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ANNUAL REPORT 2024/25 YEAR ENDING 31 AUGUST 2025, REGISTERED CHARITY NO. 291691

3 5 7 19 26	Forewords Chair of Trustees 3 CEO 4
	Our Purpose and Values Purpose 5 Values 6
	Our Impact Summary 8 Highlights 9 Organisational Development 10 Case Studies 11 Humanitarian response 15 Humanitarian Highlights 16 Case Study: Omar 17 New Appeals 18
	Our Supporters Summary 20 Fundraising 21 Churches 22 Communications 23 Highlights 24 Case Study: Patrick 25
	Our People Summary 27 Highlights 28


29 32 42 81	Our Future Future Outlook 30 Strategic Focus Areas 31
	Our Governance Summary 33 Structure 34 Equality, Diversity & Inclusion 35 Health & Safety 36 Trustees 37 Fundraising 38 Safeguarding 39 Risk and Mitigations 40
	Our Finances 43 45 48 49 50 53 54 55 Managing our Finances Financial Overview Going Concern Statement Statement of Trustees Responsibilities Independent Auditors Report Statement of Financial Activities Balance Sheet Cashfow Statement Notes 56
	Acknowledgements 81

FOREWORD - CHAIR OF TRUSTEES

Thank you to all our supporters, your generosity has once again enabled us to continue to support and empower our partners, who make such a difference to the lives of people in communities that face great challenges.

During the year we saw USAID being shut down, and many other government- funded Overseas Development Agencies ( ODAs) have reduced their funding. Whilst All We Can does not get funded by any ODAs, a number of our partners have done so in the past and have been left in precarious financial situations.

In this context, All We Can has prioritised the funding of our partners’ core costs, and has also helped them with their own fund-raising applications to other donors. We have also supported emergency appeals such as in Gaza.

Thank you to our trustees, acknowledging all the work over many years by those trustees who have stood down at the end of their terms of office. We welcome new trustees, including Foday Sillah from Sierra Leone who is our first trustee to be based in a country where our partners work.

Thank you to our hard-working staff, and to the leaders of the Methodist Church for all your support and encouragement. In the past year we have invested more time in relationship building, and in co-developing with our staff a working culture that is efficient, effective and in line with our values of Love, Collaboration and Courage.

I hope that all our readers of this review will gain new insights into the vital and sustainable impact that all the sacrificial donations of money, time, effort and goodwill are helping to create.

CHRIS SUTTON, CHAIR OF TRUSTEES

FOREWORD - CEO

Each year our annual report is a wonderful opportunity to reflect on the past year and to both celebrate and learn. As the CEO, I have the privilege of enabling the work of All We Can through engaging with supporters, the team, and partners in Britain and beyond.

The progress shown in this report is only possible through the faithful support of our donors, the hard work of the team, and collaboration with partners. All have inspired and challenged me to make the organisation a better place, creating greater and much needed impact.

It has been exciting to see us deepen our Methodist roots, stengthen our partnerships, and grow as a justice seeking organisation. We have done this in an ever more fragile world, where the devastating impact of conflict has increased, and authoritarian governments are shrinking civic space and development financing. Despite the ongoing cost of living crisis, our supporters’ generosity has helped us grow our income, and we have deepened our partnerships with locally community rooted organisations creating lasting change in some of the most challenging contexts.

In this past financial year, I had the privilege of engaging with partners in Zimbabwe at a time of significant challenge given an ongoing drought (which increased hunger, damaging livelihoods, increasing communal tensions and gender-based violence, and rolling back hard-won development gains), the political volatility, and the shrinking civic space. All of these were affecting the work of partners, yet due to their deep relationships in and with communities, they were finding ways to save and protect livelihoods and strengthen gender equality through women’s economic empowerment.

As a team, we have renewed our purpose and focus through developing a bold new strategy, setting the direction for the coming years. We are challenged by the state of the world, while inspired by our partners’ courage and commitment to help shape more just societies. We recognise that we are all made in the image of God, each worthy of equal value and dignity. God wills the flourishing of creation and human community within it. We believe, that in solidarity with others, we are called to challenge injustice, dismantling structures that perpetuate inequality. We have been doing that this past year, and will continue to, until together we have done all the good we can!

DAVID THOMSON, CEO

OUR PURPOSE Striving for a world where every community has the power, dignity and resources to lead their own future - creating just societies.

Credit: Tom Price

OUR VALUES

LOVE

Is the oxygen of our movement, and enables meaningful relationships and actions.

COLLABORATION

Is working together in solidarity and partnership, not control.

COURAGE

Is the strength to confront barriers holding people back and to speak truth to power.

OUR IMPACT Credit: Tom Price

OUR IMPACT: PROGRAMME HIGHLIGHTS

This year marked the culmination of All We Can’s previous strategic cycle, a period defined by deep, longterm partnerships, flexible funding, and a commitment to locally-led development.

Across Africa, Asia, the Caribbean, Europe and the middle east, All We Can continued to work alongside communities and local organisations to tackle poverty, respond to emergencies, and build resilience.

Our distinctive partnership approach remained central to our work, enabling 28 NGO partners, including ChurchCAN partners, to deliver impactful programmes tailored to their own priorities. From climate adaptation and food security to livelihoods and education, our partners worked alongside their communities to respond to local challenges with creativity and care.

In parallel, our ChurchCAN programme supported Methodist churches in four regions to strengthen leadership, deepen community engagement, and build strategic plans for long-term sustainability. These efforts have laid the groundwork for greater self-reliance and interdependence across our global church network.

All We Can also provided technical support to partners navigating a complex funding landscape, helping to strengthen proposal development and organisational resilience.

Our humanitarian assistance continued in regions affected by conflict, disaster, and displacement – always with a focus on locally-led response and dignity.

As we close this chapter, the lessons and relationships built over the past strategy period have shaped the bold new direction we now embark on. The foundations laid this year will continue to support communities and churches as

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9 8

Amount raised by partners with All HIGHLIGHTS We Can support £658,395 (see page 11) NGO PRIORITY 2024/25 24 PARTNERS 6 COUNTRIES People reached People reached of teenage mothers supported by our directly indirectly 34,831 801,019 partner COFCAWE, are earning a living from acquired skills, one year after completing % the livelihood support programme. Just under 100ha 2173 96%

of teenage mothers supported by our partner COFCAWE, are earning a living from acquired skills, one year after completing 77% the livelihood support programme.

Just under 500 100 ‘Safepads’ produced malnourished by COFCAWE children received trainees supplementary feeding from our partner AHRRA, with a 3000 92% recovery rate Trees planted after in Ethiopia.

of degraded land has been rehabilitated in Zimbabwe (CGCDZ, HEFO) and Ethiopia (Alem Birhan)

People in Damba, Literacy rate of girls Zimbabwe now with supported by AGLIT in access to clean, safe Malawi water.

1.08M tree seedlings planted across Malawi (FACE, AGLIT+), Ethiopia (Alem Birhan, ADHENO) and Uganda (BuBA).

In Uganda, SMAD’s programme resulted in the number of households with an acceptable Food Consumption Score (FCS) rising from:

3000

52% TO 99%

Trees planted after Cyclone Freddy in Malawi

*These numbers are for long term development work specifically (not Church-CAN or HA)

OUR IMPACT: ORGANISATIONAL DEVELOPMENT AT THE HEART OF PARTNERSHIP

reflective learning through midterm reviews for a partner in Liberia that inform adaptive change. Increasingly, we are accompanying partners on their journey toward financial sustainability, recognising this as critical in a time of global poly-crisis and economic uncertainty, piloting a social enterprise training programme with partners in Uganda which we will roll out to all partners in our new 2030 strategy.

This year marks 10 years of All We Can’s Charity Awards-recognised partnership model as we have continued to strengthen our distinctive approach – one rooted in trust, long-term relationships, and a commitment to decolonising aid.

We have deepened our support for local NGOs and churches who are embedded in their communities and will remain there long after external actors depart. By providing unrestricted and flexible funding, we enable partners and their communities to pursue their own strategic priorities rather than donor-driven agendas. Beyond equitable funding, our organisational development approach has helped partners grow in resilience, strategy and learning.

Our partners in Sierra Leone and Liberia benefitted from a crossborder learning exchange visit. All We Can hosted 23 representatives from across the Methodist Church for a week-long learning gathering in South Africa which led to a 49% increase in participants confidence about the different operational structures, mindsets and organisational cultures that can drive strategy and change within churches.

Together, we have facilitated strategic planning for two NGO partners in Ethiopia and one Church partner in southern Africa. We have funded and facilitated

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‘I now see things much differently; recognising resources (are) there and untapped; and the opportunities for change (in the church) are endless.’ PARTICIPANT FROM MCCA.

IN ALL THIS, WE REMAIN STEADFAST THAT LOCALLY ROOTED, WELL-EQUIPPED ORGANISATIONS ARE THE MOST POWERFUL CATALYSTS FOR LASTING TRANSFORMATION.

CASE STUDY: SIERRA LEONE

TOM’S STORY WHY OUR COUNTRY REPRESENTATIVES SET OUR PARTNERS UP FOR SUCCESS

THIS STORY FROM SIERRA LEONE ILLUSTRATES THE TRANSFORMATIVE IMPACT OF ALL WE CAN’S APPROACH TO PARTNERSHIP.

Tom’s involvement went far beyond standard support. He helped shape the design of each proposal, responded to donor queries, and played a key role during final-stage due diligence.

We prioritise deep, long-term collaboration and locally led expertise; rather than offering surface-level support, All We Can invests in building genuine capacity and walking alongside partners to unlock their full potential.

His leadership in conducting the baseline assessment for the Women and Children Empowerment Project not only ensured high quality data collection but also resulted in significant cost savings of approximately $3,000.

The results speak for themselves, not only in the scale of funding secured, but in the sustainability, quality, and confidence of the work that follows.

The success of three major funding proposals developed by Pikin-to-Pikin in Sierra Leone was made possible through the expert guidance and hands-on support of All We Can’s Country Representative, Tom Menjor.

These savings were redirected to cover essential operational costs, sustaining the partner’s work for nearly three months.

Tom’s expertise has also built lasting capacity within the organisation, demonstrating the value of All We Can’s locally led approach.

His strategic input was instrumental in securing a total of $716,561 in funding for new partners. These projects include a long-term ‘Women and Children Empowerment’ initiative aimed at transforming socio-cultural environments across Kailahun District, a WASH project focused on improving school sanitation, and the Girl Circle Collective, which empowers adolescent girls through leadership and advocacy training.

‘The support he provides to the organisation is saving funds which might have been used to pay consultant fees…He is always providing guidance and coaching to the organisation to get funding from other donors.’ PIKIN-TO-PIKIN STAFF MEMBER

CASE STUDY: ZIMBABWE

PRECIOUS MUDENDA, A MEMBER OF THE SIACHILABA WOMEN'S FORUM AND A SKILLED WEAVER WITH THE BUNSIWA GROUP IN BINGA, ZIMBABWE.

Precious shared how Zubo’s support helped her navigate the devastating drought that affected her community in 2024. Thanks to timely intervention from Zubo, Precious was able to mitigate the impact on her household.

Through training in business management and record keeping, she gained the confidence and skills to take control of her finances and make informed decisions. She invested in her future by purchasing roofing materials to complete her unfinished house – a project she expects to finish early next year, providing a safe and secure home for her family.

Precious encourages other women to take the first step towards economic empowerment by starting small businesses, affirming that with discipline, dedication, and the right support, women can achieve greatness and build brighter futures for themselves and their families.

‘I encourage all women to take the first step towards economic empowerment by starting small businesses. With discipline, dedication, and the right support, we can achieve greatness and create a brighter future for ourselves and our families. One of my greatest joys is seeing my children thrive.’

PRECIOUS’ STORY

PRECIOUS MUDENDA (BINGA, ZIMBABWE)

BETWEEN 2-7 DECEMBER 2024, 19 PARTICIPANTS FROM 5 ALL WE CAN PARTNERS IN LIBERIA PARTICIPATED IN A REGIONAL LEARNING EXCHANGE HOSTED BY PARTNER ORGANISATIONS IN SIERRA LEONE.

The exchange was designed to highlight that expertise and innovation often reside within partner organisations themselves. Each partner brought distinct thematic strengths, organisational models, and deep knowledge of their communities, creating a rich environment for peer-to-peer learning.

Through field visits, structured dialogue, and observation of community-based initiatives, participants explored approaches to organisational sustainability, decentralised delivery, and scaling impact in hard-to-reach communities. Partners shared both successes and challenges, enabling practical learning that could be immediately adapted to their own contexts. Direct engagement with communities reinforced the link between strong, adaptive organisations and sustainable, locally owned outcomes.

The exchange illustrates All We Can’s distinctive approach to capacity development. We provide technical support to partners to strengthen their financial sustainability, monitoring and evaluation, and disaster risk reduction; but always in ways that recognise partners expertise and respond to partners’ own insights about their communities and operational realities. This co-designed, context-sensitive approach ensures learning is relevant, practical, and sustainable.

SHARING KNOWLEDGE & INNOVATION

Early outcomes from the December 2024 visit were already evident in the months that followed: partners reported clearer strategic focus on sustainability, greater collaboration across organisations in and between countries, and increased confidence in applying proven practices. Lessons from the visit has influenced organisational thinking and practice, particularly around income diversification, community ownership, and collaborative approaches.

This case study demonstrates how modest investment in partner-led, contextdriven learning can strengthen organisational capacity, foster locally rooted solutions, and support long-term, sustainable impact.

CASE STUDY: LIBERIA

KEBEH, A 26-YEAR-OLD, WAS BORN IN GUINEA BUT MOVED TO LIBERIA FOR HER EDUCATION.

After graduating from high school, she faced limited opportunities to pursue further education due to financial constraints. With no means to attend college and her parents unable to support her studies, Kebeh took the initiative to join Camp for Peace, an organisation offering vocational training in tailoring, agriculture, and weaving.

Kebeh enrolled in the tailoring programme, where she found the teaching both encouraging and accessible. The trainer’s supportive and engaging approach helped Kebeh stay focused and motivated. Having had some prior experience with tailoring in high school, she was determined to improve her skills, knowing that it could lead to paid work and greater independence.

Camp for Peace provided more than just training, they also supported students with food stipends, helping to ease the burden of daily expenses. Since graduating, Kebeh has begun building her own tailoring shop to support herself financially.

Looking ahead, she hopes to return to school to train as a midwife. Her aspiration is to help others, save lives, and protect those in need. She says that she a reflection of her deep commitment to serving her community.

KEBEH’S STORY

‘The tailoring programme, and Camp for Peace, has had a big impact on my life. Since graduating, I am now building a tailoring shop to support myself.’ KEBEH

OUR IMPACT: HUMANITARIAN RESPONSE

All We Can has a long-standing commitment to respond in times of humanitarian crisis. Rooted in our Methodist heritage and guided by compassion and solidarity, we work alongside local partners to deliver timely, life-saving support to communities affected by conflict, disaster, and displacement.

Whether through emergency food distributions, access to healthcare, or psychosocial support, our humanitarian work is grounded in the belief that every person deserves dignity and the opportunity to recover and rebuild.

This commitment is not just about immediate relief, but a reflection of our broader mission of being a justice-seeking organisation. We recognise that crises often expose and deepen existing inequalities.

That’s why we aim to go beyond short-term aid, investing in longterm partnerships that strengthen community resilience and uphold human rights.

Our humanitarian response is one expression of our wider mission: to stand in solidarity with those facing injustice and to support sustainable, locally led solutions that create lasting change.

HIGHLIGHTS: EMERGENCY APPEALS

INDIVIDUALS IN GAZA WHO RECEIVED FOOD AID 5208 FAMILIES RECEIVED MEALS IN GAZA 500

CHILDREN ACCESSED REHABILITATION IN GAZA 156 HOUSEHOLDS RECEIVED CASH-FOR-FOOD SUPPORT IN FOUR 496 REGIONS IN MYANMAR £463,680 CHILDREN SUPPORTED BY SPENT ON HUMANITARIAN AID MEDAIR IN SYRIA 5000+

COUNTRIES REACHED

EMERGENCY APPEAL PARTNERS SUPPORTED

12 16

LIVE EMERGENCY APPEALS 4 NEW APPEALS LAUNCHED 2

43,000 PEOPLE DIRECTLY SUPPORTED

CASE STUDY: GAZA

Omar was born in the Al-Zaytoun area of Gaza on June 6, 2023, at the end of the eighth month of pregnancy. From his earliest days, concerning signs began to appear.

Omar spent two weeks in the incubator due to a lack of oxygen at birth, and at just 12 days old, his mother noticed tremors in his hands and feet. After visiting several doctors, brain scans confirmed he had epilepsy. However, due to the ongoing war, the family was unable to access the necessary medication.

by the JPBC through its therapeutic unit in Gaza.

There, she met Dr. Saeed, and that marked the beginning of Omar’s therapy journey. He received physiotherapy sessions that helped him take his first steps. He will soon begin speech therapy, as he has shown clear delays and can say only a few words.

At four months of age, his mother realised that he could not see. She continued with medical follow-ups and waited anxiously until, at nine months, Omar finally began to respond visually. In terms of movement, he couldn’t stabilise his body. Alongside the lack of food and medicine, Omar also suffered from thyroid issues and severe malnutrition.

'They taught me how to help him, and now I’m not just his mother, I’m his therapist too. The rehabilitation centre was a turning point in my son’s life. The most emotional moment in this journey was when Omar started walking.'

During one of her visits to a local clinic, she learned about the services provided

OMAR’S MOTHER

OMAR’S STORY

'Omar Arafat suffers from developmental delay due to hypothyroidism. Through regular monitoring of thyroid function and bone growth, along with rehabilitation, his development has progressed from being unable to sit upright to walking independently with full balance.'

DR. SAEED, GENERAL PRACTITIONER IN JPBC THERAPY UNIT IN GAZA

'From my experience raising Omar’s older siblings, I knew something wasn’t right. But I didn’t give up. Omar used to be very afraid in the beginning, but now he smiles at the therapists, interacts with other children, expresses his needs, says ‘Mama’ and ‘Papa,’ asks to change his clothes or go to the bathroom, and even lifts his foot to wear his shoe. None of this was possible before.'

TODAY, THE FAMILY LIVES IN A TENT, FACING SEVERE SHORTAGES IN WATER, FOOD, ESSENTIAL NUTRITIONAL SUPPLEMENTS AND MEDICATION. YET, DESPITE THESE CHALLENGES, HIS MOTHER INSISTS ON ATTENDING EVERY SESSION AND MAKES SURE TO APPLY THE THERAPY TECHNIQUES AT HOME.

OMAR’S MOTHER

GAZA AND LEBANON JUSTICE APPEAL

NEW EMERGENCY APPEALS

While we have a number of ongoing appeals that remain operational, we had two new ones launch in the last financial year; the Gaza and Lebanon Justice Appeal and the Myanmar Earthquake appeal.

The Gaza and Lebanon Justice Appeal, launched jointly with the Methodist Church in Britain and the United Reformed Church, enabled All We Can to support three key local partners working amid severe humanitarian need.

Funding provided rehabilitation tools and indoor play equipment for the Jerusalem Princess Basma Centre’s team in Gaza, allowing them to continue vital therapy services for 156 children with chronic disabilities and postacute injuries. Through the Department of Services for Palestinian Refugees (DSPR), the appeal also delivered daily hot meals to families in the most severely affected areas, tailored to the needs of women and children. In Lebanon, support to the Christian Protestant Society strengthened psychosocial wellbeing and reconciliation programmes for students in the south.

Strong public engagement – driven by ongoing media coverage and collaborative advocacy efforts – helped extend the reach and impact of the appeal. The appeal ran alongside the advocacy work on justice in the region; as part of the Red Line for Gaza campaign, All We Can has been a vocal partner alongside UK-based humanitarian organisations that have called for an end to the aid blockade and to encourage supporters to write to their MP in support of peace.

MYANMAR EARTHQUAKE APPEAL

Launching at the end of March, the Myanmar Earthquake Appeal worked through the local humanitarian partners.

The money raised provided rapid assistance to communities affected across four of the hardest hit regions in the country. The response delivered cashfor-food support to 496 households, reaching nearly 2,100 individuals, including 471 children. Additional activities included finalising latrine projects, preparing hygiene kit distributions, and assessing shelter, water point repairs, and livelihood needs. Case studies shared by humanitarian partners highlighted how cash assistance enabled families to purchase food and cover urgent medical expenses.

OUR SUPPOR,TERS Every - H¢rson s ST liS

OUR SUPPORTERS: POWERING PROGRESS IN TOUGH TIMES

developments have contributed to a shortfall in income, but including accounting for legacy income, our financial situation is improved on last year.

Raising funds this year has been particularly challenging.

The ongoing cost of living crisis and an increasingly competitive fundraising environment have significantly impacted both individual giving and support from trusts and foundations.

These challenges have been compounded by wider cuts to development funding from institutions such as USAID and the FCDO.

Despite these headwinds, we’ve seen encouraging signs of resilience among our major donors, successfully maintaining strong relationships and continued support.

Despite this, we’ve managed to retain the majority of our existing funders, a testament to the strength of our relationships and the impact of our work.

However, the trust and foundations landscape has become especially difficult, with many funders facing increased demand and reduced resources. One of our key funders is closing, and a significant grant is still pending. Both of these

OUR SUPPORTERS: FUNDRAISING

One of the highlights of the year was the All We Canuary challenge, which encouraged participants to do all the something they can throughout January.

To strengthen relationships, we made personal thank you calls to select supporters and sent a heartfelt end-of-year email sharing the real impact of their donations.

Nineteen dedicated individuals took on challenges from cold water swimming and running to walking and even pottery, all in support of All We Can. Their creativity and commitment raised vital funds and showcased the diverse ways people can fulfil their potential.

Our Emergency Relief Fund mailing focused on previous emergency donors. This fund remains one of our most effective tools to respond quickly to crises. It provides life-saving assistance (cash support, WaSH, food and nutrition support, shelter) as well as support for recovery activities such as psychosocial care and educational materials, where they're needed most.

This year, we introduced Extraordinary Gifts for birthdays and Easter, offering supporters meaningful new ways to celebrate and give. Regular givers received Walking Together or All Together updates to stay connected with the impact of their support. We also recognised long-term donors with postcards marking 5, 10, 20, and even 30 years of giving. This was a small way to honour their loyalty.

OUR SUPPORTERS: CHURCHES

This year, the Churches Team delivered two standout campaigns as part of their drive to acquire new supporters. Monthly Matters during Lent, as well as the Harvest campaign saw close collaboration with the wider organisation.

Monthly Matters encouraged regular giving through storytelling and digital engagement – 40 reasons for the 40 days of Lent to explain why giving a regular gift to All We Can helps support our partners best.

As a result of this campaign, we’ve signed up 42 new regular givers.

Experiential engagement at events such as Convocation, Wholehearted, and 3Generate helped deepen relationships, recruit Champions, and offer hands-on ways for supporters to connect with All We Can’s mission.

OUR SUPPORTERS: COMMUNICATIONS & MARKETING

This not only raised vital funds but also helped us build relationships with like-minded organisations.

This year marked an exciting new chapter with the introduction of new branding.

It reflects a broader ambition to involve supporters more deeply – not only in giving, but in advocacy, prayer and action.

It reflects our commitment to realigning with our Methodist roots, prioritising accessibility, and visually representing the diverse countries where we work through a refreshed colour palette inspired by national flags.

Internally, we’ve been reviewing core functions to set clear benchmarks for success and ensure we’re working efficiently, with a close eye on expenditure.

This rebrand coincided with the launch of our Strategy 2030, opening the door to deeper engagement with our supporters as we embark on a shared journey into the future.

This includes the development of a new email strategy, expanded inhouse content creation during field visits, and team training initiatives aimed at strengthening our capacity and impact across all areas of work.

Our communications work has also focused on amplifying the Humanitarian Assistance mandate, particularly through campaigns like the Red Line for Gaza appeal.

HIGHLIGHTS: SUPPORTERS

ALMOST £2.7M

Raised by individuals and church supporters as well as Grantmakers

NUMBER OF NEW CHURCHES SUPPORTING ALL WE CAN

NUMBER OF RESOURCE PACKS SENT OUT FOR HARVEST

NUMBER OF CHURCHES WE RETAINED SUPPORT FROM

REGULAR GIVERS RETAINED (INDUSTRY STANDARD 50%)

10 266 161 63%

LARGE VALUE PROGRAMME FUNDING WORTH £600,000 AVERAGE OPEN RATE ON EMAILS 45% NUMBER OF EXTRAORDINARY GIFTS ORDERED 2,688

Patrick Stonehewer is a Presbyter in the Bristol and South Gloucestershire Circuit of the Methodist Church. As a longtime supporter of All We Can, Patrick cares deeply about international development.

PATRICK’S STORY

‘I’ve been interested in the relief and development work of the Methodist Church since I was first a student over 40 years ago. There are many UKbased charities which support relief and development work around the globe. I’ve had contact with the Methodist Church for nearly all my life, so links with All We Can are long and deep.

I particularly welcome the approach of working with and alongside overseas partners, so that individuals can be encouraged to develop and transform themselves and their communities to become a tangible expression of the good news which Christ offers to all.’

Patrick’s regular support for All We Can is usually two-fold:

‘First and foremost, I support All We Can by being an advocate of the work and our partners across the globe. I am continuously trying to raise the profile of this important work.

Secondly, I support All We Can by raising funds myself. This has generally been in the form of running but I was persuaded to walk 10km around my back garden for the ‘In Her Shoes’ challenge during one of the 2020 lockdowns’.

Last year, Patrick demonstrated his commitment to both avenues of support:

‘In the last year, I lead worship in local churches to highlight the important work of All We Can. I also raised money by running 5km every day in January 2025 for All We Canuary. I ran a total of 230km (over 140 miles) in the month.’

Looking ahead, Patrick has once again committed to fundraising for All We Can during January 26 for All We Canuary:

‘I’m once again running 5km each day in January for All We Canuary. So far, so good! Turning the clock back to last January, I remember several days when the weather was biting with icy conditions underfoot. History is repeating itself, but there’s nothing better than coming in from a run (of whatever length) and enjoying a warm drink (and dare I mention cake?).’

Patrick’s commitment to All We Can is remarkable. We are incredibly grateful for his loyal commitment to sharing the work of All We Can and his determination to fundraise for our work.

Credit: Tom Price 26

OUR PEOPLE: A YEAR OF PROGRESS AND PURPOSE

strengthened working relationships. Recruitment and onboarding processes were refined, job descriptions and policies strengthened, and targeted training offered in areas such as fundraising, coaching and confidence-building.

Over the past year, All We Can has deepened its commitment to building a workplace culture rooted in inclusion, growth and accountability.

Staff engagement with culture and psychological safety assessments increased meaningfully, with more team members participating and reporting improvements in feeling listened to, informed, and supported.

A joint EDI Champions group with board representation was established, reinforcing our commitment to equity and inclusion.

Despite a turnover rate of 27.91%, we maintained a retention rate of 66%*, and our team grew slightly to 28 (22 employees and 6 country representatives who are contractors, crucial to our localisation agenda), reflecting steady organisational development.

New starters consistently rated their onboarding experience highly, noting a strong sense of welcome, belonging, and work-life balance.

Leadership development remained a priority, with the Team Leadership programme enhancing team dynamics and accountability.

*Turnover is the proportion of employees who leave expressed as a percentage of the workforce, retention is the employees who stayed for the period divided by no. of employees at the start, multiplied by 100.

Clearer conversations around roles and goals, alongside tools like user manuals, have fostered a culture of constructive feedback and

HIGHLIGHTS: OUR PEOPLE

SENSE OF BELONGING OUR PEOPLE 8.75/10 9/10 AT 10 WEEKS AT 6 MONTHS 84% 12 OF TEAM MEMBERS FEEL TEAM MEMBERS 28 LISTENED TO DURING UNDERTAKING ORGANISATIONAL DECISIONS TEAM LEADERSHIP TEAM MEMBERS

OF TEAM MEMBERS FEEL TEAM MEMBERS LISTENED TO DURING UNDERTAKING ORGANISATIONAL DECISIONS TEAM LEADERSHIP 84% 274 OF TEAM MEMBERS FEEL SUFFICIENTLY INFORMED VOLUNTEERS ABOUT ORGANISATIONAL HAPPENINGS

66% 9.3/10 TEAM MEMBER SATISFACTION WITH RETENTION WORK-LIFE BALANCE RATE

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FUTURE OUTLOOK

As All We Can enters the first year of its new five-year strategy, our work is guided by a clear purpose: to enhance community resilience, strengthen locally led changemakers, and contribute to a more just system in which communities shape their own futures.

The year ahead will focus on embedding the foundations needed to realise our 2030 ambition.

1. STRENGTHENING LOCALLY LED PARTNERSHIPS

2. ADVANCING RESILIENCE AND CRISIS RESPONSE

3. EXTENDING INFLUENCE AND DRIVING SYSTEMIC CHANGE

4. STRENGTHENING OUR INTERNAL CAPABILITY

We will deepen our long-term partnerships, continuing to listen to local changemakers and align our support with their priorities. This includes tailored organisational development, leadership strengthening, safeguarding improvements, and expanding community led development approaches. We will also invest in partners’ financial resilience through social enterprise development, resource mobilisation training, and support in building sustainable income streams.

According to climate scientists, 2025 was the third warmest year on record. With climate-induced hazards increasingly affecting marginalised communities, frequently leading to disasters, All We Can is striving to support local partners mainstream Disaster Risk Reduction (DRR), into their community-facing programmes. Through this approach, appreciating the hazards that communities experience, combined with increasing their capacity (and reducing their vulnerability) to anticipate, absorb and adapt to shocks and stresses associated with climate change, local communities will be supported to make concerted efforts to achieve Climate Resilience. Local partners will be supported to prepare and respond to new crises, as they emerge. Preparedness is key, and so is our pledge to support partners prepare in advance to ensure that their response is at pace and effective.

Our strategy calls us to challenge the structures that hold communities back. This year, we will advocate for more equitable funding models, continue influencing sector conversations on decolonising aid, and participate in collaboration spaces such as BOND. We will promote locally led approaches through refined models, pilots, and evidence, while amplifying the lived experience and insight of our partners.

Delivering this agenda requires robust internal systems and a values driven culture. We will implement new approaches to planning, budgeting, data and learning; improve cross team collaboration; and continue building a diverse, skilled and thriving team. Work will also progress on governance, risk management, safeguarding practice, and digital development to ensure we are well-equipped to support partners and communities effectively.

OUR GOVER Credit:

All We Can has been the operating name of The Methodist Relief and Development Fund since 8 April 2014, before which it was commonly known by its initials, MRDF. The organisation traces its roots back to 1938, when it was founded as a Methodist response to the war-induced refugee crisis in Europe. While still an integral part of the Methodist Church, since 1985 it has been a separate charity registered with the Charity Commission for England and Wales, constituted by a trust deed.

The charity is governed by a Board of Trustees, which meets four times each year. The Trustees collectively oversee the work of the charity, setting its strategic direction, setting and reviewing policies, agreeing annual plans and resource allocation, and monitoring progress through regular reporting by the management team.

Appointments to the Board are approved by the Connexional Council on the recommendation of the existing Board, following a selection process that involves a skills audit and advertisement for trustees with the appropriate expertise. Appointments are for a period of 4 years initially and may be extended for up to 4 years at the discretion of the Board.

All new trustees undergo induction to familiarise themselves with the aims and work of the charity, and to ensure they fully understand their responsibilities as Board members and the organisational expectations in terms of their commitment. As part of the induction programme, trustees are provided with constitutional, governance, financial and organisational documentation. Trustees also receive regular updates and are made aware of relevant events and training opportunities when they arise.

CHARITY NAME: KNOWN AS: CHARITY REGISTRATION NO: THE METHODIST RELIEF AND ALL WE CAN 291691 ENGLAND AND WALES DEVELOPMENT FUND

PRINCIPAL OFFICE: WEBSITE: 25 TAVISTOCK PLACE, ALLWECAN.ORG.UK LONDON WC1H 9SF, UK

BOARD OF CORE LEADERSHIP TRUSTEES TEAM

CHRIS SUTTON ¹ (CHAIR) JENNIFER EVANS – END OF TERM 16/07/2025 HANNA FERGUSON - END OF TERM 16/07/2025 RICHARD GRIFFITHS - END OF TERM 16/07/2025 ALI JOHNSON ³ (CHAIR PEC) ANNE MPENDO ¹ NATALIE NEWTON ² (CHAIR OF PPC) GEOFFREY PARK ¹ (TREASURER AND CHAIR OF FPRC) ROBERT VARLEY – END OF TERM 16/07/2025 HOLLY WILKINSON ¹ SAHR YAMBASU – RESIGNED 04/09/2024 JONGI ZIHLE ³ (VICE CHAIR) MARCUS TORCHON ² FODAY SILLAH 2 – APPOINTED 09/06/2025 ATIM HENSHAW ³ – APPOINTED 09/06/2025 BRIAN MURTAGH ³ – APPOINTED 01/10/2025

CHIEF EXECUTIVE DAVID THOMSON

EXECUTIVE HEAD OF FINANCE JAYNA GANDHI

EXECUTIVE HEAD OF OPERATIONS & RESOURCES VINCE JOBSON

EXECUTIVE HEAD OF PUBLIC ENGAGEMENT & PHILANTHROPY

JAIPREET KAUR

EXECUTIVE HEAD OF PROGRAMMES & PARTNERSHIPS VERONICA FLETCHER

PRINCIPAL PROFESSIONAL ADVISORS

AUDITOR: HAYSMAC LLP 10 QUEEN STREET PLACE, LONDON EC4R 1AG

INVESTMENT MANAGERS: CENTRAL FINANCE BOARD OF THE METHODIST CHURCH, BONHILL STREET, LONDON EC2A 4PE

BANKERS: THE CO-OPERATIVE BANK 80 CORNHILL, LONDON EC3V 3NJ

1 FINANCE, PEOPLE & RESOURCES COMMITTEE 2 PROGRAMMES & PARTNERSHIPS COMMITTEE 3 PUBLIC ENGAGEMENT COMMITTEE

HSBC BANK PLC 4–8 VICTORIA STREET, LONDON SW1H 0NJ

CUSTODIAN TRUSTEES: TRUSTEES FOR METHODIST CHURCH PURPOSE, CENTRAL BUILDINGS, OLDHAM STREET, MANCHESTER M1 1JQ

STRUCTURE, GOVERNANCE & MANAGEMENT

This year has seen further evolution in our team structure and culture, as we continue to adapt to the needs of our mission and the changing environment in which we work. With a team of 22 UK-based employees and 6 country representatives, maintaining a steady organisational footprint while focusing on deepening our collective capacity and resilience.

Our leadership model, introduced last year with the creation of ‘executive head’ roles alongside the CEO, has continued to bed in well. This core leadership team has provided clarity and cohesion, supporting both strategic direction and day-to-day operations.

Throughout the year, we have prioritised open communication and support, recognising that change, however positive, can bring uncertainty as well as opportunity. The team’s resilience, adaptability, and commitment have remained a defining strength. In our most recent team day, colleagues once again highlighted ‘resilience’, ‘collaboration’, and ‘care’ as core attributes of our working culture.

These qualities have been especially important as we have continued to refine our remote and hybrid working practices, ensuring that everyone has the flexibility and support they need to thrive, while also fostering meaningful connections across the organisation.

Building on the foundations laid last year, we have taken further intentional steps to shape the culture we aspire to. Our ‘culture promise’ continues to guide us, and this year we have moved from conversation to action, embedding our culture plan into everyday practice.

We have repeated our psychological safety and culture assessment surveys, providing valuable insights into our progress and highlighting both strengths and areas for further growth. The surveys reaffirmed our caring and trusting culture, our ability to bring our whole selves to work, and the positive balance many feel between work and life.

At the same time, they pointed to the need for ongoing focus on feedback, organisational learning, and ensuring all voices are heard in decision-making.

These insights are shaping our priorities for the coming year, as we commit to regular engagement surveys and periodic culture assessments to track our journey.

We have also enhanced our approach to engaging staff throughout the employee lifecycle. The introduction of joining and staying interviews, alongside our established exit interviews, has strengthened our feedback culture and provided a richer understanding of the employee experience. The feedback remains overwhelmingly positive, with most colleagues rating their experience of working at All We Can highly and recommending it as a great place to work.

As we look ahead, we remain committed to nurturing a culture of inclusion, growth, and accountability, one where every team member feels valued, supported, and empowered to contribute to our shared purpose.

OUR GOVERNANCE: EQUALITY, DIVERSITY & INCLUSION

Equity, Diversity and Inclusion remains a vital focus of our efforts towards good governance and positive employee experience in our organisation and we took further steps to advance on that journey in the last financial year.

We have recruited EDI Champions at Board and Team level and finalised our EDI Strategy and EDI policy.

We have also completed internal EDI training which included topics such as: creating consciously inclusive culture, inclusive language and unconscious bias. We have planned further antiracism and allyship training for 2025/2026.

As part of reviewing our people processes, we continue to use an Applicant Tracking System (ATS) called hireful which has enabled us to move to anonymised recruitment.

OUR GOVERNANCE: HEALTH & SAFETY

As our team now works both remotely and from the new Methodist Church House office, we have maintained strong health and safety standards.

We continue to partner with Peninsula Business Safe, conduct risk assessments, and provide necessary equipment for safe working. The annual health and safety audit is planned for next year, following our office move.

We support regular eyesight tests and contribute to the cost of corrective lenses.

Mental health remains a priority, with three trained Mental Health First Aiders and wider manager training took place in October 2024.

We continued promoting the Confidential Employee Assistance Programme and Confidential Counselling Services that are available to colleagues 24 hours a day.

OUR GOVERNANCE: TRUSTEES

The Board of Trustees, Chief Executive, and core leadership team oversee the charity’s management and operations.

Trustees volunteer their time, with no remuneration paid; expenses are disclosed in Note 11 of the financial statements.

The Scheme of Delegation continues to clarify roles and responsibilities, supporting efficient decision-making. Trustees declare all relevant interests and withdraw from decisions where conflicts arise.

All We Can remains committed to the Charity Governance Code and ongoing good governance.

OUR GOVERNANCE: FUNDRAISING PRACTICE

All of All We Can fundraising has been carried out by in-house fundraisers (employed directly by the charity). We do not use third-party professional fundraisers or commercial participators to fundraise.

All volunteer fundraising was carried out ‘in aid of’ the charity. We do not have any volunteers who are under instruction to raise funds on our behalf and in our name. Our organisation remains firmly committed to upholding the highest standards in fundraising ethics and practices.

All We Can is registered with the Fundraising Regulator and complies with the Code of Fundraising Practice. This commitment ensures that we operate in accordance with the spirit and letter of regulatory guidelines and industry standards as they evolve. Charities with an annual fundraising expenditure of above £100,000 are subject to voluntary annual Fundraising Levy payments to register with the Fundraising Regulator. We paid the Fundraising Levy in 2024/2025. We had no compliance issues with a scheme or fundraising standard.

All We Can did not receive any formal complaints about our fundraising activities in 2024/2025. We have a clear and publicly available complaints procedure which also applies to third-party fundraisers. This is available on our website with our supporter charter.

Similarly, All We Can is resolute in its dedication to safeguarding vulnerable donors across all fundraising activities. Our current fundraising practice policy outlines specific protocols and steps to be taken by staff when interacting with vulnerable donors. Continuous training and refresher programs ensure that all our staff members are equipped to engage sensitively with vulnerable donors, reflecting our unwavering commitment to ethical fundraising practices.

OUR GOVERNANCE: SAFEGUARDING

All We Can remains committed to safeguarding and ensuring that those with whom we partner are equipped with the knowledge, skills and tools needed to reach the highest safeguarding standards.

By promoting and continually ensuring that there is a strong organisational consciousness and culture of safeguarding within All We Can and within all our partner organisations, we aim to ensure that every individual that is impacted by our work together remains free from harm, abuse, neglect, and exploitation.

All partners were also written to with the opportunity and encouragement to report on any previously unreported incidents involving inappropriate behaviour or actions from any All We Can Staff member or in relation to the work we have done together. They were also asked if any of their own staff have been involved in safeguarding incidents, whether employed by All We Can or not. No serious safeguarding incidents occurred during the year and no incidents required reporting to the Charity Commission.

All partners indicated their commitment to safeguarding and their desire to continue to improve their own policies and practices, as well as to promote safer cultures within their organisation.

All We Can remains a member of the Inter-Agency Misconduct Disclosure Scheme – a scheme initiated to prevent and address the consequences of sexual harassment and sexual exploitation and abuse in the humanitarian and development sector by sharing misconduct data with recruiting organisations and previous employers.

Safeguarding remains a permanent agenda item in all Board and senior leadership meetings and All We Can regularly promotes safer culture and best practice at our team gatherings. All We Can also provides accredited safeguarding training to all trustees, staff, and volunteers as well as its international partners. Training updates are carried out periodically and at a minimum every three years.

OUR GOVERNANCE: MANAGING RISK

PRINCIPAL RISKS AND UNCERTAINTIES

All We Can’s commitment to tackling poverty and injustice means operating in complex and often unpredictable environments. This brings a range of risks, both external and internal, which we manage proactively to protect our mission, people, partners, and the communities we serve.

Governance and oversight:

The Board of Trustees is ultimately responsible for risk management, approving our risk policy and corporate risk register each year. The Finance, People & Resources

Committee oversees the risk management process, with regular input from senior leadership. Risk management is embedded throughout the organisation via robust policies, procedures, and regular monitoring.

CONTINUOUS IMPROVEMENT

We regularly review and strengthen our risk management framework to keep pace with a rapidly changing world. By anticipating challenges, adapting with agility, and acting in solidarity with our partners, we remain resilient and accountable, committed to our vision of transformation for the world’s most marginalised communities.

KEY RISKS AND MITIGATIONS

1 2 3 4 5 EXTERNAL PROGRAMME FUNDRAISING & PEOPLE & LEGAL & ENVIRONMENT IMPACT & COMMUNICATIONS CULTURE REGULATORY ACCOUNTABILITY COMPLIANCE RISK: RISK: RISK: RISK: RISK:

Working in fragile and disaster-prone contexts exposes us to political, economic, and social instability, as well as natural hazards and conflict.

If our partners are unable to deliver high-quality, impactful work, or if we fail to support or communicate their results effectively, trust with stakeholders and communities may be undermined.

Economic uncertainty and changes in donor priorities may affect our ability to raise voluntary and institutional income. Inaccurate or insensitive communications could damage trust and reputation

Organisational change, challenging contexts, or inadequate support may impact staff wellbeing, performance, and retention.

Non-compliance could result in reputational damage, legal sanctions, or operational restrictions, especially in highrisk locations.

MITIGATION:

Ongoing horizon scanning and scenario planning
Active engagement with sector networks, governments, and civil society
Policy and advocacy to influence decision-makers
Campaigning and supporter mobilisation
Due diligence and capacity strengthening for partners

• Clear partnership agreements and shared quality standards

Feedback and complaints mechanisms
Regular monitoring, learning, and transparent reporting

• Comprehensive fundraising and communications strategies

Rigorous sign-off and fact-checking for public statements
Regular monitoring of financial performance and cash flow
Strong donor engagement and reserves policy

• Inclusive people policies and performance management

• Regular internal communications and staff surveys

• Wellbeing resources and support for team members

Governance oversight and clear implementation plans

• Comprehensive policies, procedures, and mandatory training

• Named individuals with responsibility for safeguarding, financial crime, data protection, and security

Cybersecurity risk management and incident response
Compliance with national and local requirements, including registration, tax compliance and statutory reporting

OUR FINANCES 42

OUR FINANCES: MANAGING OUR FINANCES

RESERVES POLICY

The Board reviews All We Can’s reserves policy annually, balancing the need to hold back sufficient general reserves to protect its charitable activities with the objective of maximising the funding available for those activities. These reserves and funds are invested in accordance with All We Can’s Investment Policy.

During FY 2024-25, with Board’s approval the reserves policy was revised to enable us to invest in strategic priorities whilst managing associated risks including the current economic environment. The general reserves are now required to be 20% of the following year’s unrestricted income budget (excluding emergency donations) with a minimum of £350k.

INVESTMENT POLICY

The charity’s investment policy is reviewed annually by the Finance, People & Resources Committee. The objective is to maintain high liquidity while ensuring maximum security, meeting the ethical standards of the Methodist Church and achieving a balance of capital growth and income.

Surplus cash is deposited in instant access accounts or short-term investments with providers that meet the ethical standards of the Methodist Church whilst offering interest rates at market levels and achieving a balance of capital growth and income.

The charity currently had no investments during FY 2024/25 and will continue to review this regularly to ensure optimum value for money. income.

OUR FINANCES: MANAGING OUR FINANCES

GRANT-MAKING POLICY

A rationale for each grant and resource allocation is available for examination by trustees along with the relevant financial and project monitoring and reporting agreement. The Programme and Partnerships Committee (PPC) will review and approve any development or humanitarian relief grant proposal identified by staff or the committee as high risk or requiring a higher level of governance scrutiny.

The amount that the Chief Executive can authorise without PPC approval on behalf of the Board is set out in the scheme of delegation of authority, subject in all cases to any such expenditure being in line with the agreed budget for the year, as amended from time-to-time.

DEVELOPMENT GRANTS

The charity does not implement projects directly but by providing support, capacity building and grants to local partners that are government registered non-governmental organisations (NGOs) or Methodist and associated churches in our priority countries. While partners must meet minimum standards in terms of financial controls, reporting capacity and governance standards, the charity prioritises support to small and locally managed organisations. The charity provides funding and capacity building to local partners to undertake their own advocacy activities. Such activities are included within the partner’s annual operation plans and funded as part of development grants.

HUMANITARIAN RELIEF GRANTS

Grants allocated for humanitarian aid and emergency relief are provided to existing partners, church-based partners or specialist and credible humanitarian relief partner agencies.

FINANCIAL REVIEW OVERVIEW

In a year marked by global and local economic uncertainty, All We Can continued to balance operational sustainability with commitment to our partners and communities.

At £2.8m, total income was 10% up on prior year mostly due to increase in legacies which went up by £0.3m/77% and the Gaza and Myanmar emergency appeals launched during the year, which went up by £0.1m/211%.

We had a successful year despite the continued impact of rising inflation and the protracted cost of living crisis on our supporters.

Total expenditure saw a small decline of 2%. The overall annual unrestricted surplus was £235k compared to a budgeted surplus of £75k. Unrestricted general reserves closed the year at £1.5m, which was £0.9m above the minimum general reserve target set by the Board of Trustees.

	2025	2024
	%	%
Donations	48%	58%
Grants received	15%	15%
Legacies	27%	17%
Gift Aid	5%	6%
Investment income	2%	2%
Other Income	2%	2%

----- Start of picture text -----
2%
5%
27% 48%
15%
----- End of picture text -----

	2025	2024
	%	%
Grants to institutions	35%	39%	0.2%	5%	8%
Foreign exchange (gain)/loss on	0%	(-1%)
grants							35%
Partner development	11%	11%
Staff costs	43%	48%
Ofce cost	0%	0%		43%
Communications and marketing	5%	9%				11%
Share of support costs	8%	11%
Recharge to Y Care International	(-2%)	(-17%)

WE RAISED £2.8M AND SPENT £2.9M.

Out of every £1 spent, 76p was spent on charitable activities of humanitarian response and building strong partner organisations that support local communities and 24p on raising funds for future and brand awareness.

OUR FINANCES:

INCOME

Total income for financial year (FY) 2024-25 increased by £0.3m (10%) to £2.8m (2024: £2.5m).

During the year, there was a significant increase in the legacy income compared to previous year by £0.3m/77% to £0.7m (2024: £0.4m).

With two new emergency appeals for Gaza conflict and Myanmar earthquake, launched in the year, the income from emergency appeals increased by £0.1m/211% (2024: £48k).

While we had a very successful year overall, the charity experienced a small decline in overall donations from individual givers, corporates, trusts and foundations that dropped by £0.1m/17%, as many of them were negatively affected by rising inflation, protracted cost of living crisis and uncertainty in the economic environment.

We remain extremely grateful for the continued generosity and loyalty of our existing supporters during what is a challenging period for all.

During the year, the charity received a reimbursement of £62k from World YMCA towards the staff costs of one of the employees of the charity who has been on secondment with World YMCA for the whole year.

The returns from our bank deposits in the form of interest is recognised as Investment income and was £63k (2024 £56k).

OUR FINANCES: EXPENDITURE & RESERVES

EXPENDITURE

Total expenditure marginally decreased by £50k/2% to £2.9m (2024: £3m).

Expenditure on charitable activities reduced by £0.2m/10% to £2.2m (2024: £2.5m) and was mainly because of the reduction in partner grants and partner development costs in response to the decline in income of FY 2023-24/prior year.

Partner grants were down by £0.1m/10% and partner development costs were down by £23k/7%. For FY 2024-25, the charitable expenditure represents 76% of total expenditure (2024: 83%), aiming at investing for future fundraising and financial sustainability of our charitable activities.

Our support and communications costs were also reduced by 29% and 45% respectively with efficiency savings and prioritisation of resources.

We continue to manage our finances to ensure that we are best placed to deliver the highest quality impact in our charitable activities.

The cost of raising funds increased by £0.2m (39%) to £0.7m (2024: £0.5m) representing 24% of total expenditure (2024: 17%), aiming at investing for future fundraising and financial sustainability of our charitable activities.

RESERVES

As at 31 August 2025, the charity held total funds of £1.9m, £0.4m of these fund balances were restricted funds and the remaining £1.5m were unrestricted funds.

The unrestricted funds are made up of the new minimum general reserves of £0.4m and £1.1m of surplus to date including the release of £0.4m of the designated unrestricted legacy equalisation funds that the Board approved at the end of the year to support the future financing of our strategic aims, as shown in Note 18 of the financial statements.

OUR FINANCES: GOING CONCERN STATEMENT

All We Can’s planning process has been further enhanced to include long-term (3 years) financial projections and scenario planning of the charity’s income, expenditure and reserves levels, to consider the high inflation, prolonged cost of living crisis and its potential impact on the various sources of income and planned expenditure.

Taking into account our financial position and key risks the Trustees have a reasonable expectation that the charity has adequate resources to meet its liabilities as they fall due, manage the business risks it faces and has sufficient level of liquid resources and reserves to meet its obligations for a period of at least 12 months after the approval of these financial statements.

The Board believes there are no material uncertainties that call into question All We Can’s ability to continue in operational existence. Therefore these financial statements have been prepared on the basis that the charity is a going concern which assumes that the All We Can will continue in operational existence for the foreseeable future (deemed to be a period of 12 months from the date of this report namely January 2027).

4 8

STATEMENT OF TRUSTEES RESPONSIBILITY

The Trustees are responsible for preparing the Trustees’ Report and Financial Statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). The law applicable to charities in England and Wales requires the Trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charity, and of the incoming resources and application of resources of the charity during that period. In preparing those financial statements, the trustees are required to:

Select suitable accounting policies and then apply them consistently.
Observe the methods and principles in the Applicable Charities SORP.
Make judgments and estimates that are reasonable and prudent.
State whether applicable accounting standards have been followed, subject to any material departures that must be disclosed and explained in the financial statements.
Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.

The Trustees are responsible for keeping proper accounting records, which disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Applicable Charities (Accounts and Reports) Regulations 2008 and the provisions of the trust deed. They are also responsible for safeguarding the assets of the charity and taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Trustees are responsible for the maintenance and integrity of the charity and financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Statement as to disclosure to our auditors:

In so far as the Trustees are aware at the time of approving our Trustees’ Annual Report: There is no relevant information, being information needed by the auditor in connection with preparing their report, of which the charity’s auditor is unaware, and
The Trustees, having made enquiries of fellow trustees and the charity’s auditor that they ought to have individually taken, have each taken all steps that they are obliged to take, as a trustee in order to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

The Trustees confirm that they have had due regard to the Charity Commission’s guidance on public benefit when exercising their duties and in planning, delivering and reviewing the charity’s activities during the year.

The Report of the Trustees is approved and authorised for issue and signed on their behalf by:

Chris Sutton 12 February 2026

INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF THE METHODIST RELIEF AND DEVELOPMENT FUND (OPERATING AS ALL WE CAN)

Opinion

We have audited the financial statements of The Methodist Relief and Development Fund (operating as All We Can) for the year ended 31 August 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

• give a true and fair view of the state of the charity’s affairs as at 31 August 2025 and of the charity’s net movement in funds for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Charities Act 2011.

Basis for opinion

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder. We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

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

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

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Trustees’ Annual Report, the Introduction and the Message from the Chair of Trustees. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion:

adequate accounting records have not been kept by the charity,
sufficient accounting records have not been kept; or
the charity financial statements are not in agreement with the accounting records and returns; or
we have not received all the information and explanations we require for our audit.

Responsibilities of trustees for the financial statements As explained more fully in the trustees’ responsibilities statement set out on page 4 9 , the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

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

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the

aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Based on our understanding of the charity and the environment in which it operates, we identified that the principal risks of non-compliance with laws and regulations, and we considered the extent to which non- compliance might have a material effect on the financial statements.

We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Charities Act 2011 and consider other factors such as payroll tax.

We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls), and determined that the principal risks were related to inappropriate journals and judgements with respect to income recognition. Audit procedures performed by the engagement team included:

Discussions with management including consideration of known or suspected instances of non- compliance with laws and regulation and fraud;
Evaluating management’s controls designed to prevent and detect irregularities;
Identifying and testing journals, in particular those journal entries which exhibited the characteristics we had identified as possible indicators of irregularities; and
Challenging assumptions and judgements made by management in their critical accounting estimates.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance.

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

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

Use of our report

This report is made solely to the charity’s trustees, as a body, in accordance with section 144 of the Charities Act 2011 and regulations made under section 154 of that Act. Our audit work has been undertaken so that we might state to the charity's trustees those matters we are required to state to them in an Auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity’s trustees as a body for our audit work, for this report, or for the opinions we have formed.

HaysMac LLP, Statutory Auditor

Date: 27 February 2026

10 Queen Street Place London EC4R 1AG

HaysMac LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006

STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED AUGUST 2025

----- Start of picture text -----
NOTES UNRESTRICTED FUNDS RESTRICTED FUNDS 2025 TOTAL FUNDS UNRESTRICTED FUNDS RESTRICTED FUNDS 2024 TOTAL FUNDS
£ £ £ £ £ £
INCOME FROM:
2 DONATIONS 2,050,966 691,008 2,741,974 1,768,844 717,934 2,486,778
- -
3 INVESTMENTS 63,264 63,264 56,185 56,185
TOTAL INCOME 2,114,230 691,008 2,805,238 1,825,029 717,934 2,542,963
TOTAL EXPENDITURE ON:
- -
5 RAISING FUNDS 711,125 711,125 512,390 512,390
CHARITABLE ACTIVITES
5 DEVELOPMENT 694,627 592,483 1,287,110 1,251,705 506,184 1,757,889
5 HUMANITARIAN 250,357 463,680 714,037 230,647 259,765 490,412
- -
5 GLOBAL EDUCATION 208,171 208,171 210,162 210,162
TOTAL EXPENDITURE ON CHARITABLE ACTIVITIES 1,153,155 1,056,163 2,209,318 1,692,514 765,949 2,458,463
TOTAL EXPENDITURE 1,864,280 1,056,163 2,920,443 2,204,904 765,949 2,970,853
- - - -
14 NET (LOSSES)/GAINS ON INVESTMENTS 29,530 29,530
NET INCOME/(EXPENDITURE) 249,950 (365,155) (115,205) (350,345) (48,015) (398,360)
- - - - - -
17 TRANSFERS BETWEEN FUNDS
NET MOVEMENT IN FUNDS 249,950 (365,155) (115,205) (350,345) (48,015) (398,360)
RECONCILIATION OF FUNDS
TOTAL FUNDS BROUGHT FORWARD 1,208,348 769,543 1,977,891 1,558,693 817,558 2,376,251
TOTAL FUNDS CARRIED FORWARD 1,458,298 404,388 1,862,686 1,208,348 769,543 1,977,891
----- End of picture text -----

Donations and Legacies include Other income that has £62k that relates to reimbursement received from WYMCA for the services of AWC's Head of Partnership and Networks, who has been on secondment with WYMCA for their Vision 2030 commitments. With the end of collaboration with Y Care International, during the year, the charity decided to direct its full fundraising resources to grow our supporter base for the future, with an additional capacity on grant fundraising and church engagements with the aim to deepen the impact of our future charitable activities in line with the new strategic objectives.

BALANCE SHEET (AS OF 31 AUGUST 2025)

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NOTES UNRESTRICTED FUNDS RESTRICTED FUNDS 2025 TOTAL FUNDS UNRESTRICTED FUNDS RESTRICTED FUNDS 2024 TOTAL FUNDS
£ £ £ £ £ £
CURRENT ASSETS
-
13 DEBTORS 515,115 53,015 568,130 482,512 482,512
CASH AT BANK AND IN HAND 1,007,214 477,173 1,484,387 858,849 769,543 1,628,392
TOTAL CURRENT ASSETS 1,522,329 530,188 2,052,517 1,341,361 769,543 2,110,904
LIABILITIES
-
14 CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR (64,031) (125,800) (189,831) (133,013) (133,013)
NET CURRENT ASSETS 1,458,298 404,388 1,862,686 1,208,348 769,543 1,977,891
TOTAL NET ASSETS 1,458,298 404,388 1,862,686 1,208,348 769,543 1,977,891
THE FUNDS OF THE CHARITY
- -
17 RESTRICTED INCOME FUNDS 404,388 404,388 769,543 769,543
- -
18 UNRESTRICTED DESIGNATED FUNDS 615,000 615,000 415,000 415,000
- -
18 UNRESTRICTED GENERAL FUNDS 843,298 843,298 793,348 793,348
TOTAL CHARITY FUNDS 1,458,298 404,388 1,862,686 1,208,348 769,543 1,977,891
----- End of picture text -----

The notes on pages 5 6 to 7 9 form an integral part of these financial statements.

Approved and authorised for issue by the Board of Trustees on 12 February 2026 and signed on their behalf by:

Chair of Trustees (Chris Sutton)

CASH FLOW STATEMENT FOR THE YEAR ENDING 31 AUGUST 2025

----- Start of picture text -----
NOTES 2025 2024
£ £
CASH FLOWS FROM OPERATING ACTIVITIES
NET MOVEMENT IN FUNDS (PER STATEMENT OF FINANCIAL ACTIVITIES) (115,205) (398,360)
ADJUSTMENTS FOR:
-
AMORTISATION OF INTANGIBLE FIXED ASSETS 2,893
-
(GAINS)/LOSSES ON INVESTMENTS (29,530)
3 INCOME FROM INVESTMENTS (63,264) (56,185)
13 (INCREASE)/DECREASE IN DEBTORS (85,618) 518,425
14 INCREASE/(DECREASE) IN CREDITORS 56,818 (226,053)
NET CASH GENERATED BY / (USED IN) OPERATING ACTIVITIES (207,269) (188,810)
CASH FLOWS FROM INVESTING ACTIVITIES
3 DIVIDENDS/INTEREST FROM INVESTMENTS 63,264 56,185
-
PROCEEDS FROM SALE OF INVESTMENTS 664,371
NET CASH PROVIDED BY / (USED IN) INVESTING ACTIVITIES 63,264 720,556
CHANGE IN CASH AND CASH EQUIVALENTS IN THE YEAR (144,005) 531,746
CASH AND CASH EQUIVALENTS AT THE BEGINNING OF THE YEAR 1,628,392 1,096,646
CASH AND CASH EQUIVALENTS AT THE END OF THE YEAR 1,484,387 1,628,392
ANALYSIS OF CASH AND CASH EQUIVALENTS
CASH IN HAND 1,484,387 1,628,392
TOTAL CASH AND CASH EQUIVALENTS 1,484,387 1,628,392
----- End of picture text -----

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

1. ACCOUNTING POLICIES

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

A) SCOPE AND BASIS OF THE PREPARATION OF THE FINANCIAL STATEMENTS

All We Can is the operating name of the Methodist Relief and Development Fund, and is registered as an unincorporated Charity in England & Wales (No 291691). As Charity is a subsidiary of the Methodist Church in Great Britain (MCB).

On 1 September 2021, the charity took control of Y Care International, a charitable company registered in England &Wales.

This subsidiary is not consolidated on the grounds that both the charity and Y Care International are controlled by The Methodist Church in Great Britain (“MCB”), charity registration number 1132208, and the accounts of both are included in the consolidated accounts of MCB, as the parent entity.

This collaboration came to an end during FY 2024-25 on 31st March 2025 and therefore Y Care International is no longer a subsidiary of All We Can. From 1st April

2025, there was a new collaboration agreement between Y Care International and YMCA England & Wales.

As a public benefit entity the financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting (SORP) by Charities preparing their financial statements in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (‘the SORP’), the Charities Act 2011 and UK Generally Accepted Practice.

The accounts are prepared under the historical cost convention, with the exception of quoted investments which are stated at market value.

The financial statements have been prepared to give a “true and fair” view and the preparation of the financial statements in accordance with FRS 102 requires the trustees to make judgments, estimates and assumptions that affect the application of policies and reported amounts in the financial statements.

There are no significant judgments, estimates or assumptions.

There has been no change to any accounting policies.

B) GOING CONCERN

These financial statements have been prepared on the basis that the charity is a going concern which assumes that the All We Can will continue in operational existence for the foreseeable future (deemed to be a period of 12 months from the date of this report).

A comprehensive review of the charity’s financial performance and general reserves position is covered in the financial statements and trustees’ report. Evidently, the charity has adequate financial resources and is able to manage business risks.

In addition, All We Can’s planning processes has been further enhanced to include long-term (3 years) financial projections and scenario planning the charity’s income, expenditure and reserves levels, take into consideration the high inflation and prolonged cost of living crisis and its potential impact on the various sources of income and planned expenditure.

statements, namely the period to January 2027.

The Board believes there are no material uncertainties that call into doubt All We Can’s ability to continue in operational existence and therefore these financial statements have been prepared on the basis that the charity is a going concern.

C) RECOGNITION OF INCOME

All income is accounted for when the charity has entitlement to the funds, the amount can be quantified, and receipt of the funds is probable.

Where income is received in advance of providing services, it is deferred until the charity becomes entitled to that income.

All income is reported gross. Any fee charged for fundraising by third parties and deducted from the amount collected before it is remitted to the charity is not offset against the fundraised income recognised in the financial statements but is reported as a fundraising expense.

No amounts are included in the financial statements for services donated by volunteers.

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

Donations

Donations are recognised when there is evidence of entitlement, receipt is probable and the amounts can be measured reliably.

Where a donor has specified certain terms and conditions, the charity evaluates whether these conditions can be met before claiming entitlement. In any event, donations or gifts with conditions or terms which are outside of the charity’s stated purposes, or which are illegal, are rejected by the charity.

Goods donated for ongoing use by the charity in carrying out its activities are recognised as tangible fixed assets with the corresponding gain recognised as income from donations within the SOFA, subject to the capitalisation threshold of £10,000.

Legacies

Entitlement to a legacy is assumed when there is sufficient evidence that a gift has been left to the charity, usually through the notification of a will. Receipt of a legacy is deemed probable when there has been a grant of probate and it has been established that there are sufficient assets in the estate to pay the legacy and there are no conditions attached to the legacy that are outside the control of the charity, or uncertainty around the receipt of this gift. Income from pecuniary legacies is

recognised upon notification or receipt if earlier.

Where legacies have been notified to the charity or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material.

Grants

Income from grants is recognised when there is evidence of entitlement to the grant, receipt is probable and its amount can be measured reliably.

To this end, evidence of entitlement is assumed to exist when the formal offer of funding is communicated in writing to the charity. Where there is a performance condition attached to the grant, entitlement is only recognised when the conditions have been met.

D) RECOGNITION OF EXPENDITURE

All expenditure is accounted for on an accruals basis when an obligation that can be measured or reliably estimated exists at the reporting date and it is more than likely than not that payment will be made in settlement. There are two main categories of expenditure shown in the Statement of Financial Activities (‘SOFA’); expenditure on raising funds and on charitable activities.

Expenditure on raising funds includes all expenditure incurred to raise income to spend on charitable purposes. Expenditure on charitable activities includes all costs incurred by the charity in undertaking activities that further its charitable aims for the benefit of its beneficiaries. This expenditure is further analysed into

direct and support costs. Direct costs are those specifically related to producing the delivery of an activity or service and are further split between development activities, humanitarian activities and global education activities.

Support costs are those which provide indirect support to front-line services – for example financial services, facilities management, development and personnel, governance costs and management information services. Support costs not attributable to a single activity have been allocated on the basis of the weighted average of staff cost.

Grants to institutions

Grants awarded are provided for in the SOFA in the year in which the grant is formally approved and the offer is communicated to the recipient. Grants awarded but not paid are recorded as a liability within the balance sheet. Grants awarded subject to explicit conditions being met by the recipient before payments are made are not accrued until such

conditions have been met. Such

commitments are disclosed in the financial statements as contingent liabilities. Any foreign exchange difference on grants that has arisen throughout the year is written off against grants to institutions cost within the SOFA.

E) FUND ACCOUNTING

Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general charitable objectives.

Designated funds are a portion of the unrestricted funds that have been set aside for a particular purpose by the trustees. Restricted funds are donated for a particular purpose, the use of which is restricted for that purpose. The purposes of the main restricted and designated funds are set out in the notes to the financial statements.

The costs of raising and administering the restricted funds are charged against the specific fund.

F) PENSION COSTS

The charity operates a defined contribution scheme, including ansalary sacrifice arrangement. The charity’s contributions are charged as an expense in the pay period to which they relate.

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

G) FOREIGN CURRENCIES

Monetary assets and liabilities denominated in foreign currencies are translated at the rate of exchange ruling at the balance sheet date. Transactions in foreign currencies are recorded at the rate ruling at the date of the transaction. All differences are taken to the SOFA.

H) TANGIBLE FIXED ASSETS

All tangible fixed assets costing more than £10,000 are capitalised and included at cost, including any incidental expenses of acquisition and irrecoverable VAT.

I) DEPRECIATION

The depreciation expense is charged or apportioned to the relevant SOFA heading reflecting the asset’s use on a straightline basis as follows: Computer equipment over 3 years Furniture and fittings over 5 years

J) INTANGIBLE FIXED ASSETS AND AMORTISATION

Intangible assets are held on the balance sheet at cost less accumulated amortisation and impairment losses. Computer software, including development costs, is capitalised as an intangible asset and amortised on a straight-line basis over the expected useful life of five years. Impairment reviews

are conducted when events and changes in circumstances indicate that an impairment may have occurred. If any asset is found to have a carrying value materially higher than its recoverable amount, it is written down accordingly.

K) INVESTMENTS

Investments are stated at fair value at the balance sheet date, and the SOFA shows net investment gains and losses arising from revaluation of the investment portfolio and disposals during the year. Investments held in units in the Central Finance Board are stated at the Board’s published valuations at bid rates.

L) VALUE ADDED TAX (VAT)

Irrecoverable VAT is charged to the expenditure to which it relates within the SOFA.

M) CASH AND CASH EQUIVALENTS

Cash and cash equivalents includes cash and cash held on deposit with the Central Finance Board of the Methodist Church and the Trustees Investment Fund of the Trustees for Methodist Church Purposes, which has a maturity of less than three months from the date of acquisition and are used for working capital purposes. Cash and cash on deposit are cash and cash equivalents for the purposes of the cash flow statement.

N) FINANCIAL INSTRUMENTS

The charity has basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value. Trade and other debtors are recognised at the settlement amount due after any trade discount offered.

Creditors are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors are normally recognised at their settlement amount after allowing for any trade discounts due.

O) CRITICAL ACCOUNTING JUDGEMENTS AND ESTIMATES

In the application of the Charity’s accounting policies described above, All We Can Trustees are required to make judgements, estimates, assumptions about the carrying values of assets and liabilities that are not readily apparent from other sources.

The estimates and underlying assumptions are based on historical experience and other factors including expectations of future events that are believed to be reasonable under the circumstances.

Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period; or in the period of the revision and future periods if the revision affects the current and future periods.

In the view of the Trustees, no estimation uncertainty or assumptions concerning the future affecting assets and liabilities at the balance sheet date have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year. Accounting estimates that affect the amounts recognised in the financial statements are described in the accounting policies above and detailed in the relevant notes to the accounts:

a.) grant and legacy income are detailed in Accounting Policy (C) and Note (2) b.) The allocation of support costs which requires a judgement on the most appropriate basis to apportion costs and are detailed in Accounting Policy (D) and Note (6) T

he principal accounting policies, as set out above, have all been applied consistently throughout the year and the preceding year.

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

----- Start of picture text -----
2. DONATIONS AND LEGACIES UNRESTRICTED FUNDS RESTRICTED FUNDS 2025 TOTAL FUNDS UNRESTRICTED FUNDS RESTRICTED FUNDS 2024 TOTAL FUNDS
£ £ £ £ £ £
DONATIONS 1,089,458 268,156 1,357,614 1,157,159 325,259 1,482,418
GRANTS RECEIVED 24,627 400,852 425,479 5,856 386,158 392,014
-
LEGACIES 728,700 22,000 750,700 423,854 423,854
- -
GIFT AID 141,765 141,765 147,618 147,618
-
OTHER INCOME 66,416 66,416 34,357 6,517 40,874
TOTAL DONATIONS AND LEGACIES 2,050,966 691,008 2,741,974 1,768,844 717,934 2,486,778
----- End of picture text -----

Other income includes £62k that relates to reimbursement received from WYMCA for the services of AWC’s Head of Partnership and Networks, who has been on secondment with WYMCA for their Vision 2030 commitments.

----- Start of picture text -----
3. INVESTMENT INCOME UNRESTRICTED FUNDS RESTRICTED FUNDS 2025 TOTAL FUNDS UNRESTRICTED FUNDS RESTRICTED FUNDS 2024 TOTAL FUNDS
£ £ £ £ £ £
- -
CENTRAL FINANCE BOARD INTEREST OF DEPOSIT 63,264 63,264 56,185 56,185
- -
TOTAL INVESTMENT INCOME 63,264 63,264 56,185 56,185
----- End of picture text -----

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

----- Start of picture text -----
4. RECHARGE TO Y CARE INTERNATIONAL 2025 2024
£ £
THE CHARGE FOR THE YEAR IS ANALYSED AS FOLLOWS:
SHARE OF STAFF COSTS 44,805 326,450
-
SHARE OF ADMINISTRATION COSTS 81,650
-
SHARE OF COMMUNICATION COSTS 30,708
-
SHARE OF FUNDRAISING COSTS 35,559
-
SHARE OF PROGRAMME SUPPORT COSTS 45,417
TOTAL SHARE OF COSTS 44,805 519,784
----- End of picture text -----

On 1 September 2021, All We Can entered into a Collaboration Agreement with Y Care International to conduct fundraising activities on itsbehalf, to support programmes and projects that are in furtherance of its objects, and to work together to share resources in order to achieve cost savings.

This collaboration came to an end during FY 2024-25 on 31st March 2025. From 1st April 2025, there was a new collaboration agreement between Y Care International and YMCA England & Wales. Due to reduced scale of operations during this year, the recharge from All We Can to Y Care International during the year up to 31st March 2025 was significantly reduced from previous 25% of shared resources to a very limited time and expertise of the All We Can's staff in administrative and governance services.

Fundraising, marketing and communication costs were accounted for directly into Y Care International accounts.

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

----- Start of picture text -----
5.1 ANALYSIS OF TOTAL EXPENDITURE 2025 RAISING FUNDS DEVELOPMENT HUMANITARIAN GLOBAL EDUCATION 2025 TOTAL
£ £ £ £ £
- -
GRANTS TO INSTITUTIONS (NOTE 9) 573,011 458,534 1,031,545
- - -
FOREIGN EXCHANGE (GAIN)/LOSS ON GRANTS (NOTE 8) 253 253
- -
PARTNER DEVELOPMENT 302,470 4,893 307,363
STAFF COSTS (NOTE 10) 521,987 354,684 203,025 167,294 1,246,990
- - -
OFFICE COST 7,368 7,368
COMMUNICATIONS AND MARKETING 114,627 10,789 10,790 10,790 146,996
SHARE OF SUPPORT COSTS (NOTE 6) 94,164 63,940 36,542 30,087 224,733
- -
RECHARGE TO Y CARE INTERNATIONAL (NOTE 4) (27,021) (17,784) (44,805)
TOTAL SHARE OF COSTS 711,125 1,287,110 714,037 208,171 2,920,443
5.2 ANALYSIS OF TOTAL EXPENDITURE 2024 RAISING FUNDS DEVELOPMENT HUMANITARIAN GLOBAL EDUCATION 2025 TOTAL
£ £ £ £ £
- -
GRANTS TO INSTITUTIONS (NOTE 9) 910,731 245,966 1,156,697
- -
FOREIGN EXCHANGE (GAIN)/LOSS ON GRANTS (NOTE 8) (17,603) (287) (17,890)
- -
PARTNER DEVELOPMENT 313,674 14,085 327,759
STAFF COSTS (NOTE 10) 385,732 605,548 232,664 208,825 1,432,769
- - -
OFFICE COST 7,377 7,377
COMMUNICATIONS AND MARKETING 173,534 30,709 30,708 30,709 265,660
SHARE OF SUPPORT COSTS (NOTE 6) 85,684 134,512 51,682 46,387 318,265
RECHARGE TO Y CARE INTERNATIONAL (NOTE 4) (139,937) (219,682) (84,406) (75,759) (519,784)
TOTAL SHARE OF COSTS 512,390 1,757,889 490,412 210,162 2,970,853
----- End of picture text -----

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

----- Start of picture text -----
6. ANALYSIS OF SUPPORT COSTS 2025 TOTAL 2024 TOTAL
£ £
RENT AND SERVICE CHARGE 3,702 5,612
IT COST 12,903 15,210
-
SOFTWARE AMORTISATION 2,893
HR AND TRAINING 7,384 29,422
RECRUITMENT 9,195 3,329
PRINTING, POSTAGE AND STATIONERY 5,277 6,646
TELEPHONE 7,154 8,825
SMALL CAPITAL AND EQUIPMENT MAINTENANCE 80,803 103,090
BANK CHARGES AND FEES 5,774 5,535
LEGAL AND PROFESSIONAL FEES 34,779 72,376
- -
OUTSOURCED SERVICES AND FULFILMENT
SUBSCRIPTIONS 4,136 4,479
INSURANCE 16,619 22,005
TRAVEL AND SUBSISTENCE 9,292 5,792
- -
OTHER OFFICE COSTS
GOVERNANCE COSTS (NOTE 7) 27,716 33,045
TOTAL SUPPORT COSTS 224,734 318,259
----- End of picture text -----

Support costs are allocated based on the weighted average of staff cost

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

----- Start of picture text -----
7. ANALYSIS OF GOVERNANCE COSTS 2025 TOTAL 2024 TOTAL
£ £
-
TRUSTEE RECRUITMENT 803
AUDIT FEES (NOTE 12) 20,376 21,060
TRUSTEE MEETINGS AND EXPENSES 5,671 8,768
SUBSCRIPTIONS & LICENSES 866 3,217
TOTAL GOVERNANCE COSTS 27,716 33,045
----- End of picture text -----

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

----- Start of picture text -----
8. GRANTS PAYABLE 2025 2024
£ £
GRANTS PAYABLE BROUGHT FORWARD 43,669 174,857
GRANTS TO INSTITUTIONS (NOTE 9) 1,031,546 1,156,697
FOREIGN EXCHANGE (GAIN)/LOSS 253 (17,890)
GRANT PAYMENTS 961,257 1,269,995
GRANTS PAYABLE CARRIED FORWARD (NOTE 16) 114,211 43,669
9. GRANTS TO INSTITUTIONS - DEVELOPMENT 2025 2024
£ £
Ethiopia Addis Hiwot Rehabilitation and Reintegration Association (AHRRA) 34,000 40,043
Ethiopia Adheno Integrated Rural Development Association (Adheno) 21,794 59,535
Ethiopia Alem Birhan Self Help Community Based Development Association (Alem Birhan) 10,000 47,743
Ethiopia Help for People with Disabilities Organisation (HPDO) 30,000 43,946
Malawi Adolescent Girls Literacy Plus (AGLIT+) 23,045 30,014
-
Malawi Churches Action in Relief and Development (CARD) 10,000
Malawi Eagles Relief and Development Programme International 21,795 30,907
Malawi Foundation for Active Civic Education (FACE) 17,695 24,500
-
Sierra Leone Methodist Church of Sierra Leone (MCSL) 65
Sierra Leone Mamie Foundation 18,820 31,212
Sierra Leone Pikin to Pikin Movement 14,770 44,390
Sierra Leone AMNet 15,578 28,094
Uganda Sustainable Multi-Sectoral Actions for Development (SMAD) 14,385 27,210
Uganda Concern for Children and Women Empowerment (COFCAWE) 24,396 27,978
Uganda First African Bicycle Information Organisation (FABIO) 16,854 35,602
Uganda BUKEDI BEEKEEPERS ASSOCIATION (BUBA) 17,610 17,668
Zimbabwe Centre for Gender and Community Development (CGCDZ) 21,154 35,110
----- End of picture text -----

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

----- Start of picture text -----
9. GRANTS TO INSTITUTIONS - DEVELOPMENT (CONT.) 2025 2024
£ £
Zimbabwe Health Education Food Security Organisation (HEFO) 16,475 35,159
Zimbabwe Local Initiatives and Development Agency (LID) 5,510 44,096
Zimbabwe Methodist Development & Relief Agency (MeDRA) 9,332 39,671
Zimbabwe Zubo Trust (Zubo) 23,408 41,715
Liberia Camp for Peace 17,626 44,580
Liberia SHIFSD 14,684 45,037
Liberia RHRAP 19,579 45,369
Liberia ERDI 14,282 30,458
Lesotho Methodist Church of South Africa (MCSA) 21,470 11,021
Total Africa 454,263 861,123
-
India Church in North India 38,000
-
Total Asia 38,000
Caribbean Methodist Church in the Caribbean and the Americas (MCCA) 80,748 49,608
Total Caribbean 80,748 49,608
Total Grants to Institutions - Development 573,011 910,731
----- End of picture text -----

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

9. GRANTS TO INSTITUTIONS - HUMANITARIAN	2025 2024
Ethiopia	£ £ DanChurchAid (DCA) - 30,000
Somalia	The Lutheran World Federation (LWF) 8,212 29,301
Malawi	Adolescent Girls Literacy Plus (AGLIT+) 1,872 17,699
Malawi	Churches Action in Relief and Development (CARD) 1,813 22,293
Malawi	Eagles Relief and Development Programme International 1,620 19,910
Malawi	Foundation for Active Civic Education (FACE) 2,170 17,676
Zimbabwe	Centre for Gender and CommunityDevelopment(CGCDZ) 3,863 -
Total Africa	19,550 136,879
Bangladesh	Bolipara Nari Kalyan Somity (BNKS) 9,599 9,391
Myanmar	The Lutheran World Federation (LWF) 63,092 -
Jordan	The Lutheran World Federation(LWF) - 29,696
Total Asia	72,691 39,087
Haiti	Eglise Methodiste d'Haiti(EMH) 9,925 -
Total Caribbean	9,925 -

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

----- Start of picture text -----
9. GRANTS TO INSTITUTIONS - DEVELOPMENT (CONT.) 2025 2024
£ £
-
Ukraine The Lutheran World Federation (LWF) Poland 77,864
-
Ukraine Asociatia Phoneo 25,359
-
Ukraine United Methodist Church Ukraine 119,786
Syria/Turkey Medair 82,400 50,000
-
Israel/Palestine The Lutheran World Federation (LWF) 10,000
-
Israel/Palestine The Department of Service to Palestinian Refugees (DSPR) 20,760
-
Israel/Palestine The Jerusalem Princess Basma Centre 20,700
-
Israel/Palestine DanChurchAid (DCA) 10,000
-
Israel/Palestine Compassion Protestant Society (CPS Southern Lebanon) 9,500
Total Europe 356,369 70,000
Total Grants to institutions - Humanitarian 458,535 245,966
Total Grants to institutions 1,031,546 1,156,697
----- End of picture text -----

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

----- Start of picture text -----
10. STAFF COSTS 2025 2024
£ £
SALARIES 1,005,195 1,186,785
NATIONAL INSURANCE 113,729 118,279
INCREASE/(DECREASE) IN ACCRUED HOLIDAY PAY 2,338 (13,341)
PENSION COSTS - DEFINED CONTRIBUTION SCHEME (UNRESTRICTED) 102,256 101,941
Death in service & critical illness cover 23,472 39,106
TOTAL STAFF COSTS 1,246,990 1,432,770
----- End of picture text -----

The average number of staff employed during the year was 22 (2024: 27).

The key management personnel comprised the Trustees, the Chief Executive, Executive Head of Programmes and Partnerships, Executive Head of Philanthropy and Public Engagement, Executive Head of Operations and Resources and Executive Head of Finance.

The total employment benefits including employer pension contributions of the key management personnel were £389,401 (2024: £344,286).

The number of employees receiving emoluments, excluding pension contributions, of more than £60,000:

TOTAL EMOLUMENTS IN THE RANGE:	2025	2024
£60,000 - £69,999	2	0
£70,000 - £79,999	0	0
£80,000 - £89,999	1	0
£90,000 - £99,999	0	1

In respect of higher paid employees, benefits were paid into a defined contribution scheme for 3 employees (2024: 1) . Total contributions to defined contribution schemes in respect of these employees were £34,713 (2024: £25,419).

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

PENSION ARRANGEMENTS

For the year to 31 August 2025, pension arrangements for staff were provided by two separate schemes.

The charity is a participating employer of the Pension and Assurance Scheme for Lay Employees of the Methodist Church (PASLEMC), a defined benefit scheme which has been closed to future accrual since 1 June 2019. The insurance buy-out of PASLEMC liabilities was completed in April 2025. Work now focuses on scheme closure, with the transfer of pension administration and payroll to Aviva scheduled for June 2026, and the legal wind-up expected to complete by the end of 2026. No staff are actively contributing to PASLEMC, and the charity’s exposure is limited to residual wind-up formalities.

The charity also makes contributions into a defined contribution scheme operated by AEGON for all staff members, which includes a salary sacrifice arrangement. The charity's contributions are charged as an expense in the pay period to which they relate.

VOLUNTEERS

Volunteers give time in the UK as speakers, coordinators, office administrators, fundraisers and many other activities. In addition there are many other volunteer hours given by the men and women working alongside our partners in the countries where we operate.

The Board believes it is not possible to quantify volunteer hours and their value is not recognised in the accounts.

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

11. EXPENSES REIMBURSED TO TRUSTEES	2025	2024
	£	£
EXPENSES IN CONNECTION WITH TRAVEL TO BOARD AND COMMITTEE MEETINGS	2,503	4,421
NUMBER OF TRUSTEES REIMBURSED	10	13

None of the trustees has been paid any renumeration or received any other benefits from an employment with the charity or a related entity.

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12. AUDITOR RENUMERATION 2025 2024
£ £
STATUTORY AUDIT FEES 20,376 21,060
TOTAL AUDITOR REMUNERATION 20,376 21,060
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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

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13. DEBTORS 2025 2024
£ £
ACCRUED LEGACY INCOME 436,422 109,259
ACCRUED GRANT AND OTHER INCOME 69,541 4,553
PREPAYMENTS 50,353 104,363
GIFT AID RECEIVABLE 3,446 2,761
Y CARE INTERNATIONAL 8,118 261,376
OTHER DEBTORS 250 200
TOTAL 568,130 482,512
14. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR 2025 2024
£ £
TRADE CREDITORS 31,187 41,139
METHODIST CHURCH IN GREAT BRITAIN (NOTE 19) 1,909 940
GRANTS PAYABLE (NOTE 8) 114,211 43,669
ACCRUALS AND DEFERRED INCOME 42,524 47,265
TOTAL 189,831 133,013
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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

15. RESTRICTED FUNDS

Restricted funds represent donations received and disbursed in respect of development and humanitarian relief projects.

Income represents Restricted Income after the deduction of a fund administration charge of 12% levied on all restricted donations. This is to cover costs incurred in fundraising and administering the restricted fund. This charge does not apply to some restricted grants, which have their own individual cost recovery arrangements.

15.1 RESTRICTED FUNDS 2025 DEVELOPMENT ETHIOPIA MALAWI SIERRA LEONE UGANDA ZIMBABWE LIBERIA CHURCHCAN METHODIST CHURCH IN SOUTH AFRICA (MCSA) FOR LESOTHO CHURCHCAN CHURCHES OF NORTH INDIA (CNI) CHURCHCAN METHODIST CHURCH IN THE CARIBBEAN AND THE AMERICAS (MCCA) CHURCHCAN METHODIST CHURCH IN SIERRA LEONE (MCSL) CHURCHCAN GENERAL HUMANITARIAN EMERGENCY RELIEF FUND EAST AFRICA APPEAL	BALANCE 01.09.24 INCOME EXPENDITURE INTERNAL FUND TRANSFER BALANCE 31.08.25
	£ £ £ £ £

	74,000 40,830 (92,831) 0 21,999
	0 70,232 (70,225) 0 7
	0 31,474 (31,474) 0 0
	0 100,072 (78,232) 0 21,840
	0 105,515 (69,365) 0 36,150
	0 84,181 (47,412) 0 36,769
	40,636 40,000 (32,671) (9,960) 38,005
	45,977 0 (38,000) (7,977) 0
	28,729 80,000 (83,339) (24,481) 909
	6,517 5,608 (746) (5,770) 5,609
	0 0 (48,188) 48,188 0
	195,859 557,912 (592,483) 0 161,288

	15,509 3,375 (3,863) 594 15,615
	18,237 372 (18,137) (472) 0

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

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15.1 RESTRICTED FUNDS 2025 (CONT.) BALANCE 01.09.24 INCOME EXPENDITURE INTERNAL FUND BALANCE 31.08.25
TRANSFER
£ £ £ £ £
BANGLADESH 1,003 10,000 (9,599) 0 1,404
SYRIA-TÜRKIYE EARTHQUAKE 82,416 106 (82,400) (122) 0
MALAWI CYCLONE FREDDY 7,475 0 (7,475) 0 0
ISRAEL/PALESTINE APPEAL 1,020 1,152 (1,140) (1,032) 0
GAZA/LEBANON APPEAL 0 50,305 (50,072) 1,032 1,265
MYANMAR EARTHQUAKE APPEAL 0 63,110 (63,093) 0 17
UKRAINE EMERGENCY 448,024 4,676 (227,901) 0 224,799
573,684 133,096 (463,680) 0 243,100
Total restricted funds 769,543 691,008 (1,056,163) 0 404,388
----- End of picture text -----

Other transfers represent the transfer of Humanitarian Aid funds received after an appeal is closed that are re-allocated in accordance with the terms of the original appeal. During FY 2024-25, the development aid funds received for Global Relations Initiative ChurchCAN, were reallocated within the partner churches of this initiative based on the revised operational plans agreed with the funder.

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

15.2 RESTRICTED FUNDS 20254 DEVELOPMENT ETHIOPIA MALAWI SIERRA LEONE UGANDA ZIMBABWE LIBERIA CHURCHCAN METHODIST CHURCH IN SOUTH AFRICA (MCSA) FOR LESOTHO CHURCHCAN CHURCHES OF NORTH INDIA (CNI) CHURCHCAN METHODIST CHURCH IN THE CARIBBEAN AND THE AMERICAS (MCCA) CHURCHCAN METHODIST CHURCH IN SIERRA LEONE (MCSL) OPM EXCH RATE DIFFERENCE	BALANCE 01.09.24 INCOME EXPENDITURE INTERNAL FUND TRANSFER BALANCE 31.08.25 £ £ £ £ £ 0 211,729 (137,729) 0 74,000 0 4,557 (4,557) 0 0 0 71,650 (71,650) 0 0 0 0 0 0 0 0 14,061 (14,061) 0 0 0 173,025 (173,025) 0 0 20,000 40,000 (18,793) (571) 40,636 37,000 40,000 (555) (30,468) 45,977 0 80,000 (75,199) 23,928 28,729 3,504 0 (10,615) 13,628 6,517 (13,344) 0 0 13,344 0
	47,160 635,022 (506,184) 19,861 195,859

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

HUMANITARIAN
JORDAN	30,000	0	(29,696)	(304)	0
REFUGEE APPEAL	0	90	0	(90)	0
EMERGENCY RELIEF FUND	50,000	21,760	0	(56,251)	15,509
EAST AFRICA APPEAL	72,113	5,433	(59,309)	0	18,237
PAKISTAN FLOODS	0	81	0	-81	0
BANGLADESH	0	10,000	(9,390)	394	1,004
SYRIA-TÜRKIYE EARTHQUAKE	119,596	12,820	(50,000)	0	82,416
MALAWI CYCLONE FREDDY	98,449	374	(84,790)	(6,559)	7,474
ISRAEL/PALESTINE APPEAL	0	2,394	(19,706)	18,332	1,020
UKRAINE EMERGENCY	400,240	16,658	(6,874)	38,000	448,024
	770,398	69,610	(259,765)	(6,559)	573,684
Total restricted funds	817,558	704,632	(765,949)	13,302	769,543

Other transfers represent the transfer of Humanitarian Aid funds received after an appeal is closed that are re-allocated in accordance with the terms of the original appeal. During FY 2023-24, the development aid funds received for Global Relations Initiative ChurchCAN, were reallocated within the partner churches of this initiative based on the revised operational plans with the funder.

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

16.1 UNRESTRICTED FUNDS 2025 DESIGNATED FUNDS FIXED ASSETS FUND LEGACY EQUALISATION FUND PROGRAMMES & PARTNERSHIPS FUND PUBLIC ENGAGEMENT FUND OFFICE AND IT EQUIPMENT FUND GENERAL FUNDS GENERAL RESERVES	BALANCE 01.09.24 INCOME EXPENDITURE INVESTMENT LOSS TRANSFERS BALANCE 31.08.25 £ £ £ £ £ £ - - - - - - 395,000 - - - (395,000) - - - - - 495,000 495,000 - - - - 100,000 100,000 20,000 - - - - 20,000
	415,000 - - - 200,000 615,000 793,348 2,114,230 (1,864,280) - (200,000) 843,298
TOTAL UNRESTRICTED FUNDS	1,208,348 2,114,230 (1,864,280) - - 1,458,298
16.2 UNRESTRICTED FUNDS 2024 DESIGNATED FUNDS FIXED ASSETS FUND LEGACY EQUALISATION FUND PROGRAMMES & PARTNERSHIPS FUND OFFICE AND IT EQUIPMENT FUND GENERAL FUNDS GENERAL RESERVES	BALANCE 01.09.23 INCOME EXPENDITURE INVESTMENT LOSS TRANSFERS BALANCE 31.08.24 £ £ £ £ £ £ 2,893 - (2,893) - - - 795,000 - (400,000) - - 395,000 134,026 - (134,026) - - - 37,483 - (17,483) - - 20,000
	969,402 - (554,402) - - 415,000 589,291 1,825,029 (1,650,502) 29,530 793,348
TOTAL UNRESTRICTED FUNDS	1,558,693 1,825,029 (2,204,904) 29,530 - 1,208,348

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

DESIGNATED FIXED ASSETS FUND

This fund represents the unamortised carrying value of unrestricted fund fixed assets.

LEGACY EQUALISATION FUND

This fund was set up during the financial year 2020-21 to better protect the charity's activities from future variations in legacy income, which is impossible to predict with any certainty. Due to the reduced legacy giving in FY 2023-24, during 2024-25, the charity released the remaining £395k for future programmatic work as well as in building the capacity of our partners.

PROGRAMMES & PARTNERSHIPS FUND

During 2024-25, the charity reallocated £395k from Legacy equalisation fund and £100k from General reserves to this fund for inflationary increases and for future sustained and deepened impact of our charitable activities in line with the new strategy.

PUBLIC ENGAGEMENT FUND

The charity set aside £100k to support our fundraising outreach to broaden our supporter base and increase brand awareness for future income generation in line with the new strategy.

OFFICE AND IT EQUIPMENT FUND

The fund was set up to cover office and IT equipment costs. There were no movements in this fund during the year.

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

17. RELATED PARTIES AND ULTIMATE PARENT UNDERTAKING

During the year the charity received donations from Trustees of £5,973.41 (2024: £1,603)

On 1 September 2021, the charity acquired Y Care International, a charitable company with charity number 1109789 and company number 3997006. Y Care International works through partnership alongside global YMCA neighbours most impacted by disasters, povertyand injustice to enable flourishing and resilient communities. Y Care International is not consolidated by All We Can, rather consolidation is carried out by the ultimate parent company, The Methodist Church in Great Britain (MCB) charity registration number 1132208, and the accounts of both are included in the consolidated accounts of MCB.

This collaboration came to an end during FY 2024-25 on 31st March 2025. From 1st April 2025, there was a new collaboration agreement between Y Care International and YMCA England & Wales.

A summary of the financial statements of Y Care International for the year ended 31 March 2025 is as follows:

		£
STATEMENT OF FINANCIAL ACTIVITIES	TOTAL INCOME	111,866
	TOTAL EXPENDITURE	192,746
	NET MOVEMENTS IN FUNDS	(80,880)
	TOTAL FUNDS BROUGHT FORWARD	537,567
	TOTAL FUNDS CARRIED FORWARD	456,687
BALANCE SHEET AS AT 31/3/25	CURRENT ASSETS	585,467
	CURRENT LIABILITIES	101,956
	LIABILITIES OVER ONE YEAR	26,824
	NET ASSETS	456,687
CHARITY FUNDS AS AT 31/3/25	RESTRICTED FUNDS	632
	UNRESTRICTED DESIGNATED FUNDS	100,000
	UNRESTRICTED GENERAL FUNDS	356,055
	TOTAL FUNDS	456,687

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025 (CONTINUED)

The Trustees' Report and Financial Statements for Y Care International are filed at the Charity Commission and Companies House

During the year the charitable company: -

Total recharge cost due to All We Can was £44,805 (2024: £519,784), other direct costs of Y Care International paid by All We Can were £4,265; total costs paid were £325,000 (2024: £559,496 paid); All We Can supported an independent examination of Y Care International Statutory Accounts up to end of 31st March 2025 (7 months) in July 2025 for which All We Can invoice Y Care International for £3,853 for the staff time spent to support that. The balance due to All We Can at 31 August 2025 was £8,118 (2023: £261,376)
Received recharged costs from Y Care International was nil (2024: nil). The balance due from Y Care International at 31 August 2025 was nil (2024: nil)

The charity is controlled by The Methodist Church in Great Britain (MCB) and the accounts are included in the consolidated accounts of MCB. MCB has the charity number 1132208 and its principal purpose is to respond to the gospel of God's love in Christ and to live out its discipleship in worship and mission. It exercises its control by appointing the trustees of the charity. The MCB Consolidated Reportand Accounts can be obtained from the Charity Commission.

During the year the charity:

received restricted grant income of £134,400 (2024: £179,200) from MCB; and
received donations was nil (2024: nil) from MCB; and
made payments to MCB in respect of (a) other costs incurred by MCB on behalf of the charity of £2,282.30
(2024: £3,687), and (b) reimbursement for the charity's staff costs of £1,223,517 (2024: £1,393,665). The balance due to MCB

at 31 August 2025 was £1909 (2024: £940).

There were no other related party transactions in the current or preceding year.

THANK NEW PAGE - Acknowledgements [Acknowledgements and thank yous taken from last year’s report so this needs to be -YOUS checked]

METHODIST FAMILY

As the Relief and Development arm of the Methodist Church, Methodist individuals, churches and institutions remain our primary source of regular income and we are particularly grateful to the substantial support and partnership :

THE WORLD DEVELOPMENT & RELIEF COMMITTEE OF THE METHODIST CHURCH IN IRELAND

THE METHODIST INSURANCE FUNDS METHODIST WOMEN IN BRITAIN

THE WORLD MISSION FUND OF THE METHODIST CHURCH IN BRITAIN CHIESA VALDESE (UNION OF METHODIST AND WALDENSIAN CHURCHES) UNDER THE ITALIAN ‘OTTO PER MILLE’ ARRANGEMENTS CHURCH CAN - GLOBAL RELATIONSHIPS METHODIST CHURCH IN BRITAIN

WELCOME AND SIGNIFICANT SUPPORT WAS ALSO RECEIVED FROM OUR FOLLOWING KEY STAKEHOLDERS:

INTERNATIONAL (EAGLES) EFFICIENT RESEARCH AND DEVELOPMENT INSTITUTE (ERDI)

TRUSTS & FOUNDATIONS

CORPORATES BENEFACT TRUST METHODIST CHAPEL AID

EGLISE MÉTHODISTE D'HAITI (EMH). DISTRICT OF MCCA.

FIRST AFRICAN BICYCLE INFORMATION ORGANISATION (FABIO)

LEGATORS

FOUNDATION FOR ACTIVE CIVIC EDUCATION (FACE) HEALTH EDUCATION FOOD SECURITY ORGANISATION (HEFO)

WE ARE TRULY GRATEFUL TO ALL THE AMAZING PEOPLE WHO LEFT US A GIFT IN THEIR WILL.

HELP FOR PERSONS WITH DISABILITY ORGANISATION (HPDO)

PARTNERS

LOCAL INITIATIVES AND DEVELOPMENT AGENCY (LID AGENCY)

ADDIS HIWOT REHABILITATION AND REINTEGRATION LOCAL INITIATIVES AND DEVELOPMENT AGENCY (LID ASSOCIATION (AHRRA) AGENCY) ADHENO INTEGRATED RURAL DEVELOPMENT LUTHERAN WORLD FEDERATION (LWF) ASSOCIATION (ADHENO) MAMIE FOUNDATION ADOLESCENT GIRLS LITERACY + (AGLIT+) MEDAIR ADVOCACY MOVEMENT NETWORK (AMNET) METHODIST CHURCH IN THE CARIBBEAN AND THE ALEM BIRHAN SELF HELP COMMUNITY BASED AMERICAS (MCCA) DEVELOPMENT ASSOCIATION (ABSHCBDA) METHODIST CHURCH OF SOUTHERN AFRICA (MCSA) BOLIPARA NARI KALYAN SOMITY (BNKS) METHODIST DEVELOPMENT AND RELIEF AGENCY BUKEDI BEEKEEPERS ASSOCIATION (BUBA) (MEDRA) CAMP FOR PEACE LIBERIA (CPL) PIKIN-TO-PIKIN MOVEMENT (P2P) CENTRE FOR GENDER AND COMMUNITY RURAL HUMAN RIGHTS ACTIVISTS PROGRAMME DEVELOPMENT ZIMBABWE (CGCDZ) (RHRAP) CHURCHES ACTION IN RELIEF AND DEVELOPMENT SELF-HELP INITIATIVE FOR SUSTAINABLE (CARD) DEVELOPMENT (SHIFSD) CHURCH OF NORTH INDIA (CNI) SUSTAINABLE MULTI-SECTORAL ACTIONS FOR COMPASSION PROTESTANT SOCIETY (CPS) DEVELOPMENT (SMAD)

METHODIST CHURCH IN THE CARIBBEAN AND THE AMERICAS (MCCA)

METHODIST CHURCH OF SOUTHERN AFRICA (MCSA) METHODIST DEVELOPMENT AND RELIEF AGENCY (MEDRA)

PIKIN-TO-PIKIN MOVEMENT (P2P) RURAL HUMAN RIGHTS ACTIVISTS PROGRAMME (RHRAP)

CHURCH OF NORTH INDIA (CNI) COMPASSION PROTESTANT SOCIETY (CPS) CONCERN FOR CHILDREN AND WOMEN EMPOWERMENT (COFCAWE) DEPARTMENT OF SERVICES TO PALESTINIAN REFUGEES (DSPR) EAGLES RELIEF AND DEVELOPMENT PROGRAMME

THE JERUSALEM PRINCESS BASMA CENTRE (JPBC) UNITED METHODIST CHURCH (UMC) ROMANIA UNITED METHODIST CHURCH (UMC) UKRAINE ZUBO TRUST

ALL WE CAN IS COMMITTED TO SERVING COMMUNITIES FACING POVERTY, INJUSTICE, AND CRISIS.

As a charity rooted in Methodist values, our work is guided by a clear public benefit: to support people in vulnerable situations through sustainable development, humanitarian aid, and advocacy.

In fulfilling our charitable objectives, we work in partnership with local organisations to deliver practical support and long-term solutions.

This year, our programmes have provided emergency relief in conflict and disaster zones, strengthened community resilience, and promoted justice through locally-led initiatives.

Our strategy prioritises lasting impact, ensuring that our resources are used effectively to benefit those most in need and contribute to a fairer, more equitable world.

2025-08-31-accounts

CONTENTS

FOREWORD - CHAIR OF TRUSTEES

FOREWORD - CEO

OUR VALUES

LOVE

COLLABORATION

COURAGE

OUR IMPACT: PROGRAMME HIGHLIGHTS

OUR IMPACT: ORGANISATIONAL DEVELOPMENT AT THE HEART OF PARTNERSHIP

CASE STUDY: SIERRA LEONE

THIS STORY FROM SIERRA LEONE ILLUSTRATES THE TRANSFORMATIVE IMPACT OF ALL WE CAN’S APPROACH TO PARTNERSHIP.

CASE STUDY: ZIMBABWE

PRECIOUS MUDENDA, A MEMBER OF THE SIACHILABA WOMEN'S FORUM AND A SKILLED WEAVER WITH THE BUNSIWA GROUP IN BINGA, ZIMBABWE.

PRECIOUS’ STORY

PRECIOUS MUDENDA (BINGA, ZIMBABWE)

BETWEEN 2-7 DECEMBER 2024, 19 PARTICIPANTS FROM 5 ALL WE CAN PARTNERS IN LIBERIA PARTICIPATED IN A REGIONAL LEARNING EXCHANGE HOSTED BY PARTNER ORGANISATIONS IN SIERRA LEONE.

SHARING KNOWLEDGE & INNOVATION

CASE STUDY: LIBERIA

KEBEH, A 26-YEAR-OLD, WAS BORN IN GUINEA BUT MOVED TO LIBERIA FOR HER EDUCATION.

KEBEH’S STORY

OUR IMPACT: HUMANITARIAN RESPONSE

CASE STUDY: GAZA

Omar was born in the Al-Zaytoun area of Gaza on June 6, 2023, at the end of the eighth month of pregnancy. From his earliest days, concerning signs began to appear.

OMAR’S STORY

GAZA AND LEBANON JUSTICE APPEAL

NEW EMERGENCY APPEALS

MYANMAR EARTHQUAKE APPEAL

OUR SUPPORTERS: POWERING PROGRESS IN TOUGH TIMES

OUR SUPPORTERS: FUNDRAISING

OUR SUPPORTERS: CHURCHES

OUR SUPPORTERS: COMMUNICATIONS & MARKETING

HIGHLIGHTS: SUPPORTERS

ALMOST £2.7M

Patrick Stonehewer is a Presbyter in the Bristol and South Gloucestershire Circuit of the Methodist Church. As a longtime supporter of All We Can, Patrick cares deeply about international development.

PATRICK’S STORY

OUR PEOPLE: A YEAR OF PROGRESS AND PURPOSE

HIGHLIGHTS: OUR PEOPLE

FUTURE OUTLOOK

1. STRENGTHENING LOCALLY LED PARTNERSHIPS

2. ADVANCING RESILIENCE AND CRISIS RESPONSE

3. EXTENDING INFLUENCE AND DRIVING SYSTEMIC CHANGE

4. STRENGTHENING OUR INTERNAL CAPABILITY

BOARD OF CORE LEADERSHIP TRUSTEES TEAM

PRINCIPAL PROFESSIONAL ADVISORS

STRUCTURE, GOVERNANCE & MANAGEMENT

OUR GOVERNANCE: EQUALITY, DIVERSITY & INCLUSION

Equity, Diversity and Inclusion remains a vital focus of our efforts towards good governance and positive employee experience in our organisation and we took further steps to advance on that journey in the last financial year.

OUR GOVERNANCE: HEALTH & SAFETY

As our team now works both remotely and from the new Methodist Church House office, we have maintained strong health and safety standards.

OUR GOVERNANCE: TRUSTEES

The Board of Trustees, Chief Executive, and core leadership team oversee the charity’s management and operations.

OUR GOVERNANCE: FUNDRAISING PRACTICE

All of All We Can fundraising has been carried out by in-house fundraisers (employed directly by the charity). We do not use third-party professional fundraisers or commercial participators to fundraise.

OUR GOVERNANCE: SAFEGUARDING

All We Can remains committed to safeguarding and ensuring that those with whom we partner are equipped with the knowledge, skills and tools needed to reach the highest safeguarding standards.

OUR GOVERNANCE: MANAGING RISK

PRINCIPAL RISKS AND UNCERTAINTIES

Governance and oversight:

CONTINUOUS IMPROVEMENT

KEY RISKS AND MITIGATIONS

MITIGATION:

MITIGATION:

MITIGATION:

MITIGATION:

MITIGATION:

OUR FINANCES: MANAGING OUR FINANCES

RESERVES POLICY

INVESTMENT POLICY

OUR FINANCES: MANAGING OUR FINANCES

GRANT-MAKING POLICY

DEVELOPMENT GRANTS

HUMANITARIAN RELIEF GRANTS

FINANCIAL REVIEW OVERVIEW

WE RAISED £2.8M AND SPENT £2.9M.

OUR FINANCES:

INCOME

Total income for financial year (FY) 2024-25 increased by £0.3m (10%) to £2.8m (2024: £2.5m).

OUR FINANCES: EXPENDITURE & RESERVES

EXPENDITURE