## **inHope (Bristol) Limited** 

## **FINANCIAL STATEMENTS** 

## **31 MARCH 2025** 

**Company Registration Number 02214814 Charity Number 298528** 



**inHope (Bristol) Limited** 

## **FINANCIAL STATEMENTS** 

## **YEAR ENDED 31 MARCH 2025** 

|**Contents**|**Pages**|
|---|---|
|Chair of Trustees’ Report|1|
|Trustees’ Annual Report|2 – 20|
|Reference & Administrative Information|21 - 22|
|Independent Auditor’s Report|23 - 25|
|Statement of Financial Activities|26|
|(including Income and Expenditure account)||
|Balance Sheet|27|
|Cash Flow Statement|28|
|Notes to the Financial Statements|29 - 39|





## **inHope (Bristol) Limited** 

## **CHAIR OF TRUSTEES’ REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

This report is presented to you at a time of significant change within our charity.  Not only have we faced a year in which the organisational structure has undergone a thorough redesign with considerable readjustment for our staff, we are also in the process of replacing two of our senior employees.  Our Chief Executive Officer of ten-and-a-half years, Jonathan Lee, is moving on to a new charity in another area of England, leaving us at the end of September.  At the same time, we will be saying goodbye to our Head of Finance and Operations, Ruth Nott, as she and her husband move to pastures new.  We are incredibly thankful for all that Jonathan and Ruth have done during their time at inHope and for their respective roles in bringing the charity through the challenges of years past to a much better place. 

The Board of Trustees are currently in the process of finalising the arrangements for the interim period and recruiting to both senior roles.  Although this creates some instability in the short term, we have confidence that, as God is our provider, we will find others who combine a passion for our work with the gifts and skills required to fulfil these essential and pivotal roles. 

As you read the report that follows, you will find many examples of how our services have been managed and maintained by staff and volunteers during the last 12 months.  We, the Board of Trustees, are immensely grateful to all those that have been involved without whom we simply could not serve those in need in our city of Bristol.  We look back at the year past with thanks for all that has been given, whether in time, effort, prayer, gifts or funds and are aware that the generosity of others allows us to continue in our provision of services that are so important to our clients. Our prayer is that we will be able to continue this vital work over coming years in a way that has an increasingly positive impact on the lives of those that we seek to serve, helping them to move on in their own lives to a better place. 

Lindsay Smith 

Chair of Trustees, August 2025 

1 



**inHope (Bristol) Limited** 

## **TRUSTEES’ ANNUAL REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

## **Objectives and Activities** 

“Where there is no vision, the people perish…” Proverbs 29:18 

Because of the challenges of rising operational costs, increased and exaggerated demands for services, and changes in funding landscapes, inHope has been faced this year with not only the prospect of falling reserves, but without appropriate action, even the possibility of insolvency. At the same time, Trustees and Senior Managers had been concerned that the transition from an organisation offering several discrete, and to an extent, unconnected services, to a charity able to take service users from whatever position they were in, on a more connected path to a stable lifestyle, could be progressing with more purpose. Addressing these two issues has been the thrust of the Board’s work since April 2024, and the words of King Solomon sum up the approach we have taken. We needed a vision of what the charity could be like, and how we could bring about the necessary transition without alienating our staff, partners in the charity section, supporters, and most of all, service users. 

The infographic below illustrates how we sought a joined-up charity offering routes to a more stable lifestyle, no matter what the entry point is for a client. 


inHope’s vision is of communities where everyone can reach their God-given potential, free from injustice and insecurity. We exist to help people overcome insecurities such as homelessness, hunger, addiction and poor mental health. These insecurities are often caused by injustices such as insufficient housing, limited access to food, poor employment, discrimination and abuse. Every individual person is unique. By offering help to enable people to overcome insecurities and challenging the root-cause injustices, we hope to free people to reach their God-given potential. Our strategic picture above illustrates the contribution that inHope offers to people as they overcome the injustices they experience. For each individual and for whole communities, we offer vital support that helps them to reach their own God-given potential. 

Over the last year, we have been considering how best to achieve this, seeking to ensure that people can access the full range of services that they need whilst also reducing the financial pressures that the charity is facing. We recognised that the benefit to service users might be improved with better outcomes if all our services were accessible in every inHope space. From this came a renewed look at our Theory of Change, in which we set out clearly our intended impact, outcomes and detailed outputs for our given target groups. This is shown in the chart below. 

2 



**inHope (Bristol) Limited** 

## **TRUSTEES’ ANNUAL REPORT** 

## **YEAR ENDED 31 MARCH 2025** 


The Board commissioned our CEO and Senior Management Team to design a new team structure that would achieve these aims. The result of much thought, prayer, consultation and many meetings, was a re-designed organisational system that will substantially change the way in which staff and volunteers work.  The new structure, which commenced operation at the beginning of April 2025, will enable inHope’s staff to work across each of our venues – the Wild Goose, Spring of Hope, Life Recovery, the South and East Bristol Foodbank outlets, and Hope into Action houses. This will enable service users to access the full range of support available through inHope to meet their interconnected needs. 


On Tuesday 1st April 2025, our service staff began working in four teams, as shown above in blue, which each work across all services, led by a newly appointed Head of Services. 

Provisions Team – Bringing together all our practical provision, particularly food; they source, transport, store and distribute food and practical items. 

3 



## **inHope (Bristol) Limited** 

## **TRUSTEES’ ANNUAL REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

Shelter Team – This refers to the places of safety where clients can access support and activities in environments that help them process their experiences and trauma, including running the women’s night shelter at Spring of Hope. 

Client Pathways Team – Supporting service users on their own journey of recovery and growing resilience. Whilst clients might come to inHope needing a crisis intervention, the Client Pathways Team work in each of inHope’s spaces to help people move away from their crisis, through developing life skills, improving their financial position, accessing housing or recovering their health and wellbeing. 

Housing (Hope into Action: Bristol) – This team was established when we took on the franchise from Hope into Action UK, to provide housing across the Bristol region. The team has not changed but works in closer collaboration with the other teams to enable tenants to access inHope services and to foster tenant referrals internally. 

Thus, staff members were no longer asked to work in a particular project but to work towards a set of outcomes, working out for themselves how and in which venue those would be best achieved. For some this initially felt awkward but after the first months of operation the teams are settling into this new way of working. Trustees are grateful for, and would like to document, the positive attitude shown as this redesign has become a reality; change is never easy and yet our staff members have worked hard to adapt. In addition, we are grateful for the hundreds of volunteers who give many hours to make this charity work as it does, and, of course, for the generous donations which have been simply staggering at times. Local businesses have also given a great deal of support, including workdays and match-funding for the “Big Give”, and for all this we are truly grateful. 

One of the results of the restructure process was the reduction of staff which included redundancy for three staff members. We were sad to say goodbye to those leaving and are very grateful for their significant and lasting contributions to the work of inHope. 

Happily, the year of planning has not interrupted the services inHope has delivered to its clients. The activities, while they continued as the five projects of inHope continued to serve those who most need us in the Bristol area. 


To those who are rough sleeping, sofa surfing, living in temporary accommodation or whose income is insecure, inHope has provided practical, immediate help. The Wild Goose has given tens of thousands of hot, nutritious meals as well as essential items such as sleeping bags, toiletries, clothing and facilities like showers, laundry and access to IT. Clients have commented, “Getting clothes is a great help.” and “Hot meals are important. You can’t live off soup and sandwiches.” 

The Spring of Hope, Bristol’s only night shelter for women, has opened every night of 24/25, even on Christmas Day, with an increasing range of daytime activities. It has offered a safe emergency space for women who are rough sleeping, escaping domestic violence or living with trauma. Comments such as “I know there’s a safe place to go”, and “There’s feelings of safety, belonging and being cared about” speak of the emotional needs being met, and of the provision of much more than a place to stay. 

Life Courses continued, with virtually all those who completed the course reporting improved physical health, mental and emotional wellbeing, improved life skills, sense of spirituality and greater hope, while achieving more meaningful use of time and improved social networks. A large majority also reported an improvement in their addiction recovery. 

4 



**inHope (Bristol) Limited** 

## **TRUSTEES’ ANNUAL REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

The South and East Bristol Foodbank, with its seven outlets, has been as much in demand as ever, with emergency food parcels being given to thousands of people, feeding thousands of children and adults in the Bristol area. Support workers have been able to point clients to other services and help clients progress in their own ways, to improve health and wellbeing as well as personal finances. Often responses arrive after a visit, such as this one: “Thank you for the information and for helping me today. Just unpacked my food bags and I’m so grateful for the food and help I received today”. 

InHope has continued to administer the Bristol Churches Shelter, providing a room, food and other support for those with no place to stay over the cold winter months. Nearly 200 volunteers from local churches again made sure that guests received more than just accommodation, resulting in the great majority of guests moving on to more stable places to stay. One guest commented, “I was sleeping rough and felt down. Since being at the shelter, I have gained family. I could wash my clothes and have my own space. I feel I can stand on my own feet now”. 

A safe, stable home is the foundation for rebuilding a life. For people facing homelessness, having a place to call home means more than shelter, it’s a place that offers security, a sense of belonging, and the chance to reconnect with community. InHope’s Hope into Action: Bristol team works in partnership with local churches to provide accommodation. Now in its third year of operation, Hope into Action: Bristol has enabled tenants to live sustainably in a small community, engage with employment, education or training and eventually to move on to permanent accommodation. Investors are raising funds for a fourth house. One tenant said, “Thank you to everyone who is helping me and to Hope into Action for this new place to live. During my time here, I’ve done some volunteering with a local charity, working on a van collecting furniture. It was hard, physical work, but it was good, and I really enjoyed it”. 

As a Board, we would like to place on record our sincere thanks for the hard work, skill, dedication and generosity of our staff team, who have maintained services during 2024/25; for the volunteers, who gave over twenty thousand hours of service during the year; for businesses who partnered with inHope by workdays or by matched funding. We would also like to thank the individuals from churches around Bristol who support our work. 

## **Achievements and Performance** 

The South and East Bristol Foodbank has provided 15,293 three-day emergency food parcels, to 7,334 people including 2,648 children. There were 2,038 instances of essential products such as toiletries and nappies being given to those who needed them. Financial support in the seven outlets has been considerable. 534 received support with energy costs, water bills or other advice, and we know of 227 who have gained income. Meanwhile 59 people have benefited from a combined total debt of £61,340 being written off, which contributed to the total value of income saved, costs reduced, or debts written off, being £744,160. Often, the support comes in the form of helping people in crisis to know who is best to contact and how to do it. As one client noted, however, personal, committed friendship is also on offer. She said, “The many meals and essential items which foodbank have provided for me when I had no-one else to turn to is only part of how they helped me. They took the time to compassionately and sincerely take a genuine concern in my personal problems”. 

5 



**inHope (Bristol) Limited** 

## **TRUSTEES’ ANNUAL REPORT** 

## **YEAR ENDED 31 MARCH 2025** 


The Wild Goose has been open on four days a week, offering breakfast, morning activities and lunch. Tuesdays continue to be set aside for deep cleaning, teamworking and staff training. In all, 22,554 hot and nutritious meals were served, and average of 129 per day. 3386 instances of practical help were given, including access to IT, showers and laundry. Activities included games, haircuts and even the beginnings of a choir. We have been grateful to be able to use the facilities of Trinity Arts Centre and Stapleton Road Chapel. The Wild Goose Manager wrote, “There has been some real breakthrough work with service users this year. We have worked with other day centres and key partners to improve the quality of people’s lives through homelessness interventions, help with healthcare and emotions, and 

support around debt and benefits. These have included regular visits to the Wild Goose from NHS nurses to provide Hepatitis C testing, liver screening and Covid and Flu vaccines. Also, this year we’ve had an optician on site providing free eye tests and NHS glasses when needed.” The Wild Goose has hosted catering students from Sixteen Cooperative, who provide specialist job coaching for people with additional needs or autism. We’re very happy to provide a supportive environment where they can learn new skills for their future career. 

Spring of Hope Women’s Shelter has provided short-term support and refuge for homeless and vulnerable women in Bristol. It is a non-commissioned referral service, providing shelter, short-term accommodation, and hope for women in their moment of crisis, when they have nowhere else to go. Our team of female staff and volunteers advocate for women, walking alongside them to help them get to a place where they can engage with specialised agencies who can offer longer-term support. Opening every night of the year Spring of Hope has hosted 111 women, a total of 1,847 bed nights in a supervised, safe, warm and compassionate environment, where women have started to heal from trauma and to work with agencies to find longer-term accommodation. At the same time, they have been provided with laundry services, haircuts, beauty therapy, and health and wellbeing sessions. 

In September, we were part of the first ever female homelessness census in Bristol. Every year, data is collected about people who are rough sleeping across England. Women are underrepresented in this data, despite research, lived experience and services telling us that women are some of the most vulnerable within the rough sleeping population. The census aims to bring visibility to the experiences of women who are rough sleeping and may not be represented in data, policy or services. 

The Life Course is a free and unique 18-session programme to support people in recovery from the causes and impact of addiction. It has been developed over several years to meet those struggling with the effects of addiction and is used not only by inHope, but by other groups around the country. Its impact is very strong - of the 18 people who went through the course during 2024/25, over 85% reported the experience had helped stabilise or improve their physical health, improved their emotional wellbeing, improved their life skills, their meaningful use of time and social networks. All reported that the course had improved their sense of spirituality and given them greater hope for a better future. 

Hope into Action: Bristol now leases three, three-bedroomed houses from investors drawn from churches around Bristol. In these houses tenants are given support by teams from local churches and our own empowerment workers, and having the stability of a medium-term address, can develop other aspects of their lives, such as employment. During 2024/25 the focus of this work has been on finding tenants who would most benefit from such provision. Ten people were supported in this way during the year. Two have already moved 

6 



## **inHope (Bristol) Limited** 

## **TRUSTEES’ ANNUAL REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

on to permanent accommodation. Eight became involved in some form of employment, education or training. At the time of writing all the houses are fully occupied and clients are successfully maintaining their tenancies. Progress is being made towards funding the purchase of a fourth house. 

The Bristol Churches Shelter provided accommodation for 31 guests over the cold winter months, when sleeping on the streets can be deadly, giving not only shelter, but also food and support. The average length of stay for individual guests was around a month and a half, before they moved on. Each guest worked with agencies to find longer-rem accommodation and the result has been that 26 of the guests were able to achieve a positive move on.  189 volunteers from 17 local churches helped to make their stay comfortable. Southville Guest House was block-booked again for this purpose.  The property has nine bedrooms and five bathrooms and is located approximately a mile from the City Centre with an owner sympathetic to the project’s ethos. BCS was awarded funding from Bristol City Council to block book all nine rooms for five months from November to March. 



Our co-ordinator says, “When they arrive, (our guests) are overwhelmed to receive a warm welcome, and to see their rooms and washing facilities”. 

7 



## **inHope (Bristol) Limited** 

## **TRUSTEES’ ANNUAL REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

BCS had sole use of the guesthouse which included use of a large storeroom and a kitchen/dining area, in which the guests could eat communally, and engage with staff and volunteers. The Senior Coordinator reported, “It has been such a blessing to see guests move forward in their lives and start to hope again. Some of the guests arrived appearing very low and quiet and throughout their stay we were able to see the change in them becoming happier, friendlier and more at peace with themselves. This has been a productive winter, and I look forward to the next winter in which we hope to have funding to run BCS at the same guest house for five months.” 

Alongside the grant funding for the service, further donations will be required to cover future operational costs. The full running costs of this particular service are not borne, or underwritten, by inHope. In the past, generous donations from a range of people and churches have enabled the service to operate. 

## **Roles of Volunteers** 

InHope could not function at all if not for a large team of volunteers, who, week after week, make a difference in their community. The contribution that they make is enormous, whether providing a listening ear, lovingly preparing a food parcel for a family, cheerfully serving a hot meal to someone experiencing homelessness, or meticulously cleaning a bedroom for women staying at Spring of Hope. In 2024-25 no fewer than 369 people gave their time to inHope as volunteers, driving vans, serving food, leading foodbank outlets, running group activities, serving as engagement helpers in the Wild Goose, Spring of Hope, in the Bristol Churches Shelter or in or houses for the tenants of Hope into Action: Bristol,  acting as peer-helpers, doing housekeeping in Spring of Hope, offering their services as photographer or videographer, helping with volunteer administration, carrying out maintenance, acting as Trustees, or giving their time in many other ways. 

In all, we have calculated their 22,085 hours of service, even rated at the national Minimum Wage would amount to over £278,000. This is not to undervalue the time of those giving professional help on a pro-bono basis such as in staff training for the changes of structure. We are grateful for every volunteer and glad that comments coming back from them are so positive. One reported, “Volunteering has given me a new perspective of what life can be like for others. I enjoy working as a team with like-minded individuals”, while another said, “Being involved gives me a great feeling of being useful and mixing with everyone – both volunteers and foodbank users – is rewarding for social interaction”. Seeing problems being solved is a positive experience, and one volunteer remarked, “I am happy when I see somebody being helped. Besides, I can have fellowship with other brothers and sisters in that session. It is wonderful and a blessing”, while another just said “It makes me feel better about my day”. 

2024/2025 has been another year in which businesses have partnered with inHope in our work to create communities where everybody can reach their God-given potential.  Over the year 72 businesses were involved in this way. 158 staff members, from 16 different businesses volunteered 632 hours, cleaning, or serving food. Nine local businesses pledged to support our “Big Give” Christmas Appeal, providing matched funding that helped to raise £128,000 to support people experiencing food shortages and homelessness during the Winter months. Cashless giving points have continued to attract donations within Boston Tea Party coffee shops across Bristol. InHope was also grateful to receive gifts in kind from some businesses. Rug Doctor donated a full set of carpet cleaning equipment, with stocks of cleaning products. John Lewis gave a bed and a mattress to Spring of Hope. Costco continued to provide daily surplus food and many supermarkets host food collection bins where shoppers can donate items to Foodbank. Burges Salmon and Osborne Clarke have provided meeting rooms of which the Senior Management Team have made much use. For some staff from these businesses, the experience of volunteering at inHope gives a renewed outlook. As one volunteer said, “It’s been humbling, … realising I have little to worry about in life.”, while another reported, “It’s been a really valuable half day, I’d do it again any time”. Such opportunities also help spread an understanding of the needs of people in Bristol and the work done by inHope to meet those, and one volunteer commented, “inHope’s a great organisation, offering a vital community service”. 

While inHope achieved Investors in Volunteers accreditation in 2022, it is now time to renew that accreditation, and it is felt that this is the right thing to do, to show that the charity cares about conditions, trust and tasks 

8 



## **inHope (Bristol) Limited** 

## **TRUSTEES’ ANNUAL REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

allocated to our volunteers, and that they are truly valued. Work towards a renewal of our accreditation has begun. 

Many others have supported our work in various ways. Some have taken part in events such as the Bristol Half Marathon and asked for sponsorship. Some, including young people, have made things to sell, while 33 households took part in the “Wild Goose Chase” and collectively raised nearly £1,500. Our supporters also took part in the annual sleepout, raising sponsorship to the tune of over £13,000. We would also acknowledge and thank those who faithfully prayed for our work, passed our newsletter, “Streetwise” to friends and family, or followed inHope on social media, sharing our posts with their connections. 

## **Training** 

In preparation for working with the new structure, staff and Trustees underwent substantial training. For Trustees, this included briefings from senior staff about how the new-look organisation would differ from previous systems, and frequent updates concerning the progress of appointments. All this was preceded by a very detailed planning chart giving dates around the consultations with staff whose role was at risk of redundancy, and the redeployment process. Trustees were kept fully informed and were involved in the interview panel for the senior management appointment. In an informative morning away, Trustees were able to discuss many of the implications of the changes, and how the Board would evolve to reflect the new structure. 

Senior staff benefitted hugely from training provided by a supporter, who is a professional organisational development consultant. Pro-bono support was provided for one day a week through March and into May 2025. We are grateful for this very generous help. His sessions allowed members of the new Senior Leadership Team to understand and plan their new roles. Other staff whose roles were changing, were also helped in this way. 

Members of staff have taken full advantage of the Flick e-Learning package on offer, with individuals working through courses on Adult Safeguarding Levels 1 and 2, Health and Safety, Cyber Security, Equality and Diversity, Fraud Prevention, Whistle Blowing, Domestic Abuse, Drug and Alcohol Awareness, Lone Working, Data Protection and GDPR. Meanwhile full staff monthly training has covered Safeguarding, Modern Slavery, Understanding Team Culture, Women in Leadership Roles and Reflective Practice. 

Four Team Leaders and one member of the Income Team underwent a five-day Leadership and Management training course in preparation for the new structure. One staff member trained in leading Motivational Interviewing, two Senior Leaders attended Homeless Link Conferences, while one Service Manager completed the Homeless Link Leadership Course, and another Senior Leader completed NCVO Leading on Purpose training course. Shorter bespoke training courses covered subjects such as Universal Credit, Supported Accommodation, Providing Good Clinical Supervision and a Grant Writing Masterclass. 

Training of volunteers has been limited to inductions (which included Safeguarding) and on the role training for specific tasks. 

## **Public Benefit** 

The Trustees have complied with their duty under the Charities Act to have due regard to the public benefit guidance issued by the Charity Commission. 

Lives that are ‘out of order’ do not benefit society. Everyone deserves to be kept safe, warm and wellnourished, but in achieving that for a significant number of people, there is a considerable cost. While people’s lives are unstable it drains the country’s social and health services, while anti-social behaviour can cause fear in some surroundings, and there is currently widespread worry about the cost of living. 

9 



## **inHope (Bristol) Limited** 

## **TRUSTEES’ ANNUAL REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

Perhaps the most notable aspects of the work of the Foodbank have been the increased demand, and the desperate situations in which our service users find themselves, illustrated by the comments below. 

“I used to give money to charity. Now I can’t afford to. Now I am a charity.” 

“My bills are so high – electricity and gas. I can’t pay my bills and also buy food. After bills we have nothing much left. This is why we are forced to seek help from the Foodbank.” 

“I have a disabled child and therefore we use more electricity and water, making the bills even higher. This is my problem – I don’t have enough money to pay the bills.” 

“Everything increases in price, especially food, petrol and electric. I’ve been in a hostel for almost a year because I can’t afford rent.” 

“I’m not getting the support I need after having a stroke. Lack of support from universal credit and PIP systems are causing me stress at a time when I really need to keep my blood pressure low. I’m focused on getting better but financially I’m sinking.” 

The sheer numbers of people helped by food parcels tell their own story of public benefit, but when each one is considered an individual, that makes the work of the foodbank invaluable. 

Drug addiction can destroy a life. At the Life Course, people, including those who have been, or still are struggling with substance abuse are given help towards more sustainable lifestyles.  One of them, Jess (pseudonym), told us her story. As a teenager she progressed from alcohol, through cocaine and eventually became addicted to ketamine. Despite bladder and kidney infections, ‘k’ cramps, frequent nosebleeds and deteriorating eyesight and hearing, she struggled to stop. Her recovery began with courses from the Bristol Drugs Project, then she joined the Life Course at inHope, being helped by our Group Facilitator. Jess’s confidence has grown, and she is beginning to see a life beyond addiction. It’s not been plain sailing, but she is committed to recovering and is humble and willing to learn and grow. One day Jess hopes to help others facing similar challenges. 

Beyond figures, inHope’s work is with individuals, and we are hearing stories such as that of Alan (pseudonym). In his forties, Alan came to the Wild Goose for food, showers, laundry and a haircut. Unable to live with his parents because of a violent disagreement with his stepfather, he has been sleeping rough, or in hospital A&E departments, spending his days in the Central Library to try to keep warm. Bristol City Council allocated a Housing Officer to him but being a single male with no health problems he was at the bottom of the queue. Eventually Alan found voluntary work and a place to stay, but we still see him. He says, “I still come to the Goose for a haircut, and I’m always offered a meal. The best thing about the Goose is you’re really welcoming. I think the staff are brilliant, to be honest. Every time I come in you know my face and my name. I’m recognised. I can talk to you. You genuinely care. You give me faith that there are good people out there. There aren’t a lot of places during the day that offer hot food, so it’s good that you’re here. When I get back on my feet I want to come and help and give back. I’m grateful for what you do. A lot of people appreciate what you do. There are so many people who’re reliant on you. I know it’s hard with funding, but you guys continue to do it, and it’s genuinely appreciated”. 

In our move towards helping people not only in their crisis, but also to find a path out of it, it has been encouraging to see the progress of the tenants in our Hope into Action: Bristol houses. Bob (pseudonym) is one such tenant. He has three children from a past relationship, and had a job, where he worked night shifts. The breakup of a further relationship left Bob homeless, and though he worked at night, he slept during the day in a small tent, pitched in a wood. Having nowhere to store food, he bought what he needed daily, and this was expensive. After eight months of this he was found by St Mungo’s and directed to the Bristol Churches Shelter. In his words, “It was such a relief to know that I had somewhere to go with a bed and a private room. It was an amazing feeling”. Bob then became a tenant in one of Hope into Action: Bristol’s houses and this gave him not only a place to stay but also people to socialise with, and support from a church congregation 

10 



## **inHope (Bristol) Limited** 

## **TRUSTEES’ ANNUAL REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

and our Tenant Empowerment Worker, whom he describes as “always there with an ear to listen”. He says, “It was just really strange, knowing I had my own key, my own room, a (shared) lounge and a kitchen”. He lost his job, but with support from Christians Against Poverty and the Empowerment Worker, he developed a budget plan. His children visited and with the other tenants he made a cleaning rota. Throughout his term in the house Bob has been helped greatly by the church congregation connected to the house. As he looks to move on, as all tenants do after two years, he is sad to be leaving, saying, “I love this place, and I love the people I live with”. As he leaves, he knows he can stay in touch and is excited to see how far he has come in two years, and to think about how far he can go in the next two. He hopes to find permanent accommodation, possibly outside Bristol where housing is so expensive, and in a place where his children can stay overnight. Bob advises anyone in need of some support, be it financially, mentally, physically or spiritually, to follow his lead and join a Hope into Action: Bristol house. 

Much of the work of inHope revolves around food. As well as giving out meals and supplies in great quantities, our staff and volunteers have helped many to become self-sustaining, by eating healthily and cooking. The Eat Well, Spend Less courses in our foodbanks last for six weeks and include advice on balanced diets, budgeting and meal planning, alongside actual cooking skills. 

From the public’s point of view, the financial benefits alone from the help that has been given are enormous. It could be argued that every pound invested in, for example, Life Recovery, avoids many more that must be spent in further care for, and harm done by those in unstable lifestyles. We believe that prevention is better than cure, and clients who have eaten well, stayed warm and clean, been able to sleep securely and are inspired to have hope for a better future are likely not need so much healthcare, commit less crime, to free up social services and moreover, to make a positive contribution to society. 

The donations and help from churches, individual supporters, and businesses have enabled inHope to contribute to Bristol living up to its title as a City of Hope. 

## **Future Plans** 

Having undergone such a significant reorganisation, we will now allow some time for staff to settle into their new roles, giving necessary support and monitoring operations. At the time of writing there have been no untoward comments from service users and individual members of staff are taking well to their new responsibilities. 

We intend to form an informal group of Trustees and senior leadership to work through areas of strategic development, such as our use of buildings. Such a group may look at new accommodation for some of our services and how inHope can cut costs or generate funds from our existing premises.  The ideas from this group will always be subject to scrutiny of the full Board and will contribute significantly to the three-year budget plans. 

Able fundraisers command high salaries in a difficult market for charities, and we have found that as we recruit and train people in this role, they are quickly offered more lucrative positions elsewhere, so we have lost them. The prospect arose of employing professional fundraisers at a lower cost than recruiting our own staff. It was considered that this was a worthwhile route to try, and we have appointed Better Story, of Corsham, to work on our behalf, with a particular brief to look for high-value bids. 

We are considering how the Board may ease the process of communication with Senior Leadership and improve the quality of reporting. To this end, a move to quarterly meeting for the Board is being considered, so as to synchronise with financial reporting and receive up-to-date information. We may have to look carefully about how the necessary business can be concluded in a reduced number of meetings over the year. 

11 



**inHope (Bristol) Limited** 

## **TRUSTEES’ ANNUAL REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

## **Financial Review** 

## **Policies on reserves and investments** 

The free reserves of the charity (the unrestricted funds of the charity less any funds designated, committed, or represented by tangible fixed assets used by the charity) are intended to be maintained at a minimum of two months of operational expenditure based on the approved budget for each financial year, excluding gifts in kind. As of 31 March 2025, this free reserve target equates to £210,000. 

The charity maintains free reserves to: 

- Provide a level of working capital that protects the continuity of our core work. 

- Provide a level of funding for unexpected opportunities. 

- Provide a level of funding for capital projects that might arise; and 

- Provide cover for risks such as unforeseen expenditure or unanticipated loss of income. 

At the year-end, free reserves stood at £202,436 (General funds of £263,384 less tangible fixed assets within general funds of £60,948) equating to almost 2 months’ budgeted expenditure, an increase in the reserves of £9,642 (see also below about Restricted Funds).  As actual reserves at the year-end are slightly below the target level, the Trustees with the Senior Management Team, will aim to rectify this by: continuing to diversifying income sources, including from trusts and foundations, businesses, churches, events and individual donors; balancing restricted and unrestricted income; regularly monitoring income by source; maintaining good budgetary control of expenditure and continuing to review the reserves policy to ensure it is realistic and relevant. The Trustees’ have also established an Investment Policy to ensure all funds held give maximum return. 

The Board is satisfied that the Charity's assets in each fund are available and adequate to fulfil its obligations in respect of each fund. 

The level of Restricted Funds of £154,974 represents the balance of funds remaining where donors have imposed specific restrictions on their use. This includes around £55,000 for budget spend in first 2 months of 2025-26. 

Restricted funds are spent as soon as possible in line with the donor's wishes. Should this not prove practicable, we seek the donor’s preference regarding the alternative use of funds, retention for future projects or the return of such funds. 

The Trustees have wide powers of investment. Surplus short-term funds are retained in our general account, and we have 2 additional deposit accounts for restricted and reserve funds. 

## **Fundraising** 

During 2024-25 inHope employed a Fundraising and Communications team with up to six staff members (average of 4.3 FTE). In a recent change, inHope has appointed a professional fundraising organisation who will make applications for larger grants, while smaller applications will continue to be made by our in-house team of fundraisers. This move has been made in preference to replacing one of our own fundraisers, who left for promotion elsewhere. It was also a less expensive option. Our Fundraising Team’s focus has been on securing income through donations from individuals, churches, businesses, and grant-making trusts, as well as through events. Our fundraising approach is integrally linked to our wider communication strategy aiming to bring our supporters closer to the people we serve, so that they are inspired to act and support our work. 

InHope does not exploit the credulity, lack of knowledge, apparent need for care and support or vulnerable circumstance of any donor at any point in time. The charity does not cold-contact individuals directly to ask 

12 



## **inHope (Bristol) Limited** 

## **TRUSTEES’ ANNUAL REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

for donations and does not engage in street fundraising. InHope has an online giving page on its website and utilises reputable platforms such as Just Giving and Blackbaud to support donations. Thankyou letters are sent where possible in response to donations, and an annual statement is provided for regular donors ensuring that donors have an accurate record of their donations. 

We issue guidance to any volunteers who fundraise in aid of inHope about how to do this in a manner compliant with the Fundraising Regulator’s Code of Conduct. InHope has not received any complaints regarding fundraising and contact details for the organisation are clearly available through the Charity’s website. 

InHope is committed to ensuring the highest standards of public accountability in all areas, including its fundraising. It is registered with the Fundraising Regulator. 

We wish to say thank you to all supporters who have made donations of time and energy to support the work of inHope, including those who have left legacies for our benefit. We are also grateful to our supporters and to grant-making organisations who have generously provided for inHope’s work to take place this year. 

We pay tribute to the hard work of our Fundraising and Communications team and to their imaginative and efficient efforts to keep our supporters well-informed of the progress of the work. We also express our gratitude to event organisers who have raised money on our behalf over the year. 

## **Transactions and financial position** 

The Trustees consider the financial performance of the Charity during the year to have been challenging yet encouraging. Faced with a potential significant deficit and the loss of sale of City Road, the charity underwent a period of restructure and increased focus on fundraising. The Big Give Christmas Challenge raised over £120k. The overall deficit for the year was £60,119, compared with a deficit of £267,299 in the prior year. 

Total income was £1,944,188 in 2024-25 compared to £1,875,484 in the prior year. This increase reflects the commitment of our donors (regular giving increased by 6% on prior year) along with positive results from grant applications, for which we are very grateful. 

Total expenditure was £2,004,307 in 2024-25 compared to £2,142,783 in the prior year. The previous year included substantial investment in upgrading our IT system, with benefits gained during the current year, with increased flexibility of staff and less downtime due to inefficient systems. Slightly reduced funding meant that we were only able to operate BCS for five months (2023-24: six months). 

The financial statements are set out on pages 26 to 39. The financial statements have been prepared implementing the Statement of Recommended Practice for Accounting and Reporting by Charities issued by the Charity Commission for England and Wales. 

We have given due consideration to the going concern status of the charity, looking at free reserves, budgets, income and cash flow forecasts and consider it to be appropriate to continue to adopt the going concern basis of accounting. 

## **Specific changes in fixed assets** 

InHope’s property at 12, City Road, Bristol, which had formerly served as the basis for the work of the “Crisis Centre Ministries”, under our former name, had been occupied for several years by a housing charity, who would pay an annual rent. Eventually the rent stopped coming, the charity would not be contacted, and it seemed that the property had been abandoned without consultation. Another housing charity agreed to buy the property from inHope and negotiations, though long and protracted, seemed to be proceeding. It had been felt that such an organisation was a suitable purchaser, as their use of the building would have been in keeping with the vision of inHope. Sadly, after many months of delay it seemed they no longer wished to 

13 



**inHope (Bristol) Limited** 

## **TRUSTEES’ ANNUAL REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

proceed, and the fruitless negotiations had cost inHope considerable time and money. 

Following a period of open marketing an offer has been accepted and the legal process commenced through respective Solicitors. The sale of 12 City Road would clearly help inHope’s financial situation in the short term, but the Trustees have noted the need for a future conversation regarding the intentional use of the sale proceeds. 

## **Structure, Governance and Management** 

The Charity is constituted as a private company limited by guarantee and therefore has no share capital. It is governed by a Memorandum and Articles of Association which was substantially updated in 2019 with new objects and the then new name of inHope (Bristol) Ltd. There are no restrictions in the governing document on the operation of the Charity or on its investment powers, other than those imposed by general charity law. 

InHope is a charity with members, who each undertake to contribute an amount not exceeding £10 to the assets of the company in the event of the winding up of the company. 

The members elect Trustees who have the power and responsibility to run the company in accordance with Charity and Company Law and good practice. There must be at least six Trustees and not more than ten. Each Trustee may serve for a term of five years and may be re-elected to serve another term of five years at the Annual General Meeting. A Trustee who has served for two consecutive terms in office is eligible for reelection for a third term of five years only if the Board considers it would be in the best interests of the charity and has recommended such re-election to the members. 

The re-organisation of the staff team was put into action in April 2025, as shown in the diagram below. 


14 



**inHope (Bristol) Limited** 

## **TRUSTEES’ ANNUAL REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

## **Recruitment and appointment of new Trustees** 

We assess the strengths and weaknesses of the Board and look at gaps in the overall set of skills possessed. We approach individuals, churches, and other organisations with which we are in contact, to identify suitable new Trustees. 

Trustees are elected at the AGM or co-opted on a provisional basis by the Board of Trustees until the next AGM at which a vote can take place. When someone who has not been elected at the AGM comes forward as a potential new Trustee, they are invited to informal meetings with the Chair and Company Secretary and with the CEO. Prospective Trustees are given adequate opportunity to learn as much as possible about the Charity and its working and are encouraged to volunteer in one or more of the project areas, and to visit the other projects. If it seems that they will be able to contribute to the work, they are invited to observe two Trustee meetings, after which the existing Trustees vote on whether to co-opt the new trustee. Prior to election to the Board, potential Trustees must declare eligibility and before serving, they must declare any conflicts of interest which may in any way influence them to vote other than in the best interests of the Charity. 

New Trustees are invited to tour the charity's premises and are given induction packs by the Company Secretary and by the Volunteer Management team. This process has developed over the years but has recently been formalised by a ‘swim-lane’ diagram, below, establishing all the details of the pathways, so that nothing is omitted. 


While some Trustees have served for almost ten years, three have been appointed in the last three years. We have successfully filled some gaps: a full-time social worker has joined, as has an HR expert. We are conscious that further representation of church leadership would make a useful addition. 

All Trustees give their time voluntarily and receive no benefits from the Charity. 

15 



**inHope (Bristol) Limited** 

## **TRUSTEES’ ANNUAL REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

## **The organisational structure of the Charity and how decisions are made** 

Bi-monthly Board meetings have been held, and while meeting in person is much preferred, the possibility of at least one board member attending remotely has been used to advantage where a trustee has been working some distance away, ill, or prevented by family matters from leaving home. Apologies for absence have been few because of this. Subgroups of the Board, entitled Finance and People, have been in operation for almost two years and have carried out preliminary research, discussion, and the writing of proposals to bring to the full Board, thus using Trustees’ experience and skills to best advantage, and making full meetings more efficient. Each subgroup is chaired by a Trustee, and the groups each include other Trustees and senior staff members with relevant responsibilities. There is also a Policies Group that meets in the same way, but less frequently. Each Trustee serves on at least one of these groups. 

The agenda for Board meetings is set by the Chair, the Company Secretary, and the CEO after opportunity has been given to all Trustees to request items be put on the agenda. It is intended that the Board agenda, previous minutes, reports, and discussion papers are circulated to Trustees no fewer than 7 days in advance of the meeting, as far as reasonably practicable and dates of meetings have occasionally reflected the need to get papers together after a holiday such as the New Year. The Trustees retain the following standing items on Board agenda: conflicts of interest, review of risks, and Health and Safety. Any Safeguarding concerns are introduced in the CEO's report or discussed as a main item. Under a regime of annual policy review key policies such as Safeguarding, Data Protection, Health and Safety, and Financial Practices, are annually approved by the Trustees. 

Complaints – we received and responded to two complaints within the reporting period, one from a volunteer and one from a beneficiary. Both complaints were notified to the Trustees and dealt with by the CEO and Chair of Trustees. Learning from both was captured and fed back into the relevant teams for continuous improvement purposes. 

Incidents – no major incidents occurred during the reporting period. Several minor incidents were recorded, reported to the Trustees, and dealt with by staff within the day-to-day operation of our services. When working with people in crisis who are coping with multiple disadvantage and may have complex needs, situations can arise which require staff to act safely and firmly. Training for frontline staff covers good practice and skills development drawn from the sectors we work in. staff and volunteers are supported through debriefs, reflective practices and access to our EAP (employee assistance programme) or professional counselling. 

Safeguarding – several safeguarding reports were made to Social Services during the reporting period. The nature of safeguarding matters raised and reported were predominantly related to disclosures by beneficiaries and not related to incidents within inHope’s work. 

Data Protection – during the reporting period two incidents of lost mobile phones were reported by staff. Data security was maintained in both cases through our remote device management system. Selfassessment via the ICO website deemed both incidents as non-reportable. Staff awareness was raised regarding good practice with electronic devices and the protocols for reporting to relevant managers. A few older mobile phone handsets were replaced which enabled the final steps of Cyber Essentials accreditation to be achieved. 

The trustees are encouraged that queries and questions from staff relating to safeguarding and data protection are more forthcoming and frequent, which suggests a greater awareness of these areas amongst staff. 

All decisions at any Board meeting are determined by simple majority votes cast by Trustees present, with each Trustee having one vote. In the event of an equality of votes, the Chair may exercise a second vote as a casting vote. As a Christian charity we recognise our dependence on God's provision and our decisions are made prayerfully as stewards of the resources which are generously given to us. 

16 



**inHope (Bristol) Limited** 

## **TRUSTEES’ ANNUAL REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

Salary bands covering all staff, and the salary of the CEO, are set by the Board each year, considering inflation, the recent pattern of our pay awards and the financial position of the Charity. Recruitment is managed by the CEO, with Trustee input during the selection process and interviews for new or senior posts. Any appointments adding to the overall staff numbers are also made only after permission from the Board. On occasion, a post may be enhanced, and this too is subject to Board approval. Consideration is given to inflation and the need to attract and retain good quality staff. 

At the time of writing, it is already apparent that the CEO is being freed up, because of the new structure, from day-to-day concerns, and is free to play a wider role, such as his involvement as a Trustee of Hope into Action UK. This means he is more aware of what is happening in the charity world and can bring that knowledge and experience to inHope. Also, he can plan more strategically and already he is working with the Board to plan a “Strategy Group”, who will look at our use of buildings, key purchases and other plans, with a view to that group making proposals to the full Board for their approval in due course. 

Discussions are also taking place around the frequency of Board meetings, perhaps to address the anomaly that financial reports are made by the quarter, not bimonthly, and there would be advantages in Board meetings taking place just after such reports are made available. 

## **Members** 

At the time of writing inHope has 115 members. Regular contact is made with all members of the Charity and with other supporters, who receive our newsletter, "Streetwise", and frequent email communications, updating information about the work of the Charity. Members are notified of the AGM and are invited to attend, vote on appointment of Trustees, and to submit any questions. Our communications database is operated in ways that are GDPR compliant with mailing lists requiring 'opt-in'. 

At the time of writing the membership list is becoming due for renewal as per inHope’s Articles of Association. Three Member engagement meetings are planned, and members have been invited to choose which one to attend. Either the Chair or Board Secretary will attend each meeting, along with other Trustees and senior members of staff. Members will be updated concerning developments on the charity as well as future plans and will then have the opportunity to ask questions. They may then sign to renew their membership of inHope. We would like to increase our list of members from among the churches in Bristol and are conscious that many who support us are not currently taking advantage of this opportunity. 

## **Membership of a wider network** 

We belong to several networks, including VOSCUR, the Bristol Homeless Forum, Homeless Link, Housing Justice, Bristol City Council’s Reducing Rough Sleeping Partnership Group and the related Homelessness Strategy Steering Group, ACTS (Ashley Churches Together Serving), National Council for Voluntary Organisations (NCVO), Christian Action Bristol, Business West Bristol Initiative, Hope into Action (UK), and Trussell Trust. lnHope has continued to be a partner in the Trussell’s Pathfinder Programme and hold a franchise for Hope into Action. 

The CEO and senior managers connect with various other networks to raise awareness about the needs of, and services available to, our client groups. These are also opportunities to increase our own awareness and be able to respond to the changes in services available through other organisations and statutory bodies. 

The CEO recently became a trustee of the national charity, Hope into Action, with whom inHope hold a franchise. The conflict of interest has been noted by both charities. 

During the year we co-hosted a regional ISAAC (International Substance Abuse & Addiction Coalition) conference, bringing together many individuals, churches and organisations supporting people recovering from addiction. 

17 



**inHope (Bristol) Limited** 

## **TRUSTEES’ ANNUAL REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

## **Relationships with other groups, charities, and individuals** 

The Charity partners with over 100 local churches who provide volunteer teams, or from where individual volunteers come. 369 people volunteered to work with us last year to help deliver the services of the charity, providing 22,085 hours of volunteer time. Closer partnerships exist with three churches who are supporting Hope into Action: Bristol community houses, and with several churches who host South and East Bristol Foodbank outlets. A diverse range of churches support Bristol Churches Shelter each winter. 

During the year, 72 businesses partnered with us. 16 companies provided 158 staff members who volunteered 632 hours of their time.   53 businesses donated £43,273 and we also received gifts in kind including surplus food, a bed, carpet cleaning equipment and meeting room space. 

The ongoing contribution of local churches and businesses both financially and with volunteers is so important in enabling inHope to be able to provide the support and services that it does. 

There is an annual ‘service of remembrance’ held in Bristol Cathedral, for those who have died while experiencing homelessness. InHope was pleased to take part both in the service and in providing refreshments to attendees. InHope supported Bristol’s annual Recovery Festival, in which the Life Recovery and Spring of Hope teams were amongst many partners sharing information about their services, whilst the Wild Goose Team provided lunch for several hundred people.  InHope continued to work with One25 and Beloved to run the quarterly prayer event, United in Prayer.  The charity is an active partner in the Bristol Homelessness Forum and works together on other joint initiatives such as the Homelessness and Multiple Disadvantage Comms Group. 

The charity takes a lead role in both promoting and helping to coordinate homelessness work across the city through Christian Action Bristol. We work alongside many other groups from the voluntary, community and statutory sector with the shared aim of reducing and ending homelessness and food poverty. Some of the most significant being the Salvation Army, Bristol Housing Festival, Julian Trust, Sixty-One, Caring In Bristol, Beloved, Unseen, One25, the Bristol Methodist Centre (now ‘Turnaround Bristol’), the Bristol Soup Run Trust, numerous churches, community groups based in and around Stokes Croft and Easton, different departments of Bristol City Council, the Neighbourhood Management Group and the NHS. 

## **The major risks to which the Charity is exposed and reviews and systems to mitigate risks** 

The Board identifies the major risks to which the Charity is exposed and is satisfied that systems are in place to mitigate the impact of such risks occurring. 

We consider our major risks to be: 

1. Lack of funding. The cost of running the charity remains a challenge, and inHope has taken this seriously over last year, making every effort to raise funds, to reduce costs and reorganising the structure of the staffing so that it not only meets our objectives more effectively, but places less strain on our fundraising. The restructure had the effect of taking over £100K out of payroll costs but should be seen in the context that staff will not have benefitted from cost of living pay increases for three consecutive years. The Board acknowledges the prudent approach taken by the Senior Management Team over the past year and that such an approach continues under the new Senior Leadership Team. Any budget variation must be approved by Trustees, and the Board now approves not only a 12-month budget, but also a three-year plan as we look to be sustainable in the long-term.  The collapse of the sale of our premises at 12, City Road came as a serious blow, and although negotiations to sell are once again proceeding, with a different purchaser, there remains an element of risk, and we would wish this sale to proceed as soon as possible. The difficulty of finding and retaining successful fundraising staff has been mentioned, and the decision to employ professional fundraisers for the first time also carries with it a certain amount of risk, but it seems to present what is possibly an advantageous new direction. 

18 



**inHope (Bristol) Limited** 

## **TRUSTEES’ ANNUAL REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

2. The recruitment and retention of able and dedicated staff is vital to inHope’s operation. Since the end of the reporting year, both our CEO and Head of Finance and Operations have given their notice, each after a long period of dedicated and highly professional service to the charity. We are very grateful to both for their superb contributions to inHope over the years and wish them well in their new spheres. Either one would be a huge loss, but the two at the same time is a significant challenge. Several measures have already been put in place. The Head of Finance and Operations has agreed to continue to cover the financial duties remotely, with some visits, until her successor is in place. Meanwhile recruitment is progressing, and three applicants await interview for the post in early September. We have approached two recruitment agencies to help find a suitable CEO and are close to appointing one, with a view to having a new CEO in place by March 2026. In the interim period, we have enlisted an organisational development consultant to work with the remaining Senior Leadership Team and are working with him, the Head of Income and People, and the Head of Services to consider how we can cover operations during the interim period, using existing staff, perhaps on extended hours, or bringing in more help. 

3. Decline in quality of services after the restructuring of the staff. We are grateful for the positive attitude displayed by all our staff in the lead up to and in the months after the changes in structure, but we must continually monitor their welfare and their freedom to play their part in the charity as best they can. Moreover, the services to our clients must not depreciate. We will continue to monitor our impact and the concerns of those we serve so that inHope delivers the same or even better quality of help. 

## **Statement of Trustees’ Responsibilities** 

The Trustees (who are also directors of inHope (Bristol) Limited for the purposes of company law) are responsible for preparing the Trustees' Report (incorporating the strategic report and directors' report) and the financial statements in accordance with 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 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 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 

- make judgments and accounting 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; and 

- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business. 

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. 

19 



**inHope (Bristol) Limited** 

## **TRUSTEES’ ANNUAL REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

In so far as the Trustees are aware: 

- there is no relevant audit information of which the charitable company's auditors are unaware; and 

- • the Trustees have taken all steps that they ought to make themselves aware of that information. 

## **Small company provisions** 

This report has been prepared in accordance with the special provisions for small companies under part 15of the Companies Act 2006. 

Registered office: 32 Stapleton Road Bristol England BS5 0QY 

Signed by order of the Trustees 

Date: 

20 



**inHope (Bristol) Limited** 

## **REFERENCE & ADMINISTRATIVE INFORMATION** 

## **YEAR ENDED 31 MARCH 2025** 

|**Chair of Trustees**|Lindsay Smith|
|---|---|
|**Trustees**|Granville Sykes|
||Catherine Adeniyi (Resigned July 2024)|
||Lindsay Smith|
||Catherine Carne|
||Spencer Crowder|
||Ruth Bevan|
||Luke Addison|
||Emily Whitham (Appointed October 2024)|
||David Rice (Appointed October 2024)|
||Michael Hazell (Appointed May 2025)|
|**Secretary**|Granville Sykes|
|**Senior Management Team**|Jonathan Lee, Chief Executive Officer|
||Mick Connolly, Wild Goose Manager (left March 2025)|
||Stuart Leitch, Life Recovery Manager (left March 2025)|
||Andy Irwin, Foodbank Manager|
||Ruth Nott, Finance and Operations Manager|
||Steve Baker, Development and Relationships Manager|
||Amelia Glanville, Volunteer Manager (left June 2024)|
||Nicola Saunders, Spring of Hope Manager|
|**Principal Office**|32 Stapleton Road|
||Bristol|
||BS5 0QY|
|**Company Registration Number**|02214814|
|**Charity Registration Number**|298528|



21 



**inHope (Bristol) Limited** 

## **REFERENCE & ADMINISTRATIVE INFORMATION** 

## **YEAR ENDED 31 MARCH 2025** 

**Bankers** The Co-operative Bank – account opened April 2024 1 Balloon Street Manchester M4 4BE HSBC plc – accounts closed February 2025 Bristol City Office PO Box 120 49 Corn Street Bristol BS99 7PP Triodos Bank Deanery Road Bristol BS1 5AS CCLA COIF Charities Deposit Fund PO Box 12892 Dunmow Essex CM6 9DL **Auditors** Burton Sweet Limited The Clock Tower 5 Farleigh Court Old Weston Road Flax Bourton Bristol BS48 1UR 

22 



**inHope (Bristol) Limited** 

## **INDEPENDENT AUDITOR’S REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

## **Independent auditor’s report to the members of inHope (Bristol) Limited** 

## **Opinion** 

We have audited the financial statements of inHope (Bristol) Limited (the “Charity”) for the year ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies.  The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). 

In our opinion, the financial statements: 

- give a true and fair view of the state of the Charity’s affairs as at 31 March 2025 and of its income and expenditure for the year then ended; 

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

- have been prepared in accordance with the requirements of the Companies Act 2006. 

## **Basis for opinion** 

We conducted out audit in accordance with International Standards in Auditing (UK) (ISAs (UK)) and applicable law.  Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report.  We are independent of the Charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements.  We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. 

## **Conclusions relating to going concern** 

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

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

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

## **Other information** 

The trustees are responsible for the other information.  The other information comprises the information included in the annual report other than the financial statements and our auditor’s report thereon.  Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. 

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated.  If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a 

23 



## **inHope (Bristol) Limited** 

## **INDEPENDENT AUDITOR’S REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

material misstatement in the financial statements or a material misstatement of the other information.  If based, on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report the fact. 

We have nothing to report in this regard. 

## **Opinions on other matters prescribed by the Companies Act 2006** 

In our opinion, based on the work undertaken during the audit: 

- the information given in the trustees’ report (incorporating the strategic report and the directors’ report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and 

- the trustees’ report (incorporating the strategic report and the directors’ report) have been prepared in accordance with applicable law requirements. 

## **Matters on which we are required to report by exception** 

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

- adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; 

- the financial statements are not in agreement with the accounting records and returns; 

- certain disclosures of trustees’ remuneration specified by law are not made; or 

- we have not obtained all the information and explanations necessary for the purposes of our audit; or 

- the trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies’ exemptions in preparing the directors’ report and from the requirement to prepare a strategic report. 

## **Responsibilities of trustees** 

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

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

## **Auditor’s responsibilities for the audit of the financial statements** 

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

24 



**inHope (Bristol) Limited** 

## **INDEPENDENT AUDITOR’S REPORT** 

## **YEAR ENDED 31 MARCH 2025** 

Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows: 

- we identified the laws and regulations applicable to the charity through discussions with those charged with governance and other management, and from our knowledge and experience of the sector; 

- we focused on specific laws and regulations which we considered may have a direct material effect on the financial statements of the operations of the company, including the Companies Act 2006, taxation legislation and data protection, anti-bribery, employment, pensions, environmental and health and safety legislation; and 

- we assessed the extent of compliance with the laws and regulations identified above through making enquiries of management, inspecting legal correspondence and remaining alert during the audit for any indications of non-compliance. 

Our audit procedures in relation to fraud included but were not limited to: 

- making enquiries of those charged with governance and other management as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud; 

- discussing amongst the engagement team the risks of fraud; 

- gaining an understanding of the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations; 

- testing journal entries to identify unusual transactions; 

- assessing whether judgements and assumptions made in determining the accounting estimates set out in the accounting policies were indicative of potential bias; and 

- investigating the rationale behind significant or unusual transactions. 

There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the directors and other management and the inspection of regulatory and legal correspondence, if any.  Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion. 

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

## **Use of our report** 

This report is made solely to the Charity’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006.  Our audit work has been undertaken so that we might state to the Charity’s members those matters we are required to state in them in an auditor’s report and for no other purpose.  To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Charity’s members as a body, for our audit work, for this report, or for the opinions we have formed. 

## **Joshua Kingston BSc ACA (Senior Statutory Auditor)** 

For and on behalf of Burton Sweet Limited The Clock Tower 5 Farleigh Court Old Weston Road Flax Bourton Bristol BS48 1UR Date: 

25 



**InHope (Bristol) Limited** 

## **STATEMENT OF FINANCIAL ACTIVITIES (Including Income & Expenditure Account)** 

## **YEAR ENDED 31 MARCH 2025** 

|**Note**<br>**Income from:**<br>Donations and legacies<br>**2**<br>Charitable activities<br>**3**<br>Investments<br>**Total income**<br>**Expenditure on:**<br>Raising funds<br>**4**<br>Charitable activities<br>**5**<br>**Total expenditure**<br>**7**<br>Transfers between funds<br>**18**<br>**Net movement in funds**<br>**Reconciliation of funds**<br>**Total funds at 1 April 2024**<br>**18**<br>**Total funds at 31 March 2025**<br>**18**<br>**Net income/(expenditure) before transfers**|**Unrestricted**<br>**Funds**<br>**£**<br>687,524<br>2,021<br>3,210<br>692,755<br>226,353<br>5,355<br>231,708<br>461,047<br>(489,736)<br>(28,689)<br>790,742<br>762,053|**Restricted**<br>**Funds**<br>**£**<br>1,199,411<br>52,022<br>-<br>1,251,433<br>6,395<br>1,766,204<br>1,772,599<br>(521,166)<br>489,736<br>(31,430)<br>186,404<br>154,974|**Total**<br> <br>**Funds**<br>**2025**<br>**£**<br>1,886,935<br>54,043<br>3,210<br>1,944,188<br>232,748<br>1,771,559<br>2,004,307<br>(60,119)<br>-<br>(60,119)<br>977,146<br>917,027|Total<br>Funds<br>2024<br>£<br>1,828,259<br>42,984<br>4,241<br>1,875,484<br>207,392<br>1,935,391<br>2,142,783<br>( 267,299)<br>-<br>( 267,299)<br>1,244,445<br>977,146|
|---|---|---|---|---|



**The notes on pages 29 to 39 form part of these financial statements See note 10 for the comparative Statement of Financial Activities** 

26 



**InHope (Bristol) Limited** 

## **BALANCE SHEET** 


**----- Start of picture text -----**<br>
AS AT 31 MARCH 2025 Company Number: 02214814<br>Note 2025 2024<br>£ £<br>Fixed assets<br>Tangible assets 11 559,617 597,948<br>Current assets<br>Debtors 12 83,268 101,843<br>Cash at bank and in hand 394,607 382,969<br>477,875 484,812<br>Creditors: amounts falling due<br>within one year 13 (120,465) (105,614)<br>Net current assets 357,410 379,198<br>Total assets less current liabilities 917,027 977,146<br>Net assets 917,027 977,146<br>Funds<br>Unrestricted funds<br>General funds 19 263,384 277,846<br>Designated funds 19 498,669 512,896<br>Total unrestricted funds 762,053 790,742<br>Restricted funds 19 154,974 186,404<br>Total funds 917,027 977,146<br>**----- End of picture text -----**<br>


These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime. 

These financial statements were approved by the Trustees on …...................................... and are signed on their behalf by: 

Lindsay Smith **Chair of Trustees** 

**The notes on pages 29 to 39 form part of these financial statements** 

27 



**InHope (Bristol) Limited** 

## **CASH FLOW STATEMENT** 

## **YEAR ENDED 31 MARCH 2025** 

|**Notes**<br>**Net cash inflow/(outflow) from operating activities**<br>**16**<br>**Non-operational cash flows**<br>**_Investing activities_**<br>Payments for tangible fixed assets<br>Investment income<br>Net cash inflow/(outflow) for the year<br>**17**|-<br>3,210|**2025**<br>**£**<br>8,428<br>3,210<br>11,638|2024<br>£<br>(267,040)<br>(2,893)<br>4,241<br>1,348<br>( 265,692)|
|---|---|---|---|



## **Cashflow restrictions** 

Charity law prohibits the use of net cash inflows on any endowed or other restricted fund to offset net cash outflows on any fund outside its own Objects, except on special authority. In practice, this restriction has not had any effect on cash flows for the year. 

**The notes on pages 29 to 39 form part of these financial statements** 

28 



**InHope (Bristol) Limited** 

## **NOTES TO THE FINANCIAL STATEMENTS** 

## **YEAR ENDED 31 MARCH 2025** 

- **1 Accounting policies** 

## **Basis of preparing the financial statements** 

The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued in October 2019 and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Companies Act 2006 and UK Generally Accepted Practice as it applies from 1 January 2019. 

The charity is a public benefit entity as defined under FRS102. 

The Trustees consider there to be no material uncertainties affecting the ability of the charity to continue as a going concern and therefore these accounts are prepared on the going concern basis. Please refer to Trustees' report for further detail. 

## **Fund accounting** 

General funds are unrestricted funds which 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. 

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors which have been raised by the Charity for particular purposes. The aim and use of each restricted fund is set out in the notes to the financial statements. 

## **Income** 

All income, including government grants, is included in the Statement of Financial Activities when the Charity is legally entitled to the income, the amount can be quantified with reasonable accuracy and receipt is probable. Gifts of food and clothing for the charity are included at an estimate of fair value and are recognised when distributed. No amounts are included in the financial statements for services donated by volunteers. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation and allocated to the same fund as the original donation. 

Legacies are included on a receivable basis where the Charity is entitled to the income, it can be measured reliably and receipt is probable.  Where legacies have been notified to the Charity, or the Charity is aware of the granting of probate, but the criteria for income recognition have not been met, then the legacy is not included in income but is treated as a contingent asset and disclosed if material. 

## **Expenditure** 

All expenditure is accounted for on an accruals basis inclusive of any VAT which cannot be recovered and has been included under expense categories that aggregate all costs for allocation to activities. Expenditure on raising funds includes those incurred in trading activities. Charitable activities include expenditure on The Wild Goose, Life Recovery, South and East Bristol Foodbank, Spring of Hope, Hope into Action:Bristol and Bristol Churches Shelter and includes both direct costs and support costs relating to those activities. Governance costs are those incurred in connection with meeting the constitutional and statutory requirements of the Charity. Governance costs are included within support costs. 

## **Tangible fixed assets** 

Tangible fixed assets are classified as such when they have a value over £2,000 and a useful life of over one year. They are stated at cost less depreciation, which is provided at rates calculated to write off the cost of fixed assets, less their estimated residual value, over their expected useful lives. Fixed assets are not depreciated in the first year of being capitalised. 

Depreciation is provided at the following annual rates in order to write off each asset over its estimated economic life. 

Freehold interest in Land and Buildings 2% on cost Furniture, fittings and equipment 25% on cost Plant and machinery 10 - 20% on cost Motor Vehicles 25% on cost 

29 



**InHope (Bristol) Limited** 

**NOTES TO THE FINANCIAL STATEMENTS** 

## **YEAR ENDED 31 MARCH 2025** 

- **1 Accounting policies (continued)** 

## **Trade debtors** 

Trade debtors are recognised initially at the transaction price. They are subsequently measured at amortised cost using the effective interest method, less provision for impairment. A provision for the impairment of trade debtors is established where there is objective evidence that the charitable company will not be able to collect all amounts due according to the original terms of the receivables. 

## **Cash and cash equivalents** 

Cash and cash equivalents comprise cash in hand, on-call deposits, and other short term highly liquid investments that are readily convertible to a known amount of cash and are subject to insignificant risk of change in value. 

## **Trade creditors** 

Trade creditors are obligations to pay for goods of services that have been acquired in the ordinary course of business from suppliers. Accounts payables are classified as current liabilities if the charitable company does not have an unconditional right, at the end of the reporting period, to defer settlement of the creditor for at least twelve months after the reporting date. If there is an unconditional right to defer settlement for at least twelve months after the reporting date, they are presented as non-current liabilities. 

Trade creditors are recognised initially at the transaction price and subsequently measured at amortised cost using the effective interest method. 

## **Taxation** 

The charity is exempt from corporation tax on its charitable activities. 

## **Winding up or dissolution of the charity** 

If upon winding up or dissolution of the charity there remain any assets, after satisfaction of all debts and liabilities, the assets represented by the accumulated fund shall be transferred to some other charitable body or bodies having similar objects to the charity. 

## **Controlling entity** 

The charity is a company limited by guarantee, and as such holds no share capital. In the event of the winding-up of the charity, the liability of the members of the charity is limited to £10 each. 

## **Pension scheme** 

The charity operates a defined contribution pension scheme for eligible employees.  During the year, the charity paid £39,684 (2024: £37,834) in contributions for employees. 

30 



**InHope (Bristol) Limited** 

## **NOTES TO THE FINANCIAL STATEMENTS** 

## **YEAR ENDED 31 MARCH 2025** 

## **2 Income from donations and legacies** 

|Committed giving<br>Appeals and donations<br>Gift Aid tax reclaimed<br>Gifts in kind<br>Legacies|**Unrestricted**<br>**Funds**<br>**£**<br>164,572<br>438,374<br>63,983<br>6,375<br>14,220<br>687,524|<br>**Restricted**<br>**Funds**<br>**£**<br>82,186<br>697,551<br>30,531<br>389,143<br>-<br>1,199,411|<br>**Total Funds**<br>**2025**<br>**£**<br>246,758<br>1,135,925<br>94,514<br>395,518<br>14,220<br>1,886,935|
|---|---|---|---|



During the year, the charity received government grants totalling £327,000 (2024: £407,131), including £100,000 from the Night Shelter Transformation Fund, funded by the Department for Levelling up Housing and Communities; and £143,000 from Bristol City Council for Winter Provision - Bristol Churches Shelter. 

The charity receives gifts in kind for all projects from local businesses, organisations, churches and individuals. These include food which is used to prepare meals to serve at the Wild Goose Drop-In Centre which are valued by multiplying the actual number of meals served by the estimated cost of a meal. Other donations such as clothing, toiletries and sleeping bags are valued at the cost the charity would be prepared to pay if it had to buy these items. Food distributed via the South and East Bristol Foodbank is valued at £2.37 per kilogram, being a recognised valuation. One individual has given the charity use of a building rent free. This is valued at the cost of the rent the building could obtain on the open market. 

|**Prior year**<br>Committed giving<br>Appeals and donations<br>Gift Aid tax reclaimed<br>Gifts in kind<br>Legacies|**Unrestricted**<br>**Funds**<br>**£**<br>161,733<br>210,506<br>35,150<br>11,013<br>39,263<br>457,665|<br>**Restricted**<br>**Funds**<br>**£**<br>69,235<br>819,553<br>38,817<br>442,989<br>-<br>1,370,594|<br>**Total Funds**<br>**2024**<br>**£**<br>230,968<br>1,030,059<br>73,967<br>454,002<br>39,263<br>1,828,259|
|---|---|---|---|



During the prior year, the charity received government grants totalling £407,131, including £100,000 from the Night Shelter Transformation Fund, funded by the Department for Levelling up Housing and Communities; and £137,000 from Bristol City Council for Winter Provision - Bristol Churches Shelter. A further £87,283 was received from Bristol City Council in relation to Resilience and Severe Weather Emergency Protocol (SWEP) grants awarded. 

## **3 Income from charitable activities** 

|Hope into Action:Bristol<br>Wild Goose<br>Other miscellaneous income|**Unrestricted**<br>**Funds**<br>**£**<br>-<br>-<br>2,021<br>2,021|<br>**Restricted**<br>**Funds**<br>**£**<br>49,120<br>2,902<br>-<br>52,022|<br>**Total Funds**<br>**2025**<br>**£**<br>49,120<br>2,902<br>2,021<br>54,043|
|---|---|---|---|



31 



**InHope (Bristol) Limited** 

## **NOTES TO THE FINANCIAL STATEMENTS** 

## **YEAR ENDED 31 MARCH 2025** 


**----- Start of picture text -----**<br>
3 Income from charitable activities (continued…)<br>Prior year Unrestricted  Restricted  Total Funds<br>Funds Funds 2024<br>£ £ £<br>Hope into Action:Bristol - 42,417 42,417<br>Spring of Hope - 267 267<br>Other miscellaneous income 295 5 300<br>295 42,689 42,984<br>4 Expenditure on raising funds<br>Total funds Total funds<br>2025 2024<br>£ £<br>Events, advertising & publicity costs 1,202 3,684<br>Cost of fundraising platforms 19,093 21,828<br>Salary costs 142,554 121,883<br>Publications and website costs 8,921 11,948<br>Support costs (see note 6) 60,978 48,049<br>232,748 207,392<br>5 Expenditure on Charitable Activities<br>Support Total costs<br>Direct costs costs 2025<br>(Note 6)<br>£ £ £<br>South and East Bristol Foodbank 527,179 139,392 666,571<br>Life Recovery 91,797 26,678 118,475<br>Spring of Hope  309,899 58,505 368,404<br>The Wild Goose  246,711 115,416 362,127<br>Bristol Churches Shelter 153,610 8,863 162,473<br>Hope into Action 86,426 7,083 93,509<br>1,415,622 355,937 1,771,559<br>Prior year Support Total costs<br>Direct costs costs 2024<br>(Note 6)<br>£ £ £<br>South and East Bristol Foodbank 578,737 166,508 745,245<br>Life Recovery 106,114 39,312 145,426<br>Spring of Hope  307,504 80,503 388,007<br>The Wild Goose  244,069 122,541 366,610<br>Bristol Churches Shelter 161,540 8,643 170,183<br>Hope into Action 73,438 6,199 79,637<br>SWEP 38,263 2,020 40,283<br>1,509,665 425,726 1,935,391<br>**----- End of picture text -----**<br>


32 



**InHope (Bristol) Limited** 

## **NOTES TO THE FINANCIAL STATEMENTS** 

## **YEAR ENDED 31 MARCH 2025** 


**----- Start of picture text -----**<br>
||||||||
|---|---|---|---|---|---|---|
|6|Support costs|
|Raising|Charitable|Total|Raising|Charitable|Total|
|funds|Activities|2025|funds|Activities|2024|
|£|£|£|£|£|£|
|Salary costs|29,596|171,323|200,919|20,624|183,724|204,348|
|Volunteer mgt costs|413|2,167|2,580|279|2,259|2,538|
|Other staff costs|901|4,729|5,630|934|7,555|8,489|
|Depreciation|2,956|35,375|38,331|2,160|37,592|39,752|
|Office costs|9,638|50,597|60,235|12,091|97,832|109,923|
|Light and heat|2,379|12,490|14,869|1,462|11,833|13,295|
|Health & safety support|1,064|5,584|6,648|861|6,963|7,824|
|Repairs & maintenance|1,177|6,180|7,357|1,142|9,238|10,380|
|Rent and rates|861|4,522|5,383|598|4,836|5,434|
|Waste & pest control|1,285|6,748|8,033|1,132|9,156|10,288|
|Governance costs|1,452|11,748|13,200|1,264|10,227|11,491|
|Finance support|910|654|1,564|119|961|1,080|
|Legal & HR expenses|1,961|10,295|12,256|135|1,089|1,224|
|Staff training|1,036|5,440|6,476|822|6,652|7,474|
|Travel expenses|78|410|488|282|2,279|2,561|
|Insurance|2,421|12,711|15,132|1,484|12,010|13,494|
|Printing, postage and|
|stationery|697|3,658|4,355|584|4,723|5,307|
|Subscriptions|564|2,961|3,525|542|4,383|4,925|
|Consultancy fees|1,589|8,345|9,934|1,534|12,414|13,948|
|60,978|355,937|416,915|48,049|425,726|473,775|

**----- End of picture text -----**<br>


Support costs are split between fundraising costs and charitable activity costs based upon usage. 

**7 Net income** 

This is stated after charging: 


**----- Start of picture text -----**<br>
||||
|---|---|---|
|2025|2024|
|£|£|
|Depreciation|38,331|39,752|
|Auditor's remuneration:|
|Audit fees|11,000|9,700|
|Other fees|2,200|1,791|

**----- End of picture text -----**<br>


During the current and prior year no trustee received remuneration or other employment benefits from the charity. 

During the year no trustees were reimbursed for out of pocket expenses (2024: None). 

During the year, donations of £23,430 (2024: £13,403) were received from trustees, key management personnel and other related parties. 

No related party transactions occurred in the year other than disclosed above or elsewhere in the financial statements. 

33 



**InHope (Bristol) Limited** 

## **NOTES TO THE FINANCIAL STATEMENTS** 

## **YEAR ENDED 31 MARCH 2025** 

|**8**<br>**Staff costs and numbers**<br>**2025**<br>2024<br>The aggregate payroll costs were:<br>**£**<br>£<br>Wages and salaries<br>892,432<br>865,742<br>Social security costs<br>66,559<br>64,074<br>Employer's pension contributions<br>39,684<br>37,834<br>Staff redundancies<br>18,415<br>-|
|---|
|1,017,090<br>967,650|
|**2025**<br>2024<br>**No.**<br>No.<br>Charitable activities<br>35.9<br>36.4<br>Fundraising<br>5.5<br>4.8<br>The average weekly number of employees during the year, calculated on the basis of average headcount, was as follows:|
|41.4<br>41.2|
|No employee received emoluments of more than £60,000.<br>**2025**<br>2024<br>**No.**<br>No.<br>Charitable activities<br>25.3<br>24.7<br>Fundraising<br>4.3<br>3.9<br>The employment benefits for key management personnel and their spouses totalled £332,614 (2024: £342,994).<br>The average weekly number of employees during the year, calculated on the basis of full-time equivalents, was as follows:|
|29.6<br>28.6|



## **9 Taxation** 

The charity is exempt from corporation tax as all its income is charitable and applied for charitable purposes. 

34 



**InHope (Bristol) Limited** 

## **NOTES TO THE FINANCIAL STATEMENTS** 

## **YEAR ENDED 31 MARCH 2025** 

## **10 Comparative figures for the Statement of Financial Activities** 

|**Income from:**<br>Donations<br>Charitable activities<br>Investments<br>**Total income**<br>**Expenditure on:**<br>Raising funds<br>Charitable activities<br>**Total expenditure**<br>**Net income/(expenditure)**<br>Transfers between funds<br>**Net movement in funds**<br>**Reconciliation of funds**<br>**Total funds at 1 April 2023**<br>**Total funds at 31 March 2024**|**Unrestricted**<br>**Funds**<br>**£**<br>457,665<br>295<br>4,241<br>462,201<br>201,674<br>7,986<br>209,660<br>252,541<br>(361,352)<br>(108,811)<br>899,553<br>790,742|<br>**Restricted**<br>**Funds**<br>**£**<br>1,370,594<br>42,689<br>-<br>1,413,283<br>5,718<br>1,927,405<br>1,933,123<br>(519,840)<br>361,352<br>(158,488)<br>344,892<br>186,404|**Total**<br> <br>**Funds**<br>**2024**<br>**£**<br>1,828,259<br>42,984<br>4,241<br>1,875,484<br>207,392<br>1,935,391<br>2,142,783<br>(267,299)<br>-<br>(267,299)<br>1,244,445<br>977,146|
|---|---|---|---|



## **11 Tangible fixed assets** 

|**Cost**<br>At 1 April 2024<br>Disposals<br>At 31 March 2025<br>**Depreciation**<br>At 1 April 2024<br>Charge for the year<br>Disposals<br>At 31 March 2025<br>**Net book value**<br>At 31 March 2025<br>At 31 March 2024|**Freehold**<br>**interest in land**<br>**& buildings**<br>**£**<br>711,341<br>-<br>711,341<br>198,445<br>14,227<br>-<br>212,672<br>498,669<br>512,896|**£**<br>40,471<br>(17,900)<br>22,571<br>34,247<br>4,248<br>(17,900)<br>20,595<br>1,976<br>6,224<br>**Furniture,**<br>**fittings &**<br>**equipment**|**£**<br>101,972<br>(6,521)<br>95,451<br>64,019<br>6,231<br>(6,521)<br>63,729<br>31,722<br>37,953<br>**Plant &**<br>**machinery**<br> <br>|**£**<br>71,834<br>-<br>71,834<br>30,959<br>13,625<br>-<br>44,584<br>27,250<br>40,875<br> <br>**Motor**<br>**vehicles**|**Totals**<br>**£**<br>925,618<br>(24,421)<br>901,197<br>327,670<br>38,331<br>(24,421)<br>341,580<br>559,617<br>597,948<br>|
|---|---|---|---|---|---|



35 



**InHope (Bristol) Limited** 

## **NOTES TO THE FINANCIAL STATEMENTS** 

## **YEAR ENDED 31 MARCH 2025** 

## **12 Debtors** 

|Other debtors<br>Prepayments<br>Accrued income<br>**13**<br>**Creditors: amounts falling due within one year**<br>Trade creditors<br>Other taxation & social security<br>Accruals|**Total**<br>**2025**<br>**£**<br>3,864<br>26,288<br>53,116<br>83,268<br>**Total**<br>**2025**<br>**£**<br>54,828<br>20,280<br>45,357<br>120,465|Total<br>2024<br>£<br>16,061<br>28,146<br>57,636<br>101,843<br>Total<br>2024<br>£<br>45,180<br>23,142<br>37,292<br>105,614|
|---|---|---|



## **14 Commitments under operating leases** 

At 31 March 2025 the charity had total commitments under non-cancellable operating leases as set out below: 

|**Expiry date**<br>Under one year<br>Within 2 to 5 years|**Property**<br>**leases**<br>**£**<br>19,435<br>44,496|**Total**<br>**2025**<br>**£**<br>19,435<br>44,496|Property<br>leases<br>£<br>20,725<br>35,257|Total<br>2024<br>£<br>20,725<br>35,257|
|---|---|---|---|---|



## **15 Capital commitments** 

There were no capital commitments at the end of the current or previous accounting periods. 

36 



**InHope (Bristol) Limited** 

## **NOTES TO THE FINANCIAL STATEMENTS** 

## **YEAR ENDED 31 MARCH 2025** 


**----- Start of picture text -----**<br>
16 Reconciliation of net movement in funds to net cash inflow from operating activities<br>2025 2024<br>£ £<br>Statement of Financial Activities: Net movement in funds (60,119) ( 267,299)<br>Investment income (3,210) (4,241)<br>Depreciation  38,331 39,752<br>Increase in creditors: Current Liabilities 14,851 19,268<br>Decrease/(Increase) in debtors 18,575 (54,520)<br>Net cash inflow/(outflow) from operating activities  8,428 ( 267,040)<br>17 Analysis of changes in cash flow during the year<br>2025 2024 Change<br>£ £ £<br>Cash at bank and in hand 394,607 382,969 11,638<br>2024 2023 Change<br>£ £ £<br>Cash at bank and in hand 382,969 648,661 ( 265,692)<br>18 Movement in funds<br>At At<br>1 April 31 March<br>2024 Income Expenditure Transfers 2025<br>£ £ £ £ £<br>Restricted Funds<br>South and East Bristol Foodbank 97,300 612,014 (662,925) 39,564 85,953<br>Life Recovery 2,454 4,495 (117,702) 112,419 1,666<br>Spring of Hope  25,927 246,818 (366,747) 94,208 206<br>The Wild Goose 9,513 110,181 (358,922) 243,545 4,317<br>Bristol Churches Shelter 6,255 173,000 (162,473) - 16,782<br>Hope into Action:Bristol 39,955 98,278 (93,508) - 44,725<br>BCC Resilience Fund 5,000 - (3,675) - 1,325<br>Other small funds - 6,647 (6,647) - -<br>Restricted funds subtotal 186,404 1,251,433 (1,772,599) 489,736 154,974<br>Unrestricted funds<br>Designated funds<br>Net book value of buildings  512,896 - - (14,227) 498,669<br>General funds 277,846 692,755 (231,708) (475,509) 263,384<br>Unrestricted funds subtotal 790,742 692,755 (231,708) (489,736) 762,053<br>Total funds  977,146 1,944,188 (2,004,307) - 917,027<br>**----- End of picture text -----**<br>


37 



**InHope (Bristol) Limited** 

## **NOTES TO THE FINANCIAL STATEMENTS** 

## **YEAR ENDED 31 MARCH 2025** 

## **18 Movement in funds (continued)** 

## **Fund Descriptions - Restricted** 

**South and East Bristol Foodbank** - this fund represents donations received to provide short-term emergency food provision to those in extreme need. 

**Life Recovery** - this fund represents monies received to help clients in addiction recovery to develop resilience through the development of practical skills. 

**Spring of Hope -** this fund represents donations received to operate a women's night shelter providing emergency accommodation and emotional and practical support to women fleeing from abuse, relationship breakdown and sex work. **The Wild Goose -** this fund represents donations of monies and food to operate a drop in centre serving free cooked meals and giving practical support to individuals in need. **Bristol Churches Shelter -** this fund represents monies received for the running of a city-wide, multi church shelter which is overseen by inHope. 

**Hope into Action: Bristol** - this fund represents monies received and spent on the franchise inHope holds, to set up homes in partnership with churches across the Bristol region. 

**SWEP -** this fund represents monies received and spent to co-ordinate a series of mini-SWEP shelters in the City of Bristol during the winter 2023-24 when the Severe Weather Emergency Protocol is triggered. 

**BCC Resilience Fund -** the fund represents monies received and spent on replacing the IT system and migrating to cloudbased storage. 

## **Fund Descriptions - Unrestricted** 

**Net book value of buildings -** this fund represents the buildings held by the charity, transferred into a designated fund for clarity. The transfer out represents depreciation for the year. 

Transfers have been made from general funds into South & East Bristol Foodbank, The Wild Goose, Spring of Hope, Life Recovery and Hope into Action:Bristol funds to cover expenditure made from general funds on these charitable activities over and above the restricted income received. 

**IT spend** - this fund represents monies set aside for future IT investment, now fully utilised. 

38 



**InHope (Bristol) Limited** 

## **NOTES TO THE FINANCIAL STATEMENTS** 

## **YEAR ENDED 31 MARCH 2025** 


**----- Start of picture text -----**<br>
18 Movement in funds (continued)<br>At At<br>1 Apr 31 Mar<br>Prior year 2023 Income Expenditure Transfers 2024<br>£ £ £ £ £<br>Restricted Funds<br>South and East Bristol Foodbank 235,270 585,941 (723,911) - 97,300<br>Life Recovery 17,418 12,745 (139,941) 112,232 2,454<br>Spring of Hope  57,886 252,018 (377,036) 93,059 25,927<br>The Wild Goose 4,652 211,357 (350,153) 143,657 9,513<br>Bristol Churches Shelter 23,415 153,022 (170,182) - 6,255<br>Hope into Action:Bristol 971 106,217 (79,637) 12,404 39,955<br>SWEP - 40,283 (40,283) - -<br>BCC Resilience Fund - 50,000 (45,000) - 5,000<br>Other small funds 5,280 1,700 (6,980) - -<br>Restricted funds subtotal 344,892 1,413,283 (1,933,123) 361,352 186,404<br>Unrestricted funds<br>Designated funds<br>Net book value of buildings  527,123 - - (14,227) 512,896<br>IT Spend 50,000 - - (50,000) -<br>General funds 322,430 462,201 (209,660) (297,125) 277,846<br>Unrestricted funds subtotal 899,553 462,201 (209,660) (361,352) 790,742<br>Total funds  1,244,445 1,875,484 (2,142,783) - 977,146<br>19 Analysis of net assets between funds Unrestricted funds<br>Restricted Designated General<br>funds funds funds Total<br>£ £ £ £<br>Tangible fixed assets - 498,669 60,948 559,617<br>Cash at bank and in hand 154,974 - 239,633 394,607<br>Other current assets - - (37,197) (37,197)<br>154,974 498,669 263,384 917,027<br>Analysis of net assets between funds - prior year Unrestricted funds<br>Restricted Designated General<br>funds funds funds Total<br>£ £ £ £<br>Tangible fixed assets - 512,896 85,052 597,948<br>Cash at bank and in hand 186,404 - 196,565 382,969<br>Other current assets - - (3,771) (3,771)<br>186,404 512,896 277,846 977,146<br>**----- End of picture text -----**<br>


39