Company Number: 007935S8 Charlty 14umb•r: 234887 IIOU￿￿t RP Ilurnber: H2509 TURNING POINT IA wmpany limlted by guarantee) ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 TURNING POINT IA company limtted byguaranl•¢) CNARITY INFORMAnON Turning Point is a private company limited by 8uarantee without share capital. incorporated in England on 27 February 1964. NON-EXECLITIVE DIRECTORS Peter Hay (Chairl Nicola Gilham Christian Van Stolk Dr. Victoria Tzortziou Brown Dawn Kenson REGISTERED PROVIDER NUMBER H2509 AUDrfoRS Crowe U.K. LLP 55 Ludg3te Hill London EC4M 7JW EXECUTIVE DIRECTORS julie Bass David Slegg Clare Taylor Greig Sharman (appointed l July 20241 BANKERS Barclays Bank PLC Level 11 20 Chapel Street Ltverpool L3 9AG All of the obove ore key mGnagementpersonnel of Turnftng Point Group and the Chority REGISTERED OFFICE America House 2 America Square London EC3N 2LU SOLICITORS Ever5heds Sutherland Ilnternationall LLP Eversheds House 6 Stanley Street Salford M3 5GX REGISTERED COMPANY NUMBER 00793558 REGISTERED CHARITY NUMBER 234887 We are inspired by possibility. The possibility that every single one of us can change and grow, make choices, and live healthier and happier lives. With our expertise in working in the areas of substance use, mental health, sexual health, healthy lifestyles and learning disability, including with people with complex needs, we aim to continue to adapt to an ever changing external environment in order to extend our reach and support more people to improve their health and wellbeing. Page 2 TURNING POINT (A company Ilmlted by guarantee) DIRECTORS, REPORT FOR THE YEAR ENDED 31 MARCH 2025 CONTENTS Who we are and what we do......................................... .... Our vision and values.......... 3. Chair and Chief Executive statements . The health and social care landscape . Progress and impact....................................... .17 Our approach....................................................-........-.-....-..-.-.-......-................................ 34 Our strategic intent................................................................-.-..............-..................-.-... 48 8. Combined dlrectorfs and trustees, report....................................................................... 52 Independent auditorfs report................................................................................. .68 10. Financial Statements..-...... .72 Group Statement of comprehensive income...,....,.... 72 Charity Statement ofcomprehen5ive income ..............-..................................................... 73 Consolidated Statement of financial position........................ .74 Charity Statement of financial positlon .75 Consolidated Statement of changes in reserve5................................................................. 76 Consolidated Statement of cash flow................................................................................. 78 Analysis of net debt...... ..80 Notes to the financial statements....................................................................................... 81 Page 3 TURNING POINT IA company Ilmlted by guarant•è) DIRECTORS, REPORT (CONTINUED} FOR THE YEAR ENDED 31 MARCH 2025 I Who we are and what we do WHO WÉ ARE At Turnin8 Point, we constantly find ways to support more people to discover new possibilities in their lives. We are a 5eading Social ent2rprise, designing and delivering health and social care services in the fields of substance use, mental health, learning disability. autism, acquired brain injury. sexual health, homelessness, healthy lifestyles, and employment. Over thè last sixty years, we have Erown and chan8ed. lust as the society we live and work in has too. We currently work in over 270 locations auoss England, empowering those WÈ supportto improve their health and wellbeing. learn, and brin8 about posltive change In their lives. WHAT WE DO We are continually insplrÈd by the 5torie5, experiences, and possibilities created by those we meet. We have expertlse in delivering innovattve, Integrated support in a ranEe of places including people's home5, workplaces, communities. and specialist 5elting5. Most of our services are commissiuned by the public sector, but in(￿asInglY we are expanding the ways ITh which people can access and pay for our support directly. We work closely with local authority adult social carè and public health teams, the NHS, lftte8f3ted Care Board5 IICBI, the Ministry of Justice, HM Prison and Probation Service, the Office lor Health Impruvement and Di5paritie5 IOHIDI, Ihe Department for Work and Pension5 and many private, benevolent and voluntary community and Social enterprise IVCSEI organisations. As a soclal enterprise, we invest any surplus we make back into the organisation. forthe benefit of the people we support. OUR YEAR IN NUMBERS In 2024-25 Turnover £191.9m otal number ol people supportèd in 2024-25 rjtal number ol people supported by our mental health services otal number of people supported by our dru£ and alcohol servlces otal number ol people supported by our healthy lifestyle's services Number of colleagues 202,694 102.531 74,070 12.594 5,194 otal number ol people supported by our sexual health seTvice5 otal number of people supported by our learning disability service5 otal number of peer mentors 1,035 234 otal number of voluntÈer5 otal number of location5 270 Percentage of employ￿ with lived expèrience of the issues facing people we support for hernselves gr a5 a carer Regulated services rated Good or Outstanding by CQC Based on Colleague Engagement Survey 2024 responses Page 4 TURNING POINT (A company limited by guarantee) DIRECTORS, REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 2 Our vision and values Ourvision To constantly find ways to support more pegplt to distover nèw possibilities In their lives. The quality of our services mean5 everything to us. The people we work with Inspire us and in turn we look frjr new ways to inspire change. We owe it tc+ the people we work with to Erow and shape the future, because we believe in what we Our value5 We all communicate In an authentic and confldent way that blends support and challenge. We commit to building a stron# and financially viable Turning Point together. We deliver better outcomes by encoura8ing idEa5 and new thinking. We treat each other and those we support as individuals however difficult and challenging. We believe that everyone ha5 the potential to grow. learn and make choices. We aro here to embrace change even when it is complex and uncornfortable. Page 5 TURNING POINT IA company Ilmited by guaranteo) DIRECTORS, REPORT ICONTINUEDI FOR THE YEAR ENDED 31 MARCH 2026 3 Chair and Chief Executlve's statements CHAIR'S STATEMENT As we celebTate our sixtieth annlversary. l am Immensely proud to reflect on the accomplishments of our orgar4i5ation. This yearfs report stands a5 a testament to the extraordinary achievements of those we support and the unwavering dedication of our colleagues. exemplifying what it truly means to be Inspired by posslblllry. My board members and I have had the privllege of endaging with many of our seryices and participating in a diverse array of 60 annlversary events. These included the summer exhibltion to showcase the"Story of Tuming Point in 60 objects" campaign held at Kensington Palace, the inaugural My Voice livèd èxperiÈncÈ event in Birmingham, and the launch of our Health and Care Futures Essay tollection at Westmlnster. Meetlng so rnany remarkable individuals and hearlng thelr storles has been profoundly insplrln8. There were also stron6 messages frotn people about thefvture, and a destre lo tackle the stlgma and labellin8 that have been a feature of the lives of too many people. l extend my gratitudè to the de(ficated team led byjulle Bass. who continue to reach More people than ever before, upholdin8 the core values and corporate goals of our organi5ation. Our 61" objecL a packet of flower seeds, could not be more fitting to represent the future of Tufnlng Polnt and our mission. This wibrant symbol embodies hope, nèw beginnings, growth, and potentlal. While thefuture remains uncertain and unknown 50cietal changes lie ahead, we remaln steadfast in our tommltmtntt¢ our values and our work. strivingfor thè benefit of those yel to come. Thank you for your tontinued support and dedlcatlon. Together. we wll continue to make a dIffere￿e. Hay CB£ Chair ofthe Turnln8 Poknt Board Page 6 TURNING POINT A company Ilmlt•d by guarantee) DIRECTORS. REPORT {CONTINUED} FOR THE YEAR ENDED 31 MARGH 2026 CHIEF EXECUTIVE'S STATEMENT Last year was a wrnmentous year for Turning Point as we turned 60. We supported over 200,0(X) people and our turnover topped E191m. 79% of colleagues answered our annual colleague engagement survey. wlth 79% of those who completed the survey agreeinB that we put ou¥ value5 intu prartice. 87% of the people we support told us they have an overall positive experien￿ of 5UPPOrt from Turning Point. Lots of activities took place to mark our 60 year. Includlng partles thrown byTLFrning Point services up ènd down the country. In June we held an exhlbitlon called The Hlstory of Turning Point in 60 Objects at Kensington Palace. The exhlbltlon showcased the storles and object5 of many people we 5UPPOrt. our colleague5, and other members of the public. Many team5 went over and above to mark this irnportant year in our history. One highlight was staff and residents at Avondale, a care home for people with a learning disability in Salisbury, building connectlons wlth the local communlty through '60 Art5 of Kindr￿5,. Follijwing the exhibitiun at Kensington Palace. we had a public vote to choose a '61. Object, to represent Turning Polnvs future dlrectlon. The oblert ehosen was a patket of sunflower seeds which represent hope, something every single one of u5 needs to move forward whatever challenges we face. When thinking about thefuture in the health and care sector, it Is important to acknowledge that sustaining hope can sometirres be difficult. The ongoing trend of rising seNice demand. heightened acuity. recruitment and retention challen&es, and financial difflcultles contlnues amidst growing global instability. Despite these onEginE challenges. TurninE Point continued to reach new commurbltie5 in 2024-25 with new Contract award5 in Lincolrbshire, Bristol, Bath & Northeast Somerset, Manchester, Northumberland, Lambeth, Southwark and Lewlsham. I look forward to welcomlng our new colleagues jolnlng us on l April 2025. At the et)d tbf a year of tèlebratloThs, weturned our focu5 to the future with the publicatiun of a collection of essay5, Health and Care Futures, from sorne of the sectorfs leadingthinkers induding the Rt Hon Patricia Hewitt, Professor Slr Michael Marmot and Professor Tom Shakespeare. We weie dellghted to be hosted by the Speaker of the House of Commons, Slr Lindsay Hoyle, for a reception at Westminster to mark the launch of the collection. The future continues to be uncertain. but the opportunity uur annivet5ary yeai gave u5 to ￿leb￿ate our hlstory has strengthened our shared values and purpose and put us in a strong position to fatr the future. Julie Ba55. Chief Executive of Turnirry Point Page 7 TURNING POINT IA company Ilmlted by guararrteel DIRECTORS. REPORT {CONTINUED) FOR THE YEAR ENDED 31 IdlARCH 2025 4 The health and soclal care landsca Reflecting on the past year, I fee5 tremendously proud of all we have achieved across trur services. Against a backdrop of considerable chan8e and uncertainty, we continued to 8row and develtsp our services, improving outcomes for thè pèople we support. We work with people facing mtsltiple and often complex needs. All our work focuses on providin¥ truly person-centred care and support. treating opportunities for people to overcome the barriers they face, develop new skills and confidence and find their own retovery and independence. Our 60th year celebrations highli£hted this and gave us the opportunity to look back at how society, Turning Point and the people we support have changed. Wè were able to shar2 the powerful stories of the people we work with, each inspired by their own possibilitiès to change. As well as looklng back, we continue to look forward by developing and opening new services acro55 all our market areas and focusing on finding new ways to Support more people. All our artivity links back to our four hi8h level strategic gETrals- Support people to isrprove thelr health and wellbelng and bring about Positive change In thelr11ves. Seek to reach more people and provide support at the earliest opportunity. Prevent the escalation of need and reduce demand on the wider health and soclal care Sy￿*m. And thereby create enduring value for communitie5 and Society as a whole. We ended the year supportlng more people than at anyother tlme In our history We were delighted to be chosen to deliver services across tincolnshire and to develop new and exciting partne15hip5 Wlth Double Impact and Framework. We hit the ground running and are already building On the orignal vision by adding new elements of delivery to families and aéfected Others. Workin8 in partnership with other organisations and harne5sin8 their different and eften unique strenRths remalns one of our key areas of focus in the coming years. We were 31so pleased to grow our learning disability services in Wakefield, one of the only town5 where we have key contracts acros5 all our market areas. We expanded complex support across Kent, opened two new crisis houses. welcomed more young people inlo Turning Point through new sexual health and supported accommodation serviEe5, and continued to grow OUT rnental health treatment footprint. Supporting people's mental health and wellbein8 Sits at the heèrt of much of what we do, and we have made Ereat strides forward in developin8 our service Offe￿ and solutions. Commissioning remains fragmented. but wè worked with key stakeholders to desi8n innovatlve whole pathway solutions where we were able to. We will take this co-productlon approach wherever we can hafness the energy and commitment for real change. We fotussed on reduclng hami and prevenllng the escalatlon of need In our substante usè setvices, our harm reduction work saw us role out our Naloxone Click & Deliver service and develop the first naloxone tralnln8 aimed at young people. We delivered our third successful harm reduction conference, 'Safer Lives,, where I was proud to Share the origins Of my career volunteering In a needle exchange in knverpool. With death rates continuing to rise, we will do more io reduce stlgma and develop innovative ways to reduce h£rrns caused by drugs end alcohol. Page 8 TURNING POINT (A company Ilmltsd by guarantee) DIRECTORS. REPORT ICONTINUEDI FOR THE YEAR ENDED 31 MARCH 2025 Our mental health services focused on health and wellbein8. Thanks to the great work of tsur grant5 team, we developed a number of successful initiatives, such as rock climbing in Nottingham, creatin8 a gym in Douglas HD115e and trying out innovative technologies such as virtual reality headsets to support people to get ietive and stay active. Across our learning disability services, we contlnue workln8 to reduce the health inequalities the people we sUPPOrt face nd revised and rolled out our Do Not Attempt Cardiopulmonary Aesuscitation IDNACPRI carnpaign. We use our platform to continue shining a light on this appalling practice. We h￿t also continued embedding our care record system. Nourish, and are working on developing common outcome measures so that we can evidence the work we do to improve health and wellbeing and quality of care. We bullt on our stiateiic ¢apabllitle5 for front Ilne, management, and leadership team5 We successfully rolled out new career pathways across many of our services in additionto onboardin8 more apprenticeship programmes. We also supported more managers through our dedicated Aspire and Inspire leadership programmes, hèlping to dev&lop our leaders of tornorrow. We have strengthened our governance processes so that we can make sure we contlnue delivering safe and effective services. We 31so engaged our leadership teams in a revlew and refresh of our governance processes durin8 the year. We know some of the external challenges we face mean the needs of the people we support are becoming fnore complex and they are sullering even greater dlsadvantages than before. There has never been a more important time for Turning Point to rise to the challenges and continuÈ ttr w¢rk ¢ollaboratively to develop new 501ution5 and services for people need them. 2024 was a milestone year and this report gives us the chance to look b3ck and refiect. The year also gave us opportunitres to make new memories and Inspire more people. I know some of the things we have planned for 2025. and i am confident we will rise to the challenges and have another fantastic year. Clare Taylor. Chlef Operatlng OffI￿r of Turning Point Page 9 TURNING POINT (A company ltmlted by guaranta•l DIRECTORS, REPORT {CONTINUEDI FOR THE YEAR ENDED 31 MARCH 2025 Navigating the health and social care landscape The 2024 election marked an end to 14 years of Conserwative leadership. The new LabE)ur government is focused on 'national renewal,. Keir Starrnerfs Vlctory speech highlighted comwitrnents to improving pub5ic services and restoring trust in the 8overnment. However, the government faces multiple challenges in realisingthese ambitions. High living costs continue £ausing difficulties for many households. The conflicts in Ukraine and Gaza, increasingly protectionist trade policies and the rise of the far-right in many parts of the world are all contributing to growing global instability. In the summer of 2024, far-right. anti-immigration protests and riots spread rapidly acros5 Britain. Pressure on public semces continues to rise, with stafling shortsges and increased demand. The Labour government has identified five key missions it intends to pursue durrng its tenure. Central to these missions is to'kitkstart economic growth,, which aims to support quality employment opportunities, attract investment and enhance living standards nationwide. The government has announced plans ftsrthe next generation of new towns ènd an overhaul of the plann(ng system in order to build more homes. Desplte inflation being Significantly lower than it was at its height in 2022, the cumulatlve impact of rising prices continues to Squeeze household budgets. with consumer priees having risen by 21% between May 2021 and May 2024. Households that wère struggling before the period of hi8h inflation have been most severely affected. The Trussell Trust reports that betweèn April and September 2024, they provided 1.4 million emergency food parcels. 4% fewer than the same period in 2023, but 69% more than the same period in 2019. The UK etonomy experienced marginal growth during the latter hall of 2024.25, which has eased the immediate risk of reces5iDn. Despite this improvement. the public sector continues to experience funding pressures, P3rticularly in the face of increa5e5 to Employer National Insurance Contributions. International instability h8s led to Starmerfs cornmitment to increase defence spending, applying greater pressvre to public sector budgets. The rise in long-term sickness in the wake of the pandemic and increasing numbers of people not working or actively seeking employment land the a550ciated costs) has risen to the forefront of political discussion. The government faces the challenge of 3.1 million people clairrin8 Universal Credit with no work requirements, dDuble the number who w¢re claiming in January 2022. This dramatit increase, which is mostly due to Illness claims, contrasts with the stable fi8ure of 1.6 mlllion seeking work. The governmenvs large majority means it can push thrtsugh and retain unpopular policies such as the Conservative's tWD Turning Point, thestoff were likefumily, no one was judging. Within alewweek5 Icould tolkaboutunything. Thot's whert my life slowly sturted to pick up und become more stoble. Turning Point offe￿￿ m¢ one-to-one counsellin9. Even when I relopsed 17 coupl¥ times. they understood rhot coming off the street wos not eosy. My key worker Liam wa5 brilliant, he checks on me even now. He will Call me. osk me how I'mfeelino, ask me Grboutrny mentul heolth. He ulso helps with my housing, helps stuff getdone- things thot I need tg improve my lift." Colleagues provide face-to-face support in place5 where people who are rough sleeping go, including day ¢entres, hostels, and faith-ba5ed centrÈs. No appointments are needed, and people can commence treatmenl the same day. The team includes peer mentors with lived experiencÈ of homelessness and substance use who provide advi￿ and guidance to support people on their recovery journey. They a1sD give harm reduction advice if a person is not yet Teady to make change in their substance use. The team led in the establishment of several multi-agènty groups in the borough. They also have a learnin8 programme that shares training with local profes5ional5. -Seing 5hortli5ted for the London Homelessness Awords i5 0 tremendous uchievement ond o testument to the impuctful work Tuming Point Is doing our comfflunity. Therr innovotive opprouch and commitment to supporting rough sleepers and those stmggling with substunce use hove mode o si9nificont cliffere￿E in the INts trf many residents. This recognition highlights the importoft)ce of ourcolluborative effortsond the wider work we do ucross the Council tofocus 5UPPOrt on those who need it. It relnforces ourdedtcotion to preventing rough sleÉplng in Kensington ond Chelseo and we are 1￿c￿dI￿Ayproud trj be working with Turning Point.-Anna Raleigh, Bi-borough Oirector of Public Health. Royal Borough of Kensington and Chelsea and Westminster City Council. e ale very proud to have been shortli5ted for the London Homelessness Awttrds, which false the profile of the issues ftFcing people sleeping rough in London. We have seen from our work how much homelèss people rely on our seNices. People sleeping rough on the street5 Is not inevitable t7nd nobody is beyonLI help- with the rlghtsupport, people ct7ll turn theif lives oround. We've supported people who ure sleeping iouqh to find stable occomrrjodatlon, to udLlress their substance useproblems ond to engoge in our wider Get Connerted offtr thotsupports people to go buck to work, bock into education, undoccesslundingforgoodsfor theiruccommodation.- Mark Dronfield, Senior Operations Manager atTurning Poinys Royal Borough of Kenslngton and Chelsea Rough Sleepers Drug and Alcohol se￿ICe. Marking World Mental Health Day at Wakefield Talking Therapies The team èt Turnlng Point Talking Theraples In Wakefield hosted their second annual World Mental Health Day IWMHDI event on 10 October 2024 to help raise Hwareness of mental health and promote 3ccess to the servi￿. The event held at The Ridings Shopping Centre, their local shoppin8 cornplex whi¢h has been a part of the city for over40 years. ThÈ alm of the event was to bring toBerher a host of service providers in one place to encourige conversations around menial health and to 5UPPOrtthe l¢xal communlty. The event featured stalls from Turning Point Inspiring Recovery. And¢s Man club, The Samaritans. Future Selph, The Art House, Penny Appeal, and many more. Local organisations provlded attendees wlth valuable infgrrnatlon about the community resources and support networks they could acce55. In addition to the partnership sta115. a special guest speaker, Ben Richardson from We Are Wellbein& delivered a talk that focused on the WMHD'S theme of 'Prioritising mentol heolth in the ¥vorkpla¢¥. The event also Included chair-based aoroblcs, music from a local choir, The Sandal Singer5, as well a5 3 story from a volunteer who shared a personal journey of a clienV5 experience of the service. Page 22 TURNING POINT (A company Ilmlt•d by guarantee) DIRECTORS, REPORT {CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 A new addition for 2024 was the Wakefield Talking Th2rapiÈs employment 5UPPOrt offering. The team h05ted a successful careers support event during the day, giving guidance, advlce and inforrnation on how to irnprove wellbeing around empl4yment. To close the day, the team h05ted Wakefield Mayor, Darren Byford, who gave a speech with a clear me￿age. Yalk to people und do not bottle it up. Whether it's u proftssionol or a friend, shore your thoughts. You willfeel $0 much b¢tter afterwards." Brian's object and story- work ID badge 8rFan is supported by Tumln8 Ptslnt to live in hi5 own flat. My work ID badge A blue lanyard with a white badge with 'DEBRAthe butteffly skln charlty-volunteerf written on it. l use this to log in when I start a shift. What my object represents This represents my voluntary work with DEBRA. I really enjoy workine Sn the shop. tt Is suth an important cause as the money the Shop raises helps people with a skln CC*ndltion there ts no cure f￿. It is very important to rne that I can give back. I'm fortunate to be able to go out and about and enjoy my Ibfe I'm so lucky- whereas some people can't do that because of a conditSon ihey have. Some petsplt ¢ome into the shop and say, '1 don't know an￿hIng about this Shop,, and the manager says, 'go over and speakto Brian- he vlill tell you all about iv. I quality checkthe clothes that have been donated. We get bags and bags of ¢lothes. I need to check they are oot stained. The good ones make It to the shop ffloor. I put them on the coat hangers and fold them so people can see them clearly and decide if they want to buy. l also help choosSng the outflt5 for the rnannequins and dressing them. I have quite a lot of responsibility. l am proud to be able to help others. What l also want to share I think sometlmes people think certain things about people with a disability. The worst thing to hear is.'havÈ you ever had a joby or'have you ever learnt to drive7. 1 have a lot to contribute. When I was young at school, I was the only peTson with a disability. I was left alone and not 5uppgrted well. My murn used to takÉ me on a three-whee52rtrike to get there. It wasn't a happy experience. Thin￿ have changed a lot since then. My Mym and Dad aren't with me anymore, but me and my sister arè very Close. Where I live at the flats everyone is buzzing. I can wheel myself around ind I have IndopÈndence. Everyone is so happy, and I'm very well supported. Thlngs have changed for thé betler and now I can glve back. Thank you, Turning Point, for this opportunity to share this and for supportin8 me to have myflat. My hope forthe future I want to keep 8iving back. I hope that In the next generatlon a cure is found for epidermolysis bullosa-the condition the Page 23 TURNING POINT IA ¢Mipany Ilmit•d by guarantee) DIRECTORS, REPORT {CONTINUEDI FOR THE YEAR ENDED 31 MARCH 2025 shop I work in helps to raise funds for. I want to keep going wlth my job for as long a5 I'm alive. I'm not one for saying no to going to workl Goal #2 Seek to reach more people and provide support at the earfiest opportunlty We continue delivering new and expanded sorvices in accessible ways so that we can reath those who need us. when they need us. One year on, our Lincolnshire Recovery Partnership is thriving wilh a growing tearn and investment in new hubs that will enable more people to access thÈ servites. We continue to work In partnership with local Services In￿uding etnergency 5ervice5, schools and uTriver51ties. We are looking forward to latjnching Horiions- Brlstol's Drug and Alcohol Partnership which builds on the successful alliancè model we set up In Llncolnshlre. Lincolnshire Recovery Partnership one year on l April 2025 marks the first anniversary of 'Lincolnshire Recovery Partnership'i Turnin8 Poinvs new partnerships with Fr3rnework and Double Impact to deliver substancè use treatment across Lincolnshire. Our strength lies In our Incredlble team who combine extensive experlence in the sector with the fresh perspectives Df those in newer roles. In our first year, we grew our Lincolnshirete8m to over 160 people, introducin8 several new key roles to support quality and governance. irTrcluding a Clinical Lead Consultsnt Psychiatrist and a 5afegu8rding Mana8er. We have also significantly increased the nurnber of RecDvery Connector roles which enable a clear pathway into employment for those wlth lived experience. We have invested heavily in our premise5 across Lincolnshire to create accessible and welcoming new hubs which add value for those who work in them and ihose who access our 5ervice5. We opened our new hub in Grantham in September 2024 with a well-attended launch event for the local community- Our refurbishèd hub in Spalding opened shortly afterwards. We will soon be followlngthese with renovated sites in Skegness and Boston and a new hub In Gainsborough. Our newlndividual Platemertt Support service, delivered by Oouble Impact, launched in Octtsbèr and has alreadysupported 66 service user5, Wlth 24 securln8 employment in the first seven months. The service has received national recognStion for the number of seryice user5 referred to it, and the number of roles thè team have supported service user5 in securing. We launched Naloxone Click & Deliver in October, making us the third Turning Point service to offer the postal servicè in England. We have been working closely with Lintolnshire Police to offer training and kit5 to Dflicers and are proud to have trained 250 officers to dat2, With many more training sessions planrted. We have also worked c105ety with the polite force Dn outreach operations tc+ identify, contact and support peoplÈ across the county. Horiztsn. our dedicated team for young people, has built stronB relationships wlth local schools and tollege5 and it5 outreach approach means we can meet our younger service users wherever thÈy feel most comfortable. Horiion is partof the Stay Safe Partnership. Alortg with partners, including local police, road safety and fire and rescue, itfatilitates drugand alcohol 3w3rene55 Sessions in secondary schools. alternative education settings, college5 and to year 6 primary students. In the13st academic year. they delivered awareness 5e5sions to over25,000 students. Theywere recently invited to present to several Children's Centre Hubs acr05S the county, 5UPPOrtln8 the people who work there to understand and identify signs of substance use, and givlng them the tools to signpost peopleto our service. The team received great feedbaekfrom these sessions. Wè have appointed a dedicated women's lead, a veteran's lead. and have recelltly launched a Poli5h-5peaking recovery Pago 24 TURNING POINT {A company Ilmlted by guarantee) DIRECTORS, REPORT ICONTINUEDI FOR ThE YEAR ENDED 31 MARCH 2025 group to encourage the wlder reach of our seNice. We worked closely with 1gC31 universities io support their freshers campaigns and to deliver presentations and training to students. We also exhibited at several local Pride and aErlcultural events. Our le211ets are now available in four languages as well as in an easy read format, and we contlnue Itdentifyin£ the needs of our IDcal community. As we head into our second year, 3 key focus is enab11n8 acce55 and inelusivlty for the rkh tapestry of people who live across our county. In our first lo months. Lincolnshire Recovery Partnership ha5 SUPPOrted around 3.500 indivSduals In structured treatment. Following the succes5 Of our implementation. we are delighted to have been awarded a second contrart by Lincolnshire County Council to deliver 3 se￿iCe lor local families, friends and others who are affecled by a person's use of alcohol or drugs. The service aims to equip affected others wlth the knowledge, tools and emoiional resilience they need to navigate the Impa￿ of substance use wlthin an inclusive, nurturing environment. The new Se￿1¢e. called Beacon. will join ncolnshir& Recovery Partnership in April 2025. Preparing to welwme Horizons, Brlstol's drug and alcohol partnership We are launchln8 Horizon5, Bristol's drug and alcohol partnership, on 1st April 2025, having been awarded a contratt by Bristol City Councilforthe deliveryof substance use services. Building on oursuccessful alliance partnership model adopted in Uncolnshire, we have joined forces with Bristol Drug5 Project18DPI, who have been deliverin8 substance use setvices in Bristol for nearly four decades. We are jolned by seven other local and n?tion31 partners who each brin8 thelr own hyperlocal or specialist expertlse. These are.. awksprfng: South Bristol substance use support and community development. s0￿hMead Development Trust: North Bristol communlty development. Wellspring Settlement: Central and East Bristol communlty development, including a focus on the Somali community and Traveller/Roma communities. Nelson Trust: Specialist support for women with multiple di5advantaBek Thls supports our offer for women whlth we want to be one of the best in the country. One25: Street sex wgrker engagement and support. Southmead Projert: Counselling and trauma.Informed support. Release: Setvice user advocacv. Our offer is de55gned around service user feedback on whal they liked and didn't like from the old Bristol substance use service. Where there was once a fragmentèd service. with different organisations responsible for different part5 of treatment, Horizons is designed zs a single serylce with one culture and name. This allow5 seNlte usery to stay In one treatment systern while accessing the collective expert15e of a wlde range of services. Teams are made up of staff with differentemployers, but stattwitbiin the setvice seethemselves as working for Horiions flrst and forthe orzanisailon which employs them Second. Following feedback from 5ervi¢e users. we identrfied improving servite reach, accessibility and equity ol atte55 35 core prioritiÈs. As a result, Horizons delivers services acr055 three localities and a range of enhanced satellite locations. To ensure equity of acce55. we are targeting Bristol's higher-needs nel8hbD¢Jrhoods 50 that seNice sjsers can access the entire treatment system in each locality. Previously some parts of the service were only available in the city centTe, we now take all elements of treatment to all areas of the city. with brand new dinical spaces and needle exchange5 In some Df Bristol's m05t deprived areas. Families and loved ones of people who use 5ub5tan¢Ès are supported using our evidence-b35ed 5 Step model. We have a separate young people's service, Horizon5 Youth, which works across schools and youth centrès to offer tailored support for young people who need help with thelr drug or alcohol use. Page 25 TURNING POINT IA company limited by guarantee) DIRECTORS. REPORT {CONTINUEDI FOR THE YEAR ENDED 31 MARCH 2025 Henrfs object and story- the recovery tree In 3 recovery t￿e, the roots represent a strong ne￿ork of support and encouragemenL The trunk and branches are the ongoing efforts tD Strengthen a sense of Self. And the leaves represent new growth. One day at a tlme For Henry, that new growth comes one day at a time. Yesterday. he focused on connection, learnin& staying active, taking notice. and giving back. Today, he'll do the 5arne. All with our support. It'5 a processthat's workinE for him. He's been h) recoveryfor 2 yèars and 4 months, which 15 the longest period he can remember in four decades. Henry's struggles with dru8 and alctshol span more than 40 years. In the 199)s, he reali5ed he had a problem with drugsand sought help through Narcotics Anonymous. While he was able to achieve Short periods of abstinence, maintaining them for longer was alway5 a challenge. During the early 201JJs, he explored various recovery sUPPOrt groups and tried a range of recovery practices, including mindfulnes5 and CBT. He also started on Turnin8 PoinV$ 12-week programme a couple of tirnes but had reservations that led to relapses. In July 2021. he decided to give our programme anLlther go, ctsmpleting all 12 weeks. He also reconnerted with his Narcotics Anonymous sponsor. working his Way through steps one, two and three. Achieving one yèar of life without substances was a turning point for Hènry and his life began to transform. He enrolled in 3 peer mentoring course, began facilitating wellbein8 8TOUPS, organised day trips for mental heaSth Elients. and volunteerÈd at hls local Turning Point drug service. Today, he says he sees the world with a newfound clarity and fulfilment that lets him move forward one day at a time. Goal #3 Prevent the escalation of need and reduce demand on the wider health and social ￿re system Wetake our role in the widèr healthcare system very seriously with a focus on providing services that help to ease pressure on the system. From settin8 up a new service for rough sleepers in StafFordshire, to undertakin8 a scoping exercise for a new sexual health Service in Lamb&th, we continuè providinga range of effective interventionsthat prevenl the escalation of need and reduce demand elsewhere in the wider health and social care system. For the third year runnin& we held our Safer Lives conference. providinB a space for individuals and organisations to come together to share new ways of worklng to reduce drug deaths. We CDritinue to prlorltise making sure n31oxone is available to anyone who n2eds to use it. Following a successful pilot Scheme in 2024. we are rDllin8 naloxone postal services out across all our services in 2025. Safer Uves innovations In November 2024. we held our third Safer Live5 conference. We invited 200 delegates from across England. Scotland, and Wales, Including colleagues from acrDS5 the substance use sector. NHS provlders and public health, With changing drug rnarkets and the increasing emergence of synthetic oploids, the theme for the event was 'Harm Page 26 TURNING POINT (A eompany limltèd by guarantèe) DIRECTORS, REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Reductlon In a Time of Change.. We felt it was Importar*t to provide a space for individuals and organisations to come together and Sha￿ new ways of worklng to reduce drug-relatéd deaths. Speakers frc*m Turning Point and the wider sector presented on a range of topics, including responding to the Itxal presence of synthetic opioids. the value of peer naloxone distribution. and novol ways of providing young people with harm reduction information. Feedback from dele8ates described the event as well organised and full of inspirfng and thought.provoking content for them to take back and use to develop local service delivery. Throughout ihe year, Turnlng Polnvs Safer Lives strategy h45 maintained a focus on reduting 3v¢idable ¢piate overdose deaths. In response to the ongoing issue with synthetic opioid5, we have continued to prioritise ensuring naloxone is available to anyone who rnay be able to use it. We issue everyone we 51JPPOrt who is at risk of overd05e with two kits as standard but recognise there are people who are not in touch with our services who we also need to reach and provide with this life-saving medication. One way we are doing thi5 15 by making naloxone available to order online. While the￿ are successful postBI naloxone Services in both Scotland and Wale5, Turning Point has launched the first and only service of this kind in England. In 2024, we started a pilot scheme in OUT Somerset service and are now rolling out Naloxone Click & Deliver across our services. Herefordshire, Lincolnshire, Leicester City and Leicestershire have joined Somerset In providing Naloxone Click & Deliver, and wè p13n for the rèst of our services to follow them in 2025. In 2024 we posted out 2SO orders. For many people, this is the first naloxone kit they have ever received. A si8nifi(ant percentage of the kits have gone to family members of people at risk of an opiate overdose, and we knowthat at least seven kits issued through Click and Deliver were used successfully to reverse an overdose. In response to a request from colleagues. and in the face of increased risk to young people from contaminated drugs. we have developed a young per59n specific overdose awareness and naloxone training package. We have trained managers and young people's workers in our Young People and Family Teams to deliver an intervention that can be tailored to young person's spècifit neèds. It ftscuses on the importance of calling 999 if someone is unwell and indudes an aftercare plan to ensure that if a young person witnesses or responds to a drug related emergency, they have a clear plan for acce55Fng 5UPPOrt. It ha$ 8enerated a IDt of interest externally as there 15 no other training of this kind ovailable. We will be rnaking it available a5 a free downloadable resource in 2025. In our continulng work to ensure naloxone is available an￿here it may be needed, Turning Point colleagues collaborated with more police forces in 2024. We trained officers in both LInc(plnshi￿ and Thames Valley Police who are now carrying kits. Ourteams have ctsntinued iheir excellent work providing naloxone training for a range of partner agencies, includin8 training 5t3ff in prgbation offices acr95s our re8ions. In total our services dispensed over 32,QDO n?lo¥one kits in 2024. Holly Hou5e- a comrnunty home with co-production at its heart People experlenclng homelessness often demonstrate incredible resllience, navigating dally challenges wlih stren8th and determination. Desplte faclng multiple complex needs, such 35 rnental health issues and substancè use. we know they possess real potential lor 8rowih and recovery. We also understsnd that many people will have experienced traumatic events, SV5temic exclusion and discrimination. Those experiences leave psychological scar5. influence behaviours and make it difficult to trust others. With the right support and opportunities, people can overcome barriers, develop new skills, and achleve stability. Thelr lived experiences provide valuable insights, maklng them powerful advocates for change and posltive contrlbutors amon8 their peers and in their communities. Recognising and nurturin8 their potential is keyto ourcommitment to foster a more ncluslve and supportive socSety. Holly H¢)u5e is a per50n-fir5t service. providing 3 welcorning home where dignity and potential ale respected. Here, individuals have the time and space to build their hopes. strengths and skills, striving for 3 betterquality ol life and greater indusion in their local communities. including economic part(cipatlon. Page 27 TURNING POINT IA Gompany Ilmlted by guarantee) DIRECTORS, REPORT (CONTINUED} FOR THE YEAR ENDED 31 MARCH 2025 At Holly House, we have rules and boundaries to keep everyone safe, but the shared culture 15 all about inclusion, understandin& compassion and forgiveness. We know stability and recovery are not straightforward, and setbacks are part of the journey. These setbacks will not automatically lead to a pÉrson losing access to a home or setvices. We Created our model with input from people who have lived through similar experience5, and it keeps evolvin8 based on what we learn every day. This approach ensures that we respect everyone's dignity and potential asthey work towards a better life and greater inclusion in iheir communities. Setting up a new service model requires immense trust and bravery from all stskeholders, including the people who make Holly House their home, and Stafford Borough Council who support the funding of the service. Despite significant challenges and Inevltable hurdles, we have all remained focussed on learnin8 and achieving our shared objectives. It is all worth it when we wltness the progress and achlevements that Valldate the effort and dedication we all put in. Ahhough 1s tough. thls Journey brings hope and posltlve change, makin£ every step meaningful. Fundamental to the ongoing development of the Servi￿ and housing model at Holly House is a commitment to co- production. It is essential that we enga8e the voice5 of those with lived experience ol homele$5Dess and rough sleeping. Together we are seeking Io shift the balance of power, listen to these voits5, and adapt services and stiategies accordingly. The co-producrion attivities build trust and engagement with people who have oftèn been disengaged from setvices for a prolonged period. It provides a platform for Individuals with lived and livlng experience to be included in the design. development, and evaluation of hornele5sness services that will become better through their involvement. Onefactor in whyrough sleepers and peoplewith ctsmplex needs learn to distrustsetvices isthe lack ol continuity. Changes in Service providers, models and funding priorities often create an unstable support environment for people who need stabllity in their lives and the confidence that if they connect to a service or concept, it will Still be ihere tomorrow. We are therefore delighted that the Ministry of Housin& Communities and IDc31 Government and St3fford Borough Council ¢ontinued their support of Holly House by renewing funding in 2025. The seNice is also supported by a recurring contribution from the Midlands Partnership Unlversity NHS Foundation Trust. This u>ntinuing support reflects the position and increasing social value Holly House has on the support pathway within its neighbourhood and acr05S the Stafford community. The advances made would have beefi rnore challenging to achieve without the support of a network of loc31 service partners. The service currently operates at full capacity with six rooms occupied. Over the past year, w& have piloted an additional grant-funded service. This initiati¥e fund5 a Rough Sle2per Outreach Worker who encourages Individuals to engage with relevant servicès by providing on80ing support tailored to their needs. This support includes appropriate referrals to statutory a8encios. The goal is to help individuals acce5S Sultable and sustainable accommodation with support. The Outrezch Worker alsD a5515ts Staffoid Borough Council with reporting rEquirements for rou8h sleepers, including internal reports and erternal government Teporting. They participate in relevant partnership rneetin85 to advance 5UPPOrt plans and improve housing opportunities for rough sleepers. Positivè outtomes at Holly House are steadSly £rowlng, and the achievements of Individu31s are truly inspirational. Witnessing their progres5 motivates and uplift5 everyone involved in deliverirbg the service. Each success story reinfOr￿S our commitrnent and highlights the incredible potential wlthin each person we 5UPPOrt. The Service continues to advocate for inclusive co-production 3nd engagement. offering 5e55ions ènd feedback opportunities to empower people and improve Servi￿ competence and delivery. Scoping community sèxual health servlces In tambeth In March 2024, Turning Point were commissioned by Lambeth Council to undertake a 5COPln8 projectto assess the 5exuo1 health, wellbein& support and educatlonal needs of young people in the borough, pa¥ticularly those at risk of poor sexual he31th. Thefindings were used to make evldence-based recommendations to shape the newsexual health outreach servkt Page 28 TURNING POINT {A company limitsd by guarantee) DIRECTORS. REPORT {CONTINUED} FOR THE YEAR ENDED 31 MARCH 2025 that launched in October 2024. Over seven months. practitioners Kitale Kennedy and Phoebe Phillips used a miKed-method approach focused on collaborative stakeholder involvement and maximising data collection within the limited tirrefr?me. To increase the likelihood thatthe newserwices would make a real impaclthey sought to engage all relevant stakeholders, including those already supporting young people in the borou8h. By allowing thèm to voice what support would be rnost beneficial to them. Kitsle and Phoebe reached 3 consensus on how sexual health support. servi¢es and outreach should be deslgned and delivered to best meet the needs of young people in Lambeth. he two key rnethods Utili5ed We￿ online sufrveys and in.person locus group5. We developed seven 5uyveys ond hosted Aourfvcus grgups enqoging with 3265tokgholders in totul. ThroughAocus group5 we reoched.. 29 young people 105peciol Educotionol Needs &ndDisabllitles ISEND) ond Relrtionshlps, Sexond Health Educution IRSHEJ Prttctitioners 3 sexual heolth professionals Through 5L4Theys we reoched.. 133 young people t7ged 15-25 54 additional ytrun9 people with SEND 36 sexual hecrlth proftsslonuls 28 ￿Xthforrn ondsecondory Relutionships Sex und Heolth Eductrtion IRSHEJ teoehers 13 primory RSHF teuchers IOparents/guorditins/c¢7rers of young people with SEND 10 youth workers Rtgulorln-person outreochprovgdeffertiveforeng(7gementandincreaseduptukefromstokeholders. Itollowedus to build connertions with the communlty youth orgut)isotions within the borough ond ossess existing sUPPOrt. To ensure tI￿t the young people we engt7ged withfeltthot theirtime, opinions flnd contributlons were volued, we developed eclectffcorray of 'sexual health gOOGlies'. The most populur of which were our hand-mode clitoris keyrings ondstickers, which orted borh t750n incentiveondaveryeffectiveeducutiortultool. In additffon to these'goodies'wedevelopedostond-An leofvttoprovidÈ young people wlth the infomiotlon and support theyneeded untilthe newsetvices were up fjnd running. Ourfindings puinted o frustrating but unsurprisinq picture. showlng thot both the young people ond those who support them ore struggling. All 5takeholder5 needed torgeted interventions ond better t7ccess to the knowledge, resources, und servicgstheyneed. Youngpeoplefaceinadequote RSHE. luckofaworenessandoutretrth, inoccessiblesexuolheolth servlces ilnd specific support for Gt-rffjsk groups Is sporse. These chollenge5 ore compounded by u lack of spe¢ifi¢ R5HE trgining, resources ond outreuch trvoiloble for those providffnty support. When presentrng euch recommendation, we outlined stakeholder interest, sugge5tion5 on how it could be implemented ond un explonotion on how they woulLI help oddres5 these chullenges.- Phoebe Philips Followlng completion of the project, Turning Point won the bid to run the service, with both Kitale and Phoebe Joining the team as young ￿r$On practitioners. The recommendations and scoping proc*ss have shaped how the *rvlce delwers training+ develops resources, and approathes outreach. Many of the effective outreach tools Kitale and Phoebe developed lincluding the clitoris keyrings and stickers) are now regularly used in the service. e both feel Immejsurably proud to huve helped develop ot)d deliver G 5trvice thot supports, educotes ond empowers youno people in the monnertheywont und need while equipping those tftotsupportthem with the tools to dosoeffecrively Page 29 TURNING POINT (A company limit•d by guarantee} DIRECTORS. REPORT {CONTINUEDI FOR THEYEAR ENDED 31 MARCH 2025 nd with confldence." Kliale Kennedy Marie's story- stopping smoking Marie was supported by our Smok1ng Cessatlon Servlce at Turning Point Hammersmith and Fulham. here's no woy thutl could hovesuccessfullystoppedsmoking if ithodn't beenfor the AIHS vupe5 that Turnifpg Point gave me. It wos gre17t to hGvesomeon8 to talk to obout it. btcouse I didn'trealise sftnoking hadbeen bothering me, becouse we push it to the b(yck of our mlnd. What If I get lung c(FncerP Because literolty every time you smoke you've got thot subconsClOUS thoughtom l yoing to kill myselF Is thls going to give me Can￿r7 Now. you've tested my lung5 they're heulthy. so thot's u goodfvellng. I re(Tlty oppreciateit. You're omozftngl The ke￿orker spoke to me on the phone initiolly ond he was verypersuusive ut getting me to try It. Without Turning Point, and without the help that I got. I wouldproboblystill besubconsciously worrying obout cigorettes ondcreuting ILlrtg concerin my lift. Now u lot mLYe people can stop Smoking becouse of k¢OPe% btcouse it's nL7t such u shock ro the system to go from 20 cigorettes to nothffng. You showed me how to use them as I'd never used those types of vopes before. Eventuolly Ifound myself needing it less ond les5. 1 wonted to get the energy of Gddiction outof life, ond I've noriced my lungs ore cleorer ond my house smells much better. And my breorh- I dony hove to hove mints on me ollthe time! Justgive it rj ty- If you wunt the peote ofmind. ivs worth it.- Goal #4 Create endurlng value for communltles and soclety as a whole The success of our 60th year anniversary celebrations and exhibition demonstrate the innovative ways ourteams continue to deliver real value to the communities we work in, as well as for wider society. We have continued protectin8 the right5 of people with a learning disability by joining forces with Disability England to reviEW and refresh the DNACPR pack. co.producing a new interactive resource with the help of people with lived experience. This year also saw us extend the support Rightsteps, our businèss.to-business brand, provides by refreshing and rebrandin8 the service and expanding access to our online support. Expanding Rightsteps mental health support Turning Polnys business-tQ-busine55 brind, Rightsteps, continue5 to enable us to extend our reach to new audiences, supporting individuals, mental health earlier and helping prevent issues from es￿laIl￿g. Rightsteps works dirertly with employers to support their workforces through its range of innovative and impacrful solutions. This includes 5UPPOrt for Mental Health First Aiders in the workplac£. emotional support for employee groups struggling with the impact of their roles on their mental health. and access to online guidance ond clinically developed digttal intervention5. Ri8ht5teps also works closely with many benevolent organisatlons and charities, enhancin8 their wellbein8 offer and 5UPPOrtin8 In the delivery of their chaTltable oblpctlves. We are continuing to expand access to the online support wè have dèvelopeij for people experiencing difficulties with night sweats and hot flushes associated with the rnenopause. People who access our NICE recommended 5UPPQrt show improvements au0s5 111 outcome measurés, including the seveilty and frequenry of night sweat5 and hot flushes. anxiety and low mood. Page 30 TURNING POINT IA Company limited by guarantee) DIRECTORS, REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 The number of people choosing to improve their undèrstanding of their own mental health grew significantly dtsrlng the year, with over 3,000 completions of our Mental Health Self-Asse55ment tool. This helps people better understand how they feel and guides them to the type of support that is most appropriate for their neèds. The aggregated dita from completion of the self-assessment tool provide5 a real insight to the level of difficulties many people are experiencin& which in turn informs the support RiEhtsteps provides. Meetin8 CUStoMers' needs is critical to Bightsteps. We do this by listéning to what our customers tell us, continually evolving our products and seryice5 and by providing fantastic customer suppc¢rt. Ri8htsteps' customer retention provides evldence of this, with contract renewals at over 80% for the year. We are a150 extretnely proud that each year MO￿ and More organlsatlons choose Rightsteps to support their mental health and wellbeing objectives. For instance, in 2024 Admiral Insurance sÈlected Ri8htsteps to support its Ment31 Health First Aid tommunity. °Rightsteps hoveprovidedourcolleogues wlthpersonulised, tsiloredcounsellingsupport to help improvÉ ondmonuye their health ond wellbeing. As uresult of this service. we hove seen improved otten(l<)nGe ot work, but more thon that they have provided e55entFTrlsupport to ourcolleagues when tliey need it most, such os not having to woit to acce￿ tolking theropy through thelr GP. The tet7m ore super helpful ondfriendly t7nd olwoys offer considered solutions ond options in times ol risis. Dawn Haughton- Head of Pegple, V?ts4Pet5 In 2024.25 Rightsteps, refreshed and rebranded My Right5teps Hub, our online mental health plarform. The Hub has a programme of new content and support foi users along wlth a new look and feel and improved navigation. This is just the start of 3 new phase for Rightstep5' online support, building on customer feedback and reflecting our drive to continuallv impfove how we meet customers. needs. Alongside this, Rightsteps launchéd its new website with new branding and a new structure to help those considering Right5teps ès a mental health and wellbeing partner to quiekly understand who we are and how we can 5UPPOrtthem. As well as supporting many external organisation5, Rightsteps is a key part of Turnin8 Point's health and wellbein8 offer and Is avallable to all our colleagues. Given the challenges that 50 many of tsur colleagues navigate both inside and outside of work, this support is critical. and hundreds of colleagues chose to access Rightsteps during 2D24-25. Health and wellbeing support to improve life chances Enab5in8 and ensurin8 good health and wellbeing 15 at the heart of what we do èt Turning Point, both to improve life chances and prevent the impact of ill-health and inequalities. This 15 especially important glven that many of the people we support are at increased risk of poor health. However, our ambition for heaFth and wellbeing ertends io our colleagues and the communitie5 we are part ol acros5 the country. We seek to create ripples of change and possibility for the thousands of people C*ur work touches every dav. We have never been prouder of how we help improve health and wellbeing acr0$5 different domains of people's lives. Our 60th year highlighted the many and innovative ways we reach people searching for their 'turnin8 point,. and how we are led by them to explore how this could enhance their lives In the present and the future. To markour 60, year, we asked peopleto put forward an objectthai tellsthelrstory. Many of these objects demtsnstrated an impact on wellbeing.. Lucy captured Raven the cat sitting on her work bag with her 8Ultar in the background, a demonstration of the power of pet5. creativity and the role employment C3n have on our live5. giving us focus. financial stability and connection Page 31 TURNING POINT {A company limited by guarantee) DIRECTORS. REPORT {CONTINUEDI FOR THE YEAR ENDED 31 MARCH 2025 wlth other people. (Turnin Polnt60 Hannah's simple candle held a polgnant message, reminding us of way5 to create calm for our minds, our bodles and the places we live. (Turnin Point60 A mug of tea or coffee can bè the everyday item that brings people together and I￿1t18tes someonelo open up about their [0￿CernS for themselves or loved one5 for ihe first time. Years later they may be the very people offering that mug to otheTS. "NDW, I'rn using everything I know to teach, motivate, and Insplre people who find them5efves where I was in the past.. Kerri told us. Turnin Point60 ForCrai& his wellies represent his love gf keepin8 busy and his'switch where he can enjoy being outside in nature, feeling free of worry and concentrating on his next catch. 8eing supported to lind fishin& his new hobby. helped Craig manage his mental and physical health during the pandemic. rrurnin Point60 The objects are a reminderthat what may appearto be unremarkable can help create remarkable 3nd long-lastingchange. even when the initial thange is small. Looking forward, our Health. Wellbeing and Inequality strategy continue5 to guide u5 to adopt preventative and systemic approlthes to address the underlylng factors that impact on health and wellbeing. Our Wiltshire Connect substance use service has partnered with the council to be a provider of the HousehLild Support Fund locally. They received £30,000 in the last round of funding to be distributed to local people who struggle to meet essential livin8 Costs during the current t05t-of-living challenges. Peer mentors with lived experience are central to the decision-making process that allocates the funds. To date, we have helped people to purchase a range of essentials, including shopping vouchers, white goods, children's furniture. rnobile phones and clothing. We have helped people clear debts, live in safer conditions and reduce many risk fartors for poor health and wellbeing. We will remain focussed on worklng wth people who are at the greatest risk of health inequality, exploring way5 to broaden the support we provide and increase access io support from the wider comrnunitiès we work within. Our stop smoking service in Hammer5mith and Fulham tar8etS 8roups of people who are known to have a high prevalence of smoking and. thèrefore. a greater risk of associated health conditions. In 2024-25, we Supported 232 people to achieve their goa15 to quit smoking. 41% Df them wÈre also struggling with drug andlor alcohol addittion. and 43% had a mental ill-health diagnosis. Over 50% of people who access our servicè quit successfu15y, which is something to celebrate, given the challènges many of the people we see experience in tackling whal is often a long-term hablt and addiction. Advocatlng for change DNACPR stands for Do Not Attempt C3rdiopulmonary Resuscltatlon. Itls a recorllmendatlon from a doctorthat CPR is not performed on someone when their heart stops. 'Learning disability, should never be a rea50N for a DNACPR recommendation. During the pandemic, we saw an unpTecedented Increase in the number of people we support with learning disabilities being skkbject to inappropriate DNACPR recommendations. In response, Turning Point worked with Le3rninE Disabillty England to put together a DNACPR checklist to help people with a learning dlsability and their family, earers aThd support workers to uN4er5tand the law and their rights. Unfortunately, the problem remain5. The 2022 LeDeR ILearnln8from lives and deathsl reviewfound that where 8 DNACPR was in place at the time of death. DNACPR documentation and processes were not correctly completéd and follewed In over a thlrd of cases. Page 32 TURNING POINT IA company Ilmlted by guaranto?) DIRECTORS, REPORT ICONTINUEDI FOR THE YEAR ENDED 31 MARCH 2025 This is why Turning Point joined forces with Learning Disability England agaln last year to review and refresh the DNACPR information patk. A new interactive resour￿, including videos and 'top tips, from people wlth lived experience was launched in July 2024. We toproduced thls information pack with the help of different people and or8ènisations. These include 5elf-advocates, family members and adV0￿c¥ organisat¢ons. Acaclemic specialists, the National Mental Capacity Forum, CQC and NHS England also provided expertise. "Sometimes we don't know how to chollenge and irfs ret711y importqnt we under5tond whot to do ubout it ond who to go to.. Mel- support worker here 9enerul lock of QWCTrene55 confldènce rjmong p8ople, fvmllffes and tare workers ubour what u DNACPR decision me17n¢ und how to chollenge this.. Care Quality Commission ICQCI The Infomiation Pack Is avallable at htt www.turnin oint.co.u su ort.we-offer learnin dna "lffsnotun illnesso leoming disubility. You're born with o letlrning disobility, butyou don'td￿frOM it." Brian-self advocate e're oll humtin, we're oll equf31-and no one shouldbe discriminoted aguin5t." Linda- family carer Marie-Ann and Alistair's object and story- DNACPR decision note Protecilngthe rlghts of people with a learnlng dlsablllty "My brother, Al love5 living at Rix House, G residenticrl centre for people with (y learning disttbility that's run by Turning Point. In Apn-12920. right in the eurly 5ttTges of the pondemic. Al's doctor colled to tell me thatAI wouldn't be odmitted to the hLlSPitol if hefell ill. The dortoro159 5uid they were issuing a ONACPR decision. At the tlme, my overridingfeeling wos relief. At leustAI wouldn'tneed to gg to hospitol by hArn5elf,. he hos u strongfeur of hospitols ond needs o famillor person by his side. 5inceno.one was ollowed toaccompony their loved ones to hospitals back then. f was reossuredhe d at least be surrDundedbylove und tore. However, us I thought thing5 over thut eveninq, I bec17me more und more troubled thot the doctor hadn't soidhow long the DNACPR decision WJOLJld be in place. The next morning, I colled the doctor to Qsk about the timefram¢ Glnd expressed my shock when I wos told there was no specific limit. fhot Wt7s when the doctor ugreed ro set the timefrome trt three rnonth5. Wonting to r(71k things through, I CLrlledAI'5 dedic¢rted key Wtr￿er, lfjvienne and told her t7bout the trrder ond my conversL7tion with the doctor. Afew doys later, Vivienne culled me bock. She wa5 furious. The centre hud received blunketDNACPR decftsion Jor oll residents. This ineluded one residen¢ perfertly capable Df rnuking their own decision, who hodn't even been consulted. Thankfvlly, Vivienne deoded to contoct our locul MP, Robble Moore. She told him what hod huppened ond exploined her disgust thorpeople were being di5regurded, ond their lives consffdered insignifleont. Robbie Moore immediotelyrecognised the injustice ond raised the issue with Brodford clinical Commissioning Group. It ¥YQls Aprftl 15th when Viviennefirstemuiled Robbie and byApril 25th. the DNACPR orders hud been concelled. Similorstories in the news mude it clearthotAI wasn't olone infocingthisklndofprejudice. People with leamingtlisubilities ond elderly residents in core homes. some of whom We￿ veterons. were being denied the some opportunities tts others. I'll beforevergrateful to viV￿n￿eforeverytfv1ng she dffdond enubling me to realise thrt not everything wos beinq done wlthAlistoir's wellbeing in rnind." Page 33 TURNING POINT (A company Ilmltsd by guarantee) DIRECTORS, REPORT {CONTINUEDI FOR THE YEAR ENDED 31 MARCH 2025 6 Oura roach Involvement and engagement Involvernent15 key to ensuringthe high quality of the servl¢es we provlde. Thi5 year, we have continued listening and learning from the people we support. Our My Turning Point Experien measures give us valuable insights about how people feel about the support we provide. while My Voice 2024 brought people together to explore Ihemes of real importance to the people we support. Our networks continue to thrive, acting s critical friends and prctviding valuable inputte help us Improve seNlces and resources. Listening and learning from people's experiences We continue gaining the rich Insl6ht that Informs and improves the sUPPOrt we provide through thè many ways we have of listening to, learning from, and colliborating with people we support across our organisation. One of our ambitlDn5 15 to meaningfully involve all in everything we do. We have continued growing involvement across our services and national initiatives, from involvement forums and co.productlon projects to service design and quality improvernent initiatives. Alongslde qvalitative insight and collaborative working with people we support, we reco8nise the benefit stmn8 Quantitative metrlcs can play in understsnding people's experiences. This year we focussed on this by working to strengthen how we enable people to late aspects Gf their support easily. and how we learn fiorn what they tell us. Our co-designed My furning Point Experience measures give everyone supported by Turning Point the chance to answer questions about their overall satisfaction, and some specific queSt￿on5 about aspects of their 5UPPOrt. Through loc*king at combined dat3 from all our services, we are building a national picture of how people feel 3bout their support and an understandlnE of any themes and variances across our three business area5. Serviees are beglnnlng to use their real-tirne data to monitor experience ratings of the people they support and to reflect on and learn from the data. A5 data continues to build, we wlll be able to glean more from it across Turning Point. We plan ttr torttinue embeddin8 My rurning PointExperience to make sure every persgn we support has the chance to feed back to us. What people we support told us this year: 87% people have an ovèrall positive èxpèrièncè of support frem Turning Point 8S% feel they get the support that matters to them 88% feel listened to and wéll cornmunitated wth 84% feel involved in decisions about their own support 90% feel safe in the service they use (bas￿ on 1,936 responses) Page 34 TURNING POINT {A Gompany Ilmited by guarantee) DIRECTORS. REPORT {CONTINUEDI FOR THE YEAR ENDED 31 MARCH 2025 Ampllfylng the voices of people we support In our 60th year: My Voice 2024 This year, we continued to stren￿heN our dialogue and collaboration with people we support, demonstrating the value we place on their experiences to inform all we know and do at Turnin8 Point. As part of the prograrnme of events marking our 60 year, My Voice 2024 brought together people from each area of 5UPPOrt we provlde and frorn across the country to share their experlences, needs and ideas. Frtsm Northumberland to Kent, people we support came together in-person alongside colleagues for a ctrdesigned day that explored some of the recurring themes that can7e up about engagement durin8 the year. These werè themes people highlightÈd as being of rèal importance to them and which have Crucial impact on their support, and the opportunities they have to achieve new possibility in their lives. Family members and widercircles of support played an important part in the My Voicediscu55ions asthèy are vital partnérs in the care and support of their loved ones. They shared perspective5 and Ideas around what great support for their loved ones looks like, 2nd what they nèèd when engaging Wlth the service. Yl7e doy ht7s been colluborotiwe between Service users, peers support workers. prolessionals- it5eem5 to me thut we're till tulking on on equul p(4r which 15 importLTnt." Karlito. supported by Turning Poinl What we heard Redudn£ We heard experientes of the stigma that people we 5UPPOrt continue to face and how this can have an impart on thelr abllity to thrive. we also heard of positive change around this and effort5 to actively challenge and reduce stlEma, for example through workin8 to ensure we use destigmatising, inclusivè and empowering 13nguage ihroughout our organisation and beyond. Accessing servlcès and support We heard how havlng access to the right seryices and support. and chances to @xplore new pos5ibillties and reach new potential, are key to recovery. reablement and Independence. We heard a clear message that we must continue strivin8 for truly inclusive and equltable support in ourown services. and thampion improved access outside Turning Ptsint in wider health and care. Communication and connertiun We heard of thÈ positive imp3Ct great tonneetions have on the lives of people we support, and In them developlng meaningful. trustlng relationship5 and network5, such as the connections they make with other5 SUPPOrted by Turning Point, support Staff, new and exiSt￿ng friends and famity members. We also heard of the important role eX￿lIent, person- cèntred communication play5 in enabling people'5 V05ce5 to be heard, and in thei¢ tonfidence and personal erovAh. e tsnly way chonge is g￿￿9 to hoppem is IA we leornfrom euch other. If the5g conversations hoppen it's heordfrom all sides-stuff. people who use the servKes andfomilies." Sameya. family member of someone 5UPPtsrted byTuming Point It was a powerful day where we heard important messases th3t will inform the supportwe provide so that it continues to be the very best it can be. There were real IJEnefit5 in comin8 tO8ether in person to connect an<1 share in this way. Those who attended showed a real 5en5e of pr￿e in being part of Turnin8 Point, as well as a continued commitment Ind determination to work together to Insplre posslbility and reach new potential. individually, for their services, and for our natlonal organisation. PagG 35 TURNING POINT IA company Ilmlted by guarantee) DIRECTORS, REPORT {CONTINUED} FOR THE YEAR ENDED 31 MARCH 2025 -It is vitol thot we heorfrom the people we support ondalso theirfamiltes und widercircles of sUPPOrt becuuse if we listen ond we learn. we con do something direth with the experFences that we're hearing.~ Julie 8a55. Chief Executive, Turning Point The lrnportance of networks at Tuming Point The LGBTQ+ Network The IGBTQ+ Nètwork continues to gTOW and thrive. They have now been runnin8 for four years and continue to evolve. A wide representation of the LG8TQ+community attends meetings, both supporting and being supported. More tr2nsgender people, non-binary people, lesbians and gay men are attendlng the groups than ever before. In the last year, TurniTh8 Point h3d space at a record ten Pride events around the country. This help5 us shine a lighton ourcultural competenceto support this cohort of clients, as well as being another strong 5iBnal of our diverse and welcoming workforly9Ot obout three tofour hour5 to get there LTnd bock. Certain times be in bed. Whovsltllke Ilvlrtg in your own lyome? I love it. Now l (on hove everything. I con hove ornoments, I con huve gla55 stuff. Ican Ipave chNno, I rttn have cuuery, I con moke rny own drink. I go to bed when I wont. I've got u cot, whith I lffke, ntlmed 8onnie. And I like hero lot. I looked (rt two but one wos only u kitten und it wouldn't wme to rne, and I thought °oh why won't it come to me, it doesn't like me or somethlng" SIFe was meowing at the doorstrgight uwoy. Yesterday wtls theAirst tffme she slept acr055 My legs. I con't woit to go on my holidoy on Frlday. I'm goingfor two nights on my holidoy to Dymchorth. ljust con't wolt for it becouse Igst yeur Dr L- who wos my doctor ut the h05plttsl, she did write to the HorFTe OJTNce obout it and that wos to get me some tlme to go on holidoy. Bur theysaid no, the Home OAfice, 50 1 got letdown. So, I'm goftng this time. trhe lust time I wenton holiday wusj a&outSO yeors Ggo. I'm golng to qo to the corovt7n. When we ger there, we're going to get trll our clothes and ¢verythin9 Out and get ull sorted out. Then we're hoping to go outfor o metsl und perhops go for u little drive somewhere oround. Thert the next doy we're howng to get up early ond gt> to like second htrndshops ond orcades und thut. How tlld youfvel when you were toldthatyou were moving to yourown home in the community? Iwus hoppy. I couldn'twult. lusedto sayto DrL--HtrveyotJhet7rdt7nythingyttPHove youheordunythingyet?Am Imoving yetP-And she'd go "Notyet. I've got nothing yet."And thls come up, they come ond tolé me straightQWi7V. 'The￿re going to stort coming ro see you quite soon, thepeople" so I thought"Qh lovev. When they were telliny mg obout it ond thcrt. euch duy I was going °Is there anythino yet? Am I moving rlght now? Plove I got o dtsrey And she's going, "No, not yet. ond I'm going, ￿ell hurry up then". She goes -AlriGht, we'll hurry up, we'll try to get that pushedolong-. Whot would you like to do In thgfvture? I'd love to work ot the church pluce you know. helping them to put stuff oort ond thot. Price the stutt ond stuff like thot. When I come bq¢k off my holiduy, l in hoping to go ond yots know, try it out. l in very. very huppy ondplet75ed. I'm out of hOs￿t￿l and Ilvlng out here in my ownflot with cttt, with mystuff. wknt I got aroundme. tt could be no betterforme." Page 38 TURNING POINT {A company Ilmlted by guarant¢e) DIRECTORS, REPORT (CONTINUED) FOR ThE YEAR ENDED 31 MARCH 2025 Our Turning Point culture At the core of our or£ani5ation is a strgng commitment to creating a culture where our colleagués can thrive. We beli&ve that our culture is not just a backdrop but a powerfvl fgrce that Influences our daily interactions and long-term vision. Our values guide our actions and deci5ion5, and we take them seriously. The posltlve impact of our supportive arKI engaging culture is reflected in the excellent outcomes we achleve forih05e we 5UPPOrt. By fosterlng a healthy workplace, we enhan¢èthe quality of service and care we provide, enabling colleagues to make a meaningful difference the Ilves of those we support. De5Plte ch311en8es in the sertor, we continue to attract exceptional colleague5 through recruitment campaigns that ernpha5i5e our commitmentto equity. divèrsity and inclusion. Our turnover rate rernains5ignrficantly lowerthan the sectar average. We believe this is due to our commitment tof05tering a tulture that empowers, rewards and develops our people and thc15e we support. We are committed tD developln8 colleagues. expanding and embeddinE our range of leadership programmes and learning opportunities. Colleague engagement Our colleague engagement survey results show a positive trend this year, reflettSnE our commitment to fosterlng a supportive and engaging work environment. The overall en8a8ement score ltsr Turning Point Is 79%, an improvement of 2% from last year. This increase is a testarnent to the hard work and dedication of our colleagues who have co-created ultures that allow them to thrive and give their best to the people we support. Key highligfits fiom the Survey in¢lude= 83% of collea8ues understsnd Tuming Poinvs priorities and where the or8anisation is heading. an increase of 2Yofrom last year. 92% of respondents feel their role contributes to achieving Turning Point's outcomes, a 1% improvement from last year. Our values resonate strongly; 79% of our colleagues believe we have strong values which are put Into pra¢tlce. We are particularly proud of the 5% in¢rease inirust and respectforour leadership group which is now at 75%. This reflects our ongoing efforts to build a transparent and trus￿OrthY leadership team. Furthermore, 87% of colleagues trust and respecttheir manageror supervisor, an increase of 2% from lastyear. These results highli8ht our progress and areas where we can continue to improve. We remain commltted to listening to our colleagues and taking action to enhance our workplace culture. Insplred by Posslblllty awards The Inspired by Possibility awards are all about shining 3 spotlight on those who have made remarkable progre55 overthe past yeai. They glve us the opportunity to recognise the efftbrts people have made in their lives, or to steadfastly stand bv others in the pursuit of posslbillty. Durin8 2024-25. 421 people were nomlnated for an award, includlng contracted employees, people we support and our peer mentor and volunteercommunity. Whetherthrough personal achievements, acts of kSndness, or inspiringother5 With their determination. every nominee has shown what IS P055ible with resillence and support. Page 39 TURNING POINT {A company limitod by guarantee) DIRECTORS. REPORT {CONTINUED> FOR THE YEAR ENDED 31 P4lARCH 2025 We were delighted to give an Inspired by Possibility award to Brian. who we support in a Learning Disability Service. Brian started working at a local charity shop, to support their cause and give back to his community. He also worked to establish our Leaming Disability People's Network, to which he brings loads of energy, passion and dedication to understanding and advotating for the needs of others. Brian is an inspiration and support to those around him. Sonal, a Senior Support Worker, also received an award. Sonal provides support to people with Learning Disabilities. She inspires her colleagues with her consistently person centred and ernpathetic approach to the peDple they support. She has coached colleagues who support those with high sUPPOrt needs to ensure they enjoy the best quality of life. She also actively supports people to get involved in their local cornmunit1è5 and, where appropriatè, proactively supports peeple to ac￿5 education and trainin8. as well as voluntary and paid employment. Recruiting and retaining our colleagues RecruitinE top talent 15 always at the heart of our efforts. Despite challenges in OUT sector, we continue to attract exceptional Individuals. We utilise advanced advertising platform5 to reach a wider audience and tsilor our campaign5 to emphasise our commitment to equity, diversity. and incluslon. We craft adverts for individual job roles to ensure we paint a true, authentic picture of the rDle, 2nd are attracting the right talent for each opportunity. Our strong relationships within local communities are key. By partnering with counci15, universities. and job centres. and by attending job fairs and hostin8 recruitment open days on weekend5. we can showcase our opportunities and accommodate PC*tentlal candidates, schedules. This inclusive approach makes our applicalion process accessible to all, 5UPPOrts working familie5. and enh8nces our appeal io a wider audlence. As a result, we can attract a richer, more diverse workforce. Our referral system in hard-ttrrecruit areas has seen true success. By encouraging Dur current employees to refer like- minded individuals and family members. we have tapped into a netwofk of passionate and dedicated individuals. Thi5 approach fosters a 5en5e gf involvernent and belongin8 arnon8 our staff. The personal connecEion5 and value5 our ￿ferred Candidates share have made our workforce more cohesive and mtivated, ensuring we maintain a fully staffed service even within tight timelines. One of our st3ndout stories comes frorn ¢>ur Wiltshtre servlce. Faced wlth slgnlficant recrultment challenges, we leveraged Dur sponsorship statusto offer permanent opportunities to individualswhg had previously been overlooked for permanent opportunities. This initiative not only filled critical v8c8ncies but also brought in a group of highly motlvated and dedicated PTofèssionals. Their enthusiasm and commitment have been instrumental in creatlnE a stable and engaged workforce. As a result, we have been able to provide consistent. high-quality care to those we support. ensurlng contlnulty and building trust within the comtnunlty. 8y the end of 2024-25. our average vacancy rate was just 3.7%. Our voluntary colleague turnover rate stood at 17.55%, Si8nificantly lowerthan the sector averagè of 24.8% (Skills for Ca￿>. Our approach not only addresses workforce shortages but a150 f05ters a vibrant, inclusive, and committed team. Leadership and development Great leadership is key to our success and growth. This year wè have embedded the new leadership programmes we launched in Febmary 2024. The Aspire leaders pro8rammè supports colleagues who are not currently people managers to grow professionally and personally so that they can becornè tomorrow's great leaders. Aspire is designed to be learner-led and bespoke to the indwidual'5 need5. To achieve thi5, we take all delegates through a 360. assessment a8ainst our value-led leadership framework and develop a per50nali5ed development plan from this. Alon8side the learnin& dele8ates can chrx)sÈto access Pag8 40 TURNING POINT {A company Ilmlted by guarant•e) DIRECTORS. REPORT ICONTINUEDI FOR THE YEAR ENDED 31 MARCH 2025 coaching andlor complete a level 3 apprenticeship in Leadership and Management. This year 72 colleagues signed up for Aspire. The best leaders inspire others with their values and their actions. The Inspire leaders programme supports our existing leaders in underst3nding themselves 35 a leadèr. It develops and refines their personal leadership skills, including their ability to handle difficult situations, influence Dthers and build relat6onships. The Inspire programmè takes a continual professional development approach, built Dn the ethos that leadership is a practice we all need to continue to reflett on and develop. Leaders can access learning and coaching and complete a level 5 Leadership and Management or Coaching apprenticeship as part of the Inspire programme. 194 managers have signed up for Inspire to date. We launched the Mana8er'5 Induction in September 2024 to support new managers joining Tvrnlng Point or stepping up into a new role. The induction is designed to support managers to land in their role5 as effectively a5 P055ible. Since the launch. we have had 56 managersloin the Managers Induction. We also supported wider developments in the sector by being an early adopterforthe Careworkforce Pathway, developed by Skills for Care and the Departrne￿t of Health and Soclal Care. The pathway aims to St3ndardise various job roles within the care sertor. This initiative aligns the values of the care workforce with those of or8anisatioris, identlfles Skill gap5. and outlines clear progression opportunities and accountabilities. Through worklng with Skills for Care as part of the early adopters, pio8ramme, we have been able to help support and shape thls key Initlative that will contribute to a more competent motivated. and effective care worklorce. Adam's story- the People's Champlon Adam Hardaker is the Supported Living Manager 3t Turning Point Comi5h C105e. a residential unrt that tonsists of five terraced bungalowsthat supports 14 people with learning disabilities and complex needs. People who live at Cornish Close are supported with their emotional. physical and cultural neeils SO that they can livè their lives to th& fullest. AdaTn leads a team that provides the very best care and a person-centred apprg?ch that losters a d05e-knit community atmosphere for all those who live at Cornish Close. In the Summer of 2024. Adam won the prestigious People's Champion award at the annual Greater Manchester Health and Care Champion Awards. The award recognises an individual or team for their comrnitmeni to irnproving the health and wellbeing of others. Organised by NHS Greater Manchester, they are the only Greater Manchester-wide awards which rècognisè thè exemplary contributions Cpf our whole health and care workforce. The judging panel said Adam was reco8nised for hi5 "work and passi¢n. supporting people wlth learnlng difflcultles and disabilities to improve their day-tO- day quality of life" After collecting his award, Adam said.. To just be norninotedby thefafftilie5 oAthe people we 5UPPOrtond othermembers of the public for the work thot I do wirhFn the heolth und sociuj core sector wt7s such on honour itsell. To win such t7 pre5tigiou5 awtsrd is scimething thJt is difficult to into words. l om privileged to work with trnd olongside some of the m05tomozing people who work tirele551Yforthepeopl8 wesupportso thEycun live greut, heolthy. meoningful rjndluifilling live& This tjword is not j115tforme. but olso oll our brllllont support workers. os well os Kotie. Chorlotte. Brendun, ond Kurf we oll come together with the UAm5 ond vislc>n of Tumlng Polnt ut heurt. Every person Gt Cornish C105e bnngs thelr own uniqueness to uchievlng oll that we do. A rno55ive thunk you to all those who have helped olonq ouriourney, long muy it continue. Karl Howard-lones, Locality Manager, Learnin8 Disability at Turning Ptslnt. said.. "Since the tmnsftrof Cornish C105e to Turning Point in October2022, Adom hu5 workedtirelessly to advocotefor thepeople we5UPPQrt. He hos ledhis team through themyriad chonges requiredfrom theprevious coreprovffderto the highstjndurds Page 41 TURNING POINT IA Gompany limitod by guarant•o1 DIRECTORS. REPORT (CONTINUE0} FOR THEYEAR ENDED 31 MARCH 2025 thot furningPointrequire. SometNmes this hus been diAicul¢fvm lioising with propertypersonnel regtrrdlfjg refvrbishment worl heolth profe55i0no15, os well trssupporting and Glireeting thesupport teG*m in implementing oll thechonges that were required to supportplunsfor the residents. This oword given toAdom recognises his efforts in the best of woys." Delivering sotial value Social value 15 thé added value seryices can deliver to the economy, cornrnunity life. the heakh of the local population and the environment. It li an intègral part of everything we do. We are committed to being'inspired by possibilitl and improving the health and wellbeing of the people we support, the communltles we work in and our teams. This cpmmitment to social value shines through everything we do whether that Is our community innovation fund and grant fundin8 programmes, our evolving apprenticeship programme, or the mental health and wellbeing support we give our colleagues. Inspirlng projects from our Community Innovation Fund Durlng 2024, our Community InnovatiDn Fund continued to help inspire the people we 5UPPOrt. staff, local Drgani5ations and residènts to come together and create project5 that improve wellbein& reduce isolation and leave 8 Posltive le8acy for our services and the wider community. We had 57 applicatiokns tD the fund over two rounds ol fundin& one in spring and one in autumn. Each applicant demonstrated an ability to CLI-produce with community stakeholders. resilienee and determination to overcomé challenges, and a de￿i￿tIon to the work they do. At the start of 2025. over 1.000 pèople had benefitted from the projects either by being part of development and delivery orthrough p3rtlClP3ti9n. Our rotating panel is made up of people we support, staff and previous recipients. They had the difficult challenge of 5hortlist5ng 18 projects to receive funding. We contlnu& to follow these projects and to offer thern support and share their successes throughout our organisation. The 18 shortlisted pro}ectS 3re= Falcon FC- Falcon Re¢overy Servlces Rounds to Recovèry-Team Valentine Myjourney, My Way-Tuming Point Beacon Lodge arhd Angel Lace Community Phamiacy: Ilme to thange the scrlpt- Turning Point Stgfford Courtyard of Success 0153bllity Champlons- J7 Health and Fitness CIC Manchester Writkng In Recovery-Turning Point Herefordshire Brown Glrl In a Bottle- Turnin8 Point Leieester, Leicestershire and Rutland Stafford Self-care Prolert Bifchwood Forest School-Turning Point BiTchwood Mental Haalth Lendlng Llbraries-Turning Point Speaking without Stlgma In PHSU-TuTning Point Service User Council Page 42 TURNING POINT {A company limited by guaranl•e) DIRECTORS. REPORT ICONTINUEDI FOR THE YEAR ENOED 31 MARCH 2025 Wakèfleld Arts and Crafts- Turning Point Wakefield Vlrtual Experience5, Real Outcomes-Turning Point Making r¢¢overyvlslble and tMnetttrng wlth the tommunky- Turnlng Polnt Somerset Bees Refugee$ Farm Vlslts- Bees and Refugees Rabblts Warren- Development Plus Digltal D•v•lopments Turnin8 Point Wakefield Talking Therapies Case Study: Falcon FC Falcon Support Services 15 a homeless and comrnunity project that supports people acrDSS Lelcestershire and Rutland. Falcon Support Services applied to the Comrnunity Inngvation Fund for £2.000 to 5UPPOrt thern wth the hire ol an indoor football pitch and for èqulpment to ensurè that not being able to atlord boots or shin pads is not a barrier to playing football. They planned to create a borrowing bank of equipment that could be cleaned between sessions. Since recelvlng thefund, belng able to offerthe correctfootwearfor these events has really given the service users a boost. The team'5 dedication and hard work has been amazingi and we have had some signific3nt improvernents in fitness and reducing substances. In the first three months of the project there were 54 individL5al visits to the tra￿nIng sessions. The amount of interest service users h3ve shown in getting involved in the football training is a mark of the sutcess gf this project. "Knowing I have this every week to come to helps me get motivjted" PgrtKipun¢ In Sepièmber 2024, we put together 3 football tournament with eight teams from across Lelcestershire, Derby and Nottingham. 90 people attended or took part in the event. All Involved were in recovery or seeking recovery from substance use. Inspiring posslblllty through grants Our Grant Application Programme secures funds for activities that enhance lile choices. comrnuniiy inclusion. acce55 to service51 quality of life. and better health. We support individuals and communities by funding projects that meet their needs, This creates opportunities for education, employment and personal growth, improving lile choices and fostering self-efficacy. Our fundirhg priorities include initiatives aimed at fostering Interartion and understanding arnong diverse groups. These activities support the development of stronger, more cohesive cixnmunities where all individuals are rècognised, re5perted and ineluded. In 2024-25, our work a150 fotused on improwing a¢¢ess to physical and recreation31 activities. environmental enhancernents. and arts and culture project5. Thèsè initiatives aimed to Improve the livlng envlronment and provide opportunities for fitness, relaxation, shared experiences, and fun. Our grant applications drive posltive change. achieving more than contract funding alone. HOOF Lèague ILeicestèrshlr* Mental Htalth and Substance Use}, Barclays Sported Fund and Turnhng Polnt, This grass roots initiative supported individuals across mental hèalth and substance use services with a history of insecurt housiftg to play cornmunSty sports. In partner5hlp wlth ThÈ Falcon Centre and The Leicestershirt and Rutland County FA, the opportunity was open to all Services supporting people acr055 the East Mld13nds. It focussed on reducing the barrlers Page 43 TURNING POINT {A company Ilmlted by guarantee) DIRECTORS. REPORT ICONTINUEDI FOR THE YEAR ENDED 31 MARCH 2025 people supported fac2 in accessing recreational football. St Barts Isandwlch, Kent Learnbng 0i5abillty} Tuming Point and The Lawson Trust. This project provbded improved aue5sibility for individuals supported by our l@arnin8 disability service in Sandwich, as well 3s recyclin8 materials to preserve the envlronment and reduce costs. Cornish Close Comnwnmy Comfort Garden (Wythenshawe. Greater Man¢hest•r Learnlns DlsabllSty1 Nelghbourhood Investment Fund, Great Platt5 Landlord, Turning Polnt, and Manchester Airport Group. This peer-led initiative transformed a run-down and under-used area into the Cornish Close Community Comfort Garden, creating a Calming and dignified outside space wherè peoplè we support and theirfriends and fèmilies can spend time together. Volunteer5 from Good Gym helped to create the garden and Manchester Airport fjroup provided funds for benthes and planters whlch VDlunteers from their tearn also built. The 8arden brought the lo￿1 community, councillors, and the MP together to increase community representation for an often-forgotten group. Flve places at the Beyond Food course (London). We cover the costs of Beyond Food's coursè for fivè people we support In London. The course aligns with Turning Point's approach to supporting people with budgetin& independent living and healthy eating, as well as having a tsn8ible, p051tive impact on 5U5tainable employment which can Improve the wellbeirhg, confidence, quality of lrfe and resilience ol people we support. The chef and front of house course is up to nine weeks long and finishes with work experience in a professional fine dining restaurant. alongside experienced staff catering for paying customers. Dou8las House and Pendlebury House tor the extenslon and expanslon of thelr 'One Step At A Time. Exercise Programme. Mental illness is associatÈd with many forms of inequalities. PÈople are at 8reat&r riskof poor physical health and reduced life expectancy CDmpared to the general population, and norrnal ways uf irnprovin8 physical health are often less accessible to people with rnental health issues. 'One Step At A Time,, 15 a peer-led and per50n-centred fitness pilot for people we support. It includes a mental health aware personal trainer and aims to increase the physical health and wellbèing of individuals with enduring mentsl health challenges. The programme also helps develop confidence in physical wellbeing abiliti2s at our Nurse-led mental health hospital. Pendlebury House. throu8h tailored group ènd one-to-one settin8S, ManchesterCrlsi5 House andRecwery Lounge and CERT. Local developer5 CERT created and ran a series of themed events around mental health within the Northern Quarter of Manchester. CERT will donate all the lunds raised through ihese events to fund the develcpment of our Crisis House and Recovery Lounge Community Garden. Vlrtual Experlence5, Real Outcomes in Mental Health. Donation and Community Innovation Fund. The idèa of this project is to give some of the most rnarglnalised people in Society the opptsrtunity to ateess the benefits of virtual and mixed reality, using ten virtual feallty headsets in selected Turnlng Point mental health accommodation-based services. Inltially. this will be a trial fotussin8 on ￿laXatIOn. mindfulness and fitness outcomes. The oblettive Is to improve individual engagement wlth health and wellbein8 activities and goals throu8h a rnedium which enables them to becorne more active in spaces where they feel safe and in control and expand5 Opportunities for anxiety and stress re5ielin worlds they choose and inhablt. Staffordshire Rough Sleèpers- Stafford Borough Councll grant. This grant funds outreach woth to rough sle¢pers and people who 3re experienting homelessness in Stafford. Our Rough Sleeperoutreaeh Worker and colleagueswithin Turning Pgint provide rapid response ihthe tommunityto verify individuals reported as rough sleepingto Stafford Borough Council and their partner agencie5. This enables Stafford Borough Counci1 tg refer individu815 to the most appropriate service, including housing options. substance use services and mental health support services. We encourage people to enEaee with relevant services by providing ongoin8 SUPPOrt tailored to theiT needs, with the airn of accessing suitable and 5UStainablè actc*mmtsdatlon with support. The Wildeme55 Pro8ramme. Turnin8 Poin( the RSPB and extsrnal dOna￿On5. Wilderness environments hold many benefits for the human psyche. The Wilderness Programme started in 2017 and ha5 continued developin8 since then. It Pag8 44 TURNING POINT (A company Ilmitsd by guarantse) DIRECTORS. REPORT {CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 helps to addres5 the needs and wellbeing of a growing nurnber of individuals who are unable to cope wilh the rigours of modern life. The Wil(Jemess Programme is Nnning an eight-person pilot programme to gather data, includirig dats about the physiological impact of their programme. Places are availableforTurnln8 Point peer workers and volunteers within the Northwest. They create a Safe space for participants to explore and develop their goals for Ilfe and options for wellbeing while generating existential opportunities to chan8e behaviours and engage in a life worth Sivin8. The power of apprentl¢eships 2024 kicked Liff with KiTsty. our Apprentice Star of the Year, bein8 shortlisted for the Regional Apprenticeship and 5ki11s awards East of England in the Highèr Apprenticeship Category. She won the award and went on to the National ApprÈntlceship and Skills Awards Finals in November. Kirsty celebrated her fantastic year with Ilke-mlnded peers and represented Turning Point. who were the sole Social Care provider at the national event. As well as taking part In the awards. we supported the regional events by being a reglon81 judge for the Southwest. This gave us the opportunity to celebrate all things apprenticeship. Entering the National Apprènticeship and Skills Awards and getting through to the National stage within two years of applying demonstrates how far w* have come in a very short space of time. In 2024-25 we contlnued developing and evolving the apprenticeship programme. We developed apprenticeship5 Wlth providers for the level 3 public health and substance use IPHSLII bÈspokÈ apprenticeship and supported the development of Trailblaier5 With other employer5 and providers. In September 2024, we launched our Level 3 Team Leader apprenticeship (formerly Level 3 Team L2aderlSupervisorl, and Level 5 Operations Man3gèr apprenticeship Iformerly Operation5 and Departmental Manager). These align wlth our Aspire and Inspire leadership programmes to support colleagues, progression and develop our leaders, and future leaders, knowledge. skills and behaviours. We have gr¢)wn our apprenticeship programme trom 43 standards in 2024 to 61 standards in 2025. As our organisation grow5. we need a robust and growing apprenticeship programme that supports colleagues sn their roles. We a150 need to be able to explore the new opportunities that apprenticeships can prDvide in supporting growth and economic stability, in line with the Department of Edutatlon and the 3PPTenticeship reforms introduced in 2024. As wt have grown the progTamrne, the number of colSeaEues on clinical apprenticeships has increased. This wlll help us ensure we can fill tlinical roles and fulfil ourvalue of developing exlstinE colleagues into key roles across the organisalion. Most of our apprenticeship provider5 have tompllmented us on the hi8h quality of learnérs on the programme and thè sustainable support network we provide for colleagues involved in apprenticeships. We launched the appienticeship ommunity fully in October 2024 and have added all pro8rammes with more than one leamer to the comrrunity. Knowledge expert5 who support learners peer to peer are also members of the community. National Apprentiwhlp Week 2025 Tc* telebrate apprenticeship5. we took part in National Apprentiteship Week by bostin8 five live online events for ollea8ue5 to attend, and our third annual Apprentice5hlp Graduation and Star Awards. The theme focused on Skills for Lrfe. We looked at what we do as an organisatlon, how we can align with the olf the job requirements of an apprenticeship. as well as how to engage colleagues with éxtitin8 content. We used Viva Engage to promote and share example5 bnternally on a regular basis. We a150 promoted our apprentlceships externally through four mlni bloes. Page 45 TURNING POINT IA company Ilmlt8d by guararrteel DIRECTORS. REPORT (CONTINUED} FOR THE YEAR ENDED 31 P4lARCH 2025 Apprenticeshlps in numbers In 2024-25, 45 colleagues started an apprenti¢eship. 17 colleagues completed their apprenticeship in 2024 and were invited to our 2025 Apprenticèship Graduation and Star Awards. All colleagues who completed an apprenticeship in 2024 passed. with 54% achieving a merit or distinction. This was 3 4% increase on those who achieved a merit or distinction in 2024. since 2018, 93 of our colleagues have complÈted an apprentiteshlp. Apprenticeships Dlverslty Pledge The apprenticeship Diversity Champions network is now part of our Apprenticeship Amba3sadtsr Network, so we decided to honouf our commitment to rn3ke the apprenticeship programme diverse and Incluslve. We focus on this through our pledges: 11 Providing a wider and rnore diverse workforce with actess to apprenticeships across Turning Polnt. 21 lrnproving our approach to social mobility and how we provide acce55 to apprenticeshlp$ and sUPPOrt for those on our apprenticeship pro8ramme. 31 Using equity. di¥erslty and inclu51on IEDII analytics and deve5oping case studies. 41 Upskilling colleagues around apprenticeships and debunkin8 myths about apprentI￿s￿1p5. Our apprenticeship programme reflects our diverse workfor￿. We tallor the learning experience to Individual apprentlees to ensure we take account Df their unique needs and provide them with a bespoke and empowering experience. We constantly review our apprentices. experience to make sure the support we offer is right for them. In this way, we have created a pro8ramme with the appTenlice and nDt the apprenticeship at its heart. Commitment to colleague health and wellbeing Our colleagues, health and wellbeing are very important to us. To be able to support others In Ilne wlth our ambltlons, our colleagues need to be aware, engaged and supported in enabling their own health and wellbeing. WÈ want to create an inclusive environmentand the conditions and practiceswhieh protect and enhance health and wellbeing, so we enccsuoge and enable colleague5 to tske up the SUPPDrt opportunities availablè to them, both from Tuming Point and extemally, if needed. R*sponses from our co11È3gue engagement survey show.. 87% of colleagues know what health and wellbeing support Is available to colleaBues at Turning Point. 69% believe thatTurnlne PoSnt glves priority to colleague health and wellbeing. This 15 an inC￿aSe of 2% from our 2023 Pulse 5urvev. Sl% rated their emotional héalth between 7-10 (with a rating of 10 being the highest). 72% believe that TurnlnB Polnt takes reasonable steps to ensure physical and psychologlcal safety for colleagues at work. Page 46 TURNING POINT {A Company limlted by guarantee> DIRECTORS. REPORT (CONTINUED} FOR THE YEAR ENDED 31 MARCH 2025 82% believe people here are treated equally irrespective of age, disability. gender reassignment. marriage and civil partnership, preEnancy and maternity, race, religion or belief, sex and sexual orientstion. 60% feel their work generally has a positive impact on thèir wellbeing With feeling that the naiure of their w¢rk is challénging fortheir wellbeing. 61% rated their physic31 health between 7-10 (with a rating of 10 being the highest). We have well established procedures, initiatives. and mechanisms for providin£ colleagues with rnental health and wellbeing sUPPQrt. We monitor engagement in wellbeing initiatives and mechanisms and have controls and processes to support the ongoing embedding of a wellbeing culture. We contlnuously seekto obtain fe&dbackfrom colleagues, consistently promote mental health and wellbeing SUPPDrt. and provide guidance vla the 'physical, emotional and finantial, approach to supwrtin8 colleagues and increasing awareness of health and wellbein& We use an annual communications calendar to identify key areas of focus for colleague health and wellbeing. Thi5 includes national targeted campaign5 and educational awareness activities, in addition to the ongoing prornotion of our health and wellbelng offeriftgs and/or interventlons. The content Is developed and/or delivered by some ol our own internal subject matter experts, and we 31sD link to external Sources. as appllcable. We review the calendar e3ch year to make sure it remains relevant. Supporting our cgllea8ues' health and wellbeing 15 an important aspert of our employee value proposition. 50 we are delighted that knowledge of and engagernent with our health 3nd wellbeing support olferings continues to increase through ongoing profflotions and new developments in what we offer. Luke's object and story- Grogu ello. my name ￿ Luke and this is"Grosu" It was inspired by rny lové of sci.fi. I was able to create this while participating in a pottery course fundtd by Turning Polnt's Community Innovation Fund and supported by staff from Alfred Minto House, who I stayed with for eight year5. It took me about a month to completel I really felt motivated to complete this project, which is something that has 8rown since starting with Turning Pgint. I hugely enjoy arts and crafts and have done numerous projects. Grogu" represents how far I have come with Turning Point as this would noi hawe been posslble In earlier years. Life w35 difficult at ihe beginning of my eight-year journey with Turning Point. Since then, their support ?nd guidance has helped my mental hÈalth improve significantly. my confldence grow, and I can enjDV my independent life for th2 first tlme ever. I hope to complete all my unfinished projects and Continue to live my independent life. Page 47 TURNING POINT {A company Ilmlted by guarantsel DIRECTORS. REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 7 OUR STRATEGIC INTENT We actively seek out new opportunities to extend our reach in health and social care service provision line with our vision and values which remain an important constant in an uncertain world. Our strategic intent is represented in the following strategic goals.. Support people to improve their hEalth 2nd vJellbein8 and bring about positive than8e in their lives. Seek to reach more people and provide SVPPDrt at the earliest opportunity. Prevent the escalation of need and reduce demand on the wider health and 50clal care system. And thereby create enduring value for communitie5 and society as a whole. Our stakeholders Se¢tion 172111 statement In decision-rnaking and discussions during the year ended 31 Marth 2025, the Directors of Turning Point have acted in the waythat is considered, in goDd fatth, to be most likelyto prornot¢the suteess of the Company for the benefit of the people we 5UPPDrt Irecognised beneficiaries under company and charity lawl, with Tegards tc all it5 5takÈholders and to the matters Set out in section 172111 la-fj of the Companles Aci 2006. Str*egy and vlsion The Turning Point Board meets throughoul the year for discussions on strategic matters. The Charitable objects (last reviewed and updated in 2021) align with the strategic period. The Board regularly monitors and reviews progres5 in executing the strategic inlent ihrough reports presented on operational and financial perfDrmance. Our 5takeholdeT5 The stèkeholdefs of the Company include the people we support. local coM￿￿nitIes. our colleagues, the purchasers of our servlces (public sector commissioners anfl busines5esl. our regulators and ovr suppliers. Through active engagement the views of stakeholders are gathered by the Board both directly and indirectly throughoul the annual business cycle. This knowledge is consldered when taking prin¢ip81 detlslons throughout the year. Our approach to stakeholdèr engagement durlng 2024-25 The people we support Ith* benelklarlesl The company is a registered charity in England and Wales and under charity law has bèneficiaries to whom public benefit is dÈlivered in accordancè with the charitable purpose of the cornpany. At Turning PoinL we support over 200,Iy)O people each year. We provide health and social ¢are servlces In a ran£e of markets, including the health. care, employment, and crimin21 justice secEors. Page 48 TURNING POINT (A company Ilmlted by guarant•el DIRECTORS. REPORT {CONTINUED} FOR THE YEAR ENDED 31 MARCH 2025 Our en8a8*ment channels include: Regular Board and senior leadership visits to our service5. Individuals we support attending Operating Board meetings to share their experiences. Local forums and our national involvement group5 bringing tO8ether the people we support to provide feedback and work in partnership to improve service5. An annual survey gathers feedback from the people we 5UPPOrt. National involvement networks bring together representative5 from across our services to share feedback and learnin8. Outcomes of engagement: Central activities and initiatives are developed collaboratively wlth people we support. including our Do Not Attempt Cardlopulmonary Resuscttation resource pack, working alongside Learning Disability En8laTrd to help people with a learning disability and their family. carers and support workers to understand the law and their rights. Our volce In external policies and carnpai8ns Is Informed by the v(ews of people WÈ support. as are our secretarial duties for the Complex Needs and Dual Diagnosis APPG IAII Party Parli3menlary Group). C&designing our services through involvement initiative5 Wlth people we support. Our first in-person -my Volce" event was held in 2024 to bring together many individuals with lived experience to explore themes of real importance to the people we support. Communttles and local partners Turning Polnt operates nationally, and ourservices are embedded within the wider community. Wework closely with local partners to engage cornmunitie5, sigiiposting important local resources to people wherever pos5ib12. As part of ourservice user involvement programme ctf work, service users aresUPPOrted and empowtred to have a voice within local community initiatlves that matter to them. Engagement with the loca1 c(Immunity form5 an integral part of our approa¢h io person centred support. Our engagement channÈls Include: Supporting l¢Kal events and cornmunity initiatfjves. Social media engagement with local Cprganisations. Building relation5htP5 Wlth tsther communiiy charities. Worklng tn partnership with other Ioc81 orEanisation5. Prgmoting our National Comrnunity Innovation Fund. Page 49 TURNING POINT {A company Ilmlted by guarantee) DIRECTORS. REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Outcomès of en£a£ement'. Servlces work positively and collaboratively with partnérs sn local systems and communities to meet the needs Df their local population, improve attess ftyr underrepresented groups and involve service users in improving Services. Envlronment Due to the impacts of climate change. it 15 Vita5 th&t the Eotnpany has due regard of its aclivities and the impact these have on thè environment. The Company is committed to achieving Net Zero by 2050. Our en8agement channe15 in¢ltsde: Green Heart of Turnln8 Point intranet site encouraging an environment31ty Constious workforce. The introduction of a new Green Heart Viva Engage channel to engage employees in environmental matters and encourage individual action both at work artd at home,. and The Director of Corporate Governance is the Net Zero Lead for the organisation. Outcomes of engagement: Environmental objective5 are achieved thiough a clear environmental policy and environrnental management System. The Green Plan is approved by the Board and sets out the commitment to rninimising the impact on the environment from the business activities of the organisation. The Carbon Reduction Plan is available on the Turning Point webslte. For further details see Environment and energy reporting on page 63. Our people Colleagues at Turning Polnt strive to achieve 3 meaningful p051tive irnpact in people's lives. Our ability to provide high quality ser¥ices 15 m8de possibSe by the dedication. diversity and skill found within our tèams, and a culture in which we are continuously learnlng from the experiences of those around us. Our team of over 5,2(￿ people is made up of employees. peer mentors and volunteers, spread across 270 sites and supporting over 200.ow people a year across England. We rely on our people to deliver health and social care outcomes under contratt to commissiDnin8 authoritiÈs. For further details see People report on page 39. Page 50 TURNING POINT (A company limlted by guarantee) DIRECTORS. REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Principal D￿1$10￿5 In 2024-25 For each matter that comes beft>re the Board of Director5, the board considers the likely consequence5 of any decision in the longterm. identifies stakeholder5 who may be affected, and carefully considers their interests and any potential impact as part of the deci5ion-making process. The board made the following principal decision5 during the year- The re-appointrnent a$ nonoxecutlve dlrectors of Victoria Tzortziou Brown and Nicola Gilham for second and third terms respectively on 14 May 2024. The appointment of Philip Nèwton as director of Turning Point Iservicesl Limited Icompany number.. 021666971 on 23 July 2024. 3. The re-appointment of Peter Hay as non-executive iJSrettor and Chairfor a thlrd term on 10 September 2024. 4. The approval of 8 Cross Company Guarantee between the Company and Turning Point Isewicèsl Limlted Icomp3nv number- 021666971. S. The approval of a Loan Facility and Grant from Social and Sustain8ble Housin8 11 Holdco Limited. part ¢*f Social and Sustainable Capital. Pago 51 TURNING POINT (A company Ilmit•d by guarantsel DIRECTORS, REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Combined directors, and trustees, re ort Risk manugement The cornpany operates in a business with significant risks. The people we 5UPPOrt can have mental health conditions and learning disabilities requiring intensSve support, or substance dependency requirhn8 clinical prescribing of medicine5. Princlpal risk or uncertalnty Financial rlsk.. Etonomic conditions and financially challEn8ed commissioner budgets could affect the ability of Turning Point to grow and strengthen In the markets in which it operates. Mltlgation and Controls Maintaining a clearly articulated financial strategy. Maintaining a contrart pipeline for new service and income opportunities. Robust financlal management and cost control. Regular assessment and rnonitoring Df thè quality of service5 and performance. Investment in robust governance frameworks, policies and procedures lincluding health and stletyl that meet or exceed leBal and regu13tory r2qvirementS. Operational Ylsk., By the very nature of the contracts undertaken the people supported through those service contract5 are often adults at risk of self.harm, injury, abuse and even death. Comprehensive rlsk management, Tncident reportinE and monitoring systems. Maintaining a robust Information Security Management System certified to thè IS027001 standard. Cyber seturity.. Increasing dependency on information technology systerns gives rise to cyber risk compr1sing the risk of financial loss, disruption to busine55 operatlons or potential damage to the reputation of the or83nis3tion from a failure of Snformation technology systèms. Infomiation se¢urity: Increasing reliance on data and information held systems gives rise tts inforrn3tion security risk leading to potential Data Protection Act breaches and harm to data subject5 as well as potent121 damage to the reputation of the organisation. strateglc: Change5 in government policvi continuing public sectorfunding cuts in challen8ing ¢tenomlc trading environment. PESTLE analysis. Commitment to the principles of emergent strategy, beirbB agile and responsive to market risk5 and opportunities. Benchmarkin8 our pay and benefits across the sector. People: Our people are our most important isset and the primary means through which we are able to add value to the lives of the people we support. Within low margin business and increasingly Continually developing appropriate recognition and development opportunities for collea8ues. Page 52 TURNING POINT (A company limlted by guarantee) DIRECTORS, REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 competitivè markei, this presents risks round recruitment, retention and collea8ues' development. Succession planning and talent mappin8 for critical roles. Recruitment and attraction strategy aligned with outcomes of talent managEment. Ongoing market reviews to ensure local pay is appropriate for geography and roles. EmeTglng ￿SkS The Opèrating Board considers long tèrm trends in the health and social care sector that could present both risk5 2nd opportunities for the company. Any new emerging risks identified by the management are considered and acted on 35 approprlate. Turnin8 Point hag always operated with full adherence to Ilnancial and tax Tegu13tion5 and so, following HMRC'S recent Brief on the use of VAT grouping within the care industry, WE are reviewing our VAT arrangements and taking professional advice to ensure we continue to do $0. We have estimateil the impact of reduced VAT recovery on our finances and we are implementing mitlgation actions to ensure our financial position is not materially impacted by the changes announced in the recentVAT Briefing. Internal Controls Assurance The board recognises that no sysrem ol internal control can provide absolute assurance or eliminate all risk. The system of internal controls 15 designed to manage risk to an acceptable level and to provide reasonable assurance that kev business goals and expected strategic outcomes will be achieved. The board conflrms that the proces5 for identifyin81 &valuatin8 and managing the sl8nificant risks faced by the company is on-goin8, ha5 been in place for the whole of the financial year 2nd up to the date of approval of the annual financial statements. and is regularly revlewed by the btsard. The company adopts a 'three lines of assuran￿~ model for risk management. The board has reviewed the effectiveness of the system of internal controls in exislence for the year Ènded March 2025 and throu8h to the date of approval of these accounts. ND 518nificant weaknesses were found in the internal controls that resulted in materi3110s5es, contiTh8encies or uncertainties that required disclosure in the financial statements or in the au(litorfs report on the financial statements. Page 53 TURNING POINT (A company Ilmlt•d by guarant•o} DIRECTORS, REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Dlrectors. Report Chalrfs Introdurtlon The Turning Point Board of Directors presents their annual report and accounts for the year emling 31 March 2025. The board adopted thewates Corporat¢G0vernan￿ Prlnclplesforlarge private Companies In April 2019 asthe g0vema￿e framework for the company. The table on page 59 summarlses how we have applled the Wates Principles. The board has ensured with management that the views of the people we 5UPPOrt. the communities in which they live, employees, and oursuppliers Ilrlve the work of the bo8rd and the declsions that tt makes. The board was provided with an inspirational account of the experiences of some of the people we support at its Away Day In November 2024. The Directors, Report sets out the composition of board of dirertors and the Operalin8 Board a5 well as our corporate governance arrangements, processes and activitle5 throughout the year for the board and the commlttees. The board re-appointed Dr. VIc￿ria Tzortzlou Brown and Nicola Gllham In May 2024 and Peter Hay in Sewember 2024. The board continues to engage with self-assessment board effectiveness questions throu8hout the year ali8ned to the board annual 38enda plan. Feedback on each self-assessment questionnaire is dlscussed at the relevant board meeting with an annual review of board effectiveness based on the aggregated feedb3ck throughout the year. The btsard last had an É￿ernallyf8C1lltoted review on 23 October 2023, diKu55in8 way5 of thinking about complexity and approachesto organlsational change. Our board of directors approved this report on 22 July 2025. er Hay. Chalr of the Tumln8 Poknt Board Page 54 TURNING POINT IA company Ilmlted by guarantee) DIRECTORS. REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 OUR BOARD OF DIRE￿OR$ Emecutfve Board Membays Julle Bass. Chief Executlve- lulit has been an executive board dlrector at Turning Point Since 2009 and Chief Executive sinte l April 2020. Prior to ihis Julie worked in financial 5ervice5 In the LIK and overseas in a wide variety of roles including holding responsibility for corporate strategy. organisational perforrnance and developmènt and people-related functions. She is passionate at>out supporting individuals to discover new possibilitie5 in their lives through the provision of high quality, constantly evolving 5eTvi¢es. and interactions. Julie has a strong focus on th¢ cTrcreation of tondition5 in which colleagues from a wide diversity of backgrounds can thrive. Julie 15 a Senior Independent Director at Surrey and Sussex NHS Trust. She is a Chartered I￿sU￿r, a fellow of the Chartered Instltute of Personnel and Development and has a PGC in executive coaching. Greig Sharnian, Chief Information Officer Grelg lolned Turning Point In July 2024 as Chief Information OffScÈr 3nd Executive Director. Grelg has overall accountability for technology, data and information security across Turning PDlnt. HÈ has worked for over 20 years in technology and transformation roles across a number of sertors in both private and public sectgr organisations, as we5135 working with Several iJKand globally-based hezlthcare providers. In his previous role a5 the first ever Chief Te¢hnology Officer for the NSPCC he supported a complex variety of both local and national servi￿5 dealing with some of the UK'S Most vulnerable children. He 15 a Member of The Chartered Ingtitute for IT IMBCSI. has Ph.D. in Neuroendocrinology from the University of Brlstol, and Is a contributor to various charity and Social enterpii5e IT cornmunities, as well as being an ally and advocate for Women In Tech & Data. Davld sle￿ Chlef Financial OfFicer. David joined Turning Point as Chief Flnancial Officer sn June 2020 and was appointed as an executive board metnbÈr in Septernber 2023. David ha5 previously worked for 27 years in finance d￿reCtor roles in the NHS in commissioning and providerorganisations and bringstoTurning Point extensive experiente of financial strategv and financial management. His la￿ NHS role was a DirecEor of Finance for the London Region of NWS England working across a wide range of stakeholders in and outside of the NHS. In addition to his financial responsibilitles atTurning Point. David also manage5 the Property and Procurement teams. ClaMTaWor,Chlef Operatln¥Offlcer. Clarè has overall responsibilityforTurnin8 Point's service delsvery across Its different areas of work and was appDinted a5 an executive board member in September 2023. She has worked in health and social carefor over 26 yèars including role5 Wlthin unlversities, service providers. local 8uthoritycornmissioning and public health. She is Vice-chair of Collective Voice, the umbrella body for third sector drug and alcohol treatment providers, and is passionate about improvinE accessto services, particularlyforthose who need help the most. Clare has an MSC in Addiction Studies and through her varipd leadership roles ha5 a keen interest in supporting the development of women leaders withln the wider System. Non-Exewtlve Board Member5 Peter Hayi CBE. Chalr of the Board- Peter was appointed Chair of Turning Point Board in September 2018. After a long ¢areer as 3 director of social care seryices. and a past president of the Association of Direct015 cf Adult Soclal Servlces, Peter is now pursuing a range of inteTests in different roles across social care, housing and wellbeing. Peter is curiws about ways ol developing people's control Over their own health and wellbeing, passionatè aboui building good lives and fascinated by the leadership style5 that support these aims. Peter wa5 awarded a C8E in 2012 for servi￿5 to health and care. Nicola Gllham- Nicola joined the Turning Point Board In May 2018. She is Vice-chair of the Board and Chair of the AudiL Risk and Quality Committèe. As a qualified chartered accountant, Nicola Ènjoyed her first career with Arthur Andersen where. for many years, she led censulting assignments, both in the UK and overseas. Whilst livSng in Australia, she moved Into recruitment and worked in the sertor for over twenty year5. Nicola now pursues a portfolS0 non-èxÈcutNe career workingfor buslnesses acr055 health 3nd social care. She alsa has a long-standing inteie5t In her local wmmunity. As such. currently, she is non.executive director for Brighter Future5 for Children in Reading. which run5 Chlldren's Services forthe Pa9e 55 TURNING POINT IA cornpany limitsd by guarantee) DIRECTORS. REPORT {CONTINUEDI FOR THE YEAR ENDED 31 MARCH 2025 borough. non-executive memberof the Bucklnghamshire Healthcare NHS Trust and Trustee of NHSCharitiesTogether. She is also Chair of Cancer Care & Haematology Fund, and separately she spent several years, in a voluntary capacity, as a telephone counsellor for emotional support services. Oawn Kenson - Dawn joined the Turning Point Soard in January 2023. After 3 career where She wa5 responsible for the combined re8ulated salts forces of The Woolwich and Barclays Bank, Dawn moved into non*xecutive work and built portfolio in, and supportin& the public sector. Dawn has held roles in a wide variety of Drgani58tlons spanning central government. arms-length bodies, a housing association and the NHS. Dawn wasthe Senior Independent Directorat Frimley Health NHS Feundation Tmst for 2ight Yea￿ until March 2024. Currently she 5ilS on the NHS Lincolnshire Inte8rated Care Board. with a Special interest in service delivery. She holds a degree In Math&rnatics and statistics and is qualified as an Associate of the Ch3rtered Insurance Institute. Dr. Vlrtorla T10￿10￿ 8rown, OBÉ Victoria joined the Turning Point Board in May 2021 and Is a member of the Audlt, Risk and Quality Committee. She brings over two dec3dès c*f experience as a GP in East London. She 15 the Vice Chair for External Affair5 at the Royal College of General Practitioners IRCGPI, with key responsibilities in health ￿}liC¥* Svstem integration, and co113borative working. Victoria will become Chair of the RCGP in November 2025. A5 a clinical commissioner and a researcher at the Wolfson Institute of Populatlon Plealth. Queen Mary Unwersity of london, she ha5 engaged extensively with a diverse range of stakeholders across health and social care, ataL4emSa and local communities to develop innovative solutions aimed at enhancing health and care service5 while addressing health disparities. She currently serves as the Research and Innovation Lead for the Northeast london Integrated Care Board, whlch serves a population of approximately two million people. She is a Founding Senior Fellow of the Faculty of Medical Leadership and Management and a founding participant of the Health Foundation Q Initiative. Dr. Christian Van Stolk- Christian joined the board in De￿rnber 2020. He is a member of the Audit, Risk and Quality Committee. He ha5 worked eKtensively on health and wellbeing in the workplate intluding ￿SearCh on improving the health and wellbeing of staff in the NHS, maintainin8 and gaining employment for thosè with common m&ntal heaSth condStions, buildin8 an evidence base for health intervèntions in workplace settin8s, and l¢tskin8 at the relationship between produrtivity and health and wellbeing outcomes. Christian sits on several expert panels for the UK government Includin8 those on occupational health. mentsl health, and employee health and wellbeing in the NH5. He holds a Ph.D. frorn the London S¢hool of Economic5 and Political Science and fellowships at the Royal Society of Mediclne and Royal Society of the Art5. Ouroperotlng Boord Our Operatin8 Board oversees the day-to4ay operations of the organisation. The Operatlng Board 15 chaired by Chlaf Executive, Julle Bass and include5 Clare Taylor Ichlef Operatlng Officerl, Grelg Sharman (Chief Infomiation Offi￿rI and Davld 51egg (Chlef Financlal offlcerl. all of whom are executive board member5. In addition, the Operating Board intludes.. Davld Foord Director af QualSty & Risk - Dovid joined Turning Point in December 2021 ond cume wrth o weolth of experie•7￿ a5 u quolified cliniciun. He 15 o registgred mentt71heolth nurse und hu5 worked at boardlevelfor over o decode leuding quoliry, risk, safeguarding and ¢linicul governonce tgoms. Dovid left the ¢ompany on 31 Jonuory 2025. Sarah Kennedy- Dlrector of External Affairs and MarketinB-Sarah joined Turnln8 Point in 2009, having previousty spent 8 years working with the National Lottery operator. Camelot, and Breast Cancer Care. Sarah ha5 also work2d in polities in umerous roles and was a local government counclllor in an inner-cty London Borough. Sarah is a Member of the Chartered Institute of Publlc Relations. Philip Newton - Director of Coiporate Govèrnance - Philip joined Turning Point in 2007 after many years working for Brttish Telécommunications PLC. He supports the board, executives and senior management teams tD sh3pe thè organi5ation from the perspettive of corporate 8ovemance and strategy development. Philip is a Fellow of the Chartered Institute of Mana8ement. Page 56 TURNING POINT (A company Ilmlted by guarantèel DIRECTORS, REPORT ICONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Strutturè. governantè & management Turning Point is a registered chaTlty incorporated undercompanies Act 2CK16, beingz private cornpany limited byguarantee without share capital. The governing document is the Articles of Association adopted on 22 September 2021. Subsldlary Companles Turning Point has one wholty owned subsidiary. Turning Point (Services) Limited which is the trading subsidiary of the parent tharity. The subsidiary board meets twice a year and as of 31 March 2025 has a board composition of four directors from the Turning Point board and two independèni dlrertors. TurninB Point board meetlngs The Turning Point Board Met formally six tlmes between April 2024 and Mareh 2025. Board attendance in 2024-25 Turning Point Number of meetin8s in 2024-25 Numbers attendèd: Peter Hay Ichairmanl Nlcola Gilham Julie Bass Christian Van Stolk Victoria Tzortzitsu Blown Dawn Kenson David Slegg clare Taylor Greig Sharmèn 6of6 Board appointment The dlrectors of Turning Point form a unliaiy board of non-executNe and executive members as defined by the Artlcles of Association. The dirertors are also the trustees forthe purpose of charity law. Executive members are appointed according to the terrns of their employment with the company and article 50 of the Articles of Association rel3tin8 to Relevant Qualifying Position5. Non*xecutive rnember5 ar2 appointed by the board lollowing a recruitment process overseen by the Nominatitsn Committee and supported by a reuu¢tment agency. Oirectors are appointed for a three- vear term with the option to be reappointed for a second terrn on a resolution of the Board. Olrectors can. following sufflcient Tevlew, be appolnted for a thlrd and flnal three-year term should clrcumstances require this. Newly appointed directors go through an induction process that Includes servlcè visits, meetings with key senior managers and other dirertors of the board. There is also an introdurtion to the regulatory and market environment. the strategic intent of the corHpany and the assoclated ￿Sk$ and opportun1ties. Pago 57 TURNING POINT {A company limlted by guaranta•) DIRECTORS, REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Victoria Tzortzsou Brown and Nlcola Gilham were reappointed for second and thlrd terms respectivety on 14 May 2024. Peter Hay wa5 re-appointed fora third term on 10 September 2024. Statement of Dlrect¢xs' Responsibiliti The directors are responsible f¢r preparing the Annual Report and the Financial Statèments in accordance with applicable law and regulatiort. Company law require5 directots to prepare financial statements for each year which give 3 tiue and fair view of the State of affairs of the company and of the income and expendiiure for the period of account. In preparin8ihe5e finantial statements, the board is required to: Select suitable actounting policies and then apply them consi5tentlyi Make jud8ement$ and estimates that are reasonable and prLtdent,' State whether applitable accounting standards have been followed, subject to any material departures disc105ed and explained in the flnanual statements.. and Prepare the rtnancial slaternefits on the going concern basis, unles5 It is inappropriate to presume thatihe charity will continue in business. The board is responsible fDr keepin8 proper accounting records which disclose with reasonable accuracy at any time the financial position of the Charity and enablÈ itto ensure that the financial statements comply with the Companies Act 2(K)6, Charitles Act 2011 & 2022 and the Housing and Regeneration Act 2008, Housing SORP 2022 and the Accounting Direction for Private Registered Providers of Social Housing 2022. The directors are also responsiblè for safeguarding the assets of the company and hence for taking rea90nable steps for the preventioTh and detectitsn of fraud and other irregularities. Board effec￿VeneSS The board contlnues to enga8e with self-assessment board effectiveness questions throughtsut the year aligned to the board annual agenda plan. Feedback tsn each self-assessment questionnaire is discussed at the relevant board meetin8 with an annual revlew of board &ffectivenes5 based tsn the aggregated feedbackthrouBhcLrt the year. The board last had an externally facilitsted review in October 2023 discussing w3y5 of thinking about complexity and approaches to organisational change. Conftlct5 of interest Turning Point has a policy in pl8ce to manage conflicts of interest. Upon appointment. all dirertors are required to decla￿ their intere5t5. On an annual basis. all members are required to update the re81Ster of interests. which includes the fit and proper persons requirements. At each rneeting of the board and Aydit Risk and Quality Committee, member5 and attendees are required to state any transartional intere5t5 Wlth regard to specific items on the agenda in line with their duties under the Companies Act 2006. Payments to Direclor5 Non*xecutive directois of Turning Point receive remuneration of £7.500 peryear forthe Chair aftd £5,000 peryear for the other non-exe¢utivÈ dlrectors. There has beèn ho increase in non-executive director remuneration durlng the year. Executive dirertors are paid fortheir functional rolÈs and do not recèive additional payment for their responsibilitles as company directors and tru5teE5 of the org8nlsatlon. Apart from the reimbursèment of expenses entailed In the course of company business. there have been no other payments to directors in 2024-2S. Pag8 58 TURNING POINT {A company limited by guarant•¢) DIRECTORS, REPORT ICONTINUEDI FOR THE YEAR ENDED 31 MARCH 2025 Corporate Govemance rÈport Far the year ended 31 March 2025. under the Companies (Miscellaneous Reporting) Regulations 2018, the Company has applied the Wates Corpor2te Governanc& Principles for Large Private Companies. Each ol the six Wates Principles has been considered individu811y within the Eontext of the company's specific tircumstances and a short supporting st3ternent is set Dut below to explain how each principle has been applied to achieve better outcomés. PRINCIPAL PURPOSE AND LEADERSHIP An effective Board dèvelops and promotes the purpose of a company, and en$ures that Its values, strategy and culture align with thal purpose. BOARD COMPOSITION Effective Board compositlon requires an effective chair and a balance of skills, backgrounds. experience and knowledge. with individual Oirectors having gufficient capacity to make a valuable contribution. The size of Board should be guided by the scale and complex(ty of the company. SUMMARY The Btsard promote5 the purpose of the Cornpany through strategic intent and emergent strategy. As of 31 March 2025, the Turning Point Board comprised of an independent non-executive Chair, four independent non- executive directors, and éxecutive directors comprising the Chief Executive, Chief Financial Officer. Chief Operating Officer and Chief Information officer. The sile and composition of the board is considered appropriate to the size, nature complexity of the company. The board ha5 delegated some functions to the Audit, Risk and Quality Committee which 15 the only standing board tommittee. Other board committees such as the Remuneratiort Committee and Nomination Comrnittee are stood up as required. More information regarding committees Is Included on page 61. There is process in place for appropriate board effertiveness r&views. Morè information regarding board effectiveness IS included on pag2 58. The board ieceives re8ular reports on strategic performance, financial performznce, stakeholder engagement, and management of key business risks along Wlth updates on actiwties and decisions of its committees. OIRECfOR RESPONSIBILITIES The Board and individual Directors should have a clear understanding of their accountability and responsibilities. The Board's policies and procedure5 should supporE elfeciive decislon- making and independent challenge. In addition, certain re5ponsibilitiesare delegated to the board committees In accordance with the approved Governance standing Orders. At each board meetin& all directors are asked to declsre any potential conflict of interest. Any declarati¢n is ngted and where there are potential conflicts, appropriate safeguards are implemented. The board seeks out opportunity whlle mltigatlng rlsk. The boèrd engages with the ongoing or8anisational strateey dialogue and or8anisationèl perforrnance at Board meetings throughout the year including the annual board away day. OPPORTUNtTY AND RISK A Board should promote the long-term sustainable success of the Company by identifying opportunities to create and preserve Value, 8nd establishin8 oversight for the identillcation and rnitigation of rlsks The Audit Risk & Quality Committee. conslstin Page 59 TURNING POINT (A company Ilmlted by guarantgel DIRECTORS. REPORT ICONTINUEDI FOR THE YEAR ENDED 31 MARCH 2025 independeni non-executive direttors. receives assurance reportsfrom the internal and external suditors. Material risks are identified and managed and where required the svbstantive issue5 are e5C31ated to the 8oard. The principal risk5 of ihe company are Set tsut on page 52. REMLINERATION Board should promote executive remuneration structures aligned to the long- term sustainable success of ihe company, takln8 into account pay and conditigns elsewherè in the company The Remuneration Corllrnittee has clearly defined terms OF reference set out in the Governance Standin8 Orders and is responsible for determining remunerètion. The committee conslders benchmarking data and where appropriate advice from external consultants. The Remuneration Committee did not sit during the 2024-25 year. More information regarding committees is included on page 61. Accountability and transparency with stakeholder5 are key to the long-term success of the Turning Point group. STAKEHOLDER ENGAGEMENT Directors should foster effective Shareholder relationships aligned to the company's purpose. The Board is responsible fr)r overseeing meaningful engagement with 5takeholdÉrs, including the workforcE. and having regard to theirwiews when taking decisions. RELATIONSHIPS AND The Section 17211) Statement and more infomiation on some of the engagements that take place at the operational tTrr group level with the kEy Stakeholders 15 included on pages 48 to 50. OUR PEOPLE Our roles offer exciting and rewarding career opportunltles to all whojoin us, and our focus remains on supporting our olleagues to Bet what they need from thelT careers. Many colleagues apply to Turnlng Point because of their passlon for supporting others and their community. We aim to meet their amt)ition with a solid and exciting career, rewarded fairly, and with multiple opportunities for the future. Our colleagues, health and wellbeing is very important to us. To be able to support others in line with our ambitions, our colleagues n¢¢d tt) be aware. engaged and supported in enabling their own health and wellbeing. We wani to create an inclusive envlronment and the conditions and practites which prcttect and enhance health and wellbeing, SD we encourage and enable colleague5 to take up the support opportunities available to them. both from Turning Point and externally. Responses from our 2024 colleague eng£gement survey showed that 87% of colleagues who took part in the survey know what healih and wellbeing support is available to them, and 69% of colleague5 believe that Turning Point 8ives priority to collèague health and wellbeing. This Is an increase of 2% from OUT 2023 Pulse Survey. OUR SUPPLIERS We work with a range of suppliers throughout the year forthe delivery of many essential services, includinB harm reduttlon products, facilities management, technology. and agency staff cover. We have good working relationships with all our supplieis and value the contrlbution they make. Central to our procurement proce5S IS the assured delivery of value for money, social impact, and environmental commitments. Page 60 TURNING POINT IA Company Ilmlted by guarantee) DIRECTORS, REPORT ICONTINUEDI FOR THE YEAR ENDED 31 PMRCH 2025 BOARD COMMIThEES Audrc Risk & Quallty Committee {the°ARQCommittee"I The ARQ CornmittÈe Is a standing board committee and it supports the Board by providing assurance that robust and effective system5 are in place to manage risks and ensure standards in financial management, internal and external audit, quality, safeguarding and clinical governance. The ARQ Committee receives reports from both internal and exlernal auditor5 as well as executives and senior managers. A5 at 31 March 2025, the members of the Audit Risk and Quality Committee were as follows.. Nicola Gilh8m, non-exècuiive dlrector (Chairl o Victoria Tzortzlou Brown, non-executive direttor o Christian Van Stolk, non-executive director The Chief Financial Officer Is invited to ARQCommittee meetin8s as a matter of course. OtheT executives and senior managers are invited to ARQ Committee meetings as required. The commlttee met four times between April 2024 and March 2025. All meetings were quorate. The Chief Financlal Officer attended all ARqCommlttee meetin85. Nomination Committee When required, the Nomination Committee 15 cowwened to make recommendations to the Board on ￿¢ruItmenL membership and succession plann1ng. The Nomination Committee did not meet during the 2024-25 year. Remuneration Commlttee The board )pplies the principle of a non-standing Remunerati¢n Committee for both executive and non-executive remuneration. The executive directDrs are subject to the benefits of the company annual pay review in the Same manner as 211 employees. When required, the Remuneration Committee is convened for both executive and non-executlve rernuneration via the means of passing a board resolution including the appointment of ¢ommittee members. The Remuneration Committee did not meet in the 2024-25 year. REVIEW OF OBJEcfivE5 The charitable objects of the company are for the public benefit.to promote OT assist in protsroling the PTOtection gf health of those with learning disability; 3nd/or those at risk of, or with mefital health condltions- andlor drug or alcohol use. misuse or dependency, andlor other addictive beh3viour5. The charitable objeLts are met through the provision of 5ervice5 ac1055 England for people to improve their health and wellbeing whether that is at home, within the workplace or through Specialist services. In doing so the company builds upDn Sixty years of experience in substance use, mental health, learning di5abilitvt autism. Kquired brain injury. sexual health, healthy lifestyles and employment services. The board of direttor5 who are also the tru5tee5 undèr charity law has given careful con5ideratlon and due regard to the Charity Commission's general Buidance on public benefSt In reviewing the activtties of the Turning Point group. The directors are satisfied that the objeets of the charity and the activities it undertakes remain ehtirely forthe public benefit in accordance with Settion 17 of the Charities Act 2011. Page 61 TURNING POINT IA compary Ilmltod by guarantee) DIRECTORS. REPORT (CONTNUEDI FOR THE YEAR ENDED 31 MARCH 2025 ENVIRONMENTAL & ENERGY REPORTING Our carbon emisslOn5, using a location-based approach to calculating em555ion5, were 1,903.6 tonnes C02e for 2024-25, this is 6% higher than in 2023-24. These include the emissions associated electricity. natur31 B35. Stationary combustitsn of kerosene, and travel in vehicles. The locatign-based intensity of 9.9 tonnes C02e per £m is-9% lower than13st year. Tuble l Greenhouse grJs emissions by yefJr Itonnes C02e) Actl 2023-24 2024-25 tco PercÈnta8e Change Stope I: Dirètt emlsslons from the operation of owned and controlled facilities and equipment Scope l Total ItC02el 991.0 1.000.7 Scope 2.. Indirert emlsslons from the yoductlon of purchased ener8y 5￿p¥ Z Locatlon-Bosed Total ItCO*l 464.6 490.2 Scope 2 Market-Based Total {tC02el Scope 3: Indlrert emlsslons from the value chaln Category 3. Fuel and energy related actlvltles 43.3 Category 6. Bu5ine$5 travel Scope 3 Loc*lon-Based Total Itcoiel Scope 3 Market.Based Totsl ItC02el Total Gross Emlsslons. Locatlon-Based ItC02el Total Net Emlsslons- Market-Based Itcoiel Revenue l£m) Inten51ty Ratio: ItC02e per £ml Location-Based Intensity Ratk>: ItC02e per £ml Market- Based 300.1 369.4 23% 69.3 3403 41Z7 21% 72.4 412,7 21% 72.4 1.795.8 1.903.6 107.8 1,331.3 1,413.4 82.1 165.0 191.4 16% 26.4 10.9 Page 62 TURNING POINT (A company limited by guaranta•l DIRECTORS. REPORT {CONTINUEDI FOR THE YEAR ENDED 31 MARCH 2025 Energy Consumption Annual quantity of Ènergy consumed by the company, in the UK resulting from the purchase of electr¢(ity, combustion of natural gas and kerosene, and consumption of fuEI for traFt5POrt purposes. Tuble 2 Energy consumption by yeor Ikwhj "Trvv"I Category Energy Source Ikwhl Ikwhl Change {%} kwh 5¢ope I: Dlrect emissions from the operation of owned and controlled facilities and equlpment StatlQDary Mmbustion Natural Gas 4,883,013 5.012,842 CompanyVehicles- Diesèl Average Car Company Vehlcle5- Petrol Average Car Fuel Card 129A29 Moblle combusilon 506 18,683 19,189 mobi￿ combustion 11.684 483% 9.680 Moblle Combustion 179.894 200.725 159.410 -11% -20,484 Stationary combustion Scope Z: Indirect emissions from the productlon of purchased ene Generatlon of pur(ha5ed energv Scope 3: Indirect emlsslons from the valu• chaln Upstream emi5sions- 6. Grey Fleet- Dlesel Average Buslness travel Car Upstream emisslons- 6. Grey Fleèt- Petrol Awrage Business travel Kerosene 154,534 -23% 46,192 Electrlcity- Locatlon Based 2.243.449 2.367,428 123,979 460,562 500,438 39.876 786,112 1,047,043 33% 260.930 Total Ikwhl Revenue l£m) Intenslty Ratlo Ikwh per £ml .774.442 9,272,567 498,125 26 165.00 191.38 16% 53.178 48,450 4.728 Methodology Our Streamlined Energy & C3rbon Reporting ISECRI covers the emissions from our operations from l April 2024 to 31 March 2025, aligning with the fiscal year. The reported carbon emlsslons havo been calculated following the guidance in the UK Government'5 Environmental Reporting Guldelines, 2019. and the methodology outlined In The GHG Protocol Corporate Accountin8 and Reportin8 Standard Irevi5ed edition). Carbon ernission fact¢TS have been obtained from the UK Governrnènvs GHG Conversion Factors for Company Rep¢rtin8 2024. An 'operational control, methodology has been adopted to outline the stope of carbon emissions Teporting forthe company. This report Includes the material ¢arbon emisslons, In Ilne with the emissions categorles, as required to be reported under the SECR regulations. The kerosene emi55ions for 2023-24 were restated In line with new daia becomlng avallable which enabled a more accurate estimation to be made and $0 to¢ the electrlcity market-ba5ed figure for 2023-24 as all supplies wère provided via a'green, tariff. Pag8 63 TURNING POINT IA company Ilmlted by guarant￿) DIRECTORS. REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 In that regard. Table l includes a reduced 'net' carbon emission figuie, the'nev figure is based on our purthase of a 'contractual arrangemènt, for the supply of renewable electricity, the emissions reduction is reportèd as'Market-b￿ed'. This 15 voluntarily reported. ACHIEVEMENTS AND PERFORMANCE IN 2024-25 Turnlng Point was selected to dellver servlces across Lincolnshire, developlng a new and exciting partnership with Double Impact and Framework. We grew our learning disability services in Wakefield, one of the only towns where we have kev contracts across all our market areas. We expanded complex support across Kent, opened two new Crisi5 Houses. weleomed more yclung people into Turning Point through new sexual hèalth and supported accommodation seNices, and continued to grow our mental health treatment footprint. In our substance use services, our harm reduction work saw us role out our Naloxone Click & Deliver service and develop the first naloxone training aimed at young people. We delivered ourthird successful harm reduction conference, Safer ve5. Wlth over 200 delegate5 in attendante. Our rnental health services focused on héalth and wellbeing and developed a number of successful initiatives, such as rock climbing in Nottingham, crÈating a gym ITh Douglas House and trying out innovative technologies such as virtual reallty headsets tg SUPPOrt people to get active and stay active. Across our learning disability services we cvntinue to embed our care record system. Nourish, and work to reduce the health inequalit1è5 the people we support face by relaunchin8 our DNACPR IDO Not Attempt Cardiopulmonary Resuscitationl campaign. Governance and financial vlablllty The company has carried out an annual assessment of compliance with the Governance & Viability Standard and the board confirm5 continued compliance. Value for money For Turning Polnt value for money means delivering the best possible health and soclal care outcomes forthe setwice price. We deliver value by continually improving the efficiency and effectiveness of our people, processes 3nd systems to drive ever better outcomes. This means we need to ensure there is money available to invest in our people and our technology infrastructure. We undèrstand value for money along the lines of the National Audit Office definition which assesses value across three criteria: Ecofiomy: minimisingthe c05t of resource5 used or required Efficlency: the relationshlp between the outcome5 deliverèd through our services and the resources needed to produce them Effectivènèss: the relationshlp between the intended and actual outcornes delivered through our seNites. This apprtsach Ss governed through our Govemance Framework and provides uswith the means of achieving cost effectiveness, whlch we define as the oplimal use of resources to achieve the intended health and social care outcomes. As a provider of health ènd social care services Turning Polnt benchmarks its Care Quality Cornmission ICQCI regulated Services against other providers to ensure that service effectivelles5 compares favouiably and serwes as an indicator of value we deliver through the quality of our services. Page 64 TURNING POINT IA company limlt¢d by guaTanteel DIRECTORS, REPORT {CONTINUEDI FOR THE YEAR ENDED 31 MARCH 2025 Tumln8 Point Ovèrall RatinEs-96% Good or Outstandlng 96% of all Turnin8 Point CQC regulated seryices are rated Good or Outstanding. We are regulated by the CQC for our care home services with and without nurslng,. communitv-based servi¢es for people who use substances- dorniciliary (are services.. hospital services for people with mental health needs,. rehabilitation services.. residential substance use treatrnent andlor rehabilitation services and our 5UPPOrted living serVi￿s. The blended national average for all Adult Soci81 Care IASCI CQC rated services is 86%, Turnln8 Point ASC rated services compare 18vourably with a blended average of 96.WX. Turnin8 Point is currently performing in the top 3rd of all ASC providers (source CQC 29 April 20251. Our substance usè sèrvices are a19) benchmarked on the basis of Su￿eSSfUl completion outcomes for each Public Health England Partnership Area c(Mnpared to other Partnership Areas that share the same client characteristits. This Snformation forms part of the Public Health England official statistics and is therefore subject to Teportin8 restrictions beyond internal use for management, quality 355urance and brièfin8 purposes. Turnin8 Point 15 first and foremost a national provider of health and social care services and thereftrre provldes little social housing and where it does $0 this is tsnly in conjunction with, and for the purpose of providing health and social care. Most of the value fgr money metrlcs required of a typical Registered Provider by the Re8ulatDr of Soci81 Housing do not provide meaningful information for the annual report and are therefore not included. The metrics that are relevant to the or8anisation are a5 follows.. 2025 2024 13% 1% Return on Capital Employed Operating Margln Page 65 TURNING POINT (A company limitsd by guarantee) DIRECTORS. REPORT (CONTINUED FOR THE YEAR ENDED 31 MARCH 2025 FINANCIAL PERFORMANCE Turning Point has returned another year of Income growth and sustained positive contribution. The operating environment forthe flnancial year has been challengin8 and characterised by difficult economic conditlons Including continued strain on public 5eEtor fundlng. This is exasperated furtherfrom April 2025 because of the added pressure from Increased Employer National Insurance Contributions. This increasingly complex financial outlDok has been reflected in the commissioning ènvironment, with local authorities and NHS bodies facin8 squeezed budgets in real terms, often imparting both existing and ntw service provisions. The financial results for the year show thal Turning Point continues lo positively adao to the changing operatlng environment. and financial performance remains strong. Income for the year was £191.9rn. an increase 0116% compared to the fin8ncial year 2023-24. As an organisation, Turning Point continue5 to sustalnably grow and during the last 10 years incorne ha5 Increased by 95%. The operatinE surplus after exceptional item5 was £1.4m Il% of turnover). During the year we experienced several changes with the defined benefit pension scheme (note 301, and the operatln8 Costs include a one-off charge of £3.4m relating to past service costs of the pension stheme. Comparatively. excluding this exceptional item, the operating surplus was £4.8m (3% of turnoverl. Unrestricted reserves increased by £4.Om to £18.Om compared with 31 March 2024. 2024.25 was the 3 year of the sovernment'5 2021 Drug Strategy. and Turning Point received additional fundin8 of £22.9m which we applied to reaching out and en8aBing with more people using substances than evèr before. Turning Point wzs awarded new contracts during the financial year 2024-25, includlng a substance use service in Lincolnshire, alongside sexual wellbeing se￿Ice$ in Lewisham. Southwark and Larnbeth, ènd mental health services in Kent. we￿ Sussex, Nottinghamshire and Lancashire. We also expanded our leamin8 di5abilitie5 services in Wakefield, Northumberland and Kent and retained our substance use sèrvice in Suffolk. This growth is the foundation of Turning Point's ongoin8 financial sustainabiltty and wa5 achieved in difficult market tonditions that have proved challenEing for many providers across the sector. We are contlnult)g to implement our growth strategy with new contracts starting in April 2025, and we Hre now supporting people through our substance use seNices in Bristol and Bath & Northeast Someryet. In addition to growth, we continue to focus ¢n the financial viability of eKiStillg contracts and are workin8 closely wlth commissioners to ensure thatTurnin8 Point can sustainably provide hiEh-quality services to the people who r&ly on us. These conversaiions are progressing well and putting us In a stron8 p951tion to meet the challenges ahead. RESERVES Unrestricted reserves are that part of a charity's income fvnds that are freely available to spend to further the charity's objects. The unrestTlCtèd reserves of the Turning Point Group have increased by £11.5m over the last S years to reach £18.Om in March 2025. Turning Point has restricted reserves of £0.3m, which represents le8aLy Income that Is set aside for enhancing seryices at the locations where the people were supported. We are gratèful to the people we had the privllege to suppon, and their families, foi the opportLknity tu develop these services for the benefit of the people we will support in the future. The charit¢s freehold propèrties were independently valuèd as at March 2025 based on rnarker value with vacant PQ$5e5sion. The propertles owned at March 2023 and March 2024 were previously measured at C05t 50, In accordance with FRS 102, the value ol these properties at both dates has been estimated, and the comparatives have been restated to apply the new accounting poliw. The property in London wa5 valuÈd L)n l March 2025 at £3.425k. The market value at March 2023 was estimated as £3.413k, which exceeded the net botsk value by £1,230k and the gain has been recognised as a Revaluation Reserve in thè restated comparatives. The rnarket value at both March 2024 and March 2025 exceeded Page 66 TURNING POINT IA company Ilmlted by guarantee) DIRECTORS, REPORT {CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 the restated net book value by £228k and ihese gains have been recognised in the Revaluation Reserve in the r25tated comparatives and current financlal year respectively. The property in Carlisle was révalued as at March 2025 at £1S5k. which exceeded the restated net book values at March 2024 and March 2025 by £3k. These 831ns have also been reco8nised in the restated comparative5 and current financial year respeettvely, bringing the Revaluation Reserve at March 2025 to £1,692k. Tuming Point operated a defined benefit pension s¢hème. which is a multi-employer scheme that c105ed in March 2012. During the financial year, the defined benefit pension Scheme has been Impacted by several chan8e5. Previously. it wa5 not Possible to accurately split the scheme's asset5 and liabilities between the Èmployers, so the scherne was accounted for a5 a defined contribution scheme. The pension resetve at March 2024 was therefore calculated as the discounted v3lue of Turnin8 Point's future cr&ntribution5 which were based on the triennial valuation of the scheme March 2022. In 2024- 25 the scheme's actuary obtained sufficient member information to split the scheme's assets and li3bilitie5 between the employers SD. in accordance with FR$ 102. the scheme is accounted for as a defined benefit scheme in 2024-25 at)d the prior perioLI has been restated to apply the new accounting policy. This change in attountingtreatment has resulted in the following events having a significant impact on the pension reserve in 2024-25. rather than in 2025-26 when ihe pension reserve would have been updated based on centributions set after the triennial v£luation in March 2025.. Gilts crlsis In September 2022-Tht stheme was unable to meet collateral calls, 50the assets were not 5ufficientlv hedged against the economlc volatility- Benefits rectification - At the end of 2023. the scheme's actuary received a complaint from a member reg3rdin8 the increase in value of the benefits that they transferred into the scheme from a Local Government Pension Scheme. An investigation identfjfied that approximately 150 members are in the same position,. the 3dditional liabilities are still being calculated. The pension reserve at March 2025 includes the a£￿ary'S estimate of these additional liabilities, which is £3.4m and is rècognised within Turning Point's operating costs. As a result of the change in accounting treatment and the above events impacting the scheme's a55et$ 2nd liabilities, the pension reseNe ha5 incre45ed from E8.8m in March 2024 (valued on the defined contribution basis) to £21.5m in March 2025 lon the defined benefit basis). The March 2023 and Marth 2024 pension reserve ha5 been restated. The Mzrch 202S resetve was£21.5m on the defined benefit basis. However, it Is Important to note thatthe pension reserve is an accounting disclosuie and does not dirèttly impact our operating cashflows. Turning Poinys unrestricted reserves are underpinned by liquid cash balantrs, which provlde working capital fundlng for day-to4ay operating costs, supporting thE delivery of the charitls objects in an efficient and cost.effective way. The ambition is to continue to build reserves and the 2025-26 budget, which was approved by the Board In March 2025, shows c¢ntinued improvement in this area. The Board assesses the risks to the organisation annually and 5et5 the target level of unrestricted funds. In 2008-09 the directors established a tarEet fDr unrestricted reseNes of 8.3% of income, which is £16.Om based on the income from operations In 2024-25. Thi5 target has been achieved in the last 3 years, but it will be an on60ingtarget a5 It will be affected by income growth and profitsbility in future years. Page 67 TURNING poIMr (A ￿MpanY Ilmlted by guardnto8) DIRECTORS, REPORT IcoKfiNUED} FOR THE YEAR ENDED 31 MARCH 2025 The Btsard has reviewed the bud8ets and cashflow forecasts for 2025-26 and 202&27. whith reflert all the known opportunities 3nd challenge5, both internally and in the external enviTonment. They consider the cash balance to be a(Jequate for the purpose of rneetin8 the wprking caw'tal requirements for the foreseeable future and coping with ihe rinancial impacts of the rrsks faced by the organi5ation. The approach to reserves is appioved with Fnput trom the Audi( Risk & Quality Committee. Thls report was approved by the board on 22 july 2025 and signed on its behalf. r Hay (Chatyl Dlfetlor Page 68 TURNING POINT IA ¢ompany1Smlted by guarante•l INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF TURNING POINT Opinion We have audited the financial statements of Tumin8 Point (the 'Charitable tompany'l and its subsidiary together Ithe 'Gro￿p,} for the year ended 31 March 2025. which comprise the Group and Charity Statemènts of comprehensive income and the consolidated and charitystatements of financial position. the Group Statementof cash flows,the Group Statemertt of changes in reserv&s and the relatèd notès, including a summary of significant accounting policies. Th@ financial reportin8 framework that has been applied in their preparation 15 applicable law and Uniteij Kingdom Accounting Standard5, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republit of Ireland, Iunited Kingdom Genernlly Accepted Accounting Practice). In our opinion the financlal statements.. glve a true and lairview of the state of the Group's and olthe charitable company's affairs as at 31 March 2025 2nd of the Group's and charitable company's incoming resources and application of r25ources, including it5 inCt)ffle and expenditure for the year then ended,. have been properly prepared in accordance with Uniled Kingdorn Generally A(cepted Accounting Practi￿,. and have been prepared in accordance with the requiretnents ol the Companie5 Att 2006. Housing and Regeneration Act 2008 and The Accounting Direction for Re8lStered Provideis of Social Housing frorn April 2022. Baslsforopinion We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and applicable law. Our respon5ibi5itie5 under those standaid5 are further described in the Auditor's responsibilities for the audit of the financial statement5 section of our report. We are independent of the Group in accordance with the ethical requirements that are relevant to our audii of the financial ststements in the United Kingdom, including the Financial Reptsrting Council's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audlt evldence we have obtained is sufficient and appropriate to provide a ba515 for our opinion. Condusions rela￿￿¥ to golng concern In auditing the financial statements, we have concluded that the Board's use of the going concern basis of accounting in the preparation of the financial 5tatement5 is appropriate. Based on the work we have performed, we ha￿ not identified any materlal uncertainties relating to events Or conditions that,1ndividually or collectively, rnay cast Significant doubt on the fjroup's or charitable company's ability to contlnue as a going ttsncem for a period of at least twelve months from when the financial statements are authorised for Issue. Our Tesponsibilities and the responsibilities of the Board with respect to going concern are describéd in the relevant sections of this report. Other Information The trustees are responsible for the other information within the Annual Report. The other informatlon comprises ihe information included in the Annual Report including the Director5, and Strategic reports. other than the financial statements and ourAuditor's report thereon. Ouropinion on the financi815tatement5 does not cover the otherlnformation and. except to the extent otherwise explicttly stated in OUT report, we do not express any form of assurance conclusion thereon. Paga 69 TURNING POINT IA company Ilmlted by guarantee> INDEPENDENT AVDITOR'S REPORT TO THE MEMBERS OF TURNING POINT {CONTINUEDI In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so. tonsider 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 inconsistenties or apparent material misstatements, we aro required to determine whether there is a material misstatement in the financial Statement5 or a material rni5Statement of the other information. If. ba52d 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. Oplnlon on other matter5 pres¢ribed bythe Comp3nie5 Act 2006 In our opinion, based on the work undertaken ITh the course of the audit.. the information 8iven in the Group strate8ic report and the Directors, report for the financial year for which the financial statement5 aTe prepared is con51Stent with the financial stzternents., and the Group strategic ￿POrt and the Directors, report have been prepared in accordance with applicable legal reqyirements. Matters on whtch we are required to report by exceptlon In the light of thè knowledge and understanding of thè Group and the parent Charity and its environment obtained in the course of the audil, we have not identified material misslatement5 in the Group strategic rÈport or the Directors, report. We have nothing to report in respect of the following matters in relation to which the Companies A¢t 2￿6 requires us to report to you if, in our opinion.. adequate accounting record5 have not been kept,. or the financial statements are not In agreement wlth the accounting records and returns., or certain dis¢losures of trustees, remuneratlon speelfied by law are not made,. or we have not received all the information and explanatlons we require for our audit. Re5ponsibilitie5 of directors As explained more fully in thè directors, responslbilities staiemtnt on pa8e 58. the trustees are responsible for the prepafatson of the financial statements and for being Satisfied that they give a true and fair view. and lor such internal control a5 the tru5tee5 determine is necessaryto enable the preparation of financial statements that arefTeefrom materlal mi$5tatement, whether due to fraud or error. In preparingthefinancial statements, the directDf5 are responsible for a55e55iN8 the Group's and the Charitable Compariy's ability to tontinuè as a goin8 concern, disclosing. as applicable, matters related to going concern and using the 80ing concern basis of acctsvnting unless the trustees èither Intend to liquidate the Group or the Charitable Company to cease operatlons, or have no realistic alternative but to do so. Page 70 TURNING POINT {A company Ilmlt8d by guarantee) INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF TURNING POINT (CONTINUED) Auditoes rèsponslbllltles forthe audlt of the financial slatements Our objectives are to obtairt reasonable assurance about whether the financial statements as a whose are free Irom material rni55tatement, whether dué to fraud or error, and to Issue an Auditor's report that includes our opinion. Reasonable assurance 15 a high level of assurance, but is Thot a guarantee that an audit cOndu￿e￿ In accordance with ISA5 IUKI will always detect a material mis5taternent when it exists. Misstatements can arise from fraud or eTror and are considered rnatèrial if. individually or in the aggregate, they could reasonably be expected to influence the economic decision5 of users taken on the basis C*f these financial statements. A further description gf our re5pon5ibilities for the audit of the financial statement5 is located on the Financlal Reporti Council's website at.. www.frc.or8.uklauditor5responsibilities. Thls description forrns part ol our Auditor's report. Èxtent to which the audlt was consldered capable of d•t•ctlng irregularitle4 Indudin8 fraud Irregularities, including fraud, are instsnces of non-compliancè with laws and regulations. We identified and assessed the risks of material misstatement of the financial stalernents from irregularities, whether due to fraud or error, and discussed these between our audit team members. We then designed and performed audit procedures responsive to those ris￿, including Obtaining audSt evidence sufficient and appropriate to provide a basis for our opinion. We obtained an understandlng of the leg31 and regulatory frameworks within which the charitable company and 8roup operates. focusing on those laws and regulations that have a dirett effect on the determination of material amourrts and di5c105ure5 in the financial statements. The law5 and regulations we considered in this context were the Companie5 Act 20(￿, the Charities Act 2011, the Housing and Regeneration Act 2008 and The Accounting Direction for Registered Providers of Social Housing fTom April 2022 together with the Housing SORP. We as5e5sed the required compliance with these laws and re£ulatlons as part of our audr( procedures on the related financial statement iterns. In addition, we considered provlsSon5 of other laws and regulations that do not have a direct effect on the financial Statement5 but compliance with which might be fundamenlal to the charitable companls and the group's ability to operate or to avoid a rnaterial penalty. We zlso tonsidered the opportunities and incentives that may exist within the ch3rit3ble company and the group forfraud. The laws and regulations we considered In this context forthe UK operations were CQC Regulations for service providers and rnanagers, Employment legislation, Health and Safety legis12tion and requirements imposed by the Regulator ¢*f Social Housin& Auditing standards limit the required audit procedurès to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatgry )nd legal correspondence, if any. We identified the g￿atest risk of materi31 Impact on the financial Statements from Irregularitie5. including fraud. to be within the recognition of contract income and override of controls by management. Our audit procedures to respond to these risks included re¥iewingthe incorne recognition policy. samplé testihgthe contract incomè. sample testingof funding agreements and reviewin8 for restrictions and clawbacks, tra£in8 the income rèceipts to bank, reviewing the contro15 in place for income recognition, enquiries with minagement, review of intem31 audit reports. review of the fraud reports made to the Audit Commitiee. reviewing correspondence with the regulators. reading minutes of meetings of those charged wlth governance, testing on.the posting of journals and revlewln8 accounting estimates for biases. Owin8 tol the inherent limitation5 of an audit. there is an unavoidable risk that we may not have dere¢ted Some material misstatements in the financial statements, even thou8h we have properly planned and performed our audit in accordance with auditing standard5. For example, the further removed non