2026
ANNVAL REPORT
REPORT OF THE TRUSTEES & FINANCIAL
STATEMENTS FOR THE YEAR ENDED
31 MARCH 2026
www.meath.org.uk
The
Epilepsy Charity
RecogniEing Abili+y
Registered Charity Number 200359
**OUR PURPOSE, VALUES & PLACE .................................................................................................. 5 RESIDENTIAL HOUSES .................................................................................................................. 5** _CEDAR VIEW & THE COTTAGES .................................................................................................. 6 BRADBURY HOUSE & JEFFERY COURT ........................................................................................ 8 BRADBURY WING & LITTLE MEATH .............................................................................................. 9 HAMBLEDON & THURSLEY ....................................................................................................... 10_ **SUPPORTED LIVING ................................................................................................................... 12 QUALITY, COMPLIANCE & REGULATION ...................................................................................... 13 HEALTH, WELLBEING ................................................................................................................. 14 SKILLS CENTRE .......................................................................................................................... 15 THE HIVE CAFÉ ........................................................................................................................... 17 MARKETING ............................................................................................................................... 18 FUNDRAISING ............................................................................................................................ 19 HR & STAFF DEVELOPMENT ........................................................................................................ 21 FINANCIAL REVIEW .................................................................................................................... 22 STRUCTURE, GOVERNANCE & MANAGEMENT ............................................................................. 25 REFERENCE & ADMINISTRATION ................................................................................................. 27 STATEMENT OF TRUSTEE RESPONSIBILITIES ............................................................................... 28 INDEPENDENT AUDITORS REPORT TO THE TRUSTEES OF MEATH EPILEPSY CHARITY .................... 30 FINANCIAL STATEMENTS ............................................................................................................ 33**
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## STATEMENT FROM THE CHAIR OF TRUSTEES AND CEO
We are proud to represent an organisation dedicated to delivering comprehensive, person-centred care for adults living with complex epilepsy and associated disabilities. Our work is made possible by the generosity of our donors, whose support enables the life-enriching opportunities that help the people we support to thrive.
This year has seen significant progress across The Meath. A continued highlight has been the success of our Capital Appeal, which is future-proofing our estate and safeguarding the long-term quality of our facilities. Phase 1 delivered essential repairs to the roof of our Grade II listed main building, while Phase 2 enabled the replacement and repair of 90 windows alongside extensive redecoration. These improvements have enhanced safety, comfort and energy efficiency. We are also progressing well with Phase 3, which will upgrade internal safety systems across the site.
We were delighted to welcome our new patron, Professor John Duncan, whose distinguished career in neurology and commitment to epilepsy research brings invaluable expertise to our charity.
A major milestone this year was our January 2026 CQC inspection, where The Meath achieved a rating of Good, moving out of ‘Requires Improvement’. This was a significant achievement and reflects the dedication of our staff, the strengthening of our governance and compliance systems, and the collaborative culture that defines our organisation.
Following the 2024 targeted CQC inspection, we invested in additional expertise to accelerate improvement. Our Pharmacist, Compliance Consultant and Medication Quality Officer have been central to strengthening medication management and regulatory compliance. During the year, The Meath supported individuals experiencing 8,780 seizures and safely administered over 330,000 medications, including rescue medication. This reflects the highly specialist nature of our services and the critical role effective medication management, clinical oversight and workforce development play in delivering safe, high-quality care.
This year, we also welcomed a new Interim Compliance Manager, who is leading further refinement of our systems, and a new Learning Disabilities Nurse, whose role will focus on strengthening clinical training, competencies and ongoing development across the workforce. While newly appointed, his contributions will support the next phase of our evolution and ensure that high standards of care continue to be embedded across the organisation. Our Service Development Plan remains the foundation for this work, supported by specialist working groups across safeguarding, medication and operational policy, which help ensure best practice and alignment with emerging CQC standards.
Fair and sustainable funding from Local Authorities and NHS Integrated Care Boards (ICBs) remains essential to our long-term future. This year, our Finance team have worked exceptionally hard to secure updated funding levels for many of the people we support, helping to close the gap between statutory income and the real cost of providing specialist care. As a result, we end the year in a significantly healthier
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financial position, with improved confidence in our sustainability and reduced pressure on fundraised income. This strengthened footing enables more effective planning and further investment in our services, people and facilities.
Demand for our high-quality specialist residential provision remains exceptionally strong, with a growing waiting list at a time when national shortages in epilepsy care persist. Our new “expression of interest” admissions process has strengthened our pipeline and enabled families to explore future placements with clarity, transparency and support.
Throughout the year, we have also continued to strengthen our approach to Environmental, Social and Governance (ESG) responsibilities. This includes embedding energy-efficient improvements through our Capital Appeal, ensuring strong governance oversight, investing in staff development, and promoting an inclusive and supportive culture for those who live and work at The Meath. Our Board remains committed to the Charity Governance Code, with a focus on leadership, integrity, decision-making and accountability, principles that guide our organisation in an increasingly complex care landscape.
Looking ahead, we remain confident that with the continued support of our staff, Trustees, volunteers, donors and families, The Meath will continue to thrive. Our priorities for 2026 include strengthening resident outcomes, further investing in our workforce, expanding community and therapeutic opportunities, building greater resilience across our operational and financial systems and completing phase 3, of our capital project. Together, we will ensure The Meath remains a place of safety, opportunity and belonging for everyone who calls it home.
## **Lee Bennett, CEO**
**Graham Healy, Chair of Trustees**
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## TRUSTEES’ ANNUAL REPORT
## OUR PURPOSE, VALUES & PLACE
At The Meath Epilepsy Charity, our purpose is to enrich the lives of people with complex epilepsy and associated disabilities. We are committed to ensuring each individual receives tailored support, specialist care, and encouragement to build confidence, develop skills, and achieve greater independence in everyday life.
During the year our main charitable activities have been residential services where we have the capacity for 82 individuals with a wide range of support requirements. We budgeted for an average 78.5% occupancy and achieved 77.3%. We support individuals from 37 funding authorities, seeking to recover the cost of our core services, without profit, whilst providing life enrichment programmes and support in our skills centre and through our health and compliance team.
In setting the charity’s objectives and planning its activities, the Trustees continue to have regard to the Charity Commission’s general guidance on public benefit. The Trustees ensure that all activities carried out by the charity are aligned with its charitable purposes and are intended to deliver tangible benefits to the public or a sufficient section of the public. When reviewing existing programmes and developing new initiatives, the Trustees consider the needs of beneficiaries, the efficient use of resources, and the potential impact of the charity’s work. During the year, the charity has continued to provide services and support that advance its charitable aims, and the Trustees are satisfied that these activities have delivered public benefit consistent with the Charity Commission’s requirements. Impact measurements, resident forums and co-production groups ensure The Meath is both listening and amplifying the voice of the people we support and our stories, memories and examples section offer standout demonstrations of delivering tangible benefits to the people we support.
Based in central Godalming, The Meath offers a welcoming and supportive community in a unique setting. Our site includes the Grade II Listed manor house alongside modern accommodation for people with higher needs, the Skills Centre, and The Hive café, all set within landscaped grounds. While the setting offers tranquillity, it also provides easy access to local amenities and transport links.
The Meath has long-standing connections with the local community and remains proud to be an active and valued part of Godalming. These relationships help create opportunities, foster inclusion, and support a vibrant, outward-looking environment for the people who live and work here.
## RESIDENTIAL HOUSES
The Meath comprises eight individual houses organised under the oversight of our Registered Managers (RMs). At present, we accommodate 79 residents and initiated a refurbishment programme to enhance our residential services. Our houses are individually named and listed below:
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**----- Start of picture text -----**
Actual Occupancy Average Budget
8 Bradbury House 11.8 11.3
9 Bradbury Wing 12.5 14.0
10 Cedar View 11.0 10.5
11 Hambledon 8.1 8.0
12 Jeffery Court 8.0 8.0
13 Little Meath 8.3 8.8
16 The Cottages 9.7 10.0
17 Thursley 8.0 8.0
77.3 78.5
**----- End of picture text -----**
All are fitted with bespoke kitchen and bathroom facilities, ensuring convenience and comfort for the people we support. While some houses offer en-suite facilities, others feature high-tech bathroom fittings, including specialised baths and showers, kindly funded via our generous donors, designed for comfort and accessibility. In keeping with our commitment to personalised care, bedrooms are furnished according to the individual preferences of our residents and their families. Communal areas are decorated in accordance with the personal choices of the people we support, gathered through surveys and questionnaires. This collaborative approach ensures that they feel truly at home in their surroundings. Individuals are carefully matched with homes that meet their individual needs, ensuring truly personcentred care. Each house is led by a Registered Manager, supported by a Service Manager and a skilled team of Senior Support Workers and care staff. Our residential team includes approximately 160 dedicated support workers delivering 24-hour care. To address national recruitment challenges, we have partnered with trusted staffing agencies to maintain safe staffing levels.
## CEDAR VIEW & THE COTTAGES
## **OBJECTIVES & ACTIVITIES**
Across Cedar View and The Cottages, the focus this year has been on strengthening stability, improving compliance, and creating warm, inclusive environments where the people we support feel part of the community. Both services welcomed new service managers who have been central to improving oversight, embedding person-centred practice, and supporting staff teams. Daily life has become more person-led, with activities shaped around individual preferences, from karaoke and movie nights to creative arts sessions and community engagement. Menu changes at Cedar View have ensured that dietary needs and personal tastes are met, while The Cottages have focused on redecorating shared spaces to create calmer, more comfortable living environments.
## **ACHIEVEMENTS & PERFORMANCE**
Cedar View has received positive feedback from families who have recognised the attentiveness and high standard of care. Individuals' dietary needs are being managed more effectively, supported by regular weight monitoring and increased physical activity. At The Cottages, three new placements have been successfully made, helping to build a balanced and supportive group dynamic. Staff have completed additional training, including diabetes management, and new 1:1 allocation system have been introduced to strengthen relationships and evidence personalised support.
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Both services have invested in strengthening their teams, welcoming several new staff members who are progressing well through probation. Refreshed communal spaces and more structured routines have contributed to calmer, more homely environments. An individual who we support at Cedar View summed up the impact beautifully by saying, “I feel part of a family.”
## **IMPACT**
Individuals across both services have benefitted from feeling more connected, supported, and genuinely included in daily life. The individuals we support at Cedar View have enjoyed a greater sense of belonging through house-led activities, drama sessions, and community involvement such as performing in the choir at public events. The Cottages have seen improvements in independence through ILS (Independent Living Skills) checklists, increased involvement in food preparation, and encouragement to access the community for activities like church attendance and bible study.
One of the people we support achieved an exceptional personal milestone by walking 31 miles on the treadmill through the gym walking challenge, demonstrating outstanding commitment, resilience and determination to improve their health and wellbeing.
There was also record-breaking seven independent living skills challenges completed by a person we support during the year, developing practical skills including food safety, money management and first aid, reflecting an outstanding commitment to personal growth and independence.
Small but meaningful adjustments have also enhanced emotional wellbeing and safety, such as installing a visual monitor for an individual who wanted reassurance around seizures. Redecorated lounges, quieter spaces, and more social activities have supported the development of a warm, friendly, and respectful atmosphere across both services.
## **STORIES, MOMENTS & EXAMPLES**
There have been numerous moments of pride this year. At Cedar View, drama sessions have been a standout highlight, with individuals learning lines and growing in confidence with staff support. Their involvement in The Meath Choir - performing at The Grange and at Clement St Danes - created lasting memories and a strong sense of achievement. One individual was especially proud to have her artwork showcased at the V&A, celebrating the creativity nurtured through Arthouse sessions.
At The Cottages, the people we support have demonstrated resilience and personal growth. One completed a full course of radiotherapy without complications, while another saw her artwork transformed into makeup bags and sold in local shops. Everyday achievements - such as building independence or feeling safer through tailored adjustments continue to be celebrated.
## **PRIORITIES**
Looking ahead, both Cedar View and The Cottages will continue to strengthen person-centred support and deepen community connections. Cedar View aims to increase resident involvement in local events, explore volunteering opportunities, and offer small group workshops on job-seeking skills such as CV writing. The service plans to use annual reviews more intentionally to help each individual set and work towards personal goals.
Continuing to expand volunteering opportunities and ensuring 1:1 time is truly resident-led, both remain key priorities.
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## BRADBURY HOUSE & JEFFERY COURT
## **OBJECTIVES & ACTIVITIES**
This year, both BRADBURY HOUSE and Jeffrey Court focused on strengthening independence, routine, and emotional wellbeing for each individual that we support. Staff worked closely with individuals to help them take on more daily tasks, feel included in activities, and express their needs with the right professional support in place. Clearer planning and structured routines such as improved shift planners and cleaning rotas helped create calmer, more predictable days, especially for individuals who rely heavily on consistency and visual communication tools like picture cards and Makaton.
## **ACHIEVEMENTS & PERFORMANCE**
One of the biggest successes was the transition of two new individuals into BRADBURY HOUSE. Although their journeys were very different, one coming from outside The Meath and one moving internally, both settled in seamlessly and quickly became part of the house community. Staff development has also strengthened the service, with a larger, more confident team able to provide consistent, high-quality support. Families have shared warm and grateful feedback throughout the year, expressing how happy they are with their loved ones’ progress and the support offered by the team.
## **IMPACT**
Individuals have benefitted from feeling safer, more included, and more able to take part in everyday life. Stronger routines and a stable team have helped improve quality of care, and the team’s encouraging approach has led to small but significant steps towards independence such as one individual working towards using a watch to travel to sessions more independently. Across both services, staff continue to frame support in a way that enables each individual to try things for themselves, even if they need guidance along the way.
A person we support was recognised for their outstanding contribution to the choir, using their passion for music and singing to encourage others, strengthen group participation and create an inclusive and positive atmosphere. An award for excellence was presented to a person we support demonstrating exceptional commitment to the football team, consistently practising beyond scheduled sessions and showing outstanding teamwork, sportsmanship and dedication to developing their skills.
## **STORIES, MOMENTS & EXAMPLES**
There have been many moments of resilience and achievement. Despite difficult medication changes, several individuals have shown real determination to continue with their daily routines and activities. Others have made progress through everyday living skills whether making a bed, helping with food preparation, or baking with support. A highlight of the year was the mural project at BRADBURY HOUSE, which brought people together during a time of change and helped them connect, express themselves, and build confidence as a group.
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## **PRIORITIES**
Our focus will be on deepening person-centred practice, ensuring individuals’ voices shape support plans, and capturing progress more meaningfully through notes and photos. Encouraging independence remains a key priority, particularly for residents at BRADBURY HOUSE who wish to do more for themselves. At Jeffrey Court, residents’ enthusiasm for Independent Living Skills will continue to be built into daily routines. Over the coming year, the aim is to spend more time engaging with each person about what they want to achieve whether that’s a daily walk or a regular baking session and to help make those goals a reality.
BRADBURY WING & LITTLE MEATH
## **OBJECTIVES & ACTIVITIES**
Over the past year, Bradbury Wing has focused on building staff stability and creating a more structured and calm environment for the people we support. Maintaining a consistent staff team has supported continuity of care and stronger relationships.
The keyworker role has been strengthened, with individuals now meeting regularly with their allocated keyworkers. This has helped residents feel more involved and able to share their views. A renewed focus on healthy eating, including the introduction of nutritional champions, has also supported positive conversations around wellbeing.
Little Meath experienced a challenging period following the unexpected loss of two individuals we support. Despite this, both the people we support and staff demonstrated resilience and compassion. A change in management has been welcomed positively, and the service continues to provide a safe and homely environment. Moving forward, the focus is on strengthening routines, key working, goal-setting and increasing opportunities for community outings, supported by the appointment of a new Service Manager.
## **ACHIEVEMENTS & PERFORMANCE**
The people we support at Bradbury Wing adapted well to a year of change, including service amalgamation, building works and essential safety upgrades such as the new nurse call bell system.
Residents have also begun making more informed choices around diet, exercise and healthier lifestyles, supported by staff and viewed positively by residents themselves. Despite being a busy and complex service, residents continue to show understanding and adaptability toward the needs of their peers.
Little Meath welcomed a new resident who settled well and was warmly supported by peers. Residents enjoyed shared day visits, explored new activities, and were supported during periods of health concern through close partnership working with healthcare professionals.
## **IMPACT**
The stability of the Bradbury Wing staff team has had a positive impact on residents’ sense of safety and wellbeing. Familiar staff and a dedicated night team have increased reassurance and consistency, resulting in improved confidence, engagement and participation in daily life. Staff also feel more confident in promoting independence and responding to individual needs.
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A person we support made remarkable progress in literacy, developing the confidence to read aloud both within the Skills Centre and in community settings, including at church, reflecting significant personal growth and self-confidence, resulting in a well deserved award for excellence.
One individual successfully participated in a weaving project through personalised adaptations that enabled them to take part independently using one hand. Their determination and creativity resulted in a beautiful piece of artwork, which is now proudly displayed in the reception area, demonstrating confidence, achievement and the positive impact of person-centred support.
At Little Meath, a stable staff team continues to provide residents with a strong sense of trust and security. With additional management oversight now in place, the service is well positioned for continued positive development.
## **STORIES, MOMENTS & EXAMPLES**
Residents from both services enjoyed the new Nature Walk at The Meath, providing a peaceful space to relax. Little Meath’s garden remains a popular space during warmer months, and residents across both services enjoyed outings to concerts, Christmas fairs and seasonal events. New staff have integrated well and been welcomed by residents and colleagues alike.
## **PRIORITIES**
Looking ahead to 2026/27, the focus will be on maintaining staff stability, developing skills, and increasing opportunities for residents to build independence and take part in meaningful activities. Supporting greater resident involvement, including resident-led meetings, remains a priority.
HAMBLEDON & THURSLEY
## **OBJECTIVES & ACTIVITIES**
Throughout the year, Hambledon and Thursley have focused on increasing opportunities for people to enjoy activities and outings that reflect their individual interests, alongside greater engagement within the local community for everyday activities. People supported have enjoyed a wide range of experiences, including visits to theatre shows, safari trips, farms, gardens, cinemas and afternoon teas, as well as trips further afield such as the London Eye and Ladies Day at Sandown Park. Activities such as swimming, horse riding, walking and train journeys have also supported people to remain active and engaged.
To support consistency and quality of care, several new support workers were recruited, alongside the introduction of an improved induction process to ensure staff develop the right skills and understanding of the people they support. Alongside this, there has been a strong focus on promoting health and wellbeing, including supporting people to make healthy lifestyle choices, access screening programmes, and receive dietary guidance where needed. Staff have worked closely with individuals around exercise, nutrition and maintaining good physical health.
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People have also been encouraged to become more involved in the day-to-day running of their homes through improved service meetings, with greater emphasis on open conversations about life at the service and the wider charity.
## **ACHIEVEMENTS & PERFORMANCE**
Significant progress has been made in supporting staff to transition to digital platforms for auditing, medication management and accessing policies, improving consistency and accessibility.
One young person was successfully supported to transition from an educational setting and has settled extremely well. With collaborative support from staff, the in-house talking therapist and family, she has made positive progress in expressing her emotions, preparing for situations that may cause distress, and using coping strategies with support.
Staff have worked closely with the Health and Wellbeing team and hospital services to support individuals through complex medication changes related to seizure management. Through careful monitoring and support, reductions in seizure frequency have been achieved, positively impacting quality of life.
Staff continue to actively support people to maintain family relationships, including visits for special occasions and providing guidance around medication administration to ensure families feel confident and reassured. Positive risk-taking has enabled individuals to achieve activities they previously felt were out of reach, such as swimming or horse riding. One person was also supported to return to artwork she loved after developing a tremor, through the use of aids, medication reviews and emotional encouragement.
Several people supported are involved in the buddy scheme, providing peer support, building on strengths and fostering a strong sense of achievement.
## **IMPACT**
Support across Hambledon and Thursley has resulted in improved physical health, emotional wellbeing and confidence. People have benefited from reduced seizure activity, increased independence, stronger family connections and a greater sense of pride and achievement. There is an increased understanding that people’s needs may change over time, and individuals are supported positively if they choose to move on. Overall, people feel listened to, empowered and able to make choices based on their personal preferences.
A person we support successfully participated in a mixed media art project inspired by Roald Dahl stories. Through personalised adaptations, they were able to make independent creative choices and produce a fantastic piece of artwork, which is now proudly displayed in the reception area, demonstrating confidence, creativity and the positive impact of person-centred support.
A person we support won the second Meath's Got Talent competition with an impressive keyboard performance. The achievement gave them the confidence to perform a solo concert in The Hive to an audience of peers and staff, and they continue to develop their musical talents in preparation for future performances
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## **PRIORITIES**
Looking ahead, care plans will continue to be developed to better reflect the individual’s voice, including the use of alternative formats such as pictorial plans, video recordings or dictated content. A social story library will be introduced to support communication and make information more accessible. There will also be increased focus on supporting people to set personal goals linked to their aspirations and interests, and celebrating achievements as they progress.
## SUPPORTED LIVING
## **OBJECTIVES & ACTIVITIES**
The Supported Living service in Godalming supports seven residents to live as independently as possible within their own home. The service has focused on supporting tenants develop daily living skills, manage appointments, and build independence and confidence within their local community. Tenants are encouraged to engage in meaningful activities, including volunteering, employment, and accessing local resources. Close collaboration with The Meath’s Health and Wellbeing team has strengthened epilepsy care, including enhanced SUDEP (Sudden Unexplained Death in Epilepsy) checklists to support safer, more informed care planning.
Core activities have included supporting tenants to develop independent living skills such as meal preparation, maintaining safe and clean homes, and managing finances. The service has worked closely with families to improve oversight of financial arrangements, helping tenants make safer and informed decisions. Alongside this, tenants have been supported to take part in social activities, attend skills-based programmes, and enjoy holidays and community events.
## **ACHIEVEMENTS & PERFORMANCE**
This year has seen important structural and operational developments across the Supported Living service. One property has been reconfigured to better meet current needs, with unused accommodation safely repurposed. Staffing models across both houses have been reviewed, resulting in the introduction of waking night support. This change has been well received by residents and has significantly strengthened overnight safety and reassurance.
The service has also made strong progress in embedding improved systems and processes. All care plans are now held on PCS (Personal Centred Software) our care management system, with staff using electronic handsets to record care notes. Recruitment during the year has focused on embedding new staff into these ways of working, ensuring consistency and alignment with wider organisational processes.
## **IMPACT**
These developments have had a positive and meaningful impact on everyone’s lives. The introduction of waking night support has improved safety and reassurance, providing a consistent level of overnight care while enabling tenants to remain in their own homes.
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One of our tenants won an outstanding award for significant progress in pottery, achieving a perfect pinch pot through perseverance, patience and dedicated practice, demonstrating increased confidence and creative achievement.
One of our tenants has managed to increase his active participation in his dance class by approximately 30 minutes per session. He now follows instructions more consistently with greater focus and confidence which has led to him being able to recall and demonstrate his dance moves to others.
Tenants have become more engaged, confident, and open in their relationships with staff, developing greater trust and feeling more able to express their views and preferences. Several tenants have increased their independence through paid employment, volunteering roles in the local community, and participation in sport and skills-based activities. One tenant received local recognition for their volunteering contribution. Others have expressed aspirations to expand their volunteering or develop travel skills.
## **PRIORITIES**
Key priorities for Supported Living include filling remaining vacancies to maintain stability and continuity of care and further strengthening outcomes-focused support planning through PCS. Maintaining the revised staffing models, strengthening independence, and continuing to improve quality through staff development, robust systems and strong collaboration will remain central to the service’s ongoing development.
## QUALITY, COMPLIANCE & REGULATION
The Meath is committed to delivering safe, effective, caring, responsive and well-led services in line with Care Quality Commission (CQC) standards and wider regulatory requirements. Strong governance, compliance and quality assurance systems underpin all aspects of service delivery and support the Charity’s objective of providing high-quality, person-centred care.
In January 2026, the Charity underwent a comprehensive CQC inspection and was awarded an overall rating of _“Good”_ , representing a significant improvement from the previous _“Requires Improvement”_ rating in 2024. This outcome reflects sustained organisational focus on strengthening quality, governance and compliance across all services.
Following the 2024 inspection, the Charity implemented a structured programme of improvement. This included strengthening governance and compliance oversight, enhancing medication management systems and clinical input, improving staff training and supervision, and embedding more robust risk management and safeguarding processes. Alongside these changes, monitoring, audit and reporting systems were further developed to provide greater oversight and assurance across services.
These improvements have led to strengthened quality of care, increased regulatory compliance and greater confidence among residents, families and stakeholders. The findings of the 2026 inspection confirmed that individuals feel safe and well supported, that care is person-centred and responsive to
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individual needs, and that staff are appropriately trained and supported. The inspection also recognised the effectiveness of governance arrangements and the positive culture across the organisation.
The Charity continues to maintain a strong quality framework, with ongoing monitoring of safety, risk, safeguarding and care standards. Quality assurance processes and regulatory oversight remain central to ensuring consistent delivery of high standards across all services.
## **FUTURE FOCUS**
The Meath will continue to embed and strengthen the improvements recognised by the CQC, with a focus on maintaining robust governance systems, consistent infection control, detailed risk assessments and high-quality personalised care planning. The organisation will build on positive staff culture and communication structures, ensuring training, safety monitoring and incident learning remain central to practice. Looking ahead, The Meath will recruit a Director of Care to support its journey to CQC Outstanding and to ensure, as minimum, it maintains the “Good” standard across all domains.
## HEALTH, WELLBEING
## **OBJECTIVES & ACTIVITIES**
During the year, the Wellbeing and Clinical Team focused on improving access to medical support and strengthening the delivery of person-centred clinical care. A key development was the introduction of a shared GP and Advanced Nurse Practitioner (ANP) model, designed to improve access to appointments and make better use of specialist expertise. Alongside this, the Charity continued to modernise clinical systems, strengthen epilepsy coordination, improve medication management through digital recording, and support individuals’ overall wellbeing.
There was also a continued focus on ensuring medication is used safely and proportionately to support wellbeing. This included strengthening person-centred approaches, improving oversight of prescribing, and ensuring that medication decisions are made with dignity, quality of life and the least restrictive approach in mind.
## **ACHIEVEMENTS & PERFORMANCE**
The introduction of the ANP role has had a positive impact on service delivery, enabling a greater volume of clinical discussions and allowing GPs to focus on more complex cases. The expansion of clinic capacity has improved access to timely medical support for the people we support.
Further developments included the transition from paper-based to electronic seizure recording, the introduction of the Camascope electronic medication administration system, and the implementation of structured medication analysis reporting. These systems have strengthened consistency, oversight and learning across services.
Medication governance has also been enhanced through the introduction of a STOMP (Stopping the OverMedication of People with a Learning Disability) tracker and improved PRN (Pro re nata – “when required”) protocols, supporting clearer, more individualised decision-making.
The appointment of a Learning Disability Nurse has further strengthened clinical leadership, supported staff development, and embedded improved practice across services.
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## **IMPACT**
These developments have resulted in improved access to clinical support, better coordination of care, and strengthened safety through more consistent recording and monitoring. Earlier identification of emerging health needs has supported a more preventative approach, reducing the risk of deterioration and improving overall outcomes.
Improvements in medication governance have ensured that treatment is better aligned to individual needs, supporting both physical health and quality of life. Alongside this, wellbeing support has helped individuals manage emotional challenges, contributing to a more holistic and person-centred approach to care.
## **PRIORITIES**
Future priorities include further developing clinical roles, strengthening staff skills and confidence, and continuing to embed digital systems across services. The Charity will also focus on aligning clinical, wellbeing and care data to better understand how support impacts individual outcomes over time.
These developments will support a more integrated, preventative and person-centred approach to health and wellbeing, ensuring care remains responsive to the changing needs of the people supported.
## SKILLS CENTRE
## **OBJECTIVES & ACTIVITIES**
Since March 2025, the Skills Centre has continued to provide a structured and inclusive programme designed to promote personal development, independence and wellbeing for individuals with complex disabilities. The Centre offers a diverse range of creative, physical, therapeutic and educational activities, each adapted to meet varied communication, mobility and sensory needs to ensure broad accessibility. In the short term, the Skills Centre aims to deliver a safe, engaging and resident-focused programme supported by structured assessment and feedback. Longer-term aims include sustaining high-quality provision, strengthening community partnerships and supporting the development of lifelong skills, confidence and social participation.
## **ACHIEVEMENTS & PERFORMANCE**
The Drama Group staged an inclusive production of _The Tempest_ , marking a significant milestone for individuals and families. Continued fundraising enabled a second programme in partnership with the Guildford Shakespeare Company, with _Romeo & Juliet_ now in rehearsal. The Choir has expanded its presence, performing at The Grange Opera House, St Clement Danes Church and various community events, contributing positively to communication skills and public engagement. Physical development opportunities have grown through the establishment of a regular dance group and the formation of The Meath football team, both of which promote wellbeing, teamwork and community participation. Therapeutic engagement has been enhanced through the expansion of monthly donkey therapy into regular small-animal sessions, providing meaningful sensory interaction. Educational development has remained strong through ASDAN Life Skills (Award Scheme Development and Accreditation Network) courses, while the Skills Centre environment has been refreshed with seasonal displays that celebrate resident achievements.
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## **IMPACT**
## **Skills Centre Buddy Scheme**
During 2025/26, we launched the Skills Centre Buddy Scheme, reflecting The Meath's values of being caring, collaborative, inclusive, empowering and proud. The scheme has grown to include 17 Skills Centre Buddies, who play an active role in supporting their peers, welcoming visitors and assisting staff with tours of the Skills Centre. Buddies have also embraced opportunities for co-production, most recently cohosting the Resident Forum alongside staff and presenting their achievements at the Family Forum. The scheme has created meaningful opportunities for leadership, responsibility and participation, enabling people we support to develop confidence, communication skills and independence while making a valued contribution to the wider Meath community.
## **Measuring the Difference We Make**
During 2025/26, the Skills Centre introduced a new Impact Assessment Model, enabling us to measure the difference our activities make against personalised outcomes. Rather than recording attendance alone, the model assesses progress at the beginning and end of each programme across five key outcome areas: confidence, communication, engagement, skill development and decision making. This enables us to evidence the personal growth achieved through meaningful participation in Skills Centre activities.
The results below demonstrate the measurable impact achieved across five of our key programmes during the year.
## **Swimming**
The swimming programme delivered the strongest measured outcomes across all Skills Centre activities, with participants achieving an average improvement of 34.7% across all assessed outcome areas. Every participant reached a meaningful personal milestone during the six-week programme, with the greatest improvements seen in confidence and engagement. Through personalised support, people with a wide range of physical and cognitive needs were able to participate successfully, including one wheelchair user who achieved full independence walking in the water—a significant milestone in confidence, strength and mobility. These outcomes demonstrate the positive impact of inclusive physical activity in promoting independence, wellbeing and personal achievement.
## **Dance**
The dance programme continued to promote confidence, wellbeing and inclusion, with participants achieving an average improvement of 16% across all measured outcomes over the four-month programme. Every participant demonstrated measurable progress in confidence, engagement, communication, skill development and decision making. Through personalised adaptations, people with varying abilities, including those with limited mobility, were able to participate successfully, demonstrating the positive impact of accessible, person-centred activities.
## **Horticulture**
The horticulture programme continued to deliver outstanding person-centred outcomes, supporting adults with a wide range of needs, including epilepsy, learning disabilities, autism and mobility impairments. Across the group, participants achieved an average outcome improvement of 31%, with every participant meeting a meaningful personal goal by the end of the programme. Significant progress was seen in confidence, independence and collaboration, with two participants achieving formal Skills Centre Buddy status in recognition of their ability to support and encourage others. Regular visits to local
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gardens enriched learning through real-world experiences, helping participants build confidence in community settings while strengthening social connections.
## **Football**
Across the football programme, participants achieved an average improvement of 11.3% in their outcome assessments, with 90% maintaining or improving their scores. Alongside measurable skill development, staff observed increased confidence, teamwork, discipline and enthusiasm, demonstrating the wider wellbeing benefits of regular participation in sport.
## **Drama**
Across the drama programme, participants achieved an average improvement of 32.9% in their outcome assessments, with almost 90% improving their scores. Alongside these measurable outcomes, staff observed significant growth in confidence, communication, teamwork and self-expression, culminating in a successful public performance that enabled people we support to showcase their talents and achieve goals many had not previously believed possible.
## **PRIORITIES**
Future priorities include further development of community partnerships to widen participation opportunities, continued investment in impact measurement to ensure robust reporting and evidence-based improvement, and enhancement of accessibility and adaptive resources across the programme. These commitments will support the Skills Centre in strengthening its contribution to individual outcomes and to the wider aims of the organisation.
## THE HIVE CAFÉ
## **OBJECTIVES & ACTIVITIES**
The Hive is our on-site Café and Social space which serves our staff, volunteers, the people we support and visitors. Due to its location at The Meath and our need to ensure the safeguarding of vulnerable adults, The Hive is not open to the general public. Café prices are kept as low as possible for our customer base and to achieve this, The Hive is subsidised.
In addition to providing Café service Monday-Friday, The Hive also runs social activities for the people we support. These include a fortnightly ‘Social Saturday’ session and a monthly ‘Around the World’ themed supper club.
We value the social opportunities that the Hive brings for the people we support, together with the benefits of having a sociable on-site café for the wider Meath community.
## **ACHIEVEMENTS & PERFORMANCE**
This year Social Saturday sessions have been well attended, and monthly super clubs continue to prove popular, selling out on most occasions.
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Despite the challenges of increasing food and drink costs, café sales continue to grow. The Hive is well supported by volunteers both at The Café and with the delivery of social events for the people we support. In 2025-26 volunteer engagement grew from an average of 15 hours per week to 21 hours per week.
The Hive team utilise volunteer skills to deliver the best customer service at the Café and social activities while keeping costs down.
## **IMPACT**
The daily café offering enables members of The Meath community to access freshly prepared food and drink at lower than high street prices. The Hive also offers a vibrant, communal space where the people we support, staff, volunteers and visitors can integrate and socialise.
Social events for the people we support help to safeguard against the risk of social isolation, in particular Social Saturday which offers weekend socialisation.
Supper Clubs offer an affordable and accessible meal out and social activity for the people we support. The impact of having access to our regular on site Supper Club includes:
- Expanded social opportunities
- Learning together through participating in the popular quiz
- Trying new foods
- Enjoying dinner with people from outside of one’s own registered service
- Increased engagement with members of the community through volunteering.
## **PRIORITIES**
The Hive will continue to strengthen its role as an important social space within The Meath community. A key priority will be sustaining the welcoming and inclusive environment that enables the people we support, staff, volunteers and visitors to come together and build meaningful connections. Maintaining an affordable café offer will remain central to this, ensuring that the space continues to be accessible to those who use it most.
Alongside the café service, The Hive will continue to develop opportunities for social engagement through activities such as Social Saturday and the monthly Supper Club. Future development will focus on building participation and strengthening the café’s contribution to community life at The Meath, including opportunities for volunteering and cross-department collaboration **.**
## MARKETING
## **OBJECTIVES & ACTIVITIES**
The Meath Marketing and Communications activities span a broad range of our organisational needs. This includes our need to recruit staff and volunteers and to attract new supporters and donations/fundraised income through ticket sales, via the promotion of fundraising events and campaigns. Through the creation of digital and print content, Marketing and Communications also support our ongoing need to attract new residents and day clients.
While The Meath does not have a research or advisory role, we aim to increase awareness of epilepsy and adult disability. By doing so, we aim to expand our reach and amplify the importance of our role in the provision of specialist epilepsy support within adult social services.
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## **ACHIEVEMENTS & PERFORMANCE**
New Marketing print initiatives include a series of ‘Come and Live Here!’ publications, which advertise the specific a residential placement vacancy we have and a Day Services specific newsletter.
Our continued activities on social media have resulted in the greatest follower increase seen in Instagram at 38.8%. Meanwhile our website traffic mirrors our social media growth, with new visitors growing in comparison to returning users.
We are proud to amplify the voices of the people we support and their families in our Marketing and Communications and believe that the voices of our beneficiaries speak volumes.
## **IMPACT**
We continue to showcase the impact that our services have on the people we support and their relatives.
Marketing activities have supported specific fundraising campaigns which aim to increase donations for specific activities. These have helped to bring in vital income for The Meath Capital Appeal and Christmas Appeal (Merry 365 Appeal).
By maintaining a strong online presence via website and social media, Marketing activities also drive the sale of tickets to our fundraising events, this brings in fundraised income while attracting new supporters.
## **PRIORITIES**
During the last financial year Marketing activities were fulfilled with the assistance of outsourced contractors, due to a change in organisational staffing structure we now plan to keep these activities inhouse and a key priority in doing this is to reduce costs. To reduce our costs and environmental impact we also plan to reduce the printing of Marketing & Communications literature/artwork by 10%.
The reduction of print will in turn help with our aim to continue increasing our online reach as audiences will be sign posted to publications/literature on our website.
Marketing activities will aim to continue supporting our key organisational needs which cover fundraising, staff recruitment and attracting new residents and day clients. We will also continue to raise awareness of epilepsy and disability through online, print and in-person/community activities.
## FUNDRAISING
Our Fundraising Team includes two in-house professional fundraisers. We do not undertake door-to-door or street fundraising and do not use external fundraisers. We fundraise to provide for and enhance the lives of the people the charity supports. We are members of The Chartered Institute of Fundraising and the Fundraising Regulator. We are compliant with the Code of Fundraising Practice, meet the standards required in law and strive to reflect best practice. We only communicate with existing donors or members of the public who have expressed an interest in our charity. We would refuse donations from any donor where their activities appear to be in direct conflict with the best interests of The Meath, or from anyone we have reasonable grounds for believing that supporter lacks the capacity to make such a decision. We have not received any complaints during the year.
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## **OBJECTIVES & ACTIVITIES**
Despite the challenging fundraising landscape, the Team has exceeded its target and are delighted report £1,174k income this financial year. We are very grateful to everyone who has supported this year. Each and every donation been so highly valued and impactful. Thank you.
The majority of The Meath’s donors wish to remain anonymous, but we are pleased to confirm restricted grant from the Community Foundation for Surrey. We are very fortunate to receive ongoing support from a variety of individuals, organisations and Trusts. We thank them all for supporting us to continue our valuable work of enabling and empowering extremely vulnerable individuals to live safe, happy and fulfilled lives.
In July 2023, we launched our £1.1m Capital Appeal and are delighted to have now hit this target. This Appeal has enabled us to restore, renovate and renew our main historic building and upgrade our internal and external systems to provide the safest home for the people we support. The Meath’s approach has been to only commence a phase of work when the necessary funds have been secured. We are delighted to have now completed all the external renovation works and the upgrade and renewal of our internal safety systems across our site will be completed shortly. Due to the risks associated with complex epilepsy, the use of modern technologies will reduce the risk to the life and provide peace of mind to staff and relatives who look after our vulnerable individuals.
## **IMPACT**
The Charity is committed to providing a variety of opportunities, combined with specialist care and support, which comes at a significant cost. The individuals we support receive funding from their own Local Authority or NHS Trust for a basic care package. The income raised by the Fundraising Team covers the cost of non-statutory services and all the extra activities, services or equipment that mean so much to those in our care. As was highlighted in last year’s report, the focus for 2025/26 has been on core funding, strengthening the Charity’s financial position and building reserves and this will remain our focus for 2026/27.
## **ACHIEVEMENTS & PERFORMANCE**
In December, we hosted a spectacular Carol Concert at St Clement Danes for which the highlight was our Meath Choir’s performance. During the summer, we held an opera event at The Grange, Hampshire where we welcome to the stage 11 world famous opera stars and our very own Meath Choir. We are so grateful to Meath parent and Ambassador, Brindley Sherratt for curating this one-off event for us and to The Grange, Hampshire hosting us.
The team also ran several smaller events in the local community. We are very grateful for everyone supporting these events and our fantastic volunteers for helping us out come in the rain or in the sunshine. Again, thank you to everyone who has volunteered, supported and engaged with The Meath over the last year.
Marketing supports all areas of The Meath which encourages multiple stakeholders to support and maintains the profile of the charity. It creates internal communications and literature for different audiences within The Meath community. In addition, Marketing have supported our fundraising and awareness of our work which includes:
- Annual Digital Christmas Appeal
- Supporting The Capital Appeal
- Supporting Fundraising & Supporter events
- Continuing to support our on-going need to attract new staff.
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## **PRIORITIES**
The focus for 2026/27 will be on strengthening core funding, building reserves and ensuring the sustainability of non-statutory services. Fundraising efforts will continue to prioritise unrestricted income and deepen relationships with donors, Trusts and community partners.
## HR & STAFF DEVELOPMENT
## **OBJECTIVES & ACTIVITIES**
Throughout 2025–26, HR have focused on strengthening workforce stability, improving compliance, and supporting the development and wellbeing of staff across the organisation. Key activities included implementing improved recruitment and retention initiatives, embedding robust CQC-compliant HR processes, enhancing training and leadership development, and modernising onboarding and documentation.
Significant work was undertaken to review and update HR policies, documentation, and systems, including the introduction of digitised onboarding processes, refreshed referencing requirements, and improved oversight of agency staff and volunteers. HR also took a more visible role in staff engagement, recognition, and communication, contributing to a stronger organisational culture aligned with The Meath’s values.
## **ACHIEVEMENTS & PERFORMANCE**
During the year, The Meath recruited 103 new staff, supporting service delivery across residential and operational teams. Vacancy levels for Support Workers reduced significantly, with a strong pipeline of new starters onboarding by year end. Recruitment strategies were strengthened through local college partnerships, attendance at careers fairs, and the successful introduction of apprenticeship pathways.
Retention monitoring was formally introduced, with monthly reporting to managers and a continued focus on reducing turnover. A new Above & Beyond recognition scheme was launched, celebrating staff contributions through monthly nominations and awards. Two staff surveys were completed, achieving strong engagement, and feedback helped shape priorities around leadership, pay and benefits, and values.
Training and development remained a key focus. Mandatory training completion rates improved significantly, with classroom training increasing to 97% and e-learning to 94.5%. Leadership development progressed well, including senior leadership workshops and a six-month management development programme for emerging leaders. Compliance training expanded to include food hygiene, Oliver McGowan training (part 2), and additional clinical competencies.
HR played a central role in supporting pay enhancements, delivering two uplifts during the financial year and a further increase effective April 2026. Agency spend reduced year-on-year following changes to supplier arrangements and negotiated rates.
## **IMPACT**
These activities had a positive impact across the organisation. Improved recruitment and reduced vacancy levels supported greater continuity of care for the people we support. Enhanced training and leadership development strengthened practice, confidence, and compliance across services, contributing to positive outcomes at inspection and audit.
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Modernised HR systems and clearer processes improved consistency, reduced risk, and ensured greater alignment with CQC expectations. Staff recognition initiatives, engagement events such as the Family Fun Day, and a growing focus on wellbeing helped foster a more positive and inclusive workplace culture. Achieving Disability Confident accreditation further reinforced The Meath’s commitment to inclusive employment practices.
## **FUTURE PRIORITIES**
Looking ahead, HR priorities for 2026–27 include embedding the revised recruitment strategy, expanding apprenticeship opportunities, and continuing to build internal talent pipelines. Further emphasis will be placed on retention, staff wellbeing, and leadership development, supported by regular staff engagement feedback.
The digitisation of HR systems will continue, alongside further review of policies and documentation to ensure they remain current, consistent, and values-led. Strengthening payroll resilience through the recruitment of a Payroll Specialist and further developing the in-house training function will help ensure sustainability, efficiency, and ongoing compliance as The Meath continues its improvement journey.
## FINANCIAL REVIEW
Financially this has been an encouraging year, total income amounted to £9.9m, representing an increase of 13% compared to last year, and expenditure totalled £9.6m, resulting in net income of £340k compared to a deficit of £164k in the previous year.
The increase in overall income was primarily driven by successful fee negotiations, maintaining occupancy levels, and continuing success in fundraising.
The increase in overall expenditure was primarily driven by investment in new people, including service managers and health & compliance personnel. Our investment in health & compliance increased as a result of planned investment in strengthening the charity's clinical, governance and regulatory oversight. This included additional specialist expertise and support resources to ensure the continued delivery of high-quality services, maintain compliance with regulatory requirements and support effective risk management.
The Charity maintained adequate cashflow throughout the year, with cash balance increasing from £1.8m to £2.4m, strengthening liquidity and supporting our investment in new infrastructure, people, and services.
The underlying operational position is a deficit of c£373k, this excludes fundraised income, investment gains, and other non-operational items. We are working hard, with our funders, to reach operational breakeven.
During the year we raised an additional £372k for our Capital Appeal which, having reached target £1.1m, has enabled us to continue improving our property and updating equipment, with the balance of our income being used to fund the services and activities mentioned above.
As shown in the Statement of Financial Activities, restricted income totalled £476k which was raised for Life Enrichment programmes, our Capital Appeal and other Residential projects. At the year-end £291k was available to progress these projects.
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Residential Services and Supported Living are our primary charitable purposes and the largest sources of income, totalling £8.4m. These are also where we face our biggest challenges in terms of rising costs driven by a combination of inflation and a shortage of care staff. During the year we continued to prioritise front-line staff pay rates which had a positive impact on recruitment, whilst at the same time investing in additional staff and systems to maintain our regulatory and safeguarding standards.
Donations and legacies total £1m this year, of which £372k is restricted for our Capital Appeal. This income provides support for our Life Enrichment programmes, through our skills centre and wellbeing teams, as well as funding the installation of air conditioning in Bradbury House and the installation of our new nurse on-call system, due to come into use early in the new financial year.
The balance of our income is from our social enterprises, our Skills Centre and The Hive Café, as well as fundraising events and investment income. These additional funds enable us to continue to provide the life enriching activities which set us apart as a centre of excellence for adults with epilepsy.
The Charity’s business plan for the years to 31 March 2027 reflects the continuing struggles to secure the correct funding, reporting a potential operational deficit of c£385k and an overall deficit of c£135k. After adjusting for non-cash depreciation c£547k and planned capital projects c£366k, forecast net cash inflow is c£198k. On this basis the Charity will continue to have adequate reserves and will be able to meet its liabilities as they fall due. Accordingly, the Trustees continue to adopt the going concern basis in preparing the financial statements.
## **RESERVES POLICY**
The Trustees recognise the need for the Charity to have sufficient free reserves (general fund) to be able to meet its charitable obligations, safeguard the continuity of services to the people we support and provide for a stable and sustainable future. Free reserves are defined as unrestricted funds that are readily available to spend, these exclude restricted funds, designated funds and any assets not easily converted to cash. The current policy is to build free reserves to an average of three months’ operating expenditure plus any one-off major capital projects. In setting this target the Trustees are mindful of the principal risks faced operationally by the Charity (see below), the potential costs of any claims or incidents that might arise, as well as dependence on variable or uncertain income (donations & grants), and the limited ability to rapidly reduce costs in the short term. The trustees monitor the free reserves with each month’s management reports. Free reserves at 31 March 2026 amounted to £2,359k, after deducting £91k to be used for capital projects, this represents 2.9 months average future fixed costs. The balance of major capital projects will come from restricted funds.
## **INVESTMENT POLICY AND OBJECTIVES**
Our objectives are to achieve capital and investment growth to maintain the value of our investments, measured against current inflation rates, whilst at the same time generating income to support our charitable activities. The Trustee Directors invest as ethically as possible, whilst also seeking to ensure the investment returns remain competitive. Investments had a value of £1,069k on 31 March 2026. Investment income for the year is £97k. The Trustee Directors can make such arrangements as they think fit for the investment of the Charity's funds and have regard to the likely timing of major future development expenditure and the level of market prices when making decisions on investments. Social, environmental and ethical aspects of making investments are regularly reviewed by the Trustee Directors together with the Charity’s investment advisers.
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## **PRINCIPAL RISKS & UNCERTAINTIES**
All significant activities undertaken are subject to a risk review as part of the initial assessment and implementation. Major risks, for this purpose, are those that have a significant impact on:
- Operational performance, including risks to our staff and volunteers
- Financial sustainability, including stability and security of income
- Achieving our aims and objectives
- Meeting the expectations of our beneficiaries and supporters
The Board of Trustees review and evaluate these risks on an on-going basis and satisfy themselves that adequate systems and procedures are in place to manage the risks identified.
The main risks identified by the Board are:
- CQC – complacency that leads to a downgrade of our GOOD rating
- Safeguarding and protection of the people we support
- Cyber security as we increasingly rely on digital processes and data
- Local authorities not increasing fees in line with inflation
- Increasing statutory costs such as National Minimum Wage and Employer National Insurance contributions
- Lack of ability to recruit, train and retain staff
- Over reliance on a few donors
The processes to mitigate these risks are summarized below:
- The Meath have utilised external experts to support the service recovery plan to ensure it is in the best possible shape for full CQC inspection in 2025
- The Trustees are actively involved in safeguarding committee meetings, safeguarding training has been rolled out to all staff, incidents are reported to and considered by the committee, more serious incidents are subject to external scrutiny through the obligatory reporting to local authority and/or CQC.
- Cyber crime awareness training has been rolled out for all staff and following the introduction of multi-factor authentication we have been able to take out cyber insurance as an extra layer of protection.
- The Finance Committee approved the recruitment of a Fees Officer to support challenging Local Authorities and NHS Trusts for annual uplifts. Letters have been sent to families, highlighting the fee gap and requesting their support with Local Authority engagement. Our last resort is to hand contracts back to local authorities if fair fees cannot be procured
- Registered Managers and the CEO hold regular meetings to ensure a robust “expression of interest” register is in place in order to mitigate against potential eviction notices
- Capacity has increased via the conversion of rooms adjoining The Cottages thereby increasing income
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- HR continually benchmark using online platforms to ensure The Meath offers competitive pay rates in the Surrey care field
- Implement new onboarding/induction tools, provide regular exit interviews for improvements and suggestions and identify new recruitment advertising platforms, supported by a new Head of HR who brings a wealth of recruitment experience.
- Trustees actively engage at Fundraising committee meetings to plan how to diversify our donor base and consider alternative ways to raise funds.
## STRUCTURE, GOVERNANCE & MANAGEMENT
## **THE CHARITY**
The charity (Registered Charity Number 200359) is unincorporated and registered with the Charity Commission in England and Wales. It is governed by its Trust Deed last amended on 25 May 2015.
- Epilepsy is covered by the Equality Act in England, Scotland and Wales, and the Disability Discrimination Act in Northern Ireland.
- Most importantly, many people with complex epilepsy can take part in the same activities as everyone else given the appropriate help and with simple safety measures applied.
## **RECRUITMENT AND APPOINTMENT OF NEW TRUSTEE DIRECTORS**
The Trustee Directors are Directors of The Meath Trustee Company Limited. The Meath Trustee Company Limited is the sole trustee of the unincorporated charity. They are recruited to maintain a balance of skills, qualifications, and experience to ensure that the Charity and its property are managed efficiently and knowledgeably. When a vacancy occurs, a profile of the new Trustee Directors is agreed, with suitable candidates identified possessing the expertise required. References are obtained for any new Trustee Director, including a criminal records bureau check.
All new Trustee Directors are given a copy of the Charity Commissioners' booklet on the responsibilities of a Trustee. A file of essential information is provided as part of their induction programme. A Governance Manual and Code of Conduct for Trustees is available. Each new Trustee Director is appointed for an initial term of four years. Once elected they do not have to be re-elected annually, but they do have to stand down at the end of their four-year term. Trustees are entitled to stand for re-election for a maximum of three terms. Continuing support and training are provided for Trustee Directors including external facilitators at regular away-days.
## **ORGANISATIONAL STRUCTURE**
The CEO is responsible for the strategic and day-to-day management of the Charity and reports to the Board of Trustees, who are Directors of the Charity. The strategic direction of the organisation is determined by the CEO with the Trustee Directors, who have overall responsibility for the Charity. The Trustee Directors also ensure that the Charity adheres to the policies and procedures laid down by the Charity Commission and the Care Quality Commission. To fulfil this role, the Trustee Directors have established the following sub-committees: Finance and Risk, Fundraising & Marketing, Health and Social Care and Nominations and Remunerations Committee. These Committees report regularly to the Board where decisions are formally agreed. Board Meetings are held every other month.
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## **ARRANGEMENTS FOR SETTING PAY OF KEY MANAGEMENT**
Remuneration of the CEO is decided by the Trustee Directors after consideration of the level paid to comparable organisations and an assessment of performance. The level of remuneration and increases paid to Senior Executives reporting directly to the CEO are proposed by the CEO and agreed by Trustee Directors.
## **RISK AND CORPORATE GOVERNANCE MATTERS**
Trustee Directors are responsible for the management of risk faced by the Charity and treat risk management as a priority. Risk awareness is emphasised throughout all levels of the organisation. Risks are identified, assessed and controls are applied throughout the year by Senior Management and staff employed by the Charity. Each risk has been grouped and evaluated according to priority and assigned to the relevant sub-committees for detailed review at least every six months. The Charity is subject to regular inspections by the Care Quality Commission (CQC) and is required to conform to the National Care Standards.
## **HEALTH & SAFETY**
As an employer, the Charity holds Health and Safety matters paramount, working to the Health and Safety at Work Act 1974 and other associated legislation. The CEO is responsible for monitoring The Meath's policy and its implementation, maintenance, and ongoing review.
The Charity has a procedure for reporting accidents, diseases and dangerous occurrences to the Health and Safety Executive and the National Care Standards Commission, with all records being kept for inspection.
## **RELATED PARTIES**
- Sally Wilson, Trustee is related to a Meath resident.
- Lee Bennett, CEO, is a Trustee at Disability Challengers, a local children’s disability charity.
Apart from the above, no other Trustee Directors of The Meath have connections with any other relevant interested parties.
## **ENVIRONMENTAL SUSTAINABILITY**
During the year, The Meath has continued to invest in its estate through refurbishment and capital improvement programmes. This included significant works to the main Grade II listed building, including roof repairs, window replacement and redecoration. These improvements are expected to enhance energy efficiency, reduce heat loss and energy consumption, and improve the overall environmental performance of the estate while providing a safer and more comfortable living environment for residents.
The Charity also seeks to minimise environmental impact through operational practices, including reducing printed materials within marketing and communications activities and increasing the use of digital channels. Future projects will continue to consider environmental efficiency and sustainability as part of long-term estate planning.
The Trustees remain committed to strengthening ESG practices across all areas of the organisation. Future priorities include further improving environmental efficiency across the estate, enhancing outcomes
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measurement for residents, and continuing to develop robust governance and risk management frameworks to support the Charity’s mission.
## REFERENCE & ADMINISTRATION
## **THE MEATH EPILEPSY CHARITY - REGISTERED CHARITY NUMBER: 200359**
The Charity is controlled by its governing document, a Deed of Trust, and constitutes an unincorporated charity. This was founded under the name "The Meath Home for Epileptic Women and Girls" in a Conveyance and Declaration of Trust dated 28th October 1896. The latest change to the governing documented was during May 2015.
## **THE MEATH TRUSTEE COMPANY LIMITED - REGISTERED COMPANY NUMBER: 05822835**
The Meath Trustee Company Limited was incorporated on the 19th of May 2006 and is the Trustee of The Meath Epilepsy Charity.
## **PRINCIPAL ADDRESS & CONTACT DETAILS**
Westbrook Road Godalming, Surrey, GU7 2QH
Tel: 01483 415095
info@meath.org.uk
www.meath.org.uk
## **PATRONS**
HM Lord-Lieutenant of Surrey, Michael More-Molyneux
The Baroness Parminter of Godalming
The Rt. Hon. Sir Jeremy Hunt MP
Richard Lockwood
Lesley Lockwood
Professor John Duncan (as of April 2025)
## **TRUSTEE DIRECTORS**
Graham Healy – Chair of Trustees
Karen Thurston
Helen Pernelet Nick Fenton Chris Alder
Mihail Calinescu
Anthony Gibbon Sally Wilson
Katie Randerson (resigned 5[th] Aug 2025)
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## **SENIOR MANAGEMENT TEAM**
## **Chief Executive Office** – Lee Bennett
**Head of Finance** – Andrew Bagley
**Head of Fundraising** - Lucy Miguda
**Head of HR** – Vanessa Mulholland
**Head of Operations** – Catherine Agca
**Senior Registered Managers** – Carole Brockwell & Tania Evans
## **AUDITORS & ADVISORS**
Auditors: MHA, 2 London Wall Place, London, EC2Y 5AU
Main Bankers: Lloyds Bank Plc, 49 High Street Godalming Surrey, GU7 1AT
Investment Advisor: JM Finn & Co, 4 Coleman Street London, EC2R 5TA
## STATEMENT OF TRUSTEE RESPONSIBILITIES
The Trustee Directors are responsible for preparing the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
The law applicable to charities in England and Wales, the Charities Act 2011, Charity (Accounts and Reports) Regulations 2008 and the provisions of the Trust Deed requires the Trustee Directors to prepare financial statements for each financial year which give a true and fair view of the situation of the Charity and of the incoming resources and application of resources, including the income and expenditure, of the Charity for that period. In preparing those final statements, the Trustee Directors are required to:
- select suitable accounting policies and then apply them consistently.
- observe the methods and principles in the Charity SORP.
- make judgements and estimates that are reasonable and prudent.
- state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements.
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Charity will continue in business.
The Trustee Directors are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the Charity and to enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of the Trust Deed.
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They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
The Trustee Directors are responsible for the maintenance and integrity of the Charity and financial information included on the Charity's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
APPROVED ON BEHALF OF THE TRUSTEES
## **Graham Healy – Chair of Trustees**
The Meath Trustee Company Limited Date : 29.07.2026
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## INDEPENDENT AUDITORS REPORT TO THE TRUSTEES OF MEATH EPILEPSY CHARITY
## **Opinion**
We have audited the financial statements of Meath Epilepsy Charity (the ‘Charity’) for the year ended 31 March 2026 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows and the notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
In our opinion the financial statements:
- give a true and fair view of the state of the Charity’s affairs as at 31 March 2026, and of its incoming resources and application or resources, including its income and expenditure for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Charities Act 2011.
## **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 Auditor responsibilities for the audit of the financial statements section of our report.
We are independent of the Charity 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. Our evaluation of the Trustees’ assessment of the entity’s ability to continue to adopt the going concern basis of accounting included critical reviews of budgets and forecasts provided.
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 Charity’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.
## **Other information**
The other information comprises the information included in the annual report other than the financial statements and our auditor’s report thereon. The Trustees are responsible for the other information
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contained within the annual report. 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. 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 course of 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.
## **Matters on which we are required to report by exception**
In the light of our knowledge and understanding of the Charity and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Report.
We have nothing to report in respect of the following matters where the Charities (Accounts and Report) Regulations 2008 requires us to report to you if, in our opinion:
- the information given in the Trustees’ Report is inconsistent in any material respect with the financial statements; or
- sufficient accounting records have not been kept; or
- the financial statements are not in agreement with the accounting records and returns; or
- we have not received all the information and explanations we require for our audit.
## **Responsibilities of Trustees**
As explained more fully in the Trustees’ responsibilities statement set out on page 28 & 29, the Trustees 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 Charity’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 Charity or to cease operations, or have no realistic alternative but to do so.
## **Auditor 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 an auditor’s report 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.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect
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of irregularities, including fraud. The specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud is detailed below:
- Enquiry of management and those charged with governance around actual and potential litigation and claims;
- Enquiry of Charity staff in finance and tax functions to identify any instances of noncompliance with laws and regulations;
- Performing audit work over the risk of management override of controls;
- Testing of journal entries and other adjustments for appropriateness;
- Evaluating the business rationale of significant transactions outside the normal course of business;
- Reviewing significant accounting estimates for bias;
- Reviewing minutes of meetings of those charged with governance during the year and post year end;
- Reviewing financial statement disclosures and testing to supporting documentation to assess compliance with applicable laws and regulations.
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: https://www.frc.org.uk/Our-Work/Audit/Audit-andassurance/Standards-and-guidance/Standards-and-guidance-for-auditors/Auditors-responsibilities-foraudit/Description-of-auditors-responsibilities-for-audit.aspx. This description forms part of our auditor’s report.
## **Use of our report**
This report is made solely to the Charity’s Trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the Charity’s Trustees those matters we are required to state to them in an auditor’s 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 Charity and its Trustees, as a body, for our audit work, for this report, or for the opinions we have formed.
## **MHA Audit Services LLP**
## Statutory auditor
London, United Kingdom
Date: 30/07/2026
MHA is the trading name of MHA Audit Services LLP, a limited liability partnership in England and Wales (registered number OC455542)
MHA are eligible to act as auditors in terms of section 1212 of the Companies Act.
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FINANCIAL STATEMENTS
## **STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2026**
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## **BALANCE SHEET AS AT 31 MARCH 2026**
The financial statements were approved and authorised for issue by the Board of Trustee Directors on 29 July 2026 and were signed on its behalf by:
## **Graham Healy (Chair of the Board of Trustee Directors)**
The Meath Trustee Company Limited
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## **STATEMENT OF CASH FLOWS**
## **FOR THE YEAR ENDED 31 MARCH 2026**
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## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 31 MARCH 2026**
## **ACCOUNTING POLICIES**
## **a) BASIS OF PREPARING THE FINANCIAL STATEMENTS**
The accounts & financial statements have been prepared in accordance with the Charities SORP (FRS102) applicable to charities preparing their accounts in accordance with FRS102 the Financial Reporting Standard applicable in the UK and Republic of Ireland and the Charities Act 2011 and UK Generally Accepted Practice as it applies from 1 January 2015.
The accounts (financial statements) have been prepared to give a ‘true and fair’ view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a ‘true and fair view’. This departure has involved following the 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) issued on 16 July 2014 rather than the previous Statement of Recommended Practice: Accounting and Reporting by Charities which was effective from 1 April 2005 but which has since been withdrawn.
The Meath Epilepsy Charity meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s).
Having considered the financial position of the Meath Epilepsy Charity and plans and forecasts for future periods, the Trustees are satisfied that there is no material uncertainty around the ability of the Charity to continue as a going concern for the foreseeable future. The financial statements have therefore been prepared on the basis that the charity is a going concern. The Trustees will continue to monitor the Charity’s financial performance and risk exposure closely and will take appropriate action to ensure the long-term sustainability of the Charity and it’s activities.
## **b) INCOME**
All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received, and the amount can be measured reliably. The main sources of income are from local authorities for providing high levels of care and residential accommodation, this is supplemented by income from social enterprises providing products & services to external clients and the general public. Income from local authorities is recognised in the year that care and accommodation is provided. Income from social enterprises is recognised in the year that a sale occurs. Fundraised income is generally accounted for on receipt or when an event has taken place, however, legacy income is recognised at the earlier of receipt or when there is certainty as to the amount and entitlement .
## **c) 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 costs related to the category. Direct costs are those which are wholly attributable to a particular activity. Support costs have been apportioned by reference to direct staff costs as an indication of activity and usage.
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## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 31 MARCH 2026**
## **ACCOUNTING POLICIES (continued)**
## **d) RAISING FUNDS**
Raising funds includes all expenditure incurred by the charity to raise funds for its charitable purposes and includes costs of all fundraising activities, events and non-charitable trading.
## **e) GOVERNANCE COSTS**
This comprises the costs of compliance with constitutional and statutory requirements.
## **f) TAXATION**
The charity is exempt from tax on its charitable activities and has been deregistered for VAT since 1 November 2023.
## **g) TANGIBLE FIXED ASSETS**
Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.
- Freehold property – between 2% and 10% on cost
- Equipment, fixtures and fittings - 20% on cost
- Motor vehicles - 20% on cost
- No depreciation is charged on freehold land.
The charity’s policy is to capitalise assets that cost £1,000 or more individually or where an investment in multiple related items together cost £1,000 or more.
## **h) FUND ACCOUNTING**
Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the Trustees. The general fund comprises unrestricted funds which are neither designated by Trustee Directors nor restricted by donors.
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.
There is one remaining designated fund within the Trust which form part of the unrestricted funds. The designated "Capital fund" has been established to support the value of investment in Fixed Assets, and thus cannot be used for the general purposes of the Charity.
## **i) INVESTMENTS**
Investments are valued at market value as at the balance sheet date. Realised and unrealised gains and losses arising on the revaluation of investments are credited or charged to the Statement of Financial Activities.
## j) **PENSION COSTS AND OTHER POST-RETIREMENT BENEFITS**
The charity supports a defined contribution group personal pension scheme. Contributions payable to the charity's pension scheme are charged to the Statement of Financial Activities in the period to which they relate. These contributions are invested in an insurance company and are therefore separate from the charity's assets.
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## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 31 MARCH 2026**
## **ACCOUNTING POLICIES (continued)**
## **Fund accounting (continued)**
## **k) EMPLOYEE BENEFITS**
Short term employee benefits, such as wages and salaries, are accrued at the amount expected to be paid for the relevant at service and not discounted for the time value of money. Termination benefits are paid immediately on termination and are therefore accrued at the amount expected to be paid and not discounted for the time value of money.
## **l) FINANCIAL INSTRUMENTS**
The Meath Epilepsy Charity Trust has financial assets of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at the present value of future cash flows (amortised costs). No discounting has been applied to these financial instruments on the basis that the periods over which amounts will be settled are such that any discounting would be immaterial.
## **m) CRITICAL ACCOUNTING JUDGEMENTS AND KEY SOURCES OF ESTIMATION**
In the application of the charity’s accounting policies, which are described within the notes above, the Trustee Directors are required to make judgements, estimates, assumptions about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an on-going basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period or in the period of the revision and future periods if the revision affects the current and future periods.
In the view of the Trustee Directors, no assumptions concerning the future or estimation uncertainty affecting assets and liabilities at the balance sheet date are likely to result in a material adjustment to their carrying amounts in the next financial year.
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## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2026**
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## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2026**
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## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2026**
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## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2026**
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## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2026**
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## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2026**
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## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2026**
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## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2026**
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