Pain Assoclatlon Scotland (Limlted by Guarantee) Report and Financial Statèmonts For the Yoar Endod 31 March 2026 Company Number: SC105105 Charlty Number: SC014486
Pain A$$oclatlon Scotland Report and Flnanclal Statements For the Year Ended 31 March 2026 Contents Pagos Reference and Administrative Infom)ation Rewjrt of the Directors Chairman's Report 10 Independent Examin8rfs Rèport 11 statement of Financial Acllvltle$ 12 Balance Shèèt 13 Notes lo the Accounts 14-22
Pain Association Scotland Reference and Administratlve Infomlatlon Company R•gistrallon Number. SC105105 Scottish ChaHty Number.. SC014486 Reglstered Offlce.. Pain Association Scotland Unit 3 Mullion House Maidenplain Place Aberuthven PH3 1EL Webslte: www,throni¢painti)fo.org Natlonal Management Commftt8•.' The following were members of the National Managament Committee - Directors of the cy)mpany and trustees of the charity. who served during the year= Present Registered Directors." Dr Margaret Dunham Dr Mary Harper Dr Gregor Purdie Dr David Rigby Miss Marlgne Jane Lowe Dr Zahir Irani Mr Christian Mathieson Mr Rod Fotheringham Mr Kevin McAndie Mr Christian Kumar (Chair) (Treasurer) (Resigngd 5 February 2026) (Resigned 5 February 2026) (Appointed 23 June 2025) (Appointed 13 October 2025) IAppointed 13 October 2025) Senior Manag•nMnt Staff.. Prof. Sonla Atken (DICtOr) Indop•nd•nt Examlner.. Sheena Gibson FCCA James HairGroup Ltd 59 Bonnygale Cupar Frfe, KY15 4BY Bankers." Royal Bank of Scotland 239 Sl John's Road. Corstorphin8 Edinburgh. EH12 7XA Virgin Money Jubileg House. Gosforth Newcastle upon Tyne, NE3 4PL The Charity Bank Limited Fosse House. 182 High Street Tonbridge, TN9 1 BE Bath Building Society 15 Queen Square Bath. BA12HN
Pain Association Scotland Report of the Dlrectors For the Year Ended 31 March 2026 The Directors present their report and the financial statements for the year ended 31 March 2026. Stru¢ture, Govemance and Manag•m•nt Pain Association Scotland is a company limited by guarantee and not having a share capital. The liability of Ihe members is limited lo £1 each. The Association is govemed under the tems of its Memorandum and Articles of Association (as amended by special resolution on 13 August 2010) and is registered as a Scottish charity. Directors. who are also trustses of Ihe charity, are elected at the AGM and may be appointed al any other lime by the existing directors. subject to retiral and 8ledion al the nexl occurring AGM. Elected directors retire after 3 year5 and are eligible for reappointment. Induction and relevant training are given to directors Itnjstees) as requlred. Responsibility for day to day operations is delegated lo the senior management staff and those under their direction. The nam8s of those who seNed as directors of the company and trustees of Ihe charity during the ye8r are shown on page 2 together with other r8fer8nc8 and administrative infomialion. Key Management The Directors consider the National Management Committee and the Senior Management Staff Diredor, who is not a diroctor or trustee, lo be the kay management personnel of Pain Association sCoand, in charge of direeting and controlling the charity and running and operating the charity on a day to day basis. AFI members of the National Managemenl Commrtiee give of their time freBly and no remuneratson was paid to them in the year. Directors are requlred to dlsdose all relevant interests and regisler them with Senrfyr Management Staff Director and In accordance with policy, wilhdraw from decisions wh8re a conflict of interest arises. pay of the Senior Management staff Director Is revlewed annualy. ObJectlv•$ and Revlew olActlvltles Once again I sit here looking back on the last year wonderlng firstly, how we have achieved everyth1ng we hav&, but also wondering why I have been having the same difficulties and Iruslrations as I was having 16 years ago. What do I mean by tha Well. 18hall speak about this shortly. but flrst and foreff)st I want to focus on the positives. We have the most amazing team who live and breathe the whole ethos of what we do each every day. TheSr hard wot and commitment over the year once again exceed anyone's expectations. So. I Ihank them most sincerely for this. Likewise, we are supported by a fantastSc skillset within the National IAanagement CommAtee who have been challenged this last year In r6shaping our future strategy - not a light t89k by any means. Again. I thank them for all their SUPFM)rt and encouragement, particularty as we embark upon new income explorations as a resull of r¢du¢ed fundlng, desiite an increase in noed for our services.
Pain Assoclatlon Scotland Report of the Diractors {continued) ObJe¢tlVg5 an41 Rovlew of Adivities (continued) So, more of an explanation of my previous statement about going back in time - and not in a good way I have to say. Chroni¢ pain is a prevalent and complex condition that affects millions of individuals worldwide, 5ignificanUy impacting th8ir qualty of life, mental health, and ability lo engage in daily activities. It 1$ well documented that traditional medical treatments, such as pharmacological and intervenlional approaches. often provide limited relief or come with adverse side effects. As a result, self-management strategies have gained increasing attention as a complementary or atternatlve approach to managing chrontc pain and yet we continue lo 8xperience the same challenges of getting $uGh approaches 8mbedded within Health Board systems and pathways. We have continued to emphasise and prorTh)18 the beneffts of self-management and yel barriers to self-managemenl still exi$t. more than ever. This last year, with 811 the various initiatives being undertaken within respective Health Boards, our joumey is marked by our resolve lo address systematic Issues wrthin patient pathways. 11 has been a task that demands both conviclion and determination - presenting evidence to stakeholders illustrating the real-world impact of ineffective systems on people's quality of life. owever, Ihg problèm remains that chronic pain management overall remains reactive rather than proactiv&. Such systems are not failing bgcause of lack of Care, they are failing because of misaligned design. Th8 biggest issues we see as bafflers for patients accessing the non-medKal model of care. such as thosè provKled by third sector are:. Funding flows often follow policy naath'Ve5. not patient need Policies follow political cycles. not long-1gTm health Iralectories + Metrics reward throughput, not transformation Success is defined by delivery. not recovery Much of our work thts last 12 months has been focused on developng policies and pathways that facilitate timely and effective treatments for patients, avoiding the piffall of a fragmented system ihal could lead to a postcode lottery in healthcare services. This has included responding lo the Long-Temi Conditions Framework consultation as well as the updated SIGN Guidelines for chronic pain. Despite many stalulory seNices looking to change the way they adopt their approaches to chronic pain management support. in particular to address the particular long wait limes. many patients report that this is simply not working and that they often remain lost in a system. Such care g8ps in chronic pain management highlight the need for more integrated, patiententered approaches that address th8 multifaceted nature of chronlc pain. Despite decades of Glinical research, policy reform, and guideline development. the management of chronic pain MainS deeply inadequats for many people who continue to experience fragmented care, poor oulwmes. high disability rates. and di$sakn"sfaction with healthcare systems. The problem with chronic pain is thal as a model. it does not fit th8 clear<ut pathways of ar) acute sèrvicè because il requires long-term relationships, continuity of Care, behavioural change support, inlerdisclplinary collaboration and psychosocial integration. Instead. patients are placed into systems optimszed for speed, volumo. and throughput, producin9 suporfi¢ial eare rather than meaningftjl transformation. This means that pain services are often disconne¢te¢J from primary care, mental h8alth services, rehabilitation. and srKial support systems, often leading lo duplication of seNIs, inconsistent messaging, conflicting treatment plans, patient confusion and indeed, care fatigue.
Paln Assoclatlon Scotland Report of tho Directors {¢onllnued) ObJe¢tlves and Revlew of Activitles {contlnued) Here are the overarching Issues as I see them'.- Despite having prevention as a Government prlorty. there Is a persistent evidence gap limrtin9 the systematic integratn of third sector contributions into national resource allocatn decision8. Furthemiore, this last year, once again the planned public health campaign for ¢hronic pain failed lo the get the budget allocation from Scottish GovemmenL Despite rhetorical consensus across successive health, social care, and community planning reforms, the evidential regime underpinning public finance has remained biased toward acute- reactive cost logics. Such a regime privileges auditable st events - hospitslisalions. s¢xial care placements. crisis interventions - over long-run outcome trajectories. Public sector organisations across the UK face growing demand for reactive servic8s aThJ increasing financial pressure. The widening gap between need and capacity is a threat to the suslainability of public services. The shift towards a more preventative approach. lo increase the resilience of individuals and communities and reduce or delay tha likèlihood or severity of demand for reactive services. must be embedd6d at the heart of public s9rvice reform. National policies have Continued to rely heavily on short-term transfMatIOn tx)ts and pilot programmes. Howevèr, we know that these approachos simply cannot delivery syslgmic change. National strategies lend lo equato pravenlion wtth a focus on particular conditions or risk factors, screening, medical InleNentlons or behaviour change. Whilst these are important, Ih8y represent only part of the picture We constantly here the term "person<Entered care. meanlng that each pationl shwld be ITeat8d with their values, preferen¢gs, and unique needs taken into wnsideralion. However, {Entwistle and Watt, 20131. would argue that even with this emphasis. there has been significant overall improvement in how patients and family momrS perceive the quality and patient-centeredness of Ihe care they receive. Whilg th& traditional biomedical mod81 of health care does not preclude a Iherapeutk alllance. it is not considered essential lo qvalily care. If we look al th8 r8suIts of various sludi8s, namely. Mead and 8ower12000), Scholl el al12014). Hobbs (2009} they emphasise that person4ent8red care should be around being r¢$pectful. empathotic, toloranl and compassionate. However, this is all very well but systems arKI processes often do not allow this. There is a disparity beeen gotling lo know patkgnt preferences and developing a therapeutic relalionship to what is possible or expected when the emphasis within healthcare is on efficiencies, standardization and perfoTmance metrics.
Paln Association Scotland Report of the Dlrectors (continued) Objectivès and Rovlow of Activilies (Continuéd) It is unfortunate that 16 years on, it still feels that third sector is undervalued. poody understoc#Y and often neglected with funding, more Ihan ever. When you dig deeper into this. you see that third sector provNJe a great percentage of patient care with a fraction of the bLJdget. Howev8r. we do whal we do best and soak up the extra demand without an increase in fvnding. For how long we can be expected to do this is seriously questlonable. particulady when you look at the signfficanl deficit this year we are having to endure. The Scottish Government publlshed its Operational Improvement Plan for NHS Scotland, detailing actions to Improve speclfic aspects of NHS Scolland delivery to build on NHS board planning for 2025- 26. Cabinet Secretary for Heallh and Social Ca, Neil Gray. advised that the plan focuses on four critical areas that the Government is committed lo delivering. to help protect the quality and fety of care, supported by the increased investment for health and social care in the 2025-26 Scottish Budgel. These critical areas were: improving access to treatment Published in Marth 2025. this plan targets sfrtt)rt-temi Improv&ments. focusing on reducing waiting times, shifting the balantA of care to the communty, and enhancing digital techmlogy shifting the balance of care - A major focus is on moving care out of hospitals and into homes and communities. induding the expansion of'Hospital al Home, services. improving access to h8alth and soclal care services tt)rough digital and technological innovation prevention ensuring we work with people to provent illness and more proactivaty meet their needs. ThL8 is part of a 10-year framework. Whilst l absolutely endorse this. cognisance must bg taken that thls requires funding h1n third sector. Unfortunately, over this last 12 months, funding has very much been for project-specific services, wilh the level of reporting far from matching the amount of funds provided. Moving forward. a big ask to ensure the fulure $u$tainablity would be for multi-yèar fundlng aligned with oTrgoing work, rather than project-specific. If Iheie is one legaey for change which I would want us all lo work towards, it is to transition from institutional logie to human logic, silogd funding to integrated investment, reactlV8 care to preventalwe care. condiuon management to life onablement and system efficiency to human sustainability. One year Summary 2025126 Provided 1041 hours ol staff-led selfrymanagement training Provided 501 hours of self-managemenl courses for 551 participants with 8 87V/o completion rate Issued infomiation pa(*s to 4885 enqulrers. 2017 people registered for the monthly self-managemenl groups 883 direct referrals to the mOn1h $elf-management groups. 54 SCI Gateway referrals (double the amount from last year) Provided a 1.1 service for 46 Veterans via phone along with 3 intensive courses for 20 participants resulting in 36 hours of 1-1 $elf-management tr8ining for Veterans 16.5K visits to the website 101.790 Facebook reach 19,39 Instagram reach 80.2K Twitter impressions
PaSn Assoclatlon Scotland Report of Ihe Dlrectors {contlnued) Obiectivos and R•vlew ofActlvltles {contlnu•d) Health Board Collal)orations Our six month SLA with NHS Dumfries and Galloway to provide a service in all four localilies ame lo an end in S8plemb8r 2025. Endowment funding was sought to ensure we tould cover the remaining six months to year end. Renewed a one year SLA with NHS Fife and NHS Borders for local seif-managem8nt groups. Continued with y8ar one of a 3 year SLA vlith NHS Tayside for 10 intensive self-management courses and four local self-managemenl groups Renewed a one year SLA with NHS Angus Health and Soaal Care Partnership for four intensive courses. Continued with the dellvery of 3 self-management groups in NHS Lanarkshlre. Continued with year tsvo of a 3 year SLA with NHS Western Isles for the delNery of 8n on4ine group and intensive courses. Unfortunately. the SLA with NHS Ayrshire and Arran cam& lo an end in OcictJeT 2025 89 the Board were unabl8 lo providè funding to cover this given the deficit wlthin Ihe Health Board funding. Again, this is èxtr8mely sad and disappointing for all those within the Health Boards area who have gained so much from allending our on-going supported sew-management. Continued with yearly ren8wal of an on-line model of group deliv8ry wilh NHS Lom 8n¢J Islands. Started a one year pilot in January 2026 for direct clinical referrals frcffi NHS HighlaNJ Pain Clinic Conlinu8d with t on-going development of the website providing we8kly blog5 aThJ new downloadable material as well as the addition of our new PALM web$lte. Key Conterenceslevents- Various conferenceslevents which have been attended over the last 12 months are'.- rf Brlti5h Pain So¢iety- We presented the outcomes from the Bradford Model at the British Pain Society Annual Scientific Conference in lune 2025 in Wales. It was 8reat to meet so many people interested in our worK particularly healthcare professionals who are indeed crying out for a service like ours but the usual funding restrirtions apply. 0 Royal Society of Edlnburgh- following a conversation around chronic pain with Professor Guy Berwick, we were invited to be part of a workshop held in February 2026. This Is where delegates from Taiwan who have been instrumental in chronic pain research have the opportunity to visit Scotland with the ultimate aim of tteating a centre of excellente. The aim of the workshop is to develop a common framework for understanding sndnociplastic pain and accelerate research for treatment translation. Recently. researchers from Taiwan and Scotland jointly discovered "sn8' a unique chronic pain pathway characterlzed by persistent. debilitating soreness distinct from typical acute pain.
Pain Association Scotland Roport of tho Directors (contlnued) Newfield Medlcal Centre, Dundee- I was asked to go along for a visit the GP training centre to look at the potential for increased collaboration. Interestingly, the practice is run as a co- operative model and therefore they spend a lot of time with patients who are facing hardships 85 well as addictions Imany with addirtion to paln killers) and they have a Hub where they can take patients to find out more informatlon about what is affecting them. They already refer a number of patients to our Dundee groups and we also have an agreement that they send a number of their student5 to sit in on the 5es5ions In order to get a better understanding of self-management, which they are finding very beneficial. On the back of this collaboration, I have been delivering lectures to Students each month around the Issues of1Sving wlth chronic paln and how they can better help patients by asking the right questions about how It impacts their quality of life. This Is continuing on a month-by-month basi5. rf Evaluationlstudy - our contact at Napier, Dr Michael Fascia has finally been Suc$$fUl In getting funding from the university for I day p/week to provide a paper to be used for Boards and Scottish Government around modelling our 10 year outcome data which will have the purpose of demonstratlng the cost effectiveness of our work which in turn will have the aim of informing future Government policies. Initial finding work has started or) this and anonymous evaluation data has been submitted. O PALM- Health and Wellbeing Exhibition at NEC, Birmingham- this was a two day launch of our PALM wellbeing package. We were delighted at the amount of engagement we managed to generate and now continue to work on the potential follow-up collaborations. Award8 I was delighted to receive two awards this year of CEO Monthly- M051 Infiuonlial CEO 2025- ScoUand. Flnanclal Revlew There was an overall decrease in fvnds of £62,239 over the year {previous year decrease 01 £2,566) comprising a decrease of £32,680 in unrestricted funds and a decrease of £29.559 in restricted fuThJs as detailed in the Statement of Financial Activities I"th8 SOFA'I on p8ge 12 and the accompanying notes on pages 16 to 18. Overall income is approximately 23Yts lower than the previous year. This was due mainly to a decrease in donations received. Expenditure is also approximately 3Y• higher as detailed in note 6 on page 17. This is mainly due to incr8ase in direct operating costs. Details of funds carried forward are shown in note 12 on pages 20-21 and indude £12,032 for regions and local group$. and £31.953 in other restricted funds,. £342.169 in designated fijnds and £78,700 in the gener81 fund. The d8signaled funds include £245,000 in the reserves fund. equivalent lo 12 months. expenditure in line with the reserves policy, and a balance of £19,470 set aside for research arising from the legacy of Marjorie Mclnnes. a fomier patron, who had a particular inleiesl in this area. Amounts designated also indude £30,000 allocated to group support and development. lo enable continuance of this work even rf specrfic funding is nol available, and other non-standard items of exp8ndrtUTg in 2025126. 88 it8mised in note 12.
Pain Associalion Scotland Report of the Dlrectors (continued) Futur• Funding As we look ahead to th8 next financial year, as ever, there remains many uncertainties in tems of future Heamh Boardllnlegrated Joint Board fundlng. Despite chronic pain being a Scottish Government priority. we know that it is going to be incre8slngly difficult lo oblain funding from resp8clive NHS Boards as they too face signffi¢ant budget cuts. Cognisance also needs to be taken of the fact that Ihe predicted finanaal budgetary forecast for the Association for 2025126 shows a potential £43,500 deficit our costs to delnier such a valuable swvice continue to rise whilst we need to ensure we remain competitive in terms of costs. The main factors for this include the wilhdrawal of the Scottish Government S.10 core fvnding and non-recurring research funding. This n6Xt financial year will Or again be challenging In ensurlng that the Association can continue to provide the same level of service that people oc¢es$ing our setvlce and Boards hav8 come to expect, as well as o)ntinuing to ensur8 thè organisatfion moves loard with new developments In order to meet the needs of chronic paln sUffer$. ReseNes Policy The Assoclation aims lo mainlain its reserves at a lev81 equivalent to 12 months, expénditure, so that servlces can be continued, at least in the $hort term. in the event of a drop in funding. An amount of £245.000 has been set aside in the designated 'roserves fund, for this purpose. In addition there is a balance of £64,920 in the general lund which is considered adequat8 for day to day working capital. Investment Policy The Association's reserve fvnds have been Invested in a charlty deposit accounts Mth Vlrgin Money, Bath Buildino Society and Charity Bank. which are consider8d to b8 a relatively risk4ree investment and also give flexibility for th8 deposlt and withdrawal of funds on demand. Risk Management The principal risk faced by the charity lies in its ability lo continue to secure 8ppropriate funding to enable it to carry out ils ongoing operations. The ongoing financial position is reviewed and discussed by dir&ctors at each meeting. This review process enables us lo ensure we continue to only provide services where we have the financial ability to do $0. Membets of the National Management Committee visit the Strategic Roadmap throughout the year ensuring that we remain ahead in lemis of our values, our purpose, our guiding prindp16s. inlemal and exlemal factors affecting our servioe delivery and a SWOT analysis. The report of the directors has been prepared taking advantage of the Small companles. exemption of section 415A of the Compantes Act 2006. By Order of the Board k8t zithkahf 0810312026 Dr Margaret Dunham Dal•". Director
Paln Assoclatlon Scotland Chalm)an's Report The Pain Association (PAS} Is a provlder of paln management support across Scolland. with year-on- year inixease in demand alongside dimlnishlng retums from the NHS boards and S¢otti$h Government. In the last 12 months, ably supported and promoted by our amazing team, the As$ocialion is slowly and steadily reaching out to employers and other non-NHS partners to gmbra¢e and maximise the potential of the PALM (Prevent, Adapt. Leam. Maintsln), a workplace solub'on project lo keep people healthy and in work. Pain Association Scouand continues to support the lives of many in a very positive way and has a massive commitment where local pain services are either diminished or non-existenl. The landscape of polillcs has refram8d pain servi¢es with the new Scottish Long Term Conditions Framework, so the imperative to ensure that pain is on the agenda of politicians, heaFth service ¢ommissioners and the general public has only increased. Our able CEO Sonia Aitken conliiues as our champion. and we as trusttss can continue lo support her in all possible channgls to reinforce an promote the work of PAS. Without the rwnition of ¢hronic pain as a major socigtal issue, we are In danger of being diminished in the chasm of health care need to an optional extra rather than as a fundamentsl resource for sCoand and the UK. We are already working within England. in Leeds an London. and Ihis can only increasé $0 to support this we are aiming for a rebrand this year to reflect that the work of the Association is broad and not confined to Scotland. The output of the Association continues to grow with signifi¢ant impact in 2025-26, for a small organisation11 provKJes 8 huge setvice. The Pain Association will ¢ontinue to be ambitious and optimistic. We have a small but very able team in the employ8es of PAS who continue to work axeèèdingly efficiently. In such a bleak economi landscape wo ¢an only hope that the inevitable changes at governmental level {Scottish and UK) will 18ad to a renewed understsnding of the importanc& of managing chronic pain in the wider wpulation. I hope that together we can continue to SLIPPDrt and promole PAS and support the population living with chronic pain. 10-
Report of Ihe Independent Examlner To the Directors of Paln Association Scotland I report on the accounts of Pain Association Scotland for the year ended 31 March 2026. lch are set out on pages 12 10 22. Respectlve responsibilities of dlrectots (trnstees) and examlner The directors, as trustees of the charity, are responsible for the preparalK)n of the accounts In accordance with the terms of the Charities and Tnjstee Investment (Scotland) AGt 2005 {th8 2005 Act} and the Charities Accounts ISrA)Ilandl Regulations 2006. They consider that th8 audit requirem&nl of Regulation1011) {a} to {c) of the Accounts Regulations does not apply. It is my responsibility to examine the accounts as required under section 44(11 Ic} of the Act and to state whether patticular matters have come to my attention. Basls of Independent examlnèrs stat•Mt My examinalion is carried out in accordance wrth Regulation 11 of the Charities Accounts (Scotlandl Rogulations 2006. An examination includes a review of Ihe accounting rewrds k8Pt by the charity and a Comparison of the accounts presented with those records. It also includes conslderation of any unusual items or disclosuras in the accounts and seeks explanations from thè truste6s conceming any such matters. The procedu$ undertaken do not providg all the evidènce that would be required in an audit. and consequently I do nol express an audit opinion on the view ghv•n by the accounts. Independent examlnerfs $tatomont In th6 ¢ourse of my examination, Th) mattor hos come to my attention: which gives mo reasonable cause to believe that in any matèrial respect the requirements.. to keep accounting records in accordance vAth Section 44{1) {a) of the 2005 Act and Regulation 4 ¢f Ihe 2006 Accounts Regulations, and to prep8re accounts whieh 8CLord wth the accounting records and comply wlth Regulation 8 of the 2006 Accounts Regulations have not been mel, 2. to which. in my oplnion, attention should be drawn In order lo enable a propgr urKlarslanding of tha accounts to be reached. Sheena Glbson FCCA 0811012026 James Halr Group Lld 59 Bonnygate Cupar Fif¢ KY15 4BY 11
Pain Associatlon Scotland Statement of Flnan¢lal Actlvltles ( Including Income and Expgndlture Account ) For the Year Ended 31 March 2026 Unrestrlcted Restrlctsd Funds Funds Total 2026 Total 2025 Income: Note Donation$ and lega¢les.' Grants receivable Donallons & fundraising Membership fees Charltable actlvltles.. SeNice level agr8em8nts Training fees & sales Investments." Bank deposit Interest Total Income 47.200 21,500 47,200 25,925 565 51,700 63,735 4,425 565 63.607 14,075 63.607 33.939 73.390 33.139 19,864 12,053 12,053 13.070 36,907 146.382 183,289 235.532 Exp8ndltur¢: Charltablfj activitio5.- - Pain managempnt services training & development." Direct operating ¢osts'. Administrative support costs.. 13,456 48,959 162,098 21,015 175.554 69.974 184,363 53.735 Total expendlture 62,415 183.113 245.528 238,098 Net (expfrndlture> ft*r year before transfers (25,508) (36.7311 (62,2391 12,566) Transfgrs between funds 7.172 7,172 Net (expenditure) and movement In funds aftor transfers (32,680) (29,559) 162,2391 {2.566) Balances brought forward 453,549 73.544 527,093 529.659 Balances carrlgd forward 420 869 43 985 54 527 093 Further details of funds are shown in note 12. The statement of financial a¢livities includes all gains and bsses in the year. All incoming resources and resour expended derive from continuing activities. The notes on pages 14 10 22 fOn part of Ihese financial $talements. 12-
Poin Asso¢lation Scotland Balance She•t at 31 March 2026 N¢t• 2026 2025 Fixed Assets Intangible assets Tanglb18 assets 1,350 1,350 Curr•nt Assots Stock Debtors Cash on d8POSit Othèr cash al bank and in hand 263 23,591 270.276 196.783 490.913 281 7,879 264,980 298,073 571,213 10 Cr•dltors Amounts falllng du• wlthln one ytar 11 26.758 45.470 Net Current 464,155 525.743 Net A880ts 464.854 527,093 Funds Unr•strletedlunds.' General fund Design81ed funds rotai unrnstrlct8d funds 12 12 78,7(10 342.169 420.869 129.729 323,820 453.549 R•strkt8d funds Total Fund$ 12 43.985 464.854 73,544 527,093 For the year ended 31 hrtarch 2026 Ihe rMpanY was ttntilkd to exemption from aL*Jit under section 477 of the Companie$ Act 2006 relating to small cc¥npani#s. Tho m&mber8 h8vo not r8quir8d the company to obtain an audit in accordance section 476. The directors acknowledge their re$pon$ibililies for coMpng th the requirements of the Act with resped to accounts'ng records an(J the preparation of accounts. These auntS have been prepared In accordance wlh th8 prov15ions applicablg lo companies subject to the small companles, regime and Sn accordance FRS 102 SORP. Appro¥•d by th• Board of Directors and authorls•d for issue on . Dr Mary Harp Date: 0810312026 DIT•¢tor The notes on p8ges 14 to 22 form part of these financid sts1ent$. Company r•gistration numb•r. SC 105105. 13-
Pain Assodatlon Scolland Notes to the Aeeounts For thè Y•ar End•d 31 March 2026 1 ¢truntIng Polleles 88sls of Accounllng Th& finanual statements of the charity. Gonstitutes a public banefil entty as defird by FRS 102, have been prepared on the historical c05t basis and in accordance wlh the requirem8nts ot. the Cunp8nles 20( Accountiry and Rewrting by Charities.. Ststement of ReGomrnended PTr¢t1 applica0 to charitie5 thdr ar£ounts kn 8cc£Ydance the Finan¢ipJ Repgrthg Stsndard applicable sn th6 UK and RepuNK of Ireld IFRS 1021 issued tsn 16 July 2014 (Charities SORP IFRS 10211: ond Th¢ FinantAal Repn9 SlaThJ8rd applicable the UK aTrY Republt of Irebnd IFRS 1021. The Charfles and Tw$tse InvesttrLent IScotl8ndl Act 2005, and tho charit Ac¢ounts IScotL8ndl ReguLqts'ons l&$ Jmendedl The charity has t¢n a¢Jvanlag0 of the exempOn p9rmitted for smalet charthes not to prepar8 a Slaternent of Cash Flows. G8 ¢oiJewn The finanrial Statements been prepar8d on a ping conGern basis. The directors have assessed I cthaY6tabl8 companls ability to continue as a goin9 con¢em and consh18r that the charitabk cornpany has adequate resources to Lx>ntinue in weratK)nal exl$ten¢e for Ihe foreseoablg lulure. Tlws they cOre to adopt the going ¢knJ)¢em bas1$ d a¢o)unting in prep8ring these ststement$. Accounling E$tim8tes The trustees do not ¢onskler Ihare are any weas of the slatn wthere San1C81 ILwJg8ffl8nts or e$tknales are bel Olrt. IAcom• Generally Is recognlsed Ihe tharity has entiuement to the fijnds, any perfomon¢e ¢ondllk)r18 8ttathed to the income have been met, Prable that the irKome VAII bB ro¢&lved and the amtyjnt can t rn8asured lIablY. Inccne from periodic ants #nd $wvl¢e18v81 aw8m8nts is recognised In the perftyj to wthl¢h the grarbt relats8. Income from other granls and donaiion$ is recognlsed on r?Tript. Where the grant or donatlon 18 gN&n for a ¥edfi¢ puvpo&8. thè dded in a r8slrict8d fvnd and any unoxp8nd8d porbon is crIed fward In thai fund. F88 irKome c¢rnprtses amount& Invoifd for pain manageMt tralnlng, but exd1 any amount in¥ored athant for hJ¢ur& work, thlch 18 indud8d as delerred COme. k IntertI5 8ecrued lo the date of th8 accounts. Expendllts and CostAlloc&llon Generally exp8nditur8 is accountod loron 8n accruals bas18 and wh8n thgrg16 4 941 or CotrUva oblty3alion to rnak8 a p8yfflent to a thd paty. There B a singl8 charitab18 athivity of 'p&ln M8n898t services and developrnenv and c¢)5ts are daSsif 88 either direct owraiing. or'admlnlstr8ti¥e supporf under that headlng. EXpenUrfy In¢ludÈs 9)vernare costs, thlch are th059 a$50fAated 1th the running of the chari18ble company and Indude ènnual accountancy (sts. legal costs and 8 prowton of staff costs and ov8rhéads assouated m88Ing5 of the tsuste0$, ats In note 6. Int•nglbl• Flx•dA$$•ts andknortl4aflon Iniangible assets awuire 5eparatety from lh8 busness we recognthl at ¢ost and are subsequenly measured at cost les$ a¢unu18t8d anrtIst10Th and accumulated iTnpairryEnt I. Durfng tho prwous year the ¢harfty d8¥810 a new wBb5it9 and bogarb wk filming a library of vid•os Yhthich may be marketed for $ale In ftjturo accounting period5. As It Is not know) wh8n any such sal88 Income may o(Kur, Ihe d11)r8 h8v8 mode lh8 d8cJ$ion to wrrt¢ t)ff Ihese cosis In frjll In the yw of pwGhès•. Tangible FthedAsset$ •nd D¢precl•llon TgnglbTe IL¥ed 8$sets 8r8 $tated at co4 or valuatlon less depreclatbn. DeprecLqtJn on Ivrnlturo & eqtjtpment Ls charg8d by the strauht line method at rat8s varying frorn 10% to 33YJ of cost per wnum In arthYdanc8 with thg 88tirnatgd uselul lih dea¢h 8sset. G8n8rally a55eswth a ¢ost or v8tuatlJn1066 than £250 arn rot taprfall%ed. 14-
Pain Assoclation Scotland Notes to the AccouTrls For the Year Ended 31 March 2026 1 Accounting Policias (ts)nlinued) Stock Stock of re$our¢e materials for resale IS stated Èt thé lowèr of Cost and net realisable valug after maklng due allowance for obsol8t8 and sknw mowng rtoms. D•bto s lem d9btOTS are recognised al transa¢tion pricè lèss any impaimiont. Prepayrnen15 relat8 to amounts paid in advance for expènditura attribulable to hrture financi81 pgriods. Accrued income relate5 to income due for the cuir8nt year, which had not bèan billed or received al the yearnd. Crodltors and Pmvlslons Crgditors 8nd provisions are reCognisl. at $Otil8m&nt amount, where the charity has a prèsènt obligation resulting from 8 past ev8nt, whlch is likely lo result in the transfèr ot funds lo a third paty. and the arnount dué can b• measured or estimatèd rèliabty. Leaslng Commitmgnts Rentals paid under operating basès ar& charged to the Statement of Financial Activities on a straight line basis Ovgr the pwiod of the lease. Pgnsloft Costs The Company Ixjntributes to pension plans for all emF4oy88s. Contributions are charged to expenditure 8S thèy bacc¥na payable. Taxation The compèny is a reeognised charitable bo(ly and 18 8X8tnpt from corpofatH)n tax on its charitsble 8¢tlwtl8$. It Is I reg15tefed for VAT 8nd èxpenditure includes irrecover8ble VAT wharg ral&vant. Fund A¢counting Resfvl¢t8d funds may only be used for partIlar purpos•s within the objects of the charity as sp8cified by the donor by the lerms of an applicatiJn lor th• funds. Designated fvnds are Sel a$*Jè by the trustees out of unrestricted fund3 for spe¢ifi¢ pUoSeS or projects. The Unr¥slriGled ggnw&l fund is avai18t4e lo be used for any of the charllable objects al the di$¢rÈtlon of tt)8 trustees. Cuffen¢y The finanoal st8lèmènts ar8 pr•pared in sterfing, which is th• functional currency oflhe charity. MonelBry amounts in these financial stattrments are rounded lo the nearest £. OtherBa$ie Fln•ttelal Instruments The company only has financial assets and liabilities of a that quallfy as basic financial instruments. B8S financial instruments are initially r8cogni58d at transaction value and sub5èqu8nlly at th&ir settlement value. 15.
Paln ASSlatiOn Scotland Notes lo the Accounts For the Year Ended 31 March 2026 Curr•nt Y•ar Pr•vlou$ Y•ar Unr•strlct•d R•strlct•d Funds Funds Total Unre$tri¢tsd R•8trietod 2026 Funds Funds Total 2025 2 Grants Receivable Sttjtttsh Govemmenl.. S.10 Core funding Hèalth & Social Cara lianC H•alth Board grants Tgtsl gr#nt¥ 11,500 25,000 15.200 11,500 25.000 15,200 51.700 30,000 17,200 47,200 30,000 17.200 47.200 51.700 3 Donations & Fundral8lng Trusts Individual donations & other 3.100 1.325 21,500 24,600 1.325 25.925 50,000 2.235 11,500 61,500 2.23S Totsl 4,425 21,500 52,235 11,500 63,735 4 Sorvlce Level Agreements NHS Tayside NHS Fife DlfrIeS & Galloway NHS Boafd NHS Ayrshire & Arr8n NHS Western Isles 22,500 12,430 7,127 6.750 12,000 2,800 63,607 22.500 12A30 7.127 6,750 12.(h)O 2.800 03.607 22,500 12,187 14,253 10,050 12,000 2.400 73,390 22.500 12,187 14,253 10,050 12,000 2,400 73,390 NHS Bordèrs Tot81 5 Tralnlng fees & sale$ Chronlc Paln Ir•land University of Bradford NHS Taysld$ NHS Borders NHS Highlands Sutton Mgntal Hgallh Comp18x R•gional Pain Syndrome York Suse Workshops Sale of rwJourc8¥ 17.850 17,850 14,125 14.125 3.650 7.140 1,800 4.800 100 1,500 3.650 7,140 1.800 4.800 7.275 7,275 6,800 6,800 100 1.500 1,200 800 14 1,200 800 14 24 24 Total 19.8fj4 14,07S 33,939 15,749 17,390 33.139 16-
Pain Assoclatlon Scotland Noto$ to the Accounts {continu•d} Curr•nt Y•ar Pr•vious Y•ar 6 Expendlture Paln management - troinlng & develo[ent.. Dlre¢l operatlng ¢osts.' Staff cxJsts- training delivery Tr8vg1 costs Confgr8ncas & vonue costs Group rne8ting5 Wabsite, puNicity & printing staff training & other direct sts Total dfract operating costs UnT•strict8d Rgstrlctsd Total Unr•strlct•d R•strlct•d Funds Funds Totsl 2025 Funds Funds 2026 4.888 4.833 1.331 2,223 31 138.493 9,049 1.577 7,455 1,435 4,089 162,098 143.381 13.882 2.908 9.678 15,373 3,491 732 141.546 7.943 156.919 11,434 732 7,642 882 7.642 882 150 13,456 4.239 175.554 1,760 21,356 4.994 163.007 6.754 184.363 Admlnlstratfve support costs.. Staff costs- managernenl & admin OccLpancy ¢osts Office mnning costs ACUntsncY l irKlependent ex8mlner Legal & other professional fees Depreciation Other expenditure Tot818dmit>ff$lr8two support costs 24,151 6,664 13,641 2,256 81 14,452 6,500 45 38.603 13.164 q3.686 2.256 81 651 1.533 69.974 8,703 6,702 7,778 5,736 775 9.500 6,762 5.000 18,203 13.464 12.778 5.736 775 651 1,515 48,959 18 21,015 2.095 32,473 2.095 53.735 21,262 Total exp•rtdltur• 62.415 183.113 245.S28 53,829 184.269 238.098 Go¥emance costs Govemance ojsts licluded in expendftuw above are as follow8.. 2026 2025 Staff costs Occupancy & office Nnning costs Accountancy l independent 0miner Legal & statutory fees Travel & meoting costs Totalgovernance costs 7021 1,340 7,618 1,312 5,736 639 81 732 16,037 A¢¢ountan¢y h¢$ and r•mun•r•tion ofth• Ind•p•nd•nt 8xaminer . Accountancy fees Fee of the Independent Ex¥m5nèr 3,996 1,740 5.736 756 2,250 17-
Pain A8soelatlon Scotland Notes to the Accounts (eontlnuedl Staff costs 1lull.time equivalent number31 2026 Number 2026 2025 Number 2025 Training & development staff M8nagem8nt & admin staff T•Xals 162.530 19,454 181.984 1S6,919 18,203 175,122 Gross salaries Socld security $ts P&nSn1death In satvice costs Total employed 8tsff ReBnJitrnent Tolalslaff costs 157,616 10,140 150,844 10.789 181,984 175,122 181,984 175,122 No aUmentS were paid lo dirgclors duiing the ygai, nor In the previous year. Travel eypenses of £nil was reimburs8d to 1 dlreciof Iprevths year- £nil}. The total amounl of emF4oyee benefits, h)cluding ompbyor pensi ¢tributIons. pah4 in re5Wt ol key managernenl personnel was £77.52712025.. £76,589). Th)e employ8e recewed ernoluments ol than £60.000 In the current year. Intsnglblg flxed a850ts Wgbslt• Costs Fllmlng & vld•os Total Costor Voluatloft 18.000 18.000 4.600 4,600 22.600 At 31st March 2026 22.600 D•proGladon 4.600 22.600 Al 31st March 2026 18.000 N¥1 Book Valuo At 315t March 2026 At 31st Mard) 2025 Tangiblg Fixed AAsets Furnitur• &equipment Costor Valuatlon At 1st Awil 2025 Additions Al 31st March 2026 15,046 15,046 D•pr•¢l*llon At 1stApril 2025 Charge lor year At 31st Maich 2028 13,696 651 14.347 Not Book Valu• At 31st Marth 2026 At 31st M8rch 2025 1,350 18-
Paln Assoclatlon Scotland Notes to the Accounts (contlnued) 10 Debtors Amounts due within one year Accrued income PrepayTnonl$ & other debtors 2026 2025 10,150 13,441 23.591 4,630 3,249 7.879 11 Credltor8 Amounts due within one year Tax & social security Deferred Thicome (see b8lowl ruals 2026 2025 4.784 15.600 6.374 26,758 5.226 31,943 8.301 45,470 Detalls of dofwred Income." Chronie Pain Ireland fcr April to June Veterans, FoundalKin grant in advancè NHS Highla1 AJIIar Project Foundation Scotland Frfè Voluntary Actic 3.600 6.000 6,000 3,843 6.000 15,000 2,600 4.500 31,943 Movemenl in deferred Income Op8ning deferred income ReaSed in Ihe year Income deferred in the year Closing deferred income 31,943 (31,943) 15.600 15.600 15.105 (15.105) 31.943 31.943 Lease commilm•nl$: Total future minimum lease pay)nents under non4ancellable operating leases for each of the following periods are: 2026 2025 Not later than one year Later Ihan one and not later than years Total 15.120 3,780 15,120 18,900 34,020 19-
Paln Assoclation Scotland Notes to the Accounts (continuad) 12 Mov•mont on Funds Movement In Resources Ineomlng Outgolng N•¢ Transfers Note 114125 3113126 Restrict•d Funds." Reglofts and Groups." Edinbutgh a Lothians Fife GTe8tsr Glasgow & L8narkshire Dumfries & G8IIowAy Tayside CentrallForth Valley Highlands Westem Is18S Borders AyTshir& & Arran Wdes Grampian Tolal Rgglons & Grnups 7.907 17.9071 116.3861 11.1751 {12.1131 115,7931 {47,7461 17,6681 13,8291 {12,6051 17.8171 111,9091 16,930 544 1.175 10,000 12,127 36,975 2.113 3.866 10.771 7.668 2.402 6,800 12,000 2,800 6,750 5.373 241 11.132 5,533 5,579 726 46.152 6,115 13741 15,5791 1726 1145,6741 104,382 7,172 12,032 Olher Restrl¢tedfvnds.' Velerans. grant Frfe Volunlary Acbon Foundation Scotland Health & Social Care Mliance Universty ol Bradford rotsi Restri¢lod fund5 121 131 141 151 161 2.252 12,000 111.7021 2,550 1,500 1,SOO 14,039 12,364 43,985 7.862 14.278 73,544 30,000 123,8231 1.914 183.1131 146,382 7,172 Unrestrlcted Funds." Designaterl funds.. Fixed asset fund 171 1,350 Re8eTves fund 181 238,000 Research fund 191 19,470 Pharmacy campaign 110) 5,000 Group support & devèlopmgnt 1111 25,000 Legal costs 3.000 IT and offTh equipment 5.000 Publicity 1.500 AGM & conf6rences 3.000 Staff developTh*nt & training 2.500 Succ8ssion planning 20.000 Total Deslgnated funds 323.820 16511 699 245.000 19A70 5,000 30,000 3,000 5,000 1,500 10,000 2,500 20,000 342,169 12,8421 7,842 81 Is,0001 (1,5001 (8,2801 12111 15,280 211 118,5651 36.914 General fund Total Unrnstrlcted funds 129,729 453,549 36,907 36,907 43,850 162,415 44,086 7,172 420,869 Total Funds 527,093 183,289 245.528 20-
Paln Association Scotland Not•s to thg A¢eounts (contlnued) 12 Movement on Funds l¢ontlnued) Notes on Funds.. 11) The restrKled funds for Regions and Groups arise from grant futhjlng and sermce level agreements for each Region or Group shown above for the provlslon of pain management service delivery. (2) The Veterans, Foundation continued its funding by makSng an 8ward of £12,01)O for work to support veterans suffering from Chronic pain. 13) Fife Voluntary Actwjn provlded funding to support complex regional p8in syndrome. (4) Funding was received from Foundation Scotland for the Dundee Women's Prison prolecL 15) A grant of £110,000 has been awarded over 3 arS from October 2023 to fund an interactive digilal self management programme and toolkit for p8ople who aré working with chronic pain. 161 This is to fund a seif-management group for people sufferiw chronic pain. The 8UPPOrt group wll also help lo enhancè student experience, by enabling direct observation by students, ultimately the goal of Improving service provision and Ihe understanding of pain and h¢)w rt affects people. (71 The fixed asset fund rrespOndS to the net book value of tangible red assets. Deprecialon is charged to the fund and the cosl of fixed asset$ purchased is transferred into the fund. (8) The Reserves furKI has been set aside in 8ccordantté with the charitys reserves policy which equales to 12 months. expendsture (see page 81 (9) The Research fund has been design8ted from the legacy of Marjorle Mclnnas, a former patron, Ytho had a particular inleresl in this area. (101 The Pharmacy campaign is a collaboration with the Scottish Govemment for a national pharmacy poster campaign to raise awar8ness about chronic pain. The fund represenlg the Pain Association's contribution to the campaign, which indudes promotion of the Association's services. We are awaiting the go-ahead from the Scottish Govemment on this. {111 Funds have been designated lo the various areas of expenditure as shown. 21
Pain Association Scotland Notes to the Accounts {continuod) 13 Analysls of Net Ass•ts b•twe•n Funds Curr•ntye8r RestrlGtgd Funds Designated Funds Gengral Fund Total Funds Tangible fixed assets Stock Debtors Cash on depo$ii Cash at bank and in hand Creditors 699 699 263 23,591 270,276 196,783 26,758 464,854 263 13,459 10,132 270,276 71.194 45.853 12.000 79,736 14,758 Total Funds at 31 March 2026 43,985 342,169 78.700 Provlou$ y•ar Restrictèd Funds D•slgnated Funds General Fund Total Funds Tangible fix8d assèts Stock Debtors Cash on deposit Ca$h at bank ané in hand Creditors Total Funds at 31 March 2025 1,350 1,350 281 7,879 264.980 298,073 45.470 527.093 281 5,605 2,274 264,980 57,490 99,370 28,100 73,544 141,213 17.370 129,729 323,820 -22-