REGISTERED COMPANY NUMBER: CS000631 (Scodand) REGISTERED CHARITY NUMBER: SC021548 REPORT OF THE TRUSTEES AND UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR EIYDED 31 MARCH 2025 FOR Drurnchapel Money Advice Centre Burgoyne Carey Chartered Accountants Pavilion 2 3 Dava Street Broomloan Road Glasgow G512JA Drumchapel Money Advice Centre CONTENTS OF THE FINANCIAL STATEMENTS For The Year Ended 31 MarGh 2025 Page Report of the Trustees Independent Examiner's Report Statement of Financial Activities Balance Sheet Notes to the Financial Statements 10 to 15 Detailed Statement of Financial Activities 16 Drumchapel Money Advice Centre REPORT OF THE TRUSTEES For The Year Ended 31 March 2025 The tr￿SteeS who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the finan¢Aal statements of the charity for the year ended 31 March 2025. The trustees have adopted the provisions of Accounting and Reporting by Charities.. Statement of Recommended Practice applicable to charities preparing their accounts in a¢¢ordance with the Fitwicial Reporting Standard applicable ill the UK alld Republic of Ireland (FRS 102) (effective l January 2019). OBJEcfIvES AND ACTIvrrtES Objectives and aims The SCIO'S purposes and principal activities &re: - To relieve poverty by increasillg the availability of and facilitstiug access to advice, assistance and representation in connection with fitwicial and debt issues, welfare benefits, housing, by the provision of and other advice geared to the special needs of persons who are in a state of povety where such advice, assistance and representation could not readily be obtained by such persons elsewhere. To advance education and in particular to in￿e&se knowledge and awareness in the fields of bousing, social security,personal debt, consumer matters, equal opportunity, hvnwj rights, rAghts of victims of crimes or accidents, employment, disability, con]miinity care, mental bealtty Children and social work and all other fields in relation to which there appears,in the opinion of the organisation a need for general knowledge and awareness of the relevant law. To promote the growth of Citizen Advocacy by the recTUitment, training and accreditation of volunteers and to stimulate the formation of advocacy partnership between accredited voluntsers and individuaIs in the community who are disabled or otherwise disadvantaged. Significant activities The main objectives and activities for the year continue to focus upon the promotion and provision of advice, assistance?representation and advocacy to those in povety and vuInerable indtviduals, children and young people and ad￿ts. The strategy is employed to assist the charity to meet these objects to include the following: - Providing a range of services which are reflective of the relevant quality standards and address the potential problems/issues related to advice and representation in addition to advocacy Working in partnership with other agencies to secure the widest range of servic¢s is available that best matches the needs of its client population. Page I Drumchapel Money Advice Centre REPORT OF THE TRUSTEES For The Year Ended 31 March 2025 ACHIEVEMENf AND PERFORMANCE Charitable activities Achievements and Perfornlance Over the past financial year, the charity has continued to make meaningfill contributions to the lives of residents in the Glasgow North-west are4 reinforcing its reputatloll for providing high-quality, accessible services rooted in compassion, professionalism, and civic responsibility. The scope of our Work has been notably broad, encompassing critical areas such as benefit overpayments. rent and Council Tax arrears, welfare rights advice, and representation at key levels of stathtory engagement. Our team bas offered advocacy and support in settings that include benefit tribunals (Social Security ScotlaTEd and the Department for Work alld Pensions), children's panels, school disciplinary and welfare meetings, Housing Associations, and engagements with Social Work departments. This multifaceted approach has allowed u5 to address both immediate concerns and longer-temi systemic b￿1￿3 faced by our service users, many of whom belong to vulnerable or marginalised commullities. It is WAth pride that we report all of our projects bave not only met but surpassed their perfonnance targets, reflecting the dedication, skill, and integrity of our staff and volunteers. These outcomes are a testament to our core value5 and the effectiveness of our operational strategies. Our interventions have been tailored to the needs of individuals, and our ability to mobilise resources efficiently and sensitively has played a crncial role in securing favourable outcomes for our clients. Our administrative team continues to be a cornerstone of the charity's internal fiulctioning. Their contribution is visible across every layer of our service from preparing reports aud managing correspondence to coordinating logistics and supporting programme delivery. Their reliability and professionalisn] underpin the smooth operation of all Projects and facilitate strong communications between the Management Board, service users, staff members, and stakebolders. In parallel, our Finance Officer has ensured the continu¢d strength and resilience of the charity's financial structure. Through diligent monitoring, timely reporting, and Careful forecastillg, the Board h&5 received clear, consistent updates about fmancial standing. The charity continues to maintain a robust financial management System that aligns with regulatory standar(Ls, ensures transparency in expenditure, and safeguards tbe sustainability of our services. Our commithient to accessibility and inclusivity remains a driving force. Although fimding constraints necessitated a downsizing of our physical office space, we successthlly transitioned all staff to the upper floor of our premises without dimimshing the quality or accessibiltty of our services. Recognising the need for ground-floor access especially for clients with mobility clMllenges we are gratefiLI for the generous support of ow community partner, KCEDG (DrLunchapel Foodbank), which has provided access to ground-floor interview space. This aTrangement h&s not only resolved logistical challenges but also enhanced collaborative practice, team cohesion, and community rapport. Service delivery has remained consistently high across multiple cba]]nels. Our clients have benefited from a range of engagement options, including face-to-face appointments, bome visits, telepbone consultations, and digital communication. These flexible delivery models have proven essential in ensuring that those in n¢¢d are met with timely and appropriate support. This adaptability has emerged as a vital component of servtce resilience and responsiveness. Throughout the year, we have remained conunitted to reflective practice and continuous improvement. tnternal reviews, stakeholder consultations. and staff debriefs have informed adjustments to our approach. allowing us to refine services, improve clarity in cornmunications, and adopt best practices aliglled with sector-wide standards. We continue to demonstrate a high level of adaptability in navigating policy change5, funding shifts, and evolving COn￿Unity needs, qualities that underscore the charitys institutional n￿tUrIty and future-readiness. We wisb to Tecognise the collaborative ethos shared by all metnbers of our organtsation. Staff, volunteers, and board members have shown exceptional commithent to shared values and strategic goals. Their efforts have ensured that our charity remains a source of stability, empowernient, and trust for the ¢on)munity we serve. FINANCIAL REVIEW Finaneial position The charity generated a surplLL8 of £3,779 for the year ended 31 March 2025 (2024: £7,967). At balance date, total reserves stood at £151.957 (2024: £148,178). Of these reserves, £150,976 were unrestricted (2024: £137,885) and £1,481 were restri¢frd (2024: £10293). Page 2 Drumchapel Money Advice Centre REPORT OF THE TRUSTEES For The Year Ended 31 March 2025 FINANCIAL REVIEW Reserves policy The SCIO recognises that the economic climate has brought changes to funding streams. It is prudent that an amount is held within reserves which accurately reflects the needs of the seTvice, closure to be faced either for an element of the service or indeed the entiie organisation. To this end the most specific functions have been id¢ntified as required under the Reserve Policy:" - Redundancy costs for all staff - updafrd annually - Exit strategy- minin)um of three months nllming costs for premises and staff to ensure a plaDned exit from all service delivery. - Monies available for otber occurrences such as long terni sickness or absence of key members of staff, systernslequipment failure, and ll￿ternity leave cover, updating technology and so fortb. A revlew of the reserves policies is carried out in each fjnallcial year and the redundancy costs for all staff is updated on an annual basis and also if there are any changes to personnel. The Board has examined the charity's requirement for reserves in I1￿t of the main risks to the organisation. A policy b&s been established wbereby it is the intention that the unrestricted funds not conunitted or invested in tangible fixed assets held by the charity should be withill 3 and 6 months of the expenditure. Based on the accounts to 31 March 2025 this amount is between £64,000 and £128,000. The charity5 reserves at 31 March 2025 were £151,957 so the trustees are satisfied that this policy is being met. FUTURE PLANS Looking ahead, OUT strategic focus is centred on deepening our in]pacL strengthening our operations, and fostering Eong-terni resilience. Key objectives for the corning period reflect both our enduring mission and our adaptability to emerging challenges and opportunities A prilnary area of development will be the continued training of volunteers in Advocacy and the Children's rights project (CRP). These roles are integral to delivering personalised support and ensuring tbat service user's feel heard and respected in recognised processes. Our training curriculum will cover statutory frameworks, interpersonal skills, and safeguarding procedures-ensuring our volunteers are equipped to act with confidence and competence. We will actively pursue additional fimding streams, both to sustain our current operntions and to expand capacity. In particular, we aim to secure funding to recruit additional Advisors. This expansÉon wlll allow us to ￿￿￿ge growing demand, decrease wait times for clients, and enhance service availability across more complex case areas. Grant applications, partnership bids, and engagement with local funders are all planned in aligtllnent with this objective. Cost-efficiency remains a critical aspect of our operational philosophy. We will continue to conduct cost-saving exercises across the OTgallÉsatio￿ balancing fiscal prudence with service integrtty. These efforts include evaluating resource allocation, renegotiating supplier contracts, adopting digital efficiencies, and reducing non-essential expenditure. All measwes will be guided by a commitment to fmancial sustainability and ethical stewardship. To improve confidentialtty and quality of care, we plan to increase private interview space within our cu￿ent premises. While our collaboration with KCEDG has offered valuable access to ground-floor facilities, having additional dedicated rooms for consultations will strengtben service delivery and client experience. This will be explored through internal assessments and possibly minor refurbishmenL contingent upon available resources. Another vital goal is to sustain and build upon our adheTence to the Scottish National Standards for Infornlation and Advice Providers. These standards reflect our cornmitment to professional excellence and sector-wide accountability. Over the next year, we will initiate a fornial review of our compliance practices and begin preparations for full accreditation. This process will include documentation audits, Stakeholder feedback, alld operational adjuslments to ensure our systems meet or exceed the benchmarks required. We also intend to strengthen our monitoring and evaluation frameworks. As we refjne our projects and reporting mechanisms, we will introduce more robust impact tracking tools to measure outcomes not only quantitatively but also qualitatively. These improvements will enable w to better demonstrate the difference we make and guide strategic pla[￿ing grounded in evidence. Community engagetnent will remain at the heart of our work. We plan to host a series of workshops to reconnert with service users, gather feedbacL and showcase our evolving s¢rvi¢es. These gatherings will reinforce tn￿ and transparency while creating spaces for inclusive dialogue. Lastly) we aim to fi￿￿eT embed a culture of learning alld innovation within our charity. Staff developtnent initiative5, peer learning sessions, and cross-sector exchanges will be prioritised to ensure that our team stays inforn]ed, inspired, and equipped to tackle emerging challenges with creativity and resilience. Page 3 Drumchapel Money Advice Centre REPORT OF THE TRUSTEES For The Year Ended 31 March 2025 STRUCTURE, GOVERNANCE AND IVLANAGEMENT Governing document The org8nisation is a Scottish Choritable Incorporated Organisation (SCIO). The organisation is established under a constitution which establishes the objects and powers of the SCIO and its governance. The SCIO was incorporated and took over on 1st April 2014 from the previous charity Drumchapel Law and Money Advice Centre (an unincorporated association registered as a charity on 1st June 1996). Reeruitment and appointAnent of new trustees The members of the Board are cEMrity trustees for the pU￿ose$ of Charity law and under the organisation's constitution are known as members of the Board. The members of the Board are elected to serve for a period of l year after which they must be re-elected at the next Annual General Meeting. Due to the natute of the case work undertaken, much of the charity's WOTk inevitably focuses upon Ttherable members of the community. The Board seeks to ensure that the needs of thts group are appropriately reflected tbrough the diversity of the lrnstee body. To enhance the potential pool of tn￿tees, the charity has, through selective contacts with local groups, networking with local groups and within relevant fornal organisations, sought to identify community groups who would be willing to become members of the Centre and use their own experience to assist the cRLarity. The more traditional business and cornmunity skills are well represented on the Board subject to the requirement of them being a representative of a community group. Organisational structure Th¢ Centre bas a Board who meet on a regular basis and are responsible for the strategic direction and policy of the charity. At Present the coll￿nittee come from a variety of Community based backgrounds relevant to the work of the chaTity. The Board co-ordinate with the project leaders for each area of the charity ensuring that the charity delivers the services specified and that key perfornlance indicators are met. Induction and training of new trustees Existing trustees are already familtar with the practical work of the charity having been engaged with it for a number of years and also having been aware of its activities via the community given the longevity of the Centre. Additionally, the new trustees are provided with an induction which explains the powers and mle of the Board members,in addition to that of senior staff and the management team. At the initial Board meeting following the AGM, the mini-induction is undertaken which is attended by new and existing tsustees alike in order to familiarise themselves wÉth the c￿￿rIty, the work it undertakes, and the operating environment within which it works. Key managemellt retnuneration In the opinion of the tn]st¢es, Key Management of the charity is with the Management Team, comprising the Office Manager, Senior Money Advisor, Senior Project Worker and SenioT Advocate. The total remuneration (including employer's national insurance and pension contributions) paid in 2024125 to these posts w&5 £135,640. Rtsk management The Board bas conducted a review of the major risks to which the charity is exposed. The risks as identified are reviewed on an annual basis in addition to an ongoing basis as and when issues arise.Where appropriate, systems and procedures have been established to mitigate the risks the charity faces. The Board have developed a strategic business plan which will allow for a rllore focused operating environment. Internal control risks are n]inimised by the itnplementation of procedures for authorisation of all transactions and projects. In addition, procedures are detatled in tern]s of an office manual thereby allowing all staff access to confjnnation of best practice within th¢ offi¢¢. Procedures are in place to ensure compliance of health and safety of staff, volunteers, clients and visitors to the Centre.Continuing implementation is undertaken of the Scottish National Standards for Inforniation and Advice Providers and Molley Advice Scotland Best Practice to enswe a consistent quality of service. These procedures are periodically reviewed to ensure that they continue to meet the needs of the ChaTity. Page 4 Drumchapel MonoyAdvlcé Centre REPORT OF THE TRUSTEES For The Year Ended 31 Mar¢h 2025 R*tered Compjny number C80(i1631 (Scotl8nd) Regtstèred Chiyity nvwber SC021548 Ind4￿￿dent Examillet Burgoyne Car Yllion2 3 DavA 8treet Olasgow GSI ITA 13}.9:l.a < Apfved by ordvofthc bomlof tntstett on,..,....- and tsigaedon Its belwif by: Pa8e 5 INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF DRUMCHAPEL MONEY ADVICE CENTRE Irwrt oo the amts for the ye8r end¢d SJ ￿2(r23 kt otston py 8even to f1ft00 Réyp¢ctlv¢ r¢JpollsIblllll￿ oftruslo¢s ind ¢xomlner Tho chariws t)wstee$ are ryn$iblo for fh¢ pr¢parntion of tIL¢ ac¢ovllts IA wlth th¢ of th# Charrfio6 alld Trus¢¢¢ Trivoslnwut (Scotl•KI) Aot 2005 alld the Cbarlti¢& (Scotland) Re8uladoN 2006 (as Atll¢nded). Thè ehariw tr￿￿tO¢S collsldcr that tho audti kwiiir¢tllent 0£ liwlation 10(IXa) to (c) of tho Ac¢Ouj￿ kegulatiott¥ do&% not apply. Ttls my rertyibilmy to exathlne the acw]nts os rwiiftd wjder S¢vtion 44(IXe) of tho A¢t alld to stAe¢ wJLelber mAttKs haw) eojttts tomyattent B*818 of tho kndepend•Dt uAJlllner'J report My examinRtion was Lxrri¢d out ID accordfi￿¢ with Re8uIation 11 of the CbaYft1¢8 AG¢ouuts (ScotI￿) Regulailons 2006. An ex8miDation in¢ludo5 a T¢v1￿ of the accouDtill¥ rrforfs kopt by the charlty attd n ¢oDwarigtio of the #c¢ounts pr¥8¢nted with thc6B I'ecor&8, Tt almo iticlth consid￿lon of 8Jky unusual Itejns or dlscloswE8 In tho ttL¥ounty and se¢long e￿lanatIonS from you ¥ ￿$t¢￿ ￿ncernIng aGy such maftgrs. Tho pro¢edweg undert￿e0 do Dot provhk all evideJK¢ tknt woukl be wubed audi¢ 4nd c