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2024-12-31-accounts

Equine Partners CIO Horses and humans journeying together

Trustees’ Annual Report for the period 10/10/23 to 31/12/24

Charity name: Equine Partners CIO Charity registration number: 2105130

This initial Trustees' Annual Report covers the period from 10th October 2023 to 31st December 2024. This 15-month reporting period, approved by the Charities Commission, aligns the charity’s financial and calendar year for consistency in future reporting. Moving forward, all annual reports will cover the period from 1st January to 31st December.

Objectives and Activities

Summary of the purposes of the charity as set out in its governing document (SORP 1.17)

Equine Partners CIO exists to promote social inclusion for the public benefit by preventing people from becoming socially excluded, relieving the needs of those people who are socially excluded and assisting them to integrate into society by enhancing life skills of such people. To relieve adults and children/young people, living in West Sussex and the surrounding area, with a charitable need, in particular but not limited to, those with physical, mental and emotional disabilities

(a) through interaction with horses and dogs or through the provision of horse or dog related therapy programmes and in such ways as the trustees see fit, including and not limited to providing equine or canine assisted therapy sessions to individuals and groups through structured workshops to promote their health, wellbeing and rehabilitation

(b) by advancing the education of such people and those supporting such people to advance in life and help young people by providing support and activities which develop their skills, capacities and capabilities to enable them to participate in society as mature and responsible individuals.

For the purpose of this clause ‘socially excluded’ means being excluded from society, or parts of society, as a result of one of more of the following factors,: youth or old age; ill health (physical or mental); substance abuse or dependency including alcohol and drugs; poor educational or skills attainment; relationship and family breakdown; crime (either as a victim of crime or as an offender rehabilitating into society).

Summary of Main Activities (SORP ref 1.17 &1.19)

At Equine Partners CIO we are dedicated to providing Equine Assisted Learning and Therapeutic Horsemanship sessions for children, teenagers, and their families. Our aim is to relieve the physical, mental, and emotional challenges faced by individuals living in West Sussex and the surrounding areas, particularly those with disabilities.

Our services are designed to achieve the following:

During this reporting period, we have provided:

In addition, a total of 1220 hours have been dedicated to preparation, documentation, and report writing to ensure the smooth operation of our programs and compliance with our charitable objectives.

As highlighted in the section below, our work has also greatly benefited from the support of our dedicated team of volunteers, whose contributions have been invaluable to our success.

Statement on Public Benefit (SORP 1.18)

In accordance with the Charities Act 2011 and the guidance provided by the Charity Commission, the trustees of Equine Partners CIO confirm that they have had regard to the guidance issued by the Charity Commission on public benefit.

The trustees ensure that all of our activities and services are aligned with the principles of public benefit, as set out in the guidance. This includes making sure that our charity’s purposes are for the public benefit and that they are accessible to the intended beneficiaries. The trustees regularly review our operations and activities to ensure they continue to meet these requirements, taking appropriate action where necessary to maintain compliance.

Furthermore, we are committed to providing public benefit through our programs, which are designed to promote social inclusion for the public benefit by preventing people from becoming socially excluded, relieving the needs of those people who are socially excluded and assisting them to integrate into society by enhancing life skills of such people. The trustees also ensure that our resources are used effectively to achieve our objectives, and we continually strive to improve our outreach and impact in the community.

Volunteers Contribution (SORP 1.38)

We have been fortunate to receive significant support from our volunteers throughout the reporting period. A total of 1,648 hours of volunteer time has been dedicated to supporting sessions and providing care for the horses. This vital contribution has enabled us to deliver high-quality care and ensure the well-being of the horses in our programs.

In addition to the hands-on care, 1,300 hours of volunteer time have been devoted to administration support, including tasks such as sourcing funding, managing communications, and other essential operational duties. These efforts have been instrumental in helping us maintain the smooth running of the charity and expand our reach.

We have also benefited greatly from the expertise and guidance of our 7 trustees, who generously give their time and wisdom to oversee the charity’s governance and strategic direction. Their commitment has played a key role in ensuring that we remain aligned with our mission and goals. We deeply appreciate the dedication and hard work of all our volunteers, whose contributions are essential to the ongoing success of Equine Partners CIO

Notes: We do not grant make (SORP 1.38) We do not use social investment (SORP 1.38)

Achievements and Performance

Summary of Main Achievements (SORP 1.20)

Equine Partners CIO has made significant strides in enhancing the well-being of individuals facing physical, mental, and emotional challenges, particularly in West Sussex and the surrounding areas. Through its innovative Equine Assisted Learning and Therapeutic Horsemanship programs, the charity has provided vital support to those experiencing social exclusion, helping them build confidence, develop essential life skills, and integrate more fully into society. The charity’s tailored sessions have empowered participants to overcome personal barriers, fostering resilience and personal growth. Further details on specific sessions delivered can be found above.

Families who visit us have said (on our feed back forms )

‘Before we had a void inside us, that has now been filled with what we have learnt here. We have all changed as people. ‘

“We learnt about personal space, I used to get in everyone’s space before I was taught it. “

“We have become closer as a family”

“Its an amazing opportunity grab it with both hands and enjoy it. Really worth it”

“Great Way of getting to know how your child thinks. “

“Learning through horses has really had a huge impact”

Schools say

“Equine Partners is a unique organisation that works with young people and their families with amazing outcomes and benefits to all.”

“the benefits have been immeasurable. “

“They provided strategies and techniques for the young person in order to reduce anxiety which has had a direct effect on managing her day within the school environment and at home. “

“In between the laughter there was a lot of great learning on both sides (mother and daughter).” “Equine Partners have had a profound positive effect on all the students that have had access to this service from our school and I would highly recommend”.

Impact on Beneficiaries and Society

The charity’s work has had a profound impact on both its direct beneficiaries and the wider community:

Achievements against objectives set (SORP 1.41)

  1. Objective: Promote Social Inclusion and Prevent Social Exclusion Charitable Purpose: To prevent people from becoming socially excluded, relieve the needs of those who are socially excluded, and assist them to integrate into society by enhancing life skills. Achievements:

  2. 610 Therapeutic Sessions were provided to 96 families, benefiting approximately 450 individuals. These sessions are specifically designed to support individuals with disabilities (physical, mental, and emotional) and promote their wellbeing through interaction with horses and dogs.

  3. 200 Hours of Telephone Support were given to families and individuals, providing continuous assistance and guidance, helping them overcome challenges associated with social exclusion.

  4. • Workshops for Parents and Educators: Three free workshops were hosted for parents and primary school staff, with 120 attendees in total. These workshops advanced the education and skills of those supporting children and young people who have Autism and other neurodivergent conditions, contributing to breaking down barriers that lead to social exclusion.

  5. Outcome: These activities have directly supported individuals and families in overcoming social exclusion by promoting their integration into society. By providing essential therapy, education, and support, the charity has helped participants develop skills, build confidence, and reduce isolation. 6 young people have returned to education after being out of school for a substantial period of time (4 years in one case)

  6. Objective: Relieve the Needs of Those with Charitable Needs, Particularly Those with Disabilities Charitable Purpose: To relieve adults and children/young people, living in West Sussex and the surrounding areas, with a charitable need, especially those with physical, mental, and emotional disabilities, through horse and dog-related therapy programs. Achievements:

  7. Equine and Canine Assisted Therapy Sessions: 470 therapeutic sessions provided to individuals with various physical, mental, and emotional disabilities. These sessions have helped participants improve their mental health, physical health, and emotional resilience.

  8. The therapy program offers both individual and group sessions, ensuring a broad range of people benefit from the services provided.

  9. Impact on Mental Health: Feedback from clients highlights improvements in mood, confidence, and overall well-being, demonstrating the effectiveness of therapy in addressing mental health needs.

Outcome: The charity has been able to effectively relieve the needs of individuals with disabilities, promoting their health, wellbeing, and rehabilitation through tailored horse and dog therapy programs.

A family says “I just wanted to take a moment to express my deepest gratitude for everything you have done for M and our family. Your unwavering support, patience, and guidance have truly been a lifeline for us all.

The techniques and strategies you have shared have made a real difference in helping us navigate daily challenges, particularly those that can feel overwhelming for someone with ADHD. Your understanding and expertise have given us practical tools to use, and knowing that you’re there to offer support has been incredibly reassuring. The insights and approaches you’ve provided have given us a way forward, helping us to better support M and one another .”

Outcome: The charity has successfully advanced education by equipping families, caregivers, and educators with practical tools and knowledge to better support children and young people. This has enhanced their capacity to guide individuals in their growth and integration into society.

Feedback from the head of the school “ I just wanted to email you to say thank you again for Monday. The positive feedback I have received about your session has been overwhelming. The fact you also research specially for the session is also amazing. Thank you, your input at school, it has had such an incredible impact”

  1. Objective: Enable Participants to Become Mature and Responsible Individuals in Society Charitable Purpose: To help young people and adults, especially those facing challenges, to develop the skills, capacities, and capabilities needed to become mature and responsible individuals in society.

Achievements:

Outcome: Equine Partners CIO’s activities have directly contributed to the development of life skills in individuals, empowering them to participate more fully in society as responsible and confident individuals. Case study A young man who was not coping in school (hitting walls and was unable to cope in the classroom) is now doing well in college and volunteering with us He is a trustworthy and reliable team member and is able to support other volunteers

Performance of fundraising activities against objectives set (SORP 1.41)

Despite the challenges of transitioning from a CIC to a CIO, Equine Partners CIO has successfully maintained its usual funding levels over the past year. A significant contribution to this stability was a generous £25,000 legacy received in November 2023, which provided essential financial support during the transition. This funding has sustained the charity’s operations and enabled us to reach a position where we can now actively engage with funders once again, backed by a full year of financial accounts demonstrating our ongoing viability and growth potential.

Notes: At present, the charity does not invest funds outside its operations (SORP 1.41)

Financial review

Review of the Charity's Financial Position (Sorp 1.21)

The charity’s financial position for the period from October 10, 2023, to December 31, 2024 reflects 15 months of transition, growth, and adaptation following our change from a Community Interest Company (CIC) to a Charitable Incorporated Organisation (CIO) in October 2023. This transition has presented both challenges and opportunities, particularly in terms of securing funding. Transition to CIO Status

One of the primary challenges we encountered after becoming a CIO was that many of our longstanding funders required a complete year of accounts as a CIO before they would consider funding. This created a temporary gap in funding, as some of our regular funders were hesitant to support us during this transition. However, we were fortunate that a number of organisations continued to support us, enabling us to secure £52,000 in funding over the 15-month period.

Income and Funding

In total, the charity raised £52,000 from a combination of funders who were willing to support us during this transitional period. This funding has been critical in ensuring the charity’s financial sustainability, allowing us to maintain operations despite the broader financial pressures caused by the ongoing cost of living crisis.

Expenditure and Cost Increases

Like many other charities, we have faced increased operational costs due to inflation and the rising cost of living. These higher costs have impacted many of our day-to-day expenses, from horse feed and therapy materials to increased rent and staffing costs. However, despite these pressures, we have been able to manage our finances effectively, thanks to the support of our funders and prudent financial planning.

Staff Expansion and Service Delivery

With the funds raised, we have been able to employ additional staff, which has allowed us to expand our therapeutic services. This increase in staffing has meant that we could provide more therapeutic sessions to our beneficiaries, directly enhancing the impact of our programs. This is a significant achievement, as it enables us to meet the growing demand for our services and continue to deliver high-quality support to those in need.

Financial Stability and Outlook

Despite the challenges presented by the cost of living crisis, the charity has ended the year in a strong financial position. The funds raised have ensured that we remain financially stable, allowing us to continue delivering our mission to support vulnerable individuals through equine and canine therapy programs. The growth in staff capacity has been a key achievement, and we are optimistic about our ability to secure further funding in the future now that we have a full set of accounts as a CIO.

At the end of the financial period, the charity had £2,641 in the bank as working capital. Local authority payments are received at the beginning of each half term, ensuring continued support for cash flow. Additionally, other services are paid for as they are delivered, providing a steady stream of day-to-day funding to sustain operations.

Looking ahead, we aim to continue building on the positive relationships with existing funders and explore new opportunities to secure funding for the coming year. The transition to a CIO has set a strong foundation for our long-term financial stability and growth.

Reserves Policy (SORP 1.22)

Equine Partners CIO holds reserves to ensure the charity can meet its financial obligations and continue delivering its vital services in the event of unforeseen costs or financial fluctuations. The policy for holding reserves is guided by the need to provide financial security and stability, enabling the charity to manage unexpected expenses and maintain continuity in its operations.

Purpose of Reserves:

  1. Covering Larger Bills: Reserves are set aside to ensure that the charity can cover larger, irregular expenses that may arise throughout the year. This includes costs such as veterinary bills for the horses and dogs involved in therapy programs. These expenses can vary significantly and may not be predictable, so having reserves ensures that we can continue our services without disruption.

  2. Major Purchases: The charity may also need to make major purchases from time to time, such as replacing equipment, maintaining facilities, or acquiring new resources to support our therapeutic programs. Reserves help provide the financial flexibility needed to make these purchases when necessary, ensuring that the charity remains operational and effective.

  3. Developing Long-Term Facilities: In line with our long-term goals, reserves are also held to develop and maintain long-term facilities that will support the charity's ongoing growth. This includes improvements to our premises or investments in infrastructure that will enhance our ability to deliver high-quality services to beneficiaries.

Amount of Reserves:

We aim to hold reserves that are sufficient to cover these potential costs and to safeguard the charity's future, particularly in periods of financial uncertainty or in the event of a shortfall in regular income. The amount of reserves will be reviewed regularly by the trustees to ensure they remain adequate to meet the charity’s needs.

In summary, our reserves are held to ensure the charity can continue its operations smoothly, respond to unexpected costs, and invest in the future development of our services. Holding reserves provides financial security and supports the charity’s mission in the long term.

Reasons for Holding Zero Reserves (SORP 1.22)

Equine Partners CIO does not currently hold any reserves, and this decision is based on the following considerations:

  1. Use of Funds for Immediate Needs: The charity has prioritized using available funds to meet immediate operational needs, including the delivery of therapeutic programs and the employment of staff. This year the reserve has been used to support the transfer to CIO.As a result, any surpluses generated are reinvested into direct service provision rather than being set aside as reserves.

  2. Fundraising and Commissioned Work: The charity has a consistent base of commissioned work and regular fundraising activities that help meet its financial requirements. We rely on these incoming funds to cover operating costs and any unforeseen expenses, with the understanding that any financial gaps will be addressed through continued fundraising efforts or specific project funding.

  3. Responsive Financial Management: The charity has adopted a responsive financial management approach, where we monitor and adjust to financial needs on an ongoing basis. If larger costs or unexpected events arise (such as veterinary bills or major purchases), the charity takes a proactive approach to secure funding or adjust budgets accordingly.

  4. Short-Term Financial Stability: The charity's operational model relies on short-term financial stability, with most funds raised or secured on an annual basis. The absence of reserves reflects a strategy to ensure that all funds raised are directly allocated to supporting the charity’s core activities, rather than being tied up in savings.

  5. Focus on Immediate Impact: Given the nature of the charity’s work, where there is a direct and urgent need to support beneficiaries, resources are allocated to service delivery rather than accumulating reserves. The charity’s priority is always to use funds to maximize its impact in the community and address the immediate needs of the individuals and families we serve.

Details of fund materially in deficit (SORP 1.24)

There are no funds in deficit

Going Concern Statement (1.23)

The trustees are confident that Equine Partners CIO will continue to operate as a going concern for the foreseeable future. Despite challenges faced over the years, including covid 19 and the transition from a CIC to a CIO and external financial pressures, the charity has consistently demonstrated resilience and the ability to adapt to changing circumstances. Key Factors Supporting Going Concern:

  1. Resilience in Adverse Conditions: Over the years, the charity has successfully weathered several challenges, including economic downturns and fluctuating funding conditions. Our ability to adapt, innovate, and remain committed to our mission has been a key strength. This resilience gives us confidence in our ongoing viability.

  2. Solid Base of Commissioned Work: We have built a strong and reliable base of commissioned work, which provides a steady stream of income. This commissioned work helps secure funding and ensures that we have predictable revenue streams, placing the charity in a strong position to meet its financial obligations and continue delivering services to our beneficiaries.

  3. Proven Track Record: The charity’s track record of successfully securing funding and delivering high-quality services further strengthens our position. AS a CIC and then a CIO we have been running since 2011. Our dedicated team, supportive community, and the trust we have built with funders and stakeholders contribute to our confidence in continuing operations.

In conclusion, while uncertainties are a natural part of any charity's operations, we are confident that Equine Partners CIO is in a strong position to continue as a going concern. Our resilience, combined with a solid financial base and ongoing support, provides a strong foundation for the charity’s future growth and sustainability.

Principal Sources of Funds (1.47)

Equine Partners CIO relies on a variety of funding sources to support its operations and deliver its services. These principal sources of funds include:

  1. Commissioned Work: The charity has established a solid base of commissioned work with local authorities, schools, and other organizations. This provides a steady and predictable stream of income, enabling the charity to fund its therapeutic programs and other services. Commissioned work includes contracts for providing therapeutic horsemanship and equineassisted learning sessions, as well as educational workshops for parents and educators.

  2. Equine Partners CIO actively seeks grant funding from charitable foundations, trusts, and other organizations that support initiatives related to social inclusion, disability, and mental health. These grants are typically project-specific or aimed at sustaining the charity’s ongoing operational needs. Increasingly, we receive requests for services from families who have no means of funding sessions and are unable to cover the costs themselves. Many of these families find us online or come through recommendations from others who have benefited from our programs. As part of our core values, we are committed to ensuring that no family is refused access to our services due to financial constraints. Our fundraising efforts primarily focus on securing the resources needed to provide these families with access to our programs at no direct cost to them.

  3. Fundraising Activities: The charity conducts a variety of fundraising activities, including events and online campaigns. These efforts help raise essential funds and raise awareness of the charity’s work within the local community. Fundraising events may include sponsored activities, auctions, donation drives and an annual open day. We also have some amazing volunteers who run marathons and do other sponsored activities for us. The most recent one being a lady who braved the longest zip wire in the UK to raise money for us.

  4. Donations: Individual donations from supporters, both one-off and regular, form an important part of the charity’s funding. These donations come from community members, private

  5. Equine Partners CIO Email: info@equine partners.co.uk Charity Number 1205130 Phone: 07922 824593

individuals, and supporters who believe in the charity’s mission and want to contribute to its work. We use a fundraising platform to enable us to benefit from gift aid.

  1. In-Kind Contributions: Our Volunteers are our biggest resource and contribute hugely to the running of the project

These diverse funding sources allow Equine Partners CIO to maintain financial sustainability while providing high-quality therapeutic services to individuals facing physical, mental, and emotional challenges. The charity's ability to secure funds through a mix of commissioned work, grants, fundraising, and donations ensures that it can continue delivering its programs and expanding its reach in the community.

Investment Policy and Objectives (SORP 1.46)

Equine Partners CIO’s investment policy is designed to ensure that any funds not immediately required for the charity's day-to-day operations are managed responsibly and in a way that aligns with the charity’s values and mission. The policy prioritizes financial security and stability while maintaining the flexibility needed to support the charity's charitable activities. The charity does not seek to generate profits from investments, but rather aims to preserve capital and ensure the availability of funds when needed.

Key Objectives of the Investment Policy:

  1. Capital Preservation: The primary objective is to preserve the value of any reserves or surplus funds held by the charity. This ensures that funds are available to meet future liabilities or to address unexpected financial needs, without risking significant losses. We use a reserve bank account which pays interest for any designated funds and any monies that are not immediately required for day to day running costs

  2. Liquidity: The charity’s investments are chosen with liquidity in mind, ensuring that funds can be accessed easily when needed for operational expenses or to fund programs. Investments are made in low-risk, highly liquid vehicles to provide the charity with flexibility.

  3. Ethical and Responsible Investment: All investments must be aligned with the charity's mission and values. Equine Partners CIO has a strict policy to only invest in assets that do not conflict with the charity’s ethical standards or charitable purposes. The charity will avoid investments that may support industries or activities contrary to its focus on social inclusion, animal welfare, and human health and well-being.

  4. Minimal Risk: Given the charity's reliance on fundraising and the uncertainty of some income streams, investments will be made in low-risk, secure vehicles such as savings accounts, or other safe financial instruments that minimize exposure to market volatility.

  5. Compliance with Charity Law: The charity will ensure that all investment activities comply with relevant charity law and regulations, particularly those outlined by the Charity Commission for England and Wales.

  6. We do not invest in other organisations. All funds are used directly to provide services for our beneficiaries

Principal Risks Facing the Charity (SORP 1.46)

Equine Partners CIO, like all charitable organizations, faces a number of risks that could impact its ability to deliver services and achieve its mission. Below is a description of the principal risks identified by the charity, along with the strategies in place to mitigate them: 1. Funding and Financial Stability

flow and ongoing fundraising efforts help ensure financial stability. Additionally, the charity maintains a contingency plan to respond to unexpected financial shortfalls.

  1. Economic Impact of the Cost of Living Crisis

  2. Risk: The ongoing cost of living crisis may affect the charity’s ability to attract donations, secure funding, or maintain affordable services for beneficiaries. Increased operational costs, such as for veterinary care, staff wages, and horse feed, could place a strain on the charity’s finances.

  3. Mitigation: The charity continues to focus on efficient financial management and cost-effective delivery of services. Efforts are made to maintain strong relationships with existing funders, and new sources of funding, including grants and partnerships, are regularly explored.

3. Reliance on Volunteers

5. Operational Risk and Service Delivery

7. Reputation and Public Perception

Conclusion

Equine Partners CIO has identified and assessed several principal risks that could impact its operations and service delivery. By implementing robust risk management strategies, including diversifying funding sources, maintaining strong compliance and governance frameworks, and ensuring the welfare of both beneficiaries and animals, the charity is well-positioned to mitigate these risks and continue to fulfil its mission of supporting individuals facing physical, mental, and emotional challenges. Regular reviews of the charity’s risk management plan are conducted to ensure ongoing resilience and adaptability.

Structure, Governance and Management (SORP 1.25)

Equine Partners CIO is a Charitable Incorporated Organisation (CIO), formally established by a constitution dated 10th October 2023.

Trustee Selection (SORP 1.25)

Trustees are selected in line with the constitution which is taken from the charities commission template

“( 2)Eligibility for trusteeship

(b) No individual may be appointed as a charity trustee of the CIO:

• if he or she would automatically cease to hold office under the provisions of clause 12(1)(e) (c) No one is entitled to act as a charity trustee whether on appointment or on any re-appointment until he or she has expressly acknowledged, in whatever way the charity trustees decide, his or her acceptance of the office of charity trustee.

(d) At least one of the trustees of the CIO must be 18 years of age or over. If there is no trustee aged at least 18 years, the remaining trustees may only act to call a meeting of the charity trustees, or appoint a new charity trustee. “

Appointment of charity trustees

“(1) Apart from the first charity trustees, every trustee must be appointed by a resolution passed at a properly convened meeting of the charity trustees.

(2) In selecting individuals for appointment as charity trustees, the charity trustees must have regard to the skills, knowledge and experience needed for the effective administration of the CIO.

(3) Trustees can re-stand for election 5 times and must then step down for a year before standing for re- election”

Methods of trustee recruitment and appointment

Trustees are recruited and appointed in accordance with the charity’s constitution and governance framework. New trustees are selected based on their skills, experience, and commitment to the charity’s mission, ensuring they can contribute effectively to its strategic direction and oversight. Recruitment methods may include personal recommendations, outreach through professional networks, and engagement with relevant volunteer or trustee recruitment platforms.

All trustees undergo an induction process, which includes an overview of the charity’s operations, safeguarding, governance responsibilities, and compliance with regulatory requirements. The board regularly reviews its composition to ensure it has the necessary expertise to support the charity’s ongoing development and impact

Trustee Training and induction (SORP 1.51)

The charity trustees will make available to each new charity trustee, on or before his or her first appointment:

(a) a copy of the current version of this constitution; and (b) a copy of the CIO’s latest Trustees’ Annual Report and statement of accounts

All trustees are required to undertake a DBS check and to read the charity commission guidance on

Charity’s Organisational Structure and wider network (SORP 1.51)

Equine Partners CIO is governed by a board of trustees responsible for overseeing the charity’s strategic direction, governance, and financial sustainability. The trustees ensure that the charity operates in line with its constitution and regulatory requirements.

Day-to-day operations are managed by a dedicated team of staff and volunteers who deliver Equine Assisted Learning and Therapeutic Horsemanship programs. The charity works collaboratively with local organisations, referral agencies, and community partners to expand its reach and maximise its impact.

Equine Partners CIO is also part of a wider network of equine-assisted service providers, sharing best practices and benefiting from industry developments to enhance the quality of support provided to participants. As members of the European Mentoring and Coaching Council (EMCC UK), we adhere to their professional code of conduct, ensuring high standards in delivery of our services.

Relationship with related parties (SORP 1.51)

Equine Partners CIO maintains strong relationships with various related parties to support its mission and maximise its impact. The charity works closely with local authorities, referral agencies, and funding bodies to provide Equine Assisted Learning and Therapeutic Horsemanship programs to individuals in need. These partnerships help ensure that services are accessible to those facing social exclusion, mental health challenges, or other difficulties.

Safeguarding is a core priority, and Equine Partners CIO adheres to strict safeguarding policies in line with local authority guidelines and national best practices. The charity works collaboratively with safeguarding teams to ensure the safety and well-being of all participants, particularly vulnerable children and adults.

Where applicable, trustees, staff, and volunteers disclose any potential conflicts of interest, ensuring transparency and compliance with regulatory requirements. The charity operates independently, with no financial ties to external organisations beyond standard funding agreements and grants. Additionally, as members of the European Mentoring and Coaching Council (EMCC UK), we align with their professional standards, benefiting from industry best practices and ethical guidelines.

Future plans

Equine Partners CIO is committed to expanding and enhancing its services to better support individuals facing physical, mental, and emotional challenges. Our future plans include:

By investing in continuous learning and structured supervision, Equine Partners CIO ensures that its team remains well-equipped to deliver high-quality, safe, and impactful services to participants. These initiatives will support the charity’s mission to create meaningful and lasting positive change in the lives of those we serve.

Reference and Administrative details

Charity name Equine Partners CIO
Other name the charity
uses		 none
Registered charity number 1205130
Charity’s principal address 11 Hillview, High Street, Billingshurst, West Sussex
RH14 9ER

Names of the charity trustees who manage the charity

1
2
3
4
5
6
7
8		 Trustee name Office (if any) Dates acted if not for
whole year		 Name of
person (or
body) entitled
to appoint
trustee (if any)
Frances Hibberd Check signatory
Secretary
Joanne Marshall Chair and Check
signatory
Elisabeth Hibberd
Gillian Langridge
Lynne Watson
Susan Hollywell Check Signatory
Sophie Joy

rate twstees- names of the directors at the date the re Director name None rtwasa roved Name of trustees holding title to property belonglng to the charity Trustee name Dates acted If not for whole ear None Funds held as custodian trustees on behalf of others Description of the assets None held in this ca Name and objects of the charity on whose behalf the assets are held and how this falls Nwthin the custodian chari Details of arrangements for safe custody and segregation of such assets from the charity's own assets nla Exem tions from dlsclosure Reason for non4isdosure of ke rsonnel details nla Declarallons The trustees declare that they have approved the trustees. report above. Signed on behalf of the charity's trustees Slgnature(s) Full name(s) Posltlon (eg Secretary. Chalr, etc) Joanne Marshall Frances Hibberd Chair Secretary Dats 11 Ilto35 Equine Partners CIO Charity Number 1205130 Addre55: 11 HiLiview. High StreeL Biliingshurst RH149ER Phone- 07922 824593

CHARITY COMMISS10M' FOR £NGiAND ANO WALES Receipts and payments accounts CC16a For th• p•rfod from Section A Receipts and payments Unmtrfct funds R•strfded funds Endowrn•nt funds Total lunds •ty••r ltyth• r•w•rt£ itsth• £ A1 Recei Ine Astsistthj 1¢ Ottsr servte5 ts 1l73S 13.TYS 7.110 537 13 1¢ns 11775 S37 13 B Int•rnii income hrAR) Inv•stment sales. (s tabl• Sub total Totalreceipts 90,970 90.970 nts n1 ¢8re 11(b)O siaff CLsts oiru ¢tw￿e$ Prt4esskJl lees 51,481 Sub total A4 Asut and investment purchases. ui ment Ltrchases 1.760 Sub total &no 88.329 olre¢elptsrfpaymentsJ A5 Transfers tsetw￿rt lu A6 Cash lund$ last year Ishlumts tlws yoar•nd 2.641 2.641 2.641 2.641 CZXX R1 ala￿Trts ISS) 10102r2025

Section 8 Statement ol assels and liabilities at the end of the period Unrntrkt•d R•¥trt¢i•d Ivnd• ErtdoTh•rtt fvn¢h Bl C••h knd• ¢*#h Iwmts fund• d• D•tsl D•tal &57ll u• O•t•l BS Lhbnit Dats of I I f) Is 14n1roJ25

CHARITY COMMISSION FOR ENGLAND AND WALES Independent examiner's report on the accounts Secti)n A IndependerÈt Examiiièr's Reporl Report to tne trusteesk membgrs of qulne ParI[￿Ts CIO On accoupts for thÈ yÈar ended 31112124 Charity no lif any) 2105130 S•t out on pagets I tEpc¥E to ￿ trustees on my exammabon ofthe 8ccounls of the above rihe Trusl? foi the year ended :. . RespoTrsiiylitie3 and As the chartty tru5tee5 of Ihe Trusl. yrxj are responsib￿ for th8 preparation basFs of rgp)rt (rf ihe accounts in 8¢cor(knce wrfh Ike requremenls of the Charities Act I report in rw of my exam￿rI oflhe Trust's accounlÈ carrièd tsut under 88cllon 145 of Ihè 2011 Aot and in cairyiTrJ OLrt rw examination. I haye fc4ky￿d the applicable Dtrections won by the Charity Commission under se(knn 14515Xb) of the Acl. . I have coJYWa ry ekwninalx. I COTFfrm t￿1 no ￿er1d matters have come to rfy 8ttenlFon (Oth￿ than that di8dosèd bÈlow "l in i))nnèction with th@ exam￿all￿ iylich giknES me cause tD belivie Ihal in. any ry)alarl81 respect accountrng reixirth y￿e tv)1 kept in ￿OrdanCe wth section $30 of the￿tC the &Toun15 do not ￿cOrd with the 8CC£)unliw rec(wds Independent examiner's stat4m6nt I havè no corterns and have come across no olher matters in 4)J)n6ellon y￿th the examination to ivhKh attentk)n shouly LE (trawl in oidei to enabLe 8 proper under5tan(fing of ￿nIS to be ieachad. ata tho kvords ￿ tJ7e bthcl(et5 if they do not 8wIy. Sloned.. Name: Relevanl prolessional qualrflcation($l or body Ilf any): Addrtss: IER OGtobpr 2018

SecliDI) B Disclosure Only rx)mplets ifthe examiner ￿￿S lo h￿bI￿1 retters cl concem {see CC32. llldependenl examlnalicffl of charity 8Cc￿nIs. dkedions guidance for &xaminersl. GIVÈ heye brid detail¥ of ny ilems tbat the axaminer wiehes to disclose. IER Octobor 2018