Basic financial liabilities held by the charity include trade and other creditors (excluding deferred income).

Debtors

Trade debtors are recognised at the amount receivable and are carried at amortised cost less provisions for impairment.

Prepayments are valued at the amount prepaid net of any discounts due.

Grant monies awarded to institutions in advance of the grant funding agreements are shown in debtors under prepayments and accrued income.

Creditors

Creditors (excluding deferred income) are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably.

Trade and other creditors are recognised at the amount payable, and are carried at amortised cost.

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CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

1. ACCOUNTING POLICIES - continued

Deferred Income

Grant funding that has been received in the period, which is due to be spent in a future accounting period has been deferred in accordance with the grant funding agreements.

Going concern

In determining the appropriate basis of preparation of the financial statements for the year ended 31 December 2025, the Trustees are required to consider whether Civic Power Fund can continue in operational existence for the foreseeable future.

The Trustees have reviewed the financial position and financial forecasts, taking into account the levels of assets and liabilities, predicted funding and income streams, predicted expenditure and grant making activity, predicted cash flows, the systems of financial and risk management, and external factors such as the economic and regulatory landscape.

Financial instruments

As a result of this review, the Trustees have a reasonable expectation that the Charity has adequate resources to continue in operational existence for the foreseeable future, being a period of at least 12 months from the approval of the financial statements.

The Trustees believe that there are no material uncertainties that could cast significant doubt over the ability to continue as a going concern and continue to support the going concern basis of accounting in preparing the annual accounts.

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CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

2.
DONATIONS AND LEGACIES
2025
£
Grants
3,399,592
3.
INVESTMENT INCOME
2025
£
Deposit account interest
1,288
4.
CHARITABLE ACTIVITIES COSTS
Direct Costs
(see note 5)
£
Grant funding
of activities
(see note 6)
£
Support
Costs (see
note 7)
£
Grants to institutions
-
1,766,007
-
Charitable spending
260,723
-
267,814
Raising funds
43,161
-
23,568
303,884
1,766,007
291,382
5.
DIRECT COSTS OF CHARITABLE ACTIVITIES
2025
£
Staff costs
265,235
Consultancy and Sector Support
37,204
Stipends and general expenses
328
Depreciation
1,117
303,884
6.
GRANTS PAYABLE
2025
£
Grants to institutions
1,766,007		 2024
£
1,612,415
2024
£
-
Totals
£
1,766,007
528,537
66,729
2,361,273
2024
£
225,485
81,569
664
855
308,573
2024
£
797,200

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CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

6. GRANTS PAYABLE - continued

The total grants paid to institutions during the year was as follows:

2025 2024
£ £
Centre for Progressive Change 81,000 -
Act Build Change Ltd 246,350 61,350
Common Good Foundation 45,000 -
Common Knowledge 41,000 -
Love and Power 41,500 -
Parents for Future Scotland 60,500 -
Together Creating Communities 46,000 40,000
The Social Change Nest 103,900 -
Kinfolk Network CIC 40,000 -
Independent Workers Union of Great Britain 50,500 -
Migrants Organise 60,000 -
Climate 2025 60,000 -
Grapevine 60,000 -
Green New Deal 60,000 -
Small Axe 86,000 -
Elect Her 50,000 -
Tripod 40,000 -
Pomoch 40,000 -
The Landworkers Alliance 40,000 -
Revoke 62,000 -
Smaller Grants to Institutions 452,257 695,850
1,766,007 797,200

The information above is summarised below in terms of the funds that the grants have been paid from. See note 14 for descriptions of funds.

Community Action Fund
Manchester Fund
Warm Welcome
Emergency Action Fund
Migrant Power Project
Unrestricted funds_– General Infrastructure grants_
Infrastructure
Alliance for Youth Organising
Foundations of Power
Women's Power Project
Wales
Total		 2025
2024
£
£
-
152,000
111,380
130,000
-
62,620
5,500
103,000
418,978
220,250
281,750
5,830
490,000
38,500
102,399
-
170,000
-
100,000
-
86,000
85,000
1,766,007
797,200

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CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

7. SUPPORT COSTS

Charitable spending
Raising funds		 Finance
£
Human
resources
£
Other
£
Governance
costs
£
Totals
£
344
169,584
84,522
13,364
267,814
-
17,318
6,250
-
23,568
344
186,902
90,772
13,364
291,382

8. NET INCOME/(EXPENDITURE)

Net income/(expenditure) is stated after charging/(crediting):

Auditors' remuneration
Auditors' remuneration for non audit work
Depreciation - owned assets		 2025
£
8,834
4,530
1,118		 2024
£
8,400
11,454
855

9. TRUSTEES' REMUNERATION AND BENEFITS

There were no trustees' remuneration or other benefits for the period ended 31 December 2025.

Trustees' expenses

There were no trustees' expenses for the period 31 December 2025.

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CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

10. STAFF COSTS

STAFF COSTS
2025 2024
£ £
Wages and salaries 243,443 203,764
Social security costs 17,733 18,079
Other pension costs 4,059 3,642
265,235 225,485

The average monthly number of employees during the year was as follows:

Support staff 2025
6		 2024
5

The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 was:

£60,001 - £70,000
£70,001 - £80,000		 2025
-
2
2		 2024
1
1
2

The key management personnel of the charity comprise all staff.

Pension expenses relating to the defined contribution plan form part of Core Costs and are allocated to Staff Costs within Direct Costs of Charitable Activities (see Note 5), and are charged to Restricted Fund - Core Costs.

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CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

11. TANGIBLE FIXED ASSETS

Fixtures
and
fittings
£
COST
At 1 January 2025
456
Additions
-
At 31 December 2025
456
DEPRECIATION
At 1 January 2025
237
Charge for year
114
At 31 December 2025
351
NET BOOK VALUE
At 31 December 2025
105
At 31 December 2024
219
12.
DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
Trade debtors
13.
CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
Social security and other taxes
Other creditors
Accruals and deferred income		 Computer
equipment
£
2,965
1,049
4,014
1,057
1,004
2,061
1,953
1,908
2025
£
-
2025
£
3,122
680
2,180,128
2,183,930		 Totals
£
3,421
1,049
4,470
1,294
1,118
2,412
2,058
2,127
2024
£
500
2024
£
3,053
764
141,724
145,541

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Docusign Envelope ID: 5AF68268-E1F4-88FA-8252-7A756A8BB007Docusign Envelope ID: 017C1DDF-84CE-84C9-8352-800BA18D4E4E

CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

13. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR - continued

Accruals
Accrued grants payable
Deferred income due within one year
Total		 2025
£
32,680
147,448
2,000,000
2,180,128		 2024
£
30,724
-
111,000
141,724

Deferred income comprises grant income that was received in the year but the terms of the grant agreement state that the funds are to be spent during a period commencing after the balance sheet date.

Deferred income balance as at 1 January 2025
Amount released to grant income in the year
Amount deferred in year
Balance as at 31 December 2025		 £
111,000
(111,000)
2,000,000
2,000,000

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Docusign Envelope ID: 5AF68268-E1F4-88FA-8252-7A756A8BB007Docusign Envelope ID: 017C1DDF-84CE-84C9-8352-800BA18D4E4E

CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

14. MOVEMENT IN FUNDS

Unrestricted funds
General
Designated - Infrastructure
Designated - Wales
Designated - Manchester
Restricted funds
The Hub
Core Costs
Grassroots Organising
Manchester Fund
Alliance for Youth Organising
Funding Justice
US Learning Exchange
Emergency Action Fund
Migration Power Project
Foundations of Power
Women's Power Project
Infrastructure
TOTAL FUNDS		 At 1.1.25
£
Incoming
resources
£
Resources
expended
£
Net
Movement in
funds
£
Transfers
between
funds
£
At 31.12.25
£
208,165
511,287
(282,994)
228,293
(177,670)
258,788
16,500
-
-
-
(16,500)
-
-
5,000
(87,478)
(82,478)
82,478
-
47,893
-
-
-
(47,893)
-
272,558
516,287
(370,472)
145,815
(159,585)
258,788
53,150
37,500
(40,965)
(3,465)
-
49,685
127,698
180,000
5,957
185,957
100,171
413,826
21,186
-
(21,186)
(21,186)
-
-
-
33,001
(121,586)
(88,585)
88,585
-
258,807
619,333
(222,158)
397,175
-
655,982
32,427
-
(23,568)
(23,568)
-
8,859
4,689
-
(4,689)
(4,689)
-
-
11,000
-
(11,000)
(11,000)
-
-
77,268
339,394
(487,662)
(148,268)
71,000
-
-
170,000
(170,000)
-
-
-
-
750,000
(238,750)
511,250
-
511,250
-
755,365
(655,194)
100,171
(100,171)
-
586,225
2,884,593
(1,990,801)
893,792
159,585
1,639,602
858,783
3,400,880
(2,361,273)
1,039,607
-
1,898,390

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Docusign Envelope ID: 5AF68268-E1F4-88FA-8252-7A756A8BB007Docusign Envelope ID: 017C1DDF-84CE-84C9-8352-800BA18D4E4E

CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

14. MOVEMENT IN FUNDS - continued

Comparatives for movement in funds

Unrestricted funds
General
Designated - Grantmaking
Designated - General Charitable
Designated - Infrastructure
Designated - Wales
Designated - Manchester
Restricted funds
The Hub
Community Action Fund
Core Costs
Grassroots Organising
Warm Welcome
Manchester Fund
Alliance for Youth Organising
Funding Justice
US Learning Exchange
Emergency Action Fund
Migration Power Project
TOTAL FUNDS		 At 1.1.24
£
Incoming
resources
£
Resources
expended
£
Net
Movement in
funds
£
Transfers
between
funds
£
At 31.12.24
£
96,585
440,220
(146,685)
293,515
(181,935)
208,165
45,000
-
-
-
(45,000)
-
121,757
-
-
-
(121,757)
-
-
-
(38,500)
(38,500)
55,000
16,500
-
-
(85,692)
(85,692)
85,692
-
-
-
-
-
47,893
47,893
263,342
440,200
(270,877)
169,323
(160,107)
272,558
14,515
72,530
(33,895)
38,635
-
53,150
115,389
10,001
(182,390)
(172,389)
57,000
-
2,519
150,000
(24,821)
125,179
-
127,698
21,186
-
-
-
-
21,186
6,344
65,001
(71,345)
(6,344)
-
-
4,000
33,000
(139,107)
(106,107)
102,107
-
57,908
304,651
(103,752)
200,899
-
258,807
6,508
62,000
(36,081)
25,919
-
32,427
3,691
5,000
(4,002)
998
-
4,689
-
123,000
(113,000)
10,000
1,000
11,000
-
347,032
(269,764)
77,268
-
77,268
232,060
1,172,215
(978,157)
194,058
160,107
586,225
495,402
1,612,415
(1,249,034)
363,381
-
858,783

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Docusign Envelope ID: 5AF68268-E1F4-88FA-8252-7A756A8BB007Docusign Envelope ID: 017C1DDF-84CE-84C9-8352-800BA18D4E4E

CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

14. MOVEMENT IN FUNDS - continued

A current year 12 months and prior year 12 months combined position is as follows:

Unrestricted funds
General
Designated - Grantmaking
Designated - General Charitable
Designated - Infrastructure
Designated - Wales
Restricted funds
The Hub
Community Action Fund
Core Costs
Grassroots Organising
Warm Welcome
Manchester Fund
Alliance for Youth Organising
Funding Justice
US Learning Exchange
Emergency Action Fund
Migration Power Project
Foundations of Power
Women's Power Project
Infrastructure
TOTAL FUNDS		 At 1.1.24
£
Incoming
resources
£
Resources
expended
£
Net
Movement in
funds
£
Transfers
between
funds
£
At 31.12.25
£
96,585
951,487
(429,679)
521,808
(359,605)
258,788
45,000
-
-
(45,000)
-
121,757
-
-
(121,757)
-
-
-
(38,500)
(38,500)
38,500
-
-
5,000
(173,170)
(168,170)
168,170
-
263,342
956,487
(641,349)
315,138
(319,692)
258,788
14,515
110,030
(74,860)
35,170
-
49,685
115,389
10,001
(182,390)
(172,389)
57,000
-
2,519
330,000
(18,864)
311,136
100,171
413,826
21,186
-
(21,186)
(21,186)
-
-
6,344
65,001
(71,345)
(6,344)
-
-
4,000
66,001
(260,693)
(194,692)
190,692
-
57,908
923,984
(325,910)
598,074
-
655,982
6,508
62,000
(59,649)
2,351
-
8,859
3,691
5,000
(8,691)
(3,691)
-
-
-
123,000
(124,000)
(1,000)
1,000
-
-
686,426
(757,426)
(71,000)
71,000
-
-
170,000
(170,000)
-
-
-
-
750,000
(238,750)
511,250
-
511,250
-
755,365
(655,194)
100,171
(100,171)
-
232,060
4,056,808
(2,968,958)
1,087,850
319,692
1,639,602
495,402
5,013,295
(3,610,307)
1,402,988
-
1,898,390

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Docusign Envelope ID: 5AF68268-E1F4-88FA-8252-7A756A8BB007Docusign Envelope ID: 017C1DDF-84CE-84C9-8352-800BA18D4E4E

CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

14. MOVEMENT IN FUNDS - continued

DESCRIPTION OF FUNDS

Unrestricted Funds

General Charitable - The general charitable fund comprises unrestricted funds which can be applied to any of the Fund's charitable activities. General funds hold fixed assets used for charitable purposes (office equipment) and reserves which are set aside to cover short and longer term risks determined by the Board of Trustees. As at 31 December 2025, the general fund is comfortably within the agreed reserves policy (see reserves policy for more detail).

Designated Funds - Designated funds are unrestricted funds that the Board of Trustees ringfence for particular purposes in order to ensure sufficient funds for activities of strategic significance. In 2024, there were two designated funds, both of which were applied in 2025. The Manchester designation was applied to grantmaking activities in Manchester, the Infrastructure designation was applied to activities reinforcing infrastructure in Migrant Power field work. As at 31 12 2025, no designations have been set.

Restricted Funds

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CIVIC POWER FUND

NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 DECEMBER 2025

14. MOVEMENT IN FUNDS - continued

-Foundations of Power Fund - Funding from the National Lottery Community Fund (NLCF) to assist NLCF by informing its long-term strategy to distribute £110,000,000 in grantee support funding over the next 10 years.

-Women's Power Project - A strategic initiative funded by Foundation Chanel to empower women-led, women's sector organisations engaged in community organising through multi-year funding, strategic capacity-building, and movement-building support.

Transfers between funds

Various interfund transfers were made in the financial year from unrestricted funds to restricted funds to cover the full cost of activity. Where restricted funds make a contribution to core costs these have been recognised as expenditure within the fund in line with funder agreements.

15. RELATED PARTY DISCLOSURES

Other than as disclosed in Note 10, during the year, £150 was paid from cash at bank to Hope Not Hate for an update seminar on the rise of the far right. The CEO of Hope Not Hate Limited is Nick Lowles who is also a Trustee of Civic Power Fund.

No balances with related parties remain outstanding at the year end.

There were no provisions for doubtful debts made, or amounts written off from, related party balances during the year.

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CIVIC POWER FUND

DETAILED STATEMENT OF FINANCIAL ACTIVITIES
FOR THE YEAR ENDED 31 DECEMBER 2025
2025
£
INCOME AND ENDOWMENTS
Donations and legacies
Grants
3,399,592
Investment income
Deposit account interest
1,288
Total incoming resources
3,400,880
EXPENDITURE
Charitable activities
Wages
243,443
Social security
17,733
Pensions
4,059
Consultancy and Sector Support
37,204
Stipends and general expenses
328
Fixtures and fittings
114
Computer equipment
1,003
Grants to institutions
1,766,007
2,069,891
Support costs
Finance
Bank charges
344
Human resources
Consultancy and Sector Support
186,902
Other
Telephone
816
Postage and stationery
-
Stipends and general expenses
-
Rent
12,765
Travel and subsistence
31,434
Staff training
2,728
Subscriptions
8,658
Entertaining
-
Sundry
8,438
Website design
25,933
90,772		 2024
£
1,612,415
-
1,612,415
203,764
18,079
3,642
81,569
664
114
741
797,200
1,105,773
332
77,049
1,592
57
352
8,791
16,439
4,453
4,125
815
8,177
1,225
46,026

This page does not form part of the statutory financial statements

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Docusign Envelope ID: 5AF68268-E1F4-88FA-8252-7A756A8BB007Docusign Envelope ID: 017C1DDF-84CE-84C9-8352-800BA18D4E4E

CIVIC POWER FUND

DETAILED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 DECEMBER 2025

Other
Governance costs
Auditors' remuneration
Auditors' remuneration for non audit work
Total resources expended
Net income		 2025
£
8,834
4,530
13,364
2,361,273
1,039,607		 2024
£
8,400
11,454
19,854
1,249,034
363,381

This page does not form part of the statutory financial statements

Page 60