**Ferringcountrycentre.org**
**Annual Report 2025**
**Supporting People Living with Learning Disabilities**
## **Contents**
||1.2025 a Year in Review - Our Chair and CEO||4-5|
|---|---|---|---|
||2.Our Mission and Vision||6|
||3.Our Story of 2025||7|
||4.Our Values||8|
||5.Spotlights||9|
||6.Ambassadors and Volunteers||10|
||7.Support Services||11-13|
||8.Enterprise and Operations||14-15|
||9.Financial Review||16-17|
||10.Fundraising||18|
||11.Thank Yous||19|
||12.Trustees Report||20-25|
||13.Independent Auditor’s Report||26-28|
||14.Financial Statements||29-31|
||15.Notes to the Financial Statements||32-50|
## **2025 a Year in Review** Our Chair and CEO
**2025 has been one of steady progress, resilience and meaningful impact across every part of Ferring Country Centre. We are proud to reflect on a period in which our organisation has not only grown in reach and capability, but also deepened its commitment to enabling people with learning disabilities to live more independent, confident and fulfilling lives.**
At the heart of everything we do are the people we support – our Day Service Customers. Over the past year, we have welcomed new individuals into our community while supporting others to transition into employment, volunteering, and more independent living. Each journey reflects the purpose that drives us forward: creating opportunities for people to develop skills, build relationships and feel a genuine sense of belonging. We saw our placements grow during 2025 to 132 (2024: 123) which is a testament to both rising demand and the trust placed in our services.
Ferring Country Centre offers a wide range of work-based, developmental and therapeutic activities across its departments, including our Garden Centre, Dales Farm, Riding School, Rangers Café, Visitor Centre and maintenance, enabling people whilst providing high quality hands-on experience that builds practical skills and confidence, in areas such as animal care, hospitality and customer service, whilst also generating vital income. These are complemented by a varied weekly programme of activities such as music, yoga, literacy and fitness, alongside dedicated Day Service facilities and outdoor spaces that support learning and wellbeing. The Centre remains committed to maintaining high-quality, accessible facilities and provides riding therapy sessions that deliver both physical and psychological benefits. All departments have created inclusive and structured environments where individuals thrive.
Equally important has been the strength of our community engagement. Events, partnerships and programmes, from sports days and festivals to enterprise initiatives, have brought people together, raised awareness and celebrated the achievements of those we support. Our Ambassadors have played a powerful role in ensuring that customer voice remains central, demonstrating what true inclusion and self-advocacy look like in practice.
**4**
## **2025 a Year in Review** Our Chair and CEO
Behind the scenes, significant progress has strengthened our foundations. Investment in our site, facilities and systems has enhanced safety, accessibility and the overall visitor experience. We remain committed to a cycle of continuous improvement across our services. It is essential that any development is shaped by the people we support, and we continue to actively listen and engage, particularly through our Ferring Ambassadors. The recent addition of the , opened by Olympian Sally Gunnell OBE DL on 27th November 2025, provides an excellent space for those we support to focus on their health and wellbeing.
Our people, staff and volunteers alike continue to be our greatest asset. Consistent training, improved recruitment and retention coupled with a strong culture of engagement have aided us to deliver high-quality services.
Financially, we have remained prudent and forward-looking. Fundraising efforts, community support and diversified income streams have helped us navigate a challenging economic landscape while continuing to invest in our future. At the same time, strong governance, effective risk management and a clear strategic direction ensure that we are well positioned for the years ahead.
As we look forward, we do so with confidence and ambition. Our forthcoming 40th Anniversary provides an opportunity not only to celebrate how far we have come, but also to reaffirm our commitment to the future, expanding opportunities, deepening community connections and continuing to place the people we support at the centre of everything we do **.**
**Bob Rogers** Chair of the Board
**Hannah Tombs** Chief Executive Officer
**5**
## **Our Mission**
To support people with learning disabilities to grow their independence, connect with others and create a good life. _”A good life” references Learning Disability England’s A Good Life Framework https://www.learningdisabilityengland.org.uk/the-framework/_
## **Our Vision**
Every person with a learning disability living a life they choose, with confidence, independence, strong relationships, and the support they need to flourish.
**6**
## **Our Story of 2025**
**----- Start of picture text -----**
132 individuals accessed our services
9,688 plants
A choice of 30 potted
activities each week
20,994
farm
visitors
75
Employees
45,203 covers in our cafe
3,433 slices of cake baked
2,440 riding therapy sessions and
Supported by 110 volunteers giving an
2,844 riding lessons delivered
average of 494 hours each week
19
58 events
held corporate volunteer
groups 7
**----- End of picture text -----**
## **Our Values**
## **Our values are the foundation of everything we do at Ferring Country Centre.**
**They guide how we behave, how we make decisions and how we support each other and our community. At a time of growth and change, these values help us stay true to our purpose and ensure that every action we take reflects who we are and what we stand for.**
**----- Start of picture text -----**
Community
We put people and connections at the heart of everything
Respect
We value everyone’s voice, dignity and contribution
Impact
We measure and celebrate the difference we make
Collaboration
We achieve more together, through partnerships and teamwork
Excellence
We strive to deliver the highest quality in all we do
Sustainability
We act responsibly for today and tomorrow
**----- End of picture text -----**
**Our values, taken together, shape a culture of kindness, ambition and shared purpose. They help us stay grounded in who we are and confident in who we are becoming, as we work to empower people with learning disabilities to live life to the fullest.**
**8**
## **Spotlight on**
## **My name is Sam, but I prefer to be called DJ Sam and I laugh a lot at Ferring Country Centre.**
I used to live in Shoreham but moved to East Preston at the start of 2026. I do my own washing and cleaning each week and spend the rest of my time listening to music.
I have been coming to Ferring Country Centre for 15 years and have made lots of friends there. My girlfriend also goes to Ferring Country Centre and I speak to her online most evenings and see her at the weekends.
I am happy that I can choose who my support worker is each day and where I will be working. My favourite place is the farm where I help the farm manager with her daily jobs. I like the chickens, pigs, ponies and alpacas the best.
Most people know me as “DJ Sam” because I’m the music DJ in the new Dance each week and also at outside parties and festivals like Apulstock. I make my playlists on my own laptop without any help. I like to make the posters for these events.
If my day is getting too noisy or busy at Ferring, I can easily move to a quiet area to chill out and relax. I also like to go upstairs to the office to say hello and have a chat at the start of my day as I know everybody.
I love to go to the monthly dinner club in the evening at Ferring. The food is very tasty, especially the spaghetti bolognese and garlic bread.
I laugh a lot at Ferring Country Centre.
**Hello, I am Alice,** I have been coming to Ferring Country Centre for seven years, my first day was 1st August 2019. I am 32 years old.
I support Brighton and Hove Albion Football Team, I watch them play at the Amex stadium with my family. I like One Direction (the band), I like chocolate, cake and pasta. My favourite place to be is Disneyland Paris.
I like seeing my friends at Ferring Country Centre. I feel happy and calm here. Working in the classrooms helps me think. All the staff help me in doing things, some staff know all about me, I feel it makes me calm.
On Thursday mornings, I go to Ferring Library and staff read books for me. I like going out.
I have been going to the farm to see the new pigs and sitting down in the enclosure and stroking them, this is good.
**9**
## **Ambassadors and Volunteers**
**Our team of Day Service Ambassadors played a central role in championing voice, inclusion and self-advocacy across the year.**
They instigated, launched and then ran the Healthy Tuck Shop. This allowed them to develop their planning, stock control and financial skills while promoting healthier living.
Two Ambassadors represented Ferring Country Centre at the Worthing and Adur Connects User Forum, taking part in advocacy training with Brighton and Hove Speak Out and ensuring that the voices of our Day Service Customers influence county-wide policy.
Ambassadors have also contributed to embedding the Customer Charter (introduced in 2024). They have also worked hard supporting their peers’ confidence particularly around event attendance and inclusion.
**Volunteering across the Centre has continued to have a strong impact and throughout the year we have had a team of 110 volunteers (2024: 103) generously giving their time, including young people gaining early experience in a supportive environment.**
Volunteers have contributed significantly to day service activities, events, and site improvements, including leading new initiatives such as yoga sessions, games activities and fundraising efforts like the café bookshelf.
Recruitment has remained steady throughout the year, offsetting natural turnover, with growing interest from new applicants and expanded roles across the Farm, Riding School, Visitor Centre and Support Teams.
Volunteer Week in June was a key highlight, strengthening partnerships with external organisations and generating additional community engagement, including new collaborations such as Alzheimer’s support sessions. We were pleased to host the Voluntary Action Arun and Chichester’s annual volunteer picnic, which attracted a formal visit from the High Sheriff of West Sussex, Dr Tim Fooks.
We also welcomed corporate volunteers from a range of organisations who generously gave their time to support us. Their contribution remains invaluable to the ongoing development and upkeep of the Centre.
We are privileged to benefit from our volunteers who bring a wide range of skills and experience adding significant value to our organisation, our thanks to each and everyone for your ongoing commitment and generosity, which enriches every aspect of the Centre’s work.
**10**
## **Support Services**
**During 2025, we continued to deliver high-quality, person-centred support services for people with learning disabilities.** Our person-centred approach ensures that every individual accessing our services has a tailored support plan, outlining their needs, preferences and aspirations, along with agreed outcomes.
The service remained focused on promoting independence, inclusion, wellbeing, and the development of practical and social skills. Under the leadership of Dave Payne (Head of Support), the Support Team sustained strong performance, increased participation, and introduced innovative approaches to service delivery.
The core purpose of our organisation is to empower the people we support to live the lives they wish to lead. This is achieved through providing a safe, supportive and purposeful environment where individuals feel valued and are able to develop and thrive. Our model continues to offer a blended approach of work-based, training and therapeutic activities, with our annual programme shaped around the wishes and needs of those we support.
Demand for services continued to grow, with us ending the year supporting 132 people each week and reflected in the successful expansion of provision. Maximum daily group placements increased from 60 to 65, while one-to-one placements rose from 30 to 35 per week. This ensured Ferring Country Centre could accommodate new referrals while maintaining high-quality support. We welcomed a total of 22 new individuals to our services during the year, while others progressed into employment or transitioned into residential care, demonstrating positive onward pathways and outcomes.
We continue to offer a range of placements, with most referrals coming through West Sussex County Council (WSCC). We also provide privately funded placements and maintain flexible arrangements with neighbouring local authorities.
## **Safety, Wellbeing, Quality Assurance and Systems**
Ferring Country Centre maintained a strong focus on safeguarding, safety, and wellbeing. Four safeguarding concerns were raised during the year and were managed in accordance with established procedures.
Consistent incident reporting remains key to ensure that we maintain a safe environment. The process is embedded well within the Support Team, allowing concerns to be identified and resolved through early intervention.
Our Quality Assurance systems were further strengthened through continuous review, staff development, and improved monitoring processes, ensuring a safe and supportive environment for all individuals.
2025 has also been a year of innovation and improvement. From the successful introduction of new systems and frameworks that enhance how we manage data and measure outcomes, to achieving 100% completion of annual reviews, we have strengthened our ability to deliver person-centred, high-quality support. These achievements reflect a culture that is always learning, always adapting and always striving to do better.
**11**
## **Support Services**
## **Education, Enablement and Skills Development**
A broad and engaging programme of learning and development activities was delivered throughout the year. This included both external courses and internally developed initiatives designed to build independence and confidence.
Our approach to delivering high-quality support focuses on education, empowerment and enablement. We work to understand each individual’s strengths and support them to develop skills, achieve their goals and overcome any barriers they may face.
Key areas of focus included literacy and numeracy, life skills, health and wellbeing, and creative development. Programmes such as “Essential Living Skills” supported individuals to develop practical capabilities including road safety, personal care and healthy living.
Creative and vocational opportunities also flourished. The photography group achieved notable success through exhibitions and product sales, while structured classroom learning introduced more formalised curricula across a range of subjects including environmental awareness and travel safety.
Income-generating initiatives, including café operations, produce for the allotment and handcrafted goods from our woodwork workshop, not only contributed financially but also provided meaningful opportunities for skill development and independence.
## **Community Engagement and Inclusion**
Community engagement remained a central strength of Ferring Country Centre’s provision. A wide range of inclusive activities enabled individuals to participate actively in community life, including sports, social clubs and creative events.
Flagship events such as our Sports Day and hosting the Apulstock Festival demonstrated high levels of participation and community involvement. Partnerships with local organisations and education providers continued to expand, enhancing opportunities for collaboration and progression. The Apulstock Festival continues to grow as an inclusive and accessible music festival for people with learning disabilities and the wider community, and we are pleased to see this relationship develop further.
Ferring Country Centre also maintained a strong external profile through participation in local events and visits from stakeholders, reinforcing its role as a valued community organisation.
## **Enterprise and Employment Outcomes**
Ferring Country Centre continued to support individuals in progressing towards employment and volunteering opportunities. Some individuals successfully moved into paid or voluntary roles within the local community, reflecting the effectiveness of the Centre’s enablement approach. Such outcomes demonstrate the organisation’s commitment to supporting individuals to achieve greater independence and real-world participation.
**12**
## **Support Services**
## **Operational Performance and Development**
Significant operational improvements were delivered during the year. The introduction of a new in-house system enhanced data management, improved outcome tracking and reduced operating costs.
The Outcomes Framework became fully embedded across services, ensuring that all activities are person-centred, strengths-based, and measurable. Annual reviews reached 100% completion, representing a significant achievement in both compliance and quality. Reviews are now more holistic and closely aligned to individual outcomes.
## **Partnerships and Contractual Performance**
We continue to work positively with WSCC. Our contract, in partnership with Arun and Worthing and Adur Connects providers, which runs from July 2024 to June 2027, was extended to include delivery of one-to-one provision. The relatively recent award of the contract has further strengthened our relationship with commissioners, with all parties maintaining a strong understanding of sector-wide challenges and working collaboratively to find effective and sustainable solutions.
Ferring Country Centre maintained strong and productive relationships with commissioning partners, achieving high utilisation rates across contracted services. Collaborative work with sector partners contributed to improved funding arrangements, supporting the sustainability of one-to-one provision.
## **Summary of Performance**
Overall, Ferring Country Centre has demonstrated strong performance across all areas of service delivery. The organisation has successfully combined service growth, high-quality support and operational efficiency, while continuing to deliver meaningful outcomes for individuals.
Key achievements include expanded service capacity, full completion of annual reviews, strengthened community partnerships and increased opportunities for employment and skill development. Ferring Country Centre remains wellpositioned to build on this progress, with a continued focus on innovation, inclusion and sustainable growth in the years ahead ensuring at all times that the focus remains to enable the people we support to live a good life.
Quality assurance visits and monitoring processes yielded consistently positive feedback, with any identified actions addressed promptly and effectively.
Ferring Country Centre remains responsive and adaptable in order to achieve sustainable success. We continue to evolve our services to meet the changing needs of those we support and our wider customer base. At the heart of everything we do are people with learning disabilities, and our decision-making reflects their needs and aspirations. Alongside this, we recognise the importance of generating income to sustain our work, achieved through a combination of enterprise and fundraising. These areas remain interdependent and essential to fulfilling our charitable purpose.
**13**
## **Enterprise & Operations**
**The importance of our enterprise activities continues to grow,** as funding is increasingly affected by the wider economic environment, particularly the ongoing pressures on social care funding. Led by our Chief Operating Officer, Sam Maddocks, our operations ensure that each enterprise area delivers a dual purpose, providing meaningful, engaging opportunities for those who access our services while also generating vital income to support the long-term sustainability of the organisation.
**The Garden Centre** had a positive year, maintaining high levels of engagement from the people we support. They consistently enjoyed and benefited from a wide range of meaningful, skills-based activities across all seasons. Staff and volunteers worked effectively to provide a supportive and productive environment, contributing to improved operational efficiency and service quality.
Despite challenging external factors such as adverse weather and reduced consumer spending, the department saw sales grow. Strong manure sales driven by improved production processes, consistent performance of ornamental pot sales, and full sell-through of core seasonal stock such as bedding plants and Christmas trees all helped.
**Rangers Café and the Visitor Centre** provide an area for our visitors to enjoy, whilst offering hospitality experience to the people we support, developing skills, confidence and independence through activities such as baking, food preparation and customer service. It has been a delight to see produce grown on our allotment make it onto the menu, demonstrating a real purpose to the work undertaken on the allotment and allowing a connect with the wider site for our café customers.
Enterprise wise, 2025 was a challenging year for the café, but with a robust business plan in place the year concluded with optimism.
As in previous years, Rangers Café has proven a great venue for initiatives including the monthly Dinner Club, seasonal events and fundraising activities.
**Dales Farm** continued to be popular with both the visiting public and those who attend our services. The farm provides the opportunity for practical skills to be developed in both animal care and farm management tasks.
Engagement has remained high, with participants benefiting from increased access to a wider range of activities, including equine care, supported by improved staffing structures and training initiatives such as staff skill development. The farm consistently maintains high standards of animal welfare, which has been evidenced in the renewal of our Arun District Council Animal Exhibition license.
The farm has also enhanced its enterprise offer through interactive experiences, seasonal events and educational activities, which have driven visitor engagement and additional income, particularly during peak periods such as Easter and school holidays.
Overall, Dales Farm has balanced strong therapeutic outcomes with commercial sustainability.
**14**
## **Enterprise & Operations**
**The Riding School** has delivered a positive year of growth and impact. With a focus on strengthening its day service provision the number of people supported by us accessing riding school activities has significantly increased. This improvement was supported by improved structure, dedicated staff allocation, and engaging, outcome-focused activities. Participants have benefited from consistent routines, skill development, and enrichment opportunities such as trips and hands-on yard tasks, contributing to a more confident and inclusive environment.
The wider Riding School has remained stable and resilient, with strong demand for activities such as pony camps, which were fully booked with waiting lists, and continued progression of riders through lesson levels. Strategic developments, including becoming an approved Alternative Provision provider, expanding the horse cohort, and investing in staff training, have enhanced future growth potential. With sustained customer demand for all horse activities the Riding School ends the year in a great position.
## **Premises**
The Premises Team has delivered significant operational and environmental impact across the year, ensuring the site remains safe, functional and welcoming for all users. During the year working alongside the Support Team a maintenance pod was formed, providing an opportunity to the people we support to participate in a range of site tasks, developing independence, practical skills and pride in their work while contributing meaningfully to site upkeep.
Key improvements, including new animal enclosures, manure bays, fencing upgrades and enhanced lighting, have strengthened both safety and visitor experience, while proactive compliance work and maintenance planning have improved long-term sustainability of the estate. The addition of the has provided the people we support with an excellent facility to focus on their fitness and wellbeing, while also reducing reliance on the Dining Room for activities and freeing up that space for its primary use.
The Team has shown strong resilience in responding to ongoing challenges including weather-related damage and rising repair needs, while maintaining high standards through effective use of volunteers and resources. Overall, the department has provided a solid foundation that supports the wider organisation’s activities, enabling service delivery, enhancing accessibility, and contributing to a positive and well-maintained environment.
Open to the public year-round, the site promotes social inclusion through meaningful interactions between visitors and the people we support, while also generating vital income.
## **Learning and Development**
Across the year, Learning, Development and HR has delivered strong organisational impact through consistently high training compliance, effective recruitment, and improved workforce stability.
Staff and Volunteer training completion has remained above 90% throughout, embedding a culture of continuous learning.
Work experience and volunteering opportunities have expanded significantly, with high demand, successful placements, and clear progression routes into volunteering and employment.
Some changes to the organisational structure including the introduction of an HR Coordinator role and revised line management responsibilities, have strengthened recruitment, onboarding, and operational efficiency. Employee engagement remains positive, with strong alignment to organisational mission, and ongoing action planning is addressing development opportunities, positioning the organisation well for continued growth and workforce sustainability.
**15**
## **Financial Review**
Ferring Country Centre ended the 2025 financial year with a surplus of £27.5k (2024: Deficit £159.1k), 1.1% of total income (2024: -7.6%). We continue to operate in a challenging economic environment, with rising external cost pressures, including increases to the National Living Wage, higher energy prices, and general inflation, significantly impacting overall expenditure, alongside ongoing pressures surrounding social care funding impacting income for our core services.
Income in 2025 grew by £307.5k (14.62%) to £2,411k (2024: £2,103.5k), of which £110k was attributable to fundraising and donor contributions, including successful grant funding secured in support of the Studio project. Income grew in the Garden Centre, Gift Shop, Dales Farm and Rangers Café, whilst for the Riding School income stagnated. Income for Day Services grew by 10.92%, with a 5% uplift applied to our contracted group sessions and a positive renegotiation on the day rate for our one-to-one services.
**----- Start of picture text -----**
Day Service
Riding School
Garden Centre
Rangers Cafe
Dales Farm
Gift Shop
0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000
**----- End of picture text -----**
Expenditure in 2025 increased against 2024 by £120.9k (5.34%), this was mainly due to rising costs, particularly associated with staff costs, with the National Living Wage rising by 6.7%.
2025 has seen an increase in capital expenditure, spending £339.2k (2024: £94.3k). Our main capital development within the year was the addition of the , with the total expended within the land and buildings category being £263.7k. Investment was made in a van to support a variety of activities including Garden Centre deliveries, and new equipment to assist with a range of grounds maintenance and manure production.
Overall fundraising income including donations, legacies, grants and fundraising events totalled £201.7k for the year (2024: £78.5k) an increase of £123.2k (157%) of which £100.7k was grant income secured specifically for the project.
**----- Start of picture text -----**
120,000
100,000
80,000
60,000
40,000
20,000
0
16
General donations Restricted donations Legacies All Grants Restricted FR events General FR events Other FR Income
**----- End of picture text -----**
## **Financial Review**
The Trustees have a cautious investment strategy with little or no risk and the income generated from these resulting investments amounted to £36.5k, a 29.94% increase (2024: £28.1k). This is due to improved interest rates during 2025 teamed with proactive investment management.
We identify four key areas of risk, these being:
- 1.45.6% of our income is from one source
- 2.Our contract for the provision of Day Opportunities with WSCC equates to 44.6% of our income and has an end date of June 2027
- 3.Costs, particularly relating to employment, are rising at a greater rate than our income growth
- 4.The unknown impact of upcoming local government reform
We will constantly monitor the situation around each of these risk areas and respond accordingly as necessary.
The Charity’s unrestricted funds, as shown in note 20 of the financial statements were £3,126.5k (2024: £3,043.1k). After excluding amounts held as fixed assets of £2,322.1k (2024: £2,171.0k), the general reserves amounted to £804.4k (2024: £872.3k), a decrease of £67.9k. The Trustees consider the Charity’s available cash resources, for operational purposes, have increased by 17.9%, or £147.7k, and are shown in the table below. This has been impacted at the year-end by income being paid in advance rather than in arrears by WSCC due to a systems update.
At the year end, restricted funds held amounted to £16.9k (2024: £72.9k) giving total funds of £3,143.5k (2024: £3,116.0k). No material amounts were designated or committed at the time of writing this report.
|||**2025**||**2024**|
|---|---|---|---|---|
||Investment and surplus cash|989,697||897,890|
||Less: Restrcited funds|16,921||72,864|
||Less: Designated funds|-||-|
|||**972,776**||**825,026**|
||||||
|0
2025
2024|200,000
400,000
600,000||800,000
1,000,000
1,200,000||
The Trustees review the Reserves Policy annually and have agreed that the Charity holds reserves equivalent to 6 months’ operating expenditure (expected to be £1,259k in 2026) to ensure the on-going delivery of its charitable objectives.
In summary, 2025 was a year of improvement for Ferring Country Centre, returning to a surplus driven by increased income across trading activities, successful fundraising, and improved investment returns, guided by our Chief Finance Officer, Hazel Sheward. Ongoing economic pressures and rising costs, particularly staffing, continue to present a significant challenge. Strategic investment in capital projects, notably the new , has strengthened the Charity’s future capacity, while key risks remain around income concentration, contract uncertainty, and external economic factors. Maintaining strong financial management and a clear focus on long-term sustainability will be essential to ensuring the Charity can continue to deliver its services and achieve its objectives in the years ahead.
**17**
## **Fundraising**
## **Fundraising**
Fundraising activity throughout 2025 has played a vital role in supporting the ongoing work of Ferring Country Centre, contributing to both financial sustainability and community engagement.
During the year, we delivered a varied and successful programme of events. Highlights included our inaugural 5N5 run, which saw strong community participation and set the foundation for a new annual event, and our fire walk, which challenged and inspired participants while raising valuable funds. Our much-loved Fun Day once again brought together the local learning disability community, while events such as the cinema night and barn dance provided enjoyable and inclusive opportunities for people to engage with the Centre.
We also continued to host regular quiz nights and shuffleboard evenings, which remain popular fixtures in our calendar. These events not only generate consistent income but also help to strengthen relationships with our supporters and encourage repeat engagement.
In addition to event-based fundraising, we continue to benefit from the generosity and loyalty of our donors, both regular and occasional, whose ongoing contributions provide a dependable and much-valued source of income.
We also received income during the year from grants secured in the previous financial period, supporting the delivery of our Studio project. Alongside this, we were delighted to receive grant funding from the David Hunt Trust, which has further contributed to our ability to enhance our facilities.
We are incredibly grateful to everyone who has supported our fundraising efforts throughout 2025. Your generosity, enthusiasm and commitment enable us to continue delivering meaningful opportunities and support to the people we work with, and to build a sustainable future for Ferring Country Centre.
**18**
## **Thank you**
**Our heartfelt thanks** go to everyone who supports our organisation. Your generosity enables us to continue our mission of supporting people with learning disabilities build independence, form meaningful connections, and live fulfilling lives.
In 2025 we have received donations, grants or funds from the following organisations:
The Clothworkers Foundation, Baily Thomas Charitable Fund, Bernard Sunley Foundation, Saywell International, Elim Church, The Cave Foundation, Worthing Lions, The David Hunt Trust, Masonic Lodge, Breathe HR, British Rail Walking Group, Probus Club, Littlehampton Quilting Group, Wishing Well, Fisherbeck Charitable Foundation, GWCA, Chiltern Charitable Trust, National Association of Retired Police Officers, National Grid Fund Matching, Durrington Community Project, East Preston Festival Committee, Ferring WAGS, St Andrews CE High School, St Michael's Church Art Group, Stepping Stones, Voluntary Action for Arun and Chichester, Ferring Gardening Club, Groves Sculptures, Steeles of Worthing, and Three Forts Challenge.
With sincere gratitude, we thank each of our individual and regular donors:
Rodney Hart, Tracey Keegan, Marc Johnson, Tim Berry, Malcolm Dickson, Pahnsey Kamar, David Pateman, James Gull, Emma Rosin, Glyn Adams, John Squibb, Richard Barron, David Sinclair, Leslie Kelly, Carole Salder, Tom Burstow, Glenys Roberts, S Warburton, Paul Martin, John Jeffery, Fiona Armstrong, Sarah Gothard, Mrs A Smith, Miss L Phillips, Anne Rust, Jenifer Churchward, Hills Pollard, Mrs Wilson, John and Eve Dean and K. Suksai.
Our thanks to the groups who kindly gave their time to support our Centre from the following organisations and companies:
- Adur & Worthing Council
- Arun Council Aviva Chiesi Ltd Equiniti
- The Letting Partnership
- AIT Worldwide
- Marsh Advisory
- Runway Training
- Chichester AC
- NatWest
- Northbrook College
- Rampion Wind Farm Seaford College
- Smith + Nephew
**19**
## **Charity Information**
## **Patron**
Georgina, Duchess of Norfolk
## **Trustees**
Robert Rogers (Chair) Linda Clark (Treasurer) Jane Cole (Vice Chair) Ann Boughton-Leigh Anne Cook Peter Liverman - Resigned July 2025 Debbie Medlock David Smith Gary May-Jones - Co-opted May 2026
## **Key Personnel**
Chief Executive Officer - Hannah Tombs Chief Operating Officer - Samantha Maddocks Chief Finance Officer - Hazel Sheward Head of Support - David Payne
## **Registered and Principal Office**
Ferring Country Centre Rife Way Ferring West Sussex BN12 5JZ
## **Registered Charity Number**
297286
**Registered Company Number** 02086358
## **Professional Advisors**
## **Solicitors**
## **Independent Auditors**
Miller Parris 3-9 Cricketers Parade Broadwater Street West
Kreston Reeves Audit LLP 9 Donnington Park 85 Birdham Road Chichester West Sussex PO20 7AJ
Worthing West Sussex BN14 8JB
## **Bankers**
## **HR Advisors**
NatWest Bank PLC South Street Worthing West Sussex BN11 3AR
Omny HR Camburgh House 27 New Dover Road Canterbury Kent CT1 3DN
**20**
## **Trustees Report**
The Trustees have pleasure in presenting their annual report for the purposes of the Charities Act 2022 the Companies Act 2006, together with the accounts for the year ended 31 December 2025. The Trustees have adopted the provisions of the Statement of Recommended Practice (SORP) “Accounting and Reporting by Charities” (FRS102), effective 1 January 2019, in preparing the annual report and financial statements of the charity.
## **Our Mission**
To support people with learning disabilities to grow their independence, connect with others and create a good life.
## **Public Benefit**
The Charity’s objects clause as stated in its Articles of Association is: _“For the benefit of persons with learning disabilities by providing such persons with working facilities in horticulture, agriculture, crafts, equestrianism and other related matters with the aim of assisting such persons to acquire and develop vocational and social skills”._
In determining how best to pursue these objects the Trustees have had regard to the Charity Commission’s guidance on public benefit, specifically when making decisions or reviewing the Charity’s aims and objectives and in developing plans for the future.
In accordance with our objects, Ferring Country Centre benefits people with learning disabilities in the West Sussex area. This benefit is met by our Day Service and Riding Therapy offer, which are in turn supported by our income generating and fundraising activities.
## **Structure, Governance and Management**
Ferring Country Centre is a charitable company limited by guarantee, incorporated on 31 December 1986, and registered as a charity on the 20 July 1987. It is governed by the Memorandum and Articles of Association of the charitable company and is controlled by a Board of Trustees whose members are elected at the Annual General Meeting and are Directors for the purposes of company law and Trustees for the purposes of charity law.
## **Trustees**
Ferring Country Centre is governed by a Board of Trustees, each of whom brings valuable knowledge, skills and passion to support the Charity’s work. The Board elects its Chair on an annual basis.
Peter Liverman stepped down from the Board in July 2025. The Trustees would like to place on record their sincere thanks for his commitment and service to the Charity during his six years as a trustee. No new trustees were appointed during the year and the total number of trustees reduced to seven.
Trustees are recruited as required, with a focus on maintaining an appropriate balance of skills and experience across the Board. Prospective Trustees are asked to submit a curriculum vitae to the Chair, after which they take part in an informal visit and interview process. Appointments are approved by the existing trustees and formally ratified at the subsequent Annual General Meeting.
All new trustees are inducted to ensure they understand their legal duties and responsibilities under charity and company law. They are provided with copies of Ferring Country Centre’s Memorandum and Articles of Association, together with the “The Essential Trustee” (CC3) issued by the Charity Commission.
In accordance with the organisation’s Conflict of Interest Policy, all trustees are required to complete a Conflict of Interest and Related Party Transactions declaration form.
The Board of Trustees normally meets four times per annum, with meetings running in line with the financial quarters. Board Meetings follow an agreed agenda with various standing matters, including management accounts, risk, health and safety, review of existing policies and adoption of new policies. During 2025, the Board continued to operate a hybrid meeting format, enabling those able to attend in person to do so, while others joined remotely via Microsoft Teams.
Decision making is undertaken by the trustees at Board Meetings following briefings and discussions. The Board appoints a team of senior leaders; day-to-day leadership and management of the Charity is delegated to the Chief Executive Officer (CEO) and then through the post holder to the Leadership Team.
Our AGM was held in person in June 2025, at which in accordance with the Articles of Association, one-third of the trustees are required to retire, but are eligible for re-election.
During 2025 we have worked on our 2026-2030 Strategic Plan, which will be launched during 2026.
**21**
## **Trustees Report**
## **Committees**
The Finance Committee is an established sub-committee of the Board and meets quarterly in advance of the full trustee meetings. Its purpose is to provide focused oversight of the Charity’s financial affairs, allowing sufficient time to review financial performance, scrutinise results, and give proper consideration to budgeting and financial planning.
In addition, other sub-groups and meetings are convened as required to address specific areas of work.
## **Remuneration of Key Personnel**
The Board of Trustees annually reviews the CEO’s salary. The CEO, Chairperson and Treasurer review all other salary rates, these are generally implemented in April each year.
As a service delivery organisation, our dedicated and committed staff team is our most valuable asset. They consistently deliver a high standard of support and customer service, and their contribution is highly valued. We are proud to be a Living Wage employer and remain committed to this for the long term, ensuring that all staff are paid a real Living Wage above the statutory minimum set by the Government.
We recognise the importance of remaining competitive as an employer and therefore review staff remuneration annually. In addition, we offer a comprehensive range of employee benefits, including a salary sacrifice pension scheme, death-in-service cover, and access to an employee assistance programme.
## **Equal Opportunities**
Ferring Country Centre fulfils its legal obligations and is committed to promoting equality, diversity and inclusion across all areas of its work.
Ferring Country Centre is committed to ensuring that all job applicants and employees are treated fairly and with respect. We do not discriminate on the basis of age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race (including colour, nationality, and ethnic or national origin), religion or belief (including lack of belief), sex, or sexual orientation, in line with the Equality Act 2010.
We also ensure that individuals are not disadvantaged by unjustifiable conditions or requirements, including in relation to caring responsibilities, trade union activity, or unrelated criminal convictions. These commitments apply to all aspects of employment, including recruitment, promotion, training, pay and benefits, and access to facilities.
## **Fundraising Standards**
Ferring Country Centre raises funds from the public through a range of activities including community fundraising, grant applications, donations, and events. The Charity does not engage professional fundraisers or commercial participators to carry out fundraising activities on its behalf. The Charity is registered with the Fundraising Regulator and is committed to adhering to the Code of Fundraising Practice. During the year, there were no instances of non-compliance with this code or any relevant standards. The Charity monitors its fundraising activities internally through appropriate management oversight and trustee review to ensure all activities are conducted in line with best practice and regulatory requirements. No complaints were received during the year in relation to fundraising activities.
Ferring Country Centre is committed to protecting vulnerable people and the wider public in all its fundraising activities. Measures are in place to ensure that fundraising is conducted in a respectful and ethical manner, avoiding unreasonable intrusion into individuals’ privacy, persistent or undue pressure to donate. Staff and volunteers are made aware of these principles and are expected to uphold them at all times.
## **Risks**
The Trustees and Management of Ferring Country Centre have given careful consideration to the major risks to which the Charity may be exposed and have systems in place to mitigate these risks. This includes maintaining a risk management register and a business continuity plan, both of which are reviewed regularly. Risk remains a standing agenda item and is discussed at all trustee meetings.
**22**
## **Trustees Report**
Inflationary pressures and increased operating costs have continued throughout 2025 and into 2026 and are expected to persist in the near term, placing ongoing pressure on finances. This is being managed through robust cost control measures and a continued focus on income generation and growth. A significant proportion of our income is derived from our day opportunities contract with WSCC, which was renewed in 2024 for a three-year term, with the option of a one-year extension; this contract, alongside strong governance, continues to provide stability and helps mitigate financial risk. However, there remains uncertainty around the potential impact of local government reform, as well as risks associated with our move into alternative provision, both of which will require careful monitoring and management as they develop.
## **Relationships with other organisations**
Relationships remain key to our ongoing success. Throughout 2025 we have continued to work closely with businesses and other organisations within our local community and the learning disabilities sector. These partnerships create valuable opportunities for the people we support, as well as benefiting Ferring village, our wider community and the Centre as a whole.
Through our partnerships, we continued to strengthen our relationships with Worthing Mencap, Guild Care, Superstar Arts and The Aldingbourne Trust. Together, we share a common goal of supporting people with learning disabilities to live the lives they choose.
During the year, we maintained our close working relationship with Oak Grove College, attending transition events and welcoming students to our site. This provides valuable familiarisation opportunities for those considering accessing our services after leaving school.
We continue to work positively with WSCC. The relatively recent award of the contract has further strengthened our relationship with commissioners, with all parties maintaining a strong understanding of sector-wide challenges and working collaboratively to find effective and sustainable solutions.
**23**
## **Trustees Report**
## **Plans for the Future 2026 and beyond**
As we move into 2026, we recognise that change continues to shape both the external environment and our Centre. We embrace this with confidence and determination, remaining responsive and adaptable as we continue our journey.
This year marks the beginning of an exciting new chapter, as we bring our five-year Strategic Plan (2026–2030) to life. Our focus is on building a strong, sustainable future, with clear ambitions that place the people we support firmly at the heart of everything we do.
In 2026, we proudly celebrate the 40th Anniversary of Ferring Country Centre. This important milestone gives us the opportunity to reflect on how far we have come, to celebrate the achievements of our community, and to recognise the many individuals who have contributed to our success. It also inspires us to look ahead with renewed energy and purpose.
Our contract for the provision of day services with WSCC continues to provide a solid foundation as we move forward, offering stability through to at least June 2027. Alongside this, we will continue to strengthen relationships with commissioners and partners, and work collaboratively to secure sustainable opportunities for future service delivery.
Partnership working remains central to our success. The relationships we have built continue to grow and flourish, creating new opportunities and strengthening our ability to make a meaningful difference in the lives of the people we support.
We are committed to continually evolving our services, ensuring they are shaped by the voices, ambitions and aspirations of those who access them. Our out-of-hours provision and seasonal events will continue to expand, bringing enjoyment, connection and new experiences to our community, guided by the insight of our Ambassadors.
Financial sustainability remains a key priority. While external challenges persist, we are focused on moving towards a more secure financial position. Through careful stewardship, innovation and a commitment to income generation, we aim to create a strong and stable platform for the future, while continuing to value and invest in our people.
The completion of our Fitness and Drama Studio represents an exciting step forward. In 2026, this vibrant new space will play a central role in our programme, opening up even more opportunities for creativity, wellbeing and personal development.
Plans are currently under discussion for improved car parking, re-inventing Milton 1 Field into a multipurpose space and renovating the outside children’s play area.
Above all, the people we support remain our greatest inspiration. We will continue to empower every individual to live the life they choose, ensuring their goals and aspirations guide our work. By listening, learning and evolving together, we will shape a future that reflects their voices and ambitions.
Under our excellent Senior Leadership Team of Hannah, Dave, Sam and Hazel, headed up by our enthusiastic and highly competent CEO, Hannah, we have a great workforce to take Ferring Country Centre forward into its fifth decade.
We look ahead with optimism and pride. The passion, resilience and positivity shown by the people we support, alongside the dedication of our staff and volunteers, drives us forward every day. Together, we are building a future full of opportunity, inclusion and possibility.
**24**
## **Trustees Report**
## **Statement of Trustee Responsibilities**
The Trustees (who are also directors of Ferring Country Centre Limited for the purposes of company law) are responsible for preparing the Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the Trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the Trustees are required to:
select suitable accounting policies and then apply them consistently.
- observe the methods and principles in the Charities SORP 2019 (FRS 102).
- make judgements and estimates that are reasonable and prudent.
- state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements.
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.
The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
In so far as the Trustees are aware:
- there is no relevant audit information of which the charitable company’s auditor is unaware; and
- the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.
The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
## **Appointment of Auditors**
Kreston Reeves Audit LLP have expressed their willingness to stand for reappointment and a resolution proposing this will be be put forward at the Annual General Meeting of the Charity.
This report has been prepared having taken advantage of the small companies’ exemption in the Companies Act 2006.
Approved by the Trustees and signed on their behalf.
Robert A G Rogers Chair of Trustees
Date: 22nd May 2026
**25**
## **Independent Auditors’ Report**
## **Independent auditors' report to the Members of Ferring Country Centre Limited**
## **Opinion**
We have audited the financial statements of Ferring Country Centre Limited (the 'charitable company') for the year ended 31 December 2025 which comprise the Statement of financial activities, the Balance sheet, the Statement of cash flows and the related notes, 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 charitable company's affairs as at 31 December 2025 and of its incoming resources and application of resources, including its income and expenditure for the year then ended; have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and have been prepared in accordance with the requirements of the Charities Act 2011.
## **Basis for opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the United Kingdom, including the Financial Reporting Council'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.
## **Other information**
The other information comprises the information included in the Annual report other than the financial statements and our Auditors' report thereon. The Trustees are responsible for the other information contained within the Annual Report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
## **Matters on which we are required to report by exception**
We have nothing to report in respect of the following matters where the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion:
the information given in the Trustees' report is inconsistent in any material respect with the financial statements; or sufficient accounting records have not been kept; or
the financial statements are not in agreement with the accounting records and returns; or we have not received all the information and explanations we require for our audit.
## **Responsibilities of trustees**
As explained more fully in the Trustees' responsibilities statement, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the Trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
**26**
## **Independent Auditors’ Report**
## **Independent auditors' report to the Members of Ferring Country Centre Limited (continued)**
## **Auditors' responsibilities for the audit of the financial statements**
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.
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 Auditors' 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:
## _Capability of the audit in detecting irregularities, including fraud_
Based on our understanding of the charitable company and sector, and through discussion with the Trustees and other management (as required by auditing standards), we identified that the principal risks of non-compliance with laws and regulations related to safeguarding, health and safety legislation and employment law.
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 SORP 2019, the Companies Act 2006 and other relevant charity legislation. We communicated identified laws and regulations throughout our team and remained alert to any indications of non-compliance throughout the audit. We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls) and determined that the principal risks were related to posting inappropriate journal entries to increase income or reduce expenditure and management bias in accounting estimates.
Audit procedures performed by the engagement team included:
Discussions with management and assessment of known or suspected instances of non-compliance with laws and regulations (including safeguarding, health and safety legislation and employment law) and fraud, and review of the reports made by management; and
- Assessment of identified fraud risk factors; and
- Challenging assumptions and judgements made by management in its significant accounting estimates; and Confirmation of related parties with management, and review of transactions throughout the period to identify any previously undisclosed transactions with related parties outside the normal course of business; and
- Performing analytical procedures with automated data analytics tools to identify any unusual or unexpected relationships, including related party transactions, that may indicate risks of material misstatement due to fraud; and Reading minutes of meetings of those charged with governance and reviewing correspondence with relevant tax and regulatory authorities; and
- Review of significant and unusual transactions and evaluation of the underlying financial rationale supporting the transactions; and
Identifying and testing journal entries, in particular any manual entries made at the year end for financial statement preparation.
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.
**27**
## **Independent Auditors’ Report**
## **Independent auditors' report to the Members of Ferring Country Centre Limited (continued)**
As part of an audit in accordance with ISAs (UK), we exercise professional judgement and maintain professional scepticism throughout the audit. We also:
- Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion of the effectiveness of the charitable company's internal control. Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Trustees.
- Conclude on the appropriateness of the Trustees' use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the charitable company's ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our Auditors' report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our Auditors' report. However, future events or conditions may cause the charitable company to cease to continue as a going concern.
- Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
## **Use of our report**
This report is made solely to the charitable company's trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charitable company's trustees those matters we are required to state to them in an Auditors' report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and its members, as a body, for our audit work, for this report, or for the opinions we have formed.
Kreston Reeves Audit LLP Statutory Auditor Chichester
Date: 27 May 2026
Kreston Reeves Audit LLP are eligible to act as auditors in terms of section 1212 of the Companies Act 2006.
**28**
## **Financial Statements for the year ended 31st December 2025**
## **Statement of Financial Activities (incorporating income and expenditure account) For the year ended 31st December 2025**
|||**Note**|**Unrestricted**
**funds**
**2025**
**£**|**Restricted**
**funds**
**2025**
**£**|**Total**
**funds**
**2025**
**£**|**Total**
**funds**
**2024**
**£**|
|---|---|---|---|---|---|---|
|**Income from:**|||||||
|Donations and legacies||4|**68,660**|**103,081**|**171,741**|61,449|
|Charitable activities||5|**2,147,926**|**9,000**|**2,156,926**|1,996,899|
|Other trading activities||6|**29,917**|**-**|**29,917**|17,035|
|Investments||7|**36,532**|**-**|**36,532**|28,114|
|Other income||8|**15,885**|**-**|**15,885**|58|
||||||||
|**Total Income**|||**2.298,920**|**112,081**|**2,411,001**|2,103,555|
|**Expenditure on:**|||||||
|Raising Funds|||**9,900**|**-**|**9,900**|4,044|
|Charitable Activities||9|**2,365,169**|**8,458**|**2,373,627**|2,258,634|
||||||||
|**Total expenditure**|||**2,375,069**|**8,458**|**2,383,527**|2,262,678|
|**Net (expenditure)/Income**|||**(76,149)**|**103,623**|**27,474**|(159,123)|
|Transfer between funds||20|**159,566**|**(159,566)**|**-**|-|
|**Net movement in funds**|||**83,417**|**(55,943)**|**27,474**|(159,123)|
||||||||
|**Reconciliation of funds**|||||||
|Total funds brought forward||20|**3,043,117**|**72,864**|**3,115,981**|3,275,104|
|Net movement in funds||20
20|**83,417**|**(55,943)**|**27,474**|(159,123)|
||||||||
|**Total funds carried forward**|||**3,126,534**|**16,921**|**3,143,455**|**3,115,981**|
||||||||
The Statement of Financial Activities includes all gains and losses recognised in the year.
The notes on pages 32 to 50 form part of these financial statements.
**29**
## **Financial Statements for the year ended 31st December 2025**
## **Balance Sheet As at 31st December 2025**
||||**Note**||**2025**
**£**||**As restated**
**2024**
**£**|
|---|---|---|---|---|---|---|---|
|**Fixed assets**||||||||
|Tangible assets|||14||**2,322,166**
**2,322,166**||2,171,002|
||||||||2,171,002|
|**Current assets**||||||||
|Stock|||15|**34,369**||33,306||
|Debtors|||16|**49,734**||188,526||
|Investments|||17|**652,722**||718,355||
|Cash at bank and in hand||||**336,975**
**1,073,800**||179,535
1,119,722||
|||||||||
|**Current liabilities**||||||||
|Creditors: amounts falling due within one year|||18|**(252,511)**|**821,289**
**3,143,455**
**3,143,455**|(174,743)||
|**Net current assets**|||||||944,979|
|**Total assets less current liabilities**|||||||3,115,981|
|**Total net assets**|||||||3,115,981|
|||||||||
|**Charity funds**||||||||
|Restricted funds|||20||**16,921**||72,864|
|Unrestricted funds|||20||**3,126,534**
**3,143,455**||3,043,117|
|**Total funds**|||20||||3,115,981|
|||||||||
The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preperation of financial statements.
The financial statements were approved and authorised for issue by the Trustees and signed on their behalf by:
**Robert A G Rogers** Chair of Trustees
Date: 22nd May 2026
Ferring Country Centre Limited Registered Charity Number: 297286 Registered Company Number: 02086358
**30**
The notes on pages 32 to 50 form part of these financial statements
## **Financial Statements for the year ended 31st December 2025**
## **Statement of Cash Flows For the year ended 31st December 2025**
||||**Note**|**2025**
**£**|**As restated**
**2024**
**£**|
|---|---|---|---|---|---|
|**Cash flows from operating activities**||||||
|Net cash generated/ (used) in operating activities|||22|**388,560**|(96,197)|
|||||||
|**Cash flows from investing activities**||||||
|Dividends, interest and rents from investments|||7|**36,532**|28,114|
|Proceeds from the sale of tangible fixed assets||||**5,894**|-|
|Purchase of tangible fixed assets|||14|**(339,179)**|(94,309)|
|Net movement in current asset investments||||**65,633**|113,547|
|**Net cash used in investing activities**||||**(231,120)**|(179,742)|
|||||||
|**Change in cash and cash equivalents in the year**||||**157,440**|(275,939)|
|Cash and cash equivalents at the beginning of the year|||23
23|**179,535**|455,474|
|**Cash and cash equivalents at the end of the year**||||**336,975**|179,535|
|||||||
|||||||
The notes on pages 32 to 51 form part of these financial statements
**31**
## **Notes to the Financial Statements for the year ended 31st December 2025**
## **1. General Information**
Ferring Country Centre Limited is a private company, limited by guarantee, incorporated in England with the company number 02086358. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity.
The registered office and principal place of business is Rife Way, Ferring, Worthing, West Sussex, BN12 5JZ and its operations are outlined in the trustees’ report.
## **2. Accounting policies**
## **2.1 Basis of preparation of financial statement**
The financial statements have been prepared in accordance with the Charities SORP (FRS 102) - Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
Ferring Country Centre Limited meets the definition of a public benefit entity under FRS 102. The financial statements are prepared on a going concern basis under the historical cost convention, modified to include certain items at fair value. The financial statements are presented in sterling which is the functional currency of the charity and rounded to the nearest £.
The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless stated otherwise.
## **2.2 Going concern**
The financial statements have been prepared on a going concern basis as the trustees believe that no material uncertainties exist. The trustees have considered the level of funds held and the expected level of income and expenditure for 12 months from authorising these financial statements. The budgeted income and expenditure is sufficient with the level of reserves for the charity to be able to continue as a going concern.
## **2.3 Income**
All income is recognised once the Charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.
The recognition of income from legacies is dependent on establishing entitlement, the probability of receipt and the ability to estimate with sufficient accuracy the amount receivable. Evidence of entitlement to a legacy exists when the Charity has sufficient evidence that a gift has been left to them (through knowledge of the existence of a valid will and the death of the benefactor) and the executor is satisfied that the property in question will not be required to satisfy claims in the estate. Receipt of a legacy must be recognised when it is probable that it will be received and the fair value of the amount receivable, which will generally be the expected cash amount to be distributed to the Charity, can be reliably measured.
For donations to be recognised the Charity will have been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation and this requires a level of performance before entitlement can be obtained then income is deferred until those conditions are fully met or the fulfilment of those conditions in within the control of the Charity and it is probable that they will be fulfilled.
**32**
## **Notes to the Financial Statements for the year ended 31st December 2025**
## **2. Accounting policies (continued)**
## **2.3 Income (continued)**
Income from trading activities include income earned from fundraising events and trading activities to raise funds for the Charity. Income is received in exchange for supplying goods and services in order to raise funds and recognised when entitlement has occurred.
Income from government and other grants are recognised at fair value when the Charity has entitlement after any performance conditions have been met, it is probable that income will be received and the amount can be measured reliably. If entitlement is not met then these amounts are deferred.
Investment income is earned through holding assets such as cash deposits and includes interest received. Interest income is recognised using the effective interest method, where material.
On receipt, donated professional services are recognised on the basis of the value of the gift to the Charity which is the amount it would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.
Income tax recoverable in relation to investment income is recognised at the time the investment income is receivable.
Other income is recognised in the period in which it is receivable and to the extent the goods have been provided or on completion of the service.
## **2.4 Expenditure**
All expenditure is accounted for on an accruals basis and have been classified under headings that aggregate all costs related to the category. Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity.
Staff costs, support costs and governance costs Support costs are those that assist the work of the charity but do not directly represent charitable activities and include office costs, governance costs, administrative payroll costs. Staff costs have been allocated between costs of raising funds, charitable activities and governance costs on the basis of time spent by staff. Support costs cannot be directly attributed to particular headings and have been allocated to the cost of raising funds and expenditure on charitable activities on a basis consistent with use of the resources. Support costs have been allocated to charitable activities on the best estimate of the use of those resources.
Governance costs are costs associated with the general running of the charity as opposed to the day to day activities. Governance costs have been allocated to the cost of charitable activities on the basis they form part of carrying out those activities.
Allocation of support costs and governance costs Support costs and governance costs are allocated to the different activities within expenditure on charitable activities on the basis of the number of clients involved in each activity.
Expenditure on raising funds includes all expenditure incurred by the Charity to raise funds for its charitable purposes and includes costs of all fundraising activities events and non-charitable trading.
All expenditure is inclusive of irrecoverable VAT.
**33**
## **Notes to the Financial Statements for the year ended 31st December 2025**
## **2. Accounting policies (continued)**
## **2.5 Employee benefits**
When employees have rendered service to the Charity, short-term employee benefits to which the employees are entitled are recognised at the undiscounted amount expected to be paid in exchange for the service.
## **2.6 Interest receivable**
Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the Charity; this is normally upon notification of the interest paid or payable by the institution with whom the funds are deposited.
## **2.7 Taxation**
The Charity is considered to pass the tests set out in sections 466 to 493 Corporation Tax Act 2010 (CTA 2010), as such no income tax is payable on the charity’s activities.
The Charity is registered for VAT and operates on a partial exemption basis. Costs are recorded inclusive of VAT within the SoFA where they relate to exempt supplies with other irrecoverable amounts expensed as they arise.
## **2.8 Tangible fixed assets and depreciation**
Tangible fixed assets are capitalised and recognised when future economic benefits are probable and the cost or value of the asset can be measured reliably.
Tangible fixed assets are initially recognised at cost. After recognition, under the cost model, tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. All costs incurred to bring a tangible fixed asset into its intended working condition should be included in the measurement of cost.
Depreciation is charged so as to allocate the cost of tangible fixed assets less their residual value over their estimated useful lives:
Depreciation is provided on the following bases:
- Freehold buildings - 3.33% - 5% per annum on cost Freehold land - nil
- Plant and machinery - 25% per annum on cost Motor vehicles - 25% per annum on reducing balance basis Fixtures and fittings - 25% per annum on cost Assets in the course of construction - nil
## **2.9 Stocks**
Stock of plants, associated materials and gift shop items for resale are shown in the balance sheet at the lower of cost and net realisable value.
Quantities of resources such as seeds, compost, animal feed, animal medicine and office stationery are purchased when required. Any balance of such items on hand at the accounting date are negligible and have not been valued or shown as stock.
**34**
## **Notes to the Financial Statements for the year ended 31st December 2025**
## **2. Accounting policies (continued)**
## **2.10 Debtors**
Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.
## **2.11 Cash at bank and in hand**
Cash at bank and in hand includes cash and short-term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.
## **2.12 Short term investments**
Current asset investments include short term deposits and notice deposit accounts that are not classified as cash or cash equivalents. These comprise investments that are readily realisable, held for the short term, and have a maturity or notice period of more than three months from the date of acquisition or opening of the deposit account.
## **2.13 Liabilities and provisions**
Liabilities are recognised when there is an obligation at the Balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably.
Liabilities are recognised at the amount that the Charity anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide.
Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised in the Statement of financial activities as a finance cost.
## **2.14 Financial instruments**
The Charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.
## **2.15 Operating leases**
Rentals paid under operating leases are charged to the Statement of financial activities on a straight-line basis over the lease term.
## **2.16 Pensions**
The Charity operates a defined contribution pension scheme and the pension charge represents the amounts payable by the Charity to the fund in respect of the year.
**35**
## **Notes to the Financial Statements for the year ended 31st December 2025**
## **2. Accounting policies (continued)**
## **2.17 Fund accounting**
## Restricted funds
Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The cost of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the note 19 of these financial statements.
## Unrestricted funds
Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes.
Designated funds comprise unrestricted funds that have been set aside by the Trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.
Investment income, gains and losses are allocated to the appropriate fund.
## **3. Critical accounting estimates and areas of judgement**
Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.
Critical accounting estimates and assumptions:
The Charity makes estimates and assumptions concerning the future. The resulting accounting estimates and assumptions will, by definition, seldom equal the related actual results. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are discussed below.
## Useful economic lives of fixed assets
Tangible fixed assets are depreciated over their useful lives taking into account residual values where appropriate. The actual lives and residualvalues may vary based on the continued utility of the assets and technological obsolescence.
## Legacies receivable
The Charity only recognises legacy income when it is certain to be received and can be measured or estimated with sufficient reliability. Estimations of legacy income may be based on a solicitors valuation of an estate and therefore adjustments may need to be made following actual receipts. Therefore some amounts included in the financial statements are estimations.
**36**
## **Notes to the Financial Statements for the year ended 31st December 2025**
|**for**|**the year ended 31 December 20**
**st**|**25**|||
|---|---|---|---|---|
|**4.**|**Income from donations and legacies**||||
|||**Unrestricted**
**funds**
**2025**
**£**|**Restricted**
**funds**
**2025**
**£**|**Total**
**funds**
**2025**
**£**|
||Donations|24,228|-|24,228|
||Legacies|2,000|-|2,000|
||Grants|5,913|103,081|108,994|
||Donated services|36,519|-|36,519|
|||68,660|103,081|171,741|
|||**Unrestricted**
**funds**
**2024**
**£**
20,948
-|**Restricted**
**funds**
**2024**
**£**
-
40,501||
|||||**Total**
**funds**
**2024**
**£**|
||Donations|||20,948|
||Grants|||40,501|
|||20,948|40,501|61,449|
||||||
**37**
## **Notes to the Financial Statements for the year ended 31st December 2025**
**5. Income from charitable activities**
||**Unrestricted**
**funds**
**2025**
**£**|**Restricted**
**funds**
**2025**
**£**|**Total**
**funds**
**2025**
**£**|
|---|---|---|---|
|Services to beneficiaries|1,234,610|9,000|1,243,610|
|Riding School & Riding Therapy|228,011|-|228,011|
|Garden Centre|101,061|-|101,061|
|Rangers Cafe|386,767|-|386,767|
|Dales Farm|167,402|-|167,402|
|Shop sales|30,075|-|30,075|
||2,147,926|9,000|2,156,926|
||**Unrestricted**
**funds**
**2024**
**£**
1,120,679
227,320
91,861
378,563
148,613
29,380|**Restricted**
**funds**
**2024**
**£**
483
-
-
-
-
-||
||||**Total**
**funds**
**2024**
**£**|
|Services to beneficiaries|||1,121,162|
|Riding School & Riding Therapy|||227,320|
|Garden Centre|||91,861|
|Rangers Cafe|||378,563|
|Dales Farm|||148,613|
|Shop sales|||29,380|
||1,996,416|483|1,996,899|
|||||
**38**
## **Notes to the Financial Statements for the year ended 31st December 2025**
|**for**|**the year ended 31 December 20**
**st**|**the year ended 31 December 20**
**st**|**25**|||
|---|---|---|---|---|---|
|**6.**|**Income from other trading activities**|||||
||||**Unrestricted**
**funds**
**2025**
**£**|**Restricted**
**funds**
**2025**
**£**|**Total**
**funds**
**2025**
**£**|
||Fundraising event income||20,352|-|20,352|
||Other fundraising income||9,565|-|9,565|
||||29,917|-|29,917|
||||**Unrestricted**
**funds**
**2024**
**£**
10,143
1,195|**Restricted**
**funds**
**2024**
**£**
5,697
-||
||||||**Total**
**funds**
**2024**
**£**|
||Fundraising event income||||15,840|
||Other fundraising income||||1,195|
||||11,338|5,697|17,035|
|||||||
|**7.**||||||
|||**Investment income**||||
||||||**Total**
**funds**
**2025**
**£**
36,532
36,532
**Total**
**funds**
**2024**
**£**
28,114
28,114|
||||**Unrestricted**
**funds**
**2025**
**£**|**Restricted**
**funds**
**2025**
**£**|**Total**
**funds**
**2025**
**£**|
|||Bank interest|36,532|-|36,532|
||||36,532|-|36,532|
||||**Unrestricted**
**funds**
**2024**
**£**
28,114|**Restricted**
**funds**
**2024**
**£**
-||
||||||**Total**
**funds**
**2024**
**£**|
|||Bank interest|||28,114|
||||28,114|-|28,114|
|||||||
**39**
## **Notes to the Financial Statements for the year ended 31st December 2025**
**8. Other incoming resources**
|**for**|**the year ended 31 December 2025**
**st**|**the year ended 31 December 2025**
**st**|**the year ended 31 December 2025**
**st**|**the year ended 31 December 2025**
**st**|**the year ended 31 December 2025**
**st**||
|---|---|---|---|---|---|---|
|**8.**|**Other incoming resources**||||||
||Friends of Ferring Country Centre
Alternative Provision
Friends of Ferring Country Centre||**Unrestricted**
**funds**
**2025**
**£**|**Restricted**
**funds**
**2025**
**£**|**Total**
**funds**
**2025**
**£**||
||||69|-|69||
||||15,816|-|15,816||
||||15,885|-|15,885||
||||**Unrestricted**
**funds**
**2024**
**£**
58|**Restricted**
**funds**
**2024**
**£**
-|||
||||||**Total**
**funds**
**2024**
**£**||
||||||58||
||||58|-|58||
||||||||
|**9.**|||||||
|||**Analysis of expenditure on charitable activities**|||||
|||**Summary by fund type**|**Unrestricted**|**Restricted**|**Total**||
||||**funds**
**2025**
**£**|**funds**
**2025**
**£**|**funds**
**2025**
**£**|**4**|
||Services to beneficiaries||1,584,563|5,568|1,590,131||
||Riding School & Riding Therapy||175,587|2,300|177,887||
||Garden Centre||107,469|481|107,950||
||Rangers Cafe||338,637|59|338,696||
||Dales Farm||102,398|50|102,448||
||Shop sales||56,515|-|56,515||
||||2,365,169|8,458|2,373,627||
||||**Unrestricted**
**funds**
**2024**
**£**
1,555,021
137,965
95,433
318,893
91,197
56,693|**Restricted**
**funds**
**2024**
**£**
2,768
664
-
-
-
-|||
||||||**Total**
**funds**
**2024**
**£**||
||Services to beneficiaries||||1,557,789||
||Riding School & Riding Therapy||||138,629||
||Garden Centre||||95,433||
||Rangers Cafe||||318,893||
||Dales Farm||||91,197||
||Shop sales||||56,693||
||||2,255,202|3,432|2,258,634||
||||||||
**40**
## **Notes to the Financial Statements for the year ended 31st December 2025**
|**for**|**the year ended 31 December 20**
**st**|**25**||||
|---|---|---|---|---|---|
|**10.**|**Analysis of expenditure by activities**|**Direct costs**
|**Support costs**
|**Total funds**
||
|||**2025 £**|**2025 £**|**2025 £**||
||Services to beneficiaries|602,537|987,594|1,590,131||
||Riding School & Riding Therapy|177,887|-|177,887||
||Garden Centre|107,950|-|107,950||
||Rangers Cafe|338,696|-|338,696||
||Dales Farm|102,448|-|102,448||
||Shop sales|56,515|-|56,515||
|||1,386,033|987,594|2,373,627||
|||**Direct costs**
**2024 £**|**Support costs**
**2024 £**|**Total funds**
**2024 £**||
||Services to beneficiaries|531,401|1,026,388|1,557,789||
||Riding School & Riding Therapy|138,629|-|138,629||
||Garden Centre|95,433|-|95,433||
||Rangers Cafe|318,893|-|318,893||
||Dales Farm|91,197|-|91,197||
||Shop sales|59,693|-|56,693||
|||1,232,246|1,026,388|2,258,634||
|||||||
||**Analysis of direct costs**||**Total funds**
**2025 £**|Total funds
2024 £||
||Staff costs||**1,101,945**|994,181||
||Client costs||**12,515**|17,211||
||other direct costs||**235,054**|220,854||
||donated services||**36,519**|-||
||||**1,386,033**|1,232,246||
||**Analysis of support costs**||**Total funds**
**2025 £**|**Total funds**
**2024 £**||
||Staff costs||**444,619**|480,162||
||Depreciation||**179,244**|190,115||
||Premises costs||**223,461**|208,933||
||Governance and administrative costs||**116,346**|126,476||
||Disposal of fixed assets||**2,877**
**21,047**|308||
||Legal and professional fees|||20,394||
||||**987,594**|1,026,388||
|||||||
**41**
## **Notes to the Financial Statements for the year ended 31st December 2025**
|**for**|**the year ended 31 December 20**
**st**|**25**|**25**||||
|---|---|---|---|---|---|---|
|**11.**|**Auditors’ remuneration**|||**2025 £**|2024 £||
||Fees payable to the Charity’s auditor for the audit of the Charity’s annual
accounts|||10,750|5,250||
||Fees payable to a fellow group entity of the Charity’s auditor in respect of:||||||
||All non-audit services not included above|||1,750|1,890||
||||||||
|**12.**|**Staff costs**|||**2025 £**|2024 £||
||||||||
||Wages and salaries|||**1,337,557**|1,307,415||
||Social security costs|||**115,460**|82,033||
||Contibution to defined contribution pension schemes|||**93,547**|84,895||
|||||**1,546,564**|1,474,343||
|||||**2025 No.**|2024 No.||
||In the band £60,001 - £70,000|||**1**|1||
||||||||
|**13.**|**Trustees’ remuneration and expenses**||||||
||During the year, no Trustee received any remuneration or other benefit (2024: £Nil)
During the year ended 31 December 2025, no Trustee expenses have been incurred (2024: £Nil)
st||||||
**42**
## **Notes to the Financial Statements for the year ended 31st December 2025**
**14. Tangible fixed assets**
||**Land &**
**Buildings**
**£**|**Assets in the**
**course of**
**construction**
**£**|**Plant &**
**machinery**
**£**|**Motor vehicles**
**£**|**Fixture, fittings**
**& equipment**
**£**|**Total**
**£**|
|---|---|---|---|---|---|---|
|**Cost or valuation**|||||||
|At 1 January 2025|**3,342,773**|**32,259**|**311,111**|**32,785**|**371,433**|**4,090,361**|
|Additions|**263,730**|**-**|**17,648**|**4,600**|**53,201**|**339,179**|
|Disposals|**(27,053)**|**-**|**(40,507)**|**-**|**(12,092)**|**(79,652)**|
|Transfers between classes
At 31 December 2025|**29,759**|**(29,759)**|**-**|**-**|**-**|**-**|
||**3,609,209**|**2,500**|**288,252**|**37,385**|**412,542**|**4,349,888**|
||||||||
|**Depreciation**|||||||
|At 1 January 2025|**1,346,687**|**-**|**286,525**|**28,000**|**258,147**|**1,919,359**|
|Charge for the year|**101,178**|**-**|**17,840**|**1,771**|**58,455**|**179,244**|
|On disposals
At 31 December 2025|**(21,673)**|**-**|**(37,116)**|**-**|**(12,092)**|**(70,881)**|
||**1,426,192**|**-**|**267,249**|**29,771**|**304,510**|**2,027,722**|
||||||||
|**Net book value**|||||||
|At 31 December 2025
At 31 December 2024|**2,183,017**|**2,500**|**21,003**|**7,614**|**108,032**|**2,322,166**|
||1,996,086|32,259|24,586|4,785|113,286|2,171,002|
||||||||
**43**
## **Notes to the Financial Statements for the year ended 31st December 2025**
|**fo**|**r th**|**e year ended 31 December 2025**
**st**|||
|---|---|---|---|---|
||**15.**|**Stocks**|||
||||**2025**
**£**|2024
£|
|||Finished goods and goods for resale|34,369|33,306|
||||||
||**16.**|**Debtors**|||
||||**2025**
**£**|2024
£|
|||**Due within one year**|||
|||Trade debtors|**17,960**|109,898|
|||Other debtors|**71**|1,940|
|||Prepayments and accrued income|**31,703**|76,688|
||||**49,734**|188,526|
||||||
||**17.**|**Current asset investments**|||
||||**2025**
**£**|As restated 2024
£|
|||Deposit accounts|**652,722**|718,355|
||||||
||**18.**|**Creditors: Amounts falling due within one year**|||
|||Trade creditors|**28,984**|35,117|
|||Other taxation and social security|**135,812**|81,253|
|||Other creditors|**8,518**|20|
|||Accurals and deferred income
**Prior year adjustments**|**79,197**|58,353|
||||**252,511**|174,743|
||||||
||**19.**||||
||||||
**44**
## **Notes to the Financial Statements for the year ended 31st December 2025**
|**f**|**or the year ended 31**|**Decem**
**st**|**ber 20**|**25**|||
|---|---|---|---|---|---|---|
|**20.**|**Statement of Funds**||||||
||**Statement of funds - current year**||||||
|||**Balance at 1**
**January 2025**
**£**|**Income**
**£**|**Expenditure**
**£**|**Tranfers**
**in/out**
**£**|**Balance at 31**
**December 2025**
**£**|
||**Unrestricted funds**||||||
||**Designated funds**||||||
||Fixed asset reserve|**2,171,002**|-|-|**151,164**|**2,322,166**|
||||||||
||**General funds**||||||
||General reserves
**Total Unrestricted funds**|**872,115**|**2,298,920**|**(2,375,069)**|**8,402**|**804,368**|
|||**3,043,117**|**2,298,920**|**(2,375,069)**|**159,566**|**3,126,534**|
||||||||
||**Restricted funds**||||||
||Cafe|**464**|-|**(214)**|**-**|**250**|
||Catering|**585**|-|**(164)**|**-**|**421**|
||Clients|**4,506**|**5,500**|**(237)**|**(4,673)**|**5,096**|
||Farm|**6,603**|**2,918**|**(2,358)**|**(6,962)**|**201**|
||Horticulture|**2,646**|**30**|**(565)**|**(695)**|**1,416**|
||RTU|**5,354**|**2,677**|**(2,893)**|**-**|**5,138**|
||Woodwork workshop|**1,446**|**185**|**(768)**|**-**|**863**|
||Dance and Drama|**44,770**|**100,711**|**(330)**|**(144,980)**|**171**|
||Other restrcited funds|**6,490**|**60**|**(929)**|**(2,256)**|**3,365**|
|||**72,864**|**112,081**|**(8,458)**|**(159,566)**|**16,921**|
||||||||
||**Total of funds**|**3,115,981**|**2,411,001**|**(2,383,527)**|**-**|**3,143,455**|
||||||||
**45**
## **Notes to the Financial Statements for the year ended 31st December 2025**
|**f**|**or the year ended 31**|**Decem**
**st**|**ber 20**|**25**|||
|---|---|---|---|---|---|---|
|**20.**|**Statement of Funds**||||||
||**Statement of funds - prior year**||||||
|||**Balance at 1**
**January 2024**
**£**|**Income**
**£**|**Expenditure**
**£**|**Tranfers**
**in/out**
**£**|**Balance at 31**
**December 2024**
**£**|
||**Unrestricted funds**||||||
||**Designated funds**||||||
||Fixed asset reserve|2,267,115|-|-|(96,113)|2,171,002|
||||||||
||**General funds**||||||
||General reserves
**Total Unrestricted funds**|978,393|2,058,874|(2,259,246)|96,094|872,115|
|||3,245,508|2,056,874|(2,259,246)|(19)|3,043,117|
||||||||
||**Restricted funds**||||||
||Cafe|464|-|-|-|464|
||Catering|585|-|-|-|585|
||Clients|4,734|-|(228)|-|4,506|
||Farm|94|6,509|-|-|6,603|
||Horticulture|4,091|-|(1,445)|-|2,646|
||RTU|4,818|1,200|(664)|-|5,354|
||Woodwork workshop|1,396|50|-|-|1,446|
||Dance and Drama|6,000|38,770|-|-|44,770|
||Other restrcited funds|7,414|152|(1,095)|19|6,490|
|||29,596|46,681|(3,432)|19|72,864|
||||||||
||**Total of funds**|3,275,104|2,103,555|(2,262,678)|-|3,115,981|
||||||||
**46**
## **Notes to the Financial Statements for the year ended 31st December 2025**
**20. Statement of Funds**
## **Statement of funds - (continued)**
## Cafe
Funds received to support the Charity’s Cafe which is open to the General Public as well as providing training and skills for our Day Service Customers.
## Catering
Funds received to support the Charity’s Catering Department providing the equipment that enables our Day Service Customers to learn and develop catering skills.
## Client
Funds received to support the Charity’s Day Service Customers and enable them to learn and develop their skills that they can use in every day life.
## Farm
Funds received to support the Charity’s Dales Farm; allowing us to enhance the facilities to provide training and opportunities to our Day Service Customers.
## Horticulture
Funds received to support the Charity’s Horticultural Department, by providing the tooling and other provisions to enable our Day Service Customers to learn and develop skills.
## RTU
Funds received to support the Charity’s Riding Therapy Unit to allow us to support our Day Service Customers and the Riders who attend the Centre to ride the horses as beneficial therapy.
## Woodwork Workshop
Funds received to support the Charity’s Woodwork Workshop allowing us to build, purchase tools and supplies to enable our Day Service Customers in learning woodwork skills.
## Dance and drama studio
Funds received to support the Charity’s Dance and Drama studio plans to provide our Day Service Customers with increased access and wider experiences.
## Other restricted funds
Other funds to support the Charity in other restricted projects.
## Fixed asset reserve
Representing the balance of fixed assets held by the charity.
## Transfers between funds
## Transfer 1
There was a transfer from a number of Restricted funds to the Fixed Asset reserves totalling £149,232, representing the amounts spent on the tangible fixed assets during the financial year in accordance with the restrictions.
## Transfer 2
There was a transfer from a number of Restricted funds to General reserves totalling £10,334, representing amounts spent during the year.
## Transfer 3
There was a transfer from General reserves to the Fixed Asset reserves of £1,932, representing a net increase in fixed assets over the financial year.
**47**
## **Notes to the Financial Statements for the year ended 31st December 2025**
|**f**|**or the year ended 31**|**Decem**
**st**|**ber 20**|**25**|||
|---|---|---|---|---|---|---|
|**21.**|**Analysis of net assets between funds**||||||
||**Analysis of net assets between funds - current year**|||**Unrestricted**
**funds 2025 £**|**Restricted**
**funds 2025 £**|**Total funds**
**2025 £**|
||Tangible fixed assets|||2,322,166|-|**2,322,166**|
||Current assets|||1,056,879|16,921|**1,073,800**|
||Creditor due within one year|||(252,511)|-|**(252,511)**|
||**Total cash and cash equivalents**|||3,126,534|16,921|**3,143,455**|
||||||||
||**Analysis of net assets between funds - prior year**||||||
|||||**Unrestricted**
**funds 2024 £**|**Restricted**
**funds 2024 £**|**Total funds**
**2024 £**|
||Tangible fixed assets|||2,171,002|-|2,171,002|
||Current assets|||1,046,858|72,864|1,119,722|
||Creditor due within one year|||(174,743)|-|(174,743)|
|||||3,043,117|72,864|3,115,981|
||||||||
|**22.**|**Reconciliation of net movement in funds to net cash flow from operating activities**||||||
||||||**2025**
**£**|2024
£|
||Net income/expenditure for the year (as per the Statement of Financial Activities||||**27,474**|(159,123)|
||**Adjustments for:**||||||
||Depreciation charges||||**179,244**|190,114|
||Dividends, interest and rents from investment||||**(36,532)**|(28,114)|
||Loss on the sale of fixed assets||||**2,877**|308|
||Increase in stocks||||**(1,063)**|(19,584)|
||Decrease/ (increase) in debtors||||**85,050**|(126,221)|
||Increase in creditors
**Net cash provided by/(used in) operating activities**||||**131,510**|46,423|
||||||**388,560**|(96,197)|
||||||||
||||||||
**48**
## **Notes to the Financial Statements for the year ended 31st December 2025**
|**f**||**or the year ended 3**|**or the year ended 3**|||**Dece**
**st**|||**ber 20**|||**5**||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|**23.**||**Analysis of cash and cash equivalents**||||||||||||||||||||||
|||||||||||||||||||||**As restated**||||
|||||||||||||||||**2025**|**£**|||**2024 £**||||
|||Cash in hand||||||||||||||**336,975**||||179,535||||
|||**Total cash and cash equivalents**||||||||||||||**336,975**||||179,535||||
|||||||||||||||||||||||||
|||||||||||||||||||||||||
|24.||Analysis of changes in net debt||||||||||||||||||||||
|||||||||||||**As restated at**||||||||**At 31 December**||||
|||||||||||||**1 January 2025**||||**Cashflows**||||**2025**||||
|||||||||||||**£**||||**£**||||**£**||||
|||Cash at bank and in hand||||||||||**179,535**||||**157,440**||||**336,975**||||
|||Current asset investments||||||||||**718,355**||||**(65,633)**||||**652,722**||||
|||||||||||||**897,890**|||||**91,807**|||**989,697**||||
|||||||||||||||||||||||||
|**25.**||**Pension commitments**||||||||||||||||||||||
|||||||||||||||||||||||||
|||The Charity operates a defined contribution pension scheme for its|||||||employees. Employer contributions|||||to the scheme during the year under||||||||||
|||review amounted to £41,964 (2024: £84,895)|||with £9,541 (2024:||||£7,361) payable|at the balance sheet date in|||||||respect|||of employer and||||
|||employee contributions. Pension costs are allocated to charitable||||||activities and support costs on the basis of the|||||||||activities the employee is|||||||
|||involved in.||||||||||||||||||||||
|||||||||||||||||||||||||
## **26. Operating lease commitments**
|||At 31 December 2025 the Charity had commitments to make future minimum lease|At 31 December 2025 the Charity had commitments to make future minimum lease|At 31 December 2025 the Charity had commitments to make future minimum lease|At 31 December 2025 the Charity had commitments to make future minimum lease|At 31 December 2025 the Charity had commitments to make future minimum lease|At 31 December 2025 the Charity had commitments to make future minimum lease|At 31 December 2025 the Charity had commitments to make future minimum lease|At 31 December 2025 the Charity had commitments to make future minimum lease|At 31 December 2025 the Charity had commitments to make future minimum lease|At 31 December 2025 the Charity had commitments to make future minimum lease|payments under|non-cancellable operating leases as|non-cancellable operating leases as|non-cancellable operating leases as|non-cancellable operating leases as|non-cancellable operating leases as|non-cancellable operating leases as|non-cancellable operating leases as|||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|||follows:||||||||||||||||||||
|||||||||||||||||||||||
||||||||||||||||**2025**|||2024||||
||||||||||||||||**£**|||£||||
|||||||||||||||||||||||
|||Not later than 1 year|||||||||||||**10,031**|||9,535||||
|||Later than 1 year and not later than 2 years|||||||||||||**8,249**|||5,796||||
|||Later than 2 years and not later than 5 years|||||||||||||**9,660**|||11,592||||
||||||||||||||||**27,940**|||26,923||||
|||||||||||||||||||||||
|**27.**||**Financial commitments**||||||||||||||||||||
|||There were no capital commitments at the balance sheet date (2024: £177,000).||||||||||||||||||||
|||||||||||||||||||||||
**49**
## **Notes to the Financial Statements for the year ended 31st December 2025**
## **28. Related party transactions**
No trustee received any remuneration from employment with the charity during the year under review nor the comparative year.
During the year under review 4 (2024: 5) members of the charity’s staff, identified as key management personnel, received employee benefits totalling £247,471 consisting of salary, employer’s national insurance and employer’s pension contributions (2024: £219,373). The charity reimbursed expenses and met costs on behalf of key management personnel incurred during the fulfilment of their responsibilities in the year totalling £Nil (2024: £1,256). The Charity’s key management personnel are included in the group life assurance plan for employees.
No donations were received from the charity’s trustees with conditions attached and donations totalling £Nil (2024: £62) were received from the charity’s trustees without conditions attached.
During the year one child (2024: none) of a trustee was employed on a part time basis and received employee benefits totalling £2,800 (2024: £Nil). During the year two children (2024: one) of key management personnel were employed on a part time basis and received employee benefits totalling £1,813 (2024: £578). In addition one (2024: two) other family member of key management personnel was contracted for various duties across the site and was paid £2,500 in total (2024: £3,888).
During the year, PH Buxton & Sons Ltd, of which a family member of a member of key management personnel is a director of, was contracted for various duties across the site and was paid £16,050 in total (2024: £Nil).
During the year, one (2024: none) trustee received a gift from the charity with a monetary value of £45 (2024: £Nil), as a leaving gift. No trustee received any other benefits with the charity.
There were no other transactions with related parties that require disclosure in the financial statements.
|**29.**||**Comparative statement of financial activities (including income and expenditure account)**|**Comparative statement of financial activities (including income and expenditure account)**|**Comparative statement of financial activities (including income and expenditure account)**|**Comparative statement of financial activities (including income and expenditure account)**|**Comparative statement of financial activities (including income and expenditure account)**|**Comparative statement of financial activities (including income and expenditure account)**|**Comparative statement of financial activities (including income and expenditure account)**|**Comparative statement of financial activities (including income and expenditure account)**|**Comparative statement of financial activities (including income and expenditure account)**|**Comparative statement of financial activities (including income and expenditure account)**|**Comparative statement of financial activities (including income and expenditure account)**|**Comparative statement of financial activities (including income and expenditure account)**|||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|||||||||||**Unrestricted funds**||||||||||||
|||||||||||||||||||||||
|||||||||||**General**
**2024 £**|||**Designated**
**2024 £**|||**Restricted**
**funds**
**2024 £**|||**Total funds**
**2024**
**£**|||
|||**Income and endowments from:**||||||||||||||||||||
|||Donations and legacies||||||||**20,948**|||**-**|||**40,501**|||**61,449**|||
|||Charitable activities||||||||**1,996,416**|||**-**|||**483**|||**1,996,899**|||
|||Other trading activities||||||||**11,338**|||**-**|||**5,697**|||**17,035**|||
|||Investments||||||||**28,114**|||**-**|||**-**|||**28,114**|||
|||Other income||||||||**58**|||**-**|||**-**|||**58**|||
|||**Total**||||||||**2,056,874**|||**-**|||**46,681**|||**2,103,555**|||
|||**Expenditure on**||||||||||||||||||||
|||Raising funds||||||||**4,044**|||**-**|||-|||**4,044**|||
|||Charitable activities||||||||**2,255,202**|||**-**|||**3,432**|||**2,258,634**|||
|||Total||||||||**2,259,246**|||**-**|||**3,432**|||**2,262,678**|||
|||||||||||||||||||||||
|||**Net income/ (expenditure)**||||||||**(202,372)**|||**-**|||**43,249**|||**(159,123)**|||
|||Tranfer between funds||||||||**96,094**|||**(96,113)**|||**19**|||**-**|||
|||**Net movement in funds**||||||||**(106,278)**|||**(96,113)**|||**43,268**|||**(159,123)**|||
|||**Reconciliation of funds**||||||||||||||||||||
|||Total funds bought forward||||||||**978,393**|||**2,267,115**|||**29,596**|||**3,275,104**|||
|||Net movement in funds||||||||**(106,278)**|||**(96,113)**|||**43,268**|||**(159,123)**|||
|||**Total funds carried forward**||||||||**872,115**|||**2,171,002**|||**72,864**|||**3,115,981**|||
|||||||||||||||||||||||
**50**
Ferring Country Centre Rife Way Ferring West Sussex BN12 5JZ
## T: 01903 245078
E: office@ferringcountrycentre.org
W: ferringcountrycentre.org
Charity Number: 297286
**Supporting People Living with Learning Disabilities**
Ferring Country Centre Limited Key Audit Findings For the year ended 31 December 2025
## Our values
Our values define who we are and how we do things. They reflect our attitudes and behaviours and represent a promise of quality, personal service and commitment to our clients, communities and colleagues. Collectively and individually, we aim to:
**Understand**
**Look ahead**
**Make it personal**
**Be crystal clear**
**Be human**
We’re curious, we We anticipate the We adapt to your We consult others We invest time in ask and we listen. future and plan for needs. Flexing our and give helpful building strong We put ourselves in it. Embracing the style to get the best feedback. Ensuring relationships with your shoes. benefits of outcome for every you know what’s you. Have a change. situation. going on and how it positive ‘can do’ impacts you. attitude and help you to grow.
## **Acting in the public interest**
We put the public interest at the heart of our decisions. We do what is right, acting with transparency, courage, and a firm sense of responsibility.
## **Our people do**
- Demonstrate independence of thought and action, even when under pressure.
- Keep in mind that our responsibility extends to shareholders, regulators, and wider society.
- Speak up when we see something that could undermine audit quality or public confidence.
- Apply professional scepticism consistently, maintaining a questioning mind.
- Provide robust challenge of management.
- Uphold integrity and objectivity in all we do.
## **Our people do not**
- Prioritise management’s demands over our professional responsibilities.
- Overlook issues that could mislead users of financial statements.
- Allow personal relationships, commercial interests, or convenience to compromise independence.
- Stay silent when faced with behaviour that threatens audit quality.
- Forget that public trust is the cornerstone of the audit profession.
## **Our awards**
We are regularly recognised and shortlisted in prestigious national, regional and industry awards. As well as receiving award recognition ourselves, it’s important to us to help recognise and award the successes and growth stories of other businesses. We regularly support and sponsor awards such as Kent MegaGrowth and Sussex Top50.
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
## **Index**
|||**Page no**|
|---|---|---|
|1.|Introduction and audit summary|1|
|2.|Audit report|3|
|3.|Key audit matters|4|
|4.|Data analytics|5|
|5.|Taxation|8|
|6.|Misstatements encountered during the audit|9|
|7.|The accounting and internal control systems|10|
|8.|Qualitative aspects of the Charity’s accounting practices and|11|
||financial reporting||
|9.|Other matters relevant to the audit|14|
|**Appendices**||||
|---|---|---|---|
|Appendix I|-|Other matters required by International Standards on|16|
|||Auditing to be communicated to you||
|Appendix II|-|Summary of adjusted misstatements|17|
|Appendix III|-|Summary of unadjusted misstatements|18|
|Appendix IV|-|Summary of recommendations regarding the|19|
|||accounting and internal control system||
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
## **1. Introduction and audit summary**
The purpose of this report is to bring to your attention our findings from the recent audit carried out on Ferring Country Centre Limited. We appreciate that you will already be aware of the majority of the matters contained in this report through earlier discussions you will have had with the audit team, but we hope that you will find this report a useful summary of those discussions.
We would like to take this opportunity to thank Hannah Tombs and Hazel Sheward for the assistance they have provided to us during the course of our audit.
Our audit has given us a unique opportunity to understand your activities and processes. We have used this opportunity to provide you a service that is of real positive benefit to you.
During the course of our audit work this year we have performed the following tasks which we hope that you will have found to have been of benefit.
- We have assisted you with the preparation of the charity’s financial statements and the trustees’ annual report, ensuring that they comply with all statutory requirements and with accounting standards, including the Statement of Recommended Practice “Accounting and Reporting by Charities”. In doing so we have ensured that the Charity has taken advantage of any accounting exemptions available to it so as to avoid any unnecessary over-disclosure of the Charity’s affairs that are not required to be published in publicly available financial statements.
- In order to be able to assist you with the preparation of the Charity’s financial statements we have highlighted to you misstatements in the accounting records discovered by our audit work and worked with you to ensure that where material these have been corrected. Further information related to misstatements discovered during our audit are set out in Section 6 of this report and supporting Appendices II and III.
- We have reviewed the accounting policies that you have selected to ensure that they are meeting best practice in accounting for the sector in which the charity operates.
- We have advised you of planned changes in legislation that may be of relevance to you in order that you may prepare for their implementation. These are detailed at Section 8 of this report.
- We have considered whether the charity’s activities could result in any liability to taxation, and suggested ways by which this potential liability could be avoided. For further details see Section 5 of this report.
- We have reviewed the Charity’s systems of accounting and internal control systems and made recommendations where these can be improved. These are detailed at Section 7 of this report.
1
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
- We have considered the Charity’s governance and compliance with elements of charity and company law, suggesting improvements that could be made. These are detailed at Section 8 of this report.
Should you have any questions regarding any of the issues raised in this report please contact Lucy Hammond as the partner responsible for the audit of the charity, or any other member of the audit team, who will be happy to provide further explanations as required.
## **Kreston Reeves Audit LLP**
Statutory Auditor April 2026
2
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
## **2. Audit report**
We can confirm that our audit has not revealed any matters which will require modifications to our audit report. Thus, at this stage we expect that an unqualified audit opinion will be issued.
This is subject to the satisfactory review of the following outstanding items:
- Review of updated Trustees’ Annual Report
- Receipt of outstanding bank confirmations
3
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
## **3. Key audit matters**
Key audit matters are those matters that, in our professional judgement, were of greatest significance in our audit of the financial statements. These include the significant risks of potential material misstatement that we identified during our planning of the audit and had the greatest impact on our overall audit strategy, which we advised you of in the Audit Plan issued to you prior to the commencement of our work.
We can now report to you how our audit addressed these areas of significant risk and the conclusions we formed.
## • **Income recognition**
There is a presumed risk of fraud and is automatically recognised as a significant risk.
We carried out a proof in total of WSCC income and performed analytical procedures to satisfy ourselves that income is within our expectations. We performed tests of detail on riding, website, grant and till sales and reviewed post year end transactions to satisfy ourselves that income is complete and recognised within the correct reporting period.
We identified no instances of misstatements due to fraud or error and conclude that income is not materially misstated.
## • **Management override of controls**
International Standards on Auditing require us to treat the management override of controls in place as a significant risk on all assignments.
We utilised audit data analytics and to identify high risk transactions that may indicate instances of management override of controls. We reviewed any high risk transactions identified and concluded on the reasonableness of these transactions.
We did not identify any instances of management override of controls and conclude that transactions are free from management bias.
## • **Laws and regulations**
Risk that non-compliance with applicable legislation may result in fines, withdrawal of grant funding and reputational damage impacting donations and other income.
We discussed current and potential litigation with management and obtained appropriate audit evidence of these matters. We reviewed accident logs for any instances of potential litigation. We also reviewed the minutes for any instances of non-compliance with other laws and regulations.
We identified no instances of non-compliance or any potential litigation which may require a provision or contingent liability.
4
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
## **4. Data analytics**
As previously communicated, we have used data analytics software to support our audit. Data analytics compliments our traditional audit methodology with a comprehensive, risk risk-based approach which through the power of computer assisted techniques examines 100% of the data population.
This risk-based approach is driven by a number of control points, and it is the weighting of these control points that determines the assessed risk of a transaction. As detailed in our Audit Plan, this is an area where management can have valuable input to identify potentially high-risk transactions. We have used our knowledge of the charity and the data analytics software to tailor the control points which has produced the following risk-based analysis.
## _Overview_
The Charity’s dataset has been analysed into the following risk categories:
5
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
The above graphs show the total number of transactions per month analysed by risk category. We expect a higher number of transactions in January 2025 and December 2025 due to the posting of opening balances and closing journals. We would therefore expect to see a higher volume of transactions in these periods but otherwise transactions spread regularly throughout the year.
## _Transaction review_
A number of transactions were flagged for review in relation to specific control points as follows:
## 1) Material value
- This control point sets the value for which transactions will be flagged which contain a value above the Charity’s assessed material value.
As you can see from the value of the 39 high risk transactions, which totalled £2.22m; many of these were flagged due to their size. Note this is the aggregate of all entries, not net impact on surplus/deficit.
Some of these transactions included postings to prepayments, deferred income and reallocations of salaries to departments. However, most of the high risk transactions were in relation to the posting of the income transactions. As these are posted with a number of lines due to allocations between departments this has meant that they have been flagged as high risk.
6
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
## 2) Unusual Flows
- A number of the transactions reviewed included month-end adjustments. These are often flagged because of the ‘unusual flow trigger point which is triggered when the adjustment includes areas of the accounts that wouldn’t normally be in a single transaction. So for example if a month end journal posts both accruals and prepayments this would likely be flagged, even though by themselves those transactions would not be considered high risk.
## _Summary_
A review of these journals did not highlight any inappropriate transactions or issues with cutoff, and all were found to be within the normal and expected course of business based on our knowledge of the charity’s operations, systems and the sector in which it operates.
7
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
## **5. Taxation**
As part of our audit, we have considered the charity’s exposure to taxation based upon the activities it undertakes and its various sources of income. We have concluded that the charity has no corporation tax liability for the year.
8
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
## **6. Misstatements encountered during the audit**
We are required to inform you of any misstatements within the financial statements presented for audit that have been discovered during the course of our audit. A number of such misstatements were discovered and following discussions with you and your staff the financial statements have been adjusted accordingly.
We also identified a prior year adjustment in relation to the fixed term deposit accounts over 90 days. These accounts do not satisfy the conditions for cash at bank and in hand per the SORP and have been reclassified as current asset investments. Please see Appendix II for details of the prior year adjustment and the reclassification of these accounts in the 2025 financial statements.
A full summary of adjustments made to the charity’s results during the course of the audit, including a reconciliation between your management information and the financial statements, can be found within Appendix II.
You should review these adjustments in order to satisfy yourselves that they have been properly made. Confirmation that you have done so should be communicated to us within the letter of representation.
In addition, an unadjusted misstatement was discovered during the course of our audit. Details of this can be found within Appendix III, including its potential impact on the financial statements. This does not include any misstatements discovered during the course of the audit which we consider to be trivial in nature.
9
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
## **7. The accounting and internal control systems**
We can confirm that we have found the charity’s accounting and internal control systems to be appropriate to the charity’s needs based upon the nature and complexity of your activities and the need for any systems to be cost effective. No matters have come to our attention during our audit to suggest that any serious error has arisen with these systems during the accounting period under review. Thus, we believe that the systems can be relied upon to produce financial statements that show a true and fair view.
There are, however, a number of suggestions that we have made regarding the accounting and internal control systems, and these are set out in Appendix IV.
Please note that the purpose of the audit was to enable us to express an opinion on the financial statements. Our audit did include consideration of internal control relevant to the preparation of the financial statements in order to design audit procedures that are appropriate in such circumstances, but not for the purpose of expressing an opinion on the effectiveness of the internal controls. The matters being reported to you are limited to those deficiencies that we have identified during our audit, which was conducted on a test basis, and that we have concluded are of sufficient importance to merit being reported to you, but this does not represent a comprehensive statement of all weaknesses which may exist in the accounting and internal control systems or of all improvements which may be made. We can only address those matters which have come to our attention as a result of the audit procedures which we have performed.
10
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
## **8. Qualitative aspects of the charity’s accounting practices and financial reporting**
As part of our audit, we have considered and reviewed the Charity’s accounting policies with UK Generally Accepted Accounting Practice, including the Statement of Recommended Practice _Accounting and Reporting by Charities_ (“the SORP”), and we have not encountered any material departures. In our opinion the accounting policies selected are appropriate to the circumstances of the charity.
_Future accounting changes – FRS 102_
FRS 102 is subject to a periodic review at least every five years, and the latest periodic review was completed in March 2024. The FRC has published amendments to FRS 102, which details a number of changes and amendments focused on updating accounting requirements to reflect changes in International Financial Reporting Standards (‘IFRS’), particularly with respect to revenue and leases.
The key changes are:
- A new Section 23 _Revenue,_ based on IFRS 15 _Revenue from Contracts with Customers_ and its five-step model for revenue recognition
- A new Section 20 _Leases_ , based on IFRS 16 _Leases_ which brings most leases onto the balance sheet
- Greater clarity for small entities in the UK applying Section 1A regarding which disclosures need to be provided in order to give a true and fair view
In preparation for these changes all charities should be asking themselves the following questions to identify where they may need to change their accounting for revenue or leases:
Revenue
- Do you have any income contracts that include multiple goods / services provided by the charity? If so, these will need to be unbundled and if you have different contract terms for different services provided, you will need to ensure that the right income recognition policy is applied to each service element.
- Does your finance team understand the five-step model?
## Leases
- Does your charity have operating leases?
- Do you have copies of all of your lease agreements?
- What break clauses / extension options are there and are this likely to be taken?
- Can any leases be fairly classified as low value / short term under FRS102?
- What discount rate will be used by the charity? Obtainable or incremental borrowing rate? Or rate of interest obtainable on deposits if no borrowing?
- Does your finance team understand the adjustments that will be required?
- What will be the impact on any loan covenants of bringing the operating leases onto the balance sheet?
Our FRS 102 webinar hosted on 16 May covered these topics and, though it was written with corporate entities in mind, would still be a helpful guide for charities.
Watch our FRS 102: Understanding the changes webinar on demand | Kreston Reeves
11
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
The effective date of these changes is for accounting periods beginning on or after 1 January 2026, with early adoption permissible. This means that they will first impact your financial statements for the year ended 31 December 2026.
## _Future changes – Charities SORP 2026_
The final version of the Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (Charities SORP 2026) was issued on 31 October 2025 and incorporates the above changes to FRS 102 as well as updates to a number of other areas.
The Charities SORP-making body have issued a summary-of-key-changes which sets out the nature of changes to each SORP module. Like FRS 102, the Charities SORP 2026 is effective for accounting periods beginning on or after 1 January 2026.
The new SORP sets out a new tier system with the disclosure requirements increasing depending on the size of your charity:
- Tier 1 - charities with income up to £500,000
- • Tier 2 - charities with income from £500,000 up to £15,000,000
- Tier 3 - charities with income from £15,000,000
Tier 1 reporting is applicable to all charities; tier 2 charities have extra disclosures to cover and then for tier 3 charities another layer of requirements is added.
The tiering is particularly relevant for the Trustees’ Annual Report section which introduces new and enhanced disclosures and where these are relevant for all tiers, further details are required by those in higher tiers. Updated requirements include:
- explanation of the nature and scale of volunteer activity;
- linking the review of activities to the analysis of expenditure in the SOFA;
- explaining the impact of material legacy accrued income;
- commentary on the impact of activities on beneficiaries and wider society;
- a reconciliation of net funds to free reserves; and
- consideration of principal risks to include environmental and cyber risks (tier 2 and 3).
Other key points to note are as follows:
- Income recognition – updated to comply with the amended FRS 102, the guidance clearly distinguishes between exchange transactions (which will use the 5 step model) and non-exchange transactions (eg legacies and donations which will not) and provides guidance on how to classify different types of grant income between these categories;
- Lease accounting – guidance on how to apply the FRS 102 revisions including for social donation leases at below market value;
- Disclosure of trustee and staff remuneration and related party transactions – this includes clarification of requirements which were often incorrectly disclosed;
- Events after the balance sheet date – includes examples relevant to legacies
12
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
- Statement of cash flows – in general, only Tier 3 charities are now required to prepare, but Tier 1 and 2 charities may be required where they do not meet the definition of a small charity under FRS 102.
There are a number of other changes that will apply to some or all tiers and we will provide more details on these in the coming months. These amendments represent significant change, and they will need to be considered in advance of their application. We will be happy to discuss these with you and the potential impact on your financial statements.
_Future changes to accounts, examination and audit requirements_
On 31 October 2025 the Department for Culture Media and Sport (DCMS) announced changes to accounting thresholds for charities in England and Wales. These changes aim to reduce costs and administrative effort for smaller charities.
These changes will not come into effect until at least 1 October 2026.
|**Requirement**|**Current threshold**|**New threshold from 30**
**September 2025**|
|---|---|---|
|Accounts must be
independently examined|Income over £25,000|Income over £40,000|
|Examination must be by a
professionally
qualified Independent
Examiner|Income over £250,000|Income over £500,000|
|Non-company charities can
choose to produce receipts
and payments accounts|Income over £250,000|Income below £500,000|
|Accounts must be audited|Income over £1,000,000 or
Assets over £3,260,000|Income over £1,500,000 or
Assets over £5,000,000|
|Group accounts must be
prepared and audited|Aggregate income of group
£1,000,000|Aggregate income of group
£1,500,000|
The audit threshold for Scottish charities currently applies to those with gross income of £500,000 or more but it is expected that this will rise to £1,000,000 in 2026.
13
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
## **9. Other matters relevant to the audit**
## _Charity Governance Code 2025_
The updated Charity Governance Code was released on 3 November 2025 and sets out eight universal principles of governance for charities and trustees to consider. It has been designed to help to shape a consensus of what good governance looks like.
Compliance with the Code is not a regulatory requirement; instead it is a practical tool for trustees to encourage discussion about standards, behaviours and processes. Whilst it gives helpful suggestions, it is less about setting rules to be followed and more the provision of a framework to help charity boards review and reflect on their own effectiveness.
For each principle the code summarises the key behaviours; suggested policy, processes and practice; and suggested evidence and assurance.
Demonstrating that your charity is meeting the Code’s eight principles will give your donors, funders and beneficiaries significant assurance that the charity is well governed.
## _- Charity Trustees Key governance responsibilities_
In February 2025 we hosted a webinar for Trustees which covered the following key areas:
- Trustee Board – skills and diversity
- 6 main duties of a Trustee
- Meetings and decision making
- Conflicts of interest
- Managing risks
- Making changes to your governing document
- Reporting to the Charity Commission
- Environmental and Social Responsibility
You can watch the recording of our webinar here.
## _Updated Charity Commission guidance_
In 2025 the Charity Commission published updated guidance on a number of areas which is designed to be more concise and easier to navigate:
- CC11 Trustee payments and expenses - no changes to the rules but guidance is now split into a range of trustee payment scenarios to better help trustees think through the issues and risks before deciding whether Charity Commission approval is needed.
- CC30 Finding new trustees - updated guidance issued to support inclusive recruitment, skills audits and succession planning and to emphasise clarity in delegation and decision-making roles.
- CC47 Raising a concern with the Charity Commission - refreshed guidance for individuals or organisations wishing to report misconduct or mismanagement which sets out clearer routes for whistleblowing and safeguarding concerns.
- CC7 How charities can make a moral or ex-gratia payment.
14
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
- CC20 Guidance for trustees about charities raising funds from the public.
We would also remind you that the Charity Commission have produced a series of **5 minute guides for Trustees** (Support for charity trustees) which you may find useful. These guides are designed to improve Trustees knowledge and understanding of their duties and of charity governance. They include topics such as delivering purpose, conflicts of interest, reporting information, safeguarding people, making decisions and managing finances.
_New Code of Fundraising Practice – Effective 1 November 2025_
The Fundraising Regulator released a new Code of Fundraising Practice (“New Code”) following a two-year review involving sector consultation. The New Code adopts a principles-based approach, replacing prescriptive rules to better support modern and emerging fundraising methods. The New Code is a much shorter version with easier navigation and now removes many of the previous detailed quoting of legal requirements and instead replaces these with references where applicable.
All charities who register with the Fundraising Regulator are committed to meeting the standards of the New Code. New areas include taking reasonable steps to protect fundraisers from harm and harassment, guidance on engaging with vulnerable individuals and conducting checks on large or unusual gifts.
Alongside the New Code, the Fundraising Regulator has released Code Support Guides which give detail and Top Tips on the following areas:
- Documenting your fundraising decisions,
- Due diligence and fundraising; and
- Monitoring your fundraising partners.
The New Code is not legally binding but the accompanying guides do include links to specific legislation which can be referred to when a charity is reviewing its fundraising practices. Remember that Trustees are ultimately accountable for fundraising practices even if the day-to-day operations are delegated to staff, volunteers or third parties. Fundraising should be a regular item on board meeting agendas to ensure Trustees have sufficient oversight.
Fundraising organisations should review the New Code and Code Support Guides and ensure their fundraising policies, procedures and all relevant communications are updated to ensure compliance here: New Code (effective 1 November 2025) | Fundraising Regulator
Our latest news and insights for the charity sector are updated regularly on our website here.
If you would like to receive our bi-annual newsletters and invites to charity future events, please subscribe here.
15
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
## **Appendix I – Other matters required by International Standards on Auditing to be communicated to you**
## _Audit report – further information_
Our audit report contains details of the scope of the audit of the financial statements conducted in accordance with legislative requirements and International Standards on Auditing. Further information on the scope of the audit is set out on the website of the Financial Reporting Council and can be found using the following link:
https://www.frc.org.uk/library/standards-codes-policy/audit-assurance-andethics/auditors-responsibilities-for-the-audit/
The original audit report will be signed by Lucy Hammond **,** being the Senior Statutory Auditor for this assignment, for and on behalf of Kreston Reeves Audit LLP. The financial statements incorporating the original audit report should be retained with the Charity’s other permanent documents. Copies of the financial statements that require a signed audit report, including for filing with the Charities Commission and/or Companies House, will be signed as Kreston Reeves Audit LLP as the statutory auditor.
Our audit report has been drafted in accordance with International Standards on Auditing and the latest guidance from the Financial Reporting Council and our Institute. This involves the inclusion of a paragraph which clarifies what our responsibilities as auditors are. It does not affect our responsibilities to the charity or yourselves, nor does it mean we would be unwilling to accept responsibility to any third parties, providing that our specific agreement to do so is obtained beforehand.
## _Independence_
We can confirm that we have re-evaluated our firm’s independence in connection with the audit and can confirm that we are not aware of any factors affecting our independence or objectivity and thus our ability to continue to act as auditor of the charity.
## _Letter of representation_
Before we can complete our audit we require from you a letter of representation on your headed notepaper. A draft version of such a letter accompanies this Memorandum. The letter will provide us with additional evidence in areas where we have relied upon representations from staff members during the audit. We suggest that this letter is signed by a representative member of the Board of Trustees and that you make your own enquiries of staff to verify that you support the representations that have been made.
## _Liability_
This report has been drafted solely to report to you as trustees matters in relation to our audit. It has not been drafted with any third parties in mind and thus must not be disclosed to a third party, or quoted or referred to, without our written consent. We do not accept responsibility to any third party in respect of our audit or this report.
16
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
## **Appendix II - Summary of adjusted misstatements**
|**Name**|**Account No**|**Debit**|**Credit**|**Net Income (Loss) Amount Chg**|**Net Income (Loss) Amount Chg**|
|---|---|---|---|---|---|
|Net Income (Loss) Before Adjustments||||27,472.00||
|Accrued Income|730||-53,742.00|||
|Deferred Income|810|53,742.00||||
|Audit journal - To net off income||||||
|posted to deferred income and accrued||||||
|income||||||
|||53,742.00|-53,742.00|27,472.00|0.00|
|Cambridge & Counties Bank 95 day 4.05%|1219||-106,517.00|||
|Aldermore 4.07% 1 year Fixed|1221||-125,366.00|||
|Cambridge & Counties 15033618 60-95-86 5.2% 1 Year|1222||-315,685.00|||
|United Trust Bank A/c 20211092 30-01-51|1211||-105,154.00|||
||1225|652,722.00||||
|Reclassify deposit accounts > 90 days||||||
|to current asset investments||||||
|||652,722.00|-652,722.00|27,472.00|0.00|
|Donated services|||36,519.00|||
|Donated services expenditure||36,519.00||||
|To recognise income from donated services and||||||
|equivalent expenditure in respect of activities funded||||||
|by WEA and WSCC||36,519.00|36,519.00|27,472.00|0.00|
|||||**27,472.00**||
|Prior year adjustment:||||||
|**Name**|**Account No**|**Debit**|**Credit**|**Net Income (Loss) Amount Chg**||
|Net Income (Loss) Before Adjustments||||-159,123.00||
|Cambridge & Counties Bank 95 day 4.05%|1219||-101,962.00|||
|Aldermore 4.07% 1 year Fixed|1221||-216,393.00|||
|Cambridge & Counties 15033618 60-95-86 5.2% 1 Year|1222||-300,000.00|||
|United Trust Bank A/c 20211092 30-01-51|1211||-100,185.00|||
||1225|718,540.00||||
|Reclassify deposit accounts > 90 days||||||
|to current asset investments||||||
|||718,540.00|-718,540.00||0.00|
|||||**-159,123.00**||
17
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
## **Appendix III - Summary of unadjusted misstatements**
|**Name**|**Account No**|**Debit**|**Credit**|**Draft Income (loss)**|**Amount Chg**|
|---|---|---|---|---|---|
|Draft Income (loss) Before Adjustments||||27,472.00||
|Repairs and Maintenance|340||(4,783.00)|||
|Buildings|600|4,783.00||||
|Audit Unadjusting journal - Item||||||
|found in R&M Review that required capitalisation.||||||
|Electrical installation w ork on carpark bollards.||4,783.00|(4,783.00)|32,255.00|4,783.00|
|||||**32,255.00**||
Above shows the effect on draft income (loss) if this journal was adjusted for.
We would request that you review these misstatements and consider amending the financial statements accordingly. If you decide not to amend the financial statements then your reasons for doing so should be communicated to us within the letter of representation.
18
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
## **Appendix IV – Summary of recommendations regarding the accounting and internal control system**
In order to assist management in using this report, we categorise our recommendations according to their level of importance:
**Importance 1** Major issues for the attention of senior management/potential significant implications for the charity
**Importance 2** Other recommendations to be dealt with **Importance 3** Minor points representing best practice
## **Capitalisation policy**
## _Nature of problem_
Whilst completing a review of the repairs and maintenance nominal we noted an item which was classed as a significant improvement and should have been capitalised totalling £4,783. We have raised an unadjusting journal for the capitalisation of this asset on the basis that it was immaterial to adjust the financial statements for. We also noted that the charity does not have a formal capitalisation policy.
## _Potential consequences_
Without a clear capitalisation policy, expenditure may be recorded inconsistently. This increases the risk of both overstatement of expenditure and understatement of fixed assets.
## _Recommendation for corrective action_
The charity should implement a formal capitalisation policy that sets out thresholds, definitions of capital expenditure, and accounting treatment. Staff responsible for processing invoices should receive guidance to ensure consistent application. Management should periodically review the policy’s effectiveness and compliance.
## _Management response_
A Capitalisation Policy will be drafted by HS and sent to the Board for approval. This will then follow the same review process as other organisational policies.
19
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
## **Updated contracts**
## _Nature of problem_
Whilst completing our testing of private day service income we were unable to obtain contracts or update letters for 4 individuals to verify the amounts charged.
## _Potential consequences_
This increases the risk that income has been incorrectly charged or misstated, resulting in income not being recognised in accordance with agreed terms. If material, this could lead to a misstatement of income and related debtors.
## _Recommendation for corrective action_
We recommend that management ensure current contracts or formal fee confirmation letters are in place for all individuals receiving private day services, and that these are retained and regularly reviewed. This will support accurate billing, strengthen internal controls over income recognition, and facilitate timely audit verification in future periods. We do note that there are currently plans to reissue new contracts to all private customers.
## _Management response_
The support manager will be drawing up contracts from May with the new amounts following the fee uplifts.
## **Donated services**
## _Nature of problem_
Whilst completing our minutes review we noted that there were donated services that could be measured that had not been accounted for in the financial statements, in accordance with the requirements of the SORP.
## _Potential consequences_
This results in an understatement of income and expenditure. This has been adjusted for 2025.
## _Recommendation for corrective action_
We recommend that the charity formally assesses all donated services received during the period to determine whether they meet the Charities SORP recognition criteria and, where the value can be measured reliably, recognises them as income with an equivalent expense in the Statement of Financial Activities (SoFA). We also recommend that a schedule of donated services is kept with individuals hours noted.
## _Management response_
We will keep an eye on this - thank you for bringing to our attention.
20
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
## **Purchase approval**
## _Nature of problem_
Whilst completing our purchase walkthrough testing, we noted that there was no evidence that the transaction we had selected, which was over £10,000, had been approved by the board in line with the purchases process.
## _Potential consequences_
Lack of documented approval weakens financial controls and increases the risk of ‑ unauthorised or inappropriate expenditure. It may also result in non compliance with internal governance procedures and could expose the charity to reputational or financial risks.
## _Recommendation for corrective action_
The charity should reinforce its purchase approval procedures by ensuring that appropriate authorisation is clearly documented for all high ‑ value transactions. We recommend that this is documented in the board meeting minutes.
## _Management response_
We will aim to ensure that we get written authorisations for any future transactions.
## **Cashing up sheet completion**
## _Nature of problem_
Testing of till sales found that several cashing up sheets were not completed in accordance with system requirements. Some sheets did not include the name of the individual completing them, and in certain cases the total boxes were left blank.
## _Potential consequences_
Incomplete or unsigned cashing up sheets reduce the audit trail and increase the risk of errors, omissions, or potential misappropriation of cash.
## _Recommendation for corrective action_
Staff involved in cash handling should be reminded of the required procedures for completing cashing up sheets. Management should consider introducing periodic checks to ensure forms are fully completed and signed, reinforcing accountability and improving the accuracy of till reconciliations.
## _Management response_
This has already been addressed as a new sheet has been designed and is already being used.
21
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
## **Recognition of accrued and deferred income**
## _Nature of problem_
Testing of accrued and deferred income identified an overstatement of £53,742 in each account. This arose from ECPRO sales for January 2026 being cancelled but not reversed against deferred income, resulting in both accrued and deferred income being recognised. Additionally, WSCC income received for services to beneficiaries had been posted to accrued income instead of offsetting against existing deferred income.
## _Potential consequences_
Incorrect treatment of accrued and deferred income can lead to material misstatement of year ‑ end assets and liabilities, distorting reported financial performance.
## _Recommendation for corrective action_
Regular reconciliations between deferred income, accrued income, and supporting schedules should be performed, with supervisory review to identify and correct mispostings promptly.
## _Management response_
This was a one off situation due to WSCC paying in advance and it was felt it was better to separate but will bear this in mind for the future.
## **Fixed asset register**
## _Nature of problem_
It was identified during our testing that assets on the fixed asset register are not identifiable given the level of detail on some entries. This indicates that there are likely other fixed assets recorded on the fixed asset register that the Charity no longer possesses.
## _Potential consequences_
Keeping old assets on the fixed asset register which are no longer in use, including those with nil NBV, will cause a misstatement within the fixed asset note of the financial statements (for the cost and accumulated depreciation figures) and hence misrepresent the total cost of assets still in use by the Charity.
## _Recommendation for corrective action_
We recommend a general review of the fixed asset register is carried out and relevant items be disposed of. We also recommend that locations are added to assets to make them easily identifiable.
## _Management response_
This has already been addressed as FAs have now been added to Xero. This was a historical issue.
22
## **Ferring Country Centre Limited**
## **Key Audit Findings For the year ended 31 December 2025**
## **Disposal of Fixed Assets**
## _Nature of problem_
Whilst completing our fixed asset disposal testing it was noted that for sales of certain assets, no sales invoice was raised and sent to the recipient of the asset.
## _Potential consequences_
The absence of a sales invoice for disposal proceeds increases the risk that gains or losses on disposal may be misstated and debtor balances may be inaccurate. It also weakens internal controls over asset disposals and may lead to incorrect VAT treatment where VAT is applicable on the sale of assets.
## _Recommendation for corrective action_
Management should strengthen controls around asset disposals to ensure that all proceeds are supported by an appropriately raised sales invoice. This could include implementing a disposal checklist, ensuring finance review of all disposal documentation, and reconciling asset disposals to invoices raised on a periodic basis.
## _Management response_
##
## **Pension Differences to Direct Debit**
## _Nature of problem_
When performing our walkthrough, it was noted that the payment of pensions paid to the pension provider for Feb-25 was underpaid by £8.33. While this is trivial this should be picked up upon payroll reviews prior to payments.
## _Recommendation for corrective action_
Management should reconcile total payroll reports figures to bank payments to ensure any differences are picked up and promptly paid. Prior to payment it would also be useful to ensure appropriate payment details are checked against payroll when this is reviewed.
## _Management response_
This has been addressed and we are hoping to gain more control over the pensions as we wish to bring the payroll in house by the end of the year.
23
## **London**
2[nd] Floor 168 Shoreditch High Street London E1 6RA
+44 (0)20 7382 1820
## **Canterbury**
37 St Margaret’s Street Canterbury Kent CT1 2TU +44 (0)1227 768231
## **Brighton**
Nile House, Nile Street Brighton East Sussex BN1 1HW +44 (0)1273 811000
## **Chichester**
9 Donnington Park 85 Birdham Road Chichester West Sussex PO20 7AJ
+44 (0)1243 787627
**Chatham Maritime**
2[nd] Floor, Maritime Place Quayside Chatham Maritime Chatham ME4 4QZ +44 (0)1634 899800
## **Horsham**
Springfield House Springfield Road Horsham West Sussex RH12 2RG
+44 (0)1403 253282
**Discovery Park**
Innovation House Ramsgate Road Sandwich, Kent CT13 9ND +44 (0)1304 249476
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