COMPANY REGISTRATION NUMBER: 01780839
CHARITY REGISTRATION NUMBER: 514827
Journey Enterprises Ltd
Company Limited by Guarantee
Financial Statements
31 March 2025
T R DIXON AND CO LIMITED
Chartered Certified Accountants
Statutory Auditors
1A Dinsdale Place
Jesmond
Newcastle upon Tyne
NE2 1BD

Journey Enterprises Ltd
Company Limited by Guarantee
Financial Ststements
Year ended 31 March 2025
Page
Trustees, annual report (incorporating the director's report)
Independent auditor's report to the members
Statement of financial activities (including income and
expenditure account)
Statement of financial position
Statement of cash flows
10
Notes to the financial statements
11

Journey Enterprises Ltd
Company Limited by Guarantee
Trustees. Annual Report (Incorporating the Director's Report)
Year ended 31 March 2025
The trustees, who are also the directors for the purposes of company law, present their report and the
financial statements of the charity for the year ended 31 March 2025.
Reference and administrative details
Registered charity name
Journey Enterprises Ltd
Charity registration number
514827
Company registration number 01780839
Principal office and registered Ne￿ork House
office
Acomb
Hexham
Northumberland
NE46 4SA
The trustees
C Benn
P Hawley
M Mathews
B Simpson
J Kendrick
S Montgomery
Key Management Personnel
E V McPherson (Chief Executive Officer)
M E Leadbeater (Operations Manager)
Auditor
T R Dixon and Co Limited
Chartered Certified Accountants
Statutory Auditors
1A Dinsdale Place
Jesmond
Newcastle upon Tyne
NE2 1BD

Structure, Governance and Management
Nature of Governing Document
Journey Enterprises Ltd is a company limited by guarantee, governed by its Memorandum and Articles
of Association dated 23rd December 1983, revised on 11th October 2012 and 14th September 2017.
The Company's registration number is 01780839. It is registered as a charity with the Charity
Commission, number 514827.
Recruitment and Appointment of Trustees
The number and skills of Trustees is regularly reviewed, and any gaps identified. Existing members
approach suitable candidates who are invited to attend meeting, initially as observers, before being
invited formally to join the Board following application, fit and proper persons check and references.
Induction and Training of Trustees
All new Trustees undertake induction and Safeguarding training to support their roles and to
understand the context of learning disability today. Each Trustee is issued with the Directory of
Social Change Trustee Handbook which explains their role and principal responsibilities. Wider
training is provided both internally and externally, enabling Trustees to develop their knowledge of
Journey and of the Charity's contribution within the disability sector and to explore areas of interest.
Arrangements for Setting Key Management Personnel Remuneration
The Board of Trustees gift their time to the Charity. No Trustees re￿iVed remuneration in the year.
Day-to-day management of the Charity is delegated to the operational team, the Charity's Key
Management Personnel (KMP), as noted in the Reference and Administration section. Together with
the Board the KMP direct, control, run and operate the activities of the Charity. The pay of the KMP
is reviewed annually together with all Staff. The Trustees benchmark against pay levels within the
Third Sector regionally, incremental increases accommodated within forecast budgets and
applications ft)r funding. The Charity commits to paying above the National Living Wage from its
Spinal Point 1,and offers a competitive wider benefits package to attract and retain Staff.
Organisational Structure
The Charitable Company consists of a Board of Trustees and an operational team of employees
volunteers and postgraduatelundergraduates on practice-based placements. The Board is led by a
Chair and has honorary positions for Designated Health & Safety and Designated Safeguarding
Leads, linking these functions directly to Senior Leadership in the operational team.
The Senior Management Team, comprising Chief Executive Officer and Operations Manager, oversee
implementation of the Board's strategy and day to day operations.
The Middle Management Team, comprising ft)ur Health & Social Care Managers and a Business
Support Manager, are responsible for sites, Staff and operations in their specified roles.
Senior 2nd Middle Managers meet bi-monthly. Teams meet monthly with Team briefings held daily.
All meetings follow the same agenda ensuring effective compliance, transparency and quality control.
Clients also meet in a mirroring agenda in Client Forums held bi-monthly.
Rlsk management
Trustees meet quarterly to review operations, financial performance, quality and risk. The Trustees
have agreed to examine the major risks faced by the Charitable Company on an annual basis. These
risks include financial, operational and regulatory risks. Systems are in place to minimize these risks,
the Charitable Company required to report to Commissioners, Regulators and to Funders.

Financial review
The results for the year and the financial position of the Charitable Company are shown in the
attached financial statements.
In summary, the Charity's total income for the year was £1,258,212 (2024 £1,138,822) of which
£137,799 related to Restricted Project income (2024 - £116,973). Total expenditure for the year was
£1,331,013 (2024 £1, 230,668) of which £207,871 related to Restricted Project expenditure12024
£132,632)
Reserves policy
The Charitable Company has free reserves of £703,488 as at 31 March 2025 {2024 - £700,581). The
Trustees consider this level of reserves to be sufficient to deliver charitable objectives for the next
elve months. Free reserves are calculated by deducting fixed assets from the unrestricted reserves
held at the year-end.

Journey Enterprises Ltd
Company Limitsd by Guarantee
Trustees. Annual Report (Incorporating the Director's Report) (conlinued)
Year ended 31 March 2025
Objectives and activities
The Charitable Company's object and principal activities are to..
Assist and encourage the education and vocational training of people with a learning disability
and complex needs enabling them to promote their independence and find gainful employment
opportunities.,
Provide or assist people with a learning disability and complex needs to partake in
recreational and other leisure time activities with the object of improving their conditions of life and
achieving their individual goals and aspirations,.
The Charitable Company also aims to raise awareness of learning disability.
The Charitable Company provides employability, life skills training and health & wellbeing activities for
people with learning disabilities. Its operations are delivered from its sites in Acomb near Hexham
(Northumberland), Blyth (Northumberland), Coundon near Bishop Auckland (Durham) and Newcastle
(Tyne & Wear) and within local communities.
The Charity continues to ensure that its objectives remain relevant to the ever-changing challenges
within the Health and Social care Sector to meet the needs of its Clients. The Charity has a vital role
to play in the well-being and improvement of quality of life of the people supported, and in raising
awareness of the needs of adults with learning disability, their skills and aspirations.
Expenditure and development initiatives are planned, executed and monitored in line with the Charity's
five-year business plan and key strategic priorities. Our Business Strategy was refreshed in 2021.
The principal strategic priorities are..
Employment, training and supported volunteering
Health & wellbeing
Expanding activities in community
Supporting complex needs
Putting Hubs at the heart of community
Further developing the learning organisation
Working in partnership
Continuing to invest in and develop our resources
Future Plans
The Charity's overarching aim is to enable people with learning disability to achieve their potential.
To achieve this the Charity provides specialist training to enable adults with learning disability to
develop the key life, work and wellbeing skills, which will enable them to thrive and achieve their
aspirations at each life stage. Each year we enhance the Service Offer to bring in new programmes
or programme elements which will provide greater opportunity for the adults we support.
Within our last reports we have discussed the need for new premises. This context continues with
a prospect of a second site availability in Newcastle close to our Kenton Hub. Acomb Hub also
remains on our sight-lines because of its current location, our aim to move it in to a town context. We
have also prioritised enhancing facilities at our Coundon site, starting with the kitchenlcafé area.

The Charity continues to prioritise its special projects, funded by charitable trusts and foundations,
with an enhanced focus on vocational training for part-time paid employment and healthy and active
living. We also prioritise work which will effect change in the lives of adults with intellectual disability
more widely such as work to enable access, voice and inclusion. This work is particularly important,
enabling the Charity to pilot programmes which can effect local changes, whilst working with
partnerships across the UK to achieve more systemic changes.
Enterprise continues to be a pivotal part of our employability training, and one which enables the
Charity to provide seNices to the wider community. We will continue to expand our enterprise activity
in line with Clients, and local needs, bringing the Charity to the forefont of its immediate communities,
building key partnerships which enable the Charity to develop its reach and services, and bringing in
additional income.
Our Staff Team, our most important resource, remain our central focus as we look at the further
development of the Charity's seNices, expertise and reputation for eX￿llence. The Charity will
continue to develop opportunities for progression, these aligned to specialist programmes, and to
further enhance our volunteering and student placement places. The Charity has long-established
partnerships with regional universities and colleges and these enable us to offer practice-based
placements for graduates and undergraduates in a wide range of disciplines, as well as recently
settled adults who bring prior relevant professional experience but do not have pass-portable
qualifications.
Public benefit
As set out within Objects & Aims, the Charity delivers public benefit. A full explanation of the
activities delivering public benefit are set out in the Achievements section of this Report. The section
describes the Charity's activities during the year to deliver its business strategy and its charitable
objects.
The Trustees confirm that they have complied with the requirements of section 4 of the Charities Act
2011 to have due regard to the public benefit guidance published by the Charity Commission for
England and Wales.
Chair's Report
Journey Enterprises continues to provide services recognised both regionally and nationally as best
practice.
From our beginnings in 1983 as a small charity, Forest and Gardens, based in
Northumberland, to the Charity we see today, our values and aims have remained the same.
Together these create a strong sense of family, the Journey family, the Charity aptly named for
services for adults with intellectual (learning) disability today.
Looking back on another successful year, it is always a delight to see the wonderful coverage of
Clients, achievements on our social media and website pages. It is the depth and range of these
activities which shows the limitless aspirations and abilities of the Clients we support, and the flexibility
of the Charity to be able to build in programmes which meet these needs.
None of this is possible without our extraordinary Staff team, my fellow Trustees, our employees, our
volunteers and students who join us each year. They represent 'the Journey family,.
Long may this continue.
Barbara Simpson
Chair of the Board of Trustees

Chief Executive Officer's Report: Achievements and Performance
Learning and Growing: nurturing the new Journey
The year has been a very successful one at Journey, enabling us to focus forward as we begin the
groundwork for our Business Strategy refresh and to expand the scope of opportunities for Clients
under our grant-aided Projects.
The generous support of charitable trusts and foundations, both local and national, has become
increasingly important at Journey. Like all Day Service Providers, our local authority and NHS
funding, ranging from £6.201hour - £9.701hour in the financial year, is unable to cover the costs of a
Staff memberlhour, nor the wider direct and indirect costs of delivering a Day Service of the quality
adults with intellectual (learning) disability should receive. Grant aid enables us to offer enhanced
resourcing, both in terms of Staff and capital resources, and opportunities which we simply could not
deliver on Statutory funding. We are indebted to our Funders for recognising and supporting
Journey's programme aspirations, bringing real change to the lives of Clients in our care and, through
their increasing Confiden￿ and independence, to the lives of unpaid Carers who support them at
home.
We have seen a very significant shift in the relationship be￿een charitable trust funders and their
grant recipients bringing in closer collaboration, wider partnerships and additional opportunities not
simply a grant award. This brings huge benefits to the Sector, from exchanging best practice to
coming together to collectively move foward on campaigning issues, to providing specialist training
and resources. Our wonderful I Can be Canny digital and financial inclusion programme funded by
the Santander Foundation enabled the Charity to receive a fully funded package of support from the
Media Trust, including film production, whilst our I Can Live Well health education programme funded
by Make Some Noise, our independent radio stations, has brought us air-time on Heart FM locally and
an opportunity to tour some of the major London studios and learn marketing techniques Managers
greatly enjoyed exploring. Women's Joumeys, a programme empowering the women in our care to
develop voice, choice and control in the areas of income and care support planning, funded by the
Smallwood Trust, runs parallel to a key forum, Routes to Power, bringing together disabled women
leaders from the Sector for discussion of successes, challenges and ways fomard. These examples
show how strongly charitable trusts and foundations are prioritising capacity building in the Sector,
enabling wider impact and supporting greater resilience.
Trustees
The Charity's Trustees have led the Charity superbly, generously giving us their time, expertise and
insights. Like all our Volunteers, Trustees give their time freely, most around busy working lives.
Over 900,000 Trustees support charities across the UK which, if paid for their time, would cost the UK
£1.2 billion annually. Our Board meets four time annually under our continuing and inspirational
Chair, Barbara Simpson, a former parent Carer at Joumey. We continue to reach out for 1- 2 more
Trustees, to bring in complementary skills and, based on our current Board locational gaps, ideally
from County Durham.
Volunteers
Volunteers sit at the heart of the work of the Voluntary Sector. Our wider volunteers are recruited and
supported by Nathan Watson, Volunteering and Projects Manager. Nathan also manages our
grant-aided programmes. Nathan's whirlwind of activity across our CVS ne￿orkS, universities and
colleges, employer partnerships and careers fairs, has brought a significant increase in the number of
front-line volunteers, those working directly with Clients in our care. These include volunteers who are
recently settled in the UK and who come from backgrounds where volunteering to support the
community is very much part of day to day life. We have a long-established partnership in Newcastle
with the West Road College, enabling us to recruit recently settled adults with relevant backgrounds
who are developing their English skills and understanding of the context of Social Care and disability
in the UK.

Fatima El-Jellaoui, Hub Manager at Newcastle, is an outstanding example of this collaboration. With a
former professional background in senior nursing in her home country, Fatima joined us 9 years ago
as a volunteer, then a Support Worker, before rapid promotion to a Senior's role, and, with her NVQ5
in Health & Social Care, to Hub Manager. She has provided extraordinary leadership at Newcastle,
bringing new perspectives on the role of a Day Centre within a diverse community and how we may
reach in to diverse partnerships for Clients, Stsff and wider networking. Newcastle has flourished, now
with more referrals than we can accommodate at the single site in the City, giving us a platform to look
for a second site close to Kenton, our current base. In recognition of her work, Fatima was one of
Newcastle's Women of the Year this year. We are thrilled to see Fatima's achievements recognised in
an event at City Hall attended by women from our Women's Journey project. This inspired the women
in our care as they began work on looking at current and former 'inspirational women,, the qualities
which make women great and the challenges they have faced in their pathways to greatness.
The Volunteering programme gives opportunity not only for recently settled adults to develop their
skills in a UK context, but for unemployed adults who are similarly looking to develop their skills. Some
of these adults are unemployed because of health crisis, needing volunteering as their first step
towards the normal patterns of work. For some this is a career change opportunity, and Journey has
regularly recruited former volunteers who want to step change into Social Care. Lyndsey Jones,
Senior at our Coundon Hub, is another outstanding example of this pathway, moving from
volunteering to Support Worker to Senior. Lyndsey's work has been recognised nationally and
featured.
None of this would be possible without the inspirational management Nathan Watson brings to the
role. Like many of Journey's Staff, Nathan's path did not start in Social Care. Originally a drama
graduate, Nathan retrained in Health & Social Care, moving from Support Worker to Senior to
Management in tandem with his NVQ5 in Health & Social Care.
The pre Journey qualifications and career experience our Staff bring enables us to capitalise on these
skills, and build teams which are multi talented and multi faceted. This is also reflected in the breadth
of post graduate and undergraduate degree disciplines we host on student placements. Students join
us from our regional universities from social work, medicine and wider health, sports, performing arts,
marketing and IT, amongst other courses. We are delighted when students apply for subsequent
employment at Journey, reflecting their enjoyment of the culture at Journey, the opportunities for Staff
progression and the outcomes achieved for the Clients in our care.
Employees
Journey's employees, diversity is one of our strengths, enriching the knowledge and expertise of the
Staff teams. Journey had a core Staff team of 33 employees for the financial year, 27 full time
equivalent. The Charity's retention rates are strong and, to strengthen this for all employees, the
Charity implemented a new length of service leave accrual scheme as part of its benefits packages.
This begins from 1 full year of service to a maximum of 10 years of service for additional leave
accrual. The Staff benefits package includes private healthcare and counselling, a holiday buy-back
scheme, Cycle to Work scheme, discounted meals and free refreshments on our sites, and a
promotional Journey pack.

Senior Managers
Elspeth McPherson, Chief Executive Officer
Maggie Leadbeater, Operations Manager
Middle Managers
Adam Bird, Senior Hub Manager Acomb and Blyth
Fatima El-Jellaoui, Hub Manager Newcastle
Gemma Sowerby, Hub Manager Coundon
Tabatha Tilley, Business Support Manager
Nathan Watson, Volunteering and Projects Manager
Specialists
Rachel Crothers, Health & Wellbeing Coach
Ken Gowland, Work Coach
John Morgan, Work Coach
Jennifer St Jacques, Work Coach
Trish Thomas, Work Coach
Senior Learning Disability Support Workers
Paul Armstrong
Lyndsey Jones
Learning Disability Support Workers
Kelly Appleby
Kath Alderson
Greg Byrne
Danielle Cathrae
Kevin Davies
Katie-Louise Docherty
Simon Docherty
Paul Fatkin
Lewis Gell
Sallie Hughes
Dawn Long
Bethany Lowery
Martin Maude
Elaine Rollo
Rachel Sheppard
Lileah Theobold
Café JJ Support Workers
Maria Bates
Touria El Jounhi
Business Administrators
Rachel Stott
Sharon Wilson
Helen Woods
Drivers
Leslie Bell
Bryan Hall
Barry Henderson
Cleaners
Chris Knowles
Shirley Davison

We bade farewell this autumn to Sallie Hughes from our Coundon Hub. Joining us after a past career
as an OT in the NHS, Sallie worked at Journey for eight years as a Learning Disability Support Worker
and as an interim Team Leader. Sallie was devoted to our Clients, thrived when the Hub was at its
busiest, and greatly enjoyed taking both café sessions and outdoor education work, linking to her
long-term volunteering as a Scout Leader. Sallie was always one of the first to volunteer for Client
short breaks, in her element when working on these residentials and, equally, delighted when given
the opportunity to prove her Scouting skills, none more so than at our Staff Foraging Training Day at
Kielder in 2022 where she produced a pocket-full of compasses with the skills of a magician. We
wish her every success in her next career steps and at the Scouts.
We were delighted to appoint to the Team this year Acomb Client, Chris Knowles. This is Chris, first
working role and he has blossomed under the support and guidance of Work Coach, Jennifer St
Jacques and his Hub Manager, Adam Bird. Working part-time hours around his Day Service, Chris
has found the perfect working combination on his new journey.
Our dynamic duo, Maria Bates and Touriah El Jounhi, are the front face of our new enterprise at
Kenton Sports Centre, Café JJ. This café supplies the Sports Centre Client base but also provides
vital meals for eligible primary age children during vacations. Once established, we were able to bring
onboard our first Journey Clients for café work experience. My thanks to Nathan Watson who has
overseen the development of Café JJ together with Fatima El-Jellaoui, and many thanks to Bobby
Richardson, Manager of the Sports Centre, who has opened so many doors and opportunities for
Journey over the past years. Our partnership with Bobby has been a remarkable sUc￿$S.
Recently resettled. Touriah's journey to employment exemplifies the enduring reciprocal relationship
Voluntary Sector organisations have with their immediate and changing communities. Touriah joined
us as a volunteer, coming to us from our estsblished partnership with the West Road College,
Newcastle. Building her English skills as she looked for suitable work, with the opening of the new
café, that opportunity came for Touriah. Touriah follows a well-established path Journey has forged
locally to give placements to suitably experienced recently settled adults, who wish to develop careers
in health or social care. Time with Journey to see our sessional practice, the scope of needs we
support in a disability Day Service, how we work on a Positive Behaviour Support approach and the
wider inter-connected statutory services, is combined with immersion in the language of our work both
with Clients and professionals.
911
Touriah supporting Journey Clients on work experience al café JJ
Fatima El-Jelloui and Nathan Watson have taken this work forward with the West Road College from
Adam Bird, creating what has been a very successful partnership bridging cultures, experience and
prior professional work.
Congratulations and thank you to our superbly hard-working, professional and knowledgeable Staff
team for their dedication and practice during the year.

Our Priorities in Day Services: towards Choice and Control
Journey is contracted by six local authorities and the NHS to provide Day servI￿s for adults with
intellectual (learning) disability. Remodelling of 'day opportunities, began across the UK in the early
2000s accompanying Personalisation in Health & Social Care. With the emphasis on choice and
control, the individual recipients of social care services were to move on with the ability to self-direct
their care, choosing the right service, activities and Staff support to achieve their aspirations.
The growth of different models of Day Services since, as well as the growth of Direct Payment Support
Services and 1..1 support services from Personal Assistants, has given wider choice.
The degree of
control is arguably less changed for adults with intellectual disabilities and a key part of our work is to
enable greater control and independence. That can be challenging and can be restricted by the
Clients, home setting, whether Clients are living with family or in Supported Living.
The far greater restriction comes from the environment where the barriers are longitudinal and, in
some cases, increasing. This certainly in relation to employment of adults with intellectual disability
and access to both Statutory and non Statutory services. From the NHS to DWP, from local Councils
to services online and on the High Street, there are very few where an adult with intellectual disability
can independently and safely navigate successfully through. This gives Journey opportunity to effect
change.
Our Day SeNices centre on providing vocational training, now ASDAN accredited, for every Client in
our care, and to provide training in life skills. Through specialist grant-aided programmes such as I
Can Live Well, our health education programme led by Rachel Crothers, a health professional, and
Take Five, a sports programme funded by Bally Thomas Charitable Trust, we also focus on living well,
staying fit and managing disability. This model is leagues away from the historic day opportunities the
Government's Personalisation agenda rightly moved to change, but we still see some day services in
our region operating on past models. Some of these are within Supported Living, where Providers may
also offer 'Day Services,, confining Clients to a single setting day and night. Some are owned by local
authorities. There is no doubt that the greatest innovation is found in Day Services run within the
Voluntary & Community Sector, consistent with its history of piloting the new to meet unmet needs.
Journey works on a five day, ten unit schedule, on and off site, Clients choosing their activities and
working groups. Each session is led or supported by a Specialist Learning Disability Support Worker,
Work Coach or Health & Wellbeing Coach from Journey, including those where we commission
off-site specialists in sports, dance and environmental education. We work with over 1100
organisational partnerships across the Charity as a whole, reflecting the depth of understanding we
have of opportunities in the community, and of wider services essential to our delivery.
Clients, Forums, held quarterly, give direct feedback on our services, Staff, sites, transportation and
systems, and feedforward on areas Clients want to see developed, changed and improved. Clients
chair the Forums. Individual feedback is given throughout the working week from Clients, parent
Carers and the organisational partnerships we work across, each reviewed and reported upon at
Team, Managers and Board meetings, as are the Forum agenda and minutes.
Against a context in the media where Social Care recruitment is often associated with under-staffing
and a need to recruit from overseas, Day Services represent the antithesis. Working on normal office
hours, as a skills based service not personal care service, we have been very successful in our
recruitment and retention of aspiring Support Workers and experienced Social Care workers. The
greatest challenges have come in recruitment of bus drivers, promoted posts (Project specialists and
Managers) where we have to compete with higher salaries offered in other Sectors ft)r equitable roles.
We are indebted to our NVQ5 Health & Social Care Managers, Adam Bird (Acomb and Blyth), Fatima
El-Jellaoui {Newcastle), Gemma Sowerby (Coundon) and Nathan Watson (Volunteering and Projects)
for their professionalism, warmth and drive, in creating cultures where Staff feel supported, well
trained and well matched in terms of their role responsibilities. Managed by Maggie Leadbeater, our
Operations Manager and Designated Safeguarding Lead, the vision for leadership Maggie instils,
combined with intuitive and responsive mentoring, enables our 'home grown, talent to flourish.

They are, in turn, supported, as are Governance and Senior Leadership, by our Business
Administration team, led with unstoppable enthusiasm and drive by Tabatha Tilley, Business Support
Manager. Jointly spanning Hub and whole company responsibilities, the Team works to ensure
business efficiency and best value, strong ne￿orkS within the community for procurement and
donations, and a warm and welcoming face for Clients and Visitors at our sites. Tabatha took over
from Joanne Bramley, our first Business Support Manager, who moved on to the NHS as we
completed the12st financial year. Jo joined us in 2017, originally as a Hub Administrator having had a
long-term career as an IT systems specialist before moving on to run the residential courses at
Mlnsteracres Retreat Centre combining this with IT consultancy. Promoted to the Middle Management
Team in 2019 to launch the new Business Support Manager role and team, after five years embedding
this new team, we wish her every success in her latest role. in NHS Primary Care.
Journey now has its own list of Bank Stsff, some who have volunteered initially with us, some who
have retired from Journey but come back on a part-time basis together with new applicants. This has
worked very successfully for the Charity, significantly reducing the eye-watering Agency costs. 20
Bank Staff have regular work from Journey. The continuity of Staff known to Clients, who know our
culture, system, methodology and Staff teams, is essential.
Projects
During the year Journey ran a range of charitable trust-funded projects. These included both short
cycle programmes and longer programmes.
Coundon Allotments (Catherine Cookson Charity)
I Can be Canny (Santander Foundation)
I Can Live Well (Make Some Noise, Blyth Ports, Skipton Building Society)
Outside In {Groundworks BUPA)
Take Five (Bally Thomas Charity)
Tyne Valley (Frederick Milburn)
Working Journeys (Henry Smith Charity and TNL Community Foundation)
We completed, in December 2024, our flagship three year financial and digital literacy programme, I
Can be Canny. This has been a very important programme, focusing not only on skills development
and confidence-building, but accessibility and Safeguarding. The progression of Clients, IT skills has
been quite remarkable. The 90 ipads, funded by the Programme, are now routinely used in sessions
on and off sites. Accessibility in the digital space is an issue we tackle regularly, raising awareness
with organisations, with campaigning groups {such as the Digital Povety Alliance) and with MPS, on
the lack of accessible resources for adults with intellectual disability. From Government to NHS online,
from banks and other key institutions, to social networks and shopping channels, we don't see
accessibility, Easy Read, provided for adults with intellectual disability. But, as inclusion and choice
moves increasingly to digital platforms, to reduce the accessibility gap, we are focusing on increasing
campaigning around the lack of Easy Read. We will also be looking at further funding for financial
skills, particularly around card and mobile phone use for transactions. The concepts for Clients are
very abstract but we teach using tactile resources to represent different parts of the process to enable
understanding.
At the close of our partnership with Santander we were delighted to work with the Media Trust on our
first Journey film. In true film scheduling style, this took many months to coordinate, and several
sessions to complete, giving Clients a real insight in to the film process, its challenges and successes.

The launch of I Can Live Well was heralded across the UK, Make Some Noise a charity of all our
major independent radio stations (Capital, Classic FM, Heart et al). The Charity has provided a wealth
of marketing support for its chosen schemes and training for Project leads, as well as opportunities for
broadcast interviews to promote our work. Adam Bird, Senior Hub Manager Acomb and Blyth, has
Iwice visited Heart FM in Newcastle where he was interviewed by Vicky Pattinson. Vicky's
enthusiasm for work to address the health inequities so prevalent in adults with intellectual disability,
and for the dedication and professionalism of the Staff teams, was followed by an offer to join us as a
volunteer.
Rachel Crothers, a former NHS hospital-based doctor, has shaped and led the Project's health
education sessions, linking across our activities to other sessions such as diet and nutrition, sports
and exercise. The Programme has been a remarkable success, making real and visible changes to
the choices Clients make, activities they choose in and outside Journey, and their dietary planning.
Feedback from parent Carers has been warmly welcomed, as they describe the impact the have seen,
notsbly in Clients changing their dietary and exercise choices, reducing weight and encouraging active
lifestyles.
The Programme has also enabled Clients who have had, or are experiencing, other disease pathways
such as cancer, to talk about their experiences in same sex Journey groups. The lack of any specialist
support groups for adults with intellectual disability and disease such as cancer locally, has prompted
the Clients, expressed need to be able to share their experience with friends at Journey.
We are indebted to the Port of Blyth and to Skipton Building Society for their grants enabling us to buy
health education resources. Tactile resources are so important for this work, supporting Clients,
understanding of what are abstract Con￿PtS such as 'liver', 'pancreas', 'lungs', 'one pound of fat.
Iclienls working with Rachel Clothers. fomier NHS Dr. learning about fats and diabetesl
Newcastle and Coundon Hubs benefitted from more localised grants to enhance existing horticultural
spaces.. Newcastle was awarded a grant from Groundworks BUPA to further develop its gardens,
created by Journey in a former nursery playground at the rear of Kenton Community Centre. Kelly
Appleby, Learning Disability Support Worker, has led the work at Newcastle, with a sterling team of
Clients dedicated to making the gardens productive (vegetables, herbs and flowers) and a relaxation
and outdoor eating area.

KJ
Newcastle Clients preparing outdoor fvrnilure, and enjoying it, as part of Outdeor In
This area is used by the wider community outside our operating hours, whilst the garden continues to
provide produce, sometimes at quite a scalel
Coundon has moved to allotments much closer to the Hub, reducing our carbon footprint, now within
walking distance. These allotments have been completely overhauled by Coundon Clients working
with Learning Disability Support Worker, Lewis Gell, supported by a grant from the Catherine Cookson
Charitable Trust.
Coundon Clients shape our new allolmenls

The pivotal role our community foundations across the UK play in supporting local charities and
grassroots organisations continues as the foundations manage funds on behalf of donors, offering
support and training. Ring-fenced for local areas, these funds are vitally important, none more so than
in the north east where we have a strong tradition of philanthropy built from industry. Journey's Tyne
Valley project was awarded through the Community Foundation Northumberland, Tyne & Wear from
the Frederick Milburn Trust. We shaped the Programme to enable Clients to choose and map specific
areas of the River Tyne, from west of Hexham at Haltwhistle east to Wallsend and the sea, to assess
its accessibility for walkers with intellectual disability- This builds on a similar programme we ran for
the HW1900 celebrations, A Canny Journey, mapping key attractions and Visitor Centres on the path
of the Roman wall.
Take Five, our sports programme, set a challenge for our Clients. Funded by the Bally Thomas
Charitable Fund, a charity which only funds work for people with learning (intellectual) disability, this
programme was designed to broaden the scope of sports uptake both within Day Service and OU￿1th.
The challenge for Clients was to try five new sporting activities in Journey and at home. The range of
activities we have seen has been a delight.. from archery, bell boating, canoeing, adapted cycling,
gorging, rafting and golf to shooting, surfing, shooting and trampolining amongst others. Clients have
taken steps to join local clubs outside Day Service, one parent delighted to discover that adapted
water sports mean that he can now share sports time with his son. Across our Hubs, the Clients,
willingness to 'give it a go,, despite greater challenges to overcome, shows the determination we see
every day in sessional work. Our sporting men and women have been a joy to see.
The importance of increasing physical activity for adults with intellectual disability has underpinned this
programme. The LedeR (NHS Learning from Lives and Deaths of People with a Learning Disability
and Autism) makes clear that early mortality, typically 15- 20 years prematurely, is partially avoidable.
Some of the conditions set out in the report as often contributory to early deaths, respiratory conditions
and constipation, are greatly improved by physical activity, as is mental health. From our year of
expanded specialist sports provision, it is clear that this work must continue at Journey, but this is
reliant on succession funding.
Working Joumeys, a project sitting at the heart of the Charity's remit, our charitable objects, had
aspirations at its start in 2023 which we hoped would break new ground. This was not only in terms of
providing real opportunity for more adults with intellectual disability to secure paid-part time work, but
to show that a blended work & Day Service model produces more, and the most successful, work
outcomes. We had trialled this model on earlier employability programmes. Our Clients needs for care
and support will continue throughout their lives, critical at moments of transition. Whether this
transition is entering work, changing work roles or organisations, tackling life and health changes, or
addressing challenges shaping relationships, from family to friendships, work colleagues to community
contacts, adults with intellectual disability need support and training to develop these skills. In Day
Service they also form friendships for life, critical to their wellbeing.
Led by Nathan Watson, Volunteering and Projects Manager, and delivered by our superb Work
Coaches, this Programme has far surpassed our ambitions. 156 adults have taken part in the
Programme, every adult at Journey, as have all our Learning Disability Support Workers and Seniors,
working with our specialist Work Coaches.

Jennifer St Jacques, Work Coach came to Journey from a career with a major international retailer,
and has delivered the Programme in a whirlwind of inspirational sessions both on and off site. Jen's
aspirations for our Clients are wonderful, shaped by the partnerships Jen and Nathan have worked to
secure externally, to provide real opportunities and insights for Clients at Journey.
Breaking our targets for Clients entering paid part-time employment (17) and those on work
experience (631, we have built an enviable partnership base to support this Programme's continuation
and development. Where we have cross-over with other Projects we have also seen unexpected
benefits.. through fake Five, a wonderful sports programme funded by Bally Thomas, and our links
with AOA Surf School in Blyth, providing Clients with the opportunity to try surfing, developing their
proprioception skills and confidence in water, we secured part-time employment for a Client. Assisting
with sessional set-up for the School's tutors, preparing boards and wetsuits, working from shore-side,
this has worked very successfully for the Client and for the Surt School which wants to specialise in
'assisted surfing, sessions.
In this context, Clients are very visible in the community, at Blyth Beach, working in a context which is
enviable for any young adult.
Amongst our work outcomes we must mention Client, Toby, who has Down's Syndrome and is a
passionate musician and actor. Through the Programme, and Nathan's prior contacts in the acting
industry, Toby secured work through a local Acting Agency and made his first film debut. We can
report with delight that Toby earnt more per hour than any of the Journey Stsff team.
Journey's Clients now take part in a diversity of external community service opportunities, each
organised by Nathan Watson to give both a platform for those hoping to go in to paid work, and those
who want to continue to volunteer. One of these programmes is at Live Theatre in Newcastle, where
Clients have been working with Live's Fundraising and Development Manager, Alison Nichol, to
develop their community gardens.
Our Client work entrants, and those on work experience, have demonstrated that adults with
ntellectual disability are dedicated and conscientious workers, who bring unique benefits to the
composite of Staff teams and to the culture of organisations. Nonetheless, with a still salutary 960/0 of
adults with intellectual disability across the UK without paid work, the majority wanting to be in
employment, we need many more Journeys to effect a movement of real change.
To achieve this the Senior Leadership Team is in contact throughout the year with national and
regional media, our local Councillors and local MPS, with Ministers and shadow Ministers. Responding
to press coverage on key issues, we aim to raise awareness, to show best practice, challenge
discriminatory practice and urge for policy and priorities change. With the announcement at financial
year close of the National Insurance and National Living Wage increases, adding 12 % to Journey's
wage bill, our work achieved both an initial offer of an interview with Sky News, later can￿lled as their
priorities on the day shifted, and recording from the BBC'S local news team, Look North. Using Acomb
as our base for the filming, Clients had a wonderful opportunity to see how a news piece is put
together. We were delighted to see the interaction be￿een the camera crew and Reporter, Richard
Moss, and Clients, explaining their roles. what they were shooting and why, and giving Clients a living
insight in to the work of journalists.

Some Clients recognised Richard and were thrilled to hear that Journey would be featured on the
weekend's news. Whilst edited quite heavily, our key message focusing on the Day Service contract
rates, our need to significantly subsidise these, and the impact of an unplanned 120/0 increase on
payroll as we approached the new financial year, was conveyed very well by Adam Bird, Senior Hub
Manager.
We hosted MPS, lan Lavery and Joe Morris at our Blyth and Acomb Hubs respectively. Our thanks to
Eileen Cartie, Manager at the Buffalo Centre, Blyth, as a local Labour Councillor, for her work assuring
this partnership. lan spent a couple of hours with Clients, listening to their views, hearing about
changes they needed and explaining more about his role locally and in Parliament. Joe Morris, MP
for Hexham, responded very quickly to our request for assistance addressing significant problems with
the Department for Work & Pensions, Access to Work Scheme, not only in relation to one of Joe's
constituents, and one of Journey's Clients, but with wider prospective impact for any of Journey's
Clients, or future employees, with intellectual disability requiring Access to Work programme support
to enter employment.
Joe spent time with Acomb Clients and our Staff, all of whom are within his Constituency, before
sitting with Chris, the Constituent whose needs we were representing, to see what changes he could
make. Within weeks change had been made to ensure the issues Chris had encountered were
addressed.
This responsive action from both local MPS is just the sort of support our Clients need. Journey's role
in both facilitating the support and providing a safe space for Clients has been key. Journey has, over
the past year, made contact with a range of local MPS, and prospective MPS, from different parties, to
invite in to our Day Centres to speak to Clients. We continue to raise awareness of the lack of
accessibility (Easy Read) to enable our Clients to be able to vote independently postally or at the
ballot box in local and national elections.
Our final, but vital project, Women's Joumeys, has provided the first opportunity at Journey to focus on
women's development in all female groups. The Programme's two over-arching aims are to empower
the women in our care to have greater control over, and aC￿sS to, their care support planning,
including the vital central document, the Care Support Plan produced by Adult Social Care (local
authorities). and to have greater control over, and understanding of their finances including welfare
benefits and any earned income. This programme has been a carefully tapered one, initially working
with women on their self-identity in line with the aspirations of the Care Act's Wellbeing Domains,
whilst building bonds and trust be￿een the women in the group.
The women have had the opportunity to look at women of inspiration as the Project began, to give
scope for aspiration. The work has developed enabling women from the Project to take part in external
consultations including North Tyneside Council's Big Plan for disability.

Corporate Social Responsibility
Through our charitable grant aid for projects and through volunteering we see the impact of corporate
social responsibility, a heritage which has for centuries now provided charitsble support to local
communities. From the earliest days of provision of sanitary workers, accommodation, healthcare and
education, many of these led by company founders from the Quaker faith, to corporate giving and
volunteering days today, businesses give back to the communities where they are based and within
which they serve.
This year we were delighted to host Deloitte for a day of 'Glow Up, volunteering at our Newcastle Hub.
Working to enhance the Hub's paIn￿ork, and gardens, we are so grateful to the Staff who gave their
time, skills and enthusiasm for the day.
Deloitte Staff volunteer for New¢aslle's Glow Up day
anifest Clear
Looking forward our journey has a very well mapped route.. expansion of our Day Centre sites to
accommodate our referral numbers and Clients, needs, refunding of our specialist projects which have
again proved their importance and relevance from the outcomes achieved and continuing growth of
our volunteering base. These three points on the map need no compass. Journey's mission remains
constant, our pathway set. With a fair wind, not unknown in the north east, we should reach these in
double time, accompanied by the Journey Bear.
Phil and John tske the Journey Bear lo Wembley

Trustees. responsibilities statement
The trustees, who are also directors for the purposes of company law, are responsible for preparing
the trustees, report and the financial statements in accordance with applicable law and United
Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the charity trustees to prepare financial statements for each year which give a
true and fair view of the state of affairs of the charitable company and the incoming resources and
application of resources, including the income and expenditure, 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 applicable 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;
prepare the financial statements on the going concern basis unless it is inappropriate to presume
that the charity will continue in business.

Journey Enterprises Ltd
Company Limited by Guarantee
Trustees. Annual Report (Incorporating the Director's Report) (¢onflnuedJ
Year ended 31 March 2025
The trustees are responsible for keeping adequate accounting records that are sufficient to show and
explain the charity's transactions and disclose with reasonable accuracy at any time the financial
position of the charity and enable them to ensure that the financial statements comply with the
Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence
for tsking reasonable steps for the prevention and detection of fraud and other irregularities.
Auditor
Each of the persons who is a trustee at the date of approval of this ￿pOrt confirms that
so far as they are aware. there is no relevant audit infomation of which the charity's auditor is
unaware. and
they have taken all steps that they ought to have taken as a trustee to make themselves aware of
any relevant audit information and to establish that the charity's auditor is aware of that
information.
The trustees, annual report and the strategic report were approved on .29.11.IJ.2025......... and signed
on behalf of the board of trustees by:
Mrs B Simpson
Chair

Journey Enterprises Ltd
Company Limited by Guarantee
Independent Auditor's Report to the Members of Journey Enterprises Ltd
Year ended 31 March 2025
Opinion
We have audited the financial statements of Journey Enterprises Ltd (the 'charity') for the year ended
31 March 2025 which comprise the statement of financial activities (including income and expenditure
account), statement of financial position, statement of cash flows and the related notes, including a
summary of significant accounting policies. The financial reporting framework that has been applied in
their preparation is applicable law and United Kingdom Accounting Standards, including FRS 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
incoming resources and application of resources, including its income and expenditure, for the
year then ended;
have been properly prepared in accordance with United Kingdom Generally Accepted
Accounting Practice.,
have been prepared in accordance with the requirements of the Companies Act 2006 and the
Charities Act 2011.
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAS (UK)) and
applicable law. Our responsibilities under those standards are further described in the auditorfs
responsibilities for the audit of the financial statements section of our report. We are independent of
the charity in accordance with the ethical requirements that are relevant to our audit of the financial
statements in the UK, including the FRC'S Ethical Standard, and we have fulfilled our other ethical
responsibilities in accordance with these requirements. We believe that the audit evidence we have
obtained is sufficient and appropriate to provide a basis for our opinion.
Conclusions relating to going concern
In auditing the financial statements. we have concluded that the trustees, use of the going concern
basis of accounting in the preparation of the financial ststements 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 ￿e1ve months from when the financial
statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described
in the relevant sections of this report.

Journey Enterprises Ltd
Company Limited by Guarantee
Independent Auditor's Report to the Members of Journey Enterprises Ltd
(continued)
Year ended 31 March 2025
Other information
The other information comprises the information included in the annual report, other than the financial
statements and our auditor's report thereon. The trtjstees are responsible for the other information.
Our opinion on the financial statements does not cover the other information and, except to the extent
otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.
In connection with our audit of the financial statements, our responsibility is to read the other
information and, in doing so, consider whether the other information is materially inconsistent with the
financial statements or our knowledge obtained in the audit or otherwise appears to be materially
misstated. If we identify such material inconsistencies or apparent material misstatements, we are
required to determine whether there is a material misstatement in the financial statements or a
material misstatement of the other information. If, based on the work we have performed, we conclude
that there is a material misststement of this other information, we are required to report that fact.
We have nothing to report in this regard.
Opinions on other matters prescribed by the Companies Act 2006
In our opinion, based on the work undertaken in the course of the audit:
the information given in the trustees, report for the financial year for which the financial
statements are prepared is consistent with the financial statements., and
the trustees, report has been prepared in accordance with applicable legal requirements.
Matters on which we are required to report by exception
In the light of the knowledge and understanding of the charity and its environment obtained in the
course of the audit, we have not identified material misstatements in the trustees, report.
We have nothing to report in respect of the following matters in relation to which the Companies Act
2006 and the Charities Act 2011 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., or
the financial statements are not in agreement with the accounting records and returns., or
certain disclosures of trustees, remuneration specified by law are not made., or
we have not received all the inft)rmation and explanations we require for our audit.

Journey Enterprises Ltd
Company Limited by Guarantee
Independent Auditor's Report to the Members of Journey Enterprises Ltd
(continued)
Year ended 31 March 2025
Responsibilities of trustees
As explained more fully in the trustees, responsibilities statement, the trustees (who are also the
directors for the purposes of company law) are responsible for the preparation of the financial
statements and for being satisfied that they give a true and fair view, and for such internal control as
the trustees determine is necessary to enable the preparation of financial statements that are free
from material misstatement, whether due to fraud or error.
In preparing the financial statements, the trustees are responsible for assessing the 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.
Auditorfs responsibilities for the audit of the financial statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole
are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that
includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that
an audit conducted in accordance with ISAS (UK) will always detect a material misstatement when it
exists. Misstatements can arise from fraud or error and are considered material if, individually or in the
aggregate, they could reasonably be expected to influence the economic decisions of users taken on
the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design
procedures in line with our responsibilities, outlined above, to detect material misstatements in respect
of irregularities, including fraud. The extent to which our procedures are capable of detecting
irregularities, including fraud is detailed below..
As part of an audit in accordance with ISAS (UK), we exercise professional judgment and maintain
professional scepticism throughout the audit. We also..
Identify and assess the risks of material misstatement of the financial statements, whether due to
fraud or error, design and perform audit procedures responsive to those risks, and obtain audit
evidence that is sufFicient and appropriate to provide a basis for our opinion. The risk of not
detecting a material misstatement resulting from fraud is higher than for one resulting from error,
as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override
of internal control.
Obtain an understanding of internal control relevant to the audit in order to design audit
procedures that are appropriate in the circumstances, but not for the purpose of expressing an
opinion on the effectiveness of the internal control.
Evaluate the appropriateness of accounting policies used and the reasonableness of accounting
estimates and related disclosures made by the trustees.

Journey Enterprises Ltd
Company Limited by Guarantee
Independent Auditor's Report to the Members of Journey Enterprises Ltd
(conbnued)
Year ended 31 March 2025
Conclude on the appropriateness of the trustees, use of the going concern basis of accounting
and, based on the audit evidence obtained, whether a material uncertainty exists related to
events or conditions that may cast significant doubt on the charity's ability to continue as a going
concern. If we conclude that a material uncertainty exists, we are required to draw attention in
our auditor's report to the related disclosures in the financial statements or, if such disclosures
are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained
up to the date of our auditor's report. However, future events or conditions may cause the charity
to ￿ase to continue as a going concern.
Evaluate the overall presentation, structure and content of the financial statements, including the
disclosures, and whether the financial statements represent the underlying transactions and
events in a manner that achieves fair presentation.
We communicate with those charged with governance regarding, among other matters, the planned
scope and timing of the audit and significant audit findings, including any significant deficiencies in
internal control that we identify during our audit.
Use of our report
This report is made solely to the charity's members, as a body, in accordance with section 144 of the
Charities Act 2011 and regulations made under section 154 of that Act. Our audit work has been
undertaken so that we might state to the charity's members those matters we are required to state to
them in an auditorfs 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 and the charity's members as a body,
for our audit work, for this report, or for the opinions we have formed.
.A.o'r
T R Dixon and Co Limited
Chartered Certified Accountsnts
Statutory Auditors
IA Dinsdale Place
Jesmond
Newcastle upon Tyne
NE2 1BD

Journey Enterprises Ltd
Company Limited by Guarantee
Statement of Financial Activities
(including income and expenditure account)
Year ended 31 March 2025
2025
Restricted
funds Total funds Total funds
2024
Unrestricted
funds
Note
Income and endowments
Donations and legacies
Charitable activities
Other trading activities
Investment income
Other income
7,578
1,059,539
6,855
1,826
1,551
1,077,349
180,863
188,441
1,059,539
6,855
1,826
1,551
164,765
954,497
8,258
2,048
9,254
Total income
180,863
1,258,212
1,138,822
Expenditure
Expenditure on charitable activities
Other expenditure
Total expenditure
10,11
12
1,123,142
207,871
1,331,013
1,224,668
6,000
1,230,668
1,123,142
207,871
1,331,013
Net expenditure and net movement in
funds
(45,793)
(27,008)
(72,801)
(91,846)
Reconciliation of funds
Total funds brought foward
Total funds carried fonvard
700,581
65,874
38,866
766,455
858,301
654,788
693,654
766,455
The statement of financial activities includes all gains and losses recognised in the year.
All income and expenditure derive from continuing activities.
The notes on pages 11 to 21 fonn part of these financial statements.

Journey Enterprises Ltd
Company Limited by Guarantse
Statement of Financial Position
31 March 2025
2025
2024
Note
Fixed assets
Intangible assets
Tangible fixed assets
16
17
5,946
550,679
5,946
516,936
556.625
522.882
Current assets
Debtors
Cash at bank and in hand
18
64.939
209.118
152,796
171,787
324,583
274,057
Creditors.. amounts falling due wlthin one year
Net current assets
19
137,028
137,029
81,010
243,573
766,455
Total assets less current liabilities
693.654
Net assets
693.654
766.455
Funds of the charfty
Restricted funds
Unrestricted funds
38,866
654,788
693,654
65,874
700,581
766,455
Total charity funds
21
These financial statements were approved by the board of trustees and authorised for issue on
2911112025
and are signed on behalf of the board by:
Ms B Simpso
Trustee
The notes on pages 11 to 21 form part of these financial statements.

Journey Enterprises Ltd
Company Limited by Guarantee
ststement of Cash Flows
Year ended 31 March 2025
2025
2024
Cash flows from operating activities
Net expenditure
(72,801)
{91,846)
Adjustments for..
Depreciation of tangible fixed assets
Dividends, interest and rents from investments
Accrued expensesl(income)
58,792
(1,826}
56,373
68,418
(2,048)
(56,373)
Changes in..
Trade and other debtors
Trade and other creditors
31,484
2,578
74,600
87,672
5,126
Cash generated from operations
10,949
Interest paid
Net cash from operating activities
(180)
74,420
4,503
15,452
Cash flows from investing activities
Dividends, interest and rents from investments
Purchase of tangible assets
Purchase of intangible assets
Net cash used in investing activities
1,826
(92,535)
(5,946)
(96,655)
2,048
(39,641}
(5,9461
(43,539)
Cash flows from financing activities
Proceeds from borrowings
Payments of finance lease liabilities
Net cash froml(used in) financing activities
(4,167)
57,787
53,620
2,435
(25,826)
(23,391)
Net increasel(decrease) in cash and cash equivalents
Cash and cash equivalents at beginning of year
Cash and cash equivalents at end of year
37,331
171,787
209,118
{51,478)
223,265
171,787
The notes on pages 11 to 21 form part of these financial statements.
10

Journey Enterprises Ltd
Company Limited by Guarantee
Notes to the Financial Statements
Year ended 31 March 2025
General information
The charity is a public benefit entity and a private company limited by guarantee, registered in
England and Wales and a registered charity in England and Wales. The address of the
registered office is Ne￿Ork House, Acomb, Hexham, Northumberland, NE46 4SA.
Statement of compliance
These financial statements have been prepared in compliance with FRS 102, 'The Financial
Reporting Standard applicable in the UK and the Republic of Ireland,, the Statement of
Recommended Practice applicable to charities preparing their accounts in accordance with the
Financial Reporting Standard applicable in the UK and Republic of Ireland {FRS 102) (Charities
SORP (FRS 102)) and the Companies Act 2006.
Accountlng policies
Basis of preparation
The financial statements have been prepared on the historical cost basis, as modified by the
revaluation of certain financial assets and liabilities and investment properties measured at fair
value through income or expenditure.
The financial statements are prepared in sterling, which is the functional currency of the entity.
Going concern
There are no material uncertainties about the charity's ability to continue.
Fund accounting
Unrestricted funds are available for use at the discretion of the trustees to further any of the
charity's purposes.
Designated funds are unrestricted funds earmarked by the trustees for particular future project or
commitment.
Restricted funds are subjected to restrictions on their expenditure declared by the donor or
through the terms of an appeal, and fall into one of two sub-classes.. restricted income funds or
endowment funds.
11

Journey Enterprises Ltd
Company Limited by Guarantee
Notes to the Financial Statements (continued)
Year ended 31 March 2025
Accounting policies (continued)
Incoming resources
All incoming resources are included in the statement of financial activities when entitlement has
passed to the charity-, it is probable that the economic benefits associated with the transaction
will flow to the charity and the amount can be reliably measured. The following specific policies
are applied to particular categories of income=
income from donations or grants is recognised when there is evidence of entitlement to the
gift, receipt is probable and its amount can be measured reliably.
legacy income is recognised when receipt is probable and entitlement is established.
income from donated goods is measured at the fair value of the goods unless this is
impractical to measure reliably, in which case the value is derived from the cost to the donor
or the estimated resale value. Donated facilities and services are recognised in the
accounts when received if the value can be reliably measured. No amounts are included for
the contribution of general volunteers.
income from contracts for the supply of services is recognised with the delivery of the
contracted service. This is classified as unrestricted funds unless there is a contractual
requirement for it to be spent on a particular purpose and returned if unspent, in which case
it may be regarded as restricted.
Resources expended
Expenditure is recognised on an accruals basis as a liability is incurred. Expenditure includes any
VAT which cannot be fully recovered, and is classified under headings of the statement of
financial activities to which it relates-
expenditure on raising funds includes the costs of all fundraising activities, events,
non-charitable trading activities, and the sale of donated goods.
expenditure on charitable activities includes all costs incurred by a charity in undertaking
activities that further its charitable aims for the benefit of its beneficiaries, including those
support costs and costs relating to the governance of the charity apportioned to charitable
activities.
other expenditure includes all expenditure that is neither related to raising funds for the
charity nor part of its expenditure on charitable activities.
All costs are allocated to expenditure categories reflecting the use of the resource. Direct costs
attributsble to a single activity are allocated directly to that activity. Shared costs are apportioned
belween the activities they contribute to on a reasonable, justifiable and consistent basis.
12

Journey Enterprises Ltd
Company Limited by Guarantee
Notes to the Financial Statements (continued)
Year ended 31 March 2025
Accounting policies (continued)
Intangible assets
Intangible assets are initially recorded at cost, and are subsequently stated at cost less any
accumulated amortisation and impairment losses. Any intangible assets carried at revalued
amounts, are recorded at the fair value at the date of revaluation, as determined by reference to
an active market, less any subsequent accumulated amortisation and subsequent accumulated
impairment losses.
Intangible assets acquired as part of a business combination are only recognised separately from
goodwill when they arise from contractual or other legal rights, are separable, the expected future
economic benefits are probable and the cost or value can be measured reliably.
Tangible assets
Tangible assets are initially recorded at cost, and subsequently ststed at cost less any
accumulated depreciation and impairment losses. Any tangible assets carried at revalued
amounts are recorded at the fair value at the date of revaluation less any subsequent
accumulated depreciation and subsequent accumulated impairment losses.
An increase in the carrying amount of an asset as a result of a revaluation, is recognised in other
recognised gains and losses, unless it reverses a charge for impairment that has previously been
recognised as expenditure within the statement of financial activities. A decrease in the carrying
amount of an asset as a result of revaluation, is recognised in other recognised gains and losses,
except to which it offsets any previous revaluation gain, in which case the loss is shown within
other recognised gains and losses on the statement of financial activities.
Depreciation
Depreciation is calculated so as to write off the cost or valuation of an asset, less its residual
value, over the useful economic life of that asset as follows..
Fixtures and fittings
Motor vehicles
10 % straight line
25 % straight line
Impairment of fixed assets
A review for indicators of impairment is carried out at each reporting date, with the recoverable
amount being estimated where such indicators exist. Where the carrying value exceeds the
recoverable amount, the asset is impaired accordingly. Prior impairments are also reviewed for
possible reversal at each reporting date.
For the purposes of impairment testing, when it is not possible to estimate the recoverable
amount of an individual asset. an estimate is made of the recoverable amount of the
cash-generating unit to which the asset belongs. The cash-generating unit is the smallest
identifiable group of assets that includes the asset and generates cash inflows that largely
independent of the cash inflows from other assets or groups of assets.
13

Journey Enterprises Ltd
Company Limited by Guarantse
Notes to the Financial Statements (continuedj
Year ended 31 March 2025
Accounting policies (contlnued)
Impairment of fixed assets (contlnuedj
For impaimient testing of goodwill, the goodwill acquired in a business combination is, from the
acquisition date, allocated to each of the cash-generating units that are expected to benefit from
the synergies of the combination, irrespective of whether other assets or liabilities of the charity
are assigned to those units.
Flnance leases and hire purchase contracts
Assets held under finance leases and hire purchase contracts are recognised in the statement of
financial position as assets and liabilities at the lower of the fair value of the assets and the
present value of the minimum lease payments, which is determined at the inception of the lease
term. Any initial direct costs of the lease are added to the amount recognised as an asset.
Lease payments are apportioned between the finance charges and reduction of the outstanding
lease liability using the effective interest method. Finance charges are allocated to each period
so as to produce a constant rate of interest on the remaining balance of the liability.
Construction contracts
here the outcome of construction contracts can be reliably estimated, contract revenue and
contract costs are recognised by reference to the stage of completion of the contract activity as
at the period end.
Where the outcome of construction contracts cannot be estimated reliably, revenue is recognised
to the extent of contract costs incurred that it is probable will be recoverable, and contract costs
are recognised as an expense in the period in which they are incurred.
The entity uses the percentage of completion method to detemiine the amounts to be recognised
in the period. The stage of completion is measured by reference to the contract costs incurred up
to the end of the reporting period as a percentage of total estimated costs for each contract.
Costs incurred for work performed to date do not include costs relating to future activity, such as
for materials or prepayments.
Financial instruments
A financial asset or a financial liability is recognised only when the charity becomes a paty to the
contractual provisions of the instrument.
Basic financial instruments are initially recognised at the amount receivable or payable including
any related transaction costs.
Current assets and current liabilities are subsequently measured at the cash or other
consideration expected to be paid or received and not discounted.
Debt instruments are subsequently measured at amortised cost.
14

Journey Enterprises Ltd
Company Limited by Guarantee
Notes to the Financial Statements (continued)
Year ended 31 March 2025
Accounting pollcies (contlnued)
Flnancial instruments (continued)
Where investments in shares are publicly traded or their fair value can othe￿iSe be measured
reliably, the investment is subsequently measured at fair value with changes in fair value
recognised in income and expenditure. All other such investments are subsequently measured at
cost less impairment.
Other financial instruments, including derivatives, are initially recognised at fair value, unless
payment for an asset is deferred beyond normal business terms or financed at a rate of interest
that is not a market rate, in which case the asset is measured at the present value of the future
payments discounted at a market rate of interest for a similar debt instrument.
Other financial instruments are subsequently measured at fair value, with any changes
recognised in the statement of financial activities, with the exception of hedging instruments in a
designated hedging relationship.
Financial assets that are measured at cost or amortised cost are reviewed for objective evidence
of impairment at the end of each reporting date. If there is objective evidence of impairment, an
impairment loss is recognised under the appropriate heading in the statement of financial
activities in which the initial gain was recognised.
For all equity instruments regardless of significance, and other financial assets that are
individually significant, these are assessed individually for impairment. Other financial assets are
either assessed individually or grouped on the basis of similar credit risk characteristics.
Any reversals of impairment are recognised immediately, to the extent that the reversal does not
result in a carrying amount of the financial asset that exceeds what the carrying amount would
have been had the impairment not previously been recognised.
Limited by guarantee
The Charity is limited by guarantee and consequently does not have share capital. Each of the
trustees is liable to contribute an amount not exceeding £1 towards the assets of the charity in
the event of liquidation.
Donations and legacies
Unrestricted
Funds
Restricted Total Funds
Funds
2025
Donations
Donations
Grants
1,942
5,636
7,578
1,942
186,499
188,441
180,863
180,863
15

Journey Enterprises Ltd
Company Limited by Guarantee
Notes to the Financial Statements (continued)
Year ended 31 March 2025
Donations and legacies (continued)
Unrestricted
Funds
Restricted Total Funds
Funds
2024
Donations
Donations
Grants
1,749
46,043
1,749
163,016
164,765
116,973
47,792
116,973
Charitable activities
Unrestricted Total Funds Unrestricted Totsl Funds
Funds
2025
Funds
2024
Client daycare funding
Daycare activity
Community Enterprise
929,629
62,320
67,590
1,059,539
929,629
62,320
67,590
855,503
52,241
46,753
954,497
855,503
52,241
46,753
1,059,539
954,497
Other trading activities
Unrestricted Total Funds Unrestricted Total Funds
Funds
2025
Funds
2024
Fundraising events
6,855
6,855
8,258
8,258
Investment income
Unrestricted Total Funds Unrestricted Total Funds
Funds
2025
Funds
2024
Interest receivable
1,826
1,826
2,048
2,048
Other income
Unrestricted Total Funds Unrestricted Total Funds
Funds
2025
Funds
2024
Miscellaneous income
1,551
1,551
9,254
9,254
16

Journey Enterprises Ltd
Company Limited by Guarantee
Notes to the Financial Statements (contlnued)
Year ended 31 March 2025
10. Expenditure on charitable activities by fund type
Unrestricted
Funds
Restricted Total Funds
Funds
2025
Daycare activity
Community enterprise
Direct service provision
Stsff costs
54,161
12,409
185,849
870,723
54,161
12,409
393,720
870,723
1,331,013
207,871
1,123,142
207,871
Unrestricted
Funds
Restricted Total Funds
Funds
2024
Daycare activity
Community enterprise
Direct service provision
staff costs
45,285
10,934
320,607
729,851
45,285
10.934
438,598
729,851
1,224,668
132,632
1,106,677
132,632
11. Expenditure on charitable activities by activity type
Activities
undertaken Total funds
directly
2025
Total fund
2024
Daycare activity
Community enterprise
Direct service provision
Stsff costs
54,161
12,409
393,720
870,723
1,331,013
54,161
12,409
393,720
870,723
45,285
10,934
438,598
729,851
1,331,013
1,224.668
12. Other expenditure
Unrestricted Total Funds Unrestricted Total Funds
Funds
2025
Funds
2024
Fees payable for audit services
6,000
6,000
6,000
6,000
13. Net expenditure
Net expenditure is stated after chargingl(crediting)=
2025
2024
Depreciation of tangible fixed assets
58,792
68,418
14. Staff costs
17

Journey Enterprises Ltd
Company Limited by Guarantee
Notes to the Financial Statements (contlnued)
Year ended 31 March 2025
14. Staff costs (continued)
The average head count of employees during the year was 34 {2024.' 25). The average number
of full-time equivalent employees during the year is analysed as follows..
2025
No.
2024
No.
Number of staff -
27
25
No employee received employee benefits of more than £60,000 during the year (2024.. Nil).
15. Trustee remuneratlon and expenses
During the year, no Trustees re￿iVed any remuneration or other benefits {2024- £Nil)
During the year ended 31st March 2025. no Trustees expenses have been incurred {2024 - £Nil)
16. Intangible assets
Intangible
assets
Cost
Additions
5,946
At 31 March 2025
5,946
Amortisation
At 1 April 2024 and 31 March 2025
Carrying amount
At 31 March 2025
5,946
At 31 March 2024
18

Journey Enterprises Ltd
Company Limited by Guarantee
Notes to the Financial Statements (continued)
Year ended 31 March 2025
17. Tangible fixed assets
Freehold Fixtures and
propety
fittings
Motor
vehicles
Total
Cost
At 1 April 2024
Additions
409,000
102,699
5,435
108,134
195,027
87,100
706,726
92,535
At 31 March 2025
409,000
282,127
799,261
Depreciation
At 1 April 2024
Charge for the year
At 31 March 2025
50,278
18,483
139,512
40,309
189,790
58,792
248,582
68,761
179,821
Carrying amount
At 31 March 2025
409,000
409,000
39,373
102,306
550,679
At 31 March 2024
52,421
55,515
516,936
The fair value of the Company's Land and Buildings at Acomb was revalued at £335.000 on 23 July
2020 by Joe Fraser Chartered Surveyors, an independent valuer.
On 24 July 2020, a valuation of £74.000 was prepared by Joe Fraser Chartered Surveyors for the
Coundon Property
The Carrying amount under the cost model of the assets which have been revalued would have been
£512,170 {£512,170-2024)
18. Debtors
2025
2024
Trade debtors
Prepayments and accrued income
Cycle to work
38,789
22,262
3,888
67,673
85,123
64,939
152,796
19. Creditors: amounts falling due within one year
2025
2024
Accruals and deferred income
Pension
Obligations under finance leases and hire purchase contracts
Trade creditors
Paye
15,219
2,898
64,900
40,698
16,211
137,028
15,399
2,638
7,113
44,865
10,995
81,010
19

Journey Enterprises Ltd
Company Limited by Guarantee
Notes to the Financial Statements (continued)
Year ended 31 March 2025
20. Finance leases and hire purchase contracts
Financial leases are measured as net liabilities
21. Analysis of charitable funds
Unrestricted funds
At
1 April 2024
At 31 March
2025
Income Expenditure
Unrestricted Fund
700,581
1,077,349 (1,123,142)
654,788
700,581
1,126,049 (1,123,142}
703,488
At
1 April 2023
At 31 March
2024
Income Expenditure
Unrestricted Fund
776,768
1,021,849 (1,098,036)
700,581
776,768
1,021,849 {1,112,677)
700,581
20

Journey Enterprises Ltd
Company Limited by Guarantee
Notes to the Financial Statements fcontinuedj
Year ended 31 March 2025
21. Analysis of charitable funds (continued)
Restricted funds
At
1 April 2024
At 31 March
2025
Income Expenditure
Restricted Fund
65,874
180,863
{207,871)
38,866
65,874
180,863
(207,871)
38,866
At
1 April 2023
At 31 March
2024
Income Expenditure
Restricted Fund
81,533
116,973
{132,632)
65,874
81,533
116,973
(132,632)
65,874
22. Analysis of Restricted funds Detailed
Restricted Funds:
Coronation Acomb &
Blyth
I Can be Canny
I Can Live Well
I Can Live Well
I Can Live Well
Learning Disability
Support Worker
Outside In
Take Five
Tyne Valley Project
Tyne and Wear
Women's Journey
Working Journeys
Working Journeys
Prior Period
Northumberland County Council
Community Chest
Santander Foundation
Port of Blyth
Make Some Noise
Skipton Building Society
98
47,263
98
0 (47,263)
500
23,641 {22,207)
1,500
500
1,434
1,500
Mulchaly Smith
Bupa Groundworks
Bally Thomas
Frederick Milburnlcommunity Foundation
581
{581)
1,769 (1,769)
15,000 (8,729)
1,565 (1,565)
6,271
Smallwood TrustffNL Community Fund
Henry Smith Charity
TNL Community Fund
Accounts Adjustments
18,804 (14,917)
3,887
18,853 55,400 (50,814) 23,439
9,235 62,684 (70,184)
1,737
-10,156
10,156
Totals
65,874 180,863 -207 871 38,866
21

23. Analysis of Designated funds Detailed
Unrestricted Funds"
General fund
Maternity costs
Sickness costs
Redundancy
Legal
40th year activity
Newcastle new site
Coundon extension
641,382
5,000
16,209
37,000
1,500
-510
48700
592.682
5,000
19,116
37,000
1,500
-510
2,907
700,581 0
51,607
654.788
21