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2025-03-31-accounts

ASTON-MANSFIELD (A company limited by guarantee)

REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

Charity Registration Number: 220085 Company Number: 48350

ASTON MANSFIELD

REPORT AND FINANCIAL STATEMENTS

YEAR ENDED 31 MARCH 2025

Contents Page
Reference and administrative information 1
Trustees’ report 2 - 17
Auditors’ report 18 - 20
Statement of financial activities 21
Balance sheet 22
Cashflow statement 23
Notes to the financial statements 24 - 38

ASTON-MANSFIELD

REFERENCE & ADMINISTRATIVE INFORMATION

YEAR ENDED 31 MARCH 2025

Trustees Amanda Whiteford (Chair) Appointed 21 January 2025
Christopher C Keen (Chair) Resigned 21 January 2025
Alex Minford (Deputy Chair)
Tendai Munjayi (Treasurer)
Aadil Ravat (Young Trustee) Appointed 11 March 2025
Resigned 12 August 2025)
Asif Mangera Resigned 16 September 2025
Rev Jeremy Fraser
Louis Baxter (Young Trustee) Appointed 11 March 2025
Resigned 12 August 2025)
Mahendra Savjani
Mohammad Khan Resigned 14 May 2025
Noor Choudary
Rehan Akhtar Resigned 21 December 2024
Chief Executive Officer Diane Betts Joined 14 July 2025
Secretary Eileen Da-Silva
Bankers National Westminster Bank Plc Co-operative Bank Plc
Ground Floor, Gredley House 80 Cornhill
1-11 Broadway London
Stratford EC3V 3NJ
London
E15 4WG
Auditors HaysMac LLP
10 Queen Street Place
London
EC4R 1AG
Solicitors Russell-Cooke
2 Putney Hill
Putney
London
SW15 6AB
Registered Office Aston-Mansfield Community Centre
Unit 1, 1 Toronto Avenue
Manor Park
London
E12 5JF

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ASTON-MANSFIELD TRUSTEES’ REPORT

YEAR ENDED 31 MARCH 2025

The trustees, who are also directors for the purposes of company law, present the annual report and the audited financial statements of the organisation for the year ended 31 March 2025 which have been prepared in accordance with the Statement of Recommended Practice - Accounting and Reporting by Charities (revised 2019) and the Companies Act 2006.

OBJECTIVES AND ACTIVITIES

The objects of the charity are to develop the community wealth of East London and promote a diverse and inclusive society in which all are free to participate. These are achieved through several structured programmes and a range of activities supporting people of all ages, creeds, cultures, and abilities, principally within the London Borough of Newham.

The Newham Context

Newham remains one of the most economically vulnerable boroughs in London, with residents facing a combination of high living costs and low wages. The borough has a young, ethnically diverse population, with many large families affected by the two-child benefit cap. The long-term impacts of the COVID-19 pandemic, coupled with the ongoing cost of living crisis, have exacerbated existing poverty levels, making life increasingly difficult for the people we work with, as well as for many of our staff and volunteers. Rising living costs have pushed individuals who were previously managing into poverty.

Key Statistics for Newham

In response to these challenges, we have increased our emotional and practical support for families, adapted our food distribution services, expanded our work with vulnerable children, young people, and families, and enhanced our focus on mental health and well-being

We supported not only individual wellbeing and resilience, but also neighbourhood infrastructure and civil society. This report outlines each programme area, with direct stories, outcomes, and reflections from those we serve.

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ASTON-MANSFIELD

TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2025

ACHIEVEMENTS AND PERFORMANCE

2024-2025: A Year of Transition and Change

This year marked a pivotal chapter in our organisation’s journey, one defined by significant movement, thoughtful change, and forward momentum. After several years of planning and negotiation, we finalised the sale of our primary community facility, Durning Hall. The aging building required modernisation at the expense of service provision. This important decision enabled us to consolidate our services and fully transition operations to our Community Centre in Manor Park.

The shift to a single site required a comprehensive restructuring of our support and facilities teams to reflect our new operational model. This transformation was not without its challenges, but it has allowed us to align our resources more effectively and prepare for a more focused future.

We also experienced major leadership transitions during the year. In December 2024, we said farewell to our long-standing CEO, Claire Helman, who stepped down after 11 years of exceptional service. Claire's vision, commitment, and leadership were instrumental in shaping who we are today, and we are deeply grateful for the legacy she leaves behind.

In January 2025, we appointed an Interim CEO to steer the organisation through this period of transition. Their leadership has provided continuity and stability whilst we completed the recruitment of a new permanent CEO in July 2025.

Alongside this, we also marked a change in governance. We bid farewell to our long-standing Chair, Chris Keen, whose dedication and guidance have supported the organisation through many critical phases of growth and change. We extend our heartfelt thanks to Chris for his incredible 25 years of steady governance and stewardship. In January 2025, we welcomed Amanda Whiteford as the new Chair of the Board. Amanda brings a wealth of experience in human resources and organisational leadership, and we are excited about the expertise and fresh perspective she brings to this role.

This year also marked the eighth year of implementing our long-term strategic plan, Creating the Future . This strategy continues to guide our work and sharpen our focus on what matters most to the communities we serve.

A summary of the strategy is provided below.

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ASTON-MANSFIELD

TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2025

Creating the Future – In summary

VISION

We want to see more children, young people and families in Newham and East London leading happy healthy lives, realising their potential and unlocking their ambition.

MISSION

Using an integrated and community focused approach we will make long lasting change, offering opportunity, community and inspiration to children, families and young people in Newham and East London.

WE WILL

MAJOR CHANGES

WAYS OF WORKING

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ASTON-MANSFIELD

TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2025

Throughout this year of transformation, one constant has been the resilience, professionalism, and unwavering commitment of our staff. Their ability to adapt, stay focused, and continue delivering high-quality services has been nothing short of inspiring. We are proud of all that has been achieved in the face of change. The section below will detail our overall achievements and also our Impact and Reach across all of our services.

Achievements and Performance

In 2024–2025, we made significant progress against our strategy, with clear steps forward in leadership, service delivery, community engagement and infrastructure support. Highlights included:

Our Year in Numbers

In 2024–25, Aston-Mansfield delivered services and support across a wide range of needs and communities:

Achievements By Area of Work

A) Children’s Services: Achievements and Impact Summary (2024–25)

Aston-Mansfield’s Children’s Services continue to play a vital role in supporting children and families across Newham through a year-round offer of care, enrichment, food provision and early intervention. Our services include the Little Manor Play Project, the Manor transitional youth programme, the Little Manor Supermarket, and participated in the Holiday Activities and Food (HAF) programme. Together, these touch the lives of hundreds of children every year, supporting emotional wellbeing, physical health, learning and family stability.

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ASTON-MANSFIELD

TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2025

Little Manor Play Project

Operating 50 weeks a year, the Little Manor Play Project provides affordable, accessible childcare for children aged 5–12. Designed for working families, parents in education or those needing respite, the service includes afterschool clubs and full-day holiday provision.

The programme is co-designed with children, giving them a say in what they do and encouraging independence and confidence.

“My son enjoyed it so much. He was coming home very excited about the trips and... tired after a day full of fun! As a single working mum I wouldn't be able to provide those experiences. You made a massive difference to our small family.” — Parent

“The team are consistent and kind. I feel safe leaving my children there, and they always come home happy.” — Parent

The Manor Youth Programme

The Manor supports 11–14-year-olds during the early years of secondary school, offering space to explore identity, build resilience, and grow community connection. It runs during school holidays and is co-designed with participants.

Workshops cover wellbeing, community action, emotional literacy and leadership. Offsite trips and group projects allow young people to build friendships and gain skills. Volunteering and self-led initiatives are key features.

“This is where I learned that I can be a leader. I used to be quiet. Now I help other people when they feel anxious.” — Young person

“The Manor helped me understand how to express myself and ask for help when I need it.” — Young person

Case Study: Mason’s Journey Mason, aged 12, joined The Manor while struggling to come to terms with an autism diagnosis and recent family breakdown. Initially reserved, Mason would often remove himself from the group when overwhelmed. With support from staff, he gradually found comfort in the group and gained tools to manage social dynamics. His peers adapted to better include him, and over time Mason emerged as a thoughtful, active contributor. His reflections from the summer include:

  1. “I learnt how to make more friends.”

  2. “I am in charge of my happiness. Focusing on positive things helps.”

  3. “I learnt how to serve parents in a shop and be patient.”

“We remain in contact with Mason and his family. His story is a powerful reminder of how inclusive, child-led environments can support healing and growth.” — Programme Lead

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ASTON-MANSFIELD

TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2025

Little Manor Supermarket

Our on-site food club supports all families registered with our children’s programmes. Stocked weekly with fresh produce from City Harvest and The Felix Project, the supermarket enables parents to pick up essential items and engage with staff around wider needs.

“Going to collect from the Food Club is a lifesaver, especially during the holidays. I can’t put in words how much it helps me budget.” — Parent

“Sometimes it’s just having someone to talk to when things are tough.” — Parent

Holiday Activities and Food (HAF) Programme

Our HAF programme is fully funded by the Department for Education and provides enriching holiday care to children eligible for Free School Meals and children with Special Educational Needs and Disabilities (SEND). Children attend the full day offer free of charge and access the food club.

“The children couldn't wait to tell us about it when we returned to school. The staff went above and beyond to meet the needs of the whole family.” — Christine Lewis, Deputy DSL, Sheringham Primary

Impact Snapshot

Measured Outcomes

“All the staff have really helped my child, particularly with emotional wellbeing. It’s made a big difference to our family.” — Parent

You’re helping us raise our children. Thank you for that.” — Parent

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TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2025

B) Youth Services:

Aston-Mansfield’s Youth Services empower young people aged 14–21 in Newham through creative, skills-based, and culturally relevant programming. In 2024–25, our work focused on community connection, youth voice, heritage, and leadership. From peer-led projects to public events, our approach is rooted in trust and designed to create safe, affirming spaces where young people can grow and lead.

New Voices for Old Stories (Heritage Project)

This two-year heritage and storytelling programme invited young people aged 16–21 to explore local history, identity, and culture. Participants reinterpreted stories from Aston-Mansfield’s archive through digital media, group dialogue and creative expression.

“I never thought I’d be interested in history, but learning about our local archives and turning them into stories people can connect with was really powerful.” — Participant, age 17

Motiv! Programme

Motiv! is a dynamic, youth-led programme for 14–21-year-olds in Newham. Across 15 months, young people took part in:

Facilitators received professional training in youth work and leadership. Sessions were responsive, inclusive and co-created with participants.

“My role as a Young Facilitator helped me become more confident and personable. I use the soft skills I gained here every day.” — Young Facilitator, age 22

“Since joining Motiv!, I’ve made friends and learnt how to plan events. I speak up more now.” — Participant

Case Study: Ahmed’s Journey Ahmed, 17, was referred to Motiv! due to low confidence and growing disengagement from school. At first withdrawn, he slowly built relationships and found purpose in co-leading a session on boxing. With encouragement and consistent mentoring, Ahmed began exploring career options and is now applying to study Sports Coaching.

“I’m more confident speaking in front of others now. I didn’t think I’d say that.”

Youth Survey Networking Event In November 2024, we hosted a borough-wide Youth Networking Event, attended by young people and professionals. It created space to reflect on findings from our survey of 500 Newham youth. Discussions helped shape our programme delivery and strengthen local partnerships.

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ASTON-MANSFIELD

TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2025

Community Iftar In March 2025, over 50 guests attended our Community Iftar, hosted by young people to celebrate Ramadan and encourage interfaith connection.

“It created a meaningful space where young people could explore identity, ask questions, and just be themselves.”

Youth Services: By the Numbers

Key Outcomes

C) Community Connectors: Achievements and Impact (2024–25)

Our Community Connectors team provided personalised support for 210 individuals experiencing serious mental illness, delivering 326 one-toone and group sessions. Working within the Community Integrated Mental Health Service (CIMHS), the team offered practical and emotional support that helped people build confidence, connect with services, and feel less isolated.

Our work is trauma-informed, culturally responsive, and rooted in long-term relationship-building. Through trusted partnerships with NHS providers and community organisations, we ensure no one faces their challenges alone.

Expanded Support and Approach

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ASTON-MANSFIELD

TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2025

Real Stories, Real Change

“You made me feel like someone actually listened.” — Service User

“Now I have a plan and a place to go every week. I’m not just sitting alone anymore.” — Paul

D) Fitter Finance: Investing in Health (2024–25)

This programme supports small and minoritised health organisations to build financial resilience. Funded by City Bridge Foundation, our model includes coaching, workshops, and targeted resource-sharing to help grassroots groups navigate the funding landscape.

This Year, We Delivered:

Deeper Sector Support

Success Story: Group A Group A, a women-led grassroots initiative, was supported through charity registration, policy development, website launch and grant-readiness. With our guidance, they have launched their first funded programme on women’s wellbeing.

“We didn’t know where to begin, and now we’re applying for funding with confidence.” — Group A leader

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ASTON-MANSFIELD

TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2025

E) Wellbeing Services (2024–25)

Our wellbeing work focuses on inclusion, cultural responsiveness, and meeting unmet needs. Two standout programmes this year were:

Men’s Journaling Series A therapeutic writing and coaching group for Black and Asian men that promoted reflection, growth, and peer connection.

“This space let me be honest with myself. I’ve not had that before.”

THRIVE ADHD Pilot A 12-month peer support and psychoeducation programme for Black and Asian women on the NHS ADHD waiting list. Sessions focused on identity, stress management, and wellbeing tools.

“I finally feel seen. And more importantly, I’ve learnt what helps me thrive.”

F) Building Hire & Community Access

Our venues supported over 60 grassroots groups delivering vital services such as counselling, ESOL, health screenings, youth work, and peer support.

“Having a stable, welcoming space changes everything for our clients.” — Partner

“Friendly staff and flexible bookings make a big difference. We feel part of the place.”

G) Volunteering

Volunteering remained a key part of our work, even as we transitioned from long-term community spaces. We supported 40 volunteers across roles in retail, reception, wellbeing and online services. Our flexible model allowed us to support a wide range of people, from students to retirees to those facing barriers to employment.

Highlights

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ASTON-MANSFIELD

TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2025

Stories of Change

“Although the shop closed, I’m now helping with events. It keeps me learning.”

“This was my first real experience of work. I felt trusted and supported.”

FINANCIAL REVIEW

The statement of financial activities shows a net deficit for the year of £69,124 (2024: £66,880). Income increased by 8.4% in the year to £1,758,886. Total expenditure also increased by 8.2% to £1,828,010 compared with prior year: £1,689,603.

Other than bank deposits the charity does not hold financial investments.

Reserves Policy

The Trustees review on a quarterly basis the charity’s development and operational plans, future funding needs and its overall resilience and financial stability in light of its ability to meet its charitable objectives for the foreseeable future (usually a period upto 3 years).

Trustees consider the need to ensure viability of the charity beyond the immediate future, absorb setbacks and be able to take advantage of opportunities and new initiatives.

In recent years, A-M’s Board of Trustees made a strategic decision to adopt a “zero level” reserves policy. The Trustees recognised that unrestricted reserves would be used strategically, not simply held. The zero-reserves policy allowed us to focus on transformational change, with the understanding that it would be backed by appropriate oversight, planning, and long-term support structures. As significant capital works (Aston Mansfield Community Centre) have been largely completed and the Forest Gate (Durning Hall) site disposed, the Board of Trustees will consider the relevance of the zero reserves policy going forward.

As discussed in the Trustees’ Report, Aston Mansfield Charitable Trust (“AMCT”)’ a sister charity (see Note 19 to the Accounts) has provided the charity with an annual grant to support its work on strategic development, marketing and communications, fundraising, financial management and volunteer development.

We continue to rely on and actively pursue grants, contracts, and earned income to fund the day-to-day delivery of our charitable programmes. The presence of a supportive base, provided by AMCT, allows us to plan ahead with confidence, but fundraising remains absolutely essential to the delivery and scaling of our work.

The charity’s reserve position as at 31 March 2025 is disclosed in Note 18 to the Accounts. At 31 March 2025 the charity held total funds of £1,531,358 (2024 - £1,600,482) of which £ 1,366,389 (2024 - £1,393,398) represents the Endowment Fund, Restricted Fund £99,668 (2024 - £92,439) and Unrestricted Fund £65,301 (2024 - £114,645).

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ASTON-MANSFIELD

TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2025

PLANS FOR FUTURE PERIODS

As we look to the future, Aston-Mansfield is entering a new chapter with renewed leadership, refreshed governance, and ambitious plans to deepen our impact across Newham.

In July 2025, we welcomed a new permanent Chief Executive Officer. This appointment marks the end of a short period of interim leadership and brings long-term stability and vision to our organisation. With the arrival of our new CEO, we are confident that Aston-Mansfield will be wellpositioned to grow and adapt to the evolving needs of the communities we serve.

Our Board of Trustees has also seen positive changes, with the recent recruitment of two dynamic Young Trustees who bring fresh perspectives and lived experience. While our governance is now more balanced and reflective of the community, we recognise the need to continue strengthening the Board and may look to recruit additional members in the coming year to ensure we have the right mix of skills, diversity, and strategic oversight.

We remain firmly committed to expanding our service provision across all age groups — from children and young people to adults — by developing new projects and enhancing existing ones. Our focus will be on responsive, inclusive services that support local people to thrive.

Partnership remains at the heart of our approach. We will take a more active and strategic role in One Newham and other local collaborations to ensure we are contributing meaningfully to borough-wide efforts. By strengthening our partnership work, we aim to amplify our voice, share resources, and increase the collective impact of the voluntary and community sector.

We intend to strengthen our relationship with our partner organisation, Lambourne End, a charity that reconnects over 12,000 people each year with nature through outdoor learning, adventure, and farm-based experiences. Lambourne End delivers its impactful programmes on land we own, and we are continually inspired by the scale and quality of their work. Over the coming period, we aim to formalise our partnership further, supporting shared objectives and deepening the long-term impact of our collaboration"

Finally, we have exciting plans to refurbish our community centre, transforming it into a vibrant, accessible community hub. This redevelopment will not only improve the space for service delivery but also increase opportunities for local organisations to rent space and connect with residents. By investing in our infrastructure, we are investing in the long-term sustainability and relevance of Aston-Mansfield as a trusted community anchor.

Together, these developments mark a period of renewal and opportunity. With strong leadership, clear priorities, and deep local roots, we are ready to take bold steps forward in 2025 and beyond.

STRUCTURE GOVERNANCE AND MANAGEMENT

Aston-Mansfield is a registered charity (number 220085) and a company limited by guarantee (number 48350). The charity is governed by its Articles of Association. These were revised in the light of current legislation and adopted by the members on 14 April 2010.

We have between 7 and 15 trustees at any one time, two of whom are appointed by Aston-Mansfield Charitable Trust. We aim to have a Board whose skills and diversity mix fit with Aston-Mansfield’s strategic direction, core activities and regulatory requirements. Trustees are appointed through an open recruitment process, which includes an interview with the Chair, and at least one other Trustee, followed by confirmation by the Board.

There is an induction process for new trustees which includes an induction pack, introductory sessions with the Chief Executive and management team, and project visits. New trustees are supported by more experienced trustees through a ‘buddying’ system.

The trustees meet at least six times a year. Trustees are updated on significant regulatory and sector developments, and participate in training on core issues, for example safeguarding.

The day to day management of the charity is delegated to the Chief Executive Officer who consults regularly with the Chairman and reports to the trustees at each of their meetings.

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ASTON-MANSFIELD

TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2025

RISK MANAGEMENT

The trustees continue to operate a robust risk management strategy, which includes:

With the successful sale of Durning Hall, the charity has resolved several significant risks previously identified — including those relating to redevelopment delays and reputational issues.

The current major risks identified by the trustees include:

In addition, the global context presents emerging risks. With multiple active conflicts around the world and growing geopolitical instability, many of our beneficiaries, particularly those from refugee, migrant, and diaspora communities, may be directly or indirectly affected. These global tensions also contribute to broader financial and market volatility, which may impact both our investments and the funding landscape.

The Trustees are closely monitoring these developments and continue to take action to mitigate risk wherever possible, including investing in staff wellbeing, strengthening internal systems, and pursuing new income generation opportunities. There is an active risk register which is held by the CEO and reviewed by the Board on an annual basis.

On this basis, the Trustees are satisfied that all material risks are being actively managed, and that Aston-Mansfield remains in a stable position with adequate resources to continue its work in the foreseeable future.

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ASTON-MANSFIELD

TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2025

PAY POLICY FOR SENIOR STAFF

The directors consider that the Board of Directors, who are the charity’s trustees, and the Chief Executive Officer comprise the key management personnel of the charity, in charge of directing and controlling, running, and operating the charity on a day to day basis. All trustees give of their time freely, and no trustee received remuneration in the year. Details of trustees’ expenses and related party transactions are disclosed in note 13 and note 19 of the accounts.

The pay of the Chief Executive is reviewed by the trustees annually, and a Remuneration Committee, whose role includes setting the remuneration of the Chief Executive, was established in July 2018. Any increase is based on benchmarking against pay levels in other comparator charities, and performance against agreed objectives.

PUBLIC BENEFIT STATEMENT

The trustees confirm that they have complied with the duty in Section 17 of The Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission in determining the activities undertaken by the charity.

The charity’s charitable purpose is detailed in its objects, which are to develop, for the public benefit, the community wealth of East London and promote a diverse and inclusive society in which all are free to participate.

Delivery of public benefit is achieved through direct provision of services through the charity’s work with children, young people, and families and through the use of its community buildings. The charity is actively engaged in working in partnership with other voluntary sector organisations, and the local authority to ensure an enhanced quality of life to members of the community.

FUNDRAISING PRACTICE AND PERFORMANCE

Aston-Mansfield's fundraising is largely focused on raising funds from Trusts and Foundations and earning income from the public through charity shop sales. The main source of income raised from the public has been trading activity through the charity shop which closed in November 2024. Hence, the charity is not signed up to any voluntary fundraising regulation. Aston-Mansfield staff and volunteers undertake all fundraising activity, and there have been no complaints received by Aston-Mansfield about its fundraising activities (2024: No complaints).

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ASTON-MANSFIELD

TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2025

SISTER CHARITY

Aston-Mansfield has a sister charity, Aston-Mansfield Charitable Trust (AMCT) to which Aston-Mansfield is connected. The two charities have similar objects, which encompass supporting and developing disadvantaged communities in East London.

Aston-Mansfield achieves its impact through the direct provision of services to children and young people and families, and through renting space in the community buildings to other groups and organisations in the not for profit sector. Additionally, it provides resources, expertise and training to other groups and organisations in the not for profit sector, thus enabling those organisations to deliver their services to their clients and communities.

The two charities are separate organisations, each with their own Charity Commission registration numbers, governance arrangements and financial management processes and procedures. The Aston-Mansfield Board currently has 9 Trustees, 4 of whom are Trustees of AMCT. The AMCT Board currently has 8 Trustees, 4 of whom are not a Trustee of Aston-Mansfield. We believe this balance of shared knowledge and independence is beneficial for both organisations. Board meetings are held and minuted separately. It should be noted that Aston-Mansfield prepares and reports on completely separate Accounts with its own reserves and a clear Reserves Policy.

As Aston-Mansfield’s work meets AMCT’s funding criteria, the charity applies to AMCT for a grant on an annual basis. The size of the grant awarded depends on several factors including the level of disposable income available to AMCT, the performance of Aston-Mansfield in the previous year and its needs in respect of its work on strategic development, marketing and communications, fundraising, financial management and volunteer development. AMCT has supported AM’s additional operational costs incurred through COVID and while the property portfolio was rationalised. Aston-Mansfield reports regularly on its performance to AMCT. AMCT also awards grants to other charities, through an open application process, based on defined priorities and funding criteria.

The charity remains grateful to AMCT for its generosity in this matter, but recognises this arrangement is dependent on several factors, not least the current economic climate and property markets, and current support is no guarantee of future support. Aston-Mansfield acts as the managing agent for several AMCT’s properties, and this enables Aston-Mansfield to spend more of its voluntary income on direct work with its beneficiary groups.

Whilst Aston-Mansfield is extremely grateful to AMCT for the continued support of its work, the Trustees recognise this support is agreed on an annual basis and can never be guaranteed. Aston-Mansfield is therefore continually seeking new sources of voluntary income to guarantee the future of its services.

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ASTON-MANSFIELD

TRUSTEES’ REPORT (continued)

YEAR ENDED 31 MARCH 2025

STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The trustees (who are also the directors of the Aston Mansfield for the purposes of company law) are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

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

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

In so far as we are aware:

In preparing the Trustees Report, the Trustees have taken advantage of the exemption available to small companies and have not prepared a strategic report.

Approved by the Board on 16 September 2025 and signed on their behalf by:

AWHiteford

A Whiteford Chair

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INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF ASTON-MANSFIELD

Opinion

We have audited the financial statements of Aston-Mansfield for the year ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, 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:

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’s 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.

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

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

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Trustees’ 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.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

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INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF ASTON-MANSFIELD

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Report (which incorporates the directors’ report).

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

Responsibilities of trustees for the financial statements

As explained more fully in the trustees’ responsibilities statement set out on page 17, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

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

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

Based on our understanding of the charitable company and the environment in which it operates, we identified that the principal risks of noncompliance with laws and regulations related to regulatory requirements charities and companies in England and Wales, and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006, the Charities Act 2011, income tax and payroll tax.

We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls), and determined that the principal risks were related to posting inappropriate journal entries to revenue and management bias in accounting estimate and application of controls around authorisation of expenditure and payments. Audit procedures performed by the engagement team included:

19

INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF ASTON-MANSFIELD

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 noncompliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an 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 charitable company and the charitable company's members, as a body, for our audit work, for this report, or for the opinions we have formed.

Jane Askew Senior Statutory Auditor for and on behalf of HaysMac LLP Chartered Accountants and Statutory Auditors Date: 25 September 2025

10 Queen Street Place London EC4R 1AG

20

ASTON-MANSFIELD

STATEMENT OF FINANCIAL ACTIVITIES

YEAR ENDED 31 MARCH 2025

Endowment Restricted Unrestricted
2025		 2024
Funds Funds Funds Total Total
£ £ £ £ £
Income Notes
Income from donations and legacies
Donations - - 25 25 130
Income from charitable activities
Grants 3 - 267,584 1,041,598 1,309,182 1,050,529
Project income - - 570 570 638
Rents and facility hire 4 - - 400,312 400,312 500,948
Income from other trading activities
Shop sales - - 26,420 26,420 47,063
Other income 5 - - 22,377 22,377 23,415
Total income - 267,584 1,491,302 1,758,886 1,622,723
Expenditure
Expenditure on raising funds
Fundraising - - (66,294) (66,294) (90,625)
Shop operating costs - - (74,791) (74,791) (46,278)
Expenditure on charitable activities
Lifelong learning - (124,640) (290,226) (414,866) (366,333)
Healthy living - (89,827) (83,054) (172,881) (135,840)
Community development - (45,888) (34,684) (80,572) (39,771)
Community buildings (27,009) - (991,597) (1,018,606) (1,010,756)
Total expenditure 6 (27,009) (260,355) (1,540,646) (1,828,010) (1,689,603)
Net income/(expenditure) (27,009) 7,229 (49,344) (69,124) (66,880)
Transfers between funds - - - - -
Net movement in funds (27,009) 7,229 (49,344) (69,124) (66,880)
Fund balances as at 1 April 2024 1,393,398 92,439 114,645 1,600,482 1,667,362
------------------------- --------------------- --------------------- ------------------------- -------------------------
FUND BALANCES AT 31 MARCH 2025 £1,366,389 £99,668 £65,301 £1,531,358 £1,600,482
=========== ========= ========= =========== ===========

There were no recognised gains and losses other than those stated above.

No separate Summary Income and Expenditure Account has been produced as this statement incorporates all Income and Expenditure. Net income for the purposes of Companies Act 2006 excludes income and expenditure in respect of endowment funds.

Excluding movements on endowment funds, net deficit for the year was £42,115 (2024: net deficit £39,871).

A full comparative Statement of Financial Activities is included at note 22.

The notes on pages 24 to 38 form part of these financial statements.

21

ASTON-MANSFIELD

Company Number: 48350

BALANCE SHEET

AT 31 MARCH 2025

2025 2024
Notes £ £ £ £
FIXED ASSETS
Tangible assets 9 1,563,838 1,591,652
CURRENT ASSETS
Debtors 10 55,165 66,803
Cash at bank and in hand 101,958 105,120
-------------------- --------------------
157,123 171,923
CREDITORS: amounts falling
due within one year 11 (189,603) (163,093)
---------------------- ----------------------
NET CURRENT ASSETS (32,480) 8,830
--------------------- ---------------------
NET ASSETS £1,531,358 £1,600,482
============ ============
Funds:
Endowment Fund 15 1,366,389 1,393,398
Restricted Fund 16,20 99,668 92,439
Unrestricted Fund 17 65,301 114,645
----------------------------- -----------------------------
TOTAL NET ASSETS AT
31 MARCH 2025 18 £1,531,358 £1,600,482
============ ============

The financial statements were approved and authorised for issue by Board of the Trustees on 16 September 2025 and were signed below on its behalf by:

AWHiteford Amanda Whiteford Chair

TMunjayi

Tendai Munjayi Treasurer

The notes on pages 24 to 38 form part of these financial statements.

22

ASTON-MANSFIELD

CASHFLOW STATEMENT

FOR THE YEAR ENDED 31 MARCH 2025

2025 2024
Notes £ £
CASH USED/GENERATED IN OPERATING ACTIVITIES 12 (3,162) (28,177)
CASH FLOWS FROM INVESTING ACTIVITIES
Purchase of tangible fixed assets 9 - (2,322)
-------------------- --------------------
(DECREASE)/INCREASE IN CASH AND CASH EQUIVALENTS IN THE (3,162) (30,499)
YEAR
Change in cash and cash equivalents in the reporting period
Cash balances at 1 April 2024 105,120 135,619
--------------------- ---------------------
CASH BALANCES AT 31 MARCH 2025 £101,958 £105,120
========= =========

The notes on pages 24 to 38 form part of these financial statements.

23

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2025

1. ACCOUNTING POLICIES

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

Accounting Basis

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (second edition, effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Aston-Mansfield 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). These financial statements have been drawn up in the historical accounting basis, except that certain freehold properties are carried at valuation.

The financial statements incorporate the assets and liabilities of The Lady Trower Trust (Registered Charity number 303172) under a charity commission scheme dated 1994.

The accounts are prepared in pounds sterling, rounded to the nearest pound.

Preparation of accounts on a going concern basis

The trustees consider there are no material uncertainties about the Charity’s ability to continue as a going concern. The review of our financial position, reserves levels and future plans gives Trustees confidence the charity remains a going concern for the foreseeable future.

In reaching this conclusion, the trustees have reviewed cash flow forecasts covering a period of more than one year from the date of approval of these accounts.

Critical accounting judgements and estimates

In preparing these financial statements, management has made judgements, estimates and assumptions that affect the application of the charities accounting policies and the reported assets, liabilities, income and expenditure and the disclosures made in the financial statements. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. No significant estimates, judgements or assumptions have been applied in the preparation of these financial statements.

Income recognition

Income from shop sales, rents and facility hire and management consultancy fees are accounted for when receivable. Grants are accounted for when the charity becomes entitled to the funding and donations are accounted for when received.

Expenditure

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to that category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Direct costs, including directly attributable salaries, are allocated on an actual basis to the relevant areas of programme activity. Overheads and other salaries are allocated between expense headings on the basis of time spent.

Support costs which include central office administration are allocated across the categories of cost of raising funds’, charitable activities and governance costs. The basis of allocation is set out in note 7 c). Governance costs are the costs associated with the governance arrangements relating to the general running of the charity, including costs of strategic planning for the longer term development of the charity.

Irrecoverable VAT is charged as a cost in the statement of financial activity.

24

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2025

Fixed Assets

Buildings are depreciated at a rate of 2% per annum.

Other assets are depreciated, in equal annual instalments, over their economic lives at the following rates:

Electronic equipment 25%
Furniture and other equipment 15%
Motor vehicles 25%
AMCC Adventure Playground 10%

Assets costing more than £500 are capitalised.

Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments, including trade and other debtors and creditors are initially recognised at transaction value and subsequently measured at their settlement value.

Stocks

Stocks are valued at the lower of cost, on a first-in-first-out basis, and net realisable value.

Operating leases

Rentals payable are charged on a time basis over the term of the lease.

Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

Debtors

Trade and other debtors are recognised at the settlement amount. Prepayments are valued at the amount prepaid net of any trade discounts due.

Creditors and provisions

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

Foreign currency translation

The charities functional and presentation currency is pound sterling. Monetary assets and liabilities denominated in foreign currencies are translated into sterling at the rates of exchange ruling at the balance sheet date. Transactions in foreign currencies are recorded at the rate ruling at the date of the transaction. All differences are recognised in the Statement of Financial Activities.

Employee benefits

Short term benefits including holiday pay are recognised as an expense in the period in which the service is received.

Termination benefits are accounted for on an accrual basis and in line with FRS 102.

Aston-Mansfield operates a defined contribution pension scheme for the benefit of its employees. The assets of the scheme are held independently from those of Aston-Mansfield in an independently administered fund. The pensions costs charged in the financial statements represent the contributions payable during the year.

Fund accounting

Funds held by the charity are:

• Unrestricted funds

These are general funds which can be used in accordance with the charitable objects at the discretion of the trustees.

25

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2025

• ACCOUNTING POLICIES (Continued)

• Endowment funds

These are permanent funds and must be held indefinitely consisting of two sites of land and property. They are not expendable. However, one of the endowed assets may be changed, for instance the proceeds arising from the sale of the property might be invested in other suitable forms of endowed investment or in the other endowed property. These funds arise from the amalgamation of The Lady Trower Trust with those of the charity in 1994.

Taxation

The charity’s activities are exempt from income tax and corporation tax. The charity is registered for Value Added Tax. Certain of the charity’s activities are exempt or non-business activities for Value Added Tax purposes and consequently the charity is unable to reclaim all the Value Added Tax it incurs on its purchases. Expenditure in these financial statements is therefore shown inclusive of Value Added Tax suffered.

LEGAL STATUS

The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of a winding up is limited to £0.50.

3.

4.

INCOME FROM GRANTS 2025 2024
£ £
Grant income classified within income from charitable activities
Aston Mansfield Charitable Trust 1,041,158 848,885
Local government - 26,900
Other statutory bodies 84,472 -
Corporate bodies 181,752 172,944
Trusts and Livery companies 1,800 1,800
----------------------- -----------------------
£1,309,182 £1,050,529
========= =========
Income attributable to fundraising efforts is £267,584 (2024: £201,644).
RENTS AND SIMILAR INCOME 2025 2024
£ £
Property rental income 362,310 462,876
Wayleave income 37,982 37,982
Facility hire 20 90
------------------------- -------------------------
£400,312 £500,948
========== ==========

26

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2025

5. OTHER INCOME 2025 2024
£ £
Cost recoveries 19,920 18,586
Sundries 2,457 4,829
- --------------------- - ---------------------
£22,377 £23,415
========== ==========
6. EXPENDITURE Staff Support Other direct Total
Costs Costs Costs 2025
£ £ £ £
a) Analysis of total expenditure
Cost of raising funds
Fundraising 50,671 15,623 - 66,294
Shop operating costs 60,767 14,024 - 74,791
------------------ ------------------ ----------------- ------------------
111,438 29,647 - 141,085
------------------ ------------------ ------------------ ------------------
Charitable activities
Unrestricted funds
Lifelong learning 160,209 91,085 38,932 290,226
Healthy Living 68,194 14,706 154 83,054
Community development 23,260 11,376 48 34,684
Community buildings 503,904 487,693 - 991,597
--------------------- ---------------------- ---------------------- ---------------------------
755,567 604,860 39,134 1,399,561
---------------------- ---------------------- ---------------------- --------------------------
Restricted funds
Lifelong learning 99,291 7,958 17,391 124,640
Healthy Living 80,846 5,215 3,766 89,827
Community development 20,057 3,120 22,711 45,888
Community buildings - - - -
---------------------- ---------------------- ----------------- ----------------------
200,194 16,293 43,868 260,355
---------------------- ---------------------- ------------------ ----------------------
Endowment Funds
Community buildings - 27,009 - 27,009
------------------ ------------------ ------------------- ------------------
Total expenditure 2025 £1,067,199 £677,809 £83,002 £1,828,010
========= ========= ========= ===========

27

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2025

6. EXPENDITURE (continued) Direct Central Total
Costs Services 2025
b) Analysis of staff costs £ £ £
Cost of raising funds
Fundraising 50,671 - 50,671
Shop operating costs 60,767 - 60,767
Charitable activities
Unrestricted funds
Lifelong learning 111,816 48,393 160,209
Healthy living 40,708 27,486 68,194
Community development 8,224 15,036 23,260
Community buildings 373,459 130,445 503,904
Central services 221,360 (221,360) -
Restricted funds
Lifelong learning 99,291 - 99,291
Healthy living 80,846 - 80,846
Community development 20,057 - 20,057
Endowment fund
Community buildings - - -
------------------- ---------------- -------------------
Total staff costs 2025 £1,067,199 - £1,067,199
======== ======= =========
Total staff costs 2024 £976,419 £- £976,419
========= ====== =========
c) Analysis of support costs Admin Property Travel Finance Depreciation Governance Central Total
Costs Costs Costs Costs Services 2025
£ £ £ £ £ £ £ £
Cost of raising funds
Fundraising 14,240 - - 1,383 - - - 15,623
Shop operating costs 2,299 10,340 - 800 - 585 - 14,024
Charitable activities
Unrestricted funds
Lifelong learning 11,324 - - 7,181 - 48,831 23,749 91,085
Healthy living 438 - - 779 - - 13,489 14,706
Community development 2,960 - - 1,038 - - 7,378 11,376
Community buildings 21,855 322,545 3,440 56,983 - 18,855 64,015 487,693
Central services 14,693 150 - 11,245 805 81,738 (108,631) -
Restricted funds
Lifelong learning - - - - - 7,958 - 7,958
Healthy living 4,487 678 - - - 50 - 5,215
Community development 3,120 - - - - - - 3,120
Community buildings - - - - - - - -
Endowment fund
Community buildings - - - - 27,009 - - 27,009
------------------ -------------------- ----------------- ------------------- ---------------------- -------------------- ---------------- ---------------------
Total support costs 2025 £75,416 £333,713 £3,440 £79,409 £27,814 £158,017 £- £677,809
======== ========= ======== ======== ======== ======= ======= =========

Central services staff costs and support costs are allocated to each of the programmes dependent on the volume of activity.

28

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2025

6. EXPENDITURE (continued) 2025 2024
£ £
d) Analysis of governance costs
Legal, consultancy and professional fees 128,532 73,480
Audit fees 23,575 20,175
Health and safety 5,876 1,667
Companies House 34 13
-------------------- --------------------
£158,017 £95,335
======== ========
Staff Support Other direct Total
Costs Costs Costs 2024
£ £ £ £
e) Analysis of total expenditure – prior year
Cost of raising funds
Fundraising 78,216 12,409 - 90,625
Shop operating costs 38,333 7,945 - 46,278
------------------ ------------------ ------------------ ------------------
116,549 20,354 - 136,903
------------------ ------------------ ------------------ ------------------
Charitable activities
Unrestricted funds
Lifelong learning 204,894 92,331 42,856 340,081
Healthy living 26,058 7,712 444 34,214
Community development 11,727 4,281 - 16,008
Community buildings 494,638 489,109 - 983,747
---------------------- ---------------------- ---------------------- ---------------------------
737,317 593,433 43,300 1,374,050
---------------------- ---------------------- ---------------------- --------------------------
Restricted funds
Lifelong learning 12,939 690 12,623 26,252
Healthy living 97,684 1,819 2,123 101,626
Community development 11,930 1,023 10,810 23,763
Community buildings - - - -
---------------------- ---------------------- ------------------ ----------------------
122,553 3,532 25,556 151,641
---------------------- ---------------------- ------------------ ----------------------
Endowment Funds
Community buildings - 27,009 - 27,009
------------------ ------------------ ------------------- ------------------
Total expenditure 2024 £976,419 £644,328 £68,856 £1,689,603
========= ========= ========= ===========

29

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2025

6. EXPENDITURE (continued) Direct Head Total
Costs Office 2024
f) Analysis of staff costs – prior year £ £ £
Cost of raising funds
Fundraising 78,216 - 78,216
Shop operating costs 38,333 - 38,333
Charitable activities
Unrestricted funds
Lifelong learning 164,420 40,474 204,894
Healthy living 233 25,825 26,058
Community development 21 11,706 11,727
Community buildings 315,114 179,524 494,638
Central services 257,529 (257,529) -
Restricted funds
Lifelong learning 12,939 - 12,939
Healthy living 97,684 - 97,684
Community development 11,930 - 11,930
------------------- ---------------- -------------------
Total staff costs 2024 £976,419 £- £976,419
======== ======= =========
Total staff costs 2023 £1,050,034 £- £1,050,034
========= ====== =========
g) Analysis of support costs Admin Property Travel Finance Depreciation Governance Head Total
- prior year Costs Costs Costs Costs Office 2024
£ £ £ £ £ £ £ £
Cost of raising funds
Fundraising 11,113 - - 1,296 - - - 12,409
Shop operating costs 848 7,076 21 - - - - 7,945
Charitable activities
Unrestricted funds
Lifelong learning 21,273 - - 8,937 - 52,161 9,960 92,331
Healthy living - - - 1,268 - 91 6,353 7,712
Community development 934 - - 466 - - 2,881 4,281
Community buildings 38,651 344,148 5,819 50,286 650 5,380 44,175 489,109
Central services 12,918 - - 12,837 - 37,614 (63,369) -
Restricted funds
Lifelong learning 30 660 - - - - - 690
Healthy living 25 1,861 - (156) - 89 1,819
Community development 1,023 - - - - - - 1,023
Community buildings
Endowment fund
Community buildings - - - - 27,009 - - 27,009
------------------ -------------------- ----------------- ------------------- ---------------------- -------------------- ---------------- ---------------------
Total support costs 2024 £86,815 £353,745 £5,840 £74,934 £27,659 £95,335 - £644,328
======== ========= ======== ======== ======== ======= ======= =========

30

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2025

7. NET INCOME 2025 2024
£ £
Net income is stated after charging:
Professional advice insurance including trustee indemnity cover 1,840 1,752
Depreciation 27,814 27,659
Audit fees 23,575 20,175
=======
 =========
8. STAFF EMPLOYMENT 2025 2024
£ £
Salaries and wages 864,494 821,820
Social security costs 70,181 69,980
Pension costs 63,453 62,926
Other staff costs 24,722 21,693
Redundancy payments 44,349 -
---------------------- ----------------------
Total Staff Costs £1,067,199 £976,419
========= ===========

No employee received remuneration for the year in the band £60,000 to £70,000 (2024 – 1) and no pension costs (2024 – £32,516), were paid in relation to this employee.

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

2025 2024
Part Time Full Time Part Time Full Time
Community work 20 7 27 8
Central Administration - 5 - 5
Fundraising - 2 - 2
------- ------- ------- -------
20 14 27 15
=== === === ===
Full time equivalents 2025 2024
The number of full time equivalent posts is 31.01 32.08
========= =======

The total employee benefits of the key management personnel of the charity were £79,668 (2024: £96,158).

31

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2025

9. TANGIBLE FIXED ASSETS Land and Furniture and Motor
Buildings Equipment Vehicles Total
£ £ £ £
Cost or valuation
At 1 April 2024 2,155,448 1,002,513 51,453 3,209,414
Additions - - - -
Disposals - (974,268) (16,980) (991,248)
------------------------- --------------------- ---------------------- -------------------------
At 31 March 2025 2,155,448 28,245 34,473 2,218,166
------------------------- --------------------- ---------------------- -------------------------
Depreciation
At 1 April 2024 566,477 999,834 51,451 1,617,762
Charge for year 27,009 805 - 27,814
Disposals - (974,268) (16,980) (991,248)
------------------------- --------------------- ---------------------- -------------------------
At 31 March 2025 593,486 26,371 34,471 654,328
------------------------- --------------------- --------------------- -------------------------
Net Book Value
At 31 March 2025 £1,561,962 £1,874 £2 £1,563,838
========== ========= ========== =============
At 31 March 2024 £1,588,971 £2,679 £2 £1,591,652
=========== ========= ========== =============
All assets are used for charitable purposes.
10. DEBTORS 2025 2024
£ £
Rent Receivable 46,847 52,687
Other debtors and prepayments 8,318 14,116
----------------------- -----------------------
£55,165 £66,803
========= ==========
11. CREDITORS: due within one year 2025 2024
£ £
Aston Mansfield Charitable Trust 16,672 2,056
Deferred income 71,756 49,231
Taxation and social security 11,449 25,892
VAT payable 847 525
Other creditors and accruals 88,879 85,389
-------------------------- --------------------------
£189,603 £163,093
========== ==========

32

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2025

12. RECONCILIATION OF NET MOVEMENT IN FUNDS TO NET 2025 2024
CASH (OUTFLOW)/INFLOW FROM OPERATING £ £
ACTIVITIES
Net movement in funds (69,124) (66,880)
Depreciation and amortisation 27,814 27,659
(Decrease)/increase in creditors 26,510 (26,274)
(Increase)/decrease in debtors 11,638 37,318
------------------------------ ------------------------------
Net cash (outflow)/inflow from operations (£3,162) (£28,177)
============ ============

13. DIRECTORS/TRUSTEES’ REMUNERATION

No director has received any remuneration or reimbursement of expenses (2024: Nil).

14. CHARITY COMMISSION SCHEME

Under a scheme approved by the Charity Commissioners in 1994, the Golden Jubilee Trust merged with Aston-Mansfield and AstonMansfield also became the corporate trustee of the Lady Trower Trust, which is the proprietor of the land at Lambourne End and Burges Road, East Ham. Their accounts are merged with those of this charity with effect from 1 October 1993.

15.

ENDOWMENT FUNDS Movement in funds
Balance at Balance at
1 April 2024 Income Expenditure Transfers 31 March 2025
£ £ £ £ £
Land
Burges Road East Ham E6 180,000 - - - 180,000
Lambourne End 1,213,398 - (27,009) - 1,186,389
------------------------ ------------------------ ------------------------ ------------------------ ------------------------
£1,393,398 (£27,009) - £1,366,389
=========== =========== =========== =========== ===========
Balance at Balance at
1 April 2023 Income Expenditure Transfers 31 March 2024
£ £ £ £ £
Land 180,000 - - - 180,000
Burges Road East Ham E6 1,240,407 - (27,009) - 1,213,398
Lambourne End ------------------------ ------------------------ ------------------------ ------------------------ ------------------------
£1,420,407 - (£27,009) - £1,393,398
=========== =========== =========== =========== ===========

Expenditure reflects depreciation of the Lambourne End Property.

33

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2025

16. RESTRICTED FUNDS Movement in funds
Balance at Balance at
1 April 2024 Income Expenditure Transfers 31 March 2025
£ £ £ £ £
Lambourne End – Lake 2,979 - - - 2,979
East End Community 1,500 - (1,500) - -
Foundation
City Bridge Trust 19,296 64,268 (56,318) - 27,246
Legacy Income 13,775 - (1,625) - 12,150
Compass - ADHD Support 16,672 - (15,172) - 1,500
LB Newham 4,749 - (4,749) - -
Partners for Health 2,737 - (2,737) - -
Jack Petchey 1,200 1,800 (1,200) - 1,800
Community Connectors 24,989 117,484 (113,022) - 29,451
Community Connectors-NHS
Narrative Therapy 2,802 - - - 2,802
Community Connectors-NHS
BAME Men’s Project 1,740 - - - 1,740
Million Hours Fund - 64,032 (64,032) - -
Awards for All - 20,000 - - 20,000
--------------------- --------------------------- ---------------------------- --------------------- ---------------------
£92,439 £267,584 (£260,355) - £99,668
========= =========== ============= ========= =========
Balance at Balance at
1 April 2023 Income Expenditure Transfers 31 March 2024
£ £ £ £ £
Lambourne End – Lake 2,979 - - - 2,979
East End Community 3,500 9,659 (11,659) - 1,500
Foundation
City Bridge Trust - 42,469 (23,173) - 19,296
Legacy Income 14,365 (590) - 13,775
Compass - ADHD Support - 16,672 - - 16,672
LB Newham 5,000 - (251) - 4,749
Partners for Health - 5,000 (2,263) - 2,737
Jack Petchey 6,967 1,200 (6,967) - 1,200
Community Connectors 37,125 94,342 (106,478) - 24,989
Community Connectors-NHS
Narrative Therapy - 2,802 - - 2,802
Community Connectors-NHS
BAME Men’s Project - 2,000 (260) - 1,740
--------------------- -------------------------- -------------------------- --------------------- ---------------------
£69,936 £174,144 (£151,641) - £92,439
========= ============ =========== ========= =========
A full description of each fund is shown at note 20.
17. UNRESTRICTED FUNDS Movement in funds
Balance at Balance at
1 April 2024 Income Expenditure Transfers 31 March 2025
£ £ £ £ £
General Fund 114,645 1,491,302 (1,540,646) - 65,301
--------------------- ---------------------------- -------------------------------------- -------------------------- -------------------------
£114,645 £1,491,302 (£1,540,646) - £65,301
========= ============ ================ ============ ===========

34

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2025

17. UNRESTRICTED FUNDS (continued)

Balance at Balance at
1 April Income Expenditure Transfers 31 March 2024
2023
£ £ £ £ £
General Fund 177,019 1,448,579 (1,510,953) - 114,645
------------------------ ----------------------- ---------------------- ----------------------------- ------------------------
£114,645 £1,448,579 (£1,510,953) - £114,645
=========== =========== =========== =========== ===========
18. NET ASSETS BETWEEN FUNDS
Current year
Endowment Restricted Unrestricted Total
Fund Fund Fund 2025
£ £ £ £
Fixed Assets 1,561,963 - 1,875 1,563,838
Current Assets - 99,668 57,455 157,123
Current Liabilities (144,672) - (44,931) (189,603)
Inter-fund Loan (50,902) - 50,902 -
------------------------ -------------------- ------------------- ------------------------
Net Funds £1,366,389 £99,668 £65,301 £1,531,358
=========== ========= ========= ==========
Previous year Endowment Restricted Unrestricted Total
Fund Fund Fund 2024
£ £ £ £
Fixed Assets 1,588,972 - 2,680 1,591,652
Current Assets - 92,439 79,484 171,923
Current Liabilities (144,672) - (18,421) (163,093)
Inter-fund Loan (50,902) - 50,902 -
------------------------ -------------------- ------------------- ------------------------
Net Funds £1,393,398 £92,439 £114,645 £1,600,482
=========== ========= ========= ==========

19. RELATED PARTY TRANSACTIONS

There were no related party transactions with individuals or trustees during the year (2024- nil).

Aston-Mansfield Charitable Trust, a charitable company limited by guarantee, although under the control of a different trustee board, is a connected charity with identical objects and having a common administration.

35

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2025

19. RELATED PARTY TRANSACTIONS (continued)

During the year the company received grants of £1,041,158 (2024- £848,885) from Aston-Mansfield Charitable Trust and provided services costing £17,238 (2024 - £16,417) to that charity. At the year-end Aston-Mansfield Charitable Trust was owed £16,672 by Aston Mansfield (2024 - £2,056) as disclosed in notes 10 and 11.

The company is a member of Lambourne End Limited, a charitable company limited by guarantee. During the year the company did not provide any services to the charity (2024 - £ Nil) and no amount was owed to or due from Aston-Mansfield (2024 - £Nil).

20. RESTRICTED FUNDS

Lambourne End Lake

In 2007 the Environment Agency provided a grant towards the capital cost of providing a lake at Lambourne End. These funds would be utilised once the planning permission is granted and construction work commences on the lake.

East End Community Foundation

A seven- week programme of positive activities for young people during the summer holidays and October half term including targeted sessions for transitional youth and youth at risk of anti-social behaviour. The funding was provided by East End Community Foundation.

City Bridge Trust

Fitter Finances is a four-year program (2023-2027) funded by The City Bridge Foundation and delivered by Aston-Mansfield. The grant goes towards two part-time workers delivering Aston Mansfield’s Fitter Finance programme addressing the financial capability of voluntary and community sector organisations in Newham.

The program aims to enhance the financial stability and sustainability of grassroots organisations dedicated to promoting health and well-being an innovative initiative that strives to uplift and strengthen small charities, community groups and non-profits in London, particularly emphasising those working tirelessly to enhance health and well-being. The project aims to offer valuable support and resources to promote long-term sustainability.

Legacy

An amount of £19k was received with a request for it to be contributed towards a farm project. This income has been restricted to AstonMansfield’s activities and expenditures at Lambourne End and other Healthy eating/living initiatives.

Compass-ADHD Support

The programme is funded by Compass Wellbeing CIC. The Thrive Project is a 12-month programme for Black and Asian women living in Newham awaiting or have received ADHD diagnosis and treatment via the NHS. The programme provides peer support, three months of one-to-one and one month of group coaching as well as six monthly events and talks to enable the women to understand, accept and thrive whilst living with ADHD.

Community Connectors

The Community Connectors programme is funded through a partnership between Community Links, Aston Mansfield, Mind in Tower Hamlets and Newham, and the NHS East London Foundation Trust (ELFT).

Aston-Mansfield Community Connectors work with service users referred into the program most have a serious mental illness. We continue to develop strong relationships with multi-disciplinary teams (MDTs) who work with primary care networks or PCNs (clusters of GP practices) across Newham. These MDTs are organised into two Community Integrated Mental Health Services (CIMHS) teams, linked to PCNs within Newham. Community Connectors help to identify themes and emerging need, develop further support pathways for service users, and be an important link between local experts and local assets.

Community Connectors work with ELFT as part of the Community Mental Health Transformation Programme. The ethos of the programme is recovery-focused, exploring needs through complexity (rather than diagnosis), a focus on a person’s strengths and assets, and the wider determinants of health and wellbeing. We continue to promote this work with an emphasis on ensuring strong awareness/publicity of the value that the role and programme brings to the Mental Health Transformation programme and the people it serves.

36

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2025

20. RESTRICTED FUNDS (continued)

Community Connectors - NHS: Narrative Therapy

The Narrative Therapy Creative Writing Project is a wellbeing project aimed at Black women to utilising narrative therapy and creative writing to document their experience and build resilience. The project allows the women to bond over their writing and lived experiences. The four-week project allows the women to creatively write and reshape their personal narratives. The women receive training and materials to facilitate their writing.

Community Connectors - NHS BAME Men's Project

The project is aimed at adult males in Newham currently receiving support from the community connectors programme. This is a peer support project enabling the men to come together over several weeks to participate in group discussions and art projects.

London Borough of Newham (LBN)

Previously LBN provided £10K towards weight management. Every 6-8 weeks young people referrals receive fresh food boxes and recipe cards for cooking with families at home playworkers will also give fun active support to introduce Healthy eating and cooking habits that influence families’ behaviours. Young people are then asked to give feedback and send in videos photos of achievements examples of where they have shopped and cooked a healthy meal on a budget.

Partners for Health

The grant was provided by London Catalyst and Hospital Saturday Fund to improve mental health and wellbeing of 50 Black and Asian men and women using positive psychology and therapeutic and expressive writing interventions. Participants included those who use, have used or have never accessed mental health services. Over the 12-month lifespan of the project, we worked with 60 participants in total providing participants with training, their journals, and warm meals to address the cost of living crisis) and sign-posting anyone who needed it for further help and support.

Jack Petchey

We participate in the Achievement Awards with Jack Petchey and receive £1800 per calendar year to spend on what young people want through voting. In previous years, we have spent the Achievement Awards on social activities, dinners, equipment, and training.

Million Hours Fund

We received £80k for 15months' delivery from the National Lottery Foundation and the Department of Digital, Culture, Media and Sports as part of their initiative to reduce antisocial behaviour in Newham. The programme ends in June 2025.

Awards for All

Our Wellbeing Journalling/Therapeutic Writing is funded by Awards for all. The programme focuses on supporting Black and Asian men and women to improve their mental health and wellbeing through writing. To address the cost of living crisis we also provide participants with hot meals and act as a pathway to other services when the programs come to an end. The funding received in the year will be utilitsed by December 2025.

21. CONTINGENT LIABILITIES

Lambourne End Limited

Aston-Mansfield is a member of Lambourne End Limited and in the event of winding-up it has undertaken to contribute an amount not exceeding £25,000.

37

ASTON-MANSFIELD

NOTES TO THE FINANCIAL STATEMENTS (continued)

YEAR ENDED 31 MARCH 2025

22. COMPARATIVE STATEMENT OF FINANCIAL ACTIVITIES (YEAR ENDED 31 MARCH 2024)

Endowment Restricted Unrestricted
2024
Funds Funds Funds Total
£ £ £ £
Income Notes
Income from donations and legacies
Donations - - 130 130
Income from charitable activities
Grants 3 - 174,144 876,385 1,050,529
Project income - - 638 638
Rents and facility hire 4 - - 500,948 500,948
Income from other trading activities
Shop sales - - 47,063 47,063
Other income 5 - - 23,415 23,415
Total income - 174,144 1,448,579 1,622,723
Expenditure
Expenditure on raising funds
Fundraising - - (90,625) (90,625)
Shop operating costs - - (46,278) (46,278)
Expenditure on charitable activities
Lifelong learning - (26,252) (340,081) (366,333)
Healthy living - (101,626) (34,214) (135,840)
Community development - (23,763) (16,008) (39,771)
Community buildings (27,009) - (983,747) (1,010,756)
Total expenditure 6 (27,009) (151,641) (1,510,953) (1,689,603)
Net income/(expenditure) (27,009) 22,503 (62,374) (66,880)
Transfers between funds - - - -
Net movement in funds (27,009) 22,503 (62,374) (66,880)
Fund balances as at 1 April 2023 1,420,407 69,936 177,019 1,667,362
------------------------- --------------------- --------------------- -------------------------
FUND BALANCES AT 31 MARCH 2024 £1,393,398 £92,439 £114,645 £1,600,482
=========== ========= ========= ===========

38