MAKING EVERY ADULT MATTER Annual Report and Accounts For the period from Incorporation on 15 July 2024 to 31 March 2025 ANNUAL REPORT AND ACCOUNTS ## **REFERENCE AND ADMINISTRATIVE DETAILS** ## **Trustees** ## **Senior management** **Company number** **Registered charity number** **Registered office** ## **Bankers** **Solicitors** Liv Corbishley (Chair) (appointed 15 July 2024, resigned 1 May 2025) Wendy Helen Eley (Chair) (appointed 1 May 2025) Rick Henderson (Homeless Link nominee) (appointed 29 March 2025) Angela Lyn Lucas (Clinks nominee) (appointed 22 July 2024) Dr Sarah Hughes (Mind nominee) (appointed 22 July 2024) William Roger Henry Haydock (appointed 17 September 2024) Oliver Hilbery, Chief Executive Anna Suswillo, Head of Partnerships, Networks and Training Gavin Roberts, Head of Systems Practice (resigned 31 July 2025) Richard Lewis, Head of External Affairs (Interim) (appointed 15 September 2025) 15839976 1209508 c/o Homeless Link Minories House 2-5 Minories London, EC3N 1BJ Unity Trust Bank Four Brindleyplace Birmingham, B1 2JB Russell-Cooke LLP 2 Putney Hill London, SW15 6AB ## CONTENTS Welcome from the Chief Executive and Chair 4 About MEAM and multiple disadvantage 6 |**STRATEGIC REPORT**
**7**
Introduction
8
How and where we work
9
Our values and approach
10
Key activities and achievements
11
Structure, governance
and management
14
Objectives and principal activities
14
Public beneft
15
Risk management
15
Future plans
15
Financial review
16
Reserves
16
Responsibilities of the Trustees in
relation to the fnancial statements
16
Small company provisions
17
**REP**
**INDE**
**ACC**
Statem
Balanc
Notes|**ORT OF THE**
**PENDENT EXAMINER**
**18**
**OUNTS**
**20**
ent of Financial Activities
21
e Sheet as at 31 March 2025
22
to the accounts
23| |---|---| **Independent examiner** Hamilton Coopers 66 Earl Street Maidstone Kent, ME14 1PS © MEAM, October 2025 www.meam.org.uk 2 3 ANNUAL REPORT AND ACCOUNTS ## WELCOME FROM THE CHIEF EXECUTIVE AND CHAIR We are delighted to present the first annual report and accounts for MEAM for the period from incorporation on 15 July 2024 to 31 March 2025. During the 2024/25 financial year, MEAM marked 15 years of supporting local areas and national policymakers to transform services and systems for people facing multiple disadvantage. In that time, the MEAM Approach network has grown to support more than 50 local areas. We are inspired daily by their work and the positive impact they are having on local systems and people’s lives. We have been proud to help shape and support the landmark investment programmes of Fulfilling Lives and Changing Futures. Through extensive work with local areas and with government, MEAM has become a leading voice on tackling multiple disadvantage and has created a national infrastructure of support for people doing the difficult and complex work of transforming services and systems. In January 2025, MEAM completed an exciting and long-planned change to its governance structure – moving from a coalition based legally within Homeless Link, to an independent charity structure with our partners Clinks, Collective Voice, Homeless Link and Mind on our board. This move allows MEAM to expand its board, fundraise in its own right, and ensure that the support and voice it provides to local areas on tackling multiple disadvantage can continue in the years ahead. Having led the board through the transition, Liv Corbishley stepped down as chair at the end of April and we welcomed Wendy Eley as new chair of the MEAM board. We wish to thank Liv for her work and also thank the dedicated and committed MEAM staff team, who crucially have been involved and engaged throughout the recent changes. As we look towards the future, we see both the significant progress made on how to tackle multiple disadvantage and also the persistent challenges that remain. At MEAM, we are united in our assessment that bold cross-sector and cross-organisational collaboration will continue to be needed, locally and nationally. With the support of funders old and new, we are taking clear steps to ensure that MEAM can continue to offer our support to the people and local areas across the country who are leading change. We are pleased to present this year’s annual report and accounts and we are looking forward to working with practitioners, commissioners, policy makers and people with lived experience in the years ahead. **Oliver Hilbery, Chief Executive Wendy Eley, Chair** 4 5 ANNUAL REPORT AND ACCOUNTS ## ABOUT MEAM AND MULTIPLE DISADVANTAGE ## **MEAM** Making Every Adult Matter (MEAM) is the national charity supporting practitioners, policymakers and people with lived experience to transform services and systems for people facing multiple disadvantage. Formed as a coalition in 2009 we work across sectors, across government, and with more than 50 local areas to improve responses and change lives. From January 2025, we have operated as a charity with our partners Clinks, Collective Voice, Homeless Link and Mind on our board. ## **MULTIPLE DISADVANTAGE** People facing multiple disadvantage experience a combination of problems. For many, their current circumstances are shaped by long-term experiences of poverty, deprivation, trauma, abuse and neglect. Many also face racism, sexism and homophobia. These structural inequalities intersect in different ways, manifesting in a combination of experiences including homelessness, substance misuse, domestic violence, contact with the criminal justice system and mental ill health. Multiple disadvantage is a systemic and not an individual issue. Over many years, public services have been designed, commissioned and delivered in silos. This starts at the top and permeates down through funding and commissioning, leading to services that focus on singular issues. While this works for many, it often fails people experiencing multiple disadvantage. This makes it harder for individuals to address their problems, lead fulfilling lives and contribute fully to their communities. Our vision is that everyone experiencing multiple disadvantage can reach their potential and contribute fully to their communities. STRATEGIC REPORT 6 ANNUAL REPORT AND ACCOUNTS ## INTRODUCTION **The trustees who are also directors of Making Every Adult Matter for the purposes of the Companies Act 2006 are pleased to present their report together with the financial statements of the charity for the period from incorporation on 15 July 2024 to 31 March 2025.** The accounts have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the Charity’s Memorandum and Articles of Association, the Companies Act 2006 and the Statement of Recommended Practice ‘Accounting and Reporting by Charities’ (SORP 2019). ## **HOW AND WHERE WE WORK** MEAM supports local areas across England to develop effective, coordinated services that directly improve the lives of people facing multiple disadvantage and to make long-term sustainable changes to local systems. We use our shared knowledge and practical experience from this work to influence policy at a national and local level. We run the national MEAM Approach network (currently formed of 50 local areas) and hold the support contract for the Government and The National Lottery Community Fund’s Changing Futures programme. We provide a range of support to MEAM Approach areas, including one-to-one advice, free training, learning events and online resources. We also offer training, consultancy and systems leadership support on a paid-for basis to local areas within and outside the network. MEAM was incorporated on 15 July 2024, de-merged from Homeless Link on 1st January 2025 and was operationally active from that date. Audited financial information for MEAM’s activities prior to 1 January 2025 is available in the audited accounts of Homeless Link. 9 ANNUAL REPORT AND ACCOUNTS ## **OUR VALUES AND APPROACH** ## **STRATEGIC AIMS** For the period 2021-25, our work is divided into three strategic aims: ## **KEY ACTIVITIES AND ACHIEVEMENTS** During 2024/25 we have: In all our work, we are: - **Collaborative:** We model the collaboration we want to see from local services and national government. We are open, honest and reflective in everything we do. - **Supportive and practical, yet** - **ambitious:** We are ambitious about the change we want to see at individual, service, system and policy levels. At the same time, we recognise the constraints that people are working within and take a supportive and practical approach to all our work. - **Inclusive and guided by experience:** We recognise that meaningful change must be based on a new balance of power between people with experience of multiple disadvantage, the people who support them, and the people who make decisions that affect them. We are committed to meaningfully coproducing our work. - **Involvement and Inclusion:** We are - committed to coproducing our work and supporting local areas to do the same. We take an actively intersectional and anti-racist approach to multiple disadvantage, enabling services and systems that can support everyone experiencing multiple disadvantage. - **Partnerships and systems:** We use - our expertise to help local partnerships across the country transform services and systems for people facing multiple disadvantage. As a result, local areas using the MEAM Approach see measurable improvements in the wellbeing of individuals and statistically significant reductions in rough sleeping, hospital admissions, arrests and nights spent in prison. - **Policy and influence:** A supportive national policy environment can incentivise local action and help to ensure that people get the support they need. We use our experience from local areas to influence policymakers at the local and national level. ## **INVOLVEMENT AND INCLUSION** ## **Coproduction** We provided regular support to areas across the MEAM Approach network to embed coproduction in their work and continued to facilitate and host the MEAM Experts by Experience Group. We launched our regular Coproduction Clinic for network areas, and delivered consultancy support around coproduction to local areas including Preston and Reading. ## **Equity and anti-oppression** We held regular space for our team and the network to discuss racism, oppression and multiple disadvantage. We commissioned Kusoma to provide direct support to two areas in the MEAM Approach network to explore racial equity in their MEAM Approach work and published a report in 2024. ## **PARTNERSHIPS AND SYSTEMS** ## **2024 cohort** We recruited 10 new areas to the MEAM Approach network as part of the 2024 cohort. These areas receive bespoke support from our Partnerships Development Manager to help them strengthen local partnerships, implement new models of support and tackle system barriers. ## **National Multiple Disadvantage Summit 2024** We held Summit 2024 in Westminster, attracting 260 cross-sector leads committed to tackling multiple disadvantage. 93% of delegates rated the event as good or very good and 85% said they were likely to use the learning to inform their local work. ## **Foundation training** Our Foundation Training provides free-to-access training for the MEAM Approach network. In 2024/25 we ran the training quarterly, with each round attracting a focused cohort of learners from across the MEAM Approach areas. ## **Training modules** We delivered our ‘in-depth’ training modules to a range of customers, including internationally to colleagues in Canada, covering a range of key topics including: Understanding multiple disadvantage, trauma-informed and strength-based approaches, systems thinking, and coproduction. These training packages improve skills across systems and support service delivery. 10 11 ANNUAL REPORT AND ACCOUNTS ## **Learning Hubs and network events** We delivered a wide programme of learning hubs and events, covering topics including: the importance of language, data sharing, fatality reviews, commissioning, anti-racism, and sex working and multiple disadvantage. Attendees provided positive feedback including that they: **“Felt very welcomed and at ease to share learning openly and honestly in the space, despite feeling very nervous before”** and **“Really enjoyed engaging with the perspectives and experiences of others in the session. Was a great food for thought creator.”** ## **Systems consultancy** We provided a wide range of support to local areas to address specific challenges in local systems and improve cross-sector engagement. This has included work in Bristol around impact and service models; Cambridgeshire and Peterborough around creating partnerships, learning systems and evaluation models; and Westminster around systems support and community-led change. We were recommissioned in two of these areas to provide further support following initial contracts. ## **Online community** Our online community platform for the MEAM Approach network reached 888 members, representing input from a wide range of network areas. ## **Systems leadership** We delivered our Systems Leadership Programme to three cross-sector cohorts in Cambridgeshire & Peterborough, and provided follow-on Systems Leadership Development sessions in Westminster, reaching people from a wide range of services and with excellent feedback. The programme focuses on systems leadership being more than a skillset – a way of seeing and shifting the world around us. Participants report not just greater understanding, but deeper confidence to ask better questions, to step back and see patterns, to challenge assumptions and to lead from wherever they are. **“Before, I was always looking for the fix. Now I’m asking different questions. I’m looking at the whole, not just the part. It’s changed how I work, and how I feel about the work.”** ## **Changing Futures** ## **POLICY AND INFLUENCE** ## **Future Focus** Our commission on the future of multiple disadvantage policy was launched to inform the 2024 election. We invited a range of cross-party and other voices to contribute to an essay collection, which was published in spring 2024. ## **New government** Following the election, we launched a briefing for the new government on the actions needed to tackle multiple disadvantage. We engaged with departments and new ministers, including at the party conference, where we hosted a stall. We also hosted sessions across the country for the network to explore how to engage with the new government and the messages they wanted to convey. ## **Changing Futures** We have continued to work with MHCLG as they develop a cross-government case for Changing Futures in the next Spending Review. ## **Wider policy engagement** We have engaged in various policy development across departments including sitting on the DWP Expert Reference Group for the development and roll out of the Universal Support scheme, contributing to the consultation on the ten year health plan and providing input to the DWP consultation around poverty metrics. ## **Sector support and links** We continue to publish our newsletter Multiple Disadvantage Matters on a monthly basis and also the Changing Futures newsletter on behalf of DLUHC and TNLCF. We lead a monthly multiple disadvantage policy forum, attended by cross-sector organisations. We provided direct, bespoke support to the 15 areas that are part of the Government and TNLCF’s Changing Futures programme, helping them work towards changes at individual, service and system levels. We held regular meetings of the Systems Change Together Forum, published a series of learning blogs, and facilitated two sets of regional learning events. We are pleased that the programme and our support has been extended for 2025/26. 12 13 ANNUAL REPORT AND ACCOUNTS ## **STRUCTURE, GOVERNANCE AND MANAGEMENT** ## **LEGAL STATUS** Making Every Adult Matter was established as a company, limited by guarantee number 15839976 on 15 July 2024 and registered with the Charity Commission as charity number 1209508 on 8 August 2024. ## **GOVERNING DOCUMENT** Making Every Adult Matter is governed by its Memorandum and Articles of Association. ## **TRUSTEES** The directors of the charitable company are its trustees for the purpose of charity law and the members of the company limited by guarantee. Throughout this report they are collectively referred to as the trustees. The individuals listed in the administrative details section served as trustees during the period and to the date of this report. All trustees served for the full period unless otherwise indicated above. No trustees had any beneficial interest in the charity and no remuneration of trustees is paid by the charity. The Board of Trustees meets at least four times a year and is responsible for the strategic direction, policy and overall governance of the charity. The implementation of strategy once agreed and the day-to-day running and management of the charity’s activities is delegated to the small executive team, led by the Chief Executive. ## **RECRUITMENT AND APPOINTMENT OF NEW TRUSTEES** New Trustees are recruited by the Board who consider the skills currently available and then identify the requirements of any additional or replacement trustee. New trustees receive an induction to MEAM as part of the joining process. ## **OBJECTIVES AND PRINCIPAL ACTIVITIES** The objects of the Charity are, for the public benefit, to relieve people in need as a consequence of poverty, trauma, abuse or neglect and who experience a range of disadvantages such as homelessness, substance use, mental ill health, domestic violence and/or contact with the criminal justice system, by working to create coordinated services that can deliver holistic and sustainable interventions for such people. ## **PUBLIC BENEFIT** The charity carries out a range of activities in furtherance of its charitable objectives, as detailed under Activities and Achievements above. Having reviewed the Charity Commission’s general guidance on public benefit, the Trustees consider that these activities provide benefit both to the charity’s direct beneficiaries and to the wider public both in the UK and abroad. ## **RISK MANAGEMENT** From October 2025, the Trustees will have in place a process to regularly review the risks the charity faces. This will include a risk register on the agenda of each board meeting covering principal risks, uncertainties, and mitigation actions. ## **FUTURE PLANS** Our current strategy, _Building on Success,_ runs from 2021-2025. During 2025/2026 we will continue to deliver against the three strategic aims of this strategy, while also spending time with trustees and the team to develop and publish an updated strategy for 2026 onwards. The key activities in 2025/2026 for each of our current strategic objectives include: ## **INVOLVEMENT AND INCLUSION** - Continue to host the Expert Group, the Co-production Clinic and to deliver co-production support to the network. - Continue to hold regular space for our team and the network to discuss racism, oppression and multiple disadvantage. ## **PARTNERSHIPS AND SYSTEMS** - Continue to provide support, advice, learning events and networking opportunities for the 50 areas in the MEAM Approach network. - Host the National Multiple Disadvantage Summit 2025, attracting delegates from across the country and abroad. - Provide support to the Government and National Lottery Community Fund’s Changing Futures programme. - Offer training, consultancy and systems support to local areas within and outside the MEAM Approach network. ## **POLICY AND INFLUENCE** - Collate and develop learning and evidence from our local work in MEAM Approach areas to inform policymakers at local and national levels. We expect the financial context for MEAM in 2025/2026 to be similar to 2024/2025 with the continuation of our MEAM Approach grant, Changing Futures contract and training and consultancy activity. 14 15 ANNUAL REPORT AND ACCOUNTS ## **FINANCIAL REVIEW RESPONSIBILITIES** This reporting period marks the first period **OF THE TRUSTEES** of operation for MEAM as an independent **IN RELATION TO** charity. During this period, the charity received total income of £519,444 which **THE FINANCIAL** includes £289,529 in restricted and **STATEMENTS** designated funds carried forward from Homeless Link, representing the balance of funds belonging to MEAM that were held by Homeless Link prior to MEAM’s establishment as a standalone entity. The trustees (who are also the directors of Making Every Adult Matter 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). Expenditure for the period totalled £207,909, resulting in a surplus of £311,535. This amount also represents the charity’s reserves at 31.3.2025. At this date the charity held £62,671 in restricted funds (relating to the National Lottery Community Fund and Lankelly Chase), and £248,864 in unrestricted funds. 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 those financial statements, the trustees are required to ## **RESERVES** The trustees have agreed a reserves policy which requires MEAM to hold reserves that represent a minimum of three months operating costs and up to nine months where possible. Based on the approved 2025/2026 budget, this equates to £215,000. As at the year end, the charity holds unrestricted reserves of £249,000, which meets this requirement and provides a modest buffer to support financial stability and ongoing operations. - Select suitable accounting policies and then apply them consistently; - Make judgements and estimates that are reasonable and prudent; - State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; - Prepare the financial statements **SMALL COMPANY** - on the going concern basis unless it is inappropriate to presume **PROVISIONS** that the charitable company This report has been prepared in - will continue in business. This report has been prepared in accordance with the special provisions for small companies under Part 15 of the Companies Act 2006. The trustees are responsible for keeping adequate accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to 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 prevention and detection of fraud and other irregularities. This report was approved by the Board of Trustees on 2 October 2025 and signed on its behalf by: Wendy Eley, Chair In so far as the trustees are aware - There is no relevant information of which the charitable company’s independent examiners are unaware. - The trustees have taken all steps that they ought to have taken to make themselves aware of any relevant independent examination information and to establish that the independent examiners are aware of that information. 16 17 ANNUAL REPORT AND ACCOUNTS REPORT OF THE INDEPENDENT EXAMINER I report to the charity trustees on my examination of the accounts of the Company for the period from incorporation on 15 July 2024 to 31 March 2025. This report is made solely to the trustees as a body, in accordance with the Charities Act 2011. My examination has been undertaken so that I might state to the trustees those matters I am required to state to them in an independent examiner’s report and for no other purpose. To the fullest extent permitted by law, I do not accept or assume responsibility to anyone other than the charity and the trustees as a body, for my examination, for this report, or for the opinions I have formed. ## **RESPONSIBILITIES AND BASIS OF REPORT** As the charity’s trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’). Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity’s accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5) (b) of the 2011 Act. ## **INDEPENDENT EXAMINER’S STATEMENT** Since your charity’s gross income exceeded £250,000 your examiner must be a member of a listed body. I can confirm that I am qualified to undertake the examination because I am a registered member of the Institute of Chartered Accountants in England and Wales, which is one of the listed bodies. I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe: 1. Accounting records were not kept in respect of the Company as required by section 386 of the 2006 Act; or 2. The accounts do not accord with those records; or 3. The accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or 4. The accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102). I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. Asim Malik, FCA Hamilton Coopers Chartered Accountants 66 Earl Street Maidstone ME14 1P 19 05-Oct-2025 ANNUAL REPORT AND ACCOUNTS ## **STATEMENT OF FINANCIAL ACTIVITIES** **For the period from incorporation on 15 July 2024 to 31 March 2025** |**Note**
**Income**
Grants and Donations
Income from
charitable activities
**Total income**
2
**Expenditure**
Charitable activities
3
**Total expenditure**
**Net movement in funds**
**Reconciliation of funds**
Total funds
brought forward
**Total funds**
**carried forward**
8|**Unrestricted**
**Funds**
**2025**
**£**
257,671
129,914
387,585
138,721
138,721
248,864
–
248,864|**Restricted**
**Funds**
**2025**
**£**
131,859
–
131,859
69,188
69,188
62,671
–
62,671|**Total**
**Funds**
**2025**
**£**
389,530
129,914| |---|---|---|---| ||||519,444| ||||207,909| ||||207,909| ||||311,535
–| ||||311,535| The notes on pages 23 to 29 form part of these financial statements. ## ACCOUNTS 21 ANNUAL REPORT AND ACCOUNTS ## **BALANCE SHEET AS AT 31 MARCH 2025** ## **Making Every Adult Matter – A company limited by guarantee 15839976** |**Note**
**CURRENT ASSETS**
Debtors
6
Cash at bank and in hand
**CREDITORS: Amounts falling due within one year**
7
**NET CURRENT ASSETS**
**TOTAL ASSETS LESS CURRENT LIABILITIES**
**CAPITAL AND RESERVES**
Restricted funds
Unrestricted funds
9|**2025**
**£**
166,438
186,894| |---|---| ||**353,332**
(41,797)| ||**311,535**| ||**311,535**
62,671
248,864| ||**311,535**| For the financial year in question the company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies. No members have required the company to obtain an audit of its accounts for the year in question in accordance with section 476 of the Companies Act 2006. been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime. The financial statements were approved by the Board of Trustees and signed on its behalf by: The directors acknowledge their responsibility for complying with the requirements of the Act with respect to accounting records and for the preparation of accounts. These accounts have Wendy Eley, Chair ## **NOTES TO THE ACCOUNTS** ## **GENERAL INFORMATION** Making Every Adult Matter Company number 15839976 Registered Charity number 1209508 Registered office c/o Homeless Link, Minories House, 2–5 Minories, London EC3N 1BJ ## **1 PRINCIPAL ACCOUNTING POLICIES** The principal accounting policies adopted in the preparation of the financial statements are set out below. ## **(a) Basis of accounting** These financial statements have been prepared under the historical cost convention in accordance with the Statement of Recommended Practice ‘Accounting and Reporting by Charities’ effective January 2019 (the Charities SORP (FRS 102)), UK accounting standards, including ‘Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland’ (FRS 102) and the Companies Act 2006. The charity is a public benefit entity and has therefore applied the relevant public benefit requirements of FRS 102 The Functional and presentation currency of the Charity are pound sterling. ## **(b) Fund accounting** - (i) Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity. - (ii) Restricted funds are subject to specific conditions imposed by the donor as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the accounts. ## **(c) Income** All income is included in the statement of financial activities when the charity is entitled to the income and the amount can be quantified with reasonable accuracy. The following specific policies are applied to particular categories of income. - (i) Income received by way of grants, donations and gifts is included in full in the Statement of Financial Activities when receivable. - (ii) Grants receivable are recognised when the charity becomes unconditionally entitled to the grant. - (iii) Donated professional services and donated facilities are recognised as income when the receipt of economic benefit from the use by the charity of the item is probable and that economic benefit can be measured reliably; a corresponding amount is then recognised as expenditure in the same period. 22 23 ANNUAL REPORT AND ACCOUNTS - (iv) The value of services provided by volunteers has not been included in these accounts. - (v) Income from charitable activities is accounted for when earned. - (vi) Investment income is included when receivable. - (vii) Income received in advance is deferred until the criteria for income recognition are met. ## **d) Expenditure** Expenditure is recognised on an accruals basis as a liability is incurred. - (i) Fundraising incorporates the salaries, direct expenditure and overhead costs of the staff who undertake fundraising work. - (ii) Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them. - (iii) Governance costs are those costs incurred in the management of the charity’s assets, organisation and compliance functions. - (iv) Support costs are those costs incurred by the company in support of its main charitable activities and projects. Where costs cannot be directly attributed, they have been allocated to activities on a basis consistent with the use of resources. ## **(e) Tangible fixed assets and depreciation** - Tangible fixed assets costing over £2,000 (including any incidental expenses of acquisition) are capitalized. Depreciation is provided at rates calculated to write off the cost on a straight line basis over their expected useful economic life. The rate of depreciation is 33[1] /3 % per annum for all assets. ## **2 INCOME** **----- Start of picture text -----**
Unrestricted Restricted
funds funds 2025
£ £ £
Voluntary income
Grants 257,670 131,859 389,529
Income from charitable activities
Consultancy services 125,240 - 125,240
Training 4,674 - 4,674
Total income from
129,914 - 129,914
charitable activities
Total income 387,584 131,859 519,443
3 CHARITABLE ACTIVITIES
Unrestricted Restricted
funds funds 2025
£ £ £
-
Staff costs 85,753 43,483 129,236
Consultants - 7,580 7,580
Contracted agencies 18,859 - 18,859
Travel 9,016 4,029 13,045
Summit costs 9,627 48 9,675
Meeting, courses, event expenses 1,105 631 1,736
Other 13 100 113
Support costs see note 4 - 27,665
124,373 55,870 207,909
**----- End of picture text -----**
24 25 **ANNUAL REPORT AND ACCOUNTS** ## **4 SUPPORT COSTS** ## **6 DEBTORS:** AMOUNTS FALLING DUE WITHIN ONE YEAR **----- Start of picture text -----**
General Total
Governance function support 2025
£ £ £
Staff costs 1,249 8,329 9,578
Premises - 1,286 1,286
Accountancy, legal & professional 2,400 6,913 9,313
– includes £2400 for the cost of the Independent Examination
Insurance - 232 232
IT, telecoms & web site - 2,448 2,448
Trustee recruitment 2,175 2,175
Other - 2,633 2,633
5,824 21,841 27,665
Charitable activities 27,665
27,665
**----- End of picture text -----**
**----- Start of picture text -----**
2025
£
Trade debtors 163,462
Prepayments 2,976
166,438
7 CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
2025
£
Trade creditors 6,205
Accruals and deferred income 10,720
PAYE/NI -
Pension 4,301
VAT 20,571
41,797
**----- End of picture text -----**
## **5 STAFF COSTS AND NUMBERS** **----- Start of picture text -----**
2025
£
8 MOVEMENTS IN FUNDS
Gross wages and salaries 114,351
Employer’s national insurance 12,642 Balance at Transfers Balance at
Pension 11,821 01-Jan-25 Incoming Outgoing in / (out) 31-Mar-25
138,814 £ £ £ £ £
The average number of employees during the period was 10 Restricted Funds
No staff were paid in excess of £60,000 in the accounting period Lottery - 119,842 62,708 - 57,134
Lankelly Chase - 12,017 6,480 - 5,537
Staff costs have been analysed as: 2025 - 131,859 69,188 - 57,134
£
Direct charitable expenditure 129,236 5,537
Governance 1,249
Support 8,329 Unrestricted funds
General funds - 387,585 138,721 - 248,864
138,814
- 387,585 138,721 - 248,864
Total funds - 519,444 207,909 - 62,671
**----- End of picture text -----**
ANNUAL REPORT AND ACCOUNTS **Lottery:** Our grant from the National Lottery Community Fund (TNLCF) supports our work with the MEAM Approach network, providing bespoke support to new areas, coproduction support, a programme of events training and learning opportunities, and network membership management and engagement. **Lankelly Chase:** Our grant from the Lankelly Chase Foundation supports our policy work - specifically in ths period our work on Future Focus, a programme of work to explore the future of policy related to multiple disadvantage. ## **9 ANALYSIS OF NET ASSETS BETWEEN FUNDS** **----- Start of picture text -----**
Unrestricted Restricted Total
funds funds funds
£ £ £
Current assets 290,661 62,671 353,332
Current liabilities (41,797) - (41,797)
Net assets at 31 March 2025 248,864 62,671 311,535
**----- End of picture text -----**
## **13 PENSION COMMITMENTS** The charity operates an occupational defined contribution pension scheme with Scottish Widows. All staff are eligible from their start date. Staff can opt to contribute (via salary exchange) either 3% or 5% of their salary which is matched by an employer contribution of 5% or 7% respectively. Staff who do not join the occupational scheme are enrolled into an auto-enrolment scheme, also with Scottish Widows. Pension costs stated in note 5 and charged in the Statement of Financial Activities represent the total contributions payable in the period. ## **14 MEMBERS’ LIABILITY** The company is limited by guarantee and has no share capital. Every member of the company undertakes to contribute to the assets of the company, in the event of a winding up, such an amount as may be required not exceeding £1. ## **10 TRUSTEES’ REMUNERATION AND EXPENSES** The charity did not pay to its trustees any remuneration during the period and did not reimburse any trustee expenses. ## **11 RELATED PARTIES** During the period £289,529 was received from Homeless Link (Charity number: 1089173) under whose umbrella Making Every Adult Matter operated until 31.12.2024. This amount represents the balance of restricted and designated funds belonging to MEAM held by Homeless Link at that date. ## **12 KEY MANAGEMENT PERSONNEL** The Trustees consider the key management to be themselves and the CEO. Remuneration paid to key management was as follows: **----- Start of picture text -----**
2025
£
Salaries 20,049
20,049
**----- End of picture text -----**
28 29